Finance for Strategic Managers (GC01309)

Table of Contents

Activity 1.

1.1 Necessity of financial information in business.

1.2 An identification of the business risks related to financial decisions.

1.3 financial information that is required to make strategic business decisions.

Activity 2.

2.1 Structure and content of the financial statement

2.2 Interpreting financial statement

2.3 Calculation of the financial ratio and support in business decisions.

Activity 3.

3.1 Difference between long-term and short-term finance.

3.2 Sources of long-term and short-term finance.

3.3 Examination of cash flow management technique and importance of cash flow management

Activity 4.

4.1 Different business ownership structures and  the corporate governance, legal and regulatory requirements

Reference.

 Activity 1

1.1 Necessity of financial information in business

To investigate business performance: Financial data gives a general picture of the operational after effect of a business and managers need such financial data to dissection for making future arrange and strategies about the organization.

To make and execute strategy: With a perspective to staying intense in today’s aggressive business environment, managers break down the financial data and make a strategy as per the dissection and acknowledging other related factors of the business.

To settle on investment decision: Managers investigate financial data to assess if any merger and securing opportunity is accessible and it serves to focus the plausible investment opportunity.

To address risk connected with the business: Business is dependably risky and without risk, no business organization can accomplish its objective and objective. Thusly, managers audit the financial data to see if any conceivable future risk is advancing and connected with the economy. (icabtutorial.com)

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Finance for Strategic Managers Sample Assignment

Managing Financial Resources and Decisions

1.2 An identification of the business risks related to financial decisions

The managerial scene is regularly characterized by circumstances of risk and questionable matter. The decision-production methodology is an endeavor to diminish, alleviate, or even evacuated risks and questionable matters. All things considered, the decisions of managers affect the degree to which risks and doubts remain.

Decision-making inside a risk management connection ought to consequently look for, wherever conceivable, to recognize, quantify, and ingest risk. Business risks are normally considered accompanies:

Strategic risks: These are mechanical risks that emerge from contending in a particular industry and can incorporate macroeconomic risks (the arrangement of purchasers and merchants reliable with the standards of supply and interest), transaction risks (the operational risks from action, divestitures, or associations), and guru relations risk (the risks connected with corresponding adequately with the investment group).

Financial risks: These are determined from potential misfortunes in the financial records of a business. They can incorporate risks from contributing capital, risks to primary or investment esteem, or risks to different business-related transactions.

Operational risks: Risks that emerge throughout the regular operations of the business. This differs impressively around distinctive commercial ventures.

Legal risks: The degree of a business’ consistency with all relevant laws might direct the overall effect of legal risks on decision making.

Different risks: Usually risks connected with energy Majeure. This is challenging to record for and incorporate inside decision-production criteria. (gbr.pepperdine.edu)

1.3 financial information that is required to make strategic business decisions

Financial measurements have long been the standard for surveying a company’s performance. Part of the fund in securing and overseeing particular and measurable financial strategic objectives on a facilitated, incorporated groundwork, in this manner empowering the firm to work effectively and successfully. Financial objectives and measurements are secured dependent upon benchmarking the “best-in-industry” and incorporate:

1. Free Cash Flow: This is a measure of the company’s financial soundness and shows how proficiently its financial resources are constantly used to create extra cash for future investments.
2. Economic Value-Added: This is how the money adds up a commitment on a risk-balanced groundwork and helps management to make viable, auspicious decisions to stretch businesses that build the company’s economic value and to execute remedial movements in those that are destroying its value.
3. Stake Management: This calls for the proficient management of current stakes (cash, receivables, stock) and current liabilities (payables, gatherings) turnovers and the upgraded management of its working capital and cash change cycle.
4. Financing Decisions and Capital Structure: financing is constrained to the ideal capital structure (obligation degree or influence), which is the level that minimizes the company’s expense of capital. This ideal capital structure decides the association’s store acquiring limit (short- and long-haul) and the risk of potential financial distress.

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