Posted by Managementguru in Financial Accounting, Financial Management, Management Accounting
on Apr 3rd, 2014 | 0 comments
Ratio Calculation From Financial Statement Profit and Loss a/c of Beta Manufacturing Company for the year ended 31st March 2010. Exercise Problem1 Kindly download this link to view the exercise. Given in pdf format. You are required to find out: a) #Gross Profit Ratio b) #Net Profit Ratio c) #Operating Ratio d) Operating #Net Profit to Net Sales Ratio a. GROSS FORFIT RATIO = Gross profit ÷ #Sales × 100 = 50,000 ÷ 1,60,000 × 100 = 31.25 % b. #NET PROFIT RATIO = Net profit ÷ Sales × 100 = 28,000 ÷ 1,60,000 × 100 = 17.5 % c. OPERATING RATIO = #Cost of goods sold + Operating expenses ÷ Sales × 100 Cost of goos sold = Sales – Gross profit = 1,60,000 – 50,000 = Rs. 1,10,000 Operating expenses = 4,000 + 22,800 + 1,200 = Rs. 28,000 Operating ratio = 1,10,000 + 28,000 ÷ 1,60,000 × 100 = 86.25 % d. OPERATING NET PROFIT TO NET SALES RATIO = Operating Profit ÷ Sales × 100 Operating profit = Net profit + Non-Operating expenses – Non operating income = 28,000 + 800 – 4,800 = Rs. 32,000 Operating Net Profit to Net Sales Ratio = 32,000 ÷ 1,60,000 × 100 = 20 % What is a Financial statement? It is an organised collection of data according to logical and consistent #accounting procedure. It combines statements of balance sheet, income and retained earnings. These are prepared for the purpose of presenting a periodical report on the program of investment status and the results achieved i.e., the balance sheet and P& L a/c. Objectives of Financial Statement Analysis: To help in constructing future plans To gauge the earning capacity of the firm To assess the financial position and performance of the company To know the #solvency status of the firm To determine the #progress of the firm As a basis for #taxation and fiscal policy To ensure the legality of #dividends Financial Statement Analysis Tools Comparative Statements Common Size Statements #Trend Analysis #Ratio Analysis Fund Flow Statement Cash Flow Statement Types of Financial Analysis Intra-Firm Comparison Inter-firm Comparison Industry Average or Standard Analysis Horizontal Analysis Vertical Analysis Limitations Lack of Precision Lack of Exactness Incomplete Information Interim Reports Hiding of Real Position or Window Dressing Lack of Comparability Historical...
Posted by Managementguru in Business Management, Decision Making, Financial Management, Human Resource, Principles of Management, Strategy
on Mar 30th, 2014 | 0 comments
What is Turnaround Strategy Distress signals start flying around when a particular company, whether multinational, corporate or medium sized, is subjected to financial pressure and is at the brink of bankruptcy. What was happening all along? No body knows and nobody wants to be held responsible. The CEO has to bear the brunt and alas, extermination! Aim of Turn-around Strategy: The overall aim of a turn around strategy is to bring back a firm to normalcy which has been under distress in terms of acceptable levels of profitability, solvency, liquidity and cash flow. Turn around strategies should be very carefully formulated so as to stabilize the firm in distress, i.e., to bring the company out of the hole and then go for long term planning. Turn around can be in the form of operational efficiency management, financial restructuring, marketing management or savings in the form of cost reduction or liquidity in the form of asset reduction. Facebook Marketing: A Step-by-Step to Your First 1000 Fans! Turn around to see what is around: We have seen so many such occurrences at the global level and micro level. Some companies rejuvenate like a phoenix bird from the ashes, some go haywire, and some dissolve into thin air. It all depends how well you handle the situation with either the help of an external expert consultant or you might want to go for joint venture or collaboration in order to save you skin from mounting interest payments or you right royally sell the company if somebody is ready to takeover. Either way you have to do something! “Turn around to see what is around”. Don’t see what you want to see See what has to be seen Change the CEO (He is the Ideal Victim!) Resurrect your employees’ confidence Cut down costs Look for Alternatives Lie low for Sometime(till the situation favors) Slowly capture the market by innovative Campaigns and ads Paint a new picture about your company Review your Mission and Vision statements Work on targets Bang on the right target customers and clients Strengthen your Channel of Distributors Go smooth with the bankers (You need them always!) Have confidence in yourself Crisis management is necessary Stress busters like yoga and meditation mandatory Evolve Strategies One step at a time (Slow and steady) Fear and Panic grips the organization in situations of crisis. So the first step would be to stay cool to assess the situation by calmly reviewing the damage with all the concerned people. The next step would be to stop the bleeding by cutting all unwanted costs, unnecessary overheads, and the final stage would be renaissance, recovery, renewal or by whatever name you want to call it, even if it means negative investment or profit. Proper Planning, Inventory Control, Strategic prepositions, Renewal of old strategies in accordance with the situation, Tightening finance controls, Defining the credit management limits, all these are precautionary measures which will hold you from falling into the danger of handling a crisis situation, as” recovery of damaged integrity is going to cost you more than ploughing back your profits....