Professional Documents
Culture Documents
Management
P2
Basics of Financial
management
P3
Business Transactions
An economic event
Event
Money
P4
Book keeping Vs Accounting
P5
Book keeping Process (Recording)
Vouchers
P6
Financial Statements (Reporting)
P7
Who uses these financial statements
Managers
Shareholders
Prospective Investors
Financial Institutions
Suppliers
Customers
Employees
Competitors
General Public
Governments
P8
Decision making (Analysing)
P9
Financial Management
Planning
Organizing Business
directing and controlling Transactions
P 10
Key Learning - Basics of Financial management
“Managerial Decisions
can be more
Accurate, Precise & informed
With reasonable
Understanding & Analysis of
Financial Statements”
P 11
Action Plan
P 12
Understanding Financial
Statements
P 13
Balance Sheet
P 14
What a Balance Sheet says
P 15
What a Balance Sheet does not say
P 17
Profit & Loss Account
P 18
Surplus carried to Balance Sheet
What an Income Statement says
P 19
What an Income Statement does not say
Changes Due to
Operating Activity
Opening Cash & Cash Financing Activity Closing Cash & Cash
Equivalents
Equivalents
Investing Activity
P 21
What a Cash Flow says
P 22
What a Cash Flow does not say
P 23
Key Learning - Understanding Financial Statements
P 24
Action Plan
P 25
Q&A
P 26
Financial Analysis &
Decision Making
P 27
Interpreting the Numbers
Liquidity position
Profitability
Solvency & Security of the loans
Financial Stability
Management Efficiency
P 28
Ratio Analysis
P 29
Liquidity position
Current Ratio = CA / CL
company's ability to pay back its short-term liabilities
Standard = 2
Less than 1 is alarming
Higher current ratio is not necessarily mean better liquidity
P 31
Liquidity position
P 32
Profitability
P 33
Profitability
P 34
Solvency & Security of the loans
P 35
Solvency & Security of the loans
P 36
Financial Stability
P 37
Management Efficiency
P 40
Action Plan
P 41
Projecting
Financial Scenarios for
Project Management
P 42
Go Beyond the Income Statement
P 43
Cost Benefit Analysis
P 44
Project Analysis
Return on Investment
A performance measure used to evaluate the efficiency of
an investment or to compare the efficiency of a number of
different investments
P 45
Project Analysis
Payback Analysis
Refers to the period of time required for the return on an
investment to "repay" the sum of the original investment.
Payback period is usually expressed in years.
It does not account for the time value of money, risk, financing or
other important considerations, such as the opportunity cost
P 46
Project Analysis
P 47
Project Analysis
Sunk Cost
These are the costs (in time, money, mental and emotional
energy spent, etc.) incurred in the past as a result of a
decision made long ago. It's now impossible to recover these
retrospective costs.
P 48
Project Analysis
Opportunity Cost
These are the immediate costs of not taking the next best
alternative or, in economics speak, of not putting a resource
to its best use.
Marginal Cost
Derivative of total production costs with respect to the level
of output.
P 49
Key Learning – Project Management
P 50
Action Plan
P 51
Thank You
P 52