Unit 05: Strategic Financial Management
Unit Reference Number
Unit Title
Unit Level
Number of Credits
Total Qualification Time (TQT)
Guided Learning Hours (GLH)
Mandatory / Optional
Unit Grading Structure
Learning Outcome – The
learner will:
Be able to apply the tools
and techniques of cost
accounting.
Be able to critically analyse the
financial performance of
businesses.
Be able to evaluate the
budgetary processes of
organisations.
Be able to recommend effective
long term and short-term sources
of
funding.
Be able to critically
appraise investment
options.
L/616/2727
Strategic Financial Management
7
20
Optional
Pass / Fail
Assessment Criterion – The learner can:
1. Critically analyse the concepts, features and
1 importance of cost accounting in an
organisation.
1. Apply tools of costing design and costing systems
2 to an organisation.
1. Recommend improvements to the costing and
3 pricing systems of an organisation.
2. Analyse financial statements to assess the
1 financial position of an organisation.
2. Recommend organisational decisions based
2 on evaluation of financial statements using
financial
ratios.
2. Propose managerial recommendations on
3 the strategic portfolio of an organisation
based on financial analysis.
3. Evaluate budgetary targets for an organisation.
1
3. Develop a master budget for an organisation.
2
3. Critically evaluate budget and budgetary
3 processes in an organisation.
4. Assess the need for short term working capital
1 and long- term funds for an organisation.
4. Appraise appropriate sources of short term and
2 funds for an organisation.
4. Justify choices of sources of funds using a range
3 of criteria related to cost and risk.
5. Apply financial appraisal methods to analyse
1 competing investment projects in different kinds
of organisations.
5. Justify strategic investment decision for an
2 organisation using relevant financial
information.
5. Critically analyse strategic investment
3 decisions using information.
Scenario
You have recently joined Penco, a small pension fund that aims to strategically invest in low risk
companies with a historically satisfactory return on investment.

Task 1 of 3 – (AC2.1, 2.2, 2.3, 5.1, 5.2 & 5.3)

Instructions:

As a junior analyst, your first task is to review the market and select two companies listed on the
London stock market and to access their financial statements. You should analyse their financial
position, using the information from their financial statements and apply appropriate financial ratios.
You should make recommendations to Penco to invest. Calculations and financial ratios supporting
the recommendation should be appended to the memo for the board’s attention.

Submission and delivery:

▪ 1x memo (circa 1000 words excluding supporting calculations and financial ratios used)

Referencing:

• Each section must reflect any supporting Harvard style citations.

• A comprehensive Harvard style reference list must be included at the end of the work.

Task 2 of 3 Report – (AC4.1, 4.2 & 4.3)

Scenario:

The board of Penco approved your recommendations and decided to purchase stock in the two
organisations you recommended. In fact, based on your recommendations, they decided to invest
more than anticipated. The previous budget was £2,000,000 but the board wants to invest £1,000,000
in each of the two organisations you recommended which means that an extra £1,000,000 is required.
Instructions:

Write a short report containing:

▪ An introduction discussing the need for short term working capital and long-term funds
▪ A main body comparing the sources of funding, including their pros and cons
▪ A justified recommendation of your choices of funding for the £1,000,000 using a range of
criteria related to cost and risk.

Submission and delivery:

▪ 1x report (circa 1500 words)

Referencing:

• Each section must reflect any supporting Harvard style citations.

• A comprehensive Harvard style reference list must be included at the end of the work.

Task 3 of 3 – Essay (AC1.1, 1.2, 1.3, 3.1, 3.2 & 3.3)

Scenario:

Penco is excited by the results of your previous work and has asked you to review operations at
Exciteco where it is an institutional investor.
Exciteco manufactures electronic components for export worldwide, from factories in Finland, for use
in smartphones and hand-held gaming devices. These two markets are supplied with similar
components by two divisions, Phones Division (P) and Gaming Division (G). Each division has its own
selling, purchasing, IT and research and development functions, but separate IT systems. Some
manufacturing facilities, however, are shared between the two divisions.

Exciteco's corporate objective is to maximise shareholder wealth through innovation and continuous
technological improvement in its products. The manufacturers of smartphones and gaming devices,
who use Exciteco's components, update their products frequently and constantly compete with each
other to launch models which are technically superior.

Exciteco has a well-established incremental budgeting process. Divisional managers forecast sales
volumes and costs months in advance of the budget year. These divisional budgets are then
scrutinised by the main board and revised significantly by them in line with targets they have set for
the business. The finalised budgets are often approved after the start of the accounting year. Under
pressure to deliver consistent returns to institutional shareholders such as Penco, the board does not
tolerate failure by either division to achieve the planned net profit for the year once the budget is
approved. Last year's results were poor compared to the annual budget. Divisional managers, who are
appraised on the financial performance of their own division, have complained about the length of time
that the budgeting process takes and that the performance of their divisions could have been better
but was constrained by the budgets which were set for them.

In P Division, managers had failed to anticipate the high popularity of a new smartphone model
incorporating a large screen designed for playing games and had not made the necessary technical
modifications to the division's own components. This was due to the high costs of doing so, which had
not been budgeted for. Based on the original sales forecast, P Division had already committed to
manufacturing large quantities of the existing version of the component and so had to heavily discount
these in order to achieve the planned sales volumes.

A critical material in the manufacture of Exciteco's products is silver, which is a commodity which
changes materially in price according to worldwide supply and demand. During the year supplies of
silver were reduced significantly for a short period of time and G Division paid high prices to ensure
continued supply. Managers of G Division were unaware that P Division held large inventories of silver
which they had purchased when the price was much lower. Initially, G Division accurately forecasted
demand for its components based on the previous years' sales volumes plus the historic annual
growth rate of 5%. However, overall sales volumes were much lower than budgeted. This was due to a
fire at the factory of their main customer, which was then closed for part of the year. Reacting to this
news, managers at G Division took action to reduce costs, including closing one of the three R&D
facilities in the division.

However, when the customer's factory reopened, G Division was unwilling to recruit extra staff to cope
with increased demand; nor would P Division re-allocate shared manufacturing facilities to them, in
case demand increased for its own products later in the year. As a result, Exciteco lost the prestigious
preferred supplier status from their main customer who was unhappy with G Division's failure to
effectively respond to the additional demand. The customer had been forced to purchase a more
expensive, though technically superior, component from an alternative manufacturer.

Penco’s institutional shareholders' representative, recently appointed to the board, has asked you as a
performance management expert for your advice. 'We need to know whether Exciteco's budgeting
process is appropriate for the business, and how this contributed to last year's poor performance.'

However, the shareholder representative did also acknowledge that external factors had contributed to
Exciteco's poor performance in the last year and suggested that it would be useful if Exciteco's
performance reports distinguished between variances which had resulted from its own operational
performance as opposed to external circumstances which could not have been anticipated when the
budgets were produced. You noted that many organisations address this issue by analysing
variances into planning and operational elements.
Prepare a report that deals with the following:

• Critically discuss key concepts, features and importance of cost accounting,

• Evaluate the weaknesses in Exciteco's current budgeting system and whether it is suitable for
the environment in which Exciteco operates.
• Evaluate the extent to which Exciteco's poor performance for the last year can be attributed to
external factors.
• Discuss the potential benefits to Exciteco of analysing variances into planning and operational
elements.

Submission and delivery:

▪ 1x essay (2000 words excluding budget)

Referencing:

• Each section must reflect any supporting Harvard style citations.

• A comprehensive Harvard style reference list must be included at the end of the work.

Evidence to be submitted:

• Memo. – 1000 words

• Report – 1500 words
• Essay – 2000 words