Professional Documents
Culture Documents
Chapter 16 - Activities01
Chapter 16 - Activities01
Chapter 16 - Activities01
Management
Chapter 16
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CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
Inventory
Inventory conversion period=
COGS Per day
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CASH CONVERSION CYCLE
Receivables
Average collection period= Sales/365
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
Payables
Payables deferral period =
COGS/365
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
CCC =
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
Inventory
Inventory conversion period=
COGS Per day
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
Receivables
Average collection period= Sales/365
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
Payables
Payables deferral period =
COGS/365
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CASH CONVERSION CYCLE
© 2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
THE CASH BUDGET
Generally, firms use a monthly cash budget for the coming year,
plus a daily cash budget for the coming month.
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THE CASH BUDGET
Collections during 1st month after sale 70% Assumed constant. Don't change.
Collections during 2nd month after sale 10% Equal to 100% – (20% + 70%) – Bad debt %
Construction cost for new plant (Oct) $ 100 Can change to see effects
Sales adjustment factor (change from base) 0% % increase or decrease from base to see effects
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May June July August Sept Oct Nov Dec
Sales (gross) $200 $250 $300 $400 $500 $350 $250 $200
Collections
During month of sale: 0.2(Sales)(0.98)
During 1st month after sale: 0.7(prior month's sales)
During 2nd month after sale: 0.1(sales 2 months ago)
Total collections
Purchases: 70% of next month's sales
Payments
Payment for materials: Last month's purchases
Wages and salaries 30 40 50 40 30 30
Lease payments 15 15 15 15 15 15
Other expenses 10 15 20 15 10 10
Taxes 30 20
Payment for plant construction 100
Total payments
Net cash flows:
Net cash flow (NCF) for month
Cumulative NCF: Prior month's cum. NCF plus this month's NCF
Cash surplus (or loan requirement)
Target cash balance $10 $10 $10 $10 $10 $10
Surplus cash (or loan needed):
Maximum required loan (shown as a negative)
Maximum available for investment
If the percent of customers who end up as bad debts increases, how
would this affect the maximum required loan?
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Assume sales declined by 50%.
How would that affect the maximum loan requirement?
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Assume sales declined by 50%.
How would that affect the maximum loan requirement?
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If both sales and collections change, what will happen to the
maximum loan requirement?
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If both sales and collections change, what will happen to the
maximum loan requirement?
You can see from the table that, from the base
case (Bad Debt % = 0, change in sales = 0), an
increase in late payers increases the loan
requirement, as does a decline in sales.
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The model could be used to analyze the effects of other
variables,
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Calculation of APR and Effective Interest Rate on Add-on loan
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Calculation of APR and Effective Interest Rate on Add-on loan
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End of Chapter 16
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in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise
on a password-protected website or school-approved learning management system for classroom use.
Cover image attribution: “Finance District” by Joan Campderrós-i-Canas (adapted) https://flic.kr/p/6iVMd5