...budgeting is an integral component for effective capital working policy (Emery, Finnerty, & Stowe, 2007). Establishing a cash budget is a means to observe a company’s inflow and outflow of cash, which in turn, will assist in adequate forecasting and planning, especially concerning when it comes to short-term credit (Emery et al, 2007). A high-quality working capital policy would also free up cash, which may be allocated to strategic areas for the company’s growth. LS must cease from financing shortages through credit lines with heavy reliance on selling inventory and receiving prompt payments. To understand the changes needed, a review of LS current policy will be analyzed and alternative working capital policies will be compared. Recommendations will be represented regarding which policy LS should implement. Alternative working capital policies The first alternative working capital policy is for LS to negotiate better collection on sales terms with Mayo Stores. The initial arrangement is to receive 20% collection on sales in the first week and 80% in the following week (University of Phoenix, 2012). The collection arrangement needs to be negotiated to 40% collection on sales in the first week and 60% in the following week. As an additional incentive, customers will receive 1% off their entire purchase if paid in full by the end of business on the seventh day. The second alternative working...
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... Presently Lawrence Sports has had to make some short-term decisions concerning its working capital management. In order to learn from this experience they will develop a working capital policy which will increase the predictability and efficiency of their cash. Working capital is defined as “the assets of a business that can be applied to the operations” or “the amount of current assets which exceed the current liabilities” (Answers, 2007, para. 1). Working capital management involves the “deployment of current assets and current liabilities as to maximize short-term liquidity” (The Free Dictionary, 2007, para. 1). The intent of a working capital management policy is to ensure an organization is able to continue business operations and has adequate ability to satisfy both short-term debt and upcoming operational expenses. Simply stated, “good management of working capital will generate cash, improve profits and reduce risks” (Anonymous, 2007, para. 2). Lawrence Sports, a manufacturer and distributor of sporting goods equipment, is currently facing a number working capital and cash flow management issues largely related to past due payment of their largest customer, Mayo Stores. This paper will take a closer look at Lawrence Sports’ simulation and identify the issues, goals, potential solutions, evaluate risks and define metrics to measure the success of the working capital management strategy selected to address the short and long-term financing needs of the...
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...Lawrence Sports Simulation: Managing Liquidity Lawrence Sports Simulation: Managing Liquidity This paper will discuss the three alternative working capital policies that manage working capital. Team D will identify the policy in which the team believes that Lawrence uses and will then make a recommendation on what policy Lawrence Sports should continue to use. This paper will then go on to include an evaluation of the risks that are associated with each of the policies as well as discuss the contingencies for the policy in which is recommended. This paper will also discuss the performance measures that could be used to evaluate the team’s recommendation. Finally, this paper will discuss an implementation plan for the team’s recommendation. Alternate Capital Policies Current Policy (Conservative Approach) The current policy in place at Lawrence is one that can be considered a conservative approach. The Conservative Approach uses long-term financing for the company’s long term assets, a few of the company’s temporary current assets, and all of the company’s permanent current assets (Emery et al., 2008). This has resulted in high costs of financing for Lawrence Sports with little risk; causing the company’s profitability to be low. Simply put; Lawrence has predominantly financed all of its current assets using long-term sources of financing where only a small portion of its assets sing short-term financing. This presents the risk of Lawrence developing a liquidity issue...
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...This study empirically investigated impact of working capital management on profitability of Nigeria Breweries Plc. This research expands the horizon of knowledge in this area by shedding more light on working capital management as measured by the components of working capital, and how the individual components influence the profitability of Nigeria Breweries Plc. Using the ex-post factor research design, secondary data were extracted from the company’s annual report and accounts for the relevant period. The Ordinary Least Square (OLS) analytical technique was adopted for data analysis. The findings from this study indicate that current ratio positively correlate with profitability of Nigeria Breweries Plc which is proxied by return on capital...
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...hoping to create sustainable growth. Lawrence Sports, a fictional company, is presently in need of capital management analysis and methodology overhaul. Included in this paper is a discussion of the issues, opportunities, values and solutions that the firm should be considering. The 9 step problem solution model is the format used to take the reader through critical identification, evaluation and implementation of elements that will transform a problem into new growth opportunity. Lawrence Sports is a $20 million dollar revenue company that assembles and distributes sporting goods. The focus of the scenario is to provide the opportunity for the student to develop solutions to trade off issues, thus establishing stability for the firm. Mayo, who is a retailer responsible for 95% of sales, is hindering Lawrence from paying raw materials suppliers. Unfortunately, this cash positioning problem is direct result of the Lawrence credit policy and the Mayo request to delay payment until the week of April 14-20. Borrowing money to deal with supplier payables is not an option, due to the $1.2 million dollar maximized bank limit. Therefore, this paper will strategize from the perspective of a financial manager who will turn a working capital problem into the chance to design a new credit policy, implement cash management models and introduce risk mitigation techniques. A credit policy that is too liberal will continue to cause damage to Lawrence Sports. Presently both receivables...
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...First Alternative Working Capital Management Policy Collecting account receivables is an indispensable step to keep the cash levels at the desired point while guaranteeing the inflows from the opened receivables. Collecting these accounts on time will allow Lawrence avoiding the dependency on the bank loans to keep up with short-time expenses. Through the implementation of a payment discount system, Lawrence can speed up collections. Offering a 3/10 net 30 payment discount, which means that the company offers a 3 percent discount within 10 days, with the remainder due in 30 days, will provide an incentive for early payment and increase cash inflow. Risk Associated with policy Utilizing payment discounts will provide an incentive for early payment; however the risk for Lawrence is that Mayo and other partners will not take advantage of the payment discount. Mayo and Lawrence’s other partners may want to have a high deferral period which can enhance a company’s cash conversation cycle. If a company pays its bills at the last possible moment while collecting cash quickly, the cash conversion cycle may be low and allow a company to have more cash. Contingencies for Recommendation If Mayo and other companies want to delay payment to enhance their company’s cash conversion cycle then Lawrence could institute a lock box system as a contingency. Lock boxes are methods to speed up cash collection while shortening mail times, processing times, and availability times. Lawrence should...
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...Running head: PROBLEM SOLUTION: LAWRENCE SPORTS INC. Problem Solution: Lawrence Sports Inc. Veronica S. George University of Phoenix/MBA550 Problem Solution: Lawrence Sports Inc. Lawrence Sports generates $20 million in yearly revenue by manufacturing and distributing sporting goods protective gear for team sports. The main issue with Lawrence is that they depend solely on world leading retailer Mayo for the bulk of their revenue and only have two sources for their materials. The problem begins when Mayo Stores decides not to pay on time leading to major cash flow problems downstream. This paper will look at Lawrence’s financial problem and create a working capital policy that will address their cash management needs for the long-term. Situation Analysis Issue and Opportunity Identification Lawrence Sports’ principle customer, Mayo Stores, is having a difficult time paying for the products on time. The current payment arrangement is that Mayo will pay 20% on purchases and 80% the following week. Mayo depends principally on this revenue from Mayo and it finds itself not being able to live up to the agreements made to their agreements to both creditors and suppliers. The only viable option detailed in the scenario is borrowing from Central Bank. Their plan is to borrow a daily loan for any amount to keep the account minimum of $50,000. Lawrence has reached...
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...Lawrence Sports Working capital management is very important in running a business because it involves managing all current assets and liabilities. Working capital management involves making appropriate investments in cash, marketable securities, receivables, and inventories, as well as the level and mix of short-term financing (Emery, Finnerty, Stowe, 2007, p. 639, para. 3). Currently Lawrence sports, a multi-million dollar company that manufactures and distributes sports equipment is seeking a way to better manage its’ capital, lower loan burdens, and undertake better business deals with its’ three business partners. Management can solve this issue with working capital policies that reduce future difficulties. Alternative Working Capital Policies As the newly appointed finance manager, one must be fully aware of the companies operating expenses, principal source of finance, suppliers and current financial stance and process with the lending bank. Understanding how all of these relationships can cohesively work together is key to being a success in this new role. By being properly prepared and developing successful working capital policy, the company will always have balanced receivables and payables due to working and negotiating with Lawrence Sport’s customers and suppliers. This type of communication and action plan will result in optimizing revenue, decreasing cash borrowed turn-around time, positive business relations and maintaining positive cash balance thus...
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...Furniture Store and Pro Forma Analysis Guillermo Navellez, once the owner of the largest flourishing furniture store in Sonora, Mexico faces globalization and the emergence of foreign competition. Inexpensive labor and the abundance of timber in Sonora are major factors, which contributed to the manufacturing of the store’s furniture. Guillermo faces new competition that possesses advanced technology with the ability to manufacture faster and at lower costs. With the emergence of this sophisticated technology, the company requires change to cease the decease of revenue and sales (University of Phoenix, 2012). Guillermo hires Jevaloch Consulting Firm, Incorporated to examine his current business forecast and choose strategies in optimal working capital. Additionally, Jevaloch will also provide an efficient pro forma budget and recommend an implementation plan. Guillermo Furniture Forecast Forecasting is an important tool for estimating the future market value for the business. Jevaloch consultants began the examination of Guillermo Furniture by reviewing a six month Figure 1.1 Budget Sales Forecasts. Figure 1.2 Actual Sales Forecasts. projection of sales forecast for units of chairs, the top sales item for the store, sold from January to June 2010. Figures 1.1 and 1.2 are representative of the budget unit sales and actual unit sales for Guillermo Furniture. The average monthly demands for the budget sales is 18,014/6 = 3002.3 and 17,997/6 = 2999.5 for actual sales. ...
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... |Finance for Decision Making | Copyright © 2010, 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course addresses advanced principles in financial management and decision making. Emphasis is placed on providing relevant theory, best practices, and skills to effectively manage risk, time value of money, working capital, capital structure, the regulatory environment, and evolving issues in financial management. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Gitman, L. J. (2009). Principles of managerial finance (12th ed.). Boston, MA: Pearson Addison Wesley. All electronic materials are available on the student website. |Week One: Financial Risk Management...
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...In its day-to-day operations, a firm must maintain adequate liquidity. At the same time, it wants to operate as efficiently and profitably as possible. In this regard, there is a risk-return trade-off in the alternative managerial philosophies about how working capital should be financed. Conservative approach is one method used to describe a firm’s philosophy about how it finances working capital (Emery, Finnerty & Stowe, 2007). Lawrence Sports will examine this policy to reduce future difficulties. A conservative working capital policy may prove best to keep risk low. In a conservative plan, a company will typically match its business assets and liabilities in order to make sure the company will have the money to pay creditors. This approach involves the use of long-term debt and equity to finance all long-term fixed assets and permanent assets, in addition to some part of temporary current assets. To reduce risk, a business must also retain additional assets for the purpose of having money available for unforeseen circumstances. While the conservative working capital policy involves little risk, choosing it may mean the company has less money for business growth (wisegeek.com, 2013). In the scenario, Lawrence Sports must deal with it principle customer, Mayo Stores and its default on 80% of the outstanding payments. Lawrence Sports must also keep bank borrowing and interest burdens as low as possible by negotiating short-term payment and collection arrangements with...
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...Alternative Financing Options for Small Businesses FINANCING For more information, contact: The Business Link Toll-free: Fax: Email: Website: 1 800 272-9675 780 422-0055 (Edmonton) buslink@canadabusiness.ab.ca www.canadabusiness.ab.ca A Member of the Canada Business Network The Business Link is a not-for-profit organization supported by the Governments of Canada and Alberta, as well as other organizations committed to serving Alberta’s small business community. Disclaimer: The information presented in this document is intended as a guide only, and while thought to be accurate, is provided strictly "as is" and without warranty of any kind. The Business Link, its employees, its directors and members, its agents or contractors will not be liable to you for any damages, direct or indirect, or lost profits arising out of your use of information provided within this document, or information provided within The Business Link's websites. This material may be used, reproduced, stored or transmitted for non-commercial purposes; however, The Business Link's copyright is to be acknowledged. You may not use, reproduce, store or transmit this material for commercial purposes without prior written consent from The Business Link. © 2013 The Business Link ALTERNATIVE FINANCING OPTIONS FOR SMALL BUSINESSES (07/2013) Content Content ........................................................................................................................ 1 Purpose...........................
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...Advanced Corporate Finance [FN2] Examination Blueprint 2013/2014 Purpose The Advanced Corporate Finance [FN2] examination has been constructed using an examination blueprint. The blueprint, also referred to as the test specifications, outlines the content areas covered on the examination and the weighting allotted to each content area. This document also lists the topics, the level of competence for each topic, and the related learning objectives and competencies. The learning objectives have been designed to ensure that the competencies are met. In addition, information is provided on the proportion of each question type presented in the examination (that is, multiple choice, quantitative problems, and so on). Use Candidates should use the examination blueprint to prepare for the course examination. The blueprint may not include all the topics listed in the course materials; however, candidates are still responsible for acquiring a broad-based knowledge of all topics not listed in the blueprint since these topics will be tested in assignment and review questions. The topics not listed in the blueprint will also provide candidates with a greater depth of understanding of finance concepts. Examination Objectives The objective of the 4-hour comprehensive examination is to test CGA candidates on the prerequisite knowledge required for advancement into PA1 and PA2, so as to ensure that the candidates have the broad-based knowledge in finance needed to function properly in the association’s...
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...GDN Working Paper Series Education, Training and Youth Unemployment in Kenya Joy Kiiru, Eldah Onsomu and Fredrick Wamalwa Working Paper No. 26 October 2009 About GDN The Global Development Network (GDN) is a leading International Organization of developing and transition country researchers and policy and research institutes promoting the generation, sharing, and application to policy of multidisciplinary knowledge for the purpose of development. Founded in 1999, GDN is now headquartered in New Delhi, with offices in Cairo and Washington DC. This Working Paper has been prepared within the GDN’s Global Research Project Institutional Capacity Strengthening of African Public Policy Institutes to Support Inclusive Growth and the MDGs. The project has been fully funded by the United Nations Development Programme’s (UNDP) Bureau for Development Policy (BDP) and Regional Bureau for Africa (RBA). The views expressed in this publication are those of the author(s) alone. © GDN, 2009 2 Education, Training and Youth Unemployment in Kenya Joy Kiiru, Eldah Onsomu and Fredrick Wamalwa 1 Abstract Young people in Kenya constitute 30% of total population while youth unemployment constitutes 78% of total unemployment. In nearly all developing countries the rate of urban unemployment in the 15-24 age group is at least double the rate of all other age groups. These high rates of urban unemployment in this age bracket are also seen in developed countries, although the rates are far lower than...
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...Revised assumptions will be applied in calculating NPVs under various scenarios. A sensitivity analysis that relaxes these assumptions will also be made to augment the primary NPV analysis. IV. ANALYSIS A. Evaluation of Assumptions Several assumptions were relied on in projecting the effects of the proposal which may not be appropriate. Among these assumptions are the following: 1. The 8% discount rate used to compute for the net present value of the proposal is the rate at which they could borrow money in England to fund the project. Using the 8% discount rate overestimates the NPV of the proposal making it appear more profitable than it really is. The proposal should have used the 12% required rate of return set in the company’s policy to see if it could meet the company’s expected investment yield from any proposal. 2. It was also assumed that the UK branch would be able to capture half the total market (400 tons) for AR-42 starting its third year of producing it. In fact, this assumption was one of the primary factors that lead to the disagreement of the Dutch...
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