postulates that there is no positive relationship between quick ratio and profitability of Nigeria Breweries Plc. HO3: There is no significance relationship between trade receivables collection period and profitability of Nigeria Breweries Plc HA3: There is a significance relationship between trade receivables collection period and profitability of Nigeria Breweries Plc For hypothesis three, with reference to table 4.5 and using the t-statistic to test for the significance of the estimated coefficient
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MASTER THESIS Major: Finance Treasury WORKING CAPITAL MANAGEMENT IN THIET BI Y KHOA COMPANY Student Intake : VU NHAN NGHIA : 2 (2012-2013) Supervisor : NGUYEN VIET DZUNG Ho Chi Minh city, December 2013 Table of Contents INTRODUCTION ....................................................................................................................3 1. THEORETICAL BACKGROUND ................................................................................5 1.1. Concept of working capital
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Budget | | | | | | | | | | | | | | | | | | SCHEDULE OF EXPECTED CASH COLLECTIONS FROM CUSTOMERS: | | | Credit Sales | | | May | June | April | | (94,000 * 0.70) = 65,800 | 65,800 | | May | | (89,500 * 0.30) = 26,850, June (89,500 * 0.70) = 62,650 | 26,850 | 62,650 | June | | (75,000 * 0.30) = 22,500 | | 22,500 | Total Cash Collections | | 92,650 | 85,150 | | | | | | | | | | | SCHEDULE FOR
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reconciliation of all checks will reveal that one or more are missing. 2.3 An organization’s AIS must reflect its line of business. For example: • Manufacturing companies will need a set of procedures and documents for the production cycle; non-manufacturing companies do not.
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-8A A4032655 ACF: ACCOUNTING AND CORPORATE FINANCE TABLE OF CONTENT INTRODUCTION………………………………………………………………………………………..3 WORKING CAPITAL POLICY…………………………………………………………………………5 WHSmith: WORKING CAPITAL POLICIES………………………………………………………6 CASH CONVERSION CYCLE………………………………………………………………………..10 KEY ISSUES……………………………………………………………………………………………..11 RECOMMENDATIONS ………………………………………………………………………………12 CONCLUSION………………………………………………………………………………………….15 REFERENCES…………………………………………………………………………………………..16 APPENDICES…………………………………………………………………………………………
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ROLE OF FINANCIAL INDICATORS (RATIOS) IN THE MONITORING OF BUSINESS PERFORMANCE CONTENTS 1. Introduction …………. Page 3 2. Cash Operating Cycle …………. Page 3 2.1 Figure of Cash Operating Cycle …………. Page 3 2.2 Financial Indicators (Ratios) …………. Page 4 2.3 Stock Turnover …………. Page 4 2.4 Debtor Turnover …………. Page 4 2.5 Creditor Turnover …………. Page 5 2.6 Find the Number of Turnover days …………. Page 5 2.7 Example …………. Page 5 2.7.a Calculation
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Catamaran Corporation Introduction Catamaran Corporation was formerly known as the SXC Health Solutions Corporation. The company was founded in 1993. The company acquired ComCoTec a software business in 2001. In 2006, the company moved its headquarters from Milton, Ontario to Schaumburg, Illinois. The company acquired four other companies, namely National Medical Health Card Systems, Inc., Zynchros, MedfushionRx, Inc., and Catalyst Health Solutions Inc. They acquired National Medical Health
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| Harrington Collection Case Analysis | Stephanie Smith | | MK-4900: Barksdale | 6/19/2013 | | I. Situation Analysis: A. Industry: 1 unit = 0.5 hoodie, 1.5 T-shirts, 1 pair of pants i. 2007 Industry sales: * $133 billion in women’s apparel * 1,461.5 million units of women’s apparel * 82% of industry sales come from imports * Active-wear: 7.5 million units * “Moderate” and “Budget” classifications:
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growth in recent years and this is expected to continue in future. * The location of the company is good with access to a railway siding. * The sales have increased annually and are expected to reach R 25 000 000.00 in year 2001. * Browning’s conservative operation of the business was appealing to a number of trade creditors. * No sales representatives were employed, orders were taken over the telephone or by customers visiting the business. Negative issues are: * The company experienced
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Rea Ontology Outline Pg 4 The Value System Rea Model Pg 5 - 7 Environmental Analysis Pg 8 - 12 The Value Chain Model Pg 13 - 17 The Business Process Model Pg 18 - 22 Database tables Pg 23 - 24 SALES/COLLECTION (DEBTORS) DATABASE DESIGN Pg 25 The Financing Business Process Pg 26 - 34 Supporting Documentation Pg 35 Rea Task Level Model Pg
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