7. Balance Sheet
Flow
Flow
LiabilitiesAssets
Fixed Surplus
Long term
Capital
Equity
At a particular time
•Turnover
•Cost of sales
•Gross margin
•Management
costs
•Operating profit
•Finance costs
•Profit before tax
•Income tax
•Profit after tax
•Dividends
•Retained profits
current year
10. Balance Sheet
AssetsAssets
• Assets at any time
• Value-added or
shrink
How much do I actually
CONTROLLED ?
Flow
Fixed
• Bank
balances
• Accounts
Receivable
• Stock
• Equipment
• Factory
building
• Goodwill
InvestmentInvestment
11. Value of Assets
Rules of Game ?
market price
How to report Asset Value?
– If long term, at cost
– If short term, at market value
– Who knows your intention?
fair value
12. Operation, Investment & Arbitration
How much do i control?
What portion of my funding has been put in?
13. Controllable Cash Value
Cash value can be controlled
Prudent pessimism as attitude
measuring the value of existing assets
Inventory
Finished Goods F/G
Raw Material R/M
Investment
historical value
net realizable value
usable value
Semi-Finished product
WIM (Work-In-Progress)
15. Profit & Loss A/C
Turnover
Cost of sales
Gross margin
Operating Profit
Finance cost
Profit after tax
Income tax
Yearly retained profits
For a period of times
Cost of sales
Management costs
Profit before tax
Dividend
16. Profit & Loss A/C
Turnover
Overall company performance
Cost of sales
Cost of sales
Gross margin
Cost accounting
Product P/L
17. A Paradox of Pricing Formula
• Price = Unit Cost + Mark-up %
• Cost: Variable Cost, Fixed cost
• Variable Cost: more output, fixed unit
• Fixed Cost: Lump Sum / Output
– more output, less unit cost
– less output, more unit cost
Solution: Convert fixed cost to variable cost
as far as possible
18. Product analysis
By each product type,
changes in
– Quantity
– unit price
core competence
– cost elements wastage
Wastage is allowed (not aware of) when time is good
19. What big enterprises do
• cut unnecessary expenses
• freeze salary
• Layoff redundancy
• Disposal
26. Alert!!
• Key Performance Indicators
– The higher the index, the better the
performance
• Key Risk Indicators
– The lower the index, the more secured the
business