Business and financial models / by Clive Marsh.

By:

Marsh, Clive (Clive Mark Heath) [author.]

Material type: Text

TextSeries: Strategic success seriesPublication details: London ; Philadelphia, PA : Kogan Page, 2013.Description: 1 online resource (xii, 284 pages) : illustrationsContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9780749468279
0749468270
9781299160200
1299160204

Subject(s):

Genre/Form:

Additional physical formats: Print version:: Business and financial models.DDC classification:

658.1501 23

LOC classification:

HG4026 .M3646 2013eb

Online resources:

Click here to access online

Contents:

ACKNOWLEDGEMENT; INTRODUCTION; The purpose of business and financial models; Assumed knowledge; About the author; Online resources; 1 STAGES IN THE DEVELOPMENT OF A BUSINESS AND FINANCIAL MODEL; Scope; The fundamental question; A step-by-step approach; Skills required; Planning the model; Data quality; Tools; Summary; 2 DEVELOPING THE RESEARCH QUESTION AND OUTPUT DEFINITION; The basic question; Output definitions, examples, financial outputs; Summary; 3 VISUAL THINKING TO DEVELOP FUNDAMENTAL QUESTIONS; Challenging the traditional business model.

New methods and approaches -- a business model reflecting the world as it is today Structured Visual Thinking (a trademark of Group Partners): principles for a dynamic world; An architectural approach to building a future; 4DTM approach; Summary; 4 INPUT DEFINITION; Basics of input definition; Important variables; Summary; 5 SCENARIO IDENTIFICATION; Determining scenarios; Populating the spreadsheet with input values and formulae; Running different scenarios; Using Excel Scenario Manager for what-if analysis; Scenarios versus projections; Summary; 6 BUILDING A SIMPLE MODEL; Process; Example.

Data extraction using Excel pivot tables Some reminders of best practice; Reasons for failure of a model and how to avoid them; Summary; 7 USING CHARTS; Excel charts; Using charts to help concentrate on the most important variables in an organization; Charts for break-even analysis; Chart tools; Presenting data and charts to communicate clearly; Using Excel pivot charts to show extracted data; Summary; 8 MODELLING BUDGETS; Planning and budgeting; Departmental budgets and variance analysis; Some key departmental budgets; Capital budgets; Summary; 9 SALES BUDGETS.

Sales budgets and forecasts are key to other budgets Elements of a sales budget; Volume assumptions; Summary; 10 PRODUCTION -- MATERIAL, LABOUR AND DIRECT OVERHEAD BUDGETs; Production budget; Direct materials budget; Direct labour budget; Direct overhead budget; Gross margin and profit budget; Margin and profit sensitivity; Departmental budget spreadsheet; Summary; 11 FIXED ASSETS AND DEPRECIATION; Accounting depreciation, straight line and reducing balance; Additions and disposals of assets; Tax depreciation (capital allowances in the UK); Summary.

12 MANAGING AND MODELLING CASH FLOW AND WORKING Capital the cash flow cycle; Working capital ratio; Optimal stock levels; Debtors; Cash models; Cash budget; Summary; 13 INVESTMENT APPRAISAL MODELS; Relevant cash flow; Pay-back period; Return on capital; Accounting rate of return (ARR); Discounted cash flow and net present value/internal rate of return; Capital rationing; Summary; 14 THE COST OF CAPITAL; The average and the marginal costs of capital; Balancing equity and external borrowing; Risk and the cost of capital; Methods of determining the cost of equity.

Summary: Financial modelling is a vital tool for business strategists and decision makers. A good business model should describe how an organization creates and delivers value. A tool for business strategy, it enables a company to experiment with different ideas and scenarios in a safe, low-risk environment, to consider what it is aiming to achieve, and to prioritize accordingly. Financial modelling involves building a financial evaluation from a more abstract business model, enabling hypotheses and scenarios to be translated into numbers. Business and Financial Models provides an accessible introduction to these essential strategic practices, with guidance on using Microsoft Excel for projection and analysis. The book takes you through the process of building your model from the initial phase of formulating questions through modelling cash flow, budgets, investment appraisal and 'dashboard' tools for monitoring performance. Business and Financial Models also includes coverage of new visual thinking techniques, and how these can be incorporated into conventional business modelling.-- Publisher description.

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Holdings
Item type	Home library	Collection	Call number	Materials specified	Status	Date due	Barcode
Electronic-Books	OPJGU Sonepat- Campus	E-Books EBSCO			Available

Includes index.

Financial modelling is a vital tool for business strategists and decision makers. A good business model should describe how an organization creates and delivers value. A tool for business strategy, it enables a company to experiment with different ideas and scenarios in a safe, low-risk environment, to consider what it is aiming to achieve, and to prioritize accordingly. Financial modelling involves building a financial evaluation from a more abstract business model, enabling hypotheses and scenarios to be translated into numbers. Business and Financial Models provides an accessible introduction to these essential strategic practices, with guidance on using Microsoft Excel for projection and analysis. The book takes you through the process of building your model from the initial phase of formulating questions through modelling cash flow, budgets, investment appraisal and 'dashboard' tools for monitoring performance. Business and Financial Models also includes coverage of new visual thinking techniques, and how these can be incorporated into conventional business modelling.-- Publisher description.