The primary aim of a finance manager is to manage the cash flow (inflow and outflow). Generally, the finance manager acts as an intermediary between the investor (individual and corporations) and the firm’s operations. The finance manager is responsible for seeing that the operating needs are financed from operating sources to avoid any mismatch.
Depending upon the agreement between the firm’s finance manager and a third-party contract, the terms of services provided will either be paid in cash, credit, or a partial mix of both? This agreement of payment type is essential when the finance manager is accounting for account receivables, purchase of inventory, and account payables. The finance manager needs to consider the terms for payment or receipt, such as 30 days, 60 days, and 90 days. In essence, they are responsible for cash management, credit management, capital expenditure management, and capital budgeting.
Concerning goals on a macro level, they are also responsible for creating value-for-money for the firm’s shareholders. As earlier stated, the finance manager, acting as a bridge to shareholders, has to have complete knowledge and awareness regarding investment decisions, capital budgeting, valuation of securities, and risk associated with the financial contracts.
In simple terms, the cash flow of the firm comprises of many facets. Cash raised from the investors by sowing in more equity, loan subordination, or selling financial assets (such as bonds, shares, stocks, and warrants). It could also be regarding investment in tangible and intangible assets (brand name). Cash generated from operations. In essence, the sales are deduced through working capital budgeting, such as how many products were sold, the cost of goods sold, and the operating expenses and operating income. We must add in the non-expense amount back into the net profit to see how much cash was generated while calculating cash flows.
It is vital to remember that an increase in accounts receivable and inventory is a decrease in cash and needs to be deducted regarding operating needs. Put. It is cash-outflow. Simultaneously, an increase in accounts payable is an increase in cash-inflow. This is how the working capital cycle is assessed in a cash flow statement.
Last but not least, it is inherent that the finance manager should also match the cash flows in accordance with repayment of financial obligations (such as loan payments along with interest). On the other hand, it is at the discretion of the top management that investment is paid either out, in terms of dividend payments, or resort to capital gains).
Thirdly, the valuation of assets (tangible and intangible) is ascertained by its cash flows, as it incorporates both the traits of the time value of money and risk premium. In a free market, the valuation of the asset can be ascertained through demand and supply.
Capital Budgeting
It is a tool provided to the finance manager in deciding which investments are high yielding and less risky. Such projects are credible to generate cash flows for many years in the future. The choice to say yes or no to a project on Capital Budgeting largely depends on evaluating the project’s cash flows and related expenses. Mainly there are only three things, which the top management looks at while making decision-related to Capital Budgeting:
Payback Period
In essence, the Payback Period is associated with recovering the initial cost for a Capital Budgeting project. By following this process, decision-making is relatively easier and quicker if the payback period is less than the projected one and is normally accepted.
Net Present Value (NPV)
While working on the Capital Budgeting project, the Net Present Value (NPV) implies the project’s anticipated influence on the value of the company. Capital Budgeting project yielding a positive NPV is expected to elevate the value of the company. In simple words, a project with a positive NPV should be an acceptable factor when it comes to the process of decision-making. To calculate the NPV, one needs to minus the project’s cash inflows from the present value of the project’s cash outflows.
Internal Rate of Return (IRR)
To put it simply, the Internal Rate of Return (IRR) of any project related to Capital Budgeting is the base rate where NPV equals zero. If the IRR is greater than the cost of capital, the investors’ decision should be positive.
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