Table of contents (expand)
- The concept of planning
- The subject of planning. The essence and structure of planning objects in the organization
- The essence and necessity of business planning
- The role, place and importance of business planning in the management system of an organization (enterprise)
- The need for a business plan for the leader and entrepreneur
- Forms of planning and factors influencing the choice of planning forms
- Requirements for the development of business plans. Information support of business planning
- Structure, functions and content of sections of the business plan. section of the business plan "concept, overview, summary"
- Section of the business plan "description of the underlying enterprise"
- Business plan sections "product description (products, services, products)", "market analysis, marketing and sales"
- Business plan sections "production plan", "organizational plan"
- Business plan sections "environment and regulatory information", "project risks and insurance", "project implementation schedule"
- The concept, economic content, the main elements of strategic planning. concept and classification of strategies
- Goals of the organization (enterprise)
- Goals and strategy for the implementation of projects
- Investment plan (project). Investment cost budget
- Primary documents of the financial plan. Purpose, structure and methodology for calculating the main documents of the financial plan
- Cash flow plan
- Profit and loss plan
- Profit distribution plan. balance plan
- Requirements for the main documents of the financial plan. International Financial Reporting Standards. financial planning technology
- Project financing strategy. Information support, methodology for calculating planned indicators and determining cash flows
- Basic technological processes of business planning. terms of reference and schedule (work schedule) for the development of a business plan
- Types of models used in business planning
- Features of the development of business process models. information technology for business plan development
- Purpose of the analytical system Project Expert
- The main stages in the development of the financial model (budgets) of the business plan. Preparation of the necessary initial information for the development of a financial model
- Competitiveness. Operations. The financial position of the company. strategic plan
- Sales plan and production plan in the Project Expert system
- Definition of a funding strategy. Project financing plan in the Project Expert system
- Effect of Payment Terms, Inflation and Taxation on Calculation Results
- Scenario analysis
- Simulation
- Evaluation and analysis of investment projects. Investment efficiency indicators. Calculation and analysis of the main indicators of the effectiveness of investment costs, taking into account the discount rate
- Payback period. discounted payback period
- Average rate of return. net present value
- profitability index. Internal rate of return
- Modified internal rate of return
- Calculation, evaluation and analysis of financial ratios of a business plan
- Liquidity indicators
- Business Activity Indicators
- Turnover ratios of working capital, fixed assets, assets
- Capital structure indicators
- Profitability indicators
- Investment indicators
- Calculation and definition of risk factors. Factor analysis. expert method
- Sensitivity analysis
- Monte Carlo method
- Project break-even analysis
- Project break-even indicators
- Statistical and scenario analysis. Modeling conditions, calculation and interpretation of the results of statistical and scenario analysis in the Project Expert system
- Making decisions on the need to invest in projects (business plans) based on performance indicators. Making decisions based on the results of the analysis in order to optimize income, costs
27. MAIN STAGES OF DEVELOPMENT OF THE FINANCIAL MODEL (BUDGETS) OF THE BUSINESS PLAN. PREPARATION OF NECESSARY INITIAL INFORMATION FOR THE DEVELOPMENT OF A FINANCIAL MODEL
Financial model - this:
1) model of financial flows and economic indicators of the modeled object;
2) a mechanism that allows you to calculate the necessary financial and economic indicators based on the initial parameters.
When developing a financial model for a business plan, it is necessary to clearly structure all available project data. Any business plan should include a financial model that calculates future cash flows generated by the business 3-5 years ahead, based on current growth rates.
When modeling a business plan budget, there are three main steps:
1. Analysis of primary information on the current development of the company, strategic plan and marketing analysis of the market, on the basis of which financial flows will be modeled.
2. Creation of a set of forecasts of financial statements (profit and loss statement, balance sheet, cash flow statement in accordance with IFRS) for the next five years (at least two years with a step of one month, and subsequent - by years), which will reflect results of the implementation of the strategic plan.
3. Analysis of risk factors and a risk reduction strategy, taking into account which three financial models of the business plan are built: pessimistic (maximum risks and their consequences on the company's flows are taken into account); - optimistic (the company will develop in accordance with the planned pace, without risks); - conservative (the most probable outcome of the company's development).
The process of building an enterprise activity model the most time-consuming, requiring preparatory work on the collection and analysis of initial data. Information is collected according to information blocks:
1. Products and services. 2. Industry. 3. Competitiveness. 4. Operations. 5. Financial position of the company. 6. Strategic plan.
Products and services. In this section it is necessary to systematize the entire product line offered by the company. For each unit of the product line, the cost of production and the estimated sales volume should be specified.
Branch. In the financial model, close attention must be paid to the analysis of the industry in which the enterprise operates, sales markets and the level of competition. This is the most important information on the basis of which it is necessary to conclude whether the company can successfully realize its opportunities in the market. When analyzing the industry in which a company operates, it is necessary to pay attention to trends that may affect the promotion of goods/services in the market.
It is also necessary to submit analysis of the influence of the main forces on the industryinfluencing the state of competition: the ability of suppliers to negatively influence delivery conditions; - the ability of buyers to negatively influence the conditions for purchasing products and/or services; - the possibility of the emergence of substitute products; and so on.
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