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财务管理案例-财务管理案例(LAURENTIAN BAKERIES) 精品

LAURENTIAN BAKERIESThe decision-maker must make a remendation on a large expansion project. Discounted cash flow analysis is required.In late May, 1995, Danielle Knowles, vice-president of operations for Laurentian Bakeries Inc., was preparing a capita l expenditure proposal to expand the pany’s frozen pizza plant in Winnipeg Manitoba. If the opportunity to expand into the U.S. frozen pizza market was taken, the pany would need extra capacity. A detailed analysis, including a net present value calculation, was required by the pany’s Capital Allocation Policy for all capital expenditures in order to ensure that projects were both profitable and consistent with corporate strategies.PANY BACKGROUHDEstablished in 1984, Laurentian Bakeries Inc. (Laurentian) manufactured a variety of frozen baked food products at plants in Winnipeg (pizzas), Toronto (cakes) and Montreal (pies). While each plant operated as a profit center, they shared a mon sales force located at the pany’ head office in Montreal. Although the Toronto plant was responsible for over 40% of corporate revenues in fiscal 1994, and the other plants was accounted for about 30% each, all three divisions contributed equally to profits. The pany enjoyed strong petitive positions in all three markets and it was the low cost producer in the pizza market. Ine Statements and Balance Sheets for the 1993 to 1995 fiscal years are in Exhibits 1 and 2, respectively.Laurentian sold most of its products to large grocery chains, and in fact, supplying several Canadian chains with private label brand pizzas generated much of the sales growth. Other sales were made to institutional food services.The pany’s success was, in part, the product of its management’s philosophies. The cornerstone of Laurentian’s operations w as its including a mitment to a business strategy promoting continuous improvement; for example all employees were empowered to think about and make suggestions for ways of reducing waste. As Danielle Knowles saw it: “Continuous improvement is a way of lif e at Lauremtian.” Also, the pany was known for its above – average consideration for the human resource and environmental impact of its business decisions. These philosophies drove all policy-making, including those policies governing capital allocation.Danielle KnowlesDanielle Knowles’s career, which spanned 13 years in the food industry, had included positions in other functional areas such as marketing and finance. She had received an undergraduate degree in mechanical engineering from Queen’s Universi ty in Kingston, Ontario, and a master of business administration from the Western Business School.THE PIZZA INDUSTRYMajor segments in the pizza market were frozen pizza, deli-fresh chilled pizza, restaurant pizza and take-out pizza. Of these four, restaurant and take-out were the largest. While these segments consisted of thousands of small-owned establishments, a few large North American chains, which included Domino’s, Pizza Hut and Little Caesar’s, dominated.Although 12 firms manufactured frozen pizzas in Canada, the five largest firms, including Laurentian, accounted for 95% of production. McCain Foods was the market leader with 44% market share, while Laurentian had 21%. Per capita consumption of frozen products in Canada was one-third of the level in U.S. where retail prices were lower.ECONOMIC CONDITIONSThe North American economy had enjoyed strong growth since 1993, after having suffered a severe recession for the two previous years. Interest rates bottomed-out in mid-1994, after which the U.S. Federal Reserve slowly increased rates until early 1995 in an attempt to fight inflationary pressures. Nevertheless, North American inflation was expected to average 3% to 5%annually for the foreseeable future. The Bank of Canada followed the U.S. Federal R eserve’s lead and increased interest rates, in part to protect the Canadian dollar’s value relative to the value of the U.S. dollar. The result was a North American growth rate of gross domestic product that was showing signs of slowing down.LAURRENTIAN’S PROJECT REVIEW PROCESSAll capital projects at Laurentian were subject to review based on the pany’s Capital Allocation Policy. The latest policy, which had been developed in 1989 when the pany began considering factors other than simply the calculated net present value for project evaluation, was strictly enforced and managers evaluated each year partially by their division’s return on investment. The purpose of the policy was to reinforce the management philosophies by achieving certain objectives: that all projects be consistent with business strategies, support continuous improvement, consider the human resource and environmental impact, and provide a sufficient return on investment.Prior to the approval of any capital allocation, each operating division was required to develop both a Strategic and an Operating Plan. The Strategic Plan had to identify and quantify either inefficiencies or lost opportunities and establish targets for their elimination, include a three-year plan of capital requirements, link capital spending to business strategies and continuous improvement effort, and achieve the pany-wide hurdle rates.The first year of the Strategic Plan became the Annual Operating Plan. This was supported by a detailed list of proposed capital projects which became the basis for capital allocation. In addition to meeting all Strategic Plan criteria, the Operating Plan had to identify major continuous improvement initiatives and budget for the associated benefits, as well as develop a training plan identifying specific training objectives for the year.These criteria were used by head office to keep the behavior of divisional managers consistent with corporate objectives. For example, the requirement to develop a training plan as part of the operational plan forced managers to be efficient with employee training and to keep continuous improvement as the ultimate objective.All proposed projects were submitted on an Authorization for Expenditure (AFE) Form for review and approval (see Exhibit 3). The AFE ha d to present the project’s linkage to the business strategies. In addition, it had to include specific details of economics and engineering, involvement and empowerment, human resource, and the environment. This requirement ensured that projects had been carefully thought through by forcing managers to list the items purchased, the employeesinvolved in the project, the employees adversely affected by the project, and the effect of the project on the environment.Approval of a capital expenditure proposal was contingent on three requirements which are illustrated in Exhibit 4. The first of these requirements was the operating division’s demonstrated mitment to continuous improvement (C.I.), the criteria of which are described in Exhibit 5. The second requirement was that all projects of more than $300,000 be included in the Strategic Plan. The final requirement was that for projects greater than $1 million, the operating division had to achieve its profit target. However, if a project failed to meet any of these requirements, there was a mechanism through which emergency funds might be allocated subject to the corporate executive mittee’s review and approval. If the project was less than $1 million and it met all three requirements, only divisional review and approval was necessary. Otherwise, approval was needed from the executive mittee.The proposed Winnipeg plant project was considered a class 2 project as the expenditures were meant to increase capacity for existing products or to establish a facility for new products. Capital projects could fall into one of three other classes: cost reduction (Class 1); equipment or facility replacement (Class 3); or other necessary expenditures for R&D, product improvements, quality control and concurrence with legal, government, health, safety or insurance requirements including pollution control (Class 4). A project spending audit was required for all expenditures; however, a savings audit was also needed if the project was considered either 1 or 2. Each class of project had a different hurdle rate reflecting different levels of risk. Class 1 projects were considered the most risky and had a hurdle rate of 20%. Class 2 and Class 3 projects had hurdle rates of 18% and 15%, respectively.Knowles was responsible for developi ng the Winnipeg division’s Capital Plan and pleting all AFE forms.WINNIPEG PLANT’S EXPANSION OPTIONSLaurentian had manufactured frozen pizzas at the Toronto plant until 1992. However, after the pany became the sole supplier of private-label frozen pizzas for a large grocery chain and was forced to secure additional capacity, it acquired the Winnipeg frozen pizza plant from a petitor. A program of regular maintenance and equipment replacement made the new plant the low cost producer in the industry, with an operating margin that averaged 15%.The plan, with its proven mitment to continuous improvement, had successfully met its profit objective for the past three years. After the shortage of capacity had been identified as the plant’s largest source of lost opportunity, management was eager to rectify this problem as targeted for in the Strategic Plan. Because the facility had also included the proposed plant expansion in its Strategic Plan, it met all three requirements for consideration of approval for a capital project. Annual sales had matched plant capacity of 10.9 million frozen pizzas when Lauentian concluded that opportunities similar to those in Canada existed in the U.S. An opportunity surfaced whereby Laurentian could have an exclusive arrangement to supply a large U.S.-based grocery chain with its private-label-brand frozen pizzas beginning in April, 1996. As a result of this arrangement, frozen pizza sales would increase rapidly, adding 2.2 million units in fiscal 1996, another 1.8 million units in fiscal 1997, and then 1.3 million additional units to reach a total of 5.3 millionadditional units by fiscal 1998. However, the terms of the agreement would only provide Laurentian with guaranteed sales of half this amount. Knowles expected that there was a 50% chance that the grocery chain would order only the guaranteed amount. Laurentian sold frozen pizzas to its customers for $1.7 in 1995 and prices were expected to increase just enough to keep pace with inflation. Production costs were expected to increase at a similar rate.Laurentian had considered, but rejected, three other alternatives to increase its frozen pizza capacity. First, the acquisition of a petitor’s facility in Canada had been rejected because the equipment would not satisfy the immediate capacity needs nor achieve the cost reduction possible with expansion of the Winnipeg plant. Second, the acquisition of a petitor in the U.S. had been rejected because the available plant would require a capital infusion double that required in Winnipeg. As well, there were risks that the product quality would be inferior. Last, the expansion of the Toronto cake plant had been rejected as it would require a capital outlay similar to that in the second alternative. The only remaining alternative was the expansion of the Winnipeg plant. By keeping the frozen pizza in Winnipeg, Laurentian could better exploit economies of scale and assure consistently high product quality.The ProposalThe expansion proposal, which would require six months to plete, would remend four main expenditures: expanding the existing building in Winnipeg by 60% would cost $1.3 million; adding a spiral freezer, $1.6 million; installing a new high speed pizza processing line, $1.3 million; and acquiring additional warehouse space, $600,000. Including $400,000 for contingency needs, the total cash outlay for the project would be $5.2 million. The equipment was expected to be useful for 10 years, at which point its salvage value would be zero.The land on which the Winnipeg plant was built valued at 250,000 and no additional land would be necessary for the project. While the expansion would not require Laurentian to increase the size of the plant’s administrative staff, Knowles wondered what portion, if any, of the $223,000 in fixed salaries should be included when evaluating the project. Likewise, she estimated that it cost Laurentian approximately $40,000 in sales staff time and expanses to secure the U.S. contract that had created the need for extra capacity. Last, net working capital needs would increase with additional sales. Working capital was the sum of inventory and accounts receivable less accounts payable, all of which were a function of sales. Knowles estimated, however, that the new high-speed line would allow the pany to cut two days from average inventory age.Added to the benefit derived from increased sales, the project would reduce production costs in two ways. First, the new high-speed line would reduce plant-wide unit cost by $0.009, though only 70% of this increased efficiency would be realized in the first year. There was an equal chance, however, that only 50% of these savings could actually be achieved. Second, “other” savings totaling $138,000 per year would also result from the new line and would increase each year at the rate of inflation.Each year, a capital cost allowance (CCA), akin to depreciation, would be deducted from operating ine as a result of the capital expenditure. This deduction, in turn, would reduce the amount of corporate tax paid by Laurentian. In the event that the pany did not have positive earnings in any year, the CCA deduction could be transferred to a subsequent year. However, corporate earnings were projected to be positive for the foreseeable future. Knowles piled the eligible CCA deductionfor 10 years (see Exhibit 6). For the purpose of her analysis, she assumed that all cash flows would occur at the appropriate year-end.Three areas of environmental concern had to be addressed in the proposal to ensure both conformity with Laurentian policy and pliance with regulatory bodies and local by-laws. First, design and installation of sanitary drain systems, including re-routing of existing drains, would improve sanitation practices of effluent/wastewater discharge. Second, the provision of water-flow recording meters would quantify water volumes consumed in manufacturing and help to reduce its usage. Last, the refrigeration plant would use ammonia as the coolant as opposed to chloro-fluro-carbons. These initiatives were considered sufficient to satisfy the criteria of the Capital Allocation Policy.THE DECISIONKnowles believed that the project was consistent with the pany’s business strategy since it would ensure that the Winnipeg plant continued to be the low cost producer of frozen pizzas in Canada. However, she knew that her analysis must consider all factors, including the project’s net present value. The plant’s capital allocation review mittee would be following the procedures set out in the pany’s Capital Allocation Policy as the basis for re viewing her remendation.Knowles considered the implications if the project did not provide sufficient benefit to cover the Class 2 hurdle rate of 18%. Entering the U.S. grocery chains market was a tremendous opportunity and she considered what other busin ess could result from Laurentian’s increased presence. She also wondered if the hurdle rate for a project that was meant to increase capacity for an existing product should be similar to the pany’s cost of capital, since the risk of the project should be s imilar to the overall risk of the firm. She knew that Laurentian’s board of directors established a target capital structure that included 40% debt. She also reviewed the current Canadian market bond yields, which are listed in Exhibit 7. The spread between Government of Canada bonds and those of corporations with bond ratings of BBB, such as Laurentian, had recently been about 200 basis points (2%) for most long-term maturities. Finally, she discovered that Laurentian’s stock beta was 0.85, and that, historically, the Toronto stock market returns outperformed long-term government bonds by about 6% annually.EXHIBIT 1INE STATEMENTFor The Year Ending March 31($ millions)1993 1994 1995Revenues $91.2 95.8 101.5Cost of goods sold 27.4 28.7 30.5Gross ine 63.8 67.1 71.0Operating expenses 52.0 55.0 58.4Operating ine 11.8 12.1 12.6Interest 0.9 1.0 1.6Ine before tax 10.9 11.1 11.0Ine tax 4.2 4.3 4.2Net ine 6.7 6.8 6.8EXHIBIT 2BALANCE SHEETFor The Year Ending March 31($ millions)1993 1994 1995Assets:Cash $6.2 9.4 13.1Accounts Receivable 11.3 11.8 12.5Inventory 6.2 6.6 7.0Prepaid expenses 0.3 0.6 2.2Other current 0.9 0.9Total current 24.0 29.3 35.7Fixed assets: 35.3 36.1 36.4 TOTAL 59.3 65.4 72.1 Liabilities and Shareholder’s Equity:Accounts payable 7.5 7.9 8.3Other payable 0.7 1.3 2.2Total current 8.2 9.2 10.5 Long-term debt 16.8 20.4 24.3 Shareholder’s equity 34.3 35.8 37.3 TOTAL 59.3 65.4 72.1AUTHORIZATION FOR EXPENDITURE FORMCAPITAL EXPENDITURE APPROVAL PROCESSBUSINESS REVIEW CRITERIAUsed to Assess Divisional mitment to Continuous ImprovementSafety● Lost time accidents per 200,000 employee hours workedProduct Quality● Number of customer plaintsFinancial● Return of investmentLost Sales● Market share % - where data availableManufacturing Effectiveness● People cost (total pensation $ including fringe) as a percentage of new sales● Plant scrap (kg) as a percentage of total production (kg)Managerial Effectiveness/Employee Empowerment● Employee survey● Training provided vs. Training planned● Number of employee grievancesSanitation● Sanitation audit ratingsOther Continuous Improvement Measurements● Number of continuous improvement projects directed against identified piles of waste/lostopportunity pleted and in-progressEXHIBIT 6ELIGIBLE CCA DEDUCTIONYear Deduction1996$434,0001997$768,0001998$593,0001999$461,0002000$361,0002001$286,0002002$229,0002003$185,0002004$152,0002005$1731,000EXHIBIT 7MARKET INTEREST RATESON MAY 18,19961-Year Government of Canada Bond 7.37% 5-Year Government of Canada Bond 7.66% 10-Year Government of Canada Bond 8.06% 20-Year Government of Canada Bond 8.30% 30-Year Government of Canada Bond 8.35%。

MBA《会计学》讲义

MBA《会计学》讲义前言一、财务会计是一个经济信息系统，它以货币作为计量单位对企业经济活动、财务状况及经营成果进行计量、记录及反映，以提供有关企业财务方面的信息。

二、财务会计处理的是企业已经发生或已经完成的经济业务，对于尚未发生和尚未完成的经济事项则不予处理。

三、当前会计面对的是更为复杂多变的经济环境，面临多样化风险和未来的不确定因素，因此传统财务会计存在着严重的缺陷，急须改革和完善。

四、未来的财务会计应该提供能满足预测和不确定决策需要的会计信息。

五、会计随着商业环境的变化发展而逐步发展与完善，现代会计的发展可以整理出几个重要的阶段：1．1494年，意大利数学家卢卡·帕乔利出版了他的天才著作《数学大全》，即《算术、几何、比及比例概要》一书。

其中有关簿记的篇章是最早出版的论述意大利复式簿记发展的总结性文献，反映了到15世纪末期为止威尼斯簿记的先进方法。

他的出版有力的推动了复式簿记在西方的传播与发展，培育了一代又一代的会计学者，为西方会计科学的建立奠定了坚实的理论基础。

这一会计史上的辉煌成果完全取决于当时的经济发展和经济管理的需要，是人类长期簿记实践经验的积累与升华。

2．19世纪中叶，股份有限公司这种企业组织形式开始出现并得以发展，由此而促进财务会计的产生和发展。

会计由内部信息系统演化成为一种规范化、公开化的信息系统。

股份有限公司财务管理上的特点发展出以下会计实务：（1）会计期间的确定；（2）资本性支出与收益性支出的划分；（3）固定资产折旧的计算；（4）资产的计价；（5）收入的实现与确认；（6）跨期费用的摊配与跨期收入的调整。

3．19世纪后期，股份有限公司的发展对会计的另一推动作用是促进了专业审计的形成和注册会计师制度的产生。

审计的内容也随着企业经济行为的变化而发生着变化。

4．19世纪中后叶，工业革命蓬勃发展，现代工厂制度得以建立，尤其是股份有限公司的不断涌现，使企业能够筹集到大量的资金购置昂贵的生产设备，引起间接费用在成本中占的比重越来越大，加上企业生产的产品日趋多样化，如何在各品种的产品上分配间接费用成为成本计算面临的一大难题。

北大MBA精选案例-财务管理案例

梅兰书店：梅兰梅兰我爱你马克·塞勒克一直梦想能拥有自己的企业。

不过，非常不幸的是，他一直都没能积蓄起足够的资金来实现自己的梦想。

总之，对此他感到很不得志。

马克了解到在斯普里菲尔德将要开设一个小商业区。

这件事很有吸引力，因为这使他意识到或许他会由此找到开创自己企业的机会，于是他决定去考查一下这种机会的可能性。

这个商业区离他家大约50英里，在那里，马克很吃惊地发现它是那么繁华。

这个商业区虽小，只有大约20个商店，但却种类繁多。

里面有一个超级市场、一个药房、一家银行、一家餐馆、一家珠宝店、一家体育用品商店、一家影视中心以及其它一些商店。

所有这些商店都一家接一家地紧挨着。

于是他将自己的想法告诉了这个小商业区的经理弗雷德·斯托克斯。

弗雷德在了解了马克的想法后，告诉他现在整个小商业区正好还剩下一个店位没有租出去，其租金是每月4000美元。

另外，这个店面没有完全装修好，如果马克愿意租，那么他就得自己去进行最后的装修。

同时，弗雷德经理还特别指出，每月4000美元的租金不包括事业费，这笔费用得按马克的实际使用情况额外支付。

再则，商业区必需的维护费由所有商店的主人根据所经营的规模分摊，如果税收和保险费有所提高，也由大家分摊。

店位出租的形式是承租人先预交两个月的押金，另外再提前一月支付下月份的租金。

这就意味着如果马克与这个小商业区签下租房合约，他就必须先交12000美元的租金及押金。

租约期限一般为三年，如果承租人愿意在三年后继续承租，那么他就得在三年的租期结束前六个月提出申请。

对这些条件，马克没有什么异议，他告诉经理，他想开办一家书店。

经理给他30天时间来做出最后决定，是否在这个小商业区租一个店位。

马克回到家里，非常兴奋地将有关开办书店的设想告诉自己的妻子梅兰。

他相信这个书店会为他们赚取大笔大笔的钱。

当他们把自己的想法与父母进行讨论时，双方的父母都非常赞赏并且愿意提供资助以帮助他们启动将要开办的书店。

MBA案例讨论财务管理

MBA案例讨论财务管理引言财务管理是企业管理中至关重要的一个方面，它涵盖了企业筹资、投资和资本结构等各个方面。

在MBA教育中，财务管理案例的讨论是培养学生综合思考和解决问题能力的重要环节。

本文将通过讨论两个具体案例，探讨财务管理的重要概念和实践经验。

案例一：资本预算案例XYZ 公司是一家制造业公司，他们正在考虑是否购买一台新的生产设备。

该设备需要投资500万美元，在预计使用寿命10年的情况下，每年预计能节省200万美元的成本。

此外，设备的维护和折旧费用每年约为50万美元。

公司当前税率为30%。

在对这个案例进行财务分析之前，我们首先应了解几个重要的概念。

一个是净现值（NPV），它用于衡量一个项目的现金流入和现金流出之间的差异。

另一个是内部收益率（IRR），它是指使净现值等于零的贴现率。

使用这两个概念，我们可以进行如下的财务分析：1.计算净现值（NPV）根据上述信息，我们可以计算出每年的净现金流量。

将每年的净现金流量折现回现值，即可得到总净现值：年度净现金流量 = 200万美元 - 50万美元 =150万美元净现值= Σ(年度净现金流量 / (1 + 折现率)^年数) - 投资额= (150万 / (1 + 0.1)^1) + (150万 / (1 + 0.1)^2) + ... + (150万/ (1 + 0.1)^10) - 500万≈ 293万美元2.计算内部收益率（IRR）我们可以将净现值的计算公式设置为零，然后求解贴现率，使得净现值等于零。

这个贴现率即为内部收益率。

在这个案例中，我们可以通过试验法来计算IRR，也可以使用Excel或其他财务软件。

假设IRR为10%，则净现值将为0。

通过以上的财务分析，我们可以得出结论：在这个案例中，购买新的生产设备是一个经济上划算的决策，因为它的净现值为293万美元，远远超过了投资额500万美元。

案例二：资本结构案例ABC 公司是一家刚刚成立的初创公司，他们正在考虑如何融资来支持公司的运营和发展。

赫瑞-瓦特大学会计学MBA案例分析1附答案

赫瑞-瓦特大学会计学MBA案例分析1附答案赫瑞-瓦特大学会计学– 2019年12月第二部分案例分析题案例分析第一题“啊？不会吧！” Peter惊奇地喊道。

“这虽是个大好消息，可是我们的财务报告怎么办呢？”Peter在自己的房间里自言自语地说。

这时是2020年1月8日。

Peter Schmeichel是位于哥本哈根的一家名为Copenhagen Designs的制造公司的业务经理。

他刚和公司的财务主管Christian Erickson通完电话。

Christian的儿子刚刚平安出生，但是比预产期提前了两周—这意味着他立刻就要开始休伺产假。

Peter这下遇到了个问题。

截至2019年12月31日的年度财务报表须在2020年1月18日举行的公司董事会前完成。

Peter在读MBA时学过会计这门课，而且成绩优秀。

尽管有些不情愿，他还是找出了当年会计课的笔记，重温他的会计学知识。

他发现了一些描述会计等式作用的资料，而且很高兴地发现在Christian的桌子上有以下他所准备的截至2019年11月30日的会计等式：丹麦克朗（DKK）丹麦克朗（DKK）机动车辆25,200 应付款43,275 原材料存货18,250 银行透支37,670 产成品存货37,115 普通股股本8,000 应收款196,210 留存利润187,830276,775 276,775 Peter然后把在12月份发生的各项会计交易收集到一起，并意识到他需要将这些交易包括在公司的会计记录中：1.赊购了6,250 丹麦克朗的原材料，1月份需要付款。

2.有9,000 丹麦克朗的原材料存货转变为产成品，为此支付了1,500 丹麦克朗的直接工资。

3.收到了债务人支付的 25,755 丹麦克朗的现金。

4.支付了5,000 丹麦克朗的保险费，以及3,700 丹麦克朗的广告费。

5.出售了成本为12,225 丹麦克朗的产成品，为此收到了18,706 丹麦克朗的现金。

MBA案例讨论财务管理

MBA精选案例【案例1】日本企业的财务管理资本是企业进行生产经营的前提条件，股东的投资时企业的最初投资。

作为企业支柱和经营源泉的资本进入企业后，经过循环周转，促使资本不断增值，以保护企业得以存在和发展。

1.财务管理日本企业的财务管理具体表现为资本的筹集和运用，资本筹集和运用的计划和控制是财务管理。

记录和核算作为财务对象的资本变动情况时，所使用的方法和手段是财务会计，而在进行财务管理师则主要使用管理会计。

2.资本的筹集和运用日本企业资本筹集的来源有外部金融和内部金融之分（见图1—1）。

其形式如下：⑴外部金融主要有商业信用、信贷金融、证劵金融等。

⑵内部金融主要有发行股票（增资）、保图1—1 日本企业的资本筹集日本企业资本运用的具体形式主要有：⑴货币储备；⑵赊销投资；⑶库存投资；⑷有形资产投资；⑸无形资产投资；⑹公司对外投资；⑺创业投资；⑻科研开发投资；⑼资本筹集投资。

参见图1—2.。

图1—2 日本企业的资本运营3. 财务部门的职能⑴筹集和运用资金。

这是日本企业财务部门的第一个职能。

企业进行生产经营需要一定量的资金，而这些资金的筹集和运用是以财务部门为中心实现的。

⑵担当财务会计工作。

这是日本企业财务部门的第二个职能。

财务会计通过记录、收集、处理资本变动情况，提出企业经营活动的有关情况，客观而真实地反映企业财务状况及经营成果，保护企业的财产。

⑶担当管理会计工作。

日本企业的会计工作，除了财务会计以外，还有管理会计。

根据日本商法有关规定，财务会计具有强制性，而管理会计没有法定强制性，其是否设置由企业自行决定。

如前所述，财务会计是为研究企业以往经营状况提供情报。

管理会计则不同，它是为研究企业未来如何发展提供会计情报。

管理会计的重要任务，就是为企业进行合理决策提供切实可靠的情报。

4. 财务管理的范围财务管理是企业管理的重要组成部分，其范围主要包括以下三个方面：⑴财务政策。

它是企业组织和进行资本筹集和运用业务工作的指南。

MBA会计学案例讨论（1）

MBA会计学案例讨论（1）MBA《会计学》案例讨论（1）1．谁的负债？谁的债权？林洪将其经营的一家商店转让给他的朋友刘明。

两人签订了一份《债权债务转让协定》。

该协定的主要内容是：商店的营业执照、门面和商店的字号由刘明使用，该商店在转让日（当年3月31日）以前的债权和债务由林洪承担。

两人还办理了相关的工商变更手续。

此后，在刘明经营商店期间，有许多林洪经营期间的客户凭着商店的欠条向商店索要欠款，金额达9万多元。

刘明告诉这些债权人，他和林洪有协议，这些债务应该由林洪承担。

但是林洪总是说现在没有钱，等有钱时再还。

这些人就又找到刘明并提出：“欠条是以商店的名义写的，就应该由商店还贴。

”后来，有一个林洪经营期间的债务人向商店偿还了5万元货款，刘明就将这5万元全部偿还给上述向林洪索要欠款的单位和个人。

而林洪听说此事后，认为刘明无权处理这5万元，应按他们两人签订的协议将5万元还给林洪。

【讨论】（l）林洪经营期间形成的债权、债务在商店转让以后是否还是企业资产和负债？（2）刘明是否有权以商店的名义用5万元偿还林洪经营期间的欠款？2．小鸟公司李大明和张天林合伙开办一家生产特殊手工艺品的小鸟公司，两人分别向公司投入相同的资本，开业后由两人共同经营。

因为李大明承担了公司开业之前大部分前期准备工作，两人为此约定：开业后第一年李大明和张天林按照75％：25％的比例分享当年盈利；以后各年度的盈利则由两人平均分享。

小鸟公司经营两年之后停业。

在这两年中，李大明和张天林谁也没有从小鸟公司分配过利润。

在停业时，需要按照预先商定的方案进行分配。

在确定分配金额时，他们碰到了一个问题：有一笔能够盈利40 000元的业务，在第一年签订和执行合同，但是没有收取货款；第二年，该业务客户对小鸟公司部分产品的质量提出质疑，要求退货并赔偿损失。

经过多方协调，小鸟公司同意少收10 000元货款作为对客户的补偿，客户接受了这一条件，并支付了其余货款。

该笔业务的盈利也因此下降为30 000元。

MBA案例分析财务方面

MBA案例分析财务方面罗德兹博士发火了“这应该是一项专门简单的决策，因为只有两种选择，我实在不明白它如何会变成这么大的一个问题。

我只是让你们去选择一台机器而已”，治理委员会都面有愧色。

问题差不多酝酿了好几个星期了，尽管约翰·罗德兹差不多预感到了它会发生，他依旧专门动气。

当他依旧一名年轻的化学家时，他创建了这家公司，至今已有十三年了，公司一直幸免了政策方面的猛烈争辩，目前就那个小问题发生争辩，这令他感到困惑和不安，专门是这发生在公司差不多完善以后。

罗彻姆是最大的独立公司之一，它要紧向仪器加工业供货。

它在20世纪60年代末首次获得成功，这归功于一种食品防腐剂，它要紧用于肉制品的保鲜，当时是用利兰太(LerentyI)的名字出售的。

此后它们又开发了食品染色与食品包装方面的产品，目前，利兰太在公司销售总额中只占25%。

决策争辩的发起与替换用于生产利兰太的一台加工机器有关。

一共只有两台机器，它们差不多上由当地的切迈克斯（Chmex）公司出品的。

其中较旧的一台机器发生了故障，频繁的停机，再加上质量水平的不稳固，使产出水平只能将就达到要求。

现在的问题是，应当用新的切迈克斯机器替换旧的，依旧购买市场上仅有的符合加工要求的一家德国产AFU机器？首席化学家对两种机器进行了比较，如附录图1所示：问题由新成立的治理委员会主持解决，约翰•罗德兹最近宣布，公司差不多初具规模，从前所彩的专制的（尽管比较友好）决策方式应该改变了。

委员会由四名高级经理组成，他们是：首席化学家和营销经理，他们从公司创立起就在公司工作；还有生产部经理和会计师，他俩加入公司只有6个月之久。

这是委员会的第二次会议，罗德兹差不多开始为起初的决定后悔了。

下面列出的确实是委员会各位成员提交的信息以及他们对决策的表态。

1．营销经理今年对这种防腐剂的市场需求差不多达到了2000万英镑的规模，其中罗彻姆公司占大约48%的份额。

市场差不多发生了明显的变化—专门是专门多防腐剂用户现在能够买到与利兰太相似的产品，竞争的结果是市场对价格的反应敏锐多了。

MBA财务会计最新案例(word文档良心出品)

浙江工商大学MBA财务会计案例案例1练习目的：货币资金的核算资料：丽华自选商场对其现金交易采取下例处理程序：（1）商场内的现金较易由四位柜台小姐操作二台收银机收存现金。

（2）为保险起见，每个收银机的钱数只要超过5000元，即收入财会科的—未上锁的抽屉中，直到当天下午存入银行为止。

（3）每日下午营业结束后，由会计人员清点抽屉中现金并存入银行。

（4）商场内所有的支出由商场经理—人审核，并由财务经理签发支票。

（5）每月由会计人员编制银行存款余额调节表。

要求：假定由你对丽华自选商场的现金交易处理程序进行审核，你认为现行的现金交易内部控制制度有何缺点，并提出你的建议。

答:现行的现金内控程序有以下不妥之处：1．收银机应由专人操作，不应由四人操作二台。

四位柜台小姐操作二台收银机收款，发生错误时，难以分清责任。

在现有情况下，收银员交接收银机时因应仔细清点机内现金，以分清责任。

2．收入现金不应随意放置，应由专人负责接收。

3．会计人员不应管理现金，此项工作应由现金出纳经手。

4．财务经理不可一人既审核又签发支票，二项工作应分工。

案例2练习目的：存货的核算资料：宏达公司拟全盘收购伟业公司，双方在议价时，伟业公司经理强调逐年上升的销售毛明诚会计师事务所受聘调查伟业公司的财务报告及会计记录公允性，发现除了下列事项外，各项记录无何不妥：（1）2001年的期末存货低估了12400元；（2）2003年的期末存货高估了40800元，公司采用定期盘存制，上述错误在李明调查之前并未发现。

要求：根据以上资料及明诚会计师事务所的调查结果，对伟业公司经理的看法提出你的评价。

答：先对存货的估算错误进行调整，在此基础上计算调整后的销售毛利率，再对之评价。

期初存货+本期增加存货—期末存货=本期减少存货（1）由于2001年期末存货低估12400元，导致本期销售成本高估12400元，销售毛利低估12400元，调整后2001年销售毛利为198400元。

MBA财务管理案例分析(doc18页)

鼓新资料推荐实验一筹资决策综合分析南方家俱公司筹资决策二实验目的熟悉和掌握资本成本il•算、各种筹资方式的优缺点，财务风险分析以及筹资决策的方法。

三.实验材料2001年8月，南方家具公司管理层研丸公司资金筹措问题，其有关情况如下:1、基本情况南方家俱公司成立于1990年，经过10年的发展，到2000年资产达到794万元，销售收入达到1 620万元，净利达到74万元。

尽皆2000年是箫条年，但该公司销售收入和净利仍比上年分别增长了&7%和27.6%C目前，该公司规模偏小，生产线较少，不能在每年向市场推出大量的新产品，因而利润的增长幅度相对降低0公司讣划在今后5年中，使销售收入成倍增长。

为了达到这一目标，公司必须扩大生产规模，汁划新建一家分厂，到2003年末，使生产能力翻一番。

分厂直接投资需要800万元，其中，2002年投资500万元，2003年投资300万元。

这将是同行业中规模最大，现代化程度最高的工厂。

此外，需要50万元的资金整修和装备现有的厂房和设备，300万元的流动资金弥补生产规模扩大而引起的流动资金的不足。

这三项介计共需资金1150万元。

在未来几年中，通过公司内部留用利润和提高流动资金利用效果，可解决350万元资金，但此外的800万元资金必须从外部筹措0 2001年9月2日童事会将正式讨论筹资问题。

2、行业情况家俱业是高度分散的行业，在1 000多家家俱企业中，销售收入超过1500万元的不到30家。

在过去的几年中，家俱行业一直经历着撫并和收购的风险.而且加趋势愈演愈烈0 但该行业的发展前景是可观的，经济不景气的时期已经过去.该行业也会随着经济的复苏而发展超来。

南方家俱公司和同行业三家公司2000年的财务资料如下表1J所示。

.............................. 鼓新资料推荐 .......................................3、南方家俱公司财务状况南方家俱公司现有长期借款85万元，其中10万元在1年内到期，年利率为5.5.%。

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兰州商学院MBA会计学案例之一：地主Coburg1
The Accounting Review（周一虹编译）
摘要：
本案例描述了地主Coburg利用信息评价农民的劳动业绩时遇到的困惑及决策时的彷徨。

案例中虽然没有出现会计字样，但却涉及到许多会计的理念和方法。

本案例的讨论，可以帮助我们更深入的理解和运用会计，所以本案例成为会计学教学的一个经典案例。

关键词：会计本质会计方法会计指标会计评价
案例正文
引言
很多年以前，西欧某一个小地方居住着一位封建地主，他叫Coburg，住在一座高山上的城堡里。

他执掌着在城堡周围土地上劳作的许多农民的福利大权。

每年春天，当冰雪开始融化的时候，地主将决定在这一年里怎样供养他的这些农民。

背景
这一年春天，地主正在盘算这一季的小麦种植问题。

他默想着，“我相信每英亩土地可以生产5蒲式耳的小麦，30英亩土地出产的小麦将足够下一个冬天的消费了。

不过，应该让谁来耕种呢?我可以让Ivan和Fredrick负责种植小麦。

”想到这里，他立刻召见Ivan和Fredrick两个人。

地主对两人说道：“Ivan，你耕种20英亩的那块土地，Frederick耕种10英亩的那块。

我会给Ivan 20蒲式耳小麦种子和20磅肥料(20磅肥料相当于2蒲式耳小麦)。

Fredrick会有10蒲式耳小麦种子和10磅肥料。

我给你们每个人一头牛来拉犁耕地，不过，你们要跟制造犁的Feyador进行协商。

这两头牛，都只有3岁大，还没有耕过地，它们应该有10年的好时光用于耕地，所以，你们要照料这两头牛，记住每头牛价值40蒲式耳小麦。

今年秋天的时候再来见我吧，别忘了把牛、犁和收获的小麦一起带来。

”
Ivan和Frederick屈膝行礼，带着地主给他们的东西，退出了城堡。

夏季转眼而过，秋季收获之后，Ivan和Fredrick返回城堡，归还他们的主人春天所给的东西。

Ivan说：“主人，我带来了一头只使用过几次的牛、一把坏了还未来得及修理的犁以及223蒲式耳小麦。

周一虹因教学需要进行了部分编译，编译部分若与原作发生冲突，其后果由周一虹负责。

未经允许，本案例的所有部分都不能以任何方式与手段擅自复制或传播。

本案例只供课堂讨论之用，并无意暗示或说明某种管理行为是否有效。

候欠了他3蒲式耳小麦，还没有给他。

另外；按您的吩咐，我用完了春天您给我的全部种子和肥料。

主人，您也许记得，您已经从我收获的小麦里取走了20蒲式耳留给自己用。

”
接下来，Fredrick报告道：“主人，这是我用过的牛和犁。

为得到犁，我从收获的105蒲式耳小麦里拿出3蒲式耳给了Feyador。

我也用完了春天的种子和肥料。

主人，您前几天也从我那里取走了30蒲式耳小麦。

我相信，这把犁还可以再用两个季节。

”
“你们干得不错，”地主说道。

两个农民谢过地主之后离开了。

面临的问题
他们告退之后，地主开始琢磨所发生的事情。

“是的，”他想，“他们是干得不错，但是哪一个做得更好一些呢?”
尾声
到底应该怎么办？地主Coburg陷入了沉思.......
（案例正文字数：1009）。