An Analytical Study On Financial Planning And Strategy Formulation

2019 ◽  
Vol 118 (9) ◽  
pp. 28-34
Author(s):  
Dr P. Govindasamy ◽  
Dr.H. Premraj

Financial Planning and Forecasting is the estimation of value of a variable or set of variables at some future point. A Financial forecasting exercise is usually carried out in order to provide an aid to decision – making and planning of any line of business for future developments. This paper focuses insurance segments and tailored all the key areas of attention are such as assets, liabilities, marketing, human resources, expenditures, digitalization and technology inclusion, etc., all in one term called as wealth maximization. Financial planning and forecasting represents a blueprint of what a firm proposes to do in the future. So, naturally planning over such horizon tends to be fairly in aggregative terms. We need to focus on common elements which include economic assumptions, target forecast, proforma statements, asset requirements and the mode of financing the investments and so on. A financial plan can also be an investment plan, which allocates savings to various assets or projects expected to produce future income, such as a new business or product line, shares in an existing business. Financial forecast and financial plan can also refer to an annual projection of income and expenses for a company, division or department. This can also be an estimation of cash needs and a decision on how to raise the funds, such as through borrowing or issuing additional shares in a company. Forecasting is also used by outsiders to value companies and their securities. This is the aggregative perspective of the whole firm, rather than looking at individual projects. Growth is a key theme behind financial forecasting, so growth should not be the underlying goal of corporation – creating shareholder value is enabled through corporate growth.

Author(s):  
Tommi Rasila

This paper illustrates the differences between traditional and emerging business models in the recently identified Venture-to-Capital (V2C) area. This area refers to the stage in the development of a company when it is between Venture and Capital, ie. before the idea or the venture is eligible for Venture Capital investment. Many entities exist to assist companies in the V2C operating space. Most obvious taxonomy of the V2C players includes Incubators, Advisors, Business Angels and Classic/Seed VC. All these have different business models, including motive, contribution, incentive and revenue model. There is, however, a large number of new operatives in this field which do not quite fit this traditional taxonomy.In this study, a number of these new operatives are examined and their business models outlined. When comparing the traditional and new business models, three observations are made as conclusions: New models are hybrids of traditional models with only some new features; Contributing intellectual capital in the sense of sweat capital or business knowledge is seen as a key requisite; Trend goes towards obtaining equity interest in the target company for upside potential in the compensation. This study paves way to future research in creating new taxonomy for Venture-to-Capital operatives and delineating a best practice to the practitioners in the field.


2012 ◽  
Vol 12 (1) ◽  
Author(s):  
M. Pretorius ◽  
C. Le Roux

Purpose: To determine the level of sustainability embeddedness in strategising by investigating the public and external communication of companies. Problem investigated: The extent to which sustainability is embedded in the elements of strategy formulation and implementation (and not merely surface-level statements and claims) Design: The researchers designed a measurement tool and scale, the Strategising for Sustainability Index (SSI), based on researched elements of strategising and recent literature on the topic of sustainability and strategy integration. Merit for strategising for sustainability was given to a company on the basis of its fulfilling the relevant criteria. The JSE Top 40 listed companies on the All Share Index as of March 2011 were selected as a purposive sample. Each company's data and each element of the scorecard were judged on a Likert-type five-point scale, with higher scores indicating higher levels of embeddedness in the strategy. A comprehensive evaluation sheet was used to judge the presented data individually and independently for each element of the scorecard instrument. Findings: Ten elements were found relevant and represented: compliance (2 elements); strategy formulation (4 elements); and strategy implementation (4 elements). The findings show wide variation in overall scores. Almost all companies satisfied the compliance requirements but variations were observed in both formulation and implementation embeddedness. The SSI tool has discrimination value despite a relatively complex judging process. The proposed SSI measurement challenges other determinants of sustainability performance, as it incorporates embeddedness of sustainability in strategising. Knowing the level of this could guide management towards directing resources away from 'over-invested' strengths related to sustainability. Considering the scores for the different elements of the instrument would help to prioritise the 'sustainability spend'. Furthermore, the SSI tool directs attention to how sustainability is incorporated in the strategising process. Originality and Value : The measure of the level of embeddedness of sustainability in strategising has not been done before. This study addresses the possible 'window-dressing' claims surrounding sustainability and highlights those companies who have successfully demonstrated that sustainability is not just for reputation purposes and is, in fact, part of their operating as a listed company. Conclusion : Firstly, it was possible to use the SSI framework and the evaluation process and apply it to the sustainability reporting and claims for each firm. Secondly, each element could be judged on the unique scale for the specific element. The SSI measurement tool can be used to describe the level of strategising embeddedness. The SSI tool's framework is based on input of literature and on the foundation of strategic principles. The 5-point scale on the SSI tool serves to describe the achievement of a company for each element. The sustainability claims of these companies varied in embeddedness in the process of strategising. The score is lower for the formulation elements, raising the question of whether some projects are possibly implemented ad hoc to score points, without being necessarily formulated as part of strategy


Author(s):  
Sudhanshu Joshi

Considering the impact of using social media, both internal and external implications for company operations are required to be explored. The chapter explores how social media is used to enable innovation practices in company internal operations as well as external stakeholders. In addition, the objective of the study is to evaluate the need and scope of Web 2.0 behind the restructuring of the business model, with major emphasis on implementing a user-centric business model. The research questions include: (a) What are the Critical Success Factors (CSF) responsible for attracting and engaging users in Web 2.0-oriented business processes and practices?; (b) Identifying the scope of effective Web 2.0-based strategies to overcome internal resistance at operational as well firm level during deployment of new business model. The chapter also discusses the influence of Web 2.0 concepts in the Web-strategy formulation for organizations with differing requirements, characteristics, and objectives. Considering four types of Web-based business models (Wirtz, 2010), namely (a) content-oriented business model, (b) commerce-oriented business model, (c) context-oriented business model, and (d) connection-oriented business model. The chapter defines the implementation of Web 2.0-based technological strategies in evolving the business model of the firm.


Author(s):  
Jarmila Duháček Šebestová

In any crisis or uncertain situation, it is necessary to carefully decide about three main points: when, what to invest, and which financial sources will be used. A profit reinvestment would be an effective and safe way of circulating money flows in a company. The first wave of COVID-19 has changed business conditions not only in the Czech Republic, but also it has an influence on financial decisions of entrepreneurs on how to use financial resources in individual segments of the company. The main goal of this chapter is to compare the reinvestment behavior in the company before the crisis based on primary research data (at least 425 respondents). The chapter includes results of different preferences influenced by COVID-19 uncertainty, and factor analysis has shown that availability of internal resources was important to survive restrictions and to be able to continue in financial planning to sustainably develop the business. Unfortunately, the relationship between business experience and main motives to invest wasn't confirmed.


1986 ◽  
Vol 37 (3) ◽  
pp. 323-323
Author(s):  
Chris Beaumont

2022 ◽  
Vol 14 (1) ◽  
pp. 479
Author(s):  
Anton Lisin ◽  
Andrei Kushnir ◽  
Alexey G. Koryakov ◽  
Natalia Fomenko ◽  
Tatyana Shchukina

The benefits and advantages of the incorporation of ESG (Environmental, Social, Governing)-related policies have been discussed extensively. However, research articles focus not only on the socioecological aspects of Corporate Social Responsibility (CSR) but also on the underlying effects on a corporation’s corporate financial performance (CFP). In this regard, the current study aims to analyze the impact of ESG parameters on corporations’ financial stability. A sample size of 691 companies in North American countries was investigated in order to test the hypothesis that ESG has an effect on the likelihood of a company going bankrupt using the Ohlson O-score. This is conducted using regression models and the Pearson correlation coefficient. Furthermore, a follow-up hypothesis on the relationship between firm size and ESG is also tested in order to evaluate a tendency of corporate growth through ESG-based sustainable development. The results of the study conclude that the governing pillar of ESG factors has the highest positive impact on corporations’ financial success. Furthermore, the analysis conducted in the study with its sample size confirms the hypothesis that larger firms tend to have higher ESG scores.


2021 ◽  
Vol 8 (8) ◽  
pp. 568-576
Author(s):  
Erna Setiyawati ◽  
Andhika Saputra ◽  
Rhian Indradewa

Background – PT Oesodo Alam Mandiri (PT OAM) is a startup company that was established to provide solutions to business opportunities and problems that are being faced by people in Indonesia. Before starting a business, it is necessary to analyze both internal and external factors, also carry out strategy formulation. The results of this analysis will assist in determining the right strategy and business model. Through the right strategy and business model, a newly established startup company will be able to compete and be sustainable. Method – Using Value Proposition Canvas, EFE, IFE, VRIO, CPM, SWOT, IE, QSPM, Porter’s Generic Strategy and Lean Business Canvas Model. Result – This analysis helps to determine the right business model for jamu partnership startup company. Keywords: Startup, Value Proposition Canvas, Lean Business Model Canvas, Jamu, Indonesia.


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