Corporate Finance Principles Framework
22 patterns · 538 sections · 0.6 MB
Table of contents
- Corporate Finance Principles Framework
- Table of Contents
- Corporate Finance Readme
- Practical entries
- FIN-E1 - A profitable order leaves a day-7 cash gap
- FIN-TRANSACTION - Compare an acquisition price with value and available funding
- FIN-E3 - A currency hedge meets a partial customer payment
- FIN-E2 - Value a project before arranging its funding
- Preface
- FIN.Preface:1 - Problem frame
- FIN.Preface:2 - Problem
- FIN.Preface:3 - Forces
- FIN.Preface:4 - Solution
- FIN.Preface:5 - Archetypal Grounding
- FIN.Preface:6 - Bias-Annotation
- FIN.Preface:7 - Conformance Checklist
- FIN.Preface:8 - Common Anti-Patterns and How to Avoid Them
- FIN.Preface:9 - Consequences
- FIN.Preface:10 - Architectural Rationale
- FIN.Preface:11 - SoTA-Echoing
- FIN.Preface:12 - Relations
- FIN.Preface:End
- Part A - Cash and decision accounts
- FIN.1FIN.1 - Frame the Corporate Finance Decision, Corporation, Jurisdiction, and Time
- FIN.1:0 - Use this when
- FIN.1:1 - Problem frame
- FIN.1:2 - Problem
- FIN.1:3 - Forces
- FIN.1:4 - Solution
- Turn the request into an answerable choice
- Identify whose consequences and which interest are at issue
- Set a comparison basis that the next Method can use
- Connect the work in the order required by the decision
- Decide how much unresolved detail matters now
- FIN.1:5 - Archetypal Grounding
- FIN.1:6 - Bias-Annotation
- FIN.1:7 - Conformance Checklist
- FIN.1:8 - Common Anti-Patterns and How to Avoid Them
- FIN.1:9 - Consequences
- FIN.1:10 - Architectural Rationale
- FIN.1:11 - SoTA-Echoing
- FIN.1:12 - Relations
- FIN.1:End
- FIN.2FIN.2 - Assess Liquidity and Funding Needs by Date
- FIN.2:0 - Use this when
- FIN.2:1 - Problem frame
- FIN.2:2 - Problem
- FIN.2:3 - Forces
- FIN.2:4 - Solution
- Build the account around the payer and the payment
- Choose dates that reveal the decision
- Derive availability and the gross funding need together
- Set protection from a plausible failure and a timely response
- Change the attainable plan and keep the return visible
- FIN.2:5 - Archetypal Grounding
- FIN.2:5.1 - The calculation within the liquidity work
- A delayed receipt also reduces available finance
- A later borrowing-base test changes the repayment date
- FIN.2:6 - Bias-Annotation
- FIN.2:7 - Conformance Checklist
- FIN.2:8 - Common Anti-Patterns and How to Avoid Them
- FIN.2:9 - Consequences
- FIN.2:10 - Architectural Rationale
- FIN.2:11 - SoTA-Echoing
- FIN.2:12 - Relations
- FIN.2:End
- FIN.3FIN.3 - Manage Working Capital and Cash Conversion
- FIN.3:0 - Use this when
- FIN.3:1 - Problem frame
- FIN.3:2 - Problem
- FIN.3:3 - Forces
- FIN.3:4 - Solution
- Recover the operating cycle before trying to shorten it
- Make customer credit a commercial choice
- Compare inventory policies at the service they provide
- Price supplier terms on the amounts and dates they change
- Use cycle measures to investigate, then calculate the changed cash
- FIN.3:5 - Archetypal Grounding
- A stock reduction releases cash once
- A profitable credit sale can still be unfundable
- Existing invoices and new sales move on different terms
- An early-payment discount consumes real funding capacity
- FIN.3:6 - Bias-Annotation
- FIN.3:7 - Conformance Checklist
- FIN.3:8 - Common Anti-Patterns and How to Avoid Them
- FIN.3:9 - Consequences
- FIN.3:10 - Architectural Rationale
- FIN.3:11 - SoTA-Echoing
- FIN.3:12 - Relations
- FIN.3:End
- FIN.4FIN.4 - Prepare Accounts and Forecasts for the Finance Decision
- FIN.4:0 - Use this when
- FIN.4:1 - Problem frame
- FIN.4:2 - Problem
- FIN.4:3 - Forces
- FIN.4:4 - Solution
- Choose the view and establish its starting basis
- Obtain the operating construction and translate its drivers
- Roll flows into positions and close the accounts
- Move between earnings and cash without counting an effect twice
Showing 1–100 of 538 entries. Source edition 1f16950577d0.