Assets = Liabilities + Owner’s Equity| Source Document | What It Provides |
|---|---|
| Sales invoices | Credit sales, cash sales, trade discount, cash discount |
| Purchase invoices | Credit purchases, cash purchases, trade discount, cash discount |
| Cash receipts & payments journals | All cash inflows and outflows |
| Bank statements | Bank balances, interest, bank charges, cheques issued/received |
| Petty‑cash vouchers | Small cash payments not recorded in the cash book |
| Credit & debit notes | Adjustments to sales/purchases after the original invoice |
| Account | Debit (£) | Credit (£) |
|---|---|---|
| Cash | 12,000 | |
| Bank | 5,000 | |
| Trade receivables | 8,000 | |
| Stock | 6,500 | |
| Plant & equipment | 20,000 | |
| Capital | 45,000 | |
| Trade payables | 7,500 | |
| Sales (revenue) | 25,000 | |
| Purchases | 14,000 | |
| Rent expense | 2,000 | |
| Salary expense | 3,000 | |
| **Error – Reversal** (Rent recorded as credit) | 2,000 | |
| Totals | 70,500 | 79,500 |
The trial balance does not balance because the rent expense was entered on the credit side (reversal error). Correcting it restores equality.
| Class | Typical Items |
|---|---|
| Non‑current assets | Land, buildings, plant & equipment (after depreciation), long‑term investments |
| Current assets | Cash, bank, trade receivables, stock, pre‑payments |
| Equity | Capital, reserves, retained profit/loss |
| Non‑current liabilities | Long‑term loans, debentures |
| Current liabilities | Trade payables, short‑term loans, accruals, tax payable |
Shows cash generated from:
Useful for banks to assess repayment capacity.
| Ratio | Formula | Interpretation (Bank’s View) |
|---|---|---|
| Current Ratio | \(\displaystyle \frac{\text{Current Assets}}{\text{Current Liabilities}}\) | Liquidity – ability to meet short‑term obligations. Banks often set a minimum (e.g., ≥ 1.5). |
| Quick (Acid‑Test) Ratio | \(\displaystyle \frac{\text{Current Assets} - \text{Inventories}}{\text{Current Liabilities}}\) | Liquidity excluding stock; stricter test for lenders. |
| Debt‑to‑Equity Ratio | \(\displaystyle \frac{\text{Total Liabilities}}{\text{Equity}}\) | Leverage – proportion of financing from creditors. Banks may require ≤ 2.0. |
| Interest Cover Ratio | \(\displaystyle \frac{\text{EBIT}}{\text{Interest Expense}}\) | Ability to meet interest payments; banks often require ≥ 3.0. |
| Return on Capital Employed (ROCE) | \(\displaystyle \frac{\text{EBIT}}{\text{Capital Employed}} \times 100\%\) | Profitability relative to total capital used. |
| Gross Margin | \(\displaystyle \frac{\text{Gross Profit}}{\text{Revenue}} \times 100\%\) | Profit after direct costs; indicates product profitability. |
| Profit Margin | \(\displaystyle \frac{\text{Net Profit}}{\text{Revenue}} \times 100\%\) | Overall profitability after all expenses. |
| Inventory Turnover | \(\displaystyle \frac{\text{Cost of Sales}}{\text{Average Stock}}\) | How often stock is sold and replaced; high turnover = efficient management. |
| Receivables Turnover | \(\displaystyle \frac{\text{Credit Sales}}{\text{Average Trade Receivables}}\) | Speed of collecting debts; low turnover may signal cash‑flow risk. |
| Payables Turnover | \(\displaystyle \frac{\text{Credit Purchases}}{\text{Average Trade Payables}}\) | How quickly the business pays suppliers; very high turnover can strain cash. |
Given: Current Assets = £120,000; Current Liabilities = £80,000.
\(\displaystyle \text{Current Ratio} = \frac{120,000}{80,000}=1.5\)
Interpretation: The business can meet its short‑term debts; a bank would consider this acceptable if its covenant is ≥ 1.5.
| Interested Party | Information Required | Why It Matters |
|---|---|---|
| Owners / Shareholders | Profit, dividends, changes in equity | Assess return on investment and business growth. |
| Managers | Cost data, performance ratios | Control operations and plan strategically. |
| Trade Creditors (Suppliers) | Liquidity ratios, payment history | Decide credit terms and assess risk of non‑payment. |
| Banks (Lenders) | Balance sheet, profit & loss, cash flow, notes, BRS, ratios, covenants | Evaluate creditworthiness, set loan terms and monitor compliance. |
| Investors (Potential) | Profitability, growth trends, ROCE | Decide whether to invest or purchase shares. |
| Club / Society Members | Statement of financial position, income & expenditure | Ensure funds are used appropriately. |
| Government / Tax Authorities | Profit, tax calculations, statutory disclosures | Assess tax liability and regulatory compliance. |
| Document | Purpose for the Bank |
|---|---|
| Balance Sheet | Assess assets available as security and overall financial position. |
| Profit & Loss Account | Evaluate profitability and surplus cash for repayments. |
| Cash Flow Statement (if provided) | Analyse cash generation and repayment capacity. |
| Notes to the Accounts | Details of long‑term debt, contingent liabilities, accounting policies. |
| Bank Reconciliation Statements | Verify the accuracy of cash balances reported. |
| Projected Cash Flow (12‑24 months) | Forecast ability to meet future instalments. |
| Principle | Meaning |
|---|---|
| Business Entity | Separate the affairs of the business from those of its owners. |
| Going Concern | Assume the business will continue operating for the foreseeable future. |
| Accruals (Matching) | Record income and expenses in the period they are earned or incurred. |
| Consistency | Use the same accounting methods from one period to the next. |
| Historical Cost | Record assets at purchase cost, not at current market value. |
| Materiality | Only disclose items that could influence users’ decisions. |
| Money Measurement | Only transactions that can be expressed in monetary terms are recorded. |
| Prudence (Conservatism) | Do not overstate income or assets, and do not understate liabilities. |
| Realisation | Revenue is recognised when goods are delivered or services performed. |
| Duality (Dual Aspect) | Every transaction has equal and opposite effects on assets and equity/liabilities. |
| AO | What It Tests |
|---|---|
| AO1 | Recall of knowledge – definitions, principles, formulas. |
| AO2 | Application – calculate ratios, prepare journal entries, produce statements. |
| AO3 | Analysis & Evaluation – interpret ratios, discuss limitations, assess impact of covenants. |
Typical command words (linked to AOs):
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