Chapter 4

FINANCIAL PRE-PLANNING 

                                                                                                                                         by: josavere


                                                                                  Introduction

In certain situations, especially to start approaches to financial planning, it is practical and convenient to make a first estimate of the projected financial statements. It is something like talking about a pre-feasibility analysis to see if positive results are expected to start a process of such scope.
The Digital Revolution brought a very useful development to project, Big Data. Predictive analytics is a statistical study to obtain new or historical information that is used to predict patterns of behavior that can be applied to any type of unknown event in the past, present or future.

Predictive models are statistical tools that use machine learning supported by Big Data extraction to predict and forecast likely outcomes with the help of historical and existing data, introducing multiple statistical parameters that facilitate obtaining new or historical information useful for predicting behavior patterns. behavior.

The models use different methodologies with a very similar general objective; some are classification-specific (the model results are binary; a yes or no, in the form of 0 and 1) and others are regression-specific, allowing a predicted value to be applied to any type of unknown event.

Through techniques such as exploration, description, comparison and analysis, it is possible to anticipate the possibilities of success for an organization, anticipating contingencies and challenges based on certain circumstances. Data Analytics is an approach that involves analyzing data to draw conclusions. By using it, companies can be better equipped to make strategic decisions and increase their turnover, to the extent that they know how to take advantage of the information.

Big Data Analytics is the technology used to analyze a huge amount of structured and unstructured data that is collected, organized and interpreted by software, transforming it into useful information for decision making and to generate ideas about market trends and behavior; Big Data Analytics is capable of positively impacting businesses in any sector because it contributes to the generation of new products and services, customer attraction, audience understanding, security and more benefits.

A DMP (Data Management Platform) is a platform dedicated to processing data that can be organized into profiles for decision making. It analyzes how a certain profile behaves digitally, while a CDP creates customer profiles based on personal identifiers.

1. GENERAL PROCEDURE

a. To start with a study of operative leverage (analyzed the revised point of balance).
b. Following Select the best operative alternative and pass to a study of financial leverage based on the most viable alternatives and also considering the in debt risk factor.
c. After selecting the best alternative of financing, knowing the expenses of interests and the number of shares to elaborate a study of projected results.

NET SALES
-COST OF SOLD MERCHANDISE
GROSS UTILITY
MANAGEMENT EXPENSES
SALES EXPENSES
UAII (profit before taxes)
I (interest)
UAI _____________
NET PROFIT
Knowing the projected state of results of the exercise, concentrate on the new structure of the passive which is the same as the best alternative of financial leverage increase by the net utility (if it is a loss, decreased). Remember that the earnings are present through a continuous process within all the areas of the company; accounting recognizes them at the close of the accounting exercise.
In accordance with the principle of financial conformity, the equity, plus the utilities projected in the exercise, plus the long-term debt constitutes the compensation of the fixed asset more than the working capital.

C W:

work capital

FA:

fixed asset

P:

equity

LTP:

long term liability

PP:

profits of the period

2. CALCULATING THE   WORK CAPITAL

A. BOX AND BANKS: it is equal to the minimum figure of cash, fixed by managerial politics plus the quantity that is required for an operative cycle.

It is clear that the suppliers constitute a part of the total cost, for what a proportion should settle down or equivalent in financing terms. For example: if the raw material is equal to 50% of the total cost and the supplier grants a term of 60 days, these are equal to 30 days of reduction in the operative cycle.

B. OPERATIVE CYCLE: This is similar to the days of inventory plus the days of accounts to receive less than the equivalent days of suppliers. It is required to calculate the daily demands of cash, based on the payable expenses.

C. ACCOUNTS TO RECEIVE: the figure is equal to the sale price by the daily units to sell and by the days of accounts to receive.

D. INVENTORIES: break down raw materials, product in-process, and finished product. In some companies, it is also required an inventory of reserves and materials.
a. Raw material: it is equal to the cost of the raw material a day of production by the days that are required (to remind practical aspects of the handling of inventories).
b. Product in the process: it is equal to the days that are required to elaborate the product multiplied by the number of daily units to take place. The raw material (MP) takes to 100%, the cost of the manpower (MO), and the general expenses of production (GGF) to 50% (added value average).


PP = unit /day multiple by day of process x 100/ MP + 50% MO + 50 % GGF

c. Finished product: is calculated according to the average of sales by day multiplied by the number of days that the company considers wise to maintain for not losing sales, multiplied by the sale price.


PT = sales/day per day /inv by sale price

D. OTHER AVERAGE ASSETS: "mattress accounting" to manage the variable part of the average asset and to make the adjustments that are required to complete the projection.
I. Current passives:
a. Suppliers: the figure is extracted from the chosen structure when studying the financial leverage.
b. Short-term passive: proceed in the same way as in the previous case.
c. Accounts to pay: it is equal to the figure "mattress", for the adjustments that are required.

II. Calculating the fixed assets: it is equal to the figure "mattress", for the adjustments that it is required. Calculating the fixed assets, keeping in mind the basic equation of the accounting (assets = liabilities + equity). The figure is established from the difference between the total of the passive + patrimony less than the capital. We can deduce this way the maximum quantity to invest in fixed assets, which is distributed in particular of agreement with the convenience of the business.

III. Principle of financial conformity:

AF = P + Plp – C de T

AF:

fixed assets

P:

equity

LTL:

long terms liabilities

C de T:

capital of work

Knowing the requirements of work capital, the possible investment in fixed assets, and defining the depreciation method to use; the equity, the prospective utilities, and the long-term passives, we proceed to prepare the projected general balance.
The state of results is taken from the matrix that best combines financial and operative leverage. To complete it is recommended to make a projection of cash flow and a financial analysis under the aspects of liquidity, activity, indebtedness, cover, and profitability, which is good to detect any anomalous situation with the purpose of making the adjustments that are required, such and like it is illustrated in the following example.

IV. Didactic Exercise
QQQQQ.
The company sells its mixture of products at $12.000/unit ready price and grants the following discounts:

Clients

Sales %

Discount %

net price

A

40%

2%

0.98

B

20%

3%

0.97

C

30%

0%

1.00

D

10%

8%

0.92

The time limit of sales is of 90 days, with a cost of capital (debt more patrimony) to the date of 2.5%; the activity throws a rotation of inventories of 120 days.  The fixed costs are $ 10´000.000 and some variable costs are handled that represent 55% of the price of ready.  The capacity of the plant is 5.000 units.  The fixed costs in cash are equal to 80% fixed total.

 cost decomposition: 

matter cousin

50%

labor

30%

general expenses

20%

Days of inventory: raw material 60 days, products in process 30 days, finished product 30 days.

Calculate of the sale average price: it equals to an average weight, which is obtained multiplying the participation of each type of clients by the net percentage and then affecting the price of the list by the result obtained thus:

(0.40 * 0.98) + (0.20 *0.97) + (0.30 * 1.00) + (0.10 * 0.92) = 97.8%
97.8% x $12.000 = $11.736

Calculation of reviewed sale price: as the company sells for three months, the reviewed sale price is obtained by taking to the price average to a present value, a base on the capital cost. The objective is to calculate what we would receive if they paid us or counted.

reviewed sale price = $10.898

Variable calculation of reviewed cost: variable cost = $12.000 x 55% = 6.600
The reviewed variable cost is obtained by taking the variable cost previous to a future value considering the rotation of inventory and the cost of capital.

VP = $7.285 reviewed variable cost

Calculate the quantities of equilibrium revised: we calculated the contribution margin that represents the margin that is obtained to cover the costs and fixed expenses, to provide therefore profit.
Margin of contribution = reviewed price sale - reviewed variable cost
Margin of contribution = $10.898 – 7.285  = 3.613
Next, the amount of balance calculated is reviewed by dividing by the fixed costs on the margin of contribution with the reviewed sale price and variable cost.

2,767 units are due to produce at a minimum to obtain the balance point.


With production and sale in a point of balance, have:

reviewed result statement

SALES: amount produced and sold * price average of sale: 2.767 * 11736

32.483.801,76

 

VARIABLE COSTS: 55% of the price of the list * produced and sold amount: (12.000*0.55)*2767

18.267.986,67

 

CONTRIBUTION MARGIN

14.215.815,08

 

FIXED COSTS

10.000.000,00

 

UAII

4.215.815,08

 

The Generated profits correspond a:

The cost of capital

PRESENT VALUE OF THE SALES: I=2,5% (cost of the capital), n=3 (term of credit 90/30), value future=32.483.801, 76 (value of the production * the price average of sale)

30.164.439,17

 

CAPITAL COST OF THE SALE: future value of the sales less present value of the sales

2.319.362,58

2.319.362,58

FUTURE VALUE OF THE VARIABLE COSTS: I=2.5% (costs of the capital), n = 4 (rotation of inventory 120/30), VP=18.267.986, 67 (variable costs *amount produced and sold)

20.164.439,17

 

COST OF CAPITAL BY STORAGE: future value of the variable costs except for the present value of the variable costs of production.

1.896.452,50

1.896.452,50

PBII

 

4.215.815,08

Note: one is due to consider that the production level and sales in the balance point only consider capital costs. It is assumed that additional costs by financing do not exist.

E. ALTERNATIVES TO GENERATE PROFITS: the projection facilitates the establishment of alternatives that allow for improving the initial situation or balance. It is important to remember that each one of the alternatives that are identified can be excluded or not, that is to say, are possible to be implemented several alternatives in the simultaneous form (when they are not excluded) or one is due to choose to select the best one, before the impossibility of the simultaneous implementation. In the original exercise raised in the charter Operative Leverage, five alternatives are raised in as "A" he is compatible with the remaining alternatives (B, C, D, and E) reason why it is decided to implement it. The remaining alternatives will have to be evaluated to establish the best one.

2. STRATEGY IMPLEMENTED

ALTERNATIVE "A"

If by means of technological development, the company manages to reduce the fixed costs by 15% and increases the units produced and sold by 5%, it reduces the cycle of production and sale to 60 days and with a financial reconstruction is managed to diminish the cost of capital to 2%, which will be the new point of balance? (The new machinery goes has to be depreciated in form accelerated to a 40%).

A.  CALCULATION OF THE NEW POINT OF BALANCE WITH THE IMPLEMENTATION OF THE ALTERNATIVE "A": for calculating the new point of balance we must identify:
a. Calculations of the new fixed costs: with the implementation of the alternative "A" the fixed costs are reduced by 15%.
Fixed costs = previous fixed costs * (1 - % reduction of the fixed costs)
Fixed costs = 10'000.000 * (1 - 0,15)  = $8'500.000
b. Calculate the new margin of contribution: it is equal to the cost of sale less variable costs:

Calculate the reviewed sale price: with the implementation of the strategy "A" the sale price to present value lowers the cost of capital by 2% will be:


Calculation of the reviewed cost of sale: considering the diminution of the cost of capital to 2%, an increase of the production and sale by 5%, and reduction of the fixed costs by 15%.


      Fixed costs = $10'000.000 - ($10.000.000 x 15%) = $ 8'500.000

      c.
        • Units to produce and sell with the new strategy

        • Point of balance = 2.767 + 5% = 2.905

        • Considering an increase in the production of 5%

        • Fixed costs = 10'000.000 - 15% = $8'500.00

        • Considering a diminution of 15% in the fixed costs

      B. POINT OF BALANCE WITH THE IMPLEMENTATION OF THE STRATEGY "A"
      Fixed costs/Margin of Contribution

      2,027 units are due to produce minimum not to generate losses.
      The company decided to implement the strategy "A", thus we considered its data like part of the basic exposition of the problem.
      Next, we presented a matrix in the summary of the different alternatives raised and developed in the exercise. (See Operative Leverage)


      ALTERNATIVE

      A

      B

      C

      D

      E

      Sales

      32.126.395

      48.126.395

      47.832.895

      46.951.690

      49.305.395

      - Variable C.

      (19.945.730)

      (33.677.730)

      (34.330.000)

      (32.304.530)

      (34.330.000)

      Margin

      12.180.665

      14.448.665

      13.502.895

      14.647.160

      14.975.395

      - Fixed C.

      8.500.000

      8.500.000

      8.500.000

      8.500.000

      8.500.000

      PBII

      3.680.665

      5.948.665

      5.002.895

      6.147.160

      6.475.395

      After a comparison of the results of each one of the alternatives, one determines that the best option is the E.

       

      ALTERNATIVE "E"

        • A client is arranged to buy 2,095 units and she pays them $8,200 of counted. The company is producing 2,905 and as the client wishes 2,095 altogether would be using the total capacity of the plant.
    •  
        Additional income =

        2.095 units x $8.200

        = $17'179.000

        Income previous period =

        2.905 units x $11.059

        = $32.126.395

        Total of income in sales

         

        = $49.305.395

        A. PRICE FOR THE MIXTURE OF SALES:


        $49.305.395

        5.000

        = 9.861/units

        ANALYSIS OF THE ALTERNATIVES

        STRATEGY "A"

        E

        Sales

        $32.126.395

        $49.305.395

        - Variable C.

        ($19.945.730)

        ($34.330.000)

        Margin

        $12.180.665

        $14.975.395

        - Fixed C.

        ($8'500.000)

        ($8'500.000)

        PBII

        $ 3.680.665

        $ 6.475.395

        a. Days of portfolio average: (sold units on credit / ( units on credit + units of counted )) * term of portfolio
        (2.905 / (2.905 + 2.095)) * 90 = 52 days
        b. Calculation of the cycle of production of days: days of inventory + days of portfolio average - days supplier
        120 + 52 - 30 = 142 days  

        The term of the supplier calculates according to the basic information considering that the raw material is equivalent thus to 50%:
        60 days * 0,50 = 30 days
        c. Calculation of capital of work

        2. AVAILABLE
        A. DAILY PRODUCTION: total production / workable days:
        5000 / 300 = 17 units

        B. VALUE OF THE DAILY PRODUCTION: variable costs * produced units:
        6.600 * 17 = $112.200
        In the exercise, the percentage of the variable costs that are in cash, for practical effects is not specified we suppose that he is 100%.
        In cash fixed costs by produced unit.
        (Total fixed costs * % effective derogations) / total production
        ($ 8’500.000 * 0.8)/5.000 = $1.360

        Value fixed costs daily production:
        $1.360 * 17  = $23.120

        A day of treasury is equal to daily variable costs + daily fixed costs:
        $112.200 + $23.120 = $135.320

        Therefore: the day of the treasury by the cycle of production (calculated in days)
        $135.320 * 142 = $19’215.440

        For practical effects, the number comes near $20.000.000 
        C. ACCOUNTS TO RECEIVE
        a. Calculation of units sold on credit to the day:
        Sold units on credit / workable days
        2.095 / 300 = 10
        b. Calculation of portfolio:
        Units comings on credit * price * days of portfolio
        10 * $11.059 * 90 = $9´953.100
        For practical effects, the number comes near $10.000.000

        D. INVENTORIES
        a. Value of raw material: 55% of variable costs = $3.300
        55% of variable costs * daily production * days of supplier
        (6.600 * 55%) * 17 *60 = $3´366.000

        b. Value of products in the process:

        MP:

        raw material

        MO:

        manual labor

        CV:

        variable costs

        GG:

        general expenses

        UD:

        daily units to produce

        DPP:

        day of product in the process

        Consideration: MP, MO, and GG are taken in percentage according to their participation in the cost decomposition.
        Note: in a productive process properly balanced, the general product in process initiating nonliving expenses of manual labor nor expenses of manufacture; when finalizing, it has been the 100% of both headings, which indicates that on average they take 50%.

        c.
        Value finished product:
        Costs several totals * daily production * days average of the supplier
        $6.600 * 17 * 30 = $3´366.000
        Value Inventory = 1 + 2 + 3 = $9.256.500

        RETAKING THE BEST ALTERNATIVE OF FINANCING:

          • The better alternative of financing: A

        MATRIX "A"

         

        Quantity

        Cost of

        Shares 4000 to $1000

        4.000.000,00

        0,329

        0,16

        5,26%

        Retained utility

        2.000.000,00

        0,298

        0,08

        2,38%

        Suppliers

        7.000.000,00

        0,601

        0,28

        16,83%

        Loan to short t.

        8.000.000,00

        0,345

        0,32

        11,04%

        Loan to long t.

        1.000.000,00

        0,268

        0,04

        1,07%

        Labor liabilities

        2.000.000,00

        0,127

        0,08

        1,02%

        Bonds

        1.000.000,00

        0,268

        0,04

        1,07%

        Total

        25.000.000,00

         

        1,00

        38,68

        Number of shares

         

        4.000,00

        UPA

        477,59

        Interests

         

        3.549.244,24

         

         

        CURRENT ASSETS


        AVAILABLE

        $20'000.000

        PORTFOLIO

        $10'000.000

        INVENTORIES

        9´256.500

         

        TOTAL =

        $39'256.500

        A. FINANCING SOURCES


        LONG TERM LIABILITIES + PATRIMONY

        The company does not have discountable current liabilities because the short-term liabilities are a renovation of a line of permanent credit, turning liabilities in the long term.
        Liabilities of short term + liabilities of long term + liabilities labored + bonds + shares + retained utilities
        8´000.000 +1´000.000 + 2´000.000 + 1´000.000 + 4´000.000 + 2´000.000 = $18´000.000

        B. NECESSITIES OF CURRENT ASSETS
        Current assets - suppliers = $39´256.500 - 7´000.000 = $32'256.500

        C. AVAILABILITY FOR INVESTMENT IN FIXED ASSETS
        Passive total of long term - necessities of current assets


        SOURCE OF FINANCING LT

        $18'000.000

        ACT. CURRENT  NECESSITIES

        $35'256.500

         

        INVESTMENT DISPOSITION =

        $14'256.500

        The company requires capitalization since it does not have the resources necessary to cover its necessities.

        ALTERNATIVES TO IMPROVE THE FINANCIAL SITUATION OF THE COMPANY AND TO FINANCE THE INVESTMENT OF FIXED ASSETS

        a. To lower the term of sale: to lower to 30 days the rotation of portfolio soon and a discount by payment of 10%. One hope is that 50% of the client take refuge in the discount and 50% no.
        b. After a market study one settles down that the sale price can be raised by 10% without affecting either variable cost.
        c. To rise to the day's supplier 75.

        A. CALCULATION OF THE NEW SALE PRICE

        Client Type

        Discount

        Average

        50%

        10%

        5%

        50%

        0%

        0%

        price of sale

         

        95%

        Total price including the policy of discounts
        Price of list * sale price with policy of discount:
        $12.000 * 95% = 11.400
        Price readjusted with the increment of 10%
        New price + increase of 10%:
        $11.400 + 10% = $12.540
        Present value: $12.234
        ($12.540, 2.5%, 1 months)

        B. CALCULATION OF SALES

        Calculate of Sales

        Price

        Units

        Sales

        Counted

        9.020,00

        2.095,00

        18.896.900

        With discount

        12.234,15

        2.905,00

        35.540.195

        Total sales

         

         

        54.437.095

        Elaboration of the new earnings statement


        Sales

        54.437.095

        Variable costs

        (33.000.000)

        Fixed costs

        (8.500.000)

        UAII

        12.937.095

        Interests

        (3.549.244)

        UAI

        9.387.851

        Taxes

        (2.760.748)

        Net Utility

        6.627.103

        Another calculus is the values of portfolios and accounts to pay for the elaboration of the general balance sheet and deduction of the new financial structure.
        a. With the change of the strategy of financing the term of sale passage from 90 days to 60 days.


        50% of the clients buy for 30 days

        30/2 = 15

        +

        Other 50% buy for 90 days

        90/2 = 45

         

         

         

        Total:

        60

         

        b. When changing the term of sale changes to the day's portfolio.
        (Number of units on credit / total units) *time of sale
        (2905/5000) * 60 = 35
        c. Consequently the change of the day's portfolio changes the cycle of production:
        Days inventory + days portfolio - days suppliers
        120 + 35 - 75  =  80
        WE COME TO CALCULATE THE NEW  WORK CAPITAL:
        Available:
        Daily production: annual production / working days = 5.000 / 300 = 17 unities
        Value daily production: daily production * variable costs = 17 * 6.600 = $112.200

        New value day treasury:

        D.F. costs * daily production + value daily production =

         

        (1.360 * 17) + 112.200 =135.320

        New value day available:

        day treasury * productive cycle =

         

        135.320 * 80 = $10.825.600

         

        a comes near $10.800.000.oo

        Accounts to receive:
        Sales on credit daily: sold units on credit / working days = 2.905 / 300 = 10


        Value Portfolio average:

        sales on credit daily * sale price* term of sale

         

        10 * 12.540 * 60 = 7.500.000

        The value of the inventories: it remains equal = $9.256.500.oo

        NEW CAPITAL VALUE OF WORK


        AVAILABLE

        10.800.000

        PORTFOLIO

        7.500.000

        INVENTORIES

        9.256.500

        TOTAL

        27.556.500

        NEW FINANCIAL STRUCTURE

        Quantity

        Cost of Capital

        Percentage

        C.C. Weighed

        Shares 4000 to $1000

        4.000.000,oo

        0,329

        0,126474

        4,16%

        Utility of the Period

        6.627.103,oo

        0,298

        0,209539

        6.24%

        Retained utility

        2.000.000,oo

        0,298

        0,063237

        1,88%

        Suppliers

        7.000.000,oo

        0,601

        0,221329

        13,30%

        Loan to s t.

        8.000.000,oo

        0,345

        0,252948

        8.73%

        Loan to l.t.

        1.000.000,oo

        0,268

        0,031618

        0,85%

        Labor liabilities

        2.000.000,oo

        0,127

        0,063237

        0,80%

        Bonds

        1.000.000,oo

        0,268

        0,031618

        0,85%

        TOTAL

        31.627.103,oo

        1

        36.81%

        Number of shares

        4.000,00

        Interests

        3.549.244,24

        Total

        FINANCING SOURCES

        a.
          • Liabilities of short term + liabilities of long term + labor liabilities + bonds + shares + retained utilities + Utilities of the period =

          • 8´000.000 +1´000.000 + 2´000.000 + 1´000.000 + 4´000.000 + 2´000.000 + 6.627.103 = $24.627.103 

        b.
          • Necessities of the current assets =

          • Current assets - suppliers = $27´556.500 - 7´000.000 =

          • $20´256.500

        c.
          • Availability for investment in fixed assets:

          • Passive total of long term - necessities of current assets


        SOURCE OF FINANCING LT

        24'627.103

        ACT. C. NECESSITIES

        (20'256.500)

         

        INVESTMENT DISPOSITION =

        4.370.603

        The company requires capitalization since it does not have the resources necessary to cover its necessities in new fixed assets that are appraised in value of $5.000.000.
        The necessary capitalization is of (5.000.000 - 4.370.603 = 629,397) approximately 700,000, as several viable strategies in the market were used and already combined is necessary to recur to the partners for the contribution of this one value.

        FINAL FINANCIAL STRUCTURE

         

        Quantity

        Cost of Capital

        Percentage

        C.C. Weighed

        Shares 4700 to $1000

        4.700.000,00

        0,329

        0,153813

        0,050605

        Utility of the Period

        6.627.103,00

        0,298

        0,216880

        0,064630

        Retained utility

        2.000.000,00

        0,298

        0,065453

        0,019505

        Suppliers

        5.229.397,00

        0,601

        0,171139

        0,10285

        Loan to short t.

        8.000.000,00

        0,345

        0,261810

        0,090324

        Loan to long t.

        1.000.000,00

        0,268

        0,032726

        0,008771

        Labor liabilities

        2.000.000,00

        0,127

        0,065453

        0,008312

        Bonds

        1.000.000,00

        0,268

        0,032726

        0,008771

        TOTAL

        30.556.500,oo

         

        1

        0,353772

        Number of shares

         

        4.700,00

         

         

        Interests

         

        3.549.244,24

         

         

        Once collected the previous data we can develop the General Balance sheet Projected.


        ASSETS

         

        LIABILITIES

         

        Available

        10.800.000

        current liabilities

        5.229.397

        Portfolio

        7.500.000

        liabilities to s t. (line of credit)

        8.000.000

        Inventory

        9.256.500

        liabilities to l t.

        4.000.000

        Fixed assets

        5.000.000

        capital

        4.700.000

        Deprecation period (accelerated 40%)

        (2.000.000)

        retained utility

        2.000.000

        Net Fixed assets

        3.000.000

        utility of the exercise

        6.627.103

         

         

        TOTAL PATRIMONY

        13.327.103

        TOTAL ASSETS

        30.556.500

        PASSIVE TOTAL + PATRIMONY

        30.556.500

      LA Opinion: Financial pre-planning is a crucial stage in the financial management of a company. It allows you to evaluate different scenarios and make fundamental decisions for the future of the business. The author presents a detailed and comprehensive approach to accomplishing this task, using concepts such as break-even analysis, fixed and variable costs, selling prices, and financial structure. In addition, the importance of the financing strategy is highlighted and how it can influence the company's ability to invest in fixed assets.
      The use of alternatives and the analysis of different financial strategies demonstrates the flexibility and adaptive capacity that a company must have to face changes in its environment. The author also highlights the relevance of controlling days of inventory, portfolio and suppliers in working capital management, which can have a significant impact on the company's liquidity.
      In general, financial pre-planning is essential to ensure that a company can make informed and strategic decisions, considering factors such as profitability, liquidity and financial strength. The detailed approach and tools presented by the author are useful for professionals and executives responsible for financial management in an organization.

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