Meaning and Definition Market

Market is meant a place where commodities are bought and sold at retail or wholesale prices. Thus, a market place is thought to be a place consisting of a number of big and small shops, stalls and even hawkers selling various types of goods.

(a) A market may be a region, which may be a district, state, country or even the whole world from which buyers and sellers are drawn and not any particular place where they assemble.

(b) The same price must rule for the same thing at the same time.

(c) There must be business intercourse among the dealers, i.e., buyers and sellers. They must be in touch with one another, so that they are aware of the prices offered or accepted by other buyers and sellers.

Features of Market:

  1. Buyers and Sellers:

To create a market for a commodity what we need is only a group of potential sellers and potential buyers. They must be present in the market of course at different places.

  1. One commodity:

In practical life, a market is understood as a place where commodities are bought and sold at retail or wholesale price, but in economics “Market” does not refer to a particular place as such but it refers to a market for a commodity or commodities i.e., a wheat market, a tea market or a gold market and so on.

  1. Area:

In economics, market does not refer only to a fixed location. It refers to the whole area or region of operation of demand and supply

  1. Perfect Competition:

In the market there must be the existence of perfect competition between buyers and sellers. But the opinion of modern economist is that in the market the situation of imperfect competition also exists, therefore, the existence of both is found.

  1. Sound Monetary System:

Sound monetary system should be prevalent in the market, it means money exchange system, if possible, be prevalent in the market.

  1. Business relationship between Buyers and Sellers:

For a market, there must exist perfect business relationship between buyers and sellers. They may not be physically present in the market, but the business relationship must be carried on.

  1. One Price:

One and only one price be in existence in the market which is possible only through perfect competition and not otherwise.

  1. Perfect Knowledge of the Market:

Buyers and sellers must have perfect knowledge of the market regarding the demand of the customers, regarding their habits, tastes, fashions etc.

Types of Markets

  • Physical Markets: Physical market is a set up where buyers can physically meet the sellers and purchase the desired merchandise from them in exchange of money. Shopping malls, department stores, retail stores are examples of physical markets.
  • Non-Physical Markets/Virtual markets: In such markets, buyers purchase goods and services through internet. In such a market the buyers and sellers do not meet or interact physically, instead the transaction is done through internet.
  • Auction Market: In an auction market the seller sells his goods to one who is the highest bidder.
  • Market for Intermediate Goods: Such markets sell raw materials (goods) required for the final production of other goods.
  • Black Market: A black market is a setup where illegal goods like drugs and weapons are sold.
  • Knowledge Market: Knowledge market is a setup which deals in the exchange of information and knowledge-based products.
  • Financial Market: Market dealing with the exchange of liquid assets (money) is called a financial market.

Requisites for Sound Market Segmentation

Market Segmentation is the process of dividing a broad market into smaller, distinct groups of consumers with similar needs, characteristics, or behaviors. This allows businesses to tailor their products, marketing strategies, and services to meet the specific needs of each segment effectively, improving customer satisfaction, targeting accuracy, and overall marketing efficiency.

  • Measurability

Measurability refers to the ability to quantify the size, purchasing power, and characteristics of a segment. It is crucial because effective marketing strategies rely on accurate data to allocate resources and forecast sales. Without measurable data, marketers cannot determine whether a segment is worth targeting or assess its profitability. Measurability enables businesses to evaluate the potential return on investment (ROI) for each segment.

  • Accessibility

Accessibility indicates whether a company can effectively reach and serve a segment. Even if a segment is attractive, it is useless if it cannot be accessed through appropriate distribution channels, communication, or promotional efforts. Successful segmentation requires that businesses can engage segments using tailored marketing strategies, ensuring that messages and products reach the intended audience without excessive costs.

  • Substantiality

Substantiality ensures that the target segment is large and profitable enough to justify specialized marketing efforts. Small or insignificant segments may not offer enough revenue potential to warrant the cost of customized strategies. A substantial segment provides the necessary scale for the company to achieve sustainable profits while minimizing per-unit marketing expenses.

  • Differentiability

Differentiability refers to how distinct and unique a segment is from others. Each segment should exhibit clear differences in response to marketing efforts, making it possible to design separate strategies for each. Overlapping segments can lead to confusion and ineffective campaigns, while clearly differentiated segments enable precise targeting with appropriate products and promotions.

  • Actionability

Actionability means that the company must be able to develop and implement marketing programs to target specific segments effectively. This involves having the right resources, skills, and capabilities to create and deliver value to each segment. If a segment cannot be acted upon due to limitations in product development or marketing, it is not viable for targeting.

  • Stability

Stability refers to the consistency of a segment over time. If segments frequently change due to shifting consumer preferences, external factors, or other influences, marketing efforts may become inefficient. Stable segments allow for long-term strategic planning, ensuring that businesses can build lasting customer relationships and reduce marketing costs.

  • Homogeneity within Segments

Homogeneity within a segment ensures that all members share similar characteristics, preferences, and needs. This similarity allows companies to design products, messages, and promotions that resonate with all members of the segment, leading to better customer satisfaction and higher sales conversion rates.

  • Heterogeneity across Segments

Heterogeneity across segments highlights the importance of differences between segments. Distinct segments with varying needs and preferences justify the need for different marketing approaches. Clear heterogeneity ensures that segmentation efforts are meaningful, helping marketers create targeted campaigns that address specific customer demands.

  • Feasibility

Feasibility ensures that the company has the capability to serve the segment effectively. This includes having the financial resources, technology, and expertise required to develop products and marketing campaigns. If a segment cannot be feasibly targeted due to resource constraints, it should not be pursued despite its attractiveness.

  • Compatibility

Compatibility refers to how well a segment aligns with the company’s overall objectives, mission, and values. A segment that does not fit the company’s core competencies or brand identity may lead to long-term challenges. Ensuring compatibility helps maintain a cohesive brand image and ensures efficient use of resources.

Brown marketing

Color plays an important part in the psychology of marketing and branding and can influence people’s perception of a brand’s personality.3 It’s more important to pick a color that supports the personality of your brand than it is to try to instill certain feelings in potential customers since everyone has different experiences and opinions.

While there are generalities we can make about colors and what people associate with them, colors and our affinity toward them have a lot to do with our personalities, upbringing, environment, and experiences.

One recent study on how adults perceive color showed that more females than males chose brown as their overall favorite color. But it was still one of the three least favorite colors for both genders.

Some of the key characteristics associated with brown in color psychology include:

  • Feelings of warmth, comfort, and security. Brown is often described as natural, down-to-earth, and conventional, but brown can also be sophisticated.
  • A sense of strength and reliability. Brown is often seen as solid, much like the earth, and it’s a color often associated with resilience, dependability, security, and safety.
  • Feelings of loneliness, sadness, and isolation. In large quantities, it can seem vast, stark, and empty, like an enormous desert devoid of life.
  • Negative emotions. Like other dark colors, is associated with more negative emotions.

Reverse Marketing

Reverse marketing is the concept of marketing in which the customer seeks the firm rather than marketers seeking the customer. Usually, this is done through traditional means of advertising, such as television advertisements, print magazine advertisements and online media. While traditional marketing mainly deals with the seller finding the right set of customers and targeting them, reverse marketing focuses on the customer approaching potential sellers who may be able to offer product.

Rather than actively promoting a specific brand, product or service, reverse marketing aims to encourage people to seek out a business, product or service of their own accord.

In other words, reverse marketing doesn’t exist to convince someone to buy something. Instead, it causes intrigue and attracts interest.

Leenders and Blenkhorn define Reverse Marketing as “an aggressive and imaginative approach to achieving supply objectives. The purchaser makes the initiative in making the proposal.

Aside from traditional methods of reverse marketing, this technique is also used in B2B markets. In this instance the buyer (business) will take the initiative to approach the supplier (manufacturer) with its needs. This tactic is often used by large companies in order to decrease redundancies in their supply chain and decrease costs. The concept of reverse marketing also corresponds with Supply Chain Management. The strategy of reversing roles in some cases, has been very successful. In 2001 Richard Plank and Deborah Francis published an article studying the impact reverse marketing has on the buyer-seller relationship.

Uses

Improve brand image

Companies that feature advertising on their companies’ principles, social responsibility and ethical profile create customer loyalty because customers believe they are not supporting a mass-producing socially reprobated conglomerate.

Build relationships with customers

Once the customer recognizes your brand or company as an authority, they do all the searching and find your product through all the help and advice you have offered them. This way through the relationship that was constructed over time, they develop confidence in your firm to offer them benefits and useful products or service.

Cuts out “hard sales” and abrasive tactics

Sales tactics push for the purchase of products designed to fix specific problems, but the attraction-marketing model enforces the building of relationships and ensures rapport so the customers’ needs are met.

Some of the points to keep in mind while crafting a Reverse Marketing campaign are:

  • Do a genuine evaluation of your business’s current image and your target consumer groups. Once you have understood this, try to understand what is important for your target consumer and what they value.
  • Once you have understood the above, tell them about your product or service.
  • Close the sale but not before you give your consumer something of value.

Virtual Marketing

Virtual marketing is essentially just another name for digital marketing or viral marketing. All three of these terms simply mean marketing that is done in a virtual or digital space. It is marketing, without physical presence.

Virtual marketing is one of the most popular forms of marketing, rising in conjunction with the wide use of social media across the world.

Simply put, virtual marketing is a term used to describe online advertising. Common formats include email marketing, social media marketing, display advertising, blogs, and other digital formats.

Virtual marketing serves as a contrast to traditional advertising methods, such as print and broadcast. Because virtual marketing relies on clicks, impressions, hits, and other data, it can be easier to measure a conversion for a virtual advertisement rather than a print newspaper ad.

Virtual marketing is not necessarily limited to virtual businesses (e.g. Amazon.in), but it is possible to use virtual marketing exclusively, especially for an online business. Someone who sells jewelry on the shopping site Etsy, for example, probably wouldn’t place an advertisement in a local paper. Instead, she might use display ads on affiliate websites and a personal blog or a Pinterest account to promote those products.

Several companies, both small and large, rely on virtual marketing strategies to engage with users over the internet. Content marketing which includes the creation of blog posts, infographics, games, and other pieces helps businesses develop a more recognizable brand online. These methods are often paired with a social media campaign on platforms such as Facebook, Twitter, and Pinterest in order to drive traffic to a website or online store. Companies may also utilize email newsletters to keep customers updated on promotions and events.

Virtual, viral or digital marketing has many forms, but some of the most popular include content marketing, social media and pay-per-click (PPC) advertising.

Digital Marketing Categories

  • SEM (Search Engine Marketing)
  • SEO (Search Engine Optimisation)
  • PPC (Pay-per-click)
  • SMM (Social Media Marketing)
  • Content Marketing
  • Email Marketing
  • Influencer / Affiliate Marketing
  • Viral Marketing
  • Radio Advertising
  • Television Advertising
  • Mobile Advertising

Working Capital Management – Operating Cycle

The operating cycle refers to the time period required for converting raw materials into finished goods, selling them, and finally collecting cash from customers. In simple words, it represents the circulation of working capital in the business from cash to inventory, inventory to sales, and sales back to cash. It shows how efficiently a firm utilizes its current assets. A shorter operating cycle indicates efficient working capital management, while a longer cycle means funds remain blocked in operations for a longer period.

Cash operating cycle = Inventory days + Receivable’s days – Payable’s days

Where:

Inventory Holding Period = Raw Material Period + WIP Period + Finished Goods Period
Receivables Collection Period = Time taken to collect cash from debtors

Stages of Operating Cycle

Stage 1. Purchase of Raw Materials

The operating cycle starts with the purchase of raw materials required for production. The firm buys materials either in cash or on credit from suppliers. These materials are stored in the warehouse as raw material inventory. Proper purchasing policy is important to avoid excess stock or shortage. Excess inventory blocks working capital and increases storage cost, while shortage interrupts production. Efficient purchasing and inventory control ensure smooth production and proper utilization of working capital.

Stage 2. Conversion into Work-in-Progress (WIP)

After purchase, raw materials enter the production process and become work-in-progress. At this stage, the business incurs manufacturing expenses such as labor cost, power, fuel, and factory overheads. Working capital is invested in partially completed goods until the production process is completed. The duration of this stage depends on the type of industry and production technology used. Efficient production planning and supervision reduce processing time and cost, thereby shortening the operating cycle.

Stage 3. Conversion into Finished Goods

When production is completed, work-in-progress is converted into finished goods. These finished goods are stored in warehouses until they are sold in the market. The firm incurs expenses on storage, insurance, and handling. Capital remains blocked in inventory during this period. If the goods remain unsold for a long time, the working capital requirement increases. Effective demand forecasting and marketing strategies help in reducing the storage period and improving cash flow.

Stage 4. Sale of Finished Goods

The firm then sells finished goods to customers. Sales may be made either in cash or on credit. Cash sales immediately generate cash inflow, while credit sales create accounts receivable (debtors). Most businesses provide credit facilities to increase sales and maintain competition. However, excessive credit sales increase the working capital requirement because funds remain tied up until payment is received from customers.

Stage 5. Collection from Debtors (Accounts Receivable)

The final stage of the operating cycle is the collection of money from debtors. The time taken by customers to pay their dues is called the collection period. Efficient credit policy, proper follow-up, and effective receivable management help in timely collection. Delayed payments create liquidity problems and may lead to bad debts. Once payment is received, cash is again available to purchase raw materials and the cycle starts again.

Components of Operating Cycle

The operating cycle represents the total time required for converting cash invested in business operations back into cash through sales and collection from customers. It shows how working capital moves through different stages of production and sales. The operating cycle mainly consists of inventory holding period and receivables collection period. Inventory holding period further includes raw material period, work-in-progress period, and finished goods period.

1. Raw Material Holding Period

This is the time during which raw materials remain in the store before they are issued to the production department. The firm purchases raw materials either in cash or on credit and keeps them as inventory until required. During this period, funds remain blocked without generating revenue. Proper purchasing policy and inventory control help reduce unnecessary storage. If raw materials are held for too long, storage, insurance, and handling costs increase. Therefore, efficient management of raw material stock shortens the operating cycle and improves liquidity.

2. Work-in-Progress Period

Work-in-progress period refers to the time taken to convert raw materials into finished goods during the production process. At this stage, the business invests additional working capital in wages, power, fuel, and manufacturing overheads. The duration of this stage depends on the nature of production, type of industry, and technology used. Efficient supervision, modern machinery, and proper production planning help in reducing production time. A longer production process keeps capital tied up for a longer period, while a shorter process improves efficiency and working capital turnover.

3. Finished Goods Holding Period

After completion of production, goods are transferred to the warehouse as finished goods inventory. The finished goods remain stored until they are sold in the market. During this time, funds are invested in storage, insurance, transportation, and maintenance. If the company fails to sell goods quickly, capital remains blocked and storage cost increases. Effective marketing strategies, proper demand forecasting, and efficient distribution channels help reduce this period. A shorter finished goods holding period ensures faster conversion of goods into sales and improves cash flow.

4. Receivables Collection Period (Debtors Period)

The receivables collection period is the time taken to collect cash from customers after credit sales. Most firms sell goods on credit to attract customers and increase sales volume. However, credit sales create accounts receivable and block funds until payment is received. The longer the collection period, the higher the working capital requirement. Efficient credit policy, proper credit evaluation of customers, and regular follow-up help in faster recovery. Quick collection improves liquidity and reduces the risk of bad debts.

5. Payables Deferral Period (Creditors Period)

Although not always included in the gross operating cycle, the payables deferral period is important in determining the net operating cycle. It represents the time allowed by suppliers to pay for purchases. During this period, the firm uses goods without immediate payment, which reduces working capital requirement. Proper use of trade credit improves liquidity. However, excessive delay in payment may damage goodwill and supplier relationships. Deducting this period from the operating cycle gives the cash conversion cycle or net operating cycle.

Importance of Operating Cycle in Working Capital Management

  • Determination of Working Capital Requirement

The operating cycle helps a firm estimate how much working capital is required to run daily operations. It shows the time gap between investment in raw materials and recovery of cash from sales. If the cycle is long, more funds are needed to finance inventory and receivables. If it is short, the requirement is lower. Therefore, understanding the operating cycle enables management to maintain adequate liquidity and avoid shortage or excess of working capital.

  • Ensures Smooth Business Operations

A properly managed operating cycle ensures uninterrupted production and sales activities. When raw materials are purchased, converted into goods, sold, and cash is collected on time, the firm can easily pay wages, suppliers, and expenses. Efficient movement of funds prevents operational delays. Without proper operating cycle management, businesses may face shortage of cash, which can stop production and damage reputation. Thus, it helps maintain continuous functioning of the enterprise.

  • Helps in Inventory Control

The operating cycle highlights how long inventory remains in stores at different stages—raw materials, work-in-progress, and finished goods. This helps management plan optimal inventory levels. Excess stock blocks capital and increases storage costs, while low stock disrupts production. By analyzing the operating cycle, firms can implement effective inventory control techniques like EOQ and reorder levels. Proper inventory management reduces wastage and improves efficiency of working capital utilization.

  • Improves Receivables Management

The operating cycle includes the collection period from debtors, which helps management monitor credit sales and collection efficiency. If customers take too long to pay, funds remain blocked and liquidity problems arise. By analyzing the cycle, the firm can revise credit policy, offer discounts for early payment, and strengthen collection procedures. Efficient receivable management reduces bad debts and improves cash flow, thereby strengthening the financial position of the business.

  • Facilitates Cash Flow Planning

The operating cycle helps the financial manager forecast future cash inflows and outflows. By knowing the duration of each stage, the firm can estimate when cash will be required and when it will be received. This allows better planning for payments such as wages, rent, taxes, and supplier bills. Proper cash flow planning avoids idle cash and prevents emergency borrowing, thereby maintaining financial stability and reducing unnecessary interest cost.

  • Reduces Need for External Financing

When the operating cycle is short and efficient, the firm quickly recovers cash from customers. This reduces dependence on bank loans, overdrafts, or other external sources of finance. Efficient utilization of internal funds lowers interest expenses and financial risk. Conversely, a long operating cycle increases the need for borrowed funds. Therefore, proper management of the operating cycle helps minimize borrowing and improves profitability.

  • Enhances Profitability

Efficient working capital management through a well-controlled operating cycle increases profitability. Faster conversion of inventory into cash reduces holding costs, storage expenses, and interest burden. Timely collection from debtors prevents bad debts and improves turnover. Lower operating costs and better fund utilization increase net profit. Thus, managing the operating cycle effectively not only maintains liquidity but also contributes to higher earnings and shareholder value.

  • Improves Liquidity Position

The operating cycle directly affects the liquidity position of a business. A shorter cycle ensures that cash is quickly available for meeting short-term obligations. This enables the firm to pay suppliers and creditors on time and maintain goodwill. A longer cycle may create cash shortages and lead to financial stress. Therefore, controlling the operating cycle is essential to maintain a healthy liquidity position and financial stability.

  • Assists in Credit Policy Formulation

By analyzing the collection period within the operating cycle, management can design an appropriate credit policy. It helps decide the credit period, credit standards, and discount policy offered to customers. A balanced credit policy increases sales while ensuring timely collection of payments. Without analyzing the operating cycle, excessive credit may block funds and increase bad debts. Thus, it helps maintain a balance between profitability and liquidity.

  • Helps in Performance Evaluation

The operating cycle acts as an important performance measurement tool. By comparing the actual cycle with industry standards or past performance, management can judge operational efficiency. A shorter cycle indicates effective management of inventory, production, and receivables, whereas a longer cycle signals inefficiency. This evaluation helps managers identify problem areas and take corrective actions. Therefore, it plays a vital role in improving managerial efficiency and overall business performance.

Theories of Dividend decisions

Dividend decisions refer to the strategic choices a company makes regarding the distribution of its profits to shareholders in the form of dividends or retaining them for reinvestment in the business. These decisions play a crucial role in financial management as they influence shareholder satisfaction, market perception, and the company’s growth potential. A balanced dividend policy ensures that adequate returns are provided to shareholders while retaining enough earnings for business expansion and stability. Factors such as profitability, cash flow, growth opportunities, and market expectations significantly impact these decisions, highlighting their importance in achieving long-term corporate objectives.

Some of the major different theories of dividend in financial management are as follows: 

1. Walter’s model

2. Gordon’s model

3. Modigliani and Miller’s hypothesis.

1. Walter’s model:

Professor James E. Walter argues that the choice of dividend policies almost always affects the value of the enterprise. His model shows clearly the importance of the relationship between the firm’s internal rate of return (r) and its cost of capital (k) in determining the dividend policy that will maximise the wealth of shareholders.

Walter’s Model Assumptions:

  1. The firm finances all investment through retained earnings; that is debt or new equity is not issued;
  2. The firm’s internal rate of return (r), and its cost of capital (k) are constant;
  3. All earnings are either distributed as dividend or reinvested internally immediately.
  4. Beginning earnings and dividends never change. The values of the earnings pershare (E), and the divided per share (D) may be changed in the model to determine results, but any given values of E and D are assumed to remain constant forever in determining a given value.
  5. The firm has a very long or infinite life.

Walter’s formula to determine the market price per share (P) is as follows:

P = D/K +r(E-D)/K/K

The above equation clearly reveals that the market price per share is the sum of the present value of two sources of income:

i) The present value of an infinite stream of constant dividends, (D/K) and

ii) The present value of the infinite stream of stream gains.

[r (E-D)/K/K]

Criticism:

  1. Walter’s model of share valuation mixes dividend policy with investment policy of the firm. The model assumes that the investment opportunities of the firm are financed by retained earnings only and no external financing debt or equity is used for the purpose when such a situation exists either the firm’s investment or its dividend policy or both will be sub-optimum. The wealth of the owners will maximise only when this optimum investment in made.
  2. Walter’s model is based on the assumption that r is constant. In fact decreases as more investment occurs. This reflects the assumption that the most profitable investments are made first and then the poorer investments are made.

The firm should step at a point where r = k. This is clearly an erroneous policy and fall to optimise the wealth of the owners.

  1. A firm’s cost of capital or discount rate, K, does not remain constant; it changes directly with the firm’s risk. Thus, the present value of the firm’s income moves inversely with the cost of capital. By assuming that the discount rate, K is constant, Walter’s model abstracts from the effect of risk on the value of the firm.

2. Gordon’s Model:

One very popular model explicitly relating the market value of the firm to dividend policy is developed by Myron Gordon.

Assumptions:

Gordon’s model is based on the following assumptions.

  1. The firm is an all Equity firm
  2. No external financing is available
  3. The internal rate of return (r) of the firm is constant.
  4. The appropriate discount rate (K) of the firm remains constant.
  5. The firm and its stream of earnings are perpetual
  6. The corporate taxes do not exist.
  7. The retention ratio (b), once decided upon, is constant. Thus, the growth rate (g) = br is constant forever.
  8. K > br = g if this condition is not fulfilled, we cannot get a meaningful value for the share.

According to Gordon’s dividend capitalisation model, the market value of a share (Pq) is equal to the present value of an infinite stream of dividends to be received by the share. Thus:

6.1.jpg

The above equation explicitly shows the relationship of current earnings (E,), dividend policy, (b), internal profitability (r) and the all-equity firm’s cost of capital (k), in the determination of the value of the share (P0).

3. Modigliani and Miller’s hypothesis:

According to Modigliani and Miller (M-M), dividend policy of a firm is irrelevant as it does not affect the wealth of the shareholders. They argue that the value of the firm depends on the firm’s earnings which result from its investment policy.

Thus, when investment decision of the firm is given, dividend decision the split of earnings between dividends and retained earnings is of no significance in determining the value of the firm. M – M’s hypothesis of irrelevance is based on the following assumptions.

  1. The firm operates in perfect capital market
  2. Taxes do not exist
  3. The firm has a fixed investment policy
  4. Risk of uncertainty does not exist. That is, investors are able to forecast future prices and dividends with certainty and one discount rate is appropriate for all securities and all time periods. Thus, r = K = Kt for all t.

Under M – M assumptions, r will be equal to the discount rate and identical for all shares. As a result, the price of each share must adjust so that the rate of return, which is composed of the rate of dividends and capital gains, on every share will be equal to the discount rate and be identical for all shares.

Thus, the rate of return for a share held for one year may be calculated as follows:

6.2.jpg

Where P^ is the market or purchase price per share at time 0, P, is the market price per share at time 1 and D is dividend per share at time 1. As hypothesised by M – M, r should be equal for all shares. If it is not so, the low-return yielding shares will be sold by investors who will purchase the high-return yielding shares.

This process will tend to reduce the price of the low-return shares and to increase the prices of the high-return shares. This switching will continue until the differentials in rates of return are eliminated. This discount rate will also be equal for all firms under the M-M assumption since there are no risk differences.

From the above M-M fundamental principle we can derive their valuation model as follows:

6.3.jpg

Multiplying both sides of equation by the number of shares outstanding (n), we obtain the value of the firm if no new financing exists.

6.4.jpg

If the firm sells m number of new shares at time 1 at a price of P^, the value of the firm at time 0 will be

6.5

The above equation of M – M valuation allows for the issuance of new shares, unlike Walter’s and Gordon’s models. Consequently, a firm can pay dividends and raise funds to undertake the optimum investment policy. Thus, dividend and investment policies are not confounded in M – M model, like waiter’s and Gordon’s models.

Criticism:

Because of the unrealistic nature of the assumption, M-M’s hypothesis lacks practical relevance in the real world situation. Thus, it is being criticised on the following grounds.

  1. The assumption that taxes do not exist is far from reality.
  2. M-M argue that the internal and external financing are equivalent. This cannot be true if the costs of floating new issues exist.
  3. According to M-M’s hypothesis the wealth of a shareholder will be same whether the firm pays dividends or not. But, because of the transactions costs and inconvenience associated with the sale of shares to realise capital gains, shareholders prefer dividends to capital gains.
  4. Even under the condition of certainty it is not correct to assume that the discount rate (k) should be same whether firm uses the external or internal financing.

If investors have desire to diversify their port folios, the discount rate for external and internal financing will be different.

  1. M-M argues that, even if the assumption of perfect certainty is dropped and uncertainty is considered, dividend policy continues to be irrelevant. But according to number of writers, dividends are relevant under conditions of uncertainty.

Repeated Distribution Method and Simultaneous Equations Method

Repeated distribution method is where the overheads of service department are distributed to other departments on agreed percentage, and this process is repeated till the amount of overheads are exhausted to consider further apportionment.

Under this method, the costs of service departments are directly apportioned to production departments without taking into consideration any service from one service department to another service department. Thus, proper apportionment cannot be done and the production departments may either be overcharged or undercharged. The share of each service department cannot be ascertained accurately for control purposes. Budget for each department cannot be prepared thoroughly. Therefore Department Overhead rates cannot be ascertained correctly.

Simultaneous equation method is the method where the amount of each production department can be obtained by solving simultaneous method.

Step Distribution Method:

Under this method the cost of most serviceable department is first apportioned to other service departments and production departments. The next service department is taken up and its cost is apportioned and this process goes on till the cost of the last service department is apportioned. Thus, the cost of last service department is apportioned only to the production departments.

Reciprocal Services Method:

In order to avoid the limitation of Step Method, this method is adopted. This method recognizes the fact that if a given department receives service from another department, the department receiving such service should be charged. If two departments provide service to each other, each department should be charged for the cost of services rendered by the other.

There are three methods available for dealing with inter-service departmental transfer;

(a) Simultaneous Equation Method,

(b) Repeated Distribution Method and

(c) Trial and Error Method.

(a) Simultaneous Equation Method:

Under this method, the true cost of the service departments are ascertained first with the help of simultaneous equations; these are then redistributed to production departments on the basis of given percentage. This method is preferable and is widely used even if the number of service departments are more than two. Due to the availability of computer it is not difficult to solve sets of simultaneous equations. Following illustration may be taken to discuss the application of this method.

Procedure for Accounting and Control of Overheads

  1. Classifications of Overheads Costs:

Overheads can be classified on the basis of number of characteristics.

The following are the important basis of overhead classification:

  1. Function wise Classification.
  2. Element wise Classification.
  3. Behaviour wise Classification.
  4. On the Basis of Normality.
  5. Controllability Basis.

Function wise Classification:

Under this method of classification, the various functions performed by the factory constitute the basis.

Accordingly, overheads are classified as follows:

  1. Production Overhead:

Production overhead is also termed as factory overhead, works overhead, or manufacturing overhead. It is the aggregate of factory indirect material cost, indirect wages and indirect expenses. Some examples of indirect material cost used in the manufacturing process are consumable stores, tiny part of materials such as thread and button in readymade garment industry, nails and polish in furniture making industry and so on.

Example of indirect labour cost incurred in production process are wages and salaries of repair and maintenance staff, salary of foreman, supervisor, inspector, watchman’s salary, work’s manager’s salary, etc. Example of indirect expenses incurred in production process are depreciation, repair and maintenance, rent, rates, taxes of factory building, drawing office expenses and so on.

  1. Administration Overhead:

These overheads are of general nature and consist of all costs incurred in the direction, control and administration of an undertaking which is not related directly to production or selling and distribution function. Some examples of indirect material cost are office stationery such at paper, pen, ink, carbon papers, stapler, etc.

Some examples of indirect labour cost incurred in the administration department of a factory are salaries of managing director, accountant, secretary clerks and attenders. Some examples of indirect expenses incurred in office are lighting and heating, rent and taxes repairs and maintenance, bank charges, legal charges, telephone charges, etc.

  1. Selling Overheads:

The overheads which are incurred in promoting sales and retaining customers is known as selling overheads. Selling overheads include internal material cost, indirect labour cost and indirect expenses. Some examples of indirect material cost are catalogues, price lists, free gifts and samples, etc.

Some examples of indirect labour cost incurred in the sales department are salaries of sales manager, salaries and commission of salesmen. Some examples of indirect expenses incurred in the sales department are expenses incurred in training salesman, advertisement, market research expenses, rent, insurance, heating and lighting of sales show room.

  1. Distribution Overheads:

These are expenses which are incurred from the time finished products are packed until they reach their destination. Distribution overhead includes indirect material cost, indirect labour cost and indirect expenses. Some examples of indirect materials cost incurred in the distribution department of a factory are packing materials such as cardboard boxes, hammers, nails, etc.

Some examples of indirect labour cost incurred in the distribution department are salaries of warehouse staff, salaries of drivers of delivery vans, etc. Some examples of indirect expenses are rent, heating, lighting, repairs of warehouse, freight, maintenance of delivery vans, etc.

Elementwise Classification:

Under this method, expenditures are classified into three heads:

  1. Indirect Materials:

These are the materials which cannot be conveniently identified with individual cost units. These are small and relatively inexpensive items which may become the part of the finished product. Examples of such materials are; lubricating oil, sand paper, nuts and bolts, tools for general use, gum, etc.

  1. Indirect Labour:

Indirect Labour pertains to the wages of indirect workers and cannot be conveniently identified with a particular cost unit. Examples of indirect labour are – contribution to provident fund, gratuity, holiday pay, supervisor’s salary, overtime wages, etc.

  1. Indirect Expenses:

All indirect costs, other than indirect material and indirect labour costs are termed as indirect expenses. These costs cannot be directly identified with a particular job, process or work rather these are common to cost centres. Examples of indirect expenses are – rent and rates, depreciation, lighting and power, insurance, etc.

III. Behaviour wise Classification:

Under this method expenditures are classified into three heads:

  1. Fixed Overheads:

Subject to certain limitations, the amount of fixed overheads tends to remain constant for all volume of production within a certain limit. Fixed costs are relatively unaffected by the change in the level of production or sales. The amount of such costs does not depend upon the volume of production during a period. These costs accrue over a period of time.

Hence they are also known as ‘time costs’ or ‘period costs’. However, it should not be implied that fixed costs do not change at all. They do increase with the increase in the output beyond a certain level of capacity. Examples of fixed costs are factory rent, office staff salaries, license fees, legal expenses, depreciation of building, insurance charges, etc.

  1. Variable Overheads:

Variable items of overheads are those which vary with production. Thus, there is a linear relationship between variable cost and output. However, the variable cost per unit of output remains the same. Examples of variable costs are fuel, power, lighting delivery expenses, salesman commission, etc.

  1. Semi-Variable Overheads:

These types of overheads are partly fixed and partly variable. These expenses stand mid-way between fixed and variable expenses. Examples of variable expenses are telephone and fax charges, repairs and maintenance of plant and machinery, electricity charges, material handling and storage charges, etc.

Importance of Behaviourwise Classification of Overheads:

The advantages of this classification are:

  1. Cost Control:

Fixed overheads are not controllable at all points and levels of management. At the most fixed overheads can be controlled only by the top level management, whereas, variable costs are capable of controlling at all levels of management. Thus, a proper classification of overheads into fixed and variables help in controlling overheads.

  1. Preparation of Flexible Budgets:

A flexible budget is prepared for various levels of production capacity. In its preparation classification of overheads into fixed and variable is very important. Fixed overheads remain constant for all levels of activity, whereas variable overheads vary with every change in the level of activity.

  1. Marginal Costing:

Under marginal costing technique only variable overheads are taken into cost of production, whereas fixed overheads are charged to costing profit and loss account. So for the application of marginal costing technique it becomes inevitable to classify overheads into fixed and variable overheads.

  1. Break-Even Analysis:

For preparation of breakeven chart it is also very essential to classify overheads into fixed and variable. Only then it is possible to know the point of no profit no loss in a business.

  1. Marginal Decision-Making:

Management is very often confronted with number of problems and alternate proposals. To take decision among various proposals it is necessary to classify overheads into fixed and variables. This is so because some decisions such as make or buy, fixation of price, etc., are affected by variable overheads but not by fixed overhead.

  1. Cost Analysis:

Analysis of overheads into fixed and variable is important because though fixed overheads remains fixed in respect of its amount, it decreases per unit when the volume of output is increased. Similarly, though variable overheads per unit remain the same it increases when production volume is increased. When it is necessary to know the cost per unit, it is also necessary to classify overheads into fixed and variable components.

  1. Overheads Absorption:

In order to charge overheads to various products or jobs it is essential to calculate two separate overheads rate, viz., fixed overhead rate and variable overhead rates. In order to calculate these rates overheads are to be classified into fixed and variable.

On the Basis of Normality:

According to this basis, overheads are classified into two categories.

They are:

  1. Normal Overheads:

Normal overheads are those overheads, which are expected to be incurred in attaining a given level of output. They are unavoidable. They have to be included in production cost.

  1. Abnormal Overheads:

Normal overheads are those overheads which are not expected to be incurred in attaining a given level of output. Cost of abnormal idle time, abnormal wastage of materials, etc. are examples of abnormal overheads. Abnormal overheads are transferred to costing Profit and Loss Account.

Controllability Basis:

On this basis, overheads may be classified into two categories.

They are:

  1. Controllable Overheads:

Controllable overheads are those overheads which can be controlled by efficient management. Costs of idle time, wastage, etc. are examples of controllable overheads.

  1. Uncontrollable Overheads:

Uncontrollable overheads are those overheads, which cannot be controlled. Fixed costs are example of uncontrollable overheads.

  1. Codification of Overheads:

Codifications of overheads are useful in accumulating and control of overheads. After classification of overheads, the next step involved in overhead accounting is to codify them. This is so because there are number of overheads which are incurred in factories and unless proper attention is given, the chances of accounting of all overheads may not be possible. Thus, all overheads falling under the category of depreciation relating to plant and machinery, factory building, factory furniture may be given a separate number.

So that depreciation related to all the assets can be properly accounted for codification of overheads refers to assignment of a number or symbol for each time of overheads with a view to accumulate them easily. To facilitate easy identification of different types of overheads, different code numbers are given. The code numbers given for factory overheads is known as standing number order and that to administration, selling and distribution overheads is known as cost accounting number.

Methods of Codification of Overheads:

The following are the important methods of codifying the overheads:

  1. Numerical Method:

Under this method, numerical numbers are used to codify the overheads. In big factories, first of all the various expenses are first identified and a separate number is given to each expenses. Subsequently a sub-number is given for various overheads incurred under each category of expense. For example – depreciation is given a code number as 1.

Then depreciation relating to factory building will be given a code number of 1.1, depreciation relating to plant and machinery 1.2 and that relating to furniture 1.3 and so on. Similarly repairs may be given a code number as 2. Then repairs relating to factory building are given a code number as 2.1 repairs relating to plant and machinery as 2.2 and repairs relating to furniture as 2.3 and so on.

  1. Alphabetic Method:

Under this method, alphabets are used to codify the overheads. Each item of overhead is given a code letter which happens to be the first letter of the overhead expenditure. However, items of overheads beginning with same letter will pose a problem. To avoid confusion, the next letter of the overhead can be used along with the first letter.

Examples of this method are:

  1. Alpha Numerical Method:

This method combines both the alphabetic and numerical methods. The alphabetic letter denotes the main expenditure while the numerical number denotes its sub-division. For example; Depreciation of plant is coded as D1, Depreciation of plant and machinery is coded as D2 and depreciation of assets as D3.

  1. Decimal Method:

Under this method the various departments are first identified and a separate number is given to them. Then each and every overhead incurred in the respective departments are given a sub-number. For example; salary of clerk belonging to office department is given a code number as 1.1. The salary of clerk belonging to selling department is given a code number as 2.1 and so an.

  1. Collection of Overheads:

The process of ascertaining the amount of overheads incurred for a period is called collection of overhead. The classified and coded overheads are collected and recorded under the standing over number and cost accounting number.

To facilitate recording of overhead as separate ledger known ‘overhead ledger’ is maintained. Separate accounts are opened for standing order number and cost accounting number in this ledger. Generally, overheads are collected at the end of every month and after totalling them, they are recorded in the overhead ledger.

Absorption of Factory Overheads

  1. Standard Rate:

This method is adopted by those industries which adopt standard Costing technique. The standard overheads and standard base is set on the basis of past experience and necessary adjustments are made based on the factors which affect it. The standard overhead is divided by a standard base, gives a standard rate of overhead absorption.

The following formula is used for the purpose:

Overhead Rate = Standard overhead for a Period / Standard base for the period

  1. Rate Per Unit of Output:

Under this method, the overheads are absorbed on the basis of number of units produced. The overhead absorption rate is obtained by dividing the overheads to be absorbed by the number of units produced.

It is expressed in the form of formula as follows:

Overhead Rate = Overhead to be absorbed / No. of units produced

Suitability:

This method is suitable where the finished goods are identical in nature.

Advantages:

It is the simplest method among all the methods.

Disadvantages:

  1. This method is not suitable where different varieties of finished products are manufactured.
  2. If historical overhead rate of recovery is adopted it involves considerable delay in computing the overhead rate as one has to wait for the completion of production for the given period.

Machine Hour Rate:

This method refers to the overheads incurred for running a machine for one hour. This rate is ascertained by dividing the amount of factory overhead apportioned to a machine by the number of machine hours for the concerned period.

Expressed in the form of a formula:

Machine hour rate = Factory Overhead/ No. of Machine Hours

Suitability:

This method is most suited where machines are used predominantly for production purpose.

Advantages:

  1. This is most scientific, accurate and logical method of overhead absorption.
  2. It helps in knowing the existence and extent of idle time of machines.
  3. This method takes into account time factor and hence gives accurate results.
  4. It helps in comparing the efficiency and cost of operating different machines.
  5. It helps management in choosing between manual labour and machines.

Disadvantages:

  1. This method is not suitable in manual labour-based factories.
  2. It involves maintenance of additional records for noting down the machines hours operated.

Labour Hour Rate:

Under this method, overheads are absorbed on the basis of direct labour hours worked. The overhead rate is obtained by dividing the overheads to be absorbed by the number of direct labour hours.

The following formula can be used for its calculation:

Overhead Rate = Production Overhead / Direct Labour Hours

Suitability:

This method is most suitable where manual labour is engaged in the factory.

Advantages:

  1. This method gives full consideration to time factor.
  2. This is not affected by the methods of wage payment (i.e., time rate or piece rate method)
  3. This method gives accurate results.

Disadvantages:

  1. This method requires additional clerical work and separate records are necessary for recording direct labour hours.
  2. This method is not desirable where machines are used to a great extent.

Prime Cost Percentage Rate:

This method is based on the assumption that both materials and labour give rise to factory overheads and thus total of the two i.e., material and labours should be taken as the base for absorption of factory overheads. In other words, this method is a combination of the material cost and labour cost methods.

Under this method overhead rate is calculated by dividing the production overheads by Prime Cost.

Overhead Rate = ( Factory Overheads/Prime Cost) * 100

Suitability:

This method is suitable where direct material cost and direct labour cost are equally important and overheads are related to both.

Advantages:

  1. It is simple to understand and easy to operate.
  2. Information regarding materials and wages are readily available and there is no need to keep separate account for them.
  3. This method gives satisfactory result because it takes into account direct material cost and direct labour cost.

Disadvantages:

  1. Under this method, equal importance is given to both material cost and labour cost, though most of the overheads are closely related to labour cost.
  2. Where material cost is predominant element of cost, the method ignores time factor.

Direct Labour Cost Percentage Rate:

This is the oldest method of overhead absorption and still it is more popularly used. Under this method, the overhead to be absorbed is divided by direct labour cost and the quotient is expressed in the form of percentage.

It is calculated with the help of following formula:

Overhead Rate = (Production Overhead/Direct Labour Cost) * 100

Suitability:

  1. Where labour cost forms a high proportion to total cost of production.
  2. Where skill of labour does not differ widely.
  3. Where the wage rate does not fluctuate widely.

Advantages:

  1. The method is simple to understand and easy to operate.
  2. It gives stable results as labour rates are more constant than material prices.
  3. Under this method special consideration is given to time factor, as higher the charge to a job for wages, the longer will have been the time spent on that job.
  4. This method can be adopted with advantage where rates of workers are same, where workers are more or less of equal skill and where uniform types of works are performed.

Disadvantages:

  1. This method is not suitable, where machines are used at a great extent.
  2. As it ignores time factor, this method is not suitable in those industries where piece rate system of wage payment is adopted.
  3. Where the work is done by both skilled and unskilled workers, the method is not suitable. If works are done by unskilled workers overheads incurred will be more.
  4. No distinction is made between work done by skilled and unskilled workers.
  5. It also does not distinguish between production of hand workers and that of machine workers. Machines give rise to certain overheads like depreciation, power etc. which should be charged only to the work done on machines.

Percentage on Direct Material Cost:

Under this method, the amount of overheads to be absorbed by cost unit is determined by the cost of direct materials consumed in producing it. This rate is ascertained by dividing the total overheads by the total cost of direct materials consumed in the department and multiplied by 100.

Overhead Rate = (Production/Factory Overheads/ Direct material Consumed) * 100

Suitability:

  1. Where only one variety of the product is manufactured.
  2. Where the materials used are common for different jobs or process or products.
  3. Where the prices of the raw materials remain stable.
  4. Where material costs constitute highest proportion to total cost.

Advantages:

  1. This method is simple and easy to operate because cost of direct materials is readily available and no additional records are required to be maintained for this purpose.
  2. This method gives fairly accurate rates where material prices do not fluctuate widely and where output is uniform.

Disadvantages:

  1. Most of the factory overheads are not directly related to direct materials cost. So the method is not logically correct and hence gives misleading results.
  2. This method fails to take into account the jobs performed by skilled and unskilled workers. A job which is performed by unskilled workers requires more amount of overheads. This method also fails to distinguish the jobs done by manual labour and machines.
  3. This method does not take time factor into account. Most of the overheads are related to time element. A job which requires a longer period to complete may need more of overheads than a job which is completed in a shorter period of time.
  4. This method is quite illogical and inaccurate because overheads are in no way related to the cost of materials consumed. The amount of overheads does not change because the work is being done on copper instead of iron. Both metals are quite different in prices and by applying the same percentage for both will be obviously incorrect.
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