Cover Image
close this bookFinancial Management of a Small Handicraft Business (Oxfam, 1988, 43 p.)
View the documentAcknowledgements
View the documentIntroduction
close this folderI. Cost calculations in the handicraft industry
View the document(introduction...)
View the documentI. 1. Production costs
View the documentI.2. Overhead apportionment
View the documentI.3. Selling and distribution costs
View the documentI.4. Ways to reduce costs
close this folderII. Pricing
View the document(introduction...)
View the documentII. 1. Value in the market
View the documentII.2. Costs and pricing
View the documentII.3. Contribution analysis
close this folderIII. The concept of working capital
View the documentIII.1. Defining working capital
View the documentIII.2. The role of working capital
View the documentIII.3. Performance measurement
View the documentIII.4. Profits
close this folderIV. Financial planning and decision making
View the documentIV. 1. Management Accounting
View the documentIV.2. Planning for working capital requirements
View the documentIV.3. Releasing cash from other assets
View the documentIV.4. Working capital decisions
View the documentConclusion
View the documentA manual of credit & savings for the poor of developing countries

Conclusion

The introduction of financial analysis into the management of a social production unit can seem a forbidding step. The first stage towards its incorporation must be the perception of its usefulness. If external finance is sought, a funding agency or bank will insist on seeing financial statements and projections, probably over a period of a few years. It is hoped that the description of analytical techniques given in this pamphlet would assist in serving not only that purpose but also the management of money during operational activity. A constant clear picture of where a business stands financially is essential for the well-being of the artisans whom it is set up to serve.