How might that affect short-term and long-term spending priorities?

Success Factors and Risks. Use this section to discuss the factors that may affect current and future performance. Specifically:
A. How do the organization’s financial and strategic priorities affect accounting procedures and business decisions? How might that affect business
success? For example, is management growth-oriented or efficiency-oriented? What is the organization’s approach to risk and short- versus longterm
planning horizons? [MBA-520-03]
B. How might the organization better capitalize on non-financial factors such as market share, reputation, human resources, physical facilities, or
patents? Support your response with relevant research and analysis. [MBA-520-03]
C. What are the most significant internal risks to the company’s financial performance? Give evidence to support your response. For example, is the
company vulnerable to technological changes or cyber-attacks? Loss of high-talent personnel? Production disruptions? [MBA-520-03]
V. Projections. Based on what you know about the organization’s financial health and performance, forecast its future performance. In particular, you
should:
A. Project the organization’s likely consolidated financial performance for each of the next three years. Support your analysis with an appendix
spreadsheet showing actual results for the most recent year, along with your projections and assumptions. Remember, your supervisor is
interested in fresh perspectives, so you should not just replicate existing financial statements, but should add other relevant calculations or
disaggregations to help inform decisions. [MBA-520-04]
B. Modify your projections for the coming year to show a best- and worst-case scenario, based on the potential success factors and risks you
identified. As with your initial projections, support your analysis with an appendix spreadsheet, specifying your assumptions and including
relevant calculations and disaggregations beyond those in existing financial reports. [MBA-520-04]
C. Discuss how your assumptions, forecasting methodology, and information gaps affect your projections. Why are your projections appropriate?
For example, are they consistent with the organization’s mission and priorities? Aggressive but achievable? How would changing your
assumptions change your projections? [MBA-520-04]
VI. Business opportunities. In this section, discuss the incremental impact of a hypothetical, but reasonable, simple new investment project, such as a new
product or facility or a cost-cutting investment, as an initial step in thinking about the future. Be sure to address the following:
A. Based on your knowledge of this organization, what is a likely investment it would consider and why? Be sure to describe the basic features of
the investment as a foundation for considering its potential financial impact. [MBA-520-05]
B. Evaluate the approximate costs and benefits of the investment you identified, explaining how these would affect your spreadsheet projections
and business decisions. Estimates are sufficient, but should be grounded in common sense and insight into the organization. [MBA-520-05]
C. How does the potential investment affect budgeting and related business decisions? For example, does the investment involve significant cash
spending this coming year, followed by benefits in the following year? How might that affect short-term and long-term spending priorities? Does
the benefit outweigh the cost? [MBA-520-05]
VII. Recommendations. What should you and your manager do next? Support your recommendations with evidence from your financial analysis. For
example, should the company pursue the new investment you identified? Implement process changes to decrease risks and/or improve performance?
[MBA-520-06]

Strawberries

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