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CHEATSHEET
FMWC
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GENERAL NAVIGATION WORKBOOK
Ctrl P Print Alt PgDn One screen right Shift F11 New worksheet
Ctrl S Save Workbook Alt PgUp One screen left Ctrl PgDn Next worksheet
Ctrl C Copy PgUp One screen up Ctrl PgUp Previous worksheet
Ctrl X Cut PgDn One screen down F6 Next pane
Ctrl V Paste Ctrl Right edge of data region
Shift F6 Previous pane
Ctrl Z Undo Ctrl Tab Next workbook
Ctrl Left edge of data region
Ctrl Y Redo Ctrl Shift Tab Previous workbook
Home Beginning of row
Ctrl E Flash Fill Ctrl F9 Minimize workbook
Ctrl End Last cell
Ctrl K Insert Hyperlink Ctrl F10 Maximize workbook
Ctrl Home First cell
Ctrl N New workbook Ctrl F6 Switch Between Open
Ctrl Tab Switch Worksheets
Ctrl O Open workbook Workbooks
Alt U , V Toggle Full Screen
F11 Chart in new worksheet
F4 Repeat
Ctrl W Close workbook
Alt F4 Close Excel
FORMATTING FORMATTING DATA ANALYSIS
Alt H A C Align center Ctrl : Insert Current Time
Alt D , T Data Table
Alt H A L Align left Ctrl B Bold
Alt A , S , G Goal Seek
Alt T I Solver Add-in
Alt H A R Align right Ctrl I Italic ,
Alt H F G Increase font size Alt A B Subtotal Function
Ctrl U Underline ,
Alt H F K Decrease font size Ctrl Shift C Format Painter Alt
, L Consolidate Data
Ctrl Shift $ Currency Format Ctrl + Insert Rows/Columns Ctrl Q Autofill Right
Ctrl Shift % Percentage Format Ctrl - Delete Rows/Columns Alt A
, C Remove Filter
Ctrl Shift ^ Scientific Nb Format Ctrl 1 Format Cells Dialog Box
Ctrl Shift # Date Format Ctrl D Autofill Down
Ctrl Shift @ Time Format Ctrl R Autofill Right
Ctrl Shift ! Number Format Ctrl Shift 7 Apply Cell Borders
Ctrl ; Insert Current Date Ctrl Shift _ Remove Borders
FINANCE FORMULAS CHEATSHEET FMWC
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1. TIME VALUE OF MONEY (TVM) 2. STATISTICAL MEASURES 3. FINANCIAL RATIOS
Future Value (FV) Present Value (PV) Mean (Average) ;FWNFSHJ Ɉt LIQUIDITY RATIOS
Current Ratio 6ZNHP 7FYNT
Present Value of Annuity (PVA) Future Value of Annuity (FVA) 8YFSIFWI )J[NFYNTS Ɉ
PROFITABILITY RATIOS
Net Present Value (NPV) Covariance Gross Profit Margin
Effective Annual Rate (EAR) Correlation Coefficient (r) 'JYF Ȼ TK F 8YTHP Return on Assets (ROA) Return on Equity (ROE)
LEVERAGE RATIOS
Debt to Equity Ratio Interest Coverage Ratio
4. DEPRECIATION METHODS 5. INVESTMENT ANALYSIS
Straight-Line Depreciation 5F^GFHP 5JWNTI
6. VALUATION FORMULAS
Declining Balance Method Profitability Index (PI)
Dividend Discount Model (DDM) Free Cash Flow to Firm (FCFF)
Free Cash Flow to Equity (FCFE)
Sum-of-the-Years-Digits (SYD) Method Capital Asset Pricing Model (CAPM)
Weighted Average Cost of Capital (WACC)
7. BOND PRICING
Earnings Per Share (EPS)
Price of a Bond
8. BREAK-EVEN ANALYSIS 9. RISK AND RETURN FORMULAS
'WJFPJ[JS 6ZFSYNY^ 6 Sharpe Ratio
FINANCE FORMULAS CHEATSHEET FMWC
www.fmworldcup.com
1. TIME VALUE OF MONEY (TVM) 2. STATISTICAL MEASURES 3. FINANCIAL RATIOS
Future Value (FV) Present Value (PV) Mean (Average) ;FWNFSHJ Ɉt LIQUIDITY RATIOS
Current Ratio 6ZNHP 7FYNT
Present Value of Annuity (PVA) Future Value of Annuity (FVA) 8YFSIFWI )J[NFYNTS Ɉ
PROFITABILITY RATIOS
Net Present Value (NPV) Covariance Gross Profit Margin
Effective Annual Rate (EAR) Correlation Coefficient (r) 'JYF Ȼ TK F 8YTHP Return on Assets (ROA) Return on Equity (ROE)
LEVERAGE RATIOS
Debt to Equity Ratio Interest Coverage Ratio
4. DEPRECIATION METHODS 5. INVESTMENT ANALYSIS
Straight-Line Depreciation 5F^GFHP 5JWNTI
6. VALUATION FORMULAS
Declining Balance Method Profitability Index (PI)
Dividend Discount Model (DDM) Free Cash Flow to Firm (FCFF)
Free Cash Flow to Equity (FCFE)
Sum-of-the-Years-Digits (SYD) Method Capital Asset Pricing Model (CAPM)
Weighted Average Cost of Capital (WACC)
7. BOND PRICING
Earnings Per Share (EPS)
Price of a Bond
8. BREAK-EVEN ANALYSIS 9. RISK AND RETURN FORMULAS
'WJFPJ[JS 6ZFSYNY^ 6 Sharpe Ratio
BREAK-EVEN ANALYSIS CHEATSHEET FMWC
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WHAT IS BREAK-EVEN ANALYSIS?
Break-even analysis is a financial calculation used to determine the number of units or revenue needed
to cover total costs (both fixed and variable). At the break-even point, a business neither makes a profit
nor incurs a loss.
KEY COMPONENTS
Costs that remain constant,
Costs that vary directly with the level
regardless of the number of units Variable
Fixed Costs of production. Examples include
produced or sold. Examples include Costs
materials, labor, and utilities.
rent, salaries, and insurance.
The amount of money charged to The difference between the selling
Selling Price customers for one unit of a product Contribution price per unit and the variable cost per
Per Unit or service. Margin unit. This margin contributes to
covering fixed costs.
BREAK-EVEN FORMULA
EXAMPLE
Let’s say you run a bakery and you want to find out how many cupcakes you need to sell to break even.
Fixed Costs: $2,000 Variable Cost per Cupcake: $2
Selling Price per Cupcake: $5
(e.g., rent, utilities) (e.g., ingredients, labor)
You need to sell approximately 667 cupcakes to cover your costs. Every cupcake sold after this point
contributes to your profit.
REAL-LIFE USE-CASES
Startup Planning Pricing Strategy Financial Forecasting
Entrepreneurs use break-even analysis Businesses can set prices based on the Companies use break-even analysis to
to determine how much they need to number of units they need to sell to forecast profitability under different
sell to cover initial investments. break even. scenarios (e.g., changes in costs or prices).
WHY BREAK-EVEN ANALYSIS MATTERS
Understanding your break-even point helps you make informed decisions about pricing, budgeting, and
scaling your business. It’s a crucial tool for managing financial risk and ensuring long-term sustainability.
WORKING CAPITAL MANAGEMENT FMWC
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DEFINITION OF WORKING CAPITAL
Working Capital (WC) = Current Assets – Current Liabilities
It represents the difference between a company’s current assets (like cash, accounts receivable, and inventory) and its current liabilities (like accounts payable, accrued
expenses, and short-term debt).
KEY COMPONENTS OF WORKING CAPITAL
Cash and cash equivalents, accounts receivable, Accounts payable, short-term debt,
Current Assets: inventory, and short-term investments. Current Liabilities: accrued liabilities, and other payables.
IMPORTANCE OF WORKING CAPITAL MANAGEMENT
Liquidity: Operational Efficiency: Profitability:
Ensures the company has enough cash to meet Allows smooth day-to-day operations, enabling Effective working capital management helps
short-term obligations. the company to meet obligations without optimize cash flow, reducing the need for borrowing
raising extra funds. and thus cutting interest expenses.
KEY WORKING CAPITAL METRICS
1. Current Ratio 2. Quick Ratio (Acid-Test Ratio)
FORMULA: WHAT IT MEANS: FORMULA: WHAT IT MEANS:
Measures the company's ability to A stricter measure than the
cover its short-term liabilities with current ratio, excluding
its short-term assets. A ratio above inventory, which may take
1 is generally preferred. longer to convert into cash.
3. Cash Conversion Cycle (CCC) 4. Days Sales Outstanding (DSO)
FORMULA: WHAT IT MEANS: FORMULA: WHAT IT MEANS:
Measures how long it takes to The average number of days it
convert investments in inventory takes to collect payment after a
and other resources into cash flows sale. A shorter DSO improves
from sales. cash flow.
5. Days Inventory Outstanding (DIO) 6. Days Payable Outstanding (DPO)
FORMULA: WHAT IT MEANS: FORMULA: WHAT IT MEANS:
The average time it takes to sell The average number of days the company
takes to pay its suppliers. A higher DPO
inventory. A lower DIO indicates helps conserve cash, but excessive delays
better inventory management. may harm relationships with suppliers.
WORKING CAPITAL STRATEGIES
Aggressive Strategy: Conservative Strategy: Moderate Strategy:
Keeping lower levels of working capital by delaying Maintaining high levels of working capital to A balanced approach that ensures liquidity while
payments (increasing DPO) and reducing the cash tied ensure smooth operations and minimize risk. minimizing unnecessary costs associated with
up in inventory (lowering DIO). This can lead to higher However, this can lead to inefficiency by tying up holding too much cash or inventory.
profitability but increases financial risk. too much cash in short-term assets.
COMMON WORKING CAPITAL ISSUES HOW TO IMPROVE WORKING CAPITAL
Leads to cash being tied up in goods that may not sell quickly. This Implement Just-in-Time (JIT) inventory to reduce DIO, minimize
Overstocking Inventory: Inventory Management:
increases DIO and reduces liquidity. holding costs, and improve cash flow.
Late Payments from High DSO means cash flow suffers because receivables aren’t being Implement stricter credit policies to reduce DSO. Offer discounts for early
collected quickly enough.
Credit Control: payments and follow up promptly on overdue invoices. Optimize your DSO,
Customers:
DIO, and DPO to maintain a healthy cash flow.
Delaying Supplier A higher DPO conserves cash but may hurt relationships with Negotiate better payment terms with suppliers to increase DPO
Supplier Negotiations:
Payments: suppliers. without damaging supplier relationships.
Excessive Short-term Increases pressure on the company’s cash flow due to high interest or Reduce operating expenses and avoid unnecessary short-term
the need to roll over loans frequently.
Expense Management:
Debt: liabilities.
