BUS-101 · Lesson 10 of 12 · 33 min

Finance, banks and capital markets

Accounting records what has happened; finance is about decisions involving money over time: how much cash a business needs, where to get it, what to invest in and how to manage risk. This lesson introduces the finance function, cash flow planning and working capital, the time value of money, short-term and long-term financing, debt versus equity, the banking system and central bank, stock and bond markets, and a first look at evaluating investments with net present value.

The finance function

In a small business, the owner handles finance with help from an accountant and a banker. In a large company, a chief financial officer (CFO) leads a team that includes a treasurer, who manages cash, banking relationships, borrowing and risk, and a controller, who runs accounting, budgeting and reporting. The core questions of finance are: what long-term investments should the firm make (capital budgeting); how should it pay for them (financing and capital structure); and how should it manage day-to-day cash, receivables, inventory and payables (working capital management)? Behind all three lies one goal: increasing the value of the business for its owners while meeting obligations to lenders, employees and other stakeholders.

Budgets and cash flow forecasts

A budget is a financial plan for a future period. The operating budget forecasts revenue and expenses; the capital budget plans spending on long-term assets; and the cash budget, or cash flow forecast, predicts cash receipts and payments month by month. The cash budget is especially important for small and growing firms, because it shows in advance when the business will need to borrow and when it will be able to repay.

Worked problem

A three-month cash budget

A landscaping company starts April with $8,000 of cash and wants to keep at least $5,000. Expected cash receipts are $22,000 in April, $48,000 in May and $60,000 in June. Expected cash payments are $35,000 in April, $45,000 in May and $47,000 in June. When must it borrow, how much, and when can it repay?

Show solution
  1. April: opening $8,000 + receipts $22,000 − payments $35,000 = −$5,000. To reach the $5,000 minimum it must borrow $10,000; closing cash $5,000.
  2. May: opening $5,000 + $48,000 − $45,000 = $8,000. It can repay $3,000 and keep $5,000; loan balance $7,000.
  3. June: opening $5,000 + $60,000 − $47,000 = $18,000. It can repay the remaining $7,000 (plus interest), leaving $11,000.
  4. Peak borrowing need: $10,000 in April.
  5. A line of credit of at least $10,000 to $15,000, arranged before April, covers the seasonal gap with a margin.

Answer: The company must borrow about $10,000 in April and can repay it fully by June. Arranging a line of credit in advance is much easier than asking a bank for money in the middle of a cash crunch.

Working capital and the cash conversion cycle

Working capital is current assets minus current liabilities. Managing it well frees cash. The cash conversion cycle measures how many days cash is tied up between paying suppliers and collecting from customers: days of inventory plus days sales outstanding (how long customers take to pay) minus days payables outstanding (how long the firm takes to pay suppliers). A shorter cycle means less financing is needed.

\[\text{Cash conversion cycle} = \text{Days inventory} + \text{Days receivable} - \text{Days payable}\]

Ways to shorten the cycle include holding less inventory, invoicing promptly, offering small discounts for early payment, following up overdue accounts and negotiating longer payment terms with suppliers, though stretching payables too far damages supplier relationships.

The time value of money

A dollar today is worth more than a dollar a year from now, because today's dollar can be invested to earn interest and because the future is uncertain. This idea, the time value of money, underlies loans, savings, investments and the valuation of businesses. With compound interest, interest earns interest.

\[FV = PV \times (1 + r)^{n}\]
\[PV = \frac{FV}{(1 + r)^{n}}\]

Here PV is the present value, FV the future value, r the interest rate per period and n the number of periods. Moving money forward in time is called compounding; bringing future money back to today is called discounting.

Worked problem

Compounding and discounting

You invest $10,000 at 5 % a year compounded annually. What is it worth in 10 years? Separately, a customer offers to pay you $10,000 in three years instead of $8,800 today. If you can earn 5 %, which should you take?

Show solution
  1. Future value = $10,000 × 1.05^10 = $10,000 × 1.6289 = $16,289.
  2. Interest earned = $6,289, of which $5,000 is simple interest and $1,289 is interest on interest.
  3. Present value of $10,000 in three years = $10,000 ÷ 1.05^3 = $10,000 ÷ 1.1576 = $8,638.
  4. Compare: $8,800 today versus a present value of $8,638.
  5. The $8,800 today is worth $162 more.

Answer: The investment grows to $16,289. Take the $8,800 today, because the $10,000 later is worth only $8,638 in today's dollars at 5 %.

Short-term financing

Businesses use short-term financing, repaid within a year, to cover seasonal needs and working capital. Trade credit, buying from suppliers on terms such as net 30, is the most common source. A line of credit lets a business borrow up to a limit as needed and pay interest only on the amount used, usually at a variable rate tied to the bank's prime rate. Other sources include business credit cards, short-term loans, factoring (selling receivables to a finance company at a discount) and, for large companies, commercial paper.

Worked problem

The cost of skipping an early payment discount

A supplier offers terms of 2/10, net 30: a 2 % discount if paid within 10 days, otherwise the full amount is due in 30 days. A business with a $50,000 invoice is deciding whether to pay early, using its line of credit at 8 % a year if needed. What is the effective annual cost of not taking the discount?

Show solution
  1. Discount = 2 % × $50,000 = $1,000; pay $49,000 on day 10 or $50,000 on day 30.
  2. Skipping the discount means paying $1,000 to keep $49,000 for 20 more days.
  3. Cost for 20 days = $1,000 ÷ $49,000 = 2.04 %.
  4. Periods of 20 days in a year = 365 ÷ 20 = 18.25; approximate annual cost = 2.04 % × 18.25 ≈ 37.2 %.
  5. Borrowing at 8 % to take the discount saves money.

Answer: Not taking the discount costs about 37 % a year, far more than an 8 % line of credit, so the business should borrow if necessary and pay on day 10.

Long-term financing: debt and equity

Long-term investments such as buildings, equipment, acquisitions and research are funded with long-term debt, equity or retained earnings. Debt includes term loans, mortgages and, for larger firms, bonds: securities in which the company borrows from investors and promises to pay interest (the coupon) and repay the principal at maturity. Equity includes shares sold to investors and profits kept in the business. Each has trade-offs.

Debt and equity compared
FeatureDebtEquity
Ownership and controlLenders do not own the business, though loan covenants may limit actionsShareholders own part of the business and may vote
RepaymentMust be repaid on schedule with interestNo repayment; shareholders share in profits through dividends and growth
CostUsually cheaper; interest is tax-deductibleUsually more expensive, because shareholders bear more risk
Risk to the firmMissed payments can lead to default and bankruptcyNo fixed payments; lower financial risk
Claim on assetsPaid before shareholdersResidual claim after all creditors

Using debt to finance a business is called leverage. When the business earns more on its assets than it pays in interest, leverage magnifies the return to owners; when it earns less, leverage magnifies losses. That is why heavily indebted companies are hit hardest in recessions.

Worked problem

How leverage changes return on equity

Two identical firms each have $1,000,000 of assets and earn operating income of $150,000 in a good year and $40,000 in a bad year. Firm A is financed entirely with equity. Firm B uses $600,000 of debt at 7 % interest and $400,000 of equity. Ignoring taxes, compare their returns on equity.

Show solution
  1. Firm B's annual interest = 7 % × $600,000 = $42,000.
  2. Good year: A earns $150,000 on $1,000,000 equity = 15 %. B earns $150,000 − $42,000 = $108,000 on $400,000 = 27 %.
  3. Bad year: A earns $40,000 on $1,000,000 = 4 %. B earns $40,000 − $42,000 = −$2,000 on $400,000 = −0.5 %.
  4. Leverage raised B's return in the good year and pushed it to a loss in the bad year.
  5. The return on assets (15 % or 4 %) versus the interest rate (7 %) decides which way leverage cuts.

Answer: Debt magnified Firm B's return on equity from 15 % to 27 % in the good year but turned a 4 % return into a small loss in the bad year. Leverage increases both the reward and the risk for owners.

Banks and the central bank

Canada's banking system is dominated by six large, federally chartered banks, the Royal Bank of Canada, TD, Scotiabank, BMO, CIBC and National Bank, alongside credit unions and caisses populaires, trust companies and other lenders. Banks are regulated under the Bank Act and supervised by the Office of the Superintendent of Financial Institutions (OSFI); eligible deposits are insured by the Canada Deposit Insurance Corporation (CDIC) up to $100,000 per category. The Bank of Canada is the central bank. It sets the policy interest rate to keep inflation near 2 %, which influences the prime rate and other borrowing costs. At the time of writing (October 2026), the policy rate has been 2.25 % since October 2025; the Bank held it in September 2026 and its next decision is due on October 28, 2026.

Banks act as financial intermediaries: they take deposits from savers and lend to borrowers, earning the difference between the interest they charge and the interest they pay. When the central bank raises its policy rate, bank borrowing costs rise, loans become more expensive and spending slows; when it cuts, borrowing becomes cheaper. For businesses with variable-rate loans or lines of credit, each change feeds directly into interest costs.

Capital markets

Capital markets are where long-term securities, mainly shares and bonds, are bought and sold. In the primary market, companies sell new securities to raise money, for example in an initial public offering (IPO). In the secondary market, investors trade existing securities with each other on exchanges such as the Toronto Stock Exchange (TSX), Canada's main senior exchange, and the TSX Venture Exchange for smaller companies, both owned by TMX Group, and on alternative trading systems. Securities regulation in Canada is provincial: each province and territory has a securities commission, such as the Ontario Securities Commission, and they coordinate through the Canadian Securities Administrators (CSA). The Canadian Investment Regulatory Organization (CIRO) oversees investment dealers and trading.

Share prices reflect investors' expectations of a company's future cash flows and the risk of those flows. Market capitalization is the share price multiplied by the number of shares outstanding. The price-to-earnings (P/E) ratio compares the share price with earnings per share; a high P/E usually means investors expect strong growth. Bond prices move opposite to interest rates: when rates rise, existing bonds with lower coupons become less valuable.

Evaluating investments: net present value

When a business considers an investment, such as a new machine, store or product line, it compares the cash the investment will bring in with what it costs. Because the cash arrives over several years, it must be discounted to the present at the firm's required rate of return, which reflects its cost of capital and the project's risk. Net present value (NPV) is the present value of future cash inflows minus the initial investment. A positive NPV means the investment is expected to earn more than the required return and add value; a negative NPV means it would destroy value.

\[NPV = -C_0 + \sum_{t=1}^{n} \frac{CF_t}{(1 + r)^{t}}\]

Worked problem

NPV of a new delivery van

A bakery is considering a $60,000 delivery van that would add after-tax cash flows of $20,000 a year for four years, with no resale value. Its required return is 10 %. Should it buy the van? Also compute the simple payback period.

Show solution
  1. Discount factors at 10 %: year 1 = 0.9091, year 2 = 0.8264, year 3 = 0.7513, year 4 = 0.6830.
  2. Present values: $18,182 + $16,529 + $15,026 + $13,660 = $63,397.
  3. NPV = −$60,000 + $63,397 = +$3,397.
  4. Payback period = $60,000 ÷ $20,000 = 3 years.
  5. At a 12 % required return the present value would be $60,747 and NPV only about +$747, so the decision is sensitive to the rate.

Answer: The NPV is positive at about $3,400, so the van adds value at a 10 % required return, and it pays back in three years. Payback is easy to understand but ignores the time value of money and cash flows after the payback date, so NPV is the better decision rule.

Common mistakes

  • MistakeComparing money received at different times without discounting.

    InsteadConvert all cash flows to present value before comparing.

  • MistakeUsing a line of credit to buy long-term assets.

    InsteadMatch financing to the asset: short-term needs with short-term credit, long-term assets with long-term debt or equity.

  • MistakeThinking debt is always cheaper and therefore always better.

    InsteadDebt adds fixed payments and risk; leverage magnifies losses as well as gains.

  • MistakeIgnoring early payment discounts.

    InsteadCalculate the annual cost; skipping 2/10, net 30 costs about 37 % a year.

  • MistakeChoosing investments by payback alone.

    InsteadUse NPV, which accounts for the time value of money and all cash flows.

Summary and key terms

  • Finance decides what to invest in, how to fund it and how to manage working capital.
  • Cash budgets show when a business must borrow and when it can repay.
  • The cash conversion cycle is days inventory plus days receivable minus days payable.
  • FV = PV × (1 + r)^n; discounting reverses compounding.
  • Debt is cheaper but riskier than equity; leverage magnifies returns and losses.
  • The Bank of Canada sets the policy rate; securities are regulated provincially through the CSA.
  • A positive NPV means an investment earns more than the required return.
Working capital
Current assets minus current liabilities.
Cash conversion cycle
Days cash is tied up between paying suppliers and collecting from customers.
Time value of money
The idea that money today is worth more than the same amount later.
Line of credit
A borrowing limit the business can draw on as needed.
Trade credit
Credit suppliers give by allowing later payment.
Bond
A debt security paying interest and repaying principal at maturity.
Leverage
Using debt to finance assets, magnifying returns to owners.
Initial public offering
A company's first sale of shares to the public.
Market capitalization
Share price times shares outstanding.
Net present value
Present value of future cash flows minus the initial investment.

Practice problems

Work each problem on paper first, then reveal the answer to check.

  1. $5,000 at 4 % compounded annually for 3 years grows to?

    Show answer

    About $5,624.32.

  2. Present value of $1,000 in 2 years at 10 %?

    Show answer

    About $826.45.

  3. Days inventory 50, days receivable 40, days payable 30. Cash conversion cycle?

    Show answer

    60 days.

  4. Give two sources of short-term financing.

    Show answer

    Trade credit, a line of credit, credit cards, factoring or commercial paper.

  5. Give one advantage of equity over debt.

    Show answer

    No required repayment or fixed interest, so less financial risk.

  6. Why are bond prices and interest rates inversely related?

    Show answer

    When rates rise, existing bonds with lower coupons are worth less.

  7. Share price $40, 5 million shares. Market capitalization?

    Show answer

    $200 million.

  8. An investment costs $10,000 and the present value of its inflows is $9,400. Accept?

    Show answer

    No; NPV is −$600.

  9. Who regulates securities in Canada?

    Show answer

    Provincial and territorial securities commissions, coordinated through the CSA.

  10. What is the payback period of a $30,000 project returning $12,000 a year?

    Show answer

    2.5 years.

Lesson quiz · 5 questions

Score 60% or more to complete this lesson.

Take the quiz