Financial Management
Senior 4 · Entrepreneurship
Financial Management
Lesson 3 of 5
25 min
Hakizimana is a welder in Rubavu. He makes gates, window frames and wheelbarrows, and repairs them, working outdoors on bare ground. Customers like his work, but rain stops him for weeks each year, and he turns away large orders because he has no bending machine. A covered workshop, a bending machine and a generator would cost Frw 18 million. He has Frw 3 million of savings. A bank will lend if he offers his plot as security; a friend who works abroad wants to put in money as a partner; a machinery dealer offers to lease him the bending machine; and his steel supplier offers 30 days' credit. (Hakizimana and his figures are illustrative.)
Think about it: Should Hakizimana take the cheapest money, the money with the fewest conditions, or the money he can repay most safely? Can he combine several sources?

Definition
Capital: the money invested in a business to buy its assets and run it. Fixed capital pays for long-lived assets (buildings, machines, vehicles); working capital pays for day-to-day needs (stock, wages, credit to customers).
Equity (owners' capital): money provided by the owners, who share the profits and the risk but are not repaid on a fixed date. Debt (borrowed capital): money that must be repaid, usually with interest, whatever the business earns.
Definition
Internal source: money generated inside the business or by its owner, such as retained profits or the sale of unused assets. External source: money from outside, such as loans, trade credit, leasing or new partners.
Collateral (security): an asset a borrower pledges, which the lender may sell if the loan is not repaid. Gearing: the proportion of a firm's long-term capital that is debt:
Sources differ in three ways that matter for a decision: who provides the money (the business itself, lenders or owners), how long it is available, and what it costs, in interest, in a share of profits, or in lost control.
| Source | Advantages | Disadvantages |
|---|---|---|
| Owner's savings | No interest, no repayment date, full control kept | Usually small; the owner risks personal wealth |
| Retained profits | Cheapest source: no interest and no new owners | Only for a firm already making profit; slow; owners get less now |
| Sale of unused assets | Turns idle assets into cash without debt | Possible only once; the asset may be needed later |
| Bank overdraft | Flexible; interest only on what is used; quick | High interest; the bank can withdraw it at short notice |
| Trade credit | Interest-free if paid on time; easy to arrange with a regular supplier | Lost cash discounts; late payment damages the relationship |
| Term loan (bank, SACCO, microfinance) | Large sums; fixed repayments help planning; owner keeps control | Interest whatever the profit; collateral usually required |
| Leasing and hire purchase | Use the machine without paying its full price at once | Total cost higher than buying for cash; under leasing the asset is never owned |
| New partners or shares | No interest or repayment; partners may bring skills and contacts | Profits and control are shared; disagreements are possible |
| Venture capital, business angels | Large sums for fast-growing firms; expert advice | Investors expect high returns and a big share; hard for small firms to obtain |
| Grants, guarantees, crowdfunding | Grants need not be repaid; a guarantee helps a borrower without enough collateral | Competitive, conditional and slow; crowdfunding needs a strong online campaign |
In Rwanda, a firm short of collateral can ask its bank about a government-backed credit guarantee, under which a public fund promises to repay part of the loan if the borrower fails. These guarantees were run by the Business Development Fund (BDF), which by December 2025 had been integrated into the Development Bank of Rwanda (BRD) (BNR, March 2026).
Tip
Match the money to the asset. Pay for long-lived assets with long-term money (equity, retained profits, term loans), and for short-term needs with short-term money (overdraft, trade credit). Buying a workshop with an overdraft is like paying school fees for six years with a loan due next month.
Worked example 1: does borrowing raise the owners' return?
Hakizimana compares two ways of raising Frw 18 million. Plan A: all equity, his Frw 3 million plus Frw 15 million from his friend as a partner. Plan B: Frw 8 million of equity and a Frw 10 million bank loan at 16% a year. The workshop is expected to earn Frw 4.5 million a year before interest; in a bad year (long rains, few orders) only Frw 1.8 million. Ignore tax. Compare the return on the owners' equity.
Interest under Plan B: Frw a year.
Good year:
Bad year:
Gearing of Plan B: .
Conclusion: debt magnifies the owners' return in both directions. With steady earnings above the interest cost, borrowing lets the owners earn more on less of their own money. In a bad year almost all the profit goes to the bank, and if earnings fell below Frw 1.6 million, the interest would have to come from the owners' pockets. A high-geared firm needs reliable cash flows.
Worked example 2: is "free" trade credit really free?
The steel supplier's terms are: pay within 30 days, or take a 2% discount by paying within 10 days. Hakizimana's overdraft costs 17% a year. Should he borrow on the overdraft to pay early?
By not paying early he keeps Frw 98 (the discounted price) for 20 extra days and pays Frw 2 for it. As an annual rate (simple approximation):
Decision: , so it is cheaper to borrow on the overdraft and take the discount. Trade credit is interest-free only up to the discount date; after that, it is one of the most expensive sources there is.
Warning
Common mistakes. Saying equity is "free" because there is no interest: owners expect a share of profits, usually a larger return than lenders, because they carry more risk. Financing a long-term asset with an overdraft, which the bank can call back at any time. Mixing personal and business money, which makes it impossible to show a lender a clear record. Forgetting that a personal guarantee or a pledged plot can be lost if the business fails.
tutor2u, "Bank Overdrafts & Bank Loans" (A-Level Business). Note when each is the right choice, and list two costs of a loan besides the interest rate.
Practice
Key points
Sources and credits
Written by Ganzaa: the Rubavu case, the map of sources, the table, the worked examples and the practice items. People, businesses and figures are illustrative (2026).
Quick check
A bakery wants to buy an oven that will last ten years. Which source matches the oven's life best?