(d) The Managing Director who is not very familiar with the financial items, somehow find it difficult to interpret the performances of the company's results, in terms of status of assets and liabilities, and wonder building up a system using financial ratios and budgets possible. You are required to (i) Advise the managing director on the reliance of using financial ratios analysis and budgetary controls for measuring the performances of the company. (ii) Highlights to managing director any limitations or drawbacks of these financial tools. (iii) Critically analyse how you believe building up a proper management accounting function and budgetary controls are good for the company in the long run. All relevant assumptions and calculations should be included in the report (or as an appendix to it (d) The Managing Director who is not very familiar with the financial items, somehow find it difficult to interpret the performances of the company's results, in terms of status of assets and liabilities, and wonder building up a system using financial ratios and budgets possible. You are required to (i) Advise the managing director on the reliance of using financial ratios analysis and budgetary controls for measuring the performances of the company. (ii) Highlights to managing director any limitations or drawbacks of these financial tools. (iii) Critically analyse how you believe building up a proper management accounting function and budgetary controls are good for the company in the long run. All relevant assumptions and calculations should be included in the report (or as an appendix to it