Professional Documents
Culture Documents
Financial accounting
provides information
to stockholders,
creditors and others
who are outside the
organization.
She charges the January rent of the automobile ($280) to her credit card,
which she does not pay until February 15.
Finance for Non-Financial
Managers I
Cash Accounting
Basic Concept (Cash Accounting and Accrual Accounting)
Report Version 1 (Cash Basis)
January Report
Cash Receipts
Sale of 3 spouse houses
Cash Disbursements
Purchase of 2 spouse houses
Office deposit and rent
Telephone purchase
Telephone service
Advertising
Total Cash Disbursements
Excess of receipts over disbursements
$4,500
$1,800
800
150
30
300
$3,080
$1,420
Accrual Accounting
Basic Concept (Cash Accounting and Accrual Accounting)
Report Version 2 (Accrual Basis)
January Report
Revenues
Sale of 3 spouse houses
Less Cost of Good Sold (3 Spouse Houses @ $900 each)
Gross profit
Expenses
Office rent
$400
Telephone service
30
Automobile rent
280
Electricity
100
Advertising
300
Total Cash Disbursements
Excess of receipts over disbursements
$4,500
(2,700)
1,800
$1,110
$690
$1,500
(900)
$600
40%
67%
Types of Sales
Cash sales
Credit sales
Consignment (sale?)
Secured sales
Floor plan sales
Sales of services
Long-term contracts
Finance for Non-Financial
Managers I
Reduction of Sales
Bad debts
Sales returns
Sales allowances
Warranties
Cash discounts
Year
1
2
3
4
5
6
7
Sales
$250,000
650,000
1,500,000
2,000,000
2,500,000
3,500,000
4,000,000
Bad Debt
Expenses Incurred
$10,000
26,000
60,000 $1,800
80,000
100,000
3,600
140,000
160,000 450,000
Accumulated
Allowance for
Bad Debt
$10,000.00
36,000.00
94,200.00
174,200.00
270,600.00
410,600.00
120,600.00
Cost of Sales
Inventory Value
FIFO
LIFO
Average Cost
$
$
15,000
9,600
5,400
3,600
15,000
18,600
9,000
15,000
10,000
5,000
3,600
15,000
$ 18,600
5,000
3,600
Purchased
in November
Purchased
in October
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
FIFO
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
900
900
900
900
Total Inventory
LIFO
Left at end
of November (9)
$9,000
Sold during
November (10)
$10,000
Sold during
November (10)
$9,600
Left at end
of November (9)
$8,600
$18,600
$18,600
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
900
900
900
900
$
$
15,000
9,789
5,211
3,600
15,000
18,600
8,811
Projected Sales
Spouse House Company
Projection of Operating Report
March 2011
Projected Sales =
Sales of Spouse Houses
Variable Expenses
Cost of goods sold
Sales commissions
Delivery
Bad debt expense
Warranty expense
Liability insurance
Product liability insurance
Supplies, warehouse
Business license
20
$ 1,500 $
30
40
30,000 $ 45,000 $
60,000
18,000
1,500
1,000
1,200
600
73
153
93
153
27,000
2,250
1,500
1,800
900
110
230
140
230
36,000
3,000
2,000
2,400
1,200
147
307
187
307
22,773
34,160
45,547
2,000
1,500
2,000
2,000
430
110
100
1,000
30
130
550
150
2,000
1,500
2,000
2,000
430
110
100
1,000
30
130
550
150
2,000
1,500
2,000
2,000
430
110
100
1,000
30
130
550
150
10,000
10,000
10,000
Total expenses
32,773
44,160
55,547
60.00%
5.00%
3.33%
4.00%
2.00%
0.24%
0.51%
0.31%
0.51%
(2,773) $
840 $
4,453
0
(2,773) $
210
630 $
1,113
3,340
Break Even
Using the information from the previous slide, compute the variable cost
Spouse House Company
per house:
Projection of Variable Expenses per Spouse House
March 2011
Projected Sales
Total variable expenses
$
Variable expense per house sold
20
30
40
$1,500
1,139
$361
30
30
25
20
Maintenance
15
Depreciation
10
Thousands ($)
Thousands ($)
25
20
Maintenance
15
Depreciation
10
5
0
1
Payback Method
Spouse Houses clients want three windows put in their houses. Assume it
costs $300 per house for the supplier to install the windows. Spouse House
could purchase an Automatic Window Machine that would cost $55,000 and
would require the following expenses:
$12
8
65
Maintenance
10
Electricity
$100
Depreciation expense
15
Total expenses
$115
Finance for Non-Financial
Managers I
$300
100
$200
x 100
$20,000
The payback, assuming no interest on a loan and $5,000 salvage value of the
equipment would be 2.50 years ($50,000/$20,000).
Finance for Non-Financial
Managers I
$ 55,000
$ 55,000
5,500
60,500
6,050
66,550
6,655
73,205
7,321
80,526
8,053
88,578
x
1.6105 =
$ 88,578
10%
15%
20%
25.365%
0.90909
0.86975
0.83333
0.79767
0.82645
0.75615
0.69444
0.63628
0.75132
0.65752
0.57870
0.50754
0.68302
0.57176
0.48225
0.40485
0.62093
0.49718
0.40188
0.32294
Use the 10% column to determine if purchase of the Automatic Window Machine
should be purchased:
End of yr #
Cash Flow
Factor
Present Value
1
$20,000
0.90909
$18,181
20,000
0.82645
16,529
20,000
0.75132
15,026
20,000
0.68302
13,660
25,000
0.62093
15,523
78,919
Since $78,919 is significantly greater than $55,000 the machine would be justified.
Finance for Non-Financial
Managers I
10%
15%
20%
25.365%
0.90909
0.86975
0.83333
0.79767
0.82645
0.75615
0.69444
0.63628
0.75132
0.65752
0.57870
0.50754
0.68302
0.57176
0.48225
0.40485
0.62093
0.49718
0.40188
0.32294
Using the above table to calculate the Internal Rate of Return on the $20,000 annual
saving on a $55,000 investment with $5,000 salvage value:
Year
Cash Flow
Factor
$20,000
0.79767
$15,953
20,000
0.63628
12,725
20,000
0.50754
10,150
20,000
0.40485
8,097
25,000
0.32294
8,073
Present Value
$54,998
Finance for Non-Financial
Managers I
10%
15%
20%
25.365%
0.90909
0.86975
0.83333
0.79767
1.73554
1.62571
1.52778
1.43395
2.48685
2.28323
2.10648
1.94149
3.16987
2.85498
2.58873
2.34634
3.79079
3.35216
2.99061
2.66928
Using the above table to calculate the Internal Rate of Return on the $20,000 annual
saving on a $55,000 investment with no salvage value:
$20,000 x = $50,000
X = 2.50
x > 25.365%
Finance for Non-Financial
Managers I
5,000
3,400
1,600
3,000
Repair or Replace
Cash Flow Analysis--Repair or Replace
New
Machine
Refurbish
Old
$ 5,000
$ 5,000
500
2,000
500
100
500
3,600
$ 1,400
$ 5,000
3.57
12.4%
500
1,750
500
100
1,000
3,850
$ 1,150
$ 2,800
2.43
30.0%