Introduction To Budgets and Preparing The Master Budget: Coverage of Learning Objectives

CHAPTER 7
Introduction to Budgets and Preparing the Master Budget
COVERAGE OF LEARNING OBJECTIVES
CRITICAL CASES,
FUNDA- THINKING EXCEL,
MENTAL EXERCISES COLLAB. &
ASSIGNMENT AND INTERNET
LEARNING OBJECTIVE MATERIAL EXERCISES PROBLEMS EXERCISES
LO1: Explain how budgets A1,B1
facilitate planning and
coordination.
LO2: Anticipate possible 25 40
human relations problems
caused by budgets.
LO3: Explain potentially 22 39, 40
dysfunctional incentives in
the budget process.
LO4: Explain the difficulties 23 42 49
of sales forecasting.
LO5: Explain the major A1,B1 24,26 39
features and advantages of a
master budget.
LO6: Follow the principal A1,B1 29 40 43,45
steps in preparing a master
budget.
LO7: Prepare the operating A1,B1 28,29,30,31 40 43,45,46,48
budget and the supporting
schedules.
LO8: Prepare the financial A1,B1 27,29,32,33, 36,37,38 43,44,47,48
budget. 34,35
LO9: Use a spreadsheet to 41,42
develop a budget (Appendix
7).
Copyright ©2014 Pearson Education 277

CHAPTER 7
Introduction to Budgets and Preparing the Master Budget
7-A1 (60-90 min.)
1. Exhibit I
GREATBUY ELECTRONICS STORE
Budgeted Income Statement
For the Three Months Ending August 31, 20X8
Sales $580,000
Cost of goods sold (.63 × $580,000) 365,400
Gross profit $214,600
Operating expenses:
Salaries, wages, commissions $139,200
Other expenses 17,400
Depreciation 3,000
Rent, taxes and other fixed expenses 27,000 186,600
Income from operations $ 28,000
Interest expense* 1,219
Net income $ 26,781
* See schedule g for calculation of interest.

Exhibit II
Cash Budget
For the Three Months Ending August 31, 20X8
June July August

Beginning cash balance $ 6,600 $ 4,600 $ 4,521
Minimum cash balance desired 4,000 4,000 4,000
(a) Available cash balance $ 2,600 $ 600 $ 521
Cash receipts & disbursements:

Collections from customers
(schedule b) $ 163,000 $195,900 $ 184,700
Payments for merchandise
(schedule d) (151,200) (107,100) (107,100)
Fixtures (purchased in May) (5,000) - -
Payments for operating
expenses (schedule f) (73,800) (54,900) (54,900)
Payments for interest - (979)*
(240)*
(b) Net cash receipts & disbursements $ (67,000) $ 32,921 $ 22,460
Excess (deficiency) of cash before
financing (a + b) (64,400) 33,521 22,981
(c) Financing:
Borrowing, at beginning of period $ 65,000 $ - $ -
Repayment, at end of period - (33,000) (22,000)
(d) Ending cash balance (beginning
balance + b + c) $ 4,600 $ 4,521 $ 4,981
* See schedule g for calculation of interest

Exhibit III
Budgeted Balance Sheet
August 31, 20X8
Assets Liabilities and Stockholders’ Equity
Cash (Exhibit II) $ 4,981 Accounts payable $ 75,600

Accounts receivable* 154,700 Notes payable 10,000**
Merchandise inventory 75,600 Total current liabilities $ 85,600
Total current assets $234,281
Net fixed assets: Stockholders' equity:
$52,000 less $171,900 plus net
depreciation of $3,000 49,000 income of $26,781 198,681
Total assets $284,281 Total liabilities and $284,281
stockholders’ equities
*July sales, 30% × 70% × $170,000 $ 35,700

August sales, 100% × 70% × $170,000 119,000
Accounts receivable $154,700
** See schedule g
June July August Total

Schedule a: Sales Budget
Credit sales (70%) $168,000 $119,000 $119,000 $406,000
Cash sales (30%) 72,000 51,000 51,000 174,000
Total sales (to Exhibit I) $240,000 $170,000 $170,000 $580,000
Schedule b: Cash Collections

June July August
Cash sales $ 72,000 $ 51,000 $ 51,000
On accounts receivable from:
April sales 27,300 - -
May sales 63,700 27,300 -
June sales - 117,600 50,400
July sales - - 83,300
Total collections (to Exhibit II) $163,000 $195,900 $184,700
Schedule c: Purchases Budget May June July August

Desired purchases:
63% × next month's sales $151,200 $107,100 $107,100 $75,600
Schedule d: Disbursements for Purchases June July August
Last month's purchases (to Exhibit II) $151,200 $107,100 $107,100
Other required items related to purchases

Accounts payable, August 31, 20X8
(63% × September sales - to Exhibit III)
$75,600
Cost of goods sold (to Exhibit I) $151,200 $107,100 $107,100
Schedules e & f: Cash & Total Operating Expense Budgets

June July August Total
Salaries, wages, commissions $57,600 $40,800 $40,800 $139,200
Other Variable expenses 7,200 5,100 5,100 17,400
Fixed expenses 9,000 9,000 9,000 27,000
Cash expenditures 73,800 54,900 54,900 183,600
Depreciation 1,000 1,000 1,000 3,000
Total operating expenses $74,800 $55,900 $55,900 $186,600
Schedule g: Borrowing, repayment, and interest calculations for bank loan
June July August

Beginning balance $65,000 $ 65,488 $ 32,000
Monthly interest expense @ 9% p.a. 488 491 240
Ending balance before repayment $65,488 65,979 32,240
Principal repayment (from
statement of receipts and disbursements) (33,000) (22,000)
Interest payment (979) (240)
Ending balance $ 32,000 $ 10,000
2. This is an example of the classic short-term, self-liquidating loan. The need for such a
loan often arises because of the seasonal nature of a business. The basic source of cash is
proceeds from sales to customers. In times of peak sales, there is a lag between the sale
and the collection of the cash, yet the payroll and suppliers must be paid in cash right
away. When the cash is collected, it in turn may be used to repay the loan. The amount
of the loan and the timing of the repayment are heavily dependent on the credit terms
that pertain to both the purchasing and selling functions of the business.

7-B1 (60-120 min.) $ refers to Australian dollars.
1. See Exhibits I, II, and III and supporting schedules a, b, c, d.
2. The cash budget and balance sheet clearly show the benefits of moving to just-in-
time purchasing (though the transition would rarely be accomplished as easily as
this example suggests). However, the company would be no better off if it left
much of its capital tied up in cash -- it has merely substituted one asset for another.
At a minimum, the excess cash should be in an interest bearing account -- the
interest earned or forgone is one of the costs of inventory.
Schedule a: Sales Budget January February March
Total sales (100% on credit) $378,000 $413,000 $273,000
Schedule b: Cash Collections

40% of current month's sales $151,200 $165,200 $109,200
10% of previous month's sales 16,100 37,800 41,300
50% of second previous month's sales 84,000 80,500 189,000
Total collections $251,300 $283,500 $339,500
December January February March

Schedule c: Purchases Budget
Desired ending inventory $153,000 $ 22,000 $ 22,000 $ 22,000
Cost of goods sold 57,500 135,000 147,500 97,500
Total needed $210,500 $157,000 $169,500 $119,500
Beginning inventory 59,000 153,000 22,000 22,000
Purchases $151,500 $ 4,000 $147,500 $ 97,500
Schedule d: Disbursements for Purchases

100% of previous month's purchases $151,500 $ 4,000 $147,500
March 31 accounts payable $ 97,500

Exhibit I
FLYING FISH KITE
Cash Budget
For the Three Months Ending March 31, 20X2
January February March
Cash balance, beginning $ 30,000 $ 16,950 $ 209,920

Minimum cash balance desired 15,000 15,000 15,000
(a) Available cash balance 15,000 1,950 194,920
Collections from customers
(Schedule b) 251,300 283,500 339,500
Payments for merchandise
(Schedule d) (151,500) (4,000) (147,500)
Rent (28,450) (500) (500)
Wages and salaries (80,000) (80,000) (80,000)
Miscellaneous expenses (4,000) (4,000) (4,000)
Dividends (2,400) - -
Payments for interest - (30) -
Purchase of fixtures - - (4,000)
(b) Net cash receipts & disbursements $ (15,050) $194,970 $ 103,500
Excess (deficiency) of cash
before financing (a + b) $ (50) $196,920 $298,420
Financing:
Borrowing, at beginning of period $ 2,000 $ - $ -
Repayment, at end of period - (2,000) -
(c) Total cash increase (decrease)
from financing $ 2,000 $ (2,000) $ -
(d) Cash balance, end (beginning
balance + b + c) $ 16,950 $ 209,920 $313,420

Exhibit II
FLYING FISH KITE
For the Three Months Ending March 31, 20X2
Sales (Schedule a) $1,064,000

Cost of goods sold (Schedule c) 380,000
Gross margin $ 684,000
Operating expenses:
Rent* $ 52,200
Wages and salaries 240,000
Depreciation 2,700
Insurance 1,350
Miscellaneous 12,000 308,250
Net income from operations $ 375,750
Interest expense 30
Net income $ 375,720
*[(January-March sales less $50,000) × .05] + (3 × $500)

Exhibit III
FLYING FISH KITE
March 31, 20X2
Assets
Current assets:
Cash (Exhibit I) $313,420
Accounts receivable* 370,300
Merchandise inventory (Schedule c) 22,000
Unexpired insurance 4,050 $709,770
Fixed assets, net: $62,000 + $4,000 - $2,700 63,300
Total assets $773,070
Liabilities and Stockholders' Equity
Liabilities:
Accounts payable (Schedule d) $ 97,500
Rent payable. 50,700
Dividends payable 2,400 $150,600
Stockholders' equity** 622,470
Total liabilities and stockholders' equity. $773,070
*February sales (.50 × $413,000) plus March sales (.60 × $273,000) = $370,300
**Balance, December 31, 20X1 $249,150

Add: Net income 375,720
Total $624,870
Less: Dividends paid 2,400
Balance, March 31, 20X2 $622,470

7-1 Budgeting 1) provides an opportunity for managers to reevaluate existing activities
and evaluate possible new activities, 2) compels managers to think ahead by formalizing
their responsibilities for planning, 3) aids managers in communicating objectives to units
and coordinating actions across the organization, and 4) provides benchmarks to evaluate
subsequent performance.
7-2 Budgeting is primarily attention directing because it helps managers to focus on

operating or financial problems early enough for effective planning or action.
7-3 Strategic planning covers no specific time period, is quite general, and often is not
built around financial statements. Long-range planning usually has a 5- or 10-year horizon
and consists of financial statements without much detail. Budgeting usually has a horizon of
one year or less, and consists of financial statements with much detail.
7-4 Continuous budgets add a month (or quarter) in the future as the month (or quarter)
just ended is dropped. Therefore, the continuous budget provides a continually updated
budget looking twelve months ahead. When the new month (or quarter) is added, the budget
for the remainder of the current year may also be revised. When companies revise the
budgets for the remainder of the current year, they usually compare subsequent results to the
original budget (a fixed target) in addition to comparing them to the latest revised budget.
7-5 If the measures used to reward employees in the performance evaluation system are
not aligned with the goals of the company, the incentives from the evaluation system may
lead employees to take actions that conflict with the interests of the company.
7-6 Lower-level managers bias their forecasts to create budgetary slack or padding.
Upper-level managers adjust for this bias in creating a revised budget. Therefore, lower-
level managers introduce additional bias to compensate for the adjustment that will be made
by upper-level managers, and upper-level managers introduce additional adjustments for the
additional bias. This cycle can quickly destroy the potential benefits of budgets.
7-7 A manager may make short-run decisions to increase profits that are not in the
company’s best long-run interests, such as offering customers excessively favorable credit
terms or cutting discretionary expenditures such as R&D and advertising, trading future sales
for current profits. In the extreme, the manager might choose to falsely report inflated
profits.
7-8 First, by moving this year's sales into next year or moving next year's expenses into
this year, the manager ensures a higher level of reported profit (and probably a higher bonus)
next year. Second, by decreasing this year's income, the manager avoids ratcheting up of
performance expectations in setting the bonus target for the next year.
7-9 Budgeted performance is better than past performance as a basis for judging current
performance because the budget contains no hidden inefficiencies and can be founded on
current rather than past economic conditions.

7-10 Budgets are especially important in environments that are rapidly changing. They
force managers to look forward and plan for change. Budgets force analysis of the factors
that are bringing about the changes.
7-11 No. When budgeting in done correctly, it is an important aid to managers. Managers
need time to plan and coordinate their various activities. Budgeting forces them to take time
from the day-to-day problems and focus on longer-term issues.
7-12 The sales forecast is the starting point for budgeting because all other operating
activities of the company are affected by the volume of sales.
7-13 The sales forecast is influenced by past patterns of sales, estimates made by the sales
force, general economic conditions, competitors' actions, changes in prices, market research
studies, and advertising and sales promotion plans.
7-14 An operating budget is used as a guide for production and sales and it focuses on the
income statement. A financial budget is used to control the receipt and disbursement of
funds and it focuses on the statement of cash receipts and disbursements.
7-15 Operating expenses are costs charged to the income statement in a particular period.
Some operating expenses may be associated with the sales of the period, and others may be
costs of being in business for the period. Cash disbursements for these operating expenses
may fall in a previous period (assets purchased in one period and depreciated over future
periods) or in a future period (wages accrued in a period but paid in the next period), as well
as during the period.
7-16 A cash budget is an attempt to monitor and regulate the flow of cash in optimum
fashion.
7-17 Budgeting will be effective only if it is accepted by those managers who are
responsible for controlling costs. Since their performance will be measured against the
budget, they must be educated in the assumptions underlying the budget and convinced of its
objectivity and relevance.

7-18 Both functional and activity-based master budgets begin with the forecasted demand
for products or services. However, whereas functional budgets then determine the inventory,
materials, labor, and overhead budgets, the activity-based budget focuses on determining the
demand for key activities. This demand is measured by the cost-driver unit for each activity.
Then the budgeted resource consumption rates are used to set the budgets for resources such
as materials, labor, and overhead. The focus on activities and consumption rates in activity-
based budgeting is what managers believe offers value from an operational control
perspective.
7-19 No. Financial planning models are mathematical statements of the relationships in
the organization among all the operating and financial activities and of other major internal
and external factors that may affect the financial results of decisions. But financial planning
models are only as good as the assumptions and inputs used to build them. Managers must
understand the models to provide appropriate assumptions and inputs. If managers do not
understand budgeting, using financial planning models can result in GIGO (garbage in,
garbage out).
7-20 Setting up the master budget on a spreadsheet is time-consuming -- the first time.
However, if it is done properly, with maximum flexibility, then the ease of subsequent use
probably will more than offset that initial cost. Ultimately, though, the master budget
system must meet the cost-benefit test. Improved budgeting systems are only worthwhile if
they offer net benefits. Preparing and revising the master budget of a large company just
would not be feasible without the aid of a computer.
7-21 Spreadsheets can be used to make a mathematical model of an organization. It may

take much effort to create the model, but once it is in place it can be used over and over
again with minimal effort. Such a model is especially useful for sensitivity analysis, which
is the asking of "what if" questions.
7-22 Budgets that are used primarily for limiting spending provide incentives for “game
playing.” Accurate forecasts and estimates give way to strategies designed to avoid budget
cuts or to justify increased budgets. Budgets should have a much larger role in the effective
and efficient management of an organization. A budget should be a decision tool. It helps
managers project the results of their decisions, thereby aiding them in making the right
decisions. It also provides a base for adapting to change. Anything that results in loss of
budget accuracy will limit the decision usefulness of the budget.

7-23 Accurate sales forecasts are essential to budgeting. Sales personnel are often
“closest to the action” and therefore in the best position to make accurate forecasts. They
are in direct contact with customers, and often they are the first to notice trends. A central
staff function, such as market research, can set parameters for forecasting and give some
common ground rules. But usually it is important to get sales personnel heavily involved
because they have information that no one else has. Most importantly, the more involved
sales personnel are, the more committed they will be to achieving budgeted sales goals.
7-24 The planning that comes through a good budget process is important to all segments
of an organization. Segments with both revenues and expenses can show a budgeted profit.
Other segments that have only expenses, such as a research and development department,
still have to plan their operations. It is important to predict the resources needed to meet the
segment’s objectives so that required resources can be obtained. Budgeting provides a
formal channel for communication between the segment and top management about what
activities the segment is to undertake.
7-25 A key to employee acceptance of a budget is participation. Budgets created with the
active participation of all affected employees are generally more effective than budgets
imposed on subordinates. If a budget is to help direct future activities, employees must
accept the budget. Acceptance means believing that the budget reflects a desired future path
for the organization. If a manager has been a participant in determining the future path –
that is, helped develop the budget – he or she is more likely to accept it as a desirable
objective.
7-26 (5 min.)
1. a. Capital budget 2. Sales budget (or operating budget)

b. Cash budget 3. Continuous (rolling)
c. Budgeted balance sheet 4. Overall goals of the organization
7-27 (10-15 min.)
Movie Mastery will be using cash until the beginning of 20X9, at which time cash receipts
will begin to exceed cash disbursements. Therefore, the following amount of venture capital
is needed to carry the firm to the beginning of 20X9:
Initial capital investment in 20X7 $380,000
Cash outflow during 20X7 (12 × $35,000) 420,000
Cash outflow during 20X8 [12 × ($35,000 - $30,000)] 60,000
Total $860,000

7-28 (10-15 min.)
1. Cost + (.20 × Cost) = Sales

1.20 × Cost = $1,980,000
Cost = $1,650,000
2. Use the familiar identity, Beginning Inventory plus Purchases equals Cost of Goods
Sold plus Ending Inventory. To compute required purchases, compute the inventory
needed (Cost of Goods Sold plus Ending Inventory) and then subtract the amount
that will come from Beginning Inventory:
July Merchandise Purchases
Cost of goods sold ($2,076,000  1.20) $1,730,000
Add: Target ending inventory
.25 × ($2,184,000  1.20) 455,000
Cost of goods needed $2,185,000
Less: Beginning inventory
.25 × ($2,076,000  1.20) 432,500
Required Purchases $1,752,500
7-29 (25-30 min.)
1. July collections include:

May sales billed June 5, .28 × .5 × $790,000 $110,600
June sales billed June 20, .28 × .5 × $810,000 113,400
June sales billed July 5, .70 × .5 × $810,000 × .98 277,830
July sales billed July 20, .70 × .5 × $990,000 × .98 339,570
Total $841,400
2. .60 × .25 × $810,000 = $121,500
3. Ending inventory, .60 × .25 × $990,000 $148,500
Merchandise needed for current month's sales,
.60 × $810,000 486,000
Total needs 634,500
Beginning inventory, .60 × .25 × $810,000 121,500
Required Purchases $513,000
4. July August
Ending inventory, .60 × .25 × next month’s sales $141,000 $ 99,000
Merchandise needed for current month's sales, .60 × sales 594,000 564,000
Total needs 735,000 663,000
Beginning inventory, .60 × .25 × current month's sales 148,500 141,000
Required Purchases $586,500 $522,000
Payments, 1/2 of current purchases, 1/2 of preceding
month's purchases, .5 × $586,500 + .5 × $522,000 $554,250

7-30 (15 min.) This exercise is straightforward and follows the chapter example closely.
All amounts are in dollars.
June July August
Sales budget
Credit sales, 20% 87,400 88,200 100,400
Cash sales, 80% 349,600 352,800 401,600
Total sales, 100% 437,000 441,000 502,000
Cash collections budget

Cash sales this month 349,600 352,800 401,600
100% of last month's credit sales 72,000 87,400 88,200
Total collections 421,600 440,200 489,800
7-31 (15-25 min.) This problem is slightly more complex than 7-30. All amounts are in
thousands of Japanese yen.
January February March

Sales budget
Credit sales, 60% 121,800 136,200 148,800
Cash sales, 40% 81,200 90,800 99,200
Total sales 203,000 227,000 248,000
Cash collections budget
Cash sales this month 81,200 90,800 99,200
55% of this month's credit sales 66,990 74,910 81,840
35% of last month's credit sales 52,850 42,630 47,670
10% of next-to-last month's credit sales 15,000 15,100 12,180
Total collections 216,040 223,440 240,890
7-32 (10-15 min.)
Collections from:
January sales: $370,000 × 15% $ 55,500
February sales: $420,000 × 15% × 98% 61,740
February sales: $420,000 × 10% 42,000
March sales: $460,000 × 55% × 97% 245,410
Total cash collections $404,650

7-33 (15-20 min.) This is straightforward and closely follows the illustration in the
chapter. All amounts are in dollars. Some students need to be reminded that merchandise
inventories are carried at cost, not at selling prices.
GREEN LIGHTING SUPPLY

Purchases and Disbursements Budgets
June July August

Purchases budget
Ending inventory 226,000 209,000 241,000
Cost of goods sold, 65% of sales 291,850 233,350 198,900
Total needed 517,850 442,350 439,900
Beginning inventory 271,000 226,000 209,000
Purchases 246,850 216,350 230,900
Disbursements for purchases

15% of this month's purchases 37,027.50 32,452.50 34,635.00
70% of last month's purchases 131,600.00* 172,795.00 151,445.00
15% of second-last month's
purchases 38,700.00** 28,200.00 37,027.50
207,327.50 233,447.50 223,107.50
*.70 × 188,000 = 131,600
**.15 × 258,000 = 38,700

7-34 (20-25 min.) This is straightforward and follows the illustration in the chapter
closely, except for requirement 1. All amounts are in euros.
1. 230,000 - [15,000 + .9 × (.6 × 300,000)] = 230,000 - [15,000 + .9(180,000)]

= 230,000 - 177,000
= 53,000
2. LEIMERSHEIM GMBH
Purchases and Disbursements Budgets
June July August

Purchases budget
Ending inventory target* 171,600 198,600 231,000
Cost of goods sold, 60% of sales 180,000 174,000 204,000
Total inventory needed 351,600 372,600 435,000
Beginning inventory 230,000 171,600 198,600
Purchases 121,600 201,000 236,400
Disbursements for purchases

80% of last month's purchases 120,000 97,280 160,800
20% of this month's purchases 24,320 40,200 47,280
Disbursements for purchases 144,320 137,480 208,080
*Inventory targets, end of month:

June: 15,000 + .9 × (0.6 × 290,000) = 15,000 + .9 × (174,000) = 171,600
July: 15,000 + .9 × (0.6 × 340,000) = 15,000 + .9 × (204,000) = 198,600
August: 15,000 + .9 × (0.6 × 400,000) = 15,000 + .9 × (240,000) = 231,000

7-35 (20 min.) This is a straightforward exercise.
CARLSON COMPANY
Cash Budget
For the Month Ended June 30, 20X4
(in thousands)
Cash balance, May 31, 20X4 $ 15

Cash Receipts:
Collections from customers from:
June sales (.80 × $290) $232
May sales (.5 × 24)* 12
April sales 20 264
Total cash available during June $279
Cash Disbursements:
On accounts payable of May 31 $145
On June purchases, .25 × $192 48
Wages 36
Utilities 5
Advertising 10
Office expenses 4 248
Ending Cash, June 30, 20X4 $ 31
*$24,000 = 20% of May sales, 10% of which or half the remainder will be collected
in June. All of April's remaining sales will be collected in June.

7-36 (20-25 min.) The collections from March sales are a bit tricky. Note that the
receivable balance from March sales at March 31 is $450,000; therefore, four fifths of this
balance will be received in April (because 40/50 will be collected in April and 10/50 will be
collected in May).
MERRILL NEWS AND GIFTS

Budgeted Statement of Cash Receipts and Disbursements
For the Month Ending April 30, 20X7
Cash balance, March 31, 20X7 $ 100,000

Add receipts, collections from customers:
From April sales, 1/2 × $1,000,000 $500,000
From March sales, 4/5 × $450,000 360,000
From February sales 80,000 940,000
Total cash available $1,040,000
Less disbursements:
Merchandise purchases, $450,000 × 40% $180,000
Payment on accounts payable 460,000
Payrolls 90,000
Insurance premium 1,500
Other expenses 45,000
Repayment of loan and interest 97,200 873,700
Cash balance, April 30, 20X7 $ 166,300

7-37 (40-60 min.)
HERBAL MAGIC COMPANY
Statement of Estimated Cash Receipts and Disbursements
For the Month Ended October 31, 20X7
Cash balance, October 1, 20X7 $ 5,000
Receipts, collections of receivables (Schedule 1) 34,635
Total cash available $39,635
Less disbursements:
Merchandise purchases (Schedule 2) $17,040
Variable expenses (Schedule 3) 4,080
Fixed expenses (Schedule 3) 1,175 22,295
Cash balance, October 31, 20X7 $17,340
Schedule 1, Collections of Accounts Receivable:
Collected in October
Sales Percent Amount

From August sales $8,800 5% $ 440
From September sales $44,000 20% 8,800
From October sales $37,400 70% × 97% 25,395*
Total October collections $34,635
* Rounded to the nearest whole dollar.
Schedule 2, Payments for Merchandise:
September October
Target ending inventory $ 12,240* $ 6,480*
Goods sold 24,000 20,400
Total needs $36,240 $26,880
Beginning inventory 14,400** 12,240
Purchases $21,840 $14,640
Payments, 2/3 × $14,640 October purchases $9,760
Accounts payable, end of September,
1/3 × $21,840 purchases 7,280
Total payments in October $17,040
* (12/22) × .6 × 37,400 = $12,240; (12/22) × .6 × 19,800 = $6,480
** (12/22) × .6 × 44,000 = $14,400

Schedule 3, Selling and General Administrative Expenses:
Total selling and general administrative expenses $84,600

Less fixed expenses 27,000
Total variable expenses for year (vary with sales) $57,600
October variable expenses:

$57,600 × (October sales  Year's sales) =
$57,600 × ($37,400  $528,000) $ 4,080
Total fixed expenses $27,000

Less depreciation (no current cash outlay) 12,900
Total cash required for fixed expenses for year $14,100
October cash required for fixed expenses:

$14,100  12 $ 1,175
7-38 (30 - 40 min.) This problem is solved most easily on a spreadsheet.
1. The Intercontinental’s monthly cash budget is shown on Exhibit 7-38 on the two
following pages.
2. Increase in revenues:
6 months × .05 × 300 rooms × $250 × 30 days × .98 collected $661,500
Increase in costs:
6 months × .05 × 300 rooms × $30 × 30 days 81,000
Increase in profit $580,500

EXHIBIT 7-38
INTERCONTINENTAL
Monthly Cash Budget
January February March April May June

Revenues $2,137,500 $2,137,500 $1,912,500 $1,912,500 $1,575,000 $ 1,575,000
Collections:
Previous Month Sales $ 598,500 $ 598,500 $ 598,500 $ 535,500 $ 535,500 $ 441,000
This Month Sales 1,282,500 1,282,500 1,147,500 1,147,500 945,000 945,000
Next Month Sales 213,750 191,250 191,250 157,500 157,500 157,500
Total collections 2,094,750 2,072,250 1,937,250 1,840,500 1,638,000 1,543,500
Disbursements:
Variable costs ($30/room) 256,500 256,500 229,500 229,500 189,000 189,000
Fixed salaries 400,000 400,000 400,000 400,000 400,000 400,000
Fixed operating
costs 120,000 120,000 120,000 120,000 120,000 120,000
Interest payments _________ _________ _________ _________ _________ 3,600,000
Total disbursements 776,500 776,500 749,500 749,500 709,000 4,309,000
Net cash inflow (outflow) $1,318,250 $1,295,750 $1,187,750 $1,091,000 $ 929,000 ($2,765,500)

EXHIBIT 7-38 (Continued)
INTERCONTINENTAL
Monthly Cash Budget
July August September October November December Total

$1,575,000 $1,575,000 $1,575,000 $1,575,000 $1,912,500 $2,137,500 $21,600,000
$ 441,000 $ 441,000 $ 441,000 $ 441,000 $ 441,000 $ 535,500 $ 6,048,000

945,000 945,000 945,000 945,000 1,147,500 1,282,500 12,960,000
157,500 157,500 157,500 191,250 213,750 213,750 2,160,000
1,543,500 1,543,500 1,543,500 1,577,250 1,802,250 2,031,750 21,168,000
189,000 189,000 189,000 189,000 229,500 256,500 2,592,000

400,000 400,000 400,000 400,000 400,000 400,000 4,800,000
120,000 120,000 120,000 120,000 120,000 120,000 1,440,000

_________ _________ _________ _________ 3,600,000 7,200,000
709,000 709,000 709,000 709,000 749,500 4,376,500 16,032,000
$ 834,500 $ 834,500 $ 834,500 $ 868,250 $1,052,750 ($2,344,750) $ 5,136,000

7-39 ( 15 min.)
1. Cost-saving actions would probably focus on one or more of the activities of the
Shipping and Receiving Department.
Starke might start with the non-value added activities, handling and record-
keeping. For example, the activity-based budget data suggest that the cost per
move is $15 ($168,000 ÷ 11,200 moves). Assuming that handling costs are
variable with respect to the number of moves, reducing the number of moves by
about 6,500 moves (about 58%), would provide the required savings.
Reorganizing the warehouse might help reduce the number of moves. Similarly,
the record-keeping cost per transaction is about $.61 ($39,525 ÷ 65,000
transactions). Reduction or elimination of record-keeping transactions could
achieve some savings, but not the entire amount needed.
Starke might also focus on activities that cost the most (and have the most
potential for cost savings). For example, the activity-based budget shows that the
highest total-cost activity is shipping, so that might be the best place to look for
potential cost savings from changing processes.
2. Regardless of what methods are selected to achieve cost savings, the activity-
based budget seems to be a better starting point. The traditional budget does not
show how changes in activities might affect costs, whereas the activity-based
budget does.
7-40 (25-30 min.)
1. An optimistic preliminary budget might be as follows, assuming level sales

volume, a $.94 per pound price, and a 2% decrease in variable costs.
Sales, 1.6 million pounds @ $.94/pound $1,504,000
Variable costs (862,400)
Fixed costs, primarily depreciation (450,000)
Pretax profit $ 191,600
This budget does not meet the $209,000 profit goal. Stark has a dilemma of
submitting a realistic budget that does not meet Philp's goal or preparing an
unrealistic budget. The following budget, which assumes that prices will not fall,
sales levels will be maintained, and some fixed costs will be saved, would meet
the profit target. Although Stark does not believe the assumptions, she might feel
pressure to submit it (or something similar) to headquarters:
Variable costs, .98 × $880,000 (862,400)
Fixed costs, primarily depreciation (448,600)*
*$1,520,000 - $862,400 - $209,000

2. Two major problems are the arbitrary setting of budget targets by top
management without regard to whether the targets can be achieved and the
draconian measures used when a budget is not met, even if the shortfall is small
or reasonable explanations for the shortfall are given.
3. Apparently the preliminary financial results are as follows:
Variable costs, .98 × $880,000 (862,400)
Fixed costs, primarily depreciation (450,000)
Extending the depreciable lives of fixed assets by 2 years could increase this
profit by $15,000 to $214,600, well above the target. But doing so would be
manipulating the accounting system to achieve desirable results. When the
estimates of depreciable lives were first made, there may have been much
uncertainty in the estimates. However, changing the accounting method to make
the financial results look better is an ethical violation.
Managers should not change accounting methods just to make their performance
look better (or in this case, to save their job). Although changing the depreciation
schedule is not ethical, it is easy to see how the budgeting process creates an
incentive for such unethical behavior. If the budget and reporting process makes
excellent performance appear deficient, there may be great temptation for
managers to cheat the system.
7-41 (50-90 min.) Amounts are in dollars.
1 and 2. See Exhibit 7-41A on the following two pages. This spreadsheet is
constructed so that only formulas are entered in the disbursements and operating
income schedules. You can compare the total operating income figures at the bottom
of each spreadsheet to assess the effects of each scenario.
3. See Exhibit 7-41 B on the following pages.

EXHIBIT 7-41A
SPEEDY-MART STORE, NORTHCENTER MALL
Spreadsheet for Profit Planning, Parts 1 & 2
Table of Budget Data June July August
Sales forecasts 375,000 330,000 420,000
Sales increase (decrease) 0% 0% 0%
375,000 330,000 420,000
Cost of goods sold percentage 70%
Misc. expense percentage 6%
Sales commissions 10%
Employee salaries per month 22,000
Rent per month 6,000
Insurance expense per month 450
Depreciation per month 2,850
Disbursements for Operating Expenses (2a)

Commissions 37,500 33,000 42,000 112,500
Salaries 22,000 22,000 22,000 66,000
Miscellaneous 22,500 19,800 25,200 67,500
Rent 6,000 6,000 6,000 18,000
Total 350,500 311,800 389,200 1,051,500

EXHIBIT 7-41A (Continued)
Operating Income (2b) June July August Total

Sales 375,000 330,000 420,000 1,125,000
Gross margin 112,500 99,000 126,000 337,500
Operating expenses
Commissions 37,500 33,000 42,000 112,500
Salaries 22,000 22,000 22,000 66,000
Miscellaneous 22,500 19,800 25,200 67,500
Rent 6,000 6,000 6,000 18,000
Insurance 450 450 450 1,350
Depreciation 2,850 2,850 2,850 8,550
Total 91,300 84,100 98,500 273,900
Operating income 21,200 14,900 27,500 63,600

EXHIBIT 7-41B
SPEEDY-MART STORE, NORTHCENTER MALL
Spreadsheet for Sensitivity Analysis, Part 3a
Sales forecasts 375,000 330,000 420,000
Sales increase (decrease) 5% 5% 5%
393,750 346,500 441,000

Disbursements for Operating Expenses Total

Commissions 39,375 34,650 44,100 118,125
Salaries 22,000 22,000 22,000 66,000
Miscellaneous 23,625 20,790 26,460 70,875
Rent 6,000 6,000 6,000 18,000
Total 366,625 325,990 407,260 1,099,875

EXHIBIT 7-41B
Part 3a (Continued)
Operating Income June July August Total

Sales 393,750 346,500 441,000 1,181,250
Gross margin 118,125 103,950 132,300 354,375
Operating expenses
Commissions 39,375 34,650 44,100 118,125
Salaries 22,000 22,000 22,000 66,000
Miscellaneous 23,625 20,790 26,460 70,875
Rent 6,000 6,000 6,000 18,000
Insurance 450 450 450 1,350
Depreciation 2,850 2,850 2,850 8,550
Total 94,300 86,740 101,860 282,900

EXHIBIT 7-41B (Continued)
Part 3b

Sales forecasts 375,000 330,000 420,000
Sales increase (decrease) -2% -2% -2%
367,500 323,400 411,600

Disbursements for Operating Expenses Total

Commissions 0 0 0 0
Salaries 52,500 52,500 52,500 157,500
Miscellaneous 22,050 19,404 24,696 66,150
Rent 6,000 6,000 6,000 18,000
Total 337,800 304,284 371,316 1,013,400

EXHIBIT 7-41B
Part 3b (Continued)
Operating Income June July August Total

Sales 367,500 323,400 411,600 1,102,500
Gross margin 110,250 97,020 123,480 330,750
Operating expenses
Commissions 0 0 0 0
Salaries 52,500 52,500 52,500 157,500
Miscellaneous 22,050 19,404 24,696 66,150
Rent 6,000 6,000 6,000 18,000
Insurance 450 450 450 1,350
Depreciation 2,850 2,850 2,850 8,550
Total 83,850 81,204 86,496 251,550

7-42 (50-90 min.)
1. See Exhibit 7-42A on the following two pages. The spreadsheet below contains data from
the problem in the top of the spreadsheet space. Computations of operating expenses are
accomplished with formulas that reference the table. Comparing the summary calculations of
operating expenses (labeled TOTAL OPERATING EXPENSE) allows the user to assess the
effects of alternate scenarios.
2. See Exhibit 7-42B on the following pages.
3. See Exhibit 7-74C on the following pages.
Spreadsheet for Operating Expense Budget
Cost behavior Fixed Variable per

display
50” Displays $240
42” Displays $165
Assembly labor $40,000 48
Packaging $8,000 4
Shipping $5,000 2

EXHIBIT 7-42A
HIGH DEFINITION LCD DIVISION
Sales forecasts 50” Displays 42” Displays
Sales mix 1 1.25

Month Sales change 1 1
1-Oct 3,200 3,200 4,000
2-Nov 2,400 2,400 3,000
3-Dec 5,600 5,600 7,000
4-Jan 3,200 3,200 4,000
5-Feb 3,200 3,200 4,000
6-Mar 2,400 2,400 3,000
7-Apr 2,400 2,400 3,000
8-May 2,800 2,800 3,500
OPERATING EXPENSES
Components Assembly Packaging Shipping Total
October $1,428,000 $ 385,600 $ 36,800 $ 19,400 $ 1,869,800
November 1,071,000 299,200 29,600 15,800 1,415,600
December 2,499,000 644,800 58,400 30,200 3,232,400
January 1,428,000 385,600 36,800 19,400 1,869,800
February 1,428,000 385,600 36,800 19,400 1,869,800
March 1,071,000 299,200 29,600 15,800 1,415,600
Totals $8,925,000 $2,400,000 $228,000 $120,000 $11,673,000

EXHIBIT 7-42B
Revised Budget for 10% Sales Decrease
Sales mix 1 1.25

Month Sales change 0.9 0.9

2-Nov 2,400 2,160 2,700
3-Dec 5,600 5,040 6,300
4-Jan 3,200 2,880 3,600
5-Feb 3,200 2,880 3,600
6-Mar 2,400 2,160 2,700
7-Apr 2,400 2,160 2,700
8-May 2,800 2,520 3,150
OPERATING EXPENSES

November $ 963,900 $ 273,280 $ 27,440 $ 14,720 $ 1,279,340
December 2,249,100 584,320 53,360 27,680 2,914,460
January 1,285,200 351,040 33,920 17,960 1,688,120
February 1,285,200 351,040 33,920 17,960 1,688,120
March 963,900 273,280 27,440 14,720 1,279,340
April 963,900 273,280 27,440 14,720 1,279,340
Totals $7,711,200 $2,106,240 $203,520 $107,760 $10,128,720

EXHIBIT 7-42C
Revised Budget for Increased Sales of 42” Displays
Sales mix 1 1.5

Month Sales growth 0.9 0.9

3-Dec 5,600 5,040 7,560
4-Jan 3,200 2,880 4,320
5-Feb 3,200 2,880 4,320
6-Mar 2,400 2,160 3,240
7-Apr 2,400 2,160 3,240
8-May 2,800 2,520 3,780
OPERATING EXPENSES

December $2,457,000 $ 644,800 $ 58,400 $ 30,200 $ 3,190,400
January 1,404,000 385,600 36,800 19,400 1,845,800
February 1,404,000 385,600 36,800 19,400 1,845,800
March 1,053,000 299,200 29,600 15,800 1,397,600
April 1,053,000 299,200 29,600 15,800 1,397,600
May 1,228,500 342,400 33,200 17,600 1,621,700
Totals $8,599,500 $2,356,800 $224,400 $118,200 $11,298,900

7-43 (80-100 min.)
1. On January 1, Salt Lake Light Opera needs to borrow $2,057,000, on April 1 it
needs an additional $562,000, on September 31 it can repay $2,014,000, but on October
1 it must again borrow $726,000. This can be seen from the following analysis (in
thousands of dollars):
Qtr. 1 Qtr. 2 Qtr. 3 Qtr. 4
Beginning cash balance 208 200 200 200
Minimum cash balance desired 200 200 200 200
Available cash balance 8 0 0 0
Cash receipts & disbursement:
Collections from customers (1) 883 1,893 4,504 2,024
Payments for supplies (2) (780) (200)
Other expenses (3) (30) (30) (30) (30)
Payments for payroll (4) (2,046) (2,100) (2,100)
(2,100)
Major equipment (5) (100) (300)
Small equipment (6) (60) (60) (60) (60)
Mortgage principal (7) (125) (125)
Mortgage interest (8) (140) (135)
Interest on working capital (9) (32)
Net cash receipts & disbursements (2,065) (562) 2,014 (726)
Excess (deficiency) of cash
before financing (2,057) (562) 2,014 (726)
Financing:
Borrowing (at beginning of quarter) 2,057 562 726
Repayment (at end of quarter) (2,014)
Total cash increase (decrease)

from financing 2,057 562 (2,014) 726
Ending cash balance 200 200 200 200
Explanations:
(1) Collections are revenues for the quarter less the increase (or plus the decrease) in
accounts receivable.
(2) Payments for supplies in the first quarter are the accounts payable carried over from
20X4 and in the third quarter (July) are the purchases in June. December’s purchases
will be paid for in 20X6.
(3) Other expenses are $10,000 per month, paid as incurred.
(4) Payroll payments in the first quarter are those of December 20X4 ($646,000) plus the
$700,000 from each of January and February. Each other quarter they are three
$700,000 payments.
(5) $100,000 of major equipment payments are made in September, October, November,
and December.
(6) Small equipment payments are $20,000 each month.
(7) The mortgage payments semi-annually are $4,000,000 ÷ 32 = $125,000.
(8) $3,500,000 × .04 = $140,000; $3,375,000 × .04 = $135,000.

(9) The $32,000 payment is the interest that was payable at the end of 20X4.
The result of 20X5 operations will be an increase in the working capital loan from
$1,588,000 (without the accrued interest) to $3,308,000, an increase of $1,720,000:
Qtr. 1 Qtr. 2 Qtr. 3
Qtr. 4
Beginning loan $1,588 $3,736 $4,406 $2,502
Accrued interest (rounded*) 91 108 110 80
Additional borrowing 2,057 562 (2,014) 726
Ending loan $3,736 $4,406 $2,502 $3,308
*The unrounded amounts of quarterly interest expense @8% are:
Qtr. 1 Qtr. 2 Qtr. 3 Qtr. 4 Total
$91,125 $107,453 $110,139 $80,693 $389,410
2. Salt Lake Light Opera’s projected income statement and balance sheet for 20X5
are (in thousands):
SALT LAKE LIGHT OPERA
For the Year Ended December 31, 20X5
Revenues $11,059
Expenses:
Salary & wages $8,400
Supplies 800
Depreciation 500
Other 120
Total expenses 9,820
Operating margin 1,239
Interest: Mortgage 275
Loan 389 664
Net income $ 575
SALT LAKE LIGHT OPERA

December 31, 20X5
Assets Liabilities & Equities
Cash $ 200 Loan payable $ 2,919
Receivables 6,195 Accrued interest payable 389
Supplies inventory 600 Accounts payable 700
Total current assets 6,995 Payroll payable 700
Fixed assets 5,949 Current mortgage 250
Total assets $12,944 Total current liabilities 4,958
Mortgage payable 3,000
Total liabilities 7,958
Net assets 4,986
Total liabilities & equities $12,944

3. Salt Lake Light Opera has a net income of $575,000 but a shortfall in cash requiring
borrowing of $1,720,000 ($1,331,000 borrowed plus accrued interest of $389,000). This
is not uncommon for a growing organization. However, it is borrowing on a short-term
basis via a working capital loan, while the need seems to be a long-term need. The
$640,000 of investment is clearly long-term, but the $449,000 needed for operations also
appears to be a long-term need unless receivables can be collected more quickly.
Therefore, SLLO should consider additional long-term borrowing, possibly a second
mortgage. The organization is in danger of defaulting on its loan because it cannot meet
the condition that the loan must be paid off at least once a year, so it needs a loan without
such a stipulation.

7-44 (40-60 min.)
1. HIGHLINE HOSPITAL
Budgeted Cash Receipts
For the Quarter Ending September 30, 20X7
(in thousands)
Calculation July August September

May: 3rd-party billings .9 × 5700 × .2 $1,026
May: patient billings .1 × 5700 × .4 228
June: 3rd-party billings .9 × 6000 × .2 $1,080
June: patient billings .1 × 6000 × .4 240
June: 3rd-party billings .9 × 6000 × .5 2,700
June: patient billings .1 × 6000 × .4 240
July: 3rd-party billings .9 × 5800 × .2 $ 1,044
July: patient billings .1 × 5800 × .4 232
July: 3rd-party billings .9 × 5800 × .5 2,610
July: 3rd-party billings .9 × 5800 × .2 1,044
August: 3rd-party billings .9 × 6200 × .5 2,790
August: patient billings .1 × 6200 × .4 248
August: 3rd-party billings .9 × 6200 × .2 1,116
August: patient billings .1 × 6200 × .1 62
Sept: 3rd-party billings .9 × 6600 × .2 1,188
Sept: patient billings .1 × 6600 × .1 66
Total receipts from billings $5,296 $5,340 $5,568
Endowment fund income 210 210 210
Total cash receipts $5,506 $5,550 $5,778
2. Budgeted Cash Disbursements

For the Quarter Ending September 30, 20X7
(in thousands)
July August September

Salaries: $1,800 + (.2 × $5,800) $2,960
$1,800 + (.2 × $6,200) $3,040
$1,800 + (.2 × $6,600) $3,120
Purchases, previous month 1,450 1,500 1,800
Interest expenses
540
Total cash disbursements $4,410 $4,540 $5,460

3. Budgeted Cash Receipts and Disbursements
For the Third Quarter, 20X7
(in thousands)
Beginning cash balance $ 350

Budgeted cash receipts ($5,506 + $5,550 + $5,778) 16,834
Less budgeted cash disbursements ($4,410 + $4,540 + $5,460) (14,410)
Budgeted cash balance, September 30, 20X7 $ 2,774
Minimum cash balance (.1 × $2,200) (220)
Cash available for capital expenditures $ 2,554
Budgeted capital expenditures (4,000)
Borrowing needed on October 1, 20X7 $ (1,446)
7-45 (50-60 min.)
1. NEBRASKA STATE UNIVERSITY

Projected Enrollment, Credits, and Faculty
Academic Year 20X7-20X8
Undergraduate Graduate Total

Expected enrollmenta 3,528 1,890 5,418
Average credit hours 25 20
Total credit hoursb 88,200 37,800 126,000
Full-time-equivalent enrollmentc 2,940 1,575 4,515
Credit hours per faculty memberd 720 360 1,080
Total faculty needede 122.5 105 227.5
a
98% × 3,600 = 3,528; 105% × 1,800 = 1,890
b
25 × 3,528 = 88,200; 20 × 1,890 = 37,800
c
88,200 ÷ 30 = 2,940; 37,800 ÷ 24 = 1,575
d
24 × 30 = 720; 18 × 20 = 360
e
88,200 ÷ 720 = 122.5; 37,800 ÷ 360 = 105

Faculty Salaries Budget
Total
Faculty Average Faculty
Needed Salary Salaries
Undergraduate 122.5 $61,480 $ 7,531,300
Graduate 105.0 61,480 6,455,400
Total 227.5 $13,986,700

Tuition and Legislative Revenue Budget
Undergrad Graduate
Division Division Total
Total credit hours 88,200 37,800 126,000
Less: Scholarship credit hours* 900 1,200 2,100
Tuition paying credit hours 87,300 36,600 123,900
Tuition per credit hour × $92 × $92 ×
$92
Total tuition budget $8,031,600 $3,367,200
$11,398,800
Full time equivalent students 2,940 1,575 4,515
Legislative apportionment per
full-time equivalent student × $780 × $780 × $780
Total legislative apportionment $2,293,200 $1,228,500 $3,521,700
*30 × 30 = 900; 50 × 24 = 1,200

Annual Budget Shortfall
Budgeted operating expenditures:
Faculty salaries $13,986,700
Operation and maintenance of facilities:
Salaries and wages (1.06 × $240,000) 254,400
Other ($260,000 + $12,000) 272,000
General Administrative 525,000
Library: Acquisitions 155,000
Operations 200,000
Health Services 50,000
Intramural athletics 60,000
Intercollegiate athletics 245,000
Insurance and retirement 560,000
Interest 75,000
Total budgeted operating expenditures $16,383,100
Budgeted revenues:
Tuition $11,398,800
Legislative apportionment 3,521,700
Endowment income 210,000
Auxiliary services 335,000
Intercollegiate athletics 300,000
Total budgeted operating revenues $15,765,500
Deficit from operations $ 617,600
Budgeted capital expenditures 575,000

Total cash needed from fund-raising $ 1,192,600

7-46 (30 min.) Amounts are in millions.
Revenue in Fiscal 2011 was $20,862
S&A Expense in 2011 was $6,693
1. (a) (b)
10% revenue increase 10% revenue decrease
Revenue $22,948 $18,776
Cost of Sales 12,621 10,327
Gross Margin $10,327 $ 8,449
S&A Expense 7,343 6,008
Income before income taxes $ 2,984 $ 2,441
Income tax expense 746 610
Net income $ 2,238 $ 1,831
2. (a) (b)
10% revenue increase 10% revenue decrease
Revenue $22,948 $18,776
Gross Margin $10,327 $ 8,449
S&A Expense 6,693 6,693
Net income $ 2,725 $ 1,317
In part 1, where all costs are variable, net income increases or decreases in proportion to
the change in revenue. In part 2, where S&A costs are fixed, net income increases or
decreases by more than the proportional change in revenue.
3. (a) (b)
Gross Margin Gross Margin
46% 44%
Revenue $20,862 $20,862
Gross Margin $ 9,597 $ 9,179
S&A Expense 6,693 6,693
Net income $ 2,178 $ 1,865
Note how a small percentage change in gross margin translates into a large percentage
change in net income.

7-47 For the solution to this Excel Application Exercise, follow the step-by-step
instructions provided in the textbook chapter.
1. The first month that cash receipts exceed cash expenditures in January 20X9.
2 & 3. Expenditures before January 20X9 total $1,220,000. Venture capital of only
$860,000 is required because there will be cash receipts of $360,000 in 20X8.
7-48 (30-60 min.)

The purpose of this exercise is to prepare a budget for an organization (an
individual student) that is familiar to all students and to see the effect of assumptions on
the budget. Each student will have some ideas about both the revenue and expense
budgets of a typical student, but these ideas will likely vary across students. They will
experience the process of negotiation needed to get a budget that the group can agree on.
When the groups get together and compare budgets, it will be instructive to see
how different groups make different assumptions that lead to different budgets. This
should reinforce the importance of assumptions to the budget process and show how
decisions made during the budget process affect the resulting budget.
7-49 (30-45 min.) NOTE TO INSTRUCTOR. This solution is based on the 2011 10-
K, which was the most recent set of annual results available on the web site in late 2012
when the book went to press. Be sure to examine the current web site before assigning
this problem, as the information there may have changed.
1. There are 10 brand lines under the corporation shell. They are Carnival Cruise
Lines, Holland America Line, Princess Cruises and Seabourn in North America;
P&O Cruises and Cunard Line in the United Kingdom; AIDA in Germany; Costa
Cruises in Southern Europe; Ibero cruceros in Spain; and P&O Cruises in
Australia.
Each of the lines focuses on a different part of the world or offers a different class
of cruise. Different names allow for the association or branding of a particular
line with a particular type of cruise. For instance, Cunard focuses on the
traditional ocean liner experience while Carnival focuses on more of a festive
atmosphere on board ship – that is, fun times. The corporation also operates
several tour companies.
2. Total revenues in fiscal 2011 were $15.793 billion. The occupancy percentage
was 106.2%, which is given in the Management’s Discussion and Analysis
section of the report. How can one explain occupancy greater than 100%? For
Carnival, it means that capacity is defined as two persons per room, yet many
rooms have capacity of three or more persons, so when more than two persons
occupy a room capacity utilization is greater than 100%.

3. According to the Executive Overview, passenger capacity will increase by 3.4%
during 2012, the net effect of adding new ships and replacing older ships.
Assuming that revenue increases in proportion to capacity, budgeted revenue for
2012 would be:
1.034 × $15,793 million = $16,330 million
With added revenue from additional capacity there would be added costs.
Variable costs would probably increase proportionately with the volume but fixed
costs are more complicated. Fixed costs of added capacity would increase, and
the increase might be at least roughly proportional to the increase in revenue.
Other fixed costs, for example corporate headquarters costs, might not increase
much if at all, which would tend to make the increase in total costs less than
proportional to the increase in capacity.
4. The prices for cruises of the same length to the same location are not all the same.
They differ according to when the cruise dates are – high season or low season –
and also according to the level of capacity utilization that the particular cruise has
achieved. The firm’s goal is to have the maximum capacity utilization possible
for each cruise. If demand is high for a particular cruise, then the firm will be
able to command a higher price and still fill the cabins. Since much of the cost of
the cruise is likely to be fixed in nature, the firm will incur the cost even if they
don’t fill the cabins. Thus, a price that covers variable cost and contributes to
fixed costs will be preferred to an empty cabin. Destinations or dates that are less
popular are cheaper because once the company schedules and commits to a cruise,
it is in its best interests to fill as many cabins as possible as long as the price is
above the variable costs. Last-minute deals can be especially cheap if a particular
cruise is likely to have excess capacity.

Introduction To Budgets and Preparing The Master Budget: Coverage of Learning Objectives

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Introduction To Budgets and Preparing The Master Budget: Coverage of Learning Objectives

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CHAPTER 7

Introduction to Budgets and Preparing the Master Budget

COVERAGE OF LEARNING OBJECTIVES

Copyright ©2014 Pearson Education 277

7-A1 (60-90 min.)

* See schedule g for calculation of interest.

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June July August

Cash receipts & disbursements:

* See schedule g for calculation of interest

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Assets Liabilities and Stockholders’ Equity

Cash (Exhibit II) $ 4,981 Accounts payable $ 75,600

*July sales, 30% × 70% × $170,000 $ 35,700

June July August Total

Schedule b: Cash Collections

Schedule c: Purchases Budget May June July August

Other required items related to purchases

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Schedules e & f: Cash & Total Operating Expense Budgets

Schedule g: Borrowing, repayment, and interest calculations for bank loan

June July August

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1. See Exhibits I, II, and III and supporting schedules a, b, c, d.

Schedule b: Cash Collections

December January February March

Schedule d: Disbursements for Purchases

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January February March

Cash balance, beginning $ 30,000 $ 16,950 $ 209,920

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Sales (Schedule a) $1,064,000

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**Balance, December 31, 20X1 $249,150

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7-2 Budgeting is primarily attention directing because it helps managers to focus on

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7-21 Spreadsheets can be used to make a mathematical model of an organization. It may

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1. a. Capital budget 2. Sales budget (or operating budget)

7-27 (10-15 min.)

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1. Cost + (.20 × Cost) = Sales

7-29 (25-30 min.)

1. July collections include:

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Cash collections budget

January February March

7-32 (10-15 min.)

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GREEN LIGHTING SUPPLY

June July August

Disbursements for purchases

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1. 230,000 - [15,000 + .9 × (.6 × 300,000)] = 230,000 - [15,000 + .9(180,000)]

June July August

Disbursements for purchases

*Inventory targets, end of month: