You have just been hired as a new management trainee by Earrings Unlimited, a di
ID: 2422800 • Letter: Y
Question
You have just been hired as a new management trainee by Earrings Unlimited, a distributor of earrings to various retail outlets located in shopping malls across the country. In the past, the company has done very little in the way of budgeting and at certain times of the year has experienced a shortage of cash. Since you are well trained in budgeting, you have decided to prepare comprehensive budgets for the upcoming second quarter in order to show management the benefits that can be gained from an integrated budgeting program. To this end, you have worked with accounting and other areas to gather the information assembled below. The company sells many styles of earrings, but all are sold for the same price—$16 per pair. Actual sales of earrings for the last three months and budgeted sales for the next six months follow (in pairs of earrings): January (actual) 21,200 June (budget) 51,200 February (actual) 27,200 July (budget) 31,200 March (actual) 41,200 August (budget) 29,200 April (budget) 66,200 September (budget) 26,200 May (budget) 101,200 The concentration of sales before and during May is due to Mother’s Day. Sufficient inventory should be on hand at the end of each month to supply 40% of the earrings sold in the following month. Suppliers are paid $4.6 for a pair of earrings. One-half of a month’s purchases is paid for in the month of purchase; the other half is paid for in the following month. All sales are on credit, with no discount, and payable within 15 days. The company has found, however, that only 20% of a month’s sales are collected in the month of sale. An additional 70% is collected in the following month, and the remaining 10% is collected in the second month following sale. Bad debts have been negligible. Monthly operating expenses for the company are given below: Variable: Sales commissions 4% of sales Fixed: Advertising $ 260,000 Rent $ 24,000 Salaries $ 118,000 Utilities $ 10,000 Insurance $ 3,600 Depreciation $ 20,000 Insurance is paid on an annual basis, in November of each year. The company plans to purchase $19,000 in new equipment during May and $46,000 in new equipment during June; both purchases will be for cash. The company declares dividends of $19,500 each quarter, payable in the first month of the following quarter. A listing of the company’s ledger accounts as of March 31 is given below: Assets Cash $ 80,000 Accounts receivable ($43,520 February sales; $527,360 March sales) 570,880 Inventory 121,808 Prepaid insurance 24,000 Property and equipment (net) 1,010,000 Total assets $ 1,806,688 Liabilities and Stockholders’ Equity Accounts payable $ 106,000 Dividends payable 19,500 Common stock 920,000 Retained earnings 761,188 Total liabilities and stockholders’ equity $ 1,806,688 The company maintains a minimum cash balance of $56,000. All borrowing is done at the beginning of a month; any repayments are made at the end of a month. The company has an agreement with a bank that allows the company to borrow in increments of $1,000 at the beginning of each month. The interest rate on these loans is 1% per month and for simplicity we will assume that interest is not compounded. At the end of the quarter, the company would pay the bank all of the accumulated interest on the loan and as much of the loan as possible (in increments of $1,000), while still retaining at least $56,000 in cash. Required: 1. Prepare a master budget for the three-month period ending June 30. Include the following detailed budgets: a. A sales budget, by month and in total. b. A schedule of expected cash collections from sales, by month and in total. c. A merchandise purchases budget in units and in dollars. Show the budget by month and in total. (Round unit cost of purchases to 1 decimal place.) d. A schedule of expected cash disbursements for merchandise purchases, by month and in total. 2. A cash budget. Show the budget by month and in total. (Cash deficiency, repayments and interest should be indicated by a minus sign.) 3. A budgeted income statement for the three-month period ending June 30. Use the contribution approach. 4. A budgeted balance sheet as of June 30.
Explanation / Answer
Answer;
Sales Budget :
April May June Quarter
Budgeted unit Sales 66,200 101,200 51,200 218,600
Selling price per unit 16 16 16 16
Total Sales 1059200 1619200 819200 3497600
SCHEDULE OF EXPECTED CASH COLLECTION
APRIL MAY JUNE QUARTER
FEB SALES : 435,200 10% 43,520 43,520
MARCH SLAES : 659,200 70% & 10% 461,440 65,920 527,360
APRIL SALES: 1,059,200 70% & 10% 211,840 741,440 105,920 1,059,200
MAY SALES : 1,619,200 20% & 70% 323,840 1,133,440 1,457,280
JUNE SALES 819,200 20% 163,840 163,840
Total Cash Collection 3,251,200
Working :
FEB = 27,200 *16 = 435,200
March = 41,200 * 16 = 659,200
MERCHANDISE PURCHASES BUDGET
APRIL MAY JUNE QUARTER
Budgeted Unit Sales 66,200 101,200 51,200 218,600
Add: Desired Ending Inventory 40% 40,480 20,480 12,480 73,440
Total Needs 106,680 121,680 63,680 292,040
Less: Begining Inventory 26,480 40,480 20,480 87,440
Required Purchase 80,200 81,200 43,200 204,600
Cost of Purchase @ $4.6 $ 368,920 $ 373,520 $ 198,720 $ 941,160
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