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Excel Learning Systems Inc. was organized on May 31, 2010. Projected selling and administrative expenses for each of the first three months of operations are as follows: \(\begin{array}{lr}\text { June } & \$ 117,400 \\ \text { July } & 110,500 \\\ \text { August } & 100,400\end{array}\) Depreciation, insurance, and property taxes represent \(\$ 25,000\) of the estimated monthly expenses. The annual insurance premium was paid on May 31 , and property taxes for the year will be paid in December. Sixty percent of the remainder of the expenses are expected to be paid in the month in which they are incurred, with the balance to be paid in the following month. Prepare a schedule indicating cash payments for selling and administrative expenses for June, July, and August.

Short Answer

Expert verified
Cash payments: June: $55,440, July: $88,260, August: $79,440.

Step by step solution

01

Understand the Expense Distribution

First, we need to recognize that part of the monthly selling and administrative expenses are fixed costs ($25,000$ for depreciation, insurance, and property taxes) which do not require cash payment within each month, as insurance is already fully paid and property taxes are due in December.
02

Calculate Paid Expenses in June

For June, the projected expenses are $117,400. After removing the non-cash expenses ($25,000), the remaining cash expenses are $92,400. 60% of these, or $55,440, are paid in June itself. The remaining 40%, or $36,960, will be paid in July.
03

Calculate Paid Expenses in July

For July, projected expenses are $110,500. Removing $25,000 for non-cash items leaves $85,500. July's cash payments include 60% of this, $51,300, plus the 40% of June's expenses, $36,960. Total cash payments in July are $88,260.
04

Calculate Paid Expenses in August

For August, projected expenses are $100,400. Removing $25,000 leaves $75,400. 60% of these expenses are paid in August, which equals $45,240. Additionally, we must pay 40% of July's expenses, equal to $34,200. Therefore, cash payments for August total $79,440.

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Key Concepts

These are the key concepts you need to understand to accurately answer the question.

Depreciation
Depreciation refers to the reduction in the value of an asset over time. It is often a result of wear and tear, age, or technological advancements. This concept is crucial in accounting as it allocates the cost of tangible assets over their useful lives.
In terms of cash flow, depreciation is considered a non-cash expense. It means even though it affects the net income of a business, it doesn't involve an actual cash outflow when calculated each month.

Here's why understanding depreciation is important for cash flow management:
  • It helps in tax savings as it reduces taxable income without impacting cash flow.
  • Depreciation is included in the calculation of operating cash flows. By adding back depreciation to the net income, businesses can get a clear picture of cash-based earnings.
  • Depreciation aids in understanding the future replacement costs of assets, helping companies plan and allocate funds accordingly.
In the context of the exercise, depreciation was part of the fixed costs that don't require monthly cash payments, thus simplifying cash budgeting for each month.
Administrative Expenses
Administrative expenses encompass the costs associated with the general operation and management of a business that are not tied directly to a specific function like production or sales. These expenses are necessary for the business to function but don't directly contribute to the production of goods or services.
Typical examples include:
  • Office supplies and utilities
  • Salaries for administrative staff
  • Rent and utilities for office space
  • Professional fees for accountants or consultants
Managing administrative expenses effectively involves regular analysis to ensure they are necessary and not excessive. This can involve budget reviews and implementing efficient policies in operations.

In the given exercise, administrative expenses need to be calculated monthly, with a clear breakdown between expenses that are immediately paid and those that defer payment. Costs like insurance and property taxes, although categorized under administrative expenses, are pre-paid annually or in deferred cycles, thus not impacting monthly cash flow directly.
Fixed Costs
Fixed costs are expenses that do not change with the level of goods or services produced by a business. They remain constant throughout the short term even as production levels increase or decrease. Typical fixed costs include:
  • Rent
  • Insurance
  • Property taxes
  • Depreciation
These costs play a critical role in cash flow management by providing predictability in budgeting and financial planning. However, because they do not vary with production levels, businesses must manage them carefully to ensure they do not burden the company financially during low revenue periods.

In the exercise, fixed costs are represented by depreciation, insurance, and property taxes totaling $25,000, which are accounted for but do not necessitate immediate cash outflow. Understanding fixed costs allows businesses to focus on controlling variable costs that influence the cash flow directly.

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Most popular questions from this chapter

On January 1, 2010, the controller of Gardeneer Tools Inc. is planning capital expenditures for the years 2010-2013. The following interviews helped the controller collect the necessary information for the capital expenditures budget: Director of Facilities: A construction contract was signed in late 2009 for the construction of a new factory building at a contract cost of \(\$ 13,000,000\). The construction is scheduled to begin in 2010 and be completed in \(2011 .\) Vice President of Manufacturing: Once the new factory building is finished, we plan to purchase \(\$ 1.7\) million in equipment in late 2011. I expect that an additional \(\$ 200,000\) will be needed early in the following year (2012) to test and install the equipment before we can begin production. If sales continue to grow, I expect we'll need to invest another million in equipment in \(2013 .\) Vice President of Marketing: We have really been growing lately. I wouldn't be surprised if we need to expand the size of our new factory building in 2013 by at least \(40 \%\). Fortunately, we expect inflation to have minimal impact on construction costs over the next four years. Additionally, I would expect the cost of the expansion to be proportional to the size of the expansion. Director of Information Systems: We need to upgrade our information systems to wireless network technology. It doesn't make sense to do this until after the new factory building is completed and producing product. During 2012, once the factory is up and running, we should equip the whole facility with wireless technology. I think it would cost us \(\$ 1,600,000\) today to install the technology. However, prices have been dropping by \(25 \%\) per year, so it should be less expensive at a later date. President: I am excited about our long-term prospects. My only short-term concem is financing the \(\$ 7,000,000\) of construction costs on the portion of the new factory building scheduled to be completed in \(2010 .\) Use the interview information above to prepare a capital expenditures budget for Gardeneer Tools Inc. for the years 2010-2013.

The production supervisor of the Machining Department for Nell Company agreed to the following monthly static budget for the upcoming year: Nell Company Machining Department Monthly Production Budget Wages . . . . . . . . . . . . . . . . . . . . . . \(540,000 Utilities . . . . . . . . . . . . . . . . . . . . . . 36,000 Depreciation . . . . . . . . . . . . . . . . . . 60,000 ________ Total . . . . . . . . . . . . . . . . . . . . . . \)636,000 ________ ________ The actual amount spent and the actual units produced in the first three months of 2010 in the Machining Department were as follows: Amount Spent Units Produced January \(600,000 110,000 February 570,000 100,000 March 545,000 90,000 The Machining Department supervisor has been very pleased with this performance, since actual expenditures have been less than the monthly budget. However, the plant manager believes that the budget should not remain fixed for every month but should 鈥渇lex鈥 or adjust to the volume of work that is produced in the Machining Department. Additional budget information for the Machining Department is as follows: Wages per hour \)18.00 Utility cost per direct labor hour $1.20 Direct labor hours per unit 0.25 Planned unit production 120,000 a. Prepare a flexible budget for the actual units produced for January, February, and March in the Machining Department. Assume depreciation is a fixed cost. b. Compare the flexible budget with the actual expenditures for the first three months. What does this comparison suggest?

Office Mate Supplies Inc. has "cash and carry" customers and credit customers. Office Mate estimates that \(25 \%\) of monthly sales are to cash customers, while the remaining sales are to credit customers. Of the credit customers, \(20 \%\) pay their accounts in the month of sale, while the remaining \(80 \%\) pay their accounts in the month following the month of sale. Projected sales for the first three months of 2010 are as follows: \(\begin{array}{lr}\text { August } & \$ 250,000 \\ \text { September } & 290,000 \\ \text { October } & 270,000 \\ & \\ \text { nce on July 31, 2010, was } \$ 200,000 .\end{array}\) The Accounts Receivable balance on July 31, 2010, was \(\$ 200,000\). Prepare a schedule of cash collections from sales for August, September, and October.

At the beginning of the 2010 school year, Britney Logan decided to prepare a cash budget for the months of September, October, November, and December. The budget must plan for enough cash on December 31 to pay the spring semester tuition, which is the same as the fall tuition. The following information relates to the budget: Cash balance, September 1 (from a summer job) . . . . . . . . . . . . . . . . . . . . . . . $7,000 Purchase season football tickets in September . . . . . . . . . . . . . . . . . . . . . . . . . 100 Additional entertainment for each month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250 Pay fall semester tuition on September 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,800 Pay rent at the beginning of each month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 350 Pay for food each month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200 Pay apartment deposit on September 2 (to be returned Dec. 15) . . . . . . . . . . . . 500 Part-time job earnings each month (net of taxes) . . . . . . . . . . . . . . . . . . . . . . . . 900 a. Prepare a cash budget for September, October, November, and December. b. Are the four monthly budgets that are presented prepared as static budgets or flexible budgets? c. What are the budget implications for Britney Logan?

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