/*! This file is auto-generated */ .wp-block-button__link{color:#fff;background-color:#32373c;border-radius:9999px;box-shadow:none;text-decoration:none;padding:calc(.667em + 2px) calc(1.333em + 2px);font-size:1.125em}.wp-block-file__button{background:#32373c;color:#fff;text-decoration:none} Problem 27 Game Guys is a retail store sell... [FREE SOLUTION] | 91Ó°ÊÓ

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Game Guys is a retail store selling video games. Sales are uniform for most of the year, but pick up in June and December, both because new releases come out and because games are purchased in anticipation of summer or winter holidays. Game Guys also sells and repairs game systems. The forecast of sales and service revenue for the second quarter of 2012 is as follows: Almost all the service revenue is paid for by bank credit card, so Game Guys budgets this as \(100 \%\) bank card revenue. The bank cards charge an average fee of \(3 \%\) of the total. Half of the sales revenue is also paid for by bank credit card, for which the fee is also \(3 \%\) on average. About \(10 \%\) of the sales are paid in cash, and the rest (the remaining \(40 \%\) ) are carried on a store account. Although the store tries to give store credit only to the best customers, it still averages about \(2 \%\) for uncollectible accounts; \(90 \%\) of store accounts are paid in the month following the purchase, and \(8 \%\) are paid two months after purchase. 1\. Calculate the cash that Game Guys expects to collect in May and in June of 2012 . Show calculations for each month. 2\. Game Guys has budgeted expenditures for May of \(\$ 4,350\) for the purchase of games and game systems, \(\$ 1,400\) for rent and utilities and other costs, and \(\$ 1,000\) in wages for the two part time employees. a. Given your answer to requirement 1 , will Game Guys be able to cover its payments for May? b. The projections for May are a budget. Assume (independently for each situation) that May revenues might also be \(5 \%\) less and \(10 \%\) less, and that costs might be \(8 \%\) higher. Under each of those three scenarios show the total net cash for May and the amount Game Guys would have to borrow if cash receipts are less than cash payments. Assume the beginning cash balance for May is \(\$ 100\). 3\. Suppose the costs for May are as described in requirement 2, but the expected cash receipts for May are \(\$ 6,200\) and beginning cash balance is \(\$ 100 .\) Game Guys has the opportunity to purchase the games and game systems on account in May, but the supplier offers the company credit terms of \(2 / 10\) net \(30,\) which means if Game Guys pays within 10 days (in May) it will get a \(2 \%\) discount on the price of the merchandise. Game Guys can borrow money at a rate of \(24 \%\). Should Game Guys take the purchase discount?

Short Answer

Expert verified
Game Guys should analyze both current collections and expenses. If collections cover expenses, there's no need to borrow, but scenario planning is vital for deficits. Taking the supplier discount is beneficial if the cost of borrowing over ten days is less than the 2% savings.

Step by step solution

01

Understand Sales Revenue Collection

Identify how and when Game Guys collects its sales and service revenue. Service revenue is 100% paid via bank card with a 3% fee. Sales revenue is 50% via bank card (3% fee), 10% in cash, and 40% as store credit. Uncollectible accounts are 2%, 90% of store credits are paid the following month, and 8% two months after purchase.
02

May's Cash Collections

Calculate cash collections for May. Include: 100% of service revenue minus a 3% bank card fee; 50% of sales revenue minus a 3% bank card fee; 10% of sales revenue as cash; and 90% of store credit sales from April (the previous month) multiplied by 0.98 to account for uncollectibles, and 8% from March.
03

June's Cash Collections

Determine cash collections for June, using the same proportions as in May. Factors include service revenue (-3% fee), sales revenue (-3% fee, 10% cash), and collecting 90% of store credit sales from May, adjusted for uncollectibles, plus 8% from April and 2% uncollectible.
04

Analyze May Expenses

Sum the budgeted May expenses: $4,350 for purchases, $1,400 for rent and utilities, and $1,000 for wages. Compare the total to May's expected cash collections to determine if expenses are covered.
05

Evaluate Alternative Scenarios for May

Adjust cash collections for potential decreases in revenue (5% and 10% less) and increases in expenses (8% more costs). Calculate the net cash for each scenario starting with a $100 cash balance. Determine the shortfall and necessary borrowing if any.
06

Decision on Supplier Discount

Examine if Game Guys should take a 2% supplier discount for early payment at the expense of borrowing at a 24% annual interest rate. Compare the cost of borrowing to the savings from the discount to make a decision.

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Key Concepts

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

Cash Flow Analysis
Cash flow analysis is a critical step in budgeting and cost accounting. It involves assessing the inflows and outflows of cash to ensure that a business can meet its financial obligations. For Game Guys, understanding the timing of cash movements can help avoid liquidity issues. Cash inflows for Game Guys comprise different types of sales and services revenues. The inflows need to be analyzed in detail:
  • Service revenue collected entirely through bank cards, subject to a transaction fee.
  • Sales revenue divided among credit card payments, cash, and store credits.
Additionally, managing cash flow requires understanding payouts for expenses, such as purchases, utilities, and wages. A shortfall indicates the need for additional cash resources or adjusting spending. By conducting cash flow analysis, Game Guys can better forecast its ability to cover upcoming expenses and plan for various financial scenarios.
Sales Revenue Collection
The collection of sales revenue is a nuanced process. In Game Guys' scenario, this means breaking down how revenue is received, categorized, and adjusted for fees or losses. Key components:
  • Bank credit card payments make up a significant portion but include a 3% bank fee, reducing the effective collection.
  • 10% of sales are collected in cash, offering a straightforward addition to cash flow.
  • Store credit accounts make up 40% of transactions, with their payments staggered over upcoming months, affecting cash flow timing.
Understanding each component helps predict when cash will actually be available, which is crucial for meeting financial obligations on time. Proper management of revenue collection improves operational efficiency and financial stability.
Expenditure Forecasting
Expenditure forecasting involves predicting future costs to ensure that a business can plan its finances accordingly. For Game Guys, this means calculating expected expenses such as purchases, rent, utilities, and wages. An accurate forecast comprises:
  • Budget amounts for fixed and variable costs, like the $4,350 for purchases.
  • Predicted increases in costs, which may occur due to market fluctuations, such as an 8% cost increase.
Evaluating different scenarios, such as increased expenses or decreased revenues, helps the business prepare for various potential financial situations. Effective forecasting allows for strategic budgeting and financial planning, reducing the risk of unexpected shortfalls.
Discount Strategy Evaluation
Evaluating discount strategies is about analyzing whether to take advantage of financial benefits like early payment discounts. For Game Guys, a key decision is whether to leverage a 2% supplier discount against the cost of borrowing at a 24% annual interest rate. Considerations include:
  • The net savings from the discount compared to the expense of borrowing. The discount can provide immediate cost benefits if it outweighs the loan interest over the discount period.
  • The impact on cash flows and whether Game Guys can sustain the temporary cash outflow needed to capitalize on the discount.
Making informed discount strategy decisions can improve profit margins and foster better supplier relationships. It's crucial to weigh long-term financial impacts against immediate costs and benefits.

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Most popular questions from this chapter

Describe how nonoutput-based cost drivers can be incorporated into budgeting.

'Budgeted performance is a better criterion than past performance for judging managers." Do you agree? Explain.

Consider each of the following independent situations for Anderson Forklifts. Anderson manufactures and sells forklifts. The company also contracts to service both its own and other brands of forklifts. Anderson has a manufacturing plant, a supply warehouse that supplies both the manufacturing plant and the service technicians (who often need parts to repair forklifts) and 10 service vans. The service technicians drive to customer sites to service the forklifts. Anderson owns the vans, pays for the gas, and supplies forklift parts, but the technicians own their own tools. 1\. In the manufacturing plant the production manager is not happy with the engines that the purchasing manager has been purchasing. In May the production manager stops requesting engines from the supply warehouse, and starts purchasing them directly from a different engine manufacturer. Actual materials costs in May are higher than budgeted. 2\. Overhead costs in the manufacturing plant for June are much higher than budgeted. Investigation reveals a utility rate hike in effect that was not figured into the budget. 3\. Gasoline costs for each van are budgeted based on the service area of the van and the amount of driving expected for the month. The driver of van 3 routinely has monthly gasoline costs exceeding the budget for van 3. After investigating, the service manager finds that the driver has been driving the van for personal use. 4\. At Bigstore Warehouse, one of Anderson's forklift service customers, the service people are only called in for emergencies and not for routine maintenance. Thus, the materials and labor costs for these service calls exceeds the monthly budgeted costs for a contract customer. 5\. Anderson's service technicians are paid an hourly wage, with overtime pay if they exceed 40 hours per week, excluding driving time. Fred Snert, one of the technicians, frequently exceeds 40 hours per week. Service customers are happy with Fred's work, but the service manager talks to him constantly about working more quickly. Fred's overtime causes the actual costs of service to exceed the budget almost every month. 6\. The cost of gasoline has increased by \(50 \%\) this year, which caused the actual gasoline costs to greatly exceed the budgeted costs for the service vans. For each situation described, determine where (that is, with whom) (a) responsibility and (b) controllability lie. Suggest what might be done to solve the problem or to improve the situation.

"The sales forecast is the cornerstone for budgeting." Why?

Jag Meerkat owns three upscale hair salons: Hair Suite I, I, I, and III. Each of the salons has a manager and 10 stylists who rent space in the salons as independent contractors and who pay a fee of \(10 \%\) of each week's revenue to the salon as rent. In exchange they get to use the facility and utilities, but must bring their own equipment The manager of each salon schedules each customer appointment to last an hour, and then allows the styist 10 minutes between appointments to clean up, rest, and prepare for the next appointment. The salons are open from 10 AM to 6 PM. so each stylist can serve seven customers per day. Stylists each work five days a week on staggered schedule, so the salon is open seven days a week. Everyone works on Saturdays, but some stylists have Sunday and Monday off, some have Tuesday and Wednesday off, and some have Thursday and Friday off. Jag Meerkat knows that utility costs are rising, Jag wants to increase revenues to cover at least some part of rising utility costs, so Jag tells each of the managers to find a way to increase productivity in the salons so that the stylists will pay more to the salons. Jag does not want to increase the rental fee above \(^{10 \%}\) of revenue for fear the stylists will leave, and each salon has only 10 stations, so he feels each salon cannot hire more than 10 full-time stylists The manager of Hair Suite I attacks the problem by simply telling the stylists that, from now on, cus tomers will be scheduled for 40 minute appointments and breaks will be five minutes. This will allow each stylist to add one more customer per day The manager of Hair Suite II asks the stylists on a voluntary basis to work one extra hour per day, from 10 A.M.to 7 P.M, to add an additional customer per stylist per day The manager of Hair Suite III sits down with the stylists and discusses the issue. After considering shortening the appointment and break times, or lengthening the hours of operation, one of the stylists says "l know we rent stations in your store, but l am willing to share my station. You could hire an eleventh stylists who will simply work at whatever station is vacant during our days off. since we use our own equipment this will not be a problem for me as long as there is a secure place 1 can leave my equipment on my days off." Most of the other stylists agree that this is a good solution. 1\. Which manager's style do you think is most effective? Why? 2\. How do you think the stylists will react to the managers of salons I and II? What can they do to indicate their displeasure, assuming they are displeased? 3\. In Hair Suite III, if the stylists did not want to share their stations with another party, how else could they find a way to increase revenues? 4\. Refer again to the action that the manager of Hair Suite I has chosen. How does this relate to the concept of stretch targets?

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