You have just been hired as a management trainee by Cravat Sales Company, a nationwide distributor of a designer's silk ties. The company has an exclusive franchise on the distribution of the ties, and sales have grown so rapidly over the last few years that it has become necessary to add new members to the management team. You have been given responsibility for all planning and budgeting. Your first assignment is to prepare a master budget for the next three months, starting April 1. You are anxious to make a favorable impression on the president and have assembled the information below. The company desires a minimum ending cash balance each month of $10,000. The ties are sold to retailers for $8 each. Recent and forecasted sales in units are as follows: January (actual) February (actual) March (actual) April May 23,000 June 32,000 July 31,000 August 41,000 September 52,000 69,000 41,000 36,000 33,000 The large buildup in sales before and during June is due to Father's Day. Ending inventories are supposed to equal 90% of the next month's sales in units. The ties cost the company $5 each. Purchases are paid for as follows: 50% in the month of purchase and the remaining 50% in the following month. All sales are on credit, with no discount, and payable within 15 days. The company has found, however, that only 25% of a month's sales are collected by month-end. An additional 50% is collected in the following month, and the remaining 25% is collected in the second month following sale. Bad debts have been negligible. The company's monthly selling and administrative expenses are given below: $ 1 per tie Variable: Sales commissions Fixed: Wages and salaries Utilities Insurance Depreciation Miscellaneous $ 30,600 $ 22,900 $ 1,200 $ 1,500 $ 3,600 You have just been hired as a management trainee by Cravat Sales Company, a nationwide distributor of a designer's silk ties. The company has an exclusive franchise on the distribution of the ties, and sales have grown so rapidly over the last few years that it has become necessary to add new members to the management team. You have been given responsibility for all planning and budgeting. Your first assignment is to prepare a master budget for the next three months, starting April 1. You are anxious to make a favorable impression on the president and have assembled the information below. The company desires a minimum ending cash balance each month of $10,000. The ties are sold to retailers for $8 each. Recent and forecasted sales in units are as follows: January (actual) February (actual) March (actual) April May 23,000 June 32,000 July 31,000 August 41,000 September 52,000 69,000 41,000 36,000 33,000 The large buildup in sales before and during June is due to Father's Day. Ending inventories are supposed to equal 90% of the next month's sales in units. The ties cost the company $5 each. Purchases are paid for as follows: 50% in the month of purchase and the remaining 50% in the following month. All sales are on credit, with no discount, and payable within 15 days. The company has found, however, that only 25% of a month's sales are collected by month-end. An additional 50% is collected in the following month, and the remaining 25% is collected in the second month following sale. Bad debts have been negligible. The company's monthly selling and administrative expenses are given below: $ 1 per tie Variable: Sales commissions Fixed: Wages and salaries Utilities Insurance Depreciation Miscellaneous $ 30,600 $ 22,900 $ 1,200 $ 1,500 $ 3,600 All selling and administrative expenses are paid during the month, in cash, with the exception of depreciation and insurance expired. Land will be purchased during May for $26,000 cash. The company declares dividends of $12,000 each quarter, payable in the first month of the following quarter. The company's balance sheet at March 31 is given below: $ 18,000 Assets Cash Accounts receivable ($64,000 February sales; $186,000 March sales) Inventory (36,900 units) Prepaid insurance Fixed assets, net of depreciation 250,000 184,500 14,400 128,400 Total assets $ 595,300 Liabilities and Stockholders' Equity Accounts payable Dividends payable Capital stock Retained earnings $ 100,000 12,000 300,000 183,300 Total liabilities and stockholders' equity $ 595,300 The company has an agreement with a bank that allows it to borrow in increments of $1,000 at the beginning of each month, up to a total loan balance of $170,000. 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 $10,000 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. Sales Budget April May June Quarter Budgeted sales in units Selling price per unit Total sales $ 8 b. A schedule of expected cash collections from sales, by month and in total. Cravat Sales Company Schedule of Expected Cash Collections April May June Quarter $ 0 0 0 February sales March sales April sales May sales June sales Total cash collections 0 0 0 $ 0 $ O 0 $ $ 0 0 $ 0 C. A merchandise purchases budget in units and in dollars. Show the budget by month and in total. June Quater 0 Cravat Sales Company Merchandise Purchases Budget April May Budgeted sales in units Add: Budgeted ending inventory Total needs 0 0 Deduct: Beginning inventory Required unit purchases Unit cost Required dollar purchases 0 $ 0 $ O 0 0 0 0 0 0 $ 0 $ 0 d. A schedule of expected cash disbursements for merchandise purchases, by month and in total. May Cravat Sales Company Budgeted Cash Disbursements for Merchandise Purchases April June Quarter March purchases $ 0 April purchases 0 May purchases 0 June purchases 0 Total cash payments 0 $ 0 $ 0 0 0 2. A cash budget. Show the budget by month and in total. (Cash deficiency, repayments and interest should be indicated by a minus sign.) June Quarter 0 0 0 0 0 0 Cravat Sales Company Cash Budget For the Three Months Ending June 30 April May Cash balance, beginning Add receipts from customers Total cash available 0 Less disbursements: Purchase of inventory Sales commissions Salaries and wages Utilities Miscellaneous Dividends paid Land purchases Total disbursements Excess (deficiency) of receipts over disbursements Financing Borrowings Repayments Interest Total financing Cash balance, ending $ 0 $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ 0 $ 3. A budgeted income statement for the three-month period ending June 30. Use the contribution approach. Cravat Sales Company Budgeted Income Statement For the Three Months Ended June 30 Sales revenue Variable expenses Cost of goods sold Commissions 0 0 Contribution margin Fixed expenses: Wages and salaries Utilities Insurance expired Depreciation Miscellaneous 0 0 Net operating income Interest expense Net income $ 0 4. A budgeted balance sheet as of June 30. Cravat Sales Company Budgeted Balance Sheet June 30 Assets Cash Accounts receivable Inventory Unexpired insurance Fixed assets, net of depreciation 0 Total assets $ Liabilities and Stockholders' Equity Accounts payable, purchases Dividends payable Loans payable, bank Capital stock, no par Retained earnings Total liabilities and stockholders' equity $ 0
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