Mesmerizing Marketers (MM) is a marketing company that offers a variety of marketing offerings to its customers. Specifically:
• MM will create a TV commercial for $1M, build an app for $500K, and build a Facebook page for $250K. These amounts represent MM’s charges for these items when MM sells them separately to customers. The TV commercial, the app, and the Facebook page are not interrelated; that is, each functions independently of the other offerings.
• If a customer purchases all aforementioned items together, the total cost is $1.5M. Payment terms are 50 percent consideration due at contract signing, with the remaining 50 percent due over the rest of the development period (25 percent at mid-point, 25 percent at completion).
• If the app is downloaded 500K times or more in the first month, there is a one-time bonus of $250K payable to MM.
Stone, a customer, approaches MM with the hopes of reinventing its image to a younger customer base. Stone has a verbal agreement with MM that is based on MM’s unsigned quote to Stone on November 30, 20X5, for one TV commercial, one app, and a Facebook page. The agreement creates enforceable rights and obligations pursuant to MM’s customary business practices. None of these items can be redirected by MM to another customer. MM performed a credit check on Stone and has determined that Stone has the intention and ability to pay MM for fulfilling its portion of the contract. Stone is required to pay MM for performance completed to date if Stone cancels the contract with MM for reasons other than MM’s failure to perform under the contract as promised.
Stone makes a payment on November 30, 20X5, in the amount of $750K pursuant to the agreement. From the date of the quote, it takes MM six months to develop and produce the TV commercial, two weeks to complete the Facebook page, and three months to complete a fully functioning app. MM does not think that the app will be downloaded 500K times in the first month because Stone’s customer base does not quickly accept newly developed technology. On the basis of its experience with similar technology, MM has determined that it takes over three months for Stone’s users to begin to download its apps.
Required
MM’s CFO is trying to understand the new revenue recognition model and has asked you to explain how MM would account for the above scenario under the new standard.
1. How should MM account for the above offering with Stone under the new revenue recognition model?
2. How would your conclusions change if: a. The app sold to Stone is actually downloaded more than 500K times in the first month?
In: Accounting
Saving the Glaciers
The glaciers have been disappearing from Glacier National Park in Montana and adjoining Waterton National Park in Canada. In 1850, Glacier is said to have had 150 glaciers; in 2006 there were 27. In response to this trend, various organizations petitioned for the parks to be designated endangered by being placed on the danger list of the World Heritage Committee. As one report says,
Endangered status would require the World Heritage Committee to find ways to mitigate how climate change affects the park, [the law professor who wrote the petition] said . . . Better fuel efficiency for automobiles and stronger energy efficiency standards for buildings and appliances are among the ways to reduce greenhouse pollution that contributes to warming, the petition [said].
But some denounced the petition as unnecessary and unsupported by scientific data, while one group of scientists estimated that if climate trends continue, Glacier Park’s glaciers will disappear completely by 2030.
Justify your answers: Suppose the glaciers’ melting would have no appreciable effect on the environ- ment except that they would no longer exist. Would conservationists still be justified in trying to save the glaciers? If so, how could they justify their efforts? If not, why not? Suppose the glaciers could be saved only if the government spends $10 billion on pollution controls—money that would have to be taken away from social programs. Would this cost be worth it? Why or why not? Using the utilitarian Theory
In: Psychology
QUESTION PART A: You want to obtain a sample to estimate a
population proportion. At this point in time, you have no
reasonable estimate for the population proportion. You would like
to be 99.9% confident that you esimate is within 1.5% of the true
population proportion. How large of a sample size is
required?
n =
QUESTION PART B: If n = 300 and ˆp (p-hat) = 0.3, construct a
90% confidence interval.
Give your answers to three decimals
_____< p < _____
QUESTION PART C: Many investors and financial analysts believe
the Dow Jones Industrial Average (DJIA) gives a good barometer of
the overall stock market. On January 31, 2006, 9 of the 30 stocks
making up the DJIA increased in price (The Wall Street Journal,
February 1, 2006). On the basis of this fact, a financial analyst
claims we can assume that 30% of the stocks traded on the New York
Stock Exchange (NYSE) went up the same day.
A sample of 53 stocks traded on the NYSE that day showed that 26
went up.
You are conducting a study to see if the proportion of stocks that
went up is is significantly more than 0.3. You use a significance
level of α=0.02α=0.02.
What is the test statistic for this sample? (Report answer accurate
to three decimal places.)
test statistic =
What is the p-value for this sample? (Report answer accurate to
four decimal places.)
p-value =
The p-value is...
This test statistic leads to a decision to...
As such, the final conclusion is that...
In: Statistics and Probability
Describe THREE (3) categories of e-commerce revenue models with ONE (1) real-life example for each model. Below are the guidelines of answer. DO NOT use guidelines below as the answer of question.
Answer:
First let me list the three :
1. Affiliate marketing
2. Online advertising
3. Transaction fees
Explanation:
1. Affiliate marketing enables you to earn revenue by marketing or
offering another product for sale on your site. For example, you
may reference a book you read and recommend your customers get a
copy for themselves. You could also set up an affiliate account and
place a direct link to the book on the Amazon site, which will pay
you a percentage of the sale. If you decide to participate in
affiliate marketing, you\'ll need to research which companies might
provide you with a financial incentive for promoting their sites on
your page.
When you\'re just starting out, the money you earn from affiliate
marketing may be just a small, supplemental amount. However, as
traffic to your site increases, you may enjoy more substantial
income.
2. Online advertising is a very popular revenue model for
e-commerce businesses. In this method, companies or organizations
buy advertising space on your site, provide a designed ad or
written message, and then pay you for promoting their messages.
Media sites, such as magazines, newspapers, and television channels
typically use online advertising.
Two common types of online advertising include pay-per-click and
pay-per-view, which determine how much advertisers will pay for
their advertisements. While some sites charge a set fee for placing
an ad, most pay a set fee for each person who clicks on a link or
views a page related to the advertiser. As traffic to your site
grows and more people click on an advertiser\'s link or view a
related page, you\'ll earn more advertising revenue.
3. Transaction fees are the charges a company pays for using their
service. If you\'ve ever sold anything on eBay, you know there\'s a
set price for posting a product for sale. Each time a transaction
happens, you pay a small fee to eBay for marketing your product.
Whether you charge a small fee for a company to list a transaction
or for someone to view a video, transaction fees can be a sizable
if the traffic to the website is substantial.
Examples of the firms that use these revenue models are:
1. TDC and Orange are using Affiliate marketing .
2. Coco Cola , AMEX , Mint are using Online advertising .
3. Google (e.g. AdWords and AdSense),Facebook,New York Times
(Marketing) are using Transaction fees
In: Operations Management
Introducing a New Product
Consider a firm that is introducing a new product. The firm identified 300 potential customers whose probability of purchasing the product depends on age and gender as follows:
|
Female Under 60 |
Probability |
|
Buy |
0.6 |
|
Not |
0.4 |
|
Female Over 60 |
Probability |
|
Buy |
0.4 |
|
Not |
0.6 |
|
Male Under 60 |
Probability |
|
Buy |
0.55 |
|
Not |
0.45 |
|
Male Over 60 |
Probability |
|
Buy |
0.45 |
|
Not |
0.55 |
Using the spreadsheet of customer data provided, estimate the average number of product demand in each city: New York, Chicago, Los Angeles, and Seattle. (You may use any method you would like.)
| Customer # | Gender | Age | Location | Age Character | Buy (1) or not(0)? |
| 1 | M | 32 | New York | 60O | |
| 2 | M | 89 | New York | 60U | |
| 3 | M | 60 | New York | 60U | |
| 4 | M | 40 | New York | 60O | |
| 5 | M | 86 | New York | 60U | |
| 6 | F | 34 | Chicago | 60O | |
| 7 | M | 46 | New York | 60O | |
| 8 | M | 61 | New York | 60U | |
| 9 | M | 20 | New York | 60O | |
| 10 | F | 28 | New York | 60O | |
| 11 | M | 98 | Chicago | 60U | |
| 12 | M | 40 | New York | 60O | |
| 13 | M | 32 | Los Angeles | 60O | |
| 14 | F | 46 | New York | 60O | |
| 15 | M | 14 | New York | 60O | |
| 16 | M | 75 | Chicago | 60U | |
| 17 | M | 84 | New York | 60U | |
| 18 | F | 31 | Seattle | 60O | |
| 19 | M | 39 | Chicago | 60O | |
| 20 | M | 87 | Chicago | 60U | |
| 21 | M | 61 | Seattle | 60U | |
| 22 | M | 77 | New York | 60U | |
| 23 | M | 31 | Chicago | 60O | |
| 24 | M | 73 | New York | 60U | |
| 25 | F | 15 | Seattle | 60O | |
| 26 | M | 14 | New York | 60O | |
| 27 | F | 82 | New York | 60U | |
| 28 | M | 98 | New York | 60U | |
| 29 | M | 20 | New York | 60O | |
| 30 | M | 25 | Chicago | 60O | |
| 31 | M | 83 | New York | 60U | |
| 32 | M | 78 | New York | 60U | |
| 33 | M | 27 | New York | 60O | |
| 34 | M | 99 | Chicago | 60U | |
| 35 | F | 44 | New York | 60O | |
| 36 | M | 84 | New York | 60U | |
| 37 | M | 27 | Chicago | 60O | |
| 38 | M | 90 | Chicago | 60U | |
| 39 | M | 55 | New York | 60O | |
| 40 | M | 62 | Los Angeles | 60U | |
| 41 | F | 47 | New York | 60O | |
| 42 | M | 85 | Chicago | 60U | |
| 43 | M | 99 | New York | 60U | |
| 44 | F | 70 | New York | 60U | |
| 45 | M | 68 | New York | 60U | |
| 46 | M | 48 | Chicago | 60O | |
| 47 | M | 44 | New York | 60O | |
| 48 | M | 48 | New York | 60O | |
| 49 | M | 38 | New York | 60O | |
| 50 | M | 39 | New York | 60O | |
| 51 | M | 21 | New York | 60O | |
| 52 | M | 65 | New York | 60U | |
| 53 | M | 29 | Chicago | 60O | |
| 54 | M | 92 | New York | 60U | |
| 55 | M | 67 | Los Angeles | 60U | |
| 56 | F | 99 | Los Angeles | 60U | |
| 57 | M | 25 | Los Angeles | 60O | |
| 58 | M | 31 | New York | 60O | |
| 59 | M | 74 | New York | 60U | |
| 60 | M | 92 | New York | 60U | |
| 61 | M | 91 | New York | 60U | |
| 62 | M | 62 | New York | 60U | |
| 63 | M | 24 | New York | 60O | |
| 64 | F | 49 | Chicago | 60O | |
| 65 | M | 19 | New York | 60O | |
| 66 | M | 58 | New York | 60O | |
| 67 | F | 59 | Chicago | 60O | |
| 68 | M | 64 | New York | 60U | |
| 69 | M | 90 | Los Angeles | 60U | |
| 70 | F | 80 | New York | 60U | |
| 71 | F | 61 | New York | 60U | |
| 72 | M | 39 | New York | 60O | |
| 73 | M | 79 | New York | 60U | |
| 74 | M | 74 | New York | 60U | |
| 75 | M | 44 | Los Angeles | 60O | |
| 76 | M | 38 | New York | 60O | |
| 77 | M | 16 | Los Angeles | 60O | |
| 78 | F | 62 | New York | 60U | |
| 79 | M | 65 | Los Angeles | 60U | |
| 80 | M | 86 | New York | 60U | |
| 81 | F | 42 | New York | 60O | |
| 82 | M | 64 | New York | 60U | |
| 83 | M | 33 | New York | 60O | |
| 84 | M | 97 | Chicago | 60U | |
| 85 | M | 30 | New York | 60O | |
| 86 | M | 89 | New York | 60U | |
| 87 | M | 27 | New York | 60O | |
| 88 | F | 99 | Los Angeles | 60U | |
| 89 | M | 65 | Los Angeles | 60U | |
| 90 | M | 86 | Chicago | 60U | |
| 91 | M | 34 | New York | 60O | |
| 92 | M | 99 | Los Angeles | 60U | |
| 93 | F | 50 | New York | 60O | |
| 94 | M | 70 | Los Angeles | 60U | |
| 95 | F | 23 | New York | 60O | |
| 96 | M | 80 | New York | 60U | |
| 97 | F | 95 | New York | 60U | |
| 98 | M | 28 | New York | 60O | |
| 99 | M | 23 | New York | 60O | |
| 100 | F | 77 | New York | 60U |
In: Statistics and Probability
Net Present Value Method—Annuity
Jones Excavation Company is planning an investment of $434,200 for a bulldozer. The bulldozer is expected to operate for 2,000 hours per year for six years. Customers will be charged $140 per hour for bulldozer work. The bulldozer operator costs $27 per hour in wages and benefits. The bulldozer is expected to require annual maintenance costing $20,000. The bulldozer uses fuel that is expected to cost $35 per hour of bulldozer operation.
|
Net Present Value Method—Annuity Jones Excavation Company is planning an investment of $434,200 for a bulldozer. The bulldozer is expected to operate for 2,000 hours per year for six years. Customers will be charged $140 per hour for bulldozer work. The bulldozer operator costs $27 per hour in wages and benefits. The bulldozer is expected to require annual maintenance costing $20,000. The bulldozer uses fuel that is expected to cost $35 per hour of bulldozer operation.
a. Determine the equal annual net cash flows from operating the bulldozer.
Feedback a. Subtract the operating expenses (hourly fuel and labor costs, multiplied by the operating hours, plus the annual maintenance costs) from the revenues (operating hours multiplied by the hourly revenue). b. Determine the net present value of the investment, assuming that the desired rate of return is 20%. Use the present value of an annuity of $1 table above. Round to the nearest dollar. If required, use the minus sign to indicate a negative net present value.
c. Should Jones invest in the bulldozer, based
on this analysis? d. Determine the number of operating hours such
that the present value of cash flows equals the amount to be
invested. Round interim calculations and final answer to the
nearest whole number. |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
a. Determine the equal annual net cash flows from operating the bulldozer.
| Jones Excavation Company | |||
| Equal Annual Net Cash Flows | |||
| Cash inflows: | |||
| × $ | |||
| $ | |||
| Cash outflows: | |||
| $ | |||
| × $ | |||
| $ | |||
b. Determine the net present value of the investment, assuming that the desired rate of return is 20%. Use the present value of an annuity of $1 table above. Round to the nearest dollar. If required, use the minus sign to indicate a negative net present value.
| Present value of annual net cash flows | $ |
| Amount to be invested | |
| Net present value | $ |
c. Should Jones invest in the bulldozer, based
on this analysis?
, because the bulldozer cost is the present value
of the cash flows at the minimum desired rate of return of 20%.
d. Determine the number of operating hours such
that the present value of cash flows equals the amount to be
invested. Round interim calculations and final answer to the
nearest whole number.
hours
In: Accounting
Forecast Sales Volume and Sales Budget
For 20Y8, Raphael Frame Company prepared the sales budget that follows.
At the end of December 20Y8, the following unit sales data were reported for the year:
| Unit Sales | ||||
| 8" × 10" Frame | 12" × 16" Frame | |||
| East | 23,278 | 14,456 | ||
| Central | 5,757 | 5,292 | ||
| West | 5,044 | 4,429 | ||
| Raphael Frame Company Sales Budget For the Year Ending December 31, 20Y8 |
|||||||
| Product and Area | Unit Sales Volume |
Unit Selling Price |
Total Sales | ||||
| 8" × 10" Frame: | |||||||
| East | 22,600 | $26 | $587,600 | ||||
| Central | 5,700 | 26 | 148,200 | ||||
| West | 5,200 | 26 | 135,200 | ||||
| Total | 33,500 | $871,000 | |||||
| 12" × 16" Frame: | |||||||
| East | 13,900 | $27 | $375,300 | ||||
| Central | 5,400 | 27 | 145,800 | ||||
| West | 4,300 | 27 | 116,100 | ||||
| Total | 23,600 | $637,200 | |||||
| Total revenue from sales | $1,508,200 | ||||||
For the year ending December 31, 20Y9, unit sales are expected to follow the patterns established during the year ending December 31, 20Y8. The unit selling price for the 8" × 10" frame is expected to increase to $27 and the unit selling price for the 12" × 16" frame is expected to increase to $29, effective January 1, 20Y9.
Required:
1. Compute the increase or decrease of actual unit sales for the year ended December 31, 20Y8, over budget. Use the minus sign to indicate a decrease in amount and percent. Round percents to the nearest whole percent.
| Unit Sales, Year Ended 20Y8 |
Increase (Decrease) Actual Over Budget |
||||||
| Budget | Actual Sales | Amount | Percent | ||||
| 8" × 10" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
| 12" × 16" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
2. Assuming that the increase or decrease in actual sales to budget indicated in part (1) is to continue in 20Y9, compute the unit sales volume to be used for preparing the sales budget for the year ending December 31, 20Y9. Use the minus sign to indicate a decrease in percent. Round budgeted units to the nearest whole unit.
| 20Y8 Actual Units |
Percentage Increase (Decrease) |
20Y9 Budgeted Units (rounded) |
|||
| 8" × 10" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
| 12" × 16" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
3. Prepare a sales budget for the year ending December 31, 20Y9.
| Raphael Frame Company | |||
| Sales Budget | |||
| For the Year Ending December 31, 20Y9 | |||
| Product and Area | Unit Sales Volume | Unit Selling Price | Total Sales |
| 8" × 10" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| 12" × 16" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| Total revenue from sales | $ | ||
In: Accounting
Forecast Sales Volume and Sales Budget
For 20Y8, Raphael Frame Company prepared the sales budget that follows.
At the end of December 20Y8, the following unit sales data were reported for the year:
| Unit Sales | ||||
| 8" × 10" Frame | 12" × 16" Frame | |||
| East | 22,365 | 15,052 | ||
| Central | 5,253 | 3,626 | ||
| West | 4,512 | 2,678 | ||
| Raphael Frame Company Sales Budget For the Year Ending December 31, 20Y8 |
|||||||
| Product and Area | Unit Sales Volume |
Unit Selling Price |
Total Sales | ||||
| 8" × 10" Frame: | |||||||
| East | 21,300 | $26 | $553,800 | ||||
| Central | 5,100 | 26 | 132,600 | ||||
| West | 4,700 | 26 | 122,200 | ||||
| Total | 31,100 | $808,600 | |||||
| 12" × 16" Frame: | |||||||
| East | 14,200 | $27 | $383,400 | ||||
| Central | 3,700 | 27 | 99,900 | ||||
| West | 2,600 | 27 | 70,200 | ||||
| Total | 20,500 | $553,500 | |||||
| Total revenue from sales | $1,362,100 | ||||||
For the year ending December 31, 20Y9, unit sales are expected to follow the patterns established during the year ending December 31, 20Y8. The unit selling price for the 8" × 10" frame is expected to increase to $27 and the unit selling price for the 12" × 16" frame is expected to increase to $29, effective January 1, 20Y9.
Required:
1. Compute the increase or decrease of actual unit sales for the year ended December 31, 20Y8, over budget. Use the minus sign to indicate a decrease in amount and percent. Round percents to the nearest whole percent.
| Unit Sales, Year Ended 20Y8 |
Increase (Decrease) Actual Over Budget |
||||||
| Budget | Actual Sales | Amount | Percent | ||||
| 8" × 10" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
| 12" × 16" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
2. Assuming that the increase or decrease in actual sales to budget indicated in part (1) is to continue in 20Y9, compute the unit sales volume to be used for preparing the sales budget for the year ending December 31, 20Y9. Use the minus sign to indicate a decrease in percent. Round budgeted units to the nearest whole unit.
| 20Y8 Actual Units |
Percentage Increase (Decrease) |
20Y9 Budgeted Units (rounded) |
|||
| 8" × 10" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
| 12" × 16" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
3. Prepare a sales budget for the year ending December 31, 20Y9.
| Raphael Frame Company | |||
| Sales Budget | |||
| For the Year Ending December 31, 20Y9 | |||
| Product and Area | Unit Sales Volume | Unit Selling Price | Total Sales |
| 8" × 10" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| 12" × 16" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| Total revenue from sales | $ | ||
In: Accounting
Forecast Sales Volume and Sales Budget
For 20Y8, Raphael Frame Company prepared the sales budget that follows.
At the end of December 20Y8, the following unit sales data were reported for the year:
| Unit Sales | ||||
| 8" × 10" Frame | 12" × 16" Frame | |||
| East | 22,365 | 15,052 | ||
| Central | 5,253 | 3,626 | ||
| West | 4,512 | 2,678 | ||
| Raphael Frame Company Sales Budget For the Year Ending December 31, 20Y8 |
|||||||
| Product and Area | Unit Sales Volume |
Unit Selling Price |
Total Sales | ||||
| 8" × 10" Frame: | |||||||
| East | 21,300 | $26 | $553,800 | ||||
| Central | 5,100 | 26 | 132,600 | ||||
| West | 4,700 | 26 | 122,200 | ||||
| Total | 31,100 | $808,600 | |||||
| 12" × 16" Frame: | |||||||
| East | 14,200 | $27 | $383,400 | ||||
| Central | 3,700 | 27 | 99,900 | ||||
| West | 2,600 | 27 | 70,200 | ||||
| Total | 20,500 | $553,500 | |||||
| Total revenue from sales | $1,362,100 | ||||||
For the year ending December 31, 20Y9, unit sales are expected to follow the patterns established during the year ending December 31, 20Y8. The unit selling price for the 8" × 10" frame is expected to increase to $27 and the unit selling price for the 12" × 16" frame is expected to increase to $29, effective January 1, 20Y9.
Required:
1. Compute the increase or decrease of actual unit sales for the year ended December 31, 20Y8, over budget. Use the minus sign to indicate a decrease in amount and percent. Round percents to the nearest whole percent.
| Unit Sales, Year Ended 20Y8 |
Increase (Decrease) Actual Over Budget |
||||||
| Budget | Actual Sales | Amount | Percent | ||||
| 8" × 10" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
| 12" × 16" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
2. Assuming that the increase or decrease in actual sales to budget indicated in part (1) is to continue in 20Y9, compute the unit sales volume to be used for preparing the sales budget for the year ending December 31, 20Y9. Use the minus sign to indicate a decrease in percent. Round budgeted units to the nearest whole unit.
| 20Y8 Actual Units |
Percentage Increase (Decrease) |
20Y9 Budgeted Units (rounded) |
|||
| 8" × 10" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
| 12" × 16" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
Feedback
To calculate the difference subtract budget from actual sales.
Learning Objective 4.
3. Prepare a sales budget for the year ending December 31, 20Y9.
| Raphael Frame Company | |||
| Sales Budget | |||
| For the Year Ending December 31, 20Y9 | |||
| Product and Area | Unit Sales Volume | Unit Selling Price | Total Sales |
| 8" × 10" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| 12" × 16" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| Total revenue from sales | $ | ||
In: Accounting
or 20Y8, Raphael Frame Company prepared the sales budget that follows.
At the end of December 20Y8, the following unit sales data were reported for the year:
| Unit Sales | ||||
| 8" × 10" Frame | 12" × 16" Frame | |||
| East | 32,340 | 9,540 | ||
| Central | 7,622 | 3,038 | ||
| West | 6,596 | 2,346 | ||
| Raphael Frame Company Sales Budget For the Year Ending December 31, 20Y8 |
|||||||
| Product and Area | Unit Sales Volume |
Unit Selling Price |
Total Sales | ||||
| 8" × 10" Frame: | |||||||
| East | 30,800 | $26 | $800,800 | ||||
| Central | 7,400 | 26 | 192,400 | ||||
| West | 6,800 | 26 | 176,800 | ||||
| Total | 45,000 | $1,170,000 | |||||
| 12" × 16" Frame: | |||||||
| East | 9,000 | $27 | $243,000 | ||||
| Central | 3,100 | 27 | 83,700 | ||||
| West | 2,300 | 27 | 62,100 | ||||
| Total | 14,400 | $388,800 | |||||
| Total revenue from sales | $1,558,800 | ||||||
For the year ending December 31, 20Y9, unit sales are expected to follow the patterns established during the year ending December 31, 20Y8. The unit selling price for the 8" × 10" frame is expected to increase to $27 and the unit selling price for the 12" × 16" frame is expected to increase to $29, effective January 1, 20Y9.
Required:
1. Compute the increase or decrease of actual unit sales for the year ended December 31, 20Y8, over budget. Use the minus sign to indicate a decrease in amount and percent. Round percents to the nearest whole percent.
| Unit Sales, Year Ended 20Y8 |
Increase (Decrease) Actual Over Budget |
||||||
| Budget | Actual Sales | Amount | Percent | ||||
| 8" × 10" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
| 12" × 16" Frame: | |||||||
| East | % | ||||||
| Central | % | ||||||
| West | % | ||||||
2. Assuming that the increase or decrease in actual sales to budget indicated in part (1) is to continue in 20Y9, compute the unit sales volume to be used for preparing the sales budget for the year ending December 31, 20Y9. Use the minus sign to indicate a decrease in percent. Round budgeted units to the nearest whole unit.
| 20Y8 Actual Units |
Percentage Increase (Decrease) |
20Y9 Budgeted Units (rounded) |
|||
| 8" × 10" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
| 12" × 16" Frame: | |||||
| East | % | ||||
| Central | % | ||||
| West | % | ||||
3. Prepare a sales budget for the year ending December 31, 20Y9.
| Raphael Frame Company | |||
| Sales Budget | |||
| For the Year Ending December 31, 20Y9 | |||
| Product and Area | Unit Sales Volume | Unit Selling Price | Total Sales |
| 8" × 10" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| 12" × 16" Frame: | |||
| East | $ | $ | |
| Central | |||
| West | |||
| Total | $ | ||
| Total revenue from sales | $ | ||
In: Finance