Box G7 or Box G18 Activity 5.7 In Activity 5.1 you used the BAS worksheet to complete the quarterly BAS for The Nice Scent Shoppe. Now we will give you some further information for that quarter and you are to complete the BAS Summary report using Option 2 for PAYG income tax instalment. 1. The FBT instalment has been notified as $2400. The firm requires this to be varied to an annual FBT payable of $12 000.
Our Total Current Liabilities are as follows: Accounts Payable 96,500 Sales Tax Payable 3,950 Payroll Tax Payable 15,840 and our Total Long Term Liabilities are the following: Long Term Notes Payable 630,000 Therefore, the Total Liabilities we have is $ $746,290 and our Total Assets is $2,675,250. 746,290 / 2,675,250 = 0.27 or 27%. The Acid Test Ratio or Quick Ratio for the company is computed as follows: Cash $1,430,000 Accounts Receivable $86,000 Short Term Investment $0 = $1,516,000 Current Liabilities $116,290 $1,516,000/$116,290 = 13.036 or 13.07 With this result, our financial statement is showing that our company can immediately convert a portion of our assets into cash to pay our short term debts. The Inventory Turnover of the company is computed as follows: Cost of Goods Sold $8,474,831 Less: Ending Inventory $429,090 $8,474,831/$429,090 = 19.75 or 19.8 times The Receivables Turnovers of the company is computed as follows: Total Net Sales $10,796,200 Accounts Receivable $86,000 $10,796,200/$86,000 = 125.5 times MY SHARE OF THE MEMO This memo is to discuss the liquidity ratio that was performed recently in regards to Kudler Fine Foods. The liquidity ratio that was performed indicated that the amount of the company’s
Case Study Decision case 13-5: Acquisition Case GB518 Financial Accounting Principles and Analysis 1. To determine the liquidity of Heavy Duty Tractors the following measures were used. * The working capital was calculated by subtracting current liabilities from current assets. Working capital 2007: $215,180,000 - $126,250,000 = $88,930,000 Working capital 2008: $324,120,000 - $162,300,000 = $161,820,000 From this, we can see between the two years the working capital almost doubled between 2007 and 2008. * The current ratio = Current asset/Current liabilities Current ratio 2007 = $215,180/$126,250 =1.70 to 1 Current ratio 2008 = $324,120/$162,300 = 2.00 to 1 Between the years of 2007 and 2008, the current ratio increased.
To get the gross amounts we add the total amount of reserve for obsolete inventory ($20,129 for 2007 and $17,315 for 2006)) to the net Inventories for ’06 and ’07. iii. What portion of the reserve for obsolete inventory do you think attributable to each of the three types of inventory held by Callaway? Total = $20,129.00; Raw Materials Inventory= ; Work-in-Process Inventory= ; Finished Goods Inventory= . d. Recreate the journal entries Callaway prepared to record the activity in the reserve for obsolete inventory account during 2007 (in thousands).
Entry for August’s week 1 and 4 payroll: Week 1 and 4’s total wages and salaries = Hamill + Robbins + Kirk + Guinness + Sprouse = 200+150+110+250+330 = $1040 The Cedarville Company only needs to pay both Federal and State Unemployment tax for Hamill, Robbins, and Kirk. Wages and salaries expense $1040.00 Withholding Taxed Payable (1040*10%) $104.00 Union Dues Payable (1040*2%) $20.80 F.I.C.A. Taxes Payable (1040*7.65%) $79.56 Cash (1040-104-20.8-79.56) $835.64 Payroll Tax Expenses $94.74 F.I.C.A. Taxes Payable (1040*7.65%) $79.56 Federal Unemployment Tax Payable ((200+150+110)*0.8%) $3.68 State unemployment Tax Payable ((200+150+110)*2.5%) $11.50 Entry for August’s week 2 and 3 payroll:
Income Statement figures for the most recent fiscal year Cost of goods sold Amount | Percentage of total revenue | $47,860,000,000 | 68.50% ($47,860,000,000/$69,865,000,000) | Reference: Consolidated Statements of Operations, Form 10-K, Page 31. Reference: Footnote 3 - Cost of Sales and Selling, General and Administrative Expenses, Form 10-K, Page 35. Reference: Footnote 11 –Inventory, Form 10-K, Page 42. Gross profit Amount | Percentage of total revenue | $22,005,000,000 ($69,865,000,000 - $47,860,000,000) | 31.50% ($22,005,000,000/$69,865,000,000)
Week 4 Case Study Fresh &Fruity Foods Inc. 1. Average Collection Period =Accounts Receivable/ Average daily credit sales Accounts receivable =$209,686 Average daily Credit sales =$1,179,000/360 =$3,275 Average collection Period =$209,686/$3,275 =64.02 days 2. Cost of forgoing the cash discount: Kdis=2%/100%-2% x 360/f(67)-d(10)= .1307= 13.07% The formula tells us that Fresh and Fruity is effectively paying 13.07% interest to delay paying the discounted amount for 57days (the 67 days on which they pay less the 10 day discount period). 3. Average Collection Period x Average Daily credit Sales= New Accounts receivable 32x 3,275=$104,800 Freed-up Cash = old accounts receivable $209,686 - new accounts receivable $104,800
The first step in helping Prescott was to calculate a new cost of capital—as the one used by WPC was 10 years old. I used the weighted average cost of capital equation to calculate a new WACC of 9.97%. My calculations are and assumptions are shown in further detail in the attached sheets. Next, I had to generate the free cash flows for years 2007-2013 using Prescott’s given assumptions. * $18 M purchase price * $1.8 M selling price * Investment in PPE (2007) was $16 M * Investment in PPE (2008) was $2 M * $4 M in Sales (2008) * $10 M in Sales (2009-2013) * COGS: 75% of Sales * SG&A: 5% of Sales * $2 M Operating Savings (2008) * $3.5 M Operating Savings (2009-2013) * Depreciation was on a straight-line basis for 6 years beginning in 2008 * $18 M / 6 years = $3 M * 40% tax rate * NWC: 10% of Sales * Salvage value was zero * The FCF per year was determined using the following: * Net Income + Depreciation Expense - ∆ Net Working Capital + Investment in PPE After generating the FCF for each year, I had to solve for NPV and IRR to value the investment.
Net initial investment outlay is $302,040. (Cost of new system + Installation) + (Proceeds from old equipment + Tax on proceeds + Removal cost) = Total cost + NCF (old) = 303,000 +-960 2. Tax depreciation savings = (36% tax rate) x (depreciation of each year) Depreciation for each year based on MACRS 5-year (Wikipedia) 3. Incremental cash flows = (Deprn. Tax savings + A.T. cost savings) each year [pic]2.
FM421 – Applied Corporate Finance Case Study: Tottenham Hotspur plc 25th January 2013 201128545 201125438 201121479 201119785 201130179 201129057 1) Valuation based on Discounted Cash Flow In order to perform a DCF approach we first calculated the WACC and then the FCF. WACC WACC= rd(1-t)*[D/(D+E)] + re*[E/(D+E)] t = 35% (from the case, exhibit 1) rd= rf= 4.57% (exhibit 1, assuming β of debt = 0) Net Debt/EV=0.11 (EV = Market Value of Equity + Net Debt) re= rf+βe*(rm-rf)= 4.57%+ 1.29*5%=11.02 (under CAPM assumptions) [E/(D+E)]= 1-0.12=0.88 WACC= (0.0457)*(1-0.35)*0.11 + (0.1102)*0.89= 10.12% Free Cash Flow FCF= EBIT(1-t) – CAPEX – ΔNWC + Depreciation As EBIT and tax rate are given we have to calculate the ΔNWC. ΔNWC=Inventory + A/R – A/P As accounts receivable and payable are sensitive to sales changes, we assume that A/P and A/R change but their ratio to sales remains constant over time. We assume the same for the ratio of inventory/merchandise sales. (A/P)/Sales= 19.99/74.1 = 0.26977058 (A/R)/Sales= 64.4/74.1 = 0.869095816 Inventory/Merchandise sales= 1.17/5.2=0.225 We then multiplied the ratios for the equivalent factors (sales and merchandise sales) on the pro-forma balance sheet for the years between 2008 and 2020 and found the ΔNWC for every year.