Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fourth Edition Wild, Shaw, and Chiappetta Fourth Edition McGraw-Hill/Irwin Copyright © 2011.

Slides:



Advertisements
Similar presentations
Planning for Profit and Cost Control
Advertisements

Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fourth Edition Wild, Shaw, and Chiappetta Fourth Edition McGraw-Hill/Irwin Copyright © 2011.
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fifth Edition Wild, Shaw, and Chiappetta Fifth Edition McGraw-Hill/Irwin Copyright © 2013.
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fifth Edition Wild, Shaw, and Chiappetta Fifth Edition McGraw-Hill/Irwin Copyright © 2013.
© The McGraw-Hill Companies, Inc., 2002 McGraw-Hill/Irwin Operational Budgeting Chapter 22.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Chapter9 Profit Planning.
Profit Planning Chapter 9. © The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill The Master Budget Sales Budget Selling and Administrative Budget.
OPERATIONAL BUDGETING
Profit Planning 4/14/04 Chapter 9. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Planning and Control Planning -- involves developing objectives.
Profit Planning Chapter 9. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Planning and Control Planning -- involves developing objectives and.
9-1 11th Edition Chapter 9.
Lecture 5: Profit Planning (Budgeting)
Chapter 7 © The McGraw-Hill Companies, Inc., 2007 McGraw-Hill /Irwin Profit Planning.
Chapter 21. Learn why managers use budgets Develop strategy PlanActControl 3Copyright 2009 Prentice Hall. All rights reserved.
Planning and Budgeting Chapter 13 Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Profit Planning (Master Budgeting). Learning Objective 1 Understand why organizations budget and the processes they use to create budgets.
Financial Budgeting Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 41.
Managerial Accounting Wild and Shaw Third Edition Wild and Shaw Third Edition McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All.
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fifth Edition Wild, Shaw, and Chiappetta Fifth Edition McGraw-Hill/Irwin Copyright © 2013.
Chapter 20 The Budgeting Process.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fifth Edition Wild, Shaw, and Chiappetta Fifth Edition McGraw-Hill/Irwin Copyright © 2013.
Use only with permission of Susan Crosson Chapter 7 The Budgeting Process Fall 2007 Crosson.
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Nine Profit Planning.
Copyright © The McGraw-Hill Companies, Inc 2011 PROFIT PLANNING Chapter 8.
Master Budgets and Planning
7-1 Fundamental Managerial Accounting Concepts Thomas P. Edmonds Bor-Yi Tsay Philip R. Olds Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights.
Budgeting and Profit Planning
Financial Planning and Analysis: The Master Budget
McGraw-Hill/Irwin Chapter Seven Planning for Profit and Cost Control.
© 2010 The McGraw-Hill Companies, Inc. Profit Planning Chapter 9.
Chapter 22 Master Budgets
Chapter Nine Profit Planning COPYRIGHT © 2012 Nelson Education Ltd.
Financial Planning and Analysis: The Master Budget
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 9 Profit Planning, Activity-Based Budgeting and e- Budgeting.
Financial and Managerial Accounting John J. Wild Third Edition John J. Wild Third Edition McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies,
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Profit Planning Chapter Nine.
Planning for Profit and Cost Control Chapter 7. Copyright © 2003 McGraw-Hill Ryerson Limited, Canada 7-2 Introduction Detail Budget Detail Budget Detail.
© The McGraw-Hill Companies, Inc., 2002 Slide 24-1 McGraw-Hill/Irwin 24 Master Budgets and Planning.
McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., Master Budgets and Planning Chapter 23.
Planning for Profit and Cost Control Chapter 14 McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2008 Prentice Hall All rights reserved 10-1 The Master Budget and Responsibility Accounting Chapter 10.
14-1 CHAPTER 14 McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. Cost Analysis for Planning.
McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 7 Profit Planning.
Profit Planning Chapter 8. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Budget Budget: A detailed plan for acquiring and using financial.
Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Nine Profit Planning.
Copyright © 2006 The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin 11 th Edition Chapter 9.
Statement of Cash Flows Chapter Twelve McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D.,
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Financial Statement Analysis K R Subramanyam John J Wild.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Nine Profit Planning.
Profit Planning and Activity-Based Budgeting
Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fourth Edition Wild, Shaw, and Chiappetta Fourth Edition McGraw-Hill/Irwin Copyright © 2011.
Master Budgeting. Copyright © 2006 The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin The Basic Framework of Budgeting A budget is a detailed quantitative.
Module 21 Budgeting and Profit Planning (omit pp: 21-4 to 21-7)
PROFIT PLANNING Chapter 8 PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Copyright.
Welcome Back Atef Abuelaish1. Welcome Back Time for Any Question Atef Abuelaish2.
McGraw-Hill/Irwin Chapter 8 Profit Planning. 9-2 Learning Objective 1 Understand why organizations budget and the processes they use to create budgets.
Profit Planning Chapter 9. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin What is a budget? It is a detailed plan for acquiring and using financial.
Profit Planning Chapter 9
© The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin.
Chapter 21. Learn why managers use budgets Develop strategy PlanActControl 3Copyright 2009 Prentice Hall. All rights reserved.
Financial and Managerial Accounting
Financial and Managerial Accounting
Master Budget Chapter 06 Chapter 8: Profit Planning
Planning for Profit and Cost Control
Budgeting for Planning and Control
Presentation transcript:

Financial and Managerial Accounting Wild, Shaw, and Chiappetta Fourth Edition Wild, Shaw, and Chiappetta Fourth Edition McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Chapter 20 Master Budgets and Performance Planning

Conceptual Learning Objectives C1: Describe the importance and benefits of budgeting and the process of budget administration. C2: Describe a master budget and the process of preparing it. 20-3

A1: Analyze expense planning using activity-based budgeting. Analytical Learning Objectives 20-4

P1: Prepare each component of a master budget and link each to the budgeting process. P2: Link both operating and capital expenditures budgets to budgeted financial statements. P3: Appendix 20A: Prepare production and manufacturing budgets. Procedural Learning Objectives 20-5

Advantages Communicates plans and instructions Promotes analysis and a focus on the future Motivates employees Provides a basis for evaluating performance against past or expected results Coordinates business activities Defines goals and objectives Budget Process C

Continuous or Rolling Budget The budget may be a twelve-month budget that rolls forward one month as the current month is completed Budget Timing C

Master Budget Components Sales budget Merchandise Purchases Prepare financial budgets: l cash l income l balance sheet Prepare capital expenditure budget Prepare selling and general administrative budgets C

Sales Budget P1 20-9

Hockey Den buys hockey sticks for $60.00 each and maintains an ending inventory equal to 90 percent of the next month’s budgeted sales. 900 hockey sticks are on hand on September 30. Inventory to be purchased = Budgeted ending inventory + Budgeted cost of sales for the period – Budgeted beginning inventory Let’s prepare the purchases budget for Hockey Den. Merchandise Purchases Budget P

Merchandise Purchases Budget P

From Hockey Den’s sales budget Selling Expense Budget P

General and Administrative Expense Budget P

Cash Budget (Expected Receipts & Disbursements) Budgeted Income Statement Budgeted Balance Sheet Financial Budgets P

40% of Hockey Den’s sales are for cash. 60% are credit sales (collected in full in the month following sale). Let’s prepare the cash receipts budget for Hockey Den. Budgeted Cash Receipts P

40% of sales60% of sales Budgeted Cash Receipts P2 From Hockey Den’s sales budget 60 percent of September sales are collected in October 20-16

Budgeted Cash Receipts P

Hockey Den’s purchases of merchandise are entirely on account. Full payment is made in the month following purchase. The September 30 balance of Accounts Payable is $58,200. Let’s look at cash disbursements for purchases for Hockey Den. Cash Disbursements for Purchases P

From merchandise purchases budget Cash Disbursements for Purchases P

Hockey Den: Will pay a cash dividend of $3,000 in November. Will purchase $25,000 of equipment in December. Has an income tax liability of $20,000 from the previous quarter that will be paid in October. Has a September 30 cash balance of $20,000. Has an agreement with its bank for loans at the end of each month to enable a minimum cash balance of $20,000. Continue Cash Budget P

Hockey Den: Pays interest equal to one percent of the prior month’s ending loan balance. Repays loans when the ending cash balance exceeds $20,000. Owes $10,000 on this loan arrangement on September 30. Has 40 percent income tax rate. Will pay taxes for current quarter next year. Let’s prepare the cash budget for Hockey Den. Cash Budget P

From Cash Disbursements for Purchases P2 From Cash Receipts Budget 20-22

From Selling Expense Budget Exh P

.01 × $10,000 Because Hockey Den maintains a minimum cash balance of $20,000, the company must borrow $12,800. Exh P

Ending cash balance for October is the beginning November balance. Cash Budget Continued P

.01 × $22,800 Exh Cash balance is sufficient to repay the $22,800 loan. P

Exh P

Cash Budget Continued P

Exh From the Sales Budget P2 From the Merchandise Purchases Budget 20-29

From the Selling Expense Budget Exh P

From the General and Administrative Expense Budget Depreciation is a non-cash expense. Exh P

From the Cash Budget Exh P

$71,672 ×.40 Exh P

Hockey Den reports the following account balances on September 30 prior to preparing its budgeted financial statements: Equipment $200,000 Accumulated depreciation $ 36,000 Common stock $150,000 Retained earnings $ 41,800 Let’s prepare the budgeted balance sheet for Hockey Den. Preparing a Budgeted Balance Sheet P

From the Cash Budget Exh P

From the Merchandise Purchases Budget Exh P

From the Budgeted Income Statement Exh P

From the Cash Budget Exh P

Exh P

Activity-Based Budgeting Activity-based budgeting is based on activities rather than traditional items such as salaries, supplies, depreciation, and utilities. A

End of Chapter