seeking for an advice regarding this matter. II. Problem I think Mr. and Mrs. Young’s problem is that their business plan was not very well stated or some part of it lacks something‚ like additional explanation or additional information. Their pro forma income was based only in 1 model of a book. I don’t think it is enough. III. Objectives * To improve their business plan and their marketing strategy * To acquire the target investors to invest in their business IV. Alternative
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1. (TCO 7) The financial budgets include the: (Points : 4) cash budget and the selling and administrative expense budget. cash budget and the pro forma balance sheet. pro forma balance sheet and the pro forma income statement. cash budget and the production budget. 2. (TCO 7) The starting point in preparing a master budget is the preparation of the: (Points : 4) production budget. sales budget. purchasing budget. personnel budget. 3. (TCO 7) The production budget shows
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financing section also includes debt repayments‚ including interest payments. The cash balance before financing is adjusted by the financing activity to calculate the ending cash balance. The ending cash balance is the cash balance in the budgeted or pro forma balance sheet. There are 3 important periods for firms which are acc. payable period‚ inventory period and acc. receivable period. Acc. payable period is the period between buying materials and paying cash. Inventory period is the period
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ENT300 FUNDAMENTALS OF ENTREPRENEUR INTRODUCTION • challenging career in the future. • It also provides an opportunities for all student to practice the knowledge that they have acquired from their respective disciplines. • This subject intends to guide students who are seriously interested in making entrepreneurship as their future career option. OBJECTIVES • Inculcate awareness among students about entrepreneurship culture. • Impart knowledge about personal entrepreneurship
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WEAKNESSES 14 8.3 OPPORTUNITIES 14 8.4 THREATS 14 9.0 FINANCIAL ASSUMPTIONS 15 9.1 EQUITY 15 9.2 FINANCING 15 9.3 PROFIT AND LOSS 15 9.3.1 Revenue 15 9.3.2 Cost of Goods Sold 15 9.3.3 Expenses 15 9.4 PRO FORMA CASH FLOW 16 9.5 PRO FORMA BALANCE SHEET 16 9.6 FINANCIAL INDICATORS / RATIOS 17 Appendix Appendix 1 ¡V Financial Projections Table A ¡V Source and Application of Funds Table B ¡V Capital Costs Table C ¡V Input Assumptions Table D ¡V Profit and
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According to RightNow’s internal forecast‚ the revenue growth rate with the new strategy is 67%. In the pro forma balance sheet‚ I assume that line of credit‚ long-term debt‚ and shareholders’ equity stay the same. Other accounts grow at the same speed as revenue grows. From Exhibit 1‚ RightNow doesn’t need additional fund to support the strategy in 2004; instead‚ it could repay its debt. As a software company‚ RightNow has huge amount of deferred revenue‚ and this liability actually plays an important
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BUDGET MANAGEMENT ANALYSIS To have a basis in illustrating the analysis of variance or difference between budgeted and actual figures‚ the budget of a sampled (unknown) company was utilized (http://www.smallbusinessnotes.com/business-finances/budgeting-systems.html). | | | | | | | | |
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South Delaware Coors – Case Study 1 Question 1: What research should be conducted by Manson and Associates to allow Larry Brownlow to estimate the feasibility of a Coors beer distributorship in Delaware and why? Question 2: Would you recommend a go/ no go decision by Brownlow regarding his application and why/why not? A. Strategic issues and problems Larry Brownlow is considering whether or not to apply for the distributorship of Coors in South Delaware. Coors started as a small brewery
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INTRODUCTION Toy World‚ Inc. was a manufacturer of plastics toys for children. Its product groups included toys cars‚ trucks‚ construction equipment‚ rockets‚ spaceships and satellites‚ musical instruments‚ animals‚ robots‚ and action figures. The products are a wide range of designs‚ colors‚ and sizes. This kind of business was a highly competitive business. Moreover‚ this industry was populated by a large number of companies‚ which were short on capital and management talent. Since capital
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Clarkson Lumber Company 1. Identify the key problem in the case and explaining why it is the key problem. Clarkson Lumber Company’s biggest problem by far is the fact that Mr. Clarkson had agreed to buy out Mr. Holtz for $200‚000 with semi-annual installments of $50‚000. It wasn’t necessarily a bad idea for Mr. Clarkson to buy out Mr. Holtz altogether‚ but the $100‚000/year of payments is an unrealistic amount for Clarkson Lumber at this point in time. Between 1993 and 1995‚ there hasn’t been a
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