Exhibit 1 Pro Forma Balance Sheets Under Seasonal Production‚ 1994 (thousands of dollars) Actual Dec. 31‚ 1993 Casha Accounts receivableb Inventoryc Current assets Net plant and equipmentd Total assets Accounts payablee Notes payable‚ bankf Accrued taxesg Long-term debt‚ current portion Current liabilities Long-term debth Seasonal Liabilities Shareholders’ equity Total liabilities and equity Jan. Feb. Mar. Apr. May July Aug. Sept. Oct. $200 2‚905 586 $878 1‚060 586 $1‚526 260 586 $1
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Frito-Lay’s Dips How would you characterize the dip category in general? Dips are a complementary product; they are served along with chips‚ crackers‚ or raw vegetables. The market for dips is highly fragmented and difficult to measure. More than 80% of all dips are accounted for by supermarkets‚ with a total dip retail dollar sales volume of $620 million (in 1985). The dip category became more popular in late 1983 and early 1984‚ an explanation for this increase is the growing popularity
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Frito-Lay Company - Cracker Jack 1. Why has Borden Foods decided to sell Cracker Jack? Borden Foods is in the process of divesting of snack and non-food products in order to focus efforts and resources in growing their pasta and grain based meal segments. Borden management has also recognized the value and equity in the heritage Cracker Jack brand. The Cracker Jack brand currently (1996) sits in the number two position in terms of Ready-To-Eat (RTE) caramel popcorn product category market share
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1. How would you characterize the snack chip category and Frito-Lay’s competitive position in this category? The snack chip category is growing‚ mainly because of the increased per capita consumption‚ which rose from about 12 pounds in 1986 to nearly 14 pounds in 1990. The snack chip category consists of three types of competitors: national‚ regional and private brand firms. The market is very competitive and difficult; as many as 650 new products are introduced every year‚ but less than 1% of them
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Frito Lay Question 1: First of all‚ Frito lay is a product focused facility meaning it invested much on it’s on capital equipment; this reliance on machines mean’s Frito lay must keep a reliable inventory of MRO. Where as a cabinet shop does not need much MRO compared to Frito Lay.In contrast‚ a cabine shop or a machine shop keeps high raw materials‚ wip and final products in inventory since the order basis have variations. The demand for Frito Lay is not by order basis compared to a cabinet
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I have worked with Frito-Lay for a little under five years‚ I am pleased with my progress and I am always striving to be promoted. My boss calls me and wants to meet with me at one of our top account stores named Kroger’s at two o’clock. This meeting is a big deal to me because I want to show the boss that I have been doing my job quite well. I arrive at Kroger’s and proceed in the store‚ once I am in the store I go to the Frito-Lay display and I see that our product display size has been narrowed
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Running head: CAPSTONE PROJECT Capstone Project- MGT660 Capstone Project- MGT660 A pro forma income statement is a projection of future business profits and losses. It allows the business to make operational changes that could affect the actual outcome before the projections are reality. The pro forma income statement for Once Upon A Child is a three year projection that accounts for a ten percent increase in gross sales each of the three years. The projections
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SWOT Analysis Strengths * Frito-Lay Company is well-known for all people around the world * There are high technology and continuous improvement in the process of production * The company has good brand image and its reputation. * Our products can respond to all ages of customers. Children and adults can eat it * There is a good management of system within the company and its subsidiaries * The project of green packaging‚ it is made a better image in eyes of customers.
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(1) There were many compounding factors that caused SureCut Shears to be unable to pay its bank loan by March 31‚ 1996. When looking at the pro forma income statement as compared to the actual income statement we see the following inconsistencies‚ which are contributing to SureCut’s financial problems: Anticipated Actual Dollar Loss Contributed Sales 25‚800 22‚987 2‚813 COGS (% to Sls) 70.5% 73.8% 768 Gross Profit (% to Sls) 29.5% 26.2% SG&A Expenses (% to Sls) 9.4% 10.6% 269 Total
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A. Documents A. Analysis B1. To make my pro-forma statements I had to plan for future goals‚ I intended to make up the money I used in the first three quarters by quarter 4. I tried to backwards plan by adjusting the numbers to hopefully meet the criteria. Each quarter my cash flow increased by about 300‚000. I did not increase my effectiveness with pro-forma statements or budgets to ensure adequacy of funds. The production capacity in my first 2 quarters was low but only because it
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