“The Duchess and the Jeweller”‚ a story by Virginia Wolf‚ tells the tale of Oliver Bacon a man who grew up very poor but ended up a master jeweler with very rich and titled customers. Although his outward appearance is one of high breeding and richness it hides his insecurity and his longing for something else. Oliver is a tortured soul who cannot enjoy the fruits of his labor and his dissatisfaction with his life causes him to treat those around him with disdain and rudeness. Oliver is a tall
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Hallstead Jewelers 1.) Break-even ticket sales increased from 4533 in 2003‚ to 4998 in 2004 and 7491 in 2006. Break-even point in Sales Dollars has changed from $7‚285 in 2003‚ to $7‚617 in 2004 and $11‚634 in 2006. (Table 1) The margin of safety has changed from $1‚298 in 2003‚ to $485 in 2004‚ and a loss of $923 in 2006. (Table 2) There is a decrease from 2003 to 2006. Fixed cost per month attributed to stores relocation and subsequent renovations caused a decrease from 2003 to
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contrast to Blue Nile‚ Zales focuses on its strategies of promotion-driven by targeting customers on working-class mall shoppers. Disadvantages for the strategy combination produces low-end image against luxury and quality characteristics of jewelry; higher cost of renting spaces at shopping mall compare with on-line store; low and limit displayed inventory/product variety at the store; however‚ for customers who aren’t willing to wait longer time as online orders‚ Zales is able to provide faster
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Hypothesis Year $(1‚109.41) 13‚463‚440 9633 (Table 2. All the related result can be found in exhibit b) 3. Originally‚ the break-even point was 7505 units in 2006 (as shown in Table 1). However‚ if commissions were to be removed from Hallstead Jewelers‚ we would see our break even point decrease to 6723 units (rounded up to the whole unit).
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Howard Street Jewelers‚ Inc. 1.) The Levis overlooked both Administrative control and Accounting control objectives. By allowing Betty to execute transactions without Management’s approval they did not satisfy Administrative controls. It is also unclear whether there was any formal official procedure established which Betty was required to follow. Concerning Accounting control‚ the Levis first and foremost did not ensure that transactions were recorded as necessary. Betty was apparently given
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Submitted by Yellow Team Eunice King Ronda Klassen Joshua Krupnick Larry McCraw Ronald Mills BUS 5431 Managerial Accounting Professor Nancy Shoemake April 18‚ 2010 1.0 Summary Hallstead Jewelers was one of the largest jewelry and gift stores in the United States for 83 years. Customers came from throughout the region to buy from extensive collections in each department. Any gift from Hallstead’s had an extra cache attached to it as they were known for having the best. Even
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Managerial Accounting – Question 1 Break even point in number of sales tickets 2003 2004 average sales tickets variable cost fixed cost sales tickets to break even 1607 725 2954 3349 1524 768 2990 3955 2006 1553 814 3893 5267 Question 2 If average prices were reduced 10% and unit sales increased to 7‚500‚ would the company’s income be increased? 2006 Avg. Sales Ticket Unit Sales Revenue COGS Fixed expenses $1553 6897 $10‚711‚041 $5‚570‚000 $5‚547‚000 2007 $1398 7500 $10‚485‚000 $6‚054
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CASE: Hallstead Jewelers 1) How has the breakeven point in number of sales tickets (number of customer orders written) and breakeven in sales dollars changed from 2003‚ to 2004‚ and to 2006? How has the margin of safety changed? What caused the changes? The Breakeven point in number of sales tickets were “4‚535”‚ “5‚000” and “7‚505” in 2003‚ 2004 and 2006. The Breakeven in sales dollars for the three years were “$7‚287‚043”‚ “$7‚620‚696” and “$11‚655‚277” respectively. While the margin of safety
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Except COGS and Commission which are variable costs‚ all others are fixed costs. All in thousands of dollars (except sales tickets) 2003 2004 2006 Variable Cost (VC) 4755 4537 6106 Fixed Cost (FC) 3250 3353 5011 Average sales ticket price 1.607 1.524 1.553 Sales tickets (in nos.) 5‚341 5‚316 6‚897 Variable Cost per sales ticket 0.9 0.9 0.9 Breakeven Qty 4‚535 5‚001 7‚506 Breakeven Sales = Breakeven Qty x average sales ticket price Breakeven Sales 7‚287 7‚621 11‚655
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Breakeven Point in Dollars)/ Budgeted Sales = ($8583000-$7287745) / $8583000 = 15.09% 2004 = ($8102000-$7620000) / $8102000 = 5.95% 2006 = ($10711000-$11655265) / $10711000 = -8.82% From the calculations‚ the breakeven point in units of Hallstead Jewelers is increasing from 2003 to 2004; started from 4558360 to 7505070; while the breakeven point in sale dollars also increased from 7325284.5 to 11655373. The biggest possibility of the increase may be the moving and renovation of the store. The expansion
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