CHAPTER 9 PROFIT PLANNING AND BUDGETING Questions‚ Exercises‚ Problems‚ and Cases: Answers and Solutions 9.1 See text or glossary at the end of the book. 9.2 A cost center is a responsibility center in which management is responsible only for costs. In a profit center‚ management is responsible for both costs and revenues. 9.3 An investment center is a responsibility center in which management is responsible for managing costs‚ revenues‚ and assets. A profit center is not responsible
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BUDGETING IN CO OPERATIVES A budget is a statement about the allocation of money (income and expenditure) according to a set of priorities or a plan over a period of time. The advantages of having a budget and budgeting system are as follows: ♣ It ensures the plans and ultimately the objectives of the co-operative are realized; ♣ It provides a means to control expenditure and ensure corrective measures are in place if over-expenditure has occurred or is happening; ♣ It assists
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Case 08-01: Go With the Flow‚ Inc. 1. Insurance Settlement Proceeds: involuntary conversion Investing cash inflow ASC 230-10-45-16 As stated in ASC 230-10-45-12‚ “All of the following are cash inflows from investing activities: a. Receipts from collections or sales of loans made by the entity and of other entities’ debt instruments (other than cash equivalents and certain debt instruments that are acquired specifically for resale as discussed in paragraph 230-10-45-21) that were purchased
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Overview IAS 7 Statement of Cash Flows requires an entity to present a statement of cash flows as an integral part of its primary financial statements. Cash flows are classified and presented into operating activities (either using the ’direct’ or ’indirect’ method)‚ investing activities or financing activities‚ with the latter two categories generally presented on a gross basis. IAS 7 was reissued in December 1992‚ retitled in September 2007‚ and is operative for financial statements covering periods
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MANAGEMENT OF THE CASH POSITION by Bernie J. Grablowsky Modem cash management methods‚ especially those usually presented in college textbooks and classrooms‚ are generally neither understood by most small-business managers nor applicable to the vast majority of their businesses. Not only do these managers often have difficulty in comprehending sophisticated forecasting techniques‚ but the cash flows of their companies are usually dependent upon fewer customers and a smaller number of product lines
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1. Background of the Study For having sufficient amount of capital‚ cash is the most important source of every aspect of investment. To improve the performance of the business as well as to introduce new business opportunity in the organization cash is very important. Since cash is the most powerful working capital component‚ the collection and payment of cash must be studied carefully. Therefore‚ this project tries to show how cash is controlled and managed by taking United Bank S.Co. as a representative
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Chapter 8 The Cost of Capital 236 CHAPTER 8—THE COST OF CAPITAL TRUE/FALSE 1. Capital refers to items on the right-hand side of a firm’s balance sheet. 2. The component costs of capital are market-determined variables in as much as they are based on investors’ required returns. 3. The cost of debt is equal to one minus the marginal tax rate multiplied by the coupon rate on outstanding debt. 4. The cost of issuing preferred stock by a corporation must be adjusted to an after-tax
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Carol Stotts PPA 603: Public Budgeting System Public Budgeting Professor Gillen November 12‚ 2012 Explain the philosophy of public finance. The philosophy of public finance is based on raising funds for public purposes. The writer maintains that public finance may also be defined as a science because (1) it deals with a definite and limited field of human knowledge. (2) It admits of an orderly arrangement of its facts and principles‚ and contains many laws of general
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Analysis of the Capital Structure of InterContinental Hotel Group (IHG) Company Student Numbers; 307473 307540 307576 308254 A dissertation in report form submitted in partial fulfillment of the requirements for Financial Management II of the Higher Diploma in Events‚ Hotel and Tourism Management IMI International Hotel Management Institute‚ Switzerland October 2010 Abstract: This report is illustrated about the capital structure
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a. Traditional Budgeting Wildavsky (1978‚ p.502) mentions that "traditional budgeting is annual (repeated yearly) and incremental (departing marginally from the year before)". It is conducted on a cash basis in current dollar. It is also in the form of line-items such as personnel or maintenance. This system is essentially a financial plan of estimated expenditures expressed in terms of kinds and quantities of objects to be bought and the estimated funds needed to finance them during a specified
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