Issues in Accounting Education Vol. 15‚ No. 2 May 2000 Budgeting and Performance Evaluation at the Berkshire Toy Company Dean Crawford and Eleanor G. Henry ABSTRACT: This case1 provides an opportunity to study budgets‚ budget variances‚ and performance evaluation at several levels. As a purely mechanical problem‚ the case asks for calculations of various price‚ efficiency‚ spending‚ and volume variances from a set of budgets and actual results. The case is also an interpretive exercise. After the
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I will be the first to admit that there are people in this world that has done some pretty terrible things. Maybe to themselves or to other people! Even though those people may have no remorse over the things they have done us as human beings have to be the ones to say when enough is enough. The history of the death penalty is a long and brutal one. From the stoning and crucifixion killings of the B.C. era to today’s methods of the electric chair and lethal injection‚ governments of one kind or
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Apparently‚ the issue of Nike’s case is to control and check the calculation cost of capital done by Joanna Cohen who is the assistant of a portfolio manager at NorthPoint Group. But I am willing to tell you that it can be a complex case in which we can doubt about sensitivity analysis done by Kimi Ford (portfolio manager) too. Because her assumptions such as Revenue Growth Rate‚ COGS / Sales‚ S &A / Sales‚ Current Assets / Sales‚ and Current Liability / Sales have been adopted from previous income
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Determining the Cost of Capital Can One Size Fit All? 1. Why do you think Larry Stone wants to estimate the firm’s hurdle rate? Is it justifiable to use the firm’s weighted average cost of capital as the divisional cost of capital? Please explain. Larry wants to estimate the firm’s hurdle rate because it would provide him with a standard with which to measure feasibility of future investment proposal. The firm had thus far been using a ‘gut feel’ approach and although most of
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leadership‚ we will explain capital structure and determine weighted average cost of capital (WACC) from the assumption provided by Mary Francis. Furthermore‚ we will show how WACC and Capital Structure can be leveraged to find out the viability of the capital project. Additionally‚ we will explain marginal cost of capital. To close‚ we will make a recommendation on the best approach to apply to project evaluation between capital structure and WACC Capital Structure Capital Structure refers to the
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Plant overhead $122‚000 D/L rate/hour $30 Youngstown has a traditional cost system. It calculates a plant-wide overhead rate by dividing total overhead costs by total direct labor hours. Assume‚ for the calculations below‚ that plant overhead is a committed (fixed) cost during the year‚ but that direct labor is a variable cost. 1. Calculate the plant-wide overhead rate. Use this rate to assign overhead costs to products and calculate the profitability of the four products. The assignment
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have done above is a “full-cost” analysis. This is in contrast to a “direct-cost” analysis that ignores overhead costs. Is full cost the right metric for job profitability and customer profitability? What assumptions are we making about the variability of overhead costs when we do a “full-cost” analysis? By allocating the overhead costs to jobs and customers there is an implicit assumption that these are variable with the cost driver. In reality‚ some of the overhead costs are fixed‚ at least in the
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3 Cost-Volume-Profit Analysis Learning Objectives 1. Explain the features of cost-volumeprofit (CVP) analysis 2. Determine the breakeven point and output level needed to achieve a target operating income 3. Understand how income taxes affect CVP analysis 4. Explain how managers use CVP analysis in decision making 5. Explain how sensitivity analysis helps managers cope with uncertainty 6. Use CVP analysis to plan variable and fixed costs 7. Apply CVP analysis to a company producing multiple
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| | | | |Participatory BudgetING and public expenditure management training manual | | | Contents Principles and Approaches of Participatory Budgeting 5 Introduction 5 An innovation from the South 5 Primarily a Brazilian phenomenon 5 From definition
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UGANDA MANGEMENT INSTITUTE Public Policy and Governance Module: Public Budgeting and Good Governance QUESTION: Budgeting process is a waste of time and valuable resources. Evaluate this statement. A budget is a plan for financing an enterprise or government during a definite period‚ which is prepared and submitted by a responsible executive to a representative body (or other duly constituted agent) whose approval and authorization are necessary before the plan may be executed. In the
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