process. They can highlight areas which are to be addressed urgently. As per the case‚ they only wish to see the items that need their concern so that action can be taken the next year‚ 1974. Boston Creamery must increase advertisements of their products to address the increase in market size. Boston Creamery‚ Inc. lost 1.0% market share – from 50% to only 49%‚ despite the favorable increase in market size variance of $ 167‚610.00 (See Exhibit 2). This was highlighted from the unfavorable result of $
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The Brooklyn Bridge is one of the most famous and iconic bridges in the United States along with The Golden Gate Bridge. The initial planning of this bridge took place in 1867 when New York State Senate approved a legislation about a New York Bridge Company and the largest suspension bridge project. The construction of the bridge started in 1869 by the designer and chief engineer John Roebling and officially opened for public on May 24‚ 1883. At that time‚ Brooklyn Bridge was considered the longest
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Natalie Simmermon ACC 503 California Creamery‚ Inc. (Activity-Based Costing) 1. What is the cost of the two products under traditional costing? Under traditional accounting the costs for each flavor were intuitively wrong. The cost to produce a gallon of Polynesian was $5.60‚ only 20 cents more than Vanilla comparatively. One would assume that an exotic flavor would have a significantly higher cost proportionally. 2. What is the cost of the two products under activity-based costing
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Case 4: Boston Creamery Introduction A new financial planning and control system is only as good as a company’s capacity to implement it effectively. But most importantly‚ many employees see the new system as an end in itself‚ instead of a means to an end. The way standards are formulated play a crucial role in the results of these variances. For instance‚ management decided to use the sales forecasts based on what they made and incurred in the previous year. This would normally be the case
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that could educate the community about environmental science. It felt like I was rising out of my seat as I began imagining a film project‚ visualizing a flyover shot of the San Francisco Bay‚ where the title for the film would appear above the Golden Gate Bridge. I half-heard my friend Jack talking about the plan for his project to a student sitting behind us. When I heard a term I had never heard before – greywater ‒ I pulled myself from my musings‚ and listened to Jack’s description of how the
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shown by Sarah’s hair! The other side consisted of a large parking lot and seaside views. Many tour buses were parked in this area. Once we were back across we stopped at the Golden Gate State Park store. Sarah found really cute things that were too expensive‚ but ended up purchasing a button that said “I biked the Golden Gate Bridge.” Brendan bought a t-shirt that said the same thing. The ride down was much more enjoyable! Brendan had us make a stop at the Palace of Fine Arts—pictured on the next
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Cold Stone Creamery. The first thing that we had to do was find out what franchising really was. We all had a basic understanding of what franchising was and to become a franchisee‚ but after further research we realized there was a lot more that we didn ’t know. We researched everything we could about Cold Stone Creamery. We conducted a survey to find out if Cold Stone really was everyone ’s favorite ice cream place. We found out the mission and the vision that Cold Stone Creamery has for their
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Colin Drury‚ Management and Cost Accounting – Boston Creamery Boston Creamery Professor John Shank‚ The Amos Tuck School of Business Administration Dartmouth College This case is reprinted from Cases in Cost Management‚ Shank‚ J. K. 1996‚ South Western Publishing Company. The case was prepared by Professor John Shank from an earlier version he wrote at Harvard Business School with the assistance of William J. Rauwerdink‚ Research Assistant. This case deals with the design and use of formal
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MEMO Date: October 20‚ 2014 To: Mr. Jim Peterson‚ President‚ Boston Creamery‚ Inc.‚ Ice Cream Division From: Subject: Evaluating the decision choices of Boston Creamery to improve budgeting Introduction Boston Creamery is currently experiencing difficulties with regards to its budgeting process and variance analysis. For the fiscal year 1973‚ the Ice Cream Division has a favorable operating income variance of $71‚700. The President‚ Jim Peterson feels that the comparisons between budgeted
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1. Yes‚ Cold Stone Creamery does represent a high performance approach to planning. They have a fun and positive approach to their franchise; however they have great expectations to achieve success. Cold Stone started with a mission: “We will make people happy around the world by selling the highest quality‚ most creative ice cream experience with passion‚ excellence‚ and innovation.” From the company-wide goal to the organizational goals‚ each one is numerically defined and measurable. So the
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