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  • [Solved] week 3 dicussion Organizational Behavior

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    What are the factors that influence our perception? What is the link between perception and decision making? How do individual differences and organizational constraints influence decision making?

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    What are the factors that influence our perception? What is the link between perception and decision making? How do individual differences and organizational constraints influence decision making?

  • [Solved] Can someone do my Week 5 discussion in MHA 612 Financial & Managerial Accounting?

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    Prior to beginning work on this discussion forum, – Read Chapters 14, 15, and 17 from the course textbook, _Essentials of Health Care Finance_. – Read the article [Survey: Many Healthcare Organizations ‘Moderately Effective’ In Cost Data UseLinks to an external site.](https://www.proquest.com/docvie…

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    Assignment Prompt & Instructions

    Prior to beginning work on this discussion forum,
    – Read Chapters 14, 15, and 17 from the course textbook, _Essentials of Health Care Finance_.
    – Read the article [Survey: Many Healthcare Organizations ‘Moderately Effective’ In Cost Data UseLinks to an external site.](https://www.proquest.com/docview/2398591869?accountid=32521&sourcetype=Trade%20Journals).
    Cost information is an important part of the financial system of a healthcare organization. As Cleverley and Cleverley (2018) explain,
    Cost information is produced through an entity’s cost accounting system. In most situations, cost information is shaped by the financial accounting system and the generally accepted principles of financial accounting on which financial accounting is based. However, cost information must be flexible, because it usually provides information for identifiable and specific decision-making groups, such as budgetary cost variance reports to department managers, cost reports to third-party payers, and forecasted project cost reports to planning agencies. (p. 336)
    Additionally, various concepts of cost need to be considered for different decision-making purposes.
    In your initial post,
    – Discuss the four major categories of cost as they relate to
    – traceability to the object being costed.
    – behavior of cost to output or activity.
    – management responsibility for control.
    – future cost versus historical cost.
    – Describe the three basic questions that must be addressed before effective cost accounting systems for healthcare organizations can become a reality.
    – Define the two possible theories that may be used to detect out-of-control costs.
    Guidelines:
    – Your main post must be a minimum of 500 words.
    – Cite sources, if necessary, using APA style.
    – Refer to [_APA Style_Links to an external site.](https://writingcenter.uagc.edu/apa-style) for citing within your paper and formatting your references list.
    – Use your textbook or other sources as needed.

  • [Solved] MGT 608 Week three discussion post 1 question. Your initial post should be roughly 150 words in length. Cite sources you reference in-text and under a “References” section in APA format

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    – ## WeekThreediscussionpost1HM.docx – The_bullwhip_effect_causes_intensity_and_mitigatio.pdf **## WeekThreediscussionpost1HM.docx** Week TWO discussion post 1 [**Discussion 5: Articulate Your Thoughts on the Bullwhip Effect**](https://nationalu.brightspace.com/d2l/le/120512/discussions/topics…

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    Assignment Prompt & Instructions

    – ## WeekThreediscussionpost1HM.docx

    – The_bullwhip_effect_causes_intensity_and_mitigatio.pdf

    **## WeekThreediscussionpost1HM.docx**

    Week TWO discussion post 1

    [**Discussion 5: Articulate Your Thoughts on the Bullwhip Effect**](https://nationalu.brightspace.com/d2l/le/120512/discussions/topics/449519/View)

    **Instructions**

    Current Events: The bullwhip effect can have negative financial consequences for both manufacturers in the supply chain and retailers.

    · Read this brief article that's right to the point: "The bullwhip effect: Causes, intensity, and mitigation."

    · Discuss what the bullwhip effect is and identify solutions to avoid the bullwhip effect.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a "References" section in APA format.

    **Additional Resources**

    · Rahman, Md. Habibur & Rahman, Md & Talapatra, Subrata. (2020).
    [The bullwhip effect: causes, intensity, and mitigation](https://www.researchgate.net/publication/348952217_The_bullwhip_effect_causes_intensity_and_mitigation).
    _Production & Manufacturing Research_. 8. 406-426. 10.1080/21693277.2020.1862722.

    **The_bullwhip_effect_causes_intensity_and_mitigatio.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-bullwhip-effect-causes-intensity-and-mitigatio-pdf)

    **The_bullwhip_effect_causes_intensity_and_mitigatio.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-bullwhip-effect-causes-intensity-and-mitigatio-pdf)

    **## WeekThreediscussionpost1HM.docx**

    Week TWO discussion post 1

    [**Discussion 5: Articulate Your Thoughts on the Bullwhip Effect**](https://nationalu.brightspace.com/d2l/le/120512/discussions/topics/449519/View)

    **Instructions**

    Current Events: The bullwhip effect can have negative financial consequences for both manufacturers in the supply chain and retailers.

    · Read this brief article that's right to the point: "The bullwhip effect: Causes, intensity, and mitigation."

    · Discuss what the bullwhip effect is and identify solutions to avoid the bullwhip effect.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a "References" section in APA format.

    **Additional Resources**

    · Rahman, Md. Habibur & Rahman, Md & Talapatra, Subrata. (2020).
    [The bullwhip effect: causes, intensity, and mitigation](https://www.researchgate.net/publication/348952217_The_bullwhip_effect_causes_intensity_and_mitigation).
    _Production & Manufacturing Research_. 8. 406-426. 10.1080/21693277.2020.1862722.

    **The_bullwhip_effect_causes_intensity_and_mitigatio.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-bullwhip-effect-causes-intensity-and-mitigatio-pdf)

    **## WeekThreediscussionpost1HM.docx**

    Week TWO discussion post 1

    [**Discussion 5: Articulate Your Thoughts on the Bullwhip Effect**](https://nationalu.brightspace.com/d2l/le/120512/discussions/topics/449519/View)

    **Instructions**

    Current Events: The bullwhip effect can have negative financial consequences for both manufacturers in the supply chain and retailers.

    · Read this brief article that's right to the point: "The bullwhip effect: Causes, intensity, and mitigation."

    · Discuss what the bullwhip effect is and identify solutions to avoid the bullwhip effect.

    Contributions must display original thinking and good knowledge of the subject matter, including links and references to sources to support your arguments. Additionally, make sure you cite sources you reference in-text and under a "References" section in APA format.

    **Additional Resources**

    · Rahman, Md. Habibur & Rahman, Md & Talapatra, Subrata. (2020).
    [The bullwhip effect: causes, intensity, and mitigation](https://www.researchgate.net/publication/348952217_The_bullwhip_effect_causes_intensity_and_mitigation).
    _Production & Manufacturing Research_. 8. 406-426. 10.1080/21693277.2020.1862722.

    **The_bullwhip_effect_causes_intensity_and_mitigatio.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/the-bullwhip-effect-causes-intensity-and-mitigatio-pdf)

    – 1
    – 2

  • [Solved] FIN 6301 Unit V DB R1

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    Executive Solution Overview

    – ## CorporateFinanceFIN6301UnitVDBReply1.docx **## CorporateFinanceFIN6301UnitVDBReply1.docx** 2 Corporate Finance ECO 6301 Unit V DB Reply 1 • Your response post to class classmate should be at least 150 words in length. • Your response post should include at least one APA-formatted scholarly, pro…

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    – ## CorporateFinanceFIN6301UnitVDBReply1.docx

    **## CorporateFinanceFIN6301UnitVDBReply1.docx**

    2

    Corporate Finance ECO 6301

    Unit V DB Reply 1

    • Your response post to class classmate should be at least 150 words in length.

    • Your response post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Corporate valuation is central to effective decision-making, yet its reliability depends heavily on the governance and planning structures surrounding it. Among common valuation techniques, Discounted Cash Flow (DCF) and Comparable Company Analysis (Comps) are widely used. DCF is strong in capturing intrinsic value by projecting future cash flows and discounting them back to present value. Its weakness lies in its heavy reliance on assumptions about growth rates and discount factors, which can lead to significant errors if misjudged. Comparables, on the other hand, provide market-based benchmarks by analyzing valuation multiples of peer companies. While this method reflects real-time market sentiment, it risks overlooking firm-specific fundamentals. A third approach, Precedent Transactions Analysis, offers insights into actual acquisition values in similar contexts but may be skewed by unique deal circumstances. Together, these techniques provide a more holistic view of corporate worth.

    Governance plays a vital role in shaping valuation outcomes. Strong governance, characterized by transparency, accountability, and ethical leadership, builds investor confidence and enhances valuations across all methods. For example, companies with robust governance practices, often trade at premium valuations compared to less transparent peers. Conversely, poor governance can depress value where opaque practices undermined both intrinsic and market-based assessments. Thus, governance acts as both a safeguard and a multiplier of valuation credibility.

    Financial planning also supports valuation by aligning resources with long-term strategy. Techniques such as capital budgeting ensure that investments are evaluated rigorously for profitability, while scenario planning prepares firms for uncertainty by stress-testing assumptions. In the short term, these tools reduce financial missteps, while in the long term, they build resilience and sustained value creation.

    Finally, debt covenants serve as an essential governance mechanism to mitigate agency costs the conflicts between managers and shareholders. By placing conditions on borrowing, covenants restrict managerial discretion in ways that protect creditors and align corporate actions with value preservation. This reduction in agency costs reinforces governance and, in turn, enhances valuation reliability.

    In sum, valuation, governance, and planning form a mutually reinforcing triad. When managed effectively, they not only protect but also amplify corporate value for all stakeholders.

    **## CorporateFinanceFIN6301UnitVDBReply1.docx**

    2

    Corporate Finance ECO 6301

    Unit V DB Reply 1

    • Your response post to class classmate should be at least 150 words in length.

    • Your response post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Corporate valuation is central to effective decision-making, yet its reliability depends heavily on the governance and planning structures surrounding it. Among common valuation techniques, Discounted Cash Flow (DCF) and Comparable Company Analysis (Comps) are widely used. DCF is strong in capturing intrinsic value by projecting future cash flows and discounting them back to present value. Its weakness lies in its heavy reliance on assumptions about growth rates and discount factors, which can lead to significant errors if misjudged. Comparables, on the other hand, provide market-based benchmarks by analyzing valuation multiples of peer companies. While this method reflects real-time market sentiment, it risks overlooking firm-specific fundamentals. A third approach, Precedent Transactions Analysis, offers insights into actual acquisition values in similar contexts but may be skewed by unique deal circumstances. Together, these techniques provide a more holistic view of corporate worth.

    Governance plays a vital role in shaping valuation outcomes. Strong governance, characterized by transparency, accountability, and ethical leadership, builds investor confidence and enhances valuations across all methods. For example, companies with robust governance practices, often trade at premium valuations compared to less transparent peers. Conversely, poor governance can depress value where opaque practices undermined both intrinsic and market-based assessments. Thus, governance acts as both a safeguard and a multiplier of valuation credibility.

    Financial planning also supports valuation by aligning resources with long-term strategy. Techniques such as capital budgeting ensure that investments are evaluated rigorously for profitability, while scenario planning prepares firms for uncertainty by stress-testing assumptions. In the short term, these tools reduce financial missteps, while in the long term, they build resilience and sustained value creation.

    Finally, debt covenants serve as an essential governance mechanism to mitigate agency costs the conflicts between managers and shareholders. By placing conditions on borrowing, covenants restrict managerial discretion in ways that protect creditors and align corporate actions with value preservation. This reduction in agency costs reinforces governance and, in turn, enhances valuation reliability.

    In sum, valuation, governance, and planning form a mutually reinforcing triad. When managed effectively, they not only protect but also amplify corporate value for all stakeholders.

  • [Solved] FIN 6301 Unit V DB R2

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    – ## CorporateFinanceFIN6301UnitVDBReply2.docx **## CorporateFinanceFIN6301UnitVDBReply2.docx** 2 Corporate Finance ECO 6301 Unit V DB Reply 2 • Your response post to class classmate should be at least 150 words in length. • Your response post should include at least one APA-formatted scholarly, pro…

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    Assignment Prompt & Instructions

    – ## CorporateFinanceFIN6301UnitVDBReply2.docx

    **## CorporateFinanceFIN6301UnitVDBReply2.docx**

    2

    Corporate Finance ECO 6301

    Unit V DB Reply 2

    • Your response post to class classmate should be at least 150 words in length.

    • Your response post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Top of Form

    **Corporate Valuation Techniques**

    Two common corporate valuation techniques are the Discounted Cash Flow (DCF) method and the Comparable Company Analysis (Comps) method. The DCF method estimates the value of a firm based on projected future cash flows discounted back to their present value using the company’s weighted average cost of capital (Damodaran, 2012). Its strength lies in its forward-looking nature and ability to capture intrinsic value, but it is highly sensitive to assumptions about growth rates and discount rates. The Comps method values a company by comparing it to similar firms using financial ratios such as EV/EBITDA or P/E multiples. Its strength is simplicity and reliance on market data, but it can be skewed by market inefficiencies or lack of truly comparable firms (Koller, Goedhart, & Wessels, 2020). These techniques together provide investors with insights into both intrinsic and relative value.

    **Governance Impact**

    Governance structures significantly influence valuation. Strong governance, such as independent boards and transparent reporting, enhances investor confidence and can increase valuation accuracy. For example, Apple’s clear separation of governance roles and disciplined capital allocation supports its high valuation. Conversely, weak governance—like the lack of oversight seen at Enron—can distort reported results, leading to overvaluation and eventual collapse.

    **Financial Planning Enhancements**

    Two financial planning techniques that can enhance corporate value are capital budgeting analysis and scenario planning. Capital budgeting ensures that firms allocate resources to projects with positive net present value, strengthening long-term growth (Brealey, Myers, & Allen, 2019). Scenario planning, on the other hand, prepares firms for external uncertainties such as interest rate changes or supply chain disruptions, thereby reducing risk exposure and supporting sustainable value creation in both the short and long run.

    **Agency Costs and Debt Covenants**

    Debt covenants help reduce agency costs by restricting managerial actions that may not align with bondholder or shareholder interests, such as overleveraging or excessive dividend payouts. For example, covenants might require firms to maintain certain financial ratios, ensuring disciplined financial management. This ties into governance by holding management accountable and can enhance corporate valuation by reducing perceived risk for investors (Jensen & Meckling, 1976).

    **References**

    Brealey, R. A., Myers, S. C., & Allen, F. (2019).
    _Principles of corporate finance_ (13th ed.). McGraw-Hill Education.

    Damodaran, A. (2012).
    _Investment valuation: Tools and techniques for determining the value of any asset_ (3rd ed.). Wiley.

    Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure.
    _Journal of Financial Economics, 3_(4), 305–360.
    [https://doi.org/10.1016/0304-405X(76)90026-X](https://ultra.content.blackboardcdn.com/ultra/uiv3900.125.0-rel.36_ba06598)

    Koller, T., Goedhart, M., & Wessels, D. (2020).
    _Valuation: Measuring and managing the value of companies_ (7th ed.). Wiley.

    Bottom of Form

    No

    **## CorporateFinanceFIN6301UnitVDBReply2.docx**

    2

    Corporate Finance ECO 6301

    Unit V DB Reply 2

    • Your response post to class classmate should be at least 150 words in length.

    • Your response post should include at least one APA-formatted scholarly, professional, or textbook reference with accompanying in-text citation to support any paraphrased, summarized, or quoted material.

    Top of Form

    **Corporate Valuation Techniques**

    Two common corporate valuation techniques are the Discounted Cash Flow (DCF) method and the Comparable Company Analysis (Comps) method. The DCF method estimates the value of a firm based on projected future cash flows discounted back to their present value using the company’s weighted average cost of capital (Damodaran, 2012). Its strength lies in its forward-looking nature and ability to capture intrinsic value, but it is highly sensitive to assumptions about growth rates and discount rates. The Comps method values a company by comparing it to similar firms using financial ratios such as EV/EBITDA or P/E multiples. Its strength is simplicity and reliance on market data, but it can be skewed by market inefficiencies or lack of truly comparable firms (Koller, Goedhart, & Wessels, 2020). These techniques together provide investors with insights into both intrinsic and relative value.

    **Governance Impact**

    Governance structures significantly influence valuation. Strong governance, such as independent boards and transparent reporting, enhances investor confidence and can increase valuation accuracy. For example, Apple’s clear separation of governance roles and disciplined capital allocation supports its high valuation. Conversely, weak governance—like the lack of oversight seen at Enron—can distort reported results, leading to overvaluation and eventual collapse.

    **Financial Planning Enhancements**

    Two financial planning techniques that can enhance corporate value are capital budgeting analysis and scenario planning. Capital budgeting ensures that firms allocate resources to projects with positive net present value, strengthening long-term growth (Brealey, Myers, & Allen, 2019). Scenario planning, on the other hand, prepares firms for external uncertainties such as interest rate changes or supply chain disruptions, thereby reducing risk exposure and supporting sustainable value creation in both the short and long run.

    **Agency Costs and Debt Covenants**

    Debt covenants help reduce agency costs by restricting managerial actions that may not align with bondholder or shareholder interests, such as overleveraging or excessive dividend payouts. For example, covenants might require firms to maintain certain financial ratios, ensuring disciplined financial management. This ties into governance by holding management accountable and can enhance corporate valuation by reducing perceived risk for investors (Jensen & Meckling, 1976).

    **References**

    Brealey, R. A., Myers, S. C., & Allen, F. (2019).
    _Principles of corporate finance_ (13th ed.). McGraw-Hill Education.

    Damodaran, A. (2012).
    _Investment valuation: Tools and techniques for determining the value of any asset_ (3rd ed.). Wiley.

    Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure.
    _Journal of Financial Economics, 3_(4), 305–360.
    [https://doi.org/10.1016/0304-405X(76)90026-X](https://ultra.content.blackboardcdn.com/ultra/uiv3900.125.0-rel.36_ba06598)

    Koller, T., Goedhart, M., & Wessels, D. (2020).
    _Valuation: Measuring and managing the value of companies_ (7th ed.). Wiley.

    Bottom of Form

    No

  • [Solved] Cash Budget

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    See attached – ## Cashbudget.docx – ## Unit5_CashBudgetProjectExcelTemplate.xlsx **## Cashbudget.docx** **Please complete Excel template provided** The goal of this assignment is to demonstrate the process of construction and utilization of a cash budget for a company. The assignment is closely rel…

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    Assignment Prompt & Instructions

    See attached

    – ## Cashbudget.docx

    – ## Unit5_CashBudgetProjectExcelTemplate.xlsx

    **## Cashbudget.docx**

    **Please complete Excel template provided**

    The goal of this assignment is to demonstrate the process of construction and utilization of a cash

    budget for a company. The assignment is closely related to Course Objectives #02.

    For this assignment we consider the monthly cash budget for six months (January – June) of the

    upcoming year for Pear Inc, manufacturer of swim equipment and lines of clothing. The

    company’s sales are highly seasonal with the peak in March through May.

    The information used in cash budget development process:

    Estimated Sales are given in the Excel Template in millions of US dollars. All sales are on

    credit. Assuming that the percentage of bad debt is 0%, so all customers pay back the company.

    Accounts Receivable Collections:

    30% of sales are collected one month after the sale

    70% of sales are collected two months after the sale

    Total Collections (Line 7) is the sum of collections for the current month.

    Collections for January (87 million dollars) is given and represents collection of accounts

    receivable in January from sales in November (57 million dollars) and December (30 million

    dollars) of the previous year.

    (For simplicity, please disregard the actual dates when sales and collections were done.)

    Purchases:

    • Inventory purchases consist mostly of purchases materials for production, which is 60%

    of the next month sales. (For example, for estimated February sales of 110 million dollars,

    the company will buy materials in January. Thus, the size of inventory purchases in

    January is 0.6*$110 = $66 (million dollars).

    • Payments for inventory purchases are made in the next month following the purchase.

    For example, payment for January purchases of $66 million dollars is made in February.

    Other Operating Expenses consist of wages, rent, taxes, purchases of equipment, and other

    expenses given in Excel template.Projected Cash Budget:

    Cash Collections are the sum of accounts receivable collections for the month. We calculate it in

    line 7. For example, for January in cell B22 we enter the formula =B7.

    Cash Disbursements are equal to the sum of Payment for Inventory and Operating Expenses for

    the month. For example, for January in cell B23 we enter the formula =B11+B19.

    Net Monthly Change is equal to Cash Collections minus Cash Disbursements for the month.

    For example, for January in cell B24 we enter the formula = B22-B23.

    Plus: Beginning Cash Balance – beginning cash balance for January is given in the Excel

    template.

    Ending Cash Balance Before Short-Term Borrowing is equal to the sum of the Beginning

    Cash Balance and Net Monthly Change for the month. For example, to calculate Ending Cash

    Balance Before Short-Term Borrowing for January in cell B26 we enter the formula = B25+B24

    Minimum Desired Cash Balance is given as $10 million dollars. This is the minimum cash

    balance the company wants to have in its account. The company needs additional financing if the

    cash balance falls below the $10 million minimum desired cash balance.

    Cash surplus/Deficit

    If the Ending Cash Balance Before Short-Term Borrowing falls below desired minimum cash

    balance of $10 million, the company needs additional financing to raise cash balance to the $10

    million. This cash deficit is entered as a negative number. For January the Ending Cash Balance

    Before Short-Term Borrowing is $9 million dollars, which is below the $10 million minimum

    desired cash balance. Thus, the company needs additional financing of $1 million dollars in

    January. This amount appears in cell B28 as a negative number. The formula used in cell B28 is

    =B26-B27

    Excess cash received later will be used to retire the cumulating short-term borrowing from prior

    months.

    Repayment of Short-Term Borrowing – Excess cash received during the month is used to retire

    the cumulating short-term borrowing from prior months.Ending Cash Balance should not be less than minimum desired cash balance $10 million

    dollars. For January, Ending Cash Balance is $10 million because the company borrowed $1

    million to raise the Ending Cash Balance Before Short-Term Borrowing to the minimum desired

    cash balance of $10 million.

    If the company has excess cash (positive balance in line 28), this excess cash is used to retire the

    parts of cumulative short-term borrowing from prior months. In this case Ending Cash Balance

    is equal Ending Cash Balance Before Short-Term Borrowing minus Repayment of Short-Term

    Debt. Repayment of short-term borrowing should not drop off the ending cash balance below the

    minimum desired cash balance of $10 million.

    Cumulative Borrowing for week 1 is $1 million. For the next months the Cumulative

    borrowing is a sum of previous and current month borrowing. Excess cash (positive balance in

    line 28) will be used to retire the cumulating short-term borrowing from prior months.

    IMPORTANT!

    Ending Cash Balance for prior month is equal Beginning Cash Balance for the next month.

    For example, Ending Cash Balance $10 million for January is equal Beginning Cash Balance for

    February. These two cells are highlighted in purple.

    **## Unit5_CashBudgetProjectExcelTemplate.xlsx**

    ## Sheet1

    | | | | | | | | | | |
    | — | — | — | — | — | — | — | — | — | — |
    | FIN 605 Cash Budget Assignment Template (in million of US dollars) |
    | Sales & Collections Budget | January | February | March | April | May | June | | | The data is given |
    | Sales | 100 | 110 | 120 | 125 | 118 | 116 | | | The student is required to calculate |
    | Accounts Receivable Collections | | | | | | | | | Please see additional explanations in the file with Instructions. |
    | First Month (30%) | 30 |
    | Second Month (70%) | 57 | 59 |
    | Total Collections | 87 |

    | Purchases Budget | January | February | March | April | May | June |
    | Inventory Purchases | | | | | | 72 |
    | Payments for Inventory | 60 |

    | Operating Expenses Budget | January | February | March | April | May | June |
    | Wages and Salaries | 17 | 18 | 22 | 25 | 18 | 17 |
    | Purchase of equipment | | | 1 |
    | Taxes | | | | 5 | | 5 |
    | Rent | 7 | 7 | 7 | 7 | 7 | 7 |
    | Other operating expenses | 5 | 5 | 5 | 5 | 5 | 5 |
    | Total | 29 | 30 | 35 | 42 | 30 | 34 |

    | Projected Cash Budget | January | February | March | April | May | June |
    | Cash Collections | 87 |
    | Cash Disbursements | 89 |
    | Net Monthly Change | -2 |
    | Plus: Beginning Cash Balance | 11 | 10 |
    | Equals: Ending Cash Balance before short-term borrowing | 9 |
    | Minimum Desired Cash Balance | 10 | 10 | 10 | 10 | 10 | 10 |
    | Cash surplus/Deficit (Financing needed to raise cash balance to the $10,000 desired cash balance entered as negative number. Excess cash is used to retire a part of cumulative short-term borrowing from prior months) | -1 |
    | Repayment of short-term borrowing | 0 |
    | Ending Cash Balance (should not be less than minumun desired cash balance 10 million dollars). | 10 |
    | Cumulative borrowing | 1 |

    **## Unit5_CashBudgetProjectExcelTemplate.xlsx**

    ## Sheet1

    | | | | | | | | | | |
    | — | — | — | — | — | — | — | — | — | — |
    | FIN 605 Cash Budget Assignment Template (in million of US dollars) |
    | Sales & Collections Budget | January | February | March | April | May | June | | | The data is given |
    | Sales | 100 | 110 | 120 | 125 | 118 | 116 | | | The student is required to calculate |
    | Accounts Receivable Collections | | | | | | | | | Please see additional explanations in the file with Instructions. |
    | First Month (30%) | 30 |
    | Second Month (70%) | 57 | 59 |
    | Total Collections | 87 |

    | Purchases Budget | January | February | March | April | May | June |
    | Inventory Purchases | | | | | | 72 |
    | Payments for Inventory | 60 |

    | Operating Expenses Budget | January | February | March | April | May | June |
    | Wages and Salaries | 17 | 18 | 22 | 25 | 18 | 17 |
    | Purchase of equipment | | | 1 |
    | Taxes | | | | 5 | | 5 |
    | Rent | 7 | 7 | 7 | 7 | 7 | 7 |
    | Other operating expenses | 5 | 5 | 5 | 5 | 5 | 5 |
    | Total | 29 | 30 | 35 | 42 | 30 | 34 |

    | Projected Cash Budget | January | February | March | April | May | June |
    | Cash Collections | 87 |
    | Cash Disbursements | 89 |
    | Net Monthly Change | -2 |
    | Plus: Beginning Cash Balance | 11 | 10 |
    | Equals: Ending Cash Balance before short-term borrowing | 9 |
    | Minimum Desired Cash Balance | 10 | 10 | 10 | 10 | 10 | 10 |
    | Cash surplus/Deficit (Financing needed to raise cash balance to the $10,000 desired cash balance entered as negative number. Excess cash is used to retire a part of cumulative short-term borrowing from prior months) | -1 |
    | Repayment of short-term borrowing | 0 |
    | Ending Cash Balance (should not be less than minumun desired cash balance 10 million dollars). | 10 |
    | Cumulative borrowing | 1 |

    **## Cashbudget.docx**

    **Please complete Excel template provided**

    The goal of this assignment is to demonstrate the process of construction and utilization of a cash

    budget for a company. The assignment is closely related to Course Objectives #02.

    For this assignment we consider the monthly cash budget for six months (January – June) of the

    upcoming year for Pear Inc, manufacturer of swim equipment and lines of clothing. The

    company’s sales are highly seasonal with the peak in March through May.

    The information used in cash budget development process:

    Estimated Sales are given in the Excel Template in millions of US dollars. All sales are on

    credit. Assuming that the percentage of bad debt is 0%, so all customers pay back the company.

    Accounts Receivable Collections:

    30% of sales are collected one month after the sale

    70% of sales are collected two months after the sale

    Total Collections (Line 7) is the sum of collections for the current month.

    Collections for January (87 million dollars) is given and represents collection of accounts

    receivable in January from sales in November (57 million dollars) and December (30 million

    dollars) of the previous year.

    (For simplicity, please disregard the actual dates when sales and collections were done.)

    Purchases:

    • Inventory purchases consist mostly of purchases materials for production, which is 60%

    of the next month sales. (For example, for estimated February sales of 110 million dollars,

    the company will buy materials in January. Thus, the size of inventory purchases in

    January is 0.6*$110 = $66 (million dollars).

    • Payments for inventory purchases are made in the next month following the purchase.

    For example, payment for January purchases of $66 million dollars is made in February.

    Other Operating Expenses consist of wages, rent, taxes, purchases of equipment, and other

    expenses given in Excel template.Projected Cash Budget:

    Cash Collections are the sum of accounts receivable collections for the month. We calculate it in

    line 7. For example, for January in cell B22 we enter the formula =B7.

    Cash Disbursements are equal to the sum of Payment for Inventory and Operating Expenses for

    the month. For example, for January in cell B23 we enter the formula =B11+B19.

    Net Monthly Change is equal to Cash Collections minus Cash Disbursements for the month.

    For example, for January in cell B24 we enter the formula = B22-B23.

    Plus: Beginning Cash Balance – beginning cash balance for January is given in the Excel

    template.

    Ending Cash Balance Before Short-Term Borrowing is equal to the sum of the Beginning

    Cash Balance and Net Monthly Change for the month. For example, to calculate Ending Cash

    Balance Before Short-Term Borrowing for January in cell B26 we enter the formula = B25+B24

    Minimum Desired Cash Balance is given as $10 million dollars. This is the minimum cash

    balance the company wants to have in its account. The company needs additional financing if the

    cash balance falls below the $10 million minimum desired cash balance.

    Cash surplus/Deficit

    If the Ending Cash Balance Before Short-Term Borrowing falls below desired minimum cash

    balance of $10 million, the company needs additional financing to raise cash balance to the $10

    million. This cash deficit is entered as a negative number. For January the Ending Cash Balance

    Before Short-Term Borrowing is $9 million dollars, which is below the $10 million minimum

    desired cash balance. Thus, the company needs additional financing of $1 million dollars in

    January. This amount appears in cell B28 as a negative number. The formula used in cell B28 is

    =B26-B27

    Excess cash received later will be used to retire the cumulating short-term borrowing from prior

    months.

    Repayment of Short-Term Borrowing – Excess cash received during the month is used to retire

    the cumulating short-term borrowing from prior months.Ending Cash Balance should not be less than minimum desired cash balance $10 million

    dollars. For January, Ending Cash Balance is $10 million because the company borrowed $1

    million to raise the Ending Cash Balance Before Short-Term Borrowing to the minimum desired

    cash balance of $10 million.

    If the company has excess cash (positive balance in line 28), this excess cash is used to retire the

    parts of cumulative short-term borrowing from prior months. In this case Ending Cash Balance

    is equal Ending Cash Balance Before Short-Term Borrowing minus Repayment of Short-Term

    Debt. Repayment of short-term borrowing should not drop off the ending cash balance below the

    minimum desired cash balance of $10 million.

    Cumulative Borrowing for week 1 is $1 million. For the next months the Cumulative

    borrowing is a sum of previous and current month borrowing. Excess cash (positive balance in

    line 28) will be used to retire the cumulating short-term borrowing from prior months.

    IMPORTANT!

    Ending Cash Balance for prior month is equal Beginning Cash Balance for the next month.

    For example, Ending Cash Balance $10 million for January is equal Beginning Cash Balance for

    February. These two cells are highlighted in purple.

    **## Unit5_CashBudgetProjectExcelTemplate.xlsx**

    ## Sheet1

    | | | | | | | | | | |
    | — | — | — | — | — | — | — | — | — | — |
    | FIN 605 Cash Budget Assignment Template (in million of US dollars) |
    | Sales & Collections Budget | January | February | March | April | May | June | | | The data is given |
    | Sales | 100 | 110 | 120 | 125 | 118 | 116 | | | The student is required to calculate |
    | Accounts Receivable Collections | | | | | | | | | Please see additional explanations in the file with Instructions. |
    | First Month (30%) | 30 |
    | Second Month (70%) | 57 | 59 |
    | Total Collections | 87 |

    | Purchases Budget | January | February | March | April | May | June |
    | Inventory Purchases | | | | | | 72 |
    | Payments for Inventory | 60 |

    | Operating Expenses Budget | January | February | March | April | May | June |
    | Wages and Salaries | 17 | 18 | 22 | 25 | 18 | 17 |
    | Purchase of equipment | | | 1 |
    | Taxes | | | | 5 | | 5 |
    | Rent | 7 | 7 | 7 | 7 | 7 | 7 |
    | Other operating expenses | 5 | 5 | 5 | 5 | 5 | 5 |
    | Total | 29 | 30 | 35 | 42 | 30 | 34 |

    | Projected Cash Budget | January | February | March | April | May | June |
    | Cash Collections | 87 |
    | Cash Disbursements | 89 |
    | Net Monthly Change | -2 |
    | Plus: Beginning Cash Balance | 11 | 10 |
    | Equals: Ending Cash Balance before short-term borrowing | 9 |
    | Minimum Desired Cash Balance | 10 | 10 | 10 | 10 | 10 | 10 |
    | Cash surplus/Deficit (Financing needed to raise cash balance to the $10,000 desired cash balance entered as negative number. Excess cash is used to retire a part of cumulative short-term borrowing from prior months) | -1 |
    | Repayment of short-term borrowing | 0 |
    | Ending Cash Balance (should not be less than minumun desired cash balance 10 million dollars). | 10 |
    | Cumulative borrowing | 1 |

    **## Cashbudget.docx**

    **Please complete Excel template provided**

    The goal of this assignment is to demonstrate the process of construction and utilization of a cash

    budget for a company. The assignment is closely related to Course Objectives #02.

    For this assignment we consider the monthly cash budget for six months (January – June) of the

    upcoming year for Pear Inc, manufacturer of swim equipment and lines of clothing. The

    company’s sales are highly seasonal with the peak in March through May.

    The information used in cash budget development process:

    Estimated Sales are given in the Excel Template in millions of US dollars. All sales are on

    credit. Assuming that the percentage of bad debt is 0%, so all customers pay back the company.

    Accounts Receivable Collections:

    30% of sales are collected one month after the sale

    70% of sales are collected two months after the sale

    Total Collections (Line 7) is the sum of collections for the current month.

    Collections for January (87 million dollars) is given and represents collection of accounts

    receivable in January from sales in November (57 million dollars) and December (30 million

    dollars) of the previous year.

    (For simplicity, please disregard the actual dates when sales and collections were done.)

    Purchases:

    • Inventory purchases consist mostly of purchases materials for production, which is 60%

    of the next month sales. (For example, for estimated February sales of 110 million dollars,

    the company will buy materials in January. Thus, the size of inventory purchases in

    January is 0.6*$110 = $66 (million dollars).

    • Payments for inventory purchases are made in the next month following the purchase.

    For example, payment for January purchases of $66 million dollars is made in February.

    Other Operating Expenses consist of wages, rent, taxes, purchases of equipment, and other

    expenses given in Excel template.Projected Cash Budget:

    Cash Collections are the sum of accounts receivable collections for the month. We calculate it in

    line 7. For example, for January in cell B22 we enter the formula =B7.

    Cash Disbursements are equal to the sum of Payment for Inventory and Operating Expenses for

    the month. For example, for January in cell B23 we enter the formula =B11+B19.

    Net Monthly Change is equal to Cash Collections minus Cash Disbursements for the month.

    For example, for January in cell B24 we enter the formula = B22-B23.

    Plus: Beginning Cash Balance – beginning cash balance for January is given in the Excel

    template.

    Ending Cash Balance Before Short-Term Borrowing is equal to the sum of the Beginning

    Cash Balance and Net Monthly Change for the month. For example, to calculate Ending Cash

    Balance Before Short-Term Borrowing for January in cell B26 we enter the formula = B25+B24

    Minimum Desired Cash Balance is given as $10 million dollars. This is the minimum cash

    balance the company wants to have in its account. The company needs additional financing if the

    cash balance falls below the $10 million minimum desired cash balance.

    Cash surplus/Deficit

    If the Ending Cash Balance Before Short-Term Borrowing falls below desired minimum cash

    balance of $10 million, the company needs additional financing to raise cash balance to the $10

    million. This cash deficit is entered as a negative number. For January the Ending Cash Balance

    Before Short-Term Borrowing is $9 million dollars, which is below the $10 million minimum

    desired cash balance. Thus, the company needs additional financing of $1 million dollars in

    January. This amount appears in cell B28 as a negative number. The formula used in cell B28 is

    =B26-B27

    Excess cash received later will be used to retire the cumulating short-term borrowing from prior

    months.

    Repayment of Short-Term Borrowing – Excess cash received during the month is used to retire

    the cumulating short-term borrowing from prior months.Ending Cash Balance should not be less than minimum desired cash balance $10 million

    dollars. For January, Ending Cash Balance is $10 million because the company borrowed $1

    million to raise the Ending Cash Balance Before Short-Term Borrowing to the minimum desired

    cash balance of $10 million.

    If the company has excess cash (positive balance in line 28), this excess cash is used to retire the

    parts of cumulative short-term borrowing from prior months. In this case Ending Cash Balance

    is equal Ending Cash Balance Before Short-Term Borrowing minus Repayment of Short-Term

    Debt. Repayment of short-term borrowing should not drop off the ending cash balance below the

    minimum desired cash balance of $10 million.

    Cumulative Borrowing for week 1 is $1 million. For the next months the Cumulative

    borrowing is a sum of previous and current month borrowing. Excess cash (positive balance in

    line 28) will be used to retire the cumulating short-term borrowing from prior months.

    IMPORTANT!

    Ending Cash Balance for prior month is equal Beginning Cash Balance for the next month.

    For example, Ending Cash Balance $10 million for January is equal Beginning Cash Balance for

    February. These two cells are highlighted in purple.

    **## Unit5_CashBudgetProjectExcelTemplate.xlsx**

    ## Sheet1

    | | | | | | | | | | |
    | — | — | — | — | — | — | — | — | — | — |
    | FIN 605 Cash Budget Assignment Template (in million of US dollars) |
    | Sales & Collections Budget | January | February | March | April | May | June | | | The data is given |
    | Sales | 100 | 110 | 120 | 125 | 118 | 116 | | | The student is required to calculate |
    | Accounts Receivable Collections | | | | | | | | | Please see additional explanations in the file with Instructions. |
    | First Month (30%) | 30 |
    | Second Month (70%) | 57 | 59 |
    | Total Collections | 87 |

    | Purchases Budget | January | February | March | April | May | June |
    | Inventory Purchases | | | | | | 72 |
    | Payments for Inventory | 60 |

    | Operating Expenses Budget | January | February | March | April | May | June |
    | Wages and Salaries | 17 | 18 | 22 | 25 | 18 | 17 |
    | Purchase of equipment | | | 1 |
    | Taxes | | | | 5 | | 5 |
    | Rent | 7 | 7 | 7 | 7 | 7 | 7 |
    | Other operating expenses | 5 | 5 | 5 | 5 | 5 | 5 |
    | Total | 29 | 30 | 35 | 42 | 30 | 34 |

    | Projected Cash Budget | January | February | March | April | May | June |
    | Cash Collections | 87 |
    | Cash Disbursements | 89 |
    | Net Monthly Change | -2 |
    | Plus: Beginning Cash Balance | 11 | 10 |
    | Equals: Ending Cash Balance before short-term borrowing | 9 |
    | Minimum Desired Cash Balance | 10 | 10 | 10 | 10 | 10 | 10 |
    | Cash surplus/Deficit (Financing needed to raise cash balance to the $10,000 desired cash balance entered as negative number. Excess cash is used to retire a part of cumulative short-term borrowing from prior months) | -1 |
    | Repayment of short-term borrowing | 0 |
    | Ending Cash Balance (should not be less than minumun desired cash balance 10 million dollars). | 10 |
    | Cumulative borrowing | 1 |

    – 1
    – 2

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