1) The document contains 4 questions providing financial information for various companies, asking to prepare balance sheets and analyze financial ratios.
2) Question 4 asks which company Mr. Desai should prefer to supply goods to based on their financial information, considering factors like stock, debtors, cash, creditors.
3) Question 5 provides trading and profit & loss account and balance sheet for a company and asks to draft revised statements achieving certain objectives by changing ratios and amounts.
4) Question 6 gives financial ratios and asks to prepare a balance sheet for a company.
5) Question 7 asks to interpret accounting ratios based on summarized balance sheets and profit & loss statements for 2 years.
6) Question 8 provides more
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Everyday Bank: A Journey to Digital TransformationBackbase
Accenture’s Senior Managing Director, Juan Pedro Moreno, shares the firm’s vision for banks in the digital age. During this free, one hour long webinar, Juan Pedro will highlight:
- How customer behavior has shaped a digital revolution for banks,
- How technology is blurring the boundaries that define customer service, and
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Creating a Digital Banking Strategy - 01.23.15Calvin Turner
Today, the new buzzword in business is “Digital Strategy”. The problem, however, is that if you ask a group of business professionals to define "Digital Strategy" to you, depending on the industry, who you ask, and the ages of the respondents (yes, the generational perspective makes a difference), you will likely get a wide variety of different responses to that simple question. To illustrate this point, in a December 2014, Digital Banking research study published by Celent, when banking executives were asked what “Digital” means for them, they responded with a diverse – and sometimes inconsistent – set of answers. But invariably, mobile devices and social media are usually included somewhere in the answer. So, let's begin the discussion by clearing up a common misconception: an organization's Digital Strategy is NOT enabling/allowing customers to use mobile devices to communicate and conduct business. They are certainly components of a Digital Strategy, but the true definition of a Digital Strategy is much broader than that.
How to Design for an Omni-Channel Shopping ExperienceUserZoom
According to the IDC Retail Insights report, Omni-Channel shoppers will spend 15% to 30% more than Multi-Channel shoppers and they are more likely to be your brand’s influencers and Net Promoter advocates. It is now evident, that brands who make the customer experience omniscient, i.e. continues and universal, will lead the marketplace.
So how do you design for an Omni-Channel shopping experience? View a webinar on-demand with Sean Van Tyne, author of The Customer Experience Revolution, to learn how to craft a uniform experience across channels and touch points.
Twitter Hashtag: #uzwebinar
In this 60-min webinar on-demand you will learn:
-What Omni-Channels are
-Who Omni-Channel Shoppers are
-What a journey map and a service blueprint is
-How to create an Omni-Channel
In this presentation we will take a look at trends in the world of e-Learning.
There are many more to talk about and maybe that are very relevant for you.
But we hope this will give you some ideas and will inspire you for your own learning solutions
Everyday Bank: A Journey to Digital TransformationBackbase
Accenture’s Senior Managing Director, Juan Pedro Moreno, shares the firm’s vision for banks in the digital age. During this free, one hour long webinar, Juan Pedro will highlight:
- How customer behavior has shaped a digital revolution for banks,
- How technology is blurring the boundaries that define customer service, and
- What threats and opportunities this emerging digital landscape presents for banks.
- Last but not least, he will go into the specific steps banks must take in order to become a successful Everyday Bank.
"Banks face a growing challenge from non-bank entities that are aggressively using digital innovations to take on functions traditionally part of banking. Think Amazon, which now offers loans to its merchants. Or the giant Alibaba, now the world’s largest payment provider. But banks have a huge competitive advantage in this digital world. With their vast digital data, payment know-how and deep understanding of compliance, security and financing, they are positioned to become an Everyday Bank, providing an unparalleled personalized customer experience that cannot be replicated by non-banks."
-- The Everyday Bank, Accenture.
Creating a Digital Banking Strategy - 01.23.15Calvin Turner
Today, the new buzzword in business is “Digital Strategy”. The problem, however, is that if you ask a group of business professionals to define "Digital Strategy" to you, depending on the industry, who you ask, and the ages of the respondents (yes, the generational perspective makes a difference), you will likely get a wide variety of different responses to that simple question. To illustrate this point, in a December 2014, Digital Banking research study published by Celent, when banking executives were asked what “Digital” means for them, they responded with a diverse – and sometimes inconsistent – set of answers. But invariably, mobile devices and social media are usually included somewhere in the answer. So, let's begin the discussion by clearing up a common misconception: an organization's Digital Strategy is NOT enabling/allowing customers to use mobile devices to communicate and conduct business. They are certainly components of a Digital Strategy, but the true definition of a Digital Strategy is much broader than that.
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my e-commerce notes of full syllabus is prepare by me...under gidence of mr sachin sir..i am very glad to upload thid dacument in slideshare ...its very helpfull for student...
In Banking & Lending sector AI has played vital role in transforming the way Banking & lending sector works. The most important factor is to enable the seamless customer experience by enhancing the business processes with low cost.
AI & ML has made it easier for customers to interact with Banking without any problem. Looking to implement AI in your banking & lending businesses, write to layak@artivatic.ai
Towards the Next Generation Financial Crimes Platform - How Data, Analytics, ...Molly Alexander
Towards the Next Generation Financial Crimes Platform - How Data, Analytics, & ML Are Transforming the Fight Against Fraud, AML & Cybersecurity -Nadeem Asghar
Artificial Intelligence and Digital Banking - What about fraud prevention ?Jérôme Kehrli
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Challenges and Experiences of Students in the Virtual Classroom World: A Lite...Dr. Amarjeet Singh
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Accounting 970643 paper 4 problem solving (supplementary topics) october november 2011
Advanced Level
A Level
Zimsec
Cambridge
Alpro Learning Portal
Accounting
Accounts
Zimbabwe
Principle of accounts
1. 1
Assignment V - Financial Statement Analysis
Q.1 From the following particulars relating to AB Co. prepare a Balance Sheet as on
31.12.2009:
Fixed assets / turnover ratio 1:2
Debt collection period Two months
Gross profit 25%
Consumption of raw materials 40% of cost
Stock of Raw materials 4 months consumption
Finished goods 20% of turnover at cost
Fixed Assets to Current Assets 1:1
Current Ratio 2:1
Long Term loan to current Liability 1:3
Capital to Reserve 5:2
Value of Fixed Assets Rs. 10,50,000
Q.2 From the following particulars prepare the Balance Sheet of A Ltd.:
Current Ratio 1.50
Current Assets/Fixed Assets 1:2
Fixed Assets to turnover 1:1
Gross Profit 25%
Debtors Velocity 2 months
Creditors Velocity 2 months
Stock Velocity 3 months
Debt equity ratio 2:5
Working Capital Rs. 2,00,000
Q.3 From the following information, you are required to prepare a Balance Sheet:
Current Ratio 1.75
Liquid Ratio 1.25
Stock Turnover ratio (Closing Stock) 9
Gross profit ratio 25%
Debt collection period 1.50 months
Reserves and surplus to capital 0.20
Turnover to fixed assets 1.20
Fixed assets to net worth 1.25
Sales for the year Rs. 12,00,000
2. 2
Q. 4 Mr. Desai intends to supply goods on credit to A Ltd. and B Ltd. The relevant
financial data relating to the companies for the year ended 30th June, 2009 are as under:
A Ltd. B Ltd.
Stock 8,00,000 1,00,000
Debtors 1,70,000 1,40,000
Cash 30,000 60,000
Trade Creditors 3,00,000 1,60,000
Bank overdraft 40,000 30,000
Creditors for expenses 60,000 10,000
Total purchases 9,30,000 6,60,000
Cash purchases 30,000 20,000
Advice with reasons, as to which of the companies he should prefer to deal with.
Q.5 The following is the Trading & Profit & Loss A/c of X Ltd. As on December 31,
2008:
Trading & P&L Account (31.12.2008)
Opening Stock 1,30,000 Cash Sales 80,000
Purchases 4,20,000 Credit Sales 3,20,000
G.P. 60,000 Stock 2,10,000
Depreciation 13,100 G.P. 60,000
G. Expenses 20,900
Director’s Fees 10,000
N.P. 16,000
60,000 60,000
Balance Sheet as at 31st December, 2008
Share Capital 3,60,000 Fixed Assets 2,05,600
Profit & Loss A/c 24,600 Stock 2,10,000
Creditors 1,40,000 Debtors 1,60,000
Bank overdraft 51,000
5,75,000 5,75,000
1. The rate of stock turnover is to be doubled.
2. Stock is to be reduced by Rs. 60,000 by the end of the financial year.
3. The ratio of cash sales to Credit sales is to be doubled.
4. Directors – remuneration are to be increased by Rs. 15,000.
5. Rate of gross profit to sales is to be increased by 331/3%.
6. The ratio of trade creditors to closing stock and the ratio of debtors to credit sales will
remain the same as in the year just ended.
3. 3
7. General expenses and depreciation are to remain the same.
Draft budgeted Trading and Profit and loss account and balance sheet, assuming that
the objectives had been achieved.
Q.6 You are given the following figures worked out from the profit and loss account and
balance sheet of Z Ltd. relating to the year 2008. Prepare the balance sheet.
Fixed Assets (net after writing off 30%) Rs. 10,50,000
Fixed Assets Turnover ratio 2
Finished goods turnover ratio 6
Rate of gross profit to sales 25%
Net profit (before interest) to sale 8%
Fixed charges over (debenture interest 7%) 8
Debt collection period 1½ months
Material consumed to sales 30%
Stock of raw materials (in terms of number of month’s consumption) 8
Current ratio 2.4
Quick ratio 1.0
Reserves to capital 0.20
Q.7 The summarized Balance Sheet of X Ltd. as at 31st December 2008 and its
summarized Profit and Loss Account for the year ended on that date, are as follows. The
corresponding figures of the previous year are also shown:
Balance Sheet
Liabilities 2008 2007 Assets 2008 2007
(Rs. in lakhs ) (Rs. in lakhs)
Share capital 60,000
shares of Rs. 100
each 60.00 60.00
Fixed Assets –
At cost less
Depreciation:
Reserve & Surplus
29.25 24.00
Property
Plant
21.00
61.50
18.00
48.00
8% Debenture 15.00 15.00 82.50 66.00
Current Liabilities
& Provisions :
Current Assets -
Sundry Creditors 45.75 24.00 Stock of finished
goods
42.75 31.50
Provision for
Taxation
13.50 10.50 Sundry Debtors 41.25 30.00
Proposed
Dividend 4.50
63.75
3.00
Bank 1.50
85.50
9.00
Total : 168.00 136.50 168.00 136.50
4. 4
Trading & Profit and Loss Account
2008 2007 2008 2007
(Rs. in lakhs) (Rs. in lakhs)
Cost of Sales 162.00 135.00 Sales (all credit) 225.00 180.00
Gross Profit C/d 63.00 45.00
225.00 180.00 225.00 180.00
Overhead Expenses 43.50 30.00 Gross Profit b/d 63.00 45.00
Net Profit before taxation 19.50 15.00
63.00 45.00 63.00 45.00
Provision for taxation 8.25 6.30 Net profit b/d 19.50 15.00
Dividend-paid and Proposed 6.00 4.50
Surplus for the year carried
to Balance Sheet 5.25 4.20
19.50 15.00 19.50 15.00
You are required to interpret the above statement using significant accounting ratios.
Q.8 X Ltd. has been existence for two years. Summarized Balance Sheets as on 31st
December, 2007 and 31st December, 2008 are given below:
Balance Sheet (Figures in lakhs of rupees)
Liabilities 2008 2007 Assets 2008 2007
Equity shares of Rs. 100 each 2 2 Fixed Assets (Less Dep.) 4.16 3.96
Reserves .20 .40 Stock .60 1.20
Profit & Loss A/c .28 .04 Debtors .80 1.60
Loans on Mortgage 2.20 1.60 Cash and Bank Balances .60 .04
Bank overdraft .40
Creditors .60 1.80
Provision for Taxation .68 .26
Proposed Dividend .20 .30
6.16 6.80 6.16 6.80
You are also given the Profit and Loss Account of the Company for the two years.
Profit & Loss Account (Figures in lakhs of rupees)
2008 2007 2008 2007
Interest on Loan .048 .096 Balance B/F - .28
Directors’
Remuneration .20 .60
Profit for the year after
running costs & Depreciation 1.608 1.216
Provision for Taxation .68 .26
Dividends .20 .30
Transfer to Reserve .20 .20
Balance C/F .28 .04
1.608 1.496 1.608 1.496
Total Sales amounted to Rs. 12 lakhs in 2007 and Rs. 10 lakhs in 2008.
Make a through overall analysis of this company.