This document contains financial statements and reports from an accounting software system called EZ Cashflow (TM) using both a cash basis and accrual basis of accounting. It includes income statements, balance sheets, and cash flow reports for three months. The documents provide key financial data like sales, expenses, profits/losses, accounts receivable, cash balances, and variances from budgets.
Tom Shay's presentation on understanding the various parts of a profit and loss statement, balance sheet and key metrics of retailing. www.profitsplus.org
Many small businesses do not understand why it is that the net profit for a month does not represent the amount of money in the checking account. The question is, "Where is the money if I made that much profit?" This Tom Shay provides insight to the solution. www.profitsplus.org
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
Tom Shay's presentation on understanding the various parts of a profit and loss statement, balance sheet and key metrics of retailing. www.profitsplus.org
Many small businesses do not understand why it is that the net profit for a month does not represent the amount of money in the checking account. The question is, "Where is the money if I made that much profit?" This Tom Shay provides insight to the solution. www.profitsplus.org
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
An initiative to address the issues faced by students. Deals with buying and selling of day to day items/products through an online interface. USP: it is first such exclusive eRetail Mart that is dedicated solely to serve the student community in Singapore Area.
An approach to financial statement analysis that uses a simple, big-picture view about the company first, focusing on its most important financial issues, before learning innumerable ratios.
An initiative to address the issues faced by students. Deals with buying and selling of day to day items/products through an online interface. USP: it is first such exclusive eRetail Mart that is dedicated solely to serve the student community in Singapore Area.
An approach to financial statement analysis that uses a simple, big-picture view about the company first, focusing on its most important financial issues, before learning innumerable ratios.
1Exercise 8-4The ledger of Wainwright Company at the end of .docxhyacinthshackley2629
1Exercise 8-4
The ledger of Wainwright Company at the end of the current year shows Accounts Receivable $76,000; Credit Sales $801,000; and Sales Returns and Allowances $50,000. (Credit account titles are automatically indented when amount is entered. Do not indent manually.)
(a)
If Wainwright uses the direct write-off method to account for uncollectible accounts, journalize the adjusting entry at December 31, assuming Wainwright determines that Hiller’s $1,000 balance is uncollectible.
(b)
If Allowance for Doubtful Accounts has a credit balance of $990 in the trial balance, journalize the adjusting entry at December 31, assuming bad debts are expected to be 11% of accounts receivable.
(c)
If Allowance for Doubtful Accounts has a debit balance of $850 in the trial balance, journalize the adjusting entry at December 31, assuming bad debts are expected to be 8% of accounts receivable.
No.
Account Titles and Explanation
Debit
Credit
(a)
(b)
(c)
Exercise 8-4
Accounts Payable
Accounts Receivable
Accumulated Depreciation-Equipment
Allowance for Doubtful Accounts
Bad Debt Expense
Cash
Common Stock
Cost of Goods Sold
Dividends
Income Tax Expense
Income Taxes Payable
Interest Receivable
Interest Revenue
Inventory
No Entry
Notes Receivable
Other Operating Expenses
Other Receivables
Retained Earnings
Sales Discounts
Sales Returns and Allowances
Sales Revenue
Service Charge Expense
Supplies
Supplies Expense
Exercise 8-11
Suppose the following information was taken from the 2014 financial statements of FedEx Corporation, a major global transportation/delivery company.
(in millions)
2014
2013
Accounts receivable (gross)
$ 3,480
$ 4,430
Accounts receivable (net)
3,472
4,401
Allowance for doubtful accounts
8
29
Sales revenue
34,728
37,059
Total current assets
7,883
7,166
Answer each of the following questions.
Calculate the accounts receivable turnover and the average collection period for 2014 for FedEx. (Round answers to 1 decimal place, e.g. 12.5. Use 365 days for calculation.)
Accounts receivable turnover
times
The average collection period for 2014
days
Is accounts receivable a material component of the company’s total current assets?
2
Broadening Your Perspective 8-1
The financial statements of Tootsie Roll are presented below.
TOOTSIE ROLL INDUSTRIES, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF
Earnings, Comprehensive Earnings and Retained Earnings (in thousands except per share data)
For the year ended December 31,
2011
2010
2009
Net product sales
$528,369
$517,149
$495,592
Rental and royalty revenue
4,136
4,299
3,739
Total revenue
532,505
521,448
499,331
Product cost of goods sold
365,225
349,334
319,775
Rental and royalty cost
1,038
1,088
852
Total costs
366,263
350,422
320,627
Product gross margin
163,144
167,815
175,817
Rental and royalty gross margin
3,098
3,211
2,887
Total gross margin
166,242
171,026
178.
Financial Modelling Videos (Fimovi) enables its customers to develop flexible and robust financial plans and cashflow models based on Microsoft Excel. Fimovi provides a broad range of financial modelling related services for clients across many industry sectors. http://www.excel-financial-model.com/
Disrupting or Prompting; how does this affect how you approach business by To...Tom Shay
Your customer changed as a result of the pandemic. Have you changed the way you operate your business? Everything from the many options your customer has regarding how they pay you, to how they spend their personal time.
The small business that changes is the small business that is taking advantage of how your customer now wants to do business. In this educational session we are looking at those who stay; those that move; and the many changes that businesses have created.
Website Do What They Don't; Do What They Can't! - presentation by Profits P...Tom Shay
This is an educational session provided by Profits Plus and Tom Shay. Many businesses are looking over their shoulder at the "big competitor" wishing they could do what the competition is doing. The missed opportunity occurs as they do not understand the uniqueness of their business and what they can do that the competition cannot or will not do. We examine the eight key factors that your customer considers when they decide who they are going to do business with.
Stop giving away your profit by Profits Plus and Tom ShayTom Shay
This session shows how a business can get away from "item and price" advertising and discounting by offering a gift card with qualifying purchases. This will increase the margin, profit and customer count. This session utilizes a free online calculator from the ProfitsPlus.org website.
Website - If you are not making money - You are not doing thisTom Shay
This PowerPoint is the version of the presentation given to stores selling fabrics, accessories, and sewing machines.
There is more to retailing than just selecting an item and applying a multiplier factor to the cost or using manufacturer's suggested retail price (MSRP).
We consider the customer is spending discretionary income and what we must do so the customer will want to engage with our business and what we sell.
Website Lessons from a Postman - How to deliver as a vendorTom Shay
The relationship between a vendor and their dealer should be much more than just about the price. This session shares a series of entertaining short videos to illustrate the many areas their dealer could be helped to make the dealer's business better and more profitable.
Website - Alexa is playing fair and she is playing to win - How to beat the I...Tom Shay
Look at the many advantages of shopping locally. Look at the advantages and disadvantages of shopping on the Internet. Look at how to beat the Internet with your independent business.
What Your Accountant Is Not Telling You by Tom Shay and Profits PlusTom Shay
There is a lot more to accounting for a small business than just debits, credits and a double entry system. There is to be a relationship between the accountant and the client. There is a lot that the client may not know about they can make a big difference in how the accounting task is completed.
The Science and the Art of Buying by Tom Shay and Profits PlusTom Shay
This session explains that purchasing inventory is more than just selecting an item and the quantity to be ordered. There are eight key components to buying to make sure that the sale is made.
How much is that doggy in the window the cost of holding dead inventoryTom Shay
This session by Tom Shay illustrates the cost of a small business holding onto inventory that is not selling. By selling this inventory, even at cost or below, and putting that money into inventory that is selling will increase the gross sales, profitability, and return on investment.
Creating a Business Plan from Tom Shay and Profits PlusTom Shay
Creating a business plan is essential for the success of a small business. This session, based on the book by Tom Shay, shares the key steps in writing your own business plan.
You Can Hire a Manager but You Can't Hire an Owner by Tom Shay and Profits PlusTom Shay
As an owner of a small business are you overwhelmed? Perhaps you are performing tasks that someone else should be doing for you. There may be tasks remaining undone because you are spending time doing other things.
This session shows there are many other components to an advertising plan for a small business; more than just the traditional television, newspaper, magazine, and radio.
Abbott and Costello Teach Business Strategy by Tom Shay and Profits PlusTom Shay
Using the vaudeville routine by Abbot and Costello, this presentation describes how a business should develop their strategy for a changing marketplace.
This Tom Shay presentation outlines what a Main Street District needs to do to help small businesses within the community to become stronger from both a profitability and marketing stand point.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
5. We are not:
Eliminating your accountant.
Learning a new way of accounting.
We are:
Developing a great management
tool.
Planning for a great future.
www.profitsplus.org
9. Income Statement
Cash Sales 62,000
Cost of Goods Sold 39,370
Gross Profit 22,630
Gross Profit Percentage 36.5%
Operating Expenses:
Wages 12,000
Payroll Taxes 960
Property Taxes -
Rent 8,000
Telephone & Utilities 2,400
Repairs 150
Advertising 1,575
Accounting & Legal 200
Automobile 140
Bank Charges 210
Computer Operations 175
Dues & Subscriptions 300
Insurance - General & Workman's Compensation 800
Licenses & Taxes (not sales tax) 100
Office & Store Supplies 300
Outside Services 250
Travel 1,000
Total Operating Expenses 28,560
Operating Income (5,930)
Other Income and Expenses:
Miscellaneous Income -
Interest Income 265
Interest Expense -
Net Income Before Taxes (5,665)
Federal Income Tax -
Net Income (Loss) (5,665)www.profitsplus.org
10. Month YTD Month last year YTD last year Budget Variance
Sales 100% 100% 100% 100%
COGS
Gross profit % % % %
Operating expenses
Advertising expense
Advertising
E-Newsletter
Website
Advertising subtotal % % % %
Occupancy expense
Building repairs
Maintenance
Rent
Utilities and telephone
Occupancy subtotal % % % %
Payroll expense
Benefits
Owner draw
Payroll taxes
Wages and salaries
Workman's Comp and Health Insurance
Payroll subtotal % % % %
Accounting
Balancing account
Bank and merchant service fees
Depreciation
Dues and subscriptions
Freight
Business Insurance
Legal
Loss
Meals and entertainment
Miscellaneous
Office expense
Office supplies
Merchandising
Printing
Postage and shipping
Returned checks
Software support
Business & Personal Property Taxes
Travel
Total operating expenses % % % %
Net income % % % %
10
41. A B C D E
1 EZ Cashflow (TM) Cash Basis
2
3 For Month Ending: 1/31 2/28 3/31
4
5 Income Statement
6 Cash Sales P 62,000 65,000 70,000
7 Cost of Goods Sold C 39,370 41,275 44,450
8 Gross Profit C 22,630 23,725 25,550
9 Gross Profit Percentage P 36.5% 36.5% 36.5%
10
11 Operating Expenses:
12 Wages P 11,000 17,500 12,000
13 Payroll Taxes C 880 1,400 960
14 Property Taxes P - - -
15 Rent P 8,000 8,000 2,000
16 Telephone & Utilities P 2,400 2,400 2,200
17 Repairs P 150 150 150
18 Advertising P 1,575 1,600 1,700
19 Accounting & Legal P 200 200 200
20 Automobile P 140 140 140
21 Bank Charges P 210 210 210
22 Computer Operations P 175 175 175
23 Dues & Subscriptions P 300 - -
24 Insurance - General & Workman's Compensation P 800 800 800
25 Licenses & Taxes (not sales tax) P 100 - -
26 Office & Store Supplies P 300 300 300
27 Outside Services P 250 250 250
28 Travel P 1,000 - -
29
30 Total Operating Expenses C 27,480 33,125 21,085
31
32 Operating Income C (4,850) (9,400) 4,465
33
34 Other Income and Expenses:
35 Miscellaneous Income P - - -
36 Interest Income P 265 - -
37 Interest Expense P - - -
38
39 Net Income Before Taxes C (4,585) (9,400) 4,465
40
41 Federal Income Tax P - - -
42
43 Net Income (Loss) C (4,585) (9,400) 4,465
42. A B C D E
1 EZ Cashflow (TM) Cash Basis
2
3 For Month Ending: 1/31 2/28 3/31
46 Cash Balance, Beginning of Month P/C 17,500 9,445 (14,627)
47
48 Net income (Loss) C (4,585) (9,400) 4,465
49
50 Add:
51 Cost of Goods Sold C 39,370 41,275 44,450
52
53 Less:
54 Inventory Purchases of Previous Month P 42,000 54,850 47,500
55 Freight In of Previous Month C 840 1,097 950
56 Principal Payments on Loans P - - -
57
58 Cash Balance, End of Month C 9,445 (14,627) (14,162)
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43. A B C D E
1 EZ Cashflow (TM) Cash Basis
2
3 For Month Ending: 1/31 2/28 3/31
4
5 Income Statement
6 Cash Sales P 62,000 65,000 70,000
7 Cost of Goods Sold C 39,370 41,275 44,450
8 Gross Profit C 22,630 23,725 25,550
9 Gross Profit Percentage P 36.5% 36.5% 36.5%
1 0
1 1 Operating Expenses:
1 2 Wages P 11,000 17,500 12,000
1 3 Payroll Taxes C 880 1,400 960
1 4 Property Taxes P - - -
1 5 Rent P 8,000 8,000 2,000
1 6 Telephone & Utilities P 2,400 2,400 2,200
1 7 Repairs P 150 150 150
1 8 Advertising P 1,575 1,600 1,700
1 9 Accounting & Legal P 200 200 200
2 0 Automobile P 140 140 140
2 1 Bank Charges P 210 210 210
2 2 Computer Operations P 175 175 175
2 3 Dues & Subscriptions P 300 - -
2 4 Insurance - General & Workman's Compensation P 800 800 800
2 5 Licenses & Taxes (not sales tax) P 100 - -
2 6 Office & Store Supplies P 300 300 300
2 7 Outside Services P 250 250 250
2 8 Travel P 1,000 - -
2 9
3 0 Total Operating Expenses C 27,480 33,125 21,085
3 1
3 2 Operating Income C (4,850) (9,400) 4,465
3 3
3 4 Other Income and Expenses:
3 5 Miscellaneous Income P - - -
3 6 Interest Income P 265 - -
3 7 Interest Expense P - - -
3 8
3 9 Net Income Before Taxes C (4,585) (9,400) 4,465
4 0
4 1 Federal Income Tax P - - -
4 2
4 3 Net Income (Loss) C (4,585) (9,400) 4,465
Column B:
C & P
www.profitsplus.org
44. Column B: P/C
A B C D E
1 EZ Cashflow (TM) Cash Basis
2
3 For Month Ending: 1/31 2/28 3/31
46 Cash Balance, Beginning of Month P/C 17,500 9,445 (14,627)
47
48 Net income (Loss) C (4,585) (9,400) 4,465
49
50 Add:
51 Cost of Goods Sold C 39,370 41,275 44,450
52
53 Less:
54 Inventory Purchases of Previous Month P 42,000 54,850 47,500
55 Freight In of Previous Month C 840 1,097 950
56 Principal Payments on Loans P - - -
57
58 Cash Balance, End of Month C 9,445 (14,627) (14,162)
www.profitsplus.org
47. EZ Cashflow (TM) Cash Basis
For Month Ending: 1/31
Income Statement
Cash Sales P 62,000
Cost of Goods Sold C 39,370
Gross Profit C 22,630
Gross Profit Percentage P 36.5%
Operating Expenses:
Wages P 11,000
Payroll Taxes C 880
Property Taxes P -
Rent P 8,000
Telephone & Utilities P 2,400
Repairs P 150
Advertising P 1,575
Accounting & Legal P 200
Automobile P 140
Bank Charges P 210
Computer Operations P 175
Dues & Subscriptions P 300
Insurance - General & Workman's Compensation P 800
Licenses & Taxes (not sales tax) P 100
Office & Store Supplies P 300
Outside Services P 250
Travel P 1,000
Total Operating Expenses C 27,480
Operating Income C (4,850)
Other Income and Expenses:
Miscellaneous Income P -
Interest Income P 265
Interest Expense P -
Net Income Before Taxes C (4,585)
Federal Income Tax P -
Net Income (Loss) C (4,585)
Original
Margin
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48. EZ Cashflow (TM) Cash Basis
For Month Ending: 1/31
Income Statement
Cash Sales P 62,000
Cost of Goods Sold C 39,184
Gross Profit C 22,816
Gross Profit Percentage P 36.8%
Operating Expenses:
Wages P 11,000
Payroll Taxes C 880
Property Taxes P -
Rent P 8,000
Telephone & Utilities P 2,400
Repairs P 150
Advertising P 1,575
Accounting & Legal P 200
Automobile P 140
Bank Charges P 210
Computer Operations P 175
Dues & Subscriptions P 300
Insurance - General & Workman's Compensation P 800
Licenses & Taxes (not sales tax) P 100
Office & Store Supplies P 300
Outside Services P 250
Travel P 1,000
Total Operating Expenses C 27,480
Operating Income C (4,664)
Other Income and Expenses:
Miscellaneous Income P -
Interest Income P 265
Interest Expense P -
Net Income Before Taxes C (4,399)
Federal Income Tax P -
Net Income (Loss) C (4,399)
With
Increased
Margin
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50. For Month Ending: Totals Budget
Income Statement
Cash Sales 863,000
Cost of Goods Sold 548,005
Gross Profit 314,995
Gross Profit Percentage 36.5%
Operating Expenses:
Wages 159,200
Payroll Taxes 12,736
Property Taxes 10,500
Rent 36,000
Telephone & Utilities 25,600
Repairs 1,800
Advertising 20,875
Accounting & Legal 2,400
Automobile 1,680
Bank Charges 2,520
Computer Operations 2,100
Dues & Subscriptions 525
Insurance - General & Workman's Compensation 10,500
Licenses & Taxes (not sales tax) 1,850
Office & Store Supplies 3,600
Outside Services 3,000
Travel 3,050
Total Operating Expenses 297,936
Operating Income 17,059
Other Income and Expenses:
Miscellaneous Income 14,400
Interest Income 265
Interest Expense -
Net Income Before Taxes 31,724
Federal Income Tax 4,200
Net Income (Loss) 27,524 3.189%
Plus $1200 3.330%
14.5 days
Dollars or
Days –
Profit
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52. A B C D E
1 EZ Cashflow (TM) Accrual Basis
2
3 For Month Ending: 1/31 2/28 3/31
4 Income Statement
5
6 Gross Sales P 62,000 65,000 70,000
7 Cost of Goods Sold C 39,370 41,275 44,450
8 Gross Profit C 22,630 23,725 25,550
9 Gross Profit Percentage P 36.5% 36.5% 36.5%
10
11 Operating Expenses:
12 Wages (Including accrued) P 12,000 12,500 13,000
13 Payroll Taxes C 960 1,000 1,040
14 Property Taxes (Accrued) P 875 875 875
15 Rent (Including accrued) P 3,000 3,000 3,000
16 Telephone & Utilities P 2,400 2,400 2,200
17 Repairs P 150 150 150
18 Advertising P 1,575 1,600 1,700
19 Accounting & Legal P 200 200 200
20 Automobile P 140 140 140
21 Accounts Receivable Written Off P 250 - -
22 Bank Charges P 210 210 210
23 Computer Operations P 175 175 175
24 Depreciation (Accrued) P 300 300 300
25 Dues & Subscriptions P 300 - -
26 Insurance - General & Workman's Compensation P 800 800 800
27 Licenses & Taxes (not sales tax) P 100 - -
28 Office & Store Supplies P 300 300 300
29 Outside Services P 250 250 250
30 Travel P 1,000 - -
31
32 Total Operating Expenses C 24,985 23,900 24,340
33
34 Operating Income C (2,355) (175) 1,210
35
36 Other Income and Expenses:
37 Accrued Income P 1,200 1,200 1,200
38 Interest Income P 265 - -
39 Interest Expense P - - -
40
41 Net Income Before Taxes C (890) 1,025 2,410
42
43 Federal Income Tax (Accrued) P 350 350 350
44
45 Net Income (Loss) C (1,240) 675 2,060
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53. 77 Freight In C 1,097 950 840
78 Inventory Purchases, Delayed Payment C - 3,000 8,400
79 Wages P - 6,480 -
80 Property Taxes P - - -
81 Rent P 6,000 6,000 -
82 Federal Income Tax P - - -
83
84 Non-Operations Related Cash Receipts(Payments):
85 Sale of Equipment P - - -
86 Purchase of Equipment P - - -
87 Loan Principal Payments P - - -
88 Cash Infusion from Loan P - - -
89
90 Net Cash Increase(Decrease) C (18,462) (15,795) (1,975)
91
92 Cash Balance, End of Month C (962) (16,757) (18,732)
93
A B C D E
1 EZ Cashflow (TM) Accrual Basis
2
3 For Month Ending: 1/31 2/28 3/31
94 Balance Sheet
95
96 Accounts Receivable, Beginning P/C 14,000 26,150 27,370
97 Add: Credit Sales C 12,400 13,000 14,000
98 Less: Collections C - 11,780 12,350
99 Less: Write Offs C 250 - -
100 Accounts Receivable, Ending C 26,150 27,370 29,020
101
102 Inventory, Beginning P/C 300,000 316,577 323,752
103 Purchases, Cash P 40,000 42,500 40,000
104 Purchases, 30 Days P 3,000 5,000 2,000
105 Purchases, 60 Days P 3,400 - -
106 Purchases, 90 Days P 8,450 - -
107 Purchases, Total C 54,850 47,500 42,000
108 Freight In C 1,097 950 840
109 Cost of Goods Available for Sale C 355,947 365,027 366,592
110 Cost of Goods Sold C 39,370 41,275 44,450
111 Inventory, Ending C 316,577 323,752 322,142
112
113 Inventory Payable, Beginning P/C - 14,850 16,850
114 Purchases, 30 Days C 3,000 5,000 2,000
115 Purchases, 60 Days C 3,400 - -
116 Purchases, 90 Days C 8,450 - -
117 Purchases on Credit, Total C 14,850 5,000 2,000
118 Payments, 30 Days C - (3,000) (5,000)
119 Payments, 60 Days C - - (3,400)
120 Payments, 90 Days C - - -
121 Payments, Total C - (3,000) (8,400)
122 Inventory Payable, Ending C 14,850 16,850 10,450
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54. A B C D E
1 EZ Cashflow (TM) Accrual Basis
2
3 For Month Ending: 1/31 2/28 3/31
94 Balance Sheet
95
96 Accounts Receivable, Beginning P/C 14,000 26,150 27,370
97 Add: Credit Sales C 12,400 13,000 14,000
98 Less: Collections C - 11,780 12,350
99 Less: Write Offs C 250 - -
100 Accounts Receivable, Ending C 26,150 27,370 29,020
101
102 Inventory, Beginning P/C 300,000 316,577 323,752
103 Purchases, Cash P 40,000 42,500 40,000
104 Purchases, 30 Days P 3,000 5,000 2,000
105 Purchases, 60 Days P 3,400 - -
106 Purchases, 90 Days P 8,450 - -
107 Purchases, Total C 54,850 47,500 42,000
108 Freight In C 1,097 950 840
109 Cost of Goods Available for Sale C 355,947 365,027 366,592
110 Cost of Goods Sold C 39,370 41,275 44,450
111 Inventory, Ending C 316,577 323,752 322,142
112
113 Inventory Payable, Beginning P/C - 14,850 16,850
114 Purchases, 30 Days C 3,000 5,000 2,000
115 Purchases, 60 Days C 3,400 - -
116 Purchases, 90 Days C 8,450 - -
117 Purchases on Credit, Total C 14,850 5,000 2,000
118 Payments, 30 Days C - (3,000) (5,000)
119 Payments, 60 Days C - - (3,400)
120 Payments, 90 Days C - - -
121 Payments, Total C - (3,000) (8,400)
122 Inventory Payable, Ending C 14,850 16,850 10,450