ADMS 3595 Lecture Notes - Lecture 3: Commercial Paper, Quick Ratio, Shoppers Drug Mart
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In the early 1990s, Cranston Dispensers, Inc. was quick torealize that concern for the environment would cause many consumerproduct manufacturers to move away from aerosol dispensers tomechanical alternatives that pose no threat to the ozone layer. Inthe following decades, most countries banned the most popularaerosol propellants, first chlorofluorocarbons and thenhydrocholrofluorocarbons. As the leading manufacturer ofspecialized pump and spray containers for a variety of products incosmetics, household cleaning supplies, and pharmaceuticalindustries, Cranston experienced a rapid increase in sales andprofitability after it made this strategic move. At that time, thefirm focused much of its attention on capturing market share andkeeping up with demand.
For most of 20x4 and 20x5, however, Cranstonâs share price wasfalling while shares of other companies in the industry wererising. At the end of fiscal 20x5, the company hired Susan McNultyas the new treasurer, with the expectation that she would diagnoseCranstonâs problems and improve the companyâs financial performancerelative to that of its competitors. She decided to begin the taskwith a thorough review of the companyâs working capital managementpractices.
While examining the companyâs financial statements, she notedthat Cranston had a higher percentage of current assets on itsbalance sheet than other companies in the packaging industry. Thehigh level of current assets caused the company to carry moreshort-term debt and to have higher interest expense than itscompetitors. It was also causing the company to lag behind itscompetitors on some key financial measures, such as return onassets and return on equity.
In an effort to improve Cranstonâs overall performance, Susanhas decided to conduct a comprehensive review of working capitalmanagement policies, including those related to the cash conversioncycle, credit policy, and inventory management. Cranstonâsfinancial statements for the three most recent yearsfollow.
Cranston Dispensers
Income Statement
($ in thousands)
Account | 20x5 | 20x4 | 20x3 |
Sales | 3,784 | 3,202 | 2,760 |
Cost of Goods Sold | 2,568 | 2,172 | 1,856 |
Gross Profit | 1,216 | 1,030 | 904 |
Selling & Administrative | 550 | 478 | 406 |
Depreciation | 247 | 230 | 200 |
Earnings Before Interest and Taxes | 419 | 322 | 298 |
Interest Expense | 20 | 25 | 14 |
Taxable Income | 399 | 297 | 284 |
Taxes | 120 | 89 | 85 |
Net Income | 279 | 208 | 199 |
Cranston Dispensers
Balance Sheet
($ in thousands)
Account | 20x5 | 20x4 | 20x3 |
Current Assets | |||
Cash | 341 | 276 | 236 |
Accounts Receivable | 722 | 642 | 320 |
Inventory | 595 | 512 | 388 |
Total Current Assets | 1,658 | 1,430 | 944 |
Net Fixed Assets | 1,822 | 1,691 | 1,572 |
Total Assets | 3,480 | 3,121 | 2,516 |
Current Liabilities | |||
Accounts Payable | 332 | 288 | 204 |
Accrued Expenses | 343 | 335 | 192 |
Short-term Notes | 503 | 491 | 243 |
Total Current Liabilities | 1,178 | 1,114 | 639 |
Long-term Debt | 398 | 324 | 289 |
Other Long-term Liabilities | 239 | 154 | 147 |
Total Liabilities | 1,815 | 1,592 | 1,075 |
Ownersâ Equity | |||
Common Equity | 1,665 | 1,529 | 1,441 |
Total Liabilities & Equity | 3,480 | 3,121 | 2,516 |
Question:
Suppose Cranston institutes a policy of granting a 1% discountfor payment within fifteen days with the full amount due in 45days. Half the customers take the discount, the other half take anaverage of sixty days to pay.
What is the length of Cranstonâs collection cycle under this newpolicy?
In dollars, how much would the policy have cost Cranston in20x5?
If this policy had been in effect during 20x5, by how many dayswould Cranston have shortened the cash conversion cycle?
Required: Prepare a multiple-step income statement in good form.
Calculate retained earnings as of December 31.
Prepare a classified balance sheet ingood form.
Calculate the providedratios 20 points
Additional Information:
Assume that all taxes are at 30% unless otherwise indicated. Theincome tax expense on continuing operations and the income taxliability have not yet been recorded.
Line Item 1 refers to a loss of $70,000 on uninsured damagedfrom a meteor that crashed into a plant facility in New Mexico. Themeteor is considered BOTH UNUSUAL AND INFREQUENT. The applicabletax rate was 35%.
Line Item 2 is income from the publishing division of the firmprior to May 1, 2016. On May 1, management decided to spin-off[discontinue] the operations.
Line Item 3 is also related to the publishing division mentionedin âcâ above. Actual losses on the divisions operations after May 1totaled $50,000. Management further expected additional losses of$30,000 on operations and a loss of $220,000 on the sale of thedivisionâs assets.
Line Item 4 arose from the sale of long-term investments. Theportfolio that originally cost $250,000 was sold for $284,000.
Line Item 5 arose from discovery of equipment, costing $600,000that had been written off in 2014 as an operating expense. As ofthe beginning of the 2016 the accumulated depreciation was$100,000. The book value of the equipment was $500,000.
Line Item 6 refers to restructuring costs.
Line Item 7 refers to inventory that was on Hand on December 31,and was discovered to be obsolete during the year-end count onJanuary 15, 2017.
The investment account represents two portfolios. The firstportfolio cost $200,000 and is worth $215,000. These stocks andbonds are available currently for sale to raise cash resources. Theother investment, costing $1,000,000 and worth $1,000,000, will beheld indefinitely [long-term] by management.
Included in goodwill is an amount equal to $100,000 thatmanagement âcreatedâ after a successful advertising campaign. Theoffsetting credit was to paid-in capital in excess of par value:common.
During 2016, management decided that the usefulness of thefranchise would only last four of the remaining five years.Consequently, management increased the amortization by $100,000 or25 percent in 2016. The new estimate was used in 2016 and would becontinued for the remaining three years.
Inventory on December 31, 2016 was $200,000 after consideringthe decline from line item 7.
The state authorized 100,000 shares of 8 % preferred stock witha par value of $100 of which 8,000 shares have been issued.
The state also authorized 2,000,000 shares of common stock, witha par value of $10 par value. There are no shares in treasury.
The bonds will be refinanced when they are due in 2017.
Foreign currency translation losses were $ 3,000.
Thornhill Company | ||||
Trial Balance | ||||
as of December 31, 2016 | ||||
Account Title | Debit | Credit | ||
8 %, Preferred Stock | $ - | $ 1,000,000.00 | ||
Accounts Payable | 120,000 | |||
Accounts Receivable | 300,000 | |||
Accumulated Depreciation: building | 970,000 | |||
Accumulated Depreciation: equipment | 3,550,000 | |||
Administrative Expenses | 400,000 | |||
Bond Payable | 4,000,000 | |||
Building | 2,000,000 | |||
Cash | 100,000 | $ - | ||
Common Stock (200,000 shares outstanding) | 5,550,000 | |||
Discount on Bonds Payable | 125,000 | |||
Dividends | 300,000 | |||
Equipment | 5,000,000 | |||
Franchise | 340,000 | |||
Freight-in | 15,000 | |||
Goodwill | 785,000 | |||
Income Taxes Expenses | 88,200 | |||
Income taxes Payable | 88,200 | |||
Interest Expense | 700,000 | |||
Inventory | 170,000 | |||
Investments | 1,200,000 | |||
Land | 800,000 | |||
Long-term Notes Payable | 2,500,000 | |||
Net Sales | 5,300,000 | |||
Paid-in Capital in excess of par value: common | 300,000 | |||
Plant Facilities under Construction | 8,000,000 | |||
Prepaid Expenses | 60,000 | |||
Purchase Discounts | 65,000 | |||
Purchase Returns and Allowances | 125,000 | |||
Purchases | 2,575,000 | |||
Retained Earnings | 747,500 | |||
Selling Expenses | 650,000 | |||
Item 1 (net of taxes of $24,500) | 45,500 | |||
Item 2 (net of taxes of $6,000) | 14,000 | |||
Item 3 (net of taxes of $90,000) | 210,000 | |||
Item 4 | 34,000 | |||
Item 5 (net of taxes of $150,000) | 350,000 | |||
Item 6 | 840,000 | |||
Item 7 | 10,000 | |||
Total | $ 24,713,700 | $ 24,713,700 |
Financial Ratios
Current Ratio = Current Assets /Current Liabilities.
Quick Ratio = (Cash + MarketableSecurities + Receivables) / Current Liabilities.
Working Capital = Current Assets -Current Liabilities.
Total debt to total assets = Total Liabilities / TotalAssets.
Gross Profit Rate = Gross Profit/ Net Sales
Netincome as a percentage of sales = Net Income / Net Sales
Return on assets= Operating Income
[Beginning Total Assets + Ending Total Assets]/2
Assume that beginning assets were $13,720,000
Return on stockholdersâ equity=
Net Income
[BeginningTotal Stockholdersâ Equity + Ending Total StockholdersâEquity]/2
Assume that beginning stockholdersâequity was $7,947,500
Price-Earnings Ratio = MarketPrice per Commons Share
Earnings per Common Share
Assume a market price of $ 1.00
Accounts Receivable Turnover = NetSales
Assume that beginning accounts receivable were $ 300,000
Average Collection Period = 365 days/ Accounts Receivable Turnover Ratio
Inventory Turnover = Cost of Goods Sold
Average Sales Period = 365 days /Inventory Turnover Ratio
Operating Cycle = The AverageCollection Period + The Average Sales Period.
The question Requires me to do thebalance sheet and calculate the ratios from the trial balance andthe additional informations. use the same information that is thetrial balance and the additional information to solve forMulti-step income statement.