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HCMG 750 WEEK 4 Case #2:

It appears that there is a mistake with the way you

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G-Maker,

HCMG 750 WEEK 4 Case #2:

It appears that there is a mistake with the way you could have calculated this assignment.  My instructor simply said that she is giving me a hint with Cash Balance for February (I believe it?s question #3): ?The total should be ($9,250).?  Please look at it again and hopefully you could get to the bottom of it.  I?m attaching the original from you.

Thanks,

S.R.

Running Head: CASH FLOW WK 4 CASE #2: CASH FLOW EXERCISE By

 

Samsam Siad HCMG 750: FINANCIAL MANAGEMENT IN HEALTH CARE

 

Instructor: Ms. Johnson C.

 

Summer 2016

 

Davenport University Running Head: CASH FLOW S.Siad 2 Week Four Case #2 ? Cash Flow

 

Cash flow exercise

 

Joseph Pharmacy had sales of $25,000 in December and $30,000 in January. The company

 

expects sales of $20,000 in February and $40,000 in both March and April, and $30,000 in May.

 

The company has no other source of cash inflows. Half of the sales are paid for with cash.

 

Twenty-five percent are paid for in each of the two months following the sale.

 

Joseph Pharmacy has the following expenses: (show all of your work) Monthly rent of $1,500 Wages of $5,000 each month Purchases

 

50% of next month?s sales o Cash Outlay 20% in month purchased 80% in following month From the information provided:

 

1. Calculate the projected Cash Receipts for the three months of February, March, and

 

April (Tables have been set up for you) (30 points)

 

Sales forecast

 

December

 

January

 

February March

 

April

 

Cash Sales

 

12,500

 

15,000

 

10,000

 

20,000

 

20,000

 

Collection of AR:

 

Lagged 1 Month

 

6,250

 

7,500

 

5,000

 

10,000

 

Lagged 2 Months

 

6,250

 

7,500

 

5,000

 

Other Cash Receipts

 

0

 

0

 

0

 

0

 

0

 

Total Cash Receipts

 

12,500

 

21,250

 

23,750

 

32,500

 

35,000 Running Head: CASH FLOW S.Siad 3 2. Calculate the projected Cash Disbursements for the same months (40 points)

 

A Schedule of Projected Cash Disbursements for Joseph Pharmacy

 

Sales

 

December January

 

February March

 

April

 

Purchases

 

15,000

 

(50% of next

 

month?s sales) 10,000 20,000 20,000 15,000 Current month .20 3,000 2,000 4,000 4,000 3,000 Rent payments

 

Wages/Salaries ---------1,500

 

5,000 12,000

 

1,500

 

5,000 8,000

 

1,500

 

5,000 16,000

 

1,500

 

5,000 16,000

 

1,500

 

5,000 Total 9,500 20,500 18,500 26,500 25,500 1 month lag .80 3. Indicate what the total cash balance would be at the end of these three months if the

 

cash balance at the beginning of February was $1,500. (30 points)

 

December

 

January

 

February

 

March

 

April

 

Cash balance

 

Total Cash

 

receipts

 

Cash available

 

Cash

 

Disbursements

 

Balance

 

4. 1,500

 

23,750 6,750

 

32,500 12,750

 

35,000 25,250

 

(18,500) 39,250

 

(26,500) 47,750

 

(25,500) 6,750 12,750 22,250 Define cash inflows and cash outflows (10 points) Financial statements undoubtedly uncover how an individual organization?s financial and

 

economic decisions are reached or decided, whereby, a cash flow statement thus allows what

 

takes place inside a company?s operations, sources of its money ? cash inflow ? and how that

 

money is spent ? cash outflows (Nordmeyer, (n.d.)). The importance of reporting net cash flows

 

must clearly be understood. On this note, it is fair to underscore that cash inflows directly refer

 

to all monies received by a company through sales, financing or investment. Cash inflows are

 

used to assess the overall financial strength of a company since a company with a large and Running Head: CASH FLOW S.Siad 4 stable cash inflow is considered to be in a very strong financial position. On the other hand, cash

 

outflows represent all monies in cash that move out of the business due to purchases, repayment

 

of loans and other short term obligations, retirement of bonds and any form of financing such as

 

payment of dividends or for investing purposes. If cash outflows exceed the cash inflows, the

 

company will experience a negative net change in cash (Baker & Baker, 2014, p. 188-189).

 

5. If I have a budget where expected gross receipts are what is obtained in #1 and my expected cash disbursements are what is obtained in #2. What can you tell me about the

 

cash balance (obtained in #3) if you were doing a variance analysis? (10 points)

 

The net balance of cash calculated in #3 above is increasing from February to April. There is a

 

positive variance in the cash balance at the end of each month, which is increasing over the three

 

months. This therefore implies that the financial position of the company is improving over the

 

three-month period since the cash inflows are also increasing. Hence, the company is

 

performing well as shown by the increase in cash over time.

 

6. What is a cash budget, a flexible budget, CAPEX, and OPEX? (10 points) A cash budget is a plan or schedule of expected cash receipts and disbursements during a given

 

time period such as a month, a quarter or a year. These cash inflows and outflows are comprised

 

of revenues collected, expenses paid, and loans? receipts and repayments. A cash budget is an

 

estimated projection of the company's cash position in the future.

 

A flexible budget is also referred to as variable budget. It is a financial plan of projected

 

revenues and expenses based on the current actual amount of output or activity. A flexible

 

budget uses revenues and the expenses produced in the current level of business activity as a

 

baseline and estimates how the revenues and expenses will vary based on changes in the level of

 

output. Management usually uses flexible budgets before a given period to predict both a best Running Head: CASH FLOW S.Siad 5 case and worst-case scenario for an upcoming accounting period. This provides a "what if" look

 

and analysis into the future of the company?s financial performance (Baker & Baker, 2014.

 

p.181).

 

Capital Expenditure is referred to as CAPEX. These are funds that are used by a company to

 

acquire, purchase or upgrade physical assets of a company such as property, industrial buildings

 

or equipment. Capital expenditure is made by companies to maintain or increase the current

 

level of their operations (Weygandt, Kimmel, & Kieso. 2010. p. 449). These expenditures

 

comprise everything from repairing a roof to building, to purchasing equipment such as truck, or

 

building a brand new factory. When a capital expenditure is made, the cost of that expenditure is

 

usually amortized and spread over the useful life of that asset, which could be 5, 10 or over 20

 

years (Baker & Baker, 2014. p. 173-174).

 

Operating Expenditure is referred to as OPEX, which are revenue expenses and short-term

 

expenses that are required to meet the current operational costs of running a business, and

 

therefore they are basically similar to operating expenses. They are treated as operating expenses

 

and therefore should be charged to the profit and loss account. Operating expenditure (OpEx) is

 

also viewed as the New Capital expenditure (CapEx). OpEx?s flexibility includes the ability to

 

terminate costs at will, which benefits the organization (Weygandt, et al., 2010. p. 215 ).

 

7. How often do you use some form of budgeting? Why? (10 points) Budgeting is a frequently used in almost all aspects of life that have to do with finance and

 

scarce resources, and the best way to allocate them. This is because budgets acts as guidelines

 

for a given course of action. They explain and articulate the direction of how to achieve a given

 

set of objectives. Furthermore, budgets are tools for planning for future operations and business

 

activities. Budgets can also be used in evaluating performance and help to assess whether the set Running Head: CASH FLOW S.Siad 6 standards have been attained. If there is any deviation between the planned results and actual

 

results, this variance is analyzed and corrective action undertaken (Weygandt, et al., 2010. p.

 

1019).

 

8. In the business world we have meetings where the departments who did not meet their monthly forecast come and explain their variances. If this is common practice why is

 

forecasting/budgeting so important? (10 points)

 

Budgeting acts as a benchmark against which the performance of a department or manager is

 

evaluated against a given set criteria or standard. If the set target or standard is not achieved or

 

attained, the possible reason or factor that led to the target not achieved is established and this

 

variance in the results analyzed so that a corrective action can be undertaken to ensure that the

 

set objectives are achieved. The budget is developed within the framework of a sales forecast,

 

which shows the potential sales for the industry and the company?s expected shares of such sales

 

(Weygandt, et al., 2010. p. 1020). Therefore, in this case, budgeting is used in evaluating

 

performance and controlling any likely variance or deviation of actual results against set

 

standards and corrective action taken.

 

References

 

Baker, J. J. & Baker, R. W., (2014). Health Care Finance (4th ed.). Basic Tools For Nonfictional

 

Managers. Jones & Bartlett Learning.

 

Nordmeyer, B., (n.d.). Cash Inflows & Outflows of Operations. Retrieved from Chron: Small

 

Business. Baker, J. J. & Baker, R. W., (2014). Health Care Finance (4th ed.). Basic Tools

 

For Nonfictional Managers. Jones & Bartlett Learning.

 

Weygandt, Kimmel, & Kieso. (2010). Accounting Principles. New York, NY: John Wiley &

 

Sons Inc.

 

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