Papa Geo’s Restaurant Budget Proposal For [2014-2019] BUSN-278 [Term] Professor[name] DeVry University ------------------------------------------------- Table of Contents Section | Title | Subsection | Title | Page Number | 1.0 | Executive summary | | | | 2.0 | Sales Forecast | | | | | | 2.1 | Sales Forecast | | | | 2.2 | Methods and Assumptions | | 3.0 | Capital Expenditure Budget | | | | 4.0 | Investment Analysis | | | | | | 4.1 | Cash flows | | | | 4.2 | NPV
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explain what does «budget» mean. A budget (from old French bougette, purse) is a financial plan and a list of all planned expenses and revenues. It is a plan for saving, borrowing and spending.[1] A budget is an important concept in microeconomics, which uses a budget line to illustrate the trade-offs between two or more goods. In other terms, a budget is an organizational plan stated in monetary terms. In summary, the purpose of budgeting is to: 1. 1. Provide a forecast of revenues and expenditures
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Garden Supply are shown in the following table. Year Demand for fertilizer (1,000s of bags) 1 4 2 6 3 4 4 5 5 10 6 9 7 10 8 11 9 15 10 16 11 18 a. Develop a 3-year moving average to forecast sales. b. Then estimate demand again with a weighted moving average in which sales in the most recent year are given a weight of 3 and a weight of 2 for the second past year and sales in the other 2 years are each given a weight of 1.
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Supply Budget Granston INF 336 Project Procurement Management Supply Budget Granston A comprehensive budget is critical to organizational success. However, the importance of the material supply budget cannot be overlooked. Developed after the forecasting of supply needs and resourcing has been completed, the supply budget determines how the company can meet its forthcoming goals and benchmarks and do so in cost-efficient and effective ways. Divided into 4 separate budgets, the materials, MRO,
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What-If Analysis and Activity-Based Budgeting Forecasting Resource Demands Excerpted from Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits By Robert S. Kaplan, Steven R. Anderson Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-2227-3 2227BC Copyright 2008 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 5 of Time-Driven
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Forecasting Forecasting is one of the most important business functions because all other business decisions are based on a forecast of the future. Poor forecasting results in incorrect business decisions and leaves the company unprepared to meet future demands. The consequences can be very costly in terms of lost sales and can even force a company out of business. Forecasts are so important that companies are investing billions of dollars in technologies that can help them better plan for the future
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For moving averages and weighted moving averages, use only the data for the past three fiscal years. For weighted moving averages, assign a value of 1 to the data for 20X2, a value of 2 to the data for 20X3, and a value of 3 to the data for 20X4. Forecast personnel expenses for fiscal year 20X5 using moving averages, weighted moving averages, exponential smoothing, and time series regression. Moving Averages Fiscal Year Expenses 20X2 $5,500,000 20X3 $6,000,000
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A wide-ranging budget is serious to organizational success. However, the importance of the material supply budget cannot be overlooked. Established after the predicting of supply needs and resourcing has been completed, the supply budget defines how the business can meet its upcoming goals and targets and do so in cost-efficient and cost-effective ways. Separated into 4 distinct budgets, the materials, MRO, Capital and administrative/operating budget, the supply budget offers the business the
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order to finance its operations and business expansion. Based on the information in the case, prepare a projected cash budget for the four months September through December 1979, a projected income statement for the same period, and a pro forma balance sheet as of December 31, 1979. See attached excel spreadsheet below. Review the results of your forecast. Do the cash budgets and pro forma financial statements yield the same results? Why? Since we are using the indirect method to calculate the
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2. Based on the information in the case, prepare a projected cash budget for the four months September through December 1979, a projected income statement for the same period, and a pro forma balance sheet as of December 31, 1979. 3. Review the results of your forecast. Do the cash budgets and the pro forma financial statements yield the same results? Why? 4. Critically evaluate the assumptions on which your forecasts are based. What developments could alter your results? Is Mr. Cowins
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