FIN515 Week 5 Problem Set Solutions Essay examples

10-4. You bought a stock one year ago for $50 per share and sold it today for $55 per share. It paid a $1 per share dividend today. a. What was your realized return? b. How much of the return came from dividend yield and how much came from capital gain? Compute the realized return and dividend yield on this equity investment. a. b. 10-20. Consider two local banks. Bank A has 100 loans outstanding, each for $1 million, that it expects will be repaid today. Each loan has a 5% probability of default, in which case the bank is not repaid anything. The chance of default is independent across all the loans. Bank B has only one loan of $100 million outstanding, which it also expects will be repaid today. It also has a 5% probability of not†¦show more content†¦The current share prices and expected returns of Apple, Cisco, and Colgate-Palmolive are, respectively, $500, $20, $100 and 12%, 10%, 8%. a. What are the portfolio weights of the three stocks in your portfolio? b. What is the expected return of your portfolio? c. Suppose the price of Apple stock goes up by $25, Cisco rises by $5, and Colgate-Palmolive falls by $13. What are the new portfolio weights? d. Assuming the stocks’ expected returns remain the same, what is the expected return of the portfolio at the new prices? Value a. b. New Price New Value c. d. Apple 600 500 12 300000 0.30 3.6 525 315000 0.315 3.78 Cisco 10000 20 10 200000 0.20 2 25 250000 0.25 2.5 Colgate 5000 100 8 500000 0.50 4 87 435000 0.435 3.48 Total 1000000 9.6 9.76 11-50. Suppose Autodesk stock has a beta of 2.16, whereas Costco stock has a beta of 0.69. If the risk-free interest rate is 4% and the expected return of the market portfolio is 10%, what is the expected return of a portfolio that consists of 60% Autodesk stock and 40% Costco stock, according to the CAPM? 12-26. Unida Systems has 40 million shares outstanding trading for $10 per share. In addition, Unida has $100 million in outstanding debt. Suppose Unida’s equity cost of capital is 15%, its debt cost of capital is 8%, and the corporate tax rate is 40%. a. What is Unida’s unlevered cost of

To an Athlete Dying Young Poem Analysis - 1084 Words

â€Å"To an Athlete Dying Young† begins with a very familiar image of victory, which is very easy for most readers to visualize because the image of victory has been seen by many people. Nearing the end of the poem, however, the poem’s image becomes less familiar or a bit ambiguous because it is unexpected. Housman believes dying young after achieving greatness or fame is the way to live, and the poem’s speaker attempts to convey the message of dying young to the runner ( ). The poem’s protagonist (the runner) also shares a few similarities and dissimilarities with Dr. Martin Luther King Jr.. For instance, as we will shortly learn, both the runner and Dr. King did not live their full lives and passed away rather young; both accomplished great feats for their supporters; both will always be remembered positively; and both will never be forgotten. On the other hand, the runner will be remembered for a single great accomplishment, while King will be remembere d collectively for his service for underrepresented groups. In addition, Dr. King’s actions have inspired and impacted others to do good and carry out his dream. Also, the runner was celebrated by his entire community, while King was celebrated by, â€Å"All right-thinking people† due to his federal holiday in the United States (President 2). The events leading up to the death of both the runner and Dr. King show that both would have continued to do good later in their lives. A.E. Housman’s theory of dying young after achievingShow MoreRelatedAnalysis Of The Poem An Athlete Dying Young 1352 Words   |  6 PagesSo many young athlete’s keep on their mind the fame, fortune, victories, and championships that come with being a good athlete. Some young athletes take hold of the feeling of being invincible and feel like they are on top of the world. Some people wonder what it would take to get this young athlete off this feeling and come down to reality. T he answer is quite simple and unforgettable. The answer is death. Death comes to everyone, even if you are a state champion, star track runner, or captainRead MorePoem Analysis : An Athlete Dying Young856 Words   |  4 Pagespoetry. His poems display deep feelings and are emotionless. His poems usually affected the reader like a shiver down the spine or a punch in the stomach. I am going to be talking about three messages from the poem â€Å"To an Athlete Dying Young† by A.E. Housman. A.E. Housman first message from the poem â€Å"To an Athlete Dying Young† is which is better, to die at a young age when you’re still famous or dying old when everyone has forgotten you. This is a tough question because to athletes being rememberedRead MoreEssay on Analysis of to an Athlete Dying Young1131 Words   |  5 PagesAnalysis of â€Å"To an Athlete Dying Young† In his poem â€Å"To an Athlete Dying Young†, A.E. Housman makes a quite different approach on death. People have different perspectives on death, but more often than not, it is viewed as an undesirable event that people wish to avoid. The speaker in the poem, however, praises a young and famous athlete for dying before he became old and forgotten. This can be interpreted two very different ways. One can assume Housman believes that the only way for athletesRead MoreThe Death Of An Athlete Dying Young1640 Words   |  7 PagesHousman s To An Athlete Dying Young A. E. Housman s To an Athlete Dying Young, also known as Lyric XIX in A Shropshire Lad, holds as its main theme the premature death of a young athlete as told from the point of view of a friend serving as pall bearer. The poem reveals the concept that those dying at the peak of their glory or youth are really quite lucky. The first few readings of To an Athlete Dying Young provides the reader with an understanding of Housman s view of death. AdditionalRead MoreMr. Nick Essay1743 Words   |  7 PagesAnalysis of TS Eliot’s The Lovesong of J. Alfred Prufrock Stanza Three Eliot attempts to sidetrack the readers train of though away from the feeling of depression due to the description of the current society by describing his surrounds in dept. This shadows the ‘overwhelming question’ of ‘what happens to society after World War 1?’ and gives the reader hope in the form of reassurance that there will be â€Å"time† for answers later, allowing them to carry on with their lives. This stanza linksRead More An Analysis Of British Literature Essay2728 Words   |  11 Pages An Analysis of British Literature nbsp;nbsp;nbsp;nbsp;nbsp;Death is inevitable and what happens after death will always be a mystery to the living. For this reason, the afterlife has always been a topic which artists have chosen to explore in their works. Throughout the chronology of British literature, artists have used societys views as a basis to examine the afterlife, and look at it in new ways. The afterlife has been a theme in British Literature from the Anglo-Saxon period of BeowulfRead MoreSantrock Edpsych Ch0218723 Words   |  75 Pagesa person’s â€Å"development†? Development is the pattern of biological, cognitive, and socioemotional changes that begins at conception and continues through the life span. Most development involves growth, although it also eventually involves decay (dying). An important concept in education related to development is that education should be age-appropriate. That is, teaching should take place at a level that is neither too difficult and stressful nor too easy and boring. As we discuss development inRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesUniversity Christine Day, Eastern Michigan University Emmeline de Pillis, University of Hawaii, Hilo Kathy Lund Dean, Idaho State University Roger Dean, Washington Lee University Robert DelCampo, University of New Mexico Kristen Detienne, Brigham Young University Doug Dierking, University of Texas at Austin Cynthia Doil, Southern Illinois University Jennifer Dose, Messiah College Ceasar Douglas, Florida State University David Duby, Liberty University Ken Dunegan, Cleveland State University Michael

Manangement Accounting 1 Free Essays

I hereby declare that the work in this assignment is my own except for quotations and summaries which have been duly acknowledged. __________________________________________ Name : SANTIRIKA A/P G. VEERAN Matrix No : 861109355388001 Date : 7 MARCH 2013 i ACKNOWLEDGMENT I would like to express my greatest gratitude to the people who have helped and supported me throughout my assignment. We will write a custom essay sample on Manangement Accounting 1 or any similar topic only for you Order Now I am equally grateful to my TUTOR: IZDIHAR B. BAHRIN @ MD. DAUD and E-TUTOR: BALDEV SINGH A/L PERTAB SINGH for his continuous support for the assignment. He gave me moral support and guided me in different matters regarding the topic. He had been very kind and patient while suggesting me the outlines of this assignment and correcting my doubts. I thank him for his overall supports. A special thank of mine goes to my colleague who helped me in completing the assignment exchanged their interesting ideas, thoughts, made this assignment easy and accurate. I wish to thank my parents for their undivided support and interest who inspired me and encouraged me to go my own way, without whom I would be unable to complete my assignment. At last but not the least I want to thank my friends who appreciated me for my work and motivated me and finally to God who made all the things possible. ii TABLE OF CONTENT DECLARATION i ACKNOWLEDGMENT ii |1. |INTRODUCTION ON THE COMPANY |6-12 | | |Introducing Dutch Lady | | | |Company Profile | | | |Corporate Vision | | | Corporate Mission | | | |SWOT ANALYSIS | | | |The Management Team Dutch Lady Milk Industries Berhad | | | |The Board of Directors Dutch Lady Milk Industries Berhad | | | |1. 1. 8 Brand products | | |2. |EXPLANATION OF THE FEATURES OF MANAGEMENT ACCOUNTING INFORMATION |13-16 | | |Relevant | | | |Understandable | | | |Timely | | | |Comparable | | | |Reliable | | | |Complete | | |3. |ASSESSMENT OF ‘RELEVANT’ ACCOUNTING INFORMATION OVER THE TWO YEARS |17-18 | | |3. 1. 1 Financing | | | |3. 1. 2 Budgeting | | | |3. 1. 3 Inventories | | | |3. 1. 4 Growth | | |4. 0 |ASSESSMENT OF‘COMPARABLE’ ACCOUNTING INFORMATION OVER THE TWO YEARS |19-23 | | |4. 1. Comparable Statement of Financial position at 31 December 2010 | | | |4. 1. 2 Comparable Statement of Comprehensive income for the year ended 31 December 2009 and 2010 | | | |4. 1. 3 Comparable Statement of Change in equity for the year ended 31 December 2010 | | | |4. 1. 4 Comparison between cash Flow of Dutch Lady Milk Industries Berhad | | |5. 0 |SUMMARY |24 | |6. |REFERENCES |25 | [pic] 1. 0 INTRODUCTION ON THE COMPANY 1. 1. 1 Introducing Dutch Lady For generations, we at Dutch Lady Milk Industries Berhad have made it our business to supply quality dairy and infant nutrition products to the nation. Today Dutch Lady Malaysia ranks as the leading dairy producer in Malaysia. Generations of Malaysians have grown up on Dutch Lady dairy products. Remember that indispensable carton of Dutch Lady UHT Chocolate Milk that you always carried to school for recess time. Well, today a brand new generation of young consumers is spoilt for choice with our extensive new range of growing u p milk products. Dutch Lady 123 and 456 not only come enhanced with TT-Ratio Advance to aid in expanding your child’s attention span for better learning experience, it is also now fortified with 5 x DHA that is proven to aid in brain development. This range, together with Dutch Lady 6+ Growing up Milk, comes in the usual vanilla, honey and chocolate flavors’ that children enjoy most. While Dutch Lady Malaysia first established itself as a manufacturer of sweetened condensed milk, Dutch Lady Milk Industries Berhad’s extensive product range now spans from infant formula and growing up milk to fruit juice and yoghurt snacks. Every product innovation in our rapidly developing infant and child formula range is backed by extensive research both locally and internationally. Royal FrieslandCampina, our parent company in the Netherlands, is constantly funding efforts to investigate and discover ways to take your little one’s nutrition to the next level. The Dutch Lady range also extends far beyond familiar flagship products such as Dutch Lady UHT milk or Dutch Lady 123. Other delicious items from our company that may have found their way into your snack break at work – or even dessert at your favorite restaurant include JOY fruit juices, and the Low and 0% fat eating and drinking yoghurt range. The latter, in particular, represent Dutch Lady’s constant efforts to develop an increasing variety of enjoyable dairy-based treats for the entire family. It is quality products like these, created to meet discerning taste buds like yours that make Dutch Lady a leader and one of the nation’s most trusted names in dairy products. Read on and find out more about how we’ve spent more than 50 great years in Malaysia, growing up with the nation and helping the nation to grow up healthy. http://www. dutchlady. com. my/en/home. asp? page=privacysubpage=privacy_policy Retrieved: 23 February 2013 (3. 00pm) 1. 1. 2 Company Profile [pic] Dutch Lady Milk Industries Berhad (â€Å"Dutch Lady Malaysia†) is a leader in the quality branded dairy business in Malaysia. It was incorporated in 1963, and was the first milk company in Malaysia to be listed on Bursa Malaysia, the local Stock Exchange in 1968. Its holding company is Royal FrieslandCampina, a Dutch multinational corporation and one of the largest milk companies in the world. Permodalan Nasional Berhad is the second largest shareholder in the Company. Dutch Lady Malaysia manufactures and sells a wide range of quality dairy products and fruit juices for the home and export market such as Infant Formula, Growing-up Milk, Powdered Milk, Condensed Milk, UHT Milk, Sterilised Milk, Pasteurised Milk, Cultured Milk, Yoghurt and Fruit Juice Drinks. The Company’s dairy products have a strong consumer following and are represented by strong brands such as Dutch Lady, Frisolac, Friso, Completa, Omela and Joy. The Company believes in product innovation and is well supported by its holding company, Royal FrieslandCampina. The Company constantly strives to improve its processes in order to deliver nutritious products of high quality to its consumers. It was the first company in the world to introduce a growing up milk powder specifically formulated for children from ages one to three. These products are currently marketed in Malaysia as Dutch Lady 123 and Dutch Lady 456. Besides supporting local industries by using substantial amount of local ingredients in its products, Dutch Lady Malaysia is also the largest purchaser of local fresh milk from the Veterinary Services Department. This is done via the Company’s Dairy Development Programme, carried out in collaboration with the DVS with the assistance of the Netherlands Embassy. The quality of the Company’s products is paramount. Quality Control and Quality Assurance are prime considerations. In line with this, the Company has continually been accredited with ISO 9001 certification since 1995. Strong emphasis is also placed on food safety with HACCP (Hazard Analysis Critical Control Point) System covering all its plants. In addition, the Company also has in place ISO 14001 Environment Management System and OHSAS 18001 (Occupational Health and Safety Assessment Series). The Company’s products are all halal-certified. Dutch Lady Malaysia’s annual revenue in 2009 is RM692 million. The Company’s factory is located in Petaling Jaya and it employs 600 Malaysians. Currently, Dutch Lady Malaysia is the market leader in key milk categories such as UHT milk, Sterilised milk and Growing-Up Milk. In addition to Dutch Lady Malaysia, Royal FrieslandCampina has three other companies in Malaysia, namely FrieslandCampina Business Development Unit, CPI Sdn Bhd, a regional operational headquarters, FrieslandCampina Service Centre Asia Pacific Sdn Bhd, an MSC-certified SAP competence centre and FrieslandCampina Domo Asia, a sales representative office for its ingredients business. Royal FrieslandCampina is a multinational that produces and markets natural, nutritious and high-quality dairy products and ingredients. Taste, health, convenience and reliability are key characteristics. Based on the figures of 2008, FrieslandCampina’s annual revenue amounts to 9. 5 billion euros. The company employs 21,000 people and has about 100 production and sales locations in 25 different countries. FrieslandCampina organises its activities into four business groups: Consumer Products Europe, Consumer Products International, Cheese Butter and Ingredients. The product range consists of consumer milk, milk in powder and concentrated form, dairy drinks, yoghurts, desserts, cream, coffee creamers, baby and infant food, cheese, butter and ingredients. Its most important brands are Campina, Chocomel, Completa, Dutch Lady, Frisian Flag, Foremost, Betagen, Friesche Vlag, Fruttis, Fristi, Vifit, Landliebe, Milli, Mona, Optimel, Optiwell, Puddis, Pottyos, Fruttis, NoyNoy, Peak, Rainbow, Yazoo, Appelsientje, DubbelFrisss, CoolBest, Debic, Frico, Milner, Buttergold, Valess, DMV, Kievit, Domo, Creamy Creation and Nutrifeed. The business is based on a cooperative model. The 16,000 member dairy farmers of Zuivelcooperatie FrieslandCampina are the owners and the suppliers of the milk. †¢ http://www. dutchlady. com. my/en/home. asp? page=privacysubpage=privacy_policy Retrieved: 23 February 2012 (3. 00pm) 1. 1. 3 Corporate Vision ? To further strengthen our position as the leading dairy company, driving growth. 1. 1. 4 Corporate Mission ? Helping Malaysians move forward in life with trusted dairy nutrition. 1. 15 SWOT ANALYSIS STRENGTHS |WEAKNESSES | |The strong foundation and reputation from Greenfield shops |Has not yet fully exploited the role of retailers | |The intimate relationship with retailers |Retailer’s nutritional knowledge is limited | |Positive response from retailers |Lack of long-term strategy | |Closely link with Vietnamese shopping culture |Focus more on sales rather than images | |A preferred POP for shoppers |Not yet established a remarkable and standardized identity | |OPPORTUNITIES |THREATS | |Build a sustainable business relationship with retailers |Development of modern channels. |Utilize retailers to convey DLV image |Government’s open-door policy | |Encourage shoppers to switch brands |Fierce competition | |Reinforce DL shops image and performance |Shoppers and retailers are becoming more sophisticated and less loyal| 1. 1. 6 The Management Team Dutch Lady Milk Industries Berhad [pic] †¢ http://www. dutchlady. com. my/en/home. asp? page=privacysubpage=privacy_policy Retrieved: 23 February 2013 (3. 00pm) 1. 1. 7 The Board of Directors Dutch Lady Milk Industries Berhad [pic ] | |[pic] | |[pic] |[pic] | |[pic] |[pic] | |[pic] |[pic] | | |[pic] | http://www. dutchlady. com. my/en/home. asp? page=privacysubpage=privacy_policy Retrieved: 23 February 2013 (3. 00pm). 1. 1. 8 Brand products [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] http://www. dutchlady. com. my/en/home. asp? age=privacysubpage=privacy_policy Retrieved: 23 February 2013 (3. 00pm) 2. Explanation of the features of management accounting information There is general agreement that, before it can be regarded as useful in satisfying the needs of various user groups, accounting information should satisfy the following criteria: 1. Relevant That definition of relevance is more explicit than the dictionary meaning of relevance as bearing on or relating to the matter in hand. As alluded to earlier, prior knowledge of information may diminish its value but not its relevance and, hence, its usefulness, for it is information’s ability to â€Å"make a difference† that makes it relevant to a decision. To be relevant to investors, creditors, and others for investment, credit, and similar decisions, accounting information must be capable of making a difference in a decision by helping users to form predictions about the outcomes of past, present, and future events or to confirm or correct expectations† Statements about relevance of financial statement information must answer the question â€Å"relevant to whom for what purpose? † For information to be judged relevant, an object to which it is relevant must always be understood: Predictive Value And Feedback Value – To be relevant, information must have predictive value or feedback value or both. Information can make a difference to decisions by improving decision makers’ capacities to predict or by confirming or correcting their earlier expectations. Usually, information does both at once, because knowledge about the outcome of actions already taken will generally improve decision makers’ abilities to predict the results of similar future actions. Without knowledge of the past, the basis for a prediction will usually be lacking. Without an interest in the future, knowledge of the past is sterile. To say that accounting information has predictive value is not to say that in itself it constitutes a prediction. Timeliness – To be relevant, information also must be timely. Timeliness means â€Å"having information available to a decision maker before it loses its capacity to influence decisions†. Information that is not available when it is needed or becomes available only long after it has value for future action is useless. 2. understandable For accounting and financial information to be useful, it must be presentable in a format that the users of accounting information understand. Accounting is a medium of communicating financial information about the affairs of a business. Therefore, accounting information should pass the basic tests or requirements of a normal communication medium. Basics in communication dictate that if the message being transmitted by the sender to the receiver is not understood, then no communication has taken place. Accounting information must be understandable by its target users if meaning is to be gleaned from it. It must also be understandable if accounting information is to be useful in supporting decisions made by users of accounting information. 3. Timely Information which is relevant and reliable and which passes the materiality test may lose its relevance if there is undue delay in it being reported. Thus, the time available to gather and report financial information is a constraint on providing relevant information. There may, on occasion, be a need to weigh the relative merits of timely reporting and the provision of relevant and reliable financial information. Application of the reporting period convention can often lead to the need to report before all aspects of a transaction or event are known. This can limit the availability of relevant information and have an impact upon reliability. Conversely, reporting is delayed until all facts are known this may be too late for users who have to make decisions in the interim. The need for timely reporting raises questions for standard-setters, preparers, auditors and regulators about the desirable frequency of general purpose financial reporting and the length of time that ought to be allowed to elapse between the reporting date and the date when general purpose financial reports are made available to users. 4. Comparable Comparing alternative investment or lending opportunities is an essential part of most, if not all, investment or lending decisions. Investors and creditors need financial reporting information that is comparable, both for single enterprises over time and between enterprises at the same time. Comparability is a quality of the relationship between two or more pieces of information â€Å"the quality of information that enables users to identify similarities in and differences between two sets of economic phenomena† . Comparability is achieved if similar transactions and other events and circumstances are accounted for similarly and different transactions and other events and circumstances are accounted for differently. Comparability has been the subject of much disagreement among accountants. Some have argued that enterprises and their circumstances are so different from one another that comparability between enterprises is an illusory goal, and to include it as an aim of financial reporting is to promise to investors and creditors something that ultimately cannot be delivered. In that view, the best that can be hoped for is that individual enterprises will use their chosen accounting procedures consistently over time to permit comparisons with other enterprises and those honorable auditors will be able to attest to the consistent application of â€Å"generally accepted accounting principles† Today, with the objectives of financial reporting focused on decision making, comparability is one of the most essential and desirable qualities of accounting information. Investors and creditors can no longer be expected to tolerate blanket claims of differences in circumstances to justify undue use of alternative accounting procedures. Only actual differences in transactions and other events and circumstances warrant different accounting. 5. Reliable The accounting information presented in financial statements should be reliable. For example, the accounts should make a faithful representation of the business affairs. Accountants and the business should not attempt to mislead users or to deliberately ignore or omit certain information from the accounts if users are going to make informed decisions. Reliability is the quality of information that permits users to depend on it with confidence. This means it is verifiable, has faithful representation, and is reasonably free of errors and bias. Representational faithfulness refers to correspondence or agreement between a measure or description and the phenomenon that it purports to represent. That means the numbers and descriptions represent what really existed or happened. Verifiability refers to the ability, through consensus among measurers, to ensure that information represents what it purports to represent or that the chosen method of measurement has been used without error or bias. Neutrality means that, in formulating or implementing standards, the primary concern should be the relevance and reliability of the information and the information cannot be selected to favor one set of decision makers over another. 2. 1. 6 Complete Completeness of information is an important aspect of representational faithfulness, and thus of reliability, because if financial statements are to faithfully represent an enterprise’s financial position and changes in financial position, none of the significant financial functions of the enterprise or its relationships can be lost or distorted. Completeness is defined as â€Å"the inclusion in reported information of everything material that is necessary for faithful representation of the relevant phenomena†. Financial statements are incomplete, and therefore not representational faithful, if, for example, an enterprise owns an office structure but reports no â€Å"building† or similar asset on its balance sheet. Although completeness implies showing what is material and feasible, it must always be relative. Financial statements cannot show everything or they would be prohibitively expensive to provide. http://www. google. com. my/search? sourceid=navclientaq=3oq=Management+accounting Retrieved: 23 February 2013 (3. 00pm) 3. Assessment of ‘relevant’ accounting information over the two years. 3. 1. 1 Financing Accounting data is used by your company and potential investors to determine funding needs for the organization. Your company analyzes revenue to determine how much money would be available to fund upcoming projects. If there is a gap in revenue, then you know that you need to seek out funding. Potential investors and lenders look at your assets and liabilities to determine if your company is a safe investment or not. For example: â€Å"For the purposes of these financial statements, parties are considered to be related to the Company if the Company has the ability, directly or indirectly, to control the party or exercise significant influence over the party in making financial and operating decisions, or vice versa, or where the Company and the party are subject to common control or common significant influence. Related parties may be individuals or other entities. Key management personnel are defined as those persons having authority and responsibility for planning, directing and controlling the activities of the Company either directly or indirectly. The key management personnel include all the Directors of the Company, and members of senior management of the Company. † http://www. dutchlady. com. my/sharedfiles/financial/files/DL_AnnualReport_2009 2010. pdf Retrieved: 1 March 2013 (10. 00pm) 3. 1. 2 Budgeting The constant flow of accounting data relevant to income, purchases, investments and overhead is critical in creating the budget for the coming year. The information gathered by the accounting department is used as a baseline to gauge actual performance for the year and understand the basic costs of company operations. Sales projections for the next fiscal year are added to the accounting data to create the company’s budgets. 3. 1. 3 Inventory Maintaining proper inventory levels is important in keeping track of assets and income as inventory gets purchased, stored in the warehouse and then sold to clients. The accounting department keeps a close eye on the cost of incoming inventory, how much it costs to finance that inventory until it is sold and the income realized when the product is sold to a customer. All of that information is relevant to determining how profitable your organization is and where changes can be made to lower the costs of inventory. For example:†Inventories are measured at the lower of cost and net realisable value. The cost of inventories is measured based on the first-in first-out principle and includes expenditure incurred in acquiring the inventories, production or conversion costs and other costs incurred in bringing them to their existing location and condition. In the case of finished goods, cost includes an appropriate share of production overheads based on normal operating capacity. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and the estimated costs necessary to make the sale. † http://www. dutchlady. com. my/sharedfiles/financial/files/DL_AnnualReport_2009 2010. pdf Retrieved: 1 March 2013 (10. 00pm) 3. 1. 4 Growth Company growth is carefully outlined in the organizational business plan. When the company plans its growth, it first looks at historical accounting data to determine trends in revenue production and understand how the company spends money. Accounting information is critical in determining how much the company can take on in liabilities and costs as it tries to make the right decisions on how to expand profitability. For example : â€Å"No contingent liability or other liability of the Company has become enforceable, or is likely to become enforceable within the period of twelve months after the end of the financial year which, in the opinion of the Directors, will or may substantially affect the ability of the Company to meet its obligations as and when they fall due. In the opinion of the Directors, except for the impairment loss on property, plant and equipment of RM12, 308,000 as disclosed in the Note 12 to the financial statements, the financial performance of the Company for the year ended 31 December 2010 have not been substantially affected by any item, transaction or event of a material and unusual nature nor has any such item, transaction or event occurred in the interval between the end of that financial year and the date of this report. † http://www. dutchlady. com. my/sharedfiles/financial/files/DL_AnnualReport_2009 2010. pdf Retrieved: 1 March 2013 (10. 00pm) 4. Assessment of ‘comparable’ accounting information over the two years. 4. 1. 1 Comparable Statement of Financial position at 31 December 2010 Dutch Lady Milk Industries Berhad | Statement Of Financial Position at 31 December 2010 | | | | | | | |31. 12. 2010 |31. 12. 2009 |1. 1. 009 | | |RM’000 |RM’000 |RM’000 | | | |Restated |Restated | | Assets | | | | |Property, plant and equipment |69,803 |82,327 |61,334 | |Intangible assets |3,443 |4,879 |5,664 | | |   |    | | |73,246 |87,206 |66,998 | | | | | | |Total non-current assets | | | | |Inventories |72,722 |57,552 |74,902 | |Trade and other receivables |75,176 |94,369 |122,858 | |Prepayments |689 |131 |20 | |Cash and cash equivalents |85,657 | 4 1 ,732 |23,792 | |Total current assets |234,244 |193,784 |221,572 | |Total assets |307,490 |280,990 |288,570 | | | | | | |EQUITY | | | | |Share capital |64,000 |64,000 |64,000 | |Retained profits |133,472 |115,985 |97,585 | |Total equity |197,472 |179,985 |161 ,585 | | |   |   |   | |Liabilities | | | | |Deferred tax liabilities |3,757 | 4,1 5 0 |2,300 | |Total non-current liabilities |3,757 | 4,1 5 0 |2,300 | | | | | | |Total non-current liabilities | | | | |Trade and other payables |99,638 |91,905 |120,080 | |Provision |348 |283 |247 | |Current tax liabilities |6,275 |4,667 |4,358 | |    |   |   | | |106,261 | 96,855 |124,685 | | |110,018 |101,005 |126,985 | | |307,490 |280,990 |288,570 | 4. 1. 2 Comparable Statement of Comprehensive income for the year ended 31 December Comprehensive income is the change in equity (net assets) of a business enterprise during a period from transactions and other events and circumstances from non-owner sources. The statement of comprehensive income illustrates the financial performance and results of operations of a particular company or entity for a period of time. 2009 and 2010 Dutch Lady Milk Industries Berhad Statement Of Comprehensive income for the year ended 31 December 2010 | | | | | | |2010 |2009 | | |RM’000 |RM’000 | | | | | |Revenue |710,588 |691,847 | |Cost of sales |(447,961) |(462,51) | |GROSS PROFIT |262,627 |229,337 | |Other income |1,147 |1,561 | |Distribution expenses |(106,091) |(98,697) |Administrative Expenses |(22,657) |(19,048) | |Other expenses |(45,805) |(31,122) | | | | | |Result From Operating Activities |89,221 |82 ,031 | |Interest income |883 |451 | |Finance Costs |- |(1) | | |90,104 |82,481 | | | | | |Income Tax expenses |(26,217) |(22,081) | |PROFIT FOR THE YEAR |63,887 |60,400 | |OTHER COMPREHENSIVE INCOME |- |- | |TOTAL COMPREHENSIVE FOR THE YEAR |63,887 |60,400 | |BASIC EARNINGS PER ORDINARY SHARE (SEN) |99. 80 |94. 40 | EARNINGS PER ORDINARY SHARE Basic earnings per ordinary share:- The calculation of basic earnings per ordinary share at 31 December 2010 was based on the profit attributable to ordinary shareholders and a weighted average number of ordinary shares outstanding, calculated as follows: 2009 RM’000 Profit for the year =60,400 Weighted average number of ordinary shares of RM1 each in issue (‘000) = 64,000 Basic earnings per share (sen) = 94. 40 2010 RM’000 Profit for the year =63,887 Weighted average number of ordinary shares of RM1 each in issue (‘000) =64,000 Basic earnings per share (sen) = 99. 80 4. 1. 3 Comparable Statement of Change in equity for the year ended 31 December 2010 Dutch Lady Milk Industries Berhad Statement of Change in equity for the year ended 31 December 2010 | | | |Distributable | | | |Share Capital |Retained |Total equity | | | |Profit | | | |RM’000 |RM’000 |RM’000 | |At 1 January 2009 |64,000 |97,585 |161,585 | |Total comprehensive income for the year | – |60,400 |60,400 | |Dividends to owners of the Company | –   | (42,000) | (42,000) | | | | | | |At 31 December 2009/ 1 January 2010 |64,000 |115,985 |179,985 | |Total comprehensive income for the year |- |63,887 |63,887 | |Dividends to owners of the Company |-   | (46,400) | (46,400) | | |64,000 |133,472 |197,472 | 4. 1. 4 Comparison between cash Flow of Dutch Lady Milk Industries Berhad Net cash provided from operation activities: In 2010, net cash generated from operation activities is RM98, 389,000 but in 2009, net cash generated from operation activities is RM89, 377,000 which indicates net cash provided from operation activities is increased from 2009 to 2010 and it can be good sign. Because the most important category of cash flow is operating activity and it reflects the day to day operation that determine the future of an organisation. Cash flow operating activities should be main source of cash. Net cash used in investing activities: Net cash used in investing has increased from 2009 to 2010. For 2009 ,this amount is RM29,436,000 but for 2010 ,this amount is RM8064,000 which indicates company has gain more long-term asset in 2009. Net cash used in financing activities: For 2010, this amount is RM46, 4000,000 and for 2009 this amount is RM42, 001,000 it indicates that in 2010, company paid more interest and dividend in comparison with 2009. Generally, cash and cash equivalent has increased from 2009 to 2010 by RM43, 925,000. Cash flow of Dutch Lady Milk Berhad is healthy because main source of cash is operation activity and investing activities did not create cash which indicate company did not sell of its long-term assets. Cash and cash equivalents Cash and cash equivalents included in the statement of cash flow comprise the following statement of financial position amounts:- 010 2009 RM ‘000 RM’000 Cash at bank and on hand 46657 23,732 Deposits placed with a licensed bank 39000 18000 |85,657 41,732 | | | 5. SUMMARY A financial statement can be well defined as a formal record of any business’, individual, or entity’s financial activities. All the important information of a business e nterprise is presented in the financial statements as these are easy to understand because of their structured presentation. These statements might, however, get complex for large corporations and might also include a wide-ranging set of notes to financial statements explaining about the financial policies, management discussion, and analysis. The main aim of financial statements is providing info about the financial position, performance, and variations in the financial position of a business enterprise. The financial statements of any business entity should be relevant, understandable, reliable, and comparable. An understandable financial statement helps business entity’s stakeholders to get reasonable knowledge about the business and its economic activities. As far as financial statements are easy to understand, this helps investors to make investment decisions in the company From a management accounting point of view the primary purpose of management is to make decisions that may be classified as marketing, production, and financial. The tactical decisions which must be preceded by strategic decisions provide the historical data from which the accountant prepares financial statements. In addition to being statements summarizing historical transactions, financial statements may be regarded as a descriptive model for decision making. Every item or element on the financial statements is the result of a decision or decisions. For each decision, there exists a management accounting tool that may be used to make a good decision. However, the management accounting tools can be used only if the management accountant is successful in providing the information demanded by the particular tool. 6. REFERENCES OUM Module March 2011, BBFA2203 ( INTERMEDIATE FINANCIAL ACCOUNTING 1 Topic 4) Retrieved: 20 February 2013 (11. 45am) †¢ http://www. dutchlady. com. my/en/home. asp? page=privacysubpage=privacy_policy Retrieved: 23February 2013 (3. 00pm) †¢ http://tutor2u. net/business/accounts/accounting_information_characteri stics. htm Retrieved: 23 February 2013 (3. 00pm) †¢ http://www. readyratios. com/reference/accounting/financial_statement. html Retrieved: 23 February 2013 (3. 00pm) †¢ http://www. bookkeeping-financial-accounting-resources. com/accounting-information. html Retrieved: 25 February 2013 (9. 10pm) †¢ http://www. dutchlady. com. my/sharedfiles/financial/files/DL_AnnualReport_2009. pdf Retrieved: 1 March 2013 (10. 00pm) How to cite Manangement Accounting 1, Essay examples

Corporate Collaboration Profitability and Revenue

Question: Discuss about the Corporate Collaborationfor Profitability and Revenue. Answer: Introduction The world of today is a competitive one with many companies striving to achieve the maximum profitability and revenue. Companies are looking forward to device plans and ideas, which can help him to identify the key areas, which support the ideas of profit maximization and revenue collection and thus help the companies to perform better. There are many ways, which help the companies to achieve their target and be at par with the other competitors in the market. The ways include many options like overseas expansion, restructuring the organizational structure and collaborating with other competitors to gain business edge. Collaborating with other companies or the competitors can prove to be one of the most efficient ways to achieve the target and thus be ahead of the competition in the market. This essay explores the scope of collaboration in the corporate sector. It examines and discusses the benefits, advantages as well as disadvantages of collaborating in the corporate sector. The wr ite up analyses the ways through which more revenues can be generated with the help of collaboration, the hindrances or the obstacles that gets in the way and the ways through which the benefits can be achieved sooner for the company. The essay also discusses how the rainmakers can profit from the collaboration and how collaborations help in organizing for higher value work. The professional service firms who are operating in the technological or other sophisticated field, facing various complex issues in client management prospective. However, the collaboration among the managers can minimize the complexities and approach towards the higher profitability state. The clients of such firms also prefer to see the corporate encouraging the collective expertise among them and the loyalty of the clients also depends on that[1]. In the firms perspective the collaboration is beneficial as of competitive advantages pursuance. Whereas, according to the organizational people prospective, it is not quantifiable and accrues in slow rate. Thus, organizational collaboration is hard to implement among the senior and junior managers and such practice groups. The financial settlement of multidisciplinary collaboration is instantly recognizable in a firm. Thus, the concept of client engagement can be evaluated in the context of corporate collaboration and relate to the annual revenue generation of the firm. The study by Gardner shows that, the greater the annual average revenue the client generates. The discussion on the corporate collaboration also includes the cross-specialty work which cannot be subjected to the price-based competition of the market. However, the client of a firm considers the single specialty since they feel it hard to work in cross-specialty context[2]. However, the clients of various companies prefer to communicate with different offices structured as different countries. The research shows that, both individuals and the corporate leaders need to lower the complexities and barriers to successfully collaborate among the different divisions and the partners. In the professional services organizations, the senior executives who use to manage higher responsibilities along with the authority engage more organizational people in the collaborative works. The collaboration is managed through the multidisciplinary projects to build loyalty approaching to switch barriers among the various departments and the corporate partners. The study by Gardner shows that, there is always a chance of generating more revenue by collaboratively operating in many countries and handling with seamless services for the global clients[3]. However, the benefits to individuals can be assessed with the collaboration in corporate level in the firms. A corporate life use to have cooperation among the colleagues in a particular organization. Thus, the collaborative working environment is needed. The team work can minimize the complexity in business operations and also it can influence the individual skills set with the knowledge sharing context and the learning processes[4]. The collaboration among the team members and the executive can lead to acquire and share expertise in a specific field of work in an organization[5]. However, not all the colleagues can be managed to implement collaboration among them for this purpose. In this case, the preference of the client towards the expertise should be focused to engage people for the collaboration management. Along with that, the referral by the colleagues for few clients can be utilized with the help of collaboration in corporate level. Hence, the organizational people should i mplement collaboration among them to get individual benefits[6]. The collaboration among the corporate in a firm should be increasingly acknowledged as for the importance of the sustainability concerned for business practices. The corporate collaboration focuses on the orientation of the critical tasks and the complexity of work performances of the employees by reaching the common ethical grounds. The collaboration can be subjected by the interpersonal competence and the strategic management of the senior executive of a firm[7]. The cross-sector partnership also enables the professional services organizations to involve in specific conditions and develop various sustainable strategies to serve their business clients with proper support. However, the restrictive market conditions also affect the collaboration in the different departments of an organization and hence influence the supportive services for the clients[8].The collaboration among the business partners and the executive of an organization raises the profile of the organization in front of the clients and the individuals involves in the client servicing also gets benefited with the professional evaluation in their career. The cross business operations among the clients and the organization may raise the context of risk in the agreements and the business processes. The clients of a business generally focus on the profitability position of the firms along with the honesty in business deals and the prospective opportunities in from the business processes. The organization can ensure their clients with the help of the organizational representative and their positive personality which can be developed with the strategic collaboration among the managers and the executives. The organizational structure and the compensation strategies should be aligned with the motivational approaches to the employees to implement collaboration among them[9]. A successful collaboration can only be achieved with the help of the contribution and participation of employees of the company and the management. The company can perform to its optimum capacity only if the employees and the management can work together at peace. In order for a collaboration to be successful, all the cogs in the machinery of a corporate set up should work properly. The hindrances that may come in the way of a successful collaboration are many. They are the following: A negative environment in the corporate set up can damage the collaborative process and environment. If the employees of the company are suspicious and complex, then the process of collaboration becomes a little difficult. If the employees of the company lacks trust and indulges in autocratic individual meritocracy, then a successful collaboration can never be achieved[10]. The own interest of the employees of the company often come in the way of a successful collaboration. The individual personality of the employees often act as a barrier to the completion of a successful completion of collaboration. The lack of competence, and the presence of individualistic point of views often prove to be a hindrance in the path of a collaboration. The personal agendas of the employees of the company can prove to be an obstacle for a successful collaboration. The protection of each individual units can result in an incomplete or unsuccessful collaboration[11]. Employees of a company are often intolerant to the varied perspectives from their own. The mentality, the socio-economic culture and the boundaries often dictate the perspectives of the employees of the company. The benefits of a successful collaboration are many. Once implemented, the collaboration can bring in huge amount of changes in the corporate set up. The huge amount of impact that the collaboration brings in the company can affect the employees as well as the management of the company. The collaboration can bring in a whole range of benefits to the company. They include financial benefits, human capital, physical capital, intellectual capital and development of new processes[12]. The financial benefits include the increase in the export or domestic sales, reduction in costs by sharing resources, and winning larger contracts by submitting a joint tender. The benefits to the employees of the company include safeguarding the jobs, increasing employment, give confidence to staff motivation and consist of building up the abilities and skills of the employees. Information sharing, engaging in collaborative research and development, all can benefit the intellectual capital of a business. T he company can develop new processes for helping the company achieve the maximum profitability and productivity. Increasing the knowledge of the marketplace can help the company to identify the new potential customers and give them an added advantage for competing more efficiently[13]. Rainmakers are the individuals who bring in money, clients or respect to a company based on solely his association. He is a person who brings in new scope of business or new business to a particular company and wins new accounts almost surrealistically. The rainmakers help the company to find new work and new projects, which help the company to move forward and help them to achieve their potential and target revenue. The rainmakers help the companies to collaborate and achieve their ultimate objective of staying ahead of the competitive race. The main purpose of the rainmakers is to bring in business to the organization. In this process, the rainmaker can bring in various businesses and collaboration to the company. With the collaboration, the organization can benefit greatly and thus the rainmakers too can benefit from the profit of the company[14]. Collaboration can be existent between two companies as well as amongst the employees of the company. The company can be divided into two broad sectors to achieve the desired result. The company can act as a coach to help with lowering the cultural barriers and they can act as architects so that the structural barriers are lowered. The leaders, who want to imbibe a culture of collaboration, should help the employees of the organization to model the correct behavior by contributing to the client work and by sharing the credit with the other participants. The top leaders of the company can take simple steps that allow them to garner more connections. By acting as an architect, the people or the leaders of the company can help bring in structural changes in the company to help with the collaboration. By bringing in new structural changes into the company, the collaboration can be successfully implemented into the organization. A successful collaboration needs to be identified and rewarde d sufficiently. Ability to learn from the collaboration as well as benefit the organization are two key requirements that a company has to deduce from a collaboration. The research has focused on the dialects of corporate collaboration for the business organizations and the study has incorporated with various journals based on practical research experiences. The study concludes that, the corporate collaboration is not only beneficial for the organization, but also for the individuals working there. The study also concludes that, the collaboration is needed to be implemented to enhance the culture of quality work and immediate benefits with effective growth. References: Adner, Ron, Joanne E. Oxley, and Brian S. Silverman, eds. "Collaboration and competition in business ecosystems."Collaboration and Competition in Business Ecosystems. Emerald Group Publishing Limited, 2013. iii. Crane, Andrew, and Dirk Matten.Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press, 2016. Cummings, Thomas G., and Christopher G. Worley.Organization development and change. Cengage learning, 2014. Gardner, Heidi K. "When Senior Managers Won't Collaborate Lessons from professional services firms."Harvard Business Review93.3 (2015): 74-82. Harris, Frances, and Fergus Lyon. "Transdisciplinary environmental research: Building trust across professional cultures."Environmental Science Policy31 (2013): 109-119. Hartley, Jean, Eva Srensen, and Jacob Torfing. "Collaborative innovation: A viable alternative to market competition and organizational entrepreneurship."Public Administration Review73.6 (2013): 821-830. Jitmaneeroj, Boonlert. "Reform priorities for corporate sustainability: environmental, social, governance, or economic performance?."Management Decision54.6 (2016): 1497-1521. Lancaster, David. "How to achieve better collaboration in law firms: management."Without Prejudice15.7 (2015): 42-43. Rothaermel, Frank T.Strategic management. New York, NY: McGraw-Hill, 2015. Schuster, Tassilo, and Dirk Holtbrgge. "Benefits of Cross?sector Partnerships in Markets at the Base of the Pyramid."Business Strategy and the Environment23.3 (2014): 188-203. Senge, Peter M.The fifth discipline fieldbook: Strategies and tools for building a learning organization. Crown Business, 2014. Sun, Geng, and Jun Shen. "Towards organizing smart collaboration and enhancing teamwork performance: a GA-supported system oriented to mobile learning through cloud-based online course."International Journal of Machine Learning and Cybernetics7.3 (2016): 391-409. Wesselink, Renate, et al. "Individual competencies for managers engaged in corporate sustainable management practices."Journal of Cleaner Production106 (2015): 497-506. Bibliography: Fjeldstad, ystein D., et al. "The architecture of collaboration."Strategic Management Journal33.6 (2012): 734-750. Gardner H, 'When Senior Managers Won't Collaborate' Green Jr, Kenneth W., et al. "Do environmental collaboration and monitoring enhance organizational performance?."Industrial Management Data Systems112.2 (2012): 186-205. Esteve, Marc, et al. "Organizational collaboration in the public sector: Do chief executives make a difference?."Journal of Public Administration Research and Theory(2012): mus035.