Hospitality management accounting phần 3 pot

This basic information regarding the liquor costs for six periods can also be evaluated to show a trend expressed as a percentage. We use the basic equation shown to evaluate the trend percentages for sales revenue to evaluate trend per- centages for costs: Month Liquor Costs Cost Change % Change 1 $ 7,500 -0- 2 9,200 $1,700 ϩ22.7% 3 10,300 1,100 ϩ12.0% 4 10,800 500 ϩ 4.9% 5 11,100 300 ϩ 2.8% 6 11,200 100 ϩ 0.9% These relationships are calculated very quickly, and can provide informa- tion in a simple format that show cost increases, and decreases for specific periods. An example using the basic equation is shown below for liquor costs: ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS 113 Sales Change in Percentage Liquor Change in Percentage Month Revenue Revenue Revenue Change Cost Cost Cost Change 1 $25,000 -0- $ 7,500 -0- -0- 2 30,000 ϩ$5,000 ϩ20.0% $ 9,200 $1,300 22.7% 3 33,000 ϩ 3,000 ϩ10.0% $10,300 $1,100 12.0% 4 35,000 ϩ 2,000 ϩ 6.1% $10,800 $ 500 4.9% 5 36,000 ϩ 1,000 ϩ 2.9% $11,100 $ 300 2.8% 6 36,000 0 0.0% $11,200 $ 100 0.9% When we compare the percentage increase in sales revenue with the percentage increase in cost, we see that, in general, the liquor cost is increasing somewhat more quickly than the sales revenue with the exception of months 4 and 5. We need to investigate why this is occurring. Are there some problems with con- trolling the use of liquor? Has there been a change in sales mix so we are sell- ing more expensive products? Do we need to increase menu prices to compensate for increased product cost that we cannot do anything about? TREND INDEX ANALYSIS An index is calculated by assigning a value of 100 (or 100%) in period one for each item being tabulated, as follows: 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 113 Sales Revenue Liquor Liquor Period Revenue Index Cost Cost Index 1 $25,000 100 $ 7,500 100.0 2 30,000 120 9,200 122.7 3 33,000 132 10,300 137.3 4 35,000 140 10,800 144.0 5 36,000 144 11,100 148.0 6 36,000 144 11,200 149.3 Dividing the dollar amount for each period by the base period dollar amount and multiplying by 100 calculates the trend index for each period. An example is given using two sales revenue periods and two liquor cost periods to calcu- late the trend index. The index number for the first, or base, period is set at 100, and subsequent period index numbers are calculated as follows: 114 CHAPTER 3 ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS (Subsequent period / Base period) ؋ 100 ؍ Trend index Sales Revenue Liquor Cost Period 2: ($30,000 / $25,000) ϫ 100 ϭ 120.0 ($ 9,200 / $7,500) ϫ 100 ϭ 122.7 Period 5: ($36,000 / $25,000) ϫ 100 ϭ 144.0 ($11,100 / $7,500) ϫ 100 ϭ 148.0 Our completed trend index results show us that the liquor cost has been in- creasing faster than liquor sales revenue. Expressed another way, sales revenue is up 44 percent (144 Ϫ 100) and liquor cost is up 49 percent (149 Ϫ 100). This is normally an undesirable trend that should be investigated and possibly corrected. PRICE AND COST LEVEL CHANGES (INFLATION OR DEFLATION) When comparing operating results, and in particular when analyzing trend figures, the reader must be aware of the effect that changing dollar values have on the results. One hundred pounds of vegetables a few years ago weighed ex- actly the same as 100 pounds of vegetables today, but the purchase cost was much lower. Prices change over time. In the same way that prices change for us, so, too, do the prices we must charge to customers for rooms, food, bever- ages, and other services. When comparing income and expense items over a fairly long period, it is necessary to consider the implications of upwardly chang- ing prices or costs (inflation), or the reverse (deflation). Consider a restaurant with the following sales revenue in two successive years: 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 114 Year 1 $100,000 Year 2 $105,000 This is a $5,000 or 5 percent ($5,000 / $100,000) increase in volume. But if res- taurant menu prices had been increased over the year by 10 percent due to in- flation, then our Year 2 sales revenue should have been at least $110,000 just to stay even with Year 1’s volume. In other words, when we try to compare sales revenue for successive periods in inflationary or deflationary times, as in this case, we are comparing unequal values. Last year’s dollar does not have the same value as this year’s. What a dollar would buy last year might now require $1.10. Is there a method that will allow us to convert a previous period’s dol- lars into current period dollars so trends can be analyzed more meaningfully? The answer is yes, with the use of index numbers. The consumer price index is probably one of the most commonly used and widely understood indexes available. But the government and other orga- nizations produce many other indexes. By selecting an appropriate index, con- version of the previous period’s dollars into current year dollars is possible. Consider the following figures showing trend results for a restaurant’s sales rev- enue for the past five years. Sales Change in Percentage Year Revenue Sales Revenue Change 1 $420,000 $ -0- 0.0% 2 450,000 30,000 7.1% 3 465,000 15,000 3.3% 4 485,000 20,000 4.3% 5 510,000 25,000 5.2% The trend percentages show sales revenue has increased each year, which is generally a favorable trend. But is it reasonable to compare $420,000 of sales revenue in Year 1 to $510,000 of sales revenue in Year 5? By adjusting all past sales revenues to comparable Year 5 dollars, a more realistic picture of our res- taurant’s sales revenues may emerge. The trend index used to adjust sales rev- enue would be based on restaurant sales revenue, and we would need to use the trend numbers of the same five-year period for which we wish to adjust our res- taurant sales revenue. Let us assume the index numbers were as follows: Year Trend Index 1 105 2 112 3 119 4 128 5 142 PRICE AND COST LEVEL CHANGES (INFLATION OR DEFLATION) 115 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 115 The equation for converting past period’s (historic) dollars to current (real) dollars is as follows: Historic dollars ؋؍Current dollars The following table shows the trend index numbers used to convert the ear- lier sales revenue figures into today’s current dollars (rounded to the nearest hundreds of dollars). Historic Sales Conversion Current Year Index Revenue ؋ Equation ؍ Dollars 1 105 $420,000 ϫ 142 / 105 ϭ $568,000 2 112 450,000 ϫ 142 / 112 ϭ 570,500 3 119 465,000 ϫ 142 / 119 ϭ 554,900 4 128 485,000 ϫ 142 / 128 ϭ 538,000 5 142 510,000 ϫ 142 / 142 ϭ 510,000 The resulting picture is quite different from the unadjusted sales revenue fig- ures. In fact, in current dollars, our annual sales revenue has generally declined from Year 1 to Year 5. This would not normally be a desirable trend. If restaurant sales revenue trend index numbers were not readily available, an operator could easily compile them by converting the annual average check figure for each of a number of years to an index, giving Year 1 the value of 100. This is illustrated as follows: Average Year Check Trend Index 1 $10.20 100.0 2 11.01 107.9 3 12.06 118.2 4 12.63 123.8 5 13.68 134.1 Dividing the average check for each year by the average check for Year 1 and multiplying by 100 calculates the trend index numbers for each year. For example, we can compute the Year 3 and Year 5 index numbers: Year 3: ($12.06 / $10.20) ؋ 100 ؍ 1 ᎏ ᎏ 1 ᎏ ᎏ 8 ᎏ ᎏ . ᎏ ᎏ 2 ᎏ ᎏ Year 5: ($13.68 / $10.20) ؋ 100 ؍ 1 ᎏ ᎏ 3 ᎏ ᎏ 4 ᎏ ᎏ . ᎏ ᎏ 1 ᎏ ᎏ Index number for current period ᎏᎏᎏᎏ Index number for historic period 116 CHAPTER 3 ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 116 If this technique looks familiar, it is. This is the same method used to de- termine the trend index numbers illustrated in an earlier discussion, and can also be used for cost functions. A restaurant creating its own trend index in this way might find it much more accurate because it reflects only what has happened to prices within that restaurant. A national average restaurant trend index might have factors built into it that have no bearing on any one individual operation. Preferably, such an individual trend index should be used only if the size and nature of the opera- tion have not changed during the period under review; otherwise, the results could be misleading. Once the trend index has been prepared, it can be applied using the equa- tion already demonstrated to convert historic sales revenue to current dollars. A bar could use the same type of homemade trend index using average customer spending. For its room sales revenue, a hotel or motel could use average room rates converted to a trend index. Costs can be converted in the same way, using an appropriate trend index for the particular expenses or costs under review. For example, a wage trend in- dex would probably be appropriate for adjusting cost of labor. Alternatively, an individual establishment might be able to construct its own trend index for each individual expense, as was just demonstrated for room prices, basing the trend indexes on a cost per guest or cost per room occupied. In fact, complete income statements for past periods can be reconstructed by converting them in their en- tirety to current period, or current year, dollars. Such wholesale conversions would probably go beyond the needs of the managers of most hotel or food service operations. However, whether or not a major accounting conversion is used, the implications of price and cost level changes should not be ignored. The same problems also apply to balance sheets. A balance sheet showing a cash balance on hand of $100,000 in each of two successive years might seem to indicate no change in the cash position. But will $100,000 now buy as much as $100,000 a year ago? Similarly, the historic cost of land, buildings, and equip- ment on balance sheets may also be misleading. However, a complete and com- prehensive discussion of inflation accounting or current dollar accounting is far beyond the scope of this book. COMPUTER APPLICATIONS With a spreadsheet program, a computer can prepare and print out both com- parative and common-size vertical balance sheets and income statements, in- cluding the relevant dollar and percentage changes. In addition, spreadsheets have a graphics capability that can provide management with more easily interpreted COMPUTER APPLICATIONS 117 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 117 information about the trend of specific items. These graphs can be presented in various forms, such as bar graphs or pie charts. 118 CHAPTER 3 ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS SUMMARY Financial statement analysis is a matter of relating the various parts of the state- ments to each other and to the whole, and then interpreting the results. Differ- ent users of financial statements are interested in different sections and specific items and most likely will have different interpretations of the information be- ing viewed. It is most likely that different readers of financial statements may arrive at different conclusions based on the results of their analysis. Comparative horizontal analysis as demonstrated in this chapter is one tech- nique used to analyze financial statements. This involves putting two consecu- tive balance sheets or two consecutive income statements side by side and showing the changes in numerical value and the percentage that change repre- sents for each line item, subtotals, and totals. The analysis will conclude with an interpretation of the results. The general equation is: (Period 2 ؊ Period 1) ؍ $ Change / Period 1 ؍ % Change Common-size vertical analysis of financial statements requires only one bal- ance sheet or one income statement. A common-size vertical analysis of a bal- ance sheet will express each item, subtotal, and total as a percentage of total assets. A common-size vertical analysis of an income statement will divide each item (except cost of sales), subtotal, and total appearing in the income statement by total sales revenue, which expresses the percentage of each element as a per- centage of total sales revenue. Cost of sales is normally divided by its respec- tive sales revenue. Revenue item / Total sales revenue ؍ % of total sales revenue or Cost item / Total sales revenue ؍ % of total sales revenue and Cost of sales food / Sales revenue food ؍ % of food sales revenue or Cost of sales beverage / Sales revenue beverage ؍ % of beverage sales revenue 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 118 DISCUSSION QUESTIONS 119 Another useful approach in the evaluation of an income statement is to find the average check per guest for each sales division, cost per guest by items, and operating income and net income (after tax) figures on an average per-guest basis. Sales revenue / Guests ؍ Average sales revenue per guest Cost item / Guests ؍ Average cost per guest Operating income / Guests ؍ Average operating income per guest Trend results are similar to comparative and common-size statements, ex- cept that they show figures for several successive periods, showing the change in dollars and the percentage change from each period to the next: Current period ؊ Last period ؍ $ Change / Last period ؍ Trend % A refinement of the raw trend percentage figures is a trend index. A trend index begins with the assignment of a 100 (or 100%) for the first period, which is the base period, monthly, quarterly, or yearly. Subsequent periods of sales rev- enue or cost figures are expressed as a percentage of the sales revenue or cost figures used in the first period. Trend index numbers are calculated as follows: (Subsequent period / Base period) ؋ 100 ؍ Trend index When analyzing financial results for two or more successive years, infla- tion implications should be considered. To convert previous historical period dollars into current period dollars, an appropriate trend index can be used: Historic dollars ؋؍Current dollars Index number current period ᎏᎏᎏᎏ Index number historic period DISCUSSION QUESTIONS 1. Explain what items a stockholder reading a financial statement might be in- terested in that are different from the manager of the enterprise. 2. What is comparative horizontal balance sheet analysis? 3. Discuss absolute and relative changes with reference to comparative hori- zontal financial statement analysis. 4. Why are differences between two comparative statements frequently better shown in percentages rather than only in dollars? 5. What is the objective of common-size vertical income statements? 6. How is average sales revenue per guest calculated? 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 119 120 CHAPTER 3 ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS 7. Why are trend results often more meaningful than a comparison limited to two successive accounting periods? 8. How is a trend index calculated? 9. In inflationary times, why is comparative analysis and a trend index misleading? 10. What is the equation for converting past historic period dollars to current period dollars? ETHICS SITUATION A restaurant manager has received a bonus for each of the past five years based on increases in sales revenue that have averaged about 5 percent over the pre- vious year. The restaurant owner asked to have the sales revenue figures for the last five years adjusted for inflation and the manager has an accountant adjust the figures. On reviewing the results, the manager notices that sales revenues have remained virtually flat and in one year, sales revenues actually declined slightly. Before submitting the adjusted figures to the owner, the manager de- cides to change them to show that sales revenue increases averaged approxi- mately 3 percent a year. By changing the adjusted figures, the manager hopes to show the owner the annual bonuses were justified. Discuss the ethics of this situation. EXERCISES E3.1 A restaurant owner expressed concern about the changes in the cash, credit card receivables, and food and beverage inventories accounts in the months of July and August of the current year. He wants you to show him the dol- lar changes and the percentage of change for each of these accounts us- ing comparative horizontal analysis. July August Cash $ 8,880 $ 7,104 Credit card receivables 1,240 1,984 Food inventories 4,480 6,272 Beverage inventories ᎏᎏ 2 ᎏ , ᎏ 2 ᎏ 2 ᎏ 0 ᎏᎏᎏ 1 ᎏ , ᎏ 8 ᎏ 8 ᎏ 7 ᎏ Total current assets $ ᎏ ᎏ 1 ᎏ ᎏ 6 ᎏ ᎏ , ᎏ ᎏ 8 ᎏ ᎏ 2 ᎏ ᎏ 0 ᎏ ᎏ $ ᎏ ᎏ 1 ᎏ ᎏ 7 ᎏ ᎏ , ᎏ ᎏ 2 ᎏ ᎏ 4 ᎏ ᎏ 7 ᎏ ᎏ E3.2 Complete a common-size vertical analysis for the months of July and August using E3.1’s data. 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 120 E3.3 Complete a common-size vertical analysis of the condensed income state- ment presented below. Condensed Income Statement Sales revenue $480,000 Cost of sales ᎏ 2 ᎏ 0 ᎏ 3 ᎏ , ᎏ 6 ᎏ 0 ᎏ 0 ᎏ Gross margin $276,400 Operating expenses ᎏ 2 ᎏ 0 ᎏ 2 ᎏ , ᎏ 4 ᎏ 0 ᎏ 0 ᎏ Operating income $ ᎏ ᎏ ᎏ ᎏ 7 ᎏ ᎏ 4 ᎏ ᎏ , ᎏ ᎏ 0 ᎏ ᎏ 0 ᎏ ᎏ 0 ᎏ ᎏ E3.4 A room’s operation had an average room rate of $48.00 in the first year, $44.00 in Year 2, and $53.00 in Year 3. Establish a trend index starting with the average room rate for the first year and determine the index num- bers for Year 2 and Year 3. E3.5 Based on the following, determine the average check per guest. Sales Revenue Guests Dining room $128,880 9,206 Bar–Lounge $ 66,586 5,202 E3.6 Based on the following, determine the average cost of sales revenue per guest. Cost of Sales Revenue Guests Dining room $51,552 9,206 Bar–Lounge $22,386 5,202 E3.7 The following data from a restaurant operation show a partially completed comparative income statement analysis for two consecutive years. Deter- mine and fill in the missing values and percentages. Changes Year 0003 Year 0004 Dollars % Sales revenue $23,502 $ ϩ1,110 Cost of sales revenue Ϫ ᎏ ᎏ 9 ᎏ , ᎏ 2 ᎏ 0 ᎏ 8 ᎏ Ϫ ᎏ ᎏ 9 ᎏ ᎏ , ᎏ 4 ᎏ 3 ᎏ 8 ᎏ ᎏᎏᎏᎏᎏᎏ ϩ ᎏ 2 ᎏ . ᎏ 5 ᎏ % ᎏ Gross margin $ $ $ Direct costs Ϫ ᎏ 1 ᎏ 0 ᎏ , ᎏ 2 ᎏ 0 ᎏ 2 ᎏ ᎏᎏᎏ ᎏᎏᎏᎏᎏᎏ ϩ ᎏ 1 ᎏ , ᎏ 4 ᎏ 2 ᎏ 0 ᎏ ᎏᎏᎏᎏᎏᎏ Contributory income $ $ 3,552 Indirect costs Ϫ ᎏ ᎏ 2 ᎏ ᎏ , ᎏ 4 ᎏ 7 ᎏ 7 ᎏ ᎏᎏᎏ ᎏᎏᎏᎏᎏᎏ ᎏᎏᎏᎏᎏᎏ Ϫ ᎏ 3 ᎏ . ᎏ 0 ᎏ % ᎏ Operating income $ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ $ ᎏ ᎏ ᎏ ᎏ 1 ᎏ ᎏ , ᎏ ᎏ 1 ᎏ ᎏ 4 ᎏ ᎏ 9 ᎏ ᎏ $ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ ᎏ EXERCISES 121 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 121 122 CHAPTER 3 ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS E3.8 Sales revenue for a restaurant operation is given for the months of March, April, and May of Year 0004. The index numbers are stated for each month. Convert March, April, and May to current dollars. Round answers to the nearest dollar. Year 0004 Sales Revenue Index Number March $38,000 110 April $40,000 112 March $44,000 115 PROBLEMS P3.1 Present in the proper form a comparative horizontal analysis of the cor- porate balance sheet shown below. Comment on any items of difference that you consider significant. ASSETS Year 0004 Year 0005 Current Assets Cash $ 11,300 $ 15,400 Credit card receivables 3,900 6,300 Accounts receivable 11,700 18,900 Vending inventories 7,800 8,400 Prepaid expenses ᎏᎏᎏ 3 ᎏ , ᎏ 9 ᎏ 0 ᎏ 0 ᎏ ᎏᎏᎏ 4 ᎏ , ᎏ 1 ᎏ 0 ᎏ 0 ᎏ Total Current Assets $ 38,600 $ 53,100 PROPERTY PLANT AND EQUIPMENT Land $ 81,200 $ 81,200 Building 758,100 795,300 Furnishings 83,712 93,412 Equipment 90,688 90,688 Accumulated depreciation ( 315,500) ( 335,800) Glassware, linen inventories ᎏᎏ 1 ᎏ 2 ᎏ , ᎏ 2 ᎏ 0 ᎏ 0 ᎏᎏᎏ 1 ᎏ 5 ᎏ , ᎏ 3 ᎏ 0 ᎏ 0 ᎏ Total Property & Equipment (net) $ ᎏ 7 ᎏ 1 ᎏ 0 ᎏ , ᎏ 4 ᎏ 0 ᎏ 0 ᎏ $ ᎏ 7 ᎏ 4 ᎏ 0 ᎏ , ᎏ 1 ᎏ 0 ᎏ 0 ᎏ Total Assets $ ᎏ ᎏ 7 ᎏ ᎏ 4 ᎏ ᎏ 9 ᎏ ᎏ , ᎏ ᎏ 0 ᎏ ᎏ 0 ᎏ ᎏ 0 ᎏ ᎏ $ ᎏ ᎏ 7 ᎏ ᎏ 9 ᎏ ᎏ 3 ᎏ ᎏ , ᎏ ᎏ 2 ᎏ ᎏ 0 ᎏ ᎏ 0 ᎏ ᎏ LIABILITIES & STOCKHOLDERS’ EQUITY Current Liabilities Accounts payable $ 9,100 $ 12,200 Accrued expenses payable 4,200 4,900 Taxes payable 12,400 15,500 Current portion, mortgage payable ᎏᎏ 1 ᎏ 3 ᎏ , ᎏ 6 ᎏ 0 ᎏ 0 ᎏᎏᎏ 1 ᎏ 1 ᎏ , ᎏ 2 ᎏ 0 ᎏ 0 ᎏ Total Current Liabilities $ 39,300 $ 43,800 (continued) 4259_Jagels_03.qxd 4/14/03 9:33 AM Page 122 [...]... Expenses Departmental Operating Income P3.8 August $11 ,30 0 75,900 5,500 53, 400 66,200 ᎏᎏᎏᎏᎏᎏᎏ $75,800 11,400 3, 200 5 ,30 0 4,900 9,600 ᎏᎏᎏᎏᎏᎏᎏ $212 ,30 0 ( 68,100) ᎏᎏᎏᎏᎏᎏᎏᎏ $144,200 ᎏᎏᎏᎏᎏᎏᎏᎏ ( 110,200) ᎏᎏᎏᎏᎏᎏᎏᎏ $ 34 ,000 ᎏᎏᎏᎏᎏᎏᎏᎏ September $ 9,000 63, 700 4,100 48,700 70,500 ᎏᎏᎏᎏᎏᎏᎏ $71,100 10,700 3, 000 4,900 4,700 8,800 ᎏᎏᎏᎏᎏᎏᎏ $196,000 ( 63, 900) ᎏᎏᎏᎏᎏᎏᎏᎏ $ 132 ,100 ᎏᎏᎏᎏᎏᎏᎏᎏ ( 1 03, 200) ᎏᎏᎏᎏᎏᎏᎏᎏ $ 28,900 ᎏᎏᎏᎏᎏᎏᎏᎏ... Franchise expense (if applicable) Total operating expenses Operating income (before tax) High (%) 70.0 20.0 80.0 30 .0 100% 30 .0% 23. 0% 35 .0% 56.0% 44.0% 38 .0% 44.0% 65.0% 26.0% 2.0% 3. 0% 1.0% 1.5% 0.5% 1.0% 0 .3% 0 .3% 0.5% 0.7% 2.0% 3. 0% 1.0% 4.5% 0.5% 0.8% 0 .3% 2.0% 3. 0% ᎏᎏᎏᎏᎏᎏ 51.5% ᎏᎏᎏᎏᎏ 1.5% ᎏᎏᎏᎏᎏ 31 .0% 6.0% 5.0% 2.0% 2.0% 1.0% 2.0% 0.5% 0.5% 2.0% 2.5% 4.0% 6.0% 2.0% 7.0% 1.5% 1.0% 1.0% 2.8% 8.0% ᎏᎏᎏᎏᎏᎏ... Income Before Interest and Income Tax Interest expense Income before income tax Income tax (@ 32 %) Net Income $1,175,200 ( 39 4,800) ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ $ 780,400 $30 5,100 117 ,30 0 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 60,280 17,088 27,222 21,100 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 43, 334 11,750 82,064 ᎏᎏᎏᎏᎏᎏᎏᎏ ( 422,400) ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ $ 35 8,000 ( 125,690) ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ $ 232 ,31 0 ( 137 ,148) ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ $ 95,162 ( 26,044) ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ $ 69,118 ( 22,118) ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ $ 47,000 ᎏᎏᎏᎏᎏᎏᎏᎏᎏᎏ... Stockholders’ Equity Year 0004 $ 18,500 9,807 5,9 83 15,400 12,880 10,800 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 73, 370 ᎏᎏᎏᎏᎏᎏᎏᎏ ᎏᎏᎏᎏᎏᎏᎏᎏ $ 29,400 11,208 6,882 2,000 14,700 14,900 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 79,090 ᎏᎏᎏᎏᎏᎏᎏᎏ ᎏᎏᎏᎏᎏᎏᎏᎏ $ 60,500 828,400 114,900 75, 730 ( 33 0,100) 16,600 ᎏᎏᎏᎏᎏᎏᎏᎏ $766, 030 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 839 ,400 ᎏᎏᎏᎏᎏᎏᎏᎏ ᎏᎏᎏᎏᎏᎏᎏᎏ $ 60,500 884,400 157,900 81,110 ( 422,000) 18 ,30 0 ᎏᎏᎏᎏᎏᎏᎏᎏ $780,210 ᎏᎏᎏᎏᎏᎏᎏᎏ $859 ,30 0 ᎏᎏᎏᎏᎏᎏᎏᎏ ᎏᎏᎏᎏᎏᎏᎏᎏ $ 19,200 4,200 12,400... $154 ,30 0 Ϫ 60,200 ᎏᎏᎏᎏᎏᎏᎏ $ 94,100 ᎏᎏᎏᎏᎏᎏᎏᎏ $45,600 12,700 4,500 ᎏᎏᎏᎏᎏᎏᎏ $ 6,500 2,000 3, 200 ᎏᎏᎏᎏᎏᎏᎏ Ϫ 62,800 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 31 ,30 0 Ϫ 11,700 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 19,600 ᎏᎏᎏᎏᎏᎏᎏᎏ $206,100 Ϫ 78,900 ᎏᎏᎏᎏᎏᎏᎏᎏ $127,200 ᎏᎏᎏᎏᎏᎏᎏᎏ $70,400 16,800 6,100 ᎏᎏᎏᎏᎏᎏᎏ $ 9,000 3, 000 3, 600 ᎏᎏᎏᎏᎏᎏᎏ Ϫ 93, 300 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 33 ,900 Ϫ 15,600 ᎏᎏᎏᎏᎏᎏᎏᎏ $ 18 ,30 0 ᎏᎏᎏᎏᎏᎏᎏᎏ The owners of the restaurants are concerned that restaurant B reports higher... Food Cost Accounts Receivable 1 2 3 4 5 6 $201,100 $226,800 $ 238 ,900 $248,400 $260,700 $265,900 $60,200 $72,500 $81,400 $84,200 $90,600 $ 93, 200 $20,800 $25,100 $26,900 $28,100 $31 ,30 0 $33 ,400 For each of the three items, calculate trend percentages Using the results from this analysis, discuss whether or not the situation developing for this restaurant is desirable P3. 13 Assume that appropriate general... analysis P3.11 You have the following information about Hotshot Hotel’s dining room for the months of October and November: PROBLEMS October Guests November Guests Food sales Beverage sales Total Sales $ 85, 432 $ 33 ,249 ᎏᎏᎏᎏᎏᎏᎏᎏ $118,681 2,748 2,542 ᎏᎏᎏᎏᎏ 5,290 $ 81,718 $ 37 ,555 ᎏᎏᎏᎏᎏᎏᎏᎏ $119,2 73 2,645 2,444 ᎏᎏᎏᎏᎏ 5,089 Food cost Beverage cost Labor cost Other costs Total Expenses $ 32 ,525 $ 10,000 $ 32 ,35 2... restaurant, and comment on the results P3.5 The sales revenue, food cost of sales, and guests served for a small fastfood carryout division of a restaurant for the past six months are given below Month Sales Revenue Cost of Sales, Food Guests Served 1 2 3 4 5 6 $258,200 274,800 285,600 289,400 298 ,30 0 30 4,600 $ 96,200 104 ,30 0 110,500 1 13, 100 118,900 1 23, 700 10,200 10,400 10 ,30 0 10,100 10,400 10,500 For each... 0004 Year 0005 $4 23, 500 ᎏᎏᎏᎏᎏᎏᎏᎏ $462,800 $412 ,30 0 ᎏᎏᎏᎏᎏᎏᎏᎏ $456,100 $125,200 161,000 ᎏᎏᎏᎏᎏᎏᎏᎏ $286,200 ᎏᎏᎏᎏᎏᎏᎏᎏ $749,000 ᎏᎏᎏᎏᎏᎏᎏᎏ $145,200 191,900 ᎏᎏᎏᎏᎏᎏᎏᎏ $33 7,100 ᎏᎏᎏᎏᎏᎏᎏᎏ $7 93, 200 ᎏᎏᎏᎏᎏᎏᎏᎏ (con’d) Long-Term Liabilities Mortgage payable Total Liabilities Stockholders’ Equity Capital stock Retained earnings Total Stockholders’ Equity Total Liabilities & Stockholders’ Equity P3.2 P3 .3 Using the information... six periods referred to in Problem 3. 12 Period Revenue Index Cost Index 1 2 3 4 5 6 107.0 114.0 121.0 130 .0 144.0 147.0 121.0 125.0 131 .0 137 .0 144.0 151.0 Convert the historic dollars of revenue and the historic dollars of cost of sales in Problem 3. 12 to current dollars and discuss the results 127 128 CHAPTER 3 ANALYSIS AND INTERPRETATION OF FINANCIAL STATEMENTS P3.14 A motel had the following annual . follows: 4259_Jagels_ 03. qxd 4/14/ 03 9 :33 AM Page 1 13 Sales Revenue Liquor Liquor Period Revenue Index Cost Cost Index 1 $25,000 100 $ 7,500 100.0 2 30 ,000 120 9,200 122.7 3 33, 000 132 10 ,30 0 137 .3 4 35 ,000. tax) ᎏ ᎏ 1 ᎏ ᎏ . ᎏ ᎏ 5 ᎏ ᎏ % ᎏ ᎏ 1 ᎏ ᎏ 2 ᎏ ᎏ . ᎏ ᎏ 0 ᎏ ᎏ % ᎏ ᎏ CASE 3 129 4259_Jagels_ 03. qxd 4/14/ 03 9 :33 AM Page 129 4259_Jagels_ 03. qxd 4/14/ 03 9 :33 AM Page 130 RATIO ANALYSIS INTRODUCTION CHAPTER 4 The preceding. mortgage payable ᎏᎏ 1 ᎏ 3 ᎏ , ᎏ 6 ᎏ 0 ᎏ 0 ᎏᎏᎏ 1 ᎏ 1 ᎏ , ᎏ 2 ᎏ 0 ᎏ 0 ᎏ Total Current Liabilities $ 39 ,30 0 $ 43, 800 (continued) 4259_Jagels_ 03. qxd 4/14/ 03 9 :33 AM Page 122 PROBLEMS 1 23 LIABILITIES &