It is April 2021 and you, an aspiring CPA, have just met with Jasleen Babra. Jasleen...

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It is April 2021 and you, an aspiring CPA, have just met with Jasleen Babra. Jasleen has setup and is the current owner of a bike manufacturing company, Vaughan Bikes Inc. (VBI) is based out of Toronto, ON, and is looking for advice on the company's strategic direction going forward. VBI was founded a number of in 2015 when, following her passion, Jasleen was taught by her mum how to make bicycle frames from scratch. Jasleen started out making bikes for friends and family, and was surprised to discover that they loved the product she was creating. She pursued this further by starting her own bicycle business out of a small industrial shop in her hometown. As VBI grew, Jasleen tried to ensure that the business stays true to its vision, mission, and values, outlined in Appendix I. The company's bicycles are called Cruiserz and initially started of with just one type of bicycle. As time went on Jasleen was able to develop a and VBI now makes three models of Cruiserz Standard, Performance and Elite. All of the models were designed to exploit the unique metal machining techniques originally developed by Jasleen. In addition to complete bicycles, the company also sells Ultra frame sets - units that comprise only a frame and fork, with no added components. Unique features of the Cruiserz include light-frame tubing and the ability to use tires as wide as 7.5 centimetres on 74-centimetre rims. The large diameter and extremely wide tires roll óver obstacles more easily and provide greater stability in sand and snoW. Customer feedback has been extremely positive. On the company's blog, Cruiserz owners frequently comment that the bikes offer amazing value relative increased since the bikes were introduced five years ago. However, some Cruiserz fans have speculated that it iİs just a matter of time before an offshore bicycle maker notices the appeal of Cruiserz and introduces an even cheaper substitute. Jasleen has not patented her designs due to the upfront expense, and she feels that it is too easy to circumvent a patent and therefore not worth the money. their prices, which have not Despite operating at capacity, VBI is experiencing losses and cash flow problems (see Appendix II). Jasleen told you that she has just talked to her banker about securing additional funding for VBI to support the expected growth, and that the bank will not increase VBI's operating line of credit at ther time. However, because of the steady stream of orders and customer accolades, Jasleen believes that the market will continue to expand and that, ultimately, she will be very successful. From a strategic standpoint, Jasleen sees three potential options for her business: 1. Organic growth: Increase current capacity and grow organically, maintaining the core of the business as is (Appendix II). 2. Retail store agreement: Begin selling to big-box retail stores. Two chain stores are interested in retailing VBI's products (Appendix IV). 3. Mountain High Bikes partnership: Partner with a similar company to expand the business. Jasleen has identified a potential opportunity with Mountain High Bikes, a similar company that has additional capacity (Appendix V). Jasleen has realized that before making a decision, she needs to consider the riskiness of each alternative and its forecasted profitability. Jasleen would like you to analyze each of the three alternatives from both a qualitative and quantitative perspective. Next, Jasleen would like you to consider the fit of each alternative with VBI's Vision, mission, and values, and provide an overall recommendation for VBI based on your complete analysiS. Jasleen would like to earn a rate of return of approximately 10%. three alternatives from both a qualitative and quantitative perspective. Next, Jasleen would like you to consider the fit of each alternative with VBI's vision, missic provide an overall recommendation for VBI based on your complete analysis. Jasleen would like to earn a rate of return of approximately 10%. Your response should be no longer than 2,400 words, excluding any Excel files. Appendix I VBI's vision, mission, and values Vision To be an iconic provider of high-quality, Canadian-made bikes. Mission To continuously deliver value to customers by: manufacturing and delivering high-quality bicycles at reasonable prices • using innovative materials to create a product that our competitors can't match employing sustainable business practices that respect our natural environment Values • Commitment to customer satisfaction: We will put the needs of our customers first to deliver the ultimate in value and consumer happiness. • Respect for our employees: We will ensure our employees feel valued and treated with respect at all times by providing a safe and enjoyable working environment. Family owned and operated: We will keep the business in the family, and as a family-run business we will take pride in the products we manufacture. • Committed to community: We will never forget where we were founded, and we will always look for ways to give back to the community that has helped us grow. Appendix II VBI financial information Production data and income statement (unaudited) For the 12 months ending June 30, 2020 Revenue and costs per unit Standard Elite Sport 525 Performance Total Hours available 2,450 1,750 750 Direct labour hours/unit 35 35 35 30 Revenue Unit price $1,800 $2,450 $2,750 $1,350 Cost of goods sold per unit Frame tubing 160 160 300 300 Parts kits 855 1,300 1,800 Materials? 40 40 75 75 Direct labour cost 700 700 700 600 Overhead cost 70 70 70 60 Gross margin/unit $(25) $180 $(195) $315 Units sold 70 50 15 25 (1,750) 9,000 (2,925) 7,875 12,200 4. Selling costs General and admin expenses 4,500 19,500 Pre-tax profit (loss) $(11,800) Revenue Unit price $1,800 $2,450 $2,750 $1,350 Cost of goods sold per unit Frame tubing 160 160 300 Parts kits 300 855 1,300 1,800 Materials? 40 40 75 75 Direct labour cost 700 700 700 600 Overhead cost 70 70 70 60 Gross margin/unit $(25) $180 $(195) $315 Units sold 70 50 15 25 (1,750) 9,000 (2,925) 7,875 12,200 Selling costs4 General and admin expenses 4,500 19,500 Pre-tax profit (loss) $(11,800) Notes: 1. Jasleen and Bill are currently working at capacity, and total labour hours worked cannot be increased. 2. Consists of paint, clear coat, and decals. 3. Small parts, maintenance, and so on are applied on the basis of direct labour hours. Assume all costs are variable. 4. Includes costs for website hosting, utilities, travel to bike trade shows, and so on. 5. Includes interest, Diane Shackelton's salary, and so on. Appendix III VBI operations and organic growth Employees Diane Shackelton (Jasleen's wife) works part time as the order taker/bookkeeper at a salary of $14,000 per year. Diane is risk averse and looking to support her husband while makin stable decisions for her family. Bill Cullen is the only other employee. She is an experienced metalworker and is Jasleen's indispensable assistant. Bike production The main appeal of the Cruiserz is the careful attention VBI pays to all details of production. It is Jasleen's policy to inspect and sign each frame personally to denote its authenticity Jasleen and Bill are currently working full-time with no additional capacity. Jasleen and Bill's working hours are the bottleneck in production and are the main constraint. Jasleen believes that the production hours required per bike could be reduced by 40% if VBI created a more efficient workspace and segregated tasks that are not directly related to manufacturing. VBI would need to double the shop space as well as hire a third employee for tasks such as unpacking inventory and cleaning up the shop. Early indications are that Jasleen could lease a building with double the space for an additional $1,000 per month. The cost of a third employee is estimated to be $2,000 per month. Moving to a new location anc expanding production would require a significant cash infusion. Although VBI has only úsed a website and word of mouth as marketing tools, Jasleen and Bill have been overwhelmed by the number of orders VBI receives. Given the built-up demand for Cruiserz, Jasleen feels that it's time to increase the price by 10%. Even with the price increase, Jasleen estimates VBI would be able to sell as many bikes as it can produce. Appendix IV Retail store agreement The retail store agreements being considered by Jasleen include the following five-year contracts: • Specialty bicycle retailer: Contract to purchase 500 Ultra frame sets each year at a price of $550 each • Sporting goods chain: Contract to purchase 1,000 Entrée and 1,000 Dlux bikes each year at $1,200 (Entrée) and $1,650 (Dlux) each In order to reduce costs and produce the volumes required, Jasleen would.need to outsource Cruiserz production to China. Chinese manufacturers could make each model for the following costs: Entrée: $1,100, Dlux: $1,500, and Ultra frame sets: $400 (including the cost of freight to deliver to the retailers). Business practices employed and manufacturing processes are at the discretion of the Chinese manufacturer. Konul Aliyeva Appendix IV Retail store agreement The retail store agreements being considered by Jasleen include the following five-year contracts: Specialty bicycle retailer: Contract to purchase 500 Ultra frame sets each year at a price of $550 each Sporting goods chain: Contract to purchase 1,000 Entrée and 1,000 Dlux bikes each year at $1,200 (Entrée) and $1,650 (Dlux) each In order to reduce costs and produce the volumes required, Jasleen would need to outsource Cruiserz production to China. Chinese manufacturers could make each model for the following costs: Entrée: $1,100, Dlux: $1,500, and Ultra frame sets: $400 (including the cost of freight to deliver to the retailers). Business practices employed and manufacturing processes are at the discretion of the Chinese manufacturer. Jasleen would continue to assemble the Ultra model himself in order to stay busy. She estimates that she and Bill could build 155 Ultra bicycles and sell them to customers at the existing price of $2,750 per bike. They would use VBI's existing facilities to do ther. Jasleen does not believe the agreement will be renewed after the five-year period. She has heard that once the products are manufactured in China, designs are likely to be copied, and therefore competitors will likely enter the market offering lower prices that VBI will be unable to compete with. If VBI pursues ther option, Jasleen plans to close the business after the five year contract period. Appendix V Mountain High Bikes partnership Mountain High Bikes background Mountain High Bikes (Mountain High) is a small manufacturer based out of Kelowna, BC, that produces high-performance mountain bikes and sells them through specialty bike shops in Canada. Mountain High is doing well, but the owner, Laurie King, would like to increase the breadth of the company's product line by entering into a partnership with VBI. Production facility Although the production processes and materials for the two bicycle companies are different, Laurie is willing to provide some financing for the expansion plans and share her modern production facility, which is located in the same city as VBI. Under the terms of the proposed agreement, Laurie would maintain VBI's overhead costs at $2/direct labour hour as well as help VBI gain a foothold in specialty bike shops across Canada. Laurie is confident that the access to improved production equipment and paint facilities would reduce the direct labour hours by 50% from current. Additionally, Diane would no longer need to be paid by VBI. Mountain High would maintain the same labour constraint as currently exists at VBI due to their other production commitments. Jasleen would still plan to implement a 10% increase in the price of all bicycles under ther option. Compensation to Mountain High are at the discretion of the Chinese manufacturer. Jasleen would continue to assemble the Ultra model himself in order to stay busy. She estimates that she and Bill could build 155 Ultra bicycles and sell them to customers at the existing price of $2,750 per bike. They would use VBI's existing facilities to do ther. Jasleen does not believe the agreement will be renewed after the five-year period. She has heard that once the products are manufactured in China, designs are likely to be copied, anc therefore competitors will likely enter the market offering lower prices that VBI will be unable to compete with. If VBI pursues ther option, Jasleen plans to close the business after the five-year contract period. Appendix V Mountain High Bikes partnership Mountain High Bikes background Mountain High Bikes (Mountain High) is a small manufacturer based out of Kelowna, BC, that produces high-performance mountain bikes and sells them through specialty bike shops in Canada. Mountain High is doing well, but the owner, Laurie King, would like to increase the breadth of the company's product line by entering into a partnership with VBI. Production facility Although the production processes and materials for the two bicycle companies are different, Laurie is willing to provide some financing for the expansion plans and share her modern production facility, which is located in the same city as VBI. Under the terms of the proposed agreement, Laurie would maintain VBI's overhead costs at $2/direct labour hour as well as help VBl gain a foothold in specialty bike shops across Canada. Laurie is confident that the access to improved production equipment and paint facilities would reduce the direct labour hours by 50% from current. Additionally, Diane would no longer need to be paid by VBI. Mountain High would maintain the same labour constraint as currently exists at VBI due to their other production commitments. Jasleen would still plan to implement a 10% increase in the price of all bicycles under ther option. Compensation to Mountain High Under the arrangement with Mountain High, Jasleen would transfer 10% of the ownership in VBI to Laurie in each of the five years of the agreement; at the end of the five-year period, Laurie would own 50% of VBI and share equally in the business and its profits. Submission status It is April 2021 and you, an aspiring CPA, have just met with Jasleen Babra. Jasleen has setup and is the current owner of a bike manufacturing company, Vaughan Bikes Inc. (VBI) is based out of Toronto, ON, and is looking for advice on the company's strategic direction going forward. VBI was founded a number of in 2015 when, following her passion, Jasleen was taught by her mum how to make bicycle frames from scratch. Jasleen started out making bikes for friends and family, and was surprised to discover that they loved the product she was creating. She pursued this further by starting her own bicycle business out of a small industrial shop in her hometown. As VBI grew, Jasleen tried to ensure that the business stays true to its vision, mission, and values, outlined in Appendix I. The company's bicycles are called Cruiserz and initially started of with just one type of bicycle. As time went on Jasleen was able to develop a and VBI now makes three models of Cruiserz Standard, Performance and Elite. All of the models were designed to exploit the unique metal machining techniques originally developed by Jasleen. In addition to complete bicycles, the company also sells Ultra frame sets - units that comprise only a frame and fork, with no added components. Unique features of the Cruiserz include light-frame tubing and the ability to use tires as wide as 7.5 centimetres on 74-centimetre rims. The large diameter and extremely wide tires roll óver obstacles more easily and provide greater stability in sand and snoW. Customer feedback has been extremely positive. On the company's blog, Cruiserz owners frequently comment that the bikes offer amazing value relative increased since the bikes were introduced five years ago. However, some Cruiserz fans have speculated that it iİs just a matter of time before an offshore bicycle maker notices the appeal of Cruiserz and introduces an even cheaper substitute. Jasleen has not patented her designs due to the upfront expense, and she feels that it is too easy to circumvent a patent and therefore not worth the money. their prices, which have not Despite operating at capacity, VBI is experiencing losses and cash flow problems (see Appendix II). Jasleen told you that she has just talked to her banker about securing additional funding for VBI to support the expected growth, and that the bank will not increase VBI's operating line of credit at ther time. However, because of the steady stream of orders and customer accolades, Jasleen believes that the market will continue to expand and that, ultimately, she will be very successful. From a strategic standpoint, Jasleen sees three potential options for her business: 1. Organic growth: Increase current capacity and grow organically, maintaining the core of the business as is (Appendix II). 2. Retail store agreement: Begin selling to big-box retail stores. Two chain stores are interested in retailing VBI's products (Appendix IV). 3. Mountain High Bikes partnership: Partner with a similar company to expand the business. Jasleen has identified a potential opportunity with Mountain High Bikes, a similar company that has additional capacity (Appendix V). Jasleen has realized that before making a decision, she needs to consider the riskiness of each alternative and its forecasted profitability. Jasleen would like you to analyze each of the three alternatives from both a qualitative and quantitative perspective. Next, Jasleen would like you to consider the fit of each alternative with VBI's Vision, mission, and values, and provide an overall recommendation for VBI based on your complete analysiS. Jasleen would like to earn a rate of return of approximately 10%. three alternatives from both a qualitative and quantitative perspective. Next, Jasleen would like you to consider the fit of each alternative with VBI's vision, missic provide an overall recommendation for VBI based on your complete analysis. Jasleen would like to earn a rate of return of approximately 10%. Your response should be no longer than 2,400 words, excluding any Excel files. Appendix I VBI's vision, mission, and values Vision To be an iconic provider of high-quality, Canadian-made bikes. Mission To continuously deliver value to customers by: manufacturing and delivering high-quality bicycles at reasonable prices • using innovative materials to create a product that our competitors can't match employing sustainable business practices that respect our natural environment Values • Commitment to customer satisfaction: We will put the needs of our customers first to deliver the ultimate in value and consumer happiness. • Respect for our employees: We will ensure our employees feel valued and treated with respect at all times by providing a safe and enjoyable working environment. Family owned and operated: We will keep the business in the family, and as a family-run business we will take pride in the products we manufacture. • Committed to community: We will never forget where we were founded, and we will always look for ways to give back to the community that has helped us grow. Appendix II VBI financial information Production data and income statement (unaudited) For the 12 months ending June 30, 2020 Revenue and costs per unit Standard Elite Sport 525 Performance Total Hours available 2,450 1,750 750 Direct labour hours/unit 35 35 35 30 Revenue Unit price $1,800 $2,450 $2,750 $1,350 Cost of goods sold per unit Frame tubing 160 160 300 300 Parts kits 855 1,300 1,800 Materials? 40 40 75 75 Direct labour cost 700 700 700 600 Overhead cost 70 70 70 60 Gross margin/unit $(25) $180 $(195) $315 Units sold 70 50 15 25 (1,750) 9,000 (2,925) 7,875 12,200 4. Selling costs General and admin expenses 4,500 19,500 Pre-tax profit (loss) $(11,800) Revenue Unit price $1,800 $2,450 $2,750 $1,350 Cost of goods sold per unit Frame tubing 160 160 300 Parts kits 300 855 1,300 1,800 Materials? 40 40 75 75 Direct labour cost 700 700 700 600 Overhead cost 70 70 70 60 Gross margin/unit $(25) $180 $(195) $315 Units sold 70 50 15 25 (1,750) 9,000 (2,925) 7,875 12,200 Selling costs4 General and admin expenses 4,500 19,500 Pre-tax profit (loss) $(11,800) Notes: 1. Jasleen and Bill are currently working at capacity, and total labour hours worked cannot be increased. 2. Consists of paint, clear coat, and decals. 3. Small parts, maintenance, and so on are applied on the basis of direct labour hours. Assume all costs are variable. 4. Includes costs for website hosting, utilities, travel to bike trade shows, and so on. 5. Includes interest, Diane Shackelton's salary, and so on. Appendix III VBI operations and organic growth Employees Diane Shackelton (Jasleen's wife) works part time as the order taker/bookkeeper at a salary of $14,000 per year. Diane is risk averse and looking to support her husband while makin stable decisions for her family. Bill Cullen is the only other employee. She is an experienced metalworker and is Jasleen's indispensable assistant. Bike production The main appeal of the Cruiserz is the careful attention VBI pays to all details of production. It is Jasleen's policy to inspect and sign each frame personally to denote its authenticity Jasleen and Bill are currently working full-time with no additional capacity. Jasleen and Bill's working hours are the bottleneck in production and are the main constraint. Jasleen believes that the production hours required per bike could be reduced by 40% if VBI created a more efficient workspace and segregated tasks that are not directly related to manufacturing. VBI would need to double the shop space as well as hire a third employee for tasks such as unpacking inventory and cleaning up the shop. Early indications are that Jasleen could lease a building with double the space for an additional $1,000 per month. The cost of a third employee is estimated to be $2,000 per month. Moving to a new location anc expanding production would require a significant cash infusion. Although VBI has only úsed a website and word of mouth as marketing tools, Jasleen and Bill have been overwhelmed by the number of orders VBI receives. Given the built-up demand for Cruiserz, Jasleen feels that it's time to increase the price by 10%. Even with the price increase, Jasleen estimates VBI would be able to sell as many bikes as it can produce. Appendix IV Retail store agreement The retail store agreements being considered by Jasleen include the following five-year contracts: • Specialty bicycle retailer: Contract to purchase 500 Ultra frame sets each year at a price of $550 each • Sporting goods chain: Contract to purchase 1,000 Entrée and 1,000 Dlux bikes each year at $1,200 (Entrée) and $1,650 (Dlux) each In order to reduce costs and produce the volumes required, Jasleen would.need to outsource Cruiserz production to China. Chinese manufacturers could make each model for the following costs: Entrée: $1,100, Dlux: $1,500, and Ultra frame sets: $400 (including the cost of freight to deliver to the retailers). Business practices employed and manufacturing processes are at the discretion of the Chinese manufacturer. Konul Aliyeva Appendix IV Retail store agreement The retail store agreements being considered by Jasleen include the following five-year contracts: Specialty bicycle retailer: Contract to purchase 500 Ultra frame sets each year at a price of $550 each Sporting goods chain: Contract to purchase 1,000 Entrée and 1,000 Dlux bikes each year at $1,200 (Entrée) and $1,650 (Dlux) each In order to reduce costs and produce the volumes required, Jasleen would need to outsource Cruiserz production to China. Chinese manufacturers could make each model for the following costs: Entrée: $1,100, Dlux: $1,500, and Ultra frame sets: $400 (including the cost of freight to deliver to the retailers). Business practices employed and manufacturing processes are at the discretion of the Chinese manufacturer. Jasleen would continue to assemble the Ultra model himself in order to stay busy. She estimates that she and Bill could build 155 Ultra bicycles and sell them to customers at the existing price of $2,750 per bike. They would use VBI's existing facilities to do ther. Jasleen does not believe the agreement will be renewed after the five-year period. She has heard that once the products are manufactured in China, designs are likely to be copied, and therefore competitors will likely enter the market offering lower prices that VBI will be unable to compete with. If VBI pursues ther option, Jasleen plans to close the business after the five year contract period. Appendix V Mountain High Bikes partnership Mountain High Bikes background Mountain High Bikes (Mountain High) is a small manufacturer based out of Kelowna, BC, that produces high-performance mountain bikes and sells them through specialty bike shops in Canada. Mountain High is doing well, but the owner, Laurie King, would like to increase the breadth of the company's product line by entering into a partnership with VBI. Production facility Although the production processes and materials for the two bicycle companies are different, Laurie is willing to provide some financing for the expansion plans and share her modern production facility, which is located in the same city as VBI. Under the terms of the proposed agreement, Laurie would maintain VBI's overhead costs at $2/direct labour hour as well as help VBI gain a foothold in specialty bike shops across Canada. Laurie is confident that the access to improved production equipment and paint facilities would reduce the direct labour hours by 50% from current. Additionally, Diane would no longer need to be paid by VBI. Mountain High would maintain the same labour constraint as currently exists at VBI due to their other production commitments. Jasleen would still plan to implement a 10% increase in the price of all bicycles under ther option. Compensation to Mountain High are at the discretion of the Chinese manufacturer. Jasleen would continue to assemble the Ultra model himself in order to stay busy. She estimates that she and Bill could build 155 Ultra bicycles and sell them to customers at the existing price of $2,750 per bike. They would use VBI's existing facilities to do ther. Jasleen does not believe the agreement will be renewed after the five-year period. She has heard that once the products are manufactured in China, designs are likely to be copied, anc therefore competitors will likely enter the market offering lower prices that VBI will be unable to compete with. If VBI pursues ther option, Jasleen plans to close the business after the five-year contract period. Appendix V Mountain High Bikes partnership Mountain High Bikes background Mountain High Bikes (Mountain High) is a small manufacturer based out of Kelowna, BC, that produces high-performance mountain bikes and sells them through specialty bike shops in Canada. Mountain High is doing well, but the owner, Laurie King, would like to increase the breadth of the company's product line by entering into a partnership with VBI. Production facility Although the production processes and materials for the two bicycle companies are different, Laurie is willing to provide some financing for the expansion plans and share her modern production facility, which is located in the same city as VBI. Under the terms of the proposed agreement, Laurie would maintain VBI's overhead costs at $2/direct labour hour as well as help VBl gain a foothold in specialty bike shops across Canada. Laurie is confident that the access to improved production equipment and paint facilities would reduce the direct labour hours by 50% from current. Additionally, Diane would no longer need to be paid by VBI. Mountain High would maintain the same labour constraint as currently exists at VBI due to their other production commitments. Jasleen would still plan to implement a 10% increase in the price of all bicycles under ther option. Compensation to Mountain High Under the arrangement with Mountain High, Jasleen would transfer 10% of the ownership in VBI to Laurie in each of the five years of the agreement; at the end of the five-year period, Laurie would own 50% of VBI and share equally in the business and its profits. Submission status

Answer rating: 100% (QA)

From a strategic standpoint Jasleen sees three potential options for her business Lets evaluate each of these choices 1 Organic growth Increase current capacity and grow organically maintaining the co... View the full answer