Dunnzabar Industries produces "Cardemonium", an all-in-one playing card set including two regular decks as well as a Pinochle one, casino-quality poker chips, and a Tripoly tray. Each set has a variable cost of $35 and Dunnzabar sustains a monthly fixed cost of $5,000. The company sells its product for $55. As of December 31, Dunnzabar had been producing Cardemonium for three months using rented facilities. The balance sheet on that date was as follows:
Assets:
Cash ....................................... $46,250
Accounts Receivable .................... $68,250
Inventory ................................. $35,000
Liabilities and Equity:
Common Stock ......................... $150,000
Retained Earnings ..............................$0
December's sales had been 750 units, up from 500 in November, enough to report a profit in December for the month and to eliminate the deficit accumulated during October and November. Sales are expected to be 1,000 units in January and Dunnzabar's projections showed sales increases of 500 units per month after that. Thus, by May monthly sales are expected to be 3,000 units and by September that figure would be 5,000 units.
Dunnzabar wanted to keep its product well stocked, so production was scheduled 30 days in advance of predicted sales. For example, Dunnzabar produced 1,000 sets in December for January's sales. All of the sales were on credit, due in the month after sale, but Dunnzabar wanted to build rapport and did not strictly enforce these credit terms. As a result, customers paid for the product in the second month after sale. All of the company's costs were paid in the month in which they incurred.
1). Prepare projected monthly income statements (using variable costing) and cash budgets (receipts and disbursements) for January through September. Carefully consider the timing of production and its associated cash impact, as well as the timing of sale and its associated cash impact. Assume that Dunnzabar is able to borrow funds to cover any cash shortfall.