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Software Associates

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HARVARD BUSINESSSCHOOL Software Associates
Susan, I have just seen the quarterly P&L. It’s great that we exceeded our billed hours and revenue targets. But why, with higher revenues, is our bottom line less than half of what we had budgeted. Can we have a meeting tomorrow morning at 8 AM so you can explain this discrepancy to me?
Richard Norton, CEO of Software Associates
Norton, the founder and CEO of Software Associates called Susan Jenkins, CFO of Software Associates, after skimming the second quarter profit and loss statement (see Exhibit 1). Jenkins had been preparing to go home but now anticipated a long evening ahead to prepare for the next morning’s meeting.
Assignment Question 1: Prepare a variance analysis report …show more content…

During the evening, she spent several hours studying the operating expense categories, eventually preparing Exhibit 3, which showed budgeted operating expenses by category and her judgment about their degree of variability. She also listed the actual operating expenses for the period on the exhibit.
Assignment Question 3: Prepare a spending and volume variance analysis of operating expenses based on the additional information supplied in Exhibit 3.

Billing Percentage
Jenkins wondered why if the actual number of consultants was nearly 8% higher than budgeted (see Exhibit 2), revenues had increased only 1%. Were consultants becoming less productive? She knew that a key operating statistic for consulting organizations was the percentage of time billed.
Assignment Question 4: Prepare an analysis of the revenue change, separating the volume effect (increase in number of consultants) from the productivity effect (billing percentage).

Lines of Business
Jenkins was, by now, getting quite tired and was looking forward to returning home to catch a few hours of sleep. As she prepared to leave, however, she realized that Exhibits 1 and 2 only reported on the aggregate financial performance of the firm. She knew that its two lines of business, Contract and Solutions, had quite different operating characteristics. Typically Richard Norton didn’t want to get too involved in the details of these different business lines. But perhaps some of

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