FINANCIAL ACCOUNTING
FINANCIAL ACCOUNTING
10th Edition
ISBN: 9781259964947
Author: Libby
Publisher: MCG
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Statement of Financial Position

 

 

Cash

10,000

 

Accounts payable

$15,000

Accounts receivable

70,548

 

Notes payable

35,548

Inventory

20,000

 

     Current liabilities

$50,548

     Current assets

$100,548

 

Long-term debt

200,000

Fixed assets

500,000

 

Equity

$350,000

Total assets

$600,548

 

Total liabilities & equity

 

$600,548

 

  1. Construct the Pro-forma Statement of Comprehensive Income and Statement of Financial Position based on the current credit policy and the two proposed credit policies. 
  2. Calculate the average collection period, net profit margin, return on assets, and return on equity for both the current and the proposed policies. 
  3. How does the company compare with the industry average in terms of its average collection period, profitability, and returns on assets and equity under the current and proposed policies? 

       4-Which credit policy should the Samuelsons choose? Provide reasons for your recommendation.

Case 3: Credit Policy Management Case
Luvly Jubbly Inc., is a wholesaler of merchandise with a British flavour. The merchandise is
distributed to Canadian retailers in all provinces. Due to the rise in popularity in Canada of
British television shows such as Downton Abbey and Sherlock, the company's sales have
grown by an average of 15% per year over the last five years. The company's sales are
expected to grow by a more modest 10% next year, with all costs and expenses growing
proportionately with sales.
The company was started 10 years ago by Camilla and Phillip Samuelson, who emigrated
from Sweden to Canada 15 years ago. Camilla and Phillip and their three daughters are
huge fans of all things British. Before they started the company, they were avid collectors of
British memorabilia, particular those for the long-running British soap, East Enders. After
one particularly unsettling disagreement with an online retailer of British memorabilia
(concerning a misprint on a mug that said "West Enders rule!"), Camilla and Phillip decided
to combine their business acumen with their love of British memorabilia and started their
company. With profits from the business, they were able to put all three daughters through
university. One of their daughters, Margaret, now works for them as their office manager.
Margaret is responsible for sending out invoices and bills, checking on when these invoices
and bills come due, and calling customers if bills are still unpaid 60 days after sale.
Even with the recent growth in sales, the Samuelsons have noticed a steady decline in their
quarterly net profit in the last two years. They think that this may be due to their current
policy of giving trade credits. When they first started 10 years ago, to attract customers to
their new business they set their credit policy to net 50, which was more generous than the
wholesale industry average of net 30. Since then, the company has built up a steady
customer base, but has retained the net 50 credit policy. Unfortunately, the rising popularity
of British shows and their associated memorabilia in Canada has enticed more companies
into the business, including mega-companies such as Walmart.
In the midst of this increased competition, a severe financial crisis hit the world market two
years ago, forcing some of Luvly. Jubbly's customers to reduce their orders and forcing a few
into bankruptcy. As a result, bad debt increased to about 2% during the last two years. The
upcoming year is the first year that bad debt is forecasted to drop back down to its historical
level of 1%. Under the current net 50 policy, 85% of customers pay by Day 50, and the
remainder pay 10 days later. With the delays in collecting from customers, the Samuelsons
have had to use the company's line of credit to pay its expenses. Their bank, the United Bank
of Canada, sets both short-term and long-term debt interest rates for the company at 15%.
At this point, considering the company's lowered net profit, Camilla and Phillip are finally
ready to take a deeper look at their credit policy, and if necessary, to change it. They asked
their second daughter, Diana (who has an MBA degree), to take a look at their books. After
completing her analysis, Diana gave them two possible alternatives for their credit policy,
with suggested outcomes:
expand button
Transcribed Image Text:Case 3: Credit Policy Management Case Luvly Jubbly Inc., is a wholesaler of merchandise with a British flavour. The merchandise is distributed to Canadian retailers in all provinces. Due to the rise in popularity in Canada of British television shows such as Downton Abbey and Sherlock, the company's sales have grown by an average of 15% per year over the last five years. The company's sales are expected to grow by a more modest 10% next year, with all costs and expenses growing proportionately with sales. The company was started 10 years ago by Camilla and Phillip Samuelson, who emigrated from Sweden to Canada 15 years ago. Camilla and Phillip and their three daughters are huge fans of all things British. Before they started the company, they were avid collectors of British memorabilia, particular those for the long-running British soap, East Enders. After one particularly unsettling disagreement with an online retailer of British memorabilia (concerning a misprint on a mug that said "West Enders rule!"), Camilla and Phillip decided to combine their business acumen with their love of British memorabilia and started their company. With profits from the business, they were able to put all three daughters through university. One of their daughters, Margaret, now works for them as their office manager. Margaret is responsible for sending out invoices and bills, checking on when these invoices and bills come due, and calling customers if bills are still unpaid 60 days after sale. Even with the recent growth in sales, the Samuelsons have noticed a steady decline in their quarterly net profit in the last two years. They think that this may be due to their current policy of giving trade credits. When they first started 10 years ago, to attract customers to their new business they set their credit policy to net 50, which was more generous than the wholesale industry average of net 30. Since then, the company has built up a steady customer base, but has retained the net 50 credit policy. Unfortunately, the rising popularity of British shows and their associated memorabilia in Canada has enticed more companies into the business, including mega-companies such as Walmart. In the midst of this increased competition, a severe financial crisis hit the world market two years ago, forcing some of Luvly. Jubbly's customers to reduce their orders and forcing a few into bankruptcy. As a result, bad debt increased to about 2% during the last two years. The upcoming year is the first year that bad debt is forecasted to drop back down to its historical level of 1%. Under the current net 50 policy, 85% of customers pay by Day 50, and the remainder pay 10 days later. With the delays in collecting from customers, the Samuelsons have had to use the company's line of credit to pay its expenses. Their bank, the United Bank of Canada, sets both short-term and long-term debt interest rates for the company at 15%. At this point, considering the company's lowered net profit, Camilla and Phillip are finally ready to take a deeper look at their credit policy, and if necessary, to change it. They asked their second daughter, Diana (who has an MBA degree), to take a look at their books. After completing her analysis, Diana gave them two possible alternatives for their credit policy, with suggested outcomes:
Alternative #1: 2/20 net 30
Lose 5% sales
50% of customers will pay at Day 20
40% of customers will pay at Day 30
10% of customers will pay at Day 60
Cash, inventory, fixed assets, accounts payable, long-term debt, and equity will
remain unchanged
Alternative #2: 2/25 net 45
No lost sales
60% of customers will pay at Day 25
35% of customers will pay at Day 45
5% customers will pay at Day 60
Cash, inventory, fixed assets, accounts payable, long-term debt, and equity will
remain unchanged
Industry average: 2/20 net 30
Average collection period
Net profit margin = 5%
Return on assets = 5.2%
Return on equity = 13%
The company's most recent statement of comprehensive income and statement of financial
position are presented below.
The Samuelsons will have to make a decision on the company's credit policy based on the
available information.
Cost of goods sold
Statement of Comprehensive Income
Sales
$500,000
300,000
$200,000
100,000
$100,000
Gross profit
Operating expenses
Earnings before interest
and taxes
Interest expense
=
Earnings before taxes
28 days
Income taxes (35%)
Net income
35,332
$64,668
22,634
$42,034
expand button
Transcribed Image Text:Alternative #1: 2/20 net 30 Lose 5% sales 50% of customers will pay at Day 20 40% of customers will pay at Day 30 10% of customers will pay at Day 60 Cash, inventory, fixed assets, accounts payable, long-term debt, and equity will remain unchanged Alternative #2: 2/25 net 45 No lost sales 60% of customers will pay at Day 25 35% of customers will pay at Day 45 5% customers will pay at Day 60 Cash, inventory, fixed assets, accounts payable, long-term debt, and equity will remain unchanged Industry average: 2/20 net 30 Average collection period Net profit margin = 5% Return on assets = 5.2% Return on equity = 13% The company's most recent statement of comprehensive income and statement of financial position are presented below. The Samuelsons will have to make a decision on the company's credit policy based on the available information. Cost of goods sold Statement of Comprehensive Income Sales $500,000 300,000 $200,000 100,000 $100,000 Gross profit Operating expenses Earnings before interest and taxes Interest expense = Earnings before taxes 28 days Income taxes (35%) Net income 35,332 $64,668 22,634 $42,034
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