This document looks to outline the significant findings and the end results that have been generated by taking assistance of the plans and strategies that have been implemented by the “Empire Group” by considering the effect of the profits and the expenses that is in association to accounting.
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Running head: MANAGEMENT ACCOUNTING Management Accounting Name of the Student: Name of the University: Author’s Note:
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1 MANAGEMENT ACCOUNTING Answer to Question No 5 (Strategic Management Case Study) Requirement i: i) Analysis of Empire's Group: ParticularsCost p.u.AmountAmountCost p.u.AmountAmount Total Sales Volume30000003900000 Gross Sales Value$15.00$4,50,00,000$15.00$5,85,00,000 Less: Rebate$0.00$0-$0.80-$31,20,000 Net Sales Value$15.00$4,50,00,000$14.20$5,53,80,000 Prime Costs-$5.00-$1,50,00,000-$5.00-$1,95,00,000 Manufacturing Costs: Fixed-$5.58-$1,67,40,000-$4.29-$1,67,40,000 Variable-$0.62-$18,60,000-$0.62-$24,18,000 Total Manufacturing Costs-$6.20-$1,86,00,000-$4.91-$1,91,58,000 Logistic Costs: Fixed-$1.35-$40,50,000-$1.04-$40,50,000 Variable-$0.15-$4,50,000-$0.15-$5,85,000 Total Logistics Costs-$1.50-$45,00,000-$1.19-$46,35,000 Total Costs-$12.70-$3,81,00,000-$11.10-$4,32,93,000 GROSS PROFIT$2.30$69,00,000$3.10$1,20,87,000 Tootbrush Factory Total Assets$4,00,00,000$4,00,00,000 ROTA17.25%30.22% Before Strategy ImplicationAfter Strategy Implication
2 MANAGEMENT ACCOUNTING Requirement ii: ii) Analysis of Death Star Manufacturing: ParticularsCost p.u.AmountAmountCost p.u.AmountAmountCost p.u.% Total Sales Volume24000001725000 Prime Costs$5.00$1,50,00,000$5.00$86,25,000$0.000.00% Manufacturing Costs: Fixed$5.58$1,33,92,000$7.76$1,33,92,000$2.1839.13% Variable$0.62$14,88,000$0.62$10,69,500$0.000.00% Total Manufacturing Costs$6.20$1,48,80,000$8.38$1,44,61,500$2.1835.22% Logistic Costs: Fixed$1.35$32,40,000$1.88$32,40,000$0.5339.13% Variable$0.15$3,60,000$0.15$2,58,750$0.000.00% Total Logistics Costs$1.50$36,00,000$2.03$34,98,750$0.5335.22% Total Costs$12.70$3,34,80,000$15.41$2,65,85,250$2.7121.35% Before Strategy ImplicationAfter Strategy ImplicationIncrease/(Decrease) Requirement iii: This document looks to outline the significant findings and the end results that have been generated by taking assistance of the plans and strategies that have been implemented by the “Empire Group” by considering the effect of the profits and the expenses that is in association to accounting. The analysis of the strategic integration addresses the fact that the total sales volume of “Star Wars” electronic has been seen a massive rise as the sales volume has increased from “3000000 to 3900000”. It is even observed that in the similar manner the total cost of the company has been seen to rise and therefore the cost has increased from “$38100000 to $4329000”. However, there has been an observation that the gross profit of Star Wars has been rising and the value has increased from “$6900000 to $12087000” and hence this explains that there has been a significant rise in the in the return on the overall assets and the percentage has been 30.22%.
3 MANAGEMENT ACCOUNTING It is seen that following to the introduction of the strategy, there has been a converse impact in the sales volume for Death Star in their production. In the same manner, a fall has been observed in the total cost of production and the value has decreased from $14880000 to $14461500. In addition, there has been a decline in the total costs. Therefore, it can be stated that there is an existence of a positive impact on the return on the total assets and the sales volume of the toothbrushes that are manufactured by “Star Wars”. Hence, it is recommended to move ahead with the changes that have been realised and this implementation can be undertaken by the strategic committee of the organization.
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4 MANAGEMENT ACCOUNTING Bibliography Heider, P. L., Born, S. C., Basak, S., Benyahia, B., Lakerveld, R., Zhang, H., ... & Evans, J. M. (2014). Development of a multi-step synthesis and workup sequence for an integrated, continuous manufacturing process of a pharmaceutical. Organic Process Research & Development, 18(3), 402-409. Klahn, C., Leutenecker, B., & Meboldt, M. (2015). Design strategies for the process of additive manufacturing.Procedia CIRP,36, 230-235. Le Bourhis, F., Kerbrat, O., Dembinski, L., Hascoet, J. Y., & Mognol, P. (2014). Predictive modelforenvironmentalassessmentinadditivemanufacturingprocess.Procedia CiRP,15, 26-31. Mikulčić, H., Klemeš, J. J., Vujanović, M., Urbaniec, K., & Duić, N. (2016). Reducing greenhouse gasses emissions by fostering the deployment of alternative raw materials and energysourcesinthecleanercementmanufacturingprocess.Journalofcleaner production,136, 119-132. Rahman, A., Rasul, M. G., Khan, M. M. K., & Sharma, S. (2015). Recent development on the uses of alternative fuels in cement manufacturing process.Fuel,145, 84-99. Shen, C., Pan, Z., Ma, Y., Cuiuri, D., & Li, H. (2015). Fabrication of iron-rich Fe–Al intermetallicsusingthewire-arcadditivemanufacturingprocess.Additive Manufacturing,7, 20-26.