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ACT502 Management Accounting, Sem 2, 2017 Assessment 2
ACT502 Management Accounting, Sem 2, 2017 Assessment 2
Assessment 2
The due date and time is noted in the unit information document as well as above. It
is yourresponsibility to ensure you factor in any time difference between Darwin and
your location when submitting your assignment.
Please upload your answers using the submission point for the assignment on Learnline.
Do not include the actual question in your submitted assignment; only include your
answer to the questions.
http://www.cdu.edu.au/library/downloads/pdf/CDUHarvardReferencing.pdf
ACT502 Assignment Semester 2, 2017
1
The budget report for 2017 is presented below. As shown, the static income statement
budget for the year is based on an expected 69,000 laying hens producing 568,100
dozen of eggs at $3.95 per dozen.
During the year, management decided not to replace a farm hand who quit in March,
but it did issue a new advertising brochure and paid for more promotion and
advertising.
MONTANA FARM
Master
Actual Dif
Budget
Number of laying hens 65,423 69,000 3,577
Delivery expenses 0
Instructions
Based on the static budget report:
1. What was the primary cause(s) of the loss in net income?
2. Did management do a good, average, or poor job of controlling expenses?
3. Were management’s decisions to stay competitive sound?
Prepare a flexible budget report for the year.
Based on the flexible budget report, answer the three questions in part a above.
What course of action do you recommend for the management of Montana Farm?
ACT502 Assignment Semester 2,
2017 3
LFR’s strategy is to be the leading retailer of luxury goods in Australia and New Zealand,
providing the best of life’s luxuries to customers and a superior return to shareholders
as it continues to expand and grow the business.
The company has a reputation for stocking the best quality and range of products.
Careful consideration is given at a senior management level to the product lines and
brands stocked, to ensure that the company’s reputation is maintained. The following
information is provided to assist you with completing the tasks below.
Product range
LFR stocks an extensive range of many well-known luxury brands (e.g. Chanel, Gucci
and Burberry). It also stocks a number of lines under exclusive agreements with
suppliers, ensuring it is the sole local retailer. As a result, approximately 30% of
product stocked by LFR is not available anywhere else in Australia or New Zealand. LFR
head office employs a highly skilled buyer to manage its stock lines and to determine
customer pricing. Although the company does stock a number of locally designed and
made product lines, the majority of its stock is imported
Purchasing
A key area of focus for the board relates to the purchasing of stock. Depending on the
nature of the product, lead times between placing a non-cancellable order and receiving
the stock can be significant. For example, clothing collections often need to be ordered
12 months in advance.
In-store experience
Similarly, the in-store experience of customers is considered pivotal for LFR, particularly
in light of the increasing popularity of online retailers. Sales staff are trained to provide
a personalised shopping experience for each customer. Many of the sales staff have
developed close relationships with their customers who they have been serving for
many years, and who buy most of their wardrobes from LFR. The ambience of the
store, which refreshes its displays regularly, is seen as critical
Instructions
For this activity you are required to complete the following tasks:
1. Develop a balanced scorecard for LFR at the organisation level by:
1. Identifying at least one LFR’s strategic objectives in each of the perspectives (i.e. financial, customer,
internal process, and learning and growth).
1. Developing a measure in the form of a KPI for each objective identified. Use the template below in
completing task 1
2. Now apply the balanced scorecard you have developed at the store level. (You have recognised that the
measures appropriate for each store may differ from those developed at the organisational level.)
1. Describe why internal perspective measures that are appropriate at an organisational level may not be
appropriate at an individual store level.
1. Develop two (2) new KPIs which would be appropriate to include in the internal process perspective of a
balanced scorecard for the individual stores.
1. For each measure included explain how it links back to LFR’s strategy. Use the template below in
completing task 2 b and c
ACT502 Assignment Semester 2, 2017