Read the case study. Write a paper between 900 and 1,000 words addressing the following:
Part 1, Sections 1-2: Provide calculations and a solution for total variable costs, break even in sales volume (number of members), break even in sales (in dollars), and margin of safety.
Part 1, Section 3: Respond to the questions included with the case study.
Part 1, Section 4: Assume you decide to invest in the franchise. Provide a description and estimates in dollars for monthly sales, variable and fixed expenses. Explain how you determined each number and provide a written list of assumptions.
Format the paper consistent with APA guidelines. Deliverables: Paper (MS Word) and Excel File . Review your Originality Report generated from SafeAssign. A new originality report is created with each attempt.
The case study, instructions, and resources are included below.
Case Study: In addition to regular gyms, nontraditional workout concepts and centers such as Kosama are increasing in popularity. Kosama is a franchise opportunity that offers members the opportunity to improve their health and fitness level. To learn more about the company visit kosama.com.
Part 1, Section 1: Assume the following revenue and cost break-down.
-Monthly membership fee = $30.
-General fixed operating expenses = $4,100 per month.
-Equipment Lease = $395 per month.
-Mixed costs are equal to $275 per/month (fixed) plus $1.10 per membership sale (variable).
-Total variable costs are not known.
-Estimated number of members required to break even is 330 members per month.
Using the information provided estimate the amount of variable costs. When performing your analysis, assume that the only fixed costs are the estimated monthly operating expenses, equipment lease and the fixed part of mixed costs. Show your work and all calculations.
Part 1, Section 2: Using the information from section 1. What would monthly sales in members and dollars have to be to achieve a target net income of $13,750 for the month? What is the margin of safety in dollars? Show your work and all calculations.
Part 1, Section 3: Discuss how cost structure, relevant range, margin of safety, cost behaviors, and CVP apply to an investment in the franchise. How do you plan to use this in order to manage the business and plan for profitability? What type of internal accounting reports would you prepare? Why?
Part 1, Section 4: Assume you decide to invest in the franchise. Provide a description and estimates in dollars for sales, variable and fixed expenses. Explain how you determined each number and provide a written list of assumptions.
The following are additional explanations and resources.
Part 1, Section 1: Use the following formula in order to determine total variable costs.
Sales – Variable Costs – Fixed Costs = Net Income.
Add the problem data to the formula and solve for the missing piece of the equation (i.e. variable costs).
1. Membership sales is equal to sales volume times the price per member.
2. Total variable costs is not known. Enter X in the above formula.
3. Total fixed costs are provided with the problem. Enter fixed costs in the above formula.
4. Net income at the break even is equal to zero. Enter 0 in the above formula for net income.
5. Solve the equation. X = total variable costs.
The above formula determines total variable costs at the break-even.
Part 1, Section 2: Use the solution from part 1, section 1 (i.e. variable costs) in order to calculate the contribution margin (i.e. sales – variable costs) on a per unit (member) basis. In addition to fixed costs, add targeted net income equal to $13,750.
Sales: membership sales times the price per member
Minus Variable Costs: See solution in part 1, section 1.
Equals: Contribution Margin in dollars
Contribution Margin in dollars / number of memberships = contribution margin per member.
The next step is to determine what monthly sales in members and dollars has to be to achieve a target net income equal to $13,750 for the month? Utilize the CVP formula (fixed costs / contribution margin per member) to finalize the problem. Compute the margin of safety.
Resource – Enhance learning & understanding: For additional guidance regarding cost volume profit analysis and related cost concepts please review the following.
Cost Volume Profit
Franchise Agreement: As you review and analyze the franchise opportunity it is important to develop a thorough understanding of the franchise agreement prior to investing. The following is an article that explains the basic fundamentals of an agreement.
Part 1 Section 4: You need to estimate/project sales, variable, and fixed expenses for your business. The first step is to determine a physical location for your franchise (i.e. city & state). Once this is identified, begin researching what the average monthly fee is for comparable fitness clubs in your area. The monthly fee per customer will help you determine sales revenue. The next step is to estimate your expenses. Do you plan to buy a building or sign a lease? Real estate is typically leased based on square footage. How many square feet does your business require and what is the cost per square foot based on the location of your business? In addition to the lease expense, do you expect to incur additional fixed expenses such as the purchase of fitness equipment? Finally, you need to determine all of your variable expenses. This could include hourly wages, sales commissions, utilities, etc.
Assumptions: Explain how you developed estimates for sales revenue and business expenses and list any assumptions.
1. Explain how you developed your monthly fee and volume estimates.
2. Discuss why you decided to rent or buy a building and the related costs such as rent per square foot based on, in part, the location of your business.
The key is to present the data in a professional manner so the end user (business owner, etc.) can review the numbers, understand it, and modify it in the future with little effort. If you use Excel add formulas so you can modify the data to account for changes in activity. This will help you manage your investment in the franchise. Example: What if sales volume is more or less than your original estimate? In this case you could change the sale volume (number of members) and sales revenue and variable expenses automatically change based on formulas in the spreadsheet.
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