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It is a business producing organic bakery products. The objective of starting this bakery business is to providing organic or natural baking food to customers, which will be healthy for their bodies and delicious. Another main objective of this business is providing products at less cost. Baker for life offers various types of products such as organic cookies, cakes, pastries and pies, which is made only from organic or natural ingredients. Every baker produces their product using all-purpose flour but the uniqueness of bakers for life is using only natural ingredients and healthy ingredients.
Four types of product categories in this business are:
All these categories have different varieties such as Chocolate Cookies, dry-fruit cookies, orange cookies, fruit cookies. In cakes – chocolate cake, wedding cake, fruit cake, red velvet cake, dry-fruit cake. In pastries – Vanilla pastries, red Velvet pastries, chocolate pastries, fruit pastries, cheese pastry and various types of pies. Organic or natural ingredients are used for making these bakery products such as grain or cereal flour, non-fat milk and fresh milk, sucrose sugar from cane and beet, honey, raisins, wheat gluten, starch, oil etc.
The main objective of this business is to providing only organic bakery products to customers which makes their life heathier (Drugova & Curtis, 2021)
People of all ages will attract to eat organic bakery products. Kids, youngsters, old age people all can have this type of healthy food. Most of the customers for these products are people have age between 15-40 as young people always want to look good and stay healthy so they attract towards organic food which is delicious so that customers will always stay and healthy and not gain weight. People who have age between 30-40 also attracts to organic foods. These people are mothers, the father who has a busy schedule, they do not have time to go gym for exercise, and they think that eating organic foods can make people's living more healthy so they choose to eat organic food in their daily life.
People were not much aware of organic food before the COVID-19 pandemic but after this pandemic, everyone is aware of using natural food, natural beauty products, exercise, fitness. In this pandemic, people do not want to go for GYM because of the social-distancing restriction imposed by the government and now the mentality of people has changed they only want organic food which helps in balancing their immune system and there is no chance for any disease. Because of this, there is a greater scope of Organic baking products in the market.
Market size:
The global market of natural bakery products probability to increase from $9.7b to $11.61b in 2023 which means there is an expectation to increase the growth of 6% in 2023.
These are some main competitors of Baker for life as they also sell and manufacture organic bakery products.
Loan and own money
And Total Initial Funding for this business is $10000
There are two types of costs incurred in business, one is a variable cost and the other is a fixed cost. Variable cost fluctuates as per the quantity produced of a product and fixed cost is always fixed.
There are four types of organic bakery products manufacture or produces by bakers for life. The cost per unit of product 1 (cookies) is £34, Product 2(Cake) is £62.8, Product 3(Pastries) is £19.6 and Product 4(Pies) is £21.14. Fixed cost includes in this product are £10.30 per unit and total fixed cost in making these 4 products are £51900. Only 20% mark-up has added in the cost as in beginning we want the only sale in large quantity not high profit and people can afford these prices. Labour cost is the highest variable cost; it is highly volatile because the cost of labour is dependent on the quantity of making product (Abd Rahman et al, 2020)
Cash flow states about inflow and outflow of cash in the business. The cash flow statement of Baker for life has made assumptions. It is assumed that 300 quantity of product 1 produces, 500 quantity of product 2 is produced, 400 quantity of product 3 is produced and 467 quantity of product 4 is produced in all the month. But in December month production quantity has increased due to Christmas festival. 20% Sale of the product will be increased in this month. So Total sales per annum would be £868334 and Total variable cost per annum would be £515043, Total start-up cost is £10000 and per annum fixed cost is £51900. If we talk about total net cash flow then start-up cost, variable cost and fixed cost have to exclude from total sales. The opening balance is 10000, So Net cash flow per annum would be £301391 and the Total contribution in the first year of sale will be £353291. It shows that baker for life will be earning good profit in the first year and there will be no negative balance of cash. In the end, the company will have good cash inflows (Hasnain et al, 2021)
Profit forecast states about future earnings of business after considering all factors that affect the profit of business for example pricing and costing policy of a firm, depreciation policy etc. Profit forecast can be calculated by subtracting total variable cost and fixed cost from forecasted sales whatever profit remained after subtracting both the cost is known as forecasted profit. In the first year of business, the Total sales forecasted for each month would be £71176 but in December month it will increase to £85401 because of the Christmas festival so total sales per annum in year one is £868334. The cost of sales in each month is £42217 and in December it will increase to £50656 so the total variable cost per annum would be £515043. Gross profit in one year is £353291.49 which is 41% on sales. Net profit can be calculated by subtracting fixed cost from gross profit margin so net profit 301391 in the first year which is 35% on sale. It indicates that baker for life will be in profit in the first year. 35% can earn in the first year which is a great achievement. There is also a chance of expanding business in different areas and countries so that a huge market share can gain (Duarte et al, 2021)
A Break-even point is a point or that production level where revenue and cost of sales are equal or we can say no profit and no loss situation. If there is any difference between BEP and actual sales then it is called the margin of safety. It is a profit that a company earns from their sales. BEP can be calculated by dividing fixed cost by contribution. So the fixed cost that we have assumed before is £ 12975 for each product. Contribution in a unit of product 1 is 17.10, product 2 is 22.86, Product 3 is 14.22 and product 4 is 14.53. The Breakeven point of product one is 759, product 2 is 568, product 3 is 912 and product 4 is 893. It indicates that the company can achieve its break-even point by selling the above units of each product. Overall BEP of business can achieve by selling 2980 units. So total unit sales in business are 20337 and BEP in the unit is 2980 which means the margin of safety unit is 17357. The company will earn a profit by selling 17357 units.
KPI measures the performance of the business. In every business, KPI's are set by the company so that they can measure their business performance for achieving its business objectives. It helps in measuring the performance of employees, measuring profit of every month, the efficiency of labour, the efficiency of management of company etc.
KPI for Baker for life:
Recommendation and Conclusion:
Baker for life is a business producing organic and healthy bakery products which make people live healthier. Now people are more aware of their health and fitness because of the COVID-19 pandemic. The mentality and buying habits of people have changed. People are moving from junk to healthy products, which is delicious also. So Baker for life met both criteria as they produce healthy products with great taste so there is a high chance of increase the growth of this business in future. It is recommended that this idea of business is good for people and good for the economy of the country. The initial cost of this business is very less and there is no need for a large no. of employees and materials in the beginning stage. But this business can earn high profits in just 2 or 3 years.
References:
Abd Rahman, N.A.N., Mokhtar, N.A., Ahmad Riathuddin, N.D.A., Mohamad Nasri, N.D. and Kamel Abdul Azem, M.N., 2021. Chocolate: Cookies & Scream BP.
Drugova, T. and Curtis, K.R., 2021. Bakery Organic Wheat Flour Quality and Quantity Requirements.
Duarte, B.P., Gonçalves, A.M. and Santos, L.O., 2021. Optimal Production and Inventory Policy in a Multiproduct Bakery Unit. Processes, 9(1), p.101.
Gharia, R. and Acharya, S., 2020. Maestro Bakery to New Venture Backerei-Issues and Challenges. Journal of Case Research, 11(1).
Hasnain, S., Ingram, J. and Zurek, M., 2020. Mapping the UK Food System.
Sinha, L., 2020. Importance of Break-Even Analysis for the Micro, Small and Medium Enterprises. International Journal of Research-Granthaalayah, 8(6).
Appendix:
Costing of Product:
Product 1 |
COST |
|||||||
Cookies |
Total Costs |
Selling Price |
||||||
Description |
No of hours |
Material kg |
£ Rate per Hour/kg |
Total Variable Cost/unit £ |
Fixed Cost/Unit |
Total Cost/Unit |
Mark-up 120% |
Selling Price |
Kg |
£ |
120% |
||||||
Labour |
2 |
10 |
20 |
|||||
Grain Flour |
0.3 |
3 |
0.9 |
|||||
Sucrose Sugar |
0.2 |
2 |
0.4 |
|||||
Pure Butter |
0.1 |
5 |
0.5 |
|||||
Fruits |
0.2 |
3 |
0.6 |
|||||
Eggs |
0.1 |
3 |
0.3 |
|||||
Pure Milk |
0.20 |
5 |
1.00 |
|||||
23.70 |
10.30 |
34.00 |
6.80 |
40.80 |
Product 2 |
||||||||
Cakes |
Total Costs |
|||||||
Description |
No of hours |
Material kgs |
£ Rate per Hour/kg |
Total Variable Cost/unit £ |
Fixed Cost/Unit |
Total Cost/Unit |
Markup 120% |
Selling Price |
Kg |
£ |
120% |
||||||
Labour |
3 |
15 |
45 |
|||||
Cereal Flour |
0.6 |
5 |
3 |
|||||
Sugar |
0.3 |
3 |
0.9 |
|||||
Butter |
0.2 |
5 |
1 |
|||||
Pure Milk |
0.4 |
3 |
1.2 |
|||||
Egg |
0.3 |
4 |
1.2 |
|||||
Flavour |
0.1 |
2 |
0.2 |
|||||
52.5 |
10.30 |
62.80 |
12.56 |
75.36 |
Product 3 |
||||||||
Pastries |
Total Costs |
|||||||
Description |
No of hours |
Material kgs |
£ Rate per Hour/kg |
Total Variable Cost/unit £ |
Fixed Cost/Unit |
Total Cost/Unit |
Markup +50% or 100% Up to you |
Selling Price |
kg |
£ |
120% |
||||||
Labour |
1 |
8 |
8 |
|||||
Grain Flour |
0.2 |
3 |
0.6 |
|||||
Sucrose Sugar |
0.1 |
2 |
0.2 |
|||||
Pure Butter |
0.1 |
5 |
0.5 |
|||||
Fruits |
0.2 |
3 |
||||||
Eggs |
0.1 |
3 |
||||||
Pure Milk |
0.1 |
5 |
||||||
9.3 |
10.30 |
19.60 |
3.92 |
23.52 |
Product 4 |
||||||||
Pies |
Total Costs |
|||||||
Description |
No of hours |
Material kgs |
£ Rate per Hour/kg |
Total Variable Cost/unit £ |
Fixed Cost/Unit |
Total Cost/Unit |
Markup +50% or 100% Up to you |
Selling Price |
kg |
£ |
120% |
||||||
Labour |
1 |
10 |
10 |
|||||
Cereal Flour |
0.15 |
2 |
0.3 |
|||||
Sucrose Sugar |
0.12 |
2 |
0.24 |
|||||
Pure Butter |
0.1 |
3 |
0.3 |
|||||
Flavour |
0.1 |
2 |
||||||
Eggs |
0.12 |
3 |
||||||
Pure Milk |
0.1 |
5 |
||||||
10.84 |
10.30 |
21.14 |
4.23 |
25.37 |
Fixed Costs |
Per Annum |
Per month |
||
Salary |
24,000 |
2000 |
||
Rent |
4,200 |
350 |
||
Marketing |
10,200 |
850 |
||
Electricity and Gas |
1,500 |
125 |
||
Accountant |
12,000 |
1000 |
||
Total Fixed Costs |
51,900 |
divide by number of units |
20,000 |
2.60 |
Each product will get an even share |
||||
51,900 |
£12,975.00 |
|||
4 |
Departments |
Cash Flow Forecast:
January |
February |
March |
April |
May |
June |
July |
August |
September |
October |
November |
December |
Totals |
Total Sales |
||
Receipts |
|||||||||||||||
Sales Product 1-Units |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
360 |
3,660 |
3,660 |
Units |
Cash Sales Product 1- £Price/Unit |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
40.80 |
|||
Sub Total Cash Sales Product 1 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
12,240 |
14,688 |
£1,49,328 |
||
Sales Product 2-Units |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
600 |
6,100 |
6,100 |
|
Cash Sales Product 2- Price/Unit |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
75.36 |
|||
Sub Total Product 2 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
37,680 |
45,216 |
£4,59,696 |
||
Sales Product 3-Units |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
480 |
4,880 |
4,880 |
|
Credit Sales Product 3- Price/Unit |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
23.52 |
|||
Sub Total Credit Sales Product 3 |
9,408 |
9,408 |
9,408 |
9,408 |
9,408 |
9,408 |
9,408 |
9,408 |
9,408 |
9,408 |
9408.00 |
11289.60 |
£1,14,777.60 |
||
Sales Product 4-Units |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
560 |
5,697 |
5,697 |
|
Credit Sales Product 3- Price/Unit |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
25.37 |
|||
Sub Total Credit Sales Product 3 |
11,848 |
11,848 |
11,848 |
11,848 |
11,848 |
11,848 |
11,848 |
11,848 |
11,848 |
11,848 |
11847.79 |
14207.20 |
£1,44,532.89 |
||
TOTAL Receipts from Sales |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
85,401 |
8,68,334 |
||
CUMULATIVE Receipts from Sales |
71,176 |
1,42,352 |
2,13,527 |
2,84,703 |
3,55,879 |
4,27,055 |
4,98,231 |
5,69,406 |
6,40,582 |
7,11,758 |
7,82,934 |
8,68,334 |
20,337 |
||
Payments |
|||||||||||||||
Cost Of Sales/Variable Costs |
|||||||||||||||
Cost of Sales Product 1-Units |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
300 |
360 |
3,660 |
||
Cost of Sales Product 1- Price/Unit |
24 |
24 |
24 |
24 |
24 |
24 |
24 |
24 |
24 |
24 |
24 |
24 |
|||
Sub Total Direct Costs 1 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
7,110 |
8,532 |
86,742 |
||
Cash Sales Product 2-Units |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
600 |
6,100 |
||
Cash Sales Product 2- Price/Unit |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
52.50 |
|||
Sub Total Product 2 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
26,250 |
31,500 |
3,20,250 |
||
Cash Sales Product 3-Units |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
400 |
480 |
4,880 |
||
Cash Sales Product 3- Price/Unit |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
9.30 |
|||
Sub Total casht Sales Product 3 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
3,720 |
4,464 |
45,384 |
||
Cash Sales Product 4-Units |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
467 |
560 |
5,697 |
||
Cash Sales Product 4- Price/Unit |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
11.00 |
|||
Sub Total Cash Sales Product 4 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
5,137 |
6,160 |
62,667 |
||
Total Variable cost |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
42,217 |
50,656 |
5,15,043 |
||
CUMULATIVE Variable cost |
42,217 |
84,434 |
1,26,651 |
1,68,868 |
2,11,085 |
2,53,302 |
2,95,519 |
3,37,736 |
3,79,953 |
4,22,170 |
4,64,387 |
5,15,043 |
5,15,043 |
5,15,043 |
Start- up Cost |
||||
New machine |
5,000 |
|||
Equipment |
2,000 |
|||
Licencing |
500 |
|||
Display Area |
1,000 |
|||
Staff uniform |
200 |
|||
Miscellaneous |
1,300 |
|||
Total Start Up Costs |
10,000 |
Fixed Costs |
|||||||||||||
Salaries(Fixed) |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
24,000 |
Rent |
350 |
350 |
350 |
350 |
350 |
350 |
350 |
350 |
350 |
350 |
350 |
350 |
4,200 |
Marketing |
850 |
850 |
850 |
850 |
850 |
850 |
850 |
850 |
850 |
850 |
850 |
850 |
10,200 |
Electricity |
125 |
125 |
125 |
125 |
125 |
125 |
125 |
125 |
125 |
125 |
125 |
125 |
1,500 |
Accountant |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
12,000 |
Total Fixed Costs |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
4,325 |
51,900 |
Total Payments (V.C + Fixed+ Equipment/Start Up Costs) |
56,542 |
46,542 |
46,542 |
46,542 |
46,542 |
46,542 |
46,542 |
46,542 |
46,542 |
46,542 |
46,542 |
54,981 |
5,75,743 |
CUMULATIVE PAYMENTS |
56,542 |
1,03,084 |
1,49,626 |
1,96,168 |
2,42,710 |
2,89,252 |
3,35,794 |
3,82,336 |
4,28,878 |
4,75,420 |
5,21,962 |
5,76,943 |
5,76,943 |
Net Cash Flow |
14,634 |
24,634 |
24,634 |
24,634 |
24,634 |
24,634 |
24,634 |
24,634 |
24,634 |
24,634 |
24,634 |
30,420 |
Opening Bank Balance |
10,000 |
24,634 |
49,268 |
73,901 |
98,535 |
1,23,169 |
1,47,803 |
1,72,437 |
1,97,070 |
2,21,704 |
2,46,338 |
2,70,972 |
Closing Balance |
24,634 |
49,268 |
73,901 |
98,535 |
1,23,169 |
1,47,803 |
1,72,437 |
1,97,070 |
2,21,704 |
2,46,338 |
2,70,972 |
3,01,391 |
Calculate CONTRIBUTION by subtracting SALES RECEIPTS-COST OF SALES |
||||||||||||
CONTRIBUTION |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
28,959 |
34,745 |
CUMULATIVE CONTRIBUTION |
28,959 |
57,918 |
86,876 |
1,15,835 |
1,44,794 |
1,73,753 |
2,02,712 |
2,31,670 |
2,60,629 |
2,89,588 |
3,18,547 |
3,53,291 |
Profit forecast:
Profit Forecast |
||||||||||||||
January |
February |
March |
April |
May |
June |
July |
August |
September |
October |
November |
December |
Totals |
||
Sales |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
71,176 |
85,401 |
8,68,334 |
|
Less |
||||||||||||||
Cost of sales/ |
Variable |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(42,217.00) |
(50,656.00) |
(5,15,043.00) |
Wages (Variable) |
||||||||||||||
Gross Profit/Contribution |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
28,958.79 |
34,744.80 |
3,53,291.49 |
|
Less |
||||||||||||||
Fixed Costs |
||||||||||||||
Salaries |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(2,000.00) |
(24,000.00) |
|
Rent |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(350.00) |
(4,200.00) |
|
Marketing etc |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(850.00) |
(10,200.00) |
|
Electricity/Gas |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(125.00) |
(1,500.00) |
|
Accountant |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(1,000.00) |
(12,000.00) |
(51,900.00) |
Net Profit |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
24,633.79 |
30,419.80 |
3,01,391.49 |
|
GPM % |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
41% |
|
NPM% |
35% |
35% |
35% |
35% |
35% |
35% |
35% |
35% |
35% |
35% |
35% |
36% |
35% |
Break Even Point Analysis:
Break-Even Point |
|||||
Product 1 |
Product 2 |
Product 3 |
Product 4 |
||
Selling Price |
40.80 |
75.36 |
23.52 |
25.37 |
|
Variable Costs |
23.70 |
52.5 |
9.3 |
10.84 |
|
Contribution/Unit |
17.10 |
22.86 |
14.22 |
14.53 |
|
Fixed Costs divided evenly |
12,975 |
12,975 |
12,975 |
12975 |
51,900 |
B.E.P |
Fixed Costs |
12,975 |
12,975 |
12,975 |
12,975 |
Contribution/Unit |
17.10 |
22.86 |
14.22 |
14.53 |
|
Breakeven Point/ Product |
759 |
568 |
912 |
893 |
Breakeven Point For Company |
||||
Step 1 |
Calculate Total Contribution |
|||
SALES |
Cont/Unit |
Total Contribution |
Average Cont.. |
|
Product 1 |
3,660 |
17.10 |
62,586.00 |
|
Product 2 |
6,100 |
22.86 |
1,39,446.00 |
|
Product 3 |
4,880 |
14.22 |
69,393.60 |
|
Product 4 |
5697 |
14.53 |
82,777.41 |
|
Total Sales |
20,337 |
3,54,203.01 |
17.42 |
per Unit |
Breakeven Point |
||
Total Fixed Costs |
51,900 |
|
Average Contribution £ |
17.42 |
|
Breakeven Point Overall |
2,980 |
units |
Margin of Safety |
17,357 |
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