2.2 Flashcards

(34 cards)

1
Q

Definition of Sales Forecast

A

The prediction of future revenues based on past sales figures

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2
Q

4 Focuses of Sales Forecast

A

-Size of Market
-Volume and Value of Market
-Sales as a result of promotions
-Sales as a result of cyclical factors

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3
Q

3 Ways Consumer Trends affect Sales Forecasting

A

-Seasonal Variations
-Fashion
-Long Term Trends

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4
Q

3 Ways Economic Variables affect Sales Forecasting

A

-Economic Growth
-Inflation
-Unemployment

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5
Q

3 Ways Competitors affect Sales Forecasting

A

-Short term promotions
-Long term changes to products or expansion
-Business Failure

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6
Q

3 Difficulties of Sales Forecasting

A

-Future doesn’t reflect the past
-Too much data
-Interpretation

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7
Q

Formula for Sales Revenue

A

Selling Price * No. Units Sold

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8
Q

Definition of Sales Volume

A

The number of units sold

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9
Q

Definition of Sales Revenue

A

The value of units sold

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10
Q

Definition of Fixed Costs

A

Costs that do not change as the level of output changes

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11
Q

Definition of Variable Costs

A

Costs that vary directly with the output

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12
Q

Formula of Total Costs

A

Fixed Costs + Variable Costs

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13
Q

Formula of Average Total Cost

A

Total Cost / Output

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14
Q

Formula of Variable Cost Per Unit

A

Total Variable Cost / Output

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15
Q

Formula of Total Variable Cost

A

Variable Cost * Output

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16
Q

Definition of Contribution

A

The amount that helps to pay off the fixed costs of the business

17
Q

Formula of Contribution Per Unit

A

Selling price per unit - Variable cost per unit

18
Q

Formula of Total Contribution

A

Contribution Per Unit * No. Units Sold

19
Q

Definition of Break Even Point

A

Where total revenue for a product is equal to its total costs, so no profit or loss

20
Q

Formula for Break Even Point

A

Fixed Costs / Contribution

21
Q

Definition of Margin of Safety

A

The difference between actual output and its break even output

22
Q

Formula of Margin of Safety

A

Actual output - Break even output

23
Q

5 Limitations of Break Even Analysis

A

-Businesses produce more than 1 product
-Assumes all output is sold
-Cannot be easily amended
-Revenue and TC isn’t always a linear relationship
-Accuracy depends on quality of data

24
Q

Definition of a Budget

A

A financial plan that a business sets about costs and revenue

25
4 Reasons to use a Budget
-Planning and Monitoring -Control -Coordination and Communication -Motivation and Efficiency
26
Definition of a Historical Budget
A budget that uses previous years figures and external economic factors
27
Definition of a Zero Based Budget
A budget that is reset every year so spending has to be justified
28
Definition of Budget Variance
The difference between a figure budgeted and the actual figure achieved
29
What is Adverse Variance
Adverse is when the actual figure is worse than budgeted Profit is lower than budgeted OR Cost is higher than budgeted
30
What is Favourable Variance
Favourable is when the actual figure is better than budgeted Profit is higher than budgeted OR Cost is lower than budgeted
31
Definition of Variance Analysis
The process of determining reasons for the differences in the actual and budgeted figures
32
How is favourable variances treated
-Cost = may review quality, returns and wastage -Sales = may reward client based staff
33
How is adverse variances treated
-Cost = Seek alternative suppliers -Sales = Review Marketing
34
6 Difficulties of Budgeting
-Time -Competition and conflict -Only as good as data -Focus on short term than long term -Unachievable or unambitious -Setters have a significant influence