2.2 Flashcards

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
Q

4 Reasons to use a Budget

A

-Planning and Monitoring
-Control
-Coordination and Communication
-Motivation and Efficiency

26
Q

Definition of a Historical Budget

A

A budget that uses previous years figures and external economic factors

27
Q

Definition of a Zero Based Budget

A

A budget that is reset every year so spending has to be justified

28
Q

Definition of Budget Variance

A

The difference between a figure budgeted and the actual figure achieved

29
Q

What is Adverse Variance

A

Adverse is when the actual figure is worse than budgeted
Profit is lower than budgeted OR
Cost is higher than budgeted

30
Q

What is Favourable Variance

A

Favourable is when the actual figure is better than budgeted
Profit is higher than budgeted OR
Cost is lower than budgeted

31
Q

Definition of Variance Analysis

A

The process of determining reasons for the differences in the actual and budgeted figures

32
Q

How is favourable variances treated

A

-Cost = may review quality, returns and wastage
-Sales = may reward client based staff

33
Q

How is adverse variances treated

A

-Cost = Seek alternative suppliers
-Sales = Review Marketing

34
Q

6 Difficulties of Budgeting

A

-Time
-Competition and conflict
-Only as good as data
-Focus on short term than long term
-Unachievable or unambitious
-Setters have a significant influence