Jake Marley, owner of Marley Wholesale, is negotiating with the bank for a $200,000, 90 day, 12 percent loan effective July 1 of the current year. If the bank grants the loan, the proceeds will be $194,000, which Marley intends to use on July 1 as follows: pay accounts payable, $150,000; purchase equipment, $16,000; add to bank balance, $28,000.... The current working capital position of Marley Wholesale, according to financial statements as June 30, is as follows:..... Cash in bank = $20,000 ..... Receivables (net of allowance for doubtful accounts) = 160,000.... Merchandise inventory = 90,000.... Total current assets = 270,000.... Accounts payable = (including accrued operating expenses) = 150,000..... Working capital = 120,000..... The bank loan officer asks Marley to prepare a forecast of his cash receipts and cash payments for the next 3 months to demonstrate that the loan can be repaid at the end of September...... Marley has made the following estimates, which are to be used in preparing a 3 month cash budget: Sales (all on account) for July, $300,000; August, $360,000; September, $270,000; and October, $200,000; Past experience indicates that 80 percent of the receivables generated in any month will be collected in the month following the sale, 19 percent will be collected in the 2nd month following the sales, and 1 percent will prove uncollectable. Marley expects to collect $120,000 on the June 30 receivables in July and the remaining $40,000 in August...... Cost of goods sold consistently has averaged about 65 percent of sales. Operating expenses are budgeted at $36,000 per month plus 8 percent of sales. With the exception of $4,400 per month depreciation expense, all operating expenses and purchases are on account and are paid in the month following the incurrence. ..... Merchandise inventory at the end of the month should be sufficient to cover the following month