Louis Viggio was doing something he had never done before, creating a cash budget. This process was something his banker had asked him to do before coming in to talk to her about his current line of credit with the bank.

 

Current Situation: Last year had been both a good and bad year for Louis. Sales were higher than they had ever been, but in spite of that the winery had run into a cash crunch in June. With the need for cash being immediate, his banker set up a line of credit of $25,000 which he used up within three months. Fortunately, that was enough to get the winery to the point where it was generating sufficient cash, but he did not want to be surprised like that again. The banker, Cindy Gonzalez, had suggested Louis should have a cash budget for the next six months so they could sit down together and see if the winery would need more cash. She even gave him a nice pamphlet showing the basics of how to have cash budget. 

Creating the Cash Budget: Louis gathered up everything he would need, looked over the records, and starting putting together the cash budget. Probably the most important thing was estimating the sales as that determined how much cash he could expect to have coming into the winery each month. From his records he could see that only about 15% of all sales in any month were made through the tasting room and were essentially cash sales. Of all the sales made on credit, only 5% were paid for in the same month the sale was made, 49% were paid for the next month, and 42% were paid for during the following month. Total sales for the winery for November were $158,780 and for December were $205,362.  As far as expenses for the winery, Louis looked at the expenses for the previous year on a monthly basis and used those as a guide for what the upcoming expenses would be. 

Determining Cash Needs: Louis liked to have $60,000 in the bank as a cash balance and he had just a little bit more than that to start the year ($64,987). He also knew that he had $129,378 in outstanding bills for the month of December which needed to be paid in January as all purchases are paid for within thirty days. He was hoping to see what caused the cash problem last year as the income statement showed the firm had a nice 6.5% net profit. But Cindy had told him that it is not unusual for firms to show a profit, but run out of cash at times, and it is was important to determine both why and how to try to deal with it so as to keep the firm's borrowing needs reasonable.

 

• Create a cash flow forecast for Viggio for the next six months
• From this cash flow see if Viggio may need to reuse the line of credit that the bank has set up for him.
• If he does need to use it, how much of it will he need to borrow
• If he does not need to use it, can you suggest a reason why he may have run out of cash the previous year. 

Sales Monthly Purchases Mortgage payment Rent for storage area Utilities Marketing Insurance Salaries and Benefits Internet Website Maintenance Repairs and Maintenance Travel Supplies Loan Payments Tax Payments Annual Tax Payment Misc. January February $73,305 $58,644 $46,182 $10,000 $2,000 $2,000 $2,500 $700 $5,000 $500 $500 $1,800 $400 $2,275 $500 $300 $500 Viggio Estimates for Next Year March April May $58,644 $87,966 $97,740 $112,401 $36,946 $36,946 $55,419 $10,000 $10,000 $2,000 $2,000 $2,200 $1,800 $2,100 $2,000 $700 $700 $5,600 $5,000 $300 $500 $500 $500 $800 $1,500 $400 $400 $2,275 $2,275 $560 $500 $300 $61,576 $70,813 $307,881 $10,000 $10,000 $10,000 $60,000 $2,000 $2,000 $2,000 $12,000 $1,500 $2,000 $2,300 $11,800 $2,200 $3,000 $2,500 $14,300 $700 $700 $700 $4,200 $5,600 $6,400 $6,900 $34,500 $500 $500 $1,000 $400 $2,275 $560 $35,000 $300 $500 June TOTAL $488,700 $300 $500 $500 $500 $800 $800 $400 $400 $2,275 $2,275 $640 $690 $300 $3,000 $3,000 $6,700 $2,400 $13,650 $3,450 $35,000 $1,800