managerial accounts keeping'
Please prepare 3 years planning report 2005-2007 in the following format for the report from the case study of The Western North Carolina Playhouse as in the last figures and show how to calculate if it is possible please use https://1drv.ms/x/s!ApA7YHX3DJjmiDgAtGIzNSe84Se3?e=E5lLpL for sharing the excel sheet on how to calculate.
P.s. I would like to say many thanks to a person who could help me and my friends on this because we trying to figure it out but we are stuck on the calculations which it is very important for us.
1. spreadsheet showing revenues, variable costs, contribution margin per evening, and potential matinee performance for each play.
2. recommended schedule of plays per year that will maximize cash flows and satisfy constraints established by the WNCP Board.
3. the number of performances of each play required to cover the play's direct fixed costs.
4. the amount of money that must be raised from outside contributors to cover the projected deficits for each year.
You have been hired by Number Company as a staff accountant. Your first assignment is to produce financial statements for Alphabetical Company. You must produce the income statement, statement of owners' equity and balance sheet for both years, and a statement of cash flows for only 20X2. Use the indirect method in the body of the statement of cash flows and disclose the direct method separately. Additionally, please refer to the rubric attached to this assignment for additional grading components and information required in submission. Please note that the company: 1. Issued stock in 20X2, but did not in 20X1. 2. Paid its 20X1 tax liability in full in 20X2. Tax rate 30% Deferred tax payable - Depreciation at Dec. 31, 20X0 10,600 20X1 20X2 Estimated tax payment made 3,400 3,000 Tax depreciation 12,600 15,000 Unrealized gain on short-term investment 5,900 2,100 Unrealized gain on long-term investment 8,000 20X1 20X2 Accounts payable 302,410 340,918 Accounts receivable 30,200 31,700 Accumulated depreciation 87,100 98,200 Additional paid-in capital 55,200 58,000 Amortization expense 5,400 5,700 Cash 73,100 76,800 Common stock ($1 par value) 37,700 39,600 Cost of goods sold 184,800 194,500 Deferred taxes payable - Depreciation ??? ??? Deferred taxes payable - Long-term investment ??? ??? Deferred taxes payable - Short-term investment ? ? ? ??? Depreciation expense 10,500 11,100 Dividends declared 3,400 3,500 Dividends payable 700 740 Equipment 221,800 266,200 Insurance expense 48,900 51,500 Interest expense 12,300 11,700 Interest income 21,700 20,700 Interest payable 590 600 Interest receivable 2,100 2,200 Inventory 94,600 99,300 Long-term investment - at cost 47,300 Marketing expense 76,100 80,100 Marketing payable 16,600 17,400 Note receivable 414,700 389,818 Notes payable 291,600 274,100 Patent 57,200 51,500 Prepaid insurance 23,100 24,300 Retained earnings - beginning 75,400 ?? ? Salaries payable 30,400 31,900 Salary expense 108,700 114,400 Sales 543,600 572,200 Short-term investment - at cost 42,000 42,000 Tax expense ??? ??? Taxes payable ?? ? ? ? ? Utilities expense 70,700 74,400 Utilities payable 9,400 9,900Alphabet Company.xIsm Alphabet Company Income statement (15%) Schedule M-1 (10%) Statement of comprehensive income (5%) Statement of owners' equity (10%) Balance sheet (20%) Statement of cash flows (20%) Direct method disclosures (10%) Financial statement formatting (10%) -sideThe primary subject matter of this case concerns managerial accounting cost behavior concepts. The case has a difficulty level of five, appropriate for first year graduate students. The case is designed to be taught in 3 class hours and is expected to required 5-6 hours of outside preparation by students. CASE SYNOPSIS This case requires students to apply managerial accounting concepts beyond the traditional manufacturing/production problems, by having them make recommendations to a regional playhouse as to how many plays to produce (evening v. matinee), how much to spend on those plays, and how to raise outside funds for renovation. INTRODUCTION The Western North Carolina Playhouse (WNCP) was completed in 1918 at a cost of $30,000. P.L. Wiseman, an architect from the Western North Carolina area, designed the Arts & Craft inspired structure. The building was designed as a place of entertainment for the local citizenry. The building is an excellent example of the Arts & Craft movement of that era. The building was constructed with brick from three local brickyards. The granite used in the construction came from a quarry in the Western North Carolina area. Local craftsmen's and artisans' talents in woodworking and masonry were used throughout the construction of the original building. A gas lighting system was installed with a reflector, or "sun burner", for added brilliance. Drop curtains and seven scenes or sets for the stage were available. One scene, a landscape, survived to the late 20" century. The WNCP quickly became know as "the entertainment center of the Blue Ridge Mountains." On its stage appeared touring companies of New York plays, minstrel and variety shows, famed vocalists and lecturers, magicians and mind readers, novelty acts and boxing exhibitions. The WNCP was used not only by professional performers, but also by the community.Silent "moving pictures" were shown at the playhouse in the early years. Slowly, movies replaced the big stage shows, and in the late 1920's the playhouse was remodeled as a movie theater. In 1952 with the showing of The Outlaw, the Opera House was closed as a movie theater. By 1959, there was talk about tearing it down, but a public outcry stopped the wrecking ball. In 1969, the Western North Carolina Historical Society promoted the preservation of the playhouse, as did several other community groups. In 1970, the building was placed on the National Register of Historic Places. Since that time, the WNCP has been used primarily as a venue for traditional professional theatre. In the year 2003, the mission of the WNCP was changed to emphasize avant-garde plays. Other area playhouses were focusing on more traditional plays and the WNCP Board thought that the change in emphasis would set the playhouse apart from the others. The Board plans to implement the new play genre in its schedule for 2005. PLANNED RENOVATION The WNCP Board is currently in the process of planning a renovation of the building. The renovation is expected to be completed by the end of 2007. The total cost of the renovation will be approximately $5,000,000. The Board expects to incur construction costs of $1 million in 2005, $3 million in 2006, and $2 million in 2007. The Board is in the process of arranging a line of credit to finance the renovation. The Board expects that $1 million will be drawn from the line of credit at the beginning of 2005; $3 million at the beginning of 2006; and $2 million at the beginning of 2007. Principal repayments are expected to be $500,000 per year and paid at the end of each year beginning in 2005. Interest payments of 6% per annum will be paid on the outstanding loan balance at the end of each year beginning in 2005. The planned renovation will return the building to its former glory and transform the interior to a full featured, professional, and engaging center for the arts and the community. A renowned architectural firm has been hired to develop the drawings. Experienced theater consultants were used to recommend design features to maximize the quality of the theater's acoustics, comfort and esthetics. The restored structure will marry historical accuracy with a state-of-the-art performance space ideal for internationally recognized performers and the regional audiences they will attract.a 10,000 square foot addition to house a new loading dock, an elevator, a second stage for rehearsal, and dressing rooms. The improvements for the building will incorporate full accessibility and an assisted hearing and TDD capability. Journal of the International Academy for Case Studies, Volume 12, Number 5, 2006 The building design includes acoustic isolation and shaping of the performance space, and a space conditioning system that is virtually silent. Oversized doors and corridors provide for the easy flow of patron traffic and for movement of instruments and set pieces. The renovation work will be scheduled such that the ongoing usage of the facility will not be adversely affected. Thus, the Board of WNCP is planning to offer the normal number of plays during the theatre season which runs from May until October. During that period, the WNCP normally schedules 150 evening performances. Matinee performances may be added in the early afternoon hours preceding the evening performances. THEATRE TRENDS The administrative staff of the WNCP gathered theatre trend data from regional theatres for the past five years, from 2000-2004. The data are presented, as follows: Attendance increased by about 4% Outside contributions increased by about 3% The average theatre derived about 53%% of its revenues from performances and about 47% from contribution Average ticket prices were about $20 The average theatre sold about 75% of its playhouse capacity per performance Revenues from concessions and advertising in the playbills were about 5% of ticket revenues Outside contributors consisted of Government 10% Corporations 15% Foundations 20% Individuals 40% Others 15% The average theatre incurred expenses, as follows:STAGE AA B Journal of the International Academy for Case Studies, Volume 12, Number 5, 2006 If matinee performances are scheduled, normal ticket prices are reduced by $5 per ticket and are expected to generate about 50% of the expected attendance of the evening performance. Matinee performances are expected to have little or no effect on the attendance of the evening performances. Each play that is considered for performance is given a category rating to indicate the level of attendance the play is expected to generate over a relevant range of performances. Because the WNCP wants to offer a wide variety of plays each season, the schedule will include plays from each category with a minimum number of offerings of 5 evening performances per play per year and a maximum of 20 evening performances per play per year. Each year WNCP will offer a total of ten plays: two plays from category 1, three from category 2, three from category 3, and two from category 4. The administrative staff of the WNCP has developed the following category chart for each evening performance of a play in that category: Category Section 9% of Capacity AAA 959 AA 95% A 25%effective. The plan involves providing tickets to the contributors that can be used for any performance and the contributors are recognized in the season's playbill. There are five different categories of contributors, which are, as follows: Stars $5,000+ 12 tickets in section AAA Angels $3.000 8 tickets in section AAA Benefactors $2,000 6 tickets in section AA Supporters $1,000 6 tickets in section A Sustainers $ 500 6 tickets in section B As in prior years, it is expected that WNCP will have 20 Stars contributing an average of $6,000 each, 40 Angels contributing $3,000 each, 60 Benefactors contributing $2,000 each, 100 Supporters contributing $1,000 each, and 300 sustainers contributing $500 each. WNCP has a number of loyal corporate sponsors to underwrite a part of the cost for each of the ten plays offered each season. These sponsorships are $40,000 per play and provide WNCP with $400,000 per year. The corporate sponsor receives a block of 8 section AAA tickets to each performance of the play being sponsored and major recognition by WNCP. Table 1: Variable Cost per Performance Category Variable Costs per Performance 1 2 3 4 Salaries Top Actors Maximum Number 3 2 1 1 Salary Per Performance $3.000 $3.000 $3.000 $1,500 Salaries Supporting Actors $ 100 $ 100 $ 100 $ 100 Obtain Rights $ 120 $ 80 $ 60 $ 40 Orchestra Fees $ 200 $ 200 $ 150 $ 100 Category Fixed Costs per Performance 1 2 3 4 Fixed Production Costs Per Play: $500,000 $300,000 $200,000 $100,000 All Other Fixed Costs: $600,000 per year

Question

managerial accounts keeping'

Please prepare 3 years planning report 2005-2007 in the following format for the report from the case study of The Western North Carolina Playhouse as in the last figures and show how to calculate if it is possible please use https://1drv.ms/x/s!ApA7YHX3DJjmiDgAtGIzNSe84Se3?e=E5lLpL for sharing the excel sheet on how to calculate.

P.s. I would like to say many thanks to a person who could help me and my friends on this because we trying to figure it out but we are stuck on the calculations which it is very important for us.

1. spreadsheet showing revenues, variable costs, contribution margin per evening, and potential matinee performance for each play.

2. recommended schedule of plays per year that will maximize cash flows and satisfy constraints established by the WNCP Board.

3. the number of performances of each play required to cover the play's direct fixed costs.

4. the amount of money that must be raised from outside contributors to cover the projected deficits for each year.

You have been hired by Number Company as a staff accountant. Your first assignment is to produce financial statements for Alphabetical Company. You must produce the income statement, statement of owners' equity and balance sheet for both years, and a statement of cash flows for only 20X2. Use the indirect method in the body of the statement of cash flows and disclose the direct method separately. Additionally, please refer to the rubric attached to this assignment for additional grading components and information required in submission. Please note that the company: 1. Issued stock in 20X2, but did not in 20X1. 2. Paid its 20X1 tax liability in full in 20X2. Tax rate 30% Deferred tax payable - Depreciation at Dec. 31, 20X0 10,600 20X1 20X2 Estimated tax payment made 3,400 3,000 Tax depreciation 12,600 15,000 Unrealized gain on short-term investment 5,900 2,100 Unrealized gain on long-term investment 8,000 20X1 20X2 Accounts payable 302,410 340,918 Accounts receivable 30,200 31,700 Accumulated depreciation 87,100 98,200 Additional paid-in capital 55,200 58,000 Amortization expense 5,400 5,700 Cash 73,100 76,800 Common stock ($1 par value) 37,700 39,600 Cost of goods sold 184,800 194,500 Deferred taxes payable - Depreciation ??? ??? Deferred taxes payable - Long-term investment ??? ??? Deferred taxes payable - Short-term investment ? ? ? ??? Depreciation expense 10,500 11,100 Dividends declared 3,400 3,500 Dividends payable 700 740 Equipment 221,800 266,200 Insurance expense 48,900 51,500 Interest expense 12,300 11,700 Interest income 21,700 20,700 Interest payable 590 600 Interest receivable 2,100 2,200 Inventory 94,600 99,300 Long-term investment - at cost 47,300 Marketing expense 76,100 80,100 Marketing payable 16,600 17,400 Note receivable 414,700 389,818 Notes payable 291,600 274,100 Patent 57,200 51,500 Prepaid insurance 23,100 24,300 Retained earnings - beginning 75,400 ?? ? Salaries payable 30,400 31,900 Salary expense 108,700 114,400 Sales 543,600 572,200 Short-term investment - at cost 42,000 42,000 Tax expense ??? ??? Taxes payable ?? ? ? ? ? Utilities expense 70,700 74,400 Utilities payable 9,400 9,900Alphabet Company.xIsm Alphabet Company Income statement (15%) Schedule M-1 (10%) Statement of comprehensive income (5%) Statement of owners' equity (10%) Balance sheet (20%) Statement of cash flows (20%) Direct method disclosures (10%) Financial statement formatting (10%) -sideThe primary subject matter of this case concerns managerial accounting cost behavior concepts. The case has a difficulty level of five, appropriate for first year graduate students. The case is designed to be taught in 3 class hours and is expected to required 5-6 hours of outside preparation by students. CASE SYNOPSIS This case requires students to apply managerial accounting concepts beyond the traditional manufacturing/production problems, by having them make recommendations to a regional playhouse as to how many plays to produce (evening v. matinee), how much to spend on those plays, and how to raise outside funds for renovation. INTRODUCTION The Western North Carolina Playhouse (WNCP) was completed in 1918 at a cost of $30,000. P.L. Wiseman, an architect from the Western North Carolina area, designed the Arts & Craft inspired structure. The building was designed as a place of entertainment for the local citizenry. The building is an excellent example of the Arts & Craft movement of that era. The building was constructed with brick from three local brickyards. The granite used in the construction came from a quarry in the Western North Carolina area. Local craftsmen's and artisans' talents in woodworking and masonry were used throughout the construction of the original building. A gas lighting system was installed with a reflector, or "sun burner", for added brilliance. Drop curtains and seven scenes or sets for the stage were available. One scene, a landscape, survived to the late 20" century. The WNCP quickly became know as "the entertainment center of the Blue Ridge Mountains." On its stage appeared touring companies of New York plays, minstrel and variety shows, famed vocalists and lecturers, magicians and mind readers, novelty acts and boxing exhibitions. The WNCP was used not only by professional performers, but also by the community.Silent "moving pictures" were shown at the playhouse in the early years. Slowly, movies replaced the big stage shows, and in the late 1920's the playhouse was remodeled as a movie theater. In 1952 with the showing of The Outlaw, the Opera House was closed as a movie theater. By 1959, there was talk about tearing it down, but a public outcry stopped the wrecking ball. In 1969, the Western North Carolina Historical Society promoted the preservation of the playhouse, as did several other community groups. In 1970, the building was placed on the National Register of Historic Places. Since that time, the WNCP has been used primarily as a venue for traditional professional theatre. In the year 2003, the mission of the WNCP was changed to emphasize avant-garde plays. Other area playhouses were focusing on more traditional plays and the WNCP Board thought that the change in emphasis would set the playhouse apart from the others. The Board plans to implement the new play genre in its schedule for 2005. PLANNED RENOVATION The WNCP Board is currently in the process of planning a renovation of the building. The renovation is expected to be completed by the end of 2007. The total cost of the renovation will be approximately $5,000,000. The Board expects to incur construction costs of $1 million in 2005, $3 million in 2006, and $2 million in 2007. The Board is in the process of arranging a line of credit to finance the renovation. The Board expects that $1 million will be drawn from the line of credit at the beginning of 2005; $3 million at the beginning of 2006; and $2 million at the beginning of 2007. Principal repayments are expected to be $500,000 per year and paid at the end of each year beginning in 2005. Interest payments of 6% per annum will be paid on the outstanding loan balance at the end of each year beginning in 2005. The planned renovation will return the building to its former glory and transform the interior to a full featured, professional, and engaging center for the arts and the community. A renowned architectural firm has been hired to develop the drawings. Experienced theater consultants were used to recommend design features to maximize the quality of the theater's acoustics, comfort and esthetics. The restored structure will marry historical accuracy with a state-of-the-art performance space ideal for internationally recognized performers and the regional audiences they will attract.a 10,000 square foot addition to house a new loading dock, an elevator, a second stage for rehearsal, and dressing rooms. The improvements for the building will incorporate full accessibility and an assisted hearing and TDD capability. Journal of the International Academy for Case Studies, Volume 12, Number 5, 2006 The building design includes acoustic isolation and shaping of the performance space, and a space conditioning system that is virtually silent. Oversized doors and corridors provide for the easy flow of patron traffic and for movement of instruments and set pieces. The renovation work will be scheduled such that the ongoing usage of the facility will not be adversely affected. Thus, the Board of WNCP is planning to offer the normal number of plays during the theatre season which runs from May until October. During that period, the WNCP normally schedules 150 evening performances. Matinee performances may be added in the early afternoon hours preceding the evening performances. THEATRE TRENDS The administrative staff of the WNCP gathered theatre trend data from regional theatres for the past five years, from 2000-2004. The data are presented, as follows: Attendance increased by about 4% Outside contributions increased by about 3% The average theatre derived about 53%% of its revenues from performances and about 47% from contribution Average ticket prices were about $20 The average theatre sold about 75% of its playhouse capacity per performance Revenues from concessions and advertising in the playbills were about 5% of ticket revenues Outside contributors consisted of Government 10% Corporations 15% Foundations 20% Individuals 40% Others 15% The average theatre incurred expenses, as follows:STAGE AA B Journal of the International Academy for Case Studies, Volume 12, Number 5, 2006 If matinee performances are scheduled, normal ticket prices are reduced by $5 per ticket and are expected to generate about 50% of the expected attendance of the evening performance. Matinee performances are expected to have little or no effect on the attendance of the evening performances. Each play that is considered for performance is given a category rating to indicate the level of attendance the play is expected to generate over a relevant range of performances. Because the WNCP wants to offer a wide variety of plays each season, the schedule will include plays from each category with a minimum number of offerings of 5 evening performances per play per year and a maximum of 20 evening performances per play per year. Each year WNCP will offer a total of ten plays: two plays from category 1, three from category 2, three from category 3, and two from category 4. The administrative staff of the WNCP has developed the following category chart for each evening performance of a play in that category: Category Section 9% of Capacity AAA 959 AA 95% A 25%effective. The plan involves providing tickets to the contributors that can be used for any performance and the contributors are recognized in the season's playbill. There are five different categories of contributors, which are, as follows: Stars $5,000+ 12 tickets in section AAA Angels $3.000 8 tickets in section AAA Benefactors $2,000 6 tickets in section AA Supporters $1,000 6 tickets in section A Sustainers $ 500 6 tickets in section B As in prior years, it is expected that WNCP will have 20 Stars contributing an average of $6,000 each, 40 Angels contributing $3,000 each, 60 Benefactors contributing $2,000 each, 100 Supporters contributing $1,000 each, and 300 sustainers contributing $500 each. WNCP has a number of loyal corporate sponsors to underwrite a part of the cost for each of the ten plays offered each season. These sponsorships are $40,000 per play and provide WNCP with $400,000 per year. The corporate sponsor receives a block of 8 section AAA tickets to each performance of the play being sponsored and major recognition by WNCP. Table 1: Variable Cost per Performance Category Variable Costs per Performance 1 2 3 4 Salaries Top Actors Maximum Number 3 2 1 1 Salary Per Performance $3.000 $3.000 $3.000 $1,500 Salaries Supporting Actors $ 100 $ 100 $ 100 $ 100 Obtain Rights $ 120 $ 80 $ 60 $ 40 Orchestra Fees $ 200 $ 200 $ 150 $ 100 Category Fixed Costs per Performance 1 2 3 4 Fixed Production Costs Per Play: $500,000 $300,000 $200,000 $100,000 All Other Fixed Costs: $600,000 per year