Please provide a detailed Cash budget for April, May, and June.

You have just been hired as a management trainee by Cravat Sales Company, a nationwide distributor of a designer's silk ties. The company has an exclusive franchise on the distribution of the ties, and sales have grown so rapidly over the last few years that it has become necessary to add new members to the management team. You have been given responsibility for all planning and budgeting. Your first assignment is to prepare a master budget for the next three months, starting April 1. You are anxious to make a favourable impression on the president and have assembled the information below.

The company desires a minimum ending cash balance each month of $10,000. The ties are sold to retailers for $8 each. Recent and forecasted sales in units are as follows:

The large buildup in sales before and during June is due to Father's Day. Ending inventories are supposed to equal 90% of the next month's sales in units. The ties cost the company $5 each. Purchases are paid for as follows: 50% in the month of purchase and the remaining 50% in the following month. All sales are on credit, with no discount, and payable within 15 days. The company has found, however, that only 25% of a month's sales is collected by month-end. An additional 50% is collected in the following month, and the remaining 25% is collected in the second month following sale. Bad debts have been negligible.

The company's monthly selling and administrative expenses are given below:

All selling and administrative expenses are paid during the month, in cash, with the exception of depreciation and insurance expired. Land will be purchased during May for $25,000 cash. The company declares dividends of $12,000 each quarter, payable in the first month of the following quarter. The company's balance sheet at March 31 is given below:

The company has an agreement with a bank that allows it to borrow at the beginning of each month, up to a total loan balance of $140,000. The interest rate on these loans is 1% per month, and for simplicity, we will assume that interest is not compounded. At the end of the quarter, the company would pay the bank all of the accumulated interest on the loan and as much of the loan as possible, while still retaining at least $10,000 in cash.

\begin{tabular}{|c|c|c|c|} \hline January (actual) & 20,000 & June........ & 60,000 \\ \hline February (actual) & 24,000 & July ........ & 40,000 \\ \hline March (actual) ............ & 28,000 & August. & 36,000 \\ \hline & 35,000 & September... & 32,000 \\ \hline May .................. & 45,000 & & \\ \hline \end{tabular} Variable: Sales commissions $1 per tie Fixed: \begin{tabular}{|c|c|} \hline Wages and salaries..... & $22,000 \\ \hline Utilities.... & $14,000 \\ \hline Insurance & $1,200 \\ \hline & $1,500 \\ \hline Miscellaneous............... & $3,000 \\ \hline \end{tabular} Assets Cash Accounts receivable ($48,000 February sales; $168,000 March sales). Inventory (31,500 units) Prepaid insurance. Fixed assets, net of depreciation Total assets $14,000 \begin{tabular}{r} 216,000 \\ 157,500 \\ 14,400 \\ 172,700 \\ \hline$574,600 \\ \hline \hline \end{tabular} \begin{tabular}{r} $85,750 \\ 12,000 \\ 300,000 \\ 176,850 \\ \hline$574,600 \\ \hline \hline \end{tabular} Accounts payable Dividends payable Common shares . Retained earnings. Total liabilities and shareholders' equity. Liabilities and Shareholders' Equity