You have just been assigned to a new manager who believes you have exceptional budgeting skills. Since you began your job last summer, you have been showing management your latest spreadsheets and how you use your new-found knowledge of Managerial Accounting to make sound business decisions. Your new manager is responsible for the nationwide distribution of designer shaving kit sets (SKS) and, through multiple franchise agreements, sales have grown very rapidly, and the timing is right for you to join her team and to show your skills. You have just been given responsibility for all planning and budgeting of the entire SKS division. Your first assignment is to prepare a master budget for the next three months, starting April 1, 2019. You accept this responsibility with enthusiasm, and you are anxious to impress your new manager and the president of the company, who has a very high regard for you. To commence your new role, you have assembled the following pertinent information: Note: The company desires a minimum ending cash balance each month on $10,000. The SKS's are sold to retailers for $8 each and they are flying off the shelves. Recent forecasted sales in units are provided below:

January (actual) 20,000 June 60,000

February (actual) 24,000 July 40,000

March (actual) 28,000 August 36,000

April 35,000 September 32,000 May 45,000

The increased sales volume before and during June is due to Father's Day with SKS being a favorite. Ending inventories are supposed to be equal to 90% of the next month's sales in units. The cost of each SKS is $5.00.

Purchases are paid for in the following manner: 50% in the month of the purchase and the remaining 50% paid in the month following the purchase. All sales to the distributors are made on credit terms with no discount (for now), and payable within 15 days. The SKS division has determined that only 25% of a month's sales are collected by the end of the month in which the sale occurred. An additional 50% is collected in the month following the sale, and the remaining 25% is collected in the second month following the sale. Bad debts have been negligible, supporting the credit terms as favorable.

Below is a display of the SKS division monthly selling and administrative expenses:

Variable: Sales Commissions $ 1 per SKS

Fixed: Wages and Salaries $22,000

Utilities $14,000

Insurance $1,200

Depreciation $1,500

Miscellaneous $3,000

Selling and administrative expenses are all paid during the month, in cash, with the exception of depreciation (of course) and insurance is pre-paid for the duration of the policy. SKS will make a purchase of a parcel of land during the month of May for $22,500 cash. SKS contributes to the corporate dividend at a rate of $12,000 each quarter, payable in the first month of the following quarter. SKS's balance sheet at the end of the first quarter is shown below:

Assets

Cash $14,000

Accounts receivable ($48,000 February sales: $168,000 March sales) 216,000

Inventory (31,500 units) 157,500

Prepaid insurance 14,400

Fixed assets, net of depreciation 172,700

Total Assets $574,600

Liabilities and Stockholders Equity

Accounts payable $85,750

Dividends payable 12,000

Capital Stock 300,000

Retained earnings 176,850

Total Liabilities and Stockholders Equity $574,600

An agreement with Bank of the West allows SKS to borrow in increments of $1,000 at the beginning of each month, up to a total loan amount of $150,000. The interest rate on these loans is 10% annually (pretty high considering market rates) but the interest is not compounded, meaning this is simple interest only. At quarter end, SKS would pay Bank of the West all of the accumulated interest on the loan and as much of the balance of the loan as possible (in $1,000 increments) while retaining the minimum $10,000 cash balance. Required: Prepare a master budget for the three- months ending June 30, 2019.

Include the following budget schedules and financial statements:

1) Sales Budget by month and total for the quarter

2) Schedule of expected cash collections from sales, by month and total.

3) Merchandise purchases budget in units and in dollars. Show the budget by month and total.

4) Schedule of expected cash disbursements for merchandise purchases, by month and total.

5) Cash Budget. Show the cash budget by month and in total.

6) Prepare a budgeted Income Statement for the three months ending June 30, 2019. Use the contribution approach.

7) Prepare a budgeted Balance Sheet as of June 30, 2019.

8) Your new manager has asked for your explanation about your experience in preparing this budget. She specifically wants to know your thoughts on the value of all this work and whether the benefits from the work are worth the effort. Prepare a memo, no longer than 2 pages, describing your experience from this exercise, and your thoughts on the value of having a Master Budget.