The Baking Industry.doc

陈钟燚 10 FS 2
The Baking Industry

Baking food kept rapid developing for 14%, its growth rate exceeds the average speed of growth of food industry for several years. According to the above enterprise statistics in 2002, output of biscuit was up to 1,400,000. more than 1,200,000 tons of cake, nearly 900,000 tons of bread was produced. There are some problems existing in baking industry such as backward technology equipment, low quality of main material, unreasonable operating model, and lack of trained workers.

It has a good prospect, Blue Ribbon sales topped $1.5 million in 2007 and net income was$180,000(up threefold from 2006). To boost is revenues; Blue Ribbon’s $1.5 million in annual sales is now evenly split between retail and wholesale customers. To stay profitable, the bakery plans to double revenues in both segments by 2010.

Our Position in the Industry

Blue Ribbon in the Baking Industry provide breads, cones and muffins for customers include suburbanites, students, working ones, and parents. At the same time, coffee and espresso products are also offered. Of cause, Blue Ribbon also supplies top local restaurants and specialty shops with breads and pastries. These are BR’s the main target customers.

BR in the field of the position of probably, it is a relatively successful enterprise. And the major reason why it success is that its owner are talented bakers and Blue Ribbon’s culture stresses pride in craftsmanship, rather than management. But it is a fault in the enterprise.

The Competition
Competition is so fierce in the industry. Except Blue Ribbon, there are a lot of enterprise can provide baking service for the same customers. Fortunately, the characteristics of BR enough to keep the lead. Blue Ribbon has quickly executed an ambitious agenda that includes the move to a larger space and a packaging and merchandising makeover. Meanwhile, the bakery faces growing competition from new rivals.

The Market of Baking Industry

Some 500 customers a day line up to buy breads, cones and muffins. Coffee and espresso products are also offered. They include suburbanites, students, working ones, and parents. Blue Ribbon also supplies top local restaurants and specialty shops with breads and pastries. Its three trucks ply the roads from predawn to noon seven days a week. Blue Ribbon seeks to double its wholesale trade in the next year or so, moving into more suburban specialty markets. Baking mistakes could stall growth.

商务沟通技巧 OUTCOME2 案例
Plus Ventures is an organization devoted to aid entrepreneurs to express their vision and products for the world to see. The association boasts of its vast network of professionals, entrepreneurs and venture capitalists. It has been known for providing a space for promising entrepreneurs who are starting up or expanding their companies to attract finances and the attention of venture capital firms.
“Plus Ventures”是一个致力于帮助企业家们表现自己产品 观念 视觉并被世界所看见的组织。这个组织因为它巨大的专业网络，企业家和风险投资家们而自豪。PV为那些想要扩大的、吸引资金和投资公司注意的企业提供一个平台和空间。
Every year, the association hosts a premier event that will showcase new products, technologies and companies to a selected gathering. Due to the overwhelming amount of registrations, entrepreneurs who would like to be featured in this event would have to undergo a tight screening process.
每一年，这个组织都会举办一个展示新产品新技术并选择企业的顶级盛会。由于竞争的企业非常多，很多的企业家不得不被PV所筛选。
Blue Ribbon is now at the stage where it wishes to expand the business. Unfortunately, it is limited with a small budget which is insufficient to complete expansion and development. For this reason, Blue Ribbon has registered for the event hosted by Plus Ventures. If it were selected to be featured in the event, it might be able to attract the attention of venture capital firms,
“Blue Ribbon”公司希望可以扩大商业规模。不幸的是，它的预算有限不足以完成扩张业务，因此 “Blue Ribbon”希望参加”Plus Ventures”所提供的平台和空间，如果它可以成功的参加这个组织，那么可能就会吸引风险投资公司的注意。
Blue Ribbon is required to present a Business Plan to Plus Ventures as part of the screening process. You and your colleagues should hold a brief meeting to decide on your priorities for the presentation. This meeting should allocate each member an ear of research, as well as deciding on other areas on which decisions have to made.
Blue Ribbon”公司被要求提供一份商业计划，你和你的组员作为这个公司的一员。

Case Study: The Blue Ribbon (established 2005)
“We are not just about baking bread. We’re about baking bread in the neighborhood we love.
For Patricia Gray and Ann Walter, Blue Ribbon is a crusade. These two business partners who equally own the bakery are deeply committed to social responsibility. They feed the homeless, recycle, and hire workers from the neighborhood. Blue Ribbon’s health benefits rival those corporate employers. They practice open-book management, a technique that gives employees access to the bakery’s financials. And they have been wildly successful.
Patricia Gray 和 Ann Walter是BR公司的创始人。这两个拥有面包店的商业合作伙伴同样致力于社会责任。他们照顾那些无家可归的人 同时雇佣邻居为自己工作。他们信奉开卷管理和技术,使员工获得面包店的财务。他们已经广泛的成功。
Some 500 customers a day line up to buy breads, cones and muffins. Coffee and espresso products are also offered. They include suburbanites, students, working ones, and parents. Blue Ribbon also supplies top local restaurants and specialty shops with breads and pastries. Its three trucks ply the roads from predawn to noon seven days a week.
一天有500名客户排队买面包、锥和松饼。咖啡和咖啡伴侣也是被提供的服务。而他们的顾客群包括周边的学生，老师，当地居民和学生父母，同时，BR公司也为那些高级餐馆和专卖店提供面包和糕点。他们一周要工作7天运送大约3辆卡车的货物。
Blue Ribbon recently launched its sugar-free pastries and is seeing an increase in customers and sales. Sales Topped $1.5 million in 2007 and net income was$180,000(up threefold from 2006).The secret of Blue Ribbon’s success: Its owner are talented bakers.
BR公司最近启动了一项无糖糕点服务，并且看到了顾客和销售的增加。销售达到了150万美元,2007年净利润为180000美元(从2006年起增加了三倍)BR公司成功的秘诀是他们拥有顶级的极具天赋的糕点师傅。
Staffing and management are worries. Blue Ribbon now employs 35.In the next few months it will hire 15 more. The bakery has vowed to support the neighborhood by providing jobs. But with limited work experience; Local recruits often lack basic business and social skills. Blue Ribbon has no formal process for training or evaluating workers. Discipline is uneven. Customer service is lax, behind the counter, staffers rush to fill orders but rarely smile or suggest new treats.
管理层感到很忧虑。BR公司现在有35名员工， 并在未来几个月内要扩充15人。BR公司曾表示要支持附近居民为其提供就业机会，但是限于附近居民缺少经验，专业素养及其所拥有的专业技术。BR公司没有为其提供正式的人员培训，没有好的纪律去被施行，客户服务不到位，员工只是在柜台后面着急发货而不向顾客微笑提供良好的服务。
The partners fear those flaws could prove disastrous when they move to the larger store. Meanwhile, backroom blunders are common and costly, given rising prices for staples such as organic flour. The owners admit losing key wholesale customers because of errors.
合伙人担心扩大公司规模以后这些问题会导致损失惨重，同时一些私下的错误将会不断发生。而一些因素像有机面粉的价格都可能导致问题发生，从而失去大量的关键批发客户。
Quality control is also an issue. Today’s blueberry muffins may be larger- or smaller-than yesterday’s. Some will be dense with berries, and other will support a mere speckling. Retail customers may be charmed by the inconsistencies, but restaurants and specialty shops are pickier. And Blue Ribbon seeks to double its wholesale trade in the next year or so, moving into more suburban specialty markets. Baking mistakes could stall growth.
质量控制也是一个主要问题。BR公司的产品每天都会有细微的变化，这可能对于散户购买是有利的，可以吸引他们的兴趣，但是这对于大的餐馆和专卖店来说就是不利的。BR公司希望在未来的一年获得双倍的批发贸易成交量，转移到一个更加专业的市场。
After three years, Blue Ribbon has quickly executed an ambitious agenda that includes the move to a larger space and a packaging and merchandising makeover. Meanwhile, the bakery faces growing competition from new rivals.
三年后,BR公司已迅速执行一项雄心勃勃的议程，包括转移到一个更大的平台并改进了包装和购物形象及质量，同时，面包店也面临着日益激烈的竞争和新的同行对手。
With a limited budget, the expansion is a challenge. The Bakery will need continuity during this time of investment and growth. Blue Ribbon’s cost will soar in the next few months. Its monthly rent, for example, will leap to $10,000 from $3500.Payroll will climb by 30% to 40%.
面对有限的预算，扩张规模是一个挑战。面包店需要连续的投资，在未来的几个月，BR公司的资本将上升。例如，租金将从3500美元跳跃到10000美元，员工的薪酬将上升30%到40%
As for service, Blue Ribbon has shared its expansion plans to its employees, giving them the choice of deciding whether to take the required next steps. Expectations for excellence were made clear to workers. Employees were hold accountable for their actions.
关于服务，BR公司向员工们分享他们的计划，给与他们自主决定是否做下一步的机会。向员工阐明优秀的期望，员工们可以对自己的行为负责任。
To boost is revenues, Blue Ribbon’s $1.5 million in annual sales is now evenly split between retail and wholesale customers. To stay profitable, the bakery plans to double revenues in both segments by 2010.Delighting wholesale customers will be a challenge since they are harder to please. Blue Ribbon thinks that once it addresses quality control, complains will be fewer and satisfaction guaranteed. After all, wholesale is a major growth opportunity. Management will have to be strengthened.
收入和利润在增加，现在BR公司150万美元的年收入包括了散户和批发商。保持盈利的同时，面包店计划在2010年达到双倍收入。但是批发客户将会是一个挑战。BR公司认为有效的管理控制将会是投诉变少。这是一个非常重要的发展机遇，因此，管理必须要被加强。
Blue Ribbon’s culture stresses pride in craftsmanship, rather than management, which means any in-house training program, will face challenges. Instead of attempting to turn bakers into managers, Blue Ribbon will have to true to local culinary schools to recruit a wholesale manager who have studied restaurant or bakery management, But BR can’t pay the salary such a manager would expect.
BR公司的文化价值是注重技术而不是管理。任何形式的内部培训将面临挑战因为他们不受重视。他们试图用面包师傅代替经理，BR公司需要从学校雇佣一个学院派的经理去学习如何做面包，但他们并不能支付经历想要的薪水。
BR has a great agenda but a lot of work left to be done and funding to be met.
BR公司有很大的规划，但是很多工作的开展都需要资金支持。

Question1
The following trial balance is extracted from the computerized record keeping system of ABC plc. As at 31 December 2009. Authorized share capital: 4,000,000 ￡1 ordinary shares, and 1,000,000 ￡2 preferece shares.

DR
￡
CR
￡
Purchases and sales
7,000,000
14,000,000
Trade debtors and trade creditors
5,000,000
3,000,000
Cash and bank
2,000,000

Stock at Jan. 1 2009
2,000,000

Land and building(NBV as at 31/12/08)
9,000,000

Fixture and fittings(NBV as at 31/12/08)
500,000

Plant and machinery(NBV as at 31/12/08)
2,500,000

Motor vehicles(NBV as at 31/12/08)
500,000

Discount allowed and discount received
200,000
800,000
Ordinary shares of ￡1 each

3,000,000
Preference shares 10%

750,000
Administration expenses
200,000

Distribution cost
1,200,000

Bad dets
100,000

Drawings
50,000

Wages and salaries
600,000

10% debentures

5,000,000
Profit and loss Account at Jan. 1, 2009

3,500,000
General reserve

1,000,000
Debenture interest paid
200,000

31,050,000
31,050,000
Notes to accounts:
1. Closing stock at 31 Dec., 2009 was valued at ￡1,000,000.
2. The depreciatiohn of fixed assets for the years as follows:
l Land and building ￡180,000
l Fixtures and fittings ￡100,000
l Plant and machinery ￡150,000
l Moto vehicles ￡200,000
3. Bonus of ￡90,000 was decided but not paid by the end of the year(bounus is classified as an administration expense).
4. Debebture interest should be provided for in full.
5. Salaried include ￡50,000 relates to the coming year.
6. Provide for corporation tax of ￡700,000.
7. Transfer ￡300,000 to the general reserve.
8. An ordinary divedend of ￡0.05 per share is proposed by the directors, while the preference dividend should be provided for in full.

Required :
As the assistant accountant with ABC plc, your boss has asked you to prepare
1. the Trading, Profit and Loss Appropriation Account for the year ended 31 December 2009.
2. the Balance sheet as at 31 December 2009
Question2
The following estimateds have been prepared by XYZ Inc. , a leather bay manufacturer.

1. Expected sales(projected selling price is ￡50):
Month
July
August
September
October
November
December
Output in units
1000
1200
1500
2000
2500
3000
All sales are to be credit sales and customer are to pay in the next month.

2. Production each month will be just sufficient to meet the month’s sales.

3. One bag requires two hours of direct labor at ￡8 per hour, while variable production overhead are to be charged ￡5 per unit. Both are paid in the month the bags produced.

4. Each bay requires 0.5 kg of raw materials, which costs ￡12 per kg. All purchases of materials are credit purchases and suppliers are to be paid in the second month following the month of purchase.

5. Fixed monthly production overhead are as follows:
Rent ￡10,000
Insurance ￡3,000
Utilities ￡6,000
Depreciation ￡4,000
Salary ￡2,500
Selling and distribution ￡1,500
Others ￡2,000
These are to be paid in the month the bags are produced/sold.
Required:
1. Prepare an income and expenditure budget in tabular format for the six month period.
2. Prepare a cash budget for the period with the initial cash balance of ￡30,000.
3. Calculate the break-even point in units over the period.

July
August
September
October
November
December
Total
Sale units

Income:

Expenditure:

Variable cost:

Fixed cost:

Total expenditure

July
August
September
October
November
December
Cash receipts:

Cash payments:

Total payments

Opening balance

Receipts

Payments

Closing balance

Break-even point in units:

Goals help an organisation identify:
what, how, who when and why factors.
One classification:
♦ consumer goals: high quality service at quoted
price
♦ product goals: ♦ to provide the best designs through well trained staff

♦ operational goals: to know what work is being
carried out and whereabouts of
staff at any given time; or, use
local contractors for development
♦ secondary goals: use local firms for services to the
company
Objectives
to complete work on time and
within price
♦ to ensure staff are well trained
♦ to keep a track of ongoing projects
through the use of timesheets
Policy
all work to be distributed through
David
♦ to complete timesheets
♦ to invoice work at quoted price
♦ to use local training providers

The Baking Industry 8/8 12/26/2024