Burgertown Report Research Paper Example | Topics and Well Written Essays - 1750 words

Burgertown Report - Research Paper Example 1.2 312 Staff Cost 127664 0.74 94.952 Total Variable Cost 406.952 Marginal Contribution 260000 0.00 295.048 Fixed Cost 83 Depreciation Cost 25 Total Fixed Cost 108 Profit Before Interest 187.048 & Tax (PBIT) Interest 30 12% on Rs. 250000 Profit Before Tax (PBT) 157.048 c) Break Even Point Fixed Cost / Marginal Contribution 95170.96 Per Unit As you can see above that by producing 95,170.96 units the total sales realized would be equal to the total cost and thus the firm would be under Break Even situation meaning thereby that they would be a no profit no loss situation. d) Margin of Safety Actual Sales - Break Even Sales 164829 (in volumes) The Firm is in a better situation as the Margin of Safety is in a much strong position both in terms of quantity as shown above and in percentage as shown below : = Margin of Safety / Total Sales * 100 164829 / 260000 * 100 = 63.40% f) No. of units to be produced extra to gain additional profit of Rs. 50,000 PARTICULARS No. of Units Rate Value Sales x 2.90 2.90x Variable Cost Cost of Meals x 1.2 1.2x Staff Cost x 0.74 0.74x Total Variable Cost x 1.94x Marginal Contribution 0.96x (Sales - Total Variable Cost) Fixed Cost (Break up given below) 173000 Depreciation Cost 25000 Total Fixed Cost 198000 Profit Before Interest 237048 & Tax (PBIT) (Stated that the profits would be 50,000 additional than the earlier profits Also Marginal Contribution = Fixed Cost + Profit Before Interest & Tax Therefore no. of units produced to achieve an additional profit of Rs. 50,000 would be (237048+198000) /... Some limitations are typically due to the lack of precision in the numbers (e.g., what is the actual price, is it purchase price or life cycle price) and getting the precise figures for fixed and variable costs. Beyond that, it is limited by its total focus on the quantitative elements of a business plan and doesn't consider competitive reactions, customer needs, etc. http://books.google.co.in/booksct=result&id=958o8MoaYmMC&dq=high- low+method++variable+labour+cost+per+meal+and+the+annual+fixed+labour+cost.&ots=RibYVyeuS7&pg=PA133&lpg=PA133&sig=ACfU3U2ievG4GwJltFY_kQEL94YQYXEaKw&q=high-low+method++variable+labour+cost+per+meal+and+the+annual+fixed+labour+cost.+#PPA135,M1

Communication Satisfaction in the Virtual Workplace Coursework

Communication Satisfaction in the Virtual Workplace - Coursework Example Such innovations are capable of engaging, encouraging and supporting employees in their commitment to duty, which ultimately improves performance. By facilitating different approaches towards employees, innovations in employee benefits help the organization improve its overall competitive compensation strategy by enabling it to present itself uniquely from other organizations. Organizations can tie innovative benefits to specific jobs by primarily considering factors such as what the job description of each group of employees entails. Age is also a critical factor. This stems from the understanding that a certain innovative plan may be significant to one group and meaningless to another. For instance, fitness group membership would not be considered as a priority for field officers who traverse the width of the state while on duty as it would be for those who spend long hours behind computers. Similarly, young adults below 30 would consider mortgages and car loans or grants to be more significant than healthcare or retirement packages while in contrast, the elderly and less active would be tied to retirement benefits (Swanberg, McKechnie, & James, 2011). Critically assessing the effectiveness of equity-based versus creative-approach reward systems reveals that they both depend on an organization’s communication strategy as well as employees’ personal perceptions. Employees have a right to equity-based rewards since it is basically what they enter into a contract with employers to earn. The effectiveness of equity-based rewards is reflected in the manner in which they incorporate the interests of shareholders, organizations, and employees (Worldatwork, 2010). The key objectives of equity-based rewards include obtaining tax advantages and conserving resources while motivating optimum performance by employees.