Here is the synopsis of our sample research paper on Accounting at River Beverages and Atlantico. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 7 page paper discussing budgeting processes at River Beverages and at Atlantico. River Beverages strives to gain a high degree of accuracy, incorporating many unnecessary steps in the process and holding production managers accountable for the performance of non-production departments (i.e., sales). Atlantico's approach is only to "do even better next year," costing it the possibility of price breaks and more effective use of available labor. Bibliography lists 3 sources.
Page Count:
7 pages (~225 words per page)
File: CC6_KSacctRvrBevAtln.rtf
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Unformatted sample text from the term paper:
Is Each Step Necessary? Sales Budgets The budgeting process begins with the division managers, who report "capital, sales, and income forecasts for the
upcoming fiscal year" (Hilton, year; p. _) to the vice president of their respective regions. This step likely is not necessary, for several reasons. The first is that
it is merely an exercise that focuses managers attention on the topic of budgets. They have no real control over the final budget product and researchers will be developing
independent budgets in the next step of the process. The managers appear to be aware that their initial budgets are meaningless, otherwise they would give the activity more attention
and prepare them with more detail. Forecasts made by the strategic research team are more meaningful in that each results from "a formal
assessment of each market segment in its region" (Hilton, year; p. _), including current and expected economic conditions and current market share. This aspect of the budget process integrates
the companys products that are kept separate for administrative purposes. District sales managers have the real power in formulating initial sales forecasts, and
they bear responsibility for the budget advice they produce. The division manager reviews this budget but cannot make changes, making this substep an unnecessary one. Top management eventually
receives the sales managers budget advice, altering aspects of it as it wishes to see the business expand. Thus if district sales managers provide a budget based on "real"
numbers, they are likely to receive an altered budget containing impossible goals. Plant Budgets The larger sales budget resulting from the above activities
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