Software Associates
Brief History:
Software Associates was founded by Richard Norton ten years ago to perform system integration
projects for clients. Initially it was set up to operate in client server environments and now it had grown
to making web applications with the pace of technological evolution. It has two types of services to offer
to clients-
1)Solutions Business-This Business helped clients rapidly develop targeted management strategies , and
then mobilized business and technology resources to deliver software solutions.
2)Contract Business- This Business offered clients experience software engineers, programmers , and
consultants, on a short term project basis ,to help the clients implement their own IT tools and
solutions.
Recently the company noticed that in spite of increase in revenue their profit is not increasing and on
the hand showed lower profit percentage than the usual 15-20% range.
With the help of below made analysis we have tried our best to acknowledge the reasons for the same.
Question 1: Prepare a variance analysis report based on the information in Exhibit 1. Would this be
sufficient to explain the profit shortfall to Norton at the 8AM Meeting?
Ans : Based on Exhibit 1:
Analysis:
Actual Revenues have exceeded budgeted revenues but still our profit has decreased drastically, from
exhibit 1 we can see that our expenses have increased significantly and hence lower profits.
Variance analysis report based on the information in exhibit 2:
Particulars Actual Budgeted Variance
Hours billed 39000 35910
Average billing rate 83.69 90
Total consulting revenue variance 32010
Hours billed variance 278100
Average billing rate variance -246090
We can see here, variance for revenue and hours billed is favorable whereas, for average billing rate
it’s unfavorable.
Sum of Hours variance and average billing rate variance is equal to Consulting Revenue variance.
Thus, $278,100 - $246,090 = $32,010.
Question 3: Prepare a spending and volume variance analysis of operating expenses based on the
additional information supplied in Exhibit 3.
From Exhibit 3 we can deduce following:
Analysis:
The case tells us that the budgeted expenses were neither entirely variable nor entirely fixed during the
quarter and based on their variance percentage we can say that major chunk of this expense is varying
for administration, information systems, dues and subscription ,education, office expense, office
supplies, postage, telephone ,travel and entertainment. These have variable percentages more than
80% which means we cannot certainly predict our budgeted expense due to this variability.
So our total actual expenses from the table=$938,560
And total budgeted expenses= $877,300
Therefore difference in expense=938,560-877,300=61,260
And, we know
Fixed Expense = Budgeted Expense – Variable Expense
Total Variable Expense = $525,000
Therefore Total Fixed Expense = $877,300-$525,000=$352,300
No of Budgeted Consultants=105
Therefore,
Variable Expense per consultant = $525000/105 = $5000
Also,
Flexible budget actual volume = Total Fixed Expense + Total Actual Variable Expense
Total Actual Variable Expense = Variable Expense per consultant * Actual consultants
= 5000*113 = $565,000
Therefore,
Flexible budget at actual volume = $352,300 + $565000 = $917,300
And,
Spending Variance = Actual indirect expenses – Flexible budget at actual volume
= $938,560 - $917,300 = $21,260 (Unfavorable)
Volume Variance = (Actual Quantity – Budgeted Quantity)*Expected variable Expense per unit
= (113-105)*5000 = $40,000 (unfavorable)
Therefore,
Total indirect expense variance = $61,260 = Spending Variance + Volume Variance
= $21,260 + $40,000 = $61,260
Analysis:
Volume variance is unfavorable for us and so is spending variance. So overall $61,260 is the extra cost
which as a part of flexible budget should have been reduced.
Question 4: Prepare an analysis of the revenue change, separating the volume effect (increase in
number of consultants) from the productivity effect(billing percentage).
Analysis of volume effect
Actual Consultant hours supplied 50850
Expected consultant hours supplied 47250
Expected billing % 76%
Expected billing rate 90
Variance 246240
Result: Favorable
Analysis of productivity effect (Billing %)
Actual consultant hours supplied 50850
Actual billing % 76.7%
Expected billing % 76%
Expected billing rate 90
Variance 31860
Result: Favorable
Analysis:
From the two tables above our volume variance is 246240 and productivity variance is 31860 so our
total revenue variance is =246240+31850=278100 which is favorable.
Question 5: Prepare an analysis of actual versus budgeted revenues consultant expenses and margins
using additional information in exhibit 4.
Actual:
Budgeted:
So we get,
Contract Solutions Total
Pure billing
rate price 48000 Favourable -121200 Unfavourable -73200 Unfavourable
variance
Mix variance -138240 Unfavourable -34560 Unfavourable -172800 Unfavourable
Revenue rate
-90240 Unfavourable -155760 Unfavourable -246000 Unfavourable
variance
Contract Solutions Total
Pure consultant cost price
172800 Unfavourable - - 172800 Unfavourable
variance
Mix variance -25200 Favourable - - -25200 Favourable
Consultant expense rate
147600 Unfavourable - - 147600 Unfavourable
variance
Conclusion:
If the company tries to improve its costing methods by reducing their expenses and aiming for
innovation and adapting to social environments it can expand and establish itself better.
