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悉尼assignment代寫 essay代寫 Finance assignment 代寫

1.0 Introduction

This report is to offer a financial analysis of Regency Blue Ribbon Restaurant regarding its profitability, financial stability and business efficiency both currently and in the near future. The report is presented to the General Manager of the Blue Ribbon Hotel for his use of business management and decision. The whole information and data is gathered from the provided material, which includes balance sheet and income statement of the restaurant, as well as the future forecast and the same industry average financial levels, which is relatively enough for this analysis.
Blue Ribbon Restaurant is one part of Blue Ribbon Hotel. It possesses 90 patrons and offers lunch and dinner services with special dishes. Special dishes are profited through the high volume sales. It is also pointed out that the staff is all part-time. The business seems to have experienced an expansion due to the sales, salaries, and marketing expense jumps. Gross profit and net profit are two most used indicators of profitability. The former shows the relation between selling price and cost of the products, as well as the strategies and advantages compared to other enterprises. While the latter involves more specific indirect and period expenses for the sake of maintaining the business. The gross profit is relatively high during 2009-2011 however it is lower than the industry average in 2012. The total sales and cost increase by a great degree on 2011, however, the growth rate of the cost exceeds that of the revenue (see Figure 3). The food category seems more serious (see Table 1).One reason for this case is that the cost management seems not good enough for more product material purchases should otherwiselower the average procurement price. Another possible reason is the price is reduced in order to attract more customers or the lowly-profitable special dishes are ordered of a greater volume.  悉尼assignment代寫 essay代寫 Finance assignment 代寫
However, the gross profit is lower than the industrial average level, which is disappointing even if the keen competitiveness of the industry shrinks the gross margin.
Furthermore, with regard to the net profit margin, which includes the deduction of all expenses, the profitability situation is more severe, for it has dropped sharply since 2009 straight downward to the negative figure, reflecting the loss, though of a small amount. The net profit is way lower than the industrial average. The expenses are not well managed and it is more likely that the money is wasted in improper expenditures.
Table 1                  Specific Expenses of the Restaurant
  2012 Industry
Wages 45.49% 28.00%
Energy Costs 4.71% 1.50%
Marketing 3.94% 0.80%
Licenses 1.16% 0.80%
Contract Cleaning 1.04% 0.70%
Insurance 0.52% 0.40%
Kitchen Fuel 1.08% 1.40%
China 0.71% 1.80%
Admin & General 0.29% 2.10%
Depreciation 0.66% 2.50%
Laundry 0.15% 2.90%
Interest 0.34% 3.50%
Total Expenses 60.09% 52.90%
Note: The expense item is ranked according to their discrepancy with the industry level.
As reflected in Table 1, wage expense is the most profit-consuming item. Part-time staff basis may result in this consequence. Part-time waiter and chef could incur cost of training, searching. And the lack of contract binding and shortage of enough staff could lead the part-time to demand high payment per hour. Another possible reason lies in the excess of the staff scale and low efficiency of its service. Moreover, marketing expense jumped on 2011 by 16 times to 84,926. The marketing strategy seems successful as the sales is pulled up. However, the management of the expansion of the business appears to be a failure. Thus, the marketing expenditure is not reasonable before the whole possible expansion strategy is considerably thought and analysed.悉尼assignment代寫 essay代寫 Finance assignment 代寫

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