allow students to practice various theories

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Arab Open University
B392: TMA – 3rd Semester 2020 – 2021
Cut-Off Date: TBA
About TMA:
The essence of this TMA is to allow students to practice various theories and concepts of the B392 course. Case studies allow students to demonstrate their understanding of the studied materials. Since all questions depend extensively on student’s justification, there is no typical answer for TMA questions. This marking guideline offers general framework to mark TMA where a tutor needs to apply his personal judgment in grading each question.
The TMA covers the management accounting concepts and practices in the businesses. It is marked out of 100 and is worth 20% of the overall assessment component. It is intended to assess students’ understanding of some of the learning points within Units 2, 3, 4, 5 and 6 beside the supplementary material. This TMA requires you to apply the course concepts. The TMA is intended to:
Assess students’ understanding of key learning points within the first four units.
Increase the students’ knowledge about the reality of the Managerial Accounting as a profession.
Develop students’ communication skills, such as memo writing, essay writing, analysis and presentation of material.
Develop the ability to understand and interact with the nature of the managerial accounting tools in reality.
Develop basic ICT skills such as using the internet.
The TMA:
This TMA is based around a Case study. Marks will be awarded for blending the context of each case and with relevant theory by means of your own interpretation. In addition to this, some research is required.
The TMA requires you to:
Review various study sessions beside the supplementary materials.
Conduct a simple information search using the internet and the e-library.
Present your findings in not more than 1,400 words ± 10%.
You should use a Microsoft Office Word and Times New Roman Font of 12 points.
You should read and follow the instructions below carefully. Each part of the process will carry marks for the assignment.
TMA instructions
Please read these instructions carefully, and contact your tutor if you require any further clarifications. You should submit your completed assignment to your tutor to arrive no later than the cut-off Date mentioned above.
This tutor-marked assignment accounts for 20% of the total grade assigned to the course. This assignment will be graded out of 100 marks.
General Marks (Up to 10% Deduction)
Marks distribution: This assignment will be graded out of 100 marks, which will be allocated to your answer for the two mini cases’ questions. 10% will be deducted based on the following criteria:
5% for improper referencing (2.5% in-text referencing and 2.5% end-text references).
2.5% for improper presentation (using PT3 form with a clear presentation).
2.5% for not adhering to the word count (when applicable)
Please use standard A4 size paper for submitting the hard copy of your TMA. Your name, personal identifier, course and assignment numbers must appear at the top of each sheet. A soft copy of your TMA must be uploaded to the university moodle within the indicated cut-off date. The hard & soft copies must be identical. Please leave wide margins and space at the end of each sheet for tutor comments. It is better to use double spacing so that you can easily handwrite corrections to your drafts and tutors have space to include their feedback on the script. Start each question in the assignment on a new page.
Completing and sending your assignments
When you have completed your TMA, you must fill in the assignment form (PT3), taking care to fill all information correctly including your personal identifier, course code, section & tutor, and assignment numbers. Each TMA and its PT3 form should be uploaded on the AOU branch moodle within the cut-off date. Late submissions require approval from the branch course coordinator and will be subject to grade deductions. All assignments are treated in strict confidence.
Plagiarism
The Arab Open University Definitions of cheating and plagiarism
According to the Arab Open University By-laws, “The following acts represent cases of cheating and plagiarism:
Verbatim copying of printed material and submitting them as part of TMAs without proper academic acknowledgement and documentation.
Verbatim copying of material from the Internet, including tables and graphics.
Copying other students’ notes or reports.
Using paid or unpaid material prepared for the student by individuals or firms.
Utilization of, or proceeding to utilize, contraband materials or devices in examinations.”
Penalty on plagiarism
The following is the standard plagiarism penalty applied across branches as per Article 11 of the university by-laws:
Awarding of zero for a TMA wherein more than 20% of the content is plagiarized.
Documentation of warning in student record.
Failure in the course to dismissal from the University.
All University programmes are required to apply penalties that are consistent with the University by laws.
Examples of Plagiarism
Copying from a single or multiple sources, this is where the student uses one or more of the following as the basis for the whole, or a good part, of the assignment:
Published or unpublished books, articles or reports
The Internet
The media (e.g.TV programmes, radio programmes or newspaper articles)
An essay from an essay bank
A piece of work previously submitted by another student
Copying from a text which is about to be submitted for the same assignment
The TMA Questions
Case Study
In July 2016, Josh Gavidia and Rae Dineda, co-owners of Style Inc. (Style), a fine bespoke tailoring company, wondered how to increase the company’s profitability. Over the past six years, the Toronto, Ontario-based company had enjoyed modest financial success, but the industry was becoming increasingly competitive; profit margins had been shrinking on some of Style’s clothing lines. Although the co-owners were proud of their diverse selection of bespoke tailored products, they wondered whether offering seven different clothing lines was overextending their resources. They set out to consider dropping their lowest-margin clothing line or increasing its retail selling price.
TORONTO, ONTARIO
Toronto was the largest city in Canada, with a population nearing six million. The city had grown at a rate consistently above 9 per cent between each census date, making it one of the fastest-growing cities in Canada. At the centre of the city was the historic Financial District of Toronto. The Financial District was home to the Toronto Stock Exchange, as well as corporate head offices for several businesses and all major Canadian banking institutions, justifiably supporting its recognition as the financial centre of Canada. Furthermore, more than 100,000 commuters, including many business executives and professionals, travelled through Toronto’s Financial District every day, establishing an important shopping base in the district
CUSTOM TAILORING IN CANADA
Several new custom bespoke tailoring companies had launched over the past decade, including the online giant Indochino that boasted over CA$10 million in annual revenues and more than 100,000 global customers. Other successful custom bespoke tailoring companies with global sales included J. Hilburn, Knot Standard, and Modern Tailor. Locally, Style’s owners considered Garylin Tailoring (Garylin) and Phillip Thomas (Thomas) their closest competitors.
GARYLIN TAILORING
Garylin focused on high-quality bespoke tailoring. Garylin’s retail location in Toronto was less than one kilometre from the core of the Financial District. Garylin had been recognized by numerous major fashion media outlets (e.g., GQ, Toronto Life, and Sharp Magazine) for its superior quality and niche product offerings. An example of its high level of customization was its state-of-the-art, $20,000 bulletproof suit. Custom dress shirts sold from $100–$170, and suits and jackets were priced from $500–$1,200.
PHILLIP THOMAS
With over 20 years’ experience and nine retail shop locations in major cities across Canada, Thomas was well-established in the custom bespoke market. Thomas sold a variety of custom dress shirts, as well as suits and jackets with retail selling prices from $70–$130 and $400–$850, respectively. In Toronto, Thomas was located at the corner of King Street West and Bay Street, in the heart of Toronto’s Financial District.
STYLE INC.
History
In 2006, after graduating with a business administration degree with a major in finance from the Ivey Business School (at Western University), Gavidia worked as a financial analyst for Richardson Partners Financial Limited and then as a business analyst for CIBC Wealth Management. Dineda completed her undergraduate degree at the University of Victoria with a major in health informatics and then a master’s degree in business administration from the Ivey Business School (at Western University) in 2011. Dineda then worked in sales, marketing, and consulting positions. Gavidia and Dineda launched Style in 2010, while Dineda continued to work on a full-time basis elsewhere.
Style focused exclusively on personalized custom-made suits and dress shirts for men. Since incorporation, sales had grown each year. Style earned $600,000 in revenue for fiscal year 2015. See Exhibit 1 for Style’s product line pricing and costs. One of the biggest success factors for Style was strong customer retention; a vast majority of customers continued to buy dress shirts and suits from Style each year. Gavidia and Dineda attributed this customer retention to their personalized service for each customer and their diverse product offerings.
With no retail storefront, Style kept its fixed costs low at between 5 and 8 per cent of revenues. The most significant fixed cost was a $78 per square foot annual rental expense for 400 square feet of storage space needed to hold inventory. This cost control was responsible for Style’s higher-than-average industry profit margins and sufficient cash flow to pay the owners healthy dividends annually.
Operations
In lieu of a retail storefront, Gavidia and Dineda arranged for specific sizing days at locations with a high density of business professionals. For example, First Canadian Place and Toronto-Dominion Centre were major destinations in downtown Toronto for Style. Additionally, twice a year, Gavidia and Dineda set up at Western University, targeting upcoming graduates recruiting for full-time positions, many of whom were located in Toronto.
Typically, customers would meet Gavidia and Dineda on location to discuss their formal attire needs. Based on the conversation, style preferences, and personal budget, the partners would then recommend a number of different fabrics for the desired clothing. Each fabric booklet had more than 200 fabric options; therefore, the owners’ expertise was critical in narrowing down the selection appropriate for each customer. Once the order was placed, it typically took two to three weeks for the finished product to be assembled and shipped from Style’s overseas supplier. Gavidia and Dineda would then arrange a pick-up date for their customers to try on and take home the finished product at the same location as the initial fitting. Style had local designers and tailors for special alterations and worked closely to ensure 100 per cent customer fit. In some situations, customers could submit a receipt for alterations if they were not completed by Style.
Style aimed for a contribution margin above 35 per cent on all its clothing lines. Gavidia and Dineda knew that sales volume made a significant impact on the contribution each clothing line earned for the company. Considering these factors, Gavidia and Dineda set a total target contribution of $25,000 annually from each clothing line.
THE FUTURE
Gavidia and Dineda were considering whether to stop offering their least profitable product line. If a clothing line were discontinued, the owners would need to recover that line’s lost contribution from elsewhere in the business. They were prepared to spend an additional $5,000 on advertising to increase the revenues earned on the remaining clothing lines. Gavidia and Dineda believed that a weighted average contribution margin for each of its seven clothing lines would be the best way to evaluate this decision’s feasibility. They expected sales of the remaining clothing lines would remain at their same proportions of total sales.
Another option under consideration was to increase their clothing line prices to improve profitability. If the owners decided to increase the retail selling price on their lowest-margin clothing line, they thought it would be unlikely that they could sell this line at a price point above Garylin Tailoring without losing significant sales volume. Was it feasible? Would it be possible to increase prices while simultaneously meeting their target contribution margin?
CONCLUSION
With the busy fall season fast approaching, Gavidia and Dineda wanted to capitalize on current consumer trends while maximizing Style’s profitability. They planned to make any decisions before the end of July so they would have enough time to implement a new marketing plan for the adjusted clothing line offering or to inform their customer base of pricing updates.
EXHIBIT 1: STYLE INC.’S PRODUCT LINE PRICING AND COSTS
DRESS SHIRT PRODUCT LINES

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Classic Shirt
Premium Shirt
Executive Shirt
Retail selling price
$75.00
$95.00
$125.00
Per cent of total sales
5
15
15
Tailoring costs
$7.50
$9.25
$10.75
Shipping costs
$48.50
$58.75
$69.25
SUIT PRODUCT LINES

Coat
Classic Suit
Premium Suit
Executive Suit
Retail selling price
$395.00
$475.00
$625.00
$850.00
Per cent of total sales
10
15
15
25
Tailoring costs
$28.35
$25.50
$29.00
$33.10
Shipping costs
$181.65
$163.50
$186.00
$211.90
Source: Company files.
Required:
Analyze and discuss the implications of the custom tailoring industry in Canada. (250 words)
Analyze and discuss the implications of Style’s current operations. (250 words)
Calculate the unit contribution, total contribution, and contribution margin rate for each of the seven clothing lines. Does any product lines earn a contribution margin rate lower than either the company’s target contribution of 35 per cent per clothing line or the annual total target contribution of CA$25,000? (300 words)
Perform a weighted average break-even analysis assuming the clothing line yielding the lowest contribution is discontinued. Compare this result to the new unit contribution if this same clothing line’s selling price is increased to $90 or $100. Discuss whether the company should discontinue this product line or increase its retail selling price. (600 words)
[Marks: (20+20+30+30) = 100]
Total Marks: 100 – 10 Marks of deductions for general presentation and references]
In your answer, you should explain each point or inquiry separately.
Use the following headings (below) to make up the different sections of your work:

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The PT3 form

Title and contents page

Case Study

References (Recorded according to the Harvard style – Available on LMS)
END of TMA
Good Luck

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