Date Account Debit (£) Credit (£)
01‑03‑2025 Purchases (Stock) 5,000
Creditors – XYZ Ltd. 5,000
Trade discount (recorded at net amount) – no journal entry.
Cash discount (taken by the buyer) – recorded as a reduction of expense or purchase cost.
Account Debit (£) Credit (£)
Sales 120,000
Purchases 70,000
Operating expenses 30,000
Interest expense 2,000
Tax expense 4,000
Capital 150,000
Total Debits = Total Credits → trial balance is balanced.
Bank reconciliation as at 31 Mar 2025
Bank statement balance £25,000
Add: Deposits in transit 1,200
Less: Unpresented cheques 800
Add: Bank error (interest credited) 150
Adjusted cash‑book balance £25,550
Purchases Ledger Control (example)
Opening balance (creditors) £8,000
Add: Purchases on credit 12,000
Less: Payments to creditors 5,000
Closing balance (creditors) £15,000
The total of the individual creditors’ balances in the subsidiary ledger must equal the control‑account balance.
Journal entry – straight‑line example (machine £10,000, 5‑year life, no residual)
Depreciation expense 2,000
Accumulated depreciation – Machinery 2,000
Worked example
Trade receivables (end of period) £12,000
Provision @ 5% of receivables £ 600
Bad‑debt expense (adjusting entry) 600
Provision for doubtful debts 600
| Income Statement | |
|---|---|
| Sales (Revenue) | £120,000 |
| Cost of Goods Sold | £70,000 |
| Gross Profit | £50,000 |
| Operating expenses | £30,000 |
| Interest expense | £2,000 |
| Tax expense | £4,000 |
| Net Profit | £14,000 |
| Statement of Financial Position | |
|---|---|
| Cash | £8,000 |
| Trade receivables | £12,000 |
| Inventory | £20,000 |
| Machinery (cost £30,000 less accumulated depreciation £10,000) | £20,000 |
| Total Assets | £60,000 |
| Trade payables | £15,000 |
| Bank loan | £10,000 |
| Owner’s capital (opening £30,000 + net profit £14,000) | £44,000 |
| Total Liabilities & Equity | £60,000 |
Given:
Derivation:
Worked example (figures from 5.1)
| Ratio | Formula | Interpretation |
|---|---|---|
| Current Ratio | \(\displaystyle \frac{\text{Current Assets}}{\text{Current Liabilities}}\) | Measures ability to meet short‑term obligations. > 1 is generally satisfactory. |
| Acid‑Test (Quick) Ratio | \(\displaystyle \frac{\text{Cash}+\text{Trade receivables}+\text{Short‑term investments}}{\text{Current Liabilities}}\) | Liquidity test that excludes inventory. |
| Inventory Turnover | \(\displaystyle \frac{\text{Cost of Goods Sold}}{\text{Average Inventory}}\) | Higher = efficient stock management; lower may indicate over‑stocking. |
| Receivables Turnover | \(\displaystyle \frac{\text{Credit sales}}{\text{Average trade receivables}}\) | Higher = quicker collection of debts. |
| Payables Turnover | \(\displaystyle \frac{\text{Purchases on credit}}{\text{Average trade payables}}\) | Lower may indicate good cash‑flow management; very low could mean suppliers are being delayed. |
| Return on Capital Employed (ROCE) | \(\displaystyle \frac{\text{Profit before interest and tax (PBIT)}}{\text{Capital employed}}\times100\) | Shows overall profitability relative to the capital used. |
| Principle | What it means |
|---|---|
| Business Entity | The affairs of the business are kept separate from those of its owners. |
| Going Concern | Financial statements are prepared assuming the business will continue operating. |
| Money Measurement | Only transactions that can be expressed in monetary terms are recorded. |
| Historical Cost | Assets are recorded at the amount paid for them, not at current market value. |
| Matching (Accrual) Principle | Expenses are recognised in the period in which the related revenue is earned. |
| Prudence (Conservatism) | Potential losses are recognised as soon as they are foreseen; gains only when realised. |
| Consistency | Accounting policies should be applied from one period to the next unless a change is justified. |
| Materiality | Only items that could influence the decisions of users need to be disclosed. |
| Realisation | Revenue is recorded when the goods are delivered or services performed. |
| Ratio | Formula | Typical Benchmark |
|---|---|---|
| Gross Profit Margin | \(\displaystyle \frac{\text{Gross Profit}}{\text{Sales}}\times100\) | Industry‑dependent; higher = better control of production costs. |
| Net Profit Margin | \(\displaystyle \frac{\text{Net Profit}}{\text{Sales}}\times100\) | Higher indicates overall efficiency. |
| Current Ratio | \(\displaystyle \frac{\text{Current Assets}}{\text{Current Liabilities}}\) | 1.5 – 3.0 is commonly acceptable. |
| Acid‑Test Ratio | \(\displaystyle \frac{\text{Cash}+\text{Receivables}+\text{Short‑term investments}}{\text{Current Liabilities}}\) | > 1.0 is preferred. |
| Inventory Turnover | \(\displaystyle \frac{\text{COGS}}{\text{Average Inventory}}\) | Higher = efficient stock management. |
| Receivables Turnover | \(\displaystyle \frac{\text{Credit Sales}}{\text{Average Receivables}}\) | Higher = quicker collection. |
| Payables Turnover | \(\displaystyle \frac{\text{Credit Purchases}}{\text{Average Payables}}\) | Lower may indicate good cash‑flow management. |
| ROCE | \(\displaystyle \frac{\text{PBIT}}{\text{Capital Employed}}\times100\) | Higher = better overall profitability. |
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