Organic Pastures is a 400-acre farm on the outskirts of the Kentucky Bluegrass, specializing in the boarding of broodmares and their foals. A recent economic downturn in the thoroughbred industry has led to a decline in breeding activities, and it has made the boarding business extremely competitive. To meet the competition, Organic Pastures planned in 2012 to entertain clients, advertise more extensively, and absorb expenses formerly paid by clients such as veterinary and blacksmith fees. The budget report for 2012 is presented below. As shown, the static income statement budget for the year is based on an expected 21,900 boarding days at $25 per mare. The variable expenses per mare per day were budgeted: Feed $5, Veterinary fees $3, Blacksmith fees $0.30, and Supplies $0.55. All other budgeted expenses were either semi fixed or fixed.

During the year, management decided not to replace a worker who quit in March, but it did issue a new advertising brochure and did more entertaining of clients.1

	ORGANIC PASTURES
	Static Budget Income Statement
	Year Ended December 31, 2012
		Master
	Actual	Budget	Difference
Number of mares per day	52	60	8*
Number of boarding days	18,980	21,900	2,920*
Sales	$379,600	$547,500	$167,900*
Less variable expenses:
Feed	104,390	109,500	5,110
Veterinary fees	58,838	65,700	6,862
Blacksmith fees	6,074	6,570	496
Supplies	10,178	12,045	1,867
Total variable expenses	179,480	193,815	14,335
Contribution margin	200,120	353,685	153,565*
Less fixed expenses:
Depreciation	40,000	40,000	–0–
Insurance	11,000	11,000	–0–
Utilities	12,000	14,000	2,000
Repairs and maintenance	10,000	11,000	1,000
Labor	88,000	96,000	8,000
Advertisement	12,000	8,000	4,000*
Entertainment	7,000	5,000	2,000*
Total fixed expenses	180,000	185,000	5,000
Net income	$ 20,120	$168,685	$148,565*
*Unfavorable.

1Data for this case are based on Hans Sprohge and John Talbott, “New Applications for Variance Analysis,” Journal of Accountancy (AICPA, New York), April 1989, pp. 137–141.

Instructions

With the class divided into groups, answer the following.

(a) Based on the static budget report:

(1) What was the primary cause(s) of the loss in net income?

(2) Did management do a good, average, or poor job of controlling expenses?

(3) Were management’s decisions to stay competitive sound?

(b) Prepare a flexible budget report for the year based on boarding days.

(c) Based on the flexible budget report, answer the three questions in part (a) above.

(d) What course of action do you recommend for the management of Organic Pastures?