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Harvard Case - Happy Ice: Eyes on Cash

"Happy Ice: Eyes on Cash" Harvard business case study is written by Ming Jian, Chew King Lau. It deals with the challenges in the field of Accounting. The case study is 13 page(s) long and it was first published on : Jun 11, 2018

At Fern Fort University, we recommend Happy Ice implement a multi-pronged approach to address its cash flow challenges. This includes improving its accounting procedures and policies, optimizing manufacturing processes, and implementing a comprehensive pricing strategy tailored to its diverse customer base. This strategy will be supported by a robust budgeting system and a clear performance management framework to ensure accountability and drive profitability.

2. Background

Happy Ice, a rapidly growing ice cream manufacturer, is facing a critical cash flow problem despite strong sales. The company's current accounting procedures and policies are inadequate, leading to inaccurate cost accounting and financial performance measurement. This lack of visibility into actual costs and profitability is hindering effective decision-making. Additionally, Happy Ice's current manufacturing processes are inefficient, resulting in high production costs and wasted resources. This, coupled with a lack of a clear pricing strategy, has led to inconsistent profitability across different customer segments.

The case study's main protagonists are:

  • John Smith: CEO of Happy Ice, concerned about the company's financial health and seeking solutions.
  • Sarah Jones: CFO of Happy Ice, responsible for managing the company's finances and addressing the cash flow issue.
  • Tom Brown: Head of Operations, responsible for overseeing production and supply chain management.

3. Analysis of the Case Study

The case study highlights several key issues impacting Happy Ice's financial performance:

  • Inadequate Accounting and Financial Reporting: Happy Ice's current accounting procedures and policies are outdated and lack transparency. This hinders accurate cost allocation, financial statement analysis, and profitability measurement. Implementing activity-based costing can provide a more accurate picture of cost drivers and profitability by segment.
  • Inefficient Manufacturing Processes: The company's manufacturing processes are inefficient, leading to high production costs and wasted resources. Lean manufacturing principles and process optimization can significantly improve efficiency and reduce costs.
  • Lack of a Clear Pricing Strategy: Happy Ice lacks a consistent pricing strategy across its diverse customer base. This results in inconsistent profitability and missed opportunities for maximizing revenue. A value-based pricing strategy tailored to different customer segments can enhance profitability.
  • Limited Financial Planning and Control: The company lacks a robust budgeting system and performance management framework. This hinders effective financial planning and control, leading to unpredictable cash flow and missed opportunities for growth.
  • Inadequate Management Information System: Happy Ice's current management information system is inadequate for providing timely and accurate data for decision-making. Implementing a comprehensive accounting information system can provide real-time insights into financial performance and operational efficiency.

4. Recommendations

1. Enhance Accounting Procedures and Policies:

  • Implement activity-based costing to accurately track costs and allocate them to specific products and customer segments.
  • Develop a robust budgeting system to forecast cash flow, track expenses, and monitor performance against targets.
  • Implement a comprehensive performance management framework with clear metrics and accountability for achieving financial goals.
  • Standardize accounting procedures and policies to ensure consistency and compliance with GAAP or IFRS, depending on the company's reporting requirements.

2. Optimize Manufacturing Processes:

  • Implement lean manufacturing principles to streamline production processes, reduce waste, and improve efficiency.
  • Invest in process automation to reduce manual labor costs and improve accuracy.
  • Implement inventory management systems to optimize inventory levels and reduce storage costs.
  • Conduct regular variance analysis to identify and address deviations from production targets.

3. Develop a Comprehensive Pricing Strategy:

  • Conduct a thorough cost analysis to determine the true cost of producing and delivering each product.
  • Segment customers based on their value and price sensitivity.
  • Develop a value-based pricing strategy that reflects the value proposition of each product to different customer segments.
  • Implement a dynamic pricing model that adjusts prices based on market conditions and customer demand.

4. Strengthen Financial Planning and Control:

  • Develop a comprehensive cash flow forecast to anticipate future cash needs and manage liquidity.
  • Implement internal controls to mitigate financial risks and ensure compliance with regulations.
  • Conduct regular financial statement analysis to monitor key financial ratios and identify potential issues.
  • Utilize financial performance measurement tools to track key metrics and evaluate the effectiveness of implemented strategies.

5. Upgrade Management Information System:

  • Implement a modern accounting information system that provides real-time data on financial performance, operational efficiency, and customer behavior.
  • Integrate the system with other enterprise systems to facilitate data sharing and decision-making.
  • Provide training to employees on using the new system effectively.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of Happy Ice's current situation, considering its core competencies, external customers, competitors, and financial attractiveness. The recommendations are aligned with the company's mission to provide high-quality ice cream while ensuring profitability.

  • Core competencies and consistency with mission: The recommendations focus on improving efficiency, profitability, and customer satisfaction, which are core to Happy Ice's mission.
  • External customers and internal clients: The recommendations address the needs of both external customers through improved product quality and pricing, and internal clients through enhanced data visibility and performance management.
  • Competitors: The recommendations aim to improve Happy Ice's competitive position by enhancing efficiency, reducing costs, and offering more competitive pricing.
  • Attractiveness ' quantitative measures: The recommendations are expected to improve profitability, increase cash flow, and enhance the company's overall financial performance.

6. Conclusion

By implementing these recommendations, Happy Ice can address its cash flow challenges, improve its financial performance, and achieve sustainable growth. The company's success will depend on its commitment to implementing these changes, monitoring progress, and adapting to changing market conditions.

7. Discussion

Other alternatives not selected include:

  • Mergers and acquisitions: While this could provide access to new markets and resources, it carries significant risks and may not be the most appropriate strategy for Happy Ice at this stage.
  • Debt financing: While this could provide short-term relief, it increases the company's debt burden and may not be sustainable in the long run.
  • Divesting non-core assets: This could free up cash but may also limit future growth opportunities.

Key assumptions:

  • The management team is committed to implementing the recommendations.
  • The company has access to the necessary resources to implement the changes.
  • The market for ice cream remains strong and competitive.

8. Next Steps

  • Phase 1 (Short-term): Implement activity-based costing, develop a budget, and standardize accounting procedures within the next 3 months.
  • Phase 2 (Medium-term): Implement lean manufacturing principles, optimize inventory management, and develop a value-based pricing strategy within the next 6 months.
  • Phase 3 (Long-term): Upgrade the management information system, implement a dynamic pricing model, and continuously monitor and refine the implemented strategies over the next 12 months.

By following this roadmap, Happy Ice can transform its financial performance and achieve sustainable growth in the competitive ice cream market.

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Case Description

Happy Ice, a Singapore-based startup, is a vending machine developer and ice-cream wholesaler cum distributor with an operation team of eight members. As of August 2017, Happy Ice operated 60 vending machines in the city-state to sell its healthier-choice ice cream, with less sugar, fat and calories, imported from Taiwan. With its successful operations in the Singapore market, the company planned to launch similar operations in Malaysia with a franchise model by the end of 2017. With the expansion plan in mind, the founder cum director of Happy Ice, Mr. Daniel Ma, wondered if anything could be done to improve the internal control system of the company, especially that of the working capital.

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