Profit and cash part ways in the BUSI 3016 cash flow narrative for Week 4, which traces one season's money from net income down to what actually reached the bank. Searches like "busi 3016 week 4 assignment example", "busi3016 week 4 sample" and "busi 3016 week 4 example" land here.
What a finished BUSI 3016 Week 4 cash flow narrative looks like
About two pages of prose built around one short reconciliation. It starts from net income of $90,000 for the quarter, adds back $10,000 of depreciation because no cash left for it, subtracts a $70,000 rise in receivables from commercial customers who had not yet paid, subtracts $40,000 of condensers and furnaces bought ahead of the season, and adds $25,000 that the firm itself still owed suppliers. Operating cash comes out at $15,000. Each step gets a paragraph in plain words, and working capital is defined once, as money tied up in unpaid invoices and stock minus what the firm owes in the short term. A final section explains the $30,000 line of credit draw in July, when technicians had to be paid weeks before customers paid the firm.
How a BUSI 3016 Week 4 example is structured
Net income opens the narrative because it is the figure the owner already knows, and the story is how it shrinks. Adjustments come in the order a cash flow statement lists them, so a reader who later opens the real statement recognizes the path. Each adjustment is explained by what physically happened, invoices waiting, equipment stacked in the warehouse, a supplier bill still open, before its dollar amount appears. Working capital is defined midway, once the reader has met its parts in action. The line of credit comes last because it is the consequence: a profitable quarter that still needed borrowing is the lesson in miniature. A closing sentence notes what the narrative cannot show, whether the commercial customers will pay on time, which an aging of receivables would answer.
Starting from the known number
Net income of an illustrative $90,000 opens the narrative because the owner has already seen it on the income statement.
Depreciation added back, with its reason
No cash left the business for depreciation this quarter, which is the only reason the narrative adds it back.
Money waiting in invoices and warehouse stock
A $70,000 rise in unpaid commercial invoices and $40,000 of equipment bought early are shown absorbing most of the profit.
Working capital defined in passing
Unpaid invoices and stock minus short-term bills owed are named as working capital once the reader has watched each part move.
Borrowing in a profitable month
The July line of credit draw is explained by payroll falling due before customers paid, not by any loss.
Where marks go in BUSI 3016 Week 4
Treating profit and cash as one number is exactly what this assignment tests for, and a narrative that never separates them forfeits most of the analysis credit. Graders then follow the adjustments. Adding back depreciation earns a point only with its reason, since a narrative saying depreciation increases cash has misread what the add-back does. Direction errors on working capital items are costly: a rise in receivables uses cash, and a paper that adds it instead reverses the story. Plain language carries a separate share, and a narrative full of terms like accrual and noncash charge, left unexplained for the owner the prompt names, reads as a copied statement. The line of credit paragraph earns its credit by connecting borrowing to timing rather than to losses.
Get a BUSI 3016 Week 4 example written to your instructions
Include the statements or cash figures your section supplied along with the narrative prompt and rubric, and the reconciliation is built from those numbers and told in plain words, first one free, returned in 24 to 48 hours. No bank, customer or contractor stands behind these cash figures; they were rounded and invented to show the gap.
BUSI 3016 Week 4 questions, answered
Does the narrative need the full cash flow statement?
Usually only the operating section, which is where profit and cash separate. The example reconciles net income to operating cash in five steps and mentions the line of credit, which belongs to financing, in its last section. If your prompt supplies the whole statement, investing and financing lines can each get a sentence, but the operating story still carries most of your narrative.
Why does an increase in receivables reduce cash?
Because the revenue was recorded when the work was done, but the money has not arrived. Profit counts it; the bank account does not. When receivables grow over a period, more of the period's profit is sitting in customers' hands, so cash from operations comes in lower than net income. The example shows this with commercial jobs billed on long terms, the most common cause in a trades business.
Is the narrative telling the owner to borrow?
No. It explains why borrowing happened in a profitable quarter, which is a description of timing rather than a recommendation. The contractor and its line of credit were built for teaching. Decisions about a real business's financing belong with its owner and advisers; your narrative earns its grade by explaining the gap between profit and cash accurately.