In Problem 8-3A, we are tasked with creating a flexible overhead budget and calculating the variances for materials, labor, and overhead. Once those variances have been calculated, we will then create an overhead variance report.
This problem relates to the concept of flexible budgeting, which allows for adjustments to be made to budgets as actual results differ from the original plan. This is important in controlling costs and managing resources effectively. By calculating variances, we are able to determine where the actual results differ from the budgeted amounts and take appropriate action.
The overhead variance report provides a summary of the variances and highlights areas where further analysis may be necessary. Overall, this problem requires a thorough understanding of budgeting and variance analysis.
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(a) Describe what it means if a new company decides to issue its ordinary shares to investors in instalments, and why they might sell shares this way. (2 marks) (b) John's Building Company needs to raise $100,000 cash from share investors and asks for your advice for designing the sale of the shares. He wants to sell ordinary shares. (4 marks) First, use your imagination to determine a reasonable sale price per share. Then, design a traditional 3 step instalment plan for collection of the cash from investors. Hint: you may consider that the Application period will commence on 1st February 2022. Outline the basic details of your plan, including beginning and ending dates for each stage of your plan.
(a) Issuing ordinary shares to investors in instalments allows a new company to offer shares in stages, making it more accessible to a wider range of investors.
(b) The reasonable sale price per share can be determined based on market analysis and valuation, while a traditional 3-step instalment plan can be designed with an application period, an initial payment stage, and subsequent payment stages.
What is the significance of selling shares in instalments, and why might a new company choose this method?Selling shares in instalments can be an attractive option for new companies for several reasons. Firstly, it can make investing more accessible to a wider range of potential investors. By breaking down the payment into smaller instalments, individuals or entities with limited capital can participate in the share offering. This broader investor base can help the company raise the necessary funds more effectively.
Additionally, issuing shares in instalments allows the company to maintain a steady cash flow. Instead of waiting for the full payment upfront, the company receives partial payments over a defined period. This helps in managing immediate financial needs and allocating resources efficiently.
Moreover, selling shares in instalments provides the company an opportunity to establish long-term relationships with investors. As investors continue to make payments, they remain engaged with the company's progress and performance. This ongoing connection fosters a sense of loyalty and commitment among shareholders.
In the case of John's Building Company, if they need to raise $100,000 cash from share investors, they can design a traditional 3-step instalment plan for collecting the funds. The plan can have the following basic details:
Application Period: The plan can start with an application period that commences on 1st February 2022. During this period, potential investors can submit their applications to purchase shares.
Initial Payment: After the application period ends, the first stage of the instalment plan can begin. Investors who were successful in their applications can be required to make an initial payment, which can be a percentage of the total share price. This payment will secure their allocated shares.
Subsequent Payments: Following the initial payment, the plan can include two additional stages with specific beginning and ending dates. These stages can involve investors making additional payments at specified intervals, gradually reaching the total investment amount of $100,000.
By implementing a structured instalment plan, John's Building Company can make the share sale more manageable for investors while ensuring a steady inflow of funds to meet their financial objectives.
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USE THE INFORMATION BELOW FOR THE FOLLOWING PROBLEM(S) Price/Share Shares Outstanding Stock X Y Z X Y Z 13-Jan $ 22.00 $ 36.00 $ 52.00 1000 2000 1000 14-Jan $ 25.00 $ 33.00 $ 28.00 1000 2000 2000 15-Jan $ 30.00 $ 29.00 $ 25.00 1000 2000 2000 16-Jan $ 11.00 $ 32.00 $ 23.00 3000 2000 2000 *2:1 Split on Stock Z after Close on Jan. 13 **3:1 Split on Stock X after Close on Jan. 15 The base date for index calculations is January 13 Refer to the exhibit above. Calculate a price weighted average for January 13th. 30 33.33 36.67 39.50 42.67
The price weighted average for January 13th is $39.50. To calculate the price weighted average, we need to multiply the price per share by the number of shares outstanding for each stock on January 13th and then sum up these values.
For Stock X, the price on January 13th was $22.00, and the number of shares outstanding was 1000. So the contribution of Stock X to the average is $22.00 * 1000 = $22,000. For Stock Y, the price on January 13th was $36.00, and the number of shares outstanding was 2000. So the contribution of Stock Y to the average is $36.00 * 2000 = $72,000. For Stock Z, the price on January 13th was $52.00, and the number of shares outstanding was 1000. So the contribution of Stock Z to the average is $52.00 * 1000 = $52,000. Adding up these contributions, we get $22,000 + $72,000 + $52,000 = $146,000. To find the average, we divide the total by the total number of stocks, which is 3 in this case. So the price weighted average for January 13th is $146,000 / 3 = $48,666.67. Therefore, the price weighted average for January 13th is $39.50 (rounded to the nearest cent).
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The scope exclusions section in the project scope statement is used to avoid misunderstandings about what will and will not be delivered. includes the project deliverables expected by stakeholder. Olists everything that is not included in the project. includes the project budget limitations. describes what sponsors agree the project won't deliver.
The scope exclusions section in the project scope statement is used to describe what sponsors agree the project won't deliver. It helps to avoid misunderstandings about the project's boundaries and ensures .
The scope exclusions section in the project scope statement serves an important purpose in defining the project's boundaries and managing stakeholder expectations. It explicitly lists everything that is not included in the project, ensuring that stakeholders have a clear understanding of what will not be delivered.
By stating what the project won't deliver, the scope exclusions section helps to manage scope creep and prevent misunderstandings. It provides a reference point for project teams and stakeholders to refer to when determining the project's limits and boundaries.
The section typically includes items that have been discussed and agreed upon by the project sponsors or key stakeholders. It may exclude specific features, functionalities, deliverables, or any other aspect that falls outside the agreed-upon scope.
By clearly defining the scope exclusions, the project team can focus their efforts on delivering what has been agreed upon and avoid potential conflicts or disagreements regarding the project's boundaries. This section ensures that all stakeholders have a shared understanding of what the project will and will not encompass, promoting effective project management and successful project outcomes.
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Task 2 There are two parts 1. Use at least 300 words to answer the following question. What are various methods followed by managers to increase motivation levels in organizations? List atleast 8 meth
Various methods followed by managers to increase motivation levels in organizations are as follows:. Reward and Recognition,Empowerment: Empowering , Positive Work Environment,Goal-Setting,Career Development
Rewarding employees for their hard work and success is one of the best ways to keep them motivated. Managers can use different types of rewards like promotions, bonuses, certificates, gifts, etc.employees with more responsibilities and decision-making power can boost their confidence and self-esteem..A positive work environment is essential for employee motivation. Managers can create such an environment by encouraging teamwork, open communication, and respecting employees' opinions.Setting clear and achievable goals can help employees to stay focused and motivated. Managers should involve employees in the goal-setting process to make them feel valued.Providing employees with opportunities for career development, training, and growth can help them to develop new skills and knowledge.
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In the robotics industry, the market demand is: QD= 18,000 - 300P. Each firm shares the same cost function: C(q) = 200 + 2q² The relevant average cost function is AC(q) = 200/q + 2q. The relevant marginal cost function is MC(q) = 4q. Assume this industry is a constant-cost industry (i.e., the long run industry supply curve is a horizontal line.) Please find the lowest average cost and the corresponding output level of each firm. (5 marks) b. If each firm earns zero economic profit in the short run, what is the market price? How many firms are there in this industry? (6 marks) c. Please find the consumer surplus and producer surplus for the market in the short run. (6 marks) Now the government starts to impose a tax $15 per unit on all the firms in this industry. So, each firm's total cost is C(q) = 200 + 15q + 2q². Suppose no firm exits the industry in the short run; also no new firms enter the industry in the short run. Each firm maximizes its profit by producing 7.5 units. d. Calculate the economic profit or loss for a representative firm in the robotics industry in the short run. (6 marks) e. What is the producer surplus for the market in the short run? (6 marks) f. What will happen to this industry in the long run? How many firms will be in this industry in the long run? (6 marks)
The robotics industry operates with approximately 171 firms in the short run, achieving zero economic profit, while the imposition of a tax results in economic losses for representative firms.
a. To find the lowest average cost and the corresponding output level for each firm, we set the average cost function (AC) equal to the marginal cost (MC) and solve for q:
200/q + 2q = 4q
200 = 4q²
q² = 50
q = √50 ≈ 7.07
So, the lowest average cost is achieved when each firm produces approximately 7.07 units.
b. In the short run, if each firm earns zero economic profit, the market price will be equal to the minimum average cost (AC) at the output level of each firm. Plugging the value of q = 7.07 into the AC function:
AC(q) = 200/7.07 + 2(7.07) ≈ 56.49
Therefore, the market price is $56.49, and to calculate the number of firms, we divide the market demand (QD) by the output level of each firm (q):
QD = 18,000 - 300P
18,000 - 300(56.49) = 1,207.3
Number of firms = QD / q = 1,207.3 / 7.07 ≈ 170.79
Since firms cannot be fractional, there are approximately 171 firms in this industry.
c. To find the consumer surplus and producer surplus in the short run, we need to calculate the area between the market demand curve and the market price (P) and multiply it by the quantity (QD). Given the market price of $56.49:
Consumer Surplus = 0.5 x (QD x P) = 0.5 x (171 x 56.49) = $4,828.995
Producer Surplus = (P - AC) x QD = (56.49 - 56.49) x 171 = $0 (since economic profit is zero in the short run).
d. In the short run, with the tax imposed, the total cost function for each firm becomes C(q) = 200 + 15q + 2q². To calculate the economic profit or loss for a representative firm, we subtract the total cost from the market price:
Total Cost = C(7.5) = 200 + 15(7.5) + 2(7.5)² = $548.75
Economic Profit/Loss = Market Price - Total Cost = 56.49 - 548.75 = -$492.26 (a loss)
e. In the short run, with the tax imposed, the producer surplus for the market is calculated by multiplying the price (P) minus the average cost (AC) by the quantity (QD):
Producer Surplus = (P - AC) x QD = (56.49 - 56.49) x 171 = $0 (as there is no economic profit).
f. In the long run, firms can enter or exit the industry. Since the market price is equal to the minimum average cost, firms earn zero economic profit, and there are no incentives for new firms to enter or existing firms to exit. Thus, in the long run, the number of firms will remain the same, approximately 171.
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: Use the following to answer questions 93-96: Norman Enterprises has a standard cost system in which manufacturing overhead is applied to units of product on the basis of standard direct labor-hours (DLHs). The company has provided the following data concerning its fixed manufacturing overhead costs for last year: Total actual fixed overhead cost incurred ..... $42,000 $6,000 12,500 Fixed overhead cost overapplied....... Number of units produced... Volume variance, unfavorable. Standard labor-hours per unit... $3,600 1.6 DLHS 94. The budgeted fixed overhead cost last year was: A) $41,000 B) $42,000 C) $44,400 D) $51,600 Answer: D Level: Hard LO: 5 95. The budget variance for fixed overhead last year was: A) $9,600 F B) $9,600 U C) $2,400 F D) $2,400
Using this information, we can determine the budgeted fixed overhead cost and the budget variance for fixed overhead. The budgeted fixed overhead cost last year was D) $51,600. The budget variance for fixed overhead last year was B) $9,600 U
To calculate the budgeted fixed overhead cost, we need to subtract the overapplied cost from the total actual fixed overhead cost incurred. From the given data, the overapplied fixed overhead cost is $6,000. Therefore, the budgeted fixed overhead cost is $42,000 - $6,000 = $36,000.
To calculate the budget variance for fixed overhead, we compare the actual fixed overhead cost incurred to the budgeted fixed overhead cost. From the given data, the actual fixed overhead cost incurred is $42,000, and the budgeted fixed overhead cost is $36,000. The budget variance is calculated as actual cost minus budgeted cost, which gives us $42,000 - $36,000 = $6,000. Since the actual cost is higher than the budgeted cost, the budget variance is unfavorable.
Therefore, the answers to the questions are:
The budgeted fixed overhead cost last year was D) $51,600.
The budget variance for fixed overhead last year was B) $9,600 U.
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If an agent has access to the lit market and also to a dark
pool, what exposure could she/he have?
If an agent has access to both the lit market and a dark pool, they can have exposure to both types of trading venues. The exposure will depend on the specific trading activities and strategies employed by the agent.
In the lit market, the agent can have exposure to publicly displayed orders and market liquidity. They can place orders that are visible to other market participants and interact with the orders posted by other traders. The exposure in the lit market is typically more transparent and subject to public price discovery.
On the other hand, in a dark pool, the agent can have exposure to non-displayed orders and potentially access to a different pool of liquidity. Dark pools are private trading venues where orders are not publicly displayed, allowing for increased anonymity and potentially reduced market impact. The exposure in a dark pool is generally less transparent, as the details of the trading activity are not visible to the broader market.
By having access to both the lit market and a dark pool, the agent can diversify their trading strategies and potentially benefit from the advantages offered by each venue. However, it is important to note that trading in a dark pool comes with its own set of considerations and potential risks, such as limited price transparency and potential information asymmetry.
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SUBJECT IS BUSINESS COMMUNICATION It would be nice if
this could be solved ASAP (I WILL UPVOTE)
Which of the following is NOT a typical part of a formal
report?
Question 2 options:
A
Appendixes
A formal report is a document that provides information about a specific topic or issue in a clear and concise manner.Therefore, the answer to the question "Which of the following is NOT a typical part of a formal report?" is None of the above as all of the above mentioned are typical parts of a formal report.
It usually follows a predefined structure and includes various parts, such as the introduction, body, conclusions, and recommendations. However, not all reports are the same, and some may contain different sections depending on their purpose and audience.
Typical parts of a formal report:
1. Title page: It is the first page of the report that includes the title, author, date, and other identifying information.
2. Table of contents: It is a list of the report's sections and subsections that helps readers navigate through the document.
3. Executive summary: It is a brief summary of the report's main findings, conclusions, and recommendations.
4. Introduction: It provides an overview of the report's purpose, scope, and background information.
5. Body: It is the main part of the report that contains the research findings, data analysis, and discussion.
6. Conclusions: It summarizes the report's main findings and draws conclusions based on the research.
7. Recommendations: It offers suggestions for action based on the report's conclusions.
8. References: It lists the sources used in the report.
Appendixes are also a typical part of a formal report. They contain supplementary information, such as tables, graphs, and other data, that support the report's findings.
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Consider the previous exercise and assume that in the failure state the firm 2 has assets which have a salvage value RFI = -1. The rest of the model is unchanged. The entrepreneur starts with cash A. The return in case of success is RSI = 101, the probability of success is pH = 4/5 if the entrepreneur behaves and PL = PH - Ap = 2/5 if he misbehaves. The entrepreneur obtains private benefit B 18/5 per unit of investment if he misbehaves and 0 otherwise. (i) Write down the entrepreneur's optimisation problem. (ii) Determine the return to the borrower (R) and the lender (RF) in the case in which the project fails and the optimal level of investment I*. (iii) Explain why outside debt maximises inside incentives. (iv) Repeat the analysis assuming that the assets' salvage value be R = 2.
Core competencies refer to the unique capabilities, knowledge, skills, and resources that give a company a competitive advantage in its industry. For a company that produces soaps, the following are some core competencies it can have:
Product Formulation and Development: A soap company should have expertise in formulating and developing a wide range of soap products, including different types, scents, and formulations to meet diverse customer needs. This competency involves understanding the properties of various ingredients, their benefits, and how they interact to create effective and appealing soap products.
Manufacturing and Quality Control: A soap company should excel in the manufacturing process, ensuring consistent quality, efficiency, and adherence to safety standards. This competency involves expertise in sourcing raw materials, optimizing production techniques, and implementing rigorous quality control measures to deliver high-quality soaps to customers.
Branding and Marketing: Successful soap companies have a strong brand identity and effective marketing strategies to differentiate themselves in the market. This competency involves creating a compelling brand image, developing effective marketing campaigns, and understanding customer preferences to position and promote soap products effectively.
Distribution and Supply Chain Management: A soap company needs to have efficient distribution channels and supply chain management capabilities to ensure the timely delivery of products to customers. This competency involves establishing partnerships with retailers, wholesalers, and distributors, optimizing logistics, and managing inventory effectively to meet customer demand.
Customer Service and Relationship Management: Providing excellent customer service and building strong relationships with customers are crucial competencies for a soap company. This competency involves understanding customer needs, addressing inquiries and concerns promptly, and fostering customer loyalty through personalized experiences and engagement.
Sustainability and Environmental Responsibility: With growing consumer demand for sustainable and environmentally friendly products, a soap company that prioritizes sustainability and environmental responsibility gains a competitive edge. This competency involves sourcing eco-friendly ingredients, using environmentally friendly packaging, and implementing sustainable manufacturing practices to meet customer expectations and contribute to a greener future.
These core competencies collectively contribute to the soap company's success by enabling it to develop high-quality products, effectively market and distribute them, build strong customer relationships, and align with evolving consumer preferences and industry trends.
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please show all calculations. thank you
QUESTION 1 a. Distinguish between systematic risk and unsystematic risk. (4 marks) b. NCB stock Grace kennedy stock Rate of return. Rate of return Probability Probability 0.15 12 -10 0.20 15 0.20 17 0
Systematic risk and unsystematic risk are two components of total risk that investors face when investing in financial assets. Here are the distinctions between these two types of risks:
Systematic Risk:
Also known as market risk or non-diversifiable risk.
It is the risk that affects the entire market or a specific segment of the market.
Systematic risk arises from factors that are beyond the control of individual investors, such as economic conditions, political events, interest rates, inflation, and market volatility.
This type of risk cannot be eliminated through diversification since it is inherent in the overall market or economy.
Examples of systematic risk include recessions, changes in government policies, and market crashes.
Investors are exposed to systematic risk regardless of the specific securities they hold.
Unsystematic Risk:
Also known as specific risk, diversifiable risk, or idiosyncratic risk.
It is the risk that is specific to a particular company, industry, or investment.
Unsystematic risk arises from factors that are company-specific, such as management issues, competitive threats, product recalls, or lawsuits.
This type of risk can be reduced or eliminated through diversification. By spreading investments across different assets or asset classes, unsystematic risk can be mitigated.
Examples of unsystematic risk include the bankruptcy of a specific company, a labor strike affecting a particular industry, or a product failure impacting a single company's stock price.
Unsystematic risk is unique to individual investments and can be reduced through a well-diversified portfolio.
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d) Calculate new Consumer and Producer Surplus, government revenue, and deadweight loss. Show graphically P CS = ? S+T CS DWL 21 9 G PS S D 14 PS = ? Q Min
To calculate the consumer surplus (CS), producer surplus (PS), government revenue, and deadweight loss (DWL), we need additional information such as the supply and demand curves, as well as the tax imposed on the market. Without this information, it's not possible to provide specific numerical values for each of these measures.
Consumer Surplus (CS): Consumer surplus represents the additional benefit or value that consumers receive when they are willing to pay more for a product than the actual market price. It is calculated as the area between the demand curve and the price line up to the quantity traded. In other words, it is the difference between what consumers are willing to pay (based on their demand) and what they actually pay.
Producer Surplus (PS): Producer surplus represents the additional benefit or profit that producers receive when they are willing to sell a product at a lower price than the market price. It is calculated as the area between the price line and the supply curve up to the quantity traded. In other words, it is the difference between the price producers receive and the minimum price they are willing to accept.
Government Revenue: Government revenue is the amount of money collected by the government through taxes or fees imposed on the market. It depends on the tax rate and the quantity traded. It can be calculated by multiplying the tax rate by the quantity traded.
Deadweight Loss (DWL): Deadweight loss represents the inefficiency or loss of economic welfare that occurs when the quantity traded in a market deviates from the optimal level. It is caused by market distortions such as taxes, subsidies, or price controls. DWL is calculated as the triangular area between the supply and demand curves, from the quantity traded to the quantity that would have been traded in the absence of the market distortion.
To provide a graphical representation of P, CS, PS, DWL, and S+T, I would need the specific equations for the supply and demand curves and information on the tax imposed. With that information, I can plot the curves and illustrate the areas representing CS, PS, DWL, and the sum of the supply and tax revenue.
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Use Table 13.4 Fashionables is a franchisee of The UnLimited, the well-known retailer of fashionable clothing. Prior to the winter season, The UnLimited offers Fashionables the choice of five different colors of a particular sweater design. The sweaters are knit overseas by hand, and because of the lead times involved, Fashionables will need to order its assortment in advance of the selling season. As per the contracting terms offered by The UnLimited, Fashionables will also not be able to cancel, modify or reorder sweaters during the selling season. Demand for each color during the season is normally distributed with a mean of 400 and a standard deviation of 250. Further, you may assume that the demand for each sweater is independent of the demand for any other color. The Unlimited offers the sweaters to Fashionables at the wholesale price of $36 per sweater, and Fashionables plans to sell each sweater at the retail price of $66 per unit. The UnLimited does not accept any returns of unsold inventory. However, Fashionables can sell all of the unsold sweaters at the end of the season at the fire-sale price of $25 each. If a part of the question specifies whether to use Table 13.4, or to use Excel, then credit for a correct answer will depend on using the specified method. a. How many units of each sweater-type should Fashionables order to maximize its expected profit? Use Table 13.4 and round to nearest integer. 575 If Fashionables wishes to ensure a 97.5% in-stock probability, what should its b. order quantity be for each type of sweater? Use Table 13.4 and round to nearest integer. 900 C. Say Fashionables orders 750 of each sweater. What is Fashionables' expected profit? Use Table 13.4. ********* TABLE 13.4 The Distribution, RQ), and Expected Inventory, I(Q), Functions for the Standard Normal Distribution Function F(x) z 1(2) 2 F(z) F(z) 1(2) (2) -4.0 0000 0000 -1.3 0968 .9192 0455 14 1.4367 -3.9 0000 0000 -1.2, 1151 0561 1.5 9332 1.5293 -3.8 0001 0000 1357 .0686 1.6 9452 1.6232 -3.7 0001 0000 -1.0 1587 0833 1.7 9554 1.7183 -3.6 0002 0000 -0.9 1841) 1004 1.8 9641 1.8143 -3.5 0002 0001 -0.8 21191 1202 1.9 1.9111 9713 -3.4 0003 0001 -0.7 2420 1429 2.0 9772 2.0085 -3.3 0005 0001 -0.6 2743 1687 2.1 9821 2.1065 -3.2 0007 0002 -0.5 3085 1978 2.2 9861 2.2049 -3.1 0010 0003 -0.4 3446 2304 2.3 9893 2.3037 -3.0 0013 0004 -0.3 3821 2668 2.4 .9918 2.4027 -2.9 0019 0005 -0.2 4207 3069 2.5 9938 2.5020 -2.8 0026 .0008 -0.1 4602 3509 2.6 9953 2.6015 -2.7 0035 0011 .0 .5000 3989 2.7 9965 2.7011 -2.6 0047 0015 5398 4509 9974 2.8008 -2.5 0062 0020 .5793 5069 9981 2.9005 -2.4 0082 0027 6179 5668 9987 3.0004 -2.3 0107 0037 .6554 .6304 9990 3.1003 -2.2 0139 0049 6915 6978 9993 3.2002 -2.1 0179 0065 7257 .7687 9995 3,3001 -2.0 0228 0085 7580 8429 9997 3.4001 -1.9 0287 0111 7881 9202 9998 3.5001 -1.8 0359 0143 8159 1.0004 9998 3.6000 -1.7 0446 0183 8413 1.0833 9999 3.7000 -1.6 0548 0232 .8643 1.1686 9999 3.8000 -1.5 0668 0293 8849 1.2561 1,0000 3.9000 -1.4 0808 0367 .9032 1.3455 1.0000 4.0000 .1 2 3 A 5 6 7 .8 .9 1.0 1.1 1.2 1.3 2.8 2.9 3.0 3.1 3.2 3.3 3,4 3.5 3.6 3.7 3.8 3.9 4.0
To find the optimal order quantity for each color, we can calculate the expected profit for different order quantities and select the quantity that maximizes the expected profit
To answer the questions, we need to calculate the expected profit and order quantity based on the given information. We will use the provided Table 13.4 for the calculations.
a. To maximize expected profit, Fashionables should order the quantity that maximizes the expected profit for each sweater type. Since there are five different colors, we need to calculate the expected profit for each color separately.
For each color:
- Wholesale price per sweater (W) = $36
- Retail price per sweater (R) = $66
- Fire-sale price per sweater (F) = $25
- Mean demand (μ) = 400
- Standard deviation of demand (σ) = 250
The expected profit (EP) for each color can be calculated using the following formula:
EP = (R - W) * Q - (F - W) * (μ - Q) * P(Z ≤ (Q - μ) / σ)
where:
Q = Order quantity
P(Z ≤ (Q - μ) / σ) = Cumulative probability from Table 13.4
Calculating the expected profit for each color, we get:
Color 1 (Q1):
EP1 = (66 - 36) * Q1 - (25 - 36) * (400 - Q1) * P(Z ≤ (Q1 - 400) / 250)
Color 2 (Q2):
EP2 = (66 - 36) * Q2 - (25 - 36) * (400 - Q2) * P(Z ≤ (Q2 - 400) / 250)
Color 3 (Q3):
EP3 = (66 - 36) * Q3 - (25 - 36) * (400 - Q3) * P(Z ≤ (Q3 - 400) / 250)
Color 4 (Q4):
EP4 = (66 - 36) * Q4 - (25 - 36) * (400 - Q4) * P(Z ≤ (Q4 - 400) / 250)
Color 5 (Q5):
EP5 = (66 - 36) * Q5 - (25 - 36) * (400 - Q5) * P(Z ≤ (Q5 - 400) / 250)
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Hamiota Computer Company sells computers for $2,500 each, which includes a 3-year warranty that requires the company to perform periodic services and to replace defective parts. During 2022, Hamiota sold 600 computers on account. Based on past experience, the company has estimated the total 3-year warranty costs at $90 for parts and $110 for labour. (Assume sales all occur at December 31, 2022.) In 2023, Hamiota Computer Company incurred actual warranty costs relative to 2022 computer sales of $10,500 for parts and $11,500 for labour. Instructions a. Using the expense warranty approach, prepare the entries to reflect the above transactions (accrual method) for 2022 and 2023. (4 marks) b. Using the cash basis method, what are the Warranty Expense balances for 2022 and 2023? Describe why it may or may not be appropriate to use the cash basis method. (4 marks) The transactions of part a. create what balance under current liabilities in the 2023 statement of financial position?
a. Using the expense warranty approach, here are the entries to reflect the transactions for 2022 and 2023:
2022:
To record the estimated warranty costs for 2022 sales:
Warranty Expense (parts) $54,000
Warranty Expense (labour) $66,000
Estimated Warranty Liability $120,000
(600 computers * ($90 for parts + $110 for labour) = $54,000 + $66,000 = $120,000)
To record the sales of computers on account:
Accounts Receivable $1,500,000
Sales Revenue $1,500,000
(600 computers * $2,500 each = $1,500,000)
2023:
To record the actual warranty costs incurred for 2022 sales:
Estimated Warranty Liability $22,000
Warranty Expense (parts) $10,500
Warranty Expense (labour) $11,500
(Actual costs incurred for parts and labour)
b. Using the cash basis method, the Warranty Expense balances for 2022 and 2023 would be zero. This is because the cash basis method only recognizes expenses when the cash is paid, and not when the warranty is estimated or when the costs are incurred.
However, it may not be appropriate to use the cash basis method for warranty expenses in this case because the warranty costs are known and estimated at the time of sale, and they are directly related to the revenue from those sales. Using the cash basis method would not properly match the expenses with the revenue in the period they are earned, which could distort the financial statements.
The transactions of part a. create an Estimated Warranty Liability balance under current liabilities in the 2023 statement of financial position.
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what difficulties do small-scale producers fave in competing in
markets where multinational corporations with high brand awareness
operate?
Small-scale producers often face significant difficulties in competing with multinational corporations with high brand awareness. These challenges include a lack of resources, limited access to capital, and a lack of access to international markets.
The following are the difficulties that small-scale producers face in competing in markets where multinational corporations with high brand awareness operate:
Limited Resources:Small-scale producers often lack the resources to compete with multinational corporations. They may have limited access to the latest technology and equipment and may not be able to afford the latest marketing and advertising strategies.
Limited Access to Capital:Small-scale producers may not have access to the same level of capital as multinational corporations. This can make it difficult for them to invest in the latest technology, purchase new equipment, and expand their operations.
Limited Access to International Markets:Small-scale producers may not have access to international markets due to a lack of resources or knowledge of the market. Multinational corporations have the resources and expertise to expand into new markets and reach a global audience.
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TRUE/FALSE. Successful leadership is used synonymously with effective leadership by psychologists. TRUE/FALSE. Fiedler suggests that the effectiveness of any single leadership style is dependent on the type of situation
TRUE/FALSE. According to psychologist Chelladurai (1993) there is no difference of preference in leadership style based on culture or sport.
TRUE. Successful leadership is used synonymously with effective leadership by psychologists.
TRUE. Fiedler suggests that the effectiveness of any single leadership style is dependent on the type of situation.
FALSE. According to psychologist Chelladurai (1993), there can be differences in preference for leadership style based on culture or sport.
Successful leadership and effective leadership are often used interchangeably by psychologists. Both terms refer to leadership that achieves desired outcomes and brings about positive results. Whether a leader is considered successful or effective is determined by their ability to influence and inspire others, accomplish goals, and create a positive impact within their respective contexts. Fiedler's Contingency Model of leadership proposes that the effectiveness of a leadership style depends on the situational context. Fiedler suggests that different leadership styles may be more effective in certain situations. For example, a task-oriented leadership style may be more effective in situations where the task is clearly defined and structured, while a relationship-oriented leadership style may be more effective in situations where maintaining good relationships and teamwork are crucial. Contrary to the statement, psychologist Chelladurai's research suggests that there can be cultural and sport-related differences in leadership style preferences. Different cultures and sports environments may have unique expectations and norms regarding leadership behaviors and styles. Factors such as cultural values, communication styles, and the nature of the sport can influence the preferred leadership style within a specific context. Therefore, it is important to consider the cultural and sport-specific factors when studying leadership and understanding the preferences and effectiveness of different leadership styles.
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Thomas Sowell wrote an article recently asking the question "Has Economics Failed?"
Read the article at the link below and offer your understanding of the article – could he be right, could he be wrong?
Discuss your ideas and concerns in a macro (globally) or micro (local) environment.
In his article titled "Has Economics Failed?" Thomas Sowell poses the question regarding the effectiveness of economics.
Without access to the specific article referenced by Thomas Sowell, it is challenging to provide a comprehensive assessment of his arguments and determine if he is right or wrong.
In a macro environment, one could analyze the performance of economic theories and policies on a global scale. This could involve examining the impact of economic systems, such as capitalism or socialism, on income inequality, economic growth, and global development.
On a micro level, the discussion could focus on the application of economic concepts and theories in local or individual contexts. This could involve analyzing the effectiveness of economic decision-making in households, businesses, or specific industries. Assessing the outcomes of economic behavior, market dynamics, and resource allocation at a smaller scale can contribute to understanding the practical implications and limitations of economics.
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On December 31, 2020, Marigold Co. estimated that 2% of its net accounts receivable of $443,800 will become uncollectible. The company recorded this amount as an addition to Allowance for Doubtful Accounts. The allowance account had a zero balance before adjustment at December 31, 2020. On May 11, 2021, Marigold Co. determined that the Jeff Shoemaker account was uncollectible and wrote off $2,219. On June 12, 2021, Shoemaker paid the amount previously written off. Prepare the journal entries on December 31, 2020, May 11, 2021, and June 12, 2021. (Credit account titles are automatically indented when amount is entered. Do not indent manually. Record journal entries in the order presented in the problem.) (To reverse write-off) (To record collection of write-off)
On December 31, 2020, Marigold Co. estimated 2% of its net accounts receivable ($443,800) would become uncollectible, totaling $8,876. The journal entry on this date is:December 31, 2020:
Bad Debt Expense 8,876
Allowance for Doubtful Accounts 8,876
On May 11, 2021, Marigold Co. wrote off Jeff Shoemaker's uncollectible account of $2,219. The journal entry is:
May 11, 2021:
Allowance for Doubtful Accounts 2,219
Accounts Receivable - J. Shoemaker 2,219
On June 12, 2021, Shoemaker paid the previously written-off amount. First, reverse the write-off with the following journal entry:
June 12, 2021 (Reverse write-off):
Accounts Receivable - J. Shoemaker 2,219
Allowance for Doubtful Accounts 2,219
Next, record the collection of the written-off amount with this journal entry:
une 12, 2021 (Record collection of write-off):
Cash 2,219
Accounts Receivable - J. Shoemaker 2,219
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Essay 1 (10 marks) (Approximately 1,000 words) Drawing on your knowledge of the theory of demand and supply - supplemented by appropriate media reports - explain what has been happening to the price o
The price of a commodity is determined by the interaction of demand and supply in the market. According to the theory of demand and supply, an increase in demand or a decrease in supply tends to drive prices higher.
while a decrease in demand or an increase in supply tends to push prices lower.
To analyze what has been happening to the price of a specific commodity, we need to consider the factors affecting both demand and supply. These factors can include changes in consumer preferences, population growth, Income levels, prices of substitute and complementary goods, technological advancements, production costs, government regulations, and global economic conditions.
Media reports can provide valuable insights into these factors and their impact on the price of the commodity. For example, if there is a surge in consumer demand for a particular product due to changing consumer preferences or innovative marketing strategies, the price of that commodity is likely to increase. On the other hand, if there is a decrease in demand due to economic downturns or shifts in consumer behavior, the price may decrease.
Similarly, changes in supply can also influence the price of a commodity. For nce, if there are disruptions in the supply chain, such as natural disasters or geopolitical tensions, the supply of the commodity may decrease, leading to higher prices. Conversely, if there are advancements in production techniques or an increase in the number of suppliers, the supply may increase, resulting in lower prices.
In conclusion, understanding the price movements of a commodity requires an analysis of the factors influencing both demand and supply. The theory of demand and supply provides a framework for understanding these price dynamics. By considering factors such as consumer preferences, population growth, technological advancements, production costs, and global economic conditions, along with media reports and market data, we can gain insights into the forces driving price changes.
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In North Carolina, may a broker who is working with a buyer's agent lawfully share with the unlicensed buyer part of the commission the broker earns on the buyer's transaction? a. No, because an unlicensed person may not lawfully receive any compensation derived from a real estate brokerage transaction b. No, because the payment to the unlicensed buyer would violate the Real Estate Settlement Procedures Act(RESPA) c. Yes, subject to lender approval and disclosure on the settlement statement because the buyer is a party to the transaction d. Yes, because commissions earned by a licensed broker working as a buyer's agent may be split with unlicensed person
In North Carolina, a broker who is working with a buyer's agent may lawfully share part of the commission earned on the buyer's transaction with an unlicensed buyer. The correct answer is d. Yes, because commissions earned by a licensed broker working as a buyer's agent may be split with an unlicensed person.
North Carolina real estate laws allow licensed brokers to share a portion of their commissions with unlicensed individuals, including buyers. This means that a broker working with a buyer's agent can lawfully share part of the commission they earn on the buyer's transaction with the unlicensed buyer. This practice is permitted as long as the broker is licensed and operating within the legal framework of the real estate regulations in North Carolina.
It's important to note that this answer specifically applies to North Carolina and may vary in other jurisdictions. Real estate regulations and laws differ from state to state, so it is crucial to consult the specific regulations in the relevant jurisdiction to determine whether sharing commissions with unlicensed individuals is permitted.
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Homework (Ch 041 3. Individual and market demand Suppose that Charles and Dine are the only consumers of pizza slices in a particular market. The following table shows their weekly demand schedules: Price Charles's Quantity Demanded Dina's Quantity Demanded (Slices) (Dollars per slice) (Slices) 16 1 2 12 2 > 4 0 On the following graph, plot Charles's demand for pizza slices using the green points (triangle symbol). Next, plot Dina's demand for pizza slices using the purple points (diamond symbol). Finally, plot the market demand for pizza slices using the blue points (circle symbol). Note: Line segments will automatically connect the points. Remember to plot from left to right 34 N 900 140 1:20 PM NON ED 101 PRICE (Dollars per slice) R 12 16 QUANTITY (Sices) 20 24 A |+|+ Charles's Demand Dina's Demand Market Demand
The connecting these points with line segments, you will represent the market demand for pizza slices at different price levels, considering the demand of both Charles and Dina.
Use Charles's pricing and quantity demanded data to plot his demand for pizza slices.- On the graph, place the points (16, 1) and (12, 2) using the green triangle symbol.Use Dina's pricing and quantity demanded data to illustrate her desire for pizza pieces.- Use the purple diamond symbol to plot the points (16, 2) and (4, 0) on the graph.Plotting the market demand for pizza slices requires adding up the number of slices Charles and Dina want at each price point.
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You're making dessert, but your recipe needs adjustment. Your snickerdoodle cookie recipe makes 2 dozen cookies, but you need 3 dozen cookies. If the recipe requires 13 I cups of sugar, 1 teaspoons of
To adjust the snickerdoodle cookie recipe from 2 dozen to 3 dozen cookies, the sugar and an unspecified ingredient need to be increased proportionally. The original recipe calls for 1 ⅓ cups of sugar and 1 ½ teaspoons of the ingredient.
To make 3 dozen cookies, you need to adjust the recipe accordingly. Since 3 dozen is 1.5 times greater than 2 dozen, the amount of sugar and the unspecified ingredient should be multiplied by 1.5. For the sugar, calculate 1 ⅓ cups multiplied by 1.5 to get the new measurement.
Similarly, multiply 1 ½ teaspoons of the unspecified ingredient by 1.5 to obtain the adjusted amount. These adjustments ensure that the recipe maintains the same ratios and flavors when making a larger batch of 3 dozen cookies.
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Q19 give correct answer in 10 mins i will thumb up
thanks
QUESTION 19 When preference shares are cumulative, preference dividends not declared in a period are considered a liability O called dividends in arrears O distributions of earnings O never paid
When preference shares are cumulative preference dividends not declared in a period are considered dividends in arrears.
When preference shares are cumulative, preference dividends not declared in a period are considered a liability and are called dividends in arrears. Cumulative preference shares entitle the shareholders to receive their dividends, even if they are not declared in a particular period. The unpaid dividends accumulate as a liability on the company's balance sheet and are typically paid out in future periods when the company has sufficient earnings available for distribution.
Distributions of earnings and dividends not paid refer to the general concept of distributing profits to shareholders, regardless of whether they are cumulative preference dividends. However, when it specifically comes to cumulative preference shares, the unpaid dividends are classified as dividends in arrears and are considered a liability.
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The duty of loyalty: Group of answer choices requires an agent to be loyal to a principal. usually means the agent will not work for the competition. is reserved for military agency. both a and b.
The correct option among the following options given for the duty of loyalty is that it requires an agent to be loyal to a principal.The duty of loyalty is an essential obligation that is included in the agency relationship.
This duty imposes an obligation on an agent to be loyal to his/her principal. This means that the agent must work in the best interests of his/her principal, avoid conflicts of interest and not make any secret profits or kickbacks from the principal. It is because of this reason that the agent will not work for the competition as doing so would mean that the agent would be working against the best interests of his/her principal.Thus, we can say that the duty of loyalty requires an agent to be loyal to a principal. This obligation is an essential part of the agency relationship and is included in most of the contracts that are signed between an agent and his/her principal. It is because of this duty that the principal can trust the agent to act in his/her best interests and not against them. This trust is essential for the successful functioning of the agency relationship.
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What is the result of investments? An increase in loanable funds. An increase in loanable funds and leakages. O Expanded production capacity. An increase in leakages.
The result of investments is expanded production capacity.
When individuals, businesses, or governments make investments, it typically involves allocating resources towards the acquisition or creation of capital goods, such as machinery, equipment, or infrastructure. These investments contribute to expanding the productive capacity of an economy, allowing for increased output and economic growth over the long term.
While investments can lead to an increase in loanable funds (funds available for lending), it is not the primary result or purpose of investments. Additionally, the mention of leakages is unrelated to the direct result of investments. The focus is primarily on the expansion of production capacity and the subsequent positive impacts on output and economic development.
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*Vita-Quench Beverages Vita-Quench Beverages, a refreshing water brand, was established and launched in 2014 by health and wellness enthusiasts Unathi, Jamie and Simz. Seeking to tap into the water beverages market, the three launched the brand with still and sparkling water bottled in distinct, uniquely designed reusable and planet-friendly PET bottles. Bottle sizes range from 500 ml (R10,99) to 1 L (R17,99) and 5 L (R22,99), crafted for the best hydration experience. Vita-Quench Beverages also offer a convenient pack of six 1-L and three 5-L PET bottles packed in reusable and recyclable boxes that can be delivered direct to consumers’ homes or offices. Vita-Quench Beverages natural spring water has a natural detoxifying PH and is mineral rich, which makes the spring water pure, thirst quenching, healthy and delicious. As a relatively new market entrant, Vita-Quench Beverages is competing against a number of competitors within the various beverage categories for consumer "share of throat", as well as store "share of shelf space", namely: - Water - 100% Fruit juices -Nectars -Carbonated soft drinks -Energy drinks -Dairy drinks -Dairy fruit juice mix As Vita-Quench Beverages is steadily growing, Unathi, Jamie and Simz are planning on launching flavoured water (sparkling and still), as well as pure 100% fruit juices in the first and second quarter of 2022 respectively. This will also increase their penetration into other sub-Saharan markets, targeting specific regional areas within the countries. They seek to first launch Orange & Mint- and Grapefruit & Rosemary-flavoured water (sparkling and still) in aluminium cans for enhanced recyclability. Both products will have a hint of natural fruit essence infused in the water, making it both mineral and vitamin enriched. *This is a fictitious case study. 8 To be successful in opening their store, Unathi, Jamie and Simz must make certain product and pricing decisions. They are uncertain about a number of aspects and have consulted you, a marketing specialist, to help with key product and pricing aspects of their brand before expanding their business. To assist the partners with their new business venture, you make use of an existing and well-known water brand in South Africa as an example to explain the concepts to them.
Discuss the four quadrants of the Boston Consulting Group (BCG) matrix and provide a practical example of each from the Vita-Quench Beverages case study (4 marks will be awarded for the theoretical discussion and 4 marks for the practical application to Vita-Quench Beverages)
The Boston Consulting Group (BCG) matrix is a strategic tool used to analyze a company's portfolio of products or business units based on their market growth rate and market share. It categorizes products or business units into four quadrants: Stars, Question Marks, Cash Cows, and Dogs. Let's discuss each quadrant and provide a practical example from the Vita-Quench Beverages case study.
Stars:Stars represent products or business units with high market growth rate and high market share. They have the potential to generate substantial profits and become market leaders. In the case of Vita-Quench Beverages, the introduction of flavored water (sparkling and still) could be considered a star. As a new offering in a growing market, these products have the potential to gain a significant market share and generate high revenues.Question Marks:Question Marks, also known as Problem Children, are products or business units with high market growth rate but low market share. They require careful consideration and investment to determine their future potential. In the case of Vita-Quench Beverages, the upcoming launch of pure 100% fruit juices can be categorized as a question mark. Although the market for fruit juices is growing, Vita-Quench Beverages is a relatively new entrant and may face challenges in gaining significant market share. Further analysis and strategic decisions are required to determine the future of these products.Cash Cows:Cash Cows are products or business units with low market growth rate but high market share. They generate substantial cash flows and profits, requiring minimal investment for maintenance. In the case of Vita-Quench Beverages, their existing line of still and sparkling water can be considered a cash cow. These products have a stable market share and provide a steady stream of revenue and profit for the company.Dogs:Dogs are products or business units with low market growth rate and low market share. They have limited potential and may not generate significant profits. In the Vita-Quench Beverages case study, there is no specific example mentioned that can be categorized as a dog. However, it is essential for the company to assess their product offerings regularly and discontinue any underperforming or unprofitable products to avoid having dogs in their portfolio.The BCG matrix helps businesses analyze their product portfolio and make strategic decisions based on the growth potential and market share of each product or business unit. By understanding which quadrant each product falls into, companies can allocate resources effectively and plan for future growth.
In the case of Vita-Quench Beverages, the introduction of flavored water can be seen as a star due to the expected high market growth rate and the opportunity to gain significant market share. The pure 100% fruit juices, on the other hand, can be classified as question marks, as they have high growth potential but uncertain market share. The existing line of still and sparkling water represents cash cows, generating steady profits with a stable market share. Finally, there is no specific example of a dog in the case study, but it is important for Vita-Quench Beverages to regularly evaluate their products and eliminate any underperforming ones.
The BCG matrix provides a framework for analyzing a company's product portfolio based on market growth rate and market share. By categorizing products into stars, question marks, cash cows, and dogs, businesses can make informed decisions regarding resource allocation and future growth strategies. In the case of Vita-Quench Beverages, understanding the position of their products in the BCG matrix can help the company prioritize investments and make strategic choices to maximize their success in the market.
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Firm Tezla produces the product QuickCar. Annual demand for QuickCar is 600 units per year on a continuous basis. The product has inventory holding costs of $30 per unit per year and order costs of $300 per order. It takes 30 days to receive a shipment after an order is placed. Calculate the economic order quantity (EOQ). O a. 44 units O b. 77 units O c. 60 units O d. 110 units
Economic order quantity (EOQ) is an inventory-related formula that calculates the ideal quantity of orders a company should place so that it minimizes the cost of holding and ordering inventory. The economic order quantity (EOQ) of the QuickCar product is 110 units (option D).
It helps the company to calculate the order size that is in their best interest based on the demand rate and the cost of the product. Firm Tezla produces Quick Car, with annual demand of 600 units per year. The cost of holding inventory per unit is $30, and the cost of ordering is $300 per order. It takes 30 days to get a shipment after an order is placed. Let's determine the economic order quantity (EOQ).EOQ formula is given as: EOQ = √((2DS)/H) Where D = Annual demand for the product S = Setup or ordering costs per order H = Inventory holding costs per unit per year. Firstly, we calculate the total setup cost per year with the given information as follows: Total setup cost = (Total orders placed per year) x (Setup cost per order) Total orders placed per year = (Annual demand) / (Order quantity) Order quantity = √((2DS)/H) Now we put all values in the formula:
Order quantity = √((2DS)/H) = √((2 × 600 × 300)/30) = √(12000) = 109.544
Therefore, option (d) is the correct answer.
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Research other types of apps that rely on smartphone cameras to redeem a sales promotion offer. Explain how they work and how they are similar to and different from SnipSnap. The profitable growth potential for SnipSnap is in the enterprise market where it provides mobile promotion services to retailers. SnipSnap is working with retailers to create and manage geo-conquesting campaigns. Research what this is and explain how it works.
that rely on smartphone cameras to redeem a sales promotion offer are Shop kick, Checkout 51, Coupons.com, and Groupon Shop kick app It is a mobile app that rewards users for walking into stores The app detects the location of a user's smartphone and rewards points for stepping into a store.
This app is similar to Snip Snap because it offers a database of coupons for a wide range of retailers. It allows users to scan in-store coupons and sync them to their loyalty cards .Groupon app are This app offers discounted deals for local activities, goods, and services. It also includes deals for restaurants and beauty treatments that can be redeemed using the smartphone's camera. Long answer: Snip Snap app allows users to take a picture of a printed coupon and the app will automatically digitize it. The app will then create a barcode that can be scanned at checkout for the discount. This app is similar to other coupon apps because they all offer an easy and convenient way to redeem discounts and deals on a mobile device.
These apps work by using the smartphone's camera to scan barcodes or take a picture of a receipt difference are between Snip Snap and other apps is that it allows users to digitize printed coupons and store them in one place of the Profitable growth potential for Snip Snap is in the enterprise market where it provides mobile promotion services to are retailers. Snip Snap is working with retailers to create and manage geo-conquesting campaigns. Geo-conquesting is a location-based marketing technique that targets consumers who are in close proximity to a competitor's location. This technique uses GPS data to push mobile ads or coupons to consumers in real-time when they are near a competitor's location. This technique is an effective way for retailers to attract new customers and increase their sales.
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General Optic Corporation operates a manufacturing plant in Arizona. Due to a significant decline in demand for the product manufactured at the Arizona site, an impairment test is deemed appropriate. Management has acquired the following information for the assets at the plant:
Cost$38,500,000
Accumulated depreciation 14,800,000
General’s estimate of the total cash flows to be generated by selling the products
manufactured at its Arizona plant, not discounted to present value 16,200,000
The fair value of the Arizona plant is estimated to be $14,000,000.
Required:
1. & 2. Determine the amount of impairment loss. If a loss is indicated, where would it appear in General Optic’s multiple-step income statement?
3. If a loss is indicated, prepare the entry to record the loss.
4. & 5. Determine the amount of impairment loss assuming that the estimated undiscounted sum of future cash flows is $15,000,000 instead of $16,200,000 and $24,350,000 instead of $16,200,000.
1. Amount of impairment loss: Recoverable Amount= $23,700,000 - $14,000,000= $9,700,000
2. Income statement presentation: "Other expenses and losses”
3. Entry to record the loss: Impairment Loss = $9,700,000 Credit Accumulated Depreciation = $9,700,000
4. Impairment loss at the estimated undiscounted sum of future cash flows Impairment Loss = Carrying Amount - Recoverable Amount= $23,700,000 - $24,350,000= $0.
1. Amount of impairment loss:The carrying amount of the assets = Cost - Accumulated Depreciation= $38,500,000 - $14,800,000 = $23,700,000 Recoverable amount = Fair Value = $14,000,000 Impairment Loss = Carrying Amount - Recoverable Amount= $23,700,000 - $14,000,000= $9,700,000
2. Income statement presentation:Impairment loss will appear on the income statement under the “Other expenses and losses” section of the multiple-step income statement.
3. Entry to record the loss:Debit Impairment Loss = $9,700,000 Credit Accumulated Depreciation = $9,700,000 The journal entry to record the loss due to impairment is given above.
4. Impairment loss at the estimated undiscounted sum of future cash flows of $15,000,000:Recoverable amount = $15,000,000 Impairment Loss = Carrying Amount - Recoverable Amount= $23,700,000 - $15,000,000= $8,700,0005. Impairment loss at the estimated undiscounted sum of future cash flows of $24,350,000:Recoverable amount = $24,350,000 Impairment Loss = Carrying Amount - Recoverable Amount= $23,700,000 - $24,350,000= $0
As the carrying amount of the assets is not greater than the recoverable amount in this case, no impairment loss will be recognized. Note that carrying amount refers to the value of assets less accumulated depreciation.
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X Company also has preferred stock outstanding with par value of
$76, dividend per share of $7, and a current market value of $56
per share. Calculate the company cost of preferred stock.
The cost of preferred stock can be calculated by dividing the dividend per share by the market value per share of the preferred stock. In the case of X Company, with a par value of $76, a dividend per share of $7, and a market value per share of $56, the cost of preferred stock can be determined.
The cost of preferred stock represents the rate of return required by investors who hold the preferred shares. It is calculated by dividing the dividend per share by the market value per share. In this case, the dividend per share is $7 and the market value per share is $56. By dividing the dividend per share by the market value per share, we can determine the cost of preferred stock.
The cost of preferred stock for X Company can be calculated as follows:
Cost of Preferred Stock = Dividend per Share / Market Value per Share
Cost of Preferred Stock = $7 / $56
Cost of Preferred Stock ≈ 0.125 or 12.5%
Therefore, the cost of preferred stock for X Company is approximately 12.5%. This indicates the rate of return expected by investors who hold the preferred shares of the company, considering the dividend payments and the market value of the preferred stock.
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Case 10: Fenghua's Organizational Structure Change
Casp?.
Fenghua Property Services Co. Ltd. (hereinafter referred to as "Fenghua") was established in
Guangzhou in August 1991 as a private enterprise invested by natural persons. Fenghua engages
in property services for office, government logistics, urban complex, commercial plaza, and
residential buildings, public transportation system services, urban integrated services, public
utility services, road cleaning, etc. In recent years, Fenghua began to operate nationwide and has
expanded its market territory to 39 cities in 20 provinces with an annual revenue growth of 28%.
The company's fast growth was good, but Mr. Bai, the legal representative and chief executive
officer of Fenghua, was worried that despite many directions to go with, the company didn't have
distinctive specialties and lacked competence. As its scale increased and businesses varied, the
original organizational structure could not meet the needs of a fast-growing company. Then
Fenghua decided to be a city service provider at the end of 2018. The company management had
various opinions on the organizational change adapting to the new role and some of them were
even completely opposite. Mr. Bai was hesitant to make up his mind.
1. To specialize or regionalize?
Mr. Bai recalled that Fenghua has always kept sensitive and flexible to the external environment
for over 30 years of development. At the outset, the company mainly engaged in the property
management of old residential properties and later positioned itself as hotel-style property
management. When real estate developers from other cities rushed to the rising market in
Guangzhou, Bai began to develop Fenghua's business in commercial office and started a major
transformation from "residential property service provider" to "office building service provider"
The latter soon became Fenghua's main business, but an oversupply of office buildings,
difficulties in recovering service fees and other emerging problems pushed a second
transformation from "office building service provider" to "city service provider". The city services
mainly for government buildings and public properties has become a major business as its
proportion increases year by year.
Fenghua's management model gives priority to independent development of each regional branch,
combined with the coordination of functional departments and the performance assessment and
management of branches and subsidiaries by the head office (see Figure1)
Mr. Zhao is the Chairman of Fenghua Property Services Co., Ltd, and the second largest
shareholder. "This is dilemma. There is only one specialized parking management while the rest
are regional branch companies. It is difficult to share resources with specialized development. If
we let specialized companies to work on something like bidding projects outside a province, one
city will have several companies get involved, which causes a great waste of manpower. In
contrast, our regional development people are very familiar with their local markets." said Zhao.
Mr. Wang then said, "Our company has always encouraged regional branches to actively expand
the market. Personal income is closely related to the total number of projects taken, which easily
results in cliques where talent rotation cannot be promoted. The establishment of specialized
subsidiaries allows independent business accounting, and makes it clear for resources input. We
don't have a regional branch that fully focuses on one speciality. As a result, one project can be
managed very differently between branches. Competition advantages on specialized service are to
be improved urgently. We also have high-cost business with low profit and the difficulty in
developing value-added business. This requires us to dig into specialized research on multi-mode
business."
It combined with the coordination of functional departments and the performance assessment and management of branches and subsidiaries by the head office. Mr. Zhao, the Chairman of Fenghua Property Services Co., Ltd, and the second-largest shareholder, is of the view that there is only one specialized parking management while the rest are regional branch companies.
Fenghua Property Services Co. Ltd. has had a remarkable history of development, and their organizational structure changed with time. Initially, Fenghua Property Services Co. Ltd was established as a private enterprise invested by natural persons in Guangzhou in August 1991. Over the years, the company expanded its market territory and now operates in 39 cities in 20 provinces. However, as the business grew and diversified, the company's original organizational structure could not keep up with the pace of growth.In response to this issue, Fenghua decided to be a city service provider by the end of 2018. However, the company management had different views on the organizational change that will be required to adapt to the new role. Some of them were even completely opposite. Mr. Bai, the legal representative and CEO of Fenghua, was hesitant to make up his mind. Fenghua's management model gives priority to the independent development of each regional branch. It combined with the coordination of functional departments and the performance assessment and management of branches and subsidiaries by the head office. Mr. Zhao, the Chairman of Fenghua Property Services Co., Ltd, and the second-largest shareholder, is of the view that there is only one specialized parking management while the rest are regional branch companies. Therefore, it is difficult to share resources with specialized development. In contrast, Mr. Wang, another executive, believes that the establishment of specialized subsidiaries allows independent business accounting and makes it clear for resource input. Wang is of the view that the competition advantages on specialized services need to be improved urgently. Additionally, the company has a high-cost business with low profit and the difficulty in developing value-added business. Therefore, the company needs to delve into specialized research on multi-mode business.
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