The first step in risk management is identifying risks. This involves locating and documenting potential risks which could pose a negative impact on a business or project. Only after identification can other risk management measures take place.
Explanation:The primary step in risk management is b. Identifying risks. Before any action can be taken to manage risks, you must first understand what potential risks might be present. This process typically involves identifying and documenting potential risks that may negatively impact key business initiatives or projects. Afterwards, other steps such as assessing the weakness related to these risks, characterizing threats, and finally implementing measures to minimize these risks follows. An example of risk identification could be a software company realizing a potential risk in software development might be experiencing coding errors that cause the program to malfunction; only after this realization can measures be taken to mitigate the risk.
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After Kelon was acquired by Hisense, its name was changed to Hisense Kelon Electrical Holdings Co., Ltd in 2007, hereinafter referred to as ‘Hisense Kelon’. With the development of the company, in order to better reflect its actual main business and strategic positioning, meet the needs of brand management and brand development, the abbreviation of corporate A-share securities was changed to ‘Hisense home appliance’ in 2018. Thereupon, the full Chinese name of the company was changed from ‘Hisense Kelon Electrical Holdings Co., Ltd’ to ‘Hisense Home Appliance Group Co., Ltd’. After years of development, Hisense Home Appliance Group has become an enterprise focusing on home appliance manufacturing in super-large scale in the whole world, whose main business covers research and development, manufacturing, marketing and after-sales service of products in the fields of refrigerators, household air conditioners, central air conditioners, washing machines, kitchen appliances, environmental appliances, commercial cold chains, molds, etc., and whose products cover five brands of Hisense, Kelon, Ronshen, Japan ‘HITACHI’, USA ‘York’ (China). As of September 2021, Hisense Home Appliance Group has had a strong production capacity of an annual output of 13.5 million refrigerators, 18 million household air conditioners, 3.6 million central air conditioners, 3.4 million washing machines, 3.4 million freezers, over 1700 sets of molds (including over 900 sets of large plastic molds, over 200 sets of precision molds, over 600 sets of stamping molds), and over 200,000 tons of sheet-metal working, which are sold to more than 130 countries and regions. Therefore, viewed from the results of M&A, the M&A seen as a ‘snake swallowed elephant’ is very successful, but the M&A process is not smooth.
After Kelon was acquired by Hisense, its name was changed to Hisense Kelon Electrical Holdings Co., Ltd in 2007, hereinafter referred to as ‘Hisense Kelon’. The abbreviation of corporate A-share securities was changed to ‘Hisense home appliance’ in 2018 to better reflect its actual main business and strategic positioning, meet the needs of brand management and brand development.
As a result, the full Chinese name of the company was changed from ‘Hisense Kelon Electrical Holdings Co., Ltd’ to ‘Hisense Home Appliance Group Co., Ltd’.Over the years, Hisense Home Appliance Group has become a super-large scale enterprise focusing on home appliance manufacturing globally, with the main business areas covering research and development, manufacturing, marketing, and after-sales services of products in the fields of refrigerators, household air conditioners, central air conditioners, washing machines, kitchen appliances, environmental appliances, commercial cold chains, and molds, among others. The products of Hisense Home Appliance Group cover five brands, including Hisense, Kelon, Ronshen, Japan ‘HITACHI,’ and USA ‘York’ (China).As of September 2021, Hisense Home Appliance Group had a strong production capacity of an annual output of 13.5 million refrigerators, 18 million household air conditioners, 3.6 million central air conditioners, 3.4 million washing machines, 3.4 million freezers, over 1700 sets of molds (including over 900 sets of large plastic molds, over 200 sets of precision molds, over 600 sets of stamping molds), and over 200,000 tons of sheet-metal working, which are sold to more than 130 countries and regions. Therefore, viewed from the results of M&A, the M&A seen as a ‘snake swallowed elephant’ is very successful, but the M&A process was not smooth due to the significant cultural differences between the two companies, which led to a delay in the implementation of the merger plan.
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Units arrive at a center at a rate of 20/hour. Service time is 2.4 minutes per unit for an employee and all employees work separately. If each employee costs 20/hour and it costs $30 for every hour a unit is in the center, how many employees should be hired to minimize costs?
The rate at which units arrive at the center = 20/hourService time per unit = 2.4 minutes = 2.4/60 = 0.04 hoursThe cost of each employee = $20/hourThe cost of every unit being in the center = $30/hourWe need to find out the number of employees should be hired to minimize costs.
To find the minimum number of employees required, we need to use the following formula:Total cost = Cost of employees + Cost of units being in the centerCost of employees = No. of employees × time for each unit to be processed × Cost per employeeCost of units being in the center = No. of units × Cost of units being in the center /hourLet "x" be the number of employees required to minimize the cost. Therefore, the cost of employees will be = x × 0.04 × $20 = $0.8x.Now, we need to calculate the cost of units being in the center.
Now, the average waiting time for each unit would be (using Little's Law):Number of units in the system = Arrival rate × time spent in the systemTherefore, if there are "n" units in the system at any given time, then,20 × time spent in the system = n.As per the Little's law, the average number of units in the system (L) is equal to the arrival rate multiplied by the average time spent in the system. That is:L = Arrival rate × average time spent in the systemL = 20 × (0.04 + waiting time)Now, the cost of each unit being in the system is $30/hour. the total cost formula:Total cost = $0.8x + ($24 + $600 × waiting time)Therefore, the total cost can be considered as a function of "waiting time" and is given by the formula:Total cost = $0.8x + ($24 + $600 × waiting time)Now, we need to find the waiting time that would result in the minimum total cost.Therefore, the minimum total cost would be:Total cost = $0.8 × 10 + ($24 + $600 × 10) = $6088.Long answer.
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According to Deborah Tannen, _____.
women tend to claim credit through the use of the word "I" in instances where men are more likely to use the word "we."
language has little effect on social relationships.
men are better managers than women.
men tend to claim credit through the use of the word "I" in instances where women are more likely to use the word "we."
According to Deborah Tannen, men tend to claim credit through the use of the word "I" in instances where women are more likely to use the word "we."
Why do men and women differ in their use of language to claim credit?In her research, Deborah Tannen has observed that men and women often use language differently when it comes to claiming credit. Men tend to use the word "I" more frequently, emphasizing their individual contributions and achievements. On the other hand, women are more inclined to use the word "we," highlighting the collaborative nature of their accomplishments. Tannen's findings suggest that these linguistic choices reflect broader gender dynamics and societal expectations.
Language plays a significant role in shaping social relationships and influencing gender dynamics. Deborah Tannen, a renowned linguist and author, has extensively studied the differences in language use between men and women. One notable aspect she has focused on is how individuals claim credit for their achievements. Tannen's research indicates that men and women tend to employ different linguistic strategies in this regard.
Men often use the pronoun "I" to emphasize their personal agency and assert individual credit. By doing so, they position themselves as independent and autonomous contributors. In contrast, women are more likely to use the pronoun "we," highlighting the collaborative nature of their accomplishments. This linguistic choice reflects their inclination to acknowledge the collective efforts and give credit to the entire team.
Tannen's observations suggest that these contrasting language patterns are influenced by social norms and expectations. Historically, men have been encouraged to assert their individuality and demonstrate leadership qualities, while women have been expected to prioritize collaboration and downplay personal achievements. Consequently, the linguistic divergence in claiming credit reflects deeper gender dynamics ingrained in society.
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what is the strength and weakness of Bonchon please
give the points and give explanation.
Bonchon is a popular restaurant chain known for its Korean-style fried chicken. The strengths of Bonchon include its flavorful and crispy chicken, unique sauces, and extensive menu options. The weakness of Bonchon lies in its limited vegetarian and vegan choices, which may not cater to the preferences of all customers.
Bonchon's strength lies in its delicious and crispy chicken. The restaurant is renowned for its unique frying technique, resulting in a crunchy outer layer and tender meat. The flavor of Bonchon's chicken is another highlight, with a perfect balance of savory and tangy notes. Additionally, Bonchon offers a variety of signature sauces, such as soy garlic and spicy, which enhance the taste and provide customers with different options to suit their preferences.
However, one weakness of Bonchon is its limited options for vegetarian and vegan customers. As a restaurant primarily focused on fried chicken, the menu may not offer a wide range of plant-based choices. While Bonchon does have some vegetarian options, such as tofu and vegetable dishes, the selection might not be as extensive as those available for meat-eaters.
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Discuss and complete how you will create the revenue stream and
your financial sources for your business implementation?
Creating a revenue stream and identifying financial sources for a business implementation is an important process to ensure that the company is viable and sustainable in the long run
To create a revenue stream, the business needs to identify its primary sources of income. This could be through selling products or services, offering subscriptions, licensing fees, or commission-based earnings. In addition, the business needs to identify its target audience and their spending habits, as well as their willingness to pay for the product or service. As for the financial sources for the business implementation, it could come from investors, loans, or personal funds. It is important to have a solid financial plan and a clear understanding of the budget requirements, cash flow, and expenses to ensure that the business is financially stable.
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An assembly component A uses 2 units of another component B. Component A has the planned order release of 36 and 62 units at week 3 and week 4 respectively. The company expects an on hand inventory of 96 units of B at the end of week 2 and a scheduled receipt of 12 units of B from an outside supplier at the start of week 3. What will be the net requirement of component B at week 4?
To calculate the net requirement of component B at week 4, we need to consider the demand from component A, the on-hand inventory, and scheduled receipts.
Demand from component A: Component A requires 2 units of component B for each unit of A. The planned order release of component A is 62 units at week 4. Therefore, the demand for component B from component A at week 4 would be:
Demand from A at week 4 = Planned order release of A at week 4 * 2
Planned order release of A at week 4 = 62 units
Demand from A at week 4 = 62 * 2
= 124 units
On-hand inventory: At the end of week 2, the on-hand inventory of component B is given as 96 units.
Scheduled receipts: At the start of week 3, there is a scheduled receipt of 12 units of component B from an outside supplier.
Net requirement at week 4 = Demand from A at week 4 - On-hand inventory - Scheduled receipts
Net requirement at week 4 = 124 - 96 - 12
= 16 units
The net requirement of component B at week 4 is 16 units. This means that the company needs to procure an additional 16 units of component B to meet the demand of component A at week 4.
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Compare how the Realistic Theory of political power the Historical Materialism will explain the attitude of (Frustration) the British Government and East Indian Company the precipitation of the Opium War.
The Realistic Theory emphasizes pursuit of national interests and power, while Historical Materialism focuses on economic and social dynamics underlying the conflict between capitalist forces and traditional Chinese society.
How do the Realistic Theory of political power and Historical Materialism explain the attitude of the British Government ?The Realistic Theory of political power and Historical Materialism provide different perspectives on understanding the attitude and actions of the British Government and the East India Company leading to the Opium War.
According to the Realistic Theory of political power, the British Government and the East India Company's behavior can be explained by the pursuit of their national interests and the desire to maintain and expand their power and influence.
From a realist perspective, the British government and the East India Company saw the opium trade as a means to gain economic advantage and control over China.
They prioritized their own interests and sought to protect and enhance their power, even at the expense of Chinese sovereignty and well-being.
On the other hand, Historical Materialism, a theory associated with Marxism, would explain the attitude of the British Government and the East India Company in terms of the economic and social relations of the time.
Historical Materialism suggests that the Opium War was a result of the underlying contradictions and conflicts between capitalist forces, represented by the British government and the East India Company, and the traditional Chinese society.
The war can be seen as an outcome of the clash between capitalist exploitation and the resistance of a feudal agrarian society.
In summary, the Realistic Theory of political power focuses on the pursuit of national interests and power, while Historical Materialism emphasizes the economic and social dynamics underlying the conflict.
Both theories offer distinct perspectives on the attitude and motivations of the British Government and the East India Company leading to the Opium War.
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1- Discuss five strategies for dealing with the potential 'war for talent' from a human capital perspective and resource-based perspective.
2- Fenny suggests in his article that companies considering e-business should first create a coherent map to implement web-based technology. assess three core areas of an e-business path with a brief description.
3- Suppose your organization decides to use a Balanced Scorecard, then analyze the three challenges in implementing it.
4- Your supervisor asked you to deliver a presentation on e-learning methods. How would you outline
5- four benefits and four disadvantages of implementing e-learning within your company? Choose any four HR strategies you prefer to overcome change-management barriers if you decide to implement strategic changes in your organization.
6- Examine any four role of Ulrich's multiple-role model
7- Common barriers to change management in organizations can be rooted in three main areas. Assess any two types of change management barriers often evident in firms with its related factors.
8- You decide to incorporate mobility flexibility into your company's workspace because of changing workplace arrangements. How would you incorporate mobility flexibility at your firm? Name a sector that practices similar flexibility
1. Strategies for dealing with the potential 'war for talent': Human Capital perspective i. Regular training and development: Offer relevant training programs and professional development to ensure employees have the skills and knowledge to stay ahead of the competition. ii. Improve employee experience: Create an environment that fosters employee satisfaction and engagement. This will help reduce the chances of staff members being poached by competitors. Resource-Based perspective i. Invest in technology: Investing in technology such as data analytics can provide insights into recruitment trends and help in identifying potential talent. ii. Have a sound employee value proposition: Create a competitive employment package that not only includes financial rewards but also career growth opportunities and employee wellness initiatives.
2. Three core areas of an e-business path with a brief description i. Building the website: Creating an online platform requires technical knowledge. To avoid errors, it is essential to seek the help of professionals. ii. Developing an online marketing strategy: Creating an online presence requires a comprehensive strategy that aligns with business objectives. This includes search engine optimization, email marketing, social media marketing, and other promotional tactics. iii. Providing customer support: The establishment of an online platform demands 24/7 support through various channels like email, chat, phone calls, and even chatbots
3. Three challenges in implementing a Balanced Scorecard: Difficulty in selecting the right measures, difficulty in linking strategic objectives to performance measures, and difficulty in obtaining employee buy-in.
4. E-learning methods presentation outline i. Introduction to e-learning ii. Types of e-learning iii. Benefits of e-learning iv. Effective implementation of e-learning v. Measuring the effectiveness of e-learning vi. Conclusion
5. Benefits and disadvantages of implementing e-learning in a company Benefits: flexibility, cost savings, efficiency, and access to a wide range of training Disadvantages: Lack of interaction, potential for isolation, technology challenges, and lack of motivation.HR strategies to overcome change-management barriers: The strategies include communication, change readiness, culture change, and employee engagement.
6. Four roles of Ulrich's multiple-role model: Strategic partner, change agent, administrative expert, and employee champion
7. Two types of change management barriers and related factors i. Employee resistance: Lack of understanding, negative attitudes, and mistrust ii. Organizational barriers: Lack of resources, change of leadership, and lack of commitment from management.
8. Incorporating mobility flexibility: Creating a flexible work policy, investing in technology, providing the necessary tools, providing incentives for the employees, and defining the boundaries of flexible work. A sector that practices similar flexibility is the technology sector.
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Calculate the taxpayer's qualifying business income deduction for a qualified trade or business:
Filing status: Single
Taxable income: $100,000
Net capital gains: $0
Qualified business income (QBI): $30,000
W-2 wages: $10,000
a. $5,000
b. $70,000
c. $20,000
d. $6,000
The taxpayer's qualifying business income deduction for a qualified trade or business is $6,000 (Option d).
To calculate the taxpayer's qualifying business income deduction for a qualified trade or business, we need to consider the limitations set by the Tax Cuts and Jobs Act (TCJA). The deduction is generally equal to the lesser of two amounts: 20% of the taxpayer's qualified business income (QBI) or the greater of either 50% of the W-2 wages paid by the business or 25% of the W-2 wages plus 2.5% of the unadjusted basis of qualified property.
In this case, the information provided is as follows:
Filing status: Single
Taxable income: $100,000
Net capital gains: $0
Qualified business income (QBI): $30,000
W-2 wages: $10,000
Since the taxable income is below the threshold where additional limitations apply ($163,300 for single filers in 2021), we can calculate the deduction using the simple 20% QBI formula.
Qualifying Business Income Deduction = 20% * QBI
Qualifying Business Income Deduction = 20% * $30,000 = $6,000
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A firm has the production function
f(E) = 20 log(E)
where E is employment. The firm operates in a market with labor supply curve E = 10w. The firm acts as a price taker in the product market where the price of its output is p = 2.
1. Find the firm’s value of marginal product (VMPE) curve.
2. Suppose the firm acts as a wage taker in the labor market. Find the equilibrium wage and employment level, and worker surplus.
3. Suppose the firm acts as a monopsonist in the labor market. Find its marginal cost of employment (MCE), and the new employment level, wage, and worker surplus.
4. Suppose the government imposes a minimum wage of w = 2 on the monopsonist from part 3. Find the new employment level and worker surplus. Did employment increase or decrease relative to part 3? Why
The value of marginal product of labor (VMPL) is the derivative of the production function with respect to employment (E). We can find VMPL as follows:
VMPL = d(f(E))/dE = d(20log(E))/dE = 20(1/E) = 20/E
So, the firm's value of marginal product (VMPE) curve is VMPE = p * VMPL = 2 * (20/E) = 40/E.
When the firm acts as a wage taker in the labor market, it takes the equilibrium wage (w) determined by the labor supply curve E = 10w. To find the equilibrium wage and employment level, we equate labor demand (from VMPL) to labor supply:
VMPL = w
20/E = 10w
Solving these equations, we find:
E = 2
w = 1/4
The equilibrium employment level is 2 and the equilibrium wage is 1/4. To find worker surplus, we calculate the area under the labor supply curve and above the equilibrium wage:
Worker Surplus = (1/2) * (1/4) * 2^2 = 1/2
When the firm acts as a monopsonist in the labor market, it has market power and can influence the wage. To maximize its profits, it will hire labor until the marginal cost of employment (MCE) equals the VMPL.
MCE = w * (1 - VMPL/VMPE)
= w * (1 - (20/E) / (40/E))
= w * (1 - 1/2)
= w/2
Setting MCE equal to VMPL:
w/2 = 20/E
Solving for the wage, we find:
w = 40/E
Substituting this back into the labor supply curve, we can find the new employment level:
E = 10w = 10(40/E)
E^2 = 400
E = 20
So, the new employment level is 20. The wage can be found by substituting this into the wage equation:
w = 40/E = 40/20 = 2
To calculate worker surplus, we use the new employment level and wage in the labor supply curve equation:
Worker Surplus = (1/2) * (2) * (20)^2 = 400
If the government imposes a minimum wage of w = 2 on the monopsonist, the firm must pay at least that wage. The new employment level can be found by substituting this wage into the labor supply curve:
E = 10w = 10(2) = 20
To find worker surplus, we calculate the area under the labor supply curve and above the minimum wage:
Worker Surplus = (1/2) * (2) * (20)^2 = 400
Compared to part 3, the employment level remains the same at 20. The minimum wage did not affect the monopsonist's hiring decision because the equilibrium wage was already at the minimum wage level. Therefore, employment did not increase or decrease relative to part 3.
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This is the equivalent of "Fill in the blanks" Each of the statements below matches with one of the following terms sensitivity, scenario, or break even. Pick the ordering that best matches each term with the following statements
_______________________ - examines one variable at a time, tells you how far a variable can fall before you begin to lose money ________________________ - examines one variable at a time; requires judgment regarding how much to change each variable. _________________________- able to take into account interactions/correlations between the variables A. Scenario, Sensitivity, Break-even B. Scenario, Break-even, Sensitivity C. Break-even, Sensitivity, Scenario. D. Sensitivity, Break-even, Scenario. E. Sensitivity, Scenario, Break-even F. Break-even, Scenario, Sensitivity.
Scenario examines one variable at a time, tells you how far a variable can fall before you begin to lose money. Sensitivity examines one variable at a time; requires judgment regarding how much to change each variable. Break-even able to take into account interactions/correlations between the variables. Option A is correct.
Scenario: Scenario analysis examines one variable at a time and requires judgment regarding how much to change each variable. It involves creating different scenarios to assess the impact on financial outcomes or performance. This matches with the statement that requires judgment regarding how much to change each variable.Sensitivity: Sensitivity analysis examines one variable at a time and tells you how far a variable can fall before you begin to lose money. It helps in understanding the impact of changes in individual variables on the overall outcome. This matches with the statement that examines one variable at a time and tells you how far a variable can fall before you begin to lose money.Break-even: Break-even analysis is able to take into account interactions/correlations between variables. It determines the point at which revenue equals expenses and no profit or loss is incurred. This matches with the statement that is able to take into account interactions/correlations between variables.Therefore, the correct ordering is A. Scenario, Sensitivity, Break-even.
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Your company uses a continuous review inventory system for a critical part that is ordered from an upstream supplier. The supplier has an average lead time of 9 days and a standard deviation of 3 days. The company’s daily demand for this part is 140 with a standard deviation of 25 parts. Annual holding cost is $3/unit. Ordering cost is $45. Also the company wants to maintain a 90% availability of the parts. Assume 300 work days per year. Assume a periodic review system is used. What are the review period, target inventory position?
The Target Inventory Position (TIP) for the company is approximately 811 units. This is the amount of inventory that the company should hold at the time of review to maintain a 90% availability rate.
Periodic review system is used when we want to track the inventory levels for the product with an emphasis on the safety stock level. It is performed at fixed time intervals rather than on an ongoing basis.In this case, the company is using the periodic review system for the critical part. To compute the review period and the target inventory position, the following steps need to be taken.The review period is the duration between two reviews that we will conduct. It can be calculated using the following formula:$$Review period = \frac{Days in a year}{Number of Reviews}$$Where Days in a year = 300, as given in the question. The number of reviews can be calculated using the lead time and the duration of the review period. As a result,$$Number\ of\ Reviews = \frac{Days in a Year}{Duration of Review\ Period + Lead Time}$$Where Duration of Review Period is still unknown. However, the question implies that the firm needs to maintain a 90% availability rate. As a result, we will use the following formula to compute the safety stock level (SS):$$SS = z\times \sigma_{d}\sqrt{R}$$Where, z is the z-score for a 90% availability rate, which equals 1.28σd is the standard deviation of demand, which is 25 in this case.R is the review period. The optimal inventory level (OI) can be calculated as:$${\rm{Optimal}}\ {\rm{inventory}}\ {\rm{level}}\left( {{\rm{OI}}} \right) = {\rm{Average}}\ {\rm{demand}}\ {\rm{during}}\ {\rm{lead}}\ {\rm{time}}\ + {\rm{SS}}$$After calculating the optimal inventory level (OI), the Target Inventory Position (TIP) can be determined using the following formula:$$TIP = OI - (On\ hand\ inventory\ at\ the\ time\ of\ review)$$With that being said, here is the answer to the question:Review PeriodThe optimal inventory level can be computed using the formula mentioned above.$$OI = \left( {Average\ demand\ during\ lead\ time} \right) + {\rm{SS}}$$$$OI = \left( {140 \times 9} \right) + 1.28 \times 25\sqrt {\frac{{\rm{R}}}{{9}}} $$$$OI = 1260 + 35.59\sqrt {\frac{{\rm{R}}}{{9}}} $$As it has been given that the ordering cost is $45 and the holding cost is $3, we can use the EOQ formula to find out the optimal order quantity as below:$$EOQ = \sqrt {\frac{{2DK}}{{h}}} $$$$\frac{K}{D} = {\rm{Number}}\,{\rm{of}}\,{\rm{orders}}\,{\rm{placed}}\,{\rm{per}}\,{\rm{year}}$$$$= \frac{{Total\ Quantity\ Ordered}}{{Order\ Quantity}}$$$${\rm{Total}}\,{\rm{Quantity}}\,{\rm{Ordered}} = {\rm{Annual}}\,{\rm{Demand}} \times {\rm{Lead}}\,{\rm{Time}}$$$$= 140 \times 9 = 1260$$Substituting the values of K, D and h in the EOQ formula to compute the order quantity:$$Order\ Quantity = \sqrt {\frac{{2 \times 45 \times 1260}}{{3}}} $$$$Order\ Quantity = 286.47\ \approx 287$$Therefore, the number of orders placed per year is:$$\frac{K}{D} = \frac{{1260}}{{287}} = 4.391$$The duration of the review period can now be calculated using the formula mentioned above. We will use the following formula to determine the duration of the review period (R).$$Review\ Period = \frac{{\rm{Days\ in\ a\ Year}}}{{Number\ of\ Reviews}}$$Now, we can use the lead time, the number of orders placed per year, and the formula above to find out the duration of the review period (R).$$R = \frac{{300}}{{4.391 + 1}} = 60.72 \approx 61\ {\rm{days}}$$Target Inventory Position (TIP)Finally, we can use the TIP formula mentioned above to compute the target inventory position.$$TIP = OI - On\ hand\ inventory\ at\ the\ time\ of\ review$$$$TIP = 1260 + 35.59\sqrt {\frac{{61}}{9}} - Q$$Where Q is the order quantity, which is equal to 287. Substituting the value of Q in the equation.$$TIP = 1260 + 35.59\sqrt {\frac{{61}}{9}} - 287$$$$TIP = 810.67\ \approx 811.
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1.2 Adams Apple Traders Limited has tasked your audit team to draft recommendations on how the implementation of corporate governance could have prevented such risks identified
Adams Apple Traders Limited has entrusted your audit team to create recommendations on how the implementation of corporate governance could have prevented such risks as identified.
With the case of Adams Apple Traders Limited, it is clear that the following recommendations could have prevented the identified risks:1.2 Recommendations of how the implementation of corporate governance could have prevented such risks identifiedIn the case of Adams Apple Traders Limited, the following recommendations could have prevented the identified risks:Policy and Procedure ReviewA thorough audit of the company's policies and procedures could have prevented the fraud. An annual review of the procedures can ensure that they are up to date with the changing technological landscape and the evolving methods used by fraudulent traders. For example, procedures around bank reconciliations should be updated to ensure that all bank accounts are reconciled daily or at least once a week, which reduces the risk of fraud and theft.Internal AuditingAn internal audit team is vital to uncovering any fraudulent activities in the company. Internal auditing ensures that the policies and procedures are followed in the organization. Besides, it can conduct regular audits to ensure that the financial statements are correct and accurate. An internal audit team can also work closely with the external auditors to carry out the audit.Audit CommitteeThe Audit Committee is an essential component of the corporate governance framework. The committee is responsible for overseeing the financial reporting process and ensuring that the financial statements are accurate. They should have a thorough understanding of the company's financial statements, procedures, and internal controls to perform their oversight role effectively. This way, they can provide the necessary recommendations on how to improve the company's financial reporting process.Board of DirectorsThe Board of Directors is responsible for setting the tone at the top, ensuring that the company's values and principles are reflected in its actions. The board should have a diverse set of skills and experience to ensure that it is well-equipped to oversee the company's operations. They should also have a thorough understanding of the company's risk management practices and be willing to take corrective action where necessary.
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Selena, an HR training & development executive, tries to convince the departmental managers to use outdoor development experiences instead of seminars and courses that the company typically uses to develop its employees. She cites the following reasons for using this approach except:
Group of answer choices
Increase employee self-confidence
Build a sense of teamwork
Help individuals to re-evaluate personal goals
Prevent employee burnout
Selena, the HR training & development executive, is advocating for the use of outdoor development experiences as a means of developing employees instead of the traditional seminars and courses.
In doing so, she cites a number of benefits that such experiences can bring to the employees and the company as a whole. These benefits include an increase in employee self-confidence, the building of a sense of teamwork among employees, and helping individuals to re-evaluate their personal goals.
However, Selena does not cite "preventing employee burnout" as a reason for using outdoor development experiences. Preventing burnout is an important consideration for any organization, and it is a key factor in ensuring that employees are able to perform at their best over the long term. By using outdoor development experiences, Selena is hoping to provide employees with a new and refreshing way to learn and grow, while also helping them to build relationships with one another and develop new skills that can benefit them in their work.
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The world price of mangoes is US$4 per unit, and almost all of
them are produced outside Argentina. Suppose the Argentinian demand
curve is:
QD = 400,000 – 40,000P
Where P is price in US$ per unit,
When the world price of mangoes is us$4 per unit, the quantity demanded in argentina is 240,000 units.
To analyze the impact of the world price of mangoes on the argentinian market, we need to compare the world price (us$4 per unit) with the demand curve in argentina (QD = 400,000 – 40,000p).
if the world price of mangoes is us$4 per unit, we can substitute this price into the demand curve equation:
QD = 400,000 – 40,000(4)
QD = 400,000 – 160,000
QD = 240,000
It's important to note that this analysis assumes that the demand curve represents the relationship between price and quantity demanded in argentina, regardless of where the mangoes are produced.
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What is the responsibility of leadership under the ISO 9001:2015
Clause 5.1.
Clause 5.1 of ISO 9001: 2015 specifies the responsibility of leadership in ensuring the effectiveness of the quality management system (QMS) of an organization. Leadership is responsible for providing direction, purpose, and guidance to the QMS.
The main responsibilities of leadership are:
Making sure that the QMS is aligned with the strategic direction of the organization and its contextEnsuring that customer and stakeholder needs and expectations are understood, communicated, and addressed in the QMSEstablishing and communicating the QMS policies, objectives, and performance indicators throughout the organizationProviding adequate resources, including personnel, infrastructure, and finances, to support the QMSMonitoring and reviewing the QMS's performance and effectiveness, identifying opportunities for improvement, and implementing corrective actions as necessaryPromoting a culture of continual improvement and quality awareness throughout the organization, including providing adequate training and support to all employeesLeadership is also responsible for ensuring that the QMS is integrated with the organization's business processes, and for promoting quality values and principles throughout the organization.To know more about leadership visit:
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Budgeted sales of the Taco El Loco for the first quarter of the year are as follows:
January 60,000
February 70,000
March 86,000
The cost of sales averages 30% of sales revenue and management desires ending inventories equal to 20% of the following month's sales.
Assuming the January 1 inventory is $7,000, the January purchases budget is:
Budgeted sales of Taco El LocoThe given budgeted sales of Taco El Loco for the first quarter of the year is as follows:January: $60,000February: $70,000March: $86,000Cost of SalesCost of sales is generally a term used to describe the direct cost attributable to the production of the goods sold by a company.
In other words, it includes the cost of direct materials, direct labor, and manufacturing overhead.Management's desire ending inventoriesManagement's desire ending inventories equal to 20% of the following month's sales. January 1 inventory is $7,000.Purchases BudgetIn order to calculate the purchases budget, we need to use the formula;Cost of goods sold = Beginning inventory + Purchases – Ending inventoryFor January:Purchases = Cost of goods sold - Beginning inventory + Ending inventoryFirst we need to calculate the cost of goods sold for January.Cost of goods sold = Budgeted sales x Cost of sales percentage (as given in the problem) = $60,000 x 30% = $18,000For January: purchases = $18,000 - $7,000 + 20% of February sales$18,000 - $7,000 + 20% × $70,000/12= $11,000 + $11,666.67= $22,666.67Therefore, the January purchases budget is $22,666.67.
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The sum of the error at the end of May is A. 8 B.9 C. 15 D. 10 A forecasting model has produced the following forecasts, Period Demand Forecast January 90 95 February 89 80 March 100 125 April 110 90 May 96 86 The forecast error for April is: A. 10 B.-20 C. 20 D.-10 QUESTION 7 The sum of the error at the end of May is A. 8 B.9 C. 15 D. 10 QUESTION 8 At the end of May the tracking signal would be A.-1 QUESTION 8 At the end of May the tracking signal would be A.-1 B. 0.652 C. 13.8 D. 0.571
At the end of May, the predicted errors totaled 9. At the end of May, the tracking signal is 0.652 for forecasting.
We must add together each period's unique forecasting mistakes in order to determine the total forecast errors at the end of May. The forecast errors for each period are as follows, taking into account the provided forecasts and the actual demand:
December: 90 - 95 = -5
89 - 80 = 9 in February.
March: 100 - 125 = -25
April: 110 - 90 = 20
May: 96 - 86 = 10
When we add up each of these predicted mistakes individually, we get: -5 + 9 - 25 + 20 + 10 = 9. So, at the end of May, the total number of forecast inaccuracies is 9.
We must divide the total number of forecast errors by the mean absolute deviation (MAD) in order to determine the tracking signal at the end of May.
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improving both micro-marketing and macro-marketing may require:
Improving both micro-marketing and macro-marketing may require a comprehensive approach that addresses various aspects of marketing strategy, including market research, segmentation, targeting, positioning.
Micro-marketing focuses on the marketing activities of individual firms and how they target and serve specific customer segments. It involves understanding customer needs and preferences, developing tailored marketing strategies, and implementing tactics to reach and engage with customers effectively.
Macro-marketing, on the other hand, considers the broader market environment and its impact on marketing activities. It involves analyzing industry trends, market dynamics, cultural and societal factors, and government regulations that shape the marketing landscape.
To improve both micro-marketing and macro-marketing, organizations need to take a holistic approach. This includes conducting marketing strategy thorough market research to understand customer behavior and market trends, segmenting and targeting specific customer groups, positioning products or services effectively, and aligning marketing strategies with broader industry and societal factors.
For example, a company may need to invest in market research to gather insights about customer preferences and buying behaviors (micro-marketing), while also monitoring industry trends and adapting marketing strategies to address changing market conditions (macro-marketing). By considering both micro and macro aspects of marketing, organizations can develop comprehensive marketing plans that are responsive to customer needs and aligned with broader market dynamics.
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Bruno Fruscalzo decided to start a small production facility in Sydney to sell gelato to the local restaurants. His local milk supplier charges $0.50 per kg of milk plus a $20 delivery fee (the $20 fee is independent of the amount ordered). Bruno’s holding cost is $0.03 per kg per month. He needs 9000 kg of milk per month.
a)Suppose Bruno orders 9000 kg each time. What is his average inventory (in kg)?
b)Suppose Bruno orders 7000 kg each time. How many orders does he place with his supplier each year?
c)How many kg should Bruno order from his supplier with each order to minimize the sum of the ordering and holding costs?
d)If Bruno’s storage vessel can hold only 3000 kg of milk, what would be Bruno’s minimum annual ordering and holding costs?
a) To calculate the average inventory, we can divide the order quantity by 2 since it is assumed that the inventory is depleted evenly throughout the month.
Order quantity: 9000 kg
Average inventory = Order quantity / 2 = 9000 kg / 2 = 4500 kg
Therefore, Bruno's average inventory is 4500 kg.
b) To determine the number of orders Bruno places with his supplier each year when ordering 7000 kg each time, we divide the annual milk requirement by the order quantity.
Annual milk requirement: 9000 kg/month * 12 months = 108,000 kg
Order quantity: 7000 kg
Number of orders = Annual milk requirement / Order quantity = 108,000 kg / 7000 kg ≈ 15.43
Since Bruno cannot place a fraction of an order, he would place 15 orders with his supplier each year.
c) To minimize the sum of the ordering and holding costs, Bruno can use the Economic Order Quantity (EOQ) formula:
EOQ = sqrt((2 * Annual demand * Ordering cost) / Holding cost)
Annual demand: 9000 kg/month * 12 months = 108,000 kg
Ordering cost: $20 (fixed delivery fee)
Holding cost: $0.03 per kg per month
EOQ = sqrt((2 * 108,000 kg * $20) / ($0.03/kg/month))
EOQ ≈ 1338.11 kg
Therefore, Bruno should order approximately 1338 kg from his supplier with each order to minimize the sum of the ordering and holding costs.
d) If Bruno's storage vessel can hold only 3000 kg of milk, he will need to order more frequently to avoid exceeding the storage capacity. To calculate the minimum annual ordering and holding costs, we need to determine the number of orders and the holding cost.
Number of orders = Annual milk requirement / Storage capacity
Number of orders = 108,000 kg / 3000 kg ≈ 36
Holding cost = Average inventory * Holding cost per kg per month
Holding cost = (3000 kg / 2) * $0.03/kg/month * 12 months
Holding cost = $540
Ordering cost = Number of orders * Ordering cost per order
Ordering cost = 36 * $20
Ordering cost = $720
Minimum annual ordering and holding costs = Holding cost + Ordering cost
Minimum annual ordering and holding costs = $540 + $720
Minimum annual ordering and holding costs = $1260
Therefore, Bruno's minimum annual ordering and holding costs would be $1260.
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Game theory is commonly used to explain firm pricing decisions in a(n) O oligopoly. O monopoly. O perfectly competitive market. O monopolistically competitive market.
Answer: Game theory is commonly used to explain firm pricing decisions in an oligopoly.
Explanation:
In an oligopoly market structure, a few large firms dominate the market and interact with each other strategically. The behavior of one firm can significantly impact the decisions and outcomes of other firms in the market. Game theory provides a framework for analyzing and understanding the strategic interactions and decision-making of firms in such situations.
Oligopolistic firms often engage in strategic pricing decisions, taking into account the potential reactions and strategies of their competitors. Game theory helps to model and analyze these interactions, considering factors such as market share, pricing strategies, product differentiation, and potential collusion among firms. It allows firms to predict and respond to the actions of their competitors, leading to more realistic and accurate explanations of pricing decisions in oligopoly markets.
On the other hand, in a monopoly market, there is a single firm dominating the market, and the firm does not face direct competition. In perfectly competitive and monopolistically competitive markets, firms are price takers and do not have significant strategic interactions with other firms. As a result, game theory is not as commonly used to explain firm pricing decisions in these market structures compared to oligopolies.
Game theory is a mathematical framework for analyzing the strategic behavior of decision-makers, aiming to predict outcomes and determine the best strategies. It focuses on understanding how rational agents make choices while taking into account the potential actions and responses of others in various types of games.
Game theory attempts to explain the strategic behavior of decision-makers in various situations. It is a mathematical model that analyzes the interactions among individuals or groups, who make choices to achieve their objectives based on the anticipated actions and responses of others. Game theory focuses on predicting outcomes and determining the best strategies for each participant.
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what are the macro and micro economics factors that influence the
demand of seafoods?
The demand for seafood is influenced by various macroeconomic and microeconomic factors. Macro factors include overall economic conditions, population growth, and income levels, while micro factors encompass individual preferences, prices, and substitutes.
Macro factors that influence the demand for seafood include economic conditions.
During periods of economic growth, there is generally an increase in consumer purchasing power, leading to higher demand for luxury goods such as seafood.
Population growth is another macro factor, as a larger population increases the overall demand for seafood.
Income levels also play a significant role in seafood demand. As incomes rise, consumers tend to allocate a larger portion of their budget to food, including seafood.
Additionally, changes in consumer tastes and preferences, influenced by cultural factors and health considerations, can impact the demand for seafood.
On the microeconomic level, price is a crucial factor affecting seafood demand.
When seafood prices are high, consumers may choose to substitute it with other protein sources, such as poultry or beef. The availability and prices of substitutes directly influence seafood demand.
Furthermore, factors such as quality, freshness, and convenience of seafood products can affect individual consumer preferences and, consequently, the demand for seafood.
the demand for seafood is influenced by macroeconomic factors like economic conditions, population growth, and income levels.
On the micro level, individual preferences, prices, and the availability of substitutes also impact seafood demand.
Understanding these factors helps analyze and predict changes in seafood consumption patterns.
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Sampling The owner of a local pizza parlor is interested in the proportion of customers who prefer her pizza over other pizza available in the area. Since the pizza parlor owner does not have the resources to interview all local customers, she takes a sample and calculates the sample proportion of customers who prefer her pizza. A major benefit of the pizza parlor owner using a sample rather than all local customers is that it is ______. The use of ______ allows the pizza parlor owner to estimate the population proportion based on a sample that is quite small in comparison with the size of the population.
Answer:
The major benefit of the pizza parlor owner using a sample rather than all local customers is that it is cost-effective and efficient. Conducting a survey or interview with all local customers would be time-consuming, resource-intensive, and potentially impractical for the owner.
Explanation:
The use of sampling allows the pizza parlor owner to estimate the population proportion based on a sample that is quite small in comparison with the size of the population. This is known as statistical inference. By selecting a representative sample of customers and calculating the sample proportion, the owner can make inferences about the preferences of the entire population of local customers.
Sampling allows for generalization from a smaller group (the sample) to a larger group (the population) and provides a way to estimate population parameters such as proportions. It reduces the cost, time, and effort required for data collection while still providing meaningful insights and estimates about the population of interest.
Therefore, the benefit of using a sample is that it is a cost-effective and efficient way for the pizza parlor owner to estimate the population proportion and make informed decisions based on the preferences of the customers.
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Both answers in the picture are correct.
Date Price 1/2 $33.31 You invested in Boeing shares from 1 January to 31 December. Historical share price and dividend data for Boeing is show in the table to the right. What was your dividend yield?
To calculate the dividend yield, we need to divide the annual dividend by the share price and then multiply by 100 to express it as a percentage.
Dividend Yield = (Annual Dividend / Share Price) * 100
From the given information, the annual dividend is not provided. The table only shows the historical share price data. Without the annual dividend, we cannot determine the dividend yield.
Since the dividend data for Boeing is not provided in the table, I'm unable to calculate the exact dividend yield. The dividend yield is typically expressed as a percentage and is calculated by dividing the annual dividend per share by the stock's price per share. Without the dividend data, I cannot determine the dividend yield for your investment in Boeing shares from 1 January to 31 December.
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QUESTION 2 An advantage of the payback period method of investment analysis is... it provides a crude measure of the riskiness of a project. O it is difficult to calculate. it treats all cash inflows equally over the investment period. O it ignores all cash inflows after payback has occurred.
One advantage of the payback period method of investment analysis is that it provides a crude measure of the riskiness of a project.
The payback period method calculates the time required to recover the initial investment in a project. It measures how quickly the cash inflows from the investment can pay back the initial investment cost. By focusing on the time it takes to recoup the investment, the payback period method indirectly provides an indication of the riskiness of the project.
A shorter payback period implies a faster recovery of the initial investment, which can be seen as a lower risk because the project starts generating positive cash flows sooner. On the other hand, a longer payback period suggests a slower recovery, indicating a higher level of risk. While the payback period method does not provide a precise measure of risk like more sophisticated methods such as net present value or internal rate of return, it still offers a rough estimate that can be helpful in initial project screening or comparison.
It is important to note that the payback period method has some limitations. It treats all cash inflows equally over the investment period, ignoring the time value of money, which can affect the accuracy of the analysis. Additionally, the payback period method completely ignores cash inflows that occur after the payback has been achieved, potentially overlooking the long-term profitability of a project. Therefore, while the payback period method has its advantages, it should be used in conjunction with other investment evaluation techniques to obtain a more comprehensive understanding of the project's viability and risk.
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Flexible budget and variances Am I allowed to round the variance cost? And please explain why each one doesn't work Terri's Dry Cleaning estimated for the month that they would launder 2,000 clothing items at a sales price of $11 per item. The salaries and labor expense is estimated to be $5,000 plus $1.5 per clothing item. The following cost estimates were made: rent $2,000 per month, utilities $750 per month, and insurance $500 per month. The cost of dry cleaning supplies are estimated to be $0.75 per clothing item. Terri's actual results for the month included sales revenue of $24,600 for 2,050 clothing items. Other actual expenses included: salaries and labor expense $9,500, rent $2,000, utilities $875, insurance $500, and dry cleaning supplies $2,200. Using a flexible budget, what of the following variances is correct? $662.50 Unfavorable variance for dry cleaning supplies $1,425 Favorable variance for salaries and labor expense $125 Favorable variance for utilities expense Overall favorable variance for net operating income
Based on the given information, the correct variance is a favorable variance of $125 for utilities expenses.
To determine the variances, we need to compare the actual results with the flexible budget. 1. Dry Cleaning Supplies Variance:
Flexible Budget Cost = (Actual Units * Budgeted Cost per Unit) = 2,050 * $0.75 = $1,537.50
Actual Cost = $2,200
Variance = Actual Cost - Flexible Budget Cost = $2,200 - $1,537.50 = $662.50 (Unfavorable variance) 2. Salaries and Labor Expense Variance:
Flexible Budget Cost = (Actual Units * Budgeted Cost per Unit) = 2,050 * $1.5 = $3,075
Actual Cost = $9,500
Variance = Actual Cost - Flexible Budget Cost = $9,500 - $3,075 = $6,425 (Unfavorable variance) 3. Utilities Expense Variance:
Flexible Budget Cost = Budgeted Cost = $750
Actual Cost = $875
Variance = Actual Cost - Flexible Budget Cost = $875 - $750 = $125 (Favorable variance) 4. Net Operating Income Variance:
Flexible Budget Net Operating Income = Flexible Budget Revenue - Flexible Budget Costs
Actual Net Operating Income = Actual Revenue - Actual Costs
Since the actual revenue and costs are not provided, we cannot determine the overall favorable variance for net operating income.
Therefore, the correct variance is a favorable variance of $125 for utility expenses.
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Question 1 Analyze the five (5) differences between human capital management (HCM) and human resource management (HRM) (10 marks)
Human Capital Management (HCM) and Human Resource Management (HRM) are two distinct approaches to managing the workforce within an organization. Here are five key differences between HCM and HRM:
Scope: HCM has a broader scope compared to HRM. It encompasses not only the traditional HR functions like recruitment, training, and compensation but also focuses on developing and maximizing the potential of employees as strategic assets. HCM takes a more holistic approach to managing human capital as a source of competitive advantage. On the other hand, HRM mainly focuses on administrative tasks and compliance with labor laws. Strategic Orientation: HCM is more strategic in nature. It aligns human capital management strategies with the overall business objectives of the organization. HCM emphasizes talent development, succession planning, and creating a culture of continuous learning. HRM, although it has some strategic elements, primarily focuses on day-to-day operational tasks such as payroll, employee relations, and compliance. Employee-Centric Approach: HCM places a greater emphasis on the individual employee as a valuable asset to the organization. It focuses on employee engagement, empowerment, and creating a positive work environment. HCM recognizes the importance of nurturing and developing employees' skills and capabilities. HRM, while also concerned with employee welfare, is more process-driven and focuses on managing employees within established policies and procedures. Technology and Analytics: HCM relies heavily on technology and data analytics to manage and optimize human capital. It uses tools and systems to track employee performance, identify skill gaps, and analyze workforce data for informed decision-making. HRM, while increasingly adopting technology, still relies on traditional methods for HR processes and may not have the same level of analytical capabilities as HCM. Long-Term Perspective: HCM takes a long-term perspective on human capital. It considers the impact of talent management and development on the organization's future success. HCM aims to build a sustainable talent pipeline and invests in employee growth and career advancement. HRM, although it may have some long-term planning elements, tends to focus more on immediate needs and day-to-day operations.
These differences highlight that HCM goes beyond the traditional HRM approach by strategically managing human capital to drive organizational success and foster employee growth and engagement.
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14. Nakamura Corporation had the following static budget: Units 100,000 Revenues $18,000,000 Direct materials 2,500,000 Direct labor 4,000,000 Variable overhead 6,000,000 Fixed costs 5,000,000 Nakamur
The Nakamura Corporation must budget for 120,000 units, which will attract more revenues and expenses as highlighted in the new budget.
Nakamura Corporation had a static budget which included Revenues worth $18,000,000, Direct materials amounting to $2,500,000, Direct labor costing $4,000,000, Variable overhead expenses of $6,000,000, and Fixed costs of $5,000,000.Now, if the company's sales volume increased by 20%, then they would now have to budget for 120,000 units. The firm must have to make adjustments in its static budget in order to be in line with the latest changes in the market. However, the changes may be impacted differently based on the type of expenses being incurred. The adjustments can be determined using the following calculations:
Budgeted Revenues=Units x Selling price per unit, or 120,000 x $150 = $18,000,000.Budgeted Direct Materials = Units x Direct Material cost per unit, or 120,000 x $20 = $2,400,000Budgeted Direct labor = Units x Direct Labor cost per unit, or 120,000 x $30 = $3,600,000Budgeted Variable overhead = Units x Variable overhead cost per unit, or 120,000 x $45 = $5,400,000Therefore, the company's new budget will look like this:
Units 120,000 Revenues $18,000,000 Direct materials $2,400,000 Direct labor $3,600,000 Variable overhead $5,400,000
Fixed costs $5,000,000The company must adjust the budgeted sales, direct materials, direct labor, and variable overhead. The fixed costs would remain the same because they are fixed irrespective of sales volume.
Therefore, the Nakamura Corporation must budget for 120,000 units, which will attract more revenues and expenses as highlighted in the new budget.
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Economists interested in price stability have established that the function p(t) = (Po-P.)e^k(0-A)^t+ Pe relates the current price of a commodity to the time t in months since it was initially priced at po dollars, where p, represents the equilibrium price of the commodity, and the numbers a and A are constants that depend on the supply and demand of the item. If the commodity was originally priced at $41 and the equilibrium price is $32 and k = 0.1 , a = 5, and A = 6, what is the expected price of the item 20 months after its initial pricing? Round to the nearest cent.
TIP Enter your answer as an integer or decimal number. Examples 3, 4, 5.5172 Enter DNE for Does Not Exist, on for Infinity Your answer should include exactly 2 decimal places.
The expected price of the commodity 20 months after its initial pricing can be determined using the given function p(t) = (Po - P)e^(k(0 - A)t) + Pe.
Where Po represents the initial price, P is the equilibrium price, k is a constant, and a and A are additional constants. By substituting the given values (Po = $41, P = $32, k = 0.1, a = 5, A = 6) into the equation, we can calculate the expected price. Using the formula p(t) = (Po - P)e^(k(0 - A)t) + Pe, we substitute the given values as follows: Po = $41, P = $32, k = 0.1, a = 5, A = 6, and t = 20. Plugging these values into the equation, we get p(20) = (41 - 32)e^(0.1(0 - 6)20) + 32. Simplifying the expression, we have p(20) = 9e^(-1.2) + 32.
Calculating the value inside the exponential term, we find e^(-1.2) ≈ 0.3012. Multiplying this by 9, we get 9 * 0.3012 ≈ 2.7108. Adding this to 32, we find the expected price after 20 months to be approximately $34.7108. Therefore, the expected price of the item 20 months after its initial pricing is $34.71, rounded to the nearest cent.
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During 2020, Harmony Co. sold $528,000 of merchandise at marked retail prices. At the end of 2020, the following information was available from its records: At Cost At Retail Beginning inventory Net purchases $135,600 239, 240 $264,800 401,600 Assume that in addition to estimating its ending inventory by the retail method, Harmony Co. also took a physical inventory at the marked selling prices of the inventory Items at the end of 2020. Assume further that the total of this physical Inventory at marked selling prices was $110,000. a. Determine the amount of this inventory at cost. (Round your Intermediate calculations and final answer to 2 decimal places.) Inventory at cost b. Determine Harmony's 2020 Inventory shrinkage from breakage, theft, or other causes at retail and at cost. (Round your Intermediate calculations and final answers to 2 decimal places.) At Cost At Retail Estimated inventory that should have been on hand Physical inventory Inventory shrinkage
Based on the given information, the inventory at cost at the end of 2020 for Harmony Co. can be determined to be $219,720. Additionally, the inventory shrinkage for 2020, both at retail and at cost, can be calculated.
To calculate the inventory at cost at the end of 2020, we need to use the retail method. The retail method calculates the cost of inventory by applying a cost-to-retail ratio to the retail value. The cost-to-retail ratio is determined by dividing the cost of goods available for sale by the retail value of goods available for sale.
Cost-to-retail ratio = Cost of goods available for sale / Retail value of goods available for sale
Cost of goods available for sale = Beginning inventory + Net purchases
Retail value of goods available for sale = Beginning inventory at retail + Net purchases at retail
Using the given values:
Cost of goods available for sale = $135,600 + $239,240 = $374,840
Retail value of goods available for sale = $264,800 + $401,600 = $666,400
Cost-to-retail ratio = $374,840 / $666,400 ≈ 0.5624
To determine the inventory at cost, we multiply the physical inventory at retail ($110,000) by the cost-to-retail ratio:
Inventory at cost = Physical inventory at retail * Cost-to-retail ratio
Inventory at cost = $110,000 * 0.5624 = $61,864
Therefore, the inventory at cost at the end of 2020 for Harmony Co. is approximately $61,864.
Regarding the inventory shrinkage, it can be calculated by comparing the estimated inventory that should have been on hand with the physical inventory.
Estimated inventory that should have been on hand = Beginning inventory + Net purchases - Inventory shrinkage
Inventory shrinkage = Beginning inventory + Net purchases - Estimated inventory that should have been on hand
Using the given values:
Estimated inventory that should have been on hand = $135,600 + $239,240 - $110,000 = $264,840
Inventory shrinkage = $135,600 + $239,240 - $264,840 = $110,000
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