Define life cycle costing and explain how target costing and
Kaizen costing fit into the life cycle costing process.

Answers

Answer 1

Life cycle costing is a method of estimating the cost of a product or system over its entire lifetime, including production, use, and disposal. It is an approach to cost management that considers the total cost of ownership rather than just the initial cost. This type of costing enables an organization to make informed decisions about product design, manufacturing, and maintenance, as well as to identify areas where costs can be reduced.

Target costing and Kaizen costing are two methods that can be used in conjunction with life cycle costing to improve cost management.

Target costing is the process of setting a target cost for a product based on customer requirements and market conditions. The target cost is the maximum cost that the product can be sold for and still provide a reasonable profit margin. Target costing helps to ensure that a product is priced competitively and that costs are managed throughout its life cycle.

Kaizen costing is a continuous improvement approach to cost management. It involves identifying and eliminating waste and inefficiencies in the production process. By reducing costs in this way, an organization can improve product quality, reduce lead times, and increase customer satisfaction.

Both target costing and Kaizen costing fit into the life cycle costing process by providing methods for managing costs throughout the product life cycle. Target costing helps to set cost targets for a product, while Kaizen costing helps to identify and eliminate waste in the production process. By using these methods, an organization can improve cost management and reduce the total cost of ownership of its products.

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Related Questions

Identify the different roles that can play a part in the consumer decision-making unit and provide an example (or examples) to illustrate/describe each role.

Answers

The consumer decision-making unit involves various roles, including the initiator, influencer, decider, buyer, and user. These roles collectively contribute to the process of making purchasing decisions.

The consumer decision-making unit consists of various roles that individuals can play when making purchasing decisions. These roles include the initiator, influencer, decider, buyer, and user.
1. Initiator: The initiator is the person who recognizes a need or desire for a product or service. For example, a teenager may initiate the decision to buy a new smartphone because their current one is outdated.
2. Influencer: The influencer is someone who provides information or recommendations that influence the decision-making process. An influencer can be a friend, family member, or even a celebrity endorser. For instance, a celebrity endorsing a skincare product may influence consumers to try it.
3. Decider: The decider is the individual who ultimately makes the final decision to purchase or not. This role is often held by the head of the household or the person responsible for making major purchasing decisions. For example, a parent may decide to buy a minivan for the family after considering various factors.
4. Buyer: The buyer is the person who actually makes the purchase. They may be different from the decider, especially in cases where the purchase is a gift. For instance, a husband may buy a necklace for his wife as a surprise anniversary gift.
5. User: The user is the individual who will actually use or consume the product or service. This role is particularly important in situations where the user's preferences or needs greatly impact the decision-making process. For example, a child may be the user of a gaming console, so their preferences would be considered when selecting the brand and model.

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LakeCraft is considering investing in a cruise ship with an expected life of 15 years that costs $55 million and will produce net cash flows of $8 million per year. LakeCraft's cost of capital is 10%. Enter your answers rounded to 2 DECIMAL PLACES.
What is the payback period? _____
What is the net present value (NPV) of the project? _____million (Enter your answer in millions of dollars)

Answers

The payback period is approximately 6.88 years, and the net present value (NPV) of the project is approximately $13.92 million.

To calculate the payback period and net present value (NPV) of the project, we'll consider the cash flows and the cost of capital.

Given:

Initial Investment (Cost of the cruise ship) = $55 million

Annual Net Cash Flows = $8 million

Expected Life of the project = 15 years

Cost of Capital = 10%

(a) Payback Period:

The time to recover the initial investment.

Payback Period = Initial Investment divided by the Annual Net Cash Flow

Payback Period = $55 million / $8 million

Payback Period ≈ 6.88 years

(b) Net Present Value (NPV):

The net present value calculates the value created or lost by an investment, taking into account the time value of money.

To calculate the NPV, we need to discount the annual net cash flows to their present value.

PV of Cash Flows = Σ  [tex]\frac{Net Cash Flow }{(1 + Cost of Capital)^{n} }[/tex], for each year (n)

Now let's calculate the NPV by discounting the cash flows over the 15-year period:

Year 1:

PV of Cash Flow =  [tex]\frac{8 }{(1 + 0.10)^{1} }[/tex] = $7.27 million

Year 2:

PV of Cash Flow = [tex]\frac{8 }{(1 + 0.10)^{2} }[/tex]  = $6.61 million

Year 3:

PV of Cash Flow =[tex]\frac{8 }{(1 + 0.10)^{3} }[/tex]  = $6.01 million

Continue this calculation for each year up to Year 15 and sum the present values:

Year 4: $5.46 million

Year 5: $4.96 million

Year 6: $4.51 million

Year 7: $4.10 million

Year 8: $3.73 million

Year 9: $3.39 million

Year 10: $3.08 million

Year 11: $2.80 million

Year 12: $2.55 million

Year 13: $2.32 million

Year 14: $2.11 million

Year 15: $1.92 million

Summing all the present values, we get:

PV of Cash Flows = $7.27 + $6.61 + $6.01 + $5.46 + $4.96 + $4.51 + $4.10 + $3.73 + $3.39 + $3.08 + $2.80 + $2.55 + $2.32 + $2.11 + $1.92 million

PV of Cash Flows ≈ $68.92 million

Now, we can calculate the NPV:

NPV = Present value of Cash Flows - Initial Investment

NPV = $68.92 million - $55 million

NPV ≈ $13.92 million

Therefore, the payback period is approximately 6.88 years, and the net present value (NPV) of the project is approximately $13.92 million.

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Suggest three possible cost drivers for the
Printed Circuit Boards (PCBs) assembly in the
Electronics industry and why you recommend their use

Answers

Three possible cost drivers for Printed Circuit Boards (PCBs) assembly in the electronics industry are component density, board complexity, and production volume.

These factors significantly impact the overall cost of PCB assembly due to their influence on materials, labor, and equipment requirements.

1. Component Density: The component density refers to the number of electronic components per unit area on a PCB. Higher component density increases the complexity of assembly processes and requires more precise placement and soldering techniques. It may involve using specialized equipment, such as pick-and-place machines or automated soldering systems, to ensure accurate and efficient assembly.

The use of component density as a cost driver is recommended because it directly affects the time and labor required for assembly, impacting production costs.

2. Board Complexity: The complexity of the PCB design and layout plays a crucial role in assembly costs. Complex boards often feature intricate routing, multiple layers, and specialized features like blind vias or controlled impedance.

These factors contribute to longer assembly times, more intricate assembly techniques, and potentially increased material costs. As board complexity increases, the expertise and skills of assembly technicians become more critical, which may require additional training or workforce. Considering board complexity as a cost driver is essential as it accounts for the additional resources and expertise needed to assemble intricate PCBs.

3. Production Volume: The volume of PCB production significantly impacts the cost of assembly. Higher production volumes often allow for economies of scale, where fixed costs are spread across a larger number of units, resulting in lower per-unit costs. Conversely, lower production volumes may require specialized setups or smaller production runs, leading to increased setup costs and higher per-unit costs. Production volume is recommended as a cost driver because it determines the overall scale and efficiency of the assembly process, affecting material procurement, labor allocation, and equipment utilization.

By considering component density, board complexity, and production volume as cost drivers, companies can accurately assess and manage the cost implications of PCB assembly. These drivers help identify areas where cost optimization efforts can be focused, such as improving assembly processes, streamlining designs, or negotiating better pricing for higher volume production.

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A garment manufacturer produces a wide variety of garments at four production facilities. The manufacturer sells its output to the wholesalers; the wholesalers to retailers; and retailers to the customers. facilities to yet-to-be-establish own warehouses and then from the warehouses to own retail stores. The manufacturer has decided to open 400 retail stores. optimal number of warehousing facilities.

Answers

The optimal number of warehousing facilities for the garment manufacturer's 400 retail stores depends on factors such as the geographical distribution of stores, volume of garments produced, frequency of replenishment, and desired supply chain efficiency.

To determine the optimal number of warehousing facilities for the garment manufacturer's 400 retail stores, several factors need to be considered.

The optimal number of warehousing facilities depends on various factors such as the geographical distribution of the retail stores, the volume of garments produced, the frequency of replenishment, and the desired efficiency in supply chain operations.

If the 400 retail stores are spread across a wide geographical area, it may be beneficial to establish multiple warehousing facilities strategically located to serve different regions efficiently. This would minimize transportation costs, reduce lead times, and ensure timely replenishment of garments to the retail stores. On the other hand, if the retail stores are concentrated in a smaller area, a smaller number of warehousing facilities might be sufficient.

Additionally, the volume of garments produced and the frequency of replenishment play a role in determining the optimal number of warehouses. If the manufacturer produces a large volume of garments and requires frequent replenishment, more warehouses might be necessary to accommodate the inventory and ensure a smooth flow of goods to the retail stores.

A careful analysis of these factors will help determine the appropriate number of warehouses to support the retail operations effectively.

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The 2020 balance sheet of Osaka's Tennis Shop, Incorporated, showed long-term debt of $5.2 million, and the 2021 balance sheet showed long-term debt of $5.3 million. The 2021 income statement showed an interest expense of $170,000. During 2021, the company had a cash flow to creditors of $70,000 and the cash flow to stockholders for the year was $75,000. Suppose you also know that the firm’s net capital spending for 2021 was $1.38 million and that the firm reduced its net working capital investment by $71,000. What was the firm’s 2021 operating cash flow, or OCF? (Enter your answer in dollars, not millions of dollars, e.g., 1,234,567.)
Operating cash flow ________

Answers

The net income of Osaka's Tennis Shop is $145,000.

What was Osaka's Tennis Shop operating cash flow (OCF)?

To calculate the operating cash flow (OCF), we can use the following formula: OCF = Net Income + Depreciation + Interest Expense ± Change in Working Capital

We are given the interest expense as $170,000, and we need to find the net income and the change in working capital.

Cash Flow to Creditors = Interest Expense - Net Interest Paid

$70,000 = $170,000 - Net Interest Paid

Net Interest Paid = $170,000 - $70,000

Net Interest Paid = $100,000

Cash Flow to Stockholders = Dividends + Net Stock Repurchases

$75,000 = 0 + 0

Therefore, the net income can be calculated as:

Net Income = Cash Flow to Creditors + Cash Flow to Stockholders

Net Income = $70,000 + $75,000

Net Income = $145,000

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A transfer price is required only when goods or services are transferred between cost centres in the same organization. True or False? An ideal transfer price would be the opportunity cost of internal transfers.True or False?

Answers

The statement "A transfer price is required only when goods or services are transferred between cost centres in the same organization" is false because transfer prices are also required when goods or services are transferred between different segments of the same organization in different countries.

Even when a company is operating in different regions of the same country, transfer prices might be necessary to determine the allocation of profit, costs, and taxes among segments. An internal transfer price is a price at which goods or services are transferred between different segments of the same company, and it can be set either by market forces or by managerial decision.An ideal transfer price would be the opportunity cost of internal transfers, which is true. Opportunity cost refers to the benefit that could have been achieved from the next best alternative, such as external sale, rather than using the product or service for internal use. It is the cost of foregoing a possible advantage. When the transfer price is set at the opportunity cost, the company has a more accurate picture of its operations and profitability as the price would reflect the market value of the product or service.

In conclusion, a transfer price is not required only when goods or services are transferred between cost centers in the same organization as it is required in different segments of the same organization in different countries. An ideal transfer price would be the opportunity cost of internal transfers because it reflects the market value of the product or service. A comprehensive understanding of transfer prices is important because it affects the allocation of profit, costs, and taxes among segments.

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a. October 1 - The owner contributed $25,000 cash to start her business. b. October 1 - Bought office equipment for $15,000 and signed a three-year promissory note with a local bank. The annual interest rate is 5%, with monthly payments of $449.56 beginning on November 1 . c. October 1 - Paid for three month's rent in advance $4,500. d. October 2 - Paid the premium for a three-month insurance policy $3,000. e. October 4 - Received cash from clients as an advance payment for work to be performed in the future $6,000. f. October 5 - Purchased supplies on account $5,000. g. October 10 - Paid cash for an advertisement to run in the October newspaper $400. h. October 12 - Made a payment on account $2,000. i. October 12 - Recorded services provided on account for the first half of the month $10,000. j. October 14 - Paid the part-time receptionist $800. k. October 17 - Recorded services to clients who paid with cash for the first half of the month $5,800. 1. October 18 - Paid cash for supplies $550. m. October 20 - Recorded services provided on account $2,000. n. October 24 - Recorded services to clients who paid with cash $3,800. o. October 26 - Received cash from clients on account $7,000. p. October 29 - Paid the part-time receptionist $800. q. October 29 - Paid the October telephone bill $300. r. October 31 - Paid the October electricity bill $275. s. October 31 - Recorded services to clients who paid with cash $2,900. t. October 31 - Recorded services provided on account $3,100. u. October 31 - The owner withdrew $3,000 for personal use. v. October 31 - The bank deducted $50 in bank service charges for October.

Answers

The owner's capital account is $25000. The interest payable is 512.06. The rent paid in advance is $45000. The insurance premium on the bank account is calculated as 3000.

The calculations are shown in the image attached below:

An individual, business, or organization pays an insurance premium when they purchase an insurance policy. The cost of the insurance premium is impacted by a number of variables and differs depending on the payee.

The money paid by an individual or company for an insurance policy is known as the insurance premium. Insurance premiums are paid for life, vehicle, house, and health insurance coverage. The insurance firm receives money from the premium after it is earned. It also entails a responsibility because the insurer is obligated to pay coverage for any claims brought up in relation to the policy. The insurance may be canceled if either the individual or the company fails to pay the premium.

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How would you describe two price elasticities of demand of 1.80 & 5.20? Select an answer.

a: Both are inelastic, but the second is more elastic.

b: Both are elastic, but the second is more elastic

c: Both are elastic, but the first is more inelastic.

d: The first is inelastic, but the second is elastic.

e: The first is elastic, but the second is inelastic.

Answers

The correct answer is e: The first is elastic, but the second is inelastic. Price elasticity of demand measures the responsiveness of quantity demanded to changes in price.

A price elasticity of demand greater than 1 indicates elasticity, meaning that a change in price will result in a proportionally larger change in quantity demanded. Therefore, a price elasticity of 1.80 is elastic. On the other hand, a price elasticity of 5.20 is inelastic because it is less than 1, indicating that a change in price will result in a proportionally smaller change in quantity demanded.

Economists use price elasticity to understand how supply and demand for a product change when its price changes. Like demand, supply also has an elasticity, known as price elasticity of supply. Price elasticity of supply refers to the relationship between change in supply and change in price. It’s calculated by dividing the percentage change in quantity supplied by the percentage change in price. Together, the two elasticities combine to determine what goods are produced at what prices.

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Final answer:

The price elasticities 1.80 and 5.20 are both considered elastic as they are greater than 1. This means the demand for both goods is sensitive to changes in price with the second even more elastic, implying a greater sensitivity to price changes.

Explanation:

In economic demand theory, the price elasticity of demand measures the sensitivity of the demand for a good to a change in its price. In general, if the elasticity is greater than 1, the demand is considered elastic, meaning that consumers are relatively sensitive to price changes. If the elasticity is less than 1, the demand is inelastic.

Given the price elasticities of 1.80 and 5.20, both can be described as elastic - the demand for these goods is significantly responsive to price changes. However, the second case with an elasticity of 5.20 is more elastic than the first, as a change in price will have a more substantial effect on demand. This implies that consumers of the second good are more sensitive to price changes compared to consumers of the first good. Therefore, the correct answer is: b: Both are elastic, but the second is more elastic.

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Consider the Harrod-Domar model of economic growth. Assume that the capital-output ratio is 3. (a) [5 Points] If the saving rate is 15 percent, what is the economic growth rate? (b) [5 Points] Suppose a country wants to grow at a rate of 15 percent. What is the gap in saving rate and how a developing country can expect to fill it?

Answers

The economic growth rate is 0.05 or 5 percent. the country could attract foreign savings through foreign direct investment (FDI) or international borrowing.

(a) To calculate the economic growth rate using the Harrod-Domar model, we can use the formula:
Growth Rate = (Savings Rate) / (Capital-Output Ratio). Given that the capital-output ratio is 3 and the saving rate is 15 percent (or 0.15), we can substitute these values into the formula: Growth Rate = 0.15 / 3 = 0.05
Therefore, the economic growth rate is 0.05 or 5 percent.

(b) If a country wants to achieve a growth rate of 15 percent but currently has a saving rate of 15 percent, there is a gap of 0 percent between the saving rate and the desired growth rate. To fill this gap, the country would need to increase its saving rate. A developing country can expect to fill this gap by implementing various measures. These can include encouraging domestic savings through policies that promote savings, such as tax incentives for saving or increasing interest rates. Additionally, the country could attract foreign savings through foreign direct investment (FDI) or international borrowing.

It is important for a developing country to focus on increasing domestic savings as this creates a stable source of funds for investment, reduces reliance on external sources, and promotes long-term sustainable growth. However, it is crucial to carefully balance the saving rate with other economic factors to ensure stability and avoid potential negative effects on consumption and investment.

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In 2018 a company reported the following (in millions of dollars): Net Sales - $10.1 Cost of Goods Sold: $4.35 Income Taxes: $1.47 As of December 31, 2018 the company had $0.98 in cash and securities, $1.39 in accounts receivable, and $1.34 in inventory. It owed $1.88 in current liabilities and $1.67 in long-term debt. Calculate the acid test ratio. Enter the answer as a percentage, without the % symbol. Maintain 2 places after the decimal point. For example, 0.1234 must be entered as 12.34.

Answers

The acid test ratio is 132.82% (without the % symbol), rounded to two decimal places.

The acid test ratio can be calculated using the following formula:Acid test ratio = (Cash + Accounts Receivable + Securities) / Current LiabilitiesSince the inventory cannot be liquidated quickly, it is not included in the calculation.Using the values given, the acid test ratio can be calculated as follows:Cash + Securities = $0.98Accounts Receivable = $1.39Acid test ratio = ($0.98 + $1.39) / $1.88Acid test ratio = 1.3282Therefore, the acid test ratio is 132.82% (without the % symbol), rounded to two decimal places.

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Calculate the following ratios for Luxury Loft for 2017, selected comparative statement data are presented here. 2017 2016 Credit Sales $800 000 $720 000 480 000 400 000 Cost of goods sold Profit 80 000 45 000 Accounts receivable 15 000 10 000 Inventory 50 000 75 000 Current assets 300 000 300 000 Total assets 540 000 500 000 Current liabilities 150 000 150 000 Total liabilities 240 000 290 000 Ordinary shareholders' equity 300 000 210 000 Share price 12 10 Number of ordinary share 20 000 10 000 Required a. Calculate the following ratios for 2011, each ratio is 3marks. 1) current ratio 2) debt to total assets ratio 3) return on ordinary shareholders' equity ratio 4) assets turnover ratio 5) return on assets ratio b. Comment on the liquidity, solvency and profitability of the entity.(5marks) 5/6

Answers

Ratio analysis is a quantitative method of gaining insight into a company's liquidity, operational efficiency, and profitability by studying its financial statements such as the balance sheet and income statement. It is a cornerstone of fundamental equity analysis.

(a) Calculation of ratios for Luxury Loft for 2017:

1. Current Ratio: It is the ratio of the current assets of a company to its current liabilities. It measures the company's ability to pay off its current obligations using its current assets.

Formula: Current Ratio = Current Assets / Current Liabilities

Current Ratio for Luxury Loft in 2017 = $300,000 / $150,000 = 2:1

2. Debt to Total Assets Ratio: It is a financial ratio that measures the percentage of the total assets of a company that are financed by debt.

Formula: Debt to Total Assets Ratio = Total Debt / Total Assets

Debt to Total Assets Ratio for Luxury Loft in 2017 = $240,000 / $540,000 = 0.4444 or 44.44%

3. Return on Ordinary Shareholders' Equity Ratio: It is a financial ratio that measures the return earned on the ordinary shareholders' equity of a company.

Formula: Return on Ordinary Shareholders' Equity Ratio = Net Income / Ordinary Shareholders' Equity

Return on Ordinary Shareholders' Equity Ratio for Luxury Loft in 2017 = $45,000 / $300,000 = 15%

4. Asset Turnover Ratio: It is a financial ratio that measures the efficiency of a company in using its assets to generate revenue.

Formula: Asset Turnover Ratio = Net Sales / Total Assets

Asset Turnover Ratio for Luxury Loft in 2017 = $800,000 / $540,000 = 1.48

5. Return on Assets Ratio: It is a financial ratio that measures the return earned on the total assets of a company.

Formula: Return on Assets Ratio = Net Income / Total Assets

Return on Assets Ratio for Luxury Loft in 2017 = $45,000 / $540,000 = 8.33%

(b) Comment on the liquidity, solvency, and profitability of Luxury Loft:

Liquidity: The current ratio for Luxury Loft in 2017 is 2:1 which indicates that the company has sufficient current assets to pay off its current liabilities. Hence, the company is considered to be liquid.

Solvency: The debt to total assets ratio for Luxury Loft in 2017 is 44.44% which indicates that 44.44% of the total assets of the company are financed by debt. Hence, the company is considered to be solvent.

Profitability: The return on ordinary shareholders' equity ratio for Luxury Loft in 2017 is 15% which indicates that the company generated a return of 15% on the ordinary shareholders' equity. The asset turnover ratio for Luxury Loft in 2017 is 1.48 which indicates that the company generated $1.48 of revenue for every dollar of assets. The return on assets ratio for Luxury Loft in 2017 is 8.33% which indicates that the company generated a return of 8.33% on the total assets. Hence, the company is considered to be profitable.

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The holder of a long forward contract has: a. the option to buy the underlying asset at a fixed price on a fixed future date b. the option to sell the underlying asset at a fixed price on a fixed future date c. the obligation to buy the underlying asset at a fixed price on a fixed future date d. the obligation to sell the underlying asset at a fixed price on a fixed future date e. None of these answers are correct.

Answers

The holder of a long forward contract has the obligation to buy the underlying asset at a fixed price on a fixed future date.

A forward contract is a financial derivative that obligates the buyer (long position holder) to purchase an underlying asset from the seller (short position holder) at a predetermined price (the forward price) on a specified future date. Therefore, the correct answer is option c: the holder of a long forward contract has the obligation to buy the underlying asset at a fixed price on a fixed future date.

In a forward contract, the buyer and seller agree to the terms of the contract at the time of initiation. The buyer of a forward contract takes a long position, meaning they have the right and obligation to buy the underlying asset. On the other hand, the seller takes a short position, having the obligation to sell the underlying asset.

The key characteristic of a forward contract is the obligation to fulfill the terms of the contract at the predetermined future date. The buyer of the contract is obligated to buy the asset, while the seller is obligated to sell the asset. The fixed price at which the asset will be bought or sold is determined at the time of entering into the contract.

The long position holder benefits from a price increase in the underlying asset because they are locked in at a lower forward price. If the market price of the asset rises above the forward price, the long position holder can purchase the asset at the lower forward price and sell it at the higher market price, making a profit.

In summary, the holder of a long forward contract has the obligation to buy the underlying asset at a fixed price on a fixed future date. This distinguishes the long position holder from the short position holder, who has the obligation to sell the asset.


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Josh Enterprises (JE) is an all-equity firm with $50 million in excess cash this year. Currently, it has 10 million shares in issue. Other firms with similar business risk have an unlevered cost of capital of 10%. From next year, JE will be generating additional free cash flows of $40 million per year in perpetuity which it intends to distribute as regular dividends. JE’s board of directors are considering whether to distribute the current $50 million in excess cash as a special dividend or to use it to repurchase JE's shares.
Assume that you own 2500 shares of JE’s stock and JE uses the entire $50 million to pay a special dividend. Suppose you are unhappy with JE’s decision and would prefer that JE used the excess cash to repurchase shares. Would you have to buy or sell shares to undo the effect of the payment of special dividend? How many shares would you have to buy or sell?

Answers

To undo the effect of the special dividend, you would need to sell a certain number of shares, but the exact number cannot be determined without knowing the current market price per share.

If JE pays a special dividend of $50 million, the value of the firm will decrease by that amount. As a result, the value of each share will also decrease. To undo the effect of the special dividend and maintain the same value of your shares, you would have to sell a portion of your shares.

To calculate the number of shares you would need to sell, we can divide the total amount of the special dividend ($50 million) by the current market price per share. However, the current market price per share is not provided in the given information. Therefore, it is not possible to determine the exact number of shares you would need to sell without knowing the current market price per share.

In conclusion, to undo the effect of the special dividend, you would need to sell a certain number of shares, but the exact number cannot be determined without knowing the current market price per share.

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Which of the following are key advantages of a financial bidder over a strategic bidder?
Select one:
a.
More aggressive financing
b.
Avoidance of ACCC issues
c.
Short-term exit strategies
d.
Optimisation in a non-public setting
e.
All of the options are correct

Answers

The following are some key advantages of a financial bidder over a strategic bidder: -Optimisation in a non-public setting. The answer is d.

Key advantages of a financial bidder over a strategic bidder- Financial bidders and strategic bidders are two of the most well-known forms of acquisition. A financial bidder is a buyer who acquires a company for financial gain, while a strategic bidder is a buyer who acquires a company for strategic gain. A financial buyer, unlike a strategic buyer, is not interested in the company's underlying strategic worth; instead, they are solely interested in the potential cash flows that can be obtained from the company.

The financial bidder has several key advantages over a strategic bidder, one of which is optimization in a non-public setting. Because financial bidders are less concerned with the long-term strategic value of the company, they can optimize the company's financial performance without worrying about the impact on the company's future strategic direction. Financial bidders also have more aggressive financing and short-term exit strategies, allowing them to move more quickly and efficiently through the acquisition process.

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4. Pais rent for period of october 4 to and of manth, $2,990, 10. Purchased a used truck for $26,000, paying $2,000 casti and giving a note payable for the remainder. 13. Purchased equipment on account, $12,010. 14. Purchased supplies for cash, $2,060. 15. Haid annwal ptemiums on groperty and carualey imsurance, $4,620. 15. Receivad eash for job completed, $12,940. Enter the follawny transictions onl Page 2 of the two-columin joumat? 21. Paid creditor a portion of the arnount ewed for egulpment porchasted on october 13, $4.200. 24. Recorded fobs completed on account and sent invoices to customers, 514,720 . 26. Fecelved an invoice for truck expenses, to be paid in Noventber, 31,360. 27. Paid utities oxpinsev. 11,540. 27 Pald miscolianeous expenset, s550. 29. rieceived cash from customers on account, $6,160. 30. Paid wages of employeen, 34, 100. 3i Poid tiuldends. 33,420. i4 Frepald theirarce St Wages Copenee 21 Fouten payath 95 Thekepente 628 Mocouna Fapatie 50 Macelaresus tapense appropriate balance columns after each fransaction in posited, if an arnount box dees not require an entry, leive it blank. \begin{tabular}{|l|l|l|l|} \hline Account: Notes Payable & Account No. 21 \\ \hline Date Item Post. Ret. & Debit & Credit & Balance \\ \hline OOY4, & Debit & Creatit \\ \hline Oct, 10 & & \\ \hline \end{tabular} \begin{tabular}{|l|l|} \hline Account: Wages Expanse & \\ \hline Date 1tem Post. Ref. Debit \\ \hline 2014. \\ \hline oa. 30 & \end{tabular} T Check My Wear 1. Identify which accounts are aflected in each transaction Koep in mind that every transaction involves at least buo accounts Determine whether the account increases of debits should equal iotal crecits in your entries. column ledger, making sure to maintain the sorrect normat basance and double-checking any non inormal baiances to see if ther are vald ar possible

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The following transactions are to be entered on page 2 of the two-column journal:Oct 4 – To record rent payment of $2,990 for the month of October. Debit Rent Expense and credit Cash for $2,990.Oct 10 – To record the purchase of a used truck for $26,000.

Debit Truck for $26,000, Cash for $2,000, and Notes Payable for $24,000.Oct 13 – To record the purchase of equipment on account for $12,010. Debit Equipment for $12,010 and Accounts Payable for $12,010.Oct 14 – To record the purchase of supplies for $2,060. Debit Supplies for $2,060 and credit Cash for $2,060.Oct 15 – To record the payment of annual premiums on property and casualty insurance for $4,620. Debit Prepaid Insurance for $4,620 and credit Cash for $4,620.

Oct 15 – To record cash received for jobs completed. Debit Cash for $12,940 and credit Sales for $12,940.Oct 21 – To record the payment of $4,200 to a creditor for equipment purchased on account. Debit Accounts Payable for $4,200 and credit Cash for $4,200.Oct 24 – To record the jobs completed on account and the invoices sent to customers for $14,720. Debit Accounts Receivable for $14,720 and credit Sales for $14,720.Oct 26 – To record an invoice for truck expenses that will be paid in November for $31,360. Debit Truck Expenses for $31,360 and credit Accounts Payable for $31,360.Oct 27 – To record the payment of utility expenses for $11,540. Debit Utilities Expense for $11,540 and credit Cash for $11,540.Oct 27 – To record the payment of miscellaneous expenses for $550. Debit Miscellaneous Expense for $550 and credit Cash for $550.Oct 29 – To record cash received from customers on account for $6,160. Debit Cash for $6,160 and credit Accounts Receivable for $6,160.Oct 30 – To record the payment of wages of employees for $34,100. Debit Wages Expense for $34,100 and credit Cash for $34,100.Oct 31 – To record the payment of dividends for $33,420. Debit Dividends for $33,420 and credit Cash for $33,420.Oct 31 – To record the prepaid balance for wages and insurance. Debit Prepaid Wages for $95, Prepaid Insurance for $628, and credit Cash for $723.Here are the answers to the following transactions on the table provided:\begin{tabular}{|l|l|l|l|} \hline Account: Notes Payable & Account No. 21 \\ \hline Date Item Post. Ret. & Debit & Credit & Balance \\ \hline Oct 10 & & & 24,000 \\ \hline \end{tabular}\begin{tabular}{|l|l|} \hline Account: Wages Expense & \\ \hline Date Item Post. Ref. Debit \\ \hline Oct 31 & & 95 \\ \hline \end{tabular}

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The percentage of sales method is a common way of setting a promotional budget. What are some advantages and disadvantages of this method?
How are push and pull strategies applied to meet goals and expectations set by organizations?
Advertising methods are constantly evolving. What styles are being used on you as a consumer today regarding the mentioned execution message styles in the chapter?

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The advantages of using percentage of sales this method are:

It is easy to use and understand.It is affordable to implement.The approach links marketing expenditure to revenue generated from sales, thereby ensuring that promotional activities only occur when the business is making profits

The drawbacks of using the percentage of sales method are:

It assumes that sales are the primary driver of marketing expenditure, whereas in some cases, advertising may not lead to sales.The strategy may be inadequate, particularly in instances where new competitors have entered the market.Promotional activities may be limited in the face of rising sales, leading to underinvestment in advertising.

Push strategy and pull strategy are applied to meet goals and expectations set by organizations in various ways.

Push strategy focuses on making a product available to the customer through direct promotion and personal selling. The primary aim of push strategy is to motivate a customer to buy the product by offering incentives such as product demonstrations and coupons. Pull strategy, on the other hand, is all about attracting customers to the product by creating awareness of the product. Advertising is a popular form of pull strategy that is used to promote products by creating customer demand for the product. The primary goal of pull strategy is to create customer demand for the product by developing product brand loyalty, improving product image, and creating a positive customer experience.

Advertising methods that are commonly used today include:

Celebrity endorsement - where a celebrity is used to endorse a product.Lifestyle - where the advertiser links the product to a certain lifestyle message.Emotional appeal - where the advertiser tries to appeal to the emotional needs of the consumer.Rational appeal - where the advertiser tries to appeal to the rational needs of the consumer.

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At the beginning of the year 2021, two friends, Barnabas and Francis decided to set up a company that produces a special kind of fruit juice called BF fruit juice in Kumasi. To promote BF fruit juice, Barnabas and Francis engaged the services of Emma, a friend and an expert in marketing of fruit juice. In order to make informed decisions, the company employed an economist, who estimated the demand function for the firm's product by using information from 30 supermarkets as follows: Q=-160 -1.50P +2.25P, -0.21 +0.15N +0.04A (3.121) (0.652) (1.044) (0.102) (0.018) (0.017) where Q is the quantity demanded of BF fruit juice in bottles, P, is the per bottle price of BF fruit juice, P, is the per bottle price of Blue Sky, I is the per capita income of the people of Kumasi, N is the number of consumers and A is amount of money the company spends on advertising. [Note: standard errors are in parenthesis ()] In addition, the economist also estimated the supply function for the product as: Q-25 +2.5P-1.75P+0.255 +0.03R where is the quantity supplied of BF fruit juice, P, is the per bottle price of BF fruit juice, P, is the per unit price of labour, S is the number of suppliers and R is the amount of raw materials used (in kg). Now suppose a bottle of BF fruit juice is sold for GH 20, two bottles of Blue Sky are sold for GH 60, the per capita income of the people of Kumasi is GHe 800, the company spends GHe 1,000 on advertising. In addition, there are 500 consumers and 40 suppliers, the per unit price of labour is GH 40, and a total of 1000kg of raw materials are used for the production. i. Interpret the coefficients of the BF fruit juice and Blue Sky. Determine the quantity of BF fruit juice bought by consumers. What would be the firm's pricing policy option? 2 marks 1 mark ii. iii. 2 marks iv. Assess the probable impact on your firm if per capita income of the city decreases by 8%. 2 marks V. Determine the equilibrium price and quantity for BF fruit juice. 3 marks vi. Suppose the government imposes a tax of GH¢8 on every BF juice sold, what will be the new equilibrium price and quantity? 2 marks vii. Find the deadweight loss. I mark

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The given scenario involves a company producing BF fruit juice and provides information about the demand and supply functions, as well as various economic variables. The coefficients of BF fruit juice and Blue Sky need to be interpreted, the quantity of BF fruit juice bought by consumers must be determined, and the firm's pricing policy option needs to be identified. Additionally, the probable impact on the firm due to a decrease in per capita income, the equilibrium price and quantity of BF fruit juice, the new equilibrium price and quantity after the imposition of a tax, and the calculation of deadweight loss need to be assessed.

The coefficients in the demand function represent the impact of the respective variables on the quantity demanded of BF fruit juice. For example, a coefficient of -1.50 for P indicates that a 1% increase in the price of BF fruit juice leads to a 1.50% decrease in its quantity demanded. The quantity of BF fruit juice bought by consumers can be calculated by substituting the given values into the demand function equation. The firm's pricing policy option would depend on its goals and market strategy. If the goal is to maximize profit, the firm may consider various factors such as production costs, competition, and consumer demand elasticity.

To assess the impact of an 8% decrease in per capita income, the demand function needs to be recalculated with the new income value. The equilibrium price and quantity can be determined by setting the quantity demanded equal to the quantity supplied and solving for P. In the case of a tax imposition, the new equilibrium price and quantity can be calculated by adjusting the demand and supply functions accordingly. Deadweight loss is the loss of economic efficiency caused by a market distortion such as a tax. It can be calculated by finding the difference between the consumer surplus and producer surplus before and after the tax is imposed.

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A company that produces pleasure boats has decided to expand one of its lines. Current facilities are insuffi ncreased workload, so the company is considering three alternatives, A (new location), B (subcontract), and facilities). Alternative A would involve substantial fixed costs but relatively low variable costs: fixed costs would be $30 variable costs would be $520 per boat. Subcontracting would involve a cost per boat of $2,530, and expans annual fixed cost of $60,000 and a variable cost of $1,050 per boat. a. Find the range of output for each alternative that would yield the lowest total cost. (Leave no cells blank - I wherever required. Round your answers to the nearest whole number.) A B C or to to more es b. Which alternative would yield the lowest total cost for an expected annual volume of 250 boats? A B OC C. What other factors might be considered in choosing between expansion and subcontracting? (You may select more than one answer. Single click the box with the question mark to produce a check mark for a correct answer and double click the box with the question mark to empty the box for a wrong answer. Any boxes left with a question mark will be automatically graded as incorrect.) 7 subcontracting costs will be known with greater certainty subcontracting provides a secondary (backup) source of supply expansion offers more control over operations 7 expansion costs will be known with greater certainty ? subcontracting offers more control over operations

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a. The range of output, we need to compare the total costs of Alternative A, Alternative B, and Alternative C for different values of x.

b. Based on these calculations, Alternative A would yield the lowest total cost for an expected annual volume of 250 boats.

c. Based on these factors, both expansion and subcontracting have their own advantages and considerations, and the final decision would depend on the specific priorities and circumstances of the company.

To find the range of output for each alternative that would yield the lowest total cost, we need to compare the total costs of each alternative at different output levels.

For Alternative A:

Total Cost (A) = Fixed Cost (A) + (Variable Cost (A) × Quantity)

Total Cost (A) = $30,000 + ($520 × Quantity)

For Alternative B:

Total Cost (B) = Fixed Cost (B) + (Variable Cost (B) × Quantity)

Total Cost (B) = $60,000 + ($1,050 × Quantity)

For Alternative C (subcontracting):

Total Cost (C) = (Cost per Boat (C) × Quantity)

Total Cost (C) = $2,530 × Quantity

The range of output for each alternative that yields the lowest total cost, we'll compare the total costs for different quantities of boats.

Let's assume Quantity = x (number of boats).

For Alternative A:

Total Cost (A) = $30,000 + ($520 × x)

For Alternative B:

Total Cost (B) = $60,000 + ($1,050 × x)

For Alternative C (subcontracting):

Total Cost (C) = $2,530 × x

b. To determine which alternative would yield the lowest total cost for an expected annual volume of 250 boats, we can substitute x = 250 into the total cost equations and compare the results.

For Alternative A:

Total Cost (A) = $30,000 + ($520 × 250) = $157,000

For Alternative B:

Total Cost (B) = $60,000 + ($1,050 × 250) = $337,500

For Alternative C (subcontracting):

Total Cost (C) = $2,530 × 250 = $632,500

c. Other factors that might be considered in choosing between expansion and subcontracting include:

Subcontracting costs will be known with greater certainty:

This factor suggests that subcontracting may provide more predictable cost estimates compared to expansion, which may involve uncertainties in fixed and variable costs.

Subcontracting provides a secondary (backup) source of supply: Subcontracting can offer a backup option in case there are any disruptions or issues with the company's own facilities.

Expansion offers more control over operations:

Expansion allows the company to have direct control over its production process, quality control, and customization options for the pleasure boats.

Expansion costs will be known with greater certainty:

This factor suggests that the company may have a better understanding and control over the costs associated with expanding its own facilities.

Based on these factors, both expansion and subcontracting have their own advantages an considerations, and the final decision would depend on the specific priorities and circumstances of the company.

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In your own words, discuss why trading relations, blocs and agreements are important to facilitating trade? Discuss how trade is influenced by partnerships and relations that are built globally. Reflect on why trade is much more than just exchanging in commodities.
You must provide one response of up 350 words.

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Trading relations, blocs, and agreements play a crucial role in facilitating international trade. They provide a framework and set of rules that govern the flow of goods and services between countries.

Trading relations, blocs, and agreements play a crucial role in facilitating international trade. They provide a framework and set of rules that govern the flow of goods and services between countries, creating a predictable and stable environment for businesses to engage in cross-border trade. Here are a few reasons why these mechanisms are important in promoting global trade:

Market Access: Trade agreements and partnerships often involve the reduction or elimination of tariffs, quotas, and other trade barriers. By opening up markets and reducing protectionist measures, countries can access larger consumer bases and expand their export opportunities. This leads to increased trade volumes and economic growth for participating nations.Standardization and Harmonization: Trading relations and agreements help in standardizing rules and regulations related to product standards, intellectual property rights, customs procedures, and other trade-related policies. By aligning these regulations, countries can ensure compatibility and ease of trade, reducing transaction costs and promoting efficiency.Investor Confidence: A stable and predictable trade environment created through partnerships and agreements enhances investor confidence. When businesses have certainty about market conditions and regulations, they are more likely to invest in foreign markets, establish production facilities, and engage in long-term trade relationships. This stimulates economic development and job creation.Economic Integration: Trade blocs, such as the European Union and ASEAN, foster economic integration among member countries. By deepening economic ties, these blocs promote intra-regional trade, investment, and cooperation. They create larger and more integrated markets, allowing businesses to benefit from economies of scale and specialization, leading to increased competitiveness.Peace and Diplomacy: Trade relations and agreements contribute to building positive diplomatic and political ties between nations. Engaging in trade fosters mutual understanding, dialogue, and cooperation, reducing the likelihood of conflicts. Economic interdependence created through trade can act as a deterrent to hostilities and promote peaceful relations.

Trade is much more than the simple exchange of commodities. It serves as a vehicle for cultural exchange, knowledge transfer, and technological advancements. Through trade, countries can access new ideas, technologies, and innovations from around the world, stimulating growth and development. Trade also promotes global interconnectedness and cooperation, encouraging collaboration on global challenges such as climate change, public health, and poverty alleviation.

In conclusion, trading relations, blocs, and agreements are vital in facilitating trade by providing a framework for international commerce. They promote market access, standardization, investor confidence, economic integration, peace, and diplomacy. Trade goes beyond the exchange of goods and services, playing a significant role in fostering economic development, cultural exchange, and global cooperation.

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Owners of a nationwide motel chain are considering locating a new motel in Snyder, Arkansas. The complete cost of building a 150-unit motel (excluding furnishings) is $5 million; the firm estimates that the furnishings in the motel must be replaced at a cost of $1,875,000 every 5 years. Annual operating and maintenance cost for the facility is estimated to be $125,000. The average rate for a unit is anticipated to be $55/day. A 15-year planning horizon is used by the firm in evaluating new ventures of this type; a terminal salvage value of 20% of the original building cost is anticipated; furnishings are estimated to have no salvage value at the end of each 5-year replacement interval; land cost is not to be included. Determine the break-even value for the daily occupancy percentage based on a MARR of (a) 0%, (b) 10 %, (c) 15 %, and (d) 20%. (Assume that the motel will operate 365 days/year.)

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The Total revenue per year is $3,011,250. The Break-even daily revenue is $11,500,000.

To determine the break-even value for the daily occupancy percentage, we need to calculate the minimum occupancy percentage at which the revenue generated covers all the costs associated with the motel.

Let's calculate the total costs for the 15-year planning horizon:

Building cost = $5,000,000

Furnishing replacement cost = $1,875,000 * (15 / 5) = $5,625,000

Operating and maintenance cost = $125,000 * 15 = $1,875,000

Total costs = Building cost + Furnishing replacement cost + Operating and maintenance cost

Total costs = $5,000,000 + $5,625,000 + $1,875,000 = $12,500,000

Now, let's calculate the revenue generated over the 15-year period:

Revenue per unit per day = $55

Revenue per unit per year = $55 * 365 = $20,075

Total revenue per year = Revenue per unit per year * Number of units

Total revenue per year = $20,075 * 150 = $3,011,250

Total revenue for 15 years = Total revenue per year * 15

Total revenue for 15 years = $3,011,250 * 15 = $45,168,750

Next, let's calculate the salvage value of the building at the end of the 15-year period:

Salvage value of building = 20% of the original building cost

Salvage value of building = 0.20 * $5,000,000 = $1,000,000

Finally, let's calculate the break-even daily occupancy percentage:

Break-even daily revenue = Total costs - Salvage value of building

Break-even daily revenue = $12,500,000 - $1,000,000 = $11,500,000

Break-even daily occupancy percentage = Break-even daily revenue / (Revenue per unit per day * Number of units * 365)

Break-even daily occupancy percentage = $11,500,000 / ($55 * 150 * 365)

Now, let's calculate the break-even occupancy percentage for different MARR values:

a) MARR = 0%:

Break-even daily occupancy percentage = $11,500,000 / ($55 * 150 * 365)

b) MARR = 10%:

Break-even daily occupancy percentage = $11,500,000 / (($55 * 150 * 365) * 1.1)

c) MARR = 15%:

Break-even daily occupancy percentage = $11,500,000 / (($55 * 150 * 365) * 1.15)

d) MARR = 20%:

Break-even daily occupancy percentage = $11,500,000 / (($55 * 150 * 365) * 1.2)

Perform the above calculations to obtain the break-even daily occupancy percentage for each MARR value.

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Demonstrate the IT Strategy Implementation

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IT strategy implementation refers to the process of executing an IT plan or strategy to achieve the desired outcomes. The process involves the effective deployment of IT resources to support the business operations. An effective IT strategy implementation is essential to meet the objectives and goals of the organization and to ensure long-term success.

The following are the steps involved in IT strategy implementation.
Step 1: Review and analyze the current IT infrastructure and resources.
Step 2: Define the IT strategy and objectives.
Step 3: Identify the resources and budget required to implement the IT strategy.
Step 4: Develop an IT implementation plan and timeline.
Step 5: Assign roles and responsibilities to the IT team members.
Step 6: Implement the IT strategy, including hardware, software, and network upgrades.
Step 7: Test and evaluate the new IT infrastructure.
Step 8: Train employees on how to use the new IT system.
Step 9: Monitor and evaluate the IT system to ensure it meets the business needs.
In conclusion, IT strategy implementation is a critical process that requires careful planning, execution, and monitoring. By following the steps outlined above, organizations can effectively implement their IT strategy and achieve their business objectives.

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MARKS) AirAsia's Teleport acquires Delivereat in RM42m deal AirAsia Group Bhd's logistic outfit Teleport is acquiring 100% stake in Delivereat for US$9.8 million (RM41.52 million) in both cash and Teleport shares, as part of its expansion in the online food delivery space. Delivereat is an e-commerce platform that allows customers to combine multiple orders within the same delivery. Established in 2012, it has grown to cover its hometown Penang and the Klang Valley, with over one million orders to date across over 4,000 merchants and 4,000 registered delivery partners. "This acquisition comes at an opportune time, as we launched AirAsia food in Penang in April this year, where Delivereat was conceived," said AirAsia group chief executive officer (CEO) Tan Sri Tony Fernandes in the statement. "With Delivereat joining forces with Teleport, we will be able to drive further growth of fast and affordable delivery transportation options within our key markets as e-commerce continues to surge," he added. "We are truly excited about this partnership as it supports our strategy to continue to serve the underserved and become the best value delivery company in ASEAN, on the ground and in the air. "At the same time, it strengthens AirAsia digital's plan to cover the end-to-end logistics chain, from first mile to last mile deliveries, providing a complete digital ecosystem," Fernandes added.

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AirAsia's Teleport is acquiring Delivereat, an e-commerce platform in the online food delivery space, for RM41.52 million. This acquisition aligns with AirAsia's strategy to expand its logistics services and strengthen its presence in the fast and affordable delivery transportation market. By combining forces with Delivereat, Teleport aims to provide a complete digital ecosystem and cover the end-to-end logistics chain. The partnership supports AirAsia's goal to become the best value delivery company in ASEAN and capitalize on the growing e-commerce industry.

In the competitive food delivery market, this acquisition allows AirAsia to leverage Delivereat's established presence and extensive network of merchants and delivery partners. By integrating Delivereat's platform and capabilities with Teleport's logistics expertise, AirAsia can enhance its offering and provide a seamless delivery experience for customers. Furthermore, the timing of the acquisition is advantageous as AirAsia recently launched AirAsia food in Penang, where Delivereat originated.

This strategic move demonstrates AirAsia's commitment to expanding its digital services and capitalizing on the surging e-commerce sector. By strengthening its logistics capabilities and covering the entire delivery chain, AirAsia aims to position itself as a key player in the growing online food delivery market. With the support of Teleport and Delivereat, AirAsia can further drive its growth and capture a larger market share in the ASEAN region.

Overall, this acquisition reinforces AirAsia's vision to become a comprehensive digital ecosystem and highlights its efforts to diversify its business beyond air travel. By integrating Delivereat's platform and leveraging Teleport's logistics expertise, AirAsia is well-positioned to capitalize on the increasing demand for fast and affordable delivery services in the ASEAN market.

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whag is thedefinition of competitive strategy within the context of
insustry structure?

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Competitive strategy within the context of industry structure refers to the planned actions and decisions taken by a company to gain a competitive advantage over rivals and achieve long-term success in a specific industry.

Competitive strategy in the context of industry structure entails formulating a clear plan of action to position a company ahead of its competitors within a particular industry. It involves analyzing the industry's dynamics, identifying opportunities and threats, and making strategic choices to differentiate the company's offerings, lower costs, target specific customer segments, or adopt other approaches to outperform rivals. By effectively implementing a competitive strategy, a company can strengthen its market position and create sustainable advantages that lead to long-term success.

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Carla Vista Manufacturing’s sales slumped badly in 2022. For the first time in its history, it operated at a loss. The company's income statement showed the following results from selling 57,600 units of product: net sales $1,728,000; total costs and expenses $1,929,600; and net loss $201,600. Costs and expenses consisted of the amounts shown below:
Calculate the break-even point in dollars for 2022.
Break-even point in Dollars

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Break-even point in 16,80,000. Break-even point in 21,84,288. Break-even point in 21,84,288.

A. Unit sales price is:  net sales / units of product.

Unit sales price is = 1728000 / 57600

Unit sales price is = 30

Variable cost pu = Variable cost / units of product.

Variable cost pu = 1123200 / 57600

Variable cost pu = 19.50

Increased sale = 30 × 1.25

Increased sale = 37.5

margin ratio = increased sales - variable cost / increased sales

margin ratio = 37.5 - 19.50 / 37.5

margin ratio =  48%

Breakeven point = fixed / 0.48

Breakeven point = 806400 / 0.48

Breakeven point = 1680000

B. Selling price = 30

Variable ex: = Variable cost + (selling price × 5%)

Variable ex: = 19.50 + (30 × 5%)

Variable ex: = 21

Contribution margin = (30 - 21) / 30 × 100

Contribution margin = 30%

Break even points in dollars = fixed / 30%

Break even points in dollars = 806400 / 30%

Break even points in dollars = 26,88,000

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totaled $390,000 Affanta sold 120,000 units ol product at $39 per unit. Road the feadiemnints: caiculations. Begin by selecling the labels used in the absorption costing calculation of operating incorme and onter the supporting amounts Perform the calrulatians in this step, bet seloct the correct operating income in the next step. (For amounts with a 50 balance, make nure to onter "0" in the appropriate ceth) Requirements 1. Atlanta's 2020 operating income using absorption costing is (a) $810,000, (b) $450,000, (c) $840,000, (d) $1,200,000, or (e) none of these. Show supporting calculations. 2. Atlanta's 2020 operating income using variable costing is (a) $1,290,000, (b) $810,000, (c) $450,000, (d) $840,000, or (e) none of these. Show supporting calculations. totaled $390,000. Atlanta sold 120,000 units of product at $39 per unit. Read the requirements.

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Atlanta's 2020 operating income using absorption costing is $4,290,000, and the operating income using variable costing is also $4,290,000.

To calculate Atlanta's 2020 operating income using absorption costing and variable costing, we need to determine the variable and fixed costs and allocate them to the units sold. From the given information, we have:

Total costs: $390,000

Units sold: 120,000

Selling price per unit: $39

To calculate Atlanta's operating income using absorption costing:

Calculate the cost per unit (variable and fixed costs combined):

Cost per unit = Total costs / Units sold

Determine the variable cost per unit:

Variable cost per unit = Cost per unit - Fixed cost per unit

Calculate the total variable costs:

Total variable costs = Variable cost per unit × Units sold

Determine the fixed costs:

Fixed costs = Total costs - Total variable costs

Calculate the operating income using absorption costing:

Operating income = (Selling price per unit × Units sold) - (Variable cost per unit × Units sold) - Fixed costs

To calculate Atlanta's operating income using variable costing:

Calculate the variable cost per unit:

Variable cost per unit = Total variable costs / Units sold

Calculate the operating income using variable costing:

Operating income = (Selling price per unit × Units sold) - (Variable cost per unit × Units sold)

Now let's perform the calculations:

Absorption costing:

Cost per unit = $390,000 / 120,000

= $3.25

Variable cost per unit = $3.25 - $0

= $3.25 (assuming no variable costs)

Total variable costs = $3.25 × 120,000

= $390,000

Fixed costs = $390,000 - $390,000

= $0

Operating income = ($39 × 120,000) - ($3.25 × 120,000) - $0

= $4,680,000 - $390,000 - $0

= $4,290,000

Variable costing:

Variable cost per unit = $390,000 / 120,000

= $3.25

Operating income = ($39 × 120,000) - ($3.25 × 120,000)

= $4,680,000 - $390,000

= $4,290,000

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Competency

In this project, you will demonstrate your mastery of the following competency:

Assess current performance of an organization through analysis of financial statements.
Scenario

In Project One: Applying Strategic and Operational Thinking, you prepared Key Performance Indicators (KPIs) for the marketing and sales departments of your product line.

Now, the CEO has provided you with a revised set of KPIs. You need to apply these KPIs toward the analysis of a proposed marketing and sales initiative to increase loyalty card memberships in neighborhoods with predominantly low-income populations, whether the populations are in rural, suburban, or city locations.

The CEO wants this analysis so that she can chart the sustainability and growth of the initiative while assuring it meets standards for Corporate Social Responsibility.

The CEO has provided you with several documents, available in the Supporting Materials section of this project. She wants you to use the provided Triple Bottom Line Balanced Scorecard to assess the strategic plan’s compliance with the KPIs and summarize your findings in a memo.

Directions

Complete the following to provide the analysis required by the CEO:

Identify the financial records that indicate commitment to TBL.
Outline which financial and other records marketing and sales maintains where TBL can provide data.
Using the TBL scorecard, evaluate the alignment of the strategic plan with KPIs. Remember, there may be multiple outcomes of this exercise. Your focus should be to apply your understanding of the scenario and evaluate the plan accordingly.
Which ideas in the plan support the KPI criteria? Cite specific ideas that meet the criteria.
Explain how they meet the criteria.
In your memo:
Describe how the TBL data relates to the KPIs.
Identify which additional TBL financial line items are needed to measure the cost for each criterion.
For example, should there be a line entry for hiring temporary workers?
Referring back to the SWOT analyses from Project One, explain how functional considerations of individual departments contribute to financial performance.
What to Submit

To complete this project, you must submit the following:

KPI and Triple Bottom Line Balanced Scorecard

Complete and submit the KPI and Triple Bottom Line Balanced Scorecard. In the scorecard spreadsheet, identify one additional KPI, a related SMART objective, and its measurement criterion. You need to do this for all three elements of TBL: people, planet, and profit. You have been provided with one example for each TBL element.
Analysis Memo

In a Word document, write a memo outlining your analysis. Ensure that the memo is organized by TBL element with a header for each segment of your analysis. The Word document should use double-spacing, 12-point Times New Roman font, and one-inch margins. This memo should be no more than 6 pages in length, and include references cited in APA format. Consult the Shapiro Library APA Style Guide for more information on citations.
Supporting Materials

The following resource(s) may help support your work on the project:

The following resources support your work on the project:

Document: Consolidated Balance Sheet

This is a consolidated balance sheet for the company. The CEO has highlighted the areas of the financial statements she wants you to focus your attention and analysis on.

Document: Consolidated Cash Flow Statement

This is a consolidated cash flow statement for the company. The CEO has highlighted the areas of the financial statements she wants you to focus your attention and analysis on.

Document: Consolidated Income Statement

This document is a consolidated income statement and a consolidated statement of comprehensive income of the company. The CEO has highlighted the areas of the financial statements she wants you to focus your attention and analysis on.

Document: KPI and Triple Bottom Line Balanced Scorecard

This is the final and authoritative draft of the KPI Scorecard the CEO wants you to use. This scorecard provides three KPIs: one for a social measure (people); one for an environmental measure (planet) and one for an economic measure (profits). You need to identify three more KPIs and associated information.

Document: Marketing and Sales Executive Summary

This is a proposal from the sales and marketing departments to increase rewards memberships in low-income markets. This summary includes a high-level estimate of projected sales, costs, and profits.

Document: SWOT Analyses from Sales and Marketing

This document contains a combined SWOT analysis from the two departments.

Answers

In the project, we must analyze the financial statements to assess the current performance of the organization.

The goal is to assess the current performance of the organization. The CEO has provided a revised set of KPIs. These KPIs must be applied to a proposed marketing and sales initiative to increase loyalty card memberships in neighbourhoods with predominantly low-income populations, whether the populations are in rural, suburban, or city locations. The analysis should ensure that the plan is sustainable and meets standards for corporate social responsibility. The company's Triple Bottom Line Balanced Scorecard should be used to assess the plan's compliance with the KPIs and summarize the findings in a memo. The following are the directions to provide the analysis required by the CEO:

Identify the financial records that indicate a commitment to TBL. Outline which financial and other records marketing and sales maintain where TBL can provide data. Using the TBL scorecard, evaluate the alignment of the strategic plan with KPIs. Remember, there may be multiple outcomes of this exercise. Your focus should be to apply your understanding of the scenario and evaluate the plan accordingly. Which ideas in the plan support the KPI criteria? Cite specific ideas that meet the criteria. Explain how they meet the criteria.

TBL is a Triple Bottom Line which includes Planet, People, and Profit. The company needs to make sure that the company is not just focusing on profit but also focusing on the people and the environment. They have to follow standards for corporate social responsibility. It is important to analyze the financial statements and to assess the current performance of the organization to meet the company's standards and comply with the KPIs. In the project, we have to apply the KPIs to a proposed marketing and sales initiative to increase loyalty card memberships in neighbourhoods with predominantly low-income populations. There may be multiple outcomes of this exercise. It is important to apply our understanding of the scenario and evaluate the plan accordingly. In the memo, we have to describe how the TBL data relates to the KPIs. We also have to identify which additional TBL financial line items are needed to measure the cost for each criterion. We also need to explain how functional considerations of individual departments contribute to financial performance. There should be a line entry for hiring temporary workers

The project aims to assess the current performance of the organization through an analysis of financial statements. The CEO provided a revised set of KPIs. It is important to make sure that the plan is sustainable and meets standards for corporate social responsibility. We have to use the company's Triple Bottom Line Balanced Scorecard to assess the plan's compliance with the KPIs and summarize the findings in a memo. There may be multiple outcomes of this exercise. We have to apply our understanding of the scenario and evaluate the plan accordingly. In the memo, we have to describe how the TBL data relates to the KPIs. We also have to identify which additional TBL financial line items are needed to measure the cost for each criterion. We also need to explain how functional considerations of individual departments contribute to financial performance.

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You have been working in business for a number of years and are a member of a professional institute for business people. The institute keeps business people up to date with business issues and publishes a monthly magazine containing useful articles for its members. The magazine editor has invited you to contribute an article to the magazine.
Task 1 – Article on ‘Understanding the micro-economic business environment’
Write a magazine article called ‘Understanding the micro-economic business environment’. In the article you must:
• explain the importance of the micro-environment to business organisations analyse business objectives and behaviour in an economic context
• assess the impact of market structures on business organisations.
Extension activities:
To gain a merit grade you must also:
evaluate the effect of changes in the micro-economic business environment on a specific business organisation you have chosen. This may be an organisation from your own experience or one you have researched

Answers

The micro-environment is the first level of business environments that is close to the business and affects the organization’s ability to function in a direct way. Understanding this level is crucial for any business as it has a direct influence on its survival and success.

This article explores the significance of the micro-environment and its impact on business organizations.The micro-environment of a business comprises forces that affect the organization’s ability to produce goods and services efficiently. It comprises suppliers, customers, competitors, intermediaries, and publics. Each of these forces has a direct impact on the organization, and understanding their role is essential to business success.Suppliers are the firms and individuals that supply the raw materials and services needed by the organization.

Without them, the organization would struggle to produce the goods or services they provide. Customers, on the other hand, are the people who buy goods or services from the organization. The demand for the product is crucial as it determines how much the organization can produce to meet the demand. Intermediaries help to get the product from the manufacturer to the final consumer, while competitors are other firms offering similar products and services to the market. The public is anyone who is not a customer but who has a direct or indirect interest in the organization.

They include the media, shareholders, governments, and the local community.Business objectives and behavior in an economic context are influenced by the micro-environment. In this context, the organization must be able to adjust its behavior to take advantage of the economic opportunities available while avoiding threats. Understanding the micro-environment will help the organization to identify these opportunities and threats and plan accordingly. For instance, a change in the demand for a product will have a direct impact on the business’s production process.

If demand falls, the organization will have to produce fewer products or change its marketing strategy to boost demand.The impact of market structures on business organizations is a critical consideration. The market structure refers to the characteristics of the market that the business operates in. For example, a monopoly is a market structure in which there is only one supplier of goods or services. In contrast, perfect competition is a market structure with many suppliers offering identical products. Different market structures have different implications for the business. For instance, a monopoly will have a higher profit margin as they are the only supplier, while in a perfect competition, the profit margin will be lower.

This means that the business has to be aware of the market structure to make the right decisions.To evaluate the effect of changes in the micro-economic business environment on a specific organization, we will use Walmart as an example. Walmart is the largest retailer in the world, operating in over 27 countries. In 2020, Walmart saw a significant shift in consumer behavior as more people started shopping online due to the COVID-19 pandemic. This meant that Walmart had to change its business model to take advantage of the new opportunities. Walmart increased its online presence, improved its delivery services, and introduced curbside pickup services.

This move allowed the organization to take advantage of the changing market conditions and boost sales. Walmart’s decision to adjust its business model to meet the changing market conditions shows the significance of understanding the micro-environment in business. In conclusion, understanding the micro-environment is critical to business success. It allows the organization to identify opportunities and threats and plan accordingly.

The micro-environment comprises forces that affect the organization’s ability to produce goods and services efficiently, and understanding their role is crucial. By evaluating the effect of changes in the micro-environment on a specific organization like Walmart, we can see how understanding the micro-environment can help organizations take advantage of opportunities and adapt to new market conditions.

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When the domestic currency is strong or expected to become strong,

this could erode the competitive position of the firm's exports.

this could erode the competitive position of the firm's import competition.

the firm should consider locating production facilities in a foreign country where costs are low.

this could erode the competitive position of the firm's exports and the firm should consider locating production facilities in a foreign country where costs are low.

Answers

The competitive position of the firm's exports and import competition may suffer when the home currency is strong or forecast to become strong.

To lessen the impact on competition, the company should think about establishing production facilities in a foreign nation with cheap expenses.

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Dear experts, please answer all 20 questions below whether A/B/C/D only. Explanation to each answer is not needed.

1. What is ISO?

(A) Indian organization for standard

(B) Internal organization for standard

(C) International standard organization

(D) International organization for standard

2. Bureaucratic is _____

(A) Satisfy all customer needs

(B)Unlimited thinking

(C) Provide consistent vision direction

(D) Working together for excellence

3. Leadership from top is _____

(A) Satisfy all customer needs

(B) Unlimited thinking

(C) Provide consistent vision direction

(D) Working together for excellence

4. Excellence means _____

(A) Unlimited thinking

(B) Working together for excellence

(C) Satisfy all customer needs

(D) Provide consistent with direction

5. Teamwork means _____

(A) Satisfy all customer needs

(B) Working together for excellence

(C) Provide consistent vision direction

(D) Unlimited thinking

6. The role of management is to

(A) Monitor the effectiveness of the system

(B) Provide resources

(C) Define EMS

(D) All of them

7. ISO emphasis on

(A) Inspection

(B) Prevention

(C) Rejection

(D) All of them

8. Following is (are) the phase(s) of intervention

(A) Maintenance stage

(B) Formulation stage

(C) All of them

(D) Implementation stage

9. Control chart is a _____

(A) Both (B) and (C)

(B) Process control tool

(C) Process monitoring tool

(D) Process of work

10. TQM & ISO both focuses on _____

(A) Employee

(B) All of them

(C) Customer

(D) Supplier

11. TQM promotes _____

(A) Employee participation

(B) Quality enhancement

(C) Small change

(D) Continuous improvement

12. Kaizen is _____

(A) Continuous improvement

(B) Employee participation

(C) Monitoring model

(D) Small change

13. Quality circle benefit to _____

(A) Stakeholder

(B) Supplier

(C) Customer

(D) Employee

14. An example of internal change forces is (are):

(A) Market competitors

(B) Problems in moral

(C) (B) and (D)

(D) Inadequate communication

15. Driving forces may NOT include _____

(A) Words of praise from a manager

(B) Effective reward systems

(C) Recognition

(D) Low moral

16. An example of internal change forces is (are)

(A) Inadequate communication

(B) Market competitors

(C) Problems in moral

(D) None of the above

17. Employees may resist change for which of the following reason(s)?

(A) Self-interest

(B) All of them

(C) Habit and personal inertia

(D) Fear

18. Which of the following is not true with respect to organisational changes in the past decade?

(A) Many organisations have become leaner

(B) Employee training has helped employees to adapt to and thrive in new work environments

(C) Management has centralised decision making and planning giving non-managerial employees less power in the workplace

(D) Technology has been utilised to increase employee productivity

19. Which of the following strategies could managers select in their quest for competitiveness?

(A) Reinventing industries and regenerating strategies

(B) All of them

(C) Restructuring the portfolio and downsizing headcount

(D) Re-engineering processes and continuous improvement

20. _____ helps organisation reduce employee turnover and absenteeism

(A) Wage revision

(B) Training and development

(C) All of them

(D) Job design

Answers

1. (D) International organization for standard
2. (C) Provide consistent vision direction
3. (C) Provide consistent vision direction
4. (B) Working together for excellence
5. (B) Working together for excellence
6. (D) All of them
7. (B) Prevention
8. (C) All of them
9. (A) Both (B) and (C)
10. (B) All of them
11. (D) Continuous improvement
12. (A) Continuous improvement
13. (D) Employee
14. (C) (B) and (D)
15. (D) Low moral
16. (A) Inadequate communication
17. (B) All of them
18. (C) Management has centralized decision making and planning giving non-managerial employees less power in the workplace
19. (B) All of them
20. (B) Training and development

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How do business analysts typically interact with R?

Answers

Business analysts typically interact with R in several ways. First, they use R to analyze data and create models that help them understand business problems and make informed decisions.

They may use R to clean and transform data, perform statistical analysis, and create visualizations that help them communicate their findings to stakeholders.Second, business analysts may use R to build predictive models that can be used to make forecasts and identify trends.

For example, they may use R to build a model that predicts the likelihood of a customer making a purchase or the probability of a particular event occurring in the future.Finally, business analysts may use R to automate workflows and streamline processes.

For example, they may use R to create scripts that automatically perform data cleaning and analysis tasks, or to build dashboards that provide real-time data visualizations. Overall, R is a powerful tool that enables business analysts to extract insights from data and make informed decisions that drive business growth and success.

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Other Questions
In businesses, measurement is also a fact of life. Investors decide whether or not to invest in a particular company based on its performance, and publicly held companies are required to disclose their financial performance so investors can make informed decisions. So the overall performance of a business is often defined by its financial measures, but how do they make sure their financial performance will make investors happy? Strategy. Firms make strategic plans in order to be successful. Performance evaluation closes the strategy cycle because of what managers do with the feedback they get in the evaluation process. When a manager compares performance to a standard, he is deciding whether or not the performance is acceptable or needs to be improved. The strategy cycle is a process managers use to achieve an advantage in the marketplace, and the measurement and evaluation stage tells managers whether the advantage is being achieved. If firm performance meets or exceeds objectives, then the manager reports the success to middle and upper-level managers. The company CEO may develop more ambitious objectives based on that success, and the strategy cycle starts over. If performance fails to meet objectives, the operational manager must develop new actions to try to meet the objectives or report to higher-level managers that the objectives cannot be met. In this case, a new round of operational planning begins, or upper managers examine their strategic plan to see if they need to make adjustments. The strategy process is always circular. Performance feedback becomes part of the strategic analysis of the firms capabilities and resources, and firm leadership uses the information to help develop better strategies for firm success.2.1 Discuss the role of performance measurement being the driver of new strategy development. 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The company paid the contractor in two installments: $1.440,000 at the end of 3 months and $1.848.000 upon completion Interest costs of $204,000 were incurred to finance the construction. Determine the cost of the land and the cost of the building as they should be recorded on the books of Sage Co. Assume that the land survey was for the building. Cost of the Land $ Cost of the Building $_________ Is the EMH more valid if a big number of large institutionalinvestors is engaged in the market, as opposed to most investorsbeing small, individual investors? Why would there be adifference? 4. Describe the role of the informal communication network in organizational communications. How can managers ensure that this network is beneficial to the organization? 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Unfortunately, Merits share price decreased rapidly after it began selling its shares publicly; the share price has not recovered. Merits shareholders filed a claim under Section 11 against Merit and its board of directors alleging that Merits Registration Statement contained a misstatement of fact. If the investors can prove that the relevant provisions of a Section 11 claim, which of the following statements is accurate regarding defenses to a Section 11 claim available to the defendants? Select all correct answers from the options below and explain your reasoning. A. Merits inside directors will avoid liability if they can prove that the board is classified because classified boards cannot face liability under Section 11. B. Merits directors should argue that the court cannot pierce the corporate veil and hold them personally liable in this case because the directors did not have control over the company. C. Merits inside directors will avoid liability if they can prove that they conducted a reasonable investigation and reasonably believed that the false statement was true. D. Merit will avoid liability if it can prove that it conducted a reasonable investigation and reasonably believed that the false statement was true. E. Merits outside directors will avoid liability if they can prove that they conducted a reasonable investigation and reasonably believed that the false statement was true. The television show Pretty Betty has been successful for many years. That show recently had a share of 25, meaning that among the TV sets in use, 25% were tuned to Pretty Betty. Assume that an advertiser wants to verify that 25% share value by conducting its own survey, and a pilot survey begins with 13 households have TV sets in use at the time of a Pretty Betty broadcast. (Round answers to four decimal places.) 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Compute the normal and abnormal spoilage in units.Save Accounting Table...+Copy to Clipboard...+Normal spoilageunitsAbnormal spoilageunitsWork in process, beginning19,400Started during current period178,000To account for197,400Spoiled units12,400Good units completed and transferred out160,000Work in process, ending25,000Accounted for197,400 Alexander Corporation reports the following components of stockholders equity on December 31, 2016:Common stock$25 par value, 50,000 shares authorized,31,000 shares issued and outstanding$775,000Paid-in capital in excess of par value, common stock62,000Retained earnings343,000Total stockholders equity$1,180,000In year 2017, the following transactions affected its stockholders equity accounts.Jan.2Purchased 3,100 shares of its own stock at $25 cash per share.Jan.7Directors declared a $1.50 per share cash dividend payable on February 28 to the February 9 stockholders of record.Feb.28Paid the dividend declared on January 7.July9Sold 1,240 of its treasury shares at $30 cash per share.Aug.27Sold 1,550 of its treasury shares at $20 cash per share.Sept.9Directors declared a $2 per share cash dividend payable on October 22 to the September 23 stockholders of record.Oct.22Paid the dividend declared on September 9.Dec.31Closed the $53,000 credit balance (from net income) in the Income Summary account to Retained Earnings.Required:1. 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