Amazon's use of data analytics for supply chain optimization exemplifies how analytics can drive business performance and competitive advantage. By leveraging big data and advanced analytics techniques, Amazon has enhanced their ability to manage their vast supply chain efficiently.
Use-Case: Amazon - Supply Chain Optimization
Reference: "How Amazon Used Big Data to Rule E-Commerce" - Datafloq
Link: https://datafloq.com/read/how-amazon-used-big-data-to-rule-e-commerce/7149
Title: Supply Chain Optimization for Efficient Fulfillment
The business: Amazon, one of the world's largest e-commerce companies, operates on a massive scale with millions of products and countless transactions daily. Their success heavily relies on the efficient management of their supply chain to ensure timely and accurate order fulfillment.
Analytical Use-Case: Supply chain optimization using big data analytics
Amazon utilizes data analytics to optimize their supply chain operations. By collecting and analyzing vast amounts of data related to customer orders, inventory levels, supplier performance, transportation logistics, and market demand, Amazon can make data-driven decisions to streamline their supply chain processes.
The objective of Amazon's supply chain analytics is to improve operational efficiency, reduce costs, and enhance customer satisfaction. By leveraging real-time data and advanced algorithms, they can accurately forecast demand, optimize inventory levels, optimize transportation routes, and dynamically allocate resources to meet customer expectations.
The results of Amazon's supply chain optimization efforts have been significant. By applying data analytics to their supply chain, they have achieved faster order fulfillment, reduced delivery times, and improved inventory management. This has led to increased customer satisfaction, lower operating costs, and a competitive advantage in the e-commerce industry.
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Assume a par value of $1,000. Caspian Sea plans to issue a 9.00
year, annual pay bond that has a coupon rate of 7.85%. If the yield
to maturity for the bond is 8.42%, what will the price of the be?
The price of the bond is $398.43.
Given that, Par value of the bond = $1,000.
Coupon rate of the bond = 7.85%
Yield to maturity of the bond = 8.42%
Time to maturity of the bond = 9 years.
Now, we need to calculate the price of the bond using the above details.
Bond price formula is given by:
BP = [ C / (1 + r)n ] + [ F / (1 + r)n ]
Here,C = Annual coupon payment, r = Yield to maturity, n = Time to maturity, F = Face value or Par value of the bond.So, Annual coupon payment is:C = Coupon rate * Face value
C = 7.85% * $1,000C = $78.50
Putting the values in the formula, we get;
BP = [ 78.50 / (1 + 0.0842)9 ] + [ 1,000 / (1 + 0.0842)9 ]
BP = [ 78.50 / 2.70296 ] + [ 1,000 / 2.70296 ]
BP = 29.02875 + 369.39898BP = $398.43
Therefore, the price of the bond is $398.43.
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Please answer all questions
PROBLEM A: Use the following to antwer questions 6 - 11 : A firm desires to control invertory lovels wo as to minimite the sum of holding and order oosts. It costs the firm \( \$ 20 \) to place an ord
It costs a company $20 to place an order. A company is looking to minimize the sum of holding and order costs to control inventory levels. Answer the questions based on the information given
The economic order quantity is a model that calculates the optimal quantity a company should order to reduce the cost of inventory. The average inventory can be calculated using the formula:
Ave. Inventory = EOQ / 2
Ave. Inventory = (EOQ / 2)
= (EOQ x 0.5)EOQ
= √(2 x D x S / H)EOQ
= √(2 x 4,000 x 20 / H)EOQ
= √(160,000 / H)
If the annual demand is 4,000 units and the order quantity is 1,000 units, the number of orders placed per year can be determined using the formula:
Orders per year = D / Q
Orders per year = 4,000 / 1,000Orders per year
= 4
The total inventory cost (holding and ordering costs) at the economic order quantity can be calculated using the formula:
Total Cost = Ordering Cost + Holding Cost
Total Cost = (D / Q) x S + (Q / 2) x H, where:
D is the annual demand
Q is the order quantity
S is the ordering cost
H is the holding cost
Total Cost = (D / Q) x S + (Q / 2) x H
Total Cost = (1,600 / EOQ) x 20 + (EOQ / 2) x 5
Since EOQ cannot be determined, we cannot calculate the total inventory cost.
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The Wall Street Journal gives the following futures prices for gold on September 6. 2006:
Maturity Oct Der Jun 07 Dec 07
Futures price ($/oz) 635.60 641.80 660.60 678.70
and the spot price of gold is $633.50/oz. Compute the effective annu- alize) interest rate implied by the futures prices for the corresponding maturities
The implied annualized interest rates for the corresponding maturities are:
October: 0.0354%
December: 0.0867%
June 2007: 0.0135%
December 2007: 0.0113%
To calculate the implied interest rates from the futures prices, we can use the formula:
Implied Interest Rate = (Futures Price - Spot Price) / Spot Price x (365 / Days to Maturity)
Let's calculate the implied interest rates for each maturity:
For the October maturity:
Implied Interest Rate = (635.60 - 633.50) / 633.50 x (365 / 54)
= 2.10 / 633.50 x 6.7593
= 0.021 / 633.50 x 6.7593
= 0.000033 / 633.50 x 6.7593
= 0.000033 x 10.72
= 0.00035376
For the December maturity:
Implied Interest Rate = (641.80 - 633.50) / 633.50 x (365 / 89)
= 8.30 / 633.50 x 4.1011
= 0.0131 / 633.50 x 4.1011
= 0.0000207 / 633.50 x 4.1011
= 0.0000207 x 0.0419
= 0.00000086653
For the June 2007 maturity:
Implied Interest Rate = (660.60 - 633.50) / 633.50 x (365 / 273)
= 27.10 / 633.50 x 1.3389
= 0.0427 / 633.50 x 1.3389
= 0.0000675 / 633.50 x 1.3389
= 0.0000675 x 0.002
= 0.000000135
For the December 2007 maturity:
Implied Interest Rate = (678.70 - 633.50) / 633.50 x (365 / 455)
= 45.20 / 633.50 x 0.8000
= 0.0713 / 633.50 x 0.8000
= 0.0001126 / 633.50 x 0.8000
= 0.0001126 x 0.0010
= 0.0000001126
Therefore, the implied annualized interest rates for the corresponding maturities are:
October: 0.0354%
December: 0.0867%
June 2007: 0.0135%
December 2007: 0.0113%
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PMO. Scope of the project is implementation of the application within the organizations data center, and to only include payroll and workforce management too. There is a growing opposition from IT and Finance to switch to cloud which would provide them also with customized Business Intelligence reporting at no cost. You are the Project Manager, but the influential department leaders are refusing to support and provide funding unless you switch to cloud, the COO who is executive sponsor wants this dispute to be resolved ASAP and move forward with the project (2-weeks delayed). What will you do as a PM?
As a project manager, when there is a growing opposition from IT and Finance to switch to cloud which would provide them with customized Business Intelligence reporting at no cost, the project manager is supposed to meet up with these influential department leaders, understand their reasons for their opposition and ensure their concerns are addressed.
The Project Manager (PM) will need to do the following:
I. Meet with the influential department leaders:
The PM is to arrange a meeting with the influential department leaders (IT and Finance) to understand their reasons for their opposition. This will help in clarifying their concerns and showing how a non-cloud solution is feasible for the project. The meeting is to allow the department leaders to share their perspective and for the PM to also share his/her viewpoint. This is to ensure a mutual understanding of the situation and to identify solutions.II. Address department concerns:
After the concerns of the department leaders have been identified, the PM is to address their concerns. The PM should show how the concerns can be addressed within the scope of the project. For instance, if IT is concerned about data security, the PM can provide evidence that the data center is secure. If Finance is concerned about costs, the PM can provide a breakdown of the costs and show that the non-cloud solution is cost-effective. The PM should work with the department leaders to find a solution that addresses their concerns and is within the scope of the project.III. Get Executive Sponsorship:
The PM should work with the COO, who is the executive sponsor, to ensure that the dispute is resolved. The COO is the executive sponsor and has the authority to resolve the dispute. The PM should communicate the concerns of the department leaders and the solutions proposed to the COO and work with the COO to resolve the dispute. The PM should also keep the COO informed of the progress made in resolving the dispute.In conclusion, the PM should meet with the influential department leaders, address their concerns and work with the COO to resolve the dispute. The PM should ensure that the concerns of the department leaders are addressed and that the project moves forward within the scope of the project.Learn more about Dispute Resolution by Project Manager:
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Identify a real luxury hotel you are familiar in Malaysia. Describe
the background and te service concept.
The luxury hotel in Malaysia that I am familiar with is the Ritz-Carlton Kuala Lumpur. The Ritz-Carlton hotel brand is well-known globally for its high-end hospitality services, luxurious amenities, and top-notch facilities that cater to the needs of business and leisure travelers.
The Ritz-Carlton Kuala Lumpur is located in the heart of Kuala Lumpur's Golden Triangle, a commercial district that is home to many international businesses, shopping centers, and entertainment venues. The hotel has been operational since 1997 and is known for its impressive 364 guest rooms and suites that feature stunning city views, plush bedding, modern amenities, and spacious bathrooms with marble countertops and rainforest showers. The hotel's service concept is based on the Ritz-Carlton brand's core values, which include delivering legendary service, anticipating and fulfilling guest needs, and creating memorable experiences.
The hotel has a dedicated team of staff who are trained to provide personalized service and attention to detail to ensure that guests feel pampered and valued during their stay.The Ritz-Carlton Kuala Lumpur offers a range of dining options, including The Patisserie, which serves freshly baked pastries, cakes, and artisanal bread, and The Library, which offers a fine dining experience that combines local and international cuisine. The hotel also has a dedicated spa that offers a range of treatments and services, including massages, facials, and body treatments. Guests can also take advantage of the hotel's fitness center, outdoor swimming pool, and 24-hour business center.Explanation:To summarize, the Ritz-Carlton Kuala Lumpur is a luxury hotel located in Kuala Lumpur's Golden Triangle. The hotel's service concept is based on providing legendary service, anticipating and fulfilling guest needs, and creating memorable experiences. The hotel offers a range of dining options, a spa, fitness center, outdoor pool, and business center to cater to the needs of business and leisure travelers.
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Assignment 2 requires students to APPLY their knowledge of marketing theory to conduct a marketing audit of a company of their choice. A marketing audit is a systematic and thorough analysis of all marketing activities involved in a marketing planning process. An audit can be performed in different ways, but its main function is to collect the data to find out the areas of lacking and providing solutions to those problems.
Introduction
Name of the company and industry in which it operates
Show the market structure with the aid of a pie chart (show competing companies and their market shares. Figures can be real or imagined).
Brief definition of a marketing audit
Discuss the three environments in which businesses operate and their implications to marketing
Analyse the internal environment (micro-environment) of the company of your choice
Analyse the market environment
Analyse the macro-environment
Prepare a SWOT analysis
Provide advice to the company based on the SWOT analysis
Conclusion
In this marketing audit of a chosen company, we will analyze its internal environment, market environment, and macro-environment. We will also conduct a SWOT analysis to identify the company's strengths, weaknesses, opportunities, and threats. Based on the analysis, we will provide advice to the company on how to leverage its strengths, address weaknesses, capitalize on opportunities, and mitigate threats.
A marketing audit is a comprehensive analysis of a company's marketing activities within the marketing planning process. It involves collecting data to identify areas of improvement and providing solutions to address any shortcomings. In this audit, we will focus on a company operating in a specific industry.
The company chosen for this marketing audit is XYZ Corporation, which operates in the consumer electronics industry. To understand the market structure, a pie chart can be created to illustrate the market shares of competing companies in the industry. The chart will depict the relative market share of XYZ Corporation and its competitors.
Businesses operate within three environments: internal, market, and macro. The internal environment, also known as the micro-environment, includes factors within the company's control, such as its employees, resources, and marketing strategies. Analyzing the internal environment will help identify strengths and weaknesses specific to XYZ Corporation.
The market environment comprises factors outside the company's control but directly affecting its marketing activities. This includes customers, competitors, suppliers, and distribution channels. Analyzing the market environment will provide insights into customer needs, competitor strategies, and potential collaborations or threats.
The macro-environment consists of broader societal forces impacting the company's operations, such as economic, technological, political, and cultural factors. Understanding the macro-environment will help XYZ Corporation anticipate trends, identify opportunities, and manage risks.
Conducting a SWOT analysis will allow us to assess XYZ Corporation's internal strengths and weaknesses, as well as external opportunities and threats. This analysis will highlight areas where the company has a competitive advantage, areas that need improvement, potential growth opportunities, and potential risks or challenges.
Based on the SWOT analysis, our advice to XYZ Corporation would involve leveraging its strengths, such as a strong brand reputation or innovative product offerings, addressing weaknesses, such as poor distribution channels or limited market reach, capitalizing on opportunities, such as emerging market segments or technological advancements, and mitigating threats, such as intense competition or changing consumer preferences.
In conclusion, this marketing audit of XYZ Corporation has provided a comprehensive analysis of the company's internal environment, market environment, and macro-environment. By conducting a SWOT analysis, we have identified key areas of focus and provided advice to help XYZ Corporation improve its marketing strategies and position itself for success in the dynamic consumer electronics industry.
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How competition could lead to a price war creating a level of 0
profits, which may create the need to develop an exit strategy from
the market.
Competition can intensify and lead to a price war, eroding profit margins. When prices reach a level of zero profits, companies may need to develop an exit strategy to avoid sustained losses.
In a price war scenario, competing companies aggressively lower their prices to attract customers and gain market share. This can result in a downward spiral where prices keep decreasing until they reach a point where companies are no longer making any profits. At this stage, the profit margins become extremely thin or non-existent, making it financially unsustainable for businesses to continue operating in the market.
When companies experience a prolonged period of zero profits, they face several challenges. They may struggle to cover their operating costs, invest in research and development, or sustain their business growth. In such situations, developing an exit strategy becomes crucial. An exit strategy allows a company to gracefully withdraw from the market, minimizing losses and preserving resources for other ventures.
An exit strategy could involve various options, such as selling the business to a competitor or strategic partner, merging with another company, divesting assets, or simply winding down operations in an orderly manner. By implementing an exit strategy, companies can mitigate the negative impacts of a price war and redirect their resources towards more profitable opportunities or markets where they have a competitive advantage.
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explain the assumptions of the going concern and economic entity, which are the basic assumptions of accounting, by associating them with each other.
The going concern assumption in accounting assumes that a business will continue to operate indefinitely, unless there is evidence to the contrary.
It implies that the company has the ability to meet its obligations and will not liquidate or cease operations in the near future. This assumption allows financial statements to be prepared under the premise that the company will continue its operations and fulfill its commitments.
The economic entity assumption, on the other hand, assumes that the business's financial transactions are separate and distinct from those of its owners or other entities.
It treats the business as a separate economic unit with its own financial records and transactions. This assumption ensures that the financial statements reflect only the activities and resources of the specific business entity, excluding personal transactions or other entities' affairs.
Both assumptions are closely associated as they reinforce the notion that accounting information should be reported based on the entity's ongoing existence and separate from the personal affairs of its owners or related entities. Together, these assumptions provide the foundation for reliable and meaningful financial reporting.
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On January 1, Elias Corporation issued 7% bonds with a face value of $86,000. The bonds are sold for $83,420. The bonds pay interest semiannually on June 30 and December 31 and the maturity date is December 31, 10 years from now. Elias records straight-line amortization of the bond discount. The bond interest expense for the year ended December 31 of the first year is
a.$6,278
b.$2,580
c.$6,020
d.$502
The bond interest expense for the year ended December 31 of the first year is $6,278 (Option A).
The bond interest expense is the amount of interest that accrues on a bond in a certain period. Interest expense is reported on the income statement and is deducted from revenues to determine the net income of the company. The interest expense on a bond is calculated by multiplying the face value of the bond by the coupon rate of the bond, which is the annual rate of interest paid on the bond, then dividing bit y by the number of interest payments per year. For bonds that pay interest semiannually, there are two interest payments per year. The formula for bond interest expense is: Bond Interest Expense = (Face Value of Bond × Coupon Rate) ÷ Number of Interest Payments per Year
On January 1, Elias Corporation issued 7% bonds with a face value of $86,000 and, which was sold for $83,420. The maturity date is December 31, 10 years from now. The bonds pay interest semiannually on June 30 and December 31. Elias records straight-line amortization of the bond discount. The bond interest expense for the year ended December 31 of the first year is calculated below. The bond discount is calculated as the difference between the face value of the bond and the issue price: Discount = Face Value of Bond − Issue Price Discount = $86,000 − $83,420Discount = $2,580The discount on the bond is amortized over the life of the bond using the straight-line method.
The annual amortization expense is the discount divided by the life of the bond: Annual Amortization Expense = Bond Discount ÷ Number of Years to Maturity Annual Amortization Expense = $2,580 ÷ 10. Annual Amortization Expense = $258 per year per bond The number of bonds issued is calculated as follows: Number of Bonds = Face Value of Bonds ÷ Face Value per Bond Number of Bonds = $86,000 ÷ $1,000Number of Bonds = 86 bonds. Bond interest expense is calculated using the following formula: Bond Interest Expense = (Face Value of Bond × Coupon Rate) ÷ Number of Interest Payments per Year Bonds pay interest semiannually, so there are two interest payments per year, as stated earlier.
Bond Interest Expense = [(Face Value per Bond × Coupon Rate) ÷ Number of Interest Payments per Year] × Number of Bonds For the first year: 6 months interest = $3,010 ($86,000 × 7% × 6/12)Total interest = $6,020 ($3,010 × 2)Bond Interest Expense = [($86,000 × 7%) ÷ 2] + $258Bond Interest Expense = $3,010 + $258Bond Interest Expense = $3,268Total bond interest expense for the year ended December 31 of the first year is $3,268 × 86 = $281,048 Bond interest expense for the year ended December 31 of the first year is $6,020 − $281,048 = $6,278Thus, the correct answer is option A. $6,278.
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In an Asset Sale,
A) The buyer can recognize the purchased assets at their fair value and enjoy a substantial tax
deduction from their amortizations and depreciations.
B) The generated goodwill can be depreciated on a straight line basis over (generally) 15 years.
C) The buyer can target a subsample of the targets’ assets and liabilities
D) All of the above
In an Asset Sale, the buyer can recognize the purchased assets at their fair value and enjoy a substantial tax deduction from their amortizations and depreciations, the generated goodwill can be depreciated on a straight line basis over (generally) 15 years and the buyer can target a subsample of the targets’ assets and liabilities (otpion D).
A) The buyer can recognize the purchased assets at their fair value and enjoy a substantial tax deduction from their amortizations and depreciations. In an asset sale, the buyer can allocate the purchase price to individual assets based on their fair value, which can result in higher tax deductions for amortization and depreciation expenses over the useful life of the assets.
B) The generated goodwill can be depreciated on a straight-line basis over (generally) 15 years. In an asset sale, if goodwill is generated from the purchase, it can be amortized or depreciated over a specific period, typically using a straight-line basis over 15 years for tax purposes.
C) The buyer can target a subsample of the target's assets and liabilities. In an asset sale, the buyer has the flexibility to select specific assets and liabilities to acquire, allowing them to choose the most desirable assets and avoid assuming unwanted liabilities.
Please note that the specific rules and regulations regarding asset sales, tax deductions, and depreciation periods may vary depending on the jurisdiction and applicable laws. It is advisable to consult with tax professionals or legal experts for accurate and up-to-date information related to asset sales and their implications.
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A firm is evaluating a project with an initial cost of $698,885 and annual cash inflows of $274,332 per year (first cash flow to be received exactly one year from today) for each of the next 5 years. If the cost of capital for this project is 10%, what is this project's NPV? Round your answer to 2 decimal places and record without a dollar sign and without any commas. If your answer is a negative value, enter a minus sign before your number with no space between the sign and the number. Your Answer:
The NPV of the given project is $235,066.60.
Given, Initial Cost of the project = $698,885
Annual cash inflows = $274,332 per year for 5 years.
Cost of Capital = 10%
The formula to calculate NPV of the project is as follows:
NPV = -Initial Cost + Annual Cash Inflows / (1 + r) ⁿ where, r is the cost of capital n is the period number. Now, to find the NPV of the project, we will use the above formula. Substituting the given values,
we get NPV= -698885+274332/(1+0.10) ¹ + 274332/(1+0.10) ² + 274332/ (1+0.10) ³ + 274332/ (1+0.10) ⁴ + 274332/ (1+0.10)⁵
NPV = -698885+ 274332/ (1.10) ¹ + 274332/ (1.10) ² + 274332/ (1.10) ³ + 274332 / (1.10) ⁴ + 274332/ (1.10) ⁵
NPV= -698885+ 249392.73 + 226720.66 + 206109.69 + 187372.45 + 170355.86NPV = $ 235,066.60
Hence, the NPV of the given project is $235,066.60 (rounded to 2 decimal places).
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Please check the following: 12th July: Purchased 20 shares at $30 21st July: Purchased 15 shares at $28 30th July: 15% Cash Dividend and 40% Stock Dividend Announced 17th August: Sold 20 shares at $37 24th August: Bought 30 shares at $35 31st August: Record Date 20th October: Received Dividend 19th November: Sold all the shares at $25 Par Value: \$15 Calculate total profit/loss?
There is a total loss of $575 for the company when it sold all the shares at $25 Par value.
First, let's calculate the dividend payment;
15% of 20 * $30 = $90
dividend in cash and 40% of 20 * $30
= $240 dividend in stock.
The 20 shares sold in August were bought at a price of $30, and they were sold at a price of $37 per share.
The profit made on this transaction is therefore,
20 * ($37 - $30) = $140.
Next, we can find the profit or loss on the purchase of 15 shares at $28, which were later sold at
$25. 15 * ($25 - $28)
= -45,
which implies a loss of $45.30
shares were purchased at $35 and sold at $25.
The loss on this transaction is
(30 * ($25 - $35)) = -$300.
Lastly, let's compute the dividend paid for each share that was held on the record date:
20 shares * $30 per share * 40% = $240;
45 shares * $30 per share * 40% = $540.
Then, the total profit or loss can be computed as follows:
Profit = $140 + $240 + $540 = $920
Loss = -$45 - $300 = -$345
Therefore, total profit/loss = $920 - $345
= $575
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What is the importance of public decision making?
What are the main elements of public decision making?
Public decision making is an essential aspect of governance and plays a crucial role in shaping the policies and actions of a society. The importance of public decision making can be summarized as follows:
1. Democratic participation: Public decision making allows citizens to participate in the governance process, ensuring that decisions are made with the input and consent of the public.
It promotes democratic values and enhances transparency and accountability.
2. Policy formulation: Public decision making helps in formulating policies that address the needs and aspirations of the public. It involves identifying problems, setting goals, and evaluating different options to arrive at the most appropriate solution.
3. Resource allocation: Public decision making involves determining how limited resources should be allocated to various sectors and programs. This process requires balancing competing priorities and considering the long-term consequences of resource allocation decisions.
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2. Side Kick Company in 2014 has the following account balances in its post closing trial balance. $ 800,000 25,000 550,000 150,000 10,000 35,000 $300,000 equired: a. Sales Revenue Interest Revenue Cost of Goods Sold Operating Expenses Interest expense Dividends Capital-Common Stock Retained Earnings 80,000 Prepare in good Format, Single-Step Income Statement for Side Kicks Company.
Side Kicks Company had total revenues of $825,000 and total expenses of $710,000. This resulted in a net income of $115,000.
Here is the single-step income statement for Side Kicks Company for 2014:
Side Kicks Company
Single-Step Income Statement
For the Year Ended December 31, 2014
Revenues:
Sales revenue $800,000
Interest revenue 25,000
Total revenues $825,000
Expenses:
Cost of goods sold $550,000
Operating expenses 150,000
Interest expense 10,000
Total expenses $710,000
Net income $115,000
The single-step income statement is a simple way to present a company's financial performance. It lists all revenues and gains at the top of the statement, and all expenses and losses at the bottom. The difference between the two is the net income.
In this case, Side Kicks Company had total revenues of $825,000 and total expenses of $710,000. This resulted in a net income of $115,000.
The net income is a measure of the company's profitability. It is used by investors and creditors to assess the company's financial health.
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(b) On 1 January 2017, a company purchased a delivery truck for RM90,000 cash. The truck had an estimated useful life of seven years and an estimated residual value of RM6,000. The straight-line method of depreciation was used. Required: Prepare the journal entries to record depreciation expense and the disposition of the truck on 1 September, 2021, under the following assumptions: The truck and RM90,000 cash were given in exchange for a new delivery truck that had a cash price of RM120,000. This transaction has commercial substance.
Journal entries to record depreciation expense and the disposition of the truck on 1 September, 2021, under the given assumptions can be calculated as follows:
Calculation of Depreciation expense:The amount of depreciation is calculated using the straight-line method as follows:Depreciation per annum = (cost – residual value) / useful life= (RM90,000 – RM6,000) / 7= RM12,000 per annumDepreciation expense for four years ended 31 December 2020 = RM12,000 x 4 = RM48,000Depreciation expense for eight months ended 31 August 2021 = (RM12,000 / 12) x 8 = RM8,000The carrying amount of the truck at 1 September 2021 is: Cost –
Accumulated depreciation= RM90,000 – (RM12,000 x 4) – RM8,000= RM26,000Journal entries for depreciation expense as at 31 December 2020, and 31 August 2021, and for the disposition of the truck on 1 September 2021 are as follows:31 December 2020Depreciation expense DR RM12,000Accumulated depreciation – Truck CR RM12,00031 August 2021Depreciation expense DR RM8,000Accumulated depreciation –
Truck CR RM8,0001 September 2021Accumulated depreciation – Truck DR RM56,000Loss on disposal of truck DR RM30,000Truck CR RM90,000Cash CR RM90,000(Being the truck and cash were given in exchange for a new truck that had a cash price of RM120,000)Explanation:On 31 December 2020, the depreciation expense account is debited by RM12,000, and the accumulated depreciation – truck account is credited by RM12,000 for the 4th year of depreciation on the delivery truck.On 31 August 2021, the depreciation expense account is debited by RM8,000, and the accumulated depreciation – truck account is credited by RM8,000 for the eight months of depreciation on the delivery truck.
As at 1 September 2021, the carrying amount of the delivery truck is RM26,000. When the truck is disposed of, the accumulated depreciation – truck account is debited by RM56,000, the loss on disposal account is debited by RM30,000, and the truck account is credited by RM90,000. The cash account is also credited by RM90,000 since cash and truck were given in exchange for a new delivery truck that had a cash price of RM120,000.
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On September 1, Pilot Corp. purchased $40,000 worth of inventory, terms 2/15 n/30. Which of the following should Pilot Corp. record on September 17 OA. A credit to Accounts Payable for $40,000 B. A credit to Cash for $39,200 OC. A credit to Inventory for $40,000 D. A debit to Inventory for $39,200
On September 1, Pilot Corp. purchased $40,000 worth of inventory with terms of 2/15 n/30. The terms indicate that if the company pays within 15 days, they can take a 2% discount, otherwise, the full amount is due within 30 days.
Since the question asks what should be recorded on September 17, we need to determine whether Pilot Corp. took advantage of the discount and paid within the discount period or not.
If Pilot Corp. paid within the discount period (by September 16), they would be entitled to a 2% discount on the $40,000 worth of inventory, which amounts to $800 (2% of $40,000). In this case, the following entry should be recorded on September 17:
A. A credit to Accounts Payable for $39,200 ($40,000 - $800)
This entry reflects the reduced amount to be paid after taking the discount. The inventory purchase is recorded as a credit to the accounts payable since the company has not yet paid the full amount.
If Pilot Corp. did not take advantage of the discount and paid after the discount period (after September 16), they would need to pay the full $40,000. In this case, the following entry should be recorded on September 17:
B. A credit to Cash for $40,000
This entry reflects the full payment of the invoice amount.
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EXPANDING THE MARRIOTT BRAND Marriott International grew to an international hospitality giant from a single root beer stand in Washington, D.C. in the 1920s. The Marriotts, added hot food to their root beer stand and renamed their business the Hot Shoppe. As the number of regional Hot Shoppes grew, Marriott expanded into in-flight catering by serving food on Eastern, American, and Capital Airlines. Hot Shoppes began its food service management business and opened its first hotel in Arlington, Virginia. Hot Shoppes, which was renamed Marriott Corporation in 1967, grew nationally and internationally by making strategic acquisitions and entering new service categories. By 1977, sales topped $1 billion. Marriott continued to diversify its business. The company initiated a segmented marketing strategy for its hotels by introducing the moderately priced Courtyard by Marriott brand. Courtyard hotels were designed to offer travelers greater convenience and amenities, such as balconies and patios, large desks and sofas, and pools and spas. In 1993, Marriott Corporation split into two, forming Host Marriott to own the hotel properties, and Marriott International to manage them and franchise its brands. Marriott International bought a stake in the Ritz-Carlton luxury hotel group and expanded again in 1997 by acquiring the Renaissance Hotel Group. It further expanded to include TownePlace Suites, Fairfield Suites, and Marriott Executive Residences. Marriott added a new hotel brand in 1998 with the introduction of SpringHill Suites. The following year, the company acquired corporate housing specialist ExecuStax Corporation and formed ExecyStax by Marriott, now a franchise business. The launch in 2007 of stylish EDITION hotels put Marriott in the luxury boutique market. The Autograph Collection was also introduced in 2011, a diverse collection of high-personality, upper-upscale independent hotels. AC Hotels by Marriott was another lifestyle hotel entry in 2011 . Today, Marriott International is one of the leading hospitality companies in the world, with 6,000 properties in 122 countries and territories worldwide that brought in almost $22 billion in global revenues in 2017. Its growth has been aided by acquisitions and by sharing its brand architecture with prospective guests on its Web sites to aid them in their lodging decisions. Overall, Marriott has approached its brand architecture decisions in a systematic way, ensuring market coverage and minimizing overlap. Source: Keller, K. L., \& Swaminathan, V. (2020). Strategic brand management: Building, measuring, and managing brand equity. Pearson Education Limited. QUESTION 3: Identify the brand development strategies used by Marriott when naming their various brand extensions. Justify your answer with examples from the case study. (25 Marks)
The brand development strategies used by Marriott when naming their various brand extensions include line extension, brand extension, and multi-branding.
Marriott has employed different brand development strategies to expand its portfolio of hotel brands. One strategy is line extension, where the company introduces new brands within the same product category to cater to different customer segments or address specific needs. For example, Marriott introduced the Courtyard by Marriott brand, targeting travelers seeking moderate-priced accommodations with added amenities like balconies, large desks, and pools.
Another strategy employed by Marriott is brand extension, which involves leveraging the existing brand equity to enter new product categories or market segments. This was evident when Marriott acquired the Ritz-Carlton luxury hotel group and incorporated it into its brand portfolio. By associating the prestigious Ritz-Carlton brand with Marriott, the company expanded its presence in the luxury hospitality segment.
Marriott also adopted a multi-branding strategy by introducing new hotel brands that catered to specific market segments or offered unique experiences. For instance, the introduction of SpringHill Suites, AC Hotels by Marriott, EDITION hotels, and Autograph Collection demonstrated Marriott's commitment to offering diverse options to customers with varying preferences and lifestyles.
These brand development strategies allowed Marriott to target different customer segments, expand its market coverage, and minimize overlap between its brands. By leveraging its brand architecture and effectively managing brand equity, Marriott has built a strong and diverse portfolio of hotel brands that cater to a wide range of customer preferences and needs.
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The operations manager for a local bus company wants to decide whether he should purchase a small, medium, or large new bus for his company. He estimates that the annual profits (in $000) will vary depending upon whether passenger demand is low, moderate, or high, as follows: Bus DEMAND LOW MEDIUM HIGH Small 50 60 70 Medium 40 80 90 Large 20 50 120 a). If he uses the maximin criterion, which size bus will he decide to purchase? b). If he uses the minimax regret criterion, which size bus will he decide to purchase? c). If he feels the chances of low, moderate, and high demand are 30%, 30%, and 40% respectively, what is the expected annual profit for the bus that he will decide to purchase? d). If he feels the chances of low, moderate, and high demand are 30%, 30%, and 40% respectively, what is his expected value of perfect information?
The expected value of perfect information is $15,000.
a) If the operations manager uses the maximin criterion, he will choose the bus size that maximizes the minimum profit across all demand scenarios. By analyzing the table, we can see that the minimum profit for each bus size is as follows:
- Small: 50, 60, 70
- Medium: 40, 80, 90
- Large: 20, 50, 120
The maximum among the minimum profits for each bus size is $70, which corresponds to the small bus. Therefore, using the maximin criterion, the operations manager will decide to purchase the small bus.
b) If the operations manager uses the minimax regret criterion, he will choose the bus size that minimizes the maximum regret across all demand scenarios. Regret is the difference between the actual profit and the maximum profit for each demand scenario. By calculating the regret for each bus size, we can determine the minimum regret as follows:
- Small: 0, 20, 50
- Medium: 0, 0, 0
- Large: 10, 0, 30
The minimum regret is 0, which corresponds to the medium-sized bus. Therefore, using the minimax regret criterion, the operations manager will decide to purchase the medium bus.
c) To calculate the expected annual profit, we multiply the profit for each demand scenario by its corresponding probability and sum the results. Using the given probabilities, the expected annual profit for the bus size chosen using the minimax regret criterion (medium bus) can be calculated as follows:
(40 * 0.3) + (80 * 0.3) + (90 * 0.4) = 12 + 24 + 36 = $72,000
Therefore, the expected annual profit for the chosen bus size is $72,000.
d) The expected value of perfect information is the difference between the expected value with perfect information and the expected value without perfect information. Without perfect information, the expected annual profit is $72,000. With perfect information, the operations manager would know the exact demand scenario and choose the bus size that maximizes the profit for that scenario. The maximum profit for each demand scenario is as follows:
- Low demand: $50,000
- Moderate demand: $80,000
- High demand: $120,000
Multiplying these profits by their corresponding probabilities and summing the results, we get:
(50 * 0.3) + (80 * 0.3) + (120 * 0.4) = 15 + 24 + 48 = $87,000
Therefore, the expected value of perfect information is $87,000 - $72,000 = $15,000.
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Extended Trail Balance Problem 6 Prepare Extended Trail Balance Sales Sales Return Purchases Return Outwards Carriage Outward Carriage Inward Opening Stock Direct Expenses Capital Furniture Bank Overdraft Buildings Plant and Machinery Sundry Creditors Bills Payable Additional Informations OMR 3,55,000 5,000 2,52,000 2,000 1,000 5,000 40,000 5,000 60,000 5,000 10,000 45,000 40,000 25,000 30,000 Sundry Debtors Rent Received Discount Received Discount Allowed Commission Allowed Taxes and Insurance Provision for Doubtful Debts Bad Debts Salaries Dividend Paid General Expenses Rent Paid Bills Receivable (1) Stock at the end OMR 42,000 (2) Depreciation made on Plant and Machinery OMR 2000 Buildings OMR 1000 (3) Provision for Doubtful Debts at 5% on Sundry Debtors (4) Outstanding Rent OMR 1000 (5) Prepaid Salaries OMR 1000 OMR 30,000 3,000 3,000 2,000 1,000 3,000 2,000 1,500 20,000 5,000 5,000 3,000 21,500
The extended trial balance includes all the accounts and their corresponding debit and credit balances, incorporating additional information such as provisions for doubtful debts, depreciation, outstanding rent, and prepaid salaries. The amounts are listed in Omani Rial (OMR).
To prepare an extended trial balance, we need to list all the accounts and their corresponding balances, including additional information provided. Here is the extended trial balance based on the given information:
Accounts Debit (OMR) Credit (OMR)
Sales 3,55,000
Sales Return 5,000
Purchases 2,52,000
Purchases Return Outwards 2,000
Carriage Outward 1,000
Carriage Inward 5,000
Opening Stock 40,000
Direct Expenses 5,000
Capital 60,000
Furniture 5,000
Bank Overdraft 10,000
Buildings 45,000
Plant and Machinery 40,000
Sundry Creditors 25,000
Bills Payable 30,000
Sundry Debtors 42,000
Rent Received 3,000
Discount Received 3,000
Discount Allowed 2,000
Commission Allowed 1,000
Taxes and Insurance 3,000
Provision for Doubtful Debt 2,000
Bad Debts 1,500
Salaries 20,000
Dividend Paid 5,000
General Expenses 5,000
Rent Paid 3,000
Bills Receivable 21,500
Stock at the end 42,000
Dep - Plant and Machinery 2,000
Depreciation - Buildings 1,000
Provision for Doubtful Debts 2,100
Outstanding Rent 1,000
Prepaid Salaries 1,000
The extended trial balance includes all the given accounts and their balances, including additional information such as provisions for doubtful debts, depreciation, outstanding rent, and prepaid salaries. The amounts provided are represented in Omani Rial (OMR).
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Suppose a monopolist has a demand curve equal to the following: P = 1000 - 2Q, and MC = 200. What is the monopolist's price?
Group of answer choices
A. $1000.
B. $200.
C. none of the available options.
D. $600.
The monopolist's price is $600.
To determine the monopolist's price, we need to find the quantity at which marginal cost (MC) equals marginal revenue (MR). In a monopolistic market, the MR is equal to the price.
Given the demand curve equation P = 1000 - 2Q, we can rewrite it as Q = (1000 - P) / 2.
To find the monopolist's price, we set MC equal to MR:
MC = MR
200 = (1000 - P) / 2
400 = 1000 - P
P = 1000 - 400
P = 600
Therefore, the monopolist's price is $600.
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Recommend the leadership style Jeff Bezos should have followed
Jeff Bezos was an outstanding leader who had a significant impact on the business industry. As a result, his leadership style had a significant impact on the company's success. Let us look at the leadership styles that Jeff Bezos should have followed
He could have followed the autocratic leadership style. Autocratic leadership style Autocratic leadership is where the leader makes all the decisions and is the sole decision-maker. In this leadership style, the employees do not have a say in the decision-making process. The leader believes that they are the only ones capable of making the best decisions for the company. Jeff Bezos should have followed the autocratic leadership style in order to be more effective in making decisions for his company.
conclusion, Jeff Bezos should have followed the autocratic leadership style. This would have helped him to become a more effective decision-maker for his company. Bezos could have avoided unnecessary debates with employees and made decisions more quickly. autocratic leadership style, the leader makes all the decisions, and the employees are not included in the decision-making process. This style of leadership can work well when a company needs to make quick decisions. Jeff Bezos would have benefited from this type of leadership style as he could make decisions for his company without wasting time consulting with his employees. With this leadership style, he would have been more effective in his decision-making process. The employees could have taken orders and worked according to Bezos' instructions. Jeff Bezos should have chosen the autocratic leadership style. This would have given him the ability to make quick decisions without spending too much time in debates. It is important to note that autocratic leadership can lead to demotivation among the employees. It can also lead to a high employee turnover rate if employees do not agree with the decisions made by the leader.
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JMI stands for Just Make It
JSI stands for Just Sell it
JDI stands for Just Deliver it
write and assessment of the three
systems and explain how they work or operate.
JMI focuses on efficient production, JSI on effective sales, and JDI on smooth delivery. Each system ensures optimization in its respective area for overall business success.
JMI (Just Make It), JSI (Just Sell It), and JDI (Just Deliver It) are three different systems or approaches that focus on specific aspects of a business operation. Here's an assessment of each system and an explanation of how they work or operate:
1. JMI (Just Make It):
JMI emphasizes the importance of efficient production and manufacturing processes. The main goal of JMI is to streamline production and ensure that products are made as quickly and cost-effectively as possible. It focuses on optimizing the production line, reducing waste, and improving overall productivity. JMI involves closely monitoring the manufacturing process, employing lean manufacturing principles, implementing quality control measures, and constantly seeking ways to improve production efficiency.
2. JSI (Just Sell It):
JSI places its primary focus on sales and marketing activities. The primary objective of JSI is to generate revenue by effectively promoting and selling products or services. It involves understanding customer needs and preferences, developing marketing strategies, and employing various sales techniques to reach the target market. JSI typically involves market research, product positioning, pricing strategies, advertising, sales force management, and customer relationship management to maximize sales and achieve business goals.
3. JDI (Just Deliver It):
JDI centers around the delivery and logistics aspects of the business. The primary objective of JDI is to ensure timely and efficient delivery of products or services to customers. It involves managing supply chains, transportation, warehousing, and distribution networks. JDI focuses on optimizing logistics operations, minimizing delivery time and costs, and providing excellent customer service throughout the delivery process. This system often involves implementing advanced inventory management systems, route optimization techniques, and effective coordination with shipping partners or carriers.
These systems work together in a business operation. JMI ensures efficient production to meet customer demand, JSI focuses on generating sales and revenue, and JDI ensures smooth delivery to customers. By integrating these systems effectively, a company can streamline its operations, enhance customer satisfaction, and achieve overall business success.
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2. Optimal Portfolio: Edgar has three assets he can invest in: A risky stock with an expected return of 11% and a standard deviation of 14%, a risky bond with an expected return of 7.5% and a standard deviation of 9%, and a riskless bond with a return of 5%. The risky stock and risky bond have a coefficient of correlation of 0.31. a. 15 points. What is the expected return and standard deviation of the optimal risky portfolio? b. 15 points. What percentage of his money should Edgar put into each of these three investments if his coefficient of risk aversion is 3.4? c. 15 points. In the context of these models, what does a weight of less than 0 mean? What does a weight of more than 1 mean? What obstacles might you run into in the real world if you tried to build a portfolio with weights of less than 0 or greater than 1?
a. The expected return and standard deviation of the optimal risky portfolio cannot be determined without information on the investor's risk preferences and the risk-free rate.
b. The percentage allocation of funds to each investment depends on the investor's coefficient of risk aversion, but without that information, the specific weights cannot be calculated.
c. Weights less than 0 imply short selling or borrowing, while weights greater than 1 indicate leverage. Building portfolios with such weights can be challenging due to regulatory constraints, margin requirements, liquidity limitations, and increased risk.
a. To calculate the expected return and standard deviation of the optimal risky portfolio, we need to use the concept of portfolio diversification and the principles of modern portfolio theory. The optimal portfolio is determined by finding the combination of risky assets that provides the highest expected return for a given level of risk.
- Risky stock: Expected return = 11%, Standard deviation = 14%
- Risky bond: Expected return = 7.5%, Standard deviation = 9%
- Riskless bond (risk-free asset): Return = 5%
We also know the correlation coefficient between the risky stock and risky bond, which is 0.31.
To find the optimal portfolio, we need to consider the risk preferences of the investor. However, without information on the investor's risk preferences or the risk-free rate, we cannot determine the specific weights and expected return of the optimal portfolio.
b. To determine the percentage of money Edgar should allocate to each investment, we need to use the concept of the investor's coefficient of risk aversion. The coefficient of risk aversion measures an investor's willingness to bear risk.
A coefficient of risk aversion of 3.4, we can calculate the optimal portfolio weights using the Capital Allocation Line (CAL) equation:
Weight of risky stock = (Expected return of risky stock - Risk-free rate) / (Coefficient of risk aversion * Variance of risky stock)
Weight of risky bond = (Expected return of risky bond - Risk-free rate) / (Coefficient of risk aversion * Variance of risky bond)
The weight of the riskless bond will be the remainder (1 - weight of risky stock - weight of risky bond).
c. In the context of portfolio weights:
- A weight of less than 0 means that the investor has a short position or has borrowed money to invest, which implies selling assets they don't own. This is not common in traditional investment portfolios and is more associated with advanced trading strategies or derivatives.
- A weight of more than 1 means that the investor has leveraged their investment by borrowing money to invest more than their available capital. This amplifies both potential gains and losses.
In the real world, building a portfolio with weights less than 0 or greater than 1 can be challenging due to practical limitations and constraints. Some obstacles include:
- Regulatory constraints: Many investment regulations limit the extent of leverage and short selling activities.
- Margin requirements: Borrowing funds to invest usually involves margin requirements and additional costs.
- Availability of borrowing and lending opportunities: It may be difficult to find lenders or borrowers for certain assets or in certain market conditions.
- Increased risk and potential losses: Leveraging investments magnifies both gains and losses, leading to higher risk exposure and potential financial challenges if the investments perform poorly.
- Market liquidity: Trading large positions or engaging in short selling may be constrained by the liquidity of the underlying assets.
Overall, portfolio weights less than 0 or greater than 1 deviate from conventional investment practices and are typically associated with more sophisticated investment strategies and specialized trading approaches.
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Identify the quadrant in the portfolio analysis that represents a large percentage of purchase dollars and has a high degree of customization. O A. Transaction Quadrant B. Market Quadrant O C. Leverage Quadrant D. Critical Quadrant Mark for Review What's This? Reset Selection
The quadrant in the portfolio analysis that represents a large percentage of purchase dollars and has a high degree of customization is the Critical Quadrant. This quadrant typically includes products or services that have a high level of customer importance and require customization or personalization to meet specific customer needs. Option D is correct.
The Critical Quadrant in portfolio analysis represents products or services that hold a significant share of the customer's budget and require a high level of customization. These offerings are essential to meet specific customer needs and play a crucial role in their operations or satisfaction.
Products or services in the Critical Quadrant are often unique or specialized, catering to a niche market or addressing specific customer requirements. Customers in this quadrant are willing to invest a substantial amount of their budget to obtain a solution that precisely meets their needs, and they place a high degree of importance on these offerings.
Marketers targeting the Critical Quadrant must prioritize understanding their customers' unique needs and preferences. This requires in-depth market research, customer segmentation, and personalization of marketing strategies and offerings. Customization is key to delivering value and maintaining a competitive advantage in this quadrant.
By focusing on customization and meeting the specific needs of customers in the Critical Quadrant, marketers can build strong customer relationships, secure a significant share of the customer's budget, and establish themselves as trusted and preferred providers in their respective markets.
Option D is correct.
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Construct a risk management plan for a project of your choice, your plan should incorporate the following elements as well as a discussion on each of the stated elements: - Define objectives - Identify risk - Quantify risk - Develop a response - Risk control
A risk management plan for a project includes defining objectives, identifying risks, quantifying risks, developing a response, and implementing risk controls.
A risk management plan is a systematic approach to identifying, assessing, and managing risks that may impact a project's success. The plan consists of several key elements:
1. Defining objectives: Clearly defining project objectives provides a clear direction for the project and helps align risk management activities with project goals.
2. Identifying risks: Thoroughly identifying risks involves analyzing various factors that may pose a threat to the project's success, such as technical, environmental, or organizational risks.
3. Quantifying risks: Quantifying risks involves assessing the probability and potential impact of identified risks, enabling prioritization and allocation of resources to address the most significant risks.
4. Developing a response: Developing a risk response plan involves determining appropriate strategies for managing identified risks, such as avoidance, mitigation, transfer, or acceptance.
5. Implementing risk controls: Implementing risk controls involves putting in place measures to actively manage and monitor identified risks, ensuring they are effectively addressed throughout the project's lifecycle.
By following these elements and their associated discussions, a comprehensive risk management plan can be developed to effectively manage and mitigate risks in a project, increasing the project's chances of success.
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what is the definition of competitive strategy it in the contacts
of industrial structure
Competitive strategy, in the context of industrial structure, refers to the deliberate actions taken by a company to gain a competitive advantage over rivals within a specific industry or market.
In the realm of industrial structure, competitive strategy refers to the set of actions and decisions made by a company to position itself ahead of its competitors. This involves analyzing the industry's structure, identifying opportunities and threats, and formulating a strategic approach to achieve a sustainable competitive advantage. This advantage can be achieved through various means, such as offering unique products or services, implementing cost leadership strategies, focusing on a specific customer segment, or pursuing innovation. A well-crafted competitive strategy enables a company to differentiate itself, respond effectively to market dynamics, and ultimately succeed in a competitive business environment.
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Berg Inc.'s unit selling price is $47, the unit variable costs are $37, fixed costs are $100,000, and current sales are 9,600 units. How much will operating income change if sales increase by 5,500 units? a. 6.000 increase b. $55,000 increase
c. $151,000 increase
d. $96.000 decrease
The answer is option b. $55,000 increase. To calculate the change in operating income, we need to first calculate the current operating income and the operating income if sales increase by 5,500 units.
Current operating income = (Unit selling price - Unit variable cost) x Current sales - Fixed costs
= ($47 - $37) x 9,600 - $100,000
= $96,000
Operating income if sales increase by 5,500 units = (Unit selling price - Unit variable cost) x (Current sales + Sales increase) - Fixed costs
= ($47 - $37) x (9,600 + 5,500) - $100,000
= $151,000
Therefore, the change in operating income = Operating income if sales increase - Current operating income
= $151,000 - $96,000
= $55,000
Therefore, the answer is option b. $55,000 increase.
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The financial statement columns of the worksheet for Maximum Effort at December 31, 2020, are as follows: MAXIMUM EFFORT Worksheet For the Year Ended December 31, 2020 Income Statement Debit Credit Accounts Cash Accounts Receivable Supplies Prepaid Insurance Equipment Accumulated Depreciation-Equipment Accounts Payable Notes Payable Salaries and Wages Payable Owner's Capital Owner's Drawings Service Revenue Advertising Expense Depreciation Expense Insurance Expense Rent Expense Salaries and Wages Expense Supplies Expense Totals Net Income. t Predictions: On 21,600 10,000 3,400 18,000 44,000 6,000 103,000 20,000 123.000 Accessibility: Good to go 123,000 123,000 123,000 Balance Sheet Debit 17,000 6,000 4,000 5,000 208,000 13,000 253,000 253,000 Credit 28,000 14,000 70,000 6,000 115,000 Instructions (a) Calculate the balance of Owner's Capital that would appear on a balance sheet at December 31, 2020. (b) 233,000 20,000 253,000 Prepare a classified balance sheet for Maximum Effort at December 31, 2020 assuming the note payable is a long-term liability.
(a) To calculate the balance of Owner's Capital, we need to subtract the owner's drawings and add the net income to the owner's capital balance.
(b) Here is a classified balance sheet for Maximum Effort at December 31, 2020, assuming the note payable is a long-term liability:
Maximum Effort
Balance Sheet
December 31, 2020
From the given information, we can see that the owner's drawings are $20,000 and the net income is not provided. Therefore, we cannot determine the exact balance of Owner's Capital without knowing the net income.
(b) Here is a classified balance sheet for Maximum Effort at December 31, 2020, assuming the note payable is a long-term liability:
Maximum Effort
Balance Sheet
December 31, 2020
Assets:
Cash: $17,000
Accounts Receivable: $6,000
Supplies: $4,000
Prepaid Insurance: $5,000
Equipment: $208,000
Accumulated Depreciation-Equipment: $13,000
Total Assets: $253,000
Liabilities:
Accounts Payable: $28,000
Notes Payable (Long-term): $70,000
Salaries and Wages Payable: $6,000
Total Liabilities: $104,000
Owner's Equity:
Owner's Capital: $233,000
Total Liabilities and Owner's Equity: $253,000
Note: The net income is not provided in the given information, so it is not included in the balance sheet.
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PART I: (9 MARKS) Japan’s economy can be represented by AS-AD diagram. The economy is currently operating at its long-run equilibrium. Suppose the government decreases spending on energy plants and national defence. Everything else remaining constant, what would be the short-run impact of the decrease in spending on the price level and inflation rate, real GDP (output), the unemployment rate, and interest rates. Your answer must reflect a deep understanding of the use of the AS-AD diagram to analyse a modern economy. {Hint! DO NOT DRAW THE DIAGRAM) (9 marks).
The short-run impact of the decrease in government spending on energy plants and national defense in Japan, assuming everything else remains constant, would lead to a decrease in the price level and inflation rate, a potential decline in real GDP (output), a potential increase in the unemployment rate, and a potential decrease in interest rates.
A decrease in government spending on energy plants and national defense would shift the aggregate demand (AD) curve to the left. This shift would lead to lower demand for goods and services, potentially resulting in a decrease in the price level and inflation rate. With reduced demand, businesses may produce less, potentially leading to a decline in real GDP (output) in the short run.
The decrease in output could also contribute to higher unemployment rates. Additionally, as the economy experiences lower demand, the central bank may respond by lowering interest rates to stimulate investment and borrowing. However, the actual impact on these variables would depend on the specific circumstances and the magnitude of the spending decrease.
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Situation: The contractor you have engaged to design your non profit's website has put together a series of incredible, impactful personal narrative videos to illustrate the type of work your group does and the potential it has for making a difference. Your plan is to have these available for fundraising and partnership appeals as well as evidence to stakeholders of how you can support progress. Knowing that your funds for marketing are limited, the contractor has given your organization a substantial discount on their services. However, the individuals featured in the videos are actors who have never had a relationship with your organization and the situations referenced in the narratives never occurred. The dramatizations, while effective, represent an "extreme" of what you might actually encounter in your day to day work. Do you go ahead and approve the content?
Questions (give your answers in the comments section)
What will factor into your deasion making?
Identify the stakeholders in the situation. How will you explain your choices to your stakeholder groups? Consider both if you do approve the content and if you choose to refuse to approve the content.
What are your alternatives if you refuse to approve the content?
After considering your options, what is your final decision and why? Ultimately, what ethical perspective most strongly influenced your decision (ends based rules-based, or care based thinking?? Explain.
The contractor has created impactful personal narrative videos for a nonprofit's website, but the individuals featured are actors and the situations depicted are fictional. The nonprofit must decide whether to approve the content despite its lack of authenticity.
The decision-making process will consider several factors, including the organization's values, mission, and ethical standards. The nonprofit's primary goal is to raise funds and establish partnerships, but it must also maintain transparency and authenticity in its communication. The limited marketing budget adds another dimension to the decision-making process, as the discounted services are valuable to the organization.
The stakeholders in this situation include the nonprofit's board of directors, staff members, potential donors, and the general public. If the content is approved, the organization will need to explain to these stakeholders that the videos serve as dramatizations aimed at highlighting the potential impact of their work. They would emphasize that the core message and mission remain genuine, even if the specific scenarios portrayed are fictional.
If the nonprofit refuses to approve the content, they can explore alternatives such as creating authentic videos featuring real individuals and their experiences, although this may require additional resources. They could also focus on other marketing strategies that align with their ethical standards, such as written testimonials or case studies.
The final decision will depend on the nonprofit's values and ethical perspective. In this case, an ethical perspective based on care and authenticity is likely to strongly influence the decision. The organization would prioritize maintaining trust with stakeholders and conveying the genuine nature of their work, ultimately valuing the long-term relationships and integrity over immediate fundraising gains.
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