The amount of income from operations reported on the absorption costing income statement is $76,637.In Absorption Costing method, fixed and variable costs are included in the product's cost and inventory. Absorption costing is also known as full costing. A is the correct answer.
The formula for calculating income from operation under absorption costing is:Selling price per unit - Total unit costSales total = $1,111,000Less: Total unit cost = Direct materials + Direct labor + Variable factory overhead + Fixed factory overhead= $172,800 + $222,400 + $262,600 + $100,500= $758,300
Unit cost = $758,300 / 18,800 units= $40.33Total unit cost for 1,900 unsold units = 1,900 × $40.33= $76,637Hence, the amount of income from operations reported on the absorption costing income statement is $76,637.
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ou plan to borrow $47,400 at a 7.5% annual interest rate. The terms require you to amortize the loan with 7 equal end-of-year payments. How much interest would you be paying in Year 2? i need to know how to do this in FINC calculator, not the equation.
Given:Amount to borrow = $47,400Annual interest rate = 7.5%Payments = 7 (end-of-year)To find:Amount of interest paid in Year 2Calculations
:To calculate the amount of interest paid in Year 2 using a FINC calculator, we need to follow the given steps:Step 1: Press "2ND" and "Amort" to switch the calculator to amortization mode. (AMORT appears in the display.)Step 2: Press the following keys to enter the initial loan amount, the interest rate, and the number of payment periods:PV = -47,400 (enter as negative)I/Y = 7.5%N = 7PMT = 0 (We do not enter the PMT yet because we are only interested in finding the interest in Year 2. We will calculate the payments later.)Step 3: Calculate the payments to be made by pressing "CPT" and then "PMT". This gives us the value of the payment, which is $9,000.16 (rounded to the nearest cent).Step 4: To calculate the interest paid in Year 2, press "2" (for the second year) and then "INT". This gives us the value of interest paid in Year 2, which is $3,327.35 (rounded to the nearest cent).Therefore, the amount of interest paid in Year 2 is $3,327.35 (rounded to the nearest cent).
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a) Hedging, forward pricing, options
1 How will you use these to mitigate your risk?
b) Contracting
2 Will you use production or marketing contracting to reduce risk?
c) Insurance
3 How will you use crop, liability and other insurance?
Hedging, forward pricing, and options are used to mitigate risks in the agricultural sector. Hedging is used to minimize the risk of price fluctuation.
Forward pricing is another strategy that farmers can use to minimize risk. By entering into a forward contract with a buyer, the farmer can lock in a price in advance, ensuring that he will receive a fair price for his crop. This approach can be particularly helpful when prices are expected to be volatile or when the farmer has a good sense of the direction of price movements.
b) Contracting can help to reduce risks for farmers. Production contracting is a strategy that involves a farmer agreeing to grow a crop for a specific buyer in exchange for a guaranteed price. This can help to reduce the farmer's risk by providing a guaranteed market for his crop and reducing his exposure to price volatility.
c) Crop insurance is one of the most common forms of insurance used by farmers to mitigate risks. Crop insurance provides protection against losses due to weather-related events, pests, and other factors. Liability insurance is also important for farmers as it can protect them from liability in the event of an accident or other incident on their property. Other forms of insurance that can be useful for farmers include health insurance and life insurance.
In conclusion, farmers face many risks in the agricultural sector, but there are several strategies they can use to mitigate those risks. Hedging, forward pricing, and options can help farmers to minimize their exposure to price fluctuations.
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How HRM has been influenced by the changes brought by globalization, technology, nature of work. What it meant by high performance work system and its main characteristics /or practices
Human Resource Management (HRM) refers to the practices and policies adopted by an organization to manage its workforce. HRM has been influenced by the changes brought by globalization, technology, nature of work, among others.
Globalization has led to the emergence of a new economic environment that demands a more skilled, versatile, and diverse workforce. This has resulted in a more competitive business environment where organizations must adapt to stay relevant and productive. Technology has significantly impacted HRM by changing how organizations recruit, train, and retain their employees. The internet has made it easier to advertise job openings, screen resumes, and conduct remote interviews. Nature of work has also changed HRM practices. Most employees are now working remotely, which has led to the need for organizations to adopt policies that allow their employees to work from home effectively. High-performance work system (HPWS) refers to a set of practices that lead to superior performance.
The main characteristics of HPWS include the following: Employee Involvement – HPWS encourages employee participation in the decision-making process. Knowledge Management – HPWS focuses on providing employees with the necessary knowledge and resources to perform their tasks effectively.
Reward System – HPWS provides incentives and rewards to employees who perform well. Work Design – HPWS focuses on designing jobs in a way that allows employees to use their skills effectively and to experience job satisfaction.
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A firm's production function is given by Q=2K^1/2L^1/2 Unit capital (K) and labor (L) costs are 4 and 3 currency units, respectively. Using the Lagrangean method, find the values of K and L that minimize the firm's total input cost is contracted to produce 160 units of output. b)Interpret the values of the Lagrangean multiplier.
To find the values of K and L that minimize the firm's total input cost using the Lagrangean method, we need to set up the Lagrangean equation.
Let's denote the total input cost as C, the production function as Q, and the constraints as follows:
C = 4K + 3L (total input cost)
Q = 2K^(1/2)L^(1/2) (production function)
Q = 160 (desired output level)
The Lagrangean equation is formed by combining the total input cost equation and the production function equation, along with the constraint equation:
Lagrangean equation: L = 4K + 3L + λ(160 - 2K^(1/2)L^(1/2))
To solve this equation, we can take the partial derivatives of the Lagrangean equation with respect to K, L, and λ, and set them equal to zero:
∂L/∂K = 4 - λK^(-1/2)L^(1/2) = 0 (Equation 1)
∂L/∂L = 3 - λK^(1/2)L^(-1/2) = 0 (Equation 2)
∂L/∂λ = 160 - 2K^(1/2)L^(1/2) = 0 (Equation 3)
From Equation 1, we have:
4 = λK^(-1/2)L^(1/2)
4^2 = λ^2K^(-1)L
From Equation 2, we have:
3 = λK^(1/2)L^(-1/2)
3^2 = λ^2K
Combining the two equations above, we get:
16 = 3λ^2K^(-1)L
Substituting this result into Equation 3, we have:
160 - 2K^(1/2)L^(1/2) = 0
Simplifying this equation, we get:
K^(1/2)L^(1/2) = 80
Now, we can square both sides to eliminate the square roots:
KL = 80^2
KL = 6400
We have now determined the relationship between K and L. To find specific values for K and L, we need additional information or constraints provided in the problem.
Regarding the interpretation of the Lagrangean multiplier (λ), it represents the rate at which the total input cost changes as the desired output level changes. It reflects the marginal impact of the constraint on the cost of production. In this case, the Lagrangean multiplier would provide insights into the cost sensitivity to changes in the desired output level (Q = 160 units). However, without the specific value of λ, we cannot provide a precise interpretation.
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1. When auditing a construction company, the auditor might use audit data analytics(ADA) to determine_____.
a. the likelihood of receiving audit fees upon conclusion of the audit
b. the gross margin on each construction contract
c. the inherent riskiness of the client's industry
d. if appropriate receivables balance confirmations have been returned
2. When performing a substantive procedure____.
a. the population consists of a transaction and the account balance to be tested
b. the population consists of the class of transactions or the account balance to be tested
c the auditor should report all immaterial findings to management
d. the auditor should withdraw from the engagement if any material misstatements are located
3. auditor report fraud_____.
a. to the securities and exchange commission(SEC) within 72 hours
b. to a level of management at least one level above the level where the fraud occurred
c. directly to the manager that is suspected of involvement in the fraud
d to the level below where the auditor suspect the fraud is occuring
c
1. When auditing a construction company, the auditor might use audit data analytics (ADA) to determine the gross margin on each construction contract 2. When performing a substantive procedure, the population consists of the class of transactions or the account balance to be tested 3. Auditor reports fraud to a level of management at least one level above the level where the fraud occurred.
1. Audit data analytics (ADA) can be utilized by auditors to analyze and evaluate various aspects of a construction company's financial data. One such application is determining the gross margin on each construction contract. By using ADA techniques, the auditor can analyze the relevant financial information, such as revenues and costs, associated with each contract and calculate the gross margin to assess the company's profitability and performance. 2. Substantive procedures are used by auditors to gather evidence about the accuracy and completeness of transactions or account balances. In this context, the population refers to the class of transactions or the account balance that is being tested. The auditor selects a sample from this population and performs substantive procedures, such as examining supporting documentation or performing analytical procedures, to obtain sufficient and appropriate audit evidence 3. When an auditor detects fraud during an audit engagement, they are required to report it to a level of management at least one level above where the fraud occurred. This ensures that the appropriate level of management within the organization is informed of the potentially fraudulent activity and can take appropriate action. Reporting to a higher level helps maintain independence and objectivity while ensuring that the responsible individuals within the organization are made aware of the situation.
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CLV2: Calculate the customer lifetime value (over entire lifetime), if the annual profit contribution of customer D, is $200. Is it worth targeting this customer if the cost of acquiring customer D is
The customer lifetime value (CLV) can be calculated by multiplying the annual profit contribution of the customer by the expected lifespan of the customer. In this case, the annual profit contribution of customer D is $200.
To calculate the customer lifetime value (CLV), it is necessary to consider the annual profit contribution of the customer and the expected lifespan of the customer. The annual profit contribution represents the amount of profit generated by the customer in a single year.
Without this information, it is not possible to calculate the CLV or assess the profitability of targeting this particular customer. The CLV is a crucial metric for businesses to determine the long-term value of acquiring and retaining customers. It helps in making informed decisions about customer acquisition strategies, marketing investments, and overall business profitability.
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a. The bicycle forecast for the current year is as follows:
Bicycle
quarter this year
fall 6000
winter 8000
spring 18500
summer 12500
total demand 45000
average demand per quarter 11250
The forecast for next year is 50,000 bicycles. Calculate the forecast for next year and make recommendations about what can be done to achieve forecast performance by aligning the suppliers to support deliveries to next year’s forecast.
The forecast for next year is 50,000 bicycles. The total demand of this year is 45000 bicycles and the average demand per quarter is 11250 bicycles.
The next year's forecast for each quarter is:Quarterly demand forecast = Annual Demand Forecast / Number of Quartersquarterly demand forecast = 50000/4quarterly demand forecast = 12500 bicyclesTherefore, the bicycle demand forecast for next year is 50,000, which is divided equally into 4 quarters of 12500 bicycles. If this year's seasonal patterns of demand are similar to the next year, the company should consider the following recommendations to achieve forecast performance by aligning the suppliers to support deliveries to next year’s forecast:Increase the supplier base: It is critical to expand supplier options to help prevent future supply chain disruptions. This enables suppliers to deliver raw materials on time to prevent bottlenecks that delay production. Consequently, the company will be able to maintain its delivery timeline and fulfil customer demand.Reduce lead time: The company must work with suppliers to reduce lead times. This will allow the company to respond rapidly to shifts in demand patterns. When lead times are long, the company faces the risk of stock shortages, lost sales, and customer dissatisfaction.Negotiate better contracts: By negotiating favourable contracts, the company can guarantee a steady supply of raw materials. This enables the company to produce goods on time and maintain customer satisfaction. The terms of the contract should be favourable to both parties, ensuring that suppliers benefit from the partnership as well.
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Apply the Wates Corporate Governance Principles to FIFA
and make detailed and appropriate recommendations.
The Wates Corporate Governance Principles provide a framework for effective corporate governance practices.
When applying these principles to FIFA, an international governing body for football, several recommendations can be made to improve its governance structure and operations. Here are detailed and appropriate recommendations based on the Wates Principles:
Purpose and Leadership:
a. Define and communicate a clear purpose: FIFA should articulate a clear mission statement that emphasizes its commitment to promoting fair play, integrity, and the development of football worldwide.
b. Appoint independent leadership: Ensure the appointment of independent directors or executives who have no conflicts of interest and can provide unbiased oversight and guidance.
Board Composition:
a. Enhance diversity: Increase diversity on the FIFA board, including gender, nationality, and expertise, to ensure a broader range of perspectives and avoid groupthink.
b. Independent directors: Strengthen the presence of independent directors on the board to promote accountability and reduce potential conflicts of interest.
Director Responsibilities:
a. Clear roles and responsibilities: Define and communicate the roles and responsibilities of FIFA directors, ensuring they are accountable for their actions and decisions.
b. Regular evaluation: Implement a comprehensive board evaluation process to assess the performance of individual directors and the effectiveness of the board as a whole.
Opportunity and Risk:
a. Risk management framework: Establish a robust risk management framework that identifies, assesses, and mitigates risks associated with FIFA's operations, such as corruption, match-fixing, and financial mismanagement.
b. Whistleblowing policy: Implement a comprehensive whistleblowing policy that encourages reporting of misconduct and protects whistleblowers from retaliation.
Remuneration:
a. Transparent remuneration policy: Develop a clear and transparent remuneration policy for FIFA executives and key personnel, aligning it with the organization's performance and ethical standards.
b. Avoid excessive rewards: Ensure that remuneration packages are reasonable and avoid excessive rewards that may lead to conflicts of interest or undermine public trust.
Stakeholder Engagement:
a. Engagement with member associations: Foster regular and open communication with FIFA's member associations, involving them in decision-making processes and addressing their concerns.
b. Transparency and accountability: Enhance transparency by regularly publishing financial statements, disclosing key decisions, and ensuring accountability for actions taken by FIFA officials.
Culture:
a. Ethical conduct: Promote a culture of integrity, fairness, and ethical conduct within FIFA, ensuring that all employees and stakeholders adhere to a code of conduct that sets clear ethical standards.
b. Training and awareness: Provide regular training programs and awareness initiatives to educate FIFA employees and stakeholders about ethical behavior, governance practices, and compliance with regulations.
By implementing these recommendations based on the Wates Corporate Governance Principles, FIFA can enhance transparency, accountability, and integrity in its operations. This will contribute to rebuilding trust among stakeholders, promoting fair play in football, and ensuring the sustainable development of the sport globally.
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Entry for Factory Labor Costs
The weekly time tickets indicate the following distribution of labor hours for three direct labor employees:
Hours
Job 301 Job 302 Job 303 Process
Improvement
Tom Couro 20 12 8 4 David Clancy 9 18 15 4 Jose Cano 13 13 10 5 The direct labor rate earned per hour by the three employees is as follows:
Tom Couro $18
David Clancy 25
Jose Cano 21
The process improvement category includes training, quality improvement, housekeeping, and other indirect tasks. (Note: Ignore any overtime issues, if applicable.)
a. Journalize the entry to record the factory labor costs for the week. If an amount box does not require an entry, leave it blank.
Work in Process Factory Overhead Wages Payable
The total process improvement labor costs of $277 are debited to Factory Overhead to account for indirect labor expenses. The Wages Payable account is credited for the total direct labor costs of $1,083 to recognize the liability to pay the employees.
The entry to record the factory labor costs for the week would be as follows:
Work in Process $[Total Direct Labor Costs]
Factory Overhead $[Total Process Improvement Labor Costs]
Wages Payable $[Total Wages Payable]
To calculate the amounts for each account, we need to determine the total direct labor costs and total process improvement labor costs.
Total Direct Labor Costs:
Tom Couro: 20 hours * $18/hour = $360
David Clancy: 18 hours * $25/hour = $450
Jose Cano: 13 hours * $21/hour = $273
Total Direct Labor Costs = $360 + $450 + $273 = $1,083
Total Process Improvement Labor Costs:
Tom Couro: 4 hours * $18/hour = $72
David Clancy: 4 hours * $25/hour = $100
Jose Cano: 5 hours * $21/hour = $105
Total Process Improvement Labor Costs = $72 + $100 + $105 = $277
Now we can complete the journal entry:
Work in Process $1,083
Factory Overhead $277
Wages Payable $1,083
In this entry, the total direct labor costs of $1,083 are debited to Work in Process to reflect the labor costs incurred in the production process. The total process improvement labor costs of $277 are debited to Factory Overhead to account for indirect labor expenses. The Wages Payable account is credited for the total direct labor costs of $1,083 to recognize the liability to pay the employees.
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As a CFO for Air Canada, please write a memo (300 words each) to the investors/shareholders meeting respectively to address the following questions. Given our goals of firm value and shareholder wealth maximization, we have stressed the importance of NPV. And yet, many of the financial decision-makers at some of the most prominent firms in the world continue to use less desirable measures such as the payback period and AAR, in addition to the NPV and IRR. As the CFO of Air Canada, why do you think this is the case?
Financial decision-makers at prominent firms continue to use less desirable measures alongside NPV and IRR due to various reasons, including cognitive biases, internal politics, and strategic considerations.
The use of less desirable measures such as the payback period and average accounting return (AAR) alongside NPV and IRR by financial decision-makers at prominent firms can be attributed to several factors.
Cognitive biases: Decision-makers may be influenced by cognitive biases that affect their judgment. For example, the payback period provides a simple measure of how quickly an investment can recover its initial cost, appealing to decision-makers who prioritize short-term results or have a bias towards immediate gratification.
Internal politics: Within organizations, different stakeholders may have varying preferences and priorities. Decision-makers may face pressure from internal groups or departments to consider alternative measures that align with their interests or objectives. This can lead to the inclusion of measures like AAR, which emphasizes accounting-based profitability, in addition to the more comprehensive NPV approach.
Strategic considerations: Some firms may adopt multiple measures to address specific strategic considerations. For instance, the payback period can be useful in industries that undergo rapid technological advancements, where managers want to ensure quick recovery of investments to stay competitive or make timely upgrades.
Information availability and simplicity: NPV and IRR calculations require detailed cash flow projections and discount rate assumptions. In contrast, the payback period and AAR are relatively simple to calculate and may require less data. Decision-makers who face time or resource constraints may find these measures more accessible or practical in certain situations.
While NPV remains the preferred measure for evaluating investments' value and shareholder wealth maximization, the use of additional measures does not necessarily indicate a lack of understanding or commitment to these goals. It is important to consider the context, biases, and strategic considerations that influence decision-making in complex organizational settings. As the CFO of Air Canada, it is essential to ensure that financial decisions are based on a comprehensive evaluation of the potential value creation and alignment with the long-term goals of the company and its shareholders.
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4. on 2nd June 2020, the management of Sunlight Co. authorizes a write-off of the $7,700 balance owed by R. A. Furniture. The entry to record the write-off under the allowance method is:
The entry to record the write-off under the allowance method would be as follows: Accounts Receivable - R.A. Furniture $7,700, Allowance for Doubtful Accounts $7,700
The allowance method is a commonly used accounting approach to account for potential bad debts. Under this method, a company estimates the amount of accounts receivable that may not be collectible and sets up an allowance for doubtful accounts as a contra-asset account. When management determines that a specific customer's account is uncollectible, they authorize a write-off. This means that the company no longer expects to receive payment from that customer. The entry to record the write-off involves reducing both the accounts receivable and the allowance for doubtful accounts by the amount of the uncollectible balance.
In the case of Sunlight Co. and R.A. Furniture, the management has authorized a write-off of the $7,700 balance owed by R.A. Furniture. By making this entry, the accounts receivable for R.A. Furniture will decrease by $7,700, reflecting the removal of the uncollectible amount from the company's records. Simultaneously, the allowance for doubtful accounts, which represents the estimated uncollectible amount, will also decrease by $7,700. This reduction in the allowance aligns with the actual write-off of the specific customer's account.
It's important to note that the allowance method allows companies to recognize potential bad debts and adjust their financial statements accordingly. By recording the write-off, Sunlight Co. accurately reflects the decrease in accounts receivable and the reduction in the allowance for doubtful accounts, which helps maintain the accuracy of their financial records.
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compute the following financial ratios for this year: 1. times interest earned ratio. 2. debt-to-equity ratio. 3. equity multiplier.
Financial ratios are used by analysts, investors, and creditors to evaluate the financial stability and profitability of a company. The following financial ratios can be computed for this year:1. Times Interest Earned RatioThe times interest earned (TIE) ratio assesses the ability of a business to meet its interest obligations.
The TIE ratio is computed by dividing the earnings before interest and taxes (EBIT) by the total interest expenses. The TIE ratio formula is as follows:TIE Ratio = EBIT / Total Interest ExpenseFor the present year, the EBIT was $40,000, and the total interest expense was $8,000. Therefore,TIE Ratio = $40,000 / $8,000TIE Ratio = 5.02. Debt-to-Equity RatioThe debt-to-equity (D/E) ratio measures the degree of debt financing compared to equity financing. It shows how much of a company's financing comes from external creditors and how much comes from shareholders. A high D/E ratio implies higher financial leverage, which can boost profits but also raise financial risk. The formula for the D/E ratio is as follows:D/E Ratio = Total Debt / Total EquityFor the present year, the total debt was $90,000, and the total equity was $120,000. Therefore,D/E Ratio = $90,000 / $120,000D/E Ratio = 0.753. Equity MultiplierThe equity multiplier (EM) is used to determine how much of a company's assets are financed by shareholders' equity. A high EM ratio suggests higher financial leverage, which can boost profits but also raise financial risk. The formula for the EM ratio is as follows:EM Ratio = Total Assets / Total EquityFor the present year, the total assets were $420,000, and the total equity was $120,000. Therefore,EM Ratio = $420,000 / $120,000EM Ratio = 3.5In conclusion, the times interest earned ratio for this year is 5.0, the debt-to-equity ratio is 0.75, and the equity multiplier is 3.5.
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The following errors occurred during 20X1. Inventory costing $3,000, purchased on December 29, FOB shipping point was not included in the ending inventory count. The inventory and related invoice arrived on January 2, 20X2. On January 2, the cost of maintaining equipment in the amount of $40,000 was debited to the Equipment account. The company depreciates equipment over four years, with no estimated salvage value. The cost of supplies purchased during the year was expensed as incurred. No adjusting entry was made for supplies costing $1,000 that were still on hand at December 31. Assume that the errors were not discovered. Complete the following tables, indicating the effect on Financial Statement categories for 20X1.
Effect on 20X1 financial statement categories
Error No. Assets Liabilities Equity Net Income
1 2 3
Effect on 20X1 Financial Statement Categories
Error No. Assets Liabilities Equity Net Income
1 Overstated Overstated
2 Overstated
3 Understated
Error No. 1: Inventory costing $3,000, purchased on December 29, FOB shipping point, was not included in the ending inventory count. This error leads to an overstatement of assets because the inventory, which should have been recorded, was not included. As a result, equity and net income are both overstated since inventory is an asset and its omission affects the calculation of net income.
Error No. 2: On January 2, the cost of maintaining equipment in the amount of $40,000 was debited to the Equipment account. This error causes an overstatement of assets because the equipment maintenance cost should have been expensed rather than capitalized. Since this error does not directly impact liabilities or equity, those categories are unaffected.
Error No. 3: The cost of supplies purchased during the year was expensed as incurred, and no adjusting entry was made for supplies costing $1,000 that were still on hand at December 31. This error results in an understatement of expenses and, consequently, an overstatement of net income. As a result, equity is also understated since net income affects the calculation of equity.
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I am not a fan of airports. Over the years I’ve spent a lot of time commuting and have learned that I need to allow a lot of extra time for each leg of my journey in case of delays or any other potential mishaps that occur when traveling.
The last time I traveled, it was for work and involved several interconnecting flights spanning four counties and with 30 kg of luggage. When I arrived at the airport my first priority was checking-in and I carefully reviewed the monitors to find the appropriate location. When I arrived there, I used the automated kiosk to enter my name, destination and passport details before receiving an error message directing me to the customer service counter.
I waited in line for 45 minutes to be told that my luggage was overweight. Because the airline was not a partner-company to the travel agent with whom I made my booking, they were not bound by the same luggage limits. I was asked to step aside while I reviewed my travel paperwork and by the time I concluded that I would have to pay the excess luggage fees I was forced to return to the end of the line.
My delays with check-in meant that the airport was now even busier and the security line had tripled in length. It took me another 45 minutes to get through security, and I spent that time surrounded by a crowd of frustrated and upset people, some of whom had missed their flights.
After all of the delays, I was frustrated, tired and overwhelmed by the time I made it to the gate and boarded my plane. While I settled in for my 6-hour flight I was dismayed by the knowledge that I would have to repeat the entire process again at the next airport as I transferred to my next connection.
Your task:
Does the above sound familiar to you? Have you ever experienced issues with processes like check-in, security, and boarding? Is there a better way to design the airport departure process? Is there a solution that is safe, quick, convenient, and does not require additional airport staff.
Yes, the above scenario of facing issues while traveling through airports sounds familiar to a lot of people. Several travelers have experienced problems related to airport processes, including check-in, security, and boarding. Due to the absence of a standard procedure.
Each airport has its own check-in, security, and boarding processes, which may not be the most convenient or effective. This, in turn, leads to long lines, delays, and a frustrating airport experience.The best way to design the airport departure process is by introducing self-service solutions that automate the check-in, baggage drop-off, and boarding processes. It is observed that automated check-in kiosks and self-service baggage drop-off systems have proven to reduce queues and waiting times.
By utilizing technology and creating a seamless airport experience, airports can benefit both the travelers and the staff.The introduction of biometric scanning has the potential to further enhance the airport departure process. It can help to speed up the security and boarding process while ensuring the safety of travelers. Also, biometric screening can eliminate the need for physical documents, and thus, the process can be paperless.Therefore, the introduction of self-service solutions and biometric screening can help design a safer, quicker, and more convenient airport departure process, which can benefit travelers and airports alike.
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The company that owns Jaguar the car brand is based in
Select one:
a.
Germany
b.
India
The company that owns Jaguar is based in India. Tata Motors acquired Jaguar Land Rover in 2008 from Ford. The acquisition was considered a major milestone for Tata Motors as it gave the company access to two iconic British brands, which would help them expand globally.
Tata Motors is one of India's largest automobile manufacturers and has a strong presence in both the domestic and international markets. Since acquiring Jaguar Land Rover, Tata Motors has invested heavily in both brands, introducing new models, expanding production facilities, and investing in electric and hybrid technologies. The acquisition has also helped Jaguar Land Rover to tap into the growing Indian market, where luxury car sales have been on the rise in recent years.
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Hyundai Kia Motors sees football sponsorships as a core element of its marketing strategy and as an efficient way to communicate with customers by sharing their passion for football and building an emotional connection. Through its football sponsorship, Hyundai Kia Motors aims to position itself as a brand bringing the excitement of the world's greatest game to football fans all over the world, and remains deeply committed to supporting and furthering the development of this beautiful game. After the successful 2006 FIFA World Cup Germany™ Hyundai, along with its sister company Kia, looks forward to maintaining its role to support this great event as the Official Automotive Partner of FIFA until 2014. Hyundai began its alliance with FIFA in 1999, when the agreement to sponsor 13 FIFA competitions including the 2002 FIFA World Cup Korea/Japan was signed. This agreement was subsequently extended to the 2006 FIFA World Cup Germany, where Kia began its football sponsorship campaign in a global event. In 2005, Hyundai Kia Motors signed a long-term agreement to continue the partnership until year 2014 as one of the six top FIFA Partners. This sponsorship package includes comprehensive rights for all FIFA competitions, including the FIFA Women's World Cup, the FIFA U-20 and U-17 World Cups for both female and male players, the FIFA Beach Soccer World Cup, the FIFA Interactive World Cup, the FIFA Futsal World Cup, the FIFA Confederations Cup, the FIFA Club World Cup (2011-2014) as well as two editions of the FIFA World Cup™ Ground transportation provider Ground transportation is critical to the successful staging of an international event like the FIFA World CupTM, Without a large fleet of modern vehicles that offer reliability, comfort and safety. the smooth operation of such mammoth scale event is unimaginable. Having proven itself as a dependable partner and vehicle supplier in a number of FIFA competitions including the 2002 and 2006 FIFA World CupsTM, Hyundai, along with Kia, has once again taken the opportunity to play a major role as the ground transportation provider until 2014. For the 2006 FIFA World Cup GermanyTM, 900 Hyundai passenger cars/vans, and 3,600 bus days were at the disposal of FIFA officials, national teams, members of the organizing committee, referees and media representatives. Hyundai provided the fleet of buses that were used for the inter-city shuttle services, as well for the transportation of the 32 national teams which were decorated with the national team color, flag and slogans. Hyundai Kia Motors will once again play the very same role to support the all FIFA competitions including the 2010 and 2014 FIFA World Cups, as it did successfully for the 2006 FIFA World Cup Germany with advanced technology and a wide range of models to keep rolling the football globally. Questions .Referring to the appropriate theory analyze the current strategy of Hyundai? 2.5 marks What could be the objectives behind this strategy? 2.5 marks
Hyundai Kia Motors employs football sponsorships as a core element of its marketing strategy to connect with customers and build an emotional connection. The company aims to position itself as a brand that brings the excitement of football to fans worldwide and supports the development of the sport. The strategy includes long-term partnerships with FIFA and providing ground transportation for international events like the FIFA World Cup.
The current strategy of Hyundai Kia Motors can be analyzed using the theory of sports marketing and sponsorship. By associating its brand with football through sponsorships, Hyundai Kia Motors aims to leverage the popularity and passion for the sport to enhance its brand image, increase brand awareness, and connect with its target audience. This strategy allows the company to tap into the emotional attachment and loyalty that football fans have towards the sport, thereby building a positive perception of the brand.
The objectives behind this strategy can include several aspects. Firstly, by positioning itself as the Official Automotive Partner of FIFA and providing ground transportation, Hyundai Kia Motors seeks to enhance its global visibility and brand recognition on a large scale, as FIFA events attract a massive global audience. Secondly, the company aims to create an emotional connection with customers by aligning its brand with the excitement and passion of football. This emotional connection can help build brand loyalty and encourage customer engagement. Additionally, by supporting the development of football, Hyundai Kia Motors demonstrates its commitment to community involvement and corporate social responsibility.
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Pro Sports had the following transactions during 2017:
1. Issued $200,000 of par value ordinary shares for cash.
2. Repaid a 10 year note payable in the amount of $45,000.
3. Acquired land by issuing
During 2017, Pro Sports made a repayment of a note payable, which had an original term of 10 years, amounting to $45,000.
Pro Sports had the following transactions during 2017:
Issued $200,000 of par value ordinary shares for cash.
In 2017, Pro Sports issued ordinary shares with a par value of $200,000 in exchange for cash. This transaction represents a capital-raising activity where Pro Sports obtained additional funds from investors by issuing new shares. By selling shares, the company increased its equity base, allowing for potential future investments, debt repayment, or other business activities.
Repaid a 10-year note payable in the amount of $45,000.
During 2017, Pro Sports made a repayment of a note payable, which had an original term of 10 years, amounting to $45,000. The repayment of the note payable signifies the settlement of a long-term debt obligation. By repaying the note, Pro Sports reduced its liabilities, improving its financial position and potentially lowering future interest expenses.
Acquired land by issuing.
Unfortunately, the information provided is incomplete for the third transaction. It states that Pro Sports acquired land but does not specify the method of acquisition or the amount involved. To provide a comprehensive answer, it would be necessary to know if the land was acquired through cash payment, issuance of shares, or another means. Additionally, the specific value or terms of the land acquisition are missing. Without this information, it is not possible to provide a detailed explanation or analysis of this particular transaction.
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Date 1 George Leblanc started the business by making a deposit into company bank account for $35,000, in exchange for 3,500 shares of $10 par value common stock. 1 Banco acquired a small machinist shop for $25,000 cash which represented Computer - $5,800, Furniture, - $6,500 and Store equipment $12,700. 2 Received bank loan for $100,000, 6% annual interest. Payments are due on the last day of each month in the amount of $4,000. 2 Paid rent for the 3-month quarter January to March in the amount of $3,000 per month. 2 Paid the premium on a 1-year insurance policy, $5,000. Purchased $800 in office supplies 3 5 Purchased inventory on account for $25,000 + 13% HST. Terms 2/10, n30. 13 Hired two full-time staff members, Lan and Liz, both who earn $36,000 a year and are paid bi-weekly beginning Jan 24.. Assume basic payroll deductions for Ontario. They work five days a week (Mon-Fri). 17 Record cash sales for the week in the amount of $10,000 + 13% HST. Cost of Goods Sold amounted to $5,500. 17 Purchased extrusion machine and equipment from Patel Inc. for $6,000. Paid $1,500 down and the balance was placed on account. Payments will be $375.00 per month for 12 months. The first payment is due Feb 1. Note: Use accounts payable for the balance due. Ignore HST and interest. Record sales on account for the week in the amount of $12,000 + HST. Cost of goods sold was $8,000. 17 24 Paid both Lan and Liz their bi-weekly pay. Calculate deductions for CPP, El and Ontario tax. Record employee portion only. 24 Record cash sales for the week in the amount of $15,000 + 13% HST. Cost of Goods Sold amounted to $10,000. 28 Paid accounts payable in full from January 5. 30 Record collection on outstanding accounts receivable for January in the amount of $20,000 + HST. 30 Purchased inventory on account in the amount of $6,000 + HST. 30 Paid loan payment of $4,000 plus interest of $500.
Purchased inventory on account in the amount of $6,000 + HST. Date 30: Paid loan payment of $4,000 plus interest of $500.Word Count: 100
Date 1: George Leblanc started the business by making a deposit of $35,000 into the company's bank account for 3,500 shares of $10 par value common stock. Date 1 Banco: Acquired a small machinist shop for $25,000 cash, which included Computer - $5,800, Furniture - $6,500, and Store equipment $12,700.Date 2: Received a bank loan of $100,000 at 6% annual interest, and payments are due on the last day of each month in the amount of $4,000.Date 2: Paid rent for the 3-month quarter of January to March in the amount of $3,000 per month. Date 2: Paid the premium on a 1-year insurance policy of $5,000 and purchased $800 in office supplies. Date 3 and 5: Purchased inventory on account for $25,000 + 13% HST. Terms 2/10, n30. Date 13: Hired two full-time staff members, Lan and Liz, both who earn $36,000 a year and are paid bi-weekly beginning Jan 24. Assume basic payroll deductions for Ontario. They work five days a week (Mon-Fri).Date 17: Recorded cash sales for the week in the amount of $10,000 + 13% HST. Cost of Goods Sold amounted to $5,500. Purchased an extrusion machine and equipment from Patel Inc. for $6,000. Paid $1,500 down and the balance was placed on account. Payments will be $375.00 per month for 12 months. The first payment is due Feb 1. Note: Use accounts payable for the balance due. Ignore HST and interest. Recorded sales on account for the week in the amount of $12,000 + HST. Cost of goods sold was $8,000.Date 24: Paid both Lan and Liz their bi-weekly pay. Calculated deductions for CPP, El and Ontario tax. Recorded employee portion only. Date 24: Recorded cash sales for the week in the amount of $15,000 + 13% HST. Cost of Goods Sold amounted to $10,000.Date 28: Paid accounts payable in full from January 5.Date 30: Recorded collection on outstanding accounts receivable for January in the amount of $20,000 + HST. Purchased inventory on account in the amount of $6,000 + HST. Date 30: Paid loan payment of $4,000 plus interest of $500.
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Question 2: The LaGrange Corporation had the following budgeted sales for the first half of the current year: Page 2 of 3 ACC 222-Managerial Accounting Assignment 3 Credit Sales $50,000 $150,000 Janua
LaGrange Corporation should carefully monitor and manage its credit sales, establish credit policies, and analyze actual sales performance to ensure financial stability and success.
The LaGrange Corporation's budgeted sales for the first half of the current year included $50,000 of credit sales in January and $150,000 in February. However, since the information provided only mentions sales for these two months, it is unclear whether there are any budgeted sales for the remaining months of the first half of the year.
Credit sales are sales made to customers on credit, where payment is expected to be received at a later date. These sales contribute to the company's revenue but may also carry additional risks such as potential bad debts if customers fail to make timely payments.
It's important for the LaGrange Corporation to monitor and manage its credit sales carefully. They should establish credit policies and procedures to assess customers' creditworthiness, set appropriate credit limits, and closely monitor accounts receivable to ensure timely payment collection.
By analyzing actual sales performance against the budgeted figures, the company can assess its sales performance and make necessary adjustments to its operations and strategies. This analysis will help management identify any potential issues or opportunities and take appropriate actions to ensure the company's financial stability and success.
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LaGrange Corporation should carefully monitor and manage its credit sales, establish credit policies, and analyze actual sales performance to ensure financial stability and success.
The LaGrange Corporation's budgeted sales for the first half of the current year included $50,000 of credit sales in January and $150,000 in February. However, since the information provided only mentions sales for these two months, it is unclear whether there are any budgeted sales for the remaining months of the first half of the year.
Credit sales are sales made to customers on credit, where payment is expected to be received at a later date. These sales contribute to the company's revenue but may also carry additional risks such as potential bad debts if customers fail to make timely payments.
It's important for the LaGrange Corporation to monitor and manage its credit sales carefully. They should establish credit policies and procedures to assess customers' creditworthiness, set appropriate credit limits, and closely monitor accounts receivable to ensure timely payment collection.
By analyzing actual sales performance against the budgeted figures, the company can assess its sales performance and make necessary adjustments to its operations and strategies. This analysis will help management identify any potential issues or opportunities and take appropriate actions to ensure the company's financial stability and success.
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Q1. Bannerman is a 3rd year student of GTUC offering a degree in Business management. He is interested in investigating the coping strategies adopted by micro small and medium (MSMES) to survive and innovate during a global pandemic.
(a). Tease out an appropriate project topic for Bannerman.
(b). Indicate and justify with two (2)reasons the main research approach he can use to conduct his study.
(c). Describe an appropriate research design with justification for the research approach selected.
Q(2).Based on your choices made in question one(1) discuss the following under methodology :
(a). Population and sampling
(b). Data collection instrument
(c). Methods of data analysis and presentation.
Q3. Based on contemporary issues, think of a research topic. Write out the title of your research and indicate the following :
Introduction (1/2-1page Long).
Problem Statement (1/2a page)
Main objective and 2 specific object.
Q4. Briefly discuss any three(3)philosophy assumptions behind the research approach you have chosen.
(a). What is the point of descriptive research?
(c). How does inferential statistics benefit the research?
The increasing adoption of AI technologies in the business sector has led to concerns about job displacement and changes in the nature of work.
Q1. (a) An appropriate project topic for Bannerman could be: "Exploring Coping Strategies and Innovation in Micro, Small, and Medium Enterprises (MSMEs) During the COVID-19 Pandemic: A Case Study in the Business Management Context."
(b) The main research approach Bannerman can use to conduct his study is qualitative research. Two reasons to justify this choice are:
In-depth understanding: Qualitative research allows Bannerman to delve deep into the experiences, perspectives, and subjective realities of MSME owners and managers.
Contextual and holistic analysis: The qualitative approach provides Bannerman with the opportunity to capture the complex contextual factors that influence coping strategies and innovation in MSMEs during a global pandemic.
Q2. Methodology: (a) Population and sampling: The population for Bannerman's study would be MSMEs that have operated during the global pandemic.
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Amherst Metal Works produces two types of metal lamps. Amherst manufactures 20,000 basic lamps and 5,000 designer lamps. Its activity-based costing system uses two indirect-cost pools. One cost pool is for setup costs and the other for general manufacturing overhead. Amherst allocates setup costs to the two lamps based on setup labour-hours and general manufacturing overhead costs on the basis of direct manufacturing labour-hours. It provides the following budgeted cost information. Basic Designer Total Direct materials per lamp $ 8 $ 15 0.5 hours 0.6 hours Direct manufacturing labour-hours per lamp Direct manufacturing labour rate per hour Set up costs $ 20 S 20 114,000 Lamps produced per batch 250 50 Setup-hours per batch 1 hour 3hours General manufacturing overhead costs 130.000 Required: Calculate the total budgeted costs of the basic and designer lamps using Amherst's activity- based costing system. 1. What is the budgeted setup rate per hour? (3 marks) 2. What is the overhead rate for genera manufacturing overhead? (3 marks) 3. Now calculate the budgeted direct costs of basic and designer lamps if Amherst allocates overhead costs in each department using activity-based costing. Then complete the indirect allocation of costs for the basic and designer lamps. Lastly, in each case calculate the totals for both types of lamps combined. (24 marks)
The total budgeted costs for both types of lamps combined is $490,400 + $369,200 = $859,600.
To calculate the total budgeted costs of the basic and designer lamps using Amherst's activity-based costing system, we need to follow these steps:
Calculate the budgeted setup rate per hour:
The setup costs are allocated based on setup labor-hours. We have the following information:
Setup costs = $114,000
Setup labor-hours = 250 (basic lamps) + 50 (designer lamps) = 300
Budgeted setup rate per hour = Setup costs / Setup labor-hours
Budgeted setup rate per hour = $114,000 / 300 = $380 per hour
Calculate the overhead rate for general manufacturing overhead:
The general manufacturing overhead costs are allocated based on direct manufacturing labor-hours. We have the following information:
General manufacturing overhead costs = $130,000
Direct manufacturing labor-hours = (0.5 hours per basic lamp * 20,000 basic lamps) + (0.6 hours per designer lamp * 5,000 designer lamps)
Direct manufacturing labor-hours = 10,000 + 3,000 = 13,000
Overhead rate for general manufacturing overhead = General manufacturing overhead costs / Direct manufacturing labor-hours
Overhead rate for general manufacturing overhead = $130,000 / 13,000 = $10 per labor-hour
Calculate the budgeted direct costs and indirect costs of basic and designer lamps using activity-based costing:
a. Budgeted direct costs:
Basic lamps:
Direct materials per lamp = $8
Direct manufacturing labor-hours per lamp = 0.5 hours
Direct manufacturing labor rate per hour = $20
Budgeted direct costs for basic lamps = (Direct materials per lamp + Direct manufacturing labor-hours per lamp * Direct manufacturing labor rate per hour) * Number of basic lamps
Budgeted direct costs for basic lamps = ($8 + 0.5 * $20) * 20,000 = $360,000
Designer lamps:
Direct materials per lamp = $15
Direct manufacturing labor-hours per lamp = 0.6 hours
Direct manufacturing labor rate per hour = $20
Budgeted direct costs for designer lamps = (Direct materials per lamp + Direct manufacturing labor-hours per lamp * Direct manufacturing labor rate per hour) * Number of designer lamps
Budgeted direct costs for designer lamps = ($15 + 0.6 * $20) * 5,000 = $305,000
b. Indirect costs allocation:
Basic lamps:
Setup costs allocation for basic lamps = Setup-hours per batch * Budgeted setup rate per hour * Number of batches for basic lamps
Setup costs allocation for basic lamps = 1 * $380 * (20,000 / 250) = $30,400
General manufacturing overhead allocation for basic lamps = Overhead rate for general manufacturing overhead * Direct manufacturing labor-hours for basic lamps
General manufacturing overhead allocation for basic lamps = $10 * 10,000 = $100,000
Designer lamps:
Setup costs allocation for designer lamps = Setup-hours per batch * Budgeted setup rate per hour * Number of batches for designer lamps
Setup costs allocation for designer lamps = 3 * $380 * (5,000 / 50) = $34,200
General manufacturing overhead allocation for designer lamps = Overhead rate for general manufacturing overhead * Direct manufacturing labor-hours for designer lamps
General manufacturing overhead allocation for designer lamps = $10 * 3,000 = $30,000
c. Total budgeted costs:
Total budgeted costs for basic lamps = Budgeted direct costs for basic lamps + Indirect costs allocation for basic lamps
Total budgeted costs for basic lamps = $360,000 + $30,400 + $100,000 = $490,400
Total budgeted costs for designer lamps = Budgeted direct costs for designer lamps + Indirect costs allocation for designer lamps
Total budgeted costs for designer lamps = $305,000 + $34,200 + $30,000 = $369,200
The total budgeted costs for both types of lamps combined is $490,400 + $369,200 = $859,600.
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You’ve recently learned that the company where you work is being sold for $500,000. The company’s income statement indicates current profits of $25,000, which have yet to be paid out as dividends. Assuming the company will remain a "going concern" indefinitely and that the interest rate will remain constant at 9 percent, at what constant rate does the owner believe that profits will grow?
Assuming the company will remain a "going concern" indefinitely and that the interest rate will remain constant at 9 percent, the owner believes that profits will grow at the constant rate of 4 percent.
Using the Gordon Growth Model, we can calculate the constant growth rate. The Gordon Growth Model is commonly used to estimate the intrinsic value of a stock by assuming that dividends (or profits) grow at a constant rate indefinitely.
Stock Price = Dividends / (Discount Rate - Growth Rate)
Putting the values in the above,
$500,000 = $25,000 / (0.09-Growth Rate)
(0.09-Growth Rate) = $25,000 / $500,000
Growth Rate(g) = 0.04
Taking it in percentage, we get 4 percent.
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3. (a) Discuss sales promotion activities with examples. What are the steps in developing the sales promotion strategy? (b) Write short notes on the following topics with examples: i. Transformational Innovation ii. Finer Market Segmentation
(a) Sales promotion activities refer to the short-term incentives designed to encourage the purchase or sale of a product or service. Examples of sales promotion activities include contests, coupons, rebates, product samples, discounts, and free gifts. Developing a sales promotion strategy involves several steps, including:
1. Defining the objectives of the sales promotion: This involves identifying the specific goals that the promotion is intended to achieve, such as increasing sales, boosting brand awareness, or attracting new customers.
2. Identifying the target audience: This involves defining the specific group of consumers that the promotion is aimed at reaching, such as existing customers, new customers, or specific demographic groups.
3. Selecting the type of promotion: This involves choosing the specific sales promotion activity that will be used to achieve the desired objectives, such as offering a discount, running a contest, or providing free samples.
4. Determining the budget: This involves setting the amount of money that will be allocated to the sales promotion activity.
5. Developing a timeline: This involves creating a schedule for implementing and executing the sales promotion strategy.
(b) Short notes:
(i) Transformational Innovation: This refers to the process of creating new products, services, or business models that fundamentally change the way that people live, work, or interact. Transformational innovation involves introducing new technologies, business practices, or products that disrupt existing markets or create entirely new ones. Examples of transformational innovation include the smartphone, social media, and ride-sharing apps like Uber and Lyft.
(ii) Finer Market Segmentation: Market segmentation involves dividing a larger market into smaller, more specific groups of consumers with similar needs or characteristics. Finer market segmentation refers to the process of dividing a market into even smaller, more precise segments based on more specific criteria. For example, instead of segmenting a market based on age, a company might segment the market based on income, education level, or lifestyle. This allows companies to tailor their marketing messages and products to the specific needs and preferences of different groups of consumers.
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How
much responsibility should individuals take for managing their own
stress? To what extent should organizations become involved in the
personal lives of their employees when trying to help them man
Managing stress is a shared responsibility between individuals and organizations.
While individuals have a primary role in recognizing and addressing their own stress levels, organizations can play a significant part in supporting their employees' well-being. Here are some key considerations:
Individual Responsibility: Individuals should be aware of their stress levels and take proactive steps to manage them. They should prioritize self-care, adopt healthy coping mechanisms, and seek help when needed. Organizational Support: Organizations have a vested interest in promoting a healthy and productive work environment. They can provide resources, policies, and programs that help employees manage stress. TPersonal Privacy: While organizations should be involved in providing support, they should respect employees' privacy and autonomyTailored Approach: Recognizing that different individuals have unique stressors and coping mechanisms, organizations should adopt a flexible and personalized approach. Offering a range of resources and support options allows employees to choose what works best for them. Communication and Education: Organizations should promote awareness and education around stress management. By providing information on stress, its impact, and effective strategies to cope with it, employees can develop skills to manage stress proactively.Learn more about stress management here : brainly.com/question/28558732
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Kristen Lu purchased a used automobile for $22,900 at the beginning of last year and incurred the following operating costs: Depreciation ($22,900 + 5 years) $ 4,580 Insurance $ 2,400
Garage rent $ 1,200 Automobile tax and license $ 620 Variable operating cost $ 0.08 per mile The variable operating cost consists of gasoline, oil, tires, maintenance, and repairs. Kristen estimates that, at her current rate of usage, the car will have zero resale value in five years, so the annual straight-line depreciation is $4,580. The car is kept in a garage for a monthly fee. Required: 1. Kristen drove the car 22,000 miles last year. Compute the average cost per mile of owning and operating the car. (Round your answers to 2 decimal places.)
Average fixed cost per mile _____
Variable operating cost per mile ______
Average cost per mile ______
2. Kristen is unsure about whether she should use her own car or rent a car to go on an extended cross-country trip for two weeks during spring break. What costs above are relevant in this decision? (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.) ? Variable operating costs ? Depreciation ? Automobile tax ? License costs ? Insurance costs
The average cost per mile of owning and operating the car is $0.
1. to compute the average cost per mile of owning and operating the car for kristen, we need to consider both the fixed and variable costs.
first, let's calculate the average fixed cost per mile:annual depreciation = $4,580
miles driven = 22,000average fixed cost per mile = annual depreciation / miles driven
average fixed cost per mile = $4,580 / 22,000 = $0.21 per mile
next, let's calculate the variable operating cost per mile:variable operating cost per mile = variable operating cost per mile = $0.08 per mile
finally, let's calculate the average cost per mile:
average cost per mile = average fixed cost per mile + variable operating cost per mileaverage cost per mile = $0.21 + $0.08 = $0.29 per mile 29.
2. when deciding whether to use her own car or rent a car for an extended cross-country trip, kristen should consider the relevant costs. the following costs are relevant in this decision:
- variable operating costs: these costs include gasoline, oil, tires, maintenance, and repairs. they are important to consider as they will directly impact the cost of using her own car or renting a car.
- depreciation: depreciation is relevant because it represents the decrease in value of the car over time. it may be considered if kristen wants to account for the wear and tear on her own car during the trip.
- automobile tax: automobile tax may not be directly relevant for this decision, as it is usually an annual cost and not specifically tied to a temporary cross-country trip.
- license costs: license costs may not be directly relevant for this decision either, as they are usually an annual or periodic expense and not specifically tied to a temporary trip.
- insurance costs: insurance costs are relevant in the decision as kristen needs to ensure that she is adequately covered during her trip, whether she uses her own car or rents a car.
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: A company working at 90% capacity is producing 13,500 units per year. It follows flexible budget method. The following figures are taken from its budget. Particulars 90% 100% Sales 15,00,000 16,00,000 Fixed 3,00,500 3,00,600 Semi-fixed costs 97,500 1,00,500 variable costs 1,45,000 1,49,500 Number of units 13,500 15,000 The cost of Material and labour is fixed per unit. Margin of profit 10%. From the above particulars suggest: (a) the differential cost when production is 1500 units and the capacity is increased to 100% and (b) the export price of 1500 units assuming that the foreign prices are very low when compared to domestic prices.
To calculate the differential cost when production is increased to 100% capacity (15,000 units), we need to consider the difference in costs between operating at 90% and 100% capacity.
The differential costs can be calculated as follows: Fixed Costs: Differential fixed costs = 100% fixed costs - 90% fixed costs Differential fixed costs = Rs. 3,00,600 - Rs. 3,00,500 Differential fixed costs = Rs. 100Therefore, the differential cost when production is increased to 100% capacity is the sum of the differential fixed costs, differential semi-fixed costs, and differential variable costs: Differential cost = Rs. 100 + Rs. 3,000 + Rs. 4,500 Differential cost = Rs. 7,600.
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Question͵(25 marks) Pretty Heels Limited ("PH") is a listed
company in Hong Kong engaged in manufacturing and selling ladies’
shoes. It operates a factory in Shenzhen, China, and 10 retail
shop
s in Hong Kong. PH has been facing financial difficulties due to increasing competition and a decline in consumer demand for its products. As a result, the company's profitability has been decreasing, and its share price has been falling.
Closing down the factory in Shenzhen and outsourcing production to a cheaper location. Expanding its retail operations in mainland China to tap into a larger consumer market. Diversifying its product line to include accessories and handbags. Implementing cost-cutting measures across all operations, including reducing staff and overhead expenses. Seeking a strategic partnership or merger with another footwear company. Please evaluate each option based on its potential benefits, risks, and alignment with PH's current situation.
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Trey thought he had things under control. He was well organized and intentional in almost everything he did. He had a plan for his life and clear ideas about just how he wanted to reach his goals. In
Trey believed that he had everything under control, and he was methodical and purposeful in nearly everything he did. He had a strategy for his life and precise ideas on how he intended to achieve his objectives. However, he eventually discovered that his meticulous plans and schedules did not account for unforeseeable occurrences that could throw him off course.
To avoid unexpected events and incidents, Trey relied on his well-organized and meticulously planned schedules. He believed that if he followed his plans, everything would work out according to his expectations. However, his belief was tested when unforeseeable situations beyond his control occurred. Trey was unable to cope with the unexpected situations since his plan did not account for them.
He learned that it is impossible to anticipate everything that could go wrong in life, but one could be adaptable and flexible to handle unexpected circumstances. The experience taught him that one must be adaptable and open to changes since life is unpredictable, and no amount of planning can prepare one for every eventuality.
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ok t ces Manufacturing costs for Davenport Company during 2018 were as follows: $ 25,000 Beginning Finished Goods. 1/1/18 Beginning Raw Materials, 1/1/18 Beginning Vork in Process, 1/1/18 Direct Labor
Davenport Company's manufacturing costs for 2018 included a beginning finished goods inventory of $25,000, as well as beginning raw materials, work in process, and direct labor costs.
Davenport Company's beginning finished goods inventory of $25,000 indicates that they had goods available for sale at the beginning of the year.
Beginning raw materials, work in process, and direct labor costs are all necessary components of manufacturing.
The beginning raw materials inventory would represent the cost of materials purchased but not yet used, the beginning work in process inventory would represent the cost of partially completed goods, and the direct labor costs would represent the employee wages and benefits associated with the production process.
All of these costs, when combined with other expenses such as overhead, would be used to calculate the total cost of goods manufactured for the year.
Understanding these costs is essential for effectively managing the manufacturing process and determining the profitability of the company's operations.
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if+the+annual+interest+rate+is+5%+(.05),+the+price+of+a+one-year+treasury+bill+per+$100+of+face+value+would+be
To calculate the price of a one-year Treasury bill per $100 of face value, we need to consider the relationship between the interest rate and the price of the Treasury bill. The price of a Treasury bill is determined by discounting the face value based on the prevailing interest rate.
In this case, the annual interest rate is 5% or 0.05. Since the Treasury bill has a one-year maturity, the price can be calculated using the formula:
Price = Face Value / (1 + Interest Rate)
Substituting the values into the formula, we have:
Price = $100 / (1 + 0.05) = $100 / 1.05 = $95.24 (rounded to two decimal places)
Therefore, the price of a one-year Treasury bill per $100 of face value, with an annual interest rate of 5%, would be approximately $95.24. This means that investors would be willing to pay $95.24 today for a Treasury bill that will mature and pay $100 after one year.
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