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| |10-K | |
| |Annual report pursuant to section 13 and 15(d) | |
| |Filed on 03/18/2011 | |
| |Filed Period 01/29/2011 | |
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Other operation expense Waren Sports Supply December 31,2013 Year End Worksheet Adjustments Debit Credit $ 3,780.14 $ 35,109.50 $ 197.26 96,615.00 $ 1,588,571.00 $ 61,111.00 $ 15,405.82 $ $ 1,132,955.00 $ 1,024,887.29 $ 1,132,955.00 $ $ $ $ $ $ 19,445.00 $ 16,650.40 $ 19,445.00 16,650.40 24,642.69 $ 24,642.69 $ 825.00 $ 57,600.00 $ 21,905.00 $ 5,621.45 $ $ 141,198.14 $ 11,528.80 $ $ $ $ 29,287.75 TOTALS $ 2,115,140.33 $ 2,115,140.33 Pre Tax Income Income…
ACC/291 March 25,2012 Liquidity Ratios Current Ratio: Current Assets/Current Liabilities 2005 $14,555,092/ $6,974,752= 2.09:1 2004 $14,643,456/ $6,029,696=2.43:1 Acid Test Ratio: Cash+ Short-Term Investments + Receivables (Net)/ Current Liabilities 2005 $305,563 + $283,583 +$6,133,663/ $6,974,752= .96:1 2004 $357,216 + $133,504 + $5,775,104/ $6,029,696=1.04:1 Receivables Turnover: Net Credit Sales/ Average Net Receivables 2005 $50,823,685/ ($6,133,663 + 5,775,104/2) $50,823,685/ $5,954,384= 8.54 times 2004 $46,044,288/($5,775,104+6,569,344/2) $46,044,288/ $6,172,224=7,46 times Inventory Turnover: Cost of Goods Sold/ Average Inventory 2005 $42,037,624/ ($7,850,970+$7,854,112/2) $42,037,624/$7,852,541=5.35 times 2004 $37,480,050/ ($7,854,112+8,074,880/2) $37,480,050/ $7,964,496=4.71 times Profitability Ratios Current Assets 2004 2005…
During the second half of the year, the company increased the price of the goods. As a result the company suffered a decrease in sales but its total revenue increased due to the increasing prices. This could be explained by the fact that the company did not maximize its profit during the first half of the year, the price and sales of the company is not at equilibrium and products are being sold at a price lower than equilibrium. At the second of the year, due to an increase in price the sales volume shifts to the right; (see the graph below) it may not be at the equilibrium but it’s getting closer to the equilibrium. (Period 2 production lies between period 1 and equilibrium production level)…
The case is best suited as a firm-valuation exercise in a first-year MBA finance course. It…
Answer#1 First Six-Months Price Variance Efficiency Variance Sales-Volumn Variance AQ*AP AQ*SP SQ*SP Static Q*SP Raw Materials 590000*3.867=2281000 79000F 590000*4=2360000 104000U 188000*3*4=2256000 144000F 200000*3*4=2400000 Direct Labor 400000*11=4400000 $- 400000*11=4400000 264000U 188000*2*11=4136000 264000F 200000*2*11=4400000 Spending Variance Efficiency Variance Never a Variance Actual Input Quantity*AR Actual Input Quantity*SR Flexible:Budgeted Input Quantity Allowed for Actual Output*SR Allocated: Budgeted Input Quantity Allowed for Actual Output*SR Indirect Labor 400000*2.7=1080000 $- 400000 *2.7=1080000…
Financing decision: If Timken decides to go forward with the acquisition, how should Timken offer to structure the deal?…
Profitel Inc. a publicly traded enterprise in telecommunications, known for monopolizing the industry in telephone copper wiring. For decades Profitel Inc. had very little competition; however the competition has increased in cellular (mobile) telephone business and other technologies such as voice-over-internet. (McShane & Von Gilnow, 2010, p. 379) Since the company’s dominance was threatened by emerging technology, the Board of Directors decided to hire Lars Peeters as the new CEO of Profitel Inc. Mr. Peeters was well known in the business industry for his extensive telecommunication knowledge and global expertise. (McShane & Von Gilnow, 2010, p. 380) Under his leadership the company’s strategy was to bolster profit margin, this included investing in the latest wireless broadband technology and reduction of costs through layoffs. The company’s vision quickly diminished over a two year period, there were very aggressive tactics used by Peeters which caused customer satisfaction ratings to fall and unintended consequences for criticizing the government’s telecommunication regulations. (McShane & Von Gilnow, 2010, p. 380)…
What is the impact of the December 1993 shipments of conventional lenses to Bausch and Lomb 1993 financial statements? Is the impact significant?…
Krispy Kreme Doughnuts, Inc. (hereinafter, “Krispy Kreme”) seemed poised to become an industry leader and Wall Street chart topper in 2000, however, by 2004 the company’s stock price had plummeted. Krispy Kreme’s stock price one day after the initial public offering in April of 2000, was $40.63, giving the company a market capitalization of nearly $500 million. Investors believed Krispy Kreme was the next big money maker to enter the market. By 2005, Krispy Kreme shares were trading at less than $10 a share, the company was in the midst of an SEC investigation into their accounting treatment for franchise acquisitions, and they found themselves on the verge of potentially defaulting on their credit facility.…
Krispy Kreme Doughnuts, Inc. Ratio Analysis Liquidity Ratios As shown in Exhibit 1, quick ratio for Krispy Kreme gradually rose from 1.05 to 2.72, during 2000 to 2004. And current ratio changed with the similar pattern. Generally, a quick ratio of 1 is considered good in most industries. As for Krispy Kreme, the quick ratio is always higher than 1, and the highest point is 3.25 in 2004. This means that the company had good liquidity. However, on May 2 , 2004 just about the time Krispy Kreme announced adverse results, both the quick ratio and the current ratio of the company decreased. From the Krispy Kreme’s balance sheets we can see that within three months the company’s current assets decreased by 22,899, while inventories increased. And current liabilities increased 9813, as book overdraft and accrued expenses increased remarkably. Compare to other quick-service restaurant as per exhibit 2, Krispy Kreme’s quick ratio and current ratio both are much higher. While the average liquidity ratios of these 12 companies are 0.795 and 1.170, which are lower than half of the ratios from Krispy Kreme. Thus, the Krispy Kreme held much more current assets than needed. And the current assets may lose efficiency.…
In the fast-paced World, companies are geared towards maintaining the stability of financial structure of the business to gain profit.…
What costing System should Landau Company adopt to best depict the company 's Income Statement?…
Any type of business always requires effective communication. At any one point there is never…
The power tool industry consisted of portable and stationary tools with wide range of sizes prices and qualities. The industry was becoming increasingly segmented by price point, with each point representing a certain level of quality. The power tools were broadly divided into two categories; professional/industrial and consumer. The professional tools were superior in quality and therefore were sold at higher prices and greater gross margins than the consumer tools. However, as the consumer tools were becoming more sophisticated and of better quality the distinction between both the categories started to blur.…
A= A premium brand is a brand that gives consumers a good impression, a brand in which consumers have faith and rely on, a brand that they feel it’s the best choice for making a purchase; positioning it in a high rank among others of the same category in the market.…