Management Accounting‚ Cdn. 6e (Horngren/Sundem/Stratton/Beaulieu) Chapter 1 Management Accounting and Management Decisions 1) Both internal managers and external parties use accounting information. Answer: TRUE Diff: 2 Type: TF Page Ref: 16 Objective: 8 2) Internal accounting reports must follow generally accepted accounting principles and account for assets at historical cost. Answer: FALSE Diff: 2 Type: TF Page Ref: 16 Objective: 8 3) Organizations that
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Question no: 01:- Accounting profit and Economic profit. Economic Profit Implicit cost Accounting profit Explicit cost Total opportunity cost Revenue Revenue How an economist views a firm How an accountant views a firm Accounting profit equals sales revenue minus ( - ) all costs except the cost of equity capital‚ while Economic profit is sales revenue minus ( - ) all costs including the opportunity cost of equity capital. Thus economic profit may be lower than the accounting profit. If accounting
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Question 1 Can an organisation survive without strategy? Why? Why not? It’s absolutely important for a company to survive with strategy as whether we are considering a sole trader or a multinational company. An organisation that doesn’t know where it is going can never expect to reach its mission. When we look at planning stage‚ we have to decide what to do and what not to do. As we already discussed in class like which industries you want to participate in; what kind of products and services you
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Question 4 (page 628 of text) When reviewing the financial statements and supporting notes of a reporting entity‚ is it possible to establish all the individual types of income or expenses that the entity has incurred or received? If not‚ how does management determine which income and expenses should be disclosed? NZ IAS 1 paragraph 88 requires entities to recognize all items of income and expense occurred in the trading period. However‚ it is impossible to establish all the individual types of income
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| |D) |$6‚000 plus $0.75 per unit. | |3. |Rible Company has observed that at an activity level of 8‚000 units the cost for maintenance
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Summary of Case 1 Question: 2 Answer: 3 Summary of Case Pittman Company is a small but growing manufacturer of telecommunications equipment. The company has no sales force of its own; rather‚ it relies completely on independent sales agents to market its products. These agents are paid a commission of 15% of selling price for all item sold. The company’s budgeted income statement for next year follows: Pittman Company Budgeted Income Statement For the Year Ended December 31 Sales |
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1. award: 0 out of 0.00 points On January 1‚ Puckett Company paid $2.64 million for 88‚000 shares of Harrison’s voting common stock‚ which represents a 40 percent investment. No allocation to goodwill or other specific account was made. Significant influence over Harrison is achieved by this acquisition and so Puckett applies the equity method. Harrison distributed a dividend of $2 per share during the year and reported net income of $613‚000. What is the balance in the Investment in Harrison
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decision-making strategies that Starbuck’s management has implemented to maintain it competitive position in the market place; share a competency that is used by management and why this particular competency assist in the company’s success regarding organizational culture. Lastly‚ share my opinion on long-term sustainability in the global industry; in addition could the company continue without Mr. Howard Shultz as CEO. Organizational Culture In business management it is imperative that strategies are
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suffering because of increasing competition and loss of market share especially in the mountain bike market segment. Background- Schwinn is a bicycle brand that for years had 25 percent of the market. Schwinn did not adapt to the mountain bike trend in the 1980 ’s and as a result its sales suffered. The sales suffered so bad that Ignoz Schwinn sold the company to Zell/Chilmark. Schwinn ’s turnaround seems to be going well. Today Schwinn has five percent of the $2.5 billion annual retail bike market
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market average of the debt-to-equity ratios in Airline industry in 2012 is 3.88 (CSI Market 2013). The Debt to Equity ratio calculated from the Singapore 2012 financial statement is 0.67‚ which is far below the industry average. It indicates that the company is quite capable of generating enough cash to satisfy its debt obligations. But the such small ratio may also indicate that Singapore Airline is not taking advantage of the increased profits that financial leverage may bring (Readyratios 2013). The
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