B is a large and have a high profile because sales value is high and it incurs heavy cost of advertisement expenses. Answer 2: This is possible because the sales of Company B are 3.4 times higher than the sales of Company A‚ so even the large expenditure doesn’t affect the Net Income. Answer 3: A: = $211686/$415072*100 = 50.99% or Say 51% B: If Cost of Goods Sold of Company B is 58%. Than COGS = $240742 and Total Operating Expenses are $149025. Hence $415072-$240742-$149025 = $25305. Therefore
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CHAPTER 7 Revenue and Collection Cycle LEARNING OBJECTIVES Review Checkpoints Exercises‚ Problems‚ and Simulations 1. Discuss inherent risks related to the revenue and collection cycle with a focus on improper revenue recognition. 1‚ 2‚ 3 59 2. Describe the revenue and collection cycle‚ including typical source documents and controls. 4‚ 5‚ 6‚ 7‚ 8 54‚ 55‚ 61‚ 63‚ 64‚ 66 3. Give examples of tests of controls over customer credit approval‚ delivery‚ and
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CHAPTER 18 Revenue Recognition ASSIGNMENT CLASSIFICATION TABLE (BY TOPIC) | | |Brief | | | Concepts | |Topics |Questions |Exercises |Exercises |Problems |for Analysis | |*1. Realization and recognition; sales |1‚ 2‚ 3‚ 4‚ |1‚ 2‚ 3‚ |1‚ 2‚ 3‚ 4‚
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peasant of his surplus produce (produce over and above the subsistence level) in the form of land revenue which was the main source of state’s income. Early British administrators regarded the land revenue as rent of the soil because they had a notion that the king was the owner of the land. Subsequent studies of Mughal India have shown that it was a tax on the crop and was thus different from the land revenue as conceived by the British. Abul Fazl in his Ain-i Akbari justifies the imposition of taxes
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Concepts of Criminal Law AJ-320 Study Guide – Final Exam Understand rules relating to self defense‚ when can force be used‚ how much? Understand a perfect or imperfect defense. Understand affirmative defenses and burden of proof. Understand imminent danger. Understand the Castle doctrine. Understand defense of the cartilage. Understand the Choice of Evils (general principle of necessity) defense and when it can be used. Understand the consent defense. Understand the irresistible impulse rule. Understand
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Curaçao. It provides an in-depth look into the cost control systems surrounding food and beverage service of the hotel. Within the hospitality industry the food and beverage department in a hotel is one of the departments that generate the enormous revenues. According to the National Restaurant association report in Restaurant Industry Operation‚ 1995‚ food and beverage cost range are as follows”: Foods cost range: 26.5% - 42.5% * Beverage Cost Range: 21.0% - 44.1% * (*) Keeping in mind
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Revenue Cycle and Control Activities The revenue cycle for many companies is considered the primary source to earn revenue from the sale of goods or service. Good controls must be established to maintain the effectiveness of receivables and credit sales‚ not doing so can harm the company and might be costly to the business. Six classes of internal controls guides us in evaluating and designing transaction processing. They are authorization‚ supervision‚ segregation of duties‚ access control‚ independent
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316 220 73 Service Area Statistics Square Miles Population Service Supplied Annual Vehicle Revenue Miles Annual Vehicle Revenue Hours Vehicles Operated in Maximum Service Vehicles Available for Maximum Service Base Period Requirement 1‚085‚611 56‚386 21 32 10 1‚126 181‚670 Total Directly Operated 17 3 Purchased 1 Transportation 1 0 20 1 Revenue Vehicles $58‚838 $0 Systems and Guideways $196‚983 $0 Facilities and Stations $440‚404 $0
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increasing internet protocol television (IPTV) segment.1 At the end of 2013‚ there were approximately 903.3 million pay-tv subscribers worldwide which generated nearly $250 billion in service revenue. Separately‚ IPTV operators reported roughly 92 million subscribers generating around $37 billion in service revenue. Although a CAGR of only 4% for the overall market is not as impressive as the 18.5% YoY growth experienced in the IPTV operators alone (their CAGR is expected to be closer to 10%)‚ it clearly
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4.2. Diversifying revenues In recent years it has been widely believed that airports have become increasingly reliant on non-aero revenues. Over the past 15 years‚ the proportion of revenue derived from aeronautical activities has slightly increased indicating that the share of revenue derived from non-aeronautical activities has decreased. Financial crises‚ tough competition coming from neighbouring airports and pressure on lowering airport charges from LCCs‚ have put a dent in airport’s aeronautical
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