1. Should auditors insist that their clients accept all proposed audit adjustments‚ even those that have an “immaterial” effect on the given financial statements? Defend your answer. The auditors should not insist that their clients accept all proposed audit adjustments. The auditor’s main duty is to provide reasonable assurance to verify the accuracy and compliance of client’s financial statements‚ to ensure that it conveys data and information of events occurred within the accounting period
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CASE: MAKING NORWICH TOOLS LATHE INVESTMENT DECISIONS PAR T A: PAYBACK PERIOD years cash flows 0 1 2 3 4 5 (660‚000) 128‚000 182‚000 166‚000 168‚000 450‚000 PBPA LATHE A cumulative cash flows cash flows LATHE B cumulative cash flows 128‚000 310‚000 476‚000 644‚000 1‚094‚000 (360‚000) 88‚000 120‚000 96‚000 86‚000 207‚000 88‚000 208‚000 304‚000 390‚000 597‚000 4.04 PBPB 3.65 ACCEPTABILTY OF EACH PROJECT: Lathe A will be
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Case Study: ‘Ocean Carriers’ By: Alyssa Linder Wenliang Zhang Xhangoli‚ Eva 1. Daily spot hire rates are determined according to supply and demand of the shipping capacity. According to the article‚ the supply of ships available equals the number of ships currently in the fleet plus any new ships added‚ minus any scrapings and sinking. According to Exhibit 2‚ there are a limited number of ships older than 24 years which are likely to be scraped. For those ships under the age group
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has been using the Qualitative method rather than Quantitative method. 2. What is the importance of accurate forecasting for YFHC? Justify with case specific information and avoid general comments. (5 marks) (max.150 words) 3. What should be an appropriate forecasting horizon (duration)? Justify with one specific example connected to the case. (5 marks) (max. 150 words) 4. Please draw the graph of 4 years demand data and write down your observations (5 marks) (max.100 words for observations)
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months. They would launch and run business for another six months until when they decide to either expand or not and continue to run business for six more months. At the end of 18 months‚ Bernard would definitely sell his interests. According to the case‚ Bernard’s value of original opportunity was $68.465K. Subtracted by the initial investment of $90K‚ the NPV was $21.535K. Thus‚ he planned to pass the opportunity. But his friends offered him alternatives which may generate positive outcomes to the
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GREEN OX Overview In the fall of 2003‚ the new products division of Palmer Jackson‚ Inc.‚ a Cincinnati-based food and beverage manufacturer‚ successfully perfected a technique for dissolving common antioxidants such as Vitamin E and Selenium into high-glucose beverages. The result was a new line of sports beverages with the added benefit of antioxidants. While the medical community was far from unanimous in its opinion of the benefits of antioxidants‚ some reputable studies linked the use of these
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Is Isom’s business vision responsive to the situation? In general‚ most of the companies in property and casualty insurance business would want to be high performing specialists rather than generalists. Yes‚ in this case however his vision was responsive to the situation. He had a good view of the situation and knew that radical shift in the divisions strategy is required to turn around the future. P&C was a low performing generalist insurance division • Years of
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1. Is Eye Vision’s arrangement with Holland Hospital within the scope of ASC 985-605‚ Software: Revenue Recognition? In this case‚ the main content of the Eye Vision’s arrangement with Holland Hospital include embedded software medical equipment and an initial option to purchase a two-year separately priced maintenance agreement. In this case‚ because“Eye Vision has never sold‚ nor does it offer to sell‚ the Clear View Laser without the embedded software because the software is necessary to perform
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Introduction: BP has been operating in Russia since the early 1990s. In 1997‚ it purchased a 10 per cent stake in Sidanco‚ the Russia’s 4th largest oil company. The stake was subsequently increased to 25 per cent plus one share in 2002. In 2003‚ BP merged its interests in Russia with those of TNK to create TNK-BP‚ a hugely successful joint venture employing around 50‚000 people and operating in nearly all of Russia’s major hydrocarbon regions. Since its formation‚ TNK-BP went on to become Russia’s
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Cited: Moon‚ Youngme and Herman‚ Kerry. Aqualisa Quartz: Simply a Better Shower. Case. Boston‚ MA: Harvard Business School‚ 2002.
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