Case study 3 pricing and performance Question 1: From the given last two years sales figure‚ it is showing an average of 4% price is increased in every boat. Based on last 2 years pricing pattern and the condition attached with B16 & B35.Before considering the price of B33‚ Billing Boats AS has to think about the challenge of B29 and market popularity both of these two boats .After considering all these factors the manufacturer’s selling price for the next year can be followed by: B16 30‚888
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Case 16-3: A network of ideas Memorandum To: Professor John Li Department of Economics Hunter College From: Yuen Mei Hau Re: A network of ideas Date: October 20‚ 2017 Summary: This case focal point on the gross and net revenue recognition. The gross amount billed to a buyer for Spider has earned income (as a principal) from the sale of the goods or services. Also‚ the net amount restrain (that is‚ the amount
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ACCT101 project Case5-3 1. Electric utility bills Method 1: As everyone knows‚ the electricity meters can be read every month. Therefore‚ in December the company will know the electricity usage of the former 12 months including that of December last year. And the usage of electricity in December this year can be included in the next year’s revenue. Method 2: Strictly speaking‚ the revenue recognized in method 1 is not earned in THIS YEAR. through the method of estimating the electricity usage
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Integrated Case 3-12 a. D’leon’s expansion did increase sales‚ however the companies net income‚ NWC and after-tax operating income suffered greatly at well‚ this is probably due to the huge increase in spending. b. The company’s expansion also restricted free cash flow greatly. c. Since the companies total liabilities almost tripled from 07-08 meaning one can assume they are indeed not paying their creditors/suppliers in a timely manner. d. Unfortunately operating costs are exceeding
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Case Study 3 - Cash Budget SCHEDULE OF EXPECTED CASH COLLECTIONS FROM CUSTOMERS: Credit Sales August September July ($30‚000 x 40%) 12‚000 August ($24‚000 x 60%)‚ September ($24‚000 x 40%) 14‚400 9‚600 September ($18‚000 x 60%) 10‚800 Total Cash Collections 26‚400 20‚400 SCHEDULE FOR EXPECTED PAYMENTS FOR PURCHASE OF INVENTORY Inventory purchases August September July ($65‚000 x 50%) 32‚500 August ($45‚000 x 50%)
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Case 6-3 Question 1: Westwood’s Gross Margin Percentage is calculated as (sales less cost of goods sold) as a percentage of net sales revenue. For Westwood it’s calculated as follows based on the financial statements (all in millions of dollars): 2010 Gross Margin: (2000-1100) = 900 2010 Sales Revenue = 2000 2010 Gross Margin Percentage = 45% 2009 Gross Margin: (1500 – 800) = 700 2009 Sales Revenue = 1500 2009 Gross Margin Percentage = 46.7% Westwood’s Pre-Tax Return on Sales
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Case Study 1 Springfield Express is a luxury passenger carrier in Texas. All seats are first class‚ and the following data are available: Number of seats per passenger train car 90 Average load factor (percentage of seats filled) 70% Average full passenger fare $ 160 Average variable cost per passenger $ 70
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Page COMPANY BACKGROUND 2 SWOT ANALYSIS 3 STRENGTHS 3 WEAKNESSES 4 OPPORTUNITIES 6 THREATS 7 Threat of Competitor 7 Threat of Buyer 7 Threat of Suppliers 7 Threat of Substitutes 8 Threat of New Entrance 8 Other threats 8 PROBLEMS / ISSUES 9 Lose of Market Share 9 Unethical Business Strategy 9 Product Disadvantage/Defect 10 Expensive Product‚ High
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Assign Case #2 Problem 7-37 (Bhavika Investments) Bhavika Investments‚ a group of financial advisors and retirement planners‚ has been requested to provide advice4 on how to invest $200‚000 for one of its clients. The client has stipulated that the money must be put into either a stock fund of a money market fund‚ and the annual return should be at least $14‚000. Other conditions related to risk have also been specified‚ and the following linear program was developed to help with this investment
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Lesson 3 Commercial viability Adapted from http://businesscasestudies.co.uk Creating value through the marketing mix An Aldi case study Introduction In increasingly competitive markets‚ consumers have a greater choice over where they buy their goods and services. For an organization to meet its business objectives‚ it has to find out what consumers require and then identify the best way in which it can satisfy these needs and wants. Creating a competitive advantage can be difficult. A unique marketing
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