Break Even Project Break Even Project Question PROJECT: The BREAK-EVEN Project is worth 20% of the total grade (or 200 points) in the class. For this project each student is to pull off of YahooFinance.com a full set so financials statement s (income statement, balance sheet and cash flow) for a company that they chose. Using the format should on the Break-Even Project Sheet they are to create a Break-Even Analysis for the company. The student is to identify whether they feel the company is a risky company (based on fixed costs) and how the company could improve they position. This should be no less than a 3 page paper.Break Even Analysis *Based on information from the 2005 Income Statement of Chipotle Company *Break even sales is the total fixed costs added to the variable costsIdentification of Variable Costs Cost of Revenues = $511,621,000 Identification of Fixed Costs ( some assumptions were made) Selling General and Administrative = $51,964,000 Interest Expense = $790,000 Others = $28,026,000 Fixed Costs = $80,780,0001. Calculation of Contribution Margin Revenues = $627,695,000 Minus Variable Costs = $511,621,000 Contribution Margin = $116,074,0002. Calculation of Break Even Variable Cost = $511,621,000 Fixed Costs = $80,780,000 Break Even = $592,401,000*To take it one step further I will assume that revenues are generated primarily from burrito sales at $5.60 each. 592,401,000/ 5.6 = 105,785,893*I estimate that Chipotle needs to sell roughly 105,800,000 burritos to break even based on the information supplied.
Gb590 unit 6 Ethical Leadership Gb590 unit 6 Ethical Leadership Question Create a Paper in Microsoft Word: In a paper, create a personal model of ethical leadership that you believe aligns with your personal values and morals, works in your organizational environment, meets the policies, laws and guidelines that are relevant to you, considers ethical decision-making, and uses at least two contemporary models of leadership: • Describe what ethics, morals and laws are and how they play a role in you being a leader or manager. • Synthesize the personal, organizational, national and global influences you need to consider as a leader, noting any conflicting influences. • Would any global influence affect how you operate in another country? For example, how might you respond to the solicitation for guanxi in China? • Explain your approach to ethical decision making. • Describe how two contemporary models of leadership define your personal leadership approach. • Describe your model of personal ethical leadership, as you would communicate it to your followers, in 50 words or less.• Reflect on the challenges you see in living your vision of ethical leadership.clude a references page using the six articles from the Week 5 Annotated Bibliography Assignment. These articles must be used in the body of the paper and cited.Remember to use section titles to organize the paper and communicate your logic to your readers. The paper should be 1500-2000 words in length. Write using APA format, and include a cover and reference page.• In
accounts help!!!!!!!! accounts help!!!!!!!! Question Principle of accounting10.8. fashion scenes ltd owns a chain of eight shops selling fashion goods in the past the company maintained a healthy cash balance .how ever this has fallen in recent months and at the end of the September 2011it had an overdraft of $70000 in view of this its managing director has asked you to prepare a cash forecast for the next six months .you have collected the following data .. oct nov dec jan feb mar Sales forecast 140 180 260 60 100 120Purchase 160 180 140 50 50 50Wages and the salaries 30 30 40 30 30 32Rent 60Rates 40Other expenses 20 20 20 20 20 20Refurbishing shops 80 inventory at 1 october amounted to $170,000 and accounts payable were $70,000 the purchase in October ,November December are contractually committed and the those shown for January February and march are the minimum necessary to restock withspring fashions cost of sales is 50%b of sales and supplies allow one months credit on purchase include depreciation of $10,000 per months . required (a).compute the cash balance at the end of each month for the six months to 31 march 2012. (b) compute the inventory levels at the end of each months for the six months to 31 march 2012. (c).prepare an income statement for the six months ended 31 march 2012. (d). what problems might fashion scenes ltd face in the six months and how would you attempt to overcome them.
The personal writing assessment should be about 600 words The personal writing assessment should be about 600 words Question Instructions: The personal writing assessment should be about 600 words. Format this MLA style. Correct grammar, paragraphing (paragraphs should be even and full), detail, and focus (don't shift focus mid paragraph). In the first part, give a complete picture of how you go about writing. Describe the process you normally go through, using examples from recent writing experiences. Mechanical procedures: When and where do you like to do your writing? (In my bedroom at my desk where it is quiet, I have three kids) Do you compose your drafts by hand, by typewriter, or by word processor? (Laptop) Subsequent drafts? Do you single-space or double-space your early drafts? (I do not discriminate against either I have no set way) do you compose directly at the terminal or do you write out a draft and then type it in? (I use Microsoft word first) Do you revise at the terminal or make changes on hard copy? (Both, depending when I find the mistake) Mental procedures: Do you procrastinate when you need to write? (depends on my work load and family life) Do you write a paper the night before it is due or spread your writing time out over several days? ( I spread load) Do you normally do exploratory writing such as freewriting and idea mapping? ( no preference) Do you organize your ideas before drafting or draft first and then organize?( depends on my day) How many drafts do you typically make? (as many as I need I really never counted) Writing preferences: Do you like to write?( NO) Least like to do?(I dislike scripted writing) Do you like to choose your own topics or have the teacher choose topics for you? (Own) Do you like open-ended assignments or assignments with clear guidelines and constraints? (Clear guidelines) How much time are you willing to put into a paper? (as needed for me to be happy) In the second part of your assessment, analyze your strengths and weaknesses as a writer. Address questions such as these: Strengths and weaknesses in final products: What have you been praised for or criticized for in the past as a writer? ( I suck at structuring im at times all over the place) How consistent are you in coming up with good ideas for your papers? (I like controversial ideas thy which gets me mixed reviews) In general, do you have trouble organizing your papers or is organization strength? (You decide) Are your sentences usually clear and grammatically correct? (Depends on how emotional my subject is to me) Do you have trouble with punctuation? (Yes) Are you a good speller? (Not without my laptop)
general business data bank general business data bank Question QUIZ 7 1. Question : (TCO 13) The process that involves repair on an emergency or priority basis is known as _____. Student Answer: proactive maintenance emergency maintenance failure maintenance preventive maintenance None of the above Instructor Explanation: Chapter 17, Page 650 Points Received: 0 of 2 Comments: 2. Question : (TCO 13) Infant mortality refers to which one of the following examples? Student Answer: High failure rate often encountered in the infancy of a product Failure of items used in the nursery ward of a hospital Failure of products with a very short life cycle Market failure of brand new products Low failure rate often encountered in the infancy of a product Instructor Explanation: Chapter 17, Page 654 Points Received: 0 of 2 Comments: 3. Question : (TCO 10) Which one of the following is not a component of job design? Student Answer: Job specialization Job reduction Self-directed teams Psychological components Motivation and incentive systems Instructor Explanation: Chapter 10, Page 392 Points Received: 2 of 2 Comments: 4. Question : (TCO 10) The behavioral approach to job design that involves adding tasks of requiring similar skills to an existing job is _____. Student Answer: job involvement job enrichment job enhancement job rotation None of the above Instructor Explanation: Chapter 10, Page 386 Points Received: 0 of 2 Comments: 5. Question : (TCO 10) When a worker obtains clear and timely information about his/her performance, his/her job is characterized by _____. Student Answer: feedback skill variety job identity job significance autonomy Instructor Explanation: Chapter 10, Page 387 Points Received: 2 of 2 Comments: 6. Question : (TCO 10) Methods analysis focuses on _____. Student Answer: the development of work procedures that are safe and produce quality products establishing time standards reducing the number of skills needed for the completion of a task issues such as the movement processes evaluating training programs to see if they are efficient Instructor Explanation: Chapter 10, Page 392 Points Received: 2 of 2 Comments: 7. Question : (TCO 10) Which of the following best describes mutual commitment in an organization? Student Answer: An instance in which management is committed to the employees and the employees are committed to management. Both management and the employees are committed to the same objective. Both management and the employees are committed, but to different objectives. Management obtains the commitment of the employees to a stated objective. Both management and the employees can rely on each other. Instructor Explanation: Chapter 10, Page 390 Points Received: 2 of 2 Comments: 8. Question : (TCO 10) Methods analysis employs which of the following charts? Student Answer: Process chart Flow diagram Activity chart Operations chart All of the above Instructor Explanation: Chapter 10, Page 393 Points Received: 2 of 2 Comments: 9. Question : (TCO 10) Shadow boards and foot printing are elements of _____. Student Answer: the Hawthorne studies workplace noise reduction project management in service firms the visual workplace specialization of labor Instructor Explanation: Chapter 10, Page 387 Points Received: 2 of 2 Comments: 10. Question : (TCO 10) The process when an employee accepts responsibility for decisions normally associated with management is _____. Student Answer: skill variety employee empowerment job significance feedback autonomy Instructor Explanation: Chapter 10, Page 387 Points Received: 2 of 2 Comments: Page: 1 * Times are displayed in (GMT-07:00) Mountain Time (US & Canada) Continue part 2 1. Question : (TCO 10) Match the following terms with their correct definitions. Student Answer: : Empowerment » 1 :Employee accepts responsibility for decisions : Job identity » 4 :Allowing the worker to perceive the job as a whole : Job significance » 5 :Providing a sense that a job has impact : Autonomy » 2 :Offering freedom & independence : Feedback » 3 :Providing clear, timely information about performance Instructor Explanation: Chapter 10, Pages 387-395 Points Received: 10 of 10 Comments: 2. Question : (TCO 10) What was the significance of the Hawthorne Studies? Student Answer: Instructor Explanation: Chapter 10, Page 387. They introduced psychology to the workplace. Points Received: 5 of 5 Comments: 3. Question : (TCO 10) What is the difference between vertical job expansion and horizontal job expansion? Student Answer: Instructor Explanation: Points Received: 5 of 5 Comments: 4. Question : (TCO 10) What is the visual workplace? Student Answer: Instructor Explanation: Points Received: 5 of 5 Comments: 5. Question : (TCO 13) What effect does variability have on reliability? Student Answer: Instructor Explanation: Points Received: 5 of 5 Comments: 6. Question : (TCO 13) Explain how employee empowerment can assist in the maintenance function? Student Answer: Instructor Explanation: Points Received: 5 of 5 Comments: 7. Question : (TCO 13) Discuss how redundancy improves product reliability in two or more sentences. * Times are displayed in (GMT-07:00) Mountain Time (US & Canada)
A Case for Student Communication A Case for Student Communication Question Read "Read-Only Participants: A Case for Student Communication in Online Classes" by Nagel, Blignaut, and Cronje. After reading the Nagel, Blignaut, and Cronje article, write a 250-500 word summary of it.Refer to the guidelines for writing an effective summary.Be sure to include a discussion of the research problem, questions, method, findings, and implications discussed by the authors. Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required. Contentiously here's the recanted identified link:http://repository.up.ac.za/xmlui/bitstream/handle/2263/10169/Nagel_Read(2008).pdf?sequence=1.
a bond that has a $1000 par value(face value) and a contract or coupon interest a bond that has a $1000 par value(face value) and a contract or coupon interest Question a bond that has a $1000 par value(face value) and a contract or coupon interest rate of 11.2%. The bonds have a current market value of 1,123 and will mature in 10 years. The firms,s marginal tax rate is 34%. What is the cost of capital from this bond debt?
answer the questions answer the questions Question Starting a Conversation: Respond to “In Praise of Chain Stores” Every well-traveled cosmopolite knows that America is mind-numbingly monotonous—the most boring country to tour, because everywhere looks like everywhere else,” as the columnist Thomas Friedman once told Charlie Rose. Boston has the same stores as Denver, which has the same stores as Charlotte or Seattle or Chicago. We live in a “Stepford world,” says Rachel Dresbeck, the author ofInsiders’ Guide to Portland, Oregon. Even Boston’s historic, she complains, is “dominated by the Gap, Anthropologie, Starbucks, and all the other usual suspects. Why go anywhere? Every place looks the same.” This complaint is more than the old worry,back to the 1920s, that the big guys are putting Mom and Pop out of business. Today’s critics focus less on what isn’t there—Mom and Pop—than on what is. Faneuil Hall actually has plenty of locally owned businesses, from the Geoclassics store selling minerals and jewelry, to Pizzeria Regina (“since 1926”). But you do find the same chains everywhere. The suburbs are the worst. Take Chandler, Arizona, just south of Phoenix. At, the area’s big shopping mall, you’ll find P. F. Chang’s, California Pizza Kitchen, Chipotle Mexican Grill, and the Cheesecake Factory. Drive along Chandler’s straight, flat boulevards, and you’ll see Bed Bath & Beyond and Linens-n-Things; Barnes & Noble and Borders; PetSmart and Petco; Circuit City and Best Buy; Lowe’s and; CVS and Walgreens. Chandler has the Apple Store and Pottery Barn, the Gap and Ann Taylor, Banana Republic and DSW, and, of course, Target and Wal-Mart, Starbucks and McDonald’s. For people allergic to brands, Chandler must be hell—even without the 110-degree days. One of the fastest-growing cities in the country, Chandler is definitely the kind of place urbanists have in mind as they intone, “When every place looks the same, there is no such thing as place anymore.” Like so many towns in America, it has lost much of its historic character as a farming community. The annualstill honors one traditional product, but these days Chandler raises more subdivisions and strip malls than ostrich plumes or cotton, another former staple. Yet it still refutes the common assertion that national chains are a blight on the landscape, that they’ve turned American towns into an indistinguishable “geography of nowhere.” The first thing you notice in Chandler is that, as a broad empirical, the cliché that “everywhere looks like everywhere else” is obvious nonsense. Chandler’s land and air and foliage are peculiar to the desert Southwest. The people dress differently. Even the cookie-cutter housing developments, with their xeriscaping and washed-out desert palette, remind you where you are. Forget New England clapboard, Carolina columns, or yellow Texas brick. In the intense sun of Chandler, the red-tile roofs common in California turn a pale, pale pink. Stores don’t give places their character. Terrain and weather and culture do. Familiar retailers may take some of the discovery out of travel—to the consternation of journalists looking for obvious local color—but by holding some of the commercial background constant, chains make it easier to discern the real differences that define a place: the way, for instance, that people in Chandler come out to enjoy the summer twilight, when the sky glows purple and the dry air cools. Besides, the idea that America was once filled with wildly variedestablishments is largely a myth. Big cities could, and still can, support more retail niches than small towns. And in a less competitive national market, there was certainly more variation in business efficiency—in prices, service, and merchandise quality. But the range of retailingideasin any given town was rarely that great. One deli or diner or lunch counter or cafeteria was pretty much like every other one. A hardware store was a hardware store, a pharmacy a pharmacy. Before it became a ubiquitous part of urban life, Starbucks was, in most American cities, a radically new idea Chains do more than bargain down prices from suppliers or divide fixed costs across a lot of units. They rapidly spread economic discovery—the scarce and costly knowledge of what retail concepts and operational innovations actually work. That knowledge can be gained only through the expensive and time-consuming process of trial and error. Expecting each town to independently invent everyis a prescription for real monotony, at least for the locals. Chains make a large range of choices available in more places. They increase local variety, even as they reduce the differences from place to place. People who mostly stay put get to have experiences once available only to frequent travelers, and this loss of exclusivity is one reason why frequent travelers are the ones who complain. When Borders was a unique Ann Arbor institution, people in places like Chandler—or, for that matter, Philadelphia and Los Angeles—didn’t have much in the way of bookstores. Back in 1986, when California Pizza Kitchen was an innovative local restaurant about to open its second location, food writers at the L.A.Dailydeclared it “the kind of place every neighborhood should have.” So what’s wrong if the country has 158 neighborhood CPKs instead of one or two? The process of multiplication is particularly important for fast-growing towns like Chandler, where rollouts of established stores allow retail variety to expand as fast as the growing population can support. I heard the same refrain in Chandler that I’ve heard in similar boomburgs elsewhere, and for similar reasons. “It’s got all the advantages of a small town, in terms of being friendly, but it’s got all the things of a big town,” says Scott Stephens, who moved from Manhattan Beach, California, in 1998 to work for Motorola. Chains let people in a city of 250,000 enjoy retail amenities once available only in a huge metropolitan center. At the same time, familiar establishments make it easier for people to make a home in a new place. When Nissan recently moved its headquarters from Southern California to Tennessee, an unusually high percentage of its Los Angeles–area employees accepted the transfer. “The fact that Starbucks are everywhere helps make moving a lot easier these days,” a rueful Greg Whitney, vice president of business development for the Los Angeles County Economic Development Corporation, told theLos Angeles Timesreporter John O’Dell. Orth Hedrick, aproduct manager, decided he could stay with the job he loved when he turned off the interstate near Nashville and realized, “You could really be Anywhere, U.S.A. There’s a great big regional shopping mall, and most of the stores and restaurants are the same ones we see in California. Yet a few miles away you’re in downtown, and there’s lots of local color, too.” Contrary to the rhetoric of bored cosmopolites, most cities don’t exist primarily to please tourists. The children toddling through the Chandler mall hugging their soft Build-A-Bear animals are no less delighted because kids can also build a bear in Memphis or St. Louis. For them, this isn’t tourism; it’s life—the experiences that create the memories from which the meaning of a place arises over time. Among Chandler’s most charming sights are the-casual dads joining their wives and kids for lunch in the mall food court. The food isn’t the point, let alone whether it’s from Subway or Dairy Queen. The restaurants merely provide the props and setting for the family time. When those kids grow up, they’ll remember the food court as happily as an older generation recalls the diners and motels of Route 66—not because of the businesses’ innate appeal but because of the memories they evoke. The contempt for chains represents a brand-obsessed view of place, as if store names were all that mattered to a city’s character. For many critics, the name on the store reallyisall that matters. The planning consultant Robert Gibbs works with cities that want to revive their downtowns, and he also helps developers find space for retailers. To his frustration, he finds that many cities actually turn away national chains, preferring a moribund downtown that seems authentically local. But, he says, the same local activists who oppose chains “want specialty retail that sells exactly what the chains sell—the same price, the same fit, the same qualities, the same sizes, the same brands, even.” You can show people pictures of a Pottery Barn with nothing but the name changed, he says, and they’ll love the store. So downtown stores stay empty, or sell low-value tourist items like candles and kites, while the chains open on the edge of town. In the name of urbanism, officials and activists in cities like Ann Arbor and Fort Collins, Colorado, are driving business to the suburbs. “If people like shopping at the Banana Republic or the Gap, if that’s your market—or Payless Shoes—why not?” says an exasperated Gibbs. “Why not sell the goods and services people want?” In your writer’s notebook, record your analysis of Postrel’s essay by responding to the following questions: Postrel’s argument is more specific and thorough than her title might suggest. What is her thesis? What does she expect readers to believe or do after reading her essay? Postrel’s introductory paragraphs quote writers and pundits who dislike retail chains, without disputing them. What purposes do these paragraphs serve in her essay? Why is it essential for her argument to cite these views early on? Who or what are “cosmopolites,” and how are they related to readers of The Atlantic Monthly? According to Postrel, what do their assumptions about small towns reveal about their social, economic, and geographic biases? Postrel refers to “place” and “local color” at several points in her essay. What do these terms mean? In what ways are their definitions central to her argument? According to Postrel, how might a misplaced hostility to retail chains actually harm some communities? What specific advantages does she claim these stores provide, and who benefits from them? What kinds of evidence does she offer to prove her point?
general business data bank accounts general business data bank accounts Question 51. In regard to the investigation of variances under uncertainty, which of the following is not a positive (i.e., desirable) combination of courses of actionand states of nature? A. Investigate; a random fluctuation has occurred. B. Do not investigate; a random fluctuation has occurred. C. Do not investigate; a noncontrollable fluctuation has occurred. D. Investigate; a nonrandom fluctuation has occurred. 52. The difference between the total factory overhead cost in the flexible budget for the actual units produced and the amount of factory overhead cost applied to products using the standard overhead rate is called the factory overhead ______________ A. Flexible-budget variance. B. Production-volume variance. C. Total fixed cost variance. D. Efficiency variance. E. Controllable variance. 53. The difference between total factory overhead cost incurred during a period and the total standard factory overhead cost assigned to production of the period is the ______________ A. Flexible-budget variance. B. Production-volume variance. C. Total factory overhead variance. D. Overhead efficiency variance. E. Total overhead spending variance. 54. For product-costing purposes, which of the following statements is true? A. It is necessary to "unitize" fixed overhead costs, under the absorption or full-costing approach. B. The amount of standard fixed overhead costs for product-costing and control purposes is the same. C. Only standard variable overhead costs are included since these costs change in response to cost drivers. D. Standard costing is not permissible under generally accepted accounting principles. E. Total fixed overhead costs are applied as a "lump-sum" amount. 55. All of the following choices exist for defining the denominator volume (denominator activity level) for assigning fixed overhead costs in a standard cost system, except: A. Budgeted capacity utilization. B. Actual capacity utilization. C. Theoretical capacity. D. Practical capacity. E. Normal capacity. 56. In terms of allocating fixed overhead cost to products, generally accepted accounting principles: A. Require that such allocations be based on normal capacity. B. Allow for the use of either practical capacity or theoretical capacity. C. Don't apply since the resulting data are used only internally (for control purposes). D. Specify only that such costs be "reasonably allocated" to outputs. 57. For internal reporting purposes, it is recommended that fixed overhead allocation rates in a standard costing system be based on: A. Budgeted capacity usage. B. Theoretical capacity since this is the level required under generally accepted accounting principles. C. Actual capacity utilization. D. Expected capacity usage. E. Practical capacity. 58. The "death-spiral" effect refers to: A. The allocation of fixed overhead costs over time to an increasing volume of output. B. A possible consequence when variable, not full, costing is used. C. A likely consequence when fixed overhead allocation rates are based on practical capacity. D. The continual raising of prices in an attempt to recover fixed costs. E. Increases in product demand over time in response to increases in fixed promotional costs. 59. Which one of the following journal entries in a standard cost system is needed to record the completion of production for the period? A. A debit to Work-in-Process Inventory, at standard cost. B. A debit to Work-in-Process Inventory, at actual cost. C. A credit to Cost of Goods Sold, at standard cost. D. A debit to Finished Goods Inventory, at standard cost. E. A debit to Finished Goods Inventory, at actual cost. 60. Which one of the following journal entries in a standard cost system is needed at the end of the period to close out to Cost of Goods Sold an unfavorable production-volume variance? A. A credit to Finished Goods Inventory, at standard cost. B. A credit to Cost of Goods sold, at standard cost. C. A credit to Cost of Goods sold, at actual cost. D. A debit to the Production-Volume Variance account. E. A debit to Cost of Goods sold. 61. Which one of the following journal entries in a standard cost system would be used to apply factory overhead costs to production? A. A debit to the factory overhead account, at standard cost. B. A credit to the factory overhead account, at standard cost. C. A debit to WIP inventory, at actual cost. D. A credit to Finished Goods Inventory, at standard cost. 62. Some accountants would argue that any variances from standard costs, when such standards are current, should be written off to cost of goods sold. The principal rationale for this treatment is: A. This is the treatment required currently under generally accepted accounting principles. B. To allocate such variances implies that asset values on the balance sheet (i.e., inventories) contain the cost of inefficiencies. C. The negligible effect this treatment has on total cost of goods sold for the period. D. Consistency with current income tax provisions. 63. If standard cost variances are allocated (i.e., prorated) to inventory and cost of goods sold (CGS) accounts at the end of a period, which of the following is correct? A. Conceptually, the amount allocated to each account is based on the relative amount of the current period's standard cost in the end-of-period balance in each account. B. The resulting balances represent relative actual cost in each of the affected accounts. C. There is a presumption that the net variance for the period is immaterial in amount. D. The amount allocated to inventories is generally larger than the amount allocated to CGS. 64. Which of the following statement is true regarding choice of the denominator volume level in conjunction with the process of allocating fixed manufacturing costs to production? A. The choice typically will affect end-of-period asset values, but not the production-volume variance for the period. B. The choice is important only if the company in question uses variable costing. C. Under absorption (full) costing, this choice can affect reported profits for the period. D. This choice has no effect on the standard overhead cost-allocation rate. E. The choice affects the standard overhead cost-allocation rate but not product cost. 65. When a company uses absorption costing, there is the potential for income manipulation based on choice of the denominator volume for setting the fixed overhead allocation rate. In which case is this manipulation-potential manifested? A. When sales volume > production volume, and the production-volume variance is prorated to inventories and cost of goods sold at the end of the period. B. When sales volume < production volume, and the production-volume variance is prorated to inventories and cost of goods sold at the end of the period. C. When the production-volume variance is written off entirely as an adjustment to cost of goods sold at the end of the period. D. When budgeted output is used to develop the standard overhead cost-allocation rate. 66. The following budget data pertain to the Machining Department of Yolkenverst Co.: The company prepared the budget at 85% of the maximum capacity level. The department uses machine hours as the basis for applying standard factory overhead costs to production. The standard fixed overhead application rate for the Machining Department is: A. $2.89 per machine hour. B. $3.40 per machine hour. C. $3.47 per machine hour. D. $4.08 per machine hour. E. $8.50 per machine hour. 67.The following budget data pertain to the Machining Department of Yolkenverst Co.: The company prepared the budget at 85% of the maximum capacity level. The department uses machine hours as the basis for applying standard factory overhead costs to production. The budgeted total factory overhead for the Machining Department is: A. $617,100. B. $875,000. C. $883,500. D. $892,500. E. $1,050,000. A. The following budget data pertain to the Machining Department of Yolkenverst Co.: The company prepared the budget at 85% of the maximum capacity level. The department uses machine hours as the basis for applying standard factory overhead costs to production. During the year the Machining Department produced 50,000 units, consuming 127,500 machine hours and incurring $433,500 of fixed overhead. For the current year the department has a production-volume variance of: A. $0. B. $3,400 unfavorable. C. $3,600 unfavorable. D. $7,000 unfavorable. E. $8,500 unfavorable. 69. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: The total actual variable factory overhead cost incurred during the year was: A. $13,000. B. $14,000. C. $14,100. D. $14,400. E. $15,000. F. A 70. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: The standard fixed overhead application rate is: A. $1.00 per machine hour. B. $2.00 per machine hour. C. $3.00 per machine hour. D. $4.00 per machine hour. E. $5.00 per machine hour. 71. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: The variable overhead spending variance is: A. $600 unfavorable. B. $1,000 favorable. C. $1,400 unfavorable. D. $1,500 favorable. E. $2,100 favorable. 72. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: The variable factory overhead efficiency variance is: A. $600 unfavorable. B. $1,000 favorable. C. $1,400 unfavorable. D. $1,500 favorable. E. $2,100 favorable. 73. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: The factory overhead production-volume variance is: A. $600 unfavorable. B. $1,000 favorable. C. $1,400 unfavorable. D. $1,500 favorable. E. $2,100 favorable. 74. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: Under a three-variance breakdown (decomposition) of the total factory overhead variance, the total factory overhead spending variance is: A. $0. B. $600 unfavorable. C. $1,400 favorable. D. $1,400 unfavorable. E. $2,000 favorable. 75. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: Under a three-variance breakdown (decomposition) of the total factory overhead variance, the factory overhead efficiency variance is: A. $400 favorable. B. $600 unfavorable. C. $1,400 favorable. D. $1,400 unfavorable. E. $2,000 favorable. 76. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: Under a three-variance breakdown (decomposition) of the total factory overhead variance, the factory overhead production-volume variance is: A. $400 favorable. B. $600 unfavorable. C. $1,400 favorable. D. $1,400 unfavorable. E. $2,000 favorable. 77. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: Under a two-variance breakdown (decomposition) of the total factory overhead variance, the factory overhead controllable variance (i.e., total flexible-budget variance) is: A. $400 favorable. B. $600 unfavorable. C. $1,400 favorable. D. $1,400 unfavorable. E. $2,000 favorable. 78. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: Under a two-variance breakdown (decomposition) of the total factory overhead variance, the factory overhead efficiency variance is: A. $0. B. $400 favorable. C. $600 unfavorable. D. $1,400 favorable. E. $1,400 unfavorable. 79. The following information is available from Thinnews Co., a company that uses machine hours to apply factory overhead: Under a two-variance breakdown (decomposition) of the total factory overhead variance, the factory overhead production-volume variance is: A. $400 favorable. B. $600 unfavorable. C. $1,400 favorable. D. $1,400 unfavorable. E. $2,000 favorable. 80. Bonehead Co. has the following factory overhead costs: The total overhead flexible-budget (FB) variance is: A. $4,000 unfavorable. B. $7,000 favorable. C. $10,000 favorable. D. $11,000 unfavorable. E. $14,000 unfavorable. 81. Bonehead Co. has the following factory overhead costs: The factory overhead production-volume variance is: A. $4,000 unfavorable. B. $7,000 favorable. C. $10,000 favorable. D. $11,000 unfavorable. E. $14,000 unfavorable. 82. Bonehead Co. has the following factory overhead costs: The total underapplied or overapplied factory overhead for the period is: A. $4,000 underapplied. B. $7,000 overapplied. C. $10,000 overapplied. D. $11,000 underapplied. E. $14,000 underapplied. 83. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The standard variable overhead application rate per direct labor hour in 2010 was: A. $4.30. B. $4.50. C. $6.90. D. $9.30. E. $9.60. 84. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The total budget for fixed factory overhead in 2010 was: A. $230,400. B. $259,200. C. $265,200. D. $276,480. E. $288,000. 85. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. Under the assumption that the total budgeted fixed overhead for 2011 is the same as it was for 2010, what is the standard fixed overhead application rate per direct labor hour for 2011? A. $4.30. B. $4.50. C. $6.90. D. $9.30. E. $9.60. 86. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The variable overhead efficiency variance in 2010 is: A. $3,440 favorable. B. $8,000 unfavorable. C. $9,200 favorable. D. $11,440 unfavorable. E. $17,200 unfavorable. 87. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The factory overhead spending variance in 2010, based on a three-variance breakdown (decomposition) of the total overhead variance is: A. $3,200 favorable. B. $11,440 unfavorable. C. $15,040 favorable. D. $17,280 favorable. E. $17,440 unfavorable. 88. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The variable overhead spending variance in 2010 is: A. $6,000 unfavorable. B. $8,000 unfavorable. C. $9,200 favorable. D. $11,440 unfavorable. E. $17,440 unfavorable. 89. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The fixed overhead production-volume variance in 2010 is: A. $11,280 favorable. B. $17,280 favorable. C. $28,800 unfavorable. D. $34,800 unfavorable. E. $51,840 favorable. 90. Bluecap Co. uses a standard cost system and flexible budgets for control purposes. The following budgeted information pertains to 2010: During 2010, Bluecap worked 28,000 direct labor hours and manufactured 9,600 units. The actual factory overhead was $14,000 greater than the flexible budget amount for the units produced, of which $6,000 was due to fixed factory overhead. In preparing a budget for 2011 Bluecap decided to raise the level of operation to 90% of capacity, to manufacture 9,000 units at a budgeted total of 27,000 direct labor hours. The total overhead variance in 2010 is: A. $14,000 unfavorable. B. $15,040 favorable. C. $17,280 favorable. D. $37,840 favorable. E. $37,840 unfavorable. 91. Neptune Inc. uses a standard cost system and has the following information for April: The total underapplied or overapplied factory overhead is: A. $1,900 underapplied. B. $1,900 overapplied. C. $3,200 underapplied. D. $3,200 overapplied. E. $5,100 overapplied. 92. Neptune Inc. uses a standard cost system and has the following information for April: The total factory overhead spending variance is: A. $940 unfavorable. B. $1,040 favorable. C. $1,980 favorable. D. $2,160 favorable. E. $3,200 favorable. 93. Neptune Inc. uses a standard cost system and has the following information for April: The factory overhead production-volume variance is: A. $940 unfavorable. B. $1,040 favorable. C. $1,980 favorable. D. $2,160 favorable. E. $3,200 favorable. 94. Neptune Inc. uses a standard cost system and has the following information for April: The variable factory overhead efficiency variance is: A. $940 unfavorable. B. $1,040 favorable. C. $1,980 favorable. D. $2,160 favorable. E. $3,200 favorable. 95. Neptune Inc. uses a standard cost system and has the following information for April: The total factory overhead flexible-budget variance is: A. $940 unfavorable. B. $1,040 favorable. C. $1,980 favorable. D. $2,160 favorable. 96. At the denominator activity level, Norland Company's total overhead budget for 25,000 units of production shows variable overhead costs of $36,000 and fixed overhead costs of $32,000. During the most recent period, the company incurred total overhead costs of $61,400 to manufacture 20,000 units. The total factory overhead flexible-budget variance is: A. $200 favorable. B. $600 unfavorable. C. $6,000 unfavorable. D. $6,600 favorable. E. $7,000 unfavorable. 97. At the denominator activity level, Norland Company's total overhead budget for 25,000 units of production shows variable overhead costs of $36,000 and fixed overhead costs of $32,000. During the most recent period, the company incurred total overhead costs of $61,400 to manufacture 20,000 units. The total factory overhead variance is: A. $200 favorable. B. $600 unfavorable. C. $6,000 unfavorable. D. $6,600 favorable. E. $7,000 unfavorable. 98. Xero Company's standard factory overhead rate is $3.75 per direct labor hour (DLH), calculated at 90% capacity = 900 standard DLHs. In December, the company operated at 80% of capacity, or 800 standard DLHs. Budgeted factory overhead at 80% of capacity is $3,150, of which $1,350 is fixed overhead. For December, the actual factory overhead cost was $3,800 for 840 actual DLHs, of which $1,300 was for fixed factory overhead. What is the factory overhead production-volume variance for December? A. $0. B. $150 unfavorable. C. $225 favorable. D. $425 unfavorable. E. $650 unfavorable. 99. Xero Company's standard factory overhead rate is $3.75 per direct labor hour (DLH), calculated at 90% capacity = 900 standard DLHs. In December, the company operated at 80% of capacity, or 800 standard DLHs. Budgeted factory overhead at 80% of capacity is $3,150, of which $1,350 is fixed overhead. For December, the actual factory overhead cost was $3,800 for 840 actual DLHs, of which $1,300 was for fixed factory overhead. If the company uses a two-way breakdown (decomposition) of the total overhead variance, what is the total factory overhead flexible-budget variance for December? A. N/A—this variance doesn't exist under a two-way breakdown of the total overhead variance. B. $225 favorable. C. $425 unfavorable. D. $650 unfavorable. E. $690 unfavorable. 100. Xero Company's standard factory overhead rate is $3.75 per direct labor hour (DLH), calculated at 90% capacity = 900 standard DLHs. In December, the company operated at 80% of capacity, or 800 standard DLHs. Budgeted factory overhead at 80% of capacity is $3,150, of which $1,350 is fixed overhead. For December, the actual factory overhead cost was $3,800 for 840 actual DLHs, of which $1,300 was for fixed factory overhead. Assuming the use of a two-way breakdown (decomposition) of the total overhead variance, what is the factory overhead efficiency variance for December? A. N/A—this variance does not exist under a two-way breakdown of the total overead variance. B. $90 unfavorable. C. $150 unfavorable. D. $225 favorable. E. $425 unfavorable.
general business data bank general business data bank Question 1. U.S. businesses spent about ________ on online transactions with other businesses in 2002 as compared to consumer online purchases of $71 billion during the same time period. a. $650 billion b. $500 billion c. $482 billion d. $225 billion e. $53 billion 2. With respect to e-procurement, Web sites are organized around two types of e-hubs: ________. a. vertical and horizontal hubs b. vertical and functional hubs c. functional hubs and organizational hubs d. supplier and user hubs e. manufacturer and supplier hubs 3. With respect to e-procurement, Coca-Cola, Sara Lee, Kraft, PepsiCo, Gillette, P&G, and several other companies joined forces to form a ________ called Transora to use their combined leverage to obtain lower prices for raw materials. a. manufacturer’s co-op b. supplier’s co-op c. middleman group d. buying alliance e. cabal 4. Business-to-business cyberbuying is flourishing on the Internet. So far, most of the products that businesses are buying electronically are ________, and travel and entertainment services. a. promotion services such as advertising b. HR services (e.g., employee recruitment) c. MRO materials (maintenance, repair, and operations) d. food services e. marketing research services 5. Moving into e-procurement has many benefits. Which of the following would not be among those benefits? a. Aggregating purchasing across multiple departments gains larger volume discounts. b. Aggregating purchasing across multiple departments gains centrally negotiated volume discounts. c. There is less buying of substandard goods from outside the approved list of suppliers. d. A smaller purchasing staff is required. e. Purchasing gains a significant leverage with top management because of its management team. 6. With respect to e-procurement commitment, in 2003 ________ was named number one in BtoBmagazine’s annual ranking of the top B-to-B Web sites because of its ability to generate sales (about 55 percent of the company’s total sales) and commitment to the process. a. Coca-Cola b. Dell Computers c. Hewlett-Packard d. Cadillac e. Boeing 7. In the proposal solicitation process, ________ should be marketing documents that describe value and benefits in customer terms. a. written proposals b. oral proposals c. e-proposals d. alliance proposals e. global proposals 8. Xerox qualifies only suppliers who meet the ISO 9000 quality standards, but to win the company’s top award—certification status—a supplier must first complete ________. a. government certification b. an extensive ethics statement evaluation c. the Xerox Multinational Supplier Quality Survey d. a company training and indoctrination period e. a Malcolm Baldridge National Quality Award entry form and then enter 9. All of the following are considered to be methods of assessing customer value EXCEPT ________. a. direct survey questions b. exit interviewing c. focus-group value assessment d. conjoint analysis e. benchmarks 10. According to purchasing professionals, which of the following is considered to be the major responsibility of the purchasing agent in supplier negotiations? a. Forming networks for future business. b. Assuring quality conformance. c. Being fair with all parties. d. To use a team approach in negotiations. e. Negotiating price. 11. If an industrial buyer leases heavy equipment like machinery and trucks rather than purchasing them, the lessee gains several advantages. Which of the following would NOT be among those advantages? a. Higher quality products. b. Conserving capital. c. Getting the latest products. d. Receiving better service. e. Some tax advantages. 12. “OTIFNE” is a term that summarizes three desirable outcomes of a B-to-B transaction: OT—deliver on time; IF—in full; and, NE—________. a. no error b. no emergencies c. non-experimental d. new entrepreneurs e. need equipment 13. Corporate credibility depends on three factors: corporate expertise, corporate trustworthiness, and ________. a. corporate manpower b. corporate mission statement c. corporate likeability d. corporate governance e. corporate management structure 14. Cannon and Perreault found that buyer-suppler relationships differed according to four factors. Which of the following would NOT be among those factors? a. Importance of supply. b. Complexity of supply. c. Availability of alternatives. d. Supply market dynamism. e. Demand market conservatism. 15. According to Cannon and Perreault, buyer-supplier relationships fall into eight different categories. Which of the following relationships is characterized as being one that has much trust and commitment leading to a true partnership? a. Mutually adaptive b. Collaborative c. Basic buying and selling d. Customer supply e. Cooperative systems 16. In the ________ category of Cannon and Perreault’s buyer-supplier relationship categorization, although bonded by a close, cooperative relationship, the seller adapts to meet the customer’s needs without expecting much adaptation or change on the part of the customer in exchange. a. contractual transaction b. cooperative system c. collaborative d. mutually adaptive e. customer is king 17. Vertical coordination can facilitate stronger customer-seller ties but at the same time may increase the risk to consumer’s and supplier’s ________ (e.g., those expenditures tailored to a particular company and value chain partner). a. logistics channel b. independent operations c. specific investments d. leverage ability e. liquidity situation 18. The ________ market consists of schools, hospitals, nursing homes, prisons, and other institutions that must provide goods and services to people in their care. a. vertical b. nonprofit c. spot d. secondary business e. institutional 19. With purchases of $200 billion annually in goods and services, ________ is the largest customer in the world. a. Wal-Mart b. Grainger c. the State of California d. the U.S. government e. Latin America True/False 20. Webster and Wind define organizational buying as the decision-making process by which formal organizations establish the need for purchased products and services and identify, evaluate, and choose among alternative brands and suppliers. 21. The business market is essentially the same thing as the consumer market. 22. The demand for business goods is ultimately derived from the demand for raw materials. 23. The total demand for many business goods and services is inelastic—that is, not much is affected by price changes. Answer: True 24. In the straight rebuy, “out-suppliers” try to get a small order and then enlarge their purchase share over time. 25. Over time, new-buy situations become straight rebuys and routine purchase behavior. 26. Most business buyers, preferring to spread their risk, reject what is called systems buying from one seller. 27. Systems selling is a key industrial marketing strategy in bidding to build large-scale industrial projects such as dams or pipelines. 28. The buying centeris where consumers go to purchase their goods and services. 29. Initiators are those who authorize the proposed action of deciders or buyers. 30. Users perform all seven roles in the buying center because of their direct tie to the product and what it is supposed to do. 31. The typical buying center has a minimum of two to three people even though large companies may have more performing this function. 73. Webster cautions that ultimately, organizations not individuals make purchasing decisions. 74. In the business market, small sellers concentrate on reaching as many participants as possible because their chances of success are slim. 75. To gold-standard customers, a seller is wise to use what is called quality selling. 76. To effectively sell to price-oriented customers, a company is wise to use transactional selling. 77. One of the forms of solution selling is to provide solutions to enhance customer revenues.Answer: True 78. Today, purchasing departments occupy a relatively low position in the management hierarchy and answer primarily to the vice-president of marketing. 79. If a company’s purchasing department focus is short term and tactical, it is said to have a buying orientation. 80. When business buyers work simultaneously to seek quality improvements and cost reductions, the business buyers are said to have a demand orientation.