... | | |Principles of Accounting II | | |1/13/2014-3/16/2014 | Copyright © 2011 by University of Phoenix. All rights reserved. Course Description This course introduces accounting concepts in a business environment. Students learn to create and apply accounting documents in making better business decisions. Other topics include plant assets, liabilities, accounting for corporations, investments, statements of cash flows, financial statement analysis, time value of money, payroll accounting, and other significant liabilities. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Where to Go to Class ...
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... | | |XACC/291 Version 1 | | |Principles of Accounting II | Copyright © 2011 by University of Phoenix. All rights reserved. Course Description This course introduces accounting concepts in a business environment. Students learn to create and apply accounting documents in making better business decisions. Other topics include plant assets, liabilities, accounting for corporations, investments, statements of cash flows, financial statement analysis, time value of money, payroll accounting, and other significant liabilities. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Weygandt, J. J., Kimmel...
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...27109-7285 Restaurant Development Group Memo To: Date: Re: Registered Students March 1st 2006 Restaurant Development Group’s Winston-Salem Project From: Mr. Bobbie Filet Introduction Restaurant Development Group (RDG) is considering opening a new restaurant in conjunction with the “Winston-Salem Partnership” group that is attempting develop a center of entertainment in downtown Winston-Salem, NC. As part of the project, the company plans to renovate an existing restaurant space in the downtown area and begin operations in six months. RDG has decided to hire several teams of professionals to handle various facets of the project. One team will work closely with city and county government officials to insure the project has strong support from all relevant government agencies. Another team will be responsible for developing the marketing plan and handling media and public relations to insure the project has a positive reception within the media. Finally, the finance and accounting team has responsibility for examining the financial viability of renovating the restaurant and developing a cash flow budget to determine how much cash will be needed open and operate the restaurant. You are part of this last team and are charged with preparing the necessary analyses. In addition to the “go or no-go” decision, RDG management wants to know whether the restaurant should be open for dinner only or open for lunch and dinner. The purpose of this memo is to ask you to examine the financial...
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...MGT 521 Complete Week 5 To Buy This material Click below link http://www.uoptutors.com/MGT-521/MGT-521-Complete-Week-5 MGT 521 Week 5 DQ 1 How could benchmarking be effectively used to achieve competitive advantage? Provide an example MGT 521 Week 5 DQ 2 One standard corporations use to evaluate their performance against their competitors is the set of rankings developed by Fortune magazine. These include the Fortune 500, the 100 Best Companies to Work For, and other lists. The public also uses these rankings to decide to what companies they should give their business; however, should they? Is there an intrinsic value in these rankings, or are they subjective? Should a business set a specific ranking on a list like this as a standard to be met? Support your assertions. MGT 521 Week 5 DQ 3 The text states that a multinational corporation may need to adapt its control measures across the different locations where it operates, to ensure each measure is relevant in each location. Given this, how can a manager at the home office recommend appropriate actions to reduce performance gaps for the other locations? Is this possible? Explain and support your answer. MGT 521 Week 5 DQ 4 How has the Sarbanes-Oxley Act (SOX) changed the system of corporate governance in publicly traded organizations in the United States? How has SOX adjusted the decisions managers must make when recommending actions to reduce performance gaps? MGT 521 Week 5 Individual Team Leadership Your...
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...MEMO Group 4 is recommending investors to hold their stocks in Stryker Corporation. This memo focuses on measures and additional information which support the position not to buy or sell, but to hold Stryker stock. Included are certain of the company’s liquidity and solvency ratios, along with profitability, dividends history and stock ratios. Stryker is a leading medical technology company based in Kalamazoo, MI. More than 2/3 of their sales are within the US, where most products are marketed directly to the medical community. The remaining sales are in over 100 countries through company-owned sales subsidiaries and branches, as well as through 3rd parties. Stryker sells 3 types of cutting edge, advanced technology products: Orthopaedics, Medical Surgery, and Neurotechnology and Spine1. In Stryker’s main revenue-generating product, Orthopaedics, the company is one of five leading competitors globally. Prior to the financial analysis, we highlight three major activities of the company in 2014: firstly, several mergers and acquisitions added expertise, customers and assets, the most intriguing being MAKO, which helps the company build out robotic arm assisted surgery; secondly, a major recall to its hip system occurred due to corrosion; and thirdly, the company continues to spend for patents and R&D. Stryker’s liquidity and solvency ratios appear far from impressive (see ref 1. Liquidity/Solvency). The Current and Debt to Assets ratios point to diminishing liquidity...
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...can to ensure that the next six weeks will be an enlightening and enjoyable learning experience for all of us. Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, this syllabus is considered the ruling document. Classroom Management Policies Breaks in the On Campus classes will be when deemed necessary. Please leave the classroom clean. Phones: Turn them off or keep them in silent mode. ***DO NOT answer the phone in the classroom. Laptop/notebook computers: If I determine the use of a laptop during class time is disruptive behavior that hinders or interferes with the educational process, you will be required to turn it off. Technical Support Technical Support is available 24 hours a day, 365 days a year. Call 1-877-832-4867, or use the e-mail support form. For answers to the most common issues, go to “Knowledge Base” by clicking Help, found at the top of every student Web site. Course Description See eCampus. Course Topics & Objectives See eCampus. Course Materials See eCampus. Participation In an intensive, collaborative learning environment such as that of University of Phoenix, class attendance is perhaps the most obvious and objective starting point as a measure for participation. If you are not in attendance, you miss out on many opportunities for learning. Consequently, if you miss class, you will not receive participation points for that week. Determination of participation...
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...CASE 21: AURORA TEXTILE COMPANY Q1. How has Aurora Textile performed over the past four years? Be prepared to provide financial ratios that clear present a clear picture of Aurora’s financial condition? A- From 1999 – 2002, Aurora Textiles Company’s financial performance was unappealing and disheartening. Like many of its competitors, Aurora had been struggling financially. The company had not responded quickly to the deteriorating business environment, and had suffered consecutive losses for the past four years. Figure 1: Net Earnings of Aurora Textile Company (1999-2002) The graph above shows the net earnings of the company from 1999-2002. As we see, throughout the years, the net earnings have declined and resulted in a loss, especially in 2001. This could be attributed to the business risks that arose from the intense competition that characterized the industry in which Aurora operates. Moreover in January 2005, the US textile industry experienced intense competition when the WTO lifted the ban on quotas, which worsened Aurora’s financial condition and its credit rating of BB. The main reason for the decline in net earnings was due to the textile industry facing difficult circumstances. Figure 2: Financial ratios (1999-2002) The above table shows the financial ratios of the company from 1999-2000. Measures of probability have worsened during these years as ROA and ROE have been declining. Net sales have been steadily declining which led to management’s...
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...laboratories and a major U.S. defense contractor. The operation is family owned and has been in business for 15 years. The company produces and sells three motors, named Motor 5, Motor 10, and Motor 15. Bob Noonan was recently hired as an accountant and reports to the controller, Jennifer Mackey. Bob has been performing routine types of accounting work, but he would like to become more involved in cost control and in analyses to help the managers make decisions. Recently, he performed a cost-volume-profit analysis of the company’s three products, as shown below. The analysis was based on data from last year’s accounting records. Prior Year Data | | Aggregate | Motor 15 | Motor 10 | Motor 5 | Sales at capacity (units) | 300,000 | | | | Actual volume (units) | 250,000 | 120,000 | 80,000 | 50,000 | Price per unit | $113.60 | $140.00 | $120.00 | $40.00 | Total revenue | $28,400,000 | $16,800,000 | $9,600,000 | $2,000,000 | Variable cost per unit | $85.60 | $125.00 | $62.50 | $28.00 | Total variable cost | $21,400,000 | $15,000,000 | $5,000,000 | $1,400,000 | Fixed costs | $6,000,000 | $900,000 | $4,500,000 | $600,000 | Operating profit | $1,000,000 | $900,000 | $100,000 | $0 | Ratios: | | | | | Variable cost to sales | 75.352% | 89.286% | 52.083% | 70.000% | Contribution margin ratio | 24.648% | 10.714% | 47.917% | 30.000% | Utilization of capacity | 83.333% | 40.000% | 26.667% | 16.667% | Breakeven point: | | | | | Units | 214,286 | | ...
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...laboratories and a major U.S. defense contractor. The operation is family owned and has been in business for 15 years. The company produces and sells three motors, named Motor 5, Motor 10, and Motor 15. Bob Noonan was recently hired as an accountant and reports to the controller, Jennifer Mackey. Bob has been performing routine types of accounting work, but he would like to become more involved in cost control and in analyses to help the managers make decisions. Recently, he performed a cost-volume-profit analysis of the company’s three products, as shown below. The analysis was based on data from last year’s accounting records. Prior Year Data | | Aggregate | Motor 15 | Motor 10 | Motor 5 | Sales at capacity (units) | 300,000 | | | | Actual volume (units) | 250,000 | 120,000 | 80,000 | 50,000 | Price per unit | $113.60 | $140.00 | $120.00 | $40.00 | Total revenue | $28,400,000 | $16,800,000 | $9,600,000 | $2,000,000 | Variable cost per unit | $85.60 | $125.00 | $62.50 | $28.00 | Total variable cost | $21,400,000 | $15,000,000 | $5,000,000 | $1,400,000 | Fixed costs | $6,000,000 | $900,000 | $4,500,000 | $600,000 | Operating profit | $1,000,000 | $900,000 | $100,000 | $0 | Ratios: | | | | | Variable cost to sales | 75.352% | 89.286% | 52.083% | 70.000% | Contribution margin ratio | 24.648% | 10.714% | 47.917% | 30.000% | Utilization of capacity | 83.333% | 40.000% | 26.667% | 16.667% | Breakeven point: | | | | | Units | 214,286 | | ...
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...will compromise it’s market position. Thus far, AMT has relied on short term credit, lease agreements, and the establishment of a connection with Biological Labs Inc. to meet the demand for their products and continue R&D patterns. Peter Haskins recently approached our bank because he had become dissatisfied with his loan agreement of $6 million at Sunnyvale Bank. Mr. Haskins explained that Sunnyvale Bank did not make an effort to understand his company and that they had adopted a very restrictive attitude that has limited AMT’s room for expansion. In the body of the memo we will provide the following: a general analysis, financial statement analysis, a review of the 5 C’s of Credit, and an investigation of Biological Labs ability to back AMT. At the conclusion of this memo we will offer our opinion as to whether or not a line of credit should be extended to AMT Corporation. General Analysis 1. Market Characteristics The medical instrument industry features fast growth, fierce competition and heavy investment in technology. 2. Products AMT develops and manufactures state-of-art medical instruments which require a significant amount of capital investment which...
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...operation is family owned and has been in business for 15 years. The company produces and sells three motors, named Motor 5, Motor 10, and Motor 15. Bob Noonan was recently hired as an accountant and reports to the controller, Jennifer Mackey. Bob has been performing routine types of accounting work, but he would like to become more involved in cost control and in analyses to help the managers make decisions. Recently, he performed a cost-volume-profit analysis of the company’s three products, as shown below. The analysis was based on data from last year’s accounting records. Prior Year Data Aggregate Motor 15 Motor 10 Motor 5 Sales at capacity (units) 300,000 Actual volume (units) 250,000 120,000 80,000 50,000 Price per unit $113.60 $140.00 $120.00 $40.00 Total revenue $28,400,000 $16,800,000 $9,600,000 $2,000,000 Variable cost per unit $85.60 $125.00 $62.50 $28.00 Total variable cost $21,400,000 $15,000,000 $5,000,000 $1,400,000 Fixed costs $6,000,000 $900,000 $4,500,000 $600,000 Operating profit $1,000,000 $900,000 $100,000 $0 Ratios: Variable cost to sales 75.352% 89.286% 52.083% 70.000% Contribution margin ratio 24.648% 10.714% 47.917% 30.000% Utilization of capacity 83.333% 40.000% 26.667% 16.667% Breakeven point: Units 214,286 Revenues $24,342,857 Bob asked Jennifer for an opportunity to present his CVP analysis at the next weekly managers’ meeting. Jennifer had used CVP in the past, but had not formally presented it to the...
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...Everett University Standard GPS Business and Gen Ed Syllabus |REGION |Central Virginia | |INSTRUCTOR |Dr. Edward Olanrewaju | |COHORT NUMBER |MBA 3174 | |COURSE NUMBER |BSA -518 | |COURSE TITLE |Business Research and Applications | |MEETING DATES |1/20/2016, 1/27, 2/03, 2/10, 2/17, 2/24, 03/02, 03/09, 03/16, 03/23 | |CLASS MEETING TIMES |6:00PM to 10:00PM | |LOCATION |Innsbrook/122 | |CONSULTATION HOURS |By Appointment | |PHONE...
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...understanding of a prospective client during the client acceptance decision process. [3] To raise issues relating to auditor independence in the context of client acceptance, both in terms of financial interests and the provision of non-audit services. To illustrate the subjective and sometimes difficult nature of the judgments involved in the client acceptance decision, and to give students the opportunity to justify a recommendation on client acceptance in the presence of both significant positive and negative factors. [5] To help students understand how information gathered in the client acceptance process can help the auditor in planning the audit if the client is accepted. [4] KEY FACTS The student takes on the role of a newly promoted audit manager recently given the task of considering factors and making a recommendation with respect to the acceptance of a new prospective client. The request to consider the engagement was received two weeks past the client’s fiscal year-end. The accounting firm, Barnes and Fischer, LLP, is a medium...
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...Cooper owns five convenience stores that sell food, beverages, and gasoline. The stores are open 24 hours a day, 7 days a week. The business has 20 employees who do not always work at the same store; rather, they are assigned to stores on a rotating basis. Two employees work the day shift but only one works the night shift from 10:00 p.m. to 7:00 a.m. Ms. Cooper manages the company’s overall operations from head office. Customer satisfaction has always been important to Mary and she visits each store at least once a week and spends several hours serving customers and working alongside her employees. This gives her the opportunity to evaluate customer satisfaction and assess the quality of service provided by the employees. Recently, Mary has noticed an increase in the number of credit card transactions declined by the bank. An analysis of the reasons given by the card issuers showed that several cases occurred after the customers had disputed the transactions. Mary has asked you, in your capacity as an internal auditing expert, to analyze the situation and inform her of your findings. Here is a description of sales for each of Ms. Cooper’s stores: 1. All sales are recognized on a cash basis, and the company accepts major credit cards and debit cards. 2. Each store has its own cash register which records all transactions. The files are uploaded once a week to the central system server located at the company’s head office. 3. At the head office sales data from each store...
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...Unit 3 Project 4-56 Part A: |Ratio |Analysis/Interpretation (Company trends, |High risk of |How does this affect your | | |comparison to industry) |misstatement? (and in |approach as an auditor as to | | | |which accounts) |how to test these areas? | |Inventory Turnover |They are not keeping a lot of ending inventory on |No |Check to see where the sales | | |hand | |are at & see what ending | | | | |inventory is like | |Debt/Equity Ratio |It appears that the company might be in trouble |Yes- |Check to see why their debt | | |financially |Liabilities & |has gone up in the last 2 | | | |stockholder’s equity |years. | |Days’ Sales in inventory |Their inventory is taking longer to turnover but |Yes - inventory |The sales in inventory are | | ...
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