The price of an I pod dropped from $299.99 to $180.5. What was the percent decrease in price?
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(round to the nearest tenth)
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University of Missouri St Louis Sanyo Solar Cell Factory Costing Worksheet
Sanyo’s Solar Cell Factory in Salem, Oregon, produces monocrystalline solar cells which are used by another Sanyo divisi ...
University of Missouri St Louis Sanyo Solar Cell Factory Costing Worksheet
Sanyo’s Solar Cell Factory in Salem, Oregon, produces monocrystalline solar cells which are used by another Sanyo division to make large industrial solar panels.The Solar Cell Factory keeps its own set of books, and so records revenue (and cost of goods sold) when they transfer the solar cells to the solar panel division. Sanyo uses a standard costing system in which all over/under applied costs are closed to cost of goods sold at the end of each month.All inventories are accounted for using weighted average (over its entire inventory, both WIP and finished goods).Thus, at the end of each month, and for each cost pool, every equivalent solar cell, whether in cost of goods sold, WIP, or finished goods, has the same cost. Direct materials are added at the start of the process, while overhead costs are added continuously through the process.Overhead costs (all of which are fixed costs) are allocated to the solar cells based on the number of units produced.All of the solar cells produced by the factory are identical. Sanyo’s budget expects to produce 50,000 solar cells per month, using $3 million of direct materials, and $10 million of fixed overhead. At the start of January, the Solar Cell Factory has 10,000 solar cells in finished goods inventory, with a standard cost (based on last year’s standards) of $533,000 direct material, and $2.128 million fixed overhead (so the total cost in inventory is $2.661 million).The factory has no work-in-process or raw material inventory at the start of the month. During January, the solar cell factory begins 57,000 solar cells, and completes 53,000 of them.The remaining 4,000 solar cells are 25% through the production process.61,000 solar cells are sold during the month. Actual production costs (i.e., costs put into production during the month) are $12.9 million: $3.1 million direct material and $9.8 million fixed overhead. 1. After all needed adjustments have been made, and under absorption costing, what is the total cost included in a. finished goods inventory as of January 31? b. work-in-process inventory as of January 31? c. cost of goods sold for the month ended January 31? 2. Now assume that the solar cell factory had always used variable costing.After all needed adjustments have been made, and under variable costing, what would be the total cost included in a. finished goods inventory as of January 31? __________ b. work-in-process inventory as of January 31? __________ c. cost of goods sold for the month ended January 31? __________ 3. Starting next year, the solar panel factory’s demand will vary significantly, between zero and 150,000 solar cells per month.In response to this, the solar cell factory anticipates a temporary large increase in production volume in the first quarter of next year, in order to build their finished goods inventory level up to about 200,000 solar cells.After doing this, they will return to constant production levels (50,000 solar cells per month) – using the large inventory to absorb the variable sales level. a) How will this (*) impact the solar cell factory’s monthly gross margin percentages over the next year, under absorption costing? No calculations are necessary, but be as specific as possible, and explain your reasoning (2-3 sentences). b) How will this (*) impact the solar cell factory’s monthly gross margin percentages over the next year, under variable costing? No calculations are necessary, but be as specific as possible, and explain your reasoning (2-3 sentences). (*) Specifically, consider both i) the large increase in production for inventory in Q1, and ii) the high variability in sales volume over the rest of the year.
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TV Director of Research Online Advertising Case Study
1. Read this Case Study, and briefly respond to the questions asked at the bottom. Jessica Lynn is the Director of Research for a TV duopoly in a medium-size
southeastern market. Lynn has access to a variety of research data, includ-
ing the Nielsen local report as well as qualitative reports from Simmons and
VALS. Yet Jessica was convinced they were missing data from the reports,
so she scheduled a meeting with her Station Manager, Mark Schwartz, to
discuss the matter.“I’m not suggesting we drop any of these efforts, but that we consider
putting some resources into doing our own local research,” she began.
“According to Nielsen, we have few younger people in the 18 to 25 demo-
graphic watching any television outside of prime time, and our Rentrak data
confirms this trend. As such, several key advertisers targeting this demo are
reluctant to buy time in other dayparts.”
Schwartz trusted the instincts of his Research Director; she had proven to
be a valuable asset in her time with the stations. “OK, I’ll find some funds
to get you started, but it won’t be much—maybe around $15,000 max,”
said Schwartz. “You are going to have to do this with limited resources until
we see some tangible results. What’s your plan?”
Take the role of Lynn and generate some ideas to collect some low-cost
research data for the stations that could tap into the viewing preferences
of the 18–25 demographic. What are some possible options? What
methodologies might be considered to obtain some data? How could the
Internet and other digital platforms be used to acquire the data the manager
is interested in? 2. I want to be a media industry manager. What is the concept of this profession and explain the answer.3. As a consumer, what kind of internet and digital advertising is the most influential ? Which type of ad would most likely compel you to interact with it (i.e: click on it, purchase from it, read it, etc.)? Why?
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University of Missouri St Louis Sanyo Solar Cell Factory Costing Worksheet
Sanyo’s Solar Cell Factory in Salem, Oregon, produces monocrystalline solar cells which are used by another Sanyo divisi ...
University of Missouri St Louis Sanyo Solar Cell Factory Costing Worksheet
Sanyo’s Solar Cell Factory in Salem, Oregon, produces monocrystalline solar cells which are used by another Sanyo division to make large industrial solar panels.The Solar Cell Factory keeps its own set of books, and so records revenue (and cost of goods sold) when they transfer the solar cells to the solar panel division. Sanyo uses a standard costing system in which all over/under applied costs are closed to cost of goods sold at the end of each month.All inventories are accounted for using weighted average (over its entire inventory, both WIP and finished goods).Thus, at the end of each month, and for each cost pool, every equivalent solar cell, whether in cost of goods sold, WIP, or finished goods, has the same cost. Direct materials are added at the start of the process, while overhead costs are added continuously through the process.Overhead costs (all of which are fixed costs) are allocated to the solar cells based on the number of units produced.All of the solar cells produced by the factory are identical. Sanyo’s budget expects to produce 50,000 solar cells per month, using $3 million of direct materials, and $10 million of fixed overhead. At the start of January, the Solar Cell Factory has 10,000 solar cells in finished goods inventory, with a standard cost (based on last year’s standards) of $533,000 direct material, and $2.128 million fixed overhead (so the total cost in inventory is $2.661 million).The factory has no work-in-process or raw material inventory at the start of the month. During January, the solar cell factory begins 57,000 solar cells, and completes 53,000 of them.The remaining 4,000 solar cells are 25% through the production process.61,000 solar cells are sold during the month. Actual production costs (i.e., costs put into production during the month) are $12.9 million: $3.1 million direct material and $9.8 million fixed overhead. 1. After all needed adjustments have been made, and under absorption costing, what is the total cost included in a. finished goods inventory as of January 31? b. work-in-process inventory as of January 31? c. cost of goods sold for the month ended January 31? 2. Now assume that the solar cell factory had always used variable costing.After all needed adjustments have been made, and under variable costing, what would be the total cost included in a. finished goods inventory as of January 31? __________ b. work-in-process inventory as of January 31? __________ c. cost of goods sold for the month ended January 31? __________ 3. Starting next year, the solar panel factory’s demand will vary significantly, between zero and 150,000 solar cells per month.In response to this, the solar cell factory anticipates a temporary large increase in production volume in the first quarter of next year, in order to build their finished goods inventory level up to about 200,000 solar cells.After doing this, they will return to constant production levels (50,000 solar cells per month) – using the large inventory to absorb the variable sales level. a) How will this (*) impact the solar cell factory’s monthly gross margin percentages over the next year, under absorption costing? No calculations are necessary, but be as specific as possible, and explain your reasoning (2-3 sentences). b) How will this (*) impact the solar cell factory’s monthly gross margin percentages over the next year, under variable costing? No calculations are necessary, but be as specific as possible, and explain your reasoning (2-3 sentences). (*) Specifically, consider both i) the large increase in production for inventory in Q1, and ii) the high variability in sales volume over the rest of the year.
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Project Proposal: To implement cloud-based Customer Relationship Management (CRM) solution to generate more leads, increas ...
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Project Proposal: To implement cloud-based Customer Relationship Management (CRM) solution to generate more leads, increase sales, improve customer ...
TV Director of Research Online Advertising Case Study
1. Read this Case Study, and briefly respond to the questions asked at the bottom. Jessica Lynn is the Director of Researc ...
TV Director of Research Online Advertising Case Study
1. Read this Case Study, and briefly respond to the questions asked at the bottom. Jessica Lynn is the Director of Research for a TV duopoly in a medium-size
southeastern market. Lynn has access to a variety of research data, includ-
ing the Nielsen local report as well as qualitative reports from Simmons and
VALS. Yet Jessica was convinced they were missing data from the reports,
so she scheduled a meeting with her Station Manager, Mark Schwartz, to
discuss the matter.“I’m not suggesting we drop any of these efforts, but that we consider
putting some resources into doing our own local research,” she began.
“According to Nielsen, we have few younger people in the 18 to 25 demo-
graphic watching any television outside of prime time, and our Rentrak data
confirms this trend. As such, several key advertisers targeting this demo are
reluctant to buy time in other dayparts.”
Schwartz trusted the instincts of his Research Director; she had proven to
be a valuable asset in her time with the stations. “OK, I’ll find some funds
to get you started, but it won’t be much—maybe around $15,000 max,”
said Schwartz. “You are going to have to do this with limited resources until
we see some tangible results. What’s your plan?”
Take the role of Lynn and generate some ideas to collect some low-cost
research data for the stations that could tap into the viewing preferences
of the 18–25 demographic. What are some possible options? What
methodologies might be considered to obtain some data? How could the
Internet and other digital platforms be used to acquire the data the manager
is interested in? 2. I want to be a media industry manager. What is the concept of this profession and explain the answer.3. As a consumer, what kind of internet and digital advertising is the most influential ? Which type of ad would most likely compel you to interact with it (i.e: click on it, purchase from it, read it, etc.)? Why?
VIP Motion Financial Analysis of Case Study Paper
Please prepare a financial analysis of the case study attached.The main questions to answer are: Assuming the contract is ...
VIP Motion Financial Analysis of Case Study Paper
Please prepare a financial analysis of the case study attached.The main questions to answer are: Assuming the contract is valid, prepare the following financial analysesPROVIDED - A) Prepare a budget of expected minimum revenues under the contract.Show the sources of revenues from the set of five films and the fee. (I have completed this and it is attached for your reference). PROVIDED - B) What are the general revenue recognition criteria established under Generally Accepted Accounting Principles (GAAP) - (This is also provided in the excel spreadsheet.)NEED THIS ANSWERED - C) How would you apply the GAAP criteria for revenue recognition to account for the revenues under this contract?Explain your logic for both realizable and earned.The ppt slides also contain points that you will need to address in your financial analysis. I have provided the Budget, the Case Study, and the PPT for your reference. Please write a business report answering the above. 2 pages should be more than enough. Thanks!
2 pages
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The target consumers of Tesla, while developing a marketing campaign are the middle-income consumers to high-income consum ...
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The target consumers of Tesla, while developing a marketing campaign are the middle-income consumers to high-income consumers. If the car is Model S ...
Rasmussen College Policies to Improve Employee Motivation Research Paper
CompetenciesDetermine the value of organizational behavior.Assess employee contributions within an organization.Critique f ...
Rasmussen College Policies to Improve Employee Motivation Research Paper
CompetenciesDetermine the value of organizational behavior.Assess employee contributions within an organization.Critique factors that influence and motivate employees.Justify the importance of building organizational relationships.Apply conflict management and negotiation strategies to decision-making.Analyze the influence leaders have on organizational change.ScenarioYou are an organizational behavior consultant, and your role is to analyze a company's overall performance. As a consultant, you conduct observation, analysis, and suggestions for workplace improvement to help organizations achieve overall success. An American company called NoJax Inc. has hired you based on your ability to demonstrate professionalism and skillset as an OB analyst.You have been asked by NoJax to come in as a consultant and analyze the business for factors that impact the company's organizational behavior. NoJax Inc. would like to ensure that their company design is current and that its employees are as efficient as possible. You have been analyzing several elements of the organization structure and behaviors using the NoJax Company background document to identify improvement areas. You will use that information to provide NoJax with a new reorganization plan to continue their success, be more efficient, and stay ahead of their competition.InstructionsReview the NoJax Company background document as part of your analysis and create a reorganization report that:Includes an executive summary that discusses the value of organizational behavior analysis for NoJax and challenges and opportunities in applying your recommendations.Examines the big-five personality traits for your analysis of the workforce from the background document and determine what personalities and personal values are a good "organizational fit" for NoJax Inc.Analyzes policies that can improve employee motivation and how these policies might influence employee behavior, attitudes, and motivation. Note: policies may need to be updated.Proposes one change for each of NoJax's barriers and then discuss how the changes will create more effective and supportive communication to build better relationships.Details the process of decision-making NoJax currently uses and provides recommendations on how they can better use the negotiation process, ensuring NoJax is making each step of the decision-making process more efficient.Summarizes how each management person should best use their management style to have the most significant positive influential impact on employees.Additionally, identify the three essential elements to management, maintaining a balance between the current culture, and improving relationships to minimize resistance to change.Uses examples to support understanding of concepts in a well-defined reorganization reportProvides attribution for credible references used in the development of content ideas following academic guidelinesAs always, please keep in mind who your audience is and use correct grammar and spelling
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