Business
Lampierre makes silver and gold candlesticks. The company computed this information to decide whether to switch from the traditional allocation method to ABC. Silver and Gold, respectively. Units planned 500, 250. Material moves 250, 750. Machine setups 5,600, 4,400. Direct labor hours 500, 1,500. The estimated overhead for the material cost pool is estimated as $45,000, and the estimate for the machine setup pool is $55,000. Calculate the allocation rate per unit of silver and per unit of gold using:Silver GoldUnits planned 500 250Material moves 250 750 Machine setups 5,600 4,400Direct labor hours 500 1,500What the Overhead per unit for Silver, using ABC?What the Overhead per unit for Gold, using Traditional?
National Electric Company (NEC) is considering a $45. 08 million project in its power systems division. Tom Edison, the companys chief financial officer, has evaluated the project and determined that the projects unlevered cash flows will be $3. 18 million per year in perpetuity. Mr. Edison has devised two possibilities for raising the initial investment: Issuing 10-year bonds or issuing common stock. The companys pretax cost of debt is 7. 7 percent, and its cost of equity is 11. 6 percent. The companys target debt-to-value ratio is 80 percent. The project has the same risk as the companys existing businesses, and it will support the same amount of debt. The tax rate is 34 percent. 1. Calculate the weighted average cost of capital. (Do not round intermediate calculations and round your final answer to 2 decimal places. (e. G. , 32. 16))Weighted average cost of capital %2. Calculate the net present value of the project. (Enter your answer in dollars, not millions of dollars, i. E. 1,234,567. Do not round intermediate calculations and round your final answer to 2 decimal places. (e. G. , 32. 16))Net present value $ 3. Should NEC accept the project?a. Nob. Yes
Problem 11-7A Calculate operating activitiesdirect method (LO11-4, 11-5, 11-7) The income statement, balance sheets, and additional information for Video Phones, Inc. , are provided. VIDEO PHONES, INC. Income Statement For the Year Ended December 31, 2021 Net sales $ 2,886,000 Expenses: Cost of goods sold $ 1,800,000 Operating expenses 828,000 Depreciation expense 24,000 Loss on sale of land 7,700 Interest expense 13,500 Income tax expense 45,000 Total expenses 2,718,200 Net income $ 167,800 VIDEO PHONES, INC. Balance Sheets December 31 2021 2020 Assets Current assets: Cash $ 196,620 $ 119,460 Accounts receivable 77,700 57,000 Inventory 105,000 132,000 Prepaid rent 10,080 5,040 Long-term assets: Investments 102,000 0 Land 207,000 234,000 Equipment 264,000 207,000 Accumulated depreciation (65,400 ) (41,400 ) Total assets $ 897,000 $ 713,100 Liabilities and Stockholders' Equity Current liabilities: Accounts payable $ 63,300 $ 78,000 Interest payable 5,700 9,400 Income tax payable 14,700 13,700 Long-term liabilities: Notes payable 279,000 222,000 Stockholders' equity: Common stock 270,000 270,000 Retained earnings 264,300 120,000 Total liabilities and stockholders equity $ 897,000 $ 713,100 Additional Information for 2021: Purchase investment in bonds for $102,000. Sell land costing $27,000 for only $19,300, resulting in a $7,700 loss on sale of land. Purchase $57,000 in equipment by issuing a $57,000 long-term note p
Case Study:CadburyChocolate had always been considered an affordable little luxury, associated with romance and celebrations. Therefore in 2000 and 2001, revelations that the production of cocoa in the Cte dIvoire involved child slave labor set chocolate companies, consumers, and governments reeling. In the United States, the House of Representatives passed legislation mandating that the FDA create standards to permit companies who could prove that their chocolate was produced without forced labor to label their chocolate "slave-labor free." To forestall such labeling, the chocolate industry agreed to an international protocol that would give chocolate producers, governments, and local farmers four years to curb abusive practices and put together a process of certification.The stories of child slave labor on Cte dIvoire cocoa farms hit Cadbury especially hard. While the company sourced most of its beans from Ghana, the association of chocolate with slavery represented a challenge for the company, since many consumers in the UK associated all chocolate with Cadbury. Furthermore, Cadburys culture had been deeply rooted in the religious traditions of the companys founders, and the organization had paid close attention to the welfare of its workers and its sourcing practices. In 1908, the company had ended a sourcing relationship that depended on slave labor. Now for the first time in nearly 100 years, Cadbury had to take up the question of slavery again.By the 2005 deadline, the chocolate industry was not ready to implement the protocols and asked for two years more to prepare. Privately, many industry officials believed that the kind of certification sought by the protocols was unrealistic. Because cocoa was produced on over a million small farms in western Africa, insuring that all of these farms, most located deep in the bush, complied with child labor laws seemed impossible. Furthermore because beans from numerous small farms were intermingled before shipment, it was difficult to track those produced by farms in compliance with labor standards and those that were not.In 2008, a confrontation between U.S. government officials and the industry seemed imminent. Observers argued that this left Cadbury, a company that had done much to improve its supply chain, in a difficult position.Q/ Provide FOUR (4) examples of strategic businesses or MNCs that Cadbury could learn from.
