Martinez Company began operations on January 1, 2019, adopting the conventional retail inventory system. None of the company’s merchandise was marked down in 2019 and, because there was no beginning inventory, its ending inventory for 2019 of $38,300 would have been the same under either the conventional retail system or the LIFO retail system.

On December 31, 2020, the store management considers adopting the LIFO retail system and desires to know how the December 31, 2020, inventory would appear under both systems. All pertinent data regarding purchases, sales, markups, and markdowns are shown below. There has been no change in the price level.

Determine the cost of the 2020 ending inventory under both (a) the conventional retail method and (b) the LIFO retail method. (Round ratios for computational purposes to 2 decimal place, e.g. 78.72% and final answers to 0 decimal places, e.g. 28,987.)

Ivanhoe Corp., which uses ASPE, leases a car to Jaimme DeLory on June 1, 2020. The term of the non-cancellable lease is 48 months. The following information is provided about the lease. 1. The lessee is given an option to purchase the automobile at the end of the lease term for $5,400. 2. The automobile’s fair value on June 1, 2020, is $30,100. It is carried in Ivanhoe’s inventory at $20,600. 3. The car has an economic life of seven years, with a $2,000 residual value at the end of that time. The car’s estimated fair value is $10,600 after four years, $7,500 after five years, and $2,400 after six years. 4. Ivanhoe wants to earn a 12% rate of return (1% per month) on any financing transactions. 5. Jaimme DeLory represents a reasonable credit risk and no future costs are anticipated in relation to this lease. 6. The lease agreement calls for a $1,100 down payment on June 1, 2020, and 48 equal monthly payments on the first of each month, beginning June 1, 2020. Click here to view the factor table PRESENT VALUE OF 1. Click here to view the factor table PRESENT VALUE OF AN ANNUITY OF 1. Collapse question part

(a) Determine the amount of the monthly lease payment

Assignment: A complete analysis should include a summary of the case, a SWOT analysis, a financial analysis, identification of strategic issues and challenges, and a strategic plan. You must support your case analysis with at least 3 sources in addition to the textbook.

The case describes the business model of one of the world’s largest e-tailers, Amazon.com, Inc. (Amazon). Amazon had been at the forefront of innovation, adding and refining technology and changing the way customers shopped. It had a sustainable and innovative business model that intensely focused on its long-term growth opportunities as opposed to short-term profit margins. The case discusses the business model innovation at Amazon and how it evolved from just an online bookstore into one of the largest e-commerce platforms in the world where customers could find and discover anything they wanted to buy online in a more convenient way. The case outlines the four pillars of Amazon’s business model — low prices, wide selection, convenience, and customer service. Amazon attracted customers through low prices, prompt delivery, an ever-expanding array of services and products, and exemplary customer service.In 2015, Seattle-based e-commerce giant Amazon.com, Inc.(Amazon) surprised investors by posting an unanticipated second quarterly profit in a row after struggling with profitability the previous year. In the third quarter ended September 30, 2015, Amazon’s revenues increased by 20% to US$23.2 billion, while net income was US $79 million, compared with a net loss of US$437 million in the corresponding quarter of the previous year. The revenue growth was attributed to the company’s rapidly growing cloud-computing business, higher sales in North America, and initiatives to attract more customers. On the back of these unexpected quarterly results, Amazon shares surged, making it the most valuable retailer in the world surpassing Wal-Mart Stores Inc as of July 2015. BUILDING AND EVOLVING THE BUSINESS MODEL Over the years, Amazon had disrupted the online retail industry and transformed itself from an e-commerce player to a powerful digital media platform focused on growth and innovation. It constantly reinvented its business model and found new ways to create value for its customers. According to analysts, Amazon’s business model was innovative because it combined the company’s online retail expertise with its ability to understand the needs of its customers. Amazon moved beyond books to foray into completely new product categories such as e-readers and enterprise cloud computing services. AMAZON’S GROWTH WHEEL In 2001, Bezos and his employees outlined a virtuous cycle called the “Amazon Flywheel”, which they believed powered their business. Bezos once invited well-known author and business consultant Jim Collins (Collins) to participate in Amazon’s executive retreat in 2001 to discuss the company’s future. As part of the discussions, Collins told Bezos and his executives that they had to decide what they were best at. Drawing on Collins’s concept of a flywheel, Bezos and his executives drew their own virtuous circle placing customer experience at the core of Amazon’s flywheel. Internally, it was referred to as Bezos’ napkin diagram as he drew it on a napkin... GROWTH NOW, PROFITS LATER Amazon generated revenues by selling millions of products to customers through its retail website and by charging third party sellers who sold products on Amazon’s website. It also served as a platform for independent publishers to publish books on Kindle with a 35% or 70% royalty option. In addition, Amazon generated revenue from its cloud business by providing web technology infrastructure to developers and enterprises. It followed a high fixed costs and low marginal costs business model. According to Eugene Wei, a former Amazon employee... RESOURCES AND PROCESSES THAT SUPPORT THE STRATEGY Amazon was one of the most innovative companies in the US. From the beginning, it had been at the forefront of innovation, adding and refining technology and changing the way customers shopped. On invention being a second nature at Amazon, Bezos said... CHALLENGES According to industry observers, Amazon over the years had disrupted other online retailers and brick-and-mortar stores and leveraged its e-commerce operations to become a retail Goliath. However, some critics felt that Amazon was too ambitious as it had been growing alarmingly and investing heavily. They felt that the strategy could backfire and that Amazon needed to be selective about the opportunities it pursued as it could not take customers and the competition for granted... THE ROAD AHEAD Going forward, the company planned to launch new digital products and service categories, build more fulfillment centers, power AWS, and expand the Kindle Fire Ecosystem. The company also planned to hire 100,000 people in North America for the holiday season.

A country reported a nominal GDP of $115 billion in 2010 and $125 billion in 2009 and reported a GDP deflator of 85 in 2010 and 100 in 2009. What happened to real output and prices from 2014 to 2015? Please explain.

POST COMMENT ON POST AS SOON AS POSSIBLE THANKS

Future sales- and resources-seeking opportunities and risks may shift among counties because of a variety of demographic, sociocultural, political-legal, technological, and economic occurrences. (Daniels, Radebaugh, & Sullivan, 2019, p. 356) Due to these various shifts within a country, it is imperative that organizations create new strategies that will ensure future growth while also researching the most appropriate and successful locations. Due to technological innovation growth, individuals are able to work from various environments. The number of employees who are able to work from home is growing every day. This allows for a person to work for a company in one city but live hours away in a small town or even country. Though technology may be continuously expanding, there will always be a need for face-to-face college interaction. Leading Western societies, the elite, made up of intellectuals and highly educated people, is increasingly using its capability to delay and block new technologies. If successful, their efforts will result in the emergence of different countries at the forefront of technological development and acceptance. (Daniels, Radebaugh, & Sullivan, 2019, p. 357)

Which of the following statements is true?

Question 27 (1 point)

Which of the following statements is true?

Question 28 (1 point)

Which of the following statements is true?

Nurse Jim Chen has been the nurse manager of the primary care clinics within a large health care organization for over 10 years. Jim is considered an excellent communicator and is well regarded by the physicians, nurses, and auxiliary staff. The health care system has been converting the acute care areas to electronic health care records (EHR) and is now ready to introduce them to the outpatient clinics. Jim has been appointed a “champion” of EHR for the clinics, and is charged with gathering a committee for implementation. He knows that members of the staff have differing views on the EHR, but most view it as a necessary change. However, some of the older staff feel very threatened (that jobs must be in danger), because they are uncomfortable with computers and new technology and have limited keyboarding skills.

• 1.What are some of the issues that Jim must plan for?
• 2.What theory or model might be useful?
• 3.Who should be involved in the committee to plan this change?
• 4.What might be Jim's first step in planning for this innovation?
• 5.How might he or the committee prevent or decrease resistance of other staff?

Analysis and Interpretation of Profitability
Balance sheets and income statements for 3M Company follow.

(a) Compute net operating profit after tax (NOPAT) for 2010. Assume that the combined federal and statutory rate is: 37.0% (Round your answer to the nearest whole number.)
2010 NOPAT =4266

($ millions)

(b) Compute net operating assets (NOA) for 2010 and 2009. Treat noncurrent Investments as a nonoperating item.
2010 NOA =Answer

($ millions)
2009 NOA =Answer

($ millions)

(c) Compute 3M's RNOA, net operating profit margin (NOPM) and net operating asset turnover (NOAT) for 2010. (Round your answers to two decimal places. Do not round until your final answer. Do not use NOPM x NOAT to calculate RNOA.)
2010 RNOA =Answer

%
2010 NOPM =16%

%
2010 NOAT =

(d) Compute net nonoperating obligations (NNO) for 2010 and 2009.
2010 NNO =Answer

($ millions)
2009 NNO =Answer

($ millions)

(e) Compute return on equity (ROE) for 2010. (Round your answers to two decimal places. Do not round until your final answer.)
2010 ROE =28.74

%

(f) What is the nonoperating return component of ROE for 2010? (Round your answers to two decimal places.)
Hint: Use your prior rounded answers to compute this answer.
2010 nonoperating return =

CASE STUDY:

Dell Technologies From unconventional PC startup to global technology leader...

From unconventional PC startup to global technology leader, the common thread in Dell’s heritage is an unwavering commitment to the customer. Explore the company timeline below to view how this guiding principle built Dell Technologies and inspired IT solutions and services that give customers the power to do more.

1984: At age 19, Michael Dell founded PC's Limited with $1,000 and a game-changing vision for how technology should be designed, manufactured and sold. As a pre-med freshman at the University of Texas at Austin, Michael starts Dell Technologies, then doing business as PC's Limited. He left his dorm room at the end of his freshman year to devote all of his time to growing the business.

1985: We design and build our first computer system, the Turbo PC, featuring an Intel® 8088 processor running at 8MHz, a 10MB hard drive and a 5.25" floppy drive. We establish customer experience as a Dell Technologies differentiator with risk-free returns and next-day, at-home product assistance, among the first in our industry.

1986: We unveil the industry's fastest performing PC — a 12MHz, 286-based system — at the Spring Comdex trade show.

1987: We open our first international subsidiary in the United Kingdom.


HISTORY Michael Dell is chairman and chief executive officer of Dell Technologies, a unique family of businesses encompassing Dell, Dell EMC, Pivotal, RSA, Secureworks, Virtustream and VMware. Dell Technologies is an innovator and technology leader providing the essential infrastructure for organisations to build their digital future, transform IT and protect their most important information. With revenues of $74B and more than 140,000 team members, Dell Technologies is one of the world’s largest IT companies serving the needs of global corporations and governments to small businesses and consumers. The company's unique structure allows innovative, fast-moving startups to co-exist with, and leverage, the global reach and trusted reputation of the large enterprise. Michael’s story started when he founded Dell with $1000 in 1984 at the age of 19. Notably quoted as saying that “technology is about enabling human potential,” Michael’s vision of how technology should be designed, manufactured and sold forever changed the IT industry. In 1992, Michael became the youngest CEO ever to earn a ranking on the Fortune 500. Known and admired for his astute business vision and bold moves, Michael took Dell private in 2013, setting the stage to architect the largest technology deal in history with the combination of Dell, EMC and VMware in 2016.
In 1998, Michael formed MSD Capital, and in 1999, he and his wife established the Michael & Susan Dell Foundation to provide philanthropic support to a variety of global causes. Michael is an honorary member of the Foundation Board of the World Economic Forum and is an executive committee member of the International Business Council. He is also a member of the Technology CEO Council, the U.S. Business Council and the Business Roundtable. He serves on the advisory board of Tsinghua University's School of Economics and Management in Beijing, China and on the governing board of the Indian School of Business in Hyderabad, India. He is a board member of Catalyst and also served as the United Nations Foundation's first Global Advocate for Entrepreneurship.

Every day, Dell Technologies is pairing technology with innovation to make a positive social and environmental impact – building a Legacy of Good. We are committed to putting our technology and expertise to work, where it can do the most good for people and the planet, making possible today what was impossible yesterday. Every team member at Dell shares this commitment because being a good company is the right thing to do, but it is also right for our business. We’re creating real value for our customers, employees, and partners while driving social and environmental good in the community.

Our customers expect Dell Technologies to think about environmental impact – that has always been a part of who we are. More than just creating eco-friendly products or one-off initiatives, we incorporate sustainability into everything we do – from design to recycling and every step in between. Through innovation and a relentless focus on efficiency, we are minimizing our footprint while helping customers reduce theirs.

Design for Environment: Innovative thinking and a lifecycle approach to how we design products and source materials are the first steps in delivering products that help you do more while minimizing your impact.    
Reducing our Impact: How products are made matters – to our customers, our communities and the planet. We focus on sustainable operations – using resources efficiently, managing wastes effectively and working to improve our local environment

Green packaging and Shipping: Our goal is to create a waste-free packaging experience, using recycled and renewable source materials, right-sizing to reduce waste, and making it easy for you to responsibly dispose of packaging through recycling or composting   

Reducing your Footprint. Energy efficiency is a top priority across all our product lines. It helps you get the most from your energy use, which saves you money, reduce risk, and meet sustainability goals or regulations.


Recycling your DELL TECHNOLOGIES: We go beyond green IT — technology that itself leaves a smaller environmental footprint — to help you look at IT that enables you to address your sustainability goals and take control of your resources in a way that creates value.

Ocean Plastics: There are more than 86 million metric tons of plastic in our oceans right now. See how Dell Technologies is removing that pollution from our waters and turning it into materials for our products

Net Positive:

Our strategy isn't to just reduce the bad we do, but to increase the good. Creating a balance that puts more into the world and society than what we take from it is creating a net positive. (Adapted: www.google.com)


QUESTION:

The business environment is defined as all the factors or variables, both inside as well as outside the organisation, which may influence the continued and successful existence of the organisation. The business environment consists of three distinct sub environments. Justify these sub-environments as they apply to Dell Technologies in terms of maintaining a competitive advantage.

Assume that Riverbed reports using ASPE. Prepare a schedule showing the intangible assets section of Riverbed’s statement of financial position at December 31, 2020. (Round answers to 0 decimal places, e.g. 5,275. Enter account name only and do not provide descriptive information.)

Compute the total amount of expenses resulting from the transactions that would appear on Riverbed’s income statement for the year ended December 31, 2020.