Background Information:

As far as famous negotiations go, it was a classic professional sports negotiation case. Starting back in March of 1998, National Basketball Association (NBA) team owners and players were at loggerheads over their new contract. At midnight on June 30, 1998 the owners declared a lockout, halting preparations for the start of the 1998–99 NBA season. The players and owners negotiated for six long months, during which time the two sides collectively lost hundreds of millions of dollars.

In the end, it was a deadline that resolved the conflict. The team owners declared that if they didn’t reach an agreement with the players by January 7, 1999, they would cancel the rest of the season. In effect, the owners placed a final, arbitrary deadline on their participation in the famous negotiations; the chosen date had little significance to either side.

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Through public statements, the owners committed themselves to declaring an impasse if the deadline came and went. In the early-morning hours of January 6, the two sides agreed to contract terms that dramatically favored the owners.

We’re all familiar with negotiation case stories of tough opponents who bargain for months without making progress, only to reach resolution in the final moments before the passage of a critical deadline. Without a deadline, negotiators are tempted to use stalling tactics, hoping to pressure the other side into giving in.

Despite the proven effectiveness of deadlines, they remain one of the most misunderstood negotiation strategies. Many negotiators hesitate to place a deadline on their talks. In his research, when professor Don Moore of Carnegie Mellon University asked people to predict the effect of deadlines on negotiations, even experienced negotiators predicted that the presence of a shared deadline would hurt them by forcing them to concede more quickly than they would like, thereby helping their opponents.

While there is some truth to these assumptions, it’s also true that deadlines increase pressure on the other party to reach an agreement in almost any negotiation case. Negotiators who recognize that deadlines affect everyone equally can use them to defuse costly stalling tactics. For example, car salespeople sometimes try to draw out price negotiations, hoping the amount of time you’ve invested will increase your commitment to making the deal. To defuse this strategy, try beginning your negotiation for a new car by informing the salesperson that you have only an hour to make a possible deal.

Because deadlines put pressure on everyone, they can get talks moving again. Don’t be afraid to set deadlines and commit to them. Furthermore, when negotiators tell their opponents about an existing final deadline, they get better deals. Why?

First, because both sides are more likely to work toward a dispute resolution agreement before the deadline passes, you reduce your risk of walking away with nothing. Second, when an opponent knows about your deadline, he’ll make concessions much more quickly. The NBA owners’ January 7 deadline would have been useless if they had kept it secret; the players’ union would have expected to keep negotiating past the deadline. It surely was one of the famous negotiations we can all learn from.

Question: Describe the background of this negotiation to give the big picture. Some questions to consider: What brought these parties together? What were the positions and interests of each party?  What did each want to accomplish?  What was the nature of the relationship at this stage of negotiations? What did each party know about the other?  Why were these two parties talking to each other, as opposed to working with or negotiating with some other company or party?  Give the overall view of what things looked like going into negotiations.

Create a Pivot Table to compile the following information:

1. The total revenue for each salesperson

2. For each salesperson, the total revenue by product

3. Total revenue generated by each salesperson broken down by location

Please provide excel formulas and solutions

https://drive.google.com/open?id=16kL_VoQlIsOCaioggkjnGBFR_GvCrSGM

Use the information above to forecast the next two year revenue for Exxon Mobil. Based your forecasts on the average of the actual revenue growth between 2009 to 2010 and 2010 to 2011.

Use the information above to forecast the next two years cost of revenue and selling, general, and administrative expenses for Exxon Mobil. Base your forecasts on the actual relationship between these expenses and revenue for 2011.

Investor Group is opening an office in​ Portland, Oregon. Fixed monthly costs are office rent

​($ 8300​), depreciation on office furniture (1600), utilities (2000),special telephone lines (1600)

a connection with an online brokerage service(2800), and the salary of a financial planner (11700)

Variable costs include payments to the financial planner ​(9​%of​ revenue), advertising (11 %of​ revenue), supplies and postage ​(4​%of​ revenue), and usage fees for the telephone lines and computerized brokerage service (6% of revenue)

Requirement 1. Use the contribution margin ratio approach to compute

Diversified​'s breakeven revenue in dollars. If the average trade leads to $ 800in revenue for Diversified​, how many trades must be made to break​ even?

Begin by showing the formula and then entering the amounts to calculate the required sales dollars for

Diversified to break even.

fixed costs + target profit / CM ratio % =required sales in dollars

PLEASE show work!!

Metropolis Books sold 50,800 copies of a best-selling novel in July for $13 each. Included in each book was a $3 mail-in rebate for a future book purchase if the customer sends in proof of purchase with a completed rebate form. Metropolis estimates that 14% of the purchasers will claim the rebate.

Calculate the sales revenue and the unearned revenue related to the loyalty program that Metropolis earned in July on this book. (Round answers to 0 decimal places, e.g. 5,276. Do not round intermediate calculation.)

List of Accounts

Prepare the journal entry to record the sale and the unearned revenue Metropolis Books should record. (Credit account titles are automatically indented when the amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts.)

South Lancaster Clinic, a multispecialty practice in Boston, Massachusetts, has three revenue-producing patient services departments and one support department. The direct cost of the support department is $100,000 which must be allocate to the three revenue-producing patient services departments using the direct method. Two cost drivers are under consideration: patient services revenue and hours of support services used. The patient services revenue and hours of support services used for each department are as follows

a. What is the dollar allocation to each patient services department if patient services revenue is selected as the cost driver?

b. What is the dollar allocation to each patient services department if hours of support services used is selected as the cost driver?

c. Which of the two drivers is better? Please explain.

Analyzing and Interpreting Income Disclosures

Sales information for Tesla Inc. follows.

Automotive sales revenue includes revenues related to sale of new Model S, Model X and Model 3 vehicles, including access to our Supercharger network, internet connectivity, Autopilot, full self-driving and over-the-air software updates.

Automotive leasing revenue includes the amortization of revenue for Model S and Model X vehicles under direct lease agreements as well as those sold with resale value guarantees accounted for as operating leases under lease accounting. We do not yet offer leasing for Model 3 vehicles.

Services and other revenue consists of non-warranty after-sales vehicle services, sales of used vehicles, sales of electric vehicle components and systems to other manufacturers, retail merchandise, and sales by our acquired subsidiaries to third party customers.

Energy generation and storage revenues consists of the sale of solar energy systems and energy storage systems to residential, small commercial, and large commercial and utility grade customers.

Compute the relative size of sales revenue from the four types of revenue Tesla discloses. (Hint: Scale each type of revenue by total revenue.)
Round answers to the nearest whole percentage.

Compute the growth in sales revenue for both years from each of the four types of revenue.

• Round answers to the nearest whole percentage.
• Use a negative sign with answers, when appropriate.

Vertical Analysis of Income Statement

The following comparative income statement (in thousands of dollars) for the two recent fiscal years was adapted from the annual report of Motor Speedways Inc., owner and operator of several major motor speedways.

a. Prepare a comparative income statement for these two years in vertical form, stating each item as a percent of revenues. Enter all amounts as positive numbers. (Note: Due to rounding, amounts may not total 100%).

Round your percentages to one decimal place. Due to rounding differences, you will need to:

1. Calculate total expenses and other percentage by adding the expense percentages
2. Calculate the income from continuing operations percentage by deducting total expenses and other percentage from total revenue percentage.

b. While overall revenue   some between the two years, the overall mix of revenue sources did change somewhat. The NASCAR broadcasting revenue   as a percent of total revenue by 3 percentage points, while the percent of admissions revenue to total revenue   by 2 percentage points. Overall, it appears that income from continuing operations has significantly improved because of  .

For firms in perfectly competitive markets, the market price is

A firm in a perfectly competitive market will maximize its profits by producing

If the market price falls below the minimum point of the firm’s ATC curve,

In the short run, the relevant costs for a firm to consider in deciding whether to shut down production are

Assume Nortel Networks contracted to provide a customer with Internet infrastructure for $2,750,000. The project began in 2021 and was completed in 2022. Data relating to the contract are summarized below:

Required:
1. Compute the amount of revenue and gross profit or loss to be recognized in 2021 and 2022 assuming Nortel recognizes revenue over time according to percentage of completion.
2. Compute the amount of revenue and gross profit or loss to be recognized in 2021 and 2022 assuming this project does not qualify for revenue recognition over time.
3. Prepare a partial balance sheet to show how the information related to this contract would be presented at the end of 2021 assuming Nortel recognizes revenue over time according to percentage of completion.
4. Prepare a partial balance sheet to show how the information related to this contract would be presented at the end of 2021 assuming this project does not qualify for revenue recognition over time.

omplete this question by entering your answers in the tabs below.

• Required 1
• Required 2
• Required 3
• Required 4

Compute the amount of revenue and gross profit or loss to be recognized in 2021 and 2022 assuming Nortel recognizes revenue over time according to percentage of completion. (Loss amounts should be indicated with a minus sign. Use percentages as calculated and rounded in the table below to arrive at your final answer.)

Compute the amount of revenue and gross profit or loss to be recognized in 2021 and 2022 assuming this project does not qualify for revenue recognition over time. (Loss amounts should be indicated with a minus sign.)

Prepare a partial balance sheet to show how the information related to this contract would be presented at the end of 2021 assuming Nortel recognizes revenue over time according to percentage of completion.

repare a partial balance sheet to show how the information related to this contract would be presented at the end of 2021 assuming this project does not qualify for revenue recognition over time.