The Parent company acquires all issued capital of the subsidiary company for a consideration of $1000000 cash and 800000 shares each valued at $1.25. The summary statement of financial position of the subsidiary company immediately following the acquisition is: Fair value of assets acquired $2640000 Fair value of liabilities acquired $720000 Total shareholders’ equity of the subsidiary company $800000 Retained earnings of the subsidiary company $1120000 Required: (i) Pass the necessary journal entry to record the acquisition (ii) Determine the amount of goodwill (or bargain purchase) arising out of the acquisition. (iii) Pass the necessary consolidation entry to eliminate the subsidiary by the parent company. (iii) Determine the amount of goodwill (or bargain purchase) arising out of the acquisition if the purchase consideration paid was $1000000 cash and 400000 shares each valued at $1.25.

On May 1, 2020, Peters Company purchased 80% of the common stock of Smith Company for $50,000. Additional data concerning these two companies for the years 2020 and 2021 are:

Any difference between book value and the value implied by the purchase price relates to Smith Company's land. Peters Company uses the cost method to record its investment.

Required:

1. Prepare the workpaper entries that would be made on a consolidated statements workpaper for the years ended December 31, 2020 and 2021 for Peters Company and its subsidiary, assuming that Smith Company's income is earned evenly throughout the year.
2. Calculate consolidated net income and consolidated retained earnings for 2020 and 2021

The distribution of statistics marks of some sandwich students was found to be normal with a mean within a range of 61- 65 and a standard deviation of within a range of 7.8 – 8.6 (1dp). It was found out that there were 348 students who took the course. With an assumed mean and standard deviation, answer the questions that follow: a. If the minimum mark to qualify for an interview was 43. What is the probability that a student selected at random qualified for the interview and what percentage did not qualify? (5marks) b. If the cut-off mark for selection is 48, how many and what percentage of the students were selected? c. How many students scored a mark greater than 54 but less than 78? d. How many students from the group scored a mark greater than 68 but less than 80?

Focusing on motivational interviewing strategy as a nurse, think of an example from your professional nursing practice and answer the below questions:

1. How might you apply the motivational interviewing approach or strategy to demonstrate culturally competent communication in the creation of caring environments with the interprofessional team?

2. What barriers might you encounter and how might you overcome them?

3. As a professional nurse, give a practical example (scenario) of how you applied the motivational interview strategy on a patient in your nursing practice over the years.

4. Evaluate Culturally competent communication skills and techniques in the creation of caring environments with the interprofessional - motivational interview

5. Explain how the holistic nursing journey affect how you provide care for self

QUESTION 22

Real services or products are acquired by a company at inflated prices during the execution of which of the following fraudulent schemes?

QUESTION 28

According to the "Internal Fraud and the Auditor" video, stealing cash from scrap sales falls into which catergory of fraudulent acitivity?

Mining Corp acquired a parcel of land for $4,000,000. It was estimated that the property contained 300,000 tons of mineral reserves. Federal law requires that mined properties be restored to a natural condition after mining is completed. It is expected that restoration costs will total $400,000 and that the restored land could be resold for $200,000. During the year, the company extracted 25,000 tons (of which 15,000 tons were sold) of mineral reserves from the property.

1.try to record the purchase (show the cost allocation).

2.What is the depletion amount per ton related to the mineral reserves acquired (round to 2 decimal points)?

3.What is Mining Corp’s cost of goods sold ($ amount) for the year?

4.Prepare the journal entry(s) related to the extraction and sale.

Topic: Global Source Health Care

Summary:

Background

Sales Strategy
Global Source presents itself as an international recruitment specialist while offering domestic travel staffing as an add on service.
This strategy is currently ineffective.
Allocating Resources
Three Options:
Continue aggressive account acquisition
Penetrate existing accounts
Cross-selling existing accounts
Penetrate Existing Accounts
Cross-Selling Existing Accounts
Continue Aggressive Account Acquisition
Cold-calling hospitals, continue current sales strategy
Global Source Healthcare: Allocating Sales Resources
What Should Global Source Do?
Up-selling to current accounts
Pros
Cons
High staffing margins 50-60%
Cons:
- Too much competition
- Too little staff
- Takes away effort from
competitive advantage
- VA is only large business prospect.
Help entrench Global Source in current accounts
Maximize revenue potential from each client
Pros:
- VA owns network of 163 hospitals
- Excellent reference account
Complex process that many hospitals are unfamiliar with
Clients need to be educated on benefits of international recruitment
Easy to up-sell existing international recruitment clients on domestic staffing
Client relationships are already fragile
How is the Sales Strategy ineffective?
Competitive Advantage in international staffing of nurses
Competition has difficulty understanding local dynamics of India market
Untapped India market
Easily replaced as a vendor for domestic staffing
International Versus Domestic Staffing Breakdown
Shamail Siddiqi - CEO
International
Domestic
Many hospitals did not seem comfortable dealing with one company for international and domestic staffing
Global Source does not have a competitive edge as a company
People responsible for international staffing had nothing to gain by negotiating better billing rates for domestic staff.
- Founder of Global Source Health Care
- Saw an opportunity in International sourcing for healthcare companies

- Aligned themselves with a CGFNS test-preparation company in Bangalore to insource Indian nurses
Very competitive market
Low staffing margins 10-15%
Pros

Cons
Hospitals hesitant to bring on new staffing companies.
Global Source is secondary vendor in marketplace for domestic staffing, and can easily be replaced.
Not enough expenses or resources to recruit large international staffing.
Established a strategic alliance with a CGFNS test-preparation company in Bangalore
Global Source
- Limited sales personnel and budget
- Healthcare staffing company
- Domestic and international services
- First international
- Forced into both due to lack of funding

Questions: I just need you guys to help me answer the following question please.

What are the primary intangible elements of the Global Source Healthcare service the salespeople should emphasize?

With the domestic market experiencing problems, should Global Source move to an exclusive focus on international service?

Why or why not?

READREAD THE ARTICLE BELOWBELOW. FROM THE WALL STREET.

describe all relevant informationinformation. telling the main thing you take away from the articlearticle and how it applies to globalization.

FREEPORT, Pa. The rising dollar is putting US. Manufacturers through the equivalent of a new year's fitness regime, causing pain for now but also promising long-term gains in efficiency.
After more than a decade of weakness, the dollar began surging in mid-2014 against the euro and many other currencies. That is making U.S.-made products pricier in other countries and imports cheaper in the U.S.-a combination that is likely to expand, the already gaping U.S. trade deficit. "When the dollar was weakening, it was a lot easier [for manufacturers] be a little sloppy," said Hal Sirkin, a Chicago-based senior partner at Boston Consulting Group. A rising dollar, which effectively raises prices, forces manufacturers to automate more production processes and redesign products to be lower cost and higher value, Mr. Sirkin said. US. manufacturers also will look for ways to buy lower-cost parts and materials in Asia or Europe.
Past periods of currency strength in Switzerland, Germany and Japan required manufacturers there to streamline processes and find niches that allowed them to charge premium prices.
Here in Freeport, on the fringes of the Pittsburgh metro area, Oberg Industries is striving hang onto its small share of the global economy. The family owned company, with 750 employees and annual sales of about $130 million, makes metal parts for a host of products, including oil production equipment and door locks.
Oberg is moving out of some markets where competition is based mainly on price. For instance, the company recently sold a plant in Mexico where it made doorknobs, competing with Asian manufacturers. Oberg is putting more focus on highly regulated markets, such as parts for medical devices and aircraft. Because quality standards are higher, there is less import competition, said Rich Bartek, Oberg’s chief operating officer.
Oberg recently bought another robot to help sort out parts as they emerge from a stamping machine. It also has invested in new computer controlled cutting machines that are easier to program and run. One operator can handle four of these machines. "In the old days, it was one operator, one machine," Mr. Bartek said. Manufacturers have long been under pressure from intensifying global competition, but the dollar's sudden ascent adds more urgency. Since mid-2014, the dollar is up nearly 19% against the euro and 17% against the yen. “
The challenge I gave to our team is use as an opportunity to get more costs out of the company," said Ron DeFeo, executive of Terex Corp., a Westport, Conn.-based maker of heavy equipment, including aerial work platforms used to hoist construction and maintenance workers. For instance, Terex is making more steel parts for some of its machines in China, where steel and labor are cheaper. The company is leaning on delivery firms to pass on some of the savings they are getting from lower fuel costs. Terex may also be able to shift some production of equipment to Europe, where the weaker euro has reduced costs in dollar terms.
The rising dollar already has forced U.S. poultry companies to accept lower prices for dark chicken meat, popular in over- seas markets, said Mike Cockrell, chief financial officer of Sanderson Farms Inc., the third-largest U.S. poultry processor. Bulk leg quarters of chicken, a top export that sold for 48 cents pound in mid December, now are selling for 88 cents, Mr. Cockrell said. Chicken processors still can turn a profit on those prices, along as sales of white meat the US, remain brisk. But if prices sink to very low levels, chicken processors may resort selling frozen bags of dark in US grocery stores at cut-rate prices, as they have done before. Prime Equipment Group Lnc. Columbus, Ohio, maker of poultry processing equipment, is using more Brazilian parts and materials for the products sells in that country, to help offset the effects of a weak real, The company also is delaying repatriation of profits from Brazil in the hope the real will regain value. "As long as the real doesn't collapse-a possibility we consider very remote--we can afford to wait," said Mike Gasbarro, chief executive. Global giants like Caterpillar Inc. or Ford Motor Co. long have had plants around the world, reducing their exposure to any one currency. Some smaller manufacturers are trying to emulate that global approach. Firstronic LLC, a Grand Rapids, Mich., maker of printed circuit boards used in cars and other products, serves its customers in North America mainly in production from its plants Michigan and Mexico, said John Sammut, the CEO. It has set up joint ventures in the Czech Republic, India and China it can produce circuit boards there as well, depending on customers' needs and currency factors.
For now, Firstronic is exporting from Michigan to Europe circuit boards used to control car seats. If the dollar stays strong. said Mr. Sammut, that production could be moved to the Czech Republic. By creating a global network of factories, “we have buffered ourselves from this issue” he said.
Ground Force Worldwide, Post Idaho, maker of used in mining, committed to manufacturing in the US even though about 75% of its sales are in other countries, said Ron Nilson, owner and CEO But he said the company can assemble portions of its trucks, such as fuel tanks, overseas to reduce costs.
FirmGreen Inc., based in Newport Beach, a maker of equipment used to purify biogas, having to "scramble for solu tions," said CE0 Steven Wilburn. The company, which sells most of equipment overseas, is being hit both by a strong dollar and by the drop in oil prices, which deters investment im alternative energy sources. Mr. Wilburn said he has had to cut his staff to 10 people- from 17 FirmGreen relies on other US-based companies to manufacture its equipment. Mr.Willburn said he doesn't want to shift production China fears his technological secrets to rivals. "Pius," he said, "Tm patriot. Woodward Inc., a maker of parts for aircraft and various types of engines, based in Fort Collins, Colo, is trying to help some overseas customers cope with the currency swings. On some contracts, it includes clauses that adjust the price of a large order depending on currency movements, so that the two sides share the risk.
Bob Weber, chief financial officer of Woodward, said the company could import more parts from countries with weaker currencies. But that is difficult in highly regulated markets such as those for aircraft. "it's extremely hard to switch suppliers midstream.” Mr. Weber said.

Student ID   Age   Gender   Nationality   Married   Children   Undergrad Major   GMAT Score   Previous salary   Monthly Expenses   School Debt
1   30   Male   US   No   0   Marketing   717   48100   1710   26580
2   32   Male   US   No   0   Finance   658   62600   1870   0
3   32   Female   US   No   0   Engineering   669   55500   1630   30560
4   30   Male   India   No   0   Marketing   687   45600   1430   0
5   39   Male   US   No   0   Marketing   633   59700   2020   25380
6   33   Male   US   No   0   Other non-business   658   70000   2610   0
7   30   Female   Europe   No   0   Other business   653   44500   1650   32370
8   35   Female   US   No   0   Engineering   784   54000   1930   33240
9   37   Female   Other   No   0   Engineering       40000   1640   64330
10   34   Male   US   Yes   0   Finance       72100   2670   39950
11   32   Female   US   No   0   Other business   784   42200   1130   9490
12   39   Male   US   Yes   2   Other non-business   627   69300   2320   70780
13   33   Female   US   Yes   1   Marketing   709   46100   2290   69360
14   26   Female   US   No   0   Finance   757   53100   1820   12490
15   35   Male   US   No   0   Finance   735   76400   1300   8840
16   35   Male   US   No   0   Marketing       67500   2230   26330
17   33   Male   US   No   1   Other non-business   686   67700   1770   48870
18   30   Male   India   No   0   Marketing       46700   1370   22690
19   29   Female   India   No   0   Marketing   749   46500   1530   20130
20   36   Female   US   Yes   1   Engineering   736   73700   1970   31150
21   36   Male   US   Yes   0   Finance   691   63400   1750   0
22   30   Male   South America   No   0   Marketing   698   51900   2550   33910
23   39   Male   India   No   0   Other non-business   743   63300   1750   29180
24   34   Male   US   Yes   1   Engineering   710   63200   2130   53280
25   40   Male   US   Yes   0   Other business   662   56200   2020   38560
26   30   Female   South America   Yes   0   Finance       43300   1240   26400
27   33   Male   US   Yes   1   Engineering       72200   1820   19450
28   32   Female   India   Yes   2   Engineering   718   44300   2600   68260
29   34   Male   US   No   0   Other non-business   716   59300   1620   0
30   40   Male   China   No   0   Finance   711   69100   2270   30460
31   37   Male   US   No   0   Engineering       76100   2430   0
32   28   Male   US   No   0   Marketing   743   58800   1540   35420
33   28   Male   US   No   0   Engineering   740   57200   1300   19180
34   27   Female   US   No   0   Finance   695   45000   2100   72220
35   31   Female   US   Yes   0   Other business       54200   1950   14640
36   35   Male   US   Yes   1   Other business       69500   2390   38330
37   30   Male   US   No   0   Engineering   765   77000   1450   16720
38   34   Female   China   No   0   Finance   770   47900   1970   39250
39   33   Male   US   Yes   1   Engineering       78900   1920   44820
40   34   Male   US   No   0   Other business   726   62300   2210   23620

1. Generate the 10 random samples of size 30 of School Debt variable. Find the mean and standard deviation of the each sample. Analyze the sample mean and standard deviation with the population mean and population standard deviation. In your workbook, rename the Sheet1 tab on the bottom of worksheet 1 to Random Sample of School Debt.