give an example of a company that succeeded both financially and sustainably. when interest of various stakeholders may differ, how should a manger choose between them? Consider Walmart: the company helped millions of consumers save their hard- earned money, but paid very low salaries to its employees.

On January 1, 2020, Charles Corporation purchased 40% of the common shares of River Company for $400,000. During the year, River earned net income of $120,000 and paid dividends of $40,000.

Prepare the entries for Charles to record the purchase and any additional entries related to this investment in River Company in 2020.

2.

Strong corporate culture, ability to adapt is best blueprint for going global: Lenovo

The blueprint for any company that pursues international expansion starts with building a strong entrepreneurial culture that adapts to the times, according to Chinese technology giant Lenovo Group.

It is a business principle that has served Lenovo well in its decades-long transformation from a start-up electronics company in mainland China in 1984 into the world's biggest supplier of personal computers.

"When a company becomes bigger, make sure that there is a unique culture committed to execute its strategy," Ivan Cheung, Lenovo executive director and general manager for Hong Kong, Taiwan and Korea, said in his interview at the South China Morning Post's Game Changers Forum 3 on Tuesday.

Lenovo has been a role model for many Chinese technology companies since it acquired IBM's PC business in 2005. Photo: AFP

Lenovo has been a role model for many Chinese technology companies since it rapidly expanded its international operations after acquiring the personal computer division of IBM for US$1.75 billion in 2005.

The computer giant, which operates in more than 160 countries, has continued its expansion with the purchase last year of Motorola Mobility for US$2.91 billion from Google and the commodity x86 server business of IBM for US$2.1 billion.

"We're trying to replicate our success in the PC industry, in the smartphone and enterprise server businesses," Cheung said.

He pointed out that Lenovo translated the principles of accountability and entrepreneurship into a few action points: "We plan before we commit; we perform as we promise; we prioritise company first; and we practice improving everyday."

In their book The Lenovo Way, authors Gina Qiao and Yolanda Conyers said the strong corporate culture keeps the company prepared to change and diversify.

"The Chinese have a saying: To cultivate trees, you need 10 years. To cultivate people, you need 100 years. That's fine with us because we know how to be patient," the authors wrote.

Amid changes in the global economy and evolving consumer tastes, start-ups must also realise that being adaptable can help them survive tough times.

Lenovo currently finds itself in need to be more nimble as global personal computer sales continue to decline and competition in the smartphone and commodity server businesses intensify.

The company last month announced that it was laying off 3,200 employees in non- manufacturing jobs, out of its total 60,000 worldwide staff, under a sweeping restructuring plan.

That would help the company reduce expenses by US$650 million in the second half of its fiscal year to March and US$1.35 billion on an annual basis.

The restructuring will see Motorola be responsible for designing, developing and manufacturing smartphones. The production supply chain for personal computers and servers will also be integrated.

Yang Yuanqing, the chairman and chief executive at Lenovo, said last month that the company targeted a 30 per cent global market share in personal computers and the turnaround of its mobile devices business in two to three quarters.

Question:

What changes did Lenovo undergo? Process change or strategic cultural change? Explain your answers based on the consideration of the theme of change, driving force, and the degree of the organization changes. What are the reasons for Lenovo’s to success?

Strong corporate culture, ability to adapt is best blueprint for going global: Lenovo

The blueprint for any company that pursues international expansion starts with building a strong entrepreneurial culture that adapts to the times, according to Chinese technology giant Lenovo Group.

It is a business principle that has served Lenovo well in its decades-long transformation from a start-up electronics company in mainland China in 1984 into the world's biggest supplier of personal computers.

"When a company becomes bigger, make sure that there is a unique culture committed to execute its strategy," Ivan Cheung, Lenovo executive director and general manager for Hong Kong, Taiwan and Korea, said in his interview at the South China Morning Post's Game Changers Forum 3 on Tuesday.

Lenovo has been a role model for many Chinese technology companies since it acquired IBM's PC business in 2005. Photo: AFP

Lenovo has been a role model for many Chinese technology companies since it rapidly expanded its international operations after acquiring the personal computer division of IBM for US$1.75 billion in 2005.

The computer giant, which operates in more than 160 countries, has continued its expansion with the purchase last year of Motorola Mobility for US$2.91 billion from Google and the commodity x86 server business of IBM for US$2.1 billion.

"We're trying to replicate our success in the PC industry, in the smartphone and enterprise server businesses," Cheung said.

He pointed out that Lenovo translated the principles of accountability and entrepreneurship into a few action points: "We plan before we commit; we perform as we promise; we prioritise company first; and we practice improving everyday."

In their book The Lenovo Way, authors Gina Qiao and Yolanda Conyers said the strong corporate culture keeps the company prepared to change and diversify.

"The Chinese have a saying: To cultivate trees, you need 10 years. To cultivate people, you need 100 years. That's fine with us because we know how to be patient," the authors wrote.

Amid changes in the global economy and evolving consumer tastes, start-ups must also realise that being adaptable can help them survive tough times.

Lenovo currently finds itself in need to be more nimble as global personal computer sales continue to decline and competition in the smartphone and commodity server businesses intensify.

The company last month announced that it was laying off 3,200 employees in non- manufacturing jobs, out of its total 60,000 worldwide staff, under a sweeping restructuring plan.

That would help the company reduce expenses by US$650 million in the second half of its fiscal year to March and US$1.35 billion on an annual basis.

The restructuring will see Motorola be responsible for designing, developing and manufacturing smartphones. The production supply chain for personal computers and servers will also be integrated.

Yang Yuanqing, the chairman and chief executive at Lenovo, said last month that the company targeted a 30 per cent global market share in personal computers and the turnaround of its mobile devices business in two to three quarters.

Question:

What changes did Lenovo undergo? Process change or strategic cultural change? Explain your answers based on the consideration of the theme of change, driving force, and the degree of the organization changes. What are the reasons for Lenovo’s to success?

3.

Strong corporate culture, ability to adapt is best blueprint for going global: Lenovo

The blueprint for any company that pursues international expansion starts with building a strong entrepreneurial culture that adapts to the times, according to Chinese technology giant Lenovo Group.

It is a business principle that has served Lenovo well in its decades-long transformation from a start-up electronics company in mainland China in 1984 into the world's biggest supplier of personal computers.

"When a company becomes bigger, make sure that there is a unique culture committed to execute its strategy," Ivan Cheung, Lenovo executive director and general manager for Hong Kong, Taiwan and Korea, said in his interview at the South China Morning Post's Game Changers Forum 3 on Tuesday.

Lenovo has been a role model for many Chinese technology companies since it acquired IBM's PC business in 2005. Photo: AFP

Lenovo has been a role model for many Chinese technology companies since it rapidly expanded its international operations after acquiring the personal computer division of IBM for US$1.75 billion in 2005.

The computer giant, which operates in more than 160 countries, has continued its expansion with the purchase last year of Motorola Mobility for US$2.91 billion from Google and the commodity x86 server business of IBM for US$2.1 billion.

"We're trying to replicate our success in the PC industry, in the smartphone and enterprise server businesses," Cheung said.

He pointed out that Lenovo translated the principles of accountability and entrepreneurship into a few action points: "We plan before we commit; we perform as we promise; we prioritise company first; and we practice improving everyday."

In their book The Lenovo Way, authors Gina Qiao and Yolanda Conyers said the strong corporate culture keeps the company prepared to change and diversify.

"The Chinese have a saying: To cultivate trees, you need 10 years. To cultivate people, you need 100 years. That's fine with us because we know how to be patient," the authors wrote.

Amid changes in the global economy and evolving consumer tastes, start-ups must also realise that being adaptable can help them survive tough times.

Lenovo currently finds itself in need to be more nimble as global personal computer sales continue to decline and competition in the smartphone and commodity server businesses intensify.

The company last month announced that it was laying off 3,200 employees in non- manufacturing jobs, out of its total 60,000 worldwide staff, under a sweeping restructuring plan.

That would help the company reduce expenses by US$650 million in the second half of its fiscal year to March and US$1.35 billion on an annual basis.

The restructuring will see Motorola be responsible for designing, developing and manufacturing smartphones. The production supply chain for personal computers and servers will also be integrated.

Yang Yuanqing, the chairman and chief executive at Lenovo, said last month that the company targeted a 30 per cent global market share in personal computers and the turnaround of its mobile devices business in two to three quarters.

Question:

What changes did Lenovo undergo? Process change or strategic cultural change? Explain your answers based on the consideration of the theme of change, driving force, and the degree of the organization changes. What are the reasons for Lenovo’s to success?

Following are several transactions involving a university. In the current fiscal year, the university was notified by the federal government that next fiscal year it would receive a $500,000 grant for wetlands research. The university received a $500,000 endowment. For the fiscal year, the university recorded $2,500,000 in tuition and fees revenue. Cash refunds of $325,000 were given. The university provided $12,600 in tuition waivers for students with outstanding academic performance. During the year, the university constructed a new street, to allow for the expansion of its student housing efforts. The cost of the street was $1,980,000. The biology department spent $25,000 on wetlands research. At year-end, $1,670 of estimated uncollectible tuition and fees was recorded. Required Prepare journal entries to record the foregoing transactions, assuming the university is a private institution. (If no entry is required for a transaction/event, select "No Journal Entry Required" in the first account field.)Following are several transactions involving a university. In the current fiscal year, the university was notified by the federal government that next fiscal year it would receive a $500,000 grant for wetlands research. The university received a $500,000 endowment. For the fiscal year, the university recorded $2,500,000 in tuition and fees revenue. Cash refunds of $325,000 were given. The university provided $12,600 in tuition waivers for students with outstanding academic performance. During the year, the university constructed a new street, to allow for the expansion of its student housing efforts. The cost of the street was $1,980,000. The biology department spent $25,000 on wetlands research. At year-end, $1,670 of estimated uncollectible tuition and fees was recorded. Required Prepare journal entries to record the foregoing transactions, assuming the university is a private institution. (If no entry is required for a transaction/event, select "No Journal Entry Required" in the first account field.)

a. In the current fiscal year, the university was notified by the federal government that next fiscal year it would receive a $500,000 grant for wetlands research.

Note: Enter debits before credits.

b.The university received a $500,000 endowment.

Note: Enter debits before credits.

c. Record the receipt of tuition and fees revenue.

Note: Enter debits before credits.

8) For the following taxpayers indicate whether the taxpayer should file a tax return and why. a. Robert earned $50,000 this year as a staff accountant. His estimated tax liability is $4,500, and he expects to receive a $500 tax refund. b. Amy earned $4,000 this year working part-time. She will have no federal tax liability and has not made any federal tax payments. c. Ty earned $2,500 this summer and had $200 of federal taxes withheld from his paycheck. He will have no federal tax liability this year. d. Startup Corporation had a $50,000 loss this year. e. The Walker Family Trust earned $500 of gross income this year.

Scenario:
You are the member of a student organization at Northeast State University which works to provide professional development opportunities for students. You saw an interesting article in a college magazine describing a “Suitable Suits” program another university implemented. Its career development office kept a closet with 21 crisp black suits of all sizes that students could borrow for job interviews. Students would make an appointment with the office and agree to dry clean the suits before returning them. The program at that university was paid for by a grant. Your student organization believes this would be a good program to implement at Northeast State and should be housed in the Career Services office.

Instructions:
Write a thorough letter to Ginger Martin, Director of Career Services, to persuade her to consider implementing a “Suitable Suits” program in the Career Services office. Think about what you are asking her to do, consider any objections she may have, anticipate her questions, make a strong case, consider what persuasion strategy you want to use, determine how to gain her attention and build interest, plan on how to reduce resistance, consider a motivating action.

Format the letter based on the guidelines discussed in the lesson or refer to Appendix A of your textbook. The letter should include the following guidelines:

Include a page header with your organization’s name and address

The address to your organization is NSU Box 321, University City, CO 45612

Send the letter to Ms. Ginger Martin

Her address is NSU Box 654, University City, CO 45612

Include the date

Include the inside address (who it is addressed to)

Include a salutation

Include an appropriate subject line

Include a complimentary closing

Include your printed name and title

Use all of the correct spacing between each component

Use a 1-inch margin, 12-point font, Times New Roman

Use correct spelling and grammar

My company: Walmart

8) Find a recent 10K report for a company that interests you (you cannot have the same company as someone else in the class). (Google “(company name) 10K” and you will find their annual report. Calculate the following for this company, showing the formulas and calculations:

a. Return on equity

b. Return on assets

c. Total liability to equity

d. Long term debt to equity

e. Times interest earned

f. Current Ratio

g. Comment on this company’s financial performance, financial position, and riskiness.

9) Find a competitor to the company you used in #8 above and do the same analysis, showing the formulas and calculations:

a. Return on equity

b. Return on assets

c. Total liability to equity

d. Long term debt to equity

e. Times interest earned

f. Current Ratio

g. Comment on this company’s financial performance, financial position, and riskiness.

10) Which company would you prefer as an investor, and why? Are you investing for short term or long term, and how does this affect your preference?

Two individuals invest in a project which takes two periods to complete. At the start of period one, individual A invests 4.5 and individual B invests 1.5. At the end of period one, each of the investors has a chance to withdraw her investment. The decisions whether to withdraw from the project or not are made simultaneously. If either investor withdraws, the project is scrapped and the scrapped value is 4. If both investors withdraw, they shared the scrapped value in proportion to their investment. If one investor withdraws while the other does not, the one who withdraws gets the first claim on the scrapped value up to the amount of her investment. If neither investor withdraws at the end of period one, the investors have another chance to withdraw at the end of period two. If either investor withdraws, the payoffs are the same as before. If neither investor withdraws at the end of period two, the project is completed and the investors get the total of 12 in gross return which they share in proportion to their original investment. There is no discounting. If exists find the backwards induction outcome of the game.If exists find the backwards induction outcome of the game.

Practice question