The credit terms offered to customers for early payment need to be sufficiently lucrative for them to want to pay early, but not so lucrative that the seller is effectively paying an inordinately high interest rate for the use of the money that it is receiving early.

The term structure used for credit terms is to first state the number of days you are giving customers from the invoice date in which to take advantage of the early payment credit terms.

For example, if a customer is supposed to pay within 10 days without any discount, the terms are "net 10 days," whereas if the customer must pay within 10 days to qualify for a 2% discount, the terms are "2/10". To expand upon the last example, if the customer must pay within 10 days to obtain a 2% discount, or can make a normal payment in 30 days, then the terms are stated as "2/10 net 30".

In brief,

                  2% for 20 days

                  y% for 360 days

y = 360 x 2 / 20 = 36 (%)

Meaning that discount of 2% for paying 20 days early equates to an annual interest rate of 36 %.

It is clear that buyers with sufficient cash balances or a readily available line of credit should take advantage of the early payment discounts. However, some buyers are operating with very little cash and have to borrow additional money. These buyers may be wise to forgo the early payment discounts in order to avoid the risk of overdrawing their checking account.

One overdraft fee could be greater than the early payment discount, which makes the discount pointless to the buyer.

Problem setting Fill the gaps.

A manufacturer of integrated circuits is planning production for the next four months. The forecast demand for the circuits is shown in the following table.

At the beginning of September, the warehouse is expected to be completely empty. There is room for no more than 1,800 integrated circuits to be stored. Holding costs for both types is $0.05 per unit per month. Because workers are given time off during the holidays, the manufacturer wants to have at least 800 IC341s and 850 IC256s already in the warehouse at the beginning of January.

Production costs are $1.25 per unit for IC341 and $1.35 per unit for IC256. Because demand for raw materials is rising, production costs are expected to rise by $0.05 per month through the end of the year. Labor to make model IC341 is 0.45 hours per unit; making model IC256 takes 0.52 hours of labor. Management has agreed to schedule at least 1,000 hours per month of labor. As many as 200 extra hours per month are available to management at the same cost, except during the month of December, when only 100 extra hours are possible. What should be the production schedule for IC341 and IC256 for the four months? What recommendations would you give the manufacturer based on your solution?

-Caluclated on Excel with formulas, Show step by step,

Problem 4-1 The following are September transactions for Lila Company.
Sep. 1 Issued common shares for $3,000 cash
Sep. 1 Borrowed $10,000 cash from the bank
Sep. 1 Paid $8,000 cash for a used truck
Sep. 3 Signed a contract with a customer to do a $15,000 job beginning in November
Sep. 4 Paid $600 for a one-year truck insurance policy effective September 1
Sep. 5 Collected fees of $2,000 for work to be performed in September and October
Sep. 7 Billed a client $5,000 for services performed today
Sep. 9 Paid $250 for supplies purchased and used today
Sep. 12 Purchased $500 of supplies on credit
Sep. 15 Collected $1,000 of the amount billed August 7
Sep. 16 Paid $200 for advertising in The News that ran the first two weeks of September
Sep. 20 Paid $250 of the amount owing regarding the credit purchase of September 12
Sep. 25 Paid the following expenses: rent for September, $350; salaries, $2,150; telephone, $50
Sep. 28 Called clients for payment of the balances owing from September 7
Sep. 31 Billed a client $6,000 for services performed today
Required:
Prepare journal entries in good form for each of the above transactions concerning the business of Lila Company. Use General Journal report presented in the chapter.

As the World Health Organization notes, “The research supporting the relation between all forms of aggression and alcohol use is enormous [and] unequivocal.” In their 2018 report, the United Nations Office on Drugs and Crime (UNODC) declared home to be the most dangerous place for women, with the majority of female homicide victims globally being killed by intimate partners or family. Globally, in 2017, 87,000 women were intentionally killed, more than half (58%) were killed by intimate partners or family members, while on the African continent more than two-thirds (69%) of women intentionally killed in 2017 were killed by an intimate partner or family member. South

Africa’s domestic violence rates are notoriously high. Many women and children are exposed to emotional, physical and financial violence and abuse regularly. In South Africa, it is estimated that one in two women experience violence perpetrated by an intimate partner and three women are intentionally killed by their intimate partners each day.

Now, as the world attempts to slow the spread of Covid-19, authorities have introduced the concept of “social distancing” which calls upon people to maintain a degree of physical distance. The optimal form of social distancing requires people to be at home. What happens when home is not safe?

A beer brand might seem an unlikely ally in the campaign to end violence against women. But the clear connection between alcohol and abusive behavior made Carling Black Label, the largest beer brand in South Africa, realize it had to take up the challenge. The brand has long targeted men, and its messaging has been all about defining masculinity. In the 1980s its television ads featured cowboys who deserved a cold Carling Black Label as a reward for a long day’s work. In the 1990s, when South Africa abolished apartheid, Carling’s ads depicted a nation of builders: Ordinary men were now the heroes—strong, honest, and hardworking. In the 2000s the brand connected the beer with entrepreneurs and the rising generation of “self-made” men, the new role models. That is where things stood when AB InBev bought Carling’s owner, SABMiller, in 2016. Andrea Quaye, then AB InBev’s new vice president of marketing for Africa, understood how valuable the brand was, but she also knew it could not continue with business as usual. As the acquisition was going through, local researchers were raising alarms about the country’s drinking problem. South Africans are among the heaviest drinkers on the continent, and men are by far the major consumers. This excess has many consequences, but the most troubling issues in South Africa are rates of murder and violence targeting women that far exceed the global average.

Rather than trying to distance itself from the problem, Carling decided to confront it and use its clout to drive social change. In 2017, Carling launched a TV and social media campaign against gender-based violence under the hashtag #NoExcuse. Carling took responsibility—and risk. It sponsored a men’s march that drew 8,000 people, released five million #NoExcuse cans of beer, and called on South African men to take a pledge to combat violence against women. Building on this, Carling worked with Ogilvy, the global media communications firm, and indaHash, an influencer marketing firm, to take its message to the Soweto Derby, a biannual soccer match that transfixes much of the country. The two soccer teams, the Orlando Pirates and the Kaizer Chiefs, joined in the no excuse campaign as well. The players wore #NoExcuse armbands during the series of games and posed with a banner at the end. Analysts reported that the Soccer Song for Change “Asambe Nono (the South African soccer anthem, but with new lyrics)” campaign reached 45 million people. Andrea Quaye, Vice President Marketing, SAB and AB InBev Africa, said while launching the campaign: “Our decision to be an inaugural supporter of the #NoExcuse movement was driven by Carling Black Label’s status as a beacon of masculinity. As the largest beer brand in the country, it is our responsibility to ensure alcohol is consumed responsibly and to use the power of our brand to challenge South African men and our consumers to take action.

Black Label wanted to keep South African women safe and maintain the brand’s leadership position, but at the same time, it had to stay true to its heritage as an emblem of masculinity.

The question was: How to do it?

4.1. Critically evaluate the efforts of Carling Black Label and its focus of reducing violence at the same time keeping masculinity positioning intact. Critically discuss the challenges faced in implementation, evaluation and control of such marketing efforts.

However, another opinion, “Carling’s initiative is nothing but a marketing ploy” do you agree with the statement or not. Justify your position.

Scenario inputs from Daily Maverick & HBR, 2020

A 1000-word essay about one African or African-American thought leader in their field who has inspired them to achieve their goals 1000-word essay about one African or African-American thought leader in their field who has inspired them to achieve their goals. (Health-related)

A 1000-word essay about one African or African-American thought leader in their field who has inspired them to achieve their goals 1000-word essay about one African or African-American thought leader in their field who has inspired them to achieve their goals. (Health-related)

The futures price of a commodity is $95. Use a three-step tree to value (a) a nine-month American call option with strike price $100 and (b) a nine-month American put option with strike price $100. The volatility is 27% and the risk-free rate (all maturities) is 3% with continuous compounding.

Prove the following for American option prices: S0 − D − K ≤ C − P ≤ S0 − Ke−rT . (Hint: For the first inequality, consider (a) a portfolio consisting of a European call plus an amount of cash equal to D + K, and (b) a portfolio consisting of an American put option plus one share.)

1) What are a few (name at least three) important values in Japanese culture?
2) What are the norms?
3) What does the article say about religion in Japan?
4) How is Japanese culture different from American culture?
5) How is Japanese culture similar to American culture?