Why would the unemployment rate lower during the recession than after the recession? (problem gives data that shows rate was 5% in dec 2007, rose to 8% in jun 2009)
Why was the unemployment rate steady or even falling during the recession?
What are the limitations to calculating and reporting unemployment using the U3 method?
Thank you in advance!
In: Economics
The third arrow of Abenomics (structural reform) addresses three problems Japan faces – (a) a rapidly aging population and shrinking workforce, (b) falling or stagnant wages and increase in non-regular employment, (c) low economic status of women. Choose two or three policies Abe proposes to deal with each of these issues and briefly discuss them.
In: Economics
|
Synovec Co. is growing quickly. Dividends are expected to grow at a rate of 22 percent for the next 3 years, with the growth rate falling off to a constant 6 percent thereafter. |
|
If the required return is 9 percent and the company just paid a $2.80 dividend. what is the current share price? |
Multiple Choice
$146.30
$152.27
$149.29
$145.36
$137.83
In: Finance
In: Mechanical Engineering
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Marcel Co. is growing quickly. Dividends are expected to grow at a 19 percent rate for the next 3 years, with the growth rate falling off to a constant 7 percent thereafter. |
| Required: |
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If the required return is 12 percent and the company just paid a $1.90 dividend. what is the current share price? |
Options
$49.99
$56.32
$52.93
$55.21
$54.11
In: Finance
Visibility is key to securing an organization’s networks. However, as networks become increasingly complex, it becomes more difficult to develop a clear overview of the networks an organization depends on. What recommendations would you make to assist organizations in developing visibility of their networks, and avoiding falling victim to the types of attacks that targeted US banks between 2011 and 2015?
In: Computer Science
15.34 Treating insomnia. Belsomra is a drug prescribed for the treatment of insomnia. A randomized, placebo-controlled clinical trial found that patients assigned to take Belsomra for three months fell asleep 35 minutes faster, on average, than they did before the study started—a statistically significant improvement. By comparison, patients assigned to take a placebo for three months fell asleep 27 minutes faster than they did originally. The difference between the two groups was statistically significant (reported as P<0.01).14
In: Statistics and Probability
Consider a 4-mg raindrop that falls from a cloud at a height of 2 km.
Part a) If we neglect air resistance, what would be the speed of the raindrop when it reaches the ground? Assume that the falling raindrop maintains its shape so that no energy is lost to the deformation of the droplet.
________ m/s
Part b) When the raindrop reaches the ground, it won't kill you or even bruise you because its terminal velocity is just 10 m/s. Calculate the work done by the air resistance on the raindrop. Recall that positive work done on an object/system increases the energy of that object/system. Again, assume that the falling raindrop maintains its shape so that no energy is lost to the deformation of the droplet.
________ Joules
Part c) What percentage of the raindrop's initial mechanical energy was lost to air resistance? (Based on your answers, ask yourself if you think it is reasonable to ignore air resistance when evaluating the fall of a raindrop from the sky.)
________ %
In: Physics
Cranston Dispensers, Inc.
In the early 1990s, Cranston Dispensers, Inc. was quick to realize that concern for the environment would cause many consumer product manufacturers to move away from aerosol dispensers to mechanical alternatives that pose no threat to the ozone layer. In the following decades, most countries banned the most popular aerosol propellants, first chlorofluorocarbons and then hydrocholrofluorocarbons. As the leading manufacturer of specialized pump and spray containers for a variety of products in cosmetics, household cleaning supplies, and pharmaceutical industries, Cranston experienced a rapid increase in sales and profitability after it made this strategic move. At that time, the firm focused much of its attention on capturing market share and keeping up with demand.
For most of 20x4 and 20x5, however, Cranston’s share price was falling while shares of other companies in the industry were rising. At the end of fiscal 20x5, the company hired Susan McNulty as the new treasurer, with the expectation that she would diagnose Cranston’s problems and improve the company’s financial performance relative to that of its competitors. She decided to begin the task with a thorough review of the company’s working capital management practices.
While examining the company’s financial statements, she noted that Cranston had a higher percentage of current assets on its balance sheet than other companies in the packaging industry. The high level of current assets caused the company to carry more short-term debt and to have higher interest expense than its competitors. It was also causing the company to lag behind its competitors on some key financial measures, such as return on assets and return on equity.
In an effort to improve Cranston’s overall performance, Susan has decided to conduct a comprehensive review of working capital management policies, including those related to the cash conversion cycle, credit policy, and inventory management. Cranston’s financial statements for the three most recent years follow.
($ in thousands)
|
Account |
20x5 |
20x4 |
20x3 |
|
Sales |
3,784 |
3,202 |
2,760 |
|
Cost of Goods Sold |
2,568 |
2,172 |
1,856 |
|
Gross Profit |
1,216 |
1,030 |
904 |
|
Selling & Administrative |
550 |
478 |
406 |
|
Depreciation |
247 |
230 |
200 |
|
Earnings Before Interest and Taxes |
419 |
322 |
298 |
|
Interest Expense |
20 |
25 |
14 |
|
Taxable Income |
399 |
297 |
284 |
|
Taxes |
120 |
89 |
85 |
|
Net Income |
279 |
208 |
199 |
Cranston Dispensers
Balance Sheet
($ in thousands)
|
Account |
20x5 |
20x4 |
20x3 |
|
Current Assets |
|||
|
Cash |
341 |
276 |
236 |
|
Accounts Receivable |
722 |
642 |
320 |
|
Inventory |
595 |
512 |
388 |
|
Total Current Assets |
1,658 |
1,430 |
944 |
|
Net Fixed Assets |
1,822 |
1,691 |
1,572 |
|
Total Assets |
3,480 |
3,121 |
2,516 |
|
Current Liabilities |
|||
|
Accounts Payable |
332 |
288 |
204 |
|
Accrued Expenses |
343 |
335 |
192 |
|
Short-term Notes |
503 |
491 |
243 |
|
Total Current Liabilities |
1,178 |
1,114 |
639 |
|
Long-term Debt |
398 |
324 |
289 |
|
Other Long-term Liabilities |
239 |
154 |
147 |
|
Total Liabilities |
1,815 |
1,592 |
1,075 |
|
Owners’ Equity |
|||
|
Common Equity |
1,665 |
1,529 |
1,441 |
|
Total Liabilities & Equity |
3,480 |
3,121 |
2,516 |
5. Cranston now bills its customers with terms of net 45. Although most customers pay on time, some routinely stretch the payment period to sixty or even ninety days. What steps can Cranston take to encourage clients to pay on time? What is the potential risk of implementing penalties for late payment?
6. Suppose Cranston institutes a policy of granting a 1% discount for payment within fifteen days with the full amount due in 45 days. Half the customers take the discount, the other half take an average of sixty days to pay.
a. What is the length of Cranston’s collection cycle under this new policy?
b. In dollars, how much would the policy have cost Cranston in 20x5?
c. If this policy had been in effect during 20x5, by how many days would Cranston have shortened the cash conversion cycle?
7. An image-based lockbox system could accelerate Cranston’s cash collections by three days. Cranston can earn an annual rate of 6% on the cash freed by accelerated collections. Using sales for 20x5, determine the most that Cranston should pay per year for the lockbox system.
In: Finance
| Consider the following information regarding Wayne Manufacturing Company and the following instructions. This is similar to Problems 20-5A and 20-5B in our textbook. | ||||||||||
| Wayne Manufacturing Company has four operating divisions. During the first quarter of 2016, the company reported the divisional results shown below and aggregate income shown below. | ||||||||||
| Division: | North | South | East | West | Aggregate Income | |||||
| Sales | $ 454,410 | $ 347,490 | $ 276,210 | $ 160,380 |
|
|||||
| Cost of goods sold | 267,300 | 222,750 | 240,570 | 133,650 | ||||||
| Selling and administrative expenses | 53,460 | 71,280 | 57,915 | 62,370 | ||||||
| Income (loss) from operations | $ 133,650 | $ 53,460 | $ (22,275) | $ (35,640) | $ 129,195 | |||||
| Analysis reveals the following percentages of variable costs in each division. | ||||||||||
| Division: | North | South | East | West | ||||||
| Cost of goods sold | 70% | 80% | 75% | 90% | ||||||
| Selling and administrative expenses | 40% | 50% | 65% | 70% | ||||||
| Discontinuance of any division would save 50% of the fixed costs and expenses for that division. | ||||||||||
| Top management is very concerned about the unprofitable divisions (East and West). Consensus is that one or both of the divisions should be discontinued. | ||||||||||
| Instructions - Your solutions should be clearly labeled on Solutions of this workbook. | ||||||||||
| (a) Compute the contribution margin for the East and West Divisions. (See illustration 20-17 for guidance, if needed.) | ||||||||||
| (b) Prepare an incremental analysis concerning the possible discontinuance of (1) East Division and (2) West Division. What course of action do you recommend for each division? Should either be closed? (See illustration 20-18 for guidance, if needed.) | ||||||||||
| (c) Prepare a columnar condensed income statement for Wayne Manufacturing, assuming the division(s) that should be eliminated are eliminated. Use the CVP format. Remember: Closed division's unavoidable fixed costs are allocated equally to the continuing divisions. (See Illustrations 20-16 and 20-17 for guidance, if needed.) | ||||||||||
In: Accounting