Required information

[The following information applies to the questions displayed below.]

Cascade Company was started on January 1, Year 1, when it acquired $168,000 cash from the owners. During Year 1, the company earned cash revenues of $96,300 and incurred cash expenses of $61,800. The company also paid cash distributions of $12,000.

Required
Prepare a Year 1 income statement, capital statement (statement of changes in equity), balance sheet, and statement of cash flows under each of the following assumptions. (Consider each assumption separately.)

b. Cascade is a partnership with two partners, Carl Cascade and Beth Cascade. Carl Cascade invested $92,400 and Beth Cascade invested $75,600 of the $168,000 cash that was used to start the business. Beth was expected to assume the vast majority of the responsibility for operating the business. The partnership agreement called for Beth to receive 55 percent of the profits and Carl to get the remaining 45 percent. With regard to the $12,000 distribution, Beth withdrew $3,600 from the business and Carl withdrew $8,400. (Amounts to be deducted should be indicated with minus sign.)

Solvency Analysis

The following information is available from the balance sheets at the ends of the two most recent years and the income statement for the most recent year of Impact Company:

Other Information:

1. Short-term notes payable represents a 12-month loan that matured in November 2017. Interest of 12% was paid at maturity.
2. One million dollars of serial bonds had been issued ten years earlier. The first series of $200,000 matured at the end of 2017, with interest of 8% payable annually.
3. Cash flow from operations was $185,000 in 2017. The amounts of interest and taxes paid during 2017 were $89,000 and $96,000, respectively.

Required:

1. Compute the following for Impact Company. Round your answers to two decimal places.

2. The company's debt-to equity ratio has (increased/decreased). The ratio is (low/high) with respect to the equity of the company. The times interest earned ratio indicates that Impact's profits before interest and taxes were almost (twice/thrice/four times) the amount of (cash/assets/net income/interest payments). It is not wise to use the times interest earned ratio as the only indicator of solvency because it considers only the payment of (interest/principal) and not the payment of (interest/principal). In addition, these payments must be made with (cash/profits) not (cash/profits). The (accounts receivable turnover ratio/asset turnover ratio/profit margin/debt service coverage ratio) is a much better indication of the company's ability to meet its obligations because it looks at the (profits/cash from operations/assets).
Choose the correct answer.

1,2,3) Assume the US market of sunflower oil was described by the following domestic supply and demand equations:

QDUS = 8000 – 4 P

QSUS = -2000 + 6 P

where QDUS and QSUS represent the quantities demanded and supplied (in tons) and P is the price per ton of sunflower oil (in $).

4) Now add this information:

In 2008, China entered into the World Trade Organization and became the largest importer of US sunflower oil. Assume the Chinese import demand for sunflower oil from the US in 2008 was

QDCHINA = 20000 – 10 P

1) What was the market (equilibrium) price of sunflower oil?

2) Using your work in question 1, what was the market (equilibrium) quantity of sunflower oil?

3) Using your work in questions 1 and 2, what were revenues for the suppliers of sunflower oil?

4) Given this information, what was the new equilibrium price of sunflower oil in 2008? (Hint: what is the total demand for US sunflower oil?)

5) Given the price you calculated in the previous question, what was the equilibrium total quantity demanded?

6) Given your answers in the previous 2 questions, how much of the new equilibrium quantity was consumed in the US (i.e., US quantity demanded given the new equilibrium price)?

7) Given your answers in the previous three questions, how much sunflower oil did China purchase from US producers? (i.e., China quantity demanded)

8) Given your calculations in questions # 4 and #5, what were US sunflower oil producer revenues?

1. Pitman Company is a small editorial services company owned and operated by Jan Pitman. On October 31, 2019, the end of the current year, Pitman Company's accounting clerk prepared the following unadjusted trial balance:

   Pitman Company
   Unadjusted Trial Balance
   October 31, 2019
   	Debit Balances		Credit Balances
   Cash	3,610
   Accounts Receivable	32,760
   Prepaid Insurance	6,110
   Supplies	1,670
   Land	96,330
   Building	253,810
   Accumulated Depreciation—Building			117,710
   Equipment	115,760
   Accumulated Depreciation—Equipment			83,840
   Accounts Payable			10,270
   Unearned Rent			5,830
   Jan Pitman, Capital			268,800
   Jan Pitman, Drawing	12,770
   Fees Earned			277,610
   Salaries and Wages Expense	165,460
   Utilities Expense	36,370
   Advertising Expense	19,430
   Repairs Expense	14,710
   Miscellaneous Expense	5,270
   	764,060		764,060

   The data needed to determine year-end adjustments are as follows:

   Required:

   • Unexpired insurance at October 31, $4,090.
   • Supplies on hand at October 31, $500.
   • The systematic periodic transfer of the cost of a fixed asset to an expense account during its expected useful life.Depreciation of building for the year, $2,710.
   • Depreciation of equipment for the year, $2,350.
   • Unearned rent at October 31, $1,520.
   • Accrued salaries and wages at October 31, $2,650.
   • Fees earned but unbilled on October 31, $15,550.

   1. Journalize the adjusting entries using the following additional accounts: Salaries and Wages Payable; Rent Revenue; Insurance Expense; The portion of the cost of a fixed asset that is recorded as an expense each year of its useful life.Depreciation Expense—Building; Depreciation Expense—Equipment; and Supplies Expense.

   a.	Accounts Payable Cash Insurance Expense Insurance Payable Prepaid Insurance
   	Accounts Payable Cash Insurance Expense Insurance Payable Prepaid Insurance Prepaid Receivable
   b.	Accounts Payable Cash Supplies Expense Supplies Payable Supplies
   	Accounts Payable Cash Supplies Expense Supplies Payable Supplies
   c.	Accounts Payable Accumulated Depreciation-Building Building Expense Building Depreciation Expense-Building Depreciation Payable-Building
   	Accounts Payable Accumulated Depreciation-Building Building Expense Building Depreciation Expense-Building
   d.	Accounts Payable Accumulated Depreciation-Equipment Depreciation Expense-Equipment Depreciation Payable-Equipment Equipment Expense Equipment
   	Accounts Payable Accumulated Depreciation-Equipment Depreciation Expense-Equipment Equipment Expense Equipment
   e.	Cash Prepaid Rent Rent Expense Rent Revenue Unearned Receivable Unearned Rent
   	Cash Prepaid Rent Rent Expense Rent Revenue Unearned Rent
   f.	Accounts Payable Cash Fees Earned Salaries and Wages Expense Salaries and Wages Payable
   	Accounts Payable Cash Fees Earned Salaries and Wages Expense Salaries and Wages Payable
   g.	Accounts Payable Accounts Receivable Cash Fees Earned Unearned Fees
   	Accounts Payable Accounts Receivable Cash Fees Earned Fees Payable Unearned Fees

   Feedback

   1. Journalize the adjusting entries using the following additional accounts, Salaries and Wages Payable, Rent Revenue, Insurance Expense, The portion of the cost of a fixed asset that is recorded as an expense each year of its useful life.Depreciation Expense—Building, Depreciation Expense—Equipment, and Supplies Expense.

   Pitman Company
   Adjusted Trial Balance
   October 31, 2019
   	Debit Balances	Credit Balances
   Accumulated Depreciation-Building Cash Fees Earned Rent Revenue Salaries and Wages Payable Supplies Payable Unearned Rent
   Accounts Payable Accounts Receivable Jan Pitman, Drawing Fees Earned Insurance Payable Rent Revenue Salaries and Wages Payable Supplies Revenue
   Advertising Expense Accumulated Depreciation-Building Fees Payable Insurance Expense Insurance Payable Miscellaneous Expense Prepaid Insurance Rent Revenue
   Accounts Payable Accumulated Depreciation-Building Accumulated Depreciation-Equipment Fees Earned Rent Revenue Salaries and Wages Payable Supplies Unearned Rent
   Accounts Payable Accumulated Depreciation-Equipment Fees Earned Land Salaries and Wages Receivable Unearned Rent
   Accounts Payable Building Fees Earned Fees Payable Insurance Payable Rent Revenue Salaries and Wages Payable Supplies Expense
   Accumulated Depreciation-Building Depreciation Expense-Building Fees Earned Miscellaneous Expense Repairs Expense Utilities Expense
   Accounts Payable Equipment Fees Earned Insurance Payable Rent Revenue Salaries and Wages Payable Supplies Expense Unearned Rent
   Accounts Payable Advertising Expense Accumulated Depreciation-Equipment Depreciation Expense-Equipment Fees Earned Rent Revenue
   Accounts Payable Accounts Receivable Accumulated Depreciation-Building Building Cash Equipment Fees Earned Land
   Accumulated Depreciation-Building Accumulated Depreciation-Equipment Building Cash Fees Earned Prepaid Insurance Rent Revenue Unearned Rent
   Advertising Expense Accounts Receivable Land Prepaid Insurance Rent Revenue Salaries and Wages Payable Supplies Unearned Rent
   Accounts Payable Accounts Receivable Accumulated Depreciation-Building Accumulated Depreciation-Equipment Building Equipment Fees Earned Land Jan Pitman, Capital
   Advertising Expense Fees Earned Jan Pitman, Drawing Rent Revenue Salaries and Wages Expense Utilities Expense
   Accounts Payable Accounts Receivable Accumulated Depreciation-Building Building Cash Fees Earned Prepaid Insurance Salaries and Wages Payable Unearned Rent
   Accumulated Depreciation-Equipment Building Equipment Land Rent Revenue Salaries and Wages Expense Supplies Expense Unearned Rent
   Accounts Receivable Building Jan Pitman, Capital Land Salaries and Wages Expense Salaries and Wages Payable
   Building Jan Pitman, Capital Land Salaries and Wages Payable Unearned Rent Utilities Expense
   Advertising Expense Building Jan Pitman, Capital Salaries and Wages Payable Unearned Rent Utilities Expense
   Advertising Expense Jan Pitman, Capital Land Repairs Expense Salaries and Wages Payable Unearned Rent
   Accumulated Depreciation-Building Depreciation Expense-Building Equipment Jan Pitman, Capital Salaries and Wages Payable Unearned Rent
   Accumulated Depreciation-Equipment Depreciation Expense-Equipment Equipment Jan Pitman, Capital Salaries and Wages Payable Unearned Rent
   Accounts Receivable Insurance Expense Jan Pitman, Capital Land Salaries and Wages Payable Unearned Rent
   Accumulated Depreciation Expense-Building Accumulated Depreciation Expense-Equipment Land Prepaid Insurance Salaries and Wages Payable Supplies Supplies Expense Utilities Expense
   Accumulated Depreciation Expense-Building Accumulated Depreciation Expense-Equipment Land Miscellaneous Expense Prepaid Insurance Salaries and Wages Payable Supplies Utilities Expense

Homer and the Introduction of the BartoQ9

Homer Industries, a Springfield, OR company, plans to introduce its new line of Digital Watches. The company has invested $7,250,000 in R&D to develop its most recent product, The BartoQ9.

Mr. Smithers, the company CEO, has asked you for guidance in lieu of the manufacturing options available at this time and the distribution agreement that he signed 2 days ago. Homer Industries has not reached a decision about where to manufacture the product to enter the US market for Christmas 2018. The following information is available.

Manufacturing options

A) Juarez Mexico. The Beechos SA de CV can manufacture up to 50,000 units this year. Its proposal involves charging MXN400 per unit plus an initial set-up cost of MXN550,000. This set-up cost is payable immediately and Homer needs to incur in this cost regardless of the number of units that the plant will produce. Then, Homer needs to pay $25 for shipping and handling to get the product in Homer distribution centers in the US. [note: MXN refers to Mexican Pesos, the exchange rate between US dollars and Mexican pesos is US$1= MXN 20, assume that the exchange rate will not change during the year]

B) Marion, Arkansas. The Wolvies can manufacture up to 65,000 units this year. The company charges US$65 per manufactured unit plus an initial set-up cost of US25,000. Similar to Beechos, the set-up cost is payable immediately and it is not related to the number of units that the plant produces this year or next year. In addition, Homer needs to pay about $1.25 per unit in shipping and handling to have the product ready for distribution throughout the US by Nov 27 (no delivery possible before this day). There are no other costs. Prices and delivery dates cannot be changed.

Managerial situations

Homer’s management team has negotiated an exclusive agreement with Nilhaus LLC to use its stores for launching the product. A promotion involves selling the BartoQ9 at a price of US$198 (taxes included). Nilhaus will take a 25% cut (or margin) for receiving and delivering the products to all the stores, and selling the watch to all the interested parties. Homer will pay US$750,000 for its share in the marketing campaign. Also, the agreement between Homer and Nilhaus implies the following:

    Homer needs to deliver 40,000 units by Oct 22 so Nilhaus can stock its stores before Black Friday.
    Homer needs to deliver a second shipment of 50,000 by Nov 28

Questions

1. Please tell me how will Homer design its manufacturing orders to meet Nilhaus’ contract? (hint: check $cost per unit in each location to arrive at better conclusions because you have 2 options on Nov order)

2. Given the information provided above, and your answer to Q1 what are the total costs in US$’s (manufacturing, R&D, marketing, delivery, etc.) for the 90,000 units that Homer expects to sell in the US for Christmas 2018?

3. Please estimate the total $ revenues that Homer will achieve by selling the 90,000 units to Nilhaus

4. Does Homer be able to make a profit with this product after its launching in the US? In other words, what will be the total profit –or loss- of this project?

5. What is the break even point? (Or, how many units does Homer needs to sell to compensate all the costs)

1. Identify a struggling company that could benefit from market penetration, market development, or product development. What might you advise this company’s executives to do differently?

2. Some universities have used vertical integration by creating their own publishing companies. The Harvard Business Press is perhaps the best-known example. Are there other ways that a university might vertically integrate? If so, what benefits might this create?

3. Studies have shown that executives’ pay increases when their firms gets larger. To what extent do you think executive pay plays in diversification decisions?

4. What might executives do to keep employees within dog units motivated and focused on their jobs?

The FDA tries to protect us as consumers. You may take for granted the changes they have enacted to protect us. For example, the surgeon general warning notices on the side of cigarettes... yup they came as a result of regulations to protect us.

Question: We have an extremely diverse class. Most of us are first generation immigrants, or have close ties to another country. Either way, think of a country which you love and have a close affiliation to (other than USA). Does your country have any laws and regulations that protect the consumer? If so, can you provide one as an example? If not, explain why your country does not have them.

Discuss: If you were a leader of a company going overseas, would you take advantage of weak protection laws or bring the stricter regulations into the country to guide your service or product in that country?

The University of Cincinnati Center for Business Analytics is an outreach center that collaborates with industry partners on applied research and continuing education in business analytics. One of the programs offered by the center is a quarterly Business Intelligence Symposium. Each symposium features three speakers on the real-world use of analytics. Each corporate member of the center (there are currently 10) receives five free seats to each symposium. Nonmembers wishing to attend must pay $75 per person. Each attendee receives breakfast, lunch, and free parking. The following are the costs incurred for putting on this event: Rental cost for the auditorium $150 Registration processing $8.50 per person Speaker costs (3 speakers $800 each) Continental breakfast $4.00 per person Lunch $7.00 per person Parking $5.00 per person a) Build a spreadsheet model that calculates a profit or loss based on the total number of 100 nonmember registrants. b) Use Goal Seek to find the number of nonmember registrants that will make the event break even. c) The Center for Business Analytics is considering a refund policy for no-shows. No refund would be given for members who do not attend, but nonmembers who do not attend will be refunded 50% of the price. Extend the model you developed in a) for the Business Intelligence Symposium to account for the fact that, historically, 25% of members who registered do not show and 10% of registered nonmembers do not attend. The center pays the caterer for breakfast and lunch based on the number of registrants (not the number of attendees). However, the center pays for parking only for those who attend. What is the profit if each corporate member registers their full allotment of tickets and 127 nonmembers register? d) Use a two-way data table to show how profit changes as a function of number of registered nonmembers and the no-show percentage of nonmembers. Vary the number of nonmember registrants from 80 to 160 in increments of 5 and the percentage of nonmember no-shows from 10 to 30% in increments of 2%.

PLease need very urgent

The University of Cincinnati Center for Business Analytics is an outreach center that collaborates with industry partners on applied research and continuing education in business analytics. One of the programs offered by the center is a quarterly Business Intelligence Symposium. Each symposium features three speakers on the real-world use of analytics. Each corporate member of the center (there are currently 10) receives five free seats to each symposium. Nonmembers wishing to attend must pay $75 per person. Each attendee receives breakfast, lunch, and free parking. The following are the costs incurred for putting on this event: Rental cost for the auditorium Registration processing Speaker costs Continental breakfast Lunch Parking $150 $8.50 per person (3 speakers $800 each) $4.00 per person $7.00 per person $5.00 per person a) Build a spreadsheet model that calculates a profit or loss based on the total number of 100 nonmember registrants. b) Use Goal Seek to find the number of nonmember registrants that will make the event break even. c) The Center for Business Analytics is considering a refund policy for no-shows. No refund would be given for members who do not attend, but nonmembers who do not attend will be refunded 50% of the price. Extend the model you developed in a) for the Business Intelligence Symposium to account for the fact that, historically, 25% of members who registered do not show and 10% of registered nonmembers do not attend. The center pays the caterer for breakfast and lunch based on the number of registrants (not the number of attendees). However, the center pays for parking only for those who attend. What is the profit if each corporate member registers their full allotment of tickets and 127 nonmembers register? d) Use a two-way data table to show how profit changes as a function of number of registered nonmembers and the no-show percentage of nonmembers. Vary the number of nonmember registrants from 80 to 160 in increments of 5 and the percentage of nonmember no-shows from 10 to 30% in increments of 2%.

please show the excel and work