Prepare adjusted journal entries and an income statement:

Problem 4-6A

Roadside Travel Court was organized on July 1, 2016, by Betty Johnson. Betty is a good manager but a poor accountant. From the trial balance prepared by a part-time bookkeeper, Betty prepared the following income statement for her fourth quarter, which ended June 30, 2017.

Betty suspected that something was wrong with the statement because net income had never exceeded $30,000 in any one quarter. Knowing that you are an experienced accountant, she asks you to review the income statement and other data.

You first look at the trial balance. In addition to the account balances reported above in the income statement, the trial balance contains the following additional selected balances at June 30, 2017.

You then make inquiries and discover the following.

Please provide correct answer for income tax on budgeted income statement.

Please provide correct answers for income taxes payable and retained earnings on the budgeted balance sheet. All other answers are correct. Thank you!

The management of Zigby Manufacturing prepared the following estimated balance sheet for March 2017:

To prepare a master budget for April, May, and June of 2017, management gathers the following information:

Sales for March total 23,200 units. Forecasted sales in units are as follows: April, 23,200; May, 17,100; June, 21,900; and July, 23,200. Sales of 257,000 units are forecasted for the entire year. The product’s selling price is $25.00 per unit and its total product cost is $20.50 per unit.

Company policy calls for a given month’s ending raw materials inventory to equal 50% of the next month’s materials requirements. The March 31 raw materials inventory is 4,580 units, which complies with the policy. The expected June 30 ending raw materials inventory is 5,700 units. Raw materials cost $20 per unit. Each finished unit requires 0.50 units of raw materials.

Company policy calls for a given month’s ending finished goods inventory to equal 80% of the next month’s expected unit sales. The March 31 finished goods inventory is 18,560 units, which complies with the policy.

Each finished unit requires 0.50 hours of direct labor at a rate of $13 per hour.

Overhead is allocated based on direct labor hours. The predetermined variable overhead rate is $4.40 per direct labor hour. Depreciation of $37,320 per month is treated as fixed factory overhead.

Sales representatives’ commissions are 5% of sales and are paid in the month of the sales. The sales manager’s monthly salary is $4,700.

Monthly general and administrative expenses include $29,000 administrative salaries and 0.8% monthly interest on the long-term note payable.

The company expects 20% of sales to be for cash and the remaining 80% on credit. Receivables are collected in full in the month following the sale (none are collected in the month of the sale).

All raw materials purchases are on credit, and no payables arise from any other transactions. One month’s raw materials purchases are fully paid in the next month.

The minimum ending cash balance for all months is $99,000. If necessary, the company borrows enough cash using a short-term note to reach the minimum. Short-term notes require an interest payment of 1% at each month-end (before any repayment). If the ending cash balance exceeds the minimum, the excess will be applied to repaying the short-term notes payable balance.

Dividends of $27,000 are to be declared and paid in May.

No cash payments for income taxes are to be made during the second calendar quarter. Income tax will be assessed at 40% in the quarter and paid in the third calendar quarter.

Equipment purchases of $147,000 are budgeted for the last day of June.

Required:
Prepare the following budgets and other financial information as required. All budgets and other financial information should be prepared for the second calendar quarter, except as otherwise noted below. (Round calculations up to the nearest whole dollar, except for the amount of cash sales, which should be rounded down to the nearest whole dollar.):

1. Sales budget.
2. Production budget.
3. Raw materials budget.
4. Direct labor budget.
5. Factory overhead budget.
6. Selling expense budget.
7. General and administrative expense budget.
8. Cash budget.
9. Budgeted income statement for the entire second quarter (not for each month separately).
10. Budgeted balance sheet.

Hamby Corporation is a merchandising company that is preparing a master budget for the third quarter of the calendar year. The company’s balance sheet as of June 30th is shown below:

The company managers have made the following additional assumptions and estimates:

1. Estimated sales for July, August, September, and October will be $410,000, $430,000, $420,000, and $440,000, respectively.

2. All sales are on credit and all credit sales are collected. Each month’s credit sales are collected 35% in the month of sale and 65% in the month following the sale. All of the accounts receivable at June 30 will be collected in July.

3. Each month’s ending inventory must equal 30% of the cost of next month’s sales. The cost of goods sold is 70% of sales. The company pays for 40% of its merchandise purchases in the month of the purchase and the remaining 60% in the month following the purchase. All of the accounts payable at June 30 will be paid in July.

4. Monthly selling and administrative expenses are always $58,000. Each month $8,000 of this total amount is depreciation expense and the remaining $50,000 relates to expenses that are paid in the month they are incurred.

5. The company does not plan to borrow money or pay or declare dividends during the quarter ended September 30. The company does not plan to issue any common stock or repurchase its own stock during the quarter ended September 30.

1. How much is the Company's expected cash disbursement for merchandise in the month of July?

Multiple Choice

• A $207,480

• B $116,480

• C $91,000

• D $174,720

2. How much is the Company's expected merchandise purchases in the month of September?

Multiple Choice

• A $291,200

• B $386,400

• C $298,200

• D $298,900

3. How much is the Company's expected Net Operating Income for the quarter ending on September 30?

Multiple Choice

• A $204,000

• B $1,260,000

• C $378,000

• D $1,086,000

4. How much is the Company's expected Accounts Receivable balance on September 30?

Multiple Choice

• A $147,000

• B $426,500

• C $279,500

• D $273,000

please answer all questions. Thumb up is guaranteed!

Most financial planners agree there are four basic steps to managing personal finances. Those steps are:

1. Set goals

2. Take control of your finances

3. Evaluate alternatives

4. Implement, monitor, and revise

You have just completed the first step of setting short, medium, and long-term goals. Your car is getting older and less reliable, you really need a new one. You decide you want to set up an emergency fund so you don’t have to use your Visa card for unexpected expenses. In addition, you want to set up a savings account for a down payment on a new car. You want to have $900 in emergency funds and $600 saved toward your down payment within six months.

The next step of taking control of your finances seems a lot harder. To do this, you must separate needs from wants. You remember your mom getting really stressed out whenever she had to pay bills, and you want to avoid that. You keep all of your monthly bills and receipts in a shoebox. Which four expenses from last month most represent wants that you likely could have eliminated from your spending? Select all that apply.

Suppose new technology is introduced that reduces the cost of producing gasoline. Assume gasoline and SUVs are "complement goods." Which of the following statements is most likely to occur?

Group of answer choices

a.Supply of gasoline will decrease and demand for SUVs will increase

b.Supply of gasoline will increase and demand for SUVs will decrease

c.Supply of gasoline will increase and demand for SUVs will remain the same

d.Supply of gasoline will increase and demand for SUVs will increase

Bank of Japan is deluded to think the deflation fight is over

Has the Bank of Japan lost its senses about its decades-long battle against deflation?

It is hard not to wonder as Governor Haruhiko Kuroda declared victory at a symposium in Washington on July 22. "For the first time in about 15 years, Japan's economy is no longer in deflation," Kuroda said. He added: "Positive annual CPI inflation has taken hold."

In the most technical of senses, Kuroda could perhaps make that case. True, the consumer price index, excluding fresh food, rose 0.6% year-on-year in June.

But central bankers wisely heed an economy's trajectory more than just the most recent data series, and there are also economic data hinting at losses ahead. It is here where Kuroda may be missing the true state of affairs and downplaying rising odds the BOJ may soon be easing again.

For one thing, the June increase in core CPI marked a two-year low. And far from hitting Tokyo's 2% inflation target, prices have had a hard enough time piercing 1%. For another, top-line growth and data on exports, industrial production, investment and wages are moving the wrong way for Kuroda's deflation-is-dead line.

The wage element is most ominous of all. Inflation-adjusted pay fell for a fifth straight month in May. That 1% year-on-year-decline followed a fall in April, the clearest sign yet that the global trade war is spooking Japanese executives. Also troubling was that overseas shipments fell in June for the seventh month straight.

That, in turn, is hurting corporate confidence. A monthly Reuters survey of sentiment among Japanese manufacturers found business confidence hit a three-year low in July.

Taken together, these data speak to the intensity of headwinds gusting Japan's way. They also leave little doubt that Japan will shift back into stimulus mode.

Japan's 2.2% annualized growth in the first quarter looks like ancient history as U.S. President Donald Trump's tariffs wallop Asian growth. China, Japan's main customer, grew at the slowest pace in 27 years in the second quarter. That decline in growth can be seen in the dwindling number of goods Japan is shipping there, down a tenth in June, year-on-year, the fourth straight monthly decline.

In his post-July 21 election news conference, a triumphant Prime Minister Shinzo Abe said: "We will respond to downside risks without hesitation and take flexible and all possible steps." Already, his government has earmarked $18.5 billion of stimulus this fiscal year. The odds favor far more than that as Trump's tariffs crimp regional demand.

There is a solid chance Abe will delay a sales-tax hike planned for October. A 2014 boost to 8% from 5% caused a mild downturn. Abe argues hiking it to 10% is necessary to pay down runaway government debt. As such, he views it as a moment of political truth.

To former BOJ Deputy Governor Kikuo Iwata, it would be an own goal, making it "impossible to end the deflation cycle."

Yet tax hike or not, Kuroda will come under increasing pressure to act. His deflation-is-over talking points are falling flat as price pressures recede and national growth slows. Upward pressure on the yen-dollar rate is also likely to force Kuroda's hand.

For two years now, Trump has complained that a strong dollar is "killing" the world's biggest economy. Trump is browbeating the Federal Reserve into a rate cut the U.S. hardly needs with unemployment near 50-year lows. Any resulting dollar drop would add to Japan Inc's troubles.

Japan's reflation scheme centered on a weaker yen. Starting in April 2013, the BOJ committed to pumping at least 80 trillion yen ($740 billion) into the financial system annually. Those purchases and other steps to inject liquidity helped drive the yen down 30% within a few months. All told, Kuroda's team hoarded about half of all outstanding Japanese government debt.

Its quantitative easing program had the BOJ loading up on stocks via-exchange-traded funds, grabbing as much as 80% of the market. By the middle of 2018, the BOJ became a major shareholder in almost 40% of listed companies.

Perhaps the most tantalizing factoid of all: at the end of 2018, the BOJ's balance sheet topped Japan's entire $5 trillion economies. Not surprisingly, Kuroda is reluctant to push the BOJ's tentacles even deeper into asset markets. He knows, too, that monetary policy alone cannot reflate Japan.

If Milton Friedman, the father of monetarism, were still alive, Japan would have him back at the drawing board. The Nobel laureate, who died in 2006, argued that inflation -- thus deflation -- is "always and everywhere" a monetary phenomenon. Not so in Japan, which has been holding rates at, or near, zero since 1999 without generating stable inflation.

One key caveat: demographics. As predecessor Masaaki Shirakawa warned Kuroda years ago, an aging and shrinking population tend to be deflationary. Retirees buy fewer homes, cars, and electronics than twentysomethings.

The dearth of major reforms does not help. Kuroda's monetary "bazooka" was meant to prepare the field for a "Big Bang" of deregulation, but Abe's team shelved bold plans to cut bureaucracy, loosen labor markets and catalyze an innovative boom, outsourcing the job instead to the BOJ.

The government hoped companies would share profits from a weaker yen with workers, kicking off a virtuous reflationary cycle. It turns out that CEOs are waiting on Abe's reforms.

This standoff helps explain why the "deflationary mindset" Kuroda promised to change is proving so persistent. What this means is that Kuroda's team will be pumping more cash into markets in the weeks and months ahead.

What good might it do? Monetary science, as Friedman held, is as much about persuasion as the money supply. The BOJ seeming asleep on the job as the yen rises and deflationary forces stir would further undermine confidence. Investors and households would have every reason to conclude that today's growth is as good as it gets. The BOJ also needs to chasten speculators tempted to bid the yen higher.

Options for the BOJ include focusing on non-government-debt assets. It could buy up mortgage-backed and asset-backed securities. It could load up on municipal debt to create fiscal space for rural governments to increase stimulus and investment. The BOJ could start adding foreign debt to the mix as a means of capping the yen.

But Kuroda cannot do it alone. Abe's Liberal Democratic Party must use its new election mandate to raise Japan's competitive game. Nothing would alter the economic plot faster than bold supply-side reforms that enliven Japan's animal spirits.

My questions are:

1) What is deflation, and what are the pros and cons of deflation?

2) Why is Japan experiencing a deflationary gap?

3) What does Japan need to do to improve its economy?

1. policymakers, and politicians often argue that rising healthcare costs in the United States are bad, and use this to argue for policies to try to reduce prices. Using economics and the supply and demand framework:

   • Explain why you should not reason or make policy based on the fact that prices are rising/falling. (2 points)

   • Give two demand side and two supply side factors that might explain rising prices in the US (4 points)

Bruin Co. is growing quickly. Dividends are expected to grow at a rate of 25 percent for the next three years, with the growth rate falling of to a constant 5 percent thereafter. If the required return is 15 percent and the company just paid a $7.16 dividend, what is the share price at the end of supernormal growth (at Year 3)?

a. 146.84

b. 97.89

c. 75.18

d. 139.84

e. 93.23

Please show solutions using Excel

Review Questions

1. Why is it necessary to track all your expenditures if your goal is to spend less to avoid financial problems while in college?

2. What are the warning signs of someone sliding into financial trouble?

3. Name four tips that can help you from falling into credit card debt.

4. What are the key differences among scholarships, grants, student loans and work study programs?

A portable radio is sitting at the edge of a balcony 5.1 m above the ground. The unit is emitting sound uniformly in all directions. By accident, it falls from rest off the balcony and continues to play on the way down. A gardener is working in a flower bed directly below the falling unit. From the instant the unit begins to fall, how much time is required for the sound intensity level heard by the gardener to increase by 10.0 dB?