F- You are working on a bid to build two city parks a year for the next three years. This project requires the purchase of $249,000 of equipment that will be depreciated using straight-line depreciation to a zero book value over the three-year project life. Ignore bonus depreciation. The equipment can be sold at the end of the project for $115,000. You will also need $18,000 in net working capital for the duration of the project. The fixed costs will be $37,000 a year and the variable costs will be $148,000 per park. Your required rate of return is 14 percent and your tax rate is 21 percent. What is the minimal amount you should bid per park? (Round your answer to the nearest $100)

31. Consider two ways of protecting elephants from poachers in African countries. In one approach, the government sets up enormous national parks that have sufficient habitat for elephants to thrive and forbids all local people to enter the parks or to injure either the elephants or their habitat in any way. In a second approach, the government sets up national parks and designates 10 villages around the edges of the park as official tourist centers that become places where tourists can stay and bases for guided tours inside the national park. Consider the different incentives of local villagers—who often are very poor—in each of these plans. Which plan seems more likely to help the elephant population?

A restaurant manger, Coleman, at the Four Seasons Hotel wants to predict/forecast a number of meals to be prepared for the breakfast since the labor costs and cost of good sold are vey high and does not want to create high volume of waste and manage the inventory in a proper way.

He looks through the previous data (2016) to determine the relationship between the number of guest stayed at the hotel and number of meals served from the following data:

Number of guest stayed at the hotel (Guest)      Number of meals (breakfast) served (Meals)

Guest   Meals

23        69

29        95

29        102

35        118

42        126

46        125

50        138

54        178

64        156

66        184

76        176

78        225

1. Run the regression analysis using MegaStat (Excel)
2. Run the Scatter Plot
3. Determine the relationship: Y = A + BX (whether this data is good to RUN/USE for constructing the relationship between

Y = (describe which one is used for Y):

X = (describe/identify which one is used for X):

A = (A refers to ?) and provide a number

B = (B refers to ?) and provide a number

4. Sara wants to prepare the breakfast for tomorrow based on the guests number of 70. Determine how many meals to be prepared for tomorrow?

Over the past six months, Six Flags conducted a marketing study on improving their park experience. The study cost $3.00 million and the results suggested that Six Flags add a kid's only roller coaster.

Suppose that Six Flags decides to build a new roller coaster for the upcoming operating season. The depreciable equipment for the roller coaster will cost $50.00 million and an additional $5.00 million to install. The equipment will be depreciated straight-line over 20 years.

The marketing team at Six Flags expects the coaster to increase attendance at the park by 5%. This translates to 107,883.00 more visitors at an average ticket price of $38.00. Expenses for these visitors are about 13.00% of sales.

There is no impact on working capital. The average visitor spends $21.00 on park merchandise and concessions. The after-tax operating margin on these side effects is 34.00%. The tax rate facing the firm is 35.00%, while the cost of capital is 6.00%.

What is the project cash flow for year 1? (express answer in millions)

What is the NPV of this coaster project if Six Flags will evaluate it over a 20-year period? (Six Flags expects the first year project cash flow to grow at 5% per year, going forward)
(Express answer in millions)

Kodak Fails to Focus on the Big Picture

The closing case focuses on Kodak and their failure to innovate through the transition from analog to digital technology. It appears Kodak had the resources to innovate and they recognized the coming transition but incorrectly evaluated the needs and desires of the consumer. In addition, members of the company feared change and resisted change efforts. For these reasons, Kodak went from a top 20 Fortune 500 company to bankruptcy in 2012.

Management Update: There are signs Kodak may survive. During bankruptcy, Kodak put Eastman Park up for sale. Eastman Park is a giant industrial complex built in the early 1900s to meet demand for the company’s photographic and film products. In 2015, the company took the park off the market and turned it into a separate company division. With a focus on clean technology, over 60 companies have key operations on the site.

Case Question: Explain how – theoretically, anyway – making “change innovations” in each of the following Areas of Organizational Change might have helped Kodak ease the severity of the conditions that led it to bankruptcy and the challenges facing it now that it’s emerged from bankruptcy:  changing organization structure and design, changing people and attitudes, and changing processes.

E10-8 Recording and Reporting a Bond Issued at a Discount (with Discount Account) LO10-4

Park Corporation is planning to issue bonds with a face value of $610,000 and a coupon rate of 7.5 percent. The bonds mature in 6 years and pay interest semiannually every June 30 and December 31. All of the bonds were sold on January 1 of this year. Park uses the effective-interest amortization method and also uses a discount account. Assume an annual market rate of interest of 8.5 percent. (FV of $1, PV of $1, FVA of $1, and PVA of $1) (Use the appropriate factor(s) from the tables provided. Round your final answer to whole dollars.)  

Required:

1. Prepare the journal entry to record the issuance of the bonds. (If no entry is required for a transaction/event, select "No journal entry required" in the first account field.)

2. Prepare the journal entry to record the interest payment on June 30 of this year. (If no entry is required for a transaction/event, select "No journal entry required" in the first account field.)

3. What bond payable amount will Park report on its June 30 balance sheet? (Enter all amounts with a positive sign.)

What does the case teach about strategies that enterprises must adapt to in a competitive market?

Here is article:

Vizio and the Market for Flat Panel TVs Operating sophisticated tooling in environments that must be kept absolutely clean, fabrication centers in South Korea, Taiwan, and Japan produce to exacting specifications sheets of glass twice as large as kingsize beds. From there, the glass panels travel to Mexican plants located alongside the U.S. border. There they are cut to size, combined with electronic components shipped in from Asia and the United States, assembled into finished flat panel TVs, and loaded onto trucks bound for retail stores in the United States, where consumers spend over $35 billion a year on flat panel TVs.

The underlying technology for flat panel displays was invented in the United States in the late 1960s by RCA. But after RCA and rivals Westinghouse and Xerox opted not to pursue the technology, the Japanese company Sharp made aggressive investments in flat panel displays. By the early 1990s Sharp was selling the first flat panel screens, but as the Japanese economy plunged into a decade-long recession, investment leadership shifted to South Korean companies such as Samsung. Then the 1997 Asian crisis hit Korea hard, and Taiwanese companies seized leadership. Today, Chinese companies are starting to elbow their way into the flat panel display manufacturing business.

As production for flat panel displays migrates its way around the globe to low-cost locations, there are clear winners and losers. U.S. consumers have benefited from the falling prices of flat panel TVs and are snapping them up. Efficient manufacturers have taken advantage of globally dispersed supply chains to make and sell low-cost, high-quality flat panel TVs. Foremost among these has been the California-based company Vizio, founded by a Taiwanese immigrant. In just six years, sales of Vizio flat panel TVs ballooned from nothing to over $3.1 billion by 2013. In early 2009, the company was the largest provider to the U.S. market with a 21.7 percent share. Vizio, however, has fewer than 500 employees. These focus on final product design, sales, and customer service. Vizio outsources most of its engineering work, all of its manufacturing, and much of its logistics. For each of its models, Vizio assembles a team of supplier partners strung across the globe. Its 42-inch flat panel TV, for example, contains a panel from South Korea, electronic components from China, and processors from the United States, and it is assembled in Mexico. Vizio's managers scour the globe continually for the cheapest manufacturers of flat panel displays and electronic components. They sell most of their TVs to large discount retailers such as Costco and Sam's Club. Good order visibility from retailers, coupled with tight management of global logistics, allows Vizio to turn over its inventory every three weeks, twice as fast as many of its competitors, which allows major cost savings in a business where prices are falling continually. On the other hand, the shift to flat panel TVs has caused pain in certain sectors of the economy, such as those firms that make traditional cathode ray TVs in high-cost locations. In 2006, for example, Japanese electronics manufacturer Sanyo laid off 300 employees at its U.S. factory, and Hitachi closed its TV manufacturing plant in South Carolina, laying off 200 employees. Sony and Hitachi both still make TVs, but they are flat panel TVs assembled in Mexico from components manufactured in Asia.

COURSE: COMMERCIAL LAW

In your answer, please refer to judicial approaches to statutory interpretation, intrinsic and extrinsic aids for interpretation, and any relevant maxims of interpretation.

After a series of fights at children’s weekend sports games Parliament passed the Safety in Sports Act 2012. The Minister of Sport and Recreation during the Safety in Sports Bill’s first reading stated that:

“This Bill will protect players, spectators and officials who attend sporting matches. Some spectators, in particular parents, have got carried away at sports games and fights have broken out. If spectators and players bring weapons to games the risk is that serious injury and even death may occur if weapons are used during fights. Even the sight of such weapons can be intimidating or lead to the escalation of tensions at a sports match. I am determined to ensure sports matches are safe for everyone. ”

Section 5 of the Safety in Sports Act states that:

The purpose of this Act is to protect players, officials and spectators by preventing people from bringing dangerous weapons to sports games.

Section 2 provides that:

“Sports event” means a game of organised sport run by a sports organisation.

“Weapon” includes a knife, gun, baseball bat or any other weapon.

Section 10 states that:

“It is an offence for any person to be in possession of a weapon at any sports event and is punishable by a fine of up to $10,000 or to imprisonment for a term not exceeding 2 years.”

Section 11 states that,

“Searches under this Act may be conducted by a member of the New Zealand Police Force or an official of a sports organisation.”

Max is 16 years old. On 1 June 2012 he brought a replica plastic pistol to his Saturday morning soccer game for the Tohunga Football Club (TFC) at Grey Lynn Park. It was a birthday present from his uncle and he wanted to show it off to his friends. The pistol looked real, but it was made of plastic and could not harm anyone.

Max showed the pistol to his team mates before the game and then put it in his sports bag which his mother, Mary, held during the game. During the game the president and a member of the organising committee of the TFC conducted a search of the spectators. The pistol was found and confiscated.

Mary was charged with breaching s10 of the Safety in Sports Act 2012.

Max was expelled from the TFC for breaching s10 of the Safety in Sports Act 2012.

Steve is also at Grey Lynn Park at the same time having a casual game of touch rugby with a few friends.

They were playing 300 metres away from the Tohunga soccer match. Steve had a hammer in a backpack

which was on the ground next to where he was playing.

Steve was a builder and was going to work straight after the game. Steve never left his tools in his car as he

had had tools stolen from his car on a number of occasions.

Steve’s bag was searched by an employee of Blackwater, a security company employed by the TFC and the

hammer was discovered. Steve was charged with breaching s10 of the Safety in Sports Act 2012.

Required:

Advise whether Mary, Max and Steve have breached the Safety in Sports Act 2012?