Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It began as Blue Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory.

The company employs 26,000 staff around the world with revenues in fiscal year 2005 of $13.7 billion. It has facilities in Oregon, Tennessee, North Carolina, and the Netherlands with more than 200 factory stores, a dozen Nike women stores, and more than 100 sales and administrative offices.

Its subsidiaries include Cole Haan Holdings, Inc., Bauer Nike Hockey, Hurley International LLC, Nike IHM, Inc., Converse Inc., and Execter Brands Group LLC. As of May 31, 2004, manufacturing plants included Nike brand, with 137 factories in the Americas (including the United States), 104 in EMEA, 252 in North Asia, and 238 in South Asia, providing more than 650,000 jobs to local communities.

Objective

Nike grew from a sneaker manufacturer in the early 1970s to a global company selling a large number of products throughout the world. Nike’s sneaker supply chain was historically highly centralized. The product designs, factory contracts, and delivery are managed through the headquarters in Beaverton, Oregon. By 1998, there were 27 different and highly customized order management systems that did not talk well to the home office in Beaverton, Oregon. At that time Nike decided to purchase and implement a single-instance ERP system along with supply chain and customer relationship management systems to control the nine-month manufacturing cycle better, with the goal being to cut it down to six months.

Plan

The company developed a business plan to implement the systems over a six-year period, with multiple ERP rollouts over that time. The plan called for the implementation of the demand planning system first while working through the ERP system and supply chain implementation.

Implementation

The demand planning system was implemented first for reasons that made a lot of sense. The total number of users was small in comparison to the ERP system and was thought to be relatively easy to implement; however, this turned out not to be the case. When the system went live, there were a number of problems related to the software, response time, and data. In addition, training was not adequately addressed, causing the relatively small number of end users to use the system ineffectively. The single-instance ERP system and supply chain implementation plan differed from the demand planning system and called instead for a phased rollout over a number of years.

The ERP system implementation went much more smoothly. Nike started in 2000 with the implementation of the Canadian region, a relatively small one, and ended with the Asia-Pacific and Latin America regions in 2006, with the United States and Europe, Middle East, and Africa in 2002. This included implementing a single instance of the system, with the exception of Asia-Pacific, and training more than 6,300 users.

The total cost of the project as of 2006 was at $500 million—about $100 million more than the original project budget.

Conclusion: What was Learned?

The demand planning system interfacing to legacy data from a large number of systems that already did not talk well with each other was a root cause for misinformation and resulted in inadequate supply planning.

The demand planning system was complex, and end users were not trained well enough to use the system effectively.

System testing was not well planned and “real” enough to find issues with legacy system interfaces.

The overall business plan for all the systems and reasons for taking on such a highly complex implementation were well understood throughout the company. Thus, Nike had exceptional “buy-in” for the project and was able to make adjustment in its demand planning system and continue with the implementation. The goal was to ensure business goals were achieved through the implementation, and not so much to get the systems up and running.

Nike exhibited patience in the implementation and learned from mistakes made early in the process.

Training was substantially increased for the ERP implementation. Customer service representatives received 140–180 hours of training from Nike, and users were locked out of the system until they completed the full training course.

Business process reengineering was used effectively to clarify performance-based goals for the implementation.

Case Questions

1. How could OPM3 have helped to identify the problems with implementing the demand planning system?

2. What were the three primary reasons Nike was successful with the ongoing ERP implementation?

3. Why was a phased rollout the correct decision for Nike?

Do you think that the United States is tolerant of “difference?” Our country was founded on the concept of religious tolerance, but...Wikipedia defines religious intolerance as:

Religious intolerance, rather, is when a group (e.g., a society, religious group, non-religious group) specifically refuses to tolerate practices, persons or beliefs on religious grounds (i.e., intolerance in practice).

What do you think? Are there some cultures more tolerant/less tolerant?

Are the U.S. experiences any different than that of other cultures? Frame your discussion within the context of the sociological perspectives.

Yogurt Yak (YY) was founded in the basement of Mary Seldon’s home in Ottawa in 2018. Mary was between jobs trying to keep costs down when she created the first batch of Yogurt that became the winning formula for YY. Albert Water, a friend of Mary, dropped by to help Mary move to an apartment and was treated to a taste of the yogurt. The product was an instant success leading to a highly profitable business. The success of YYs yogurts was due to the natural ingredients used in production. Many other manufactures included gelatin, colouring and chemical additives that customers did not want in their food. The yogurt also had an amazing taste that was recognized in multiple food awards. The company was small and hired all local employees. By January 2020 YY had 150 employees. Mary and Albert started thinking about expanding the product line to include three cheeses and a cheese bread. The cheeses and bread had already been market tested and won awards in Europe in food contests.

You have been hired to build the HR department. When you met with the Mary and Albert you were told the following:

 We hired quickly and paid employees the going rate at the time for similar jobs in similar nearby companies.

o For all 140 food employees working on the production line and shipping the pay is minimum wage $14.00/hour. Approximately $26,000/year to $30,000/year depending on number of days and hours worked.

o Eight employees are in management all receiving the same pay of $60,000/year

o We pay ourselves (Mary and Albert) $80,000 each plus we own 100 per cent of the company shares. Our aim to put as much of the company profits back into the company growth.

 We have dental, vision and pharmaceutical benefits where the employee is covered for 80 per cent of their costs with dollar limits for each on the maximum coverage.

 Vacation time is the amount legislated by the Ontario government – no more.

 There have been no pay increases and no performance evaluations since the company was started because the growth has been fast. Nothing is written down. When there is an issue Albert or Mary talk to the employee and that has worked.

 There is no official HR department – up to now Albert did everything and he admitted that he could have done more but he did not have the time.

 You ask to see the HR employee files and were told the only information they have is in one file that has each employee’s pay information and nothing else.

 There is an issue with employee absenteeism and turnover – this Mary believes is impacting the company financially and in terms of quality and growth opportunities. Some employees are leaving going to other local companies. Mary and Albert don’t know why but they are guessing it has something to do with how they are dealing with HR and this has spurred them to hire you.

 There are some health and safety measures in place.

 Both Mary and Albert are reluctant to outsource the HR designing and management so instead they hired you. They understand some HR activities maybe better outsourced but you will have to limit and make a case to them for any outsourcing. 4 The reason they don’t want to outsource is they believe HR is critical to the success and growth of the company so they want a say in how HR is designed and managed. By outsourcing they feel they would have less input.

-There is no union yet.

Question: Explain how you would integrate HR ideas as covered in class/the course into the organization. Step by step how would you do it (i.e. outline the steps with explanation) and what would you do and why. There will be three HR employees, that you will need to hire, as well as you as the Director of HR. With justification you can change or establish any organizational HR elements (e.g. compensation, benefits, hiring, selection, performance manage etc.). The goal is to make HR complement and support the growth and success of the company going forward and to fit the company’s strategic plan. Recognize that currently YY has next to no HR elements/policies/procedures in place other than the hiring and paying of employees. Even how the hiring was done is unclear since the person who did most of the hiring has left YY.

Brutus Auto is a thriving, independently owned and operated firm located in Westerville. It was founded in 1986 by “Brutus” Cooper. Brutus was born and raised in Westerville, OH. Brutus is well-known and trusted by the residents of the town. As a teenager, he was a star football player for the high school team. In his spare time, he enjoyed working on cars and had a special talent when it came to cars. After college, this hobby led Brutus to start his own business – Brutus Auto Tire and Lube.

Brutus does a wide variety of work on vehicles of all makes and models. The shop also offers a variety of parts and supplies at retail. Brutus spends a great deal of time conversing with customers, most of whom he has known his whole life. His reputation for honest and reliable work has earned him many repeat customers, with the positive word of mouth helping him to expand his business.

His wife, Diane, runs the office, and takes special care to acknowledge customers on their birthdays with hand-written cards that include coupons for discounted services. Customers often reflect that Brutus offers the kind of service you can only find from a small-town mechanic. While Brutus is slightly more expensive than the chain establishments that have recently moved into town, customers testify that the friendly environment and quality service are worth the price.

Operational details

Brutus’s shop has grown steadily over the years. Originally, Brutus maintained a modest three automobile bays at his shop, and he and his long-time buddy, Fred, conducted most of the work except oil changes which were handled by a part-time apprentice. Currently, Brutus shop has six bays (the layout of the shop is shown in Figure 1) and seven mechanics (as not all of the service activities require a bay). Each of the bays is identical so that any employee can work at any station.

Four of the employees (including Brutus and Fred) are full-time (work at least 40 hours per week), and three are interns who work part-time (work fewer than 40 hours per week). Brutus and Fred are the only two mechanics permitted to do work beyond the basics, and so more involved car services can take some time getting through the shop. Most mechanics at Brutus Auto were trained at the area vocational school, and those with particular skill are taken on as apprentices who work under Fred and Brutus on the more involved projects. Cooper provides all the tooling necessary, and is respected as a fair and caring boss. In return, Brutus’ employees are loyal and hard-workers; seldom is absenteeism a problem, and turnover is rare.

The employee schedule for a typical week is shown in Table 1. The numbers shown in Table 1 are all devoted to working on vehicles. The shop closes for one week in the winter.

Inventory

Although the shop is primarily a service provider, all of the services require materials in addition to labor, and so there are inventory considerations that Brutus must manage.

A variety of other parts and supplies (for example, oil filters and oil) must be kept available due to the regularity of use; it would be difficult to meet the high expectations of customers if these items are not available. This has become a particularly high priority ever since national service chains moved into town, as the speed of their services such as oil changes is already far superior to that of Brutus. As a result of these competitive pressures, Brutus sets a 98% target service level.

Brutus is dedicated to using a high-quality brand of parts and supplies, most of which are available from a single supplier. Note that these parts and supplies are not only used to support services but also sold as retail transactions to customers who wish to perform their own repair work.

Currently, a continuous review policy is used for all car parts and supplies, but Brutus believes this system may require too much time to maintain for all inventory items. A sample of some of the items offered, the volumes used in services and sold at retail, and the associated costs are shown in Table 2. Brutus has determined that to call the supplier, pay for transportation, and put a shipment away costs approximately $50. The stockroom is relatively small and does not require special equipment or personnel. There is virtually no theft of product, so the annual holding costs are approximately 25% of unit cost. Delivery of orders takes about one week from the local supplier.

Adding Tire Service

The owners believe that adding tire replacement would increase revenues with a negligible increase to fixed (facility) costs other than tire inventory. However, in order to be competitive with the discount chains, Brutus must target a maximum of 30 minutes total time for each customer visit specific to tires since pricing was already competitive. They estimate that the time between arrivals for cars needing such replacement would be ten minutes. A dedicated and secure parking lot with a limit of 6 spots is available specifically for cars awaiting tire service. While service requirements vary, they estimate that a dedicated technician should finish up 3 tire service jobs each hour.

1. - Identify and describe TWO recommendations you would make to

                           Brutus Cooper to improve Operations and/or to lower costs.

CASE STUDY:

Dell Technologies From unconventional PC startup to global technology leader...

From unconventional PC startup to global technology leader, the common thread in Dell’s heritage is an unwavering commitment to the customer. Explore the company timeline below to view how this guiding principle built Dell Technologies and inspired IT solutions and services that give customers the power to do more.

1984: At age 19, Michael Dell founded PC's Limited with $1,000 and a game-changing vision for how technology should be designed, manufactured and sold. As a pre-med freshman at the University of Texas at Austin, Michael starts Dell Technologies, then doing business as PC's Limited. He left his dorm room at the end of his freshman year to devote all of his time to growing the business.

1985: We design and build our first computer system, the Turbo PC, featuring an Intel® 8088 processor running at 8MHz, a 10MB hard drive and a 5.25" floppy drive. We establish customer experience as a Dell Technologies differentiator with risk-free returns and next-day, at-home product assistance, among the first in our industry.

1986: We unveil the industry's fastest performing PC — a 12MHz, 286-based system — at the Spring Comdex trade show.

1987: We open our first international subsidiary in the United Kingdom.


HISTORY Michael Dell is chairman and chief executive officer of Dell Technologies, a unique family of businesses encompassing Dell, Dell EMC, Pivotal, RSA, Secureworks, Virtustream and VMware. Dell Technologies is an innovator and technology leader providing the essential infrastructure for organisations to build their digital future, transform IT and protect their most important information. With revenues of $74B and more than 140,000 team members, Dell Technologies is one of the world’s largest IT companies serving the needs of global corporations and governments to small businesses and consumers. The company's unique structure allows innovative, fast-moving startups to co-exist with, and leverage, the global reach and trusted reputation of the large enterprise. Michael’s story started when he founded Dell with $1000 in 1984 at the age of 19. Notably quoted as saying that “technology is about enabling human potential,” Michael’s vision of how technology should be designed, manufactured and sold forever changed the IT industry. In 1992, Michael became the youngest CEO ever to earn a ranking on the Fortune 500. Known and admired for his astute business vision and bold moves, Michael took Dell private in 2013, setting the stage to architect the largest technology deal in history with the combination of Dell, EMC and VMware in 2016.
In 1998, Michael formed MSD Capital, and in 1999, he and his wife established the Michael & Susan Dell Foundation to provide philanthropic support to a variety of global causes. Michael is an honorary member of the Foundation Board of the World Economic Forum and is an executive committee member of the International Business Council. He is also a member of the Technology CEO Council, the U.S. Business Council and the Business Roundtable. He serves on the advisory board of Tsinghua University's School of Economics and Management in Beijing, China and on the governing board of the Indian School of Business in Hyderabad, India. He is a board member of Catalyst and also served as the United Nations Foundation's first Global Advocate for Entrepreneurship.

Every day, Dell Technologies is pairing technology with innovation to make a positive social and environmental impact – building a Legacy of Good. We are committed to putting our technology and expertise to work, where it can do the most good for people and the planet, making possible today what was impossible yesterday. Every team member at Dell shares this commitment because being a good company is the right thing to do, but it is also right for our business. We’re creating real value for our customers, employees, and partners while driving social and environmental good in the community.

Our customers expect Dell Technologies to think about environmental impact – that has always been a part of who we are. More than just creating eco-friendly products or one-off initiatives, we incorporate sustainability into everything we do – from design to recycling and every step in between. Through innovation and a relentless focus on efficiency, we are minimizing our footprint while helping customers reduce theirs.

Design for Environment: Innovative thinking and a lifecycle approach to how we design products and source materials are the first steps in delivering products that help you do more while minimizing your impact.    
Reducing our Impact: How products are made matters – to our customers, our communities and the planet. We focus on sustainable operations – using resources efficiently, managing wastes effectively and working to improve our local environment

Green packaging and Shipping: Our goal is to create a waste-free packaging experience, using recycled and renewable source materials, right-sizing to reduce waste, and making it easy for you to responsibly dispose of packaging through recycling or composting   

Reducing your Footprint. Energy efficiency is a top priority across all our product lines. It helps you get the most from your energy use, which saves you money, reduce risk, and meet sustainability goals or regulations.


Recycling your DELL TECHNOLOGIES: We go beyond green IT — technology that itself leaves a smaller environmental footprint — to help you look at IT that enables you to address your sustainability goals and take control of your resources in a way that creates value.

Ocean Plastics: There are more than 86 million metric tons of plastic in our oceans right now. See how Dell Technologies is removing that pollution from our waters and turning it into materials for our products

Net Positive:

Our strategy isn't to just reduce the bad we do, but to increase the good. Creating a balance that puts more into the world and society than what we take from it is creating a net positive. (Adapted: www.google.com)


QUESTION:

The business environment is defined as all the factors or variables, both inside as well as outside the organisation, which may influence the continued and successful existence of the organisation. The business environment consists of three distinct sub environments. Justify these sub-environments as they apply to Dell Technologies in terms of maintaining a competitive advantage.

Congratulations! You have just become the safety manager for Podunk University. Your position is at the campus in Podunk, Colorado, and your predecessor left the job a year and a half ago. There has been nobody in the position during that interval. The commitment of the institution to safety is dubious at best, but, well, you needed a job, so here you are.

After introducing yourself to the secretary who also supports a half dozen more senior people, you decide to focus on hazardous material and hazardous waste issues since you just completed a great college course on those topics. You tour the campus and discover that the following departments and programs are your responsibility:      

• the biology department, which has animal dissection, human dissection, a microbiology lab, and a medical laboratory education program that uses small quantities of chemicals; ·
• the chemistry department, which has uninventoried chemicals dating back to who knows when and a new forensics program;      
• the physics department, which has high-voltage equipment, lasers, and LEDs;     
• the English department, which has a lot of books, papers, and photocopiers;      
• the math department, which has a lot of computers and whiteboards;     
• the automotive technology department, which has everything pertaining to auto repair including solvents, asbestos brake linings, pneumatic tools, waste oil, and cutting and grinding tools; and               
• the Massive Arena, one of the original buildings on campus, which has a variety of interesting problems, including asbestos insulation and a major ongoing renovation.

With the thought of developing a plan to ensure workplace compliance with hazard material management standards and recommending actions needed to implement an effective workplace hazardous materials management program, respond to each of the questions below.

1. Where do you start?      
2. Where should you focus your initial HazCom efforts? In what order do you tackle the rest of the departments?      
3. What are the HazCom issues in the automotive technology department?     
4. What are the hazardous waste issues in the automotive technology department?       
5. What are the HazCom issues in the chemistry department?      
6. What are the hazardous waste issues in the chemistry department?     
7. With the Massive Arena renovation, who are the people to whom you need to communicate hazards?      
8. What are your main concerns with the physics department?      
9. What are the hazardous material/waste spill response issues for the university, and how should you prepare for them?      
10. Is any HazCom training needed for the English and math departments?      
11. What are some resources for finding out how to solve the HazCom issues?      
12. You must choose technology or trainers to do the needed training. What are some issues to consider when selecting these?     
13. Due to budget cuts, it turns out that you have to do the training yourself by using PowerPoint. What are some considerations when developing your PowerPoint presentation?
14. How can you evaluate your training to ensure that it is accomplishing your goals?      
15. One of the chemistry professors working with some of the automotive technology faculty members invents a new nonflammable compound that will render obsolete the need for solvents to degrease auto parts. She wants to market the stuff. What needs to be done before it can be marketed, and who should do it?      
16. The university decides to partner with the chemistry professor and market this new compound. Due to the lack of flammability, it is a great hit nationwide. They then decide to market it worldwide. What concerns need to be addressed?      
17. It turns out that this wonderful new compound, when used in conjunction with another chemical, makes a really great explosion. As the university is manufacturing the stuff in large quantities and storing it on the grounds, what concerns do you now have? What experts should you consult?      
18. The biology department has been busy, too. The little microbiology lab is big now, and they are working with stronger pathogens. How would you determine the new hazard communication requirements and things that you should do beyond that minimum?

After a tough 5 years, you have the Podunk University campus running smoothly, everybody is trained, and your successor will not have nearly as much of a challenge as you did. Congratulations, and best wishes on your next challenge!

Your submission must be a minimum of five pages in length, be double-spaced, and be in compliance with APA style. Support your answers to the questions with appropriate in-text citations, corresponding references, and a thorough analysis with strong arguments. You must use at least two references, one of which may be the textbook. The title and reference pages do not count toward meeting the minimum page length requirement.

Each scenario below gives some information about price elasticity of demand for a firm. Use this information to answer the following questions.?

Round answers to two places after the decimal where applicable.

Honest Abe's Used Cars estimates the price elasticity of demand for their cars to be 2.10 .

Last month, Abe tried a new marketing scheme which decreased the number of cars sold by 67 %.

Abe must have prices. Abe's prices

must have changed by %

Therefore, Abe's total revenue

At Webs-R-Us, a website design company, the new manager has decided to increase the price of Webs-R-Us services by 75 %.

If Webs-R-Us has a price elasticity of demand at 0.70 , we can expected the number of websites designed to The number of websites will change by % Therefore, Webs-R-Us's total revenue will

Please read case and answer the questions thank you.

Pinterest is a rapidly growing social network that allows users to “pin” pictures to their ownonline board, creating a kind of highly interactive and social online magazine or scrapbook. There are a variety of categories of boards, including gifts, animals,art, cars, and food. As one of the fastest growing sites in the history of the Web,Pinterest has quickly caught the eye of marketers in industries that lendthemselves to pictorial representation of their products. In 2012, the site had10,000 users, and now has over 150 million users in 2016.Currently, 80% of Pinterest users are women, making it an excellent marketing platform for women’s fashion and beauty retailers. One of the foremost amongthese retailers is Sephora, a beauty retailer with over 300 stores in North Americaand operations in 27 different countries around the world. Founded in Paris in1970, Sephora is a highly regarded global brand with a healthy social media presence on many platforms, including Facebook andTwitter as well as Pinterest. Sephora’s social media objectives are different ondifferent platforms, and the company values each one. But Sephora is devoting more attention than ever to itsPinterest presence because of the heightened engagement of users on thePinterest platform.Pinterest users are specifically interested in pinning items that interest them and which they might want to buy, whether they’re ready to purchase immediately orsometime in the future. For this reason, Sephora has seen a much greater engagement level from its fan base on Pinterest than on any other platform.Sephora’s Pinterest page consists of a variety of boards, many of which display different products in Sephora’s catalog, categorized by type. Boards include Makeup of the Day, Today’s Obsession, Lips, Eyes, Trending Now, Skincare IQ, Beauty How-tos, and a host of others. Not every board displays beauty productsand fashion trends – there are also lists for Quotes, Recipes, and Gifts for Him.The interactivity of the Pinterest platform is a two-way relationship for Sephora and its customers. Individual Pinterest users can pin favorite products from Sephora’s page, and Sephora can also pin photos of users trying out its products.For example, the Makeup of the Day board consists of user-submitted photosshowcasing different Sephora makeup products, submitted at Sephora.com’s message board. The company actively engages with users, encouraging them to try out different products and looks, and keeping track of which items in itscatalog are more frequently repinned. Sephora is also on the lookout for‘trendsetters’ – people whose Pinterest activity most influences other Sephorafans. Although Sephora’s Facebook audience is many times larger than its Pinterest audience (currently 15 million versus around 475,000 on Pinterest), the company reports that, at the time of the video, each Pinterest follower has fifteen times the salesimpact of one Facebook follower. For Sephora, the engagement level of the Pinterest platform and the emphasis on reaching highly interested potential customers is paying off.

1.What were some of the trends noted in the video that initially tipped Sephora off to the potential of Pinterest?

2. How did Sephora integrate Pinterest into its e-commerce presence?

3. What aspect of Pinterest does Bridget Dolan, VP of Interactive Media at Sephora, note that she finds the mostfascinating?

4.What are some of the keys to launching a successful Pinterest marketing campaign?

5. Why is Pinterest an idealmarketing platform for a company like Sephora?

6.What are some other examples of industries well suited to Pinterest marketing campaigns?

Question:

Need to identify accounting issues within the following 2 scenarios and how they should be handled:

Scenario 1:

At HLJ's 2017 year-end, the company held an inventory of 300 ounces of gold having a purchase cost of $1,150 U.S. per ounce (which at an exchange rate of $1 Canadian = $0.9388 U.S. resulted in a cost of $1,225 per ounce Canadian). At July 31, 2017, the market value for gold was $1,130 U.S. per ounce (also $1,130 Canadian). As a result, for fiscal 2017 year- end, gold inventory was written down by $28,500.

Currently, gold has increased in value to $1,305 U.S. per ounce ($1,350 Canadian). 200 ounces of the gold in the 2017 inventory will still be held by HLJ at its fiscal 2018 year-end.

Scenario 2:

In August 2017, HLJ initiated a new promotional program called "Engagement Embarrassment Insurance" (EEI) intended for individuals who purchase surprise diamond engagement rings for their prospective partners. If the marriage proposal is not accepted (or for any other reason within three months of purchase), HLJ will repurchase the ring from the customer.

HLJ will refund the original sales price of the diamond portion of the ring (on average $2,000) but will not provide a refund for the gold component of the ring (which averages $1,000) as HLJ considers the ring's band and setting to be custom-made for the customer, whereas each diamond has a grading certificate to ensure its individual features. The average cost of gold is $600, and $1,200 for diamond.

Since beginning the EEI program, the company has had, on average, 60 customers in the potential repurchase period at any point in time. Total number of rings sold under this program in fiscal 2018 is expected to be 240.

Useful information to know: The company has no debt other than accounts payable, the owners take a salary of $150,000 to $200,000 each. The company's pre tax income has, over the last few years been around $250,000. Their year end is July 31. They expect their sales to increase to $6 million in 2018, from last year's $5.4 million. The company uses ASPE, and taxes payable method of accounting.

2) You are the independent accountant assigned to the audit of Neophyte Company. The company's accountant, a graduate of Rival State University, has prepared financial statements that contained the following questionable items: a. The balance sheet reports land at $100,000. Included in this amount is a property held for speculation at a cost of $30,000. b. Current liabilities include $50,000 for long-term debt that is due in three months. The company has received a suitable firm commitment to refinance the debt for five years and intends to do so. c. Investments include $20,000 in short-term, high-grade commercial paper, which is a cash equivalent.

Required. Describe the appropriate balance sheet presentation for the above items.