Imagine that you are preparing taxes for a local tax service provider. A married couple named Judy and Walter Townson has come to you to seeking assistance with their federal income taxes. During your meeting with the Townsons, you gather the following information:

-they are both 55 years of age
-They have two daughters and one son. One daughter (25) is married with children. One daughter (20) is living at home and attending college. Their son (16) is a junior in high school.
-They are currently paying for their college-student daughter to attend school full time.
- Judy is employed as a teacher and makes $60,000 a year. She used $500 of her personal funds to purchase books and other supplies for her classroom.
-Walter is employed as a CPA and makes $100,000 a year
- They provided you a 1099-INT which reported $4,500 in the interest of which $500 was saving bonds interest
- They offered you a 1099-DV which said $300 in dividends
-They received a state tax refund last year of $385
- They provided you a list of expenses including: doctors bill $800, Prescriptions $400, New glasses $2000, dental bills $560, braces $5000, Property taxes for their two cars of $800, which included $50 in decal fees, real estate taxes $4500, mortgage interest $12000, Gifts to charities $1,000, GoFunMe contribution to local families in need $100, and Taxes preparation fees for last years taxes $400.

Consider the most beneficial way for Judy and Walter to file their federal income tax return. Prepare a brief written summary that addresses the following:

-Estimated taxable income for Judy and Walter (please show compilations)
-Summary of tax return, including andy suggestions or tax planning consideration
- Explain how you determined the filing status, dependents, and use of standard/ itemized deduction

The specific course learning outcomes associated with this assignment are:

1. Review tax authories and sources of tax law
2. Assess the concepts of gross income and strategies to minimize gross income
3. Examine deductions from income, limitations on those deductions, and strategies for maximizing deductions.

Joe Schultz was a first line supervisor of a group of assembly line workers at Supreme Manufacturing, a plastics manufacturing facility. With a high school education, he had been with Supreme in this department, first as an assembly worker, then promoted as a supervisor 5 years ago. His leadership style could be described as "active, controlling and task oriented." He was of the same ethnic background as many of his subordinates (German) and would often 'kid' with them in Germanic slang at the local beer garden on Fridays after work. He was well liked by his subordinates and their work performance was among the best in the company. Joe was recognized as being highly intelligent and mechanically expert. He had taken some evening courses in engineering at the local university over the past 3 years. He had done well, maintaining a B+ average. Recently, with a respectable (although not expert) background in engineering, he was promoted to assistant supervisor in the company's drafting department. Here he had the technical skills necessary to supervise his employees, and the work he supervised was highly programmed, as it was in the assembly department. The workers he supervised were of diverse ethnic background and of mixed gender. Most of them had been in the drafting department for 8-10 years. There was a feeling on the part of some of his new subordinates that one of their own, Bonnie Melville, should have been promoted to the position; but this feeling was not too strong, as certain members of the group disliked Bonnie. Joe continued has basic leadership style (as described above) in his new job, but somehow productivity in the drafting department fell. Numerous antagonisms developed under Joe's leadership and a couple of his better subordinates resigned within a period of three months.

Question: Explain why Joe did so very well in his old department, and encountered these problems in his new job. Incorporate into your response what you have learned about contingency theory and team building. Discuss the Leadership Grid (p.250). Also consider French and Ravens framework of social power (pp. 125-134 + lecture notes week 3) to assess the social power Joe held in his old and his new position. What should Joe do to improve his own performance with respect to his new work team? What, if anything, should Joe's supervisor attempt to do to get the situation back on track?

Question 25 page 315 Chapter 13 (Principles of Microeconomics) book

Becky and Sarah are sisters who share a room. Their room can easily get messy and their parents are always telling them to tidy it. Here are the costs and benefits to both Becky and Sarah, of taking the time to clean their room. If both Becky and Sarah clean, they each spends two hours and get a clean room. If Becky decides not to clean and Sarah does all the cleaning, then Sarah spends 10 hours cleaning (Becky spends 0) but Sarah is exhausted. The same would occur for Becky if Sarah decided not to clean - Becky spends 10 hours and becomes exhausted. If both girls decide not to clean, they both have a dirty room. a. What is the best outcome for Becky and Sarah? What is the worst outcome? Please construct a game theory based prisoner4's dilemma table. b. What is the expected outcome. Fully explain why. c. How might the assignment of property rights be arranged so that Becky and Sarah are incentivized to achieve a clean room? Yes, you get to play the role of the parent here.

1. What is the relationship between the price of a bond and its YTM?

2. Explain why some bonds sell at a premium over par value while other bonds sell at a discount. What do you know about the relationship between the coupon rate and the YTM for premium bonds? What about for discount bonds? For bonds selling at par value?

3. What is the relationship between the current yield and YTM for premium bonds? For discount bonds? For bonds selling at par value?

4. The Back Street Girls Corporation has two different bonds currently outstanding. Bond M has a face value of GH¢20,000 and matures in 20 years. The bond makes no payments for the first six years, then pays GH¢1,000 every six months over the subsequent eight years, and finally pays GH¢1,750 every six months over the last six years. Bond N also has a face value of GH¢20,000 and a maturity of 20 years; it makes no coupon payments over the life of the bond. If the required return on both these bonds is 14 percent compounded semiannually, what is the current price of Bond M? Of Bond N?

40. One of your clients intentionally simulates physical and psychological symptoms such as pains, panic attacks, etc. (you know that external incentives for the condition like getting disability money are absent). What will be your diagnosis for these symptoms? a. bipolar disorder b. dissociative fugue c. factitious disorder d. pathological lying e. truth-denial disorder 41. Delusions and hallucinations are two different names of the similar psychological experience. a. true b. false 42. Phobias are common in children. a. true b. false 43. Conduct disorder is not diagnosed in girls. a. true b. false 44. Autism is another name for dissociative identity disorder. a. true b. false 45. Key symptoms of conversion disorder include problems with movements. a. true b. false 46. Autism is not being diagnosed in some countries. a. true b. false 47. The term “erotomania” refers to a category of delusions. a. true b. false 48. About 9% of global population is affected by schizophrenia. a. true b. false 49. Schizophrenia is incurable. a. true b. false 50. Paranoid delusions are commonly associated with overwhelming fear. a. true b. false

To please be done in excel: It is November, 2001. ABC Ltd. is a company listed on the Stock Exchange. The company was founded in the early 1980’s and management identified a market for small photocopier and fax machines and in later years, tablets. The company has in the past relied on importing equipment from the Far East, but the recent decline in the value of the Peso, combined with increased local competition, has resulted in a significant decrease in the profitability during the past two years. Management is investigating the feasibility of establishing a local manufacturing plant in order to manufacture a new, low cost tablet called “Tab”. This machine would be the only tablet supplied by ABC. It is a small and fairly basic machine, which is designed to serve the lower end of the market. Based on a market survey (which cost $100 000), the probable demand for “Tab” in the first year has been estimated. This is illustrated in Table 1. Table 1: Market Survey of Expected Demand in Year 1 Demand per annum Probability Expected Demand High 10,000 30% Medium 9,400 40% 9400 Low 8,800 30% New plant with a maximum annual capacity of 10 000 units can be purchased for $3.5 million. The plant has an estimated useful life for four years, at the end of which the residual value is expected to be $350 000. Variable production costs are estimated at $1 000 per unit, while additional fixed costs, based on a capacity of 10 000 units and before allowing for depreciation, are expected to amount to $250 per unit. These fixed costs will be avoidable if local manufacture does not take place. The “Tab” would sell for $1 700 each, some $500 less than the selling price of the cheap imported tablets currently sold by ABC. This would mean that the current sales of 7 000 units per annum of the cheap imported machines would cease. The contribution generated by sale of these imported machines amounts to $250 per unit. Existing fixed costs amount to $1,75 million per annum, and will still be incurred if local manufacture takes place. The new plant would be written off over 5 years on a straight-line basis for tax purposes. The corporate tax rate is 30% and ABC uses a discount rate of 18% for all projects of this type. There are no expected changes to the working capital of the business. Question: Show that the project’s expected net incremental cash flows for the first year are equal to $1 316 000.Assuming that all four years have the same net incremental cash flows as calculated, and taking into account any other relevant cash flows, show that the NPV, IRR and Payback Period of the project as a whole are: $274 805.27, 21.8% and 2.66 years respectively.

Vision Resort is a five-star resort and spa founded in 2012. Vision believes in offering authentic services to every customer by fulfilling and catering the needs of their guests efficiently. Facilities and services include spacious rooms, banquet halls, gardens, restaurants, a wide range of food with delicious cuisines. All its employees are well trained and provide high customer satisfaction.
Vision resort focuses on premium pricing strategy for its products as they cater to high profile business class and upper class of the society. The value provided through the luxurious experience to the customers during their stay in the resort and the first class royal service explains the high prices of the resort packages. However, in light of the current economic condition in the world due to the Coronavirus, the resort is currently trying to provide a combination of high quality and service while also providing fair prices.
Also, Vision resort is the owner and operator of the franchise system. They are present in 20 countries prominent ones being in Bahrain, Oman, Kuwait, and Dubai Chicago, Hong Kong, Manila, Mumbai, San Francisco, and Tokyo. It is noteworthy that the prices of the resort packages differ based on the geographic location. Also, prices fluctuate during different times of the year, as they tend to increase during the weekends and Eid holidays and decrease during the low seasons.
Regarding the promotion strategy, vision resort has built and maintained positive awareness, and brand value by word of mouth. This has been achieved by gaining high customer satisfaction and providing excellent customer relationship management. They reward loyalty to regular clients by their signature membership cards known as Vision Gold Passport accepted globally which fetches them extra discounts and additional perks. Due to the social distancing, vision resort adopted advertising via TV broadcasting. Moreover, digital marketing tools such as instagram sponsorship allowed reaching target customers through a click of a button.
Recently, a new global disease has spread rapidly among people and the resort decided to open its doors to the passengers arriving into the country by air and border crossings and were taken to stay for free in a 14-day coronavirus quarantine. This initiative shows the social responsibility that the resort holds towards the community.

Answer the following questions:
1. What is the major pricing strategy vision resort follows and why?
2. What is the price elasticity of demand for rooms in the resort and why?
3. What is the price adjustment strategy followed by the resort management?
4. Give examples of the promotion mix?
5. The hotel resort management is planning to open a new shop in the resort, a brain storming session was held with the hotel employees where they suggested the following ideas: A coffee shop, diving equipment shop, gifts shop. Explain the process (steps) undertaken by the resort management to introduce a new product.

Young School for Wee People (YSWP) had been running a small, for-profit preschool program for young children between the ages of two and four for several decades. YSWP was one of several privately run programs in the suburban Philadelphia area. For each of the three age groups (i.e., two-, three- and four-year olds), there were two classes per day for a total of six classes in the facility each day. The classes were held both in the morning and in the afternoon, five days a week between September and June; there were approximately 200 days (40

weeks), or 1,200 class meetings, per year.1 Only about one-third of YSWP’s local competitors offered classes during the summer months. The morning classes ran from 9:00 a.m. to noon, and the afternoon meetings ran from 1:00 p.m. to 4:00 p.m. Lunch was not served in either class. However, each class served a snack to the children. Class size varied from nine to 15 students per class. Although there was a lot of pressure from parents to reduce class sizes, a recent article in an industry newsletter showed that, given current demographics, the market for such programs could increase by 10% a year for the next five years.

The year before, a parent suggested that the school begin hosting birthday parties on the weekend. Since YSWP’s three classrooms were empty during this time, it seemed like a good use of the space and could generate additional revenue. Over the past year, the school had managed to quickly build a sizable side business hosting birthday parties. Approximately 150 parties were held in the school’s three classrooms on Saturdays and Sundays throughout the year. The parties were typically attended by 10–20 children and ran for approximately four hours. The four-hour running time included the time necessary to set up and clean up the facility. For this service, the school’s main competitors consisted of children’s gyms, arts and crafts stores, and museums. Each had been offering specialized birthday parties for many years and charged very high prices. As a result, YSWP was able to significantly underprice these other firms while maintaining a very high profit margin. In fact, due to the success of the birthday parties over the past year, YSWP wanted to expand this business. YSWP was considering switching the bulk of its advertising campaign from one that was designed to build general awareness of the school to one that was specifically directed at promoting the birthday party business.

1 Each day there was a morning class and an afternoon class for two-year olds, another morning and afternoon class for three-year olds, and a morning and afternoon class for four-year olds.

Current Cost System

YSWP’s largest expense was related to the building (see Exhibit 1 for an income statement). YSWP had initially purchased a single-family home and converted it to a daycare/schoolhouse setting. The house cost $400,000, including $50,000 for the necessary renovations and license applications. Building- related expenses included depreciation, utilities, maintenance, cleaning, property taxes, and so forth. Traditionally, these costs were assigned to the classes on a per class-meeting basis. The building-related costs had not significantly changed since the introduction of the birthday party business. Therefore, no building-related costs had been assigned to the new product.

Salaries, supplies, and food were also allocated based on the meeting, where a meeting was either a single class meeting for three hours or a single birthday party for four hours. The actual cost of supplies and food for all of last year’s birthday parties was $3,000; the actual cost for the preschool classes was approximately $18,000. YSWP had five employees—three full time and two part time. The school’s director earned $50,000, taught two of the preschool classes each day, and administered both the preschool and the birthday party programs. She spent approximately 20% of her time in administration, evenly split between the two programs. The remaining two full-time employees earned $20,000 per year and taught the other four preschool classes. Finally, YSWP had hired two part-time employees to run the birthday parties on weekends, and each earned $5,000 per year. The director had approximately 20 years of daycare and teaching experience, the full-time teachers each had approximately five years of teaching experience, and the part-time employees were college students majoring in child development or education.

As advertising was used to build awareness of YSWP’s presence in the community and affected both products, it was not allocated to either product.

Pricing

YSWP charged $200 for each birthday party, regardless of how many children attended, and averaged a total of about $270 for each preschool class session, depending on the number of students in the class. This was an increase over fiscal-year 2003, when preschool charges totaled only $240 per class session, even though average class size declined from 12 to 10 students.

Each year, YSWP management prepared a budget for the next year that was exactly equal to the prior year’s actual results.

Further Changes

Currently, the children’s day was split up between a two-hour core class and a one-hour elective. The elective aimed to bring new ideas and teaching styles into the classroom. However, YSWP believed that its core competency lay in delivering a solid, core class to the children. This method had been successful in preparing children for the move to kindergarten. Additionally, the elective had not been successful as an experimental setting to test new teaching styles and ideas; in fact, the elective had become merely an extension of the core class. Consequently, YSWP planned to abolish the elective class and only offer the standard, core class.

Additionally, YSWP was considering purchasing a neighborhood school. As part of the expansion, YSWP’s director would have more administrative responsibility. She had hired another teacher to cover her classes as well as two administrative assistants to help with the daily operations of YSWP

Questions

1. Compute the cost of a single preschool class and a single birthday party using the current cost system.

2. Would you recommend that YSWP continue to allocate the building-related costs only to the preschool program? What alternative allocation method would you suggest? Justify your answer. Ignore consideration of excess capacity discussed in question 3 below for this answer. Please discuss any additional information that you feel is needed.

3. For three months each year (June–August), the school building is largely unused except for the birthday parties. This represents approximately 60 days, or 360 additional classes that could be run but are not. How should YSWP account for this excess capacity? Please explain why you recommend this method.

4. Do you agree with YSWP’s allocation method for salaries, supplies, and food? Why or why not? Be specific about any alternative allocation methods that you would consider.

5. Do you agree with YSWP’s decision not to allocate the cost of advertising? Why or why not? Be specific about any alternative allocation methods that you would consider.

6. Compute the cost per class meeting and per birthday party under the assumptions that you have made.

7. How could YSWP use the information from the revised cost information to enhance profitability?

8. Briefly explain the change in the average revenues per class (from $240 to $270 per class between last year and this year). What other information would you collect to help explain the variation?

Exhibit 1