6.

The following accounts and balances were drawn from the records of Barker Company at December 31, 2018:

Required

Use the accounts and balances from Barker Company to construct an income statement, statement of changes in stockholders’ equity, balance sheet, and statement of cash flows (show only totals for each activity on the statement of cash flows).

1

2

3

4

Who are the four main stakeholders a conscious marketer should consider when making decisions?

1. Customers, employees, market place, society-at-large (pretty much everyone)

2. All of these

3. Only customers, global suppliers, regulators, federal governments

4. Bert, Erie, Kermit, and Grover  

Read Case Ticketmaster – Making Better Decisions passage below and answer the following questions 1-4 in bold :

Case Study: Ticketmaster
In 2010, Ticketmaster found out the hard way that the entertainment industry is not, in fact, as recession-proof as it was once widely believed to be. The company, which sells tickets for live music, sports, and cultural events, and which represents a significant chunk of parent company’s Live Nation Entertainment’s business, saw a drop in ticket sales that year of a disconcerting 15 percent. Then there was the mounting negative press, including artist boycotts, the vitriol of thousands of vocal customers, and a number of major venues refusing to do business with Ticketmaster.

Yet 2012 has been more friendly to the company—under the leadership of former musician and Stanford MBA- educated CEO Nathan Hubbard, who took over in 2010 when Ticketmaster merged with Live Nation, the country’s largest concert promoter. Third-quarter earnings were strong, with just under $2 billion in revenue, a 10 percent boost from the same period last year, driven largely by Live Nation’s ticketing and sponsorship divisions. Ticketmaster was largely responsible as well, thanks to the sale of 36 million tickets worth $2.1 billion, generating $82.1 million in adjusted operating income, which translates to an increase of 51 percent for the year.
That’s because Hubbard knows how to listen, and read the writing on the wall, “If we don’t disrupt ourselves, someone else will,” he said, “I’m not worried about other ticketing companies. The Googles and Apples of the world are our competition.”

Some of the steps he took to achieve this included to the creation of Live Analytics, a team charged with mining the information (and related opportunities) surrounding 200 million customers and the 26 million monthly site visitors, a gold mine that he thought was being ignored. Moreover Hubbard redirected the company from being an infamously opaque, rigid and inflexible transaction machine for ticket sales to a more transparent, fan-centered e-commerce company, one that listens to the wants and needs of customers and responds accordingly. A few of the new innovations rolled out in recent years to achieve this include an interactive venue map that allows customers to choose their seats (instead of Ticketmaster selecting the “best available”) and the ability to buy tickets on iTunes.

Hubbard eliminated certain highly unpopular service fees, like the $2.50 fee for printing one’s own tickets, which he announced in the inaugural Ticketmaster blog he created.
Much to the delight of event goers—and the simultaneous chagrin of promoters and venue owners, who feared that the move would deter sales—other efforts toward transparency included announcing fees on Ticketmaster’s first transaction- dedicated page, instead of surprising customers with them at the end, while consolidating others. “I had clients say, ‘What are you doing? We’ve been doing it this way for 35 years,’” Hubbard recalled, “I told them, ‘You sound like the record labels.’”

Social media is an integral part of listening, and of course, “sharing.” Ticketmaster alerts on Facebook shows friends of purchasers who is going to what show. An app is in the works that will even show them where their concert going friends will be seated. Not that it’s all roses for Ticketmaster—yet. Growth and change always involve, well, growing pains, and while goodwill for the company is building, it will take some time to shed the unfortunate reputation of being the company that “everyone loves to hate.” Ticketmaster made embarrassing headlines in the first month of 2013 after prematurely announcing the sale of the president’s Inaugural Ball and selling out a day early as a result, disappointing thousands. But as the biggest online seller of tickets for everything from golf tournaments to operas to theater to rock concerts, and with Hubbard’s more customer-friendly focus, Ticketmaster should have plenty of opportunity to repent their mistake

1. Identify the problems that Ticketmaster was facing, using cause and effect analysis. What were the Symptomatic Effects? What were the Underlying Causes?

2. What process(es) did Nathan Hubbard use to Generate Alternatives? What alternatives were available to Mr. Hubbard? What types of Uncertainty did he experience?

3. How did Mr. Hubbard select his most desirable alternative? Describe which type of Decision Making he used, and explain your findings.

4. Were the recent decisions that Mr. Hubbard made effective, according to the concepts in Chapter 7 – Decision Making? Explain your response.

Following are selected transactions of Danica Company for 2016 and 2017. 2016 Dec. 13 Accepted a $18,000, 45-day, 6% note dated December 13 in granting Miranda Lee a time extension on her past-due account receivable. 31 Prepared an adjusting entry to record the accrued interest on the Lee note. 2017 Jan. 27 Received Lee's payment for principal and interest on the note dated December 13. Mar. 3 Accepted a $12,000, 6%, 90-day note dated March 3 in granting a time extension on the past-due account receivable of Tomas Company. 17 Accepted a $10,000, 30-day, 8% note dated March 17 in granting H. Cheng a time extension on his past-due account receivable. Apr. 16 H. Cheng dishonored his note when presented for payment. May 1 Wrote off the H. Cheng account against the Allowance for Doubtful Accounts. June 1 Received the Tomas payment for principal and interest on the note dated March 3. Complete the table to calculate the interest amounts and use those calculated values to prepare your journal entries. (Do not round intermediate calculations. Use 360 days a year.)

Case 6-29 Variable and Absorption Costing Unit Product Costs and Income Statements [LO6-1, LO6-2]

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

O’Brien Company manufactures and sells one product. The following information pertains to each of the company’s first three years of operations:

During its first year of operations, O’Brien produced 91,000 units and sold 79,000 units. During its second year of operations, it produced 84,000 units and sold 91,000 units. In its third year, O’Brien produced 83,000 units and sold 78,000 units. The selling price of the company’s product is $78 per unit.

3. Assume the company uses absorption costing and a FIFO inventory flow assumption (FIFO means first-in first-out. In other words, it assumes that the oldest units in inventory are sold first):

b. Prepare an income statement for Year 1, Year 2, and Year 3.

Required information

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

Inner Secret T Shirt Company produces and sells one product. The following information pertains to each of the company’s first three years of operations:

During its first year of operations, O’Brien produced 97,000 units and sold 73,000 units. During its second year of operations, it produced 79,000 units and sold 98,000 units. In its third year, O’Brien produced 89,000 units and sold 84,000 units. The selling price of the company’s product is $73 per unit.

Required:

1. Assume the company uses variable costing and a FIFO inventory flow assumption (FIFO means first-in first-out. In other words, it assumes that the oldest units in inventory are sold first):

a. Compute the unit product cost for Year 1, Year 2, and Year 3.

b. Prepare an income statement for Year 1, Year 2, and Year 3.

Ted Olson, director of the company Overnight Delivery, is worried because of the number of letters of first class that his company has lost. These letters are transported in airplanes and trucks, due to that, mister Olson has classified the lost letters during the last two years according to the transport in which the letters were lost. The data is as follows:

Mister Olson will investigate only one department, either aerial o ground department, but not both. He will open the investigation in the department which has the most number of lost letters per month, find:

26.- The expectation quadratic value of lost letters per month for truck.

27.- The expectation quadratic value of lost letters per month for airplane.

28.- The variance value of lost letters per month for truck.

29.- The variance value of lost letters per month for airplane.

ollowing are selected transactions of Danica Company for 2016 and 2017. 2016 Dec. 13 Accepted a $26,000, 45-day, 6% note dated December 13 in granting Miranda Lee a time extension on her past-due account receivable. 31 Prepared an adjusting entry to record the accrued interest on the Lee note. 2017 Jan. 27 Received Lee's payment for principal and interest on the note dated December 13. Mar. 3 Accepted a $20,000, 8%, 90-day note dated March 3 in granting a time extension on the past-due account receivable of Tomas Company. 17 Accepted a $18,000, 30-day, 8% note dated March 17 in granting H. Cheng a time extension on his past-due account receivable. Apr. 16 H. Cheng dishonored his note when presented for payment. May 1 Wrote off the H. Cheng account against the Allowance for Doubtful Accounts. June 1 Received the Tomas payment for principal and interest on the note dated March 3. Complete the table to calculate the interest amounts and use those calculated values to prepare your journal entries. (Do not round intermediate calculations. Use 360 days a year.)

Assume that customer arrivals at a barber shop are random and independent of one another, and the number of customer arrivals at a barber shop and the time until the next customer arrives is independent.

(a) In city A, on average, 3 customers arrive at a barber shop every hour. Using an appropriate probability distribution,

(i) find the probability that at least 5 customers arrive at a barber shop every hour.

(ii) A sample of 25 barber shops in city A was obtained. Find the probability that at least 3 barber shops were visited by at least 5 customers.

(iii) A customer has just arrived in a barber shop. Find the probability that the time, until the next customer arrives will be at most 2 hours (from now).

PLEASE ANSWER THE LAST QUESTIONS (as many as you can starting with the last question)

On January 1, 2016, the following information was drawn from the accounting records of Carter Company: cash of $400; land of $2,400; notes payable of $700; and common stock of $1,540. Required a. Determine the amount of retained earnings as of January 1, 2016.

g. During 2016, Carter Company earned cash revenue of $660, paid cash expenses of $380, and paid a cash dividend of $58. (Hint: It is helpful to record these events under an accounting equation before preparing the statements.) (Enter any decreases to account balances with a minus sign. Select "NA" if there is no effect on the "Account Titles for Retained Earnings".)

g-2. Prepare a statement of changes in stockholders’ equity dated December 31, 2016.

g-3. Prepare a balance sheet dated December 31, 2016. g-4.

Prepare a statement of cash flows dated December 31, 2016. (Amounts to be deducted should be indicated with a minus sign.)

j. What is the balance in the Revenue account on January 1, 2016?