Heineken sells its products in Namibia and three neighboring countries. Data collected from 2010 to 2018 shows that the company produced 300,000 barrels of beer annually. During this period, the average price per barrel of beer P (in Namibian dollars) was related to the quantity of beer sold Q (in thousands of barrels) by the demand function

P=-0.3224Q+245.4031

The total cost of producing Q thousand barrels of beer was

TCQ=101.1995Q+4699.3441

1. At what output level revenue be maximized?

2. Find the quantity and price levels that maximize profit.

At December 31, 2010, Rijo Corporation reported the following plant assets.
Land $ 3,000,000
Buildings $26,500,000
Less: Accumulated depreciation—buildings 12,100,000 14,400,000
Equipment 40,000,000
Less: Accumulated depreciation—equipment 5,000,000 35,000,000
Total plant assets $52,400,000
During 2011, the following selected cash transactions occurred.
Apr. 1 Purchased land for $2,200,000.
May 1 Sold equipment that cost $600,000 when purchased on January 1, 2004.
The equipment was sold for $170,000.
June 1 Sold land for $1,800,000. The land cost $1,000,000.
July 1 Purchased equipment for $1,300,000.
Dec. 31 Retired equipment that cost $500,000 when purchased on December
31, 2001. No salvage value was received.
Instructions
(a) Journalize the transactions. (Hint: You may wish to set up T accounts, post beginning
balances, and then post 2011 transactions.) Rijo uses straight-line depreciation for
buildings and equipment. The buildings are estimated to have a 40-year useful life and
no salvage value; the equipment is estimated to have a 10-year useful life and no sal-
vage value. Update depreciation on assets disposed of at the time of sale or retirement.
(b) Record adjusting entries for depreciation for 2011.
(c) Prepare the plant assets section of Rijo’s balance sheet at December 31, 2011.

You are given the following information about the economy.

2010 2011 2012 2013

u 0.03 0.09 0.06 0.03

Y 2244 2343 1134 5678

The natural rate of unemployment is 0.04 and the Phillips curve relationship is ? = ?e - 2 (u - 0.04). Please show your work in answering the following questions:

(a) Using the following formula ( Y(overbar)- Y)/ Y(overbar)= 2(u - u(overbar)) estimate full-employment level of output (Y(overbar)) in each year?

(b) Calculate the growth rate of full-employment output each year.

(c) If expected inflation was 0.04 for all four years, what was the inflation rate each year?

Question 1

Rogers Co. had a sheet metal cutter that cost $96,000 on January 5, 2010. This old cutter had an estimated life of ten years and a salvage value of $16,000. On April 3, 2015, the old cutter is exchanged for a new cutter with a fair value of $48,000. The exchange had commercial substance. Rogers also received $12,000 cash. Assume that the last fiscal period ended on December 31, 2014, and that straight-line depreciation is used.

Instructions

(a) Show the calculation of the amount of the gain or loss to be recognized by Rogers Co.

(b) Prepare all entries that are necessary on April 3, 2015.

Part 1: After the 2010 earthquake in Haiti, many charitable organizations conducted fundraising campaigns to raise money for emergency relief. Some of these campaigns allowed people to donate by sending a text message using a cell phone to have the donated amount added to their cell-phone bill. The report "Early Signals on Mobile Philanthropy: Is Haiti the Tipping Point?" (Edge Research, 2010) describes the results of a national survey of 1526 people that investigated the ways in which people made donations to the Haiti relief effort.

The report states that 17% of Gen Y respondents (those born between 1980 and 1988) and 14% of Gen X respondents (those born between 1968 and 1979) said that they had made a donation to the Haiti relief effort via text message. The percentage making a donation via text message was much lower for older respondents. The report did not say how many respondents were in the Gen Y and Gen X samples, but for purposes of this exercise, suppose that both sample sizes were 400 and that it is reasonable to regard the samples as representative of the Gen Y and Gen X populations.

(a) Is there convincing evidence that the proportion of those in Gen Y who donated to Haiti relief via text message is greater than the proportion for Gen X? Use

α = 0.01.

(Use a statistical computer package to calculate the P-value. Use μ_Y − μ_X. Round your test statistic to two decimal places and your P-value to three decimal places.)

Part 2:

(b) Estimate the difference between the proportion of Gen Y and the proportion of Gen X that made a donation via text message using a 99% confidence interval. (Round your answers to three decimal places.)

( ____ , ____ )

Candy  Company manufactures candy and has the following information for june 2010. Sales totaled $4,125,000.00 and gives a 4% commission to its sales staff charged as a selling expense. A total of 100,000 direct labor hours were worked for the month with a rate of $6.00 per hour. Raw materials purchases $ 500,000.00 Salaries of Sales Staff 320,000.00 Salary of General Manager 250,000.00 Utilities Expense - Factory 190,000.00 Rent for factory 170,000.00 Administrative Salaries 140,000.00 Rent for Sales Shop 130,000.00 Indirect labor 120,000.00 Factory supervisor's salary 90,000.00 Indirect materials 45,000.00 Utilities Expenses - Office 47,000.00 Factory supplies 45,000.00 Maintenance cost in the factory 35,000.00 Depreciation - Factory Equipment 25,000.00 Depreciation - Office Administrative Equipment 22,000.00 Office Supplies Expense 15,000.00 Insurance for Administrative Offices 6,000.00 Insurance for Factory Premises 5,000.00 Miscellaneous Expense - Office 3,500.00

Inventory levels are as follows: Beginning Inventory Ending Inventory Raw Materials $180,000.00 $140,000.00 Work In Process 180,000.00 200,000.00 Finished Goods 150,000.00 125,000.00  

Find  

. Manufacturing cost , Cost of Goods Manufactured , Cost of Goods Sold , Net Operating Income

How E-bay failed in China? Sep 12, 2010 By Helen H.Wang and China Tracker This weekend, eBay’s CEO John Donahoe shared the stage with Alibaba’s maverick founder Jack Ma at his annual Alifest conference in Hangzhou, China. Gady Epstein, Forbes Beijing bureau chief, has an intriguing blog post about how Donahoe wished a happy birthday to Jack Ma who not only defeated eBay in China, but also “encroaches on eBay’s home turf.” Since Epstein referenced my recounting of the eBay-Alibaba battle, I thought it might serve readers well to provide an excerpt here from my book The Chinese Dream: In 2004, eBay had just entered China and was planning to dominate the China market. Alibaba was a local Chinese company that helped small- and medium-sized enterprises conducting business online. Most people in the West had barely heard about it. When eBay entered the China market, Jack Ma, founder and CEO of Alibaba, was alarmed that “someday, eBay would come in our direction.” He knew too well that there was no clear distinction between small businesses and individual consumers in China. As a defensive strategy, Ma decided to launch a competing consumer-to-consumer (C2C) auction site, not to make money, but to fend off eBay from taking away Alibaba’s customers. A new Web site named Taobao—meaning “digging for treasure”—was launched free of charge for individuals buying and selling virtually any consumer goods, from cosmetics to electronic parts. In 2004, I visited Alibaba at its headquarters in Hangzhou. It is located on a campus of three ten-story buildings in the northeastern part of Hangzhou, about a ten-minute taxi drive from West Lake. In the lobby, a flat panel TV was streaming video clips of Jack Ma speaking at various public events where his admirers, most of them in their twenties, were cheering him like a rock star. While visiting Alibaba’s headquarters in Hangzhou, I felt the same “insanely great” energy of entrepreneurship as I felt in Silicon Valley. When I asked a senior manager at Alibaba whether the company was worried that it would be bought by eBay, I was blown away by the answer: “We will buy eBay!” EBay, on the other hand, began its most aggressive campaigns to dominate the market and thwart competitors. Soon after Taobao was launched, eBay signed exclusive advertising rights with major portals Sina, Sohu, and Netease with the intention of blocking advertisements from Taobao. In addition, eBay injected another $100 million to build its China operation, now renamed “eBay EachNet,” and was spreading its ads on buses, subway platforms, and everywhere else. Ma fought back cleverly. Knowing that most small business people would rather watch TV than log on to the Internet, Ma secured advertisements for Taobao on major TV channels. In 2004, one could easily feel the heat of fierce competition between eBay EachNet and Taobao. When I was taking a taxi in Shanghai, I noticed the ads of eBay EachNet on the back of the driver’s seat; when I checked into my hotel, I heard the ads for Taobao popping up on TV almost every half hour. Since its name means “digging for treasure” in Chinese, it attracted a lot of attention by a smart play on words. While most people in the West had never heard of Taobao, its name was heard loud and strong in China. Nevertheless, most industry observers were suspicious about Taobao’s future, particularly its sustainability. Unlike eBay EachNet, which charged its sellers for listing and transaction fees, Taobao was free to use. Neither Ma nor any members from the management team gave a definite timeline as to how long this “free period” was going to last. “Free is not a business model,” the doubters said. Some thought Ma was crazy and nicknamed him “Crazy Ma.” No doubt Crazy Ma was changing the game. Taobao got a quick start with its free listings and continued to gain momentum as more and more users switched from eBay EachNet to Taobao. According to a Morgan Stanley report, Taobao was more customer focused and user friendly than eBay EachNet. With most users not sophisticated about auctions, the majority of Taobao’s listings were for sales. Only 10 percent of its listings were for auctions, while eBay EachNet had about 40 percent of its listings for auctions. Taobao had also better terms for its customers: it offered longer listing periods (fourteen days) and let customers extend for one more period automatically. EBay EachNet did not have this flexibility. Taobao’s listings appeared to be more customer-centric while eBay EachNet’s listings more product-centric. For example, Taobao’s listings were organized into several categories, such as “Men,” “Women,” and so on, while eBay EachNet stuck to its global platform, grouping users into “Buyers” and “Sellers.” At that time, China had about three hundred million cell phone users versus ninety million Internet users. Taobao offered instant messaging and voice mail to mobile phones for buyers and sellers because Chinese users were cell-phone savvy rather than computer savvy. It was clear that Taobao had an upper hand against its global counterpart because it really understood Chinese customers. As a result, Taobao had higher customer satisfaction than eBay EachNet. According to iResearch, a Beijing-based research firm, the user satisfaction level was 77 percent for Taobao versus 62 percent for eBay EachNet. The experience of competing with eBay gave Ma tremendous confidence. He was determined to win: “eBay may be a shark in the ocean, but I am a crocodile in the Yangtze River. If we fight in the ocean, we lose—but if we fight in the river, we win.” By March 2006, Taobao had outpaced eBay EachNet and became the leader in China’s consumer-to-consumer (C2C) market, with 67 percent market share in terms of users, while eBay EachNet had only 29 percent market share. “The competition is over,” Ma exclaimed. “It’s time to claim the battlefield.” On December 20, 2006, Meg Whitman, eBay's then CEO, flew to Shanghai to take part in a press conference to announce a new joint venture with Beijing-based Internet portal Tom Online, which provides wireless value-added multimedia services. It was, in reality, a formal announcement of eBay’s withdrawal from the online auction market in China. EBay shut down its China site, eBay EachNet, and took a back seat to a company with only $173 million in revenue and no experience in the online auction business. Jack Ma represents a new generation of savvy Chinese competitors who should not be underestimated. They study their markets and bring to bear their local knowledge. They learn from their competition and from their own mistakes as they move up the competitive landscape. The case of Alibaba provides an invaluable lesson for multinationals to succeed in China market: First, eBay failed to recognize that the Chinese market and the business environment are very different from that of the West. EBay sent a German manager to lead the China operation and brought in a chief technology officer from the United States. Neither one spoke Chinese or understood the local market. It was eBay’s biggest mistake. Second, because the top management team didn’t understand the local market, they spent a lot of money doing the wrong things, such as advertising on the Internet in a country where small businesses didn’t use the Internet. The fact that eBay had a strong brand in the United States didn’t mean it would be a strong brand in China. Third, rather than adapt products and services to local customers, eBay stuck to its “global platform,” which again did not fit local customers’ tastes and preferences.

Retrieved from: https://www.forbes.com/sites/china/2010/09/12/how-ebay-failed-in-china/#b53cbc35d57a

Question 1:

a) To enter the Chinese market, Ebay spent a lot on advertising yet it failed. What was the problem with their advertising strategy?

b) At its start, what strategy helped Taobao gain more customers than ebay?

c) Certainly, entering a foreign market with a large capital is important, but does it guarantee success?

d) Many other foreign companies failed in China although they were successful in their home countries. Amazon’s failure in China is a very recent example. What are the reasons behind their failure?

e) What are your recommendations for businesses wanting to enter the Chinese market?

GJK Corporation issued bonds on Dec 1, 2010 with a 2% coupon from year 1 through year

7, 3% coupon from year 8 through 10, 3.5% from year 11 through year 13 , and a 4%

coupon from year 14 through year 15, that will mature on Dec 1, 2025 (15 years).

The interest on these bonds is paid and compounded semi-annually

on December 1,2010 You bought the bond on Dec 1, 2013 (three years after it was issued) at $847.50 You sold the bond eight (8) years after you had purchased the bond at $950.00 What was YOUR return

please help me ASAP I will give thump up

Thank you

About 130,000 high school students took the AP Statistics exam in 2010. The free-response section of the exam consisted of five open-ended problems and an investigative task. Each free-response question is scored on a 0 to 4 scale (with 4 being the best). For one of the problems, a random sample of 30 student papers yielded the scores that are graphed in the dot plot of part (a) in the previous problem. The mean score for this sample is x̄ = 1.267 and the standard deviation is s = 1.230.

(a) Find and interpret the standard error of the mean.

(b) Construct and interpret a 99% confidence interval to estimate the mean score on this question. Use the four-step process.

On December 31, 2010, Praxar Company’s plant asset and accumulated depreciation and amortization accounts had balances as follows: Category Plant Asset Accumulated Depreciation and Amortization Land $ 175,000 $ 0 Buildings 1,500,000 328,900 Machinery and equipment 1,125,000 317,500 Automobiles and trucks 172,000 100,325 Leasehold improvements 216,000 108,000 Land improvements 0 0 Depreciation and useful lives: Buildings—150% declining balance; 25 years. Machinery and equipment—Straight line; 10 years. Automobiles and trucks—150% declining balance; 5 years, all acquired after 2007. Leasehold improvements—Straight line. Land improvements—Straight line. Depreciation is computed to the nearest month and residual values are immaterial. Transactions during 2011 and other information. a. On January 6, 2011, a plant facility consisting of land and building was acquired from Goode Corp. in exchange for 25,000 shares of common stock. On this date, Praxar’s stock had a fair value of $50 a share. Current assessed values of land and building for property tax purposes are $187,500 and $562,500, respectively. b. On March 25, 2011, new parking lots, streets, and sidewalks at the acquired plant facility were completed at a total cost of $192,000. These expenditures had an estimated useful life of 12 years. c. The leasehold improvements were completed on December 31, 2007, and had an estimated useful life of eight years. The related lease, which would terminate on December 31, 2013, was renewable for an additional four-year term. On April 29, 2011. Praxar exercised the renewal option. d. On July 1, 2011, machinery and equipment were purchased at a total invoice cost of $325,000. Additional costs of $10,000 for delivery and $50,000 for installation were incurred. e. On August 30, 2011, Praxar purchased a new automobile for $12,500. f. On September 30, 2011, a truck with a cost of $24,000 and a carrying amount of $9,100 on date of sale was sold for $11,500. Depreciation for the nine months ended September 30, 2011, was $2,650. g. On December 20, 2011, a machine with a cost of $17,000 and a book value of $2,975 at date of disposition was scrapped without cash recovery. Required: 1. Prepare a schedule analyzing the changes in each of the plant asset accounts during 2011. This schedule should include columns for beginning balance, increase, decrease, and ending balance for each of the plants asset accounts. Do not analyze changes in accumulated depreciation and amortization. 2. For each asset category, prepare a schedule showing depreciation or amortization expense for the year ended December 31, 2011. Round computations to the nearest whole dollar

The subject is Accounting 245