Questions
5. Real versus nominal GDP Consider a simple economy that produces two goods: pencils and oranges....

5. Real versus nominal GDP

Consider a simple economy that produces two goods: pencils and oranges. The following table shows the prices and quantities of the goods over a three-year period.

Year

Pencils

Oranges

Price

Quantity

Price

Quantity

(Dollars per pencil)

(Number of pencils)

(Dollars per orange)

(Number of oranges)

2018 2 115 5 175
2019 4 150 2 180
2020 1 100 2 160

Use the information from the preceding table to fill in the following table.

Year

Nominal GDP

Real GDP

GDP Deflator

(Dollars)

(Base year 2018, dollars)

2018
2019
2020

From 2019 to 2020, nominal GDP (Decreased/Increased), and real GDP(Decreased/Increased) .

The inflation rate in 2020 was (-47.5%, -0.5%, 47.5%, 52.5%, 190.5%) .

Why is real GDP a more accurate measure of an economy's production than nominal GDP?

- Real GDP does not include the value of intermediate goods and services, but nominal GDP does.

- Real GDP measures the value of the goods and services an economy produces, but nominal GDP measures the value of the goods and services an economy consumes.

-Real GDP is not influenced by price changes, but nominal GDP is.

In: Economics

Thomas Consulting received the September 30th bank statement with the following monthly activity: Balance at 8/31/2020...

Thomas Consulting received the September 30th bank statement with the following monthly activity:

Balance at 8/31/2020 $68,922
Deposits 162,500
Checks paid (187,412)
NSF checks (800)
Auto withdrawal - loan payment automatically deducted from account (includes $225 in interest) (5,125)
Bank service fees (50)
Balance at 9/30/2020 $38,035

On 9/30/2020, the cash account ledger balance was $41,773.

Deposits in transit were as follows;

  • 9/28 $3,200
  • 9/29 $2,461
  • 9/30 $2,757

All checks posted in the ledger cleared the bank except for those totaling $10,205. Also, a $500 deposit from a customer was mistakenly recorded as a $50 debit to cash and credit to accounts receivable.  

Required:

  1. Using excel, prepare a Bank Reconciliation for Thomas Consulting as of 9/30/2020. You can use any format, just be sure your adjusted/corrected cash balance reconciles. Don't submit a Bank Reconciliation that doesn't reconcile. Please format your numbers with the thousands separator and no decimals.
  2. In the same excel file, use a new sheet to record any necessary journal entries to adjust the cash account.

In: Accounting

Pizza Experts Itwas September 1989, and Joe Hillier and Harold Baker, prospective franchisees, were excited about...

Pizza Experts
Itwas September 1989, and Joe Hillier and Harold Baker, prospective franchisees, were excited about their upcoming interview with Rob and Wayne Moore. The brothers were co owners of Pizza Experts, the mostpopular pizza company in Newfoundland, and they were about to Select a suitable franchisee for St. John's, Newfoundland. Despite previous success in selecting franchise owners, Rob and Wayne wondered if the existing franchise agreement offered the right benefits to attract the "best" franchisees. Conversely, Joe and Harold were interested in owning a Pizza Experts franchise only ifitprovided sufficient returns. The interview.
would allow the two groups ofmen to evaluate the franchise arrangement and each other
Company and Market History
In 1985. Rob Moore left Rob's Pizza Palace, a St. John's restaurant owned by himselfano three others, to create Pizza Experts. On December 10, 1985, Pizza Experts opened its doors on Torbay Road (Exhibit 5), This was a popular location for family and fastfood restaurants, as it was adjacent to a heavy residential area in the Eastend of the city. Without formal market research studies on the area, Rob had reacted to his business instincts in selecting Torbay Road as the site. His instincts proved accurate; in the 1986 business vear, sales exceeded the expected $300,000 level. In August 1986, less than a yearafter opening the Torbay Road Store, Wayne Moore opened Pizza Expers' second store in Churchill Square This was a very successful retail area, housing specialty shops and services near Memorial University of Newoundland (student population of approxima tely 16.000). In February 1988, the brothers opened a third store on Kenmount Road, a prime commercial area of the cily. According to Rob sales continued to increase atthe Churchill Square and

Torbay Road outlets due to a new marketing concept, i.e., pizza delivery to your doorstep within 35 minutes. He also believed high frequency advertising and posive word-of-mouth advertising led to increased patronage atall stores.
In the late 1980s the pizza market was booming across Canada. According to Food Service and Hospitaliy magazine, more than $400 million profit was eamed in 1988 by Canada's top 100 pizza establishments, and every pizza company ranked in their Top 100 list experienceo sales growth. A major portion of this growth was in the take-out and delivery part of the usiness. According to the Canadian Restaurant and Food Services Association, the take-ou and delivery market grew by 16%, outpacing all other food sectors in 1988. This market was expected to be the largest future growth leader, due in part to the VCR revolution.
Consequently, the number of people interested in entering this booming market was growing, making it easier to attract potential franchisee owners for expanding pizza companies.
1
Rob and Wayne perceived these growth opportunities in the pizza market and decided to se up Pizza Experts franchises. As Rob noted, "Franchising is the fastest way our company can expand; major capital requirements are covered by the franchisees. In addition, having franchisees to operate individual outlets provides more time for Wayne and me to develop future strategies for Pizza Experts."
After the Kenmount Road outet was operational, the Torbay and Churchill outle ts were placed on the market as franchise opportunities. The two stores sold quickly because ofthe good reputation built by the established Pizza Experts restaurants. 'Me Kenmount Road store remained owner operated. The first franchise outside St. John's was openedin Mount Peard in
August 1988. Much to Rob's delight, the new ownerhad previously been employed by Pizza Experts. As Rob said. "We like to build from within, since these are the people most famillar with ouroperations. A month later, a franchise was opened in Comer Brook about 700 km from St John's on the West coastof Newfoundland. The most recent franchise opened or Water Street, in the downtown district of St. John's, in June 1989. After four years, Rob and Wayne's company had expanded rapidly from a single outiet to a $5 million operation comprised of six restaurants. Rob believed Pizza Experts had become the most popular pizza company in Newfoundland. On an average Friday night, the St John's utlets alone handled more than 1,000 telephone requests for pizza delivery.
The Franchise Arrangement
As part of the franchise application process, potental owners of Pizza Experts outlets had to submit a Pizza Experts franchise application to Rob and Wayne
Moore (Exhibit 1); they were also required to agree to credit and personal reference checks.
Furthermore, potential franchise owners were usually required to have $150,000 dollars personal net worth in order to merit an interview. Potential franchisees were permitted to evaluate an income projection and Pizza Experts Proven Recipe of Success (Exhibits 2 and
3). The income projection was not an income guarantee; it did, however, give the future owner an idea ofexpected revenue and costs. It was also imperative that the franchisee put many hours and a lot of additional resources into creating a successful restaurant.
The Pizza Experts initial franchise fee of $25,000, and royalty fee of 4% of annual gross eamings were somewhatless expensive than those of competitors (Exhibit 4). Rob felt it was necessary for the franchisee to have a minimum of $50,000 cash to cover equipment purchases and leasehold improvements. Previous experience had shown thata $ 10,000 operating line of creditwould be necessary to cover working capital needs. The initial franchise term was ten years, with an option to renew for another ten years. Franchise fees would be renegotiated upon renewal

As part of the franchise agreement, ingredients for all outets were ordered from one supplier to standardize quality. They were packaged with the Pizza Experts logo and sold to the franchise outlets. "Dough is the pizza; anyone can sprinkle on the toppings," claimed Rob. The Moore brothers had spent years experimenting to develop the bestpossible crust and did not wan franchisees to use anything else. Rob substantiated his beliefin the importance of the dough/crust by citing a 1987 study conducted by M-5Advertising. The St. John's market research company identified taste as a positive factor for 42% of those who had eaten at Pizza Experts.
A close, friendly atmosphere in an efficiently run business was encouraged at all locations, and closely monitored by Rob and Wayne. In fact, franchise owners adhered to a regular reporting schedule. Wayne, who was in charge ofinance, received daily, weekly, and monthly sales data from each franchisee. In addition, each franchisee had to produce audited annual financial statements. If there were any problems with operations, the franchise owners had to answer to the Moore brothers directly. One franchisee had already been replaced because o poor management skills and his refusal to take the brothers' management advice to improve performance. The Moore brothers did this reluctantly; they believed in providing managemen advice to franchisees not only in start-up, but for the duration of the franchise agreement.
Having exhausted all options to improve performance in the affected outet, Rob and Wayne had no choice but to end the franchise relationship because of its potential negative impact on the Pizza Experts family
As further support and protection for franchisees, Rob and Wayne provided territory protection.
To accomplish this, the city was divided into five zones with population blocks of 25,000
people (Exhibit 5). Zone protection guaranteed thatonly one store would be built in each zone.
herefore, future restaurants would be situated properly around the city thus reducing "cannibalisation" of established outets' markets. This zoning also ensured quick pizza delivery during the busy weekend nights. Each outlet was allotted a particular zone so that delivery service would be efficient and the possibility of one store becoming swamped with orders would be minimized. To emphasize this concept, a new marketing slogan was also ntroduced: "You are now entering the Pizza Experts Zone." The Moores knew the zoning had proven successful, since 80% of Pizza Experts takeout customers stated location as their mair eason for selecting the company when surveyed in the 1987 study by M-5 Advertising. Pizza Experts also used a centralized computer system for take-out orders. The orders were sent to the appropriate zone and the franchises were billed for their proportional use of the telephone and computer system used in delivery operations.
Once a Pizza Experts franchise was operational, the outlet had to take partin a co-operative advertising program supported by 3% of annual gross sales. This program helped ensure growth ofthe company, positive exposure for new outlets, and continuation of the existing consumer advertising program. To give the restaurants continued visibility, the co-operative advertising program utilized four media: radio, television, newspaper, and direct mail. The franchise owners metmonthly with Rob and Wayne to discuss the merits of proposed advertising programs. No new sales promotional activities were adopted unless a majority of the franchisees agreed to the new concept.
Since Pizza Experts catered to pizza lovers between the ages of 18 and 40, a theme offun and entertainment was emphasized. Charie Chaplin, used on the Pizza Experts logo to symbolize relaxation and enjoyment, reinforced this theme. As well, one unique advertising medium, a St John's Transportation Commission bus, used the Charlie Chaplin symbol, and reminded pizza lovers of the delivery guarantee and Pizza Experts phone number ("double one-double 011).
The Franchisees
All Pizza Experts established franchise owners had many of the qualities the Moores looked for in a franchisee. From experience, Rob knew the importance of a franchisee's reputation. "If an owner is not well liked, that owner is not going to be supported by the community." Since Rob viewed St. John's as a conservative centre, with thirty-three pizza shops in the greater metropolitan area, he believed the importance of a favourable public image and an outgoing personality could not be minimized.
Rob also stressed the importance of dedication. Owners had to focus all their efforts on the restaurant. Ambition.and quality were notenough. Other desirable characteristics were sound financial backing, business sense, experience, and education. Although there was no ranking
search financial backing, business sense, experience, and education. Although there was no ranking system for these characteristics, all applications were measured using a plus/minus rating.
The financial background and favourable exposure in the community were weighted fairly heavily. The Moores preferred "business marriages," where individuals with experience in the estaurant business would team up with people having sufficient capital to start a franchise.
Rob and Wayne were impressed by the number of individuals interested in learning more about the Pizza Experts franchise concept Applications arrived regularly from potental franchisees. In the most recent screening, Rob and Wayne identified Joe Hillier and Harold Baker as the best candidates for further consideration.
Potential Franchisees' Background
Having completed the application form, Joe and Harold believed they had many of the qualities the Moore brothers seemed to be looking for in their franchisees. Joe had a Master o Business Administration (MBA) from Dalhousie University in Halifax, Nova Scotia. During his academic studies he had been employed as an assistant manager for an independent pizza outlet, and for the pasttwenty three years he had owned and operated an income tax service in Comer Brook. Joe had a lotof practical experience but his references indicated thathe was 1ou
not receptive to newideas and change. He came from a well-respected, wealthy family in the Comer Brook area. Over the years Joe had managed to save $100,000 for a newbusiness venture, and his family was prepared to provide another $20,000 if required.

Harold had received his high school diploma from Brother Rice High School in St. John's and a business diploma from the Newfoundland Career Academy, a private college. While atthe Academy, Harold studied Business Administration, a one-year course with a primary focus on accounting and computer training. Course work, however, also included entrepreneurship different forms of Canadian business, communication, and supervisory skills. Harold was ar enthusiastic individual with a well-rounded business background, despite having declared bankruptcy in his previous venture. Undaunted by the bankruptcy, Harold had no difficuly quickly finding employment In fact, he was immediately employed as a marketing manager with a major oil company in St. John's.
His references highlighted his ability to produce excellent marketing promotions, but commented negatively on his brash mannerisms. With their combined skills, Joe and Harold were confident they could open and successfully run Pizza Experts' next franchise in St.John' The men were looking forward to meeting Rob and Wayne and finding outmore about the franchise agreement.
Case Questions

1. Identify the factors Rob and Wayne considered important in evaluating potential franchisees. Evaluate Joe and Harold against each of these criteria. Make a recommendation to the Moores on granting a franchise to Joe and Harold
2. What, ifany, elements of the franchise arrangement should be altered to enhance the benefits each party would receive?
3. Given the information provided in the case, would you buy a Pizza Experts franchise rather than purchase another pizza franchise, Would there be advantages to starting a business from scratch rather than purchasing the franchise? Evaluate the options.
4. What advice would you give an entrepreneur evaluating a Pizza Experts agreement?

In: Operations Management

Laker Company reported the following January purchases and sales data for its only product. Date Activities...

Laker Company reported the following January purchases and sales data for its only product. Date Activities Units Acquired at Cost Units sold at Retail Jan. 1 Beginning inventory 180 units @ $ 10.50 = $ 1,890 Jan. 10 Sales 140 units @ $ 19.50 Jan. 20 Purchase 110 units @ $ 9.50 = 1,045 Jan. 25 Sales 130 units @ $ 19.50 Jan. 30 Purchase 270 units @ $ 9.00 = 2,430 Totals 560 units $ 5,365 270 units The company uses a periodic inventory system. For specific identification, ending inventory consists of 290 units, where 270 are from the January 30 purchase, 5 are from the January 20 purchase, and 15 are from beginning inventory.

1. Complete comparative income statements for the month of January for Laker Company for the four inventory methods. Assume expenses are $1,650, and that the applicable income tax rate is 40%. (Round intermediate calculations and final answers to 2 decimal places.)

specific identification weighted average FIFO LIFO
sales
cost of goods
gross profit
expenses
income before taxes
income tax expense

Net income    [ ][ ][ ][ ]

2. Which method yields the highest net income?

Specific identification
LIFO
FIFO
Weighted average

3. Does net income using weighted average fall between that using FIFO and LIFO?

Yes
No

4. If costs were rising instead of falling, which method would yield the highest net income?

Specific identification
LIFO
FIFO
Weighted average

In: Accounting

Required information Use the following information for the Exercises below. [The following information applies to the...

Required information

Use the following information for the Exercises below.

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

Laker Company reported the following January purchases and sales data for its only product.

Date Activities Units Acquired at Cost Units sold at Retail
Jan. 1 Beginning inventory 225 units @ $ 15.00 = $ 3,375
Jan. 10 Sales 175 units @ $ 24.00
Jan. 20 Purchase 180 units @ $ 14.00 = 2,520
Jan. 25 Sales 210 units @ $ 24.00
Jan. 30 Purchase 350 units @ $ 13.50 = 4,725
Totals 755 units $ 10,620 385 units


The Company uses a perpetual inventory system. For specific identification, ending inventory consists of 370 units, where 350 are from the January 30 purchase, 5 are from the January 20 purchase, and 15 are from beginning inventory.

Exercise 5-4 Perpetual: Income effects of inventory methods LO A1

Required:

1.
Complete comparative income statements for the month of January for Laker Company for the four inventory methods. Assume expenses are $2,100, and that the applicable income tax rate is 40%. (Round your Intermediate calculations to 2 decimal places.)



2. Which method yields the highest net income?

  • Weighted average

  • FIFO

  • Specific identification

  • LIFO



3. Does net income using weighted average fall between that using FIFO and LIFO?

  • No

  • Yes



4. If costs were rising instead of falling, which method would yield the highest net income?

  • LIFO

  • FIFO

  • Weighted average

  • Specific identification

In: Accounting

Use the following information for the Exercises below. [The following information applies to the questions displayed...

Use the following information for the Exercises below. [The following information applies to the questions displayed below.] Laker Company reported the following January purchases and sales data for its only product.

Date Activities Units Acquired at Cost Units sold at Retail
Jan. 1 Beginning inventory 205 units @ $ 13.00 = $ 2,665
Jan. 10 Sales 165 units @ $ 22.00
Jan. 20 Purchase 140 units @ $ 12.00 = 1,680
Jan. 25 Sales 145 units @ $ 22.00
Jan. 30 Purchase 310 units @ $ 11.50 = 3,565
Totals 655 units $ 7,910 310 units

The Company uses a perpetual inventory system. For specific identification, ending inventory consists of 345 units, where 310 are from the January 30 purchase, 5 are from the January 20 purchase, and 30 are from beginning inventory.

Exercise 6-4 Perpetual: Income effects of inventory methods LO A1

Required:

1.
Complete comparative income statements for the month of January for Laker Company for the four inventory methods. Assume expenses are $1,900, and that the applicable income tax rate is 40%. (Round your Intermediate calculations to 2 decimal places.)

2. Which method yields the highest net income?

  • FIFO
  • LIFO
  • Specific identification
  • Weighted average



3. Does net income using weighted average fall between that using FIFO and LIFO?

  • Yes
  • No



4. If costs were rising instead of falling, which method would yield the highest net income?

  • LIFO
  • Weighted average
  • Specific identification
  • FIFO

In: Accounting

A music conservatory has two concert halls. One concert hall had a pipe organ that was...

A music conservatory has two concert halls. One concert hall had a pipe organ that was in poor repair, and the other had no organ. The conservatory decided to buy a new organ for its concert hall with no organ. After some negotiation, the conservatory entered into a contract with a business that both repairs and sells organs. Under the contract, the business agreed to sell a new organ to the conservatory for its concert hall for $225,000 and would add repairing the existing pipe organ for the conservatory. The business would usually charge a higher price for a project of this magnitude, but the business agreed to this price because the conservatory agreed to prepay the entire amount. The contract was signed on January 3, and the conservatory paid.

Two weeks later, before the business had commenced repair of the existing organ, the business suffered serious and unanticipated financial reversals. The chief financial officer for the business contacted the conservatory and said, Bad news. We had an unexpected liability and as a result are in a real cash crunch. In fact, even though we haven’t acquired the new organ from our supplier or started repair of your existing organ, we’ve already spent the cash you gave us, and we have no free cash on hand. We’re really sorry, but we’re in a fix. I think that we can find a way to perform both contracts, but not at the original prices. If you agree to pay $60,000 more for the repair and $40,000 more for the new organ, we can probably find financing to finish everything. If you don’t agree to pay us the extra money, I doubt that we will ever be able to perform either contract, and you’ll be out the money you already paid us.

After receiving this unwelcome news, the conservatory agreed to pay the extra amounts, provided that the extra amount on each contract would be paid only upon completion of the business’s obligations under that contract. The business agreed to this arrangement, and the parties quickly signed documents reflecting these changes to each contract. The business then repaired the existing organ, delivered the new organ, and demanded payment of the additional $100,000. The conservatory now has refused to pay the business the additional amounts for the repair and the new organ.

1. Must the conservatory pay the additional $60,000 for the organ repair? Explain.

2. Does the common law, Uniform Commercial Code, or both laws apply here and why?

In: Finance

International Trade The Director of Purchasing for parts distribution company wants to purchase steel coach screws...

International Trade

The Director of Purchasing for parts distribution company wants to purchase steel coach screws from Germany; however, he is not sure what the best option is. The director comes to you and asks your opinion. You know that Germany, Canada, and Korea are the best sources for obtaining this product. While your research shows coach screws from Germany are of the highest quality, the United States imposes a tariff of 12.5%, which makes this option noncompetitive.

Which US trade laws should you consider when selecting a country?

Is there any way by which you can seek a reduction on the tariff? If so, how? If not, why?

Select an alternative country (Canada or Korea) for purchasing the coach screws and explain your reasons for selecting the country.

In: Economics

Millennium University College has engaged Messrs Wilkado Construction Limited to construct a thousand bed hostel facility....

Millennium University College has engaged Messrs Wilkado Construction Limited to construct a thousand bed hostel facility. As an underwriter with All Peoples Insurance Company Limited, identify the specific insurance policy for the project, list and explain the constituent parts of the policy (i.e. policy structure), discuss the main areas (items or activities) of this project which could be covered under the policy, the perils or (indemnifiable causes of loss); including five exclusions usually included in such policies.

a. What is a warranty, as used in a fire policy? Give an example.

In: Finance

Three classes in elementary statistics are taught by three different persons : a regular faculty member, a graduate teaching assistant, and an adjunct from outside the university.

Three classes in elementary statistics are taught by three different persons : a regular faculty member, a graduate teaching assistant, and an adjunct from outside the university. At the end of the semester, each student is given a standardized test. Five students are randomly picked from each of these classes, and their scores are as shown in Table

                             

(a) Construct an ANOVA table and interpret your results.

(b) Test at the 0.05 level whether there is a difference between the mean scores for the three persons teaching. Assume that the ANOVA assumptions are met.

In: Statistics and Probability