s.
|
New Car Development Cost |
$12,000,000 |
|
Marketing Cost |
$250,000 |
|
New Car Variable Cost per car |
$49,600 |
|
New Car Fixed Costs per Year |
$35,000,000 |
|
New Car Sales Volume Year 1 |
5,750 |
|
New Car Sales Volume Year 2 |
6,437 |
|
New Car Sales Volume Year 3 |
4,744 |
|
New Car Sales Volume Year 4 |
3,325 |
|
New Car Sales Volume Year 5 |
2,723 |
|
New Car Unit Price |
$80,000 |
|
New Car Equipment |
450,000,000 |
|
New Car Equipment Depreciation |
7 Year MACRS Schedule |
|
Value of Equipment after 5 Years |
355,000,000 |
|
Existing Car Sales Volume if New Car is not introduced Year 1 |
12,000 |
|
Existing Car Sales Volume if New Car is not introduced Year 2 |
10,750 |
|
Existing Car Sales Volume if New Car is not introduced Year 3 |
8,700 |
|
Price of Existing Car |
$35,000 |
|
Variable Cost per Existing Car |
$19,950 |
|
Fixed Cost of Existing Cost Per Year |
$25,000,000 |
|
Sales Volume of Existing Car if New Car is introduced Year 1 |
11,000 |
|
Sales Volume of Existing Car if New Car is introduced Year 2 |
9,750 |
|
Sales Volume of Existing Car if New Car is introduced Year 3 |
7,700 |
|
Existing Car Unit Price if New Car is introduced |
$32,000 |
|
New Working Capital of the Project, changes occur in Year 1 |
20% of Sales |
|
Corporate Tax Rate |
25% |
|
Cost of Capital |
14% |
|
New Car Development Cost |
$12,000,000 |
|
Marketing Cost |
$250,000 |
|
New Car Variable Cost per car |
$49,600 |
|
New Car Fixed Costs per Year |
$35,000,000 |
|
New Car Sales Volume Year 1 |
5,750 |
|
New Car Sales Volume Year 2 |
6,437 |
|
New Car Sales Volume Year 3 |
4,744 |
|
New Car Sales Volume Year 4 |
3,325 |
|
New Car Sales Volume Year 5 |
2,723 |
|
New Car Unit Price |
$80,000 |
|
New Car Equipment |
450,000,000 |
|
New Car Equipment Depreciation |
7 Year MACRS Schedule |
|
Value of Equipment after 5 Years |
355,000,000 |
|
Existing Car Sales Volume if New Car is not introduced Year 1 |
12,000 |
|
Existing Car Sales Volume if New Car is not introduced Year 2 |
10,750 |
|
Existing Car Sales Volume if New Car is not introduced Year 3 |
8,700 |
|
Price of Existing Car |
$35,000 |
|
Variable Cost per Existing Car |
$19,950 |
|
Fixed Cost of Existing Cost Per Year |
$25,000,000 |
|
Sales Volume of Existing Car if New Car is introduced Year 1 |
11,000 |
|
Sales Volume of Existing Car if New Car is introduced Year 2 |
9,750 |
|
Sales Volume of Existing Car if New Car is introduced Year 3 |
7,700 |
|
Existing Car Unit Price if New Car is introduced |
$32,000 |
|
New Working Capital of the Project, changes occur in Year 1 |
20% of Sales |
|
Corporate Tax Rate |
25% |
|
Cost of Capital |
14% |
|
New Car Development Cost |
$12,000,000 |
|
Marketing Cost |
$250,000 |
|
New Car Variable Cost per car |
$49,600 |
|
New Car Fixed Costs per Year |
$35,000,000 |
|
New Car Sales Volume Year 1 |
5,750 |
|
New Car Sales Volume Year 2 |
6,437 |
|
New Car Sales Volume Year 3 |
4,744 |
|
New Car Sales Volume Year 4 |
3,325 |
|
New Car Sales Volume Year 5 |
2,723 |
|
New Car Unit Price |
$80,000 |
|
New Car Equipment |
450,000,000 |
|
New Car Equipment Depreciation |
7 Year MACRS Schedule |
|
Value of Equipment after 5 Years |
355,000,000 |
|
Existing Car Sales Volume if New Car is not introduced Year 1 |
12,000 |
|
Existing Car Sales Volume if New Car is not introduced Year 2 |
10,750 |
|
Existing Car Sales Volume if New Car is not introduced Year 3 |
8,700 |
|
Price of Existing Car |
$35,000 |
|
Variable Cost per Existing Car |
$19,950 |
|
Fixed Cost of Existing Cost Per Year |
$25,000,000 |
|
Sales Volume of Existing Car if New Car is introduced Year 1 |
11,000 |
|
Sales Volume of Existing Car if New Car is introduced Year 2 |
9,750 |
|
Sales Volume of Existing Car if New Car is introduced Year 3 |
7,700 |
|
Existing Car Unit Price if New Car is introduced |
$32,000 |
|
New Working Capital of the Project, changes occur in Year 1 |
20% of Sales |
|
Corporate Tax Rate |
25% |
|
Cost of Capital |
14% |
Can you and your team prepare the income statement table, the operating cash flow (OCF) table, and the total cash flow from assets (CFFA) table for this project?
In: Finance
You are a nurse manager for a 30-bed pediatric unit in a large urban hospital. According to the patient classification system used by the hospital, the level of acuity of pediatric patients on your unit is consistently very high, and the patient census averages 26. The only pediatric oncologist in town practices at your hospital and has told you in the past that he preferred to have his patients admitted to your unit because of the quality of nursing care provided, thus the unit always has a high number of pediatric patients with cancer. Additionally, two pediatric surgeons have told you that they prefer the care provided in your unit versus that at the other hospital in town. However, recently, there has been an increase in the number of complaints from families—twice in the past week—and one of the physicians has come to your office to talk about patient care problems. You also sense increased tension and dissatisfaction among the RNs because you have had to fill some vacant RN positions with LVNs or nursing assistants.
As you analyze the problem, you note the following facts:
In the past, the unit used the primary nursing care delivery model, but with the changes in staff mix, the unit went to a team nursing model. However, when you review how assignments have been made over the past month, you find that the charge nurse has been assigning patient care according to tasks. When you ask her about the change in assignment patterns, she states that this was done because they have been so busy and short-staffed, assignment by tasks seems to be the only way to get everything done.
In: Nursing
Protecting new domestic industries is known as
a.the infant-industry argument.
b.the national security argument
c.the anti-dumping argument.
d.None of the above are correct.
In: Economics
Why is it dangerous to introduce a new product?
In: Economics
Discuss "FASB and the New Leasing Standard"
In: Accounting
What are the New sources of competitive advantage?
In: Operations Management