An excerpt from the statement of financial position of Twilight Limited follows:

Notes and Assumptions
December 31, 2020

Comprehensive Accounting Cycle Review

15.ACR  Quigley Corporation's trial balance at December 31, 2020, is presented below. All 2020 transactions have been recorded except for the items described below.

Unrecorded transactions and adjustments:

• 1.On January 1, 2020, Quigley issued 1,000 shares of $20 par, 6% preferred stock for $22,000.
• 2.On January 1, 2020, Quigley also issued 1,000 shares of common stock for $23,000.
• 3.Quigley reacquired 300 shares of its common stock on July 1, 2020, for $49 per share.
• 4.On December 31, 2020, Quigley declared the annual cash dividend and a $1.50 per share dividend on the outstanding common stock, all payable on January 15, 2021.
• 5.Quigley estimates that uncollectible accounts receivable at year-end is $5,100.
• 6.The building is being depreciated using the straight-line method over 30 years. The salvage value is $5,000.
• 7.The equipment is being depreciated using the straight-line method over 10 years. The salvage value is $4,000.
• 8.The unearned rent was collected on October 1, 2020. It was the receipt of 4 months' rent in advance (October 1, 2020 through January 31, 2021).
• 9.The 10% bonds payable pay interest every January 1. The interest for the 12 months ended December 31, 2020, has not been paid or recorded.

Instructions

(Ignore income taxes.)

(a)  

Prepare journal entries for the transactions and adjustment listed above.

(b)  

Prepare an updated December 31, 2020, trial balance, reflecting the journal entries in (a).

Total $871,200

From the December 31, 2019 balance sheet:

Convertible Preferred Stock, 6% cumulative, $100 par value, 100,000 shares authorized, 50,000 shares issued and outstanding. Dividends to preferred shareholders have been declared on schedule. Each preferred share is convertible to 4 shares of common stock (already adjusted for the 5% stock dividend).

Common Stock, $1 par, 10,000,000 shares authorized, 2,400,000 shares issued and outstanding.

Convertible bonds payable, 6% interest rate, $7,000,000 balance at December 31, 2018, issued at a discount on March 15, 2014. Each of the $1,000 bonds is convertible into 10 shares of common stock (already adjusted for the 5% stock dividend).

compute the Weighted Average Number of Common Shares for WDW Enterprises’ 2020 BASIC EARNINGS PER share

Compute Earnings Available to Common Shareholders for WDW Enterprises’ 2020 BASIC EARNINGS PER SHARE

Compute basic EPS

Determine WDW Enterprises’ 2020 DILUTED EARNINGS PER SHARE. Show computations that determine if any potentially dilutive security is dilutive or antidilutive.  

Computations for Convertible Preferred Stock (Incremental)

Computations for Convertible Bonds Payable (Incremental)

Computations for Stock Options (Incremental)

Weighted Average Number of Common Shares for WDW Enterprises’ 2020 DILUTED EARNINGS PER SHARE?

Earnings Available to Common Shareholders for WDW Enterprises’ 2020 DILUTED EARNINGS PER SHARE?

Compute diluted EPS

Question 1

Jack is a restaurant owner in San Francisco downtown. Due to the recent coronavirus pandemic, he can now accept orders only for pickups and delivery services. This change in the format of incoming orders has made him revisit his assumption for daily estimation of order arrival. The reason why he needs to make this estimation, is for him to prepare the raw materials the night before, for the following day orders.

Based on his past experience, his assumption has been to expect around 18.5 orders a day. He also knows that regardless of season or the situation, the incoming orders always follow a normal distribution. However, to re-evaluate his assumption of 18.5 orders a day, he decided to keep a track of the total number of orders per day for about 10 days. Now Jack has come to you to help him evaluate the daily demand since he knows you are a pro in supply chain analytics.

Using the information that Jack has recorded in the table below, please calculate the upper and lower bound for a 90% confidence interval.

A) 90% Confidence interval lower bound

Round your answer to 1 decimal place (ex.: 19.4 for 19.432).

Answer:

B) 90% Confidence interval upper bound

Round your answer to 1 decimal place (ex.: 19.4 for 19.432).

Answer:

Question 2

After you reported the confidence interval bounds, Jack has come back to you for more information. He wants to know if his original assumption of 18.5 orders a day is still the same after the changes in the format of incoming orders.

Using the daily orders that Jack has captured during the 10 days, please run a hypothesis testing to check whether or not his original assumption of an average of 18.5 orders per day is still in line with the actuals that he has recorded.

H 0 : The average number of orders per day is equal to to 18.5  

H 1 : The average number of orders per day is not equal to 18.5

A) What is the test statistic of this hypothesis testing?

Round your answer to 1 decimal place (ex.: 19.4 for 19.432)

Answer:

B) Based on the significance level of 10% (the same as the previous section), can we reject the null hypothesis?

No

Yes

Consider each of the following independent and material situations. In each case: • the balance date is 30 June 2020. • the fieldwork was completed on 25 August 2020. • the financial report and audit report were signed on 28 August 2020. • the financial report and audit report were mailed to the members on 1 September 2020. (i) Your client, Central Mining, owns a mineral exploration licence in Central Australia. At 30 June 2020 this licence was valued by an independent expert at $50,000,000. This valuation is reflected in the financial report. On 8 September 2020 Central Mining received notice that a claim was being lodged under the Native Titles Act for land which included that subject to the exploration licence. If the claim is successful the exploration licence will be worthless. (ii) Your client, Bird Pty Limited, derives approximately 10% of revenues from selling aviary supplies to city-based bird breeders. A draft copy of a government report, leaked to the press and reported in the media on 11 September, recommends that strict limits be placed on the number of birds that are allowed to be kept in suburban areas. Bird Pty Limited estimates that if the recommendations are enacted, about 70% of its customers will have to cut their flocks by 50% or more. This would affect not only future sales but also their ability to pay existing debts. No further information, other than the draft report, is available as at 15 September. (iii) Your client, Gem Pty Limited, made an out of court settlement on 1 August 2020 of $300,000. The settlement related to a litigation case dating back 4 years. A provision of $150,000 was recorded in the 30 June 2020 financial report. Ans; Since the settlement was done before the closing the Financial Statements so balance of $150000 (300000-150000) should be provided in the current year Financials. (iv) On 14 September 20X7, you discover that a debtor of your client, Galaxy Ltd, was placed in provisional liquidation on 8 September. The debtor owed $600,000 as at 30 June 2020; at this date the amount had been considered collectable by the company. (v) A flood occurred in the warehouse of your client SuperSpring Ltd on 21 September 2020. Inventory valued at $2m was destroyed. The directors believe only half of this value will be recovered from the insurers. Required: For each of the above events (i) to (v), state the appropriate action that the auditor would need to carry out in order to find out about the above and what the company would need to do for each of the above

Hallstead Jewelers What have we done? Daddy would know what to do, but I don't. I really thought growing this business would be an easy thing for us, but now I am not so sure. All of the work that we did in 2005 was supposed to set us up for new success, profits, and a bright future. But now, we are showing losses on both the historical investment and on our modernization and expansion. Gretchen Reeves was talking in early February 2007 with her sister and partner Michaela Hurd after receiving preliminary income statements for Halstead Jewelers for fiscal year 2006 which had ended January 31, 2007 (See Exhibit 1). In a new building, just renovated in 2005, with 50% more space and selling staff than ever before, the business had experienced a loss almost double the income of the last "normal" year, 2004. To Gretchen, this did not bode well for the future. The sisters' grandfather established Hallstead Jewelers 83 years earlier in the largest city in the tri-state region. For more than 50 years, until his death, he had nurtured and grown the original store from a start up to one of the largest jewelry and gift stores in the United States. Four departments sold almost everything that customers expected in a jewelry and gift store: fine jewelry and gems, watches, tabletop gifts (china and flatware), and artistic gifts. Customers came from throughout the region to buy from extensive collections in each department. Any gift from Hallstead's had an extra cache attached to it. It was presumed to be the best. When Grandfather died, the store was left to his only son, who had literally grown up in the store to become his father's partner in the business. That son was the father of both Gretchen and Michaela. Another child, their brother James, had shunned the business to study medicine and surgery. The girls, however, followed in their father's footsteps and grew up in the store, learning the business. At the death of their father in 2002, the three children inherited the business as equal partners, and by agreement with James, Gretchen and Michaela took over the management of the business and store. At the time of the sisters' assumption of the ownership and management of the store, it was still operating in the original store location on Lake Avenue and Second Avenue. In the late 1930's, Lake Avenue became the most important retail location in the city. The store was improved and provided elegant space for the display and sale of their products. It was a destination-shopping place. The store was remodeled and redecorated again after the founder died, but the location and space remained the same until 2004.

In the meantime, the principal retail shopping areas shifted two blocks west to Washington Street. Stores were larger there and could accommodate department stores and larger specialty retailers. But reputation and selection still brought customers to Lake Avenue for the selections at Hallstead's. Shopping centers were developed in suburban locations, but Hallstead Jewelers stayed put. The sisters’ father saw the changes in the retail landscape, but he took no action because of them. Hallstead's was a one-store seller at its original location, in many ways an anachronism. By the time the sisters assumed management, there were signs that it might be time for changes. Sales had been stagnant since 1999 or so, and profits were slipping. One of the sisters' first ideas was to look for another or several locations. A consultant said that they needed more space and a fresh store look. Expansion was impossible without moving, and although a move might entail some risk, he recommended that they look toward a larger location on Washington Street. They made some changes in product offerings that offered more sales potential at the cost of minor reductions in margins. In 2004 a large toy seller with more space abandoned the corner of Washington Street and Second Avenue. The sisters wasted no time in signing a new five-year lease and starting extensive and expensive renovations. Since the new store was only two blocks from the original location, Gretchen and Michaela were confident that their loyal customers would find and follow them. Renovations and moving took most of 2005, and they started 2006 in the new store. They laughed about 2005 being a "lost" and "loss" year, but they were sure 2006 would bring a new day to Hallstead's. The retail jewelry business was changing. Tiffany & Company, a business with an origin much like Hallstead Jewelers, had grown into an international powerhouse. With their "blue boxes" they had become the largest diamond seller in the United States. At the same time, a start- up internet seller named Blue Nile, founded in the infancy of the World Wide Web a decade earlier was the second largest diamond seller in the United States. The sisters had not had time to think about what those trends meant for Hallstead's. But as fiscal 2006 ended and the preliminary income statement was in, both Gretchen and Michaela knew something more had to be done. They wanted to figure out what had happened between 2004 and 2006, and they wanted to explore ideas about changes in strategy that would return the business to profitability and a brighter future. Their accountant suggested that the move to a new location had changed the economics of their business somewhat, and that further changes in promotion might be in order. Increasing advertising might bring in more customers, or changing pricing formulas to fend off new internet jewelry competitors might be considered. The sisters put together some questions that they asked the accountant to analyze for them using some additional operating statistics that they had at hand (Exhibit 2).

Exhibit 1 Hallstead Jewelers; Income Statements for Years Ended January 31 (thousands of dollars) 2003 2004 2006 Sales $8,583 $8,102 $10,711 Cost of goods sold 4,326 4,132 5,570 Gross margin $4,257 $3,970 $ 5,141 Expenses Selling expense Salaries 2,021 2,081 3,215 Commissions 429 405 536 Advertising 254 250 257 Administrative expenses 418 425 435 Rent 420 420 840 Depreciation 84 84 142 Miscellaneous expenses 53 93 122 Total expenses $3,679 $3,758 $ 5,547 Net income $ 578 $ 212 $ (406)

Exhibit 2 Hallstead Jewelers Operating Statistics 2003 2004 2006 Sales space (square feet) 10,230 10,230 15,280 Sales per square foot $ 839 $ 792 $ 701 Sales tickets 5,341 5,316 6,897 Average sales ticket $ 1,607 $ 1,524 $ 1,553.

1. Prepare the breakeven point for the years 2003, 2004 and 2006. Calculate the Margin of Safety for each of the years?

2. The following proposals are included the discussion questions of the case (refer to questions 2, 3 and 4 for more details):

a. The Consultant: Reduce price to increase traffic. Reduction in price of 10% will bring the number of tickets to 7,500.   

b. Gretchen: Eliminate sales commission.

c. Michaela: Increase Advertising by $200,000.

For each proposal, calculate operating income and breakeven point.

3. Based on your overall analysis, what market strategies should Hallstead Jewelers adopt? What combination, if any, of the proposals should they consider? Reminder, you cannot assume that they can magically go back to how things were on 2004.

4. What other non-financial business aspects should Hallstead Jewelers consider as part of their strategy for 2007?

On June 15, 2018, Sanderson Construction entered into a long-term construction contract to build a baseball stadium in Washington, D.C., for $310 million. The expected completion date is April 1, 2020, just in time for the 2020 baseball season. Costs incurred and estimated costs to complete at year-end for the life of the contract are as follows ($ in millions):

Required:
1. Compute the revenue and gross profit will Sanderson report in its 2018, 2019, and 2020 income statements related to this contract assuming Sanderson recognizes revenue over time according to percentage of completion.
2. Compute the revenue and gross profit will Sanderson report in its 2018, 2019, and 2020 income statements related to this contract assuming this project does not qualify for revenue recognition over time.
3. Suppose the estimated costs to complete at the end of 2019 are $120 million instead of $30 million. Compute the amount of revenue and gross profit or loss to be recognized in 2019 using the percentage of completion method.

• Required 1
• Required 2
• Required 3

Compute the revenue and gross profit will Sanderson report in its 2018, 2019, and 2020 income statements related to this contract assuming Sanderson recognizes revenue over time according to percentage of completion. (Enter your answers in millions. Loss amounts should be indicated with a minus sign. Use percentages as calculated and rounded in the table below to arrive at your final answer.)

Compute the revenue and gross profit will Sanderson report in its 2018, 2019, and 2020 income statements related to this contract assuming this project does not qualify for revenue recognition over time. (Enter your answers in millions. Loss amounts should be indicated with a minus sign.)

Your friend, Jane Lee, recently won the Lotto Max and is planning to sell her business and move to England. Jane owns the Vancouver Running Centre Inc. (Centre) that offers training and running clinics. She has provided you with the trial balance for the year ended October 31, 2018 (the company’s year-end).

Vancouver Running Centre Inc.

Unadjusted Trial Balance

October 31, 2020

Required:

She has asked you to review the trial balance and the additional information and prepare any adjusting journal entries you believe are necessary to ensure the accounts are complete and accurate in accordance with Generally Accepted Accounting Principles. Place your responses together with supporting calculations in the table provided. Explanations are not required.

1) The computer equipment is in excellent shape. It was purchased on July 1, 2019 and is expected to have a useful life of 4 years at which time it is expected to be sold for $4,000.

2) On February 1, 2020, Centre received and recorded in Revenue Earned a $20,000 cash advance from the Richmond School Board. The payment covers marathon training for the eight-month period starting July 1, 2020.

3) Each of Centre’s employees is paid $1,500 every two weeks – i.e.10 days of work. The six employees did not receive a pay cheque for the last seven working days of October 2020, as the bookkeeper was ill. The amounts were both recorded and paid upon her return on November 4, 2020.

4. Centre’s sales invoices for the last two weeks of October 2020 have not been prepared nor recorded. You estimate that $14,500 of services rendered during that period has not been recorded or billed to customers.

5. An inventory count completed at October 31, 2020 revealed inventory of $44,700.

6) On January 1, 2020 Centre purchased a two-year liability insurance policy for $4,800.

7) A letter from Centre’s landlord dated October 25, 2020 demands a total of $18,000 to be paid to cover the rent for the months of September to November 2020 inclusive. Centre’s monthly rent expense has been constant for the past three years.

8) Supplies on hand at October 31, 2020 are estimated at $3,500.

P. 5-1

Transactions may have significantly different impacts on a government's budget, governmental funds statements, and government‐wide statements.

A school district prepares its budget on a cash basis. It is contemplating the changes or actions that follow. For each, indicate the impact that the change would have (1) on year‐ending June 30 2020, general fund expenditures or transfers and (2) on year‐ending June 30, 2020, government‐wide expenses (e.g., “increase expenditures by $X” or “no impact”). Provide a brief explanation of your response, indicating that you are aware of the relevant financial reporting issue.

1. Owing to a special discount offered by a supplier, the district will purchase $100,000 of supplies in June 2020 that they otherwise would not have purchased until July 2020. They will not, however, have to pay for the supplies until July. The district accounts for supplies on a consumption basis.
2. In fiscal 2020, the district increases the number of vacation days to which employees are entitled to take, thereby increasing the cost of vacation leave that employees earned in 2020 but will take in subsequent fiscal years by $250,000. The vacation days vest; they can be taken as termination benefits.
3. The district increased the number of sick days to which employees are entitled to take, thereby increasing the cost of sick days that employees earned in 2020 but will take in future years by $150,000. The sick leave can be taken only as employees are sick; it cannot be paid for as a termination benefit.
4. In 2020, the district established a sabbatical leave program for certain categories of teachers. Teachers will be granted one year of leave after each seven years of service. Teachers granted the leave will have to spend it engaging in various specified activities, such as research, aimed at improving their teaching. Teachers will first be eligible to take the leave in 2027. The district estimates that one‐seventh of the cost will be $1,500,000.
5. The district delayed from June to July the approval of a grant of $50,000 to a local health clinic that provides examinations to low‐income students. The funds are to be paid out of resources budgeted for the fiscal year ending June 30, 2020, and are intended for use by the clinic in that same period.
6. The district delayed from June to July purchasing, and paying for, 10 school buses at a cost of $750,000. The buses are expected to last for 10 years and have no salvage value. The district charges depreciation on a straight‐line basis and takes a full year's depreciation in the year of acquisition.
7. The district is required to transfer 50 percent of any annual surplus from the general fund to a “rainy day” fund (a special revenue fund). Usually the transfer based on the surplus of the fiscal previous year is made in December. The district proposes to delay the transfer that would ordinarily be made in December 2020 until July 2021, thereby decreasing its cash outlay for fiscal year 2020 by $3 million

I need copy and paste thx