Donatella and Domenico Doughnuts are the owners of “Panetteria”, a fashionable bakery and coffee shop in the town of Sundrench, California, specializing in old-world breads, cakes and pastries. While on their honeymoon several years ago in the Piedmont region of Italy during, they bought their first espresso machine. Their cannoli recipe, which Donatella inherited from her “Nonna”, is locked in a safe deposit box at their bank. Despite the high cost of commercial leases, the Doughnuts were able to carve out a very comfortable living. They kept overhead low by hiring family members and local teenagers to serve the coffee and pastries. Two years ago, they decided to move to Walla Walla, Washington, and open a second bakery/coffee shop, “Panetteria Due”. The Doughnuts added a drive-thru at both locations. They expanded their menus to include sandwiches, specialty drinks and salads. La vita era bella. Last month, in an effort to compete with Starbucks and Panera, the Doughnuts decided the institute a “dress code” for their employees. Male employees are required to wear G-strings, while female employees are required to wear ‘pasties’ and G-strings. The G-strings of both, male and female, employees are to match the color of their eyes. The Doughnuts supplied the employee ‘uniforms’. The first day of the new uniforms employees reported a marked increase in their tips, despite the number of customers who left due to the scantily clad staff. As the news of the new “Panetteria” and “ Panetteria Due” spread on social media, the second, third, and fourth day of the new uniforms brought consecutive record-breaking profits. The lines outside both shops went around the block. There was a 45-minute wait for a coffee and a pastry; ninety minutes if you order a cannoli and an espresso. Employees were ecstatic with their increase in tips. On the fifth day, town inspectors shut down the “Panetteria”. The Doughnuts were served with a cease and desist order from the town. The lawsuit alleges the Doughnuts operate a ‘lewd’ establishment within the town limits, in an area not zoned for “adult entertainment”.

What are the Irrelevant Facts, Background Facts and Key Facts of the case?

Based on the foregoing, what is the financial accounting net income of Frazier Corporation for the year ended 12/31/13?

Based on the foregoing, what should be recorded as the current portion of the total provision (aka current taxes payable) for 2013?

Based on the foregoing, what is the amount of the net change in the net deferred tax asset/liability of Frazier Corporation for 2013?

Based on the foregoing, what is the amount of the net noncurrent deferred tax asset/liability that should be reflected on Frazier Corporation's balance sheet as of 12/31/12?

I need assistance in preparing a flexible budget based on the following scenario and information.

Scenario: Green Pastures is a 400-acre farm on the outskirts of the Kentucky Bluegrass, specializing in the boarding of broodmares and their foals. A recent economic downturn in the thoroughbred industry has led to a decline in breeding activities, and it has made the boarding business extremely competitive. To meet the competition, Green Pastures planned in 2017 to entertain clients, advertise more extensively, and absorb expenses formerly paid by clients such as veterinary and blacksmith fees.

The budget report for 2017 is presented as an attachment. As shown, the static income statement budget for the year is based on an expected 21,900 boarding days at $25 per mare. The variable expenses per mare per day were budgeted: feed $5, veterinary fees $3, blacksmith fees $0.25, and supplies $0.55. All other budgeted expenses were either semifixed or fixed.

During the year, management decided not to replace a worker who quit in March, but it did issue a new advertising brochure and did more entertaining of clients.

Green Pastures

Static Budget Income Statement

For the Year Ended December 31, 2017

Actual               Master Budget              Difference

Number of Mares                                                         52                                 60                      8 U

Number of Boarding Days                                      19,000                         21,900                 2,900 U

Sales                                                                $380,000                       $547,500           $167,500 U

Less: Variable Expenses

            Feed                                                     104,390                         109,500                 5,110 F

            Veterinary Fees                                       58,838                            65,700                 6,862 F

            Blacksmith Fees                                    4,984                                 5,475                  491 F

            Supplies                                               10,178                             12,045                 1,867 F

Total Variable Expenses                                    178,390                         192,720               14,330 F

Contribution Margin                                           201,610                         354,780            153,170 U

Less: Fixed Expenses

            Depreciation                                         40,000                             40,000            -0-

            Insurance                                              11,000                             11,000            -0-

            Utilities                                                 12,000                             14,000            2,000 F

            Repairs and Maintenance                      10,000                             11,000            1,000 F

            Labor                                                    88,000                             95,000            7,000 F

            Advertisement                                       12,000                               8,000           4,000 U

            Entertainment                                        7,000                                 5,000           2,000 U

Total Fixed Expenses                                        180,000                         184,000            4,000 F

Net Income                                                       $21,610                         $170,780           $149,170 U

Elsinore Electronics is a decentralized organization that evaluates divisional management based on measures of divisional contribution margin. Home Audio (Home) Division and Mobile Electronics (Mobile) Division both sell electronic equipment, primarily for video and audio entertainment. Home focuses on home and personal equipment; Mobile focuses on components for automobile and other, nonresidential equipment. Home produces an audio player that it can sell to the outside market for $72 per unit. The outside market can absorb up to 87,000 units per year. These units require 3 direct labor-hours each.

If Home modifies the units with an additional hour of labor time, it can sell them to Mobile for $81 per unit. Mobile will accept up to 75,000 of these units per year.

If Mobile does not obtain 75,000 units from Home, it purchases them for $84 each from the outside. Mobile incurs $36 of additional labor and other out-of-pocket costs to convert the player into one that fits in the dashboard and integrates with the automobile's audio system. The units can be sold to the outside market for $202 each.

Home estimates that its total costs are $1,040,000 for fixed costs, $14.40 per direct labor-hour, and $7.20 per audio player for materials and other variable costs besides direct labor. Its capacity is limited to 375,000 direct labor-hours per year.

Required:

Determine the following:

a. Total contribution margin to Home if it sells 87,000 units outside. (Do not round intermediate calculations.)

b. Total contribution margin to Home if it sells 75,000 units to Mobile. (Do not round intermediate calculations.)

(c) & (d). The costs to be considered in determining the optimal company policy for sales by Home.

The annual contributions and costs for Home and Mobile under the optimal policy.

Home Mobile Company

Sales by Home to Outside

Sales by Home to Mobile

Sales by Mobile to Outside

Total Sales

Cost of Materials ect in Home

Cost of labor In Home

Cost of Units Xfered to Mobile

Cost of units purchased from outside by mobile

conversion cost in mobile

contribution

Facebook has the potential to become one of the world's most powerful and profitable online marketers. Over time, Facebook has changed its philosophy on advertising. Today, companies can place display or video ads on users' home, profile, or photo pages. The ads are carefully targeted based on user profile data. But advertising is only the tip of the marketing iceberg for Facebook. Other money-making ventures are growing even faster than advertising. Will all of this increased marketing on Facebook alienate loyal Facebook fans? Not if it's done right. Research shows that online users readily accept—even welcome—well-targeted online advertising and marketing. It's too soon to say whether Facebook will eventually challenge the likes of Google in online advertising or whether its ability to sell entertainment to users will ever expand into selling other types of products on a large scale. But its immense, closely knit social network gives Facebook staggering potential. The online giant must be careful to not drive off its legions of loyal users with too much advertising or marketing that is too overt. Also expand upon the new avenues that Facebook is using and its marketing implications.

1.Where does Facebook find its power as an online marketer?

2.Discuss the effectiveness of Facebook to generate revenues through its advertising? (Companies can place display or video ads on users' home, profile, or photo pages. The ads are carefully targeted based on user profile data. But taking advantage of the core characteristics of its site, Facebook offers "engagement ads" designed to blend in with regular user activities. Users can interact with the ads by leaving comments, making recommendations, clicking the "like" button, or following a link to a brand-sponsored page within Facebook.)

3.Many analysts view Facebook as a major model for direct marketing in the digital age.   What do you think and why?

4.What recommendations would you make to the company? What is working and should continue? What is not working and should be modified?

PLEASE ANSWER THE QUESTIONS FULLY.

Spacemakers of America, Inc., hired Jenny Tripplet as its bookkeeper. Pacemakers did not inquire about any prior criminal record or conduct a criminal background check of Triplett. If it had taken those steps, it would have discovered that Triplett was on probation for 13 counts of forgery and had been convicted of theft by deception. All convictions were the result of Triplett forging checks of previous employers.

Spacemakers delegated to Triplett sole responsibility for maintaining the company’s checkbook, reconciling the checkbook with monthly bank statements, and preparing financial reports. Triplett also handled the company’s accounts payable and regularly presented checks do Dennis Rose, the president of Spacemakers, so he could sign them.

Just weeks after starting her job at Spacemakers, Triplett forged Rose’s signature on a check for $3,000 made payable to her husband’s company, Triple M Entertainment Group, which was not a vendor for Spacemakers. By the end of the first full month of employment, Triplett forged 50 more checks totaling approximately $475,000. All checks were drawn against Spacemaker’s bank account at SunTrust Bank. No one except Triplet reviewed the company’s bank statements. Subsequently, a SunTrust employee visuasilly inspected a $30,670 check She became suspicious of the signature and called Rose. The SunTrust employee faxed a copy of the check to Rose, which was made payable to Triple M. Rose knew that Triple M was not one of the company’s vendors, and a Spacamekrs employee reminded Rose that Triplett’s husband owned Triple M. Rose immediately called the police and Triplett was arrested.

Spacemakers sent a letter to SunTrust Bank, demanding that the bank credit $523,106 to its account for the forged checks. The bank refused, contending that Spacemaker’s failure to provide the bank with timely notice of the forgeries barred Spacemaker’s claim. Spacemakers sued SunTrust for negligence and unauthorized payment of forged items. The trial court granted SunTrust’s motion for summary judgment. Pacemakers appealed.

Using IRAC, how should this case have been decided and why? Please, do not copy from google. I need original answer.

Lorena likes to play golf. The number of times per year that she plays depends on both the price of playing a round of golf as well as Lorena’s income and the cost of other types of entertainment—in particular, how much it costs to go see a movie instead of playing golf. The three demand schedules in the table below show how many rounds of golf per year Lorena will demand at each price under three different scenarios. In scenario D₁, Lorena’s income is $60,000 per year and movies cost $11 each. In scenario D₂, Lorena’s income is also $60,000 per year, but the price of seeing a movie rises to $13. And in scenario D₃, Lorena’s income goes up to $80,000 per year, while movies cost $13.

Instructions: Round your answers to 2 decimal places. If you are entering any negative numbers be sure to include a negative sign (-) in front of those numbers.

a. Using the data under D₁ and D₂, calculate the cross elasticity of Lorena’s demand for golf at all three prices. (To do this, apply the midpoints approach to the cross elasticity of demand.)     

At $55, cross elasticity = .     

At $40, cross elasticity = .     

At $25, cross elasticity = .     

Is the cross elasticity the same at all three prices?      YesNo .     

Are movies and golf substitute goods, complementary goods, or independent goods? Independent goods Complementary goods Substitute goods .

b. Using the data under D₂ and D₃, calculate the income elasticity of Lorena’s demand for golf at all three prices. (To do this, apply the midpoints approach to the income elasticity of demand.)     

At $55, income elasticity of demand = .     

At $40, income elasticity of demand = .     

At $25, income elasticity of demand = .     

Is the income elasticity the same at all three prices? Yes No .     

Is golf an inferior good? Yes No , it is an inferior good, normal good .

The budget director of Birds of a Feather Inc., with the assistance of the controller, treasurer, production manager, and sales manager, has gathered the following data for use in developing the budgeted income statement for January:

1. Estimated sales for January:

   Birdhouse	6,000 units at $55 per unit
   Bird feeder	4,500 units at $75 per unit

2. Estimated inventories at January 1:

   Direct materials:
   Wood	220 ft.
   Plastic	250 lb.
   Finished products:
   Birdhouse	300 units at $23 per unit
   Bird feeder	240 units at $34 per unit

3. Desired inventories at January 31:

   Direct materials:
   Wood	180 ft.
   Plastic	210 lb.
   Finished products:
   Birdhouse	340 units at $23 per unit
   Bird feeder	200 units at $34 per unit

4. Direct materials used in production:

   In manufacture of BirdHouse:
   Wood	0.80 ft. per unit of product
   Plastic	0.50 lb. per unit of product
   In manufacture of Bird Feeder:
   Wood	1.20 ft. per unit of product
   Plastic	0.75 lb. per unit of product

5. Anticipated cost of purchases and beginning and ending inventory of direct materials:

   Wood	$8.00 per ft.
   Plastic	$1.20 per lb.

6. Direct labor requirements:

   Birdhouse:
   Fabrication Department	0.20 hr. at $15 per hr.
   Assembly Department	0.30 hr. at $12 per hr.
   Bird Feeder:
   Fabrication Department	0.40 hr. at $15 per hr.
   Assembly Department	0.35 hr. at $12 per hr.

7. Estimated factory overhead costs for January:

   Indirect factory wages	$80,000
   Depreciation of plant and equipment	25,000
   Power and light	8,000
   Insurance and property tax	2,000

8. Estimated operating expenses for January:

   Sales salaries expense	$90,000
   Advertising expense	20,000
   Office salaries expense	18,000
   Depreciation expense—office equipment	800
   Telephone expense—selling	500
   Telephone expense—administrative	200
   Travel expense—selling	5,000
   Office supplies expense	250
   Miscellaneous administrative expense	450

9. Estimated other income and expense for January:

   Interest revenue	$300
   Interest expense	224

10. Estimated tax rate: 30%

5. Prepare a Budget that estimates the cost for each item of factory overhead needed to support budgeted production.factory overhead cost budget for January.

6. Prepare a cost of goods sold budget for January. Work in process at the beginning of January is estimated to be $29,000, and work in process at the end of January is estimated to be $35,400.

7. Prepare a selling and administrative expenses budget for January.

8. Prepare a budgeted income statement for January.