I/ The following data are ACT test scores from a group of high school seniors: 30, 25, 29, 32, 27, 25, 24, 18, 26 1/ Find the mode 2/ Find the mean 3/ Construct a boxplot (clearly label all 5 specific values) 4/ Calculate the standard deviation for the data set

Examine the following case from Turner, Weickgenannt, and Copeland (2017, p. 299):

Following is a sales order form for Winter's World of Wines, Inc. This form is prepared manually by a sales clerk, and is based on a telephone order from a customer. This form represents the source document that triggers the revenue process at Winter's World of Wines. (The sales order is also available for download at the end of the prompt.)

Required:
Use Microsoft Excel to prepare a sales journal with appropriate column headings. Enter the relevant information from the preceding sales order into your spreadsheet.
In addition to completing the spreadsheet, write a brief paper that explains the following:

What is the purpose of a sales order form and a sales journal?

What controls are needed in the sales process?

Sales Order Form for Winter's World of Wines, Inc.

Mooncents Coffee Shop has just opened, and on the first 6 days of business, the number of customers who have come into the store during a particular time period are as reported in the following table.

Day # Customers

1 90

2 95

3 96

4 99

5 91

6 93

a. Calculate the average number of customers visiting and the sample standard deviation of customer visits for Mooncents Coffee. (Round intermediate calculations to 4 decimal places and "Sample mean" and "Sample standard deviation" to 2 decimal places.)

Sample mean _____

Sample standard deviation _______

b. The manager asks, "How many customers do you think will come in tomorrow during the same time period?" You want to be 95% confident in the estimate, so what is the confidence interval for the number of customers who will come in, assuming that the visits are normally distributed. (Round your final answers to 2 decimal places.) Confidence interval

Low:

to

High:

c. What happens to the margin of error if a higher confidence level is used for the confidence interval estimate?

The margin of error decreases as the confidence level increases.

The margin of error increases as the confidence level increases.

A fast-food restaurant has identified three primary groups willing to purchase its meals. However, customers are willing to purchase only one meal each. The table shows the total number of meals bought at three different prices. The number of consumers is the total number of buyers at each price level.

The restaurant can produce a meal with no fixed costs and a constant marginal cost of $1 per unit.

1st attempt

Part 1   (2 points)

If the restaurant charges only one price for the meal, it will charge   $--- and receive a profit of   $ -----.

Part 2   (2 points)

Assume the firm can distinguish between customers and has the ability to charge different customers different prices. If the restaurant can perfectly price-discriminate, the highest price it will charge is   $ ----- . The total profits under perfect price discrimination are   $ ----- .

Part 3   (2 points)

Assume the firm can distinguish between customers and has the ability to charge different customers different prices. If the restaurant charges two prices, it will charge $-----and $-------.

and receive a profit of   $-------.

Required information

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

The following events occur for The Underwood Corporation during 2021 and 2022, its first two years of operations.

Required:

1. Record transactions for each date. (If no entry is required for a particular transaction/event, select "No Journal Entry Required" in the first account field.)

2. Post transactions to the following accounts: Cash, Accounts Receivable, and Allowance for Uncollectible Accounts.

3. Calculate net accounts receivable at the end of 2021 and 2022.

Background

Pure Sport plc was formed following the merger of Pure Limited and Sport Limited in 2016. It

is a listed company which designs, manufactures, markets and distributes footwear, sportswear

and leisurewear products in Asia, Europe and North America. Pure Sport plc employs

approximately 1,000 people at its three sites in the United Kingdom and Ireland, and supplies

products to over six million customers in 20 countries.

Pure Sport plc holds inventory of about 100,000 different components and product elements for

use in the manufacture of its products.

Organisational Structure and Market / Competitor Information

Pure Sport plc is organised into three divisions based upon its lines of business: Footwear

Division (FWD); Sportswear Division (SWD); and Leisurewear Division (LWD).

1. FWD’s primary products are sports shoes aimed at customers aged 12-30 years that are

fashion and exercise conscious at the same time. The average product price is in the lower

quartile when compared against competitors, with 90% of sales in this area coming from

the Asian market.

2. SWD focuses on high net income customers aged 25-45 years who value status and

emerging materials, design and technology on their high-performance product. The

average product price is the upper quartile when compared against direct competitors and

75% of sales for these products come from North America.

3. LWD’s products are aimed at customers aged 8-30 years who like to wear the latest trends

and styles and have great control and choice over their look. The average product price is

in the lower quartile when compared against direct competitors. Sales for these products

are divided 40% Asia / 37% North America / 23% Europe.

The company sells products direct to consumers by mail order, through retailers and aggregated

wholesalers; it also creates ‘white label products’ and sells clothing components and blueprints

to other manufacturers.

The present structure was established by Pure Limited in 1998 and continued after the merger

with Sport Limited. While the directors of Pure Sport plc consider continuity to be a very

important value, many of Pure Sport plc’s competitors have undertaken structural re

organisations in recent years. In 2016, Pure Sport plc commissioned a review of its

organisational structure from an independent consultancy firm. The consultants suggested

alternative structures which they believed Pure Sport plc could employ to its advantage.

However, Pure Sport plc’s directors believed that continuity was more important and no change

to the organisational structure occurred.

Pure Sport plc owns three freehold properties which it uses as administrative offices for each

of its three divisions. Each property had an expected useful life of 50 years on its date of original

acquisition (which was prior to the merger of Pure Limited and Sport Limited in 2016), and the

directors believe that this assumption will still be appropriate at 31 December 2019. It is

45

company policy to depreciate the properties on a straight-line basis over their estimated useful

economic life.

FWD property SWD property LWD property

Date of acquisition 1 January 2010 1 January 2010 1 January 2010

Original cost £10,000,000 £10,000,000 £10,000,000

Net book value at 31 December 2019 £8,000,000 £8,000,000 £8,000,000

Market value at 31 December 2019 £6,000,000 £14,000,000 £10,000,000

In the financial statements for the year ended 31 December 2019, the directors of Pure Sport

plc are proposing to show the SWD and LWD properties at market value and the FWD property

at its depreciated historic cost. The directors believe the fall in the market value of the FWD

property is temporary and its value will rise in the next one to two years.

Product and Service Delivery

Consumers, retailers and wholesalers are increasingly seeking to collaborate with the designers

of Pure Sport plc’s products and the associated manufacturing and assembly processes. Pure

Sport plc’s directors view this as a growth area.

The directors of Pure Sport plc recognise that the company needs to develop web-based services

and tools which can be accessed by these partners. The traditional method of listing the

company’s range of products, designs and components in a catalogue is becoming less effective,

costly and cumbersome because customers are increasingly seeking specially designed custom

made products as the industry becomes more sophisticated.

In October 2019, the directors of Pure Sport plc advised the company’s solicitors to commence

legal action against one of its main suppliers claiming damages of £1,000,000 in respect of

losses sustained as a result of the supply of faulty raw material. According to legal advice, Pure

Sport plc has a very good chance of winning its case; although, it is unlikely to be settled before

the 2019 financial statements are finalised.

Financial Objectives

Pure Sport plc’s directors have generally taken a cautious approach to providing strategic

direction for the company. Most directors consider that this has been appropriate because Pure

Limited was unprofitable for the three years preceding the merger and needed to be turned

around. Also, most directors believe a cautious approach has been justified given the

constrained economic circumstances which have affected Pure Sport plc’s markets since 2016.

While shareholders have been disappointed with Pure Sport plc’s performance over the last

three years, they have remained loyal and supported the company’s directors in their attempts

to move the company into profit. The institutional shareholders however are now looking for

increased growth and profitability combined with a strategic vision for the future.

Financial Information

Pure Sport plc’s prepares its financial statements to 31 December each year and its historical

financial records over the last three years indicate:6

2018 2017 2016

£ million £ million £ million

Revenue 620 433 360

Operating profit 39 20 13

Profit for the year 21 9 5

Earnings per share 11.7 pence 5 pence 2.8 pence

Dividend per share 5.8 pence 0 0

Performance Review

Pure Sport plc’s three divisions have been profitable throughout the last three years. The

revenue and operating profit of the three divisions of Pure Sport plc for 2018 were as follows:

FWD Division SWD Division LWD Division Total

£ million £ million £ million £ million

Revenue 212 284 124 620

Operating profit 20 6 13 39

Capital Budgeting

Pure Sport plc has an internal audit department. The Chief Internal Auditor, who leads this

department, reports directly to the Pure Sport plc’s Finance Director.

Investigation by the Internal Audit department has revealed that managers with responsibility

for capital expenditure have often paid little attention to expenditure authorisation levels

approved by the company’s directors. They have justified overspending on the grounds that the

original budgets were inadequate and in order not to jeopardise the capital projects, the

overspends were necessary. It is perceived by the designers and most staff members that the

need to allow a great deal of customisation on products leads to difficultly in predicting costs

being incurred.

Strategic Planning

Pure Sport plc applies a traditional rational model in carrying out its strategic planning process.

This encompasses an annual exercise to review the previous plan, creation of a revenue and

capital budget for the next five years and instruction to managers within Pure Sport plc to

maintain their expenditure within the budget limits approved by the company’s directors.

The directors of Pure Sport plc stated in the company’s 2018 annual report, published in March

2019, that the overall strategic aim of the company is to:

‘Achieve growth and increase shareholder returns by continuing to design produce and

distribute high quality clothing and footwear products and components and develop

our international presence through expansion into new overseas markets.’

Requirment:

(a) evaluates the financial performance of Total Sport plc over the three-year period 2017 to
2019;
(b) considers how the directors of Total Sport plc can accelerate the growth of the company
and increase its profitability.

*** It flagged the word support so job sub = job support

Gallatin Carpet Cleaning is a small, family-owned business operating out of Bozeman, Montana. For its services, the company has always charged a flat fee per hundred square feet of carpet cleaned. The current fee is $22.60 per hundred square feet. However, there is some question about whether the company is actually making any money on jobs for some customers—particularly those located on remote ranches that require considerable travel time. The owner’s daughter, home for the summer from college, has suggested investigating this question using activity-based costing. After some discussion, she designed a simple system consisting of four activity cost pools. The activity cost pools and their activity measures appear below:

The total cost of operating the company for the year is $379,000 which includes the following costs:

Resource consumption is distributed across the activities as follows:

Job sup consists of receiving calls from potential customers at the home office, scheduling jobs, billing, resolving issues, and so on.

Required:

1.Prepare the first-stage allocation of costs to the activity cost pools.

2. Compute the activity rates for the activity cost pools. (Round your answers to 2 decimal places.)

3. The company recently completed a 200 square foot carpet-cleaning job at the Flying N Ranch—a 52-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system.

Cost of job =

4. The revenue from the Flying Ranch was $45.20 (200 square feet @ $22.60 per hundred square feet). Calculate the customer margin earned on this job.

Customer Margin =

Please Answer Required# 4,5 and 6. If possible 7 too. Thank you. Please answer as soon as possible.

Consider an electron confined in a one-dimensional infinite potential well having a width
of 0.4 nm. (a) Calculate the values of three longest wavelength photons emitted by the
electron as it transitions between the energy levels inside the well [3 pts.]. (b) When the
electron undergoes a transition from the n = 2 to the n = 1 level, what will be its emitted
energy and wavelength [2 pts.]. To which region of the electromagnetic spectrum does
this wavelength belong?

here are the constant and values provided

h = 6.62 × 10 -34 J – s; q = 1.602 × 10 -19 C; c = 3 × 10 8 m/s; ħ = h/2π; m e = 9.11 x 10 -31 kg; m p =
1.67 x 10 -27 kg; m n = 1.674929 x 10 -27 kg; 1 eV = 1.602 × 10 -19 J; 1 Å = 1 × 10 -10 m;
1 nm = 1 × 10 -9 m

Suppose the following table was generated from sample data of 20 employees relating hourly wage to years of experience and whether or not they have a college degree. Using statistical software, create an indicator (dummy) variable for the variable "Degree" and find the regression equation. Is there enough evidence to support the claim that on average employees with a college degree have higher hourly wages than those without a college degree at the 0.05 level of significance? If yes, write the coefficient of the dummy variable in the space provided, rounded to two decimal places. Else, select "There is not enough evidence."

Wage   Experience   Degree
16.00 16 No
24.52 20 Yes
17.68 12 Yes
16.00 16 No
33.98 27 Yes
19.51 29 No
19.86 26 No
16.00 16 No
6.75 1 Yes
28.70 27 Yes
18.97 24 No
17.29 21 No
10.60 3 Yes
17.88 12 Yes
12.77 9 No
7.48 3 Yes
27.70 26 Yes
11.20 6 Yes
19.20 30 No
22.61 30 No