A large company has hired your friend. She confides in you about a problem with her boss. Her boss has asked customers to sign sales agreements just before the end of the year, indicating a sale has been made. Her boss has told these customers that he will give them 30 days, which is Page 489 well into next year, to change their minds. If they do not change their minds, then he will send the merchandise to them. If they do change their minds, her boss has agreed to cancel the orders, take back the merchandise, and cancel the invoices. Her boss has given the sales agreements to the Accounting Department, which has prepared invoices and recorded the sales. One of the people in accounting is keeping the invoices and shipping documents for these customers in a desk drawer either until the customers change their minds, in which case the sale will be canceled, or until the merchandise is sent at the end of the 30-day waiting period. Questions 1. Does this sales policy violate ANY of GAAP's rules? 2. Does this sales policy violate any legal statutes at the state or Federal level? If so, relate them to the act under consideration in this case. If not, state why not.

Operating cash inflows   Strong Tool Company has been considering purchasing a new lathe to replace a fully depreciated lathe that would otherwise last 5 more years. The new lathe is expected to have a​ 5-year life and depreciation charges of $2,020 in Year​ 1; $3,232 in Year​ 2; $1,919 in Year​ 3; $1,212 in both Year 4 and Year​ 5; and $505

in Year 6. The firm estimates the revenues and expenses​ (excluding depreciation and​ interest) for the new and the old lathes to be as shown in the following table

The firm is subject to a 40% tax rate on ordinary income.

a. Calculate the operating cash inflows associated with each lathe.​ (Note: Be sure to consider the depreciation in year​ 6.)

b. Calculate the operating cash inflows resulting from the proposed lathe replacement.

c. Depict on a time line the incremental operating cash inflows calculated in part b.

a. Calculate the operating cash inflows associated with the new lathe​ below:  ​(Round to the nearest​ dollar.)

​(Round to the nearest​ dollar.)

​(Round to the nearest​ dollar.)

​(Round to the nearest​ dollar.)

​(Round to the nearest​ dollar.)

Calculate the operating cash inflows associated with the old lathe​ below:  ​(Round to the nearest​ dollar.)

puts these designs into production by locating half its production facilities nearby in Spain, Portugal, and Morocco. It produces only a small quantity of each collection and is willing to experience occasional shortages to preserve an image of exclusivity. Clothes with a longer shelf life, like T-shirts, are outsourced to lower-cost suppliers in Asia and Turkey. With tight control on its manufacturing process, Zara can move more rapidly than any of its competitors and continues to deliver fresh styles to its stores every week. Logistics. Zara distributes all its merchandise, regardless of origin, from Spain. Its distribution process is designed so that the time from receipt of an order to delivery in the store averages 24 hours in Europe and 48 hours in the United States and Asia. Having 50 percent of its production facilities nearby is key to the success of this model. All Zara stores receive new shipments twice a week, and the small quantities of each collection entice consumers not only to return frequently but also to make purchase decisions more quickly. Because of its logistics and inventory policy, while an average shopper in Spain visits a main street store three times a year, shoppers to a Zara store average 17 trips. Some fans know exactly what day new shipments arrive and show up early to be the first in line, keeping the company’s sales strong throughout the year and even during slow economic times. The company also sells more products at full price—85 percent of its merchandise versus the industry average of 60 percent. Customers. Everything revolves around Zara’s customers. The retailer monitors customers’ changing needs, trends, and tastes through daily reports from shop managers about which products and styles have sold and which haven’t. Managers earn as much as 70 percent of their salaries from commission, so they have a strong incentive to stay on top of things. Zara’s designers don’t have to predict what fashion trends will be in the future. They react to customer feedback—good and bad—and if an idea fails, the line is withdrawn immediately. Zara cuts its losses and the impact is minimal due to the small quantities of each style produced. Stores. Zara does not run advertising campaigns. The retailer’s stores, in prestigioushigh-traffic locations around the world, are its key advertising element, featuring stylish and constantly changing window displays. Other retailers spend 3 percent to 4 percent of revenues on big brand-building campaigns, while Zara spends just 0.3 percent. The company has said it would rather use a percentage of revenue to open new stores than to advertise. Zara’s success comes from having complete control over all the parts of its business—design, production, and distribution. Louis Vuitton’s fashion director, Daniel Piette, described the company as “possibly the most innovative and devastating retailer in the world.” It has expanded aggressively throughout Europe as well as into emerging markets such as Asia, the Americas, and the Middle East, making sure it honors local tastes in each region. Zara was a latecomer to the Internet and launched its first online store only in 2011. However, the company now uses its Web site to test the waters before entering potential markets like China, Russia, and Canada with retail storefronts. While Zara has experience record sales as of late, it faces unique challenges ahead, including what to do in the United States, where obesity rates are much higher than in the rest of the world and roomy clothes are preferred to the slim fits and high fashion the company offers. It also needs to decide how to maintain its tight control on manufacturing as it expands throughout the world. Questions 1. Would Zara’s model work for other retailers? Why or why not? 2. What can Zara do to ensure successful growth around the world while maintaining the same level of speed and instant fashion?

Find the duration of a bond with a settlement date of May 27, 2020, and maturity date November 15, 2031. The coupon rate of the bond is 7.5%, and the bond pays coupons semiannually. The bond is selling at a bond-equivalent yield to maturity of 5.5%. Use Spreadsheet 16.2. (Do not round intermediate calculations. Round your answers to 4 decimal places.)

There is a hill 600 feet tall the slope of the road originally has a 27% grade(slope) and it is decreased to 14% to make it a legal road in the town. legal roads have a 12-15% grade maximum. Find the length of the new road and the percentage increase between the old and new road

A) The activation energy of a certain reaction is 48.0 kJ/mol . At 27 ∘C , the rate constant is 0.0120s−1. At what temperature in degrees Celsius would this reaction go twice as fast?

B) Given that the initial rate constant is 0.0120s−1 at an initial temperature of 27 ∘C , what would the rate constant be at a temperature of 170. ∘C for the same reaction described in Part A?

1Find the duration of a bond with a settlement date of May 27, 2020, and maturity date November 15, 2031. The coupon rate of the bond is 9.5%, and the bond pays coupons semiannually. The bond is selling at a bond-equivalent yield to maturity of 9.0%. Use

Greg and Cindy Hana, 35 and 27, are the parents of two small children with a third on the way. They are concerned about their financial future and are wondering if they're doing things right. Greg is the sole breadwinner and earns $66,000 annually. He works in a relatively dangerous occupation (city cop in Newark, NJ) and is eligible to receive a pension when he is only age 48, with 25 years of service.

The Hana's short-term financial goals are to replace their aging cars in a few years and begin an automatic mutual fund investment program. Longer term, they are concerned about college costs and retirement. They estimate (but are not sure) that their monthly expenses average $2,800, including a $1,300 mortgage payment on their $200,000 home.

Greg currently saves $350 per month in a deferred compensation plan offered by his employer. The couple also has $1,000 of stock and $2,000 in mutual funds. Other assets comprising their $74,500 net worth are a $3,000 CD, $2,000 in checking, $6,500 of life insurance cash value, their home, and two cars worth $2,000. The couple's two debts are a $141,000 mortgage balance and a $1,000 Visa card bill.

The Hanas own life insurance policies totaling $400,000 ($300,000 through work) on Greg and $77,500 on Cindy but lack disability coverage. Greg's employer provides health insurance for the entire family. The liability limits on their auto and homeowner's policies are $300,000.

Neither spouse has individual retirement accounts (IRAs). Greg will receive a traditional defined benefit pension based on his income and years of service. Since he will be relatively young when he is eligible to collect benefits, he plans to continue working in a related field through his 60s.

A glaring weakness in the Hana's financial planning is their lack of a will. "We do not know who to assign as guardians of our children," notes Greg. This is a common dilemma for parents of young children, who sometimes wait until their children are grown to draft a will so they don't have to deal with this issue.

1. 3 – 5 recommended action steps to improve the individual or family’s financial situation

2. Recommended financial products such as bank accounts, insurance policies, and mutual funds

3. Available resources that can assist the individual or family to improve their finances