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 $23.95 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 $348,000 which includes the following costs:

Resource consumption is distributed across the activities as follows:

Job support 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.

3. The company recently completed a 800 square foot carpet-cleaning job at the Flying N ranch—a 54-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system.

4. The revenue from the Flying N ranch was $191.60 (800 square feet @ $23.95 per hundred square feet). Calculate the customer margin earned on this job.

req 1

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

req 2

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

req 3

The company recently completed a 800 square foot carpet-cleaning job at the Flying N ranch—a 54-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system. (Round your intermediate calculations and final answer to 2 decimal places.)

req 4

The revenue from the Flying N ranch was $191.60 (8 hundred square feet @ $23.95 per hundred square feet). Calculate the customer margin earned on this job. (Round your intermediate calculations and final answers to 2 decimal places.)

Rebecca and Walter Bunge have been married for 5 years. They live at 883 Scrub Brush Street, Apt. 52B, Las Vegas, NV 89125. Rebecca is a homemaker and Walt is a high school teacher. Rebecca's Social Security number is 222-43-7690 and Walt's is 700-01-0002. Walt's earnings from teaching are:

The Bunges incurred the following expenses during their move from Maine to Nevada in January of 2016:

The school district reimbursed Walter $500 for moving expenses. These are reflected on his W-2. Walter’s previous job, as a high school teacher in Maine, was only 5 miles from his home. Rebecca was unemployed prior to the move.

The Bunges own a ski condo located at 123 Buncombe Lane, Brian Head, UT 84719. The condo was rented for 185 days during 2016 and used by the Bunges for 15 days. Pertinent information about the condo rental is as follows:

The above amounts do not reflect any allocation between rental and personal use of the condo. The Bunges are active managers of the condo.

Click here to access the tax table to use for this problem.

Required:

Complete the Bunge's federal tax return for 2016. Use Form 1040, Schedule E, Form 3903, and Form 8582 to complete their tax return.

If an amount box does not require an entry or the answer is zero, enter "0". Do not round any percentages. If required, round your answers to the nearest dollar. If required, enter a "loss" as a negative number on the tax form. Do not enter deductions as negative numbers.

Note: Special instructions for Form 8582 - If required, use the minus sign to enter a "loss" as a negative number on the lines 1d, 4 and 16. However, per the instructions on the tax return, enter all numbers in Part II as positive amounts.

On October 1, 2019, Santana Rey launched a computer services company called Business Solutions, which provides consulting services, computer system installations, and custom program development. Rey adopts the calendar year for reporting purposes and expects to prepare the company’s first set of financial statements on December 31, 2017. The company’s initial chart of accounts follows.

Required:

1. Prepare journal entries in the General Journal to record each of the above transactions for Business Solutions. file:///D:/UAFS/Serial%20Problem%202%20Workpapers%20General%20Journal.pdf

2. Post the journal entries from requirement #1 to the General Ledger . file:///D:/UAFS/Serial%20Problem%202%20Workpapers%20General%20Ledger%20Trial%20Balance.pdf

3. Prepare a trial balance as of the end of November on the worksheet labeled Trial Balance in #2

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 $23.85 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 $347,000 which includes the following costs:

Resource consumption is distributed across the activities as follows:

Job support 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.

3. The company recently completed a 400 square foot carpet-cleaning job at the Flying N ranch—a 53-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system.

4. The revenue from the Flying N ranch was $95.40 (400 square feet @ $23.85 per hundred square feet). Calculate the customer margin earned on this job.

Complete this question by entering your answers in the tabs below.

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

• 	Cleaning Job Carpets Travel to Jobs Support Other Total Wages $0 Cleaning supplies 0 Cleaning equipment depreciation 0 Vehicle expenses 0 Office expenses 0 President’s compensation 0 Total cost $0 $0 $0 $0 $0

• Required 2

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

  	Activity Cost Pool Activity Rate Cleaning carpets per hundred square feet Travel to jobs per mile Job support per job

• Required 3

• The company recently completed a 400 square foot carpet-cleaning job at the Flying N ranch—a 53-mile round-trip journey from the company’s offices in Bozeman. Compute the cost of this job using the activity-based costing system. (Round your intermediate calculations and final answer to 2 decimal places.)

  	Cost of the job

• Required 4

• The revenue from the Flying N ranch was $95.40 (4 hundred square feet @ $23.85 per hundred square feet). Calculate the customer margin earned on this job. (Round your intermediate calculations and final answers to 2 decimal places.)

  	Customer margin

The vice president at your company, Columbia Holdings, has given you a new assignment: “Recently I asked the folks at Patterson Manufacturing to develop a strategy for improving their profitability. They have responded with a proposal. I want you to evaluate the proposal: Is it viable? Is it sustainable? Visit their operations and bring back a recommendation.” As you travel to the site you review a brief history of the firm. Patterson Manufacturing was founded in a small northeastern city more than a century ago. Wesley Patterson started the firm alongside a fast-moving stream that provided mechanical power to drive cutting tools, grinders, lathes, and polishers. These tools were used to produce precision parts other manufacturers needed. The firm quickly established a reputation for producing high-quality products to exacting tolerances. The firm prospered. Wesley studied the industries he served to develop new products that could fill his customers’ emerging needs. He often met with customers to design unique products for them. He referred to his approach as providing “customer-driven creative solutions.” He also kept abreast of new manufacturing materials and technology to ensure his products were of the highest quality. The firm grew steadily and, by 1925, was (and still is) the community’s largest employer. Wesley donated the land that is now the city’s central park. He also paid for constructing the first municipal buildings. More recently, the company was the primary donor for the construction of the municipal library and the local hospital. And the taxes paid by the firm and its employees are responsible for an excellent array of community services, including the Patterson Sports Complex and Patterson Community Center. The Great Depression in the 1930s brought hard times to the company, yet none of its employees were discharged. Instead, the firm and its employees cooperated to spread the available work among its employees by reducing each individual’s working hours (and wages). During that time, the firm also suspended paying dividends to its owners. After the company returned to prosperity in the 1940s, it continued to emphasize customer-driven creative solutions, and its loyal workforce enthusiastically overcame product design challenges. Wesley passed leadership of his business to his son, who later passed it down to Wesley’s grandson, and then to Wesley’s great granddaughter, Jessica Patterson. But five years ago, when Jessica wanted to retire, there was no heir willing to take over the business. Consequently, the plant was sold to your employer, Columbia Holdings. Background Columbia invests in family-owned businesses with a strong presence in niche markets. Columbia retains exSAGE © 2013 IMA Educational Case Journal. All rights reserved. SAGE Business Cases Page 3 of 5 Patterson Manufacturing isting management and local business practices but provides centralized services, such as finance, accounting, insurance, and corporate-level management. Patterson has remained profitable since the acquisition, but its return on investment has been declining. Your first stop at the Patterson complex is a meeting with the controller. He provides some additional background: “Jessica, like her predecessors, spent most of her time with customers developing new products to meet customer needs. She didn’t concern herself with costs. Customers were willing to pay for products that solved problems. Upon Jessica’s retirement, Columbia appointed Paul, our former production manager, to CEO. Paul has done wonders in rationalizing and standardizing our product lines. He substantially reduced manufacturing costs, which led to record profits in the two years following the sale of the company. Those early results have apparently set high expectations for our continuing performance. Our proposal will help move us toward meeting those expectations,” he said. “Our proposal is to stop manufacturing our largest-selling product, the Gudgeon EH40, and instead acquire it from an overseas supplier,” continued the controller. “This product currently represents 30% of our total sales revenue and production volume. But sales have been declining because competitors are offering a similar product at lower prices. We think that by reducing our price by 5% we can increase our unit sales volume by 15%. The increased volume coupled with a lower product cost from the offshore supplier should nearly double our firm-wide profit.” The controller also provided some supporting documents. Exhibit 1 summarizes operations for the five years since Patterson Manufacturing was sold to Columbia Holdings. Year 1 represents the first full year after Jessica retired, and Year 5 is the year that just past. Exhibits 2, 3, and 4 provide an income statement for Year 5, the current employee staffing levels by job title, and a detailed price proposal from the overseas supplier. The controller continued: “The analysis is pretty straightforward. Sales of the Gudgeon EH40 were $27 million last year. The direct material costs came to $14.3 million, while overhead costs of $4.2 million were allocated to the product. But only $2.9 million of the overhead will be avoided if we stop manufacturing the Gudgeon EH40. The remaining overhead costs are nearly all fixed and not subject to reduction in the near future. Our direct selling costs consist mostly of an 8% commission paid to sales representatives. In addition, there’s a $2 million advertising allowance devoted to promoting the Gudgeon EH40 in trade magazines.” He also said, “By outsourcing the Gudgeon EH40, we can release three administrative managers, eight administrative support staff, 128 general production personnel, and 10 supervisors. The firm will incur a one-time charge of $1 million for severance pay and pension contributions for dismissed employees. We’ll also need to spend $200,000 for the construction of receiving facilities for the outsourced product.” The controller continued: “The supplier’s cost quotation (Exhibit 4) needs to be adjusted for the expected 15% increase in volume. The cost for materials and labor will increase proportionately, but the overhead and ‘other’ costs are unlikely to be affected. The supplier’s mark-up will be 10% of the new total cost. In addition to the product cost, Patterson will incur transportation costs to get the product from the manufacturer to our warehouse. The transportation costs are variable and would have been $0.6 million for the volume of product in Year 5.” The Task After his brief overview, the controller hands you the exhibits and says, “You should go through the numbers yourself to ensure that my projection for the increase in profit is correct.” As you make your way to an empty office to review the numbers, the marketing manager approaches you. She pleads, “Don’t let them do this. The proposed action will deal a devastating financial blow to our commuSAGE © 2013 IMA Educational Case Journal. All rights reserved. SAGE Business Cases Page 4 of 5 Patterson Manufacturing nity. Wesley Patterson would have never approved such a move. He loved this town.” Required 1. Using the controller’s projections, prepare an analysis of the expected effect of outsourcing the product on Patterson’s profitability. 2. Would it be a viable alternative to produce the product locally and lower the price to achieve the increase in sales volume? 3. Does the firm have an obligation to maintain employment levels in the town? 4. What risks are associated with the proposal? 5. Make a recommendation to your vice president on whether the proposal should be accepted. Provide your reasoning and any suggestions for additional or alternative actions that Patterson should take.

The data worksheet entitled "FUELCON4" contains the following variables for all 50 states plus the District of Columbia.

Run the regression analysis with FUELCON as the dependent variable and the other four variables as independent variables and obtain the appropriate model diagnostic statistics: Use the Shapiro-Wilk teststatistic to test the assumption of the normality of the model residuals.

(a) What is being tested here? (Choose one)

The assumption of linearity.The assumption of normally-distributed disturbances.    Whether there is a linear relationship between x and y.The assumption of constant variance.The assumption of independence.Whether all of the x variables are important in predicting y.

(b) Which hypotheses are being tested? (Choose one)

H₀: β₁ = 1.0
H_a: β₁ ≠ 1.0H₀: All of the x variables in the model are not important
H_a: Atleast one of the x variables is important    H₀: The model variance is constant
H_a: The model variance is not constantH₀: Disturbances are normal
H_a: Disturbances are non-normalH₀: β₁ = 0
H_a: β₁ ≠ 0

(c) State the decision rule.

Reject H₀ if p < 0.10.
Do not reject H₀ if p ≥ 0.10.Reject H₀ if p > 0.10.
Do not reject H₀ if p ≤ 0.10.    Reject H₀ if p < 0.05.
Do not reject H₀ if p ≥ 0.05.Reject H₀ if p > 0.05.
Do not reject H₀ if p ≤ 0.05.

(d) What is the name of the test statistic? (Choose one)

Anderson-Darling's A²Shapiro-Wilk's W    Test of Constant VarianceKolmogorov-Smirnov's DThe Partial F TestTest of Independence

(e) State the appropriate test statistic name, test statistic value, and the associated p-value (Enter the test statistic value to three decimal places, and the p-value to four decimal places).

---Select--- z A D F t W =  , p  ---Select--- < ≥ ≤ > =  

(f) What conclusion can be drawn from the test result?

Do not reject H₀.The assumption of normally-distributed disturbances has been met.Do not reject H₀. The assumption of independence has been met.    Reject H₀. There is a linear relationship between x and y.Reject H₀. The assumption of independence has not been met.Do not reject H₀. There is not a linear relationship between x and y.Reject H₀. The assumption of constant variance has not been met.Do not reject H₀. The assumption of constant variance has been met.Reject H₀. The assumption of normally-distributed disturbances has not been met.

McHuffter Condominiums, Inc., of Pensacola, Florida, recently purchased land near the Gulf of Mexico and is attempting to determine the size of the condominium development it should build. Three sizes of develop-ment are being considered; Small, d1; Medium, d2; and large, d3. At the same time, an uncertain economy makes it difficult to ascertain the demand for the new condominiums. McHuffter's management realizes that a large development followed by a low demand could be very costly to the company. However, if McHuffter makes a conservative small-development decision and then finds a high demand, the firm's profits will be lower than they might have been. With the three levels of demand-low, medium and high. McHuffter's management has prepared the following profit ($000). (20 pts.) payoff table ------------------------------------------- Demand Decision ---------------------------- Alternatives Low Medium High ------------------------------------------- Small, d1 400 400 400 Medium, d2 100 600 600 Large, d3 -300 300 900 -------------------------------------------- a) If nothing is known about the demand probabilities, what are the recommended decision using the Maximax(optimistic), Maximin (pessi- mistic), and Minimax regret approaches? b) If P(low) = 0.20, P(medium) = 0.35, and P(high) = 0.45, What is the recommended decision using the expected value approach? c) What is the expected value of perfect information (EVPI)? You have to use regret table to get EVPI. Suppose that before making a final decision, McHuffter is considering conducting a survey to help evaluate the demand for the new condominium development. The survey report is anticipated to indicate one of two levels of demand: weak(W) or strong(S). The relevant probabilities are as follows: (25 pts) P(W)= 0.3 P(low/W) = 0.50 P(low/S) = 0.10 P(S)= 0.7 P(medium/W)= 0.40 P(medium/S)= 0.25 P(high/W) = 0.10 P(high/S) = 0.65 BDSC 340.001-3 d) Construct a decision tree for this problem and analyze it. e) What is McHuffter’s optimal decision? f) What is the expected value of the survey(sample) information? McHuffter Condominiums, Inc., of Pensacola, Florida, recently purchased land near the Gulf of Mexico and is attempting to determine the size of the condominium development it should build. Three sizes of develop-ment are being considered; Small, d1; Medium, d2; and large, d3. At the same time, an uncertain economy makes it difficult to ascertain the demand for the new condominiums. McHuffter's management realizes that a large development followed by a low demand could be very costly to the company. However, if McHuffter makes a conservative small-development decision and then finds a high demand, the firm's profits will be lower than they might have been. With the three levels of demand-low, medium and high. McHuffter's management has prepared the following profit ($000). (20 pts.) payoff table ------------------------------------------- Demand Decision ---------------------------- Alternatives Low Medium High ------------------------------------------- Small, d1 400 400 400 Medium, d2 100 600 600 Large, d3 -300 300 900 -------------------------------------------- a) If nothing is known about the demand probabilities, what are the recommended decision using the Maximax(optimistic), Maximin (pessi- mistic), and Minimax regret approaches? b) If P(low) = 0.20, P(medium) = 0.35, and P(high) = 0.45, What is the recommended decision using the expected value approach? c) What is the expected value of perfect information (EVPI)? You have to use regret table to get EVPI. Suppose that before making a final decision, McHuffter is considering conducting a survey to help evaluate the demand for the new condominium development. The survey report is anticipated to indicate one of two levels of demand: weak(W) or strong(S). The relevant probabilities are as follows: (25 pts) P(W)= 0.3 P(low/W) = 0.50 P(low/S) = 0.10 P(S)= 0.7 P(medium/W)= 0.40 P(medium/S)= 0.25 P(high/W) = 0.10 P(high/S) = 0.65 BDSC 340.001-3 d) Construct a decision tree for this problem and analyze it. e) What is McHuffter’s optimal decision? f) What is the expected value of the survey(sample) information?

1. Stock Valuation: A stock has an initial price of $100 per share, paid a dividend of $2.00 per share during the year, and had an ending share price of $125. Compute the percentage total return, capital gains yield, and dividend yield.

Capital Gains = 125-100 = 25 and Dividend Yield = $2

            Total return percent = (25+2)/100 = 27/100 = 27%

            Capital Gain return = 25/100 = 25%

            Dividend Yield = 2/100 = 2%

2. Total Return: You bought a share of 4% preferred stock for $100 last year. The market price for your stock is now $120. What was your total return for last year?

Dividend = 4% of 100 = $4. The capital gain = 120-100 = 20

Total return for last year = $24 = 24%

3. CAPM - A stock has a beta of 1.20, the expected market rate of return is 12%, and a risk-free rate of 5 percent. What is the expected rate of return of the stock?

CAPM - Expected return of Stock = Rf + beta*(Rm - Rf) = 5 +1.2*(12-5) = 13.4%

4. WACC: The Corporation has a targeted capital structure of 80% common stock and 20% debt. The cost of equity is 12% and the cost of debt is 7%. The tax rate is 30%. What is the company's weighted average cost of capital (WACC)?

We*Re + Wd*Rd*(1-T) = 0.8*12 + 0.2*7*(1-0.3) = 10.58%

5. Flotation Costs: Medina Corp. has a debt-equity ratio of .75. The company is considering a new plant that will cost $125 million to build. When the company issues new equity, it incurs a flotation cost of 10%. The flotation cost on new debt is 4%. What is the initial cost of the plant if the company raises all equity externally?

125 million will be raised by issuing both debt and equity so that D/E remains 0.75.

D = 0.75E

E + 0.75E = 125

E = 71.43, D =125- 71.43 = 53.57

Initial cost of the plant will be = 125 + 71.43*0.10 + 53.57*0.04 = 125 + 9.2858 = 134.2858

1. Stock Valuation: A stock has an initial price of $100 per share, paid a dividend of $2.00 per share during the year, and had an ending share price of $125. Compute the percentage total return, capital gains yield, and dividend yield.

Capital Gains = 125-100 = 25 and Dividend Yield = $2

            Total return percent = (25+2)/100 = 27/100 = 27%

            Capital Gain return = 25/100 = 25%

            Dividend Yield = 2/100 = 2%

2. Total Return: You bought a share of 4% preferred stock for $100 last year. The market price for your stock is now $120. What was your total return for last year?

Dividend = 4% of 100 = $4. The capital gain = 120-100 = 20

Total return for last year = $24 = 24%

3. CAPM - A stock has a beta of 1.20, the expected market rate of return is 12%, and a risk-free rate of 5 percent. What is the expected rate of return of the stock?

CAPM - Expected return of Stock = Rf + beta*(Rm - Rf) = 5 +1.2*(12-5) = 13.4%

4. WACC: The Corporation has a targeted capital structure of 80% common stock and 20% debt. The cost of equity is 12% and the cost of debt is 7%. The tax rate is 30%. What is the company's weighted average cost of capital (WACC)?

We*Re + Wd*Rd*(1-T) = 0.8*12 + 0.2*7*(1-0.3) = 10.58%

5. Flotation Costs: Medina Corp. has a debt-equity ratio of .75. The company is considering a new plant that will cost $125 million to build. When the company issues new equity, it incurs a flotation cost of 10%. The flotation cost on new debt is 4%. What is the initial cost of the plant if the company raises all equity externally?

125 million will be raised by issuing both debt and equity so that D/E remains 0.75.

D = 0.75E

E + 0.75E = 125

E = 71.43, D =125- 71.43 = 53.57

Initial cost of the plant will be = 125 + 71.43*0.10 + 53.57*0.04 = 125 + 9.2858 = 134.2858

Based on the above answers explain how companies make financial decisions

Look over Samantha's Handout of Information you were provided above. Similar to how you wrote about your goals for your own Diet Analysis, use Samantha's information to answer these questions.

• Do you think that Samantha's diet is sufficient enough to satisfy her hunger?
• Suggest FOUR changes in her diet (focus on food groups, nutrients, and other specific categories)
• Explain how she can make each change (i.e., decrease X, increase Y, etc. and by eating specifically which types of foods - please give examples
• What will happen if she stays on the current path and doesn't make the particular change you suggest?

Again, be specific. Do not just say food X has more nutrients - explain which nutrients exactly (in other words, for example, type of carb, type of fat, type of vitamins and/or minerals, etc., etc.). Explain the health effects of each change as you discuss, do not list overall health benefits in a sentence at the end of the suggested three changes.

Remember to use food examples and explain changes rather than saying "she needs to eat healthier, eat better, watch his weight," etc.).  

iProfile / Intake Compared to DRI / Basic View Samantha
Start date: Tue Nov 27 2018 End date: Tue Nov 27 2018
Nutrient My DRI My Intakes
Kilocalories 2592 kcal 2780 kcal
107.2%
Calories from Fat 648 - 907 kcal 714 kcal within recommended range
Fat, Total 72 - 101 g 79 g within recommended range
Saturated Fat < 28.8 g 29.7 g above recommended range
Trans Fatty Acid minimize 0.0 g within recommended range
Monounsaturated Fat not determined 10.4 g n/a
Polyunsaturated Fat not determined 6.1 g n/a
PFA 18:2, Linoleic 16.0 g 5.3 g
33.4%
PFA 18:3, Linolenic 1.6 g 0.5 g
31.3%
Cholesterol not determined 134 mg n/a
Carbohydrate 292 - 421 g 452 g above recommended range
Sugar, Total not determined 292 g n/a
Dietary Fiber, Total 38 g 11 g
28.1%
Soluble Fiber not determined 0 g n/a
Insoluble Fiber not determined 0 g n/a
Protein 65 - 194 g 70 g within recommended range
Protein Based on Body
Weight
64 g 70 g
108.9%
Moisture 3300 g 249 g
7.5%
Vitamin A (RAE) 900 μg 740 μg
82.2%
Vitamin D (ug) 15 μg 7 μg
47.8%
Vitamin E (Alpha-
Tocopherol)
15 mg 2 mg
16.1%
Vitamin K 75 μg 11 μg
14.6%
Thiamin 1.2 mg 1.7 mg
145.0%
Riboflavin 1.3 mg 2.2 mg
166.9%
iProfile 3.1 Copyright © 2018 John Wiley & Sons, Inc. All rights reserved.
2
Nutrient My DRI My Intakes
Niacin 16 mg 24 mg
152.7%
Pantothenic Acid 5.0 mg 2.3 mg
46.2%
Pyridoxine (Vitamin B6) 1.3 mg 2.4 mg
183.8%
Folate (DFE) 400 μg 1405 μg
351.2%
Cobalamin (Vitamin B12) 2.4 μg 7.2 μg
299.2%
Vitamin C 75 mg 28 mg
37.2%
Sodium 1500 - 2300 mg 3269 mg above recommended range
Potassium 4700 mg 1157 mg
24.6%
Calcium 1300 mg 734 mg
56.5%
Magnesium 410 mg 123 mg
30.1%
Iron 11 mg 19 mg
172.7%
Zinc 11 mg 18 mg
159.6%
Alcohol not determined 0 g n/a
Caffeine not determined 347 mg n/a

iProfile / Intake Spreadsheet Samantha
Start date: Tue Nov 27 2018 End date: Tue Nov 27 2018
Item Name Quantity Weight Kilocalories
(kcal)
Calories
from Fat
(kcal)
SNICKERS Candy Bar 1 items 52.7 g 250.0 108.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
9.5 fl.oz 280.6 g 200.0 27.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
9.5 fl.oz 280.6 g 200.0 27.0
MOUNTAIN DEW Soda 12 fl.oz 354.5 g 170.0 0.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
3 slcs 276.0 g 810.0 351.0
GENERAL MILLS LUCKY CHARMS Cereal 3 cups 108.0 g 440.0 36.0
Milk, Whole 3.3% 8 fl.oz 244.0 g 148.8 71.4
French Fries, Fried in Vegetable Oil, Fast
Food
2.5 oz 70.9 g 221.1 93.9
MOUNTAIN DEW Soda 24 fl.oz 709.0 g 340.0 0.0
Totals 2780 714
Item Name Fat, Total
(g)
Saturated
Fat (g)
Trans Fatty
Acid (g)
Monounsatu
rated Fat (g)
SNICKERS Candy Bar 12.0 4.5 0.0 4.15
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
3.0 2.0 0.0 -
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
3.0 2.0 0.0 -
MOUNTAIN DEW Soda 0.0 0.0 0.0 0.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
39.0 15.0 0.0 -
GENERAL MILLS LUCKY CHARMS Cereal 4.0 0.0 0.0 0.0
Milk, Whole 3.3% 7.9 4.55 - 1.98
French Fries, Fried in Vegetable Oil, Fast
Food
10.4 1.65 0.04 4.23
MOUNTAIN DEW Soda 0.0 0.0 0.0 0.0
iProfile 3.1 Copyright © 2018 John Wiley & Sons, Inc. All rights reserved.
2
Totals 79 29.7 0.0 10.4
Item Name Polyunsatur
ated Fat (g)
PFA 18:2,
Linoleic (g)
PFA 18:3,
Linolenic (g)
Cholesterol
(mg)
SNICKERS Candy Bar 1.76 1.56 0.02 5.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - - 15.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - - 15.0
MOUNTAIN DEW Soda 0.0 0.0 0.0 0.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- - - 75.0
GENERAL MILLS LUCKY CHARMS Cereal 0.0 0.0 0.0 0.0
Milk, Whole 3.3% 0.47 0.29 0.18 24.4
French Fries, Fried in Vegetable Oil, Fast
Food
3.82 3.5 0.3 0.0
MOUNTAIN DEW Soda 0.0 0.0 0.0 0.0
Totals 6.1 5.3 0.5 134
Item Name Carbohydrat
e (g)
Sugar, Total
(g)
Dietary
Fiber, Total
(g)
Soluble
Fiber (g)
SNICKERS Candy Bar 33.0 27.0 1.0 -
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
37.0 32.0 0.0 0.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
37.0 32.0 0.0 0.0
MOUNTAIN DEW Soda 46.0 46.0 0.0 0.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
78.0 6.0 3.0 -
GENERAL MILLS LUCKY CHARMS Cereal 88.0 44.0 4.0 -
Milk, Whole 3.3% 11.7 12.3 0.0 0.0
French Fries, Fried in Vegetable Oil, Fast
Food
29.4 0.2 2.7 -
MOUNTAIN DEW Soda 92.0 92.0 0.0 0.0
Totals 452 292 11 0
Item Name Insoluble Protein (g) Moisture (g) Vitamin A
iProfile 3.1 Copyright © 2018 John Wiley & Sons, Inc. All rights reserved.
3
Fiber (g) (RAE) (μg)
SNICKERS Candy Bar - 4.0 3.3 24.2
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
0.0 6.0 - 0.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
0.0 6.0 - 0.0
MOUNTAIN DEW Soda 0.0 0.0 - 0.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- 36.0 - -
GENERAL MILLS LUCKY CHARMS Cereal - 8.0 3.4 603.7
Milk, Whole 3.3% 0.0 7.7 215.0 112.2
French Fries, Fried in Vegetable Oil, Fast
Food
- 2.4 27.3 0.0
MOUNTAIN DEW Soda 0.0 0.0 - 0.0
Totals 0 70 249 740
Item Name Vitamin D
(ug) (μg)
Vitamin E
(Alpha-
Tocopherol)
(mg)
Vitamin K
(μg)
Thiamin
(mg)
SNICKERS Candy Bar 0.0 0.8 1.0 0.03
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - - -
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - - -
MOUNTAIN DEW Soda - - - -
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- - - -
GENERAL MILLS LUCKY CHARMS Cereal 4.0 0.3 1.3 1.48
Milk, Whole 3.3% 3.2 0.2 0.7 0.11
French Fries, Fried in Vegetable Oil, Fast
Food
0.0 1.2 7.9 0.12
MOUNTAIN DEW Soda - - - -
Totals 7 2 11 1.7
Item Name Riboflavin
(mg)
Niacin (mg) Pantothenic
Acid (mg)
Pyridoxine
(Vitamin B6)
iProfile 3.1 Copyright © 2018 John Wiley & Sons, Inc. All rights reserved.
4
(mg)
SNICKERS Candy Bar 0.06 2.1 0.31 0.05
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - - -
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - - -
MOUNTAIN DEW Soda - - - -
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- - - -
GENERAL MILLS LUCKY CHARMS Cereal 1.68 20.0 0.68 2.0
Milk, Whole 3.3% 0.41 0.2 0.91 0.08
French Fries, Fried in Vegetable Oil, Fast
Food
0.02 2.1 0.41 0.26
MOUNTAIN DEW Soda - - - -
Totals 2.2 24 2.3 2.4
Item Name Folate
(DFE) (μg)
Cobalamin
(Vitamin
B12) (μg)
Vitamin C
(mg)
Sodium
(mg)
SNICKERS Candy Bar 18.2 0.09 0.6 120.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - 0.0 100.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- - 0.0 100.0
MOUNTAIN DEW Soda - - 0.0 65.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- - - 1740.0
GENERAL MILLS LUCKY CHARMS Cereal 1353.2 6.0 24.0 760.0
Milk, Whole 3.3% 12.2 1.09 0.0 104.9
French Fries, Fried in Vegetable Oil, Fast
Food
21.3 0.0 3.3 148.8
MOUNTAIN DEW Soda - - 0.0 130.0
Totals 1405 7.2 28 3269
Item Name Potassium
(mg)
Calcium
(mg)
Magnesium
(mg)
Iron (mg)
SNICKERS Candy Bar 189.6 40.0 42.3 0.4
iProfile 3.1 Copyright © 2018 John Wiley & Sons, Inc. All rights reserved.
5
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
20.0 3.0 - 0.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
20.0 3.0 - 0.0
MOUNTAIN DEW Soda 5.0 0.0 - 0.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- - - -
GENERAL MILLS LUCKY CHARMS Cereal 180.0 400.0 32.0 18.0
Milk, Whole 3.3% 322.1 275.7 24.4 0.1
French Fries, Fried in Vegetable Oil, Fast
Food
410.4 12.8 24.8 0.6
MOUNTAIN DEW Soda 10.0 0.0 - 0.0
Totals 1157 734 123 19
Item Name Zinc (mg) Alcohol (g) Caffeine
(mg)
SNICKERS Candy Bar 1.3 0.0 4.7
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- 0.0 90.0
STARBUCKS FRAPPUCCINO Bottled Coffee
Drink, Coffee
- 0.0 90.0
MOUNTAIN DEW Soda - 0.0 54.0
PIZZA HUT Pizza, Ultimate Cheese Lover's,
Pan, Medium, 12 inch
- 0.0 0.0
GENERAL MILLS LUCKY CHARMS Cereal 15.0 0.0 0.0
Milk, Whole 3.3% 0.9 0.0 0.0
French Fries, Fried in Vegetable Oil, Fast
Food
0.3 0.0 0.0
MOUNTAIN DEW Soda - 0.0 108.0
Totals 18 0 347

Please assume that his gross income is $172,900 (which consists only of salary) for purposes of this problem.

December 31, 2018 To the friendly student tax preparer: Hi, it’s Shady Sam again. I just got back from my 55th birthday party, and I’m told that you need some more information from me in order to complete my tax return. I’m an open book! I’ll tell you whatever I think you need to know. Let me tell you a few more things about my life. As you may recall, I am divorced from my wife, Mary. I know that it’s unusual, but I have custody of my son, Shady, Jr. The judge owed me a few favors and I really love the kid. He lives with me full-time and my wife gets him every other weekend. I pay the vast majority of my son’s expenses. I think Mary should have to pay some child support, but she doesn’t have to pay a dime. The judge didn’t owe me that much, I guess. I had to move this year after getting my job at Dr. Cola. We moved on February 3 of this year, and I worked my job at Dr. Cola for the rest of the year. I still live in the same state, but I moved 500 miles away from my old house. I hired a moving company to move our stuff at a cost of $2,300, and I drove Junior in my car. Junior and I got a hotel room along the way that cost us $65 (I love Super 8!). Can you believe I’m still paying off my student loans, even after 15 years? I paid a total of $900 in interest on my old student loans this year. Remember when I told you about that guy that hit me with his car? I had a bunch of medical expenses that were not reimbursed by the lawsuit or by my insurance. I incurred a total of $20,000 in medical expenses, and I was only reimbursed for $11,000. Good thing I can write off medical expenses, right? I contributed a lot of money to charity this year (and have receipt documentation for all contributions). I’m such a nice guy! I gave $1,000 in cash to the March of Dimes. I contributed some of my old furniture to the church. It was some good stuff! I contributed a red velvet couch and my old recliner. The furniture is considered vintage and is worth $5,000 today (the appraiser surprised me!), even though I only paid $1,000 for it back in the day. When I contributed the furniture, the pastor said he didn’t like the fabric and was going to sell the furniture to pay for some more pews in the church. Oh well, some people just have no taste, right? Dr. Cola had a charity drive for the United Way this year and I contributed $90. Turns out, I don’t even miss it, because Dr. Cola takes it right off my paycheck every month . . . $15 a month starting in July. My pay stub verifies that I contributed the $90 to the United Way. Oh, one other bit of charity from me this year. An old buddy of mine was down on his luck. He lost his job and his house. I gave him $500 to help him out. I paid a lot of money in interest this year. I paid a total of $950 in personal credit card interest. I also paid $19,000 in interest on my $500,000 home mortgage that helped me buy my dream home. I also paid $2,500 in real estate taxes for my new house. A few other things I want to tell you about this year. Someone broke into my house and stole my kid’s brand new bicycle and my set of golf clubs. The total loss from theft was $900. I paid $125 in union dues this year. I had to pay $1,200 for new suits for my job. Dr. Cola requires its managers to wear suits every day on the job. I spent a total of $1,300 to pay for gas to commute to my job this year. Oh, this is pretty cool. I’ve always wanted to be a firefighter. I spent $1,400 in tuition to go to the local firefighter’s school. I did this because someone told me that I can deduct the tuition as an itemized deduction, so the money would be coming back to me. That should be all the information you need right now. Oh yea, Dr. Cola has withheld a whopping $30,000 from my paycheck in Federal income taxes. Surely I’ll get some of that back. (Assume Shady lives in Texas where there is no state income tax).

REQUIRED:
(1) Determine Shady’s taxable income for 2018. In your response, list those items that are not deductible and explain why (Shady would want to know).

(2) Determine Shady’s tax liability assuming he is able to file as head of household. Use the 2018 Tax Rate Schedules.

(3) Will Shady get a refund or will he owe some additional Federal income tax?