For the following reaction, KcKc = 255 at 1000 KK.
CO (g) + Cl2 (g) ⇌ COCl2 (g)CO (g) + Cl2 (g) ⇌ COCl2 (g)
A reaction mixture initially contains a COCO concentration of 0.1550 MM and a Cl2Cl2 concentration of 0.173 MM at 1000 KK.

a) What is the equilibrium concentration of COCO at 1000 KK?

b) What is the equilibrium concentration of Cl2Cl2 at 1000 KK?

c) What is the equilibrium concentration of COCl2COCl2 at 1000 KK?

please show work!

Allowance method entries

The following transactions were completed by Wild Trout Gallery during the current fiscal year ended December 31:

Required:

1. Record the January 1 credit balance of $35,700 in a T account presented below in requirement 2b for Allowance for Doubtful Accounts.

2. a. Journalize the transactions. If an amount box does not require an entry, leave it blank. Note: For the December 31 adjusting entry, assume the $862,500 balance in accounts receivable reflects the adjustments made during the year.

2. b. Post each entry that affects the following T accounts and determine the new balances:

3. Determine the expected net realizable value of the accounts receivable as of December 31 (after all of the adjustments and the adjusting entry).
$

4. Assuming that instead of basing the provision for uncollectible accounts on an analysis of receivables, the adjusting entry on December 31 had been based on an estimated expense of ½ of 1% of the sales of $5,330,000 for the year, determine the following:

a. Bad debt expense for the year.
$

b. Balance in the allowance account after the adjustment of December 31.
$

c. Expected net realizable value of the accounts receivable as of December 31 (after all of the adjustments and the adjusting entry).
$

The following transactions were completed by The Wild Trout Gallery during the current fiscal year ended December 31:

Required:

1. Record the January 1 credit balance of $45,300 in a T account presented below in requirement 2b for Allowance for Doubtful Accounts.

2. a. Journalize the transactions. For a compound transaction, if an amount box does not require an entry, leave it blank. Note: For the December 31 adjusting entry, assume the $1,094,800 balance in accounts receivable reflects the adjustments made during the year.

2. b. Post each entry that affects the following T accounts and determine the new balances:

3. Determine the expected net realizable value of the accounts receivable as of December 31 (after all of the adjustments and the adjusting entry).
$

4. Assuming that instead of basing the provision for uncollectible accounts on an analysis of receivables, the adjusting entry on December 31 had been based on an estimated expense of ½ of 1% of the sales of $6,760,000 for the year, determine the following:

a. Bad debt expense for the year.
$

b. Balance in the allowance account after the adjustment of December 31.
$

c. Expected net realizable value of the accounts receivable as of December 31 (after all of the adjustments and the adjusting entry).
$

On January 1, 2018, Co. P acquired 90% of Co. S for $550,000, plus $15,000 in acquisition costs. On the date of acquisition, Co. S had the following balance sheet:

An appraisal indicates that the following items have fair values that differed from their book values:

Immediately after the purchase, Co. P had the following balance sheet:

(1) Record the investment in Co. S.

(2) Prepare a value analysis schedule for the Investment in Co. S.

(3) Prepare a determination and distribution schedule for the investment in Co. S.

(4) Prepare all required elimination ertries for the January 1, 2018 consolidated worksheet in general journal form.

*Below is what I have for parts 1-3 so far, but I'm struggling with part 4 (something in 3 may be incorrect).

(1)       Investment in State                                                                550,000

            Acquisition Expense                                                                15,000

                        Cash                                                                                        565,000

(2)

(3)

1. (2 pts)The probability that Sue will go to Mexico in the winter and to France in the summer is 0.40. The probability that she will go to Mexico in the winter is 0.60. Find the probability that she will go to France this summer given that she just returned from her winter vacation in Mexico.

2. (2 pts ) A fair die is tossed. Find the probability P(less than 5|even).

3. ( 2 pts) You have decided to take a vacation. You want to go from Los Angeles to San Francisco and then to Hawaii, and you have all summer for your trip. To get from L.A. to San Francisco you can choose to drive, fly, take a bus, or take the train. From San Francisco to Hawaii you can fly, cruise, or sail. In how many different ways can you travel from Los Angeles to Hawaii?

4. (2 pts) How many arrangements of the letters in the word SQUARE begin with SQ?

5. (2 pts) The volleyball team is sponsoring a mixed-doubles sand court volleyball tournament and sixteen pairs have signed up for the chance to win one of the seven trophies and cash prizes. In how many different ways can the teams be chosen and arranged for the top seven slots?

Bramble Company owns 9,000 acres of timberland purchased in 2006 at a cost of $1,540 per acre. At the time of purchase, the land without the timber was valued at $440 per acre. In 2007, Bramble built fire lanes and roads, with a life of 30 years, at a cost of $92,400. Every year, Bramble sprays to prevent disease at a cost of $3,300 per year and spends $7,700 to maintain the fire lanes and roads. During 2008, Bramble selectively logged and sold 770,000 board feet of timber, of the estimated 3,850,000 board feet. In 2009, Bramble planted new seedlings to replace the trees cut at a cost of $110,000.

A. Determine the depreciation expense and the cost of timber sold related to depletion for 2008. (Round intermediate calculations to 5 decimal places, e.g. 1.54687 and final answers to 0 decimal places, e.g. 5,125.)

B. Bramble has not logged since 2008. If Bramble logged and sold 990,000 board feet of timber in 2019, when the timber cruise (appraiser) estimated 5,500,000 board feet, determine the cost of timber sold related to depletion for 2019. (Round intermediate calculations to 5 decimal places, e.g. 1.54687 and final answers to 0 decimal places, e.g. 5,125.)

Mary Smith, a CFA candidate, was recently hired for an analyst position at the Bank of Ireland. Her first assignment is to examine the competitive strategies employed by various French wineries.

Smith’s report identifies four wineries that are the major players in the French wine industry. Key characteristics of each are cited in the table below. In the body of Smith’s report, she includes a discussion of the competitive structure of the French wine industry. She notes that over the past five years, the French wine industry has not responded to changing consumer tastes. Profit margins have declined steadily, and the number of firms representing the industry has decreased from 10 to 4. It appears that participants in the French wine industry must consolidate to survive.

Characteristics of Four Major French Wineries

Smith’s report notes that French consumers have strong bargaining power over the industry. She supports this conclusion with five key points, which she labels “Bargaining Power of Buyers”:

• Many consumers are drinking more beer than wine with meals and at social occasions.
• Increasing sales over the Internet have allowed consumers to better research the wines, read opinions from other customers, and identify which producers have the best prices.
• The French wine industry is consolidating and consists of only 4 wineries today compared to 10 wineries five years ago.
• More than 65% of the business for the French wine industry consists of purchases from restaurants. Restaurants typically make purchases in bulk, buying four to five cases of wine at a time.
• Land where the soil is fertile enough to grow grapes necessary for the wine production process is scarce in France.

After completing the first draft of her report, Smith takes it to her boss, RonVanDriesen, to review. VanDriesen tells her that he is a wine connoisseur himself and often makes purchases from the South Winery. Smith tells VanDriesen, “In my report I have classified the South Winery as a stuck-in-the-middle firm. It tries to be a cost leader by selling its wine at a price that is slightly below the other firms, but it also tries to differentiate itself from its competitors by producing wine in bottles with curved necks, which increases its cost structure. The end result is that the South Winery’s profit margin gets squeezed from both sides.” VanDriesen replies, “I have met members of the management team from the South Winery at a couple of the wine conventions I have attended. I believe that the South Winery could succeed at following both a cost leadership and a differentiation strategy if its operations were separated into distinct operating units, with each unit pursuing a different competitive strategy.” Smith makes a note to do more research on generic competitive strategies to verify VanDriesen’s assertions before publishing the final draft of her report.

Smith knows that a firm’s generic strategy should be the centerpiece of a firm’s strategic plan. On the basis of a compilation of research and documents, Smith makes three observations about the North Winery and its strategic planning process. Which of these observation(s) least support the conclusion that the North Winery’s strategic planning process is guided and informed by its generic competitive strategy? (Select all that apply. In order to receive full credit, you must make a selection for each option. For correct answer(s), click the option once to place a check mark. For incorrect answer(s), click the option twice to place an "x".)

• North Winery's price and cost forecasts account for future changes in the structure of the French wine industry.unchecked
• North Winery is a list of unrelated action items that does not lead to a sustainable competitive advantage.unanswered
• North Winery places each of its business units into one of three categories: build, hold, or harvest.unanswered
• North Winery's price and cost forecasts account for future changes in the structure of the French wine industry.unanswered
• North Winery uses market share as the key measure of its competitive position.unanswered
• North Winery places each of its business units into one of three categories: build, hold, or harvest.unanswered
• North Winery uses market share as the key measure of its competitive position.unanswered

please I want new answer Do not copy from anyone here

Learning Outcomes:

1. Identify the different elements and issues of organizations development and creating the need for change.

2. Analyze the strategic role of change in the organization and its impact on organizational performance

Overcoming barriers to change: A Corus case study

Overview of the Case:

Corus was formed in 1999 when the former British Steel plc merged with the Dutch company, Hoogovens. Corus is now a subsidiary of the Indian-owned Tata Group. Corus has three operating divisions and employs 40,000 people worldwide. Corus Strip Products UK (CSP UK) is based at Port Talbot and Llanwern, Newport in South Wales. CSP UK makes steel in strip form. This is used in markets such as vehicle manufacture, construction, electrical appliances, tubes and packaging. Corus aims to be a leader in the steel industry by providing better products, higher quality customer service and better value for money than its rivals. In 2005 CSP UK introduced a cultural plan for change called 'The Journey'. The company wanted to address a wide range of business challenges, but the common theme was the fundamental way that people at all levels went about their work. The Journey focused on the values and beliefs of its people. Vitally, this was not limited to employees, but it included contractors, suppliers and other partners. This community of people together redefined eight core values. These provided the guiding principles by which Corus people would work. By early 2007, all employees had been provided with a booklet outlining the CSP Journey values and the behaviours the company expected them to follow. The new values encourage individuals to be accountable for their actions. For example, previously, there had been tragic accidents on site and other health and safety issues, such as poor driving behaviour. This needed to change. The Journey programme has taken a positive approach so that it now steers everything CSP UK does and underpins the culture of the organization.

Questions:

1. Analyze and discuss the five key elements of successful change management.

2. Explore the processes of change associated with each element.

This is my lab and I am very confused regarding the calculations! It is supposes to demonstrate Le Chatelier’s principle.

After doing the following I need to calculate the molar absorbance for Co(H20)6 2+. The path length is 1cm and absorbance is .551. I got 5.51 L/mol *cm.

I also need to calculate the CoCl4 2- molar absorbance which I do not understand. The absorbance is .570 and the path length is 1cm. I do not know how to find the concentration.

1.Obtain a 10 mL graduated cylinder and three, 1 cm diameter spectrophotometer cells (cuvettes).

2. Fill one cuvette about ¾ full with deionized water. This cuvette will be used as the blank, to zero the instrument.

3. Fill a second cuvette about ¾ full with 0.10 M Co(NO3)2 .6H2O.

4. Prepare 100 mL of a 0.010 M Co(NO3)2 . 6H2O solution. Add exactly 10.0 mL of 0.10 M Co(NO3)2*6H2O to a 100 mL volumetric flask and dilute with deionized water to the mark.

5. Use the 10.0 ml graduated cylinder to prepare a solution of [CoCl4]2-. To the 10 mL graduated cylinder add 1.0 mL of 0.010 M Co(NO3)2 * 6H2O (prepared in step 4). Carefully pipette 4.0 mL of 12 M HCl into the graduated cylinder so that the total volume is 5 mL. Mix well.

6. Fill the third cuvette about ¾ full with the solution from step 5.

7. Obtain an equilibrium mixture from your instructor. This will be cuvette 4.