Oriole Company was organized on July 1, 2019. Quarterly financial statements are prepared. The unadjusted and adjusted trial balances as of September 30 are shown as follows. Journalize the adjusting entries that were made AND create an income statement, retained earnings, and balance sheet.

Oriole Company was organized on July 1, 2019. Quarterly financial statements are prepared. The unadjusted and adjusted trial balances as of September 30 are shown as follows.

FIRST Journalize the adjusting entries that were made THEN create an income statement, retained earnings, and balance sheet.

Data reported for West’s four operating divisions are as follows:

Intersegment sales are priced at cost, and all goods have been subsequently sold to nonaffiliates. Some joint production costs are allocated to the divisions based on total sales. These joint costs were $45,000 in 20X2. The company’s corporate center had $30,000 of general corporate expenses and $130,000 of assets that the chief operating decision maker did not use in making the decision regarding the operating segments.

Chicago-based Groupon was launched in 2008 by Andrew Mason with the idea to email subscribers daily deals of heavily discounted coupons for local restaurants, theatres, spas, etc. Via the emails or by visiting the Groupon website customers purchase these substantially discounted deals in the form of electronic coupons which can be redeemed at the local merchant. Groupon brings exposure and more customers to the merchants and charges them commissions for the same. The venture rapidly grew into a daily deal giant and became the fastest-growing internet business ever to reach a $1bn valuation milestone and, thus, became a 'unicorn' (name for start-ups with valuations over $1bn). In 2010 Groupon rejected a $6bn (€4.5bn) takeover bid by Google and instead went public at $10bn in 2011.

While Groupon's daily deals were valued by customers - the company quickly spread to over 40 countries - they also attracted thousands of copycats worldwide. Investors questioned Groupon's business and to what extent it had rare and inimitable resources and capabilities. CEO Andrew Mason denied in the Wall Street Journal (WSJ) that the model was too easy to replicate:

'There's proof. There are over 2000 direct clones of the Groupon business model. However, there's an equal amount of proof that the barriers to success are enormous. In spite of all those competitors, only a handful is remotely relevant.

This, however, did not calm investors and Groupon shares fell by 80 per cent at its all-time low in 2012. One rare asset Groupon had was its customer base of more than 50 million customers, which could possibly be difficult to imitate. The more customers, the better deals and this would make customers come to Groupon rather than the competitors and the cost for competitors to acquire customers would go up. Further defending Groupon's competitiveness, the CEO emphasised in WS) that it is not as simple as providing daily deals, but that a whole series of things have to work together, and competitors would have to replicate everything in its operational complexity":

'People overlook the operational complexity. We have 10,000 employees across 46 countries. We have thousands of salespeople talking to tens of thousands of merchants every single day. It's not an easy thing to build.

Mason also emphasised Groupon's advanced technology platform that allowed the company to 'provide better targeting to customers and give them deals that are more relevant to them'. Part of this platform, however, was built via acquisitions - a route competitors possibly also could take.

If imitation is the highest form of flattery Groupon has been highly complimented, but investors have not been flattered. Consequently, Andrew Mason was forced out in 2013, succeeded by the chairman Eric Lefkofsky. Even though Amazon and other copycats left the daily-deals business he struggled to explain how Groupon would fight off imitators. The company was forced to exit over 30 international markets. Lefkofsky later returned to his chairman role and was followed by Rich Williams in 2015. He managed to turn Groupon profitable for the first time ever in 2017, but still did not regain investors' confidence with the share price still below $4, far from the $20 IPO price. Williams, however, was optimistic:

'[Groupon) is one of the first unicorns. It got a lot of praise and attention it didn't deserve at the beginning. We've not recovered from that. Over time, the numbers will speak for themselves.'


NOTE " ANSWER IN SRTATEGIC MANAGEMENT WAY "

1. Carry out a PESTEL analysis at the time of Coved 19.

Case study

Chicago-based Groupon was launched in 2008 by Andrew Mason with the idea to email subscribers daily deals of heavily discounted coupons for local restaurants, theatres, spas, etc. Via the emails or by visiting the Groupon website customers purchase these substantially discounted deals in the form of electronic coupons which can be redeemed at the local merchant. Groupon brings exposure and more customers to the merchants and charges them commissions for the same. The venture rapidly grew into a daily deal giant and became the fastest-growing internet business ever to reach a $1bn valuation milestone and, thus, became a 'unicorn' (name for start-ups with valuations over $1bn). In 2010 Groupon rejected a $6bn (€4.5bn) takeover bid by Google and instead went public at $10bn in 2011.

While Groupon's daily deals were valued by customers - the company quickly spread to over 40 countries - they also attracted thousands of copycats worldwide. Investors questioned Groupon's business and to what extent it had rare and inimitable resources and capabilities. CEO Andrew Mason denied in the Wall Street Journal (WSJ) that the model was too easy to replicate:

'There's proof. There are over 2000 direct clones of the Groupon business model. However, there's an equal amount of proof that the barriers to success are enormous. In spite of all those competitors, only a handful is remotely relevant.

This, however, did not calm investors and Groupon shares fell by 80 per cent at its all-time low in 2012. One rare asset Groupon had was its customer base of more than 50 million customers, which could possibly be difficult to imitate. The more customers, the better deals and this would make customers come to Groupon rather than the competitors and the cost for competitors to acquire customers would go up. Further defending Groupon's competitiveness, the CEO emphasised in WS) that it is not as simple as providing daily deals, but that a whole series of things have to work together, and competitors would have to replicate everything in its operational complexity":

'People overlook the operational complexity. We have 10,000 employees across 46 countries. We have thousands of salespeople talking to tens of thousands of merchants every single day. It's not an easy thing to build.

Mason also emphasised Groupon's advanced technology platform that allowed the company to 'provide better targeting to customers and give them deals that are more relevant to them'. Part of this platform, however, was built via acquisitions - a route competitors possibly also could take.

If imitation is the highest form of flattery Groupon has been highly complimented, but investors have not been flattered. Consequently, Andrew Mason was forced out in 2013, succeeded by the chairman Eric Lefkofsky. Even though Amazon and other copycats left the daily-deals business he struggled to explain how Groupon would fight off imitators. The company was forced to exit over 30 international markets. Lefkofsky later returned to his chairman role and was followed by Rich Williams in 2015. He managed to turn Groupon profitable for the first time ever in 2017, but still did not regain investors' confidence with the share price still below $4, far from the $20 IPO price. Williams, however, was optimistic:

'[Groupon) is one of the first unicorns. It got a lot of praise and attention it didn't deserve at the beginning. We've not recovered from that. Over time, the numbers will speak for themselves.'

NOTE " ANSWER IN SRTATEGIC MANAGEMENT WAY "

4. Evaluate the strengths of the industry's entry barriers according to Porter's criteria.

Write a menu driven C++ program that prints the day number of the year , given the date in the form of month-day-year. For example , if the input is 1-1-2006 , then the day number is 1. If the input is 12-25- 2006 , the day number is 359. The program should check for a leap year. A year is leap if it is divisible by 4 but not divisible by 100. For example , 1992 , and 2008 are divisible by 4 and not divisible by 400. A year that is divisible by 100 is a leap year if it is also divisible by 400. For example , 1600 and 2000 are divisible by 400 , however , 1800 is not a leap year because 1800 is not divisible by 400. Program terminates when the user type in n or N. Fall 2020 – Introduction to C++ Programming Fall 2020 - Husain Gholoom – Senior Lecturer in Computer Science Page 2 Note : Your program must contain the following 6 functions : 1. A function that returns a Boolean value indicating whether or not the day entered is between 1 and 31. 2. A function that returns a Boolean value indicating whether or not the month entered is between 1 and 12. 3. A function that returns a Boolean value indicating whether or not the year entered is greater than 0 and less than or equal to current year. 4. A function that returns a Boolean value indicating whether or not the year entered is a leap year. 5. A function that returns a string value indicating the name of the month. 6. A function that returns a integer value indicating actual number of day that is equivalent to day, month, and year that is entered.

Rules : 1. Your program must compile and run using Code:Blocks version 17.12 under windows. 2. Your program must be documented according the style above . See the website for the sample programming style program. 3. You must use the appropriate libraries in writing this program. 4. You can not use any concept that was not discussed in the class such as arrays , global variables … etc . 5. Must use functions ( prototypes and definitions ) , repetitions , control structures and switch statements. 6. Must properly format the output by use the appropriate library. See the output below. Note that in the following 3 lines : Day Manipulation program by Husain Gholoom 11 / 02 / 2020 • Replace my first / last name with your own first / last name.

Preparation of accounts and Cash flow statement.

The following is a listing of the accounts of Sally’s Struthers Co. at December 31, 2002.

Cash                   $20,000
Accounts Receivable 30,000
Inventory (8 Struthers @ $5,000 each) 40,000
Prepaid Insurance 1,000
Vehicles           100,000
Accumulated Depreciation-Vehicles              36,000
Equipment           300,000
Accumulated Depreciation-Equipment        150,000
Security Deposits                                              3,000
Accounts Payable 12,000
Taxes Payable 10,000
Wages Payable    5,000
Rent Payable                                                     2,000
Common Stock (5,000 shares)               50,000
Retained Earnings           229,000

During 2003 the following transactions occurred:
Jan 1,    Paid all accounts payable for merchandise.
Jan 1,    Received all accounts receivable.
Jan 1,    Borrowed $120,000 from bank. Note is repayable $20,000 per year plus interest. The first payment is due on Dec 31, 2003. The interest rate is 10%.
Feb 1,    Bought 10 more Struthers at $6,000 each, 40% down and the rest payable in one year.
Mar 1,    Paid 2002 taxes payable.
Apr 1,    Paid $4,000 for utilities.
May 1,   Issued 2,000 shares of common stock for $20,000.
            June 1,   Sold 6 Struthers for $20,000 each. Customers pay 70% down and the rest payable in one year.
July 1,    Purchased 4 Struthers at $7,000 each - same terms.
Aug 1,   Paid dividend of $2.00 per share.
Sept 1,   Sold 5 Struthers for $22,000 each - same terms.
Nov 1,    Purchased two year insurance policy for $3,000.
Dec 1,    Exchanged 5,000 shares of common stock for a piece of land worth $50,000.
Dec 20, Received $20,000 from accounts receivable.
Dec 31, Paid first payment on Note Payable-Bank.

During the year the company paid wages of $ 40,000 in cash. At the end of the year they owed
wages of $2,000.
During the year they paid 14 months rent at $2,000 per month.

Tax rate is 30%.   2003 taxes are to be paid in 2004.
The vehicles were all purchased on the same date and have a total salvage value of $10,000 and are expected to have a useful life of 5 years.
All equipment is expected to last 20 years and have no salvage value.
The company uses FIFO when accounting for inventory.
At December 31, 2003 the stock was selling for $50 per share.

Required:
a) Prepare Cash flow statement
b) Journalize the transactions using

Develop a formula to quantify the merits of each applicant based on the factors provided. Justify why you gave heavier weight to some factors over others.

Background: Judith and Eric Sultan own a business providing HR decision-making expertise to employers across the nation. The name of their business is HRM Analysis Services. Their business is located in Phoenix and has grown exponentially since 2005. Up to this point they have not had their own employees, but instead hired established consultants (often called management analysts) to work on a project-by-project basis.

They want to hire three full-time management analysts to work in three different locations: San Francisco, Philadelphia, and Miami. The analysts would scout out work in their designated regions and manage the contracting and oversight of contractual consultants.

Judith and Eric plan to keep ownership of the company, but want to step away from the day-to-day as soon as the business is working well enough without them.

The focus of this assignment is to assist Judith and Eric with the selection of three Management Analysts by coming up with a weighted formula of important selection factors.

"An oil and gas company is considering whether to begin drilling a new oil field. The company will need to pay $4.6 million as an initial investment in order to extract the oil. The company will operate the field for a total of 5 years, during which its annual profit will be $3,344,000. During the 6th year, the company will not operate or gain any revenue from the oil field, but it will need to pay $8,990,000 in environmental remediation costs to return the area to an acceptable state. What is the MAXIMUM interest rate for which this project is an acceptable investment? Enter the interest rate as a percentage. "