Hervis Car Rental in Austin, Texas, has 50 high-performance Shelby-H Mustangs in its rental fleet. These cars will be in greater demand than usual during the last weekend in July when the Central Texas Mustang Club holds its annual rally in Austin. At times like this, Hervis uses a revenue management system to determine the optimal number of reservations to have available for the Shelby-H cars.

Hervis has agreed to have at least 60% of its Shelby-H Mustangs available for rally attendees at a special rate. Although many of the rally attendees will request a Saturday and Sunday two-day package, some attendees may select a Saturday-only or a Sunday-only reservation. Customers not attending the rally may also request a Saturday and Sunday two-day package, or make a Saturday-only or Sunday-only reservation. Thus, six types of reservations are possible. The cost for each type of reservation is shown here.

The anticipated demand for each type of reservation is as follows:

Hervis Car Rental would like to determine how many Shelby-H Mustangs to make available for each type of reservation in order to maximize total revenue.

1. Determine an optimal solution.

You are a manager at Marée Rouge Cosmetics International for five years now. When you first began at Marée Rouge, there was a marked lack of communication between the product development and marketing departments, and a good bit of distrust or actual hostility between members of these departments. Why these problems existed was not clear, and often even people in long-standing feuds seemed to have forgotten the original causes of these disputes. While these conflicts did not prohibit professional working relationships, it was obvious that they were hurting the overall operational effectiveness of two departments that needed to work closely together. About three years ago, Marée Rouge leased a new building and was able to house the two departments on the same floor while also giving all areas greater office space. (In the old building, the departments had been housed on separate floors.) Largely due to the greater physical interactions between the departments, you have seen a marked improvement in the communications and work relationships between departmental members. Now there is a strong working relationship between the two areas, and this relationship has lead to faster product development and deployment as well as the initiation of several innovative (and strong selling) new products. However, partly due to this improved firm performance and revenues, Marée Rouge has increased its workforce and needs to find new office space. Currently, the company is looking at a small office park location where each of the major areas can be housed in separate facilities. The office park is beautiful, is located more centrally to most workers’ homes, will be far more comfortable than the existing location, and provides easy access to major suppliers and customers. However, you worry that physically separating the two divisions will destroy their current strong working relationship and may even lead to the same problems that existed before between the divisions. While you know that the move has already been decided on by top management, you feel sure that they will be willing to listen to well thought out suggestions for maintaining the good relationship between the divisions. In order to develop such relationships, you have asked some of your colleagues to help you draft an overview of the situation and suggested methods for avoiding problems. Instructions: Develop a presentation to detail your desired goals for the move, what potential problems you see the new physical location creating, and suggestions for preventing (or reducing) these potential problems. Use all appropriate chapter concepts in developing this presentation. Also, due to the nature of the link between organizational design and organizational behavior, you should draw upon appropriate concepts from other chapters for your answer as well. Questions: What new links did you see between organizational design and organizational behavior? What organizational behavior principles could be used to overcome problems with a given organizational design? What organizational design principles could be used to improve organizational behavior problems? Could communication technology be used to help overcome the expected organizational design problems? Why or why not?

ORIGINAL Question (This has been asked and answered on previous forums)

John's Boat Yard, Inc., repairs, stores, and cleans boats for customers. It is completing the accounting process for the year just ended on November 30. The transactions for the past year have been journalized and posted. The following data with respect to adjusting entries at year-end are available:

John's winterized (cleaned and covered) three boats for customers at the end of November, but did not record the service for $4,200.

On October 1, John's paid $1,680 to the local newspaper for an advertisement to run every Thursday for 12 weeks. All ads have been run except for three Thursdays in December to complete the 12-week contract.

John’s borrowed $258,000 at a 9 percent annual interest rate on April 1 of the current year to expand its boat storage facility. The loan requires John's to pay the interest quarterly until the note is repaid in three years. John's paid quarterly interest on July 1 and October 1.

The Johnson family paid John’s $4,080 on November 1 to store its sailboat for the winter until May 1 of the next fiscal year. John's credited the full amount to Unearned Storage Revenue on November 1.

John’s used boat-lifting equipment that cost $260,000; $26,000 was the estimated depreciation for current year.

Boat repair supplies on hand at the beginning of the current year totaled $18,100. Repair supplies purchased and debited to Supplies during the year amounted to $47,600. The year-end count showed $13,100 of the supplies on hand.

Wages of $5,300 earned by employees during November were unpaid and unrecorded at November 30. The next payroll date will be December 5 of the next fiscal year.

Current Questions: (Questions I am seeking help with - I am seeking explanations)

I am confused by this problem. The fiscal year for this company goes from November 30th to November 30th, from year to year? Is that correct?

We are then making adjusting entries to cover the remainder of the calendar year, which in this instance covers the month of December?

How is the answer to "C" regarding the payment of interest derived? I see that the company pays 9% interest on a $258,000 dollar loan, which equates to $21,600 dollars interest per year. It seems that the answer seeks the student to solely log two months interest or $3,600 dollars. But if the matter was paid on July 1st and Oct 1st, by the time of Nov. 30th would these transaction not have already been recorded??? What is going on here?

Also, specifcally with respect to part "F" concerning the cost of supplies - Would we not determine the unadjusted balance by combining the beginning balance ($18,100) + purchases ($47,600) to arrive at an unadjusted balance from which we would need to adjust down to the current level of supplies on hand ($13,100)? I do not understand how/why we would simply adjust from the beginning balance to the ending balance and assume that entries for the $47,600 dollars worth of supply purchases were not journaled and recorded. Are you able to explain this, as similar posts simply subtract beginning balance from ending balance and add entries to the ledger for the difference. (This differs from the text's example and I cannot tell what I should be reading within the context of the problem to know when to do what method.)

Zhou Bicycle Case Study

Zhou Bicycle Company, located in Seattle, is a wholesale distributor of bicycles and bicycle parts. Formed in 1991 by University of Washington Professor Yong-Pia Zhou, the firm’s primary retail outlets are located within a 400-mile radius of the distribution center. These retail outlets receive the order from ZBC with 2 days after notifying the distribution center, provided that the stock is available. However, if an order is not fulfilled by the company, no backorder is placed; the retailers arrange to get their shipment from other distributors, and ZBC loses that amount of business. The company distributes a wide variety of bicycle. The most popular model, and the major source of revenue to the company, is the AirWing. ZBC receives all the models from a single manufacturer in China, and shipment takes as long as one month from the times an order is place. With the cost of communication, paperwork, and customs clearance included, ABC estimates that each time an order is place, it incurs a cost of $65. The purchase price paid by ZBC, per bicycle, is roughly 70% of the suggested retail price for all the styles available, and the inventory carrying cost is 1% per month (12% per year) of the purchase price paid by ZBC. The retail price (paid by the customers) for the AirWing is $170 per bicycle. ZBC is in interested in making as inventory plan for 2019. The firm wants to maintain a 97% service level with is customers to minimize the losses on the lost orders. A forecast for AirWing model sales in 2019 has been developed and will be used to make an inventory plan for ZBC.

DEMAND FOR AIRWING MODEL

Discussion Questions

Develop an inventory plan to help ZBC:

1) Determine the simple EOQ, assuming constant demand throughout the year (which obviously is not true; to be dealt with later).

2) Calculate the annual inventory cost under this EOQ policy (carrying cost plus ordering cost).

3) Assuming that that the demand is variable (with the mean of 36.58 and the standard deviation to be calculated by you), use the relevant formula in the powerpoint file and calculate the ROP.

4) Calculate the annual cost of holding the safety stock throughout the year and add it to the cost in p. 2 above. This is your total annual inventory cost.

5) Plot the projected future bicycle sales (use Excel) and evaluate the nature of the demand. As mentioned above, it is obviously not constant throughout the year.

6) Segment the planning horizon into three separate intervals:

a) January, February, and March

b) April, May, June, and July

c) August, September, October, November, and December

(Note: other segmentations are also possible, e.g., precisely by the quarters, etc., but please use the one I am suggesting).

7) Repeat the analyses from Q1.-Q4 above, separately for each of the three segments. Of course, you will have to adjust the planning horizon accordingly.

8) Calculate the total cost across the three segments thus producing the total annual inventory cost.

9) Compare it against the cost in Q4 above. Which approach is better and why? Provide a full rationale for your answer.

1. The demand for labor

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Consider Live Happley Fields, a small player in the strawberry business whose production has no individual effect on wages and prices. Live Happley’s production schedule for strawberries is given in the following table:

Suppose that the market wage for strawberry pickers is $170 per worker per day, and the price of strawberries is $12 per pound.

On the following graph, use the blue points (circle symbol) to plot Live Happley’s labor demand curve when the output price is $12 per pound.

Note: Remember to plot each point between the two integers. For example, when the number of workers increases from 0 to 1, the marginal revenue product of the first worker should be plotted with a horizontal coordinate of 0.5, the value halfway between 0 and 1. Line segments will automatically connect the points.

Created with Raphaël 2.1.2Demand P = $12Demand P = $160123453002702402101801501209060300WAGE RATE (Dollars per worker)QUANTITY OF LABOR (Number of workers)

Created with Raphaël 2.1.2

Points:

Close Explanation

Explanation:

At the given wage and price level, Live Happley should hire selector 1

• one worker
• two workers
• three workers
• four workers
• five workers

.

Points:

Close Explanation

Explanation:

Suppose that the price of strawberries increases to $16 per pound, but the wage rate remains at $170.

On the previous graph, use the purple points (diamond symbol) to plot Live Happley’s labor demand curve when the output price is $16 per pound.

Close Explanation

Explanation:

Now Live Happley should hire selector 1

• one worker
• two workers
• three workers
• four workers
• five workers

when the output price is $16 per pound.

Points:

Close Explanation

Explanation:

Assuming that all strawberry-producing firms have similar production schedules, an increase in the price of strawberries will cause the selector 1

• supply of
• demand for

strawberry pickers to selector 2

• decrease
• increase

.

Points:

Close Explanation

Explanation:

Suppose that wages increase to $200 due to an increased demand for workers in this market. Assuming that the price of strawberries remains at $16 per pound, Live Happley will now hire selector 1

• one worker
• two workers
• three workers
• four workers
• five workers

.

Gibson Company makes a product that sells for $33 per unit. The company pays $23 per unit for the variable costs of the product and incurs annual fixed costs of $95,000. Gibson expects to sell 22,600 units of product.

Margin of Safety. %

Zachary Corporation, which has three divisions, is preparing its sales budget. Each division expects a different growth rate because economic conditions vary in different regions of the country. The growth expectations per quarter are 5 percent for Cummings Division, 3 percent for Springfield Division, and 7 percent for Douglas Division.

1. Complete the sales budget by filling in the missing amounts.

2. Determine the amount of sales revenue that the company will report on its quarterly pro forma income statements.

Determine Gibson’s margin of safety expressed as a percentage. (Round your answer to 2 decimal places (i.e., .2345 should be entered as 23.45).)

Complete the sales budget by filling in the missing amounts. (Round your final answers to the nearest whole dollar amount.)

Determine the amount of sales revenue that the company will report on its quarterly pro forma income statements. (Round intermediate calculations and final answers to the nearest whole dollar amount.)

4) Your company is considering a project that will generate sales revenue of $90 million in Year 1. Revenue is expected to be flat for subsequent years. The project requires working capital equal to 16% of sales revenue, and has total operating costs excluding depreciation equal to 50% of sales. The equipment has a 3 year MACRS life and can be purchased and installed for $100 million. The project will end in three years. At that time, the equipment can be sold for $4.2 million. Your company’s tax rate is 25%.

a) Find the initial cash flow (Yr. 0).

b) Find the operating cash flows (Yrs. 1-3).

MACRS Depreciation Tables

5)   Using the information from Problem 4:

         a)   Find the after-tax cash flow from the sale of the equipment.

         b)   Find the total flow that occurs in Yr. 3.

Problem 6-10 (Algo) Long-term contract; revenue recognition over time [LO6-8, 6-9]

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

In 2021, the Westgate Construction Company entered into a contract to construct a road for Santa Clara County for $10,000,000. The road was completed in 2023. Information related to the contract is as follows:

Westgate recognizes revenue over time according to percentage of completion.

Problem 6-10 (Algo) Part 1

Required:
1. Calculate the amount of revenue and gross profit (loss) to be recognized in each of the three years. (Do not round intermediate calculations. Loss amounts should be indicated with a minus sign.

2-a. In the journal below, complete the necessary journal entries for the year 2021 (credit "Various accounts" for construction costs incurred).
2-b. In the journal below, complete the necessary journal entries for the year 2022 (credit "Various accounts" for construction costs incurred).
2-c. In the journal below, complete the necessary journal entries for the year 2023 (credit "Various accounts" for construction costs incurred).

Corner Tavern is a small-town bar that sells only bottled beer. The average price of a bottle of beer at the tavern is $3.60 and the average cost of a bottle of beer to the tavern is $1.05. The tavern is open every night. One bartender and two to three waitresses are on duty each night. The fixed costs (salaries, rent, tax, utilities, etc.) total $275,000 per year. (Do not round intermediate calculations. Round the final answers to the nearest whole number.)  

a. The owner wishes to know how many bottles of beer the tavern must sell during the year to start making profit.

No. of bottles

b. What is the revenue at the break-even quantity found in the part a?

Revenue $

c. Not available in connect.

d. If Corner Tavern sells 115,000 bottles of beer a year, would it make a profit? (Hint: Draw the annual revenue and total annual cost vs. the number of bottles of beer sold per year. Make sure that the y-axis is to scale.)

• Yes

• No

e. The owner thinks $50,000 is a reasonable annual profit. How many bottles of beer should the tavern sell to make $50,000 profit?

No. of bottles           

f. An available option is to open the tavern earlier on the weekends. The attraction would be a discount of $0.60 off the regular price. The extra salaries of waitresses and bartender for the whole year are estimated to be $26,000. How many extra bottles of beer must the tavern sell in order to break-even in this option?

No. of extra bottles