(I WILL LEAVE YOU A GREAT REVIEW!) Daisy D. Corporation has the following stockholders' equity on December 10, 2020:

On December 10, the market price of Daisy D. Corporation's common stock was $102 per share.

Required:

Part A: Give the general journal entry(s) required (if any) on December 10, 18, and 31 to record the following transactions in Workpaper #4.

1. On December 10, 2020, Daisy D. declared a $2 per share cash dividend, payable on December 31, to shareholders of record on December 18.
2. On December 10, 2020, Daisy D. declared a 7% stock dividend, distributable on December 31 to shareholders of record on December 18.
3. On December 10, 2020, Daisy D. declared a 200% stock dividend, distributable on December 31 to shareholders of record on December 18.
4. On December 10, 2020, Daisy D. declared a 5 for 1 stock split effective December 31, 2020.

Part B: For each transaction in part A, indicate the balances of the stockholders' equity accounts and other stockholders' equity information on December 31, 2020, assuming no other stockholders' equity transactions occurred. Treat each case independently--compute the new balances of each case based on the Current Balances.

Part C: If you are a shareholder in D. Daisy Corporation with 1,000 shares of stock, describe the effect that each transaction in Part A would have on you.

1. $2 per share cash dividend
2. 7% stock dividend
3. 200% stock dividend
4. 5 for 1 Stock Split.

fORD sells cars and have the following product lines – Sedans, Sports Utilities Vehicles (SUV) and Family Vans. For its January 2020 operations, the following were made available for management analysis.

Sedan SUVs Family Vans

Selling Price ¥1,000,000 ¥2,000,000 ¥2,200,000

Variable Manufacturing Costs per unit 400,000 900,000 1,100,000

Sales Volume (units) 150 200 50

Fixed manufacturing overhead costs total ¥275,000,000 and fixed administrative expenses total ¥25,000,000. FORD gives a 5% commission on sales (variable selling expense to its car sales people).

1. Compute the Weighted Contribution Margin per unit.

2. Compute the Weighted Contribution Margin ratio.

3. Break-even point in total units.

4. Break-even point in total sales (¥)

5. Net operating income (loss) under Variable Costing Method

6. Target sales in total ¥ to earn ¥100,000.

7. Following no.6 question above, how much should SUVs business segment contribute to sales? Problem 2

8. Cost Volume Profit Analysis. Assume that actual sales volume of FORD (Problem 1) for February 2020 were as follows: Sedan 200; SUVs 140, Family Van 50. Assuming there is no change in selling price and the cost structure (variable and fixed), compute the net operating income under variable costing method.

9. The marketing manager believes that financial performance for March 2020 could be improved with his proposal of 12% selling price increase with a corresponding 10% decrease in volume across all products lines. Compute the projected net operating income for March 2020 using figures from February 2020.

10. Following question number 9 , compute the break-even point in units under this scenario.

11. Thinking that customers are price sensitive, management is considering to decrease the selling price by 10% in the hope of a 10% increase in sales volume. Assume this scenario is independent of the marketing manager’s proposal and base your March 2020 computations on the February 2020 results (see no. 8).

12. Following question number 11, compute the break-even point in total sales (¥).

The following amortization and interest schedule is for the issuance of 10-year bonds by Marigold Corporation on January 1, 2020, and the subsequent interest payments and charges. The company’s year end is December 31 and it prepares its financial statements yearly.

Determine the stated interest rate and the effective interest rate. (Round answers to 0 decimal places, e.g. 15%.)

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Based on the schedule above, prepare the journal entry to record the issuance of the bonds on January 1, 2020. (Credit account titles are automatically indented when the amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts.)

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Based on the schedule above, prepare the journal entry to reflect the bond transactions and accruals for 2020. (Interest is paid January 1.) (Credit account titles are automatically indented when the amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts.)

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Based on the schedule above, prepare the journal entries to reflect the bond transactions and accruals for 2028. Marigold Corporation does not use reversing entries. (Credit account titles are automatically indented when the amount is entered. Do not indent manually. If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Record journal entries in the order presented in the problem.)

Larkspur offers an MP3 download (seven-single medley) as a premium for every 6 candy bar wrappers presented by customers together with $2.65. The candy bars are sold by the company to distributors for 30 cents each. The purchase price of each download code to the company is $2.40. In addition, it costs 50 cents to distribute each code. The results of the premium plan for the years 2020 and 2021 are as follows. (All purchases and sales are for cash.)

Part 1

New attempt is in progress. Some of the new entries may impact the last attempt grading.Your answer is partially correct.

Prepare the journal entries that should be made in 2020 and 2021 to record the transactions related to the premium plan of the Larkspur. (If no entry is required, select "No Entry" for the account titles and enter 0 for the amounts. Credit account titles are automatically indented when amount is entered. Do not indent manually. Round answers to 0 decimal places, e.g. 1,525.)

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Part 2

Partially correct answer iconYour answer is partially correct.

Indicate the amounts for each accounts, and classifications of the items related to the premium plan that would appear on the balance sheet and the income statement at the end of 2020 and 2021.

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Blossom Corporation Ltd. has the following capital structure at the following fiscal years ended December 31:

The following additional information is available.

Determine the weighted average number of common shares that would be used in calculating earnings per share for the year ended December 31, 2020.

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Starting with the heading “Income from Continuing Operations,” prepare the bottom portion of the income statement for the year ended December 31, 2020. Assume that Blossom Corporation discloses all applicable earnings per share data on the face of the income statement. (Round Earnings Per Share amounts to 2 decimal places, e.g. 15.25. Enter negative amounts using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).)

Crane Corporation Ltd. has the following capital structure at the following fiscal years ended December 31:

The following additional information is available.

Determine the weighted average number of common shares that would be used in calculating earnings per share for the year ended December 31, 2020.

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Starting with the heading “Income from Continuing Operations,” prepare the bottom portion of the income statement for the year ended December 31, 2020. Assume that Crane Corporation discloses all applicable earnings per share data on the face of the income statement. (Round Earnings Per Share amounts to 2 decimal places, e.g. 15.25. Enter negative amounts using either a negative sign preceding the number e.g. -45 or parentheses e.g. (45).)

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Martin S. Albert (Social Security number 111-11-1111) is 39 years old and is married to Michele R. Albert (Social Security number 123-45-6789). The Alberts live at 512 Ferry Road, Newport News, VA 23601. They file a joint return and have two dependent children, Charlene, age 17, and Jordan, age 18. Charlene’s Social Security number is 123-45-6788, and Jordan’s Social Security number is 123-45-6787. In 2020, Martin and Michele had the following transactions:a.Martin received $120,000 in salary from Red Steel Corporation, where he is a construction engineer. Withholding for Federal income tax was $10,750. The amounts withheld for FICA taxes were as follows: 3$7,049($113,700 6.2%) for Social Security and 3$1,740($120,000 1.45%) for Medicare. Martin worked in Mexico from January 1, 2019, until February 15, 2020. His $120,000 salary for 2020 includes $18,000 he earned for January and one-half of February 2020 while working in Mexico.b.Martin and Michele received $400 interest on Montgomery County (Virginia) school bonds.c.Martin received $2,300 interest from a Bahamian bank account.d.Michele received 50 shares of Applegate Corporation common stock as a stock dividend. The shares had a fair market value of $2,500 at the time Michele received them, and she did not have the option of receiving cash.e.Martin and Michele received a $1,200 refund on their 2019 Virginia income taxes. Their itemized deductions in 2019 totaled $34,000 and included state taxes of $7,400.f.Martin paid $6,600 alimony to his former wife, Rose T. Morgan (Social Security number 123-45-6786). The divorce was finalized in 2016" "Martin S. Albert (Social Security number 111-11-1111) is 39 years old and is married to Michele R. Albert (Social Security number 123-45-6789). The Alberts live at 512 Ferry Road, Newport News, VA 23601. They file a joint return and have two dependent children, Charlene, age 17, and Jordan, age 18. Charlene’s Social Security number is 123-45-6788, and Jordan’s Social Security number is 123-45-6787. In 2020, Martin and Michele had the following transactions:a.Martin received $120,000 in salary from Red Steel Corporation, where he is a construction engineer. Withholding for Federal income tax was $10,750. The amounts withheld for FICA taxes were as follows: 3$7,049($113,700 6.2%) for Social Security and 3$1,740($120,000 1.45%) for Medicare. Martin worked in Mexico from January 1, 2019, until February 15, 2020. His $120,000 salary for 2020 includes $18,000 he earned for January and one-half of February 2020 while working in Mexico.b.Martin and Michele received $400 interest on Montgomery County (Virginia) school bonds.c.Martin received $2,300 interest from a Bahamian bank account.d.Michele received 50 shares of Applegate Corporation common stock as a stock dividend. The shares had a fair market value of $2,500 at the time Michele received them, and she did not have the option of receiving cash.e.Martin and Michele received a $1,200 refund on their 2019 Virginia income taxes. Their itemized deductions in 2019 totaled $34,000 and included state taxes of $7,400.f.Martin paid $6,600 alimony to his former wife, Rose T. Morgan (Social Security number 123-45-6786). The divorce was finalized in 2016"

1)What is the 2020 Adjusted Gross Income for Martin and Michele Albert?

2)What is the 2020 taxable income for Martin and Michele Albert?

3)What is the tax due (refund) for Martin and Michele Albert for 2020?

College students nationwide crave and rave about the sandwiches served up at their campus Jimmy John's Gourmet Sandwiches, but what they likely don't know is that the restaurant's founder was merely a fresh-faced high school graduate when he opened the chain's first location.

Using a loan of $25,000 from his father, Jimmy John Liautaud planned to open a Chicago-style hot dog stand in Charleston, Ill. But when he realized the equipment involved exceeded his budget, the 19-year-old turned his attention to dell-style sandwiches, opening the first Jimmy John's outlet in 1983 on the campus of Eastern Illinois University in Charleston.

Liautaud worked open to dose, usually by himself, in what was then a single-unit restaurant serving four sandwiches and 25-cent sodas. He has since grown the Champaign, Ill.-based brand into the second fastest-growing sandwich chain in the United States based on percentage growth in systemwide sales, according to Nation's Restaurant News' Top 200 census. In 2011 systemwide sales reached $1.01 billion, a 30-percent increase from the prior year.

The company currently has 26 corporate units and 1,415 franchised locations, and it continues to expand, opening approximately one new store every day.

Liautaud, who refers to himself as "a 30-year overnight success," didn't have a business plan when he started, and he claims he still doesn't. He attributes the brand's success to keeping it simple and staying informed.

"I didn't have a business philosophy or plan," he said. "What I did do was balance the checkbook every day and keep a bank balance. I was very keen on understanding what drove that balance up and down."

He grew that understanding by listening to Jamie Coulter, then a Pizza Hut franchisee who would go on to lead Lone Star Steakhouse. In 1987, after opening his second and third Jimmy John's units on the campus of Western Illinois University, Liautaud began attending monthly operations-review meetings that Coulter was holding for Pizza Hut franchisees.

"I told him to take notes and not ask any questions," said Coulter, chief executive and chairman of Coulter Enterprises Inc. "After the fourth meeting he did ask me some questions and showed me a financial statement. I was impressed with his numbers. He left with a lot of confidence, and he has just grown into a giant."

As he continued to expand the brand, Liautaud sold the first Jimmy John's franchise in 1994 and made a point to put his time and energy into developing a strong system of franchisees, which he maintains to this day with an intense hands-on approach.

"From my experience, Jimmy's attention to detail is without comparison," said Peter Fox, a Jimmy John's franchisee and part owner of the company, which he bought into when Liautaud sold a 33-percent stake to private equity firm Weston Presidio in 2007.

Fox, who was formerly a Wendy's franchisee and partner at Bear Steams, explained that corporate officials audit each franchised unit every 28 days. That audit includes the findings of a full day spent in the store rating and evaluating every detail. It is a process that Fox cited as drastically different and more involved than the one at Wendy's, and one that Liautaud himself continues to take part in because of mistakes made early in his career.

"I didn't lead by example and set people up to fail," he said. "I thought the definition of a good employee was someone that you didn't have to tell what to do and they just did it. Now I realize a good employee does exactly what you tell them to do."

Meticulous standards outlining how restaurants appear and are managed have helped Liautaud move closer to his goal of having every outlet, regardless of location, provide the same experience, environment and product.

"I really want them to be the same all the time, and I really want to be good at what I do," he said.

For this reason he sticks to a core menu and follows his guiding principles no matter what his competition is doing. While the product line has grown beyond the four original sandwiches--the cold-cut deli sandwich and sub remain the chain's bread and butter--Liautaud has resisted the temptation to add items such as hot sandwiches to better compete with brands like Potbelly Sandwich Shop and Subway.
"He's never deviated from trying to keep it simple," Fox said.

In line with its slogan, "Subs so fast you'll freak," Jimmy John's has also differentiated itself from competitors in the sandwich segment by investing time, training and money in its POS system to make sure that delivery is as quick and efficient as possible.

Liautaud claims to not know how he stands out from his competitors, who he says "are all great." He said he does not spend a lot of time thinking about what others in the business are doing. However, the difference is evident to those around him.

"I talk to Jimmy several times a week," Coulter said. "He just seems to have acquired more knowledge about the restaurant business than most of his competitors, and he executes his concept."

In addition to finance, Liautaud said he learned from Coulter that surrounding himself with good people was as important as anything else. That lesson has prompted Liautaud to eschew large development deals and big money and instead to focus on growing intelligently.

"I have no interest in being the biggest; I want to be the best," he said. "I'm going to focus on the people, focus on the team and focus on the franchisees being successful."

The company, which expanded outside of college campuses in the late 1990s, currently has more than 2,000 units in development. Despite that apparent success, however, Liautaud said he remains focused on keeping his business simple and developing strong business relationships.

"It's kind of old school, and it's not sexy," Liautaud said. "I wish I had a big, macro, super Harvard-Stanford-Yale plan to tell you about, but I just don't have one."

This case is about Jimmy John Liautaud, the founder and CEO of Jimmy John’s Gourmet Sandwiches and the evolution of his business. He began in 1983 with a single store. During the 1980s, the number of company owned stores grew, and in 1994, he began franchising. He shares how he built a strong brand so the in-store experience is consistent.

Answer the following questions: When he started his business, did Jimmy have a business plan? What was his focus to ensure success in the beginning? How has Jimmy built such a strong brand such that the customer experience is consistent regardless of location? What types of control are evident in the company’s franchise system?

Comfort Meals (CM) is a not-for-profit organisation that prepares and distributes meals for homeless people in Adelaide. David Cunningham, who is a member of CPA Australia, is the Chief Financial Officer for CM. On the 28^th July, 2019, CM’s Chief Executive Officer (CEO) successfully negotiated a loan for $1.8 million dollars (4% per annum interest) to fund the construction of new kitchen facilities. The new facilities will be completed and ready for use in November 2020.

David is now preparing the CM annual financial statements for the year ended 30^th June, 2020. The relevant accounting standards require that the interest costs associated with such a loan should be capitalised (that is, treated as an asset, part of the cost of the new facilities). The CEO has just spoken to David regarding the accounting treatment for the loan and its interest costs. In particular, he has asked David to ensure that the interest costs on the loan are all expensed in the current accounting period. The reason for the request is that CM is about to approach the government for a new round of operating grant funding. This funding is essential to ensure that CM can continue its operations in the coming year because CM is dependent on government financial support for its day-to-day activities. “Our financial operating surplus must be as low as possible for this year”, he states. The CEO goes on to say, “Preferably we should be showing a loss so that we can maximise the amount of grant funding we receive from the government. Remember, without our services, the homeless of Adelaide would be left to starve. It’s all up to you to show the right figures!”

Required:

Using the DECIDE model, explain how David should respond to this situation. You should ensure that your analysis of the case is supported by reference to the Fundamental Ethical Principles and the values of the fundamental principles of the accounting profession as specified in APES 110. Three (3) courses of action should be identified and evaluated