Lala Corporation produces Greek yogurts that pass through three departments – Fermentation Department (Department I), Mixing Department (Department II), and Packaging Department (Department III). The production process in the Mixing Department requires the input of two main types of ingredients. One is the basic ingredients and the other one is the special ingredients. 100% of the basic ingredients are added at the beginning of the process. For the special ingredients, they are added gradually. 30% of these special ingredients are added at the beginning of the process, 50% are added midway through the process and the remainder of the special ingredients are added at the three-quarter way through the process. The following information was available concerning the operation of the Mixing Department for the month of October 2020. Beginning work-in process (WIP) (1 October 2020): 2,500 units were 40% completed with respect to conversion costs (CC). Costs pertaining to the beginning WIP as at 1 October 2020 were: Department I $10,000, Basic Ingredients $30,000, Special Ingredients $15,000 and CC $10,000. Units started in the month were 15,000 units. Costs added to production during the month of October 2020 were: Department I $60,000, Basic Ingredients $188,750, Special Ingredients $203,400, and CC $154,500. Ending WIP as at 31 October 2020 were 3,500 units and 70% completed with respect to CC. Required:

a) Use of the weighted average (WA) process costing method, calculate 1) the units completed in October 2020. 2) the equivalent units for the Special Ingredients. 3) the total costs per equivalent unit. 4) the total costs of completed products transferred to the Packaging Department.

b) Use the first-in-first-out (FIFO) process costing method, calculate 5) the units completed in October 2020. 6) the equivalent units for the Special Ingredients. 7) the total costs per equivalent unit. viii) the total costs of completed products transferred to the Packaging Department.

On 11 August 2020, Vanya Ho entered into a contract with Diego Toh to renovate her school, The Umbrella Learning Centre and to set up the internet system for the school’s online lessons starting in October. They agreed to the total sum of $100,000 with a 10% deposit of $10,000 to be paid on the signing of the contract. $20,0000 was to be paid upon the design being approved by Vanya Ho. The balance of $70,000 was to be paid on the completion of the renovation works. The contract provided that Diego Toh was to complete the renovation works and handover the school to Vanya Ho not later than 20 September 2020.

The design was approved by Vanya Ho on 18 August 2020. Diego Toh proceeded with the renovation which was completed on 19 September 2020. Vanya inspected the renovation work on 20 September 2020. She was not pleased with the internet system when she tested the wifi connection. The wifi signals were weak and created issues for running the online lessons. Diego Toh explained that his electricians have gone back to Malaysia and would only be back early 2021. He insisted that the renovation works including the setting up of the internet system were in accordance with the design as approved by Vanya.

On 21 September, Vanya Ho called an independent electrician, Klaus Soh, to inspect and advise on internet system. Klaus Soh explained that the internet system was poorly set-up. He quoted $2,000 to rectify the defects which could be completed by 25 September 2020.

On 22 September, Diego Toh contacted Vanya Ho and demanded payment of the balance amount of $70,000. Vanya Ho refused to pay the balance and insisted that Diego Toh rectify the internet system by 26 September 2020.

Advise Diego Toh on the following:

Diego Toh would like to claim the full amount of $70,000. Discuss the LEGAL PRINCIPLES concerning the performance of the contract, APPLY the legal principles, and CONCLUDE on whether Diego Toh could discharge the contract with Vanya Ho and claim the full amount of $70,000.

On 11 August 2020, Vanya Ho entered into a contract with Diego Toh to renovate her school, The Umbrella Learning Centre and to set up the internet system for the school’s online lessons starting in October. They agreed to the total sum of $100,000 with a 10% deposit of $10,000 to be paid on the signing of the contract. $20,0000 was to be paid upon the design being approved by Vanya Ho. The balance of $70,000 was to be paid on the completion of the renovation works. The contract provided that Diego Toh was to complete the renovation works and handover the school to Vanya Ho not later than 20 September 2020. The design was approved by Vanya Ho on 18 August 2020. Diego Toh proceeded with the renovation which was completed on 19 September 2020. Vanya inspected the renovation work on 20 September 2020. She was not pleased with the internet system when she tested the wifi connection. The wifi signals were weak and created issues for running the online lessons. Diego Toh explained that his electricians have gone back to Malaysia and would only be back early 2021. He insisted that the renovation works including the setting up of the internet system were in accordance with the design as approved by Vanya. On 21 September, Vanya Ho called an independent electrician, Klaus Soh, to inspect and advise on internet system. Klaus Soh explained that the internet system was poorly set-up. He quoted $2,000 to rectify the defects which could be completed by 25 September 2020. On 22 September, Diego Toh contacted Vanya Ho and demanded payment of the balance amount of $70,000. Vanya Ho refused to pay the balance and insisted that Diego Toh rectify the internet system by 26 September 2020.

(b) Diego Toh would like to claim the full amount of $70,000. Discuss the LEGAL PRINCIPLES concerning the performance of the contract, APPLY the legal principles, and CONCLUDE on whether Diego Toh could discharge the contract with Vanya Ho and claim the full amount of $70,000.

Report 1.

"How A Tax On Chicken Changed The Playing Field For U.S. Automakers"

German families in the 60s loved cheap American-raised chicken. And Americans loved cheap VW Beetles. The report is about how a trade dispute over frozen chicken parts changed the American auto industry.

In the early '60s, the U.S. was going through a Beetle invasion - and no, not John, Paul, George and Ringo. German Beetles cars were everywhere in the late '50s and early '60s.Everybody had to have one Beetle, two Beetles. They had to have a Beetle plus a Volkswagen bus. And it became sort of a cult object.

Now, while the U.S. was falling in love with the Beetle, postwar Europe had arisen again and was starting to buy cheap, delicious frozen American chicken. In Germany, there's a lot of fast-food fried chicken places, and it's an extremely popular food. And the U.S., of course, at the time and probably today, is the world's most efficient producer of chickens.

In one year, sales of U.S. chicken in West Germany went up nearly 23 percent. Now German chicken farmers got all worried, so their government slapped a nearly 50 percent tariff on our chicken. In retaliation, we looked around for something we could tax, so we found German pickup trucks. And in 1963, the U.S. put a 25 percent tariff on all trucks imported from outside the U.S. It's called the chicken tax. The chicken tax is one of the most important determinants of how the industry looks today and how it operates today in the U.S.

That's because essentially from that point forward, U.S. pickup truck makers had no foreign competition. He says if not for the chicken tax, pickup trucks in general would be less expensive, there would be more choice. And they would be more fuel efficient on average. The flipside of that is we would have fewer plants in the U.S. building pickup trucks.

Question 1.

What type of trade barrier is this report discussing? Can you list another FOUR types of trade barriers?

Question 2.

Is the chicken tax against free trade? Why do you think the chicken tax is still needed today?

Report 2.

"Organic Farmers Call Foul On Whole Foods' Produce Rating System"

Nobody really likes to be graded. Especially when you don't get an A.

Some organic farmers are protesting a new grading system for produce and flowers that's coming into force at Whole Foods. They say it devalues the organic label.

The rating system is called "Responsibly Grown." And the company developed it as a way to give customers more information about how their food is grown, says Matt Rogers, a global produce coordinator for Whole Foods.

The labels on produce at Whole Foods always told shoppers what country or state supplied those vegetables, as well as whether it was grown organically.

The new rating system takes into account much more.

Whole Foods is asking its suppliers to pay a fee to get into the program, then answer a long questionnaire. There are questions about how they protect the soil and wildlife on their farms, whether they limit their use of pesticides, how they conserve energy and irrigation water and how they treat their workers.

Based on those answers, a farm's produce gets a grade: Unrated, Good, Better or Best. Those grades show up right beside each bin of produce on brightly colored stickers with the words: "Responsibly Grown."

Rogers says that more than 50 percent of the farms that have gone through this process so far have been rated "Good." "We have few examples of 'Best' ratings at this point," he says.

But here's what is making organic farmers angry. At a Whole Foods store in Washington, D.C., I found nonorganic onions and tomatoes, presumably grown with standard fertilizers and pesticides, that were labeled "Best." A few feet away, I found organic onions and tomatoes that were graded merely "Good" or just "Unrated."

For Vernon Peterson, who grows and packs organic fruit in Kingsburg, Calif., this is dumbfounding.

"Organic is responsibly grown, for goodness sake," he says. "Organic should be the foundation of anything that Whole Foods might do."

Whole Foods says its new rating system is a way to talk to farmers and customers about issues that the organic rules don't encompass, like water, energy, labor and waste.

Peterson says that organic certification is harder to get and means more than the new ratings from Whole Foods. Following the organic rules is expensive, and there are third-party auditors making sure that you follow those rules, he adds. There are no such outside auditors in the Whole Foods system.

Question 1:

What kind of perspective has Whole Food demonstrated on their corporate social responsibility, minimalist, cynical, defensive, or proactive?

Question 2:

Is "Responsibly Grown" a Philanthropy program, or a strategic CSR program?

Question 3:

What stakeholders may benefit from Whole Food's new rating system?

1] On 1 January 2018 Panorama Ltd acquired equipment for $22 000, net of GST. The estimated residual value for the equipment is zero. Depreciation is calculated at 10% p.a) on the diminishing-balance basis. The depreciation expense for the year ended 31 December 2020 is:

2] The correct entry to record the purchase of a motor vehicle for $40 000 cash, plus 10% GST is which of the following?

3] After writing off bad debts of $1800 the allowance for doubtful debts account balance was $600 credit. What is the correct general journal entry to record an adjustment to bring the allowance for doubtful debts to 10% of accounts receivable of $22 000?

The following transactions occurred during 2020. Assume that depreciation of 10% per year is charged on all machinery and 5% per year on buildings, on a straight-line basis, with no estimated salvage value. Depreciation is charged for a full year on all fixed assets acquired during the year, and no depreciation is charged on fixed assets disposed of during the year.

Prepare general journal entries for the transactions. (Credit account titles are automatically indented when 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.)

In your textbook, read mini-case A Change at the Top at Proctor & Gamble: An Indication of How Much the CEO Matters?

in order to answer the questions below.

(A-G)

What makes a CEO’s job so complex? Use the mini-case to provide examples that help support your answer.

A. G. Lafley joined Procter & Gamble (P&G) in 1977 as brand assistant for Joy dishwashing liquid. From this beginning, he worked his way through the firm’s laundry division, becoming highly visible due to a number of successes including the launching of liquid Tide. A string of continuing accomplishments throughout the firm resulted in Lafley’s appointment as P&G’s CEO in June 2000, a post he held until retiring in mid-2009. Bob McDonald, who joined P&G in 1980, was Lafley’s handpicked successor. McDonald took the top position at P&G in July 2009, but resigned under pressure in May 2013. Lafley, revered by many, was asked to come out of retirement and return to P&G as president, CEO, and chair of the board of directors. Lafley said that when contacted to return to P&G, he agreed immediately to do so, committing to remain “as long as needed to improve the company’s performance.” However, speculation is that Lafley likely would not remain beyond three years.

What went wrong for McDonald, a long-time P&G employee who seemed to know the firm well and who received Lafley’s support? Not surprisingly, a number of possibilities have been mentioned in response to this question. Some concluded that, under McDonald’s leadership, P&G suffered from “poor execution globally,” an outcome created in part by P&G’s seemingly ineffective responses to aggressive competition in emerging mar- kets. Other apparent problems were a failure to control the firm’s costs and employees’ loss of confidence in McDonald’s leadership. Still others argued that McDonald did not fully understand the effects on U.S. consumers of the recession in place when he took over, and that, during that time period, P&G “was selling BMWs when cash- tight consumers were looking for Kias.” The net result of these types of problems included P&G “losing a step to rivals like Unilever.” In turn, this caused investors to become frustrated by “P&G’s inability to consistently keep up with its rivals’ sales growth and share price gains.”

But why bring Lafley back? In a few words, because of his previous success. Among other achievements during his first stint as P&G’s main strategic leader were building up the firm’s beauty business, acquiring Gillette, expanding the firm’s presence in emerging markets, and launching hit products such as Swiffer and Febreze. An overall measure of P&G’s success during Lafley’s initial tenure as CEO is the fact that the firm’s shares increased 63 percent in value while the S&P fell 37 percent in value. Thus, multiple stakeholders, including investors and employees, may believe that Lafley can return the firm to the “glory days” it experienced from 2000 to 2009.

Product innovations are a core concern and an area receiving a significant amount of attention. Analysts suggest that P&G needs to move beyond incremental innovations, seeking to again create entirely new product categories as it did with Swiffer and Febreze. This will be challenging, at least in the short run, given recent declines in allocations to the firm’s research and development programs. These reductions have resulted in a product pipeline focused mainly on “reformulating rather than inventing.” Additionally, efforts are underway to continue McDonald’s strong, recent commitments to reduce the firm’s “bloated” cost structure and reenergize the competitive actions it will take in global markets.

Restructuring P&G’s multiple brands and products into four sectors, each of which will be headed by a president, is a major change Lafley is initiating. Currently, the firm has two global business divisions—beauty and grooming and household care. Final decisions about the precise compositions of the four sectors were not announced by mid-2013. Speculation, though, was that each sector would be formed “to reflect synergies between various businesses.” For example, one expectation was that paper-based products such as “Bounty paper towels, Charmin toilet paper, Pampers diapers and Always feminine care products” would be combined to form a sector. Moreover, Lafley’s replacement was expected to be selected from among the four presidents who would be chosen to lead the new sectors.

Concur Technologies, Inc., is a large expense-management company located in Redmond, Washington. The Wall Street Journal asked Concur to examine the data from 8.3 million expense reports to provide insights regarding business travel expenses. Their analysis of the data showed that New York was the most expensive city, with an average daily hotel room rate of $198 and an average amount spent on entertainment, including group meals and tickets for shows, sports, and other events, of $172. In comparison, the U.S. averages for these two categories were $89 for the room rate and $99 for entertainment. The table in the Excel Online file below shows the average daily hotel room rate and the amount spent on entertainment for a random sample of 9 of the 25 most visited U.S. cities (The Wall Street Journal, August 18, 2011). Construct a spreadsheet to answer the following questions.

1. What does the scatter diagram developed in part (a) indicate about the relationship between the two variables?

   The scatter diagram indicates a _________ linear relationship between the hotel room rate and the amount spent on entertainment.

2. Develop the least squares estimated regression equation.

   Entertainment=______+_________ room rate (to 4 decimals)

3. Provide an interpretation for the slope of the estimated regression equation (to 3 decimals).

   The slope of the estimated regression line is approximately . So, for every dollar _________ in the hotel room rate the amount spent on entertainment increases by $.

4. The average room rate in Chicago is $128, considerably higher than the U.S. average. Predict the entertainment expense per day for Chicago (to whole number).

   $

1. Either the translation gain (or loss) or the gain (or loss) resulting from a hedge strategy is a real gain (or loss).

a. True

b. False

2. If a firm does not have foreign subsidiaries, it is not subject to ______.

a. transaction exposure

b. economic exposure

c. translation exposure

d. A and B

e. A and C

3. A U.S. company with sales to Canada amounting to C$6 million. Its cost of materials attributable to the purchase of Canadian goods is C$8 million. Its interest expense on Canadian loans is C$2 million. Given these exact figures above, the dollar value of its "earnings before interest and taxes" would ____ if the Canadian dollar appreciates; the dollar value of its cash flows would ____ if the Canadian dollar appreciates.

a. increase; increase

b. decrease; increase

c. decrease; decrease

d. increase; decrease

4. Appreciation of the euro relative to the U.S. dollar will cause this firm's reported earnings (from the consolidated income statement) to ____. If a firm desired to protect against this possibility, it could stabilize its reported earnings by ____ euros forward in the foreign exchange market.

a. be reduced; purchasing

b. be reduced; selling

c. increase; selling

d. increase; purchasing

5. Which of the following statements is incorrect?

a. Transaction exposure represents only the exchange rate risk when converting net foreign cash inflows to U.S. dollars or when purchasing foreign currencies to send payments.

b. Economic exposure represents any impact of exchange rate fluctuations on a firm's future cash flows.

c. Firms can simply focus on hedging their foreign currency payables and/or receivables to hedge economic exposure.

d. The management of economic exposure tends to serve as a long-term solution rather than just a short-term solution.

Rocky Mountains Limited (RML) is a Canadian public company that sells hiking and outdoors equipment. Its controller provided you with the following information related to its 2019 tax year ended December 31:

RML’s controller pays her own personal taxes at the marginal rate of 26%, as she personally earns between $95,259 and $147,667 annually.

RML has permanent establishments in the United States, British Columbia, and Alberta. Its gross revenues and salaries and wages data have been allocated as follows:

Gross revenues exclude income from property not used in connection with the principal business operation of the corporation.

Please calculate the total federal tax payable by the corporation for the 2019 taxation year, considering any tax credits potentially available, as well. Show all calculations. You do not need to reference the handbook.