Question 1
Module Project Proposal Assignment: A first Project Proposal submission of around 1,000 words in required in 25th Sep 2011 morning. In this, you will be expected to: ? Describe the scope, aims and objectives of the Module Project, as related to your chosen organization (my preferable is bank) and with reference to each proposed chapter of your final Project submission. ? Demonstrate an understanding of links to the related underlying academic literature that you will reference in your final Project. ? Describe key steps and milestones for your ongoing and planned research plus how you are planning to achieve these by your final module deadline which is 7th Oct 2011. I have attached complete project details. Please noted no plagiarism.,Please note this assignment is 2 parts. one is proposal and another one is full project. This price is only for proposal. for full project work which second part. I will pay separately.,Thanks,Dear Tutor, Thanks for the Proposal. I have submitted to my collage. I am not sure do I need to get a confirm/approval on the proposal to start the final project. Or I can proceed? I will check with Tutor on this today. In the mean time, can you please evaluation the final project requirement and let me know what is the time and money required to complete. Please note I need an absolutely good quality of the project work as per attached document. It would be better put the summary of your understanding of the requirement. Please not organization is bank as per proposal. Please let me I will submit it. I am reattching the project requirment.
Question 2
Hi, I need your help agan. Individual Report Assignment: Communication barriers and how the lack of knowledge can impede growth of a business globally Research Method: Juried Journal Article Review Use MLA guideline to format the formal report Juried Journal Article Review. "Juried" research appears in journals where a panel of experts decides which articles appear in print and make editing suggestions. "Research" refers to articles that are reporting research studies. Do not include opinion pieces, essays, or book reviews (even if they appear in juried journals). For this assignment, you will prepare a one-page review of a juried article. The review must appear in the appendices of your report (e.g., Appendix C: Juried Journal Articles' Review). To review this article, write a summary of it in your own words. This summary should include the problem statement and the key points in the article's conclusion. Do not copy the abstract! If you select an appropriate juried journal article, it should have information that is useful to your team members in writing their assigned chapter. That means, the article will be quoted or paraphrased in at least one chapter and should be included in the works cited/references list. This also means you must communicate with your team members and send them pertinent quote(s) that might be useful as they write their assigned chapter. Think of the readers of your report also; with this appendix item, they would learn more about the research you found on your topic and they may want to refer to that research, since it provides more information about the study than you cover in your report. This is an added benefit of your report.
Question 3
Q1) (ACTIVITY BASED MANAGEMENT) Seneca Foods is a regional producer of low-priced private-label snack foods. Seneca contracts with local supermarkets to supply good-tasting packaged snack foods that the retailers sell at significantly lower prices to price-sensitive consumers. Because Seneca? production costs are low, and it spends no money on advertising and promotion, it can sell its products to retailers at much lower prices than can national-brand snack food companies, such as Frito-Lay. The low purchase prices often allow the retailer to mark this product up and earn a gross margin well above what it earns from brand products, while still keeping and selling price to the consumer well below the price of the brand products. Seneca has recently been approached by several large discount food chains who wish to offer their consumers a high-quality but much lower-priced alternative to the heavily advertised and high-priced national brands. But each discount retailer wants the recipe for the snack foods to be customized to its own tastes. Also, each retailer wants its own name and label on the snack foods it sells. Thus, the retailer, not the manufacturer, would be providing the branding for the private-label product. In addition, the retail chains want their own retailer-branded product to offer a full snack product line, just as the national brands do. Seneca?s managers are intrigued with the potential for quantum growth by becoming the prime producer of retailer-brand snack foods to large, national discount chains. As they contemplated this new opportunity. Dale Williams, the senior marketing manager, proposed that if Seneca enters this business, it can think of even higher growth opportunities. Seneca does not have to sell just to the discount chains that have approached it. Local supermarket chains may also be attracted to the idea of having their own brand of high quality but lower-priced snack products that could compete with the national brands, not just be a low-priced alternative for highly price-sensitive consumers. Perhaps Seneca could launch a marketing effort to regional supermarket chains around the country for a retail-brand snack food product line. Williams noted, however, that the local supermarket chains were not as sophisticated as the national discounters in promoting products under their own brand name. Each supermarket chain likely would need extensive assistance and support to learn how to advertise, merchandise, and promote the store-brand products to be competitive with the national-brand products. John Thompson, director of logistics for Seneca Foods, noted another issue. The national-brand producers used their own salespeople to deliver their products directly to the retailer?s store and even stocked their products on the retailer?s shelves. Seneca, in contrast, delivered to the retailer?s warehouse or distribution center, leaving the retailer to move the product to the shelves of its various retail outlets. The national producers were trying to dissuade the large discount chains from following their proposed private-label (retailer-brand) strategy by showing them studies that the apparently higher margins they would earn on the private label would be eaten away by much higher warehousing, distribution, and stocking costs for these products. Heather Gerald, the controller of Seneca, was concerned with the new initiatives. She felt that Seneca?s current success was due to its focus. It currently offered a relatively narrow range of products aimed at the high-volume snack food segments to supermarket chains in its local region. Seneca got good terms from its relatively few supplier because of the high volume of business it did with each of them. Also, the existing production processes were efficient for the products and product range currently produced. She feared that customizing products for each discount or supermarket retailer, plus adding additional products so that they could offer a full product line, would cause problems with both suppliers and the production process. She also wondered about the cost of providing new services, such as consulting and promotions, to the supermarket chains and of developing some of the new items required for the proposed full product line strategy. Heather was attracted to the growth prospects offered by becoming the preferred supplier to major discount and supermarket chains. But she was not as optimistic as Dale Williams that these retailers truly believed that selling their own private-label foods would be more profitable than selling the national brands. Perhaps they were only using Seneca as a negotiating ploy, threatening to turn to private labels to increase their power in setting terms with the national manufacturers. Once production geared up, how much volume would these retailers provide to Seneca? How could Seneca convince the large retailers about the profitability associated with the new private-label strategy? Gerald knew that Seneca?s existing cost systems were adequate for their current strategy. Most expenses were related to materials and machine processing, and these costs were well assigned to products with the conventional standard costing system. But the new strategy would seem to involve a lot more spending in areas other than purchasing materials and running machines. She wished she knew how to provide input into the strategic deliberations now under way at Seneca, but she didn?t know how to quantify all the effects of the proposed strategy. REQUIRED a) How can activity-based costing help Heather Gerald assess the attractiveness of the proposed policy? b) Assuming that Seneca starts to supply new customers-large discounters and supermarkets outside its local region-what ABC systems would be helpful to guide the profitability of the strategy and assist Seneca managers in making decisions? *NOTE: Make sure to think about the totality of Seneca?s operations, including its relationships with both supplier and customers. (i) Discuss how ABC can be used to manage and controls costs for Seneca's manufacturing operations. The whale curves and some of those concepts can apply to this company. (ii) ABC can be used to measure profitability: internal to the company and external by modeling the customer. (iii) Finally, use ABC to manage the company?s relationship with suppliers.,Enter your follow up question here...
Question 4
Kazaam Company, a merchandiser, recently completed its calendar-year 2011 operations. For the year, (1) all sales are credit sales, (2) all credits to Accounts Receivable reflect cash receipts from customers, (3) all purchases of inventory are on credit, (4) all debits to Accounts Payable reflect cash payments for inventory, and (5) Other Expenses are paid in advance and are initially debited to Prepaid Expenses. The company?s balance sheets and income statement follow. KAZAAM COMPANY Comparative Balance Sheets December 31, 2011 and 2010 2011 2010 Assets Cash $ 49,800 $ 73,500 Accounts receivable 65,800 59,000 Merchandise inventory 276,000 252,500 Prepaid expenses 1,500 1,800 Equipment 157,500 106,000 Accum. depreciation?Equipment (36,750) (46,000) Total assets $ 513,850 $ 446,800 Liabilities and Equity Accounts payable $ 68,300 $ 114,000 Short-term notes payable 10,000 7,000 Long-term notes payable 65,000 48,750 Common stock, $5 par value 153,000 147,000 Paid-in capital in excess of par, common stock 18,000 0 Retained earnings 199,550 130,050 Total liabilities and equity $ 513,850 $ 446,800 KAZAAM COMPANY Income Statement For Year Ended December 31, 2011 Sales $ 583,500 Cost of goods sold 280,000 Gross profit 303,500 Operating expenses Depreciation expense $ 20,000 Other expenses 134,000 154,000 Other gains (losses) Loss on sale of equipment 5,750 Income before taxes 143,750 Income taxes expense 24,250 Net income $ 119,500 Additional Information on Year 2011 Transactions a. The loss on the cash sale of equipment was $5,750 (details in b). b. Sold equipment costing $46,500, with accumulated depreciation of $29,250, for $11,500 cash. c. Purchased equipment costing $98,000 by paying $30,000 cash and signing a long-term note payable for the balance. d. Borrowed $3,000 cash by signing a short-term note payable. e. Paid $51,750 cash to reduce the long-term notes payable. f. Issued 1,200 shares of common stock for $20 cash per share. g. Declared and paid cash dividends of $50,000. Required: 1. Prepare a complete statement of cash flows; report its operating activities using the indirect method. (Amounts to be deducted should be indicated with a minus sign. Omit the "$" sign in your response.) KAZAAM COMPANY Statement of Cash Flows For Year Ended December 31, 2011 Cash flows from operating activities $ Adjustments to reconcile net income to net cash provided by operating activities: Net cash operating activities $ Cash flows from investing activities Net cash investing activities Cash flows from financing activities Net cash financing activities $ Cash balance at beginning of 2011 Cash balance at end of 2011 $,Please take a look at the pic attached. The numbers are not matching. Thanks.,Enter your follow up question here...,sENT THE EXCEL SHEET ATTACHED.,Excel sheet attached.
Question 5
The VacuTech Company manufactures and sells microcircuits. The demand for the microcircuits has been continually increasing over the past 4 years. The Company?s manufacturing facilities are currently operating at full capacity. Vacu-Tech management is considering the purchase of a new pump (equipment to produce microcircuits) and has asked the company?s controller to evaluate the financial impact of the purchase.The controller has gathered the following information prior to preparing her analysis. Cost of equipment (including installation and training) $500,000 Economic useful life of the equipment 5 years Salvage value at the end of useful life $60,000 Increase in annual operating cash flows (incremental cash revenues less incremental operating cash expenses) $145,000 Applicable income tax rate 30% For tax purposes, the equipment will be assigned to the five-year class for depreciation, following the half-year rule under the Modified Accelerated Cost Recovery System (MACRS).The rates apply to the original cost and are provided in Requirement 2 below. The company?s minimum desired after-tax rate of return is 13%.Assume the investment occurs immediately and annual cash flows occur at the end of the year.Also assume the equipment will be sold at the end of 5 years. Required: 1.Assume that the company is exempt from income tax. a.Complete a cash flow schedule identifying the cash outflow related to the investment at the beginning of the first year and the annual cash flows at the end of each year. b.Use the Excel function =pv( to calculate the present value of the annuity of the cash flows over the five-year useful life of the equipment.For the disposal value, use the same function =pv( but ignore the annuity (called pmt in Excel).Calculate the net present value of this investment. c.Calculate the Internal Rate of Return (IRR) on the investment, using the appropriate Excel function =irr(. d.Should Vacu-Tech make the investment? 2.Now consider income tax. MACRS schedule using the half-year rule is 20% in year 1, 32% in year 2, 19.2% in year 3, 11.52% in year 4, and 11.52% in year 5.The remainder in year 6 is 5.76%. However, the asset will be sold at the end of year 5. Note that any gain on the disposal of the asset will be taxable or loss deductible for tax purposes at that time. a.Complete a cash flow schedule identifying the cash outflow related to the investment at the beginning of the first year and the after-tax annual cash flows at the end of each year. b.Use the Excel function to determine the present value of the uneven cash flow =npv( over the five-year useful life of the equipment. Calculate the net present value of this investment. c.Calculate the Internal Rate of Return (IRR) on the investment, using the appropriate Excel function =irr(. d.Should Vacu-Tech make the investment? INSTRUCTIONS 1.Download the Excel Assignment Template (in Excel) and save it. 2.Enter your first name and last name in cell A1 on the Excel Assignment worksheet. 3.DO NOT ALTER THE FORMATTING OF ANY OF THE SHADED AREAS OR SHADED CELLS in the Excel Assignment worksheet. 4.The data from the assignment is provided in rows 3 - 14.Do not alter these cells. 5.Use only cell references in making your calculations. Do not manually re-enter any of the data already provided. 6.Do not use PV tables or financial calculators.Make all your calculations on the Excel worksheet, including Excel functions. 7.Use cell references, Excel calculations, or Excel functions to show the results in the yellow-shaded cells. Manually entered answers in the yellow cells will result in a zero score for that answer. 8.After you complete your assignment, save your work. 9.Submit your assignment by uploading your Excel worksheet file on Moodle (under assignments) by the due date.
