Inventory turnover 56,534,254 / 8,517,203 = 6.6 * Profitability ratios 5. Asset turnover $56,534,254 / 34,825,498 = 1.6 times 6. Profit margin $2,430,872 / 56,534,254 = 4.3 7. Return on assets $2,430,872 / 34,825,498 = 6.9 8. Return on common stockholders’ equity $29,946,992 - (2430872-15801332) / 200,000 = 82.9% * Solvency ratios 9.
August 14, 2011 Week 6 Project 2 International Reporting Case A.) 1.) Return on Assets $58,333 (net income) / $1,404,726 (total assets) = 4.15% 2.) Return on stockholder’s equity $58,333 (net income) / $176,413 (stockholder’s equity) = 33.07% 3.) Debt to assets ratio $1,202,134 (total debt) / $1,404,726 (total assets) = 87.4% B.)
Additionally, there are horizontal and vertical analyses for Riordan’s balance sheet and income statement. Profitability Ratios Profitability Ratios | | 2011 | 2010 | | | | | | | | Asset Turnover | | | | | | (Net Sales/Avg. Total Assets) | 1.62 | | 66,608,660 ÷ (47,409,137 + 34,825,498 = 82,234,635 ÷ 2) 41,117,317.5 = 1.6199 or 1.62 | | | | | 1.66 | 56,534,254 ÷(34,825,498 + 33,1004,430 = 67,299,928 ÷2) 33,964,964 = 1.6644 or 1.66 | | | | | | | Profit Margin | | | 4.97% | | 3,310,662 ÷66,608,660 = 0.497 or 4.97 | (Net Income/Net Sales) | | | 4.30% | 2,430,872 ÷ 56,534,254 = 0.429 or 4.30 | | | | | | | Return on Assets | | | 8.05% | | 3,310,662 ÷ (47,409,137 + 34,825,498 = 82,234,635 ÷ 2) 41,117,317.5 = 0.805 or 8.05 | (Net Income/Avg. Total Assets) | | 7.17% | 2,430,872 ÷ (34,825,498 + 33,1004,430 = 67,299,928 ÷2) 33,964,964 = 0.071569986 or 7.17 | | | | | | | Return on Common Stockholder's Equity | | | 10.44% | | 3,310,662 ÷ (33,477,982 + 29,946,92 ÷ 2) 31,712,487 = 0.104396164 or 10.44 | (Net Income/Avg. Common Stockholder's Equity) | | | | 8.46% | 2,430,872 ÷ (29,946,92 + 27,517,328 ÷ 2) 28,732,160 = 0.84604568 or 8.46 | Solvency Ratios A formulation used to measure a company's financial risk by determining how much of the company's assets have been financed by debt.
(0.5 points) investment in a project. Lesson 4 (3.0 points) What is a 401(k) account? (0.5 points) a common retirement What is a mutual fund? (0.5 points) money invested in stocks What is a broker? (0.5 points) financial professional Name a stock market indicator in the U.S. (0.5 points)
Tashtego Singapore – Balik Papan Tashtego trip Revenue 2.7 Trip cost Portage dues : .14 * 4500 tons * 2.5 days = 1575 Lighthouse: 73 Cargo Costs Lighterage: .25 * 3150 = 787.5 Stevedoring .56 * 3150 = 1764 Bunkering .73 * 960 sea miles * .5 =350.4 Total Cost 4549.9 Total Cost/ Ton 1.444 Contribution Profit / Ton 1.256 Balik Papan – Singapore Tashtego trip Revenue 5.1 Trip Cost Portage dues .2 *1day * 4500 tons = 900 Lighthouse 126 Cargo Cost Lighterage .16* 3950 = 632 Stevedoring .32 * 3950 = 1264 Cranage .14 * 3950 = 553 Bunkering 350.4 Total Cost 3825.4 Total Cost / Ton .9685 Contribution Profit/Ton 4.132 Tashtego one round trip Revenue Balik Papan –
BA 690 THESIS CASE STUDY REV 1.1 Coinstar – Redbox Division Case Update Strategic Management Initiative Ben Sippy, John Thorne, Rob Winkler, Todd Masten 4/4/2013 BA 690 Thesis Case Study rev 1.1 Coinstar – Redbox Division Case Update 1 CONTENTS History ...........................................................................................................................................................................4 Coinstar ......................................................................................................................................................................4 GroupEx .....................................................................................................................................................................4 Crane Games..............................................................................................................................................................5 Redbox .......................................................................................................................................................................5 Case Update...................................................................................................................................................................8 Coinstar Consolidated ................................................................................................................................................8 Redbox Business Unit ................................................................................................................................................9 Financials ...............................................................................................................................................................9 Market Share
RETAIL INDUSTRY ACCT – 3444, S50 Charlee Hong #100070169 Dorina Cho #100218745 Brenda Adomi #100200523 Table of Contents INTRODUCTION 1 KNOWLEDGE OF THE BUSINESS 1 SWOT ANALYSIS: 2 BUSINESS RISKS AND STRATEGIES 3 CORPORATE GOVERNANCE 4 CORPORATE GOVERNANCE PRACTICES 5 FRAUD RISK ASSESSMENT 5 LAWSUITS /PROCEDURES FOR LITIGATION AND CLAIMS 6 TOP 3 LAWS AND REGULATION THAT MUST BE AHDERED TO 7 GOING CONCERN ASSESSMENT 8 AUDIT RISK LEVEL (LOW/MEDIUM/HIGH) 9 OVERALL AUDIT STRATEGY 10 PLANNING ANALYTICS 10 MATERIALITY 11 REVENUE CYCLE & TYPE OF AUDIT 11 KEY CONTROLS 11 REVEUNUE’S ASSERTIONS, AUDIT RISK, AUDIT PROCEDURES 12 ANALYTICAL PROCEDURES 13 INFORMATION SYSTEM & IMPACT ON AUDIT APPROACH 13 APPENDIX 15 REFERENCES 20 INTRODUCTION Dollarama is the largest dollar store in Canada and currently there are over 680 stores operating across the country. Dollarama offers broad range of everyday consumer products, general merchandise and seasonal items that are appealing to customers because of lower dollar values and one stop shopping convenience. Dollarama was founded by Lawrence Rossy in 1992, and went public in 2009. KNOWLEDGE OF THE BUSINESS CUSTOMERS: Targeted to all demographic consumers who seek value in a wide range of consumer product and one shopping convenience. COMPETITORS: Some of Dollarama’s direct competitors include “A buck or two”, “Dollar Giant”, “Dollar store with more” just to name a few.
BUDGET RESERVE Budget Reserve Increase: 10% Internal Labour Costs * Type % Baseline Cost Total Costs Project Sponsor V 10% $6,000.00 $600.00 Project Manager V 10% $8,300.00 $830.00 Business/Systems Analyst 1 V 10% $15,648.00 $1,564.80 Business/Systems Analyst 2 V 10% $15,568.00 $1,556.80 Application / Systems Architect V 10% $18,645.00 $1,864.50 Hardware Specialist V 10% $3,280.00 $328.00 Database Architect V 10% $15,455.00 $1,545.50 Developer/Programmer 1 V 10% $9,450.00 $945.00 Developer/Programmer 2 V 10% $9,450.00 $945.00 QA Analyst V 10% $5,630.00 $563.00 Trainer / Documentation 1 V 10% $5,800.00 $580.00 Customer Support Representative 1 V 10% $2,200.00 $220.00 Customer Support Representative 2 V 10% $2,200.00 $220.00 $11,762.60 Other Costs Type % Baseline Cost Total Costs Staff Meals V 10% $ 3,000.00 $300.00 Incentive Bonus V 10% $ 12,000.00 $1,200.00 $ 1,500.00 Overhead Costs (Historical) Type % Baseline Cost Total Costs Utilities V 10% $ 2,220.00
UNIT 102 MANAGEMENT PERSPECTIVES. ANDREW MACKENZIE Table of Contents Question 1 Specific Environment 3 Customers 3 Employees 3 Shareholders 3 Suppliers 4 Competitors 4 Regulators 4 Question 2 Management Style 5 Classical 5 Administration 5 Bureaucratic 6 Human Resource (HR) 6 Modern 6 Contingency 6 Systems 7 Question 3 Control processes 7 Strategies 7 Systems 8 Processes 8 Competition 8 Question 4 Planning 9 Planning Process 9 Define Objectives 9 Determine where you stand vis-à-vis objectives 9 Develop Parameters 9 Analyze and Choose 9 Implement the plan 10 Planning tools 10 Forecasting 10 Benchmarking 10
(2011). Fannie Mae, Freddie Mac, and the Freedman's Savings Bank. Review Of Black Political Economy, 38(3), 205-226. doi:10.1007/s12114-011-9090-6. Hoek-Smit, M. C., & Linneman, P. D. (1996). Housing markets, neighbourhood dynamic and societal goals: National and international policy.. Urban Studies (Routledge), 33(10), 1775. http://dx.doi.org.library.capella.edu/10.1016/S0166-0462(03)00040-1. http://www.themreport.com/articles/fannie-mae-sees-moderate-growth-despite-recent-gains-2012-08-21.