ACCT 311 Final Exam Solution https://hwguiders.com/downloads/acct-311-final-exam-solution/ ACCT 311 Final Exam Solution 1. XYZ Company sells appliance service contracts agreeing to repair appliances for a two-year period. XYZ’s past experience is that, of the total dollars spent for repairs on service contracts, 40% is incurred evenly during the first contract year and 60% evenly during the second contract year. Receipts from service contract sales for the two years ended December 31, year 2, are as follows: Year 1 | $500,000 | Year 2 | $600,000 | Receipts from contracts are credited to unearned service contract revenue. Assume that all contract sales are made evenly during the year.
Johnson Controls Social Responsibility Strategy JJT2 Social Responsibility, Task 1 February 23, 2014 Introduction Johnson Controls is a global manufacturing company with its corporate headquarters in Milwaukee, Wisconsin. The company is the largest producer of private label lead acid batteries in North America, and is quickly becoming a leader in Asia and South America. Johnson Controls provides batteries for nationally recognized brands such as Duralast, Interstate Batteries, Die Hard, ProStart, and Bosch. In addition, Johnson Controls provides original equipment batteries for Ford, Acura, Honda, Diamler Chrysler, Nissan, and Toyota. With over 170,000 employees around the world, Johnson Controls is a global industrial leader serving customers in over 150 countries and is committed to corporate social responsibility (Johnson Controls, 2014).
Lowe’s Companies, Inc. is a FORTUNE® 50 company that serves approximately 15 million customers a week at more than 1,750 home improvement stores in the United States, Canada and Mexico (Lowe's Companies, Inc, 2011). Lowe’s offer several different incentives to shop which lures customer to the home improvement retail center. These incentives, such as the “My Lowe’s” program, price matching, the Lowe’s Consumer Credit Card and their own durable, long-lasting and cost effective products. INTRODUCTION Lowe’s Companies, Inc. is a FORTUNE® 50 company that serves approximately 15 million customers a week at more than 1,750 home improvement stores in the United States, Canada and Mexico. Lowe’s is an American chain of retail home improvement and appliances.
RADIO SHACK CORPORATION Date: 2/22/12 To: Julian Day From: Melissa Richtel, Garrett Brandes, Kyle Mulcahy, Sara Davis Radio Shack Corporate Communications Subject: Communication Strategy It is the goal of the communication department of Radio Shack to ensure communication between upper level management to all employees is efficient and effective in the proper way. BACKGROUND: Radio Shack is a consumer and electronics goods and services retailer that is third in the US market. Radio Shack is headquartered in Fort Worth, Texas with nearly 40,000 employees. Operating in more than 400,460 stores inside the United States, Puerto Rico, and the Virgin Islands; Radio Shack also operated 800 non- branded wireless handsets and accessory kiosks. SUMMARY: Throughout the last several years Radio Shack has undergone a series of executive management changes which has created some instability on all levels of employment.
CVS Caremark Global Expansion to United Kingdom Global Business Management Abstract CVS Corporations was founded by Sid Goldstein, Stanley Goldstein and Ralph Hoagland, May 8, 1963 in Lowell, Massachusetts. In 2007 CVS pharmacy merged with Caremark Rx which created CVS Caremark. CVS Caremark is currently the number two pharmacy store in the United States with revenues exceeded $100 billion dollars and has over 7,400 hundred stores in 42 states. The corporation has been successful for over 40 years in the United States. CVS Caremark is designing a global expansion strategy to target areas that are profitable and promising demographically.
Defining the Issues: Ruth Chris was offered as a newly public organization (IPO) back in 2006 and needed to develop a new business strategy focused on continued growth local and or international. Current stores were seeing consistent revenue growth but the stakeholders needed to see business exposure on the international level for increased revenue. Ruth Chris was challenged with Wall Street expectations for revenue growth and the direction of which it will take next. Foreign expansion plans were identified in Ruth’s Chris senior management team which created interest in international opportunities. Ruth Chris had the following issues on hand; First, Dan Hannah had to decide which countries offer the greatest growth potential with the least risk.
Research Proposal STR/581 January 24, 2013 Instructor: Paul Sam Research Proposal For week two’s assignment, the company chosen is Target. Target is an upscale American retailing company with grocery items. As of January 2012 the company has 1,763 locations. In preparation for the strategic plan due in week six, research will be performed on Target’s organizational vision, mission, and value statement. To perform the analysis, various sources will be needed both external and internal environmental analysis.
Teaching Case Note 08 - Panera Bread Company CASE TEACHING NOTE 8 Panera Bread Company OVERVIEW As Panera Bread Company headed into 2007, it was continuing to swiftly expand its market presence. The companys strategic intent was to make great bread broadly available to consumers across the United States. It had opened 155 new company-owned and franchised bakery-cafes in 2006, bringing its total to 1,027 units in 36 states. Plans were in place to open another 170 to180 caf locations in 2007 and to have nearly 2,000 Panera Bread bakery-cafs open by the end of 2010. Management was confident that Panera Breads attractive menu and the dining ambiance of its bakerycafs provided significant growth opportunity, despite the fiercely competitive nature of the restaurant industry.
Product line was available in 40 countries. The company employed around quarter million staff and make approximately $50 billion in sales every year. The company’s product lines were organized in four main areas: cooking and eating, beauty and style, healthy living, and around the house. Unilever adopted decentralized marketing campaign that suit individual cultures and their unique subsidiaries requirements. The company’s branding policies had been considerably modified; with newly designed logo adorned the packages.
3M Taiwan: Product Innovation in the Subsidiary Case key person: Tao-Chih Chung, Departmental head Health Care, 3M Taiwan Time period: 2004-2005 Case summary: 3M overview * founded in Minnesota 1902 * originally focused on industrial products, gradually diversified into consumer markets * strong brands and reputation as an innovative company in 2004: * sales US$20 billion, revenue US$2,9 billion, international sales 60% of total * 189 sales offices worldwide, 15 of these in the US * employed 67 071 people, 49% in the US The 3M Way to Innovation * 5-6% of sales p.a. into R&D, 1000 dedicated scientist / engineers (most in Minnesota) * operations managed in 7 business segments * health care the biggest in sales (20%) * common technologies shared between segments to facilitate innovation * segments divided into divisions representing product lines * own sales, marketing and tech support staff > small, decentralized structure > minimized bureaucracy > empowerment to divisions * distinct corporate culture created by William L. Knight in the first half of 20th century * employees given as much responsibility as possible * innovation, risk taking and teamwork emphasized * many different ways and mechanisms of rewarding innovative employees * key growth driver: investment in technologies (>40 technological platforms, exhibit 4) * access shared through all segments worldwide 3M’s Innovation Across Borders * 7 interrelated areas for innovative activities within