Financial Analysis * The tax rate is approximately 30% 5.618.8=29.79% 5.418.1=29.83% 5.418=30% * Based on the industry average, a sports store of similar size should be making around $21000 or 67% more profitable than Rhodes’ store. * Assuming the lots are of the same size and bear the same tax burden, if the unused lot is sold off property taxes would be reduced by $6000 at the 2008 rate. All else being equal, this would increase net profit by 6000×0.30=$1800, for a total of $14400. Profit as a percentage of sales would increase from 2.1% to 2.4%. * Of the $18400 Rhodes made in mortgage payments last year, $8000 was interest.
Accounting Assignment 2013 By : David Step One ….. all calculations are in $000’s $000’s | 2012 | 2011 | 2010 | 2009 | REVENUE | 419,812 | 413,131 | 373,144 | 344,150 | SALES | 418,981 | 411,652 | 372,120 | 343,078 | GROSS PROFIT | 418,981-175,843 = 243,138 | 411,652-171,256 = 240,396 | 372,120-164,789 = 207,331 | 343,078-145,275 = 197,803 | EBIT* | 19,491 | 21,532 | 16,667 | 21,164 | NET PROFIT | 16,103 | 18,218 | 12,331 | 15,649 | -TREND ANALYSIS- | | | | | SALES | 418,981/343,078 *100 = 122.1 | 413,131/343,078 *100 = 120.4 | 373,144/343,078 *100 = 108.8 | 100 | EBIT | 19,491/21,164 *100 = 92.1 | 21,532/21,164 *100 = 101.7 | 16,667/21,164 *100 = 78.8 | 100 | PROFIT | 16,103/15,649 *100 = 102.9 | 18,218/15,649
Ohio | Aurora Farms Premium Outlets = 2:42 549 South Chillicothe Road Aurora OH 44202 (330) 562-2000 Mon-Sat 10am - 9pm Sun 10am - 6pm Holiday & seasonal hours may vary From Cleveland: Follow I-77 South to I-480 East to Route 422 East (Warren) to Route 306 South to Route 43 to Aurora Farms Premium Outlets. From Pittsburgh/Youngstown: Follow I-80 West (Ohio Turnpike) to Exit 187 (Streetsboro), take Route 14 East to Route 43 North to Aurora Farms Premium Outlets. From Akron: Follow Route 8 North to Route 303 East to Route 43 North or take I-76 East to Route 43 North to Aurora Farms Premium Outlets. | Lodi Station Outlets = 1:51 9911 Avon Lake Road Burbank OH 44214 (888) 746-7563 Mon-Sat 10am - 9pm Sun 11am - 7pm
264,000 / 25,000 hrs = $10.56 2650 hrs x 10.56 = $27,984 (d) Sum-of-the-years’-digits. n(n+1) = 10(11) = 55 10/55 x 264,000 x 1/3 = $16,000 9/55 x 264,000 x 2/3 = $28,800 Total = $44,800 (e) Double-declining-balance. 279,000 x 20% x 1/3 = $18,600 [279,000-(279,000x20%)] x 20% x 2/3 = $29,760 Total = $48,360 E11-9 (Composite Depreciation) Presented below is information related to Morrow Manufacturing Corporation. Machine | Cost | Estimated Salvage Value | Estimated Life (in years) | A | $40,500 | $5,500 | 10 | B | 33,600 | 4,800 | 9 | C | 36,000 | 3,600 | 8 | D | 19,000 | 1,500 | 7 | E | 23,500 | 2,500 | 6 | Instructions (a) Compute the rate of depreciation per year to be applied to the machines under the composite method. A: 40,500/10=4050 B: 33,600/9=3733 C: 36,000/8=4500 D: 19,000/7=2714 E: 23,500/6=3916 Total Straight-line depreciation = $18,913 Total Cost = $152,600 Depreciation Rate = 18,913/152,600 = 12.4% (b) Prepare the adjusting entry necessary at the end of the year to record depreciation for the year.
ACME Mexico City - Operations Management Techniques Author Note Executive Summary 3 Linear Programming 4 General Purpose 4 Linear Programming in Acme Mexico City 4 Linear Programming Technique 4 Sensitivity Report 6 Limitations of Linear Programming 7 Data Driven Decision – Making AKA Data Analytics 7 General Purpose 8 Data Analytics in Acme Mexico City 8 Data – Time Periods 8 Alternatives 9 Data-driven decision making – Alternative 1 9 Data-driven decision making – Alternative 2 11 Decision Support System 12 General Purpose 12 Decision Support System at Acme Mexico 13 Limitations of Decision Support Systems 13 Conclusion 14 References 15 Executive Summary Acme Home Improvements, Inc. is making great strides towards the enhancement of the overall profitability of the company by applying operations management techniques in order to reduce operational costs. Additionally, the company believes that reducing these costs will provide the company with a competitive edge in order to strongly compete with other home improvement stores. The company is currently considering scheduling its employees in a way that it could decrease the overall costs of the company. Therefore, the company is looking to adopt various operational strategies and methods in order to identify the minimum costs of the company. Linear Programming General Purpose Linear programming is a mathematical method that allows management to determine how to reduce costs while maximizing profit.
$460 B. $430 C. $610 D. $960 P9-2: Net Realizable Net Realizable Value Less a Designated Final Replacement Sales Value Profit Margin Normal Market Inventory Cost Cost Price (Ceiling) (Floor) Profit Value Value Aluminum siding 70,000 62,500 64,000 56,000 50,900 5,100 56,000 56,000 Cedar shake siding 86,000 79,400 94,000 84,800 77,400 7,400 79,400 79,400 Louvered glass doors 112,000 124,000 186,400 168,300 149,800 18,500 149,800 149,800 Thermal windows 140,000 126,000 154,800 140,000 124,600 15,400 126,000 126,000 Total $408,000 $391,900 $499,200 $449,100 402,700 $46,400 411,200 411,200 (a) (1) Allowance to Reduce Inventory to Market should be Dr. of 30,700. This will
Forecasted sales $ (Y) = 13,483.46*1000 + 121.70*1000* %spanishsp – 38.68*1000*%dryers – 81.05*1000*%freezer + 8,980.09*1000*comptype1+ 3,984.43*1000*comtype2 – 3,147.38*1000*comtype7 Figure 6 Excerpt from Summary Output Interpretation of the final multiple regression equation to answer Question 1 Pam and Sue’s Case. The equation tells us that for stores in the area with same % of Spanish people, same % of households with dryers and freezers, competitive type 1 (comtype1) stores will add on average $8,980,090 of sales dollars and comtype2 stores will add on average $3,984,430 sales dollars more than other competitive type stores. For example, everything else unchanged, comtype 7 store would actually lower sales by $3,147.380 compared with other comtype
Financial Statement Analysis University of Phoenix ACC/300 Kai D Hintze, Instructor August 10, 2009 Financial Statement Analysis: List of Ratios 2003 2002 Earnings per share: Diluted: $1.62 Basic: $1.66 Diluted: $1.19 Basic: $1.24 Return on assets: $45,909.74 $41,522.01 Current ratio: 76% 62% Times interest earned: 6.96 12.72 Asset turnover: 100% 96% Debt to total assets: 273.58 204.91 Current cash debt coverage: $1.78 $1.91 Cash debt coverage: 0.39 0.47 Free cash flow: ($320,855,172 ($432,200,679) Based on this analysis, Landry’s Restaurants Inc. finances are in good standings. For the year of 2003, Landry’s Restaurants Inc. cost of revenues was
Ranked (26) by the Global Reputation Pulse US Top 100. | 0.12 | 4 | 0.48 | Market Capital is $ 4.85 Billion Representing Financial Strength. | 0.15 | 4 | 0.6 | Community Oriented & Socially Responsible Company. | 0.10 | 3 | 0.3 | Pioneered the “One Price System” | 0.07 | 3 | 0.21 | Structured Code of Conduct for all the Vendors | 0.06 | 3 | 0.18 | Well Known for Innovation. | 0.09 | 4 | 0.36
Windshield Survey Summary and Reflection NUR 405 October 27. 2014 Windshield Survey Summary and Reflection Newburgh, New York is a community located approximately ninety minutes north of New York City and near the scenic Hudson River. In 2013, the population was 28,871 with an average age of 29 years old (“Newburgh, NY demographics”, 2014). The city is frequently in the local news, very rarely for good things, and most commonly for the increased crime rates. This area is interesting because the outskirts of the town are affluent with parks, large shopping centers and restaurants, large and beautifully maintained homes, farms, and medical centers with access to primary care providers and specialist.