= Sales/ Total assets = 250,000/258,000 = 0.97 Net profit (before tax) margin = Net profit/Sales = (16,000/250,000) x 100% = 6.4% Current ratio = Current Assets/ Current Liabilities = 38,000/44,000 = 0.86 Closing inventory holding period (in days) = (closing inventory x 365 days)/ cost of sales = (25,000 x 365 days)/ 200,000 = 45.63 Trade receivables' collection period (in days) = (average accounts receivable/ credit sales) x 365 = (13,000/ 250,000) x 365 = 18.98 Trade payables' payment
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responsiveness, Seven-eleven has considerably become the most successful retail store. Problems The problem of Seven-eleven supply chain is that it replies too much on the transportation to make replenishment every day. The store would not have enough inventories if there is any accidents happen since the storage unit in store is very little. The risks associated with the system that Seven-eleven uses are costly with demand uncertainty. When the demand patterns change dramatically, then Seven-Eleven is left
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HARVARD BUSINESS SCHOOL 9-292-013 REV: JANUARY 4, 2002 Butler Lumber Company To examine Butler’s current financial situation and to answer the question of how well Butler is doing are not an easy task. There are many things to look into. Let us start with net working capital. Net working capital= current assets- current liabilities | 1988 | 1989 | 1990 | 1991 | current assets | 468 | 596 | 776 | 932 | current liabilities | 260 | 375 | 535 | 690 | net working capital | 208
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INVENTORY MANAGEMENT AND CONTROL* INVENTORY MANAGEMENT AND CONTROL concerns most managers of agricultural marketing and supply businesses, whether they are retail, wholesale, or service oriented. The value of a manager to an agricultural marketing and supply business depends on his ability to manage inventories effectively. The total cost of maintaining the desired inventory level must be held down to a reasonable figure, but the inventory must also be large enough to permit the company to effectively
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multiplex, labour cost, film distributor share , food expenses , entertainment tax Tied to COGS is inventory. Crudely, inventory is unsold “COGS”. What is the inventory for PVR’s movie exhibition business? Again, do not write the number here, just the concept. Major inventory for * Inventory of seats/floor: Seat/handling unit is not filled does not lead in revenue. * ECONOMICS Inventory of films: Film/Service which is not screened in movie will not lead in revenue. Economies of
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Executive Summary Problem Statement Mr. Paul Mackay, a sole proprietor, has approached the Commercial Bank of Ontario in order to obtain an additional $194,000 bank loan and a $26,000 line of credit. Paul owns and operates a general merchandising retailer in Riverdale, Ontario named Lawsons’. The bank loan is needed for Mr. Mackay to reduce his trade debt that has a sheer 13.5 per cent interest penalty. The line of credit is needed for sales seasonal downfalls so that Mr. Mackay could properly
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Course Syllabus School of Business XACC/290 Version 1 Principles of Accounting I Copyright © 2013 by University of Phoenix. All rights reserved. Course Description This course covers the fundamentals of financial accounting as well as the identification, measurement, and reporting of the financial effects of economic events on an enterprise. Students will learn to examine financial information from the perspective of management. Other topics include decision-making, planning, and controlling
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Intel Corporation is a [$105 billion] (King, 2012) leading designer and manufacturer of advanced integrated digital technology platforms. The company, led by CEO Paul S. Otellini, also specializes in the development and sales of software and services that integrate security and technology (Intel, 2013). Intel currently dominates the semiconductor market, and has for the last 20 years. In 2011, the company made up a record 16.5% of the server market share (Gaudain, 2012). To date, the company employs
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Operation Management decisions (Hard Rock Cafe) The success of Hard Rock Café was to a certain extent determined by the operations management decisions. Let us analyze each of 10 operations management decisions of the Hard Rock networks of cafes. 1. Location The managers of the café are very precise in determining the location of each new café (restaurant, casino, museum) etc. They choose the state, city and even street or corner with regard to customer preferences (Johnston, 2008). Governance
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for some additional information needed was submitted. It has been conveyed to my attention that there is questions or concerns in regards to why the information was requested. The concerns include the reason for the adjusting lower cost of market inventory valuation, the capitalizing interest on building construction, the recording of gain or loss on asset disposal, and the adjusting goodwill for impairment. Please rest assured that we will do our best to answer your questions and settle your concerns
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