due to operations was unfavorable. This means that areas where the costs have been higher than the budgeted costs require corrective measures. If we consider the manufacturing cost, the variable costs show that milk price variance and sugar price variance have been responsible for unfavorable variable costs. Similarly, higher fixed costs of repairs, electricity and water, and spoilage have been responsible for higher actual fixed costs. From the perspective of sales, the actual sales of Product A, B
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leader was overworked looking for personnel that were not even working that particular day. 3. Unit information is kept in boxes under a desk. This has not been loaded into the computer and this situation is not acceptable. The range information sheets needs to be kept in a secure location because of the personal information that is on it. 4. Unit information is being kept manually and typed up on a separate report. Feasibility
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EBIT RM73 million with margins of 13.7% – Net income RM161 with margins of 30.1% 25th consecutive quarter of profitability – the only LCC in Asia that is making money – one of the few airlines that managed to grow profits in the period Lowest cost airline in the world at 3.30 US cents / ASK – despite fuel prices gaining by 43% year on year Disciplined growth – Group fleet size of 72 (end of March 2008) – capacity growth of 36% and passenger growth of 21% YoY 3 Key Highlights for
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What buying consumer pain points did IKEA have to address to become successful in the US market? - its beds and kitchen cabinets did not fit American sheets and appliances, its sofas were too hard for American comfort, its product dimensions were in centimeters rather than inches, and its kitchenware was too small for American serving-size preferences. - IKEA described its typical shopper as the sort of person who traveled abroad, like taking risks, liked fine food and wine, had a frequent-flier plan
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them are willing to resolve the disputes. Therefore, with the intervention of the third party, such as arbitration and mediation, the settlement can be made easily. Second, it costs a large amount legal fees and expenses when a case goes through the court system because of the complexity of the procedures. However, the costs of legal fees can be reduced through ADR because the process becomes much simple to come up a decision. Finally, it is more private if a case goes through ADR. Unlike the court
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supply curve is the inverse of the marginal cost curve. • Construct the market’s supply curve by adding the firms’ supply curves horizontally. Use the market’s supply curve to forecast the effect of demand shocks on the market’s price. • The effect of demand shocks on the market price are larger when supply is inelastic. • At this point, is our analysis complete??? • The decision of Alusaf depends on the forecast of the price of aluminum and the average cost of production. Alusaf’s Hillside Project
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Acct 3511 Chapter 8 Concepts – Inventory & Cost of Goods Sold Professor Marco J. Malandra, CPA 1. State 4 characteristics of Inventory & Cost of Goods Sold (CGS)? Is Inventory initially capitalized or expensed? What concept determines when it’s expensed? Inventory: 1) Asset (current) 2) Balance Sheet 3) real 4) debit NAB CGS: 1) Expense 2) Income Statement 3) nominal 4) debit NAB Matching: Any expenses associated with revenue
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Case 15-1: Private Fitness LLC* Private Fitness LLC is a springboard case that can be used as the basis of a discussion of management's need for information. It serves the same purpose for Part 2 of the book that the Kim Fuller case did for Part 1. Approach This case uses a small business as its setting so that students can visualize the business's activities, and so questions of generally accepted accounting principles will be essentially irrelevant. In fact, a shift the student needs to make
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788.43 48,950.31 39,491.03 Other Income 14,935.09 14,968.15 12,691.35 9,398.43 7,446.76 Total Income 96,329.45 85,962.07 76,479.78 58,348.74 46,937.79 Expenditure Interest expended 48,867.96 47,322.48 42,915.29 31,929.08 23,436.82 Employee Cost 14,480.17 12,754.65 9,747.31 7,785.87 7,932.58 Selling and Admin Expenses 12,141.19 7,898.23 5,122.06 4,165.94 3,251.14 Depreciation 990.50 932.66 763.14 679.98 602.39 Miscellaneous Expenses 12,479.30 7,888.00 8,810.75 7,058.75 7,173.55 Preoperative
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retailer in Scandinavia with nine stores. The main reason that Ikea expanded rapidly and was so successful in Europe, compare the other furniture business in the Western Europe with IKEA, the furniture markets were largely fragmented and served by high-cost retailer located in expensive downtown stores and selling relatively expensive furniture, while IKEA had elegant functional designs with clean lines, and lower price, and immediate availability as was the self-service store format. So Ikea was having
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