B. Compute the gross profit (loss) on Thompson Plumbings Trans.pdf

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B. Compute the gross profit (loss) on Thompson Plumbing\'s Transactions during September and October if a cash-basis accounting system was used. D. Assume that the fair value of Thompson Plumbing\'s Inventory at October 31 is $750,000. A potential lender asks Thompson Plumbing to prepare a fair-value-based balance sheet . Prepare the journal entry to reflect inventory at fair value. Solution a. Gross Profit on Thompson Plumbing\'s Transaction for September and October : b. Cash Basis Accounting System recognizes income only when Payment is received and expenses only when payment is made , accordingly Gross Profit(loss) for September and October : d.SeptemberOctoberTotalReceipts$ 150,000.00$ 375,000.00$ 525,000.00Less : Payment$ 100,000.00$ 250,000.00$ 350,000.00Gross Profit/(Loss)$ 50,000.00$ 125,000.00$ 175,000.00.

B. Compute the gross profit (loss) on Thompson Plumbing's Transactions during September and
October if a cash-basis accounting system was used.
D. Assume that the fair value of Thompson Plumbing's Inventory at October 31 is $750,000. A
potential lender asks Thompson Plumbing to prepare a fair-value-based balance sheet . Prepare
the journal entry to reflect inventory at fair value.
Solution
a. Gross Profit on Thompson Plumbing's Transaction for September and October :
b. Cash Basis Accounting System recognizes income only when Payment is received and
expenses only when payment is made , accordingly Gross Profit(loss) for September and October
:
d.SeptemberOctoberTotalReceipts$ 150,000.00$ 375,000.00$ 525,000.00Less : Payment$
100,000.00$ 250,000.00$ 350,000.00Gross Profit/(Loss)$ 50,000.00$ 125,000.00$
175,000.00

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Based on the income and the statements of cash flows from 2011 through 2015, did Mr. Martin have positive net income an cash flow? Please show all work. Background MartinCo is a small company that has been in the Martin family for several generations. In 2010, Mr. Martin added a new business line selling an exclusive and unique image processing sensor that he had developed. For the last years, the business unit had done quite well, exceeding Mr. Martin’ and the Board of Director’s expectations. Given that MartinCo had never worked in the image processing industry, the project had originally been viewed as extremely risky with several of the board members recommending against it. Even so, the project had prevailed and the business unit had done well. Recently, Mr. Martin had received inquiries from a major Photography and Imaging firm (Canikon, Inc.) to exclusively use his image processing sensor or to purchase the rights to the sensor outright with the intent of getting a larger manufacturer to produce the product. Mr. Martin is faced with a dilemma. Should he choose to keep the rights to his product, he will have to ramp up production to meet the demands of Canikon. Alternatively, should Mr. Martin chooses not to expand his image processing business unit to meet Canikon\'s propositions, Canikon could independently develop a similar sensor and cut him out of the market altogether. Mr. Martin is loath to give up the rights to his designs and brand and realizes that he might have to do so if the numbers don’t fall out well for his product. Mr. Martin wants to compile a report for the business unit that will give him some insight into its present operation and potentially a better understanding of whether an expansion would be a feasible undertaking. A big concern that Mr. Martin has is that Canikon intends to, and would be able to significantly underprice his present product and cost structure. Canikon is currently a leading distributor in the Photography and Imaging industry. Hence, the company has the ability to source a larger manufacturer to produce a similar type of sensor and would able to bring economies of scale to bear that Mr. Martin would have difficulty achieving. ------------------------------------------ Product Development and Initial investments Mr. Martin invested significant time and expense in the development of his unique Image Processing Sensor. He went through extensive development, testing, consumer feedback, promotional giveaways and effort before proposing the product and business line to the board members. All in all he had produced one hundred and fifty units before even having a fully functional production line. Mr. Martin presented his ideas to the board at the 2nd quarter Board of Directors meeting of 2010. Although there was some hesitation, the Board of Directors approved the project and expected the purchase of equipment to be finalized with plans to have the sensors to run off the lines and delivered to the dis.

Based on the income and the statements of cash flows from 2011 throu.pdf

Based on the income and the statements of cash flows from 2011 throu.pdf

Based on the income and the statements of cash flows from 2011 throu.pdf

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Based on the ANOVA table output from multiple regression, the correc.pdf

Based on the ANOVA table output from multiple regression, the correc.pdf

Based on the Case Study \"Dell Inc.: Changing the Business Model\" Case 32, starting on page 32-1, complete the following requirements: Write a complete synopsis Using the Week 1 Addendum, identify their resources, capabilities, and core competencies Write one finding of fact, with a fully justified recommendation/justification Comment on classmates\' and instructor\'s postings. I need it broken down by sections 1 finding of fact synopsis resources capabilities core competencies recommendations Solution Dell used a contrarian model of business for a consumer durable by bypassing the traditional distribution channel and by having low inventories and thus lower carrying cost. It built strong relationship with the suppliers and customers and was able to cut costs of the distribution channel. When Dell entered the market that was an era of high growth of PCs (1980s) and therefore the competition per se was not daunting enough and the contrarian model did wonders to make Dell the largest PC manufacturer in the 1990s. Used low cost to penetrate the market when the market itself was in the growth phase. However this is not a model that could be sustained in the long run. Distribution channel especially for consumer goods is vital. Dell should have recognized the fact that there was the concept of PLC (product life cycle) to encounter into the future when the markets would mature. The \'push\' and the \'pull\' of the distribution channel was not there to support Dell\'s product in the maturing markets in the US. At the same time other low cost players with brand image started to surface. Along with this there was a clawing back of the markets by the big players like Apple. In this period (mid 2000) the household market was in the growth phase. Dell was not focused on this market either. Hence Dell lost out on its sheen of a low cost manufacturer because the markets had matured, there were other players with low cost products and it missed out on market penetration with low cost in the growth market of households in the mid 2000. Dell could have been there for the long haul as a major player had it used the traditional strategies of marketing for consumer durables - had it applied the strategies deployed according to the phase of the market the product is in (as per the PLC concept) instead of just relying on low cost alone..

Based on the Case Study Dell Inc. Changing the Business Model C.pdf

Based on the Case Study Dell Inc. Changing the Business Model C.pdf

Based on the Case Study Dell Inc. Changing the Business Model C.pdf

Based on information Journal Entries below and using the Phase 2 Excel template provided, prepare applicable closing entries, and prepare, in good form, a 2015 Balance Sheet and a 2015 Statement of Revenues, Expenditures, and Changes in Fund balance. Note: Outstanding encumbrances at year end are classified as Assigned Fund Balance and all remaining net resources are classified as Unassigned Fund Balance.Journal EntryReferenceAccount TitlesDebitsCreditsa)Estimated Revenues Control11,250,000Appropriations Control9,300,000Estimated Other Financing Uses Control - Tranfers Out1,700,000Budgetary Fund Balance250,0001)Encumbrances Control (Prior Year)17,000Budgetary Fund Balance - Reserve for Encumbrances17,0002)Deferred Inflows - Property Taxes21,000Revenues Control21,0003)Taxes Receivable - Current6,800,000Estimated Uncollectible Current Taxes136,000Revenues Control6,664,0004)Cash500,000Tax Anticipation Notes Payable500,0005)Budgetary Fund Balance - Reserve for Encumbrances17,000Encumbrances Control17,000Expenditures Control16,600Accounts Payable16,6006)Accounts Payable115,600Due to Other Funds27,000Cash142,6007)Cash10,811,500Interest and penalties receivable3,500Taxes Receivable – Current6,400,000Due from State210,000Revenues from licenses and permits800,000Sales Tax Receivable - current2,890,000Misc Revenues350,000Taxes Receivable –158,0008)Encumbrances3,465,000Fund Balance Reserved for Encumbrances3,465,0009)Expenditures5,070,000Federal Income Tax Withheld498,000FICA Contribution357,000Cash4,215,00010)Due to Federal Government385,000FICA Contribution (City\'s Part)357,000State unemployment taxes28,00011)Fund Balance Reserved for Encumbrances3,375,300Expenditures3,375,300Encumbrances3,375,300Accounts Payable3,375,30012)Tax Anticipation Notes Payable500,000Expenditure18,000Cash518,00013)Estimated Fund332,000Unreserved fund balance332,00014)Expenditures350,200Water and Sewer37,000Stores and Services Fund313,200Stores and Services Fund310,000Cash310,00015)Sales Tax Receivable52,000Revenue52,00016)Accounts Contract Payable3,015,000Cash3,015,000Federal Income Tax Withheld498,000FICA Contribution357,000FICA Contribution (City\'s Part)357,000State unemployment taxes28,000Cash1,240,00017)Estimated Revenue73,000Fund for Appropriations (Budgetary Fund)139,000Appropriations212,00018)Property Taxes Receivable- Delinquent51,000Interest and penalties receivable on taxes - Delinquent1,600Property Tax Receivable51,000Interest and penalties receivable on taxes1,60019)Interest and penalties receivable on taxes17,200Estimated Uncollectable Taxes1,100Revenue16,10020)Deferred Revenue (Estimated Revenue)27,500Tax Receivable27,500 Solution.

Based on information Journal Entries below and using the Phase 2 Exc.pdf

Based on information Journal Entries below and using the Phase 2 Exc.pdf

Based on information Journal Entries below and using the Phase 2 Exc.pdf

Based on information Journal Entries below can someone provide me with the closing entries, the 2015 Balance Sheet and a 2015 Statement of Revenues, Expenditures, and Changes in Fund balance. Note: Outstanding encumbrances at year end are classified as Assigned Fund Balance and all remaining net resources are classified as Unassigned Fund Balance.Journal EntryReferenceAccount TitlesDebitsCreditsa)Estimated Revenues Control11,250,000Appropriations Control9,300,000Estimated Other Financing Uses Control - Tranfers Out1,700,000Budgetary Fund Balance250,0001)Encumbrances Control (Prior Year)17,000Budgetary Fund Balance - Reserve for Encumbrances17,0002)Deferred Inflows - Property Taxes21,000Revenues Control21,0003)Taxes Receivable - Current6,800,000Estimated Uncollectible Current Taxes136,000Revenues Control6,664,0004)Cash500,000Tax Anticipation Notes Payable500,0005)Budgetary Fund Balance - Reserve for Encumbrances17,000Encumbrances Control17,000Expenditures Control16,600Accounts Payable16,6006)Accounts Payable115,600Due to Other Funds27,000Cash142,6007)Cash10,811,500Interest and penalties receivable3,500Taxes Receivable – Current6,400,000Due from State210,000Revenues from licenses and permits800,000Sales Tax Receivable - current2,890,000Misc Revenues350,000Taxes Receivable –158,0008)Encumbrances3,465,000Fund Balance Reserved for Encumbrances3,465,0009)Expenditures5,070,000Federal Income Tax Withheld498,000FICA Contribution357,000Cash4,215,00010)Due to Federal Government385,000FICA Contribution (City\'s Part)357,000State unemployment taxes28,00011)Fund Balance Reserved for Encumbrances3,375,300Expenditures3,375,300Encumbrances3,375,300Accounts Payable3,375,30012)Tax Anticipation Notes Payable500,000Expenditure18,000Cash518,00013)Estimated Fund332,000Unreserved fund balance332,00014)Expenditures350,200Water and Sewer37,000Stores and Services Fund313,200Stores and Services Fund310,000Cash310,00015)Sales Tax Receivable52,000Revenue52,00016)Accounts Contract Payable3,015,000Cash3,015,000Federal Income Tax Withheld498,000FICA Contribution357,000FICA Contribution (City\'s Part)357,000State unemployment taxes28,000Cash1,240,00017)Estimated Revenue73,000Fund for Appropriations (Budgetary Fund)139,000Appropriations212,00018)Property Taxes Receivable- Delinquent51,000Interest and penalties receivable on taxes - Delinquent1,600Property Tax Receivable51,000Interest and penalties receivable on taxes1,60019)Interest and penalties receivable on taxes17,200Estimated Uncollectable Taxes1,100Revenue16,10020)Deferred Revenue (Estimated Revenue)27,500Tax Receivable Solution.

Based on information Journal Entries below can someone provide me wi.pdf

Based on information Journal Entries below can someone provide me wi.pdf

Based on information Journal Entries below can someone provide me wi.pdf

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