Answer:
$16.66
Explanation:
Data provided
Direct material = $55,870
Direct labor hour = 475
Wage rate = $11
Machine hour = $556
Number of units = 4,100
Overhead rate = $13
The preparation of job sheet is shown below:-
Direct Material $55,870
Add: Direct Labor $5,225
( 475 × $11)
Overhead $7,228
($556 × $13)
Total $68,323
Number of units 4,100
Cost per unit $16.66
($68,323 ÷ 4,100)
Answer:
$2917.50
Explanation:
The computation of the dollar return is shown below:
= (Stock price at the end of the year - Stock price at the beginning of the year + Dividend paid) × number of shares purchased
= ($113.65 - $104.32 +$2.34) × 250 shares
= $11.67 × 250 shares
= $2917.50
We simply added the stock price at the end of the year, dividend paid and deducted the stock price at the beginning of the year, then multiply it with the number of shares purchased so that the correct amount can come.
The net present value would be zero.
Hope this helped! :)
They girls would have 39 peices left. You would add 42+32=74-35=39 peices left
Available options are:
a) defensive strategy.
b) blue ocean strategy.
c) diversified portfolio.
d) vertical integration.
e) strategic positioning.
Answer:
Option E Strategic Positioning
Explanation:
Though it seems that the company has investment in a specific niche market segment but this doesn't mean that the blue ocean strategy is followed by the company because it is not given that the competitors can whether or not manufacture such products based on their capabilities.
Furthermore, the investment is in the same industry so the investment is not diversified investment.
It is also worth noting that the company has no ambition of moving to acquire the capabilities of customers or suppliers so it is not part of vertical integration.
The company has not opted to defensive strategy otherwise it would had tried to increase its marketing budget and save costs on manufacturing and other operations.
The strategic positioning follows three principles. The first principle is that the company tries to increase the value for the shareholders by positioning the business in a specific segment which the The Toy Box Inc did by manufacturing products from expensive to low priced products. The second principle is trading-off the competition gains and losses which Toy Box Inc tried to do by offering inexpensive products as well. The third principle is finding the fit among operations of the business which Toy Box Inc did successfully by integrating marketing department with other departments. The result of integration was that the company increased its sales by offering 10% discounts on its products.
