Answer:
Explanation:
Forecast usage = 50 %
Actual Usage = 52%
smoothing constant = 0.10
⇒ 50 + 0.10 (52 - 50)
⇒ 50 + 0.10 (2)
⇒ 50 + 0.2 = 50.20
<span>Lost profits are consequential damages. Haddad is right that a buyer may not recover consequential damages that it could have prevented by cover. But Jewell-Rung offered legitimate reasons for not covering: the only Lakeland garments now available to it were those made by Olympic. Olympic would not sell a competitor the garments at reasonable prices. Further, Jewell-Rung could not rely on the quality of the garments manufactured by a different company. Jewell-Rung's failure to cover was reasonable and the company was entitled to prove its lost profits. Jewell-Rung Agency, Inc. v. Haddad Organization, Ltd</span>
Answer:
The expected return that IMI can provide subject to Johnson's risk constraint is 8.5%
Explanation:
Capital Market Line (CML)
Expected return on the market portfolio, E(
) = 12 %
Standard deviation on the market portfolio, σ
= 20%
Risk-free rate, 
= 5%
E(
) = + [ E(
) - ] × ( σ
÷ σ)
= 0.05 + [ 0.12 - 0.05] × (0.10 ÷ 0.20)
= 8.5%
Answer:
Cassini Company Ltd
Date Account Titles and Explanation Debit Credit
Nov 2017 Cash (6,300*$28) $176,400
Unearned subscription revenue $176,400
(To record the receipts of subscription)
Dec 2017 Unearned subscription revenue $14,700
Subscription revenue ($176,400*1/12) $14,700
(To record the revenue earned)
March '18 Unearned subscription revenue $44,100
Subscription revenue ($176,400*3/12) $44,100
(To record the revenue earned)
Answer:
The correct answer are A and E.
Explanation:
Cost leadership is where the company intends to be the lowest cost producer in its industrial sector. The company has a broad picture and serves many segments of the industrial sector, and can still operate in related industrial sectors. The breadth of the company is often important for its cost advantage. The sources of cost advantages are varied and depend on the structure of the industrial sector. They can include the persecution of economies of scale of own technology, preferential access to raw materials.
A successful cost leadership strategy is disseminated throughout the company, as evidenced by high efficiency, low overhead, limited benefits, waste intolerance, thorough review of budget requests, extensive control elements, rewards linked to cost concentration and extensive employee participation in attempts to control costs.
Some risks of following cost leadership is that competitors could mimic the strategy, decreasing the profits of the industry in general; that technological advances in the industry could make the strategy ineffective or that the interest of the buyers could be diverted towards other characteristics of differentiation besides the price.
