Company A uses the FIFO method to account for inventory and Company B uses the LIFO method. The two companies are exactly alike except for the difference in inventory cost flow assumptions. The debt-to-equity ratio measures your company's total debt relative to the amount originally invested by the owners and the earnings that have been retained over time.
The debt to equity ratio using the book value of equity in 2019 would be 2.29.
Finding the debt-to-equity ratio.
This can be found by the formula:
= Interest bearing Debt / Book value of equity
= (Notes payable + Current maturities of long term debt + Long term debt) / Book value of equity
= (10.5 + 39.9 + 239.7) / 126.6
= 2.29
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It is important to understand that the styles describe different aspects of applications. For example, some architectural styles describe deployment patterns, some describe structure and design issues, and others describe communication factors. Therefore, a typical application will usually use a combination of more than one of the styles described in this chapter.
Answer:
Metrics are the numbers you track, and analytics implies analyses and decision making. Metrics: What you measure to gauge performance or progress within a company or organization. Your most important metrics are your key performance indicators, or KPIs.
Explanation:
Answer:
Contribution margin ratio = Contribution margin / Sales
Product C90B CMR = ($23,490 - $7,047) / $23,490 = $16,443 / $23,490 = 0.7 = 70%
Product Y45E CMR = ($34,800 - $13,920) / $34,800 = $20,880 / $34,800 = 0.6 = 60%
The rule, <em>the Higher the contribution margin ratio, the lower the Break-Even point. </em>So, if sales mix shifts to product C90B, overall Break-even point <u>Decreases</u>.
Explanation:
The organizational structure and culture are essential for the design of a strategic plan aligned with the organization's purpose.
What happens is that the structure and culture of an organization constitute its identity, its way of organizing itself and creating an environment designed to obtain the objectives and goals stipulated by strategic planning. So it can be said that there is no way to develop a strategic plan without considering the structure or culture, because it is through these two variables that action plans are developed and modeled according to what the company is, and what it plans to be in the future. All organizational systems must be foreseen in the planning and be developed with the same degree of importance, because together they form the organizational whole that will lead a company to be well positioned in the market, achieve continuous improvement in its processes, achieve competitive advantage in the market, etc.
