Answer:
(b) 1440
Explanation:
As the coupon rate of 8% is greater than the yield to maturity (YTM) of 6% annually, the bond is selling at a premium. Hence, the bond will be called at the earliest i.e. 15 years.
Coupon = Call Price * Semi-annual coupon rate = X * [0.08 / 2] = X * 0.04
Yield to call = 6% annually = 3% semi-annually
Time = 15 years * 2 = 30
We know that,
Current Price of bond = Coupon * [1 - (1 + YTC)-call date] / YTC + Call Price / (1 + YTC)call date
- 1,722.25 = [X * 0.04] * [1 - (1 + 0.03)-30] / 0.03 + [X / (1 + 0.03)30]
- 1,722.25 = [X * 0.04] * 19.60 + [X * 0.41]
- 1,722.25 = X * [(0.04 * 19.60) + 0.41]
- X = 1,722.25 / 1.194
-
X=$ 1,442.42 \approx $ 1,440
Answer:
The change in operating income for GM is that the operating income will increase by the amount of other pension costs less expected returns.
However, this change will not affect the net income, as all the items will still be accounted for, accordingly.
Explanation:
GM's pension service cost is the present value of the amount that the GM is required by law to set aside annually to meet its employees' pension-benefits obligations. The reason for the separation is that the service cost is a compensation cost, whereas other pension costs are financial costs and not compensation costs. By this separation, the operating income of GM will increase.
Answer:
Receivables turnover ratio = 5
Explanation:
Receivables turnover ratio = Net Credit Sales / Average accounts receivable
Receivables turnover ratio = $100,000/$20,000
Receivables turnover ratio = 5
Average accounts receivable = (Beginning Account Receivable + Ending Account Receivable) /2
Average accounts receivable = ($15,000+$25,00)/2
Average accounts receivable = $40,000/2
Average accounts receivable = $20,000
The Silo Mentality in a business is something that lean-agile leaders are trying to break down. The silos in a business prevent the free-flowing exchange of information within groups. This results in a Silo Effect, which in turn, limits interactions between members, teams, and departments. Having this mindset in place within a company reduces productivity.
As Lean-Agile Leaders, they are enablers for the different teams within a company and they're lifelong learners aiming to further develop the people in an organization alongside the organization itself. By connecting the silos business, system engineering, hardware, software, test, and quality assurance they can increase productivity & increase their rate of success.
