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3 years ago

How much money do a bank make daily

1 answer:

8 0

On savings accounts, banks make money by paying depositors virtually no interest. Most major banks pay an interest rate of only 0.01% on their savings accounts. And then they use the money customers deposit to make loans at much higher rates. So, we are basically giving interest-free loans to banks. and by the end of the year they will have over a million dollars.

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As a result of a divorce settled in 2017, a taxpayer received the following during the current year: Child support $12,000 Alimo

Dvinal [7]

Answer:

$30,000 is the correct answer.

Explanation:

5 0

3 years ago

Assume the following data for a country: Category Number of People, Millions Total population 500 Population under 16 years of a

Aleonysh [2.5K]

Answer:

230 people

Explanation:

a. What is the size of the labor force

The labor force is the sum of the number of employed and unemployed, unemployed meaning people who lack employment, but who want to work, and are looking for a job.

First we substract the people that is not in the labor force, and those under 16 years of age from the total population: 500 - 120 - 150 = 230.

Of this figure, 150 people are unemployed, 23 are part time workers looking for full time employment (they are employed), and the rest: are 57 employed people.

So the size of the labor force is effectively 230 people.

4 0

3 years ago

Veneer Corporation has a competitive advantage in contract manufacturing of small electrical components and expects their compet

Burka [1]

Answer:

Assets 2018 2019 2020 2021

Current Assets:

Cash 368 1,823 1,721 2,270

Account Receivavle 1,622 1,599 1,919 2,303

Inventories 544 590 708 850

Current Assets 2,534 4,012 4,348 5,422

Fixed Assets

Fixed Assets 7,800 8,474 8,898 9,343

Accumulated depreciation -580 -730 -847 -890

Net Fixed Assets 7,220 7,744 8,050 8,453

Total 9,754 11,756 12,398 13,875

LIABILITIES AND SHAREHOLDERS' EQUITY

Current liabilities

Account Payable 370 512 614 737

Short term debt 1,800 2,288 2,288 2,288

Total Current liabilities 2,170 2,800 2,902 3,025

Long Term Debt 5,070 5,392 4,852 4,312

Shareholders' Equity:

Common Stock 1,000 1,000 1,000 1,500

Additional paid in capital 2,000 2,000 2,000 2,000

Retained earnings -250 797 1,876 3,270

Total 2,750 3,797 4,876 6,770

Treasury stock -233 -233 -233 -233

Total Shareholders' Equity: 2,517 3,564 4,643 6,537

Total 9,757 11,756 12,398 13,875

-3 0 0 0

Statements of Income

2018 2019 2020 2021

Revenues 16,389 18,210 21,852 26,222

Cost of goods sold 10,832 12,035 14,442 17,330

Gross profit on sales 5,558 6,175 7,410 8,892

Operating expenses 3,521 3,912 4,694 5,633

Depreciation 150 150 117 42

EBIT 1,887 2,113 2,598 3,216

Interest expense 603 502 384 357

Income Taxes 449 564 775 1,001

Net Income 835 1,047 1,439 1,859

Explanation:

Assets 2018 2019 2020 2021

Current Assets:

Cash 368 1,823 1,721 2,270

Account Receivavle 1,622 1,599 1,919 2,303

Inventories 544 590 708 850

Current Assets 2,534 4,012 4,348 5,422

Fixed Assets

Fixed Assets 7,800 8,474 8,898 9,343

Accumulated depreciation -580 -730 -847 -890

Net Fixed Assets 7,220 7,744 8,050 8,453

Total 9,754 11,756 12,398 13,875

LIABILITIES AND SHAREHOLDERS' EQUITY

Current liabilities

Account Payable 370 512 614 737

Short term debt 1,800 2,288 2,288 2,288

Total Current liabilities 2,170 2,800 2,902 3,025

Long Term Debt 5,070 5,392 4,852 4,312

Shareholders' Equity:

Common Stock 1,000 1,000 1,000 1,500

Additional paid in capital 2,000 2,000 2,000 2,000

Retained earnings -250 797 1,876 3,270

Total 2,750 3,797 4,876 6,770

Treasury stock -233 -233 -233 -233

Total Shareholders' Equity: 2,517 3,564 4,643 6,537

Total 9,757 11,756 12,398 13,875

-3 0 0 0

Statements of Income

2018 2019 2020 2021

Revenues 16,389 18,210 21,852 26,222

Cost of goods sold 10,832 12,035 14,442 17,330

Gross profit on sales 5,558 6,175 7,410 8,892

Operating expenses 3,521 3,912 4,694 5,633

Depreciation 150 150 117 42

EBIT 1,887 2,113 2,598 3,216

Interest expense 603 502 384 357

Income Taxes 449 564 775 1,001

Net Income 835 1,047 1,439 1,859

7 0

3 years ago

Children develop to their potential when caregivers have......

ASHA 777 [7]

Realistic Expectations

I hope this helped

3 0

3 years ago

Read 2 more answers

True or False?The DoD Component International Program Organizations and Program Management Offices are responsible for approving

IRISSAK [1]

Answer:

True

Explanation:

DoD acquisition workforce members in a wide variety of career fields are responsible for assessment,

planning and implementation of IA&E activities within the Defense Acquisition System per DoD

DAU Teaching Note provides DoD personnel, U.S. Government (USG) stakeholders, and supporting

industry with an overview of the IA&E aspects of the DAS to facilitate efficient and effective

implementation of DoD IA&E efforts that support USG foreign policy and national security goals.

The importance of this increased emphasis on IA&E efforts in the DoD is based on two

fundamental principles:

a) allied and friendly nation participation in DoD acquisition programs builds partner nation capabilities

increasing their national and coalition operational effectiveness; and,

b) partner nation involvement in our programs’ development, production, and logistics support results in

both direct and indirect cost savings, markedly enhancing U.S. and partner nation affordability

throughout the life-cycle.

DoDI 5000.02 directs DoD Program Managers (PMs) to address IA&E considerations during a DoD

program's Acquisition Strategy development and maturation throughout their program’s life-cycle.

Specifically, a PM is required by DoDI 5000.02 to address the

program's IA&E aspects within the Acquisition Strategy consistent with their understanding of

opportunities in “domestic and international markets, foreign disclosure, exportability, technology

transfer, and security requirements”. This guidance is further emphasized and expanded upon in DODI 5000.02 which states:

“Program management is responsible for integrating international acquisition and exportability

considerations into the program’s Acquisition Strategy at each major milestone or decision point.

Program management will consider the potential demand and likelihood of cooperative development or

production, Direct Commercial Sales, or Foreign Military Sales early in the acquisition planning

process; and consider U.S. export control laws, regulations, and DoD policy for international transfers

when formulating and implementing the acquisition strategy; in accordance with DoD Instruction. Where appropriate, program managers will pursue cooperative opportunities

and international involvement throughout the acquisition life cycle to enhance international cooperation

and improve interoperability in accordance with DoD Instruction

7 0

3 years ago