Answer:
Bad debt expense (Dr.) $68,930
Allowance for Doubtful Debt (Cr.) $68,930
Explanation:
Accounts Receivable :
Balance $948,000
Add: Sales $3,609,930
Less: Sales returns $51,000
Less: Collections $2,756,000
Less: Write offs $97,000
Add: Recovery of old Bad debts $28,000
Adjusted Balance $1,653,930
Bad Debts :
Balance $78,000
Less: Allowance for doubtful debts $97,000
Less: Recovery $28,000
Adjusted Balance $9,000
Answer:
B) $4.67
Explanation:
By definition marginal revenue is the revenue generated by the sale of one more unit of product Z.
Marginal revenue = unit price
Since firm X participates in a perfectly competitive market, it is a price taker, and since the marginal revenue is constant, we can assume that this is the equilibrium price of product Z.
Answer:
Trend- % change in sales = 34.64%
Explanation:
<em>Trend analysis entails determining the performance of a business over time by comparing its performance data from one period to another. The aim of trend analysis is to identify the behavior of a set of ratios over a period of time by comparing them across different years.</em>
To determine the trend for a particular data, we use the formula below
% Change in variable =
(Current year figure - Previous year figure)/Previous year figure × 100
DATA
Current year figure for sales (2017) - 450,000
Previous year figure for sale (2016) - 688,500
% change in sales = (450,000 -688,500)/688,500 × 100 = 34.64%
% change in sales = 34.64%
This implies that the company made sales in 2017 which is 34.64% less than that made in 2016
Answer:
True, but it applies to everyone in the organization.
Explanation:
Modern companies can only be successful if every single employee works as a team member, since competition keeps increasing and customers' expectations keep rising.
Every single role within an organization is important. Can supply chain professionals distribute a product that doesn't exist (wasn't manufactured on time)? Could they distribute a product that no one wants to buy (marketing and sales are extremely important also)? Could anyone work if the finance department couldn't do its job and there was no money in the company?
We tend to believe that what we do is extremely important and difficult to do, and other people have it easier because their are simpler than ours. But that is just nonsense. Once I heard a quarterback talking about who was the most important player in a football team, and his answer really surprised me, "Quarterbacks fill stadiums, but defenses earn championships". On a team no one is more important, the chain breaks on its weakest link.
