Answer:
- $0.5 million
Explanation:
The computation of the net working capital is shown below:
We know that
Net working capital = Current assets - current liabilities
where,
Current assets = $1 million
The net fixed assets = Gross fixed assets - Accumulated depreciation
= $20 million - $7 million
= $13 million
Total assets = Current assets + net fixed assets
= $1 million + $13 million
= $14 million
And,
Total assets = Total liabilities + owners equity
$14 million = Total liabilities + $7.5 million
So, the total liabilities is
= $14 million - $7.5 million
= $6.5 million
Total liabilities = Current liabilities + long term debt
$6.5 million = Current liabilities + $5 million
So, Current liabilities is $1.5 million
Now the net working capital equal to
= $1 million - $1.5 million
= - $0.5 million
This is a question only you and someone who is taking that course can answer. I would need more information.
Can charge a premium price for its items or goods and also for administrations charges usually termed as services .
Since clients need to see items as being justified regardless of the higher sticker price, a business must endeavor to make an esteem observation. Alongside making an excellent item, proprietors ought to guarantee their showcasing endeavors, the item's bundling and the store's stylistic theme all join to help the superior cost.
Answer: $4.34
Explanation:
The net income for diluted earnings per share will be calculated as:
Net income: $2,500,000
Less: preferred dividend: $300,000
= $2,200,000
To calculate the number of shares goes thus:
Total shares of stock options = 10,000 × 20 = 200,000 shares
Proceeds = 200,000 × $29
= $580,000
Shares of treasury stock will be:
= $580,000/$30
= 193,333 shares
Net shares added will be:
= 200000 - 193333
= 6667
Tge total shares for the diluted earnings per share will now be:
= 500,000 + 6667
= 506,667
The diluted earnings per share:
= $2,200,000/506667
= $4.34
Back in 2015, McDonald’s was struggling. In Europe, sales were down 1.4% across the previous 6 years; 3.3% down in the US and almost 10% down across Africa and the Middle East. There were a myriad of challenges to overcome. Rising expectations of customer experience, new standards of convenience, weak in-store technology, a sprawling menu, a PR-bruised brand and questionable ingredients to name but a few.
McDonald’s are the original fast-food innovators; creating a level of standardisation that is quite frankly, remarkable. Buy a Big Mac in Beijing and it’ll taste the same as in Stratford-Upon Avon.
So when you’ve optimised product delivery, supply chain and flavour experience to such an incredible degree — how do you increase bottom line growth? It’s not going to come from making the Big Mac cheaper to produce — you’ve already turned those stones over (multiple times).
The answer of course, is to drive purchase frequency and increase margins through new products.
Numerous studies have shown that no matter what options are available, people tend to stick with the default options and choices they’ve made habitually. This is even more true when someone faces a broad selection of choices. We try to mitigate the risk of buyers remorse by sticking with the choices we know are ‘safe’.
McDonald’s has a uniquely pervasive presence in modern life with many of us having developed a pattern of ordering behaviour over the course of our lives (from Happy Meals to hangover cures). This creates a unique, and less cited, challenge for McDonald’s’ reinvention: how do you break people out of the default buying behaviours they’ve developed over decades?
In its simplest sense, the new format is designed to improve customer experience, which will in turn drive frequency and a shift in buying behaviour (for some) towards higher margin items. The most important shift in buying patterns is to drive reappraisal of the Signature range to make sure they maximise potential spend from those customers who can afford, and want, a more premium experience.
I hope this was helpful
