Answer:
6.64%
Explanation:
The pretax cost of debt is the Yield to Maturity (YTM). Since the coupons are paid semiannually, adjust the duration and the coupon payment amount to semi-annual terms.
You can solve for the YTM using a financial calculator with the following inputs;
Maturity of the bond; N = 20*2 = 40
Face value ; FV = 1000
Semi-annual coupon payment ; PMT = (7%/2)*1000 = 35
Current price of the bond; PV = -1.04*1000 = -1040
Then compute the semiannual interest rate ; CPT I/Y = 3.318%
Therefore, pretax cost of debt; YTM = 3.318 *2 = 6.64%
Answer:
Gray stocks 90,700 debit
Cash 90,700 credit
Duke- Bond 180,000 debit
Cash 180,000 credit
Cash 65,400 debit
Gray stocks 45,350 credit
Gain on Securities 20,050 credit
Dec 1st
Cash 3,600 debit
Interest revenue 3,600 credit
Explanation:
Jan 10th
6,000 x $15 + 700 fee = $90,700
June 1st we record at cost as it was purchase at par.
July 1st
3,000 x $22 - 600 fee = $65,400
Cost: 90,700 x 3,000/6,000 = 45,350
Gain 65,400 - 45,350 = 20.050
December 1st
180,000 x 0.02 = $3,600
the rate is 4% payment semiannually so we divide the rate by 2.
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
<span>within 180 days from the time the employee filed a complaint provided the eeoc finds that there has been discrimination
C.
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Answer:
Explanation:
Victor's recognized gain equals to zero, because this exchange qualifies under Sec. 368 as a tax-free reorganization.