Answer:
Option A
Explanation:
The Waltham-Lowell method was a labor and manufacturing paradigm implemented in the U.s during the growth of the textile industry, especially in New England, in the broader context of the initial 19th century rapid growth of the Industrialisation.
The program utilized regional labor, sometimes linked to as mill girls, who went from small towns to the fresh textile facilities to make more money than they might at home to live an educated life in "the town." Their lives were very structured-they lived in boarding houses for the corporation and were carried to stringent hours and a value system.
Answer:
It implies that the firm paid $5,000 to its supplier this accounting period (e.g. year) out of the amount the firm is owing the supplier.
Note: The correct answer is as stated above it is not included in the option. Kindly confirm the options again from your teacher.
Explanation:
Accounts payable refers to the amount of money a firm is owing its suppliers.
Account payable is one of the component of the current liabilities in the balance sheet, and non-cash current liability item that is adjusted for in the cash flow statement to arrive at net cash from operating activities when an indirect method is being used.
Since accounts payable is the amount of money a firm is owing its suppliers, a negative a NEGATIVE adjustment to its implies that company has paid its supplier the negative amount in the accounting period.
Therefore, a NEGATIVE adjustment of $5000 related to Accounts Payable implies that the firm paid $5,000 to its supplier this accounting period (e.g. year) out of the amount the firm is owing the supplier.
Answer:
Given Below
Explanation:
<em><u>Golden Eagle Company</u></em>
<em><u>General Journal </u></em>
<em><u>Adjusting Entries December 31st </u></em>
Sr. No Particulars Debit Credit
1. Supplies Expense $ 1000 Dr.
Supplies Account $ 1000 Cr.
The supplies that were at the end of Nov have been used and new supplies purchased are still on hand.
2. Insurance Expense $ 1000 Dr.
Prepaid Insurance 1,000 Cr.
Insurance cost is $1,000 per month. Insurance of $1000 expired during the month of December.
3. Salaries Expense $ 14000 Dr.
Salaries Payable $ 14000 Cr.
Salaries for December owed for December are $14,000.
4. Unearned Revenue $ 500 Dr.
Revenue Earned $ 500 Cr.
Defered Revenue earned at the end of December.
The present value of a deferred perpetuity is $1,938.89.
What is present value?
The present value of a prospective sum of money or cash flow stream given a specified return rate is known as its present value (PV). The present value of future cash flows is reduced by the discount rate, and the higher coupon rate, the lower the present value of future cash flows. The key to correctly valuing future cash flows, whether they are earnings or debt obligations, is determining the appropriate discount rate. The concept of present value states that a quantity of funds today is worth greater than the same amount in the long term. In other words, money gained in the long term is not as valuable as money received today.
The present value of a deferred perpetuity that pays $141 annually with the first payment occurring at year 5 is $1,938.89. This can be calculated by taking the present value of an ordinary annuity formula, which is PV = A / (1 + r)^n, and adding 5 to n. This gives the equation PV = A / (1 + r)^(n + 5), which can be simplified to PV = A / (1 + r)^n * (1 + r)^5. Thus, the present value is $141 / (1 + 0.06)^10 * (1 + 0.06)^5, which equals $1,938.89.
To learn more about present value
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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
