The days in inventory for valley markets is 114
<h3>How to calculate the days in inventory for valley markets ?</h3>
Valley markets has an inventory turnover of 3.2
The capital intensity ratio is 1.9
There are 365 days in a year, the days in inventory for valley markets can be calculated as follows
= 366/3.2
= 114
Hence the days in inventory for valley markets is 114
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Answer:
<u>Overhead Report for heavy-duty trailer axles.</u>
Order size ($ 16.85 × 200) $3,370.00
Customer orders ($ 320.00 × 1) $320.00
Product testing ($ 89.00 × 4) $356.00
Selling ( $ 1,090.00 × 2) $2,180.00
Total $6,226.00
Conclusion :
The total overhead cost assigned to the order is $6,226.00
Explanation:
ABC system allocates overheads to jobs using cost drivers.
First an Activity Center where costs accumulate is identified these can be several in our scenario we have four Activity Centers.
Then the Cost driver rate is calculated for each Activity Center. Our question has provided these.
The final step is to allocate the overheads to a particular job using the cost driver rate.
The correct answer to this open question is the following.
Although there is no further information about the case of study, we can say that the question possible refers to the case where the name of the company is just "The Client." The name of the document is "Leading Innovation Change - The Kotter Way."
This case refers to the challenges faced by an organization when it is time to innovate. Many members want to innovate but the culture of the company or the lack of proper leadership from managers often hinders the innovation efforts of the company.
So some of the elements of Kotter's Eight Stages of Leading Change that were included in the case were the following.
Create Urgency. The creation of new products of the company was limited and was not enough to compete in the future. A sense of urgency was needed to implement innovation.
Form a Powerful coalition. The company had to be very selective about the kinds of products that could help it to successfully compete in the future. The company had to use the best it had to establish priorities.
Create a vision for change. It was critical for the company to establish a new vision to get the results it needed. A renovation of the processes to face new necessities was imperative. Change has to be part of every member's mind.
Communicate the vision. This new vision had to be shared through the entire company. The members had to understand the importance of the innovative practices and each and every one of them had to be part of this new mentality.
The fact that Coca-Cola is superior to its competitors in its distribution of products is an example of distinctive competency. Coca Cola as a company has practices, technical skills, technologies and resources that increase its competitiveness with comparison to other companies. Distinctive competencies are the competencies that differentiates the brand from competitors.
