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3 years ago

Which of the following group is not normally interested in the financial information about a business?

Business

1 answer:

Blababa [14]3 years ago

8 0

Answer:

The correct option is a. Debtors

Explanation:

In this question, we categorized the internal and external users or a group who are interested in the financial information about a business.

Internal users are those users who work in an entity which includes employees, owners, managers

Where, external users are those users who are outside the entity that includes suppliers, lenders, creditors, government agencies, bank,general public,etc.

These users are interested to interpret the financial leverage of the company.

By going through the meaning we get to know that the debtors are not normally interested in the financial information about a business.

Hence, the correct option is a. Debtors.

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Individuals who give up looking for work because they don't feel that there are good prospects of finding a job are known as:

lord [1]

Individuals who give up looking for work because they don't feel that there are good prospects of finding a job are known as <span>discouraged workers.
Correct answer: D
</span>These type of workers have not found no suitable employment options in the past so they believe that <span>there aren't any jobs for them and they are</span> discouraged to search for a job.

8 0

3 years ago

Suppose that output (Y ) in an economy is given by the following aggregate production function: Yt = Kt + Nt where Kt is capital

shusha [124]

Answer:

Check the explanation

Explanation:

Yt = Kt + Nt

Taking output per worker, we divide by Nt

Yt/Nt = Kt/Nt + 1

yt = kt + 1

where yt is output per worker and kt is capital per worker.

a) With population being constant, savings rate s and depreciation rate δ.

ΔKt = It - δKt

dividing by Nt, we get

ΔKt/Nt = It/Nt - δKt/Nt ..... [1]

for kt = Kt/Nt, taking derivative

d(kt)/dt = d(Kt/Nt)/dt ... since Nt is a constant, we have

d(kt)/dt = d(Kt/Nt)/dt = (dKt/dt)/Nt = ΔKt/Nt = It/Nt - δKt/Nt = it - δkt

thus, Capital accumulation Δkt = i – δkt

In steady state, Δkt = 0

That is I – δkt = 0

S = I means that I = s.yt

Thus, s.yt – δkt = 0

Then kt* = s/δ(yt) = s(kt+1)/(δ )

kt*= skt/(δ) + s/(δ)

kt* - skt*/(δ) = s/(δ)

kt*(1- s/(δ) = s/(δ)

kt*((δ - s)/(δ) = s/(δ)

kt*(δ-s)) = s

kt* = s/(δ -s)

capital per worker is given by kt*

b) with population growth rate of n,

d(kt)/dt = d(Kt/Nt)/dt =

= $\frac{\frac{dKt}{dt}Nt - \frac{dNt}{dt}Kt}{N^{2}t}$

= $\frac{dKt/dt}{Nt} - \frac{dNt/dt}{Nt}.\frac{Kt}{Nt}$

= ΔKt/Nt - n.kt

because (dNt/dt)/Nt = growth rate of population = n and Kt/Nt = kt (capital per worker)

so, d(kt)/dt = ΔKt/Nt - n.kt

Δkt = ΔKt/Nt - n.kt = It/Nt - δKt/Nt - n.kt ......(from [1])

Δkt = it - δkt - n.kt

at steady state Δkt = it - δkt - n.kt = 0

s.yt - (δ + n)kt = 0........... since it = s.yt

kt* = s.yt/(δ + n) =s(kt+1)/(δ + n)

kt*= skt/(δ + n) + s/(δ + n)

kt* - skt*/(δ + n) = s/(δ + n)

kt*(1- s/(δ + n)) = s/(δ + n)

kt*((δ + n - s)/(δ + n)) = s/(δ + n)

kt*(δ + n -s)) = s

kt* = s/(δ + n -s)

.... is the steady state level of capital per worker with population growth rate of n.

3. a) capital per worker. in steady state Δkt = 0 therefore, growth rate of kt is zero

b) output per worker, yt = kt + 1

g(yt) = g(kt) = 0

since capital per worker is not growing, output per worker also does not grow.

c)capital.

kt* = s/(δ + n -s)

Kt*/Nt = s/(δ + n -s)

Kt* = sNt/(δ + n -s)

taking derivative with respect to t.

d(Kt*)/dt = s/(δ + n -s). dNt/dt

(dNt/dt)/N =n (population growth rate)

so dNt/dt = n.Nt

d(Kt*)/dt = s/(δ + n -s).n.Nt

dividing by Kt*

(d(Kt*)/dt)/Kt* = s/(δ + n -s).n.Nt/Kt* = sn/(δ + n -s). (Nt/Kt)

$\frac{sn}{\delta +n-s}.\frac{Nt}{Kt}$

using K/N = k

$\frac{s}{\delta +n-s}.\frac{n}{kt}$

plugging the value of kt*

$\frac{sn}{\delta +n-s}.\frac{(\delta + n -s)}{s}$

thus, Capital K grows at rate n

d) Yt = Kt + Nt

dYt/dt = dKt/dt + dNt/dt = s/(δ + n -s).n.Nt + n.Nt

using d(Kt*)/dt = s/(δ + n -s).n.Nt from previous part and that (dNt/dt)/N =n

dYt/dt = n.Nt(s/(δ + n -s) + 1) = n.Nt(s+ δ + n -s)/(δ + n -s) = n.Nt((δ + n)/(δ + n -s)

dYt/dt = n.Nt((δ + n)/(δ + n -s)

dividing by Yt

g(Yt) = n.(δ + n)/(δ + n -s).Nt/Yt

since Yt/Nt = yt

g(Yt) = n.(δ + n)/(δ + n -s) (1/yt)

at kt* = s/(δ + n -s), yt* = kt* + 1

so yt* = s/(δ + n -s) + 1 = (s + δ + n -s)/(δ + n -s) = (δ + n)/(δ + n -s)

thus, g(Yt) = n.(δ + n)/(δ + n -s) (1/yt) = n.(δ + n)/(δ + n -s) ((δ + n -s)/(δ + n)) = n

therefore, in steady state Yt grows at rate n.

5 0

3 years ago

Which factors may influence a company's choice of inventory cost flow assumption?

Oxana [17]

inventory cost flow assumption influence by tax implications of choice ,financial statement effect, actual physical flow of inventory.

The way or channel that costs move through a company is referred to as the flow of costs. The flow of costs typically pertains to manufacturing businesses where accountants are required to quantify expenses associated with raw materials, work in progress, finished goods inventory, and cost of goods sold.

Four commonly acknowledged methods—specific cost, average cost, first-in, first-out (FIFO), and last-in, first-out—are available for allocating expenses to ending inventory and cost of goods sold (LIFO).

To know more about Cost Flow visit:

brainly.com/question/13621345

#SPJ4

7 0

1 year ago

Susan bought a new sweater on sale for dollar 28.93.she was charged HST of 13%.find the total amount of her bill including taxes

Leya [2.2K]

Answer:

The answer is 32.69$.

Explanation:

The Sale price of sweater was $28.93, to add 13% HST we need to multiply 28.93 by 13 % & add 28.93 to it.

8 0

3 years ago

Compare and contrast the three options from the perspective of cost. Which one do you believe will provide the most economical s

Anvisha [2.4K]

Incomplete question. The full question read:

Power Force Corporation Kip Himmer, executive vice president of operations of Power Force Corporation (PFC), is feeling stressed out. The producer of power tools for the do-it-yourself market is experiencing higher fulfillment costs as retailers change their buying patterns. They all seem to want smaller, more frequent shipments to a larger number of locations. And, the retailers' service expectations are on the rise. They are demanding advanced shipping notification, RFID tags on all products, and improved inventory visibility. Gone are the days when the retailers bought power tools by the truckload for delivery to a few regionally dispersed distribution centers. Instead, they are asking for smaller shipments to multiple distribution centers and direct delivery to stores. Some retailers are also inquiring about PFC's ability to deliver orders for individual customers direct to their homes. This drop-shipping strategy is completely new to PFC and Himmer worries that it could create major bottlenecks at the company's centralized delivery center that sits next to the factory in Louiseville Kentucky. And, all of these new requirements are accompanied by shorter order cycle time goals. Himmer feels that he is stuck between a rock and a hard place as the major home improvement chain stores (Home Depot, Lowe's, and True Value) account for more than 80 percent of PFC's sales. Although compliance is proving to be very expensive, PFC cannot afford to deny the requests. Doing so would have an unwelcome effect on revenues. After consulting with his fulfillment team, Himmer has come to the conclusion that he has three reasonable options to address the emerging marketplace requirements.

Option 1 - Upgrade the existing PFC distribution center in Kentucky to handle multiple order types and smaller shipments. Deploy warehouse automation to improve order fulfillment speed and efficiency.

Options 2 - Expand the PFC fulfillment network. Add regional distribution centers in Nevada and New Jersey to the existing Kentucky distribution center. Modify operational processes and flows so that orders for delivery centers, stores, and individual consumers can be fulfilled.

Options 3 - Outsource fulfillment to a capable third party logistics company so that PFC can focus its efforts on quality production, accurate demand planning, and lean inventory management.

Himmer's next step is to fully evaluate the three options and choose a path forward before his upcoming meeting with Marcia Avis, the owner of PFC. Avis will ask tough questions and Himmer must be confident in his recommendations.

<em>Compare and contrast the three options from the perspective of customer service. Which one do you believe will provide the most economical solution for PFC?</em>

Answer:

<u>Options 3 - Outsource fulfillment to a capable third party logistics company so that PFC can focus its efforts on quality production, accurate demand planning, and lean inventory management.</u>

Explanation:

In terms of cost, it will be preferable if Himmer outsourced the fulfillment objectives to another company that is capable because if for example, they decide to go with:

option 1: they will need to set aside large funds investing in physical infrastructure; such as upgrading the existing PFC distribution center in Kentucky, buying warehouse automation tools, etc. Or they chose;

option 2: It also requires even more funds to be able to expand and add new regional distribution centers in Nevada and New Jersey, etc.

7 0

3 years ago