Posting accounts to the post closing trial balance follows the exact
same procedures as preparing the other trial balances. Each account
balance is transferred from the ledger accounts to the trial balance.
All accounts with debit balances are listed on the left column and all
accounts with credit balances are listed on the right column.
The process is the same as the previous trial balances. Now the ledger accounts just have post closing entry totals.
An post closing trial balance is formatted the same as the other trial balances in the accounting cycle displaying in three columns: a column for account names, debits, and credits.
Since only balance sheet accounts are listed on this trial balance,
they are presented in balance sheet order starting with assets,
liabilities, and ending with equity.
As with the unadjusted and adjusted trial balances,
both the debit and credit columns are calculated at the bottom of a
trial balance. If these columns aren’t equal, the trial balance was
prepared incorrectly or the closing entries weren’t transferred to the
ledger accounts accurately.
As with all financial reports,
trial balances are always prepared with a heading. Typically, the
heading consists of three lines containing the company name, name of the
trial balance, and date of the reporting period.
The post closing trial balance is a list of all accounts and their balances after the closing entries
have been journalized and posted to the ledger. In other words, the
post closing trial balance is a list of accounts or permanent accounts
that still have balances after the closing entries have been made.
This accounts list is identical to the accounts presented on the
balance sheet. This makes sense because all of the income statement
accounts have been closed and no longer have a current balance. The
purpose of preparing the post closing trial balance is verify that all
temporary accounts have been closed properly and the total debits and
credits in the accounting system equal after the closing entries have
been made.
Answer:
The expected return on equity for Company Y is:
= 0.21 or 21%
Explanation:
a) Data and Calculations:
Company X Company Y
Market value of assets 1,000 1,000
Equity 1,000 500
Debt 0 500
Expected return on equity 15%
Expected return on debt 9%
Return on Company X = 150 (1,000 * 15%)
Return on Company Y debt = 500 * 9% = 45
Return on Company Y equity = (150 - 45)/500 = 0.21
b) Under perfect capital market conditions, the total return for Company Y will be equal to 150 as in Company X. The rate of return will then be determined after subtracting the interest on debt (500 * 9%). This will leave 105 as the return for equity. This amount is then divided by the value of equity to derive the rate of return.
Answer:
cyclical unemployment.
Explanation:
Unemployment that results because the number of jobs available in some labor markets may be insufficient to give a job to everyone who wants one is called cyclical unemployment.
The control system which allows a building to be monitored and controlled from a remote location is called Direct Digital Control.
Direct Digital Control (DDC) system can also be referred to as building automation system. It is an automated control of a process by computers and microprocessors with sensors. It has benefit for remote monitoring of equipment, from a central location.
Direct Digital Control systems reduce labor costs through remote monitoring and troubleshooting. This system gives building owners a higher level of control over their mechanical and electrical systems.
Hence, DDC systems communicate alarm conditions that help operators evaluate the situation and thus take necessary action.
To learn more about Direct Digital Control (DDC) here:
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Use of Porter’s (1985) Value Chain FrameworkPorter’s model of value chain is one of the best known and widely applied models of a company’s value-creation processes (Sanchez and Heene, 2004). According to Porter:
“Competitive advantage cannot be understood by looking at a firm as a whole. It stems from the many discrete activities a firm performs in designing, producing, marketing, delivering and supporting its product. Each of these activities can contribute to a firm’s relative cost position and create a basis for differentiation” (Porter, 1985:33)
Porter (1985), Besanko et al. (1996), and McGuffog & Wadsley (1999) identify that a company’s profitability is a function not only of industry conditions, but also of the amount of value it creates relative to its competitors. A firm can achieve competitive advantage if it posses ‘capabilities’ that allow it to create not only positive value but as well additional total value than its competitors (Porter, 1985; Hooley et al, 2004). By understanding why a company can create value and whether it can continue to it in the future is a necessary first step in diagnosing a firm’s potential for achieving a competitive advantage in the marketplace (Hitt et al, 2007; Spanos and Lioukas, 2001). Therefore, a firm must understand how its products serves customer needs better than potential substitutes; the technology of production, distribution and sales; and the business’s costs (Porter, 1985).
<span>According to Hill & Jones (2001, 5th ed.) maintain that the term “value chain” refers to the concept that a company is s chain of activities for transforming inputs into outputs with purpose to deliver value to the customers. Pearson (1999) states that a competitive strategy is focused on the top-level strategic objective of a company with purpose to gain competitive advantage. Hence, if a company wishes to achieve a competitive strategy must encompass every aspect of the business so that every manager and employee knows the objectives of this strategy is and as a result every decision and action is consistent with it and serves to put in practice (Pearson, 1999). The value chain is therefore a logical way of looking the overall business activities with purpose to mobilise these various strategic impacts (Porter, 1984).</span>
Porter (1985) introduced the concept of value chain as the basic tool for examining the activities a company performs and their interactions with a view to identifying the sources of sustainable competitive advantage. It separates the activities of a firm into a sequential stream of activities and is used to analyse and establish the importance of the different activities in delivering the final product/service, thereby facilitating the identification of core and non-core activities.
<span>A simplistic view of this activity organisation and operation is given to the following figure. These activities in the value chain are core (primary) and supplementary (secondary or support) activities. Companies, primarily have to identify the core activities that would give them sustainable competitive advantage and then identify the assets and competencies needed to achieve this advantage. According to Sanchez and Heene (2004), the value chain activities are systematically interrelated and represent value creation. Therefore, a business gains competitive advantage by performing these activities either more cheaply than its competitors (low cost strategy), or in a unique way that creates superior customer value and commands a price premium (differentiation).</span>