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GREYUIT [131]
3 years ago
8

Jeff is a top manager at a textile factory. He is developing a crisis plan in the event that the company has a toxic spill or ac

cident. Which of the following should Jeff undertake to prepare for such a crisis?
a. Building relationships with neighboring businesses
b. Detecting signals from the natural environment
c. Polling employees on the likelihood of an environmental disaster
d. Designating a crisis management team in the event of an environmental disaster
Business
1 answer:
monitta3 years ago
6 0

Answer:

The correct answer is (d)

Explanation:

As a manager, Jeff has to take care of all the operational activities of the textile factory. In that regard, he is trying to develop a crises plan in case of any emergency, to avoid heavy damages and losses. The best way to design a crises plan is to start a crises management team which will devise plans, in the event of an environmental crisis.

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Nico bought 100 shares of cisco systems stock for $30.00 per share on january 1, 2013. he received a dividend of $2.00 per share
Kamila [148]
Jan. 1, 2013:
Initial investment = (100 shares)*($30/share) = $3,000.

End of 2013:
Dividend collected = ($2/share)*(100 shares) = $200

End of 2014:
Dividend collected = ($3/share)*(100 shares) = $300

End of 2015:
Dividend collected = ($4/share)*(100 shares) = $400

Returns::
 From sales of 100 shares = ($33/share)*(100 shares) = $3,300
 From dividends = 200 + 300 + 400 = $900
 Total returns = 3,300 + 900 = $4,200

Realized returns = Total returns - Initial inestment
                            = 4200 - 3000
                            = $1,200

Answer: $1,200
6 0
3 years ago
Compute the uncollectible account expense, and make the appropriate journal entry, for the current year assuming the uncollectib
Gnoma [55]

Question Completion:

Johnson Corporation’s Unadjusted Trial Balance at year-end included the following accounts:

Debit Credit

Sales (75% represent credit sales) (credit) $1,152.000

Accounts Receivable(debit) $288,000

Allowance for Doubtful Accounts (credit) $2,184

Answer:

<h2>Johnson Corporation</h2>

a. Without considering the balance in the Allowance for Doubtful Accounts, income statement approach, 1% of total sale:

Journal Entry:

Debit Uncollectible Accounts Expense $11,520

Credit Allowance for Doubtful Accounts $11,520

To record the uncollectible accounts expense for the year.

b. Without considering the balance in the Allowance for Doubtful Accounts, income statement approach, 1.5% of credit sales:

Journal Entry:

Debit Uncollectible Accounts Expense $12,960

Credit Allowance for Doubtful Accounts $12,960

To record the uncollectible accounts expense for the year.

c. Considering the balance in the Allowance for Doubtful Accounts, balance sheet approach

Journal Entry:

Debit Uncollectible Accounts Expense $9,816

Credit Allowance for Doubtful Accounts $9,816

To record the uncollectible accounts expense for the year.

Explanation:

a) Data and Determination of Uncollectible Expenses and Allowances:

Sales (75% represent credit sales) (credit) $1,152,000

Accounts Receivable(debit) $288,000

Allowance for Doubtful Accounts (credit) $2,184

1. Uncollectible Accounts Expense = 1% of Sales:

= 1% of $1,152,000

= $11,520

2. Uncollectible Accounts Expense = 1.5% of Credit Sales:

= 1.5% of $864,000 (75% of $1,152.000 )

= $12,960

3. Allowance for Doubtful Accounts based on an aging of accounts receivable of $12,000:

Adjustment required to bring the Allowance for Doubtful Accounts to $12,000 is $9,816 ($12,000 - 2,184).

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Factors that cause the rivalry among competing sellers to be weak include: Group of answer choices slow growth in buyer demand a
Airida [17]

Answer:

slow growth in buyer demand, weakly differentiated products among rival sellers.

Explanation:

There a number of causes that relate to the firms rivalry among its competitors.

1. Barriers to entry.

2. Bargaining power of the buyers.

3. Bargaining power of the suppliers.

4. Threat of substitutes.

5. Slow industry growth.

6. Lack of differentiation and switching costs.

7. Diverse competitors.

8. High strategic stakes.

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Answer:

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