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polet [3.4K]
3 years ago
6

Assuming there are only two types of outputs in a country: consumer goods and nuclear missiles. All else being constant, as the

nation produces more missiles,A. the more likely it is to satisfy all consumer wants.B. the opportunity cost of consumer wants being satisfied will diminish.C. every additional missile will reduce consumer goods production more and more.
Business
1 answer:
MAXImum [283]3 years ago
8 0

Answer:

C. every additional missile will reduce consumer goods production more and more.

Explanation:

Due to the fact there are limited resources in the economy, as more of one product is being produced, there would be less resources available to produce the second good and as a result,  the number of the other good that can be produced would reduce.

As more of one good is produced, the opportunity cost of producing the other good increases.

As more missiles are produced, less consumer goods would be produced and the opportunity cost of consumer goods would increase.

This can be understood by looking at the production possibility curve.

The Production possibilities frontiers is a curve that shows the various combination of two goods a company can produce when all its resources are fully utilised.  

As more quantities of a product is produced, the fewer resources it has available to produce another good. As a result, less of the other product would be produced. So, the opportunity cost of producing a good increase as more and more of that good is produced

It is for this reason that the production possibility frontier is bowed outwards

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A company has only two divisions: division a and division
Sloan [31]

Answer – Division A

 

EXPLANATION’

 

Given for last year,

Division A made 60% of the company's total revenue.

Let the company’s total revenue for last year be x

60% of x = 0.6x

Division A made 0.6x last year

 

Also given for last year,

Division B made 40% of the company's total revenue.

If the company’s total revenue for last year is x

40% of x = 0.4x

Division B made 0.4x last year

 

For this year,

We are told that division A's revenue has decreased by 35%

Last year’s revenue was 0.6x

Division A’s revenue for this year = 0.6x – (35% of 0.6x)

= (100% of 0.6x) – (35% of 0.6x)

= (100% * 0.6x) – (35% * 0.6x)

= (100% - 35%) * 0.6x

= 65% * 0.6x

= 65/100 * 0.6x

= 0.39x

Therefore this year, Division A’s revenue is 0.39x

 

Again for this year,

We are told that division B's revenue has decreased by 5%

Last year’s revenue was 0.4x

Division B’s revenue for this year = 0.4x – (5% of 0.4x)

= (100% of 0.4x) – (5% of 0.6x)

= (100% * 0.4x) – (5% * 0.4x)

= (100% - 5%) * 0.4x

= 95% * 0.4x

= 0.38x

Therefore this year, Division B’s revenue is 0.38x

 

If Division A’s revenue is 0.39x, and Division B’s revenue is 0.38x; then Division A had higher revenue this year.

4 0
3 years ago
Refer to the following financial statements for Crosby Corporation:
Brut [27]

Answer:

Crosby Corporation

a. Statement of Cash Flows

Operating activities:

Operating Income               $304,000

Add Depreciation                  300,000

Cash from operations        $604,000

Changes in working capital items:

Accounts receivable (net)       (5,000)

Inventory                                (70,000)

Prepaid expenses                    27,700

Accounts payable                 243,000

Notes payable                         0

Accrued expenses                 (18,900)

Interest expense                   (87,900)  

Taxes                                   (155,000)

Net cash from operations $537,900

Investing Activities:

Purchase of plant              (480,000)

Investments

 (long-term securities)         16,600

Financing Activities:

Bonds payable                      21,000

Preferred stock dividends  (10,000)

Common stock dividends (153,000)

Net cash flows                  ($67,500)

Reconciliation with cash:

Beginning Cash Balance   134,000                

Ending Cash Balance       $66,500

b. The book value per common share for both 20X1 and 20X2:

= Total stockholders’ equity/Common stock outstanding

         20X1                                    20X2

=  $ 1,445,400/150,000              $ 1,343,500/150,000

= $9.636                                     = $8.957

= $9.64                                       = $8.96

Market value = $8.96 * 3.6 = $32.256

c. If the market value of a share of common stock is 3.6 times book value for 20X2, P/E ratio =

P/E ratio = Market price/EPS

= $32.256/$ .34

= 94.87 times

Explanation:

a) Data and Calculations:

CROSBY CORPORATION

Income Statement

For the Year Ended December 31, 20X2

Sales                                                                          $ 3,880,000

Cost of goods sold                                                      2,620,000

Gross profit                                                                $ 1,260,000

Selling and administrative expense    656,000

Depreciation expense                          300,000           956,000

Operating income                                                       $ 304,000

Interest expense                                                              87,900

Earnings before taxes                                                 $ 216,100

Taxes                                                                              155,000

Earnings after taxes                                                      $ 61,100

Preferred stock dividends                                              10,000

Earnings available to common stockholders              $ 51,100

Shares outstanding                                                      150,000

Earnings per share                                                         $ .34

Statement of Retained Earnings

For the Year Ended December 31, 20X2

Retained earnings, balance, January 1, 20X2             $ 855,400

Add: Earnings available to common stockholders, 20X2 51,100

Deduct: Cash dividends declared and paid in 20X2     153,000

Retained earnings, balance, December 31, 20X2     $ 753,500

Comparative Balance Sheets

For 20X1 and 20X2

                                                        Year-End  20X1        Year-End  20X2

Assets

Current assets:

Cash                                                     $ 134,000                 $ 66,500

Accounts receivable (net)                     526,000                   531,000

Inventory                                                649,000                   719,000

Prepaid expenses                                   66,800                      39,100

Total current assets                        $ 1,375,800             $ 1,355,600

Investments (long-term securities)       99,500                     82,900

Gross plant and equipment         $ 2,520,000             $ 3,000,000

Less: Accumulated depreciation     1,450,000                  1,750,000

Net plant and equipment                 1,070,000                 1,250,000

Total assets                                  $ 2,545,300             $ 2,688,500

Liabilities and Stockholders’ Equity

Current liabilities:

Accounts payable                           $ 315,000                $ 558,000

Notes payable                                    510,000                    510,000

Accrued expenses                              76,900                     58,000

Total current liabilities                   $ 901,900               $ 1,126,000

Long-term liabilities:

Bonds payable, 20X2                      198,000                     219,000

Total liabilities                            $ 1,099,900               $ 1,345,000

Stockholders’ equity:

Preferred stock, $100 par value   $ 90,000                   $ 90,000

Common stock, $1 par value          150,000                     150,000

Capital paid in excess of par         350,000                    350,000

Retained earnings                          855,400                    753,500

Total stockholders’ equity        $ 1,445,400               $ 1,343,500

Total liabilities and

 stockholders’ equity             $ 2,545,300              $ 2,688,500

Changes in working capital items:

                                                    20X1           20X2       Changes

Accounts receivable (net)      526,000       531,000        5,000

Inventory                                 649,000       719,000      70,000

Prepaid expenses                    66,800          39,100     -27,700

Accounts payable                $ 315,000  $ 558,000    243,000

Notes payable                         510,000      510,000   0

Accrued expenses                   76,900        58,000     -18,900

Bonds payable, 20X2          198,000         219,000      21,000

Investments (long-term securities) 99,500    82,900    16,600

Plant and equipment                    252,000  300,000  -48,000

5 0
3 years ago
Which type of auto coverage is required by nearly every state in the country?
Serjik [45]

Answer:

liability coverage

Explanation:

it is the standard

3 0
3 years ago
Cash Flows from Operating Activities—Indirect Method
Dmitrij [34]
$396,200 + 61,250 +   27,600+ 9,000+ = 479,000 dollars
4 0
3 years ago
Read 2 more answers
What are some drawbacks and risks to a broad generic strategy? To a focused strategy?
Sphinxa [80]

Answer:

Explanation:

Porter's generic strategies determine how the company will gain competitive advantage within the selected market. Lower cost, differentiated or focus strategies could be included. The company chooses one of the two types of competitive advantages either by lower costs than competition or by differentiating between customers' value to achieve higher prices. A company also chooses two types of products that offer its products to selected market segments or industry levels and offer products in many market segments. The generic strategy reflects the choices made by both the type and the degree of competitive advantage.

1)Cost Leadership Strategy: This generic strategy requires you to be the cheapest producer in an industry for a certain level of quality. The firm sells its products at a price higher than its competitors or below average industry prices to gain market share. In the case of price war, the firm may gain some profit while suffering from competition. Even if there is no price war, firms that can produce cheaper in the time of industry growth and falling prices will remain profitable for longer. Cost leadership strategies generally target the wider market. Each common strategy has risks, including low cost strategies. For example, other firms may also reduce costs. As technology develops, competition can increase production power and thus eliminate competitive advantage. In addition, many companies that implement a focus strategy and target different narrow markets may earn less in their segments and gain significant market share as a group.

2)The differentiation strategy requires the development of a unique product or service for its customers and offers unique features that recognize whether customers are better or different than their competitors. The added value of the product with the uniqueness of the product may allow the company to earn a premium for the product.  The risks associated with differentiation strategies include imitating competitors and changing customer tastes. In addition, different firms that implement focus strategies can achieve greater diversity in market segments.

3) Focus strategies are focused on a narrow segment and seeks to achieve cost advantage or differentiation in that segment. The main pillar is better service, focusing on the needs of the group. Using a focus strategy, the firm often has high customer loyalty, which prevents other firms from competing directly. There are some risks, such as imitating focus strategies and making changes to your target segments. In addition, it can be quite easy for a broad market value leader to adapt products directly to the competition. Finally, other focus areas can create sub-segments where they can better serve.

7 0
3 years ago
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