Answer:
Total variance= 391 unfavorable
Explanation:
Giving the following information:
Petrus Framing's cost formula for its supplies cost is $1,920 per month plus $11 per frame. For March, the company planned for activity of 632 frames, but the actual level of activity was 639 frames. The actual supplies cost for the month was $9,340.
Estimated= 1,920 + 639*11= 8,949
Real= 9,340
Total variance= real - estimated
Total variance= 9,340 - 8,949= 391 unfavorable
Answer:
Operating cycle = 59.29 days
Cash cycle = 26.1115 days
Explanation:
From the information given:
![\text{Beginning Inventory \$16,284} \\ \\ \text{Beginning Accounts receivable 11,219} \\ \\ \text{Beginning Accounts payable 13,960} \\ \\ \text{Ending Inventory $19,108} \\ \\ \text{Ending Accounts receivable 13,973} \\ \\ \text{Ending Accounts payable 16,676} \\ \\ \text{Net sales \$219,320} \\ \\ \text{Cost of goods sold 168,420} \\ \\](https://tex.z-dn.net/?f=%5Ctext%7BBeginning%20Inventory%20%5C%2416%2C284%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BBeginning%20Accounts%20receivable%2011%2C219%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BBeginning%20Accounts%20payable%2013%2C960%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BEnding%20Inventory%20%2419%2C108%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BEnding%20Accounts%20receivable%2013%2C973%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BEnding%20Accounts%20payable%2016%2C676%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BNet%20sales%20%5C%24219%2C320%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BCost%20of%20goods%20sold%20168%2C420%7D%20%5C%5C%20%5C%5C)
![\text{Ending Inventory \$19,108} \\ \\ \text{Ending Accounts receivable 13,973} \\ \\ \text{Ending Accounts payable 16,676} \\ \\ \text{Net sales \$219,320} \\ \\ \text{Cost of goods sold 168,420} \\ \\](https://tex.z-dn.net/?f=%5Ctext%7BEnding%20Inventory%20%5C%2419%2C108%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BEnding%20Accounts%20receivable%2013%2C973%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BEnding%20Accounts%20payable%2016%2C676%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BNet%20sales%20%5C%24219%2C320%7D%20%5C%5C%20%5C%5C%20%5Ctext%7BCost%20of%20goods%20sold%20168%2C420%7D%20%5C%5C%20%5C%5C)
To start with:
![\text{Average inventory = } \dfrac{Beginning \ value +Ending \ value}{2} \\ \\ =\dfrac{ 16,284 + 19,108} {2} \\ \\ = \dfrac{35,392}{ 2} \\ \\ = \$17,696](https://tex.z-dn.net/?f=%5Ctext%7BAverage%20inventory%20%3D%20%7D%20%5Cdfrac%7BBeginning%20%5C%20value%20%2BEnding%20%5C%20value%7D%7B2%7D%20%5C%5C%20%5C%5C%20%3D%5Cdfrac%7B%2016%2C284%20%2B%2019%2C108%7D%20%7B2%7D%20%5C%5C%20%5C%5C%20%3D%20%5Cdfrac%7B35%2C392%7D%7B%202%7D%20%5C%5C%20%5C%5C%20%3D%20%5C%2417%2C696)
![\text{Average receivable }=\dfrac{ Beginning value + Ending value }{ 2} \\ \\ =\dfrac{ 11,219 + 13,973 }{2} \\ \\ =\dfrac{ 25,192 }{ 2} \\ \\= \$12,596 \\ \\](https://tex.z-dn.net/?f=%5Ctext%7BAverage%20receivable%20%7D%3D%5Cdfrac%7B%20Beginning%20value%20%2B%20Ending%20value%20%7D%7B%202%7D%20%5C%5C%20%5C%5C%20%3D%5Cdfrac%7B%2011%2C219%20%2B%2013%2C973%20%7D%7B2%7D%20%5C%5C%20%5C%5C%20%3D%5Cdfrac%7B%2025%2C192%20%7D%7B%202%7D%20%5C%5C%20%5C%5C%3D%20%5C%2412%2C596%20%5C%5C%20%5C%5C)
![\text{Average payable }= \dfrac{Beginning \ value + Ending\ value}{ 2} \\ \\ = \dfrac{13,960 + 16,676 }{2} \\ \\= \dfrac{30,636}{2} \\ \\ = \$15,313](https://tex.z-dn.net/?f=%5Ctext%7BAverage%20payable%20%7D%3D%20%5Cdfrac%7BBeginning%20%5C%20value%20%2B%20Ending%5C%20%20value%7D%7B%20%202%7D%20%5C%5C%20%5C%5C%20%3D%20%5Cdfrac%7B13%2C960%20%2B%2016%2C676%20%7D%7B2%7D%20%5C%5C%20%5C%5C%3D%20%5Cdfrac%7B30%2C636%7D%7B2%7D%20%5C%5C%20%5C%5C%20%3D%20%5C%2415%2C313)
![\text{Days of inventory outstanding} = \dfrac{Average \ inventory }{ Cost \ of \ goods \ sold } \times 365 \\ \\ \dfrac{= 17,686}{ 168,420} \times 365 \\ \\ = 0.105\times 365 \\ \\= 38.329 \ days](https://tex.z-dn.net/?f=%5Ctext%7BDays%20of%20inventory%20outstanding%7D%20%3D%20%5Cdfrac%7BAverage%20%5C%20%20inventory%20%7D%7B%20Cost%20%20%5C%20of%20%20%5C%20goods%20%5C%20%20sold%20%20%7D%20%5Ctimes%20365%20%20%5C%5C%20%5C%5C%20%5Cdfrac%7B%3D%2017%2C686%7D%7B%20168%2C420%7D%20%5Ctimes%20365%20%5C%5C%20%5C%5C%20%3D%200.105%5Ctimes%20365%20%5C%5C%20%5C%5C%3D%2038.329%20%5C%20days)
![\text{Days \ of \ receivable \ outstanding }= \dfrac{Average \ receivable }{ sales }\times 365 \\ \\ \dfrac{= 12,596 }{ 219,320} \times 365 \\ \\ = 0.0574 \times 365 \\ \\= 20.951 \ days](https://tex.z-dn.net/?f=%5Ctext%7BDays%20%20%5C%20of%20%20%5C%20receivable%20%5C%20%20outstanding%20%7D%3D%20%5Cdfrac%7BAverage%20%20%5C%20receivable%20%7D%7B%20sales%20%7D%5Ctimes%20365%20%5C%5C%20%5C%5C%20%5Cdfrac%7B%3D%2012%2C596%20%7D%7B%20219%2C320%7D%20%5Ctimes%20365%20%5C%5C%20%5C%5C%20%3D%200.0574%20%5Ctimes%20365%20%5C%5C%20%5C%5C%3D%2020.951%20%5C%20%20days)
![\text{Days of payable outstanding} = \dfrac{Average payable}{cost of goods sold} \times 365 \\ \\ = \dfrac{15,313 }{ 168,420} \times 365 \\ \\ = 0.0909 \times 365 \\ \\= 33.1785 days](https://tex.z-dn.net/?f=%5Ctext%7BDays%20of%20payable%20outstanding%7D%20%3D%20%5Cdfrac%7BAverage%20payable%7D%7Bcost%20of%20goods%20sold%7D%20%5Ctimes%20365%20%5C%5C%20%5C%5C%20%3D%20%5Cdfrac%7B15%2C313%20%7D%7B%20168%2C420%7D%20%5Ctimes%20365%20%5C%5C%20%5C%5C%20%3D%200.0909%20%5Ctimes%20365%20%5C%5C%20%5C%5C%3D%2033.1785%20days)
![\text{Operating Cycle = Days of inventory outstanding + Days of receivable outstanding} \\ \\ = 38.339 + 20.951 \\ \\ = 59.29 days](https://tex.z-dn.net/?f=%5Ctext%7BOperating%20Cycle%20%3D%20Days%20of%20inventory%20outstanding%20%2B%20Days%20of%20receivable%20outstanding%7D%20%5C%5C%20%5C%5C%20%3D%2038.339%20%2B%2020.951%20%5C%5C%20%5C%5C%20%3D%2059.29%20days)
![\text{Cash Conversion Cycle = Operating cycle - Days of payable outstanding} \\ \\ = 59.29 - 33.1785 \\ \\ = 26.1115 days \\ \\](https://tex.z-dn.net/?f=%5Ctext%7BCash%20Conversion%20Cycle%20%3D%20Operating%20cycle%20-%20Days%20of%20payable%20outstanding%7D%20%5C%5C%20%5C%5C%20%3D%2059.29%20-%2033.1785%20%5C%5C%20%5C%5C%20%3D%2026.1115%20days%20%5C%5C%20%5C%5C)
Answer: Option A
Explanation: For finance, an investment's beta (β or beta coefficient) is a measure of risk as opposed to idiosyncratic variables resulting from vulnerability to current market fluctuations.
The financial assets ' equity pool has a beta of precisely 1. A beta under 1 may imply either a less volatility in investment than the market, or a volatile portfolio whose price changes are not closely linked to the industry.Beta is relevant because it calculates the risk of a diversification-free investment.
Answer:
= $52.78 per share
Explanation:
<em>The value of a business can be determined using the free cash flow model. According to this model, the value of a firm is is the present value of its free cash flow discounted at the weigthed average cost of capital (WACC.)</em>
<em>The value of equity is the value of firm less value of other instruments (e.g debt and preferred stocks)</em>
<em>Value of equity = Value of the entire firm - Value of debt </em>
We can work out the the value per share using the steps below:
<em>Step 1</em>
<em>Calculate the total value of the firm</em>
Value of firm = 27.50/(0.1-0.07)
= $916.66 million
<em>Step 2</em>
<em>Calculate the value of equity</em>
<em>Value of equity = Value of the entire firm - Value of debt</em>
= $916.66 million - $125.0 million
=791.666 million
<em>Step 3</em>
<em>Calculate the value per share</em>
Value per share = Value of equity/ units of common stock
=$791.666 million/15 million units
= $52.78 per share
Answer:
Deregulation can describe either removing government control of the price of a good or the removal of government control of quantities.
Explanation:
Deregulation is the removal of government control , regulation or power in a particular sector or industry. An example of deregulation is the mail delivery. The government had a monopoly on the royal mail for many years
Deregulation can involve :
- removal of government control on price
- Removal of control on quantities
Advantages of deregulation
- It increases the rate of innovation and competition. This increases consumer choice.
- Efficiency of corporations are increased and this lowers cost
Disadvantages of deregulation
-
Customers are more vulnerable to high risk-taking by companies.