Answer:
For the Economist A the spending multiplier is = 8, the tax multiplier = 4, the increase in spending is = $4 billion, the tax cut is = $8 billion.
For the Economist B, the spending multiplier is =4, the tax multiplier = 2, the increase in spending is = $8 billion, the tax cut is = $16 billion.
Explanation:
Solution
Given that:
(1)The Economist A
The Spending multiplier = 8
In closing the output gap of $32 billion, required increase in spending = $32 billion / 8 = $4 billion
Thus,
The tax multiplier = 4
To close output gap of $32 billion, required decrease in tax = $32 billion / 4 = $8 billion
(2)The Economist B
Now,
The spending multiplier = 4
To close output gap of $32 billion, required increase in spending = $32 billion / 4 = $8 billion
So,
Tax multiplier = 2
To close output gap of $32 billion, required decrease in tax = $32 billion / 2 = $16 billion
Answer: False
Explanation:
While Proprietorship do indeed have the tax advantage of not having to pay Corporate income tax, the same cannot be said for the ease at which they can raise capital.
In general, Proprietorships find it hard to raise capital as investors will be worried of investing into a one person run operation. They would rather prefer that their investments were protected by the law and that the company had enough experienced people on board as well which is why they would prefer a Corporation.
Even getting loans as a Proprietorship can be hard because banks will set a high rate for the business to cater for a default risk.
Not all resources of a given type are identical: Customers differ in size and profitability, staff differ in experience, and so on. This chapter will show you the following:
how to assess the quality of your resources
how resources bring with them potential access to others
how you can improve resource quality
how to upgrade the quality of an entire strategic architecture
6.1 Assessing the Quality of Resources
Few resources are as uniform as cash: Every dollar bill is the same as all the others. Most resources, however, vary in important ways:
Customers may be larger or smaller, highly profitable or less so.
Products may appeal to many customers or few, and satisfy some, many, or all of their needs.
Staff may have more experience or less, and cost you high salaries or low.
A single resource may even carry several characteristics that influence how the resource stock as a whole affects other parts of the system. Individual bank customers, for example, feature different balances in their accounts, different numbers of products they use from the bank, different levels of risk of defaulting on loans, and so on. A resource attribute is a characteristic that varies between different items in a single pool of resources. These differences within each type of resource will themselves change through time. For example, if we lose our most profitable customers our operating profits will fall faster than if we lose only average customers.
Lowering the discount rate can promote full employment because <span>companies are more likely to expand and hire more workers. High inflation is the circumstance which usually accompanies a period of economic expansion. </span>
Answer:
(a) What was the total of accounts written off during the first 11 months?
bad debts written for the first 11 months = allowance for bad debt accounts January 1 balance + bad debt expense - allowance for bad debt accounts November 30 balance = $13,085 + $21,937 - $9,919 = $25,103
(b) As the result of a comprehensive analysis, it is determined that the December 31, 2010, balance of the Allowance for Bad Debts account should be $9,450. Show the adjustment required in the journal entry format.Allowance for bad debt Debit $Bad debt expenses Credit $
to determine the amount of bad debt expense that must be adjusted, we must subtract the estimated balance in December 31 from the balance in November 30 = $9,919 - $9,450 = $469. Since the November 30 amount is larger, it means that we over estimated our bad debt expense and it must be reduced:
Dr Allowance for doubtful accounts 469
Cr Accounts receivable 469
