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bearhunter [10]
3 years ago
5

Round Hammer is comparing two different capital structures: An all-equity plan (Plan I) and a levered plan (Plan II). Under Plan

I, the company would have 175,000 shares of stock outstanding. Under Plan II, there would be 125,000 shares of stock outstanding and $2.23 million in debt outstanding. The interest rate on the debt is 8 percent and there are no taxes.
a. Use M&M Proposition I to find the price per share. (Do not round intermediate calculations and round your answer to 2 decimal places, e.g., 32.16.)
b. What is the value of the firm under each of the two proposed plans? (Do not round intermediate calculations and round your answers to the nearest whole dollar amount, e.g., 32.)
Business
1 answer:
amid [387]3 years ago
5 0

Answer:

A) total debt = $2,230,000 and it represents 175,000 - 125,000 = 50,000 outstanding shares

price per share = $2,230,000 / 50,000 = $44.60 per share

B) enterprise value = 175,000 x $44.60 =  $7,805,000

According to M&M proposition I, the enterprise value is the same with or without any outstanding debt. So the company's value is the same for both alternatives.

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Prepare journal entries to record the following merchandising transactions of Lowe’s, which uses the perpetual inventory system
11Alexandr11 [23.1K]

Answer:

Aug 1 Dr Inventory $8,000

Cr Accounts Payable - Aaron $8,000

Aug 5 Dr Accounts Receivable - Baird Corp $5,600

Cr Sales $5,600

Aug 5 Dr Cost of Good Sold $4,000

Cr Inventory $4,000

Aug 8 Dr Inventory $7,000

Cr Accounts Payable - Walter Corporation $7,000

Aug 9 Dr Freight - Out $210

Cr Cash $210

Aug 10 Dr Sales Return and Allowance $1,000

Cr Accounts Receivable - Baird Corp $1,000

Aug 10 Dr Inventory $500

Cr Cost of Good Sold $500

Aug 12 Dr Accounts Payable - Walter Corporation $700

Cr Inventory $700

Aug 14 Dr Accounts Payable - Aaron $500

Cr Cash $500

Aug 15 Dr Cash $4,508

[(100%-2%)×$4,600]

Dr Discount on Sales $92

[($5,600-$1,000) x2%]

Cr Accounts Receivable - Baird Corp $4,600

($5,600-$1,000)

Aug 18 Dr Accounts Payable - Walter Corporation $6,300

($7,000-$700)

Cr Discount on Purchase $63

[($7,000-$700) x1%]

Cr Cash $6,237

[(100%-1%)×$6,300]

Aug 19 Dr Accounts Receivable - Tux Co $4,800

Cr Sales $4,800

Aug 19 Dr Cost of Good Sold $2,400

Cr Inventory $2,400

Aug 22 Dr Sales Return and Allowance $800

Cr Accounts Receivable - Tux Co $800

Aug 29 Dr Cash $4,000

Cr Accounts Receivable - Tux Co $4,000

($4,800-$800)

Aug 30 Dr Accounts Payable - Aaron $7,500

Cr Cash $7,500

($8,000-$500)

Explanation:

Preparation of Journal entries

Aug 1 Dr Inventory $8,000

Cr Accounts Payable - Aaron $8,000

(To record purchase of inventory)

Aug 5 Dr Accounts Receivable - Baird Corp $5,600

Cr Sales $5,600

(To record sale of merchandise)

Aug 5 Dr Cost of Good Sold $4,000

Cr Inventory $4,000

(To record cost of good sold)

Aug 8 Dr Inventory $7,000

Cr Accounts Payable - Walter Corporation $7,000

(To record purchase of inventory)

Aug 9 Dr Freight - Out $210

Cr Cash $210

(To record freight outward expense)

Aug 10 Dr Sales Return and Allowance $1,000

Cr Accounts Receivable - Baird Corp $1,000

(To record sales return)

Aug 10 Dr Inventory $500

Cr Cost of Good Sold $500

(To record restore the inventory )

Aug 12 Dr Accounts Payable - Walter Corporation $700

Cr Inventory $700

(To record price reduction)

Aug 14 Dr Accounts Payable - Aaron $500

Cr Cash $500

(To record payment of freight charges on behalf of Aaron)

Aug 15 Dr Cash $4,508

[(100%-2%)×$4,600]

Dr Discount on Sales $92

[($5,600-$1,000) x2%]

Cr Accounts Receivable - Baird Corp $4,600

($5,600-$1,000)

(To record amount received from Baird Corp)

Aug 18 Dr Accounts Payable - Walter Corporation $6,300

($7,000-$700)

Cr Discount on Purchase $63

[($7,000-$700) x1%]

Cr Cash $6,237

[(100%-1%)×$6,300]

(To record payment made to Walter Corporation)

Aug 19 Dr Accounts Receivable - Tux Co $4,800

Cr Sales $4,800

(To record sale of merchandise)

Aug 19 Dr Cost of Good Sold $2,400

Cr Inventory $2,400

(To record cost of good sold)

Aug 22 Dr Sales Return and Allowance $800

Cr Accounts Receivable - Tux Co $800

(To record price reduction for sales made to Tux Co)

Aug 29 Dr Cash $4,000

Cr Accounts Receivable - Tux Co $4,000

($4,800-$800)

(To record payment received from Tux Co)

Aug 30 Dr Accounts Payable - Aaron $7,500

Cr Cash $7,500

($8,000-$500)

(To record payment made to Aaron)

6 0
4 years ago
Why price<br> and quantity increase with an increse in demand
Lana71 [14]

Price increase because the supply is low but the demand is more

8 0
3 years ago
What did investors do that helped trigger the stock market crash in 1929? (p. 674)Question 17 options:Invested in banks that wer
kozerog [31]

Answer:

Bought stocks on credit, thinking the value could only increase.

Explanation:

Currently the securities and exchange commission (SEC) defines buying stocks on credit as buying through a margin account. This was a very common before the 1929 stock crash since investors speculated that the price of stocks would keep increasing. The notion that the stock prices could fall was not something considered possible back then. So when the market stooped growing, and the price of stocks started to lower, investors couldn't pay their loans and even if the securities were held as collateral, their value collapsed. Some people made huge fortunes doing this, but others lost everything.

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4 years ago
Which term describes a list of all ledger accounts that businesses maintain?
Len [333]
The answer would be a general ledger
5 0
3 years ago
Describe the culture at Noodles and Company. Share some of the challenges that Kennedy and his company faced relating to growth.
Nastasia [14]

Answer:

A) Culture:

At Noodles and Company (N&C), the culture is unique and this is due to the way the company is structured.

Noodles and Company (N&C) operates a franchise system. However, within that franchise system, operations are regulated using a Standard Operating Manual called the "The Noodles Brain".

This is part of (N&C)'s best in class hiring protocols. In addition to the above, prospective franchisees go through a very meticulous selection process. They are screened using psychological tests and are selected based on strategically designed criteria.

Another culture at N&C is that new franchisees are onboarded into the N&C system with the help of a seasoned corporate manager who serves as a mentor. This mentor in N&C culture is referred to as "Noodles Buddy".

B) Growth Challenges:

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C) Best Options with Regards to Way Forward

As far as the principles of Franchises are concerned, N&C is currently on the right track. It has decided to grow its franchise system very inclusively but slowly to ensure that there is a system, not a group separate entities running the business under the same name.    

According to Aaron Kennedy, one of the growth options being considered is going the way of IPO. Whilst this is a fantastic option, the question is, does it match N&Cs slow but firm growth strategy?

Successful IPOs generate a lot of cash in the short run as well as a lot of expectations from the new stakeholders/shareholders. There is also the scrutiny it brings from the Securities and Exchange Commission (SEC). With a new IPO status, N&C would need to ensure that it is consistently compliant with the requirements of the SEC etc.

So rather than go IPO to open up more franchises, in the short run,

it is more profitable and safer to do an IPO then execute a backwards integration afterwards. With noodles being a key ingredient in its business' manufacturing costs, the acquisition (fully or part) of its noodles supplier to the end that the cost of its key manufacturing component is reduced will give it a cost to profit advantage.

This will ignite an upward spiral in its bottom line, and give it a strong edge over other franchises who may or may not depend on the new N&C's sister company for supplies.  

From this position of a cost/price advantage, N&C may decide to edge make competition less of a threat or even take them over.

Nothing catalyses growth like a combination of great product/service Plus great customer price in addition to very competitive pricing.

Cheers!

5 0
4 years ago
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