Answer:
Instructions are listed below
Explanation:
Giving the following information:
Condelezza Co. expects to produce 10,000 units of Product A and 20,000 units of Product B in the coming year.
Budgeted factory overhead costs for the coming year are:
Assembly $310,000
Finishing 240,000
Total $550,000
The machine hours expected to be used in the coming year are as follows:
Assembly Dept.
Product A 15,100
Product B 4,900
Total 20,000
Finishing Dept.
Product A 9,000
Product B 11,000
Total 20,000
A) Estimated manufacturing overhead rate= total estimated overhead costs for the period/ total amount of allocation base
Estimated manufacturing overhead rate= 550,000/40,000= $13.75 per machine hour
B) Departamental rates:
Assembly= 310,000/20,000= $15.5 per machine hour.
Finishing= 240,000/20,000= $12 per machine hour.
Answer:
D.) debit Supplies Expense. $5,500; credit Supplies, $5,500
Explanation:
First, let's talk about the amount.
On June 2 they purchased supplies worth $6,500 and recorded it as an ASSET. Debited on "Supplies" Account
Then on June 30, only $1,000 is on hand. That means that $5,500 worth of supplies must have been used (Solved as 6,500 less 1,000)
Now, the entry should reduce the "Supplies" Account since there were only $1,000 left. So it's correct to credit Supplies for $5,500 to reduce $6,500 into $1,000 worth.
The corresponding debit would consequently be "Supplies Expense" since $5,500 worth of supplies was used for the month.
Answer:
Margin = 1%
Explanation:
To calculate the margin related to these year investment opportunity, we use the following method.
Margin = net operating income/ sales
Margin = $460,000/ $ 460,000
Margin = 1%
Back in 2015, McDonald’s was struggling. In Europe, sales were down 1.4% across the previous 6 years; 3.3% down in the US and almost 10% down across Africa and the Middle East. There were a myriad of challenges to overcome. Rising expectations of customer experience, new standards of convenience, weak in-store technology, a sprawling menu, a PR-bruised brand and questionable ingredients to name but a few.
McDonald’s are the original fast-food innovators; creating a level of standardisation that is quite frankly, remarkable. Buy a Big Mac in Beijing and it’ll taste the same as in Stratford-Upon Avon.
So when you’ve optimised product delivery, supply chain and flavour experience to such an incredible degree — how do you increase bottom line growth? It’s not going to come from making the Big Mac cheaper to produce — you’ve already turned those stones over (multiple times).
The answer of course, is to drive purchase frequency and increase margins through new products.
Numerous studies have shown that no matter what options are available, people tend to stick with the default options and choices they’ve made habitually. This is even more true when someone faces a broad selection of choices. We try to mitigate the risk of buyers remorse by sticking with the choices we know are ‘safe’.
McDonald’s has a uniquely pervasive presence in modern life with many of us having developed a pattern of ordering behaviour over the course of our lives (from Happy Meals to hangover cures). This creates a unique, and less cited, challenge for McDonald’s’ reinvention: how do you break people out of the default buying behaviours they’ve developed over decades?
In its simplest sense, the new format is designed to improve customer experience, which will in turn drive frequency and a shift in buying behaviour (for some) towards higher margin items. The most important shift in buying patterns is to drive reappraisal of the Signature range to make sure they maximise potential spend from those customers who can afford, and want, a more premium experience.
I hope this was helpful
