The right answer for the question that is being asked and shown above is that: "<span>Brian has some understanding of budgeting. However, a budget does not create more money each month. It just helps him use his money better." That is the best answer among the choices.</span>
Answer:
1,500 units; 1,000 units
Explanation:
Break Even Point (in units) = Fixed cost ÷ Contribution margin per unit
Fixed cost = $160,000
Sales Mix = 60% of X + 40% of Y
= 0.6X + 0.4Y
So,
Contribution Margin of the Mix:
= (60% × contribution margin of X) + (40% × contribution margin of Y
)
Contribution Margin of the Mix per unit:
= (60% × 80) + (40% × 40)
= 48 + 16
= $64
Break Even Point (in units) = Fixed cost ÷ Contribution margin per unit
= 160,000 ÷ 64
= 2,500 unit
At the Level of break even
:
Unit of X at break-even:
= 60% of 2,500
= 1,500 units
Unit of Y at break-even:
= 40% of 2,500
= 1,000 units
The answer to question one is raising financial capital is difficult and the owner is personally liable for business debts.
Sole proprietorships have a number of advantages and disadvantages. These are two of the biggest disadvantages.
Question number two can be solved through the process of elimination. The workers and shareholders would not be hiring anyone. This leaves the Presidents and Vice Presidents. The President would normally hire the Vice Presidents, and then the Vice Presidents would hire and supervise the heads of the departments.
Answer:
X
Explanation:
Crt +X to delete some thing in computer
- Katherine had to rush to the bank every few months to borrow more money. She didn't really talk to her banker about her financial situation because she had no trouble getting larger loans. You see, she was always on time with her payments. Katherine always took trade discounts to save money on her purchases. That is, she paid all of her bills within 10 days in order to save the 2% discount offered by her suppliers for paying so quickly.
- Katherine's products were mostly purchased on credit. They'd buy a few lamps and a pot, and Katherine would let them pay overtime. Some were extremely slow to pay her, taking six months or more.
- Katherine noticed a small drop in her business after three years. The local economy was struggling, and many people were losing their jobs. Nonetheless, Katherine's business remained steady. Katherine received a phone call from the bank one day, informing her that she was behind on her payments. She explained that she had been so preoccupied that she had missed the bills. The issue was that Katherine did not have enough money to pay the bank. She frantically called several customers for payment, but none of them could pay her. Katherine had a classic cash flow problem.
<h3>How is it possible to have high sales and high profits and run out of cash while running a business?</h3>
It is entirely possible if you have a high level of accounts receivables and inventory and a low level of accounts payables. A sale is recorded when an invoice is raised, and a shipment is delivered; this does not always imply that you received cash and that it is recorded in your accounts receivable. Similarly, if you keep a lot of inventory, a lot of your money is locked up until the inventory is sold. On the contrary, if your payment terms with your suppliers are less favorable, you will end up paying before your receivables convert to cash. As a result, high sales and profits do not always imply a strong cash position.
Learn more about profit:
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