Annie Smith Dance Center Case Summary

Actual sales = 1686 (in million €) and Break even sales = 1126.61(in million €)

In our second assumption, instead of using the cost of goods per cases in 1986, we try to use the percentage it counts in the total expenses which is 50.4% and to find the sales needed to break-even. The detail of the calculation is shown in the answer for questions d. The result is that 95,635, a little bit higher than the estimated sales of 90,000.

Annie Harper was not allowed to register to vote in Virginia because she wasn’t able to pay the state’s poll tax. Virginia law required voters to pay $1.50 tax to register, with the money collected going to public school funding. Ms. Harper sued the Virginia Board of Elections, claiming the poll tax violated her 14th Amendment right to equal protection. Note: The 24th Amendment to the Constitution already banned poll taxes in federal elections, but not in state elections. The U.S. District Court dismissed Ms. Harper’s suit in favor of the Board of Elections. She then asked the U.S. Supreme Court to review the case.

Based on LRR’s statement of earnings alone, if revenue were to be doubled from 5.35% to 11.70% at $55,238 then the cost of goods sold would be doubled to $25,270. Company's gross profit for catering services would then be $29,968, and overall gross profit of $295,454. Add in the additional expenses of a delivery truck and the 13% increase in her salaries, benefits, and expenses, and LLR comes to a profitable net income of $19,045.

To find the break-even point for napkins, you use the same formula. The fixed cost is still $420,000.00. The selling price of napkins is $7.00. The variable cost is $4.50. $7.00 minus $4.50 is $2.50. So then you take $420,000.00 and divide it by $2.50 to find the breaking point of $168,000.00. The company will have to sell $168,000.00 to break even in sales. The margin for safety for napkins is -$48,000.00. This is found by subtracting the actual or expected cost of $120,000.00 by the break-even point of $168,000.00. You can cut sales by $48,000.00 and not sustain a loss.

The revenue is $600,600*1.2= $720,720. The variable cost changes as sales increases and fixed cost stays the same, the gross profit is $175,500. After tax, the net income is $100,557.

I have never attended an orchestral concert. Although my taste ranges between several different types of music, the only concerts I have attended are of the rock and country variety. I was not sure what to expect in attending The Houston Civic Symphony’s performance on Sunday, October 9, 2016. It was held at the Dunham Theater within the Morris Cultural Arts Center at Houston Baptist University. Once inside I saw the beautiful stage with all of the performers warming up and three stories of seating. Many of the patrons were in the age range of 30 and up. I did see some kids and young adults but not many. The HCS marked its 50th year since the very first performance this season. The first performance happened in 1996 when a group of music lovers in Houston came together to play a concert just because they wanted to play and share their love of music with others. From that day they became known as the Houston Civic Symphony. Some of the players I watched in this performance have been with the Symphony for 25 years or more while others are barely reaching their first year if not their first performance; only two of the players have been there since the very first season. Out of the three pieces performed the one that caught my attention the most was the last, it hold a powerful message of fear and desperation for

The internal sales data showed that the business would need $45,000 in monthly revenue to break even. The sales forecast which have been prepared keep in mind a 65% gross margin, however, based on actual figure for 2009, this target has not been reached, and the forecasted sales have fallen.

Consumers are not signing up to become members of the program and since the Dojo just recently opened, it does not currently have a well known and established reputation in the community. Since opening in September at 40A Brydon Dr, Etobicoke the business has struggled with acquiring a substantial amount of new members and currently has only 36 members, with a monthly membership fee of $114.99. As a result, it has only generated a revenue of $4,139.64 and has current expenses of $4700.00 monthly, therefore the Dojo is not making a profit. Additionally, their current marketing efforts have been very diluted and undifferentiated for the target market. Due to lack of funds, they have been unable to effectively market their service to consumers within the area. Additionally, the Dojo is facing very strong competition. Competition is not just other Dojo studios, but all other sporting activities. There are several after school programs that the Dojo needs to compete against. A key opportunity to take advantage of is the Dojo’s location and the high quality training

Revenue: (205 hours x $400) + (97 hours x $1,000) = $82,000 + $97,000 = $179,000

Mr. Cameron Bean spoke to the class last week on the importance of arts in the Business Community. What caught my attention being an accounting major is the revenue and what it cost for the arts to run. Where how the arts programs wouldn’t be able to run without the help of corporations. The total economic impact of the arts community they found from a recent study that was 75 million dollars per year. The direct economic activity that is related to the companies around is about 45 million dollars and then there is 30 million dollars of multiplier effects from the money spent from local businesses as their evening out for maybe potential clients that they are trying to land. Taking

3. Lyric Opera had a new question ahead of them. They had to figure out what they wanted to become. BLO’s existing strategy was not valid anymore as their operating expenses rose and revenues from ticket sales were limited. BLO decided to adapt the Balance Scorecard in order to set new strategic objectives and measure their performance against those

A company's break-even point is the amount of sales or revenues that it must generate in order to equal its expenses. In other words, it is the point at which the company neither makes a profit nor suffers a loss. Calculating the break-even point (through break-even analysis) can provide a simple, yet powerful quantitative tool for managers. In its simplest form, break-even analysis provides insight into whether or not revenue from a product or service has the ability to cover the relevant costs of production of that product or service. Managers can use this information in making a wide range of business decisions, including setting prices, preparing competitive bids, and applying for loans.

The concert I attended was called the Faculty and Student Recital, which took place in the Cisco Auditorium on April 11, 2017. The music that was on the program was mostly what is called “classical” music, as well as a Chinese Folk Song, an electronic composition, and variations on an Indian Tala. In the classical pieces, the instruments that were used were the violin, the piano, the cello, and the oboe. In the electronic composition, the computer was used to make music. In the Chinese Folk Song, the piccolo was used to imitate the unique timbre of a Chinese flute. In the Indian tala, drums from Ghana were used to imitate the rhythm and sound of Indian drums. The piano, the violin, the cello, and the piccolo all originate

Quantitatively, the trade shows distribution channel and the sales representatives distribution channel differ mainly in their cost structures; trade shows would make use of a high fixed costs-low variable costs structure while sales representatives would use the opposite. The high fixed cost of trade shows ($10,433.33 per show1) stems from the fact that Foxy’s owners have never before attended a trade show, so they would need to purchase everything necessary for the show for the first time (material samples, a booth, etc.). They also know for certain that if they take this route they will attend 10 shows in fiscal year 2005, so they can treat any expenses related to the shows themselves as fixed expenses for the year ($104,333.33). Since they don’t need to hire any extra employees to attend the shows, the only variable expenses they would end up being Foxy’s jewelry production cost, totalling $236.25 per order2. This kind of cost structure has important implications for the profit that Foxy would earn as a result. Each order placed will have a much higher contribution margin ($332.75)3 because of the minimized variable cost, which means that after the company is able to break even, more of the sales revenue will be retained as profit than would be in the sales representative method. However, this advantage comes with the tradeoff of a much higher breakeven point (314 orders)4.