Beltway Industrial had revenues of $13,539,025 in 2013. They sold 234,442 Custom Tuning kits through Canadian Tire. Their fixed costs were $4,175,683.25, and their contribution margin was 36%. What is their Net profit margin?
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Beltway Industrial had revenues of $13,539,025 in 2013. They sold 234,442 Custom Tuning kits through Canadian Tire. Their fixed costs were $4,175,683.25, and their contribution margin was 36%. What is their Net profit margin?
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?During the system study, the executive vice-president and the other managers exercise their responsibility of controlling explain?
- The Organization of Outback Steakhouse Chris T. Sullivan, Bob Basham, Trudy Cooper, and Tim Gannon—co-founders of the Outback Steakhouse concept—began their restaurant careers as a busser, dishwasher, server, and chef’s assistant, respectively. So how did they manage to build one of the all-time most successful restaurant concepts? Their careers may have had humble beginnings, but they had the money to excel. Sullivan and Basham met at Bennigan’s. They honed their management skills under the mentorship of industry legend Norman Brinker, who later financed Sullivan and Basham’s franchised chain of Chili’s restaurants in Georgia and Florida. They later sold the Chili’s restaurants back to Brinker for $3 million. This seed money allowed them to develop a restaurant concept with which they had been toying. The concept was for a casual-themed steakhouse. Because the partners did not want to do a Western theme (it had already been done by others) and because at the time there was a lot of…please give answers all part i need all Exercises Carla Vista Bucket Co., a manufacturer of rain barrels, had the following data for 2019. Sales 2,960 units Sales price $60 per unit Variable costs $42 per unit Fixed costs $26,640 What is the contribution margin ratio? Contribution margin ratio % What is the break-even point in dollars? Break-even point $ What is the margin of safety in dollars and as a ratio? Margin of safety $ Margin of safety ratio % If the company wishes to increase its total dollar contribution margin by 30% in 2020, by how much will it need to increase its sales if selling price per unit, variable price per unit and total fixed costs remain constant? Total increase in sales required: $Lillian Fok is president of Lakefront Manufacturing, a producer of bicycle tires. Fok makes 1,000 tires per day with the following resources: Labor: 400 hours per day @ $12.00 per hour Raw Material: 20,000 pounds per day @ $1.00 per pound Energy: $5,250 per day Capital: $10,000 per day a) Labor productivity per labor hour for these tires = 2.50 tires/labor hour (round your response to two decimal places). b) Multifactor productivity for these tires = __ tires/dollar (round your response to four decimal places).
- Cikarang Hospital had served its community for 40 years, and was the top-ranked hospital in the region for surgery, trauma, neonatal care, and teaching, as evidenced by its status as the official emergency facility for visiting head of states. It had 274 beds, employed 1,652 staff, and served over 22,000 patients each year with an annual budget of over CU 378 million. The hospital received 100% of its funding from a private foundation, and was governed by a BOD, and because of that, patients paid for their service through a combination of insurance coverage under a Patient Welfare Program. This Program was jointly funded by the foundation, donations, and any hospital surpluses. The charitable mission of the foundation was to improve living condition and opportunities for the million of people with no distinctions. Despite Cikarang's not-for profit status, it operated like a competitive enterprise whose revenue figure was compared of cost recovery from patients and their insurers. So,…Cikarang Hospital had served its community for 40 years, and was the top-ranked hospital in the region for surgery, trauma, neonatal care, and teaching, as evidenced by its status as the official emergency facility for visiting head of states. It had 274 beds, employed 1,652 staff, and served over 22,000 patients each year with an annual budget of over CU 378 million. The hospital received 100% of its funding from a private foundation, and was governed by a BOD, and because of that, patients paid for their service through a combination of insurance coverage under a Patient Welfare Program. This Program was jointly funded by the foundation, donations, and any hospital surpluses. The charitable mission of the foundation was to improve living condition and opportunities for the million of people with no distinctions. Despite Cikarang's not-for profit status, it operated like a competitive enterprise whose revenue figure was compared of cost recovery from patients and their insurers. So,…Cikarang Hospital had served its community for 40 years, and was the top-ranked hospital in the region for surgery, trauma, neonatal care, and teaching, as evidenced by its status as the official emergency facility for visiting head of states. It had 274 beds, employed 1,652 staff, and served over 22,000 patients each year with an annual budget of over CU 378 million. The hospital received 100% of its funding from a private foundation, and was governed by a BOD, and because of that, patients paid for their service through a combination of insurance coverage under a Patient Welfare Program. This Program was jointly funded by the foundation, donations, and any hospital surpluses. The charitable mission of the foundation was to improve living condition and opportunities for the million of people with no distinctions. Despite Cikarang's not-for profit status, it operated like a competitive enterprise whose revenue figure was compared of cost recovery from patients and their insurers. So,…
- in what ways are Hazel’s customers most likely to judge thequality of her lawn care services?In what way were you able to support the mission as well as day to day work of SANQC at NorQuest College?The Cheyenne Hotel in Big Sky, Montana, has accumulated records of the total electrical costs of the hotel and the number of occupancy-days over the last year. An occupancy-day represents a room rented for one day. The hotel’s business is highly seasonal, with peaks occurring during the ski season and in the summer. Month Occupancy-Days Electrical Costs January 2,630 $ 10,783 February 3,130 $ 12,833 March 3,640 $ 13,583 April 1,090 $ 4,469 May 1,770 $ 7,257 June 1,730 $ 7,093 July 4,440 $ 14,854 August 3,860 $ 13,815 September 2,170 $ 8,897 October 1,210 $ 4,961 November 1,790 $ 7,339 December 2,930 $ 12,013 Required: 1. Using the high-low method, estimate the fixed cost of electricity per month and the variable cost of electricity per occupancy-day. (Do not round your intermediate calculations. Round your Variable cost answer to 2 decimal places and Fixed cost element answer to nearest whole dollar amount.) What other factors in addition to…