Lackey's, a local bakery is worried about increased costs-particularly energy. Last year's record can provide a fairly goodestimate of the parameters for this year. Charles Lackey, theowner, does not believe things have changed much, but he didinvest an additional $3,000 for modifications to the bakery's ovensto make them more energy efficient. The modifications weresupposed to make at least 15% more efficient, but extra labor hourswere required for workers to become familiar with the processchanges. Lackey has asked you to check the energy savings of thenew ovens and also to look over other measures of the bakery'sproductivity to see if modifications were beneficial. You have thefollowing data to work with. LastYearNowProduction1,5001,500(dozen)Labor (hours)Capitalinvestment ($)Energy (BTU)35032515,00018,0003,0002,750As part of a study, you are assigned the task of evaluating theimprovement in productivity of small businesses. One of the smallbusinesses you are to evaluate is Lackey's. Determine themultifactor productivity using the following costs.Labor $8 per hourCapital 0.83% per month of investmentEnergy $0.60 per BTU

Given data: Using costs as given, Labor = $8 per hour, Capital = 0.83% per month, Energy = $0.60…

Answered: Lackey's, a local bakery is worried…

Marketing

20th Edition

ISBN:9780357033791

Author:Pride, William M

Publisher:Pride, William M

Chapter19: Pricing Concepts

Section: Chapter Questions

Problem 6DRQ

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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. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
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?
Billy B. decided four years ago to add high bush blueberries to his commercial vegetable farm near Whitesville. The first two years he did not harvest any berries. In the third year he had a very small crop but was not able to sell to the public. This year things look very good for the crop and he expects to produce 3000 pints. Billy has done a good job of keeping up with his costs, which include variable cost of $953.54, fixed cost of $863.92, and labor cost of $600. He believes the best method of marketing his crop is on a pick your own basis. Billy would like some help in determining what he should charge per pint for his berries. Answer the questions below to give Billy some direction on determining an asking price. 1. 2. 3. 4. 5. What factors should Billy consider in determining the price? What is the minimum price Billy can charge and break even on his crop? What price should he charge and why? What other methods can be used to determine price? If there is competition how will…
Baxter Corporation’s master budget calls for the production of 5,000 units per month and $144,000indirect labor costs for the year. Baxter considers indirect labor as a component of variable factoryoverhead cost. During April, the company produced 4,500 units and incurred indirect labor costsof $10,100. What amount (rounded to the nearest whole dollar) would be reported in April as aflexible-budget variance for indirect labor? Is this variance favorable (F) or unfavorable (U)?
Suppose SureStep could begin a machinery upgrade and training program to increase its worker productivity. This program would result in the following values of labor hours per pair of shoes over the next four months: 4, 3.9, 3.8, and 3.8. How much would this new program be worth to SureStep, at leastfor this four-month planning horizon with no backlogging? How might you evaluate the program’s worth beyond the next four months?
The Role of Income Taxes For the most recent year, Triad Company had fixed costs of $240,000and variable costs of 75% of total sales revenue, earned $70,000 of net income after taxes, and anincome tax rate of 35%.Required Determine:1. Before-tax income.2. Total contribution margin.3. Total sales.4. Breakeven point in dollar sales
Suppose SureStep could begin a machinery upgrade and training program to increase its worker productivity. This program would result in the following values of labor hours per pair of shoes over the next four months: 4, 3.9, 3.8, and 3.8. How much would this new program be worth to SureStep, at least for this four-month planning horizon with no backlogging? How might you evaluate the program’s worth beyond the next four months?
College Creations, Inc (CC), builds a loft that is easily adaptable to most dorm rooms or apartments and can be assembled into a variety of configurations. Each loft is sold for $500, and the cost to produce one loft is $300, including all parts and labor. CC has fixed costs of $100,000. A.What happens if CC produces nothing? B.Now, assume CC produces and sells one unit (loft). What are their financial results? C.Now, what do you think would happen if they produced and sold 501 units? D.How many units would CC need to sell in order to break even? E.How many units would CC need to sell if they wanted to have a pretax profit of $50,000?
The Baldwin Company, in its master budget for 2019, predicted total sales of $160,000, variablecosts of $48,000, and fixed costs of $52,000 ($24,000 manufacturing and $28,000 nonmanufacturing). Actual sales revenue for 2019 turned out to be $180,000. Actual costs were as follows: variable, $54,000, and fixed, $50,000. (1) What was the total master (static) budget variance for 2019?(Note that this variance is also referred to as the total operating income variance.) (Round youranswer to the nearest whole dollar.) (2) Was this total variance favorable (F) or unfavorable (U)?
When reviewing a Profit and Loss report in QuickBooks Online, which report option will quickly show a client income and expenses incurred over the past two years? A. Collapse / expand B. Compare another period > Year-to-date (YTD) C. Compare another period > Previous year (PY) D. Group by E. Sort
Mavis and John have joined forces to start M&J Food Products, a processor of packaged shredded lettuce for institutional use. John has years of food processing experience, and Mavis has extensive commercial food preparation experience. The process will consist of opening crates of lettuce and then sorting, washing, slicing, preserving, and finally packaging the prepared lettuce. Together, with help from vendors, they think they can adequately estimate demand, fixed costs, revenues, and variable cost per 5-pound bag of lettuce. They think a largely manual process will have monthly fixed cost of $50,000and a variable cost of $2.50 per bag. They expect to sell 75,000 bags of lettuce per month. They expect to sell the shredded lettuce for $3.25 per 5-pound bag. John and Mavis has been contacted by a vendor to consider a more mechanized process. This new process will have monthly fixed cost of $125,000 per month with a variable cost of $1.75 per bag. Based on the above scenario: Should…

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