BalShtBalance SheetBalance SheetBalance SheetBalance SheetThe Frank Beverage GroupThe Frank Beverage GroupThe Frank Beverage GroupThe Frank Beverage GroupFirst QuarterSecond QuarterThird QuarterFourth Quarter2019-20202019-20202019-20202019-2020ASSETSASSETSASSETSASSETSCurrent AssetsCurrent AssetsCurrent AssetsCurrent AssetsCash$110,102Cash$161,052Cash$186,936Cash$219,214Accounts Receivable$35,569Accounts Receivable$37,746Accounts Receivable$40,057Accounts Receivable$42,508Inventory-$1,887Inventory$14,313Inventory$31,504Inventory$50,300Other Current Assets$0Other Current Assets$0Other Current Assets$0Other Current Assets$0Total Current Assets$143,784Total Current Assets$213,111Total Current Assets$258,497Total Current Assets$312,022Fixed AssetsFixed AssetsFixed AssetsFixed AssetsLand$0Land$0Land$0Land$0Facilities$0Facilities$0Facilities$0Facilities$0Equipment$0Equipment$0Equipment$0Equipment$0Computers & Telecommunications$0Computers & Telecommunications$0Computers & Telecommunications$0Computers & Telecommunications$0(Less Accumlated Depreciation)$0(Less Accumlated Depreciation)$0(Less Accumlated Depreciation)$0(Less Accumlated Depreciation)$0Total Fixed Assets$0Total Fixed Assets$0Total Fixed Assets$0Total Fixed Assets$0Other Assets$0Other Assets$0Other Assets$0Other Assets$0TOTAL ASSETS$143,784TOTAL ASSETS$213,111TOTAL ASSETS$258,497TOTAL ASSETS$312,022LIABILITIESLIABILITIESLIABILITIESLIABILITIESCurrent LiabilitiesCurrent LiabilitiesCurrent LiabilitiesCurrent LiabilitiesShort-Term Notes Payable$9,873Short-Term Notes Payable$9,997Short-Term Notes Payable$10,122Short-Term Notes Payable$10,249Income Taxes Due$16,109Income Taxes Due$34,046Income Taxes Due$46,006Income Taxes Due$59,618Other Current Liabilities$0Other Current Liabilities$0Other Current Liabilities$0Other Current Liabilities$0Total Current Liabilities$25,982Total Current Liabilities$44,043Total Current Liabilities$56,128Total Current Liabilities$69,868Long-Term LiabilitiesLong-Term LiabilitiesLong-Term LiabilitiesLong-Term LiabilitiesLong-Term Notes Payable$7,735Long-Term Notes Payable$5,189Long-Term Notes Payable$2,610Long-Term Notes Payable-$0Other Long-Term Liabilities$0Other Long-Term Liabilities$0Other Long-Term Liabilities$0Other Long-Term Liabilities$0Total Long-Term Liabilities$7,735Total Long-Term Liabilities$5,189Total Long-Term Liabilities$2,610Total Long-Term Liabilities-$0NET WORTHNET WORTHNET WORTHNET WORTHPaid-In Capital$61,740Paid-In Capital$61,740Paid-In Capital$61,740Paid-In Capital$61,740Retained Earnings$48,327Retained Earnings$102,139Retained Earnings$138,018Retained Earnings$180,414Total Net Worth$110,067Total Net Worth$163,879Total Net Worth$199,758Total Net Worth$242,154TOTAL LIABILITIES AND NET WORTH$143,784TOTAL LIABILITIES AND NET WORTH$213,111TOTAL LIABILITIES AND NET WORTH$258,497TOTAL LIABILITIES AND NET WORTH$312,022
For information about this worksheet, see "Balance Sheet" in "The Financials" chapter of Successful Business Plan: Secrets & Strategies..
ChapterTool KitChapter 211/20/18Financial Statements, Cash Flow, and Taxes2-1 Financial Statements and ReportsThe annual report contains a verbal section plus four key statements: the balance sheet, income statement, statement of stockholders' equity, and statement of cash flows.Our spreadsheets use formulas rather than fixed numbers. For example, the cell for Total assets for the most recent year contains the Sum formula rather than just a fixed number. That way, if the data for any inputs (cash, for instance) change, the spreadsheet will automatically recalculate and provide the correct new value for Total assets.In financial modeling, it is helpful to users when input data is grouped together, so you should follow this practice in your own models, too.2-2 The Balance SheetINPUT DATA SECTION: Historical Data Used in the Analysis20192018Tax rate25%25%Weighted average cost of captal (WACC)11.50%11.50%Figure 2-1MicroDrive Inc. December 31 Balance SheetsOlder version in manuscript 4/20(Millions of Dollars)Assets20192018Assets20192018Cash and equivalents$100$110Cash and equivalents$100$102Short-term investments10182Short-term investments1040Accounts receivable500410Accounts receivable500384Inventories1,000830Inventories1,000774Total current assets$1,610$1,532Total current assets$1,610$1,300Net plant and equipment2,0001,780Net property, plant, and equipment (PP&E)2,0001,780Note: Net plant and equipment is equal to cumulative purchases of fixed assets less cumulative depreciation and cumulative disposed assets. Total assets$3,610$3,312Total assets$3,610$3,080Liabilities and EquityLiabilities and EquityAccounts payable$200$190Accounts payable$200$180Notes payable150100Notes payable15028Accruals400370Accruals400370Total current liabilities$750$660Total current liabilities$750$578Long-term bonds520500Long-term bonds520350Total liabilities$1,270$1,160Total liabilities$1,270$928Preferred stock (1,000,000 shares)100100Preferred stock (1,000,000 shares)100100Common stock (50,000,000 shares)500500Common stock (50,000,000 shares)500500Retained earnings1,7401,552Retained earnings1,7401,552Total common equity$2,240$2,052Total common equity$2,240$2,052Total liabilities and equity$3,610$3,312Total liabilities and equity$3,610$3,0802-2 The Income StatementFigure 2-2MicroDrive Income Statements (and Selected Additional Information) for Years Ending December 31(Millions, Except for Per Share Data)20192018Older version in manuscript 4/20Net sales$5,000$4,800Net sales50004680Costs of goods sold except depreciation3,9003,710Costs of goods sold except depreciation$3,900$3,618Depreciation and amortizationa200180Depreciation and amortizationa200180Other operating expenses500470Other operating expenses500470Earnings before interest and taxes (EBIT)$400$440Earnings before interest and taxes (EBIT)400412Less interest 6040Less interest $60$56Pre-tax earnings$340$400Pre-tax earnings340356Taxes85100Taxes$85$89Net Income before preferred dividends$255$300Net Income before ...
Target
Annual
Report
Beauty & Household
Essentials
Food & Beverage Home Furnishings
& Décor
Apparel &
Accessories
Hardlines
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 3.7%
Five-year CAGR: 1.5%
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 13.3%
Five-year CAGR: 0.5%
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 11.6%
Five-year CAGR: 5.9%
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 15.4%
Five-year CAGR: 10.6%
27% 19%19% 19% 16%
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18
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$7
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$4
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8
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$5
.5
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$6
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4
To explore key stories of the past
year and find out what’s ahead, visit
Target.com/abullseyeview. You can
view our Annual Report online at
Target.com/annualreport.
Total 2019 Sales: $77,130 Million
Financial Highlights
(Note: Reflects amounts attributable to continuing operations. 2017 was a 53-week year.)
Total Revenue
In Millions
Operating Income
In Millions
Net Earnings
In Millions
Diluted EPS
Welcome to our
2019 Annual Report
By any measure, 2019 was an exceptional year for the Target team. It’s a year that stands on its own, and
a glance through this report will demonstrate why. But looking back on it now, what really stands out to
me is how 2019 prepared Target for this extraordinary moment we’re all navigating together, as our team,
guests and communities respond to COVID-19.
Usually I would provide a detailed recap of our previous year’s results in this letter. In this unprecedented
moment, that doesn’t feel right. On one hand, we’re focused entirely on the immediate needs of our team
and guests. At the same time, I’m more aware and appreciative than ever of the enduring attributes that
will help us all move safely beyond this crisis.
At Target, our strategy is an expression of our purpose and values. For years, we’ve invested to make
our proximity to guests work even harder for them. That meant adding brands, fulfillment capabilities and
expert service to our nearly 1,900 neighborhood stores, and moving into additional neighborhoods every
year. It meant a constant drive to curate the right mix of products across our multi-category assortment.
We remained convinced, sometimes against conventional thinking, that stores would continue to matter
to our guests, whether they shopped online or in-person.
While it had long been evident in our culture, we formally articulated our purpose a few years ago: To help
all families discover the joy of everyday life. Today, with the coronavirus outbreak, everyday life has started
to look different for everyone —and our guests have turned to us more than ever.
When they needed to stock up for their families, they came to Target. When they wanted items right away,
they looked to us for same-day pickup or delivery. When families were anxious to minimize trips, they foun.
ChapterTool KitChapter 14112118Distributions to Shareholders DiJinElias52
ChapterTool KitChapter 1411/21/18Distributions to Shareholders: Dividends and Repurchases14-2 Procedures for Cash DistributionsDeclaration date:Thursday, November 21, 2019Dividend goes with stock:Tuesday, December 17, 2019Ex-dividend date:Wednesday, December 18, 2019Thursday, December 19, 2019Holder-of-record date:Friday, December 20, 2019Payment date:Friday, January 10, 202014-7 Setting the Target Distribution Level: The Residual Distribution ModelThe optimal distribution ratio for a firm is a function of four factors. (1) Investors' preferences for dividends versus capital gains. (2) The firm's investment opportunities. (3) Its target capital structure. And (4), the availability and cost of external capital.The last three elements can be combined into the residual distribution model. Within the residual model, firms must determine the optimal capital budget, determine the amount of equity needed to fund the capital budget (based upon the target capital structure), use reinvested earnings to meet equity requirements whenever possible, and make distributions to shareholders only if more earnings are available than are needed for dividends. The residual model can be expressed as:Distributions =Net Income - [(Target equity ratio) * (Total capital budget)]Consider a firm whose net income for the current year is $100 million, their target equity ratio is 60%, and the expected capital budget is $50 million. What are its distributions to be made to shareholders, according to the residual model? Net Income$100Target equity ratio60%Total capital budget$50Distributions =Net Income - [(Target equity ratio) * (Total capital budget)]=$100-60%*$50=$70Distribution =70.0%What if the expected capital budget rose to $166.67 million?Total capital budget$166.67Distributions = =Net Income - [(Target equity ratio) * (Total capital budget)] =$100-60%*$167 =$0Distribution =0.0%The firm could not have a negative dividend, so a negative distribution must be a stock issue rather than a stock repurchase. Under the residual policy, if investment opportunities exceed net income, the firm should pay zero dividends and issue stock (or else increase its debt ratio to fund the investment opportunities).T&W's Distribution RatioNet income =$60Target equity ratio (ws) =60%PoorAverageGoodCapital budget$40$70$150Required equity (ws X Capital budget)$24$42$90Net income$60$60$60Required equity (ws X Capital budget)$24$42$90Distributions paid (NI – Required equity)$36$18−$30Note: a negative distribution means T&W would pay no dividends but would issue stock.Distribution ratio (Dividend/NI)60%30%0%14-9 A Tale of Two Cash Distributions: Dividends versus Stock RepurchasesFigure 14-1Projecting Benson Conglomerate's Financial Statements: Distributions as Dividends (Millions of Dollars)1. InputsActualProjected12/31/192020202120222023Sales growth rate5%5%5%5%Costs / Sales75.00%75.00%75.00%75.00%75.00%Depreciation / Net PPE10.00%10.00%10.00%10.00%10.00%Cas ...
ChapterTool KitChapter 211/20/18Financial Statements, Cash Flow, and Taxes2-1 Financial Statements and ReportsThe annual report contains a verbal section plus four key statements: the balance sheet, income statement, statement of stockholders' equity, and statement of cash flows.Our spreadsheets use formulas rather than fixed numbers. For example, the cell for Total assets for the most recent year contains the Sum formula rather than just a fixed number. That way, if the data for any inputs (cash, for instance) change, the spreadsheet will automatically recalculate and provide the correct new value for Total assets.In financial modeling, it is helpful to users when input data is grouped together, so you should follow this practice in your own models, too.2-2 The Balance SheetINPUT DATA SECTION: Historical Data Used in the Analysis20192018Tax rate25%25%Weighted average cost of captal (WACC)11.50%11.50%Figure 2-1MicroDrive Inc. December 31 Balance SheetsOlder version in manuscript 4/20(Millions of Dollars)Assets20192018Assets20192018Cash and equivalents$100$110Cash and equivalents$100$102Short-term investments10182Short-term investments1040Accounts receivable500410Accounts receivable500384Inventories1,000830Inventories1,000774Total current assets$1,610$1,532Total current assets$1,610$1,300Net plant and equipment2,0001,780Net property, plant, and equipment (PP&E)2,0001,780Note: Net plant and equipment is equal to cumulative purchases of fixed assets less cumulative depreciation and cumulative disposed assets. Total assets$3,610$3,312Total assets$3,610$3,080Liabilities and EquityLiabilities and EquityAccounts payable$200$190Accounts payable$200$180Notes payable150100Notes payable15028Accruals400370Accruals400370Total current liabilities$750$660Total current liabilities$750$578Long-term bonds520500Long-term bonds520350Total liabilities$1,270$1,160Total liabilities$1,270$928Preferred stock (1,000,000 shares)100100Preferred stock (1,000,000 shares)100100Common stock (50,000,000 shares)500500Common stock (50,000,000 shares)500500Retained earnings1,7401,552Retained earnings1,7401,552Total common equity$2,240$2,052Total common equity$2,240$2,052Total liabilities and equity$3,610$3,312Total liabilities and equity$3,610$3,0802-2 The Income StatementFigure 2-2MicroDrive Income Statements (and Selected Additional Information) for Years Ending December 31(Millions, Except for Per Share Data)20192018Older version in manuscript 4/20Net sales$5,000$4,800Net sales50004680Costs of goods sold except depreciation3,9003,710Costs of goods sold except depreciation$3,900$3,618Depreciation and amortizationa200180Depreciation and amortizationa200180Other operating expenses500470Other operating expenses500470Earnings before interest and taxes (EBIT)$400$440Earnings before interest and taxes (EBIT)400412Less interest 6040Less interest $60$56Pre-tax earnings$340$400Pre-tax earnings340356Taxes85100Taxes$85$89Net Income before preferred dividends$255$300Net Income before ...
Target
Annual
Report
Beauty & Household
Essentials
Food & Beverage Home Furnishings
& Décor
Apparel &
Accessories
Hardlines
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 3.7%
Five-year CAGR: 1.5%
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 13.3%
Five-year CAGR: 0.5%
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 11.6%
Five-year CAGR: 5.9%
’14 ’15 ’16 ’17 ’18 ’19
2019 Growth: 15.4%
Five-year CAGR: 10.6%
27% 19%19% 19% 16%
$7
2
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18
$7
4,
4
9
4
$7
0,
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1
$7
2
,7
14
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5,
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6
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8,
11
2
$4
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3
5
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78
$4
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3
$5
.2
5
$4
.5
8
$5
.2
9
$5
.5
0
$6
.3
4
To explore key stories of the past
year and find out what’s ahead, visit
Target.com/abullseyeview. You can
view our Annual Report online at
Target.com/annualreport.
Total 2019 Sales: $77,130 Million
Financial Highlights
(Note: Reflects amounts attributable to continuing operations. 2017 was a 53-week year.)
Total Revenue
In Millions
Operating Income
In Millions
Net Earnings
In Millions
Diluted EPS
Welcome to our
2019 Annual Report
By any measure, 2019 was an exceptional year for the Target team. It’s a year that stands on its own, and
a glance through this report will demonstrate why. But looking back on it now, what really stands out to
me is how 2019 prepared Target for this extraordinary moment we’re all navigating together, as our team,
guests and communities respond to COVID-19.
Usually I would provide a detailed recap of our previous year’s results in this letter. In this unprecedented
moment, that doesn’t feel right. On one hand, we’re focused entirely on the immediate needs of our team
and guests. At the same time, I’m more aware and appreciative than ever of the enduring attributes that
will help us all move safely beyond this crisis.
At Target, our strategy is an expression of our purpose and values. For years, we’ve invested to make
our proximity to guests work even harder for them. That meant adding brands, fulfillment capabilities and
expert service to our nearly 1,900 neighborhood stores, and moving into additional neighborhoods every
year. It meant a constant drive to curate the right mix of products across our multi-category assortment.
We remained convinced, sometimes against conventional thinking, that stores would continue to matter
to our guests, whether they shopped online or in-person.
While it had long been evident in our culture, we formally articulated our purpose a few years ago: To help
all families discover the joy of everyday life. Today, with the coronavirus outbreak, everyday life has started
to look different for everyone —and our guests have turned to us more than ever.
When they needed to stock up for their families, they came to Target. When they wanted items right away,
they looked to us for same-day pickup or delivery. When families were anxious to minimize trips, they foun.
ChapterTool KitChapter 14112118Distributions to Shareholders DiJinElias52
ChapterTool KitChapter 1411/21/18Distributions to Shareholders: Dividends and Repurchases14-2 Procedures for Cash DistributionsDeclaration date:Thursday, November 21, 2019Dividend goes with stock:Tuesday, December 17, 2019Ex-dividend date:Wednesday, December 18, 2019Thursday, December 19, 2019Holder-of-record date:Friday, December 20, 2019Payment date:Friday, January 10, 202014-7 Setting the Target Distribution Level: The Residual Distribution ModelThe optimal distribution ratio for a firm is a function of four factors. (1) Investors' preferences for dividends versus capital gains. (2) The firm's investment opportunities. (3) Its target capital structure. And (4), the availability and cost of external capital.The last three elements can be combined into the residual distribution model. Within the residual model, firms must determine the optimal capital budget, determine the amount of equity needed to fund the capital budget (based upon the target capital structure), use reinvested earnings to meet equity requirements whenever possible, and make distributions to shareholders only if more earnings are available than are needed for dividends. The residual model can be expressed as:Distributions =Net Income - [(Target equity ratio) * (Total capital budget)]Consider a firm whose net income for the current year is $100 million, their target equity ratio is 60%, and the expected capital budget is $50 million. What are its distributions to be made to shareholders, according to the residual model? Net Income$100Target equity ratio60%Total capital budget$50Distributions =Net Income - [(Target equity ratio) * (Total capital budget)]=$100-60%*$50=$70Distribution =70.0%What if the expected capital budget rose to $166.67 million?Total capital budget$166.67Distributions = =Net Income - [(Target equity ratio) * (Total capital budget)] =$100-60%*$167 =$0Distribution =0.0%The firm could not have a negative dividend, so a negative distribution must be a stock issue rather than a stock repurchase. Under the residual policy, if investment opportunities exceed net income, the firm should pay zero dividends and issue stock (or else increase its debt ratio to fund the investment opportunities).T&W's Distribution RatioNet income =$60Target equity ratio (ws) =60%PoorAverageGoodCapital budget$40$70$150Required equity (ws X Capital budget)$24$42$90Net income$60$60$60Required equity (ws X Capital budget)$24$42$90Distributions paid (NI – Required equity)$36$18−$30Note: a negative distribution means T&W would pay no dividends but would issue stock.Distribution ratio (Dividend/NI)60%30%0%14-9 A Tale of Two Cash Distributions: Dividends versus Stock RepurchasesFigure 14-1Projecting Benson Conglomerate's Financial Statements: Distributions as Dividends (Millions of Dollars)1. InputsActualProjected12/31/192020202120222023Sales growth rate5%5%5%5%Costs / Sales75.00%75.00%75.00%75.00%75.00%Depreciation / Net PPE10.00%10.00%10.00%10.00%10.00%Cas ...
SUMMARYFiscal YearProjected RevenuesProjected ExpendituresProjected Net CostActual RevenuesActual ExpendituresActual Net CostJanuaryTotalTotal$0.00$0.00$0.00$0.00FebruraryTotalTotal$0.00$0.00$0.00$0.00MarchTotalTotal$0.00$0.00$0.00$0.00AprilTotalTotal$0.00$0.00$0.00$0.00MayTotalTotal$0.00$0.00$0.00$0.00JuneTotalTotal$0.00$0.00$0.00$0.00JulyTotalTotal$0.00$0.00$0.00$0.00AugustTotalTotal$0.00$0.00$0.00$0.00SeptemberTotalTotal$0.00$0.00$0.00$0.00OctoberTotalTotal$0.00$0.00$0.00$0.00NovemberTotalTotal$0.00$0.00$0.00$0.00DecemberTotalTotal$0.00$0.00$0.00$0.00Total$0.00$0.00$0.00$0.00$0.00$0.00FUND TYPE (check one)GeneralSpecial RevenueEnterpriseInternal ServiceDebt ServiceRESTRICTED/UNRESTRICTED(Specify "R" or "U")
JANCRAC Zero Based Budget TemplateExpendituresRevenuesCategoryBudgeted $Actual $%SourceBudgeted $Actual $%SalariesTaxesBenefitsLicenses, Permits, Franchises, and FinesBuilding OccupancyMoney and PropertyManagement & generalRents and ConcessionsAuditIntergovernmental RevenuesOffice suppliesCharges for ServicesPostage/PrintingPrior Year Fund BalanceComputerTotal Revenue100%Staff trainingEquipment maintenanceInsuranceSocial ServicesVehicle maintenanceUtilitiesLegal ServicesEquipmentSpecial eventsCommunicationsTransportation and TravelDebtContingenciesFixed AssetsCapital AssetsLoan DisbursementsTotal Expenditures100%
FEBCRAC Zero Based Budget TemplateExpendituresRevenuesCategoryBudgeted $Actual $%SourceBudgeted $Actual $%SalariesTaxesBenefitsLicenses, Permits, Franchises, and FinesBuilding OccupancyMoney and PropertyManagement & generalRents and ConcessionsAuditIntergovernmental RevenuesOffice suppliesCharges for ServicesPostage/PrintingPrior Year Fund BalanceComputerTotal Revenue100%Staff trainingEquipment maintenanceInsuranceSocial ServicesVehicle maintenanceUtilitiesLegal ServicesEquipmentSpecial eventsCommunicationsTransportation and TravelDebtContingenciesFixed AssetsCapital AssetsLoan DisbursementsTotal Expenditures100%
MARCRAC Zero Based Budget TemplateExpendituresRevenuesCategoryBudgeted $Actual $%SourceBudgeted $Actual $%SalariesTaxesBenefitsLicenses, Permits, Franchises, and FinesBuilding OccupancyMoney and PropertyManagement & generalRents and ConcessionsAuditIntergovernmental RevenuesOffice suppliesCharges for ServicesPostage/PrintingPrior Year Fund BalanceComputerTotal Revenue100%Staff trainingEquipment maintenanceInsuranceSocial ServicesVehicle maintenanceUtilitiesLegal ServicesEquipmentSpecial eventsCommunicationsTransportation and TravelDebtContingenciesFixed AssetsCapital AssetsLoan DisbursementsTotal Expenditures100%
APRILCRAC Zero Based Budget TemplateExpendituresRevenuesCategoryBudgeted $Actual $%SourceBudgeted $Actual $%SalariesTaxesBenefitsLicenses, Permits, Franchises, and FinesBuilding OccupancyMoney and PropertyManagement & generalRents and ConcessionsAuditIntergovernmental RevenuesOffice suppliesCharges for ServicesPostage/PrintingPrior Year Fund BalanceComputerTotal Revenue100%Staff trainingEquipment maintenan ...
Our written personal al financial plans are comprehensive and holistic and can enable you to enhance your financial well being as well as your peace of mind. They are also offered without obligation and without cost. Here's a sample
Company InformationACCT 370 Excel ProjectJohnson & JohnsonCompany LynellBull52
Company InformationACCT 370 Excel ProjectJohnson & JohnsonCompany InformationCompany NameJohnson & JohnsonTicker SymbolJNJIndustryPharmaceuticals, Consumer products, Medical DevicesProducts and Services OfferedBeauty, Over The Counter Pharmaceuticals, Baby Care, Oral Care, Women's Health, Wound CareImmunology, Infectious Disease Vaccines, Neuroscience, Oncology, Cardiovascular Metabolic DiseasesOrthopaedic, Surgery, Cardiovascular, Diabetes care, Vision CareMajor CompetitorsPfizer, Merck, Proctor & Gamble, Bristol Myers Squibb, Unilever
Historical Income StatementsJOHNSON & JOHNSON AND SUBSIDIARIESCONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOMEAt December 30, 2018 and December 30, 2017(Dollars in Millions) (Note 1)$2,018.00$2,017.00$2,016.00Net earnings$15,297.00$1,300.00$16,540.00Other comprehensive income (loss), net of tax Foreign currency translation-$1,518.00$1,696.00-$612.00 Securities: (1) Unrealized holding gain (loss) arising during period-$1.00$159.00-$52.00 Reclassifications to earnings$1.00-$338.00-$141.00 Net change$0.00-$179.00-$193.00 Employee benefit plans: Prior service credit (cost), net of amortization-$44.00$2.00$21.00 Gain (loss), net of amortization-$56.00$29.00-$862.00 Effect of exchange rates$92.00-$201.00$159.00 Net change-$8.00-$170.00-$682.00 Derivatives & hedges: Unrealized gain (loss) arising during period-$73.00-$4.00-$359.00 Reclassifications to earnings-$192.00$359.00$110.00 Net change-$265.00$355.00-$249.00Other comprehensive income (loss)-$1,791.00$1,702.00-$1,736.00Comprehensive income$13,506.00$3,002.00$14,804.00
Historical Balance SheetsJOHNSON & JOHNSON AND SUBSIDIARIESCONSOLIDATED BALANCE SHEETSAt December 30, 2018 and December 30, 2017(Dollars in Millions Except Share and Per Share Amounts) (Note 1)201820172016AssetsCurrent assetsCash and cash equivalents (Notes 1 and 2)$ 18,107.00$ 17,824.00$ 18,972.00Marketable securities (Notes 1 and 2)$ 1,580.00$ 472.00$ 22,935.00Accounts receivable trade, less allowances for doubtful accounts $248 (2017, $291)$ 14,098.00$ 13,490.00$ 11,699.00Inventories (Notes 1 and 3)$ 8,599.00$ 8,765.00$ 8,144.00Prepaid expenses and other receivables$ 2,699.00$ 2,537.00$ 3,282.00Assets held for sale (Note 20)$ 950.00$ - 0$ - 0Total current assets$ 46,033.00$ 43,088.00$ 65,032.00Property, plant and equipment, net (Notes 1 and 4)$ 17,035.00$ 17,005.00$ 15,912.00Intangible assets, net (Notes 1 and 5)$ 47,611.00$ 53,228.00$ 26,876.00Goodwill (Notes 1 and 5)$ 30,453.00$ 31,906.00$ 22,805.00Deferred taxes on income (Note 8)$ 7,640.00$ 7,105.00$ 6,148.00Other assets$ 4,182.00$ 4,971.00$ 4,435.00Total assets$ 152,954.00$ 157,303.00$ 141,208.00Liabilities and Shareholders’ EquityCurrent liabilitiesLoans and notes payable (Note 7)$ 2,796.00$ 3,906.00$ 4,684.00Accounts payable$ 7,537.00$ 7,310.00 ...
Barbara Silva is the CIO for Peachtree Community Hospital in Atlanta.docxwilcockiris
Barbara Silva is the CIO for Peachtree Community Hospital in Atlanta, Georgia. As the chief information officer, it has been her duty to assemble a team of healthcare information professionals to prepare for the implementation of HIPAA Privacy Rules.
How did Barbara and her team orchestrate moving forward toward HIPAA Privacy compliance? First, she established a steering committee responsible for HIPAA Privacy planning. The committee focused on three broad areas of development, including:
education;
assessment; and
development of policies and procedures.
The steering committee recognizes that the scope of this project is quite vast and that it encompasses many different areas of the facility. The scope involves not just hospital information systems, but the operations of many departments and manual processes. These varied items are included in the scope of assessment and are found to be the biggest challenge. Developing HIPAA compliant policies and procedures is not a one-time activity as changes are constant. Development and continuous updating will mean that this project is one that will be an ongoing effort.
Part of Peachtree Community Hospital’s key to success has been pulling together the right combination of professionals. The result is a multidisciplinary team which will include the HIM services director and the CCO (chief compliance officer).
Barbara has garnered the following information from experts in the area of HIPAA Privacy Rules who have suggested that healthcare organizations consider the following steps to become compliant:
Inventory the organization’s data as the first step in policy implementation.
Read the Federal Register information on HIPAA.
Focus on HIPAA as a business process issue.
Secure the support of top management and the active involvement and participation of staff in all affected areas.
Thoroughly review outside vendor contracts to ensure compliance with business associate agreements.
Appoint a dedicated staff to the HIPAA privacy initiative.
Preparing for HIPAA compliance will require a complex and thorough evaluation and realignment of business and operational processes.
Your Role/Assignment
You have been consulted by CIO Barbara Silva as the healthcare information systems expert. You will be working directly with the director of HIM services. As a consultant, you have vast experience with HIPAA implementations. Your expertise will be required in several areas.
K E Y P L A Y E R S
Barbara Silva, CIO
As the chief information officer, Barbara will assemble a team of healthcare professionals to prepare for the implementation of HIPAA Privacy Rules. She must ensure that Peachtree is in full compliance with HIPAA regulations for every aspect of the organization
–
not just hospital information systems, but also the operations of related departments and manual processes. Her concerns encompass a large scope of the project, and she will need to identify key people to become involved in this project.
James H.
BARGAIN CITY Your career is moving along faster than you e.docxwilcockiris
BARGAIN CITY
Your career is moving along faster than you expected. You thought that your expertise in Information
systems would result in an initial break-in period as a programmer for Bargain City, a retail chain modeled
along the lines of Wal-Mart. But the resignation of three systems analysts changed all that. The analysts
left to form their own consulting firm.
Knowing that you had a strong dose of systems analysis in college, your boss, Alisa Ernst, decided to let
you begin as a systems analyst. It didn't take her long to give you your first assignment. Alisa made
arrangements for you to visit an area store for the purpose of becoming familiar with activity at the store
level. She expects you to prepare a written report that might serve as the basis for future systems
projects.
You arrive at the West Alameda store at 9 A.M., and you are amazed at how many people are already
shopping. The lot is full, and you have to wait ten minutes-it seems like thirty--to get a parking place.
Inside, the conditions are no better. The store is huge, with fifteen checkout counters, but only four are
open. Each of the four, one of which is the express lane, has a long line of shoppers waiting to check out.
It's a good thing that you are not buying anything. Since you are only conducting a systems study, you will
be able to get out sooner.
You watch the action--or inaction--for a while and then wander back to the storeroom where three stock
clerks are opening boxes. You hear one of them say, "Have you found it yet?" Curious, you introduce
yourself and ask what they are looking for. One of the clerks tells you that the store has a special on
cookout items but ran out of charcoal starter fluid. The truck that was supposed to bring additional stock
broke down in Tuba City. The lack of starter fluid is one reason the lines up front are so long; the
checkout clerks are having to give out rain checks. You can understand why the stock clerks are having
such difficulty; the storeroom is a real mess. Boxes are stacked everywhere. There seems to be no rhyme
or reason to anything.
You ask where the store computer is, and you are directed to a small room in the corner. There it is,
humming away. Automation in action.
With a good grasp of the backroom operation, you return to the front for the purpose of checking out the
office. There's a big line there as well--people waiting to cash checks and return purchases. Most of the
returns seem to be glassware items that the customers found to be broken when they opened their
shopping bags at home. The sackers had not packed the items properly.
When you finally reach the head of the line, you are surprised to learn that the cashier is really the store
manager. He asks you to come back when he has more time. He explains that he had to "let a lot of
people go" in order to stay within the budget that headquarters imposed. You can tell by the way he
snarls his explanation that he is not ver.
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Barbara Silva is the CIO for Peachtree Community Hospital in Atlanta.docxwilcockiris
Barbara Silva is the CIO for Peachtree Community Hospital in Atlanta, Georgia. As the chief information officer, it has been her duty to assemble a team of healthcare information professionals to prepare for the implementation of HIPAA Privacy Rules.
How did Barbara and her team orchestrate moving forward toward HIPAA Privacy compliance? First, she established a steering committee responsible for HIPAA Privacy planning. The committee focused on three broad areas of development, including:
education;
assessment; and
development of policies and procedures.
The steering committee recognizes that the scope of this project is quite vast and that it encompasses many different areas of the facility. The scope involves not just hospital information systems, but the operations of many departments and manual processes. These varied items are included in the scope of assessment and are found to be the biggest challenge. Developing HIPAA compliant policies and procedures is not a one-time activity as changes are constant. Development and continuous updating will mean that this project is one that will be an ongoing effort.
Part of Peachtree Community Hospital’s key to success has been pulling together the right combination of professionals. The result is a multidisciplinary team which will include the HIM services director and the CCO (chief compliance officer).
Barbara has garnered the following information from experts in the area of HIPAA Privacy Rules who have suggested that healthcare organizations consider the following steps to become compliant:
Inventory the organization’s data as the first step in policy implementation.
Read the Federal Register information on HIPAA.
Focus on HIPAA as a business process issue.
Secure the support of top management and the active involvement and participation of staff in all affected areas.
Thoroughly review outside vendor contracts to ensure compliance with business associate agreements.
Appoint a dedicated staff to the HIPAA privacy initiative.
Preparing for HIPAA compliance will require a complex and thorough evaluation and realignment of business and operational processes.
Your Role/Assignment
You have been consulted by CIO Barbara Silva as the healthcare information systems expert. You will be working directly with the director of HIM services. As a consultant, you have vast experience with HIPAA implementations. Your expertise will be required in several areas.
K E Y P L A Y E R S
Barbara Silva, CIO
As the chief information officer, Barbara will assemble a team of healthcare professionals to prepare for the implementation of HIPAA Privacy Rules. She must ensure that Peachtree is in full compliance with HIPAA regulations for every aspect of the organization
–
not just hospital information systems, but also the operations of related departments and manual processes. Her concerns encompass a large scope of the project, and she will need to identify key people to become involved in this project.
James H.
BARGAIN CITY Your career is moving along faster than you e.docxwilcockiris
BARGAIN CITY
Your career is moving along faster than you expected. You thought that your expertise in Information
systems would result in an initial break-in period as a programmer for Bargain City, a retail chain modeled
along the lines of Wal-Mart. But the resignation of three systems analysts changed all that. The analysts
left to form their own consulting firm.
Knowing that you had a strong dose of systems analysis in college, your boss, Alisa Ernst, decided to let
you begin as a systems analyst. It didn't take her long to give you your first assignment. Alisa made
arrangements for you to visit an area store for the purpose of becoming familiar with activity at the store
level. She expects you to prepare a written report that might serve as the basis for future systems
projects.
You arrive at the West Alameda store at 9 A.M., and you are amazed at how many people are already
shopping. The lot is full, and you have to wait ten minutes-it seems like thirty--to get a parking place.
Inside, the conditions are no better. The store is huge, with fifteen checkout counters, but only four are
open. Each of the four, one of which is the express lane, has a long line of shoppers waiting to check out.
It's a good thing that you are not buying anything. Since you are only conducting a systems study, you will
be able to get out sooner.
You watch the action--or inaction--for a while and then wander back to the storeroom where three stock
clerks are opening boxes. You hear one of them say, "Have you found it yet?" Curious, you introduce
yourself and ask what they are looking for. One of the clerks tells you that the store has a special on
cookout items but ran out of charcoal starter fluid. The truck that was supposed to bring additional stock
broke down in Tuba City. The lack of starter fluid is one reason the lines up front are so long; the
checkout clerks are having to give out rain checks. You can understand why the stock clerks are having
such difficulty; the storeroom is a real mess. Boxes are stacked everywhere. There seems to be no rhyme
or reason to anything.
You ask where the store computer is, and you are directed to a small room in the corner. There it is,
humming away. Automation in action.
With a good grasp of the backroom operation, you return to the front for the purpose of checking out the
office. There's a big line there as well--people waiting to cash checks and return purchases. Most of the
returns seem to be glassware items that the customers found to be broken when they opened their
shopping bags at home. The sackers had not packed the items properly.
When you finally reach the head of the line, you are surprised to learn that the cashier is really the store
manager. He asks you to come back when he has more time. He explains that he had to "let a lot of
people go" in order to stay within the budget that headquarters imposed. You can tell by the way he
snarls his explanation that he is not ver.
Barbara schedules a meeting with a core group of clinic managers. T.docxwilcockiris
Barbara schedules a meeting with a core group of clinic managers. The purpose of the meeting is to review the strategic plan and to gather additional feedback from the managers. Barbara is aware of the importance of diversity within the organization. Diversity and inclusion is particularly important because of the population served by UCCO facilities. However, she realizes during the meeting that there may be some issues with diversity and culture. Furthermore, how diversity and culture impact team performance. Several managers made comments regarding distribution of work and employee perspectives based on stereotypes. She also found out that there are many personality conflicts and issues with subordination. Barbara encountered the conflict and degradation comments, first-hand during the meeting.
Visit the Rasmussen online Library and search for a minimum of 3 articles covering diversity and culture and teamwork.
For this project assignment on UCCO complete a minimum of a 3 page report to address management of change with strategic planning and with the following concepts:
What is the role of executives in the process of change management and strategic planning? How do issues with diversity and culture relate to change management?
Why is diversity inclusion important? What are the benefits? Specifically address UCCO purpose for diversity.
Discuss how working with others can help with respect for diversity and respect for diverse perspectives.
What are the challenges and benefits of employing a diverse workforce?
What should Barbara's plan be for encouraging teamwork among a diverse workforce and ensuring that employees make meaningful and valuable contributions to team projects and tasks. Incorporate Barbara's personal experience with the team of clinic managers.
Remember to integrate citations accurately and appropriately for all resource types; use attribution (credit) as a method to avoid plagiarism. Use NoodleBib to document your sources and to complete your APA formatted reference page and in-text citations.
Transferable Skills for this Project Stage:
Diversity & Teamwork
Communication
.
Barbara schedules a meeting with a core group of clinic managers.docxwilcockiris
Barbara schedules a meeting with a core group of clinic managers. The purpose of the meeting is to review the strategic plan and to gather additional feedback from the managers. Barbara is aware of the importance of diversity within the organization. Diversity and inclusion is particularly important because of the population served by UCCO facilities. However, she realizes during the meeting that there may be some issues with diversity and culture. Furthermore, how diversity and culture impact team performance. Several managers made comments regarding distribution of work and employee perspectives based on stereotypes. She also found out that there are many personality conflicts and issues with subordination. Barbara encountered the conflict and degradation comments, first-hand during the meeting.
Visit the Rasmussen online Library and search for a minimum of 3 articles covering diversity and culture and teamwork.
For this project assignment on UCCO complete a minimum of a 3 page report to address management of change with strategic planning and with the following concepts:
What is the role of executives in the process of change management and strategic planning? How do issues with diversity and culture relate to change management?
Why is diversity inclusion important? What are the benefits? Specifically address UCCO purpose for diversity.
Discuss how working with others can help with respect for diversity and respect for diverse perspectives.
What are the challenges and benefits of employing a diverse workforce?
What should Barbara's plan be for encouraging teamwork among a diverse workforce and ensuring that employees make meaningful and valuable contributions to team projects and tasks. Incorporate Barbara's personal experience with the team of clinic managers.
Remember to integrate citations accurately and appropriately for all resource types; use attribution (credit) as a method to avoid plagiarism. Use NoodleBib to document your sources and to complete your APA formatted reference page and in-text citations.
Transferable Skills for this Project Stage:
Diversity & Teamwork
Communication
.
Barbara schedules a meeting with a core group of clinic managers. Th.docxwilcockiris
Barbara schedules a meeting with a core group of clinic managers. The purpose of the meeting is to review the strategic plan and to gather additional feedback from the managers. Barbara is aware of the importance of diversity within the organization. Diversity and inclusion is particularly important because of the population served by UCCO facilities. However, she realizes during the meeting that there may be some issues with diversity and culture. Furthermore, how diversity and culture impact team performance. Several managers made comments regarding distribution of work and employee perspectives based on stereotypes. She also found out that there are many personality conflicts and issues with subordination. Barbara encountered the conflict and degradation comments, first-hand during the meeting.
Visit the Rasmussen online Library and search for a minimum of 3 articles covering diversity and culture and teamwork.
For this project assignment on UCCO complete a minimum of a 3 page report to address management of change with strategic planning and with the following concepts:
What is the role of executives in the process of change management and strategic planning? How do issues with diversity and culture relate to change management?
Why is diversity inclusion important? What are the benefits? Specifically address UCCO purpose for diversity.
Discuss how working with others can help with respect for diversity and respect for diverse perspectives.
What are the challenges and benefits of employing a diverse workforce?
What should Barbara's plan be for encouraging teamwork among a diverse workforce and ensuring that employees make meaningful and valuable contributions to team projects and tasks. Incorporate Barbara's personal experience with the team of clinic managers.
Remember to integrate citations accurately and appropriately for all resource types; use attribution (credit) as a method to avoid plagiarism. Use NoodleBib to document your sources and to complete your APA formatted reference page and in-text citations.
Discussed the importance of diversity inclusion, benefits, and purpose for diversity at UCCO, with examples and supportive references.
Discussed how working with others can help with respect for diversity and respect for diverse perspectives. Provided supportive examples and references.
Discussed the challenges and benefits of employing a diverse workforce, with examples and supportive references.
Discussed the role of executives in the process of change management and strategic planning, as well as issues with diversity and culture related to change management; with examples and supportive references.
Discussed plan for encouraging teamwork among a diverse workforce and ensuring that employees make meaningful and valuable contributions to team projects and tasks. Incorporated Barbara?s personal experience with the team of clinic managers and provided examples and supportive references.
Transferable Skills fo.
Barbara Rosenwein, A Short History of the Middle Ages 4th edition (U.docxwilcockiris
Barbara Rosenwein, A Short History of the Middle Ages 4th edition (University of Toronto, 2014). If you are unable to obtain the fourth edition, go ahead and get the fifth edition, but let us know. ISBN:9781442608023. Gene Brucker (Editor), Julia Martines (Translator), Two Memoirs of Renaissance Florence: The Diaries of Buonaccorso Pitti and Gregorio Dati.
If the territorial expansion, cultural accomplishments, and administrative innovations of the Frankish Kingdom during the Carolingian period, particularly during Charlemagne's, were ultimately temporary, why was his coronation as Holy Roman Emperor such a significant event? Explain with examples from the lectures and the textbook. No outside research or material is permitted.
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BARBARA NGAM, MPAShoreline, WA 98155 ▪ 801.317.5999 ▪ [email pro.docxwilcockiris
BARBARA NGAM, MPA
Shoreline, WA 98155 ▪ 801.317.5999 ▪ [email protected]
Hi tutor: Here is an example of my current cover letter, which I think it is not applicable or not good enough. Please use below format and build it off from my resume. Please point out my greatest skills and experiences from my resume into the cover letter so that recruiters can capturing or noticing my skills set and capability, thanks.
12/14/2018
Department: VM Foundation
Virginia Mason Medical Center
1100 9th Avenue
Seattle, WA. 98101
Re: Job Number: 182930
Dear Hiring Manager:
Dependable and energetic Accounting Professional with over 9 years of experience in general ledger, reporting, modelling, consolidation, analysis, reconciliations, closing and revenue cycle is seeking to obtain a position that will utilize my potential as a Senior Accountant. It would be privilege to put practice my accounting skills and knowledge gained in private and public accounting for the benefit of the organization.
From analyzing financial reports and overseeing accounts payable and receivable to implementing improved financial processes and providing excellent leadership skills, I excel in strategically directing infinite aspects of accounting activities. My demonstrated expertise in business and financial operations, along with my dedication to increasing productivity and efficiency prepares me to make a significant impact on your organization.
Please consider the following highlights of my experience:
· Accurately and expeditiously facilitated account reconciliations, risk assessments, auditing processes, invoice collection, financial analysis, wire transfer transactions, fixed assets, year-end preparations and month-end closing while providing a superior level of service and support to realize optimal financial performance.
· Successfully cleaned up company accounts by uncovering and writing off old debtors and duplicate creditors, clearing journals, and reclassifying expenses and assets in conjunction with external accountants.
· Collaborated effectively with cross-functional teams and external auditors to drive maximum productivity, efficiency, and accuracy.
· Excelled within time-sensitive, fast-paced atmospheres while resolving issues and ensuring compliance with internal policies and regulatory guidelines.
· In-depth knowledge of various computer applications, including the following: PeopleSoft, Oracle, Concur, Sage Fixed Assets (Sage FAS), Loan Accounting System (LAS) and Microsoft Office applications.,
At your convenience, I welcome an opportunity to meet with you to discuss your goals and objectives and how my experience and abilities can contribute to meeting and exceeding those goals.
Thank you very much for your time and consideration. I am looking forward to hearing from you soon.
Sincerely yours,
Barbara Ngam
BARBARA NGAM, MPA
Shoreline, WA 98155 ▪ 801.317.5999 ▪ [email protected]
SENIOR ACCOUNTANT
Proven success with budgets, financial analys.
Banks 5
Maya Banks
Professor Debra Martin
EN106DLGU1A2018
June 24, 2018
Unmasking the Prevailing Culprits in The Present-Day Education System
In pursuit of a holistic, critically provoking, meaningful, and educational oriented environment where teachers are free to teach, and learners are free to think, and the disappointing reality continues to present itself from every dimension. The faults in the current education system are critically unmasked by Mark Edmundson and Paulo Freire in their two invaluable pieces of articles. A careful analysis of the ideas tabled by the two influential education thinkers illustrates numerous underlying commonalities in their works as well as some overlooked ideas in their arguments. The fact that their central ideas in their respective scholarly works revolve around unmasking the true culprits in the present-day education implies that, if Edmundson and Freire were able to converse with each other, they would both agree on the need to change the current education system and build it around critical thinking. It’s to this end that this paper seeks to synthesize their ideas in an attempt to identify common grounds, differences as well the areas they both overlooked.
Looking at the prevailing schooling system in America as well as the ways through which learners are carrying out their studies, the perception of the two education thinkers is of great heed to the whole education system. Deeply entrenched into the Edmundson and Freire respective pieces of literature is the overarching conspiracy and oppression theme where the established, who is this case is the teacher among other the education leaders seek to contain, manipulate, and control the thoughts of the learners. As acknowledged by Freire, “Teachers either work for the liberation of the people- their humanization- or for their domestication, their dominance” (p.243). As a result of this domination and hierarchical relationship, the only knowledge that the learners in the prevailing education system receive are from the teachers, an aspect that dehumanizes the students as they do not get the chance to develop their own knowledge or even challenge the one received from the teachers. The oppression and domination ideology as presented by Freire cast invaluable light on the need for both teachers and students to embrace an “authentic” approach to education which grants them some chance to be aware of their respective incompleteness and eventually strive to be fully human (Freire 244). In a bid to rethink Freire’s oppression implication, as a college student one ought to act as a co-creator of knowledge at the expense of posing as an empty vessel waiting to be filled by the college professor or instructor.
Similarly, Edmundson acknowledges the presence of oppression in thinking and learning approaches in the contemporary schools, but from a different angle from the one used by Freire. While Freire profoundly argues that students are highly dehumanized a.
Banking industry•Databases that storeocorporate sensiti.docxwilcockiris
Banking industry:
• Databases that store
o corporate sensitive / proprietary information
o employee payroll, health records, etc.
o vendor information
o credit card information
other items as determined by the type of company
• Remote users that must be authenticated
• Security Measures and policies
• What policies need to be in place?
.
BAOL 531 Managerial AccountingWeek Three Article Research Pape.docxwilcockiris
BAOL 531: Managerial Accounting
Week Three: Article Research Paper and Posting Topics
Article Research Papers and Posting: This is a graduate course and students will be expected to research and write papers summarizing in their own words what they have found on current topics from the weekly readings. Research is a theoretical review and application of a topic to a specific industry or field.
The research must be conducted using peer-reviewed trade or academic journals. While Blogs, Wikipedia, encyclopedias, textbooks, popular magazines, newspaper articles, online websites, etc. are helpful for providing background information, these resources are NOT suitable resources for this research assignment.
Assignment Requirements:
i. Choose a research topic from the chapter readings or from the weekly list provided by your professor (See list or potential topics below from Chapter’s 1, 2, 4, 5, and 6).
ii. Research/find a minimum at least one (1), preferably two (2) different peer-reviewed articles on your topic from the University of the Cumberlands Library online business database. The article(s) must be current/published within the last five (5) years.
iii. Write a three (3) to four (4) page double spaced paper in APA format discussing the findings on your specific topic in your own words. Note - paper length does not include cover page or References page.
iv. Structure your paper as follows:
a. Cover page
b. Overview describing the importance of the research topic in your own words
c. Purpose of Research of the article in your own words
d. Review of the Literature summarized in your own words
e. Conclusion in your own words
f. Personal Thoughts
g. References
v. An example paper has been provided for students (attached to email along with this document). Please review this paper for proper structure and APA formatting.
vi. Attach your paper to the Discussion board by the Saturday due date (150 points).
vii. Read and respond to at least four (4) other student postings by the Sunday due date (20 points).
Week Three: Article Research Paper and Posting – List of potential research topics from Chapter’s 1, 2, 4, 5, and 6.
1. Evolution of Management Accounting
2. Decision Management
3. Balanced Scorecard
4. Historical Cost in Accounting
5. Operating Leverage
6. Controllability Principle
7. Lean Accounting Systems
8. Responsibility Accounting
9. Return on Investment as a measurement tool (ROI)
10. Opportunity Costs
11. Performance Measurement System in management
12. Performance Reward System in management
13. Budget Sandbagging
14. Budget Gaming techniques
15. Ratchet Effect of Budgeting
16. Participative Budgeting
17. Strategic Planning and Budgeting
18. Line-item Budgeting
19. Rolling Budget technique
20. Zero-based budgeting
21. Any other managerial accounting topics you wish to pursue from Chapter’s 1, 2, 4, 5, and 6.
Grading Criteria:
· Content & Structure (75 points): All of the requested components are completed as assigned; cont.
bankCustomer1223333SmithJamesbbbbbb12345 Abrams Rd Dallas TX 75043185019123220001000.0005138970142250020101113334LeLiemaaaaaa444 Coit Rd Plano TX 75075137366879810002010111347749515001000.00051212121BellamyKevinbellbell34 GreenVille Richardson TX 75080143233432140020101232123PescadorCharlespescpesc44 Summit Plano TX 750931321668712125020101234432DominguezJohnsondomidomi5551 Monfort Dallas TX 750421543442343240020101234534TranVantrantran1000 Coit Rd Plano TX 7507514325512341801000.00051234567SmithArmandosmithsmith123 Walnut rd Dallas TX 7424311234567892201000.00051313131BluittMarkblutblut222 St. Ann Allen TX 7521316543345671280201011111111113801000.00051455415CoronadoChristcorocoro56 Campbell Rd Richardson TX 750821432331234112020102312435TrinhLaurentrintrin2800 Spring Creek Plano TX 75074143216765436020102323232BurnsJoneburnburn1234 Plano Rd Dallas TX 7524013214432452971000.00052345432NeangWilliamsneannean8109 Scott lane Plano TX 750141234556545180020103214566FanTiffanyfannfann4321 Coit Rd Plano TX 750751765112343220020103344555TorresWannertorrtorr121 Custer Rd Plano TXx 750251543556712321020103456654EsquivelOrlandoesquesqu43 International Rd Dallas TX 752401123554345481020104322344FitzhughLaurenfitzfitz232 Park Rd Plano TX 750931234554345221820104323433RemschelTinaremsrems125 Alma rd Plano TX 75023143211567847101000.0005122222222240020104343434BryantAnnbuyabuya4343 Goerge Prince Plano TX 75075123455432121020105225525CaveStevencavecave154 James St Arlington TX 75042176566543440020105433455KuykendalDevinkuykkuyk25E Parker Rd Plano TX 7507412314454655302010143557722140001000.00055456545NguyenBobnguynguy2323 Floy Rd Richardson TX 750801234665456216520106543123CrowleyMattcrowcrow111 Jose lane Dallas TX 75042112311234321551000.00056543456NguyenMarynguynguy354 Duche Allen TX 7501312341132653202010213321455712001000.00057654321KennedyJohnsonkennkenn43 Buckingham Dallas TX 752401987654321166020107655677MunozJosemunomuno324 Hedgecox Rd Plano TX 7502517651123432882010
Student 1 & 2
Reply to 2 of your classmates' threads. Each reply must be 150 words and comment on their ability to synthesize, not merely summarize, their selected texts. Offer specific examples to encourage them and possible revisions to make it a stronger synthesis.
Student #1 Post
Top of Form
A broad, general problem seen throughout the country is the integration of online course work into the public-school classroom. Technology is integrated into all levels of education: pre-K, elementary, secondary, and higher education (Leggatt, 2016). It began with a modest inclusion of videos or allowing students to research using school-provided laptops or tablets. This was the simple way of using technology. Now that technology is more accessible and affordable, districts are providing students with digital devices to use in and out of schools, allowing them to utilize their phones, and requiring them to complete coursework online outside of the classroom (Hohlfeld, Ritzhaupt, Dawson, & Wilson,.
Barbara and Judi entered into a contract with Linda, which provi.docxwilcockiris
Barbara and Judi entered into a contract with Linda, which provided that they open a jewelry store in Fullerton. Linda is obligated to supply all jewelry in accordance with a specified price list. Linda also agreed that she would not personally compete or supply another retail merchant, either directly or indirectly, within the City of Fullerton.
Linda, in order to give the necessary credit to Barbara and Judi, required that Joanne act as a guarantor. Barbara and Judi have been very successful, making substantial profits each month.
After one year's time, Barbara, who also has an additional job as a legal secretary, requires an extended vacation. Judi is fully in agreement. While Barbara is on her vacation, Linda sells jewelry to three additional retailers, all of whom, in the space of one week, open competitive shops in Fullerton. Linda's agreement with the new retailers is to provide inventory to the new stores at a substantially reduced cost, permitting them to sell retail at rates far below Judi and Barbara's cost. In one month's time, Judi closes the business and, unknown to Barbara, files suit in Federal District Court, alleging breach of contract on Linda's part and further alleging that she only has been damaged. Barbara returns from her extended vacation one month after the suit is filed and files a motion to intervene under Rule 24. Linda files a motion under Rule 19, alleging that Barbara should be joined as a party. Joanne, who lives in Nevada, learns of the lawsuit and asks her attorney to file a motion to intervene under Rule 24. Linda, in the requisite time, files her answer and files a motion under Rule 14 to implead the Rhodesian Diamond Company, her supplier and with whom she has a contract which required that she increase her sales and open new offices or lose her contract.
Assume proper jurisdiction of the subject matter, parties and venue. Discuss all civil procedure issues and give proper argument concerning motions made by Linda, Joanne and Barbara.
Discuss your answers in a very full narrative IRAC essay with much detail.
.
Bank ReservesSuppose that the reserve ratio is .25, and that a b.docxwilcockiris
Bank Reserves
Suppose that the reserve ratio is .25, and that a bank has actual reserves of $15,000, loans of $40,000, and demand deposits of $50,000.
A. Excess reserves are $____________________.
B. This bank, being a single bank in a multibank system, can safely lend $____________________.
C. The multibank system can safely lend $__________________.
D. It is possible for the monetary base to increase by a total of $___________________. Assume now that the Fed lowers the reserve ratio to .20:
E. This bank, being a single bank in a multibank system, can now safely lend $_____________________.
F. The multibank system can safely lend $____________________.
G. It is now possible for the monetary base to increase by a total of $________________________.
H. The increase/decrease in the potential money supply because of the decrease in the required reserve ratio is $_____________________.
.
Baldwin's Kentucky Revised Statutes Annotated
Title XXXV. Domestic Relations
SuperBrowse Chapter 403. Dissolution of Marriage; Child Custody (Refs & Annos)
SuperBrowse Custody
1. Proposed Legislation
Effective: July 14, 2018
KRS § 403.270
403.270 Custodial issues; best interests of child shall determine; rebuttable presumption that joint custody and equally shared parenting time is in child’s best interests; de facto custodian
Currentness
(1) (a) As used in this chapter and KRS 405.020, unless the context requires otherwise, “de facto custodian” means a person who has been shown by clear and convincing evidence to have been the primary caregiver for, and financial supporter of, a child who has resided with the person for a period of six (6) months or more if the child is under three (3) years of age and for a period of one (1) year or more if the child is three (3) years of age or older or has been placed by the Department for Community Based Services. Any period of time after a legal proceeding has been commenced by a parent seeking to regain custody of the child shall not be included in determining whether the child has resided with the person for the required minimum period.
(b) A person shall not be a de facto custodian until a court determines by clear and convincing evidence that the person meets the definition of de facto custodian established in paragraph (a) of this subsection. Once a court determines that a person meets the definition of de facto custodian, the court shall give the person the same standing in custody matters that is given to each parent under this section and KRS 403.280, 403.340, 403.350, 403.822, and 405.020.
(2) The court shall determine custody in accordance with the best interests of the child and equal consideration shall be given to each parent and to any de facto custodian. Subject to KRS 403.315, there shall be a presumption, rebuttable by a preponderance of evidence, that joint custody and equally shared parenting time is in the best interest of the child. If a deviation from equal parenting time is warranted, the court shall construct a parenting time schedule which maximizes the time each parent or de facto custodian has with the child and is consistent with ensuring the child's welfare. The court shall consider all relevant factors including:
(a) The wishes of the child's parent or parents, and any de facto custodian, as to his or her custody;
(b) The wishes of the child as to his or her custodian, with due consideration given to the influence a parent or de facto custodian may have over the child's wishes;
(c) The interaction and interrelationship of the child with his or her parent or parents, his or her siblings, and any other person who may significantly affect the child's best interests;
(d) The motivation of the adults participating in the custody proceeding;
(e) The child's adjustment and continuing proximity to his or her home, school, and community;
(f) The mental and physical health of all in.
Bank confirmations are critical to the cash audit. What information .docxwilcockiris
Bank confirmations are critical to the cash audit. What information does the auditor obtain by sending bank confirmations? Explain the different types of bank confirmations and what assertions each type addresses. How do you determine which is the best bank confirmation type to use ?
.
BAM 515 - Organizational Behavior(Enter your answers on th.docxwilcockiris
BAM 515 - Organizational Behavior
(Enter your answers on the enclosed answer sheet)
1) The members of a ________ work together intensively via electronic means, and may never actually meet.
A) cyber group
B) digital team
C) virtual team
D) electronic group
2) The risks associated with planning can be reduced by an understanding of all of the following except
A) decision making.
B) team composition.
C) political science.
D) individual biases.
3) The way managers lead is changing because millions of employees work in
A) downsized organizations.
B) self-managed teams.
C) expanding positions.
D) outsourced functions.
4) Which of the following is not one of the three principal kinds of skills needed by managers?
A) Human
B) Analytical
C) Technical
D) Conceptual
5) An ________ is a rule or routine an employee follows to perform some task in the most effective way.
A) organizational pattern
B) organizational procedure
C) organizational routine
D) organizational schematic
Unit 1 Examination
51
BAM 515 - Organizational Behavior
6) An organization’s workforce consists of workers of different ages, religions, and socioeconomic backgrounds, all of which contribute to its
A) social responsibility.
B) ethics.
C) affirmative action.
D) diversity.
7) The ________ involves responding to the diverse needs of employees and developing employment approaches that promote the well-being of employees.
A) flexibility challenge
B) decision-making challenge
C) fairness and justice challenge
D) performance challenge
8) Organizational behavior is relevant to crisis management because it provides ________ needed to respond to a crisis.
A) guidelines, procedures, and boundaries
B) definitions and contextual perspectives
C) lessons about how to manage and organize the resources
D) an overview of sound management principles
9) ________ consists of computer and communication hardware and software, and the
skills of designers, programmers, technicians, and managers.
A) Strategic capital
B) Knowledge management
C) Corporate knowledge
D) Information technology
10) Standard Textile Company’s Chinese employees are not always comfortable
A) taking the initiative.
B) performing their jobs well.
C) learning new techniques.
D) All of the above
Unit 1 Examination
52
BAM 515 - Organizational Behavior
11) Psychologists have studied identical twins and have
A) attempted to determine to what extent personality is inherited.
B) been unable to determine what impact nature or nurture has on personality development.
C) identified specific genes that are responsible for inherited personality.
D) determined that the personalities of twins are impacted more by nature than are the personalities of non twins.
12) Individuals with an________ tend to believe that outside forces are largely responsible for their fate.
A) extrasensory locus of control
B) external locus of control
C) interdepartmental locus of control
D) internal loc.
BalanchineGeorge Balanchine is an important figure in the histor.docxwilcockiris
Balanchine
George Balanchine is an important figure in the history of ballet as he was a major exponent of ballet in the US. He established the first school of American ballet in NYC with Lincoln Kirstein in 1934. Balanchine’s style has been called Neoclassical and the success of his NYC Ballet has spawned many regional companies in the US, including Miami City Ballet, keeping his repertory alive. Balanchine brought a new aesthetic to ballet, stripping away its sentimentality and bringing attention to the movement rather than the spectacle. He brought quick footwork, precision and musicality to classical ballet technique. He collaborated extensively with the composer Stravinsky. His work with the Ballet Russe in the early 20th century exposed Balanchine to the most prominent musical composers and visual artists of the period (i.e. Picasso, Matisse, etc.) which influenced his experimentation with abstraction in the form.
Ballet continues to evolve today. Traditional classical ballets such as Sleeping Beauty and Swan Lake are still performed today with the addition of more contemporary interpretations of the form. Some examples of contemporary ballet:
Modern Dance
Modern dance began as a departure from the restrictions of ballet and a desire to express a wider palette of the human experience. It emphasized the expression of emotion, the exploration of dynamics in the body and presented narratives in a more abstract manner. Some modern dance pioneers eventually developed their own codification and/or process for working. The postmodern dancers rejected codification of any kind as well as known methods for composition. They valued personal movement, innovative forms of performance and preferred abstraction over story telling.
Pioneers of Modern Dance
Isadora Duncan 1877-1927, believed movement should be drawn from nature and was inspired by Ancient Greece, wearing long toga-like robes in her performances. The Duncan technique was comprised of movements such as hopping, swinging, running, skipping and leaping; her desire was to free the body from the confines of ballet.
Ruth St Denis 1878-1968, was inspired by the dances of Asia, in addition to other culturally based forms. She is well known for her grand spectacles, creating a formal school/company. Her husband Ted Shawn was also a pioneer in modern dance who created an all male dance company in addition to performing with Ruth. Martha Graham was a student Ruth St. Denis and later became a member of her company.
Mary Wigman 1886-1973, was a German dancer/choreographer inspired by Expressionism, an artistic movement that emphasized raw emotions. She was a student of Rudolf Laban. In her famous Witch Dance, she went against traditional norms of female beauty in dance.
https://www.youtube.com/watch?v=AtLSSuFlJ5c
Rudolf Laban 1879-1958, is sometimes referred to as the father of German modern dance; he developed a system for notating dance called Labanotation in addition to developin.
Balancing Function and Fashion Please respond to the following.docxwilcockiris
"Balancing Function and Fashion" Please respond to the following:
Error messages are a key part of an overall interface design strategy of guidance for the user. Discuss strategies to ensure integrated, coordinated error messages that are consistent across an application.
Choose the one topic covered in Chapter 11 (error messages, non-anthropomorphic design, display design, window design, and color) that creates the biggest challenge to achieving balance between function and fashion. Support your response.
.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
1. BalShtBalance SheetBalance SheetBalance SheetBalance
SheetThe Frank Beverage GroupThe Frank Beverage GroupThe
Frank Beverage GroupThe Frank Beverage GroupFirst
QuarterSecond QuarterThird QuarterFourth Quarter2019-
20202019-20202019-20202019-
2020ASSETSASSETSASSETSASSETSCurrent AssetsCurrent
AssetsCurrent AssetsCurrent
AssetsCash$110,102Cash$161,052Cash$186,936Cash$219,214A
ccounts Receivable$35,569Accounts
Receivable$37,746Accounts Receivable$40,057Accounts
Receivable$42,508Inventory-
$1,887Inventory$14,313Inventory$31,504Inventory$50,300Othe
r Current Assets$0Other Current Assets$0Other Current
Assets$0Other Current Assets$0Total Current
Assets$143,784Total Current Assets$213,111Total Current
Assets$258,497Total Current Assets$312,022Fixed AssetsFixed
AssetsFixed AssetsFixed
AssetsLand$0Land$0Land$0Land$0Facilities$0Facilities$0Faci
lities$0Facilities$0Equipment$0Equipment$0Equipment$0Equip
ment$0Computers & Telecommunications$0Computers &
Telecommunications$0Computers &
Telecommunications$0Computers &
Telecommunications$0(Less Accumlated Depreciation)$0(Less
Accumlated Depreciation)$0(Less Accumlated
Depreciation)$0(Less Accumlated Depreciation)$0Total Fixed
Assets$0Total Fixed Assets$0Total Fixed Assets$0Total Fixed
Assets$0Other Assets$0Other Assets$0Other Assets$0Other
Assets$0TOTAL ASSETS$143,784TOTAL
ASSETS$213,111TOTAL ASSETS$258,497TOTAL
ASSETS$312,022LIABILITIESLIABILITIESLIABILITIESLIA
BILITIESCurrent LiabilitiesCurrent LiabilitiesCurrent
LiabilitiesCurrent LiabilitiesShort-Term Notes
Payable$9,873Short-Term Notes Payable$9,997Short-Term
Notes Payable$10,122Short-Term Notes Payable$10,249Income
2. Taxes Due$16,109Income Taxes Due$34,046Income Taxes
Due$46,006Income Taxes Due$59,618Other Current
Liabilities$0Other Current Liabilities$0Other Current
Liabilities$0Other Current Liabilities$0Total Current
Liabilities$25,982Total Current Liabilities$44,043Total Current
Liabilities$56,128Total Current Liabilities$69,868Long-Term
LiabilitiesLong-Term LiabilitiesLong-Term LiabilitiesLong-
Term LiabilitiesLong-Term Notes Payable$7,735Long-Term
Notes Payable$5,189Long-Term Notes Payable$2,610Long-
Term Notes Payable-$0Other Long-Term Liabilities$0Other
Long-Term Liabilities$0Other Long-Term Liabilities$0Other
Long-Term Liabilities$0Total Long-Term
Liabilities$7,735Total Long-Term Liabilities$5,189Total Long-
Term Liabilities$2,610Total Long-Term Liabilities-$0NET
WORTHNET WORTHNET WORTHNET WORTHPaid-In
Capital$61,740Paid-In Capital$61,740Paid-In
Capital$61,740Paid-In Capital$61,740Retained
Earnings$48,327Retained Earnings$102,139Retained
Earnings$138,018Retained Earnings$180,414Total Net
Worth$110,067Total Net Worth$163,879Total Net
Worth$199,758Total Net Worth$242,154TOTAL LIABILITIES
AND NET WORTH$143,784TOTAL LIABILITIES AND NET
WORTH$213,111TOTAL LIABILITIES AND NET
WORTH$258,497TOTAL LIABILITIES AND NET
WORTH$312,022
For information about this worksheet, see "Balance Sheet" in
"The Financials" chapter of Successful Business Plan: Secrets &
Strategies.
Short-Term Notes Payable: loan payments to be made within
one year
If you see a number here, it reflects the difference between the
projected income taxes owed (as calculated on your Income
Statements) and what you've said you will actually pay (as
entered on your Cash Flow statements).
CshFlwCash Flow2019-
2020OctoberNovemberDecemberJanuaryFebruaryMarchAprilMa
3. yJuneJulyAugustSeptemberTOTALCASH RECEIPTSIncome
from SalesCash
Sales$27,972$28,531$29,102$29,684$30,278$30,883$31,501$3
2,131$32,774$33,429$34,098$34,780$375,163Collections$0$34
,188$34,872$35,569$36,281$37,006$37,746$38,501$39,271$40,
057$40,858$41,675$416,024Total Cash from
Sales$27,972$62,719$63,974$65,253$66,558$67,890$69,247$7
0,632$72,045$73,486$74,956$76,455$791,187Income from
FinancingInterest
Income$66$79$92$105$119$134$141$148$156$164$173$183$1
,559Loan
Proceeds$20,000$0$0$0$0$0$0$0$0$0$0$0$20,000Equity
Capital
Investments$45,240$0$0$0$0$0$0$0$0$0$0$0$45,240Total
Cash from
Financing$65,306$79$92$105$119$134$141$148$156$164$173
$183$66,799Other Cash
Receipts$0$0$0$0$0$0$0$0$0$0$0$0$0TOTAL CASH
RECEIPTS$93,278$62,798$64,066$65,359$66,678$68,024$69,3
88$70,780$72,201$73,650$75,129$76,637$857,986CASH
DISBURSEMENTSInventory$5,240$22,841$23,298$23,764$24,
239$24,724$25,218$25,722$26,237$26,762$27,297$28,395$283
,734Operating
Expenses$17,518$17,518$17,518$17,518$17,518$17,518$28,06
0$28,060$28,060$28,060$28,060$28,060$273,471Commissions/
Returns &
Allowances$6,527$6,657$6,790$6,926$7,065$7,206$7,350$7,49
7$7,647$7,800$7,956$8,115$87,538Capital
Purchases$0$0$0$0$0$0$0$0$0$0$0$0$0Loan
Payments$877$877$877$877$877$877$877$877$877$877$877$
877$10,529Income Tax
Payments$0$0$0$0$0$0$0$0$0$0$0$0$0Investor Dividend
Payments$0$0$0$0$0$0$0$0$0$0$0$0$0Owner's
Draw$0$0$0$0$0$0$0$0$0$0$0$0$0TOTAL CASH
DISBURSEMENTS$30,162$47,894$48,484$49,085$49,699$50,
325$61,506$62,157$62,822$63,499$64,191$65,448$655,272NE
4. T CASH
FLOW$63,116$14,904$15,582$16,273$16,978$17,698$7,882$8,
623$9,379$10,151$10,938$11,190$202,714Opening Cash
Balance$16,500$79,616$94,520$110,102$126,375$143,354$161
,052$168,934$177,557$186,936$197,086$208,024Cash
Receipts$93,278$62,798$64,066$65,359$66,678$68,024$69,388
$70,780$72,201$73,650$75,129$76,637Cash
Disbursements$30,162$47,894$48,484$49,085$49,699$50,325$
61,506$62,157$62,822$63,499$64,191$65,448ENDING CASH
BALANCE$79,616$94,520$110,102$126,375$143,354$161,052
$168,934$177,557$186,936$197,086$208,024$219,214$219,214
For information about this worksheet, see "Cash-Flow
Projections" in "The Financials" chapter of Successful Business
Plan: Secrets & Strategies.
This line item is automatically calculated for you based on the
interest rate you entered on the "Setup and Assumptions" sheet.
Note that on your Income Statements, we've generated an
estimate for income taxes. This line on the Cash Flow statement
is where you should reflect the actual payments you intend to
make on a regular basis (probably quarterly).
IncShtIncome Statements2019-
2020OctoberNovemberDecemberJanuaryFebruaryMarchAprilMa
yJuneJulyAugustSeptemberTOTALINCOMEGross
Sales$62,160$63,403$64,671$65,965$67,284$68,630$70,002$7
1,402$72,830$74,287$75,773$77,288$833,695(Commissions)$4
,662$4,755$4,850$4,947$5,046$5,147$5,250$5,355$5,462$5,57
2$5,683$5,797$62,527(Returns and
allowances)$1,865$1,902$1,940$1,979$2,019$2,059$2,100$2,1
42$2,185$2,229$2,273$2,319$25,011Net
Sales$55,633$56,746$57,881$59,038$60,219$61,424$62,652$6
3,905$65,183$66,487$67,817$69,173$746,157(Cost of
Goods)$17,405$17,753$18,108$18,470$18,840$19,216$19,601$
19,993$20,392$20,800$21,216$21,641$233,435GROSS
PROFIT$38,228$38,993$39,773$40,568$41,380$42,207$43,051
$43,912$44,791$45,686$46,600$47,532$512,723EXPENSES -
General and AdministrativeSalaries and
6. in Successful Business Plan: Secrets & Strategies.
MktBudjMarketing Budget2019-
2020OctoberNovemberDecemberJanuaryFebruaryMarchAprilMa
yJuneJulyAugustSeptemberTOTALProfessional
AssistanceMarketing/PR
Consultants$0$0$0$0$0$0$0$0$0$0$0$0$0Advertising
Agencies$0$0$0$0$0$0$0$0$0$0$0$0$0Social Media
Specialists$0$0$0$0$0$0$0$0$0$0$0$0$0SEO
Specialist$0$0$0$0$0$0$0$0$0$0$0$0$0Graphic/Web
Design$200$200$200$200$200$200$200$200$200$200$200$20
0$2,400Brochures/Leaflets/Flyers$0$0$0$0$0$0$0$0$0$0$0$0$
0Signs/Billboards$0$0$0$0$0$0$0$0$0$0$0$0$0Merchandising
Displays$0$0$0$0$0$0$0$0$0$0$0$0$0Sampling/Premiums$20
0$200$200$200$200$200$200$200$200$200$200$200$2,400M
edia AdvertisingPrint (newspaper,
etc.)$0$0$0$0$0$0$0$0$0$0$0$0$0Television and
Radio$0$0$0$0$0$0$0$0$0$0$0$0$0Online$300$300$300$300
$300$300$300$300$300$300$300$300$3,600Other
Media$200$200$200$200$200$200$200$200$200$200$200$20
0$2,400Phone
Directories$0$0$0$0$0$0$0$0$0$0$0$0$0Advertising
Specialties$0$0$0$0$0$0$0$0$0$0$0$0$0Direct
Mail$0$0$0$0$0$0$0$0$0$0$0$0$0WebsiteDevelopment/Progr
amming$200$200$200$200$200$200$200$200$200$200$200$2
00$2,400Maintenance and
Hosting$100$100$100$100$100$100$100$100$100$100$100$1
00$1,200Trade ShowsFees and
Setup$0$0$0$0$0$0$0$0$0$0$0$0$0Travel/Shipping$0$0$0$0$
0$0$0$0$0$0$0$0$0Exhibits/Signs$0$0$0$0$0$0$0$0$0$0$0$0
$0Public
Relations/Materials$300$300$300$300$300$300$300$300$300$
300$300$300$3,600Informal Marketing /
NetworkingMemberships/Meetings$0$0$0$0$0$0$0$0$0$0$0$0
$0Entertainment$200$200$200$200$200$200$200$200$200$20
0$200$200$2,400Other$0$0$0$0$0$0$0$0$0$0$0$0$0GRAND
TOTAL
7. COSTS$1,700$1,700$1,700$1,700$1,700$1,700$1,700$1,700$1
,700$1,700$1,700$1,700$20,400
For information about this worksheet, see Chapter 10,
"Marketing Plan & Sales Strategy" in Successful Business Plan:
Secrets & Strategies
Includes AdWords, banner ads, social media ads, etc.
Unacceptable 0 - 69% F
Fair 70 - 79% C
Proficient 80 - 89% B
Exemplary 90 - 100% A
BUS599-A5-1
1. Write a one to three (1–3) page executive summary for your
business plan, in which you justify:
a. A clear and concise business concept.
b. A thoroughly planned business concept.
c. A capable management structure.
d. A clear-cut market need.
e. Significant competitive advantages for your business.
f. Realistic financial projections.
g. That investors have an excellent chance to make money.
h. A realistic and developed exit plan. Weight: 30%
Points Range:0 (0.00%) - 31.05 (20.70%)
Did not submit or incompletely wrote a one to three (1–3) page
executive summary for your business plan, in which you
justified: a. A clear and concise business concept. b. A
thoroughly planned business concept. c. A capable management
structure. d. A clear-cut market need. e. Significant competitive
advantages for your business. f. Realistic financial projections.
g. That investors have an excellent chance to make money. h. A
realistic and developed exit plan.
Points Range:31.5 (21.00%) - 35.55 (23.70%)
Partially wrote a one to three (1–3) page executive summary for
your business plan, in which you justified: a. A clear and
concise business concept. b. A thoroughly planned business
8. concept. c. A capable management structure. d. A clear-cut
market need. e. Significant competitive advantages for your
business. f. Realistic financial projections. g. That investors
have an excellent chance to make money. h. A realistic and
developed exit plan.
Points Range:36 (24.00%) - 40.05 (26.70%)
Satisfactorily wrote a one to three (1–3) page executive
summary for your business plan, in which you justified: a. A
clear and concise business concept. b. A thoroughly planned
business concept. c. A capable management structure. d. A
clear-cut market need. e. Significant competitive advantages for
your business. f. Realistic financial projections. g. That
investors have an excellent chance to make money. h. A
realistic and developed exit plan.
Points Range:40.5 (27.00%) - 45 (30.00%)
Thoroughly wrote a one to three (1–3) page executive summary
for your business plan, in which you justified: a. A clear and
concise business concept. b. A thoroughly planned business
concept. c. A capable management structure. d. A clear-cut
market need. e. Significant competitive advantages for your
business. f. Realistic financial projections. g. That investors
have an excellent chance to make money. h. A realistic and
developed exit plan.
BUS599-A5-2
2. Combine all of the sections stated below and revise your
initial business plan draft, which you submitted in Week 8,
based on feedback you have received. Weight: 40%
Points Range:0 (0.00%) - 41.4 (27.60%)
Did not submit or incompletely combined all of the sections
stated below and did not submit or incompletely revised your
initial business plan, which you submitted in Week 8, based on
feedback you have received.
Points Range:42 (28.00%) - 47.4 (31.60%)
Partially combined all of the sections stated below and partially
revised your initial business plan, which you submitted in Week
8, based on feedback you have received.
9. Points Range:48 (32.00%) - 53.4 (35.60%)
Satisfactorily combined all of the sections stated below and
satisfactorily revised your initial business plan, which you
submitted in Week 8, based on feedback you have received.
Points Range:54 (36.00%) - 60 (40.00%)
Thoroughly combined all of the sections stated below and
thoroughly revised your initial business plan, which you
submitted in Week 8, based on feedback you have received.
BUS599-A5-4
3. Clarity, writing mechanics, and formatting requirements.
Points Range:0 (0.00%) - 15.525 (10.35%)
More than 6 errors present
Points Range:15.75 (10.50%) - 17.775 (11.85%)
5-6 errors present
Points Range:18 (12.00%) - 20.025 (13.35%)
3-4 errors present
Points Range:20.25 (13.50%) - 22.5 (15.00%)
0-2 errors present
BUS599-A5-5
4. Submit the entire revised, one year “Business Plan
Financials” Excel template (see Course Required Materials)
based on the feedback from Assignment 3.
Weight: 15%
Points Range:0 (0.00%) - 15.525 (10.35%)
Did not submit or incompletely revised, for year one, the entire
“Business Plan Financials” Excel template (see Course Required
Materials) based on the feedback from Assignment 3.
Points Range:15.75 (10.50%) - 17.775 (11.85%)
Partially revised and submitted for year one, the entire
“Business Plan Financials” Excel template (see Course Required
Materials) based on the feedback from Assignment 3.
Points Range:18 (12.00%) - 20.025 (13.35%)
Satisfactorily revised and submitted, for year one, the entire
“Business Plan Financials” Excel template (see Course Required
Materials) based on the feedback from Assignment 3.
Points Range:20.25 (13.50%) - 22.5 (15.00%)
10. Thoroughly revised and submitted, for year one, the entire
“Business Plan Financials” Excel template (see Course Required
Materials) based on the feedback from Assignment 3.
Assignment 4: Business Plan—Final
Before you get started on this assignment, watch the video
“Business Model Canvas”
This assignment consists of two sections: your final business
plan and your business plan financials. Note: You must submit
both sections as separate files for the completion of this
assignment.
You have completed all the necessary sections of your business
plan and will now create a final draft. Use any/all feedback you
have received to polish your plan to the point that you could
confidently show it to investors and potential partners or
customers.
Refer to the outline of a business plan beginning on page 399 of
the course text. Not all businesses will include all these
components in this order, but use the outline as a guide.
Specifically, your plan will not require the development,
milestones, and exit plan sections of the business plan.
Section 1: Business Plan--Final (MS Word or equivalent)
Construct a 10–30-page business plan. Note: Twenty pages are
sufficient for most businesses.
· Write a 1 to 3-page executive summary for your business plan,
in which you justify the following:
a. A clear and concise business concept
b. A thoroughly planned business concept
c. A capable management structure
d. A clear-cut market need
e. Significant competitive advantages for your business
f. Realistic financial projections
g. That investors have an excellent chance to make money
h. A realistic and developed exit plan
Note: Read Chapters 4 and 18 of the course text, Successful
Business Plan. Use the plan preparation worksheets on pages
11. 58-61 and the sample executive summaries on pages 62-66 to
help guide you; choose to write either a synopsis summary or a
narrative summary and include highlights from each section of
your business plan.
· Combine all the sections stated below and revise your initial
business plan draft, which you submitted in Week 8, based on
feedback you have received.
· Executive summary
· Company description (Assignment 1)
· Industry analysis and trends (Assignment 1)
· Target market (Assignment 2)
· Competition (Assignment 2)
· Strategic position and risk assessment (Assignment 1)
· Marketing plan and sales strategy (Assignment 2)
· Operations plan (Assignment 3)
· Technology plan (Assignment 3)
· Management and organization plan (Assignment 3)
· Ethics and social Responsibility plan (Assignment 3)
· The Financials (Week 7 Discussion)
· Hint:
· The financial section of your business plan will be derived
from the previously completed financial worksheets.
· Note:
· The financials and the management description must spark
enough interest to convince a reader to continue. Enhance the
two mentioned sections to engage the reader.
Format your assignment according to these formatting
requirements:
· Cite the resources you have used to complete the
exercise. Note: There is no minimum requirement for the
number of resources used in the exercise.
· The paper must be typed, double-spaced, using Times New
Roman font (size 12), with 1-inch margins on all sides;
references must follow APA or school-specific format. Check
with your professor for any additional instructions.
· Include a cover page containing the title of the assignment, the
12. student's name, the professor's name, the course title, and the
date. The cover page and the reference page are not included in
the required page length.
Section 2: Business Plan Financials (MS Excel worksheets
bundled with course textbook)
For year one, submit a revised income statement, cash flow
projection, and balance sheet from the "Business Plan
Financials" Excel template based on your feedback
from Assignment 3: Operations. Technology, and Management
Plan with Financials. You will submit the entire completed and
revised Excel worksheet.
The specific course learning outcome associated with this
assignment is:
· Construct a business plan with an executive summary that
justifies a clear concept, a management structure, a market
need, competitive advantages, and financial projections.
