: Ethics and the Manager; Shut Down or Continue Operations
Marvin Braun had just been appointed vice president of the Great Basin Region of the Financial Services Corporation (FSC). The company provides check processing services for small banks. The banks send checks presented for deposit or payment to FSC, which then records the data on each check in a computerized database. FSC sends the data electronically to the nearest Federal Reserve Bank check-clearing center where the appropriate transfers of funds are made between banks. The Great Basin Region consists of three check processing centers in Eastern Idaho—Pocatello, Idaho Falls, and Ashton. Prior to his promotion to vice president, Mr. Braun had been manager of a check processing
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*Regional administrative expenses are allocated to the check processing centers based on revenues.
*Corporate administrative expenses represent a standard 8 charge against revenues.
Upon seeing this report. Mr. Braun summoned Lance Whiting for an explanation.
Braun: What's the story on Ashton? It didn't have a loss the previous year, did it?
Whiting: No, the Ashton facility has had a nice profit every year since it was opened six years ago. But Ashton lost a big contract this year.
Braun: Why?
Whiting: One of our national competitors entered the local market and bid very aggressively on the contract. We couldn't afford to meet the bid. Ashton’s costs--particularly their facility expenses--are just too high. When Ashton lost the contract, we had to lay off a lot of employees, but we could not reduce the fixed costs of the Ashton facility.
Braun: Why is Ashton's facility expense so high? It-s a smaller facility than either Pocatello or Idaho Falls and yet its facility expense is higher.
Whiting: The problem is that we are able to rent suitable facilities very cheaply at Pocatello and Idaho Falls. No such facilities were available at Ashton, so we had them built. Unfortunately, there were big cost overruns. The
If some research is undertaken that provides evidence that capital markets do not always behave in accordance with the Efficient Market Hypothesis, does this invalidate research that adopts an assumption that capital markets are efficient?
Haley Romeros had just been appointed vice president of the Rocky Mountain Region of the Bank Services Corporation (BSC). The company provides check processing services for small banks. The banks send checks presented for deposit or payment to BSC, which records the data on each check in a computerized database. BSC then sends the data electronically to the nearest Federal Reserve Bank check-clearing center where the appropriate transfers of funds are made between banks. The Rocky Mountain Region has three check processing centers, which are located in Billings, Montana; Great Falls, Montana; and Clayton, Idaho. Prior to her promotion to vice president, Ms. Romeros had been the manager of a check processing center in New Jersey.
Reasons for Choosing Facility: I chose this facility because it’s close to where I live and part of a large, we respected, faith based health system serving South Central Texas. I wanted to explore its competitive strategy and see how it compared to others competing for the same patient pool.
According to the fact of this case, Parent Co. (Parent) wholly owns Poor Son Co. (Poor Son) as a legal subsidiary, and both of them all nonpublic companies. However, in January 2007 Poor Son filed a voluntary bankruptcy under Chapter 11 of the U.S. bankruptcy code because of its inability of meet obligations as they became due. Then, Parent claimed the loss of control of Poor Son and deconsolidated Poor Son from its financial statement. Through the bidding process in May 2009, Poor Son and OtherCo, the winning sponsor, filed a joint plan of reorganization to the bankruptcy court, but the plan was rescinded by OtherCo later due to significant market value shrink of Poor Son. After that, the
You may omit explanations of the transactions. Skip a line between eah set of journal entries.
There were several obstacles that had the potential to impact the scope, time, and the cost of the PWP. According to Schwalbe (2011), “Managing the triple constraint involves making trade-offs between scope, time, and cost goals for a project” (p. 8). The PWP required over 400 owner-acquired and overseeing permits. Any delay in obtaining a permit would cause the time schedule to slip. This massive project required
Assess the degree to which the firm’s accounting reflects the underlying business reality. Identify accounting distortions and evaluate their impact on profits and the sustainability of profits.
The accounting system we use today started in Venice in renaissance period over 520 years ago. The trade business increased hugely during this time and all the financial recordings had to be written down to help people see how their business is doing. During that time in 1494 the first book about was published in accounting by Luca Paciolli and was called “The Collected Knowledge of Arithmetic, Geometry, Proportion and Proportionality”. He was called “The father of Accounting” and most of his described principles have been used up until this day.
In this composition, we will be discussing two topics that go hand in hand when it is dealt with in tax accounting. To fully understand the scope of this article, passive activity is defined by the IRS as “any rental activity or any business in which the taxpayer gains income but does not materially participate in the activity”(IRS). Examples of passive activities can include equipment leasing and real estate leasing, in contrast to salaries, wages which are generally considered non-passive activities. As the article “Skip the dorm, buy your kid a condo” states, there are tax benefits when renting a property, but now individuals have exploited loopholes in the tax code that can be controversial and even illegal.
As expected the response from the board was a mix one. Some thought the $25,000 per month bill was rather steep and thought this would drive the facility into more debt, the others thought the stock option was outrageous and were very unhappy. Lloyd Lewis was most unhappy because TM, Inc. did not report to him and the consultant firm was also going to find his replacement.
The actual cost of production was better than budgeted falling by 1.91% to $ 51,007 from $ 52,000. This is a superb achievement but further analysis shows some troubling over runs in costs and quantities consumed.
The net present value (NPV) of each option has been calculated and included in Table 1, based on figures from the study group report. Unfortunately, these figures are flawed in the same manner as Wriston’s current performance and accounting mechanisms in that they don’t properly allocate revenue, nor do they recognize inherent manufacturing complexities. The plant closure option’s expected operational gain seems particularly suspect. A better valuation of the new plant options is perhaps
class he had missed had been devoted to a lecture and discussion of the statement of cash flows, and
Corporations are often the victims of the most common white-collar crimes that occur in corporate America. According to the Association of Certified Fraud Examiners (cfenet.com), “abuse and fraud by employees cost U.S. organizations more than $400 billion annually…[which equals] $9 per employee per day.”
Figure 14 shows that the majority of expenditure was used on their animal and botanical collection, whether it be attainment of new residents, new enclosures or development on present enclosure costing £5.3million. 2016’s financial report stated that refurbishment to roads surrounding CZ took place, and multiple refurbishments of present buildings took place adding and investing in energy saving technology. The total expenditure in 2016 was £35,899,000 which increased