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All cash sales of a merchandising business are recorded in the cash payments journal.（
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更多“All cash sales of a merchandis…”相关的问题
A．What？ Can I help you？
B．Yes, may I help you？
C．It's all right.
D．It doesn't matter.
A financial plan begins with the organization's goals and objectives. Next these goals and objectives are "translated" into budgets that detail expected income and expenses. From these budgets, which may be combined into an overall cash budget, the financial manager determines what funding will be needed and where it may be obtained. The four principal sources of financing are sales revenue, equity capital (derived from the sale of common and preferred stock) , debt capital, and proceeds from the sale of assets. Once the needed funds have been obtained, the financial manager is responsible for ensuring that they are properly used. This is accomplished through a system of monitoring and evaluating the firm's financial activities.
Most short-term financing is unsecured. That is, no collateral is required. Sources of unsecured short-term financing include trade credit, promissory notes issued to suppliers, unsecured bank loans, commercial paper, and commercial drafts. Sources of secured short-term financing include loans secured by inventory or accounts receivable. It is also
possible to sell receivables to factors. Trade credit is the least expensive source of short-term financing; there is no interest charge. The cost of financing through other sources generally depends on the source and on the credit rating of the firm that requires the financing. Factoring is generally the most expensive approach.
21. Financial management consists of those activities that are concerned with obtaining money and using it effectively.
22. Short-term financing and the long-term financing is the same.
23. A financial plan begins with the organization's plan.
24. The four principal sources of financing are sales revenue, equity, debt capital and financial plans.
25. Trade credit is the most expensive source of short-term financing.
Question4：Can you create a cross-tab report in my SQL Server!
How can I get the report about sale quality for each store and each quarter
and the total sale quality for each quarter at year 1993？
You can use the table sales and stores in datatabase pubs.
Table Sales record all sale detail item for each store. Column store_id is the id of
each store, ord_date is the order date of each sale item, and column qty is the
sale qulity. Table stores record all store information.
I want to get the result look like as below:
Output:
stor_name Total Qtr1 Qtr2 Qtr3 Qtr
4
---------------------------------------- ----------- ----------- ----------- -----------
-----------
Barnum's 50 0 50 0 0
Bookbeat 55 25 30 0 0
Doc-U-Mat: Quality Laundry and
Books 85 0 85 0 0
Fricative Bookshop 60 35 0 0 25
Total 250 60 165 0 25
（Expressed in RMB thousands）
FINANCLAL STATEMENTS ITEMS
20×8
20×7
Sales
64000
48000
Cost of sales
54000
42000
Net profit
30
-20
December 31, 20×8
December 31, 20×7
Inventory
16000
12000
Current assets
60000
50000
Total assets
100000
90000
Current liabilities
20000
18000
Total liabilities
30000
25000
During the audit, John has the following findings:
(1)On December 31, 20×8,Company A discounted an undue commercial acceptance bill (with recourse) amounted to RMB 6000000, and was charged discounting interest of RMB 180000 by the bank. Company A made an accounting entry on December 31, 20×8 as follows:
Dr. Cash in Bank RMB 5820000
Dr. Financial Expenses RMB 180000
Cr. Notes Receivable RMB 6000000
(2)In June 20×8, Company A provided guarantee for Company B’s borrowings from Bank C. In December 20×8, since Company B failed to repay the borrowings in time, Company A was sued by Bank C to make relevant repayment amounted to RMB 3000000. As at December 31, 20×8, the lawsuit was still pending, and, based on the reasonable estimate of the guarantee losses made by the management, Company A made an accounting entry as follows:
Dr. Non-operating Expenses RMB 3000000
Cr. Provisions RMB 3000000
On January 10, 20×9,Company A received a judgment on repaying RMB 2500000
to Bank C to settle the guarantee obligation. Company A made the payment and an accounting entry at the end of January 2009 as follows:
Dr. Provisions RMB 3000000
Cr. Cash in Bank RMB 2500000
Cr. Non-operating Income RMB 500000
Required:
(1)For Revenue and Net Profit, explain which one is more appropriate to be used to calculate planning materiality for Company A’s 20×8 financial statements as a whole. Explain the reasons of that conclusion.
(2)Based on the un-audited in formation of selected financial statements items, for the purpose of using analytical procedures as risk assessment procedures, calculate the following ratios:
(a)Inventory Turnover Rate in 20×8;
(b)Gross Profit Ratio in 20×8;
(c)After Tax Return on Total Assets in 20×8; and
(d)Current Ratio as at December 31, 20×8
(3)For each audit finding identified during the audit, list the suggested adjusting entries that John should made for Company A’s 20×8 financial statements. Tax effects, if any, are ignored.
Attn: All Staff
The purpose of this memo is to warn you about a disruption to the company's Internet service. From 12 pm to 6 pm on Wednesday the IT team (81) a new server for the entire network.
The new server should allow us to store larger amounts of data more reliably, so it is a valuable change. (82) , this means that you will not be able to access the Intemet from your work computer on Wednesday afternoon.
For some employees, such as sales staff and customer relations managers, Internet access and email are essential. Those employees will be given permission to work from home on that afternoon.
For all other staff, please be sure to prepare offline tasks to carry out during this time. We thank you for your understanding and hope that the upgrade does not cause too much (83) for employees.
Regards,
Naomi Lyneham, General Manager
(41)
A．will be installing
B．would install
C．will be installed
D．has been installed
Passage One
Questions 21 to 25 are based on the following passage.
①Many of today’s most trusted sales techniques were invented over a century ago by a young merchant named Eaton in Toronto.21 When he was young, Eaton worked briefly with his brothers in small-town stores. In 1869, he set up his own shop in downtown Toronto. He had many competitors, but he was also ambitious and had a plan for success. He offered a unique style. of trade, but as was expected, all the other shopkeepers laughed at him, believing he would eventually fail. However, Eaton was not a man to be easily defeated; he came up with（To bring forth or discover ） a brand new notion of business – “Goods satisfactory, or money refunded.(to give back)” He sold all his goods at fixed prices and only for cash.23
②With a sharp sense of what the public wanted, he went out of the way(To inconvenience oneself in doing something beyond what is required.不怕麻烦地：超出要求之外做某事而使自己麻烦) to meet their needs. His business grew rapidly. He set up new branches and started mail order service that allowed people to buy from a list of his goods.
③Eaton’s list—advertisements of his day—was the first of its kind. It was distributed and read all over the country. It was the only way to access good-quality goods at reasonable prices for people living far away from big cites.25 It became part of their life. They even called it The Wishing Book. The secret of the list’s success was that Eaton gained the respect of these customers22; they trusted him for good prices and quality goods. Probably because he remembered his miserable early days in Ireland, Eaton thought much of the welfare of his employees: better working conditions, shorter weekday（除了周日或者除了周六周日）hours than his competitors and Saturday afternoons off in the summer. In all this, he was a leader.
21. The best description of Eaton is that ______.
A. he was the richest merchant in Toronto
B. he was a successful technical inventor
C. he introduced new sales practices
D. he changed people’s ideas about businessmen
ago, the Perfect Shopper franchise group was launched that allowed these neighbourhood shops to join the group
and achieve cost savings on tinned and packaged goods, particularly groceries. Perfect Shopper purchases branded
goods in bulk from established food suppliers and stores them in large purpose-built warehouses, each designed to
serve a geographical region. When Perfect Shopper was established it decided that deliveries to these warehouses
should be made by the food suppliers or by haulage contractors working on behalf of these suppliers. Perfect Shopper
places orders with these suppliers and the supplier arranges the delivery to the warehouse. These arrangements are
still in place. Perfect Shopper has no branded goods of its own.
Facilities are available in each warehouse to re-package goods into smaller units, more suitable for the requirements
of the neighbourhood shop. These smaller units, typically containing 50–100 tins or packs, are usually small trays,
sealed with strong transparent polythene. Perfect Shopper delivers these to its neighbourhood shops using specialist
haulage contractors local to the regional warehouse. Perfect Shopper has negotiated significant discounts with
suppliers, part of which it passes on to its franchisees. A recent survey in a national grocery magazine showed that
franchisees saved an average of 10% on the prices they would have paid if they had purchased the products directly
from the manufacturer or from an intermediary – such as cash and carry wholesalers.
As well as offering savings due to bulk buying, Perfect Shopper also provides, as part of its franchise:
(i) Personalised promotional material. This usually covers specific promotions and is distributed locally, either using
specialist leaflet distributors or loosely inserted into local free papers or magazines.
(ii) Specialised signage for the shops to suggest the image of a national chain. The signs include the Perfect Shopper
slogan ‘the nation’s local’.
(iii) Specialist in-store display units for certain goods, again branded with the Perfect Shopper logo.
Perfect Shopper does not provide all of the goods required by a neighbourhood shop. Consequently, it is not an
exclusive franchise. Franchisees agree to purchase specific products through Perfect Shopper, but other goods, such
as vegetables, fruit, stationery and newspapers they source from elsewhere. Deliveries are made every two weeks to
franchisees using a standing order for products agreed between the franchisee and their Perfect Shopper sales
representative at a meeting they hold every three months. Variations to this order can be made by telephone, but only
if the order is increased. Downward variations are not allowed. Franchisees cannot reduce their standing order
requirements until the next meeting with their representative.
Perfect Shopper was initially very successful, but its success has been questioned by a recent independent report that
showed increasing discontent amongst franchisees. The following issues were documented.
(i) The need to continually review prices to compete with supermarkets
(ii) Low brand recognition of Perfect Shopper
(iii) Inflexible ordering and delivery system based around forecasts and restricted ability to vary orders (see above)
As a result of this survey, Perfect Shopper has decided to review its business model. Part of this review is to reexamine
the supply chain, to see if there are opportunities for addressing some of its problems.
Required:
(a) Describe the primary activities of the value chain of Perfect Shopper. (5 marks)
ight; nor is a woman who weaves her own basket (2) l to make it out of rotted straw. (3) S , if one is sewing a parka for a husband who is (4) a to go hunting for the family (5) w the temperature at sixty below, all stitches will be perfect. And when the (6) m who make boats are the uncles and fathers of those who sail them, they will be as seaworthy as the state of the art permits.
Growth (7) a layer on layer of executives, foremen, engineers, production workers, and sales specialists to the payroll. (8) S each new employee contributes a (9) d share to the overall production process, (10)a from the company and its product are likely to increase along with the neglect or even purposeful sabotage of quality standards.
sports retailing business in the UK has undergone a major change over the past ten years. First of all the supply side
has been transformed by the emergence of a few global manufacturers of the core sports products, such as training
shoes and football shirts. This consolidation has made them increasingly unwilling to provide good service to the
independent sportswear retailers too small to buy in sufficiently large quantities. These independent retailers can stock
popular global brands, but have to order using the Internet and have no opportunity to meet the manufacturer’s sales
representatives. Secondly, UK’s sportswear retailing has undergone significant structural change with the rapid growth
of a small number of national retail chains with the buying power to offset the power of the global manufacturers.
These retail chains stock a limited range of high volume branded products and charge low prices the independent
retailer cannot hope to match.
Good Sports has survived by becoming a specialist niche retailer catering for less popular sports such as cricket,
hockey and rugby. They are able to offer the specialist advice and stock the goods that their customers want.
Increasingly since 2000 Good Sports has become aware of the growing impact of e-business in general and e-retailing
in particular. They employed a specialist website designer and created an online purchasing facility for their
customers. The results were less than impressive, with the Internet search engines not picking up the company
website. The seasonal nature of Good Sports’ business, together with the variations in sizes and colours needed to
meet an individual customer’s needs, meant that the sales volumes were insufficient to justify the costs of running
the site.
Bob, however, is convinced that developing an e-business strategy suited to the needs of the independent sports
retailer such as Good Sports will be key to business survival. He has been encouraged by the growing interest of
customers in other countries to the service and product range they offer. He is also aware of the need to integrate an
e-business strategy with their current marketing, which to date has been limited to the sponsorship of local sports
teams and advertisements taken in specialist sports magazines. Above all, he wants to avoid head-on competition
with the national retailers and their emphasis on popular branded sportswear sold at retail prices that are below the
cost price at which Good Sports can buy the goods.
Required:
(a) Provide the partners with a short report on the advantages and disadvantages to Good Sports of developing
an e-business strategy and the processes most likely to be affected by such a strategy. (12 marks)
In 20×8,following events related to Entity A were noted:
(1)Entity A sells goods with a warranty under which customers are covered for the cost of repairs of any manufacturing defects that become apparent within the first twelve months after purchase If minor defects were detected in all products sold, repair costs of RMB 6 000 000 would result. Entity A’s past experience and future expectations indicate that ,for the coming year,60 per cent of the goods sold in 20×8 will have minor defects and 10 per cent of the goods sold in 20×8 will have major defects.
(2)In November20×8,a customer sued Entity A and made a claim for damages of RMB 2 500 000,as Entity A failed to deliver the goods to the customer in time according to the delivery term of relevant sales contract. When Entity A prepared the financial statements for the year ended 31 December 20×8,its lawyers advised that it was probable that Entity a Would be found liable for making a payment of RMB 2 000 000 to the customer for compensation.
（3）Under new environment protection legislation, Entity A is required to fit smoke filters, which costs about RMB20 000 000,to its factories by 30 June 2008.Entity A has not fitted the smoke filters at 31 December 2008.Based on the best estimate of the management of Entity A, it is more likely that Entity A will be imposed a penalty of RMB 10 000 000.
（4）Entity A is required by law to overhaul its equipments once three years. The estimated remaining useful life of the equipments is 18 years. Entity A just spent RMB 6 000 000 in overhauling is equipments in 2007.
（5）Entity A entered into a sales contract with a customer in November 2008 to sell an equipment at the price of RMB 50 000 000.According to the sales contract, Entity A shall deliver the equipments to the customer in the end of 2009 and the amount of penalty is RMB 600 000 if Entity A or the customer fail to fulfill the contract. Entity A’s original estimated cost of fulfilling the sales contract is about RMB 45 000 000.However,due to the increase of the purchase prices of relevant raw materials, the estimated cost of fulfilling the sales contract increased to RMB 55 000 000 in the end of 2008.No inventory has been prepared by Entity A for the production of the equipment by the end of 2008.
Requirement:
According to the events described above, determine whether any provision should be recognized in Entity A’s financial statement for the year ended 31 December 2008.If any provision should be recognized, calculate the amount of provision and prepare related journal entries.
