Nike's had reported the following
•Historical sales (from earliest to most recent, in $ millions): 867, 900
•Forecast sales next year (year 1): 934
•Forecast sales next year (year 2): 966
•Historical short-term debt (most recent year): 30
•Historical current portion of long-term debt (most recent year): 40
•Historical long-term debt in long-term liabilities (most recent year): 130
1) What would be the new forecast short term for the next two years; if the Short-term debt to revenue in each forecast year is 0.75 percentage points less than the ratio from the previous year?
2) Total long-term debt to revenue in each forecast in year 1 and in year 2, which equals the ratio of total long-term debt to revenue from the previous year?
3) Current portion of long-term debt to total long-term debt in each forecast in year 1 and year 2, which equals the average ratio from the historic period?

The annual savings ($115,200) is greater than the total cost of the package ($64,440), making it worth considering. The net annual saving is $115,200 - $64,440 = $50,760.

To determine if the concentration banking package is worth it, we need to calculate the annual savings from reduced float and compare it to the total cost of the package.2. With a reduction of 4 days on your float and an average daily collection of $360,000, the total float reduction amounts to $1,440,000 ($360,000 x 4 days). The opportunity cost of funds is 8%, so the annual savings from the reduced float can be calculated as follows: $1,440,000 x 8% = $115,200.Now, let's calculate the total cost of the package.

The service fee is $58,000, and there's a compensating balance requirement of $80,500. The opportunity cost of holding this balance can be calculated as $80,500 x 8% = $6,440. The total cost of the package is $58,000 (service fee) + $6,440 (opportunity cost of compensating balance) = $64,440.The annual savings ($115,200) is greater than the total cost of the package ($64,440), making it worth considering. The net annual saving is $115,200 - $64,440 = $50,760.

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The free-rider problem is most likely to arise in small groups. The answer is a.

In small groups, individuals may be more likely to free-ride, or benefit from the contributions of others without contributing themselves, because the contributions of any single individual may have less impact on the overall outcome. This can lead to a situation where everyone expects someone else to contribute and the group as a whole suffers.

In larger groups, the contributions of any single individual may be more easily observed and may have a greater impact on the overall outcome, reducing the likelihood of free-riding. Additionally, larger groups may be better able to monitor individual contributions and enforce rules to prevent free-riding.

The other options given (b, c, d) all involve incentives or payment systems that may reduce the free-rider problem by providing individual motivation to contribute.

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Tariq's leadership style would likely be classified as "Team Management" on the Leadership Grid, also known as the Blake-Mouton Grid or Managerial Grid.

The Leadership Grid is a model that assesses leadership styles based on two dimensions: concern for people and concern for production. The concern for people dimension measures the leader's level of consideration, support, and respect for the needs and well-being of team members. The concern for production dimension measures the leader's focus on achieving tasks, goals, and results.

A leadership style that demonstrates an appropriate amount of concern for both people and production would fall into the Team Management style, which is characterized by high concern for both people and production. Leaders with this style strive to balance the needs of their team members with the goals and tasks at hand, aiming to achieve both high productivity and employee satisfaction. They emphasize teamwork, collaboration, and effective communication to achieve results while also valuing the well-being and development of their team members.

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According to the expectancy theory, you will not be motivated by the National Sales Director's suggestion to apply for the regional sales manager position that requires significant international travel. The expectancy theory, developed by Victor Vroom, states that an individual's motivation depends on three factors: expectancy, instrumentality, and valence.

Expectancy is the belief that increased effort will lead to increased performance. Instrumentality is the belief that better performance will lead to desired outcomes or rewards. Valence is the value an individual place on the rewards or outcomes.

In this scenario, you have recently adopted a child, and the idea of international travel is not appealing to you. This affects the valence factor of the expectancy theory. Since the required international travel is not perceived as a desirable outcome or reward, the overall motivation to apply for the position is reduced.

Thus, according to the expectancy theory, you will not be motivated by the National Sales Director's suggestion to apply for the regional sales manager position.

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The firm's "after-tax" cost of debt is 3.76%.

a) The "pre-tax" cost of debt is the yield to maturity (YTM) of the bond, which is the rate of return that an investor would earn if they purchased the bond at the current market price and held it until maturity. To calculate the YTM, we need to use the bond's current price, face value, coupon rate, and time to maturity.

The bond's current price is $86.34, its face value is $100, and its coupon rate is 4.15%. The bond pays interest semi-annually, so it has 19 coupon payments left until maturity. The time to maturity is 9.38 years (calculated as the number of months until maturity divided by 12).

Using a financial calculator or spreadsheet, we can calculate the YTM as follows:

N = 19

PV = -86.34

PMT = 4.15 / 2 * 100 = 2.075

FV = 100

I/Y = 4.76%

Therefore, the firm's "pre-tax" cost of debt is 4.76%.

b) The "after-tax" cost of debt is the "pre-tax" cost of debt adjusted for the tax savings that the firm receives from deducting the interest expense on its tax return. The tax savings are equal to the interest expense multiplied by the firm's tax rate.

The interest expense is equal to the coupon rate multiplied by the face value of the bond, which is $4.15 per share ($100 face value * 4.15% coupon rate). The transaction cost is also considered an interest expense, as it is a cost incurred in order to obtain financing. Therefore, the total interest expense is $6.15 per share ($4.15 + $2.00 transaction cost).

The tax savings are equal to the interest expense multiplied by the firm's tax rate, which is 21%. Therefore, the tax savings are $1.29 per share ($6.15 * 21%).

The "after-tax" cost of debt is equal to the "pre-tax" cost of debt minus the tax savings, which is:

After-tax cost of debt = Pre-tax cost of debt * (1 - Tax rate)

After-tax cost of debt = 4.76% * (1 - 21%)

After-tax cost of debt = 3.76%.

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A limited liability company (LLC) can be thought of as a cross between a corporation and a partnership

LLC combines the limited liability protection of a corporation, where owners are not personally responsible for the company's debts and liabilities, with the pass-through taxation benefits and operational flexibility of a partnership.

A business arrangement where several people share ownership is a partnership. This can be one, two, or more people who decide they wish to start a business and proceed legally. A corporation is a separate entity with a distinct legal and financial framework.

How the owners are kept apart from the firm is the key distinction between a corporation and a partnership. Contrary to corporations, which are distinct from their owners, partnerships allow owners to share in the risks and profits of the business. When two or more people want to run a business together, they create a partnership.

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Yes, marketers can create needs, or at least create the perception of needs, through various marketing tactics such as advertising, promotions, and product design.

What is an example of this?

One example of this is the smartphone industry. Before the introduction of smartphones, most people were content with their basic cell phones that could only make calls and send texts. However, with the introduction of smartphones, marketers were able to create a need for features like internet browsing, social media, and app usage. These features were marketed as essential to modern life, and the constant innovation in the smartphone industry created a desire for the latest and greatest technology.

Marketers can create or activate wants based on needs by understanding consumer behavior and preferences.

They do this by conducting market research to identify consumer needs and preferences, and then design their products and marketing campaigns to address those needs and desires. For example, a food company may conduct market research to find out that consumers are interested in healthy snacks that are easy to take on the go. Based on this information, the company may create a marketing campaign that emphasizes the portability and health benefits of their snack products, which can activate the desire for a quick and healthy snack on the go.

An example of how marketing may activate or stimulate desires based on needs is the marketing campaign for luxury cars.

Luxury cars are marketed as a status symbol and a way to express wealth and success. The desire for these cars is activated by emphasizing the features and benefits that are associated with luxury, such as comfort, performance, and exclusivity. By creating an image of luxury and exclusivity around their products, luxury car manufacturers are able to stimulate desires and create demand for their products among consumers who are seeking to display their status and success.

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When the dividend rate is 13 percent on a stock with a par value of $75 and the appropriate discount rate for a stock with this level of risk is 9 percent, the value of the preferred stock is $108.33.

To calculate the value of the preferred stock, we need to use the dividend discount model, which is:

Value of preferred stock = Annual dividend / Discount rate

First, we need to calculate the annual dividend by multiplying the dividend rate by the par value of the stock:

Annual dividend = Dividend rate x Par value = 0.13 x $75 = $9.75

Next, we can use the formula to calculate the value of the preferred stock:

Value of preferred stock = $9.75 / 0.09 = $108.33

Therefore, the value of the preferred stock is $108.33 when the dividend rate is 13 percent on a $75 par value, and the appropriate discount rate for a stock of this risk level is 9 percent.

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The annualized forward premium of the Yen is 41.51%.

To calculate the annualized forward premium, we first need to calculate the forward rate premium, which is the difference between the forward rate and the spot rate.

Forward rate premium = Forward rate - Spot rate

= $0.01500 - $0.01060

= $0.00440

Next, we need to annualize the forward rate premium by dividing it by the spot rate and multiplying by 365/30 (assuming a 360-day year).

Annualized forward premium = (Forward rate premium / Spot rate) x (365/30)

= ($0.00440 / $0.01060) x (365/30)

= 0.4151 or 41.51%

Therefore, the annualized forward premium of the Yen is 41.51%.

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The salary and reward system should be in line with the overall strategy and goals of the firm.

However, in general, any system that incentivizes activities that are inconsistent with the company's principles or that may lead to unethical practices should be avoided. A system that primarily pays salespeople based on the number of sales they generate, for example, may push them to use aggressive or dishonest tactics to complete deals.

As a result, it is critical to carefully analyze the incentive system's design and ensure that it promotes behaviors that support the company's vision and goal.

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Shi Import-Export's WACC is 8.10%.

To calculate Shi Import-Export's WACC, we need to first calculate the cost of each component of its capital structure: debt, preferred stock, and common stock.

The cost of debt (rd) is given as 8%, so we can simply use that. The cost of preferred stock (rps) is also given as 7.1%.

To calculate the cost of common stock (rs), we can use the capital asset pricing model (CAPM):

rs = rf + β(rs - rf)

where rf is the risk-free rate (assumed to be 2.5%), β is the company's beta (assumed to be 1.2), and rs - rf is the market risk premium (assumed to be 5%).

Using these values, we can calculate the cost of common stock as:

rs = 2.5% + 1.2(5%) = 8.5%

Next, we need to calculate the weights of each component of the capital structure. Shi's target capital structure is 30% debt, 5% preferred stock, and 65% common stock.

Using these weights and the costs of each component, we can calculate the weighted average cost of capital (WACC) as:

WACC = (0.30 x 0.08) + (0.05 x 0.071) + (0.65 x 0.085) x (1 - 0.40) = 0.081 or 8.10%

Therefore, Shi Import-Export's WACC is 8.10%.

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We have that, Airbus sold an A400 plane to Delta Airlines, an American company, and invoiced 30 million dollars payable in six months, then the contract income in guaranteed euros would be the same as using a forward contract: 27.27 million euro.

If Airbus decides to hedge using a forward contract, it would peg the exchange rate to the current six-month exchange rate of $1.10/euro. Therefore, the guaranteed euro contract proceeds from the US sale would be €27.27 million ($30 million divided by $1.10/euro). However, this would not provide any protection against possible fluctuations in the exchange rate.

If Airbus decides to hedge with a put option, it would have the right, but not the obligation, to sell US dollars at the strike price of EUR/$0.95. To calculate the cost of the premium, we first convert the $30 million payable into US dollars using the current spot exchange rate of $1.05/euro. This gives us $31.43 million. The put option premium would be €0.02 per US dollar, so the total cost of the premium would be €628,600 (€0.02 x US$31.43 million).

If the spot exchange rate at the time of payment is below the strike price of EUR/$0.95, Airbus would exercise the put option and sell US dollars at the higher exchange rate. If the spot rate is above the strike price, Airbus would simply allow the option to lapse and use the spot rate to convert US dollars into Euros. Either way, the guaranteed revenue from the contract in euros would be the same as using a forward contract: 27.27 million euros.

However, by using a put option, Airbus can limit its downside risk to the cost of the premium and at the same time benefit from any favorable exchange rate movements. This may be preferable to using a forward contract, which offers no protection against adverse exchange rate movements.

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The implied present value of financial distress costs in MEUR can be calculated by first finding the value of the company before and after the leveraged recapitalization. Before the recapitalization, the value of AC is:
100 million shares x €5.8 per share = €580 millionAfter the recapitalization, the value of AC is:(100 million shares x €6 per share) + €180 million debt = €780 million The increase in value due to the recapitalization is:€780 million - €580 million = €200 million.
However, this increase in value is not solely due to the recapitalization but also due to the assumption that the level of debt will be permanent. Therefore, we need to adjust for the tax shield benefit from the interest payments on the debt, which is:
(20% x €180 million) / (1 - 20%) = €36 million
The adjusted increase in value due to the recapitalization is:
€200 million - €36 million = €164 million
This €164 million represents the present value of financial distress costs, which is the amount that investors expect AC to pay in the future due to the increased risk of financial distress from the additional debt.
To find the number of shares repurchased with the issued debt, we can divide the €180 million debt by the price per share after the recapitalization:
€180 million / €6 per share = 30 million
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TRUE. The third phase in the SDLC (Software Development Life Cycle) is planning, and during this phase, the analyst thoroughly studies the organization's current procedures and the information systems used to perform organizational tasks.

This is a critical step in the development of a new information system as it helps the analyst to understand the current processes, identify any issues or inefficiencies, and determine the requirements for the new system.

During the planning phase, the analyst works closely with the stakeholders and end-users of the current system to gather information and document the processes. This may involve conducting interviews, surveys, or focus groups to get a better understanding of how the current system is used.

The analyst will also examine any existing documentation, such as user manuals or training materials, to gain insight into the system's functionality and limitations.

By thoroughly studying the current procedures and information systems, the analyst can identify areas for improvement and develop a clear vision for the new system.

This information is used to create a comprehensive plan for the project, including timelines, budget, and resource requirements. Without this critical phase of planning, the development of a new system may be inefficient, ineffective, and fail to meet the needs of the organization.

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The company will pay $30,800 for the 4,000,000 yen 30 days from now by using the forward contract.

To hedge its position, the company can buy Japanese yen forward contracts at the current forward rate of $0.0077 per yen. Therefore, the cost of buying 4,000,000 yen forward would be:

4,000,000 yen x $0.0077/yen = $30,800

In 30 days, the company will have to convert the 4,000,000 yen into dollars at the prevailing spot rate. Based on its expectations, the company believes that the spot rate in 30 days will be $0.0094 per yen. Therefore, the cost of converting 4,000,000 yen into dollars would be:

4,000,000 yen x $0.0094/yen = $37,600

However, the company has already locked in the forward rate of $0.0077 per yen, so it will pay:

4,000,000 yen x $0.0077/yen = $30,800

by using the forward contract. This represents a savings of:

$37,600 - $30,800 = $6,800.

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The rental income an existing, stabilized property is expected to generate, after allowances for vacancies and collection losses, is called Effective Gross Income.

Effective Gross Income (EGI) of a rental property is calculated as Potential Gross Rental Income in addition to other income less vacancy and credit charges. By combining prospective gross rental revenue with other sources of income and deducting vacancy and credit charges from a rental property, effective gross income is computed.

Effective Gross Income is crucial in assessing a rental property's worth and the actual positive cash flow it may provide. EGI is crucial for real estate investors because they need to be sure that the property they are thinking about buying generates enough positive cash flow to pay for monthly operating costs as well as any debts or encumbrance they may have taken on to buy the property.

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True, the Rule of 72 is a formula that helps you calculate how long it will take for your savings to double.

To use the Rule of 72, you simply divide 72 by the annual interest rate (expressed as a percentage) to estimate the number of years it will take for your investment to double in value. For example, if the interest rate is 6%, it would take approximately 12 years (72 ÷ 6 = 12) for your savings to double.

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----------TRUE----------

The required rate of return on LRW stock is 15.8%.

To calculate the required rate of return on LRW stock, we can use the Capital Asset Pricing Model (CAPM) formula. The CAPM formula is:

Required Rate of Return = Risk-Free Rate + Beta * (Market Return - Risk-Free Rate)

Given that LRW Corporation has a beta of 1.6, the risk-free rate of interest is 0.03, and the expected return on the stock market overall is 0.11, we can plug in these values into the formula:

Required Rate of Return = 0.03 + 1.6 * (0.11 - 0.03)

Hence,

1. Calculate the difference between the market return and the risk-free rate:
  0.11 - 0.03 = 0.08

2. Multiply this difference by LRW's beta:
  1.6 * 0.08 = 0.128

3. Add the risk-free rate to the result from step 2:
  0.03 + 0.128 = 0.158

So, the required rate of return on LRW stock is 0.158 or 15.8%.

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Okay, let's break this scenario down:

5-21. The areas of management involved here are:

- Leadership: You as the controller have to lead in resolving this difficult situation.

- Human resources management: Managing the hiring, performance issues and termination of employees.

- Accounting/Finance: Given that Kelly was brought on to help implement an accounting system and Elizabeth runs the accounting dept.

5-22. The main ethical issues here are:

- Discrimination: Elizabeth may be discriminating against Kelly due to her past struggles, despite her being 15 years sober.

- Fairness: Is it fair to remove Kelly from her new role after she was already hired for it?

- Trust: Did Elizabeth violate trust by reviewing Kelly's private resume behind your back?

5-23. The logical, business-focused approach here would be:

- Weigh the pros and cons of Kelly vs. Elizabeth remaining in their roles. Who is more valuable to the key business needs?

- Determine if either employee's actions warrant discipline or termination. Or if the issues can be resolved professionally.

- Consider if there are any compromises or alternative solutions, e.g. Kelly remaining in a different role, Elizabeth reporting to someone else, etc.

- Make a decision that prioritizes the good of the key business operations and team productivity.

5-21. Given the options, I would try to have a constructive conversation with both Elizabeth and Kelly to find a reasonable resolution, rather than immediately terminating either one.

- Kelly seems a valuable hire, so I would want to try and make the role work if possible.

- Elizabeth also seems a key employee, so losing her should be an absolute last resort.

- With open communication, they may be able to find a way to professionally co-exist or alternative solutions could emerge.

- Only if resolution proves truly impossible would I consider letting either one go. Compromise and pragmatism seem prudent here.

5-25. Based on this limited scenario, I would describe the culture of this company as:

- Fastidious and by-the-book, given how strictly Elizabeth seems to enforce procedures.

- Closed-off, as there is a lack of transparency around key decisions and Elizabeth's actions seem isolating.

- With an undercurrent of politics, as power dynamics and territorialism also seem to be in play.

- However, the company also appears performance-oriented, as under-performing employees would presumably be let go.

- So, a mix of positive and concerning cultural elements based on this dilemma alone. More context would be needed to determine the full culture.

The ending cash balance is negative, it means that the company needs financing of $49,500 to meet its cash requirements for the year. Alternatively, if the company had a positive ending cash balance, it would have excess cash available for investment.

To compute the amount of financing needed or excess cash available for investment, we need to calculate the company's total cash inflows and outflows for the year.

Cash inflows:

Collections from customers = $145,700

Cash outflows:

Direct materials purchases = $25,700

Operating expenses (excluding depreciation) = $51,400

Payroll = $75,700

Income taxes = $6,000

Depreciation = $20,700

Machinery purchases = $30,700

Total cash outflows = $210,900

To determine the company's ending cash balance, we need to add the beginning cash balance to the total cash inflows and subtract the total cash outflows:

Beginning cash balance = $15,700

Total cash inflows = $145,700

Total cash outflows = $210,900

Ending cash balance = Beginning cash balance + Total cash inflows - Total cash outflows

Ending cash balance = $15,700 + $145,700 - $210,900

Ending cash balance = -$49,500

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The statement which is true regarding price is a. it should be based on the value that the customer perceives.

Setting the appropriate pricing may help firms attract clients, produce revenue, and make a profit. Pricing is a crucial component of marketing strategy. Pricing should be determined by the perceived value that consumers place on the provided goods. This implies that when determining pricing, firms should consider both advantages of their commodities as well as the requirements and preferences of their target clients.

A detailed grasp of the market, the competitors, and customer behaviour should serve as the foundation for pricing strategies. Pricing decisions can have a detrimental effect on sales and earnings. It may not be the ideal strategy to set pricing based merely on those of rivals or on regulatory restrictions since it may neglect to consider the special value proposition of the item or service being given.

Complete Question:

Which of the following is true regarding price?

a. it should be based on the value that the customer perceives.

b. it should be as high as legally allowed.

c. it should always be based on competitors' prices.

d. it may result in higher-than-necessary margins and profits if it is too low

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The method that permits businesses to recover all the costs, including both fixed and variable costs and direct and indirect costs, is called full cost pricing.

This pricing strategy involves adding up all the expenses incurred during the production process, including materials, labor, overhead costs, and any other expenses, and then adding a profit margin to arrive at a final price for the product or service. Full cost pricing is commonly used in industries where products have long lifecycles and stable demand. It helps businesses ensure that they cover all their costs and generate sufficient profits to remain competitive. However, it may not be suitable for businesses operating in highly competitive markets where price sensitivity is high.

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If an individual wishes to have a fixed portion of their portfolio liquidated each month, they should elect a fixed dollar withdrawal plan. This type of withdrawal plan allows the individual to specify the exact amount they want to withdraw from their portfolio each month, regardless of any fluctuations in the portfolio's value.  The correct option is d.

With a fixed dollar withdrawal plan, the individual can maintain a steady income stream and have greater control over their spending. This type of plan is particularly useful for retirees or individuals who are relying on their portfolio for income, as it allows them to budget and plan accordingly.
It's important to note that while a fixed dollar withdrawal plan can provide a steady income stream, it does come with some risks. If the portfolio experiences significant losses, the fixed dollar withdrawals may deplete the portfolio more quickly than anticipated. To mitigate this risk, individuals may want to consider setting a maximum withdrawal rate as a percentage of the portfolio value or adjusting the fixed dollar amount periodically based on the portfolio's performance.
Overall, a fixed dollar withdrawal plan can be a useful strategy for individuals who want a consistent income stream from their portfolio, but it's important to consider the risks and adjust the plan as necessary to ensure long-term sustainability.The correct option is d.

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Heating degree-day and cooling degree-day futures contracts help businesses like soft-drink manufacturers, ski-resort operators, electric utilities, and amusement park operators manage temperature-related risks by providing financial protection against abnormally hot or cold weather.


a. Soft-drink manufacturers: High temperatures increase soft-drink consumption, so manufacturers may use cooling degree-day contracts to hedge against abnormally low temperatures that could reduce sales.

b. Ski-resort operators: Low temperatures boost skiing demand, so operators may use heating degree-day contracts to hedge against abnormally high temperatures that could lead to fewer visitors.

c. Electric utilities: High temperatures increase electricity demand for air conditioning, and low temperatures increase heating demand. Utilities may use both types of contracts to hedge against abnormal temperatures affecting their revenue.

d. Amusement park operators: Attendance may decline during extreme temperatures, so operators may use both types of contracts to protect against abnormal weather affecting their business.

For question 1.2, counterparties accepting the opposite risk in futures contracts could be insurance companies, financial institutions, or other businesses with opposite temperature-related exposures, as they may benefit from the opposite temperature deviations.

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The Debt Coverage Ratio (DCR) is a measure that lenders use to assess a borrower’s ability to make loan payments. It is calculated by dividing a property’s net operating income by its annual debt service.

In this case, if the NOI is $405,000 and the lender requires a DCR of 1.2, the maximum annual debt service that Sam can pay is $337,500 ($405,000 / 1.2).

The debt service is the amount of money that Sam would need to pay each year to cover the loan payments, including principal and interest. A higher DCR indicates that the borrower has more financial flexibility and is a better credit risk. A lower DCR signals that the borrower may not be able to cover loan payments and is an increased risk.

By requiring a DCR of 1.2, the lender is indicating that they feel confident that Sam can cover his loan payments.

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False. Covenants not to compete are not per se illegal.

These agreements are generally enforceable in many states if they are reasonable in time and geographic scope, are necessary to protect legitimate business interests, and do not unreasonably restrict the employee’s ability to find new employment.

Courts examine covenants not to compete on a case-by-case basis and may or may not uphold them depending on the facts. Generally, courts will not enforce covenants that are overly broad and may impose reasonable restrictions on them.

Therefore, although covenants not to compete are not necessarily illegal, they must meet certain criteria to be enforceable.

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Using the extended DuPont identity, the return on assets (ROA) for Wildhorse, Inc. is 11.20% and the return on equity (ROE) is 23.52%.

To find the return on assets (ROA) and return on equity (ROE) for Wildhorse, Inc., using the extended DuPont identity, we need to calculate the profit margin, and total assets turnover, and then apply these values to find ROA and ROE.

1. Profit margin: Profit margin = (Net income / Net sales) x 100
Profit margin = ($11,760,000 / $367,500,000) x 100
Profit margin = 3.20%

2. Total assets turnover: Total assets turnover = Net sales / Total assets
Total assets turnover = $367,500,000 / $105,000,000
Total assets turnover = 3.5 times

3. ROA: ROA = Profit margin x Total assets turnover
ROA = 3.20% x 3.5
ROA = 11.20%

4. ROE: ROE = ROA x (Total assets / Stockholders' equity)
ROE = 11.20% x ($105,000,000 / $50,000,000)
ROE = 11.20% x 2.1
ROE = 23.52%.

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Marginal benefit minus price equals A. consumer surplus.

What is meant by consumer surplus?

Consumer surplus is the difference between the maximum price a consumer is willing to pay for a good or service (i.e., marginal benefit) and the actual price they pay. Therefore, marginal benefit minus price equals consumer surplus.

Marginal benefit represents the additional benefit a consumer receives from consuming an additional unit of a good or service, while price represents the cost of that unit. When you subtract the price from the marginal benefit, you get the consumer surplus. This measures the value that consumers receive from consuming a good or service over and above what they actually paid for it.

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The total return for this bond over the 3-year investment horizon is 2.7% when the yield to maturity is 15%.

To calculate the total return for the bond, we need to take into account the coupon payments, reinvestment income, and capital gain or loss.

First, let's calculate the annual coupon payment. The coupon rate is 10%, so the annual coupon payment is:

$1,000 x 10% = $100

The bond has a 10-year maturity, but the investor only plans to hold it for 3 years. At the end of the third year, there will be 7 years left until maturity.

Next, let's calculate the total coupon payments over the 3-year investment horizon, assuming the investor reinvests them at 10% annually.

- Year 1: $100 coupon payment, reinvested at 10%, gives $110 at the end of the year

- Year 2: $100 coupon payment, reinvested at 10%, gives $121 at the end of the year

- Year 3: $100 coupon payment, reinvested at 10%, gives $133.10 at the end of the year

So the total reinvestment income at the end of the 3-year horizon is $110 + $121 + $133.10 = $364.10

Next, let's calculate the capital gain or loss when the investor sells the bond at the end of the third year. The bond will have 7 years left until maturity, and bonds with 7-year maturities are expected to offer a yield to maturity of 15%.

Using a bond calculator, we can find that the price of a 7-year bond with a 15% yield to maturity and a par value of $1,000 is:

PV = $1,000 / (1 + 0.15) = $386.48

So if the investor sells the bond at the end of the third year, they will receive $386.48.

Since the investor bought the bond for $1,000, the capital loss is:

Capital loss = $1,000 - $386.48 = $613.52

Finally, let's calculate the total return:

Total return = reinvestment income + captal gain or loss / initial investment

Total return = $364.10 + ($613.52) / $1,000 = 0.027 = 2.7%

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Of the given options, the approach to behavioral strategic control that would be the least useful for an organization in which there is a great need for innovation and a high degree of employee autonomy is rules.                       Option C.  

Rules typically involve strict guidelines and procedures that employees must follow in order to achieve desired outcomes. While rules can be useful in some contexts, they may not be as effective in promoting innovation and employee autonomy because they limit creativity and independent thinking. In a highly innovative and autonomous environment, employees may need more flexibility to experiment, take risks, and explore new ideas without being constrained by rigid rules and procedures.

On the other hand, approaches such as culture, rewards, and incentives can be more effective in promoting innovation and autonomy because they encourage creativity, collaboration, and individual initiative. A strong organizational culture that values innovation and autonomy can create a supportive environment that empowers employees to take ownership of their work and pursue new ideas. Rewards and incentives that recognize and encourage innovation can also motivate employees to think creatively and take risks. Option C.  

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