A cost-benefit analysis is a part of the detailed
a. operational feasibility study
b. schedule feasibility study
c. legal feasibility study
d. economic feasibility study
D
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Stephen bought a new Chevrolet Suburban vehicle by putting $10,000 down and arranging to make monthly payments of $599 for six years. These payments represent the ________ of the vehicle for Stephen
A) acquisition costs B) repair costs C) maintenance costs D) ownership costs E) disposal costs
Pace Corporation acquired 100 percent of Spin Company's common stock on January 1, 20X9. Balance sheet data for the two companies immediately following the acquisition follows:ItemPaceCorporationSpinCompanyCash $30,000 $25,000 Accounts Receivable 80,000 40,000 Inventory 150,000 55,000 Land 65,000 40,000 Buildings and Equipment 260,000 160,000 Less: Accumulated Depreciation (120,000) (50,000) Investment in Spin Company Stock 150,000 Total Assets $615,000 $270,000 Accounts Payable $45,000 $33,000 Taxes Payable 20,000 8,000 Bonds Payable 200,000 100,000 Common Stock 50,000 20,000 Retained Earnings 300,000 109,000 Total Liabilities and
Stockholders' Equity $615,000 $270,000 At the date of the business combination, the book values of Spin's net assets and liabilities approximated fair value except for inventory, which had a fair value of $60,000, and land, which had a fair value of $50,000. The fair value of land for Pace Corporation was estimated at $80,000 immediately prior to the acquisition.Based on the preceding information, what is the differential associated with the acquisition? A. $21,000 B. $6,000 C. $10,000 D. $15,000
Discuss how globalization has affected the marketing environment
What will be an ideal response?
Which of the following would not be included as a value stream cost?
a. Labor costs of employees who simply transport the product from cell to cell. b. Labor costs of employees who design the product. c. A charge per square foot for the value stream production facility including cost of rent and building maintenance. d. All of the above are value stream costs