My Blog

Tag: Valuation & Market Analysis

  • [Solved] question

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics) **Use examples and direct quotes** from the story to support each form of irony. Examine each form of irony _**Situational, Verbal or Dramatic**_ as it is used in the story. Each body paragraph will be an examin…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics)

    **Use examples and direct quotes** from the story to support each form of irony. Examine each form of irony _**Situational, Verbal or Dramatic**_  as it is used in the story. Each body paragraph will be an examination of the form(s) of irony

    – a year ago

  • [Solved] BUS225 Project Two

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering BUS225 Project Two.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Midterm

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) This should be be 5-7 sheets summarizing and analyzing the relationship between the history and evolution of EEO laws, workplace and diversity/inclusion practices, leadership, ethics, and…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    This should be be 5-7 sheets  summarizing and analyzing the relationship between the history and evolution of EEO laws, workplace and diversity/inclusion practices, leadership, ethics, and organizational performance. The 3ssay should demonstrate the students’ comprehension of how these concepts, policies, and practices impact organizational performance. Ensure proper citations are utilized.

    Requirements:

    Should be 5-7 sheets summarizing and analyzing the following:

    1. Examine and explain the relationship between the history and evolution of EEO laws,
    2. Define and Describe workplace diversity/inclusion practices,
    3. Demonstrate your understanding of the importance of leadership, ethics, on organizational performance.
    4. The 3ssay should demonstrate the students’ comprehension of how these concepts, policies, and practices impact organizational performance.
    5. Finally, explain how your own professional experience has been influenced and impacted by workplace diversity, leadership, and ethics.
    6. Utilize course articles, readings, and other peer-reviewed journals to support your findings. APA format (Double-spaced, 5-7 sheets ).

    – a year ago

  • [Solved] w3

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    i need some help! – a year ago

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    i need some help!

    – a year ago

  • [Solved] Mangerial Accounting VIII

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) see attached. – a year ago **files (4)** – ## UnitVIIIstudyguide.pdf – UnitVIIIjournal.pdf – Textbookinfo.pdf – Chapter14_PPT.pdf **## UnitVIIIstudyguide.pdf** ACC 3301, Managerial Accounting 1 Course Learnin…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    see attached.

    – a year ago

    **files (4)**

    – ## UnitVIIIstudyguide.pdf

    – UnitVIIIjournal.pdf
    – Textbookinfo.pdf
    – Chapter14_PPT.pdf

    **## UnitVIIIstudyguide.pdf**

    ACC 3301, Managerial Accounting 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    7. Analyze problems in managerial decision-making regarding cost planning and control.
    7.1 Describe how the concepts of sustainable income and quality of earnings play a role in

    managerial decision-making.
    7.2 Explain how ratio analysis, horizontal analysis, and vertical analysis impact managerial

    decision-making.

    Required Unit Resources

    Chapter 14: Financial Analysis: The Big Picture—Read the following sections:

    • Sustainable Income and Quality of Earnings
    • Horizontal Analysis and Vertical Analysis
    • Ratio Analysis

    In order to access the following resources, click the links below.

    Chapter 14 PowerPoint Presentation
    PDF of Chapter 14 Presentation

    Unit Lesson

    Introduction

    In Unit VII, we examined cash flows and the use of capital budgeting techniques to determine the best project
    and opportunity for a firm. In Unit VIII, we will dive into financial analysis and how it assists managers in
    decision-making.

    Making Comparisons

    Comparisons between companies can provide helpful clues about the financial health of an organization.
    Unfortunately, differences in accounting methods between companies sometimes make it difficult to compare
    their financial data. For instance, if a firm uses the Last In, First Out (LIFO) method to value its inventory while
    another firm uses the First In, First Out (FIFO) method, then comparisons of their financial data, such as cost
    of goods sold or inventory balances and totals, would be misleading.

    Managers should not use ratios as an end but rather as a beginning point in analysis. Ratios raise many
    questions and point to opportunities for further analysis; however, they rarely answer any questions by
    themselves. In addition to ratios, the manager should evaluate industry trends, economic factors,
    technological changes, internal changes within the firm, and shifts in consumer trends.

    Financial ratios are classified into three distinct groups, as shown in Chapter 14 of the textbook. From the
    graphic below, we can identify these categories as the following.

    UNIT VIII STUDY GUIDE
    Financial Analysis

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482640_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482640_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483046_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483046_1)

    ACC 3301, Managerial Accounting 2

    UNIT x STUDY GUIDE
    Title

    View the following interactive tutorial by accessing the Unit VIII Additional Unit Resources folder in the unit.

    For more information about how a company’s performance can be determined using ratio analysis, please
    view the Interactive Tutorial: Learning Objective 14.3. Each statement captures a small part of a firm’s
    operations and represents its performance. For more information about how a company’s performance can be
    determined using ratio analysis, please view the interactive tutorial below. Closed-captioning is available at
    the bottom of the screen

    Quality of Earnings

    While profits are the lifeblood of a business, no company can survive for long and accomplish its other goals
    unless it is profitable. Continuous losses drain assets from the business and leave the company at the mercy
    of its creditors. In assessing the prospects of a company, managers are interested not only in the total amount
    of earnings but also in the rate of earnings on sales, total assets, and owners’ equity. Further, managers must
    look at the stability and source of those earnings. An inconsistent earnings performance over a period of
    years, for instance, is less desirable than a steady level of earnings. A history of increasing earnings is
    preferable to a flat earnings record.

    A breakdown of sales and earnings by major product lines may be beneficial in evaluating the future
    performance of a firm. Publicly owned companies include a supplementary schedule with their financial
    statements that shows sales and profits by product line and by geographical area. These schedules assist
    managers in forecasting the effect of changes in consumer demand for specific types of products.

    Managers often express the opinion that the earnings of one company are higher quality than the earnings of
    other similar companies. This concept arises because each company’s management can choose from a
    variety of accounting principles and methods, all of which are considered generally acceptable. A company’s
    management often is under heavy pressure to report rising earnings, and accounting policies may be tailored
    toward this goal. In evaluating the quality of earnings, the manager should consider whether the accounting
    principles and methods used will lead to a conservative measurement of earnings or tend to inflate reported
    earnings.

    Company Performance

    Comparing financial information for a current period with similar information for prior years provides some
    basis for judging whether the condition of the business is improving or worsening. This comparison of data
    over time is called horizontal analysis. It expresses the idea of reviewing data for a number of consecutive

    ACC 3301, Managerial Accounting 3

    UNIT x STUDY GUIDE
    Title

    periods. It is different from vertical analysis, which refers to the review of the financial information within a
    single accounting period.

    In addition to determining whether the situation is improving or becoming worse, horizontal analysis may aid
    in making estimates of future prospects. Since changes may reverse their direction at any time, projecting
    past trends into future ones always involves a level of risk. A weakness of horizontal analysis is that
    comparison with the past does not lead to any basis for evaluation in absolute terms. The fact that net income
    was 4% of sales last year and 5% of sales this year indicates improvement. However, if there is evidence that
    net income should be 8% of sales, the record for both years is considered unfavorable.

    Suggested Unit Resources

    View the following video by accessing the Unit VIII Additional Unit Resources folder in the unit.

    The Applied Skills Video: How to Prepare Horizontal and Vertical Analyses video will explain how to use
    specific tools (horizonal analysis and vertical analysis) to evaluate the significance of financial statement data,
    including income statements. Once you click on the link, closed-captioning can be accessed by clicking the
    “CC” button on the bottom right of the video window, and a transcript can be accessed by clicking the “T”
    button next to the “CC” button.

    – Course Learning Outcomes for Unit VIII
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Making Comparisons
    – Quality of Earnings
    – Company Performance

    – Suggested Unit Resources

    **UnitVIIIjournal.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiijournal-pdf-10300183)

    **Textbookinfo.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/textbookinfo-pdf-10300187)

    **Chapter14_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter14-ppt-pdf)

    **Chapter14_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter14-ppt-pdf)

    **## UnitVIIIstudyguide.pdf**

    ACC 3301, Managerial Accounting 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    7. Analyze problems in managerial decision-making regarding cost planning and control.
    7.1 Describe how the concepts of sustainable income and quality of earnings play a role in

    managerial decision-making.
    7.2 Explain how ratio analysis, horizontal analysis, and vertical analysis impact managerial

    decision-making.

    Required Unit Resources

    Chapter 14: Financial Analysis: The Big Picture—Read the following sections:

    • Sustainable Income and Quality of Earnings
    • Horizontal Analysis and Vertical Analysis
    • Ratio Analysis

    In order to access the following resources, click the links below.

    Chapter 14 PowerPoint Presentation
    PDF of Chapter 14 Presentation

    Unit Lesson

    Introduction

    In Unit VII, we examined cash flows and the use of capital budgeting techniques to determine the best project
    and opportunity for a firm. In Unit VIII, we will dive into financial analysis and how it assists managers in
    decision-making.

    Making Comparisons

    Comparisons between companies can provide helpful clues about the financial health of an organization.
    Unfortunately, differences in accounting methods between companies sometimes make it difficult to compare
    their financial data. For instance, if a firm uses the Last In, First Out (LIFO) method to value its inventory while
    another firm uses the First In, First Out (FIFO) method, then comparisons of their financial data, such as cost
    of goods sold or inventory balances and totals, would be misleading.

    Managers should not use ratios as an end but rather as a beginning point in analysis. Ratios raise many
    questions and point to opportunities for further analysis; however, they rarely answer any questions by
    themselves. In addition to ratios, the manager should evaluate industry trends, economic factors,
    technological changes, internal changes within the firm, and shifts in consumer trends.

    Financial ratios are classified into three distinct groups, as shown in Chapter 14 of the textbook. From the
    graphic below, we can identify these categories as the following.

    UNIT VIII STUDY GUIDE
    Financial Analysis

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482640_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482640_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483046_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483046_1)

    ACC 3301, Managerial Accounting 2

    UNIT x STUDY GUIDE
    Title

    View the following interactive tutorial by accessing the Unit VIII Additional Unit Resources folder in the unit.

    For more information about how a company’s performance can be determined using ratio analysis, please
    view the Interactive Tutorial: Learning Objective 14.3. Each statement captures a small part of a firm’s
    operations and represents its performance. For more information about how a company’s performance can be
    determined using ratio analysis, please view the interactive tutorial below. Closed-captioning is available at
    the bottom of the screen

    Quality of Earnings

    While profits are the lifeblood of a business, no company can survive for long and accomplish its other goals
    unless it is profitable. Continuous losses drain assets from the business and leave the company at the mercy
    of its creditors. In assessing the prospects of a company, managers are interested not only in the total amount
    of earnings but also in the rate of earnings on sales, total assets, and owners’ equity. Further, managers must
    look at the stability and source of those earnings. An inconsistent earnings performance over a period of
    years, for instance, is less desirable than a steady level of earnings. A history of increasing earnings is
    preferable to a flat earnings record.

    A breakdown of sales and earnings by major product lines may be beneficial in evaluating the future
    performance of a firm. Publicly owned companies include a supplementary schedule with their financial
    statements that shows sales and profits by product line and by geographical area. These schedules assist
    managers in forecasting the effect of changes in consumer demand for specific types of products.

    Managers often express the opinion that the earnings of one company are higher quality than the earnings of
    other similar companies. This concept arises because each company’s management can choose from a
    variety of accounting principles and methods, all of which are considered generally acceptable. A company’s
    management often is under heavy pressure to report rising earnings, and accounting policies may be tailored
    toward this goal. In evaluating the quality of earnings, the manager should consider whether the accounting
    principles and methods used will lead to a conservative measurement of earnings or tend to inflate reported
    earnings.

    Company Performance

    Comparing financial information for a current period with similar information for prior years provides some
    basis for judging whether the condition of the business is improving or worsening. This comparison of data
    over time is called horizontal analysis. It expresses the idea of reviewing data for a number of consecutive

    ACC 3301, Managerial Accounting 3

    UNIT x STUDY GUIDE
    Title

    periods. It is different from vertical analysis, which refers to the review of the financial information within a
    single accounting period.

    In addition to determining whether the situation is improving or becoming worse, horizontal analysis may aid
    in making estimates of future prospects. Since changes may reverse their direction at any time, projecting
    past trends into future ones always involves a level of risk. A weakness of horizontal analysis is that
    comparison with the past does not lead to any basis for evaluation in absolute terms. The fact that net income
    was 4% of sales last year and 5% of sales this year indicates improvement. However, if there is evidence that
    net income should be 8% of sales, the record for both years is considered unfavorable.

    Suggested Unit Resources

    View the following video by accessing the Unit VIII Additional Unit Resources folder in the unit.

    The Applied Skills Video: How to Prepare Horizontal and Vertical Analyses video will explain how to use
    specific tools (horizonal analysis and vertical analysis) to evaluate the significance of financial statement data,
    including income statements. Once you click on the link, closed-captioning can be accessed by clicking the
    “CC” button on the bottom right of the video window, and a transcript can be accessed by clicking the “T”
    button next to the “CC” button.

    – Course Learning Outcomes for Unit VIII
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Making Comparisons
    – Quality of Earnings
    – Company Performance

    – Suggested Unit Resources

    **UnitVIIIjournal.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiijournal-pdf-10300183)

    **Textbookinfo.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/textbookinfo-pdf-10300187)

    **Chapter14_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter14-ppt-pdf)

    **## UnitVIIIstudyguide.pdf**

    ACC 3301, Managerial Accounting 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    7. Analyze problems in managerial decision-making regarding cost planning and control.
    7.1 Describe how the concepts of sustainable income and quality of earnings play a role in

    managerial decision-making.
    7.2 Explain how ratio analysis, horizontal analysis, and vertical analysis impact managerial

    decision-making.

    Required Unit Resources

    Chapter 14: Financial Analysis: The Big Picture—Read the following sections:

    • Sustainable Income and Quality of Earnings
    • Horizontal Analysis and Vertical Analysis
    • Ratio Analysis

    In order to access the following resources, click the links below.

    Chapter 14 PowerPoint Presentation
    PDF of Chapter 14 Presentation

    Unit Lesson

    Introduction

    In Unit VII, we examined cash flows and the use of capital budgeting techniques to determine the best project
    and opportunity for a firm. In Unit VIII, we will dive into financial analysis and how it assists managers in
    decision-making.

    Making Comparisons

    Comparisons between companies can provide helpful clues about the financial health of an organization.
    Unfortunately, differences in accounting methods between companies sometimes make it difficult to compare
    their financial data. For instance, if a firm uses the Last In, First Out (LIFO) method to value its inventory while
    another firm uses the First In, First Out (FIFO) method, then comparisons of their financial data, such as cost
    of goods sold or inventory balances and totals, would be misleading.

    Managers should not use ratios as an end but rather as a beginning point in analysis. Ratios raise many
    questions and point to opportunities for further analysis; however, they rarely answer any questions by
    themselves. In addition to ratios, the manager should evaluate industry trends, economic factors,
    technological changes, internal changes within the firm, and shifts in consumer trends.

    Financial ratios are classified into three distinct groups, as shown in Chapter 14 of the textbook. From the
    graphic below, we can identify these categories as the following.

    UNIT VIII STUDY GUIDE
    Financial Analysis

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482640_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482640_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483046_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483046_1)

    ACC 3301, Managerial Accounting 2

    UNIT x STUDY GUIDE
    Title

    View the following interactive tutorial by accessing the Unit VIII Additional Unit Resources folder in the unit.

    For more information about how a company’s performance can be determined using ratio analysis, please
    view the Interactive Tutorial: Learning Objective 14.3. Each statement captures a small part of a firm’s
    operations and represents its performance. For more information about how a company’s performance can be
    determined using ratio analysis, please view the interactive tutorial below. Closed-captioning is available at
    the bottom of the screen

    Quality of Earnings

    While profits are the lifeblood of a business, no company can survive for long and accomplish its other goals
    unless it is profitable. Continuous losses drain assets from the business and leave the company at the mercy
    of its creditors. In assessing the prospects of a company, managers are interested not only in the total amount
    of earnings but also in the rate of earnings on sales, total assets, and owners’ equity. Further, managers must
    look at the stability and source of those earnings. An inconsistent earnings performance over a period of
    years, for instance, is less desirable than a steady level of earnings. A history of increasing earnings is
    preferable to a flat earnings record.

    A breakdown of sales and earnings by major product lines may be beneficial in evaluating the future
    performance of a firm. Publicly owned companies include a supplementary schedule with their financial
    statements that shows sales and profits by product line and by geographical area. These schedules assist
    managers in forecasting the effect of changes in consumer demand for specific types of products.

    Managers often express the opinion that the earnings of one company are higher quality than the earnings of
    other similar companies. This concept arises because each company’s management can choose from a
    variety of accounting principles and methods, all of which are considered generally acceptable. A company’s
    management often is under heavy pressure to report rising earnings, and accounting policies may be tailored
    toward this goal. In evaluating the quality of earnings, the manager should consider whether the accounting
    principles and methods used will lead to a conservative measurement of earnings or tend to inflate reported
    earnings.

    Company Performance

    Comparing financial information for a current period with similar information for prior years provides some
    basis for judging whether the condition of the business is improving or worsening. This comparison of data
    over time is called horizontal analysis. It expresses the idea of reviewing data for a number of consecutive

    ACC 3301, Managerial Accounting 3

    UNIT x STUDY GUIDE
    Title

    periods. It is different from vertical analysis, which refers to the review of the financial information within a
    single accounting period.

    In addition to determining whether the situation is improving or becoming worse, horizontal analysis may aid
    in making estimates of future prospects. Since changes may reverse their direction at any time, projecting
    past trends into future ones always involves a level of risk. A weakness of horizontal analysis is that
    comparison with the past does not lead to any basis for evaluation in absolute terms. The fact that net income
    was 4% of sales last year and 5% of sales this year indicates improvement. However, if there is evidence that
    net income should be 8% of sales, the record for both years is considered unfavorable.

    Suggested Unit Resources

    View the following video by accessing the Unit VIII Additional Unit Resources folder in the unit.

    The Applied Skills Video: How to Prepare Horizontal and Vertical Analyses video will explain how to use
    specific tools (horizonal analysis and vertical analysis) to evaluate the significance of financial statement data,
    including income statements. Once you click on the link, closed-captioning can be accessed by clicking the
    “CC” button on the bottom right of the video window, and a transcript can be accessed by clicking the “T”
    button next to the “CC” button.

    – Course Learning Outcomes for Unit VIII
    – Required Unit Resources
    – Unit Lesson

    – Introduction
    – Making Comparisons
    – Quality of Earnings
    – Company Performance

    – Suggested Unit Resources

    **UnitVIIIjournal.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiijournal-pdf-10300183)

    **Textbookinfo.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/textbookinfo-pdf-10300187)

    **Chapter14_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter14-ppt-pdf)

  • [Solved] Managerial Accounting-VII

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) See attached. – a year ago **files (5)** – ## UnitVIIStudyguide.pdf – UnitVIIassignment.pdf – Textbookinfo.pdf – Chapter12_PPT.pdf – Chapter13_PPT.pdf **## UnitVIIStudyguide.pdf** ACC 3301, Managerial Accoun…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    See attached.

    – a year ago

    **files (5)**

    – ## UnitVIIStudyguide.pdf

    – UnitVIIassignment.pdf
    – Textbookinfo.pdf
    – Chapter12_PPT.pdf
    – Chapter13_PPT.pdf

    **## UnitVIIStudyguide.pdf**

    ACC 3301, Managerial Accounting 1

    Course Learning Outcomes for Unit VII

    Upon completion of this unit, students should be able to:

    6. Explore capital projects using a variety of capital budgeting tools.
    6.1 Determine methods used to help companies make effective capital budgeting decisions.
    6.2 Identify challenges involved in capital budgeting.
    6.3 Determine how the statement of cash flows relates to capital budgeting decisions.

    Required Unit Resources

    Chapter 12: Planning for Capital Investments—Read the following sections:

    • Capital Budgeting and Cash Payback
    • Net Present Value Method
    • Capital Budgeting Challenges and Refinements
    • Internal Rate of Return
    • Annual Rate of Return

    Chapter 13: Statement of Cash Flows—Read the following sections:

    • Usefulness and Format of the Statement of Cash Flows
    • Preparing the Statement of Cash Flows—Indirect Method
    • Analyze the Statement of Cash Flows

    In order to access the following resources, click the links below.

    Chapter 12 PowerPoint Presentation
    PDF of Chapter 12 Presentation

    Chapter 13 PowerPoint Presentation
    PDF of Chapter 13 PowerPoint Presentation

    Unit Lesson

    Introduction

    In Unit VI, we focused on performance evaluation methods and how they can impact the decision-making and
    direction of a company. In this unit, we shift our focus to capital investing and the tools used to evaluate
    multiple projects.

    Capital Investments

    One of the most significant challenges managers deal with is making capital investment decisions. Capital
    investments refer to large expenditures made to purchase plant assets or develop new products. These
    decisions commit financial resources for long periods of time and are difficult to reverse once the funds are
    invested. Overall, companies stand to benefit from good capital investments for many years into the future.
    The overall process of evaluating and prioritizing capital investment opportunities is referred to as capital
    budgeting.

    UNIT VII STUDY GUIDE
    Capital Investments and
    Statement of Cash Flows

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482626_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482626_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483061_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483061_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482632_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482632_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483062_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483062_1)

    ACC 3301, Managerial Accounting 2

    UNIT x STUDY GUIDE
    Title

    View the following video by accessing the Unit VII Additional Unit Resources folder in the unit.

    To learn more about capital budgeting, check out the Real World Video: Capital Budgeting (Holland America
    Line) video. Once you click on the link, closed-captioning can be accessed by clicking the “CC” button on the
    bottom right of the video window, and a transcript can be accessed by clicking the “T” button next to the “CC”
    button.

    The capital budgeting authorization process includes the following steps:

    • Various entities within an organization submit project proposals.
    • Proposals are reviewed by a capital budget committee.
    • Organization management determines which project they will fund.
    • The board of directors then approves the capital budget (Weygandt et al., 2020).

    Any decision that involves an immediate outlay of cash in order to obtain a future return falls within this realm
    of capital budgeting.

    A few examples of this type of decision would include the following:

    • Cost reduction decisions: Should we purchase new equipment to reduce manufacturing costs?
    • Expansion decisions: Should we build a new plant to increase sales and capacity?
    • Equipment selection decisions: Which machine would be the best for our operations?
    • Lease or buy decisions: Should new equipment be leased or purchased?
    • Equipment replacement decisions: Should old and outdated equipment be leased or purchased?

    Capital budgeting relies on estimates of future operating results. In turn, these estimates usually involve a
    high degree of uncertainty and should be evaluated accordingly. Nonfinancial factors should also be
    considered in such instances.

    Capital budgeting decisions rely mainly on cash flows. Accounting net income is based on accruals that
    ignore when cash flows occur. However, in capital budgeting, the timing of cash flows is crucial. The present
    value of a cash flow depends on when it occurs. For this reason, cash flows rather than accounting net
    income are the focus in capital budgeting.

    Cash Flows

    Most projects have at least three types of cash outflows. First, they often require an immediate cash outflow in
    the form of an initial investment in equipment, installation costs, and so on. Any salvage value from the sale of
    old equipment can be recognized as a reduction in the initial investment or as a cash inflow. Some projects
    require a company to expand its working capital. When a company takes on a new project, the balances in
    the current asset accounts often increase. For instance, opening a new Burger King fast food restaurant
    requires additional cash in sales registers and more inventory. These additional working capital needs are
    treated as part of the initial investment in a project. Additionally, many projects require periodic outlays for
    repairs and maintenance and additional operating costs.

    What about cash inflows? Most projects involve cash inflows, such as increasing revenues or reducing costs.
    Either way, the amount involved should be treated as a cash inflow for capital budgeting purposes. From a
    cash flow standpoint, a reduction in costs is equal to an increase in revenues. Further, cash inflows are
    frequently realized from selling equipment for its salvage value when a project ends, even though the firm
    may still have to pay to dispose of hazardous items. Finally, any working capital that was tied up on the
    project can be released for use elsewhere at the end of the project and should be treated as a cash inflow at
    that time. For instance, working capital is realized when a company sells off its inventory or collects its
    accounts receivable.

    Cash flows are a vital part of the capital budgeting process. Along with the discount rate and initial investment
    amount, a capital budgeting tool can reveal whether to pursue or reject a particular project. While there are
    several methods to choose from, the net present value method and the internal rate of return method tend to
    be the most accurate in terms of relevant results. The net present value method determines whether a project
    is acceptable by comparing the initial investment to the discounted sum of cash flows from the investment.

    ACC 3301, Managerial Accounting 3

    UNIT x STUDY GUIDE
    Title

    Projects with a positive net present value are accepted, while those with negative net present values are
    rejected. When the net present value method is utilized, the cost of capital is the discount rate used to
    compute the net present value of a proposed project.

    The internal rate of return method is also used to determine the best decision when it comes to project
    selection. However, instead of looking at discounted sums, it focuses on the rate of return. In a nutshell, it is
    computed by finding the discount rate that equates the present value of a project’s cash outflows with the
    present value of its cash inflows. It is the discount rate that results in a net present value of zero. To evaluate
    a project, the internal rate of return is compared to the company’s minimum required rate of return, which is
    usually the company’s cost of capital. If the internal rate of return is equal to or greater than the required rate
    of return, then the project is considered to be acceptable. However, if the internal rate of return is less than
    the required rate of return, then the project is rejected.

    When the internal rate of return method is used, the cost of capital is used as the hurdle rate that a project
    must clear for acceptance. If the internal rate of return of a project is not high enough to clear the cost of
    capital hurdle, then the project is ordinarily rejected.

    Statement of Cash Flows

    View the following videos by accessing the Unit VII Additional Unit Resources folder in the unit.

    Since learning more about the different types of cash flows and their relevance to decision-making, check out
    the Applied Skills Video: How to Identify the Contents of the Statement of Cash Flows and Applied Skills
    Video: How to Prepare Statement of Cash Flows-Indirect Method videos about the statement of cash flows.
    Once you click on each link, closed-captioning can be accessed by clicking the “CC” button on the bottom
    right of the video window, and a transcript can be accessed by clicking the “T” button next to the “CC” button.

    – Course Learning Outcomes for Unit VII
    – Required Unit Resources
    – Unit Lesson
    – Introduction
    – Capital Investments
    – Cash Flows
    – Statement of Cash Flows

    **UnitVIIassignment.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiassignment-pdf-10300171)

    **Textbookinfo.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/textbookinfo-pdf)

    **Chapter12_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter12-ppt-pdf)

    **Chapter13_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter13-ppt-pdf)

    **Chapter13_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter13-ppt-pdf)

    **## UnitVIIStudyguide.pdf**

    ACC 3301, Managerial Accounting 1

    Course Learning Outcomes for Unit VII

    Upon completion of this unit, students should be able to:

    6. Explore capital projects using a variety of capital budgeting tools.
    6.1 Determine methods used to help companies make effective capital budgeting decisions.
    6.2 Identify challenges involved in capital budgeting.
    6.3 Determine how the statement of cash flows relates to capital budgeting decisions.

    Required Unit Resources

    Chapter 12: Planning for Capital Investments—Read the following sections:

    • Capital Budgeting and Cash Payback
    • Net Present Value Method
    • Capital Budgeting Challenges and Refinements
    • Internal Rate of Return
    • Annual Rate of Return

    Chapter 13: Statement of Cash Flows—Read the following sections:

    • Usefulness and Format of the Statement of Cash Flows
    • Preparing the Statement of Cash Flows—Indirect Method
    • Analyze the Statement of Cash Flows

    In order to access the following resources, click the links below.

    Chapter 12 PowerPoint Presentation
    PDF of Chapter 12 Presentation

    Chapter 13 PowerPoint Presentation
    PDF of Chapter 13 PowerPoint Presentation

    Unit Lesson

    Introduction

    In Unit VI, we focused on performance evaluation methods and how they can impact the decision-making and
    direction of a company. In this unit, we shift our focus to capital investing and the tools used to evaluate
    multiple projects.

    Capital Investments

    One of the most significant challenges managers deal with is making capital investment decisions. Capital
    investments refer to large expenditures made to purchase plant assets or develop new products. These
    decisions commit financial resources for long periods of time and are difficult to reverse once the funds are
    invested. Overall, companies stand to benefit from good capital investments for many years into the future.
    The overall process of evaluating and prioritizing capital investment opportunities is referred to as capital
    budgeting.

    UNIT VII STUDY GUIDE
    Capital Investments and
    Statement of Cash Flows

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482626_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482626_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483061_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483061_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482632_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482632_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483062_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483062_1)

    ACC 3301, Managerial Accounting 2

    UNIT x STUDY GUIDE
    Title

    View the following video by accessing the Unit VII Additional Unit Resources folder in the unit.

    To learn more about capital budgeting, check out the Real World Video: Capital Budgeting (Holland America
    Line) video. Once you click on the link, closed-captioning can be accessed by clicking the “CC” button on the
    bottom right of the video window, and a transcript can be accessed by clicking the “T” button next to the “CC”
    button.

    The capital budgeting authorization process includes the following steps:

    • Various entities within an organization submit project proposals.
    • Proposals are reviewed by a capital budget committee.
    • Organization management determines which project they will fund.
    • The board of directors then approves the capital budget (Weygandt et al., 2020).

    Any decision that involves an immediate outlay of cash in order to obtain a future return falls within this realm
    of capital budgeting.

    A few examples of this type of decision would include the following:

    • Cost reduction decisions: Should we purchase new equipment to reduce manufacturing costs?
    • Expansion decisions: Should we build a new plant to increase sales and capacity?
    • Equipment selection decisions: Which machine would be the best for our operations?
    • Lease or buy decisions: Should new equipment be leased or purchased?
    • Equipment replacement decisions: Should old and outdated equipment be leased or purchased?

    Capital budgeting relies on estimates of future operating results. In turn, these estimates usually involve a
    high degree of uncertainty and should be evaluated accordingly. Nonfinancial factors should also be
    considered in such instances.

    Capital budgeting decisions rely mainly on cash flows. Accounting net income is based on accruals that
    ignore when cash flows occur. However, in capital budgeting, the timing of cash flows is crucial. The present
    value of a cash flow depends on when it occurs. For this reason, cash flows rather than accounting net
    income are the focus in capital budgeting.

    Cash Flows

    Most projects have at least three types of cash outflows. First, they often require an immediate cash outflow in
    the form of an initial investment in equipment, installation costs, and so on. Any salvage value from the sale of
    old equipment can be recognized as a reduction in the initial investment or as a cash inflow. Some projects
    require a company to expand its working capital. When a company takes on a new project, the balances in
    the current asset accounts often increase. For instance, opening a new Burger King fast food restaurant
    requires additional cash in sales registers and more inventory. These additional working capital needs are
    treated as part of the initial investment in a project. Additionally, many projects require periodic outlays for
    repairs and maintenance and additional operating costs.

    What about cash inflows? Most projects involve cash inflows, such as increasing revenues or reducing costs.
    Either way, the amount involved should be treated as a cash inflow for capital budgeting purposes. From a
    cash flow standpoint, a reduction in costs is equal to an increase in revenues. Further, cash inflows are
    frequently realized from selling equipment for its salvage value when a project ends, even though the firm
    may still have to pay to dispose of hazardous items. Finally, any working capital that was tied up on the
    project can be released for use elsewhere at the end of the project and should be treated as a cash inflow at
    that time. For instance, working capital is realized when a company sells off its inventory or collects its
    accounts receivable.

    Cash flows are a vital part of the capital budgeting process. Along with the discount rate and initial investment
    amount, a capital budgeting tool can reveal whether to pursue or reject a particular project. While there are
    several methods to choose from, the net present value method and the internal rate of return method tend to
    be the most accurate in terms of relevant results. The net present value method determines whether a project
    is acceptable by comparing the initial investment to the discounted sum of cash flows from the investment.

    ACC 3301, Managerial Accounting 3

    UNIT x STUDY GUIDE
    Title

    Projects with a positive net present value are accepted, while those with negative net present values are
    rejected. When the net present value method is utilized, the cost of capital is the discount rate used to
    compute the net present value of a proposed project.

    The internal rate of return method is also used to determine the best decision when it comes to project
    selection. However, instead of looking at discounted sums, it focuses on the rate of return. In a nutshell, it is
    computed by finding the discount rate that equates the present value of a project’s cash outflows with the
    present value of its cash inflows. It is the discount rate that results in a net present value of zero. To evaluate
    a project, the internal rate of return is compared to the company’s minimum required rate of return, which is
    usually the company’s cost of capital. If the internal rate of return is equal to or greater than the required rate
    of return, then the project is considered to be acceptable. However, if the internal rate of return is less than
    the required rate of return, then the project is rejected.

    When the internal rate of return method is used, the cost of capital is used as the hurdle rate that a project
    must clear for acceptance. If the internal rate of return of a project is not high enough to clear the cost of
    capital hurdle, then the project is ordinarily rejected.

    Statement of Cash Flows

    View the following videos by accessing the Unit VII Additional Unit Resources folder in the unit.

    Since learning more about the different types of cash flows and their relevance to decision-making, check out
    the Applied Skills Video: How to Identify the Contents of the Statement of Cash Flows and Applied Skills
    Video: How to Prepare Statement of Cash Flows-Indirect Method videos about the statement of cash flows.
    Once you click on each link, closed-captioning can be accessed by clicking the “CC” button on the bottom
    right of the video window, and a transcript can be accessed by clicking the “T” button next to the “CC” button.

    – Course Learning Outcomes for Unit VII
    – Required Unit Resources
    – Unit Lesson
    – Introduction
    – Capital Investments
    – Cash Flows
    – Statement of Cash Flows

    **UnitVIIassignment.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiassignment-pdf-10300171)

    **Textbookinfo.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/textbookinfo-pdf)

    **Chapter12_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter12-ppt-pdf)

    **Chapter13_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter13-ppt-pdf)

    **## UnitVIIStudyguide.pdf**

    ACC 3301, Managerial Accounting 1

    Course Learning Outcomes for Unit VII

    Upon completion of this unit, students should be able to:

    6. Explore capital projects using a variety of capital budgeting tools.
    6.1 Determine methods used to help companies make effective capital budgeting decisions.
    6.2 Identify challenges involved in capital budgeting.
    6.3 Determine how the statement of cash flows relates to capital budgeting decisions.

    Required Unit Resources

    Chapter 12: Planning for Capital Investments—Read the following sections:

    • Capital Budgeting and Cash Payback
    • Net Present Value Method
    • Capital Budgeting Challenges and Refinements
    • Internal Rate of Return
    • Annual Rate of Return

    Chapter 13: Statement of Cash Flows—Read the following sections:

    • Usefulness and Format of the Statement of Cash Flows
    • Preparing the Statement of Cash Flows—Indirect Method
    • Analyze the Statement of Cash Flows

    In order to access the following resources, click the links below.

    Chapter 12 PowerPoint Presentation
    PDF of Chapter 12 Presentation

    Chapter 13 PowerPoint Presentation
    PDF of Chapter 13 PowerPoint Presentation

    Unit Lesson

    Introduction

    In Unit VI, we focused on performance evaluation methods and how they can impact the decision-making and
    direction of a company. In this unit, we shift our focus to capital investing and the tools used to evaluate
    multiple projects.

    Capital Investments

    One of the most significant challenges managers deal with is making capital investment decisions. Capital
    investments refer to large expenditures made to purchase plant assets or develop new products. These
    decisions commit financial resources for long periods of time and are difficult to reverse once the funds are
    invested. Overall, companies stand to benefit from good capital investments for many years into the future.
    The overall process of evaluating and prioritizing capital investment opportunities is referred to as capital
    budgeting.

    UNIT VII STUDY GUIDE
    Capital Investments and
    Statement of Cash Flows

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482626_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482626_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483061_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483061_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150482632_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150482632_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-150483062_1](https://online.columbiasouthern.edu/bbcswebdav/xid-150483062_1)

    ACC 3301, Managerial Accounting 2

    UNIT x STUDY GUIDE
    Title

    View the following video by accessing the Unit VII Additional Unit Resources folder in the unit.

    To learn more about capital budgeting, check out the Real World Video: Capital Budgeting (Holland America
    Line) video. Once you click on the link, closed-captioning can be accessed by clicking the “CC” button on the
    bottom right of the video window, and a transcript can be accessed by clicking the “T” button next to the “CC”
    button.

    The capital budgeting authorization process includes the following steps:

    • Various entities within an organization submit project proposals.
    • Proposals are reviewed by a capital budget committee.
    • Organization management determines which project they will fund.
    • The board of directors then approves the capital budget (Weygandt et al., 2020).

    Any decision that involves an immediate outlay of cash in order to obtain a future return falls within this realm
    of capital budgeting.

    A few examples of this type of decision would include the following:

    • Cost reduction decisions: Should we purchase new equipment to reduce manufacturing costs?
    • Expansion decisions: Should we build a new plant to increase sales and capacity?
    • Equipment selection decisions: Which machine would be the best for our operations?
    • Lease or buy decisions: Should new equipment be leased or purchased?
    • Equipment replacement decisions: Should old and outdated equipment be leased or purchased?

    Capital budgeting relies on estimates of future operating results. In turn, these estimates usually involve a
    high degree of uncertainty and should be evaluated accordingly. Nonfinancial factors should also be
    considered in such instances.

    Capital budgeting decisions rely mainly on cash flows. Accounting net income is based on accruals that
    ignore when cash flows occur. However, in capital budgeting, the timing of cash flows is crucial. The present
    value of a cash flow depends on when it occurs. For this reason, cash flows rather than accounting net
    income are the focus in capital budgeting.

    Cash Flows

    Most projects have at least three types of cash outflows. First, they often require an immediate cash outflow in
    the form of an initial investment in equipment, installation costs, and so on. Any salvage value from the sale of
    old equipment can be recognized as a reduction in the initial investment or as a cash inflow. Some projects
    require a company to expand its working capital. When a company takes on a new project, the balances in
    the current asset accounts often increase. For instance, opening a new Burger King fast food restaurant
    requires additional cash in sales registers and more inventory. These additional working capital needs are
    treated as part of the initial investment in a project. Additionally, many projects require periodic outlays for
    repairs and maintenance and additional operating costs.

    What about cash inflows? Most projects involve cash inflows, such as increasing revenues or reducing costs.
    Either way, the amount involved should be treated as a cash inflow for capital budgeting purposes. From a
    cash flow standpoint, a reduction in costs is equal to an increase in revenues. Further, cash inflows are
    frequently realized from selling equipment for its salvage value when a project ends, even though the firm
    may still have to pay to dispose of hazardous items. Finally, any working capital that was tied up on the
    project can be released for use elsewhere at the end of the project and should be treated as a cash inflow at
    that time. For instance, working capital is realized when a company sells off its inventory or collects its
    accounts receivable.

    Cash flows are a vital part of the capital budgeting process. Along with the discount rate and initial investment
    amount, a capital budgeting tool can reveal whether to pursue or reject a particular project. While there are
    several methods to choose from, the net present value method and the internal rate of return method tend to
    be the most accurate in terms of relevant results. The net present value method determines whether a project
    is acceptable by comparing the initial investment to the discounted sum of cash flows from the investment.

    ACC 3301, Managerial Accounting 3

    UNIT x STUDY GUIDE
    Title

    Projects with a positive net present value are accepted, while those with negative net present values are
    rejected. When the net present value method is utilized, the cost of capital is the discount rate used to
    compute the net present value of a proposed project.

    The internal rate of return method is also used to determine the best decision when it comes to project
    selection. However, instead of looking at discounted sums, it focuses on the rate of return. In a nutshell, it is
    computed by finding the discount rate that equates the present value of a project’s cash outflows with the
    present value of its cash inflows. It is the discount rate that results in a net present value of zero. To evaluate
    a project, the internal rate of return is compared to the company’s minimum required rate of return, which is
    usually the company’s cost of capital. If the internal rate of return is equal to or greater than the required rate
    of return, then the project is considered to be acceptable. However, if the internal rate of return is less than
    the required rate of return, then the project is rejected.

    When the internal rate of return method is used, the cost of capital is used as the hurdle rate that a project
    must clear for acceptance. If the internal rate of return of a project is not high enough to clear the cost of
    capital hurdle, then the project is ordinarily rejected.

    Statement of Cash Flows

    View the following videos by accessing the Unit VII Additional Unit Resources folder in the unit.

    Since learning more about the different types of cash flows and their relevance to decision-making, check out
    the Applied Skills Video: How to Identify the Contents of the Statement of Cash Flows and Applied Skills
    Video: How to Prepare Statement of Cash Flows-Indirect Method videos about the statement of cash flows.
    Once you click on each link, closed-captioning can be accessed by clicking the “CC” button on the bottom
    right of the video window, and a transcript can be accessed by clicking the “T” button next to the “CC” button.

    – Course Learning Outcomes for Unit VII
    – Required Unit Resources
    – Unit Lesson
    – Introduction
    – Capital Investments
    – Cash Flows
    – Statement of Cash Flows

    **UnitVIIassignment.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiassignment-pdf-10300171)

    **Textbookinfo.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/textbookinfo-pdf)

    **Chapter12_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter12-ppt-pdf)

    **Chapter13_PPT.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/chapter13-ppt-pdf)

  • [Solved] Pareto Analysis and Business Process Flow Charting Practice

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) This activity consists of two problems. Please Follow all instructions – a year ago **files (1)** – ## ParetoAnalysisandBusinessProcessFlowChartingPractice.txt **## ParetoAnalysisandBusinessProcessFlowCharting…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    This activity consists of two problems. Please Follow all instructions

    – a year ago

    **files (1)**

    – ## ParetoAnalysisandBusinessProcessFlowChartingPractice.txt

    **## ParetoAnalysisandBusinessProcessFlowChartingPractice.txt**

    Week 7 Activity – Pareto Analysis and Business Process Flow Charting Practice
    Due: SUNDAY MAY 25, 2025 12:00pm EST
    This activity consists of two problems.
    Problem One
    Gary Seitz is the director of procurement for the Forest Medical Center in Oak Park, Illinois. His medical center recently purchased more than 300 new side tables for the patient rooms from Quick-and-Cheap Furniture. His team, however, is not happy with the paint quality of these tables. They feel the firm providing the tables was rushed to get the order out and did not do a great job.
    They have examined each of the 312 tables that they have received so far and found the following defects, listed in alphabetical order:
    Table Defects
    Problem Number of Occurrences
    Dirt in paint 65
    Off-color 17
    Orange peel 12
    Other 1
    Sad looking 43
    Scratch 11
    Sealer under 8
    Thin paint 31
    Instructions
    Use Excel to:
    1. Create a Pareto Chart for this situation.
    2. Create and complete a table for this situation using the following headers:
    • Problem.
    • Frequency.
    • Cumulate Frequency.
    • Percentage.
    • Cumulate Percentage.
    3. List the most frequently occurring problem first in the table, then the next more frequently occurring problem second in the table, and so forth.
    In a Word document:
    1. Draw two conclusions about the quality of the patient tables that Quick Furniture has shipped to the Forest Medical Center.
    Submit both your Word and Excel files.
    Problem Two
    Ted Short, the manager of procurement at the Lake Luna Medical Center (LLMC), is starting a process to examine the general process that is followed at his center for procurement of medical supplies at his facility. His first step is to develop a flowchart for the current process that employees at his center follow. He has asked you to draw that flowchart for him and make any obvious changes to shorten the process.
    Here are the key steps that are followed:
    1. The LLMC employee fills out a paper requisition and sends that to his department head for approval.
    2. The department secretary first examines the requisition to see if all the needed information is present. If it is, then she sends it to the department head for approval. If not, she returns to the employee for any needed corrections. The employee then returns the requisition to the department secretary for review again.
    3. Requisitions with the correct information are sent to the department head.
    4. The department head reviews the item to determine if the material requested seems appropriate. He may contact his employee to discuss any questions he might have.
    5. If he feels it is inappropriate, then he rejects the request and sends it back to the employee.
    6. If he feels it is appropriate, then he checks the budget to see if there are sufficient monies in the budget to pay for this. If there are not, then he rejects the request and sends it back to the employee. If there are sufficient funds, then he approves them.
    7. If the requisition is approved, then the department secretary sends the requisition to a member of the LLMC Procurement Team.
    8. The LLMC procurement specialist checks to see if the suggested vendor on the requisition is on the approved vendor list (AVL).
    9. If not, he sends the request back to the department secretary and the process starts all over if the LLMC employee wants to continue to pursue it. If the employee does not, then the requisition is terminated.
    10. If the vendor is on the AVL, the LLMC procurement specialist checks to see if a quote is required, either based on the type of equipment and material required or on the amount of the purchase.
    11. If no quote is required, the procurement specialist transmits the PO to the vendor for execution.
    12. If a quote is required, then the specialist contacts the vendor and asks for a quote. If the quote is satisfactory based on past purchases of such items, the specialist approves the quote and places the order.
    13. If the quote is too high, the specialist contacts the LLMC employee and asks for another vendor to check. The procurement specialist then checks the second vendor. Usually, a procurement specialist will have to check only two vendors at most.
    14. If the specialist cannot find a vendor with it suitable price after two tries, then the PO is canceled.
    15. When the specialist finds a vendor who submits a suitable quote, she transmits the PO to the vendor for execution by US postal service or by telephone.
    16. The procurement specialist then logs the transaction into the financial system.
    17. The procurement specialist then forwards the request to the Accounts Payable Department for payment when the receipt of the materials and equipment ordered, is acknowledged.
    Instructions
    Use Microsoft Word to complete the following:
    1. Develop a flowchart for this process.
    2. Suggest three improvements, based on total quality management, that Ted Short can use to make the current process more efficient.
    Submit your Word document(s).

    **## ParetoAnalysisandBusinessProcessFlowChartingPractice.txt**

    Week 7 Activity – Pareto Analysis and Business Process Flow Charting Practice
    Due: SUNDAY MAY 25, 2025 12:00pm EST
    This activity consists of two problems.
    Problem One
    Gary Seitz is the director of procurement for the Forest Medical Center in Oak Park, Illinois. His medical center recently purchased more than 300 new side tables for the patient rooms from Quick-and-Cheap Furniture. His team, however, is not happy with the paint quality of these tables. They feel the firm providing the tables was rushed to get the order out and did not do a great job.
    They have examined each of the 312 tables that they have received so far and found the following defects, listed in alphabetical order:
    Table Defects
    Problem Number of Occurrences
    Dirt in paint 65
    Off-color 17
    Orange peel 12
    Other 1
    Sad looking 43
    Scratch 11
    Sealer under 8
    Thin paint 31
    Instructions
    Use Excel to:
    1. Create a Pareto Chart for this situation.
    2. Create and complete a table for this situation using the following headers:
    • Problem.
    • Frequency.
    • Cumulate Frequency.
    • Percentage.
    • Cumulate Percentage.
    3. List the most frequently occurring problem first in the table, then the next more frequently occurring problem second in the table, and so forth.
    In a Word document:
    1. Draw two conclusions about the quality of the patient tables that Quick Furniture has shipped to the Forest Medical Center.
    Submit both your Word and Excel files.
    Problem Two
    Ted Short, the manager of procurement at the Lake Luna Medical Center (LLMC), is starting a process to examine the general process that is followed at his center for procurement of medical supplies at his facility. His first step is to develop a flowchart for the current process that employees at his center follow. He has asked you to draw that flowchart for him and make any obvious changes to shorten the process.
    Here are the key steps that are followed:
    1. The LLMC employee fills out a paper requisition and sends that to his department head for approval.
    2. The department secretary first examines the requisition to see if all the needed information is present. If it is, then she sends it to the department head for approval. If not, she returns to the employee for any needed corrections. The employee then returns the requisition to the department secretary for review again.
    3. Requisitions with the correct information are sent to the department head.
    4. The department head reviews the item to determine if the material requested seems appropriate. He may contact his employee to discuss any questions he might have.
    5. If he feels it is inappropriate, then he rejects the request and sends it back to the employee.
    6. If he feels it is appropriate, then he checks the budget to see if there are sufficient monies in the budget to pay for this. If there are not, then he rejects the request and sends it back to the employee. If there are sufficient funds, then he approves them.
    7. If the requisition is approved, then the department secretary sends the requisition to a member of the LLMC Procurement Team.
    8. The LLMC procurement specialist checks to see if the suggested vendor on the requisition is on the approved vendor list (AVL).
    9. If not, he sends the request back to the department secretary and the process starts all over if the LLMC employee wants to continue to pursue it. If the employee does not, then the requisition is terminated.
    10. If the vendor is on the AVL, the LLMC procurement specialist checks to see if a quote is required, either based on the type of equipment and material required or on the amount of the purchase.
    11. If no quote is required, the procurement specialist transmits the PO to the vendor for execution.
    12. If a quote is required, then the specialist contacts the vendor and asks for a quote. If the quote is satisfactory based on past purchases of such items, the specialist approves the quote and places the order.
    13. If the quote is too high, the specialist contacts the LLMC employee and asks for another vendor to check. The procurement specialist then checks the second vendor. Usually, a procurement specialist will have to check only two vendors at most.
    14. If the specialist cannot find a vendor with it suitable price after two tries, then the PO is canceled.
    15. When the specialist finds a vendor who submits a suitable quote, she transmits the PO to the vendor for execution by US postal service or by telephone.
    16. The procurement specialist then logs the transaction into the financial system.
    17. The procurement specialist then forwards the request to the Accounts Payable Department for payment when the receipt of the materials and equipment ordered, is acknowledged.
    Instructions
    Use Microsoft Word to complete the following:
    1. Develop a flowchart for this process.
    2. Suggest three improvements, based on total quality management, that Ted Short can use to make the current process more efficient.
    Submit your Word document(s).

  • [Solved] Week 4: Summative Assessment: Research Methods Presentation

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) As a scholar, practitioner, and leader in research design, you will need an understanding of basic and applied research methods and how to construct methodological concepts appropriate to research methods. For…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    As a scholar, practitioner, and leader in research design, you will need an understanding of basic and applied research methods and how to construct methodological concepts appropriate to research methods.

    For this assessment, you will consider appropriate design options for your research plan.

    Assessment Deliverable

    Create a 16-slide presentation that outlines the research options for your potential dissertation research. Include the following in your presentation:

    Slide 1: Title Slide

    Title of your presentation, your name, course, and date.

    Slides 2–3: Introduction

    Provide an overview of your program of study and the selected topic you are considering researching for your dissertation.

    State the purpose of your analysis (to identify and compare qualitative and quantitative research characteristics, research designs, and their justifications).

    Speaker Notes: Introduce yourself and your program of study, and explain why understanding research methods and designs is critical in your field.

    Slides 4–6: Characteristics of Quantitative Research

    Summarize the quantitative research article.

    Explain the characteristics that make the study quantitative, including:

    Structured data collection (e.g., surveys, experiments, measurements).

    Numeric data and statistical analysis.

    Deductive reasoning and hypothesis testing.

    Highlight specific examples from the article (e.g., types of variables, data collection methods, sample size).

    Speaker Notes: Referencing particular examples, explain how the study's design aligns with quantitative methods.

    Slides 7–9: Characteristics of Qualitative Research

    – Summarize the qualitative research article.
    – Explain the characteristics that make the study qualitative, including:
    – Exploratory focus and natural settings.
    – Subjective meanings and rich descriptions.
    – Use of themes and inductive analysis.
    – Highlight specific examples from the article (e.g., interview protocols, participant observations, coding methods).
    – Speaker Notes: Provide insights into how the article exemplifies qualitative research characteristics.

    Slide 10: Research Design Choices

    – Discuss the research design used in each study (e.g., experimental, survey, ethnography, grounded theory, case study).
    – Explain how the chosen design aligns with the method and the research problem.
    – Speaker Notes: Highlight the connection between research methods, designs, and the types of research questions they address.

    Slide 11: Justification for Research Method and Design

    – Justify why the qualitative method and design were appropriate for the first study.
    – Justify why the quantitative method and design were appropriate for the second study.
    – Speaker Notes: Use evidence from the articles to support your explanation and connect the justifications to theoretical or practical considerations.

    Slide 12: Comparison and Contrast

    – Analyze the major differences between qualitative and quantitative research methods and designs, addressing:
    – Purpose and philosophical assumptions (e.g., postpositivist vs. constructivist worldviews).
    – Data collection and analysis approaches.
    – Strengths and limitations of each method and design.
    – Use examples from your articles to illustrate the contrasts.
    – Speaker Notes: Provide additional context and examples to support your analysis.
    – Slide 13: Challenges in Using Each Method and Design

    – Discuss challenges researchers face when using quantitative and qualitative methods (e.g., ensuring validity, managing data complexity).
    – Discuss the challenges researchers face when using the proposed research design.
    – Propose strategies to overcome these challenges.
    – Speaker Notes: Reflect on how these challenges could impact research outcomes and provide practical solutions.

    Slides 14–15: Conclusion

    – Summarize your findings, emphasizing the importance of aligning research questions, methods, and designs.
    – Reflect on how this understanding applies to your program of study.
    – Speaker Notes: Highlight key takeaways and connect them to real-world applications in your field.

    Slide 16: References

    – Include properly formatted APA references for the articles and any other sources used.
    – Speaker Notes: Briefly explain the importance of citing sources and how these references supported your presentation.

    Format your citations and references according to current APA guidelines.

    Submit your assessment.

    ##### Assessment Support

    – Review the [grading rubric](https://multimedia.phoenix.edu/cms/202550188) for guidance on deliverable expectations.
    – Refer to the [Presentations, Recordings, and Images](https://multimedia.phoenix.edu/cms/202336143) resource for help creating presentations and recording videos of yourself giving a presentation for an assessment.
    – Review the following resources for writing guidelines and APA information:
    – [Center for Writing Excellence](https://multimedia.phoenix.edu/cms/cwe/)
    – [Reference and Citation Generator](https://multimedia.phoenix.edu/cms/citation)
    – [Grammar Assistance](https://multimedia.phoenix.edu/cms/202010168/)

    – a year ago

  • [Solved] Policy and Strategy VIII

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) see attached. – a year ago **files (3)** – ## UnitVIIIStudyGuide.pdf – UnitVIIIjournal.pdf – UnitVIII_Chapter11Presentation.pdf **## UnitVIIIStudyGuide.pdf** BUS 4302, Business Policy and Strategy 1 Course Le…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    see attached.

    – a year ago

    **files (3)**

    – ## UnitVIIIStudyGuide.pdf

    – UnitVIIIjournal.pdf
    – UnitVIII_Chapter11Presentation.pdf

    **## UnitVIIIStudyGuide.pdf**

    BUS 4302, Business Policy and Strategy 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    6. Establish a strategic management follow-up process.
    6.1 Develop a strategic plan for business performance.
    6.2 Implement tools for measuring business performance.
    6.3 Integrate corrective actions to increase business performance.

    7. Examine the process of implementing strategies across business operations.

    7.2 Examine internal and external issues facing an organization.

    Required Unit Resources

    Chapter 11: Global and International Issues

    Unit Lesson

    Overview

    Welcome to our final unit for the course. During this unit, we will focus on the global impacts and issues
    related to strategic management. As previously discussed, the overall health of the United States economy is
    based on the global economy condition and outlook. Previous to globalization of the markets, each nation or
    geographic area had its distinct market areas and rarely interacted with other markets. This has drastically
    changed with the increase of air travel, communication capabilities, and overall reliance of a global-based
    economy.

    In 2005, Thomas L. Friedman released his book The World Is Flat: A Brief History of the Twenty-first Century.
    In his book, Friedman tried to highlight the “flattening” of the world economy. His work attempts to help us
    gain a greater understanding of the impact that the growing middle class is having on the worldwide economy;
    Friedman discussed how the global supply/demand scenario we grew up with has changed, and he warned
    about the struggles the western world will have to adjust to the changes (Friedman, 2005).

    Made in Everywhere

    Take a look around your house or apartment, and think about how many products are made in other countries
    and shipped into the United States. Clothing is a great example of a product that is made all around the world.
    Also, consider how many entities have developed, created, shipped, marketed, stored, and displayed the
    product you purchased. Even though the product may have been made overseas, that product does create
    and maintain jobs in the United States because of the distribution network. Take a look at the five largest
    companies in each country. What would happen if these companies decided to only place their product or
    service within their respective country? Would this cause severe economic losses and strategic challenges for
    the companies? The consequences could be stagnant growth, overbearing competition from competing
    entities, and a limited workforce.

    Globalization

    Many of the firms located around the world are not always considered as specific country based, but are
    considered as international. Other corporations may be U.S.-based, or headquartered, entities but are
    aggressively establishing themselves in the international marketplace. A recent example is Uber
    Technologies based out of California, which is a company that provides a technological medium that connects

    UNIT VIII STUDY GUIDE

    International Issues

    BUS 4302, Business Policy and Strategy 2

    UNIT x STUDY GUIDE

    Title

    screened drivers with requesting riders. This service-based corporation has minimal overhead cost (services
    only) and is rapidly expanding to other countries (David et al., 2020). Competitors, such as taxi services,
    describe Uber’s platform as disruptive and not legitimate. Uber describes its service as an alternative
    customer choice in a market that does not give its consumers the freedom to choose service with the ease
    and reliability of a smartphone.

    Corporate Taxes

    Most counties have a set tax rate for doing business in their country. Existing and prospective corporations
    consider these tax implications before setting up their entity in a country. The tax rates can vary throughout
    the world. Rates range from 5.5% up to 50%. The United States has a medium corporate tax rate in
    comparison of rates throughout the world, currently set at 21% (David et al., 2020). This rate is considered
    good for some corporations, thus increasing corporate investment in the United States. Other entities see the
    United States as a must-have market for their portfolio and are willing to pay almost any corporate tax rate.

    Connecting the Dots

    We have covered a great deal of content. This class has asked you to begin to look at your future and
    strategically implement what you have learned.

    As you progress in your educational and professional endeavors, consider the strategy implications of each
    choice and decision you make. For example, is it realistic to try to complete an undergraduate degree in 1
    year? A more realistic goal would allow 4 to 5 years to complete a program of this magnitude. Also, consider
    incorporating some of the tools that we learned about during our time together. A great example is the SWOT
    analysis and its practicality for major life choices. For example, if you are considering switching to a new
    employer, consider the strengths, weakness, opportunities, and threats of transitioning.

    In previous units, as well as in this unit, you have worked on an implementation plan for a company you
    selected. Within this unit, you will gauge the outlook for your company and its prospects for the future. When
    doing so, consider the previous investigation you have done for this course. If you were to combine the work
    from the previous units along with what you will add from this unit, you will see the full implementation plan.
    Consider how you would use plans such as this for your employer or your own business.

    This is a great opportunity for you to demonstrate your understanding of the concepts of strategic
    management and its application to organizations.

    References

    David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
    concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736

    Friedman, T. L. (2005). The world is flat: A brief history of the twenty-first century. Farrar, Straus & Giroux.

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The chapter presentation below will provide you with additional information on this unit’s concepts.

    Access the Chapter 11 Presentation.
    Access the PDF version of the Chapter 11 Presentation.

    [https://online.columbiasouthern.edu/bbcswebdav/xid-147858899_1](https://online.columbiasouthern.edu/bbcswebdav/xid-147858899_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-147859821_1](https://online.columbiasouthern.edu/bbcswebdav/xid-147859821_1)

    **UnitVIIIjournal.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiijournal-pdf-10300161)

    **UnitVIII_Chapter11Presentation.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviii-chapter11presentation-pdf)

    **UnitVIII_Chapter11Presentation.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviii-chapter11presentation-pdf)

    **## UnitVIIIStudyGuide.pdf**

    BUS 4302, Business Policy and Strategy 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    6. Establish a strategic management follow-up process.
    6.1 Develop a strategic plan for business performance.
    6.2 Implement tools for measuring business performance.
    6.3 Integrate corrective actions to increase business performance.

    7. Examine the process of implementing strategies across business operations.

    7.2 Examine internal and external issues facing an organization.

    Required Unit Resources

    Chapter 11: Global and International Issues

    Unit Lesson

    Overview

    Welcome to our final unit for the course. During this unit, we will focus on the global impacts and issues
    related to strategic management. As previously discussed, the overall health of the United States economy is
    based on the global economy condition and outlook. Previous to globalization of the markets, each nation or
    geographic area had its distinct market areas and rarely interacted with other markets. This has drastically
    changed with the increase of air travel, communication capabilities, and overall reliance of a global-based
    economy.

    In 2005, Thomas L. Friedman released his book The World Is Flat: A Brief History of the Twenty-first Century.
    In his book, Friedman tried to highlight the “flattening” of the world economy. His work attempts to help us
    gain a greater understanding of the impact that the growing middle class is having on the worldwide economy;
    Friedman discussed how the global supply/demand scenario we grew up with has changed, and he warned
    about the struggles the western world will have to adjust to the changes (Friedman, 2005).

    Made in Everywhere

    Take a look around your house or apartment, and think about how many products are made in other countries
    and shipped into the United States. Clothing is a great example of a product that is made all around the world.
    Also, consider how many entities have developed, created, shipped, marketed, stored, and displayed the
    product you purchased. Even though the product may have been made overseas, that product does create
    and maintain jobs in the United States because of the distribution network. Take a look at the five largest
    companies in each country. What would happen if these companies decided to only place their product or
    service within their respective country? Would this cause severe economic losses and strategic challenges for
    the companies? The consequences could be stagnant growth, overbearing competition from competing
    entities, and a limited workforce.

    Globalization

    Many of the firms located around the world are not always considered as specific country based, but are
    considered as international. Other corporations may be U.S.-based, or headquartered, entities but are
    aggressively establishing themselves in the international marketplace. A recent example is Uber
    Technologies based out of California, which is a company that provides a technological medium that connects

    UNIT VIII STUDY GUIDE

    International Issues

    BUS 4302, Business Policy and Strategy 2

    UNIT x STUDY GUIDE

    Title

    screened drivers with requesting riders. This service-based corporation has minimal overhead cost (services
    only) and is rapidly expanding to other countries (David et al., 2020). Competitors, such as taxi services,
    describe Uber’s platform as disruptive and not legitimate. Uber describes its service as an alternative
    customer choice in a market that does not give its consumers the freedom to choose service with the ease
    and reliability of a smartphone.

    Corporate Taxes

    Most counties have a set tax rate for doing business in their country. Existing and prospective corporations
    consider these tax implications before setting up their entity in a country. The tax rates can vary throughout
    the world. Rates range from 5.5% up to 50%. The United States has a medium corporate tax rate in
    comparison of rates throughout the world, currently set at 21% (David et al., 2020). This rate is considered
    good for some corporations, thus increasing corporate investment in the United States. Other entities see the
    United States as a must-have market for their portfolio and are willing to pay almost any corporate tax rate.

    Connecting the Dots

    We have covered a great deal of content. This class has asked you to begin to look at your future and
    strategically implement what you have learned.

    As you progress in your educational and professional endeavors, consider the strategy implications of each
    choice and decision you make. For example, is it realistic to try to complete an undergraduate degree in 1
    year? A more realistic goal would allow 4 to 5 years to complete a program of this magnitude. Also, consider
    incorporating some of the tools that we learned about during our time together. A great example is the SWOT
    analysis and its practicality for major life choices. For example, if you are considering switching to a new
    employer, consider the strengths, weakness, opportunities, and threats of transitioning.

    In previous units, as well as in this unit, you have worked on an implementation plan for a company you
    selected. Within this unit, you will gauge the outlook for your company and its prospects for the future. When
    doing so, consider the previous investigation you have done for this course. If you were to combine the work
    from the previous units along with what you will add from this unit, you will see the full implementation plan.
    Consider how you would use plans such as this for your employer or your own business.

    This is a great opportunity for you to demonstrate your understanding of the concepts of strategic
    management and its application to organizations.

    References

    David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
    concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736

    Friedman, T. L. (2005). The world is flat: A brief history of the twenty-first century. Farrar, Straus & Giroux.

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The chapter presentation below will provide you with additional information on this unit’s concepts.

    Access the Chapter 11 Presentation.
    Access the PDF version of the Chapter 11 Presentation.

    [https://online.columbiasouthern.edu/bbcswebdav/xid-147858899_1](https://online.columbiasouthern.edu/bbcswebdav/xid-147858899_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-147859821_1](https://online.columbiasouthern.edu/bbcswebdav/xid-147859821_1)

    **UnitVIIIjournal.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiijournal-pdf-10300161)

    **UnitVIII_Chapter11Presentation.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviii-chapter11presentation-pdf)

    **## UnitVIIIStudyGuide.pdf**

    BUS 4302, Business Policy and Strategy 1

    Course Learning Outcomes for Unit VIII

    Upon completion of this unit, students should be able to:

    6. Establish a strategic management follow-up process.
    6.1 Develop a strategic plan for business performance.
    6.2 Implement tools for measuring business performance.
    6.3 Integrate corrective actions to increase business performance.

    7. Examine the process of implementing strategies across business operations.

    7.2 Examine internal and external issues facing an organization.

    Required Unit Resources

    Chapter 11: Global and International Issues

    Unit Lesson

    Overview

    Welcome to our final unit for the course. During this unit, we will focus on the global impacts and issues
    related to strategic management. As previously discussed, the overall health of the United States economy is
    based on the global economy condition and outlook. Previous to globalization of the markets, each nation or
    geographic area had its distinct market areas and rarely interacted with other markets. This has drastically
    changed with the increase of air travel, communication capabilities, and overall reliance of a global-based
    economy.

    In 2005, Thomas L. Friedman released his book The World Is Flat: A Brief History of the Twenty-first Century.
    In his book, Friedman tried to highlight the “flattening” of the world economy. His work attempts to help us
    gain a greater understanding of the impact that the growing middle class is having on the worldwide economy;
    Friedman discussed how the global supply/demand scenario we grew up with has changed, and he warned
    about the struggles the western world will have to adjust to the changes (Friedman, 2005).

    Made in Everywhere

    Take a look around your house or apartment, and think about how many products are made in other countries
    and shipped into the United States. Clothing is a great example of a product that is made all around the world.
    Also, consider how many entities have developed, created, shipped, marketed, stored, and displayed the
    product you purchased. Even though the product may have been made overseas, that product does create
    and maintain jobs in the United States because of the distribution network. Take a look at the five largest
    companies in each country. What would happen if these companies decided to only place their product or
    service within their respective country? Would this cause severe economic losses and strategic challenges for
    the companies? The consequences could be stagnant growth, overbearing competition from competing
    entities, and a limited workforce.

    Globalization

    Many of the firms located around the world are not always considered as specific country based, but are
    considered as international. Other corporations may be U.S.-based, or headquartered, entities but are
    aggressively establishing themselves in the international marketplace. A recent example is Uber
    Technologies based out of California, which is a company that provides a technological medium that connects

    UNIT VIII STUDY GUIDE

    International Issues

    BUS 4302, Business Policy and Strategy 2

    UNIT x STUDY GUIDE

    Title

    screened drivers with requesting riders. This service-based corporation has minimal overhead cost (services
    only) and is rapidly expanding to other countries (David et al., 2020). Competitors, such as taxi services,
    describe Uber’s platform as disruptive and not legitimate. Uber describes its service as an alternative
    customer choice in a market that does not give its consumers the freedom to choose service with the ease
    and reliability of a smartphone.

    Corporate Taxes

    Most counties have a set tax rate for doing business in their country. Existing and prospective corporations
    consider these tax implications before setting up their entity in a country. The tax rates can vary throughout
    the world. Rates range from 5.5% up to 50%. The United States has a medium corporate tax rate in
    comparison of rates throughout the world, currently set at 21% (David et al., 2020). This rate is considered
    good for some corporations, thus increasing corporate investment in the United States. Other entities see the
    United States as a must-have market for their portfolio and are willing to pay almost any corporate tax rate.

    Connecting the Dots

    We have covered a great deal of content. This class has asked you to begin to look at your future and
    strategically implement what you have learned.

    As you progress in your educational and professional endeavors, consider the strategy implications of each
    choice and decision you make. For example, is it realistic to try to complete an undergraduate degree in 1
    year? A more realistic goal would allow 4 to 5 years to complete a program of this magnitude. Also, consider
    incorporating some of the tools that we learned about during our time together. A great example is the SWOT
    analysis and its practicality for major life choices. For example, if you are considering switching to a new
    employer, consider the strengths, weakness, opportunities, and threats of transitioning.

    In previous units, as well as in this unit, you have worked on an implementation plan for a company you
    selected. Within this unit, you will gauge the outlook for your company and its prospects for the future. When
    doing so, consider the previous investigation you have done for this course. If you were to combine the work
    from the previous units along with what you will add from this unit, you will see the full implementation plan.
    Consider how you would use plans such as this for your employer or your own business.

    This is a great opportunity for you to demonstrate your understanding of the concepts of strategic
    management and its application to organizations.

    References

    David, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach,
    concepts and cases (17th ed.). Pearson. https://online.vitalsource.com/#/books/9780135203736

    Friedman, T. L. (2005). The world is flat: A brief history of the twenty-first century. Farrar, Straus & Giroux.

    Suggested Unit Resources

    In order to access the following resources, click the links below.

    The chapter presentation below will provide you with additional information on this unit’s concepts.

    Access the Chapter 11 Presentation.
    Access the PDF version of the Chapter 11 Presentation.

    [https://online.columbiasouthern.edu/bbcswebdav/xid-147858899_1](https://online.columbiasouthern.edu/bbcswebdav/xid-147858899_1)

    [https://online.columbiasouthern.edu/bbcswebdav/xid-147859821_1](https://online.columbiasouthern.edu/bbcswebdav/xid-147859821_1)

    **UnitVIIIjournal.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviiijournal-pdf-10300161)

    **UnitVIII_Chapter11Presentation.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/unitviii-chapter11presentation-pdf)

  • [Solved] Policy and Strategy- VII

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) Must use the attached template and have cover page and a reference page to your SWOT analysis. Other instructions attached. – [\ \ UnitVIIassignment.pdf](https://www.sweetstudy.com/files/unitviiassignment-pd…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    Must use the attached template and have cover page and a reference page to your SWOT analysis. Other instructions attached.

    – [\
    \
    UnitVIIassignment.pdf](https://www.sweetstudy.com/files/unitviiassignment-pdf-10300153 "UnitVIIassignment.pdf")
    – [\
    \
    UnitVIIStudyGuide.pdf](https://www.sweetstudy.com/files/unitviistudyguide-pdf-10300155 "UnitVIIStudyGuide.pdf")
    – [\
    \
    UnitVII_Chapter10Presentation.pdf](https://www.sweetstudy.com/files/unitvii-chapter10presentation-pdf "UnitVII_Chapter10Presentation.pdf")
    – [\
    \
    UnitVII_SWOTTemplate.doc](https://www.sweetstudy.com/files/unitvii-swottemplate-doc-10300159 "UnitVII_SWOTTemplate.doc")

    – a year ago