A company has agreed to provide a customer with a package of standard car maintenance services for $100. The package consists of an oil change, for which the company normally charges $75, and a tire rotation, for which the company normally charges $50. What amount of revenue should be recognized?

The amount of revenue that should be recognized by the company is $100 (divided into Oil change, $60, and Tire rotation, $40).

According to the revenue recognition principle under the U.S. GAAP and IFRS, revenue is recognized when some performance criteria have been met.

The principle also recognizes that revenue recognition should be based on the percentage of the value when there is more than one performance criterion involved.

Standard car maintenance services price = $100

Oil change = $75

Tire rotation = $50

Total normal cost = $125

Percentage of oil change to normal cost = 60% ($75/$125 x 100)

Percentage of tire rotation to normal cost = 40% ($50/$125 x 100)

Revenue recognition:

Oil change = $60 ($100 x 60%)

Tire rotation = $40 ($100 x 40%)

Thus, the amount of revenue that should be recognized is $100 (divided into Oil change, $60, and Tire rotation, $40).

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Norton Company has accounts receivable of $40,000 in its general ledger at July 31: During August, the following transactions occurred. Aug. 1 Added 1% finance charges to $13,000 of credit card balances for not paying within the 30 day grace period. 15 Sold $21,000 of accounts receivable to Iron Factors Inc. who charge a 4% commission. 28 Collected $8,000 from Norton credit card customers which included $400 of finance charges previously billed.
Required:
a. Journalize the transactions.
b. Indicate the statement presentation of finance and service charges.

Which of the following actions could be a source of cross-contamination?

Sanitizing a surface when switching from raw to ready-to-eat foods
Wiping your hands on a dirty apron between handling different foods
• • •
Using a separate slicer for cheese and meats
Washing your hands after preparing a raw food item

An airline employee that is ensuring passengers have no difficulties with seating, meals, baggage, transfers, or rebookings is exhibiting which dimension of service quality?.

level strategy withing the business

A company has the following liabilities as of December 31:

Accounts payable $150,000
Notes payable (current portion) 217,000
Salaries and wages payable 55,000
Installment notes payable 1,140,000
Interest payable 32,000
Payroll taxes payable 15,500

What is the amount of total current liabilities reported on the balance sheet?

a. $319,500
b. $469,500
c. $1,609,500
d. $437,500

Q1: In about 200 words, write an essay analyzing the below case study using the SWOT framework.
• Students are required to define each key concept (SWOT) and to identify 4 strengths, 4 weaknesses, 2 opportunity, and 2 threats. Then to write an analytical text for the case study. Then to write an analytical essay for the case study. (60%)


Q2: In about 200 words, write an essay analyzing the STEEPLE Module .
Students are required to define each key concept (STEEPLE) and to illustrate all concepts with examples




Nike’s Goddess
Could a famously masculine company finally click with female customers? That was the challenge behind Nike Goddess, whose goal was to change how the company designed for, sold, and communicated with women.
In its 30-year history, Nike had become the undisputed leader in sports marketing. But beneath the success was an Achilles’ heel. Nike is named after a woman – the Greek goddess of victory – but for most of its history, the company had been perceived as being mostly about men. Could Nike do more to realize the full potential of female customers? And how could it afford not to, given the threats to its future with Air Jordan running out of air and brands like Skechers digging into the teen market with shoes inspired by skateboarding, not basketball. That was the huge question at Nike HQ. The launch of Nike Goddess was the makings of an answer.
Just Doing It Differently
For much of its history, Nike’s destiny was controlled by its founders, Phil Knight and his running buddies, who signed up athletes in locker rooms and made the executive decisions. But by throwing together a diverse team of people with different backgrounds and different levels of seniority, Nike has found that it can keep many of its core attributes while adding new sources of inspiration. Take the combination of star designer John Hoke and newcomer Mindy Grossman, vice president of global apparel. Hoke designed the look and feel of the first Nike Goddess store. Then Grossman, whose career has included helping make Ralph Lauren into a retail icon, pitched1 the design ideas to Nike’s top retailers as stores within stores. Now it looks like Nike has a chance to reach a crucial objective: double its sales to women by the end of the decade.
How to Sell to Women
Nike Goddess began as a concept for a women-only store, and there’s a reason why. Many of the retail settings in which the company’s products were found were a turnoff to female customers: dark, loud, and harsh – in a word, male. In sharp contrast, the Nike Goddess stores have the comforting feel of a woman’s own home.
How to Design for Women
Designing a new approach to retail was only one element in Nike’s campaign. Another was redesigning the shoes and clothes themselves. Nike’s footwear designers worked on 18-month production cycles – which made it hard to stay in step with the new styles and colors for women. The apparel group, which worked around 12-month cycles, was better at keeping up with fashion trends. But that meant that the clothes weren’t coordinated with the shoes – a big turnoff 2 for women.
How to Talk to Women
When Jackie Thomas, Nike’s US brand marketing director for women, first heard the phrase ‘Nike goddess,’ she wasn’t impressed. ‘I don’t like talking to women through gender,’ she says. Nike Goddess had to mean something to women and it was her job to make that happen. ‘Women don’t need anybody’s permission. We are at our best when we are showing women a place where they didn’t think they could be.’ For John Hoke, the real power of Nike Goddess is not about traffic at stores. It’s about changing minds inside the company. ‘I knew that Goddess could galvanise3 us,’ he says, ‘It was an opportunity to redefine and re-energies our entire brand around a market that was taking off.’

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