Answer and Explanation:
The journal entry is shown below;
Bond payable $1,000,000
Loss on retirement of bond $20,000
To Discount on bond $10,000
To Cash $1,010,000
(Being the loss on retirement of bond is recorded)
For recording this we debited the bond payable and loss as it decrease the current liabilities and it increased the losses at the same time it decreased the discount and decreased the cash so the respective accounts are credited
Answer:
Explanation:
The stockholder's equity statement is composed of common stock and retained earnings. The ending balance shown in the attached spreadsheet, after modification.
The Ending balance of earnings retained = Starting balance of earnings retained + net income - dividend paid
And, Ending balance of common stock = Starting balance of common stock + issued stock
The preparation of the stockholders ' equity statement for the year ended December 31, 20Y7 is provided in the spreadsheet. The attachment below is:
Answer:
a. money that a consumer spends with one firm as a share of all the money that the consumer spends in that category.
Explanation:
A customer normally shares his spending among different retail outlets. The concept of customer wallet is a measure of spending on one particular brand compared to all spendings in a category.
This will help businesses know how much customers are pending with them in comparism with what they are spending on competitor's goods. Insights can be used to strategize on how to increase customer's share of wallet.
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In the presentation stage of the sales process, a salesperson describes a person's features and relates them to the customer's needs.
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Answer:
When Peter Solvik joined Cisco in January 1993 as the company's CIO, Cisco was a $500 million company running a UNIX-based software package to support its core transaction processing, including financial, manufacturing, and order entry systems. At that time, Cisco was experiencing significant growth. However, the application didn't provide the degree of redundancy, reliability, and maintainability that Cisco needed to meet the business requirements anymore. The current systems may be good for $300 million companies, but they were not suitable for a $1 billion dollar company. Solvik let each functional area make its own decision regarding the application and timing of its move, but all functional areas were required to use common architecture and databases. However, in the following years, the functional area were facing dilemma. Anything Cisco did would just run over the legacy systems. It turned into an effort to constantly band-aid the existing systems. So the systems replacement difficulties of functional areas perpetuated the deterioration of Cisco's legacy environment. System outages became routines. Finally, in January of 1994, Cisco's legacy environment failed. As a result, the company was largely shut down for two days.
Why were no managers eager to take on this project?
Because if Cisco wanted to replace the existing legacy systems, the system in each functional areas had to make change accordingly. Take manufacturing for example, if manufacturing wanted to spend $5 or $6 million dollars to buy a package and by the way it will take a year or more to get it. It was too much to justify. Therefore, none of managers was going to throw out the legacies and do something big. In a word, because implementation a new system would cost a lot of money and take long time to be realized, no one was individually going to go out and buy a package.
Explanation:
