Advantages and Disadvantages of Communication Technology

CHAPTER 15 Long-Term Liabilities ANSWERS TO QUESTIONS 1. (a) Long-term liabilities are obligations that are expected to be paid after one year. Examples include bonds, long-term notes, and lease obligations. (b) Bonds are a form of interest-bearing notes payable used by corporations, universities, and governmental agencies. 2. (a) The major advantages are: (1) Stockholder control is not affected—bondholders do not have voting rights, so current stockholders retain full control of the company. (2) Tax savings result—bond interest is deductible for tax purposes; dividends on stock are not. 3) Earnings per share may be higher—although bond interest expense will reduce net income, earnings per share on common stock will often be higher under bond financing because no additional shares of common stock are issued. (b) The major disadvantages in using bonds are that interest must be paid on a periodic basis and the principal (face value) of the bonds must be paid at mat urity. 3. (a) Secured bonds have specific assets of the issuer pledged as collateral. In contrast, unsecured bonds are issued against the general credit of the borrower. These bonds are called debenture bonds. (b) Term bonds mature at a single specified future date.In contrast, serial bonds mature in installments. (c) Registered bonds are issued in the name of the owner. In contrast, bearer (coupon) bonds are not registered. Holders of bearer bonds must send in coupons to receive interest payments. (d) Convertible bonds may be converted into common stock at the bondholders’ option. Callable bonds are subject to retirement at a stated dollar amount prior to maturity at the option of the issuer. 4. (a) Face value is the amount of principal due at the maturity date. (b) The contractual interest rate is the rate used to determine the amount of cash interest the borrower pays and the investor receives.This rate is also called the stated interest rate because it is the rate stated on the bonds. (c) A bond indenture is a legal document that sets forth the terms of the bond issue. (d) A bond certificate is a legal document that indicates the name of the issuer, the face value of the bonds, the contractual interest rate and maturity date of the bonds. 5. The two major obligations incurred by a company when bonds are issued are the interest payments due on a periodic basis and the principal which must be paid at maturity. 6. Less than.Investors are required to pay more than the face value; therefore, the market interest rate is less than the contractual rate. 7. $28,000. $800,000 X 7% X 1/2 year = $28,000. Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) 15-1 Questions Chapter 15 (Continued) *8. $860,000. The balance of the Bonds Payable account minus the balance of the Discount on Bonds Payable account (or plus the balance of the Premium on Bonds Payable account) equals the carrying valu e of the bonds. *9. Debits: Credits:Bonds Payable (for the face value) and Premium on Bonds Payable (for the unamortized balance). Cash (for 97% of the face value) and Gain on Bond Redemption (for the difference between the cash paid and the bonds’ carrying value). *10. A convertible bond permits bondholders to convert it into common stock at the option of the bondholders. (a) For bondholders, the conversion option gives an opportunity to benefit if the market price of the common stock increases substantially. (b) For the issuer, convertible bonds usually have a higher selling price and a lower rate of interest than comparable debt securities without the conversion option. 11. No, Tim is not right. Each payment by Tim consists of: (1) interest on the unpaid balance of the loan and (2) a reduction of loan principal. The interest decreases each period while the portion applied to the loan principal increases each period. *12. (a) A lease agreement is a contract in which the les sor gives the lessee the right to use an asset for a specified period in return for one or more periodic rental payments. The lessor is the owner of the property and the lessee is the renter or tenant. (b) The two most common types of leases are operating leases and capital leases. c) In an operating lease, the property is rented by the lessee and the lessor retains all ownership risks and responsibilities. A capital lease transfers substantially all the benefits and risks of ownership from the lessor to the lessee, so that the lease is in effect a purchase of the property. *13. This lease would be reported as an operating lease. In an operating lease, each payment is debited to Rent Expense. Neither a leased asset nor a lease liability is capitalized. *14. In a capital lease agreement, the lessee records the present value of the lease payments as an asset and a liability.Therefore, Rondelli Company would debit Leased Asset-Equipment for $186,300 and credit Lease Liability for the s ame amount. *15. The nature and the amount of each long-term liability should be presented in the balance sheet or in schedules in the accompanying notes to the statements. The notes should also indicate the interest rates, maturity dates, conversion privileges, and assets pledged as collateral. *16. Laura is probably indicating that since the borrower has the use of the bond proceeds over the term of the bonds, the borrowing rate in each period should be the same.The effective-interest method results in a varying amount of interest expense but a constant rate of interest on the balance outstanding. Accordingly, it results in a better matching of expenses with revenues than the straight-line method. When the difference between the straight-line method of amortization and the effective interest method is material, GAAP requires the use of the effective interest method. *17. Decrease. Under the effective-interest method the interest charge per period is determined by multiplying the c arrying value of the bonds by the effective-interest rate.When bonds are issued 15-2 Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) Questions Chapter 15 (Continued) at a premium, the carrying value decreases over the life of the bonds. As a result, the interest expense will also decrease over the life of the bonds because it is determined by multiplying the decreasing carrying value of the bonds at the beginning of the period by the effective-interest rate. *18. No, Tina is not right.The market price of any bond is a function of three factors: (1) The dollar amounts to be received by the investor (interest and principal), (2) The length of time until the amounts are received (interest payment dates and maturity date), and (3) The market interest rate. *19. The straight-line method results in the same amortized amount being assigned to Interest Expense each interest period. This amount is determined by divi ding the total bond discount or premium by the number of interest periods the bonds will be outstanding. *20. $28,000. Interest expense is the interest to be paid in cash less the premium amortization for the year.Cash to be paid equals 8% X $400,000 or $32,000. Total premium equals 5% of $400,000 or $20,000. Since this is to be amortized over 5 years (the life of the bonds) in equal amounts, the amortization amount is $20,000 ? 5 = $4,000. Thus, $32,000 – $4,000 or $28,000 equals interest expense for 2010. 21. PepsiCo redeemed (paid) $579 million of long-term debt. Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) 15-3 SOLUTIONS TO BRIEF EXERCISES BRIEF EXERCISE 15-1 Issue Stock Outstanding shares (b) Earnings per share (a) ? (b) $700,000 0 700,000 210,000 $490,000 $700,000 60,000 540,000 162,000 $378,000 700,000 $0. 70 Income before interest and taxes Interest ($2,000,000 X 8%) Income before income t axes Income tax expense (30%) Net income (a) Issue Bond 500,000 $0. 76 Net income is higher if stock is used. However, earnings per share is lower than earnings per share if bonds are used because of the additional shares of stock that are outstanding. BRIEF EXERCISE 15-2 (a) Jan. 1 (b) July 1 (c) Dec. 31 15-4 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable (3,000 X $1,000) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3,000,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($3,000,000 X 8% X 1/2)†¦Ã¢â‚¬ ¦. 20,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Payable ($3,000,000 X 8% X 1/2)†¦Ã¢â‚¬ ¦. 120,000 Copyright  © 2010 John Wiley & Sons, Inc. 3,000,000 120,000 Weygandt, Accounting Principles, 9/e, Solutions Manual 120,000 (For Instructor Use Only) BRIEF EXERCISE 15-3 (a) Jan. 1 (b) Jan. 1 Cash ($2,000,000 X . 97)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,940,000 60,000 Cash ($2,000,000 X 1. 04)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Premium on Bonds Payable †¦.. 2,080,000 2,000,000 2,000,000 80,000 BRIEF EXERCISE 15-4 1. 2. 3. Jan. 1 July 1Sept. 1 Cash (1,000 X $1,000)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,000,000 Cash ($800,000 X 1. 02)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Premium on Bonds Payable †¦.. 816,000 Cash ($200,000 X . 98) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 196,000 4,000 1,000,000 800,000 16,000 200,000 BRIEF EXERCISE 15-5 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Loss on Bond Redemption ($1,010,000 – $940,000) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Cash ($1,000,000 X 101%) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Copyright  © 2010 John Wiley & Sons, Inc. 1,000,000 Weygandt, Accounting Principles, 9/e, Solutions Manual 70,000 60,000 1,010,000 (For Instructor Use Only) 15-5 BRIEF EXERCISE 15-6 (A) Semiannual Interest Period Issue Date 1 Dec. 31 June 30 Cash Payment $48,145 (B) Interest Expense (D) X 5% $30,000 (C) Reduction of Principal (A) – (B) (D) Principal Balance (D) – (C) $18,145 $600,000 581,855 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Mortgage Notes Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 600,000 Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 30,000 18,145 600,000 48,145 BRIEF EXERCISE 15-7 1. 2. Rent Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 80,000 Leased Asset—Building †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Lease Liability†¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 700,000 80,000 700,000 BRIEF EXERCISE 15-8 Long-term liabilities Bonds payable, due 2012 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Less: Discount on bonds payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Notes payable, due 2015†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Lease liability†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Total long-term liabilities †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15-6 Copyright  © 2010 John Wiley & Sons, Inc. $500,000 45,000 $455,000 80,000 70,000 $605,000 Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) *BRIEF EXERCISE 15-9 (b) i = 10% ? $10,000 0 1 2 3 4 5 6 7 8 Discount rate from Table 15 A-1 i s . 46651 (8 periods at 10%). Present value of $10,000 to be received in 8 periods discounted at 10% is therefore $4,665. 10 ($10,000 X . 46651). (b) = 8% ? 0 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 1 2 3 4 5 6 Discount rate from Table 15 A-2 is 4. 62288 (6 periods at 8%). Present value of 6 payments of $20,000 each discounted at 8% is therefore $92,457. 60 ($20,000 X 4. 62288). *BRIEF EXERCISE 15-10 (a) Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Discount on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 46,884 1,884 45,000 (b) Interest expense is greater than interest paid because the bonds sold at a discount which must be amortized over the life of the bonds.The bonds sold at a discount because in vestors demanded a market interest rate higher than the contractual interest rate. (c) Interest expense increases each period because the bond carrying value increases each period. As the market interest rate is applied to this bond carrying amount, interest expense will increase. Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) 15-7 *BRIEF EXERCISE 15-11 (a) Jan. 1 (b) July 1 Cash (. 96 X $5,000,000) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. ,800,000 200,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Discount on Bonds Payable ($200,000 ? 20) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($5,000,000 X 9% X 1/2) †¦Ã¢â‚¬ ¦.. 235,000 5,000,000 10,000 225,000 *BRIEF EXERCISE 15-12 (a) Cash (1. 02 X $3,000,000)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Premium on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3,060,000 (b) Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Premium on Bonds Payable ($60,000 ? 10)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($3,000,000 X 10% X 1/2) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 144,000 15-8Copyright  © 2010 John Wiley & Sons, Inc. 3,000,000 60,000 6,000 Weygandt, Accounting Principles, 9/e, Solutions Manual 150,000 (For Instructor Use Only) SOLUTIONS FOR DO IT! REVIEW EXERCISES DO IT! 15-1 1. 2. 3. 4. 5. False. Mortgage bonds and sinking fund bonds are both examples of secured bonds. False. Convertible bonds can be converted into common stock at the bondholder’s option; callable bonds can b e retired by the issuer at a set amount prior to maturity. True. True. True. DO IT! 15-2 (a) Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Premium on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. (To record sale of bonds at a premium) 312,000 300,000 12,000 (b) Long-term liabilities Bonds payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Plus: Premium on bonds payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $300,000 12,000 $312,000 DO IT! 15-3 Loss on Bond Redemption†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ (To record redemption of bonds at 99)Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual 6,000 400,000 10,000 396,000 (For Instructor Use Only) 15-9 DO IT! 15-4 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mortgage Notes Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (To record mortgage loan) Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ (To record semiannual payment on mortgage) 50,000 350,000 10,500* 7,357 17,857 *Interest expense = $350,000 X 6% X 6/12 DO IT! 15-5 (a) Leased Asset—Equipment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Lease Liability†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (To record leased asset and lease liability) 192,000 192,000 (b) The debt to total assets ratio = $1,100,000 ? $1,800,000 = 61%. This ratio means that 61% of the total assets were provided by creditors. The higher the percentage of debt to tota l assets, the greater the risk that the company may be unable to meet its maturing obligations. 15-10 Copyright  © 2010 John Wiley & Sons, Inc.Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) SOLUTIONS TO EXERCISES EXERCISE 15-1 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. True. True. False. When seeking long-term financing, an advantage of issuing bonds over issuing common stock is that tax savings result. True. False. Unsecured bonds are also known as debenture bonds. False. Bonds that mature in installments are called serial bonds. True. True. True. True. EXERCISE 15-2 Plan One Issue Stock Income before interest and taxes Interest ($2,700,000 X 10%) Income before taxes Income tax expense (30%) Net income Outstanding sharesEarnings per share Plan Two Issue Bonds $800,000 — 800,000 240,000 $560,000 150,000 $3. 73 $800,000 270,000 530,000 159,000 $371,000 90,000 $4. 12 EXERCISE 15-3 (a) Jan. 1 (b) July 1 (c) Dec. 31 Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 500,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($500,000 X 10% X 1/2)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 25,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 25,000 Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual 500,000 25,000 25,000 For Instructor Use Only) 15-11 EXERCISE 15-4 (a) Jan. 1 (b) July 1 (c) Dec. 31 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 300,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash ($300,0 00 X 8% X 1/2) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bond Interest Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12,000 300,000 12,000 12,000 EXERCISE 15-5 (a) Jan. 1 2010 Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 400,000 400,000 (b) July 1 Bond Interest Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Cash ($400,000 X 9% X 1/2)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18,000 Bond Interest Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18,000 18,000 (c) Dec. 31 (d) Jan. 15-12 1 2020 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Copyright  © 2010 John Wiley & Sons, Inc. 18,000 400,000 Weygandt, Accounting Principles, 9/e, Solutions Manual 400,000 (For Instructor Use Only) EXERCISE 15-6 At 100 (a) (1) Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1,000,000 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1,000,000 At 98 (2)Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 980,000 20,000 1,000,000 At 103 (3) Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦.. 1,030,000 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1,000,000 Premium on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 30,000 Retirement of bonds at maturity (b) Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1,000,000 1,000,000 Retirement of bonds before maturity at 98 (c)Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1,000,000 Premium on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9,000 Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Gain on Bond Redemption †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 980,000 29,000 Convers ion of bonds into common stock (d) Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Common Stock †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Paid-in Capital in Excess of Par Value†¦. Copyright  © 2010 John Wiley & Sons, Inc. 1,000,000 Weygandt, Accounting Principles, 9/e, Solutions Manual 300,000 700,000 (For Instructor Use Only) 15-13 EXERCISE 15-7 (a) (1) 2) Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 485,000 15,000 500,000 Semiannual interest payments ($20,000* X 10) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Plu s: Bond discount†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Total cost of borrowing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $200,000 15,000 $215,000 *($500,000 X . 08 X 6/12) OR Principal at maturity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Semiannual interest payments ($20,000 X 10)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Cash to be paid to bondholders†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash received from bondholders†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Total cost of borrowing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (b) (1) (2) Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Premium on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $500,000 200,000 700,000 485,000 $215,000 525,000 Semiannual interest payments ($20,000 X 10)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Less: Bond Premium†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Total cost of borrowing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 500,000 25,000 $200,000 25,000 $175,000OR Principal at maturity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Semiannual interest payments ($20,000 X 10)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash to be paid to bondholders†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash received from bondholders†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Total cost of borro wing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15-14 Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual $500,000 200,000 700,000 525,000 $175,000 (For Instructor Use Only) EXERCISE 15-8 (a) Jan. 1 (b) Jan 1 (c) July 1 Bond Interest Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2,000 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Loss on Bond Redemption†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($600,000 X 1. 04) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 600,000 24,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($1,000,000 X 9% X 1/2)†¦Ã¢â‚¬ ¦.. 45,000 72,000 624,000 45,000 EXERCISE 15-9 1. 2. 3. June 30 June 30 Dec. 31 Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Loss on Bond Redemption ($132,600 – $117,500)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Discount on Bonds Payable ($130,000 – $117,500) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash ($130,000 X 102%)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 130,000 Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Premium on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Gain on Bond Redemption ($151,000 – $147,000) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash ($150,000 X 98%)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 150,000 1,000 Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Common Stock ($5 X 20* X 30)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Paid-in Capital in Excess of Par Value †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20,000 15,100 12,500 132,600 4,000 147,000 3,000 17,000 *($20,000 ? $1,000) Note: As per the textbook, the market value of the stock is ignored in the conversion. Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) 5-15 EXERCISE 15-10 Dec. 31 June 30 Dec. 31 2010 Issuance of Note Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mortgage Notes Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2011 First Installment Payment Interest Expense ($240,000 X 10% X 6/12) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Second Installment Payment Interest Expense [($240,000 – $8,000) X 10% X 6/12] †¦Ã¢â‚¬ ¦ †¦ Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 240,000 240,000 12,000 ,000 20,000 11,600 8,400 20,000 EXERCISE 15-11 (a) January 1, 2010 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 300,000 300,000 June 30, 2010 Interest Expense ($300,000 X 8% X 6/12)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12,000 8,000 20,000 December 31, 2010 Interest Expense ($292,000 X 8% X 6/12)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15-16 Copyright  © 2010 John Wiley & Sons, Inc. 11,680 8,320 Weygandt, Accounting Principles, 9/e, Solutions Manual 20,000 (For Instructor Use Only) EXERCISE 15-11 (Continued) (b) Current: $17,652 [$20,000 – ($283,680 X 8% X 6/12)] + [$20,000 – ($275,027 X 8% X 6/12)] Long-term: $266,028 [($300,000 – $8,000 – $8,320) – $17,652] EXERCISE 15-12 (a) Car Rental Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦ (b) Jan. 1 500 Leased Asset-Equipment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Lease Liability †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4,606 500 74,606 EXERCISE 15-13 Long-term liabilities Bonds payable, due 2015 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $180,000 Add: Premium on bonds payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 32,000 Lease liability †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Total long-term liabilities †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ $212,000 89,500 $301,500 Note: Bond Interest Payable is a current liability EXERCISE 15-14 (a) Total assets †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Less: Total liabilities †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Total stockholders’ equity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (b) Debt to total assets ratio $1,000,000 620,000 $ 380,000 Total liabilities $620,000 = = 62% Total assets $1,000,000 (c) Times interest earned ratio = Net income + Income tax expense + Interest expense Interest expense = Copyright  © 2010 John Wiley & Sons, Inc. $150,000 + $100,000 + $7,000 = 36. 7 times $7,000 Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) 15-17 *EXERCISE 15-15 Present value of principal ($200,000 X . 61391) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Present value of interest ($8,000 X 7. 72173) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Market price of bonds†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $122,782 61,774 $184,556 *EXERCISE 15-16 a) Jan. 1 (b) July 1 (c) Dec. 31 15-18 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Bond Interest Expense ($562,613 X 5%)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Discount on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash ($600,000 X 9% X 1/2) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Expense [($562,613 + $1,131) X 5%] †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Discount on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Bond Interest Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Copyright  © 2010 John Wiley & Sons, Inc. 562,613 37,387 600,000 28,131 1,131 27,000 28,187 Weygandt, Accounting Principles, 9/e, Solutions Manual ,187 27,000 (For Instructor Use Only) Weygandt, Accounting Principles, 9/e, Solutions Manual *EXERCISE 15-16 (Continued) Copyright  © 2010 John Wiley & Sons, Inc. (b), (c) Semiannual Interest Periods Issue date 1 2 ( A) Interest to Be Paid (4. 5% X $600,000) 27,000 27,000 (B) Interest Expense to Be Recorded (5% X Preceding Bond Carrying Value) (E X . 05) 28,131 28,187 (C) Discount Amortization (B) – (A) 1,131 1,187 (D) Unamortized (E) Discount Bond (D) – (C) Carrying Value 37,387 36,256 35,069 562,613 563,744 564,931 (For Instructor Use Only) 15-19 *EXERCISE 15-17 (a) Jan. (b) July 1 1 (c) Dec. 31 15-20Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Premium on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bond Interest Expense ($318,694 X 5%)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Premium on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash ($300,000 X 11% X 1/2)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Expense [($318,694 – $565) X 5%] †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Premium on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Bond Interest Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Copyright  © 2010 John Wiley & Sons, Inc. 318,694 18,694 300,000 15,935 565 16,500 15,906 594 Weygandt, Accounting Principles, 9/e, Solutions Manual 6,500 (For Instructor Use Only) Weygandt, Accounting Principles, 9/e, Solutions Manual (B) Interest Expense (A) to Be Recorded (C) (D) Semiannual Interest to (5. 0% X Preceding Premium Unamortized (E) Interest Be Paid Bond Carrying Value) Amortization Premium Bond Periods (5. 5% X $300,000) (E X . 05) (A) – (B) (D) – (C) Carrying Value Issue date 1 2 16,500 16,500 15,935 15,906 565 594 18,694 18,129 17,535 318,694 318,129 317,535 *EXERCISE 15-17 (Continued) Copyright  © 2010 John Wiley & Sons, Inc. (b), (c) (For Instructor Use Only) 15-21 *EXERCISE 15-18 (a) Jan. 1 (b) July 1 (c) Dec. 31 (d) Jan. 1Cash ($400,000 X 103%) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Premium on Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 412,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Premium on Bonds Payable ($12,000 X 1/40) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($400,000 X 9% X 1/2) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17,700 Bond Interest Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Premium on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17,700 300 2030 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12,000 400,000 300 18,000 18,000 400,000 400,000 *EXERCISE 15-19 (a) Dec. 1 (b) June 30 (c) Dec. 31 (d) Dec. 31 15-22 2009 Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2010 Bond Interest Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable ($70,000 ? 20) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($800,000 X 11% X 1/2)†¦Ã¢â‚¬ ¦.. 2010 Bond Interest Expense†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Discount on Bonds Payable †¦Ã¢â‚¬ ¦.. Cash ($800,000 X 11% X 1/2)†¦Ã¢â‚¬ ¦.. 2019 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Copyright  © 2010 John Wiley & Sons, Inc. 30,000 70,000 800,000 47,500 3,500 44,000 47,500 3,500 44,000 800, 000 Weygandt, Accounting Principles, 9/e, Solutions Manual 800,000 (For Instructor Use Only) SOLUTIONS TO PROBLEMS PROBLEM 15-1A (a) May 1 (b) Dec. 31 2010 Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bond Interest Payable ($600,000 X 9% X 2/12)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 600,000 600,000 9,000 9,000 (c) Current Liabilities Bonds Interest Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. $ Long-term Liabilities Bonds Payable, due 2015 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (d) May 1 e) Nov. 1 (f) Nov. 1 2011 Bond Interest Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Bond Interest Expense ($600,000 X 9% X 4/12) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash†¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9,000 $600,000 9,000 18,000 27,000 Bond Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($600,000 X 9% X 1/2)†¦Ã¢â‚¬ ¦.. 27,000 Bonds Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Loss on Bond Redemption†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash ($600,000 X 1. 02) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 600,000 12,000 Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual 27,000 612,000 (For Instructor Use Only) 15-23 PROBLEM 15-2A (a) Jan. 2010 Cash ($500,000 X 1. 04) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Premium on Bonds Payable †¦Ã¢â‚¬ ¦. 520,000 500,000 20,000 (b) Current Liabilities Bond interest payable ($500,000 X 10% X 1/2) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦. Long-term Liabilities Bonds payable, due 2020†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Add: Premium on bonds payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. (c) Jan. 1 2012 Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Premium on Bonds Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Loss on Bond Redemption †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Cash ($500,000 X 1. 05) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. $ 25,000 $500,000 18,000 $518,000 500,000** 16,000** 9,000* 25,000 *($525,000 – $516,000) 15-24 Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) PROBLEM 15-3A (a) Semiannual Interest Period Cash Payment Issue Date 1 2 3 4 (b) Dec. 31 June 30 Dec. 31 $29,433 29,433 29,433 29,433 Interest Expense $16,000 15,463 14,904 14,323 Reduction of Principal Principal Balance $13,433 13,970 14,529 15,110 $400,000 386,567 372,597 358,068 342,958 2009 Cash †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Mortgage Notes Payable†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 400,000 2010 Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 16,000 13,433 Interest Expense †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Mortgage Notes Payable †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Cash†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ (c) 400,000 29,433 15,463 13,970 29,433 12/31/10 Current Liabilities Current portion of mortgage notes payable $ 29,639** Long-term Liabilities Mortgage notes payable, due 2019 $342,958** **($14,529 + $15,110) **($372,597 – $14,529 – $15,110) Copyright  © 2010 John Wiley & Sons, Inc. Weygandt, Accounting Principles, 9/e, Solutions Manual (For Instructor Use Only) 15-25

Victoria Secret Pink Case Study

1. Analyze the buyer decision process of a typical Pink. * Consumers, not only Pink consumers, have a buyer decision process. This decision process includes need recognition, information search, evaluating alternatives, purchase decision, and post-purchase decision. In Pink buyer’s case, I believe many of them find the â€Å"need† to buy because they want to keep up with the newest trends and be fashionable. They are not buying this line of clothes because they do not have any and desperately need clothes, but rather it is being based on external factors whether it’s what they see possibly on TV, internet, or in magazines. When it comes to the information search, I believe it is mainly external, although some loyal consumers do have internal information. I think teens and tweens are buying the Pink brand based on what they hear from friends and family members and also the advertising they see on TV and the internet. When evaluating the alternatives, it depends on why the consumer is buying Pink. If they are buying the brand to be fashionable and trendy, they are less likely to seek out an alternative since in their eyes they see Pink as the only brand. If they are looking for sweats to use for athletic events rather than being casual around the house or dorms, they might consider looking at brands such as Nike or Adidas as being alternatives, but once again, it depends on why the consumer buys the Pink brand in the first place. The purchase decision comes down to whether or not Pink is the best choice. There are also other factors that come into play such as friends or family comments or reactions to the product. The post-purchase decision will form lasting impressions on the consumer and be a base as to whether or not the consumer stays loyal in future purchases. If the Pink brand meets or exceeds the expectations of the consumer, the consumer will most likely stay loyal to the company and spread the word to friends. 2. Apply the concept of â€Å"aspirational groups† to Victoria’s Secret Pink line. Should marketer’s have boundaries with regard to this concept? * There are a few aspirational groups when it comes to the Victoria Secret Pink line. First, one of the target markets in college girls, consumers of the Pink line may be ones of a sorority or club at college. Another aspirational group includes celebrities, or celebrities who endorse the Pink line. Tween and teenage girls might aspire to be like one of the celebrities therefore wanting to look or dress just as them. The last aspriational group is the tween girls looking up to the teenage girls and wanting to be and dress just like them. This creates a problem when it comes to boundaries because Pink was not looking to market the brand towards ten and eleven year olds. I believe times have changed though so it is hard to distinguish a boundary for what is right and wrong. A certain concept/style might seem wrong to the parent or marketing director from generation X, but that same concept/style might be perceived as just fine from someone in my generation. I do believe there should be some sort of boundary set by marketer’s on who they choose to market the brand to, but in the end they have no choice over who decides to consume the products. 3. Explain how both positive and negative consumer attitudes toward a brand like Pink develop. How might someone’s attitude toward Pink change? An attitude shows a person’s feeling or tendency towards an idea or product. Marketers throughout all areas try to persuade consumers’ attitudes in their favor. I believe in today’s generation, attitudes are based on very general and basic perceptions. Kid’s today aspire to be like many notable people in the media including the music and movie industry, therefore wanting to dress just like him or her. Also, perceptions could come fr om loving all the articles of clothing the child has bought from a particular store, such as Pink. Negative perceptions could come from someone who does not enjoy shopping in crowded places such as malls, but this is where marketers might try to lead this particular consumer to their online outlet. Marketers are always trying to work on changing and persuading consumers attitudes whether it’s who they endorse, or something as simple as directing a consumer who does not like shopping in crowded places to shop at their online store. Marketers certainly know their trends and try to capitalize by things such as advertising and product placement.

Expresso Espresso Essay

The specialty coffee industry had seen steady growth for years and the trend was expected to continue until at least 2015. Of the various segments within the specialty coffee industry, most of the growth was attributable to beverage retailers â€Å"Coffee and kiosks†. In 1979 there were approximately 250 specialty coffee retailers. The number quadrupled by 1989 to approx 1000 outlets, and it exploded to roughly 15000 by 2002. Nationally, specialty coffee sales totaled over $ 10 billion in 2005. For specialty coffee beverage services, including coffee, espresso, tea, chai and granite the leading drinks in 2004 were espresso-based beverages with average with an average of $50395/store. The second best selling drinks were drip-brewed coffee beverages at $ 333336 / Store, and the third were cold and iced coffee beverages with an average of $22061 / Store. b- The Industry According to the national coffee association, 54 % of adults in America consumed coffee daily, with over 18 % buying specialty coffee beverages. Specialty coffee buyers were generally more affluent, well educated, and worked in urban areas. Research indicates that individuals with college degrees purchased almost 50 % more specialty coffee more than those without college degrees. The link to education was even greater for people with some postgraduate education. In addition to education, households with two working parents and kids were more likely to purchase specialty coffee. Accordingly the market was an educated urban resident with disposable income to spend on fine coffee. 1- Rival of competitors Starbucks cooperation was the premier coffee retailer in the USA. Industry analysis generally credited it for popularizing specialty coffee and legitimizing higher drink prices. Starbucks expect revenues to grow 20 % / year and to increase its dominating 40 % market share. Starbucks has strong profits and cash flow that it planned to use to open company owned and licensed stores domestically and abroad. Diedrich coffee roasted and sold various brands of coffee through company retail stores and through  distributors, restaurants, mail order, and specialty stores. It is a company with revenue of 52.5 M in 2005 with growth 3 % more than 2004. Caribou coffee went public in 2005 reporting sales of $ 191 M in 2005. The firm expects to add 40 new outlets in 2005 and another 130 in 2006. Coffee Beanery was a franchise; with over 200 branches in 2005 expect 40 new stores in 2006. Peet coffee & Tea was another competitor with 111 retail stores. Also there were large restaurants trying to fin d ways to capitalize on the specialty coffee industry i.e.: Macdonalds, Krisspy, Dunkin, Donuts †¦.. 2- Threat of substitute product As mentioned above, the specialty coffee industry had seen steady growth for years and the trend was expected to continue. 3- Bargaining power of Suppliers There is no mention of suppliers in the case 4- Threat of new entrants Entering the market requires heavy investment in establishing a name and make lots of outlets. It is a growing market with lots of pioneers that can make branches anywhere and threat the other chain in there selling areas. 5- Bargaining power of buyers There is a threat of bargaining power of buyers as there is a lot of competitors, which give the choice to convert from one chain to another. Moreover, chains are working strongly in the promotion, price, opening branches everywhere, developing the product, and cares regarding quality. It is a hard competition. c- The Organization The specialty coffee industry had seen steady growth for years and the trend was expected to continue until at least 2015. Of the various segments within the specialty coffee industry, most of the growth was attributable to beverage retailers â€Å"Coffee and kiosks†. In 1979 there were approximately 250 specialty coffee retailers. The number quadrupled by 1989 to approx 1000 outlets, and it exploded to roughly 15000 by 2002. Nationally, specialty coffee sales totaled over $ 10 billion in 2005. For specialty coffee beverage services, including coffee, espresso, tea, chai and granite the leading drinks in 2004 were espresso-based beverages with average with an  average of $50395/store. The second best selling drinks were drip-brewed coffee beverages at $ 333336 / Store, and the third were cold and iced coffee beverages with an average of $22061 / Store. d- The marketing strategy 1- Product Todd tried to remain the purist in developing his product. He preferred to make fresh drinks from Espresso instead of drip-brewed coffee although it is less cost. Expresso menu offered traditional European style which is half caramel and half chocolate. Todd was following starbucks new product developments since people use to come and ask him for the same. i.e.; green tea cappuccino, iced tea, spiced cappuccino, pumpkin cappuccino and eggnog cappuccino. In addition to traditional coffee drinks, the shop also sold teas, smoothies and muffins, lemon bars, cookies and brownies. Todd did not present sandwiches or soups. Also he presented retail items such as T-shirts and coffee mugs with humorous coffee related sayings on them. 2- Prices Todd went looking at everyone else’s prices. He made sure that his prices were 10 % lower than any competitor. He believed that having a low price was important in attracting new customers. 3- Promotion Todd offered product with prices 10 % less than competitors as he thinks it is more direct than using a â€Å"buyer cards† used by competitors. He says to customers â€Å"Our prices are already 10 % lower than everybody so I am giving you a discount now† Other promotion, Expresso Espresso advertised on the local radio station that Todd believed it had a strong student’s audience. In addition the company placed ads in the campus. Flyers typically showed the menu and contained a 10 % off coupons. Another promotion idea , Todd was having live music. Band play was on Fridays and Saturdays nights during summer. 4- Publicity Todd created a policy whereby he would give away all tips. A huge coffee cup sat on the front counter with a sign indicating the charity of the week. Todd would collect whatever people chose to give and pass it on to good cause. The local paper considered this approach so novel that it ran an article on the practice. Customers had the opportunity to help others as they treated themselves. This had a considerable Feel good value for those participating. e- Primary Problem The specialty coffee industry had seen steady growth for years and the trend was expected to continue until at least 2015. Of the various segments within the specialty coffee industry, most of the growth was attributable to beverage retailers â€Å"Coffee and kiosks†. f- Secondary Problem There is a huge competition, and competitors such as Starbucks and other big companies are getting outlets everywhere expanding to get a higher market share. Expresso Espresso got another competitor â€Å"Satori Coffee House† half a mile away, also Carpe Diem is another competitor near to it, third one is Daily Gring which is very near to the University of South Alabama, Beaners is a franchise operation competing with Expresso Espresso. Perhaps the competitor that worried Todd the most was Starbucks. It is located in the busiest road in Mobil, which announced plans to build a drive through store on old shell road about 400 feet east of Expresso Espresso. Todd was concerned that Starbucks would take customers from Expresso’s drive through window. g- Alternative Solutions The importance of complete the order within 45 sec. for the drive through. The consistent of serving high quality drinks, although the expensive ingredients they put but better taste. The kitchen should support making items like breakfast foods and sandwiches; expected spending on kitchen development can increase by 30% of fixed asset. The expected increase in sales would be from 15 to 20% as of the increase in the current market. Todd must start work in financials to understand what sales he need to reach profitability. Keep invest in advertising and PR.

Reflective Report Reassessment Essay Example | Topics and Well Written Essays - 1500 words

Reflective Report Reassessment - Essay Example I found it difficult dedicating reasonable amount of time doing the module because I was engaged in other additional activities. They tended to take much of my time leaving very little to read the module. Secondly, I failed because I was working on the project that also had a definite period and requirements. I was unable to balance the project by doing it and at the same time reading the module and doing the reflective report. Thirdly, examination contributed to my failure in the module because I was preparing for it. Examination is one of the core activities that a student is expected to do while in school and I gave it a priority at the expense of the module. It contributed to my failure. One of The three things I could have done better is time management through developing a timetable for all my activities. Secondly, I could have read the module by dedicating time and sobering up. Thirdly, I could have consulted the tutor. This is so because it could have eased my understanding of the module to stop the failure I encountered. Tutors play a vital role in helping students overcome their reading difficulties and weaknesses. It is my wish and of any student in the school to have a proper understanding of the module as well as to graduate within the time frame of the course. However, many fail to achieve the dream because of unpreparedness and failing of examinations. One of the ways of overcoming all these is by developing a better way of understanding the module or subject. Understanding the subject enables a student to familiarize himself or herself with the concepts as well as the contents. Hence, it becomes easy for one when tackling examination or talking about the subject since facts are in the finger. International relation is one of the subjects in political science that keeps on changing every day hence the need to update oneself with latest information. One of the learning activities I plan to embark on

Poverty and Pollution Case Study Essay Example | Topics and Well Written Essays - 2000 words

Poverty and Pollution Case Study - Essay Example It would be convenient for these businesses to ignore environmental regulations because it would be more cost-effective for them and they can easily get away with these violations (Singer, 1972). Moreover, most of them do not see a sense of environmental responsibility for these affected developing countries because these countries are not their home countries. In other words, these MNCs would feel that they would not be affected by the impact of the pollution they would be releasing in their host countries (Singer, 1972). Fewer environmental regulations include limited resources for host countries, especially on the detection of greenhouse gas emissions from these businesses (Shue, 1999). Businesses polluting in the third world countries are violating environmental laws and the inherent right of all human beings to live pollution-free lives. These violations also imply contraventions on developments and strides towards sustainable development, as well as violations in the protection of the environment vulnerable to destructive man-made activities (Norton, 1984). Violations of environmental laws also indicate the application of post-modern policies which often do not ensure the protection of the environment. Under these conditions, businesses polluting in third world countries are discarding environmental laws and ethical values in favor of financial gains. 2. ... The primary regulatory authority for any country is always the government. In instances where the legislative and executive functions of this government are weak, it is easy for its citizens and the citizens of other countries to perpetuate wrong and illegal acts in the territory (Fobete, 2008). Most of the time, the executive departments of these countries are extremely weak and corrupt, and officials are often easily vulnerable to bribes. These businesses may also disregard standards of pollution control because the third world countries do not have sufficient technology to detect and monitor any environmentally damaging activities which these businesses may perpetuate in their country (Fobete, 2008). The standard monitoring devices in developed countries which monitor air, water, noise, and land pollution and toxicities are often not present or are too expensive for these developing countries to avail (Taylor, 2010). Most of the monitoring in developing countries is carried out wi th personnel who occasionally inspect the facilities for apparent signs of pollution. It is easy enough for businesses to conceal their environmental violations during these inspection periods (Taylor, 2010). Actual monitoring of toxic levels of pollution cannot accurately and efficiently be carried out through visual inspection alone. Hence, without firm and effective tools, these businesses can easily disregard any standards of pollution control. As such, these businesses can easily carry out activities which would normally have high levels of greenhouse gases (GHGs) in these developing countries (Adams, 2001). Normally, in developed countries, GHG levels would be regulated and violations may prompt government regulatory processes, including closures (Adams,

Professional Research Methods Essay Example | Topics and Well Written Essays - 4000 words

Professional Research Methods - Essay Example Other concerns about the applicability of quantitative methodologies to in-dept examination of complex social phenomena include taking the collected data out of the real-world setting, poor representativeness and generalisation of data, exclusion of discovery from the realm of scientific inquiry, etc. The institutional structure of business and management research has also reacted to the criticism of the positivist paradigm. Increasing numbers of qualitative studies published domestically and internationally have challenged the traditional view of qualitative research paradigm as the inferior to the more rigorous and reliable quantitative methodology. The aim of this paper is to identify the major research designs and techniques associated with each methodology and to provide explanation on the views about the nature of knowledge (epistemology) and the nature of reality (ontology) underlying these perspectives. There are various classifications of methods used in the area of professional research, but the most common classification splits the methods into two large groups, namely quantitative and qualitative research methods. Quantitative methodology employs methods historically applied in the natural (physical) sciences. The primary task of quantitative research is to ensure validity and reliability of results (Dingwall et al, 1998). Examples of quantitative methods widely used in the social sciences and business and management research are survey methods, formal methods (e.g. econometrics), laboratory experiments and several numerical methods (e.g. mathematical modelling) (Myers, 1997). Quantitative research implies standardized questionnaires and methods of data analysis, specific position of the researcher whom is considered external to the research, replicability of the results regardless of the context, etc (Wainer and Braun, 1998). While reliability and validity are the most often cited strengths of the quantitative methodology, poor applicability of this methodology to exploration of a phenomenon, which is difficult or impossible to quantify, is considered a serious weakness. The main drawback that limits applicability of quantitative methods is the so-called 'decontextualization': models constructed on the basis of data obtained through quantitative methods do not take into account certain variables that act in the real world context (Patton, 1987). Qualitative methodology utilizes a naturalistic approach seeking to understand phenomena in a specific context, such as "real world setting [where] the researcher does not attempt to manipulate the phenomenon of interest" (Patton, 2002: 39). The broad definition of qualitative research is "any kind of research that produces findings not arrived at by means of statistical procedures or other means of quantification" (Strauss and Corbin, 1990: 17). Qualitative research reveals findings observed in the real world context where the phenomena being studied unfold naturally (Patton, 2002). The motivation underlying qualitative research is the researchers desire to understand the social and cultural phenomena within the real-world setting. Qualitative methods are designed to

Infantilization Essay Example | Topics and Well Written Essays - 750 words

Infantilization - Essay Example This was an act of extending the legacy that was set by the Sykes-Picot treaty whose main intention was allowing them to govern the Muslim nations from far (Russo, 2013). However, this move did not go well for both Obama and Cameron as their nations as well as other world leaders such as Russia outright rejected their intentions; consequently, the west still is in dilemma on what best to do with the case in Syria. The geographical regions of the Persian, Arab and Turkish world that were set in 1917 have little resemblance with the current situation. The collapse of Ottoman Turks 400-year rule left an impoverished and backward Egypt, Arabia and Syria in which the current Palestine was a Syrian province. In contrast, the Arab nations are draining the western world coffers with the sale of millions of oil barrels. This has given them an economic capability to purchase the most advanced weaponry that rivals that in the western countries, and this has made these nations from the era of th e Sykes-Picot treaty to be military upright. Consequently, it is not clear why the Arab nations cannot make use of these arms to topple the tyrannical and homicidal leader like Assad. This shows clearly that the western nations have over-extended their patronage to the level of moral infantilization. If indeed the photos of the gassed children were something concrete to go by, the same reaction would have been elicited in Cairo, Riyadh or Istanbul. The silence of the leaders in the Muslim world indicates differing approach to world conflicts, and the same has been echoed by Chinese and Russian nations when they advocated complacency in dealing with the Syrian allegations (Russo, 2013). The use of Tomahawk missiles would bring solution to a government under the threat of being toppled by rebel groups. It will only make the problem worse for a war ravaged and decimated country. The western countries should allow the Arab nations to speak and solve their problems independently as no mi litary intervention can address these issues. The whine of cruise missiles should not be used as a precautionary tactic by the west as this creates the need for the Arab worlds to arm themselves in readiness for retaliatory attacks. To overcome these tribulations, the Arab world has to develop a loud moral voice to silence the western nations, and in this way, they will be in charge of their destiny while achieving peaceful resolutions. After the death of Kim Jong II’s the western media displayed footages of people crying, which in a way was meant to be negative publicity since it was possible to show people praising his leadership. Thus showing the North Korea populace in emotional distress was just meant to further the infantilization of the nation. This has created a situation where the current regime appeals are to emotions of already infantilized people. This culture has helped North Korea to weather down the economic crisis and to improve the loyalty of its citizen (Kiv ima?ki, 2012). The North Korea media recently released stamps commemorating Kim Jong II former North Korean leader who would have turned 72 if he were still alive. The stamps showing the deceased leaders as a child indicated stern and creepy motives, and this move was part of a larger plan to continue infantilizing Kim after his death in the late 2011. In the same light, the state media has continued to play Kim’

Science Fiction Essay Example | Topics and Well Written Essays - 500 words

Science Fiction - Essay Example It’s so damn boring.† I wonder whether it is a custom among students to speak in slang or is it a part of university curriculum. I also saw some girls and boys sitting together on some benches sharing notes with each other. I ask myself, â€Å"It might be so that students on Earth share their things with each other but why do they do so when they should hide things?† I cannot come up with an answer since on my planet we hide notes from each other. I see many customs in this campus which are quite surprising for me and which I am sure I will keep on thinking about till many days to come. I see some parents coming into the campus too. One of them is carrying a magazine which says, â€Å"Parent Times†. A magazine for parents? What do parents have to do with a college magazine? And specifically written for them? Too surprising, I must say. And the parents are coming in for the family weekend! That was too hilarious! So, the parents are also involved in the univ ersity activities. â€Å"I will take this idea to my planet†, is the first thought that comes into my mind. The most obvious custom that I observe among students is that female students are being seated in the residence hall while males are standing.

The Robe of Love Myth, By Laura Simms Essay Example | Topics and Well Written Essays - 750 words

The Robe of Love Myth, By Laura Simms - Essay Example Because of the jealousy the other three somehow convinced the king that she the only source of all the troubles in the kingdom. One morning when she didn't agreed King's point of view, in a fit of rage he banished her from the kingdom by saying "Your ill will is the cause of all my problems. And, you have not born me a child after years of marriage!" (Laura Simms, p. 21). The Queen left to India. One night the Queen dreamed of a magnificent Golden Tree and by the next morning she became pregnant. The King also dreamed of the Golden Tree and went to India in search of her wife. Following the advise of a sage he went to find the Golden Tree, at last he found the Golden tree in the middle of the boiling lake. He risked his life and took a single branch from the tree and found his wife's face on every leaf. He wept until his heart was cleansed of selfishness. He found his wife and asked for her forgiveness, she gladly forgave him. 'The Magic Drum' is a story about a young Inuit woman who refuses to marry. No man or suitor was ready to marry her because she was too different. When the woman saw a handsome strange she decided to get married but the stranger never looked at her. She followed him wherever he went. She followed him until she became a skeleton. When she felt something was burning she woke up and realized she was still a skeleton. An old man came to her house and said her dance while he plays the drums and vice versa. Strangely she became younger and the old man too became younger. They danced and laughed and finally disappeared. The old man pitted her fate and wanted to show his love towards her when only her skeleton remains were left. When she came to know that someone do care about her she felt happy and regained her body in flesh. He to regained his body and love for each other made them young. Pure and selfless love brings happiness and joy back into their lives. 'Krishna and Radha' is the story of Lord Krishna and the reincarnation of goddess of love Maya as Radha. Lord Krishna was a young boy who falls in love with Radha. Radha was much elder to Krishna and was fascinated by his charm. Other girls in the village were also attracted by his charm and fell deeply in love with him. Lord Krishna knows that other girls were also in love and since he don't want to hurt their feelings allowed them to be in the fascinating dream world of pure and lust less love which is divine. Krishna and Radha were separated and later he became king and married, Radha waited for him all her life. He fought battles and had married more than once and was worshipped all over the country and still she waited for him. This story depicts the power of true and pure love that has immense patience and faith in his/her partner and willing to spend the whole life just waiting for them. Love has no boundaries and is there to be shared with everyone. 'Savitri' is a story of a woman who lost her husband. Princess Savitri was married to a king and both were happy. One day when she was worshipping the god she came to know about the demise of her husband. She was shell-shocked and was determined to get back her husband from the clutches of god of death. When God of death comes to earth to take the soul of her husband, she persuades him to bring her husband back alive. God of death denies her obligations and starts his journey. But the princess impresses him by praising his deeds and valor. He brings her husband back

Impact of Interest Rate Liberalisation on Chinese Economy Essay

Impact of Interest Rate Liberalisation on Chinese Economy - Essay Example China is currently a key player in BRICs (Brazil, Russia, India, China and South Africa) and is a signatory of major international agreements (Peng, 2009). This has put pressure on the country to liberalize its interest rates and cause it to be determined by the forces of demand and supply. This project takes a critical look at the changes in the interest rate of China and its impact on the Communist Structures of Country viz Savings, State-owned Enterprises and other systems of the controlled economy. A controlled economy maintains pre-determined rates that are fixed by the leaders in order to attain a given target. However, with the pressure on the country to use the forces of demand and supply to fix macroeconomic policies, the Communist structures and the Capitalist world come face-to-face. This research seeks to examine the impact and implications of this conflict on structures in the Chinese economy. Also, it will examine a real case involving the impact of these static interest rates on the Bank Capital Adequacy Ratio. The inferences and conclusions of this research will provide authoritative text and information about the trends in the nation under review. Through this, other scholars and researchers would be able to build on it and benefit from it. In other words, this project seeks to bring new knowledge into the world. The aim of the paper is to examine â€Å"The Dynamics of Changes in Chinas Interest Rate Liberalisation and its impacts on the Communist Structures of the economy: SOEs, Savings and Investments and the Measures to be Taken and The Impacts on Bank Capital Adequacy Ratio†. In attaining this end, the following objectives will be examined: The hypothesis tested in the research is that: â€Å"The Chinese Economy is doing quite well under the Communist Structures. The introduction of interest rate liberalization is going to disrupt the system and lead to major adjustment problems.

Atomic Bombing on Japan Essay Example for Free

Atomic Bombing on Japan Essay On the morning of August 6th, 1945 at around 8:16 a. m. , the United States dropped the first bomb on Hiroshima. This bomb was given the nickname â€Å"Little Boy. † Three days after the first atomic bomb was dropped, on August 9th, 1945 at around 11:02 a. m. , the United States dropped a second atomic bomb on Nagasaki. This bomb was given the nickname â€Å"Fat Man. † These two bombs immensely destroyed these cities and took the lives of many people. There was an estimated 200,000 lives taken in the atomic bombing on Japan. The war on the Pacific had been going on for over four years before the atomic bombing occurred. There were two big battles that could have led to the United State’s decision of dropping the atomic bomb, the Iwo Jima and Okinawa. In these two battles there was an astounding amount of deaths taken in these battles from both sides. While both sides of the Japanese and American soldiers fought vigorously taking the many lives of one another, the dropping of the atomic bomb on Hiroshima was a military necessity for the United States. The reason why the dropping of the atomic bomb was a military necessity is because there was nothing else to force Japan to surrender. President Harry S. Truman asked the Japanese to surrender on August 3rd, 1945 or face devastation, but the Japanese failed to meet the deadline. Truman ordered the air force to use the new atomic weapons against Japan. Some argued that if we would had waited a few more weeks, Japan would have surrendered. Others argued that there was no other way to persuade the Japanese to surrender but the atomic bombing. Truman said this was a simple military mission. He said a weapon was available to quickly end the war so he sees no reason not to use it. The alternative to dropping the atomic bomb was a ground invasion in Japan, which would have caused heavy losses to our American troops. From my perspective, I believe that the atomic bombing of Hiroshima was necessary for the preservation and security of our nation. At the time of this incident, the United States was involved in World War II serving as part of the Allied Powers. Therefore, on the morning of December 7th, 1941, the Japanese decided to implement surprised attacks on Pearl Harbor. Pearl Harbor was a US Navy base located in Hawaii. The United States was not expecting these attacks at all. I feel that the attack on Hiroshima was retaliation for the attacks on Pearl Harbor. Although we may have gone a little over board, it had to be done to establish that the US was not a nation to be messed with. The Japanese’s opportunity to fight back was over after the first atomic bomb was discharged because the navy was taken out, the inability to import food and the lack of industrial supplies. In addition the second atomic bomb was dropped to seal the victory over Japan. Although both Japan and the United States suffered great losses from the altercations, Japan was left with much more trauma. The first atomic bomb that was dropped on Hiroshima immediately killed an estimated amount of 66,000 people out of a population of 255,000. The second bomb that was dropped on Nagasaki instantly killed about 35,000 people. However, a numerous amount of soldiers and citizens of Japan did not immediately die. These bombings lead to an awful amount of physical effects that dismembered the country of Japan for many years. Many individuals of Japan either died or suffered from radiation burns, cancer, leukemia, and many other physical disorders. Research shows that radiation increases the long-term risks of cancer. At the time of the bombing, many pregnant women gave birth to children with congenital malformations because of the contact with radiation. After the bombing, there were said to be 6,500 orphans in the city of Hiroshima. Despite the many people that were killed in the bombings, Americans saved many lives on both sides by not invading Japan. The city of Hiroshima and Nagasaki was essentially wiped out by the two atomic bombs. The bombs fiercely took out anything in its path. Not one thing or person within 800 meters of the bomb’s blast survived. Only parts of two buildings were standing after the bomb at the explosion site. The survivors in Japan had to clean up over 11. 5 square kilometers of debris and dead bodies after the bombing. This process took Japan four years to clear up. The bombings also cost Hiroshima $2 billion in damage. There were an estimated 60,000 to 90,000 buildings destroyed by the atomic bombing in Hiroshima. And an additional 14,000 buildings destroyed in Nagasaki. To conclude, the atomic bomb dropped on Japan by the United States was indeed a military necessity. The position of the United States at the time left our country with no other choice but to establish superiority; we needed to end the war. There was little sympathy for an enemy who had stimulated the fight and had behaved the way Japan had. Also, Japan’s surprise attacks on Pearl Harbor had left many Americans pleading for revenge. The atomic bomb did just that, wiping out almost entirely two cities in Japan, Hiroshima and Nagasaki. Although much tragedy and trauma had resulted from the attacks of both countries, the sacrifices were necessary and appropriate.

Monopoly - economics Essay Example for Free

Monopoly economics Essay A monopoly exists when it has total control over a particular market and controls the supply and demand for that particular good or service. An oligopoly is a structure of a market in which only a few companies own or control the industry There are natural monopolies in the economy as well which are necessary to keep the economy progressing. Oligopolies exist because of the control over the supply of a good or service is in the hands of only a select few. They can influence the prices as well as the competition. The first monopolies began over discrepancies over natural resources. Before there was government regulation the resources that were once widely available to the population were controlled by the likes of elite, rich men. These conflicts over natural resources caused the government to regulate the resources by gathering and distributing them to the public. This regulation was put into place to reduce aggression between the company and the customers while balancing the supply and demand through different companies. Natural monopolies, on the other hand, do exist. These natural monopolies are those that have been in place for a long time and cannot be easily replaced. An example of these monopolies is a public utility such as water or electric service. It is much more costly to use multiple companies for a utility is much more costly as a whole than allowing the monopoly to continue. Waterlines and electrical towers that have been built and maintained for years would be difficult to destroy or remove from the land. In an oligopoly market, the companies set the prices and work together to control the markets to block new competitors from entering the market. The way these companies compete is through advertising and campaigns to get the most loyalty from the public. By using one another they can create supply and demand for their product or service. With government regulation these few powers can also be controlled like a monopoly would be. From a laissez faire view, monopolies and oligopolies will self-correct and be naturally eliminated. For instance, Microsoft Corporation controlled the operating system market since releasing in 1985. Microsoft’s operating systems, which once solely dominated the market, now compete with Apple’s MacOS. These two companies competing have now formed an oligopolistic market. In conclusion, it is in the best interest in the government to prevent monopolies from existing. When monopolies exist they decrease the incentive to for other companies to be successful in the market. Keeping the market competitive will drive companies to create new technology and use their inventiveness to improve the economy. Only under certain circumstances should a monopoly exist and that is of a natural monopoly, and when they do they ought to be regulated by the government. Even though the government can set laws and regulations for oligopolies, it still leaves plenty of room for monopolistic activities and uneven market share.

Outsourcing in the Automotive Industry

Outsourcing in the Automotive Industry The global automotive industry continues to grow worldwide at about 2.5% annually, driven by increasing car ownership in the developing economies. In the mature economies, including the UK, growth is much lower or even absent (NGAIT, 2008). Because of market proximity and local content restrictions imposed by the Governments of many developing nations who wish to encourage the establishment of local automotive sectors, the vast majority of new manufacturing capacity in the last 6 years to support this growth has been in the BRIC countries and within the EU, in Eastern Europe. Lower labour costs in these developing automotive economies have also stimulated a shift of production eastwards, but this has to date mainly affected the automotive supply base and less so vehicle assembly sites. The UK automotive industry has transformed itself in the last decade from a sector with turbulent labour relations and a poor reputation for quality and productivity to one that is fully competitive. Independent external reliability surveys put UK built cars at the top of the rankings, and productivity and labour relations are among the best in the world. Until the impact of the global financial crisis, the industry was profitable and self-sustaining in Europe and in the UK. Technology and modern management practices have transformed the shop floor environment, and product technology embraces lightweight materials, cutting edge design analysis and visualisation tools and the extensive use of integrated electronic systems to extend digital control to most functions of the car. The climate change agenda is accelerating technological change at an unprecedented rate, and the industry in Europe and the UK has embraced the CO2 challenge and is investing heavily in people and technology to provide innovative solutions while continuing to offer exciting, safe and satisfying products that people want to buy. In 2008, 1.65 million vehicles and 3 million engines were built in the UK, by a diverse range of manufacturers in car, commercial vehicle, off-road and premium vehicle sectors. The vehicle production levels (until the present recession beg an) were relatively stable for some years, but employment has been declining as productivity improved and there has been severe hollowing out of the supply chain. This is important because about 75% of the value of material in a new vehicle is added by the supply chain (NGAIT, 2008). Literature review: Manufacturing outsourcing continuum: There is much debate in the management literature on defining outsourcing (Gilley and Rasheed, 2000; Harland et al., 2005). The definitions of outsourcing relevant to supply chain management emerge from these elements: Outsourcing implies a business relationship between two parties: the outsourcing subject (also called the principal or the client) who makes the decision of whether to outsource or not; and an external outsourcing firm (Arnold, 2000). The objects of outsourcing are general business processes or processes results which might be outsourced (Arnold, 2000; Kimura, 2002). This can include core (e.g. manufacturing, marketing, RD) as well as support (e.g. maintenance, accounting, IT, logistics) processes (Gilley et al., 2004). Outsourcing is not simply a purchasing decision. While all firms purchase elements of their operations, outsourcing is less common and represents the fundamental decision to reject the internalization of an activity (Gilley and Rasheed, 2000). Thus, outsourcing occurs in two situations. First, is when the client outsources objects that were originally sourced internally, resulting from a vertical disintegration decision (Gilley and Rasheed, 2000). Second, when the client sources objects that, although they have not been completed in-house in the past, are within the clients capabilities and hence could have been sourced internally notwithstanding the decision to go outside (Gilley and Rasheed, 2000; Van Mieghem, 1999). The outsourced objects are specific to the client. That is, the outsourced activities are performed according to a plan, specification, form, or design, of varying detail, provided by the client (Kimura, 2002; Van Mieghem, 1999; Webster et al., 1997). Hence, a firm buying an off-the-shelf, standardized component or a suppliers proprietary part is not considered outsourcing, because no customization is performed for the buyer. The client may outsource all or part of a process or process result (Gilley et al., 2004). For example, the outsourcing of manufacturing processes may take the form of a part, component, or a finished product (Harland et al., 2005). Manufacturing outsourcing: Throughout the 1990s a remarkable increase of outsourcing activities by firms has been observed. It has been hypothesized that this increase results from the decline in transaction costs in connection with the intensified use of information technology (Abraham and Taylor, 1996). Today, activities that used to be performed in-house (e.g. auditing, maintenance, repair, transportation, janitorial and legal services) are usually outsourced to firms in the business service sector. Consequently, outsourcing has contributed significantly to the growth of business-related services during the last decade (Fixler and Siegel, 1999). Moreover, manufacturing firms are outsourcing not only services but also internal production. One prominent example is the automotive industry, where some large car manufacturers only perform the final assemblage of major parts whose production is outsourced to external suppliers. Since this type of outsourcing quite often occurs at an international level, it is als o closely entwined with the globalization process (Feenstra and Hanson, 1996). Various aspects of the trend to outsource have been discussed in the academic literature. A large literature starting with the seminal paper by Coase (1937) and papers by Grossman and Hart (1986), Bolton and Whinston (1993) and Grossman and Helpman (2002) examines theoretically a firms decision of whether to produce in-house or to outsource. At the heart of this literature are issues concerned with transaction costs and, in particular, incomplete contracts leading to either vertical integration or specialisation. Lyons (1995) provides an empirical application to evaluate the importance of transaction costs theory for firms outsourcing decisions. The trade related aspects of outsourcing have also attracted increasing attention in the literature. Trade theoretic models such as Deardorff (2001), Jones and Kierzkowski (2001) and Kohler (2001) examine the effects of trade in fragmented products on countries patterns of specialisation and resulting implications for factor prices. On the empirical side recent papers by Feenstra and Hanson (1996, 1999) and Gorg et al. (2001) have analysed the effect of international outsourcing (or fragmentation) on relative wages and labour demand using industry level data for the US and UK respectively. In line with traditional HOS trade theory these papers find that international outsourcing (moving low skill intensive production to low skill abundant countries) leads to increased demand and increases in the wage premium for high skilled workers in the US and UK. Egger and Egger (2001) investigate the effect of outsourcing on the productivity of low skilled labour in the EU using industry level d ata. They find that increases in outsourcing have a negative effect on low skilled labour productivity in the short run, but a positive effect in the long run. Drivers of manufacturing outsourcing: There have been several studies that have examined the motivations for and benefits of outsourcing. Abraham and Taylor (1996) identified three reasons for outsourcing: Savings on wage and benefit payments, Transfer of demand uncertainty to the outside contractor Access to specialized skills and inputs that the organization cannot itself possess. Kakabadse and Kakabadse (2000) report that the main reasons for outsourcing are: Economic: greater specialization in the provision of services, as outsourcing allows economies of scale and the longevity of demand for the activity; Quality: access to skills, the competency and focus of potential suppliers and geographical coverage is increased; and Innovation: improvements in quality through innovation, and the development of new service products, can lead to new demands. Bendor-Samuel (1998) also asserts that outsourcing provides certain power that is not available within an organizations internal departments. This power can have many dimensions: economies of scale, process expertise, access to capital, access to expensive technology, etc. The combination of these dimensions creates the cost savings inherent in outsourcing, because the outsourcing supplier (the organization specializing in a particular business function) has the economy of scale, the expertise and the capital investments in leading technology to perform the same tasks more efficiently and effectively than the internal departments of the outsourcing buyer . Another possible benefit is that outsourcing provides companies with greater capacity for flexibility, especially in the purchase of rapidly developing new technologies, fashion goods, or the myriad components of complex systems (Carlson, 1989; Harrison, 1994). Companies can buy technology from a supplier that would be too expensive to replicate internally. A network of suppliers could provide an organization with the ability to adjust the scale and scope of their production capability upward or downward, at a lower cost, in response to changing demand conditions and at a rapid rate. As such, outsourcing claims to provide greater flexibility than the vertically integrated organization (Carlson, 1989; Harrison, 1994; Domberger, 1998). Furthermore, outsourcing can decrease the product/process design cycle time, if the client uses multiple best-in-class suppliers, who work simultaneously on individual components of the process (Quinn and Hilmer, 1994). Issues in manufacturing outsourcing: The case against outsourcing is based on arguments such as loss of management control, reduction in flexibility and increased costs. For instance, competitive outsourcing requires a high standard of supplier management to avoid the pitfalls of transferring critical functionality, or becoming too dependent on a supplier for day-today performance of vital business functions. In addition, outsourcing can generate new risks, such as the loss of critical skills, developing the wrong skills, the loss of cross-functional skills, and the loss of control over suppliers (Domberger, 1998; Quinn and Hilmer, 1994). The possible loss of flexibility is connected to the typical long-term contractual relationship that is formed as part of an outsourcing agreement, and that during the contract term, the customers business, the available technology, and the competitive and regulatory environment may change dramatically. Thus, this inflexibility is mostly linked to an unyielding and inappropriate contra ct. Although outsourcing is undertaken by many organizations to control or reduce costs, there is some evidence that it does not decrease costs as expected, and in some cases, costs increase. For instance, when an item is outsourced, the assumption is that the suppliers costs and required contribution is less and will continue to be less than the cost of internal provision. A survey based on 1000 managers worldwide by the PA Consulting Group (PACG) revealed that only 5% of organizations gained high levels of economic benefit from outsourcing (PA ConsultingGroup (PACG), 1996) and that 39% of organizations admitted mediocre economic benefit. Also, as outsourcing leads to a re-definition of organizational boundaries and, by implication, structural adjustments involving human resources, these changes incur social as well as financial costs. Although the social costs are transitory and can be mitigated by facilitating the adjustments through the re-training and redeployment of staff with in the organization, their transfer to the supplier organization and ensuing redundancy payouts can still be considerable (Domberger, 1998; Hall and Domberger, 1995). Also, outsourcing can lead to industrial disputes between employers and employees, which in turn can damage morale, trust and productivity. Experts maintain that global supply chains are more difficult to manage than domestic supply chains (Dornier et al., 1998; Wood et al., 2002; MacCarthy and Atthirawong, 2003). Substantial geographical distances in these global situations not only increase transportation costs, but complicate decisions because of inventory cost tradeoffs due to increased lead-time in the supply chain. Different local cultures, languages, and practices diminish the effectiveness of business processes such as demand forecasting and material planning. Similarly, infrastructural deficiencies in developing countries in transportation and telecommunications, as well as inadequate worker skills, supplier availability, supplier quality, equipment and technology provide challenges normally not experienced in developed countries. These difficulties inhibit the degree to which a global supply chain provides a competitive advantage. Cost benefits of manufacturing outsourcing: In the absence of transaction costs, a firm will decide to outsource when the market price for an outsourced activity is lower than internal marginal cost for that activity (Fixler and Siegel, 1999). It is an unresolved empirical issue whether outsourcing actually has a positive influence on a firms performance as is expected a priori. Some case studies have reported that firms tend to underestimate the transaction costs associated with outsourcing. For instance, it has been documented that some firm have again in-sourced activities that were previously performed by external firms, because they were dissatisfied with the quality or because they have underestimated the amount of asset specific investments (Benson, 1999; Gornig and Ring, 2000; Young and Macneil, 2000). A few studies have analysed the impact of outsourcing on firm efficiency (Heshmati, 2002). Although efficiency is certainly an important aspect of firm performance, it neglects the product market performance of firms. Fo r instance, even if efficiency of firms remains unchanged after outsourcing of internal production, higher quality of intermediate inputs might result in higher quality of final products and hence higher sales and higher margins. The lack of empirical studies on the link between outsourcing and firm performance might be also due to a limited availability of suitable micro data for analysing this subject. Theoretical considerations for manufacturing outsourcing: In theory, efficient firms will allocate their resources within the value chain to those activities that give them a comparative advantage (Shank and Govindarajan, 1992). Other activities that do not offer such advantages will be outsourced to external suppliers. When firms engage in outsourcing, they assess the productivity of their in-house service functions and decide to outsource if others can provide comparable services cheaper. Basically, when firms outsource activities and functions related to producing their products and services, they move towards a business strategy based on core competencies, a set of skills and knowledge that helps maintain their competitive advantage in serving customers (Porter, 1985; Sharpe, 1997). Thus outsourcing is expected to imply cost savings relative to internal production or internal service functions. This will be the case if outside suppliers benefit from specialized knowledge and/or economies of scale (Heshmati, 2002). However, recent work by Grossman and Helpman (2002) shows that the choice between continued internal production or an outsourcing decision means taking into consideration more than just production cost differences. According to transaction cost economics, outsourcing is desirable only when transaction costs incurring from asset specificity, incomplete contracting and search efforts are lower than the production cost advantage (Williamson, 1971). In addition, the attractiveness of outsourcing to a certain producer may well depend on how many firms can potentially provide the inputs it needs. As mentioned above, some case studies have also reported that benefits from outsourcing are quite often not derived immediately and that managers tend to overestimate the resulting benefits and underestimate the involved transaction costs (Benson, 1999; Gornig and Ring, 2000; Young and Macneil, 2000). Earlier works: Wasner (1999) presents a state-of-the-art view on the outsourcing process by combining a thorough literature review with two independent case studies of the Swedish aircraft industry (Saab AB) and the electronics industry (Ericsson Radio Systems AB and one key supplier Swedform Metall AB). The first case concentrates on outsourcing of aircraft sub-systems and subsequent in-sourcing of related software activities, whereas the second case deals with outsourcing of radio base station production. However, he argues that the process of carrying out the transfer of an activity from being internally controlled to becoming externally managed is equally difficult because of interdependencies at the operational level. The effects of outsourcing are far reaching in terms of physical, temporal and organisational reach. Physically, because there is an inherent complication of losing control as an activity is turned over to an external supplier. Temporally, because it is difficult to estimate how conditions will change over time. Organisationally, because outsourcing involves converting decisions at the strategic level into actions at the operational level and transferring functions from one organisation to another.