### Decision-Making in Choosing a Payroll Service ProviderWhen a company is deciding on an outside firm to handle its payroll services, it's crucial to evaluate potential providers based on various key factors. In this example, a company is considering two potential providers and has identified four categories of interest:1. **Client Reviews**2. **Financial Condition**3. **IT Capabilities**4. **Government Stability**These categories are weighted based on their importance:- Client Reviews: 20%- Financial Condition: 10%- IT Capabilities: 40%- Government Stability: 30%Each provider is scored on a scale from 1 to 10 for each category, with 1 being the worst possible and 10 being the best possible. Here’s the data for both providers:| Category | Provider A | Provider B ||---------------------|------------|------------|| Client Reviews | 2 | 6 || Financial Condition | 8 | 4 || IT Capabilities | 5 | 8 || Government Stability| 3 | 1 |Using the factor-rating method involves multiple steps:1. **Assign Weights** as listed above to signify each category's importance.2. **Calculate Scores** for each provider by multiplying the score they received in each category by the respective weight.3. **Sum the Weighted Scores** for each provider to determine their final score.Let’s compute this step-by-step for both providers:**Provider A Calculation:**- Client Reviews: 2 * 0.20 = 0.4- Financial Condition: 8 * 0.10 = 0.8- IT Capabilities: 5 * 0.40 = 2.0- Government Stability: 3 * 0.30 = 0.9Total score for Provider A = 0.4 + 0.8 + 2.0 + 0.9 = 4.1**Provider B Calculation:**- Client Reviews: 6 * 0.20 = 1.2- Financial Condition: 4 * 0.10 = 0.4- IT Capabilities: 8 * 0.40 = 3.2- Government Stability: 1 * 0.30 = 0.3Total score for Provider B = 1.2 + 0

we will use factor rating method to decide which provider should be chosen, we will take the weights…

Answered: 2. A company is choosing an outside…

Essentials Of Investments

11th Edition

ISBN:9781260013924

Author:Bodie, Zvi, Kane, Alex, MARCUS, Alan J.

Publisher:Bodie, Zvi, Kane, Alex, MARCUS, Alan J.

Chapter1: Investments: Background And Issues

Section: Chapter Questions

Problem 1PS

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. A few accounting interns were discussing the timing of revenue recognition for long-term construction contracts. The discussion focused on which method was most like the typical revenue recognition method recognizing revenue at the point of product delivery. One side argued that recognizing revenue upon project completion was preferable because it was analogous to recognizing revenue at the point of delivery. This side was represented by let’s say Karl. The other side disagreed and supported recognizing revenue over time, stating that it was analogous to accruing revenue as a performance obligation was satisfied. The second side also pointed out that an advantage of recognizing revenue over time is that it provides information sooner to users. This side was represent by let’s say Doug. Please address your correspondence to the accounting office staff. What is the guidance for recognizing revenues in long-term construction contracts? B. Please provide examples of each approach
27)
Indicate whether the item below is used as key performance indicators for the areas of (A) Financial, (B) Customer, (C) Internal Process, or (D) Learning and Growth performance. Choose the one best choice. Quantity variance on a cost report *(A) Financial(B) Customer(C) Internal Process(D) Learning and Growth performance.
The financial accounting system is the primary source of information for: Multiple Choice planning the budget for next year. decision making on the factory floor. preparing the Income statement for shareholders. Improving the performance level of customer service.
Calculate materiality for the client, assuming that it is a profit-oriented company and moderate audit risk. Explain why you chose the base you did and why you chose the percentage. You may use guidelines from the textbook or the case study and should refer to the specific guidelines you used in your answer. Current Year Prior Year Sales/revenue (net) 30,381,954 26,290,518 Expenses 7,263,786 6,519,376 Gross Margin 8,378,660 7,280,887 Pre-tax Income 1,114,873 761,510 Current Assets 18,993,546 16,966,273 Current Liabilities 8,221,991 6,810,164 Total Assets 19,679,541 17,670,625
The table below contains performance measures companies might use as internal business process measures in their balanced scorecards. Each measure is accompanied by a + or - to indicate whether the performance measure should increase or decrease over time. Required: For each measure, place an X in one of the three columns indicating whether the measure would be adopted by a company pursuing a strategy focused on operational excellence, product leadership, or customer intimacy. Item Example Number of patents approved (+) 1. Delivery cycle time (-) 2. Number of new products designed (+) 3. Average contact hours per customer (+) 4. Non-value-added activity costs (-) 5. Percent of suppliers with long-term contracts (+) 6. Number of modular product designs (+) 7. Number of customized products co-designed with customers (+) 8. Defect-free units as a percentage of completed units (+) 9. Number of options available for customers to choose from (+) Operational Product Excellence Leadership X…
Why is comparison with industry averages helpful when analyzing financial statements? Question 9 options: a. Companies want to be average b. Serves as a base line for comparison with similar companies of larger/smaller size c. Management bonuses are based on averages d. Helpful in evaluating sales campaigns

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