Accounting Problem Sets

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Problem Sets

Part 1

 Exercise 1-9A on page 40

Exercise 1-10A on page 40

Exercise 1-4A on page 38

Exercise 1-7A on page 39

Exercise 1-6A on page 39

Exercise 1-8A on page 39

Part 2

Question 1: What is the accounting equation?  Why is this important to the practice of accounting? Please provide an example of how the accounting equation works with recording transactions within a business. Question 2: Is there a difference between bookkeeping and accounting? Discuss. Question 3: Accounting reports past performance. How can this be useful when planning future operations

BA220 – Financial Accounting

Week 1

Answer Key

Textbook: 9th Edition

 

EXERCISE 1-9A

 

 

a.

   

Cash

  

+

  

Land

  

=

  

Creditors

  

+

 Stockholders’

Equity

  

 
                 
                 
Bal.   +   =   +    
                 

 

b. Creditor’s Claim ÷ Total Assets = Percent of Total

Ă· =

 

c. Investor’s Claim ÷ Total Assets = Percent of Total

Ă· =

 

d.

 

 

 

 

   

Cash

  

+

  

Land

    

Creditors

  

+

 Stockholders’

Equity

  

 
Bal.   +   =   +    

 

 

 

 

EXERCISE 1-10A

 

a.

 

 

 

b.

              Stockholders’ Equity  
   

Company

    

Assets

  

=

  

Liabilities

  

+

 Common Stock  

+

 Retained Earnings  
                     
  Allen                  
  White                  
                     

 

 

 

 

 

c.

 

 

 

 

 

 

d.

 

 

 

 

EXERCISE 1-4A

 

 

Accounting Equation
 
          Stockholders’ Equity
          Common   Retained
Company Assets = Liabilities + Stock + Earnings
A   =   +   +  
B   =   +   +  
C   =   +   +  
D   =   +   +  
               

 

 

EXERCISE 1-7A

a.

Assets = Liabilities + Stockholders’ Equity
Cash = Note Payable + Common Stock + Retained Earnings
  =   +   +  

 

Retained Earnings = – – =

 

b. & c.

Moss Company

Effect of 2017 Transactions on the Accounting Equation
 
  Assets = Liabilities + Stockholders’ Equity
      Notes   Common   Retained
Event Cash = Payable + Stock + Earnings
Beginning Balances              
1. Earned Revenue              
2. Paid expenses              
3. Paid dividend              
Ending Balance   =   +   +  
               

 

d.

Cash = Note Payable + Common Stock + Retained Earnings
  =   +   +  

 

Liabilities + Stockholders’ Equity = + + =

 

Assets = Liabilities + Stockholders’ Equity

=

 

e.

 

 

 

 

 

 

 

EXERCISE 1-7A

 

EXERCISE 1-7A

a.

Assets = Liabilities + Stockholders’ Equity
Cash = Note Payable + Common Stock + Retained Earnings
  =   +   +  

 

Retained Earnings = – – =

 

b. & c.

Moss Company

Effect of 2017 Transactions on the Accounting Equation
 
  Assets = Liabilities + Stockholders’ Equity
      Notes   Common   Retained
Event Cash = Payable + Stock + Earnings
Beginning Balances              
1. Earned Revenue              
2. Paid expenses              
3. Paid dividend              
Ending Balance   =   +   +  
               

 

d.

Cash = Note Payable + Common Stock + Retained Earnings
  =   +   +  

 

Liabilities + Stockholders’ Equity = _______ + __________ + =

 

Assets = Liabilities + Stockholders’ Equity

=

 

e.

 

 

EXERCISE 1-6A

a.

Better Corporation

Accounting Equation for 2016
 
    Assets = Liabilities + Stockholders’ Equity
 

Event

    

Cash

  

+

  

Land

  

=

 Notes

Payable

  

+

 Com.

Stock

  

+

 Retained Earnings Acct.

Title/RE
Bal. 1/1/16                      
1. Pur. Land                      
2. Issued stk.                      
3. Provide Svc.                      
4. Paid Exp.                      
5. Loan                      
6. Paid Div.                      
7. Land Value                      
Totals     +   =   +   +    
                       

 

 

b.

 

Assets = Liabilities + Stockholders’ Equity
  =   +  

 

 

 

c. The balances of total assets, liabilities and stockholders’ equity will be the same on January 1, 2017 as the balances on December 31, 2016. (See b. above)

 

 

Assets

  

=

  

Liabilities

  

+

  

Stockholders’ Equity
         
         
         
         
         
         
         
         
         
         
         
         
         
         
 
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Marketing Literature Review

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Topic: Building a Brand within the Automotive Industry

 

Assignment: Your writing the first 3 pages of a 12 page Literature Review. See attached articles to use or research other articles to use to support your discussion.

 

Note: This section should not be like a book report that discusses each article as totally separate entity. This section should discuss the key topics (see examples in blue below) through an analysis, synthesis, and evaluation of the research that compares and contrasts what the articles say about the topic.

 

You should synthesize what the literature says about the topic. This includes comparing and contrasting ideas from the articles (see attached articles or research other articles to use). You should include both practitioner type articles as well as peer-reviewed academic studies (See attached articles or research other articles to use). Your research needs to include quality journal articles (i.e., do your research on Galileo to get the level of quality needed for your literature review). As part of this review, discuss how the literature relates to the text (see textbook attachment, pages 266-276). Ideally, your literature review should be providing updated and more detailed information from what is in the text; such as findings from primary research discussed in the articles. I would recommend the use of subheadings within the literature review to help organize your discussion and to make it easier for the reader to follow.

 

In your 3 written pages, first discuss building a automotive brand and how to position that brand. Please compare to what’s in the textbook, to the articles you use for the Lit Review. Point out what is agreed upon and what might be missing or not agreed upon in the literature compared to what’s in the textbook on pages 266-276 of the textbook attachment, then discuss conspicuous versus internal consumption of particular automobile brands (for example luxury, eco-friendly, family-based, etc.) and how the companies branding to the public affects how people buy what type automobile. Then discuss how does companies position automobile branding in a static market compared to a thriving market (for example, luxury brand or eco-friendly cars).

 
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Red Bull Case Study

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1. What are Red Bull’s greatest strengths as more companies (like Coca-Cola, Pepsi, and Monster) enter the energy drink category and gain market share? What are the risks to their brand equity of competing against such powerhouses?

2. Discuss the pros and cons of Red Bull’s nontraditional marketing tactics. Should the company do more traditional advertising? Why, or why not?

3. Discuss the effectiveness of Red Bull’s sponsorships, advertisements, personal selling strategies, promotion, events, and public relations. Where should the company draw the line in terms of risk?

4. Recommend the next steps for Red Bull with respect to their marketing and advertising strategies.

In formatting your case analysis, do not use the question-and-answer format; instead, use an essay format with subheadings. Your APA-formatted case study should be a minimum of 500 words in length (not counting the title and reference pages). You are required to use a minimum of three peer-reviewed, academic sources that are no more than 5 years old (one may be your textbook). All sources used, including the textbook, must be referenced; paraphrased material must have accompanying in-text citations.

rketing Excellence Red Bull

Red Bull’s integrated marketing communications mix has been so successful that the company has created an entirely new billion-dollar drink category—energy drinks. In addition, Red Bull has become a multibillion-dollar beverage brand among fierce competition from beverage kings like Coca-Cola, Pepsi, and Anheuser-Busch. To date, the company has sold more than 40 billion cans of energy drinks across 166 countries. How? Red Bull became the energy drink market leader by skillfully connecting with youth around the globe and doing it differently than anyone else.

Dietrich Mateschitz founded Red Bull with a single product in Austria in 1987. By 1997, the slender silver-and-blue can was available in 25 markets globally, including Western and Eastern Europe, New Zealand, and South Africa. Its size and style immediately signaled to consumers that its contents were different from traditional soft drinks. Red Bull’s ingredients—amino acid taurine, B-complex vitamins, caffeine, and carbohydrates—were specifically formulated to make the drink highly caffeinated and energizing. In fact, some users have referred to it as “liquid cocaine” or “speed in a can.” Over the past decade, the company introduced other products and flavors, many of which did not succeed. Today, Red Bull offers the original Red Bull Energy Drink, Red Bull Total Zero, Red Bull Sugar Free, and special editions infused with berry, lime, and cranberry flavors.

As the company continued to expand worldwide, it developed an integrated marketing communications plan that reached its target audience on many different levels and built its brand image of authenticity, originality, and community. First, Red Bull focused on pre-marketing, sponsoring events like the Red Bull Snowthrill of Chamonix ski contest in France to help build word-of-mouth excitement around the brand. Once the company entered a new market, it built buzz through its “seeding program,” micro-targeting trendy shops, clubs, bars, and stores. This enabled the cultural elite to access Red Bull’s product first and influence other consumers. As one Red Bull executive explained, “We go to on-premise accounts first, because the product gets a lot of visibility and attention. It goes faster to deal with individual accounts, not big chains and their authorization process.” The company also targeted opinion leaders likely to influence consumers’ purchases, including action sports athletes and entertainment celebrities.

Once Red Bull gained some momentum in bars, it moved into gyms, health food stores, restaurants, convenience stores near colleges, and eventually supermarkets. The company’s primary point-of-purchase tool has always been its refrigerated sales units, prominently displaying the Red Bull logo. These set the brand apart from other beverages and ensure a prominent location in every retail environment. To guarantee consistency and quality in its point-of-purchase displays, the company hired teams of delivery van drivers whose sole responsibility was stocking Red Bull.

Another essential aspect of Red Bull’s marketing communication mix is product trial. Whereas traditional beverage marketers attempt to reach the maximum number of consumers with sampling, the company seeks to reach consumers only in ideal usage occasions, namely when they feel fatigue and need a boost of energy. As a result, its sampling campaigns take place at concerts, parties, festivals, sporting events, beaches, highway rest areas (for tired drivers), and college libraries and in limos before award shows.

Red Bull also aligns itself with a wide variety of extreme sports, athletes, and teams and artists in music, dance, and film. From motor sports to mountain biking, snowboarding to surfing, rock concerts to extreme sailing, there is no limit to the craziness of a Red Bull event or sponsorship. A few company-sponsored events are notorious for taking originality and extreme sporting to the limit. For example, at the annual Flugtag, contestants build homemade flying machines that must weigh less than 450 pounds, including the pilot. Teams launch their contraptions off a specially designed Red Bull–branded ramp, 30 feet above a body of water. Crowds of as many as 300,000 young consumers cheer as the contestants and their craft try to stay true to the brand’s slogan: “Red Bull gives you wings!”

Red Bull uses traditional advertising once the market has grown mature and the company needs to reinforce the brand to its consumers. As one executive explained, “Media is not a tool that we use to establish the market. It is a critical part. It’s just later in the development.”

Red Bull’s “anti-marketing” marketing communications strategy has been extremely successful connecting with its young consumers. It falls directly in line with the company’s mission to be seen as unique, original, and rebellious—just as its Generation Y consumers want to be viewed.

 

Kotler, P., & Keller, K. L. (2016). Marketing management [VitalSource Bookshelf version] (15th ed.). Retrieved from https://online.vitalsource.com/#/books/9781323591512

 
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Marketing Plan Formatted

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RUNNING head:TEAM 2 MARKETING PLAN SHELL 2

 

Team 2 Marketing Plan SHELL 10

 

 

 

 

 

 

 

TEAM 2 MARKETING PLAN SHELL

CANADIAN SOLAR INC.

 

MBA640 – Innovation Through Marketing and Technology

 

 

 

 

Executive Summary

 

 

Situation Analysis

Company Overview

Canadian Solar Inc. (Canadian Solar) is one of the largest manufacturers of solar panels. It is a Chinese Company based in Guelph, Ontario, Canada. According to Bloomberg, the Company is a provider of solar power products, services, and system solutions with operations in North America, South America, Europe, Africa, the Middle East, Australia, and Asia (Canadian Power). The Company was founded in 2001 in Ontario, Canada. Today the Company has successive subsidiaries in 19 countries around the world. China and Canada is where the Company’s manufacturing facilities are located. The Company markets their products to diverse customers in various markets, including Germany, Italy, France, Spain, Czech Republic, China, the US, Canada, Japan, and India. Canadian Solar is headquartered in Guelph, Ontario, Canada.

The Company is listed as CSIQ on the NASDAQ market with reported revenues of (US Dollars) US$3,744.5 million for the fiscal year ended December 2018 (FY2018), an increase of 10.4% over FY2017. In FY2018, the Company’s operating margin was 9.7%, compared to an operating margin of 7.9% in FY2017. In FY2018, the Company recorded a net margin of 6.3%, compared to a net margin of 2.9% in FY2017 (E Trade, 2019).

Canadian Solar employees 12,000 people in 12 different countries, 70% work in China, and of those 30% are female. Canadian Solar has strong employee labor rights in all of their facilities.

Mission

The Company’s vision, as described by Dr. Qu is to foster sustainable development and to make lives better by bringing electricity powered by the sun to millions of people worldwide (Canadian Solar Inc., 2018). Canadian Solar Inc.’s mission is the delivery of clean, safe and affordable solar energy (Canadian Solar Inc., n.d.).

Customers have a choice to invest in a single module or a tailor-made energy solution. In an effort to help those customers make difficult choices, Canadian Solar is dedicated and has made it a mission since their inception, to help customers make changes for the betterment of their lives. Their PV panels are thoroughly tested and proven to work effectively even under harsh conditions. Their dedication to their products and to supporting their customers in over 20 countries also demonstrates attractive bankability for the Company. Their customers can always depend on Canadian Solar Inc. to deliver quality products and are content with showing their buying commitments and devotion to support an exceedingly credible solar energy business.

Product or service description

Canadian Solar Inc. is a leading global provider of solar energy and the manufacture of solar PV modules. With successive subsidiaries in counties like the USA, Brazil, Canada, south-east Asian counties, and China, the Company provides service and produce over 36 GW of quality solar modules. Additionally, the Company’s energy segments are primarily developed, operated, maintained and sold in the aforementioned successive subsidiaries. The Company has 4.7 GW solar power plants built globally. These plants maintain a power source operating at 795.8 MWp with an estimated resale value of one billion US dollars (Canadian Solar, 2018).

Products include module segment, energy development segment, and electricity generation as well as the design, development, manufacture, and sale of solar power products for use in a range of residential, commercial and industrial solar power generation systems. The Company offers various products, including ingots, wafers, solar cells, solar power systems, and solar products.

Value Proposition

Canadian Solar is dedicated to making a difference and changing the lives of all their customers with the intention to retain and attract new ones. Regardless of the customers investment decision in a stand-alone module or an alternate energy solution, the Company guarantees their products and services. Further, these panels provide a steadfast energy resource even when challenged with severe climate changes. To assure the effectiveness of their products, Canadian Solar Inc. closely assess their PV panels before final distribution. As a precautionary measure, the Company offer their customers a 25-year warranty to use towards any unexpected malfunctions. Based on this declaration and the excellent customer support in over 20 countries, Canadian Solar is an attractive Company for investing and purchasing products. Canadian Solar Inc. made a promise to their customers. Additionally, this promise was to always make their customers feel comfortable with their decisions to conduct business with the Company because of their status as a highly ranked, reliable service provider and manufacturer of solar energy products (One Stop Report, 2019).

Canadian Solar’s value proposition is to make a difference, a positive contribution to society and the environment by providing exceptional, sustainable products and services for all its stakeholders (Canadian Solar Inc., 2019). In their 2018 Sustainability Report (2019), the Company states we are here to do good while doing good business. To that end, Canadian Solar not only believes in providing superior quality products but being socially responsible, by promoting awareness, supporting local communities, preserving fairness in trade and ensuring diversity and inclusion in its workforce.

 

Ron Kube 4

Figure 1 Example of Canadian Solar Product

 

 

 

SWOT Analysis

Canadian Solar Inc. can use a SWOT analysis as a tool to plan and assess market activity related to growth and the expansion of sales. A SWOT analysis is also beneficial in helping the Company measure competition. Additionally, this SWOT analysis will determine the internal and external strategic factors related to the strengths, weaknesses, opportunities, and threats of the business.

Strengths Weaknesses Opportunities Threats
· Canadian Solar Inc. has significant strength and is dominant in the marketplace

· A leading producer of solar energy and the manufacture of solar PV modules

· Superb performance in marketing new products

 

· The company has earned trust and loyalty amongst their customers

 

· Conducts market segmenting surveys to become informative of consumers needs

 

· The company’s supply chain is efficient through block chain technologies

 

· Manages multiple pipeline projects including acquisitions and strategic planning

  

· Company’s brand is not fully advertised

 

· The company is not meeting some of the expected advancements for power operating sources

 

· Canadian Solar is not invested in Research and Development (R&D) in over two years.

 

· A bad reputation associated with environmental conservation

 

· High attrition among workers in some parts of the organization

 

· The company has rented property instead of purchased resulting in unnecessary borrowing due to lack of cash flow

  

· The company has a chance to explore renewable source of energy and product market of other countries

 

· Plans to increase their marketplace activity at fifty percent or higher

 

· Shipping costs have decreased significantly and allows Canadian Solar to increase their profit margin

 

· Development in current technology advancements will help the company create new strategies and ideas for new products

 

 

  

· The lack of an experienced and skilled workforce

 

· Slow growth rate in parts of the world it operates

 

· The rise of raw materials can be a significant threat that affects the whole organization, which will increase the cost of products

 

· A change in how customers purchase goods physically as oppose to buying online

 

· The business outlook is primarily based on management’s current views and estimates about market conditions (potentially subject to change).

Strengths

· As a leading producer of solar energy and the manufacture of solar PV modules, Canadian Solar Inc. has significant strength and is dominant in the marketplace. As a result of its current leading position in the market, the Company can introduce new items. The organizational history of a reliable distribution network has allowed products to be distributed to other suppliers and companies. The Company also has an excellent track record of providing quality products to many technology companies, which has widened its position in the retail market.

· Canadian Solar Inc. was built on a very solid brand portfolio. This brand portfolio has given the Company a solid reputation in the marketplace to introduce and generate new solar products. (Shah, 2017). Consequently, a superb performance from marketing new products has gained the Company’s trust and loyalty among the customers. As a result, trust and loyalty are two of the Company’s most vital strengths.

· Canadian Solar Inc. does not experience blockchain supply challenges. The value of adopting blockchain technology for the Company has the potential to connect different ledgers and data points while maintaining data integrity among multiple participants. (Marr, 2018). Accordingly, the properties of transparency and immutability of blockchain technology is useful for eliminating fraud in the supply chain and maintaining the integrity of the system. The Company’s supply chain is efficient, which reduces extra costs and dramatically increases revenue. Moreover, the Company’s blockchain process strengthens and guarantees secure transactions, relationships with other suppliers and other supply chain, partners. Great website access for customers purchasing is also beneficial for the Company in multiple global locations. (Beamish & Jordan, 2018).

Overall, Canadian Solar Inc.’s most notable strength is the ability to manage multiple pipeline projects including acquisitions and strategic planning operations that confirms their competitiveness in the industry.

 
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