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Management Accounting Information for Decision-Making and Strategy Execution Atkinson 6th Edition Test Bank Management Accounting Information for Decision-Making and Strategy Execution Atkinson 6th Edition Test Bank Product details: Blending new theories and topics with the fundamentals. While Atkinson maintains its classic managerial accounting focus on planning and decision-making about product mix, customer mix, and capacity, it also includes new discussions relevant to some of the more modern topics in managerial accounting, including ethics, environmental issues, and life cycle costing and approaches. Table contents: Chapter 2 The Balanced Scorecard and Strategy Map Objective 1 Answer: FALSE Explanation: Database and information systems are intangible assets Diff: 1 Terms: database and information systems Objective: 1 AACSB: Reflective thinking EXCEPT: Answer: C Diff: 1 Terms: performance measurement systems Objective: 1 AACSB: Reflective thinking Answer: A Diff: 2 Terms: intangible assets Objective: 1 AACSB: Reflective thinking 1 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 1 Terms: intangible assets Objective: 1 AACSB: Reflective thinking Diff: 1 Terms: performance measurement Objective: 1 AACSB: Reflective thinking Answer: Yes, business has moved from the industrial age into the information age where knowledge-based intangible assets create value and are critical for success. Examples include loyal and profitable customer relationships, high-quality processes, innovative products and services, employee skills and motivation, and database and information systems. Diff: 2 Terms: intangible assets Objective: 1 AACSB: Analytical skills MAL: This question is not available in MyAccountingLab. 2 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Objective 2 Answer: FALSE Explanation: The learning and growth perspective addresses which processes must we excel at to meet our customer and shareholder expectations Diff: 2 Terms: learning and growth perspective Objective: 2 AACSB: Reflective thinking Answer: FALSE Explanation: The Balanced Scorecard (see Exhibit 2-3) measures organizational performance across four different but linked perspectives that are derived from the organization’s mission, vision, and strategy. Diff: 1 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking Answer: TRUE Diff: 1 Terms: learning and growth perspective Objective: 2 AACSB: Reflective thinking Answer: FALSE Explanation: The process perspective of the Balanced Scorecard focuses on excellence in processes which satisfy customers Diff: 2 Terms: process perspective Objective: 2 AACSB: Reflective thinking Answer: TRUE Diff: 2 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking 3 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Answer: TRUE Diff: 2 Terms: customer perspective Objective: 2 AACSB: Reflective thinking Answer: A Diff: 1 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking Answer: B Diff: 2 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking Diff: 1 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking 4 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 1 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking Terms: financial perspective Objective: 2 AACSB: Reflective thinking Terms: customer perspective Objective: 2 AACSB: Reflective thinking Diff: 1 Terms: learning and growth perspective Objective: 2 AACSB: Reflective thinking 5 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Answer: B Diff: 2 Terms: balanced scorecard Objective: 2 AACSB: Reflective thinking Terms: process perspective Objective: 2 AACSB: Reflective thinking Answer: C Diff: 2 Terms: customer perspective Objective: 2 AACSB: Reflective thinking 6 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 3 Terms: process perspective Objective: 2 AACSB: Reflective thinking Answer: The primary purpose of the Balanced Scorecard is to translate an organization’s vision, mission, and strategy into a set of performance measures that put that strategy into action with clearly-stated objectives, measures and target. Diff: 3 Terms: balanced scorecard Objective: 2 AACSB: Analytical skills MAL: This question is not available in MyAccountingLab. Objective 3 Diff: 1 Terms: balanced scorecard Objective: 3 AACSB: Reflective thinking Answer: TRUE Diff: 1 Terms: strategy Objective: 3 AACSB: Reflective thinking 7 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 3) Which of the following statements is true? Answer: A Diff: 2 Terms: strategy Objective: 3 AACSB: Reflective thinking Answer: D Diff: 2 Terms: balanced scorecard Objective: 3 AACSB: Reflective thinking Diff: 2 Terms: strategy, objectives Objective: 3 AACSB: Reflective thinking 8 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Dakota Corporation plans to grow by offering a hand held application, the Pocket Analyst 2, which is superior and unique from the competition. Dakota believes that putting additional resources into R&D and staying ahead of the competition with technological innovations is critical to implementing its strategy. 6) Dakota’s value proposition is: Diff: 3 Terms: value proposition Objective: 3 AACSB: Reflective thinking Diff: 3 Terms: strategy Objective: 3 AACSB: Reflective thinking Splashdown Corporation manufactures water toys. It plans to grow by producing high-quality water slides at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water slides. Splashdown believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy. Answer: D Diff: 3 Terms: value proposition Objective: 3 AACSB: Reflective thinking 9 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 3 Terms: strategy Objective: 3 AACSB: Reflective thinking Objective 4 Answer: TRUE Diff: 2 Terms: balanced scorecard Objective: 4 AACSB: Reflective thinking Answer: FALSE Explanation: A company should start its process of building a Balanced Scorecard by developing word statements of strategic objectives that describe what it is attempting to accomplish with its strategy. Diff: 2 Terms: balanced scorecard Objective: 4 AACSB: Reflective thinking Answer: TRUE Diff: 2 Terms: learning and growth perspective Objective: 4 AACSB: Reflective thinking 10 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 2 Terms: operations management processes Objective: 4 AACSB: Reflective thinking Answer: D Diff: 2 Terms: customer perspective Objective: 4 AACSB: Reflective thinking Answer: B Diff: 2 Terms: learning and growth perspective Objective: 4 AACSB: Reflective thinking 11 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Answer: D Diff: 2 Terms: learning and growth perspective Objective: 4 AACSB: Reflective thinking Answer: D Diff: 2 Terms: return on investment ratio, financial perspective Objective: 4 AACSB: Reflective thinking Answer: B Diff: 2 Terms: customer perspective Objective: 4 AACSB: Reflective thinking Answer: A Diff: 2 Terms: process perspective Objective: 4 AACSB: Reflective thinking 12 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Answer: C Diff: 2 Terms: learning and growth perspective Objective: 4 AACSB: Reflective thinking Answer: A Diff: 2 Terms: learning and growth perspective Objective: 4 AACSB: Reflective thinking 13) In the Balanced Scorecard, operating income and return on investment Answer: A Diff: 2 Terms: strategy, balanced scorecard Objective: 4 AACSB: Reflective thinking Diff: 2 Terms: customer management processes Objective: 4 AACSB: Reflective thinking 13 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 2 Terms: learning and growth perspective Objective: 4 AACSB: Reflective thinking Required: Identify at least one key element that you would expect to see included in the Balanced Scorecard: Answer: a. Grapevine’s strategy is one of product innovation and leadership because the company plans to offer a product that is superior and unique from the competition. The company’s Balanced Scorecard should describe the product innovation and leadership strategy. Key elements should include: Terms: balanced scorecard Objective: 2, 3, 4 AACSB: Analytical skills 14 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Required: Identify at least one key element that you would expect to see included in the Balanced Scorecard: Answer: The company’s Balanced Scorecard should describe the lowest total cost strategy. Key elements should include: Terms: balanced scorecard Objective: 2, 3, 4 AACSB: Analytical skills 15 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Objective 5 Diff: 2 Terms: measures Objective: 5 AACSB: Reflective thinking Answer: D Diff: 2 Terms: targets Objective: 5 AACSB: Reflective thinking Terms: objectives Objective: 5 AACSB: Reflective thinking 16 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 2 Terms: targets Objective: 5 AACSB: Reflective thinking Customer loyalty Skilled production workers Return on investment Answer: Skilled production workers ?Process quality?Customer loyalty?Return on investment Diff: 1 Terms: strategy map Objective: 5 AACSB: Analytical skills Strategic technology availability Grow revenues Design and develop new products Answer: Strategic technology availability?Design and develop new products?Market share?Grow revenues Diff: 1 Terms: strategy map Objective: 5 AACSB: Analytical skills Answer: The four key perspectives in the Balanced Scorecard are: Diff: 3 Terms: balanced scorecard Objective: 3, 5 AACSB: Analytical skills MAL: This question is not available in MyAccountingLab. 17 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Objective 6 Answer: TRUE Diff: 2 Terms: government and nonprofit organizations Objective: 6 AACSB: Reflective thinking Answer: TRUE Diff: 1 Terms: government and nonprofit organizations, strategy Objective: 6 AACSB: Reflective thinking Answer: TRUE Diff: 2 Terms: government and nonprofit organizations, strategy, objectives Objective: 6 AACSB: Reflective thinking Answer: C Diff: 2 Terms: balanced scorecard, government and nonprofit organizations Objective: 6 AACSB: Reflective thinking 18 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Diff: 2 Terms: government and nonprofit organizations Objective: 6 AACSB: Reflective thinking Diff: 2 Terms: strategy, government and nonprofit organizations Objective: 6 AACSB: Reflective thinking Diff: 2 Terms: balanced scorecard, regulatory and social processes Objective: 6 AACSB: Reflective thinking Answer: The organization’s mission drives the nonprofit and government agency’s Balanced Scorecard, whereas the financial perspective objectives drive the for-profit Balanced Scorecard. The for-profit must satisfy customers, while the nonprofit and government agency must satisfy funders and recipients. Diff: 3 Terms: balanced scorecard, regulatory and social processes Objective: 6 AACSB: Analytical skills MAL: This question is not available in MyAccountingLab. 19 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Objective 7 Explanation: CEOs and senior leadership can effectively implement a company’s strategy by involving all levels of the organization. Diff: 1 Terms: strategy Objective: 7 AACSB: Reflective thinking Answer: TRUE Diff: 2 Terms: key performance indicator scorecard Objective: 7 AACSB: Reflective thinking Answer: TRUE Diff: 2 Terms: key performance indicator scorecard Objective: 7 AACSB: Reflective thinking Answer: FALSE Explanation: Poor organizational process, is the biggest threat to successful Balanced Scorecard implementation. Diff: 1 Terms: balanced scorecard Objective: 7 AACSB: Reflective thinking Answer: FALSE Explanation: There is no perfect scorecard. The balanced scorecard is adapted to each organization and is changed over time as necessary. Diff: 1 Terms: balanced scorecard Objective: 7 AACSB: Reflective thinking 20 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Answer: D Diff: 2 Terms: measurement, objectives Objective: 7 AACSB: Reflective thinking Answer: D Diff: 2 Terms: strategy, objectives Objective: 7 AACSB: Reflective thinking Diff: 2 Terms: strategy, objectives Objective: 7 AACSB: Reflective thinking 21 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 9) Which of the following statements regarding the use of strategy in companies is correct? Answer: A Diff: 2 Terms: strategy, objectives Objective: 7 AACSB: Reflective thinking 10) To become a strategy-focused organization: Answer: B Diff: 2 Terms: strategy Objective: 7 AACSB: Reflective thinking EXCEPT: Diff: 2 Terms: balanced scorecard Objective: 7 AACSB: Reflective thinking Answer: B Diff: 2 Terms: key performance indicator cards Objective: 7 22 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall AACSB: Reflective thinking 13) Key performance indicator cards: Answer: A Diff: 2 Terms: key performance indicator cards Objective: 7 AACSB: Reflective thinking Diff: 2 Terms: balanced scorecard Objective: 7 AACSB: Reflective thinking .perspectives Answer: A Diff: 2 Terms: balanced scorecard Objective: 7 AACSB: Reflective thinking 16) Successful implementation of the Balanced Scorecard: Answer: B Diff: 2 Terms: balanced scorecard Objective: 7 AACSB: Reflective thinking 23 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Only senior management understands the strategy of the whole organization and is empowered to make the necessary decisions. Their involvement also builds emotional commitment that is as important as their knowledge and authority. Diff: 3 Terms: balanced scorecard, strategy Objective: 7 AACSB: Analytical skills MAL: This question is not available in MyAccountingLab. Answer: The Balanced Scorecard translates an organization’s strategy into a set of performance measures that put that strategy into action with clearly-stated objectives, whereas the key performance indicator scorecard does not link the performance indicators to a strategy. The Balanced Scorecard is more effective because it links to the performance measures to a company’s strategy. Download sample free sample download If you need more samples or complete documents, please contact online customer service！
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Solution Manual for Loose-Leaf for Auditing & Assurance Services: A Systematic Approach 11th ed. Edition Solution Manual for Loose-Leaf for Auditing & Assurance Services: A Systematic Approach 11th ed. Edition Product details: A Systematic Approach: The authors first introduce the three underlying concepts of audit risk, materiality, and evidence, then follow with a discussion of audit planning, the assessment of control risk, and a discussion of the nature, timing, and extent of evidence necessary to reach the appropriate level of detection risk. These concepts are then applied to each major business process and related account balances using a risk-based approach, (in following with the new standards adopted by the various auditing boards). Table of contents: PART 1: Introduction to Assurance andFinancial Statement Auditing Chapter 1: An Introduction to Assurance and FinancialStatement Auditing Chapter 2: The Financial Statement Auditing Environment PART 2: Audit Planning and Basic Auditing Concepts Chapter 3: Audit Planning, Types of Audit Tests, andMateriality Chapter 4: Risk Assessment Chapter 5: Evidence and Documentation PART 3: Understanding and Auditing Internal Control Chapter 6: Internal Control in a Financial Statement Audit Chapter 7: Auditing Internal Control over FinancialReporting PART 4: Statistical and Nonstatistical Sampling Toolsfor Auditing Chapter 8: Audit Sampling: An Overview and Application toTests of Controls Chapter 9: Audit Sampling: An Application to SubstantiveTests of Account Balances PART 5: Auditing Business Processes Chapter 10: Auditing the Revenue Process Chapter 11: Auditing the Purchasing Process Chapter 12: Auditing the Human Resource Management Process Chapter 13: Auditing the Inventory Management Process Chapter 14: Auditing the Financing/Investing Process:Prepaid Expenses, Intangible Assets, and Property, Plant, and Equipment Chapter 15: Auditing the Financing/Investing Process:Long-Term Liabilities, Stockholders’ Equity, and Income Statement Accounts Chapter 16: Auditing the Financing/Investing Process: Cashand Investments PART 6: Completing the Audit and ReportingResponsibilities Chapter 17: Completing the Audit Engagement Chapter 18: Reports on Audited Financial Statements PART 7: Professional Responsibilities Chapter 19: Professional Conduct, Independence, and QualityManagement Chapter 20: Legal Liability PART 8: Assurance, Attestation, and Internal AuditingServices Chapter 21: Assurance, Attestation, and Internal AuditingServices People also search: auditing & assurance services 8th edition loose leaf services Download sample free sample download If you need more samples or complete documents, please contact online customer service！
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Test Bank for International Financial Management, 9th Edition, Cheol Eun, Bruce Resnick Tuugi Chuluun Test Bank for International Financial Management, 9th Edition, Cheol Eun, Bruce Resnick, Tuugi Chuluun, Product details: International Financial Management provides students with a foundation for analysis through a text that is well-organized, comprehensive, and provides up-to-date coverage of the topics. Like the first eight editions, it is written based on two tenets: emphasis on the basics and emphasis on a managerial perspective. The scope and content of international finance have been fast evolving due to cycles of deregulations and regulations of financial markets, product innovations, and technological advancements. As capital markets of the world are becoming more integrated, a solid understanding of international finance has become essential for astute corporate decision making. Reflecting the growing importance of international finance as a discipline, we have seen a sharp increase in the demand for experts in the area in both the corporate and academic worlds. Table of Contents: PART ONE: Foundations of International Financial Management Ch. 1 Globalization and the Multinational Firm Ch. 2 International Monetary System Ch. 3 Balance of Payments Ch. 4 Corporate Governance Around the WorldPART TWO: The Foreign Exchange Market, Exchange Rate Determination, and Currency Derivatives Ch. 5 The Market for Foreign Exchange Ch. 6 International Parity Relationships and Forecasting Foreign Exchange Rates Ch. 7 Futures and Options on Foreign ExchangePART THREE: Foreign Exchange Exposure and Management Ch. 8 Management of Transaction Exposure Ch. 9 Management of Economic Exposure Ch. 10 Management of Translation ExposurePART FOUR: World Financial Markets and Institutions Ch. 11 International Banking and Money Market Ch. 12 International Bond Market Ch. 13 International Equity Markets Ch. 14 Interest Rate and Currency Swaps Ch. 15 International Portfolio InvestmentPART FIVE: Financial Management of the Multinational Firm Ch. 16 Foreign Direct Investment and Cross-Border Acquisitions Ch. 17 International Capital Structure and the Cost of Capital Ch. 18 International Capital Budgeting Ch. 19 Multinational Cash Management Ch. 20 International Trade Finance Ch. 21 International Tax Environment and Transfer PricingPeople also search: international financial management 9th edition international financial management 9th edition cheol eun Download sample free sample download If you need more samples or complete documents, please contact online customer service！
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Options Futures and Other Derivatives Global 9th Edition Hull Test Bank Options Futures and Other Derivatives Global 9th Edition Hull Test Bank. Product details: For graduate courses in business, economics, financial mathematics, and financial engineering; for advanced undergraduate courses with students who have good quantitative skills; and for practitioners involved in derivatives markets Practitioners refer to it as “the bible;” in the university and college marketplace it’s the best seller; and now it’s been revised and updated to cover the industry’s hottest topics and the most up-to-date material on new regulations. Options, Futures, and Other Derivatives by John C. Hull bridges the gap between theory and practice by providing a current look at the industry, a careful balance of mathematical sophistication, and an outstanding ancillary package that makes it accessible to a wide audience. Through its coverage of important topics such as the securitization and the credit crisis, the overnight indexed swap, the Black-Scholes-Merton formulas, and the way commodity prices are modeled and commodity derivatives valued, it helps students and practitioners alike keep up with the fast pace of change in today’s derivatives markets. This program provides a better teaching and learning experience—for you and your students. Here’s how:· NEW! Available with DerivaGem 3.00 software—including two Excel applications, the Options Calculator and the Applications Builder· Bridges the gap between theory and practice—a best-selling college text, and considered “the bible” by practitioners, it provides the latest information in the industry· Provides the right balance of mathematical sophistication—careful attention to mathematics and notation· Offers outstanding ancillaries toround out the high quality of the teaching and learning package Table of contents: 1. Introduction 2. Mechanics of Futures Markets 3. Hedging Strategies Using Futures 4. Interest Rates 5. Determination of Forward and Futures Prices 6. Interest Rate Futures 7. Swaps 8. Securitization and the Credit Crisis of 2007 9. OIS Discounting, Credit Issues, and Funding Costs 10. Mechanics of Options Markets 11. Properties of Stock Options 12. Trading Strategies Involving Options 13. Binomial Trees 14. Wiener Processes and Ito’s Lemma 15. The Black-Scholes-Merton Model 16. Employee Stock Options 17. Options on Stock Indices and Currencies 18. Options on Futures 19. Greek Letters 20. Volatility Smiles 21. Basic Numerical Procedures 22. Value at Risk 23. Estimating Volatilities and Correlations for Risk Management 24. Credit Risk 25. Credit Derivatives 26. Exotic Options 27. More on Models and Numerical Procedures 28. Martingales and Measures 29. Interest Rate Derivatives: The Standard Market Models 30. Convexity, Timing and Quanto Adjustments 31. Interest Rate Derivatives: Models of the Short Rate 32. HJM, LMM, and Multiple Zero Curves 33. Swaps Revisited 34. Energy and Commodity Derivatives 35. Real Options 36. Derivatives Mishaps and What We Can Learn from Them People also search: options futures and other derivatives 9th edition options futures and other derivatives by john hull options futures and other derivatives (9th edition) free sample download If you need more samples or complete documents, please contact online customer service！
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Solution Manual for Introductory Econometrics A Modern Approach, 6th Edition This is completed downloadable of Solution Manual for Introductory Econometrics A Modern Approach, 6th Edition Product details: This book is a standalone book and will not include any access codes. Discover how empirical researchers today actually consider and apply econometric methods with the practical approach in Wooldridge’s INTRODUCTORY ECONOMETRICS: A MODERN APPROACH, 6E. Unlike traditional texts, this book uniquely demonstrates how econometrics has moved beyond a set of abstract tools to become genuinely useful for answering questions in business, policy evaluation, and forecasting. INTRODUCTORY ECONOMETRICS is organized around the type of data being analyzed with a systematic approach that only introduces assumptions as they are needed. This makes the material easier to understand and, ultimately, leads to better econometric practices. Packed with relevant applications, the text incorporates more than 100 intriguing data sets, available in six formats. Updates introduce the latest emerging developments in the field. Gain a full understanding of the impact of econometrics in practice today with the insights and applications found only in INTRODUCTORY ECONOMETRICS: A MODERN APPROACH, 6E. Table contents: 1. The Nature of Econometrics and Economic Data. Part I: REGRESSION ANALYSIS WITH CROSS-SECTIONAL DATA.2. The Simple Regression Model.3. Multiple Regression Analysis: Estimation.4. Multiple Regression Analysis: Inference.5. Multiple Regression Analysis: OLS Asymptotics.6. Multiple Regression Analysis: Further Issues.7. Multiple Regression Analysis with Qualitative Information: Binary (or Dummy) Variables.8. Heteroskedasticity.9. More on Specification and Data Problems. Part II: REGRESSION ANALYSIS WITH TIME SERIES DATA.10. Basic Regression Analysis with Time Series Data.11. Further Issues in Using OLS with Time Series Data.12. Serial Correlation and Heteroskedasticity in Time Series Regressions. Part III: ADVANCED TOPICS.13. Pooling Cross Sections Across Time: Simple Panel Data Methods.14. Advanced Panel Data Methods.15. Instrumental Variables Estimation and Two Stage Least Squares.16. Simultaneous Equations Models.17. Limited Dependent Variable Models and Sample Selection Corrections.18. Advanced Time Series Topics.19. Carrying Out an Empirical Project. APPENDICES.People also search: introductory econometrics a modern approach 6th edition pdf free download introductory econometrics a modern approach 6th edition solutions jeffrey m. wooldridge introductory econometrics a modern approach 6th edition free sample download If you need more samples or complete documents, please contact online customer service！
