Answer:
D. Replacement cost.
Explanation:
As we know that the inventory should be recorded at the cost or market value whichever is lower
Given that
Original cost is less than the net realizable value subtract the profit margin
So we assume the following figures
Original cost $10
Net realizable value 9
Replacement cost 8
NRV less normal profit margin 7
As if we compare the original cost and replacement cost so the lower value is of replacement cost
hence, the same is to be considered
Therefore the correct option is D.
Based on the scenario above, the economic concept which Frakie is faced with is OPPORTUNITY COST. Opportunity cost refers to a benefit or value that a person could have received but which he gave up in order to take another course of action. Thus, an opportunity cost represents an alternative given up when a decision is made.
Answer:
ToySpot in this scenario is a soft toy retailer; this means it deals with customers directly and at the same location.
Answer:
non-programmed decision
Explanation:
Based on the information provided it can be said that the type of management decision that is being described is known as a non-programmed decision. This is a decision that are rare and lack strict guidelines for how they should be made or handled. They usually occur in dire situations and are made out of desperation to reach a solution to a major problem as quickly as possible.
<u>Full question:</u>
Angela is part of the senior management of Fifian Inc., an event management company. She along with other members of the senior management plans the annual budget of the company. Angela, however, is not required to take inputs from or involve the middle and supervisory managers of the company in this planning process. In the given scenario, Fifian Inc. most likely uses _____.
A. top-down budgeting
B. incremental budgeting
C. bottom-up budgeting
D. zero-based budgeting
<u>Answer:</u>
In the given scenario, Fifian Inc. most likely uses top-down budgeting
<u>Explanation:</u>
Top-down budgeting relates to a budgeting system where senior management equips a high-level estimate for the company. Through top-down budgeting, the company’s administration views prior practices and contemporary market circumstances.
Customarily, department directors and lower-level staff do not partake in the meetings but may put forward proposals for consideration. Such a kind of budget concentrates on the overall germination of the organization. Since managers are not a member of the budget-making method, they may not perceive much urge to assure their success.
