Consumer Behaviour used to Manipulate Consumers

Table of Contents Introduction 4p’s effect on behaviour, cognition, effect 4p’s effect on the stages of decision making Effect of marketing mix on consumer perception 4p’s effect on motivation conflict Conclusion Reference List Introduction The question that is often asked by most business managers today concerns the ability of firms to meet the needs and expectations of customers. Meeting these demands and expectations entails comprehending the marketing environment.Advertising We will write a custom essay sample on Consumer Behaviour used to Manipulate Consumers specifically for you for only $16.05 $11/page Learn More This paper explores the value of customer behaviour knowledge on the ability of firms to manipulate the customers. The paper focuses on the value of consumer behaviour knowledge on the marketing mix. 4p’s effect on behaviour, cognition, effect According to Sahney (n.d.), consumer behaviour is determined by three key elements. These elements include effect, knowledge, and behaviour. Behaviour is the visible action of the consumer that is translated into the decision of a consumer to purchase or not purchase a given product. Any alteration of the elements of marketing mix results in change in customer behaviour (Sahney n.d.). Cognition entails the manner in which customers process the information in the market as they seek to reach critical decisions concerning products and services. Therefore, altering the orientation of a brand by focusing on any of the marketing mix elements can have significant effects on the way consumers process information on a given product or brand in the market (Sahney n.d.). The decisions of consumers can be comprehended from what the feelings that the consumer hold about the good or service. Comprehending the factors that determine the variation in the intensity and level of persistence of these feelings is an important factor in altering the patterns of fee lings through making meaning adjustments in the marketing mix (Sahney n.d.). 4p’s effect on the stages of decision making Research in marketing has ascertained that consumers make several considerations before making decisions for or against certain products and services in the market. This is represented in the five stages of customer decision making. It is important for marketing executives to comprehend the consumer decision making continuum to develop marketing strategies that can aid in altering the behaviour of consumers (Pride Ferrell 2012). For instance, altering the price of a product can result in a reconsideration of a given product.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, at every stage of decision marketing, an adjustment in any of the elements of marketing mix has the potential to affect the view of the customer. This, consequently, affects the final decision (Dibb, 2012). Effect of marketing mix on consumer perception The perception of consumers about a given product or service depends on several factors. Most of the attributes of products or services from which consumers gather and process information on the product are embedded in the marketing mix. The perception can be easily altered by altering the brand (Parsons, 2013). 4p’s effect on motivation conflict The drive of consumers to satisfy their needs through goods and services is something that ought to be given attention by marketing executives. Consumers are torn between the forces of acceptance and refusal of a product when the product is not clearly defined to them. However, the application of the marketing mix often eliminates the psychological war with the consumer by making them to choose among the desirable features of a product or a service (Kimmel 2013). Conclusion From the discussion in the paper, it can be argued that consumer behaviour knowledge is cri tical in the development of effective marketing decisions. Understanding the behaviour of consumers makes it easy for firms to alter the marketing mix elements in their favour. Reference List Dibb, S 2012, Marketing briefs: a revision and study guide, Routledge, London. Kimmel, AJ 2013, Psychological foundations of marketing, Routledge, New York, NY.Advertising We will write a custom essay sample on Consumer Behaviour used to Manipulate Consumers specifically for you for only $16.05 $11/page Learn More Parsons, AL 2013, ‘The consumer mind: Brand perception and implications for marketers’, Journal of Consumer Marketing, vol. 30 no. 3, pp. 310-311. Pride, WM, Ferrell, ‎OC 2012, Foundation of marketing, 5th ed., Cengage Learning, Stamford. Sahney, H n.d, Module-1: Consumer behavior. Web. This essay on Consumer Behaviour used to Manipulate Consumers was written and submitted by user Jeram1ah to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Wedding Toast Essays

Wedding Toast Essays Wedding Toast Paper Wedding Toast Paper When Valerie first told me note that I was told, not asked! That I was making a speech, I thought it was her way of getting back at me for anything I had ever done to her while growing up. Lately I realized that it is actually an honor to be asked to address YOU. Look to your left. Look to your right. (Pause) YOU are the people Valerie and Christian love the most. They’ve invited you because this day would not be the same without you. And you have made them a priority in your lives by celebrating with them.You have honored them with your presence and made their day so special and unforgettable. On behalf of my family, I would like to thank you all for coming. As sister of the bride, I have a unique view of Valerie. She was the little sister I had always wanted. She was a happy, precocious child I remember her ability to get into all sorts of trouble and then proclaim quite indignantly NOT ME! One of my favorite memories of her childhood was how much w e loved rainy day we would get a tire and make it into a boat.Flash forward to a charming pre-teen in braces that got permission to come and stay with me in New York at my first apartment. She was willing to go along with my crazy schemes. Then as she got older, we shared a room for a few months while I stayed in New York. She had learned that little-sister trick of appropriating and wearing things that were not hers. And, every single night before we went to sleep I was subjected to the same boy-band song Valerie has grown into a beautiful woman.She is no longer my little sister, but a graceful, smart, generous, caring equal. It is an honor to know the person she has become. She is a great friend as you know loyal, patient and generous. And she loves a challenge and this is where Christian comes in. Christian, you are one lucky guy! Valerie you look stunning and Christian. Well you look stunned! So Christian, here’s some advice for the future: She is always right She always needs some new clothes She never looks fat in anythingIf she’s right say so, and if she isn’t -say nothing! So here we are their wedding. They have made it. a DOZEN years together and stronger every day. High school sweethearts who have defied the odds. Leave it to them to be defiant in the face of anything! Today is a celebration of not only where they are now, but the road that has brought them here. They have built a beautiful life together. I think you all will join me in this wish: Valerie. Christian. May you live forever in love, and may love live forever in you.

An uncomfortable event Essay Example | Topics and Well Written Essays - 1250 words

An uncomfortable event - Essay Example 12). People ignore them and sadly, I was amongst the persons that would rather have ignored these issues instead of that acknowledging that they were a part of the society I called home and in truth, I was in no way a contributor to the solution. They say that experience goes a long way in educating fools and my dawn came much earlier than I anticipated. I pride myself on being a traveler. My family is well off and I have been lucky to come across various opportunities to visit foreign places. In my ventures, I have seen a lot of the beauty that life has to offer. It is only in recent years that I have indeed acknowledged that in as much as I have seen life’s beauty I have kept away from delving deep into its ugliness. I used to be the kind of person who would rather not use a street that is the shortest way to my destination if I would come across scenes of poverty. This would force me to acknowledge that there are those living on the other side of life where even the most basic of needs are hard to come by. Much as I like to travel, I have not been particularly inclined towards the smell of airports. I have asked a number of my friends if they notice that there is always a heavy smell of paper and machinery in airports. I call it the â€Å"smell of technology; thick, musky and nauseating.† Airports always heighten my anxiety. I find that when I am in one I tend to lose my calm demeanor and my heart starts to beat extremely first even if I am not in a rush. I have often thought that this could be because of the realization of incoming change through transition. Maybe it’s because everyone in the vicinity, always seems in a rush or maybe because of the lengthy protocols and official staff demeanor, whatever the case however, airports are my least favorite place. I remember standing in line at the airport for check in. A little girl behind me squeaked with excitement. I could tell from her anxiety and the way she kept looking around, it was her first time

Business management Essay Example | Topics and Well Written Essays - 2250 words

Business management - Essay Example Various management practices depend on the trust and empowerment that are designed to increase employee assurance to performance objectives and organizational objectives. The scenario of market place and space are rapidly changing since few years. Therefore these changing scenarios have convinced the management of company and shareholders to adopt a new archetype based on new values. For an example, in banking sector new financial products are jumping up in quick speed. These may create several problems and tough times for the management board in order to compete in this global competitive market. The organization cultures need to change according to the change of market place scenario. It involves understanding the current role, current culture. There is need for greater flexibility and speed that can be achieved through employee involvement in the management decision making. Due to high flexibility, employees get motivated to innovate without any kind of bureaucracy. Red tapes and bureaucracy generally aggravates employees and shuts them down. Employee involvement in management decision making is an old idea that has been frequently invigorated by new generation organizations across the globe. For an example, the oldest system of documented of employee participation is a particular document called â€Å"employee suggestion system† established in 1898. The return of nominal investments comes as superior level of employee motivation, productivity, creativity, and commitment that will shift the organization towards success.

Flow Through A Venturi Meter

Flow Through A Venturi Meter Given a Venturi Meter, Cv , the Venturi coefficient can be determined to compare the actual and ideal values as per Bernoullis predictions, for a volume flow rate. For better comparisons, two separate trials were analyzed and Venturi coefficients for both were computed. Trial 1 and Trial 2 yielded a Cv of 0.93 and 0.92 respectively. In this experiment the values calculated were found to be less than 1.0; this relatively high correlation between the experimental and ideal flows for the given Venturi meter however when compared to the ideal flow, the actual flow for this Venturi is not steady nor one dimensional. Therefore neither of these assumptions can be applied to any given actual flow. Nomenclature Variable/ Constant/ Symbol/Parameter Values Q Volume flow rate (m3/s) V Velocity (m/s) A Area (m2) à Ã‚ air Density of air, 1.23 kg/m3 à Ã‚ water Density of water, 1000 kg/m3 Cv Venturi coefficient Po Stagnation pressure (Pa) is Static Pressure plus Dynamic Pressure Patm Atmospheric pressure, 101.325 KPa Άh Height difference (m) between readings and Patm g Acceleration, 9.81 m/s2 z Elevation of Point (m) ( ½)à Ã‚ V2 Dynamic Pressure (Pa) P Static Pressure Flow Analysis Bernoullis Equation relates two points alongside a streamline as P1 + ( ½)à Ã‚ airV12+ à Ã‚ airgz1 = P2 + ( ½)à Ã‚ airV22 + à Ã‚ airgz2 z is negligible so à Ã‚ airgz cancels out on both sides leaving P1 + ( ½)à Ã‚ airV12+ = P2 + ( ½)à Ã‚ V22 Rearranging: P1 P2 = ( ½)à Ã‚ air(V22 V12) Note that Qideal = V1A1 = V2A2. Solving for V2 V2 = Subbing (5) into (3) and solving for V1 V1 = Then Qideal = A1 Flow Analysis (Contd) For the derivation of Qactual, sufficient distance from the Venturi inlet is assumed for a fluid particles relative velocity to be taken as zero. The same height (z value) as the Venturi will be taken for the particle. P1 + ( ½)à Ã‚ airV12+ à Ã‚ airgz1 = P2 + ( ½)à Ã‚ airV22 + à Ã‚ airgz2 z is negligible so à Ã‚ airgz cancels out on both sides leaving P1 + ( ½)à Ã‚ airV12+ = P2 + ( ½)à Ã‚ V22 as stated, the fluid particles velocity at point 0 is assumed to be 0m/s Patm = P2 + ( ½)à Ã‚ airV22 Solving for V2 V2 = P2 is defined as the static pressure at the inlet, found to be P2 = Patm + à Ã‚ watergΆh Subbing (9) into (8) V2 = To find Qactual Qactual = V2A2. Sub (11) into (12) where A2 is the cross sectional area Qactual = A2 Flow Analysis (Contd) With values for Qactual and Qideal, Cv can then be calculated with the relation Cv = For ideal static pressures combine (8) having solved for P2 and (4) having solved for V2 P2 = Patm ( ½)à Ã‚ airV22 P2 = Patm ( ½)à Ã‚ air Experimental Setup and Procedure The experiment was carried out per the instructions outlined in the course manual. However due to a problem with the apparatus and a constantly fluctuating Venturi meter, a camera was used to take a photo. Measurements were taken from the scale viewed on said picture. Figure Shows Experimental Setup Results For trial 1: Qideal = 0.01238 Qactual = 0.01153 The Venturi Coefficient, Cv, was calculated by using the values found for Qideal and Qactual and substituting them into equation (14). This value obtained was 0.93. To find the stagnation pressure, P = Patm and V = 0; the total pressure at this point is represented by P0 = Patm + ( ½)à Ã‚ airV2, however since V = 0 , the stagnation pressure is P0 = Patm. The Static Pressure is Patm = Patm à Ã‚ watergΆh where the Άh used is the value that corresponds with the throat. Therefore Pthroat = 99.206KPa For Dynamic Pressure, ( ½)à Ã‚ airVthroat2 = Patm Pthroat = 2.119KPa Results(Contd) For trial 2: Qideal = 0.01238 Qactual = 0.01153 The Venturi Coefficient, Cv, was calculated by using the values found for Qideal and Qactual and substituting them into equation (14). This value obtained was 0.92. To find the stagnation pressure, P = Patm and V = 0; the total pressure at this point is represented by P0 = Patm + ( ½)à Ã‚ airV2, however since V = 0 , the stagnation pressure is P0 = Patm. The Static Pressure is Patm = Patm à Ã‚ watergΆh where the Άh used is the value that corresponds with the throat. Therefore Pthroat = 96.871KPa For Dynamic Pressure, ( ½)à Ã‚ airVthroat2 = Patm Pthroat = 4.454KPa Discussion The two calculated Venturi Coefficients for both trials of differing flow rates were found to have close enough values to assume that said coefficients do not depend on the flow rate but rather on the Venturi meter in use. For ideal calibration methods, an average of values, 0.92 and 0.93 could be taken to compensate for ideal assumptions which have been determined to be inaccurate. This would aid the user to find actual values once ideal ones have been found. Although these values are not 1.0, they are relatively close. However despite this, it can be inferred that the idealistic conditions assumed at the beginning of the experiment are invalid as they do in fact incur a noticeable effect on the results creating an error. These assumptions included a one dimensional steady flow that existed in a frictionless environment; such implies no energy transfers. Dimensions for the outlet and inlet were assumed to be equal however if the graphs are reviewed, there are discrepancies and a certain amount of irregularities. These further outline the existence of friction and energy loss which can be observed through the comparison of tables 1 and 2 in the appendix where the values of experimental and ideal static pressures are defined. There was however another source of error that was introduced due to the faulty apparatus as was discussed in the Experimental Setup and Procedure section. Measurements were taken from a photograph to facilitate taking down said measurements from a fluctuating Venturi meter. Bernoullis equation states that when a fluid in flow undergoes a rise in pressure, then its velocity must decrease. Said concept also applies the other way around. Figure 1 in the appendix illustrates this through a rough sketch. Conclusion Venturi coefficients such as the ones calculated in this experiment, 0.92 and 0.93 imply that the actual flow is lower than the ideal flow. Therefore the ideal conditions that were applied only give an approximation to the actual flows. The coefficients can be averaged for a more accurate way to calibrate the Venturi meter. The values found imply that the Venturi meter relates the actual and ideal values relatively well; however this may be due to the fluctuating meters. Also very likely, is the presence of a relatively low amount of friction and symmetrical dimensions in the Venturi meter. References University, Carleton, ed. MAAE 2300 Course Manual. Ottawa, 2011. Print.

Financial Ratios for East Coast Yachts

Question 1: Financial ratios for East Coast Yachts: Current ratio| =| Current Assets| | | Debt-equity ratio| =| Total liabilities| | | Current Liabilities| | | | | Total equity| | =| $14,651,000 | | | | =| $19,539,000 + $33,735,000| | | $19,539,000 | | | | | $55,341,000 | | =| 0. 75| | | | =| 0. 96| | | | | | | | | | | | | | | | | Quick ratio| =| Current Assets – Inventory| | | Equity multiplier| =| Total assets| | | Current Liabilities| | | | | Total equity| | =| $14,651,000 – $6,136,000| | | | =| $108,615,000 | | | $19,539,000 | | | | | $55,341,000 | | =| 0. 44| | | | =| 1. 96| | | | | | | | | | | | | | | | Total asset turnover| =| Sales| | | Interest coverage| =| EBIT| | | Total Assets| | | | | Interest| | =| $167,310,000 | | | | =| $23,946,000 | | | $108,615,000 | | | | | $3,009,000 | | =| 1. 54| | | | =| 7. 96| | | | | | | | | | | | | | | | | Inventory turnover| =| COGS| | | Profit margin| =| Net Income| | | Inventory| | | | | Sales| | =| $117,910,000 | | | | =| $1 2,562,200 | | | $6,136,000 | | | | | $167,310,000 | | =| 19. 22| | | | =| 7. 51%| | | | | | | | | | | | | | | | | Receivables turnover| =| Sales| | | Return on assets| =| Net Income| | | Accounts receivable| | | | | Total assets| =| $167,310,000 | | | | =| $12,562,200 | | | $5,473,000 | | | | | $108,615,000 | | =| 30. 57| | | | =| 11. 57%| | | | | | | | | | | | | | | | | Debt ratio| =| Total assets – Total equity| | | Return on equity| =| Net Income| | | Total assets| | | | | Total equity| | =| $108,615,000 – $55,341,000| | | | =| $12,562,200 | | | $108,615,000 | | | | | $55,341,000 | | =| 0. 49| | | | =| 22. 70%| | | | | | | | | | | | | | | | | Question 2: | | East Coast Yachts| | Yacht Industry Ratios| | | | | Lower Quartile| Median| Upper Quartile| Current ratio| | 0. 75| | 0. 50| 1. 43| 1. 9| Quick ratio| | 0. 44| | 0. 21| 0. 38| 0. 62| Total asset turnover| | 1. 54| | 0. 68| 0. 85| 1. 38| Inventory turnover| | 19. 22| | 4. 89| 6. 15| 10. 89| Receivables turnover| | 30. 57| | 6. 27| 9. 82| 14. 11| Debt ratio| | 0. 49| | 0. 44| 0. 52| 0. 61| Debt-equity ratio| | 0. 96| | 0. 79| 1. 08| 1. 56| Equity multiplier| | 1. 96| | 1. 79| 2. 08| 2. 56| Interest coverage| | 7. 96| | 5. 18| 8. 06| 9. 83| Profit margin| | 7. 51%| | 4. 05%| 6. 98%| 9. 87%| Return on assets| | 11. 57%| | 6. 05%| 10. 53%| 13. 21%| Return on equity| | 22. 70%| | 9. 93%| 16. 54%| 26. 15%|The liquidity ratio shows that the company has less liquidity as compare to the whole industry. East Coast Yachts current ratio is below the median industry ratio and the quick ratio is positioned at the median industry ratio. This indicates that the company may access to short-term borrowing. Referring to the turnover ratio, all the three ratios, I. e. total asset turnover, inventory turnover and receivables turnover are higher than upper quartile industry ratio. This indicates that the company is more efficient among the whole industry in using its assets to generate sales.The financial levera ge ratios, which include the debt ratio, debt-equity ratio, equity multiplier and interest coverage, are all below the median industry ratio, but higher than the lower quartile. This shows that East Coast Yachts is having less debt than the other companies in the industry, but is still within the normal range. The profit margin, return on assets as well as return on equity of the company are higher than the industry median. This shows that the company’s profitability is performing well among the whole industry.As an overall, East Coast Yachts is performing well in the industry, while more concentration would only be required to be placed on the liquidity ratios. Question 3: Return on equity = 22. 70% Retention ratio (b)| =| Net income – Dividends| | | Net Income| | =| $12,562,200 – $7,537,320| | | $12,562,200 | | =| 40%| Sustainable growth rate (SGR) = Return on equity x Retention ratio = 22. 70% x 0. 4 = 9. 08% Increase in assets| =| Assets| x| ? Sales| | | Sal es| | | | =| $108,615,000 | x| (167,310,000 x 9. 08%)| | | $167,310,000 | | | | =| $9,862,242. 00 | | | | | | | |Increase in spontaneous liabilities| =| Spontaneous liabilities| x| ? Sales| | | Sales| | | | =| $6,461,000 | x| (167,310,000 x 9. 08%)| | | $167,310,000 | | | | =| $ 586,658. 80 | | | | | | | | Retention ratio (b)| =| Addition to RE| | | | | Net income| | | | =| $5,024,880 | | | | | $12,562,200 | | | | =| 40%| | | | | | | | Profit margin| =| Net income| | | | | Sales| | | | =| $12,562,200 | | | | | $167,310,000 | | | | =| 8%| | | | | | | | Increase in equity| =| PM x Projected sales x retention ratio| | =| 8% x ($167,310,000 x 1. 0908) x 0. 4| | =| $5,840,055. 94 | | | | | | | | External Funds Needed (EFN)| =| Increase in assets – Increase in spontaneous liabilities – Increase in equity| | =| $9,862,242. 00 – $586,658 – $5,840,056| | =| $3,435,527. 26 | | | | | | | | | | | | | East Coast Yachts| | | Pro forma Income Statement| | | Sales| | 182 ,501,748| | | Cost of goods sold| | 128,616,228| | | Other expenses| | 21,809,455| | | Depreciation| | 5,460,000| (Assume constant)| Earnings before interest and taxes (EBIT)| 26,616,065| | | Interest| | 3,009,000| (Assume constant)|Taxable income| | 23,607,065| | | Taxes (40%)| | 9,442,826| | | Net Income| | 14,164,239| | | Dividends| | 8,221,709| | | Addition to RE| | 5,481,139| | | | | | | | East Coast Yachts| | | Pro forma Balance Sheet| | | Assets| | | | | Current assets| | | | | Cash| | 3,318,214| | | Accounts receivable| | 5,969,948| | | Inventory| | 6,693,149| | | Total| | 15,981,311| | | Fixed assets| | | | | Net plant and equipment| | 102,495,931| | | | | | | | | | | | | Total assets| | 118,477,242| | | | | | | | Liabilities| | | | | Current liabilities| | | | | Accounts payable| | 7,047,659| | | Notes payable| | 14,265,482| | |Total| | 21,313,141| | | | | | | | Long term debt| | 33,735,000| | | | | | | | Shareholders' equity| | | | | Common stock| | 5,200,000| | | Retaine d earnings| | 54,693,803| | | Total equity| | 59,893,803| | | | | | | | Total liabilities and equity| | 114,941,944| | | | | | | | EFN| | 3,535,298| | | Current ratio| =| Current Assets| | Debt-equity ratio| =| Total liabilities| | | Current Liabilities| | | | Total equity| | =| $15,981,311 | | | =| $21,313,141 + $33,735,000| | | $21,313,141 | | | | 59,893,803 | | =| 0. 75| | | =| 0. 92| | | | | | | | | | | | | | |Quick ratio| =| Current Assets – Inventory| | Equity multiplier| =| Total assets| | | Current Liabilities| | | | Total equity| | =| $15,981,311 – $6,693,149| | | =| $118,477,242 | | | $21,313,141 | | | | $59,893,803 | | =| 0. 44| | | =| 1. 98| | | | | | | | | | | | | | | Total asset turnover| =| Sales| | Interest coverage| =| EBIT| | | Total Assets| | | | Interest| | =| $182,501,748 | | | =| $26,616,065 | | | $118,477,242 | | | | $3,009,000 | | =| 1. 54| | | =| 8. 85| | | | | | | | | | | | | | | Inventory turnover| =| COGS| | Profit margin| =| Net Income| | | Inventory| | | | Sales| =| $128,616,228 | | | =| $14,164,239 | | | $6,693,149 | | | | $182,501,748 | | =| 19. 22| | | =| 7. 76%| | | | | | | | | | | | | | | Receivables turnover| =| Sales| | Return on assets| =| Net Income| | | Accounts receivable| | | | Total assets| | =| $182,501,748 | | | =| $14,164,239 | | | $5,969,948 | | | | $118,477,242 | | =| 30. 57| | | =| 11. 96%| | | | | | | | | | | | | | | Debt ratio| =| Total assets – Total equity| | Return on equity| =| Net Income| | | Total assets| | | | Total equity| | =| $118,477,242 – $59,893,803| | | =| $14,164,239 | | | $118,477,242 | | | | $59,893,803 | | =| 0. 49| | | =| 23. 5%| | | East Coast Yachts| | | Original ratios| | Based on pro forma| Current ratio| | 0. 75| | 0. 75| Quick ratio| | 0. 44| | 0. 44| Total asset turnover| | 1. 54| | 1. 54| Inventory turnover| | 19. 22| | 19. 22| Receivables turnover| | 30. 57| | 30. 57| Debt ratio| | 0. 49| | 0. 49| Debt-equity ratio| | 0. 96| | 0. 92| Equity multiplier| | 1. 96| | 1. 98| Interest coverage| | 7. 96| | 8. 85| Profit margin| | 7. 51%| | 7. 76%| Return on assets| | 11. 57%| | 11. 96%| Return on equity| | 22. 70%| | 23. 65%| As noted from above, the liquidity and turnover ratio will remain constant assuming growth precisely at 9. 8%. Debt-equity ratio will decreased slightly while equity multiplier and interest coverage increased, assuming interest remain constant. Slight improvement also noted from profit margin, return on assets and return on equity. Question 4: Growth rate| | 20%| | | | | | | | Increase in assets| =| Assets| x| ? Sales| | | Sales| | | | =| $108,615,000 | x| (167,310,000 x 20%)| | | $167,310,000 | | | | =| 21,723,000. 00 | | | | | | | | Increase in spontaneous liabilities| =| Spontaneous liabilities| x| ? Sales| | | Sales| | | | =| $6,461,000 | x| (167,310,000 x 20%)| | $167,310,000 | | | | =| $1,292,200. 00 | | | | | | | | Retention ratio (b)| =| Addition to RE| | | | | Net income| | | | =| $5,024,880 | | | | | $12,562 ,200 | | | | =| 40%| | | | | | | | Profit margin| =| Net income| | | | | Sales| | | | =| $12,562,200 | | | | | $167,310,000 | | | | =| 8%| | | | | | | | Increase in equity| =| PM x Projected sales x retention ratio| | =| 8% x ($167,310,000 x 1. 2) x 0. 4| | | =| $6,424,704. 00| | | | | | | | External Funds Needed (EFN)| =| Increase in assets – Increase in spontaneous liabilities – Increase in equity| | =| $21,723,000. 0 – $1,292,200. 00 – $6,424,704. 00| | =| $14,006,096. 00| | | | | | | | | | | | | | | | | | East Coast Yachts| | | Pro forma Income Statement| | | Sales| | 200,772,000| | | Cost of goods sold| | 141,492,000| | | Other expenses| | 23,992,800| | | Depreciation| | 5,460,000| (Assuming constant)| Earnings before interest and taxes (EBIT)| 29,827,200| | | Interest| | 3,009,000| (Assuming constant)| Taxable income| | 26,818,200| | | Taxes (40%)| | 10,727,280| | | Net Income| | 16,090,920| | | Dividends| | 9,044,784| | | Addition to RE| | 6,029,85 6| | | | | | | | East Coast Yachts| | |Pro forma Balance Sheet| | | Assets| | | | | Current assets| | | | | Cash| | 3,650,400| | | Accounts receivable| | 6,567,600| | | Inventory| | 7,363,200| | | Total| | 17,581,200| | | Fixed assets| | | | | Net plant and equipment| | 112,756,800| | | | | | | | | | | | | Total assets| | 130,338,000| | | | | | | | Liabilities| | | | | Current liabilities| | | | | Accounts payable| | 7,753,200| | | Notes payable| | 15,693,600| | | Total| | 23,446,800| | | | | | | | Long term debt| | 33,735,000| | | | | | | | Shareholders' equity| | | | | Common stock| | 5,200,000| | |Retained earnings| | 60,169,200| | | Total equity| | 65,369,200| | | | | | | | Total liabilities and equity| | 122,551,000| | | | | | | | EFN| | 7,787,000| | | | | East Coast Yachts| | | Original ratios| | Growth @9. 08%| | Growth @20%| Debt-equity ratio| | 0. 96| | 0. 92| | 0. 87| Equity multiplier| | 1. 96| | 1. 98| | 1. 99| Interest coverage| | 7. 96| | 8. 85| | 9. 91| Profit margin| | 7. 51%| | 7. 76%| | 8. 01%| Return on assets| | 11. 57%| | 11. 96%| | 12. 35%| Return on equity| | 22. 70%| | 23. 65%| | 24. 62%| The growth rate of 20% indicates that the EFN is $7,787,000.Debt-equity ratio will decrease by 0. 05. The profit margin, return on assets and return on equity shows improvement if the expansion plan was taken up, assuming interest and depreciation remain constant. The further expansion may be taken up as it will bring improvement to the company’s profitability. Also, debt-equity ratio is still below 1 hence there is room for the expansion to be taken up. Question 5: Depreciation rate| =| Depreciation| | | | | PPE| | | | =| $5,460,000 | | | | | $93,964,000 | | | | =| 5. 81%| | | | | | | | Cost of new line| | 30,000,000| | |New depreciation charged| | 1,743,220. 81| | | | | | | | | | | | | East Coast Yachts| | | Pro forma Income Statement| | | Sales| | 200,772,000| (Assuming growth rate 20%)| Cost of goods sold| | 141,492,000| (Assuming growth rat e 20%)| Other expenses| | 23,992,800| (Assuming growth rate 20%)| Depreciation| | 1,743,221| | | Earnings before interest and taxes (EBIT)| | 33,543,979| | | Interest| | 3,009,000| (Assuming constant)| Taxable income| | 30,534,979| | | Taxes (40%)| | 12,213,992| | | Net Income| | 18,320,988| | | Dividends| | 9,044,784| | | Addition to RE| | 6,029,856| | | | | | | East Coast Yachts| | | Pro forma Balance Sheet| | | Assets| | | | | Current assets| | | | | Cash| | 3,650,400| | | Accounts receivable| | 6,567,600| | | Inventory| | 7,363,200| | | Total| | 17,581,200| | | Fixed assets| | | | | Net plant and equipment| | 141,013,579| | | | | | | | Total assets| | 158,594,779| | | | | | | | Liabilities| | | | | Current liabilities| | | | | Accounts payable| | 7,753,200| | | Notes payable| | 15,693,600| | | Total| | 23,446,800| | | | | | | | Long term debt| | 33,735,000| | | | | | | | Shareholders' equity| | | | | Common stock| | 5,200,000| | |Retained earnings| | 60,169,200| | | Total equity | | 65,369,200| | | | | | | | Total liabilities and equity| | 122,551,000| | | | | | | | New EFN| | 36,043,779| | | Existing EFN| | 7,787,000| | | Additional EFN| | 28,256,779| | | Depreciation charged from increase in fixed assets at SGR of 20% was $1,743,220. 81. The new plant would cost $30,000,000. The additional EFN would be $28,256,779. The total EFN would become $36,043,779. This would imply that the capacity utilization would be lower next year, since the new plant would expand capacity much more than the required under SGR.

19th Amendment to the Constitution

19th Amendment to the Constitution * Women gained the right to vote in 1920 in the 19th Amendment. Due to societal norms of the past, many women chose not to vote. The League of Women Voters was formed the same year to educate women about political issues and candidates, as well as encourage participation in the political process. One of the founders was the president of the National American Woman Suffrage Association, Carrie Chapman Catt. Read more: Roaring Twenties Political Events | eHow. com http://www. ehow. com/list_7794192_roaring-twenties-political-events. tml#ixzz1gYm7jWyN Sunday, William â€Å"Billy† 1862-1935 The Best-Known Evangelist in America. Billy Sunday entered the 1920s as the best-known revivalist in America. His great campaign in New York City in 1917 coincided with America's entry into the Great War, and in his sermons Sunday managed to fuse Christianity and American patriotism to the delight of millions. His success was even greater when he was able to c elebrate the death of his longtime enemy, â€Å"John Barleycorn,† with the adoption of Prohibition. He even attained some wealth, In 1920 Dun and Bradstreet estimated his worth at $1. million. Decline. However, the 1920s were not pleasant for Sunday and his wife. While he continued to attract large audiences and led thousands to hit the â€Å"sawdust trail† that led to the altars of the tabernacles he had put up for his revivals, these special buildings no longer went up in the largest cities of the North, and he found himself working medium-sized crowds. Economic Growth in the 1920s Despite the 1920-1921 depression and the minor interruptions in 1924 and 1927, the American economy exhibited impressive economic growth during the 1920s.Though some commentators in later years thought that the existence of some slow growing or declining sectors in the twenties suggested weaknesses that might have helped bring on the Great Depression, few now argue this. Economic growth ne ver occurs in all sectors at the same time and at the same rate. Growth reallocates resources from declining or slower growing sectors to the more rapidly expanding sectors in accordance with new technologies, new products and services, and changing consumer tastes. Economic growth in the 1920s was impressive.Ownership of cars, new household appliances, and housing was spread widely through the population. New products and processes of producing those products drove this growth. The combination of the widening use of electricity in production and the growing adoption of the moving assembly line in manufacturing combined to bring on a continuing rise in the productivity of labor and capital. Though the average workweek in most manufacturing remained essentially constant throughout the 1920s, in a few industries, such as railroads and coal production, it declined. Whaples 2001) New products and services created new markets such as the markets for radios, electric iceboxes, electric ir ons, fans, electric lighting, vacuum cleaners, and other laborsaving household appliances. This electricity was distributed by the growing electric utilities. The stocks of those companies helped create the stock market boom of the late twenties. RCA, one of the glamour stocks of the era, paid no dividends but its value appreciated because of expectations for the new company. Like the Internet boom of the late 1990s, the electricity boom of the 1920s fed a rapid expansion in the stock market.Fed by continuing productivity advances and new products and services and facilitated by an environment of stable prices that encouraged production and risk taking, the American economy embarked on a sustained expansion in the 1920s. Answer: Improve Positive effects- it created jobs, it created wealth, and it produced better living Negative effects- living conditions were bad, workers got seriously injured/killed, cities became crowded, and some countries tried imperialism Read more: http://wiki . answers. com/Q/What_were_the_positive_and_negative_effects_of_industrialization_between_1890_and_1920#ixzz1gYpL2o4R