ACCT440 Spring 2024 Individual assignments Management Control Case Ivy Company ("Ivy") has been established in Hong Kong for thirty years. It is engaged in manufacturing and retailing of naturally based herbal cosmetic products. Its retail outlets sell both self-made and imported cosmetic products. Recently, many tourists visited HK and are interested in shopping including cosmetic products. Ivy's directors are thinking about extending to online business and offering more choice to retail consumers and overseas wholesalers. As to the self-manufactured products, Ivy conducts extensive research to develop high-quality cosmetic products. Recently, the gross margin has fallen because of increasing competition. Ivy must reduce the price to boost sales volume. Ivy's directors have identified two strategic directions for the coming five-year plan. The first strategy is investing a large amount in R&D to develop differentiated products. The second strategy is investing an affordable amount to upgrade existing products and launch them as a new brand. This strategy requires middle-level research staff to make use of the existing equipment. If the first strategy is implemented, the company needs to borrow money but the return from innovative products is uncertain. Ivy's directors have always been frustrated by the control and evaluation of the R&D department. The manager of the R&D department has been very protective. Over the previous years, the total expenditure of the R&D department has increased steadily based on the incremental budgets prepared by the R&D manager. Employee costs are the largest item, and the salary of the R&D manager is slightly above the industry's average. The R&D manager also requests replacement of equipment frequently for improving operations. The Board of Directors (BoD) agreed that R&D is important to the company's long-term development. However, they are keen to develop and implement an effective system to measure and monitor the performance of the R&D department. Required: (a) Based on the above information, describe three features of the R&D department from the viewpoint of management accounting. (b) Discuss how to apply the management control techniques: personnel and cultural control, result control, and action control on R&D department. (c) The company uses budgets to motivate managers to achieve company objectives and improve efficiency. The R&D department is a discretionary cost center. The R&D manager will be awarded a bonus if actual expenses are below budget. The calculation of bonus is simple. If there is a 5% reduction on the original budget, he will get an extra of one-month salary at the year end. Please (i) comment on the current bonus scheme of R&D department, and (ii) suggest a better budgetary control scheme and measure criteria that would help the company to control cost and achieve its objectives of offering more choice of quality products.

View Policies Current Attempt in Progress Bramble Cheese Company has developed a new cheese slicer called Slim Slicer. The company plans to sell this slicer through its online website. Given market research, Bramble believes that it can charge $40 for the Slim Slicer, Prototypes of the Slim Slicer, however, are costing $43. By using cheaper materials and gaining efficiencies in mass production, Bramble believes it can reduce Slim Slicer's cost substantially. Bramble wishes to earn a return of 40% of the selling price. (a) Compute the target cost for the Slim Slicer. Target cost $ eTextbook and Medial

N10. Account

help please answer in text form with proper workings and explanation for each and every part and steps with concept and introduction no AI no copy paste remember answer must be in proper format with all working

Question is in the screenshot

Do not give answer in image

Assessing going concern    Columbia Metal Fabricators (CMF) makes steel components for the construction industry. It specializes in extreme precision manufacturing where tolerances are measured in distances of less than one millimeter. Its products are used in revolving restaurants, automatic doors, and similar construction components. In the past, the majority of its sales have been to international construction companies, particularly in the Middle East. A drop in the price of oil has slowed construction in the Middle East, and the extremely expensive buildings requiring high-precision steel components are becoming less popular. In addition, some of the technology used by CMF has been copied by companies in Southeast Asia, resulting in extreme price competition in this section of the construction industry for the first time. CMF is highly leveraged. Two years ago, the company borrowed a large sum of money to fund the purchase of new office headquarters and the latest laser-cutting…

CVP Analysis of Multiple Products Alo Company produces commercial printers. One is the regular model, a basic model that is designed to copy and print in black and white. Another model, the deluxe model, is a color printer-scanner-copier. For the coming year, Alo expects to sell 100,000 regular models and 20,000 deluxe models. A segmented income statement for the two products is as follows:     Regular Model   Deluxe Model   Total Sales   $16,000,000     $13,400,000     $29,400,000   Less: Variable costs   9,600,000     8,040,000     17,640,000      Contribution margin   $6,400,000     $5,360,000     $11,760,000   Less: Direct fixed costs   1,200,000     960,000     2,160,000      Segment margin   $5,200,000     $4,400,000     $9,600,000   Less: Common fixed costs           1,720,800      Operating income           $7,879,200   Required: 1. Compute the number of regular models and deluxe models that must be sold to break even. Round your answers to the nearest whole…

Hh1. Account