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Question : 41. Jenny constructed a building for use as a residential rental : 1313576

Economics

 

41. Jenny constructed a building for use as a residential rental property. The cost of the building was $164,975, and it was placed in service on August 1, 1990. The building has a 27.5-year MACRS life. What is the amount of depreciation on the building for 2014 for tax purposes?

a. $2,250

b. $3,000

c. $6,000

d. $6,547

e. None of the above

42. ABC Corp bought a production machine on January 1, 2012 for $31,250. The company elected out of Section 179 expensing and elected out of claiming bonus depreciation in 2012, and is depreciating the machine using the MACRS accelerated depreciation tables for 5-year property. What is the 2014 depreciation (year 3) deduction for the machine?

a. $6,000

b. $6,250

c. $10,000

d. $12,500

e. None of the above is correct

43. Which one of the following is true about Modified Accelerated Cost Recovery System (MACRS)?

a. A building is depreciated using 200 percent declining balance depreciation.

b. Buildings and autos both have the same depreciation life.

c. A light duty business truck is depreciated using accelerated depreciation.

d. All of the above are false.

44. Steve Corp bought a $600,000 apartment building in June of 2013. Of the purchase price, $104,950 is allocated to the value of the land. What is the maximum amount of depreciation that the company can claim in 2014 (year 2) for the building?

a. $9,752

b. $18,000

c. $25,000 under the election to expense business property

d. $21,816

e. You cannot depreciate property costing over $500,000

45. Which of the following statements with respect to the depreciation of real property under MACRS is correct?

a. Real property is depreciated using a mid-quarter convention.

b. Only one-half year of depreciation is allowed in the year of acquisition of real property, regardless of the actual date the property is placed in service.

c. Assuming the property is not disposed of during the year, the depreciation deduction for the second year of use of the real property will be greater than the depreciation deduction in the first year.

d. In some cases, where a significant amount of property is acquired during the last quarter of the taxpayer’s tax year, the taxpayer may be required to use a mid-quarter convention in calculating depreciation on real property.

e. None of the above.

46. John purchases residential rental property on September 30, 2014 for a cost of $290,000. Of this amount, $140,000 is allocable to the cost of the home and the remaining $150,000 is allocable to the cost of the land. What is John’s maximum depreciation deduction for 2014?

a. $5,090

b. $1,485

c. $1,061

d. $370

e. None of the above

47. On January 1, 2014, Roxburgia Company places a commercial storage building in service. The costs allocated to construction of the building total $300,000 and land is accounted for separately. Which of the following is a true statement with respect to the depreciation of the building?

a. The period over which the building must be depreciated is shorter than the period over which a residential building must be depreciated.

b. Since the building was placed in service on the first day of the year, the depreciation expense for each year the building is used, except for the year of disposition, will be the same amount.

c. Since the land is accounted for separately, the amount of depreciation expense for the building cannot be determined from the information given.

d. The depreciation expense for Year 2 would be the same regardless of whether the building is placed in service on January 1, 2014 or February 1, 2014.

e. All of the above.

48. What is the minimum number of years over which computers may be depreciated under MACRS?

a. 3 years

b. 5 years

c. 7 years

d. 10 years

e. 15 years

49. Which of the following is true about the MACRS depreciation system?

a. No salvage value is used before depreciation percentages are applied to depreciable real estate.

b. Residential rental buildings are depreciated straight-line over 20 years .

c. Commercial real estate buildings are depreciated over 39 years using accelerated depreciation.

d. No matter when equipment is purchased during the month, it is considered to have been purchased mid-month for MACRS depreciation purposes.

50. An asset other than a passenger automobile is placed in service on May 15, 2014 and has a depreciable basis of $36,000. The asset is in the 7-year recovery class. What is the maximum depreciation deduction that may be claimed for 2014, excluding the election to expense and bonus depreciation?

a. $2,572

b. $5,144

c. $25,000

d. $36,000

e. None of the above

 

 

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July 1, 2023
    

  

Instructions:

This is a take-home, open-book exam.

There are three essay exam questions below. Please answer all of them.

Each question starts with an abstract of an article in Business Week Magazine. You can see the full article by copying the article name and searching for it in the FIU Online Library. When it comes up, click on the pdf version. (Note: You must be signed in to the FIU Online Library).

QUESTION 1

Wal-Mart's Rocky Path From Bricks to Clicks. 

Full Text Available

Periodical

By: Boyle, Matthew; MacMillan, Douglas. Bloomberg Businessweek. 7/25/2011, Issue 4239, p31-33. 3p. 1

https://www.bloomberg.com/news/articles/2011-07-21/wal-mart-s-rocky-path-from-bricks-to-clicks

Reviewer: CharlesNewman, PhD

Abstract

Walmart.com’s sales are less than a fifth of Amazon.com, but a new division, @WalmartLabs, is experimenting with social media and mobile apps. Since Wal-Mart Stores first ventured into cyberspace 15 years ago, the Bentonville, Ark., company has struggled online. Early on, Walmart.com featured a clunky digital version of the greeter who welcomes shoppers at each store. Walmart.com still doesn’t excel at features that are commonplace on other major e-commerce sites, such as personalization and recommendations. 

The company doesn’t disclose its online sales, but analysts say Walmart.com does about $6 billion a year in business, less than 2 percent of total sales and well below Amazon.com’s $34 billion in 2010 retail revenue. For a long time, Wal-Mart’s poor online performance didn’t much matter. The retailer built hundreds of Supercenters every year in the late 1990s, and profits soared. Over the past two years, however, the company has cut its new U.S. store development by half. Sales at domestic Wal-Marts open for at least a year have declined in each of the last eight quarters. Over that time e-commerce has exploded, even among the lower-income households that are Wal-Mart’s core customers. 

Chief Executive Officer Mike Duke has recently focused his company’s considerable firepower (and an $11 billion cash hoard) on improving its use of the Web. He bought a Chinese online merchant, is testing home delivery of fresh groceries ordered online in San Jose, and most significantly, has created @WalmartLabs. Run by Silicon Valley veterans Venky Harinarayan and Anand Rajaraman, the division is charged with bringing Wal-Mart up to speed with innovations such as smartphone payment technology, mobile shopping applications, and Twitter-influenced product selection for stores. It’s an ambitious attempt at a technological makeover, but still might not be enough. One goal of @WalmartLabs is to use social media and mobile apps to get shoppers to spend more at Wal-Mart’s physical stores. One-third of Wal-Mart customers own a smartphone, and the company is investing in tools for them. The plans for increasing online sales are more vague. The @WalmartLabs division is testing an app that allows Facebook users to give gifts without ever clicking away from the social network. 

Discussion Questions

1. Discuss the structural characteristics of the online retail Industry, from the point of view of the Five Competitive Forces (Porter) framework. (Porter)framework. https://www.strategicmanagementinsight.com/tools/porters-five-forces.html

2. To help you answer this question here is a link to further information Industry Handbook: The Retaling Industry. Feel free to find and cite other information sources as well.

2. Discuss the Wal-Mart online strategy, from the perspective of the Resource Based View of the Firm framework. http://www.strategicmanagementinsight.com/topics/resource-based-view.html

 

3. Discuss the Wal-Mart online strategy, from the perspective of the Competitive Advantage (Porter) framework. http://www.mindtools.com/pages/article/newSTR_82.htm.

QUESTION 2

Citigroup Hopes Small Really Is Beautiful. 

Reviewer: CharlesNewman, PhD

Abstract

The Bloomberg Businessweek article "Citigroup Hopes Small Really Is Beautiful" (Nov. 22-Nov. 28, 2010) discusses how Citigroup is expanding in small business lending. It is targeting U.S. companies with less than $20 million in annual sales and plans to hire about 200 bankers by the end of 2011 to court them. That would bring the number of small business bankers to about 500. Expanding the bank’s focus to include doctors, restaurants, and cabinet makers alongside Coca-Cola and wealthy individuals won’t be easy. It’s totally different and requires a good deal of monitoring.
 

The four largest banks by assets have been criticized by some entrepreneurs for tightening credit to small business after taking a combined $140 billion of federal bailout money. A record 41 percent of small business owners say they cannot get adequate financing. Banks with less than $10 billion in assets make 56 percent of the country’s small business loans. Larger banks are now trying to muscle in as losses stay high on home loans and commercial mortgages. 

Discussion Questions

1. Discuss the structural characteristics of the banking industry from the point of view of the https://www.strategicmanagementinsight.com/tools/porters-five-forces.html framework. To help you answer this question here is a link to further information The Industry Handbook: The Banking Industry . Feel free to find and cite other information sources as well.
 

2. Discuss the Citibank strategy from the perspective of the BCG Matrix framework.
 

3. Discuss the Citibank strategy from the perspective of the Competitive Advantage (Porter) framework. 

QUESTION 3

United and Continental Reach for the Sky

Reviewer: CharlesNewman, PhD

Abstract

The Bloomberg Businessweek article "United and Continental Reach for the Sky" (May 17, 2010) discusses the merger of United Airlines and Continental. The U.S. aviation history is littered with the debris of airline mergers. Jeff Smisek, the CEO to be of the combined airline, will have to figure out a way to generate profits at the combined carrier after annual losses at UAL and Continental in each of the past two years.  He will have to navigate a tough U.S. antitrust review and work with restive unions that had demanded the ouster of United CEO Glenn Tilton, who is staying on as nonexecutive chairman of the combined carrier.
 

Key to Smisek’s success will be his ability to realize $1.2 billion in combined cost savings and new revenue, while funneling additional traffic from the expanded United-Continental domestic network into its more lucrative international routes. Just managing the sheer logistics of the combined airlines will be a huge undertaking. Traditionally, the key task has been harmonizing work rules and consolidating union seniority lists into a single worker roster. Smisek must also convince regulators that the Continental-United marriage will not significantly reduce competition. Some industry insiders believe regulators may force route divestitures or the sale of some of United and Continental’s takeoff and landing slots at coveted airports in the New York and Washington areas. 

Discussion Questions

1.    Discuss the structural characteristics of the airline industry from the point of view of https://www.strategicmanagementinsight.com/tools/porters-five-forces.html framework. To help you answer this question here is a link to further information The Industry Handbook: The Airline Industry . Feel free to find and cite other information sources as well.
 

2.    Discuss the United-Continental merger  from the perspective of the Acquisition Integration
        Approaches framework.
 

3.    Discuss the United-Continental merger from the perspective of the Competitive Advantage (Porter)
        framework. 

default image
July 1, 2023
    

  

Instructions:

This is a take-home, open-book exam.

There are three essay exam questions below. Please answer all of them.

Each question starts with an abstract of an article in Business Week Magazine. You can see the full article by copying the article name and searching for it in the FIU Online Library. When it comes up, click on the pdf version. (Note: You must be signed in to the FIU Online Library).

QUESTION 1

Wal-Mart's Rocky Path From Bricks to Clicks. 

Full Text Available

Periodical

By: Boyle, Matthew; MacMillan, Douglas. Bloomberg Businessweek. 7/25/2011, Issue 4239, p31-33. 3p. 1

https://www.bloomberg.com/news/articles/2011-07-21/wal-mart-s-rocky-path-from-bricks-to-clicks

Reviewer: CharlesNewman, PhD

Abstract

Walmart.com’s sales are less than a fifth of Amazon.com, but a new division, @WalmartLabs, is experimenting with social media and mobile apps. Since Wal-Mart Stores first ventured into cyberspace 15 years ago, the Bentonville, Ark., company has struggled online. Early on, Walmart.com featured a clunky digital version of the greeter who welcomes shoppers at each store. Walmart.com still doesn’t excel at features that are commonplace on other major e-commerce sites, such as personalization and recommendations. 

The company doesn’t disclose its online sales, but analysts say Walmart.com does about $6 billion a year in business, less than 2 percent of total sales and well below Amazon.com’s $34 billion in 2010 retail revenue. For a long time, Wal-Mart’s poor online performance didn’t much matter. The retailer built hundreds of Supercenters every year in the late 1990s, and profits soared. Over the past two years, however, the company has cut its new U.S. store development by half. Sales at domestic Wal-Marts open for at least a year have declined in each of the last eight quarters. Over that time e-commerce has exploded, even among the lower-income households that are Wal-Mart’s core customers. 

Chief Executive Officer Mike Duke has recently focused his company’s considerable firepower (and an $11 billion cash hoard) on improving its use of the Web. He bought a Chinese online merchant, is testing home delivery of fresh groceries ordered online in San Jose, and most significantly, has created @WalmartLabs. Run by Silicon Valley veterans Venky Harinarayan and Anand Rajaraman, the division is charged with bringing Wal-Mart up to speed with innovations such as smartphone payment technology, mobile shopping applications, and Twitter-influenced product selection for stores. It’s an ambitious attempt at a technological makeover, but still might not be enough. One goal of @WalmartLabs is to use social media and mobile apps to get shoppers to spend more at Wal-Mart’s physical stores. One-third of Wal-Mart customers own a smartphone, and the company is investing in tools for them. The plans for increasing online sales are more vague. The @WalmartLabs division is testing an app that allows Facebook users to give gifts without ever clicking away from the social network. 

Discussion Questions

1. Discuss the structural characteristics of the online retail Industry, from the point of view of the Five Competitive Forces (Porter) framework. (Porter)framework. https://www.strategicmanagementinsight.com/tools/porters-five-forces.html

2. To help you answer this question here is a link to further information Industry Handbook: The Retaling Industry. Feel free to find and cite other information sources as well.

2. Discuss the Wal-Mart online strategy, from the perspective of the Resource Based View of the Firm framework. http://www.strategicmanagementinsight.com/topics/resource-based-view.html

 

3. Discuss the Wal-Mart online strategy, from the perspective of the Competitive Advantage (Porter) framework. http://www.mindtools.com/pages/article/newSTR_82.htm.

QUESTION 2

Citigroup Hopes Small Really Is Beautiful. 

Reviewer: CharlesNewman, PhD

Abstract

The Bloomberg Businessweek article "Citigroup Hopes Small Really Is Beautiful" (Nov. 22-Nov. 28, 2010) discusses how Citigroup is expanding in small business lending. It is targeting U.S. companies with less than $20 million in annual sales and plans to hire about 200 bankers by the end of 2011 to court them. That would bring the number of small business bankers to about 500. Expanding the bank’s focus to include doctors, restaurants, and cabinet makers alongside Coca-Cola and wealthy individuals won’t be easy. It’s totally different and requires a good deal of monitoring.
 

The four largest banks by assets have been criticized by some entrepreneurs for tightening credit to small business after taking a combined $140 billion of federal bailout money. A record 41 percent of small business owners say they cannot get adequate financing. Banks with less than $10 billion in assets make 56 percent of the country’s small business loans. Larger banks are now trying to muscle in as losses stay high on home loans and commercial mortgages. 

Discussion Questions

1. Discuss the structural characteristics of the banking industry from the point of view of the https://www.strategicmanagementinsight.com/tools/porters-five-forces.html framework. To help you answer this question here is a link to further information The Industry Handbook: The Banking Industry . Feel free to find and cite other information sources as well.
 

2. Discuss the Citibank strategy from the perspective of the BCG Matrix framework.
 

3. Discuss the Citibank strategy from the perspective of the Competitive Advantage (Porter) framework. 

QUESTION 3

United and Continental Reach for the Sky

Reviewer: CharlesNewman, PhD

Abstract

The Bloomberg Businessweek article "United and Continental Reach for the Sky" (May 17, 2010) discusses the merger of United Airlines and Continental. The U.S. aviation history is littered with the debris of airline mergers. Jeff Smisek, the CEO to be of the combined airline, will have to figure out a way to generate profits at the combined carrier after annual losses at UAL and Continental in each of the past two years.  He will have to navigate a tough U.S. antitrust review and work with restive unions that had demanded the ouster of United CEO Glenn Tilton, who is staying on as nonexecutive chairman of the combined carrier.
 

Key to Smisek’s success will be his ability to realize $1.2 billion in combined cost savings and new revenue, while funneling additional traffic from the expanded United-Continental domestic network into its more lucrative international routes. Just managing the sheer logistics of the combined airlines will be a huge undertaking. Traditionally, the key task has been harmonizing work rules and consolidating union seniority lists into a single worker roster. Smisek must also convince regulators that the Continental-United marriage will not significantly reduce competition. Some industry insiders believe regulators may force route divestitures or the sale of some of United and Continental’s takeoff and landing slots at coveted airports in the New York and Washington areas. 

Discussion Questions

1.    Discuss the structural characteristics of the airline industry from the point of view of https://www.strategicmanagementinsight.com/tools/porters-five-forces.html framework. To help you answer this question here is a link to further information The Industry Handbook: The Airline Industry . Feel free to find and cite other information sources as well.
 

2.    Discuss the United-Continental merger  from the perspective of the Acquisition Integration
        Approaches framework.
 

3.    Discuss the United-Continental merger from the perspective of the Competitive Advantage (Porter)
        framework. 

default image
July 1, 2023
    

  

Instructions:

This is a take-home, open-book exam.

There are three essay exam questions below. Please answer all of them.

Each question starts with an abstract of an article in Business Week Magazine. You can see the full article by copying the article name and searching for it in the FIU Online Library. When it comes up, click on the pdf version. (Note: You must be signed in to the FIU Online Library).

QUESTION 1

Wal-Mart's Rocky Path From Bricks to Clicks. 

Full Text Available

Periodical

By: Boyle, Matthew; MacMillan, Douglas. Bloomberg Businessweek. 7/25/2011, Issue 4239, p31-33. 3p. 1

https://www.bloomberg.com/news/articles/2011-07-21/wal-mart-s-rocky-path-from-bricks-to-clicks

Reviewer: CharlesNewman, PhD

Abstract

Walmart.com’s sales are less than a fifth of Amazon.com, but a new division, @WalmartLabs, is experimenting with social media and mobile apps. Since Wal-Mart Stores first ventured into cyberspace 15 years ago, the Bentonville, Ark., company has struggled online. Early on, Walmart.com featured a clunky digital version of the greeter who welcomes shoppers at each store. Walmart.com still doesn’t excel at features that are commonplace on other major e-commerce sites, such as personalization and recommendations. 

The company doesn’t disclose its online sales, but analysts say Walmart.com does about $6 billion a year in business, less than 2 percent of total sales and well below Amazon.com’s $34 billion in 2010 retail revenue. For a long time, Wal-Mart’s poor online performance didn’t much matter. The retailer built hundreds of Supercenters every year in the late 1990s, and profits soared. Over the past two years, however, the company has cut its new U.S. store development by half. Sales at domestic Wal-Marts open for at least a year have declined in each of the last eight quarters. Over that time e-commerce has exploded, even among the lower-income households that are Wal-Mart’s core customers. 

Chief Executive Officer Mike Duke has recently focused his company’s considerable firepower (and an $11 billion cash hoard) on improving its use of the Web. He bought a Chinese online merchant, is testing home delivery of fresh groceries ordered online in San Jose, and most significantly, has created @WalmartLabs. Run by Silicon Valley veterans Venky Harinarayan and Anand Rajaraman, the division is charged with bringing Wal-Mart up to speed with innovations such as smartphone payment technology, mobile shopping applications, and Twitter-influenced product selection for stores. It’s an ambitious attempt at a technological makeover, but still might not be enough. One goal of @WalmartLabs is to use social media and mobile apps to get shoppers to spend more at Wal-Mart’s physical stores. One-third of Wal-Mart customers own a smartphone, and the company is investing in tools for them. The plans for increasing online sales are more vague. The @WalmartLabs division is testing an app that allows Facebook users to give gifts without ever clicking away from the social network. 

Discussion Questions

1. Discuss the structural characteristics of the online retail Industry, from the point of view of the Five Competitive Forces (Porter) framework. (Porter)framework. https://www.strategicmanagementinsight.com/tools/porters-five-forces.html

2. To help you answer this question here is a link to further information Industry Handbook: The Retaling Industry. Feel free to find and cite other information sources as well.

2. Discuss the Wal-Mart online strategy, from the perspective of the Resource Based View of the Firm framework. http://www.strategicmanagementinsight.com/topics/resource-based-view.html

 

3. Discuss the Wal-Mart online strategy, from the perspective of the Competitive Advantage (Porter) framework. http://www.mindtools.com/pages/article/newSTR_82.htm.

QUESTION 2

Citigroup Hopes Small Really Is Beautiful. 

Reviewer: CharlesNewman, PhD

Abstract

The Bloomberg Businessweek article "Citigroup Hopes Small Really Is Beautiful" (Nov. 22-Nov. 28, 2010) discusses how Citigroup is expanding in small business lending. It is targeting U.S. companies with less than $20 million in annual sales and plans to hire about 200 bankers by the end of 2011 to court them. That would bring the number of small business bankers to about 500. Expanding the bank’s focus to include doctors, restaurants, and cabinet makers alongside Coca-Cola and wealthy individuals won’t be easy. It’s totally different and requires a good deal of monitoring.
 

The four largest banks by assets have been criticized by some entrepreneurs for tightening credit to small business after taking a combined $140 billion of federal bailout money. A record 41 percent of small business owners say they cannot get adequate financing. Banks with less than $10 billion in assets make 56 percent of the country’s small business loans. Larger banks are now trying to muscle in as losses stay high on home loans and commercial mortgages. 

Discussion Questions

1. Discuss the structural characteristics of the banking industry from the point of view of the https://www.strategicmanagementinsight.com/tools/porters-five-forces.html framework. To help you answer this question here is a link to further information The Industry Handbook: The Banking Industry . Feel free to find and cite other information sources as well.
 

2. Discuss the Citibank strategy from the perspective of the BCG Matrix framework.
 

3. Discuss the Citibank strategy from the perspective of the Competitive Advantage (Porter) framework. 

QUESTION 3

United and Continental Reach for the Sky

Reviewer: CharlesNewman, PhD

Abstract

The Bloomberg Businessweek article "United and Continental Reach for the Sky" (May 17, 2010) discusses the merger of United Airlines and Continental. The U.S. aviation history is littered with the debris of airline mergers. Jeff Smisek, the CEO to be of the combined airline, will have to figure out a way to generate profits at the combined carrier after annual losses at UAL and Continental in each of the past two years.  He will have to navigate a tough U.S. antitrust review and work with restive unions that had demanded the ouster of United CEO Glenn Tilton, who is staying on as nonexecutive chairman of the combined carrier.
 

Key to Smisek’s success will be his ability to realize $1.2 billion in combined cost savings and new revenue, while funneling additional traffic from the expanded United-Continental domestic network into its more lucrative international routes. Just managing the sheer logistics of the combined airlines will be a huge undertaking. Traditionally, the key task has been harmonizing work rules and consolidating union seniority lists into a single worker roster. Smisek must also convince regulators that the Continental-United marriage will not significantly reduce competition. Some industry insiders believe regulators may force route divestitures or the sale of some of United and Continental’s takeoff and landing slots at coveted airports in the New York and Washington areas. 

Discussion Questions

1.    Discuss the structural characteristics of the airline industry from the point of view of https://www.strategicmanagementinsight.com/tools/porters-five-forces.html framework. To help you answer this question here is a link to further information The Industry Handbook: The Airline Industry . Feel free to find and cite other information sources as well.
 

2.    Discuss the United-Continental merger  from the perspective of the Acquisition Integration
        Approaches framework.
 

3.    Discuss the United-Continental merger from the perspective of the Competitive Advantage (Porter)
        framework. 

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Business, 7 pages
Argumentative Essay
August 5, 2021
    

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customer #19304
Management, 3 pages
Coursework
August 5, 2021
    

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customer #12387
Accounting, 6 pages
Essay (any type)
August 5, 2021
    

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customer #12924
Ethics, 4 pages
Business Plan
August 5, 2021
    

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Marketing, 10 pages
Annotated Bibliography
August 5, 2021
    

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Sociology, 9 pages
Research proposal
August 5, 2021
    

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customer #15327
Economics, 5 pages
Essay (any type)
August 5, 2021
    

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customer #17823
Human Resource Management, 2 pages
Research paper
August 5, 2021
    

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Public Relations, 3 pages
Dissertation
August 5, 2021
    

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Journal article, 20 pages
Coursework
August 5, 2021
    

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Political Science, 6 pages
Admission Essay
August 5, 2021
    

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Tourism, 1 page
Discussion Essay
August 5, 2021
    

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Philosophy, 5 pages
Report
August 5, 2021
    

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customer #10923
Psychology, 4 pages
Essay (any type)
August 5, 2021
    

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customer #17823
Business, 8 pages

Calculate the price of your order

550 words
We'll send you the first draft for approval by September 11, 2018 at 10:52 AM
Total price:
$26
The price is based on these factors:
Academic level
Number of pages
Urgency
Basic features
  • Free title page and bibliography
  • Unlimited revisions
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  • Money-back guarantee
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  • Part-by-part delivery
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Paper format
  • 275 words per page
  • 12 pt Arial/Times New Roman
  • Double line spacing
  • Any citation style (APA, MLA, Chicago/Turabian, Harvard)

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Money-back guarantee

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