Showing posts with label UC MBA. Show all posts
Showing posts with label UC MBA. Show all posts

Tuesday, November 27, 2007

最近(悲慘)的生活...

已經快學期末了.

最近作業纏身...

11/22(四) 17:00 Business Ethics: 10 P. research paper

11/29(日) 21:00 Strategic Accounting: Critique 03/04

11/26(一) 18:00 Federal Tax Research: Case #06

11/27(二) 18:00 Business Law: Take home exam.(Due on 12/03(二))

11/27(二) 18:00 Managerial Accounting: Final

11/29(四) 18:00 Strategic Accounting: 15 P. research paper

12/01(日) 18:00 Strategic Accounting: Take home exam.

12/03(一) 18:00 Federal Tax Research: Final

12/07(五) 18:00 Managerial Accounting: Nickle Project



整個房間都是書, 一團亂!

希望能平安度過

Wish me LUCK!!!

搖滾樂快來救救我!!!



1976 - 陽光男孩噪鬱症 (詞/曲: 陳瑞凱)

每天清晨面對自己 這種慘不忍睹的感覺
怎麼會是青春的滋味
不敢再去分析一切 分析愛情 分析錯和對
分析後並不會更甜美

而沒來由 的 噪鬱 又開始
開 開始 在 作祟
打算侵蝕我的一天
搖滾樂快點救救我
我 我要憑直覺
押韻的文字和音樂 在吵鬧的舞池中暈眩
用力擺脫憂鬱 文雅的夢靨

翻開我的電話本 就翻開了被忽略的一天
阿!這些熟悉的名字
不要再提什麼感覺
"感覺"這個神秘的字眼 提了太多會沒有感覺

Click here to listen to the song

Wednesday, October 24, 2007

Introduction to Taiwan



去年剛來熱血要做的影片

後來太忙影片沒做成改作成presentation

因為是趕忙改的

所以做的不是很好

不過反正不知道還有沒有機會完成他...

還是拿出來獻醜了

原始的影片版本是這樣的:


我自己覺得前面還不錯啦...後面就未完成...

Monday, October 08, 2007

Federal Tax Research Case 01

Problem:
Jack, a tenured university professor, has been a malcontent for many years at Rockport University in Fargo, North Dakota. The university recently offered to pay $800,000 to Jack if he will relinquish his tenure position and resign. Jack wants to know how the $800,000 payment will be taxed.

Solution:
THE FACTS
Jack, a tenured university professor, has been a malcontent for many years at Rockport University in Fargo, North Dakota. The university recently offered to pay $800,000 to Jack if he will relinquish his tenure position and resign.

QUESTION
Whether the $800,000 will be taxed?

CONCLUSION
In this case, we believe that Jack can rely on an Eighth Circuit decision, North Dakota State Univ. v. United States [ 2001-2 ustc ¶50,485 LK:NON: USTFIN 2001-2USTCP50485 ], 255 F.3d 599 (8th Cir. 2001) and claim that the payment should not subject to withholding.

CITATION
In North Dakota, the Eighth Circuit held that payments were made to tenured university professors pursuant to an early retirement program were not wages for FICA purposes. The revenue ruling relied on by the Eighth Circuit is Revenue Ruling 58-301.

In Revenue Ruling 58-301 LK:NON: RULINK REVRUL58-301 , an employee with a five-year contract right to employment agreed to relinquish that right during the second year in exchange for a lump sum payment. The IRS concluded that payments for relinquishment of rights under a contract are not “wages” under FICA.

However, the case in North Dakota is distinguishable and that the payments at issue in the similar cases easily fit within the statutory definition of “wages.” Rev. Rul. 75-44 LK:NON: RULINK REVRUL75-44 , 1975-1 CB 15 is relied in the other circuits besides the Eighth Circuit.

In Rev. Rul 75-44, an employee had acquired both the rights to security in his employment and to additional pay or other recognition for longevity under a general contract of employment. The employer then paid a lump sum payment to the employee to enter into an agreement with the employer to perform a different type of work and to refrain from asserting employment rights that the employee had previously acquired. The IRS determined that the amount received by the employee was a lump sum settlement for the past performance of services reflected in the employment rights that the employee was giving up, and was money remuneration for services. The IRS concluded in this ruling that the lump sum payment was compensation for services under the Railroad Retirement Tax Act (“RRTA”) and constituted wages for income tax withholding purposes.
In conclusion, the Eighth Circuit held that a payment made to a tenured faculty member under the taxpayer’s early retirement program was made in exchange for the relinquishment of the tenured faculty member’s contractual and constitutionally-protected tenure rights rather than as remuneration for services to taxpayer. The court cited Rev. Rul. 58-301 , 1958-1 C.B. 23, as support for its decision and rejected the government’s argument that Rev. Rul 75-44 , 1975-1 C.B. 15, should control the outcome of this case. Therefore, the payment made by Rockport University to Jack who, upon accepting the payments, relinquished his statutory tenure rights and resigned from their positions, is NOT wage taxable under the Federal Insurance Contribution Act (FICA)

感想:
查資料花了很久, 寫的時候剪剪貼貼花2hrs. 美國稅法真複雜!!!

Tuesday, September 25, 2007

Notes: Federal Tax Research

Tax compliance
Tax compliance consists of the gathering of pertinent information evaluation and classification of such information, and the filing of necessary tax returns.
Tax compliance also includes other functions necessary to satisfy government requirements, such as representation at a client’s IRS(Internal Revenue Service) audit.

Tax planning
Tax avoidance: the legitimate object of much of modern tax practice
Tax evasion: constitutes the illegal nonpayment of a tax and cannot be condoned.
Open transactions: tax practitioner maintains some degree of control over the attendant tax liability because the transaction is not yet completed.
Closed transactions: all of the pertinent actions have been completed; therefore, tax planning may be limited to the presentation of the facts to the government in the most favorable legally acceptable manner possible.

Tax litigation:
Litigation is the process of settling a dispute with another party(IRS) in a court of law(Federal court).

All tax practitioners are regulated by Circular 230, Regulations Governing the Practice of Attorneys, CPAs, Enrolled Agents, Enrolled Actuaries, and Appraisers before the IRS.

Who May Practice:
1. Attorneys
2. CPAs
3. Enrolled Agents (EA)
4. Enrolled actuaries (精算師)

EA is someone who has either passed a special IRS examination or worked for the IRS for five years. EAs have the same rights as attorneys and CPAs to represent clients before the IRS. An EA must renew his/her enrollment card on a three-year cycle.

More EAs:
http://www.irs.gov/taxpros/agents/
http://www.naea.org/



Wednesday, June 27, 2007

The more I understand...

The more I understand...

The more I don't understand.

傍晚的課(6:00~8:40)上到精神有點耗弱

教授應是拼著最後二十分鐘把他要丟的證明在黑板上寫完

忙著抄都來不及了, 根本看不太懂.

我看班上的同學在教授拼命寫的時候也在偷笑...

根本沒講解最好是這樣就會懂. 更不用說下下禮拜就要Mid-term了.

這位韓國籍的教授的課實在是很難混. 拼的要死要活還是拿不到A

第二個學期已經有經驗了, 但秉持著本人不怕死的精神硬是又修了他的課(上次拿A-)

這堂Finance的課用到很多數學, 對我這種死腦筋的人真的是難啊...

早知道小時候應該要多花點時間把數學搞好才對.

下課之後留下來問教授幾個問題...講了還是聽不太懂...

覺得很心虛,

突然靈感一到跟教授說

Seems like, the more I understand, the more I don't understand.

他竟然跟我說..that's what I've found...

哈...苦笑...

想來想去能唸會計真的是太幸福啦!

不過我Auditing也很多要背就是了...

Wednesday, April 25, 2007

Operations is at the core of Dell's success?



Dell's business model is based on delivering quickly to customers the exact products that they want. Let's see...

This is an order I recently placed on Dell's website. It's been 13 days and my 4GB flash drive is still in production? And it's updated estimated ship date is already 10 days delayed. I have no freakin' idea what's wrong with Dell.


Sunday, April 08, 2007

轉載: Our planet...

I got this from Andreas. Thanks for sharing.

You can also click here to download the original powerpoint file.





Tuesday, December 12, 2006

22 MGMT 714 001 Leadership and Organization Assignment: Reflection Logs November 13th, 2006 -02 My Reply

Dear Prof. XXXXX,

I apologize if my journals have made you feel any bad. Though I didn't mean to write the journals to dis-respect anyone. Instead, I wrote them to reflect my thoughts and to earn some respect. I think so-called "reflection logs" is one of the ways that students communicate with professors. And what I wanted to express is that what you said meant a lot to me.

First, I was told that in the learning environment here in the United States, students can always discuss with the professors if they have any problems with the course. I did so but the answer disappointed me. Second, I felt dis-respected! I know my English skill is terrible and it was my personal problem that I couldn't get to understand the lecture. But I think that one of the reasons that international students would leave their countries to study in the United States is to learn better English and the American culture. Moreover, the reason the most of the MBA programs would accept international students is to develop the diversity in their programs. Third, the disrespect I felt made me re-think if it worths to pay this much money to study in this program.

Furthermore, I do think this course could be better if all the readings were able to be covered/discussed during the lectures. I do not regard myself as a conceited person just because of my working experience or anything. I have been expecting myself to be humble since there is always no ending for learning. Actually, most of the people in this class have either full-time or part-time working experience. The reason that I suggested that this course could be more practical is that I think being practical would be more convincing. Or else, just like what I said, all of the managers can claim their approaches work once they succeed. So whatever managerial skills we adopt seem not to be so important.

Last but not least, I am glad to know that my work about Shandong did help. I think I'm kind of the type of person who sometimes only needs a "Thank you". Thank you for your comment on my reflection logs and writing me this email. I think the email kind of cleared some misunderstanding came from our culture/language barrier. I did hate to do so many readings and writings in a foreign language. But at the very end, I did find some fun reading the articles and writing the journals. Those assignments do have improved my English in some ways. Theories are somewhat helpful as well. I have been wanting to read "Good to Great" and I think I'll spend some time on it during the winter vacation since the authour's articles/theories do interest me. The other thing is that I doubt if i'd ever read those stuff if I didn't take this course. Not to say writing so many pages journals. That's way far beyond my imagination before I came here.

Thank you again and may you have a nice winter vacation. (Merry X'mas and Happy New Year in advance too)

Best,
Chen-Cheng (Jason) Wang

Monday, December 11, 2006

22 MGMT 714 001 Leadership and Organization Assignment: Reflection Logs November 13th, 2006 -01 Professor's feedback

XXX.XXXXX@uc.edu
Dec 10
Jason (Chen Chen) Wang:

Very good job with this journal. I believe it shows that you are thinking critically about the materials, however hollow you find them. Your request for a more “practice” oriented class is a good one, and if we had classes where most students had significant (3-5 years) of prior work experience that is what we would do (And it is what is more typical in our part-time MBA classes). But in a class like yours where only a few have any experience it doesn’t work well.
The discussions of the little cases showed how little work experience most of the students had. For many of your classmates, their only experience in working might be their college fraternity or a summer job. So they need the chance to learn the terminology, to have some time to just think about what it is in their future.

I'm glad you told me your feelings after telling me about your difficulty in keeping up in class discussions. It allows me to see that I didn’t communicate effectively. When I said talk to your teammates I was suggesting that taking time to talk about the readings in advance of class would give you additional time for “listening” and for seeing the multiplicity of ways that a discussion could go. The more you do this, the better you’ll get and the easier it will be for you to follow discussions. Language competence only comes by speaking and listening. A large measure of a manager’s competence comes from simply listening to employees and learning to find the “thread” in their always disjointed conversations. This is something that you only gain by practice, and that kind of practice is what this particular class did offer! And whether you find your experience in my class evidence of award winning teaching or not, the disrespect you showed by that comment does not suggest the restraint and patience a good manager will need.

Thanks for making contributions to class discussion. I thought your points added value and directed the conversation in important ways. I also must thank you for your information about Shandong. I was able to have good conversations with the representatives of Shandong University during their 2 day visit and, as you may know, we were able to sign agreements to develop joint degree programs. Good luck with the rest of your program. If I may be of service, please let me know.

Grade: A-
Course Grade:A-

Saturday, December 02, 2006

22 BA 711 401 COMM for Managers Assignment04 - Memo

FULLER CORPORATION MEMORANDUM

TO: SHARON MCFARLAND
FROM: JASON, CHEN-CHENG WANG
SUBJECT: RECOMMENDATION FOR ACTIONS ON RESISTOLEROS PROBLEM
DATE: 12/27/2006

My opinions for the Resistol problem are as following:
First of all, we produce Resistol for household purpose rather than drug purpose. Just as people do not cease oil production for people using oil bombs, so we do not stop Resistol production for people sniffing glue. It is not a problem of our product but the society. Many factors have triggered glue-sniffing in Latin American countries including social and economic disorder which not only created a high proportion of homeless children but also failed to establish related safety standards to control adhesives.
Secondly, educate the customers might process relatively slow to improve this situation. We should suggest the company to start from adding warning signs to our products such as “Glue-sniffing causes physically disable.” Moreover, the company should also educate store owners to be aware of the potential glue-sniffing consumers. Furthermore, the company should make a significant part of the donation to support Not-for-Profit Organizations which help to improve social and economic conditions in the Latin American countries.
Less but not least, I do think we will fall in the situation that alienating Kativo executives by interfering with the hands-off policy because it seems reasonable for a parent company to suggest its subsidiary.

Friday, December 01, 2006

22 MGMT 714 001 Leadership and Organization Assignment02, Caselet

Executive Summary


Problem Definition:

George Latour, CEO of Retronics, is failing to grow the company and facing problem with his most favorite staff, Shelley Stern. Who is at fault and what happened?

Alternatives & Recommendation:

• Company Growth: George should take responsibility for the terrible conditions the company is suffering. Apparently, George’s experience does not help him too much to reverse the conditions. The company needs either a new CEO or professional advice.
• Direction Setting vs. Micromanaging: A manager should know when to set goals and when to let staff do things in their ways. In this case, neither George succeeds in setting appropriate goals for Shelly nor Shelly shows responsible and reliable enough for George to let go of her. Both of them need to develop manage/execute skills. Besides, George can try to reward Shelley for putting her in charge of a more complete project.
• Staff Self-Observation: Self satisfaction leads Shelly to over-estimate herself. The reason Shelly asks for credit is that George is from engineering rather than business. However, she ignores the truth that in business world, experience might work much better than background and moreover, her ego helps nothing on her awareness of this issue. Indeed, Shelly shows her skills being a solid project manager producing good marketing collateral. Though she was also found many of her decisions a bit off target. Furthermore, she takes in charge of the press release which was found several typos on the very final version. Those examples reveal how insufficient she is to be a decision maker. She needs to take more responsibility for her jobs.
• Communication skills: Communication between co-workers is very important. Bad communication could be detrimental to a company. In this case, George could have made clear of Shelley’s problem earlier since he had found her disengagement. For Shelley, she could also have told George what she thinks of her role. Nevertheless, both of them fail to communicate with each other and that results in the conflict.

Conclusion:

In this case, I do not see George is micromanaging since Shelley’s performances are far behind her boss’ expectations and I find both George and Shelley are acting inadequate on their roles. For George, he needs to learn to well-manage the company and trust his staff; for Shelley, she should learn to be humble, know her insufficiency and take responsibility for her current job functions; for both of them, they need to try to communicate with each other more effectively. Only in such situation, will they make a significant contribution to the company and, moreover, to themselves.

Thursday, November 23, 2006

22 MGMT 714 001 Leadership and Organization Assignment01, Metaphor

Democratization:
Companies want to success via the democratic organizational design just like Wikipedia's and Google’s success in taking advantage of Web 2.0.

The analogies between Web 2.0 and democratic organization design are: First, Web 2.0 transits websites from isolated information provider to source of content by using the Web as a platform providing interaction. Just likes the pancake-shaped, democratic organizational design’s emphasis on creating a network of all the company’s employees rather than the pyramid-shaped, hierarchical organizational design's focus mainly on the coercive, top-to-bottom management. Second, Web 2.0 relies on self-motivated knowledge sharing: building new online social networks (communities) amongst the general public, eliminating boundaries and distance and language limitation, empowering the individual, providing an outlet for the voice of voiceless and elevating the amateur to the professionalism and expertise. For example, basing on this principle, in less than 5 years, the total numbers of words in Wikipedia have outnumbered than those in the Encyclopedia Britannica. This characteristic of Web 2.0 is corresponding with the assumptions of the democratic organization design, synergy between individuals can be better utilized, the ideal of equality can be realized and every person can develop multifunctional capabilities that add creative value to the organization.


Multiple voices:
Companies need multiple voices just like people need different friends.

In Confucian Analects, Confucius said, "There are three friendships which are advantageous, and three which are injurious. Friendship with the forthright; friendship with the sincere; and friendship with the man of much observation; these are advantageous. Friendship with the man of specious airs; friendship with the insinuatingly soft; and friendship with the glib-tongued:-these are injurious." Just like people need friends, an organization need multiple voices to learn and foster its growth. There is an old Chinese saying, “There is no ending for learning.” We should remember that anyone could be the expert and knowledge comes from the strangest place. This argument conforms to people making friends as well as companies leaders listen to multiple voices. And we might make friends who are injurious just likes failures might happen in an organization. But we should not stopping developing friendship with people, we learn from the experience to judge good and bad. Organizations should create failure-tolerate work environments that invite innovation and learn from mistakes.

Constant Change:
Constant change to an organization is analogous to Darwin’s theory that evolution occurred through natural selection

In Darwin’s theory, evolution is change in the heritable traits of a population over successive generations. The basic mechanisms that produce evolutionary change are natural selection and genetic drift. Natural selection is the process by which individual organisms with favorable traits are more likely to survive and reproduce. If those traits are heritable, they are passed to the organisms' offspring, with the result that beneficial heritable traits become more common in the next generation. Given enough time, this passive process can result in varied adaptations to changing environmental conditions. For organizations, change has become an organizational norm. Organizations nowadays have to make change time to time to adapt themselves to the evolutionary business environment such as the innovation of technology and globalization. The other similarity between constant change and evolution is that even though organisms’ traits evolutes, they are still composed of cells; Companies’ envisioned future can be changed but their core ideology (core value and core purpose) provides the glue that holds a company together through time. And the core ideology is deeply inherent inside a company. You can not fake it. One might argue that evolution is a time-taking process which can not be a metaphor for constant organizational change. But if it is compared to Earth’s life, the time for the evolution process can actually be explained to be constant change. While this argument seems to be somehow logically, it can not explain planned change. We can born to be humans and not able to choose to become a fish.

Thursday, November 16, 2006

22 BA 711 401 COMM for Managers Assignment02 - Executive Summary

Executive Summary

Problem Definition:

Whether Dunkin' Donuts' new shop openings should be primarily company owned, franchised, or franchisee developed.

Alternatives:

To initial a more aggressive expansion program and overcome competitive pressure, the company needs to speed up new shop openings. Possible solutions are as follows:
1.Company-owned Stores oriented;
2.Franchised Stores oriented;
3.Franchisee-developed Stores oriented;
4.Mix structure.

Recommendation:

•Company-owned Stores: Even though the bank-financed company-owned stores raise the debt-equity ratio, they actually make more revenues than franchised and franchisee-developed stores. I recommend that the company opens more company-owned stores which would not only create economy of scale- lower selling, general and administrative expenses but also expands the opportunities for the company’s further internal promotion.
•Franchised Stores: While the company has to spend as much money on franchised stores as on company-owned stores, the former seems to make more profits than the latter. Though only about 40% of the profits is from franchise income, the other 60% is from rental, which is still attainable through leases. Developing a buy-out plan for the company or the franchise owners will solve the problems either by increasing the company-owned stores or by producing enough cash inflow for the company to pay off its debts.
•Franchisee-developed Stores: franchisee-developed stores make as many profits as franchised stores but cost much less. The franchise income is low but the company will benefit from both expanding market share and improved balance sheet.
•Mix structure: To solve the company’s internal promotion problems for managers, highly debt-equity ratio and expand its market coverage, the company needs a mix-structure which focuses primarily on both company-owned stores and franchisee-developed stores.

Conclusion:

Based on the arguments mentioned above, to initial a more aggressive expansion program, overcome competitive pressure and benefit from the expanding strategy, the company should open its new shops primarily on company-owned stores and franchisee-developed stores.

Tuesday, November 14, 2006

22 MGMT 714 001 Leadership and Organization Assignment: Reflection Logs November 13th, 2006

November 13th, 2006
Reflection Log:

In the article, “Between “paralysis by analysis” and “extinction by instinct.”””, the author examines the over- and under use of formal analysis and describes its underlying motives. Three types of situations that lead to extensive analysis includes the “dialogue of the deaf”, the “vicious circle”, and the “decision vacuum.” As managers, we should try to find a balance between “making no decisions” and “over-emphasize on analysis to make decisions.” Moreover, action speaks louder than speaking and theories should be confirmed rather than brought into ammunition in a battle.

In the second article, “Conquering a culture of indecision”, reminds me some situation I’ve suffered in my MBA career. First example is that being an international student, I had a hard time with communication in English and sometimes the lecture topics are so jumping. I had to ask the professor that I had problems with the topics but the answered I got was: “Go ask your team-mate.” What an arbitrary answer? The second example is, once I had to ask a question during exam. The answer I got was “It is what it said.” Okay, if I did understand the question, I wouldn’t have to waste my time to ask you. These two examples demonstrate how indecision can affect people. And what’s more pathetic, in such a bureaucratic system, these professors can still get rewards such as awards. My point is, rather than giving lecture and exams, the professor should be able to do something to deliver knowledge. The MBA class is be a metaphor to the business environment. Or else I don’t even have to spend such a expensive tuition for MBA.

The third article, “Six habits of merely effective negotiators”, can be appropriately referred to the persuasion class. One of the mistakes while solving the right negotiation problem mentioned in the article, neglecting the other side’s problem, is similar to what we learned “play to win-win” and “deliver mutual benefit.” Another thought, searching too hard for common ground, is similar to what we said, we tend to regard the process of persuading as convincing but the author suggested us that it’s not convincing and selling but learning and negotiating.

During we first review the last lecture, visionary leaders and emotional intelligence. Then we talked about some paradoxes managers must cope with. Bias happens in decision making because we tend to give people lots of choices but ignore that sometimes. People raise questions because they need clear indicators. Indecision would bring a company to dis-function. But over-utilize the function of analysis on decision making would bring the same result. That’s what we need to learn to make decision between “paralysis by analysis” and “extinction by instinct.”

And we also have to know that conflict is not a bad thing. Conflict makes people think and communicate. But when managers ask people to do things their ways, they have to know what the advantage of their employees.

Saturday, November 04, 2006

22-BA-711-401 Assignment01 - Memo

ABC INVESTMENT COMPANY INTEROFFICE MEMORANDUM
TO: SHARON MCFARLAND
FROM: JASON, CHEN-CHENG WANG
SUBJECT: NEW EMPLOYEE INTRODUCTION – BRIAN PRESTON
DATE: 12/27/2006
CC: ALL

I am very pleased to introduce one of our new employees, Brian P., to you all.

Brian P., graduated with a Bachelor degree in Economics from University of Cincinnati, was the Vice-President of University of Cincinnati Economic Society, joined the school's Economic Research Center as a Research Assistant, elected as a Student Representative in Headship Search Committee, and worked as a Teaching Assistant in Macroeconomics and Investing. Brian also had internship in U.S. Bank N.A. working as a Management Trainee, in Bartlett & Co. Investments as an Assisted Managing Director as well as in Johnson Investment Counsel working in the Portfolio Management Group.

Brian's employment in the investing industry gave him valuable real-world investing experience. Moreover, born and brought up in Cincinnati, Brian have been actively involved in the various volunteering and community services activities such as Cincinnati Red Cross, a community theatre and a not-for-profit organization in Cincinnati area which indicates his broad networking and excellent inter-personal skills. Pursuing his dual Master degrees in Business degree and Finance in University of Cincinnati, Brian is gaining more professional knowledge required in our business field.

Furthermore, Brian is also good at both computer software and hardware. He specializes in Microsoft Office Suit, mainly in Excel. Brian’s interests in musical theater music, performances, instruments, including saxophone and piano, and high technology gadgets also shows his versatility.

Brian will work with the PR and Financial Analysis departments and I believe he will be a valuable addition to the company's practice.

Wednesday, November 01, 2006

22 ACCT 711 001 Executive Summary

From the financial data you provided, I have found that the company is facing the problem of cash shortfall; I would like to discuss it through the following aspects:
1. Bank Loan: As you can see, the company will have a cash shortfall amounting to $225 in the beginning of April and, even more seriously, to $825 in July and August. If the company raise bank loan, it will suffer a higher debt ratio and the cost of interest. Assuming that 31~365 days interest rate is 7.04% (Data collected from FRS), the total cost will be $27.
2. Sale Growth: The growth of sales makes the shortfall worse. Because the company will have to purchase more inventories if it tries to keep a 100% inventory level. The company will also have to raise more bank loans and pay more interest for the growing sales.
3. Inventory Level: A lower inventory level will be the solution. At inventory level of 74%, there will not have any shortfall and, additional cost since the company has stable vendors and a higher inventory than average level.
4. Collection Period: You can also consider negotiating with the customers for early payments. Early payments prevent cash shortfall. Though the additional cost, sales allowance, will be amounted to $1,782, which is much higher than the cost of bank loans.
5. Payment Period: Offering suppliers a 2% premium in return for the short-term credit is also a solution for cash shortfall. But we will have to pay additional $299 purchase premium, which is also higher than the cost of raising loans.
Recommendation:
For the analysis above, I suggest that the company should lower its inventory level to prevent from cash shortfall and, most important of all, to save the additional costs.