Category: Business & Finance

  • [Solved] Food truck business plan

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

  • [Solved] Customer Relationships

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) **files (1)** – ## Week4HM.docx **## Week4HM.docx** Assgmnt 1 instruction Customer Service Recovery is an important thing to have in a business. Discuss a recent service failure encounter that you may have had…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    **files (1)**

    – ## Week4HM.docx

    **## Week4HM.docx**

    Assgmnt 1 instruction

    Customer Service Recovery is an important thing to have in a business. Discuss a recent service failure encounter that you may have had or observed as an employee or customer within a business. Explain in 1-2 pages the service failure type you witnessed. Then, create a Complaint Handling and Service Recovery Process Plan (page 510) on how you would go about handling complaints and restoring their faith using the service failure you encountered.

    ![](https://www.sweetstudy.com/questions/customer-relationships-20970549)

    This paper will be 5 pages (including any charts, but excluding cover sheets, and reference pages.)  You can only have 1 page of charts

    15pts – Correct spelling, grammar, & format

    70pts – Comprehensive coverage of topics related to

        Service Sector Management

    05pts – Clearly structured, sub-titles

    10pts – Use of illustrative diagrams, charts, etc.

    ![](https://www.sweetstudy.com/questions/customer-relationships-20970549)![](https://www.sweetstudy.com/questions/customer-relationships-20970549)

    ## image1.png

    ## image2.png

    ## image3.png

    **## Week4HM.docx**

    Assgmnt 1 instruction

    Customer Service Recovery is an important thing to have in a business. Discuss a recent service failure encounter that you may have had or observed as an employee or customer within a business. Explain in 1-2 pages the service failure type you witnessed. Then, create a Complaint Handling and Service Recovery Process Plan (page 510) on how you would go about handling complaints and restoring their faith using the service failure you encountered.

    ![](https://www.sweetstudy.com/questions/customer-relationships-20970549)

    This paper will be 5 pages (including any charts, but excluding cover sheets, and reference pages.)  You can only have 1 page of charts

    15pts – Correct spelling, grammar, & format

    70pts – Comprehensive coverage of topics related to

        Service Sector Management

    05pts – Clearly structured, sub-titles

    10pts – Use of illustrative diagrams, charts, etc.

    ![](https://www.sweetstudy.com/questions/customer-relationships-20970549)![](https://www.sweetstudy.com/questions/customer-relationships-20970549)

    ## image1.png

    ## image2.png

    ## image3.png

  • [Solved] week 1 case study

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) Banking on success, Gap bragged about becoming "the world's headquarters for khakis" in 1998. **files (2)** – ## WEEK1casestudy.docx – Assignment1_CaseStudy-GapWeek3-TLMT442B001Spring202…

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    Banking on success, Gap bragged about becoming "the world's headquarters for khakis" in 1998.

    **files (2)**

    – ## WEEK1casestudy.docx

    – Assignment1_CaseStudy-GapWeek3-TLMT442B001Spring2026-APEI.pdf

    **## WEEK1casestudy.docx**

    With its domestic operations in trouble, Gap isn't getting much help from abroad. If any retail brand looked like a sure bet internationally, it was the Gap, the 3700-store clothing chain that has proliferated like kudzu across the United States. With an image as American as Levi's or Coke, the company figured it would be an easy sell.

    Banking on success, Gap bragged about becoming "the world's headquarters for khakis" in 1998. However, Gap was in for a serious surprise. Domestically, Gap was in trouble. Not only were the fourth-quarter profits expected to fall by 37 percent down $262 million from a year ago, but also same-store sales fell off by 12 percent in January: Gap needed all the help it could get and so it turned toward its stores outside the United States for rescue. However, Gap's international business was suffering equally. Same-store sales in Gap's 525 international stores fell an estimated 10 percent in January and were off by about 5 percent in the past half-year. The company cryptically acknowledged to analysts last year that in Germany and France it hasn't been able "to work out the economics." It is cutting international store growth to 20–25 percent this year from 41 percent in the year just ended. The company's international operating margin (net before interest and taxes, as a percent of sales) declined to 10 percent in fiscal year 2001 compared to 12 percent in 1999; these margins were far less than the company's overall profit margin at 16 percent in fiscal 2001.

    What went wrong? Gap fell because of the belief that it could apply uniform merchandising and marketing in all its stores around the world. In Japan, for example, the tags on Gap's clothing are in English. Also, Gap employees cheerfully greet customers with the casual Japanese version of "hi," something not welcomed by the mannerly Japanese.

    Additionally, despite Americanization, the Japanese seem to be more interested in bargains. Uniqlo, Gap's 480-store rival owned by Fast Retailing Co., cheaply sources its fashions from China and undercuts the Gap on price. In Harajuku, the heart of the Japanese fashion world, Uniqlo sells denim jackets for $25, half the price of similar jackets at a nearby Gap. Even monolithic Wal-Mart has figured out how to tailor its merchandise and suppliers to the locale, whether in the United States or abroad. In Beijing, Wal-Mart sells 20-pound moon cakes to coincide with Chinese lunar year holidays. Given the challenge of Byzantine retailing laws overseas, such customization is a big help. In Europe, for instance, retailers need special permission to build stores larger than 40,000 square feet.

    Interestingly, however, some foreign tastes flow backward. Gap experimented in two of its Old Navy stores in the United States with Japanese punk fashions that included plaid shirts with ripped-off sleeves that were reattached with safety pins. However, the trend was not to the liking of Americans and never caught on.

    In 1999 Mickey S. Drexler merged domestic and international operations and installed Kenneth Pilot, the former head of Gap's outlet business, to run worldwide merchandising. Pilot had replaced son of Gap's founder Donald Fisher when he quit. Looks like it may be time for Gap to drop the jingoism.

    Question 1: What was Gap's difficulty?

    Question 2: What should Gap do?

    Read and study the case and complete the questions at the end of the study. Use the case study outline below to assist you with your analysis. Questions should be answered using case study format. Ensure that you adequately explain the problem, describe alternative solutions and justify your recommendation. This exercise should be able to be completed in approximately 3-6 doubled space pages (not counting cover and references).

    Case Study Outline (See Outline below)

    OUTLINE FOR CASE ANALYSIS

    Title Page (APA formatted)

    Case Name:

    I. Major Facts

    (State here the major facts as you see them. Make statements clear and concise for your own understanding as well as for the understanding of the other students and the instructor.)

    II. Major Problem

    (State here the major problem as you see it. Emphasize the present major problem. You may wish to phrase your statement in the form of a question. In a few cases, there may be more than one major problem. A good problem statement will be concise, usually only one sentence.)

    III. Possible Solutions

    A. (List here the possible solutions to the major problem. Let your imagination come up with alternative ways to solve the problem.

    B. Do not limit yourself to only one or two possible solutions. These solutions should be distinct from each other.

    C. However, you may wish to include portions of one solution in another solution, as long as each solution stands alone. Only in this manner will your subsequent choice be definitive.

    D. Briefly note advantages and disadvantages of each possible solution.)

    etc.

    IV. Choice and Rationale

    (State here your choice, A or B or ___ and the detailed reasons for your choice. You may also state your reasons for not choosing the other alterative solutions.)

    V. Implementation

    (Prepare a plan to implement your choice)

    Appendix (Answer case study questions)

    Reference Page (APA formatted)

    **Assignment1_CaseStudy-GapWeek3-TLMT442B001Spring2026-APEI.pdf**

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    **Assignment1_CaseStudy-GapWeek3-TLMT442B001Spring2026-APEI.pdf**

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    **## WEEK1casestudy.docx**

    With its domestic operations in trouble, Gap isn't getting much help from abroad. If any retail brand looked like a sure bet internationally, it was the Gap, the 3700-store clothing chain that has proliferated like kudzu across the United States. With an image as American as Levi's or Coke, the company figured it would be an easy sell.

    Banking on success, Gap bragged about becoming "the world's headquarters for khakis" in 1998. However, Gap was in for a serious surprise. Domestically, Gap was in trouble. Not only were the fourth-quarter profits expected to fall by 37 percent down $262 million from a year ago, but also same-store sales fell off by 12 percent in January: Gap needed all the help it could get and so it turned toward its stores outside the United States for rescue. However, Gap's international business was suffering equally. Same-store sales in Gap's 525 international stores fell an estimated 10 percent in January and were off by about 5 percent in the past half-year. The company cryptically acknowledged to analysts last year that in Germany and France it hasn't been able "to work out the economics." It is cutting international store growth to 20–25 percent this year from 41 percent in the year just ended. The company's international operating margin (net before interest and taxes, as a percent of sales) declined to 10 percent in fiscal year 2001 compared to 12 percent in 1999; these margins were far less than the company's overall profit margin at 16 percent in fiscal 2001.

    What went wrong? Gap fell because of the belief that it could apply uniform merchandising and marketing in all its stores around the world. In Japan, for example, the tags on Gap's clothing are in English. Also, Gap employees cheerfully greet customers with the casual Japanese version of "hi," something not welcomed by the mannerly Japanese.

    Additionally, despite Americanization, the Japanese seem to be more interested in bargains. Uniqlo, Gap's 480-store rival owned by Fast Retailing Co., cheaply sources its fashions from China and undercuts the Gap on price. In Harajuku, the heart of the Japanese fashion world, Uniqlo sells denim jackets for $25, half the price of similar jackets at a nearby Gap. Even monolithic Wal-Mart has figured out how to tailor its merchandise and suppliers to the locale, whether in the United States or abroad. In Beijing, Wal-Mart sells 20-pound moon cakes to coincide with Chinese lunar year holidays. Given the challenge of Byzantine retailing laws overseas, such customization is a big help. In Europe, for instance, retailers need special permission to build stores larger than 40,000 square feet.

    Interestingly, however, some foreign tastes flow backward. Gap experimented in two of its Old Navy stores in the United States with Japanese punk fashions that included plaid shirts with ripped-off sleeves that were reattached with safety pins. However, the trend was not to the liking of Americans and never caught on.

    In 1999 Mickey S. Drexler merged domestic and international operations and installed Kenneth Pilot, the former head of Gap's outlet business, to run worldwide merchandising. Pilot had replaced son of Gap's founder Donald Fisher when he quit. Looks like it may be time for Gap to drop the jingoism.

    Question 1: What was Gap's difficulty?

    Question 2: What should Gap do?

    Read and study the case and complete the questions at the end of the study. Use the case study outline below to assist you with your analysis. Questions should be answered using case study format. Ensure that you adequately explain the problem, describe alternative solutions and justify your recommendation. This exercise should be able to be completed in approximately 3-6 doubled space pages (not counting cover and references).

    Case Study Outline (See Outline below)

    OUTLINE FOR CASE ANALYSIS

    Title Page (APA formatted)

    Case Name:

    I. Major Facts

    (State here the major facts as you see them. Make statements clear and concise for your own understanding as well as for the understanding of the other students and the instructor.)

    II. Major Problem

    (State here the major problem as you see it. Emphasize the present major problem. You may wish to phrase your statement in the form of a question. In a few cases, there may be more than one major problem. A good problem statement will be concise, usually only one sentence.)

    III. Possible Solutions

    A. (List here the possible solutions to the major problem. Let your imagination come up with alternative ways to solve the problem.

    B. Do not limit yourself to only one or two possible solutions. These solutions should be distinct from each other.

    C. However, you may wish to include portions of one solution in another solution, as long as each solution stands alone. Only in this manner will your subsequent choice be definitive.

    D. Briefly note advantages and disadvantages of each possible solution.)

    etc.

    IV. Choice and Rationale

    (State here your choice, A or B or ___ and the detailed reasons for your choice. You may also state your reasons for not choosing the other alterative solutions.)

    V. Implementation

    (Prepare a plan to implement your choice)

    Appendix (Answer case study questions)

    Reference Page (APA formatted)

    **Assignment1_CaseStudy-GapWeek3-TLMT442B001Spring2026-APEI.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/assignment1-casestudy-gapweek3-tlmt442b001spring2026-apei-pdf)

    **## WEEK1casestudy.docx**

    With its domestic operations in trouble, Gap isn't getting much help from abroad. If any retail brand looked like a sure bet internationally, it was the Gap, the 3700-store clothing chain that has proliferated like kudzu across the United States. With an image as American as Levi's or Coke, the company figured it would be an easy sell.

    Banking on success, Gap bragged about becoming "the world's headquarters for khakis" in 1998. However, Gap was in for a serious surprise. Domestically, Gap was in trouble. Not only were the fourth-quarter profits expected to fall by 37 percent down $262 million from a year ago, but also same-store sales fell off by 12 percent in January: Gap needed all the help it could get and so it turned toward its stores outside the United States for rescue. However, Gap's international business was suffering equally. Same-store sales in Gap's 525 international stores fell an estimated 10 percent in January and were off by about 5 percent in the past half-year. The company cryptically acknowledged to analysts last year that in Germany and France it hasn't been able "to work out the economics." It is cutting international store growth to 20–25 percent this year from 41 percent in the year just ended. The company's international operating margin (net before interest and taxes, as a percent of sales) declined to 10 percent in fiscal year 2001 compared to 12 percent in 1999; these margins were far less than the company's overall profit margin at 16 percent in fiscal 2001.

    What went wrong? Gap fell because of the belief that it could apply uniform merchandising and marketing in all its stores around the world. In Japan, for example, the tags on Gap's clothing are in English. Also, Gap employees cheerfully greet customers with the casual Japanese version of "hi," something not welcomed by the mannerly Japanese.

    Additionally, despite Americanization, the Japanese seem to be more interested in bargains. Uniqlo, Gap's 480-store rival owned by Fast Retailing Co., cheaply sources its fashions from China and undercuts the Gap on price. In Harajuku, the heart of the Japanese fashion world, Uniqlo sells denim jackets for $25, half the price of similar jackets at a nearby Gap. Even monolithic Wal-Mart has figured out how to tailor its merchandise and suppliers to the locale, whether in the United States or abroad. In Beijing, Wal-Mart sells 20-pound moon cakes to coincide with Chinese lunar year holidays. Given the challenge of Byzantine retailing laws overseas, such customization is a big help. In Europe, for instance, retailers need special permission to build stores larger than 40,000 square feet.

    Interestingly, however, some foreign tastes flow backward. Gap experimented in two of its Old Navy stores in the United States with Japanese punk fashions that included plaid shirts with ripped-off sleeves that were reattached with safety pins. However, the trend was not to the liking of Americans and never caught on.

    In 1999 Mickey S. Drexler merged domestic and international operations and installed Kenneth Pilot, the former head of Gap's outlet business, to run worldwide merchandising. Pilot had replaced son of Gap's founder Donald Fisher when he quit. Looks like it may be time for Gap to drop the jingoism.

    Question 1: What was Gap's difficulty?

    Question 2: What should Gap do?

    Read and study the case and complete the questions at the end of the study. Use the case study outline below to assist you with your analysis. Questions should be answered using case study format. Ensure that you adequately explain the problem, describe alternative solutions and justify your recommendation. This exercise should be able to be completed in approximately 3-6 doubled space pages (not counting cover and references).

    Case Study Outline (See Outline below)

    OUTLINE FOR CASE ANALYSIS

    Title Page (APA formatted)

    Case Name:

    I. Major Facts

    (State here the major facts as you see them. Make statements clear and concise for your own understanding as well as for the understanding of the other students and the instructor.)

    II. Major Problem

    (State here the major problem as you see it. Emphasize the present major problem. You may wish to phrase your statement in the form of a question. In a few cases, there may be more than one major problem. A good problem statement will be concise, usually only one sentence.)

    III. Possible Solutions

    A. (List here the possible solutions to the major problem. Let your imagination come up with alternative ways to solve the problem.

    B. Do not limit yourself to only one or two possible solutions. These solutions should be distinct from each other.

    C. However, you may wish to include portions of one solution in another solution, as long as each solution stands alone. Only in this manner will your subsequent choice be definitive.

    D. Briefly note advantages and disadvantages of each possible solution.)

    etc.

    IV. Choice and Rationale

    (State here your choice, A or B or ___ and the detailed reasons for your choice. You may also state your reasons for not choosing the other alterative solutions.)

    V. Implementation

    (Prepare a plan to implement your choice)

    Appendix (Answer case study questions)

    Reference Page (APA formatted)

    **Assignment1_CaseStudy-GapWeek3-TLMT442B001Spring2026-APEI.pdf**

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  • [Solved] Case Studies 8-13

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) Only do chapter 13 **files (1)** – ACG6135ChapterCases-Part2-Spring2026.pdf **ACG6135ChapterCases-Part2-Spring2026.pdf** This file is too large to display. [View in new window](https://www.sweetstudy.com/files…

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting)

    Only do chapter 13

    **files (1)**

    – ACG6135ChapterCases-Part2-Spring2026.pdf

    **ACG6135ChapterCases-Part2-Spring2026.pdf**

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  • [Solved] Business Finance – Economics Small Business Financing Assignment

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    [>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics) This assignment is part of the Small Business Financing course and consists of four main sections: Parts A, B, C, and D. All required materials and detailed guidelines have been provided in the attached Word doc…

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    [>Economics homework help](https://www.sweetstudy.com/fields/business-finance-economics)

    This assignment is part of the Small Business Financing course and consists of four main sections: Parts A, B, C, and D. All required materials and detailed guidelines have been provided in the attached Word document and must be carefully followed when completing the assignment.

    – [\
    \
    SmallBusinessFinancingAssignment.docx](https://www.sweetstudy.com/files/smallbusinessfinancingassignment-docx-10537617 "SmallBusinessFinancingAssignment.docx")

  • [Solved] Final Writing Assignment

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) **files (1)** – ## Tax6045FinalWritingAssignmentOverview.docx **## Tax6045FinalWritingAssignmentOverview.docx** Tax 6045 Final Writing Assignment Spring 2026 Due April 22 **_Change in Accounting Method Request…

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    – ## Tax6045FinalWritingAssignmentOverview.docx

    **## Tax6045FinalWritingAssignmentOverview.docx**

    Tax 6045

    Final Writing Assignment Spring 2026

    Due April 22

    **_Change in Accounting Method Request_**

    Based on a specific set of facts, you will be required to put together the paperwork necessary to file the forms necessary to request a change in accounting method including any correspondence required by Revenue Procedures issued by the IRS covering the change in accounting method.

    We will be working on this together as part of our class time.

    Taxpayer represents that the facts are as follows:

    Taxpayer, Misguided Missile, Inc., a Florida corporation is taxed as an S corporation for Federal income tax purposes and you have copies of the originally filled Form 2553 and SS-4 electing S status, in additional to all filed returns. The Taxpayer files a Form 1120S, on a calendar-year basis and uses an overall accrual method of accounting for Federal income tax purposes.

    Your Firm, Dewey, Cheatem and Howe, an outside CPA and tax consulting firm, has been preparing Taxpayer's Federal Form 1120S and supporting forms and information for income tax return since 2010. There are no open audits or inquiries with the IRS or Florida Department of Revenue.

    Following a discussion with your client regarding your client’s methods of depreciation in light of the changes under OBBBA of 2025 and a review of IRS Pub. 538, Rev. Proc. 2015-13 and other materials, you have decided to File Form 3115 to request a change in accounting method.

    The change in accounting method deals with the Taxpayer's depreciation method and class life of certain assets under the automatic change procedures of section 6.01(1) of Rev. Proc. 2015-13 for the change described in section 6.01 Rev. Proc. 2022-14, 2022-7 I.R.B. 502, 515 (
    **designated automatic accounting method change number (DCN) 7).** (You need to check if these Rev Procs have been superseded.)
    **_We will assume this problem requires following DCN 7_**

    You have advised your client that your client will need to make a §481(a) adjustment on the Form 1120S for the current to reflect the effects of the change in accounting method.

    **_Facts for consideration:_**

    In reviewing the return for 2024 you discovered that all of the furniture purchased in 2021 have been depreciated using the MACRS (5 yr, 200% DB, half year convention) instead of the required 7 yr convention. Assume the furniture was purchased as a single block on March 1, 2021 and immediately placed in service. The Cost of the furniture was $400,000.

    According to the tax books for the client the total depreciation taken through December 31, 2024 was as follows:

    **Present method (5-year):**

    · 2021: 20.00% × 400,000 =
    **80,000**

    · 2022: 32.00% × 400,000 =
    **128,000**

    · 2023: 19.20% × 400,000 =
    **76,800**

    · 2024: 11.52% × 400,000 =
    **46,080**

    ·
    **Total MACRS Depreciation taken:** $
    **330,880**

    As part of this exercise you will need to calculate the correct 7 year depreciation amounts and calculate the §481(a) adjustment. In accordance with Rev Proc 2015-13 you will need determine how to adjust future earnings as a result of the change.

    **Deliverables:**

    1.
    **Transmittal Letter**

    Partial Example of Contents of letter

    **Re: Automatic accounting method change—depreciation**

    Taxpayer, an S corporation, requests consent to change its method of accounting for depreciation for the assets identified in the attached schedules. The requested change is made under
    **Rev. Proc. 2025-23**, section
    **6.01** (DCN 7), or section
    **6.07** (DCN 107), as applicable. The taxpayer’s present method is impermissible because the affected assets were depreciated using an incorrect recovery period, bonus treatment, or other depreciation method. The proposed method is the permissible method under
    **§ 168** and the applicable asset classification authorities. The taxpayer has computed the
    **§ 481(a) adjustment** as the difference between depreciation taken and depreciation allowable for all open and closed years preceding the year of change, consistent with Rev. Proc. 2025-23 section 6.01(5). For disposed property, the taxpayer has also included the required collateral adjustments to current-year depreciation and gain or loss on disposition, consistent with section 6.07.

    2.
    **Form 3115**– You will need to fill out at a minimum (1) Page 1,part , (2) Part IV, (3) Schedule E, (4) A supporting statement discussing the proposed changes (See, in part, Rev Proc 2025-23 Section 6.01

    3.
    **Form 3115 Package**

    A.
    **Form 3115 itself**

    For automatic changes, attach the
    **original** to the timely filed federal return for the year of change and file a
    **signed duplicate** with the IRS in Ogden no earlier than the first day of the year of change and no later than the date the original is filed. If the taxpayer is under exam, an additional copy goes to the examining agent, Appeals, or government counsel as applicable.

    **B. Schedule E attachments required by the form**

    Form 3115 Schedule E requires, for each item or class of property:

    · property description, type, placed-in-service year, and use in the trade or business;

    · any federal tax credit or grant and related basis adjustments;

    · description of how the property is treated under the present method;

    · if moving to depreciable status, facts supporting depreciation treatment;

    · for present and proposed methods: Code section, asset class, support for the asset class, method, recovery period, convention, and bonus-depreciation treatment.

    **C. Additional statements specifically required by Rev. Proc. 2025-23 section 6.01**

    For DCN 7, attach:

    · a
    **detailed description** of the present and proposed methods; a vague statement like “MACRS to MACRS” is expressly not enough;

    · a statement describing the taxpayer’s business or income-producing activity;

    · a statement of the facts and law supporting the proposed method, property classification, and asset class.

    **D. Depreciation workpapers**

    Attach or keep ready:

    · fixed-asset ledger for each affected asset;

    · original cost and basis schedule;

    · placed-in-service documentation;

    · prior depreciation schedules as filed;

    · recomputed depreciation under the proposed method by year;

    · a rollforward showing
    **“taken vs. allowable”** and the resulting § 481(a).
    This is not just good practice; it is the cleanest way to substantiate the section 6.01 computation rule.

    **E . Special disposed-property support for DCN 107**

    Add:

    · sale/retirement documents,

    · gain-or-loss recomputation schedule,

    · current-year depreciation recomputation,

    · collateral-adjustment schedule showing the year-of-change tax effect.
    That is required because section 6.07 expressly calls for year-of-change collateral adjustments.

    4.
    **supporting-document index**

    **Tab 1 — Cover memo**

    · taxpayer name, EIN, year of change

    · requested automatic change number

    · summary of present and proposed methods

    · requested § 481(a) adjustment

    **Tab 2 — Eligibility memo**

    · cites § 446(e), Reg. § 1.446-1(e)(2)(ii)(d)

    · cites Rev. Proc. 2025-23 section 6.01 or 6.07

    · states asset was on at least two consecutively filed returns if DCN 7 applies

    · confirms automatic-change eligibility and whether any 5-year prior-item limitations are inapplicable

    **Tab 3 — Fixed-asset detail**

    · asset ID

    · description

    · cost

    · placed-in-service date

    · current class life/recovery period/method/convention

    · proposed class life/recovery period/method/convention

    **Tab 4 — Present depreciation schedule**

    · annual depreciation as actually claimed

    **Tab 5 — Proposed depreciation schedule**

    · annual depreciation as allowable

    **Tab 6 — § 481(a) schedule**

    · cumulative claimed through beginning of year of change

    · cumulative allowable through beginning of year of change

    · difference = § 481(a)

    · if positive, spread schedule under Rev. Proc. 2015-13

    · if disposed property, note full inclusion and show collateral adjustments

    **Tab 7 — Legal support**

    · asset-class analysis

    · bonus eligibility analysis, if applicable

    · any ADS/GDS justification

    · any basis-adjustment explanation

    **Tab 8 — Disposition materials** (if DCN 107)

    · bill of sale

    · Form 4797 tie-out

    · recomputed recapture/gain workpaper

    **## Tax6045FinalWritingAssignmentOverview.docx**

    Tax 6045

    Final Writing Assignment Spring 2026

    Due April 22

    **_Change in Accounting Method Request_**

    Based on a specific set of facts, you will be required to put together the paperwork necessary to file the forms necessary to request a change in accounting method including any correspondence required by Revenue Procedures issued by the IRS covering the change in accounting method.

    We will be working on this together as part of our class time.

    Taxpayer represents that the facts are as follows:

    Taxpayer, Misguided Missile, Inc., a Florida corporation is taxed as an S corporation for Federal income tax purposes and you have copies of the originally filled Form 2553 and SS-4 electing S status, in additional to all filed returns. The Taxpayer files a Form 1120S, on a calendar-year basis and uses an overall accrual method of accounting for Federal income tax purposes.

    Your Firm, Dewey, Cheatem and Howe, an outside CPA and tax consulting firm, has been preparing Taxpayer's Federal Form 1120S and supporting forms and information for income tax return since 2010. There are no open audits or inquiries with the IRS or Florida Department of Revenue.

    Following a discussion with your client regarding your client’s methods of depreciation in light of the changes under OBBBA of 2025 and a review of IRS Pub. 538, Rev. Proc. 2015-13 and other materials, you have decided to File Form 3115 to request a change in accounting method.

    The change in accounting method deals with the Taxpayer's depreciation method and class life of certain assets under the automatic change procedures of section 6.01(1) of Rev. Proc. 2015-13 for the change described in section 6.01 Rev. Proc. 2022-14, 2022-7 I.R.B. 502, 515 (
    **designated automatic accounting method change number (DCN) 7).** (You need to check if these Rev Procs have been superseded.)
    **_We will assume this problem requires following DCN 7_**

    You have advised your client that your client will need to make a §481(a) adjustment on the Form 1120S for the current to reflect the effects of the change in accounting method.

    **_Facts for consideration:_**

    In reviewing the return for 2024 you discovered that all of the furniture purchased in 2021 have been depreciated using the MACRS (5 yr, 200% DB, half year convention) instead of the required 7 yr convention. Assume the furniture was purchased as a single block on March 1, 2021 and immediately placed in service. The Cost of the furniture was $400,000.

    According to the tax books for the client the total depreciation taken through December 31, 2024 was as follows:

    **Present method (5-year):**

    · 2021: 20.00% × 400,000 =
    **80,000**

    · 2022: 32.00% × 400,000 =
    **128,000**

    · 2023: 19.20% × 400,000 =
    **76,800**

    · 2024: 11.52% × 400,000 =
    **46,080**

    ·
    **Total MACRS Depreciation taken:** $
    **330,880**

    As part of this exercise you will need to calculate the correct 7 year depreciation amounts and calculate the §481(a) adjustment. In accordance with Rev Proc 2015-13 you will need determine how to adjust future earnings as a result of the change.

    **Deliverables:**

    1.
    **Transmittal Letter**

    Partial Example of Contents of letter

    **Re: Automatic accounting method change—depreciation**

    Taxpayer, an S corporation, requests consent to change its method of accounting for depreciation for the assets identified in the attached schedules. The requested change is made under
    **Rev. Proc. 2025-23**, section
    **6.01** (DCN 7), or section
    **6.07** (DCN 107), as applicable. The taxpayer’s present method is impermissible because the affected assets were depreciated using an incorrect recovery period, bonus treatment, or other depreciation method. The proposed method is the permissible method under
    **§ 168** and the applicable asset classification authorities. The taxpayer has computed the
    **§ 481(a) adjustment** as the difference between depreciation taken and depreciation allowable for all open and closed years preceding the year of change, consistent with Rev. Proc. 2025-23 section 6.01(5). For disposed property, the taxpayer has also included the required collateral adjustments to current-year depreciation and gain or loss on disposition, consistent with section 6.07.

    2.
    **Form 3115**– You will need to fill out at a minimum (1) Page 1,part , (2) Part IV, (3) Schedule E, (4) A supporting statement discussing the proposed changes (See, in part, Rev Proc 2025-23 Section 6.01

    3.
    **Form 3115 Package**

    A.
    **Form 3115 itself**

    For automatic changes, attach the
    **original** to the timely filed federal return for the year of change and file a
    **signed duplicate** with the IRS in Ogden no earlier than the first day of the year of change and no later than the date the original is filed. If the taxpayer is under exam, an additional copy goes to the examining agent, Appeals, or government counsel as applicable.

    **B. Schedule E attachments required by the form**

    Form 3115 Schedule E requires, for each item or class of property:

    · property description, type, placed-in-service year, and use in the trade or business;

    · any federal tax credit or grant and related basis adjustments;

    · description of how the property is treated under the present method;

    · if moving to depreciable status, facts supporting depreciation treatment;

    · for present and proposed methods: Code section, asset class, support for the asset class, method, recovery period, convention, and bonus-depreciation treatment.

    **C. Additional statements specifically required by Rev. Proc. 2025-23 section 6.01**

    For DCN 7, attach:

    · a
    **detailed description** of the present and proposed methods; a vague statement like “MACRS to MACRS” is expressly not enough;

    · a statement describing the taxpayer’s business or income-producing activity;

    · a statement of the facts and law supporting the proposed method, property classification, and asset class.

    **D. Depreciation workpapers**

    Attach or keep ready:

    · fixed-asset ledger for each affected asset;

    · original cost and basis schedule;

    · placed-in-service documentation;

    · prior depreciation schedules as filed;

    · recomputed depreciation under the proposed method by year;

    · a rollforward showing
    **“taken vs. allowable”** and the resulting § 481(a).
    This is not just good practice; it is the cleanest way to substantiate the section 6.01 computation rule.

    **E . Special disposed-property support for DCN 107**

    Add:

    · sale/retirement documents,

    · gain-or-loss recomputation schedule,

    · current-year depreciation recomputation,

    · collateral-adjustment schedule showing the year-of-change tax effect.
    That is required because section 6.07 expressly calls for year-of-change collateral adjustments.

    4.
    **supporting-document index**

    **Tab 1 — Cover memo**

    · taxpayer name, EIN, year of change

    · requested automatic change number

    · summary of present and proposed methods

    · requested § 481(a) adjustment

    **Tab 2 — Eligibility memo**

    · cites § 446(e), Reg. § 1.446-1(e)(2)(ii)(d)

    · cites Rev. Proc. 2025-23 section 6.01 or 6.07

    · states asset was on at least two consecutively filed returns if DCN 7 applies

    · confirms automatic-change eligibility and whether any 5-year prior-item limitations are inapplicable

    **Tab 3 — Fixed-asset detail**

    · asset ID

    · description

    · cost

    · placed-in-service date

    · current class life/recovery period/method/convention

    · proposed class life/recovery period/method/convention

    **Tab 4 — Present depreciation schedule**

    · annual depreciation as actually claimed

    **Tab 5 — Proposed depreciation schedule**

    · annual depreciation as allowable

    **Tab 6 — § 481(a) schedule**

    · cumulative claimed through beginning of year of change

    · cumulative allowable through beginning of year of change

    · difference = § 481(a)

    · if positive, spread schedule under Rev. Proc. 2015-13

    · if disposed property, note full inclusion and show collateral adjustments

    **Tab 7 — Legal support**

    · asset-class analysis

    · bonus eligibility analysis, if applicable

    · any ADS/GDS justification

    · any basis-adjustment explanation

    **Tab 8 — Disposition materials** (if DCN 107)

    · bill of sale

    · Form 4797 tie-out

    · recomputed recapture/gain workpaper

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    Apple is at the top of the list of companies that have significant funds in offshore tax havens. Do you believe that this is an ethical practice that should be employed by American companies? Why or Why Not.

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) tutor assignment **files (4)** – ## week8FinalPaper.docx – What_can_we_learn_from_mergers.pdf – wk8EBSCO-FullText-04_21_2026.pdf – MA_Negotiations_Role_of_Nego.pdf **## week8FinalPaper.docx** **Fina…

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    – wk8EBSCO-FullText-04_21_2026.pdf
    – MA_Negotiations_Role_of_Nego.pdf

    **## week8FinalPaper.docx**

    **Final Paper – Mergers and Acquisitions**

    As part of the financial planning process, a common practice in the corporate finance world is restructuring through the process of mergers and acquisitions (M&A) or business combinations. It seems that on a regular basis, investment bankers arrange M&A transactions, forming one company from separate companies. What are the advantages and disadvantages of a merger? Why do you think that these companies have decided to merge? Discuss the financial performance of the newly combined entity. In your response, provide an example of a merger that was successful and one that was unsuccessful, and discuss the overall success or downfall of the merger.

    **Assignment Directions**

    **Write a paper of 2,500 – 3,000 (10-12 pages) content words (title page, abstract, and reference page not included).**

    **Submission Guidelines**

    · Prepare this Assignment according to the APA guidelines, including a title page, an introduction, and a conclusion. An abstract is not required. Use in-text citations and include a References section. A template is included in the
    **Resources and Supports**.

    · In your report, make certain that you include at least three (3) credible outside references from search engines or scholarly sources from the APUS Online Library.

    · References

    · Gomes, E., Angwin, D. N., Weber, Y., & Yedidia Tarba, S. (2013). Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre- and Post-M&A Connections for Improved Performance.
    _Thunderbird International Business Review_,
    _55_(1), 13–35. https://doi-org.ezproxy2.apus.edu/10.1002/tie.21521

    Kumar, D., Sengupta, K., & Bhattacharya, M. (2023). M&A Negotiations: Role of Negotiation Process, Ownership and Advisors on Deal Completion.
    _Group Decision and Negotiation, 32_(5), 1083-1115.
    [https://doi.org/10.1007/s10726-023-09835-z](https://doi.org/10.1007/s10726-023-09835-z)

    Ali, R. F., Frensidy, B., Hermawan, A. A., & Aria, F. M. (2025). What can we learn from mergers and acquisitions (M&A) in ASEAN? The role of family ownership and accounting conservatism.
    _Cogent Business & Management, 12_(1), 23. https://doi.org/10.1080/23311975.2025.2580684

    **What_can_we_learn_from_mergers.pdf**

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    **wk8EBSCO-FullText-04_21_2026.pdf**

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    **MA_Negotiations_Role_of_Nego.pdf**

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    **MA_Negotiations_Role_of_Nego.pdf**

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    **## week8FinalPaper.docx**

    **Final Paper – Mergers and Acquisitions**

    As part of the financial planning process, a common practice in the corporate finance world is restructuring through the process of mergers and acquisitions (M&A) or business combinations. It seems that on a regular basis, investment bankers arrange M&A transactions, forming one company from separate companies. What are the advantages and disadvantages of a merger? Why do you think that these companies have decided to merge? Discuss the financial performance of the newly combined entity. In your response, provide an example of a merger that was successful and one that was unsuccessful, and discuss the overall success or downfall of the merger.

    **Assignment Directions**

    **Write a paper of 2,500 – 3,000 (10-12 pages) content words (title page, abstract, and reference page not included).**

    **Submission Guidelines**

    · Prepare this Assignment according to the APA guidelines, including a title page, an introduction, and a conclusion. An abstract is not required. Use in-text citations and include a References section. A template is included in the
    **Resources and Supports**.

    · In your report, make certain that you include at least three (3) credible outside references from search engines or scholarly sources from the APUS Online Library.

    · References

    · Gomes, E., Angwin, D. N., Weber, Y., & Yedidia Tarba, S. (2013). Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre- and Post-M&A Connections for Improved Performance.
    _Thunderbird International Business Review_,
    _55_(1), 13–35. https://doi-org.ezproxy2.apus.edu/10.1002/tie.21521

    Kumar, D., Sengupta, K., & Bhattacharya, M. (2023). M&A Negotiations: Role of Negotiation Process, Ownership and Advisors on Deal Completion.
    _Group Decision and Negotiation, 32_(5), 1083-1115.
    [https://doi.org/10.1007/s10726-023-09835-z](https://doi.org/10.1007/s10726-023-09835-z)

    Ali, R. F., Frensidy, B., Hermawan, A. A., & Aria, F. M. (2025). What can we learn from mergers and acquisitions (M&A) in ASEAN? The role of family ownership and accounting conservatism.
    _Cogent Business & Management, 12_(1), 23. https://doi.org/10.1080/23311975.2025.2580684

    **What_can_we_learn_from_mergers.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/what-can-we-learn-from-mergers-pdf)

    **wk8EBSCO-FullText-04_21_2026.pdf**

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    **MA_Negotiations_Role_of_Nego.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/ma-negotiations-role-of-nego-pdf)

    **## week8FinalPaper.docx**

    **Final Paper – Mergers and Acquisitions**

    As part of the financial planning process, a common practice in the corporate finance world is restructuring through the process of mergers and acquisitions (M&A) or business combinations. It seems that on a regular basis, investment bankers arrange M&A transactions, forming one company from separate companies. What are the advantages and disadvantages of a merger? Why do you think that these companies have decided to merge? Discuss the financial performance of the newly combined entity. In your response, provide an example of a merger that was successful and one that was unsuccessful, and discuss the overall success or downfall of the merger.

    **Assignment Directions**

    **Write a paper of 2,500 – 3,000 (10-12 pages) content words (title page, abstract, and reference page not included).**

    **Submission Guidelines**

    · Prepare this Assignment according to the APA guidelines, including a title page, an introduction, and a conclusion. An abstract is not required. Use in-text citations and include a References section. A template is included in the
    **Resources and Supports**.

    · In your report, make certain that you include at least three (3) credible outside references from search engines or scholarly sources from the APUS Online Library.

    · References

    · Gomes, E., Angwin, D. N., Weber, Y., & Yedidia Tarba, S. (2013). Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre- and Post-M&A Connections for Improved Performance.
    _Thunderbird International Business Review_,
    _55_(1), 13–35. https://doi-org.ezproxy2.apus.edu/10.1002/tie.21521

    Kumar, D., Sengupta, K., & Bhattacharya, M. (2023). M&A Negotiations: Role of Negotiation Process, Ownership and Advisors on Deal Completion.
    _Group Decision and Negotiation, 32_(5), 1083-1115.
    [https://doi.org/10.1007/s10726-023-09835-z](https://doi.org/10.1007/s10726-023-09835-z)

    Ali, R. F., Frensidy, B., Hermawan, A. A., & Aria, F. M. (2025). What can we learn from mergers and acquisitions (M&A) in ASEAN? The role of family ownership and accounting conservatism.
    _Cogent Business & Management, 12_(1), 23. https://doi.org/10.1080/23311975.2025.2580684

    **What_can_we_learn_from_mergers.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/what-can-we-learn-from-mergers-pdf)

    **wk8EBSCO-FullText-04_21_2026.pdf**

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  • [Solved] What’s your understanding and ability to critically analyze and solve a real-world business problem using the frameworks, tools, and techniques

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