Stones Corporation uses a predetermined overhead rate based on machine-hours to apply overhead to the manufacturing process. Last year, Stones incurred manufacturing overhead costs totaling $450,000 and used 100,000 machine-hours. This year, Stones estimated manufacturing overhead to be $550,000 and expected to incur 110,000 machine-hours. Stones actually incurred $575,000 of manufacturing overhead and incurred 120,000 machine-hours this year. What is the manufacturing overhead application rate?
A. $5.00 per machine-hour
B. $4.79 per machine-hour
C. $4.50 per machine-hour
D. $5.50 per machine-hour

while setting up his new office, an attorney ordered thick, frieze carpets for the floor. however, the building inspector had him remove the expensive carpeting. the building inspector stated that according to federal regulations, the office must be wheelchair accessible as it is a public area. he further explained that since wheelchairs do not maneuver well in thick, frieze carpeting, the carpets had to be removed and be replaced with smooth-textured carpets that do not restrict wheelchair maneuverability. this scenario illustrates how a company is influenced by the component of its specific environment.

The cost of the beginning work in process inventory was comprised of $3,000 of direct materials, $10,000 of direct labor, and $10,000 of factory overhead. costs incurred during the period were comprised of $15,000 of direct materials costs, and $100,000 of conversion costs. the equivalent units of production (eup) for the period were 9,000 for direct materials and 6,000 for conversion. the costs per eup were:

Ancho corp. is an automobile company whose core competency lies in manufacturing petrol- and diesel- based cars. the company realizes that more of its potential customers are switching to electric cars. the r& d department of the company acquires competencies in developing electric cars and launches its first hybrid car, which uses both gas and electricity. in this scenario, ancho is primarilya. leveraging new core competencies to improve current market position. b. redeploying existing core competencies to compete in future markets. c. unlearning existing core competencies to create and compete in markets of the future. d. building new core competencies to protect and extend current market position