Why did Burberry initially chose a licensing strategy to expand its presence in Japan? What limitations of the licensing strategy became apparent over time? Should Burberry have expected these drawbacks to arise? Was terminating the Japanese licensing agreement and opening wholly owned stores the correct strategic move for Burberry? What are the risks here? To what extent does internalization theory explain Burberry’s experience in Japan?

Kinc. has provided the following data for the month of may: inventories: beginning ending work in process $ 17,000 $ 12,000 finished goods $ 46,000 $ 50,000 additional information: direct materials $ 57,000 direct labor cost $ 87,000 manufacturing overhead cost incurred $ 63,000 manufacturing overhead cost applied to work in process $ 61,000 any underapplied or overapplied manufacturing overhead is closed out to cost of goods sold. the adjusted cost of goods sold that appears on the income statement for may is: