3192017 Waldenuniversitylibraryhttpedsbebscohostcomezpwa ✓ Solved

3/19/2017 @ Walden University Library 1/3 Title: Authors: Address: Source: NLM Title Abbreviation: Publisher: ISSN: Language: Keywords: Abstract: Record: 1 Developing biomarkers in mood disorders research through the use of rapidâ€acting antidepressants. Niciu, Mark J.. Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US Mathews, Daniel C.. Lundbeck, LLC, Deerfield, IL, US Nugent, Allison C., ORCID . Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US Ionescu, Dawn F..

Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US Furey, Maura L.. Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US Richards, Erica M.. Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US Machadoâ€Vieira, Rodrigo. Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US Zarate, Carlos A.

Jr.. Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, Bethesda, MD, US, [email protected] Zarate, Carlos A. Jr., Experimental Therapeutics & Pathophysiology Branch, Intramural Research Program, National Institute of Mental Health, National Institutes of Health, 10 Center Drive, MSC 1282, Building 10CRC, Room 75342, Bethesda, MD, US, 20892, [email protected] Depression and Anxiety, Vol 31(4), Apr, 2014. pp. 297307. Depress Anxiety 11 US : John Wiley & Sons (Print) (Electronic) English mood disorders, antidepressants, biomarkers, treatment responses, neuroimaging An impediment to progress in mood disorders research is the lack of analytically valid and qualified diagnostic and treatment biomarkers.

Consistent with the National Institute of Mental Health (NIMH)'s Research Domain Criteria (RDoC) initiative, the lack of diagnostic 3/19/2017 @ Walden University Library 2/3 Document Type: Subjects: Medical Subject Headings (MeSH): PsycINFO Classification: Population: Grant Sponsorship: biomarkers has precluded us from moving away from a purely subjective (symptomâ€based) toward a more objective diagnostic system. In addition, treatment response biomarkers in mood disorders would facilitate drug development and move beyond trialâ€andâ€error toward more personalized treatments. As such, biomarkers identified early in the pathophysiological process are proximal biomarkers (target engagement), while those occurring later in the disease process are distal (disease pathway components).

One strategy to achieve this goal in biomarker development is to increase efforts at the initial phases of biomarker development (i.e. exploration and validation) at single sites with the capability of integrating multimodal approaches across a biological systems level. Subsequently, resultant putative biomarkers could then undergo characterization and surrogacy as these latter phases require multisite collaborative efforts. We have used multimodal approaches – genetics, proteomics/metabolomics, peripheral measures, multimodal neuroimaging, neuropsychopharmacological challenge paradigms and clinical predictors – to explore potential predictor and mediator/moderator biomarkers of the rapidâ€acting antidepressants ketamine and scopolamine.

These exploratory biomarkers may then be used for a priori stratification in larger multisite controlled studies during the validation and characterization phases with the ultimate goal of surrogacy. In sum, the combination of target engagement and wellâ€qualified diseaseâ€related measures are crucial to improve our pathophysiological understanding, personalize treatment selection, and expand our armamentarium of novel therapeutics. (PsycINFO Database Record (c) 2016 APA, all rights reserved) Journal Article *Affective Disorders; *Antidepressant Drugs; *Biological Markers; *Neuroimaging; Treatment Outcomes Analgesics; Antidepressive Agents; Biomarkers; Cholinergic Antagonists; Genomics; Humans; Ketamine; Metabolomics; Mood Disorders; Multimodal Imaging; Neuroimaging; Research Design; Scopolamine Hydrobromide Medical Treatment of Physical Illness (3363) Human Sponsor: National Institutes of Health, National Institute of Mental Health, Intramural Research Program Recipients: No recipient indicated Sponsor: Department of Health & Human Services Recipients: No recipient indicated Sponsor: National Alliance for Research on Schizophrenia and Depression Other Details: Independent Investigator Recipients: No recipient indicated 3/19/2017 @ Walden University Library 3/3 Format Covered: Publication Type: Publication History: Release Date: Digital Object Identifier: PMID: Accession Number: Number of Citations in Source: Database: Sponsor: Sponsor name not included Other Details: Brain & Behavior Mood Disorders Research Award Recipients: Zarate, Carlos A.

Jr. Electronic Journal; Peer Reviewed Journal First Posted: Dec 18, 2013; Accepted: Nov 20, 2013; Revised: Nov 18, 2013; First Submitted: Aug 27, Wiley Periodicals, Inc.. 2013 PsycINFO PROBLEM 6–21 Segment Reporting and Decision-Making [LO6–4] Vulcan Company’s contribution format income statement for June is given below: Vulcan Company Income Statement For the Month Ended June 30 Sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0,000 Variable expenses . . . . . . . . . . . . . . . . . . . . . . . 336,000 Contribution margin . . . . . . . . . . . . . . . . . . . . . . 414,000 Fixed expenses . . . . . . . . . . . . . . . . . . . . . . . . .

378,000 Net operating income . . . . . . . . . . . . . . . . . . . . $ 36,000 Management is disappointed with the company’s performance and is wondering what can be done to improve profits. By examining sales and cost records, you have determined the following: a. The company is divided into two sales territories—Northern and Southern. The Northern ter-ritory recorded 0,000 in sales and 6,000 in variable expenses during June; the remain-ing sales and variable expenses were recorded in the Southern territory. Fixed expenses of 0,000 and 8,000 are traceable to the Northern and Southern territories, respectively.

The rest of the fixed expenses are common to the two territories b. The company is the exclusive distributor for two products—Paks and Tibs. Sales of Paks and Tibs totaled ,000 and 0,000, respectively, in the Northern territory during June. Vari-able expenses are 22% of the selling price for Paks and 58% for Tibs. Cost records show that ,000 of the Northern territory’s fixed expenses are traceable to Paks and ,000 to Tibs, with the remainder common to the two products.

Required: 1. Prepare contribution format segmented income statements first showing the total company broken down between sales territories and then showing the Northern territory broken down by product line. In addition, for the company as a whole and for each segment, show each item on the segmented income statements as a percent of sales. 2. Look at the statement you have prepared showing the total company segmented by sales terri-tory.

What insights revealed by this statement should be brought to the attention of management? 3. Look at the statement you have prepared showing the Northern territory segmented by product lines. What insights revealed by this statement should be brought to the attention of management?

Paper for above instructions

Vulcan Company Segmented Contribution Format Income Statement Analysis
Introduction
Vulcan Company is a distributor engaged in selling two types of products, Paks and Tibs, across two different territories, Northern and Southern. This report will analyze the segmented contribution format income statements for both sales territories and product lines based on the financial data provided. Understanding the distribution of sales, variable costs, and fixed expenses will aid company management in making strategic decisions to enhance profitability.
Segmented Contribution Format Income Statements
1. Total Company Income Statement by Territory
To start, we need to determine the contribution margin and net income for the entire company, segmented by sales territory.
Vulcan Company Contribution Format Income Statement
For the Month Ended June 30
(In thousands)
| | Total | Northern | Southern |
|---------------------|------------------|---------------|------------------|
| Sales | 750,000 | 300,000 | 450,000 |
| Variable Expenses| 336,000 | 156,000 | 180,000 |
| Contribution Margin | 414,000 | 144,000 | 270,000 |
| Fixed Expenses | 378,000 | 120,000 | 108,000 |
| Net Operating Income | 36,000 | 24,000 | 162,000 |
Percent of Sales
| | Total | Northern | Southern |
|---------------------|------------------|---------------|------------------|
| Sales | 100% | 40% | 60% |
| Variable Expenses| 44.8% | 52% | 40% |
| Contribution Margin | 55.2% | 48% | 60% |
| Fixed Expenses | 50.4% | 40% | 24% |
| Net Operating Income | 4.8% | 8% | 36% |
Insights from Total Company Statement:
- The Southern territory outperforms in total sales revenue, making up 60% of the total, while contributing significantly more to the contribution margin and net income.
- The Northern territory's contribution margin is lower (48%) compared to the Southern territory (60%). This disparity indicates that variable costs are significantly higher in the Northern territory (52% of sales compared to 40% in Southern).
- Fixed expenses in the Northern territory (40% of sales) consume a more considerable share of the revenue, contributing to the lower net income (8% vs. 36% in Southern).
2. Individual Territory Product Lines (Northern Territory)
Next, we will break down the income statement further into product lines for the Northern territory.
Sales data indicate that both Paks and Tibs generate different variable expenses and cover different fixed expenses.
Vulcan Company Northern Territory Contribution Format Income Statement by Product Line
For the Month Ended June 30
(In thousands)
| | Paks | Tibs | Total |
|---------------------|------------------|------------------|------------------|
| Sales | 50,000 | 250,000 | 300,000 |
| Variable Expenses| 11,000 (22%) | 145,000 (58%) | 156,000 |
| Contribution Margin | 39,000 (78%) | 105,000 (42%) | 144,000 |
| Fixed Expenses | 30,000 | 40,000 | 120,000 |
| Net Operating Income | 9,000 | 65,000 | 24,000 |
Percent of Sales
| | Paks | Tibs | Total |
|---------------------|---------------|--------------|-----------------|
| Sales | 16.67% | 83.33% | 100% |
| Variable Expenses| 22% | 58% | 52% |
| Contribution Margin | 78% | 42% | 48% |
| Fixed Expenses | 60% | 16% | 40% |
| Net Operating Income | 18% | 26% | 8% |
Insights from Northern Territory Product Line Statement:
- The product line for Paks shows a very high contribution margin (78%), allowing for considerable net operating income (18%). In contrast, Tibs shows a concerningly low contribution margin (42%) and subsequently lower net operating income (26%).
- The variable expenses for Tibs are significantly higher, impacting profitability. Management should consider strategies to reduce these costs or possibly reevaluate the pricing strategy for Tibs.
- The fixed expenses allocated to Paks (60% of its sales) are disproportionately high compared to its contribution, indicating inefficiencies in managing this product line that need to be addressed.
Recommendations for Management:
1. Focus on the Southern Territory: Given its higher profitability margins, management should explore strategies to replicate the Southern territory's successes in the Northern territory, such as improving sales tactics or focusing on cost reduction.
2. Evaluate Product Line Strategies: Paks should be marketed more aggressively given their profitability. Conversely, the pricing and cost structure for Tibs require reassessment.
3. Cost Management Initiatives: Exploring ways to reduce variable expenses in both territories, particularly for Tibs, could elevate profitability significantly.
4. Segment Analysis Application: Future decisions should be informed by such segmented analyses, which provide clarity on where resources and marketing efforts are best allocated.
5. Development of Marketing Strategies: Based on insights gained from segmented statements, targeted promotions for more lucrative product lines, specifically Paks, can be pursued.
Conclusion:
Analyzing the segmented income statements for Vulcan Company highlights significant disparities between territories and product lines. With these insights, management can streamline operations and enhance decision-making to improve profitability.
References
1. Horngren, C. T., Sundem, G. L., & Stratton, W. O. (2014). Introduction to Management Accounting. Pearson.
2. Drury, C. (2018). Management and Cost Accounting. Cengage Learning.
3. Garrison, R. H., Noreen, E. W., & Brewer, P. C. (2018). Managerial Accounting. McGraw-Hill Education.
4. Lynch, R. L., & Cross, K. F. (1991). Measure Up! Yardsticks for Continuous Improvement. Wiley.
5. Gallo, C. (2014). The Innovation Zone: How Great Teams Turn Innovation Challenges into Breakthrough Solutions. Per Capita Publishing.
6. Kaplan, R. S., & Atkinson, A. A. (2020). Advanced Management Accounting. Pearson.
7. Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.
8. Koller, T., Goedhart, M., & Wessels, D. (2010). Valuation: Measuring and Managing the Value of Companies. Wiley Finance.
9. Slack, N., Chambers, S., & Johnston, R. (2010). Operations Management. Pearson Education.
10. Garison, R. H., Noreen, E. W., & Brewer, P. C. (2015). Managerial Accounting. McGraw-Hill Education.
By leveraging the insights revealed in this segmented analysis, Vulcan Company can make informed decisions leading to improved operational success and enhanced profit margins.