Please help me with these 3 questions. Thanks a lot

CASE 6 Modern Kitchenware Co. Modern Kitchenware Co. specializes in the manufacturing and distribution of items used in the kitchen. Among its many products are microwave ovens, toasters, electric can openers, etc. Its home base is in Kansas City and the firm sells to retailers throughout the U.S. and Canada. Its customers range from small retail outlets in strip shopping centers to major customers such as Sears and J. C. Penney. In the most recent fiscal year, its sales were $18 million with $2,500,000 in aftertax profits. The firm's CEO is Beth Graham, who holds a B.A. in economics from St. Louis University. Beth has moved up through the ranks as both a product manager and VP of marketing. She has implemented an inventory control system that was thought by many to be the finest in the kitchen supply industry. The computer-based system kept hourly tabs on inventory in stock at Kansas City as well as the ten distribution centers throughout the country. In looking over the numbers, Beth felt the customers, on average, were taking over 30 days to pay. The receivables were based on average daily credit sales of $54,274 throughout the year. Beth called in Al Becker, the chief financial officer, and asked him what he thought the problem was. He said that because no cash discount was being offered for early payment, customers were sometimes lax in their payment pattern. A Potential Cash Discount ran Management of Accounts Receivable Beth told Al to consider the impact of a cash discount on the accounts receivable balance of the firm as well as its profitability, Following Beth's instructions, Al evaluated the effect of the three alternative cash discount policies shown in Table 2. He some pilot studies among customers and determined the results below. Ten percent of the customers would take advantage of the 1 percent discount by paying within 10 days. If the two percent discount were offered, 25 percent would take it, and if the 3 percent discount were offered, 60 percent of the customers would take advantage of it. In each case, it was assumed that those who do not take the discount would pay at the end of 30 days. Beth felt a good deal less confident about the firm's ability to control and manage the level of accounts receivable: Historically, the firm shipped out its goods with a 30-day pay period allowed, with no cash discount offered. An analysis of current accounts receivable indicated the pattern of receivables shown in Table 1. 26 Table 1. Accounts Receivables Outstanding, December 2013 Days Outstanding 0-10 days 10-20 days 20 - 30 days 30-40 days 40 - 50 days 50 - 60 days Amount 20,000 150,000 400,000 650,000 430,000 350.000 2,000,000 Total A/R Table 2. New Terms for Cash Discounts Alternative 1 2 3 Terms 1/10, net 30 2/10, net 30 3/10, net 30 He then computed the new average collection period(s) based on the data in the prior paragraph. With an assumption of average daily credit sales remaining at $54,274 per day, he also computed the anticipated new accounts receivable balance based on the three different cash discount policies. He was informed by his corporate treasurer that any freed up funds from accounts receivable could be used elsewhere in the corporation to earn a return of 18 percent. All this information was reported back to Beth, and she suggested that a thorough analysis be conducted of all the implications of the cash discount policies. 1. Compute the current average collection period based on the data in Table 1. In doing this, multiply the midpoint of the days outstanding, by the weight assigned to that category. For example, the midpoint of the second company is 15 days and the category represents 7.5 percent of total accounts receivable ($150,000/$2,000,000). Its value is 1.125 days (15 days. x .075). After this process is followed for all six categories, add up the total to get the average collection period. 2. Compute the new average collection period based on the terms in Table 2 and the results of the pilot study. Use the simplifying assumption that under the new policies all customers will all pay at the end of the 10th day or the end of the 30th day. i.e., for the 1/10, net 30 10% x 10 days = 1 day 90% x 30 days = 27 days 28 days average collection period 3. Assuming average daily credit sales remain at $54,274 per day, what will be the new accounts receivable balance based on the three new cash discount policies? Accounts receivable = average collection period x average daily credit sales CASE 6 Modern Kitchenware Co. Modern Kitchenware Co. specializes in the manufacturing and distribution of items used in the kitchen. Among its many products are microwave ovens, toasters, electric can openers, etc. Its home base is in Kansas City and the firm sells to retailers throughout the U.S. and Canada. Its customers range from small retail outlets in strip shopping centers to major customers such as Sears and J. C. Penney. In the most recent fiscal year, its sales were $18 million with $2,500,000 in aftertax profits. The firm's CEO is Beth Graham, who holds a B.A. in economics from St. Louis University. Beth has moved up through the ranks as both a product manager and VP of marketing. She has implemented an inventory control system that was thought by many to be the finest in the kitchen supply industry. The computer-based system kept hourly tabs on inventory in stock at Kansas City as well as the ten distribution centers throughout the country. In looking over the numbers, Beth felt the customers, on average, were taking over 30 days to pay. The receivables were based on average daily credit sales of $54,274 throughout the year. Beth called in Al Becker, the chief financial officer, and asked him what he thought the problem was. He said that because no cash discount was being offered for early payment, customers were sometimes lax in their payment pattern. A Potential Cash Discount ran Management of Accounts Receivable Beth told Al to consider the impact of a cash discount on the accounts receivable balance of the firm as well as its profitability, Following Beth's instructions, Al evaluated the effect of the three alternative cash discount policies shown in Table 2. He some pilot studies among customers and determined the results below. Ten percent of the customers would take advantage of the 1 percent discount by paying within 10 days. If the two percent discount were offered, 25 percent would take it, and if the 3 percent discount were offered, 60 percent of the customers would take advantage of it. In each case, it was assumed that those who do not take the discount would pay at the end of 30 days. Beth felt a good deal less confident about the firm's ability to control and manage the level of accounts receivable: Historically, the firm shipped out its goods with a 30-day pay period allowed, with no cash discount offered. An analysis of current accounts receivable indicated the pattern of receivables shown in Table 1. 26 Table 1. Accounts Receivables Outstanding, December 2013 Days Outstanding 0-10 days 10-20 days 20 - 30 days 30-40 days 40 - 50 days 50 - 60 days Amount 20,000 150,000 400,000 650,000 430,000 350.000 2,000,000 Total A/R Table 2. New Terms for Cash Discounts Alternative 1 2 3 Terms 1/10, net 30 2/10, net 30 3/10, net 30 He then computed the new average collection period(s) based on the data in the prior paragraph. With an assumption of average daily credit sales remaining at $54,274 per day, he also computed the anticipated new accounts receivable balance based on the three different cash discount policies. He was informed by his corporate treasurer that any freed up funds from accounts receivable could be used elsewhere in the corporation to earn a return of 18 percent. All this information was reported back to Beth, and she suggested that a thorough analysis be conducted of all the implications of the cash discount policies. 1. Compute the current average collection period based on the data in Table 1. In doing this, multiply the midpoint of the days outstanding, by the weight assigned to that category. For example, the midpoint of the second company is 15 days and the category represents 7.5 percent of total accounts receivable ($150,000/$2,000,000). Its value is 1.125 days (15 days. x .075). After this process is followed for all six categories, add up the total to get the average collection period. 2. Compute the new average collection period based on the terms in Table 2 and the results of the pilot study. Use the simplifying assumption that under the new policies all customers will all pay at the end of the 10th day or the end of the 30th day. i.e., for the 1/10, net 30 10% x 10 days = 1 day 90% x 30 days = 27 days 28 days average collection period 3. Assuming average daily credit sales remain at $54,274 per day, what will be the new accounts receivable balance based on the three new cash discount policies? Accounts receivable = average collection period x average daily credit sales