Exhibit 1Toro S'No Risk ProgramExhibit 1Product78/7979/8080/8181/8282/8383/84Power Shovels-107,213107,89656,98189,11468,141Single-Stage426,425367,253124,615111,472102,718110,564Two-Stage53,70073,48317,33519,68318,37431,702Toro Company S'No Risk Program 9-185-017Copyright 1984 by the President and Fellows of Harvard College
Exhibit 3Toro S'No Risk ProgramExhibit 31983198219811980197919781977197619751974Operating DataNet sales$240,966$203,761$247,049$399,771$357,766$223,853$153,910$129,978$131,626$114,592Earnings (loss):Earnings (loss) from continuing operations$106$(8,699)$(12,595)$5,679$17,717$11,733$5,669$3,703$1,809$4,572Percent of sales-(4.3)%(5.1)%1.4%5.0%5.2%3.7%2.8%1.4%4.0%Per common share and common stock equivalent$(.27)$(1.86)$(2.57)$0.97$3.18$2.18$1.08$0.72$0.36$0.92Net earnings (loss)$572$(8,699)$(13,068)$5,272$17,126$11,085$5,589$4,403$2,480$5,345Per common share and common stock equivalent$(.19)$(1.86)$(2.66)$0.90$3.07$2.06$1.07$0.86$0.50$1.07Dividends:On common stock outstanding$0$0$1,825$4,861$3,670$2,035$1,497$1,286$1,234$1,091Per common share--$0.33$0.88$0.68$0.39$0.29$0.26$0.25$0.22Return on:Beginning common shareholders' equity(2.6)%(19.3)%(21.1)%7.2%31.5%24.5%14.0%12.1%7.1%17.3%Average common shareholders' equity(2.4)%(21.4)%(23.9)%7.2%27.6%22.6%13.4%11.9%7.0%16.6%Summary of Financial PositionCurrent assets$92,662$89,606$99,678$123,180$139,207$107,189$73,234$65,718$74,516$61,063Current liabilities$38,925$43,107$37,635$42,676$68,040$50,022$26,640$22,583$35,692$20,172Net working capital$53,737$46,499$62,043$80,504$71,167$57,167$46,594$43,135$38,824$40,891Non-current assets$58,547$60,553$57,353$60,410$38,406$25,817$21,674$19,183$20,061$11,462Total assets$151,209$150,159$157,031$183,590$177,613$133,006$94,908$84,901$94,577$72,525Non-current liabilities$2,167$1,311$1,488$816$591-----CapitalizationLong-term debt$41,858$47,414$49,288$55,315$39,250$28,650$23,100$22,344$22,500$17,210Redeemable preferred stock$14,829$14,829$14,830$14,830------Common shareholders' equity$53,430$43,498$53,790$69,953$69,732$54,334$45,168$39,974$36,385$35,143Total capitalization$110,117$105,741$117,908$140,098$108,982$82,984$68,268$62,318$58,885$52,353Book value per common share8.047.779.6412.6512.6310.268.577.977.377.12Stock DataNumber of common shares outstanding (in thousands)6,6495,5975,5795,5285,5215,2985,2725,0164,9364,936Number of shareholders4,2224,5284,4844,1573,3452,6592,6792,1882,1271,921Low bid price5.3755.6259.12512.62516.2506.5005.8755.2504.0003.500High bid price13.8759.25019.87524.37529.12516.1257.2508.6256.5008.250Toro Company S'No Risk Program 9-185-017Copyright 1984 by the President and Fellows of Harvard College
Exhibit 6-augmentedExhibit 6Toro S'No Risk ProgramActual SnowfallActual Sales (at retail value) before 12/10S'no Risk Refund (pro forma)StationAverageReporting StationCodeSnowfall79/8080/8181/8282/8383/84*84/85*7980818279/8080/8181/8282/83*selected stations onlyHanover, NH64.0N/AN/A68.042.562.360.8Ithaca, NY83.440.352.064.947. ...
The document summarizes the key financial and operational highlights from Hering's 3Q10 conference call. Some of the main points include:
- Gross revenue grew 36.3% to R$287.3 million, with two-digit sales growth across all brands.
- Same-store sales for the Hering Store chain increased 33.6%.
- EBITDA was R$57.7 million, a 50% increase over 3Q09, with the EBITDA margin rising 2.6 percentage points to 24.5%.
The document contains financial projections for a company including revenue, costs, expenses and net income figures for a worst case and mid case scenario. It also includes details on payroll costs by location and department, projected new business revenue by month, and backlog revenue from software and data products. The payroll section lists annual salary amounts and monthly breakdowns for over 100 employees across administration, marketing, sales, and client operations functions in the US, EU, UK and Germany.
Target's financial valuation was analyzed using comparable companies, pro forma financial statements, sensitivity analysis, and discounted cash flow modeling. The analysis found Target's intrinsic value to be $177.60 per share, significantly higher than its current stock price of $59.13, indicating it is undervalued. Sensitivity analysis showed the valuation is most sensitive to changes in WACC and long term growth rate. The recommendation is that Target focuses on expanding its online market and global business to better realize its intrinsic value.
This document provides an overview of Lockheed Martin Corporation, including its business segments, financial performance, and comparisons to other major defense contractors. Some key points:
- Lockheed Martin is a global security and aerospace company with five main business segments.
- In 2013, its largest segment was Aeronautics at 31% of sales, driven by programs like the F-35 fighter jet.
- Between 2009-2013, Lockheed Martin grew sales modestly while steadily increasing earnings and dividends.
- Financially, it has higher profit margins and returns than competitors like Boeing, Northrop Grumman, and Raytheon.
- An analysis indicated Lockheed Martin was undervalued
This document contains notes and assumptions for a business plan prepared by Investaura Management Consultants for an unnamed company. It identifies two key value creation levers as expanding into new international markets and increasing sales of new product lines. While two other levers are noted as substantial, they were not quantified. The document includes historical financials and key performance metrics for the company from 2005-2013 and disclaims that the forecasts are preliminary and subject to due diligence.
This document provides quarterly and annual financial data for Adobe for fiscal years 2017 through the first two quarters of fiscal year 2019. It includes information on revenue, operating expenses, operating income, net income, and other financial metrics. Revenue grew each year, with total revenue reaching $9.03 billion in FY2018. Digital Media was the largest segment each year, accounting for 69-70% of total revenue.
Intellectual Property Lebret December 2018Hervé Lebret
Elon Musk believes that true technology leadership is defined not by patents but by a company's ability to attract and motivate talented engineers. The document then provides examples of university licenses for various startups, showing information such as founding year, funding amounts, acquisition prices and theoretical value at exit. On average, the startups analyzed achieved a theoretical value at exit over 11 times their initial Series A funding.
The document summarizes the key financial and operational highlights from Hering's 3Q10 conference call. Some of the main points include:
- Gross revenue grew 36.3% to R$287.3 million, with two-digit sales growth across all brands.
- Same-store sales for the Hering Store chain increased 33.6%.
- EBITDA was R$57.7 million, a 50% increase over 3Q09, with the EBITDA margin rising 2.6 percentage points to 24.5%.
The document contains financial projections for a company including revenue, costs, expenses and net income figures for a worst case and mid case scenario. It also includes details on payroll costs by location and department, projected new business revenue by month, and backlog revenue from software and data products. The payroll section lists annual salary amounts and monthly breakdowns for over 100 employees across administration, marketing, sales, and client operations functions in the US, EU, UK and Germany.
Target's financial valuation was analyzed using comparable companies, pro forma financial statements, sensitivity analysis, and discounted cash flow modeling. The analysis found Target's intrinsic value to be $177.60 per share, significantly higher than its current stock price of $59.13, indicating it is undervalued. Sensitivity analysis showed the valuation is most sensitive to changes in WACC and long term growth rate. The recommendation is that Target focuses on expanding its online market and global business to better realize its intrinsic value.
This document provides an overview of Lockheed Martin Corporation, including its business segments, financial performance, and comparisons to other major defense contractors. Some key points:
- Lockheed Martin is a global security and aerospace company with five main business segments.
- In 2013, its largest segment was Aeronautics at 31% of sales, driven by programs like the F-35 fighter jet.
- Between 2009-2013, Lockheed Martin grew sales modestly while steadily increasing earnings and dividends.
- Financially, it has higher profit margins and returns than competitors like Boeing, Northrop Grumman, and Raytheon.
- An analysis indicated Lockheed Martin was undervalued
This document contains notes and assumptions for a business plan prepared by Investaura Management Consultants for an unnamed company. It identifies two key value creation levers as expanding into new international markets and increasing sales of new product lines. While two other levers are noted as substantial, they were not quantified. The document includes historical financials and key performance metrics for the company from 2005-2013 and disclaims that the forecasts are preliminary and subject to due diligence.
This document provides quarterly and annual financial data for Adobe for fiscal years 2017 through the first two quarters of fiscal year 2019. It includes information on revenue, operating expenses, operating income, net income, and other financial metrics. Revenue grew each year, with total revenue reaching $9.03 billion in FY2018. Digital Media was the largest segment each year, accounting for 69-70% of total revenue.
Intellectual Property Lebret December 2018Hervé Lebret
Elon Musk believes that true technology leadership is defined not by patents but by a company's ability to attract and motivate talented engineers. The document then provides examples of university licenses for various startups, showing information such as founding year, funding amounts, acquisition prices and theoretical value at exit. On average, the startups analyzed achieved a theoretical value at exit over 11 times their initial Series A funding.
The document presents an organizational chart of a company with the following structure:
- The President of the Board oversees the whole company.
- There is a General Manager who oversees various departments like internal consulting, laboratories, latex plant, resins plant, sales, marketing, logistics, finance, IT, and support.
- Each department has respective managers, superintendents, and heads that report to the General Manager.
The document provides an 11-year financial summary of Wal-Mart Stores, Inc. from 1995 to 2005, showing key metrics such as net sales, operating expenses, net income, and earnings per share grew at a compound annual growth rate of around 15%. It also includes projections for financial statements such as the income statement and balance sheet from 2006 to 2010, with assumptions around revenue, expense, and capital expenditure growth rates.
Balance SheetThe Procter & Gamble CompanyAnnual Balance Sheet (year end 6/30/XX)Period Ended in millions201020112012201320142015Cash and Cash Equivalents2,8792,7684,4365,9478,5586,845ST marketable securities2,1284,767Accounts Receivable - Trade, Net5,3356,2756,0686,5086,3864,861Inventory6,3847,3796,7216,9096,7595,454Deferred Income Taxes9481,0921,356Prepaid Expenses and other current assets4,1845,5484,6853,6783,8452,853Assets held for sale2,8493,510Total Current Assets18,78221,97021,91023,99031,61729,646Buildings - Gross6,8687,7537,3247,829Land / Improvements - Gross850934880878Machinery / Equipment - Gross29,29432,82032,02934,305Property / Plant / Equipment, Total - Gross37,01241,50740,23343,012Accumulated Depreciation, Total-17,768-20,214-19,856-21,346Property / Plant / Equipment, Total - Net19,24421,29320,37721,66622,30420,268Goodwill, Net54,01257,56253,77355,18853,70447,316Intangibles, Net31,63632,62030,98831,57230,84326,829Other Long Term Assets4,4984,9095,1966,8475,7985,436Total Assets128,172138,354132,244139,263144,266129,495Accounts Payable7,2518,0227,9208,7778,4618,257ST Debt& Current portion of Lt Debt8,4729,9818,69812,43215,60612,021Liabilities held for sale6601,187Accrued and Other Current liabilities8,5599,2908,2898,8288,9998,325Total Current Liabilities24,28227,29324,90730,03733,72629,790Long Term Debt21,36022,03321,08019,11119,81118,329Deferred Income Tax10,90211,07010,13210,82710,2189,531Pension Benefits & Other Liabilities10,1899,95712,09010,57910,5358,795Total Liabilities66,73370,35368,20970,55474,29066,445Noncontrolling Interest324361596645762631Redeemable Convertible Preferred Stock1,2771,2341,1951,1371,1111,077Common Stock4,0084,0084,0084,0094,0094,009Additional Paid-In Capital61,69762,40563,18163,53863,91163,852Retained Earnings (Accumulated Deficit)64,61470,68275,34980,19784,99084,807Treasury Stock - Common-61,309-67,278-69,604-71,966-75,805-77,226Accumulated & Other Comprehensive Income-10,773-5,006-10,690-8,851-9,002-14,100Total Equity59,83866,40664,03568,70969,97663,050Total Liabilities & Shareholders' Equity128,172138,354132,244139,263144,266129,495Check Workbalancedbalancedbalancedbalancedbalancedbalanced
Cash FlowThe Procter & Gamble CompanyCash Flow Statement in millions (yr end 6/30/xx)201020112012201320142015Net Income 12,84611,92710,90411,40211,7857,144Depreciation & Amortization3,1082,8383,2042,9823,1413,134Deferred Taxes36128-65-307-44-803Venezuela deconsolidation charge2,028Goodwill impariment charges1,5763082,174Share Based compensation expense453414377346360337Other Non-Cash Items-2,670-203-2,106-916-154-766Total Non- Cash expenses9273,1772,9862,4133,3036,104Accounts Receivable-14-426-427-41587349Inventories86-50177-2258313Payable / Accrued2,446358-221,2531928Other Assets & Liabilities, Net-160-1,205-234445-1,226-230Changes in Working Capital2,358-1,774-6061,058-1,1301,360Cash from Operating Activities16,13113,33013,28414,87313,95814,608Capital Expenditures-3,067-3,306-3,964-4,008-3,848-3,736Acquisition o ...
Brunswick (BC) Pitch - Jonathan Chang - FINAL COPYJonathan Chang
This document provides financial projections and valuation metrics for Brunswick Corporation and several peers. It includes estimates of revenue and EBITDA growth for Brunswick from 2014 to 2018 under analyst, conservative, base, and optimistic scenarios. It also shows discounted cash flow analyses for Brunswick using a range of terminal growth and EBITDA multiple assumptions. The document indicates Brunswick currently trades at a premium or discount to peer median valuation metrics.
This document summarizes a business plan to market an optical distortion device as a cost-effective alternative to debeaking chickens. It discusses positioning the product as reducing bird mortality, trauma, and feed costs. It outlines targeting medium and large farms in high chicken density regions. Pricing is set at $0.18 per pair to maximize profits through an even split with farmers of $0.28 in total savings per hen from reducing mortality, trauma, and feed costs. The 5-year plan projects revenues, expenses, and pre-tax income as distribution expands through regional sales offices to achieve 50% market penetration across the continental US.
This document reports the results of dynamic cone penetrometer tests conducted at six test locations. For each location, the penetration resistance in blows/mm is recorded at increasing depths up to 1000mm. Layer properties like depth and CBR values are also noted. The test results will help evaluate the soil strength and compaction quality at different depths for the six locations.
Interplex Holdings Ltd reported financial results for the fourth quarter of fiscal year 2015, with revenue increasing 57% year-over-year to $238.4 million. Gross profit margin improved from 14.2% to 17.3% over the same period. Profit after tax also increased substantially, growing from $2 million in 4QFY14 to $18.3 million in 4QFY15. For the full fiscal year 2015, revenue rose 53% to $969.5 million compared to fiscal year 2014, with net profits up 147% to $44.4 million. The company saw growth across most industry segments, with consumer electronics and networking/enterprise servers representing its largest sources of revenue.
DataSelling Price ($)Size (ft2)LocationType302,0002150FairviewDetached265,0001890FairviewDetached280,0001540FairviewDetached220,0001790FairviewDetached149,0001500FairviewDetached155,0001450FairviewDetached198,0001700FairviewCondo187,0001900FairviewCondo208,0001800FairviewDetached174,0001650FairviewDetached336,0001750ShadysideCondo398,0001950ShadysideCondo378,0001780ShadysideCondo298,0001600ShadysideDetached425,0002250ShadysideDetached344,0001780ShadysideCondo302,0001750ShadysideCondo300,0001700ShadysideDetached298,0001540ShadysideDetached342,0001580ShadysideDetached152,0001700GrotonDetached158,0001280GrotonDetached154,0001450GrotonDetached170,0001800GrotonDetached132,0001450GrotonDetached164,0001350GrotonCondo198,0001400GrotonCondo158,0001560GrotonDetached149,0001480GrotonDetached165,0001710GrotonDetached201,0001900IrvingDetached365,0002340IrvingDetached115,0001100IrvingDetached105,0001210IrvingDetached225,0001950IrvingDetached115,0001300IrvingDetached108,0001250IrvingDetached218,0001850IrvingDetached454,0002300IrvingCondo103,0001150IrvingDetached102,0001450HamiltonDetached108,0001500HamiltonDetached88,0001050HamiltonDetached111,000950HamiltonCondo105,000950HamiltonCondo87,0001100HamiltonDetached95,0001000HamiltonDetached111,0001200HamiltonDetached98,0001100HamiltonDetached78,0001050HamiltonDetached
XLM_BoxPlot1X-Distinct ValuesStart RowNo of RecordsNo of Distinct Values of XStatistical Value TypeX1Y1X1Y2X1Y3X1Y4X1Y5X-ValuesY-1-ValuesY-2-ValuesY-3-ValuesY-4-ValuesY-5-Values00q0.52101Quartile-1177250102720001092000101035001096750100.5302000336000890002010001020000.51136363640q0.5Median2030002840001030001580001080000.526500030500078000387000145000Quartile-32537502995001515002662501215000.52800002780001050007800088000Mean2094002865001512002035001101000.5220000298000158000105000111000Minimum1050002450007800078000870000.5105000270000132000225000105000Maximum2800003050001580004540001450000.515500024500010100011500087000Mean plus d2094002865001512002035001101000.51980002880003450008700095000Mean minus d2094002865001512002035001101000.5187000300000325000280000111000No of Outliers112999999990.5208000280000101000454000132000Outlier-13020003360003450000.517400026500078000103000125000Outlier-23250000.17045454552800000.30681818183050000.44318181821580000.57954545454540000.71590909091450000.28409090912800000.42045454553050000.55681818181580000.69318181824540000.82954545451450000.22727272732800000.36363636363050000.51580000.63636363644540000.77272727271450000.22727272732537500.36363636362995000.51515000.63636363642662500.77272727271215000.17045454552537500.30681818182995000.44318181821515000.57954545452662500.71590909091215000.17045454552094000.30681818182865000.44318181821512000.57954545452035000.71590909091101000.17045454552094000.30681818182865000.44318181821512000.57954545452035000.71590909091101000.17045454552094000.30681818182865000.44318181821512000.57954545452035000.71590909091101000.17045454551772500.30681818182720000.4431818182920000.5795454545103 ...
- The document summarizes the results of a 2Q13 earnings conference call for Arteris, a toll road operator in Brazil. It reported increased toll revenues and traffic volumes compared to 1Q13 and 2Q12. Adjusted EBITDA and net income were up for the quarter and half year period. Cash costs declined and margins increased. Total investments in road maintenance and infrastructure were lower in 2Q13 compared to prior periods. The company is on track to invest over R$1.3 billion in federal highways and R$140 million in state highways for 2013. Debt levels rose slightly but remained at comfortable ratios to cash flow.
The Silver Dollars Stock Club portfolio summary provides details on the club's holdings as of a recent date including the initial and current prices, costs, values, and gains/losses for 10 stocks. Overall the portfolio is up 16.59% in value from its initial total of $622,665.05 to a current total of $725,992.60. Google has seen the largest gain of 26.19% while Citigroup has fallen the most at -9.67%.
This document provides budget execution information for the municipality of Titibiri. It includes:
1) Initial budget appropriations, budget additions/reductions, budget transfers, budget commitments, final budget appropriations, available appropriations, and amounts available to commit for various line items of the municipality's budget.
2) Line items are organized by categories including operating expenses, personnel expenses, general expenses, and statutory contributions. Figures are provided for the municipality overall as well as for sub-units like the municipal council and mayor's office.
3) The document presents budget execution details for both expenses and remaining available balances across the municipality's budget for the period under review.
This document contains a financial model for a consumer packaged goods company over a 13 year period from 2020-2033. It includes assumptions for variables like inflation, exchange rates and tax rates. The model builds up the income statement with projections for revenues, costs of goods sold, operating expenses, EBITDA, depreciation and EBIT for two products. Revenues are projected based on volume and price growth assumptions, while costs are split into variable and fixed portions with projected growth rates.
This document outlines historical and projected capital expenditures (Capex), depreciation & amortization (D&A), and other key metrics for an asset from 2014-2027. It shows:
1) Capex has increased each period from $1.3B in 2014 to a forecasted $35.2B in 2025 while D&A has also risen from $231.9M to a projected $17B for 2027.
2) Various Capex-to-revenue and D&A-to-revenue percentages are provided for comparison over time.
3) D&A is forecasted out annually showing declining amounts each year as assets depreciate.
This document discusses various methods for valuing intellectual property (IP) assets, including patents. It provides examples of IP acquisition transaction values from 2013 to 1975. Common valuation methods discussed include discounted cash flow analysis, comparable transactions analysis, and royalty rate methods. Key valuation inputs like weighted average cost of capital (WACC) and weighted average return on assets (WARA) are also covered.
The Silver Dollars Stock Club portfolio summary shows performance of 9 stocks from December 2002 to present. The portfolio started with an initial cost of $622,665 and is now worth $725,992, for a total gain of $103,327 or 16%. Google has been the best performing stock with a 26% gain, while Citigroup has lost nearly 10%. On average, stocks in the portfolio are up almost 9% with a current average value of $80,665 per stock.
The Silver Dollars Stock Club portfolio summary shows performance of 9 stocks from December 2002 to present. The total initial cost was $622,665.05 and the current total value is $725,992.60, representing a gain of $103,327.55 or 16.6%. Google has increased the most in value (26.2% gain) while Citigroup has decreased the most in value (9.7% loss). On average, stocks in the portfolio have increased 8.6% in value since purchase.
The Silver Dollars Stock Club portfolio summary shows performance of 9 stocks from December 2002 to present. The portfolio started with an initial cost of $622,665 and is now worth $725,992, for a total gain of $103,327 or 16%. Google has been the best performing stock with a 26% gain, while Citigroup has lost nearly 10%. On average, stocks in the portfolio are up nearly 9% with a current average value of $80,665 per stock.
Exploring Online Consumer Behaviors
John A. Smith and Jane L. Doe
Liberty University
References
Janda, S. (2008). Does gender moderate the effect of online concerns on purchase likelihood? Journal of Internet Commerce, 7(3), 339-358. doi:10.1080/15332860802250401
Jeon, S., Crutsinger, C., & Kim, H. (2008). Exploring online auction behaviors and motivations. Journal of Family and Consumer Sciences, 100(2), 31-40. Retrieved by http://search.proquest.com.ezproxy.liberty.edu:2048/docview/218160218
Koyuncu, C., & Lien, D. (2003). E-commerce and consumer's purchasing behaviour. Applied Economics, 35(6), 721. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA102272684&v=2.1&u=vic_liberty&it=r&p=AONE&sw=w
Kukar-Kinney,M.,Monroe, K.B.,Ridgway,N.M. (2008). The relationship between consumers’ tendencies to buy compulsively and their motivations to shop and buy on the internet. Journal of Retailing: Consumer Behavior and Retailing, 85(3), 298-307. Retrieved from http://dx.doi.org. ezproxy.liberty.edu: 2048/10.1016/j.jretai.2009.05.002
Stibel, J. (2005). Mental models and online consumer behaviour. Behaviour & Information Technology, 24(2), 147-150. doi:10.1080/01449290512331321901
Vazquez,D., & Xu,X.(2009). Investigation linkages between online purchase behavior variables. International Journal of Retail & Distribution Management, 37(5), 408-419. doi:10.1108/09590550910954900
Abstract Comment by user: Double space between all lines of the manuscript. This includes the elimination of any extra spacing before or after the paragraph (APA Manual 5.03). The default setting in Microsoft Word is to add extra spacing after paragraphs. You can change this setting under the page layout tab in Microsoft Word.
Internet usage has skyrocketed in the past few decades, along with this increase comes the increase in internet shopping by consumers. This research examines the behaviors, motivations, and attitudes of this new form of consumer entity. Online consumer behavior has been studied for over 20 years and will undoubtedly be the source of many future researches as internet consumerism expands. This paper will examine the following research questions: (1) How do factors previously researched affect the online purchasing behavior of consumers and (2) what are the significant consumer behaviors both positive and negative that affect internet consumerism? By identifying these factors and variables, new strategies can be formulated and both consumer and supplier can gain knowledge and understanding of behaviors which exist. The purpose of this research paper is to integrate the varied research information together and draw coherent linkages to how consumer thoughts, attitudes and motivational behavior affect online buying, thus building a broader framework of analysis in which to build upon. Comment by user:
APA style uses one inch margins. Paragraphs should be indented five to seven spaces (about 1/2 inch ...
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- Each department has respective managers, superintendents, and heads that report to the General Manager.
The document provides an 11-year financial summary of Wal-Mart Stores, Inc. from 1995 to 2005, showing key metrics such as net sales, operating expenses, net income, and earnings per share grew at a compound annual growth rate of around 15%. It also includes projections for financial statements such as the income statement and balance sheet from 2006 to 2010, with assumptions around revenue, expense, and capital expenditure growth rates.
Balance SheetThe Procter & Gamble CompanyAnnual Balance Sheet (year end 6/30/XX)Period Ended in millions201020112012201320142015Cash and Cash Equivalents2,8792,7684,4365,9478,5586,845ST marketable securities2,1284,767Accounts Receivable - Trade, Net5,3356,2756,0686,5086,3864,861Inventory6,3847,3796,7216,9096,7595,454Deferred Income Taxes9481,0921,356Prepaid Expenses and other current assets4,1845,5484,6853,6783,8452,853Assets held for sale2,8493,510Total Current Assets18,78221,97021,91023,99031,61729,646Buildings - Gross6,8687,7537,3247,829Land / Improvements - Gross850934880878Machinery / Equipment - Gross29,29432,82032,02934,305Property / Plant / Equipment, Total - Gross37,01241,50740,23343,012Accumulated Depreciation, Total-17,768-20,214-19,856-21,346Property / Plant / Equipment, Total - Net19,24421,29320,37721,66622,30420,268Goodwill, Net54,01257,56253,77355,18853,70447,316Intangibles, Net31,63632,62030,98831,57230,84326,829Other Long Term Assets4,4984,9095,1966,8475,7985,436Total Assets128,172138,354132,244139,263144,266129,495Accounts Payable7,2518,0227,9208,7778,4618,257ST Debt& Current portion of Lt Debt8,4729,9818,69812,43215,60612,021Liabilities held for sale6601,187Accrued and Other Current liabilities8,5599,2908,2898,8288,9998,325Total Current Liabilities24,28227,29324,90730,03733,72629,790Long Term Debt21,36022,03321,08019,11119,81118,329Deferred Income Tax10,90211,07010,13210,82710,2189,531Pension Benefits & Other Liabilities10,1899,95712,09010,57910,5358,795Total Liabilities66,73370,35368,20970,55474,29066,445Noncontrolling Interest324361596645762631Redeemable Convertible Preferred Stock1,2771,2341,1951,1371,1111,077Common Stock4,0084,0084,0084,0094,0094,009Additional Paid-In Capital61,69762,40563,18163,53863,91163,852Retained Earnings (Accumulated Deficit)64,61470,68275,34980,19784,99084,807Treasury Stock - Common-61,309-67,278-69,604-71,966-75,805-77,226Accumulated & Other Comprehensive Income-10,773-5,006-10,690-8,851-9,002-14,100Total Equity59,83866,40664,03568,70969,97663,050Total Liabilities & Shareholders' Equity128,172138,354132,244139,263144,266129,495Check Workbalancedbalancedbalancedbalancedbalancedbalanced
Cash FlowThe Procter & Gamble CompanyCash Flow Statement in millions (yr end 6/30/xx)201020112012201320142015Net Income 12,84611,92710,90411,40211,7857,144Depreciation & Amortization3,1082,8383,2042,9823,1413,134Deferred Taxes36128-65-307-44-803Venezuela deconsolidation charge2,028Goodwill impariment charges1,5763082,174Share Based compensation expense453414377346360337Other Non-Cash Items-2,670-203-2,106-916-154-766Total Non- Cash expenses9273,1772,9862,4133,3036,104Accounts Receivable-14-426-427-41587349Inventories86-50177-2258313Payable / Accrued2,446358-221,2531928Other Assets & Liabilities, Net-160-1,205-234445-1,226-230Changes in Working Capital2,358-1,774-6061,058-1,1301,360Cash from Operating Activities16,13113,33013,28414,87313,95814,608Capital Expenditures-3,067-3,306-3,964-4,008-3,848-3,736Acquisition o ...
Brunswick (BC) Pitch - Jonathan Chang - FINAL COPYJonathan Chang
This document provides financial projections and valuation metrics for Brunswick Corporation and several peers. It includes estimates of revenue and EBITDA growth for Brunswick from 2014 to 2018 under analyst, conservative, base, and optimistic scenarios. It also shows discounted cash flow analyses for Brunswick using a range of terminal growth and EBITDA multiple assumptions. The document indicates Brunswick currently trades at a premium or discount to peer median valuation metrics.
This document summarizes a business plan to market an optical distortion device as a cost-effective alternative to debeaking chickens. It discusses positioning the product as reducing bird mortality, trauma, and feed costs. It outlines targeting medium and large farms in high chicken density regions. Pricing is set at $0.18 per pair to maximize profits through an even split with farmers of $0.28 in total savings per hen from reducing mortality, trauma, and feed costs. The 5-year plan projects revenues, expenses, and pre-tax income as distribution expands through regional sales offices to achieve 50% market penetration across the continental US.
This document reports the results of dynamic cone penetrometer tests conducted at six test locations. For each location, the penetration resistance in blows/mm is recorded at increasing depths up to 1000mm. Layer properties like depth and CBR values are also noted. The test results will help evaluate the soil strength and compaction quality at different depths for the six locations.
Interplex Holdings Ltd reported financial results for the fourth quarter of fiscal year 2015, with revenue increasing 57% year-over-year to $238.4 million. Gross profit margin improved from 14.2% to 17.3% over the same period. Profit after tax also increased substantially, growing from $2 million in 4QFY14 to $18.3 million in 4QFY15. For the full fiscal year 2015, revenue rose 53% to $969.5 million compared to fiscal year 2014, with net profits up 147% to $44.4 million. The company saw growth across most industry segments, with consumer electronics and networking/enterprise servers representing its largest sources of revenue.
DataSelling Price ($)Size (ft2)LocationType302,0002150FairviewDetached265,0001890FairviewDetached280,0001540FairviewDetached220,0001790FairviewDetached149,0001500FairviewDetached155,0001450FairviewDetached198,0001700FairviewCondo187,0001900FairviewCondo208,0001800FairviewDetached174,0001650FairviewDetached336,0001750ShadysideCondo398,0001950ShadysideCondo378,0001780ShadysideCondo298,0001600ShadysideDetached425,0002250ShadysideDetached344,0001780ShadysideCondo302,0001750ShadysideCondo300,0001700ShadysideDetached298,0001540ShadysideDetached342,0001580ShadysideDetached152,0001700GrotonDetached158,0001280GrotonDetached154,0001450GrotonDetached170,0001800GrotonDetached132,0001450GrotonDetached164,0001350GrotonCondo198,0001400GrotonCondo158,0001560GrotonDetached149,0001480GrotonDetached165,0001710GrotonDetached201,0001900IrvingDetached365,0002340IrvingDetached115,0001100IrvingDetached105,0001210IrvingDetached225,0001950IrvingDetached115,0001300IrvingDetached108,0001250IrvingDetached218,0001850IrvingDetached454,0002300IrvingCondo103,0001150IrvingDetached102,0001450HamiltonDetached108,0001500HamiltonDetached88,0001050HamiltonDetached111,000950HamiltonCondo105,000950HamiltonCondo87,0001100HamiltonDetached95,0001000HamiltonDetached111,0001200HamiltonDetached98,0001100HamiltonDetached78,0001050HamiltonDetached
XLM_BoxPlot1X-Distinct ValuesStart RowNo of RecordsNo of Distinct Values of XStatistical Value TypeX1Y1X1Y2X1Y3X1Y4X1Y5X-ValuesY-1-ValuesY-2-ValuesY-3-ValuesY-4-ValuesY-5-Values00q0.52101Quartile-1177250102720001092000101035001096750100.5302000336000890002010001020000.51136363640q0.5Median2030002840001030001580001080000.526500030500078000387000145000Quartile-32537502995001515002662501215000.52800002780001050007800088000Mean2094002865001512002035001101000.5220000298000158000105000111000Minimum1050002450007800078000870000.5105000270000132000225000105000Maximum2800003050001580004540001450000.515500024500010100011500087000Mean plus d2094002865001512002035001101000.51980002880003450008700095000Mean minus d2094002865001512002035001101000.5187000300000325000280000111000No of Outliers112999999990.5208000280000101000454000132000Outlier-13020003360003450000.517400026500078000103000125000Outlier-23250000.17045454552800000.30681818183050000.44318181821580000.57954545454540000.71590909091450000.28409090912800000.42045454553050000.55681818181580000.69318181824540000.82954545451450000.22727272732800000.36363636363050000.51580000.63636363644540000.77272727271450000.22727272732537500.36363636362995000.51515000.63636363642662500.77272727271215000.17045454552537500.30681818182995000.44318181821515000.57954545452662500.71590909091215000.17045454552094000.30681818182865000.44318181821512000.57954545452035000.71590909091101000.17045454552094000.30681818182865000.44318181821512000.57954545452035000.71590909091101000.17045454552094000.30681818182865000.44318181821512000.57954545452035000.71590909091101000.17045454551772500.30681818182720000.4431818182920000.5795454545103 ...
- The document summarizes the results of a 2Q13 earnings conference call for Arteris, a toll road operator in Brazil. It reported increased toll revenues and traffic volumes compared to 1Q13 and 2Q12. Adjusted EBITDA and net income were up for the quarter and half year period. Cash costs declined and margins increased. Total investments in road maintenance and infrastructure were lower in 2Q13 compared to prior periods. The company is on track to invest over R$1.3 billion in federal highways and R$140 million in state highways for 2013. Debt levels rose slightly but remained at comfortable ratios to cash flow.
The Silver Dollars Stock Club portfolio summary provides details on the club's holdings as of a recent date including the initial and current prices, costs, values, and gains/losses for 10 stocks. Overall the portfolio is up 16.59% in value from its initial total of $622,665.05 to a current total of $725,992.60. Google has seen the largest gain of 26.19% while Citigroup has fallen the most at -9.67%.
This document provides budget execution information for the municipality of Titibiri. It includes:
1) Initial budget appropriations, budget additions/reductions, budget transfers, budget commitments, final budget appropriations, available appropriations, and amounts available to commit for various line items of the municipality's budget.
2) Line items are organized by categories including operating expenses, personnel expenses, general expenses, and statutory contributions. Figures are provided for the municipality overall as well as for sub-units like the municipal council and mayor's office.
3) The document presents budget execution details for both expenses and remaining available balances across the municipality's budget for the period under review.
This document contains a financial model for a consumer packaged goods company over a 13 year period from 2020-2033. It includes assumptions for variables like inflation, exchange rates and tax rates. The model builds up the income statement with projections for revenues, costs of goods sold, operating expenses, EBITDA, depreciation and EBIT for two products. Revenues are projected based on volume and price growth assumptions, while costs are split into variable and fixed portions with projected growth rates.
This document outlines historical and projected capital expenditures (Capex), depreciation & amortization (D&A), and other key metrics for an asset from 2014-2027. It shows:
1) Capex has increased each period from $1.3B in 2014 to a forecasted $35.2B in 2025 while D&A has also risen from $231.9M to a projected $17B for 2027.
2) Various Capex-to-revenue and D&A-to-revenue percentages are provided for comparison over time.
3) D&A is forecasted out annually showing declining amounts each year as assets depreciate.
This document discusses various methods for valuing intellectual property (IP) assets, including patents. It provides examples of IP acquisition transaction values from 2013 to 1975. Common valuation methods discussed include discounted cash flow analysis, comparable transactions analysis, and royalty rate methods. Key valuation inputs like weighted average cost of capital (WACC) and weighted average return on assets (WARA) are also covered.
The Silver Dollars Stock Club portfolio summary shows performance of 9 stocks from December 2002 to present. The portfolio started with an initial cost of $622,665 and is now worth $725,992, for a total gain of $103,327 or 16%. Google has been the best performing stock with a 26% gain, while Citigroup has lost nearly 10%. On average, stocks in the portfolio are up almost 9% with a current average value of $80,665 per stock.
The Silver Dollars Stock Club portfolio summary shows performance of 9 stocks from December 2002 to present. The total initial cost was $622,665.05 and the current total value is $725,992.60, representing a gain of $103,327.55 or 16.6%. Google has increased the most in value (26.2% gain) while Citigroup has decreased the most in value (9.7% loss). On average, stocks in the portfolio have increased 8.6% in value since purchase.
The Silver Dollars Stock Club portfolio summary shows performance of 9 stocks from December 2002 to present. The portfolio started with an initial cost of $622,665 and is now worth $725,992, for a total gain of $103,327 or 16%. Google has been the best performing stock with a 26% gain, while Citigroup has lost nearly 10%. On average, stocks in the portfolio are up nearly 9% with a current average value of $80,665 per stock.
Similar to Exhibit 1Toro SNo Risk ProgramExhibit 1Product787979808081818.docx (20)
Exploring Online Consumer Behaviors
John A. Smith and Jane L. Doe
Liberty University
References
Janda, S. (2008). Does gender moderate the effect of online concerns on purchase likelihood? Journal of Internet Commerce, 7(3), 339-358. doi:10.1080/15332860802250401
Jeon, S., Crutsinger, C., & Kim, H. (2008). Exploring online auction behaviors and motivations. Journal of Family and Consumer Sciences, 100(2), 31-40. Retrieved by http://search.proquest.com.ezproxy.liberty.edu:2048/docview/218160218
Koyuncu, C., & Lien, D. (2003). E-commerce and consumer's purchasing behaviour. Applied Economics, 35(6), 721. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA102272684&v=2.1&u=vic_liberty&it=r&p=AONE&sw=w
Kukar-Kinney,M.,Monroe, K.B.,Ridgway,N.M. (2008). The relationship between consumers’ tendencies to buy compulsively and their motivations to shop and buy on the internet. Journal of Retailing: Consumer Behavior and Retailing, 85(3), 298-307. Retrieved from http://dx.doi.org. ezproxy.liberty.edu: 2048/10.1016/j.jretai.2009.05.002
Stibel, J. (2005). Mental models and online consumer behaviour. Behaviour & Information Technology, 24(2), 147-150. doi:10.1080/01449290512331321901
Vazquez,D., & Xu,X.(2009). Investigation linkages between online purchase behavior variables. International Journal of Retail & Distribution Management, 37(5), 408-419. doi:10.1108/09590550910954900
Abstract Comment by user: Double space between all lines of the manuscript. This includes the elimination of any extra spacing before or after the paragraph (APA Manual 5.03). The default setting in Microsoft Word is to add extra spacing after paragraphs. You can change this setting under the page layout tab in Microsoft Word.
Internet usage has skyrocketed in the past few decades, along with this increase comes the increase in internet shopping by consumers. This research examines the behaviors, motivations, and attitudes of this new form of consumer entity. Online consumer behavior has been studied for over 20 years and will undoubtedly be the source of many future researches as internet consumerism expands. This paper will examine the following research questions: (1) How do factors previously researched affect the online purchasing behavior of consumers and (2) what are the significant consumer behaviors both positive and negative that affect internet consumerism? By identifying these factors and variables, new strategies can be formulated and both consumer and supplier can gain knowledge and understanding of behaviors which exist. The purpose of this research paper is to integrate the varied research information together and draw coherent linkages to how consumer thoughts, attitudes and motivational behavior affect online buying, thus building a broader framework of analysis in which to build upon. Comment by user:
APA style uses one inch margins. Paragraphs should be indented five to seven spaces (about 1/2 inch ...
External and Internal Analysis 8Extern.docxgitagrimston
External and Internal Analysis 8
External and Internal Environmental Analysis
STR/581
Professor Alfonso Rodriguez
July 30, 2014
Sheila Medina
Introduction
Coffee has become an integral part of the lives of numerous people. In 1971, Starbucks coffee opened its first coffee shop in the Pike Place Market in Seattle, Washington. Now, according to research “Starbucks Corporation is the leading retailer, roaster and brand of specialty coffee in the world, with more than 6,000 retail locations in North America, Latin America, Europe, the Middle East and the Pacific Rim” (www.investor.starbucks.com). Starbucks aims to be the consumer’s favorite coffee shop and to achieve this the company focused on customer satisfaction as well as company advancement. Therefore, it is important to act based on what is written in Starbucks mission, value and vision statement, “To inspire and nurture the human spirit-one person, one cup, and one neighborhood at a time” (www.starbucks.com).
A review of Starbucks financial reports has identified an increase in revenue over the past few years. However, this increase in revenue doesn’t account for the increase in profits. The profit increase is not as high as it could be due to external factors such as other coffee shops and the increase in amount of competition. This report aims to identify the different internal and external environment factors attributing to the changes in Starbucks external environment by utilizing several different analyses.
SWOT Analysis
Strengths
Starbucks possesses several main strengths including their high visibility being located in high traffic areas, quality of service and products and their established brand loyalty. Starbucks remains an established leader being the number one known coffee house in the world while possessing a competent workforce, providing quality service, and continuing financial soundness. They also are known for their strong internal and external relationships with their suppliers.
Weakness
Weaknesses that Starbucks must address include: Product affordability and pricing, coffee beans price is the major influence over the firms profits, maintaining the positive public opinion of their products, avoiding any negative publicity, and remaining connected to their customers. Starbucks must also consider the fact they have expanded domestically and internationally resulting in saturation of the markets. They are also a non-smoking facility alienating some customers from purchasing coffee or other products from their store.
Opportunities
Opportunities include the ability for Starbucks to enter into different and new markets,
partnership opportunities with businesses, growing acceptance and customer satisfaction, and increase different product offerings. Starbucks must strive to continue expanding their products and food service to remain competitive and reach other consumers. Another option would be for Starbucks to allow consumers to order t ...
Exploring Music Concert Paper Guidelines Instructions.docxgitagrimston
Exploring Music
Concert Paper Guidelines
Instructions
1) Choose. Pick a classical music concert from the list provided on Blackboard. Sign up and buy tickets.
2) Research. Using reputable sources, learn about the composers and music featured at the concert. I
recommend searching Google for program notes from major orchestras.
3) Write. Write a typed, double-spaced, 2 -3 page research paper, including properly formatted citations
using APA, MLA, or Chicago style. This must be done before you attend the concert.
4) Cite. Cite your sources using in-text citations. Include a works cited list with full citations using MLA,
APA, or Chicago. If you don’t know how to do this, read this.
5) Submit. Turn in your research paper under the “concerts” tab in Blackboard 2 days before the concert
date. It will be checked for plagiarism.
6) Go. Plan ahead. Dress appropriately. Get to your concert on time. If you’re late, you might not get in.
7) Listen. Use active listening during the concert. (See “at the concert” below.)
8) Smile. Take a selfie or have someone take a picture of you that clearly shows that you were at the
concert. In the lobby during intermission is a good time for this! Save your ticket and program.
9) Interview. Talk to someone at the concert. Ask them why they came and what they thought.
10) Write. Add a “part two” to your research paper. This second part should be a typed, double-spaced, 2-3
page reaction paper to your concert. Talk about what you thought, show off your active listening skills,
and include the results of your interview.
11) Add. Add your concert picture to the last page of your paper. If you don’t have this, I can’t accept the
paper for credit. Staple your ticket to your paper.
12) Submit. Turn in a hard copy of your complete paper (research part AND reaction part with picture and
ticket) in class on or before the due dates indicated.
At The Concert: Active Listening
Choose one piece from your concert to analyze. Identify the meter, texture, and two other musical elements.
Reflect on the music. What emotions do you get from that piece? Does it spark anything in your imagination?
Does it remind you of anything? What is it about the music that creates those feelings and ideas?
Interview a fellow attendee after the show or during intermission. Ask why they came and what they thought.
WARNING
DO NOT OVER-USE DIRECT QUOTATIONS. If your paper has more than 50 words that are directly quoted, I will
return the paper to you, ungraded. Quotes can be useful, but you have to know when and how to use them!
Blend your quotes within your narrative. Paraphrase when appropriate. Read this.
DO NOT PLAGIARIZE. All sources, even if they are only alluded to or paraphrased, must be cited.
http://guides.temple.edu/c.php?g=77953&p=528593
http://www.temple.edu/writingctr/support-for-writers/documents/BecominganEffectiveWriterinCollege.pdf
http://www.bibme. ...
Expo 12 Discussion QuestionsThink about the cooperative learni.docxgitagrimston
Expo 12 Discussion Questions
Think about the cooperative learning lesson plan you have developed for studying Crystal Growing and the Rock Cycle. What problems do you envision occurring? Select the most problematic issue and elaborate on it on the discussion board.
Module 5 Activity
Consider the lab you have just completed, Experiment 12, and the processes you went through. Now, assume this experiment were to be conducted in your classroom in groups of four. Create an age appropriate lesson plan in which you conduct this experiment using cooperative learning, while still maintaining the integrity of the 5E Model. Submit your lesson plan as a word document.
Hands-On Labs SM-1 Lab Manual
91
EXPERIMENT 12:
Crystal Growing and the Rock Cycle
Note: Part One of this lab should be performed at least 10 days before your report due date.
Read the entire experiment and organize time, materials, and work space before beginning.
Remember to review the safety sections and wear goggles when appropriate.
Objectives: To grow synthetic crystals from a supersaturated solution by evaporation,
To measure the interfacial angles of minerals,
To make sugar “glass,”
To understand the role of evaporation in mineral growth, and
To determine the dissolution point of certain crystals.
Materials: Student Provides: Pan, small
Spoon or blunt knife
Cup saucer
Stovetop burner
Refrigerator
50 g sugar
From LabPaq: Tweezers
Protractor
Ruler
Magnifying hand lens
Digital scale
100-mL Beaker
3 Petri dishes, large
Thermometer
Set of 18 numbered minerals
Igneous rock sample #19
Sedimentary rock sample #36
Metamorphic rock sample #47
Epsom salt: Magnesium Sulfate Heptahydrate,
MgSO4 · 7H2O
Alum: Aluminum Potassium Sulfate Dodecahydrate,
KAI(SO4) 2 · 12 H2O
Discussion and Review: The textbook definition of a mineral is “a homogeneous,
naturally occurring, solid substance with a definable chemical composition and an
internal structure characterized by an orderly arrangement of atoms in a crystalline
structure” (from Earth; Portrait of a Planet; Stephen Marshak (Norton, 2005).
A crystal grown in a lab is not a true mineral since it did not form by geologic processes.
However, crystals grown in a lab are virtually identical to true minerals in many other
Hands-On Labs SM-1 Lab Manual
92
aspects: they are solid, inorganic, homogeneous, and have a definite chemical
composition and an ordered structure.
By growing crystals in a laboratory setting you will be able to investigate the different
properties that define a mineral. In addition, growing synthetic minerals can offer insight
into the factors that affect the crystal growing process in a true geologic setting. By
“watching” your crystals grow, you’ll be able to better understand how crystal faces
develop in rocks and what influences them, plus you won’t ...
ExplanationMaster Honey is a franchise-style company that sel.docxgitagrimston
Explanation:
Master Honey is a franchise-style company that sells a variety of products derived from raw honey harvested from both local and international bee-farms, called apiaries. Our company was established in 1988 by its founder, Sergio Saladrigas, back when honey was a booming industry, and its business was conducted based on quality rather than quantity. With this philosophy in mind, Master Honey has created a culture of good quality work with competitive pricing. Since its creation, Master Honey has had a successful expansion throughout most of Central and South-Florida in the form of two different types of establishments for retail selling that have made the brand differentiate itself from the competition:
For rather big retail space, Master Honey developed a trademarked concept for a retail-store called “Honey Caves”. Usually placed in malls and around touristic areas, Honey Caves are stores of 1,000-1,500 squared feet that offer the whole catalog of Mater Honey’s products. The product catalog includes:
Products
Types
Large size
Medium size
Small size
Artisanal honey:
Local Honey:
Tupelo
9$
5$
3$
Orange blossom
8$
4$
2$
Red Pepper
7$
4$
2$
Golden Berry
7$
4$
2$
Wildflower
6$
3$
2$
International Honey:
Blue Gum
11$
6$
4$
Beech Wood
10$
5$
3$
Acai
12$
8$
5$
Acacia
12$
8$
5$
Manuka
11$
6$
4$
Honey Blends for:
Tea, Chees or BBQ
12$
8$
5$
Soaps for:
Face (anti-acne)
-
10$
6$
Body
9$
5$
-
Hands
-
9$
5$
Lotions:
Face (anti-age)
-
15$
10$
Body
-
10$
7$
Other Products:
Shampoo
15$
11$
7$
Conditioner
15$
11$
7$
The honey caves have a specific and trademarked design that makes customers feel “like a bee in a hive”. The temperature is set at a low 72 degrees Fahrenheit with low light, and with a constant and subtle bee sound. In addition, the shelves are designed to look like a hive, with a series of hexagonally shaped boxes that designed to be piled together. This gives the shop managers freedom to change the setting of the store with ease and freedom of choice. Furthermore, the stores offer samples from all of our different products so the customers can see, feel, smell and taste the quality that differentiates our product. Also, every single one of our franchised Honey Caves has a large table in the middle of the store in a hexagonal shape displaying many large and artisanal-looking bottles that carry all of the honey types that we offer (that way, if a certain type of honey is not in store, it can still be shipped). The first bottle on each line contains a pump from which the customer can serve previously measured quantities in a small sample cup, and taste the differences in flavor and texture among all honeys from different flowers. The same technique is used with our soaps by providing 3 to 7 sinks for our customers to try the soaps, and realize its unique smell and smoothness. This type of store look like:
For the smaller stores, of about 600-800 squared feet, Master Honey has created another trademarked store des ...
Explain where industry profits are maximized in the figure below.docxgitagrimston
Explain where industry profits are maximized in the figure below:
Problem 13. What real-world evidence would lead you to believe that firms were acting as Cournot oligopolists? Stackelberg oligopolists? Bertrand oligopolists?
...
Exploratory EssayResearch - 1The ability to Wallow in complex.docxgitagrimston
Exploratory Essay/Research - 1
The ability to Wallow in complexity
On a separate paper:
1. Write your Exploratory question.
Your Introduction
Your goal in the Introduction is to hook your reader’s interest in your chosen problem. Often the best way to do so is to show why you yourself became interested in it.
Write about any or all of the following:
· Why do you think you have chosen this particular subject? What interested you?
· Personal connection?
· Specific experiences?
· What do you think are the origins of your feelings?
· What are your first responses/answers to the question?
· Why do you think you feel the way you do now?
· Can you imagine yourself ever changing your mind? Why?
· Can you list (or imagine) different or alternative answers to this question? List some of them.
· How do you feel about these?
· Why?
· At this point, what is the most perplexing, confusing, or puzzling thing about this question?
...
Exploring MusicExtra Credit #2 Due November 6 in classIn G.docxgitagrimston
Exploring Music
Extra Credit #2
Due November 6 in class
In Germany, the 19th century was known as the “Age of Song”. For romantic composers, fusing literature with music represented artistic perfection. The Lied (pronounced “leet”) blended German poetry with piano collaboration. Lieder represent an intimate genre of music utilizing a solo singer partnered with piano. In most cases, the piano acts as more than mere accompaniment as it is able to musically enhance the text, depict moods and atmospheres, and in some cases represent a character in the poem.
For this assignment you will choose any threeLieder and write a 2-3 page paper (double spaced, 12 point font with 1 inch margins) based on the following guidelines to include in your paper:
1. Read the translation of the poetry and establish your own interpretation. Are there any words or phrases that lend themselves to musical depiction? If you were the composer how might you musically depict words or phrases or the mood/ atmosphere of the piece using only one singer and a piano?
2. Listen to the Lied and follow along with the translation. How does you analysis from Question 1 differ or parallel the composer’s interpretation?
3. Pay particular attention to the relationship between the voice, text, and piano keeping in mind the piano offers more than just harmonic support. Provide examples of how the piano enhances the text, creates a mood or atmosphere, or depicts a character from the poem.
4. Does the musical and vocal setting suit the poetry? Explain.
5. Is the setting strophic or through-composed? How does this affect the Lied?
Below are YouTube links to each Lied. Translations of the text are available in the Extra Credit no. 2 folder; print them out for your convenience if you wish.
1. Robert Schumann, “Die alten, bösen Lieder” from Dichterliebe
http://www.youtube.com/watch?v=sGx1zyOPZfM
2. Ludwig van Beethoven, “Der Kuß,” opus 128
http://www.youtube.com/watch?v=NTgcwny1PnU
3. Franz Schubert, “Ganymed”
http://www.youtube.com/watch?v=DMLiVQMDLEs
4. Robert Schumann, “Ich grolle nicht” from Dichterliebe
http://www.youtube.com/watch?v=XDbESDdZmfY
5. Franz Schubert, “Nähe des Geliebten”
http://www.youtube.com/watch?v=t47lxQCvJ5k
6. Clara Schumann, “Liebst du um Schönheit”
http://www.youtube.com/watch?v=kvHPxGfONYY
7. Franz Schubert, “Der Lindenbaum” from Wintereise
http://www.youtube.com/watch?v=zC7gEVSgf9k
8. Franz Schubert, “Rastlose Liebe”
http://www.youtube.com/watch?v=XOBNOB9Oxyc
Type the Boolean operator (AND, OR, or NOT) that best fits in the search statement to satisfy the search criterion stated.
Question 1 (1 point)
Question 1 options:
Find information on pollution in the Chesapeake Bay. "Chesapeake Bay"
pollut*
Question 2 (1 point)
Question 2 options:
Find information on the effect of plastics recycling on the environment. (recycle
reuse)
plastics
environment
Question 3 (1 point)
Question 3 options:
Find information on obedience tr ...
Explain why Franz Boas did not accept Morgan’s view about evol.docxgitagrimston
Explain why Franz Boas did not accept Morgan’s view about evolution ?
What sciences contributed to anthropology ?
How have teens used fashion and music to communicate their identity ?
What styles and attitudes today might seem rebellious to parents ?
What contributions did Pavlov, skinner and Chomsky bring to the comprehension of how language is attained ?
How does language indicate a society's values and priorities?
How has language evolved in some north American communities?
Why is language seen as a significant part of a people’s culture ?
Do advertisers give a false impression of their products ? it this legitimate communication ? why or why not
How can an environmental factors, such as living in a large city or a small rural town, influence individual and cultural evolution
Compare the approaches taken by anthropologist and psychologists in the study of human development ?
What are the various components of all rites of passage ?
How have coming of age rite of passage changed along with modern society
Some rites are experienced alone and some are experienced in groups. explain, with example, why this is the case
How is the body adornment connected to rites of passages
How do films and television programs portray sexual relationship between teens and adults ?
What rites of passage surrounding death have you experienced ?how did you feel about them ?
How do social scientists help people face the haunting prospect of death and the sadness of the loss of a loved one
...
Explanations 6.1 Qualities of Explanations Questions 0 of 3 com.docxgitagrimston
Explanations / 6.1 Qualities of Explanations Questions: 0 of 3 complete (0%) | 0 of 2 correct (0%)
Qualities of Explanations
An explanation is a statement that provides a reason for why or how something became the way it is. Arguments present a conclusion that's presumably new to you and then support this conclusion with evidence that you're likely to believe. Explanations work the other way around: they start with a conclusion that you likely believe (e.g., the sky is blue) and then offer an explanation for why that is so (e.g., because God is a UNC fan).
We will be looking specifically at causal explanations—that is, explanations in which you suggest that a particular physical or behavioral phenomenon is the result of another event.
Situation
Explanation
Traffic on a Saturday
There must be a football game today.
Most explanations start as theories. It can be challenging to fight the human impulse to pick the first theory that comes to mind and stop there, but what are the odds that the first thing you conceive of is in fact the best possible explanation?
Situation
Explanation
Traffic on a Saturday
Perhaps there's a concert today?
Maybe an art festival?
Or possibly an accident up ahead?
With a little imagination, you can come up with a seemingly unlimited number of theories, but at some point you've likely exhausted all the plausible explanations.
Situation
Explanation
Traffic on a Saturday
Perhaps a new IKEA has been built without my hearing anything about it, and all these people are headed to the grand opening.
As with all critical thinking, you'll need some judgment here. Discard the implausible theories (at least initially) and give fair consideration to all the reasonable ones:
· State your theory clearly (make a hypothesis).
· Consider possible alternatives.
· Look at the evidence.
· Evaluate the theory.
Sometimes the facts make the explanation quite clear:
I can see a train moving through an intersection several hundred yards ahead. That explains why traffic isn't moving.
Other times, you'll need to employ inductive reasoning to establish the most likely cause:
I can't see the tracks from here, but I drive through here every Saturday morning and usually a train was responsible for traffic being stalled. So it's probably a train.
We are presented with many such explanations on a daily basis.
Why is this webpage not loading?Why are sales down for last quarter?Why is my spouse not speaking to me?
As you consider potential explanations, keep the following standards in mind.
Consistency
First, is it internally consistent or does it contradict itself?
Second, is it externally consistent? Could this explanation effectively and fully account for whatever it's supposed to explain?
A good theory should be compatible with what we already know about how the world works. This is a problem with many paranormal theories—they go against accepted scientific fact. If the theory contradicts established knowledge, the burden of proof is on the new t ...
Experts Presentation
Student
PSY 496
Instructor
Overview of professionals
Maria Theresa Redaniel, Ph.D.
Suicide prevention specialist who’s main focus is finding ways to prevent suicide cases within local communities.
She is looking to branch out from the community sector to further her expertise on a federal and state vocation.
Received her master’s from the University of Nebraska in Community Development.
Michael Bauer, M.D., Ph.D.
Mental health profession with interest in suicide risk assessments, homicide and product liability especially in relation to psychotropic drugs.
He has extensive background in the field and wishes to further his resume by succeeding as a mentor to upcoming peers in the field.
Graduated top of his class from the University of Illinois 1965.
Suicide and prevention
Effective protective care is essential to suicide prevention.
If you are in crisis, call 1-800-273-TALK (8255) National Suicide Prevention Lifeline
Suicide is the 10th leading cause of death in the united states (AFSP, 2014). And the third leading cause among youth and young adults (Wharff, Ross, & Lambert, 2014)
Research shows 90% of those who have died by suicide had a potentially treatable mental illness (AFSP, 2014).
Prevention starts with awareness and education.
Risk Factors may include mental disorder, previous attempts, family history, serious medical condition or pain. These factors combined with environmental stimuli increase chances of suicide and suicide attempts (Carlborg, Winnerback, Jonsson, Jokinen & Nordstrom, (2010).
Research
Maria’s focus has been in the community prevention. The barriers of suicide documentation in the Philippines has encouraged her research in using psychological autopsy’s to evaluate a course of intervention (AFSP, 2014). Psychological autopsies have been used to present evidence of mental disorders present in those who died from suicide based on a collection of interviews and reports to dictate what they may have thought (Hjelmeland, Dieserud, Dyregrov, Knizek & Leenaars, 2012).
Michael has focused his research in the use of pharmacology in suicide prevention. Giving participants a prescribed amount of lithium has shown great strides in lowering future suicide attempts and depressive behaviors (ASFP, 2014).
Comparison
Maria has strong views in behavior aspect of study. She has culminated research of behaviors related to mental disorders and compared them to suicide reports made from informant interviews and medical documents. She uses such information to hopefully reduce the suicide rates in the community by early diagnosis and treatment prevention.
Michael uses his successful career in clinical psychology to establish the benefits of treating mental disorders to prevent suicides and suicidal behaviors. He focuses his research to provide evidence of pharmacology on disorders. His goal it to use such evidence to reduce thoughts of suicide and attempts.
References
American Foun ...
Explain whether Okonkwo was remaining truthful to himself by killi.docxgitagrimston
Explain whether Okonkwo was remaining truthful to himself by killing himself
Please make sure that you answer this question with 4 pages in length, it has to be MLA format, double space.
LDR/531 – WEEK 2
*
WDWLLW?DISC AssessmentLeadershipPersonality
*
ObjectivesTheories of Leadership Compare and contrast leadership theories.Evaluate the strengths and weaknesses of established leadership styles.
*
Leadership is:
Are leader’s born or made?
Leader traits – the trait approach is the oldest leadership perspective and was dominant for several decades. The perspective is that some personality characteristics – many of which a person need not be born with but can strive to acquire distinguish effective leaders from other people.
Drive, which refers to a set of characteristics that reflect a high level of effort. It includes high need for achievement, constant striving for improvement, ambition, energy, tenacity (persistence in the face of obstacles), and initiative.
Leadership motivation – great leaders not only have drive, they want to lead.
Integrity is the correspondence between actions and words. Honesty and credibility are especially important.
Self-confidence is important because the leadership role is challenging, and setbacks are inevitable.
Knowledge of the business, industry, company, and technical matters.
The most important personal skill, according to the text, the ability to perceive the needs and goals of others and to adjust one’s personal leadership approaches accordingly.
B. Leader Behaviors
1. Leadership behaviors – the behavioral approach attempts to identify what good leaders do. Three general categories of leadership behavior are: (Figure 12.2)
a. Task performance behaviors are the leader’s efforts to insure that the work unit or organization reaches its goals.
i. This dimension is sometimes referred to as:
concern for production
directive leadership
initiating structure or closeness of supervision.
ii. It includes a focus on:
work speed
quality and accuracy
quantity of output
following the rules.
b. Group maintenance behaviors is where leaders take action to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group.
i. This dimension is sometimes referred to as:
(1) concern for people
(2) supportive leadership
(3) consideration.
ii. Leader-Member Exchange (LMX) theory highlights the importance of leader behaviors not just toward the group as a whole but also toward individuals
The ability to influence a group toward the achievement of a vision or set of goals.
OR
The process of influencing others to understand and agree what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives
*
Types of leadershipLeadership involves influencing others (who influences? What type of influence?)to collaborate and agree (purpose of influence?) ...
Explain How these Aspects Work Together to Perform the Primary Fun.docxgitagrimston
Explain How these Aspects Work Together to Perform the Primary Function of HRM
Total: 5.00
Distinguished - Thoroughly and methodically explains how each of the aspects work together to perform the primary function of HRM. The explanation is professional and provides detailed examples that clearly demonstrate that new learning has occurred.
Proficient - Explains how each of the aspects work together to perform the primary function of HRM. The explanation is well constructed and provides several examples that demonstrate that new learning has occurred; however, a few minor details are missing.
Basic - Briefly explains how each of the aspects work together to perform the primary function of HRM. The explanation is somewhat complete, but provides few examples that demonstrate that new learning has occurred. Several key details are missing.
Below Expectations - Attempts to explain how each of the aspects work together to perform the primary function of HRM, but the explanation is too underdeveloped to be considered complete and does not demonstrate that new learning has occurred.
Non-Performance - The assignment is either nonexistent or fails to explain how these aspects work together to perform the primary function of HRM.
Are Any Aspects More Important than the Others? Why or Why Not?
Total: 4.00
Distinguished - Comprehensively explains whether or not any aspects are more important than others, including a detailed reasoning as to why. The explanation is professional and provides detailed examples that clearly demonstrate that new learning has occurred.
Proficient - Explains whether or not any aspects are more important than others, including reasoning as to why. The explanation well-written and provides a few examples that demonstrate that new learning has occurred. One or more minor details may be missing.
Basic - Briefly explains whether or not any aspects are more important than others, including a short reasoning as to why. The explanation is slightly underdeveloped and somewhat demonstrates that new learning has occurred. Several key details may be missing.
Below Expectations - Attempts to explain whether or not any aspects are more important than others, but the explanation is too underdeveloped to be considered complete and does not demonstrate that new learning has occurred.
Non-Performance - The assignment is either nonexistent or fails to determine whether or not and aspects are more important than others.
Optimizing the HRM Role for Shaping Organizational and Employee Behavior
Total: 4.00
Distinguished - Provides a comprehensive and thorough discussion addressing how the HRM role can be optimized for shaping organizational and employee behavior. The discussion is thought-provoking, creative, and utilizes vocabulary and concepts from the text.
Proficient - Provides a discussion addressing how the HRM role can be optimized for shaping organizational and employee behavior. The discussion is mostly complete and attempts to utilize voca ...
Explain the 3 elements of every negotiation. Why is WinWin used m.docxgitagrimston
Explain the 3 elements of every negotiation. Why is Win/Win used more than Win/Lose in life? When is the efficiency of a negotiation determined? Give an example of in the world today of a good and a bad negotiator
Lockeport Medical Center
Mission and Vision
As the regional leader in advanced medical care, we take our responsibilities seriously. Our vision and core values help guide us as we work to help and heal each patient in our care. We provide the community quality health care services through the compassionate hands of well-trained staff, in a technologically advanced, cost-effective manner.
Our Mission: To improve the health of the people of the state and surrounding region.
· Serve people as a not-for-profit health system governed by a voluntary community board.
· Ensure sustainability through stewardship of the community's assets.
· Provide quality services in a compassionate and cost-effective manner.
· Collaborate in order to improve access across the entire continuum of care.
· Promote wellness and health to benefit the community.
2020 Vision
A regional diversified health system providing superior care and service to patients and their families through a full continuum of integrated services, education, and research.
Major Strategies: "DEEDS"
Develop people
Excel in patient quality and safety
Enhance operational and financial performance
Develop the health system
Strengthen key relationships
Our MERIT Values
Five core values: Mercy, Excellence, Respect, Integrity and Trust/Teamwork. These values form the foundation for our culture at Lockeport Medical Center.
Mercy
We work to create a caring and compassionate environment responsive to the emotional, spiritual, and physical needs of all persons.
Excellence
We strive to meet or exceed patient/customer needs and expectations and work as a team to improve every aspect of care and service in our organization.
Respect
We value the innate dignity of all persons, respect their uniqueness and diversity, and enable the development of each one's full potential.
Integrity
We are consistently open, honest, and ethical, as the ideal means to protect overall safety and ensure confidentiality and privacy.
Trust/Teamwork
We say what we mean and do what we say. There is open and honest communication with patients and among staff. We recognize everyone’s contributions for the benefit of the patient. We strive to enhance the health of the communities we serve, and work in cooperation with other organizations to protect our vulnerable populations throughout the region.
Job Description
Position Title: Surgery Schedule Coordinator
Department: Operating Room
FLSA Status: Non-Exempt
Position Summary
Uses clinical and management processes to plan, organize, staff, direct, and evaluate patient care services; uses available resources to meet MD/customer needs. The surgery schedule coordinator uses knowledge of interactive management and humanistic values in creating an environment ...
Exploration 8 – Shifting and Stretching Rational Functions .docxgitagrimston
Exploration 8 – Shifting and Stretching Rational Functions
1. Sketch the graph of each function.
3( )f x
x
3
( ) 1
2
f x
x
Domain: Range: Domain: Range:
vertical horizontal vertical horizontal
asymptote: asymptote: asymptote: asymptote:
x-intercept: y-intercept: x-intercept: y-intercept:
How do you find the domain and vertical asymptote of a rational function?
How did you find the range and horizontal asymptote of THIS rational function?
How do you find the x-intercept of a function?
How do you find the y-intercept of a function?
Graphing
3
( ) 1
2
f x
x
is relatively easy.
Re-write the function rule as a single fraction by
subtracting the 1. Then find each of the following
for the newly written function.
Domain: Range: x-intercept: y-intercept:
vertical horizontal
asymptote: asymptote:
How do you find the equation of the horizontal asymptote for THIS type of function?
WebAssign Problem:
Graph the function,
2 4
( )
1
x
f x
x
, by shifting and stretching the function, 1( )f x
x
.
The horizontal shift is ______________________ because ________________________________.
The vertical shift is ______________________ because ___________________________________.
To find the stretch, you must re-write the function,
2 4
( )
1
x
f x
x
, in 1( )f x
x
form, by setting the
two rules equal and solving for c. Then sketch the graph below.
For the group submission:
Graph the function,
2 2
( )
1
x
f x
x
, by shifting and stretching the function, 1( )f x
x
.
Horizontal Shift:
Vertical Shift:
Stretch:
vertical horizontal x-intercept: y-intercept:
asymptote: asymptote:
Domain: Range:
Group Submission for Investigation #8
Write group member names legibly here:
Graph the function,
2 2
( )
1
x
f x
x
, by shifting and stretching the function, 1( )f x
x
.
Horizontal Shift:
Vertical Shift:
Stretch:
vertical horizontal x-intercept: y-intercept:
asymptote: asymptote:
Domain: Range:
...
Exploring Innovation in Action Power to the People – Lifeline Ene.docxgitagrimston
Exploring Innovation in Action: Power to the People – Lifeline Energy
Trevor Baylis was quite a swimmer in his youth, representing Britain at the age of 15. So it wasn’t entirely surprising that he ended up working for a swimming pool firm in Surrey before setting up his own company. He continued his swimming passion – working as a part-time TV stuntman doing underwater feats – but also followed an interest in inventing things. One of the projects he began work on in 1991 was to have widespread impact despite – or rather because of – being a ‘low-tech’ solution to a massive problem.
Having seen a documentary about AIDS in Africa he began to see the underlying need for something which could help communication. Much of the AIDS problem lies in the lack of awareness and knowledge across often isolated rural communities – people don’t know about causes or prevention of this devastating disease. And this reflects a deeper problem – of communication. Experts estimate that less than 20% of the world’s population have access to a telephone, while even fewer have a regular supply of electricity, much less television or Internet access. Very low literacy levels exclude most people from reading newspapers and other print media.
Radio is an obvious solution to the problem – but how can radio work when the receivers need power and in many places mains electricity is simply non-existent. An alternative is battery power – but batteries are equally problematic – even if they were of good quality and freely available via village stores people couldn’t afford to buy them regularly. In countries where $1 a day is the standard wage, batteries can cost from a day’s to a week’s salary. The HIV/AIDS pandemic also means that household incomes are under increased pressure as earners become too ill to work while greater expenditure goes towards healthcare, leaving nothing for batteries.
What was needed was a radio which ran on some different source of electricity. In thinking about the problem Baylis remembered the old-fashioned telephones of pre-war days which had wind-up handles to generate power. He began experimenting, linking together odd items such as a hand brace, an electric motor and a small radio. He found that the brace turning the motor would act as a generator that would supply sufficient electricity to power the radio. By adding a clockwork mechanism he found that a spring could be wound up – and as it unwound the radio would play. This first working prototype ran for 14 minutes on a two minute wind. Trevor had invented a clockwork (wind-up) radio! As a potential solution to the communication problem the idea had real merit. The trouble was that, like thousands of entrepreneurs before him, Trevor couldn’t convince others of this. He spent nearly four years approaching major radio manufacturers like Philips and Marconi but to no avail. But luck often plays a significant part in the innovation story – and this was no exception. The idea came to the attenti ...
Experiment 8 - Resistance and Ohm’s Law 8.1 Introduction .docxgitagrimston
Experiment 8 - Resistance and Ohm’s Law
8.1 Introduction
In previous experiments, we have investigated electric charges largely under stationary conditions. These
studies were useful in order to illustrate concepts such as the electric potential and the electric field, and
forms the foundation needed to further our understanding of electricity and electrical circuits. In contrast
to electrostatics (charges confined to be stationary), the field of electricity deals with the flow (induced
movement) of electrical charges. Due to its many uses, most individuals knowingly or unknowingly have
a daily reliance on electricity. It is especially essential, in: (1) the distribution of energy, and (2) the
processing of information. To enable this, electricity must be handled in circuits, a closed loop of
conducting wire connecting power plant with individual homes, and businesses. To appreciate this
phenomena, it is useful to investigate various aspects of simple circuits and the various laws that may
govern them.
8.2 Objective
1. To verify Ohm’s Law
2. To use Ohm’s law to determine the resistance of a light source.
8.3 Theory
Our initial investigations will be guided by Ohm’s law, which postulates that the relationship between
current flow I, potential difference V, and resistance R for certain materials will observe the following
mathematical relationship, given a constant temperature constraint:
…………. 1RV = I
These materials are called Ohmic conductors, equation 1 implies that the ratio of voltage to current for
these materials is constant. Manufactured resistors can be considered as such, but other components such
as semiconductor diodes, filaments, and LEDs are non ohmic. In this experiment, we will verify Ohm’s
law by assessing whether it holds for a set resistance (typical color coded resistor). Further, we will apply
this to ascertain the resistance of a light source.
8.4 Apparatus
Variable DC voltage source, color coded resistor, (2) multimeters, connecting wires, light source
8.5 Procedure
Part A Verifying Ohm’s Law
1. You will be given a particular colour coded resistor from the set; use this and the other apparatus
items to set up the circuit as shown in figure 1 below.
Figure 1
2. Adjust DC voltage source so that a relatively small voltage reading is seen across the resistor R.
Record this voltage reading, and the electrical current reading ...
Experimental Essay The DialecticThe purpose of this paper is to.docxgitagrimston
Experimental Essay: The Dialectic
The purpose of this paper is to experiment with a style of essay that you’ve probably never written before: The Dialectic. We’ll be testing Foucault’s idea about polemics in order to push ourselves to consider and explore multiple conflicting perspectives in a single paper.
The basic premise is that you will write a series of thesis, antithesis arguments - point and counterpoint paragraphs. You will first argue a side of a discussion and then take up the opposing side, eloquently crafting a rigorous response to your own ideas.
Your essay should explore the concepts we will be discussing in class, so if you’ve been doing the homework, you already have some arguments to work from. If you would like something more specific to work from, the Justice discussions and comments that your peers will be posting on course studio are a good start. In addition to this, you should also read through your notes from our class discussion about the predictions from the Constitutional Convention 1787. Can we make an argument that the poor indirectly sell their votes to the rich? Does the wealthiest class of America really dictate society? Do the poor impose upon the freedom and the property of the rich through voting? In what ways can private interests manipulate public opinions and widely held beliefs? Who is influencing whom? Who is responsible for the actions and behaviors of masses and of individuals?
This dialectic should not look like the typical childhood debate: “YES. NO. YES. NO.” You should not simply state a side and then write the inverse. Instead, you should invent the most compelling defense for both sides. Where students misstep here is in the unfortunate habit of writing weak counterpoints - something “stupid” that’s easy to rip apart. Right? We’ve all done this in essays that require counterpoints. Why that doesn’t work for this essay is that it would essentially mean that HALF of your essay is intentionally “stupid”... This doesn’t make for a good college paper. Instead, you must argue both sides so well that the reader cannot tell which is actually your own position.
To build this paper over the next two weeks, you should be exploring as many points (and counterpoints) as you can imagine in your homework assignments. In your final essay, I would like you to try to compile what you believe to be your best ideas.
This paper cannot be a summary - you should not simply have a series of points restating and summarizing the arguments that you’ve pulled from the various texts. Instead, you should use what you think is interesting from the text as a way to launch into a discussion of your own brilliant ideas.
Format: double-spaced, times new roman typeface, 12-point font, with 1 inchmargins.
The paper must be 1000 - 1400 words in length.
Peer Review Draft Due : May 27
Final Draft Due : May 29 via email by 11:54pm
REFLECTION PIECE: You will also be writing a 300 word reflection on your writing. In this piece you sho ...
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
1. Exhibit 1Toro S'No Risk ProgramExhibit
1Product78/7979/8080/8181/8282/8383/84Power Shovels-
107,213107,89656,98189,11468,141Single-
Stage426,425367,253124,615111,472102,718110,564Two-
Stage53,70073,48317,33519,68318,37431,702Toro Company
S'No Risk Program 9-185-017Copyright 1984 by the President
and Fellows of Harvard College
Exhibit 3Toro S'No Risk ProgramExhibit
31983198219811980197919781977197619751974Operating
DataNet
sales$240,966$203,761$247,049$399,771$357,766$223,853$15
3,910$129,978$131,626$114,592Earnings (loss):Earnings (loss)
from continuing
operations$106$(8,699)$(12,595)$5,679$17,717$11,733$5,669$
3,703$1,809$4,572Percent of sales-
(4.3)%(5.1)%1.4%5.0%5.2%3.7%2.8%1.4%4.0%Per common
share and common stock
equivalent$(.27)$(1.86)$(2.57)$0.97$3.18$2.18$1.08$0.72$0.36
$0.92Net earnings
(loss)$572$(8,699)$(13,068)$5,272$17,126$11,085$5,589$4,40
3$2,480$5,345Per common share and common stock
equivalent$(.19)$(1.86)$(2.66)$0.90$3.07$2.06$1.07$0.86$0.50
$1.07Dividends:On common stock
outstanding$0$0$1,825$4,861$3,670$2,035$1,497$1,286$1,234
$1,091Per common share--
$0.33$0.88$0.68$0.39$0.29$0.26$0.25$0.22Return
on:Beginning common shareholders'
equity(2.6)%(19.3)%(21.1)%7.2%31.5%24.5%14.0%12.1%7.1%
17.3%Average common shareholders'
equity(2.4)%(21.4)%(23.9)%7.2%27.6%22.6%13.4%11.9%7.0%
16.6%Summary of Financial PositionCurrent
assets$92,662$89,606$99,678$123,180$139,207$107,189$73,23
4$65,718$74,516$61,063Current
liabilities$38,925$43,107$37,635$42,676$68,040$50,022$26,64
18. photocopying, recording, or otherwise—without the permission
of Harvard Business School.
D A V I D E . B E L L
The Toro Company S’no Risk Program
“I really don’t see how we can repeat the program at those
rates.” It was June 1984 and Dick
Pollick, director of marketing for Consumer Products, was
reacting to an analysis by Susan Erdahl,
programs manager. Susan had used available historical data to
perform a rough actuarial calculation
that confirmed the appropriateness of the three-fold increase in
premiums asked by insurance
companies to cover a repeat of Toro’s “S’no risk” campaign.
Background
Toro had begun in 1914 by making tractor engines and later
branched out into lawn mowers. In
the early 1960s they added snowthrowers. By 1984 they offered
a full range of products for “outdoor
care” to both institutional and residential customers.
Residential lawn care products constituted
about 40-50% of sales, with snowthrowers accounting for a
further 10-15%.
Snowthrower sales were channeled through twenty-six regional
distributors who supplied
snowthrowers to independent retailers, such as hardware stores
19. and lawn and garden centers, across
the snow belt. Toro also sold directly to mass merchandisers,
like Marshall Field, whose private
labels made up about 30-35% of Toro snowthrower sales.
Although snowthrowers were sold
throughout the year, 60-70% of sales occurred during
November, December, and January, dropping
off during the ensuing months and becoming minimal during the
summer. Sales were especially
strong in a year following a severe winter, presumably because
people resolved not to be “caught
again.”
The Toro product line included the newly-introduced
lightweight power shovel, as well as the
more traditional single-stage and two-stage models. The
(smaller) single-stage machines, with
suggested retail prices of between $270 and $440, had been
selling in excess of 100,000 units per year.
The self-propelled two-stage machines, ranging in price from
$640 to $1,500, had been selling at
somewhat less than 20,000 units per year.
These figures were a far cry from the heady days of the late
1970s when several years of strong
growth had culminated in two years, 1978-1979 and 1979-1980,
of exceptionally high sales. During
this time Toro sold approximately 800,000 single-stage and
125,000 two-stage machines. The severity
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Faculty of AUO from August 2011 to August 2014.
185-017 The Toro Company S'no Risk Program
20. 2
of the three winters beginning in 1977/1978 created a demand
that rewarded dealers for their
aggressive inventories.
The following year, 1980/1981 sales plummeted (Exhibit 1).
Dealers and distributors were left
with unsold inventories that in some cases lasted them three
years. Toro not only had to forego the
lost income as orders fell to a trickle but they also offered to
pay some of the huge holding costs faced
by their dealers. The next two winters were equally mild,
causing a sharp downturn in Toro’s
fortunes (Exhibit 3). Dealers had become disenchanted with
snow removal equipment. The outlook
was bleak.
The S’no Risk Idea
In November 1982, Susan Erdahl received a phone call from an
organization called Goodweather
that specialized in arranging insurance to cover weather-related
business losses; they had made a
reputation insuring rock concerts. They suggested that Toro
might wish to insure their snowthrower
customers against the possibility of no snow.
Dick Pollick was intrigued. A marketing survey commissioned
a few years earlier, had
emphasized that a major concern of prospective buyers was that
their machines might not get enough
use. Perhaps Goodweather’s proposal would be a way to
“guarantee” that a snowthrower purchase
would be justified.
21. By January 1983 the program was set to go: under the plan,
each Toro customer (with the
exception of those buying power shovels) during the summer
and fall of 1983 would receive a full
refund of the suggested retail price and keep the snowthrower if
the total winter snowfall was less
than 20% of its historical average. Data from 172 government-
run weather stations would be posted
at each retail outlet so that a customer could read which weather
station would apply and what the
relevant historical average had been. If the actual snowfall was
less than 50% of average, the
customer would be refunded half the retail price. Intermediate
percentages would produce a sliding
scale of reimbursements (see Exhibit 4). Customer mailing in
the registration form (Exhibit 2) would
automatically be mailed a check in the event that snowfall in
their are was sufficiently low.
Since Toro’s potential liabilities ran into many millions of
dollars, insurance was felt to be a
necessity, and this is where Goodweather came in. They
arranged a contract with American Home
Assurance Company, who agreed to meet all claims resulting
from the campaign in exchange for a
premium equal to 2.1% of the retail value of snowthrowers
covered.
The Program’s Success
At first distributors resisted the new promotion, which was to
replace the 10% discount program
usually held in the fall. They were apprehensive about the
possible administrative complexity and
the potential for customer confusion. However, they soon saw
22. the basic simplicity and appeal of the
idea. Dealers greeted the promotion enthusiastically and, for
the first time in three years, built up
inventories to back the campaign.
The accompanying advertising campaign (Exhibit 5) generated a
lot of interest, indeed
excitement: dealers reported customers demanding nothing but
a Toro, and buying larger models to
take a greater advantage of the deal. Soaring retail sales were
aided in some areas, such as in Toro’s
home base of Minneapolis, by record-setting fall snows.
Dealers sold out of the large models
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Faculty of AUO from August 2011 to August 2014.
The Toro Company S'no Risk Program 185-017
3
completely and sales of the single-stage machine were also
strong. In an attempt to keep pace with
demand, Toro made an unprecedented mid-season production
run of 2,500 of one of the larger
models. They were fortunate to be able to make even this
number as they relied on outside suppliers
for engines. Production lead times were on the order of months
rather than weeks.
Dick Pollick was overjoyed. Not only were sales up and
dealers’ confidence and interest back, but
the campaign had been cheap. Although some modest
administrative costs had been incurred due to
23. the set-up required for a new program, the S’no risk promotion
had had a basic cost of 2.1% of sales
instead of the 10% normally spend on the discount program!
The Present
Despite this success, Dick was not certain that the promotion
should be continued. For one thing,
the novelty might not carry over to a second year. Also, even
though two weather stations had
reported snow less than 50% of average (Richmond and
Roanoke, both Virginia), customers might be
less enthusiastic about the program when they learned that only
a few customer had “collected” the
previous year. Moreover, since the winter of 1983/1984 had
been snowy, sales in the coming fall
could be strong even without this kind of promotion. In any
case, Pollick regarded the restimulation
of the trade as a major benefit of the promotion and this would
not likely be reinforced by a
repetition.
And now Susan had told him that American Home was asking
premiums of around 8% of sales
for the coming year. A check of other insurance companies,
including Lloyd’s of London, produced
rate of between 6% and 10%. Susan’s own analysis (Exhibit 6)
had convinced her that American
Home had erred in offering too low a rate for the previous year.
Her calculations showed that had
S’no Risk been in force for the years 1979/1980 through
1982/1983 the actual payouts would have
been 4%, 8%, 1%, and 19% of sales respectively.
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Faculty of AUO from August 2011 to August 2014.
24. 185-017 The Toro Company S'no Risk Program
4
Exhibit 1 Snowthrower Sales
Snowthrower Sales—Units
Product 78/79 79/80 80/81 81/82 82/83 83/84
Power Shovels -- 107,213 107,896 56,981 89,114 68,141
Single-Stage 426,425 367,253 124,615 111,472 102,718
110,564
Two-Stage 53,700 73,483 17,335 19,683 18,374 31,702
Exhibit 2
This document is authorized for use only in AUO B6025 by
Faculty of AUO from August 2011 to August 2014.
18
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This document is authorized for use only in AUO B6025 by
Faculty of AUO from August 2011 to August 2014.
185-017 The Toro Company S'no Risk Program
6
Exhibit 4 Conditions and Terms of Toro's S'no Risk Program
125. This document is authorized for use only in AUO B6025 by
Faculty of AUO from August 2011 to August 2014.
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