Compare la bomba de sodiopotasio con la prote�na en forma de barril.pdf
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Compare la bomba de sodio/potasio con la protena en forma de barril (LDL) que transporta el colesterol a travs del torrente sanguneo. La bomba est _________ por dentro; LDL es ________ en el exterior. A. hidroflico, hidroflico B. hidrofbico, hidroflico C. hidroflico, hidrofbico D. hidrofbico, hidrofbico.
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can you see the pictures clearly Kriminological Theory Chart.pdf
can you see the pictures clearly ?
Kriminological Theory Chart Due: Sunday by 11.59pm Module: 19 Points: 10 Learning
Objectives: - Identlly key figures associated with learning theorles (MLio i) - Summarlze the
history and development of leaming theories (MLo 2) - Apply the areuments made by leamling
thiorist(s) (MLo 3) - Connect leaming theories to a program or pollig (Mio 4 ) Purpose \&
Description: The purpose of this exercice is three-folde: (1) to help you form a basle
understanding of how theory and socla polldes are connected by focusing on the assumptons and
be completed throughout the semester. In other words you will not complete this chart ill at ence.
instesd, weu will fill in information as we cover each additional theor. Instructions: 1. Revitw the
essumption of human nature. corresponding row under the column tibed, Criminological
Theor\%. 3. Idently the central theorit(s). 4. Summarke when and/or why Differentlal
Reinforcement Theory was developed in one or two sentences. 5. Based on the arguments made
by the author(s) of oilferential Relnforcement theon, explain how efime or devince can be
addressed in one or two sentences. 6. Proide one example of a program or pollicy that is
informed by Differential Aeinforcement Theony..
Calcule el valor actual de las acciones de Coca Cola usando DDM. Val.pdf
Calcule el valor actual de las acciones de Coca Cola usando DDM. Valor de las acciones =
Dividendo por accin / (tasa de descuento - tasa de crecimiento de dividendos)
el dividendo actual por accin es de $1.50 DPS(t) o TV(t) Valor presente al 9,67% 0 DPS(0) 1.48
1 DPD(1) 1.25 1.14 2 DPD(2) 1.12 0.93 3 DPD(3) 1.07 0.81 4 DPD(4) 1.07 0.74 5 DPD(5) 1.14
0.72 5 Valor terminal 32.80 20.68 Valor intrnseco de las acciones ordinarias de Coca-Cola (por
accin) $25.01 Precio actual de las acciones $42.68.
C++Sortable ObjectsStudy the file Sortable.h. It contains a simp.pdf
C++
Sortable Objects
Study the file Sortable.h. It contains a simple abstract class called Sortable, which will act as a
base class for any object a collection of which can be sorted and printed.
Sortable has two pure virtual methods, compare and print. The compare method tells the object
how to compare itself with another object. It returns true if the object it is being called from is
smaller than the other object, and false otherwise. The print method allows the object to display
itself.
Modify the Data.hclass so that it operates on (pointers to) Sortable objects instead of int objects.
You will first have to change int to Sortable*. You will also have to change your sort() method to
use the compare() method of Sortable, and the print() method to use the Sortable's print()
method. (Remember, you are not making Data inherit from Sortable! We are doing composition
here, not inheritance.)
For this exercise, you are not provided any .cpp files in order to test your code yet. Testing your
code will involve creating a class that extends Sortable and pushes some objects of that class into
your Data object and trying to sort and print them. This is the goal of the next exercise.
Submit your modified Data class.
Sortable.h
#ifndef SORTABLE_H
#define SORTABLE_H
class Sortable {
public:
virtual bool compare( const Sortable* ) = 0;
virtual void print() = 0;
};
#endif
Data.h
#include
#include
using namespace std;
class Data {
private:
vector numbers;
public:
void add(int number) {
numbers.push_back(number);
}
void sort() {
// Using bubble sort algorithm
int n = numbers.size();
for (int i = 0; i < n-1; i++) {
for (int j = 0; j < n-i-1; j++) {
if (numbers[j] > numbers[j+1]) {
swap(numbers[j], numbers[j+1]);
}
}
}
}
void print() {
for (int i = 0; i < numbers.size(); i++) {
cout << numbers[i] << " ";
}
cout << endl;
}
};.
Can you please help me write a memo and executive summaryCASE 1.pdf
Can you please help me write a memo and executive summary?
CASE 1.1 MIDI CAPITAL CANADA, COMMERCIAL
TRANSPORTATION FINANCING DIVISION
It was early morning on April 15 2016, when Steve Brant, assistant account manager for the
Commercial Transportation Financing Division of Midi Capital Canada in Toronto, Ontario,
Canada, finished reading the morning copy of The Financial Post and began reviewing a loan
request for $270,000 submitted by an existing client Simon Carriers Ltd. Simon Carriers, a
trucking company, requested the $270,000 loan to purchase two new 2016 Freightliner transport
trucks, four new 53-foot trailers and four new mobile satellite systems that would be used to
track the location of the transport trucks. Brant had to make a decision on the loan request and
forward a report to the senior account manager for approval that afternoon.
MIDI CAPITAL
Midi Capital comprised of 27 diversified businesses, including operations in North America,
Latin America, Europe and the Asia-Pacific region, its head office was located in Stanford
Connecticut. Midi Diversified, Midi Capitals parent company was a publicly traded corporation
with net earnings of over US$15 billion. Midi Capital was a major competitor in every industry it
competed in, achieving record net earnings of US$3.6 billion in 2015. It expected each of its
divisions to generate a 20% after tax-profit, and if a division fell below the goal of 20 per cent,
they would have to justify why profit targets had not been met.
COMMERCIAL TRANSPORTATION FINANCING
Commercial Transportation Financing (CTF) was one of Midi Capitals 27 divisions. The
majority of CTFs business was loaning money to medium and large-sized transportation and
construction companies. Loans from $30,000 to $1 million were provided to purchase assets
such as transport trucks, trailers, paving equipment and heavy machinery.
CTF was under tremendous pressure to generate profits. The selling strategy at CTF was Find,
Win, Keep Find new business, Win new business and Keep new and existing clients. As of April
1, 2016, less than one percent of CTFs portfolio of over 2,000 accounts had been lost to bad debt.
Account managers for the Southern Ontario Region were expected to generate $14 million in
new loans each year, without exposing Midi Capital to unreasonable levels of risk.
Several requirements had to be met before CTF would approve a loan. First, CTF did not deal
with any company that had been in business for less than three years. Second, the company
applying for the loan had to generate enough cash flow to cover the monthly interest payments
on the new loan. Third, the companys debt to equity ratio could be greater than 4:1 when
including the new loan. Fourth, CTF would not finance more than 90 per cent of the value of the
value of any asset, thereby requiring the company to have enough cash to pay for at least 10 per
cent of the assets it wanted to purchase. Lastly, CTF considered the character of the business
owners, .
can you make for me a flow chart for gram negative bacteria( E.pdf
can you make for me a flow chart for gram negative bacteria
( Ecoli,shigella,klebsiella
pnumonia,entrobacter,serratia,salmonella,protus,providentia,morganella,edwerdisella,citrobacter,
yersinia pestis)
( Ecoli,shigella,klebsiella
pnumonia,entrobacter,serratia,salmonella,protus,providentia,morganella,edwerdisella,citrobacter,
yersinia pestis).
Can you help me fill in this table. Thank youThrough checking with.pdf
Can you help me fill in this table. Thank you
Through checking with ISO/IEC 17025: 2017, determine if the below observations pose any
non-conformities, and list out the most appropriate clause and explain your decision in each
observation.
No.
Observation
Nonconformity N.C / no N.C
Relevant
Clause
1
The laboratory did not have any manual/procedure for operating of an electronic balance.
Explanation:
2
The QC laboratory within a factory was found directly supervised by the Marketing Department.
Explanation:
3
Laboratory manager holds meeting regularly with test engineers to ensure the operation of
laboratory running smoothly and effectively.
Explanation:
4
The ISO 6486-1 leachable Pb and Cd test for food containers was conducted in a multi-level
shelf located in an air-conditioned room. Temperature monitoring against a relatively stringent
specification of 22 C 2C was only conducted at one location. No evidence was available to
demonstrate temperature homogeneity in the whole test area.
Explanation:
5
The lab has not obtained consent from its customer to allow HKAS to access relevant
information (e.g: test reports and records) for the purpose of assessment and / or complaint
investigation.
Explanation:
6
The criteria and guidelines for sample preparation were documented in electronic format. The
related files were not properly controlled. (e.g: no access control, or old and new files are both
accessible.)
Explanation:
7
No record and procedure about the acceptance of calibration of some equipment after returning
from the calibration laboratories.
Explanation:
8
During demonstration of sampling of asbestos cement and insulating tile for the presence of
asbestos, the two collected samples were loosely packed and placed together in the same hand
carry container which could lead to cross-contamination.
Explanation:
No.
Observation
Nonconformity N.C / no N.C
Relevant
Clause
1
The laboratory did not have any manual/procedure for operating of an electronic balance.
Explanation:
2
The QC laboratory within a factory was found directly supervised by the Marketing Department.
Explanation:
3
Laboratory manager holds meeting regularly with test engineers to ensure the operation of
laboratory running smoothly and effectively.
Explanation:
4
The ISO 6486-1 leachable Pb and Cd test for food containers was conducted in a multi-level
shelf located in an air-conditioned room. Temperature monitoring against a relatively stringent
specification of 22 C 2C was only conducted at one location. No evidence was available to
demonstrate temperature homogeneity in the whole test area.
Explanation:
5
The lab has not obtained consent from its customer to allow HKAS to access relevant
information (e.g: test reports and records) for the purpose of assessment and / or complaint
investigation.
Explanation:
6
The criteria and guidelines for sample preparation were documented in electronic format. The
related files were not properly controlled. (e.g: no access control, or old an.
can you help me as kotlin 04.5 Random Number Guessing Game Write yo.pdf
can you help me as kotlin 04.5 Random Number Guessing Game Write your code in a file
named guessingGame.kt in your unit04 folder. Turn in the Github link for a grade. Objectives: -
Grasp kotlin syntax and language features - Utilize Kotlin's input/output for user interaction -
Declare and use variables of different data types (e.g., Int) - Comprehend Kotlin's control
structures (e.g., loops, conditional statements) - Implement random number generation in Kotlin
- Write and call functions for a number guessing game - Handle user input and provide
appropriate feedback - Understand basic algorithmic concepts (e.g., conditional branching,
loops) - Develop problem-solving and task breakdown skills - Enhance debugging and testing
capabilities.
Can someone please answer this one Its related to health informatic.pdf
Can someone please answer this one? Its related to health informatics. Envisioning a Global
Community Historically, health has been described as a community affair (National Commission
on Community Health Services 1966), a perspective that still pervades cultures around the world.
The transformation from a local, agrarian culture to a global, information-driven world
characterizes most industries and services (Toefler 1980). For example, the construction and
maintenance of roads in the United States were primarily the responsibility of townships, the
most basic unit of government. Work to build and repair roads was carried out by local citizens
who collaborated to complete the task. Most transportation was provided by horses and within
the boundaries of a township. The next larger unit was the county, which was made up of
townships with a city center called the county seat, which was physically accessible through a
network of county roads maintained by county employees. The county seat was home to the
county public health department, hospital, sheriff, jail, and courthouse. The county was managed
by commissioners charged with collecting taxes and administering elections. Counties were
generally configured such that a person could ride a horse-drawn buggy to the county seat,
conduct business or attend events there, and then return home by nightfall. This township
structure was logical, functional, and effective, based on horses being the primary mode of
transportation. Fast-forward to modern times, when cars and trucks travel nonstop at high speeds
on four- to six-lane interstate highways. The structures of townships and counties were not the
feasible political units to enable this change. In 1956, the US Congress passed the National
Interstate and Defense Highways Act (Public Law 84-627), placing much of the financial burden
and responsibility for design and overall control of highways on the federal government. States
strongly resisted the federal government's involvement,
stalling the construction process. Only when national defense was added as a rationale for the
interstate highway initiative did the project move along. President Dwight Eisenhower had
encountered the design and utility of such roads in Germany during World War II, when the
German government was building the autobahn to support the movement of military units. The
reason for the opposition to the Highways Act was that it took away power and control over
roads from townships, counties, and states, even though transportation technology and use had
evolved beyond the horse and buggy. The same type of resistance to advances in technology and
standards exists today-not only in the United States but throughout the world. The ability and
availability of IT to enable greater global-or even nationalinformation exchange are offset by the
constraints of traditions, politics, economics, business models, and cultural values that were
established and followed in a different era. The basi.
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can you see the pictures clearly Kriminological Theory Chart.pdf
can you see the pictures clearly ?
Kriminological Theory Chart Due: Sunday by 11.59pm Module: 19 Points: 10 Learning
Objectives: - Identlly key figures associated with learning theorles (MLio i) - Summarlze the
history and development of leaming theories (MLo 2) - Apply the areuments made by leamling
thiorist(s) (MLo 3) - Connect leaming theories to a program or pollig (Mio 4 ) Purpose \&
Description: The purpose of this exercice is three-folde: (1) to help you form a basle
understanding of how theory and socla polldes are connected by focusing on the assumptons and
be completed throughout the semester. In other words you will not complete this chart ill at ence.
instesd, weu will fill in information as we cover each additional theor. Instructions: 1. Revitw the
essumption of human nature. corresponding row under the column tibed, Criminological
Theor\%. 3. Idently the central theorit(s). 4. Summarke when and/or why Differentlal
Reinforcement Theory was developed in one or two sentences. 5. Based on the arguments made
by the author(s) of oilferential Relnforcement theon, explain how efime or devince can be
addressed in one or two sentences. 6. Proide one example of a program or pollicy that is
informed by Differential Aeinforcement Theony..
Calcule el valor actual de las acciones de Coca Cola usando DDM. Val.pdf
Calcule el valor actual de las acciones de Coca Cola usando DDM. Valor de las acciones =
Dividendo por accin / (tasa de descuento - tasa de crecimiento de dividendos)
el dividendo actual por accin es de $1.50 DPS(t) o TV(t) Valor presente al 9,67% 0 DPS(0) 1.48
1 DPD(1) 1.25 1.14 2 DPD(2) 1.12 0.93 3 DPD(3) 1.07 0.81 4 DPD(4) 1.07 0.74 5 DPD(5) 1.14
0.72 5 Valor terminal 32.80 20.68 Valor intrnseco de las acciones ordinarias de Coca-Cola (por
accin) $25.01 Precio actual de las acciones $42.68.
C++Sortable ObjectsStudy the file Sortable.h. It contains a simp.pdf
C++
Sortable Objects
Study the file Sortable.h. It contains a simple abstract class called Sortable, which will act as a
base class for any object a collection of which can be sorted and printed.
Sortable has two pure virtual methods, compare and print. The compare method tells the object
how to compare itself with another object. It returns true if the object it is being called from is
smaller than the other object, and false otherwise. The print method allows the object to display
itself.
Modify the Data.hclass so that it operates on (pointers to) Sortable objects instead of int objects.
You will first have to change int to Sortable*. You will also have to change your sort() method to
use the compare() method of Sortable, and the print() method to use the Sortable's print()
method. (Remember, you are not making Data inherit from Sortable! We are doing composition
here, not inheritance.)
For this exercise, you are not provided any .cpp files in order to test your code yet. Testing your
code will involve creating a class that extends Sortable and pushes some objects of that class into
your Data object and trying to sort and print them. This is the goal of the next exercise.
Submit your modified Data class.
Sortable.h
#ifndef SORTABLE_H
#define SORTABLE_H
class Sortable {
public:
virtual bool compare( const Sortable* ) = 0;
virtual void print() = 0;
};
#endif
Data.h
#include
#include
using namespace std;
class Data {
private:
vector numbers;
public:
void add(int number) {
numbers.push_back(number);
}
void sort() {
// Using bubble sort algorithm
int n = numbers.size();
for (int i = 0; i < n-1; i++) {
for (int j = 0; j < n-i-1; j++) {
if (numbers[j] > numbers[j+1]) {
swap(numbers[j], numbers[j+1]);
}
}
}
}
void print() {
for (int i = 0; i < numbers.size(); i++) {
cout << numbers[i] << " ";
}
cout << endl;
}
};.
Can you please help me write a memo and executive summaryCASE 1.pdf
Can you please help me write a memo and executive summary?
CASE 1.1 MIDI CAPITAL CANADA, COMMERCIAL
TRANSPORTATION FINANCING DIVISION
It was early morning on April 15 2016, when Steve Brant, assistant account manager for the
Commercial Transportation Financing Division of Midi Capital Canada in Toronto, Ontario,
Canada, finished reading the morning copy of The Financial Post and began reviewing a loan
request for $270,000 submitted by an existing client Simon Carriers Ltd. Simon Carriers, a
trucking company, requested the $270,000 loan to purchase two new 2016 Freightliner transport
trucks, four new 53-foot trailers and four new mobile satellite systems that would be used to
track the location of the transport trucks. Brant had to make a decision on the loan request and
forward a report to the senior account manager for approval that afternoon.
MIDI CAPITAL
Midi Capital comprised of 27 diversified businesses, including operations in North America,
Latin America, Europe and the Asia-Pacific region, its head office was located in Stanford
Connecticut. Midi Diversified, Midi Capitals parent company was a publicly traded corporation
with net earnings of over US$15 billion. Midi Capital was a major competitor in every industry it
competed in, achieving record net earnings of US$3.6 billion in 2015. It expected each of its
divisions to generate a 20% after tax-profit, and if a division fell below the goal of 20 per cent,
they would have to justify why profit targets had not been met.
COMMERCIAL TRANSPORTATION FINANCING
Commercial Transportation Financing (CTF) was one of Midi Capitals 27 divisions. The
majority of CTFs business was loaning money to medium and large-sized transportation and
construction companies. Loans from $30,000 to $1 million were provided to purchase assets
such as transport trucks, trailers, paving equipment and heavy machinery.
CTF was under tremendous pressure to generate profits. The selling strategy at CTF was Find,
Win, Keep Find new business, Win new business and Keep new and existing clients. As of April
1, 2016, less than one percent of CTFs portfolio of over 2,000 accounts had been lost to bad debt.
Account managers for the Southern Ontario Region were expected to generate $14 million in
new loans each year, without exposing Midi Capital to unreasonable levels of risk.
Several requirements had to be met before CTF would approve a loan. First, CTF did not deal
with any company that had been in business for less than three years. Second, the company
applying for the loan had to generate enough cash flow to cover the monthly interest payments
on the new loan. Third, the companys debt to equity ratio could be greater than 4:1 when
including the new loan. Fourth, CTF would not finance more than 90 per cent of the value of the
value of any asset, thereby requiring the company to have enough cash to pay for at least 10 per
cent of the assets it wanted to purchase. Lastly, CTF considered the character of the business
owners, .
can you make for me a flow chart for gram negative bacteria( E.pdf
can you make for me a flow chart for gram negative bacteria
( Ecoli,shigella,klebsiella
pnumonia,entrobacter,serratia,salmonella,protus,providentia,morganella,edwerdisella,citrobacter,
yersinia pestis)
( Ecoli,shigella,klebsiella
pnumonia,entrobacter,serratia,salmonella,protus,providentia,morganella,edwerdisella,citrobacter,
yersinia pestis).
Can you help me fill in this table. Thank youThrough checking with.pdf
Can you help me fill in this table. Thank you
Through checking with ISO/IEC 17025: 2017, determine if the below observations pose any
non-conformities, and list out the most appropriate clause and explain your decision in each
observation.
No.
Observation
Nonconformity N.C / no N.C
Relevant
Clause
1
The laboratory did not have any manual/procedure for operating of an electronic balance.
Explanation:
2
The QC laboratory within a factory was found directly supervised by the Marketing Department.
Explanation:
3
Laboratory manager holds meeting regularly with test engineers to ensure the operation of
laboratory running smoothly and effectively.
Explanation:
4
The ISO 6486-1 leachable Pb and Cd test for food containers was conducted in a multi-level
shelf located in an air-conditioned room. Temperature monitoring against a relatively stringent
specification of 22 C 2C was only conducted at one location. No evidence was available to
demonstrate temperature homogeneity in the whole test area.
Explanation:
5
The lab has not obtained consent from its customer to allow HKAS to access relevant
information (e.g: test reports and records) for the purpose of assessment and / or complaint
investigation.
Explanation:
6
The criteria and guidelines for sample preparation were documented in electronic format. The
related files were not properly controlled. (e.g: no access control, or old and new files are both
accessible.)
Explanation:
7
No record and procedure about the acceptance of calibration of some equipment after returning
from the calibration laboratories.
Explanation:
8
During demonstration of sampling of asbestos cement and insulating tile for the presence of
asbestos, the two collected samples were loosely packed and placed together in the same hand
carry container which could lead to cross-contamination.
Explanation:
No.
Observation
Nonconformity N.C / no N.C
Relevant
Clause
1
The laboratory did not have any manual/procedure for operating of an electronic balance.
Explanation:
2
The QC laboratory within a factory was found directly supervised by the Marketing Department.
Explanation:
3
Laboratory manager holds meeting regularly with test engineers to ensure the operation of
laboratory running smoothly and effectively.
Explanation:
4
The ISO 6486-1 leachable Pb and Cd test for food containers was conducted in a multi-level
shelf located in an air-conditioned room. Temperature monitoring against a relatively stringent
specification of 22 C 2C was only conducted at one location. No evidence was available to
demonstrate temperature homogeneity in the whole test area.
Explanation:
5
The lab has not obtained consent from its customer to allow HKAS to access relevant
information (e.g: test reports and records) for the purpose of assessment and / or complaint
investigation.
Explanation:
6
The criteria and guidelines for sample preparation were documented in electronic format. The
related files were not properly controlled. (e.g: no access control, or old an.
can you help me as kotlin 04.5 Random Number Guessing Game Write yo.pdf
can you help me as kotlin 04.5 Random Number Guessing Game Write your code in a file
named guessingGame.kt in your unit04 folder. Turn in the Github link for a grade. Objectives: -
Grasp kotlin syntax and language features - Utilize Kotlin's input/output for user interaction -
Declare and use variables of different data types (e.g., Int) - Comprehend Kotlin's control
structures (e.g., loops, conditional statements) - Implement random number generation in Kotlin
- Write and call functions for a number guessing game - Handle user input and provide
appropriate feedback - Understand basic algorithmic concepts (e.g., conditional branching,
loops) - Develop problem-solving and task breakdown skills - Enhance debugging and testing
capabilities.
Can someone please answer this one Its related to health informatic.pdf
Can someone please answer this one? Its related to health informatics. Envisioning a Global
Community Historically, health has been described as a community affair (National Commission
on Community Health Services 1966), a perspective that still pervades cultures around the world.
The transformation from a local, agrarian culture to a global, information-driven world
characterizes most industries and services (Toefler 1980). For example, the construction and
maintenance of roads in the United States were primarily the responsibility of townships, the
most basic unit of government. Work to build and repair roads was carried out by local citizens
who collaborated to complete the task. Most transportation was provided by horses and within
the boundaries of a township. The next larger unit was the county, which was made up of
townships with a city center called the county seat, which was physically accessible through a
network of county roads maintained by county employees. The county seat was home to the
county public health department, hospital, sheriff, jail, and courthouse. The county was managed
by commissioners charged with collecting taxes and administering elections. Counties were
generally configured such that a person could ride a horse-drawn buggy to the county seat,
conduct business or attend events there, and then return home by nightfall. This township
structure was logical, functional, and effective, based on horses being the primary mode of
transportation. Fast-forward to modern times, when cars and trucks travel nonstop at high speeds
on four- to six-lane interstate highways. The structures of townships and counties were not the
feasible political units to enable this change. In 1956, the US Congress passed the National
Interstate and Defense Highways Act (Public Law 84-627), placing much of the financial burden
and responsibility for design and overall control of highways on the federal government. States
strongly resisted the federal government's involvement,
stalling the construction process. Only when national defense was added as a rationale for the
interstate highway initiative did the project move along. President Dwight Eisenhower had
encountered the design and utility of such roads in Germany during World War II, when the
German government was building the autobahn to support the movement of military units. The
reason for the opposition to the Highways Act was that it took away power and control over
roads from townships, counties, and states, even though transportation technology and use had
evolved beyond the horse and buggy. The same type of resistance to advances in technology and
standards exists today-not only in the United States but throughout the world. The ability and
availability of IT to enable greater global-or even nationalinformation exchange are offset by the
constraints of traditions, politics, economics, business models, and cultural values that were
established and followed in a different era. The basi.
CalculateCurrent RatioQuick RatioAccounts Receivable Turnover.pdf
Calculate:
Current Ratio
Quick Ratio
Accounts Receivable Turnover
Days' Sales in receivables
Inventory Turnover
Days' sales in inventory
Ratio of Fixed Assets to Long-Term Liabilities
Ratio of Liabilities to Stockholders' Equity
Asset Turnover
Return on Total Assets
Return on Stockholders' Equity Eiscal Year Ended Net revenues:
Eiscal Year Ended Net earnings including noncontrolling interests Other comprehensive
income/(loss), net of tax:
Current assets: LIABILITIES AND SHAREHOLDERS' EQUITY/(DEFICIT) Shareholders'
deficit: Common stock ( $0.001 par value) authorized, 2,400.0 shares; issued and outstanding,
1,147.9 and 1,180.0 shares, respectively
Fiscal Year Ended OPERATING ACTIVITIES: Net earnings including noncontrolling interests
Adjustments to reconcile net earnings to net cash provided by operating activities: CASH AND
CASH EQUIVALENTS: Beginning of period End of period SUPPLEMENTAL DISCLOSURE
OF CASH FLOW INFORMATION: Cash paid during the period for: Interest, net of capitalized
interest Income taxes.
Complete the method count which should be a wrapper method that call.pdf
Complete the method count which should be a wrapper method that calls a nested recursive
function that visits all the nodes in the tree. class BinaryTree:
def count(self, item: any) int:.
calculate calculate calculate calculate 1. The jo.pdf
calculate
calculate
calculate
calculate 1. The joint probability mass function (pmf) of X(x=10,11,12) and Y(y=5,6) is given
by a. Find the marginal pmf for X and Y; that is find fX(x) and f(y). (You can just write them in
the table.) b. Are X and Y independent? Support your answer. c. (4 points) Compute P(XY60)..
Companies U and L are identical in every respect except that U is un.pdf
Companies U and L are identical in every respect except that U is unlevered while L has $10
million of 5% bonds outstanding. Assume: (1) All of the MM assumptions are met. (2) Both
firms are subject to a 25% federal-plus-state corporate tax rate. (3) EBIT is $2 million. (4) The
unlevered cost of equity is 10%. a. What value would MM now estimate for each firm? (Hint:
Use Proposition I.) b. What is rs for Firm U? For Firm L? c. Find SL, and then show that SL + D
= VL results in the same value as obtained in part a. d. What is the WACC for Firm U? For Firm
L?.
Cadena de valor y clasificaci�n de costes, empresa inform�tica. Dell.pdf
Cadena de valor y clasificacin de costes, empresa informtica. Dell Computer incurre en los
siguientes costos:
a. Costos de servicios pblicos para la planta que ensambla la lnea de productos de computadoras
Latitude
b. Costos de distribucin para enviar la lnea de productos Latitude a una cadena minorista
C. Pago a David Newbury Designs por el diseo de la computadora porttil XPS 2 en 1
d. Salario de un informtico que trabaja en la prxima generacin de servidores
mi. Costo de la visita de los empleados de Dell a un cliente importante para demostrar la
capacidad de Dell para interconectarse con otras computadoras
F. Compra de productos de la competencia para probarlos frente a posibles productos de Dell
gramo. Pago a una revista de negocios por publicar anuncios de Dell
H. Costo de los cartuchos comprados a un proveedor externo para usar con las impresoras Dell
Requerido:
Clasifique cada uno de los elementos de costo (ah) en una de las funciones comerciales de la
cadena de valor.
Comment about this post.Motivators to help employees at the workpl.pdf
Comment about this post.
Motivators to help employees at the workplace come in many different forms. Ranging from
personal acknowledgement/recognition, financial compensation, PTO opportunities, and/or
career advancement; all in which is beneficial to the employee(s) who are doing so.
The type of qualities that employees may look for in a leader, the first thing that comes to mind
is to be communicative. Hands down, being able to talk to you immediate Supervisor or Leader
goes a long way when it comes to being a productive leader. Support potential ideas coming
from the employees, understanding of their situations when they arrive, compassion their
individual performances, as well as be an outlet for knowledge in advancement not only with the
job but in life as well. Bad Leaders can have a core of characteristics that can be very detrimental
to the process of the overall job when it comes to the employees as well. Self-centered, non-
communicative, lacking understanding of the situations or predicaments that may arise in the
employee's life.
Good Managers, including the employees in the process of success, listen and incorporate ideas
that can have a huge impact on the overall mission accomplishment process of the company.
Voicing the goals and intent of the mission that the company is trying to achieve. Refocusing the
direction of the employees when things seem to be falling apart are all good qualities of the good
Manager. Bad Managers are just the exact opposite, with a little bit more sauce as well, only
focusing on themselves being the reason for success, one-way communication lanes,
empowering himself through daily activities at work introducing negative work environments.
With either a Leader or Manager, choosing the right approach could be key to your success nd
the success of the company. Initiative, just the mere fact to just do the right thing at the
workplace when no one is looking is a huge benefit, not only for the employees but for the entire
Company as well. There are too many occasions where just doing the right thing just pays off in
the long run. Mindset plays a huge part as well, coming to work is a daunting task already but at
least having the right mindset when on the clock just adds to the overall atmosphere within the
workplace. Daft defines mindset as, a collection of beliefs, thoughts, mental attitudes,
assumptions, and dispositions that determined a persons interpretations and responses to outside
events and situations..
Comment about this post.Some of the best motivators for employee.pdf
Comment about this post.
Some of the best motivators for employees are providing employee with rewards for their
performance, employee recognition, company being inclusive, and great working environment
Some benefits that attract, motivate, and retain employees are health benefits, pay rate, flexible
schedule, the ability to work from home, tuition reimbursement, paid time off and vacation days.
I believe that the list above would motivate, attract, and retain employees to work in any job
despite the job that being their career path.
The qualities that a good leader has from an employees perspective are their trust worthy, they
have open communication with their employees, leaders ensure their employees are growing in
their profession by providing professional development courses, they set an example for their
employees to follow, leaders give constructive feedback to their employees based on their
performance, leaders are open to receive constructive feedback from their employees, their open
to change, and they set achievable goals for themselves and their employees. Some qualities of a
bad leader are theyre not open to receive constructive feedback, their do not have a vision or
ambition for their employees, theyre not great at communicating, and they micromanage their
employees.
The kind of qualities that a good manager has from an employee perspective is their able to show
empathy to their employee, they set goals and expectation that everyone is able to understand,
they have great communication skills, they keep up to date with the change in society, they
provide inspiration to their employees, and they align organizational purpose with team goals.
The qualities of a bad manager are they micromanager, they prevent their employees from
growing by not allowing their employees to tackle difficult situation, they do not make their goal
clear to their employees, they depend on their ego to lead them, and they show favoritism within
the workplace. The qualities of a good manager will always outweigh the quality of bad
manager. Employees prefer a good manager over a bad manager because it provides employees
the ability to work in a peaceful environment..
Co-evolutionary troubles at the Renault Nissan alliance Widely hai.pdf
Co-evolutionary troubles at the Renault Nissan alliance
Widely hailed as one of the great successes in the automo[1]tive industry, the Renault Nissan
alliance sold more vehicles worldwide than any other car maker in the first six months of 2018,
with an estimated 5.5 million sales. This is a far cry from the alliances origins in 1999 when the
auto industry was in a period of rapid consolidation and both Nissan and Renault were
struggling. Renault was just recovering from a failed merger with Volvo, and a new CEO, Carlos
Ghosn, had been appointed to streamline the company. He was highly e
ective in doing so, earning him the nickname le cost killer, but Renault lacked access to the fast-
growing Asian market. Nissan on the other hand was in financial trouble, with $20bn in debt and
limited exposure to the European market. The aim of the alliance was for both companies to
main[1]tain their own brand identities and running of their own businesses, while achieving
substantial cost savings in sharing engineering, purchasing, research and production. For
instance, both com panies now share common platforms for cars that allow them to use similar
components for production (see figure) just four car platforms account for 75 per cent of all
group production. When the Alliance started, Renault invested in Nissan to prevent its collapse
and acquired 43 per cent of voting shares. Ghosn then carried out sweeping changes at Nissan
over four years, firing over 20,000 people, closing five production plants, changing the corporate
culture to a performance-based one, raising margins to an unheard of 9 per cent, and reducing
supplier power that was harming profitability. Ghosns aim has been to focus on profitability and
strengthening collaboration. However despite deepening this very successful alli[1]ance, Ghosn
was arrested in November 2018 over alleged under-reporting of his earnings and misusing
company assets, and is in a Tokyo jail. The Nissan board fired him shortly thereafter. This has
exposed fractures in the Renault Nissan alliance, raising concerns about its future. The voting
structure and shareholdings of the Alliance are shown in the figure. Nissan has a 15 per cent
stake in Renault but no voting rights due to French laws preventing reciprocal control. The
French government has increased its stake in Renault to 15 per cent and this has doubled their
votes, due to European rules. However, Renault shares have fallen in 11.4 Strategic alliances 353
evolution. The amount of committed resources changes at each stage, but issues of trust and co-
evolution recur throughout: Courtship. First there is the initial process of courting potential
partners, where the main resource commitment is managerial time. This courtship process should
not be rushed, as the willingness of both partners is required. Similar criteria apply to alliances at
this stage as to acquisitions. Each partner has to see a strategic fit, according to the rationales in
Section 11.3.2. Equ.
Clasifique los siguientes rasgos como espec�ficos de c�lulas o virus.pdf
Clasifique los siguientes rasgos como especficos de clulas o virus, o compartidos por ambos.
nico para las clulas:
Compartido por celdas:
y virus Exclusivo de los virus:
Banco de respuestas:
puede responder activamente a los estmulos ambientales
contienen material gentico protegido por una capa de protena
puede llevar a cabo procesos biolgicos de forma autnoma
contienen material gentico capaz de sufrir una evolucin por seleccin natural
contienen orgnulos que estn unidos por membranas.
C2-1 (State of California�Fund Identification) The following list in.pdf
C2-1 (State of CaliforniaFund Identification) The following list includes 13 funds of the state of
California. Based on the description from the states Comprehensive Annual Financial Report,
indicate which type of fund each one is and why it is that fund.
The Cigarette and Tobacco Tax Fund accounts for a surtax on cigarette and tobacco products that
is used for various health programs.
The Technology Services Revolving Fund accounts for charges for technology services
performed for various state, federal, and local entities by the California Technology Agency.
The Economic Recovery Bond Sinking Fund accounts for General Fund transfers, proceeds from
sale of surplus property, and the 0.25% sales and use tax revenue collected for the payment of
principal, interest, and other related costs of the Economic Recovery Bonds.
The Electric Power Fund accounts for the acquisition and resale of electric power to retail end-
use customers.
The Higher Education Construction Fund accounts for bond proceeds used to construct facilities
for state colleges and universities.
The Environmental and Natural Resources Fund accounts for fees, bond proceeds, and other
revenues that are restricted for maintaining the states natural resources and improving the
environmental quality of its land, air, and water.
The Hospital Construction Fund accounts for bond proceeds that are used to construct hospitals.
The Prison Industries Fund accounts for charges for goods produced by inmates in state prisons
that are sold to state departments and other governmental entities.
The Receipting and Disbursing Fund accounts for the collection and disbursement of revenues
and receipts on behalf of local governments. This fund also accounts for receipts from numerous
state funds, typically for the purpose of writing a single warrant when the warrant is funded by
multiple funding sources.
The Service Revolving Fund accounts for charges for printing and procurement services
rendered by the Department of General Services for state departments and other public entities.
The State Lottery Fund accounts for the sale of California State Lottery tickets and the Lotterys
payments for education.
The State Teachers Retirement Fund accounts for the employee, employer, and primary
government contributions of the cost-sharing multiple-employer retirement plan that provides
pension benefits to teachers and certain other employees of the California public school system.
The Water Resources Fund accounts for charges to local water districts and the sale of excess
power to public utilities.
(Based on a recent Comprehensive Annual Financial Report of the State of California.).
Clara est� demandando a David por una disputa de propiedad. Clara y .pdf
Clara est demandando a David por una disputa de propiedad. Clara y David son de diferentes
estados, por lo que no est claro qu estado tiene jurisdiccin sobre este caso. Cual de los siguientes
es verdadero?
La jurisdiccin recae en el estado de residencia de Clara, ya que ella es la demandante.
La jurisdiccin puede recaer en cualquier estado que tenga jurisdiccin sobre la materia o personal,
probablemente dependiendo del estado que Clara sienta que le dar un resultado ms favorable
para su caso.
La jurisdiccin depende nicamente de dnde se encuentra la propiedad, el foco de la disputa.
La jurisdiccin recae en el estado de residencia de David, ya que es l quien est siendo citado a
juicio.
Marcar pregunta para ms tarde Adelyn tiene una disputa financiera con su acreedor. Ella quiere
declararse en bancarrota porque no puede cumplir con los requisitos para pagar su deuda. Qu
tribunal es ms probable que se ocupe de esta situacin?
Tribunal Fiscal de EE. UU.
Tribunal de Quiebras de EE. UU.
Tribunal Estatal de Reclamos Menores
Marcar pregunta para ms tarde Un productor/director de televisin recibe el siguiente guin
diseado para celebrar el Da Nacional de la Dona. Mientras lo lee, le trae a la mente algunos
principios de jurisprudencia que aprendi en su clase de derecho comercial en la universidad.
Aydala: Qu escuela de pensamiento legal se ilustra en este dilogo? DA DE DONUT EN LA
OFICINA Parte 1 (La escena es un comedor o sala de descanso. Hay al menos tres mesas
redondas visibles y tal vez una mquina expendedora, un microondas o un refrigerador en el
fondo. De las tres mesas, nadie est sentado en el mesa central cuando comienza la escena.)
Karen: (Ella entra con dos cajas grandes de donas y las coloca en la mesa central.) Allied
Chemical acaba de dejarlas para agradecernos por nuestro trabajo en el proyecto "Expressly
Hair". Divertirse. (Ella no est entusiasmada. No muestra absolutamente ningn inters en las donas
y se va rpidamente. Todos los dems, excepto Alison, se ponen de pie de inmediato. Alison
todava muestra inters en las golosinas pero no se mueve hacia ellas. Joyce inmediatamente se
coloca entre las donas y Bob. .) Bob: Es un festival de donas! Joyce: (Ella se mueve para
bloquearlo y frenarlo, como si lo estuviera controlando en el baloncesto.) Solo espera un
segundo! Primero tenemos que establecer las reglas. Bob: Reglas, en un festival de donas? Joyce:
S, reglas. La ltima vez que trajeron donas como estas, Winfred se rompi la nariz y, una vez ms,
Alison no recibi ninguna. No somos animales. Si no disminuimos la velocidad, alguien volver a
comerse el cartn sin querer. Bob: Oh, no. Aqu vamos. Dnde est el PowerPoint? Joyce: Hay
pautas en el manual del empleado que se han desarrollado durante muchos aos que detallan
exactamente qu se debe hacer con este tipo de obsequios para empleados. (Abre una carpeta
gruesa). Casi cualquier escenario que pueda imaginar se ha detallado en la seccin 34 (b),
incluidos los pasteles de las empresas qumicas. Se ha.
Childhood participation in sports, cultural groups, and youth groups.pdf
Childhood participation in sports, cultural groups, and youth groups appears to be related to
improved self-esteem for adolescents (McGee, Williams, Howden-Chapman, Martin, &
Kawachi, 2006). In a representative study, a sample of n = 100 adolescents with a history of
group participation is given a stan- dardized self-esteem questionnaire. For the general
population of adolescents, scores on this questionnaire form a normal distribution with a mean of
= 50 and a standard deviation of = 15. The sample group participation adolescents had an
average of M = 53.8..
Chapter 24 AuditingQuestion 3 Amira Nadim, an auditor, has prepar.pdf
Chapter 24 Auditing
Question 3: Amira Nadim, an auditor, has prepared a letter of representation for the president
and controller to sign. It contains references to the following items: 1. Inventory is fairly stated at
the lower of cost or market and includes no obsolete items. 2. All actual and contingent liabilities
are properly included in the financial statements. 3. All subsequent events of relevance to the
financial statements have been disclosed. Required: a. Why is it desirable to have a letter of
representation from the client concerning these Required matters when the evidence accumulated
during the audit is meant to verify the same information? b. To what extent is the letter of
representation useful as audit evidence? Explain. c. List several other types of information
commonly included in a letter of representation..
Chapter 7 Problems7.1 Match each term with its definition.1. .pdf
Chapter 7: Problems
7.1 Match each term with its definition.
1. alternative hypothesisa. In design, making a visualization easy to interpret and understand2.
categorical datab. Approach to examining data that seeks to explore the data says without testing
formal models or hypotheses3. classification analysesc. Design rule suggesting that a viz should
not contain too much or too little, but just the right amount of data4. confirmatory data
analysisd. Avoiding the intentional or unintentional use of deceptive practices that can alter the
users understanding of the data being presented5. data deceptione. Intentional arranging of
visualization items in a way to produce emphasis6. data orderingf. Proposed explanation worded
in the form of an inequality, meaning that one of the two concepts, ideas, or groups will be
greater or less than the other concept, idea, or group7. data overfittingg. Any visual
representation of data, for example graphs, diagrams, or animations8. effect sizeh. Subset of
data used to train a model for future prediction9. emphasisi. Quantitative measure of the
magnitude of the effect10. ethical presentationj. Graphical depiction of information, designed
with or without an intent to deceive, that may create a belief about the message and/or its
components, which varies from the actual message11. exploratory data analysisk. Data items
that take on a limited number of assigned values to represent different groups12. extrapolation
beyond the rangel. Subset of data not used for the development of a model but used to test how
well the model predicts the target outcome13. machine learningm. Process of estimating a value
beyond the range of data used to create the model14. null hypothesisn. When a model is
designed to fit training data very well but does not predict well when applied to other datasets15.
outliero. In design, the amount of attention that an element attracts16. simplificationp. Testing a
hypothesis and providing statistical evidence of the likelihood that the evidence refutes or
supports a hypothesis17. test datasetq. In design, making it easy to know what is most
important18. training datasetr. Data point, or a few data points, that lie an abnormal distance
from other values in the data19. type I errors. Incorrect rejection of a true null hypothesis20.
type II errort. Techniques that identify various groups and then try to classify a new observation
into one of those groups21. visual weightu. Application of artificial intelligence that allows
computer systems to improve and to update prediction models without explicit programming22.
visualizationv. Proposed explanation worded in the form of an equality, meaning that one of the
two concepts, ideas, or groups will be no different than the other concept, idea, or group
w. Failure to reject a false null hypothesis
x. Concept that data analysis is of no value if the underlying data is not of high quality
y. Data dispersion around the central value.
Changes in Current Operating Assets and Liabilities Covington Corpor.pdf
Changes in Current Operating Assets and Liabilities Covington Corporation's comparative
balance sheet for current assets and liabilities was as follows: Dec. 31, Year 2 Dec. 31, Year 1
Accounts receivable $17,300 $15,000 Inventory 56,800 65,300 Accounts payable 21,600 27,400
Dividends payable 18,000 19,000 Adjust net income of $87,300 for changes in operating assets
and liabilities to arrive at net cash flows from operating activities. $fill in the blank 1.
Chapter 13 Case StudyUsing the information that follows for Cedar .pdf
Chapter 13 Case Study
Using the information that follows for Cedar Sinai Medical Center, complete a SWOT
(strengths, weaknesses, opportunities, and threats) analysis.
Mission: To improve the health status of the communities we serve.
. Vision: To continue as the leading health care organization in Los Angeles, while enhancing
our
position as a recognized leader among the nation's most respected, admired, and trusted health
care organizations.
Values: Integrity, excellence, teamwork and collaboration, respect, compassion, innovation,
stewardship, efficiency, diversity
Strategic Goals:
Improving Patient Experience
Reducing Readmissions
Reducing Costs
Antimicrobial Stewardship
Organizational Goals:
Attract and enhance relationships with the best and most respected physicians, scientists, nurses,
other health care professionals and staff, sharing institutional commitments to leadership, quality,
and value
Reach out to a broader and more diverse Los Angeles community, serving as a model for other
health care organizations in providing a wide range of community benefit and community
service programs
Provide superior facilities, as well as leading edge medical and information technology
Maintain a secure financial base including a growing endowment, enhancing Cedars-Sinai's long
term ability to achieve its Mission and Vision. Consider partnerships and affiliations with other
leading high quality health careorganizations and other industry participants Case Study
Discussion 1. What do you think are the strengths of Cedar Sinai? (2 points) 2. After identifying
their weaknesses, how could they use their board to make them into opportunities? (2 points) 3.
Managers can aid in not only identifying threats but in eliminating them. How would managers
eliminate the threats you have identified? ( 2 points).
CGV MCQ 1. The objectives of good corporate governance by adhering t.pdf
CGV MCQ 1. The objectives of good corporate governance by adhering to the law and
compliance of ethical standards are required to achieve the following objectives
i. Fair distribution of wealth and discharge Corporate Social Responsibility
ii. Fair distribution of wealth and creation of shareholder value
iii. Discharge of Corporate Social Responsibility and creation of value to the planet
iv. Discharge of Corporate Social Responsibility and creation of value to the society
2. Accountability means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. equal treatment among all in equal situation
iii. the disclosure of right information to the right person at right time
iv. procedures and structures are independent from person to person
3. Fairness means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. Equal treatment among all in equal situation
iii. The disclosure of right information to the right person at right time
iv. Procedures and structures are independent from person to person
4. Transparency means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. Equal treatment among all in equal situation
iii. The disclosure of right information to the right person at right time
iv. Procedures and structures are independent from person to person
5. Independence means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. Equal treatment among all in equal situation
iii. The disclosure of right information to the right person at right time
iv. Procedures and structures are independent from person to person
6. Participatory is one of the characteristics of good governance
i. participation means the involvement of employees as a stakeholder
ii. participation means the involvement of both the internal and external stakeholder
iii. participation means the involvement of civil society as stakeholder
iv. participation means the involvement of all internal stakeholders
7. Civil society can also play a major role in good corporate governance of corporations in a
country
i. Agree
ii. Disagree
iii. Neither agree nor disagree
iv. Civil society is not a stakeholder for corporate governance
8. Consensus oriented is one of the characteristics of good corporate governance
i. it means arbitration of different opinions of the stakeholders
ii. It means mediation of different opinions of the stakeholders
iii. It means adjudication of different opinions of the stakeholders
iv. It means arbitration and adjudication of different opinions of the stakeholders
9. The following are the benefits of good corporate governance except
i. Prevention of frauds
ii. Increasing the confidence of investors i
ii. Positive cooperation from the stakeholders
iv. Decreasing borrowings from lenders
10. Fair employment practices include the following, except:
i. Prohibition of forc.
CCM A hypothetical company called Infrastructure4Sure provides In.pdf
CCM: A hypothetical company called "Infrastructure4Sure" provides Infrastructure as a Service
(Inas) to its clients. A customer wants to review Infrastructure4Sure's hypervisor security
implementation measures. Which of the following measures should Infrastructure4Sure
implement? A) Choose a hypervisor with a smaller footprint for a reduced attack surface B)
Harden the hypervisors configuration to increase areas of vulnerability (e.g., disabling memory
sharing betweon VMs running within the same hypervisor hosts) C) Connect unused physical
hardware devices and enable clipboard or file-sharing services. D) Monitor for signs of
compromise by analyzing hypervisor logs on an ongoing basis. E) A and D I would choose (E) is
that correct?.
Caterpillar Inc. sufri� una ca�da significativa en las ganancias lue.pdf
Caterpillar Inc. sufri una cada significativa en las ganancias luego de una recesin de 2014-2015
en la industria de perforacin petrolera. La firma es un proveedor lder de equipos pesados y
motores utilizados en este sector. La experiencia de Caterpillar ilustra mejor:
La importancia de los beneficios econmicos tangibles
La naturaleza integrada de la demanda B2B
La naturaleza derivada de la demanda B2B
La importancia de una propuesta de valor
La importancia de los beneficios econmicos tangibles
La naturaleza integrada de la demanda B2B
La naturaleza derivada de la demanda B2B
La importancia de una propuesta de valor.
Caso de v�deo Honest Tea Plus Coca-Cola es igual a distribuci�n na.pdf
Caso de vdeo
Honest Tea Plus Coca-Cola es igual a distribucin nacional
Cuando Seth Goldman y Barry Nalebuff cofundaron Honest Tea en 1998, su idea era
democratizar lo orgnico. Los dos se conocieron cuando Nalebuff era profesor de Goldman en la
Escuela de Administracin de la Universidad de Yale. Unos aos ms tarde, Goldman reconoci la
oportunidad de comercializar una bebida embotellada claramente diferente y saludable hecha con
ingredientes orgnicos, y se asoci con Nalebuff para formar Honest Tea, con sede en Maryland.
Los empresarios se decidieron por el t porque tiene un gran atractivo, y Nalebuff sugiri el
nombre de la empresa, un juego de palabras que refleja ingredientes naturales en lugar de
sintticos.
A pesar de los desafos que enfrentan los productos tradicionales en la industria de refrescos,
Honest Tea hizo avances porque sus bebidas saben bien, tienen menos caloras que muchas
bebidas de la competencia y satisfacen el creciente mercado de alimentos orgnicos. Sin embargo,
la empresa tuvo dificultades para obtener distribucin al principio. Los minoristas no estaban
seguros de almacenar bebidas que fueran mucho menos dulces que las que ya haba en los
estantes de las tiendas. Finalmente, encontraron una recepcin positiva en una cadena de
supermercados de alimentos naturales, que accedi a comprar 15.000 botellas. Ese pedido ayud a
establecer a Honest Tea como un competidor serio y sent las bases para acercarse a otros
minoristas regionales con varias tiendas.
Ocho aos despus de que comenzara sus operaciones, Honest Tea haba aumentado las ventas
anuales a $13,5 millones y enviaba 1,5 millones de cajas de bebidas embotelladas cada ao. Sin
embargo, cuando el gigante de los supermercados Safeway estuvo listo para almacenar los
productos de Honest Tea en todas sus tiendas, Goldman y Nalebuff se dieron cuenta de que
carecan de la capacidad de realizar entregas de costa a costa. Para dar el salto de la marca
regional a la nacional, Honest Tea necesitaba un socio con una red de distribucin confiable para
atender todo el mercado estadounidense.
Ingrese a Coca-Cola, que en 2008 invirti lo suficiente para comprar el 40 por ciento de la
compaa Honest Tea. Coca-Cola vio esta inversin como una forma de mejorar su propia lnea de
refrescos. Honest Tea gan un socio con gran poder de compra y comercializacin, as como
distribucin a todos los rincones del pas. Una vez que Coca-Cola estuvo involucrada en el proceso
de distribucin, Honest Tea pudo abastecer a Safeway y a una serie de otros grandes minoristas.
En 2011, Coca-Cola compr el resto de Honest Tea y dej a la gerencia fundadora a cargo de
continuar con el xito de la empresa.
En unos pocos aos, Honest Tea haba aprovechado la red de Coca-Cola para ampliar la cobertura
del mercado de 15 000 tiendas a ms de 130 000 tiendas en todo Estados Unidos. Sus ingresos
anuales se han disparado a ms de $ 218 millones a medida que presenta nuevos productos e
ingresa a nuevos canales. Por ejemplo, Honest Tea ha comenzad.
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CalculateCurrent RatioQuick RatioAccounts Receivable Turnover.pdf
Calculate:
Current Ratio
Quick Ratio
Accounts Receivable Turnover
Days' Sales in receivables
Inventory Turnover
Days' sales in inventory
Ratio of Fixed Assets to Long-Term Liabilities
Ratio of Liabilities to Stockholders' Equity
Asset Turnover
Return on Total Assets
Return on Stockholders' Equity Eiscal Year Ended Net revenues:
Eiscal Year Ended Net earnings including noncontrolling interests Other comprehensive
income/(loss), net of tax:
Current assets: LIABILITIES AND SHAREHOLDERS' EQUITY/(DEFICIT) Shareholders'
deficit: Common stock ( $0.001 par value) authorized, 2,400.0 shares; issued and outstanding,
1,147.9 and 1,180.0 shares, respectively
Fiscal Year Ended OPERATING ACTIVITIES: Net earnings including noncontrolling interests
Adjustments to reconcile net earnings to net cash provided by operating activities: CASH AND
CASH EQUIVALENTS: Beginning of period End of period SUPPLEMENTAL DISCLOSURE
OF CASH FLOW INFORMATION: Cash paid during the period for: Interest, net of capitalized
interest Income taxes.
Complete the method count which should be a wrapper method that call.pdf
Complete the method count which should be a wrapper method that calls a nested recursive
function that visits all the nodes in the tree. class BinaryTree:
def count(self, item: any) int:.
calculate calculate calculate calculate 1. The jo.pdf
calculate
calculate
calculate
calculate 1. The joint probability mass function (pmf) of X(x=10,11,12) and Y(y=5,6) is given
by a. Find the marginal pmf for X and Y; that is find fX(x) and f(y). (You can just write them in
the table.) b. Are X and Y independent? Support your answer. c. (4 points) Compute P(XY60)..
Companies U and L are identical in every respect except that U is un.pdf
Companies U and L are identical in every respect except that U is unlevered while L has $10
million of 5% bonds outstanding. Assume: (1) All of the MM assumptions are met. (2) Both
firms are subject to a 25% federal-plus-state corporate tax rate. (3) EBIT is $2 million. (4) The
unlevered cost of equity is 10%. a. What value would MM now estimate for each firm? (Hint:
Use Proposition I.) b. What is rs for Firm U? For Firm L? c. Find SL, and then show that SL + D
= VL results in the same value as obtained in part a. d. What is the WACC for Firm U? For Firm
L?.
Cadena de valor y clasificaci�n de costes, empresa inform�tica. Dell.pdf
Cadena de valor y clasificacin de costes, empresa informtica. Dell Computer incurre en los
siguientes costos:
a. Costos de servicios pblicos para la planta que ensambla la lnea de productos de computadoras
Latitude
b. Costos de distribucin para enviar la lnea de productos Latitude a una cadena minorista
C. Pago a David Newbury Designs por el diseo de la computadora porttil XPS 2 en 1
d. Salario de un informtico que trabaja en la prxima generacin de servidores
mi. Costo de la visita de los empleados de Dell a un cliente importante para demostrar la
capacidad de Dell para interconectarse con otras computadoras
F. Compra de productos de la competencia para probarlos frente a posibles productos de Dell
gramo. Pago a una revista de negocios por publicar anuncios de Dell
H. Costo de los cartuchos comprados a un proveedor externo para usar con las impresoras Dell
Requerido:
Clasifique cada uno de los elementos de costo (ah) en una de las funciones comerciales de la
cadena de valor.
Comment about this post.Motivators to help employees at the workpl.pdf
Comment about this post.
Motivators to help employees at the workplace come in many different forms. Ranging from
personal acknowledgement/recognition, financial compensation, PTO opportunities, and/or
career advancement; all in which is beneficial to the employee(s) who are doing so.
The type of qualities that employees may look for in a leader, the first thing that comes to mind
is to be communicative. Hands down, being able to talk to you immediate Supervisor or Leader
goes a long way when it comes to being a productive leader. Support potential ideas coming
from the employees, understanding of their situations when they arrive, compassion their
individual performances, as well as be an outlet for knowledge in advancement not only with the
job but in life as well. Bad Leaders can have a core of characteristics that can be very detrimental
to the process of the overall job when it comes to the employees as well. Self-centered, non-
communicative, lacking understanding of the situations or predicaments that may arise in the
employee's life.
Good Managers, including the employees in the process of success, listen and incorporate ideas
that can have a huge impact on the overall mission accomplishment process of the company.
Voicing the goals and intent of the mission that the company is trying to achieve. Refocusing the
direction of the employees when things seem to be falling apart are all good qualities of the good
Manager. Bad Managers are just the exact opposite, with a little bit more sauce as well, only
focusing on themselves being the reason for success, one-way communication lanes,
empowering himself through daily activities at work introducing negative work environments.
With either a Leader or Manager, choosing the right approach could be key to your success nd
the success of the company. Initiative, just the mere fact to just do the right thing at the
workplace when no one is looking is a huge benefit, not only for the employees but for the entire
Company as well. There are too many occasions where just doing the right thing just pays off in
the long run. Mindset plays a huge part as well, coming to work is a daunting task already but at
least having the right mindset when on the clock just adds to the overall atmosphere within the
workplace. Daft defines mindset as, a collection of beliefs, thoughts, mental attitudes,
assumptions, and dispositions that determined a persons interpretations and responses to outside
events and situations..
Comment about this post.Some of the best motivators for employee.pdf
Comment about this post.
Some of the best motivators for employees are providing employee with rewards for their
performance, employee recognition, company being inclusive, and great working environment
Some benefits that attract, motivate, and retain employees are health benefits, pay rate, flexible
schedule, the ability to work from home, tuition reimbursement, paid time off and vacation days.
I believe that the list above would motivate, attract, and retain employees to work in any job
despite the job that being their career path.
The qualities that a good leader has from an employees perspective are their trust worthy, they
have open communication with their employees, leaders ensure their employees are growing in
their profession by providing professional development courses, they set an example for their
employees to follow, leaders give constructive feedback to their employees based on their
performance, leaders are open to receive constructive feedback from their employees, their open
to change, and they set achievable goals for themselves and their employees. Some qualities of a
bad leader are theyre not open to receive constructive feedback, their do not have a vision or
ambition for their employees, theyre not great at communicating, and they micromanage their
employees.
The kind of qualities that a good manager has from an employee perspective is their able to show
empathy to their employee, they set goals and expectation that everyone is able to understand,
they have great communication skills, they keep up to date with the change in society, they
provide inspiration to their employees, and they align organizational purpose with team goals.
The qualities of a bad manager are they micromanager, they prevent their employees from
growing by not allowing their employees to tackle difficult situation, they do not make their goal
clear to their employees, they depend on their ego to lead them, and they show favoritism within
the workplace. The qualities of a good manager will always outweigh the quality of bad
manager. Employees prefer a good manager over a bad manager because it provides employees
the ability to work in a peaceful environment..
Co-evolutionary troubles at the Renault Nissan alliance Widely hai.pdf
Co-evolutionary troubles at the Renault Nissan alliance
Widely hailed as one of the great successes in the automo[1]tive industry, the Renault Nissan
alliance sold more vehicles worldwide than any other car maker in the first six months of 2018,
with an estimated 5.5 million sales. This is a far cry from the alliances origins in 1999 when the
auto industry was in a period of rapid consolidation and both Nissan and Renault were
struggling. Renault was just recovering from a failed merger with Volvo, and a new CEO, Carlos
Ghosn, had been appointed to streamline the company. He was highly e
ective in doing so, earning him the nickname le cost killer, but Renault lacked access to the fast-
growing Asian market. Nissan on the other hand was in financial trouble, with $20bn in debt and
limited exposure to the European market. The aim of the alliance was for both companies to
main[1]tain their own brand identities and running of their own businesses, while achieving
substantial cost savings in sharing engineering, purchasing, research and production. For
instance, both com panies now share common platforms for cars that allow them to use similar
components for production (see figure) just four car platforms account for 75 per cent of all
group production. When the Alliance started, Renault invested in Nissan to prevent its collapse
and acquired 43 per cent of voting shares. Ghosn then carried out sweeping changes at Nissan
over four years, firing over 20,000 people, closing five production plants, changing the corporate
culture to a performance-based one, raising margins to an unheard of 9 per cent, and reducing
supplier power that was harming profitability. Ghosns aim has been to focus on profitability and
strengthening collaboration. However despite deepening this very successful alli[1]ance, Ghosn
was arrested in November 2018 over alleged under-reporting of his earnings and misusing
company assets, and is in a Tokyo jail. The Nissan board fired him shortly thereafter. This has
exposed fractures in the Renault Nissan alliance, raising concerns about its future. The voting
structure and shareholdings of the Alliance are shown in the figure. Nissan has a 15 per cent
stake in Renault but no voting rights due to French laws preventing reciprocal control. The
French government has increased its stake in Renault to 15 per cent and this has doubled their
votes, due to European rules. However, Renault shares have fallen in 11.4 Strategic alliances 353
evolution. The amount of committed resources changes at each stage, but issues of trust and co-
evolution recur throughout: Courtship. First there is the initial process of courting potential
partners, where the main resource commitment is managerial time. This courtship process should
not be rushed, as the willingness of both partners is required. Similar criteria apply to alliances at
this stage as to acquisitions. Each partner has to see a strategic fit, according to the rationales in
Section 11.3.2. Equ.
Clasifique los siguientes rasgos como espec�ficos de c�lulas o virus.pdf
Clasifique los siguientes rasgos como especficos de clulas o virus, o compartidos por ambos.
nico para las clulas:
Compartido por celdas:
y virus Exclusivo de los virus:
Banco de respuestas:
puede responder activamente a los estmulos ambientales
contienen material gentico protegido por una capa de protena
puede llevar a cabo procesos biolgicos de forma autnoma
contienen material gentico capaz de sufrir una evolucin por seleccin natural
contienen orgnulos que estn unidos por membranas.
C2-1 (State of California�Fund Identification) The following list in.pdf
C2-1 (State of CaliforniaFund Identification) The following list includes 13 funds of the state of
California. Based on the description from the states Comprehensive Annual Financial Report,
indicate which type of fund each one is and why it is that fund.
The Cigarette and Tobacco Tax Fund accounts for a surtax on cigarette and tobacco products that
is used for various health programs.
The Technology Services Revolving Fund accounts for charges for technology services
performed for various state, federal, and local entities by the California Technology Agency.
The Economic Recovery Bond Sinking Fund accounts for General Fund transfers, proceeds from
sale of surplus property, and the 0.25% sales and use tax revenue collected for the payment of
principal, interest, and other related costs of the Economic Recovery Bonds.
The Electric Power Fund accounts for the acquisition and resale of electric power to retail end-
use customers.
The Higher Education Construction Fund accounts for bond proceeds used to construct facilities
for state colleges and universities.
The Environmental and Natural Resources Fund accounts for fees, bond proceeds, and other
revenues that are restricted for maintaining the states natural resources and improving the
environmental quality of its land, air, and water.
The Hospital Construction Fund accounts for bond proceeds that are used to construct hospitals.
The Prison Industries Fund accounts for charges for goods produced by inmates in state prisons
that are sold to state departments and other governmental entities.
The Receipting and Disbursing Fund accounts for the collection and disbursement of revenues
and receipts on behalf of local governments. This fund also accounts for receipts from numerous
state funds, typically for the purpose of writing a single warrant when the warrant is funded by
multiple funding sources.
The Service Revolving Fund accounts for charges for printing and procurement services
rendered by the Department of General Services for state departments and other public entities.
The State Lottery Fund accounts for the sale of California State Lottery tickets and the Lotterys
payments for education.
The State Teachers Retirement Fund accounts for the employee, employer, and primary
government contributions of the cost-sharing multiple-employer retirement plan that provides
pension benefits to teachers and certain other employees of the California public school system.
The Water Resources Fund accounts for charges to local water districts and the sale of excess
power to public utilities.
(Based on a recent Comprehensive Annual Financial Report of the State of California.).
Clara est� demandando a David por una disputa de propiedad. Clara y .pdf
Clara est demandando a David por una disputa de propiedad. Clara y David son de diferentes
estados, por lo que no est claro qu estado tiene jurisdiccin sobre este caso. Cual de los siguientes
es verdadero?
La jurisdiccin recae en el estado de residencia de Clara, ya que ella es la demandante.
La jurisdiccin puede recaer en cualquier estado que tenga jurisdiccin sobre la materia o personal,
probablemente dependiendo del estado que Clara sienta que le dar un resultado ms favorable
para su caso.
La jurisdiccin depende nicamente de dnde se encuentra la propiedad, el foco de la disputa.
La jurisdiccin recae en el estado de residencia de David, ya que es l quien est siendo citado a
juicio.
Marcar pregunta para ms tarde Adelyn tiene una disputa financiera con su acreedor. Ella quiere
declararse en bancarrota porque no puede cumplir con los requisitos para pagar su deuda. Qu
tribunal es ms probable que se ocupe de esta situacin?
Tribunal Fiscal de EE. UU.
Tribunal de Quiebras de EE. UU.
Tribunal Estatal de Reclamos Menores
Marcar pregunta para ms tarde Un productor/director de televisin recibe el siguiente guin
diseado para celebrar el Da Nacional de la Dona. Mientras lo lee, le trae a la mente algunos
principios de jurisprudencia que aprendi en su clase de derecho comercial en la universidad.
Aydala: Qu escuela de pensamiento legal se ilustra en este dilogo? DA DE DONUT EN LA
OFICINA Parte 1 (La escena es un comedor o sala de descanso. Hay al menos tres mesas
redondas visibles y tal vez una mquina expendedora, un microondas o un refrigerador en el
fondo. De las tres mesas, nadie est sentado en el mesa central cuando comienza la escena.)
Karen: (Ella entra con dos cajas grandes de donas y las coloca en la mesa central.) Allied
Chemical acaba de dejarlas para agradecernos por nuestro trabajo en el proyecto "Expressly
Hair". Divertirse. (Ella no est entusiasmada. No muestra absolutamente ningn inters en las donas
y se va rpidamente. Todos los dems, excepto Alison, se ponen de pie de inmediato. Alison
todava muestra inters en las golosinas pero no se mueve hacia ellas. Joyce inmediatamente se
coloca entre las donas y Bob. .) Bob: Es un festival de donas! Joyce: (Ella se mueve para
bloquearlo y frenarlo, como si lo estuviera controlando en el baloncesto.) Solo espera un
segundo! Primero tenemos que establecer las reglas. Bob: Reglas, en un festival de donas? Joyce:
S, reglas. La ltima vez que trajeron donas como estas, Winfred se rompi la nariz y, una vez ms,
Alison no recibi ninguna. No somos animales. Si no disminuimos la velocidad, alguien volver a
comerse el cartn sin querer. Bob: Oh, no. Aqu vamos. Dnde est el PowerPoint? Joyce: Hay
pautas en el manual del empleado que se han desarrollado durante muchos aos que detallan
exactamente qu se debe hacer con este tipo de obsequios para empleados. (Abre una carpeta
gruesa). Casi cualquier escenario que pueda imaginar se ha detallado en la seccin 34 (b),
incluidos los pasteles de las empresas qumicas. Se ha.
Childhood participation in sports, cultural groups, and youth groups.pdf
Childhood participation in sports, cultural groups, and youth groups appears to be related to
improved self-esteem for adolescents (McGee, Williams, Howden-Chapman, Martin, &
Kawachi, 2006). In a representative study, a sample of n = 100 adolescents with a history of
group participation is given a stan- dardized self-esteem questionnaire. For the general
population of adolescents, scores on this questionnaire form a normal distribution with a mean of
= 50 and a standard deviation of = 15. The sample group participation adolescents had an
average of M = 53.8..
Chapter 24 AuditingQuestion 3 Amira Nadim, an auditor, has prepar.pdf
Chapter 24 Auditing
Question 3: Amira Nadim, an auditor, has prepared a letter of representation for the president
and controller to sign. It contains references to the following items: 1. Inventory is fairly stated at
the lower of cost or market and includes no obsolete items. 2. All actual and contingent liabilities
are properly included in the financial statements. 3. All subsequent events of relevance to the
financial statements have been disclosed. Required: a. Why is it desirable to have a letter of
representation from the client concerning these Required matters when the evidence accumulated
during the audit is meant to verify the same information? b. To what extent is the letter of
representation useful as audit evidence? Explain. c. List several other types of information
commonly included in a letter of representation..
Chapter 7 Problems7.1 Match each term with its definition.1. .pdf
Chapter 7: Problems
7.1 Match each term with its definition.
1. alternative hypothesisa. In design, making a visualization easy to interpret and understand2.
categorical datab. Approach to examining data that seeks to explore the data says without testing
formal models or hypotheses3. classification analysesc. Design rule suggesting that a viz should
not contain too much or too little, but just the right amount of data4. confirmatory data
analysisd. Avoiding the intentional or unintentional use of deceptive practices that can alter the
users understanding of the data being presented5. data deceptione. Intentional arranging of
visualization items in a way to produce emphasis6. data orderingf. Proposed explanation worded
in the form of an inequality, meaning that one of the two concepts, ideas, or groups will be
greater or less than the other concept, idea, or group7. data overfittingg. Any visual
representation of data, for example graphs, diagrams, or animations8. effect sizeh. Subset of
data used to train a model for future prediction9. emphasisi. Quantitative measure of the
magnitude of the effect10. ethical presentationj. Graphical depiction of information, designed
with or without an intent to deceive, that may create a belief about the message and/or its
components, which varies from the actual message11. exploratory data analysisk. Data items
that take on a limited number of assigned values to represent different groups12. extrapolation
beyond the rangel. Subset of data not used for the development of a model but used to test how
well the model predicts the target outcome13. machine learningm. Process of estimating a value
beyond the range of data used to create the model14. null hypothesisn. When a model is
designed to fit training data very well but does not predict well when applied to other datasets15.
outliero. In design, the amount of attention that an element attracts16. simplificationp. Testing a
hypothesis and providing statistical evidence of the likelihood that the evidence refutes or
supports a hypothesis17. test datasetq. In design, making it easy to know what is most
important18. training datasetr. Data point, or a few data points, that lie an abnormal distance
from other values in the data19. type I errors. Incorrect rejection of a true null hypothesis20.
type II errort. Techniques that identify various groups and then try to classify a new observation
into one of those groups21. visual weightu. Application of artificial intelligence that allows
computer systems to improve and to update prediction models without explicit programming22.
visualizationv. Proposed explanation worded in the form of an equality, meaning that one of the
two concepts, ideas, or groups will be no different than the other concept, idea, or group
w. Failure to reject a false null hypothesis
x. Concept that data analysis is of no value if the underlying data is not of high quality
y. Data dispersion around the central value.
Changes in Current Operating Assets and Liabilities Covington Corpor.pdf
Changes in Current Operating Assets and Liabilities Covington Corporation's comparative
balance sheet for current assets and liabilities was as follows: Dec. 31, Year 2 Dec. 31, Year 1
Accounts receivable $17,300 $15,000 Inventory 56,800 65,300 Accounts payable 21,600 27,400
Dividends payable 18,000 19,000 Adjust net income of $87,300 for changes in operating assets
and liabilities to arrive at net cash flows from operating activities. $fill in the blank 1.
Chapter 13 Case StudyUsing the information that follows for Cedar .pdf
Chapter 13 Case Study
Using the information that follows for Cedar Sinai Medical Center, complete a SWOT
(strengths, weaknesses, opportunities, and threats) analysis.
Mission: To improve the health status of the communities we serve.
. Vision: To continue as the leading health care organization in Los Angeles, while enhancing
our
position as a recognized leader among the nation's most respected, admired, and trusted health
care organizations.
Values: Integrity, excellence, teamwork and collaboration, respect, compassion, innovation,
stewardship, efficiency, diversity
Strategic Goals:
Improving Patient Experience
Reducing Readmissions
Reducing Costs
Antimicrobial Stewardship
Organizational Goals:
Attract and enhance relationships with the best and most respected physicians, scientists, nurses,
other health care professionals and staff, sharing institutional commitments to leadership, quality,
and value
Reach out to a broader and more diverse Los Angeles community, serving as a model for other
health care organizations in providing a wide range of community benefit and community
service programs
Provide superior facilities, as well as leading edge medical and information technology
Maintain a secure financial base including a growing endowment, enhancing Cedars-Sinai's long
term ability to achieve its Mission and Vision. Consider partnerships and affiliations with other
leading high quality health careorganizations and other industry participants Case Study
Discussion 1. What do you think are the strengths of Cedar Sinai? (2 points) 2. After identifying
their weaknesses, how could they use their board to make them into opportunities? (2 points) 3.
Managers can aid in not only identifying threats but in eliminating them. How would managers
eliminate the threats you have identified? ( 2 points).
CGV MCQ 1. The objectives of good corporate governance by adhering t.pdf
CGV MCQ 1. The objectives of good corporate governance by adhering to the law and
compliance of ethical standards are required to achieve the following objectives
i. Fair distribution of wealth and discharge Corporate Social Responsibility
ii. Fair distribution of wealth and creation of shareholder value
iii. Discharge of Corporate Social Responsibility and creation of value to the planet
iv. Discharge of Corporate Social Responsibility and creation of value to the society
2. Accountability means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. equal treatment among all in equal situation
iii. the disclosure of right information to the right person at right time
iv. procedures and structures are independent from person to person
3. Fairness means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. Equal treatment among all in equal situation
iii. The disclosure of right information to the right person at right time
iv. Procedures and structures are independent from person to person
4. Transparency means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. Equal treatment among all in equal situation
iii. The disclosure of right information to the right person at right time
iv. Procedures and structures are independent from person to person
5. Independence means
i. every actions and decisions taken by people in the organisation is accountable to higher
authority
ii. Equal treatment among all in equal situation
iii. The disclosure of right information to the right person at right time
iv. Procedures and structures are independent from person to person
6. Participatory is one of the characteristics of good governance
i. participation means the involvement of employees as a stakeholder
ii. participation means the involvement of both the internal and external stakeholder
iii. participation means the involvement of civil society as stakeholder
iv. participation means the involvement of all internal stakeholders
7. Civil society can also play a major role in good corporate governance of corporations in a
country
i. Agree
ii. Disagree
iii. Neither agree nor disagree
iv. Civil society is not a stakeholder for corporate governance
8. Consensus oriented is one of the characteristics of good corporate governance
i. it means arbitration of different opinions of the stakeholders
ii. It means mediation of different opinions of the stakeholders
iii. It means adjudication of different opinions of the stakeholders
iv. It means arbitration and adjudication of different opinions of the stakeholders
9. The following are the benefits of good corporate governance except
i. Prevention of frauds
ii. Increasing the confidence of investors i
ii. Positive cooperation from the stakeholders
iv. Decreasing borrowings from lenders
10. Fair employment practices include the following, except:
i. Prohibition of forc.
CCM A hypothetical company called Infrastructure4Sure provides In.pdf
CCM: A hypothetical company called "Infrastructure4Sure" provides Infrastructure as a Service
(Inas) to its clients. A customer wants to review Infrastructure4Sure's hypervisor security
implementation measures. Which of the following measures should Infrastructure4Sure
implement? A) Choose a hypervisor with a smaller footprint for a reduced attack surface B)
Harden the hypervisors configuration to increase areas of vulnerability (e.g., disabling memory
sharing betweon VMs running within the same hypervisor hosts) C) Connect unused physical
hardware devices and enable clipboard or file-sharing services. D) Monitor for signs of
compromise by analyzing hypervisor logs on an ongoing basis. E) A and D I would choose (E) is
that correct?.
Caterpillar Inc. sufri� una ca�da significativa en las ganancias lue.pdf
Caterpillar Inc. sufri una cada significativa en las ganancias luego de una recesin de 2014-2015
en la industria de perforacin petrolera. La firma es un proveedor lder de equipos pesados y
motores utilizados en este sector. La experiencia de Caterpillar ilustra mejor:
La importancia de los beneficios econmicos tangibles
La naturaleza integrada de la demanda B2B
La naturaleza derivada de la demanda B2B
La importancia de una propuesta de valor
La importancia de los beneficios econmicos tangibles
La naturaleza integrada de la demanda B2B
La naturaleza derivada de la demanda B2B
La importancia de una propuesta de valor.
Caso de v�deo Honest Tea Plus Coca-Cola es igual a distribuci�n na.pdf
Caso de vdeo
Honest Tea Plus Coca-Cola es igual a distribucin nacional
Cuando Seth Goldman y Barry Nalebuff cofundaron Honest Tea en 1998, su idea era
democratizar lo orgnico. Los dos se conocieron cuando Nalebuff era profesor de Goldman en la
Escuela de Administracin de la Universidad de Yale. Unos aos ms tarde, Goldman reconoci la
oportunidad de comercializar una bebida embotellada claramente diferente y saludable hecha con
ingredientes orgnicos, y se asoci con Nalebuff para formar Honest Tea, con sede en Maryland.
Los empresarios se decidieron por el t porque tiene un gran atractivo, y Nalebuff sugiri el
nombre de la empresa, un juego de palabras que refleja ingredientes naturales en lugar de
sintticos.
A pesar de los desafos que enfrentan los productos tradicionales en la industria de refrescos,
Honest Tea hizo avances porque sus bebidas saben bien, tienen menos caloras que muchas
bebidas de la competencia y satisfacen el creciente mercado de alimentos orgnicos. Sin embargo,
la empresa tuvo dificultades para obtener distribucin al principio. Los minoristas no estaban
seguros de almacenar bebidas que fueran mucho menos dulces que las que ya haba en los
estantes de las tiendas. Finalmente, encontraron una recepcin positiva en una cadena de
supermercados de alimentos naturales, que accedi a comprar 15.000 botellas. Ese pedido ayud a
establecer a Honest Tea como un competidor serio y sent las bases para acercarse a otros
minoristas regionales con varias tiendas.
Ocho aos despus de que comenzara sus operaciones, Honest Tea haba aumentado las ventas
anuales a $13,5 millones y enviaba 1,5 millones de cajas de bebidas embotelladas cada ao. Sin
embargo, cuando el gigante de los supermercados Safeway estuvo listo para almacenar los
productos de Honest Tea en todas sus tiendas, Goldman y Nalebuff se dieron cuenta de que
carecan de la capacidad de realizar entregas de costa a costa. Para dar el salto de la marca
regional a la nacional, Honest Tea necesitaba un socio con una red de distribucin confiable para
atender todo el mercado estadounidense.
Ingrese a Coca-Cola, que en 2008 invirti lo suficiente para comprar el 40 por ciento de la
compaa Honest Tea. Coca-Cola vio esta inversin como una forma de mejorar su propia lnea de
refrescos. Honest Tea gan un socio con gran poder de compra y comercializacin, as como
distribucin a todos los rincones del pas. Una vez que Coca-Cola estuvo involucrada en el proceso
de distribucin, Honest Tea pudo abastecer a Safeway y a una serie de otros grandes minoristas.
En 2011, Coca-Cola compr el resto de Honest Tea y dej a la gerencia fundadora a cargo de
continuar con el xito de la empresa.
En unos pocos aos, Honest Tea haba aprovechado la red de Coca-Cola para ampliar la cobertura
del mercado de 15 000 tiendas a ms de 130 000 tiendas en todo Estados Unidos. Sus ingresos
anuales se han disparado a ms de $ 218 millones a medida que presenta nuevos productos e
ingresa a nuevos canales. Por ejemplo, Honest Tea ha comenzad.
Más de sels6 (20)
CalculateCurrent RatioQuick RatioAccounts Receivable Turnover.pdf
CalculateCurrent RatioQuick RatioAccounts Receivable Turnover.pdf
Complete the method count which should be a wrapper method that call.pdf
Complete the method count which should be a wrapper method that call.pdf
calculate calculate calculate calculate 1. The jo.pdf
calculate calculate calculate calculate 1. The jo.pdf
Companies U and L are identical in every respect except that U is un.pdf
Companies U and L are identical in every respect except that U is un.pdf
Cadena de valor y clasificaci�n de costes, empresa inform�tica. Dell.pdf
Cadena de valor y clasificaci�n de costes, empresa inform�tica. Dell.pdf
Comment about this post.Motivators to help employees at the workpl.pdf
Comment about this post.Motivators to help employees at the workpl.pdf
Comment about this post.Some of the best motivators for employee.pdf
Comment about this post.Some of the best motivators for employee.pdf
Co-evolutionary troubles at the Renault Nissan alliance Widely hai.pdf
Co-evolutionary troubles at the Renault Nissan alliance Widely hai.pdf
Clasifique los siguientes rasgos como espec�ficos de c�lulas o virus.pdf
Clasifique los siguientes rasgos como espec�ficos de c�lulas o virus.pdf
C2-1 (State of California�Fund Identification) The following list in.pdf
C2-1 (State of California�Fund Identification) The following list in.pdf
Clara est� demandando a David por una disputa de propiedad. Clara y .pdf
Clara est� demandando a David por una disputa de propiedad. Clara y .pdf
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