1. Marketing researchers have access to a great deal of information about consumers. What kinds of pressure might be brought to bear on a marketing researcher that might cause ethical dilemmas?
2. In 2005, a new federal law allowed consumers once-a-year free access to their credit reports. Many consumers who accessed their credit reports were surprised by the amount of information collected. What can marketers and marketing researchers do to minimize consumers' privacy fears?
3. What role do YOU (as the consumer) play in protecting your own privacy? In other words, what can you do to protect your privacy and what are ways that we give up access to our privacy?

You just bought a car and plan on driving to campus everyday. The university no longer offers free parking because of
the increase of parking needs. You have two options to buy a parking permit. A monthly permit costs $30 (due at the
end of each month), which is a pay-as-you-go plan and you pay every month. However, the auxiliary services offers
a discounted annual permit which only costs $250 (upfront). You may assume that the academic year (12 months)
starts from Sep 1st, and ends on Aug 31st.
(1) If you plan to use the permit for all 12 months of the year, what is your internal rate of return (implicit interest
rate)?
(2) If you are not going to be on campus during the summer break (two months, from Jun 1st to Aug 31st), is
your internal rate of return going to change? If so, how much?
(3) You heard that a partially used annual permit can be sold easily on the black market for $15×number of
remaining months unused, because the parking permit is not associated with the car plate and can be used by any car
in the same class. How this is going to change your internal rate of return?

If you have a bowl of ice that's melting, so the ambient temperature is just above 0

Pell Corporation's property, plant, and equipment and accumulated depreciation accounts had the following balances at December 31, 2015:

Depreciation method and useful lives:

• Land improvements: Straight-line; 15 years.
• Building: 150%-declining-balance; 20 years.
• Machinery and equipment: Straight-line; 10 years.
• Automobiles: 150%-declining-balance; 3 years.
• Depreciation is computed to the nearest month. No salvage values are recognized.

Transactions during 2016:

1. On January 2, 2016, machinery and equipment were purchased at a total invoice cost of $260,000, which included a $5,500 charge for freight. Installation costs of $27,000 were incurred.
2. On March 31, 2016, a machine purchased for $58,000 on January 3, 2012, was sold for $36,500.
3. On May 1, 2016, expenditures of $50,000 were made to repave parking lots at Pell's plant location. The work was necessitated by damage caused by severe winter weather.
4. On November 2, 2016, Pell acquired a tract of land with an existing building in exchange for 10,000 shares of Pell's $20 par common stock, which had a market price of $38 a share on this date. Pell paid legal fees and title insurance totaling $23,000. The last property tax bill indicated assessed values of $240,000 for land and $60,000 for building. Shortly after acquisition, the building was razed at a cost of $35,000 in anticipation of new building construction in 2017.
5. On December 31, 2016, Pell purchased a new automobile for $15,250 cash and trade-in of an automobile purchased for $18,000 on January 1, 2015. The new automobile has a cash value of $19,000.

Required:

1. Prepare a schedule analyzing the changes in each of the plant assets during 2016. Disregard the related accumulated depreciation accounts.

Feedback

2. For each asset classification, prepare a schedule showing depreciation expense for the year ended December 31, 2016.

Feedback

3. Prepare a schedule showing the gain or loss from each asset disposal that Pell would recognize in its income statement for the year ended December 31, 2016.

How would you explain the relationship between one's culture and one's identity? What does it mean/look like to have a “Christian” identity?

Financial technology, also known as FinTech is an industry composed of companies that use new technology and innovation with available resources in order to compete in the marketplace of traditional financial institutions and intermediaries in the delivery of financial services. The recent COVID 19 curfew period in Mauritius saw a huge surge in demand for such services, both for consumer and corporate use, as it helped to perform financial activities without risks of infection.

a) List at least 2 Fintech services that are provided by local companies in Mauritius. (1 mark)

b) List and explain two benefits of each Fintech services mentioned.

c) List and explain two possible drawbacks of each Fintech services mentioned.

d) Will Fintech have a very high adoption of active users in Mauritius by 2021? Debate.

how do I solve problem # 10 in chapter 6 of the Essentials of Economics 10th edition by Bradley R. Schiller? DO I need to make 2 graphs?

10. POLICY PERSPECTIVES Suppose that the monthly market demand schedule for Frisbees is

Price $8 $7 $6 $5 $4 $3 $2 $1

Quantity demanded   1,000   2,000   4,000   8,000   16,000   32,000   64,000   150,000
Suppose further that the marginal and average costs of Frisbee production for every competitive firm are
Rate of output Marginal cost: 100 200 300 400 500 600

Marginal cost $2.00 $3.00 $4.00   $5.00 $6.00 $7.00

Average total cost $2.00 $2.50 $3.00   $3.50 $4.00 $4.50

Finally, assume that the equilibrium market price is $6 per Frisbee.   LO5
(a) Draw the cost curves of the typical firm.

(b) Draw the market demand curve and identify market equilibrium.

(c) How many Frisbees are being sold in equilibrium?

(d) How many (identical) firms are initially producing Frisbees?

(e) How much profit is the typical firm making?

(f) In view of the profits being made, more firms will want to get into Frisbee production. In the long run, these new firms will shift the market supply curve to the right and push the price down to minimum average total cost, thereby eliminating profits. At what equilibrium price are all profits eliminated?
(g) How many firms will be producing Frisbees at this price?

1. Calculate the probabilities below using the following contingency table.

1. Probability that a mother in the study smoked during the pregnancy.
2. Probability that a mother smoked during the pregnancy if her education was below high school.
3. Probability that a mother smoked during pregnancy and had a college degree.
4. Probability that a mother smoked during pregnancy or that she graduated from college.
5. Probability that a mother did not smoke during her pregnancy given that she attended some college but did not have a degree.
6. Probability that a mother with some college smoked during pregnancy.

QUESTION 31

1. The following financial information is given for Du Pont and Dow for fiscal year 2001:

   	Du Pont	Dow
   Closing Stock Price, Feb. 15, 2002	44.90	30.57
   EPS (actual for 2001)	4.50	-0.46
   EPS (forecast for 2002)	1.60	0.52
   Dividend per share	1.40	1.34
   5 year forecast earnings growth rate	10.2%	10.0%
   Intrinsic value per share	103.84	33.38

   Given the Feb. 15 stock prices, Du Pont & Dow have PE ratios (based on year-ahead EPS forecast) of:

   	a.	28.06 & 58.79, respectively
   	b.	9.98 & 58.79, respectively
   	c.	28.06 & 66.46, respectively
   	d.	32.07 & 22.81, respectively

2. Following Question 31, given the Feb. 15 stock prices, Du Pont & Dow have dividend yields of:

   	a.	13.72% & 13.40%, respectively
   	b.	3.56% & 1.70%, respectively
   	c.	3.12% & 4.38%, respectively
   	d.	31.11% & 2.58%, respectively

3. Following Question 31, given the Feb. 15 stock prices, PE based on actual EPS & 5-year-ahead earnings forecast, Du Pont has a PEG of:

   	a.	3.14
   	b.	0.98
   	c.	4.40
   	d.	2.75

4. Following Question 31, based on PEG, which company seems to be the better investment opportunity?

   	a.	Dow because of the very high PEG
   	b.	Du Pont because of the very high PEG
   	c.	Dow because the PEG is less than the benchmark cutoff of 1
   	d.	Du Pont because the PEG is less than the benchmark cutoff of 1

5. Following Question 31, based on intrinsic value to share price, Du Pont and Dow are:

   	a.	Du Pont is undervalued but Dow is overvalued
   	b.	Both are undervalued
   	c.	Du Pont is overvalued but Dow is undervalued
   	d.	Both overvalued

Phathalic acid, H2C8H4O4, is a diprotic acid and has a concentration of 2.9 M. Ka1 = 0.0012 and Ka2 = 3.9 x 10-6. Estimate the concentration of [HC8H4O4-] and [C8H4O4-2] at equilibrium. Determine Kb1 and Kb2. Determine the pH of the solution at each proton dissociation. 11. Calculate the molar solubility of calcium hydroxide (Ksp = 4.8 x 10^6 I NEED TO KNOW HOW DID THEY GET THIS ANSWER PLEASE 0.0012 = x2/2.9 x = 0.059 M equilibrium concentration of HC8H4O4- = 0.059 M

One of the most divisive and economically pressing questions in U.S. domestic policy over the last several decades has been healthcare. The United States spends twice as much in terms of Gross Domestic Product on healthcare as the next biggest spender in the advanced world, and yet our average lifespan is less than most of the countries on the list. The debate in the U.S. is over whether or not healthcare should be a part our larger commercial system, and hence accessed through private insurers giving the consumer more "choice," or whether healthcare access should be guaranteed to all through either a hybrid public/private system (like Obamacare) or a more robust public system in which healthcare is guaranteed to all residents through a government-run healthcare program, with a potential downside of having less "choice" in such a system. Public polling suggests that there is no bigger public policy issue that Americans care about as much as healthcare at this point in our nation's history. For the discussion, which of the various options listed above (or options that you have researched on your own) do you support as the way forward for the American healthcare system? Explain your answer, arguing for its superiority over the other options.

See under question "C" to see the context. Thank you! (Answer questions)

A) Write about whether or not you believe productivity would go up, down, or stay the same in an enterprise where the workers are owners versus a traditional workplace.

B) Write about whether or not a worker owned enterprise would need as many managers to monitor employees and what effect this would have on costs and competitiveness in the marketplace.

C) Write about some of the deleterious effects of modern corporations such as pollution, worker degradation, income inequality, etc., and analyze whether or not worker ownership would solve, worsen, or leave unchanged any of the problems that are associated with traditional workplaces.

Watch the following PBS Newshour video that details the New Belgium Brewery Company which is owned by its workers:

You have to watch a video. Due to Chegg's ToS, I cannot provide the link. It's here is the full transcript of the short video:

• JUDY WOODRUFF:

  But, first, let's look at an unusual way of running a business, by having your employees own the company. One popular craft brewery has made a name for itself in part by going that route, with strong results so far.

  Economics correspondent Paul Solman has the story. It's part of our weekly series Making Sense, which airs every Thursday on the "NewsHour."

• PAUL SOLMAN:

  New Belgium Brewing, known for its quirky culture and Fat Tire, its Belgian brew. This is its notorious Tour de Fat, a beer-financed travel-fest pushing bicycles over cars.

  At company headquarters in Fort Collins, Colorado, co-founder Kim Jordan loves to show off the suds themselves.

• KIM JORDAN, Co-Founder, New Belgium Brewing:

  Should I show you how to do the perfect pour?

• PAUL SOLMAN:

  The perfect pour, yes.

• KIM JORDAN:

  OK.

• PAUL SOLMAN:

  A little bit out. Whoops. Oh, I — no, no, I screwed it up already.

• KIM JORDAN:

  Yes. Yes.

• PAUL SOLMAN:

  Oh, this is a perfectly…

• KIM JORDAN:

  Yes. Well…

• PAUL SOLMAN:

  This is a perfectly horrible pour.

  But what drew us here wasn't the beer, though New Belgium now sells 4 percent of all U.S. craft beer, 1 percent of all the beer in America. New Belgium's distinction, however, as a business is that it is entirely owned by its workers.

  Ex-New Yorker Doug Miller has been at New Belgium for 20 years. Like most Americans, he had no stake in the firms he worked for in his early days back East.

• DOUG MILLER, Warehouse Technician, New Belgium Brewing:

  It's a job and you're just coming in and you're punching the clock and you're doing your job. Here, you just do it more because you're working for yourself. Like, I don't work for New Belgium. I am working for Doug Miller. I am working for people who work here. That's the difference.

• KIM JORDAN:

  Beer is malt, and hops, and yeast, and water.

• PAUL SOLMAN:

  And why did co-founder and CEO Kim Jordan sell the company to her workers, as opposed to a well-heeled rival or a private financial firm?

• KIM JORDAN:

  One of things that we think is a big societal issue is this widening gap between the haves and the have-nots. And we realized that we had an opportunity to support people owning something that was increasing in value. Shared equity has been an incredibly powerful engine for us.

• CHRIS MACKIN, Partner, American Working Capital:

  New Belgium's a great example of using this structure to preserve a legacy.

• PAUL SOLMAN:

  Worker ownership consultant Chris Mackin, who's advised New Belgium.

• CHRIS MACKIN:

  For a company like that to be consumed by a multinational firm, and to lose its identity, to lose what's special about it in order to make a few extra bucks, that's not what Kim Jordan was going to do.

• KIM JORDAN:

  You will notice on your glass here, see this lacing? That's actually a sign of a well-made beer.

• PAUL SOLMAN:

  So, the founder became a poster child for worker ownership, initiating an ESOP, an employee stock ownership plan, which began giving stock gradually to its workers and ended up in a 100 percent takeover.

• CHRIS MACKIN:

  What she's done has made it possible to reserve that independence and to be able to reward the people who made her a wealthy woman.

• PAUL SOLMAN:

  Reward them with shares they sell back to the company when they retire, a stock-based pension plan. ESOPs represent both ownership and retirement savings, which is why Congress made them the only pension plans allowed to borrow money for funding.

• KIM JORDAN:

  We were so excited to brew this beer that we decided to put it on tap today.

• PAUL SOLMAN:

  New Belgium, with a host of varieties, is now the eighth largest brewery in America. Its fans flow through the building on tours all the day long.

• KIM JORDAN:

  How do you pour a beer? I will show you how. And then the taps are yours, OK?

• PAUL SOLMAN:

  The employees seem, well, pretty juiced themselves.

• CARRIE WEADY, Graphic Designer, New Belgium Brewing:

  I feel like I have a stake in what happens here and that I have a — play a part in making this awesome place successful, yes.

• PAUL SOLMAN:

  Tiffany Banfield works in the marketing department for New Belgium.

• CARRIE WEADY:

  So you liked it where it was?

• PAUL SOLMAN:

  Carrie Weady is a graphic designer.

• CARRIE WEADY:

  The better I do, the better we do, and I personally take that to every day of my job, and it really does inspire us all to go above and beyond in a way that I haven't experienced at other employers.

• PAUL SOLMAN:

  So, why doesn't everybody do it?

• WOMAN:

  Because they don't believe that it is a profitable model.

• PAUL SOLMAN:

  But it is, Kim Jordan insists, if management puts in the effort and is willing to empower workers in a variety of ways.

• KIM JORDAN:

  We're more profitable than our industry standards. We have a 3 percent turnover rate. And more importantly to us is our feeling of our engagement with our co-workers.

• WOMAN:

  Each of those cities brought some pretty great incentives to the table.

• PAUL SOLMAN:

  A key feature of New Belgium's worker engagement: open-book management, teaching every employee how to read the books.

• DOUG MILLER:

  And so they had classes for us to go to. Like, we're going to teach you how to read an income statement, how to read a balance sheet, how to understand cash flow, all those things.

• PAUL SOLMAN:

  The upshot? The workers know exactly how the company is doing financially, and how they are doing as well.

• DOUG MILLER:

  So, I am making like the same money now that I was making 20 years ago, when I was working in the Bronx in New York City. But I have more money now. It's just because I can manage it better. That's the thing that blows me away, is that you can be making $30,000, $40,000, $50,000 a year and live in a $300,000 house if you manage your money well.

  Are you operating at a profit this month? You know, that's what you got to ask yourself.

• PAUL SOLMAN:

  To Chris Mackin, who's been pushing worker ownership since the 1980s, ESOPs are a no-brainer, the main and obvious obstacle, workers don't have the money to buy their businesses.

• CHRIS MACKIN:

  For this idea to go to scale, you have to find some way in which working people who don't have assets can acquire companies that are worth value.

• PAUL SOLMAN:

  So, Mackin has started an investment fund that will allow worker groups to compete with private equity firms and well-heeled competitors when an owner wants or needs to sell.

• KIM JORDAN:

  The other beer that we make is called Felix, and that's the one that we get to taste today.

• PAUL SOLMAN:

  Happily for its workers, New Belgium didn't need Mackin's money. A bank ponied up much of the cash to buy Kim Jordan's stock. She financed the rest by accepting IOUs from the company, to be paid off from future profits. The risk, that the company will flounder, meaning lower pensions for workers and iffy IOUs for lenders, which suggests that it might take an unusually committed owner to make worker ownership happen.

  So, why did Jordan take the chance?

• KIM JORDAN:

  One of the things that has been really fun about business is understanding that you can choose what you do with profits. You get this one life, right? And you get to think about, what am I going to do that makes me sort of joyful and sing? And this makes me joyful.

• PAUL SOLMAN:

  Fortunately for her, Kim Jordan's IOUs look like a pretty safe bet. New Belgium is slated to open a new operation in North Carolina in 2016. And since it's only in 38 states thus far, the beer may be coming soon to a state near you.

• KIM JORDAN:

  And push in now.

• PAUL SOLMAN:

  And it will stop it right there. OK.

• KIM JORDAN:

  You are very close to a perfect pour there.

• PAUL SOLMAN:

  For the PBS NewsHour, this is economics correspondent Paul Solman, long an enthusiast of worker ownership, but only recently of the perfect pour.

• KIM JORDAN:

  Cheers.

• PAUL SOLMAN:

  Cheers.