Hadoop has HDFS, which is the default built in FileSystem, written in Java. Cloudera and HortonWorks both use this built-in default Java implementation. MapR has taken a different approach. What approach has MapR taken in its FileSystem implementation, and what may be the advantages and disadvantages of MapR's approach versus other vendors? If there are disadvantages, how can they be addressed? Look at the advantages and disadvantages from user, developer, administrator and risk perspective.

Hadoop has HDFS, which is the default built in FileSystem, written in Java. Cloudera and HortonWorks both use this built-in default Java implementation. MapR has taken a different approach. What approach has MapR taken in its FileSystem implementation, and what may be the advantages and disadvantages of MapR's approach versus other vendors? If there are disadvantages, how can they be addressed? Look at the advantages and disadvantages from user, developer, administrator and risk perspective.

The fact that BE/A is greatest for A near 60 implies that the range of the nuclear force is about the diameter of such nuclides.

(a) Calculate the diameter of an A = 60 nucleus.
________ fm
(b) Calculate BE/A for ⁵⁶Fe and ¹⁰²Ru. The first is one of the most tightly bound nuclides, while the second is larger and less tightly bound.
⁵⁶Fe
________ MeV
¹⁰²Ru
________ MeV

You are considering constructing a new plant in a remote wilderness area to process the ore from a planned mining operation. You anticipate that the plant will take a year to build and cost

$ 100

million upfront. Once? built, it will generate cash flows of

$ 16

million at the end of every year over the life of the plant. The plant will be useless

20

years after its completion once the mine runs out of ore. At that point you expect to pay

$ 220$220

million to shut the plant down and restore the area to its pristine state. Using a cost of capital of

13 %

a. What is the NPV of the? project?

b. Is using the IRR rule reliable for this? project? Explain.

c. What are the IRRs of this? project?

You are considering constructing a new plant in a remote wilderness area to process the ore from a planned mining operation. You anticipate that the plant will take a year to build and cost $ 96 million upfront. Once​ built, it will generate cash flows of $ 16 million at the end of every year over the life of the plant. The plant will be useless 20 years after its completion once the mine runs out of ore. At that point you expect to pay $ 224 million to shut the plant down and restore the area to its pristine state. Using a cost of capital of 11 %​: a. What is the NPV of the​ project? b. Is using the IRR rule reliable for this​ project? Explain. c. What are the IRRs of this​ project?

1. In general, the marginal cost curve is U-shaped as you learned in lectures and the textbook. However, exception exists. Please provide one particular industry as an example to illustrate that MC is not U-shaped. Explain briefly the shape of MC in the industry. 2. Engineers at a national research laboratory built a prototype automobile that could be driven 180 miles on a single gallon of gasoline. They estimated that in mass production the car would cost $40,000 per unit to build. The engineers argued that Congress should force U.S. automakers to build this energy-efficient car. In your opinion, is energy efficiency the same thing as economic efficiency? Please explain your opinion and state whether you support it or not.

Why is homelessness such an issue for San Francisco if it is an innovation hub?

San Francisco has been a technology innovation hot spot since the 1940s when William Shockley helped boost the economy through his invention of the transistor. This new technology was the seed that helped San Francisco's technology industry blossom into what it is today. As we learned from The New Geography of Jobs by Enrico Moretti, San Francisco is home to some of the biggest names in technology like, Google, Apple, Yahoo, Zynga, and Yelp. It is safe to assume that there is a significant amount of individuals with college degrees living and working here, so why is the homeless rate so high?

In 2019 San Francisco reported a population of 17,595 homeless people living in the city. This was a 30% surge since 2017 (Cowan, 2019). This is also likely to be an underestimate as calculating a homeless population is extremely difficult. One would think, if there are so many high skilled, high tech jobs, the multiplier effect would create a massive amount of lower skilled jobs. What might else might be leading to this high level of homelessness?

Given that IKEA had to change its strategy for American market, did the company had to change itsinternationalization strategy for its entry into the Indian market?

The furniture industry is an example of an industry that did not lend itself to globalization before the 1960s. The reasons for that are its features. Furniture has a huge volume compared to its value, relatively high transport costs and is easily damaged in shipping. Government trade barriers also were unfavorable. But IKEA – company established in the 1940s in a small village in Sweden, has become one of the world’s leading retailers of home furnishings. In 2002 it was ranked 44th out of the top 100 brands by Interbrand, topping other known brands such as Pepsi. In 2002, it had more than 160 stores in 30 countries. How did IKEA achieve it? The IKEA business idea is: ‘We shall offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.’ By the early 1960s the Swedish market was saturated and IKEA decided to expand its business formula outside Sweden. They noted: ‘Sweden is a very small country. It’s pretty logical: in a country like this, if you have a very strong and successful business, you’re bound to go international at some point. The reason is simple—you cannot grow any more’ (Retrieved from http://www.ikea.com). IKEA’s internationalization strategy in Scandinavian countries and the rest of Europe has not paid significant attention to local tastes and preferences in the different European countries. Only necessary changes were allowed, to keep costs under control and IKEA’s low responsiveness to local needs strategy seems to work well in Europe (Kling K., Gofeman I. 2003).

The first challenge came in 1985 when IKEA entered the US market and faced several problems there. The root of most of these problems was the company’s lack of attention to local needs and wants. US customers preferred large furniture kits and household items. As a result of initial poor performance in the US market, IKEA’s management realized that a standardized product strategy should be flexible enough to respond to local markets. In the early 1990s IKEA redesigned its strategy and adapted its products to the US market. Thanks to it IKEA’s sales in the US increased significant and by 2002 the US market accounted for 19% of IKEA’s revenue. As the case study illustrates, in several industries firms with effective strategy do not have to change their core strategy significantly when they move beyond their home market. IKEA does not significantly change its corporate strategy and operations to adapt to local markets unless there is a compelling reason for doing so. IKEA’s strategy in the US during the 1980s demonstrates that even the most successful formula in the home market can fail if multinational companies do not respond effectively to local business realities.

Question: Given that IKEA had to change its strategy for American market, did the company had to change its internationalization strategy for its entry into the Indian market?

what is meant by near-transfer versus far-transfer

How important are near absolutes in solving moral issues?