3. Measuring stand-alone risk using realized (historical) data

Returns earned over a given time period are called realized returns. Historical data on realized returns is often used to estimate future results. Analysts across companies use realized stock returns to estimate the risk of a stock.

Consider the case of Celestial Crane Cosmetics Inc. (CCC):

Five years of realized returns for CCC are given in the following table. Remember:

a.Given the preceding data, the average realized return on CCC’s stock is___ .

b.The preceding data series represents______ of CCC’s historical returns. Based on this conclusion, the standard deviation of CCC’s historical returns is_____ .

c.If investors expect the average realized return from 2014 to 2018 on CCC’s stock to continue into the future, its coefficient of variation (CV) will be ____ .

You are required to consider a publicly listed company whose business performance has been criticised publicly and, using its annual report, reference documents about the company (e.g. analysts’ reports, in-depth interviews and articles, documents on company’s website) review its governance protocols and practices. (This could include independence of directors, length of tenure of directors, other responsibilities of directors, etc.).

  The report should include:

1. An outline of, and brief explanation of the importance of, the bases or criteria for the review of the organisation’s governance (e.g., refer to which standards or guiding principles are relevant for the review) and why you need to use them.
2. A brief overview of the concepts, principles, standards or other tools and techniques learnt during this subject, in conducting your review.
3. A list of recommendations for suggested improvement based on your review.

Explosive BetaSML Funds is a fund management company that has created a family of exchange traded (mutual) funds that are designed to put investors at various points along the Security Market Line. One of Explosive's products, called the Market Bull Plus fund, is designed to provide a return that is twice the market index's return. The Market Bull Plus fund is constructed by borrowing money at the risk-free rate and then buying market index units (exchange traded funds which mimic the market index). If the cost of borrowing is 3 % and the expected return on the market is 10.10 % , then what is the portfolio weight of the market index for the Market Bull Plus fund?

Correct answer is 242.25%

Please explain in detail, not in excel. Thanks in advance!

The assumption that a system will operate in a stable environment without risk is not realistic (Sales et al., 2018). Risk is widely classified into disruption and operational risks (Kleindorfer & Saad, 2005; Tang, 2006). Extreme uncertainty and the absence of synchronization between supply and demand are linked to operational risks while circumstances such as labor strikes, terrorist attacks, and natural calamities are related to disruption risks (Lockamy & McCormack, 2010). The probability of human injury or even death is high in disruptions such as multi-casualty disasters which brings about the challenge of increased pressure on healthcare. Healthcare institutions are required to become capable of understanding and adapting to environmental changes to mitigate such unexpected changes. These unexpected changes can affect the competitiveness, responsiveness and operating procedures of a firm significantly (Huang, Yen, & Liu, 2014), and for healthcare institutions, the economic well-being and reputation of the nation as well.

There is a growing need for healthcare institutions to develop responsiveness (Tolf, Nyström, Tishelman, Brommels, & Hansson, 2015; Vissers, Bertrand, & De Vries, 2001). However, the responsiveness of healthcare systems remains a complex, distinct and still not adequately investigated concept (Brinkerhoff & Bossert, 2013; Cleary, Molyneux, & Gilson, 2013; Gilson, Palmer, & Schneider, 2005; Siddiqi et al., 2009). Responsive healthcare systems anticipate and adjust to meet evolving requirements, exploiting opportunities to enhance access to effective interventions and to enhance health services (Hanefeld, Powell-Jackson, & Balabanova, 2017; Lodenstein, Dieleman, Gerretsen, & Broerse, 2013), ultimately resulting in improvements in outcomes of healthcare (Allotey, Davey, & Reidpath, 2014; Smith, Mossialos, Papanicolas, & Leatherman, 2009). A better understanding of healthcare responsiveness is particularly important for many nations with low and medium incomes such as Ghana, where economic and social development is rapidly advancing.

Nevertheless, responsiveness always implies that a flexible central system exists (More & Babu, 2008). Flexibility is required to respond quickly to the rapidly changing unique patient needs and demands (Aronsson, Abrahamsson, & Spens, 2011; Peltokorpi, Torkki, & Lillrank, 2011). Flexibility remains an expensive and challenging capability to develop and incorporate in any system completely. Identifying the right flexibility capabilities to develop can efficiently improve responsiveness to meet changing needs and demands of healthcare patients (Aronsson et al., 2011; Peltokorpi et al., 2011). Moreover, flexible scheduling and resources can help healthcare institutions respond more effectively to their patients by better matching the variable demand for care with the supply of physical resources such as beds, pharmaceutical, people and space required (Chen, Zhou, Ma, & Pham, 2011; Laker, Froehle, Lindsell, & Ward, 2014). Researchers have asserted that flexibility can be proactively employed as well to create a competitive advantage for a business (Chang, Yang, Cheng, & Sheu, 2003; Ettlie & Penner-Hahn, 2008; D. M. Upton, 2008). Profitable flexibility applications have been demonstrated in various ways: by the National Bicycle Industrial Company (Moffat, 1990), and by the General Motors ' Lordstown factory experiment (Kasarda and Rondinelli, 1998). Flexibility is clearly of the utmost significance (J. H. M. Manders, Caniëls, & Ghijsen, 2017) to the responsiveness of healthcare institutions, the economy, patient satisfaction and yet significant amount of existing literature focuses on the manufacturing sector (Chang, Chen, Lin, Tien, & Sheu, 2006; Jack & Raturi, 2002; Koste, Malhotra, & Sharma, 2004), with little or no attention to the service sector..

However, understanding the impact of specific flexibility capabilities and their application is critical to organizations as flexibility is expensive to implement; hence any investment in flexibility based on wrongly considered competences might be (Gerwin, 2008; Narasimhan, Talluri, & Das, 2004). There is also a paucity of studies concerning flexibility capabilities relating to operations of healthcare institutions. The quality of care and satisfaction with health facilities have been seen in most research as the perfect measure of assessing health systems performance. However, the WHO suggests responsiveness as a better measure of the performance of health systems (NB Valentine et al., 2003). Healthcare institutions are challenged by many sources of uncertainty in the supply chain and at an operational level. Though supply chain and operations flexibilities have the potential to promote the resilience and responsiveness of healthcare institutions, the scarcity of the literature in this respect makes this study worthwhile. As a result of limited literature at present, little knowledge exists on the extent to which supply chain and operations flexibilities individually promote responsiveness, or impact customer satisfaction, particularly within the service sector in Ghana.

Required:

1. Propose an appropriate research title whch will adequately capture the research gaps and issues discussed.                                                                                                                                 
2. Propose FOUR (4) research objectives which will reflect the research issues discussed.  
3. Propose FOUR (4) research questions which will satisfy the research issues discussed.    

The assumption that a system will operate in a stable environment without risk is not realistic (Sales et al., 2018). Risk is widely classified into disruption and operational risks (Kleindorfer & Saad, 2005; Tang, 2006). Extreme uncertainty and the absence of synchronization between supply and demand are linked to operational risks while circumstances such as labor strikes, terrorist attacks, and natural calamities are related to disruption risks (Lockamy & McCormack, 2010). The probability of human injury or even death is high in disruptions such as multi-casualty disasters which brings about the challenge of increased pressure on healthcare. Healthcare institutions are required to become capable of understanding and adapting to environmental changes to mitigate such unexpected changes. These unexpected changes can affect the competitiveness, responsiveness and operating procedures of a firm significantly (Huang, Yen, & Liu, 2014), and for healthcare institutions, the economic well-being and reputation of the nation as well.

There is a growing need for healthcare institutions to develop responsiveness (Tolf, Nyström, Tishelman, Brommels, & Hansson, 2015; Vissers, Bertrand, & De Vries, 2001). However, the responsiveness of healthcare systems remains a complex, distinct and still not adequately investigated concept (Brinkerhoff & Bossert, 2013; Cleary, Molyneux, & Gilson, 2013; Gilson, Palmer, & Schneider, 2005; Siddiqi et al., 2009). Responsive healthcare systems anticipate and adjust to meet evolving requirements, exploiting opportunities to enhance access to effective interventions and to enhance health services (Hanefeld, Powell-Jackson, & Balabanova, 2017; Lodenstein, Dieleman, Gerretsen, & Broerse, 2013), ultimately resulting in improvements in outcomes of healthcare (Allotey, Davey, & Reidpath, 2014; Smith, Mossialos, Papanicolas, & Leatherman, 2009). A better understanding of healthcare responsiveness is particularly important for many nations with low and medium incomes such as Ghana, where economic and social development is rapidly advancing.

Nevertheless, responsiveness always implies that a flexible central system exists (More & Babu, 2008). Flexibility is required to respond quickly to the rapidly changing unique patient needs and demands (Aronsson, Abrahamsson, & Spens, 2011; Peltokorpi, Torkki, & Lillrank, 2011). Flexibility remains an expensive and challenging capability to develop and incorporate in any system completely. Identifying the right flexibility capabilities to develop can efficiently improve responsiveness to meet changing needs and demands of healthcare patients (Aronsson et al., 2011; Peltokorpi et al., 2011). Moreover, flexible scheduling and resources can help healthcare institutions respond more effectively to their patients by better matching the variable demand for care with the supply of physical resources such as beds, pharmaceutical, people and space required (Chen, Zhou, Ma, & Pham, 2011; Laker, Froehle, Lindsell, & Ward, 2014). Researchers have asserted that flexibility can be proactively employed as well to create a competitive advantage for a business (Chang, Yang, Cheng, & Sheu, 2003; Ettlie & Penner-Hahn, 2008; D. M. Upton, 2008). Profitable flexibility applications have been demonstrated in various ways: by the National Bicycle Industrial Company (Moffat, 1990), and by the General Motors ' Lordstown factory experiment (Kasarda and Rondinelli, 1998). Flexibility is clearly of the utmost significance (J. H. M. Manders, Caniëls, & Ghijsen, 2017) to the responsiveness of healthcare institutions, the economy, patient satisfaction and yet significant amount of existing literature focuses on the manufacturing sector (Chang, Chen, Lin, Tien, & Sheu, 2006; Jack & Raturi, 2002; Koste, Malhotra, & Sharma, 2004), with little or no attention to the service sector..

However, understanding the impact of specific flexibility capabilities and their application is critical to organizations as flexibility is expensive to implement; hence any investment in flexibility based on wrongly considered competences might be (Gerwin, 2008; Narasimhan, Talluri, & Das, 2004). There is also a paucity of studies concerning flexibility capabilities relating to operations of healthcare institutions. The quality of care and satisfaction with health facilities have been seen in most research as the perfect measure of assessing health systems performance. However, the WHO suggests responsiveness as a better measure of the performance of health systems (NB Valentine et al., 2003). Healthcare institutions are challenged by many sources of uncertainty in the supply chain and at an operational level. Though supply chain and operations flexibilities have the potential to promote the resilience and responsiveness of healthcare institutions, the scarcity of the literature in this respect makes this study worthwhile. As a result of limited literature at present, little knowledge exists on the extent to which supply chain and operations flexibilities individually promote responsiveness, or impact customer satisfaction, particularly within the service sector in Ghana.

Required:

1. Propose an appropriate research title whch will adequately capture the research gaps and issues discussed.                                                                                                                                 
2. Propose FOUR (4) research objectives which will reflect the research issues discussed.  
3. Propose FOUR (4) research questions which will satisfy the research issues discussed.    

Recall again that Rind & Bordia (1996) investigated whether or not drawing a happy face
on customers’ checks increased the amount of tips received by a waitress at an upscale
restaurant on a university campus. During the lunch hour a waitress drew a happy,
smiling face on the checks of a random half of her customers. The remaining half of the
customers received a check with no drawing (18 points).
The tip percentages for the control group (no happy face) are as follows:
45% 39% 36% 34% 34% 33% 31% 31% 30% 30% 28%
28% 28% 27% 27% 25% 23% 22% 21% 21% 20% 18%
8%
The tip percentages for the experimental group (happy face) are as follows:
72% 65% 47% 44% 41% 40% 34% 33% 33% 30% 29%
28% 27% 27% 25% 24% 24% 23% 22% 21% 21% 17%

This time, you are to perform a “hypothesis test” using the tip data, answering each of
the questions below. For short-answer questions, be brief. However, you must give
enough detail to justify your answers. Single-sentence responses will generally not
suffice, but do not exceed a paragraph for any given answer.

n. What is your decision concerning the null hypothesis? Did you reject or
retain?

In this exercise involving paired differences, consider that it is reasonable to assume the populations being compared have approximately the same shape and that the distribution of paired differences is approximately symmetric.

Percents of on-time arrivals for flights in 2006 and 2007 were collected for 11 randomly selected airports. Suppose data for these airports follow.

Use α = 0.05 to test the hypothesis that there is no difference between the median percent of on-time arrivals for the two years.

State the null and alternative hypotheses.

H₀: Median percent on-time in 2006 − Median percent on-time in 2007 > 0
H_a: Median percent on-time in 2006 − Median percent on-time in 2007 = 0

H₀: Median percent on-time in 2006 − Median percent on-time in 2007 ≤ 0
H_a: Median percent on-time in 2006 − Median percent on-time in 2007 > 0   

H₀: Median percent on-time in 2006 − Median percent on-time in 2007 ≠ 0
H_a: Median percent on-time in 2006 − Median percent on-time in 2007 = 0

H₀: Median percent on-time in 2006 − Median percent on-time in 2007 = 0
H_a: Median percent on-time in 2006 − Median percent on-time in 2007 ≠ 0

H₀: Median percent on-time in 2006 − Median percent on-time in 2007 ≥ 0
H_a: Median percent on-time in 2006 − Median percent on-time in 2007 < 0

Find the value of the test statistic.

T⁺ =

Find the p-value. (Round your answer to four decimal places.)

p-value =

What is your conclusion?

Do not reject H₀. There is sufficient evidence to conclude that there is a significant difference between the median percent of on-time arrivals for the two years.

Do not reject H₀. There is not sufficient evidence to conclude that there is a significant difference between the median percent of on-time arrivals for the two years.    

Reject H₀. There is not sufficient evidence to conclude that there is a significant difference between the median percent of on-time arrivals for the two years.

Reject H₀. There is sufficient evidence to conclude that there is a significant difference between the median percent of on-time arrivals for the two years.

P23.7  

(LO 2, 3, 4 ) (SCF—Direct and Indirect Methods from Comparative Financial Statements) Chapman Company, a major retailer of bicycles and accessories, operates several stores and is a publicly traded company. The comparative balance sheet and income statement for Chapman as of May 31, 2020, are as follows. The company is preparing its statement of cash flows.

The following is additional information concerning Chapman's transactions during the year ended May 31, 2020.

• 1.All sales during the year were made on account.
• 2.All merchandise was purchased on account, comprising the total accounts payable account.
• 3.Plant assets costing $98,000 were purchased by paying $28,000 in cash and issuing 7,000 shares of stock.
• 4.The “other expenses” are related to prepaid items.
• 5.All income taxes incurred during the year were paid during the year.
• 6.In order to supplement its cash, Chapman issued 2,000 shares of common stock at par value.
• 7.Cash dividends of $105,000 were declared and paid at the end of the fiscal year.

Instructions

a.  

Compare and contrast the direct method and the indirect method for reporting cash flows from operating activities.

c.  

Using the indirect method, calculate only the net cash flow from operating activities for Chapman Company for the year ended May 31, 2020.

Please help with A & C

An investigation of past consumer surveys done by a company reveals that 2/3 of customers contacted respond to the survey. The marketing manager wants to do a new survey and plans to contact 198 customers.

(a) How many responses should the manager expect to receive?

(b) Give an approximation of the probability that 140 or more customers will respond.

(c) Give an approximation of the probability that 135 to 150 customers will respond.

(d) Give an approximation of the probability that 130 or less customers will respond.

(e) Compare your approximate answers with the exact probability values obtained on Excel.