our dream is to take up a job that basically provides wages that has a present value of at least $2,000,000 today (Ignoring taxes). Other words, you want the present value of all net future earning to be greater than 2 million. You want to feel like a millionaire today!
You just completed your master of science in biochemistry and a large bio-medical company wants to hire you. Their offer is as follows: Annual salary of $200,000 starting one year from today. However, they will only offer a contract for twenty years, and they will not guarantee if they can renew your contract. Also, they want you to complete an MBA in your second year and third year while working with them (t=2 and t=3). You must pay for that education (they do not cover education expenses). However, since your first annual paycheck is one year from today (t=1), they are willing to give a contract signing bonus of $100,000 today (if you sign the contract today).
You did some research and realized that you can complete your MBA with Sam Houston State University with a cost of $15,000 per year for two years. You also assume a conservative interest rate of 4% for this calculation. What is the NPV of these cash flows. (Note: 1.5X credit)

help me please!!!

c) A Business Analyst has worked for Snoopy Insurance Ltd. for many years.  Her contract had a term of Post-Employment Limitations: not to work for a competitor for 1 year after quitting her job.  This term was to protect the company from revealing any business secrets.   Later, she left the insurance company and immediately joined a software vendor, which develops and sells a computer system for insurance to her former company.

1. Does she violate legal or ethical issues?  Would there be any conflict of interest? Provide reason(s) for your answer.     
2. How to avoid such suspect, if any?                                                                       

(d) Briefly describe FIVEreasons why engineers need to have professional ethics?   

The comparative balance sheets for 2021 and 2020 are given below for Surmise Company. Net income for 2021 was $60 million. SURMISE COMPANY Comparative Balance Sheets December 31, 2021 and 2020 ($ in millions) 2021 2020 Assets Cash $ 60 $ 69 Accounts receivable 79 86 Less: Allowance for uncollectible accounts (14 ) (4 ) Prepaid expenses 9 6 Inventory 132 120 Long-term investment 74 45 Land 78 78 Buildings and equipment 320 220 Less: Accumulated depreciation (106 ) (88 ) Patent 14 17 $ 646 $ 549 Liabilities Accounts payable $ 8 $ 21 Accrued liabilities 1 9 Notes payable 28 0 Lease liability 92 0 Bonds payable 54 102 Shareholders’ Equity Common stock 59 50 Paid-in capital—excess of par 249 205 Retained earnings 155 162 $ 646 $ 549 Required: Prepare the statement of cash flows of Surmise Company for the year ended December 31, 2021. Use the indirect method to present cash flows from operating activities because you do not have sufficient information to use the direct method. You will need to make reasonable assumptions concerning the reasons for changes in some account balances. A spreadsheet or T-account analysis will be helpful. (Hint: The right to use a building was acquired with a seven-year lease agreement. Annual lease payments of $8 million are paid at January 1 of each year starting in 2021.) (Enter your answers in millions (i.e., 10,000,000 should be entered as 10). Amounts to be deducted should be indicated with a minus sign.)

SURMISE COMPANYStatement of Cash FlowsFor year ended December 31, 2021($ in millions)Cash flows from operating activities:Net incomeAdjustments for noncash effects:Changes in operating assets and liabilities:Net cash flows from operating activities$0Cash flows from investing activities:Net cash flows from investing activities0Cash flows from financing activities:Net cash flows from financing activities0Net increase (decrease) in cashCash balance, January 1Cash balance, December 31$0Noncash investing and financing activities:

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Question: Use the Internet and/or Strayer Learning Resource Center to research a U.S.-based company that ma...

Use the Internet and/or Strayer Learning Resource Center to research a U.S.-based company that manufactures technology products. Recommend one (1) approach that your selected company can take in order to lower the direct labor costs of technology products while remaining competitive with global markets. Provide a rationale for your recommended approach. Imagine that you are a Chief Financial Officer (CFO) of a company. Recommend two (2) actions that you could take regarding the company’s supply chain to reduce manufacturing costs of direct materials.

Coloplast is ~10 years old in the U.S. but is widely known in Europe and is a well-respected, 65 year old Danish company. Coloplast has a medical device implant (product) that is used for elective procedures that is considered extremely safe, highly effective and easy to use. Coloplast has a 30% market share in the U.S., and 25% market share outside of the U.S., where the prices are lower (by half) but the market grows 3X faster as the U.S. market is more mature.  The procedures are less common outside of the U.S. as they are not typically covered (reimbursed) under government insurance plans. Therefore, outside of the U.S., they are largely paid out-of-pocket.

Boston Scientific is 40 years old, American, and has a competing product that is safe, also as effective, and nearly as easy to use, but holds a 70% U.S. market share.   Boston Scientific has a 75% share outside of the U.S., where prices are lower by half, but the market grows 3X as fast as the U.S. due to lower penetration and less market maturity Their impressive share is largely based on longevity / brand recognition (by almost 30 years), alliances with notable physician advocates, loyalties to company and overall company recognition and reputation.

Most objective physicians, if asked, will acknowledge, though, that Coloplast is better, even if they use Boston Scientific, only as it is perceived easier to implant.   The Key Opinion Leaders around the world admit both products are excellent. Scientific studies and data for both products are largely equivalent. Both companies sell in all competing markets for roughly the same average selling price.

The market shares above have been stable for about 5 years and neither company is investing in a next generation product as this is a duopoly.  As this is an elective procedure, both companies focus on market development.....so growing the market size.

You should research marketing, patient awareness and education opportunities for Coloplast to gain 15% global market share points in 3 years.   

What programs or tactics should Coloplast do to achieve ~50% global market share? Please include your Business Description, Marketing Plan, Operational Plan and Financial Plan.

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

6. What are the pros and cons of online shopping grocery chain?

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

4. What could have prevented the shutting down of KOZMO?

Case Study - Kozmo, the online convenience store to shut down

Read out the case study given below and answer the questions that follow.  

New York-based Kozmo, the 3-year-old company announced that it would stop delivery service in all nine cities it operates. New York-based Kozmo, which dispatched legions of orange-clad deliverymen to cart goods to customers' doors, is the latest dot.com dream to evaporate in the market downturn. Amazon com, venture capital firm Flatiron Partners and coffee giant Starbucks were among the investors in Kozmo.

Kozmo said in December that investors promised a total of $30 million in private funding. But last month the company learned that an investor had backed out of a $6 million commitment. Kozmo executives had been working on a merger deal with Los Angeles-based PDQuick, another online grocer, sources said. The deal collapsed when funding that was promised to PDQuick did not materialize. Sources said Kozmo still has money but decided to close now and liquidate to ensure that employees could receive a severance package.

Just last month, Kozmo Chief Executive Gerry Burdo was upbeat about Kozmo's future, saying he was looking to steer Kozmo away from its Internet-only business model and toward a "clicks and bricks" approach. But some analysts say Kozmo's business model only made sense in the context of a densely packed city such as New York. Vern Keenan, a financial analyst with Keenan Vision, said the service had a chance to work in only a few other cities around the world, such as London, Stockholm or Paris. "This seemed like a dumb idea from the beginning," Keenan said. "This grew out of a New York City frame of mind and it simply didn't translate."

Kozmo was started by a pair of twenty-something former college roommates. They got the idea for the company on a night when they craved videos and snacks and wished a business existed that would deliver it to them. Kozmo offered free delivery and charged competitive prices when it launched in New York. Though customers loved the service, the costs of delivery were high.

After co-founder and former Chief Executive Joseph Park stepped down, Burdo slashed Kozmo's overhead, instituted a delivery fee and oversaw several rounds of layoffs. The company also closed operations in San Diego and Houston. Burdo said last month that profitability was not far away. The company had reached a milestone last December when it reported profits at one of its operations for the first time. Kozmo later saw two more operations reach profitability as a result of brisk holiday business.

Online delivery companies have been among the most ravaged by the Internet shakeout. Kozmo's rival in New York, Urban fetch, shuttered its consumer operations last fall. Online grocers such as Webvan and Peapod have also struggled, and smaller operations such as Streamline.com and ShopLink.com have dosed down. Peapod was days away from closing last year when Dutch grocer Royal Ahold agreed to take a majority stake.

From the very beginning, supply chain management was to be a core competency of Kozmo. The promising dot.com would deliver your order everything from the latest video to electronics equipment in less than an hour. The technology was superior, the employees were enthusiastic, the customers were satisfied. But eventually, Kozmo ran out of time and money.

Questions:

2. Based on your reasoning, List the factors and reasons for Kozmo’s failure

The following information is available for the McCain Manufacturing Company for 2020.
Accounts receivable, January 1, 2020 $120,000
Accounts payable, January 1, 2020 ?
Raw materials, January 1, 2020 10,000
Work in process, January 1, 2020 25,000
Finished goods, January 1, 2020 75,000
Accounts receivable, December 31, 2020 80,000
Accounts payable, December 31, 2020 200,000
Raw materials, December 31, 2020 ?
Work in process, December 31, 2020   60,000
Finished goods, December 31, 2020 50,000
Raw materials used in production   100,000
Raw materials purchased 130,000
Accounts receivable collections ?
Accounts payable payments 80,000
Sales ?
Total manufacturing costs ?
Cost of goods manufactured ?
Cost of goods sold 60% of Sales
Gross margin 400,000

Assume that all raw materials are purchased on credit and all sales are credit sales. Compute the missing amounts above.

Please provide step by step solution in excel (with formulas) Breaking Even Mountain Cycle specializes in making custom mountain bikes. The company founder, PJ Steffan, is having a hard time making the business profitable. Knowing that you have great business knowledge and solid financial sense, PJ has come to you for advice. Project Focus PJ would like you to determine how many bikes Mountain Cycle needs to sell per year to break even. Using Goal Seek in Excel solve using the following: Fixed cost equals $65,000 Variable cost equals $1,575 Bike price equals $2,500