Prepare Business Model Canvas for your business(Business Plan: Start of an “E-Commerce” for the Central Asia). This must be a maximum 2 pages submission – YOUR BMC should answer the following 1.KEY PARTNERS(list your partners if the project is to implemented in Central Asia ) 2. Key Activities (describe your key activities) 3. Value Proposition ( insert your value proposition ) 4.CUSTOMER RELATIONSHIPS (describe how you plan to establish and manage the relationship between the customer and your brand ) 5.CUSTOMER SEGMENTS (describe your target customer segment ) 6.KEY RESOURCES(list the key resources available to you ) 7.CHANNELS (describe 1) how you plan to acquire customers, 2) how you plan to deliver your value proposition to them and 3) how you plan to communicate with your customers ) 8.COST STRUCTURE(Describe your cost structure ) 9. Revenue streams(describe your revenue streams)

2. What are the methods of estimating fair value according to SFAS no 157(2006)?

3. Explain Securitization and its structures like:

Pass-through securitizations

Estimation of prepayment risk

Tranched securitizations

Part 1   (1 point)

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Suppose that nominal GDP was $9250000.00 in 2005 in Orange County California. In 2015, nominal GDP was $11000000.00 in Orange County California. The price level rose 1.50% between 2005 and 2015, and population growth was 4.25%. Calculate the following figures for Orange County California between 2005 and 2015. Give all answers to two decimals.

a. Nominal GDP growth was _________ %.

Part 2   (1 point)

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b. Economic growth was __________ %.

Part 3   (1 point)

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c. Inflation was ___________ %.

Part 4   (1 point)

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d. Real GDP growth was ________ %.

Part 5   (1 point)

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e. Per capita GDP growth was __________ %.

Part 6   (1 point)

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f. Real per capita GDP growth was __________ %.

Which one of the following statements is most correct about eurocurrencies?

(a) What is the 11^th percentile for the following Grouped Frequency Data Table?

(b) What is the 4^th decile for the following Grouped Frequency Data Table?

Case 1–2: True Religion Jeans: Flash in the Pants or Enduring Brand?

Founded in 2002 by Jeff Lubell, True Religion had become one of the largest premium denim brands in the United States by 2012. Although True Religion made its debut in upscale department stores and trendy boutiques a decade earlier, the company owned 86 full price retail stores and 36 outlet stores in the United States as well as 30 stores in international markets by the end of 2012. The company’s domestic retail store business accounted for about 60% of revenues and 64% of operating profit before unallocated corporate expenses in 2012. Just five years earlier, the U.S. retail store segment generated only 17% of sales and 25% of operating profit before unallocated corporate expenses.

Jeff Lubell’s vision of the company had come true—at least partly. The company had transformed itself from a jeans designer into an apparel retailer with it own brand à la Buckle and Diesel. At the same time, True Religion had managed to shift its product mix so that sportswear accounted for almost 35% of sales in its company-owned stores. Lubell felt these two ingredients were critical to establishing True Religion as a “lifestyle brand.” The ultimate in product differentiation, many companies attempt to create so-called “lifestyle” brands that transcend product category and inspire deep consumer loyalty. Lubell felt becoming a lifestyle brand was the key to insulating True Religion from the inevitable fluctuations in fashion trends.

Moreover, True Religion’s sales had grown at an average annual rate of almost 22% from 2007-2012. The company’s return on invested capital was an impressive 27% and its return on average assets was 12% in 2012. Despite these factors, press articles and analyst reports on True Religion described the company as, “the struggling maker of premium denim.”1 A New York Post article entitled “Escape From Hell for True Religion” described private equity firm, TowerBrook, as the company’s “savior,”2 when the company announced it had been acquired by TowerBrook in 2013. Other denim brands, such as Jeff Rudes’ J Brand, appeared to be usurping True Religion’s position as the “must have” denim brand for young consumers.

What had gone wrong at True Religion? Was the change in ownership the answer to the company’s problems? Was premium denim destined to go the way of Flash Dance legwarmers and Crocs as fast fashion from the likes of H&M became more mainstream? Private equity investors had snapped up stakes in both established and up-and-coming premium denim brands in the past five years—leaving just one publicly traded premium jeans maker, Joe’s Jeans. Should investors stay away from the industry?

The mean salary of NBA players in 1996 was $3 million. You are interested to know if the mean salary of NBA players increased between 1996 and 2006. A simple random sample of 90 professional basketball player salaries in 2006 was recorded.

salaries from 2006

Calculate the test statistic, degrees of freedom, and P-value for a test of H0:μ=$3 million against Ha:μ>$3 million. Assume the requirements are satisfied. Input your answers below.

Which hypothesis test would be most appropriate for this study?

What is the test statistic?

What are the degrees of freedom?

What is the P-value? (Round to 3 decimal places). How do you find the p value?

Based on the results of this test, is there enough evidence to say that the mean salary of NBA players increased from 1996 to 2006? Use a level of significance of α=0.05.

Jr

Based on the transactions below of Terry Company please complete the following tasks:

1. Prepare T Accounts for Each Transaction  

2. Prepare Journal Entries for Each Transaction

3. Prepare the Trial Balance as a result of the transactions

4. Prepare the income statement

5. Prepare the statement of Retained Earnings (Beg RE is $0)

6. Prepare the Balance Sheet

Transactions:

Oct. 1 Terry purchased computer equipment for $8,400, paying $1,000 now, and issuing a promissory note for the balance; the note is due in monthly installments of $500 plus interest at 10% on the unpaid balance.

Oct 8 Terry records service revenue earned: $3,200 from cash customers; $12,000 for customers billed for completed services.

Oct 22 Common stock is issued for land with a fair value of $35,000.

October 31 An invoice for $1,200 is received from the company's advertising agency for ads that were run on radio and TV during October; the invoice is due in 30 days.

You are the Chief Operations Officer responsible for overall company operations in ATCHULO Company Ltd, a large courier company in Ghana. Your company has 16 regional offices (terminals) scattered around the country in each of the regional capitals and a main office (hub) located in the capital city of the country. Your operations are strictly domestic. You do not accept international shipments.

The day at each terminal begins with the arrival of packages from the hub. The packages are loaded onto trucks for delivery to customers during morning hours. In the afternoon, the same trucks pick up packages that are returned to the terminal in late afternoon and then shipped to the hub where shipments arrive from the terminals into the late evening and are sorted for delivery early the next day for the terminals.

Each terminal in your company is treated as an investment centre and prepares individual income statements each month. Each terminal receives 30% of the revenue from packages that it picks up and 30% of the revenue from the packages it delivers. The remaining 40% of the revenue from each transaction goes to the hub. Each terminal accumulates its own costs. All costs relating to travel to and from the hub are charged to the hub. The revenue per package is based on size and service type and not the distance the package travels. (There are two services: overnight and ground delivery, which takes between 1 and 7 days, depending on the distance traveled).

All customer service is done through a central service group located in the hub. Customers access this service centre through a toll-free telephone number. The most common calls to customer service include requests for package pickup, requests to trace an overdue package, and requests for billing information. The company has invested in complex and expensive package tracking equipment that monitors the package’s trip through the system by scanning the bar code placed on every package. The bar code is scanned when the package is picked up, enters the originating terminal, leaves the originating terminal, arrives at the hub, leaves the hub, arrives at the destination terminal, and is delivered to the customers. All scanning is done with hand held wands that transmit the information to the regional and then central computer.

The major staff functions in each terminal are administrative (accounting, clerical, and executive), marketing (the sales staff), courier (the people who pick up and deliver the shipments and the equipment they use), and operations (the people and equipment who sort packages in the terminal).

This organisation takes customer service very seriously. The revenue for any package that fails to meet the organisation’s service commitment to the customer is not assigned to the originating and destination terminals.

All company employees receive a wage and a bonus based on the terminal’s economic value added. This system has promoted many debates about the sharing rules for revenues, the inherent inequity of the existing system, and the appropriateness of the revenue share for the hub. Service problems have arisen primarily relating to overdue packages. The terminals believe that most of the service problems relate to wrong sorting in the hub, resulting in packages being sent to the wrong terminals.

Required:

1. Explain why an investment centre is or not an appropriate organisational design in ATCHULO Company Ltd.   
2. Assuming that ATCHULO Company Ltd is committed to the current design, how would you improve it?                                                                                                    
3. C) Assuming that ATCHULO Company Ltd has decided that the investment centre model is unacceptable, what model to performance evaluation would you recommend and why?