Questions
Lois Quam Founder, Tysvar, LLC After accompanying Will Steger on a trip to Norway and the...

Lois Quam

Founder, Tysvar, LLC

After accompanying Will Steger on a trip to Norway and the Arctic Circle, Lois Quam's interest in global climate change was sparked. There she witnessed firsthand the astonishing changes in the polar ice masses and the resulting impact on wildlife. Inspired by Steger's call for action to reduce global climate change, in 2009 Lois Quam left Piper Jaffray, a leading international investment bank, to become the founder and CEO of Tysvar, LLC, a privately held, Minnesota-based New Green Economy and health care reform incubator. In 2010, Quam was selected by President Barack Obama to head the Global Health Initiative. This case is a retrospective of her executive experience at Tysvar.

“I'm focused on ways to finding solutions to really significant problems and taking those ideas to full potential,” Quam said. “I want to bring the green economy to reality in a way that is much broader than financing. I want to focus on areas where I can make the most difference bringing the green economy to scale.”

Tysvar works with investors who can create the change they wish to see in the world rather than simply reacting to events as they unfold. The company is a strategic advisor and incubator of ideas, organizations, and people working to facilitate and build the New Green Economy (NGE) to scale. Tysvar's goal is to contribute to a viable, profitable, and socially responsible industry of sustainability, clean technology, and renewable energy sources.

Conscientiously working to play their part to create a more sustainable world for the next generation, Tysvar's efforts include new creation of NGE industries, jobs, and investment opportunities, contributing to building NGE public policy frameworks, trade for import/export of clean technologies, and renewable energy sources around the world.

“We stand on the brink of a very exciting time in the world,” according to Quam. The interest in developing renewable energy sources to replace dwindling fossil fuel supplies and reduce carbon dioxide emissions is worldwide. “It is a very difficult time in the financial markets right now to do this, but that will change. Good companies will find ways to get things done.”

“I am an optimist about our future,” said Quam, “Which is why I started Tysvar. The challenges we face from climate change are immense, but so are our capabilities, and the rewards and benefits to humanity are even greater in the New Green Economy.”

Lois Quam named her company after the hometown of her grandfather, Nels Quam. Tysvar is a majestically beautiful area in western Norway which is becoming a clean technology hub as part of Norway's growing NGE leadership and will soon be the site of the world's largest off-shore wind farm.

Lois Quam has continually worked for a better tomorrow. In 2005, Quam was named Norwegian American of the Year. She believes there is much to learn from Norway: From balancing work and life, allowing parents to fully participate in the economy while still being active parents, to how successfully Norway is immersing itself in new energy technologies such as wind and biomass. As an arctic oil producing nation with a carbon tax since 1993, Norway has reinvested its oil wealth to become a world leader in renewable energy.

Internationally recognized as a visionary and leader on universal health-care reform and the emerging NGE, Lois Quam embodies the skill sets needed to succeed in this new economy. Named in 2006 by Fortune magazine as one of America's “50 Most Powerful Women,” Quam has worked as head of Strategic Investments, Green Economy & Health at Piper Jaffray, a leading international investment bank; served as president and CEO of the Public and Senior Markets segment at UnitedHealth Group, a $30 billion division she helped create and run; chaired the Minnesota Health Care Access Commission, which led to legislation that brought health insurance to tens of thousands of Minnesotans; and served as a senior advisor to Hillary Clinton's task force on health-care reform. She graduated magna laude from Macalester College in St. Paul and went on to attend the University of Oxford as a Rhodes Scholar, earning a master's degree in philosophy, politics, and economics.

Lois Quam believes the New Green Economy will produce high quality jobs, improve our national security via less dependence on foreign fuels, and prevent the most damaging consequence of all: irreversible and diminishing climate change. She and Tysvar are committed to establishing universal health-care reform in America. They believe universal health care is the answer for dependable, affordable health care for all Americans and that it is necessary to help rebuild the American economy and restore American competitiveness worldwide.

Recognizing this, President Obama recently appointed Quam executive director of the State Department's Global Health Initiative. This $63 billion project will help developing countries improve their health care systems, with a special emphasis on women, children, and newborns. In accepting this position, Quam decided to step down as CEO of the company she founded and hand leadership to Norwegian Terje Mikalsen, co-founder and former chairman of Norsk Data.

“Although we are sad to see Lois leave the firm, Tysvar will continue to follow through on her vision to help bring the new green economy to scale and make quality health care affordable and accessible to everyone,” Mikalsen said on Tysvar's Web site. “We wish Lois all the best as she assumes her new position at the State Department. Her vision and leadership will help improve health care delivery and access for millions of people around the world.”

On Earth Day Lois Quam gave a speech at the University of St. Thomas on the emerging opportunities in the NGE after which she said, “I enjoyed sharing …how we can all use these key capabilities as a platform for doing something you love. Imagine: helping to build the NGE with a purposeful passion. It doesn't get much better than that!”

In another speech she illustrated her philosophy:

The change required to combat climate change and conserve biodiversity will create a change in business and society similar to the Industrial Revolution. The new energy realities require nothing short of an energy revolution, a thorough retooling of our energy economy in ways that match up with the realities of the 21st century. It will affect every aspect of daily life and business, creating an immense set of opportunities for investors, businesses and individuals.

For investors, there are highly diverse and immense opportunities to create and scale new sources of energy, adapt our current methods of production and improve daily life in ways that drive down global warming emissions.

It will also create unprecedented depth and breadth of opportunities for businesses and investors…. clean energy will always be in strong demand …the world will always have massive energy needs, and they will always have to be balanced against the needs of the environment …the clean energy industry is fueled by the laws of nature—and there is no force as powerful or promising.

Think about what we can achieve working together at this conference and as a region …and think about the time sometime in the future when our work is reaching critical mass, when our environment is safer and our energy is cleaner, when we too will have our eureka moments, our moments of life-changing and world-changing discovery.

The answering should be from your own words.

1.   How does Lois Quam use emotions and moods in her speeches to convey her viewpoint? Cite examples to support your statements.
2.   Based on what you have learned about Lois Quam, create hypotheses about the attitudes of her colleagues at Tysvar while using the three basic components of attitudes in your theories.
3.   Take a moment to research the Global Health Initiative. Why do you believe LoisQuam waschosen to lead this program?
4.   Research question: Search news reports, Web sites, and blogs to find out more information on Tysvar. How is the company faring in its quest to make the world cleaner and safer for future generations? What implications might that have on Tysvar's employees, their attitudes, and job satisfaction?

In: Operations Management

For the publicly traded U.S. company Apple (AAPL), recommend strategies (based in macroeconomic principles, theories, models,...

For the publicly traded U.S. company Apple (AAPL), recommend strategies (based in macroeconomic principles, theories, models, and tools) the company could adopt to successfully maximize long-term profits. Include a long-term outlook for the company.

In: Economics

ABC Company formed in 2020. ABC company files their tax return using the accrual basis of...

ABC Company formed in 2020. ABC company files their tax return using the accrual basis of accounting. ABC’s profit and loss showed the following:

Revenue - $1,000,000

Expenses:

Salaries - $700,000

Office Expense - $50,000

Supplies - $20,000

Postage - $10,000

Meals - $7,000

Entertainment - $1,000

Repairs - $2,000

Rent - $50,000

Political Contributions - $2,500

Calculate ABC company’s taxable income using the accounts above. Assuming ABC company operates a sole proprietorship, calculate the Qualified Business Income Deduction for 2020.

In: Accounting

The Coronavirus outbreak in China has killed at least 360 people and infected more than 17,300...

The Coronavirus outbreak in China has killed at least 360 people and infected more than 17,300 globally. China authorities rapidly extend the quarantine effort to control the spread of the disease on 24 Jan 2020 to 13 cities with 41 million people. A range of Lunar New Year festivities have been cancelled, while temporary closures of Beijing's Forbidden City, Shanghai's Disneyland and others tourist spots.
Besides of the actions taken by China authorities, The U.S., and governments in Europe and Asia are enforcing new regulations to block visitors from China and screen returning U.S. citizens, while major airlines suspended flights to the country and companies pulled out expatriate executives.

You are required to do the following:
Use evidences to present the impacts of coronavirus on international trade and economic growth in Asia Region.

Propose any relevant public policies which could address this unexpected event.

word count 500

In: Economics

CASE STUDY The Alcatel-Lucent Merger—What Went Wrong? It did not take long after the merger for...

CASE STUDY
The Alcatel-Lucent Merger—What Went Wrong?
It did not take long after the merger for things to start going wrong for Alcatel-Lucent CEO Patricia Russo, who opted to leave the vendor last month after admitting she could no longer work with fellow board resignee chairman Serge Tchuruk.
It seems that this deal was not meant to happen. The original merger negotiation between Alcatel of France, the communications equipment maker based in Paris, and Lucent Technologies, the U.S telecommunication giant, tool place in 2001. However, the final detailed deal collapsed on May 29, 2001, after the two companies could not agree on how much control the French company would have, Lucent’s executive apparently wanted the deal as a ‘‘merger of equals’’ rather than a takeover by Alcatel.
The failed deal was regarded as a severe blow to Lucent’s image Industry watchers questioned how Lucent would be able to survive this most recent blow. Although it was not clear which company initiated the negotiations, it was reported that Lucent ended them after much of the senior management detected that the proposed deal would not be a merger of equals.
In 2006, however, renewed negotiations took place, resulting in the transatlantic relationship being consummated; shareholders in France approved the merger of telecommunication equipment makers. Alcatel and Lucent on September 7, 2006. However, Alcatel investor still has concern about the leadership and financial health of their new American partner. Alcatel’s chief executive. Serge Tchuruk, tried to reassure the 1,500 shareholders gathered in Paris to back the merger, saying the company- to be called Alcatel-Lucent- is ‘‘truly global and has no equivalent today and won’t in the future. Mr. Tchuruk had agreed in April 2006 to pay 10.6 billion euro ($13.5 billion then) for Lucent, in a deal to create the world’s biggest telephone equipment maker although industry watchers considered the bid as financially inadequate for Alcatel investors. The stock swap was valued at one Alcatel American depository share for every five Lucent shares. Tchuruk said the combined company would realize 1.4 billion euro ($1.8 billion) in cost savings over the following three years, in part by cutting 9,000 jobs, about 10 percent of the combined workforce. He noted that Alcatel-Lucent’s revenue would be spread almost equally across Europe, the United States and Asia, offering greater long term stability. Alcatel does most of its business is also endorsed the deal. ‘We are another step closer to creating the first truly global communications solution provider with the broadest wireless, wireline and services portfolio in the industry” said the chief executive of Lucent, Patricia F Russo, who was to retain that role in the combined company. At that time, the company had combined sales of $25 billion. Amid concerns, about the potential for cross-cultural conflicts, Tchuruk said that, while cultural

issues could arise, ‘‘everything is under way to make sure this human factor is dealt with,’’ he said, adding that Alcatel already opened as an international company with a wide mix of nationalities; English is the official language of the company. After the shareholders of both
Continued...
companies endorsed the deal, regulatory hurdles was cleared in both the EU and the U.S. An Alcatel-Lucent merger provided the combined company a strong position in several categories of equipment sold to the major telecommunications carrier: wireless telecommunications equipment, wireline equipment, wireless infrastructure, Internet routers, equipment for carrying calls over the Internet, etc.
However, success was illusive. Overall, it seemed that ‘the difficulties of integrating a French company with an American one dominated during Russo’s tenure, as the corporate culture of Lucent clashed with alcatel’s French business model. One source close to the company saw little evidence of cooperation between the two factions from the outside. In July 2008, the Alcatel- Lucent CEO Patricia Russo resigned, citing the inability to get along with Serge Tchuruk, her fellow board member, subsequently he too resigned. Much of the resentment came from Alcatel management because the overall leadership had been handed to the target company. Lucent, an unusual decision; in addition, it became clear that it was a poor decision to appoint leaders based, as she struggled to bring together the different cultures of the two companies. As the first woman to run a company listed on the CAC 40, she had to make her way in the clubby, male-dominated world where French business and politics overlap. In addition, the combined, but still rather weak companies, faced low-cost competition from now Chinese rivals and Internet technology was changing beyond recognition. Worse, demand has been weakening across the industry.
A Barron’s article in August 2008 noted that ‘‘while it might have been helpful if outgoing CEO Patricia Russo had spoken French, that’s not why she and Chairman Serge Tchuruk failed to make a go of the 2006 merger of Alcatel and Lucent Technologies. They were pushed into each other’s arms out of desperation as the industry began a painful, necessary consolidation.... the telephone-equipment business is brutal and likely to see more attrition. The marriage didn’t avert six straight quarterly losses.’’ The series of quarterly losses ($7 billion loss since the merger) led to a bombardment of negative comment an Alcatel-Lucent initiated restructuring and cut around 16,500 job. In September the new chief’s were announced- a French chairman, who lives in America, and a Dutch chief executive, who will be based in Paris. Both Philippe Camus and Ben Verwaayen were considered to have the personality and experience that cold iron out the beleaguered telecoms group’s problems. Mr. Verwaayen accepted the new job only when he found he could get along with Mr. Camus, who had already agreed to be chairman. ‘‘We share

the same sense of humour.’’ he says. ‘‘You need to have complete understanding at the top of the house.’’ ‘‘We must deliver on the merger.’’ Ben Verwaayen the former head of BT. who was appointed to succeed Patricia F, Russo as chief executive, said at a meeting with journalists. Acknowledging that there remained ‘‘a divided Alcatel-Lucent.’’ Mr. Verwaayen speaks fluent French and English. Alcatel-Lucent operates in 130 countries, and like many global enterprises, its language of business is English. He was quoted in The Economist as saying that he ‘‘sees his job as removing barriers wihtin the company and unleashing its talents.’’ But perhaps his biggest advantage in rescuing a failed Franco-American merger is that he is neither French nor American.

QUESTIONS:

1. What conditions and negotiations pushed forth the merger in 2006 that were not present in 2001?

2. Evaluate the comment that the merger is “a giant transatlantic experiment in multicultural diversity.” What evidence is there that the company has run into cross-cultural problems since the merger took place in 2006?

3. What are some of the international challenges that Alcatel-Lucent faces as it moves forward as a

its a case study and there is three questions to be answered. pls help me

In: Operations Management

Many fast food restaurant chains like McDonalds and others have some stores which are directly owned...

Many fast food restaurant chains like McDonalds and others have some stores which are directly owned by the company (McDonalds) which hires a manager and staff to manage the restaurants, and some stores that they sell a franchise to an outside company/individual who operates the restaurants and pays the company (McDonalds) a franchise fee and keeps the rest of the profits. The franchise fee will have to be paid no matter what the profits of the restaurant may be.

(a) What is the principal - agent problem in the company owned restaurants? Please explain.

(b) What is the principal – agent problem in the franchised restaurant? Please explain. You may assume that the owner is still McDonalds as McDonalds can cancel the franchise agreement if they want to, in which case the former franchisee will no longer be able to use the McDonalds brand to sell their food.

(c) In which case will the principal-agent problem be more severe? Please explain.

In: Economics

On February 1, 2019 exchange rates were 1.1474 $/euro, 1.3094 $/pound, and 0.9940 Swiss francs per...

On February 1, 2019 exchange rates were 1.1474 $/euro, 1.3094 $/pound, and 0.9940 Swiss

francs per $. On February 3, 2020, the exchange rates were 1.1062 $/euro, 1.3006 $/pound, and

0.9655 Swiss francs per $. From the perspective of a U.S. investor, how much did each foreign

currency appreciate or depreciate over the past year, in percentage terms?

What are the euro/pound cross rates in the previous problem? Has the pound appreciated or

depreciated against the euro over the past year? By about what percentage?

In: Finance

Alibaba Group Initial Public Offering: A Case Study of Financial Reporting Issues Qing L. Burke Tim...

Alibaba Group Initial Public Offering: A Case Study of
Financial Reporting Issues
Qing L. Burke
Tim V. Eaton
Miami University

Q3. As a U.S.-listed foreign company, which must file financial reports with the SEC, Alibaba Group had the choice
between U.S. GAAP and IFRS. Although its subsidiaries had once prepared financial statements under IFRS, Alibaba
Group decided to prepare its financial statements under U.S. GAAP.
a. What are the pros and cons for Alibaba Group preparing its financial statements in accordance with U.S. GAAP
instead of IFRS?
b. Does the adoption of high-quality accounting standards such as U.S. GAAP or IFRS ensure high-quality financial
reporting by companies on a global scale? Why or why not?

In: Accounting

The Pew Research Center took a random sample of 2928 adults in the United States in...

The Pew Research Center took a random sample of 2928 adults in the United States in September 2008. In this sample, 53% of 2928 people believed that reducing the spread of acquired immune sample deficiency disease (AIDS) and other infectious diseases was an important policy goal for the U.S. government.

  1. If the significance level α=0.05, should we reject or fail to reject the null hypothesis? How would you interpret your results of hypothesis testing?        REJECT HO      DO NOT REJECT HO

INTERPRET:

  1. Based on the above questions, what is the difference between confidence interval and hypothesis testing? When should we use confidence interval and when should we use hypothesis testing?

In: Math

Here are the financial results for Springer’s corporation in 2020: Sales were $45,000, cost of goods...

Here are the financial results for Springer’s corporation in 2020: Sales were $45,000, cost of goods sold was $36,000, the company’s assets depreciated by $5,000 and the company paid $500 in interest.

Also, for 2020 net fixed assets were $29,000 while current assets were $10,000 and current liabilities were $5,500.

These are the values for 2019: net fixed assets = $25,500, current assets = $8,800 and current liabilities = $5,000. The tax rate is 35%.

  1. What is net income for 2020?
  2. What is the operating cash flow for 2020?
  3. What is the cash flow from assets for 2020? How do you interpret this result?
  4. What is the cash flow to shareholders?

In: Finance