The product is Apple AirPods

1. Discuss consumer responses to the current marketing communications and provide examples of these strategies.
2. Summarize brand influencers and describe how they affect the consumer decision-making process. Include examples of these influences.
3. Discuss how marketers have applied the diffusion of innovation model to their marketing communications for the brand.

1. Suppose you have to choose between two technologies for production of a Wankel engine outboard motor: Technology A uses computer-controlled machinery custom-designed to produce the complex shapes required for Wankel engines in high volumes and at low cost. But if the Wankel outboard does not sell, this equipment will be worthless. Technology B uses standard machine tools. Labour costs are much higher, but the machinery can be sold for $10 million if the engine does not sell. No excel file. Done by hand. Step by Step.

Assume that the present value of the project is $11.5 million at year 0 if Technology A is used.

1. What is the present value in year 0 if Technology B is used, ignoring the abandonment value? The risk-free rate is 7 percent.
2. Calculate the abandonment option value of Technology B. Assume that, if you abandon Technology B, you receive the $10 million salvage value but no operating cash flows.

How can people escape the poverty trap without necessarily migrating to the cities where industries are concentrated?

People are most likely to be attracted to certain cities that offer better job opportunities and income. According to Moretti, these cities are few, yet they have the concentration of most industries. The local ecosystem for most people is not usually conducive and does not lead to better opportunities for locals. A deeper understanding of how innovation clusters are established is key to coming up with solutions to solve the problem of migration to innovation clusters. While this is a difficult process, it will help provide insights as to whether people can escape the poverty trap, and whether this can be achieved within the local ecosystems. Moretti highlights various ways the clusters are established and one way is to locate their business operation near top academic institutions. Struggling communities have to reinvent themselves and only then shall they start the process of avoiding the poverty trap.

In the previous 5 years, Google paid an annual dividend as follows: Year Dividends 2011 2.7 2010 2.5 2009 2.2 2008 1.8 2007 1.5 Google is expected to pay a dividends of $3 in the next year (2012). What is the cost of equity of Google if its current stock price is $90? 2- As a technology-based firm, Google has a high beta of 1.4. if the risk-free rate of return is 5% and the market risk premium is 3%, calculate the cost of equity of Google using the capital asset pricing model (CAPM)? 3- As a financial analyst, you know that both DGM and the CAPM used in # 1 and # 2 above can be inaccurate, so you decided to calculate the average cost of equity of google. What is the average cost of equity of Google? 4- Google has a preferred stock that pays an annual dividend of 6$ to shareholders. What is the cost of Google’s preferred stocks if it is currently priced at $100? 5- Google has one bond outstanding that matures in 20 years. This bond has a coupon rate of 8%, paid semiannually. The bond currently sells for $1,124. What is the pre-tax cost of debt of Google? 6- Google currently has a 5 million common shares outstanding, and a 1 million preferred shares outstanding, and 100,000 bonds outstanding. Use your answers in #3, #4, and #5 to calculate Google Weighted Average Cost of Capital (WACC) if the corporate tax rate is 35%. In the previous 5 years, Google paid an annual dividend as follows: Year Dividends 2011 2.7 2010 2.5 2009 2.2 2008 1.8 2007 1.5 Google is expected to pay a dividends of $3 in the next year (2012). What is the cost of equity of Google if its current stock price is $90? 2- As a technology-based firm, Google has a high beta of 1.4. if the risk-free rate of return is 5% and the market risk premium is 3%, calculate the cost of equity of Google using the capital asset pricing model (CAPM)? 3- As a financial analyst, you know that both DGM and the CAPM used in # 1 and # 2 above can be inaccurate, so you decided to calculate the average cost of equity of google. What is the average cost of equity of Google? 4- Google has a preferred stock that pays an annual dividend of 6$ to shareholders. What is the cost of Google’s preferred stocks if it is currently priced at $100? 5- Google has one bond outstanding that matures in 20 years. This bond has a coupon rate of 8%, paid semiannually. The bond currently sells for $1,124. What is the pre-tax cost of debt of Google? 6- Google currently has a 5 million common shares outstanding, and a 1 million preferred shares outstanding, and 100,000 bonds outstanding. Use your answers in #3, #4, and #5 to calculate Google Weighted Average Cost of Capital (WACC) if the corporate tax rate is 35%.

On December 31, 2017, Dallas Inc. provided consulting services to Uplem Company at an agreed price of $356,630.79. Dallas accepted $75,000 down and agreed to accept the balance in six equal installments of $60,000 to be received annually on December 31^st, beginning December, 2018. An assumed interest rate of 7.5% is imputed.

Instructions:

Using Excel, prepare the amortization schedule and then record all required journal entries that would be made by Dallas and Uplem on the following dates (a) December 31, 2017; (b) December 31, 2018; (c) December 31, 2019; (d) December 31, 2020; (e) December 31, 2021; (f) December 31, 2022; (g) December 31, 2023.

In this assignment, you are required to write a Bash script, call it assignment2.sh. Your Bash script has to accept at least four input arguments, and must:

1) Print to the user a set of instructions explaining how the PATH variable can be used in Bash.

2) Save the manual of the 'awk' command in the file /tmp/help.txt.

3) Shut down your Ubuntu box at 2 o'clock tonight.

4) Store your name and your partner's name in a text file inside your home directory. The name of the file must have the following format: ite404-<date>.txt, where <date> is the current date; e.g. ite404-2020-10-26.txt.

6.9 Lab: Singly-Linked Lists

As an entry-level programmer you have to be able to read, understand existing code and update it (add new features). One of this assignment’s goals is to read about 400 lines of code in five files, compile and run the program, understand it, and change it as required.

Download and review the following files (read code and all comments carefully):

• College.h
• College.cpp
• LinkedList.h
• LinkedList.cpp
• main.cpp

---------------------------------------------------------

//colleges.txt

3 SBCC Santa Barbara City College; 18524
97 ZZC ZZ College; 9997
5 PCC Pasadena City College; 17666
7 NVC Napa Valley College; 18920
15 PVC Palo Verde College; 18266
4 DVC Diablo Valley College; 20579
6 FC Foothill College; 19302
12 CS College of the Siskiyous; 21936
99 CPC Cupertino College; 9999
10 CC Cuesta College; 19135
8 OC Ohlone College; 15878
98 ABC AB College; 9998
1 DAC De Anza College; 19302
9 IVC Irvine Valley College; 20577

--------------------------------------------------------------------------------

//LinkedList.cpp

#include <iostream>

#include "LinkedList.h"

using namespace std;

//**************************************************

// Constructor

// This function allocates and initializes a sentinel node

// A sentinel (or dummy) node is an extra node added before the first data record.

// This convention simplifies and accelerates some list-manipulation algorithms,

// by making sure that all links can be safely dereferenced and that every list

// (even one that contains no data elements) always has a "first" node.

//**************************************************

LinkedList::LinkedList()

{

head = new Node; // head points to the sentinel node

head->next = NULL;

length = 0;

}

//**************************************************

// The insertNode function inserts a new node in a

// sorted linked list

//**************************************************

void LinkedList::insertNode(College dataIn)

{

Node *newNode; // A new node

Node *pCur; // To traverse the list

Node *pPre; // The previous node

// Allocate a new node and store num there.

newNode = new Node;

newNode->college = dataIn;

// Initialize pointers

pPre = head;

pCur = head->next;

// Find location: skip all nodes whose code is less than dataIn's code

while (pCur && newNode->college.getCode() > pCur->college.getCode())

{

pPre = pCur;

pCur = pCur->next;

}

// Insert the new node between pPre and pCur

pPre->next = newNode;

newNode->next = pCur;

// Update the counter

length++;

}

//**************************************************

// The deleteNode function searches for a node

// in a sorted linked list; if found, the node is

// deleted from the list and from memory.

//**************************************************

bool LinkedList::deleteNode(string target)

{

Node *pCur; // To traverse the list

Node *pPre; // To point to the previous node

bool deleted = false;

// Initialize pointers

pPre = head;

pCur = head->next;

// Find node containing the target: Skip all nodes whose gpa is less than the target

while (pCur != NULL && pCur->college.getCode() < target)

{

pPre = pCur;

pCur = pCur->next;

}

// If found, delte the node

if (pCur && pCur->college.getCode() == target)

{

pPre->next = pCur->next;

delete pCur;

deleted = true;

length--;

}

return deleted;

}

//**************************************************

// displayList shows the value

// stored in each node of the linked list

// pointed to by head, except the sentinel node

//**************************************************

void LinkedList::displayList() const

{

   Node *pCur; // To move through the list

   // Position pCur: skip the head of the list.

   pCur = head->next;

   // While pCur points to a node, traverse the list.

   while (pCur)

   {

   // Display the value in this node.

   pCur->college.hDdisplay();

   // Move to the next node.

   pCur = pCur->next;

}

cout << endl;

}

//**************************************************

// The searchList function looks for a target college

// in the sorted linked list: if found, returns true

// and copies the data in that node to the output parameter

//**************************************************

bool LinkedList::searchList(string target, College &dataOut) const

{

bool found = false; // assume target not found

Node *pCur; // To move through the list

/* Write your code here */

return found;

}

//**************************************************

// Destructor

// This function deletes every node in the list.

//**************************************************

LinkedList::~LinkedList()

{

Node *pCur; // To traverse the list

Node *pNext; // To hold the address of the next node

// Position nodePtr: skip the head of the list

pCur = head->next;

// While pCur is not at the end of the list...

while(pCur != NULL)

{

// Save a pointer to the next node.

pNext = pCur->next;

// Delete the current node.

delete pCur;

   // Position pCur at the next node.

pCur = pNext;

}

delete head; // delete the sentinel node

}

--------------------------------------------------------------------------------------

//LinkedList.h

#ifndef LINKED_LIST_H

#define LINKED_LIST_H

#include "College.h"

class LinkedList

{

private:

struct Node

{

College college;

Node *next;

};

Node *head;

int length;

public:

LinkedList(); // constructor

~LinkedList(); // destructor

// Linked list operations

int getLength() const {return length;}

void insertNode(College);

bool deleteNode(string);

void displayList() const;

bool searchList(string, College &) const;

};

#endif

Case Study

In December 2016, Arshad Ali joined Imperial Computers Ltd. (ICL) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an assistant programmer in Gem Computers (Gem). Arshad felt that ICL offered better career prospects, as it was growing much faster than Gem, which was a relatively small company.

Although Arshad had enjoyed working there (at Gem), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at ICL, just as he had done in his old job at Gem.

ICL had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Arshad was quite excited about his new job.

Arshad joined Gunjan’s five-member team at ICL. He had met Gunjan during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them.

Wanting to know more about his boss, he casually asked Rehman, one of the team members, about Gunjan. Rehman said, “Gunjan does not interfere with our work. In fact, you could even say that she tries to ignore us as much as she can.” Arshad was surprised by the comment but decided that Gunjan was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential.

At Gem, Arshad had worked under Sultan and had looked up to him as a guide and mentor – always guiding, but never interfering. Sultan had let Arshad make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Arshad remembered telling his colleagues at Gem that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Arshad wanted to believe that Gunjan too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow.

In his first week at work, Arshad found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Gunjan. He smiled to himself when he thought of how Gunjan would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one.

He was daydreaming about all the praise that he was going to get when Gunjan walked into the office. Arshad waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Arshad introduced himself. She said, “Ok, but why did you want to meet me?” Arshad started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Arshad was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team.

Arshad came out of Gunjan’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested.

Aftab, one of the team members, said, “What is the point in our discussing these things? Gunjan is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?”

Arshad felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Arshad realized that Gunjan was the complete opposite of his old boss.

While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them.

Time and again, Arshad found himself thinking of Sultan his old boss, and of how he had been such a positive influence. Gunjan, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels.

Arshad gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Arshad was now in danger of becoming just another mediocre techie.

Questions:

Q1. What, according to you, were the reasons for Arshad’s disillusionment? Answer the question using Maslow’s Hierarchy of Needs.

Q2. What should Arshad do to resolve his situation?

Q3. What can a team leader do to ensure high levels of motivation among his/her team members?

Please note the dead line in3 hours

Case Study In December 2016, Arshad Ali joined Imperial Computers Ltd. (ICL) as a Senior Programmer, with a handsome pay. Prior to this job, he worked successfully as an assistant programmer in Gem Computers (Gem). Arshad felt that ICL offered better career prospects, as it was growing much faster than Gem, which was a relatively small company. Although Arshad had enjoyed working there (at Gem), he realized that to grow further in his field, he would have to join a bigger company, and preferable one that handled international projects. He was sure he would excel in his position at ICL, just as he had done in his old job at Gem. ICL had international operations and there was more than a slim chance that he would be sent to USA or the UK on a project. Knowing that this would give him a lot of exposure, besides looking good on his resume, Arshad was quite excited about his new job. Arshad joined Gunjan’s five-member team at ICL. He had met Gunjan during the orientation sessions, and was looking forward to working under her. His team members seemed warm and friendly, and comfortable with their work. He introduced himself to the team members and got to know more about each of them. Wanting to know more about his boss, he casually asked Rehman, one of the team members, about Gunjan. Rehman said, “Gunjan does not interfere with our work. In fact, you could even say that she tries to ignore us as much as she can.” Arshad was surprised by the comment but decided that Gunjan was probably leaving them alone to do their work without any guidance, in order to allow them to realize their full potential. At Gem, Arshad had worked under Sultan and had looked up to him as a guide and mentor – always guiding, but never interfering. Sultan had let Arshad make his own mistakes and learn from them. He had always encouraged individual ideas, and let the team discover the flaws, if any, through discussion and experience. He rarely held an individual member of his team responsible if the team as a whole failed to deliver – for him the responsibility for any failure was collective. Arshad remembered telling his colleagues at Gem that the ideal boss would be someone who did not interfere with his/her subordinate’s work. Arshad wanted to believe that Gunjan too was the non-interfering type. If that was the case, surely her non-interference would only help him to grow. In his first week at work, Arshad found the atmosphere at the office a bit dull. However, he was quite excited. His team had been assigned a new project and was facing a few glitches with the new software. He had thought about the problem till late in the night and had come up with several possible solutions. He could not wait to discuss them with his team and Gunjan. He smiled to himself when he thought of how Gunjan would react when he will tell her that he had come up with several possible solutions to the problem. He was sure she would be happy with his having put in so much effort into the project, right from day one. He was daydreaming about all the praise that he was going to get when Gunjan walked into the office. Arshad waited for her to go into her cabin, and after five minutes, called her up, asking to see her. She asked him to come in after tem minutes. When he went in, she looked at him blankly and asked, “Yes?” Not sure whether she had recognized him, Arshad introduced himself. She said, “Ok, but why did you want to meet me?” Arshad started to tell her about the problems they were having with the software. But before he could even finish, she told him that she was busy with other things, and that she would send an email with the solution to all the members of the team by the end of the day, and that they could then implement it immediately. Arshad was somewhat taken aback. However, ever the optimist, he thought that she had perhaps already discussed the matter with the team. Arshad came out of Gunjan’s cabin and went straight to where his team members sat. He thought it would still be nice to bounce ideas off them and also to see what solutions others might come up with. He told them of all the solutions he had in mind. He waited for the others to come up with their suggestions but not one of them spoke up. He was surprised, and asked them point-blank why they were so disinterested. Aftab, one of the team members, said, “What is the point in our discussing these things? Gunjan is not going to have time to listen to us on discuss anything. She will just give us the solution she thinks is best, and we will just do what she tells us to do; why waste everyone’s time?” Arshad felt his heart sink. Was this the way things worked over here? However, he refused to lose heart and thought that maybe, he could change things a little. But as the days went by, Arshad realized that Gunjan was the complete opposite of his old boss. While she was efficient at what she did and extremely intelligent, she had neither the time nor the inclination to groom her subordinates. Her solutions to problem were always correct, but she was not willing to discuss or debate the merits of any other ideas that her team might have. She did not hold the team down to their deadlines not did she ever interfere. In fact, she rarely said anything at all. If work did not get finished on time, she would just blame her team, and totally disassociate herself from them. Time and again, Arshad found himself thinking of Sultan his old boss, and of how he had been such a positive influence. Gunjan, on the other hand, even without actively doing anything, had managed to significantly lower his motivation levels. Arshad gradually began to lose interest in his work – it had become too mechanical for his taste. He didn’t really need to think; his boss had all the answers. He was learning nothing new, and he felt his career was going nowhere. As he became more and more discouraged, his performance suffered. From being someone with immense promise and potential Arshad was now in danger of becoming just another mediocre techie.

Question2: What should Arshad do to resolve his situation?