Could the subprime meltdown in the US that happened between 2007 to 2010 can also happen in the Philippines? Why or why not? Explain
In: Finance
Are there recent changes to the Healthy Hunger Free Kids Act of 2010? If so what changes are currently being done and why?
In: Economics
In: Nursing
Advanced Digital Design is analyzing a capital investment project for using new computing technology to reduce current operating costs. The new computing technology will have a five-year life with no salvage value at the end of five years. Advanced Digital Design’s cost of capital is 12%. Relevant cash flows and present value factors for 5 years @ 12% are as follows: Investment in computer technology = $500,000. Annual net cash savings from new computer technology = $135,000. Salvage value of new computer technology = $0. Present value of $1 = 0.5674 Present value of an annuity of $1 = 3.6048 The net present value of the investment in new computing technology is: A) $(423,401) B) $ (13,352) C) $76,599 D) $175,000
In: Accounting
PLC and the Diffusion of Innovation
Identify the stage your product is in on the Product Life Cycle (PLC).
Then, based on the stage your product is in on the Product Life Cycle, you will identify the consumers you will be targeting in terms of the Diffusion of Innovations.
By using the question above, make the summary by using Nissan Almera as the brand and search Nissan Almera (PLC) and Diffusion of Innovations (300-350 words)
In: Economics
What are the business mechanisms that are available to stimulate and support innovation and investment in Ontario’s and/or Canada’s bio economy with particular reference to forest
bioeconomy.
Benchmark and compare Canadian and Ontario’s examples to programs from jurisdictions within the European Union (preferably individual Scandinavian States) and the EU itself
1. What is the current inventory of available options?
2. Identify possibly opportunity gaps;
3.How do they track in relation to Technical Readiness Level (TRL)?
4. Identify and compare qualification brackets (program eligibility);
5. Identify and compare those associated standard and specialized performance metrics of various programs;
6. Create a visualization map of Ontario’s and Canada’s business mechanisms, overlaid by research investment and business investment;
7. Identify or develop best case examples drawn from the comparison state or Canada (explain how and why).
In: Operations Management
Training for New Computer Systems Enhances Implementation
Many health systems have been upgrading to new computer systems. If you have ever experienced this kind of change, you know that it is quite a complex process with many opportunities to derail the project. Several years ago, a local health system implemented a computer upgrade to a new electronic medical record (EMR) system. Management and administration had been preparing for this upgrade for several years. The administration allocated the necessary resources to make the implementation a success not only financially but also in terms of increasing information technology (IT) staff and training of “superusers” or champions. These “superusers” were from within the organization and from every level of the organization and were given extensive training well ahead of other users. In preparation for this change, management spent time and resources educating those working within the organization about the importance of this upgrade in achieving the mission of the organization by increasing connectivity with other health systems, maximizing reimbursement, and achieving meaningful use compliance (innovations–values fit). This pre-education enhanced the implementation climate by helping the intended users understand that the transition to an upgraded EMR was an organizational priority, thereby enhancing the implementation effectiveness. Over several months, the targeted users (nursing staff, providers, managers, front desk workers, and coding and billing personnel) were trained in preparation for the change. Target dates for the change were set, and clinic schedules were reduced to allow time for using the new system (another example of management support). Although it was a bumpy ride, the upgrade to the new computer system, as well as the implementation effectiveness, was very successful. Others may argue that the innovation effectiveness (the benefit of the new computer system to the organization and ease of use) is not quite so apparent.
Questions
1. Who are/would (be) the champions in your organization? What qualifies them to be champions, or which qualities do they possess?
2. When your organization has implemented a major change, did it have the benefit of a strong implementation climate? Which steps did the organization take to ensure successful implementation effectiveness? What could it have changed to improve the climate and effectiveness?
3. How did your organization determine the success of the implementation of the new policy or innovation? Which measures were evaluated? Should the organization have reexamined the implementation or made the decision to change course? Why or why not?
In: Nursing
Write a narrative description highlighting the demographic changes seen in the Cumberland community in Illinois to explain the complete Data Template below for the general public. ? Demographics: Include the total number and percent of each in the Data Template below to gather data for both the county, state, and national data from both the 2000 and 2010 Census to show how the county has changed from the last Census as well as how it compares to the demographics of the state and the nation. The data template MUST be included as an appendix in your paper. ? Total Population (include the percent change in population from the 2000 to the 2010 Census) ? Age Distribution (use other similar parameters if unable to find the exact same in your research) ? Under 1 Year ? 1 to 5 Years ? 6 to 13 Years ? 14 to 17 Years ? 18 to 24 Years ? 25 to 49 Years ? 50 to 64 Years ? 65 to 84 Years ? 85 Years and Older ? Females 15 – 44 Years ? Gender ? Median Age ? Racial & Ethnic Composition ? Hispanic ? White (Non-Hispanic) ? Black ? Asian/Pacific Islander ? Socioeconomic Status (include total number and percentage of each) ? Median Household Income ? Persons Below 100% of Poverty Level ? Persons Below 200% of Poverty Level ? Households with Social Security Income ? Households with Public Assistance Income ? Unemployed Persons 16 Years & Older ? High School Graduates 25 Years & Older ? College Graduates 25 Years & Older.
Community Description Data Template
|
Data |
Cumberland Community |
Illinois State |
United States |
|||
|
2010 Census |
2000 Census |
2010 Census |
2000 Census |
2010 Census |
2000 Census |
|
|
Total Population: |
||||||
|
Percent Change: |
||||||
|
Age Distribution |
||||||
|
Under 5 years: |
8,217 |
7,986 |
140,022 |
|||
|
5 to 9 years: |
8,338 |
142,385 |
||||
|
10 to 14 years: |
8493 |
143,728 |
||||
|
15 to 19 years: |
8350 |
147,923 |
||||
|
20 to 24 years: |
7,884 |
150,014 |
||||
|
25 to 34 years: |
16,574 |
274,514 |
||||
|
35 to 44 years: |
17,682 |
246,450 |
||||
|
45 to 54 years: |
21,243 |
277,343 |
||||
|
55 to 59 years: |
||||||
|
60 to 64 years: |
24,501 |
266,439 |
||||
|
65 to 74 years: |
16,033 |
170,263 |
||||
|
75 to 84 years: |
6,786 |
91,142 |
||||
|
85 years and over: |
2,599 |
33,826 |
||||
|
Females 15 – 44 years: |
||||||
|
Gender |
||||||
|
Male: |
71,32 |
63, 246 |
1,029,757 |
|||
|
Female: |
73,913 |
66,064 |
1,050,328 |
|||
|
Median Age: |
43.90 |
36.80 |
37.40 |
|||
|
Data |
Community |
State |
United States |
|||
|
2010 Census |
2000 Census |
2010 Census |
2000 Census |
2010 Census |
2000 Census |
|
|
Racial & Ethnic Composition |
||||||
|
Hispanic: |
74, 650 |
63,405 |
978,189 |
|||
|
White (Non-Hispanic): |
47,394 |
543,687 |
||||
|
African-American: |
1,097 |
826 |
42,515 |
|||
|
Asian/Pacific Islander: |
1,675 |
1,672 |
28,578 |
|||
|
Socioeconomic Status |
||||||
|
Median Household Income: |
||||||
|
Persons Below 100% of Poverty Level: |
||||||
|
Persons Below 200% of Poverty Level: |
||||||
|
Households with Social Security Income: |
32.48% |
30.93% |
29.33% |
|||
|
Households with Public Assistance Income: |
2.18% |
2.72% |
2.82% |
|||
|
Unemployed Persons 16 & Older: |
8.94% |
9.58% |
9.17% |
|||
|
High School Graduates 25 Years & Older: |
||||||
|
College Graduates 25 Years & Older: |
||||||
In: Operations Management
Analysis and Interpretation of Profitability
Balance sheets and income statements for Nordstrom, Inc. follow.
Refer to these financial statements to answer the requirements.
| NORDSTROM, INC. Consolidated Statements of Earnings |
|||
|---|---|---|---|
| For Fiscal Years Ended ($ millions) | 2010 | 2009 | 2008 |
| Sales | $ 8,258 | $ 8,272 | $ 8,828 |
| Credit card revenues | 369 | 301 | 252 |
| Total revenues | 8,627 | 8,573 | 9,080 |
| Cost of sales and related buying and occupancy costs | (5,328) | (5,417) | (5,526) |
| Selling, general and administrative expenses | |||
| Retail | (2,109) | (2,103) | (2,130) |
| Credit | (356) | (274) | (177) |
| Earnings before interest and income taxes | 834 | 779 | 1,247 |
| Net interest expense | (138) | (131) | (74) |
| Earnings before income taxes | 696 | 648 | 1,173 |
| Income tax expense | (255) | (247) | (458) |
| Net earnings | $ 441 | $ 401 | $ 715 |
| NORDSTROM, INC. Consolidated Balance Sheets |
||
|---|---|---|
| ($ millions) | January 30, 2010 | January 31, 2009 |
| Assets | ||
| Current Assets | ||
| Cash and cash equivalents | $ 795 | $ 72 |
| Accounts receivable, net | 2,035 | 1,942 |
| Merchandise inventories | 898 | 900 |
| Current deferred tax assets, net | 238 | 210 |
| Prepaid expenses and other | 88 | 93 |
| Total current assets | 4,054 | 3,217 |
| Land, buildings and equipment, net | 2,242 | 2,221 |
| Goodwill | 53 | 53 |
| Other assets | 230 | 170 |
| Total assets | $ 6,579 | $ 5,661 |
| Liabilities and Shareholders' Equity | ||
| Current liabilities | ||
| Accounts payable | $ 726 | $ 563 |
| Accrued salaries, wages and related benefits | 336 | 214 |
| Other current liabilities | 596 | 525 |
| Current portion of long-term debt | 356 | 299 |
| Total current liabilities | 2,014 | 1,601 |
| Long-term debt, net | 2,257 | 2,214 |
| Deferred property incentives, net | 469 | 435 |
| Other liabilities | 267 | 201 |
| Shareholders' equity | ||
| Common stock, no par value | 1,066 | 997 |
| Retained earnings | 525 | 223 |
| Accumulated other comprehensive income (loss) | (19) | (10) |
| Total shareholders' equity | 1,572 | 1,210 |
| Total liabilities and shareholders' equity | $ 6,579 | $ 5,661 |
HINT: For Sales use "Total revenues" for your computations, when applicable.
(a) Compute net operating profit after tax (NOPAT) for 2010. Assume that the combined federal and statutory rate is: 37.0%. (Round your answer to the nearest whole number.)
(b) Compute net operating assets (NOA) for 2010 and 2009.
(c) Compute RNOA, net operating profit margin (NOPM), and net operating asset turnover (NOAT) for 2010. Do not use NOPM x NOAT to calculate RNOA. (Do not round until final answers. Round to two decimal places.)
(d) Compute net nonoperating obligations (NNO) for 2010 and 2009.
(e) Compute return on equity (ROE) for 2010. (Round your answers to two decimal places. Do not round until your final answer.)
(f) Infer the nonoperating return component of ROE for 2010. (Use answers from above to calculate. Round your answer to two decimal places.)
In: Accounting
In: Economics