Mobile and wireless devices are being increasingly used in the Business Administration and Management Industry.   write a three-page paper that discusses three (3) mobile apps that could be used in business management. How do these apps increase the productivity of business managers and their customers? Are there any drawbacks involved in using these apps?

Your paper should include:

1. A three-page discussion of the problem.

2. A conclusion and list of all academic references used.

Write a program that checks if all the input numbers cover 1 to 99. Each ticket for the Pick-10 lotto has 10 unique numbers ranging from 1 to 99. Suppose you buy a lot of tickets and like to have them cover all numbers from 1 to 99. Write a program that reads the ticket numbers from a file and checks whether all numbers are covered. Assume the last ending number in the file is 0. Suppose the file contains the numbers

80 3 87 62 30 90 10 21 46 27

12 40 83 9 39 88 95 59 20 37

80 40 87 67 31 90 11 24 56 77

11 48 51 42 8 74 1 41 36 53

52 82 16 72 19 70 44 56 29 33

54 64 99 14 23 22 94 79 55 2

60 86 34 4 31 63 84 89 7 78

43 93 97 45 25 38 28 26 85 49

47 65 57 67 73 69 32 71 24 66

92 98 96 77 6 75 17 61 58 13

35 81 18 15 5 68 91 50 76 0

Your program should display

The tickets cover all numbers

Suppose the file contains the numbers

11 48 51 42 8 74 1 41 36 53

52 82 16 72 19 70 44 56 29 33

0

Your program should display

The tickets don't cover all numbers

Journal Entries and Trial Balance

On October 1, 20Y6, Jay Pryor established an interior decorating business, Pioneer Designs. During the month, Jay completed the following transactions related to the business:

Enter the following transactions on Page 2 of the two-column journal:

Required:

1. Journalize each transaction in a two-column journal beginning on Page 1, referring to the following chart of accounts in selecting the accounts to be debited and credited. (Do not insert the account numbers in the journal at this time.) Journal entry explanations may be omitted. If an amount box does not require an entry, leave it blank.

Target Corporation prepares its financial statements according to U.S. GAAP. Target's financial statements and disclosure notes for the year ended February 3, 2018, are - This material also is available under the Investor Relations link at the company's website.
1. On what line of Target's income statement is revenue reported? What was the amount of revenue Target reported for the fiscal year ended February 3, 2018? 2. Disclosure Note 2 indicates that Target generally records revenue in retail stores at the point of sale. Does that suggest that Target generally records revenue at a point in time or over a period of time? Explain. 3. Disclosure Note 2 indicates that customers ("guests") can return some merchandise within 90 days of purchase and can return other merchandise within a year of purchase. How is Target's revenue and net income affected by returns, given that it does not know at the time a sale is made which items will be returned? 4. Disclosure Note 2 indicates that "Commissions earned on sales generated by leased departments are included within sales and were $44 million ... in 2017." Do you think it likely that Target is accounting for those sales as a principal or an agent? Explain.
5. Disclosure Note 2 discusses Target's accounting for gift card sales. Does Target recognize revenue when it sells a gift card to a customer? If not, when does it recognize revenue? Explain. 6. Disclosure Note 4 discussed how Target accounts for consideration received from vendors, which they call "vendor income." Does that consideration produce revenue for Target? Does that consideration produce revenue for Target's vendors? Explain.

Consider an M / M / 1 queueing system with capacity N = 1, arrival rate λ = 0.2 customers per minute, and service rate µ =0.3 customers per minute. Let X(t) be the number of customers present at time t.

a) Suppose that X(0) =0. Calculate P{X(1) = 0} and P{X(10) = 0}

b) Suppose that X(0) =1. Calculate P{X(1) = 0} and P{X(10) = 0}

c) Could you have predicted the difference between the answers in part a, and part b by the general theory of limiting probabilities?

Suppose a geyser has a mean time between eruptions of 76 minutes . If the interval of time between the eruptions is normally distributed with standard deviation 27 minutes ​, answer the following questions.

(b) What is the probability that a random sample of 13 time intervals between eruptions has a mean longer than 87 minutes?

(c) What is the probability that a random sample of 100 time intervals between eruptions has a mean longer than 120 ​minutes?

(d) What effect does increasing the sample size have on the​ probability? Provide an explanation for this result.

​(e) What might you conclude if a random sample of

100 time intervals between eruptions has a mean longer than 120 minutes?

Problem 1

There are four checkout line in the deli, each of which is served by an employee who collects payment. Lately, we noticed that a checkout line was reserved for customers who used “dinning dollars”. (Customers with cash payments can only join the remaining three lines).

The original setup without the dining – dollars line. During the busy lunch period from 11:30 am to 2 pm, customers arrive at the deli at an average rate of 20 customers per minute. Suppose the customers are equally split among the four checkout lines. (In probability lingo, each customer randomly chooses a line to join, with the probability of choosing a particular line equal to the probability of choosing any other line). For simplicity, assume that each customer, once joins a line, does not switch to another line. An employee spends an average of 10 seconds per customer to determine the payment amount and to collect the payment with proper changes, if necessary. Assume that customer arrivals follow a Poisson process, and the service times are exponentially distributed.

1. What is the average time a customer spends in the checkout process (from joining a checkout line to departing )

2. What is the average number of customers in the checkout area (including all four checkout lines, waiting or being served)?

Now suppose one of the four checkout lines is dedicated to customers with dinning dollars. Because collecting dinning dollars in simpler than collecting cash (e.g, no changes are necessary), the average service time for dinning dollars customer is only 6 seconds. Suppose 25% of customers use dinning dollars. The remaining 75% of customers pay by cash, and thus must join one of the three cash lines. Again, these customers randomly pick a cash line to join (with equal probabilities). The average service time for a cash customer is 11 seconds. Assume that the arrival processes of the two customer classes are both Poisson, and their service times are exponentially distributed.

3. What is the average time a dinning-dollars customer spends in the checkout process (from joining the line to departing)? What about a cash customer?

4. What suggestions do you have to improve service without increasing staffing levels?

During oil drilling operations, components of the drilling assembly may suffer from sulfide stress cracking. An article reported on a study in which the composition of a standard grade of steel was analyzed. The following data on y = threshold stress (% SMYS) and x = yield strength (MPa) was read from a graph in the article (which also included the equation of the least squares line).

x_i = 10,579,    

y_i = 892,    

x_i² = 8,745,505,     

y_i² = 65,896,    

x_iy_i = 701,989

(a)What proportion of observed variation in stress can be attributed to the approximate linear relationship between the two variables? (Round your answer to four decimal places.)

answer: 0.8906

(b)Compute the estimated standard deviation

s_{1= __________________}

(Round your answer to four decimal places.)

(c) Calculate a confidence interval using confidence level 95% for the expected change in stress associated with a 1 MPa increase in strength. (Round your answers to three decimal places.)

( , )

Please answer b and c.

IMA Ltd.

Material Master Data Solutions

Overview:

In 2019 IMA celebrated 30 years in business. This is a big milestone for the company and clearly demonstrates our credibility and longevity in the market. In 1989 when the company started we were the trailblazers and focused on indirect material data (data related to the spare parts that keep manufacturing equipment running) before there were large ERP (Enterprise Resource Planning) systems. At that time our service allowed customers to find their spare parts quicker which allowed them to repair failed production equipment faster; thereby reducing expensive production downtime. Our sales team is responsible for revenue generation pertaining to the sale of our Material Master Data Management services. These services allow asset intensive organizations the ability to leverage normalized data within their ERP to achieve benefits related to reduced production downtime, better MRO part procurement, and the elimination of excess spare part inventory. For the most part our customers consist of manufacturing companies with multiple sites. The sites can range from a few within a province to hundreds worldwide. Customers such as Pepsi, Honda, and McCain Foods have been long time customers and rely on IMA to ensure their data remains best-in-industry.

The price model for our main revenue stream of project data cleanse has remained the same for the last decade; charges vary based on the work performed to each line of customer data. There are three service levels consisting of a cosmetic cleanse, standardization, and item enhancement with pricing by line item of $1.50, $2.50, and $3.50 respectively. Every project is subject to a $5,000 IT fee for data preparation. The average dataset is 60,000 line items but projects range from 2,000 line items to 750,000 line items. The sales team sells $25 million annually worth of project based dataset cleanse services worldwide. Recurring revenue is currently generated from a data governance solution that allows the customer to maintain the integrity of their newly cleansed data condition using a web based portal for item addition and item modification. Users pay $150 per person per month to access this service. Currently the recurring revenue represents $7.5 million or 15% of the company’s overall sales. The sales team is lean and consists of a team of 6 Territory Managers defined globally by geographic region. They report to a VP of Sales. Customer acquisition cost is high (approximately $5,000) due to the technical demand of this type of project. The sales process typically includes initial introductory web conference, customized data evaluation, sales proposal, ROI calculator, in-person proposal review and negotiations, and final proposal acceptance. Social media and the company website generate most of the leads. Competition is limited globally as we compete in a niche market. We project the total market globally for data set cleanse projects to be $500 million.

In 2017 the owners recognized a change in the market. Customers now have Data Governance teams of their own and attempt to perform the IMA services in-house. The IMA executive team allocated $3 million to generate a SAAS model solution that would provide customers the tools they need to clean and maintain their own data. If nothing was done to adapt to the market changes IMA could risk losing the project based revenue steam. Instead, the SAAS would generate a solution for the changed market while creating a new revenue stream for IMA.

The SAAS solution is branded as uManage Pro and consists of the following:

uManage SEARCH – allows users to effectively search their item master data. Currently the typical ERP is weak at best with its search capability.

uManage DATA LIBRARY – users can access a data repository of over 3 million items to assist with item addition. This is the largest single data repository of its kind in the global marketplace. IMA is the first to allow external users to access the data. It has been created over 30 years and would be costly and timely for a competitor to re-create.

uManage DATA GOVERNANCE – this tool allows customers to maintain their data using an embedded data schema. Doing so ensures consistency amongst the data in their item master while preventing duplicate entries. Data Governance includes both the SEARCH and DATA LIBRARY services.

uManage PRO – includes search, data library, data governance, as well as a full cleansing tool that allows the user to clean their own data. This advanced technology replicates the tools IMA has used for the last decade. AI (neural network) is a significant contributor to the SAAS and is the first of its kind.

Market Pricing

Service                                     Monthly cost per user

SEARCH                                   $     49.00

DATA LIBRARY                         $     99.00

DATA GOVERNANCE               $     99.00

uManage Pro                          $5,000.00 (monthly fee, unlimited users)

The challenge:

The executives at IMA recognized the change in the market in 2017 and made a bold decision to prepare for the changes before it was too late. They should be commended for their foresight and their commitment to change the company to meet the market demands. However, hiring a software development team and creating the technology is only a portion of what it takes to maintain their position as markets leaders. IMA has realized that their current marketing team is unfamiliar with the strategies involved in marketing an innovative SAAS. The VP of sales has admitted that his current team is extremely successful at selling the typical IMA project based services however software, specifically SAAS, is an area that they are not currently skilled to sell. The technology is now completed and IMA is unprepared to take their market leading solution to market.

Options to consider:

1.

Do we train the current marketing and sales team to better understand how to perform

their area of responsibility with regards to SAAS?

2.

Do we hire a new marketing/sales team that specializes in SAAS Social Selling?

Marketing?

3.

Can a third party marketing company be leveraged in the short term to augment the

existing marketing team?

4.

Should there be a test period for any of these ideas?

Question. what will be the sale strategy of the company?

b) who will be targeted market and customers?

c) action plan and financial forecast for one year to reach mention target?