A company is developing a new high performance wax for cross country ski racing. In order to justify the price marketing​ wants, the wax needs to be very fast.​ Specifically, the mean time to finish their standard test course should be less than 55 seconds for a former Olympic champion. To test​ it, the champion will ski the course 8 times. The​ champion's times​ (selected at​ random) are

58.9​,

64.3​,

45.6​,

52.1​,

45.2​,

49.9​,

54.9​,

and

44.3

seconds to complete the test course. Should they market the​ wax? Assume the assumptions and conditions for appropriate hypothesis testing are met for the sample. Use 0.05 as the​ P-value cutoff level.

Calculate the​ P-value.

​P-value=

Then please read the article Uber's International 'Launch Playbook:

In 2011, when Uber first took its car service app abroad, the company made its Paris debut an all-consuming event. From headquarters in San Francisco, Chief Executive Officer Travis Kalanick personally hired and oversaw the three people running local operations ahead of the service's tense first day online in France. Every one ofUber's then-20 employees studied Parisian cab rates, or neighborhood traffic density, or French transportation laws. These days, things are less frantic. A few hours before Uber's Nov. 12 launch in Budapest, Austin Geidt , the company's head of global expansion, made time to talk through the process at a San Francisco cafe. A $17 billion valuation will do a lot to soothe jangled nerves. Geidt, a 29-year-old with one employer on her resume, helped Uber roll out in a dozen cities two years ago. Now it's adding one every other day. Budapest marked the 100th foreign city on six continents where Uber rides are available and made Hungary the 46th country where it operates. (Uber is in about 140 cities in the U.S.) While Geidt's team used to agonize over data on competition and demand in different cities to decide where to expand next, "At this point we go so quickly, I wouldn't say that it particularly matters," she says. "If we're not there now, we'll be there in a week." Geidt oversees what Uber calls its "launch playbook," a list of business strategies and operating guidelines that have been compiled by an internal team of about 40 employees. It doesn't cover everything: During a Nov. 14 dinner with New York journalists on the guest list, Uber's senior vice president for business, Emil Michael, suggested the company spend $1 million to hire a team of researchers that would target critical reporters. And Uber said on Nov. 18 that it was investigating Josh Mohrer, the head of its New York office, for tracking rides taken by a BuzzFeed reporter. The playbook includes a blueprint for expansion that begins with three people, mostly locals, in each new city: a marketer, someone to recruit drivers, and a general manager who deals with area authorities and competitors and reports to Geidt. Despite the consistent regimen, she says she tries to view each city operation as its own startup.

That has to change when one ofUber's foreign teams screws up. A brief international public-relations crisis ensued in October, when the Lyon (France) office ran a promotion offering customers a ride with an "incredibly hot chick." The trouble blew over after executives from San Francisco stepped in to stop the ad campaign. In India, Uber's biggest market outside the U.S., the central bank threatened to shut it down for skirting cybersecurity regulations by routing payments through a foreign subsidiary. The company announced in a Nov. 12 blog post that it would comply with Indian laws by hiring Paytm, a local mobile payments business, to set up virtual wallets for Indian users. It's been tougher for Uber to deal with local regulators and labor groups complaining that the company operates as an unlicensed taxi service and drains money from their transportation markets. Taxi drivers organized antiUber protests this summer that blocked streets in London and Western European cities. In the past six months, governments in Australia, Belgium, Germany, and the Philippines have instituted short-lived bans on the service or levied stiff fines on its drivers. Cabbies barricaded the door at the party celebrating Uber's Milan debut. Geidt says governments "are very hesitant to see us come, often. We're a big enough brand now that they catch on to us being there quicker than they used to." Geidt noticed Uber's smartphone app shortly after its launch in 2010, when it was a black-car service confined to San Francisco. "I loved the idea," she says, even though "I was probably too poor to be an actual customer." Having just earned a B.A. in English from the University of California at Berkeley, she e-mailed then-CEO Ryan Graves and scored an internship in the marketing department. Later she helped set up and eventually run Uber's first satellite operation, in New York. "She bounced around quickly enough that, all of a sudden, she was doing all parts of the operations in the city," says Graves, now head of global operations. Soon, Geidt was opening Uber offices across the U.S. She invited Boston cabbies to the Harvard Business School library, where she held recruitment meetings while posing as a student to get a free desk and Wi-Fi. She spent the night at a tow yard in Austin, Texas, paying fines for drivers to retrieve cars impounded in a police sting that targeted unlicensed taxis.

Since taking on international expansion in 2012, Geidt has focused much of her attention on Asia. Last year, CEO Kalanick summoned her and his other lieutenants to Beijing, where they worked for two weeks to hone their plan for China, from business structure and licenses to map data and the most popular forms of payment. "Everyone we talked to said, 'You should take four years to really research China, ' " recalls Geidt. "And we said, 'No, let's just go.'" Uber drivers have begun to roam seven cities on the mainland this year and will add several more soon, says regional manager Candice Lo. Uber couldn't afford to wait. China already has two dominant taxi-booking apps, each backed by one of the country's two biggest Internet companies, Tencent (700:HK) and Alibaba (BABA). It also faces fresh competition in the U.S., where Lyft has been slashing its prices to undercut the company. "We plan to expand internationally, but the U.S. is the biggest opportunity right now," says Lyft CEO Logan Green. To fuel expansion abroad, Uber is in talks to raise $1 billion on top of the $1.2 billion it announced in June, according to two people familiar with the fundraising who weren't authorized to discuss it publicly. "Pretty soon we're going to have more cities outside of the U.S. than inside, and we want to make big bets going forward to make sure that we're able to continue to roll out and invest in these global cities," says Kalanick, who won't confirm the new round of fundraising. Local opposition notwithstanding, the ultimate aim is even grander, says Geidt: "We really do intend to be everywhere."

Write a 500 Word document responding to the following questions:

Why is Uber choosing to expand so rapidly?

Are there first-mover advantages for this business?

Are there any downsides to being a first mover in this business?

How sustainable are any advantages in this business?

Megatronics Corporation, a massive retailer of electronic products, is organized in four separate divisions. The four divisional managers are evaluated at year-end, and bonuses are awarded based on ROI. Last year, the company as a whole produced a 14 percent return on its investment.

During the past week, management of the company’s Northeast Division was approached about the possibility of buying a competitor that had decided to redirect its retail activities. (If the competitor is acquired, it will be acquired at its book value.) The data that follow relate to recent performance of the Northeast Division and the competitor:

Management has determined that in order to upgrade the competitor to Megatronics’ standards, an additional $150,000 of invested capital would be needed.

Required:

1. Compute the current ROI of the Northeast Division and the division’s ROI if the competitor is acquired.

2. If divisional management is being evaluated on the basis of ROI, will the Northeast Division likely pursue acquisition of the competitor?

3-a. Compute the ROI of the competitor as it is now and after the intended upgrade.

3-b. If ROI is used as the basis for evaluation, would Megatronics Corporation likely be in favor of the acquisition of the competitor?

4. Calculate the Northeast Division's ROI after acquisition of competitor but before upgrading.

5-a. Assume that Megatronics uses residual income to evaluate performance and desires a 10 percent minimum return on invested capital. Compute the current residual income of the Northeast Division and the division’s residual income if the competitor is acquired.

5-b. If divisional management is being evaluated on the basis of residual income, will the Northeast Division likely pursue acquisition of the competitor?

Compute the current ROI of the Northeast Division and the division’s ROI if the competitor is acquired. (Round your answers to 2 decimal places (i.e., .1234 should be entered as 12.34).)

Compute the ROI of the competitor as it is now and after the intended upgrade.

Assume that Megatronics uses residual income to evaluate performance and desires a 10 percent minimum return on invested capital. Compute the current residual income of the Northeast Division and the division’s residual income if the competitor is acquired.

You are the editor of a publishing company and are careful to register all of your books with the U.S. Copyright Office. One of your star authors, Jackie Yolan, just published his latest crime mystery, “Seven Ways to Get Away.” The new book is popular in the United States, and you are interested in distributing the novel abroad. You soon learn that a company in India is publishing a very similar book in the Hindi language. You believe the book will be as popular in India as it is in the United States. You believe that the Indian publication would violate your U.S. copyright rights, but are not sure about your international rights. Discuss whether your publication is protected in India and why.

Victoria A. Ladd, 51, was employed by Jos-Tech, Inc., a custom plastics fabricating company located in Kent, Ohio, for many years. From January 2013 until January 2018, she wrote several checks to herself and cashed them or deposited them into her personal accounts. She also authorized electronic payments from Jos-Tech’s bank accounts to pay off her personal VISA and Mastercard charges. The checks and electronic payments she directed to accounts to benefit herself or cashed totaled approximately $490,462 over a five-year period.

Ladd pleaded guilty to bank fraud in a plea agreement dated November 18, 2019, in the U.S. District Court for the Northern District of Ohio (Case No. 5:19 CR 655). She is free on bond, awaiting sentencing in March 2020.

Questions:

1. List as many job duties of Victoria Ladd that you can surmise from the story.
2. Classify the job duties you listed into one of these three categories: asset handling; record keeping; and transaction approval.
3. How might the management at Jos-Tech have prevented Ladd’s fraud scheme?

Case Study: Personal Beliefs in the Workplace Don Shakow was a prominent professional who worked in Seattle and Massachusetts in U.S. This case study discusses the nature of Don Shakow’s professional and personal lives. When you read the case study, notice that Don had controversial personal opinions and choices. The heading of Don Shakow’s obituary reads, "Don Shakow’s moral beliefs put to test in the workplace." Although as an economist (rather than an engineer), Shakow’s commitments and expertise certainly overlapped those of engineers. Among other things, he served as an expert witness on the economics of rapid-transit and public energy proposals. In the mid-70s, he joined Mathematical Sciences Northwest to evaluate proposed power projects for Seattle City Light Company, the city’s electricity utility. His finding that regional energy needs were seriously over-estimated resulted in Seattle City Light withdrawing its support for two Washington public power supply system nuclear plants. Shakow’s former colleague, Frank Miller, commented that their eventual construction "resulted in the largest utility-bond default in U.S. history." Shakow supported many liberal political causes, such as organic farming, home grown food, and food cooperatives. He protested against the Vietnam War. He co-founded the Little Bread Co., which carried messages on its reader board, such as "We Can’t Support One Gov’t ‒ Let Alone Thieu" (A reference to the then premier of South Vietnam). No doubt a somewhat controversial figure throughout his activist life, he was characterized by the reporter, Carole Beers, as "that rare individual: he fully integrated his moral beliefs into his work life." Page 2 of 3 Discuss the difficulties of fully integrating one’s moral beliefs into one’s work life.

1. According to this case, what was the key thing Don Shakow was doing in his life? ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

2. Is it desirable to try to mix ones moral beliefs with work life? Support your answer with an example. ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

3. Can one’s personal obligations conflict with the obligations that one has as a professional engineer or employee?

Support your answer with an example. _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________ ______________________________________________________________________________

4. If so, how should such a conflict be resolved?

READ the scenario pasted below then answer the following 4 questions:

Elaine Bridgewater, the former professional golfer you hired to oversee your golf equipment company's relationship with retailers, knows the business inside and out. As a former touring pro, she has unmatched credibility. She also has seemingly boundless energy, solid technical knowledge, and an engaging personal style. Unfortunately, she hasn't been quite as attentive as she needs to be when it comes to communicating with retailers. You've been getting complaints about voice-mail messages gone unanswered for days, confusing e-mails that require two or three rounds of clarification, and reports that are haphazardly thrown together. As valuable as Bridgewater's other skills are, she's going to cost the company sales if this goes on much longer. The retail channel is vital to your company's survival, and she's the employee most involved in the channel.

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1. List specific areas where her performance must improve. Consider possible causes for performance problems and whether they are rooted in ability (skill gaps, unclear objectives, etc.) or mentality (i.e. personality, attitude, etc.).

2. Identify reasons improving performance is important (costs of low performance, benefits of improved performance).

3. Describe target performance quality.

4. Identify areas in which performance is strong.

Crane Company issues $5040000, 7%, 5-year bonds dated January 1, 2020 on January 1, 2020. The bonds pay interest semiannually on June 30 and December 31. The bonds are issued to yield 6%. What are the proceeds from the bond issue?

East Food Company imports food products such as meats, cheese, and pastries to the U.S. from warehouses at ports in Rome, Seville, and Rotterdam. Ships from these ports deliver the products to U.S. ports, i.e. Hampton, Charleston, and Jacksonville, where they are stored in company warehouses before being shipped to distribution centers in Houston, Kansas City, and Minneapolis. The products are then distributed to specialty food stores and sold through catalogs. The shipping costs ($/1,000 lb.) from the European ports to the U.S. ports and the available supplies (1,000 lb.) at the European ports are provided in the following table: European Port U.S. Ports Supply Hampton Charleston Jacksonville Rome $420 $390 $610 55 Seville 510 590 470 78 Rotterdam 450 360 480 37 The transportation costs ($/1,000 lb.) from each U.S. ports of the three distribution centers and the demands (1,000 lb.) at the distribution centers are as follows: U.S. Ports Distribution Center Houston Kansas City Minneapolis Hampton 75 63 81 Charleston 125 110 95 Jacksonville 68 82 95 Demand 60 45 50

a. [2 Marks] Develop a mathematical model that minimizes total transportation costs between the European ports and the warehouses and the distribution center at the U.S.

b. [1 Mark] Solve it using software and show the results. c. [1 Mark] What is the minimum total transportation cost?

d. [1 Mark] Discuss the results in the context of the slack/surplus.

QUESTION # 4. Consider Question 1 above. Suppose that due certain reasons, the available supply from Seville has been decreased to 50 (in 1,000 lb.). a. [2 Marks] Develop a mathematical model that minimizes total transportation costs between the European ports and the warehouses and the distribution center at the U.S., considering the decrease in the available supply from Seville.

b. [1 Mark] Solve it using software and show the results. c. [1 Mark] What is the minimum total transportation cost?

d. [1 Mark] Discuss the results in the context of the slack/surplus

Prepare necessary adjusting entries to correct the errors on all issues (ii) to (v) in the financial statements of GHL for the year ended 31 March 2020 in accordance with relevant HKFRSs.  

(ii) At 1 April 2019 there was a deferred tax liability of $6.6 million in the statement of financial position and no adjustments have been made to this figure at 31 March 2020. This deferred tax liability was solely in relation to the differences between the carrying amount ($90 million) and the tax based ($57 million) of plant and equipment. At 31 March 2020 these figures were $96 million and $54 million respectively for the carrying amount and tax base of plant and equipment. The applicable income tax is 20%. GHL accounts for plant and equipment using cost model under HKAS 16 ‘Property, Plant and Equipment’.

The first tax loss carried forward in respect of the year ended 31 March 2020 is $24 million. GHL has reliable budgets for a total taxable profit of $12 million for the next two financial years. Tax losses can be carried forward indefinitely under the tax law. Fanny used the full amount of tax loss to determine the deferred tax amount and has been reflected in the draft financial statements.

(iii) On 31 March 2020 GHL issued $15 million 5% convertible bonds at par. Interests on the bonds are payable annually in arrears with first payment on 31 March 2021. Issue costs payable to professional advisers were $600,000. The bond can, at the choice of the holders, be redeemed at par on 31 March 2023; or converted on 31 March 2023 into ordinary shares in GHL at the rate of three ordinary shares for every $10 bond held.

In the draft financial statements, the proceeds from the bond issue have been recognized as bonds payable. The issue costs have been classified as an administrative expense. Cash received and paid has been recognized. No other entries have been made. The prevailing market interest rate for similar bonds for equivalent risk, but without conversion rights, is 8% per annum.

(iv) On 1 April 2019, GHL entered into a sale and leaseback agreement for its manufacturing plant. The plant was originally acquired by GHL on 31 March 2009 for $8,910,000, at which point the plant had a useful life of 30 years with no residual value. The sale proceeds of plant from the sale and leaseback agreement were $11.25 million, which is higher than the fair value of the plant of $9.0 million. The plant was leased back on a 20-year lease from 1 April 2019 at an annual rental of $1,105,350 to be paid annually in arrears at 31 March 2020. The sale satisfies HKFRS 15 "Revenue from Contracts with Customers", however, she insisted to account for it as a financing arrangement. The first lease rental is paid and charged to the statement of profit or loss. The sales proceed was treated as a financial liability. The incremental borrowing rate is 15% per annum.  

(v) GHL purchased a factory site in Malaysia on 1 April 2019 with intention for industrial use. Land prices in the area had increased significantly in the years immediately prior to 31 March 2020. Nearby sites had been acquired and converted into residential use. It is felt that, should the GHL's site also be converted into residential use, the factory site would have a market value of $27 million. $1.5 million of costs are estimated to be required to demolish the factory and to obtain planning permission for the conversion. GHL was not intending to convert the site at 1 April 2019 and had not sought planning permission at that date. The current replacement cost and carrying amount of the factory site are correctly calculated as $25.1 million and $28 million respectively as at 31 March 2020 before revaluation. Fanny did not reflect the change in fair value of the factory site even the factory site is measured using the revaluation model under HKAS 16.