three customers contribute between 27% and 74% revenue 2004-2006 questions

Questions

For each problem, perform the following steps. Assume that all variables are normally or approximately normally distributed.

State the hypothesis and identify the claim.

Find the critical value(s).

Compute the test value.

Make the decision.

Summarize the results.

The average temperatures for a 25-day period for Birmingham, Alabama, and Chicago, Illinois, are shown. Based on the samples, at α = 0.10, can it be concluded that it is warmer in Birmingham? [4]

Birmingham					Chicago
78	82	68	67	68	70	74	73	60	77
75	73	75	64	68	71	72	71	74	76
62	73	77	78	79	71	80	65	70	83
74	72	73	78	68	67	76	75	62	65
73	79	82	71	66	66	65	77	66	64

In: Statistics and Probability

Refer to the accompanying data set and construct a 95% confidence interval estimate of the mean...

Refer to the accompanying data set and construct a 95% confidence interval estimate of the mean pulse rate of adult females; then do the same for adult males. Compare the results.

Males	Females
84	80
77	97
52	60
59	65
51	55
59	79
52	78
75	85
50	86
65	59
70	34
62	68
65	85
76	74
79	75
65	63
68	68
99	81
44	62
86	64
70	82
67	85
70	68
71	73
51	83
65	89
58	90
80	90
74	92
66	96
62	66
98	92
58	82
67	81
57	73
56	54
69	101
70	74
86	78
59	77

In: Statistics and Probability

Refer to the accompanying data set and construct a 90% confidence interval estimate of the mean...

Refer to the accompanying data set and construct a 90% confidence interval estimate of the mean pulse rate of adult females; then do the same for adult males. Compare the results.

Males Females

82 83

72 94

48 59

57 64

54 56

62 80

53 78

74 86

53 86

63 58

73 35

61 65

65 85

76 76

83 75

65 64

64 68

93 79

41 59

84 63

74 82

64 82

72 68

70 75

57 88

66 91

58 87

82 93

73 89

64 97

66 69

96 92

57 84

65 80

58 73

58 53

68 99

67 73

84 78

56 74

In: Statistics and Probability

Refer to the accompanying data set and construct a 90% confidence interval estimate of the mean...

Refer to the accompanying data set and construct a 90% confidence interval estimate of the mean pulse rate of adult females; then do the same for adult males. Compare the results.

Males	Females
83	79
74	96
51	56
61	67
53	55
59	83
53	78
78	84
52	90
63	58
69	37
61	64
67	86
76	76
80	78
65	64
68	66
97	76
45	62
86	66
75	83
61	80
70	72
73	72
54	85
64	90
58	86
78	89
72	88
67	94
67	70
98	88
57	83
68	83
60	74
56	58
66	103
67	73
85	74
56	75

In: Math

3. Scores on a statistics exam are given: 85 72 92 90 74 65 68 59...

3. Scores on a statistics exam are given: 85 72 92 90 74 65 68 59 74 85 63 79 81 92 95 74 88 55

Use this data to calculate the:

A) mean __________ B) median ________ C) mode ________ D) range ________

E) standard deviation _________ F) find the z-score for a test grade of 90._______

G) Construct a stem and leaf display using this data.

H) Construct a box and whisker plot using this data.

I) Construct a 90% confidence interval for u.

J) Does this data provide sufficient evidence at the a = .05 level of significance to conclude that the mean score is greater than 75?

K) State the appropriate hypotheses to conduct the test:

ii Calculate the value of the test-statistic

iii. Give the p-value of the test

iv. Using a 5% significance level, what is your conclusion? Why?

In: Math

After reading Vertovec’s “Three Meanings of Diaspora,” discuss the differences between the three different types of...

After reading Vertovec’s “Three Meanings of Diaspora,” discuss the differences between the three different types of diasporas that Vertovec highlights.

In: Psychology

6- Consider the market for rubber bands. If this market has a very inelastic supply curve...

6- Consider the market for rubber bands. If this market has a very inelastic supply curve and a very elastic demand curve, who would bear most of the burden of a tax on rubber bands?

a) Consumers b) Producers c) They would bear the burden more or less equally. d) We can't know who will bear most of the burden.

7- If this market has a very elastic supply curve and a very inelastic demand curve, who would bear most of the burden of a tax on rubber bands?

a) Consumers b) Producers c) They would bear the burden more or less equally. d) We can't know who will bear most of the burden.

8- Suppose the PA legislature imposes a per-unit tax on donuts. Fill in the following blanks with H (higher), L (lower), E (either higher or lower -- we can not be certain):

- Total revenue generated by the tax will be ..... in the short run than in the long run.

- Deadweight loss from the tax will be ..... in the short run than in the long run.

- An increase in the tax would make total tax revenue ..... than it was.

- An increase in the tax would make deadweight loss from the tax ..... than it was

9- Suppose I decide to quit my job and start my own business. Which of the following would contribute to my level of accounting profit? (Check all that apply)

a) Bonds cashed in to buy machinery.
b) Foregone interest on bonds cashed in to buy machinery.
c) The salary I would have earned had I not started my own business
d) Interest payments on a loan for a delivery truck.

10- Suppose I decide to quit my job and start my own business. Which of the following would contribute to my level of economic profit? (Check all that apply)

a) Bonds cashed in to buy machinery.
b) Foregone interest on bonds cashed in to buy machinery.
c) The salary I would have earned had I not started my own business
d) Interest payments on a loan for a delivery truck.

In: Economics

Assignment Question(s): Part-1 1. Define motivation and explain three motivational theory from the chapter. What kinds...

Assignment Question(s):

Part-1

1. Define motivation and explain three motivational theory from the chapter. What kinds of needs motivate employees? Is a good reward good enough? How do other factors affect motivation?

2. What are the types of incentives I might use to influence employee behaviour? How

can I use compensation and other rewards to motivate people?

Use at least 3 scientific references to support your answers. Follow APA-style when referencing.

Part-2

Students sometime report negative experiences when working with teams, particularly if they have experienced a social-loafer in the group. Some argue that social loafing is less prevalent in the workplace because the rewards and sanctions are more closely aligned to individual performance. An interesting argument for individuals' willingness to work and contribute in a group has been posed by Fishbach and colleagues. They argue that identification with others in the group and the group goal is fundamental to an individual's choice to opt into and participate effectively within the group.

3. How important do you think group identification really is to an individual's motivation to work on a task? Do you think this could differ between individuals? What other factors would be relevant?

4. Can you identify an alignment between the argument posed by Fishbach and colleagues to other models or theories of motivation posed throughout this chapter?

5. What strategies could you use to improve group identification, goal commitment and member motivation when working in a group?

In: Operations Management

What would a potential new price/payment method be that could be revolutionary? If a company is...

What would a potential new price/payment method be that could be revolutionary?
If a company is operating at a deficit, but has happy customers, what would the best strategy be to make money?
Why should a company’s pricing strategy reflect their core values ?
Should consumers make it a point to review a company’s core values before investing?

Product pricing is one of the most important determinants of company success. A product’s market price must account for numerous competitive factors, including research and development costs, target market size, lifetime customer value, marketing and acquisition costs, and competitive positioning. Yet for all the complexity involved in determining ideal pricing, a Chargebee and ProfitWell survey of software founders and executives found that companies spend an average of just 12 hours on their pricing. Not 12 hours for each product — just 12 hours total in the history of the company.

One reason for the disconnect between pricing’s impact and the time invested could be difficulty in understanding pricing strategies. As recently explained in a guide by Cobloom, the software as a service market employs a variety of pricing models (e.g., flat rate, usage based and tiered), strategies (e.g., free trials) and psychological pricing tactics that impact how buyers process pricing information. Such psychological tactics include tricks like charm pricing (featuring amounts that end in nine, such as $39 instead of $40) and decoy pricing that places an obviously less desirable option among three bundled packages to increase the perceived value of the other options.

While these strategies might seem obvious or purposefully deceptive, they continue to be used, because they work. Research has found that decoy pricing generates additional revenue. And if you think no one falls for charm pricing, guess again. A famous study by researchers at the University of Chicago and MIT found that an item of clothing marked $39 outsold identical items priced at $44 or even $34.

As CFO, I focus on developing pricing that supports customer acquisition and long-term fiscal stability. But as part of a purpose-driven leadership team, our product pricing is also viewed through the lens of our corporate values considering shared customer value and sustainability. While we are absolutely driven by revenue, we also gut check our decisions against core company values. Below are some of these values and how they can help your company’s own pricing strategy.

1. Put customer value first.

Many of the widely used technology pricing strategies focus heavily on company revenue and internal metrics rather than end-user value. As an example, many companies take the simplified approach of calculating their product development and production costs and then adding their desired margin, and they use that information to set pricing. Unfortunately, this model is based entirely on internal metrics that have no connection to customer preference, price sensitivity or even competitive pricing. Another widely used example is pay-per-feature pricing. This model relies on a core set of features to entice new customers and adds charges as users evolve and want more advanced functionality. While it offers companies a reliable growth channel, this kind of pricing tends to create resentment with users who are paying for a product and can’t access all of its features.

Putting customer value first requires an innovative, research-based approach to understanding how end users will be using your product, as well as flexibility in designing pricing structures to take into account different product usage rates and feature consumption between departments and locations. Some examples of innovation in pricing include companies such as Amazon Web Services, Uber or Airbnb with prices based on actual usage. The only drawback to this approach is it can lead to higher-than-expected bills when customers need to add capacity or service during popular or “surge” time frames. And while these strategies might work for the vendor, research indicates consumers and technology buyers prefer the simplicity and predictability of flat-rate pricing

2. Keep your pricing promises.

In 2011, Netflix lost 800,000 customers after an unexpected price hike and service change. Based on backlash, the company quickly reversed the change. Earlier this year, history repeated itself as new subscriber acquisition slowed and Netflix announced a new price increase, followed immediately by a stock price plummet and the loss of more than 126,000 subscribers. Customers usually don’t react well to paying more without a significant increase in features, usability or overall value — a lesson many freemium-driven companies are finding out the hard way. Although there are some success stories, such as Spotify’s impressive freemium-to-paid conversion rate, sticking with your pricing strategy in the long term can be as important as the strategy itself when it comes to customer retention.

3. Lead; don’t follow.

Most new companies founded today will enter a market with existing competition. As a leader focused on consumer value, I would challenge you to do your customer research and set your initial pricing based entirely on your unique offering and reason for being. Only then look at the rest of the market and determine how your choice will support or ensure success. When our company launched conference-calling services more than 20 years ago, there was significant competition in the space charging hundreds of dollars per month to deliver services to big corporate clients. Our founder looked at the market from the consumer point of view and found a way to deliver services for free while still generating revenue from carrying calls on our network. Other examples of pricing leadership include Slack, one of the pioneers of charging based on active users, and Creately’s albeit-short-lived “pay whatever you want” experiment.

No single decision can have a more far-reaching effect on company success than pricing. But pricing decisions should always be considered holistically as part of a long-term, value-based model. Pricing strategies that leverage who you are as a company and what you value create a foundation of mutual benefit that helps everyone from your customers and partners to your shareholders and employees.

In: Operations Management

Dividend revenue and interest revenue are reported in the income statement as a component of a...

Dividend revenue and interest revenue are reported in the income statement as a component of a company's net income

True or False

In: Accounting