What national conditions contribute to the success of economic integration? Please explain

Discuss how much decay, interference, and retrieval failure contribute to forgetting.

What is a beachhead strategy and how does it contribute to a company's decision to internationalize?

what are two factors that contribute to a person not committing crimes and going to prison?

explain 8 specific example in which lifestyle and the environment contribute to diseases

During the summer between his junior and senior years, James Cook needed to earn sufficient money for the coming academic year. Unable to obtain a job with a reasonable salary, he decided to try the lawn care business for three months. After a survey of the market potential, James bought a used pickup truck on June 1 for $1,340. On each door he painted "James Cook Lawn Service, Phone 471-4487." He also spent $740 for mowers, trimmers, and tools. To acquire these items, he borrowed $2,510 cash by signing a note payable promising to pay the $2,510 plus interest of $70 at the end of the three months (ending August 31). By the end of the summer, James had done a lot of work and his bank account looked good. This prompted him to wonder how much profit the business had earned. A review of the check stubs showed the following: Bank deposits of collections from customers totaled $12,500. The following checks had been written: gas, oil, and lubrication, $1,110; pickup repairs, $340; mower repair, $110; miscellaneous supplies used, $100; helpers, $5,500; payroll taxes, $360; payment for assistance in preparing payroll tax forms, $40; insurance, $125; telephone, $200; and $2,580 to pay off the note including interest (on August 31). A notebook kept in the pickup, plus some unpaid bills, reflected that customers still owed him $730 for lawn services rendered and that he owed $190 for gas and oil (credit card charges). He estimated that the cost for use of the truck and the other equipment (called depreciation ) for three months amounted to $670. Required: 1. Prepare a quarterly income statement for James Cook Lawn Service for the months June, July, and August. Assume that the company will not be subject to income tax.

2. About three types of objectives (marketing, financial, societal). Which are more important and why? Is it necessary to have objectives for all three types? Why or why not?

3.About a list of benefits and costs that form consumers' perceptions of value. From this list, which one or two do you think customers pay the most attention to? What are the implications for a marketing plan?

Speak

QUESTION 1
Rockwater, a wholly owned subsidiary of Brown & Bread, a global engineering and construction company, is a worldwide leader in underwater engineering and construction. Norman Chambers, hired as CEO in late 2019, knew that the industry’s competitive world had changed dramatically. “In the 1990s, we were a bunch of guys in wet suits diving off barges into the North Sea with burning torches,” Chambers said. But competition in the subsea contracting business had become keener in the 2000s, and many smaller companies left the industry. In addition, the focus of competition had shifted. Several leading oil companies wanted to develop long-term partnerships with their suppliers rather than choose suppliers based on low-price competition.
With his senior management team, Chambers developed a vision: “As our customers’ preferred provider, we shall be the industry leader in providing the highest standards of safety and quality to our clients.” He also developed a strategy to implement the vision. The five elements of that strategy were: services that surpass customers’ expectations and needs; high levels of customer satisfaction; continuous improvement of safety, equipment reliability, responsiveness, and cost effectiveness; high-quality employees; and realization of shareholder expectations. Those elements were in turn developed into strategic objectives. If, however, the strategic objectives were to create value for the company, they had to be translated into tangible goals and actions.
Rockwater’s senior management team transformed its vision and strategy into the balanced scorecard’s four sets of performance measures. One perspective included three measures of importance to the shareholder. Return-on-capital-employed and cash flow reflected preferences for short-term results, while forecast reliability signaled the corporate parent’s desire to reduce the historical uncertainty caused by unexpected variations in performance. Rockwater management added two financial measures. Project profitability provided focus on the project as the basic unit for planning and control, and sales backlog helped reduce uncertainty of performance. Rockwater wanted to recognize the distinction between its two types of customers: Tier I customers, oil companies that wanted a high value-added relationship, and Tier II customers, those that chose suppliers solely on the basis of price. A price index, incorporating the best available intelligence on competitive position, was included to ensure that Rockwater could still retain Tier II customers’ business when required by competitive conditions. The company’s strategy, however, was to
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emphasize value-based business. An independent organization conducted an annual survey to rank customers’ perceptions of Rockwater’s services compared to those of its competitors. In addition, Tier I customers were asked to supply monthly satisfaction and performance ratings. Rockwater executives felt that implementing these ratings gave them a direct tie to their customers and a level of market feedback unsurpassed in most industries. Finally, market share by key accounts provided objective evidence that improvements in customer satisfaction were being translated into tangible benefits.
From another perspective, Rockwater executives defined the life cycle of a project from launch (when a customer need was recognized) to completion (when the customer need had been satisfied). Measures were formulated for each of the five business-process phases in this project cycle: Identify: number of hours spent with prospects discussing new work; Win: tender success rate; Prepare and Deliver: project performance effectiveness index, safety/loss control, rework; and Closeout: length of project closeout cycle. Formerly, the company stressed performance for each functional department. The new focus emphasized measures that integrated key business processes. The development of a comprehensive and timely index of project performance effectiveness was viewed as a key core competency for the company. Rockwater felt that safety was also a major competitive factor. Internal studies had revealed that the indirect costs from an accident could be 5 to 50 times the direct costs. The scorecard included a safety index, derived from a comprehensive safety measurement system that could identify and classify all undesired events with the potential for harm to people, property, or process. The Rockwater team deliberated about the choice of metric for the identification stage. It recognized that hours spent with key prospects discussing new work was an input or process measure rather than an output measure. The management team wanted a metric that would clearly communicate to all members of the organization the importance of building relationships with and satisfying customers. The team believed that spending quality time with key customers was a prerequisite for influencing results. This input measure was deliberately chosen to educate employees about the importance of working closely to identify and satisfy customer needs.
At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internal work processes. The first objective was measured by percent revenue from new services and the
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second objective by a continuous improvement index that represented the rate of improvement of several key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.
The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It developed a consensus on the necessity of creating partnerships with key customers, the importance of order-of-magnitude reductions in safety related incidents, and the need for improved management at every phase of multiyear projects. Chambers sees the scorecard as an invaluable tool to help his company ultimately achieve its mission: to be number one in the industry.
Required:
a) According to Kaplan and Norton, what characteristics/features make the balanced scorecard so special for its worldwide adoption?
b) Outline the five-pronged strategy crafted by Rockwater in developing the scorecard.

c) Using the balanced scorecard (tabular format), translate Rockwater’s strategy into tangible goals and actions.
d) Outline the importance of the balance score card to Rockwater’s.
e) What factors aided Rockwater in its smooth switch to the balanced Score card?
f) How beneficial can the scorecard be to UPSA Graduate School?

You must include all EXCEL printouts and the 6 step write-up for both problems. The questions are given below.

USING ANOVA: Assuming variances are equal.

Concerned about Friday absences, management examined the number of persons absent for each of the past three Fridays. Does this sample provide sufficient evidence to conclude there is a significant difference in the average number of absences? Use alpha = .05.

1. Is there sufficient evidence of a difference in the variances in number of absences among the four plants? (Set alpha = to .05)

2. Provide the p-value for part a, and explain its meaning in words.

3. Is there sufficient evidence to indicate a difference in the mean number of absences among the four plants? (Set alpha = to .05)

4. Provide the p-value for part a, and explain its meaning in words.

5. If there is a difference in the means, what test would you use to figure out which ones are different?

Enchanted Brides Ltd. sells complete bridal ensembles. The most expensive part of the ensemble is the wedding gown. Recognizing that some of its customers may not have enough immediate funds to purchase one of its gowns, the store provides a layaway plan. The customer selects a gown and the store agrees to hold the gown until it is paid for. The store sets up a monthy payment schedule for the customer, extending the payment time over six months to a year. The store charges an additional $35 layaway application fee and $100 in possible default charges. If all payments are made on schedule, the default charge reduces the final payment. If the customer defaults, the $100 is not refunded.

Question: Using the revenue recognition criteria, explain how the store should account for the monthly payments from the customer. Should the $35 storage fee be treated as revenue? Why or why not? Shoud the $100 default charge be treated as revenue? Why or why not? When should the store recognize the original cost of the wedding gown?