Sotheby’s has acquired a new Rothko painting and it has decided to auction it. There are two anonymous art-lover bidders of the painting, we will refer to them as Bidder A and Bidder B to protect their anonymity. In this auction format, Bidder A and Bidder B simultaneously submit a written bid for the Rothko painting. However, the auction has a weird twist. Sotheby’s requires that Bidder A must submit an odd number (in millions of US dollars) between 1 and 9 (that is, the bid must be 1, 3, 5, 7, or 9) and Bidder B’s bid must be an even number between 2 and 10 (that is, the bid must be 2, 4, 6, 8 or 10). The bidder who submits the highest bid wins the Rothko and pays a price equal to her bid. The winning bidder’s payoff equals his valuation of the item less the price she pays, whereas the losing bidder’s payoff is 0. Assume that Bidder A has a valuation of 7 (million US dollars) and that Bidder B has a valuation of 8 (million US dollars).
a) (10 points) Write down the strategic form of this game.
b) (10 points) Find all of the Nash equilibria of the game you wrote in part a.
Show every step of your calculations
In: Economics
A. Sell more
B. Sell less.
C. Try to raise prices.
D. Lower the price
In: Economics
Please answer in required words
BAIDU'S BUSINESS MODEL AND ITS EVOLUTION
.
INTRODUCTION
.
In the second quarter of 2016 ended July, Baidu, Inc.
(Baidu), the leading Chinese language Internet search engine,
reported a 34% fall in its quarterly net income — its biggest
quarterly decline since going public in August 2005. The company’s
net income fell to RMB 2.41 billion (US$362 million) in the quarter
from RMB 3.66 billion a year earlier. The poor performance of the
company was attributed to curbs on online advertising in China
following the death of a 21-year-old Chinese student in April 2016
who had tried an experimental cancer therapy advertised on Baidu’s
website. “The challenges Baidu faced in the second quarter served
as a healthy reminder to stay focused on the key drivers of growth,
sustainability and leadership: delivering the best user experience
and staying at the forefront of technology. The implementation of
new regulations and the stricter standards that we proactively
imposed to make our platform more robust will likely suppress
revenue for the next two to three quarters. This period of
uncertainty will pass,” said Robin Li Yanhong (Li), Chairman and
CEO of Baidu.
BACKGROUND NOTE
Baidu was co-founded by Li and his friend Xu in 2000.
In 1991, Li, a native of the Shanxi province of China, went to the
US for higher studies. After completing his studies, he worked with
IDD Information Services between 1994 and 1997, and as a staff
engineer at Infoseek between 1997 and 1999. Right from the
beginning, Li had a passion for Internet-based search and while
working at Infoseek he developed a search mechanism called ‘Link
Analysis’. After this, he was given an assignment to supervise
search engine development. But in 1999, Walt Disney Co. acquired a
stake in Infoseek after which the company’s focus shifted from
search to content. In order to further his interests in search
engines, Li decided to start his own search engine along with Xu, a
Chinese national working in the US, who had a PhD in biochemistry
and good contacts in Silicon Valley.
EXCERPTS
BUSINESS MODEL
Baidu generated revenues mainly from online marketing
services which included pay-for-placement (P4P) services,
performance-based online marketing, and time-based online
advertising services. The company’s P4P Program was one of the core
tenets of its business model.The auction-based P4P platform was an
online marketplace that enabled customers to bid for priority
placement of their links in the search results and reach users who
searched for information related to their products or services.
Baidu was the first auction-based P4P service provider in China.The
P4P model helped Baidu monitor each click, understand the tastes
and preferences of Chinese internet users better, and improve user
experiences in order to drive traffic to its sites.
SECRET OF SUCCESS
Since its inception, Baidu had positioned itself as a
Chinese language search engine which allowed users to find
information, products, and services using Chinese. According to
industry observers, it was a challenging task for Baidu because of
the complexity of the Chinese language. To make search easier for
users, it introduced the ‘pinyin’ search in 2001 that allowed users
to type in Chinese keywords using English alphabets when the user
was not sure of a written form of a keyword. This gave relevant
results and made Baidu’s search reliable.
FORAY INTO O2O SERVICES
O2O was one of the fastest growing segments in the
Chinese e-commerce market and was projected to grow at an annual
rate of 25% from US$390 billion in 2014 to US$718 billion in 2017
(See Exhibit IV). A growing population, an increasing number of
internet users, and the rapid shift toward smartphones from
personal computers were driving the O2O trend in China. With the PC
search business maturing and the Chinese economy slowing down, Li
was looking to diversify as he wanted to reduce Baidu’s dependence
on the desktop search business. His goal was to transform Baidu
from connecting people with information to connecting people with
services. He decided to invest in O2O services as he wanted Baidu
to capture a substantial market share in the surging but highly
competitive e-commerce space in China. According to Li, the Chinese
O2O represented a US$1.6 trillion market opportunity.
GLOBAL EXPANSION
Though Baidu was the biggest search engine in China,
its presence outside the country was limited. In 2007, it entered
Japan but eventually succumbed to market pressures and shut down
its Japanese search engine in March 2015. In Japan, Baidu could not
compete against Yahoo and Google and eventually reported losses
that amounted to RMB 260 million in 2010. Despite the setback, Li
said that he wanted Baidu to become a global brand with a presence
in over half the world’s countries. Baidu’s president, Zhang Yaqin
(Yaqin), said the company was targeting emerging markets like
Brazil, Indonesia, and India with their huge populations and
rapidly growing mobile usage so that the company could attract a
new wave of users who were coming online for the first time on
their smartphones. He said that in such markets Baidu planned to
roll out specific products for each country rather than coming out
with a generic, across-the-board service offering. “Baidu has more
than 700 million users abroad, with over 250 million active users
in a month. Over the past three decades, we have virtualized the
physical world, but in the next three decades, we will go the
reverse process, applying the Internet technology and business
model to the physical world,” said Yaqin.
GROWING PAINS
Though Baidu dominated the online search engine market
in China, its reputation was at stake as the company became
involved in some serious medical and healthcare-related scandals in
China. In April 2016, a 21-year-old college student, Wei Zexi
(Wei), died of cancer after reportedly receiving experimental
treatment from a hospital in Beijing that advertised on the Baidu
search engine.
A NEW BUSINESS MODEL
In May 2016, Li announced that Baidu would shift its
business from a search-oriented model to one based on Artificial
Intelligence due to a slowing revenue growth in its core search
business. He said that the shift would allow the company to develop
products in areas such as voice search, automatic translation, and
driverless vehicles. Baidu was exploring a sub-field of artificial
intelligence known as deep learning which aimed to improve search
results by training computers to work more like the human brain. In
September 2016, Baidu launched an artificial system called the
Baidu Brain, featuring state-of-the-art technology for recognizing
and processing speech, images, and words and building user profiles
based on big data analysis. In 2014, Baidu had opened its research
facility on Deep Learning in Silicon Valley and appointed
Artificial Intelligence (AI) researcher Andrew Ng as Chief
Scientist of Baidu. Ng was to lead Baidu Research, with labs in
Beijing and Silicon Valley.
CAN BAIDU BOUNCE BACK?
China with about 710 million internet users as of June
2016 was the world’s fastest-growing online market. As of September
2016, Baidu continued to dominate the Chinese search engine market
with a market share of 54.3% followed by Qihoo 360 (29.24%) and
Sogou 14.71%. In the third quarter ended September 2016, Baidu’s
revenues were RMB18.253 billion (US$2.737 billion), a 0.7% decrease
from the corresponding period in 2015. Net income was RMB 3.102
billion (US$465.2 million), a 9.2% increase compared to the
corresponding period of the previous year. Revenue from online
marketing services decreased by 6.7% year on year and 2.6% quarter
on quarter due to a slump in the number of active online marketing
customers.
.
Case Questions:
.
1. Evaluate the business model and
strategy of Baidu and suggest which of the leadership skills
facilitate the team performance and that contributed to its
success. (100 words)
.
2. Illustrate the internal and external
factors of team performance and examine the global expansion
strategy of Baidu. (150 words)
.
3. Identify the need to continuously
reinvent the business model of a company amidst rising competition
and the changes in the business environment. (100 words)
.
4. Explore ways in which Baidu can
overcome the challenges by effective team performance. (100
words)
In: Operations Management
Select the most effective survey instrument (mailed survey, telephone survey, personal interview or email poll) for collecting the following data. Justify your answer.
In: Accounting
Salvatore Ltd is an existing company that previously issued 200,000 ordinary shares of $10 each. Balances in accounts as at 30 June 2019 are: retained earnings $150,000, general reserve of $10,000 and tax payable $105,000.
On 1 July 2019 Salvatore Ltd decided to raise additional capital of 40,000 shares of $11 each. A total of 40,000 ordinary shares are to be offered at $10 each and the remainder in one call when required.
Applications for 44,000 shares were received by the closing date of 31st August, 2019.
On 15th September 2019 shares were issued and money paid to those unsuccessful applicants.
On 20th February 2020, the remaining call on the shares was made, and all cash was received on the call by 31st March, except for the holder of 6,000 shares.
Directors announced on 30th June 2020 a profit before tax of $500,000, of which $150,000 related to income tax.
On 5th July 2020, the board of directors during the Annual General Meeting announced that the company will pay ordinary dividends of 4.6 cents per fully paid equivalent share from retained earnings and $100,000 was transferred from retained earnings to the general reserve.
REQUIRED:
In: Accounting
Currently, around 17% of US electricity comes from renewables. The US government begins requiring that 30% of electricity come from renewables.
a) Draw a graph of the electric car market that clearly labels supply and demand and shows how they shift. How do the equilibrium price and quantity change?
b) Draw a graph of the oil market that clearly labels supply and demand and shows how they shift. How do the equilibrium price and quantity change?
In: Economics
Amy, a self employed US customs broker, obtained a customs broker’s license from US Customs and Border Protection in 1991. Since 2003 Amy has operated a customs brokerage business, Atlantic Air Express, LLC, (Atlantic Air), from her home. For 2004 Amy reported self employment income of $45,649. From this activity, Amy reported a net profit on Schedule C, Profit or Loss From Business, for each year from 2005 to 2011. For 2007 the year in issue, Amy reported a net profit of $130,872 on Schedule C.
Amy began breeding Great Pyrenees dogs in 1994 on a half acre of property in New York, where she sets up kenneling facilities. Amy incurred expenses to set up the kennel and to purchase dogs, food, grooming supplies and equipment, a vehicle to transport the animals, and advertising. From 1994 to 1999 Amy sought to build the prestige and reputation of the dog breeding operation, Impyrial Great Pyrenees (Impyrial), by producing a robust stock of Great Pyrenees dogs and showing the dogs at dog shows. She spoke with experienced Great Pyrenees breeders and visited various successful kennels to gather information for developing a breeding program. Amy’s dog breeding activity sustained losses every year until 2010, for which she reported a small net profit.
In 1999, when Amy owned five dogs, she moved Impyrial to a 15-acre farm in Orange County, New York. The purpose of the move was to accommodate a large breeding program. Amy also obtained a purbred dog license from the New York State Department of Agriculture and Markets, which is available only for kennels that maintain more than 10 dogs. By 2007 Amy owned 26 dogs.
Amy’s main source of income from the dog breeding activity is the sale of puppies. Amy typically charges $1,200 for a puppy but charges as much as $4,000 for a puppy sired from one of her top winning show dogs. Amy sold approximately six puppies between 1994 and 1999. During 2000 and 2001 Amy’s dogs produced six litters. In 2002 the dogs began to have fertility problems. Amy’s dogs had other health problems that also disrupted the breeding program, including Lyme disease, bacterial infections, and thyroid problems. From 2002 to 2009 Amy attempted to breed 46 female dogs, resulting in 17 pregnancies. The pregnancies produced 13 litters. In 2009 after consultations with veterinarians and fertility specialists Amy administered a month long antibiotic treatment to all of the dogs and treated some of the female dogs with thyroid medication. Amy’s dogs produced two litters shortly after the medical treatment. These were the first pregnancies in nearly 18 months. Amy sold 18 puppies in 2010.
In addition to selling puppies, Amy sells semen from the male dogs to breeders and charges stud fees ranging from $1,200 to $2,500 for top winning show dogs.
Amy reported profit or loss on Schedule C for Impyrial as follows:
Year Income Expenses Gain or (loss)
2005 $4,729 $76,590 ($71,861)
2006 6,900 96,996 (90,096)
2007 4,600 71,116 (66,516)
2008 4,500 69,340 (64,840)
2009 6,800 30,790 (23,990)
2010 33,600 30,120 3,480
2011 8,320 27,369 (19,049)
Amy reported the income and expenses attributable to Impyrial on a Schedule C attached to her 2007 Federal income tax return. Amy asserts that (1) she engaged in the activity with the intent to make a profit and (2) that her return for taxable year 2002 was examined and that the Commissioner of Revenue allowed her to treat Impyrial as a trade or business.
Commissioner of Revenue determined that Amy did not engage in the dog breeding activity for profit and disallowed Amy’s expense deductions claimed in excess of the reported income.
Please note that Amy began Impyrial in 1994. Impyrial sustained losses every year from 1994 to 2009. The record does not reflect the amounts of Impyrial’s income, expenses, and losses between 1994 and 2004.
QUESTIONS
1)Based on the facts presented do you believe that Amy's activity constitute a trade or business. ? EXPLAIN
2) Assume that you work as an agent of the IRS and you are challenging Amy's tax position. What argument will you present against Amy?
3) Assume that Amy is your client and was audited
by the IRS. What arguments will
you present to defend your Client
In: Accounting
Amy, a self employed US customs broker, obtained a customs broker’s license from US Customs and Border Protection in 1991. Since 2003 Amy has operated a customs brokerage business, Atlantic Air Express, LLC, (Atlantic Air), from her home. For 2004 Amy reported self employment income of $45,649. From this activity, Amy reported a net profit on Schedule C, Profit or Loss From Business, for each year from 2005 to 2011. For 2007 the year in issue, Amy reported a net profit of $130,872 on Schedule C.
Amy began breeding Great Pyrenees dogs in 1994 on a half acre of property in New York, where she sets up kenneling facilities. Amy incurred expenses to set up the kennel and to purchase dogs, food, grooming supplies and equipment, a vehicle to transport the animals, and advertising. From 1994 to 1999 Amy sought to build the prestige and reputation of the dog breeding operation, Impyrial Great Pyrenees (Impyrial), by producing a robust stock of Great Pyrenees dogs and showing the dogs at dog shows. She spoke with experienced Great Pyrenees breeders and visited various successful kennels to gather information for developing a breeding program. Amy’s dog breeding activity sustained losses every year until 2010, for which she reported a small net profit.
In 1999, when Amy owned five dogs, she moved Impyrial to a 15-acre farm in Orange County, New York. The purpose of the move was to accommodate a large breeding program. Amy also obtained a purbred dog license from the New York State Department of Agriculture and Markets, which is available only for kennels that maintain more than 10 dogs. By 2007 Amy owned 26 dogs.
Amy’s main source of income from the dog breeding activity is the sale of puppies. Amy typically charges $1,200 for a puppy but charges as much as $4,000 for a puppy sired from one of her top winning show dogs. Amy sold approximately six puppies between 1994 and 1999. During 2000 and 2001 Amy’s dogs produced six litters. In 2002 the dogs began to have fertility problems. Amy’s dogs had other health problems that also disrupted the breeding program, including Lyme disease, bacterial infections, and thyroid problems. From 2002 to 2009 Amy attempted to breed 46 female dogs, resulting in 17 pregnancies. The pregnancies produced 13 litters. In 2009 after consultations with veterinarians and fertility specialists Amy administered a month long antibiotic treatment to all of the dogs and treated some of the female dogs with thyroid medication. Amy’s dogs produced two litters shortly after the medical treatment. These were the first pregnancies in nearly 18 months. Amy sold 18 puppies in 2010.
In addition to selling puppies, Amy sells semen from the male dogs to breeders and charges stud fees ranging from $1,200 to $2,500 for top winning show dogs.
Amy reported profit or loss on Schedule C for Impyrial as follows:
Year Income Expenses Gain or (loss)
2005 $4,729 $76,590 ($71,861)
2006 6,900 96,996 (90,096)
2007 4,600 71,116 (66,516)
2008 4,500 69,340 (64,840)
2009 6,800 30,790 (23,990)
2010 33,600 30,120 3,480
2011 8,320 27,369 (19,049)
Amy reported the income and expenses attributable to Impyrial on a Schedule C attached to her 2007 Federal income tax return. Amy asserts that (1) she engaged in the activity with the intent to make a profit and (2) that her return for taxable year 2002 was examined and that the Commissioner of Revenue allowed her to treat Impyrial as a trade or business.
Commissioner of Revenue determined that Amy did not engage in the dog breeding activity for profit and disallowed Amy’s expense deductions claimed in excess of the reported income.
Please note that Amy began Impyrial in 1994. Impyrial sustained losses every year from 1994 to 2009. The record does not reflect the amounts of Impyrial’s income, expenses, and losses between 1994 and 2004.
QUESTIONS
Based on the facts presented and information presented in chapter 6, do you believe that Amy's activity constitute a trade or business. EXPLAIN
Assume that you work as an agent of the IRS and you are challenging Amy's tax position. What argument will you present against Amy?
3) Assume that Amy is your client and was audited by the IRS. What arguments will
you present to defend your Client?
In: Accounting
In: Economics
a) Question 2a) Draw a graph representing a loanable funds market. Assume inelastic supply of loanable funds. Make sure to label axes, curves, and equilibrium. Write down equations for each of the curves. b) Interpret the slope of the demand for loanable funds curve. c) Interpret the slope of the supply of loanable funds curve. In 2020, the COVID pandemic has spread around the world. Some substantial policy changes in response to the adverse effects of the pandemic in the US included an increase in spending on publicly provided medical tests and provision of stimulus checks to public ($1200 per person). d) Focus on these two events only and illustrate them on your loanable funds model diagram. e) What changes to the equilibrium can you predict with this model going from (a) to (d) and what is the intuition for your predictions?
In: Economics