Mr. Zillow wants to research the prices in a Subdivision near Disney World called World of Homes. The prices of 14 homes in this subdivision are listed below. As a conclusion for his research, with a 90% confidence level, he prepares a report indicating the confidence interval for the mean prices of "World of Homes".    

In his report for the mean prices of "World of Homes", he first presents the value of margin of error which is equal to ___ along with the value of degrees of freedom which is equal to ___.

Moreover, Mr. Zillow's report also indicates the mean prices of "World of Homes" with a lower limit of ___ and an upper limit of ___ with a confidence level of 90%.

Round up or down your values to the closest whole numbers.

Fill in the blanks merely by plugging in integer values ONLY.

Please do not use any commas, decimals, or $ sign.

Bill’s Winery is considering opening a winery near campus. To open the winery, they must purchase $370 in equipment. Shipping of the equipment will cost $50 and installation of the equipment will be $40. In addition to the equipment, Bill’s Winery will build a new building with an all-in price of $1000. Bill bought the land for the winery for $200 five years ago and has no plans for the land if he does not build the winery. The modifications and equipment are depreciated using the 5-year MACRS schedule. Bill’s Winery will operate the winery for four years, and then expects to sell the winery to an investor for $1,200 plus any working capital. The firm will have some one-time expenses in year 1 of $170, primarily licenses and legal fees. To operate the winery, Bill’s Winery will need an increase in Inventory of $17, an increase of Accounts Receivables of $24, and will have an increase in Accounts Payable of $49. Working capital will be recovered when we sell the winery.

Annual sales are as follows; $400 in year 1, $1,200 in year 2, $2,200 in year 3, and $2,500 in year 4. Cost of Goods Sold (excluding overhead, depreciation, and lease payments) are 40% of annual sales. Production labor is 20% of sales. To manage the company, executives and administrators must be hired, at an annual fixed cost of $260. Property taxes and alcohol licenses are $300 per year. Bill’s has an agreement for a 3-year 6% amortized Small Business Administration Loan to finance part of the project. The firm needs new equity investors to fund the expansion and Bill’s Winery has only been able to find one equity investor. Both SBA and this equity investor requires that the firm have audited financial statements. The outside investor gets to choose the auditor and the auditor would cost the company $20 per year. The firm’s tax rate is 20%. The cost of capital is 13%.

What are the Initial Cash Flows in Year 0?

What are the Operating Cash Flows in Year 2?

What are the Terminal Cash Flows in Year 4? (I want only Terminal Cash Flows, not operating cash flows in year 4)

Show your work/inputs for partial credit. If you complete this in a spreadsheet, you can copy/paste your answer into the answer area

Q1. PLEASE EXPLAIN THE ANSWER Near to lacO are other DNA sequences similar to lacO.

A. What prevents LacI from occupying these instead of the lacO in the promoter region?

B. What role is proposed for those other lacO-like elements?

Q2. PLEASE EXPLAIN THE ANSWER

You are given an E. coli merodiploid with an F plasmid with this genotype: lacP- lacO+ lacZ+ lacY+ and a chromosome with a second copy of the lac operon with this genotype: lacP+ lacO+ lacZ- lacY-. Depending on the whether lacP- is replaced with lacP+ on the F plasmid by the Holliday or DSBR model, what happens to the copy of lacP on the chromosome? Explain why.

Bob has plans to camp overnight near Mt. Washington, the highest peak in the northeast, in January. Temperatures in that part of the White Mountains, routinely are well below zero, without wind chill. Bob knows he will need a sleeping bag, but has limited funds to purchase a sleeping bag.

In August he travels to LL Bean, Freeport, Maine to purchase a sleeping bag. Bob makes his way to the bag section and without consulting with store employees, selects a bag, primarily because of the bright color and low price. The bag is rated as "warm" down to 40 degrees above zero (F). He pays for the bag, without discussing the purchase with the cashier, or why or when he plans to use the bag.

He goes to Mt. Washington, in January, camps out and the temperature drops to 20 below (F), with wind chill -45 F. It is the first time he has used the bag and he suffers severe frostbite on his toes, necessitating the amputation of five toes.

Bob would like to sue LL Bean for the loss of his toes. His theory is that the bag "should have" protected him from the cold. Based upon the given facts, please discuss the merits of his suit. Is it likely that the suit succeed, why or why not?

Be sure to cite the proper section of the UCC that supports your answer. Hint: Review the sections in UCC 2-301, et al.

# 2: Now consider that Bob discussed his plans with the sleeping bag salesperson at LL Bean. He specifically told the sales associate that he needed a bag for the camping trip tp Mt Washington in January. The salesperson told him that the 40 degree bag was the best choice.   Does this change your analysis of the merits of the law suit? Why or why not?

Lavage Rapide is a Canadian company that owns and operates a large automatic carwash facility near Montreal. The following table provides data concerning the company’s costs:

For example, electricity costs are $1,300 per month plus $0.08 per car washed. The company expected to wash 8,200 cars in August and to collect an average of $6.60 per car washed. The company actually washed 8,300 cars.

The actual operating results for August appear below.

Required:

Compute the company's activity variances for August. (Indicate the effect of each variance by selecting "F" for favorable, "U" for unfavorable, and "None" for no effect (i.e., zero variance). Input all amounts as positive values.)

On game days, homeowners near a college football stadium used to rent parking spaces in their driveways to fans at a market rate of $11 (4,000 spaces available)

Upon hearing rumors that homeowners were unfairly increasing parking prices for certain "high demand" games, the local town council issued a new town ordinance setting the maximum parking fee at $7.

1. How will homeowners react?
2. How will football fans react?
3. What is the outcome of their actions?

Assume that a new theater is opening near campus. The theater owner wants lots of students to come to see movies, but is nervous about what influences their demand. Through masterful research, the theater owner discovers the following is true about demand for his theater tickets:

Own Price Elasticity    =   3.5      
Cross Price Elasticity    =   2.2      
Income Elasticity    =    4.7

If the owner lowers his price by 20%, by how much will quantity demand change? Show all work.

If the competing theater raises his price by 8%, by how much will quantity demand change at this new theater? Show all work.

If students at the Mount get 9% more income, by how much will demand for tickets change? Show all work.

If incomes fall by 5%, by how much does the theater owner need to lower his price to keep the same number of customers as before? (i.e. to keep quantity demand the same as before the drop in income). Show all work.

1. The Dias project site is located at 42232 Mission Boulevard near the Interstate 680 in Fremont, California. Twenty homes were constructed on the hillside property, per the approved general land plan designation of Low-Density Residential. Upon completion of site preparation and grading, the installation of the right of ways and utilities and the construction of the residences was completed over approximately an 18-month period. The Dias project was approved by the City of Fremont in 2012; however, due to the economic downturn, the project did not gain momentum until early 2015. Robson Homes picked up the design and moved forward with the civil, landscape, architect, and joint trench designs. In developing the grading and improvement plans for the future homes, five agencies were involved in the submittal reviews. Agencies included and the respective jurisdictions are as follows:
   • Caltrans – Mission Boulevard right of way (Route 238)
   • Alameda County Water District – public water main connection & service laterals
   • Union Sanitary District – public sanitary sewer main connection & service laterals
   • City of Fremont: Building & Engineering Departments– public right of way and homes
   • PG&E – existing utility easement (two gas lines with a 50’ easement)

Construction on the site was initiated in February 2016. The Dias project gained approval from all five agencies in April 2016. However, unforeseen circumstances necessitated further changes to the engineering design. Despite this setback, the developer decided to move forward with the construction, accepting the risk of agency comments regarding the new engineering design. The constructed homes feature multi-car garages or detached garages with an upstairs studio. Homes are be two-story and have a minimum of four bedrooms and 3.5 baths. Because homes are located on a hillside, extensive grading studies for retaining walls are required. Lots have customized landscaping per Robson’s request and feature multiple trees along the new right of way and in each lot.

For this specific project, perform the following exercise:

• Identify and describe at least four project risks
• Estimate the likelihood of occurrence of the identified risk and rank the risk types by the least likely to most likely to occur.
• For the four identified risk, determine the risk significance (insignificant, minor, moderate, major)
• For the four identified risks, determine proposed mitigation efforts.

The small group gathered in a conference room at a Red Roof Inn near Pittsburgh had a common bond and an unusual goal. They all worked for restaurants in the Red Lobster chain. Now they had to figure out whether a Red Lobster waitress had been unjustly fired. The panel included a general manager, an assistant manager, a server, a hostess and a bartender, all of whom had volunteered to review circumstances of the firing and had been told simply to do what they felt was fair.

The waitress, Ruth Hatton, was fired in 1996 for stealing a guest-comment card from the Pleasant Hills, Pa., Red Lobster where she worked. Ms. Hatton was then a 19-year Red Lobster veteran; when she was fired, she says, "it felt like a knife going through me." –– ADVERTISEMENT –– But Red Lobster allows employees who have been fired or disciplined to appeal to panels of co- workers, who hear testimony and can overturn management decisions and award damages. Thus, instead of suing, Ms. Hatton called for peer review, which took place three weeks after the firing. Across the country, a growing number of companies, including TRW Inc., Rockwell International Corp. and Marriott International Inc., are adopting similar ways of limiting worker lawsuits and easing workplace tensions. The most popular method is peer review, which lawyers say is particularly effective because it channels the pain and fury employees feel after being fired.

Darden Restaurants Inc., the Orlando, Fla., company that owns the Red Lobster and Olive Garden chains and has 110,000 workers, adopted peer review four years ago. The program has been "tremendously successful" in keeping valuable employees from unfair dismissal and cutting $1 million from annual legal expenses for employee disputes, which now total $3.5 million, says general counsel Clifford Whitehill. Until recent changes, about 100 disputes end up in peer review yearly, with only 10 resulting in lawsuits. Red Lobster managers and many employees also credit peer review with reducing racial tensions. They say peer review has, in some cases, reversed decisions by managers who overreacted to complaints from minority customers and employees.

Ms. Hatton's case, like at least half of the dozen or so disputes to go through peer review in the company's Pittsburgh region had a racial component. Ms. Hatton, who is white, was fired for pocketing a black couple's comment card complaining their prime rib was "rare" and their waitress "uncooperative." Ms. Hatton says she intended to show the card to her boss, not to steal it. Ms. Hatton chose peer review over going to court because it was "a lot cheaper," she says, adding: "I also liked the idea of being judged by people who know how things work in a little restaurant." Diane K. Canant, the Pleasant Hills restaurant's general manager, testified first. Ms. Canant, who supervised about 100 employees, said she fired Ms. Hatton after the irate customer complained to her and her supervisor. Through circumstances that remain unclear, the customer learned that Ms. Hatton had removed her comment card from the box.

"The customer felt violated because her card was taken from the box, and she felt that her complaint about the food had been ignored," Ms. Canant recalls telling the peer-review panel. Brandishing a company rule book, the manager said Ms. Hatton had violated a policy forbidding the removal of company property. Ms. Hatton, who says she received dozens of calls of support, testified next. The waitress, 53 years old at the time, explained that the woman had requested a well-done piece of prime rib and complained that the meat was fatty and undercooked. Ms. Hatton said she politely suggested that "prime rib always has fat on it," and the woman scowled. Ms. Hatton didn't explain her comment to the panel. She says now that she thought that, based on her experience with black customers in the working-class area, the customer might have confused prime rib and spare rib. Ms. Hatton then had the meat cooked some more. When the customer remained displeased, Ms. Hatton offered a free dessert. Apparently still unhappy, the woman doused the meat with steak sauce and then shoved away her plate. She or her companion then filled out a comment card, paid the bill and left, Ms. Hatton said. Consumed by curiosity, Ms. Hatton asked the hostess for the key to the comment box. She said she read the card, then pocketed it, intending to show it to Ms. Canant, who had fretted earlier that the prime rib was overcooked, not undercooked. Because of a problem that day heating the prime rib to the proper temperature, Ms. Hatton said, the restaurant was serving meat that had been cooked the previous day and then reheated. Ms. Hatton said further that she forgot about the card and inadvertently threw it out. (Red Lobster says it's against company policy to serve reheated meat. The chain no longer serves prime rib.) Third and last to testify was the hostess, Dawn Brown, then a 17-year-old student employed at the Pleasant Hills Red Lobster for the summer. "I didn't think it was a big deal to give her the key," she recalls telling the panel. "A lot of people would come up to me to get it."

In deliberations, panelists balanced the facts that a customer's feelings had been hurt and that an unofficial policy forbidding employees from going into the comment box had been violated against their belief that Ms. Hatton hadn't intended to steal company property. "We basically believed her. Ruth may not have really wanted Diane to see the comment card, but she really didn't think she had done anything wrong," says panelist Larry Simpson, the general manager of the Greensburg, Pa., Red Lobster and a friend of Ms. Canant's. All of the panelists had peer-review training and were being paid regular wages and travel expenses. Several panelists criticized Ms. Canant for not putting a rebuke in Ms. Hatton's personnel file and leaving it at that. Others suggested that her hands might have been tied by corporate headquarters. "Red Lobster is sensitive to race on a corporate level, and Florida could have said, 'Whack her. You have someone who [upset] a guest,' " Mr. Simpson says. "I think the whole thing snowballed." The panelists' views initially split by rank, with the hourly workers supporting Ms. Hatton. "By the end we were all going in the same direction," Mr. Simpson says. After an hour and a half, they unanimously restored Ms. Hatton's job. The unofficial policy against reading the contents of a comment box, they reasoned, hadn't been enforced at the restaurant. Still, because policy had been violated, the panel didn't grant the waitress the three weeks of lost wages she sought. Mr. Whitehill, Darden's general counsel, says the panel "reached the right result." Given Ms. Hatton's years of experience, he says, "she's somebody we want to keep." Ms. Canant says it "didn't bother me a bit that she got her job back." When she returned to work, Ms. Hatton says Ms. Canant treated her professionally and even cut her some slack when she had a bad back. When the manager transferred to Texas last summer, Ms. Hatton contributed to a going-away gift. "The process worked," the waitress says. "The panel took my claim seriously."

part 1) According to the article, peer review panels... (Please select all that apply)