Edwina Haskell was an accomplished high school student who looked forward to attending Southern New England University (SNEU). SNEU was unique in that it operated on a trimester basis, its policy was to actively foster independent development among the students. Edwina’s mother and father each own their own small businesses. Soon after freshman orientation at SNEU, Edwina recognized a need among the students that could be the basis for developing a small business. Freshman students could not bring their cars on the campus. In effect, they were confined to the dorm; if they wished to travel, they had to take school-provided buses that operated on a fixed schedule. Further, the university’s cafeteria closed at eight in the evening. Students who wanted to have some food or snacks after 8:00 p.m. had to call local restaurants that delivered. The few restaurants in the neighborhood around SNEU that had delivery services often were late in their deliveries, and hot food, such as pizza, was frequently delivered cold.

Edwina felt that there was a niche market on the campus. She believed that students would be interested in ordering sandwiches, snacks, and sodas from a fellow student provided that the food could be delivered in a timely fashion. After talking with several students in her dorm complex, she believed that offering a package of a sandwich, a soda, and a small snack, such as potato chips, for $5 and a guaranteed delivery of 15 minutes or less would be a winner. Because her dorm complex consisted of four large adjoining buildings that house nearly 1,600 students, she felt that there would be sufficient demand to make the concept profitable. She talked about this concept with her roommates and with her parents. Her roommates were willing to help prepare the sandwiches and deliver them. She planned on paying each of them $250 per trimester for taking orders, making sandwiches, and delivering them. All three roommates, whom she knew from high school, were willing to be paid at the end of the trimester.

Edwina recognized that for this business plan to work, she would have to have a sufficient inventory of cold cuts, lettuce, tomatoes, soda, chips, and condiments to be able to meet student demands. The small refrigerators in the dorm rooms would not be sufficient. After talking to her parents, they were willing to help her set up her business. They would lend her $1,000 to buy a larger refrigerator to place in her dorm room. She did not have to repay this loan until she graduated in four years, but her parents wanted her to appreciate the challenges of operating a small business. They set up several conditions. First, although she did not have to pay back the $1,000 for the refrigerator for four years, she had to pay interest on this “loan.” She had to repay 3 percent of this loan each trimester. Further, they reminded her that although she could pay her friends at the end of the semester, she would need funds to buy the cold cuts, bread, rolls, soda, snacks, condiments, and supplies such as foil to wrap the sandwiches, plus plates and paper bags. Although Edwina was putting $500 of her own money into her business, her parents felt that she might need an infusion of cash during the first year (i.e., the first three trimesters). They were willing to operate as her bank—lending her money, if needed, during the trimesters. However, she had to pay the loan(s) back by the end of the year. They also agreed that the loan(s) would be at a rate of 2 percent per trimester.

Within the first three weeks of her first trimester at SNEU, Edwina purchased the $1,000 refrigerator with the money provided by her parents and installed it in her dorm. She also went out and purchased $180 worth of supplies consisting of paper bags; paper plates; and plastic knives, spoons, and forks. She paid for these supplies out of her original $500 personal investment. She and her roommates would go out once or twice a week, using the SNEU bus system to buy what they thought would be the required amount of cold cuts, bread, rolls, and condiments. The first few weeks’ worth of supplies were purchased out of the remainder of the $500. Students paid in cash for the sandwiches. After the first two weeks, Edwina would pay for the food supplies out of the cash from sales.

In the first trimester, Edwina and her roommates sold 640 sandwich packages, generating revenue of $3,200. During this first trimester, she purchased $1,710 worth of food supplies. She used $1,660 to make the 640 sandwich packages. Fortunately, the $50 of supplies were condiments and therefore would last during the two-week break between the trimesters. Only $80 worth of the paper products were used for the 640 sandwich packages. Edwina spent $75 putting up posters and flyers around the campus promoting her new business. She anticipated that the tax rate would be approximately 35 percent of her earnings before taxes. She estimated this number at the end of the first trimester and put that money away so as to be able to pay her tax bill.

During the two weeks off between the first and second trimester, Edwina and her roommates talked about how they could improve business operations. Several students had asked about the possibility of having warm sandwiches. Edwina decided that she would purchase two Panini makers. So at the beginning of the second trimester, she tapped into her parents’ line of credit for two Panini grills, which in total cost $150. To make sure that the sandwiches would be delivered warm, she and her roommates spent $100 on insulated wrappings. The $100 came from cash. The second trimester proved to be even more successful. The business sold 808 sandwiches, generating revenue of $4,040. During this second trimester, the business purchased $2,100 worth of food supplies, using $2,020 of that to actually create the 808 sandwich packages. They estimated that during the second trimester, they used $101 worth of supplies in creating the sandwich packages.

There was only a one-week break between the second and third trimesters, and the young women were quite busy in developing ideas on how to further expand the business. One of the first decisions was to raise the semester salary of each roommate to $300 apiece. More and more students had been asking for a greater selection of warm sandwiches. Edwina and her roommates decided to do some cooking in the dorms so as to be able to provide meatball and sausage sandwiches. Edwina once again tapped into her parents’ line of credit to purchase $275 worth of cooking supplies. One of the problems they noticed was that sometimes students would place calls to order a sandwich package, but the phones were busy. Edwina hired a fellow student to develop a website where students could place an order and select the time that they would like a sandwich package to be delivered. The cost of creating and operating this website for this third trimester was $300.

This last semester of Edwina’s freshman year proved to be the most successful in terms of sales. They were able to fulfill orders for 1,105 sandwich packages, generating revenue of $5,525. Edwina determined that the direct cost of food for these sandwich packages came out to be $2,928.25. The direct cost of paper supplies was $165.75. At the end of her freshman year, Edwina repaid her parents the $425 that came from her credit line that was used to purchase the Panini makers and the cooking utensils.

1. Prepare balance sheets for the end of each semester. (unfortunately there is no graphic to it)

13a. Mary is transferred from the emergency department to the pediatric intensive care department. In developing the plan of care, the nurse identifies the nursing diagnosis, “Acute pain related to tissue ischemia” as a priority.

13b. Which intervention should be included in the care plan?

1. Explain how to use a patient controlled analgesic pump.

2. Apply cold compresses periodically to painful joints.

3. Administer acetaminophen PRN for pain.

4. Assess pain by using a numerical pain scale

14. The night nurse assesses Mary and notes that her vital signs are now T 98.3, P 108, R 22, BP 96/60. Which action should the nurse implement?

1. Encourage Mary to turn, cough, and deep breathe

2. Notify the healthcare provider immediately

3. Document the findings on the graphic sheet.

4. Retake and assess the vital signs in 1 hour

15a. The ICU night nurse is making rounds and hears Mary crying. The nurse says, “Mary, are you hurting?” Mary cries harder and replies, “No, I just miss my Mommy.” Mary’s grandmother has gone home to rest for a few hours.

15b. How should the nurse intervene initially

1. Pull up a chair, hold Mary's hand, and allow her to cry

2. Tell Mary she needs to try and quit crying and get some sleep.

3. Call Mary’s grandmother and ask her to come to the hospital.

4. Say, “I know how hard it is to lose your Mommy. Mine is gone too.”

16. Mary is in the ICU for 3 days and is transferred to the pediatric floor. Earlene has been at the hospital every day and is very concerns about Mar and he condition. Earlene asks the nurse, “What can I do to make sure this never happens again?” What is the best initial response by the nurse?

1. “When Mary gets a fever give her 1 baby aspirin.”

2. “Make sure she does not participate in any strenuous activity.”

3. There is no way you can make sure this never happens again.”

4.“Keep Mary away from anyone who has an infection.”

17. Mary’s grandmother goes downstairs to get something to eat form the hospital cafeteria. The UAP who is staying with Mary while her grandmother is gone informs the primary nurse that Mary urinated in the bed, is crying, and wants her grandmother. Which intervention should the nurse implement first?

1. Find Earlene in the cafeteria

2. Change Mary’s bed linens.

3. Help Mary change her clothes

4. Document the incident in Mary’s chart

18a. Mary is starting to feel better and is requiring less pain medication, and she is sleeping as the nurse makes evening rounds. Earlene shares with the nurse it has been a long time since she has had a 7-year-old-in her home. Earlene says, “I have no idea what Mary should be allowed to do so she can have some fun.”

18b. Which statement will be the best response by the nurse?

1. “Mary should not be around a lot of children, so her activities will be limited

2. “You should like you are worried about raising Mary by yourself,”

3. “I would recommend enrolling her in a sport with running, such as soccer.

4. Seven-year-olds really like being in groups like Girl Scouts or Girl's Clubs.

19. Which statement by Mary indicates that she is meeting Erickson's stage of development for her age?

1. “When I grow up I want to be a nurse just like you.”

2. “Look, I finished putting the puzzle together.”

3. “I need my stuffed dog so that I can go to sleep.”

4. “I don’t want any of my friends to visit me here.”

20a. Mary is scheduled for discharge the next day. The nurse is completing discharging teaching with Earlene when Earlene tells the nurse that she is planning to take Mary to Colorado to visit her oldest daughter and their family for the Christmas holidays. Mary is very excited and can’t wait to meet her cousin.

20b. What is the best response by the nurse?

1. “Your planned trip may put Mary at risk for a crisis.”

2. “I think you should talk to Mary’s healthcare provider before you go.”

3. “Could your daughter come here for the Christmas holidays?”

4. “I know that Mary will enjoy meeting her family.”

21a. Earlene asks many questions about SCA. She is very concerned about her granddaughter and what will happen to her the future. The nurse is aware that there are many serious complications that Mary could experience.

21b. Which potentially fatal complication(s) can occur? (Select all that apply.)

1. Hypertensive crisis

2. Vasoocclusive crisis.

3. Priapism

4. Heart failure

22. Mary’s HCP has advised Earlene to get pneumococcal and meningococcal vaccines for Mary at her follow-up office visit. Earlene asks the nurse, “Why does Mary need to have those other vaccines? I hate for her to get more shots. She cries, and I know it hurts.” What is the best response by the nurse?

1. “She is susceptible to infections. These vaccinations may help prevent a crisis.”

2. “I will get the healthcare provider to explain why Mary needs the vaccines.”

3. “I know you don’t like to see her hurt, but she must have these vaccines.”

4. “These vaccines are required for all children younger than 10 years of age.”

23a. The charge nurse is transcribing prescription at the nurse’s station. Other responsibilities of the charge nurse include answering the phone assisting with visitor’s questions and answering the clients’ call lights.

23b.  Which nursing task would be best for the charge nurse to delegate to the UAP?

1. Take the hourly vital signs for a client receiving a unit of blood.

2. Teach Mary’s grandmother how to apply warm soaks to her joins.

3. Change the morphine vial on the patient controlled analgesia pump.

4. Clean the insertion sites of a client with skeletal traction.

24a. Mary is discharged home with a home health referral. The home health nurse visiting Mary the day after she is discharged from the hospital. Earlene ask the home health nurse, “I received some information form the Sickle Cell Foundation, but I have never heard of it. What kind of group is it?”

24b. How should the nurse respond?

1. “It is a foundation that deals primarily with research to find the cure for sickle cell anemia.”

2. “They didn’t discuss this organization with you when Mary was in the hospital?”

3. “The foundation arranges for families with children who have sickle cell to meet each other.”

4. “It provides information on the disease and on support groups in this area.”

25. To evaluate the discharge teaching completed at the hospital, the home health nurse discusses acute exacerbation of SCA with Mary’s grandmother. Which behavior indicates to the nurse that Earlene understands about acute exacerbation of sickle cell anemia?

1. She does not allow Mary to go outside unless she is with her.

2. She measures Mary’s fluid intake to remain under 1 liter a day.

3. She demonstrates how to accurately read an oral thermometer.

4. She is able to take Mary’s radial pulse within 4 beats of the nurse.

>> Nike

Nike hit the ground running in 1962. Originally known as Blue Ribbon Sports, the company focused on providing high-quality running shoes designed for athletes by ath- letes. Founder Philip Knight believed high-tech shoes for runners could be manufactured at competitive prices if imported from abroad. Nike’s commitment to design- ing innovative footwear for serious athletes helped build a cult following among U.S. consumers.

Nike believed in a “pyramid of influence” where the preferences of a small percentage of top athletes influ- enced the product and brand choices of others. Nike’s marketing campaigns have always featured accom- plished athletes. For example, runner Steve Prefontaine,

the company’s first spokesperson, had an irreverent attitude that matched Nike’s spirit.

In 1985, Nike signed up then-rookie guard Michael Jordan as a spokesperson. Jordan was still an up-and- comer, but he personified superior performance. Nike’s bet paid off—the Air Jordan line of basketball shoes flew off the shelves and revenues hit more than $100 mil- lion in the first year alone. As one reporter stated, “Few marketers have so reliably been able to identify and sign athletes who transcend their sports to such great effect.”

In 1988, Nike aired the first ads in its $20 million “Just Do It” ad campaign. The campaign, which ultimately fea- tured 12 TV spots in all, subtly challenged a generation of athletic enthusiasts to chase their goals. It was a natural manifestation of Nike’s attitude of self-empowerment through sports. As Nike began expanding overseas, the com- pany learned that its U.S.-style ads were seen as too aggressive in Europe, Asia, and South America. Nike realized it had to “authenticate” its brand in other countries, so it focused on soccer (called football outside the United States) and became active as a sponsor of youth leagues, local clubs, and national teams. However, for Nike to build authenticity among the soccer audience, consumers had to see professional ath- letes using its product, especially athletes who won.

Nike’s big break came in 1994 when the Brazilian team (the only national team for which Nike had any real sponsorship) won the World Cup. That victory transformed Nike’s international image from a sneaker company into a brand that represented emotion, allegiance, and identifi- cation. Nike’s new alliance with soccer helped propel the brand’s growth internationally. In 2003, overseas revenues surpassed U.S. revenues for the first time, and in 2007, Nike acquired Umbro, a British maker of soccer-related footwear, apparel, and equipment. The acquisition made Nike the sole supplier to more than 100 professional soc- cer teams around the world and boosted Nike’s interna- tional presence and authenticity in soccer. The company sold Umbro in 2012 for $225 million.

In recent years, Nike’s international efforts have been focused on emerging markets. During the 2008 Summer Olympics in Beijing, Nike honed in on China and devel- oped an aggressive marketing strategy that countered Adidas’s sponsorship of the Olympic Games. Nike re- ceived special permission from the International Olympic Committee to run Nike ads featuring Olympic athletes during the games. In addition, Nike sponsored several teams and athletes, including most of the Chinese teams. This aggressive sponsorship strategy helped ignite sales in the Asian region by 15 percent.

In addition to expanding overseas, Nike has success- fully expanded its brand into many sports and athletic categories, including footwear, apparel, and equipment. Nike continues to partner with high-profile and influential athletes, coaches, teams, and leagues to build credibility in these categories. For example, Nike aligned with tennis stars Maria Sharapova, Roger Federer, and Rafael Nadal to push its line of tennis clothing and gear. Some called the famous 2008 Wimbledon match between Roger Federer and Rafael Nadal—both dressed in swooshes from head to toe—a five-hour Nike commercial valued at $10.6 million.

To promote its line of basketball shoes and apparel, Nike has partnered with basketball superstars such as Kobe Bryant and LeBron James. In golf, Nike’s swoosh appears on many golfers but most famously on Tiger Woods. In the years since Nike first partnered with Woods, Nike Golf has grown into a $523 million busi- ness and literally changed the way golfers dress and

play today. Tiger’s powerful influence on the game and his Nike-emblazoned style has turned the greens at the majorsinto“golf’sfashionrunway.”

Nike is the biggest sponsor of athletes in the world and plans to spend more than $3 billion in athletic endorsements between 2012 and 2017. The com- pany also has a history of standing by its athletes, such as Tiger Woods and Kobe Bryant, even as they struggle with personal problems. It severed its rela- tionship with Lance Armstrong in 2012, however, after strong evidence showed that the cyclist doped during his time as an athlete and while competing during all Tour de Frances. Nike released a statement explain- ing, “Nike does not condone the use of illegal perfor- mance enhancing drugs in any manner.” Prior to the scandal, the company had helped develop Armstrong’s LIVESTRONG campaign to raise funds for cancer. It designed, manufactured, and sold more than 80 million yellow LIVESTRONG bracelets, netting $500 million for the Lance Armstrong Foundation.

While Nike’s athletic endorsements help inspire and reach consumers, its most recent innovations in technology have resulted in more loyal and emotion- ally connected consumers. For example, Nike’s lead in the running category has grown to 60 percent market share thanks to its revolutionary running application and community called Nike+ (plus). Nike+ allows runners to engage in the ultimate running experience by seeing their real-time pace, distance, and route and by giv- ing them coaching tips and online sharing capabilities. Nike expanded Nike+ to focus on key growth areas like basketball and exercise and recently launched Nike+ Basketball, Nike+ Kinect, and Nike+Fuelband, a bracelet/ app that tracks daily activities.

Like many companies, Nike is trying to make its com- pany and products more eco-friendly. However, unlike many companies, it does not promote these efforts. One brand consultant explained, “Nike has always been about winning. How is sustainability relevant to its brand?” Nike executives agree that promoting an eco-friendly message would distract from its slick high-tech image, so efforts like recycling old shoes into new shoes are kept quiet.

As a result of its successful expansion across geo- graphic markets and product categories, Nike is the top athletic apparel and footwear manufacturer in the world. In 2014, revenues exceeded $27 billion, and Nike dominated the athletic footwear market with 31 percent market share globally and 50 percent market share in the United States. Swooshes abound on everything from wristwatches to skateboards to swimming caps. The firm’s long-term strat- egy, however, is focused on running, basketball, foot- ball/soccer, men’s training, women’s training, and action sports.

1. Write the position statement for Nike? Write the purchase of parity ? write the Write the purchase of parity ?
2. Into which consumer product classification dose the Nike belongs to and write the implication 4ps marketing strategy?
3. What is the branding strategy of Nike ? what is the product line ?
4. Write five product level ?
5. Which pricing strategy is appropriate for this case ?
6. Draw and explain the channel flow and which distribution strategy is used?
7. Develop a promotional campaign steps in developing effective communication ?

Depression Case Study

Subjective

Mr. AK is a 45 yr old African American male who is referred to begin pulmonary rehabilitation. His chief complaint is worsening shortness of breath with exertion due to sarcoidosis involving the lung. He reports that he can now only walk less than 0.75 mi on a flat surface; he cannot walk more than one and one-half flights of stairs without stopping. He states that prior attempts to improve functional capacity through regular exercise or increasing activity habits have fallen short due to disinterest, fatigue, and his dislike for exercising in front of others.

Mr. AK also suffers from grade I obesity, depression, hypertension, and hyperglycemia. Family history indicates that his father, mother, and both sisters are living. Social history indicates that he is married with one child (14 yr of age). He works part-time from home as a graphic artist, he does not routinely exercise, his daily activities are markedly restricted due to shortness of breath, he does not smoke or drink, he has difficulty falling asleep at night and awakening in the morning, and he denies substance abuse. Patient is being cared for by Behavioral Health Clinic, which includes ongoing psychotherapy to manage depression, and by his primary care physician for management of hypertension and diabetes.

He is allergic to penicillin. Medications include methotrexate, prednisone, hydrochlorothiazide, and glipizide.

Objective and Laboratory Data

Patient is a mildly obese male (BMI = 33.4) in no acute distress. Lung volumes and forced expiratory flow rates are reduced per recent spirometry report in medical record, as is lung diffusing capacity. Skin nodules observed on neck, arms, and legs; lungs clear; and cardiovascular examination unremarkable and without evidence of edema. Resting heart rate 86 beats · min^–1 and resting blood pressure 144/96 mmHg. Spleen and liver enlarged. Depression screening with PHQ-9 scored at 9.

Assessment and Plan

Patient has active sarcoidosis involving lung, with second organ involvement including skin, liver, and spleen. Comorbidities include hypertension, hyperglycemia, obesity, marked deconditioning, and sleep disturbance likely due to depression (PHQ-9 score = 9).

Mr. AK completed an exercise test using a stationary cycle, achieving a peak power output of 87 W, and stopping due to dyspnea. Peak heart rate 145 beats · min^–1 and peak blood pressure 194/100 mmHg. Oxygen saturation fell from 97% at rest to 89% at peak. No ECG ST segment observed, chest pain denied, and isolated PVCs observed.

Plan includes initiating weight management for obesity and enrolling in pulmonary rehabilitation to improve functional capacity and decrease shortness of breath.

In addition to improving functional capacity through aerobic-type large muscle activities, will include respiratory muscle training, as well as upper body strength training to improve skeletal muscle strength and endurance. Monitor oxygen saturation and use oxygen supplementation via nasal cannula, as needed, to maintain oxygen saturation at 90% or greater. To ensure sufficient stimulus and to enhance patient compliance, intensity for aerobic training is set at 3-5 on 10-point Dyspnea scale. Duration of effort should progress to 30 min, but interval work may be needed if patient is initially unable to exercise for 30 continuous min. Frequency of aerobic activity set at 3 times per week and resistance training set at 2 times per week (2 sets of 12-15 repetitions).

Case Study Discussion Questions

1. Take a moment and research the PHQ-9 as a screening tool for depression. In the clinical setting, values of 10 or higher usually warrant referral to Behavioral Services or informing the patient’s primary care provider. With a value of 9, as reported in Mr. AK, what might you draw from this value relative to influencing compliance, patient affect, and group interaction in the rehabilitation setting?
2. What symptoms should you monitor to decide whether Mr. AK’s depression is worsening while he is participating at your center? If he was worsening, how would you handle this situation?
3. Is regular exercise an effective treatment for depression? Is exercise training/rehabilitation more, less, or similarly effective when compared to medical therapy or cognitive–behavioral therapy? Explain.

Chapter 34

Intellectual Disability Case Study

Subjective

Mr. RK is a 45 yr old male who has a mild intellectual disability (ID) and also Down syndrome (DS) and early stage Alzheimer’s disease. He lives in a community group home with 24 h support and assistance. He works 6 h per day at a local fast food restaurant. His favorite activity is to watch TV, and he enjoys eating popcorn while watching movies.

He does not have any history of heart disease or other serious medical conditions. His case worker has noted that over the past year he has experienced increased shortness of breath when walking up the stairs to his bedroom. However, at his last physical examination there was no note on any suggested pulmonary problems. He has started to display the early stage of Alzheimer’s disease and medical record notes abnormal laxity of the left knee. Mr. RK cannot walk or jog for any extended period of time without pain.

Both his physician and case worker have encouraged him to become more physically active, but at present he performs no physical activity outside of work. He is not currently taking any medications. He is referred by his physician with a request that he be provided assistance with beginning a mild exercise regimen.

Objective and Laboratory Data

He is 5 ft 6 in. (168 cm) and 240 lb (109 kg), with a BMI of 38.8 kg · m–2. Recent laboratory data indicates his total cholesterol is 240 mg · dL–1, with high-density lipoprotein (HDL) cholesterol of 35 mg · dL–1. There is no information on triglycerides or low-density lipoprotein (LDL) cholesterol. His blood pressure was 110/70 mmHg. Other findings on the physical examination were unremarkable.

A graded exercise test was ordered and completed. Mr. AK completed 4 min on a standard Bruce treadmill protocol. His maximal heart rate was 148 beats · min–1 (85% of predicted), and his maximal work capacity was predicted from treadmill time to be 4 METs. Oxygen uptake was not measured. His maximal blood pressure was 150/80 mmHg. He exhibited no ECG abnormalities, and the test was interpreted as negative for exercise-induced myocardial ischemia; but it was noted that maximal effort may not have been reached as evidenced by the low maximal heart rate achieved.

Assessment and Plan

Mr. RK has a mild ID with DS and early stage of Alzheimer’s disease. He is obese and presents with several cardiovascular disease risk factors.

A supervised exercise plan is established. Since Mr. RK has a problem with knee instability and knee pain, he was prescribed a stationary cycling program.

Case Study Discussion Questions

4. Provide a more specific exercise program. Include your recommendations for intensity, duration, frequency, as well as how you would progress the exercise.
5. What measures might you use to evaluate progress and outcomes? Explain your rationale for your choices.

The Cyberattack on Ukraine

After Russia annexed Crimea from Ukraine in 2014, authorities started nationalizing Ukrainian-owned energy companies in Crimea. In late 2015, Ukrainian supporters physically attacked electrical power distribution centers, plunging two million Crimeans in the dark.

Each of Ukraine's 24 regions is served by a different electric company. On December 23, 2015, the Ukrainian power grid experienced a cyberattack. The activists simultaneously attacked three power distribution substations, cutting power to some 230,000 Ukrainians.

The multistage, targeted cyberattack actually started in the spring of 2015. Let's take a look at how the cyberattack unfolded.

The Spear-Phishing Attack. In the first stage, the attackers launched a spear-phishing attack on IT staff and system administrators at three of the power distribution companies in Ukraine. The attack sent e-mails to employees that contained a malicious Word file. If an employee clicked on the document, a popup window told them to enable macros for that file. If they did so, a malicious software program named BlackEnergy3 infected their computers and allowed the hackers entry into their system.

Reconnaissance. The spear-phishing attack allowed the intruders to access the power distribution companies' corporate networks. However, the intruders still had to gain access to the supervisory control and data acquisition (SCADA) networks that actually operated the power grid, but the power companies had competently separated those networks from corporate networks with a firewall. Therefore, the attackers had to search the corporate networks and gain entry to the Windows Domain Controllers. From there, the hackers gathered employee login credentials from the user accounts. Some of these login credentials were used by employees to access virtual private networks (VPNs) to remotely log in to the SCADA network. The attackers now had access to the SCADA networks.

Disabling the uninterruptible power supply. The attackers now rejigged the supply of uninterruptible power to the three systems' control centers. They wanted to cut power to the operators as well as the customers.

Disabling the converters. The attackers then coded malicious software to supersede the actual software on converters at power company substation control systems. (These converters handle data from the SCADA network to the substations.) Disabling the converters stopped employees from transmitting remote commands to reestablish power after it was cut. The converters could not work and could not be recovered. This situation meant that the power companies could not recover until they obtained new converters and incorporated them into the power system. (Note: Power companies in the United States use the same type of converters as those used in Ukraine.)

Denial-of-service attack. The attackers now targeted customer call centers, initiating a telephone denial-of-service attack. That meant that customers could not call in to report the blackout when it occurred. The attack jammed up the distribution centers' call centers with thousands of false calls, blocking actual customers from getting through. This denial-of-service attack allowed the attackers more time to work on their attack because not only were substation employees seeing false information on their hijacked computers, but they were receiving no phone calls reporting power outages.

Causing the blackout. On December 23, the attackers used the commandeered VPNs to access the SCADA networks and deactivate the uninterruptible power supply that they had already reconfigured. Then they removed substations from the power grid.

Deploying KillDisk. Lastly, the attackers deployed software called KillDisk to complete their path of destruction. KillDisk deletes or overwrites essential system files from operators' computers to disable them as well. Because KillDisk also wipes the master boot file, operators could not reboot the crashed computers.

About half the homes in Ukraine's Ivano-Frankivsk region lost power. The cybercriminals also simultaneously attacked a large mining company and a major railway. The incidents seem to have been politically motivated, meant to disable Ukrainian critical infrastructure in a strike, according to security analysts at Trend Micro (www.trendmicro.com).

Homes and businesses in the impacted areas only lost power from one to six hours. However, more than two months later, the control centers were still not completely back online. Electricity was still being delivered, but employees had to manually operate the power substations.

The attack caused only digital damage; if the substations had been physically damaged, it would have taken much longer to restore power. In 2007, the U.S. government showed how criminals could remotely destroy a power generator through a SCADA attack with just 21 lines of malicious code.

Infrastructure personnel can learn many lessons from the attack. Ukraine's power generation control systems were unexpectedly more robust than some in the United States. The reason is that the Ukrainian SCADA networks were separated from the business networks with excellent firewalls. However, the Ukrainian control systems still had security weaknesses. For example, employees remotely accessing the SCADA network were not prompted to use two-factor authentication, which enabled the hackers to steal login information and gain entry to the SCADA systems.

Another lesson is that in the United States many power systems lack manual backups. That is, if criminals were to attack automated SCADA systems in the United States, it would be much more difficult to bring the grid back online.

This first-ever successful attack of a power grid's computers is a dire safety warning for other such systems across the world. Experts in industrial control systems at the Sans Institute (www.sans.org) say the hack of the Ukrainian power grid was the first time that cybercriminals have managed to directly bring down a power grid.

In December 2016, Ukraine was attacked again. Reports alleged that a group of Russians attacked computers at a control center of a power supplier in Kiev. The attackers apparently used phishing attacks on workers, enabling the intruders to grab login information and disable substations. The shutdown affected some 20 percent of Kiev's nighttime electrical use.

Sources: Compiled from J. Condliffe, “Ukraine's Power Grid Gets Hacked Again, a Worrying Sign for Infrastructure Attacks,” MIT Technology Review, December 22, 2016; E. Markowitz, “After Ukraine Cyberattacks, FBI and DHS Urge U.S. Power Companies to Develop Better Safety Protocols,” International Business Times, April 21, 2016; “FBI, DHS Issue Warning about Increasing Cyber Threat to Nation's Power Grid after Downplaying It in January,” Cyberwar.news, April 12, 2016; B. Gertz, “FBI Warns of Cyber Threat to Electric Grid,” The Washington Free Beacon, April 8, 2016; K. Zetter, “Inside the Cunning, Unprecedented Hack of Ukraine's Power Grid,” Wired, March 3, 2016; D. Voltz, “U.S. Government Concludes Cyber Attack Caused Ukraine Power Outage,” Reuters, February 25, 2016; W. Ashford, “Ukraine Cyber Attacks Beyond Power Companies, Says Trend Micro,” Computer Weekly, February 12, 2016; J. Robertson and M. Riley, “How Hackers Took Down a Power Grid,” Bloomberg BusinessWeek, January 14, 2016; M. Heller, “Russian Actors Accused of Attacking Ukraine with BlackEnergy Malware,” TechTarget, January 4, 2016; D. Goodin, “First Known Hacker-Caused Power Outage Signals Troubling Escalation,” Ars Technica, January 4, 2016; J. Cox, “Malware Found Inside Downed Ukrainian Grid Management Points to Cyberattack,” Motherboard, January 4, 2016.

• Questions ( 1 point * 3 = 3 points)

1. Describe what the Ukrainian power distribution companies did correctly to try to prevent such attacks.
2. Describe what other actions that the Ukrainian power distribution companies did incorrectly, or did not do at all, in order to try and prevent such attacks.
3. What lessons can other power companies gain from the Ukrainian cyberattack?

• Explain the following 10 types of deliberate attacks (for each item, please do not write more than 5 lines). (0.2 point * 10 = 2 points)

1. Espionage and trespass
2. Information extortion
3. Sabotage and vandalism
4. Identity theft
5. Phisihing attack
6. Distributed denial-of-service (DDoS) attack
7. Back door
8. Supervisory control and data acquisition (SCAND) attacks
9. Cyberterrorism and cyberwarfare

Ethics in Engineering

For each of the following five (5) scenarios, state briefly ‘what you would have done’ from an ethics perspective:

d) Dissent about quality

Discuss the ethical issue this case raises.

Dissent about quality

I

A recent graduate of Engineering Tech, Bernie Reston has been employed in the Research and Development (R&D) Chemical Engineering Division of Larom, Inc. for the past several months. Bernie was recommended to Larom as the top Engineering Tech graduate in chemical engineering.

Alex Smith, the head of Bernie's unit, showed immediate interest in Bernie's research on processes using a particular catalyst (call it B). However, until last week, his work assignments at Larom were in other areas.

A meeting of engineers in Bernie's unit is called by Alex. He announces that the unit must make a recommendation within the next two days on what catalyst should be used by Larom in processing a major product. It is clear to everyone that Alex is anticipating a brief, decisive meeting. One of the senior engineers volunteers, "We've been working on projects like this for years, and catalyst A seems to be the obvious choice." Several others immediately concur. Alex looks around the room and, hearing no further comments, says, "Well, it looks like we're in accord on this. Do we have consensus?"

So far Bernie has said nothing. He is not sure what further testing will show, but the testing he has been doing for the past week provides preliminary evidence that catalyst B may actually be best for this process. This is also in line with what his research at Engineering Tech suggested with somewhat similar processes. If catalyst B should turn out to be preferable, a great deal of money will be saved; and, in the long run, a fair amount of time will be saved as well. Should he mention his findings at this time, or should he simply defer to the senior engineers, who seem as determined as Alex to bring matters to closure?

II

Bernie somewhat hesitantly raises his hand. He briefly explains his test results and the advantages catalyst B might provide. Then he suggests that the unit might want to delay its recommendation for another two weeks so that he can conduct further tests.

Alex replies, "We don't have two weeks. We have two days." He then asks Bernie to write up the report, leaving out the preliminary data he has gathered about catalyst B. He says, "It would be nice to do some more testing, but we just don't have the time. Besides, I doubt if anything would show up in the next two weeks to change our minds. This is one of those times we have to be decisive--and we have to look decisive and quit beating around the bush. They're really getting impatient on this one. Anyway, we've had a lot of experience in this area."

Bernie replies that, even if the data on B is left out, the data on A is hardly conclusive. Alex replies, "Look you're a bright person. You can make the numbers look good without much difficulty--do the math backwards if you have to. Just get the report done in the next two days!"

Bernie likes working for Larom, and he feels lucky to have landed such a good job right out of Engineering Tech. He is also due for a significant pay raise soon if he plays his cards right.

What do you think Bernie should do? Explain your choice.

1. Write up the report as Alex says.
2. Refuse to write up the report, saying he will have no part in falsifying a report.
3. Other.

III

[Following II. 1.]

Bernie decides to write up the report. When he is finished, Alex asks him to sign it. Bernie now has second thoughts. He wonders if he should sign his name to a report that omits his preliminary research on catalyst B. Should he sign it?

IV

Bernie has now had more time to do research on catalyst B. After several weeks his research quite decisively indicates that, contrary to the expectations of Alex and the other more experienced engineers in the unit, catalyst B really would have been, far and away, the better choice. What should Bernie do now?

1. Keep the data to himself--don't make trouble.
2. Tell Alex and let him decide what, if anything, to do.
3. Other.

V

Bernie decides to say nothing. Although Larom has lost a lot of money by investing in an inferior catalyst, it is quite possible that this is the end of the matter for Bernie. The customer never complains, and no one outside at Larom raises any questions. However, it might go otherwise. Suppose a Larom competitor discovers that catalyst B is better for this type of work and it begins receiving contracts that Larom would normally be awarded. Further, what if Alex's superior then makes an inquiry into why his unit has missed out on this development?

VI

[Following II. 3.]

Bernie tries to convince Alex that a straightforward report should be submitted. Since there is a virtual consensus in the unit that catalyst A is best, A can be recommended. But the preliminary evidence about B can also be mentioned. After all, Bernie suggests, if the entire unit is convinced that A is best despite the preliminary evidence about B, why wouldn't those outside the unit be persuaded by the received wisdom of the unit? If they aren't persuaded, perhaps they will grant the unit more time to continue the research on B.

Somewhat to his surprise, Bernie finds Alex and the others receptive to his suggestion. The preliminary evidence about catalyst B is included in the report, even though A is recommended.

Unfortunately, Alex's superiors are very upset with the recommendation. They are unwilling to go ahead with the project without further testing, but they bitterly complain that the further delay will be very costly. Alex is severely criticised for not having a more convincing set of data. He, in turn, blames his staff, especially Bernie, the new specialist in this area. Bernie, Alex tells his superiors, failed to complete the necessary testing in a timely fashion. Alex tells his superiors that he should have supervised Bernie's work more closely, and he assures them that he will not let matters get out of control again. Although Bernie is not fired, he is not promoted and his salary is frozen for another year. What should he do?

1. Nothing. No good will come from complaining.
2. Confront Alex, telling him what you think of what he has done, but carrying it no further.
3. Other.

VII

Bernie decides he has nothing to gain from complaining to Alex or anyone else about becoming the "scapegoat" of the project. So, he keeps quiet. Sometime later, Alex is being considered for promotion to another division. Members of Bernie's unit are privately interviewed about his performance in the unit. Bernie is told that his comments will be kept confidential. What should he say in his interview?

VIII

Bernie says nothing negative about Alex in the interview. None of the others in the unit do either. Alex is promoted to another division. However, a year later it is discovered that he has directed someone in his new division to falsify data for reasons very similar to those in Bernie's original situation. The new person does what Alex asks. The result is a significant loss of money to Larom--only this time there is an expensive product-liability lawsuit relating to an unsafe Larom product. An inquiry takes place. The person who has falsified the report says that Alex has often requested that data be falsified--and that he typically has gotten young engineers to do the "dirty work" for him. So, it comes back to Bernie. He is asked why he didn't report Alex's orders to falsify data when the matter first came up. Bernie is accused of being partly responsible for allowing Alex to be promoted--with the resulting harm to others and loss of money and reputation to Larom.

Instructions: 1. Solve the following problems in a MATLAB script. You will be allowed to submit only one script, please work all the problems in the same script (Hint: careful with variables names) 2. Show your work and make comments in the same script (Use %). Please write your name in the first line of the scrip with % 3. It is OK to work with other students, but what you submit should be your own work – not something copied from someone else.

Problem #1 (10 points): Using loops show the following calculation: ? ???? 25 3 ????=1

Problem #2 (15 points): When working with computer, microprocessors or digital systems most of the commands are represented in binary numbers, hexadecimal numbers, ASCII or octal. We want to write a code that do the following a. Inputs are decimal digits from 200 to 400 counting by 10 b. When the counter find a number smaller than 300 the result will be the same number converted into hexadecimal c. When the counter find 300 display “We are at 300 from now on the numbers will be display as binary numbers” d. When the counter find an number bigger than 300 the result will be the same number converted into binary

Problem #3 (25 points): As you make decisions over your 401K, you find one investment opportunity that will draw 09% interest per year added to your account. The trick about this investment is that you will need to cancel the investment as soon as you double the amount of money you put in the first time which could be any amount from $5000 - $7000. You will received statements of the balanced for the total years you invested until the balanced is doubled. Expected from this program: • Initialize balance, year, and interest rate. Your first year is denominated at year 0. • You will need to display the balance with headings “Year” and “Balance” until the balance is twice the original. • Please display the numbers with bank format Example: Initial Balance=4500.00 Year Balance 1.00 4905.00 2.00 5346.45 3.00 5827.63 4.00 6352.12 5.00 6923.81 6.00 7546.95 7.00 8226.18 8.00 8966.53 9.00 9773.52

Problem #4 (35 points): A friend ask you to babysit their 5 year old named Kylo-Ren. After the kid tablet run out of battery and is almost at the point to start screaming, you decide to play a game. Since you are an expert in MATLAB or at least love writing some easy scripts, you decide to work a game for him. You want MATLAB to generate a random integer number that KyloRen will guess. Expected from this program: • Generate a random integer (no higher than 25). Keep in mind that a 5 year old will probably do not want to play a game if it is too long or too short. • Ask the user to input a guess. Please specify how high the guess could be. • Check the guess given for the user. If the guess is too low tell the user: “Kylo-Ren, your guess is too low, please try again and enter a new guess number”. The same thing should happen if the guess is too high. • When the guess is equal to the random number please congratulate Kylo-Ren. • If you can add sounds to the game, Kylo-Ren will be more eager to play over and over again which will give you time to watch one episode of the Big Bang Theory. Plus you can get bonus points. Example: Please enter your guess between 1 and 20: 5 Sorry your guess is too low Please enter your next guess: 15 Sorry your guess is too high Please enter your next guess: 5 Sorry your guess is too low Please enter your next guess: 10 Sorry your guess is too low Please enter your next guess: 12 Sorry your guess is too low Please enter your next guess: 14 Sorry your guess is too high Please enter your next guess: 13 At last! :)

Problem #5 (15 points): You all know I like sports, especially baseball. What is your favorite sport? Expected from this program: • Show the options in a menu form for the user for them to press either Baseball, Football, Soccer, Track and Field, Other, and Quit Survey. • When display a fun fact for each sport as follows o Baseball - display “Bobby Richardson is the only player to win an MVP on the World Series losing team” o Football – display “It takes 600 cows to make one full season’s worth of NFL footballs” o Basketball – display “ Basketball was invented by a YMCA teacher in Springfield, MA” o Soccer – display “FC Barcelona wears UNICEF logo in their shirt while donating 1.5M euros each year – Reverse sponsorship” o Track and Field – display “UNC Charlotte Men T&F Team Won C-USA Championship this year” o Other – display “ Golf: The average golf ball has 336 dimples, Tennis: Tennis balls where change from white to yellow in 1972” o Quit Survey – display “Thanks for participate” Example: Panther: Keep Pounding Broncos are my option Thanks for participate

Problem #6 (20 points): We have set up a limit in current on a piece of equipment to be 0.45 Amps. When the system is running data is gather in the DAQ. The system generates a vector of 10 random numbers in one single column. The control system is comparing if the values of the result currents are higher than the limit set for the supplier. We need to project the results into a monitor for easy understanding and to take action over the equipment. If one of the parameters in the vector has a value higher than the limit, we will need to display a message that say “There is at least one current value measure above the limit”, if this is not true, please display “All values are below the limit. You can proceed with your data acquisition”.