A week after a pedestrian bridge collapsed in Miami, killing six people and injuring another 10, investigators are still working to answer what caused the 950-ton structure to crash into several cars stopped at a red light below.

Several lawsuits have been filed by families and friends of victims since last week’s collapse at Florida International University.

Here’s a quick rundown of what the lawsuits claim and what’s next as the investigation into the bridge’s failure moves forward.

Who are the victims?

Recovery efforts ended this past weekend after police announced that they believed all victims have been recovered from the wreckage. In total, five bodies were removed from underneath the bridge. Another later died in a local hospital.

The victims were later identified by both police and families of the dead. Their ages ranged from 18 to 60, the Miami Herald reported, with the youngest victim being Florida International University student Alexa Duran. Navaro Brown, Brandon Brownfield, Rolando Fraga Hernandez, Osvaldo Gonzalez, Alberto Arias also died from the collapse. Gonzalez and Arias had been life partners for 21 years.

A vigil was held at the university Wednesday to honor the victims. Afterward, thousands of mourners, carrying ivory daisies, walked to a memorial nearby the crash site. A prayer service was also scheduled Thursday, to begin at the exact time of the bridge collapse a week earlier.

What lawsuits have been filed?

The first lawsuit related to the collapse was filed in court Monday on behalf of cyclist Marquise Hepburn, who was injured while passing by that day.

The lawsuit alleged negligence by FIGG Bridge Engineers and Munilla Construction Management, the two firms involved in the construction of the bridge. The lawsuit said Hepburn is seeking damages in excess of $15,000 from the firms, The Wall Street Journal reported. Hepburn’s lawyer told reporters that the 24-year-old was knocked off his bicycle when a car veered into his path to avoid the collapsing bridge.

The same law firm representing Hepburn also filed a civil lawsuit of behalf of FIU student Emily Panagos, 21, whose car was crushed in the collapse. Panagos survived the incident.

Later this week, another lawsuit was filed on behalf of the family of victim Rolando Fraga, 60, who died in the collapse. The lawyer representing the family said the companies behind the project should have closed the roadway while the bridge was still being constructed, NBC News reported. The bridge was originally slated to open to the public next year.

And the families of Alberto Arias, 53, and Osvaldo Gonzalez, 57, also signaled that they were filing a wrongful death lawsuit, the Miami Herald reported after funeral services for the men this week. The men, who were partners for more than 20 years, both died inside their truck in the collapse.

What went wrong?

The $14.2 million pedestrian bridge was intended to allow students to safely cross from Florida International University’s main campus over a six-lane highway to a cluster of off-campus housing.

Celebrated as a “one-of-a-kind” project by the university, the bridge was raised over the course of a Saturday morning. Then, five days later, it collapsed.

The lawsuits emerged after the Florida Department of Transportation released a transcript of a call made by the project’s lead engineer, telling state officials that he had spotted cracks in the structure.

Here’s part of what the engineer said in his voicemail, according to the provided transcript: “Calling to, uh, share with you some information about the FIU pedestrian bridge and some cracking that’s been observed on the north end of the span, the pylon end of that span we moved this weekend. Um, so, uh, we’ve taken a look at it and, uh, obviously some repairs or whatever will have to be done but from a safety perspective we don’t see that there’s any issue there so we’re not concerned about it from that perspective although obviously the cracking is not good and something’s going to have to be, ya know, done to repair that.”

The voicemail was left days before the bridge’s collapse. FDOT said the message wasn’t heard until March 16 because the employee was out of office on assignment.

FDOT also said the agency normally issues a permit for partial or full road closures “if deemed necessary and requested by the FIU design build team.”

The federal investigation into the incident is ongoing and the exact cause of the collapse has yet to be determined. It’s not clear if any known cracks are the actual cause for the bridge’s failure.

NTSB previously confirmed that workers were adjusting tension on the two rods at the north end of the span when the bridge collapsed.

“They had done this same work earlier at the south end, moved to the north side, and had adjusted one rod. They were working on the second rod when the span failed and collapsed,” NTSB said in a statement.

The roadway was not closed when the workers were readjusting the tension for the bridge.

The speedy construction process used to raise the bridge is also being scrutinized, the Associated Press reported.

What’s next?

NTSB said it was sending samples from the crash site to a research center in McLean, Virginia, for evaluation, and investigators are gathering interviews from witnesses and those involved in the project. In the coming weeks, NTSB is expected to release a preliminary report of their findings, although a cause for the collapse may still not be determined then, the Herald reported.

Miami-Dade police are also conducting a homicide investigation to determine whether charges should be filed over negligence.

And the inspector general at the U.S. Department of Transportation will also investigate the bridge collapse, the Washington Post reported. An announcement about the audit is expected next week, the Post said.

From this case explain how the 3 elements of recovery are present under tort law

1. Plaintiff suffered harm

2. Defendant's act or failure to act caused the harm

3. Defendant's act or failure to act was a breach of duty.

1. Who is Tommy Saleh, what is his job title and duties and what type of hotel does he work for?

2. What event did he have to analyze to determine if his company should go forward with it? Summarize the process he and his company went through to make their decision on whether or not to hold the event.

• Tommy Saleh has the type of job that a lot of people probably dream of.
• He is paid to make sure his organization, the Tribeca Grand
• Hotel in New York City, remains on the cutting edge of cool.
• Whether that means hosting an informal concert in the lobby
• with the Kings of Leon, or helping to host the Tribeca
• Film Festival in their basement screening room, Tommy gets
• paid to keep his finger on the pulse of current culture.
• Budgetary planning plays a significant role in Tommy's job,
• and he is evaluated in part by how he controls costs.
• Each year, the planning process for the company's
• annual budget normally begins in the 4th quarter.
• Saleh: We probably meet around the end of September, and
• we involve the CFO, the COO, and the general managers.
• Narrator: The master budget covers all aspects of
• running the hotel, but Tommy's events budget is
• particularly significant, because, let's face it,
• there are lots of cool hotels in New York City.
• Clients choose to stay at the Tribeca knowing that Tommy's planners, event specialists and
• his concierge team are plugged into not just New York City, but the larger world stage.
• As Tommy plans and implements his events budget, the key is to maintain budgetary
• control, including budget reports that compare planned objectives with actual results.
• A budget can cover any length of time and any purpose,
• so formalized reporting systems help by identifying
• the name of the budget report, the frequency of the
• report, the purpose, and the primary recipients.
• Let's look at an example of budgetary control
• activities, and, for this, let's go back to 2002,
• when the Tribeca Film Festival was created to combat
• the economic effect of 9/11 on lower Manhattan.
• Saleh: The Tribeca Film Festival started with Robert
• DeNiro's idea of bringing something to the downtown area.
• Narrator: The hotel had to develop a budget for events they would host.
• Then, after the festival, they analyzed what they planned
• from what was actually spent, and took corrective action.
• They increased the budget for the following year—it was
• a big success—and modified future plans accordingly.
• This cycle of control activities can be used over and over, and, when
• implemented properly, can help management to evaluate performance.
• Now, if Tommy was responsible for just one hotel event
• each year, he could probably get by with a static budget.
• But he has many events, some of which occur on
• short notice, so he relies on a flexible budget,
• which is really just a series of static budgets
• that account for a wide variety of activities.
• The basic idea behind responsibility accounting is
• that large, diversified organizations, especially
• those with multiple product lines, are difficult,
• if not impossible, to manage as a single segment.
• Breaking them up into smaller segments allows responsibility to be assigned to
• managers that have the authority to make day-to-day decisions at that level.
• Evaluating a manager whose performance can be quantified,
• like a sales manager, is fairly straightforward.
• But what about someone who contributes indirectly
• to the profitability of an organization? To answer this, it's important to
• understand profit and cost centers. Profit centers in an organization do exactly
• what they sound like: they generate profits.
• Hotel profit centers are typically sleeping rooms,
• events, restaurants, and catered food functions.
• Saleh: The rooms are the main income for the hotel.
• Food and beverage is not an amenity here, only it's actually another source of revenue,
• where people want to try the shop that you have, or expect 24-hour room service.
• Narrator: Cost centers incur costs but don't directly generate revenue, but you need them.
• In a hotel, they might be marketing, engineering,
• human resources, and, yes, accounting. Okay now, let's have some fun.
• Let's take everything we've learned and apply it to a real world example.
• We mentioned the time that the Kings of Leon were staying at the Tribeca.
• Saleh: And they go, "Why don't you just put a secret gig for the, um, for our fans?"
• Narrator: Now, Tommy didn't have a "Kings of Leon secret
• gig” budget, on the off-chance that they ever showed up at
• his hotel, but since he made use of flexible budgets, he was
• ready, and had a basic idea of what his costs would be.
• Saleh: One of those projections was based upon what
• would the total night cost us when we do it from a to z.
• Narrator: Including everything from building a temporary sound system,
• to hiring doormen, and even bathroom attendants.
• Keep in mind that some of these budget items are a result
• of valuable lessons from past budgetary control activities.
• Armed with this budget, he did a quick ROI evaluation
• to determine if the event would be profitable. In the end, the event
• was a huge success. But from a profit/cost center perspective,
• what if it had been slightly unprofitable? From a marketing standpoint, there
• certainly were other benefits. Saleh: It's good
• promotion for the hotel. It's great press for the hotel.
• Narrator: So, maybe you compensate by canceling another event
• later in the year that wouldn't have had the same impact.
• The point being, budgetary control allows managers like Tommy to not only
• do their job, but to take advantage of opportunities when they arise.
• And from a responsibility accounting perspective, this has served Tommy well.
• Sure, his events help drive profits, but what they
• really do, in an industry where boutique hotels
• come and go, is to help keep the Tribeca Grand both
• relevant and hip as a key Manhattan destination.

Royal Barton started thinking about an electric fishing reel when his father had a stroke and lost the use of an arm. To see that happen to his dad, who had taught him the joys of fishing and hunting, made Barton realize what a chunk a physical handicap could take out of a sports enthusiast’s life. Being able to cast and retrieve a lure and experience the thrill of a big bass trying to take your rig away from you were among the joys of life that would be denied Barton’s father forever. Barton was determined to do something about it, if not for his father, then at least for others who had suffered a similar fate. So, after tremendous personal expense and years of research and development, Barton perfected what is sure to be the standard bearer for all future freshwater electric reels. Forget those saltwater jobs, which Barton refers to as “winches.” He has developed something that is small, compact, and has incredible applications. He calls it the Royal Bee. The first word is obviously his first name. The second word refers to the low buzzing sound the reel makes when in use. The Royal Bee system looks simple enough and probably is if you understand the mechanical workings of a reel. A system of gears ties into the spool, and a motor in the back drives the gears attached to the triggering system. All gearing of the electrical system can be disengaged so that you can cast normally. But pushing the button for “retrieve” engages two gears. After the gears are engaged, the trigger travels far enough to touch the switch that tightens the drive belt, and there is no slipping. You cannot hit the switch until the gears are properly engaged. This means that you cast manually, just as you would normally fish, then you reengage the reel for the level wind to work. And you can do all that with one hand! The system works on a 6-volt battery that you can attach to your belt or hang around your neck if you are wading. If you have a boat with a 6-volt battery, the reel can actually work off of the battery. There is a small connector that plugs into the reel, so you could easily use more than one reel with the battery. For instance, if you have two or three outfits equipped with different lures, you just switch the connector from reel to reel as you use it. A reel with the Royal Bee system can be used in a conventional manner. You do not have to use it as an electric reel unless you choose to do so. Barton believes the Royal Bee may not be just for handicapped fishermen. Ken Cook, one of the leading professional anglers in the country, is sold on the Royal Bee. After he suffered a broken arm, he had to withdraw from some tournaments because fishing with one hand was difficult. By the time his arm healed, he was hooked on the Royal Bee because it increased bassing efficiency. As Cook explains, “The electric reel has increased my efficiency in two ways. One is in flipping, where I use it all the time. The other is for fishing top water, when I have to make a long cast. When I’m flipping, the electric reel gives me instant control over slack line. I can keep both hands on the rod. I never have to remove them to take up slack. I flip, engage the reel, and then all I have to do is push the lever with my thumb to take up slack instantly.” Cook’s reel (a Ryobi 4000) is one of several that can be converted to the electric retrieve. For flipping, Cook loads his reel with 20- pound test line. He uses a similar reel with lighter line when fishing a surface lure. “What you can do with the electric reel is eliminate unproductive reeling time,” Cook says. A few extra seconds may not mean much if you are out on a neighborhood pond just fishing on the weekend. But it can mean a lot if you are in tournament competition, where one extra cast might keep you from going home with $50,000 tucked in your pocket. “Look at it this way,” Cook explains. “Let’s suppose we’re in clear water and it’s necessary to make a long cast to the cover we want to fish with a top water lure. There’s a whole lot of unproductive water between us and the cover. With the electric reel, I make my long cast and fish the cover. Then, when I’m ready to reel in, I just press the retrieve lever, so the battery engages the necessary gears, and I’ve got my lure back ready to make another cast while you’re still cranking.” When Royal Barton retired from his veterinary supply business, he began enjoying his favorite pastimes: hunting, fishing, and developing the Royal Bee system. He realized he needed help in marketing his product, so he sought professional assistance to learn how to reach the broadest possible market for the Royal Bee system.

Questions

1. What business research problem does Royal Barton face? Outline some survey research objectives for a research project on the Royal Bee system.

2. What type of survey—personal interview, telephone interview, or mail survey—should be selected? Why?

3. What sources of survey error are most likely to occur in a study of this type?

4. Suppose the speed limits in 13 countries in miles per hour are as follows:

Country    Highway Miles per Hour

Italy. 87

France 81

Hungary 75

Belgium 75 \

Portugal 75

Great Britain 70

Spain 62

Denmark 62

Netherlands 62

Greece 62

Japan 62

Norway 56

Turkey. 56

a) What is the mean, median, and mode for these data?

b) Calculate the standard deviation for the data.

c) Calculate the expected value of the speed limit with a confidence interval of 98%.

5. Suppose a survey researcher studying annual expenditures on lipstick wishes to have a 99 percent confidence level and a range of error (E) of less than $2. If the estimate of the standard deviation is $29, what sample size is required for this?

1. Question 1

   1 Point

   If firms are competitive and profit maximizing, the price of a good equals the

   1. marginal cost of production.

   2. fixed cost of production.

   3. total cost of production.

   4. average total cost of production.

2. Question 2

   1 Point

   Figure 14-14

   Refer to Figure 14-14. Assume that the market starts in equilibrium at point W in panel (b) and that panel (a) illustrates the cost curves facing individual firms. Suppose that demand increases from D0 to D1. Which of the following statements is correct?

   1. Points W, Y, and Z represent both short-run and long-run equilibria.

   2. Points W, Y, Z, and X represent short-run equilibria.

   3. Points W, Y, and Z represent long-run equilibria.

   4. Points W and Z represent long-run equilibria.

3. Question 3

   1 Point

   When a competitive market experiences an increase in demand that increases production costs for existing firms and potential new entrants, which of the following is most likely to arise?

   1. The long-run market supply curve will be upward sloping.

   2. The condition of free entry into the market will be violated.

   3. Producer profits will fall in the long run.

   4. The long-run market supply curve will be horizontal as new firms enter and drive the price downward.

4. Question 4

   1 Point

   Scenario 14-5

   A study sponsored by the Food Consumer Safety Board found that consumption of irradiated tomatoes increased the health of laboratory rats. As a result of national press coverage of the report, the demand for irradiated tomatoes increased dramatically. Organic farmers were able to switch from organic production of tomatoes to irradiated production with no additional cost. Assume that the tomato market satisfies all of the assumptions of perfect competition.

   Refer to Scenario 14-5. As a result of the increase in the demand for tomatoes, we would predict that in the short run that the

   1. production of tomatoes would be at efficient scale.

   2. price of tomatoes would rise.

   3. total cost for existing irradiated tomato producers must rise.

   4. number of firms in the market would fall as prices fall and firms exit the market.

5. Question 5

   1 Point

   Figure 14-11

   Refer to Figure 14-11. The figure above is for a firm operating in a competitive industry. If there were four identical firms in the industry, which of the following price-quantity combinations would be on the market supply curve?

   Point

   Price

   Quantity

   A

   $4

   16

   B

   $4

   32

   C

   $6

   6

   D

   $8

   64

   1. A only

   2. A and C only

   3. B only

   4. B and D only

6. Question 6

   1 Point

   You purchase a $30, nonrefundable ticket to a play at a local theater. Ten minutes into the show you realize that it is not a very good show and place only a $10 value on seeing the remainder of the show. Alternatively you could leave the theater and go home and watch TV or read a book. You place an $8 value on watching TV and a $6 value on reading a book.

   1. You should leave the theater since the net benefit from seeing the remainder of the show is -$20, while going home will earn you at least $8 of satisfaction.

   2. You should stay and watch the remainder of the show.

   3. You should go home and watch TV.

   4. You should go home and read a book.

7. Question 7

   1 Point

   A firm that shuts down temporarily has to pay

   1. its variable costs but not its fixed costs.

   2. its fixed costs but not its variable costs.

   3. both its variable costs and its fixed costs.

   4. neither its variable costs nor its fixed costs.

8. Question 8

   1 Point

   Figure 14-5

   Suppose a firm operating in a competitive market has the following cost curves:

   Refer to Figure 14-5. When market price is P7, a profit-maximizing firm's short-run profits can be represented by the area

   1. P7 × Q5.

   2. P7 × Q3.

   3. (P7 - P5) × Q3.

   4. We are unable to determine the firm’s profits because the quantity that the firm would produce is not labeled on the graph.

9. Question 9

   1 Point

   Susan quit her job as a teacher, which paid her $36,000 per year, in order to start her own catering business. She spent $12,000 of her savings, which had been earning 10 percent interest per year, on equipment for her business. She also borrowed $12,000 from her bank at 10 percent interest, which she also spent on equipment. For the past several months she has spent $1,000 per month on ingredients and other variable costs. Also for the past several months she has taken in $3,500 in monthly revenue. In the short run, Susan should

   1. shut down her business, and in the long run she should exit the industry.

   2. continue to operate her business, but in the long run she should exit the industry.

   3. continue to operate her business, but in the long run she will probably face competition from newly entering firms.

   4. continue to operate her business, and she is also in long-run equilibrium.

10. Question 10

    1 Point

    Scenario 14-1

    Assume a certain firm in a competitive market is producing Q = 1,000 units of output. At Q = 1,000, the firm's marginal cost equals $15 and its average total cost equals $11. The firm sells its output for $12 per unit.

    Refer to Scenario 14-1. At Q = 1,000, the firm's profits equal

    1. -$200.

    2. $1,000.

    3. $3,000.

    4. $4,000.

11. Question 11

    1 Point

    Consider a competitive market with 50 identical firms. Suppose the market demand is given by the equation Q^D = 200 - 10P and the market supply is given by the equation Q^S = 10P. In addition, suppose the following table shows the marginal cost of production for various levels of output for firms in this market.

    Output

    Marginal Cost

    0

    --

    1

    $5

    2

    $10

    3

    $15

    4

    $20

    5

    $25

    How many units should a firm in this market produce to maximize profit?

    1. 1 unit

    2. 2 units

    3. 3 units

    4. 4 units

For the short essay assignment you will compare Pablo Neruda’s “Ode to a Large Tuna in the Market” with Elizabeth Bishop’s poem “The Fish.” I would like your analysis to focus specifically on the poets’ use of figurative language (metaphor and simile, in particular). How does the speaker in each of the poems feel about the fish? How does the poet’s use of figurative language contribute to the poem’s tone? Your short essay needs to be 750+ words and written in MLA format. Your paper should consist entirely of analysis. Both poems are included below along with reading questions to help guide your analysis. Ode to a Large Tuna in the Market By Pablo Neruda & translated By Robin Robertson Here, among the market vegetables, this torpedo from the ocean depths, a missile that swam, now lying in front of me dead. Surrounded by the earth's green froth —these lettuces, bunches of carrots— only you lived through the sea's truth, survived the unknown, the unfathomable darkness, the depths of the sea, the great abyss, le grand abîme, only you: varnished black-pitched witness to that deepest night. Only you: dark bullet barreled from the depths, carrying only your one wound, but resurgent, always renewed, locked into the current, fins fletched like wings in the torrent, in the coursing of the underwater dark, like a grieving arrow, sea-javelin, a nerveless oiled harpoon. Dead in front of me, catafalqued king of my own ocean; once sappy as a sprung fir in the green turmoil, once seed to sea-quake, tidal wave, now simply dead remains; in the whole market yours was the only shape left with purpose or direction in this jumbled ruin of nature; you are a solitary man of war among these frail vegetables, your flanks and prow black and slippery as if you were still a well-oiled ship of the wind, the only true machine of the sea: unflawed, undefiled, navigating now the waters of death. Questions for “Ode to a Large Tuna in the Market” by Pablo Neruda 1. Compile a list of words from the poem that deal with weapons or warfare. 2. Annotate all of the metaphors and similes in the poem. What do you notice of the balance of similes and metaphors? 3. What’s the subject of the poem? 4. Who is the speaker? 5. What’s the tone of the poem? 6. How does Neruda marry form and content in the poem? 7. Do you like the poem? Why or why not? THE FISH I caught a tremendous fish and held him beside the boat half out of water, with my hook fast in a corner of his mouth. He didn't fight. He hadn't fought at all. He hung a grunting weight, battered and venerable and homely. Here and there his brown skin hung in strips like ancient wallpaper, and its pattern of darker brown was like wallpaper: shapes like full-blown roses stained and lost through age. He was speckled with barnacles, fine rosettes of lime, and infested with tiny white sea-lice, and underneath two or three rags of green weed hung down. While his gills were breathing in the terrible oxygen - the frightening gills, fresh and crisp with blood, that can cut so badly- I thought of the coarse white flesh packed in like feathers, the big bones and the little bones, the dramatic reds and blacks of his shiny entrails, and the pink swim-bladder like a big peony. I looked into his eyes which were far larger than mine but shallower, and yellowed, the irises backed and packed with tarnished tinfoil seen through the lenses of old scratched isinglass. They shifted a little, but not to return my stare. - It was more like the tipping of an object toward the light. I admired his sullen face, the mechanism of his jaw, and then I saw that from his lower lip - if you could call it a lip grim, wet, and weaponlike, hung five old pieces of fish-line, or four and a wire leader with the swivel still attached, with all their five big hooks grown firmly in his mouth. A green line, frayed at the end where he broke it, two heavier lines, and a fine black thread still crimped from the strain and snap when it broke and he got away. Like medals with their ribbons frayed and wavering, a five-haired beard of wisdom trailing from his aching jaw. I stared and stared and victory filled up the little rented boat, from the pool of bilge where oil had spread a rainbow around the rusted engine to the bailer rusted orange, the sun-cracked thwarts, the oarlocks on their strings, the gunnels- until everything was rainbow, rainbow, rainbow! And I let the fish go. Elizabeth Bishop The Noonday Press Elizabeth Bishop: The Complete Poems Questions on Elizabeth Bishop’s “The Fish” 1. Define the following words: venerable, barnacles, rosettes, sea-lice, entrails, peony, irises, isinglass, sullen, grim, swivel, fray, bilge, thwarts, oarlock, gunnels. 2. What is the subject of the poem and who is the speaker? 3. Find all of the similes (a comparison of two things using the words “like” or “as”) in the poem. Which of them, in your opinion, is the strongest and why? 4. Explain the following image: “Like medals with their ribbons/ frayed and wavering,/ a five-haired beard of wisdom/ trailing from his aching jaw.” What does she mean by “a five-haired beard of wisdom?” Why do you think Bishop chose to use the word “medals?” 5. Track Bishop’s use of color in the poem. Find the instances where she mentions specific colors. Why do you think that Bishop writes, “until everything/ was rainbow, rainbow, rainbow!” towards the end of the poem? 6. Bishop repeats words and phrases throughout the poem. Choose an instance where she uses repetition and explains how it contributes to the poem. 7. Explain the tone (the speaker’s attitude about the subject matter) of the poem. Use evidence from the poem to support your answer 8. What, in your thinking, is the strongest aspect of this poem? Do you like the poem? Why or why not? 9. Fill in the outline of a fish with 15 details from the poem. Please label each of the details. Feel free to add to the area around the fish.

I need this in java

A6 – Shipping Calculator

Assignment

Introduction

In this part, you will solve a problem described in English. Although you may discuss ideas with your classmates, etc., everyone must write and submit their own version of the program. Do NOT use anyone else’s code, as this will result in a zero for you and the other person!

Shipping Calculator

Speedy Shipping Company will ship your package based on the weight and how far you are sending the package, which can be anywhere in the world. They will only ship small packages up to 10 pounds. You need to have a program, which will help you determine how much they will charge.

The charges are based on each 500 miles shipped. The mileage should be in whole numbers. They are not prorated, i.e., 600 miles is the same charge as 900 miles; in other words, 600 and 900 miles is counted as 2 segments of 500 miles each.

Here is the table they gave you:

Your code needs to validate the input completely, e.g., the weight and mile amounts must be positive. If an input is invalid, e.g., the weight is zero or less, you should display an appropriate, professional error message, e.g., Error: Weight must be greater than zero!, which should be offset and surrounded by white space, so it stands out, and repeat getting that input until valid input is received. Keep in mind, the user will find it annoying if they must enter both the miles and weight at the same time, and only one of them caused an error, or they must reenter already valid data. Also, make sure you follow the Code Conventions and good programming practices, e.g., appropriately initialize variables to zeros, avoid stacked if or if-else constructs unless necessary, don’t use break or continue to get out of a loop, goto, etc.; in other words, you should NOT use stacked if/if-else constructs, break, or continue for this assignment.

At this point for the code, you should only solve the problem using what you learned from modules 1 – 6, i.e., NO arrays, functions other than main(), etc. Only if all the input is valid, should the program calculate and display one shipping charge, and pause, but not quit, before proceeding to a new customer. Your test cases should test the various possibilities, and the limits of the program, which means, you will need to use an appropriate loop, which will ask if you would like to process the next customer or not by asking them to enter an appropriate value. Once there are no more customers to process, the program should display Good-bye! and end. Remember to solve each aspect of the program separately, and then, put the parts together.

Hints: You may need to reset any values after you display the answer and before you get the input for the next customer. Big Helpful Hint: For the number of segments calculation, you may want to start with integer division, e.g., 1200 miles / 500 miles per segment = 2 segments, and then, expand on that.

You should be able to solve this problem with only one loop.

Sample Run

Enter the number of miles as a whole number: 0

        Error: Miles must be greater than zero!

Enter the number of miles as a whole number: 1

Enter the weight of the package in pounds: 0

        Error: Weight must be greater than zero!

Enter the weight of the package in pounds: 1

The cost to ship your package is: $1.50.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 500

Enter the weight of the package in pounds: 2

The cost to ship your package is: $1.50.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 500

Enter the weight of the package in pounds: 2.5

The cost to ship your package is: $3.70.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 500

Enter the weight of the package in pounds: 6

The cost to ship your package is: $3.70.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 500

Enter the weight of the package in pounds: 11

        Error: We don't ship packages over 10 pounds!

Enter the weight of the package in pounds: 10

The cost to ship your package is: $5.25.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 501

Enter the weight of the package in pounds: 3.75

The cost to ship your package is: $7.40.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 1000

Enter the weight of the package in pounds: 6.1

The cost to ship your package is: $10.50.

Enter 1 to continue or 0 to quit: 1

Enter the number of miles as a whole number: 12450

Enter the weight of the package in pounds: 1

The cost to ship your package is: $37.50.

Enter 1 to continue or 0 to quit: 0

Good-bye!

Press any key to continue . . .

Create an IPO Diagram Here

Test Case 1

Test Case 2

Create Test Cases 3 – 5 Here

Your test cases must be unique, i.e., do NOT use the examples in this document, except concerning those, which produce an error. Make sure they are good, e.g., test for errors, before and after ends of ranges, etc. Feel free to include more test cases to thoroughly test your program.

Paste the Code Here

Paste any related Execution Windows (Screenshots) for All Customers, i.e., All Test Cases, Here

Post new questions in the Q & A discussion, if you are stuck or there is something in this, about which you are confused.

I need an answer to question #4 for the business situation - Greetings Inc. stores as well as the Wall Décor division have enjoyed healthy profitability during the last two years.... In a one page memo, provide a recommendation based on the NPV analysis.....

Greetings Inc.: Capital Budgeting

The Business Situation

Greetings Inc. stores, as well as the Wall Décor division, have enjoyed healthy profitability

during the last two years. Although the profit margin on prints is often

thin, the volume of print sales has been substantial enough to generate 15% of

Greetings’ store profits. In addition, the increased customer traffic resulting from

the prints has generated significant additional sales of related non-print products.

As a result, the company’s rate of return has exceeded the industry average during

this two-year period. Greetings’ store managers likened the e-business leverage created

by Wall Décor to a “high-octane” fuel to supercharge the stores’ profitability.

This high rate of return (ROI) was accomplished even though Wall Décor’s

venture into e-business proved to cost more than originally budgeted. Why was it

a profitable venture even though costs exceeded estimates? Greetings stores were

able to generate a considerable volume of business for Wall Décor. This helped

spread the high e-business operating costs, many of which were fixed, across

many unframed and framed prints. This experience taught top management that

maintaining an e-business structure and making this business model successful

are very expensive and require substantial sales as well as careful monitoring of

costs.

Wall Décor’s success gained widespread industry recognition. The business

press documented Wall Décor’s approach to using information technology to

increase profitability. The company’s CEO, Robert Burns, has become a frequent

business-luncheon speaker on the topic of how to use information technology to

offer a great product mix to the customer and increase shareholder value. From

the outside looking in, all appears to be going very well for Greetings stores and

Wall Décor.

However, the sun is not shining as brightly on the inside at Greetings. The

mall stores that compete with Greetings have begun to offer prints at very competitive

prices. Although Greetings stores enjoyed a selling price advantage for a

few years, the competition eventually responded, and now the pressure on selling

price is as intense as ever. The pressure on the stores is heightened by the fact that

the company’s recent success has led shareholders to expect the stores to generate

an above-average rate of return. Mr. Burns is very concerned about how the

stores and Wall Décor can continue on a path of continued growth.

Fortunately, more than a year ago, Mr. Burns anticipated that competitors

would eventually find a way to match the selling price of prints. As a consequence,

he formed a committee to explore ways to employ technology to further reduce

costs and to increase revenues and profitability. The committee is comprised of

store managers and staff members from the information technology, marketing,

finance, and accounting departments. Early in the group’s discussion, the focus

turned to the most expensive component of the existing business model—the

large inventory of prints that Wall Décor has in its centralized warehouse. In addition,

Wall Décor incurs substantial costs for shipping the prints from the centralized

warehouse to customers across the country. Ordering and maintaining

such a large inventory of prints consumes valuable resources.

One of the committee members suggested that the company should pursue

a model that music stores have experimented with, where CDs are burned in the

store from a master copy. This saves the music store the cost of maintaining a

large inventory and increases its ability to expand its music offerings. It virtually

guarantees that the store can always provide the CDs requested by customers.

Applying this idea to prints, the committee decided that each Greetings store

could invest in an expensive color printer connected to its online ordering system.

This printer would generate the new prints. Wall Décor would have to pay a royalty

on a per print basis. However, this approach does offer certain advantages. First,

it would eliminate all ordering and inventory maintenance costs related to the

prints. Second, shrinkage from lost and stolen prints would be reduced. Finally,

by reducing the cost of prints for Wall Décor, the cost of prints to Greetings stores

would decrease, thus allowing the stores to sell prints at a lower price than competitors.

The stores are very interested in this option because it enables them to

maintain their current customers and to sell prints to an even wider set of customers

at a potentially lower cost. A new set of customers means even greater

related sales and profits.

As the accounting/finance expert on the team, you have been asked to perform

a financial analysis of this proposal. The team has collected the information

presented in Illustration CA 4-1.

Illustration CA 4-1

Information about the proposed capital investment project

Instructions

Mr. Burns has asked you to do the following as part of your analysis of the capital

investment project.

1. Calculate the net present value using the numbers provided. Assume that annual cash

flows occur at the end of the year.

2. Mr. Burns is concerned that the original estimates may be too optimistic. He has suggested

that you do a sensitivity analysis assuming all costs are 10% higher than expected

and that all inflows are 10% less than expected.

3. Identify possible flaws in the numbers or assumptions used in the analysis, and identify

the risk(s) associated with purchasing the equipment.

4. In a one-page memo, provide a recommendation based on the above analysis.

Include in this memo: (a) a challenge to store and Wall Décor management and (b) a

suggestion on how Greetings stores could use the computer connection for related

sales.

Note: If the switch did not prompt you for a password, then you did not configure the login parameter in Step 2.

Step 4:     Secure privileged mode access.

Set the enable password to c1$c0. This password protects access to privileged mode.

Note: The 0 in c1$c0 is a zero, not a capital O. This password will not grade as correct until after you encrypt it in Step 8.

S1> enable

S1# configure terminal

S1(config)# enable password c1$c0

S1(config)# exit

%SYS-5-CONFIG_I: Configured from console by console

S1#

Step 5:     Verify that privileged mode access is secure.

a.     Enter the exit command again to log out of the switch.

b.    Press <Enter> and you will now be asked for a password:

User Access Verification

Password:

c.     The first password is the console password you configured for line con 0. Enter this password to return to user EXEC mode.

d.    Enter the command to access privileged mode.

e.     Enter the second password you configured to protect privileged EXEC mode.

f.     Verify your configurations by examining the contents of the running-configuration file:

S1# show running-config

Notice how the console and enable passwords are both in plain text. This could pose a security risk if someone is looking over your shoulder.

Step 6:     Configure an encrypted password to secure access to privileged mode.

The enable password should be replaced with the newer encrypted secret password using the enable secret command. Set the enable secret password to itsasecret.

S1# config t

S1(config)# enable secret itsasecret

S1(config)# exit

S1#

Note: The enable secret password overrides the enable password. If both are configured on the switch, you must enter the enable secret password to enter privileged EXEC mode.

Step 7:     Verify that the enable secret password is added to the configuration file.

a.     Enter the show running-config command again to verify the new enable secret password is configured.

Note: You can abbreviate show running-config as

S1# show run

b.    What is displayed for the enable secret password?

c.     Why is the enable secret password displayed differently from what we configured?

Step 8:     Encrypt the enable and console passwords.

As you noticed in Step 7, the enable secret password was encrypted, but theenable and console passwords were still in plain text. We will now encrypt these plain text passwords using the service password-encryptioncommand.

S1# config t

S1(config)# service password-encryption

S1(config)# exit

If you configure any more passwords on the switch, will they be displayed in the configuration file as plain text or in encrypted form? Explain.

Part 3:     Configure a MOTD Banner

Step 1:     Configure a message of the day (MOTD) banner.

The Cisco IOS command set includes a feature that allows you to configure messages that anyone logging onto the switch sees. These messages are called message of the day, or MOTD banners. Enclose the banner text in quotations or use a delimiter different from any character appearing in the MOTD string.

S1# config t

S1(config)# banner motd "This is a secure system.Authorized Access Only!"

S1(config)# exit

%SYS-5-CONFIG_I: Configured from console by console

S1#

1)     When will this banner be displayed?

2)     Why should every switch have a MOTD banner?

Part 4:     Save Configuration Files to NVRAM

Step 1:     Verify that the configuration is accurate using the show run command.

Step 2:     Save the configuration file.

You have completed the basic configuration of the switch. Now back up the running configuration file to NVRAM to ensure that the changes made are not lost if the system is rebooted or loses power.

S1# copy running-config startup-config

Destination filename [startup-config]?[Enter]

Building configuration...

[OK]

What is the shortest, abbreviated version of the copy running-config startup-config command?

Step 3:     Examine the startup configuration file.

Which command will display the contents of NVRAM?

Are all the changes that were entered recorded in the file?

Part 5:     Configure S2

You have completed the configuration on S1. You will now configure S2. If you cannot remember the commands, refer to Parts 1 to 4 for assistance.

Configure S2 with the following parameters:

a.     Name device: S2

b.    Protect access to the console using the letmein password.

c.     Configure an enable password of c1$c0 and an enable secret password of itsasecret.

d.    Configure a message to those logging into the switch with the following message:

Authorized access only. Unauthorized access is prohibited and violators will be prosecuted to the full extent of the law.

e.     Encrypt all plain text passwords.

f.     Ensure that the configuration is correct.

g.    Save the configuration file to avoid loss if the switch is powered down.

Suggested Scoring Rubric

The Project is:

1. Create a new Java program which implements a simple PacMan-type text game which contains the

following functionality:

A) At program startup, constructs and displays a 2-dimensional grid using standard array(s) (no

collection classes allowed) with the size dynamically specified by the user (X and Y sizes can

be different). Places the PacMan in the upper-left corner of the grid facing left All grid cells

should have the empty cell character of ‘.’ except for the start position of the PacMan which

will have the appropriate PacMan symbol (see below). Also 15% of your grid (rounded down if

necessary) should contain cookies randomly located on the grid except for the initial PacMan

position. The grid must be displayed after each command.

B) Use these symbols for the grid:

1. Cookie symbol – shows were cookies are in the grid ('O')

2. Empty symbol – shows empty unvisited grid cells ('.') (dot)

3. Visited symbol – shows grid cells where the PacMan has visited (' ') (space)

4. PacMan symbol depends on the current PacMan facing direction.

1. Left ‘>’

2. Up ‘V’

3. Right ‘<’

4. Down ‘^’

C) A menu of commands must be provided and must be displayed when appropriate. At a

minimum the menu should consists of the following commands (the command number is what

the user should enter to execute the command):

1. Menu – Display the menu of commands.

2. Turn Left – turns the PacMan left (counter-clockwise) but the PacMan stays in its current

location

1. Current: up, new: left

2. Current: right, new up

3. Current: down, new right

4. Current: left, new down

3. Turn Right – turns the PacMan right (clockwise) but the PacMan stays in its current location

1. Current: up, new: right

2. Current: right, new down

3. Current: down, new left

4. Current: left, new up

4. Move – Moves the PacMan one grid location in the facing direction if possible.

5. Exit – exits the program displaying the game statistics of the number of total moves and the

average number of moves per cookie obtained.

2. The main processing cycle is the following:

A) The grid must be displayed after each command showing the effects of the command.

B) Optionally display the list of commands

C) Display the grid

D) Accept user input. Code will be provided for reading user input.

1. If an invalid command is entered, an appropriate error message should be displayed and the

menu of commands and grid gets redisplayed. An invalid command does not count as a

command in the statistics.

2. Process the command and add one to the number of commands entered if it is a move

command.

3. If the user enters the Exit command, the program will display the number of commands and

the average number of commands per cookie.

E) If the resulting move places the PacMan over a cookie, indicate the cookie was eaten and add

one to the number of cookies eaten for the program statistics.

The solution on CHEGG does not solve the problem. The user has to input the rows and columns. PacMan needs to turn left, right, and move forward only. I am posting what I have so far below. I still need to figure out the turn, the move forward, the disappear dots/ cookies, and the statistics on exit. import java.util.Scanner; import java.util.Random; public class AssignmentMP1_dspicer83 { public static void main(String[] args) { // Creation of variables int play = 0; int columns = 0; int rows = 0; int cookies = 0; Random rnd = new Random(); Scanner scn = new Scanner(System.in); boolean quit = false; String [][] playArea; int area = 0; String menu = "Select from the following Menu\n" + "\t1. Display Menu\n" + "\t2. Turn Left\n" + "\t3. Turn Right\n" + "\t4. Move Forward\n" + "\t5. Exit"; //User input starts here while (!quit) { System.out.println("Welcome to my PacMan game \n" + "Would you like to play? \n" + "Press 1 to play and 2 to quit"); play = scn.nextInt(); if (play == 1) { // Game Play //columns is an x value System.out.println("How many columns would you like?"); columns = scn.nextInt(); //rows is an y value System.out.println("How many rows would you like?"); rows = scn.nextInt(); //Array created area = rows * columns; playArea = new String[rows][columns]; //calculate amount of cookies cookies = (int) ((columns * rows) * 0.15); //Any size and type String selectedIndex = ""; //create random variable Random rand = new Random(); //populates play area with PacMan and dots for(int i=0;i"; } else playArea[i][j]="."; } } //Any number< totalEmenent for(int i=0; i< cookies; i++) { int selectIndex = rand.nextInt(area); //generate random until its unique while(selectedIndex.indexOf(String.valueOf(selectIndex))> 0) { selectIndex = rand.nextInt(area); } //test if is original value selectedIndex = selectedIndex+selectIndex; int xCord = (int)selectIndex/playArea[0].length; int yCord = selectIndex%playArea[0].length; if(xCord == 0 && yCord == 0) { i--; } else playArea[xCord][yCord]="O"; } //Options Menu System.out.println(menu); //Main Game loop while (!quit) { //Print Grid for(int i=0;i")) { } break; case 3: //Turn Right break; case 4: //Move Forward break; case 5: //Exit System.out.println("Thanks for playing STATS"); quit = true; break; default: System.out.println("Please select options 1 - 5"); } } } else if (play ==2) { //User exit out of game System.out.println("Thank you for checking out my PacMan game. Please come back and play."); quit = true; } else { //in input is not 1 or 2, loops back to input start System.out.println("Not a valid option"); } } } }

Case: Gillette Mach3 and Fusion (Crawford and Di Benedetto, 2014)
For decades, the Gillette Company (now a division of Procter & Gamble) has followed a
simple strategy for success: Replace excellent blade technology with an even better one.
Over the years, Gillette has brought us the Blue Blade, the Platinum Plus, the Trac II, the

Atra, the Sensor, then the SensorExcel. In April 1998, Gillette launched the Mach3: a three-
bladed pivoting cartridge system. In early 2006, the five-blade system, the Fusion, hit the

market. This case examines the development of the last two generations of Gillette
products.
By the early 1990s, design problems that had initially stalled the three-blade system had
been overcome. A prototype three-bladed razor (code-named the Manx) was developed
and shown to outperform the Sensor in internal tests. A key element of the Manx’s design
was the positioning of the three blades: Each blade was a little closer to the face than the
previous one. This patented design reduced the irritation caused by the third blade. In
addition, the pivot point was moved to the bottom of the cartridge; this new pivot point
made shaving feel a little like using a paintbrush, added to the cartridge’s stability, and
ensured that the bottom edge of the cartridge always touched the face fi rst (ensuring that
hairs were lifted properly). Other design features were also built into the Manx. To the
white lubricating strip found on the Sensor, a blue indicator was added that gradually faded,
indicating when the blade needed to be changed. And engineers were working on better
blades, perfecting a way to make them thinner and harder, thanks to new metal technology
borrowed from the manufacture of semiconductors. Furthermore, consumer studies found
an interesting problem incurred by Sensor users that suggested a potential product

improvement: 18 percent of men put the cartridge on the razor upside down! A new snap-
in mechanism was developed that would only work in the right direction.

The new design was going to be costly to manufacture. There was internal resistance within
the ranks of Gillette, with some managers believing that the company should go with a
less-revolutionary, three-bladed SensorExcel rather than a costly and risky introduction of
a totally new product. Nevertheless, the new design (now called by the code name 225)
was locked in during the month of April 1995. The next three years were spent in designing
and producing the equipment needed to manufacture the new cartridges—most of the
machinery had to be specially designed for the task. Meanwhile, product use tests with
consumers were showing that the Mach3 was outperforming the SensorExcel 2 to 1 and
doing even better against competitive brands. The consumer tests were also suggesting that
users were fairly insensitive to price—the Mach3 tested well even at a 45 percent price
premium over SensorExcel.

Gillette geared up for an April 1998 launch. In total, the Mach3 development took six years
and $750 million, about four times what the Sensor cost. Further, $300 million was

allocated for marketing worldwide in the fi rst year, so the upfront costs broke the billion-
dollar barrier. The rollout began in the United States, Canada, and Israel in July 1998, then

Western Europe and part of Eastern Europe in September. The plan was to have the Mach3
available in about 100 countries by the end of 1999. To accommodate the rollout,
production ramp-up was targeted to 1.2 billion cartridges per year by the end of 1998. The
price point was set high (about 35 percent above the SensorExcel’s price of $1 per blade);
sticker shock was reduced by putting fewer blades in each pack.
Eight years later, Gillette repeated the process with the launch of the Fusion, a five-blade
system with lubricating strips on both sides and one extra trimming blade on the back. In
addition to having more blades, the Fusion also placed the blades closer together in the
cartridge for a close, comfortable shave, and also came in a battery-powered model (the
Fusion Power) that vibrates, adding to shaving comfort.
The launch of the Fusion occurred at around the time Gillette was starting to lose market
share to a key competitor, Wilkinson Sword (a division of Energizer), with its Quattro
shaving system featuring four-blade cartridges. The success of the Quattro suggested that
customers were willing to accept shaving systems with more than three blades and
encouraged Gillette to launch the Fusion soon thereafter. In fact, Gillette never launched a
four-blade system—with the Fusion, Gillette leaped over the competition and moved
directly to the five-blade system.
Fusion was the first Gillette blade launched after the P&G acquisition and was an
immediate success. Despite a price point about a dollar higher per cartridge than Mach 3,
four million razors were sold in the first two months. An important part of the marketing
support for the Fusion was an extensive, worldwide television advertising campaign
featuring globally recognized athletes such as Tiger Woods, Thierry Henry, and Roger
Federer. Promotional support for most regions of the world was switched entirely to the
Fusion, while in a few selected markets in Asia, both Mach3 and Fusion promotions were
carried out.
Nevertheless, Gillette received some criticism and scepticism at the time of the Fusion
launch. A story in Consumer Reports found no additional performance benefits beyond
what the Mach3 offered, and critics wondered why as many as five blades were needed for
a good shave. Some even recalled phony, satirical TV ads on programs such as Saturday
Night Live and MadTV for 20-blade systems and wondered if Gillette was going in that
direction. It was also troubling to Gillette executives that, while the razors were selling
well, sales of the cartridge refills were lagging. This was a real cause for concern, for two
reasons. Low sales of refills would suggest that customers viewed the Fusion as a novelty
product and were not building loyalty; also, in the razor business, refills are much more
profitable than the cheaply priced handles. Despite the initial skepticism, the Gillette
Fusion has been a top-seller and major generator of revenue for Gillette.

QUESTION ONE
“Concept statement states a difference and how that difference benefits the customer or
end user”.
With reference to the above statement, prepare the concept statements for Mach3 and
Fusion and discuss about the format, commercialised versus non-commercialised
statements, competitive information, and price in the statements.

QUESTION TWO
(a) Based on what you see in this case, what strategic role did design play at Gillette?
Discuss.
(b) What are the risks involved in the decision to go with “really new” replacement
technology, versus making incremental design improvements to the older
technology? Discuss.

QUESTION THREE
Using the list of product use testing decisions, make recommendations as to how Mach3
and Fusion could have been product use tested prior to launch.

QUESTION FOUR
(a) Discuss the differences between the Mach3 and Fusion launches.
(b) Comment on the aggressive marketing and rollout plans used by Gillette to support
their product launches. Would you recommend they take it slower? What are the
pros and cons?