Questions
what advantges can company have if they are the ones deciding the appropruate customers

what advantges can company have if they are the ones deciding the appropruate customers

In: Operations Management

. A manager for an insurance company believes that customers have the following preferences for life...

. A manager for an insurance company believes that customers have the following preferences for life insurance products: 40% prefer Whole Life, 10% prefer Universal Life, and 50% prefer Life Annuities. The results of a survey of 310 customers were tabulated. Is it possible to refute the sales manager's claimed proportions of customers who prefer each product using the data?

Product Number Whole 124 Universal 31 Annuities 155

State the null and alternative hypothesis.

What does the null hypothesis indicate about the proportions of fatal accidents during each month?

State the null and alternative hypothesis in terms of the expected proportions for each category.

Find the value of the test statistic. Round your answer to three decimal places.

Find the degrees of freedom associated with the test statistic for this problem.

Find the critical value of the test at the 0.025 level of significance. Round your answer to three decimal places.

Make the decision to reject or fail to reject the null hypothesis at the 0.025 level of significance.

State the conclusion of the hypothesis test at the 0.025 level of significance.  

In: Math

A company creates a database for its customers in which each customer is identified by their...

A company creates a database for its customers in which each customer is identified by their phone number. In this discussion, explore whether or not this is a function with your classmates. In your first post, address the following:

  1. Assign one variable as the input and the other variable as the output for this scenario. Is this relation a function? Justify your answer using the definition of a function, and explain your reasoning carefully.
  2. Do you think this is a good setup for the company’s database? Describe any pitfalls you see in this setup.
  3. Suggest an alternative identification system for the company’s database.

In: Computer Science

The Scenario: A company is transitioning from a spreadsheet model to a database to track customers...

The Scenario:

A company is transitioning from a spreadsheet model to a database to track customers and purchases.

The Request:

  • You need to normalize the data up to N3.

Requirements and Information:

  • Normalize the below spreadsheet:
    • Normalize_Assignment2.csv

Need help as the following:

Upload an excel spreadsheet wit the normalized data

Customer Name Customer Address Phone Number(s) Products Purchased Distribution Warehouse Distribution Warehouse Address Distribution Warehouse Phone Number Date of Purchase
Matt Smith 11 Kevlar Ln., Grand Rapid, MI 49508 616-610-2718, 616 473-2813 Blu Ray Player, HDMI cable East Mountain Distribution Center 23 Hangster St. Brooklyn, NY 13867 212202-4321 10/31/18
Keith Jones 66 Buthers Point, Carson City, Nebraska 89403 775-246-3712 U2 Album West Coast Distribution Center 3245 Lovers Ln, Lexington, KY 21482 414.321.4326 11/1/18
Brian Adams 63 Lovingtin Cir., Newark DE 19701 410-428-2367 Retro Pi, MicroSD Card, Raspberry Pi Case Tri-State Distribution Center 1397 S. Main Street, Middletown, DE 19709 302-434-5566 10/31/18
Julia Townsend 5 Pennywise Ln., Yardley, PA 19067 972-274-6289 Blu Ray Player Tri-State Distribution Center 1397 S. Main Street, Middletown, DE 19709 302-434-5566 11/5/18
Mo Rocca 871 Eagle Ct., Newark, NJ 21908 Unknown Mini NES, DaVinci Code Book East Mountain Distribution Center 23 Hangster St. Brooklyn, NY 13867 212202-4321 10/31/18
Steven James 4 Autumn Ter., Boulder CO 80301 970-273-1856 White glue, glitter, saline solution, baking soda West Coast Distribution Center 3245 Lovers Ln, Lexington, KY 21482 414.321.4326 11/7/18
Rick Ford 333 33rd St NY, NY 10027 347-383-8844 Paint Set, Canvas, Paint Brushes East Mountain Distribution Center 23 Hangster St. Brooklyn, NY 13867 212202-4321 11/5/18
Harrison Wells 12534 Silver Lake Ave., Houston TX 77027 269-226-1599, 267-227-4891 Harry Potter Book Series West Coast Distribution Center 3245 Lovers Ln, Lexington, KY 21482 414.321.4326 11/3/18
Jen Cusak 8 Washington Ln., Baton Rouge LA 70808 645-378-2889 LOL Surprise Dolls West Coast Distribution Center 3245 Lovers Ln, Lexington, KY 21482 414.321.4326 11/7/18
Brian Adams 63 Lovingtin Cir., Newark DE 19701 302-338-6279, 410-428-2367 Cat Puzzle East Mountain Distribution Center 23 Hangster St. Brooklyn, NY 13867 212202-4321 11/3/18
Matt Smith 11 Kevlar Ln., Grand Rapid, MI 49508 Sweater Tri-State Distribution Center 1397 S. Main Street, Middletown, DE 19709 302-434-5566 11/3/18
Mo Rocca 33 Patriot Dr., Santa Monica, CA 90405 310-268-9921 Knife set East Mountain Distribution Center 23 Hangster St. Brooklyn, NY 13867 212202-4321 11/1/18
Brian Adams 63 Lovingtin Cir., Newark DE 19701 302-338-6279, 410-428-2367 Paint Brushes West Coast Distribution Center 3245 Lovers Ln, Lexington, KY 21482 414.321.4326 11/3/18

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In: Computer Science

On behalf of the company, draft a formal letter to the customers who are rated “Poor”...

On behalf of the company, draft a formal letter to the customers who are rated “Poor” (be creative). Use another worksheet for this. Please follow the rubrics

In: Operations Management

Refer to the scenario to answer the following question(s): Unilever, the world’s second largest consumer goods...

Refer to the scenario to answer the following question(s):
Unilever, the world’s second largest consumer goods company, received a jolt in 2004 when its stock price fell sharply after management had warned investors that profits would be lower than anticipated. Even though the company had been the first consumer goods company to enter the world’s emerging economies in Africa, China, India, and Latin America with a formidable range of products and local knowledge, its sales faltered when rivals began to attack its entrenched position in these markets. Procter & Gamble’s (P&G) acquisition of Gillette had greatly bolstered P&G’s growing portfolio of global brands and allowed it to undermine Unilever’s global market share. For example, when P&G targeted India for a sales initiative in 2003–04, profit margins fell at Unilever’s Indian subsidiary from 20% to 13%.
An in-depth review of Unilever’s brands revealed that its brands were doing as well as were those of its rivals. Something else was wrong. According to Richard Rivers, Unilever’s head of corporate strategy, “We were just not executing as well as we should have.”
Unilever’s management realized that it had no choice but to make-over the company from top to bottom. Over decades of operating in almost every country in the world, the company had become fat with unnecessary bureaucracy and complexity. Unilever’s traditional emphasis on the autonomy of its country managers had led to a lack of synergy and a duplication of corporate structures. Country managers had been making strategic decisions without regard for their effect on other regions or on the corporation as a whole.
Starting at the top, two joint chairmen were replaced by one sole chief executive. In China, three companies with three chief executives were replaced by one company with one person in charge. Overall staff was cut from 223,000 in 2004 to 179,000 in 2008. By 2010, management planned close to 50 of its 300 factories and to eliminate 75 of 100 regional centers. Twenty thousand more jobs were selected to be eliminated over a four-year period. Ralph Kugler, manager of Unilever’s home and personal care division, exhibited confidence that after these changes, the company was better prepared to face competition. “We are much better organized now to defend ourselves,” he stated.

Questions:
1. What was the triggering event(s) in the case of Unilever? Elaborate.
2. Conduct the environmental scanning of Unilever through SWOT analysis,
emphasizing on the factors that were changed based on the management decisions.
3. Which Mintzberg’s mode of strategic decision making is adopted in the case of Unilever? Elaborate.
4. Discuss any 2 strategies used or might be used in the case. Elaborate.

In: Operations Management

Refer to the text to answer the following question(s). Unilever, the world’s second largest consumer goods...

Refer to the text to answer the following question(s).
Unilever, the world’s second largest consumer goods company, received a jolt in 2004 when its stock price fell sharply after management had warned investors that profits would be lower than anticipated. Even though the company had been the first consumer goods company to enter the world’s emerging economies in Africa, China, India, and Latin America with a formidable range of products and local knowledge, its sales faltered when rivals began to attack its entrenched position in these markets. Procter & Gamble’s (P&G) acquisition of Gillette had greatly bolstered P&G’s growing portfolio of global brands and allowed it to undermine Unilever’s global market share. For example, when P&G targeted India for a sales initiative in 2003–04, profit margins fell at Unilever’s Indian subsidiary from 20% to 13%.
An in-depth review of Unilever’s brands revealed that its brands were doing as well as were those of its rivals. Something else was wrong. According to Richard Rivers, Unilever’s head of corporate strategy, “We were just not executing as well as we should have.” Unilever’s management realized that it had no choice but to make-over the company from top to bottom. Over decades of operating in almost every country in the world, the company had become fat with unnecessary bureaucracy and complexity. Unilever’s traditional emphasis on the autonomy of its country managers had led to a lack of synergy and a duplication of corporate structures. Country managers had been making strategic decisions without regard for their effect on other regions or on the corporation as a whole. Starting at the top, two joint chairmen were replaced by one sole chief executive. In China, three companies with three chief executives were replaced by one company with one person in charge. Overall staff was cut from 223,000 in 2004 to 179,000 in 2008. By 2010, management planned close to 50 of its 300 factories and to eliminate 75 of 100 regional centers. Twenty thousand more jobs were selected to be eliminated over a four-year period. Ralph Kugler, manager of Unilever’s home and personal care division, exhibited confidence that after these changes, the company was better prepared to face competition. “We are much better organized now to defend ourselves,” he stated.
Questions:
1. What was the triggering event(s) in the case of Unilever? Elaborate.
2. Conduct the environmental scanning of Unilever through SWOT analysis,
emphasizing on the factors that were changed based on the management decisions.
3. Which Mintzberg’s mode of strategic decision making is adopted in the case of Unilever? Elaborate.
4. Discuss any 2 strategies used or might be used in the case. Elaborate.

In: Operations Management

On January 1, a company purchased 3%, 20-year corporate bonds for $69,057,808 as an investment. The...

On January 1, a company purchased 3%, 20-year corporate bonds for $69,057,808 as an investment. The bonds have a face amount of $80 million and are priced to yield 4%. Interest is paid semiannually. Prepare a partial amortization table at the effective interest rate on June 30 and December 31. Prepare the journal entries necessary to record revenue at the effective interest rate on June 30 and December 31.

Period-End Cash Interest Received Bond Interest Revenue Discount Amortization Carrying Value
January 1 $69,057,808
June 30
December 31

In: Accounting

2. Revenue from the sale of ergonomic hand tools was $350,000 in years 1 through 3...

2. Revenue from the sale of ergonomic hand tools was $350,000 in years 1 through 3 and $450,000 in years 4 through 9. Determine the equivalent annual revenue in years 1 through 9 at an interest rate of 12% per year (show the cash flow diagrams for full credit)

In: Finance

3. James is a producer in a monopoly industry. His demand curve, total revenue, curve, marginal...

3. James is a producer in a monopoly industry. His demand curve, total revenue, curve, marginal revenue curve and total cost curve are given as follows:

Q=100-4P

TR=25Q-0.25Q2

MR=25-0.5Q

TC=6Q

MC=6

a.How much output will James produce?

b. What price will James charge per unit of output?

c. How much profit will James make?

d. If this was a competitive firm. Calculate the profit maximizing price and quantity and compare with price and quantity under monopoly.

e. Calculate the amount of deadweight loss incurred because James is a monopolist and not perfectly competitive firm.

In: Economics