1) Provide one full APA page of text (minimum) that identifies your company, it's primary products, markets, subsidiaries, risks, and any special highlights about your assigned corporation.

Corporation: The Brink's Company

So far this is what I wrote, I'm not sure if it's even right....:

The Brink’s Company is best described as an American private security and protection company. The company was founded in 1859 and has its main headquarters located in Richmond, Virginia. Brink’s has earned the title of the largest cash management company in the world. The Brink’s Company provides international services of secure transportation, cash management and other security-related services. The company offers cash-in-transit services of armored vehicle transportation of valuables as well as ATM services and network infrastructure services. Its international network services have expanded and serves customers to more than 100 countries while employing more than 134,000 individuals.

HelloFresh is at the forefront of disrupting a multi trillion-dollar industry at the very beginning of its
online transition. HelloFresh is a truly local food product, uniquely suited to individual tastes and
meal-time preferences offering delivery of a giant box of delicious food with recipes to enable easy
and enjoyable meal preparation for a weekly fee.
HelloFresh aims to provide each and every household in its 7 markets with the opportunity to
enjoy wholesome home-cooked meals with no planning, no shopping, and no hassle required. Everything
required for weeknight meals, carefully planned, locally sourced and delivered to your door at
the most convenient time for each subscriber. Behind the scenes, a huge data driven technology platform
puts us in the prime position for disrupting the food supply chain and for fundamentally changing
the way consumers shop for food. HelloFresh has local founders across the globe who are able to
leverage the global platform, and at the same time ensure that the HelloFresh product in each market
truly reflects the local community.

The soft subscription model business enables us to leverage our weekly subscriber touch points to
consistently manage supply chains and demand, and to optimize the customer experience as well as
our business economics. Customers sign-up for a box containing between 2 and 5 meals per week
for a flat fee. If the customer is out of town or unavailable he can easily cancel any week without a
penalty provided they notify HelloFresh in advance.
Dominik Richter has been CEO since starting HelloFresh in 2011. He has responsibility for keeping
a general oversight of the business and strategy. Prior to HelloFresh, Dominik worked with Goldman
Sachs in London. Dominik graduated with a degree in International Business in 2009, and from the
London School of Economics in 2010 with a Masters in Finance.
Thomas Griesel has been responsible for the logistics and operations behind HelloFresh since
founding with Dominik in 2011. Previously, Thomas had spent time at OC&C Strategy Consultants and
worked on a range of his own businesses and ideas. He graduated from with a degree in International
Business Administration in 2009, and from the London Business School in 2010 with a Masters in
Management.

2011
All the way back in 2011, Dominik and Thomas arrived in Berlin, intent on starting a new and disruptive
business. With a love of healthy food, nutrition, cooking, and a desire to make access to healthy food
as easy as possible for as many people as possible - starting a Food at Home business seemed the
natural choice.
2012
After examining business models from Sweden to Japan to very local ideas, they and a group of
like-minded individuals formulated the recipe for HelloFresh. The team started early in 2012 packing
shopping bags in Berlin, Amsterdam and London with a view to target the highest density population
areas in Europe. Quite quickly, they started getting requests from people outside those areas who all
wanted to become a part of the HelloFresh family. Wanting to serve as many people as possible, the
team developed a logistics model that enabled them to deliver to every single household across a
given country.
2013
The HelloFresh product started to rapidly gain in popularity, as subscribers shared the excitement
about their weekly boxes, with friends and colleagues. Subscriber referrals accelerated, as it became
clear that HelloFresh had finally solved the “What’s for dinner tonight” problem for its subscribers.
2014
Having launched on the East Coast of the U.S in December 2012, HelloFresh moved to cover the
entire country in September 2014. Over the short time since then, HelloFresh has grown rapidly to
become one of the largest players in this market.

Questions
1. Do you consider HelloFresh a form of disruptive or sustaining technology?
2. Is HelloFresh an example of Web 1.0 (ebusiness) or Web 2.0 (Business 2.0)?
3. Describe the ebusiness model associated with HelloFresh.
4. Describe the revenue model associated with HelloFresh.

Questions
1. Do you consider HelloFresh a form of disruptive or sustaining technology?
2. Is HelloFresh an example of Web 1.0 (ebusiness) or Web 2.0 (Business 2.0)?
3. Describe the ebusiness model associated with HelloFresh.
4. Describe the revenue model associated with HelloFresh.

HelloFresh is at the forefront of disrupting a multi trillion-dollar industry at the very beginning of its
online transition. HelloFresh is a truly local food product, uniquely suited to individual tastes and
meal-time preferences offering delivery of a giant box of delicious food with recipes to enable easy
and enjoyable meal preparation for a weekly fee.
HelloFresh aims to provide each and every household in its 7 markets with the opportunity to
enjoy wholesome home-cooked meals with no planning, no shopping, and no hassle required. Everything
required for weeknight meals, carefully planned, locally sourced and delivered to your door at
the most convenient time for each subscriber. Behind the scenes, a huge data driven technology platform
puts us in the prime position for disrupting the food supply chain and for fundamentally changing
the way consumers shop for food. HelloFresh has local founders across the globe who are able to
leverage the global platform, and at the same time ensure that the HelloFresh product in each market
truly reflects the local community.
Chapter Fourteen Case: HelloFresh Hello Delicious
262 * Unit 4 Building Innovation
The soft subscription model business enables us to leverage our weekly subscriber touch points to
consistently manage supply chains and demand, and to optimize the customer experience as well as
our business economics. Customers sign-up for a box containing between 2 and 5 meals per week
for a flat fee. If the customer is out of town or unavailable he can easily cancel any week without a
penalty provided they notify HelloFresh in advance.
Dominik Richter has been CEO since starting HelloFresh in 2011. He has responsibility for keeping
a general oversight of the business and strategy. Prior to HelloFresh, Dominik worked with Goldman
Sachs in London. Dominik graduated with a degree in International Business in 2009, and from the
London School of Economics in 2010 with a Masters in Finance.
Thomas Griesel has been responsible for the logistics and operations behind HelloFresh since
founding with Dominik in 2011. Previously, Thomas had spent time at OC&C Strategy Consultants and
worked on a range of his own businesses and ideas. He graduated from with a degree in International
Business Administration in 2009, and from the London Business School in 2010 with a Masters in
Management.
2011
All the way back in 2011, Dominik and Thomas arrived in Berlin, intent on starting a new and disruptive
business. With a love of healthy food, nutrition, cooking, and a desire to make access to healthy food
as easy as possible for as many people as possible - starting a Food at Home business seemed the
natural choice.
2012
After examining business models from Sweden to Japan to very local ideas, they and a group of
like-minded individuals formulated the recipe for HelloFresh. The team started early in 2012 packing
shopping bags in Berlin, Amsterdam and London with a view to target the highest density population
areas in Europe. Quite quickly, they started getting requests from people outside those areas who all
wanted to become a part of the HelloFresh family. Wanting to serve as many people as possible, the
team developed a logistics model that enabled them to deliver to every single household across a
given country.
2013
The HelloFresh product started to rapidly gain in popularity, as subscribers shared the excitement
about their weekly boxes, with friends and colleagues. Subscriber referrals accelerated, as it became
clear that HelloFresh had finally solved the “What’s for dinner tonight” problem for its subscribers.
2014
Having launched on the East Coast of the U.S in December 2012, HelloFresh moved to cover the
entire country in September 2014. Over the short time since then, HelloFresh has grown rapidly to
become one of the largest players in this market.

HelloFresh is at the forefront of disrupting a multi trillion-dollar industry at the very beginning of its
online transition. HelloFresh is a truly local food product, uniquely suited to individual tastes and
meal-time preferences offering delivery of a giant box of delicious food with recipes to enable easy
and enjoyable meal preparation for a weekly fee.
HelloFresh aims to provide each and every household in its 7 markets with the opportunity to
enjoy wholesome home-cooked meals with no planning, no shopping, and no hassle required. Everything
required for weeknight meals, carefully planned, locally sourced and delivered to your door at
the most convenient time for each subscriber. Behind the scenes, a huge data driven technology platform
puts us in the prime position for disrupting the food supply chain and for fundamentally changing
the way consumers shop for food. HelloFresh has local founders across the globe who are able to
leverage the global platform, and at the same time ensure that the HelloFresh product in each market
truly reflects the local community.

The soft subscription model business enables us to leverage our weekly subscriber touch points to
consistently manage supply chains and demand, and to optimize the customer experience as well as
our business economics. Customers sign-up for a box containing between 2 and 5 meals per week
for a flat fee. If the customer is out of town or unavailable he can easily cancel any week without a
penalty provided they notify HelloFresh in advance.
Dominik Richter has been CEO since starting HelloFresh in 2011. He has responsibility for keeping
a general oversight of the business and strategy. Prior to HelloFresh, Dominik worked with Goldman
Sachs in London. Dominik graduated with a degree in International Business in 2009, and from the
London School of Economics in 2010 with a Masters in Finance.
Thomas Griesel has been responsible for the logistics and operations behind HelloFresh since
founding with Dominik in 2011. Previously, Thomas had spent time at OC&C Strategy Consultants and
worked on a range of his own businesses and ideas. He graduated from with a degree in International
Business Administration in 2009, and from the London Business School in 2010 with a Masters in
Management.

2011
All the way back in 2011, Dominik and Thomas arrived in Berlin, intent on starting a new and disruptive
business. With a love of healthy food, nutrition, cooking, and a desire to make access to healthy food
as easy as possible for as many people as possible - starting a Food at Home business seemed the
natural choice.
2012
After examining business models from Sweden to Japan to very local ideas, they and a group of
like-minded individuals formulated the recipe for HelloFresh. The team started early in 2012 packing
shopping bags in Berlin, Amsterdam and London with a view to target the highest density population
areas in Europe. Quite quickly, they started getting requests from people outside those areas who all
wanted to become a part of the HelloFresh family. Wanting to serve as many people as possible, the
team developed a logistics model that enabled them to deliver to every single household across a
given country.
2013
The HelloFresh product started to rapidly gain in popularity, as subscribers shared the excitement
about their weekly boxes, with friends and colleagues. Subscriber referrals accelerated, as it became
clear that HelloFresh had finally solved the “What’s for dinner tonight” problem for its subscribers.
2014
Having launched on the East Coast of the U.S in December 2012, HelloFresh moved to cover the
entire country in September 2014. Over the short time since then, HelloFresh has grown rapidly to
become one of the largest players in this market.

Questions
1. Do you consider HelloFresh a form of disruptive or sustaining technology?
2. Is HelloFresh an example of Web 1.0 (ebusiness) or Web 2.0 (Business 2.0)?
3. Describe the ebusiness model associated with HelloFresh.
4. Describe the revenue model associated with HelloFresh.

The Bureau of Labor Statistics (BLS) reported that 9.6% of adults aged 20 to 24 years were unemployed in April 2015. Suppose that Jacqui believes that in her city the unemployment rate is higher than the reported proportion. She determines the unemployment status of 450 randomly selected adults in the given age range. She decides to conduct a z-test for the proportion p of unemployed adults in her town aged 20 to 24 years old.

Determine the power to reject the null hypothesis at a significance level of α=0.05 if the true proportion of unemployed adults aged 20 to 24 is 0.110. Give your answer to two decimal places, rounding if necessary.

power:

71) Prior to closing the accounts at the end of the most recent fiscal year, the Town of Sonora reports the following amounts (in thousands):

Required:

Applying the criteria specified in GASB 34, determine which of the above funds should be classified as major funds for reporting purposes.

1. The city of Gadsden, Alabama (where Noah’s parents live) is considering replacing one of the bridges that cross the Coosa River that runs through town. The primary benefits of replacing the current bridge are reductions in commute time, traffic, and better foot traffic safety for people walking across the bridge. The expected cost of the bridge is $8 million. The expected benefits from primary sources over the coming years are $4 million immediately, and $1 million each year over the next 4 years. Discuss the cost-benefit analysis associated with this project. Is it possible to improve the cost-benefit analysis? Is anything missing from it?. Should the city go forward with the project? Why or why not?

NEED DIAGRAM! DO NOT JUST COPY THE ANSWER FROM THE COURSEHERO!! THX

Mr. and Mrs. Brauer owned their own home. There was a real estate boom in their town and the price of houses doubled. Their income and prices of other goods stayed constant. The Brauers complained that “we are being driven from our home; we can’t afford to live here any more.” Assume the Brauers has two consumption goods: “housing” and “other goods”.

a. Draw a diagram that illustrates what happened to the Brauers’ budget constraint.

b. Could they have been made worse off by the change? Could they have been made better off? Explain why.

C++

Using what you know about inputs and outputs, code a simple ATM interaction. Your ATM will start with only $500 to give out, and YOUR balance will be 1000. The amounts the ATM can dispense are $40, $80, $200 and $400. After you've received your disbursement, the console will show the amount you have left in your account, as well as how much the ATM has to dispense (we live in a small, fictional town - no one will use this information for nefarious purposes).

You may choose to use characters to show the interface, or just list the options for the user at the console.

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Choose One

| $40 |$80

| $200 |$400

EXIT

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Residents of neighboring towns in a state have an ongoing disagreement over who lays claim to the higher average price of a​ single-family home. A person in one of these towns obtains a random sample of homes listed for sale with a major local realtor to investigate if there is actually any difference in the average home price. Complete parts a through e.

​c) Test the hypothesis and find the​ P-value.

Find the test statistic.

t=___

Find the​ P-value.

​P=___

​d) What is your​ conclusion? Use

alphaα=0.05.

e) Use the pooled​ t-test to test the hypothesis and compare your answer to parts c and d.

Using the data​ provided, check the assumptions and conditions for this test. Which of the following assumptions or conditions are satisfied for the given​ data? Select all that apply.

A. Nearly normal condition

B. Independence assumption

C. Equal variance assumption

D. Independent group assumption

Find the test statistic of the pooled​ t-test.

t=___ (Round to two decimal places as​ needed.)

Find the​ P-value of the pooled​ t-test.

​P=____ ​(Round to three decimal places as​ needed.)

What is your conclusion of the pooled​ t-test? Use

alpha=0.05.

How do your answers to parts c and d compare to your answer in part​ e?