India​'s real GDP was 17 comma 558 billion rupees in 2005 and 18 comma 683 billion rupees in 2006. The population was 1 comma 104.6 million in 2005 and 1 comma 122.7 million in 2006. Calculate India​'s economic growth rate in 2006​, the growth rate of real GDP per person in 2006​, and the approximate number of years it will take for real GDP per person in India to double if the 2006 economic growth and population growth rates are maintained.

DATA:

QUESTIONS:

1) Donnelly's Business Statistics has a data set concerning the revenue from a set of Nigerian cell phone customers. Use that data which is here to answer this question. What is the average revenue per customer? Answer to at least two decimal places.

2)Donnelly's Business Statistics has a data set concerning the revenue from a set of Nigerian cell phone customers. Use that data which is here to answer this question; the data set values are the revenue from the customers. What is the test statistic for the hypothesis that average revenue per customer is $11? Answer to at least two decimal places.

3) Donnelly's Business Statistics has a data set concerning the revenue from a set of Nigerian cell phone customers. Use that data which is here to answer this question; the data set values are the revenue from the customers. What is the positive version of the critical value for the hypothesis that average revenue per customer is $11 at the .05 level of significance? Answer to at least two decimal places.

In 2003, forty percent of the students at a major university were Business majors, 35% were Engineering majors and the rest of the students were majoring in other fields. In a sample of 600 students from the same university taken in 2004, two hundred were Business majors, 220 were Engineering majors and the remaining students in the sample were majoring in other fields. At 95% confidence, test to see whether there has been a significant change in the proportions between 2003 and 2004

Test statistic:

Explanation:

is it a

normal distribution, t distribution with 29 degrees of freedom, t-distribution with 70 degrees of freedom, Chi-square with 2 degrees of freedom, Chi-square with 1 degree of freedom

describe how the structure of the cellular membrane allows it to do its function. in your answer include three functions and indicate which molecules contribute

Question: Is 5-year assurance service a distinct performance obligation in this contract? and How to currently recognise the revenue from Align by amortizing it over the 5-year assurance period.

SS enters into arrangements with customers that can include various combinations of software and services. Among its product portfolios, one arrangement makes significant revenue contribution in 2019 and 2018. Align is a project management software targeted at small and medium businesses. SS’s usual arrangement with customers not only includes the software license, but also includes customizing the software and integrating it into the customers’ information systems. In addition, customers purchasing the software license will receive software assurance service over a 5-year period at no additional cost. The assurance service guarantees proper functioning of the software within the customers’ information system. The company currently recognize the revenue from Align by amortizing it over the 5-year assurance period.

Discuss the relationship between elasticity and total revenue.

Question 5.
Use the following total-product schedule for a resource to answer the next three questions.
Assume that the quantities of other resources the firm employs remain constant.
Units of
resource
Total
product
1 12
2 21
3 27
4 32
5 36
a. If the firm’s product sells for a constant $2 per unit, what is the marginal revenue
product of the third unit of the resource?
b. If the firm’s product sells for a constant $2 per unit and the price of this resource is $8,
how many units of the resource will the firm employ?
c. If the firm can sell 12 units of output at a price of $1.00 per unit and 21 units of output
at a price of $0.80 per unit, what is the marginal revenue product of the second unit
of the resource?

How E-bay failed in China? Sep 12, 2010 By Helen H.Wang and China Tracker This weekend, eBay’s CEO John Donahoe shared the stage with Alibaba’s maverick founder Jack Ma at his annual Alifest conference in Hangzhou, China. Gady Epstein, Forbes Beijing bureau chief, has an intriguing blog post about how Donahoe wished a happy birthday to Jack Ma who not only defeated eBay in China, but also “encroaches on eBay’s home turf.” Since Epstein referenced my recounting of the eBay-Alibaba battle, I thought it might serve readers well to provide an excerpt here from my book The Chinese Dream: In 2004, eBay had just entered China and was planning to dominate the China market. Alibaba was a local Chinese company that helped small- and medium-sized enterprises conducting business online. Most people in the West had barely heard about it. When eBay entered the China market, Jack Ma, founder and CEO of Alibaba, was alarmed that “someday, eBay would come in our direction.” He knew too well that there was no clear distinction between small businesses and individual consumers in China. As a defensive strategy, Ma decided to launch a competing consumer-to-consumer (C2C) auction site, not to make money, but to fend off eBay from taking away Alibaba’s customers. A new Web site named Taobao—meaning “digging for treasure”—was launched free of charge for individuals buying and selling virtually any consumer goods, from cosmetics to electronic parts. In 2004, I visited Alibaba at its headquarters in Hangzhou. It is located on a campus of three ten-story buildings in the northeastern part of Hangzhou, about a ten-minute taxi drive from West Lake. In the lobby, a flat panel TV was streaming video clips of Jack Ma speaking at various public events where his admirers, most of them in their twenties, were cheering him like a rock star. While visiting Alibaba’s headquarters in Hangzhou, I felt the same “insanely great” energy of entrepreneurship as I felt in Silicon Valley. When I asked a senior manager at Alibaba whether the company was worried that it would be bought by eBay, I was blown away by the answer: “We will buy eBay!” EBay, on the other hand, began its most aggressive campaigns to dominate the market and thwart competitors. Soon after Taobao was launched, eBay signed exclusive advertising rights with major portals Sina, Sohu, and Netease with the intention of blocking advertisements from Taobao. In addition, eBay injected another $100 million to build its China operation, now renamed “eBay EachNet,” and was spreading its ads on buses, subway platforms, and everywhere else. Ma fought back cleverly. Knowing that most small business people would rather watch TV than log on to the Internet, Ma secured advertisements for Taobao on major TV channels. In 2004, one could easily feel the heat of fierce competition between eBay EachNet and Taobao. When I was taking a taxi in Shanghai, I noticed the ads of eBay EachNet on the back of the driver’s seat; when I checked into my hotel, I heard the ads for Taobao popping up on TV almost every half hour. Since its name means “digging for treasure” in Chinese, it attracted a lot of attention by a smart play on words. While most people in the West had never heard of Taobao, its name was heard loud and strong in China. Nevertheless, most industry observers were suspicious about Taobao’s future, particularly its sustainability. Unlike eBay EachNet, which charged its sellers for listing and transaction fees, Taobao was free to use. Neither Ma nor any members from the management team gave a definite timeline as to how long this “free period” was going to last. “Free is not a business model,” the doubters said. Some thought Ma was crazy and nicknamed him “Crazy Ma.” No doubt Crazy Ma was changing the game. Taobao got a quick start with its free listings and continued to gain momentum as more and more users switched from eBay EachNet to Taobao. According to a Morgan Stanley report, Taobao was more customer focused and user friendly than eBay EachNet. With most users not sophisticated about auctions, the majority of Taobao’s listings were for sales. Only 10 percent of its listings were for auctions, while eBay EachNet had about 40 percent of its listings for auctions. Taobao had also better terms for its customers: it offered longer listing periods (fourteen days) and let customers extend for one more period automatically. EBay EachNet did not have this flexibility. Taobao’s listings appeared to be more customer-centric while eBay EachNet’s listings more product-centric. For example, Taobao’s listings were organized into several categories, such as “Men,” “Women,” and so on, while eBay EachNet stuck to its global platform, grouping users into “Buyers” and “Sellers.” At that time, China had about three hundred million cell phone users versus ninety million Internet users. Taobao offered instant messaging and voice mail to mobile phones for buyers and sellers because Chinese users were cell-phone savvy rather than computer savvy. It was clear that Taobao had an upper hand against its global counterpart because it really understood Chinese customers. As a result, Taobao had higher customer satisfaction than eBay EachNet. According to iResearch, a Beijing-based research firm, the user satisfaction level was 77 percent for Taobao versus 62 percent for eBay EachNet. The experience of competing with eBay gave Ma tremendous confidence. He was determined to win: “eBay may be a shark in the ocean, but I am a crocodile in the Yangtze River. If we fight in the ocean, we lose—but if we fight in the river, we win.” By March 2006, Taobao had outpaced eBay EachNet and became the leader in China’s consumer-to-consumer (C2C) market, with 67 percent market share in terms of users, while eBay EachNet had only 29 percent market share. “The competition is over,” Ma exclaimed. “It’s time to claim the battlefield.” On December 20, 2006, Meg Whitman, eBay's then CEO, flew to Shanghai to take part in a press conference to announce a new joint venture with Beijing-based Internet portal Tom Online, which provides wireless value-added multimedia services. It was, in reality, a formal announcement of eBay’s withdrawal from the online auction market in China. EBay shut down its China site, eBay EachNet, and took a back seat to a company with only $173 million in revenue and no experience in the online auction business. Jack Ma represents a new generation of savvy Chinese competitors who should not be underestimated. They study their markets and bring to bear their local knowledge. They learn from their competition and from their own mistakes as they move up the competitive landscape. The case of Alibaba provides an invaluable lesson for multinationals to succeed in China market: First, eBay failed to recognize that the Chinese market and the business environment are very different from that of the West. EBay sent a German manager to lead the China operation and brought in a chief technology officer from the United States. Neither one spoke Chinese or understood the local market. It was eBay’s biggest mistake. Second, because the top management team didn’t understand the local market, they spent a lot of money doing the wrong things, such as advertising on the Internet in a country where small businesses didn’t use the Internet. The fact that eBay had a strong brand in the United States didn’t mean it would be a strong brand in China. Third, rather than adapt products and services to local customers, eBay stuck to its “global platform,” which again did not fit local customers’ tastes and preferences.

Retrieved from: https://www.forbes.com/sites/china/2010/09/12/how-ebay-failed-in-china/#b53cbc35d57a

Question 1:

a) To enter the Chinese market, Ebay spent a lot on advertising yet it failed. What was the problem with their advertising strategy?

b) At its start, what strategy helped Taobao gain more customers than ebay?

c) Certainly, entering a foreign market with a large capital is important, but does it guarantee success?

d) Many other foreign companies failed in China although they were successful in their home countries. Amazon’s failure in China is a very recent example. What are the reasons behind their failure?

e) What are your recommendations for businesses wanting to enter the Chinese market?

ADDITIONAL INFORMATION

The owner contributed $16,000 cash during the year. All drawings were for cash.

Required

Complete the cash flow statement on page 4 of this document. Please show your calculations on page 5 of the document. You can take a photo of your calculations if you do them by hand and then insert the photo into this document, but I want to see your calculations as well as your answers to both questions

For the Year ended 31^stDecember 2020