Q1:

Some commentators suggest that the US should have learned from its experiences in the Lebanon conflict (1980's) not to become involved in the Syrian Civil War. What factors might have prevented such a conclusion?

Group of answer choices

The Lebanese civil war was mainly a political conflict, while the Syrian civil war is based on ethno-religious identity and has inherently different dynamics

Intervening in Lebanon did not incur any real costs, so the US was not sufficiently wary about Syria

The Israel lobby drove US intervention in Lebanon, but is less interested in Syria

Cold War dynamics limited the role that other great powers would take in Lebanon, but Syria occurred in a post-Cold War world with different rules

Q2:

Which of these statements is true regarding US intervention in Africa during the 1990's?

Group of answer choices

Despite failures in intervention during the 1990's, the US has been able to foster successful development and growth in both Somalia and Rwanda during the past two decades

The US experience in Somalia played a central role in shaping US action during the Rwandan Genocide

Criticism of US inaction during the Rwandan Genocide pushed the Clinton Administration to intervene in Somalia, with disastrous results

There was no real relationship between the Somalia and Rwandan interventions

how would you test the impact of the disease on economic growth using data from a cross-section of countries and also from one individual country? In particular, explain how you would attempt to find a causal relationship from disease to economic growth?

The sports saga with MRSA continues. A recent article in the NY Times about college sports described “To prevent teammates from sharing towels to wipe their faces or arms on the sideline, trainers have sometimes employed a small army of interns who scoop up any used towel so it can quickly be placed in the laundry. Jim Thornton, the athletic trainer at Clarion University in Pennsylvania, said his teams had begun using chemically treated towelettes that are about half the size of a standard towel and are discarded after each use. The expense may be worthwhile. One study of high school football players concluded that sharing a towel makes the chance of a MRSA infection eight times more likely.” https://www.nytimes.com/2017/10/06/sports/the-never-ending-battle-against-sports-hidden-foe.html

They are talking about community acquired MRSA, which is the same as subtype USA300. What genes made this MRSA able to be transmitted via towels and why? Would you expect nonMRSA S. aureus to be equally transmitted? Why or why not?

You are currently part of a university work experience program. Your job placement is at the municipal transit centre. Your supervisor is responsible for the recording and distribution of monthly transit passes to authorized vendors throughout the city. The vendors pay €50 per bus pass and sell them for €55. Your job is to prepare a monthly reconciliation of the transit passes including the quantity sold, the number actually distributed, the unsold passes, and the cash proceeds. You are unable to reconcile the past two months. The bus passes are sequentially numbered and, in checking the sequence, you notice that numbers 9750 to 9820, 11012 to 11750, and 22000 to 22440 cannot be accounted for. You bring this to the attention of the supervisor, who tells you that reconciliations are never done; the job was created by her superior “to give you something to do” and you are told not to worry about it.

1. What is the main objective of internal control and how is it accomplished?

2. Why should recordkeeping of assets be separated from custody over the assets?

3. Quantify the potential error that the missing bus passes could create. Should you report your findings?

Adam runs his own marketing business in Australia. During the year he incurred the following expenses: a) salary costs of $500,000. b) salary costs of $9,000 for his son who did some graphic design work for him as he was studying graphic design at university. The work took approximately 19 hours to complete. c) $1200 on membership to the local bowls club where he entertains clients. d) $3,000 on smart clothing that he considered necessary to portray the correct image to his clients. e) $8,500 on meal expenses for his important clients. f) Interest cost of $8,400 on a loan he took out to start up the business. g) $4,000 in travelling from home to work. h) $8,500 in telephone bills, of which he estimates 80% to be used for calling clients. i) $9,000 on airfare and accommodation to a marketing conference. j) $600 charged by his accountant to complete his tax return for the year. Advise Adam as to the deductibility of the above expenses. Ensure to make reference to relevant legislation

Capital markets and the ability to raise funds for corporate uses are essential to the U.S. economic system. For this assignment, imagine that you have $25,000 to invest in U.S. companies. You are buying used stock. The company got the money when it issued the stock originally. You will be buying it from an existing owner. You are investing, or buying, the stock because you believe the company will make money and pay you a dividend in cash. Each share of stock that you buy entitles you to any dividend declared and a vote at the annual stockholders' meeting. The stock also allows you the ability to earn your money back by selling the stock. Of course, investing in stocks is risky and there is the possibility that the stock you buy will be worth less when you want your money back. The company is not obligated to give you any of your money back. You will only get your money back if another investor wants to buy your stock. Instructions Using the above scenario and the resources listed below, complete the following directions for your Week 3 Stock Journal entry: Select three US companies that are publicly traded using your knowledge and experience and make sure you are practicing good diversification. Jim Cramer, Money Manager, on CNBC, plays a game at the end of his show called "Am I Diversified." Check out the short clip, Am I Diversified - Mad Money [Video], to get a sense of industry diversification. Ideas for Sources of Information: There are many ways to find such companies and the stock prices, including the New York Stock Exchange, Google Finance, NASDAQ, and Yahoo! Finance. Describe how you will divide $25,000 across the three companies (e.g. $10,000 in Company 1, $10,000 in Company 2, and $5,000 in Company 3). You decide the amount you are investing in each company. You do not have to provide any analysis to justify your decisions. Provide a reason for picking each company. For example, you might invest in Ford because that company gets a lot of your money and you hear that Ford is doing well, and will continue to do well. Identify the number of shares you are buying, and the price of the shares you are buying for each company. Once you decide the companies and the amount for each company, determine how many shares you can buy. For example, if Company 1 is selling for $42.16, then you may buy $10,000/$42.16, or 237.19 shares. But you cannot buy a part of a share, so you decide to buy either 237 or 238. In this example, you buy 237 shares at $42.16 per share, investing $9,991.92. You won’t be able to buy exactly $10,000, or $5,000, or $25,000, but it will be relatively close. Use at least two quality references. Consider using the sources of information ideas above and/or searching and locating resources from the Strayer University Library. Note: Wikipedia and other websites do not qualify as academic resources. Submit two documents for your journal assignment submission by uploading them to the assignment submission area: Completed Excel template. Completed Word document template with your rationale. Note: This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. The specific course learning outcome associated with this assignment is: Analyze the performance of an investment portfolio over time.

You have three genes on the same chromosome - A, B and C. Each gene has two alleles in a dominant/recessive relationship. For these genes the homozygous recessive has the mutant phenotype for that trait, the dominant phenotype = wild type for that trait.

• allele A is dominant to a; phenotype a = mutant for trait a; phenotype A = wild type for trait A
• allele B is dominant to b; phenotype b = mutant for trait b; phenotype B = wild type for trait B
• allele C is dominant to c; phenotype c = mutant for trait c; phenotype C = wild type for trait C

Note: phenotypes can be represented by single letters. For example phenotype A = genotypes Aa or AA; phenotype a = genotype aa. Assume that phenotype ab = mutant phenotype for traits a and b, and wild type phenotype for trait C.

You cross an individual heterozygote for all three genes, with an individual who is homozygote recessive for all three. Out of 10,000 offspring you get the following phenotypes and amounts:

• phenotype a - 98
• phenotype b - 150
• phenotype c - 4751
• phenotype ab - 4749
• phenotype ac - 147
• phenotype bc - 99
• phenotype abc - 3
• wild type - 3

Use this information to answer the following questions.

You cross an individual heterozygote for genes A, B and C, with an individual who is homozygote recessive for all three. Assuming independent assortment for all three genes what do you expect to see out of 10,000 offspring?

Remember:

• for all three traits wild type phenotype is dominant to mutant phenotype
• allele A is dominant to a; phenotype a = mutant for trait a; phenotype A = wild type for trait A
• allele B is dominant to b; phenotype b = mutant for trait b; phenotype B = wild type for trait B
• allele C is dominant to c; phenotype c = mutant for trait c; phenotype C = wild type for trait C

Select one:

a. Three different phenotypes among the offspring; approximately 3333 offspring of each phenotype.

b. Approximately 156 offspring will have the recessive phenotype for all three traits.

c. Approximately 2963 offspring will be wild type (dominant phenotype for all three traits).

d. Eight different phenotypes among the offspring; approximately 1250 offspring of each phenotype.

Emerson Process Management: Accelerating on the Internet

If you were selling automation products for manufacturing plants, the 1970s were a wonderful time—sales were booming. By 2000, however, the market had changed. Sales had slowed and purchasers were beginning to think of automation products as commodities. So many buyers were using fewer suppliers.

That was the situation that the Fisher-Rosemount division of Emerson Electric faced. How could it attract the interest and attention of industrial purchasers for services that helped buyers optimize their plants and processes? Such decisions are made infrequently and can involve big money, ranging from $25,000 to $25,000,000. How could Fisher-Rosemount demonstrate in an engaging and dynamic way the benefits of reworking processes in customers' existing plants? How could the company show what its services could accomplish?

Fisher-Rosemount tackled this situation by first repositioning its services. By looking at the relevant purchase processes from the customer's point of view, it realized that customers were not looking for individual products that they had to assemble themselves, if they had the needed in-house expertise. Instead, they were looking for complete solutions. Competitors—especially software vendors—had already realized this. Seeking to capitalize on their own expertise, the competitors had assembled product portfolios that included everything from PC-based process control solutions to supply chain management solutions. However, although Fisher-Rosemount's repositioning strategy was similar to that of other industry suppliers, the company had the advantage of being part of a much larger organization.

Emerson Electric was founded in 1890 in St. Louis, Missouri, to manufacture reliable electric motors. By 1892, it was selling the first electric fans in the United States, still one of its major lines. Over the years, however, Emerson Electric has benefited from stable management and consistent growth in its product and service lines. Today, it has over 60 divisions selling a variety of products from fans to process solutions, from to refrigeration and air-conditioning technologies to tools for do-it-yourselfers and professionals, from plastics joining and cleaning compounds to world-class engineering and consulting services. In 2000, Emerson reported sales of $15.5 billion—a 9 percent increase from the previous year. The company also reported increased earnings for the forty-third year and increased dividends for the forty-fourth year in a row. To achieve such an enviable record, Emerson stresses increased growth—particularly in global markets—and innovation.

One way Emerson stays ahead of the competition is through heavy use of the Internet. It has over 115 e-business projects under way. In 2000, it transacted 10 percent of its sales (that's $1.55 billion) online and 70 percent of its 60-plus divisions had Web projects up and running.

The Internet provides a good channel for selling technical products. A survey of industrial users of the Internet indicated that much of the industry (85 percent) has access to the Internet, and that engineers are among early adopters and frequent users of the Net. They use the Internet primarily to gather information, but given the lack of relevant information found there, they spend only up to three hours a week on the Net. Therefore, it appears that supplier companies can best increase the value of the Internet in selling their services by providing more detailed information about products and services.

The folks at Fisher-Rosemount must have seen this report, because they chose to develop an information-packed site called ThePlantWeb (www.plantweb.com). The home page of this Web site provides visitors with information on ThePlantWeb. Right away, visitors learn how they can understand today's technologies better, access information more quickly, reduce costs, and increase revenues. They can do this by taking advantage of PlantWeb University, which provides short business courses on how to improve plant profitability, and engineering courses in which they can explore leading automation technologies. The page also provides short "testimonial-descriptions" of companies that have recently used ThePlantWeb to improve their operations. Visitors who want more information than that provided by the short testimonials can call up longer case studies for information. ThePlantWeb News provides recent examples of new users of ThePlantWeb services and gives a chronological listing for the last five years of successful applications of its services.

What is most interesting, engaging, and unusual about this Web site is a feature called TestDrivePlantWeb. In the test drive, visitors can see how much PlantWeb architecture can reduce capital expenditures compared to traditional DCS (Distributed Control Systems) architecture. What does that mean? Assume that you are a manager of a pulp and paper plant. Visit the Web site, go to the TestDrivePlantWeb page, and click on one of the industries listed on the left side of the page. Click on Pulp & Paper, then continue with the test drive, and you'll get a diagram showing all the processes in the pulp and paper industry, from waste treatment through papermaking, recovery, bleaching, and pulping. By using the various buttons, such as Customize Areas and Design Cost Assumptions, you can input data for your plant. All the while, the site provides an estimate of how much you can save using process management from Fisher-Rosemount. In addition to a summary of savings, you'll received information detailing how you would achieve those savings. Can't you just imagine engineers inputting various data to see how much they could save? In fact, the site has proven very effective in attracting new customers. No doubt that's why TestDrivePlantWeb has won several awards.

What is PlantWeb? According to the Web site, it's a revolutionary field-based architecture that changes the economics of process automation. TestDrivePlantWeb allows you to build your own virtual plant to evaluate the economics of process automation. It employs an easy-to-use, drag-and-drop interface that allows users to customize models by adding or deleting process areas, units, or devices or by adjusting variables such as labor rates and average wire run. The effects are shown immediately in the summary. Specific benefits of retrofitting your old plant with automation from Fisher-Rosemount include reduced process variability, increased plant availability, reduced capital and engineering costs, reduced operations and maintenance costs, and streamlined regulatory compliance.

In 2001, as part of its corporate repositioning strategy, Emerson Electric renamed the Fisher-Rosemount division, calling it the Emerson Process Management division. The goal was to enhance the overall corporate brand and to provide insight into the division's services. The repositioning also involved the integration of Fisher-Rosemount with other services in Emerson Electric, such as Emerson Performance Solutions, in order to provide complete solutions to purchasers.

Emerson Process Management does not rely only on the Internet to sell its services. To promote ThePlantWeb, it hired 50 sales reps (dubbed "PlantWeb Champs") and trained them on Internet technology. To support their efforts, it used print advertising and direct marketing to reach prospects that it calls "technical evangelists." The print ads used brilliant colors and images that contrasted old and new technology—for example, a weather vane and a weather satellite. These ads stood out amid the wordy competitor ads surrounding them. Emerson also used the TestDrivePlantWeb site to collect names of prospects and their affiliations. It then sent direct mail to higher-level executives in each organization. The idea was to intrigue the "technical evangelist's" supervisor, who was more likely to be involved in the purchase decision. Perhaps they would meet in the hallway, and the technical evangelist, who was excited from taking a "test drive" on ThePlantWeb, would exchange information with the supervisor who had questions about costs.

Such simple hallway conversations can be the beginning of a process that takes months to complete. During that time, Emerson sends prospects promotional materials and invitations to seminars to keep their interest from flagging. If all of those marketing efforts are not enough, PlantWeb has a guarantee that the purchaser will reduce total installed cost using PlantWeb automation solutions as compared to traditional DCS architectures.

Does this work? You decide. In the first 18 months that TestDrivePlantWeb was up, Emerson identified 65,000 unique visitors to the site, and that translated into 850 installations of ThePlantWeb product.

Questions for Discussion

1. What type of purchase decision is involved in buying solutions to a company's process systems from Emerson Process Management (Fisher-Rosemount)?

2. Who might participate in the buying process? How can ThePlantWeb and the associated marketing campaign impact each of the buying-decision participants?

3. How can ThePlantWeb and the associated marketing campaign affect each stage in the business buying process?

4. What purpose do the testimonials, case studies, and PlantWeb Guarantee serve?

5. Is promotion and selling on the Internet a wise decision for Emerson Process Management? Why or why not? What are the advantages of using the Internet compared with using only personal selling and advertising? The disadvantages?

6. In your opinion, is Emerson wise to reposition itself by branding all of its divisions with the Emerson name? Why would this be beneficial in selling to business markets? How might it be a disadvantage?

Emerson Process Management: Accelerating on the Internet

If you were selling automation products for manufacturing plants, the 1970s were a wonderful time—sales were booming. By 2000, however, the market had changed. Sales had slowed and purchasers were beginning to think of automation products as commodities. So many buyers were using fewer suppliers.

That was the situation that the Fisher-Rosemount division of Emerson Electric faced. How could it attract the interest and attention of industrial purchasers for services that helped buyers optimize their plants and processes? Such decisions are made infrequently and can involve big money, ranging from $25,000 to $25,000,000. How could Fisher-Rosemount demonstrate in an engaging and dynamic way the benefits of reworking processes in customers' existing plants? How could the company show what its services could accomplish?

Fisher-Rosemount tackled this situation by first repositioning its services. By looking at the relevant purchase processes from the customer's point of view, it realized that customers were not looking for individual products that they had to assemble themselves, if they had the needed in-house expertise. Instead, they were looking for complete solutions. Competitors—especially software vendors—had already realized this. Seeking to capitalize on their own expertise, the competitors had assembled product portfolios that included everything from PC-based process control solutions to supply chain management solutions. However, although Fisher-Rosemount's repositioning strategy was similar to that of other industry suppliers, the company had the advantage of being part of a much larger organization.

Emerson Electric was founded in 1890 in St. Louis, Missouri, to manufacture reliable electric motors. By 1892, it was selling the first electric fans in the United States, still one of its major lines. Over the years, however, Emerson Electric has benefited from stable management and consistent growth in its product and service lines. Today, it has over 60 divisions selling a variety of products from fans to process solutions, from to refrigeration and air-conditioning technologies to tools for do-it-yourselfers and professionals, from plastics joining and cleaning compounds to world-class engineering and consulting services. In 2000, Emerson reported sales of $15.5 billion—a 9 percent increase from the previous year. The company also reported increased earnings for the forty-third year and increased dividends for the forty-fourth year in a row. To achieve such an enviable record, Emerson stresses increased growth—particularly in global markets—and innovation.

One way Emerson stays ahead of the competition is through heavy use of the Internet. It has over 115 e-business projects under way. In 2000, it transacted 10 percent of its sales (that's $1.55 billion) online and 70 percent of its 60-plus divisions had Web projects up and running.

The Internet provides a good channel for selling technical products. A survey of industrial users of the Internet indicated that much of the industry (85 percent) has access to the Internet, and that engineers are among early adopters and frequent users of the Net. They use the Internet primarily to gather information, but given the lack of relevant information found there, they spend only up to three hours a week on the Net. Therefore, it appears that supplier companies can best increase the value of the Internet in selling their services by providing more detailed information about products and services.

The folks at Fisher-Rosemount must have seen this report, because they chose to develop an information-packed site called ThePlantWeb (www.plantweb.com). The home page of this Web site provides visitors with information on ThePlantWeb. Right away, visitors learn how they can understand today's technologies better, access information more quickly, reduce costs, and increase revenues. They can do this by taking advantage of PlantWeb University, which provides short business courses on how to improve plant profitability, and engineering courses in which they can explore leading automation technologies. The page also provides short "testimonial-descriptions" of companies that have recently used ThePlantWeb to improve their operations. Visitors who want more information than that provided by the short testimonials can call up longer case studies for information. ThePlantWeb News provides recent examples of new users of ThePlantWeb services and gives a chronological listing for the last five years of successful applications of its services.

What is most interesting, engaging, and unusual about this Web site is a feature called TestDrivePlantWeb. In the test drive, visitors can see how much PlantWeb architecture can reduce capital expenditures compared to traditional DCS (Distributed Control Systems) architecture. What does that mean? Assume that you are a manager of a pulp and paper plant. Visit the Web site, go to the TestDrivePlantWeb page, and click on one of the industries listed on the left side of the page. Click on Pulp & Paper, then continue with the test drive, and you'll get a diagram showing all the processes in the pulp and paper industry, from waste treatment through papermaking, recovery, bleaching, and pulping. By using the various buttons, such as Customize Areas and Design Cost Assumptions, you can input data for your plant. All the while, the site provides an estimate of how much you can save using process management from Fisher-Rosemount. In addition to a summary of savings, you'll received information detailing how you would achieve those savings. Can't you just imagine engineers inputting various data to see how much they could save? In fact, the site has proven very effective in attracting new customers. No doubt that's why TestDrivePlantWeb has won several awards.

What is PlantWeb? According to the Web site, it's a revolutionary field-based architecture that changes the economics of process automation. TestDrivePlantWeb allows you to build your own virtual plant to evaluate the economics of process automation. It employs an easy-to-use, drag-and-drop interface that allows users to customize models by adding or deleting process areas, units, or devices or by adjusting variables such as labor rates and average wire run. The effects are shown immediately in the summary. Specific benefits of retrofitting your old plant with automation from Fisher-Rosemount include reduced process variability, increased plant availability, reduced capital and engineering costs, reduced operations and maintenance costs, and streamlined regulatory compliance.

In 2001, as part of its corporate repositioning strategy, Emerson Electric renamed the Fisher-Rosemount division, calling it the Emerson Process Management division. The goal was to enhance the overall corporate brand and to provide insight into the division's services. The repositioning also involved the integration of Fisher-Rosemount with other services in Emerson Electric, such as Emerson Performance Solutions, in order to provide complete solutions to purchasers.

Emerson Process Management does not rely only on the Internet to sell its services. To promote ThePlantWeb, it hired 50 sales reps (dubbed "PlantWeb Champs") and trained them on Internet technology. To support their efforts, it used print advertising and direct marketing to reach prospects that it calls "technical evangelists." The print ads used brilliant colors and images that contrasted old and new technology—for example, a weather vane and a weather satellite. These ads stood out amid the wordy competitor ads surrounding them. Emerson also used the TestDrivePlantWeb site to collect names of prospects and their affiliations. It then sent direct mail to higher-level executives in each organization. The idea was to intrigue the "technical evangelist's" supervisor, who was more likely to be involved in the purchase decision. Perhaps they would meet in the hallway, and the technical evangelist, who was excited from taking a "test drive" on ThePlantWeb, would exchange information with the supervisor who had questions about costs.

Such simple hallway conversations can be the beginning of a process that takes months to complete. During that time, Emerson sends prospects promotional materials and invitations to seminars to keep their interest from flagging. If all of those marketing efforts are not enough, PlantWeb has a guarantee that the purchaser will reduce total installed cost using PlantWeb automation solutions as compared to traditional DCS architectures.

Does this work? You decide. In the first 18 months that TestDrivePlantWeb was up, Emerson identified 65,000 unique visitors to the site, and that translated into 850 installations of ThePlantWeb product.

Questions for Discussion

1. What type of purchase decision is involved in buying solutions to a company's process systems from Emerson Process Management (Fisher-Rosemount)?

2. Who might participate in the buying process? How can ThePlantWeb and the associated marketing campaign impact each of the buying-decision participants?

3. How can ThePlantWeb and the associated marketing campaign affect each stage in the business buying process?

4. What purpose do the testimonials, case studies, and PlantWeb Guarantee serve?

5. Is promotion and selling on the Internet a wise decision for Emerson Process Management? Why or why not? What are the advantages of using the Internet compared with using only personal selling and advertising? The disadvantages?

6. In your opinion, is Emerson wise to reposition itself by branding all of its divisions with the Emerson name? Why would this be beneficial in selling to business markets? How might it be a disadvantage?