DC is preparing to distribute cash dividends to its shareholders. Must it w/h tax under sec 1441 from the dividends?

(a) Shareholder A is a US citizen who resides in France. Only her French address appears in the corporation's books.

see reg 1.1441-1(b)(1), (b)(2)(i), (b)(2)(vii), (b)(3)(i), (b)(3)(iii).

(b) Shares of Shareholder B, a citizen and resident of France, are held by a New York broker and are registered in the name of a nominee corporation of the broker.

For the w/h obligation generally, see reg 1.1441-1(b)(1), (b)(2)(i), (b)(2)(ii). For w/h at treaty rates, see reg. 1.1441-1(e)(1)(ii)(A)(1), (e)(2), -6(a), (b)(1), (b)(3), (c)(1), (c)(2).

21. What is import tariff? What is the impact of proposed US tariff of steel and aluminum proposed by the US for these industries, various other industries that use these as inputs, to US consumers and overall employment?

22. How can a country attain higher economic growth? What are the potential channels of globalization that affect economic growth?

23. What are the pros and cons of globalization? How can a country prepare for it? What needs Canada to do to benefit from the globalization?

24. What has been the impact of developing countries in globalization? How has globalization affected the poverty and income inequality?

Jetta production cost in 2002 and 2003 was 14,000 Euro per Jetta. Jetta sold in US at $15,000 in 2002 and 2003. Forward hedge exchange rate was 1 $/Euro in 2003. Rate without hedge (i.e. market exchange rate) was 1.25$/Euro in 2003. If 12,000 Jetta were sold in US, in 2003, by 60% forward hedge and 40% not hedged. What would be profits or loss from sales of 12,000 Jetta in US?  

Loss of 2.4 million Euro.

Profit of 1.8 million Euro.

Loss of 2.8 million Euro

Profit of 1.2 million Euro.

Analyze the case “Fit Stop Ltd.”

The Fit Stop Ltd. is a brand-new firm that will open its doors exactly four months from today. Its business objective is to sell all types of training, fitness, conditioning, and exercise equipment to the general public. The Fit Stop plans to specialize in this specific training or conditioning needs (e.g., training for a particular sport, rehabilitation from injuries, strengthening of back muscles to deal with back pain, general conditioning and fitness), whether the customer is eight or 80 years of age. In order to provide high-quality advice, each store will employ a physiotherapist (to provide advice on problems such as injuries or chronic back pain) and a person with a bachelor’s degree in kinesiology (to provide advice on training for various sports or other physical activities). A staff member will even sit down with customers and develop a personalized training or conditioning program that meets their own specific objectives and needs, at no cost to the customer. The remainder of the staff in the store will consist of a manager, with a Bachelor of Commerce degree, and sales staff, who will have at least high school diplomas. Due to the long opening hours, it is expected that between 8 and 12 salespeople will be needed for each store. Because the stores are located in shopping malls, they will operate on a seven-day-a-week basis, open 9:00–9:00 weekdays, 9:00–6:00 Saturdays, and noon to 6:00 on Sundays. Aside from personally helping customers, the roles of the physiotherapist and kine- siologist will be to train other employees in how each type of equipment can be used for various conditioning and rehabilitation purposes. Initially, sales staff will be given general training, but as time goes by, each salesperson will be expected to learn in depth about all the different pieces of equipment, to help customers diagnose their needs accu- rately, and to be able to explain proper use of the equipment. Because of the high level of training required, all employees will be full-time. The founder of the business is Susan Superfit, who has undergraduate degrees in kinesiology and commerce from the University of Saskatchewan. While at university, she participated in many sports (and suffered many injuries due to her all-out style of play). She came up with the idea for this business while laid up with one of her injuries. While there were businesses that sold fitness and conditioning equipment, she often found that the people selling it had very limited knowledge and often gave poor advice on what to buy and how to use it. She has secured funding from private investors and from Growthworks, a large Canadian labour-sponsored investment fund. In order to get volume discounts on the equipment she will be purchasing and to beat competitors into the market, she wants to start off quite large, with stores in major cities in Ontario and the four western provinces, before expanding to Quebec and the Atlantic provinces. She knows that this is a risky strategy and that cost control will be essential to keep the business going long enough to become well known and develop a stable clientele. She does not expect the business to make a profit for at least one year, or maybe even two. Her main competitors will be sporting goods megastores and department and dis- count stores, each of which sells some of the same equipment. Some of these outlets will be able to price their equipment lower than The Fit Stop will be able to, but none have the range of equipment that The Fit Stop will have, and none provide the personalized services that The Fit Stop will. Susan believes that the key to her business success will be highly motivated and knowledgeable employees who have a strong concern for their customers and who are able to work as a team with the other employees to provide the best possible customer service. Since no two customers are exactly alike, employees will have to be innovative in developing solutions that fit their needs. It will also be crucial to keep up with the latest fitness and training trends, as knowledge about fitness is continually increasing along with new and different types of specialized equipment. A key aspect of company strategy is to be the most up-to-date and advanced supplier of new products and techniques. Although Susan has given a lot of thought to her business, one thing she hasn’t really given much thought to is how to compensate her employees. Since she doesn’t really know much about compensation, she tends to feel that the safest thing would be to just do what her competitors are doing.

Question

For this organization, please prepare a brief compensation strategy and develop the implementation plan. Please do so in no more than 350 words.

Analyze the case “Fit Stop Ltd.”

The Fit Stop Ltd. is a brand-new firm that will open its doors exactly four months from today. Its business objective is to sell all types of training, fitness, conditioning, and exercise equipment to the general public. The Fit Stop plans to specialize in this specific training or conditioning needs (e.g., training for a particular sport, rehabilitation from injuries, strengthening of back muscles to deal with back pain, general conditioning and fitness), whether the customer is eight or 80 years of age. In order to provide high-quality advice, each store will employ a physiotherapist (to provide advice on problems such as injuries or chronic back pain) and a person with a bachelor’s degree in kinesiology (to provide advice on training for various sports or other physical activities). A staff member will even sit down with customers and develop a personalized training or conditioning program that meets their own specific objectives and needs, at no cost to the customer. The remainder of the staff in the store will consist of a manager, with a Bachelor of Commerce degree, and sales staff, who will have at least high school diplomas. Due to the long opening hours, it is expected that between 8 and 12 salespeople will be needed for each store. Because the stores are located in shopping malls, they will operate on a seven-day-a-week basis, open 9:00–9:00 weekdays, 9:00–6:00 Saturdays, and noon to 6:00 on Sundays. Aside from personally helping customers, the roles of the physiotherapist and kine- siologist will be to train other employees in how each type of equipment can be used for various conditioning and rehabilitation purposes. Initially, sales staff will be given general training, but as time goes by, each salesperson will be expected to learn in depth about all the different pieces of equipment, to help customers diagnose their needs accu- rately, and to be able to explain proper use of the equipment. Because of the high level of training required, all employees will be full-time. The founder of the business is Susan Superfit, who has undergraduate degrees in kinesiology and commerce from the University of Saskatchewan. While at university, she participated in many sports (and suffered many injuries due to her all-out style of play). She came up with the idea for this business while laid up with one of her injuries. While there were businesses that sold fitness and conditioning equipment, she often found that the people selling it had very limited knowledge and often gave poor advice on what to buy and how to use it. She has secured funding from private investors and from Growthworks, a large Canadian labour-sponsored investment fund. In order to get volume discounts on the equipment she will be purchasing and to beat competitors into the market, she wants to start off quite large, with stores in major cities in Ontario and the four western provinces, before expanding to Quebec and the Atlantic provinces. She knows that this is a risky strategy and that cost control will be essential to keep the business going long enough to become well known and develop a stable clientele. She does not expect the business to make a profit for at least one year, or maybe even two. Her main competitors will be sporting goods megastores and department and dis- count stores, each of which sells some of the same equipment. Some of these outlets will be able to price their equipment lower than The Fit Stop will be able to, but none have the range of equipment that The Fit Stop will have, and none provide the personalized services that The Fit Stop will. Susan believes that the key to her business success will be highly motivated and knowledgeable employees who have a strong concern for their customers and who are able to work as a team with the other employees to provide the best possible customer service. Since no two customers are exactly alike, employees will have to be innovative in developing solutions that fit their needs. It will also be crucial to keep up with the latest fitness and training trends, as knowledge about fitness is continually increasing along with new and different types of specialized equipment. A key aspect of company strategy is to be the most up-to-date and advanced supplier of new products and techniques. Although Susan has given a lot of thought to her business, one thing she hasn’t really given much thought to is how to compensate her employees. Since she doesn’t really know much about compensation, she tends to feel that the safest thing would be to just do what her competitors are doing.

Question

What would be the best benefit system for this organization? Please provide specific details on which benefits should also be included (i.e. retirement income, health benefits, pay for time not worked, employee series etc.).

Description: • Individual task. • Answer the following questions in a single document using the material and information given to you throughout the course. Once you have decided which country you will be working in, the UK, Canada or the USA, you must research and find the laws or regulations that correspond to the questions that you are answering. Remember to use Harvard citations in the document and to provide a reference page at the end.

1. Jim who recently quit his job after receiving a very large bonus payment is interested in forming his own business. He is not sure how to begin and he has asked you to help him identify and analyze what company formation options he has available. He can set up his business in the UK, Canada or the USA, he will go where you decide. a. Please advise him on what it means to be unincorporated, the advantages and disadvantages b. Then explain to him the significance of opening an incorporated business? What are the advantages and disadvantages of this type of business? c. Then explain to him what is a Limited Liability Partnership? What responsibilities and liabilities do the partners have for themselves individually, to the firm/to each other in the firm and to the public? d. Explain to Jim if he needs additional capital to begin his new company what are some ways he could finance his new company?

2. 5 years later Jim has done very well but he is facing competition from 4 other similar businesses, he is considering the idea of merging with one of his competitors or trying to acquire one of them. a. Explain to Jim what a merger is. Then identify and explain the steps that he and the other party would need to take to merge together – remember this will vary country to country. b. Jim was able to convince Bob to merge their companies together, explain to Jim what three separate groups of professionals are recommended to be consulted to assist him with this merger. c. Explain to Jim and Bob what issues they will need to agree to when the two comes merge into one new company. For example, who will be the Director, etc…

3. (In case Jim cannot merge with someone) Jim soon realizes that none of his competitors want to merge with him but still facing stiff competition, so he asks you to assist him in acquiring one of the competitors to give him a bigger advantage in the market. a. Explain to Jim what is an acquisition and then explain to him the different ways he can acquire one of his competitor’s company. b. Explain to Jim what the significance of him acquiring a competitor’s company would be in relations to control of the company, decision making, directors, etc…

4. If Jim cannot merge with a competitor is there the possibility of a Strategic Alliance or Joint Venture between the parties? a. Explain what is a Strategic Alliance? What are the main characteristics of a strategic alliance and the advantages/disadvantages? b. Explain what is a Joint Venture? What are the main characteristics of a joint venture and the advantages/disadvantages?

How Grounded Is Your Love Life?

In a recent experiment, psychologists at University of Pittsburgh and the University of Waterloo in Canada decided to examine stability, turbulence and love. The researchers focused on stability because it is a term that has both literal and abstract meanings. Our bodies can be physically stable or they can be wobbly, and so can our intimate relationships. The study participants were 40 college students who reported being involved in a committed relationship that had lasted for at least a year. The researchers randomly assigned half of their volunteers to sit at a normal desk and the other half to sit at a workstation that had been subtly altered so that both the chair and the desk wiggled slightly. The volunteers individually completed questionnaires about their lives and romantic relationships, including whether they felt the relationship would last. The volunteers were alone in the room when they completed the questionnaire and were instructed to not put their name on the questionnaire. The ratings of perceived stability ranged from 1- 7 (1 = not at all likely to last to 7 = certain this relationship will last). A participant could report any number between 1 and 7 on that scale. The students who had been seated at the unstable workstations were much more likely to perceive instability in their love lives (mean = 4.17) than were the students whose chairs and work spaces didn’t waver (mean = 4.93). There is a statistically significant difference between these means (t(38) = 3.64; p<0.05).

PART A

1. Name the Predictor / Independent Variable

2. Give the operational definition of the Predictor / Independent Variable.

3. Evaluate the construct validity of the Predictor / Independent Variable PLEASE INCLUDE/EXPLAIN ALL THE ASPECTS!!: (Be sure to consider face, method, and procedural aspects though not all aspects will necessarily need to be discussed; point out strengths and weaknesses of this measure.)

PART B

1. Name the Outcome / Dependent Variable

2. Give the operational definition of the Outcome / Dependent Variable.

3. Evaluate the construct validity of the operational definition for the Outcome / Dependent Variable. PLEASE INCLUDE/EXPLAIN ALL THE ASPECTS!!: (Be sure to consider face, method, and procedural aspects though not all aspects will necessarily need to be discussed; point out strengths and weaknesses of this measure.)

PLEASE ANSWER IF YOU KNOW!

How Grounded Is Your Love Life?

In a recent experiment, psychologists at University of Pittsburgh and the University of Waterloo in Canada decided to examine stability, turbulence and love. The researchers focused on stability because it is a term that has both literal and abstract meanings. Our bodies can be physically stable or they can be wobbly, and so can our intimate relationships. The study participants were 40 college students who reported being involved in a committed relationship that had lasted for at least a year. The researchers randomly assigned half of their volunteers to sit at a normal desk and the other half to sit at a workstation that had been subtly altered so that both the chair and the desk wiggled slightly. The volunteers individually completed questionnaires about their lives and romantic relationships, including whether they felt the relationship would last. The volunteers were alone in the room when they completed the questionnaire and were instructed to not put their name on the questionnaire. The ratings of perceived stability ranged from 1- 7 (1 = not at all likely to last to 7 = certain this relationship will last). A participant could report any number between 1 and 7 on that scale. The students who had been seated at the unstable workstations were much more likely to perceive instability in their love lives (mean = 4.17) than were the students whose chairs and work spaces didn’t waver (mean = 4.93). There is a statistically significant difference between these means (t(38) = 3.64; p<0.05).

PART A

1. Name the Predictor / Independent Variable

2. Give the operational definition of the Predictor / Independent Variable.

3. Evaluate the construct validity of the Predictor / Independent Variable PLEASE INCLUDE/EXPLAIN ALL THE ASPECTS!!: (Be sure to consider face, method, and procedural aspects though not all aspects will necessarily need to be discussed; point out strengths and weaknesses of this measure.)

PART B

1. Name the Outcome / Dependent Variable

2. Give the operational definition of the Outcome / Dependent Variable.

3. Evaluate the construct validity of the operational definition for the Outcome / Dependent Variable. PLEASE INCLUDE/EXPLAIN ALL THE ASPECTS!!: (Be sure to consider face, method, and procedural aspects though not all aspects will necessarily need to be discussed; point out strengths and weaknesses of this measure.)

Blue Company follows the practice of pricing its inventory at the lower-of-cost-or-market, on an individual-item basis.

From the information above, determine the amount of Blue Company inventory.

Martinez Company follows the practice of pricing its inventory at the lower-of-cost-or-market, on an individual-item basis.

From the information above, determine the amount of Martinez Company inventory.