Credit Policy Changes Use the following information to answer the next three questions:

Peterson Plumbing Supplies, Inc. has the following projected credit sales for the second quarter: April May June Credit sales $290,000 $270,000 $195,000 Credit sales in February and March 2018 were $240,000 and $230,000, respectively. The company predicts that 15 percent of its customers will pay in the month of the sale and take a 2 percent discount, 75 percent of its customers will pay in the month following the sale, and 10 percent will pay in the second month following the sale.

4. Calculate the days sales outstanding (DSO) for the first quarter (April-June, assuming 30 days in each month).

5. Complete an aging schedule for the second quarter.

6. Complete an uncollected balances (payments pattern) schedule for the second quarter

1. A Client-side digital signature can be used to authenticate to a web server through SSL, but confidentiality can still be vulnerable to attack. Identify a type of attack to which the use of SSL is vulnerable and justify your answer.

2. Discuss the benefits of MPLS LSP (multiprotocol label switching label switched path) to support high availability of service with illustration of use for Push, Swap and Pop.

3. The manager wishes to access confidential company data while travelling to meet high profile clients across Australia and overseas. Recommend a security solution using case examples with external reference(s).

4. You want to assist customers in building trust with your company. Discuss with your manager three VPN deployment trust building measures that can be used to support these customers, and comment on the related cost to achieve them.

Case Study: Le Chic Restaurant

The Le Chic is a restaurant located on a busy street in the centre of a major city. It attracts a steady flow of customers who like its commitment to quick service with good food. As such the management pride themselves on offering a standard menu, which includes a good range of affordable yet delicious dishes – from starters and appetizers, through main courses and specials to pastries and desserts. While Le Chic seats around 80 customers, its layout is basic restaurant style and customers have often said that it has a ‘fast-food’ feel to it which fits with its current business objectives but may not be ideal for the future. A major concern for management has always been to maximise efficiency and reduce turnaround times: orders must be swiftly relayed to the kitchen and the food brought to the table within 15 minutes, even during ‘peak hours’ – the intended outcomes being consistency in both customer service and daily sales targets.

Le Chic employs 35 people, 50% of whom have permanent contracts, working either day or evening shifts. The other half is split between part-timers and relief workers who are usually the ones to do double shifts over busy weekends. All terms and conditions of employment are negotiated on an individual basis.

Over the past few months staff have found it increasingly hard to maintain the desired levels of customer service. There seems to be a lack of coordination between waiting and kitchen staff. Once seated, customers often have to wait for as long as one and a half hours before being served while a large number of those queuing up outside usually just give up on the long waits and walk away in search of other eating options, which in the city centre are plentiful. More alarmingly, profit margins have remained ‘thin’ in the recent years and, for the first time in 10 years losses were registered on the restaurant’s balance sheet. Le Chic’s current manager attributes this particularly poor performance to the economic crisis and to the fact that the competition has all of a sudden tightened up with the opening of a pub and two new restaurants on the main street and a growing cluster of similar businesses within a mile radius.

Dispirited, the current manager has decided to step down to make way for a new manager, John, who has just completed his Masters in Business Administration but also has experience of working in another similar type of restaurant. John’s remit is to deliver a new business strategy that can effectively reverse Le Chic’s current performance and ensure its survival and growth in the longer term. Whilst recognizing that these are indeed difficult times, John believes that there is need, more than ever, for businesses demonstrate an ‘entrepreneurial spirit’ if they are to have any chance of success. He has therefore formulated a proactive and quite aggressive change strategy containing the following key components, which are to come on stream almost at the same time:

• Le Chic is to be turned into a chain restaurant. A total of £1.5 million is to be spent on the refurbishment of the existing site and on the set up of two new restaurants in different cities.

• The chain restaurant will differentiate its offerings in the form of a revamped more upmarket menu, a sumptuous décor and a new bar area, for which a select clientele would be more than willing to pay a premium.

• Around 60 new employees are to be recruited and deployed across the three restaurants. While all members of staff will have to attend induction training to meet the new standards of service, some of the more experienced staff will be transferred to the newly opened restaurants to help out with on-the-job training for new recruits.
• A new information system will be set up to link up Le Chic with its suppliers and standardize ordering, payment and accounting processes across restaurants. Also, a multimedia website will enable customers to access menus, make reservations, post feedback, download discount vouchers, benefit from promotional events or simply keep abreast of any development at Le Chic.

• Le Chic will seek opportunities for joint promotional alliances with potential partners especially those operating in the same areas of the chosen cities. A good example might be cinemas and local bowling alleys.

• Finally, Le Chic will demonstrate social responsibility by sponsoring community projects, which can contribute to the development of a strong brand image and a self-reinforcing cycle of social value, employee engagement, customer loyalty and enhanced return on investment.

All the owners of Le Chic think that John’s business strategy is very creative and the promise of bringing profit margins to 15% within 5 years. However, some have expressed their concerns with regards to the considerable capital outlay that John’s new strategy will require, which, if unsuccessful, will leave the business potentially bankrupt. To allay these concerns, John has asked to hire the services of a consultant to help him out with the execution of his new business strategy.

Coursework Assignment

You are required to step into the shoes of the consultant hired by Le Chic. Your task is to write a report addressing the key change issues that can have a significant impact on the implementation of its new business strategy. While practically oriented, your report should draw on appropriate change theories and models to include the following:

1. An analysis of the change context taking into account both the internal and external drivers for change. This should include both a PEST and SWOT analysis (please note that the word count contained within these tables will not be included in the overall word count, so please be as detailed as necessary). (500)

Case Study: Le Chic Restaurant

The Le Chic is a restaurant located on a busy street in the centre of a major city. It attracts a steady flow of customers who like its commitment to quick service with good food. As such the management pride themselves on offering a standard menu, which includes a good range of affordable yet delicious dishes – from starters and appetizers, through main courses and specials to pastries and desserts. While Le Chic seats around 80 customers, its layout is basic restaurant style and customers have often said that it has a ‘fast-food’ feel to it which fits with its current business objectives but may not be ideal for the future. A major concern for management has always been to maximise efficiency and reduce turnaround times: orders must be swiftly relayed to the kitchen and the food brought to the table within 15 minutes, even during ‘peak hours’ – the intended outcomes being consistency in both customer service and daily sales targets.

Le Chic employs 35 people, 50% of whom have permanent contracts, working either day or evening shifts. The other half is split between part-timers and relief workers who are usually the ones to do double shifts over busy weekends. All terms and conditions of employment are negotiated on an individual basis.

Over the past few months staff have found it increasingly hard to maintain the desired levels of customer service. There seems to be a lack of coordination between waiting and kitchen staff. Once seated, customers often have to wait for as long as one and a half hours before being served while a large number of those queuing up outside usually just give up on the long waits and walk away in search of other eating options, which in the city centre are plentiful. More alarmingly, profit margins have remained ‘thin’ in the recent years and, for the first time in 10 years losses were registered on the restaurant’s balance sheet. Le Chic’s current manager attributes this particularly poor performance to the economic crisis and to the fact that the competition has all of a sudden tightened up with the opening of a pub and two new restaurants on the main street and a growing cluster of similar businesses within a mile radius.

Dispirited, the current manager has decided to step down to make way for a new manager, John, who has just completed his Masters in Business Administration but also has experience of working in another similar type of restaurant. John’s remit is to deliver a new business strategy that can effectively reverse Le Chic’s current performance and ensure its survival and growth in the longer term. Whilst recognizing that these are indeed difficult times, John believes that there is need, more than ever, for businesses demonstrate an ‘entrepreneurial spirit’ if they are to have any chance of success. He has therefore formulated a proactive and quite aggressive change strategy containing the following key components, which are to come on stream almost at the same time:

• Le Chic is to be turned into a chain restaurant. A total of £1.5 million is to be spent on the refurbishment of the existing site and on the set up of two new restaurants in different cities.

• The chain restaurant will differentiate its offerings in the form of a revamped more upmarket menu, a sumptuous décor and a new bar area, for which a select clientele would be more than willing to pay a premium.

• Around 60 new employees are to be recruited and deployed across the three restaurants. While all members of staff will have to attend induction training to meet the new standards of service, some of the more experienced staff will be transferred to the newly opened restaurants to help out with on-the-job training for new recruits.
• A new information system will be set up to link up Le Chic with its suppliers and standardize ordering, payment and accounting processes across restaurants. Also, a multimedia website will enable customers to access menus, make reservations, post feedback, download discount vouchers, benefit from promotional events or simply keep abreast of any development at Le Chic.

• Le Chic will seek opportunities for joint promotional alliances with potential partners especially those operating in the same areas of the chosen cities. A good example might be cinemas and local bowling alleys.

• Finally, Le Chic will demonstrate social responsibility by sponsoring community projects, which can contribute to the development of a strong brand image and a self-reinforcing cycle of social value, employee engagement, customer loyalty and enhanced return on investment.

All the owners of Le Chic think that John’s business strategy is very creative and the promise of bringing profit margins to 15% within 5 years. However, some have expressed their concerns with regards to the considerable capital outlay that John’s new strategy will require, which, if unsuccessful, will leave the business potentially bankrupt. To allay these concerns, John has asked to hire the services of a consultant to help him out with the execution of his new business strategy.

Coursework Assignment

You are required to step into the shoes of the consultant hired by Le Chic. Your task is to write a report addressing the key change issues that can have a significant impact on the implementation of its new business strategy. While practically oriented, your report should draw on appropriate change theories and models to include the following:

Q. Recommendations as to how management should plan and execute the proposed change so as to ensure its successful implementation using a one of the change models covered in the lectures. Please also note that this section using the theory should be context specific (700 words).

Case Study: Le Chic Restaurant

The Le Chic is a restaurant located on a busy street in the centre of a major city. It attracts a steady flow of customers who like its commitment to quick service with good food. As such the management pride themselves on offering a standard menu, which includes a good range of affordable yet delicious dishes – from starters and appetizers, through main courses and specials to pastries and desserts. While Le Chic seats around 80 customers, its layout is basic restaurant style and customers have often said that it has a ‘fast-food’ feel to it which fits with its current business objectives but may not be ideal for the future. A major concern for management has always been to maximise efficiency and reduce turnaround times: orders must be swiftly relayed to the kitchen and the food brought to the table within 15 minutes, even during ‘peak hours’ – the intended outcomes being consistency in both customer service and daily sales targets.

Le Chic employs 35 people, 50% of whom have permanent contracts, working either day or evening shifts. The other half is split between part-timers and relief workers who are usually the ones to do double shifts over busy weekends. All terms and conditions of employment are negotiated on an individual basis.

Over the past few months staff have found it increasingly hard to maintain the desired levels of customer service. There seems to be a lack of coordination between waiting and kitchen staff. Once seated, customers often have to wait for as long as one and a half hours before being served while a large number of those queuing up outside usually just give up on the long waits and walk away in search of other eating options, which in the city centre are plentiful. More alarmingly, profit margins have remained ‘thin’ in the recent years and, for the first time in 10 years losses were registered on the restaurant’s balance sheet. Le Chic’s current manager attributes this particularly poor performance to the economic crisis and to the fact that the competition has all of a sudden tightened up with the opening of a pub and two new restaurants on the main street and a growing cluster of similar businesses within a mile radius.

Dispirited, the current manager has decided to step down to make way for a new manager, John, who has just completed his Masters in Business Administration but also has experience of working in another similar type of restaurant. John’s remit is to deliver a new business strategy that can effectively reverse Le Chic’s current performance and ensure its survival and growth in the longer term. Whilst recognizing that these are indeed difficult times, John believes that there is need, more than ever, for businesses demonstrate an ‘entrepreneurial spirit’ if they are to have any chance of success. He has therefore formulated a proactive and quite aggressive change strategy containing the following key components, which are to come on stream almost at the same time:

• Le Chic is to be turned into a chain restaurant. A total of £1.5 million is to be spent on the refurbishment of the existing site and on the set up of two new restaurants in different cities.

• The chain restaurant will differentiate its offerings in the form of a revamped more upmarket menu, a sumptuous décor and a new bar area, for which a select clientele would be more than willing to pay a premium.

• Around 60 new employees are to be recruited and deployed across the three restaurants. While all members of staff will have to attend induction training to meet the new standards of service, some of the more experienced staff will be transferred to the newly opened restaurants to help out with on-the-job training for new recruits.
• A new information system will be set up to link up Le Chic with its suppliers and standardize ordering, payment and accounting processes across restaurants. Also, a multimedia website will enable customers to access menus, make reservations, post feedback, download discount vouchers, benefit from promotional events or simply keep abreast of any development at Le Chic.

• Le Chic will seek opportunities for joint promotional alliances with potential partners especially those operating in the same areas of the chosen cities. A good example might be cinemas and local bowling alleys.

• Finally, Le Chic will demonstrate social responsibility by sponsoring community projects, which can contribute to the development of a strong brand image and a self-reinforcing cycle of social value, employee engagement, customer loyalty and enhanced return on investment.

All the owners of Le Chic think that John’s business strategy is very creative and the promise of bringing profit margins to 15% within 5 years. However, some have expressed their concerns with regards to the considerable capital outlay that John’s new strategy will require, which, if unsuccessful, will leave the business potentially bankrupt. To allay these concerns, John has asked to hire the services of a consultant to help him out with the execution of his new business strategy.

Coursework Assignment

You are required to step into the shoes of the consultant hired by Le Chic. Your task is to write a report addressing the key change issues that can have a significant impact on the implementation of its new business strategy. While practically oriented, your report should draw on appropriate change theories and models to include the following:

q1. An analysis of the nature of change facing Le Chic using key theory (500).

Cholesterol levels are measured for 15 heart attack patients (two days after their attacks) and 27 other hospital patients who did not have a heart attack. The sample of heart attack patients had a mean cholesterol level of 233.7 and standard deviation 44.9. The sample of other hospital patients had a mean cholesterol level of 206.6 and standard deviation 14.8. The degrees of freedom for the t-distribution, in this case, is df=16.

The doctors leading the study think cholesterol levels will be higher for heart attack patients. Test the claim at the 0.05 level of significance. Use heart attack patients as "Population 1" and non-heart attack patients as "Population 2."

(a) What type of test is this?

(b) What is the test statistic?

(round your answer to three decimal places)

(c) What is the p-value?  

(round your answer to four decimal places)

(d) What is the statistical decision?

This means we  ---Select---   can cannot might always never conclude that the population mean cholesterol level of heart attack patients is higher than the population mean cholesterol level of other hospital patients.

Now create a 95% confidence interval for the difference between population mean cholesterol levels for heart attack patients and other hospital patients.

95% CI =  to

Dixon Development began operations in December 2018. When lots for industrial development are sold, Dixon recognizes income for financial reporting purposes in the year of the sale. For some lots, Dixon recognizes income for tax purposes when collected. Income recognized for financial reporting purposes in 2018 for lots sold this way was $24 million, which will be collected over the next three years. Scheduled collections for 2019–2021 are as follows:

2019 $ 8 million
2020 12 million
2021 4 million
$ 24 million

  
Pretax accounting income for 2018 was $33 million. The enacted tax rate is 40%.

Required:
1. Assuming no differences between accounting income and taxable income other than those described above, prepare the journal entry to record income taxes in 2018.
2. Suppose a new tax law, revising the tax rate from 40% to 35%, beginning in 2020, is enacted in 2019, when pretax accounting income was $27 million. No 2019 lot sales qualified for the special tax treatment. Prepare the appropriate journal entry to record income taxes in 2019.
3. If the new tax rate had not been enacted, what would have been the appropriate balance in the deferred tax liability account at the end of 2019?

When finding the minimum positive subsequence sum (mpss) for an array a = a0, a1, . . . , an−1 of integers, one can use the following divide-and-conquer algorithm. Divide the array into two equal subarrays aleft and aright, and recursively compute the mpss of both subarrays. Then compute the mpss, call if mpssmid, of any subsequence that crosses the boundary between aleft and aright. Finally, take the minimum positive value of the three answers. Answer the following questions pertaining to how mpssmid is computed.

5a. Step 1: compute the leftward (respectively rightward) sums of aleft (respectively, aright). For k = 1, . . . , n/2 provide an expression that gives the k th leftward sum LSk of aleft. Hint: LS1 = an/2.

5b. If every leftward sum is added to every rightward sum to form a boundary-crossing sum, then exactly how many boundary-crosing sums are formed? State the resulting running-time recurrence and running time, according to the Master Theorem.

5c. On the other hand, if the leftward and rightward sums are first sorted, then what is the most number of boundary-crossing sums that must be computed? Determine the boundary-crossing sums that are computed for the array a = 12, 43, −65, 76, −32, 81, 19, −95, 27, −43.

1. Use the paired dataset given in the below table to conduct a simple regression analysis as follows:

1. (10 pts) Using these 4 paired data points, fill up the table calculating all of the terms such as (x², x*y) used in the formulas of this question. Fill up the other column titles on your own and make the calculations. If needed add coloumns. (the table should be written in your answer paper)

2. (15 pts.) Using the values in the table, find the intercept and slope of the estimated regression line.
3. (15 pts.) Check the homogenous variance assumption of the error of your estimated regression model using a graphic.
4. (15 pts.) Conduct hypothesis testing to conclude whether or not there is a significant linear relationship between variable x and variable y.

5. (15 pts.) Sample three scores from a standard normal distribution, square each score, and sum the squares. What is the probability that the sum of these two squares will be 8 or higher? Explain how you find the result.

(Hint: use a special type of distribution we learned that represents the described case to find the probability)

Markowitz Efficiency Homework

Using the daily returns associated with a portfolio of stocks that consist of Cisco and General Electric, construct a risk-return tradeoff curve. Please include all calculations required, and a diagram of the curve. Note that the 16 daily closing prices for each security will provide you with 15 daily returns. For our purposes an arithmetic average is sufficient. Further, be sure and identify at least five points on the curve; the coordinates of the two endpoints, and three points between these endpoints. Please use Excel in solving this problem