Question 56 (1 point)

To measure T cell function, we perform

Question 56 options:

Question 57 (1 point)

Lack of tonsils as an indicator of the lack of B cells is seen in baby boys with which of the following immunodeficiencies?

Question 57 options:

Question 58 (1 point)

____________ infections suggest defects in antibody production, ____________ infections suggest defects in T cell function, and both types of infections suggest ________________.

Question 58 options:

Question 59 (1 point)

Acquired immunodeficiencies can be the result of

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Question 60 (1 point)

To diagnose an immunodeficiency of

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The Rise and Fall of Nokia in Mobile Phones

Nokia emerged from Finland to lead the mobile phone revolution. It rapidly grew to have one of the most recognisable and valuable brands in the world. At its height Nokia commanded a global market share in mobile phones of over 40 percent. While its journey to the top was swift, its decline was equally so, culminating in the sale of its mobile phone business to Microsoft in 2013.

With a young, united and energetic leadership team at the helm, Nokia’s early success was primarily the result of visionary and courageous management choices that leveraged the firm’s innovative technologies as digitalisation and deregulation of telecom networks quickly spread across Europe. But in the mid-1990s, the near collapse of its supply chain meant Nokia was on the precipice of being a victim of its success. In response, disciplined systems and processes were put in place, which enabled Nokia to become extremely efficient and further scale up production and sales much faster than its competitors.

Between 1996 and 2000, the headcount at Nokia Mobile Phones (NMP) increased 150 percent to 27,353, while revenues over the period were up 503 percent. This rapid growth came at a cost. And that cost was that managers at Nokia’s main development centres found themselves under ever increasing short-term performance pressure and were unable to dedicate time and resources to innovation. While the core business focused on incremental improvements, Nokia’s relatively small data group took up the innovation mantle. In 1996, it launched the world’s first smartphone, the Communicator, and was also responsible for Nokia’s first camera phone in 2001 and its second-generation smartphone, the innovative 7650. Nokia’s leaders were aware of the importance of finding what they called a “third leg” – a new growth area to complement the hugely successful mobile phone and network businesses. Their efforts began in 1995 with the New Venture Board but this failed to gain traction as the core businesses ran their own venturing activities and executives were too absorbed with managing growth in existing areas to focus on finding new growth.

Corporate culture is one of the strategic and competitive advantages of Nokia. “Connecting people” is the catch phrase which means the physical facilities of the company. Nokia buildings hold the strong corporate image. Nokia has four main values and principles at his heart of its corporate philosophy: customer satisfaction, respect for individuals, achievement and continuous learning. However, there are some basic differences between organisational culture and national culture. These are: leadership style, organisational policies and procedures, organisational and operational structure, recruitment and selection procedures and measuring the performance of the employees and reward systems, global team and leadership development.

Between 2001 and 2005, a number of decisions were made to attempt to rekindle Nokia’s earlier drive and energy but, far from reinvigorating Nokia, they actually set up the beginning of the decline. Key amongst these decisions was the reallocation of important leadership roles and the poorly implemented 2004 reorganization into a matrix structure. This led to the departure of vital members of the executive team, which led to the deterioration of strategic thinking. By this stage, Nokia was trapped by a reliance on its unwieldy operating system called Symbian. While Symbian had given Nokia an early advantage, it was a device-centric system in what was becoming a platform- and application-centric world. To make matters worse, Symbian exacerbated delays in new phone launches as whole new sets of code had to be developed and tested for each phone model. By 2009, Nokia was using 57 different and incompatible versions of its operating system.

At the same time, the importance of application ecosystems was becoming apparent, but as dominant industry leader Nokia lacked the skills, and inclination to engage with this new way of working. By 2010, the limitations of Symbian had become painfully obvious and it was clear Nokia had missed the shift toward apps pioneered by Apple. Not only did Nokia’s strategic options seem limited, but none were particularly attractive. In the mobile phone market, Nokia had become a sitting drop to growing competitive forces and accelerating market changes. The game was lost, and it was left to a new CEO Stephen Elop and new Chairman Risto Siilasmaa to draw from the lessons and successfully disengage Nokia from mobile phones to refocus the company on its other core business, network infrastructure equipment.

Questions

Q1. Discuss the main competitive advantages used by Nokia?

Q2. How Nokia lost its position to another competitors?

Total: (500 words).

Pampa RV, Inc. is considering the acquisition of Chico Clothing Company (CCC) for a price of $12 per share. Pampa’s has 500,000 shares of common stock outstanding, currently trading at $9.75 per share. The book value of the common stock is $5 per share. Pampa also has bonds with a market value of $3,500,000 and a yield to maturity of 3.4%. Based on current market valuations, Pampa is currently achieving its target debt to equity ratio. Pampa’s equity beta is 0.80.

CCC’s cost of goods sold (COGS) is expected to be 38% of sales revenues, and selling, general and administrative (SG&A) expenses are expected to be 12% of revenues. The firm is 100% equity financed and has 100,000 shares of common stock outstanding. Its equity beta is estimated to be 1.353.

CCC has experienced rapid growth over the last ten years. However, your analysis of industry structure suggests that competition in the beauty pageant clothing and accessories market is likely to increase in the next few years. Thus, you forecast that the perpetual growth rate for free cash flows after five years will be a modest 1.5% per year. The corporate tax rate is 40% for all firms.

1) What is the value of Chico Clothing Company? Assume that your valuation is performed today at Year 0, and that the revenues shown in Table 1 are end-of-year year forecasts.

2) Suppose Pampa RV offers to pay $12 for each of CCC’s outstanding shares. If the market fully impounds this information, what will be the new price per share of Pampa’s common stock?

3) What is the most that Pampa should pay for CCC? Why?

4) Estimate the beta of the combined entity (Pampa + CCC) after the merger. Based on your answer, will the merged firm’s cost of capital to be higher or lower than Pampa’s current cost of capital? Explain your answer. Hint: Firm beta is a value-weighted average of individual betas.

Construction activities for Oneida County for 2020 are as follows:

The county uses the GAAP budgetary basis for end-of-year encumbrances.

What is the 2020 increase in total fund balances for the capital projects fund?

Select one:

A. $6,900,000

B. $7,400,000

C. $6,500,000

D. $7,000,000

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Construction activities for Oneida County for 2020 are as follows:

The county uses the GAAP budgetary basis for end-of-year encumbrances.

What is the end-of-2020 balance in fund balance–restricted for the capital projects fund?

Select one:

A. $6,500,000

B. $5,000,000

C. $7,000,000

D. $5,400,000

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Construction activities for Oneida County for 2020 are as follows:

The county uses the GAAP budgetary basis for end-of-year encumbrances.

What is the cash balance for the capital projects fund at the 2020 year-end?

Select one:

A. $7,400,000

B. $6,900,000

C. $6,902,000

D. $7,300,000

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Construction activities for Oneida County for 2020 are as follows:

The county uses the GAAP budgetary basis for end-of-year encumbrances.

What is the total for other financing sources for 2020, reported on the capital projects fund operating statement?

Select one:

A. $ 2,000,000

B. $13,000,000

C. $11,000,000

D. $ 9,000,000

Case/Story

This case focuses on a family living in an urban community. As you read through this story, pay special attention to the various social, cultural and emotional factors that influence the child’s treatment.

The Case of Lanesha Johnson

Lanesha Johnson is a 12-year-old firestorm—teetering on that edge between childhood and adolescence. Her temper, much like her asthma, is persistent. When Lanesha blows into clinic, it’s like she’s dragging her Grandma Marietta along, even though it’s the other way around. Marietta tries her best as Lanesha’s legal guardian, but she’s got a lot on her hands: she’s also raising her 10-year-old grandson Marcus and caring for her aging mother, Lillian. Lanesha is a fourth grader in a predominately African-American school where her desk often sits empty. She’s been out of school with asthma 14 days this year, many of which coincide with Lanesha’s serious seasonal allergy problems. She spends at least one night a week awake with a nighttime cough and has wheezing and coughing fits about 4 days out of the week. All this distraction probably doesn’t help with Lanesha’s grades, and she’s failing half of her classes. Lanesha shows up in clinic regularly with empty medicines (her daily controller and quick relief asthma meds) and complains about her Grandma Marietta’s lack of responsibility in refilling them. Marietta doesn’t have a financial problem buying medicine—all costs are paid by Medicaid—but she never can explain why she doesn’t get refills. She just says that it’s Lanesha’s responsibility anyway. Things to consider about this case

There are several issues to consider about this case. Is it unusual that Grandmother Marietta is the primary caregiver? What responsibilities do health care providers have in this situation?

How does Lanesha's temperament affect the situation?

Questions:

What are three aspects of the case that consider new information or that offered deeper context.

What are two aspects of the case that can apply in practice healthcare field now or in the future.

What is one aspect of the case that found confusing, created question for further consideration, or which would to learning more.

Michael is an art student at BFCU and will be graduating at the end of the current semester. Michael has a deep passion for artistic works and over the years has collected many valuable pieces of artwork including paintings, lithographs, sculptures and other fine pieces of art. Most of the items in his collection were acquired at estate liquidation sales for very low prices. Michael’s inventory of artwork has grown so much that his parents’ huge basement is packed wall to wall with little room for anything else and he continues to squeeze new stuff in. Michael’s father is the primary supporter for the family and is retired living on a modest fixed income. One morning Michael’s father decided to have a talk with his son about his future after graduation. He told his son that he wouldn’t be able to afford paying for graduate school and inquired about Michael’s efforts at finding a job after graduation. Michael is extremely disappointed because his dream was to continue in college until he had obtained his Master’s degree and then he would begin a career hopefully in the art field. As Michael thinks about his predicament, he begins to consider strategies for raising the funds he will need to go to graduate school. He has discounted the option of getting a government education loan because he doesn’t want to be saddled with a huge debt that he will have to pay off upon graduation as he is also thinking that payments on the loan may be required at the same time that he is ready to settle down and start a family. He suddenly thinks of a brilliant idea to finance his graduate studies. He will liquidate his art collection as well as continue to acquire and sell artwork. He recently had his collection appraised and if he is able to sell his stuff, he will have more than enough to pay for school with a lot left over for other things. Michael reveals his plans to his dad and his dad is cautiously optimistic and throws a “monkey wrench” into Michael’s plans when he tells him that he will require a considerable amount of investment capital to start his business. He justifies his concerns in listing a variety of expenses that Michael will require funds for in starting his business including rent for a storefront, advertising, one or more employees, office equipment and supplies, salaries, insurance and other startup business expenses. Michael doesn’t have the kind of capital that it will take to get his business started taking into account all the expenses listed by his dad that he will need money for. He comes to the conclusion that the only way he can get his business idea off the ground is to attract private investors to raise the venture capital he needs. He begins devising plans to meet and discuss his business idea with prospective investors when you, a longtime friend, walks in and he lays all of his woes in your lap. What will you tell Michael?

On December 31 of last year, Lauren burst into the family living room and announced that she and Connor (her college boyfriend) were going to be married. After recovering

from the shock, her mother hugged her and asked, “When?” The following conversation resulted:

Lauren: January 21.

Mom: What?

Dad: The Now Wedding will be the social hit of the year. Wait a minute. Why so soon?

Lauren: Because on January 30 Connor, who is in the National Guard, will be shipping out overseas. We want a week for a honeymoon.

Mom: But Honey, we can't possibly finish all the things that need to be done by then. Remember all the details that were involved in your sister's wedding?

Even if we start tomorrow, it takes a day to reserve the church and reception hall, and they need at least 14 days' notice. That has to be done before we can start decorating, which takes 3 days. An extra $200 on Sunday would probably cut that 14 day notice to 7 days, though.

Dad: Oh, boy!

Lauren: I want Jane Summers to be my maid of honor.

Dad: But she's in the Peace Corps in Guatemala, isn't she? It would take her 10

days to get ready and drive up here.

Lauren: But we could fly her up in 2 days and it would only cost $1,000.

Dad: Oh, boy!

Mom: And catering! It takes 2 days to choose the cake and decorations, and Jack's Catering wants at least 5 days' notice. Besides, we'd have to have those things before we could start decorating.

Lauren: Can I wear your wedding dress, Mom?

Mom: Well, we'd have to replace some lace, but you could wear it, yes. We could order the lace from New York when we order the material for the bridesmaids' dresses. It takes 8 days to order and receive the material. The pattern needs to be chosen first, and that would take 3 days.

Dad: We could get the material here in 5 days if we paid an extra $20 to airfreight it. Oh, boy!

Lauren: I want Mrs. Jacks to work on the dresses.

Mom: But she charges $48 a day.

Dad: Oh, boy!

Mom: If we did all the sewing we could finish the dresses in 11 days. If Mrs. Jacks helped we could cut that down to 6 days at a cost of $48 for each day less than 11 days. She is very good too.

Lauren: I don't want anyone but her.

Mom: It would take another 2 days to do the final fitting and 2 more days to clean and press the dresses. They would have to be ready by rehearsal night. We must have rehearsal the night before the wedding.

Dad: Everything should be ready rehearsal night.

Mom: We've forgotten something. The invitations!

Dad: We should order the invitations from Bob's Printing Shop, and that usually takes 7 days. I'll bet he would do it in 6 days if we slipped him an extra $20!

Mom: It would take us 2 days to choose the invitation style before we could order them and we want the envelopes printed with our return address.

Lauren: Oh! That will be elegant.

Mom: The invitations should go out at least 10 days before the wedding. If we let them go any later, some of the relatives would get theirs too late to come and that would make them mad. I'll bet that if we didn't get them out until 8 days before the wedding, Aunt Ethel couldn't make it and she would reduce her wedding gift by $200.

Dad: Oh, boy!!

Mom: We'll have to take them to the Post Office to mail them and that takes a day. Addressing would take 3 days unless we hired some part-time girls and we can't start until the printer is finished. If we hired the girls we could probably save 2 days by spending $40 for each day saved.

Lauren: We need to get gifts for the bridesmaids. I could spend a day and do that.

Mom: Before we can even start to write out those invitations we need a guest list. Heavens, that will take 4 days to get in order and only I can understand our address file.

Lauren: Oh, Mom, I'm so excited. We can start each of the relatives on a different job.

Mom: Honey, I don't see how we can do it. Why, I've got to choose the invitations and patterns and reserve the church and . . .

Dad: Why don't you just take $3,000 and elope. Your sister's wedding cost me $2,400 and she didn't have to fly people up from Guatemala, hire extra girls and Mrs. Jacks, use airfreight, or anything like that.

Considering the list of items Lauren and Mom plan for the wedding, identify a contingency plan for three key items essential to the wedding. The list may not include the three original items you suggested alternates for, but it may include the alternates since you may assume that Lauren loved your suggestions. Why are these items essential to the wedding and therefore in need of a contingency plan?

JC recently graduated from veterinary school and opened her own professional practice. This year, her net profit was $32,000.

Compute JC’s after-tax income from her practice assuming her self-employment tax is $4,522, and her marginal income tax rate is 22 percent.

What percentage of the federal tax burden on JC’s business income is represented by the self-employment tax?

Computer the Depreciation Schedule by using SLD, SOYD, and DDB methods

the university pursed a lab Mass-Spectrometer that has 5 years depreciable life. The instrument costs school $900 with a Salvage Value of $70 after the end of the service life.

1-Built a Depreciation Schedule for this asset by all three methods

2-Build a graphic of each method

3-Which method will you recommend to the university and why?

Taking Tests is stressful for most people, especially when the results of the test can affect your career. While in school you have taken many tests, what test taking strategies have you used when preparing for major examinations? Which ones have worked and which ones have not worked. How can your experience help others to prepare for this certification examination?