Case Study: Your Star Salesperson Lied. Should He Get a Second Chance?

KANA’S HOME, THURSDAY NIGHT

Kana Kapoor rarely checked Facebook. As CEO of one of the largest pharmaceutical-marketing firms in Western India, he didn’t have time for social media. But right now, he needed to log on. He searched for the doctor’s name—Parasaran Srinivasan—and recognized the first picture that popped up. Just as he’d thought, they’d gone to university together in Mumbai. Looking at his old classmate’s page, he groaned. The pictures of Parasaran at a recent World Cup party confirmed that one of Novacib Labs’ top salespeople had falsified his sales report. Now he had to decide what to do about it.

NOVACIB HQ, THAT MORNING Surprising News

Everyone at Novacib knew Kana hated getting emails with that little red exclamation mark. So when he saw both the red mark and the word “URGENT” in his in-box, his stomach dropped. The email was from Armina Pillai, Novacib’s regional sales manager in the Mumbai office. She’d kept her message short: “Need your advice on a potential ethical breach.” Kana canceled his next meeting and called her mobile. “Tell me what’s going on,” he said when she picked up. “I’m afraid we have an issue with one of our sales reports,” Armina said carefully. “What kind of issue?” “It seems that Dave may have intentionally falsified some information about his customer calls.” “Dave?” Kana made no attempt to hide his surprise. Dave Madhav was one of Novacib’s best salespeople. He routinely exceeded his targets by 10% to 20% and had earned the company’s top commission prize three times in the past five years. And he was a generous colleague. He often took new salespeople under his wing, sharing sales tactics and handing off easy customers. There was no doubt that the company’s targets were ambitious. Sales reps were required to meet with a minimum of 10 physicians and four retail pharmacies a day, allocating that time according to the potential of the target: 50% to platinum-class customers, 30% to gold, and 20% to silver. The regional sales managers worked closely with the reps to coach and support them— 2 but Dave rarely needed Armina’s help. In fact, he often served as a mentor to his more junior colleagues. “Could there be some mistake?” Kana asked. “It’s possible. But I know how seriously you take ethical issues. I wanted to bring this to your attention right away.” Five years earlier, when Kana had taken the helm at Novacib Labs, its founder and outgoing CEO had given him a mandate: grow the company by 40% and ensure that it remains the market leader. New competitors were popping up every day, vying to capitalize on the explosive growth in the Indian pharma industry. Kana knew that to accomplish his goals, he needed to be laserfocused on strategy. And by all accounts, he’d been successful. During his tenure, the company’s portfolio had grown from 22 brands to 46, and from 10 sales territories to most of Western India. That success, he believed, rested on Novacib’s new positioning—to customers and employees— as “the ethical pharmaceutical-marketing company.” Amid growing concerns that similar firms were bribing customers or overstating products’ benefits, this stance distinguished Novacib. Kana and his leadership team had even changed the firm’s tagline from “Health for everyone” to “Health with integrity.” Behaving ethically became part of Novacib’s story, and all employees were encouraged to share it, especially during sales calls. And the tagline was more than a marketing slogan to Kana. He’d always prided himself on leading a principled life. Armina was absolutely right that he would be concerned about false reports. To protect its reputation, Novacib had a zero-tolerance policy for ethics violations. But would sacking Dave really be in the best interest of the firm, Kana couldn’t help but wonder? He had always made or exceeded his numbers—and boosted the performance of his colleagues as well. “Kana?” Armina asked. “I’m still here,” he said. “Tell me exactly what happened.” “Something Doesn’t Feel Right” Armina recounted what she’d discovered the evening before. “I was leaving the office last night,” she began, “when I got a text from Dave that said, Baby still sick. Need to give wife a reprieve. I’ll make up the visits next week. Of course, I felt for him. I’d been in his shoes. The baby is just a few weeks old, and neither he nor his wife have slept much. He’s still been hitting his quotas, but he looks exhausted. “I decided to stay at the office to finish up my reports in case I had to cover his sales calls. And as I was looking over his activity, one date stood out: June 21. That was the day Argentina lost to Croatia in the World Cup. 3 “I remember it well, because I had followed the match online. Dates don’t typically stick in my mind, but that day was depressingly memorable, not just because my team lost but also because I watched the game by myself. My family—like most of Mumbai—had skipped work to watch together. I hadn’t wanted to get behind, so I spent the day alone in the office. “I had spoken with Dave the morning of the game, and he mentioned that he was going to watch it. And yet his daily report listed the names of three doctors that he supposedly saw that afternoon. I texted him about the discrepancy—something like Sorry to bother you with baby sick. Can you resend your activity report for the week of June 18? Ten minutes later he emailed me the same information, so I texted again: Are you sure that’s accurate? He sent back a thumbs-up emoji.” She paused. “Go on,” Kana said grimly. “I’m not in the habit of tracking our salespeople’s whereabouts, especially in the case of Dave, who has always been a star performer.Normally, I’d give him the benefit of the doubt, but something didn’t feel right. I looked him up on Twitter and scrolled back to his tweets from June 21. He’d clearly been watching the game—at home. Then I tried one of the doctors on Dave’s report. Same thing: He’d been watching the game, too, not meeting with Dave. That’s when I started to panic.” Kana was starting to panic as well. Trust was essential to the company’s mission, and Dave’s actions were exactly the kind of thing that could undercut Novacib’s culture and reputation and breed resentment among employees. Kana recognized that Novacib was bound to encounter less-than-honest salespeople, but he was still having trouble believing that Dave would be the one to get into trouble first. At the same time, there was no denying his outsize contribution to the success of the firm—and how hard it would be to replace him. Shocked and angry, Kana wondered to himself, How could Dave have done this? NOVACIB HQ, FRIDAY MORNING Now What? The next day, Kana met with Bob Batra, Novacib’s HR director, in his office. They dialed in Armina on speakerphone. “This is bad,” Kana began. “Last night, I confirmed another doctor listed on the report whom Dave couldn’t have met with that afternoon.” “Armina and I had a conference call with him after she spoke with you,” Bob said. “We asked him about the report, and he said he had met with the doctors he listed—but not on June 21. He all but admitted that he lied. I’m not seeing any option other than letting him go.” “I don’t understand why he didn’t tell anyone he was struggling,” said Kana. “He’s the first one to help his colleagues out; people would have jumped at the chance to return the favor.” 4 “It’s definitely out of character for him,” Armina. “That’s why I feel strongly that we should issue a warning—especially with his being a new father. After all, he did meet with everyone he said he had. He wasn’t fabricating that.” “But he was altering the dates to meet his daily targets,” Bob countered, leaning toward the speakerphone. “That’s a serious breach, and we have to consider the broader impact of merely giving him a slap on the wrist.” She looked up at Kana. “When you brought me in after the rebranding, you asked me to help you build a culture of ethics and honesty. I’d be failing at my job if I advised you to let a transgression like this go. I recognize the value of Dave to our team, but our motto isn’t ‘Health with occasional integrity.’ We have to always do the right thing.”7 “I agree,” Kana said. “Integrity is our promise to every employee and every customer we interact with. If our people knew we tolerated this behavior after all the ethics training we’ve put them through, we’d look like hypocrites. We’d be hypocrites. And if this ever got out to our customers or the press, it could destroy our reputation.” “But how are we going to look to the rest of the team when we sack their beloved colleague with a newborn at home?” Armina asked. “And he’s such a strong performer! Think of the revenue hit we’d take. Are people actually going to care about three names listed for the wrong day on one weekly report?8 It’s not as if those call targets are tied to his compensation.” Small offenses may seem harmless, but research shows that they can breed problems by desensitizing our brains to the negative emotions related to unethical behavior. “It’s the principle of the thing,” Bob retorted. “And how do we know if this is the first time he’s fudged his reports? How can we trust him going forward? Are you going to check with his customers every week to confirm his reports?” Armina was silent on the line. Kana closed his eyes briefly. He knew she was right that the company would suffer if they fired Dave. He brought in over $250,000 a year, and he had built strong customer relationships that Novacib stood to lose if they sacked him. But Kana couldn’t shake his disappointment in Dave. Bob broke the silence. “You’ve addressed this issue repeatedly in our sales offsites,” she said. “You’ve stated in no uncertain terms that you’d rather salespeople not meet their targets than fake their numbers. If you don’t take action, you’ll damage your credibility. I know it’s painful, but I think it’s time to put your money where your mouth is.” NOVACIB HQ, FRIDAY AFTERNOON A Second Chance? “Thank you so much for the baby gift. Did you get the thank-you note my wife sent?” Dave’s voice sounded tentative on the phone, the small talk forced. 5 Kana had dreaded making the call, but before he reached a decision, he wanted to talk with Dave himself. “I did. Listen, Dave, I don’t want to make this anymore awkward than it needs to be. I just want to hear your side of the story.” Dave repeated what he’d told Armina: that he had met with those doctors, just on different dates. That he shouldn’t have submitted the false report. “I made a big mistake, and I’m sorry. I was feeling the pressure with the new baby. I knew I wasn’t going to hit my targets, and I didn’t want to disappoint anyone.” Kana hated to hear Dave sound so dejected. But part of him still felt betrayed. He reminded himself that Dave could easily find another job, especially since Novacib had no intention of going public with the circumstances if they let him go. But Dave would be devastated nonetheless. “We need accurate data to grow this business, and we’ve been very clear about our ethics policy,” Kana said. “I wish you’d talked to Armina about the pressure.” “I know, and I’d understand if you have to make an example of me. But please believe me that it has never happened before and won’t happen again. Don’t people deserve a second chance?”

Questions:

1. Should Kana fire Dave? Why? Why not? Explain in detail.

2. What options should Kana consider before firing Dave or overlooking the infraction?

3. Should Armina have kept a closer eye on her top performer?

4. What are the ethical implications of checking up on employees by tracking their activity on social media?

5. Do you think zero-tolerance policies result in bad outcomes? Do they force leaders to take action when a better solution could be found? Explain.

I need 2 Pages Typed on this.

Opportunity Cost (or lost)    Read and think about the 10 Commandments from a Money Talks News Website. Go to Commandment #8 called
“Always Consider Opportunity Cost”. Follow the instructions to review all the items in your home and garage, etc. that you have not touched in several months.
     Figure out how much money you have spent and, by using the formula supplied by the author, figure how much money you could have had in 20 years. (It might be useful to consider the money lost to you in only one year!) Then discuss what you think would have been a better use of that money. Think in terms of appreciation in value, rather than depreciation in value. Share a complete list, with the name and description, of the items, their approximate purchase cost and the last time you think you touched them with your team mates.
     If you are only 18 and have not worked or live at home with parents, then identify the things they have bought and do not use. You can do this by your own observation of their things and purchasing habits. Then have them walk around the house/garage/yard, with you, to tell you what the objects cost and you write up the data as if it was your stuff.

Money Talks News   The Ten Commandments of Wealth and Happiness

                             By Stacy Johnson     July 26, 2016

I’m now financially independent. I didn’t get this way overnight, nor did I do it by selling books or advice. I did it the same way you can: one paycheck at a time over many years.

One of my young staffers recently asked if I could condense everything I’ve learned into 10 simple ideas that would serve as a guide to those starting out, starting over, or maybe beginning to realize they’re not where they’d like to be. While certainly a challenge, it’s a worthy one.

So here goes: the 10 commandments of achieving financial independence and being happier while you do it.

1. Live like you’re going to die tomorrow, but invest like you’re going to live forever

The ease of making money in stocks, real estate, or other risk-based assets is inversely proportional to your time horizon. In other words, making money over long periods of time is easy — making money overnight is the flip of a coin.

Money is like a tree: Plant it properly, care for it occasionally — but not obsessively — then wait.

Stare at a newly planted tree for 24 hours and you’ll be convinced it’s not growing. Fixate on your investments the same way, and you could miss out on a game-changer.

The biggest winner in my IRA is Apple. I don’t remember exactly when I bought it, but I’m guessing it was in 2002 or 2003. My split adjusted price is around $1/share: As I write this, Apple’s trading at around $126/share. Had I been listening to CNBC or some other outlet promoting constant trading, I almost certainly wouldn’t still own it.

The lesson? Enjoy your life to the fullest every day — live like you’re going to die tomorrow. But since you’re probably not going to die tomorrow, plant part of your money in quality stocks, real estate or other investments; then hold onto them.

Don’t ignore your investments entirely — sometimes fundamental things change, indicating it’s time to move on — but don’t act rashly. Patience pays.

2. Listen to your own voice above all others

My job as a consumer reporter has included listening to countless sad stories about nice people being separated from their money by people who weren’t so nice. While these stories run the gamut from real estate deals to working from home, they all start the same way: with a promise of something that seems too good to be true.

And they all end the same way: It was too good to be true.

If someone promises they can make you 3,000 percent in the stock market, they’re either a fool for sharing that information, or a liar. Why would you send money to either one?

When you hear someone promising a simple solution to a complex problem, stop listening to them and start listening to your own inner voice. Remember:

You know there’s no pill that’s going to make you skinny.

You know the government’s not handing out free money for your small business.

You know you can’t buy a house for $300.

Stop listening to infomercials and start listening to yourself.

3. Covet bad economic times

Wealth is realized when the economy is booming, but that’s not when it’s created. Wealth is created when times are bad, unemployment is high, problems are massive, everybody’s freaking out, and there’s nothing but economic misery on the horizon.

Would you rather buy a house for $400,000 or $200,000? Would you rather invest in stocks when the Dow is at 18,000 or 8,000?

Nobody wants their fellow citizens to be out of work. But the cyclical nature of our economy all but assures this will periodically happen. If you still have a job when the next downturn arrives, it will be the time you’ve been saving for.

Stop listening to all the Chicken Littles in the media: The sky isn’t falling. Get busy — put your cash to work and create some wealth.

4. Work as little as possible

A friend of mine, Liz Pulliam Weston, once wrote a great story called “Pretend You Won the Lottery.” She asked her Facebook fans to describe what they would do if they won the lottery. From that article:

Most of the responses had a lot in common. People overwhelmingly wanted to:

Pay off all their debts.

Help their families.

Donate more to charity.

Pursue their passions, including travel.

Note these goals are largely achievable without winning the lottery. And that was her point: Listing what you’d like to do if money is no object puts you in touch with the way you’d really like to spend your life.

My philosophy takes this concept a step further: When it comes to work, you should try to do something you regard as so fulfilling you’d do it even if it didn’t pay anything. In other words, the word “work” implies doing something you have to do, not something you want to do. You should never “work.”

If you’re going to spend a huge part of your life working, don’t fill that time with what makes you the most money. Fill it with what makes you the most fulfilled.

5. Don’t create debt

I’m always getting questions about debt. “Should I borrow for this, that, or the other?” “What’s an acceptable debt level?” “Is there such a thing as good debt?”

There’s way too much analysis and mystery around something that isn’t at all mysterious. Paying interest is nothing more than giving someone else your money in exchange for temporarily using theirs. Rule of thumb: To have as much money as possible, avoid giving yours to other people.

Don’t ever borrow money because you want something you can’t afford. Borrow money in only two circumstances:

When your back is against the wall

When what you’re buying will increase in value by more than what you’re paying in interest

Debt also affects you on a level that can’t be defined in dollars. When you owe money, in a very real way you’re a slave to that lender until you pay it back. When you don’t owe money, you’re much more the master of your own destiny.

There are two ways to achieve financial freedom: Have so much money you can’t possibly spend it all — something exceedingly difficult to do — or don’t owe anybody anything.

Granted, since you still have to eat and put a roof over your head, living debt-free doesn’t offer the same level of freedom as having massive money. But living debt-free isn’t a matter of luck or even hard work. It’s a simple choice, available to everyone.

6. Be frugal — but not miserly

The key to accumulating more savings isn’t to spend less — it’s to spend less without sacrificing your quality of life. If going out to dinner with your significant other is something you enjoy, not doing it may create a happier bank balance, but an unhappier you. That’s a trade-off that is neither worthwhile nor sustainable.

Eating an appetizer at home, then splitting an entree at the restaurant, however, maintains your quality of life and fattens your bank account.

Finding ways to save is important, but avoiding deprivation is just as important.

Diets suck. Whether they’re food-related or money-related, if they leave you feeling deprived and unhappy, they’re not going to work.

But there’s a difference between food diets and dollar diets: It’s hard to lose weight without depriving yourself of the foods you love, but it’s easy to reduce spending without depriving yourself of the things you love.

Cottage cheese isn’t a suitable substitute for steak, but a used car is a perfectly acceptable substitute for a new one. And the list goes on:

Watching TV online rather than paying for cable.

Buying generics when they’re just as good as name brands.

Using house-swapping to get free lodging.

Downloading books from the library instead of Amazon.

No matter what you love, from physical possessions to travel, there are ways to save without reducing your quality of life.

7. Regard possessions not in terms of money, but time

You go to the mall and spend $150 on clothes. But what you spent isn’t just $150. If you earn $150 a day, you just spent a day of your life.

Almost every resource you have, from physical possessions to money, is renewable. The amount of time you have on this planet, however, is finite. Once used, it can never be replaced.

So when you spend money — especially if you earned that money by doing something you had to do instead of what you wanted to do — you’re spending your life.

This doesn’t mean you should never spend money. If those clothes are all that important to you, by all means, buy them. But if it’s really not going to make you that much happier, don’t. Think of it this way: If you can live on $150 a day, every time you forgo spending $150, you get one day closer to financial independence.

8. Always consider opportunity cost

This is related to the commandment above. Opportunity cost is an accounting term that describes the cost of missing out on alternative uses for money.

For example, when I said above that not spending $150 on clothes puts you $150 closer to independence, that was a gross understatement. Because when you save $150, investing those savings gives you the opportunity to have more savings. If you’re earning 10 percent, $150 invested for 20 years will ultimately make you $1,000 richer. If you can live on $150 a day, ignoring inflation, you can now retire nearly a week sooner, not just a day.

One of the exercises in my book, “Life or Debt,” is to go around your house and identify things you bought but probably didn’t want or need. A quick way to do this is to find things you haven’t touched in months. These were probably impulse buys.

Add up the cost of these things, multiply them by 7, and you’ll arrive at the amount of money you could have had if you’d invested that money at 10 percent for 20 years rather than wasting it.

And when you do this, consider the stuff in your closet, the stuff in your garage, the rooms of your house that you heat and cool but don’t use, the new cars you’ve bought when used would have worked.

The truth is that most of us have already blown the opportunity to achieve financial independence much sooner. Maybe now’s the time to stop.

9. Don’t put off till tomorrow what you can save today

Shortly after I began my television career in 1988, I went on set with a pack of smokes, a can of soda and a candy bar. I explained that these things represented the kind of money most of us throw away every day without thinking about it; at the time, about $5.

But compound $5 daily at 10 percent for 30 years, and you’ll end up with about $340,000. That’s why learning to save a few bucks here and there and investing it is so important.

Fortunes are rarely made by investing big bucks, nor are they often made late in life. Wealth most often comes from starting small and early.

There are limited ways to get rich. You can inherit, marry well, build a valuable business, successfully capitalize on exceptional talent, get exceedingly lucky — or spend less than you make and consistently invest your savings over time. Even if you’re on the road to any of the former, why not do the latter?

10. Envy is your enemy

You can either look rich or be rich, but you probably won’t live long enough to accomplish both. I’ve lived both ways, and trust me: Being rich is way better than using debt to appear rich.

Most of us will admit that, when on the verge of making a purchase, we’re often thinking of what our friends will say when they see it. Normal human behavior? Sure, but it’s not in your best interest, or theirs.

Making your friends jealous isn’t nice and feeling envy for other people’s possessions is silly. Possessions have never made anyone happy, nor will they.

Decide what really makes you happy, then spend — or not — accordingly. When your friends make an impressive addition to their collection of material possessions, be happy for them.

One of the stupidest expressions ever coined was: “The one who dies with the most toys wins.” When you’re on your death bed, you won’t be thinking about the things you had — you’ll be thinking about the times you had.

Money Talks News   The Ten Commandments of Wealth and Happiness

                             By Stacy Johnson     July 26, 2016

I’m now financially independent. I didn’t get this way overnight, nor did I do it by selling books or advice. I did it the same way you can: one paycheck at a time over many years.

One of my young staffers recently asked if I could condense everything I’ve learned into 10 simple ideas that would serve as a guide to those starting out, starting over, or maybe beginning to realize they’re not where they’d like to be. While certainly a challenge, it’s a worthy one.

So here goes: the 10 commandments of achieving financial independence and being happier while you do it.

1. Live like you’re going to die tomorrow, but invest like you’re going to live forever

The ease of making money in stocks, real estate, or other risk-based assets is inversely proportional to your time horizon. In other words, making money over long periods of time is easy — making money overnight is the flip of a coin.

Money is like a tree: Plant it properly, care for it occasionally — but not obsessively — then wait.

Stare at a newly planted tree for 24 hours and you’ll be convinced it’s not growing. Fixate on your investments the same way, and you could miss out on a game-changer.

The biggest winner in my IRA is Apple. I don’t remember exactly when I bought it, but I’m guessing it was in 2002 or 2003. My split adjusted price is around $1/share: As I write this, Apple’s trading at around $126/share. Had I been listening to CNBC or some other outlet promoting constant trading, I almost certainly wouldn’t still own it.

The lesson? Enjoy your life to the fullest every day — live like you’re going to die tomorrow. But since you’re probably not going to die tomorrow, plant part of your money in quality stocks, real estate or other investments; then hold onto them.

Don’t ignore your investments entirely — sometimes fundamental things change, indicating it’s time to move on — but don’t act rashly. Patience pays.

2. Listen to your own voice above all others

My job as a consumer reporter has included listening to countless sad stories about nice people being separated from their money by people who weren’t so nice. While these stories run the gamut from real estate deals to working from home, they all start the same way: with a promise of something that seems too good to be true.

And they all end the same way: It was too good to be true.

If someone promises they can make you 3,000 percent in the stock market, they’re either a fool for sharing that information, or a liar. Why would you send money to either one?

When you hear someone promising a simple solution to a complex problem, stop listening to them and start listening to your own inner voice. Remember:

You know there’s no pill that’s going to make you skinny.

You know the government’s not handing out free money for your small business.

You know you can’t buy a house for $300.

Stop listening to infomercials and start listening to yourself.

3. Covet bad economic times

Wealth is realized when the economy is booming, but that’s not when it’s created. Wealth is created when times are bad, unemployment is high, problems are massive, everybody’s freaking out, and there’s nothing but economic misery on the horizon.

Would you rather buy a house for $400,000 or $200,000? Would you rather invest in stocks when the Dow is at 18,000 or 8,000?

Nobody wants their fellow citizens to be out of work. But the cyclical nature of our economy all but assures this will periodically happen. If you still have a job when the next downturn arrives, it will be the time you’ve been saving for.

Stop listening to all the Chicken Littles in the media: The sky isn’t falling. Get busy — put your cash to work and create some wealth.

4. Work as little as possible

A friend of mine, Liz Pulliam Weston, once wrote a great story called “Pretend You Won the Lottery.” She asked her Facebook fans to describe what they would do if they won the lottery. From that article:

Most of the responses had a lot in common. People overwhelmingly wanted to:

Pay off all their debts.

Help their families.

Donate more to charity.

Pursue their passions, including travel.

Note these goals are largely achievable without winning the lottery. And that was her point: Listing what you’d like to do if money is no object puts you in touch with the way you’d really like to spend your life.

My philosophy takes this concept a step further: When it comes to work, you should try to do something you regard as so fulfilling you’d do it even if it didn’t pay anything. In other words, the word “work” implies doing something you have to do, not something you want to do. You should never “work.”

If you’re going to spend a huge part of your life working, don’t fill that time with what makes you the most money. Fill it with what makes you the most fulfilled.

5. Don’t create debt

I’m always getting questions about debt. “Should I borrow for this, that, or the other?” “What’s an acceptable debt level?” “Is there such a thing as good debt?”

There’s way too much analysis and mystery around something that isn’t at all mysterious. Paying interest is nothing more than giving someone else your money in exchange for temporarily using theirs. Rule of thumb: To have as much money as possible, avoid giving yours to other people.

Don’t ever borrow money because you want something you can’t afford. Borrow money in only two circumstances:

When your back is against the wall

When what you’re buying will increase in value by more than what you’re paying in interest

Debt also affects you on a level that can’t be defined in dollars. When you owe money, in a very real way you’re a slave to that lender until you pay it back. When you don’t owe money, you’re much more the master of your own destiny.

There are two ways to achieve financial freedom: Have so much money you can’t possibly spend it all — something exceedingly difficult to do — or don’t owe anybody anything.

Granted, since you still have to eat and put a roof over your head, living debt-free doesn’t offer the same level of freedom as having massive money. But living debt-free isn’t a matter of luck or even hard work. It’s a simple choice, available to everyone.

6. Be frugal — but not miserly

The key to accumulating more savings isn’t to spend less — it’s to spend less without sacrificing your quality of life. If going out to dinner with your significant other is something you enjoy, not doing it may create a happier bank balance, but an unhappier you. That’s a trade-off that is neither worthwhile nor sustainable.

Eating an appetizer at home, then splitting an entree at the restaurant, however, maintains your quality of life and fattens your bank account.

Finding ways to save is important, but avoiding deprivation is just as important.

Diets suck. Whether they’re food-related or money-related, if they leave you feeling deprived and unhappy, they’re not going to work.

But there’s a difference between food diets and dollar diets: It’s hard to lose weight without depriving yourself of the foods you love, but it’s easy to reduce spending without depriving yourself of the things you love.

Cottage cheese isn’t a suitable substitute for steak, but a used car is a perfectly acceptable substitute for a new one. And the list goes on:

Watching TV online rather than paying for cable.

Buying generics when they’re just as good as name brands.

Using house-swapping to get free lodging.

Downloading books from the library instead of Amazon.

No matter what you love, from physical possessions to travel, there are ways to save without reducing your quality of life.

7. Regard possessions not in terms of money, but time

You go to the mall and spend $150 on clothes. But what you spent isn’t just $150. If you earn $150 a day, you just spent a day of your life.

Almost every resource you have, from physical possessions to money, is renewable. The amount of time you have on this planet, however, is finite. Once used, it can never be replaced.

So when you spend money — especially if you earned that money by doing something you had to do instead of what you wanted to do — you’re spending your life.

This doesn’t mean you should never spend money. If those clothes are all that important to you, by all means, buy them. But if it’s really not going to make you that much happier, don’t. Think of it this way: If you can live on $150 a day, every time you forgo spending $150, you get one day closer to financial independence.

8. Always consider opportunity cost

This is related to the commandment above. Opportunity cost is an accounting term that describes the cost of missing out on alternative uses for money.

For example, when I said above that not spending $150 on clothes puts you $150 closer to independence, that was a gross understatement. Because when you save $150, investing those savings gives you the opportunity to have more savings. If you’re earning 10 percent, $150 invested for 20 years will ultimately make you $1,000 richer. If you can live on $150 a day, ignoring inflation, you can now retire nearly a week sooner, not just a day.

One of the exercises in my book, “Life or Debt,” is to go around your house and identify things you bought but probably didn’t want or need. A quick way to do this is to find things you haven’t touched in months. These were probably impulse buys.

Add up the cost of these things, multiply them by 7, and you’ll arrive at the amount of money you could have had if you’d invested that money at 10 percent for 20 years rather than wasting it.

And when you do this, consider the stuff in your closet, the stuff in your garage, the rooms of your house that you heat and cool but don’t use, the new cars you’ve bought when used would have worked.

The truth is that most of us have already blown the opportunity to achieve financial independence much sooner. Maybe now’s the time to stop.

9. Don’t put off till tomorrow what you can save today

Shortly after I began my television career in 1988, I went on set with a pack of smokes, a can of soda and a candy bar. I explained that these things represented the kind of money most of us throw away every day without thinking about it; at the time, about $5.

But compound $5 daily at 10 percent for 30 years, and you’ll end up with about $340,000. That’s why learning to save a few bucks here and there and investing it is so important.

Fortunes are rarely made by investing big bucks, nor are they often made late in life. Wealth most often comes from starting small and early.

There are limited ways to get rich. You can inherit, marry well, build a valuable business, successfully capitalize on exceptional talent, get exceedingly lucky — or spend less than you make and consistently invest your savings over time. Even if you’re on the road to any of the former, why not do the latter?

10. Envy is your enemy

You can either look rich or be rich, but you probably won’t live long enough to accomplish both. I’ve lived both ways, and trust me: Being rich is way better than using debt to appear rich.

Most of us will admit that, when on the verge of making a purchase, we’re often thinking of what our friends will say when they see it. Normal human behavior? Sure, but it’s not in your best interest, or theirs.

Making your friends jealous isn’t nice and feeling envy for other people’s possessions is silly. Possessions have never made anyone happy, nor will they.

Decide what really makes you happy, then spend — or not — accordingly. When your friends make an impressive addition to their collection of material possessions, be happy for them.

One of the stupidest expressions ever coined was: “The one who dies with the most toys wins.” When you’re on your death bed, you won’t be thinking about the things you had — you’ll be thinking about the times you had.

Money Talks News   The Ten Commandments of Wealth and Happiness

                             By Stacy Johnson     July 26, 2016

I’m now financially independent. I didn’t get this way overnight, nor did I do it by selling books or advice. I did it the same way you can: one paycheck at a time over many years.

One of my young staffers recently asked if I could condense everything I’ve learned into 10 simple ideas that would serve as a guide to those starting out, starting over, or maybe beginning to realize they’re not where they’d like to be. While certainly a challenge, it’s a worthy one.

So here goes: the 10 commandments of achieving financial independence and being happier while you do it.

1. Live like you’re going to die tomorrow, but invest like you’re going to live forever

The ease of making money in stocks, real estate, or other risk-based assets is inversely proportional to your time horizon. In other words, making money over long periods of time is easy — making money overnight is the flip of a coin.

Money is like a tree: Plant it properly, care for it occasionally — but not obsessively — then wait.

Stare at a newly planted tree for 24 hours and you’ll be convinced it’s not growing. Fixate on your investments the same way, and you could miss out on a game-changer.

The biggest winner in my IRA is Apple. I don’t remember exactly when I bought it, but I’m guessing it was in 2002 or 2003. My split adjusted price is around $1/share: As I write this, Apple’s trading at around $126/share. Had I been listening to CNBC or some other outlet promoting constant trading, I almost certainly wouldn’t still own it.

The lesson? Enjoy your life to the fullest every day — live like you’re going to die tomorrow. But since you’re probably not going to die tomorrow, plant part of your money in quality stocks, real estate or other investments; then hold onto them.

Don’t ignore your investments entirely — sometimes fundamental things change, indicating it’s time to move on — but don’t act rashly. Patience pays.

2. Listen to your own voice above all others

My job as a consumer reporter has included listening to countless sad stories about nice people being separated from their money by people who weren’t so nice. While these stories run the gamut from real estate deals to working from home, they all start the same way: with a promise of something that seems too good to be true.

And they all end the same way: It was too good to be true.

If someone promises they can make you 3,000 percent in the stock market, they’re either a fool for sharing that information, or a liar. Why would you send money to either one?

When you hear someone promising a simple solution to a complex problem, stop listening to them and start listening to your own inner voice. Remember:

You know there’s no pill that’s going to make you skinny.

You know the government’s not handing out free money for your small business.

You know you can’t buy a house for $300.

Stop listening to infomercials and start listening to yourself.

3. Covet bad economic times

Wealth is realized when the economy is booming, but that’s not when it’s created. Wealth is created when times are bad, unemployment is high, problems are massive, everybody’s freaking out, and there’s nothing but economic misery on the horizon.

Would you rather buy a house for $400,000 or $200,000? Would you rather invest in stocks when the Dow is at 18,000 or 8,000?

Nobody wants their fellow citizens to be out of work. But the cyclical nature of our economy all but assures this will periodically happen. If you still have a job when the next downturn arrives, it will be the time you’ve been saving for.

Stop listening to all the Chicken Littles in the media: The sky isn’t falling. Get busy — put your cash to work and create some wealth.

4. Work as little as possible

A friend of mine, Liz Pulliam Weston, once wrote a great story called “Pretend You Won the Lottery.” She asked her Facebook fans to describe what they would do if they won the lottery. From that article:

Most of the responses had a lot in common. People overwhelmingly wanted to:

Pay off all their debts.

Help their families.

Donate more to charity.

Pursue their passions, including travel.

Note these goals are largely achievable without winning the lottery. And that was her point: Listing what you’d like to do if money is no object puts you in touch with the way you’d really like to spend your life.

My philosophy takes this concept a step further: When it comes to work, you should try to do something you regard as so fulfilling you’d do it even if it didn’t pay anything. In other words, the word “work” implies doing something you have to do, not something you want to do. You should never “work.”

If you’re going to spend a huge part of your life working, don’t fill that time with what makes you the most money. Fill it with what makes you the most fulfilled.

5. Don’t create debt

I’m always getting questions about debt. “Should I borrow for this, that, or the other?” “What’s an acceptable debt level?” “Is there such a thing as good debt?”

There’s way too much analysis and mystery around something that isn’t at all mysterious. Paying interest is nothing more than giving someone else your money in exchange for temporarily using theirs. Rule of thumb: To have as much money as possible, avoid giving yours to other people.

Don’t ever borrow money because you want something you can’t afford. Borrow money in only two circumstances:

When your back is against the wall

When what you’re buying will increase in value by more than what you’re paying in interest

Debt also affects you on a level that can’t be defined in dollars. When you owe money, in a very real way you’re a slave to that lender until you pay it back. When you don’t owe money, you’re much more the master of your own destiny.

There are two ways to achieve financial freedom: Have so much money you can’t possibly spend it all — something exceedingly difficult to do — or don’t owe anybody anything.

Granted, since you still have to eat and put a roof over your head, living debt-free doesn’t offer the same level of freedom as having massive money. But living debt-free isn’t a matter of luck or even hard work. It’s a simple choice, available to everyone.

6. Be frugal — but not miserly

The key to accumulating more savings isn’t to spend less — it’s to spend less without sacrificing your quality of life. If going out to dinner with your significant other is something you enjoy, not doing it may create a happier bank balance, but an unhappier you. That’s a trade-off that is neither worthwhile nor sustainable.

Eating an appetizer at home, then splitting an entree at the restaurant, however, maintains your quality of life and fattens your bank account.

Finding ways to save is important, but avoiding deprivation is just as important.

Diets suck. Whether they’re food-related or money-related, if they leave you feeling deprived and unhappy, they’re not going to work.

But there’s a difference between food diets and dollar diets: It’s hard to lose weight without depriving yourself of the foods you love, but it’s easy to reduce spending without depriving yourself of the things you love.

Cottage cheese isn’t a suitable substitute for steak, but a used car is a perfectly acceptable substitute for a new one. And the list goes on:

Watching TV online rather than paying for cable.

Buying generics when they’re just as good as name brands.

Using house-swapping to get free lodging.

Downloading books from the library instead of Amazon.

No matter what you love, from physical possessions to travel, there are ways to save without reducing your quality of life.

7. Regard possessions not in terms of money, but time

You go to the mall and spend $150 on clothes. But what you spent isn’t just $150. If you earn $150 a day, you just spent a day of your life.

Almost every resource you have, from physical possessions to money, is renewable. The amount of time you have on this planet, however, is finite. Once used, it can never be replaced.

So when you spend money — especially if you earned that money by doing something you had to do instead of what you wanted to do — you’re spending your life.

This doesn’t mean you should never spend money. If those clothes are all that important to you, by all means, buy them. But if it’s really not going to make you that much happier, don’t. Think of it this way: If you can live on $150 a day, every time you forgo spending $150, you get one day closer to financial independence.

8. Always consider opportunity cost

This is related to the commandment above. Opportunity cost is an accounting term that describes the cost of missing out on alternative uses for money.

For example, when I said above that not spending $150 on clothes puts you $150 closer to independence, that was a gross understatement. Because when you save $150, investing those savings gives you the opportunity to have more savings. If you’re earning 10 percent, $150 invested for 20 years will ultimately make you $1,000 richer. If you can live on $150 a day, ignoring inflation, you can now retire nearly a week sooner, not just a day.

One of the exercises in my book, “Life or Debt,” is to go around your house and identify things you bought but probably didn’t want or need. A quick way to do this is to find things you haven’t touched in months. These were probably impulse buys.

Add up the cost of these things, multiply them by 7, and you’ll arrive at the amount of money you could have had if you’d invested that money at 10 percent for 20 years rather than wasting it.

And when you do this, consider the stuff in your closet, the stuff in your garage, the rooms of your house that you heat and cool but don’t use, the new cars you’ve bought when used would have worked.

The truth is that most of us have already blown the opportunity to achieve financial independence much sooner. Maybe now’s the time to stop.

9. Don’t put off till tomorrow what you can save today

Shortly after I began my television career in 1988, I went on set with a pack of smokes, a can of soda and a candy bar. I explained that these things represented the kind of money most of us throw away every day without thinking about it; at the time, about $5.

But compound $5 daily at 10 percent for 30 years, and you’ll end up with about $340,000. That’s why learning to save a few bucks here and there and investing it is so important.

Fortunes are rarely made by investing big bucks, nor are they often made late in life. Wealth most often comes from starting small and early.

There are limited ways to get rich. You can inherit, marry well, build a valuable business, successfully capitalize on exceptional talent, get exceedingly lucky — or spend less than you make and consistently invest your savings over time. Even if you’re on the road to any of the former, why not do the latter?

10. Envy is your enemy

You can either look rich or be rich, but you probably won’t live long enough to accomplish both. I’ve lived both ways, and trust me: Being rich is way better than using debt to appear rich.

Most of us will admit that, when on the verge of making a purchase, we’re often thinking of what our friends will say when they see it. Normal human behavior? Sure, but it’s not in your best interest, or theirs.

Making your friends jealous isn’t nice and feeling envy for other people’s possessions is silly. Possessions have never made anyone happy, nor will they.

Decide what really makes you happy, then spend — or not — accordingly. When your friends make an impressive addition to their collection of material possessions, be happy for them.

One of the stupidest expressions ever coined was: “The one who dies with the most toys wins.” When you’re on your death bed, you won’t be thinking about the things you had — you’ll be thinking about the times you had.

After reviewing the case for Nature Bros. Ltd., answer the following questions. After reviewing this material, make a list of additional information which should be supplied to support the sales projections. Comment on objectives: Are they reasonable, optimistic, or conservative? What marketing mix would best support this growth rate? Evaluate the information supplied regarding a new product development and physical assets in light of the pro forma income statements Morris developed. Is the capital sought appropriate for the circumstances? If more information is needed, state what it is and how it could be obtained. What sources should Morris approach for this amount of capital? Based on the current balance sheet, how much equity should he give up for the investment?

NATURE BROS. LTD. BACKGROUND Thanksgiving Day 1993 is the day that Dale Morris remembers as the “public debut” of his creation, a new seasoned salt mix. Although he was a salesman by temperament and career, his hobby was cooking. Having experimented with both traditional home cooking and more exotic gourmet cooking, Morris had developed an appreciation for many herbs and spices. He had also done a lot of reading about the health hazards of the typical American diet. When his mother learned that she had high blood pressure, Morris decided it was time for some action. He created a low-salt seasoning mix, based on a nutritive yeast extract, that could be used to replace salt in most cases. This Thanksgiving dinner, prepared for 25 family members and friends, would be his final testing ground. He used his mix in all the recipes except the pumpkin pie—everything from the turkey and dressing to the vegetables and even the rolls. As the meal progressed, the verdict was unanimously in favor of his secret ingredient, although he had a hard time convincing them that it was his invention and was only 10 percent salt. Everyone wanted a sample to try at home. Over the next two years, Morris perfected his product. Experiments in new uses led to “tasting parties” for friends and neighbors, and the holiday season found the Morris kitchen transformed into a miniature assembly line producing gift-wrapped bottles of the mix. Morris became something of a celebrity in his small town, but it wasn’t until the Ladies’ Mission Society at his church approached him with the idea of allowing them to sell his mix as a fund-raiser that he realized the possibilities of his creation. His kitchen-scale operation could support the sales effort of the church women for a short time, but if he wanted to take advantage of a truly marketable product, he would have to make other arrangements. Morris agreed to “test-market” his product through the church group while he looked for ways to expand and commercialize his operation. The charity sale was a huge success (the best the women had ever experienced), and, based on this success, Morris moved to create his own company. Naming his product “Nature Bros. Old Fashioned Seasoning,” he incorporated the company in 1995 as Nature Bros. Ltd. Morris used most of his savings to develop and register the trademarks, for packaging, and for product displays. He researched the cost of manufacturing and bottling his product in large quantities and concluded that he just didn’t have the cash to get started. His first attempts to raise money, in the form of a personal bank loan, were unsuccessful, and he was forced to abandon the project. For several years, he concentrated on his career, becoming a regional vice president of the insurance company he worked for. He continued to make “Nature Bros. Seasoning” in small batches, mainly for his mother and business associates. These users eventually enabled Morris to get financial support for his company. To raise $65,000 to lease manufacturing equipment and building space, he sold stock to his mother and to two other regional vice presidents of the insurance company. For their contributions, each became the owner of 15 percent of Nature Bros. Ltd. The process of getting the product to the retail market began in August 2002, and the first grocery store sales started in March 2003. The initial marketing plan was fairly simple—to get the product in the hands of the consumer. Morris personally visited the managers of individual supermarkets, both chains and independents, and convinced many to allow a tasting demonstration booth to be set up in their stores. These demonstrations proved as popular as the first Thanksgiving dinner trial nearly 10 years earlier. Dale Morris’s product was a hit, and in a short time, he was able to contract with food brokerage firms to place his product in stores in a 10-state region.

PRESENT SITUATION As indicated in the balance sheet (see Exhibit 1), more capital is needed to support the current markets and expand both markets and products. Two new products are being developed: a salt-free version of the original product and an MSG-based flavor enhancer that will compete with Accent. Morris worked with a business consultant in drawing up a business plan to describe his company, its future growth, and its capital needs. OVERALL PROJECTIONS The first section discusses the objectives and sales projections for 2004 and 2005 (Exhibits 2 and 3). The resulting pro forma income statements for 2004 to 2005 are in Exhibits 4 and 5. 2004

OBJECTIVES The company’s objectives for 2004 are to stabilize its existing markets and to achieve a 5 percent market share in the category of seasoned salt, a 10 percent market share in salt substitutes, and a 5 percent market share in MSG products. Although the original product contains less than 10 percent salt, the company has developed a salt-free product to compete with other such products. The dollar volume for the seasoned salt category in the seven markets the company is in will amount to $7,931,889 in 2004. In 2003, sales of the company in the Oklahoma market were 5.5 percent of the total sales for that market for the eight-month period that the company was operational. Since these sales were accomplished with absolutely no advertising, the company can be even more successful in the future in all seven current markets with a fully developed and funded advertising campaign. The marketing approach will include advertisements in the print media, with ads on “food day” offering cents-off coupons. This program will take place in all seven markets, while stores will continue to use floor displays for demonstrations. Nearly 100 percent warehouse penetration should be achieved in 2004 in these markets. The goal for the category of salt substitutes for 2004 is 10 percent of the market share. This larger market share can be achieved since there are only a few competitors, Mrs. Dash, AMBI Inc. with Cordia Salt Alternative, and RCN with No Salt. The company’s product is superior in all respects and has a retail price advantage of 10 to 20 cents per can. In addition, the company’s product is much more versatile than competitors’ products. Aggressive marketing and advertising will emphasize the tremendous versatility of usage as well as the great taste and health benefits of the product. The informal consumer surveys at demonstrations indicated that consumers prefer Nature Bros. to competitors’ products by a wide margin. A new product, which is already developed, will be added during this time. Called “Enhance,” it too is a dry-mixed, non cooked, low-overhead, high-profit food product. Its category of MSG products has a dollar volume of $1,957,090 in these markets. This category includes only one main competitor, Accent, made by Pet Inc. Accent has not been heavily advertised, and it is a one-line product with little initial name recognition. The company’s new product will have a 10- to 20-cent per can retail price advantage to help achieve a 5 percent share of this category. In summary, 2004 will be spent solidifying the company’s present market positions. 2005

OBJECTIVES The company intends to open eight new markets in 2005 that include Los Angeles, Phoenix, Portland, Sacramento, Salt Lake City, San Francisco, Seattle, and Spokane. These new markets make up 17.1 percent of grocery store sales, according to the Progressive Grocer’s Marketing Guidebook, the industry standard. In the category of seasoned salt, these markets have a dollar volume of $15,218,886 a year. Salt substitutes sell at a volume of $10,064,028, and the MSG category $3,285,528. With proper advertising, the company’s shares forecast in our current markets will also be realized. A 5 percent penetration of the seasoned salt category is a very conservative projection considering the strong health consciousness of the West Coast. The products will be introduced in shippers, used in store demonstrations, and supported with media advertising to achieve at least a 5 percent market share. This would result in sales of $760,943 in that category. A 10 percent penetration is targeted in the salt-free category. Using aggressive marketing, price advantage at retail, and better packaging, the company will be well positioned against the lower-quality products of our competitors. With the dollar volume of this category at $10,064,028, a conservative estimate of our share would be $1,006,420. In the category of MSG, a 5 percent share will be achieved. The main competitor in this category does very little advertising. Again, attractive packaging, aggressive marketing, high quality, and a retail price advantage of 30–40 cents per unit will enable the company to realize a 5 percent market penetration. This share of the West Coast markets will generate sales of $164,276. Total sales of all three products in these eight new markets will be around $1,931,639. The company plans to continue to solidify the markets previously established through the use of coupons, co-op advertising, quality promotions, and word-of-mouth advertising. Market share in these original markets should increase by another 2.5 percent in 2005. The dollar volume of the seasoned salt category in 2005 should be around $9,522,472, and our market share at 7.5 percent would amount to $714,185. The dollar volume for the salt substitute category would be $6,220,748, giving sales at 12.5 percent of $775,593. In the MSG category, a 7.5 percent market share of the $2,055,864 volume would give sales of $154,189. The company’s total sales for the existing markets in 2005 will be in excess of $1,643,967. The totals for 2005 sales of Nature Bros. Old Fashioned Seasoning will be $1,475,128. Nature Bros. Salt-Free volume should be $1,784,013. The sales of Enhance, our MSG product, should be $318,465. This will give us a total sales volume of $3,557,606 for all three products in 2005.

FINANCIAL NEEDS AND PROJECTIONS In this plan, Morris indicated a need for $100,000 equity infusion to expand sales, increase markets, and add new products. The money would be used to secure warehouse stocking space, do cooperative print advertising, give point-of-purchase display allowances, and pay operating expenses.

NEW PRODUCT DEVELOPMENT The company plans to continue an ongoing research and development program to introduce new and winning products. Four products are already developed that will be highly marketable and easily produced. Personnel are dedicated to building a large and profitable company and attracting quality brokers. The next new product targets a different market segment but can be brought online for about $25,000 by using our existing machinery, types of containers, and display pieces. A highly respected broker felt that the product would be a big success. The broker previously represented the only major producer of a similar product, Pet Inc., which had sales of $4.36 million in 1985. The company can achieve at least a 5 percent market share with this product in the first year. The company’s product will be at least equal in quality and offer a 17 percent price advantage to the consumer, while still making an excellent profit. Another new product would require slightly different equipment. This product would be initially produced by a private-label manufacturer. The product would be established before any major machinery was purchased. Many large companies use private-label manufacturers, or co-packers, as they are called in the trade. Consumer tests at demonstrations and food shows have indicated that each of these products will be strong. PLANT AND EQUIPMENT The company’s plant is located in a nearly new metal building in Rose, Oklahoma. The lease on the building limits payments to no more than $300 per month for the next seven years. The new computer-controlled filling equipment will be paid off in two months, and the seaming equipment is leased from the company’s container manufacturer for only $1 per year. The company has the capability of producing about 300,000 units a month with an additional $15,000 investment for an automatic conveyer system and a bigger product mixer. This production level would require two additional plant personnel, working one shift with no overtime. The company could double this production if needed with the addition of another shift. One of the main advantages of the company’s business is the very small overhead required to produce the products. The company can generate enough product to reach sales of approximately $4 million a year while maintaining a production payroll of only $37,000 a year. To meet the previously outlined production goals, the company will need to purchase another filling machine in 2005. This machine will be capable of filling two cans at once with an overall speed of 75 cans per minute, which would increase capacity to 720,000 units a month. A higher-speed seaming machine will also need to be purchased. The filling machine would cost approximately $22,000; a rebuilt seamer would cost $25,000, while a new one would cost $50,000. With the addition of these two machines, the company would have a capacity of 1,020,000 units per month on one shift. By 2006, the company will have to decide whether to continue the lease or buy the property where located and expand the facilities. The property has plenty of land for expansion for the next five years. The company has the flexibility to produce other types of products with the same equipment and can react quickly to changes in customer preferences and modify its production line to meet such demands as needed.

CASE 2-3: Starnes-Brenner Machine Tool Company: To Bribe or Not to Bribe?

The Starnes-Brenner Machine Tool Company of Iowa City, Iowa, has a small one-man sales offi ce headed by Frank Rothe in Latino, a major Latin American country. Frank has been in Latino for about 10 years and is retiring this year; his replacement is Bill Hunsaker, one of Starnes-Brenner’s top salespeople. Both will be in Latino for about eight months, during which time Frank will show Bill the ropes, introduce him to their principal customers, and, in general, prepare him to take over. Frank has been very successful as a foreign representative in spite of his unique style and, at times, complete refusal to follow company policy when it doesn’t suit him. The company hasn’t really done much about his method of operation, though from time to time he has angered some top company people. As President Jack McCaughey, who retired a couple of years ago, once remarked to a vice president who was complaining about Frank, “If he’s making money—and he is (more than any of the other foreign offi ces)—then leave the guy alone.” When McCaughey retired, the new chief immediately instituted organizational changes that gave more emphasis to the overseas operations, moving the company toward a truly worldwide operation into which a loner like Frank would probably not fi t. In fact, one of the key reasons for selecting Bill as Frank’s replacement, besides Bill’s record as a top salesperson, is Bill’s capacity to be an organization man. He understands the need for coordination among operations and will cooperate with the home offi ce so that the Latino offi ce can be expanded and brought into the mainstream. The company knows there is much to be learned from Frank, and Bill’s job is to learn everything possible. The company certainly doesn’t want to continue some of Frank’s practices, but much of his knowledge is vital for continued, smooth operation. Today, Starnes-Brenner’s foreign sales account for about 25 percent of the company’s total profi ts, compared with about 5 percent only 10 years ago. The company is actually changing character, from being principally an exporter, without any real concern for continuous foreign market representation, to having worldwide operations, where the foreign divisions are part of the total effort rather than a stepchild operation. In fact, Latino is one of the last operational divisions to be assimilated into the new organization. Rather than try to change Frank, the company has been waiting for him to retire before making any signifi cant adjustments in its Latino operations. Bill Hunsaker is 36 years old, with a wife and three children; he is a very good salesperson and administrator, though he has had no foreign experience. He has the reputation of being fair, honest, and a straight shooter. Some back at the home offi ce see his assignment as part of a grooming job for a top position, perhaps eventually the presidency. The Hunsakers are now settled in their new home after having been in Latino for about two weeks. Today is Bill’s fi rst day on the job. When Bill arrived at the offi ce, Frank was on his way to a local factory to inspect some Starnes-Brenner machines that had to have some adjustments made before being acceptable to the Latino. government agency buying them. Bill joined Frank for the plant visit. Later, after the visit, we join the two at lunch. Bill, tasting some chili, remarks, “Boy! This certainly isn’t like the chili we have in America.” “No, it isn’t, and there’s another difference, too. The Latinos are Americans and nothing angers a Latino more than to have a ‘Gringo’ refer to the United States as America as if to say that Latino isn’t part of America also. The Latinos rightly consider their country as part of America (take a look at the map), and people from the United States are North Americans at best. So, for future reference, refer to home either as the United States, States, or North America, but, for gosh sakes, not just America. Not to change the subject, Bill, but could you see that any change had been made in those S-27s from the standard model?” “No, they looked like the standard. Was there something out of whack when they arrived?” “No, I couldn’t see any problem—I suspect this is the best piece of sophisticated bribe taking I’ve come across yet. Most of the time the Latinos are more ‘honest’ about their mordidas than this.” “What’s a mordida ?” Bill asks. “You know, kumshaw , dash , bustarella , mordida ; they are all the same: a little grease to expedite the action. Mordida is the local word for a slight offering or, if you prefer, bribe,” says Frank. Bill quizzically responds, “Do we pay bribes to get sales?” “Oh, it depends on the situation, but it’s certainly something you have to be prepared to deal with.” Boy, what a greenhorn, Frank thinks to himself, as he continues, “Here’s the story. When the S-27s arrived last January, we began uncrating them and right away the jefe engineer (a government offi cial)— jefe , that’s the head man in charge—began extra-careful examination and declared there was a vital defect in the machines; he claimed the machinery would be dangerous and thus unacceptable if it wasn’t corrected. I looked it over but couldn’t see anything wrong, so I agreed to have our staff engineer check all the machines and correct any fl aws that might exist. Well, the jefe said there wasn’t enough time to wait for an engineer to come from the States, that the machines could be adjusted locally, and we could pay him and he would make all the necessary arrangements. So, what do you do? No adjustment his way and there would be an order canceled; and, maybe there was something out of line, those things have been known to happen. But for the life of me, I can’t see that anything had been done since the machines were supposedly fi xed. So, let’s face it, we just paid a bribe, and a pretty darn big bribe at that—about $1,200 per machine. What makes it so aggravating is that that’s the second one I’ve had to pay on this shipment.” “The second?” asks Bill. “Yeah, at the border, when we were transferring the machines to Latino trucks, it was hot and they were moving slow as molasses. It took them over an hour to transfer one machine to a Latino truck and we had ten others to go. It seemed that every time I spoke to the dock boss about speeding things up, they just got slower. Finally, out of desperation, I slipped him a fi stful of pesos. and, sure enough, in the next three hours they had the whole thing loaded. Just one of the local customs of doing business. Generally, though, it comes at the lower level where wages don’t cover living expenses too well.” There is a pause, and Bill asks, “What does that do to our profi ts?” “Runs them down, of course, but I look at it as just one of the many costs of doing business—I do my best not to pay, but when I have to, I do.” Hesitantly, Bill replies, “I don’t like it, Frank. We’ve got good products, they’re priced right, we give good service, and keep plenty of spare parts in the country, so why should we have to pay bribes? It’s just no way to do business. You’ve already had to pay two bribes on one shipment; if you keep it up, the word’s going to get around and you’ll be paying at every level. Then all the profi t goes out the window—you know, once you start, where do you stop? Besides that, where do we stand legally? The Foreign Bribery Act makes paying bribes like you’ve just paid illegal. I’d say the best policy is to never start: You might lose a few sales, but let it be known that there are no bribes; we sell the best, service the best at fair prices, and that’s all.” “You mean the Foreign Corrupt Practices Act, don’t you?” Frank asks, and continues, in an I’m-not-really-so-out-of-touch tone of voice, “Haven’t some of the provisions of the Foreign Corrupt Practices Act been softened somewhat?” “Yes, you’re right, the provisions on paying a mordida or grease have been softened, but paying the government offi cial is still illegal, softening or not,” replies Bill. Oh boy! Frank thinks to himself as he replies, “Look, what I did was just peanuts as far as the Foreign Corrupt Practices Act goes. The people we pay off are small, and, granted we give good service, but we’ve only been doing it for the last year or so. Before that I never knew when I was going to have equipment to sell. In fact, we only had products when there were surpluses stateside. I had to pay the right people to get sales, and besides, you’re not back in the States any longer. Things are just done different here. You follow that policy and I guarantee that you’ll have fewer sales because our competitors from Germany, Italy, and Japan will pay. Look, Bill, everybody does it here; it’s a way of life, and the costs are generally refl ected in the markup and overhead. There is even a code of behavior involved. We’re not actually encouraging it to spread, just perpetuating an accepted way of doing business.” Patiently and slightly condescendingly, Bill replies, “I know, Frank, but wrong is wrong and we want to operate differently now. We hope to set up an operation here on a continuous basis; we plan to operate in Latino just like we do in the United States. Really expand our operation and make a long-range market commitment, grow with the country! And one of the fi rst things we must avoid is unethical . . .” Frank interrupts, “But really, is it unethical? Everybody does it, the Latinos even pay mordidas to other Latinos; it’s a fact of life— is it really unethical? I think that the circumstances that exist in a country justify and dictate the behavior. Remember, man, ‘When in Rome, do as the Romans do.’” Almost shouting, Bill blurts out, “I can’t buy that. We know that our management practices and relationships are our strongest point. Really, all we have to differentiate us from the rest of our competition, Latino and others, is that we are better managed and, as far as I’m concerned, graft and other unethical behavior have got to be cut out to create a healthy industry. In the long run, it should strengthen our position. We can’t build our future on illegal and unethical practices.” Frank angrily replies, “Look, it’s done in the States all the time. What about the big dinners, drinks, and all the other hanky-panky that goes on? Not to mention PACs’ [Political Action Committee] payments to congressmen, and all those high speaking fees certain congressmen get from special interests. How many congressmen have gone to jail or lost reelection on those kinds of things? What is that, if it isn’t mordida the North American way? The only difference is that instead of cash only, in the United States we pay in merchandise and cash.” “That’s really not the same and you know it. Besides, we certainly get a lot of business transacted during those dinners even if we are paying the bill.” “Bull. The only difference is that here bribes go on in the open; they don’t hide it or dress it in foolish ritual that fools no one. It goes on in the United States and everyone denies the existence of it. That’s all the difference—in the United States we’re just more hypocritical about it all.” “Look,” Frank continues, almost shouting, “we are getting off on the wrong foot and we’ve got eight months to work together. Just keep your eyes and mind open and let’s talk about it again in a couple of months when you’ve seen how the whole country operates; perhaps then you won’t be so quick to judge it absolutely wrong.” Frank, lowering his voice, says thoughtfully, “I know it’s hard to take; probably the most disturbing problem in underdeveloped countries is the matter of graft. And, frankly, we don’t do much advance preparation so we can deal fi rmly with it. It bothered me at fi rst; but then I fi gured it makes its economic contribution, too, since the payoff is as much a part of the economic process as a payroll. What’s our real economic role, anyway, besides making a profi t, of course? Are we developers of wealth, helping to push the country to greater economic growth, or are we missionaries? Or should we be both? I really don’t know, but I don’t think we can be both simultaneously, and my feeling is that, as the company prospers, as higher salaries are paid, and better standards of living are reached, we’ll see better ethics. Until then, we’ve got to operate or leave, and if you are going to win the opposition over, you’d better join them and change them from within, not fi ght them.” Before Bill could reply, a Latino friend of Frank’s joined them, and they changed the topic of conversation.

QUESTIONS 1. Is what Frank did ethical? By whose ethics—those of Latino or the United States?

2. Are Frank’s two different payments legal under the Foreign Corrupt Practices Act as amended by the Omnibus Trade and Competitiveness Act of 1988?

3. Identify the types of payments made in the case; that is, are they lubrication, extortion, or subornation?

4. Frank seemed to imply that there is a similarity between what he was doing and what happens in the United States. Is there any difference? Explain.

5. Are there any legal differences between the money paid to the dockworkers and the money paid the jefe (government official)? Any ethical differences?

Describe in words what the function of each line is in the following SQL query

The lyrics database is provided under question 3 for context

1. select studioID, studioname, base from salespeople sa inner join studios st on (sa.salesID = st.salesid) where base < 300

2.

SELECT artistName

         FROM Artists

        WHERE artistID IN

                (SELECT artistID

                       FROM    Titles)

3. select m.lastname, m.firstname, s.lastname        

from members m inner join salespeople s using (salesID)        

order by m.lastname asc;

The lyrics database is provided below

DROP TABLES IF EXISTS Artists,Genre, Members, Titles, Tracks,SalesPeople,Studios,XrefArtistsMembers;
DROP TABLES IF EXISTS Authors,Publishers,Titles,Title_Authors,Royalties;
DROP TABLES IF EXISTS Products,Customers,Orders,Order_details;
DROP TABLES IF EXISTS Sailors,Boats,Reserves;

CREATE TABLE Artists (
        ArtistID int, 
        ArtistName varchar (50) NOT NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        Country varchar (20) NULL ,
        WebAddress varchar (40) NULL ,
        EntryDate date NULL ,
        LeadSource varchar (10) NULL 
);

Insert Into Artists Values(1,'The Neurotics','Peterson','NC','USA','www.theneurotics.com','2003-05-14','Directmail');
Insert Into Artists Values(2,'Louis Holiday','Clinton','IL','USA' ,NULL,'2003-06-03','Directmail');
Insert Into Artists Values(3,'Word','Anderson','IN','USA',NULL,'2003-06-08','Email');
Insert Into Artists Values(5,'Sonata','Alexandria','VA','USA','www.classical.com/sonata','2003-06-08','Ad');
Insert Into Artists Values(10,'The Bullets','Alverez','TX','USA',NULL,'2003-08-10','Email');
Insert Into Artists Values(14,'Jose MacArthur','Santa Rosa','CA','USA','www.josemacarthur.com','2003-08-17','Ad');
Insert Into Artists Values(15,'Confused','Tybee Island','GA','USA',Null,'2003-09-14','Directmail');
Insert Into Artists Values(17,'The Kicks','New Rochelle','NY','USA',NULL,'2003-12-03','Ad');
Insert Into Artists Values(16,'Today','London','ONT','Canada','www.today.com','2003-10-07','Email');
Insert Into Artists Values(18,'21 West Elm','Alamaba','VT','USA','www.21westelm.com','2003-02-05','Ad');
Insert Into Artists Values(11,'Highlander','Columbus','OH','USA',NULL,'2002-08-10','Email');

CREATE TABLE Genre (
        Genre varchar (15)  
);

Insert into Genre Values('alternative');
Insert into Genre Values('classical');
Insert into Genre Values('jazz');
Insert into Genre Values('metal');
Insert into Genre Values('R&B');
Insert into Genre Values('rap');
Insert into Genre Values('pop');

CREATE TABLE Members (
        MemberID int ,
        FirstName varchar (25) NULL ,
        LastName varchar (25) NULL ,
        Address varchar (60) NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        PostalCode varchar (10) NULL ,
        Country varchar (20) NULL ,
        HomePhone varchar (16) NULL ,
        WorkPhone varchar (16) NULL ,
        EMail varchar (40) NULL ,
        Gender char (1) NULL ,
        Birthday date NULL ,
        SalesID smallint NULL 
);

Insert Into Members Values(10,'Roberto','Alvarez','Rt 1','Anderson','IN','46019','USA','7651552983','7651628837','[email protected]','M','1968-01-18',2);
Insert Into Members Values(31,'Jose','MacArthur','51444 Vine','Santa Rosa','CA','99999','USA','6331289393',Null,'[email protected]','M','1978-06-24',1);
Insert Into Members Values(13,'Mary','Chrisman','1772 East 117th','Fishers','IN','46123','USA','3171820387',Null,'[email protected]','F','1973-03-01',1);
Insert Into Members Values(15,'Warren','Boyer','167 Alamo Dr','Alverez','TX','75601','USA','8221722883',Null,'[email protected]','M','1969-04-19',2);
Insert Into Members Values(32,'Doug','Finney','2020 Dubois','Savannah','GA','30003','USA','9821222929',Null,'[email protected]','M','1963-08-04',3);
Insert Into Members Values(19,'Terry','Irving','18a 7th St','Tybee Island','GA','30004','USA','5411252093',Null,Null,'M','1959-06-22',3);
Insert Into Members Values(21,'Michelle','Henderson','201 Bonaventure','Savannah','GA','30005','USA','8221928273',Null,Null,'F','1964-03-15',2);
Insert Into Members Values(34,'William','Morrow','PO Box 1882','New Rochelle','NY','10014','USA','9981722928',Null,'[email protected]','M','1965-03-17',2);
Insert Into Members Values(29,'Frank','Payne','5412 Clinton','New Rochelle','NY','10014','USA','9981737464',Null,Null,'M','1960-01-17',1);
Insert Into Members Values(35,'Aiden','Franks','167 East 38th','Alverez','TX','75601','USA','8321729283','8321723833','[email protected]','M','1983-09-02',2);
Insert Into Members Values(3,'Bryce','Sanders','PO Box 1292','Peterson','NC','27104','USA','6441824283',Null,'[email protected]','M','1966-06-11',2);
Insert Into Members Values(14,'Carol','Wanner','787 Airport Rd','Alverez','TX','75601','USA','6831223944',Null,Null,'F','1978-11-08',3);
Insert Into Members Values(33,'Brian','Ranier','23 Gregory Lane','London','ONT','M6Y 2Y7 ','Canada','6231842933',Null,Null,'M','1957-10-19',3);
Insert Into Members Values(7,'Marcellin','Lambert','142 Sample Rd','Alexandria','VA','20102','USA','8331929302',Null,'[email protected]','M','1959-11-14',3);
Insert Into Members Values(8,'Caroline','Kale','1515 Stone Church Rd','Allen','VA','20321','USA','7321223742',Null,Null,'F','1956-05-30',3);
Insert Into Members Values(9,'Kerry','Fernandez','15 Midway','Lynchberg','VA','21223','USA','2211229384','2211223939',Null,'M','1962-01-16',1);
Insert Into Members Values(26,'Tony','Wong','115 Maple St','McKensie','ONT','M8H 3T1','Canada','3311692832','3311692822','[email protected]','M','1955-11-01',2);
Insert Into Members Values(18,'Bonnie','Taft','RR4','Alamaba','VT','05303','USA','3721223292',Null,'[email protected]','F','1960-09-21',1);
Insert Into Members Values(20,'Louis','Holiday','15 Davis Ct','Clinton','IL','63882','USA','1451223838',Null,Null,'M','1969-07-27',2);
Insert Into Members Values(22,'Bobby','Crum','RR2','Pine','VT','05412','USA','1831828211',Null,Null,'M','1965-06-10',3);
Insert Into Members Values(28,'Vic','Cleaver','100 Maple','Reston','VT','05544','USA','8111839292',Null,Null,'M','1957-02-10',2);
Insert Into Members Values(30,'Roberto','Goe','14 Gray Rd','Columbus','OH','48110','USA','2771123943',Null,Null,'M','1967-09-12',1);
Insert Into Members Values(36,'Davis','Goodman','2020 Country Rd','Columbus','OH','48318','USA','2771152882','2771128833','[email protected]','M','1980-10-27',2);


CREATE TABLE SalesPeople (
        SalesID smallint ,
        FirstName varchar (20) NOT NULL ,
        LastName varchar (20) NOT NULL ,
        Initials varchar (3) NULL ,
        Base decimal(5,2) NULL,
        Supervisor smallint NUll
);

Insert into SalesPeople Values(1,'Bob','Bentley','bbb',100,4);
Insert into SalesPeople Values(2,'Lisa','Williams','lmw',300,4);
Insert into SalesPeople Values(3,'Clint','Sanchez','cls',100,1);
Insert into SalesPeople Values(4,'Scott','Bull','sjb',Null, Null);      


CREATE TABLE Studios (
        StudioID int,
        StudioName varchar (40) NULL ,
        Address varchar (60) NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        PostalCode varchar (10) NULL ,
        Country varchar (20) NULL ,
        WebAddress varchar (40) NULL ,
        Contact varchar (50) NULL ,
        EMail varchar (40) NULL ,
        Phone varchar (16) NULL ,
        SalesID smallint NULL 
);

Insert Into Studios Values(1,'MakeTrax','3000 S St Rd 9','Anderson','IN','46012','USA','www.maketrax.com','Gardner Roberts','[email protected]','7651223000',3);
Insert Into Studios Values(2,'Lone Star Recording','PO Box 221','Davis','TX','76382','USA','www.lsrecords.com','Manuel Austin','[email protected]','8821993748',2);
Insert Into Studios Values(3,'Pacific Rim','681 PCH','Santa Theresa','CA','99320','USA','www.pacrim.org','Harry Lee','[email protected]','3811110033',2);


CREATE TABLE Titles (
        TitleID int ,
        ArtistID int NULL ,
        Title varchar (50) NULL ,
        StudioID int NULL ,
        UPC varchar (13) NULL ,
        Genre varchar (15) NULL 
);

Insert Into Titles Values(1,1,'Meet the Neurotics',1,'2727366627','alternative');
Insert Into Titles Values(3,15,'Smell the Glove',2,'1283772282','metal');
Insert Into Titles Values(4,10,'Time Flies',3,'1882344222','alternative');
Insert Into Titles Values(5,1,'Neurotic Sequel',1,'2828830202','alternative');
Insert Into Titles Values(6,5,'Sonatas',2,'3999320021','classical');
Insert Into Titles Values(7,2,'Louis at the Keys',3,'3838227111','jazz');


CREATE TABLE Tracks (
        TitleID int NOT NULL ,
        TrackNum smallint NOT NULL ,
        TrackTitle varchar (50) NULL ,
        LengthSeconds smallint NULL ,
        MP3 smallint NULL ,
        RealAud smallint NULL 
);

Insert Into Tracks Values(1,1,'Hottie',233,1,1);
Insert Into Tracks Values(1,2,'Goodtime March',293,1,1);
Insert Into Tracks Values(1,3,'TV Day',305,1,1);
Insert Into Tracks Values(1,4,'Call Me an Idiot',315,1,1);
Insert Into Tracks Values(1,5,'25',402,1,1);
Insert Into Tracks Values(1,6,'Palm',322,1,1);
Insert Into Tracks Values(1,7,'Front Door',192,1,1);
Insert Into Tracks Values(1,8,'Where''s the Rain',175,1,1);
Insert Into Tracks Values(3,1,'Fat Cheeks',352,1,1);
Insert Into Tracks Values(3,2,'Rocky and Natasha',283,1,1);
Insert Into Tracks Values(3,3,'Dweeb',273,1,1);
Insert Into Tracks Values(3,4,'Funky Town',252,1,1);
Insert Into Tracks Values(3,5,'Shoes',182,1,1);
Insert Into Tracks Values(3,6,'Time In - In Time',129,1,1);
Insert Into Tracks Values(3,7,'Wooden Man',314,0,0);
Insert Into Tracks Values(3,8,'UPS',97,0,0);
Insert Into Tracks Values(3,9,'Empty',182,0,0);
Insert Into Tracks Values(3,10,'Burrito',65,0,0);
Insert Into Tracks Values(4,1,'Bob''s Dream',185,1,1);
Insert Into Tracks Values(4,2,'My Wizard',233,1,1);
Insert Into Tracks Values(4,3,'Third''s Folly',352,1,1);
Insert Into Tracks Values(4,4,'Leather',185,1,1);
Insert Into Tracks Values(4,5,'Hot Cars Cool Nights',192,1,1);
Insert Into Tracks Values(4,6,'Music in You',204,1,1);
Insert Into Tracks Values(4,7,'Don''t Care About Time',221,1,1);
Insert Into Tracks Values(4,8,'Kiss',218,1,1);
Insert Into Tracks Values(4,9,'Pizza Box',183,1,1);
Insert Into Tracks Values(4,10,'Goodbye',240,1,1);
Insert Into Tracks Values(5,1,'Song 1',285,1,1);
Insert Into Tracks Values(5,2,'Song 2',272,1,1);
Insert Into Tracks Values(5,3,'Song 3',299,1,1);
Insert Into Tracks Values(5,4,'Song 4',201,1,1);
Insert Into Tracks Values(5,5,'Song 5',198,1,0);
Insert Into Tracks Values(5,6,'Song 6',254,1,0);
Insert Into Tracks Values(5,7,'Song 7',303,1,1);
Insert Into Tracks Values(5,8,'Song 8',230,1,0);
Insert Into Tracks Values(5,9,'Song 8 and 1/2',45,1,0);
Insert Into Tracks Values(6,1,'Violin Sonata No. 1 in D Major',511,1,1);
Insert Into Tracks Values(6,2,'Violin Sonata No. 2 in A Major',438,1,1);
Insert Into Tracks Values(6,3,'Violin Sonata No. 4 in E Minor',821,1,0);
Insert Into Tracks Values(6,4,'Piano Sonata No. 1',493,1,0);
Insert Into Tracks Values(6,5,'Clarinet Sonata in E Flat',399,1,0);
Insert Into Tracks Values(7,1,'I Don''t Know',201,1,0);
Insert Into Tracks Values(7,2,'What''s the Day',332,1,0);
Insert Into Tracks Values(7,3,'Sirius',287,1,0);
Insert Into Tracks Values(7,4,'Hamburger Blues',292,1,0);
Insert Into Tracks Values(7,5,'Road Trip',314,1,0);
Insert Into Tracks Values(7,6,'Meeting You',321,1,1);
Insert Into Tracks Values(7,7,'Improv 34',441,1,1);
Insert Into Tracks Values(7,8,'Hey',288,1,1);


CREATE TABLE XrefArtistsMembers (
        MemberID int NOT NULL ,
        ArtistID int NOT NULL ,
        RespParty smallint NOT NULL 
       );

Insert into XrefArtistsMembers Values(20,2,1);
Insert into XrefArtistsMembers Values(31,14,1);
Insert into XrefArtistsMembers Values(3,1,1);
Insert into XrefArtistsMembers Values(10,3,1);
Insert into XrefArtistsMembers Values(13,3,0);
Insert into XrefArtistsMembers Values(7,5,1);
Insert into XrefArtistsMembers Values(8,5,0);
Insert into XrefArtistsMembers Values(9,5,0);
Insert into XrefArtistsMembers Values(32,15,0);
Insert into XrefArtistsMembers Values(19,15,1);
Insert into XrefArtistsMembers Values(21,15,0);
Insert into XrefArtistsMembers Values(34,17,1);
Insert into XrefArtistsMembers Values(29,17,0);
Insert into XrefArtistsMembers Values(15,10,1);
Insert into XrefArtistsMembers Values(35,10,0);
Insert into XrefArtistsMembers Values(14,10,0);
Insert into XrefArtistsMembers Values(33,16,1);
Insert into XrefArtistsMembers Values(26,16,0);
Insert into XrefArtistsMembers Values(18,18,1);
Insert into XrefArtistsMembers Values(28,18,0);
Insert into XrefArtistsMembers Values(22,18,0);
Insert into XrefArtistsMembers Values(30,11,1);
Insert into XrefArtistsMembers Values(36,11,0);

show tables;

Q1.Discuss Lewins model and Kotters model for change with reference to GE Motors.-7 marks

Q2.What are the two strategies adopted by GE Motors in order to bring change and gain market share.-8 marks.

Abstract— The main purpose of this article was to elaborate and bring to light the core concept of the organization change, how it works, diverse factors which moves organization to change, steps for change, resistance for change, change forces, change management approaches and last an example of General Motor (GM) has given that how change was taken place in the organization and what was the strategies for change management. Recommendations and conclusion form the last part of the paper. Keywords - Organization change, Factors, Resistance, GM.

ORGANIZATIONAL CHANGE: A BRIEF INTRODUCTION The business world to day is going very fast and new technology new methods of production and new taste of customers and new market trends as well as new strategies for best control of the organizations and motivation of employees are emerging and taking place from old to new methods, because the customers are the emperor of market and most of the company now spending billions of amount on research and development in the organization, by keeping in view all these things the managers and experts of the today businesses now compel to decide about the change management in the organizations, because business activities now are globalize, and every organization strive to sustained the loyal customers, trained the employees, introduce and adopt new methods of production and best control the activities of the organization, so from here the concept of change management or organization change starts. When the company feel that the activities which they are doing, the management, the way of administration, the use of technology, the human resource policies, the culture of the organization, the liking and disliking the contents and context of the organization by the employees, organization structure, group concept ,the product quality are continuously destroying the image and reputation of the organization the question arises that how will change the organization in present scenario, so when the expert specialist decides about all the situation and preparing for changing the organization it leads to the concept of organizational change or change management[1] . In the word of coetsee he said that it is the ability of the management that how they can get maximum benefits and support form change which reduces resistant from the side of employees and encourage appreciate acceptance and support. The process of changing the activities of the organization as well as the implementation of the procedures and technologies to achieve the desire objective of the organization, in simple words to change the environment of the business organization and to achieve a high profit from that change, usually change management includes different aspects such as control change, adaptation change and effecting change. The final goal of the change management is the long term sustainability of the organization. organizational change simply means to change the activities of the organization concern it may includes to change the culture of the organization, technology, business process, change of employees, rules and procedures, recruitment and selection, design of jobs, method of appraisal, and human resource techniques, physical environment of the organization, methods of training and development, job skill and knowledge etc. when the change of the concern organization is fundamental it is called organization transformations. Change management means when all the needed actions are taken to improve the present situation for future to implement the change strategies to get the maximum advantages and also see that the objectives of the organization is achieving or not.

Factors Behind The Organization Change As we have mentioned before that organization change occurs due to some factors that may be external or internal, such factors may also bring change in the activities of he organization and may also create problems to harder the change process, as every know that change creates resistance, and this resistance may creates huge problems, resistance to change is also from the old employees or middle level managers or people as they always appose to the change strategies due to their own way of thinking and perception regarding the change concept, this may be due to lake of knowledge about the situation or due to the self interest of thold employees but what ever may be the reasons but it is fact that change always bring resistance, now it is up to mangers that how they reduce the intensity of the resistance and implement the whole change strategic business model in the organization.

Change Forces The following are the main forces which bring change in the organization. These are as under but it may depend on the organization environment and the context of the organization. Change in new government policies and legislation, Change and development in new materials, Social and culture value change, Change in national and global economic condition and trade policies and regulation, Technology development, Change in customer taste and requirements, Development and innovation in manufacturing process, New products and services design innovation, New ideas about the products that how to deliver customers value and satisfaction, Office and factory relocation closer to customers, suppliers, and market, nature of the workforce, technology , economic shocks, completion, social trends, and world politics.

Resistance to Change Change creates resistance to change in every organization; it is the react response from the side of the old employees. When change strategies have implemented in the organization the employees quickly respond by voicing complaints, engaging in work slowdown, threatening to go on strike, etc. but care should be taken by the change management expert to overcome the resistance

Major force for resistance to change: resistance to change forces categorize into two main heading, 1) individual sources and 2) organizational sources

1). Individual Source Resistance To Change Includes The Following. Habit, security, selective information processing, economic factors, fear of the unknown.

2). Organizational Sources for Resistance to Change Include the Following. Limited focus on change, organization structural inertia, threat to expertise, threat to established power relationship, group inertia, threat to established resource allocation.

3). Overcoming to Resistance to Change. Overcoming to resistance to change means to use the tactics to reduce the intensity of the resistance to change, the change agents have the ability to use these tactics. are as under. a) Implementing change fairly. b) Selection people who accept change

c) Education and communication

d)Participation

e) Building support and commitment

f) Manipulation and cooptation

.Organizational Change Managing Approaches

When change management taken place in the organization, now the question is how best one can manage change. There are four approaches to change management. Lewins classic three step model of change process, kotters eight step plan, action research, and organizational development. According to the lewins model the organization must follow three steps for successful change management, which are. Unfreezing: the status quo, changing to overcome the pressure of both individual resistance and group conformity. Movement; desire end state, a change process that transforms the organization from the status quo to a desired end state. And refreezing the new change to make it permanent, stabilizing a change intervention by balancing driving and restraining forces. [4]

.Kotters Eight Step Plan. To more elaborate the lewins model kotters have develop eight steps which can be adopted to implement change.

These are 1) Establish a sense of urgency that why a change is needed. 2) Form enough power to lead the change 3) Create a new vision to direct the change and strategies for achieving the vision 4) Vision communication in organization 5) Empower others to act on vision by removing barriers 6) Plan for, create short term reward to move the organization toward the new vision 7) Continues improvement and make necessary adjustment in new programs. 8) Reinforce the change by demonstrating the relationship between new behaviors. (Source Stephen, 2005)

Organizational Development Techniques The change agent considers the following technique to bring organizational development. Sensitivity training, team building, process consultation, survey feed back, appreciative inquiry and inter group development. These are the important technique which should adopt by change specialist to bring effective development in the organization, because organizational development is vital for organizational change.

Change Management at General Motor

General motor established in 1908. that time the company was the sole carmaker dealer in the region, e.g. Michigan, first it was a holding Buick company, till 1920 it was becoming the world largest motor manufacturing company, the company got a tremendous success in time of Alfred salon, due to his leadership the company was producing new style and design car every year, and he had given such concept to the company. The other brand of the company is Chevrolet, Pontiac, Buick, and Cadillac. These were the different brand cars which were producing by company that time, and this way there were no other competitors to compete in the company different cars. But with emerging of the japans automakers the company felt threatened, specially the emerging of Toyota Japan, who with great extent disturbed the profitability of the GM, especially in the North American market. In 2001 the sale graph of the GM was in declined trend, because the Toyota had captured the market, this way the GM received loan form American government and Canadian government to support the company in that crises period. During 2009 the company had faced a bankruptcy and had closed several brand and sold out to china based company. Now the company again got his position in market by restructuring and making change in the company. Now the company is again operating business in the core brands in America such as Chevrolet, GMC, Buick, and Cadillac.

In this section we will highlight the reason and forces behind the change in general motor

External Forces

In external forces the GM which was greatly affected by the japans based company Toyota was the emerged competitors in that time, the north America is still the biggest market place for GM where the company sold out in recent year round about 2.9 million and the nearest competitor is Toyota and china based companies, these competitors with great extent disturbed the total profitability of the general motor, and the second external forces which the company faced a huge problem was financial crises which with great extent collapsed the cash flows of the company

Internal Forces.

The another force for change to GM was the high wages cost to employees as the company was paying $74 per hour as compared to Toyota $44 per hour, because GM was an agreement with trade union. And the GM was compelled to run the plant with minimum 80% capacity whether it was needed or not, these things play an important role in the bankruptcy of the company.

Types of Changes

By keeping in view the above discussion the company ultimate decided to bring or make change in the company, so the company decided to bring changes on some areas of the business, these were included, structural change, cost change, process change and cultural change.

Steps in the Change Management Process of General Motor.

While going on change management the GM, the company took some steps to adopt change these are the most recent change which the company had taken.

Cost Cutting.

The first steps which was taken by the GM is about cost cutting, the company has reduced its cost of some brands to maintain the profit level, such as the Saturn and hammer, by keeping the other company cost. Similarly the company also cut pay of employees which was the major problem to company. The company has achieved the target of cost cutting up to 15 billion in recent year.

Cultural Change

The general motor also changed the culture of the company, the GM removed it automotive product board, and automotive strategy up to 8 men board decision making team which were responsible to report directly to CEO. The main objective of such change is to speed up the day to day decision making process. The GM also changed the culture to improve the efficiency of the employees and make accountable and responsible one.

Problems to Change Process

In change management process the GM faced a variety of problems

Problems in Cultural Change The cultural plan was based on top down approach, which ignored totally the involvement of the employees as compared to other companies , some suggested that the company has not down top approach, in which employees feel satisfaction, so this regard the company empowered the employees by introducing in tailoring the down top approach. Rather than merely telling to employees what they do.

Problem with Cost Cutting As the cost cutting has an important place in the change management but it was faced great problem from the agreement of trade union, as the company was an agreement with not lowering the pay of the employees and maintain the capacity level.

Results of the Change Process As we have discussed that the GM had adopted changed previously also but these changes are recently those changes which adopted by the company in the year 2009. The results of he changes are as under.

Result of Cost Cutting The result of cost cutting of GM seems from its employment figure of 98 to 2009, it was reduced from 226000 to 101000 workers, and now the company is concentrating on sale rather than to further cut off, and also the company is deciding to reduce the worked force of the factory from 6oooo to 4oooo. And it will certainly lead to cost saving to the company.

Result of Cultural Change The general motor had also achieved good result from cultural change, and the employees now becoming aware about the responsibility and accountability, as well as the company also empowered the employees to give better productivity.

As we have discussed above that the general motor adopted tow main strategies for change management, recently one was cost cutting strategy for change management and other was cultural change management strategy, the company adopted two other change strategies but these are the most recent, by developing such strategies the company has achieved its market shares in north America again, as the company was threatened by the emerging of competitors in the automakers industry but the company decided to bring changes and now the company again in better position and he again maintained the brand of core products, beside of these the company also achieved the cost benefits by implementing these change strategies in the company.

Q1.Discuss Lewins model and Kotters model for change with reference to GE Motors.-7 marks

Q2.What are the two strategies adopted by GE Motors in order to bring change and gain market share.-8 marks.

Create the following SQL queries using the lyrics database below

1. List the first name, last name, and region of members who do not have an email.

2. List the first name, last name, and region of members who do not have an email and they either have a homephone ending with a 2 or a 3.

3. List the number of track titles that begin with the letter 's' and the average length of these tracks in seconds

4. Report the number of members by state and gender. Sort the results by the region

The lyrics database is below, thank you for help

DROP TABLES IF EXISTS Artists,Genre, Members, Titles, Tracks,SalesPeople,Studios,XrefArtistsMembers;
DROP TABLES IF EXISTS Authors,Publishers,Titles,Title_Authors,Royalties;
DROP TABLES IF EXISTS Products,Customers,Orders,Order_details;
DROP TABLES IF EXISTS Sailors,Boats,Reserves;

CREATE TABLE Artists (
        ArtistID int, 
        ArtistName varchar (50) NOT NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        Country varchar (20) NULL ,
        WebAddress varchar (40) NULL ,
        EntryDate date NULL ,
        LeadSource varchar (10) NULL 
);

Insert Into Artists Values(1,'The Neurotics','Peterson','NC','USA','www.theneurotics.com','2003-05-14','Directmail');
Insert Into Artists Values(2,'Louis Holiday','Clinton','IL','USA' ,NULL,'2003-06-03','Directmail');
Insert Into Artists Values(3,'Word','Anderson','IN','USA',NULL,'2003-06-08','Email');
Insert Into Artists Values(5,'Sonata','Alexandria','VA','USA','www.classical.com/sonata','2003-06-08','Ad');
Insert Into Artists Values(10,'The Bullets','Alverez','TX','USA',NULL,'2003-08-10','Email');
Insert Into Artists Values(14,'Jose MacArthur','Santa Rosa','CA','USA','www.josemacarthur.com','2003-08-17','Ad');
Insert Into Artists Values(15,'Confused','Tybee Island','GA','USA',Null,'2003-09-14','Directmail');
Insert Into Artists Values(17,'The Kicks','New Rochelle','NY','USA',NULL,'2003-12-03','Ad');
Insert Into Artists Values(16,'Today','London','ONT','Canada','www.today.com','2003-10-07','Email');
Insert Into Artists Values(18,'21 West Elm','Alamaba','VT','USA','www.21westelm.com','2003-02-05','Ad');
Insert Into Artists Values(11,'Highlander','Columbus','OH','USA',NULL,'2002-08-10','Email');

CREATE TABLE Genre (
        Genre varchar (15)  
);

Insert into Genre Values('alternative');
Insert into Genre Values('classical');
Insert into Genre Values('jazz');
Insert into Genre Values('metal');
Insert into Genre Values('R&B');
Insert into Genre Values('rap');
Insert into Genre Values('pop');

CREATE TABLE Members (
        MemberID int ,
        FirstName varchar (25) NULL ,
        LastName varchar (25) NULL ,
        Address varchar (60) NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        PostalCode varchar (10) NULL ,
        Country varchar (20) NULL ,
        HomePhone varchar (16) NULL ,
        WorkPhone varchar (16) NULL ,
        EMail varchar (40) NULL ,
        Gender char (1) NULL ,
        Birthday date NULL ,
        SalesID smallint NULL 
);

Insert Into Members Values(10,'Roberto','Alvarez','Rt 1','Anderson','IN','46019','USA','7651552983','7651628837','[email protected]','M','1968-01-18',2);
Insert Into Members Values(31,'Jose','MacArthur','51444 Vine','Santa Rosa','CA','99999','USA','6331289393',Null,'[email protected]','M','1978-06-24',1);
Insert Into Members Values(13,'Mary','Chrisman','1772 East 117th','Fishers','IN','46123','USA','3171820387',Null,'[email protected]','F','1973-03-01',1);
Insert Into Members Values(15,'Warren','Boyer','167 Alamo Dr','Alverez','TX','75601','USA','8221722883',Null,'[email protected]','M','1969-04-19',2);
Insert Into Members Values(32,'Doug','Finney','2020 Dubois','Savannah','GA','30003','USA','9821222929',Null,'[email protected]','M','1963-08-04',3);
Insert Into Members Values(19,'Terry','Irving','18a 7th St','Tybee Island','GA','30004','USA','5411252093',Null,Null,'M','1959-06-22',3);
Insert Into Members Values(21,'Michelle','Henderson','201 Bonaventure','Savannah','GA','30005','USA','8221928273',Null,Null,'F','1964-03-15',2);
Insert Into Members Values(34,'William','Morrow','PO Box 1882','New Rochelle','NY','10014','USA','9981722928',Null,'[email protected]','M','1965-03-17',2);
Insert Into Members Values(29,'Frank','Payne','5412 Clinton','New Rochelle','NY','10014','USA','9981737464',Null,Null,'M','1960-01-17',1);
Insert Into Members Values(35,'Aiden','Franks','167 East 38th','Alverez','TX','75601','USA','8321729283','8321723833','[email protected]','M','1983-09-02',2);
Insert Into Members Values(3,'Bryce','Sanders','PO Box 1292','Peterson','NC','27104','USA','6441824283',Null,'[email protected]','M','1966-06-11',2);
Insert Into Members Values(14,'Carol','Wanner','787 Airport Rd','Alverez','TX','75601','USA','6831223944',Null,Null,'F','1978-11-08',3);
Insert Into Members Values(33,'Brian','Ranier','23 Gregory Lane','London','ONT','M6Y 2Y7 ','Canada','6231842933',Null,Null,'M','1957-10-19',3);
Insert Into Members Values(7,'Marcellin','Lambert','142 Sample Rd','Alexandria','VA','20102','USA','8331929302',Null,'[email protected]','M','1959-11-14',3);
Insert Into Members Values(8,'Caroline','Kale','1515 Stone Church Rd','Allen','VA','20321','USA','7321223742',Null,Null,'F','1956-05-30',3);
Insert Into Members Values(9,'Kerry','Fernandez','15 Midway','Lynchberg','VA','21223','USA','2211229384','2211223939',Null,'M','1962-01-16',1);
Insert Into Members Values(26,'Tony','Wong','115 Maple St','McKensie','ONT','M8H 3T1','Canada','3311692832','3311692822','[email protected]','M','1955-11-01',2);
Insert Into Members Values(18,'Bonnie','Taft','RR4','Alamaba','VT','05303','USA','3721223292',Null,'[email protected]','F','1960-09-21',1);
Insert Into Members Values(20,'Louis','Holiday','15 Davis Ct','Clinton','IL','63882','USA','1451223838',Null,Null,'M','1969-07-27',2);
Insert Into Members Values(22,'Bobby','Crum','RR2','Pine','VT','05412','USA','1831828211',Null,Null,'M','1965-06-10',3);
Insert Into Members Values(28,'Vic','Cleaver','100 Maple','Reston','VT','05544','USA','8111839292',Null,Null,'M','1957-02-10',2);
Insert Into Members Values(30,'Roberto','Goe','14 Gray Rd','Columbus','OH','48110','USA','2771123943',Null,Null,'M','1967-09-12',1);
Insert Into Members Values(36,'Davis','Goodman','2020 Country Rd','Columbus','OH','48318','USA','2771152882','2771128833','[email protected]','M','1980-10-27',2);


CREATE TABLE SalesPeople (
        SalesID smallint ,
        FirstName varchar (20) NOT NULL ,
        LastName varchar (20) NOT NULL ,
        Initials varchar (3) NULL ,
        Base decimal(5,2) NULL,
        Supervisor smallint NUll
);

Insert into SalesPeople Values(1,'Bob','Bentley','bbb',100,4);
Insert into SalesPeople Values(2,'Lisa','Williams','lmw',300,4);
Insert into SalesPeople Values(3,'Clint','Sanchez','cls',100,1);
Insert into SalesPeople Values(4,'Scott','Bull','sjb',Null, Null);      


CREATE TABLE Studios (
        StudioID int,
        StudioName varchar (40) NULL ,
        Address varchar (60) NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        PostalCode varchar (10) NULL ,
        Country varchar (20) NULL ,
        WebAddress varchar (40) NULL ,
        Contact varchar (50) NULL ,
        EMail varchar (40) NULL ,
        Phone varchar (16) NULL ,
        SalesID smallint NULL 
);

Insert Into Studios Values(1,'MakeTrax','3000 S St Rd 9','Anderson','IN','46012','USA','www.maketrax.com','Gardner Roberts','[email protected]','7651223000',3);
Insert Into Studios Values(2,'Lone Star Recording','PO Box 221','Davis','TX','76382','USA','www.lsrecords.com','Manuel Austin','[email protected]','8821993748',2);
Insert Into Studios Values(3,'Pacific Rim','681 PCH','Santa Theresa','CA','99320','USA','www.pacrim.org','Harry Lee','[email protected]','3811110033',2);


CREATE TABLE Titles (
        TitleID int ,
        ArtistID int NULL ,
        Title varchar (50) NULL ,
        StudioID int NULL ,
        UPC varchar (13) NULL ,
        Genre varchar (15) NULL 
);

Insert Into Titles Values(1,1,'Meet the Neurotics',1,'2727366627','alternative');
Insert Into Titles Values(3,15,'Smell the Glove',2,'1283772282','metal');
Insert Into Titles Values(4,10,'Time Flies',3,'1882344222','alternative');
Insert Into Titles Values(5,1,'Neurotic Sequel',1,'2828830202','alternative');
Insert Into Titles Values(6,5,'Sonatas',2,'3999320021','classical');
Insert Into Titles Values(7,2,'Louis at the Keys',3,'3838227111','jazz');


CREATE TABLE Tracks (
        TitleID int NOT NULL ,
        TrackNum smallint NOT NULL ,
        TrackTitle varchar (50) NULL ,
        LengthSeconds smallint NULL ,
        MP3 smallint NULL ,
        RealAud smallint NULL 
);

Insert Into Tracks Values(1,1,'Hottie',233,1,1);
Insert Into Tracks Values(1,2,'Goodtime March',293,1,1);
Insert Into Tracks Values(1,3,'TV Day',305,1,1);
Insert Into Tracks Values(1,4,'Call Me an Idiot',315,1,1);
Insert Into Tracks Values(1,5,'25',402,1,1);
Insert Into Tracks Values(1,6,'Palm',322,1,1);
Insert Into Tracks Values(1,7,'Front Door',192,1,1);
Insert Into Tracks Values(1,8,'Where''s the Rain',175,1,1);
Insert Into Tracks Values(3,1,'Fat Cheeks',352,1,1);
Insert Into Tracks Values(3,2,'Rocky and Natasha',283,1,1);
Insert Into Tracks Values(3,3,'Dweeb',273,1,1);
Insert Into Tracks Values(3,4,'Funky Town',252,1,1);
Insert Into Tracks Values(3,5,'Shoes',182,1,1);
Insert Into Tracks Values(3,6,'Time In - In Time',129,1,1);
Insert Into Tracks Values(3,7,'Wooden Man',314,0,0);
Insert Into Tracks Values(3,8,'UPS',97,0,0);
Insert Into Tracks Values(3,9,'Empty',182,0,0);
Insert Into Tracks Values(3,10,'Burrito',65,0,0);
Insert Into Tracks Values(4,1,'Bob''s Dream',185,1,1);
Insert Into Tracks Values(4,2,'My Wizard',233,1,1);
Insert Into Tracks Values(4,3,'Third''s Folly',352,1,1);
Insert Into Tracks Values(4,4,'Leather',185,1,1);
Insert Into Tracks Values(4,5,'Hot Cars Cool Nights',192,1,1);
Insert Into Tracks Values(4,6,'Music in You',204,1,1);
Insert Into Tracks Values(4,7,'Don''t Care About Time',221,1,1);
Insert Into Tracks Values(4,8,'Kiss',218,1,1);
Insert Into Tracks Values(4,9,'Pizza Box',183,1,1);
Insert Into Tracks Values(4,10,'Goodbye',240,1,1);
Insert Into Tracks Values(5,1,'Song 1',285,1,1);
Insert Into Tracks Values(5,2,'Song 2',272,1,1);
Insert Into Tracks Values(5,3,'Song 3',299,1,1);
Insert Into Tracks Values(5,4,'Song 4',201,1,1);
Insert Into Tracks Values(5,5,'Song 5',198,1,0);
Insert Into Tracks Values(5,6,'Song 6',254,1,0);
Insert Into Tracks Values(5,7,'Song 7',303,1,1);
Insert Into Tracks Values(5,8,'Song 8',230,1,0);
Insert Into Tracks Values(5,9,'Song 8 and 1/2',45,1,0);
Insert Into Tracks Values(6,1,'Violin Sonata No. 1 in D Major',511,1,1);
Insert Into Tracks Values(6,2,'Violin Sonata No. 2 in A Major',438,1,1);
Insert Into Tracks Values(6,3,'Violin Sonata No. 4 in E Minor',821,1,0);
Insert Into Tracks Values(6,4,'Piano Sonata No. 1',493,1,0);
Insert Into Tracks Values(6,5,'Clarinet Sonata in E Flat',399,1,0);
Insert Into Tracks Values(7,1,'I Don''t Know',201,1,0);
Insert Into Tracks Values(7,2,'What''s the Day',332,1,0);
Insert Into Tracks Values(7,3,'Sirius',287,1,0);
Insert Into Tracks Values(7,4,'Hamburger Blues',292,1,0);
Insert Into Tracks Values(7,5,'Road Trip',314,1,0);
Insert Into Tracks Values(7,6,'Meeting You',321,1,1);
Insert Into Tracks Values(7,7,'Improv 34',441,1,1);
Insert Into Tracks Values(7,8,'Hey',288,1,1);


CREATE TABLE XrefArtistsMembers (
        MemberID int NOT NULL ,
        ArtistID int NOT NULL ,
        RespParty smallint NOT NULL 
       );

Insert into XrefArtistsMembers Values(20,2,1);
Insert into XrefArtistsMembers Values(31,14,1);
Insert into XrefArtistsMembers Values(3,1,1);
Insert into XrefArtistsMembers Values(10,3,1);
Insert into XrefArtistsMembers Values(13,3,0);
Insert into XrefArtistsMembers Values(7,5,1);
Insert into XrefArtistsMembers Values(8,5,0);
Insert into XrefArtistsMembers Values(9,5,0);
Insert into XrefArtistsMembers Values(32,15,0);
Insert into XrefArtistsMembers Values(19,15,1);
Insert into XrefArtistsMembers Values(21,15,0);
Insert into XrefArtistsMembers Values(34,17,1);
Insert into XrefArtistsMembers Values(29,17,0);
Insert into XrefArtistsMembers Values(15,10,1);
Insert into XrefArtistsMembers Values(35,10,0);
Insert into XrefArtistsMembers Values(14,10,0);
Insert into XrefArtistsMembers Values(33,16,1);
Insert into XrefArtistsMembers Values(26,16,0);
Insert into XrefArtistsMembers Values(18,18,1);
Insert into XrefArtistsMembers Values(28,18,0);
Insert into XrefArtistsMembers Values(22,18,0);
Insert into XrefArtistsMembers Values(30,11,1);
Insert into XrefArtistsMembers Values(36,11,0);

show tables;

Describe what each line does in the following SQL query

The lyrics database is provided under question 3 for context

1. select studioID, studioname, base from salespeople sa inner join studios st on (sa.salesID = st.salesid) where base < 300

2. select concat_ws(' ', firstname, lastname) as "Member Name"        

from members;

3. select m.lastname, m.firstname, s.lastname        

from members m inner join salespeople s using (salesID)        

order by m.lastname asc;

The lyrics database is provided below

DROP TABLES IF EXISTS Artists,Genre, Members, Titles, Tracks,SalesPeople,Studios,XrefArtistsMembers;
DROP TABLES IF EXISTS Authors,Publishers,Titles,Title_Authors,Royalties;
DROP TABLES IF EXISTS Products,Customers,Orders,Order_details;
DROP TABLES IF EXISTS Sailors,Boats,Reserves;

CREATE TABLE Artists (
        ArtistID int, 
        ArtistName varchar (50) NOT NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        Country varchar (20) NULL ,
        WebAddress varchar (40) NULL ,
        EntryDate date NULL ,
        LeadSource varchar (10) NULL 
);

Insert Into Artists Values(1,'The Neurotics','Peterson','NC','USA','www.theneurotics.com','2003-05-14','Directmail');
Insert Into Artists Values(2,'Louis Holiday','Clinton','IL','USA' ,NULL,'2003-06-03','Directmail');
Insert Into Artists Values(3,'Word','Anderson','IN','USA',NULL,'2003-06-08','Email');
Insert Into Artists Values(5,'Sonata','Alexandria','VA','USA','www.classical.com/sonata','2003-06-08','Ad');
Insert Into Artists Values(10,'The Bullets','Alverez','TX','USA',NULL,'2003-08-10','Email');
Insert Into Artists Values(14,'Jose MacArthur','Santa Rosa','CA','USA','www.josemacarthur.com','2003-08-17','Ad');
Insert Into Artists Values(15,'Confused','Tybee Island','GA','USA',Null,'2003-09-14','Directmail');
Insert Into Artists Values(17,'The Kicks','New Rochelle','NY','USA',NULL,'2003-12-03','Ad');
Insert Into Artists Values(16,'Today','London','ONT','Canada','www.today.com','2003-10-07','Email');
Insert Into Artists Values(18,'21 West Elm','Alamaba','VT','USA','www.21westelm.com','2003-02-05','Ad');
Insert Into Artists Values(11,'Highlander','Columbus','OH','USA',NULL,'2002-08-10','Email');

CREATE TABLE Genre (
        Genre varchar (15)  
);

Insert into Genre Values('alternative');
Insert into Genre Values('classical');
Insert into Genre Values('jazz');
Insert into Genre Values('metal');
Insert into Genre Values('R&B');
Insert into Genre Values('rap');
Insert into Genre Values('pop');

CREATE TABLE Members (
        MemberID int ,
        FirstName varchar (25) NULL ,
        LastName varchar (25) NULL ,
        Address varchar (60) NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        PostalCode varchar (10) NULL ,
        Country varchar (20) NULL ,
        HomePhone varchar (16) NULL ,
        WorkPhone varchar (16) NULL ,
        EMail varchar (40) NULL ,
        Gender char (1) NULL ,
        Birthday date NULL ,
        SalesID smallint NULL 
);

Insert Into Members Values(10,'Roberto','Alvarez','Rt 1','Anderson','IN','46019','USA','7651552983','7651628837','[email protected]','M','1968-01-18',2);
Insert Into Members Values(31,'Jose','MacArthur','51444 Vine','Santa Rosa','CA','99999','USA','6331289393',Null,'[email protected]','M','1978-06-24',1);
Insert Into Members Values(13,'Mary','Chrisman','1772 East 117th','Fishers','IN','46123','USA','3171820387',Null,'[email protected]','F','1973-03-01',1);
Insert Into Members Values(15,'Warren','Boyer','167 Alamo Dr','Alverez','TX','75601','USA','8221722883',Null,'[email protected]','M','1969-04-19',2);
Insert Into Members Values(32,'Doug','Finney','2020 Dubois','Savannah','GA','30003','USA','9821222929',Null,'[email protected]','M','1963-08-04',3);
Insert Into Members Values(19,'Terry','Irving','18a 7th St','Tybee Island','GA','30004','USA','5411252093',Null,Null,'M','1959-06-22',3);
Insert Into Members Values(21,'Michelle','Henderson','201 Bonaventure','Savannah','GA','30005','USA','8221928273',Null,Null,'F','1964-03-15',2);
Insert Into Members Values(34,'William','Morrow','PO Box 1882','New Rochelle','NY','10014','USA','9981722928',Null,'[email protected]','M','1965-03-17',2);
Insert Into Members Values(29,'Frank','Payne','5412 Clinton','New Rochelle','NY','10014','USA','9981737464',Null,Null,'M','1960-01-17',1);
Insert Into Members Values(35,'Aiden','Franks','167 East 38th','Alverez','TX','75601','USA','8321729283','8321723833','[email protected]','M','1983-09-02',2);
Insert Into Members Values(3,'Bryce','Sanders','PO Box 1292','Peterson','NC','27104','USA','6441824283',Null,'[email protected]','M','1966-06-11',2);
Insert Into Members Values(14,'Carol','Wanner','787 Airport Rd','Alverez','TX','75601','USA','6831223944',Null,Null,'F','1978-11-08',3);
Insert Into Members Values(33,'Brian','Ranier','23 Gregory Lane','London','ONT','M6Y 2Y7 ','Canada','6231842933',Null,Null,'M','1957-10-19',3);
Insert Into Members Values(7,'Marcellin','Lambert','142 Sample Rd','Alexandria','VA','20102','USA','8331929302',Null,'[email protected]','M','1959-11-14',3);
Insert Into Members Values(8,'Caroline','Kale','1515 Stone Church Rd','Allen','VA','20321','USA','7321223742',Null,Null,'F','1956-05-30',3);
Insert Into Members Values(9,'Kerry','Fernandez','15 Midway','Lynchberg','VA','21223','USA','2211229384','2211223939',Null,'M','1962-01-16',1);
Insert Into Members Values(26,'Tony','Wong','115 Maple St','McKensie','ONT','M8H 3T1','Canada','3311692832','3311692822','[email protected]','M','1955-11-01',2);
Insert Into Members Values(18,'Bonnie','Taft','RR4','Alamaba','VT','05303','USA','3721223292',Null,'[email protected]','F','1960-09-21',1);
Insert Into Members Values(20,'Louis','Holiday','15 Davis Ct','Clinton','IL','63882','USA','1451223838',Null,Null,'M','1969-07-27',2);
Insert Into Members Values(22,'Bobby','Crum','RR2','Pine','VT','05412','USA','1831828211',Null,Null,'M','1965-06-10',3);
Insert Into Members Values(28,'Vic','Cleaver','100 Maple','Reston','VT','05544','USA','8111839292',Null,Null,'M','1957-02-10',2);
Insert Into Members Values(30,'Roberto','Goe','14 Gray Rd','Columbus','OH','48110','USA','2771123943',Null,Null,'M','1967-09-12',1);
Insert Into Members Values(36,'Davis','Goodman','2020 Country Rd','Columbus','OH','48318','USA','2771152882','2771128833','[email protected]','M','1980-10-27',2);


CREATE TABLE SalesPeople (
        SalesID smallint ,
        FirstName varchar (20) NOT NULL ,
        LastName varchar (20) NOT NULL ,
        Initials varchar (3) NULL ,
        Base decimal(5,2) NULL,
        Supervisor smallint NUll
);

Insert into SalesPeople Values(1,'Bob','Bentley','bbb',100,4);
Insert into SalesPeople Values(2,'Lisa','Williams','lmw',300,4);
Insert into SalesPeople Values(3,'Clint','Sanchez','cls',100,1);
Insert into SalesPeople Values(4,'Scott','Bull','sjb',Null, Null);      


CREATE TABLE Studios (
        StudioID int,
        StudioName varchar (40) NULL ,
        Address varchar (60) NULL ,
        City varchar (25) NULL ,
        Region varchar (15) NULL ,
        PostalCode varchar (10) NULL ,
        Country varchar (20) NULL ,
        WebAddress varchar (40) NULL ,
        Contact varchar (50) NULL ,
        EMail varchar (40) NULL ,
        Phone varchar (16) NULL ,
        SalesID smallint NULL 
);

Insert Into Studios Values(1,'MakeTrax','3000 S St Rd 9','Anderson','IN','46012','USA','www.maketrax.com','Gardner Roberts','[email protected]','7651223000',3);
Insert Into Studios Values(2,'Lone Star Recording','PO Box 221','Davis','TX','76382','USA','www.lsrecords.com','Manuel Austin','[email protected]','8821993748',2);
Insert Into Studios Values(3,'Pacific Rim','681 PCH','Santa Theresa','CA','99320','USA','www.pacrim.org','Harry Lee','[email protected]','3811110033',2);


CREATE TABLE Titles (
        TitleID int ,
        ArtistID int NULL ,
        Title varchar (50) NULL ,
        StudioID int NULL ,
        UPC varchar (13) NULL ,
        Genre varchar (15) NULL 
);

Insert Into Titles Values(1,1,'Meet the Neurotics',1,'2727366627','alternative');
Insert Into Titles Values(3,15,'Smell the Glove',2,'1283772282','metal');
Insert Into Titles Values(4,10,'Time Flies',3,'1882344222','alternative');
Insert Into Titles Values(5,1,'Neurotic Sequel',1,'2828830202','alternative');
Insert Into Titles Values(6,5,'Sonatas',2,'3999320021','classical');
Insert Into Titles Values(7,2,'Louis at the Keys',3,'3838227111','jazz');


CREATE TABLE Tracks (
        TitleID int NOT NULL ,
        TrackNum smallint NOT NULL ,
        TrackTitle varchar (50) NULL ,
        LengthSeconds smallint NULL ,
        MP3 smallint NULL ,
        RealAud smallint NULL 
);

Insert Into Tracks Values(1,1,'Hottie',233,1,1);
Insert Into Tracks Values(1,2,'Goodtime March',293,1,1);
Insert Into Tracks Values(1,3,'TV Day',305,1,1);
Insert Into Tracks Values(1,4,'Call Me an Idiot',315,1,1);
Insert Into Tracks Values(1,5,'25',402,1,1);
Insert Into Tracks Values(1,6,'Palm',322,1,1);
Insert Into Tracks Values(1,7,'Front Door',192,1,1);
Insert Into Tracks Values(1,8,'Where''s the Rain',175,1,1);
Insert Into Tracks Values(3,1,'Fat Cheeks',352,1,1);
Insert Into Tracks Values(3,2,'Rocky and Natasha',283,1,1);
Insert Into Tracks Values(3,3,'Dweeb',273,1,1);
Insert Into Tracks Values(3,4,'Funky Town',252,1,1);
Insert Into Tracks Values(3,5,'Shoes',182,1,1);
Insert Into Tracks Values(3,6,'Time In - In Time',129,1,1);
Insert Into Tracks Values(3,7,'Wooden Man',314,0,0);
Insert Into Tracks Values(3,8,'UPS',97,0,0);
Insert Into Tracks Values(3,9,'Empty',182,0,0);
Insert Into Tracks Values(3,10,'Burrito',65,0,0);
Insert Into Tracks Values(4,1,'Bob''s Dream',185,1,1);
Insert Into Tracks Values(4,2,'My Wizard',233,1,1);
Insert Into Tracks Values(4,3,'Third''s Folly',352,1,1);
Insert Into Tracks Values(4,4,'Leather',185,1,1);
Insert Into Tracks Values(4,5,'Hot Cars Cool Nights',192,1,1);
Insert Into Tracks Values(4,6,'Music in You',204,1,1);
Insert Into Tracks Values(4,7,'Don''t Care About Time',221,1,1);
Insert Into Tracks Values(4,8,'Kiss',218,1,1);
Insert Into Tracks Values(4,9,'Pizza Box',183,1,1);
Insert Into Tracks Values(4,10,'Goodbye',240,1,1);
Insert Into Tracks Values(5,1,'Song 1',285,1,1);
Insert Into Tracks Values(5,2,'Song 2',272,1,1);
Insert Into Tracks Values(5,3,'Song 3',299,1,1);
Insert Into Tracks Values(5,4,'Song 4',201,1,1);
Insert Into Tracks Values(5,5,'Song 5',198,1,0);
Insert Into Tracks Values(5,6,'Song 6',254,1,0);
Insert Into Tracks Values(5,7,'Song 7',303,1,1);
Insert Into Tracks Values(5,8,'Song 8',230,1,0);
Insert Into Tracks Values(5,9,'Song 8 and 1/2',45,1,0);
Insert Into Tracks Values(6,1,'Violin Sonata No. 1 in D Major',511,1,1);
Insert Into Tracks Values(6,2,'Violin Sonata No. 2 in A Major',438,1,1);
Insert Into Tracks Values(6,3,'Violin Sonata No. 4 in E Minor',821,1,0);
Insert Into Tracks Values(6,4,'Piano Sonata No. 1',493,1,0);
Insert Into Tracks Values(6,5,'Clarinet Sonata in E Flat',399,1,0);
Insert Into Tracks Values(7,1,'I Don''t Know',201,1,0);
Insert Into Tracks Values(7,2,'What''s the Day',332,1,0);
Insert Into Tracks Values(7,3,'Sirius',287,1,0);
Insert Into Tracks Values(7,4,'Hamburger Blues',292,1,0);
Insert Into Tracks Values(7,5,'Road Trip',314,1,0);
Insert Into Tracks Values(7,6,'Meeting You',321,1,1);
Insert Into Tracks Values(7,7,'Improv 34',441,1,1);
Insert Into Tracks Values(7,8,'Hey',288,1,1);


CREATE TABLE XrefArtistsMembers (
        MemberID int NOT NULL ,
        ArtistID int NOT NULL ,
        RespParty smallint NOT NULL 
       );

Insert into XrefArtistsMembers Values(20,2,1);
Insert into XrefArtistsMembers Values(31,14,1);
Insert into XrefArtistsMembers Values(3,1,1);
Insert into XrefArtistsMembers Values(10,3,1);
Insert into XrefArtistsMembers Values(13,3,0);
Insert into XrefArtistsMembers Values(7,5,1);
Insert into XrefArtistsMembers Values(8,5,0);
Insert into XrefArtistsMembers Values(9,5,0);
Insert into XrefArtistsMembers Values(32,15,0);
Insert into XrefArtistsMembers Values(19,15,1);
Insert into XrefArtistsMembers Values(21,15,0);
Insert into XrefArtistsMembers Values(34,17,1);
Insert into XrefArtistsMembers Values(29,17,0);
Insert into XrefArtistsMembers Values(15,10,1);
Insert into XrefArtistsMembers Values(35,10,0);
Insert into XrefArtistsMembers Values(14,10,0);
Insert into XrefArtistsMembers Values(33,16,1);
Insert into XrefArtistsMembers Values(26,16,0);
Insert into XrefArtistsMembers Values(18,18,1);
Insert into XrefArtistsMembers Values(28,18,0);
Insert into XrefArtistsMembers Values(22,18,0);
Insert into XrefArtistsMembers Values(30,11,1);
Insert into XrefArtistsMembers Values(36,11,0);

show tables;

the mysql lyrics database is provided below

1.)What is a primary key used for? Can you give me an example of a primary key in the Lyrics database?

2.)What is the purpose of doing a join between two tables. Ex. Why would I ever want to join the Tracks and Titles tables together?

3.)Why is isolation important in database design?

DROP TABLES IF EXISTS Artists,Genre, Members, Titles, Tracks,SalesPeople,Studios,XrefArtistsMembers;
DROP TABLES IF EXISTS Authors,Publishers,Titles,Title_Authors,Royalties;
DROP TABLES IF EXISTS Products,Customers,Orders,Order_details;
DROP TABLES IF EXISTS Sailors,Boats,Reserves;

CREATE TABLE Artists (
   ArtistID int,
   ArtistName varchar (50) NOT NULL ,
   City varchar (25) NULL ,
   Region varchar (15) NULL ,
   Country varchar (20) NULL ,
   WebAddress varchar (40) NULL ,
   EntryDate date NULL ,
   LeadSource varchar (10) NULL
);

Insert Into Artists Values(1,'The Neurotics','Peterson','NC','USA','www.theneurotics.com','2003-05-14','Directmail');
Insert Into Artists Values(2,'Louis Holiday','Clinton','IL','USA' ,NULL,'2003-06-03','Directmail');
Insert Into Artists Values(3,'Word','Anderson','IN','USA',NULL,'2003-06-08','Email');
Insert Into Artists Values(5,'Sonata','Alexandria','VA','USA','www.classical.com/sonata','2003-06-08','Ad');
Insert Into Artists Values(10,'The Bullets','Alverez','TX','USA',NULL,'2003-08-10','Email');
Insert Into Artists Values(14,'Jose MacArthur','Santa Rosa','CA','USA','www.josemacarthur.com','2003-08-17','Ad');
Insert Into Artists Values(15,'Confused','Tybee Island','GA','USA',Null,'2003-09-14','Directmail');
Insert Into Artists Values(17,'The Kicks','New Rochelle','NY','USA',NULL,'2003-12-03','Ad');
Insert Into Artists Values(16,'Today','London','ONT','Canada','www.today.com','2003-10-07','Email');
Insert Into Artists Values(18,'21 West Elm','Alamaba','VT','USA','www.21westelm.com','2003-02-05','Ad');
Insert Into Artists Values(11,'Highlander','Columbus','OH','USA',NULL,'2002-08-10','Email');

CREATE TABLE Genre (
   Genre varchar (15)
);

Insert into Genre Values('alternative');
Insert into Genre Values('classical');
Insert into Genre Values('jazz');
Insert into Genre Values('metal');
Insert into Genre Values('R&B');
Insert into Genre Values('rap');
Insert into Genre Values('pop');

CREATE TABLE Members (
   MemberID int ,
   FirstName varchar (25) NULL ,
   LastName varchar (25) NULL ,
   Address varchar (60) NULL ,
   City varchar (25) NULL ,
   Region varchar (15) NULL ,
   PostalCode varchar (10) NULL ,
   Country varchar (20) NULL ,
   HomePhone varchar (16) NULL ,
   WorkPhone varchar (16) NULL ,
   EMail varchar (40) NULL ,
   Gender char (1) NULL ,
   Birthday date NULL ,
   SalesID smallint NULL
);

Insert Into Members Values(10,'Roberto','Alvarez','Rt 1','Anderson','IN','46019','USA','7651552983','7651628837','[email protected]','M','1968-01-18',2);
Insert Into Members Values(31,'Jose','MacArthur','51444 Vine','Santa Rosa','CA','99999','USA','6331289393',Null,'[email protected]','M','1978-06-24',1);
Insert Into Members Values(13,'Mary','Chrisman','1772 East 117th','Fishers','IN','46123','USA','3171820387',Null,'[email protected]','F','1973-03-01',1);
Insert Into Members Values(15,'Warren','Boyer','167 Alamo Dr','Alverez','TX','75601','USA','8221722883',Null,'[email protected]','M','1969-04-19',2);
Insert Into Members Values(32,'Doug','Finney','2020 Dubois','Savannah','GA','30003','USA','9821222929',Null,'[email protected]','M','1963-08-04',3);
Insert Into Members Values(19,'Terry','Irving','18a 7th St','Tybee Island','GA','30004','USA','5411252093',Null,Null,'M','1959-06-22',3);
Insert Into Members Values(21,'Michelle','Henderson','201 Bonaventure','Savannah','GA','30005','USA','8221928273',Null,Null,'F','1964-03-15',2);
Insert Into Members Values(34,'William','Morrow','PO Box 1882','New Rochelle','NY','10014','USA','9981722928',Null,'[email protected]','M','1965-03-17',2);
Insert Into Members Values(29,'Frank','Payne','5412 Clinton','New Rochelle','NY','10014','USA','9981737464',Null,Null,'M','1960-01-17',1);
Insert Into Members Values(35,'Aiden','Franks','167 East 38th','Alverez','TX','75601','USA','8321729283','8321723833','[email protected]','M','1983-09-02',2);
Insert Into Members Values(3,'Bryce','Sanders','PO Box 1292','Peterson','NC','27104','USA','6441824283',Null,'[email protected]','M','1966-06-11',2);
Insert Into Members Values(14,'Carol','Wanner','787 Airport Rd','Alverez','TX','75601','USA','6831223944',Null,Null,'F','1978-11-08',3);
Insert Into Members Values(33,'Brian','Ranier','23 Gregory Lane','London','ONT','M6Y 2Y7 ','Canada','6231842933',Null,Null,'M','1957-10-19',3);
Insert Into Members Values(7,'Marcellin','Lambert','142 Sample Rd','Alexandria','VA','20102','USA','8331929302',Null,'[email protected]','M','1959-11-14',3);
Insert Into Members Values(8,'Caroline','Kale','1515 Stone Church Rd','Allen','VA','20321','USA','7321223742',Null,Null,'F','1956-05-30',3);
Insert Into Members Values(9,'Kerry','Fernandez','15 Midway','Lynchberg','VA','21223','USA','2211229384','2211223939',Null,'M','1962-01-16',1);
Insert Into Members Values(26,'Tony','Wong','115 Maple St','McKensie','ONT','M8H 3T1','Canada','3311692832','3311692822','[email protected]','M','1955-11-01',2);
Insert Into Members Values(18,'Bonnie','Taft','RR4','Alamaba','VT','05303','USA','3721223292',Null,'[email protected]','F','1960-09-21',1);
Insert Into Members Values(20,'Louis','Holiday','15 Davis Ct','Clinton','IL','63882','USA','1451223838',Null,Null,'M','1969-07-27',2);
Insert Into Members Values(22,'Bobby','Crum','RR2','Pine','VT','05412','USA','1831828211',Null,Null,'M','1965-06-10',3);
Insert Into Members Values(28,'Vic','Cleaver','100 Maple','Reston','VT','05544','USA','8111839292',Null,Null,'M','1957-02-10',2);
Insert Into Members Values(30,'Roberto','Goe','14 Gray Rd','Columbus','OH','48110','USA','2771123943',Null,Null,'M','1967-09-12',1);
Insert Into Members Values(36,'Davis','Goodman','2020 Country Rd','Columbus','OH','48318','USA','2771152882','2771128833','[email protected]','M','1980-10-27',2);

CREATE TABLE SalesPeople (
   SalesID smallint ,
   FirstName varchar (20) NOT NULL ,
   LastName varchar (20) NOT NULL ,
   Initials varchar (3) NULL ,
   Base decimal(5,2) NULL,
   Supervisor smallint NUll
);

Insert into SalesPeople Values(1,'Bob','Bentley','bbb',100,4);
Insert into SalesPeople Values(2,'Lisa','Williams','lmw',300,4);
Insert into SalesPeople Values(3,'Clint','Sanchez','cls',100,1);
Insert into SalesPeople Values(4,'Scott','Bull','sjb',Null, Null);  

CREATE TABLE Studios (
   StudioID int,
   StudioName varchar (40) NULL ,
   Address varchar (60) NULL ,
   City varchar (25) NULL ,
   Region varchar (15) NULL ,
   PostalCode varchar (10) NULL ,
   Country varchar (20) NULL ,
   WebAddress varchar (40) NULL ,
   Contact varchar (50) NULL ,
   EMail varchar (40) NULL ,
   Phone varchar (16) NULL ,
   SalesID smallint NULL
);

Insert Into Studios Values(1,'MakeTrax','3000 S St Rd 9','Anderson','IN','46012','USA','www.maketrax.com','Gardner Roberts','[email protected]','7651223000',3);
Insert Into Studios Values(2,'Lone Star Recording','PO Box 221','Davis','TX','76382','USA','www.lsrecords.com','Manuel Austin','[email protected]','8821993748',2);
Insert Into Studios Values(3,'Pacific Rim','681 PCH','Santa Theresa','CA','99320','USA','www.pacrim.org','Harry Lee','[email protected]','3811110033',2);

CREATE TABLE Titles (
   TitleID int ,
   ArtistID int NULL ,
   Title varchar (50) NULL ,
   StudioID int NULL ,
   UPC varchar (13) NULL ,
   Genre varchar (15) NULL
);

Insert Into Titles Values(1,1,'Meet the Neurotics',1,'2727366627','alternative');
Insert Into Titles Values(3,15,'Smell the Glove',2,'1283772282','metal');
Insert Into Titles Values(4,10,'Time Flies',3,'1882344222','alternative');
Insert Into Titles Values(5,1,'Neurotic Sequel',1,'2828830202','alternative');
Insert Into Titles Values(6,5,'Sonatas',2,'3999320021','classical');
Insert Into Titles Values(7,2,'Louis at the Keys',3,'3838227111','jazz');

CREATE TABLE Tracks (
   TitleID int NOT NULL ,
   TrackNum smallint NOT NULL ,
   TrackTitle varchar (50) NULL ,
   LengthSeconds smallint NULL ,
   MP3 smallint NULL ,
   RealAud smallint NULL
);

Insert Into Tracks Values(1,1,'Hottie',233,1,1);
Insert Into Tracks Values(1,2,'Goodtime March',293,1,1);
Insert Into Tracks Values(1,3,'TV Day',305,1,1);
Insert Into Tracks Values(1,4,'Call Me an Idiot',315,1,1);
Insert Into Tracks Values(1,5,'25',402,1,1);
Insert Into Tracks Values(1,6,'Palm',322,1,1);
Insert Into Tracks Values(1,7,'Front Door',192,1,1);
Insert Into Tracks Values(1,8,'Where''s the Rain',175,1,1);
Insert Into Tracks Values(3,1,'Fat Cheeks',352,1,1);
Insert Into Tracks Values(3,2,'Rocky and Natasha',283,1,1);
Insert Into Tracks Values(3,3,'Dweeb',273,1,1);
Insert Into Tracks Values(3,4,'Funky Town',252,1,1);
Insert Into Tracks Values(3,5,'Shoes',182,1,1);
Insert Into Tracks Values(3,6,'Time In - In Time',129,1,1);
Insert Into Tracks Values(3,7,'Wooden Man',314,0,0);
Insert Into Tracks Values(3,8,'UPS',97,0,0);
Insert Into Tracks Values(3,9,'Empty',182,0,0);
Insert Into Tracks Values(3,10,'Burrito',65,0,0);
Insert Into Tracks Values(4,1,'Bob''s Dream',185,1,1);
Insert Into Tracks Values(4,2,'My Wizard',233,1,1);
Insert Into Tracks Values(4,3,'Third''s Folly',352,1,1);
Insert Into Tracks Values(4,4,'Leather',185,1,1);
Insert Into Tracks Values(4,5,'Hot Cars Cool Nights',192,1,1);
Insert Into Tracks Values(4,6,'Music in You',204,1,1);
Insert Into Tracks Values(4,7,'Don''t Care About Time',221,1,1);
Insert Into Tracks Values(4,8,'Kiss',218,1,1);
Insert Into Tracks Values(4,9,'Pizza Box',183,1,1);
Insert Into Tracks Values(4,10,'Goodbye',240,1,1);
Insert Into Tracks Values(5,1,'Song 1',285,1,1);
Insert Into Tracks Values(5,2,'Song 2',272,1,1);
Insert Into Tracks Values(5,3,'Song 3',299,1,1);
Insert Into Tracks Values(5,4,'Song 4',201,1,1);
Insert Into Tracks Values(5,5,'Song 5',198,1,0);
Insert Into Tracks Values(5,6,'Song 6',254,1,0);
Insert Into Tracks Values(5,7,'Song 7',303,1,1);
Insert Into Tracks Values(5,8,'Song 8',230,1,0);
Insert Into Tracks Values(5,9,'Song 8 and 1/2',45,1,0);
Insert Into Tracks Values(6,1,'Violin Sonata No. 1 in D Major',511,1,1);
Insert Into Tracks Values(6,2,'Violin Sonata No. 2 in A Major',438,1,1);
Insert Into Tracks Values(6,3,'Violin Sonata No. 4 in E Minor',821,1,0);
Insert Into Tracks Values(6,4,'Piano Sonata No. 1',493,1,0);
Insert Into Tracks Values(6,5,'Clarinet Sonata in E Flat',399,1,0);
Insert Into Tracks Values(7,1,'I Don''t Know',201,1,0);
Insert Into Tracks Values(7,2,'What''s the Day',332,1,0);
Insert Into Tracks Values(7,3,'Sirius',287,1,0);
Insert Into Tracks Values(7,4,'Hamburger Blues',292,1,0);
Insert Into Tracks Values(7,5,'Road Trip',314,1,0);
Insert Into Tracks Values(7,6,'Meeting You',321,1,1);
Insert Into Tracks Values(7,7,'Improv 34',441,1,1);
Insert Into Tracks Values(7,8,'Hey',288,1,1);

CREATE TABLE XrefArtistsMembers (
   MemberID int NOT NULL ,
   ArtistID int NOT NULL ,
   RespParty smallint NOT NULL
);

Insert into XrefArtistsMembers Values(20,2,1);
Insert into XrefArtistsMembers Values(31,14,1);
Insert into XrefArtistsMembers Values(3,1,1);
Insert into XrefArtistsMembers Values(10,3,1);
Insert into XrefArtistsMembers Values(13,3,0);
Insert into XrefArtistsMembers Values(7,5,1);
Insert into XrefArtistsMembers Values(8,5,0);
Insert into XrefArtistsMembers Values(9,5,0);
Insert into XrefArtistsMembers Values(32,15,0);
Insert into XrefArtistsMembers Values(19,15,1);
Insert into XrefArtistsMembers Values(21,15,0);
Insert into XrefArtistsMembers Values(34,17,1);
Insert into XrefArtistsMembers Values(29,17,0);
Insert into XrefArtistsMembers Values(15,10,1);
Insert into XrefArtistsMembers Values(35,10,0);
Insert into XrefArtistsMembers Values(14,10,0);
Insert into XrefArtistsMembers Values(33,16,1);
Insert into XrefArtistsMembers Values(26,16,0);
Insert into XrefArtistsMembers Values(18,18,1);
Insert into XrefArtistsMembers Values(28,18,0);
Insert into XrefArtistsMembers Values(22,18,0);
Insert into XrefArtistsMembers Values(30,11,1);
Insert into XrefArtistsMembers Values(36,11,0);

show tables;