When an organization has specific qualifications or specifications they must recruit for, are company job boards, and recruitment agencies a better choice than using social media? If the organization posts jobs on traditional social outlets can it attract candidates, who may not be the best match for the job? This can waste valuable time the organization needs to find a candidate and prevent the organization from finding the optimal candidates for the job.

Which one of the factors is not likely to be associated with the large US trade deficit:

a. Low savings rate in the US

b. High spending rate, relative to income levels in the US

c. Low investment opportunity in the US

d. High value of the US dollar

please explain!

Frankly speaking, Jeff, I didn’t think we would stand a chance in winning this $20 million program. I was really surprised when they said that they’d like to accept our bid and begin negotiations. As Chief contract administrator, you will head up the negotiation team, “remarked Gus Bell, vice president and general manager of Cory Electric. “You have two weeks to prepare your data and line up your team. I want to see you when you’re ready to go”. Jeff Stokes was chief contract negotiator for Cory Electric, a $250- million-a year electrical components manufacturer serving virtually every major U.S industry. Cory Electric had a well-established matrix structure that had withstood fifteen years of testing. Job casting standards were well established, but did include some “fat” upon the discretion of the functional manager.

Two weeks later, Jeff met with Gus Bell to discuss the negotiation process.

Gus Bell: “Have you selected an appropriate team? You had better make sure that you’re covered on all sides”

Jeff: “There will be four, plus myself, at the negotiating table; the programme manager, the chief engineer who developed the engineering labour packages; the chief manufacturing engineer who developed the production labour package; and a pricing specialist who has been on the proposal since the kick-off meeting. We have a strong team and should be able to handle any questions”.

Jeff: “Yes! Our minimum position is $20 million plus an 8 percent profit. Of course, this profit percentage will vary depending on the negotiated cost. We can bid the programme at $15 million cost; that’s $5 million below our target cost and still book a 1.6 million profit by overrunning the cost-plus-fee contract. Here is a list of the possible cases. See Exhibit one below

Jeff: “I’ve read over all terms and conditions, and so have all the project office personnel as well as the key functional managers. The only major item is that the customer wants us to qualify some few vendors as sources for raw material procurement. We have included in the package the cost of qualifying two new raw material suppliers”

Gus Bell: “Where are the weak points in our proposal? I’m sure we have some”

Jeff: “Last month, the customer sent in a finding team to go over all of our labour justifications. The impression that I get from our people is that we’re covered all the way round. The only major problem might be where we’ll be performing on our learning curve. We put into the proposal 45 percent learning curve efficiency. The customer has indicated that we should be up around 50 to 55 percent efficiency based on our previous contracts with him. Unfortunately, those contracts the customer referred to were four years old. Several of the employees who worked on those programs have left the company. Others are assigned to on-going projects here at Cory. I estimate that we could put together about 10 percent of people we used previously. That learning curve percentage will be a big point for disagreements. We finished off the previous programs with the customer at 35 percent learning curve position. I don’t see how they can expect us to be smarter, given these circumstances.”

Gus Bell: “If that’s the only weakness, then we’re in good shape. It sounds like we have a fool proof audit trail. That’s good! What’s your negotiation sequence going to be?

Jeff: “I’d like to negotiate the bottom line only, but that’s a dream. We’ll probably negotiate the raw materials, the man-hours and the learning curve, the overhead rate, and finally the profit percentage. Hopefully, we can do it in that order.”

Gus Bell: “Do you think that we’ll be able to negotiate a cost above our minimum position?”

Jeff: “Our proposal was $22.2 million. I don’t foresee any problem that will prevent us from coming out ahead of the minimum position. The 5 percent change in learning curve efficiency amounts to approximately $ 1 million. We should be well covered.

“The first move will be up to them. I expect that they’ll come in with an offer of $ 18 to $19 million. Using the binary chop procedure, that’ll give us our guaranteed minimum position.

Gus Bell: “Do you know the guys who you’ll be negotiating with?”

Jeff: “Yes, I’ve dealt with them before. The last time, the negotiations took three days. I think we both got what we wanted. I expect this one to go just smoothly”

Gus Bell: “Okay, Jeff. I’m convinced we’re prepared for negotiations. Have a good trip”

The negotiations began at 9:00 A .M on Monday morning. The customer countered the original proposal of $22.2 million with an offer of $15 million. After six solid hours of arguments, Jeff and his team adjourned. Jeff immediately called Gus Bell at Cory Electric.

Jeff: “Their counteroffer to our bid is absurd. They’ve asked us to make a counteroffer to their offer. We can’t do that. The instant we give them a counter-offer, we are in fact giving credibility to their absurd bid. Now, they’re claiming that, if we don’t give them a counteroffer, then we’re not bargaining in good faith. I think we’re in trouble”

Gus Bell: “Has the customer done their homework to justify their bid?”

Jeff: “Yes, very well”. Tomorrow we’re going to discuss every element of the proposal, task by task. Unless something drastically changes in their position within the next day or two, contract negotiations will probably take up to a month”

Gus Bell: “Perhaps this is one program that should be negotiated at the top levels of management. Find out if the person that you’re negotiating with reports to a vice president and general manager, as you do. If not, break off contract negotiations until the customer gives us someone at your level. We’ll negotiate this at my level, if necessary.”

Source: John Wiley & Sons Inc

Gus Bell: “Okay, I’II take your word for it. I have my own checklist for contract negotiations. I want you to come back with a guaranteed fee of $1.6 million for our stockholders. Have you worked out the possible situations based on the negotiated costs?”

Analyse the various types of Gantt charts Gus bell and Jeff can use to schedule preparations for the above negotiation.

Nelson, Inc. hedges 50% of their translation exposure one calendar quarter in advance, and rolls the contracts when they mature. Currently 1^st quarter net income is projected to be 125 million Canadian dollars. The current spot rate is .98 US dollars per Canadian dollar, and the forward rate to March 31, 2011, the end of 1^st quarter, is .987 US dollars per Canadian dollar. On 3/31/2011 the spot rate is now 1.045 US dollars per Canadian dollar.

(a) Explain how you would put in place a hedge on 50% of the forecasted net income.

(b) On 3/31 what do you now need to do?

(c) What is your total translated net income from the Canadian subsidiary including the impact of the hedge on 3/31/2011?

Ohio Inc. has a global beta of 1.6 and its​ debt-to-equity ratio is 0.6. The​ risk-free rate is​ 3.2% and the expected global market risk premium is​ 9%. Although Ohio is a US​ firm, it issued Swiss Franc​ (SF) denominated bond and converted SF to US dollar. The​ semi-annual interest payment is made in SF. The coupon rate is​ 8%, the price of the bond is​ SF1020, the face value is​ SF1,000, and the bond matures in 15 years. The exchange rate is expected to move from​ SF0.9400/$ to​ SF0.9200/$. ​ Ohio’s tax rate is​ 40%.

a.​ What’s Ohio’s SF cost of​ debt? ​____________________

b.​ What’s your best estimate of​ Ohio’s US dollar cost of​ debt? ​______

c.​ What’s Ohio’s cost of​ equity? ​____​______________

d.​ What’s Ohio’s​ WACC? ​___________________

1. The process for buying a car in the U.S. seems to usually exhibit the following characteristics (it may differ from these, but I’m not an expert in the auto industry so just take these as given for the sake of argument):
   1. A car dealership purchases cars from a manufacturer at a specific wholesale price, set by the manufacturer.
   2. The car dealership puts a sticker in the car window which includes the MSRP, or manufacturer suggested retail price.
   3. The car dealership negotiates the actual selling (retail) price with individual customers, such that the same car may sell for different retail prices for different customers.

For the three prices mentioned above (wholesale price, MSRP, and retail/selling price) describe how much market power an individual car dealership would have in setting each price. In terms of just the retail/selling price, how might an individual car dealership’s potential market power be affected by the presence of other car dealerships in town? (E.g., a small town that has one dealership vs. a larger city where several car dealerships usually cluster in a certain area).

Given that car dealerships always ensure that the retail/selling price exceeds the wholesale price, such that customers pay more for the car than the dealership itself does, why do customers continue using car dealerships instead of purchasing the car directly from the manufacturer at its factory?

1. The process for buying a car in the U.S. seems to usually exhibit the following characteristics (it may differ from these, but I’m not an expert in the auto industry so just take these as given for the sake of argument):
   1. A car dealership purchases cars from a manufacturer at a specific wholesale price, set by the manufacturer.
   2. The car dealership puts a sticker in the car window which includes the MSRP, or manufacturer suggested retail price.
   3. The car dealership negotiates the actual selling (retail) price with individual customers, such that the same car may sell for different retail prices for different customers.

For the three prices mentioned above (wholesale price, MSRP, and retail/selling price) describe how much market power an individual car dealership would have in setting each price. In terms of just the retail/selling price, how might an individual car dealership’s potential market power be affected by the presence of other car dealerships in town? (E.g., a small town that has one dealership vs. a larger city where several car dealerships usually cluster in a certain area).

Given that car dealerships always ensure that the retail/selling price exceeds the wholesale price, such that customers pay more for the car than the dealership itself does, why do customers continue using car dealerships instead of purchasing the car directly from the manufacturer at its factory?

Journalizing and Posting Transactions and Adjustments
D. Roulstone opened Roulstone Roofing Service on April 1. Transactions for April follow.

Using the following accounts: Cash; Accounts Receivable; Supplies; Prepaid Insurance; Trucks; Accumulated Depreciation-Trucks; Equipment; Accumulated Depreciation-Equipment; Accounts Payable; Unearned Roofing Fees; Common Stock; Roofing Fees Earned; Fuel Expense; Advertising Expense; Wages Expense; Insurance Expense; Supplies Expense; Depreciation Expense-Trucks; and Depreciation Expense-Equipment.

b. Record these transactions for April using journal entries.

c. Post the above entries to their T-accounts.

Enter transactions in the T-accounts in the order they appear using the first available answer box on the appropriate side of the T-account.

d. Prepare journal entries to adjust the following accounts; and,

e. Post the adjusting entries to the above T-accounts.

Record insurance expense for April.

Supplies still available on April 30 was $400.

Record depreciation expense for truck for April of $250.

Record depreciation expense for equipment for April of $70.

One-fourth of roofing fee received April 5, was earned by April 30.

A company that manufactures and sells consumer video cameras sells two versions of their popular hard disk​ camera, a basic camera for ​$500​, and a deluxe version for ​$1200. About 55​% of customers select the basic camera. Of​ those, 30​% purchase the extended warranty for an additional ​$100. Of the people who buy the deluxe​ version, 50​% purchase the extended warranty. Complete parts a through d below. ​a) Sketch the probability tree for total purchases. Warranty 0.3 Basic and Warranty 0.165 Basic 0.55 No Warranty 0.7 Basic and No Warranty 0.385 Warranty 0.5 Deluxe and Warranty 0.225 Deluxe 0.45 No Warranty 0.5 Deluxe and No Warranty 0.225 ​(Type integers or​ decimals.) ​b) What is the percentage of customers who buy an extended​ warranty? 39​% ​(Type an integer or a​ decimal.) ​c) What is the expected revenue of the company from a camera purchase​ (including warranty if​ applicable)? The expected revenue from a camera purchase is ​$ nothing. ​(Type an integer or a​ decimal.) ​d) Given that a customer purchases an extended​ warranty, what is the probability that he or she bought the deluxe​ version? The probability is nothing. ​(Round to three decimal places as​ needed.)

1. Confidence interval for the difference between the two population means.
(Assume that the two samples are independent simple random samples selected from normally distributed populations.)

A researcher was interested in comparing the GPAs of students at two different colleges. Independent simple random samples of 8 students from college A and 13 students from college B yielded the following summary statistics:

  
Construct a 95% confidence interval for μ₁ – μ₂, the difference between the mean GPA of students in college A and the mean GPA of students in college B .

Select one:

A.-0.78 < μ₁ – μ₂< 0.13

B, -0.84 < μ₁ – μ₂< 0.19

C, -0.80 < μ₁ – μ₂< 0.15

D, -0.75 < μ₁ – μ₂< 0.18

2.

A researcher was interested in comparing the response times of two different cab companies. Companies A and B were each called at n = 36 randomly selected times. The calls to company A were made independently of the calls to company B. The response times were recorded and the summary statistics were as follows:

Find the margin of error, E, for a 98% confidence interval that can be used to estimate the difference between the mean resting pulse rate of people who do not exercise regularly and the mean resting pulse rate of people who do. Round your answer to two decimal places.
(Note: Use Table A-3 for the critical value needed in the formula)