Fresno Fiber Optics, Inc. manufactures fiber optic cables for the computer and telecommunications industries. At the request of the company vice president of marketing, the cost management staff has recently completed a customer-profitability study. The following activity-based costing information was the basis for the analysis. Chapter 5 Activity-Based Costing and Management 225hiL6956X_ch05_168-229.indd 225 06/17/16 08:10 PMRequired: 1. Prepare a customer profitability analysis for Trace Telecom and Caltex Computer. (Hint: Refer to Exhibit 5–13 for guidance.) 2. Build a spreadsheet: Construct an Excel spreadsheet to solve requirement (1) above. Show how the solution will change if the following information changes: Trace Telecom’s sales revenue was $185,000 and Caltex Computer’s cost of goods sold was $59,000. Refer to the information given in the preceding problem for Fresno Fiber Optics and two of its custom-ers, Trace Telecom and Caltex Computer. Additional information for six of Fresno’s other customers for the most recent year follows:■ Problem 5–66Customer-Profitability Profile; Continuation of Preceding Problem (LO 5-9)Tele-Install, operating profit: $(18,000)Customer-Related ActivitiesCost Driver BaseCost Driver RateSales activity .................................................Sales visits .................................................$1,000Order taking .................................................Purchase orders ........................................200Special handling ...........................................Units handled ............................................50Special shipping ...........................................Shipments ..................................................500Cost-driver data for two of Fresno’s customers for the most recent year areCustomer-Related ActivitiesTrace TelecomCaltex ComputerSales activity ..................................................    8 visits ......................................................  6 visitsOrder taking ..................................................   15 orders ....................................................  20 ordersSpecial handling ............................................800 units handled ........................................600 units handledSpecial shipping ............................................ 18 shipments .............................................   20 shipmentsThe following additional information has been compiled for Fresno Fiber Optics for two of its cus-tomers, Trace Telecom and Caltex Computer, for the most recent year:Trace TelecomCaltex ComputerSales revenue ...............................................$190,000 ...............................................$123,800Cost of goods sold .......................................   80,000 ...............................................62,000General selling costs ....................................   24,000 ...............................................18,000General administrative costs .......................   19,000 ...............................................16,000

Required: 1. Prepare a customer profitability analysis for Trace Telecom and Caltex Computer. (Hint: Refer to Exhibit 5–13 for guidance.) 2. Build a spreadsheet: Construct an Excel spreadsheet to solve requirement (1) above. Show how the solution will change if the following information changes: Trace Telecom’s sales revenue was $185,000 and Caltex Computer’s cost of goods sold was $59,000.

Medical researchers conducted a national random sample of the body mass index (BMI) of 654 women aged 20 to 29 in the U.S. The distribution of BMI is known to be right skewed. In this sample the mean BMI is 26.8 with a standard deviation of 7.42. Are researchers able to conclude that the mean BMI in the U.S. is less than 27?

Conduct a hypothesis test at the 5% level of significance using StatCrunch (directions) or calculating T and using the T-Distribution Calculator above.

Based on your hypothesis test, what can we conclude?

Group of answer choices

a) With a mean BMI of 26.8, the data supports the claim that the average BMI is less than 27, but the difference is not statistically significant. We fail to reject the null hypothesis that the mean BMI for women aged 20 to 29 in U.S. is 27.

b) With a mean BMI of 26.8, the data supports the claim that the average BMI is less than 27. We reject the null hypothesis that the mean BMI for women aged 20 to 29 in U.S. is 27.

c) Nothing. The distribution of the variable in the population is right skewed, so the conditions for use of a t-model are not met. We cannot trust that the p-value is accurate for this reason.

3.There are three types of industrial structure or organization: monopoly, oligopoly, and perfect competition. Of those three, the Lösch location model is associated with __________. Of those three, the Weber location model is associated with __________.

4.How do the locational requirements/preferences differ between producer services providers and consumer services providers?

5.What are the three components of growth in shift-share analysis?

6.Compare Reilly’s Law of Retail Gravitation to Huff’s Competing Destinations model.

explain the following in 2 paragraphs :

1.Offensive Strategic Moves
Offensive strategic moves are proactive moves made by an organization to get/stay ahead in an industry, rather than a defensive strategy that reacts to competition. These strategic actions involve a company being proactive in attempts to increase revenue, market share, hedge from competition in the industry, and to mitigate risks of competitors getting ahead. This strategy is significant due to the potential to help stand apart from competition (or eliminate it completely). The ability for an organization to successfully implement an offensive strategy can yield vast benefits and can result in a company being perceived as a trend-setter/innovator in an industry. Despite the positive results that could occur, implementing offensive strategic moves typically involves investing a lot of capitol, which can be a major barrier for some companies to be able to attempt this strategy. Such seems to be the case for K-mart, and Sears Holdings, based on the continued struggles of the organization to compete and remain viable. Plenty of strides are being made to increase revenue and decrease global operating costs, such as merging some upper management job functions while merging various corporate locations, but, K-mart may not be at a point where it could implement an offensive strategic plan. It seems more plausible that K-mart could attempt to implement an offensive competitive strategy in a few years if it is able to leverage more savings in its costs to operate, which will likely result in more store closings and a resurgence in brand interests before that occurs to a point that would enable K-mart to invest in plans such as improving the networking infrastructure to facilitate implementing the latest technological advances to increase revenue, for example.

2. First Mover Advantage

The first mover advantage is achieved by an organization being able to be one of the first on the market with an innovative product or service. This is significant for a company because it can allow the establishment of brand recognition in an industry tied to a potentially revolutionary product/service, and brand loyalty can be established early in a product/service phase before competitors even have a chance to enter this market. Companies that are first movers also enjoy a lot of freedom in terms of pricing the products/services, while also having the time to modify and perfect the item/service that yielded the competitive advantage. In an industry that is replete with dozens, perhaps hundreds of other companies nationwide offering an identical variety of products, from groceries, to clothes, to tools, and much more, it seems like it would be hard for an organization that is struggling to maintain its market share while remaining economically viable to find ways to take advantage of being a first mover. K-mart has had little investment in the way of research and development for innovative ways to market and sell its products, and it does not seem like K-mart is in a position to utilize this type of advantage at this time.

3. Defensive Strategic Moves

Defensive strategic moves are management tools that can be used to fend off an attack from a potential competitor. It is like a battleground. Companies must protect their market share to keep their profits stable. They must hold on to what they have by using their competitive advantage.There are two approaches to defensive strategy. The first approach is aimed at blocking competitors who are attempting to take over part of a company’s market share. They can block competitors by adding incentives or discounts to their products to encourage customers to buy. A company can also increase advertising and marketing campaigns. The second approach is a company can announce new product innovations, plan a company expansion, or reconnect with old customers. This approach is not as aggressive as the first one and is done in a more relaxed manner.Kmart has used some of these moves before. They have added discounts to some of their Kmart brand products and have an incentive program, ShopYourWay, where shoppers earn points for purchases. Shoppers can redeem the points for merchandise. Kmart’s leadership should also protect its market share by increasing advertising, so customers will be aware that Kmart stores are still in business and striving to reclaim its place in the market. They should also reconnect with old customers by offering them an additional incentive to shop with them again and try to regain their loyalty.

4. Strategic Alliances
Strategic alliances are agreements among firms in which each commits resources to achieve a common set of objectives. Companies can form strategic alliances with competitors, schools, suppliers and customers. Strategic alliances allow companies to improve competitive positioning, share the risk or cost of major projects, and gain entry to new markets. I think Kmart should merge with or be acquired by Amazon. Amazon advertising Kmart’s products can give Kmart the boost that it needs. It would allow them to have their products exposed to millions of customers that would not even consider looking at Kmart’s website. Kmart merging with or being acquired by Amazon would also give Kmart the financial backing it needs to create more innovative products.

5. Horizontal Integration
Horizontal integration is the range of product and service segments that a firm serves within its market. A company who wants to expand its horizontal scope has an opportunity to do that through mergers and acquisitions. A merger is combining two or more companies into a single corporate entity, with the newly created company often taking on a new name. An acquisition is a combination in which one company, the acquirer, purchases and absorbs the operations of another, the acquired. Horizontal mergers and acquisitions usually involve combining the operations of firms within the same general industry (Thompson, 2012). Horizontal mergers and

acquisitions provide an effective means for firms to rapidly increase the scale and horizontal scope of their core business. Combining two or more companies is an attractive strategic option for strengthening the company’s competitiveness and it also opens avenues for new market opportunities. Increasing a company’s horizontal cope can strengthen the business and increase its profitability in five ways: (1) by improving the efficiency of its operations, (2) by heightening its product differentiation, (3) by reducing market rivalry, (4) by increasing the company’s bargaining power over suppliers and buyers, and (5) by enhancing its flexibility and dynamic capabilities. In order to achieve the benefits of a horizontal integration, companies must be able to aim their strategies to one of the following outcomes: by increasing the company’s scale of operations and market share; by expanding a company’s geographic coverage; extending the company’s business into new product categories; by gaining quick access to new technologies or complementary resources and capabilities; and/or by leading the convergence of industries whose boundaries are being blurred by changing technologies and new market opportunities.For Kmart, they were able to accomplish a horizontal integration back in 2004 when they merged with Sears, Roebuck Co. Kmart and Sears are very similar companies, offering very similar types of products. Up until the past 5 years or so, this has worked really well for both companies. With the rise of Amazon, other major companies like Walmart and Target executing the same strategy as Kmart, they are driving business away from them. Like stated above, there have been 225 locations closed down just in 2017 with another 60 estimated to close in 2018. With such a decline in revenues over the years, it is not economical for them to keep stores open that are not making money. If not for the merger in 2004, Kmart would not still be around today because other companies are doing the same thing better, cheaper, and more cost effective.

6. Company Value Chain
A company’s value chain identifies the primary activities that create customer value and the related support activities. The value chain is the underlying intent of a company’s activities to do things that ultimately create value for buyers (Thompson, 2012).To be successful, a company must think about what choices it will make now and in the future. Once a company focuses on the value-creating activities, the value chain is an ideal tool for examining how a company delivers on its customer value proposition. This allows the company to look at its cost structure and ability to offer lower prices. This allows them to look at what emphasis is placed on activities that enhance differentiation.Kmart is continually making improvements to their value chain because if not, they will fall behind to the likes of their competitors. With the popularity of online shopping taking over, Kmart offers all of their products sold in store on their website. Doing this helps ensure the customer has the best experience and can access any product whether it is online or in-store. This also allows Kmart more “shelf space” because they can sell some products strictly online and keep the more popular items in store. Kmart also offers a layaway program for customers to put items on hold, make payments, and receive the item once it is paid off. Many of their competitors do not offer layaway anymore due to credit cards being readily available. Lastly, Kmart, along with Sears, offers customer a rewards program called Shop Your Way. Shop Your Way allows customers to earn 10 points for every $1.00 spent, 1,000 points equals $1 in value, and they can earn points at any of the participating locations

(“About Points”). Rewards programs are great values to customers because they can earn back money they spent, which in turn will incentivize them to shop more at Kmart

7. Outsourcing
Outsourcing, is business practice used by companies to cut costs and increase profit over the long term by sending nonessential functions on work to third parties. These third parties are usually able to specialize in that specific function better than the main company can. This makes it possibly cheaper for a business to pay a third party to perform an activity rather than performing the activity themselves. Outsourcing is important to do because it allows a business to spend more time and money on the more important functions of the business.

In Kmart’s case, they outsource much of their IT infrastructure to a third party called CSC. The Kmart help desk is also currently handled mostly by Indian workers. Although outsourcing preserves the resources that Kmart has, it has also taken jobs away from Kmart employees in America. Since Kmart is currently closing down stores in order to salvage the little “good reputation” it has left, it may need to think about outsourcing other nonessential functions in order to focus on saving the rest of its stores.

1. Read the following statement carefully: “The concepts of probability and statistics are powerful ones and contribute extensively to the solutions of many types of engineering problems”.

Answer the following: Why, in your own words, do you think in your specifically engineering professional practice, probability and statistics will help you to be successful?

Consider board decisions like the mission, scope of services, corporate structure, and annual operating goals. What does the CEO contribute to those discussions? How does the board evaluate the CEO’s contribution? What makes the relationship effective, and what erodes the relationship? Griffith & White Well Managed healthcare

The frequency of the sickle cell allele is high in populations at low elevations in East Africa, where mosquitos breed year-round, and lower in high elevation populations where mosquitos are much less abundant. Which, if any, evolutionary processes might contribute to these differences in allele frequencies? Explain your answer.

RNA may fold back onto itself to form regions of double-stranded RNA. (a) Describe at least two structures found in double-stranded regions of RNA. (b) What features of RNA contribute to the stability of these double-stranded RNA regions?

essay answer are limited to about 600 words