Eastern Aviation operated both an airline and several restaurants located near airports. During the year just ended, all restaurant operations were discontinued and the following operating results were reported.

All of these amounts are before income taxes unless indicated otherwise. The company's income tax rate is 40 percent. The nonrecurring loss resulted from damage to a warehouse that is not related to the discontinued restaurant operations. Eastern Aviation had 1,000,000 shares of capital stock outstanding throughout the year.

Required:

a. Prepare a condensed income statement, including proper presentation of the discontinued restaurant operations and the nonrecurring loss. Include all appropriate earnings per share figures.

b. Assume that you expect the profitability of Eastern Aviation operations to decline by 5 percent next year, and the profitability of the restaurants to decline by 10 percent. What is your estimate of the company’s net earnings per share next year?

1.A 1000 ephemeral stream segment along the Town Creek near Tupelo, MS has a width of 30-m. The difference in elevation of the bottom channel for the upstream to the downstream section is 0.5m. A triangular hydrograph cumulating 10-cm of runoff that begins at 0m3/s reaches a peak of 35m3/s after the first hour of flow and returns to 0m3/s at the time 2.8-hr.If no lateral or overbank inflow is observed along the reach:

a.(15pts) Compute the outflow hydrograph for this reach selecting a time step of 0.1hr, a travel time constant of 0.285 hr and a weighting factor o f0.35.(use 4 decimal places for the outflow hydrograph to determine the routing time to reach the 0m3/s)(As you could submit your routingin Excel, hand/typing calculation are required for the time step that corresponds to your last digit of the net id. If 0 then 10th time step)Hint: The inflow hydrographs should have time steps of 0.1-hr from the beginning to the end.

b.(5 pts) Determine the lag time and peak flow attenuation(difference) observed between inflow and outflow hydrographs.

c.(15pts) Assuming the routing parameters remain constant, compute the outflow hydrograph for the following 1000-m reach segment.(use 4 decimal places for the outflow hydrograph to determine the routing time to reach the 0m3/s)(As you could submit your routing in Excel, hand/typing calculation sare required for the time step that corresponds to your last digit of the net id. If 0 then 10th time step

d.(5 pts) Determine the lag time and peak flow attenuation(difference) observed between inflow and outflow hydrographs.e.(5 pts) Is the runoff volume and the runoff depth changing along the reach? Validate your response with proper calculations and demonstrations.

f.(5 pts) Plot all three hydrographs in one same graph.

please answer and show your work, thank you!

1.) A farsighted person has a near point that is 48.0 cm from her eyes. She wears eyeglasses that are designed to enable her to read a newspaper held at a distance of 27.0 cm from her eyes. Find the focal length of the eyeglasses, assuming each of the following.

(a) that they are worn 2.0 cm from the eyes
cm

(b) that they are worn 3.0 cm from the eyes
cm

2.) A converging lens (f = 11.4 cm) is located 33.0 cm to the left of a diverging lens (f = -6.06 cm). A postage stamp is placed 39.6 cm to the left of the converging lens.

(a) Locate the final image of the stamp relative to the diverging lens. (Include sign to indicate which side of the lens the image is on.)
____________cm

(b) Find the overall magnification.
________________

3.) The owner of a van installs a rear-window lens that has a focal length of -0.301 m. When the owner looks out through the lens at a person standing directly behind the van, the person appears to be just 0.237 m from the back of the van, and appears to be 0.335 m tall.

(a) How far from the van is the person actually standing?
___________m

(b) How tall is the person?
___________m

Thirty-five small communities in Connecticut (population near 10,000 each) gave an average of x = 138.5 reported cases of larceny per year. Assume that σ is known to be 40.7 cases per year.

(a) Find a 90% confidence interval for the population mean annual number of reported larceny cases in such communities. What is the margin of error? (Round your answers to one decimal place.)

(b) Find a 95% confidence interval for the population mean annual number of reported larceny cases in such communities. What is the margin of error? (Round your answers to one decimal place.)

(c) Find a 99% confidence interval for the population mean annual number of reported larceny cases in such communities. What is the margin of error? (Round your answers to one decimal place.)

(d) Compare the margins of error for parts (a) through (c). As the confidence levels increase, do the margins of error increase?

(a) As the confidence level increases, the margin of error decreases.

(b) As the confidence level increases, the margin of error remains the same.    

(c) As the confidence level increases, the margin of error increases.

(e) Compare the lengths of the confidence intervals for parts (a) through (c). As the confidence levels increase, do the confidence intervals increase in length?

(a) As the confidence level increases, the confidence interval remains the same length.

(b) As the confidence level increases, the confidence interval decreases in length.    

(c) As the confidence level increases, the confidence interval increases in length.

Flatbread goes round the world Gruma S.A.B. de C.V is located near Monterrey, Mexico, and produces corn flour and other flour products, which it processes into tortillas and related snacks for markets worldwide. Its brand names include Maseca, Mission, and Guerrero. Its customers include supermarkets, mass merchandisers, smaller independent stores, restaurant chains, food service distributors and schools. The company began operations in 1949. In the early 1970s, Gruma launched its product on the Central American markets, specifically in Costa Rica. In 1976 it expanded to the United States and in 1987 it began expanding its operations across the globe, opening plants in Honduras, El Salvador, Guatemala and Venezuela. It now has plants in Europe and most recently China. The Asian market presents a very exciting development for Gruma. The company established their presence on continental China in the first instance and then gradually expanded their penetration of markets across Asia to the Middle East. It has already established distributorships in Japan, Korea, Singapore, Hong Kong, Thailand, the Philippines, Taiwan and India. How has a Mexican company with a niche food product like corn flour succeeded so well in international markets? According to Martinez and Haddock, the answer lies in the fact that many of the markets they have focused on are emerging markets which tend to follow the same path of development. These emerging markets exhibit a natural life cycle – a predictable pattern of consumer demand that is evident in steel, wheat, consumer products, and every other major economic sector. What Gruma are following in their international expansion is the tried and tested method of leveraging the similarities across from market to market and growing their company accordingly. The root of the success of Gruma has been their ability to observe the life cycle of emerging markets around the world and expertly time their entry into these markets. However, the other key factor has been their ability to adapt their products to local market tastes. Their key competitive advantage in international markets is based not on their product but the ability to roll any kind of flour, from corn to wheat to rice, into saleable flatbread. Most people from India do not eat corn tortillas, but they do eat a flatbread called naan, made from wheat, which Gruma sells in the United Kingdom and plans to sell in India. The Chinese don’t eat many corn tortillas, but they buy wraps made by Gruma for Peking duck. Gruma also follow a policy of deploying a senior ‘beachhead’ team to enter the new market in which they are building a presence. In China, the beachhead team had skills honed through many years of experience in Latin America and was already primed to develop the necessary market insights to feed into their marketing campaign. Thus, observed trends in China such as a decrease in home cooking among dual-career professionals, increasing penetration of fast food chains, an increase in cold storage in supermarkets and rapid improvements in the logistics and distribution channels were all utilized in thinking through the Gruma market-building strategy in China.

In connection with the given case study, develop a list of environmental factors which can be monitored to help decision makers recognize when it is the optimum time to enter a market.

Digital dashboards offer an effective and efficient way to view enterprisewide information at near real-time. According to Nucleus Research, there is a direct correlation between use of digital dashboards and a company’s return on investment (ROI), hence all executives should be using or pushing the development of digital dashboards to monitor and analyze organizational operations. Develop a digital dashboard for the CEO of a transportation company. Be sure to discuss and address all of the following with your other classmates. Inventory Materials Demand/Supply Sales Supplier’s supplier Supplier Manufacturer Distributor Retailer Customer Customer’s Customer

Cyclone Debbie leaves a sour taste for sugar cane growers. Cyclone Debbie crossed the coast near the Whitsunday islands in March 28, 2017 and tore a path from Bowen in QLD down to Northern New South Wales bringing 260 kph winds, torrential rains and flooding. The storm caused a total of $3.5 billion in damage. The cost to Queensland’s sugar industry, in destroyed cane infrastructure and equipment was $250 million. Cane growers Queensland chairman Paul Schembri said 125,000ha of cane farms from Bowen to south of Mackay were severely damaged. Sugar production volume loss on average was 20 to 25% from the three regions of Burdekin, Proserpine and Mackay that produce 50% of Australia’s national sugar cane crop. The losses would also far exceed that for many individual cane farms in the most severely affected locations. The cyclone disrupted production methods. Most sugar cane is mechanically harvested whilst still green and the canes are standing upright. However, the cyclone winds caused damage to farm structures and bent and flattened the canes. Torrential rains then flooded the fields and farm tracks with debris. Sprawled crops make mechanical harvesting difficult. After the damaged cane dries out and fine weather returns, the green leaves at the top turn toward the sun to try to stand up again but the cane stick itself often remains flattened and bent on the ground. There is a risk of damage to mechanical harvesters from cane in that condition and excessive leaf and other unseen debris in the fields. The smaller crop yields less tonnes to spread costs over and even where mechanical harvesters can still be used, the excessive leaf and other debris in the fields slows harvesting time down, increasing costs further. Many cane growers resorted to burning the flattened cane in the fields of excess leaf and debris, to salvage some harvest, a method not used for decades. This is a more labour intensive method of harvesting. Cyclone Debbie’s timing was not good for sugar cane growers. The cane was nowhere near its traditional harvest time (December) so couldn’t be harvested early. The best some farmers hoped for was that the cane ‘would straighten itself up’. In addition, the global sugar price had been above US $22 cents in 2016 but had fallen to between U.S. $12 cents and U.S. $13 cents per pound by August 2017, after trader realisations that a global surplus was emerging. One bank analyst linked sugar prices to the oil price, which had been under downward pressure for two years. This then put pressure on the ethanol price in Brazil, forcing Brazilian sugar mills to reduce ethanol production and increase sugar production. Good weather also prevailed in South East Asian cane growing nations contributing to the emerging global surplus. The price fall was further exaggerated by speculators who were selling on the market. Some cane growers may not have suffered the price fall as badly as others if they had secured earlier more favourable forward pricing contracts over their crop. Australian cane growers claimed that the price was approaching “cost of production” even without the cleanup and damage costs caused by Cyclone Debbie. Growers were forced to search hard for cost cuts such as reducing the nutrient or irrigation or maintenance inputs despite knowing such cuts would impair next year’s product quality. The Indian Government then declared subsidies for its sugar industry in September 2017, indicating further increases in global production, causing the global price to fall below the cost of production. The Australian sugar industry receives no government price support and 80% of Australian sugar is exported, so the industry is trade exposed to global sugar market price volatility. Cane growers Proserpine manager Mike Porter said growers just had to follow the appropriate steps; “There is nothing else you can do. This is an export industry, so we are captured by both the international commodity price and the exchange rate. We don’t have control over either fundamentals.” One Queensland cane grower estimated his loss at $400,00 - $500,000 in 2017 on the back of the cyclone, global sugar glut and subsequent very dry conditions through 2017 and 2018, claiming recovery would take him five years. However, for many farms total recovery may never be possible, leaving them vulnerable to future climate events.

5.1 What market structure most appropriately describes the sugar cane growing industry?

5.2 Explain what the likely short run effect of the cyclone is on the cost curves of a sugar cane growing firm in the cyclone affected region?

5.3 Explain using the relevant market structure model, the likely short run effect of the cyclone on the profits and quantities produced by sugar cane growing farms in the cyclone affected region

5.4 What is the long term response in the industry to the existence of economic losses, economic profits or normal profit? How will the changes from Q.5.2 and Q.5.3 affect the firm’s profit position in both the short run and long run?

Problem 22-8AA Merchandising: Preparation of a complete master budget LO P4 Near the end of 2017, the management of Dimsdale Sports Co., a merchandising company, prepared the following estimated balance sheet for December 31, 2017. DIMSDALE SPORTS COMPANY Estimated Balance Sheet December 31, 2017 Assets Cash $ 36,500 Accounts receivable 520,000 Inventory 105,000 Total current assets $ 661,500 Equipment 552,000 Less: accumulated depreciation 69,000 Equipment, net 483,000 Total assets $ 1,144,500 Liabilities and Equity Accounts payable $ 345,000 Bank loan payable 13,000 Taxes payable (due 3/15/2018) 89,000 Total liabilities $ 447,000 Common stock 470,500 Retained earnings 227,000 Total stockholders’ equity 697,500 Total liabilities and equity $ 1,144,500 To prepare a master budget for January, February, and March of 2018, management gathers the following information. The company’s single product is purchased for $20 per unit and resold for $59 per unit. The expected inventory level of 5,250 units on December 31, 2017, is more than management’s desired level, which is 20% of the next month’s expected sales (in units). Expected sales are: January, 7,250 units; February, 8,750 units; March, 11,500 units; and April, 11,000 units. Cash sales and credit sales represent 20% and 80%, respectively, of total sales. Of the credit sales, 65% is collected in the first month after the month of sale and 35% in the second month after the month of sale. For the December 31, 2017, accounts receivable balance, $125,000 is collected in January and the remaining $395,000 is collected in February. Merchandise purchases are paid for as follows: 20% in the first month after the month of purchase and 80% in the second month after the month of purchase. For the December 31, 2017, accounts payable balance, $70,000 is paid in January and the remaining $275,000 is paid in February. Sales commissions equal to 20% of sales are paid each month. Sales salaries (excluding commissions) are $54,000 per year. General and administrative salaries are $144,000 per year. Maintenance expense equals $2,100 per month and is paid in cash. Equipment reported in the December 31, 2017, balance sheet was purchased in January 2017. It is being depreciated over eight years under the straight-line method with no salvage value. The following amounts for new equipment purchases are planned in the coming quarter: January, $38,400; February, $100,800; and March, $28,800. This equipment will be depreciated under the straight-line method over eight years with no salvage value. A full month’s depreciation is taken for the month in which equipment is purchased. The company plans to buy land at the end of March at a cost of $145,000, which will be paid with cash on the last day of the month. The company has a working arrangement with its bank to obtain additional loans as needed. The interest rate is 12% per year, and interest is paid at each month-end based on the beginning balance. Partial or full payments on these loans can be made on the last day of the month. The company has agreed to maintain a minimum ending cash balance of $16,000 at the end of each month. The income tax rate for the company is 35%. Income taxes on the first quarter’s income will not be paid until April 15. Required: Prepare a master budget for each of the first three months of 2018; include the following component budgets: 1. Monthly sales budgets. 2. Monthly merchandise purchases budgets. 3. Monthly selling expense budgets. 4. Monthly general and administrative expense budgets. 5. Monthly capital expenditures budgets. 6. Monthly cash budgets. 7. Budgeted income statement for the entire first quarter (not for each month). 8. Budgeted balance sheet as of March 31, 2018.

Chapter Case: Campus Bikes

Campus Bikes is a popular bicycle shop located near a major university. The business has grown and the owner, Mark Turner, wants to install an up-to-date computer system to handle all business functions.

Background
Campus Bikes sells several brands of new bikes, including everything from high-end racing models to beach cruisers. In addition to sales of new bikes and accessories, Mark’s service department is always busy. The staff includes Mark himself, a bookkeeper, two part-time sales reps, a full-time mechanic, and several part-time service helpers who assemble bikes.

Before opening the shop three years ago, Mark worked for many years in his father’s auto dealership, Turner Motors, and he learned all about the automobile business. In the bike shop, he runs a similar operation, but on a much smaller scale. For example, sales orders are recorded on pre-printed forms, and service requests are written up just as they would be in an auto service department.

Mark’s customers find him fair and reasonable. He likes to say that the main difference between his business and a big-box retailer is that he knows his customers and will do whatever it takes to keep them happy.

You work at the college as a lab assistant in the computer information department. You earned a computer science degree at a two-year school, and you recently decided to work toward your four-degree. The computer lab manager, Jill, often suggests that local businesses contact you for help in troubleshooting IT issues.

This morning, you received a call from Mark, who wants to hire you as a consultant to help plan a system for Campus Bikes. You learned that Jill had referred him, and you are excited to have this opportunity. It probably didn’t hurt that both you and Jill had bought bikes from Mark, and already knew him. After spending several weekends talking with Mark and the staff, you are ready to start. You decide to use an object-oriented approach that will be easy to understand.

Tasks
1. List possible objects in the new bike shop system, including their attributes and methods. Do not draw a diagram for this. Just a three column list will be appropriate.
2. Identify three possible use cases and actors.
3. Create a use case diagram that shows how service requests are handled. This diagram should be drawn similar to Figure 6-16 on page 189 of the text. Be sure to use the actors and use cases appropriate for this case as detailed above.
4. Create a state transition diagram that describes typical customer states and how they change based on specific actions and events. You can find an example of a state transition diagram in Figure 6-21 on page 192 of the text.

Thirty-four small communities in Connecticut (population near 10,000 each) gave an average of x = 138.5 reported cases of larceny per year. Assume that σ is known to be 41.7 cases per year.

(a) Find a 90% confidence interval for the population mean annual number of reported larceny cases in such communities. What is the margin of error? (Round your answers to one decimal place.)

(b) Find a 95% confidence interval for the population mean annual number of reported larceny cases in such communities. What is the margin of error? (Round your answers to one decimal place.)

(c) Find a 99% confidence interval for the population mean annual number of reported larceny cases in such communities. What is the margin of error? (Round your answers to one decimal place.)

(d) Compare the margins of error for parts (a) through (c). As the confidence levels increase, do the margins of error increase?

As the confidence level increases, the margin of error decreases.

As the confidence level increases, the margin of error remains the same.     

As the confidence level increases, the margin of error increases.

(e) Compare the lengths of the confidence intervals for parts (a) through (c). As the confidence levels increase, do the confidence intervals increase in length?

As the confidence level increases, the confidence interval increases in length.

As the confidence level increases, the confidence interval remains the same length.     

As the confidence level increases, the confidence interval decreases in length.