In 2010, Ticketmaster found out the hard way that the
entertainment industry is not, in fact, as recession-proof as
it was once widely believed to be. Th e company, which sells
tickets for live music, sports, and cultural events, and which
represents a signifi cant chunk of parent company’s Live
Nation Entertainment’s business, saw a drop in ticket sales
that year of a disconcerting 15 percent. Th en there was the
mounting negative press, including artist boycotts, the vitriol
of thousands of vocal customers, and a number of major
venues refusing to do business with Ticketmaster.
Yet 2012 has been more friendly to the company—under

the leadership of former musician and Stanford MBA-
educated CEO Nathan Hubbard, who took over in 2010

when Ticketmaster merged with Live Nation, the country’s
largest concert promoter. Th ird-quarter earnings were
strong, with just under $2 billion in revenue, a 10 percent
boost from the same period last year, driven largely by Live
Nation’s ticketing and sponsorship divisions. Ticketmaster
was largely responsible as well, thanks to the sale of 36 million
tickets worth $2.1 billion, generating $82.1 million in adjusted
operating income, which translates to an increase of
51 percent for the year.
Th at’s because Hubbard knows how to listen, and read the
writing on the wall, “If we don’t disrupt ourselves, someone
else will,” he said, “I’m not worried about other ticketing
companies. Th e Googles and Apples of the world are our
competition.”
Some of the steps he took to achieve this included to
the creation of LiveAnalytics, a team charged with mining
the information (and related opportunities) surrounding
200 million customers and the 26 million monthly site visitors,
a gold mine that he thought was being ignored. Moreover
Hubbard redirected the company from being an infamously
opaque, rigid and infl exible transaction machine for ticket
sales to a more transparent, fan-centered e-commerce
company, one that listens to the wants and needs of customers
and responds accordingly. A few of the new innovations rolled
out in recent years to achieve this include an interactive venue
map that allows customers to choose their seats (instead of
Ticketmaster selecting the “best available”) and the ability to
buy tickets on iTunes.
Hubbard eliminated certain highly unpopular service
fees, like the $2.50 fee for printing one’s own tickets, which
he announced in the inaugural Ticketmaster blog he created.

Much to the delight of event goers—and the simultaneous
chagrin of promoters and venue owners, who feared that the
move would deter sales—other eff orts toward transparency

included announcing fees on Ticketmaster’s fi rst transaction-
dedicated page, instead of surprising customers with them at

the end, while consolidating others. “I had clients say, ‘What
are you doing? We’ve been doing it this way for 35 years,’”
Hubbard recalled, “I told them, ‘You sound like the record
labels.’”
Social media is an integral part of listening, and of course,
“sharing.” Ticketmaster alerts on Facebook shows friends of
purchasers who is going to what show. An app is in the works
that will even show them where their concertgoing friends
will be seated. Not that it’s all roses for Ticketmaster—yet.
Growth and change always involve, well, growing pains,
and while goodwill for the company is building, it will take
some time to shed the unfortunate reputation of being the
company that “everyone loves to hate.” Ticketmaster made
embarrassing headlines in the fi rst month of 2013 after
prematurely announcing the sale of the president’s Inaugural
Ball and selling out a day early as a result, disappointing
thousands. But as the biggest online seller of tickets for
everything from golf tournaments to operas to theater to
rock concerts, and with Hubbard’s more customer-friendly
focus, Ticketmaster should have plenty of opportunity to
repent their mistakes.

Questions

How did Mr. Hubbard select his most desirable alternative? Describe which type of Decision Making he used, and explain your findings.

Were the recent decisions that Mr. Hubbard made effective, according to the concepts in Chapter 7 – Decision Making? Explain your response.

Afirmthatproducesaccessoriesforsmartphoneshiredamarketingresearchcompany to find out how much its customers are willing to pay for its cases and screen protectors. The marketing research company found that there are only three types of customers with the following willingess to pay for cases and screen protectors:

Customer A Customer B Customer C

Case $3.25 $8.25 $10.00

Screen Protector $6.00 $3.25 $10.00

Bundle $9.25 $11.50 $20.00

As we did in class, assume that there is only one consumer of each type and that each consumer buys at most one case and one screen protector. Assume also that the marginal cost of production is zero.

(a)If the firm were to charge only individual prices (separate pricing), what prices should it set for its cases and screen protectors to maximize profit? What is the firm’s profit?

(b)After conducting a costly study, an outside consultant claims that the company could make more money from its customers if it sold cases and screen protectors together as a bundle instead of separately (pure bundling). Is the consultant right?

(c)Could you suggest a mixed-bundling pricing strategy that could beat (a) and (b)? Explain.

There are 10 questions listed to ask your Financial Advisor. Please list them and comment on why you think each is important. 1. What experience do you have? 2. What are your qualifications? 3. What financial planning services do you offer? 4. What is your approach to financial planning? 5. What types of clients do you typically work with? 6. Will you be the only financial planner working with me? 7. How will I pay for your financial planning services? 8. How much do you typically charge? 9. Do others stand to gain from the financial advice you give me? 10. Have you ever been publicly disciplined for any unlawful or unethical actions in your career?

Answer the following 4 questions in detail with proper spelling and grammar. Minimum 400 words.

Select a business that has been reviewed on Yelp and received a detailed negative review.

1. Pretend that you are the owner of the business, and want to comment publicly on the negative review. You want to regain the customer’s trust and loyalty, so your response has to be carefully crafted. You want to encourage the customer to reengage with your business.

2. Your written response should be 100 words or less.

3. In your assignment, you should include: basic information about your business, the negative review (in 100 words or less), and your comment.

4. Explain in detail why you think your response would be effective, and how it will help restore your business in the eyes of this customer.

A company has current liabilities of $705 million, and its current ratio is 2.2. What is its level of current assets? If this firm's quick ratio is 2.2, how much inventory does it have?
B) (CLO2) You have the following accounts and financial data for Al Ain company for 2019.
Accounts and financial Data from Al Ain Company
2019
Sales revenue
$ 3065
Costs of Goods Sold
1805
Accounts receivable
555
Preferred stocks dividends
20
Interest expense
132
Tax rate
40%
Total operating expense
605
Number of common shares outstanding
1002
Accounts payable
241
      
Find the following:
1. What is the firm's earnings available to common shareholders for 2019?
2. What is The firm's earnings per share (EPS) for 2019?
3. What is the firm's net profit after taxes for 2019?

You need a 27-year fixed rate loan to buy a new car for 22,000. Your bank will lend you the money at an annual interest rate of 5.3% APR. What is your annual payment?

1. 1,550.51

2. 814.81

3. 1,472.47

4. 665.52

QUESTION 27

1. In a normal distribution of scores with a mean of 35 and a standard deviation of 4, which event is more likely; a) a randomly selected score is between 29 and 31 or b) a randomly selected score is between 40 and 42? Explain your response in 2-3 sentences.

what is the wavelength of thermal neutrons? what "type" of light would this correspond to (X-ray, UV, VIS, IR)?
hint: a thermal particle has an average kinetic energy of ekin=3/2 KT with KT= 25 meV. m(neutron) = 1.674x10^-27 kg.

Problem 3-31B Events for two complete accounting cycles

LO 3-1, 3-2, 3-3

Iowa Service Company was formed on January 1, Year 1.

Events Affecting the Year 1 Accounting Period

1. Acquired cash of $60,000 from the issue of common stock.

2. Purchased $1,200 of supplies on account.

3. Purchased land that cost $18,000 cash.

4. Paid $800 cash to settle accounts payable created in Event 2.

5. Recognized revenue on account of $42,000.

6. Paid $21,000 cash for other operating expenses.

7. Collected $38,000 cash from accounts receivable.

   Information for Year 1 Adjusting Entries

8. Recognized accrued salaries of $3,200 on December 31, Year 1.

9. Had $200 of supplies on hand at the end of the accounting period.

Events Affecting the Year 2 Accounting Period

1. Acquired an additional $20,000 cash from the issue of common stock.

2. Paid $3,200 cash to settle the salaries payable obligation.

3. Paid $3,600 cash in advance for a lease on office facilities.

4. Sold land that had cost $15,000 for $15,000 cash.

5. Received $4,800 cash in advance for services to be performed in the future.

6. Purchased $1,000 of supplies on account during the year.

7. Provided services on account of $32,000.

8. Collected $33,000 cash from accounts receivable.

9. Paid a cash dividend of $5,000 to the stockholders.

10. Paid other operating expenses of $19,500.

Information for Year 2 Adjusting Entries

1. The advance payment for rental of the office facilities (see Event 3) was made on March 1 for a one-year lease term.

2. The cash advance for services to be provided in the future was collected on October 1 (see Event 5). The one-year contract started October 1.

3. Had $300 of supplies on hand at the end of the period.

4. Recognized accrued salaries of $3,900 at the end of the accounting period.

Required

• Identify each event affecting the Year 1 and Year 2 accounting periods as asset source (AS), asset use (AU), asset exchange (AE), or claims exchange (CE). Record the effects of each event under the appropriate general ledger account headings of the accounting equation.

• Prepare an income statement, statement of changes in stockholders’ equity, balance sheet, and statement of cash flows for Year 1 and Year 2.

• The main thing I am struggling with is the cash flow statements for year 1 and year 2. The format would be just a normal cash flows statement.