Questions
The U.S. BoP statistic for the year 2008 shows unilateral transfers as a debit entry. This...

The U.S. BoP statistic for the year 2008 shows unilateral transfers as a debit entry. This implies:

a. more transfers are made from the U.S. to individuals abroad.

b. more transfers are made to the U.S. from individuals abroad.

c. U.S. investors have earned a higher rate of return on foreign assets.

d. U.S. companies have invested in large number of foreign stocks.

e. the U.S. government has bought back some Treasury bonds.

In: Economics

Females, on average, are shorter and weigh less than males. One of your friends, who is...

Females, on average, are shorter and weigh less than males. One of your friends, who is a pre-med student, tells you that in addition, females will weigh less for a given height. To test this hypothesis, you collect height and weight of 29 female and 81 male students at your university. A regression of the weight on a constant, height, and a binary variable, which takes a value of one for females and is zero otherwise, yields the following result: Studentw = -229.21 – 6.36 × Female + 5.58 × Height , R 2 =0.50, SER = 20.99 where Studentw is weight measured in pounds and Height is measured in inches. (a) Interpret the results. Does it make sense to have a negative intercept? (b) You decide that in order to give an interpretation to the intercept you should rescale the height variable. One possibility is to subtract 5 ft. or 60 inches from your Height, because the minimum height in your data set is 62 inches. The resulting new intercept is now 105.58. Can you interpret this number now? Do you thing that the regression R 2 has changed? What about the standard error of the regression? (c) You have learned that correlation does not imply causation. Although this is true mathematically, does this always apply?

In: Statistics and Probability

1. What is the response rate of an online survey sent to 650 email recipients, where...

1. What is the response rate of an online survey sent to 650 email recipients, where 100 email addresses were ineligible, 400 recipients responded to the survey, and 150 refused to participate? (Show all your work)

2.  A department store manager believes that at least half of the households in a test market city contain at least one adult who has visited the store since the new layout was introduced. To conduct online surveys, a researcher working with this manager has purchased access to a 1,100 online panel with members located in the target area. The researcher asked the following question to the contacted respondent "Has any adult in this household visit XYZ department store in the previous month?". Here are the final results of the online panel surveys.

Completed surveys 426

Refusals 260

No Contact 0

Ineligible surveys 292

Nonworking emails 122

What is the response rate with eligibility requirements? Show all your work.

3. Knowing that you need a sample pool of 1019 students to ultimately get about 500 students in your sample, you are in a position to draw a systematic sample from the student directory at your university. Further, 9,500 students are listed in the directory. What is the sampling interval? Interpret your results. Show all your work

In: Statistics and Probability

Most analysts think that the US$ was overvalued in the 1990s and 2000s. This is certainly...

Most analysts think that the US$ was overvalued in the 1990s and 2000s. This is certainly suggested by the persistent trade deficits run between the US and the rest of the world. What accounts for the persistent high value of the US$? What impact does the high value have on GDP and inflation in the US?

In: Economics

The US President Donald Trump and his advisors have repeatedly said that they intended to get...

The US President Donald Trump and his advisors have repeatedly said that they intended to get rid of the US trade deficit.

Question 01: As of April 8th 2018, list the goods and the countries for which the US has decided to create new tariffs. For these goods, what are the amounts currently imported by the US? (Words 250)

Question 02: List the US goods for which China has decided to create new tariffs. For these goods, what are the amounts currently imported by China? (Words 200)

Question 03: Assume that the new tariffs will decrease both US exports to China and Chinese exports to the US by 30% (only for the targeted goods). Building on your answer on questions 1 to 4, what would be the impact of the new tariffs on the US-China trade deficit? Support your answer with numbers (Words 200)

In: Operations Management

Economy Laundry Company had the following transactions in August: Aug. 1 Issued capital stock for cash,...

Economy Laundry Company had the following transactions in August:

Aug. 1 Issued capital stock for cash, $ 150,000.

3 Borrowed $ 40,000 from the bank on a note.

4 Purchased cleaning equipment for $ 25,000 cash.

6 Performed services for customers who promised to pay later, $ 16,000.

7 Paid this month’s rent on a building, $ 2,800.

10 Collections were made for the services performed on August 6, $ 3,200.

14 Supplies were purchased on account for use this month, $ 3,000.

17 A bill for $ 400 was received for utilities for this month.

25 Laundry services were performed for customers who paid immediately, $ 22,000.

31 Paid cash dividend, $ 2,000.

Required:

Prepare journal entries for these transactions.

In: Accounting

The CEO of a large manufacturing company is curious if there is a difference in productivity...

The CEO of a large manufacturing company is curious if there is a difference in productivity level of her warehouse employees based on the region of the country the warehouse is located. She randomly selects 35 employees who work in warehouses on the East Coast (Group 1) and 35 employees who work in warehouses in the Midwest (Group 2) and records the number of parts shipped out from each for a week. She finds that East Coast group ships an average of 1299 parts and knows the population standard deviation to be 350. The Midwest group ships an average of 1456 parts and knows the population standard deviation to be 297.

Using a 0.01 level of significance, test if there is a difference in productivity level. What is the p-value? (Round to four decimal places) p-value =   

In: Statistics and Probability

During 2020 ... A. Purchased $35,000 of merchandise from XY company on January 26. Amount due...

During 2020 ...
A. Purchased $35,000 of merchandise from XY company on January 26. Amount due in full in Feb. 28.
B. Paid for 40% of the purchased merchandise in transaction A on February 26
C. On Feb. 28 negotiated a patent extension from XY company for the remainder of the balance from Jan. 26th’s purchase by signing a 1 yr 8% note payable
D. Borrowed $200,000 on an 8 month 9% linteredt bearing note on July 31st
E. Purchased $140,000 of merchandise on Aug. 2 and the amount is due in full on Sept. 28
F. Paid for the $140,000 purchase of merchandise on Sept. 28
G. Received a $40,000 deposit against a total settling price of $400,000 for service to be performed for Martel by Mattel inc on Oct. 4
H. Paid quarterly installments of social security, Medicare, and individual income tax withholdings on Oct. 10. The social security and Medicare were previously recorded as expenses during the quarter and the amounts paid represent both the employee and employer shares. (50% each).

Social security taxes withheld $280,000
Medicare taxes withheld 65,500
Federal income taxes withheld 720,000

I. On Dec. 15 Daniels completed the services ordered buy Martel on Oct. 4. Martel’s remaining balance of $360,000 is due on January 31.

Prepare journal entries for each transactions and any necessary adjusting entries on Dec. 31 2020.

In: Accounting

Write 3 paragraphs for reflection and should be do the following: 1. In first paragraph, Summarize...

Write 3 paragraphs for reflection and should be do the following:

1. In first paragraph, Summarize the article (attached below). (Don't plagiarism from article. Please use your own words to summarize article below)
2. In second paragraph, Connect the article with one of those
"culture is an integrated system" or "cultural anthropology" or "how environment can shape cultural adaptations" or "Ethnography" or "Cultural universals". Be specific about the connections you make.
3. In third paragraph, Include your own reflection on what you’ve read/learned. What do you think about it?

Article Here: "Changing Misconceptions About African Bushmen"
The Bushmen are an indigenous people in the southern part of Africa. There are more than 100,000 living in the countries of Botswana, Namibia, South Africa and Angola. They have been living on this land for tens of thousands of years, where they continue to practice their hunter-gatherer lifestyle. They are known to have genetic ties to the earliest humans. However, because of misconceptions about African bushmen and their way of life, they have become targets of prejudice and mistreatment throughout the past several decades. Due to these misconceptions, the Bushmen were evicted from their land by the government of Botswana due to the discovery of diamonds in their homeland. Their battle for freedom has been long and arduous, and these misconceptions must be reversed in order for the Bushmen to move out of poverty and into a more free existence. The Borgen Project spoke to Jonathan Mazower, the communications director at Survival International, an organization that has been working with the Bushmen since the 1970s. When the government of Botswana began to evict the Bushmen from their land in the 1990s, Survival was able to step in and help. Mazower explained how Survival enabled “Bushman spokespeople to travel abroad to speak out about the violation of their rights, launching tourism and diamonds boycotts, lobbying bodies such as the U.N. and the EU.”

Bushmen Win Legal Rights to Their Land in Key Court Decision

The Bushmen’s case was taken to court in 2004. Against all odds, the Bushmen won. Mazower explained, “The judges ruled that the government had illegally and unconstitutionally evicted the Bushmen from their ancestral land and that they had the right to return to their homes and to hunt the game animals on which they rely for a livelihood. It was the first time that an African court recognized the concept of ‘native title.’ Since then, and despite government obstacles and intransigence, many Bushmen have returned to their homes in the reserve.” In 2006, the Bushmen began returning home, a landmark decision in terms of African legal systems that took place after years of campaigning and lobbying. Mazower spoke to this work: “Survival’s campaign has changed minds and attitudes by challenging deep-seated prejudice against the Bushmen and their hunter-gatherer way of life, and enabled their voice to be heard within Botswana and abroad. The media and society generally in Botswana held the Bushmen in contempt, influenced by the government’s racist attitude to hunter-gatherers. There has been a sea change in public opinion in Botswana which is now much more supportive of the Bushmen and critical of the government’s treatment of them.” After the initial ruling, with the help of Survival, the Bushmen won a second case regarding water rights on their land as well as a successful removal of the De Beers mining company from their land. A final discovery was made by Survival International, revealing that many Bushmen had been tortured and abused by wildlife scouts in the Central Kalahari Game Reserve. Once this information was out, support for the Bushmen continued to increase in southern Africa.

How Misconceptions About African Bushmen Harm Their Society

Even though the Bushmen have regained much of their freedom, there are still misconceptions surrounding bogging them down. Mazower detailed some of these: “Misconceptions, prejudice and racism led many to believe that the Bushmen and their communal way of life based on hunting, gathering and sharing are ‘backwards’ and ‘primitive.’ The government used this to justify the evictions and to force its ideas of development on them.” The Botswana government attempted to modernize these people under the misconception that they are primitive and ancient, but this modernization destroyed their spirits and ruined their way of life. Mazower spoke to this cultural destruction: “People who were once free and self-sufficient, living meaningful lives of their choosing on their land, turned to alcohol and became bored and depressed. They are now exposed to diseases like TB and AIDS which were virtually unknown before.” An article on the Survival International website discusses how progress can kill. The article states, “Forcing ‘development’ or ‘progress’ on tribal people does not make them happier or healthier. In fact, the effects are disastrous. The most important factor by far for tribal peoples’ well-being is whether their land rights are respected.” Common misconceptions about African bushmen and other indigenous peoples are the reason why development or progress is forced. The question becomes: how can misconceptions about African bushmen be reversed in order to help them be culturally independent? Mazower says, “By showing people what the Bushmen have to teach us. They are extraordinarily resilient, and are the best conservationists. They have looked after the fauna and flora for millennia, and have immense botanical and zoological knowledge which benefits us all… They can also show us how to live together as a community based on sharing and reciprocity–they are a great example of egalitarianism, where wealth is not measured in possessions but rather what you give away and share. They put the community before the individual, share and exchange possessions rather than amass personal wealth and embrace gender equality.” This is how misconceptions about indigenous people like the Bushmen can change: by showing the world their true nature and how it can learn from them rather than the other way around. Mazower closed the interview on this thought: “Survival’s work is rooted in showing that the Bushmen, like all tribal peoples, are contemporary peoples and are a vital part of human diversity. Tribal peoples who control their own land are healthier with a far better quality of life than tribes who’ve been evicted from their lands and had ‘development’ forced on them.”

In: Psychology

Pizza Experts Itwas September 1989, and Joe Hillier and Harold Baker, prospective franchisees, were excited about...

Pizza Experts
Itwas September 1989, and Joe Hillier and Harold Baker, prospective franchisees, were excited about their upcoming interview with Rob and Wayne Moore. The brothers were co owners of Pizza Experts, the mostpopular pizza company in Newfoundland, and they were about to Select a suitable franchisee for St. John's, Newfoundland. Despite previous success in selecting franchise owners, Rob and Wayne wondered if the existing franchise agreement offered the right benefits to attract the "best" franchisees. Conversely, Joe and Harold were interested in owning a Pizza Experts franchise only ifitprovided sufficient returns. The interview.
would allow the two groups ofmen to evaluate the franchise arrangement and each other
Company and Market History
In 1985. Rob Moore left Rob's Pizza Palace, a St. John's restaurant owned by himselfano three others, to create Pizza Experts. On December 10, 1985, Pizza Experts opened its doors on Torbay Road (Exhibit 5), This was a popular location for family and fastfood restaurants, as it was adjacent to a heavy residential area in the Eastend of the city. Without formal market research studies on the area, Rob had reacted to his business instincts in selecting Torbay Road as the site. His instincts proved accurate; in the 1986 business vear, sales exceeded the expected $300,000 level. In August 1986, less than a yearafter opening the Torbay Road Store, Wayne Moore opened Pizza Expers' second store in Churchill Square This was a very successful retail area, housing specialty shops and services near Memorial University of Newoundland (student population of approxima tely 16.000). In February 1988, the brothers opened a third store on Kenmount Road, a prime commercial area of the cily. According to Rob sales continued to increase atthe Churchill Square and

Torbay Road outlets due to a new marketing concept, i.e., pizza delivery to your doorstep within 35 minutes. He also believed high frequency advertising and posive word-of-mouth advertising led to increased patronage atall stores.
In the late 1980s the pizza market was booming across Canada. According to Food Service and Hospitaliy magazine, more than $400 million profit was eamed in 1988 by Canada's top 100 pizza establishments, and every pizza company ranked in their Top 100 list experienceo sales growth. A major portion of this growth was in the take-out and delivery part of the usiness. According to the Canadian Restaurant and Food Services Association, the take-ou and delivery market grew by 16%, outpacing all other food sectors in 1988. This market was expected to be the largest future growth leader, due in part to the VCR revolution.
Consequently, the number of people interested in entering this booming market was growing, making it easier to attract potential franchisee owners for expanding pizza companies.
1
Rob and Wayne perceived these growth opportunities in the pizza market and decided to se up Pizza Experts franchises. As Rob noted, "Franchising is the fastest way our company can expand; major capital requirements are covered by the franchisees. In addition, having franchisees to operate individual outlets provides more time for Wayne and me to develop future strategies for Pizza Experts."
After the Kenmount Road outet was operational, the Torbay and Churchill outle ts were placed on the market as franchise opportunities. The two stores sold quickly because ofthe good reputation built by the established Pizza Experts restaurants. 'Me Kenmount Road store remained owner operated. The first franchise outside St. John's was openedin Mount Peard in
August 1988. Much to Rob's delight, the new ownerhad previously been employed by Pizza Experts. As Rob said. "We like to build from within, since these are the people most famillar with ouroperations. A month later, a franchise was opened in Comer Brook about 700 km from St John's on the West coastof Newfoundland. The most recent franchise opened or Water Street, in the downtown district of St. John's, in June 1989. After four years, Rob and Wayne's company had expanded rapidly from a single outiet to a $5 million operation comprised of six restaurants. Rob believed Pizza Experts had become the most popular pizza company in Newfoundland. On an average Friday night, the St John's utlets alone handled more than 1,000 telephone requests for pizza delivery.
The Franchise Arrangement
As part of the franchise application process, potental owners of Pizza Experts outlets had to submit a Pizza Experts franchise application to Rob and Wayne
Moore (Exhibit 1); they were also required to agree to credit and personal reference checks.
Furthermore, potential franchise owners were usually required to have $150,000 dollars personal net worth in order to merit an interview. Potential franchisees were permitted to evaluate an income projection and Pizza Experts Proven Recipe of Success (Exhibits 2 and
3). The income projection was not an income guarantee; it did, however, give the future owner an idea ofexpected revenue and costs. It was also imperative that the franchisee put many hours and a lot of additional resources into creating a successful restaurant.
The Pizza Experts initial franchise fee of $25,000, and royalty fee of 4% of annual gross eamings were somewhatless expensive than those of competitors (Exhibit 4). Rob felt it was necessary for the franchisee to have a minimum of $50,000 cash to cover equipment purchases and leasehold improvements. Previous experience had shown thata $ 10,000 operating line of creditwould be necessary to cover working capital needs. The initial franchise term was ten years, with an option to renew for another ten years. Franchise fees would be renegotiated upon renewal

As part of the franchise agreement, ingredients for all outets were ordered from one supplier to standardize quality. They were packaged with the Pizza Experts logo and sold to the franchise outlets. "Dough is the pizza; anyone can sprinkle on the toppings," claimed Rob. The Moore brothers had spent years experimenting to develop the bestpossible crust and did not wan franchisees to use anything else. Rob substantiated his beliefin the importance of the dough/crust by citing a 1987 study conducted by M-5Advertising. The St. John's market research company identified taste as a positive factor for 42% of those who had eaten at Pizza Experts.
A close, friendly atmosphere in an efficiently run business was encouraged at all locations, and closely monitored by Rob and Wayne. In fact, franchise owners adhered to a regular reporting schedule. Wayne, who was in charge ofinance, received daily, weekly, and monthly sales data from each franchisee. In addition, each franchisee had to produce audited annual financial statements. If there were any problems with operations, the franchise owners had to answer to the Moore brothers directly. One franchisee had already been replaced because o poor management skills and his refusal to take the brothers' management advice to improve performance. The Moore brothers did this reluctantly; they believed in providing managemen advice to franchisees not only in start-up, but for the duration of the franchise agreement.
Having exhausted all options to improve performance in the affected outet, Rob and Wayne had no choice but to end the franchise relationship because of its potential negative impact on the Pizza Experts family
As further support and protection for franchisees, Rob and Wayne provided territory protection.
To accomplish this, the city was divided into five zones with population blocks of 25,000
people (Exhibit 5). Zone protection guaranteed thatonly one store would be built in each zone.
herefore, future restaurants would be situated properly around the city thus reducing "cannibalisation" of established outets' markets. This zoning also ensured quick pizza delivery during the busy weekend nights. Each outlet was allotted a particular zone so that delivery service would be efficient and the possibility of one store becoming swamped with orders would be minimized. To emphasize this concept, a new marketing slogan was also ntroduced: "You are now entering the Pizza Experts Zone." The Moores knew the zoning had proven successful, since 80% of Pizza Experts takeout customers stated location as their mair eason for selecting the company when surveyed in the 1987 study by M-5 Advertising. Pizza Experts also used a centralized computer system for take-out orders. The orders were sent to the appropriate zone and the franchises were billed for their proportional use of the telephone and computer system used in delivery operations.
Once a Pizza Experts franchise was operational, the outlet had to take partin a co-operative advertising program supported by 3% of annual gross sales. This program helped ensure growth ofthe company, positive exposure for new outlets, and continuation of the existing consumer advertising program. To give the restaurants continued visibility, the co-operative advertising program utilized four media: radio, television, newspaper, and direct mail. The franchise owners metmonthly with Rob and Wayne to discuss the merits of proposed advertising programs. No new sales promotional activities were adopted unless a majority of the franchisees agreed to the new concept.
Since Pizza Experts catered to pizza lovers between the ages of 18 and 40, a theme offun and entertainment was emphasized. Charie Chaplin, used on the Pizza Experts logo to symbolize relaxation and enjoyment, reinforced this theme. As well, one unique advertising medium, a St John's Transportation Commission bus, used the Charlie Chaplin symbol, and reminded pizza lovers of the delivery guarantee and Pizza Experts phone number ("double one-double 011).
The Franchisees
All Pizza Experts established franchise owners had many of the qualities the Moores looked for in a franchisee. From experience, Rob knew the importance of a franchisee's reputation. "If an owner is not well liked, that owner is not going to be supported by the community." Since Rob viewed St. John's as a conservative centre, with thirty-three pizza shops in the greater metropolitan area, he believed the importance of a favourable public image and an outgoing personality could not be minimized.
Rob also stressed the importance of dedication. Owners had to focus all their efforts on the restaurant. Ambition.and quality were notenough. Other desirable characteristics were sound financial backing, business sense, experience, and education. Although there was no ranking
search financial backing, business sense, experience, and education. Although there was no ranking system for these characteristics, all applications were measured using a plus/minus rating.
The financial background and favourable exposure in the community were weighted fairly heavily. The Moores preferred "business marriages," where individuals with experience in the estaurant business would team up with people having sufficient capital to start a franchise.
Rob and Wayne were impressed by the number of individuals interested in learning more about the Pizza Experts franchise concept Applications arrived regularly from potental franchisees. In the most recent screening, Rob and Wayne identified Joe Hillier and Harold Baker as the best candidates for further consideration.
Potential Franchisees' Background
Having completed the application form, Joe and Harold believed they had many of the qualities the Moore brothers seemed to be looking for in their franchisees. Joe had a Master o Business Administration (MBA) from Dalhousie University in Halifax, Nova Scotia. During his academic studies he had been employed as an assistant manager for an independent pizza outlet, and for the pasttwenty three years he had owned and operated an income tax service in Comer Brook. Joe had a lotof practical experience but his references indicated thathe was 1ou
not receptive to newideas and change. He came from a well-respected, wealthy family in the Comer Brook area. Over the years Joe had managed to save $100,000 for a newbusiness venture, and his family was prepared to provide another $20,000 if required.

Harold had received his high school diploma from Brother Rice High School in St. John's and a business diploma from the Newfoundland Career Academy, a private college. While atthe Academy, Harold studied Business Administration, a one-year course with a primary focus on accounting and computer training. Course work, however, also included entrepreneurship different forms of Canadian business, communication, and supervisory skills. Harold was ar enthusiastic individual with a well-rounded business background, despite having declared bankruptcy in his previous venture. Undaunted by the bankruptcy, Harold had no difficuly quickly finding employment In fact, he was immediately employed as a marketing manager with a major oil company in St. John's.
His references highlighted his ability to produce excellent marketing promotions, but commented negatively on his brash mannerisms. With their combined skills, Joe and Harold were confident they could open and successfully run Pizza Experts' next franchise in St.John' The men were looking forward to meeting Rob and Wayne and finding outmore about the franchise agreement.
Case Questions

1. Identify the factors Rob and Wayne considered important in evaluating potential franchisees. Evaluate Joe and Harold against each of these criteria. Make a recommendation to the Moores on granting a franchise to Joe and Harold
2. What, ifany, elements of the franchise arrangement should be altered to enhance the benefits each party would receive?
3. Given the information provided in the case, would you buy a Pizza Experts franchise rather than purchase another pizza franchise, Would there be advantages to starting a business from scratch rather than purchasing the franchise? Evaluate the options.
4. What advice would you give an entrepreneur evaluating a Pizza Experts agreement?

In: Operations Management