A circular loop in the plane of a paper lies in a 0.45 T magnetic field pointing into the paper. The loop's diameter changes from 23.0 cm to 6.8 cmin 0.54 s .

What is the magnitude of the average induced emf?

What is the average induced current if the coil resistance is 3.9 Ω ?

Which of the following could be expressed as seconds of arc per year?

A. Radial velocity

B. Proper motion

C. Tangential velocity

D. Space velocity

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The proper motion of a star is

A. its tangential speed in km/s (measured in a direction perpendicular to the line of sight from the Earth to the star).

B. its radial speed in km/s (measured along the line of sight from the Earth to the star).

C. the diameter of the circle through which the star appears to move in the sky each year due to the motion of the Earth.

D. the angle through which the star moves across our sky per year.

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How can we tell that there is a binary system of stars even if we cant resolve both stars in a telescope?

A. The spectral class will vary with time in such a way to show two stars.

B. The luminosity class of the star will vary between giant and dwarf classifications.

C. Two sets of spectral lines will Doppler-shift red and blue opposite each other as time goes on.

D. The larger star will be stationary, but the smaller star will show a proper motion which will appear as a continuous Doppler shift.

E. The pair of stars’ luminosities will vary with time as they interact, and exchange matter.

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The spectra of spectroscopic binaries changes regularly due to

A. changes in the temperatures of the stars as they revolve.

B. changes in the size of the stars as they revolve.

C. changes in the absolute magnitudes of the stars as they revolve.

D. the Doppler effect.

E. [A, B, and C.]

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Of the following, which is the more fundamental quantity?

A. Absolute magnitude

B. Apparent magnitude

C. [They are equally fundamental.]

D. [No general statement can be made.]

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A star with an apparent magnitude of 3 emits ______ times as much energy as a star with an apparent magnitude of 5.

A. 0.6

B. 2

C. 2.5

D. 6.25

E. [The answer cannot be determined from the information given.]

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A star with an absolute magnitude of 3 emits_________ times as much energy as a star with an absolute magnitude of 5.

A. 0.6

B. 2

C. 2.5

D. 6.25

E. [The answer cannot be determined from the information given.]

Wallace Printing prints weekly advertisements for 15 customers. For 2016, Wallace budgeted $1,000,000 of manufacturing overhead cost and 20 million pages printed.

For 2016 Wallace Printing decided to evaluate the use of additional cost pools. After analyzing manufacturing overhead costs, it was determined that number of design changes, setups, and inspections are the primary manufacturing overhead cost drivers. The following information was gathered during the analysis:

Cost pool Manufacturing overhead costs Activity level

Design changes $360,000 300 design changes

Setups 600,000 4,000 setups

Inspections 40,000 1,000 inspections

Total overhead costs $1,000,000

During 2016, two of Wallace’s customers, Wealth Managers and Health Systems, used the following printing services:

Activity Wealth Managers Health Systems

Pages 100,000 125,000

Design changes 1 25

Setups 25 30

Inspections 4 15

Wallace Printing charges its customers $0.10 per page printed and uses normal costing. Total direct costs are $0.04 per page printed.

a. Suppose Wallace considers manufacturing overhead costs as one cost pool and allocates overhead based on the number of pages printed. What is the overhead allocation rate?

b. Using the allocation rate determined in the previous question, what is the manufacturing overhead cost allocated to Health Systems for 2016?

c. If Wallace considers manufacturing overhead costs as one cost pool and allocates overhead based on the number of pages printed, what profit (loss) does Wallace earn from Health Systems for 2016?

d. Now suppose Wallace uses activity cost pools. What is the allocation (activity) rate for the inspections cost pool?

e. If Wallace allocates manufacturing overhead costs using activity cost pools, what is the manufacturing overhead allocation for Wealth Managers during 2016?

f. If manufacturing overhead costs are allocated using activity cost pools, what profit (loss) does Wallace Printing earn from Wealth Managers during 2016?

Sunshine Inc has no debt outstanding and a total market value of $308,100. Earnings before interest and taxes, EBIT, are projected to be $46,000. If economic conditions are normal. If there is strong expansion in the economy, then EBIT will be 20% higher. If there is a recession, the EBIT will be 31% lower. The company is considering a $160,0000 debt issue with an interest rate of 5%. The proceeds will be used to repurchase shares of stock. There are currently 7,900 shares outstanding. Ignore taxes for questions a and b. Assure the company has a market to book ratio of 10 and the stock price remains constant. a1. Calculate Return on Equity (ROE) under each of the 3 economic scenarios before any debit is issued. a2. Calculate the percentage changes in ROE when the economy expands or enters a recession. b1. Assume the corp. goes through with the proposed recapitalization. Calculate the Return on Equity (ROE) under each of the three economic scenarios. b2. Assume the firm goes through with the proposed recapitalization. Calculate the percentages changes in ROE when the economy expands or enters a recession. Assume the firm has a tax rate of 24% c1. Calculate return on equity(ROE) under each of the three economic scenarios before any debit issued. c2. Calculate the percentage changes in ROE when the economy expands or enters a recession. c3. Calculate the return on equity(ROE) under each of the three economic scenarios assuming the firm goes through with the recapitalization. c4. Given the recapitalization, calculate the percentage changes in ROE when the economy expands or enters a recession.

On June 1, Alexander Corporation sold goods to a foreign customer at a price of 1,110,000 pesos and will receive payment in three months on September 1. On June 1, Alexander acquired an option to sell 1,110,000 pesos in three months at a strike price of $0.055. Relevant exchange rates and option premiums for the peso are as follows:

Alexander must close its books and prepare its second-quarter financial statements on June 30.

1. a-1. Assuming that Alexander designates the foreign currency option as a cash flow hedge of a foreign currency receivable, prepare journal entries for these transactions in U.S. dollars.

2. Record the sale of merchandise.

3. 2

   Record the foreign currency option.

4. 3

   Record the entry for changes in the exchange rate.

5. 4

   Record the change in the fair value of the option.

6. 5

   Record the gain or loss on the option.

7. 6

   Record the option expense.

8. 7

   Record the entry for changes in the exchange rate.

9. 8

   Record the change in the fair value of the option.

10. 9

    Record the gain or loss on the option.

11. 10

    Record the option expense.

12. 11

    Record receipt of pesos.

13. 12

    Record the exercise of the option.

14. a-2. What is the impact on net income over the two accounting periods?

15. b-1. Assuming that Alexander designates the foreign currency option as a fair value hedge of a foreign currency receivable, prepare journal entries for these transactions in U.S. dollars.

16. Record the sale of merchandise.

17. 2

    Record the foreign currency option.

18. 3

    Record the entry for changes in the exchange rate.

19. 4

    Record the change in the fair value of the option.

20. 5

    Record the gain or loss on the option.

21. 6

    Record the option expense.

22. 7

    Record the entry for changes in the exchange rate.

23. 8

    Record the change in the fair value of the option.

24. 9

    Record the gain or loss on the option.

25. 10

    Record the option expense.

26. 11

    Record receipt of pesos.

27. 12

    Record the exercise of the option.

28. b-2. What is the impact on net income over the two accounting periods?

DRIVING ARI FLEET MANAGEMENT WITH REAL-TIME ANALYTICS Automotive Resources International, better known as simple ARI, is the world's largest privately-held company for vehicle fleet management services. ARI is headquartered in Mt. Laurel, New Jersey and has 2,500 employees and offices throughout North America, Europe, the UK and Hong Kong. The company manages more than 1,000,000 vehicles in the US, Canada, Mexico, Puerto Rico and Europe. Businesses that need vehicles for shipments (trucks, vans, cars, ships, and rail cars) may choose to manage their own fleet of vehicle or they may outsource fleet management to companies such as ARI which specialize in these services. ARI manages the entire life cycle and operation of a fleet of vehicles for its customers, from up-front specification and acquisition to resale, including financing, maintenance, fuel management, and risk management services such as driver safety training and accident management. ARI also maintains six call centers in North America that operate 24/7, 365 days a year to support customers' drivers, and suppliers who expect access to real-time actionable information. Providing this information has become increasingly challenging. Operating a single large commercial vehicle fleet generates high volumes of complex data, such as data on fuel consumption, maintenance, licensing and compliance, A fuel transaction, for example, requires data on state taxes paid, fuel grade, total sale, amount sols, and time and place of purchase. A simple brake job and preventive maintenance checkup generates dozens of records for each component that is serviced. Each part and service performed on a vehicle is tracked using American Trucking Association codes. ARI collects and analyzes over 14,000 pieces of data per vehicle. Then multiply the data by hundreds of fleets, some with up to 10,000 vehicles, all operating simultaneously throughout the globe, and you'll have an idea of the enormous volume of data ARI needs to manage, both for itself and for its customers. ARI provided its customers with detailed information about their fleet operations, but the type of information it could deliver was very limited. For example, ARI could generate detailed reports on line-item expenditures, vehicle purchases, maintenance records, and other operational information presented as simple spreadsheets, charts, or graphs, but it was not possible to analyze all the data to spot trends and make recommendations. ARI was able to analyze data customer by customer, but it was not able to aggregate data across its entire customer base. For instance, if ARI was managing a pharmaceutical company's vehicle fleet, its information systems could not benchmark that fleet's performance against others in the industry. That type of problem required too much manual work and time, and still didn't deliver the level of insight management thought was possible. What's more, in order to create reports, ARI had to go through internal subject matter experts in various aspects of fleet operations, who were called "reporting power users". Every request for information was passed to these power users. A request for a report would take 5 days to fill. If the report was unsatisfactory, it would go back to the report writer to make changes. ARI's process for analyzing its data was extremely drawn out. In mid-2011, ARI implemented SAP BusinessObjects Explorer to give customers the enhanced ability to access data and run their own reports. SAP BusinessObjects Explorer is a business intelligence tool that enables business users to view, sort and analyze business intelligence data. Users search through data sources using an iTunes-like interface. They do not have to create queries to search the data and results are shown with a chart that indicates the best information match. The graphical representation of results changes as the user asks further questions of the data. In early 2012, ARI integrated SAP BusinessObjects Explorer with HANA, SAP's in-memory computing platform that is deplorable as an on-premise appliance (hardware and software) or in the cloud. HANA is optimized for performing real-time analytics and handling very high volumes of operational and transactional data in real time. HANA's in-memory analytics queries data stored in random access memory (RAM) instead of on a hard disk or flash storage. Things started happening quickly after that. When ARI's controller wanted an impact analysis of the company's top 10 customers, SAP HANA produced the result in 3 to 31/2 seconds. In ARI's old systems environment, this task would have been assigned to a power user versed in using reporting tools, specifications would have to be drawn up and a program designed for that specific query, a process that would have taken about 36 hours. Using HANA, ARI is now able to quickly mine its vast data resources and generate predictions based on the result. For example, the company can produce precise figures on what it costs to operate a fleet of a certain size over a particular route across specific industries during a certain type of weather and predict what the impact of changes in any of the variables. And it can do so nearly as easily as providing customers with a simple history of their expenditures on fuel. With such helpful information ARI provides more value to its customers. HANA has also reduced the time required for each transaction handled by ARI's call centers- from the time a call center staffer takes a call to retrieving and delivering the requested information-5 percent. Since call center staff account for 40 percent of ARI's direct overhead, that time reduction translates into major cost savings. ARI plans to make some of these real-time reporting and analytic capabilities available on mobile devices, which will enable customers to instantly approve a variety of operation procedures, such as authorizing maintenance repairs. Customers will also be able to use the mobile tools for instant insight into their fleet operations, down to a level of detail such as a specific vehicles's tire history. Question: Describe the changes in the business as a result of adopting HANA.

Mike Riley is the operation director for WFA (Which used to be known as Water for Africa).WFA is a charitable trust that was set up in the 1970s to provide long- term help for victims of environmental and political crises. WFA specialise in helping the inhabitants of disaster stricken towns and villages install their own water Supplies and improve sanitation facilities.

Because all of the funds have to be raised through the effort of volunteers, the directorate is concerned about mining cost. Mike is constantly under pressure to reduce his stock of sanitation equipment and supplies. Indeed over the last four years he has reduced stock holing across all of the stores from around €10m to 5m (cost of capital (10%) x cost of an items). But now it seems he has gone too far in reducing inventories. His filed manger are compiling of shortage, particular of copper pipe and sealant. From his main store in UK Mike Supplies 14 Regional stores which are close to where the 47 project are underway. The field workers can e-mail orders for any items, in predetermined order quantities, at any time and delivery is usually within three weeks. The expectation is portable electricity generators which are delivered directly from the supplier and take around six months. The cost of administration and delivery for any part is calculated at €45.

On a visit to a new project, Mike called into the regional store and checked the stock records on the computer. Being short of time, he selected 13 items from the 105 on the database-the result are shown in table 30.1.Walking around the store he was concerned to see large quantities of many items. He also noticed that some of the dehydrated food was more than 12 months old and past it sell- by date. He could not find any tubes of sealant but he noticed about 100 lengths of copper pipe in a corner.

Mike was bewildered. The directorate thought too much money was tied up in stock, he thought he had reduced it as far as he could –so much so that the field operation complain of shortages – yet there were heaps of equipment and rotting supplies in the storages.

Question:

1.            Evaluate the stock holding policies at WFA.

2.            What changes should Mike make?

Use the following information:

Today is June 8^th

The company knows that it will need 20,000 barrels of jet oil oil at some time in October or November.

Heating oil futures contracts are currently traded for delivery every month on the exchange

Each contract size is 1,000 barrels.

• the standard deviation of monthly changes in the price of a jet oil is 0.55,
• the standard deviation of monthly changes in the futures prices of a heating oil is 0.71,
• and the coefficient correlation between the two changes is 0.85
• Futures price on June 8 is $85.00 per barrel.

Later, the company finds that it is ready to purchase the jet oil on October 10

Spot price (of jet fuel) and futures price (on heating oil) on Oct. 10 are $89.00 per barrel and $87.80 per barrel.

1. What is the optimal hedge ratio and what is the optimal number of contracts?
2. Should the company take LONG or SHORT?
3. Which delivery month?
4. With asset mismatch and timing mismatch, what is the total effective price paid? And what is the effective price the company paid per barrel?

5. If no cross hedging was necessary (i.e. no asset mismatch, hence the optimal hedge ratio would be 1), assuming that there was a JET OIL FUTURES, what would have been the number of contracts to enter? And what would have been the effective price per barrel and the total effective price paid on Oct. 10?

6. If it was a perfect hedge (no timing mismatch or asset mismatch at all), what would have been the effective price per barrel and the total effective price?

Suppose that ZX Inc. is currently selling at $50 per share. You buy 200 shares, using $5,000 of your own money and borrowing the remainder of the purchase price from your broker. The rate on the margin loan is 5%.

1. What is the profit or loss $ in the net worth of your brokerage account if the price of ZX Inc. changes to $46?

2. What is the profit or loss $ in the net worth of your brokerage account if the price of ZX Inc. changes to $50?

3. What is the profit or loss $ in the net worth of your brokerage account if the price of ZX Inc. changes to $54?

4. What is the rate of return on your margined position (assuming again that you invest $5,000 of your own money) if ZX Inc. is selling after one year at $46 (use whole number percentage with two decimals rounded up/down - i.e. 0.3245 input 32.45)?

5. What is the rate of return on your margined position (assuming again that you invest $5,000 of your own money) if ZX Inc. is selling after one year at $50 (use whole number percentage with two decimals rounded up/down - i.e. 0.3245 input 32.45)?

6. What is the rate of return on your margined position (assuming again that you invest $5,000 of your own money) if ZX Inc. is selling after one year at $54 (use whole number percentage with two decimals rounded up/down - i.e. 0.3245 input 32.45)?