answer all or do not answer

SHOW ALL WORK FOR COMPUTATIONAL PROBLEMS OR NO CREDIT (write out the equation and solution)

1. Determine the number of significant figures for the following:

A) 4778526

B) 0.075

C) 850

D) 14268.5

E) 25.8 x 10⁵

F) 3310 x 10^-1

2) Convert the following into scientific notation:

A) 0.004288

B) 4200

C) 363000000

D) 0.00000363

Please use these conversion for the following problems :

1mi = 1609 m               3.79 L = 1.00 gal           1.00 mi = 1.61 km

1 foot = 12 inches         1m/s = 2.2 mi/hr            1 inch = 2.45 cm = 25.4mm

3) Express 18 mi/h in units of meters per second. (1 mi = 1609 m)

4) Convert 775,632 seconds into days

5) Convert 42 miles into feet

6) Your car gets 22.6 mi/gal on a vacation trip in the U.S. If you were figuring your mileage in Europe, how many km/L did it get?

7) Suppose that an object travels from one point in space to another. Make a comparison between the magnitude of the displacement and the distance traveled by this object. Then write or draw out an example.

A) The displacement is either greater than or equal to the distance traveled.

B) The displacement is always equal to the distance traveled.

C) The displacement is either less than or equal to the distance traveled.

D) The displacement can be either greater than, smaller than, or equal to the distance traveled.

Example -

8) If the acceleration of an object is zero, then that object cannot be moving.

A) True

B) False

EXPLAIN

9) You are driving home on a weekend from school at 51 mi/h for 115 miles. It then starts to snow and you slow to 35 mi/h. You arrive home after driving 4 hours and 45 minutes. How far is your hometown from school?

With the increasing use of electronic communications and Internet, a growing problem among youth is the experience of online harassment (cyberbullying). Estimates of the extent of cyberbullying vary. In one national (U.S.) survey conducted in 2005, professional interviewers used random-digit dialing to construct a sample of 1,500 English-speaking households with youth between the ages 10 and 17 who use the Internet (Youth Internet Safety Survey). Youth were interviewed if their parents provided consent, and the youth assented. Nine percent of the youth in this sample reported being targets of online harassment within the past year. In another study conducted in 2008, 20,406 high school students (9th -12th grades) in the Boston metropolitan area completed an anonymous, paper-and-pencil survey about health and behavior topics one day in school (MetroWest Adolescent Health Survey). One question asked, “How many times has someone used the Internet, a phone, or other electronic communications to bully, tease, or threaten you?" In this sample, 15.8% of the students reported being victimized within the past year.

Decide whether each of the following statements is True or False, then explain your answer.

A.   The much larger sample size of the Boston survey indicates that 15.8% is a more reliable estimate of the amount of cyberbullying experienced by youth in the U.S. population.

B.   The different ages included in the two samples (10-17 and 9th-12th graders) may account for differences in the reported rate of cyberbullying.

C.   One reason youth reported more cyberbullying in the Boston study could be because an anonymous, self-report survey was used, compared to the telephone interview for the national sample.

D.   The findings for Internet bullying in the two surveys indicate that the Boston area has more Internet bullying than the overall national rate.

E.         The findings for the two surveys indicate that the percentage of cyberbullying increased nearly 7% points from 2005 to 2008.

On 11 August 2020, Vanya Ho entered into a contract with Diego Toh to renovate her school, The Umbrella Learning Centre and to set up the internet system for the school’s online lessons starting in October. They agreed to the total sum of $100,000 with a 10% deposit of $10,000 to be paid on the signing of the contract. $20,0000 was to be paid upon the design being approved by Vanya Ho. The balance of $70,000 was to be paid on the completion of the renovation works. The contract provided that Diego Toh was to complete the renovation works and handover the school to Vanya Ho not later than 20 September 2020. The design was approved by Vanya Ho on 18 August 2020. Diego Toh proceeded with the renovation which was completed on 19 September 2020. Vanya inspected the renovation work on 20 September 2020. She was not pleased with the internet system when she tested the wifi connection. The wifi signals were weak and created issues for running the online lessons. Diego Toh explained that his electricians have gone back to Malaysia and would only be back early 2021. He insisted that the renovation works including the setting up of the internet system were in accordance with the design as approved by Vanya. On 21 September, Vanya Ho called an independent electrician, Klaus Soh, to inspect and advise on internet system. Klaus Soh explained that the internet system was poorly set-up. He quoted $2,000 to rectify the defects which could be completed by 25 September 2020. On 22 September, Diego Toh contacted Vanya Ho and demanded payment of the balance amount of $70,000. Vanya Ho refused to pay the balance and insisted that Diego Toh rectify the internet system by 26 September 2020.

(b) Diego Toh would like to claim the full amount of $70,000. Discuss the LEGAL PRINCIPLES concerning the performance of the contract, APPLY the legal principles, and CONCLUDE on whether Diego Toh could discharge the contract with Vanya Ho and claim the full amount of $70,000.

QUESTION 4
Kati is 22 years of age and has struggled with her weight all her life. She remembers back in primary school how the kids used to call her “fatty” and would not want to play with her. The taunting continued throughout high school however it was subtler. Kati found it difficult to make friends and often found herself excluded from any social events.
Although Kati’s mother is very supportive, but her father would say things like “why don’t you go on a diet” or “what are you eating now it’s only going to make you fatter”. Her elder brother was embarrassed to be seen with her and to make things worse, he is quite athletic.
A few months back, things were starting to turn around for Kati. She began dating with Mamat, and she started exercising and lost about 10 kilograms. Slowly she started feeling better about herself, however the relationship did not last longer. She blames herself for the break-up and believes that Mamat ended the relationship because she is fat. However, when questioned further about this, Kati could not recall a time when Mamat had ever criticized her appearance, in fact he seemed to be very supportive.
Kati also described how her friends have stopped calling her because they say she is constantly criticizing them. Kati stays at home all day and every time she looks in the mirror she thinks how ugly she is. It is important to note that Kati is currently within the healthy weight range for her age and height.

a. According to you, what issue is Kati facing currently? Justify your answers.
       

b. Suggest what Kati should do to improve her condition and how her family and friends could support her?
       

Introduction

Lori Patrick’s conversation earlier that day with Mike Lowe, the company’s

CEO, kept running through Lori’s head during her 45-minute rush-hour

commute home. “What a great opportunity Mike’s given me,” she thought.

“The CEO of this organization believes in the value of HR and asked me to

tell him how HR can help the company meet its strategic goals. When I was

studying for my master’s in HR, we kept reading and talking about how HR

needs to position itself as a strategic business partner; but I didn’t think I

would get the opportunity so soon in my career.” Lori had been the director

of Human Resources with Reyes Fitness Centers, Inc. (R FC) for only a couple

of months. She had been attracted to the position in part because it offered her

first opportunity to oversee all of HR, and because of her interview with Mike

Lowe. Lowe was fairly new to the company (just less than two years) and was

highly regarded by the founder and chairman, John Reyes, and the rest of the

board of directors as a strategic thinker and someone with proven ability to

inspire and motivate staff. Lori knew from the interview with Lowe that when

he said employees were the key to RFC’s future, he meant it.

RFC background

Reyes Fitness Centers, Inc. was launched in May of 1999 by John Reyes with

$150,000 of his own funding and some investment capital from three college

friends from the University of North Carolina, Chapel Hill, where they were

business majors attending the university in the mid-1990s. The first center

was located in Raleigh, NC, and was an immediate success. The center offered

a full range of workout equipment, exercise classes, personal trainers, an

outdoor pool, on-site daycare, and even a small restaurant. Additional private

investment was secured and R FC expanded rapidly from 1999 to 2007, opening

approximately three new centers a year throughout the Southeast. By the end of

2007, RFC operated 28 fitness centers, grossing $51 million in revenues and $1

million in net income. Figure 1.0 below provides the financial performance of

RFC and its comparison to competitors.

By 2005, John Reyes had general managers overseeing each center and had

gradually removed himself from day-to-day oversight of the company. He

had become interested in other business ventures and, as a result, his board

encouraged hiring a CEO and other senior management team members to

oversee the growing enterprise. He hired 48-year-old Mike Lowe as the

new CEO of RFC in late 2005, and Reyes assumed the role of chairman.

This CEO position was the second in Lowe’s career. He had more than 20

years’ experience in the fitness equipment industry; before coming to RFC

he had been the CEO of a smaller fitness center company in California that

had been acquired. Lowe’s transition as CEO had gone quite well in Reyes’,

the board’s and in Lowe’s view. Lowe had been somewhat concerned about

being micromanaged by Reyes, but he was given complete autonomy over

the operations of the company and was expected to involve the board only in

strategic leadership issues

The Fitness center industry

While the fitness center industry grew dramatically in the mid to late 1990s

(more than 20 percent annually), overall industry growth had slowed

considerably, as most towns now had two to three fitness centers within

close proximity.

As shown in Figure 1.0, RFC is considered a medium-sized fitness center

enterprise. While some competitors (Day Spa and Constant Fitness in

particular) continue to focus on large-scale, either through acquisitions of

smaller fitness clubs or by opening new fitness centers, many others (including

RFC) have reduced the number of new clubs being opened.

There is as much emphasis on health and recreation as ever in the U.S. Industry

reports suggest that the outlook for fitness centers in general is quite positive,

although some consolidation may occur because certain markets have been

saturated with too many clubs to remain profitable. However, the market in the

Southeast (where RFC operates) is still growing and market saturation is not

anticipated for at least five years.

Fitness centers hire a variety of professional and support staff. Some focus on

personal training and employ a large number of certified professional trainers

who work with members during club hours (typically 5-6am until 10pm,

although the more body-building oriented gyms have recently started offering

24-hour service). In addition to housekeeping and front desk staff, fitness

centers employ customer service representatives who can assist existing members

with questions and also act as sales representatives, giving tours of the facility to

prospective members.

RFC strategy

During Lowe’s tenure, RFC opened just one new fitness center (just outside

of Atlanta, GA). This modest club expansion is consistent with the three-

year financial strategy the RFC board has agreed on, where the focus is on

growing the profitability of existing clubs by increasing member enrollment and

retention. The company is privately held by a small group of investors and the

board wants it to stay that way. The board has discussed positioning itself for

acquisition by one of the larger fitness club chains at some point in the future. It

is agreed that improving the bottom-line (i.e., net income) performance of RFC

will only help in this regard.

Within Porter’s classic framework of various business strategies, RFC’s strategy

most closely aligns with Porter’s “focus” strategy, where a company focuses

on serving the needs of a particular market segment to achieve a competitive

advantage. RFC has positioned itself as a place where the whole family can

enjoy fitness and social activities. RFC has deliberately chosen not to compete

with gyms that cater to body builders with large free weight workout areas,

24-hour access, onsite training supplement sales, and “no-frills” amenities.

RFC’s strategy is to attract families by offering a wide variety of fitness offerings

including cardio equipment; free weights and circuit training weight machines;

personal training; and exercise classes (such as Pilates, yoga, stationary cycling,

etc.). Most RFC fitness centers have a snack bar where nutritional smoothies

and other healthy snacks can be purchased. All RFC centers offer extensive

locker room facilities and on-site daycare. Newer RFC fitness centers have small

indoor basketball courts and TV lounges to appeal to the 10- to 16-year-old

age group.

From his first day on the job, Lowe has stressed to the staff that he wants them

to be strategic in how they approach their daily, weekly, and annual activities

and projects. By that he means that they should consider how their jobs

contribute to RFC being able to provide a fitness club experience to couples and

families that is superior to any of the competition. He has worked diligently

with his senior management team and the board to understand how RFC

creates value for its customers, employees and investors. The business model

for how fitness centers make money is fairly straightforward: profitable firms

grow by recurring monthly member revenue (via new member recruitment and

existing member renewal) while maintaining relatively stable fixed costs and

low variable costs. Lowe has worked to identify both financial and nonfinancial

variables that drive RFC performance. By locating RFC fitness centers in upper-

middle-class locations and focusing marketing efforts on couples and families,

RFC has been successful recruiting new members. Research data shows that

members typically do not have issues with the RFC monthly dues. Member

feedback indicates that having a friendly place for the whole family to stay fit is a

driver of member value.

RFC Strategic Challenges

As with most start-ups, the early strategy for RFC focused on growing

revenue. They did this by opening several clubs each year and offering new

club promotions to attract members. RFC experienced rapid revenue growth

(more than 20 percent annually) through 2004. However, several of the RFC

centers are not reaching their profit goals. Mike Lowe tried to address this by

implementing operational efficiencies when he first came on board at RFC,

but he soon realized that the profit challenges were driven in large part by a

customer retention problem. While a certain amount of turnover is expected in

the industry (due to competing clubs, families moving out of the area, etc.), the

best industry data RFC can find relating to member retention shows that their

member retention is approximately 20 percent lower than industry average.

An analysis of member records shows that members often join during a special

promotion (where the initiation fee is waived) but then rarely use the center

and fail to renew. A telephone survey of members (lapsed and current) reveals

that “non-use” was one of the reasons for members not renewing or stating

they were unlikely to renew. An analysis of member-visit frequency shows that

more than 50 percent of members in 2006 hadn’t even visited their RFC fitness

center two times per week. The hypothesis is that members who aren’t going

to their RFC fitness center frequently are far less likely to see sufficient value to

renew. Another concern is member feedback that RFC staff members do not

provide very good or excellent customer service. Lowe, senior management, and

the board have had extensive discussions about the member retention problem.

While part of Lowe’s strategy to increase profits is to enroll more members in

existing fitness centers, those profits will be short-lived if members stay only one

year. Data also shows that membership cost, quality of offerings, amenities, etc.,

are all rated highly.

Lori thinks about these strategic issues and how HR might affect them.

“There’s no question that problems with customer service and member

retention come down to people issues. It is affected by the type of people we

bring on board, how they’re trained and how their performance is managed

and rewarded.”

Questions:

1. Identify and prioritize a set of tasks for Lori. Provide a rationale for your prioritization. Link your responses to the key concepts to one of the examples in the The HR Scorecard.

2. Based on your understanding of RFC and its business strategy, how can HR add strategic value to RFC?

3. What challenges do you anticipate Lori will encounter as she develops the HR scorecard for RFC?

4. Anticipate potential outcomes for the plan that is proposed for RFC?

Thanks for your help!

Map word scanning in C++

For some context, I've been working on a program in which I must enter in words and clear them of any potential punctuations. If a word has punctuation in the middle of the word, I must ignore the letters AFTER the punctuation and delete the punctuation as well. For example if I enter in "fish_net" I will only get "fish" back. I must also keep track of the occurrence of each word as well as number of words.

Here's my problem, I'm using a do while loop to continuously enter in words and break from it when needed. When I do, my output is supposed to be separate words, but they are getting merged with each other and counting it as one word. For example, lets say I enter in the words: "hello" "there" "done". The INTENDED output should be the following: hello 1 (newline) there 1 (newline) done 1. However, the output CURRENTLY goes like this: hello 1 (newline) hellothere 1 (newline) hellotheredone 1. Mind you that the numbers after the words are the number of occurrences that word is entered.

#include <iostream>
#include<map>
#include<string>
#include <algorithm>
using namespace std;

void get_words(map<string, int>&);
void print_words(const map<string, int>&);
void clean_entry(const string&, string&);

int main()
{
   map<string,int>m;
   get_words(m);
   print_words(m);
}

void get_words(map<string, int>&m)
{
   string word, cleaned_words = "";
   cout << "Enter in a string of text: ";
   do
   {  
       cin >> word;
       clean_entry(word, cleaned_words);

       if (cleaned_words.length() != 0)
       {
           m[cleaned_words]++;//inserting clean words into map
       }
  
   } while (word != "done");
}

void print_words(const map<string, int>&m)
{  
   int non_empty_words = 0;
   for (auto it = m.begin(); it != m.end(); it++)
   {
       cout << it->first << " " << it->second << endl;
       non_empty_words += it->second;
   }
   cout << "Non-empty words: " << non_empty_words << endl;
   cout << "Words: " << m.size();
}

void clean_entry(const string&words, string&cleaned_words)
{
   int len = words.length();
   int i = 0;
   while (i < len && ispunct(words[i])) i++;//parse through initial punctuation (make sure that punctuation is deleted while leaving word intact if in front or back)
   while (i < len && !ispunct(words[i]))//while we come across any words with no punctuation, we add it to cleaned words
   {
       cleaned_words += words[i];
       i++;
   }
}

Read the following case study for Coca-Cola and prepare a SWOT analysis for it.

Coca-Cola is a highly popular brand with a unique brand identity. Its soft drinks are the most-selling drinks in history, one of the 7+most renowned brands with the highest brand equity. It was also awarded ‘highest brand equity award’ in 2011. It is sold in more than 200 countries with 9 billion servings per day of Company products. It has introduced more than 500 new products globally. Some of these are variations of Coca-Cola beverage, like Coco Cola Vanilla and Cherry Coca-Cola. Its brands are known to touch every lifestyle and demography.

Coca-Cola is considered one of US’s most emotionally-connected brands. This valuable brand is associated with ‘happiness’ and has strong customer loyalty. Customers can quickly identify their particular taste. Finding its substitutes is difficult for them. Moreover, Coca-Cola and Fanta have a huge fan following than other beverage names in the industry. Coca-Cola is listed as the 3^rd Best Global Brand on Interbrand’s annual ranking. Having an estimated brand value of $79.96 billion, it has retained the top position for many years.

However, carbonated drinks are one of the major sources of sugar intake. It results in two grave health issues – obesity and diabetes. Coca-Cola is the biggest manufacturer of carbonated beverages. Many health experts have prohibited the use of these soft drinks. It is a controversial issue for the company. However, Coca-Cola hasn’t devised any health alternative or solution for this problem yet.

Out of Coca-Cola and Pepsi, the only two largest manufacturers of soft drinks in the beverage segment, Coca-Cola has the largest market share. Coke, Sprite, Diet Coke, Fanta, Limca, and Maaza are the highest growth drivers for Coca-Cola. It also has the most efficient and most extensive distribution network in the world. The company has nearly 250 bottling partners globally.

Pepsi is the biggest rival of Coca-Cola. Had it not been Pepsi, Coca-Cola would have been the clear market leader in the beverage. Coca-Cola has low product diversification. Where Pepsi has launched many snacks items like Lays and Kurkure, Coca-Cola is lagging in this segment. It gives Pepsi leverage over Coca-Cola. Coca-Cola has the chance to introduce new offerings in health and food segments just like Pepsi. It can contribute to their revenue, and they can branch out from carbonated drinks. Coca-Cola owns several packaged drinking water brands like Kinley. There is a great potential for expansion in this segment for Coca-Cola. Yet, there is a way to expand and bring healthier drinks in the market to avoid people’s criticism.

Coca-Cola has faced many criticisms over its water management issue. Many social and environmental groups have claimed that the company has a vast consumption of water in water-scarce regions. Besides, people have alleged that Coca-Cola is polluting water and mixing pesticides in water to clear contaminants. In addition, Greenpeace censured Coca-Cola in its published report in 2017 for its use of single-use plastic bottles. It has also been criticized over its recycling and renewable sources.

Many regions with hot climate have the highest consumption for cold drinks. Thus, increasing presence in such locations can be excellent – Middle Eastern and African countries are a good example. Coca-Cola acquired AdeS in 2016. AdeS is the largest soy-based beverage brand in Latin America. Through this acquisition, Coca-Cola expanded its ready-to-drink beverage portfolio.

Coca Cola’s business is entirely dependent upon logistics and supply chain. Transportation costs and fuel prices are always on the rise. Thus, coming up with some advanced and improved systems for distribution can be a way out from this problem.

In December of 1903, Wilbur and Orville Wright made history with their bi-plane contraption that managed to do the seemingly impossible: it gave man the ability to fly. The concept was so unearthly, in fact, that private aviation first took off not as a means of transportation, but as a sideshow of sorts. In those pioneer days, seeing a man use technology to overcome gravity was such a novelty that early aviators made their living mostly through exhibition flights.

Seven years after the Wright Brothers proved flight was possible, a car salesman by the name of Clyde Cessna found himself awestruck by one such exhibition in Oklahoma. He’d heard tales of men taking to the skies in these machines (and making thousands of dollars in the process), and now that he’d seen one in person he was certain: Clyde Cessna was going to build an airplane of his own.

The Cessna Aviation Company was an American general aviation aircraft manufacturing corporation headquartered in Wichita, Kansas. Cessna produced small, piston-powered aircraft, as well as business jets. For many years the company was one of the highest-volume producers of general aviation aircraft in the world. The company was founded in 1927.

The following information is available concerning a firm's capital:

Debt: 500,000 bonds with a face value of $1000 and an initial 20-year term were issued five years ago with a coupon rate of 8%. Today these bonds are selling for $846.30.

Preferred stock: 200,000 shares of preferred stock paying an annual dividend of $9.50 are outstanding. The shares currently trade at $79.16.

Common equity: Two hundred thousand shares of common stock are outstanding which are now selling for $22.50 per share. An annual dividend of $1.70 was just paid and is expected to grow indefinitely at 6%.

The combined federal and state tax rate is 40%.

Required:

Calculate the firm's WACC.