Show that for a student not belonging to Category (New Asia students(N) who did not attend the 2015 Wei Lun Lecture.(W))

, if the student did not attend the 2015 Wei Lun Lecture(W), then the student does not belong to New Asia.(N)

***for more details ***

For simplicity, assume that CUHK has only four colleges: Chung Chi, New Asia, United, and Shaw. Let C,N,U, and S be the sets of all Chung Chi students, New Asia students, United students, and Shaw students, respectively. Let M be the set of all Music Major students. Let Y be the sets of all students living in Ying Lin Tang (a Chung Chi hostel). Let W be the set of all students who attended the Wei Lun Lecture.

United Snack Company sells 60-pound bags of peanuts to university dormitories for $28 a bag. The fixed costs of this operation are $240,700, while the variable costs of peanuts are $0.19 per pound.

a. What is the break-even point in bags?
  

b. Calculate the profit or loss (EBIT) on 11,000 bags and on 24,000 bags.
  

c. What is the degree of operating leverage at 19,000 bags and at 24,000 bags? (Round your answers to 2 decimal places.)
  

d. If United Snack Company has an annual interest expense of $19,000, calculate the degree of financial leverage at both 19,000 and 24,000 bags. (Round your answers to 2 decimal places.)
  

e. What is the degree of combined leverage at both a sales level of 19,000 bags and 24,000 bags? (Round your answers to 2 decimal places.)
  

Air United, Inc. manufactures two products: missile range instruments and space pressure gauges. During April, 50 range instruments and 300 pressure gauges were produced, and overhead costs of $94,500 were estimated. An analysis of estimated overhead costs reveals the following activities.

The cost driver volume for each product was as follows.

(c)

Write a memorandum to the president of Air United explaining the benefits of activity-based costing.

United Snack Company sells 40-pound bags of peanuts to university dormitories for $42 a bag. The fixed costs of this operation are $417,120, while the variable costs of peanuts are $0.26 per pound.

a. What is the break-even point in bags?
  

b. Calculate the profit or loss (EBIT) on 12,000 bags and on 25,000 bags.
  

c. What is the degree of operating leverage at 20,000 bags and at 25,000 bags? (Round your answers to 2 decimal places.)
  

d. If United Snack Company has an annual interest expense of $26,000, calculate the degree of financial leverage at both 20,000 and 25,000 bags. (Round your answers to 2 decimal places.)
  

e. What is the degree of combined leverage at both a sales level of 20,000 bags and 25,000 bags? (Round your answers to 2 decimal places.)
  

United Snack Company sells 60-pound bags of peanuts to university dormitories for $58 a bag. The fixed costs of this operation are $545,200, while the variable costs of peanuts are $0.34 per pound.

a. What is the break-even point in bags?

b. Calculate the profit or loss (EBIT) on 12,000 bags and on 25,000 bags.

c. What is the degree of operating leverage at 20,000 bags and at 25,000 bags? (Round your answers to 2 decimal places.)

d. If United Snack Company has an annual interest expense of $34,000, calculate the degree of financial leverage at both 20,000 and 25,000 bags. (Round your answers to 2 decimal places.)

e. What is the degree of combined leverage at both a sales level of 20,000 bags and 25,000 bags? (Round your answers to 2 decimal places.)

a. The changes in account balances of the Samson Corporation during the year are presented below:

Assets                                        $356,000
Liabilities                                    108,000
Capital stock                               240,000
Additional paid-in capital             24,000

Assuming there are no charges to retained earnings other than for a dividend payment of $52,000, the net income for the year, should be

b. Which of the following is not a discontinued account in the income statement?

c. United Airlines’ 2016 balance sheet reported the following (in millions)

Total Assets                $40,091
Total Liabilities             31,485
Contributed Capital      3,573

What was United Airlines’ total liabilities and stockholders’ equity at December 31, 2016?

PLEASE READ AND ANSWER

CASE #3 TATA'S TIME(STRATEGIC MANAGEMENT IN ACTION SIXTH EDITION)

It holds the number 6 spot on the list of the world's most admired companies in the steel industry. The Tata Group, based in Mumbai, India, is the largest conglomerate in that country. Its lat­est revenues are estimated at $67.4 billion, of which 61 percent is from business outside India. Tata has more than 100 operating companies in seven main business groups doing business in 80 countries: chemicals, information systems and communications, consumer products, energy, engineering, materials, and services. Its two largest businesses are Tata Steel and Tata Motors. Its Tata Tea, which owns the valued Tetley brand, also is one of the larg­est tea producers in the world. Ratan Tata, Tata Group's chairper­ son, has forged a strategy that encompasses the globe. In 1999, he issued a "clarion call to push outside India with acquisitions and exports." One of the company's executive directors recalled, "We didn't know what to expect, to be honest."

Today, Tata controls many businesses ranging from Eight O'clock Coffee Co. in the United Sates to the Taj Group of hotels, which took over management of the landmark Pierre Hotel on Central Park in New York City. Tata made its boldest global strategic push, however, in October 2006 when Tata Steel formally proposed buying British steelmaker Corus Group PLC for about $8 billion USD. Corus, which was formed by a merger of British Steel and Hoogovens, was three times the size of Tata Steel. The buyout offer soon turned into a bidding war when Tata Group discovered another company, Companhia Siderùrgica, Nacional of Brazil (CSN), was also preparing a bid and therefore upped its opening offer to $9.2 billion; CSN then raised the stakes by offering to pay $9.6 billion. A Tata Group spokesman said that the company's attempt to acquire Corus was "based on a compelling strategic rationale." Ratan Tata explained further by saying, "The revised terms deliver substantial additional value to Corus shareholders." The increased takeover bid did not impress investors as the company's share price fell 6 percent after the news was announced. Analysts and investors both "expressed concern that Tata is overpricing Corus, whose operating costs are among the highest of any steel maker—something that would affect its profitability and its plans to expand in India." However, Ratan Tata knew that the acquisition could catapult Tata Steel from its mid-50s ranking in the global steel list to the sixth-largest industry competitor. He said, "Analysts were taking a short-term, harsh view of the deal. Hopefully, the market will look back and say it was the right move." By the end of JanuaQi 2007, the U.K. Takeover Panel called an auction in order to end the bidding war and "presided over the contest that started on Tuesday, January 30." The "contest" continued for several hours until CSN pulled out. Tata Steel won its coveted prize for $12.2 billion—a 22 percent premium over what it had originally offered. That acquisition represented the latest consolidation in the global steel industry. The combined Tata-Corus can produce 25 million tons of steel a year. The deal also represented the largest foreign acquisition by an Indian company and made the diversified Tata Group the largest company in India.

In 2008, Tata made an even bigger global splash, at least in terms of recognized consumer brand names. It acquired the Land Rover and Jaguar brands from Ford for an estimated $2.3 billion.

Tata's leaders believe the group "can survive on the world stage only by being both too big to beat and too good to fail." In December 2012, when Chairman Ratan Tata steps down, Cyrus Mistry will take over as chairman of Tata Group and he "faces the daunting challenge of steering a giant, increasingly multinational conglomerate of more than 100 companies through economic headwinds at home and abroad."

DISCUSSION QUESTIONS

4. Do some research on the Tata Group [wvvw.tata.com]. What is its purpose? How would its core values Influence strategic choices? Does its international strategy approach seem to be working?

5. Do you think an international conglomerate would be more difficult or less difficult to strategically manage than a more focused company? Discuss.

6. What Implications does the statement about "surviving on the world stage" have for the future strategies pursued by the Tata Group?

THANK YOU!

The well-recognized bases for national jurisdiction over various parties from different nation-states.

should states mandate increased voter initiatives and other forms of direct democracy? why or why not?