CBA Corporation's outstanding bonds are selling at $950. The bonds have a face value of $1000, annual coupon rate of 8.5%, and 10 years until maturity. CBA is planning to sell new bonds to raise additional capital. New bonds will be as risky as the old bonds. However, the firm will incur flotation costs of 10% on new bond issue.
A. Calculate investors required rate of return on new bonds.
B. Calculate the before-tax cost of (new) debt.
In: Finance
Write a program that displays all the cars in the given file (no sorting). Each car property is separated by a tab character: \t
Given file:
cars.txt
make model year Ford Expedition 2003 Mazda B-Series 1989 Ford Freestar 2003 Hyundai Elantra 2001 Hyundai Entourage 2008 Chevrolet Camaro 2011 Chevrolet Monte Carlo 2006 Chevrolet Blazer 1996 Chevrolet Aveo 2005 Chevrolet Corvette 1999 Mercedes-Benz E-Class 2006 Dodge Avenger 1995 Pontiac Grand Prix 1973 Mitsubishi Outlander 2011 MINI Clubman 2011 Suzuki Aerio 2007 Dodge Dakota Club 1992 Chevrolet Astro 2002 Chevrolet Tahoe 1996 Mitsubishi Mirage 1994 Porsche 944 1991 Hyundai Elantra 1994 Mercury Grand Marquis 1998 Volkswagen Golf 2001 Jaguar XJ Series 2005 Toyota Echo 2005 GMC Safari 2002 GMC Sierra 1500 2000 Chevrolet Cobalt 2005 Jeep Patriot 2008 Mazda Navajo 1991 Chevrolet Malibu 2001 Saab 900 1990 Mercury Grand Marquis 1998 Hummer H1 2004 Subaru Loyale 1993 Jeep Wrangler 1999 Ford Mustang 1994 Austin Mini Cooper S 1963 Mercedes-Benz M-Class 1998 Jeep Wrangler 2006 Honda Civic 1997 Plymouth Voyager 1994 Ford Club Wagon 1997 Audi 5000S 1984 Saturn VUE 2003 Oldsmobile Achieva 1994 Mercedes-Benz G55 AMG 2006 Chevrolet Express 3500 1997 Lexus ES 1992 Cadillac Allante 1992 Hyundai Tiburon 1997 Pontiac Grand Prix 1965 Ford Focus 2000 Mitsubishi Chariot 1987 Chrysler Prowler 2001 Land Rover Discovery 2012 Volkswagen Scirocco 1984 Ford Bronco 1984 Hyundai Accent 1996 Volkswagen Routan 2012 Volkswagen Golf 2003 GMC Terrain 2010 Ford F150 2009 GMC Sierra 2011 Dodge Ram Van 1500 2000 Chrysler 300 2009 Oldsmobile Achieva 1997 Land Rover Discovery 2008 Toyota 4Runner 2002 Porsche 911 1995 Toyota Land Cruiser 2002 Land Rover Defender 1994 Chevrolet Lumina 1997 Audi TT 2002 Chrysler Town & Country 2009 Nissan Frontier 2000 Toyota Tercel 1997 Buick Riviera 1997
Output needed:
Required Output
Ford Expedition 2003\n
Mazda B-Series 1989\n
Ford Freestar 2003\n
Hyundai Elantra 2001\n
Hyundai Entourage 2008\n
Chevrolet Camaro 2011\n
Chevrolet Monte Carlo 2006\n
Chevrolet Blazer 1996\n
Chevrolet Aveo 2005\n
Chevrolet Corvette 1999\n
Mercedes-Benz E-Class 2006\n
Dodge Avenger 1995\n
Pontiac Grand Prix 1973\n
Mitsubishi Outlander 2011\n
MINI Clubman 2011\n
Suzuki Aerio 2007\n
Dodge Dakota Club 1992\n
Chevrolet Astro 2002\n
Chevrolet Tahoe 1996\n
Mitsubishi Mirage 1994\n
Porsche 944 1991\n
Hyundai Elantra 1994\n
Mercury Grand Marquis 1998\n
Volkswagen Golf 2001\n
Jaguar XJ Series 2005\n
Toyota Echo 2005\n
GMC Safari 2002\n
GMC Sierra 1500 2000\n
Chevrolet Cobalt 2005\n
Jeep Patriot 2008\n
Mazda Navajo 1991\n
Chevrolet Malibu 2001\n
Saab 900 1990\n
Mercury Grand Marquis 1998\n
Hummer H1 2004\n
Subaru Loyale 1993\n
Jeep Wrangler 1999\n
Ford Mustang 1994\n
Austin Mini Cooper S 1963\n
Mercedes-Benz M-Class 1998\n
Jeep Wrangler 2006\n
Honda Civic 1997\n
Plymouth Voyager 1994\n
Ford Club Wagon 1997\n
Audi 5000S 1984\n
Saturn VUE 2003\n
Oldsmobile Achieva 1994\n
Mercedes-Benz G55 AMG 2006\n
Chevrolet Express 3500 1997\n
Lexus ES 1992\n
Cadillac Allante 1992\n
Hyundai Tiburon 1997\n
Pontiac Grand Prix 1965\n
Ford Focus 2000\n
Mitsubishi Chariot 1987\n
Chrysler Prowler 2001\n
Land Rover Discovery 2012\n
Volkswagen Scirocco 1984\n
Ford Bronco 1984\n
Hyundai Accent 1996\n
Volkswagen Routan 2012\n
Volkswagen Golf 2003\n
GMC Terrain 2010\n
Ford F150 2009\n
GMC Sierra 2011\n
Dodge Ram Van 1500 2000\n
Chrysler 300 2009\n
Oldsmobile Achieva 1997\n
Land Rover Discovery 2008\n
Toyota 4Runner 2002\n
Porsche 911 1995\n
Toyota Land Cruiser 2002\n
Land Rover Defender 1994\n
Chevrolet Lumina 1997\n
Audi TT 2002\n
Chrysler Town & Country 2009\n
Nissan Frontier 2000\n
Toyota Tercel 1997\n
Buick Riviera 1997\n
My program so far:
import java.io.*;
import java.util.Scanner;
public class PS1{
public static void main(String[] args) {
try{
Scanner scnr = new Scanner(new File("cars.txt"));
String headings = scnr.nextLine();
String line;
String make;
StringBuilder model;
String temp;
int year=0;
while(scnr.hasNext()){
line = scnr.nextLine();
Scanner scnr2 = new Scanner(line);
make = scnr2.next();
model = new StringBuilder(scnr2.next());
while(scnr2.hasNext()){
temp = scnr2.next();
if(scnr2.hasNext())
model.append(" ").append(temp);
else
year = Integer.parseInt(temp);
}
System.out.printf("%15s%25s%5s\n", make, model.toString(), year);
}
scnr.close();
}catch(FileNotFoundException e){
System.out.println(e.getMessage());
}
}
}
My output:
Your Program's Output
Ford Expedition 2003\n
Mazda B-Series 1989\n
Ford Freestar 2003\n
Hyundai Elantra 2001\n
Hyundai Entourage 2008\n
Chevrolet Camaro 2011\n
Chevrolet Monte Carlo 2006\n
Chevrolet Blazer 1996\n
Chevrolet Aveo 2005\n
Chevrolet Corvette 1999\n
Mercedes-Benz E-Class 2006\n
Dodge Avenger 1995\n
Pontiac Grand Prix 1973\n
Mitsubishi Outlander 2011\n
MINI Clubman 2011\n
Suzuki Aerio 2007\n
Dodge Dakota Club 1992\n
Chevrolet Astro 2002\n
Chevrolet Tahoe 1996\n
Mitsubishi Mirage 1994\n
Porsche 944 1991\n
Hyundai Elantra 1994\n
Mercury Grand Marquis 1998\n
Volkswagen Golf 2001\n
Jaguar XJ Series 2005\n
Toyota Echo 2005\n
GMC Safari 2002\n
GMC Sierra 1500 2000\n
Chevrolet Cobalt 2005\n
Jeep Patriot 2008\n
Mazda Navajo 1991\n
Chevrolet Malibu 2001\n
Saab 900 1990\n
Mercury Grand Marquis 1998\n
Hummer H1 2004\n
Subaru Loyale 1993\n
Jeep Wrangler 1999\n
Ford Mustang 1994\n
Austin Mini Cooper S 1963\n
Mercedes-Benz M-Class 1998\n
Jeep Wrangler 2006\n
Honda Civic 1997\n
Plymouth Voyager 1994\n
Ford Club Wagon 1997\n
Audi 5000S 1984\n
Saturn VUE 2003\n
Oldsmobile Achieva 1994\n
Mercedes-Benz G55 AMG 2006\n
Chevrolet Express 3500 1997\n
Lexus ES 1992\n
Cadillac Allante 1992\n
Hyundai Tiburon 1997\n
Pontiac Grand Prix 1965\n
Ford Focus 2000\n
Mitsubishi Chariot 1987\n
Chrysler Prowler 2001\n
Land Rover Discovery 2012\n
Volkswagen Scirocco 1984\n
Ford Bronco 1984\n
Hyundai Accent 1996\n
Volkswagen Routan 2012\n
Volkswagen Golf 2003\n
GMC Terrain 2010\n
Ford F150 2009\n
GMC Sierra 2011\n
Dodge Ram Van 1500 2000\n
Chrysler 300 2009\n
Oldsmobile Achieva 1997\n
Land Rover Discovery 2008\n
Toyota 4Runner 2002\n
Porsche 911 1995\n
Toyota Land Cruiser 2002\n
Land Rover Defender 1994\n
Chevrolet Lumina 1997\n
Audi TT 2002\n
Chrysler Town & Country 2009\n
Nissan Frontier 2000\n
Toyota Tercel 1997\n
Buick Riviera 1997\n
When mine outputs Land Rover is separated and Rover is put with the model, can someone help me fix this, thank you. Keep this in Java.
In: Computer Science
Jen and Larry’s Frozen Yogurt Company
In 2019, Jennifer (Jen) Liu and Larry Mestas founded Jean and Larry’s Frozen Yogurt Company, which was based on the idea of applying the microbrew or microbatch strategy to the production and sale of frozen yogurt. Jen and Larry began producing small quantities of unique flavors and blends in limited editions. Revenues were $600,000 in 2019 and were estimated to be $1.2 million in 2020.
Because Jen and Larry were selling premium frozen yogurt containing premium ingredients, each small cup of yogurt sold for $3, and the cost of producing the frozen yogurt averaged $1.50 per cup. Administrative expenses, including Jen and Larry’s salary and expenses for an accountant and two other administrative staff, were estimated at $180,000 in 2020. Marketing expenses, largely in the form of behind-the-counter workers, in-store posters, and advertising in local newspapers, were projected to be $200,000 in 2020.
An investment in bricks and mortar was necessary to make and sell the yogurt. Initial specialty equipment and the renovation of an old warehouse building in lower downtown (known as LoDo) occurred at the beginning of 2019. Additional equipment needed to make the amount of yogurt forecasted to be sold in 2020 was purchased at the beginning of 2020. As a result, depreciation expenses were expected to be $50,000 in 2020. Interest expenses were estimated at $15,000 in 2020. The average tax rate was expected to be 25% of taxable income.
Calculate the EBDAT breakeven point for 2020 in terms of survival revenues for Jen and Larry’s Frozen Yogurt Company. How many cups of frozen yogurt would have to be sold to reach EBDAT breakeven?
Show what would happen to the EBDAT breakeven point in terms of survival revenues if the cost of producing a cup of yogurt increased to $1.60 but the selling price remained at $3.00 per cup. How would the EBDAT breakeven change if production costs declined to $1.40 per cup when the yogurt selling price remained at $3.00 per cup?
In: Finance
| E-Cars Financial Statements | ||
| Income Statement - E-Cars | ||
| (in $1000s) | ||
| 2012 | 2011 | |
| Revenue | $413,256 | $204,242 |
| - Cost of Goods | 383,189 | 142,647 |
| Gross Profit | 30,067 | 61,595 |
| - Selling, Gen, and Admin | 150,372 | 104,102 |
| - Research & Development | 273,978 | 208,981 |
| - Other Expenses | 1,540 | 2,391 |
| EBIT | -395,823 | -253,879 |
| - Interest Expense | 254 | 43 |
| EBT | -396,077 | -253,922 |
| - Tax Expense | 136 | 489 |
| Net Income | -396,213 | -254,411 |
| Table 2-2 | ||
| ElectroCar Balance Sheet | ||
| Balance Sheet - E-Cars | ||
| (in $1000s) | ||
| 20X2 | 20X1 | |
| Current Assets: | ||
| Cash | $220,984 | $278,742 |
| Receivables | 26,842 | 9,539 |
| Inventory | 268,504 | 50,082 |
| Other CA | 8,438 | 9,414 |
| Total Current Assets | 524,768 | 347,777 |
| Property, Plant & Equip. | 562,300 | 310,171 |
| Other Non-Current Assets | 27,122 | 30,439 |
| Total Assets | $1,114,190 | $713,448 |
| Current Liabilities: | ||
| Accounts Payable | $343,180 | $88,250 |
| Current Maturities | 55,206 | 8,983 |
| Other Curr. Liab. | 140,722 | 94,106 |
| Total Current Liabilities | 539,108 | 191,339 |
| Long-Term Debt | 411,460 | 271,165 |
| Other Long Term Liabilities | 38,922 | 26,899 |
| Total Liabilities | 989,490 | 489,403 |
| Common Equity | 1,190,306 | 893,437 |
| Retained Earnings | -1,065,606 | -669,392 |
| Total Equity | $124,700 | $224,045 |
| Total Liab and Equity | $1,114,190 | $713,448 |
E-Cars is a Private Corporation. We have limited information
however we have obtained
their financial statements.
Their Mission Statement is Below
E-Cars was founded by a group of engineers who wanted to prove that
people didn’t need
to compromise to drive electric – that electric vehicles can be
better, quicker and more fun
to drive than gasoline cars. E-Cars believe the faster the world
stops relying on fossil fuels
and moves towards a zero-emission future, the better.
Case Study Answer
Analyze the financial statements and this document using
everything you have learned in
this course.
In: Finance
Liquidity Management
Global Manufacturing Company (GMC) is an Ohio-based company specializing in electronic controls for automated manufacturing and assembly line machinery. GMC’s products are used in a wide variety of industries, including automotive, computers, consumer electronics, and appliances. The company was founded by two electrical engineers, Frank Kilowatt and Larry Voltz and began operations in 1979, initially selling their products to smaller manufacturing machinery suppliers in the U.S. market.
They have expanded significantly in recent years and now sell a small portion of annual sales to companies in Canada, Mexico, and Europe. Due to the high level of demand for their products, they are able to price all of their sales in US Dollars and sales have been growing rapidly (about 25 percent per year. For the last three years (2016 – 2018) their profits have been exceptionally strong, but there always seems to be a shortage of cash for their operations.
Even though Frank and Larry have put in extra equity capital, reinvested all net profit back in the business, and used long-term borrowing as much as possible for the expansion of production facilities, they are continually having to make short-term borrowing arrangements with their bank to cover funds shortfalls, sometimes with very little notice.
Working with your consulting team, examine GMC’s current financial position and see if you can determine why they are having these liquidity problems. The firm’s current financial statements are provided in the excel spreadsheet. Assume a tax rate of 35 percent and a weighted average cost of capital (WACC) of 10 percent.
Specific Questions:
In: Finance
Case study: China's Xiaomi launches online lending service in India Xiaomi Corporation is a Chinese electronics company founded by Lei Jun in 2010 that makes and invests in smartphones, mobile apps, laptops, bags, trimmers, earphones, MI Television, Shoes, fitness bands, and many other products. At the start of 2018, Xiaomi was the world's fourth-largest smartphone manufacturer leading in both the largest market, China, and the second-largest market, India. Beijing-headquartered Xiaomi first moved into India's fast-growing financial services space in March 2019 with Mi Pay, which allows bill payments and money transfers. The company has recently (Tuesday, 3rd December) launched its online lending service in India, widening its offering of financial products in one of the world's biggest web services markets. While smartphones are the core of its business, Xiaomi earns low margins from its affordable devices and relies on services for long-term profit. The company prides itself in selling their affordable products to the mass markets in China and India. However, Xiaomi’s attempt at launching a financial unit in Indonesia failed due to a disagreement with regulators over licencing. The company had to eventually shut down their operations in Indonesia in late 2018. Question: Question 1. Describe the alignment between the three different types of business strategies and its association with HRM strategies and functions. What business strategy has Xiaomi adopted and how would this strategy impact their SHRM approach? Question 2 Given that Xiaomi has grown its international operations significantly in the last 7 years, the company has had to adopt an aggressive recruitment and training strategy. Based on the systems approach to HRD, the first step of the process is to conduct a HRD needs analysis. Describe how Xiaomi would conduct a HRD needs analysis. Question 3 How would Xiaomi then evaluate the effectiveness of the HRD programs?
In: Operations Management
Case: Gillette Mach3 and Fusion (Crawford and Di Benedetto,
2014)
For decades, the Gillette Company (now a division of Procter &
Gamble) has followed a
simple strategy for success: Replace excellent blade technology
with an even better one.
Over the years, Gillette has brought us the Blue Blade, the
Platinum Plus, the Trac II, the
Atra, the Sensor, then the SensorExcel. In April 1998, Gillette
launched the Mach3: a three-
bladed pivoting cartridge system. In early 2006, the five-blade
system, the Fusion, hit the
market. This case examines the development of the last two
generations of Gillette
products.
By the early 1990s, design problems that had initially stalled the
three-blade system had
been overcome. A prototype three-bladed razor (code-named the Manx)
was developed
and shown to outperform the Sensor in internal tests. A key element
of the Manx’s design
was the positioning of the three blades: Each blade was a little
closer to the face than the
previous one. This patented design reduced the irritation caused by
the third blade. In
addition, the pivot point was moved to the bottom of the cartridge;
this new pivot point
made shaving feel a little like using a paintbrush, added to the
cartridge’s stability, and
ensured that the bottom edge of the cartridge always touched the
face fi rst (ensuring that
hairs were lifted properly). Other design features were also built
into the Manx. To the
white lubricating strip found on the Sensor, a blue indicator was
added that gradually faded,
indicating when the blade needed to be changed. And engineers were
working on better
blades, perfecting a way to make them thinner and harder, thanks to
new metal technology
borrowed from the manufacture of semiconductors. Furthermore,
consumer studies found
an interesting problem incurred by Sensor users that suggested a
potential product
improvement: 18 percent of men put the cartridge on the razor
upside down! A new snap-
in mechanism was developed that would only work in the right
direction.
The new design was going to be costly to manufacture. There was
internal resistance within
the ranks of Gillette, with some managers believing that the
company should go with a
less-revolutionary, three-bladed SensorExcel rather than a costly
and risky introduction of
a totally new product. Nevertheless, the new design (now called by
the code name 225)
was locked in during the month of April 1995. The next three years
were spent in designing
and producing the equipment needed to manufacture the new
cartridges—most of the
machinery had to be specially designed for the task. Meanwhile,
product use tests with
consumers were showing that the Mach3 was outperforming the
SensorExcel 2 to 1 and
doing even better against competitive brands. The consumer tests
were also suggesting that
users were fairly insensitive to price—the Mach3 tested well even
at a 45 percent price
premium over SensorExcel.
Gillette geared up for an April 1998 launch. In total, the Mach3
development took six years
and $750 million, about four times what the Sensor cost. Further,
$300 million was
allocated for marketing worldwide in the fi rst year, so the
upfront costs broke the billion-
dollar barrier. The rollout began in the United States, Canada, and
Israel in July 1998, then
Western Europe and part of Eastern Europe in September. The plan
was to have the Mach3
available in about 100 countries by the end of 1999. To accommodate
the rollout,
production ramp-up was targeted to 1.2 billion cartridges per year
by the end of 1998. The
price point was set high (about 35 percent above the SensorExcel’s
price of $1 per blade);
sticker shock was reduced by putting fewer blades in each
pack.
Eight years later, Gillette repeated the process with the launch of
the Fusion, a five-blade
system with lubricating strips on both sides and one extra trimming
blade on the back. In
addition to having more blades, the Fusion also placed the blades
closer together in the
cartridge for a close, comfortable shave, and also came in a
battery-powered model (the
Fusion Power) that vibrates, adding to shaving comfort.
The launch of the Fusion occurred at around the time Gillette was
starting to lose market
share to a key competitor, Wilkinson Sword (a division of
Energizer), with its Quattro
shaving system featuring four-blade cartridges. The success of the
Quattro suggested that
customers were willing to accept shaving systems with more than
three blades and
encouraged Gillette to launch the Fusion soon thereafter. In fact,
Gillette never launched a
four-blade system—with the Fusion, Gillette leaped over the
competition and moved
directly to the five-blade system.
Fusion was the first Gillette blade launched after the P&G
acquisition and was an
immediate success. Despite a price point about a dollar higher per
cartridge than Mach 3,
four million razors were sold in the first two months. An important
part of the marketing
support for the Fusion was an extensive, worldwide television
advertising campaign
featuring globally recognized athletes such as Tiger Woods, Thierry
Henry, and Roger
Federer. Promotional support for most regions of the world was
switched entirely to the
Fusion, while in a few selected markets in Asia, both Mach3 and
Fusion promotions were
carried out.
Nevertheless, Gillette received some criticism and scepticism at
the time of the Fusion
launch. A story in Consumer Reports found no additional performance
benefits beyond
what the Mach3 offered, and critics wondered why as many as five
blades were needed for
a good shave. Some even recalled phony, satirical TV ads on
programs such as Saturday
Night Live and MadTV for 20-blade systems and wondered if Gillette
was going in that
direction. It was also troubling to Gillette executives that, while
the razors were selling
well, sales of the cartridge refills were lagging. This was a real
cause for concern, for two
reasons. Low sales of refills would suggest that customers viewed
the Fusion as a novelty
product and were not building loyalty; also, in the razor business,
refills are much more
profitable than the cheaply priced handles. Despite the initial
skepticism, the Gillette
Fusion has been a top-seller and major generator of revenue for
Gillette.
QUESTION ONE
“Concept statement states a difference and how that difference
benefits the customer or
end user”.
With reference to the above statement, prepare the concept
statements for Mach3 and
Fusion and discuss about the format, commercialised versus
non-commercialised
statements, competitive information, and price in the
statements.
QUESTION TWO
(a) Based on what you see in this case, what strategic role did
design play at Gillette?
Discuss.
(b) What are the risks involved in the decision to go with “really
new” replacement
technology, versus making incremental design improvements to the
older
technology? Discuss.
QUESTION THREE
Using the list of product use testing decisions, make
recommendations as to how Mach3
and Fusion could have been product use tested prior to launch.
QUESTION FOUR
(a) Discuss the differences between the Mach3 and Fusion
launches.
(b) Comment on the aggressive marketing and rollout plans used by
Gillette to support
their product launches. Would you recommend they take it slower?
What are the
pros and cons?
In: Economics
The Chahad Bank wants to open a new branch in a distant city with very different economic conditions. Currently, the bank has an expected return of 15% with a standard deviation of 7%. The new branch is expected to have a return of 20% with a standard deviation of 10%. The correlation between the bank's returns and the returns from the new branch is -0.3. The new branch is expected to contribute 10% of the bank's revenues. What is the expected return for the bank if they add the new branch?
please show work
In: Finance
“Imagine John works for a company in New York that sells widgets. As part of his job, John has access to a one-page document belonging to the company that contains its secret method for manufacturing high-quality widgets at low cost. John decides to leave his company and to start a competing widget company in New Jersey. John concludes that he needs to bring a copy of the document to New Jersey to start his business. Consider the following ways that John could take advantage of his access to the document to help start his competing business: A. John could steal a paper copy of the document in New York and carry it with him to New Jersey. B. John could make a photocopy of the document, return the original, and carry the photocopy with him to New Jersey. C. John could save an electronic copy of the document on a thumb drive and bring the thumb drive with him to New Jersey. D. John could send himself an e-mail from New York to New Jersey and attach a .pdf of the document to the e-mail. E. John could memorize the document, travel to New Jersey, and then recreate a copy of the document from memory. Which of these acts should count as the interstate transportation of stolen property?” (2012, Kerr).
In: Computer Science
A solid, homogeneous sphere with a mass of m0, a radius of r0 and a density of ρ0 is placed in a container of water. Initially the sphere floats and the water level is marked on the side of the container. What happens to the water level, when the original sphere is replaced with a new sphere which has different physical parameters? Notation: r means the water level rises in the container, f means falls, s means stays the same. Combination answers like 'f or s' are possible answers in some of the cases.
1. The new sphere has a radius of r > r0 and a
density of ρ = ρ0.
2. The new sphere has a mass of m < m0 and a density
of ρ = ρ0.
3. The new sphere has a mass of m = m0 and a radius of r
> r0.
4. The new sphere has a density of ρ < ρ0 and a
radius of r = r0.
5. The new sphere has a mass of m = m0 and a radius of r
< r0.
6. The new sphere has a radius of r = r0 and a mass of m
< m0.
7. The new sphere has a mass of m > m0 and a
density of ρ < ρ0.
8. The new sphere has a density of ρ < ρ0 and a
radius of r > r0.
9. The new sphere has a mass of m < m0 and a radius
of r > r0.
In: Physics