Garbage collector works in following condition:
1.
Employee john = new Employee()
john=null;
2.
Employee c1 =new Employee()
Employee c2 = new Employee()
c1=c2;
3.
new Employee(); //anonymous object
Please create a class /classes in java which contains examples related to above 3 conditons.
In: Computer Science
In: Accounting
|
Case Study |
CEMEX: A Model Multinational from an Unusual Place |
|
Our discussion in the text stresses that multinationals succeed by using their firm-specific advantages throughout their global operations. We have also noted that most foreign direct investments are made by firms based in the industrialized countries. This is the story of CEMEX, a firm that rapidly has become multinational since 1990. The reasons for its multinational success fit very well with the advantages stressed in the eclectic approach. What makes the firm unusual is that it is based in Mexico. CEMEX is an example of a growing group of multinationals based in developing countries.
CEMEX began business in 1906. For most of its life this cement company focused on selling in the Mexican market. Cement is a product that is expensive to ship, especially overland, so cement plants ship mostly to customers within 300 miles of a plant. Shipment by water is moderately (but not prohibitively) expensive. Most cement producers in the 1980s were local producers with traditional business practices. New managers at CEMEX broke with tradition by introducing extensive use of automation, information technology, and a satellite-based communication network into CEMEX operations. They used the technology to improve quality control and to provide detailed information on production, sales, and distribution to top managers in real time. Delivery of ready-mix concrete is particularly challenging in cities. Traditionally, cement firms could ensure delivery only within a time period of about three hours. CEMEX pioneered the use of computers and a global positioning system to guarantee delivery to construction sites within a 20-minute window. These innovations became the company's firm-specific advantages.
Also in the 1980s CEMEX began to export more aggressively to the United States using sea transport, and it was increasingly successful. However, competing U.S. cement producers complained to the U.S. government, and in 1990 CEMEX exports to the United States were hit by a 58 percent antidumping duty. With exporting to the United States limited by the antidumping order, CEMEX looked for other foreign opportunities.
In 1991, it began exporting to Spain, and in 1992 it made its first foreign direct investment by acquiring two Spanish cement producers. CEMEX minimized its inherent disadvantages by investing first in a foreign country with the same language as the firm's home country and a similar culture. In addition, CEMEX used its expansion into Europe as a competitive response to the previous move by the Swiss-based firm Holcim into the Mexican cement industry.
The management team sent by CEMEX to reorganize the acquired companies was amazed to find companies that kept handwritten records and used almost no personal computers. They upgraded the Spanish affiliates to CEMEX technology and management practices. The improvement in affiliate operations from this internal transfer of CEMEX's intangible assets was remarkable—profit margins improved from 7 percent to 24 percent in two years.
Since then, CEMEX has made a series of foreign direct investments by acquiring cement producers in Latin America (including Venezuela, Panama, the Dominican Republic, Colombia, and Costa Rica), the United States, Britain, the Philippines, Indonesia, and Egypt. CEMEX used the same type of process that it used in Spain to bring its technology and management practices into its new foreign affiliates, and generally achieved similarly impressive improvements in performance.
By 2000, CEMEX was the third largest cement producer in the world, behind Lafarge of France and Holcim. More than 60 percent of its physical assets were in its foreign affiliates. It was also the largest exporter of cement in the world (a fact consistent with the proposition discussed in the text that FDI and trade are often complementary). CEMEX is considered one of the best networked companies globally by computer industry experts, well ahead of its rivals. Its investments in developing and enhancing its firm-specific advantages have been paying off globally.
CEMEX is a great example of a domestic firm becoming a multi-national giant by a clever interplay of technology, foreign direct investment and innovation. Please spell out the experience of another company in a different industry that had similar success. For all of his success, what can Cemex learn from your company?
In: Economics
You have been appointed as the new management accountant to manage the transition of the existing Adelaide Royal Hospital to the proposed new site at Bukit Merah. The hospital has several separate departments responsible for direct patient care. Such as Accident and Emergency, Intensive Care, Neurology, and Cardiology, as well as several support departments such as Radiology and Patient Records. You are a little uncertain as to what your role will be in the new hospital, as consultants have been engaged to design the new management accounting systems. You thought that as a management accountant you would be responsible for developing a new system!
Required
(a). Write a report to senior management explaining how you, as the management accountant, may contribute to the design and operation of the new management accounting systems for the new hospital.
(b). Outline the types of management accounting information that you believe senior managers may require on a regular basis (i.e., weekly and monthly) to manage the operations of the new hospital. Consider both financial and nonfinancial information
In: Accounting
Urban Economics- Urban Labor Market: Employment and Wage
Q1-Q2 are based on the following conditions.
1) Consider the effect of a natural disaster on an urban economy. In the initial equilibrium, total employment in the city is 100,000 workers and weekly wage rate is $1000. The price elasticity of supply of labor is 3.0 and the price elasticity of demand for labor is -2.
Suppose a typhoon reduces labor supply (a horizontal shift of the supply curve) by 10,000 workers immediately after the disaster. Which of the following statements is correct?
a) The new equilibrium weekly wage is $1,040.
b) The new equilibrium weekly wage is $980
c) The new equilibrium employment is 96,000
d) The new equilibrium employment is 104,000
2) Suppose the typhoon not only reduces labor supply but also decreases the labor demand by 10,000 workers. Which of the following statements is correct?
a) The new equilibrium weekly wage is $1000
b) The new equilibrium weekly wage is $980
c) The new equilibrium employment is 94,000
d) The new equilibrium employment is 88,000
In: Economics
6. Unanticipated changes in the rate of inflation
Initially, Neha earns a salary of $400 per year and Lorenzo earns a salary of $200 per year. Neha lends Lorenzo $100 for one year at an annual interest rate of 20% with the expectation that the rate of inflation will be 16% during the one-year life of the loan. At the end of the year, Lorenzo makes good on the loan by paying Neha $120. Consider how the loan repayment affects Neha and Lorenzo under the following scenarios.
Scenario 1: Suppose all prices and salaries rise by 16% (as expected) over the course of the year. In the following table, find Neha's and Lorenzo's new salaries after the 16% increase, and then calculate the $120 payment as a percentage of their new salaries. (Hint: Remember that Neha's salary is her income from work and that it does not include the loan payment from Lorenzo.)
|
Value of Neha's new salary after one year |
The $120 payment as a percentage of Neha's new salary |
Value of Lorenzo's new salary after one year |
The $120 payment as a percentage of Lorenzo's new salary |
|---|---|---|---|
Scenario 2: Consider an unanticipated decrease in the rate of inflation. The rise in prices and salaries turns out to be 5% over the course of the year rather than 16%. In the following table, find Neha's and Lorenzo's new salaries after the 5% increase, and then calculate the $120 payment as a percentage of their new salaries.
|
Value of Neha's new salary after one year |
The $120 payment as a percentage of Neha's new salary |
Value of Lorenzo's new salary after one year |
The $120 payment as a percentage of Lorenzo's new salary |
|---|---|---|---|
An unanticipated decrease in the rate of inflation benefits and harms .
In: Economics
In Chapter 5, the book touches on Diffusion of Innovation on page 152 but I wanted to provide you with a little more detail on the topic. It's really important when you think about change- this could be the kind of change that comes when you develop a new product, modify an existing one, or make any kind of organizational change. It's all about how to people adopt (or accept) innovation.
The process by which the use of an innovation- whether a product, a service, or a process- spreads throughout a market group, over time and across various categories of adopters is diffusion of innovation. The theory around diffusion of innovation helps marketers understand the rate at which consumers are likely to adopt a new product or service. It also helps them to identify potential markets and predict sales for their new products.
In the diffusion of innovation theory, five adopter groups have been identified: innovators, early adopters, early mainstream, late mainstream, and laggards (or lagging adopters). I've attached a visual representation of the diffusion of innovation- you will notice it makes a bell curve.
Innovators- are buyers who want to be the first to have a new product or service. They enjoy taking risks and are regarded as highly knowledgable. They are generally very well informed about a certain product category. While they represent only 2.5% of the total market for a new product, they are crucial to the success of any new product because they usually talk a lot about the products and review them vocally.
Example: Think of a person who drives a self-driving car prototype as an innovator OR think of Steve Jobs and the folks at Apple as they created iPhones/iPads, etc.
Early Adopters- This group consists of about 13.5% of all buyers. They generally don’t take as much risk as innovators (they wait to see what innovators say about a product) but they are regarded as opinion leaders for particular product categories as the other three buyer categories often rely on their feedback.
Example: When the iPhone was first released, the very first buyers would be early adopters.
Early majority- this group represents about 34% of all buyers. This group is crucial because a product usually doesn’t become profitable until this large group purchases it. If this group never becomes large enough, the product or service can fail. The early majority doesn’t take as many risks and tends to wait until the bugs are worked out of a particular product or service.
Example: When the bugs were worked out on the iPhones, this group bought. They waited until the product was purchased and reviewed by the early adopters.
Late majority- this group also represents about 34% of all buyers. This is the last group of buyers to enter a new product market. When they do, the product has achieved its full market potential. By the time this group enters the market, sales tend to level off or may be in decline.
Example: After several versions of the iPhone were released, they finally decided to ditch their Blackberry and purchase.
Laggards- this group represents about 16% of the market. These consumers like to avoid change and rely on traditional products until they are no longer available.
Example: Laggards STILL use flip phones. They will probably use flip phones until they are no longer manufactured. They resist change at all costs.
I use the example of phones but it's important to keep in mind that the Diffusion of Innovation can apply to just about anything. It's also important to remember that people are not set in their adopter group for every product- it can vary. For example, my stepdad would be a laggard when it comes to phones (he still uses a flip phone). However, he might be considered an early adopter or early mainstream when it comes to golf clubs. He's much more likely to purchase a newer model of golf club than a new phone. So....don't think of people as being stuck in their adopter group, it can certainly vary based on the product/service/process.
What affects the rate of adoption?
Some of the things that affect the rate include:
Relative advantage- this is the degree to which the innovation appears superior to existing products. Example: Electric cars were adopted quickly because of their advantage over gas powered cars.
Compatibility- The degree to which the innovation fits the values and experiences of potential customers. Example: Electric cars are driven the same way as gas powered cars so they fit the experiences of drivers.
Complexity- The degree to which the innovation is difficult to understand or use. Example: This is where self-driving cars may struggle because it's hard to understand how that could be safe.
Divisibility- The degree to which the innovation may be tried on a limited basis. Example: consumers can test-drive electric or self-driving cars which helps increase the adoption rate.
Communicability- The degree to which the results of using the innovation can be observed or described to others. Example: If you can easily describe or demonstrate how to use a self-driving car and how the technology works, you will increased adoption.
Discussion Board Assignment Instructions:
1. Identify a product or service you use where you may be considered an early adopter. Explain.
2. Identify a product or service you use where you may be considered early mainstream or late mainstream. Explain.
3. Identify a product or service you use where you may be considered a laggard. Explain. (We are all laggards in some area. Confession- I still love have the old school Uggs but I don't wear them in public anymore).
In: Operations Management
Waterways puts much emphasis on cash flow when it plans for
capital investments. The company chose its discount rate of 8%
based on the rate of return it must pay its owners and creditors.
Using that rate, Waterways then uses different methods to determine
the best decisions for making capital outlays.
This year Waterways is considering buying five new backhoes to
replace the backhoes it now has. The new backhoes are faster, cost
less to run, provide for more accurate trench digging, have comfort
features for the operators, and have 1-year maintenance agreements
to go with them. The old backhoes are working just fine, but they
do require considerable maintenance. The backhoe operators are very
familiar with the old backhoes and would need to learn some new
skills to use the new backhoes.
The following information is available to use in deciding whether
to purchase the new backhoes.
| Old Backhoes | New Backhoes | |||
| Purchase cost when new | $89,000 | $198,095 | ||
| Salvage value now | $41,900 | |||
| Investment in major overhaul needed in next year | $55,130 | |||
| Salvage value in 8 years | $15,000 | $91,000 | ||
| Remaining life | 8 years | 8 years | ||
| Net cash flow generated each year | $29,800 | $44,500 |
(a) Evaluate in the following ways whether to
purchase the new equipment or overhaul the old equipment.
(Hint: For the old machine, the initial investment is the
cost of the overhaul. For the new machine, subtract the salvage
value of the old machine to determine the initial cost of the
investment.)
(1) Using the net present value method for buying new or keeping
the old. (For calculation purposes, use 5 decimal
places as displayed in the factor table provided. If the net
present value is negative, use either a negative sign preceding the
number eg -45 or parentheses eg (45). Round final answer to 0
decimal places, e.g. 5,275.)
| New Backhoes | Old Backhoes | |||
| Net Present Value | $ | $ |
| Waterways should buy New Backhoesretain Old Backhoes equipment. |
(2) Using the payback method for each choice. (Hint: For
the old machine, evaluate the payback of an overhaul.)
(Round answers to 2 decimal places, e.g.
1.25)
| New Backhoes | Old Backhoes | |||
| Payback Period | years | years |
| Waterways should buy New Backhoesretain Old Backhoes equipment. |
(3) Comparing the profitability index for each choice.
(Round answers to 2 decimal places, e.g.
1.25)
| New Backhoes | Old Backhoes | |||
| Profitability Index |
| Waterways should buy New Backhoes or retain Old Backhoes equipment. |
Calculate the internal rate of return factor for the new and old
blackhoes. (Round answers to 5 decimal places, e.g.
5.27647.)
| New Backhoes | Old Backhoes | |||
| IRR Factor |
(4) Comparing the internal rate of return for each choice to the
required 8% discount rate.
| Waterways should buy New Backhoes or retain Old Backhoes equipment. |
In: Accounting
Waterways puts much emphasis on cash flow when it plans for
capital investments. The company chose its discount rate of 8%
based on the rate of return it must pay its owners and creditors.
Using that rate, Waterways then uses different methods to determine
the best decisions for making capital outlays.
This year Waterways is considering buying five new backhoes to
replace the backhoes it now has. The new backhoes are faster, cost
less to run, provide for more accurate trench digging, have comfort
features for the operators, and have 1-year maintenance agreements
to go with them. The old backhoes are working just fine, but they
do require considerable maintenance. The backhoe operators are very
familiar with the old backhoes and would need to learn some new
skills to use the new backhoes.
The following information is available to use in deciding whether
to purchase the new backhoes.
| Old Backhoes | New Backhoes | |||
| Purchase cost when new | $90,300 | $197,860 | ||
| Salvage value now | $42,200 | |||
| Investment in major overhaul needed in next year | $54,774 | |||
| Salvage value in 8 years | $15,000 | $92,000 | ||
| Remaining life | 8 years | 8 years | ||
| Net cash flow generated each year | $30,600 | $43,000 |
Click here to view PV table.
(a) Evaluate in the following ways whether to
purchase the new equipment or overhaul the old equipment.
(Hint: For the old machine, the initial investment is the
cost of the overhaul. For the new machine, subtract the salvage
value of the old machine to determine the initial cost of the
investment.)
(1) Using the net present value method for buying new or keeping
the old. (For calculation purposes, use 5 decimal
places as displayed in the factor table provided. If the net
present value is negative, use either a negative sign preceding the
number eg -45 or parentheses eg (45). Round final answer to 0
decimal places, e.g. 5,275.)
| New Backhoes | Old Backhoes | |||
| Net Present Value | $ | $ |
| Waterways should buy New Backhoesretain Old Backhoes equipment. |
(2) Using the payback method for each choice. (Hint: For
the old machine, evaluate the payback of an overhaul.)
(Round answers to 2 decimal places, e.g.
1.25)
| New Backhoes | Old Backhoes | |||
| Payback Period | years | years |
| Waterways should buy New Backhoesretain Old Backhoes equipment. |
(3) Comparing the profitability index for each choice.
(Round answers to 2 decimal places, e.g.
1.25)
| New Backhoes | Old Backhoes | |||
| Profitability Index |
| Waterways should buy New Backhoesretain Old Backhoes equipment. |
Calculate the internal rate of return factor for the new and old
blackhoes. (Round answers to 5 decimal places, e.g.
5.27647.)
| New Backhoes | Old Backhoes | |||
| IRR Factor |
(4) Comparing the internal rate of return for each choice to the
required 8% discount rate.
| Waterways should buy New Backhoesretain Old Backhoes equipment. |
In: Accounting
Waterways Continuing Problem 12 a
Waterways puts much emphasis on cash flow when it plans for
capital investments. The company chose its discount rate of 8%
based on the rate of return it must pay its owners and creditors.
Using that rate, Waterways then uses different methods to determine
the best decisions for making capital outlays.
This year Waterways is considering buying five new backhoes to
replace the backhoes it now has. The new backhoes are faster, cost
less to run, provide for more accurate trench digging, have comfort
features for the operators, and have 1-year maintenance agreements
to go with them. The old backhoes are working just fine, but they
do require considerable maintenance. The backhoe operators are very
familiar with the old backhoes and would need to learn some new
skills to use the new backhoes.
The following information is available to use in deciding whether
to purchase the new backhoes.
| Old Backhoes | New Backhoes | |||
| Purchase cost when new | $88,500 | $204,128 | ||
| Salvage value now | $42,400 | |||
| Investment in major overhaul needed in next year | $54,180 | |||
| Salvage value in 8 years | $14,800 | $92,000 | ||
| Remaining life | 8 years | 8 years | ||
| Net cash flow generated each year | $30,100 | $44,800 |
Click here to view PV table.
(a) Evaluate in the following ways whether to
purchase the new equipment or overhaul the old equipment.
(Hint: For the old machine, the initial investment is the
cost of the overhaul. For the new machine, subtract the salvage
value of the old machine to determine the initial cost of the
investment.)
(1) Using the net present value method for buying new or keeping
the old. (For calculation purposes, use 5 decimal
places as displayed in the factor table provided. If the net
present value is negative, use either a negative sign preceding the
number eg -45 or parentheses eg (45). Round final answer to 0
decimal places, e.g. 5,275.)
| New Backhoes | Old Backhoes | |||
| Net Present Value | $ | $ |
| Waterways should
buy New Backhoesretain Old Backhoes equipment. |
(2) Using the payback method for each choice. (Hint: For
the old machine, evaluate the payback of an overhaul.)
(Round answers to 2 decimal places, e.g.
1.25)
| New Backhoes | Old Backhoes | |||
| Payback Period | years | years |
| Waterways should
buy New Backhoesretain Old Backhoes equipment. |
(3) Comparing the profitability index for each choice.
(Round answers to 2 decimal places, e.g.
1.25)
| New Backhoes | Old Backhoes | |||
| Profitability Index |
| Waterways should
buy New Backhoesretain Old Backhoes equipment. |
Calculate the internal rate of return factor for the new and old
blackhoes. (Round answers to 5 decimal places, e.g.
5.27647.)
| New Backhoes | Old Backhoes | |||
| IRR Factor |
(4) Comparing the internal rate of return for each choice to the
required 8% discount rate.
| Waterways should
buy New Backhoesretain Old Backhoes equipment. |
In: Accounting