Stan, a CPA, contributed the following items:

            1.   Clothing to Goodwill Industries (Cost - $600; FMV on date of contribution - $100)

            2.   Mileage driven on Red Cross Pledge Drive - 200 miles

            3.   100 hours donated to Red Cross as local chapter Treasurer (his professional hourly rate is $200/hour)

      If Stan's AGI is $100,000, his current year charitable contribution itemized deduction is:

      a.   $100.

      b.   $128.

      c.   $628.

      d.   $20,128.

      e.   none of the above.

2.   Sue contributed the following items:

            1.   Cash paid to Central Michigan University - $2,500

            2.   Cost of ticket to attend American Cancer Society Benefit Dinner (Cost, $50; FMV of dinner received, $20)

            3.   Cash paid to a family in Michigan whose home was destroyed by fire - $100

      If Sue’s AGI is $130,000, her current year charitable contribution itemized deduction is:

      a.   $2,650.

      b.   $2,550.

      c.   $2,530.

      d.   $2,500.

      e.   none of the above.

3.   Kathy contributed the following items:

            1.   Cash paid to Haitian charity to help homeless Haitian children - $500

            2.   Cash paid to National Democratic Party - $50

            3.   Cash paid to First Church - $28,000

      If Kathy's current year AGI is $40,000, her charitable contribution carryforward to next year is:

      a.   $0.

      b.   $4,000.

      c.   $4,500.

      d.   $4,550.

      e.   none of the above.

4.   Calvin, a sole proprietor, made the following contributions to qualified charities:

                                        Donee                            Item                       Cost                   FMV
                      Hobbs Medical Center            IBM stock              $ 5,000              $ 25,000

                                   (held 3 years)
                          Homeless Shelter                inventory                  5,000                   8,000

                                 (held 3 months)                       
                              United Way                        cash                     2,000                   2,000

      (Note: a sole proprietor deducts all allowable charitable contributions as an itemized deduction.) If Calvin’s AGI             is $70,000, his charitable contribution itemized deduction is:

      a.   $35,000.

      b.   $32,000.

      c.   $31,000.

      d.   $28,000.

      e.   none of the above.

I JUST WANT AN EXAMPLE ANSWER SO I CAN MAKE MY OWN. THANK YOU!!

Conduct research on New York City's large soda ban. Pretend you work at the Paradise City attorney's office. Draft a law that restricts the sale of large sugary drinks in Paradise City. Make sure to define the types of drinks and types of sellers restricted by the law.

Example Statute:

Pete is an employee in Chris' small golf store. Pete likes to practice his swing and likes to hit balls off a wall at the back of the store. Several times, golf balls have hit customers and other employees. Chris knows he should ask Pete to stop, but he thinks it's funny. One day, Pete "chips" a ball and hits a customer in the eye, causing severe damage. If Chris is the principal and Pete is the agent, Chris is:

Multiple Choice

• immune from liability because Pete committed the wrongful act, and Chris did not directly order him to do so.

• protected by respondeat superior.

• immune from liability because no one had previously been seriously injured.

• directly liable.

14.

Which of the following was the result in Roberts v. Danner, the case in the text in which an employee driving his personal vehicle to see a physician for a non-work related injury struck and injured the plaintiff on a road leased by the employer, and the issue was whether the employer was liable for the plaintiff’s injuries?

Multiple Choice

• The employer was not held liable because the employee was in his personal vehicle which negates liability based on an agency theory.

• The employer was held liable under the theory of strict liability based on the accident occurring on a road leased by the employer.

• The employer was not held liable because the employee was not acting within the course and scope of his employment.

• The employer was held liable under the theory of respondeat superior.

• The following is false regarding the bona fide occupational qualification (BFOQ) permitted by Title VII.

  Multiple Choice

• An employer may refuse to hire a man with an Asian heritage as a bouncer in a bar because he believes people with such a heritage are not aggressive enough.

• A Christian church would not have to consider a Muslim as an applicant for choir director.

• No BFOQ exception is permitted with respect to discrimination based on color.

• A gym may refuse to hire a male attendant for a women’s locker room.

please answer question 3 and 4 based on the article below. thank you

Questions

1. What type of international strategy would you say Inditex is following? Justify your answer.
2. What is Zara’s business strategy? Explain.
3. How is the international strategy of Inditex related to the business strategy of Zara? Explain.
4. Why is it that no other fashion retailer can match Zara's performance?

Inditex is a Spanish company started more than forty years ago, which owns Zara and other brands. The first Zara store was opened in La Coruña in 1975. The founder of Inditex tends to compare selling fashion to selling fish. A freshly cut garment in the latest colour, like fresh fish, tends to sell quickly at a high price. However, fish caught yesterday must be heavily discounted and may not even sell.

Inditex is the world's largest fashion retailer, followed by H&M Hennes and Mauritz of Sweden. Through Inditex's premier brand, Zara, its clothing has dominated Europe and Asia. It operates across ninety-three countries and has a total number of almost 7,300 stores; of which, 2,200 are Zara stores. It employs 162,450 people. It has invested heavily in its warehouses in its home country, to allow clothing to be packed and dispatched at a faster rate. Inditex continues to grow in all its markets, including the UK—where some rivals, such as Next and Marks & Spencer, have found competing difficult. It achieved record financial results for 2016 with net profit of €3.2 billion, on total sales of more than €23 billion. The group also announced plans to give its employees more than €535 million in 201 7, over and above their existing salaries.

Inditex's Business Model

Most fashion companies have their clothes manufactured in China. This provides low cost manufacturing but at the expense of flexibility. Managing a distant supply chain creates an inherent problem. By the time finished clothes are on route from your supplier, the prevailing fashion may have changed. The clothes you place in your retail store can end up looking decidedly out of fashion. Most clothing retailers are forced to continue with plans they developed more than six months in advance. Their clothes are usually made and sent out to stores via a centrally controlled system. This permits only slight local changes and most stores receive similar stock.

At Inditex, every store receives a tailored assortment, right down to the number of T-shirts, delivered twice a week. Just over half the stock will be designed and manufactured less than a month before it hits the store. Prices can vary considerably between countries. Shoppers in Spain, Portugal, and Greece can buy the clothes much as thirty per cent cheaper than elsewhere in Europe or overseas markets such as China or the US. As one director at Inditex put it, “company is global, but we shape everything in a very exclusive way to individualise it and shape the store to the customer's needs.”

Part of Inditex's business model is a reliance on communication and collaboration. The store's stock is developed in partnership between designers, country managers based at the brands' HQs, and the local store. This level of collaboration allows everyone to feedback ideas about what customers want and don’t want. The business is configured in a way that allows decisions to be made from the bottom to the top, not just in the stores, but throughout the supply chain. Just over half of Inditex's product is only ever produced in relatively small amounts; even if something is incredibly successful, it will never be reproduced exactly again. Designers find versatile fabrics that can easily work as well in a skirt as a jacket to help facilitate Inditex's flexible approach.

Unlike other clothing manufacturers, Inditex does not advertise. Its avoidance of advertising is party driven by its manufacturing model, which relies on constantly changing its garments. This precludes placing advertisements in magazines or billboards which require a lead time of weeks or month. However, website can be updated every day, reflecting real-time changes. Instead, it relies upon smart locations and regularly updating the look of its stores. It is one of the main areas of capital expenditure for Inditex, with 300 to 400 stores a year to renovate. While competing clothing retailers struggled, Inditex reported a ten per cent rise in sales in 2016, after it had invested €1.4 billion in its warehouses, technology, new stores, and online expansion.

As part of the decision-making process for the Zara brand managers, for each country monitor computer screens at headquarters filled with sales data and talk to store managers or regional directors by phone. Managers are helped by computer algorithms, developed in partnership with Massachusetts Institute of Technology. The use of computer technology helps Zara to get the right mix of sizes for stores. Although managers are guided by these automatic suggestions, they have autonomy to adjust everything manually, according to local feedback and market knowledge.

Over ninety-five per cent of Zara's collections are sold internationally. That said, there are still regional differences. For example, Zara's clothes in Germany tend to be a bit sporty; in Russia, they might wear a pencil skirt with high heels, but in the UK it would be worn with a brogue. At the same time, as different stores around the world are selling similar fashions, Zara stores around the corner from each other might be selling different items of clothing. It's all dictated by their shoppers. Staff at head office can make adjustments for products in as little as three weeks in advance, using production in or close to Europe; primarily Turkey, Spain, and Portugal.

At headquarters in Arteixo, there are eleven factories owned by Inditex producing goods for the Zara brand. Inditex's capability lies in skilled jobs, such as cutting out garment pieces, clothing design, and logistics; all of which it keeps in-house. It owns just two or three per cent of its manufacturing capacity. The sewing of fabric pieces is undertaken by more than 100 nearby partner factories that make pieces sent from the Inditex-owned factories into finished clothes.

Many have referred to this as 'fast fashion'. Executives at Inditex insists: 'It's not fast, it's more accurate. What's fast is the logistics, and the moment of creation must be close to what customers are saying. To be quick is easy. But that is not our model. Everything we do is trying to think inside the skin of the customer. It's more expensive, but you get more loyalty from the customers and more flexibility, more accuracy.

Another of Inditex's capabilities is its distribution system. In Arteixo, all Inditex's factories are linked to its distribution centre by tunnels and a 200-km network of ceiling rails on which 50,000 garments a week from each factory flow around on hangers. Basic items of clothing made in Asia are gathered in Spain, before being sorted for individual stores. The model may be under some pressure since Asia overtook Spain as the biggest source of sales. Routing all its products to a small town in Spain to be sorted, may require changing this to a small town in China. Inditex's Business model appears quite straightforward; which begs the question—why has it not been successfully copied?

(URGENT) Inditex's International Strategy

Inditex is a Spanish company started more than forty years ago, which owns Zara and other brands. The first Zara store was opened in La Coruña in 1975. The founder of Inditex tends to compare selling fashion to selling fish. A freshly cut garment in the latest colour, like fresh fish, tends to sell quickly at a high price. However, fish caught yesterday must be heavily discounted and may not even sell.

Inditex is the world's largest fashion retailer, followed by H&M Hennes and Mauritz of Sweden. Through Inditex's premier brand, Zara, its clothing has dominated Europe and Asia. It operates across ninety-three countries and has a total number of almost 7,300 stores; of which, 2,200 are Zara stores. It employs 162,450 people. It has invested heavily in its warehouses in its home country, to allow clothing to be packed and dispatched at a faster rate. Inditex continues to grow in all its markets, including the UK—where some rivals, such as Next and Marks & Spencer, have found competing difficult. It achieved record financial results for 2016 with net profit of €3.2 billion, on total sales of more than €23 billion. The group also announced plans to give its employees more than €535 million in 201 7, over and above their existing salaries.

Inditex's Business Model

Most fashion companies have their clothes manufactured in China. This provides low cost manufacturing but at the expense of flexibility. Managing a distant supply chain creates an inherent problem. By the time finished clothes are on route from your supplier, the prevailing fashion may have changed. The clothes you place in your retail store can end up looking decidedly out of fashion. Most clothing retailers are forced to continue with plans they developed more than six months in advance. Their clothes are usually made and sent out to stores via a centrally controlled system. This permits only slight local changes and most stores receive similar stock.

At Inditex, every store receives a tailored assortment, right down to the number of T-shirts, delivered twice a week. Just over half the stock will be designed and manufactured less than a month before it hits the store. Prices can vary considerably between countries. Shoppers in Spain, Portugal, and Greece can buy the clothes much as thirty per cent cheaper than elsewhere in Europe or overseas markets such as China or the US. As one director at Inditex put it, “company is global, but we shape everything in a very exclusive way to individualize it and shape the store to the customer's needs.”

Part of Inditex's business model is a reliance on communication and collaboration. The store's stock is developed in partnership between designers, country managers based at the brands' HQs, and the local store. This level of collaboration allows everyone to feedback ideas about what customers want and don’t want. The business is configured in a way that allows decisions to be made from the bottom to the top, not just in the stores, but throughout the supply chain. Just over half of Inditex's product is only ever produced in relatively small amounts; even if something is incredibly successful, it will never be reproduced exactly again. Designers find versatile fabrics that can easily work as well in a skirt as a jacket to help facilitate Inditex's flexible approach.

Unlike other clothing manufacturers, Inditex does not advertise. Its avoidance of advertising is party driven by its manufacturing model, which relies on constantly changing its garments. This precludes placing advertisements in magazines or billboards which require a lead time of weeks or month. However, website can be updated every day, reflecting real-time changes. Instead, it relies upon smart locations and regularly updating the look of its stores. It is one of the main areas of capital expenditure for Inditex, with 300 to 400 stores a year to renovate. While competing clothing retailers struggled, Inditex reported a ten per cent rise in sales in 2016, after it had invested €1.4 billion in its warehouses, technology, new stores, and online expansion.

As part of the decision-making process for the Zara brand managers, for each country monitor computer screens at headquarters filled with sales data and talk to store managers or regional directors by phone. Managers are helped by computer algorithms, developed in partnership with Massachusetts Institute of Technology. The use of computer technology helps Zara to get the right mix of sizes for stores. Although managers are guided by these automatic suggestions, they have autonomy to adjust everything manually, according to local feedback and market knowledge.

Over ninety-five per cent of Zara's collections are sold internationally. That said, there are still regional differences. For example, Zara's clothes in Germany tend to be a bit sporty; in Russia, they might wear a pencil skirt with high heels, but in the UK it would be worn with a brogue. At the same time, as different stores around the world are selling similar fashions, Zara stores around the corner from each other might be selling different items of clothing. It's all dictated by their shoppers. Staff at head office can make adjustments for products in as little as three weeks in advance, using production in or close to Europe; primarily Turkey, Spain, and Portugal.

At headquarters in Arteixo, there are eleven factories owned by Inditex producing goods for the Zara brand. Inditex's capability lies in skilled jobs, such as cutting out garment pieces, clothing design, and logistics; all of which it keeps in-house. It owns just two or three per cent of its manufacturing capacity. The sewing of fabric pieces is undertaken by more than 100 nearby partner factories that make pieces sent from the Inditex-owned factories into finished clothes.

Many have referred to this as 'fast fashion'. Executives at Inditex insists: 'It's not fast, it's more accurate. What's fast is the logistics, and the moment of creation must be close to what customers are saying. To be quick is easy. But that is not our model. Everything we do is trying to think inside the skin of the customer. It's more expensive, but you get more loyalty from the customers and more flexibility, more accuracy.

Another of Inditex's capabilities is its distribution system. In Arteixo, all Inditex's factories are linked to its distribution centre by tunnels and a 200-km network of ceiling rails on which 50,000 garments a week from each factory flow around on hangers. Basic items of clothing made in Asia are gathered in Spain, before being sorted for individual stores. The model may be under some pressure since Asia overtook Spain as the biggest source of sales. Routing all its products to a small town in Spain to be sorted, may require changing this to a small town in China. Inditex's Business model appears quite straightforward; which begs the question—why has it not been successfully copied?

Questions (URGENT)

1. What type of international strategy would you say Inditex is following? Justify your answer.
2. What is Zara’s business strategy? Explain.

Inditex's International Strategy Inditex is a Spanish company started more than forty years ago, which owns Zara and other brands. The first Zara store was opened in La Coruña in 1975. The founder of Inditex tends to compare selling fashion to selling fish. A freshly cut garment in the latest colour, like fresh fish, tends to sell quickly at a high price. However, fish caught yesterday must be heavily discounted and may not even sell. Inditex is the world's largest fashion retailer, followed by H&M Hennes and Mauritz of Sweden. Through Inditex's premier brand, Zara, its clothing has dominated Europe and Asia. It operates across ninety-three countries and has a total number of almost 7,300 stores; of which, 2,200 are Zara stores. It employs 162,450 people. It has invested heavily in its warehouses in its home country, to allow clothing to be packed and dispatched at a faster rate. Inditex continues to grow in all its markets, including the UK—where some rivals, such as Next and Marks & Spencer, have found competing difficult. It achieved record financial results for 2016 with net profit of €3.2 billion, on total sales of more than €23 billion. The group also announced plans to give its employees more than €535 million in 201 7, over and above their existing salaries. Inditex's Business Model Most fashion companies have their clothes manufactured in China. This provides low cost manufacturing but at the expense of flexibility. Managing a distant supply chain creates an inherent problem. By the time finished clothes are on route from your supplier, the prevailing fashion may have changed. The clothes you place in your retail store can end up looking decidedly out of fashion. Most clothing retailers are forced to continue with plans they developed more than six months in advance. Their clothes are usually made and sent out to stores via a centrally controlled system. This permits only slight local changes and most stores receive similar stock. At Inditex, every store receives a tailored assortment, right down to the number of T-shirts, delivered twice a week. Just over half the stock will be designed and manufactured less than a month before it hits the store. Prices can vary considerably between countries. Shoppers in Spain, Portugal, and Greece can buy the clothes much as thirty per cent cheaper than elsewhere in Europe or overseas markets such as China or the US. As one director at Inditex put it, “company is global, but we shape everything in a very exclusive way to individualise it and shape the store to the customer's needs.” Part of Inditex's business model is a reliance on communication and collaboration. The store's stock is developed in partnership between designers, country managers based at the brands' HQs, and the local store. This level of collaboration allows everyone to feedback ideas about what customers want and don’t want. The business is configured in a way that allows decisions to be made from the bottom to the top, not just in the stores, but throughout the supply chain. Just over half of Inditex's product is only ever produced in relatively small amounts; even if something is incredibly successful, it will never be reproduced exactly again. Designers find versatile fabrics that can easily work as well in a skirt as a jacket to help facilitate Inditex's flexible approach. Unlike other clothing manufacturers, Inditex does not advertise. Its avoidance of advertising is party driven by its manufacturing model, which relies on constantly changing its garments. This precludes placing advertisements in magazines or billboards which require a lead time of weeks or month. However, website can be updated every day, reflecting real-time changes. Instead, it relies upon smart locations and regularly updating the look of its stores. It is one of the main areas of capital expenditure for Inditex, with 300 to 400 stores a year to renovate. While competing clothing retailers struggled, Inditex reported a ten per cent rise in sales in 2016, after it had invested €1.4 billion in its warehouses, technology, new stores, and online expansion. As part of the decision-making process for the Zara brand managers, for each country monitor computer screens at headquarters filled with sales data and talk to store managers or regional directors by phone. Managers are helped by computer algorithms, developed in partnership with Massachusetts Institute of Technology. The use of computer technology helps Zara to get the right mix of sizes for stores. Although managers are guided by these automatic suggestions, they have autonomy to adjust everything manually, according to local feedback and market knowledge. Over ninety-five per cent of Zara's collections are sold internationally. That said, there are still regional differences. For example, Zara's clothes in Germany tend to be a bit sporty; in Russia, they might wear a pencil skirt with high heels, but in the UK it would be worn with a brogue. At the same time, as different stores around the world are selling similar fashions, Zara stores around the corner from each other might be selling different items of clothing. It's all dictated by their shoppers. Staff at head office can make adjustments for products in as little as three weeks in advance, using production in or close to Europe; primarily Turkey, Spain, and Portugal. At headquarters in Arteixo, there are eleven factories owned by Inditex producing goods for the Zara brand. Inditex's capability lies in skilled jobs, such as cutting out garment pieces, clothing design, and logistics; all of which it keeps in-house. It owns just two or three per cent of its manufacturing capacity. The sewing of fabric pieces is undertaken by more than 100 nearby partner factories that make pieces sent from the Inditex-owned factories into finished clothes. Many have referred to this as 'fast fashion'. Executives at Inditex insists: 'It's not fast, it's more accurate. What's fast is the logistics, and the moment of creation must be close to what customers are saying. To be quick is easy. But that is not our model. Everything we do is trying to think inside the skin of the customer. It's more expensive, but you get more loyalty from the customers and more flexibility, more accuracy. Another of Inditex's capabilities is its distribution system. In Arteixo, all Inditex's factories are linked to its distribution centre by tunnels and a 200-km network of ceiling rails on which 50,000 garments a week from each factory flow around on hangers. Basic items of clothing made in Asia are gathered in Spain, before being sorted for individual stores. The model may be under some pressure since Asia overtook Spain as the biggest source of sales. Routing all its products to a small town in Spain to be sorted, may require changing this to a small town in China. Inditex's Business model appears quite straightforward; which begs the question—why has it not been successfully copied?

Please answer the questions below:

3. How is the international strategy of Inditex related to the business strategy of Zara? Explain.

4. Why is it that no other fashion retailer can match Zara's performance? URGENT

The attached WorldSeriesWinners.txt ( since I cannot share it directly I will send the information for the text file )  file contains the name of the winner of the World Series (duh) and the year in which they won. 1904 and 1994 did not have World Series played, so "No Winner" is displayed for those years. Your job is to write a program that lets the user enter the name of a team (or "No Winner") and then display the number of times the team won and a list of the years in which they won. Some hints/tips:

• You should use at least one try/catch error validation
• You can use the string function lower() to convert a string into lowercase letters which might make it easier as a user interface.
• You should use a while loop that allows the user to enter another team name after results are displayed
• Use the mainline logic function
• use propper indentation
• THIS IS A Python program !

Boston Americans 
1903
No Winner
1904
New York Giants 
1905
Chicago White Sox 
1906
Chicago Cubs 
1907
Chicago Cubs 
1908
Pittsburgh Pirates 
1909
Philadelphia Athletics 
1910
Philadelphia Athletics 
1911
Boston Red Sox 
1912
Philadelphia Athletics 
1913
Boston Braves 
1914
Boston Red Sox 
1915
Boston Red Sox 
1916
Chicago White Sox 
1917
Boston Red Sox 
1918
Cincinnati Reds 
1919
Cleveland Indians 
1920
New York Giants 
1921
New York Giants 
1922
New York Yankees 
1923
Washington Senators 
1924
Pittsburgh Pirates 
1925
St. Louis Cardinals 
1926
New York Yankees 
1927
New York Yankees 
1928
Philadelphia Athletics 
1929
Philadelphia Athletics 
1930
St. Louis Cardinals 
1931
New York Yankees 
1932
New York Giants 
1933
St. Louis Cardinals 
1934
Detroit Tigers 
1935
New York Yankees 
1936
New York Yankees 
1937
New York Yankees 
1938
New York Yankees 
1939
Cincinnati Reds 
1940
New York Yankees 
1941
St. Louis Cardinals 
1942
New York Yankees 
1943
St. Louis Cardinals 
1944
Detroit Tigers 
1945
St. Louis Cardinals 
1946
New York Yankees 
1947
Cleveland Indians 
1948
New York Yankees 
1949
New York Yankees 
1950
New York Yankees 
1951
New York Yankees 
1952
New York Yankees 
1953
New York Giants 
1954
Brooklyn Dodgers 
1955
New York Yankees 
1956
Milwaukee Braves 
1957
New York Yankees 
1958
Los Angeles Dodgers 
1959
Pittsburgh Pirates 
1960
New York Yankees 
1961
New York Yankees 
1962
Los Angeles Dodgers 
1963
St. Louis Cardinals 
1964
Los Angeles Dodgers 
1965
Baltimore Orioles 
1966
St. Louis Cardinals 
1967
Detroit Tigers 
1968
New York Mets 
1969
Baltimore Orioles 
1970
Pittsburgh Pirates 
1971
Oakland Athletics 
1972
Oakland Athletics 
1973
Oakland Athletics 
1974
Cincinnati Reds 
1975
Cincinnati Reds 
1976
New York Yankees 
1977
New York Yankees 
1978
Pittsburgh Pirates 
1979
Philadelphia Phillies 
1980
Los Angeles Dodgers 
1981
St. Louis Cardinals 
1982
Baltimore Orioles 
1983
Detroit Tigers 
1984
Kansas City Royals 
1985
New York Mets 
1986
Minnesota Twins 
1987
Los Angeles Dodgers 
1988
Oakland Athletics 
1989
Cincinnati Reds 
1990
Minnesota Twins 
1991
Toronto Blue Jays 
1992
Toronto Blue Jays 
1993
No Winner
1994
Atlanta Braves 
1995
New York Yankees 
1996
Florida Marlins 
1997
New York Yankees 
1998
New York Yankees 
1999
New York Yankees 
2000
Arizona Diamondbacks 
2001
Anaheim Angels 
2002
Florida Marlins 
2003
Boston Red Sox 
2004
Chicago White Sox 
2005
St. Louis Cardinals 
2006
Boston Red Sox 
2007
Philadelphia Phillies 
2008
New York Yankees 
2009
San Francisco Giants 
2010
St. Louis Cardinals 
2011
San Francisco Giants 
2012
Boston Red Sox 
2013
San Francisco Giants
2014
Kansas City Royals
2015
Chicago Cubs
2016

Highlight Year, GDP and Consumption expenditure data including labels. Select Insert, and from Charts option, select line chart. On horizonatal axis, you should see, Years, plus GDP and Consumption expenditure trend lines AS you can see, GDP and Consumption lines lie practically on top of each other from 1929 through early 1960s before diverging. Write a short paragraph explaining why GDP (a measure of output) exceeded Consumption starting 1960s. What happened to the economy in early 60's that brought about divergence of output and consumption?

Regress Consumption against the GDP from the data sheet. Include the Excel ANOVA table.Although irrelevant run a "F" test as well as individual coefficient test . Write a short paragraph discussing the results. For example, how this information can be used to forecast future consumption or any other interesting conclusions you can draw Material in your textbook as well as outside reading can be very helpful

Nike was founded in 1964 by Bill Bowerman and Phil Knight in Beaverton, Oregon. It began as Blue Ribbon Sports (BRS). In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory.

The company employs 26,000 staff around the world with revenues in fiscal year 2005 of $13.7 billion. It has facilities in Oregon, Tennessee, North Carolina, and the Netherlands with more than 200 factory stores, a dozen Nike women stores, and more than 100 sales and administrative offices.

Its subsidiaries include Cole Haan Holdings, Inc., Bauer Nike Hockey, Hurley International LLC, Nike IHM, Inc., Converse Inc., and Execter Brands Group LLC. As of May 31, 2004, manufacturing plants included Nike brand, with 137 factories in the Americas (including the United States), 104 in EMEA, 252 in North Asia, and 238 in South Asia, providing more than 650,000 jobs to local communities.

Objective

Nike grew from a sneaker manufacturer in the early 1970s to a global company selling a large number of products throughout the world. Nike’s sneaker supply chain was historically highly centralized. The product designs, factory contracts, and delivery are managed through the headquarters in Beaverton, Oregon. By 1998, there were 27 different and highly customized order management systems that did not talk well to the home office in Beaverton, Oregon. At that time Nike decided to purchase and implement a single-instance ERP system along with supply chain and customer relationship management systems to control the nine-month manufacturing cycle better, with the goal being to cut it down to six months.

Plan

The company developed a business plan to implement the systems over a six-year period, with multiple ERP rollouts over that time. The plan called for the implementation of the demand planning system first while working through the ERP system and supply chain implementation.

Implementation

The demand planning system was implemented first for reasons that made a lot of sense. The total number of users was small in comparison to the ERP system and was thought to be relatively easy to implement; however, this turned out not to be the case. When the system went live, there were a number of problems related to the software, response time, and data. In addition, training was not adequately addressed, causing the relatively small number of end users to use the system ineffectively. The single-instance ERP system and supply chain implementation plan differed from the demand planning system and called instead for a phased rollout over a number of years.

The ERP system implementation went much more smoothly. Nike started in 2000 with the implementation of the Canadian region, a relatively small one, and ended with the Asia-Pacific and Latin America regions in 2006, with the United States and Europe, Middle East, and Africa in 2002. This included implementing a single instance of the system, with the exception of Asia-Pacific, and training more than 6,300 users.

The total cost of the project as of 2006 was at $500 million—about $100 million more than the original project budget.

Conclusion: What was Learned?

The demand planning system interfacing to legacy data from a large number of systems that already did not talk well with each other was a root cause for misinformation and resulted in inadequate supply planning.

The demand planning system was complex, and end users were not trained well enough to use the system effectively.

System testing was not well planned and “real” enough to find issues with legacy system interfaces.

The overall business plan for all the systems and reasons for taking on such a highly complex implementation were well understood throughout the company. Thus, Nike had exceptional “buy-in” for the project and was able to make adjustment in its demand planning system and continue with the implementation. The goal was to ensure business goals were achieved through the implementation, and not so much to get the systems up and running.

Nike exhibited patience in the implementation and learned from mistakes made early in the process.

Training was substantially increased for the ERP implementation. Customer service representatives received 140–180 hours of training from Nike, and users were locked out of the system until they completed the full training course.

Business process reengineering was used effectively to clarify performance-based goals for the implementation.

Case Questions

1. How could OPM3 have helped to identify the problems with implementing the demand planning system?

2. What were the three primary reasons Nike was successful with the ongoing ERP implementation?

3. Why was a phased rollout the correct decision for Nike?