17. If a person consumes fewer units of a good, will marginal utility of the good increase as total utility decreases? a. Yes b. No
18. "If we take $1 away from a rich person and give it to a poor person, the rich person loses less utility than the poor person gains." This is an example of: a. The law of increasing marginal utility b. The law of demand in reverse c. The law of decreasing minimal utility d. The law of interpersonal utility comparison
19. Is it possible to get so much of a good that it turns into a bad? (If so be ready to give an example) a. No, you can never consume too much of a good thing b. Yes, you can consume too much of a good such that it becomes a bad.
20. Can a good be a good for you and a bad for someone else? a. Certainly, strawberries might be an example. Some people are allergic b. No, all people enjoy goods alike. For example, everyone loves shrimp!
21. Which of the following is an example of making an interpersonal utility comparison? a. Someone speeds by you on the interstate and you notice that they have their emergency lights flashing. b. You and your roommate are enjoying a pizza and beer watching the super bowl game. There’s only one slice of pizza left and you feel you should have it since you are still hungry. c. In the supermarket, you are rushing in to get one item and no one is at the check-out. You get your item and quickly go to the check-out, but now it is full and you have to stand in a line. d. You are on your way to church and are just a bit late, a large road construction vehicle has just pulled out in front of you on a two lane highway. (Doesn’t that just always happen to you when you are late? Never thought it could be economically explained, did you?) e. All of the above
In: Economics
Ivanhoe Co. provides music lessons to many clients across the city. The following information is available to be used in recording annual adjusting entries at the company’s September 30, 2021, year-end: 1. On October 1, 2020, the company had a balance of $1,990 in its supplies account. Additional supplies were purchased during the year totalling $1,790. The supplies inventory on September 30, 2021, amounts to $800. 2. On November 1, 2020, Ivanhoe purchased a one-year insurance policy for $3,120. 3. On January 2, 2021, a client paid $1,560 for six months of lessons starting April 2, 2021. 4. On February 1, 2021, Ivanhoe purchased a grand piano (to be used in music lessons) for $25,200. The piano’s estimated useful life is 12 years. 5. On May 1, 2021, Ivanhoe borrowed $29,400 from the bank and signed a 10-month, 8% note payable. Interest and principal are to be paid at maturity. 6. On August 1, 2021, Ivanhoe signed a contract with a neighbourhood school to provide weekly piano lessons to some of its students for a fee of $1,760 per month. The contract called for lessons to start on September 1, 2021. The school has not yet been sent an invoice for the month of September. 7. On August 15, 2021, the company paid $10,080 to Pinnacle Holdings to rent additional studio space for nine months starting September 1. Ivanhoe recorded the full payment as Prepaid Rent. 8. Ivanhoe’s instructors have earned salaries of $3,370 for the last week of September 2021. This amount will be paid to the instructors on the next payday: October 6, 2021. 9. Music lessons were provided to a local church group for $1,260 on September 30, 2021. Ivanhoe has not yet invoiced the group or recorded the transaction. 10. In early October 2021, Ivanhoe received an invoice for $910 from the utility company for September utilities. The amount has not yet been recorded or paid. Prepare the adjusting journal entries.
In: Accounting
Mrs. Walker is an 87 year old widow recently discharged from the hospital following an incident of high blood glucose related to a chronic diagnosis of Type 2 Diabetes. She has returned for a follow up visit with her physician who asked you to join him/her during the examination as part of the health care team. Mrs. Walker lives alone and has a daughter who lives 30 miles away and visits once or twice a week. She no longer drives but does have a church family to help her attend religious events weekly. She tells the health care team that she has been “a little dizzy sometimes” but did read the pamphlet about how to manage her diabetes after she was discharged from the hospital 4 days ago and thinks she is doing “ok”. She brought her medications with her and it was noted during medication reconciliation that she has not taken her blood pressure medication since she was discharged from the hospital. When asked about her medications she answered that she was “not sure if that was the blue one or the big white one”. Her insulin pen is also full although she states that she is injecting herself “at least 4 times a day”.
Answer the following questions fully:
In: Nursing
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.
In: Accounting
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:
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In: Operations Management
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.
In: Operations Management
please answer question 3 and 4 based on the article below. thank you
Questions
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?
In: Finance
(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)
In: Operations Management
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
In: Operations Management
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:
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
In: Computer Science