Use the following information to calculate the expected return and standard deviation of a portfolio that is 30 percent invested in 3 Doors, Inc., and 70 percent invested in Down Co.

Correlation .33

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Pandora is a music streaming service with over 250 million registered users and over 75million active listeners. Pandora has met with increasing success since its 2000 launch as bandwidth speeds have improved and as typical consumershave grown more used to the idea of streaming music online, but it took several attempts at striking the right balance between advertising, premiumsubscription plans, and how much of its services to provide for free. In 2009, the company launched its Pandora One service, offering no advertising, higher quality streams, and fewer usage limits, and quickly saw its revenuesgrow.Other online music streaming services such as Spotify, Beats Music, iTunesRadio, and Rdio all offer larger selections of music than Pandora does, andboth Spotify and Rdio also use a similar freemium business model. Pandorasets itself apart with its recommendation system and its reliance on the Music Genome Project. In mostrecommendation systems, your browsing and purchasing data is used togenerate selections you might like, such as consumer goods on Amazon or movies and TV shows on Netflix. These sites match your patterns to theirinternal databases to find the subset of other customers similar to you. If that subset of customers tends to like a product or a show that you haven’t seen before, it’ll be recommended to you. These systems tend to reward popularproducts and movies, because these items show up more often on mostcustomers’ lists.On Pandora, you type in a song or artist to create a radio station, and by giving a thumbs up or thumbs down to the tracks you hear (or by skipping tracks), you provide Pandora with valuable information on which tracks you like. That’swhere the Music Genome Project comes in. Pandora calls itself the “custodian” of the project, and is the sole developer and proprietor of the technology, though at one point it licensed the technology to other entities. With sufficientdata about your musical preferences, Pandora begins playing music thatfeatures similar attributes to tracks you’ve thumbed-up and avoids music withfeatures you’ve thumbed-down or skipped. In this way, Pandora is much less about finding popular selections that everybody else likes, and more aboutfinding selections that you specifically will like on their musical merits. Tim Westergren describes one of the guiding principles behind Pandora as finding a way to help the underdog in an industry where attention is concentratedamong a small number of hugely popular artists. Its recommendation system does an excellent job of this without compromising users’ listening experience. In side-by- side comparisons of online music streaming services,Pandora’s reputation is one of musical exploration – it’s the site to choose ifyou’re looking for new music and aren’t sure where to turn. And many peopleare choosing Pandora: in 2016, Pandora remains the clear leader in the U.S. music streaming market, with both the highest brand awareness and the highest monthly usage.

1.What sets Pandora’s recommendation system apart from other sites like Amazon and Netflix?

2.According to the video, how many stations does Pandora allow you to create?

3.What is the Music Genome Project? How is the musical “genome” mapped?

4.Why is Pandora a good example of the success of the “Long Tail” on the Web?

Selected 5 ports.

a) Calculate the mean, standard deviation, median, minimum, maximum values of gross weight of goods handled in selected ports by direction for the last 6 years. Interpret the results.

b) Draw the line graph and compare the gross weight of goods handled in selected ports (Interpret trends)

c) Draw bar charts for the last 6 year mean of weight of goods handled in selected ports. Interpret the graph.

d) Consider the 5 selected ports are your sample. Choose two years to calculate mean and standard deviation (Do not use excel function, calculte manually). Interpret your for the two years results.

1. Assume a consumer consumes only pumpkin pie and apple cider. Price of pie, P_p is $8 and price of cider, P_c is $5, and income of the consumer is $160.
   1. Write down this consumers Budget constraint. Draw the BC and mark the x and y coordinates. What is the slope of this BC?
   2. If the income increases to $240, show graphically how the BC changes. Mark the x and y coordinates. Write down the new BC. What is the slope of the BC?
   3. If instead the price of pie increases to $10, show graphically how the BC changes. Mark the x and y coordinates. Write down the new BC. What is the slope of the BC?

In an online viral video, a truck rolls down an incline and off a vertical cliff, falling into a valley below. The truck starts from rest and rolls down the incline, which makes an angle of 21.0° below the horizontal, with a constant acceleration of 3.37 m/s². After rolling down the incline a distance of 30.0 m, it reaches the edge of the cliff, which is 35.0 m above ground level.

How much time (in s) does it take the truck to fall from the edge of the cliff to the landing point? _____

At the point where the truck crashes into the ground, how far is it horizontally from the edge of the cliff (in m)? _____

After two quarters of increasing levels of production, the CEO of Canadian Fabrication & Design was upset to learn that, during this time of expansion, productivity of the newly hired sheet metal workers declined with each new worker hired. Believing that the new workers were either lazy or ineffectively supervised (or possibly both), the CEO instructed the shop foreman to “crack down” on the new workers to bring their productivity levels up.

1. Explain carefully in terms of production theory why it might be that no amount of “cracking down” can increase worker productivity at CF&D.

2. Provide an alternative to cracking down as a means of increasing the productivity of the sheet metal workers.

After two quarters of increasing levels of production, the CEO of Canadian Fabrication & Design was upset to learn that, during this time of expansion, productivity of the newly hired sheet metal workers declined with each new worker hired. Believing that the new workers were either lazy or ineffectively supervised (or possibly both), the CEO instructed the shop foreman to “crack down” on the new workers to bring their productivity levels up.

a. Explain carefully in terms of production theory why it might be that no amount of “cracking down” can increase worker productivity at CF&D.
b. Provide an alternative to cracking down as a means of increasing the productivity of the sheet metal workers.

Money is worth 1% per month to you. You're offered the following deals to buy your new Cadillac CTS.

What is the amount X that you must pay down to make Deal A and Deal B equivalent? Use compound monthly.