An insurance company found that 25% of all insurance policies are terminated before their maturity date. Assume that 10 polices are randomly selected from the company’s policy database. Out of the 10 randomly selected policies;

a) What is the expected number of policies to be terminated before maturing? [1]

b) What is the standard deviation for the number of policies terminated before maturity? [1]

c) What is the probability that no policy will be terminated before maturity? [1]

d) What is the probability that all policies will be terminated before maturing? [2]

e) What is the probability that at least two policies will be terminated? [3]

f) What is the probability that more than 5 but less than eight policies will be terminated? [3] g) What is the probability that at most eight policies will be terminated? [3]

E10-4 Finding Unknowns Using Return on Investment, Profit Margin, Investment Turnover [LO 10-4]

Krall Company recently had a computer malfunction and lost a portion of its accounting records. The company has reconstructed some of its financial performance measurements including components of the return on investment calculations.   


Required:
Help Krall rebuild its information database by completing the following table: (Do not round your intermediate calculations. Round your final answers to 2 decimal places, (i.e. 0.1234 should be entered as 12.34%.))  

4. Give three examples of items that would be included in the Interface Tier.

5. Give three examples of items that would not be included in the Interface Tier.

6. Can some program code exist in the Interface Tier? If so, what tasks does this code provide?

7. What tasks can Business Rule Tier code accomplish that is similar to a task accomplished by code in the Interface Tier? Why is this code possibility duplicated in both tiers?

8. How does the Business Rules Tier pass and receive data (information)?

13. When must you convert numbers to a numeric form (such as Integer) for storage within a database?

14. Why use datasets to pass information between tiers?

15. What items have been missed or ignored in the case example?

Every answer shown for this question appears to be giving an error message or locking the database or telling me there is an operational error or undefined parameter of some sort. Here is the question. This is for Python3

Define the Artist class in Artist.py with a constructor to initialize an artist's information. The constructor should by default initialize the artist's name to "None" and the years of birth and death to 0.

Define the Artwork class in Artwork.py with a constructor to initialize an artwork's information. The constructor should by default initialize the title to "None", the year created to 0, and the artist to use the Artist default constructor parameter values. Add an import statement to import the Artist class.

Add import statements to main.py to import the Artist and Artwork classes.

if this is input:

Pablo Picasso

1881

1973

Three Musicians

1921

what is output

1.What standard methods can you use when handling file-reading and file-writing operations?

a. Java

b. Fragment-based methods

c. onClick

d. DDMS

2. What would this query return? SELECT * FROM Items WHERE OrderDate >= Date('Now')

a. All items in the database.

b. Nothing

c. Items that were ordered yesterday

d. Items that were ordered today.

3. What can you use to manage files within a desired directory and create subdirectories?

a. Subdirectory objects

b. Directory class

c. File objects

d. Context class

4. What class can you use to access external storage on the device?

a. The Fragment class

b. The Environment class

c. The External class

d. The Log class

1. Given the tables: SKU_DATA (SKU, SKU_Description, Department, Buyer)

WAREHOUSE (WarehouseID, WarehouseCity, WarehouseState, Manager, Squarefeet)

INVENTORY (WarehouseID, SKU, SKU_Description, QuantityOnHand, QuantityOnOrder)

1. Write an SQL statement to display SKU and SKU_Description.
2. Write an SQL statement to display the SKU, SKU_Description, and WarehouseID for products having QuantityOnHand greater than 0. Sort the results in descending order by WarehouseID and ascending order by SKU.
3. Write an SQL statement to display the SKU, SKU_Description, WarehouseID, WarehouseCity, and WarehouseState for all items stored in the Atlanta, Bangor, or Chicago warehouse
4. Write an SQL statement to show the SKU, SKU_Description, WarehouseID for all items stored in a warehouse managed by ‘Lucille Smith’. Use a subquery
5. Write an SQL statement to show the WarehouseID and average QuantityOnHand of all items stored in a warehouse managed by ‘Lucille Smith’.

All for MYSQL Database

An employment agency needs to convert its basic one-table management system into a modern information management system/database that can hold its improving business. You are hired to create this IMS and the first step you are carrying out is normalization. The table that the agency originally uses is the following:

APPLICATION(ApplicantName, AppicantPhone1, ApplicantPhone2, ApplicantAddress, ApplicantFieldOfInterest, ApplicanHighestLevelOfEducation, EmployerBusinessName, EmployerAddress, EmployerPhoneNumber, EmployerCity, EmployerEmail, JobPostingID, JobPostingTitle, JobYearlySalary, InterviewId, InterviewDate, NamesOfInterviewers, OfferDetailsIfApplicable)

Rules:

- Applicants can be identified by their phone number(s)

- No two employers can have the same name

- Employers can post more than 1 posting

- Applicant can apply for more than one posting

You are required to put the previous table in 4NF (step-by-step: 1NF, 2NF, 3NF and 4NF).

Background

Couples Resorts include four all-inclusive Jamaican properties in the beautiful Caribbean. Relatively new to the online marketing, they elicited the help of UNLV hospitality department to take them to the next level through online marketing and more specifically in this case, social media.

Problem and Goals

A lack of recent usage of their social media channels left their followers unengaged. The goal here is to engage current brand advocates (past and future guests) on their Facebook page as well as to expand their customer database.

The resources:

1. A contact list of existing customers (home address and email address)
2. A marketing budget of max $15,000.

Here are the questions:

1. What will be your strategy? Outline your plan to help Couples Resorts?
2. How will you measure the effectiveness of your strategy?

Misha Enterprises, a rapidly growing call center in Northeast Michigan, services clients across the United States. Businesses contract with Misha to provide external outbound calls in the following areas: customer satisfaction surveys, marketing research surveys, and fundraising for non-profit organizations. Misha was established in 1992 by Anela Ainsley, who founded the business in her basement. It expanded rapidly and moved to its current location in 1997. Fortunately, because of its niche market and responsiveness to its customer base, Misha has not been negatively impacted by the current trend of outsourcing call center activities to international companies.

Middle Management Turnover

Misha uses a part-time, multi-shift hourly workforce for outbound calling. Misha has had good success hiring its hourly workforce. Both name recognition and its status as one of a handful of employers in the area has created a candidate pool of hourly workers who have a tendency to remain in their positions for a long time.

But Misha has not been as successful hiring call center managers. The company requires its managers to be degreed professionals with call center experience, but the nearest university is 150 miles away. As a result, Misha usually recruits candidates from larger cities who desire a rural lifestyle, as well as Misha employees who left the area to complete a bachelors degree and have since returned to the area.

The call center is managed by Chauncey LaBrad, the general manager, who is skilled at selling contracts and gaining new business. He's also responsible for all profit and loss and cash flow for Misha, as well as overseeing operations. He reports directly to the owner, Anela, with whom he has worked for more than 10 years.

The two call center managers, Helen Kenjor and Linda Kamis, report directly to Chauncey. Turnover is high for this call center management position. Chauncey has told Anela that he thinks the requirements for a bachelors degree and call center experience are unnecessary for the position. In fact, he has told Anela, “If I knew Helen was working on her MBA, I never would have hired her.”

Anela has decided to enter into other business ventures and dedicate more of her time to racing horses, so she is frequently out of the office. She founded the organization on the principals of providing a high level of service to clients while remaining profitable, and when she was in the office daily, Misha retained a growth of 10% per year. Under Chauncey’s direction, however,

Misha is growing at just 2% per year. Worse yet, in addition to having trouble retaining call center managers, Chauncey also is unable to retain sales employees.

Skill Disparities

Over the years, Misha has had to hire additional employees as the organization has grown. In addition to hiring more help, the company has invested in technology with predictive dialers and a sales database that is both a customer service management tool for tracking contacts and preferences, and a statistical reporting tool. While Misha’s managers can operate the sales software, some of its tenured employees struggle with it. Admittedly, Misha brought the software when it was recruiting a new call center manager, so the training was not as thorough as originally planned. As a result, the tenured employees have exceptional customer service experience but are unable to log information in the database accurately. They remember client preferences and characteristics by making personal, handwritten notes.

This customer information is not shared with other employees, which has been problematic, but not disastrous. The tenured employees have a tendency to share their notes with each other, but do not share with employees who were hired within the past three years. This occurs because they simply have not formed strong relationships with the newer employees. Because they remain connected to a headset all day, talking to clients, they have little time to socialize with their colleagues like they did back in the day when they were manually dialing the phone.

The newly hired employees are more technically savvy and have taken ownership of learning the database software. They see the value in the software and keep all of their notes in the database. They are able to pull reports to help them manage their time and can calculate their bonus potential on a real-time basis, which keeps them motivated. These employees have established an instantaneous competency in system utilization despite the fact that they have had no training. But while these employees have exceptional software competencies, they lack customer service experience.

An example of their deficient customer service skills was recently brought to light when a newly- hired employee, who was soliciting donations, told a telemarketing prospect:

Unfortunately, I do not have the time to listen to the story about your child’s first day of school. I have to make more calls because my job is on the line if I do not make 50 calls by the end of the evening. I am sure you understand. Did you want to renew your contribution of $100 from last year?

While this employee received appropriate disciplinary action, the exchange is indicative of the type of customer service problems that exist among the employees who were hired during the past three years.

Write a letter in block format or a memo (select the correct format, per BCOM) and address it to Anela Ainsley. (This should not be a recap of your team meeting or a letter to me.) In the document, provide a brief description of the problems. Identify the facts and discuss the key problems. Consider the following before making recommendations:

· How should Anela Ainsley handle the managerial employee turnover problem? On what do you base this suggestion?

· How would you design training, and how would you test whether the training was successful, considering the disparity of skills in the workforce?

· What can be done to help the employees build rapport so the “tenured” vs. “newly hired” divisions are less obvious?

In the closing cite the benefits of your recommendations in a succinct, truthful and tactful manner. Also keep in mind that since you are consulting, you wish to land future business from Misha Enterprises. So be sure to establish your credibility for future projects through your skillful analysis and solutions.

In September 2017 you joined Adams Shoes, Inc. as the assistant to Mark Barrymore, the Budget Director of the company. Towards the end of December 2017 Mark asked you to prepare a cash budget for 2018. As he explained, he was going to use this cash budget to appraise the company’s short-term financing needs for 2018 so the company can make arrangements with its bank, First Federal Bank, to secure the necessary funds. Mark indicated to you that the firm’s Treasurer was planning to meet with First Federal Bank’s loan officer on December 30, 2017 to request a line of credit. To facilitate your task, Mark provided an abundance of valuable information for what he referred to as the “most likely scenario.” Adams Shoes sells its products (dress and casual shoes, sport shoes, work boots, and accessories) in the U.S. and abroad. Upon Mark’s request, the firm’s marketing department has supplied the following sales figures:

The sales for the last two months of 2017 are actual sales; the sales for 2018 and 2019 are estimates. Mark also indicated to you that Adams Shoes gives a two percent discount if payment is made within the month of sale; otherwise, payment in full is due in the month following the month of the sale. For example, if a $2,000 sale is made on January 5, payment will be $1,960 for customers who pay in the month of January but customers who pay in the month of February must pay the full $2,000. Nevertheless, company records show that three percent of the sales are never collected (i.e., three percent of the customers do not pay for their purchases) while the balance is collected as follows: 25 percent of the firm’s customers take the discount, 65 percent pay within the month following the month of the sale, while the remaining 10 percent “stretch the credit” and pay in full two months after the month of the sale. Furthermore, Mark pointed out that production of goods starts two months before the anticipated date of sale. Production is based on the expected (or estimated) sales posted above, meaning that all production expenses are set by contract at the start of the one year forecast period. As a result, Adams Shoes will not be able to adjust its production costs downward during the planning period even if sales turn out to be below the forecasted levels. Variable production costs consist of labor and raw materials. Labor costs are 40 percent of expected sales; 45 percent of the labor costs are paid two months prior to the sale and 55 percent one month before the sale. Raw materials are 35 percent of forecasted sales. Adams Shoes buys the raw materials two months before the sale of the finished goods; however, it pays 60 percent of the raw materials cost one month after their purchase and the remaining 40 percent in the month following the sale of the finished goods. Regarding the firm’s other costs Mark explained that in 2018 Adams Shoes expects its fixed costs to be $25,000 a month, its selling, general and administrative expenses to be $70,000 a month, and its miscellaneous expenses to be $35,000 a month. In addition, 2018 Federal and state income tax payments of $150,000 must be made in March and September. Also, the company plans to buy a $500,000 piece of equipment in November of 2018. Depreciation of the existing fixed assets of Adams Shoes is expected to amount to $100,000 per month in 2018. On the financing side, Adams Shoes has an outstanding bank loan of $1,500,000 with an annual interest rate of five percent; interest for 2018 is scheduled to be paid semiannually in June and December. Adams Shoes also has one million shares of common stock outstanding and in 2018 it expects to pay a $.10 quarterly dividend per share in March, June, September, and December. However, Mark explained that Adams Shoes owns shares of preferred stock in some blue chip companies and expects to collect a quarterly amount of $75,000 of preferred dividends in March, June, September, and December 2018. Finally, Mark explained to you that Adams Shoes requires a minimum cash balance of $200,000 at all times; this amount will be on hand on January 1, 2018. Adams Shoes deposits any surplus funds, in a savings account at First Federal Bank which pays an annual interest rate of one percent; assume that money in this savings account at the first of a month will earn interest for the full month. Nevertheless, if the company needs to borrow funds, First Federal Bank has agreed to provide the funds at a three percent annual interest rate; assume that Adams Shoes will pay interest for the full month on any short-term debt outstanding at the beginning of a month.

Given all the above information, Mark asked you to:

For the above “most likely scenario” construct the 2018 cash budget and financial plan for Adams Shoes. (Note: Explain in detail your calculations for June 2018 for the cash budget and for February 2018 for the financial plan.)

Explain how large of a line of credit Mark would recommend the Treasurer of Adams Shoes requests from First Federal Bank.

All else the same, determine the impact a 5 percent shortfall of actual sales below expected sales will have on your “most likely scenario” findings.