A.) 1. Write a loop that prints the numbers 1-25i.e.

B.) 1 2 3 4... 252. Write a loop that prints all the even numbers between 1 and 50i.e. 2 4 6 8... 483.

C.) Create a list of the following fruits: oranges, apples, grapes and mangos and cherries. Write a loop that prints out every other fruit starting with oranges.i.e. oranges grapes and cherries.

As discussed in this chapter, the characteristics of ser- vices affect the development of marketing mixes for ser- vices. Choose a specific service and explain how each marketing mix element could be affected by these ser- vice characteristics.

H&M, a Fashion Giant, Has a Problem: $4.3 Billion in Unsold Clothes

In the world of fashion retailing, where shopping is fast moving online and stores try to keep inventories closely matched to sales, even a small stack of unsold clothes can be a bad sign. What about a $4.3 billion pile of shirts, dresses and accessories? That is the problem facing H&M, the Swedish fashion retailer, which is struggling with a mounting stack of unsold inventory.

H&M outlined the buildup in its latest quarterly report on Tuesday, prompting questions of whether the company is able to adapt to the fierce competition and changing consumer demands reshaping the global apparel market. Signs of its expanding unsold inventory began emerging last year, when it reported an unexpected quarterly drop in sales. The decline was the first in two decades, a period in which H&M expanded from a lone women’s wear store west of Stockholm to a gargantuan network of 4,700 stores around the world.

Foot traffic in the past year fell as customers eschewed crowded shop floors in favor of online shopping, or lower-cost offerings elsewhere, a challenge hitting a wide array of “fast fashion” retailers. On Tuesday, the company said the pile of unsold stock had grown 7 percent in the past year and was now worth nearly 35 billion Swedish kronor. The scale of the problem illustrates H&M’s vast size — as one of the world’s largest clothing manufacturers, it produces hundreds of millions of items each year. There are so many that a power plant in Vasteras, the town where H&M founded its first store, relies partly on burning defective products the retailer cannot sell to create energy.

Analysts have been pressing Karl-Johan Persson, the company’s chief executive, over the issue. Inventory levels were up, Mr. Persson said, because H&M was opening 220 new stores and expanding its e-commerce operations, and so needed to fill the racks. Critics, however, blamed poor inventory management and underwhelming product offerings, prompting once-loyal shoppers to take their wallets elsewhere. The company said operating profit fell 62 percent in the three months through February, sending its shares to their lowest closing price since 2005 on the Stockholm stock exchange.

It is the latest in a series of issues for H&M. The company had to close stores in South Africa and faced a social media backlash after it ran an ad in January showing a black child model wearing a hooded sweatshirt that said, “Coolest monkey in the jungle.” Also, it and other retailers in Europe are girding themselves for an expected push by Amazon into clothing retailing, one that Amazon has already been making in the United States.

Since the early 2000s, business has largely boomed for fast fashion retailers such as ASOS, H&M and Inditex, which owns Zara. They profited off their ability to generate, at a vast scale, rapid translations of runway fashions into low-priced clothing and accessories. But while luxury brands have enjoyed a rebound in fortunes in recent months, fueled by millennial appetite and a recovery in demand from the lucrative Chinese market, mass-market companies have had to deal with enormous changes. In the digital era, the challenges around offering trendy apparel before it goes out of style have mounted, particularly as growing numbers of shoppers choose to buy from their smartphones and become more quality conscious. ASOS is an online-only retailer, and Inditex has managed to ramp up its digital sales. But H&M, which also owns brands like Cos, & Other Stories and Arket, has fallen behind the pack.

Analysts have been downbeat on the Swedish company’s outlook. Rahul Sharma, founder of Neev Capital, called H&M “a slow-motion wreck” after the release of the first-quarter results. Analysts at the Swiss bank UBS said in a note to investors this month that they had come away from an H&M presentation in November “with no clear view on why focus on the core customer had been lost, and what was being done to fix it.” H&M has insisted it has a plan, saying it would slash prices to reduce the stockpile and slow its expansion in stores. It said it hoped its online business would expand 25 percent this year. Still, Mr. Persson, a grandson of H&M’s founder, acknowledged that the rapid transformation of the industry was weighing on his company. “The start of the year,” he said, “has been tough.”

10. How do the concepts of price sensitivity and elasticity of demand impact the sale of clothing & accessories at H&M. Explain your thinking with examples.

8. How H&M could leverage the use of technology to enhance its online and offline channels? List and briefly describe three trends that are currently having the greatest impact on the future of retailing.

6. H&M needs to work on their integrated marketing communications plan, they need to build out a plan for changing people’s behaviors and adding a larger audience. What do you believe are the three best tools for this? Explain how your various tools would work to capture the audience and what you would do to maximize profits. Please provide more details.

Evaluate the strategic choices facing global corporations, including the choice between adopting highly centralized or predominantly decentralized HR policies, with regard to a range of HR issues such as performance management, compensation and diversity and culture.

For questions 1 - 4, please consider the following [fictitious] scenario.

Lehigh Valley Health Network, a not-for-profit health system with 8 hospitals, is considering switching to a project scoring methodology to evaluate project potential for capital allocation purposes. The CEO of the health system, Dr. Brian Nester, believes that such a methodology would help the leadership team get a more complete picture of the implications of different projects, beyond purely financial measures. The goal for any decision support methodology such as this one is to provide a useful tool for decision makers that leads to good decisions consistently. Dr. Nester has hired an analyst (you) to help them out with developing this methodology.

Q1 [10 points].

Propose a set of criteria that the LVHN team could use to evaluate projects for capital allocation. Organize your criteria in appropriate categories or buckets (e.g. you may consider a subset of operational impact criteria, a subset of financial criteria, community impact etc.). Finally, for each criterion in each bucket, provide a 1-3 sentence rationale behind including it in your selection of criteria to be used for evaluation.

Some (hopefully helpful) hints:

• To identify relevant criteria, you may wish to consider the mission and values of the organization, the different stakeholders that may be part of the LVHN community, the various aspects of the organization that may be impacted etc.
• Too many criteria creates a situation where any meaningful comparison becomes difficult; on the other hand, too few criteria may not provide sufficient “resolution” to be able to differentiate between alternative projects. Unfortunately, there is no magic number - hence the need to provide a rationale and think carefully about what criteria should be included. In general, you want to aim for the fewest that you believe capture all relevant dimensions of analysis.
• Finally, for a given criterion, consider the “ability to measure” how well a given project can satisfy it - in the end, a criterion for which we cannot determine how well a project satisfies it is not that useful. Note that it is possible for a specific criterion not to be itself measurable, e.g. “the project increases the level of confidence that the community has in LVHN services” - how would someone measure that? It is, however, possible to see some measurable effects of this, for instance an increase in “second opinion requests” addressed to LVHN physicians (which we could assume to mean that people trust LVHN more and therefore come to LVHN for second opinions).

[Bonus] 0.5 points for each specific metric that you can use to evaluate how a criterion is impacted by a given project - e.g. “increase in # second opinion requests can be used to measure the improvement in community trust in LVHN physicians”.

Patient is a 68 year old male with hx of CVA (no residuals), HTN, IDDM (type 2), COPD, asthma, CHF, CKD (stage 3), last seen in the ED on 10/4/20 for evaluation of altered mental status. He was admitted with dx of right foot gangrene. He was discharged in 10/20/20. On 10/22/20 the patient presented to ED again via AMR from restorative care center for complaints of SOB, hypoxia, and was found to have evidence of pneumonia. He was placed on oxygen 2L via nasal cannula at facility with O2 sat in the 80's. Started on diuretics. Pt was downgraded on 10/29, upgraded on 10/31 due to acute hypoxic hypercapnic respiratory failure and increasing anemia (hgb <7).

Physical findings: Pt is 253 lbs. VSS. On telemetry reading 109-111 HR. Falls precaution. Bedside commode with assist. Scrotal swelling. Skin is cool, dry; 2+ bilateral LE edema, bilateral lower extremity cellulitis, right lower extremity wound--  pressure ulcer to right heel extending unto left posterior ankle with good granulation tissue, no purulent drainage; pressure ulcer to left posterior calf with good granulation tissue, also no purulent drainage. Dressings changed per orders. On q2hr turn. Respirations labored. Crackles to all lobes, decreased breath sounds to right lower lobe. Pt has intermittent coughing, small, clear sputum (uses yankauer suction independently). Encouraging pt to deep breathe and cough. On consistent carb diet (chopped).

Medications:

Budenoside INH

Novolog Flx Pen (None were administered throughout shift; providers parameter)

Levalbuterol HCL Nebulizer

Tamsulosin HCL PO daily

Potassium Chloride PO daily

Furosemide IV daily

Levoflaxicin PO Q48hr

Guaifenesin PO BID

Pantoprazole PO BID

Zinc Oxide 1 applic. TP BID to sacrum

Febuxostat PO daily

Nystatin PO QID (swish and swallow)

Labs: (only noted the abnormal)

WBC: 3.16L

Hgb: 8.0L

Hct: 27.1L

MCH: 25.3L

MCHC: 29.5L

RDW: 19.9H

Neutrophils: 74.9H

Lymph: 12.3L

Mono: 10.6H

ABG PO2: 78L

BUN: 42H

Creatinine: 1.95H

AfAM 40L

NonAfAM 34L

Glucose: 166H (Average: providers parameter)

Calcium: 8.4L

Platelet count: 292 (normal)

Question

- Discussed how the labs relates to the patient’s specific condition. Be specific.

Olin Packett is a CGA-CPA and has been employed for over 5 years by a Canadian private corporation and recently promoted to a management position. He works in their Victoria, BC office. For 2017, his gross salary was $120,000. While he does not receive commissions, he was awarded a bonus of $10,000 for 2017 based on the performance of the business. One-half of this was paid in February 2018, with the balance paid in March 2018. The following amounts were withheld from his gross salary in 2017: Federal Income Tax $25,000 Employment Insurance Premiums 955 Canada Pension Plan Contributions 2,544 Registered Pension Plan Contributions 5,000 Charitable contributions (Centraide) 1,000 Other Information: 1. During 2017, Olin was provided with an automobile that the corporation bought at a cost of $75,300, including all taxes. The total operating costs of the car were $4,200 for the year and they were all paid by the corporation. The car was available to Olin the entire year, except that he didn't use the car for a 2-month period while he was in hospital due to a sky-diving accident. Olin drove the car a total of 33,000 kms during the year, all but 7,500 kms were employment related (fully documented). Olin reimbursed his employer $1,000 for his personal use of the automobile for the year. 2. During 2014, Olin was granted the option to buy 1,000 shares of his employer's common shares at a price of $31.00 per share. At that time, the shares were worth $33.00 each. On June 1, 2015, Olin exercised his option and acquired 1,000 shares at $31 each. At that time, the shares were worth $37.00 each. Olin sold all the 1,000 shares on May 1, 2017 for proceeds of $45.00 per share. 3. In order to assist Olin in purchasing a new luxury boat, his employer granted him a 3-year, interest-free loan of $175,000. The loan was granted on July 1, 2017. At that time, the interest rate on an open 5-year mortgage was 4.5%. The prescribed interest rate for 2017 was 2% for the period of July to September and 2.5% for the period of October to December 2017. 4. Olin has been a member of his employer’s defined benefits Registered Pension Plan ("RPP") for the last 3 years. For 2017, his employer made a $5,000 matching contribution to the RPP on his behalf. 5. Other disbursements made by Olin during 2017 include the following: Tuition fees for a business management course $1,500 Tuition fees for a sailing course $1,000 Professional dues paid to CPA association $1,600 Premiums paid on life insurance policy $720 Mortgage payments on home $24,000 Olin's employer reimbursed the tuition fees for both the business management and the sailing courses but none of the other costs paid personally by Olin, given his recent promotion to a manager's position. Required: Calculate Olin's net employment income for tax purposes for the year 2017. Explain your answer, including detailed calculations, and provide reasons for omitting items that you have not included in your calculations. Ignore all GST/HST considerations. Assume all applicable elections were made.

The Corona spread dropping us out to our homes has impacts on any aspect on the world. Out of all, education has one of the higher importance. With more than 1,6 billion students around the world more than 80% are out of classes according to World Bank resources. On the other hand, even before the spread, education was in an unpromising situation that, only 53% of the 10 years old students understands what the text they read meant. WB calls this 'Learning poverty'. It is almost same at our country. Turkey is one of the worst countries at PISA tests that qualifies the critical education system at OECD countries. I want to find out some ideas (innovations) that would improve the global education system. Remote education, multiplatform sources, inequity, funds, technology, sharing economy, role of parents, social experience, importance of teachers, digital divide are your keywords.

You throw out the idea of working your way up the bureaucracy for obvious reasons. Instead, you decide to go into elected office. You just got elected to the Indiana State Legislature after serving for the past four years on city council. As a new member you are filled with innovative ideas and want to hit the ground running. You ask a colleague where you can find help drafting legislation on agriculture. They reply “well, if you have an idea, go to LSA to write the actual bill. But before you do that, I would go to the Farm Bureau, the major interest group for agriculture in the state, for any information you may need. We tend to get most of our information from interest groups” Why does this make sense in the context of the Indiana Legislature?

: We will be looking closely at deontology this week, as well as utilitarianism, and we will be discussing the basis of morality. Deontology is just a means of understanding normative morality. You can do this by applying such things as Kantian Absolutism or Divine Command Theory to problems of a moral nature. This week I want you to use the readings for the week to help you create an argument for or against the culture of the N. discussed in Brockmeier's, "The Jesus Stories." What can you say of them as people and of their philosophy? What would be their collective sense of morality? What does Brockmeier hint that it is? **10 or so well-rounded sentences are required for your initial posting**

E7-5 Calculating Ending Inventory and Cost of Goods Sold Under FIFO, LIFO, and Average Cost LO7-2

Penn Company uses a periodic inventory system. At the end of the annual accounting period, December 31 of the current year, the accounting records provided the following information for product 1:

Required:

Compute ending inventory and cost of goods sold for the current year under FIFO, LIFO, and average cost inventory costing methods. (Round "Average cost per unit" to 2 decimal places and final answers to nearest whole dollar amount.)

1. Discuss in 2 pages format APA, privacy issues of the internet of things (IoT) facing accounting departments in the U.S, and what policies and/or controls may need to be added/strengthened to protect privacy.

19. Under sum-of-the-years’-digits depreciation . . .

a. the book value remains the same each year.

b. the depreciation rate changes each year.

c. the denominator of the SYD fraction changes each year.

d. all of the above.

20. For assets acquired during the year, the sum-of-the-years’-digits method requires that the same depreciation rate be used . . .

a. for the remaining months of the year of acquisition, then again in the final year of the asset’s estimated life for any months not depreciated in Year 1.

b. for 12 consecutive months, even if that results in the same rate being used in two different calendar years.

c. throughout the life of the asset.

d. until the end of the calendar year, then recomputed for the next calendar year.

21. Company records show that an employee provided with a company car drove it 80% for business and 20% for personal use. The company reports the personal use as income on the employee’s W-2. As a result . . .

a. the company can depreciate 80% of the car’s cost basis.

b. the company cannot depreciate the car.

c. the company can depreciate 100% of the car’s cost basis.

d. the company can depreciate the car without IRS limits on annual depreciation.

22. On which of the following assets can a company take a Sec. 179 deduction?

a. a warehouse

b. a computer

c. a rental apartment building

d. an office building

X Company is planning to stop the production and sale of Product Q, which lost $8,000 last year. If Product Q is dropped, two things will happen in each of the next three years: 1) last year's loss will be avoided, and 2) sales of Product R will be increased, contributing $10,000 to annual profits. In addition, if Product Q is dropped, the company will be able to sell some equipment immediately for $14,000. Assuming a discount rate of 4%, what is the net present value of stopping the production and sale of Product Q?

Client 2: After apprenticing for another candy maker, I started my first candy business at age 18. Unfortunately, my first attempt at starting a business (as well as my second) was a failure. After a rocky start, my third try was more successful – I have just received a fortune from the sale of my caramel business. During my world travels, I discovered new equipment that makes chocolate and decided to buy it. Today, only the wealthy can afford chocolate. With this new technology, I think I can make a chocolate that everyone can afford. In my mid-thirties, I know very little about making chocolate but I am willing to take the time to learn. I want my life to center on inventing new candies, building this new business, and laying out a new community that will be a wonderful place for the people I hire to live. I prefer to leave day-to-day operations of the company—handling production, sales, marketing and distribution—to someone else.