data structures in the banker's algorithm is a vector of length m, where m is the number of resource types

a variant of the resource allocation graph used if all resources have only a single instance

system can allocate resources to each thread in some order and avoid a deadlock

assigned to its own resource

from thread Ti to resource Rj

directed graph used to describe a deadlock

deadlock avoidance algorithm used for resource allocation systems with multiple instances of each resource type

a sequence of thread where resources can be allocated without a deadlock

records whether each resource is free or allocated

from resource to thread

proves a set of methods to ensure that at last one of the necessary conditions cannot hold

indicates that a process may request a resource

requires that the operating system be given addition information in advance concerning which resource a thread will request

used by most operating systems

occurs when a thread continuously attempts an action that fails

========================================

Match Based on the above answers:-

Incidence of a lock

System table

Livelock

Resource allocation graph

Directed edge

Assignment edge

Claim edge

Available

Deadlock prevention

Deadlock avoidance

Do nothing about a deadlock

Safe state

Safe sequence

Baker’s algorithm

Wait-for graph

Given an integer named area which represents the area of a rectangle, write a function minPerimeter that calculates the minimum possible perimeter of the given rectangle, and prints the perimeter and the side lengths needed to achieve that minimum. The length of the sides of the rectangle are integer numbers. For example, given the integer area = 30, possible perimeters and side-lengths are: (1, 30), with a perimeter of 62 (2, 15), with a perimeter of 34 (3, 10), with a perimeter of 26 (5, 6), with a perimeter of 22 Thus, your function should print only the last line, since that is the minimum perimeter. Some example outputs:

>>>minPerimeter(30)

22 where rectangle sides are 5 and 6.

Businesses should ensure they price their goods and services reasonably to retain competitive advantage. An accurate method of costing is important as it can assist a business to determine a fair price for their final product.

With the above in mind, the CEO of GoGo Airlines has provided you with the following information:

Total Overheads = £200,000

Total Machine Hours = 100,000

You are required to calculate the unit costs of the vegan and non-vegan meals using:

• Traditional costing using machine hours as the basis of allocation of costs and
• ABC system

Scenario

Congratulations! Your App Development Proposal has received approval after being shared with both your client and the mobile application development team at Mobile2App. It is now time to construct a UI based on your original proposal. You must supply the client with a complete UI design that is easy to understand and demonstrates a creative theme and layout for the finished application.

Directions

Open the Android Studio Layout Editor to begin creating the UI for your app. Be sure to use the Install Android Studio resource and the Build a Simple User Interface resource, both linked in the Supporting Materials section, to get started with this software. Throughout this project, continue to reference the App Development Proposal you completed in Project One while paying particular attention to the section on UI Design. Also be sure to let the Android Design and Quality Guidelines document, which is linked in the Supporting Materials section, guide your decisions.

Your completed UI should include all of the screens needed for your app to operate but the UI will not yet be functional. You will only be creating the UI components for this project as the supporting code will be completed in Project Three.

1. Create UI with appropriate design elements to support a user logging in (1 screen). Your UI must include a login screen, that contains the following:
   • Fields for the user to provide a username and password
     • Note that the password element should be configured in a way that obscures any text that is typed into the field. This means the text will need to be visually converted into dots.
   • A button for the user to submit their username and password
   • A button for the user to create a new login if it is their first time using the application
     • Note that to simplify the account creation process, you can use the same login screen for this purpose. Create a button that will add the username and password into the database if it does not already exist.
   • Any other fields or elements that are necessary to make your application visually appealing, intuitive, and usable

CASE 2

Pandora is the Internet’s most successful subscription radio service. In May 2014, Pandora had 77 million registered users. Pandora accounts for over 9 percent of total U.S. radio listening hours. The music is delivered to users from a cloud server, and is not stored on user devices. It’s easy to see why Pandora is so popular. Users are able to hear only the music they like. Each user selects a genre of music based on a favorite musician or vocalist, and a computer algorithm puts together a “personal radio station” that plays the music of the selected artist plus closely related music by different artists. The algorithm uses more than 450 factors to classify songs, such as the tempo and number of vocalists. These classifications, in conjunction with other signals from users, help Pandora’s algorithms select the next song to play. People love Pandora, but the question is whether this popularity can be translated into profits. How can Pandora compete with other online music subscription services and online stations that have been making music available for free, sometimes without advertising? “Free” illegally downloaded music has also been a significant factor, as has been iTunes, charging 99 cents per song with no ad support. At the time of Pandora’s founding (2005), iTunes was already a roaring success. Pandora’s first model was to give away 10 hours of free music and then ask subscribers to pay $36 per month for a year once they used up their 10 free hours. Result: 100,000 people listened to their 10 hours for free and then refused to pay for the annual service. Facing financial collapse, in November 2005 Pandora introduced an ad-supported option. In 2006, Pandora added a “Buy” button to each song being played and struck deals with Amazon, iTunes, and other online retail sites. Pandora now gets an affiliate fee for directing listeners to sites where users can buy the music. In 2008, Pandora added an iPhone app to allow users to sign up from their smartphones and listen all day if they wanted. Today, 70 percent of Pandora’s advertising revenue comes from mobile. In late 2009 the company launched Pandora One, a premium service that offered no advertising, higher quality streaming music, a desktop app, and fewer usage limits. The service costs $4.99 per month. A very small percentage of Pandora listeners have opted to pay for music subscriptions, with the vast majority opting for the free service with ads. In fiscal 2013 Pandora’s total revenue was $427.1 million, of which $375.2 million (88 percent) came from advertising. Pandora has been touted as a leading example of the “freemium” revenue model, in which a business gives away some services for free and relies on a small percentage of customers to pay for premium versions of the same service. If a market is very large, getting just 1 percent of that market to pay could be very lucrative— under certain circumstances. Although freemium is an efficient way of amassing a large group of potential customers, companies, including Pandora, have found that it is challenging to convert people enjoying the free service into customers willing to pay. A freemium model works best when a business incurs very low marginal cost, approaching zero, for each free user of its services, when a business can be supported by the percentage of customers willing to pay, and when there are other revenues like advertising fees that can make up for shortfalls in subscriber revenues. In Pandora’s case, it appears that revenues will continue to come overwhelmingly from advertising, and management is not worried. For the past few years, management has considered ads as having much more revenue-generating potential than paid subscriptions and is not pushing the ad-free service. By continually refining its algorithms, Pandora is able to increase user listening hours substantially. The more time people spend with Pandora, the more opportunities there are for Pandora to deliver ads and generate ad revenue. The average Pandora user listens to 19 hours of music per month. Pandora is now intensively mining the data collected about its users for clues about the kinds of ads most likely to engage them. Pandora collects data about listener preferences from direct feedback such as likes and dislikes (indicated by thumbs up or down on the Pandora site) and “skip this song” requests, as well as data about which device people are using to listen to Pandora music, such as mobile phones or desktop computers. Pandora uses these inputs to select songs people will want to stick around for, and listen to. Pandora has honed its algorithms so they can analyze billions more signals from users generated over billions of listening minutes per month. As impressive as these numbers are, Pandora (along with other streaming subscription services) is still struggling to show a profit. There are infrastructure costs and royalties to pay for content from the music labels. Pandora’s royalty rates are less flexible than those of its competitor Spotify, which signed individual song royalty agreements with each record label. Pandora could be paying even higher rates when its current royalty contracts expire in 2015. About 61 percent of Pandora’s revenue is currently allocated to paying royalties. Advertising can only be leveraged so far, because users who opt for free ad-supported services generally do not tolerate heavy ad loads.

CASE 2 QUESTIONS:

1. What type of e-commerce is Pandora? What is Pandora’s ecommerce business model? Explain your answer?

2. What ecommerce revenue models are Pandora using? How does Pandora generate money with the revenue models? Explain your answer?

3. For Pandora, what business strategies are being supported by the use of data mining? Explain your answer.

Becky is a 33 year old woman. She is a G4 P3. She had a spontaneous vaginal delivery of a 4100 live female 4 hours ago following a precipitous delivery. Post-delivery, she received 10u of Pitocin IM. Her perineum is intact and she is feeling good. She breastfed her infant after delivery for 20 minutes without any issues. In the postpartum unit her fundus is firm at the umbilicus, her lochia is small to moderate. V.S. are stable. She rings her call bell and states "I feel dizzy and lightheaded". Upon entering the room, Becky is pale and there is a pool of blood on the floor. What are 4 interventions that the nurse should do? What are the risk factors for postpartum hemorrhage? What medical management should be initiated? Develop one nursing diagnosis and 3 nursing interventions for a patient experiencing a postpartum hemorrhage.

Unit 3: Religion Comparison Table

Compare and Contrast:

At the end of unit 3, use the attached Comparison Chart to compile a table that compares and contrasts the foundational concepts and tenets of:

Hinduism

Judaism

Christianity

Islam

Atheism

Buddhism

Include in the comparison:

the relationship to God(s)

relationship to people

primary scriptures

primary rules of conduct

at least 4 primary beliefs

Using the analysis that you did for the comparison table, explain what you think about each of the different categories of religions.

How does the diversity of religious beliefs benefit all mankind on the planet?

How do people use the diversity of religious beliefs to cause conflicts between groups of people?

Why do you think that so many people ignore the similarities between the different religions and only focus on the ways that they are divided?

Instructions

Complete the program below. The program should be turned in as a .py file. Please turn in the .py file itself (do not take a picture of it or copy/paste it into another program). Please also turn in the output for your program. The output should be in a different file. You may find the easiest way is to take a screenshot of your output. You can use the snipping tool on Windows or the grab tool on a Mac to take pictures of your output. You may want to put all of your output pictures in a single Word file.

Criteria for Success

Please view the rubric to ensure you are completing everything you need. You are required to use functions. In addition, make sure the output examples you turn in show a variety of test cases. You can create a test() function in your program to prove the majority of your code works.

Password Validator

When users create a new account on a website, they are often asked to create a new password. Many websites then test the password to make sure it is strong enough before allowing a user to save it. If it's not strong enough, the user needs to create a new password.  

In this program, you will ask a user for a username/password combination and test for password strength according to the following rules:

• Must be at least 8 characters and less than 21 characters (20 characters is OK, 21 is not)
• Must contain both an upper and lowercase letter
• Must contain a digit (0-9)
• Must contain a punctuation mark (!+.@$%*)
• Must ONLY consist of letters (A-Z), (a-z), digits (0-9) and !+.@$*.

Your program will prompt for a username. Then, it will prompt for a password. Your program should check the password. If the password is OK, print "Good Password!" and end the program. If the password is NOT OK, print the appropriate message to the user. Continue reprompting until the user successfully picks a good password.

If there are multiple problems with the password, you only need to report one.

Consider: Is this the most user-friendly approach?

No. It's not. But it does seem some websites continue to hassle the user this way, while others let the user know up front what is expected... And give better error messages than these, often reincluding what is required. I prefer those sites. However, I want you to write the code that can give specific errors.

Obvious Password

Rule: If a password contains 1 or more of the following Strings (ignore case):

• password
• 1234
• 111111
• Qwerty123
• Abcd99
• football
• dragon
• letmein
• iloveyou
• admin
• login
• welcome
• flower
• zaq1
• Password1

Message to user: Don't use common passwords

Too Short Password

Rule: Password must be at least 8 characters long

Message to user: Password must be at least 8 characters long

Too Long Password

Rule: Password must be less than 21 characters long

Message to user: Password must be less than 21 characters

Low Complexity Password

Rule: The password must contain at least 1 character each of:

• lowercase letter
• uppercase letter
• digit
• punctuation mark (!+.@$%*)

Message to user: Passwords must contain both upper and lower case letters, at least one digit and at least one punctuation mark (!+.@$%*)

Unrecognized Character

Rule: Your company's back-end systems don't like certain characters. Therefore, the password must only contain:

• Letters (A-Z) or (a-z)
• Digits (0-9)
• Punctuation (!+.@$%*) (no parentheses)

Message to user: Password contains an Invalid Character

Other Issues

Rule: If the password has one of the following issues, alert the user of the issue and have them choose a new one.

• Password contains the username (ignoring case)
• Password is the same as the username spelled backwards (ignoring case)

Message to User: Passwords can't contain a variation of the username

Pig Latin Translator

Write a program that asks the user for a sentence and converts it to Pig Latin. The below explains how to convert to Pig Latin:

If the first letter is a vowel (a, e, i, o, u):

• Add "way" to the end of the word.

If the first letter is a consonant (treat the letter "y" as a consonant):

• Remove the first letter and place that letter at the end of the word. Then append the string "ay" to the end of the word

Words that have their first letter capitalized, should continue to have the (possibly new) first letter capitalized.

Sentences end with a period (.), an exclamation point (!) or a question mark (?). Make sure the punctuation continues to stay at the end of the sentence.

Sentences occassionally have other punctuation such as commas (,) and semicolons (;). Make sure these punctuation marks stay put.

For example:

Original sentence: Hello World!
Right: Ellohay orldway!
NOT: elloHay orld!Way

Original sentence: To be, or not to be?
Right: Otay ebay, orway otnay otay ebay?
NOT: oTay e,bay orway otay e?bay

You only have to deal with the 5 punctuation marks mentioned (. ! ? , ;)

All Greens is a franchise store that sells house plants and lawn and garden supplies. Although All Greens is a franchise, each store is owned and managed by private individuals. Some friends have asked you to go into business with them to open a new All Greens store in the suburbs of San Diego. The national franchise headquarters sent you the following information at your request. These data are about 27 All Greens stores in California. Each of the 27 stores has been doing very well, and you would like to use the information to help set up your own new store. The variables for which we have data are detailed below. x1 = annual net sales, in thousands of dollars x2 = number of square feet of floor display in store, in thousands of square feet x3 = value of store inventory, in thousands of dollars x4 = amount spent on local advertising, in thousands of dollars x5 = size of sales district, in thousands of families x6 = number of competing or similar stores in sales district A sales district was defined to be the region within a 5 mile radius of an All Greens store. I really need help with the bolded areas. Thank you.

x1 x2 x3 x4 x5 x6 231 3 294 8.2 8.2 11 156 2.2 232 6.9 4.1 12 10 0.5 149 3 4.3 15 519 5.5 600 12 16.1 1 437 4.4 567 10.6 14.1 5 487 4.8 571 11.8 12.7 4 299 3.1 512 8.1 10.1 10 195 2.5 347 7.7 8.4 12 20 1.2 212 3.3 2.1 15 68 0.6 102 4.9 4.7 8 570 5.4 788 17.4 12.3 1 428 4.2 577 10.5 14.0 7 464 4.7 535 11.3 15.0 3 15 0.6 163 2.5 2.5 14 65 1.2 168 4.7 3.3 11 98 1.6 151 4.6 2.7 10 398 4.3 342 5.5 16.0 4 161 2.6 196 7.2 6.3 13 397 3.8 453 10.4 13.9 7 497 5.3 518 11.5 16.3 1 528 5.6 615 12.3 16.0 0 99 0.8 278 2.8 6.5 14 0.5 1.1 142 3.1 1.6 12 347 3.6 461 9.6 11.3 6 341 3.5 382 9.8 11.5 5 507 5.1 590 12.0 15.7 0 400 8.6 517 7.0 12.0 8

(a) Generate summary statistics, including the mean and standard deviation of each variable. Compute the coefficient of variation for each variable. (Use 2 decimal places.) x s CV x1

(b) For each pair of variables, generate the correlation coefficient r. For all pairs involving x1, compute the corresponding coefficient of determination r2. (Use 3 decimal places.) r r2

x1, x2

(c) Perform a regression analysis with x1 as the response variable. Use x2, x3, x4, x5, and x6 as explanatory variables. Look at the coefficient of multiple determination. What percentage of the variation in x1 can be explained by the corresponding variations in x2, x3, x4, x5, and x6 taken together? (Use 1 decimal place.)

99.3%

(d) Write out the regression equation. (Use 2 decimal places for x3 and x6. Use 1 decimal place otherwise.)

x1=-18.86+16.2x2+.18x3+11.53x4+13.58x5+(-5.31x6)

If 12 new competing stores moved into the sales district but the other explanatory variables did not change, what would you expect for the corresponding change in annual net sales? (Use 2 decimal places.)

If you increased the local advertising by 9 thousand dollars but the other explanatory variables did not change, what would you expect for the corresponding change in annual net sales? (Use 2 decimal places.)

(f) Suppose you and your business associates rent a store, get a bank loan to start up your business, and do a little research on the size of your sales district and the number of competing stores in the district. If x2 = 2.8, x3 = 250, x4 = 3.1, x5 = 7.3, and x6 = 2, use a computer to forecast x1 = annual net sales and find an 80% confidence interval for your forecast (if your software produces prediction intervals). (Use 2 decimal places.)

forecast194.41

lower limit

upper limit

(g) Construct a new regression model with x4 as the response variable and x1, x2, x3, x5, and x6 as explanatory variables. (Use 2 decimal places for the intercept, 4 for x1, 5 for x3, and 3 otherwise.)

x4 = 4.14 + .0431 x1 + -.800 x2 + .00059x3 + -.661 x5 + Correct: .057 x6

Suppose an All Greens store in Sonoma, California, wants to estimate a range of advertising costs appropriate to its store. If it spends too little on advertising, it will not reach enough customers. However, it does not want to overspend on advertising for this type and size of store. At this store, x1 = 163, x2 = 2.4, x3 = 188, x5 = 6.6, and x6 = 10. Use these data to predict x4 (advertising costs) and find an 80% confidence interval for your prediction. (Use 2 decimal places.)

prediction

lower limit

upper limit

At the 80% confidence level, what range of advertising costs do you think is appropriate for this store? (Round to nearest integer.)

lower limit $

upper limit $

CASE 1

Walmart is the world’s largest and most successful retailer, with more than $485 billion in 2016 sales and nearly 11,700 stores worldwide, including more than 4,600 in the United States. Walmart has 2.3 million employees and ranks number one on the Fortune 500 list of companies. Walmart had such a large and powerful selling machine that it really didn’t have any serious competitors—until now. Today Walmart’s greatest threat is Amazon.com, often called the “Walmart of the Web.” Amazon sells not only books but just about everything else people want to buy—DVDs, video and music streaming downloads, software, video games, electronics, apparel, furniture, food, toys, and jewelry. The company also produces consumer electronics—notably the Amazon Kindle e-book reader, Fire tablet, Echo and Tap speakers, and Fire TV streaming media player. No other online retailer can match Amazon’s breadth of selection, low prices, and fast, reliable shipping. For many years, Amazon has been the world’s largest e-commerce retailer with the world’s largest and most powerful online selling machine. Moreover, Amazon has changed the habits and expectations of consumers in ways to which Walmart and other retailers must adapt. According to Brian Yarbrough, a retail analyst at Edward Jones in St. Louis, Amazon and online retailing is probably the biggest disrupter of retail since Walmart itself. Walmart was founded as a traditional, offline, physical store in 1962, and that’s still what it does best. But it is being forced to compete in e-commerce as well. Eight years ago, only one-fourth of all Walmart customers shopped at Amazon.com, according to data from researcher Kantar Retail. Today, however, half of Walmart customers say they’ve shopped at both retailers. Online competition and the profits to be reaped from e-commerce have become too important to ignore. Walmart’s traditional customers—who are primarily bargain hunters making less than $50,000 per year—are becoming more comfortable using technology. More affluent customers who started shopping at Walmart during the recession are returning to Amazon as their finances improve. Amazon has started stocking merchandise categories that Walmart traditionally sold, such as vacuum bags, diapers, and apparel, and its revenue is growing much faster than Walmart’s. In 2016, Amazon had sales of nearly $136 billion. For online shopping, Amazon has some clear-cut advantages. Amazon has created a recognizable and highly successful brand in online retailing. The company has developed extensive warehousing facilities and an extremely efficient distribution network specifically designed for web shopping. Its premium shipping service, Amazon Prime, provides fast “free” two-day shipping at an affordable fixed annual subscription price ($99 per year), often considered to be a weak point for online retailers. According to the Wall Street Journal, Amazon’s shipping costs are lower than Walmart’s, ranging from $3 to $4 per package, while Walmart’s online shipping can run $5 to $7 per parcel. Shipping costs can make a big difference for a store like Walmart where popular purchases tend to be low-cost items like $10 packs of underwear. It makes no sense for Walmart to create a duplicate supply chain for e-commerce. However, Walmart is no pushover. It is an even larger and more recognizable retail brand than Amazon. Consumers associate Walmart with the lowest price, which Walmart has the flexibility to offer on any given item because of its size. The company can lose money selling a hot product at extremely low margins and expect to make money on the strength of the large quantities of other items it sells. Walmart also has a significant physical presence, and its stores provide the instant gratification of shopping, buying an item, and taking it home immediately as opposed to waiting when ordering from Amazon. Seventy percent of the U.S. population is within five miles of a Walmart store, according to company management. Walmart has steadily increased its investment in its online business, spending between $1.2 billion and $1.5 billion annually in 2015 and the next few years on e-commerce. This includes fulfillment centers and technology and purchases such as $3 billion for Jet.com to secure expertise for delivering the lowest-cost basket of goods online. Walmart.com is now the second-most visited e-commerce site in the United States with 88 million unique visitors per month. Walmart has constructed one of the world’s largest private cloud computing centers, which provides the computing horsepower for Walmart to increase the number of items available for sale on Walmart.com from 1 million three years ago to more than 50 million today. In the spring of 2015, the company opened four new fulfillment centers around the country, each of which is more than 1 million square feet. To further counter Amazon, Walmart introduced its own free two-day shipping program for orders totaling more than $35. New technology will also give Walmart more expertise in improving the product recommendations for web visitors to Walmart.com, using smartphones as a marketing channel, and personalizing the shopping experience. Walmart has been steadily adding new applications to its mobile and online shopping channels and is expanding its integration with social networks such as Pinterest. More than half of Walmart customers own smartphones. Walmart has designed its mobile app to maximize Walmart’s advantage over Amazon: its physical locations. About 140 million people visit a Walmart store each week. The app’s Walmart Pay feature enables users to quickly, easily and securely pay with their smartphones in all Walmart stores. Users link a credit card or bank account to the app. At checkout, they can just scan the phone to pay rather than pulling out their wallets. The app can also store shopping lists, save wish lists, and arrange online orders. About 22 million people now use the app as they shop. The Walmart website uses software to monitor prices at competing retailers in real time and lower its online prices if necessary. The company is also doubling inventory sold from third-party retailers in its online marketplace and tracking patterns in search and social media data to help it select more trendy products. This strikes directly at Amazon’s third-party marketplace, which accounts for a significant revenue stream for Amazon. Additionally, Walmart is expanding its online offerings to include upscale items like $146 Nike sunglasses and wine refrigerators costing more than $2,500 to attract customers who never set foot in a Walmart store. A new Product Content Collection System will facilitate vendors sending their product catalogs to Walmart, and the product information will then be available online. Walmart’s commitment to e-commerce is not designed to replicate Amazon’s business model. Instead, CEO Doug McMillon is crafting a strategy that gives consumers the best of both worlds—what is called an omnichannel approach to retailing. Walmart’s management believes the company’s advantage is that it is not a pure-play e-commerce retailer and that customers want some real interaction with physical stores as well as digital. Walmart will sell vigorously through the web and also in its physical stores, retaining its hallmark everyday low prices and wide product assortment in both channels and using its large network of stores as distribution points. Walmart will closely integrate online shopping and fulfillment with its physical stores so that customers can shop however they want, whether it’s ordering on their mobile phones for home delivery, through in-store pickup, or by wandering down the aisles of a Walmart superstore. Walmart is aiming to be the world’s biggest omnichannel retailer. Amazon is working on expanding its selection of goods to be as exhaustive as Walmart’s. Amazon has allowed third-party sellers to sell goods through its website for a number of years, and it has dramatically expanded product selection via acquisitions such as its 2009 purchase of online shoe shopping site Zappos.com to give the company an edge in footwear. Amazon has been building its grocery offerings, with Amazon Prime, Prime Now, Prime Pantry, and Amazon Fresh offering delivery times as short as an hour in some cases. It looks like Amazon is trying to innovate in physical retail store sales as well as online. Amazon has opened retail bookstores in Seattle, Chicago, San Diego, and other U.S. locations featuring Amazon electronic devices as well as books. It is thinking about moving into the grocery business as well as retail stores for furniture and appliances. These are retail experiences that lend themselves less easily to online purchasing because customers like to see and feel these types of goods in person. Amazon set up a physical grocery store in downtown Seattle called Amazon Go that is designed around an app that is able to place the items customers buy in a digital shopping cart so they can leave the store without waiting in a checkout line. The system automatically charges the credit card linked to the customer’s Amazon account and even knows when that person puts something back. Amazon continues to build more fulfillment centers closer to urban centers and expand its same-day delivery services, and it has a supply chain optimized for online commerce that Walmart just can’t match. It now has more than 100 warehouses from which to package and ship goods. Warehouses speed up Amazon’s shipping, encouraging users to shop more at Amazon, and the cost of these centers as a portion of Amazon’s operations is decreasing. Amazon is building up its own delivery operation to compete with UPS, FedEx, and the U.S. Postal Service by offering better delivery and lower costs for both its own customers and possibly those of other retailers. Both Amazon and Walmart are experimenting with drones to accelerate fulfillment and delivery. But Walmart has thousands of stores, one in almost every neighborhood, which Amazon won’t ever be able to replicate. The winner of this epic struggle will be the company that leverages its advantage better. Walmart’s technology initiative looks promising, but it still has work to do before its local stores are anything more than local stores. Can Walmart successfully move to an omnichannel strategy? Can Amazon’s business model work for physical retail store sales? Which giant will dominate future retailing?

CASE 1 QUESTIONS:

1. Analyze Walmart and Amazon using the Porter’s competitive forces.

2. Compare Walmart and Amazon’s business models and business strategies. Explain your answer?

3. What role does information technology play in each of these businesses? How is it helping them refine their business strategies?

4. Which company will dominate retailing? Explain your answer.

How would you explain to a concerned consumer what food irradiation is, and its benefits? What negative effects, if any, are there regarding food irradiation? What stance do you take on food irradiation?

Ethical dilemmas have always surrounded businesses. For example, Jeffrey is a Senior Auditor working for a large commercial bank. He just realized Bob, the company’s vice president of marketing, has been using his expense account to purchase salacious materials online using his office computer; in addition, there are hotel bills charged to the account that cannot be explained by travel receipts. Jeffrey suspects the VP is having an affair with someone in the company. Jeffery is a CPA and the company where he works is publically traded. The CPA code-of-ethics and company policy requires Jeffrey to report the violation. Nevertheless, Bob is Jeffrey’s first cousin! Reporting the violation could destroy relations between Jeffrey’s mother and his aunt, Bob’s mother. What can Jeffrey do as a senior auditor to set the ethical standards in the company that he is working in? Which of the ethical theories best explains Jeffrey’s moral dilemma? How can one of the six theories you learned about in this chapter help Jeffrey to justify whistle blowing or help him to rationalize not whistle blowing?

Create the flowchart and a C++ .cpp program that calculates the average snowfall for a week. The program should use a loop to execute 7 times asking the user to input the snowfall for each day of the week in inches. The program should calculate the total and average snowfall for the week. The program should then display the result and then ask the user if they wish to repeat the program or close the program.