A fullback with a mass of 116 kg and a velocity of 2.7 m/s due west collides head-on with a defensive back with a mass of 89 kg and a velocity of 6 m/s due east.
(a) What is the magnitude of the fullback's initial momentum?
(b) What is the direction of the fullback's initial momentum?
(c) What is the magnitude of the defensive back's initial momentum?
(d) What is the direction of the defensive back's initial momentum?
(e) What is the magnitude of the total momentum of the system?
(f) If they stick together and external forces can be ignored, what direction will they be traveling immediately after they collide?

Dr. Trudeau’s little experiment had a big impact on medical thinking at the time. His experiment offered a rationale for opening his Adirondack Cottage Sanitarium, which offered rich and poor alike a regimen of abundant nourishing food, lots of sunlight, plenty of rest, and as much fresh air as a person could tolerate. Hundreds were helped, and many similar establishments were opened. Perhaps the experiment was so successful because of the care with which Trudeau had designed its components. It is important to identify an interesting and potentially approachable question or set of questions before undertaking an experiment. But it is just as important to devise a clever experimental design. When we design an experiment, we choose the treatments that will be received and we control or manipulate them in appropriate ways. These treatments or manipulations are the independent variable(s). The observed or measurable differences in outcome for the treatment groups are the dependent variable(s). Suppose I want to know how much sunlight is needed to produce the sweetest oranges? Based on what I know about sunlight and photosynthesis, I hypothesize that the greater amount of sunlight an orange plant gets, the sweeter the juice of the orange. To investigate whether this is true, I might place one group of plants in the sun for 2 hours per day, another group for 4 hours per day, and nother group for 8 hours per day. At the end of the experiment, I could test for the amount of sugar in the juice of the oranges. The amount of time in the sun is the independent variable. The sugar in the juice is the dependent variable.

7. What is the dependent variable in the Rabbit Island Experiment? Also, list all of the independent variables you can think of in the experiment. (Hmm, maybe Dr. Trudeau’s experiment was not so simple after all!)

8. Often, scientists like to hold all conditions constant except one. Just varying one thing at a time makes it easier to analyze the results. Select any one of the independent variables you have listed above and design an experiment similar to Dr. Trudeau’s. State your experimental question, i.e., what are you trying to find out. Formulate a hypothesis. Then decide upon and write out a description of how you will manipulate your treatment groups (there needn’t be three; you could have two, or four—just design a good experiment!), and then imagine the possible outcomes, assuming survival is the dependent variable. Now generate two survival curves based on those imagined outcomes—one that supports your hypothesis and one that does not. Give possible percent survival rates for each experimental group under both outcomes.

discuss the educational implications of Erikson's stages of development

Suppose you want to test the causal claim about chewing gum improving your mood and focus. How could you design an experiment to test this claim? What would the variables be? Would each be manip- ulated or measured? What results would you expect? Sketch a graph of the outcomes you would predict. Would your experiment satisfy the three criteria for supporting a causal statement?

Case assignments must be completed with a written 1-page study on the assigned case questions in the textbook. The format requested for these assignments is based on elaborating and including two basic parts in the essay: 1) in a bullet presentation style (one phrase each bullet), list a summary of the key issues, situations, problems, opportunities and threats you may identify as relevant; 2) answer all the questions listed in each case in two or three sound paragraphs. Use the APA style for these assignments.

Case: The Borderfree Option: Going Global—simplified

E-commerce, by changing the way companies around the

world do business, makes international trade easier and

cheaper. Before the Internet, tracking down a product to

import, or finding foreign customers to export to, overwhelmed

the typical SME. Some relied on occasional trade

shows and expensive, time-consuming foreign travel to

identify possible products or assess potential suppliers.

Certainly, traders could tap local embassies or consulates

to support the export promotion or provide import assistance.

Although sounding straightforward, in practice these sorts

of options typically proved expensive and cumbersome.

Consequently, international trade was largely limited to big

companies that could afford to attend trade shows, translate

marketing materials, travel internationally, hire intermediaries,

and supervise the many activities that make up international trade.

Today, the Internet gives SMEs a cost-effective means

to manage these demands. It makes information on any

conceivable product from virtually any market readily and

inexpensively accessible. Falling trade barriers (due to

expanding cross-national trade agreements) along with

improving logistics options (courtesy of enterprising freight

forwarders and 3PLs) offer an array of trade possibilities.

The Internet, simply put, transforms whatever it

touches. It’s already the most powerful force for globalization,

democratization, economic growth, and education in

history. The same, we see, applies to the game of international

trade. As such, e-commerce is now inherently

global—just as the Internet knows no physical boundaries,

so too with Internet sales. Consumers’ growing disposable

income and interest in global brands, especially in a

screen-saturated world, highlights the potential of global

e-commerce.

Still, national markets differ in different sorts of ways—

ranging from market structure and growth dynamics to

consumer preferences and media consumption practices.

Staying ahead of trends, both national and global is no small

task. It calls for companies to study the demographics, psychographics,

preferences, and behaviors of the global consumer

landscape, identify how to manage payments and

collections, and organize supply chains that reflect when,

where what, and how consumers buy. Tough in just one

market, the task can grow stunningly complex when looking

at the 200-plus national markets or territories that compose

the global business environment.

Launch a Website, Go Global

Capturing those sales, along with riding expanding technologies,

has led many retailers to open websites with an

eye to opening export markets far and wide. Now, opening

a website, whether you like it or not, means you are global.

Consumers from anywhere and everywhere can go to your

website and, when there, do business. Done well, enterprising

companies can leverage cross-border e-commerce into

powerful international expansion. Done poorly, a retailer

wastes energy, effort, and equity. Despite best intentions, the challenges of international inexperience, currency ills,

payment problems, logistics challenges, and cultural contingencies

can prove daunting.

E-commerce’s growing potential spurs vendors to make

going global as simple as linking your current website

with their behind-the-scenes, back-office expertise. They

develop end-to-end solutions that break down barriers and

borders, thereby enabling a company to sell its products

worldwide with reduced effort.

These companies are not your typical e-commerce,

business-to-consumer model retailer, like Amazon, eBay, or

Alibaba. Moreover, they are unlike traditional logistics companies,

such as FedEx, DHL, UPS, and their core business

of delivering packages. Rather, these companies, such as

BorderJump, Venda, International Checkout, and Borderfree,

provide proprietary technology that enables retailers to

transact with customers in virtually every country and territory

worldwide.

Borderfree: Fine-Tuning the Global Game

Founded in 1999, Borderfree is headquartered in New York

City. It has offices in Dublin, London, Tel Aviv, Toronto, and

Shanghai. From these, Borderfree helps more than 200 retailers—

such as Neiman Marcus, Lands’ End, and Harrods—

conduct cross-border online sales in more than 220 countries

that are transacted in 74 currencies.

Borderfree manages retailers’ international shopping

experience, suggesting real-time merchandising insights and

marketing strategies to help it target international consumers,

whether through the web, mobile, or in-store channels. Then,

Borderfree’s systems seal the deal, administering multicurrency

pricing and payment processing, tending to fraud and

tax management, calculating landed costs, arranging customs

clearance and brokerage, and supervising logistics.

Borderfree’s mission declared its CEO, “is to make it

as simple as possible for online retailers to reach new consumers

and sell their products around the world globally.”

Added to its chief technology officer, the rise in global consumerism

means that “There’s a lot of growth still out there

for companies in the industry. Growth from a revenue perspective,

growth from a coverage perspective.”

Capturing that growth requires companies, both large

and small, overcome the barriers to buying and selling

internationally. Borderfree, by linking customers and companies

through tap-web and mobile platforms, helps consumers

worldwide shop across geographies and devices

while enabling companies to leverage their brand, inventory,

and expertise.

Arranging the Pieces

Borderfree’s turnkey installation system integrates with the

retailer’s e-commerce infrastructure. Moreover, it's plug-in

modules connect a retailer’s existing e-commerce infrastructure

and international operations. The end result is that

customers enter international markets quickly after a system

rollout. Moreover, Borderfree’s software helps its clients localize

the website experience, supporting country-specific

marketing messages, pricing strategies, international

checkouts with translation, local payment options, and fully

landed delivery quotes.

Operationally, a retailer can add plug-ins that track what

people are buying, where and when they are buying it, and

adjust promotions in real-time. On the service side, Borderfree

also manages international fraud, customs clearance,

and all global logistics. Collectively, Borderfree enables the

internationally ambitious retailer to quickly move from domestic

today to global tomorrow.

Borderfree works with retailers to optimize international

site experience based on local preferences, best practices,

and marketing customization. It provides targeted marketing

campaigns, data analysis and insight into prospective markets,

website localization, duty and tax compliance, pricing in different currencies, customs clearance, and customer

care. Harrods’ e-commerce director, for instance, explained,

“We were drawn to Borderfree’s ability to further enhance

our capacity to serve our customers seamlessly across geographies.

We also were particularly interested in partnering

with Borderfree to extend our reach into China and Russia,

two markets that hold great consumer promise for us.”

The director of e-commerce at The Dune Group, a fashion

footwear and accessories company that has over 300

stores and concessions in 24 countries, said that Borderfree

provides “potential growth opportunities in markets such as

South America, Africa, and Asia.” Likewise, the head of digital

at Trunci planned to use Borderfree’s platform to further its

growth in India, Japan, Ireland, Mexico, Pakistan, South

America, and South Korea.

Promising Solutions

In 2014, Borderfree generated more than $125 million in revenue.

It is paid by its clients based on a percentage of sales,

generally up to 12 percent, that takes place on Borderfree’s

platform. It generates additional revenue from fulfillment

services, foreign exchange, and other transaction-related

fees. Looking to the future, as more countries champion

international trade, as more executives target international

sales, as more consumers develop global brand awareness,

and as more technologies improve connectivity, shoppers

worldwide will make more purchases on the Internet.

Capturing these opportunities pushes some companies

to go alone in the world of import and export. Others, managing

a differing mix of ownership, location, and internalization

advantages, see that the growing competencies of

companies such as Borderfree make going global with the help of an intermediary the superior choice.

Questions

14-4. What mix of ownership, location, and internalization advantages would encourage a company to hire Borderfree?

14-5. Borderfree’s clients expect it to be knowledgeable about the key markets in which they operate and to be able to advise on how to prioritize, budget, and compete. How does Borderfree make that happen?

14-7. Do you think most international trade might eventually take place through intermediaries like Borderfree.com? Does that influence your interest in importing and exporting?

You are a financial manager for Zoom Corp., which manufactures bicycles. In the most recent fiscal year,

Zoom manufactured and sold 20,000 bicycles. Wheels, seats, and brake calipers are three components of

the bicycles currently manufactured by Zoom. Three different vendors have proposed to provide those

components to Zoom, and quoted prices (including shipping) for their delivery. Your task is to determine

which, if any, of these proposals should be accepted.

Prepare a make vs. buy incremental analysis for each possible course of action in an Excel worksheet. Your

grade will be based on the correctness of your answers, as well as the use of Excel. That is, where possible,

you should use formulas to get your answers, rather than keyed-in values. See your instructor for help with

Excel basics if you need it.

In a Word document, prepare a memo stating which of the proposals you suggest accepting, as well as the

basis for your conclusions. Also identify any nonfinancial factors you should consider before accepting any

of the outsourcing proposals.

Below is cost data for Zoom's production of wheels, seats, and calipers. Outside suppliers have offered to

provide wheels for $7.26, seats for $7.76, and calipers for $2.56 per piece. Both wheels and seats are branded

with the Zoom logo, and that logo will need to be added at the Zoom factory at a cost of $0.50 each for any

of these components that are outsourced. For all three components, 75% of the fixed costs are avoidable, and

will be eliminated if the component's production is outsourced. In addition, seats and calipers are both

produced out of the same small factory space. If both seats and calipers were outsourced, Zoom could lease

the space out and increase net income by $6,000 per year, while eliminating all fixed costs for the two

components.

Wheels

Seats

Calipers

Cost category

Direct materials

$138,000

$54,500

$90,500

Direct labor

97,000

71,500

41,500

Variable overhead

21,000

14,000

16,000

Fixed overhead

58,600

36,600

31,400

Total cost

$314,600

$176,600

$179,400

Units produced

40,000

20,000

80,000

Cost per unit

$7.87

$8.83

$2.24

Hints: Prepare incremental analyses for each component separately. Make wheels vs. buy wheels, etc. Since

there are additional implications to outsourcing both seats and calipers, do a make vs. buy analysis assuming

both are outsourced. A correct solution, then, will likely have at least four incremental analyses.

What is the chemical formula for cellular respiration?

About Martin Luther King's “Letter from Birmingham Jail”, please answer the following:

Describe the three levels of law by giving

1)Contextual example from Letter

2)Meaning of statement from in your own words

3)Contemporary Example

4)What are the criteria for good laws

Thank you in advance

Think about and identify three (3) measurable/observable work behaviors and/or measurable/observable work outcomes that would either need to be decreased or increased to help an organization succeed. Note that the three behaviors/work outcomes must be observable so they can be directly measured. In other words, they cannot be internal characteristics/personality traits (such as motivation or job satisfaction) that cannot be directly measured.

Next, along with each behavior/outcome you have listed you must list the name of each of the organizations you are thinking about and very briefly describe the type of activities/work that organization performs. (No more than two (2) sentences for this portion of the assignment). The business organization you are thinking of must have more than 30 employees of similar work status from whom information/data about the behaviors/outcome might be collected if your research proposal was actually conducted.

Note that if one of the organizations you indicated is related to the DV you are assigned to focus on in your proposal that you will need to later (not now) provide secondary/background information about that organization. Don’t worry… we will go over how to do this a little later in the semester.

Focus your list on management of employees: i.e., work behaviors and/or work outcomes that could potentially be measured through observation and/or through records of employee behaviors/outcomes kept by the company

Stay away from issues that may be under the control of the company but would not be affected by employees, such as -- budget issues, pay, marketing, competition, etc.

Stay away from dispositional issues that likely cannot be changed by a company, such as personality issues, including, but not limited to, neuroticism, agreeableness, conscientiousness, extraversion, openness to new experience, etc.

Assignment Instructions:

Include the three parts of this assignment in the table below. Make sure there is a horizontal line between each of the DVs you list

• In Column A you are to list three (3) observable behaviors/work outcomes that you believe an organization must either increase and/or decrease to help the organization succeed.

• In Column B you are to indicate whether the organization/business would benefit from an increase or decrease of each of the three behaviors/outcomes you have listed in Column A.

Finally, in Column C you should list each of the organizations you believe would benefit from the increase or decrease of each of the observable behaviors or outcomes and a very brief description of what that organization does.

What is the theory of personality according to Erickson Erickson Psychosocial School?

Research the development of input and output devices in computers

An article in Journal of the American Statistical Association (1990, Vol. 85, pp. 972–985) measured weight of 30 rats under experiment controls. Suppose that there are 12 underweight rats. (a) Calculate a 90% two-sided confidence interval on the true proportion of rats that would show underweight from the experiment. Round your answers to 3 decimal places. Enter your answer; confidence interval, lower bound ≤p≤ Enter your answer; confidence interval, upper bound (b) Using the point estimate of p obtained from the preliminary sample, what sample size is needed to be 90% confident that the error in estimating the true value of p is no more than 0.02? n= Enter your answer in accordance to the item b) of the question statement (c) How large must the sample be if we wish to be at least 90% confident that the error in estimating p is less than 0.02, regardless of the true value of p? n= Enter your answer in accordance to the item c) of the question statement

write a position paper on "violence against woman and girls: the shadow pandemic" (2000 words excluding references and the title. APA format

1. What is the significance of demand forecasting for operations managers, i.e. how do operations managers use demand forecast data?
   
2. Explain the difference between qualitative forecasting and quantitative forecasting methods? Under what conditions would you recommend using qualitative forecasting method.

Create a generic function max() in C++, to find maximum of 3 generic type arguments, then test this function with char, int and float type.