Political dimension and global governance

For this prewriting assignment, we should reed Chapter 4 from the book Globalization a very short introduction 3rd edition. and it should engage with the early research and writing steps necessary to produce a high-quality essay.Choose a concept from your assigned chapterExplain the concept in your own words, and briefly explain why you find it interestingConduct researchDevelop a thesis statement (Links to an external site.) Links to an external site. Engage in a critical review and feedback process designed to:hone students’ abilities to engage in constructive and professional criticism necessary in most workplace settings;help peers improve and polish their work prior to submitting to a public audience; andHelp students improve, revise (Links to an external site.) Links to an external site. , and polish their own work through the process of determining what they find well or poorly done in the work of others.Write an annotated bibliography (Links to an external site.) Links to an external site. of your sources

please refer to the Rubric in the bottom in the attached file

 

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Two short discussions for physics class

Please read the information attached here carefully and write it clear and strong as well and there is no count word so feel free to write as much as you can 🙂

 

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Write up a Excel Spreadsheet based on a Real Estate Example

Write down an accounting real estate spreadsheet. two-days limit.

 

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Adler School Owning vs Renting a Home in California Discussion

comparing two different type of residence in like equivalent uniform monthly cost.

 

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Write no fewer than 200 words per question (800) total.

Sometimes, engineers can produce designs or products that make our lives easier AND better. But it is also sometimes the case that an engineer chooses to sacrifice ease or convenience for the individual consumer in order produce something better for the greater good.

Such is the case with Caltrans (the California Department of Transportation) and the Diamond Lane (now often referred to as the carpool lane of the HOV or high-occupancy vehicle lane). In her essay, journalist Joan Didion describes all the problems such a lane could solve, but also she describes the enormous hassle such a lane causes commuters. Even more interestingly, she quotes a Caltrans employee as saying, “We are beginning a process of deliberately making it harder for drivers to use freeways.”

Write no fewer than 200 words per question (800) total. This assignment is due no later than 11:59pm on Sunday, February 24th. Late assignments will not be accepted.

In this essay, you’ll need to respond to the following questions:

A. Caltrans believed that reducing traffic and forcing people to commute was more important despite the fact that it would come at the cost of individual choices in the short term. Do you think that was the right decision? Explain and defend your answer.

B. In what circumstances is it ok to interrupt the daily lives of citizens or impose a burden (and ‘burden’ here can be interpreted in many ways) on ordinary people in order to produce a positive effect for the greater good. Thoroughly describe a specific example of when this would be warranted.

C. In general, which do you think is the more important ethical principle? Protecting the health and well-being of the overall community your products will affect or allowing all consumers and citizens to make personal choices, even if they have a negative consequence? In simpler terms, if forced to choose (meaning you cannot just say you’d ideally find a balance of both) which is more important to protect: personal freedoms or ‘the greater good’? Defend your choice.

D. Didion’s essay was written in 1977. Do a brief amount of research and report back on the current status of the Diamond Lane (now called the HOV lane). Was the project a success or a failure? Even if this project or projects like this end up as failures, are they still worth the risk? What payoffs are needed in order to take such risks?

 

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Professional Ethics for Engineers Discussion

I need to Use questions in the handout (attached) as starting points for the discussion board. *Note* do not answer the questions and post in the discussion board, makes it difficult for the discussion board to promote further discussion, instead pick a couple of questions that interest you and write a post using those ideas.

– I also need two short paragraphs reply for the two pic attached.

The URL for the video is: https://www.youtube.com/watch?v=UhLPzr7vKOs

 

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Changes in the Operating Cycle, Questions and Problem Sets help

Prepare in Microsoft® Excel® or Word

Chapter 18

3. Changes in the Operating Cycle [LO1] Indicate the effect that the following will have on the operating cycle. Use the letter I to indicate an increase, the letter D for a decrease, and the letter N for no change:

a. Average receivables goes up.

b. Credit repayment times for customers are increased.

c. Inventory turnover goes from 3 times to 6 times.

d. Payables turnover goes from 6 times to 11 times.

e. Receivables turnover goes from 7 times to 9 times.

f. Payments to suppliers are accelerated.

11. Calculating the Cash Budget [LO3] Here are some important figures from the budget of Nashville Nougats, Inc., for the second quarter of 2015:

The company predicts that 5 percent of its credit sales will never be collected, 35 percent of its sales will be collected in the month of the sale, and the remaining 60 percent will be collected in the following month. Credit purchases will be paid in the month following the purchase.

In March 2015, credit sales were $235,000 and credit purchases were $161,300. Using this information, complete the following cash budget:

Chapter 20

8.Size of Accounts Receivable [LO1] The Arizona Bay Corporation sells on credit terms of net 30. Its accounts are, on average, four days past due. If annual credit sales are $9.75 million, what is the company’s balance sheet amount in accounts receivable?

14. Credit Policy Evaluation [LO2] The Snedecker Corporation is considering a change in its cash-only policy. The new terms would be net one period. Based on the following information, determine if the company should proceed or not. Therequired return is 2.5 percent per period.

Chapter 21

4.Using Spot and Forward Exchange Rates [LO1] Suppose the spot exchange rate for the Canadian dollar is Can$1.09 and the six-month forward rate is Can$1.11.

a. Which is worth more, a U.S. dollar or a Canadian dollar?

b. Assuming absolute PPP holds, what is the cost in the United States of an Elkhead beer if the price in Canada is Can$2.50? Why might the beer actually sell at a different price in the United States?

c. Is the U.S. dollar selling at a premium or a discount relative to the Canadian dollar?

d. Which currency is expected to appreciate in value?

e. Which country do you think has higher interest rates—the United States or Canada? Explain.

7.Interest Rates and Arbitrage [LO2] The treasurer of a major U.S. firm has $30 million to invest for three months. The interest rate in the United States is .31 percent per month. The interest rate in Great Britain is .34 percent per month. The spot exchange rate is £.573, and the three-month forward rate is £.575. Ignoring transaction costs, in which country would the treasurer want to invest the company’s funds? Why?

Chapter 26

1. Calculating Synergy [LO3] Pearl, Inc., has offered $357 million cash for all of the common stock in Jam Corporation. Based on recent market information, Jam is worth $319 million as an independent operation. If the merger makes economicPage 888 sense for Pearl, what is the minimum estimated value of the synergistic benefits from the merger?

2. Balance Sheets for Mergers [LO2] Consider the following premerger information about Firm X and Firm Y:

Assume that Firm X acquires Firm Y by paying cash for all the shares outstanding at a merger premium of $6 per share. Assuming that neither firm has any debt before or after the merger, construct the postmerger balance sheet for Firm X assuming the use of purchase accounting.

 

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DELIVERABLE LENGTH: 7–10 pages, excluding title and reference pages

Type: Individual Project

Unit: Software Engineering Processes & Methodologies

Deliverable Length: 7–10 pages, excluding title and reference pages

In the final week, you have met with the customer and provided a real description of the software requirements engineering process from inception through validation, described functional and nonfunctional requirements, and described how you would perform requirements management and engineering, analysis, and development. Use case diagrams have been produced to define the SRSs developed with customer feedback. Customers desire verification and validation of the requirements, traceability and test documentation, therefore, this process was revealed in detail in the previous assignment. Now, it will be your task in this assignment, Appendix A, to do the following:Prove the effectiveness of the agile methods used to development the requirements, documentation, and software by describing the agile approach or activities used for the developmentDescribe the methodology (practices, tools) and techniques (developing use cases) used to develop your final Software Requirements Specification (SRS)

This Appendix A should be added to your final SRS document delivered in Unit 5.

The Unit 4 Discussion Board file below has all of the past 4 Individual Project assignments includes as the Key Assignment Outline that was due and turned in this week.

 

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MIS Case Study (Case 3 &4 )

Avoid plagiarism, I want orginal text, matching ratio should not exceed 10%.

Case Study 3: Driving Ari Fleet Management with Real-Time Analytics

Automotive Resources International®, better known as simply ARI®, is the world’s largest privately-held company for vehicle fleet management services. ARI is headquartered in Mt. Laurel, New Jersey and has 2,500 employees and offices throughout North America, Europe, the UK, and Hong Kong. The company manages more than 1,000,000 vehicles in the U.S., Canada, Mexico, Puerto Rico and Europe.

Businesses that need vehicles for shipments (trucks, vans, cars, ships, and rail cars) may choose to manage their own fleet of vehicles or they may outsource fleet management to companies such as ARI which specialize in these services. ARI manages the entire life cycle and operation of a fleet of vehicles for its customers, from up-front specification and acquisition to resale, including financing, maintenance, fuel management, and risk management services such as driver safety training and accident management. ARI also maintains six call centers in North America that operate 24/7, 365 days a year to support customers’ fleet operations by providing assistance regarding repairs, breakdowns, accident response, preventive maintenance, and other driver needs. These call centers handle about 3.5 million calls per year from customers, drivers, and suppliers who expect access to real-time actionable information.

Providing this information has become increasingly challenging. Operating a single large commercial vehicle fleet generates high volumes of complex data, such as data on fuel consumption, maintenance, licensing, and compliance. A fuel transaction, for example, requires data on state taxes paid, fuel grade, total sale, amount sold, and time and place of purchase. A simple brake job and preventive maintenance checkup generates dozens of records for each component that is serviced. Each part and service performed on a vehicle is tracked using American Trucking Association codes. ARI collects and analyzes over 14,000 pieces of data per vehicle. Then multiply the data by hundreds of fleets, some with up to 10,000 vehicles, all operating simultaneously throughout the globe, and you’ll have an idea of the enormous volume of data ARI needs to manage, both for itself and for its customers.

ARI provided its customers with detailed information about their fleet operations, but the type of information it could deliver was very limited. For example, ARI could generate detailed reports on line-item expenditures, vehicle purchases, maintenance records, and other operational information presented as simple spreadsheets, charts, or graphs, but it was not possible to analyze all the data to spot trends and make recommendations. ARI was able to analyze data customer by customer, but it was not able to aggregate data across its entire customer base.

For instance, if ARI was managing a pharmaceutical company’s vehicle fleet, its information systems could not benchmark that fleet’s performance against others in the industry. That type of problem required too much manual work and time, and still didn’t deliver the level of insight management thought was possible.

What’s more, in order to create reports, ARI had to go through internal subject matter experts in various aspects of fleet operations, who were called “reporting power users.” Every request for information was passed to these power users. A request for a report would take 5 days to fill. If the report was unsatisfactory, it would go back to the report writer to make changes. ARI’s process for analyzing its data was extremely drawn out.

In mid-2011, ARI implemented SAP BusinessObjects Explorer to give customers the enhanced ability to access data and run their own reports. SAP BusinessObjects Explorer is a business intelligence tool that enables business users to view, sort and analyze business intelligence data. Users search through data sources using an iTunes like interface. They do not have to create queries to search the data and results are shown with a chart that indicates the best information match. The graphical representation of results changes as the user asks further questions of the data.

In early 2012, ARI integrated SAP BusinessObjects Explorer with HANA, SAP’s in-memory computing platform that is deployable as an on-premise appliance (hardware and software) or in the cloud. HANA is optimized for performing real-time analytics and handling very high volumes of operational and transactional data in real time. HANA’s in-memory analytics queries data stored in random access memory (RAM) instead of on a hard disk or flash storage.

Things started happening quickly after that. When ARI’s controller wanted an impact analysis of the company’s top 10 customers, SAP HANA produced the result in 3 to 3 1/2 seconds. In ARI’s old systems environment, this task would have been assigned to a power user versed in using reporting tools, specifications would have to be drawn up and a program designed for that specific query, a process that would have taken about 36 hours.

Using HANA, ARI is now able to quickly mine its vast data resources and generate predictions based on the results. For example, the company can produce precise figures on what it costs to operate a fleet of a certain size over a particular route across specific industries during a certain type of weather and predict what the impact of changes in any of these variables. And it can do so nearly as easily as providing customers with a simple history of their expenditures on fuel. With such helpful information ARI provides more value to its customers.

HANA has also reduced the time required for each transaction handled by ARI’s call centers—from the time a call center staffer takes a call to retrieving and delivering the requested information—by 5 percent. Since call center staff account for 40 percent of ARI’s direct overhead, that time reduction translates into major cost savings.

ARI plans to make some of these real-time reporting and analytic capabilities available on mobile devices, which will enable customers to instantly approve a variety of operational procedures, such as authorizing maintenance repairs. Customers will also be able to use the mobile tools for instant insight into their fleet operations, down to a level of detail such as a specific vehicle’s tire history.

Case Study 3: Driving Ari Fleet Management with Real-Time AnalyticsWhy was data management so problematic at ARI? Describe ARI’s earlier capabilities for data analysis and reporting and their impact on the business. Was SAP HANA a good solution for ARI? Why or why not? Describe the changes in the business as a result of adopting HANA.

Case Study 4: Zappos

Tony Hsieh’s first entrepreneurial effort began at the age of 12 when he started his own custom button business. Realizing the importance of advertising, Hsieh began marketing his business to other kids through directories, and soon his profits soared to a few hundred dollars a month. Throughout his adolescence, Hsieh started several businesses, and by the time he was in college he was making money selling pizzas out of his Harvard dorm room. Another entrepreneurial student, Alfred Lin,bought pizzas from Hsieh and resold them by the slice, making a nice profit. Hsieh and Lin quickly became friends. After Harvard, Hsieh founded Link Exchange in 1996, a company that helped small businesses exchange banner ads. A mere two years later, Hsieh sold Link Exchange to Microsoft for $265 million. Using the profits from the sale, Hsieh and Lin formed a venture capital company that invested in start-up businesses. One investment that caught their attention was Zappos, an online retailer of shoes. Both entrepreneurs viewed the $40 billion shoe market as an opportunity they could not miss, and in 2000 Hsieh took over as Zappos’ CEO with Lin as his chief financial officer.

Today, Zappos is leading its market and offering an enormous selection of more than 90,000 styles of handbags, clothing, and accessories for more than 500 brands. One reason for Zappos’ incredible success was Hsieh’s decision to use the advertising and marketing budget for customer service, a tactic that would not have worked before the Internet. Zappos’ passionate customer service strategy encourages customers to order as many sizes and styles of products as they want, ships them for free, and offers free return shipping. Zappos encourages customer communication, and its call center receives more than 5,000 calls a day with the longest call to date lasting more than four hours. Zappos’ extensive inventory is stored in a warehouse in Kentucky right next to a UPS shipping center. Only available stock is listed on the website, and orders as late as 11 p.m. are still guaranteed next-day delivery. To facilitate supplier and partner relationships, Zappos built an extranet that provides its vendors with all kinds of product information, such as items sold, times sold, price, customer, and so on. Armed with these kinds of details, suppliers can quickly change manufacturing schedules to meet demand.

Zappos Culture
Along with valuing its partners and suppliers, Zappos also places a great deal of value on its employee relationships. Zappos employees have fun, and walking through the offices you will see all kinds of things not normally seen in business environments—bottle-cap pyramids, cotton-candy machines, and bouncing balls. Building loyal employee relationships is a critical success factor at Zappos, and to facilitate this relationship the corporate headquarters are located in the same building as the call center (where most employees work) in Las Vegas. All employees receive 100 percent company-paid health insurance along with a daily free lunch.
Of course, the Zappos culture does not work for everyone, and the company pays to find the right employees through “The Offer,” which extends to new employees the option of quitting and receiving payment for time worked plus an additional $1,000 bonus. Why the $1,000 bonus for quitting? Zappos management believes that is a small price to pay to find those employees who do not have the sense of commitment Zappos requires. Less than 10 percent of new hires take The Offer.
Zappos’ unique culture stresses the following:
1. Delivering WOW through service
2. Embracing and driving change
3. Creating fun and a little weirdness
4. Being adventurous, creative, and open-minded
5. Pursuing growth and learning
6. Building open and honest relationships with communication
7. Building a positive team and family spirit
8. Doing more with less
9. Being passionate and determined
10. Being humble

Zappos’ Sale to Amazon
Amazon.com purchased Zappos for $880 million. Zappos employees shared $40 million in cash and stock, and the Zappos management team remained in place. Having access to Amazon’s world-class warehouses and supply chain is sure to catapult Zappos’ revenues, though many wonder whether the Zappos culture will remain. It’ll be interesting to watch!19

Case Study 4: Zappos Define SCM and how it can benefit Zappos. Explain CRM and why Zappos would benefit from the implementation of a CRM system. Demonstrate why Zappos would need to implement SCM, CRM, and ERP for a connected corporation. Analyze the merger between Zappos and Amazon and assess potential issues for Zappos customers. Propose a plan for how Zappos can use Amazon’s supply chain to increase sales and customer satisfaction.

 

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review Q and 6 Problem

just a essay equations from accounting information system

i would like someone do it for me and make it as simple answer

 

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