2. You buy 100 shares of XYZ stock at $45/share, in a 60% marginaccount. a. What is the debit balance (borrowed money) in theaccount? b. How much equity did the investor provide? c. If thestock price rises to $65/share, what is the new margin position? d.What amount of stock can you sell and withdraw the cash to maintain60% margin position? e. If the stock price remains at $65/share,and you chose to buy more stock rather than d. above, how much morestock can you buy to maintain exactly 60% margin position? . . .

 

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The following table gives the cumulative frequency distribution of the commuting time (in minutes) from home to work for a sample of 400 persons selected from a city

Time (minutes)

f

0 to less than 10

60

0 to less than 20

157

0 to less than 30

221

0 to less than 40

291

0 to less than 50

351

0 to less than 60

400

The sample size is:

The percentage of persons who commute for less than 30 minutes, rounded to two decimal places, is:

%

The cumulative relative frequency of the fourth class, rounded to four decimal places, is:

The percentage of persons who commute for 40 or more minutes, rounded to two decimal places, is:

%

The percentage of persons who commute for less than 50 minutes, rounded to two decimal places, is:

%

The number of persons who commute for 20 or more minutes is:

 

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Question1

In 2017, Nepal’s production of rice and machinery was published by the Nepal Bureau of Statistics(NBS)as indicated by the table below:

Production in Nepal

Position	P	Q	R	S	T	U	V	W	X	Y	Z
Rice (1000 tons)	0	10	26	37	45	50	55	59	66	77	80
Machinery (units)	90	89	85	80	75	70	65	60	50	30	0

Based on the table above, a production possibility frontier(PPF)for Nepal can be plotted as below:

Use the NBS production table and production possibility frontier to answer the following questions:

A.Name positions B, V and D. Also,as indicated in thetable, supposing Nepal is operating at level T, what is the opportunity cost of producing 10,000 more tons of rice??????????(3marks)

B.Use the graph below to answer the questions that follow:

B1:Suppose Nepal begins to manufacture fertilizers.Explain the impact of the discovery of fertilizerson Nepal’s economy usingone of thePPF above.

(2marks)

B2:Also,supposing there is a discovery of steel in Nepal, explain the impact of steelon the economy of Nepal usingone of the PPF above. (2 marks)

B3:Finally, theMinister of Finance in Nepal advicesthe World Bank that in order to increase rice production and machinery, each sector requires USD 50 billion, or a total of 100 billion.This 100 billion is made available by the World Bank.Explain the impact ofthese 100 billion budgetary allocationsto the economy of Nepal. Use one of the PPF above.??(3 marks)

Assessment Question Week 3:

Markets in Action: Demand and Supply

Question 2

Suppose the graph below represents the demand and supply forriceat various prices, answer the questions that follow.

Thegraph above is represented in the table below. Please complete the tablebelowidentifying the shortage or surplus.

Price (10kg bag)	Demand (10 kg bags)	Supply (SS) (10 kg bags)	Surplus (+) Shortage (-)
10	89	29
20	70	40
30	55	55
40	39	67
50	25	80
60	11	95

A.Based on your findings in the table above, what is the market equilibrium price and quantity forrice? ???????(3 marks)

B.Also, please examine the factors thatcanmotivate the government to reduce the price of rice at $20 per 10 kg bag and theeffectsofthatgovernmentlegislation on the rice market.????? (7marks)

Assessment Question Week4:

Price Elasticity of demand and supply

Question 3

The price for cigarettessold by Big Tobacco Co Ltdwas6.00 per packet in March 2018. During the month of March, the consumption of cigarettes was1000 packets.However, the Board of Directors of Big Tobacco Co Ltddecided to increase the price by 25% during the monthofApril. As a manager you noted that price elasticity of demand was 0.8.As a manager Big Tobacco Co Ltd:

A.Advise yourmanagement ofthe strategy that could be adoptedby your firm to maintainsales.?(5 Marks)

B.Also,advise your government on recommendedinterventions in the cigarette market.?????????(5Marks)

Assessment Question Week5:

Production costs

Question 4

John was a high school teacher earning $ 80,000 per year. He quit his job to start his own business in pizza catering.In order to learn how to run the pizza catering business, John enrolled in a TAFE to acquire catering skills.John’s course was for 3 months. John had to pay $2,000 as tuition for the 3 months.

After the training, John withdrew $110,000 from his savings account. He had been earning 5 percent interest per year for this account. He also borrowed $50,000.00 from his friend whom he pays 6 percent interest per year. Further,to start the businessJohn used hisownpremises. He wasreceiving$12,000from rentper year. Finally, to start the business John uses $50,000 he had been given by his father to go on holiday to USA.

John’s first year of business can be summarised as follows:

Item	Amount $
Revenue- Pizza Section	400,000
Revenue- Beverages Section	190,000
2 Cashiers(wages per worker)	55,000
Pizza ingredients	50,000
Manager	75,000
3 Pizza bakers (wages per baker)	60,000
Equipment	10,000

??

Based on your calculated accounting profit and economic profit, would you advise John to return to his teaching job? Show your work???(10 marks)

Assessment Question Week6:

Market Structure: Perfect Competition and Monopoly

Question 5

The above diagram illustrates the short run cost curves for Sarah Mat, a rice farmer in Queensland.Calculate the profit or loss for Sarah Mat and, examine the key characteristics for perfect competition firm with reference to Sarah’s farm.(10 Marks)

 

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PDF Case Study: Verizon Inc. http://www.verizon.com 3 “I can hear you now.” That’s what Verizon wanted its potential customers to know with its long-

awaited introduction to the Apple iPhone in February 201 1. In the Super Bowl XLV commercial,

the iconic Verizon guy revealed that the iPhone was no longer exclusive to AT&T customers.

About the same time, Verizon launched its fourth generation (4G) wireless broadband network,

and it is poised to give customers the next level of teleconununications that includes srnartphones,

tablets, and home communications.

Headquartered in New York City, Verizon Communications, Inc. (Verizon) provides

communication services delivering broadband and other wireline and wireless systems to

consumers, businesses, governrnent, and wholesale customers in more than 140 countries.

Verizon is the second-largest U.S. telecomrnnnications company by market value, after AT&T

Inc. As of December 31, 2010, its network covered a population of approximately 292 million

customers and provided service to a customer base of approximately 94.1 million. At year-end

2010, the company had a diverse workforce of more than 194,000 employees with approxiw

I mately 30 percent represented by labor unions, and approximately 215,000 retired employees.

The corporate name “Verizon” comes from the Latin word ver’.ii‘ns, which means “certainty,

reliability, forwar’d-loolOn August 9, 201 l , Verizon sought court injunctions to prevent striking workers from blocking

access to its buildings as tensions escalated in the third day of a strike involving almost half of the

I company’s wireljne employees. Two unions representing 45,000 workers called a strike three days

i earlier when a iabor contract expired and talks for a new contract failed after several weeks of negoti-

I ations. The injunctions are just one sign of increasingly hostile relations between Verizon and unions.

i The Communications Workers of America (CWA), representing 35,000 workers, has also

1 accused Verizon managers of injuring picketers. Verizon has sought injunctions to prevent “il-

l legal” and “reprehensible” strike activities such as keeping managers convering for the striking

l workers out of buildings, according to company spokesman Rich Young. Meanwhile the CWA

l said it has received 23 reports of incidents where striking workers were hit narrowly missed by

vehicles driven by Verizon managers or non~nnion contractors. Young denied the accusations

l and said that “In some cases, union picketers are standing or throwing themselves in front of our

vehicles.”

Vision/Code of Conduct/Mission I

Vision Statenient: “Verizon’s goal is to operate our business with the highest level of integrity,

Z respect, per’forrnance excellence, and accourrtability.”

Code of Conduct: “Verizon is proud of its leadership and reputation as a world-class

company that is committed to the highest ethical staridarjds. The corporations comrnit-

ment to those standards and values is defined in Verizon’s Code of Conduct.” The Code

of Conduct highlights five commitments to customers and business partners that guides

Verizon’s actions: 1) commitment and values, 2) integrity, 3) respect, 4) performance

excellence, and 5) accountability.

Verizon does not have a mission statement. You should focus mostly on the Study Case however if you do not find a relevant information or one update you can check internet.

As mentioned I need 4 slides.

First Slide:

Develop an Internal Factor Evaluation (IFE) Matrix.

This strategy tool summarizes and evaluates the major strengths and weaknesses in the functional areas of a business which are marketing, finance, accounting, management information systems, and production/operations; there are many subareas within these functions, such as customer service, warranties, advertising, packaging, and pricing under marketing.

An IFE Matrix can be developed in five steps:

Step 1: List key internal factors as identified in the internal audit process. Use a total of from 10 to 20 internal factors, including both strengths and weaknesses. List strengths first. Be as specific as possible, using percentages, ratios, and comparative numbers.

Step 2: Assign a weight that ranges from 0.0 (not important) to 1.0 (all important) to each factor. The sum of all weights must equal 1.0.

Step 3: Assign a 1 to 4 rating to each factor to indicate whether that factor represents a major weakness (rating=1), a minor weakness (rating=2),a minor strength (rating=3) or a major strength (rating=4). Ratings are thus company-based, whereas the weights in step 2 are industry-based.

Step 4: Multiply each factor’s weight by its rating to determine a weighted score for each variable.

Step 5: Sum the weighted scores for each variable to determine the total weighted score for the organization. Slide 2:

Develop the Internal-External (IE) Matrix which positions an organization’s various divisions in a nine cell display. The IE Matrix is a tool that involve plotting organization divisions in a schematic diagram, this is why we often called this “portfolio matrices”. Slide 3:

Develop the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix which is an important matching tool that helps managers develop four types of strategies:

SO: (strengths-opportunities) strategies

WO: (weaknesses-opportunities) strategies

ST: (strengths-threats) strategies

WT: (weaknesses-threats) strategies There are eight steps involved in constructing a SWOT Matrix:

Step 1: List the firm’s key external opportunities

Step 2: List the firm’s key external threats

Step 3: List the firm’s key internal strengths

Step 4: List the firm’s key internal weaknesses

Step 5: Match internal strengths with external opportunities, and record the resultant SO Strategies in the appropriate cell.

Step 6: Match internal weaknesses with external opportunities, and record the resultant WO Strategies.

Step 7: Match internal strengths with external threats, and record the resultant ST Strategies.

Step 8: Match internal weaknesses with external threats, and record the resultant WT Strategies. Slide 4:

Develop the Quantitative Strategic Planning Matrix (QSPM) which is a tool that allow strategists to evaluate alternative strategies objectively, based on previously identified external and internal critical success factors.

Six steps are required to develop a QSPM:

Step 1: Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in the left column.

Step 2: Assign weights to each key external and internal factor.

Step 3: Identify alternative strategies that the organization should consider implementing. Record these strategies in the top row of the QSPM.

Step 4: Determine the Attractiveness (AS) defined as numerical values that indicate the relative attractiveness of each strategy in a given set of alternatives.

Attractiveness Scores are determined by examining each key external or internal factor, one at a time, and asking the question “Does this factor affect the choice of strategies being made?” The range for Attractiveness Scores is 1= not attractive, 2= somewhat attractive, 3= reasonably attractive, and 4=highly attractive.

Step 5: Compute the Total Attractiveness Scores. The Total attractiveness scores are defined as the product of multiplying the weights (step 2) by the (step 4).

Step 6: Compute the Sum Total Attractiveness Score. This one reveal which strategy is most attractive in each set of alternatives.

 

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