...The 2008 Chevrolet Corvette Z06 is a very fast vehicle. The 2008 Dodge Viper SRT10 is faster. If the vehicles were only based on speed then the results would be clear. To determine a better overall vehicle, the Z06 and SRT10 are tested to achieve a winner in all categories a vehicle has to offer. The Z06 and SRT10 were evaluated by their vehicle makeup, powertrain, and chassis. A vehicle’s makeup consists of its price, weight, and interior volume. The Z06’s base price is $70,000 and was priced at $77,230 at the time of testing. The Z06 weighed 3198lbs, with an 18 gallon fuel tank, 52 cubic feet of space in the front and 22 cubic feet of space in the trunk. The SRT10’s base price is $86,845 and was priced at $91,145 at the time of testing. The SRT10 weighed 3455lbs, with a 16 gallon fuel tank, 48 cubic feet of space in the front and 15 cubic feet of space in the trunk. The difference between the two vehicles is the Z06 cost $16,845 less at base price and $13,915 less fully loaded. The Z06 featured a bigger fuel tank by two gallons, and four more cubic feet of space in the front and seven more cubic feet of space in the trunk. A vehicle’s powertrain consists of its engine, acceleration, top speed, sound level, and fuel consumption. The Z06 puts out 505 horsepower and 470lb/ft of torque. This averages 6.3lb per horsepower. The Z06 travels 0-60 mph in 3.7 seconds, 0-100 mph in 7.7 seconds, 0-150 mph in 17.5 seconds, a ¼ mile in 11.7 seconds at 125 mph, and a top...
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... getting myself a brand-new sports car. Both the GM Corvette and the Dodge Viper are both absolutely awesome options for such a decision. Even with both being so great it still took me doing a lot of research of both my personal situations and the different options that each vehicle offers to allow me to narrow it down to one. They both offer such a precision vehicle that it literally took going into much greater detail with the vehicles just to make the final decision. With all that being said I will further this story by elaborating why the GM Corvette is an all-around better buy for one in a similar condition as myself. The biggest thing I took into consideration was the overall performance of the vehicles, especially since we are talking sports cars. The Dodge Viper comes with and engine that uses ten cylinders which equals massive performance but it is also a whole lot more maintenance and up keep. The GM Corvette only offers 8 cylinders in which is obviously two less but, even with only eight cylinders it still offers massive amounts of horse power. Obviously the added two cylinders of the Dodge Viper will offer more performance but with more performance also comes a lot more money spent. The added price variation just for a little bit more power is not enough to make it a smarter and better overall decision to purchase the eight cylinders of the GM Corvette. With power you also must take into consideration...
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...Campaign Plan The Chevrolet Corvette. Back in the 1950’s, the United States was in their own economic boom. The war was over, and the soldiers were home, and the times were roped with well to do GI’s with saved money, and the need to spend. Due to this new influx of fresh consumers, companies and businesses needed to keep up with demand; therefore, hiring skyrocketed. However, it was not just the jobs and spending that were rocking, but what products were being purchased. The economy was no longer looking for necessities to live on, but products to serve an entirely new thought: enjoyment. With this new rise in personal use for enjoyment, automotive companies seized the opportunities and began building vehicles that were strong, fast, and beautifully. Chevrolet, Ford, and Dodge were vying for the number one muscle car. Out of this battle eventually came the Charger, Challenger, Mustang, and Camaro (just to name a few). However, even these vehicles could not compete with the Chevrolet Corvette. The Vette came out in 1953, the first of its kind. This car had it all: power, beauty, speed, and the price tag. The first 300 were actually hand-made, and made a splash to the American public and their new found wealth (Vettemasters.com, 2014). Along with the car, came one of the most illustrious advertising campaigns ever utilizing paper ads, radio, and even commercials. The ladder companies took years to come out with a comparable, but even those never made it to the stage...
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...The Ride of a Lifetime Strap on your seat belt and hold on tight. The release of the 2012 Nissan GT-R in December 2011 has people just aching to get into the driver seat. However it is Chevrolet with their ZR1 Corvette who says they will have the last laugh. The new GT-R is said to be just as fast and twenty thousand dollars cheaper than the ZR1. Nissan hit the supercar scene in 2009 with a tremendous bang and didn’t stop there. They felt the need to bring back the king of cars after the production of the GT-R Skyline was terminated in 2000. The GT-R 34 was the king of cars in Japan and most of Europe. With its twin turbo charged inline six all-wheel-drive platform there were few cars that could even try and contend. We all love to drive our cars, whether it’s for back and forth trips to the super market or for those weekend getaways people love to drive. For those who live to drive or drive to live the 2012 GT-R is the car for you. With its sleek styling, 520 brake horse power, its all-wheel-drive platform, and the newly upgraded launch control it really doesn’t get any better than this. Some people may contend that the slightly more expensive ZR1 takes the cake with its 620 horse power and being able to achieve over 200 miles per hour. With its zero-to-60 time being 3.4 seconds, it falls just behind the GT-R by four tenths of a second. They are equally matched in the quarter mile. With all this said the GT-R is the true driver’s choice. It cost less...
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..._ PROFESSIONAL EXPERIENCE Regions Bank 2595 Frayser Blvd Memphis, Tn. 38127 April 2007- Present Certified Banker Duties: Direct sales contributor for our banking products and services. A support leader for the branch Sales, Service and Teller positions, ensuring branch service quality at all levels. Achieve individual sales goals, resolves customer and associate issues in Branch Manager's absence, monitors branch service quality levels, coach staff to achieve branch sales and service goals, assist in scheduling staff, making selection decisions and reviewing and counseling staff. Suntrust Bank / National Bank of Commerce 1895 Union Avenue Memphis, TN 38120 February 1998 – March 2007 Assistant Branch Manager Duties: Assist in operations of the branch and delegate branch responsibilities. Responsible for office operations, business development, coaching and development of staff and client relationship management. Responsible for client relations, resource allocation, and business development. Manage, coach, and direct the activities of 6 person staff. Work closely with management on ways to improve service, increase efficiency, and meet...
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...Lance Armstrong Confesses Lance Armstrong is an American road-racing cyclist; Lance has won the tour de France a record breaking 7 consecutive times. Armstrong met Kristin Richard in June 1997. They married in May 1 1998 and had three children, Luke David and twins Isabelle Rose and Grace Elisabeth. The couple later filed for divorce Born on September 18, 1971, in Plano, Texas, his mother, Linda, in the suburbs of Dallas, Texas, raised Lance Armstrong; Armstrong was athletic from an early age. He began running and swimming at 10 years old and took up competitive cycling and triathlons At 16, Armstrong began competing as a triathlete and was a national sprint-course triathlon champion in 1989 and 1990. In 1989 the U.S Olympic development champion road race, with the best time of any American since 1976. Soon, Armstrong chose to focus on cycling, his strongest event as well as his favourite. During his senior year in high school, the U.S Olympic development team invited him to train with them in Colorado Springs. He left high school temporarily to do so, but later took private classes and received his high school diploma in 1989. The following summer, he qualified for the 1990 junior world team and placed 11th in the world championship road race, with the best time of any American since 1976. That same beat, he became the U.S national amateur champion and beat out many professional cyclists to win two major races, the first union grand prix and he thrift drug classic...
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...the discovery-driven planning and the strategy of Versatel as Gary Mesch and Marc van der Heijden did not state and test any assumptions to see if their venture would be sustainable or even profitable. None of the four documents discussed above were taken into consideration when creating Verstales’s strategy. The two men ‘just’ decided “to capitalize on the opportunity created by the liberalization of the European telecommunications market” in February 1995 (Case: Versatel). Even though, it is not incorporated in the four documents, I belief assumption implies the only relation between Versatel and the discovery-driven planning model. The company elaborated on deregulation and liberalization of the market in the US, UK and Japan. On January 1998, the European commission liberalized all telecommunications markets. Versatel is the beneficiary of that legacy and the foresight of Mesch and van der Heijden. Furthermore, Versatel’s strategy was not based on...
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...MCMXXIV Export-Import Bank of the United States 1998 Annual Report C H A I R M A N ’ S L E T T E R s the Export-Import Bank of the United States (Ex-Im Bank) enters its 65th anniversary year, it faces more challenges than perhaps at any other time in its history. These chal lenges are related to the economic turmoil experienced in developing mar kets such as Asia and Russia during the past year. I am proud that Ex-Im Bank responded quickly and effec tively to the economic downturn that continues to threaten the growth and prosperity of much of the developing world. It was a difficult year for Ex-Im Bank, U.S. exporters, and their customers, but by working together, we were able to maintain vital export flows. A Expertise and Innovative Programs During the past 65 years, Ex-Im Bank has been recognized for its expertise in helping U.S. businesses compete against tough for eign competition in the developing world. Our ability to manage the political and com mercial risks associated with international trade in emerging markets helped meet the need for export financing in the markets affected by world economic difficulties in 1998. For example, Ex-Im Bank initiated export credit programs for Korea, Thailand, and Indonesia. We estimate that the shortand medium-term portion of the Korean program alone will result in approximately $3 billion in exports of U.S. goods and ser vices over a two-year period — U.S. exports that would not have been sold without...
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...MEMO TO: Mrs. Faustina willie, Manufacturing Department FROM: Mark Hansdorf, Project Manager DATE: June 5, 20… SUBJECT: Warehouse Status Report The memo brings you to date o the status of the construction of our new warehouse on Lafayette Street. As you will see, construction is on schedule and within budget, wth no major problems forseen. Work Completed to Date: We have now completed the following jobs: 1. The foundatiuon was poured on March 27. 2. The exterior of the building, including asphalt roofing and aluminum siding, was completed on April 23. Work in Progress: The following work has been started but has not yet been completed: 1. The drywallers are installing the interior walls and partitions; they should be finished by the end of next week. 2. The plumbers have installed the necessary fixtures in the washroom and are installing the Amana high-energy-efficient heat/cooling unit. Work to be completed: From now until July 20, we will completing these tasks: 1. the Vinyl flooring will be installed by June 23. 2. The painters will paint the interior on July 1-3 3. The city inspector and fire marshal will perform a final inspection on July 17. Miscellaneous: The modular rack storage system was ordered on April 3 and should have been delivered two weeks ago. Our supplier assures me that the system will be delivered by May 12. if so, we should have no problems installing it on schedule. By June 25, you will need to make a final color selection for...
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...Journal of Information Systems Vol. 16, No. 2 Fall 2002 pp. 209–222 Impact of Information Technology on Public Accounting Firm Productivity Rajiv D. Banker Hsihui Chang The University of Texas at Dallas Yi-ching Kao University of Wisconsin–Milwaukee ABSTRACT: In recent years, information technology (IT) has played a critical role in the services provided by the public accounting industry. However, no empirical research has evaluated the impact of IT on public accounting firms. This study focuses on five offices of an international public accounting firm that recently made large IT investments, primarily in audit software and knowledge-sharing applications. Both qualitative and quantitative information from the research site are analyzed to estimate the change in productivity following the implementation of IT. The results from both regression analysis and Data Envelopment Analysis (DEA) indicate significant productivity gains following IT implementation, documenting the value impact of IT in a public accounting firm. Keywords: public accounting; information technology (IT); IT productivity; IT adoption; data envelopment analysis. Data Availability: The confidentiality agreement with the firm that provided the data for this study precludes revealing its identity and disseminating detailed data without its written consent. I. INTRODUCTION dvances in information technology (IT) have transformed many firms in professional services industries, but perhaps...
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...Hodgetts−Luthans−Doh: International Management, Sixth Edition Back Matter Endnotes © The McGraw−Hill Companies, 2005 Endnotes ■ Chapter 1 1. J. Whalen and B. Bahree. “How BP Learned to Trust Ally That Once Burned It,” Wall Street Journal, February 27, 2003, p. A4; “BP Won’t Abandon Driving Forces,” Wall Street Journal, November 27, 2003, p. A7. “Dell Set to Create More Than 100 Full-Time Jobs in Bray,” Irish Times, August 17, 2002, p. 15. Peter Landers, “Foreign Aid: Why Some Sony Gear Is Made in Japan,” Wall Street Journal, June 14, 2001, p. A1. Barnaby J. Feder, “IBM Beats Earnings Expectations Again,” New York Times, January 17, 2003, p. C4. Peter Landers, “Volkswagen and GM Racked Up Strong Sales in China in 2003,” Wall Street Journal, January 6, 2004, p. A3. Peralte C. Paul, “Daimler Bails Out of Deal,” Atlanta JournalConstitution, September 24, 2003, p. A1. Nicholas Itano, “GM Returns 10 Years After End of Apartheid,” New York Times, January 30, 2004, p. W1. Saritha Rai, “A Giant So Big It’s a Proxy for India’s Economy,” New York Times, June 6, 2004, p. W1. Ibid. WTO, “World Trade 2003, Prospects for 2004; Stronger Than Expected Growth Spurs Modest Trade Recovery,” WTO Press Release 373, April 5, 2004, p. 1. Ibid. Thomas Friedman, The Lexus and the Olive Tree: Understanding Globalization (New York: Farrar, Straus & Giroux, 1999). Jonathan P. Doh and Hildy Teegen, Globalization and NGOs: Transforming Business, Government, and Society (Westport, CT: Praeger,...
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...Dawn Marie ------------------------------------------------- dawn.m.santo@gmail.com CAREER OBJECTIVE Experienced Bookkeeper seeking a position as a Junior Accountant that requires strong financial and organizational skills to assist the accounting team and senior management in bank reconciliations, invoice processing, analyze invoices for major vendors, and handle employee expense reports and corporate credit cards. EDUCATION Bachelors of Applied Science in Business Management, May 2013 Concentration: Accounting Associates of Applied Science in Business Management, July 2011 Concentration: Accounting Diploma in Business Technology, June 1995 Mercer County Vocational-Technical School, Ewing, New Jersey GPA: 3.8 * Graduated with Honors, Eastern Division 1st Place Honors in Word Processing. * Worked in the summer of 1994 as an intern in the Vo-Tech office as an Administrative Assistant. SKILLS SUMMARY 1. Proficient in Microsoft Office Suite and NetSuite 2. Highly Efficient Processing of Invoices, Payments, Bank Reconciliation 3. Excellent Customer/Client/Co-Worker Relationships 4. Excellent Professional Verbal and Written Communication 5. Highly Efficient and Effective in Completing Tasks in a Fast-Paced Environment 6. Detail-Oriented and Highly Developed Organizational Skills 7. Excellent Analysis Skills in Vendor Invoicing and Employee Reports 8. Excellent Skill in Handling Daily Cash/Bank Reconciliations...
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...KODAK VS. FUJI: THE BATTLE FOR GLOBAL MARKET SHARE by Thomas C. Finnerty Thomas C. Finnerty is a doctoral candidate in the Doctoral of Professional Studies Program, Lubin School of Business, Pace University, New York. This case was written under the supervision of Warren J. Keegan, Professor of International Business and Marketing and Director of the Institute for Global Business Strategy, Lubin School of Business, Pace University, New York, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. ©2000 Dr. Warren J. Keegan. *The following case solely represents the opinion of the author and does not express the opinions of the Eastman Kodak Company of Fuji Photo Film U.S.A., Inc. ACKNOWLEDGMENTS This case study reexamines the competitive relationship of the two giants of the photographic and imaging industry: Eastman Kodak Company and the Fuji Photo Film Co., Ltd. It uses the 1990 case study of Dr. H. Donald Hopkins of Temple University, “Kodak vs. Fuji: A Case of Japanese-American Strategic Intervention” as a reference point and attempts to update and clarify this relationship at the beginning of the 21st century. In the nine years since the Hopkins’ case study was published, Kodak has seen some troubled times, yet recently seems to have stabilized. Simultaneously, Fuji continues to slowly gain more of Kodak’s still-dominant market share. The evolution of the industry has been exciting and dynamic...
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...Some of the arguments and policy proposals made to try to avoid future crises are also covered. Eshan Karunatilleka ECONOMIC POLICY AND STATISTICS SECTION HOUSE OF COMMONS LIBRARY Recent Library Research Papers include: 98/119 98/120 99/1 Unemployment by Constituency - November 1998 Defence Statistics 1998 The Local Government Bill: Best Value and Council Tax Capping Bill No 5 of 1998-99 16.12.98 22.12.98 08.01.99 99/2 99/3 99/4 Unemployment by Constituency - December 1998 Tax Credits Bill Bill 9 of 1998-9 The Sexual Offences (Amendment) Bill: 'Age of consent' and abuse of a position of trust [Bill 10 of 1998-99] 13.01.99 18.01.99 21.01.99 99/5 99/6 99/7 The House of Lords Bill: 'Stage One' Issues Bill 34 of 1998-99 The House of Lords Bill: Options for 'Stage Two' Bill 34 of 1998-99 The House of Lords Bill: Lords reform and wider constitutional reform Bill 34 of 1998-99 28.01.99 28.01.99 28.01.99 99/8 99/9 99/10 99/11 99/12 Economic Indicators Local Government Finance Settlement: 1999/00: England Treatment of Acid Mine Drainage Employment Relations Bill 1998-99 Bill 36 Social Security Contributions (Transfer of Functions, Etc.) Bill [HL] Bill 38 of 1998-99 01.02.99 02.02.99 02.02.99 05.02.99 05.02.99 99/13 Iraq: "Desert Fox" and Policy Developments 10.02.99 Research Papers are available as PDF files: • to members of the general...
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...HP9000 servers would be able to cope with the volume of transactions, in 1994 R/3 could process only 10,000 customer orders per night, compared with 420,000 under FoxMeyer's original mainframe system (Jesitus 1997). Third, the execution of the project was an issue due to the shortage of skilled and knowledgeable personnel. FoxMeyer did not have the necessary skills in-house and was relying on Andersen Consulting to implement R/3 and integrate the ERP with an automated warehouse system from Pinnacle. Although at the height of the project there were over 50 consultants at FoxMeyer, many of them were inexperienced and turnover was high (Computergram International 1998). Finally, the environment quadrant of the risk framework includes issues over which project management has little or no control (Keil, Cule, Lyytinen and Schmidt 1998). Although FoxMeyer must have realized the...
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