...Statistics Chapter 2 Methods for Describing Sets of Data Quantitative data is information about quantities; that is, information that can be measured and written down with numbers. Qualitative data is information about qualities; information that can't actually be measured. A class is one of the categories into which qualitative data can be classified. The class frequency is the number of observations in the data set that fall into a particular class. The class relative frequency is the class frequency divided by the total number of observations in the data set; that is, class relative frequency = (class frequency) / n. The class percentage is the class relative frequency multiplied by 100; that is, class percentage = (class relative frequency) x 100. Summary of Graphical Descriptive Methods for Qualitative Data Bar Graph: The categories (classes) of the qualitative variable are represented by bars, where the height of each bar is either the class frequency, the class relative frequency, or the class percentage. Pie Chart: The categories (classes) of the qualitative variable are represented by slices of a pie (circle). The size of each slice is proportional to the class relative frequency. Pareto Diagram: A bar graph with the categories (classes) of the qualitative variable (i.e. the bars) arranged by height in descending order from left to right. Summary of Graphical Descriptive Methods for Quantitative Data Dot Plot: The numerical value of each quantitative...
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...Infinity The first Chapter of “To Infinity and Beyond” by Kent A. Bessey discusses the concept of infinity and how it went from a concept to a noun. The first point made is that the number of even positive real numbers is equal to the number of positive real numbers. Basically, with an infinite amount of something, you can split it up into infinite piles and still have an infinite amount in each pile. On a cosmic scale this is interesting to me. If the Universe is truly infinite then there is no center of the Universe, and our galaxy doesn’t even make up a portion of the universe. If the Universe is not infinite, when you stand at the edge of the universe and extend your hand, where does it go? This chapter continues with a discussion of...
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...Online EFFECTIVE FOR ALL STUDENTS ENROLLED ON OR AFTER MAY 17, 2013. 2013 Tuition and Fees Schedule Total Credits Required for Graduation Total Credits Taken at AIU Total Cost Per Credit Hour Total Program Cost (Includes all Software and Course Materials)1 Undergraduate Programs Associate of Arts in Business Administration (AABA) 90 90 90 180 180 180 180 180 90 90 90 180 180 180 180 180 $302 $302 $302 $302 Bachelor of Accounting (BACC) $302 $302 Bachelor of Fine Arts (BFA) $302 $302 $54,360 $54,360 Bachelor of Science in Criminal Justice (BSCJ) $54,360 $54,360 Bachelor of Information Technology (BIT) $27,180 $27,180 $27,180 $54,360 Associate of Science in Criminal Justice (ASCJ) Associate of Arts in Visual Communication (AAVC) Bachelor of Business Administration (BBA) Graduate Programs Master of Business Administration (MBA) 48 60 48 48 48 60 48 48 $582 Master of Accounting (MACC) $582 $582 Master of Education (M.Ed.) $442 $21,216 $34,920 $27,936 Master of Information Technology (MIT) $27,936 Notes 1. rogram tuition and total program cost are based upon total program credits, which may vary due to transferred credits or repeated courses. P 3. rogram tuition is charged per credit hour each quarter throughout the student’s program and is charged at the beginning of each quarter. P 4. nstitutional Charges include a custom suite of course materials that are provided to the student by Words of Wisdom, LLC. At the University’s discretion, books I may be...
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...Linen N Things Linens ’n Things Center, Inc. is a wholly owned subsidiary of Linens ’n Things, Inc. The Company and Linens ’n Things, Inc. are wholly owned subsidiaries of Linens Holding co. The Company is a specialty retailer of home textiles, housewares and home accessories in North America operating 589 stores in 47 United States and seven Canadian provinces as of December 29, 2007. The Company is a destination retailer, offering one of the selections of brand-name, as well as private label home furnishings merchandise in the industry. The Company’s average store size of approximately 33,000 gross square feet enables it to offer a more comprehensive product and brand selection than department stores and other retailers that sell home furnishings. The Company’s primary target guest is female between the ages of 25 and 55 who is fashion and brand conscious, has better income and focuses on the home as a reflection of her individuality. On the surface, LNT and BBBY companies were pursuing a similar business-level strategy of cost leadership, but key strategic decisions led them down quite different evolutionary paths. Both companies focused on providing consumers with high-quality houseware goods in a no-frills, value-priced environment, but LNT's decision to build centralized warehouses - seemingly consistent with a cost leadership strategy - ended up bringing it into direct competition with Target and Walmart. In contrast, BBBY allowed for greater decentralization in decision...
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...Harvard Business School 9-196-123 Rev. May 10, 2000 Bed Bath & Beyond Strange as it may seem, there’s something romantic about housewares. Visit the giant Bed Bath & Beyond store in Manhattan on a busy Saturday and you’ll see all kinds of couples kissing and cooing as they discuss what size sofa pillows to buy or whether a certain set of burgundy towels will match their bath mats. It’s just one more bit of evidence that America has been in a cocooning mood the past few years. And few people have benefited more from this nest-building trend than Leonard Feinstein and Warren Eisenberg, who founded Bed Bath & Beyond in Springfield, N.J., back in 1971. After 14 fairly sluggish years in the business, the duo in 1985 started experimenting with large stores, running to 20,000 square feet and stacked to the ceiling with towels, curtains, bedspreads and housewares. Feinstein and Eisenberg haven’t looked back since. This year, with 49 of these superstores in operation, Bed Bath & Beyond is expected to ring up sales of $415 million, an increase of 35% from last year’s $306 million take. Earnings are expected to grow to $28 million, or 82 cents per share, from $21.9 million, or 64 cents last year. But questions are starting to be raised about how long Bed Bath & Beyond can keep up its heady growth. Some smart investors have been selling the company’s high-flying shares, and these sellers include Feinstein and Eisenberg themselves. Rising interest rates have been slowing housing starts...
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...“The traditional budget is a rigid tool and therefore be discarded in practice”. Should the traditional budgetary model be abandoned as suggested above? Introduction What is budget and budgeting? Budget is a financial plan, which is tailored individually for each entity covering specific future period of time and which enables to determine manager’s targets and to predict the consequence of that specific financial period (Langfield-Smith, et al., 2006). Budgeting has been recognized as one of the most significant concepts used for planning and controlling organizations performance since the early 20th century. As a process, budgeting comprises of a set of activities and procedures that undertake the development of a budget. Budgets are used by corporations to serve various operational and functional purposes that include facilitating in planning process, predicting future development, simplifying communication, allocating resources, motivating employees and controlling operations. The process is effectively completed through the evaluation of performance indicators and incentives (Weber & Linder, 2005). Consequently, organizations recognized budgets as a key element in management control systems (Libby & Lindsay, 2007). Background and definition From the 18th to 20th century, traditional budgeting has set a range of common goals and institutions. It can be defined as “an annual, incremental, conducted on a cash basis in the form of line items which...
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...Harvard Business School 9-196-123 Rev. May 10, 2000 Bed Bath & Beyond Strange as it may seem, there’s something romantic about housewares. Visit the giant Bed Bath & Beyond store in Manhattan on a busy Saturday and you’ll see all kinds of couples kissing and cooing as they discuss what size sofa pillows to buy or whether a certain set of burgundy towels will match their bath mats. It’s just one more bit of evidence that America has been in a cocooning mood the past few years. And few people have benefited more from this nest-building trend than Leonard Feinstein and Warren Eisenberg, who founded Bed Bath & Beyond in Springfield, N.J., back in 1971. After 14 fairly sluggish years in the business, the duo in 1985 started experimenting with large stores, running to 20,000 square feet and stacked to the ceiling with towels, curtains, bedspreads and housewares. Feinstein and Eisenberg haven’t looked back since. This year, with 49 of these superstores in operation, Bed Bath & Beyond is expected to ring up sales of $415 million, an increase of 35% from last year’s $306 million take. Earnings are expected to grow to $28 million, or 82 cents per share, from $21.9 million, or 64 cents last year. But questions are starting to be raised about how long Bed Bath & Beyond can keep up its heady growth. Some smart investors have been selling the company’s high-flying shares, and these sellers include Feinstein and Eisenberg themselves. Rising interest rates have been slowing housing starts...
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...3fk93kf9: Enhancing 3GPP-MAC beyond the Birthday Bound Liting Zhang2 , Wenling Wu1 , Han Sui2 , and Peng Wang2 Institute of Software, Chinese Academy of Sciences State Key Laboratory of Information Security Institute of Information Engineering, Chinese Academy of Sciences {zhangliting,wwl,suihan}@is.iscas.ac.cn, wp@is.ac.cn 1 2 Abstract. Among various cryptographic schemes, CBC-based MACs belong to the few ones most widely used in practice. Such MACs iterate a blockcipher EK in the so called Cipher-Block-Chaining way, i.e. Ci = EK (Mi ⊕ Ci−1 ) , offering high efficiency in practical applications. In the paper, we propose a new deterministic variant of CBC-based MACs that is provably secure beyond the birthday bound. The new MAC 3kf9 is obtained by combining f 9 (3GPP-MAC) and EMAC sharing the same internal structure, and so it is almost as efficient as the original CBC 3 3 q lq MAC. 3kf9 offers O( l22n + 2n ) PRF-security when its underlying n-bit blockcipher is pseudorandom with three independent keys. This makes it more secure than traditional CBC-based MACs, especially when they are applied with lightweight blockciphers. Therefore, 3kf9 is expected to be a possible candidate MAC in resource-restricted environments. Keywords: MAC, Birthday Bound, CBC, Mode of Operation. 1 1.1 Introduction Background Birthday Bound. In cryptography, birthday attack is a generic attack that exploits no specific properties within cryptographic schemes, but just takes the advantage...
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...Table of Content Table of Content 1 1. Executive Summary 2 2. Introduction / Problem Statement 3 3. Internal Analysis 4 Positioning 4 4. External Analysis 7 Specialty Coffee 7 Hot Drinks Market 7 Porter’s Five Forces 7 Macro-environment 10 Demographic 10 5. SWOT-Analysis 13 6. Positioning 14 7. Corporate Strategy 16 8. Objectives 17 Short-Term objectives 17 Long-Term 17 9. Marketing Mix 19 Product 19 Place 20 Price 20 Promotion 21 Promotion Concept 21 10. Budget 24 Expected revenue 24 Associated costs 25 Executive Summary This report was commissioned to explore the possibilities of opening a potentially successful café with a very unique concept, namely a board game café called “Beyond the Bean”. The café will be located in London, Ontario, and will be owned by two partners. With this report, information and advice is given on every aspect that is essential for a successful launch. The mission of Beyond the Bean is to serve the finest coffee and beverages in a home-like atmosphere, together with the opportunity of playing board games for an hourly charge. This will provide a great opportunity for students and young professionals to socialize and network in a very relaxed manner and atmosphere. A great benefit for Beyond the Bean is that it will not need financing to be able to launch, as financial security is provided with a starting capital of $60,000. From this amount, the two partners...
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...Bed Bath & Beyond George Irungu, Jobin Kadapapurath, Peter Kozelka, Vignesh Krishnan & Abena P. Kuttin-Saulka Columbia University TMGTK4115: Accounting and Finance for Technology Abstract Objective: To analyze the effects of Bed Bath & Beyond’s (BBBY) rapid expansion strategy on the company and to determine if such a strategy is sustainable. Methods: We used data extracted from financial statements and applied sustainability ratios such as the DuPont ratio. Results: Bed Bath & Beyond will greatly benefit from pursuing its expansion policy in both the short and long term. Key Words: Sustained long-term growth, excellent customer service, promote-from-within policy. Table of Contents Executive Summary 3 Business, Operating and Expansion Strategies 3 Consistency in Strategy and Potential Changes 5 Current Performance and Keys to its Current Success 6 Competitors 7 Strouds 7 Lechters 8 JC Penney 8 Linens ‘n Things 8 Competitive Analysis 9 The Bargaining Power of Suppliers 9 Bargaining Power of Buyers 9 The Threat of New Entrants 9 Threat of Substitutes 9 Industry Rivalry 10 ROE and DuPont ratio analysis 10 3-Point DuPont Ratio 10 5-Point DuPont Ratio 10 ROE and growth rate 11 Strategic Considerations and Recommendation 12 References 13 Appendix A 14 Appendix B 14 Appendix C 14 Appendix D 15 Appendix E 15 Appendix F 15 Appendix G 16 Executive Summary Team United is an external independent consulting...
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...Frequency, and related Yields and interest/ discount rates Discount Any amount paid at maturity ? Frequency of payme nts pa First coupon Redemption amount Investment amount # of periods Settlement Par/coupon Maturity COUPDAYBS COUPDAYS COUPDAYSNC COUPNCD COUPPCD COUPNUM DURATION MDURATION PRICE PRICEDISC PRICEMAT RECEIVED YIELD YIELDDISC YIELDMAT ACCRINT ACCRINTM INTRATE DISC Excel for Professionals 2002 VJ Books. All rights reside with the author. Interest Basis Issue Yield Price Financial Analysis using Excel Financial Analysis using Excel Financial Analysis using Excel Volume 6 in the series Excel for Professionals Excel for Professionals Volume 1: Excel For Beginners Volume 2: Charting in Excel Volume 3: Excel-- Beyond The Basics Volume 4: Managing & Tabulating Data in Excel Volume 5: Statistical Analysis with Excel Volume 6: Financial Analysis using Excel Published by VJ Books Inc All rights reserved. No part of this book may be used or reproduced in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher except in the case of brief quotations embodied in reviews, articles, and research papers. Making copies of any part of this book for any purpose other than personal use is a violation of United States and international copyright laws. First year of printing: 2002 Date of this copy: Saturday, December 14, 2002 This book is sold as is, without warranty...
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...Safety and Health Standards (OSHS) II. Objectives: a. Promote business competitiveness and productivity by lowering operating costs and work – related expenses b. Give employers and workers flexibility in fixing hours of work compatible with business requirements and employee’s need for a balanced work life c. Ensure safety and health of employees III. CONCEPT AND DEFINITION Normal Work hours - Eight (8) hours per day Overtime Work – Work beyond 8 hours provided that employee is paid for such work Normal number of workdays per week – Six (6) days NB: Without prejudice to firms whose workweek is 5 days only Compressed Work Week (CWW) Scheme – alternative arrangement where normal workweek is reduced to less than 6 days but the total number of normal work hours per week shall remain at 48 hours. NOTE: In effect, the normal workday is increased to more than 8 hours but it does not have a corresponding overtime premium. IV. SPECIFIC GUIDELINES A. Conditions: 1. Must be express and voluntary agreement of majority of those covered employees. 2. Firms using substances, chemicals and processes or operating under conditions where there are airborne contaminants, human carcinogens, or noise prolonged exposure to which may be hazardous, A CERTIFICATION is needed...
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...the years the capacity of the hospital is increased from 36 beds to 89 beds. Backlog of scheduled operations of 1200 is a cause of concern even always. Options of Saturday working, increasing an additional floor or new facilities at USA are worked out rigorously and recommended to work on Saturdays (only in peak periods). Total Number of words used : 120 Situation Analysis: Shouldice is a private hospital founded by Dr. Earle Shouldice in Toronto in July 1945. The hospital started out as a six-room nursing home in downtown Toronto. Shouldice offers a new technique to cure the hernia, which is the protrusion of an organ through a weakness in the abdominal wall; this technique was invented by the founder during the World War II. This technique allows the patient to go back to their routine very quickly. Just after four hours of operation patients are encouraged to start walking around the place and feel more comfortable. The typical recurrence rate for the hernia approaches 10%, the gross recurrence rate for all operations performed at Shouldice was only 0.8%. The advantages of Shouldice method is enclosed in exhibit 1.This method proved to be a big success. As demand increased for hernia operations, Shouldice expanded the facilities from 36-beds to 89-beds in the mid 1960’s. The Problem: • The hospital is having a successful run but there is a huge backlog of 1200 patients needs to be operated. Because of an increasing...
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...Assignment Problem 3 Solution : The graph of the above mentioned inequalities are as follows, Interpretation: By putting test point (0,0) in all inequalities we checked whether the solution is towards or beyond the origin . In this particular case no common region is for these inequalities so no feasible region. Problem 4: Solution : The graph of the above mentioned inequalities are as follows, Interpretation: By putting test point (0,0) in all inequalities we checked whether the solution is towards or beyond the origin . In this particular case no common region is for these inequalities so no feasible region. Problem 5: Solution : The graph of the above mentioned inequalities are as follows, Interpretation: First of all ,all inequlities were simplified i.e. 0.75A-0.25B>=0 0.10A-0.90B>=0 -0.5A-0.5B>=0 Then By putting test point (0,0) in all inequalities we checked whether the solution is towards or beyond the origin. The only common point in all inequalities is (0,0) which is its feasible solution. Problem 23: Solution : a) Let G be the no. of men bike Let L be the no. of ladies bike So objective function which is to be Maximized is Profit =2400G+1800L Ist constraint is 6G+3L<=2100 2nd constraint is 2G+2.5L<=1000 3rd constraint is L<=280 B) The graph of the above mentioned inequalities are as follows, according...
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...NOTES, ABBA DS 123, Chaffe-Stengel, 6/6/2012 HYPOTHESES: Between H0 and HA, the entire number line should be covered. The textbook does not follow this protocol. Always form the hypotheses with the population parameter, not the sample statistic. H0: Always assume H0 is true. The EQUAL SIGN always goes in H0. Use [pic]. HA: Because the alternative hypothesis contains the reason for doing the study in the first place, it is often easier to form HA first. The EQUAL SIGN NEVER goes in HA. Use [pic]. REJECTION REGION: ( = Show graph with critical State decision rule [If t, give df.] boundary/ies & labels In a one-tailed hypothesis test, α appears in one tail of the distribution. In fact, α appears in the tail that the alternative hypothesis designates. The Type I error, α, is the amount of area left in the tail beyond the critical z or t bound, or the amount of area in the rejection region, as shown in Figures 1 and 2 below. | | | | | | | | | | | | ...
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