...Transfer Pricing Q 1 of 8 Des Moines Valley Company Des Moines Valley Company has two divisions, Computer Services and Management Advisory Services. In addition to their external customers, each division performs work for the other division. The external fees earned by each division in 19x1 were $200,000 for Computer Services and $350,000 for Management Advisory Services. Computer Services worked 3,000 hours for Management Advisory Services, who, in turn, worked 1,200 hours for Computer Services. The total costs of external services performed by Computer Services were $110,000, and $240,000 by Management Advisory Services. Required: a Determine the operating income for each division and for the company as a whole if the transfer price from Computer Services to Management Advisory Services is $15 per hour, and the transfer price from Management Advisory Services to Computer Services is $12.50 per hour. b Determine the operating income for each division and for the company as a whole if the transfer price from each to the other is $15 per hour. c What are the operating income results for each division and for the company as a whole if the two divisions net their hours worked for each other and charge $12.50 per hour for the one with the excess? Which division manager prefers this arrangement? Transfer Pricing Q Des Moines Valley Company 2 of 8 Answer Revenue: External Internal* Total Cost of services: Incurred Transferred-in Total Operating income Computer...
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...war. The Seven Years’ War in Europe, sometimes as the French and Italian War in America, set the stage for America’s independence. * France was convulsed during the 1500s by foreign wars and domestic strife, including the clashes between Catholics and Protestant Huguenots. On St. Bartholomew’s Day, 1572, over ten thousand Huguenots were butchered in cold blood. * In 1608, after finding Jamestown, the permanent beginnings of a vast empire were established at Québec, a granite sentinel commanding the St. Lawrence River. * France earned the lasting enmity of the Iroquois tribes, hampered French penetration of the Ohio Valley, ravaging French settlements and serving as allies of the British in the struggle for supremacy on the continent. * The government of New France (Canada) fell direct control of the king after commercial companies had failed or faltered. The people elected no representative assemblies and they didn’t enjoy the right to trial by jury as in the English colonies. * Landowning French peasants, unlike the English tenant farmers who embarked for the British colonies, had little economic motive to move. Protestant Huguenots were denied a refuge in this raw colony. The French favored the Caribbean island colonies, rich in sugar and rum, over Canada. * European valued beaver-pelt hats for their warmth and opulent appearance. French looked in North America in pursuit of beaver. * The French trappers and their Indian partners trekked across...
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...South American coast for two and a half years. After returning, he served as assistant engineer on a railroad survey between Charleston and Cincinnati, Ohio. In 1838 Poinsett—by then the U.S. secretary of war—commissioned Frémont as a second lieutenant of topographical engineers for the U.S. Army and assigned him to assist the French scientist Joseph Nicolas Nicollet on a three-year mission of surveying and mapping the upper Mississippi and Missouri rivers. Frémont also headed an expedition (1841) to survey the Des Moines River for Nicollet, the Frenchman having given him expert instruction in geology, topography, and astronomy. His growing taste for wilderness exploration was whetted by the expansionist enthusiasm of Missouri Senator Thomas Hart Benton, who became his adviser, sponsor, and, in 1841, father-in-law. Benton’s influence in government enabled Frémont to accomplish within the next few years the mapping of much of the territory between the Mississippi valley and the Pacific Ocean. In 1842, as emigration to the Oregon country in the Pacific Northwest was growing dramatically in importance for the nation, the War Department sent Frémont on an expedition to survey the route west from the Mississippi River to the Wyoming region. While in the Wind River Range there, he scaled the mountain that now bears his name (Fremont Peak). In 1843, accompanied by the colourful guide Kit Carson and mountain man Thomas Fitzpatrick, he completed an even more important survey to the mouth...
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...Project About: “ Travel And Tourism of Switzerland” Flag: It may be hard to believe but the famous white cross on a red background has only been the national flag of Switzerland since the 19th century. The origins of the flag, though, date back to 1339 and the historic Battle of Laupen, when Confederate soldiers began using the white cross as their field sign. History: Switzerland evolved over many centuries from a loose alliance of small self-governing towns and states, beginning with the confederation of Uri, Schwyz and Nidwalden in 1291, to a fully-fledged federal state of 26 cantons. Despite periods of political, social and religious unrest, unity prevailed in the Old Swiss Confederacy. However, the French invasion of 1798 was to be a turning point in the country’s history, ushering in the first of several changes in government – the short-lived Helvetic Republic – that would continue until 1848. The birth of modern-day Switzerland was accompanied by the creation of a federal constitution that laid the permanent foundations for national cohesion and the pursuit of the common good, while upholding the country’s cultural and linguistic diversity Much of Switzerland’s landscape is covered by mountains – apparently inhospitable terrain for human habitation. And yet the routes across the Alpine and Jura mountain passes have brought in people and goods since prehistoric times. The Swiss Plateau, which stretches from Lake Geneva...
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...Harvard Business Review Case study Analysis BY John Raphael Marty Vitality Health A better Corporate Performance Management System to Retain Top Talent Vitality Health Vitality Health Introduction Issues Beth Williams stepped in to fill the shoes of Fred Kikuchi in 2009 as the new CEO. Her primary stated purpose was to “find a better way to identify and reward top performers in order to keep ‘A’ players in their positions and accelerate company growth by attracting new top talent.” To do this, Beth created a new performance management team (PMET) to study the existing rewards & compensation, and uncover changes that needed to be made. With over 50% of the staff in Des Moines consisting of scientists and engineers, and a total R&D budget nearing 30% of total gross revenue in 2009; Vitality’s growth depended heavily on continued human resources for R&D, especially due to Vitality’s focus on emerging markets and the volatility that comes along with such growth. Beth’s prompt delivery of a new performance management system only eight weeks after discovering problems likely delighted Vitality’s board as well as some staff, but her no-nonsense approach must have also been a shock internally as she was “a notable contrast from Kikuchi’s more conciliatory management style.” The email sent to management to simply review the online guidebook of the new performance management system hardly created “buy-in” within the organization, that was...
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...Harvard Business Review Case study Analysis BY John Raphael Marty Vitality Health A better Corporate Performance Management System to Retain Top Talent Vitality Health Vitality Health Introduction Issues Beth Williams stepped in to fill the shoes of Fred Kikuchi in 2009 as the new CEO. Her primary stated purpose was to “find a better way to identify and reward top performers in order to keep ‘A’ players in their positions and accelerate company growth by attracting new top talent.” To do this, Beth created a new performance management team (PMET) to study the existing rewards & compensation, and uncover changes that needed to be made. With over 50% of the staff in Des Moines consisting of scientists and engineers, and a total R&D budget nearing 30% of total gross revenue in 2009; Vitality’s growth depended heavily on continued human resources for R&D, especially due to Vitality’s focus on emerging markets and the volatility that comes along with such growth. Beth’s prompt delivery of a new performance management system only eight weeks after discovering problems likely delighted Vitality’s board as well as some staff, but her no-nonsense approach must have also been a shock internally as she was “a notable contrast from Kikuchi’s more conciliatory management style.” The email sent to management to simply review the online guidebook of the new performance management system hardly created “buy-in” within the organization, that was...
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...throughout the textbook to break down the structure and provide a tangible valuation on how management works to stimulate the future growth of the company. With a tough several years embroiled in a downturned economy, a focus will be put on how DuPont has responded and adapted through its management style and implementation of strategies to maintain profitability and realign themselves with the market. II. Introduction/ History E. I. Du Pont De Nemours was founded in 1805 and was incorporated in Wilmington Delaware in 1915. The company first produced high-grade powder used in explosives. However, by the early 1900’s, the company shifted their focus to chemicals and energy to meet escalating needs by consumers and businesses. Today, DuPont is a world leader in science and innovation across a range of disciplines, including agriculture and industrial biotechnology, chemistry, biology, materials science and manufacturing. As of December 2010, according to the annual 10-K, DuPont employs over 60,000 people, amassed revenue of 322.7 billion with profits of just over 3 billion. The company has a diversified portfolio of business segments that range from seed production to auto paint-coatings and even pharmaceuticals. Ellen Kullman was introduced as the new CEO in 2009 and the since then the company has embarked on a mission of sustainability and capitalizing on agricultural efficiency in order to become a major player in that field as global...
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...Methods Solution of the Transportation Model The following example was used in Chapter 6 of the text to demonstrate the formulation of the transportation model. Wheat is harvested in the Midwest and stored in grain elevators in three different cities—Kansas City, Omaha, and Des Moines. These grain elevators supply three flour mills, located in Chicago, St. Louis, and Cincinnati. Grain is shipped to the mills in railroad cars, each of which is capable of holding one ton of wheat. Each grain elevator is able to supply the following number of tons (i.e., railroad cars) of wheat to the mills on a monthly basis: Grain Elevator 1. Kansas City 2. Omaha 3. Des Moines Total Supply 150 175 275 600 tons Each mill demands the following number of tons of wheat per month. Mill A. Chicago B. St. Louis C. Cincinnati Total Demand 200 100 300 600 tons The cost of transporting one ton of wheat from each grain elevator (source) to each mill (destination) differs according to the distance and rail system. These costs are shown in the following table. For example, the cost of shipping one ton of wheat from the grain elevator at Omaha to the mill at Chicago is $7. Mill Grain Elevator 1. Kansas City 2. Omaha 3. Des Moines A. Chicago $6 7 4 B. St. Louis $ 8 11 5 C. Cincinnati $10 11 12 The problem is to determine how many tons of wheat to transport from each grain elevator to each mill on a monthly basis in order to minimize the total cost of transportation. The linear programming model for...
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...Model The following example was used in chapter 6 of the text to demonstrate the formulation of the transportation model. Wheat is harvested in the Midwest and stored in grain elevators in three different cities—Kansas City, Omaha, and Des Moines. These grain elevators supply three flour mills, located in Chicago, St. Louis, and Cincinnati. Grain is shipped to the mills in railroad cars, each car capable of holding one ton of wheat. Each grain elevator is able to supply the following number of tons (i.e., railroad cars) of wheat to the mills on a monthly basis. Grain Elevator 1. Kansas City 2. Omaha 3. Des Moines Total Supply 150 175 275 600 tons Each mill demands the following number of tons of wheat per month. Mill A. Chicago B. St. Louis C. Cincinnati Total Demand 200 100 300 600 tons The cost of transporting one ton of wheat from each grain elevator (source) to each mill (destination) differs according to the distance and rail system. These costs are shown in the following table. For example, the cost of shipping one ton of wheat from the grain elevator at Omaha to the mill at Chicago is $7. Mill Grain Elevator A. Chicago B. St. Louis C. Cincinnati 1. Kansas City 2. Omaha 3. Des Moines $6 7 4 $ 8 11 5 $10 11 12 The problem is to determine how many tons of wheat to transport from each grain elevator to each mill on a monthly basis in order to minimize the total cost of transportation. The linear programming...
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...American and new- always looking forward. We are all about the future of American motorcycles. - Mark Blackwell, Victory Vice President1 Mark Blackwell, vice president in charge of Victory Motorcycle at Polaris Industries, glanced up at company headquarters in Medina, Minnesota as he pulled his gleaming cruiser into the parking lot. An accomplished rider himself, winning the national 500cc motocross championship and being inducted into the American Motorcycle Association’s Hall of Fame, he knew his company’s bikes had come pretty far since they were first introduced to the riding public in 1998. With the development of the new Vision, a luxury touring bike, and the steady release of aggressively-styled cruisers, the company had continually innovated throughout its first decade in business. Yet Blackwell pondered the recurring questions facing Victory Motorcycles and Polaris. He wondered if the initial decision to diversify into heavyweight motorcycles was the right road to take. He realized Polaris took a big risk by moving into motorcycles and going up against the recognized powerhouses in the industry. He questioned if Victory could continue successfully competing against the Japanese giants, new energetic and innovative motorcycle companies, and their closest rival Harley-Davidson. Victory began making motorcycles in 1998. From 1998 to 2006 Polaris had invested over $100 million in motorcycle development and by 2006 the division was profitable for the first time. Victory sales...
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...Universidad de la Sabana Escuela Ciencias Económicas y Administrativas Mercadeo 2013 – 2 Case 4: From “Expect More” To “pay Less” Agosto 23 - 2013 * Camila Andrea Pinzón Gómez 201213506 WHAT IS ALL THIS CASE ABOUT? The principal idea of the case is examine Target, a discount retailer who was always known for their ‘cheap chic’, “Expect More, Pay Less” value proposition. The evaluation between BACKGROUND: Target Corporation originally the Dayton Dry Goods Company and later the Dayton Hudson Corporation, 1902–61: 1902: Dayton Dry Goods Company was founded in 1902 by George Draper Dayton, a banker who built his wealth by buying farm mortgages in southwest Minnesota and an active member of the Westminster Presbyterian Church in downtown Minneapolis 1903: In 1902, Dayton, looking for tenants, convinced Reuben Simon Goodfellow Company to move its nearby Goodfellows department store into his newly erected building. Goodfellow retired and sold his interest in the store to Dayton.[8] The store's name was changed to the Dayton Dry Goods Company in 1903, later being changed to the Dayton Company in 1911. Dayton, who had no prior retail experience yet maintained connections as a banker, held tight control of the company and ran it as a family enterprise. The store was ran on strict Presbyterian guidelines, which forbade the selling of alcohol and any kind of business activity--opening the store, advertising, and business travel--on Sundays. It refused to advertise...
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...a thousand country roads. This is one of them. In late afternoon, in the autumn of 1989, I'm at my desk, looking at a blinking cursor on the computer screen before me, and the telephone rings. On the other end of the wire is a former Iowan named Michael Johnson. He lives in Florida now. A friend from Iowa has sent him one of my books. Michael Johnson has read it; his sister, Carolyn, has read it; and they have a story in which they think I might be interested. He is circumspect, refusing to say anything about the story, except that he and Carolyn are willing to travel to Iowa to talk with me about it. That they are prepared to make such an effort intrigues me, in spite of my skepticism about such offers. So I agree to meet with them in Des Moines the following week. At a Holiday Inn near the airport, the introductions are made, awkwardness gradually declines, and the two of them sit across from me, evening coming down outside, light snow falling. They extract a promise: If I decide not to write the story, I must agree never to disclose what transpired in Madison County, Iowa, in 1965 or other related events that followed over the next twenty-four years. All right, that's reasonable. After all, it's their story, not mine. So I listen. I listen hard, and I ask hard questions. And they talk. On and on they...
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...The DO s Dr. Andrew Taylor Still, 1828 –1917 THE DOS OSTEOPATHIC MEDICINE IN AMERICA Second Edition NORMAN GEVITZ The Johns Hopkins University Press Baltimore & London © 1982, 2004 The Johns Hopkins University Press All rights reserved. Published 2004 Printed in the United States of America on acid-free paper 246897531 The Johns Hopkins University Press 2715 North Charles Street Baltimore, Maryland 21218-4363 www.press.jhu.edu Library of Congress Cataloging-in-Publication Data Gevitz, Norman. The DOs : osteopathic medicine in America / Norman Gevitz.–2nd ed. p. ; cm. Rev ed. of: The D.O.’s. c1982 Includes bibliographical references and index. ISBN 0-8018-7833-0 (alk. paper) — ISBN 0-8018-7834-9 (pbk. : alk. paper) 1. Osteopathic medicine—United States—History. [DNLM: 1. Osteopathic Medicine—history—United States. WB 940 G396d 2004] I. Gevitz, Norman. D.O.’s. II. Title. RZ325.U6G48 2004 615.5′33′0973—dc21 2003012874 A catalog record for this book is available from the British Library. Frontispiece courtesy of the Still National Osteopathic Museum, Kirksville, Missouri. For Kathryn Gevitz This page intentionally left blank CONTENTS Preface & Acknowledgments ix Chapter 1 Andrew Taylor Still THE MISSOURI MECCA IN THE FIELD 39 1 22 Chapter 2 Chapter 3 Chapter 4 STRUCTURE & FUNCTION EXPANDING THE SCOPE 54 69 85 Chapter 5 Chapter 6 THE PUSH FOR HIGHER STANDARDS A QUESTION OF IDENTITY The California Merger 101 115...
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...Business Plans Handbook Business Plans A COMPILATION OF BUSINESS PLANS DEVELOPED BY INDIVIDUALS NORTH THROUGHOUT AMERICA Handbook VOLUME 16 Lynn M. Pearce, Project Editor Business Plans Handbook, Volume 16 Project Editor: Lynn M. Pearce Product Manager: Jenai Drouillard Product Design: Jennifer Wahi Composition and Electronic Prepress: Evi Seoud Manufacturing: Rita Wimberley Editorial: Erin Braun ª 2010 Gale, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. This publication is a creative work fully protected by all applicable copyright laws, as well as by misappropriation, trade secret, unfair competition, and other applicable laws. The authors and editors of this work have added value to the underlying factual material herein through one or more of the following: unique and original selection, coordination, expression, arrangement, and classification of the information. For product information and technology assistance, contact us at Gale Customer Support, 1-800-877-4253. For permission to use material...
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...501 Word Analogy Questions 501 Word Analogy Questions ® N E W YO R K Copyright © 2002 LearningExpress, LLC. All rights reserved under International and Pan-American Copyright Conventions. Published in the United States by LearningExpress, LLC, New York. Library of Congress Cataloging-in-Publication Data: 501 word analogy questions / LearningExpress.—1st ed. p. cm. ISBN 1-57685-422-1 1. English language—Synonyms and antonyms—Problems, exercises, etc. 2. Vocabulary—Problems, exercises, etc. I. LearningExpress (Organization) PE1591 .A24 2002 428.1'076—dc21 2002006843 Printed in the United States of America 9 8 7 6 5 4 3 2 First Edition ISBN 1-57685-422-1 For more information or to place an order, contact LearningExpress at: 55 Broadway 8th Floor New York, NY 10006 Or visit us at: www.learnatest.com The LearningExpress Skill Builder in Focus Writing Team is comprised of experts in test preparation, as well as educators and teachers who specialize in language arts and math. LearningExpress Skill Builder in Focus Writing Team Brigit Dermott Freelance Writer English Tutor, New York Cares New York, New York Sandy Gade Project Editor LearningExpress New York, New York Kerry McLean Project Editor Math Tutor Shirley, New York William Recco Middle School Math Teacher, Grade 8 Shoreham/Wading River School District Math Tutor St. James, New York Colleen Schultz Middle School Math Teacher, Grade 8 Vestal Central School District ...
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