...Rouge Investments is looking to invest in smaller companies, hoping to make them more profitable. However, there are certain criteria that Rouge Investments is looking at in order to make these investments. The business criteria that we look at include: Management team, Market opportunities, Growth potential, Competitive advantage, Technology and Exit strategy. When looking at the management team of your company we look for teams of quality entrepreneurs that have a record of strong leadership and performance. This track record is either in the company’s specific industry or in prior entrepreneurial ventures. We look at the teams commitment to their business venture and your ability to instill confidence in future investors, employees, and potential customers. Also, the credibility of your team is essential since we will be working together as a team. Rouge Investments looks for solutions that address major problems for relatively large target markets. Your company must have a significant claim share of this market. Rouge Investments realizes that there are plenty of ideas for businesses out there, but not all will fit the criteria that Rouge has set out. Therefore, providing a solution to a problem with a large potential market is essential. Rouge Investments is looking for companies that have the ability to grow quickly and manage the quick growth successfuly. Your company must show how it plans to generate profits beyond the initial product idea. Do you have plans...
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...Given better access control policy models, formal proofs of cryptographic protocols, approved firewalls, better ways of detecting intrusions and malicious code, and better tools for system evaluation and assurance, the problems can be solved. In this note, I put forward a contrary view: information insecurity is at least as much due to perverse incentives. Many of the problems can be explained more clearly and convincingly using the language of microeconomics: network externalities, asymmetric information, moral hazard, adverse selection, liability dumping and the tragedy of the commons. risk of forged signatures from the bank that relies on the signature (and that built the system) to the person alleged to have made the signature. Common Criteria evaluations are not made by the relying party, as Orange Book evaluations were, but by a commercial facility paid by the vendor. In general, where the party who is in a position to protect a system is not the party who would suffer the results of security failure, then problems may be expected. A different kind of incentive failure surfaced in early 2000, with distributed denial of service attacks against a number of high-profile web sites. These exploit a number of subverted machines to launch a large coordinated packet flood at a target. Since many of them flood the victim at the same time, the traffic is more than the target can cope with, and because it comes from many different sources, it can be very difficult to stop [7]. Varian pointed out...
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...for any other purpose without the written permission of the submitting parties. Also, be aware that no contact can be made with the offerors under any circumstances to discuss this solicitation. The technical evaluations must assess the qualities of responses based solely on the factors and sub factors as specified in the solicitation, reproduced in Attachment (1) for your convenience, and the TEP report must discuss and substantiate in detail the TEP’s findings regarding each evaluation criteria. All TEP members’ evaluations must adhere strictly to the subject RFP’s evaluation criteria. There must be no comparison of offerors’ responses in the initial review. The following individuals have been designated as members of the Technical Evaluation Panel (TEP) for No changes to the TEP membership are permitted unless requested and approved, in writing, by the Source Selection Authority (SSA). Attachments: (1) Technical Evaluation Criteria (2) Guidelines for Interrogatories (3) Do’s and Don’ts during the evaluation process (4) Certification on Use and Disclosure of Responses (5) Past Performance Questionnaire (6) Scoring Plan (7) Sample Evaluation Memo cc: Solicitation File: I. GENERAL INFORMATION The purpose of the...
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...Trusted computing base: hardware, software, amd firmware. 1 or more coponents enforce a unified security policy. uses a concept called reference monitor mediates any access by a user to any object such as data and resources, can never be bypassed, cannot by corrupted the best design isolates the reference monitor so it can't be altered by other objects or processes. You monitor it to see that it is working and that it is doing only what it is supposed to do. If you couldnt verify this the monitor wouldn't be very useful because you wouldn't know if malware had gotten around it. A trusted system can be expected to uphold any requirements that the data owners would have for reliability, security, and effectiveness. Otherwise you couldn't trust it. Who owns the data in this system? A user might own a data object but the reference monitor decides which subjects have access to any objects based on security clearance. Subject: A subject is a person or a process that is trying to gain access to the object. Object: An object is that specific thing in a trusted system that some person or process is trying to access. Ring of Trust: The center ring is also called the center host can access anything in any of the outer rings and is the most trusted. A host on the outermost ring is the least trusted and it can't do much. A host in one of the middle rings can access anything in a more outer ring, but nothing in a more inner ring than itself. Rule 1) Each host always trusts any host...
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.................................................................................. 3 2. Methodology ................................................................................................................ 4 2.1. Classification .................................................................................................................... 4 2.2. Multi Attribute Decision Making (MADM)....................................................................... 5 3. Analysis ........................................................................................................................ 5 3.1. Alternatives ...................................................................................................................... 6 3.2 Criteria............................................................................................................................... 6 3.3. Decision Matrix ................................................................................................................ 7 3.4. Simple Additive Weighted Method (SAW) ...................................................................... 8 3.5. Weighted Product Method (WPM) .................................................................................. 9 3.6 Technique for Order Preference by Similarity to Ideal Solution (TOSIS) ........................ 10 3.7. Analytical Hierarchy Process (AHP) ................................................................................ 11 3.8. Analysis with...
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...the stakeholders for selecting certain projects using weights obtained by AHP as inputs to (ZOGP) model. This is first done by identifying the projects from each individual stakeholder's viewpoint. Further, an aggregate model that simultaneously combines the viewpoints of the three stakeholders is built assuming that the three stakeholders have equal weights. Results show that the aggregate model does strike a balance not only among the conflicting criteria, but more importantly, it strikes a balance among the different stakeholders. Therefore, the aggregate model would make it easier for stakeholders to reach a consensus. Keywords: Multi Criteria Optimization; Project Prioritization; Integrated AHP-ZOGP; Multi-stakeholder. 1. Introduction Traditional methods used in project selection usually justify the projects using low level capital budgeting which works well for investments with clearly defined benefits as monetary values, but do not work well for longer term strategic investments [1]. This is because intangible criteria, such as environmental, social cannot be converted into exact monetary values [2]. Thus traditional methods ignore intangible benefits and long-term perspectives. Alidi [3] used analytic hierarchy process to evaluate the initial viability of industrial...
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...Capital Budgeting Process Introduction: Capital investment decision, like the capital budgeting process, includes series of analysis and decision making processes that have long term impact on the company. Any investment conducted for future net cash growth by company’s management, regardless of investing in intangible or tangible assets can be described as capital budgeting. Company management has obligations towards company owners to increase company wealth. Risk has been recognized as an important component in the capital budget decision making. The future is uncertain and investments techniques that fail to recognize this fact will almost certainly lead to incorrect conclusions and erroneous recommendations. In today’s uncertain and unpredictable global market, where technical, technological and economic development speed is rapidly increasing, selection of optimal process and selection of optimal project is significantly difficult. In many respects, capital budgeting defines an organization’s leadership. Capital budgeting decisions establish strategic priorities, allocate managers to assemble and communicate information across traditional organizational boundaries, for example, marketing, engineering, production, and accounting. The information is evaluated within a rational cost/benefit decision framework by analyzing cash inflows and outflows over time. In project selection process, corporate manager uses various criteria and methods in selecting the optimal project. Traditional...
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...future where ideas and projects have a shelf life and have to happen very quickly, often as a matter of survival. There is everything from simple, agile approaches to very complex mathematical and computer modeling solutions that attempt to simplify Multiple Criteria Decision Making (MCDM). The longer you look, the more you begin to realize just how complicated this subject is. MWV didn’t get all it’s vendors the same way. Vendors were evaluated in different ways, some more some less. Many different approaches or methodologies were used to evaluate the criteria. Different tools were also used. There are many different criteria that were considered or ignored. It seems like the list of criteria just grows and grows over time. Dickson (23 criterion) and Weber (10 criterion) and then Zhang introduced and summarized supplier selection criteria from publication reviews starting in 1966. . Sim, Omar Chee and Gan in A Survey on Supplier Selection Criteria...” further categorize criteria into qualifying, selection and additional factors, and distill six main categories in this order: price, delivery, quality, services, supplier relationship and management, and organization status. I think that the best set of criteria for my organization and business area will vary from project to project but touch on these main categories. We should use use an...
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...(the use of fair value is optional in some limited circumstances) * Investments in equity instruments can be designated as 'fair value through other comprehensive income' with only dividends being recognised in profit or loss * All other instruments (including all derivatives) are measured at fair value with changes recognised in the profit or loss * The concept of 'embedded derivatives' does not apply to financial assets within the scope of the Standard and the entire instrument must be classified and measured in accordance with the above guidelines. AASB 9 (issued in 2009) only included requirements for the classification and measurement of financial assets resulting from the first part of Phase 1 of the IASB’s project to replace IAS 39 (AASB 139). The main changes in this Standard compared with AASB 139 are described below. * (a) Financial assets are classified based on: * (i) the objective of the entity’s business model for managing the financial assets; and * (ii) the characteristics of the contractual cash flows. * This replaces the categories of financial assets in AASB 139, each of which had its own classification criteria. Application guidance has been included in AASB 9 on the conditions necessary for a financial asset to be measured at amortised cost. * (b) AASB 9 allows an irrevocable election on initial recognition to present gains and losses on investments in equity instruments that are not held for trading in other comprehensive...
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..."Feasibility Study Suitability Tool - Instructions 1. For each criteria, select a value between one and three, where one is the highest and three is the lowest assignable score. For ""Anticipated Project Size"" use your internal metrics as guidance. For example, if you use lines of code, then mentally assign ball park values to Small, Medium and Large as part of determining whether to give this criteria a high or low score. Follow a similar process ""Anticipated Duration"". Since project duration depends on project complexity, mentally categorize earlier projects as short, average or long duration to help put the current project in context. 2. After assigning a score for each criteria, view the Feasibility Study Suitability Indicator to discover the best method to use for determining project viability. 3. Omitted criteria will give an inaccurate result, so ensure all criteria are scored before checking the indicator." Criteria "Score (1=high, 3=low)" Guidelines Business Risk "1 = Significant, high-risk projects 2 = Low-to-modertate risk projects 3 = Small, low risk projects" Technology Risk "1 = Significant, high risk technological risks 2 = Low-to-moderate technological risks 3 = Small, low technological risks" Anticipated Project Size "1 = Large 2 = Medium sized 3 = Small" Anticipated Project Duration "1 = Long 2 = Medium...
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...more educated the community, the wealthier it is 4) Long-term reduction of taxes Higher level of education increases number of higher income earners, which in turn leads to more tax revenue. Bigger tax base should lead to lower taxes per person 5) Better return on your donation investment Investing in education returns greater overall financial benefits to society than any other “social endeavor” AND, 100% of donation goes to benefit students directly. Nothing is deducted for admin or overhead. 6) Association with Kwantlen Access to qualified and job ready grads Wide range of applied programs based on industry standards Largest undergraduate business program in Western Canada Award Donors are invited to scholarship awards night and can meet top students Donors can email their job postings to me and I will send out to my BBA grad list. Major donors are invited to scholarship night and other events. Definition of Scholarship Fund Three levels of donations 1) Donation to endowment fund Minimum donation must be $25. Principle of the fund is never spent. Donations to the Endowment fund are invested in safe interest bearing investments. A portion of the earnings are retained and added to the fund so that it grows at least as fast as inflation. The balance of the earnings are then disbursed as scholarships. 2) Named Scholarship Minimum $5, BBA Scholarship Fund Benefits of donating 1) Tax-deductible donation...
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...Calvert Social Index I Fund, Gabelli SRI Green Fund and Pax World Balanced Fund are all sustainable and responsible mutual funds that invest in Fords Motor Company and Kellogg Company. These companies meet the funds goals by qualifying for their screening criteria. All three funds have very diverse portfolios. Calvert Social Index I fund is a very respectful SRI fund and is described on socialfunds.com as “The Calvert Social Index Fund seeks to match the performance of the Calvert Social Index, which measures the investment return of large- and mid-cap stocks of companies that meet Calvert's social investment criteria.” Gabelli SRI Green Fund is described on socialfunds.com as “Fund will seek to achieve its objective by investing substantially all, and in any case, no less than 80% of its assets in common stocks and preferred stocks of companies that meet the Fund's guidelines for social responsibility at the time of investment.” Pax World Balanced Fund is described on socialfunds.com as “The Fund follows a Sustainable Investing approach and expects to invest approximately 60% of its assets in equity securities and 40% in debt securities.” All three funds have a core emphasis of generating returns by investing in sustainable and socially responsible companies. Ford Motor Company and Kellogg Company are both very noticeable companies grounded on their efforts of improving societies and being responsible. All three mutual funds pursue companies who are environmentally responsible...
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...Executive Summary Green Investments (GI) is a financial service company that focuses on stocks of environmentally responsible companies. The Washington-based L.L.C. is lead by Sarah Lewis and Steve Burke. GI uses financial research purchased from Bear Stearns and in-house environmental responsibility analysis to make recommendations to clients. Services GI has developed a criteria-based marker system which is easy and effective in evaluating a wide range of different companies on their environmental impact. Only financially prudent/performing companies are evaluated, ensuring that its recommendations make both financial and environmental sense. Competitive Edge GI will leverage the proprietory evaluation system to quickly gain market share. The system is convenient and based on extensive research, providing a streamlined overview of the environmental performance of the companies. Market GI will concentrate on the unserved niche of environmental investing within the financial services market. GI faces indirect competition from environmentally responsible mutual funds, which do a similar job in assessing a company's environmental performance but do not allow for investing in individual equity. Management Team GI is lead by two experienced managers, Sarah Lewis, and Steve Burke. Sarah has a masters degree in environmental studies and has worked for the Environmental Protection Agency where she was responsible for preparing environmental impact statements. Steve has an MBA...
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...OBJECTIVE OF PROJECT Developing the property risk scoring matrix for investors investing in investment grade commercial yield assets. INTRODUCTION At the point when a speculator is putting resources into any benefit, the sole choice is focused around the valuation report. However in valuation report the primary attention is given on deciding the estimation of an advantage. As the Valuer deals with all the danger included in the advantage for deciding the estimation of property yet the these danger are not legitimately imparted to customer for instance the amount of danger is included in useful obsolesce of the benefit. So our gathering is enthused about determining the danger scoring framework for customer that can all the more unequivocally...
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...CASE STUDY The Investment Detective The essence of capital budgeting and resource allocation is a search for good investments in which to place the firm’s capital. The process can be simple when viewed in purely mechanical terms, but a number of subtle issues can obscure the best investment choices. The capital budgeting analyst is necessarily, therefore, a detective who must winnow good evidence from bad. Much of the challenges is knowing what quantitative analysis to generate in the first place. Supposed you are a new capital budgeting analyst for a company considering investments in the eight projects listed in Exhibit 1. The chief financial officer of your company has asked you to rank the projects and recommend the “four best” that the company should accept. Part I For the first part of this assignment only quantitative considerations are relevant. No other project characteristics are deciding factors in the selection, except that management has determined that projects 7 and 8 are mutually exclusive. All projects require the same initial investment, $2,000,000. Moreover, all are believed to be of the same risk class. The weighted average cost of capital for the first part is 10%. To simulate your analysis, consider the following questions: 1. Can you rank the projects simply by inspecting the cash flows? We cannot rank the projects by simply inspecting the cash flows. We must bring all cash flows at the same point in time (present) before...
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