...$100,000 in portfolio value and manage the amount to maximize the final value at the end of the semester. Evaluation will be based on the quality of the research, rationale and portfolio performance. Bonus points will be awarded for placing in top three in class. A maximum of 200 trades are allowed per semester. Before making the trades, you should research your companies and develop written rationales on why you selected the company/mutual fund for investment. The research should include investment objectives, economic/market/industry analysis, analysts’ opinions/evaluations, and rationale for buying or selling equities or mutual funds. All of the research tools are available from the home page (see below). There is a menu item (Research Tools) with its own drop-down menu for this purpose. You are going to present your work on the last day of the class and submit one report per group at the end of the semester. Presentation Each group has 10 min. to present (the presentation should be equally divided among group members). Report (max 5 pages) The final report should include your portfolio, its value in addition to the investment objectives, economic/market/industry analysis, analysts’ opinions/evaluations, and rationale for buying/selling, performance evaluation measures, i.e., compared to the others in class, others across the country, and broader market averages, such as S&P 500. Please, do not forget to include your group ID and password to the simulation website. Important Note...
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...Simulation Review Amber Gosney HCS/405 February 11, 2013 Paul Herskovitz Simulation Review This paper provides information regarding a simulation review that was intended to show how a hospital determines revenue and expenditures. The information was based on the Elijah Heart Center (EHC), and all decision was made with careful analysis of EHC employees, along with me. Capital Shortage In the simulation activity I chose two types of cost-cutting options. The first choice was to minimize the amount of agency staff within the facility. Contract laborers require more money for ‘hire’. Typically this higher pay is due to the fact that they are not usually offered ‘in-house’ benefits. Not all agency staffing has to be laid off. Hospital personnel can evaluate which positions are more pertinent, and keep those. Contract laborers are ‘hired’ on with the understanding of being ‘laid-off’ at some point. It is more legit to rid of or lesson those contractors versus those ‘in-house’. Furthermore, contract laborers are not as skilled as those ‘in-house’ laborers who consistently have direct care of patients. The second choice was to change the skill mix. While hiring unlicensed personnel may not be ideal, it would sure save money. Unlicensed personnel do not require as much pay because they are unlicensed, and do not hold as much training or education. Depending on the job duties, unlicensed personnel can be utilized in more than one setting...
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...Simulation Review HCS405 Jan10, 2013 Simulation Review Introduction: Elijah hospital provides both cardiac diagnostic services as well as rehabilitation programs. Even though the hospital’s patient volume is steady and increasing, the profit margin is dropping. In this simulation, we will evaluate and assess the funding options for obtaining a new or refurbished medical equipment. Phase 1: Capital Shortage: I selected these options because I felt it was an excellent opportunity for the association to cut down its cost and save money. By reducing the agency staff, the organization will be saving a lot of money. The other cutting option, that I selected, was hiring unlicensed staff. Moreover, the unlicensed staff will require less skilled training as compared to licensed nurses. The second option for phase I is based on loan. It consists of a six month repay loan period with the total interest payout of $56,589 and $21,297 interest saved. The monthly payment period is over in twelve months with no prepayment limitation that is an excellent deal.. I chose option one loan plan because it has no prepayment limitation. Taking the first loan will help the hospital close the loan within three months, as compared to the second loan option which could take six months to prepay. Phase II: I chose to take the refurbished loan for the high-Speed CT scanner. Choosing refurbished machines will be a good option and will save the hospital almost 50 percent of the cost price...
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...Angela Johnson HCS/405 4/20/15 Simulation Review David Catoe Axia College University of Phoenix In my paper I will be providing information that pertains to how hospitals determine their revenue and expenses through using a simulation program. The information that is provided is based on The Elijah Heart Center and their results were carefully based on their analysis and decisions for staffing of the center, different types of equipment that is needed, along with their capital expansion, and any information that I may provide. Phase 1: Capital Shortage, in this simulation activity it has provided us with two different types of cost cutting options. The first was to minimize the amount of staff that the hospital uses. This decision was made because they knew that if the agency money would get more money if they hired additional staff from an agency and did not provide benefits. The agency personnel, that has been hired is already aware that at any given time they can be let go from their position and their position can be filled by a new hired person. Elijah heart Center may want to stop hiring agency contractor and start using the employees they already have. The cost cutting goal that needed to be reached had to be a cost savings of 750,000. The option that was selected has exceeded the amount of 811,249 just for the first quarter. This type of option was not a cost saving for Elijah Heart Center. Perhaps if Medicare...
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...Simulation Review Mary Kaiser HCS/405 Health Care Financial Accounting July 21, 2014 David Albalat Simulation Review Introduction The simulation review was to capture the capital shortages, evaluate the funding options for acquiring new or refurbished medical equipment and evaluate the funding options for capital expansion for Elijah Heart Center (EHC). After reviewing the simulation our discussion will entail the two cost-cutting and loan options, equipment options and funding is most profitable to EHC’s expansion. Capital Shortage Reducing Agency Staff The two options we chose for cutting the costs for EHC is to reduce the staff from the professional staffing agency and to change the skill mix. The first option is to minimize the number of recruitment staff within the ECH facility. These contractors salaries, when hired by an agency, are double that of an employee in a hospital. When this particular staff is hired to EHC they were not offered any benefits, such as bonuses, insurance, leave of absences pay, etc. Recruitment agencies will offer the staff a signing bonus which does not affect the hospital revenue and expenses. The hospital personnel should evaluate which positions are pertinent to the organization and keep them. Skill Mix The second choice was to incorporate the skill mix of unlicensed personnel in EHC. The administration of EHC is wise to use unlicensed personnel because first of all they do not have to pay them the higher wages of salaried...
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...Simulation Review University of Phoenix HCS/405 Health care organizations, particularly hospitals face increasing problems managing cash flow due to changes in billing procedures and the economic climate. Research quoted in Fierce Healthcare Finance showed that hospitals are using investment cash flow, normally reserved for capital expenses, to pay for operating expenses. In a study quoted by Fierce Healthcare Finance (Ziegler, 2008) the depth of the problem becomes apparent “Between 2004 and 2007, the 170 hospitals studied by Best allocated a steadily greater portion of their invested assets to cash and short-term investments, climbing from 27 percent in 2005 to 31.1 percent in 2007.”With reduced funds available for capital expenses, it becomes difficult for hospitals to keep up with technology and to thrive. Elijah Heart Center is facing the financial dilemma common in specialized health care organizations, the combination of the need for improved technology, reduced income, and the demand for expansion. Without the needed technology and expansion, there little the hospital can do to improve income. The financial situation requires a combination of strategies to reduce costs and to make the wisest choices regarding acquiring needed technologies and expansion. Phase I: Capital Shortage The goal is to save $900,00 for the first year and to help improve the cash flow problem that Elijah Heart Center is experiencing. The hospital can select two cost cutting options...
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...months. . This memo attempts to provide numerical analysis of the variables associated with development costs and projected sales revenue to support a decision.Using the data given, we have built a simulation model that takes into account all of the variables and their uncertainty. The model predicts, using randomly generated values of the uncertainties, a cost of development and production (including the chance of failed customer testing) and a revenue volume (if the simulation leads to commercialization). These two amounts are compared and if the revenues (in 2002 dollars) are greater or equal to the costs, the simulation is deemed to favour the investment in developing FOT-320.The results of ten thousand such simulations were tabulated and the data indicates a 55% likelihood of successful return on investment (20% ROI, pre-tax). Our recommendation, then, is to invest the capital and resources necessary to develop FOT-320. The recommendation is further detailed in the attached report. | Drafted by: Charles Gagnon, Magnificent 7 Decision Science Consultancy | FOT-320 Incomplete Analysis: Missing Data Evaluated on its merits alone, the FOT-320 decision is well supported by the data provided. However, given the significant costs involved in a failed FOT-320 investment (money and resources) we...
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...ACCTG 331 – INTEGRATIVE ACCOUNTING TOPICS I FINANCIAL REPORTING MODULE FALL 2014 INSTRUCTORS: Amy Barry EMAIL: abarry@welkgroup.com or abarry@mail.sdsu.edu CLASS TIMES: W; 7:00PM – 9:40PM; SSW 2501 OFFICE: Student Services East Building (SSE) 2419 OFFICE HRS: Wednesdays: 4:00PM – 5:30PM (If students cannot make these above times, students can always make an appointment to come see me in my office.) PREREQUISITES: Admission to Accountancy major, minor, or certificate. Minimum grade of C in both ACCTG 201 and 202. Completion of General Education requirement in Communication and Critical Thinking. Proof of completion of prerequisites required: Copy of transcript. TEXTBOOKS: Intermediate Accounting, 7th Edition (with Connect access card); Spiceland, Sepe, Nelson and Tomassini (REQUIRED) Financial Accounting Exam Questions & Explanations 18TH W/ A/C Test Prep Software – Gleim (Optional) ADDITIONAL: We will be using the red Parscore forms (F-289) for ALL EXAMS AND QUIZZES. STUDENT LEARNING OUTCOMES FOR THIS MODULE: The purpose of this module of ACCT 331 is to enhance and expand your current understanding of corporate financial reporting for the subject areas covered in the module. More specifically, we will take an in-depth look at the mechanics of financial accounting and the theory behind U.S. GAAP as presented in the statement of operations (i.e., income statement) and the statement of financial position (i.e., balance sheet). We...
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...options for capital expansion. Doing this simulation review it will show just how to go about making these changes to save money. I will explain as to why I choose what I did in this paper. The cost-cutting options I choose were changing the skill max and reducing agency staff. The reason as to why I choose changing the skill max is to allow the nurses to focus upon their more important tasks. Nurses do not need to be doing what another individual is capable of doing those people that do not have skills. Such as answering phones, faxing documents, scheduling appointments, and so on. Receptionists are mostly unskilled and do not require a lot of training, except hands on through the office training. The nurses and other skilled professionals need to focus more on the importance of their jobs by taking care of patients. Those who are unskilled do not expect to be paid like a skilled person; with this option it is saving money for the hospital. The second option I choose was to reduce agency staff that is contracted. It is stated in the cost cutting options menu that the agency staff salaries are double of what other staff in the hospital are getting paid. There is only a need for a few agency staff in the hospital. It would allow other people to have hospital jobs which are cheaper since they are not getting the doubled salary. Whenever a contracted worker is hired for any job they understand that the job is not permanent so at any time they can be laid off. The loan option I chose...
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...Simulation Review Paper Vicky Davis HCS/405 September 12, 2011 Kristin McFarland Simulation Review Paper Financial Accounting from a Cardiac Care Hospital’s Perspective In 1975, the first hospital that was constructed in Kelsey is Patton-Fuller Community Hospital. They are most often dedicated to provide quality customer care; they specialize in programs that can maintain the health and welfare of the local community and other population. Patton-Fuller Health Care is a not-for-profit Community Hospital that services care such as emergency medical care, labor, delivery, physical therapy, radiology, cardiology, and surgery for all adults and children. In this paper I will be analyzing financial indicators for decision-making to understand the strengths and weaknesses of a Cardiac Care Hospital. In addition, I will be implementing strategies to improve the cash flow at Elijah Heart Center (EHC). At the same time, I will also be evaluating the funding options for obtaining medical equipment, and also the funding strategies for the success or failure of capital expansion (Apollo Group, 2011). On behalf of the summary and conclusion, I will need to explain what I learned from this simulation, what I would do differently if I performed the simulation over again, and following how I would apply what I have learned at my current or future job (Apollo Group, 2006). Phase I: Capital Shortage The board members at Elijah...
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...Marketing Simulation: Managing Segments and Customers Prepare Tab Video Transcripts How to Play Video and Initial Customer Interview Videos “How to Play” Audio Script In this simulation, you are the newly appointed CEO for Minnesota Micromotors, a medical motors device manufacturer. You must determine the company’s overall marketing strategy and make critical decisions around Minnesota Micromotors positioning relative to ever-changing market segment needs and behaviors. These include setting the list price and segment discounts, determining sales force allocation, setting the marketing budget and allocating money to product development. When you first log-in, the “Prepare” section provides you with basic information on Minnesota Micromotors and how the simulation works, including specific information regarding your scenario. Note, that there is a downloadable PDF file you can print if you’d like a reference guide on how to play. Make sure to review the Foreground Reading and view all of the Customer Interview videos contained on this page before beginning the simulation as they provide crucial background information on company and industry trends and data. The “Analyze” section presents numerous sources of information to help you make your marketing strategy decisions every quarter. The simulation begins in quarter 4 of 2012. You will begin with three quarters of historical data to analyze and, as CEO, you need to make quarterly decisions affecting company marketing over the next...
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...MARKETING COURSE Articles Books & Chapters Cases Course Modules Online Courses Simulations 2012 MATERIALS Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: Babson College Business Enterprise Trust Business Expert Press Business Horizons Magazine California Management Review Darden School of Business Design Management Institute HEC Montréal Centre for Case Studies Ivey School of Business International Institute for Management Development (IMD) IESE Business School INSEAD John F. Kennedy School of Government Kellogg School of Management Perseus Books Princeton University Press Rotman Magazine Stanford Graduate School of Business Sloan Management Review Social Enterprise Knowledge Network Thunderbird School of Global Management Tsinghua University University of Hong Kong Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada) Tech support is available 8 am to 8 pm ET, Monday through Thursday, 8 am to 7 pm ET Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S...
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...Table of Contents Page 1.0 Introduction ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 1 2.0 The Group Selection ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 1 3.0 SimVenture Simulation ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2 4.0 Experience with SimVenture Simulation ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2 5.1 First Simulation ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2 5.2 Second Simulation ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 4 5.3 Third Simulation – WOW ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 4 5.0 Group Dynamics ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 5 6.0 Individual Learning and Growth Points ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 6 7.0 Conclusion ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7 8.0 References ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7 1.0 Introduction The Entrepreneurship in Practice module is taught with the purpose to educate the potential...
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...Business Regulation Simulation Alumnia Inc. is a $4 billion dollar company that operates in eight countries around the world with 70% of its sales in the United States. They are located by Lake Dira in the state of Erehwon. Alumnia Inc. business interests are in automotive components and manufacture “packaging materials, bauxite mining, alumina refining and aluminum smelting. Alumuna falls under jurisdiction of region 6” of the Environmental Protection Agency (EPA) (University of Phoenix, 2002). The company was cited by the EPA 5 years ago for a Polycyclic Aromatic Hydrocarbon (PAH) discharge in nearby Lake Dira. Five years later, Kelly Bates accused Alumina Inc. of contaminating the waters of Lake Dira with PAHs thus causing her 10 year old daughter’s leukemia. “Bates also alleges that her daughter’s disease may be as old as Alumina’s first instance of environmental law violation” (University of Phoenix, 2002). These allegations were reviewed by Alumina’s legal counsel and handled to keep the company from further litigation that would only serve to tarnish the company’s reputation. This paper will illustrate key facts, regulations and legal issues in the Business Regulation Simulation. It will address the values, conflicts among the stakeholders and ethical dilemmas with the multibillion dollar company. A legal counsel’s summary of basic issues and the action handling the environmental regulatory topic will be explored. Based on table 1, a risk analysis and alternative...
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...profit, is imperative. Pro forma accounting is a way of using the budget to analyze what to expect in the future. This statement should be used to forecast any issues that might lie ahead. It also should be used to provide time to the company to make any necessary changes, before it is too late. By using budget and pro forma accounting any company should have a good understanding of what type of financial resources are available to them in order to cut costs and increase profits. During the simulation I initially did not pay too much attention to the budget or the pro forma accounting statements, which did not do me any favors. After reviewing the pro forma statement at the end of the first quarter, I should have made adjustments. The cash flow was lower than the recommended $300,000, so I reviewed my decisions, but did not want to change anything. Which inevitably put my company in a high risk situation right from the start. When the quarter was done and I was able to review the actions that had taken place, I realized I was way over budget and the simulation automatically set me up with a loan shark to help cover the costs. I was then burdened with paying back the loan shark with interest and stock share throughout the rest of the simulation. I was not able to successfully get out of the financial situation until the fourth quarter when my products were on the rise, but even then the loan shark held stock. By the end of the second quarter I learned my lesson and...
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