The Adding Machine; Elmer L. Rice SUMMARY: The protagonist of this play is named Mr. Zero‚ and other characters are numbered too‚ which gives an idea of the sort of story this is. Elmer Rice was criticizing the modern society and the way its institutions (mindless workplaces‚ loveless marriages…) turn people into faceless automatons. The play is developed into eight scenes‚ which I am going to summarize straightaway. In the first scene‚ we meet Mr. Zero and his wife Mrs. Zero. The whole scene consists
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.......................................................................................... 4 Welcome............................................................................................................................................ 4 About Us ........................................................................................................................................... 4 Mission .............................................................................................
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percent of the new accounts will be uncollectible. Collection costs are 5 percent of new sales‚ production and selling costs are 78 percent‚ and accounts receivable turnover is five times. Assume income taxes of 30 percent and an increase in sales of $80‚000. No other asset buildup will be required to service the new accounts. a. What is the level of accounts receivable needed to support this sales expansion? Answer- Level needed is [pic] b. What would be Collins’s incremental after-tax return on
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**What is NPV?** a) If the value of NPV is greater than 0‚ then the project is a go! In other words‚ it’s profitable and worth the risk. b) If the value of NPV is less than 0‚ then the project isn’t worth the risk and is a no-go. So NPV takes risk and reward into consideration‚ which is why we use it in the world of corporate finance and capital budgeting. **Example** In order for us to calculate NPV‚ let’s use the following example. Suppose we’d like to make 10% profit on a 3
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TABLES 2 1. INTRODUCTION 3 1.1 Executive Summary 3 1.2 Scope 3 1.3 Assumptions 3 1.4 Limitations 4 2. NATURE OF BUSINESS MODEL 4 3. KEY FINANCIAL ISSUES 4 3.1 Operational Costs: 5 3.2 Market Demand: 5 3.3 Charter Rates: 6 4. ALTERNATIVE INVESTMENTS & RISK MITIGATION STRATEGIES 6 4.1 SWOT Analysis 6 4.2 Alternative 1: Resale of Ship after 15 years of Operation 7 4.3 Alternative 2: Leasing or buying a Second hand Ship and renovate it 7 4.4 Alternative 3: Partnering 8 4.5 Alternative 5:
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ALL ABOUT INVESTMENT BANKING 1. It’s a ton of work‚ all the time. Let alone the office work‚ which becomes less important as a banker rises in seniority; just constantly being immersed in the world of finance is mentally and physically exhausting. Money never sleeps‚ so senior investment bankers rarely do either. 2. It’s also reputation-conscious. Everything you say in public can harm your professional brand and deals you are working on‚ and give ammo to your enemies (and over the course of a successful
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The Consumer as the Principal Driver of Value Think about a purchase experience (product or service) that impressed you. Perhaps you told other people you know about your satisfaction with the process and the outcome. Perhaps your expectations were surpassed. In this discussion forum: 1. Describe this purchase experience. 2. Share the product and the brand name. 3. Share when this purchase happened. 4. Confirm if this company remains in business today. 5. Explain the details
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FIG(2) $ MBA6- MF The need to produce new products was becoming evident‚ as sales and net income were beginning to level off in the last two years‚ (1991 and 1992). The profitability ratio (net profit on sales) was decreasing a little bit from 5% to 4.8%. Phelps Toy Company had then to consider the advisability of adding a new product to its line. After doing market research and analysis of possible products‚ Mr. Barnes‚ who was in charge of new product development‚ decided that baseball cards
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is the manager of my big real estate company‚ called MIG-Investments. He was born on the 23rd February 1985 and has started his career at a very young age. While still a teenager‚ he has interned at companies such as Deloitte and also worked at his father’s firm to gain valuable experience. He was admitted to MIG-Investments for the position of a sales representative and has worked his way up to the administrative position over the course of 3 years. His main responsibilities as a manager include
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on Investment In Information Technology: A Guide for Managers Anthony M. Cresswell Center for Technology in Government University at Albany‚ SUNY 187 Wolf Road‚ Suite 301 Albany‚ NY 12205 Phone: (518) 442-3892 Fax: (518) 442-3886 E-mail: info@ctg.albany.edu www.ctg.albany.edu August 2004 ©2004 Center for Technology in Government The Center grants permission to reprint this document provided this cover page is included. CENTER FOR TECHNOLOGY IN GOVERNMENT—RETURN ON INVESTMENT IN INFORMATION
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