Abraham Baldwin and The Constitutional Convention Abraham Baldwin was born in North Guilford‚ Connecticut in 1754. Baldwin was the son of an uneducated blacksmith and had a brother‚ Henry Baldwin who served on the Supreme Court. Abraham Baldwin attended Yale University and studied to become a teacher and minister. During the Revolutionary War he served in the Continental Army‚ this experience shaped him to become a strong nationalist and made him believe that a strong centralized government
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response to Baldwin’s stranger in the village option 2 James Baldwin paints a picture of the struggle between white men and black men. Baldwin points out that‚ “the white man prefers to keep the black man at a certain human remove because it is easier for him thus to preserve his simplicity and avoid being called to account for crimes committed by his forefathers‚ or his neighbors” (p2). At this point Baldwin was contemplating on the idea that “the white man never recognize a black man as an
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As James Cobb noted those claiming to be “purists” of Southern identities and histories are actually worshipping something that was never pure in the first place. Cobb’s thesis in Away Down South suggested that culture is part of and connected to identity and culture is a process of change that required adaptability to ensure success. The history of the southern identity is not a story of continuity versus change‚ but continuity within it. Often used stereotypes‚ for Cobb‚ strengthen Southerners
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would be difficult to predict return due to the uncertainty of customer retention with the implementation of this deal. Q5. What are the major cash flow implications of the Challenger deal? Cash flow is a difficult situation currently for Baldwin. It takes the inventory approximately 125 days to turn and then another 46 days to get paid. This is a very long time. The Challenger deal states that they would pay within 30 days. This would help with the current 46 day AR turnover. The contract
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a. How Baldwin currently compete on the basis of Michael Porter’s (1980) competitive strategies: Customers: Major customers of Baldwin are those who had passion in riding bicycles‚ Baldwin offered wide range of product with 10 models for kids to adults. Hi-Valu was a potential buyer for bikes wanted to purchases bikes from Baldwin at lower prices than wholesale prices under a brand name called “Challenger”. Secondly‚ Hi-Valu wanted the Challenger bike to be somewhat different in appearance from
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city’s four water treatment facilities‚ which are among the 10 largest in the US‚ and were built in 1856; over 500 million gallons of water are pumped to Cleveland residents daily. In the following paper I attempt to provide with an overview of the Baldwin Water Work Plant Enhancement Program (PEP) (one of the four water treatment facilities) scope‚ time plan‚ costs‚ and objectives; describe the program’s life cycle stages required to execute all projects involved; indentify and analyze the possible
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BALDWIN BICYCLE COMPANY In May 1983‚ Suzanne Leister‚ marketing director of Baldwin Bicycle Company‚ was mulling over the discussion she had had the previous day with Karl Knott‚ a buyer from Hi-Valu Stores. Hi-Valu operated a chain of discount department stores in the North West. Hi-Valu’s sales volume had grown to the extent that it was beginning to add its "own-brand" (also called "private-label") merchandise to the product lines of several of its departments. Mr. Knott‚ Hi-Valu’s buyer for
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to accept the order of Hi-Valu Company‚ due to analysis and compare below. Advantages Outstanding profit Assume that Baldwin Company accepted the orders of Hi-Valu Company to make profits. In this condition‚ we should know whether Hi-Valu Company had enough short term assets to cover its short term debt. Therefore‚ we should calculate Working Capital ($) of Baldwin Company: The cost of each finished product in the first year: Materials + labors + variable cost (24.5*40%)=39.8 + 19
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Baldwin Cycle Case 1. Relevant Cost: Direct Material $39.8 Direct Labor $19.6 Variable Overhead(@40% of $24.5) $9.8 Total Relevant Costs $69.2 2. 2-months Raw material for 25‚000 bikes @ $38.9 $165‚833 WIP Inventory(1000 @ $69.2) $69‚200 Finished Goods(500 @ $69.2) $34‚600 A/R (30 days) @(25‚000/12*92.29) $192‚270 Total Inventory Costs $461‚904 Relevant Asset Cost (@5.5 %) $25‚405 Total Relevant Asset Cost $487‚309 Interest @ 18% $87‚716 Net Relevant Cost $399‚593 Price Per
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Baldwin Bicycle Company Baldwin Bicycle Company is its own independent bicycle shop that has been in business for almost 40 years. Last year Baldwin had sold 98‚791 bikes which accounted for nearly $10 million in sales for 1982. Suzanne Lesiter is the marketing Vice President of Baldwin and has just been offered a proposition from Karl Knott‚ a buyer from Hi-Valu to possibly start producing bikes for them. Baldwin had never conducted any business with a chain department such as Hi-Valu since it was
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