Argument against the case an accounting standard to regulate the way in which complex financial instruments are reported in the financial statements of quoted companies essays

Argument against the case an accounting standard to regulate the way in which complex financial instruments are reported in the financial statements of quoted companies essays In this essay, I would like to start with a brief explanation about the accounting regulation and standards set for various treatments consists of gaps where the rules are vague or even incomplete. Then, I would like to give a brief introduction about the development of standards set for capital instrument, such as TR677 (ICAEW), FRED 3 and FRS 4. Next, I will go into details examining the problems found in these proposals and standard, especially FRS 4. Coming to this stage, I will divide the problems into two parts. Firstly, I will point out the inconsistency found in FRS 4 in relation to FRS 5. Secondly, I will try to deal with the practical point of view, pointing out that the FRS 4 consist of practical problems in accounting treatments for shares and debt. Finally, I will conclude that the current standard for complex capital instruments is not sufficient to solve the problems found in its accounting treatments. Hence, a more effective standard must be put forward to regulate the accounting treatment for capital instruments as it is becoming increasingly more complex. In many countries, accounting regulation is based on a system of detailed rules prescribed in standards and the law. However, rule-based systems can rarely be water-tight. There may be gaps in the rules, and places where the rules are vague or even incomplete. Of equal, if not greater significance is the fact that regulatees may develop schemes which fulfil the letter of the rules, but undermine their spirit. Regulators may find themselves constantly lagging behind the avoidance activities of the regulatees (McBarnet, 1988). In such circumstances, effective regulation breaks down. For the past ten years, the financial instruments issued by companies have become more and more complex. This has been particularly so since October 1987 which has been a period where equity issues have been difficult and companies have not wanted to increase their capital gearing. ...

Great Expectations vs the Kite Runner Essays

Great Expectations vs the Kite Runner Essays Great Expectations vs the Kite Runner Essay Great Expectations vs the Kite Runner Essay Essay Topic: Great Expectations The Kite Runner Respect is something that should be withheld until it is earned. For instance, Pip in Charles Dickens’ Great Expectations and Amir in Khaled Hosseini’s The Kite Runner exemplified individuals who earned respect and honor through their dedication and hard work. In Charles Dickens’ Great Expectations, Pip is a young orphan who lives with his sister and brother in law. They lead an impoverished lifestyle off of bits of bread so when Pip is introduced to the lavish lifestyles of Miss Havisham and her adopted daughter Estella, Pip is intrigued. Soon after, Pip falls in love with Estella and decided to abandon his old lifestyle in order to become educated in London. After many years old hard work and dedication,Pip not only leans how to read and write, but he has also gained respect and honor from his peers and fellow friends. Pip is no longer a pauper begging to scraps of food on the streets but an honorable and highly educated man who is now worthy of the beautiful Estella Havisham. Until Pip was able to endure years of hard work did he earn the respect that was withheld from him from the rest of the world. Similar to Pip in Great Expectations, Amir in Khaled Hosseini’s The Kite Runner, is another individual that exemplifies respect is solely earned. After allowing his childhood best friend and half brother to be raped by three boys, amir suffers from a lifetime of guilt and is known as a coward even after he fled from Afghanistan to California. : After a strange call from the motherland that heralded that his half brother had died and his son was still alive, Amir makes a life- threatening choice to go back to Afghanistan to save his nephew. Amir risked his life to save his nephew who had been under the control of the Taliban and the three rapists of his half brother. After saving the boy, Amir is finally able to free himself from guilt and he also gained respect from his wife, nephew, and other family members that had been essentially been withheld from him originally. Through Amir’s determination and courage to save his nephew, Amir finally earned respect and honor. Respect is always something that should be withheld until it is earned. Pip in Great Expectations and Amir in Khaled Hosseini’s The Kite Runner both exemplify individuals who earned respect through hard work and determination that was originally withheld from them.

Cultural sensitivity and multi-generational awareness Coursework

Cultural sensitivity and multi-generational awareness - Coursework Example Multi-generational awareness on the other hand has been explained by Thinkcos (2009) to mean the situation whereby at the workplace, people of different generations, most commonly, of four different generations live and work together. In the scenario, there are three different cultures, which are African-American, Caucasian and Japanese and two broad generations, which are the old and young. Type of preceptor that would work best with each new nurse In respecting the need for cultural diversity and multigenerational differences, it is very important that the preceptors assigned to these three new nurses are people who belong to their culture and generation; understand their culture and generation; or are ready to accept their culture and generation group. Assigning the new nurses to preceptors, who are of different cultural background and generation or people who are hostile to the individual cultures and generations would create chaos and anarchy at the workplace. What is likely to motivate the nurses to do the best possible job Clearly, these new nurses will be well motivated when they are treated to warm, friendly and welcoming atmosphere.

The Ku Klux Klan in the City 1915-1930 by Kenneth Jackson Essay

The Ku Klux Klan in the City 1915-1930 by Kenneth Jackson - Essay Example The rise of the Ku Klux Klan is urban areas in the 1915 was one of the most astonishing events that occurred in the American history post World War I. Kenneth Jackson, in his work discusses the many aspects regarding the second Klan. Jackson insists that many Americans joined the second Klan genuinely joined with the intention of being a true patriot. However, many Americans were unaware of the extreme prejudices that were hidden. The re-enlightenment of the second era had many different views than its predecessors. Post 1920, the Klan grew a strong membership of 4 to 5 million. Unlike the first Klan movement in the reconstruction era, it extended beyond the traditional motives. The second wave of the Klan continued to focus national agendas at hand that went beyond the agrarian economy. Since the Klan compromised majority of white and Protestant, it was vital that they elaborated on array of social and political issues. The macro focus was on civil issues such as Prohibition, employment, immigration restriction. One might even insist that it was a reformation movement. However, this movement did have many ramifications as it propagated violence and publicly humiliated the status of minorities. The Klan’s supreme strength was unpredictable as it held strong ground in Indiana, Oregon, and Colorado. The Klan played a huge role in politics according to Jackson as it affected the Democratic convention in 19 24. The Klan was fed up from the fact that black workers on the domestic front earned decent wages and were being accepted in this new America. According to Jackson, the Klan made its moral duty to halt this new type of African American growth in society. Jackson reiterates the fact the Klan rose due to many factors. First and foremost was the fact that it possessed great numbers outside the South and half of the followers lived in the cities. The Klan in essence was so engrossed in its own agenda that it embedded prejudice and racism in their ideology. Often times, it crossed the legal boundaries and infringed on basic human rights as killings became common. Secondly, the Klan rose in an era where depression plagued society. The Klan was fed up with not only economic conditions but also due to the fear of the growth of communism. Since the south at that time was majority, the Klan made it their priority to attack that particular region. Jackson argues that the Klan that rose in tho se cities had different agendas, which was to enforce a moral code according to their perspective. Interestingly enough, states such as Texas, Louisiana, Arkansas and Oklahoma did not face as much hostility from the Klan as expected. According to many historians, Texas should have the main target for the Klan. However, that was not the case as El Paso was never the home for target violence. Hence, it became common that the appeal of the Klan spread to North and West. The Klan had so much influence that its members served in the congress. The second wave of KKK was much stronger, organized, and confident that the emergence of the first KKK. As mentioned, this organization not only propagated for â€Å"white supremacy,† an intense attachment to anti-Semitic and anti-Catholicism. One of the

American History Women's Rights Reform Movements from 1877 to 2013 Research Paper

American History Women's Rights Reform Movements from 1877 to 2013 - Research Paper Example The paper therefore seeks to find a stand on whether Women Reform Movements have realized much of their goals over the years. This struggle in pursuit of rights has been turbulent over the years and still continues to date. In the United States, women rights movements have had a long history. As a result of their struggles, various legislative measures have been created over the years to safeguard the rights of women and prevent much of the discriminations seen in a society that is still skeptical about the ability of women. The core of the argument is therefore the determination of how the period spanning between 1877 to present could have seen tremendous positive steps towards the realization of equality with respect to men and women1. The suffrage movements were some of the most dominant women movements in history. For many years in the United States, women were not allowed to vote. In the early years of the women reform movements, the right to vote was therefore one of the centra l issues which the movements fought for. In 1878, Susan B. Anthony proposed and submitted a right-to-vote amendment to the constitution in order to grant women the right to vote in America. The era of women suffrage took much activity in the 1890s and Wyoming was the first state to have an organized women suffrage. The movement was mostly driven by the formation of the National American Women’s Suffrage association in 1890. ... The Anthony amendment which had been written earlier in 1878 was subsequently ratified as the 19th amendment and thereby became law in 19202. It must be emphasized that differences in leadership and other misunderstandings amongst the women led to the formation of several groups. The period following 1920 saw the creation of many splitter women political groups most of which fought for the same rights. The League of Women Voters was created in 1920 and became a very strong voice in championing for the rights of women. In order to address the rights of black women who experienced the worst discrimination than their white counterparts, the National Council of Negro Women was formed in 1935. These groups strongly fought for various forms of liberal reforms in the country. However, it should be remembered that many of the rights they fought for were not always granted easily. For instance, the National Women’s Party which was formed in 1913 proposed an equal rights amendment in 19 23 which actually stayed dormant for the next 50 years3. In the early years of the women rights movement, most of the women activists were concentrated in the North. This was due to the much awareness, industry and education in the North. It was not until 1890s that women began to organize in the south after much inspiration and influence from what was transpiring in the north. In pushing for the right to vote, the National Women Suffrage Association (NWSA) and the American Woman Suffrage Association (AWSA) were working together but later separated on ideological grounds. While NWSA sought to transform the status of women on the basis of ideological foundations in the hitherto patriarchal society, AWSA was more conservative and

Seagate Technologies: Operation Hedging

Seagate Technologies: Operation Hedging The Seagate Technologies as a group assignment in our Production Logistics course. The purpose and aim of this case it to learn the impact of each assets (location) capacity on the overall profitability of the processing network. In addition, investigate how the entire capacity portfolio can be designed to provide an optimal hedge against uncertainty. We have been following six questions: i) what is Seagates corporate strategy? Describe and evaluate how its operational strategy and processes support the corporate strategy. Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production. ii) What are Seagates major risks? How does it manage those risks? iii) How would you describe the capacity of the processing network if the current CAR capacity proposal were implemented? What is the expected profit and ROI under this investment? (Given the short product life, assume the firm is making its decision for a single time period of length one year, at the end of which manufacturing capacity will zero salvage value). iv) The case states that the true demand forecast contains uncertainty. Given this forecast, recommend a capacity portfolio that maximizes expected NPV. (Recall, capacity investment must be performed before you observe actual market demand). Verify financial attractiveness of your recommendation. What is the expected profit and ROI now? v) Interpret your recommended capacity portfolio in intuitive terms: in what sense does your capacity configuration prepare you to hedging and why is your plan to be preferred? vi) In broad conceptual terms, what are the advantages of sales-plan driven capacity planning? What is wrong with that practice end how would you improve on it? LITERATURE REVIEW Operations Management: In operations management, there are two streams of research originating from two separate, but conceptually similar, definitions of operational hedging. The first definition, as introduced by Huchzermeier (1991) and quoted in Ding and Kouvelis (2001, p.2), states that Operational hedging strategies à ¢Ã¢â€š ¬Ã‚ ¦ can be viewed as real (compound) options that are exercised in response to demand, price and exchange rate contingencies faced by firms in a global supply chain context. Real options might have value-enhancing capabilities under uncertainty. The value-enhancing feature of real options under uncertainty is called exploiting uncertainty. Huchzermeier and Cohen (1996) analyze operational flexibility, which they define as the ability to switch among different global manufacturing strategy options. Cohen and Huchzemeier (1999) illustrate how the deployment of excess capacity can be a source of operational flexibility in global supply chains. They argue that investing in capacity in excess of the aggregate demand forecast provides flexibility in coping with demand uncertainties. Additionally, excess capacity enables the firm to produce more in that location, providing a value-enhancing opportunity in addition to reducing its downside risks. The second definition of operational hedging is found in Van Mieghem (2003). Without referring to real options, but making an analogy with its financial counterpart, financial hedging, Van Mieghem defines operational hedging as mitigating risk by counterbalancing actions in a processing network that do not involve financial instruments. He lists dual-sourcing, component commonality, having the option to run overtime, dynamic substitution, routing, transshipping, or shifting processing among different types of capital, locations or subcontractors, holding safety stocks and purchasing warranty guarantees as operational hedging strategies. One of the main contributions of this definition is the observation that operational hedging can be employed in the absence of tradable risks, particularly exchange rate risk, as all the other academic fields mostly consider operational hedging in an exchange rate framework. Again departing from the literature, Van Mieghem does not consider any particular risk measure to formalize the effect of operational hedging in terms of risk mitigation. In addition, the term counterbalancing actions is not formalized: criteria to determine whether given actions are counterbalancing are not developed, this term corresponds to investing in more than one resource, or betting on two horses that is, investing in operational flexibility, similar to the former definition of operational hedging. Finally, as with real options, counterbalancing actions described by Van Mieghem have a value-enhancing capability and increase expected profit in a risk-neutral setting. This is demonstrated on a two-product, two-stage production system where capacity imbalance is the operational hedging strategy (Harrison and Van Mieghem 1999, Van Mieghem 2003). By purposely unbalancing the capacity vector, i.e. having safety capacity (in excess of the capacity that would be optimal in the deterministic case), firms can hedge against demand uncertainty and increase expected profit. Counterbalancing actions, taken in such a way as to maximize expected profit for a risk-neutral decision maker, are called operational hedges. Finance In the finance literature, operational hedging is the course of action that hedges the firms risk exposure by means of non-financial instruments, particularly through operational activities. Similar to the operations management literature, operational flexibility is the major operational hedging strategy discussed in the finance literature. In addition to operational flexibility, geographical diversification is another operational hedging strategy in a multinational context. Geographical diversification is aligning the costs and revenues of a firm so that they are exposed to the same risks. Domestic firms selling to foreign markets can ensure that their production costs and sales revenues are exposed to the same exchange rate uncertainties by opening a production facility in these markets. Therefore, geographical diversification reduces the total variability of cash flows. Chowdry and Howe (1999) argue that the facility location decision is considered to be an operational hedging strategy only when firms are concerned with the variability of their operating profits. Hommel (2003) argues that operational flexibility is employed as a hedging device when the exchange rate and demand volatility are sufficiently large (in that case the minimum profit constraint is violated); otherwise it serves as a value driver to enhance expected profits. It is emphasized that because operational flexibility can be used for a purely value-enhancement motive, it is considered to be an operational hedging strategy only when there is a risk hedging motive for employing it. Generally speaking, operational actions are considered to be operational hedges if they are taken in order to reduce a risk measure of concern. In particular, if firms care about downside risk (e.g. having a minimum profit constraint), then operational hedges mitigate risk through a reduction in the downside exposure. In summary, the finance literature defines operational hedging as mitigating firms risks by operational means. Operational flexibility achieved through various operational means (ability to shift production, transferring technologies, product differentiation etc.) and geographical diversification is the operational hedges of firms utilized in conjunction with financial hedges. Compared to their financial counterparts, operational hedges require higher levels of capital investment (opening a production facility), but create longer term hedges against risk exposures including risks that are not contingent on asset prices (e.g. demand risks, political risks). Strategy and International Business Diversification is defined as having different lines of business through mergers and joint ventures (Wang and Lim 2003), of which geographical diversification is one type. Kogut (1985) analyzes diversification and operational flexibility as risk management tools of multinationals. He argues that an operational decision (the sourcing policy in this case) can create three different types of risk profile: speculative, hedged and flexible. The speculative profile is betting on one site mainly to benefit from economies of scale in operations. By matching the exchange rate exposure on the cost side with that on the profit side, the firm can create a hedged risk profile. This approach corresponds to the geographical diversification strategy. Finally, a flexible risk profile created through operational flexibility permits the firm to exploit uncertainties by creating real options. In the international business literature, Pantzalis et al. (2001) define operational hedging as the firms operational decisions (related to marketing, production, sourcing, plant location, and treasury) that are best suited to managing the exchange rate exposure on the firms competitive position across markets. In summary, the strategy literature focuses on operational flexibility and diversification as risk management tools without defining them as operational hedges. Operational flexibility achieved through several operational means (developing in-house capacity, product differentiation, keeping excess capacity etc.) creates both arbitrage and leverage opportunities for multinational firms. In addition to aligning costs and revenues, real option benefits of geographical diversification in the form of growth options are discussed. The international business research, similar to the finance literature, focuses on operational flexibility and geographical diversification as long-term operational hedges of multinationals against exchange rate exposures. Analysis of Seagate Technologies: Question 1: What is Seagates corporate strategy? Describe and evaluate how its operational strategy and processes support the corporate strategy. Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production. Answer: Seagate Technologies Corporate Strategy: The Barracuda The Cheetah are two new Seagates high-end disk-drive products families that are scheduled to go into volume production in the first calendar quarter of 1998. The capital appropriation request called for $ 103 million capital investment in two final assembly facilities, one for the Barracuda and one for the Cheetah and one for joint test facility. The companys establishment and ongoing expansion of production facilities in Singapore, Thailand, Malaysia, China and Ireland are directed toward cost reduction. Describe and evaluate how its operational strategy and processes support the corporate strategy. Operational Strategy and Processes: Manufacturing Strategy: Process Choice Establishment and maintenance of key vendor relationships. Produce and sell its disc drives in significant volume, continue to lower manufacturing costs and carefully monitor inventory levels. Transfer volume production of disc drives and related components between facilities, including transfer overseas to countries where labor costs and other manufacturing costs are significantly lower than in the U.S. Infrastructure The key element if the Seagates manufacturing strategy is high volume, low cost assembly and test; vertical integration in the manufacturing of selected components. Seagate continually evaluates its components and manufacturing processes. Seagate rapidly achieve high manufacturing yields in new production processes and obtain uninterrupted access to high quality components in required volumes at competitive prices. Marketing Strategy: Seagates ability to compete successfully depends on its ability to provide timely product introductions and to combine to reduce production costs. The companys establishment and ongoing expansion of production facilities in Singapore, Thailand, Malaysia, China and Ireland are directed toward such cost reductions. The two new products were planned to be in volume production only for the four quarters of 1998. The capital investment to build production capacity was significant and had two components. First, there were significant fixed costs estimated at about $ 40 million associated with designing, commissioning, and starting up the three new facilities. The second component was that the capital expense of building new capacity increased with the amount of capacity: larger production capacity required larger space requirements and tooling costs, leading to an linear increase in the capital expense. Seagate products include over 50 rigid disc drive models with from factors 2.5 to 5.25 inches and capacities from 1GB 10 23 GB. Seagate believes it offers the broadest range from of disc storage products available. It provides more than one product at some capacity points and differentiates products on a price / performance and form factor basis. Seagate typically devotes its resource to developing products with industries leading performance characteristics and to being among the first to introduce such products to market. The company continuously seeks to enhance its market presence in emerging segments of the rigid disc drive market by drawing on its established capabilities in high volume, low cost productions. The Marathon and Medalist disk drive product lines are targeted for the personal mobile and desktop computing market, respectively, while the high end workstation and server/multi user systems market is served with the Barracuda, Cheetah, and Elite product families. The Barracuda family of 3.5 inch drives was first introduced in 1992. At 7,200 rpm the Barracuda had the highest rotation speed of any drives produced at that time. In fiscal year 1997, Seagate introduced two new products in the Barracuda family, the Barracuda 4LP and the Barracuda 4XL, with 4GB and 4.5GB respectively. The Barracuda 4XL, which began volume production during the fourth quarter of fiscal 1997, was designed to provide a balance of price and performance for the workstation market as it matures. In August 1996, the company announced the 3.5 inch Cheetah family the worlds first drives to offer rotation speeds of 10,000 rpm for increased data throughout and lower latency times. The Cheetah drive is focused at the very high performance segment of the market. Volume production of the Cheetah 4LP and the Cheetah 9 began in the third and fourth quarters of fiscal 1997, respectively. Seagate is going to announce the fifth generation Barracuda 9LP and the second generation Cheetah 0LP in early fall 1997, with volume production schedule to begin in the first calendar quarter of 1998. Finally, the Elite product line covers the high end 5.25 inch market. In the third quarter of fiscal year 1997, production commenced on the Elite 23, a high performance, 5.25 inch disc drive with 23 GB of formatted capacity, a rotation speed of 5,400 rpm and mean time between failures of 500,000 hours. Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production. Product and Process Development: The content of the Seagate product/ process strategy: Seagate has the superior strategy, i.e. business strategy or corporate strategy, requirements on the product portfolio. It is described in the case the present state of the product portfolio. It is also described in the case what would be the future state of the product portfolio. A plan of action, i.e. how Seagate wanted product portfolio can be reached in practice. The five steps/activities are described below: Requirements on the product portfolio: The most central activity in the process is the identification of the requirements on the product portfolio. The requirements should be found both in the superior strategy, i.e. business strategy or corporate strategy, and also in other functional strategies. Requirements put on the product portfolio consist of among other range, mix and volumes of products. Seagate has number of segments which is introduced in the market. New product proposals: Ideas for new products can arise in different ways; customer, market analysis etc. The new product proposal capture, visualize and preserve the ideas that are found within and outside the company. The aim of the new product proposals is to attain a more distinct product development funnel as shown in Figure 12, where several ideas are evaluated in parallel. Seagates strategy for new products emphasizes developing and introducing on timely and cost effective basis products that offer functionality an d performance equal to or better than competitive product offering. Product development process: The product development process should fit the actual company, its products and its manufacturing. The product development process should also state which design method to use when and why. Seagate devotes significant resources to product engineering aimed at improving manufacturing processes, lowering manufacturing cost and increasing volume production. Seagates process engineering groups are located with the disc drive development groups and the reliability engineering groups in many cities of U.S. and also in Singapore. Product portfolio: When making decisions within the product development process it is important to have the product portfolio in mind and vice versa. Therefore it is emphasized that the same group of managers handles both the product development process and the product portfolio. Reengineering or product deleting: All products have a limited life span. Not unusual at companies aimed at in this research is some kind of facelifts of products during their lifetime. New requirements like new features, manufacturing processes, customer needs etc. on a product or product family require a reengineering or the product will be obsolete. Seagates product life cycles of disc drives are short (high volume products introduced and sold for about 6 to 7 quarters. Due to fast changing in technology in computer industries the product deleting is very short and re-engineering might cost extra money to Seagate due to rapid development. Question 2: What are Seagates major risks? How does it manage those risks? Answer: Competitive differentiation: (e.g., price, quality, time or customization) Market: Fundamental change in supply and demand functions or global prices for commodities. The rigid disc drive industry is intensely competitive, with manufactures competing for a limited number of major customers. In addition to the product performance dimension, the principal competitive factors in the rigid disc drive market include product quality and reliability, form factor, price per unit, price per megabyte, production volume capability and responsiveness to customers. The relative importance of these factors varies with different customers and for different products. Competitors offer new and existing products at prices necessary to gain or retain market share and customers. To remain competitive, Seagate believes it will be necessary to continue to reduce its price and aggressively enhance its product offering. Technological capabilities (lead or follow in technology innovation) With the proliferation of multimedia applications, the demand for increased drive capacities has and continues to increase at an accelerating rate since sound and moving pictures require many times the storage capacity of simple text. Economic: Ability to attract and retain staff in the labour market; exchange rates affect costs of international transactions; effect of global economy. Given the high demand uncertainty of the two product families, the current capital appropriation request moves Seagate towards financial risk in terms of expenditure. Socio-cultural: Demographic change affects demand for services; stakeholder expectations change. Operational: Relating to existing operations both current delivery and building and maintaining. A pessimistic scenario with likelihood estimated at 25%, would demand only 150,000 Cheetahs and 350,000 Barracudas. Mitigating Risk with Financial Hedging: If the counterbalancing actions involve trading financial instruments, including short selling, futures, and options, this is financial hedging. Financial hedging yields an elegant approach to incorporating risk without having to resort to utility functions and price its present value using risk-neutral discounting. The basic idea is to construct a perfect hedge, which is a portfolio that provides a constant future value in any state of nature and therefore can be priced using risk-free discounting. Financial hedging requires writing an unambiguous contract that specifies capacity usages in a form that is divisible, trade able, and enforceable. Mitigating Risk with Operational Hedging: Processing flexibility such as dual or multi-sourcing, using component commonality, having the option to run overtime or to dynamically reroute or shift production (among different types of capital, locations, or subcontractors); holding safety stocks; having warranty guarantees, etc. A variety of these actions can be grouped as counterbalancing capacities to mitigate risk, often by inducing some form of resource pooling. Question 3 How would you describe capacity of processing network if current CAR capacity proposal were implemented? What is the expected profit and ROI under this investment? (Given the short product life, assume the firm is making the decisions for a single time period of length one year, at the end of which manufacturing capacity will have zero salvage value) Answer: Expected Capacity Scenario (Capacity both for Cheetah and Barracuda is 300000) There are 2 different profit and cost structure PS=Profit of solved product C=Cost of unused capacity Contribution Margins Cheetah=$400 Barracuda=$300 Demands Pessimistic (25%) Expected (50%) Optimistic (25%) Cheetah 150 000 300 000 450 000 Barracuda 350 000 300 000 250 000 Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 C= $30000*(150) + $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$8.500.000 Profit= $35.000.000 * 0.25 Demand for Cheetah in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $400*300000 ($30000*(300) +$80000*(300)) =$87.000.000 Demand for Cheetah in Optimistic Scenario (0.25) Profit= (PS)*(0.25) PS= $400*300000 ($30000*(300) +$80000*(300)) =$87.000.000 Total profit for cheetah = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$35.000.000 * 0.25+$87.000.000 * 0.50+$87.000.000 * 0.25 =$74.000.000 Demand for Barracuda in Optimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 C= $30000*(150) =$4.500.000 Profit= $45.500.000 * 0.25 Demand for Barracuda in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $300*300000 ($20000*(300) +$80000*(300)) =$60.000.000 Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS)*(0.25) PS= $300*350000 ($20000*(300) +$80000*(300)) =$60.000.000 Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$45.500.000 * 0.25+$60.000.000 * 0.50+$60.000.000 * 0.25 =$56.375.000 Total Profit for the System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost = $74.000.000+$56.375.000- $40.000.000 = $90.375.000 Question 4: The case states that true demand forecast contains uncertainty. Given this forecast contains recommend a capacity portfolio that maximizes expected NPV. (Recall, capacity investment must be performed before you observe actual market demand).Verify financial attractiveness of your recommendation: What is the expected profit and ROI now? Answer: As mentioned above; we calculated the total profit according to the expected capacity scenario. In uncertainty situations we also calculate total profit pessimistic and optimistic scenarios as well Pessimistic Capacity Scenario (Capacity for Cheetah 150000 and Barracuda is 350000) Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$4.000.000 Profit= $47.500.000 * 0.25 Demand for Cheetah in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 Demand for Cheetah in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $400*150000 ($20000*(150) +$80000*(150)) =$43.500.000 Total profit for cheetah = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$47.500.000 * 0.25+$43.500.000 * 0.50+$43.500.000 * 0.25 =$44.500.000 Demand for Barracuda in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $300*350000 ($20000*(350) +$80000*(350)) =$70.000.000 C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$4.000.000 Profit= $66.000.000 * 0.25 Demand for Barracuda in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $300*300000 ($20000*(300) +$80000*(300)) =$60.000.000 Demand for Barracuda in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $300*300000 ($20000*(300) +$80000*(300)) =$60.000.000 Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$66.000.000 * 0.25+$60.000.000 * 0.50+$60.000.000 * 0.25 =$61.500.000 Total Profit for the System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost = 44.500.000+$61.500.000- $40.000.000 = $66.000.000 Optimistic Capacity Scenario (Capacity for Cheetah 450000 and Barracuda is 250000) Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 C= $30000*(300) + $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$13.000.000 Profit= $30.500.000 * 0.25 Demand for Cheetah in Expected Scenario (0.50) Profit= (PS-C)*(0.50) PS= $400*300000 ($30000*(300) +$80000*(300)) =$87.000.000 C= $30000*(150) (The spare capacity cost 450-300=150) =$4.500.000 Profit= $82.500.000 * 0.50 Demand for Cheetah in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $400*450000 ($30000*(450) +$80000*(450)) =$142.500.000 Total profit for cheetah = (PS-C)*(0.25) + (PS-C)*(0.50) +PS*(0.25) =$30.500.000 * 0.25+$82.500.000 * 0.50+$142.500.000 * 0.25 =$84.500.000 Demand for Barracuda in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$4.000.000 Profit= $46.000.000 * 0.25 Demand for Barracuda in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 Demand for Barracuda in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$46.000.000 * 0.25+$50.000.000 * 0.50+$50.000.000 * 0.25 =$49.000.000 Total Profit For The System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost = 84.500.000+$49.000.000- $40.000.000 = $93.500.000 Therefore according to the capacity scenarios profits are formed; Total Profit for Cheetah Total Profit for Barracuda Pessimistic Capacity Scenario $44.500.000 $61.500.000 Expected Capacity Scenario $74.000.000 $56.375.000 Optimistic Capacity Scenario $84.500.000 $49.000.000 Question 5: Interpret your recommended capacity portfolio in intuitive terms: in what sense does your capacity configuration prepare you to hedging and why is your plan to be preferred? Answer: Newsvendor: The newsvendor (or newsboy) model is a mathematical model in operations management and applied economics used to determine optimal inventory levels. It is (typically) characterized by fixed prices and uncertain demand. If the inventory level is q, each unit of demand above q is lost. This model is also known as the Newsvendor Problem or Newsboy Problem. In the case of Seagate Technologies, let K1 is the capacity for The Cheetah and K2 is the capacity for The Barracuda, K3 is the capacity of for The Final Test and D is the demand for each product family. The sales plan is 300 thousand units of The Barracuda and an equal amount of The Cheetah i.e. the sales plan corresponds to a demand vector (in thousands) D = (300, 300). The associated capacity investment vector for the three resources that makes this sales plan feasible is Kb = (300, 300, 600). The capacity portfolio Kb is balanced in the sense that all three resources are fully utilized at the sales plan. Capacity balance means that K1 + K2 = K3. Another capacity plan that may show up in practice is a plan that minimizes lost sales. In some settings, marketing managers may state that a customer lost once is lost forever and advocate ample capacity to prevent that. We refer to such plan as a total coverage capacity plan Kc. Obviously, a centralized, expected profit maximizing planner with knowledge of the probabilistic demand forecast can do better. Maximization of expected profit leads to increasing the investment in resources with high marginal return compared to marginal investment costs. This generalized typical newsvendor logic works in a coupled, multi-dimensional setting and show the risk-neutral or newsvendor network solution in Seagate case to be K* = (350, 35

Hawthornes Young Goodman Brown †Poverty in the Tale and Author’s Lif

â€Å"Young Goodman Brown† – Poverty in the Tale and Author’s Life  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚   Roy Harvey Pearce in â€Å"Twice-Told Tales: A Blend of Stories† makes reference to the widely-known poverty of the aspiring writer,Nathaniel Hawthorne: â€Å"True enough, Hawthorne planned more than once to write groups of tales and sketches somehow linked into a whole; but he could not get a publisher for them. When he did get a publisher in 1837, it had to be through the help of the hack-editor, Samuel Goodrich. . . .† (107) Nathaniel Hawthorne’s â€Å"Young Goodman Brown† includes traits of the modest lifestyle which the author was forced to endure in his personal life. Besides this, there was also an artisitc-resources impoverishment because of the tiny town in which he lived.    Henry Seidel Canby in â€Å"A Skeptic Incompatible with His Time and His Past† mentions of Hawthorne that â€Å"human failures and their causes were more interesting to him than prophecies of success, one might truly say than success itself. †¦He was not, I think, really interested in escape, except in moods of financial discouragement. . . . (57). Such moods of financial discouragement were to plague the author for nearly his entire lifetime.    Hawthorne’s financial impoverishment probably began with the untimely death of his father, and continued for most of his life. Gloria C. Erlich in â€Å"The Divided Artist and His Uncles† states that â€Å"Robert Manning made the essential decisions in the lives of the Hawthorne children and is well known as the uncle who sent Hawthorne to college† (35). After graduation from Bowdoin College, Hawthorne spent twelve years in his room at home in an intense effort to make something of himself literarily. The Norton Anthology: American Literature state... ...6.    Hawthorne, Nathaniel. â€Å"Young Goodman Brown.† 1835. http://www.cwrl.utexas.edu/~daniel/amlit/goodman/goodmantext.html    James, Henry. Hawthorne. http://eldred.ne.mediaone.net/nh/nhhj1.html    Lewis, R. W. B. â€Å"The Return into Time: Hawthorne.† In Hawthorne – A Collection of Critical Essays, edited by A.N. Kaul. Englewood Cliffs, NJ: Prentice-Hall, Inc., 1966.      Ã¢â‚¬Å"Nathaniel Hawthorne.† The Norton Anthology: American Literature, edited by Baym et al.   New York: W.W. Norton and Co., 1995.    Pearce, Roy Harvey. â€Å"Twice-Told Tales: A Blend of Stories.† In Readings on Nathaniel Hawthorne, edited by Clarice Swisher. San Diego, CA: Greenhaven Press, 1996.    Swisher, Clarice. â€Å"Nathaniel Hawthorne: a Biography.† In Readings on Nathaniel Hawthorne, edited by Clarice Swisher. San Diego, CA: Greenhaven Press, 1996.