War Prisons 1. Carved Chess Set a. These wooden chess pieces were carved by POWs at Elmira prison camp in New York. Games such as chess‚ created by hand by the prisoners‚ were common ways to make time pass in the camps. 2. Prisoner’s petition to Lincoln a. Prisoners in the Andersonville prison camp signed petitions‚ emploring Lincoln to do something about the state in which they were kept. However‚ these petitions never made it to Lincoln‚ or even past the guards at the camp. 3. Leslie’s Illustrated
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This report is taking a deeper look at Eco-Products‚ Inc. past financial performance and projecting the future. The company was founded by Kent and Steve Savage in 1990 in Boulder‚ Colorado. The company is a lead supplier of environmentally friendly food service products in the United States. The margins were low and the salaries were small. The company was financed by family and friends up to 2005‚ when they received their first line of credit from the bank at $30‚000. This line of credit reached
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Question 1. In this day of age education is everything. To the corporate jobs‚ government jobs‚ or even small business are all driven through the power of education. It has become the top priority to landing a successful job‚ with a well deserving pay. It was once said that "education is the key to success." Education does not discriminate against sex‚ the color of your skin‚ or even your age. In this example Ms. Natale is a 73 year old woman who is thinking about going back to school to finish
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The overview of the case Arrow Electronics is a broad-line distributor of electronic parts‚ including semiconductors and passive components. It was founded in 1935 and grown to the number two position by 1980. When Stephen Kaufman‚ who became president in 1982 and CEO in 1986‚ Arrow once more began to climb‚ reaching the number one position among electronics distributors by 1992. Arrow/Schweber‚ one of Arrow’s five operating groups and the largest one‚ which sells semiconductors to different customer
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1. What could be the main sources of the inventory mess created by Sandusky? “Sandusky is managed by so called earn and turn concept.” (Min‚ 2015‚ p. 171) This method of inventory analysis only measure profitability as whole not individual products. Which is the root of their inventory issue. Causing production to produce unwanted goods. Leading to excessive inventory. ““I think Earns & Turns is a very useful analysis tool. It’s a great measure of the profitability of a product. Only thing I would
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Case: Arrow Electronics Inc. Introduction Arrow Electronics Inc. is faced with a difficult‚ time-constrained choice of incorporating Express in its distribution channel or not. Arrow must consider its market dynamics and the value it adds to its suppliers and customers. Arrow also must determine how Express will affect its business model and selling efforts before making a final decision. Market Dynamics and Value to Suppliers and Customers Arrow is involved in a third-party delegated channel
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NAME December 14‚ 2014 Week 6 Practice Problem 1 XACC/290 General Journal Date Account Titles Debit Credit July 01 Cash 12‚000 Common Stock 12‚000 1 Equipment 8‚000 Accounts Payable 6‚000 Cash 2‚000 3 Cleaning Supplies 900 Accounts Payable 900 5 Prepaid Insurance 1‚800 Cash 1‚800 12 Accounts Receivable 3‚700 Service Revenue 3‚700 18 Accounts Payable 1‚500 Cash 1‚500 20 Salaries Expense
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1. Describe clearly the accounting changes Harnischfeger made in 1984 as stated in Note 2 of its financial statements. Prior to 1984‚ the Corporation used principally accelerated methods for its U.S. operating plants. The cumulative effect of this change‚ which was applied retroactively to all assets previously subjected to accelerated depreciation‚ increased net income for 1984 by $11.0 million or $.93 per common and common equivalent share. The changes as defined in Note 2 are as follows:
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In 2005‚ Phillip (Phil) Landgraf faced several glaring problems in the financial performance of his company‚ BioPharma‚ Inc. The firm had experienced a steep decline in profits and very high costs at its plants in Germany and Japan. Landgraf‚ the company ’s president for worldwide operations‚ knew that demand for the company ’s products was stable across the globe. As a result‚ the surplus capacity in his global production network looked like a luxury he could no longer afford. Any improvement in
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