Monday, August 24, 2020

Titration Research Paper Free Essays

string(133) 50 ml of volume this permitted enough volume of NaOH(aq) to be titrated, since the specific volume to kill the corrosive was unknown. Quantitative Chemistry â€Titration Determination of the Molarity of an Unknown Solution through Acid-Base Titration Technique 1. Presentation 1. 1 Aim The point of this examination was to decide the exact molarity of two (NaOH(aq)) sodium hydroxide arrangements created toward the start of the test through the corrosive base titration method. We will compose a custom paper test on Titration Research Paper or on the other hand any comparable theme just for you Request Now 1. 2 Theoretical Background Titration is a technique normally utilized in research facility examinations to complete synthetic investigation. The most regular concoction investigation performed through titration is while deciding the specific centralization of an answer of obscure molarity. This procedure is generally utilized in redox and corrosive base responses. Redox response is when decrease †lost of oxygen †of one of the substances present in a response happens and in this manner oxidation †increase of oxygen †of the second substance in a similar response happens. Then again, corrosive base response is the point at which an answer of known molarity2 and volume present in a funnel shaped carafe is titrated against an answer of obscure molarity in a burette until balance is reached. As I have appeared in eq. 1, in this examination it was a corrosive responding with a base, subsequently, a corrosive base titration. q. 1 †Hydrochloric Acid + Sodium hydroxide Sodium Chloride + water HCl(aq) + NaOH(aq) NaCl(aq) + H2O(l) In this examination the last response was completed, having hydrochloric corrosive (HCl(aq)) as the analyte in the tapered cup and sodium hydroxide (NaOH(aq)) as the titrant in the burette. The analyte was likewise assigned as th e standard arrangement of the investigation, since it has known estimations of volume and fixation, the figures that permitted the molarity of the titrant to be determined. In a corrosive base titration, the titrant in the burette is bit by bit added to the analyte in the funnel shaped carafe until balance occurs, in this manner, the response arrives at fruition. At the point when balance happens the substances present toward the end point are stoichiometrically comparable, at the end of the day, the estimation of moles of NaOH(aq) present toward the finish of the response is equal to the estimation of moles of HCl(aq) in a similar arrangement as appeared on eq. 2 underneath. eq. 2 †HCl(aq) + NaOH(aq) NaCl(aq) + H2O(l) 1 : 1 The end purpose of a titration response can be acquired through two significant strategies. Initially is by utilizing a pH meter which works by acquainting anodes with the cup containing the standard arrangement. Once in the cone shaped carafe, these anodes would gauge the H+ particles present in the cone shaped jar since they change as the titrant in included, until balance occurs, subsequently, deciding the pH of the arrangement. Realizing that balance happens when the pH of the arrangement is equivalent to 7, thus, toward the end point the pH meter will understand 7. The subsequent technique would utilize a shading pointer this could be paper or in fluid structure. In a corrosive base titration it is advantageous to utilize a marker in fluid. For example, phenolphthalein is an intermittent marker in this kind of response which is dreary in an acidic arrangement and turns pink when in a fundamental arrangement. This marker works by including a couple of drops into the tapered carafe containing the acidic analyte and titrate the essential titrant drop-wise until shade of the arrangement framed in the cone shaped jar changes to pink. Taking everything into account, the shading marker was utilized in this trial since it is the most available technique to gauge the end purpose of a corrosive base titration. The reason for this examination was to decide the obscure molarity of NaOH(aq) from corrosive base titration. The planning of NaOH(aq) was finished by the understudies playing out this examination. The understudies were assigned mass of NaOH(s) that was weakened in water and subsequently acquired the arrangement NaOH(aq), for this situation the titrant. Be that as it may, the analyte was not delivered by the understudy however given. Along these lines, after the titration was proceeded as clarified on the past sections, the information expected to ascertain the molarity of NaOH(aq) was acquired. 1. 3 Preliminary figurings 1. 3. 1 The primary significant incentive to be acquired from the examination was the volume of NaOH(aq) utilized. This was finished by the accompanying condition: eq. 3 †for first arrangement created Average volume of second preliminary †volume of first trial2= V1 eq. 4 †for second arrangement delivered Average volume of second preliminary †volume of first trial2= V2 1. 3. The following stage while deciding the molarity of NaOH(aq) was to compute the moles of HCl(aq) by utilizing the volume HCl(aq) gave on the lab contents and the molarity acquired from the container of HCl(aq) utilized during the examination. The eq. 5 and eq. 6 underneath was utilized to compute: eq. 5 †moles1 = V1 (dm3) ? molarity (M) eq. 6 †moles2 = V2 (dm3) ? molarity (M) 1. 3. 3 The third sig nificant condition, for the two arrangements, important are the quantity of moles of NaOH(aq) present in the response. This was gotten by utilizing proportion of the moles of NaOH(aq) : HCl(aq) utilized during the examination. This can be reviewed by eq. 2 eq. 2 †HCl(aq) + NaOH(aq) NaCl(aq) + H2O(l) 1 : 1. 3. 4 Hence, moles of the two arrangements of NaOH(aq) will be equivalent to the quantity of moles of HCl(aq) since the mole proportion is 1:1. That is for each one mole of HCl(aq) responded, one mole of NaOH(aq) would have responded with to kill the corrosive. Subsequently, the accompanying condition will be utilized: eq. 7 †moles of HCl(aq)= NaOH(aq) 1. 3. 5 Lastly, the condition of the molarity of NaOH(aq): eq. 8 †Molarity for arrangement 1 =moles1volume1 q. 9 †Molarity for arrangement 1 =moles1volume1 2. Examination 2. 1 Apparatus Due to the idea of the examination specialized and exact research center device were utilized to guarantee best exactness in results. For example, so as to quantify the corrosive, a pipette of precisely 20ml was utilized. This was extremely valuable since it helped in decreasing the opportunity of estimating either pretty much of corrosive required for th e examination. Also, the burette used to titrate the NaOH(aq) had 50 ml of volume this permitted enough volume of NaOH(aq) to be titrated, since the specific volume to kill the corrosive was obscure. You read Titration Research Paper in classification Article models Another exact device was the attractive stirrer. Being attractive and electric it permitted the arrangement in the jar to be blended persistently and overwhelmingly and subsequently permit the specific volume of corrosive to be acquired. The different mechanical assembly that were additionally utilized in this trial were simply the arrangements †titrant and analyte †themselves. The sodium hydroxide was given in pellets though the hydrochloric corrosive was given in fluid structure the molarity of 1M. In addition, volumetric carafes of volume of 100ml were likewise given. This were utilized to deliver the NaOH(aq) arrangements, thus the purpose behind permitting 100ml of NaOH(aq) to be created. In its turn, cone shaped carafes of 250 ml of volume were additionally given. As referenced on the basic passages, the analyte is kept in the funnel shaped carafe. For this situation, a volume of 250 ml was permitted to have the corrosive and the titrated base giving enough space for the answer for be shaped. Ultimately, phenolphthalein pointer was given together it a couple of gloves to maintain a strategic distance from unintentional stain on students’ hands. The contraption setting is appeared underneath in fig. 1. fig. 1 †chart of mechanical assembly utilized in the examination 2. 2 Safety as far as security, the examination included extremely solid arrangements. For example, the sodium hydroxide pellets, in spite of the fact that they were in strong structure, in the wake of dissolving in water it could cause serious consumes whenever put in direct contact with skin or eyes. Thus, as a pre-preventative measure a few gloves just as goggles were given to understudies. It was critical to bring up that if there should arise an occurrence of mishap in eyes, swallow or skin get in touch with it ought to be washed vivaciously in bottomless water and look for clinical consideration. With respect to the hydrochloric corrosive, it was an acidic arrangement that whenever gulped it would be destructive. Also to sodium hydroxide it could cause serious consumes if in contact with eyes or skin. For counteraction of any mishap, sterile garments, goggles and gloves were given. Nonetheless, if there should be an occurrence of mishap, clinical exhortation must be promptly given to understudy. 2. 3 Procedure This analysis, it included two unique arrangements of NaOH(aq), hence, it was permitted to understudies to work two by two so as to spare time, since just 3 hours were permitted to perform examination. The initial segment of the examination was to get ready two NaOH(aq) arrangements. Consequently, every understudy was distributed a mass of NaOH(s) to gauge. In this examination performed, 2g and 5g of NaOH(s) pellets were intended to be weight utilizing a 2 decimal spot weight balance. Nonetheless, since moderately huge pellets were given and not powder, it made unrealistic to gauge the specific mass planned, rather, 2. 07g and 5. 19g were gauged. Subsequent to weighting the majority of NaOH(s), the pellets weighting 2. 07g and 5. 19g each mass was placed in a different 250ml volumetric cup, water was added to the carafe and afterward shook so as to let the pellets break down to for an answer An and arrangement B of NaOH(aq) individually. Besides, the mechanical assembly appeared in fig. was as appeared in the figure. Thirdly, 20ml of HCl(aq) was estimated as precise as conceivable by utilizing a pipette if 20 ml of volume. This HCl(aq) estimated was placed in a 250ml funnel shaped carafe. In the wake of setting up the corrosive, for this situation, the analyte, 7 drops of phenolphthalein pointer was added to the cone shaped flagon where the analyte was included. The cone shaped jar was plac

Saturday, August 22, 2020

5 Points of Oedipus Rex Essay

Five Important Points of â€Å"On Misunderstanding the Oedipus Rex† †¢ Oedipus Rex endeavor to legitimize the methods of God to man by: 1. â€Å"Proving† that we get what we merit. A model is the way Oedipus rewarded Creon severely, so the divine beings rebuffed him. 2. Oedipus Rex is â€Å"a catastrophe of destiny†, the play â€Å"proves that man has no freewill and is constrained by divine beings. 3. Sophocles was â€Å"a unadulterated artist†, so he isn't keen on legitimizing the divine beings, and Oedipus Rex was only an energizing play. †¢ Oedipus did unpleasant things unconsciously, on the off chance that they did it intentionally, perusers won’t have sympathy. The shocking legend must have a major good blemish. †¢ A noteworthy distinction among Sophocles and Aeschylus is that Sophocles believes that destiny is genuine, and can not be stayed away from. Oedipus attempts to keep away from the prophet given about him that he will lay down with his mom and execute his dad, however at long last, it despite everything occurs. Aeschylus’ believing is that destiny could be kept away from. As per him, the prophet given to Laius was avoidable: â€Å"Do not conceive a youngster; for on the off chance that you do, that kid will execute you.† †¢ Oedipus blinded himself to cut himself off from contact with humankind. On the off chance that he suicides, he would meet his folks in the following scene. He blinded himself since he was unable to confront the living or the dead. †¢ Oedipus Rex is a play about human significance. Oedipus tumbled from his high situation to the scummiest of the scummy, he despite everything has the solidarity to acknowledge and suffer it. His inward quality is upright, since he seeks after truth at whatever individual expense.

Jihad- A Misunderstood Phenomenon free essay sample

This paper clarifies that the adversarial see with respect to the marvel of Jihad is excessively shallow, off base and preposterous. This paper clarifies that the opposing perspective in regards to the marvel of Jihad is excessively shallow, incorrect and irrational. The creator clarifies that these perspectives win rather than the genuine significance of Jihad. Endnotes. The beginning of each and every religion has encountered powers neutralizing its development. Thus, there have been examples where most significant religions have needed to utilize power so as to endure, win or exist at all so far as that is concerned. We can look into the Christian campaigns or the Samurai atrocities or the Six-day war among Israel and the Arabs or even the kamikaze pilots of the Shinto confidence and the rundown continues endlessly. In spite of the fact that we can't limit the political and social propensities engaged with these wars, anybody with minimal good judgment can come to the end result that the center premise of these wars was religion. We will compose a custom exposition test on Jihad-A Misunderstood Phenomenon or then again any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Islam is no special case in such manner. History, particularly from the western point of view is loaded with the Muslim successes of Spain and India. Islam (in any event in the west) has been marked as the cutting edge variant of barbarianism. This diminish sightedness is a consequence of a few components starting from the Muslims themselves and in the end forming into the inexorably mainstream idea that Islam fundamentally is the Mecca of le diable a quatre. On the off chance that we investigate the Muslim fighting, single word that surfaces each time is Jihad.

Friday, August 21, 2020

Individual Asset Allocation Exercise Essay

Gathering 2 Inquiries for Individual Asset Allocation Exercise: 1. Dispense your anecdotal $1,000,000 among the accompanying three resource classes: Resource U.S. Values U.S. 30-Year Treasury Bonds Money All out Distribution 45% 35% 20% 100% Legitimize your distribution dependent on your standpoint for precise hazard in the U.S. economy throughout the following year. In view of GDP, there is a normal development in rates for the accompanying quarter, however it may not be an emotional one. Rates have been fluctuating inside around a 1-2% territory in the past quarters following 2010. Putting resources into stocks would be coherent when there is a development since more business exercises will be completed, in this way converting into higher corporate benefits. In any case, a developing GDP may put the economy in danger of swelling. Gross domestic product might be becoming because of shopper certainty, which also is by all accounts consistently developing. Customer certainty shows that shoppers are bound to spend and put resources into the economy, which will assist with boosting it. This is useful for stocks since a developing GDP will bring about sound corporate benefits and higher stock costs. Buyers might be increasingly ready to spend and put resources into the economy because of a fall in jobless cases. This implies there are more individuals working so less individuals are petitioning for joblessness protection, hence an improving work advertise. Since more individuals have employments there is additionally spending inside the economy, which converts into a more advantageous economy by and large. Nonetheless, too minimal jobless cases may negatively affect the economy in that it might trigger pay swelling, which is awful news for the financial exchange. Organizations need to set out impetuses like paying additional time or higher wages to draw in business, accordingly spending more in the process of giving birth costs. The Federal Reserve will in general increment loan fees when wage swelling looks excessively compromising, which contrarily influences both the stock and security advertise. Due to the previously mentioned advertise chances in the economy, it appears to be ideal to contribute the biggest section (45%) to US values. The US is by all accounts flourishing in a developing economy since the monetary emergency, which is positive for the financial exchange, since a sound economy prompts an expansion in value costs, which blossoms with developing corporate benefits. It would then be ideal to allot 35% to US multi year treasury bonds, since bonds will in general be less unsafe than stocks. Bonds have a higher probability of getting an arrival on the venture than stocks, which have a higher chance of misfortune. Notwithstanding, bonds do have a lesser rate of profitability, in this manner as much benefit won’t be made contrasted with a stock that’s progressing nicely. Anyway bonds will in general be more secure, however simultaneously are at a danger of being influenced by expansion since the economy regularly strolls a scarcely discernible difference between solid development and unreasonable development in the economy. At long last, 20% ought to be kept as money just to ensure that there is money within reach in the event of crises. Since there are dangers related with both the security and financial exchange the same, as the economy develops and becomes in danger of expansion. Money will have the option to give adaptability during times when the market is feeling constrained.

Wednesday, July 22, 2020

What Is a Statement of Settlement?

What Is a Statement of Settlement?In a personal injury lawsuit, the final statement is usually not written until the settlement is settled. This final statement is then signed by both sides and if the court approves the settlement agreement, they file a final judgment.A final statement is typically quite brief and it should cover a number of points. To keep your case moving along without losing momentum, be sure to take a few minutes to read over the various points covered in the final statement, and ensure that all the proper issues are addressed in it.An important point that must be included in the final statement is a claim for damages or injuries. This statement needs to be supported by a medical opinion and you should get this document from the doctor treating you. Also, be sure to get copies of the reports related to the physical therapy and work done on you by the physician.Next, you will want to mention damages related to the pain and suffering you suffered. Be sure to explai n how this money will be used to make the life changes you've discussed with your doctor. You should be clear on how the damages are to be used and the jury should see this as a clear and compelling statement. Also, it is important to note that the jury will determine how much the damages will be, which means that you should take into account all the factors that will affect how much you get paid.Next, you will want to get your damages stated out. Some examples of damages could include past and future loss of income, pain and suffering, future medical bills, pain and suffering, loss of a living wage, lost wages and future expenses, care and maintenance, temporary physical disabilities, nursing home costs, pain and suffering due to the injury, dental expenses, and any other expenses associated with your injuries. Be sure to take time to get your damages explained.Lastly, the final statement should mention the date of the settlement. This will also help to settle any doubts on whether the settlement has been settled or not.You can have a lawyer draft the final statement for you if you are not a lawyer. You should be able to get the lawyer to do this without difficulty, though, since this type of statement is normally in black and white. You don't need to worry about whether the lawyer's legal skills are adequate or not, since the writing in this statement is simple and direct.Remember, it is very important to get your final statement together for your personal injury lawsuit. It will prove to the jury that you have suffered an injury, that you're seeking damages for this injury, and that you've offered the settlement in writing. If you're confident about these points, be sure to get the statement out on time, as many of the jurors won't understand the language or the concept of a written settlement.

Saturday, June 27, 2020

Exploring and analyzing the exchange of derivatives - Free Essay Example

Derivative is a financial asset which derives its value from specified underlying asset. A derivative does not have any physical existence but emerges out of a contract between two parties. It does not have any value of its own but its value, in turn, depends on the value of other physical assets which are called underlying asset. These underlying assets may be shares, debentures, tangible commodities, currencies, or short term or long term financial securities. Securities Contracts (regulation) Act, 1956 defines a derivative as a security derived from a debt instrument, share loan and contract which derive their value from price or index of prices of underlying securities. The value of derivative may depend upon any of these underlying assets. The parties to the contract of derivatives are the parties other than the issuer or dealer in underlying asset. Some of the basic features of derivatives are: As the derivatives are not the physical assets, the transactions in the derivative are settled by the offsetting/squaring transaction in the same derivative. The differences in the value of the derivative is cash settled There is no limit on number of units transacted in the derivative market because there is no physical asset to be transacted. The derivative markets are usually the screen based computerized exchanges as against the trading markets for physical asset. Derivatives are only secondary market securities and cannot help in raising funds to a firm. In fact derivatives arise only when the shares and debentures are already issued by the companies. The derivative market is quite liquid and transactions can be effected easily. The derivatives provide a hedging of price risk of financial transactions over a certain period. It is a contract to be settled in future, by cash payment of difference in price. A derivative price must be distinguished from the underlying assets though the value of derivative and the underlying assets are related Types of Derivatives Commodity Derivatives and Financial derivatives: Derivatives contracts may be entered into for different type of commodities such as sugar, jute, pepper, jiggery, castor seeds etc. on the other hand the derivatives in currencies, gilt edged securities, shares, share indices etc are known as Financial derivatives. These are transacted all over the world. In India Stock Index futures, Stock Index Option, Stock Options, and Stock futures can be traded at BSE and NSE. Basic Derivative and Complex Derivative: The basic derivative are derivatives on underlying assets. Futures and options are two basic derivatives. However there are certain other derivatives such as swaps which may be classified as complex derivatives. Participants in Derivative Market In the derivative market, different types of parties participate. The derivatives are the hedging instrument participants with the objective also trade in the derivatives. Various participants may be classified into: Hedgers: derivatives have come upto the needs of the hedgers. Derivatives help both the parties to hedge. In case of commodity future contract farmers want to lock in the price for their produce and the merchants want to lock in the price they want to pay for the produce. Futures contract enable both the parties to hedge. Hedgers can use option contract also. Option protect the hedgers against the price movements while still allowing them to benefit from favourable price movements. So the hedgers have risk exposure which they offset by a derivative. Hedgers seek to protect themselves against price changes in an asset in which they have an interest. Speculators: Speculators are participants who are ready to take a risk for some return. They take position in the market either by betting that price will go up or by betting that the prices will go down. A participant will can speculate in futures or options. Speculators potential gain or loss is very large in case of futures, however loss may be limited and gain will be unlimited in case of options. Speculators are major player in derivative market. Arbitrageurs: Arbitrageurs are another group of participant in the derivative market. The arbitrage refers to locking in to risk less profit by simultaneously entering into two transactions in two different markets. The profit opportunities appear because of differences in price of the same asset in different markets. Types of Financial derivatives Forwards: Transaction agreements in assets can be broadly classified as Steady or Ready delivery contracts: where the asset is to be physically delivered immediately or within few days and payment is made in cash Future Delivery Contract: where the physical delivery of the asset is slated for the future date and the payment to be made as agreed. The futures delivery can be further classified as: Non transferable future delivery contract, where the contract must be performed by the parties as per the terms and condition mentioned. Transferable future delivery contract, when the parties to the contract can transfer the rights and obligation under the contract to the third party. The first one is known as forward contract and the second one is known as future contract. A Forward contract is agreement between two parties to buy or sell an asset at a future date at an agreed price today. Futures: A future is a contract to buy or sell the stated quantity of a commodity or a financial claim at a specified price at a future specified date. The parties to the future have to buy or sell the asset regardless of what happens to its value during the intervening period or what shall be the price on the date for which the contract is finalized. The futures are transferrable future delivery contract. Both the parties to the future have the right to transfer the contract by entering into an offsetting futures contract. It is not transferred until the settlement date then they have obligation to fulfill the terms and condition of the contract. Futures are traded on the exchanges and the terms of the futures contract are standardized by the exchange with reference to quantity, date, unit of price quotation, minimum change in price etc. futures can be of commodities such as agricultural products, oil gas, gold, silver etc. Or of financial claims such as shares, debentures, treasury bonds, share index, foreign exchange etc. Option: these are contracts which provide the holder the right to sell or buy a specified quantity of an underlying asset at a fixed price on or before the expiration of the option date. Options provide a right and not the obligation to buy or sell. The holder of the option can exercise the option at his discretion or may allow the option to lapse. As the option provide the right to buy or sell, these are the two types of option: The Call Option: A call option provides to the holder a right to buy a specified assets at a specified price on or before a specified date. The Put Option: A put option provides to the holder a right to sell specified assets at specified price on or before a specified date Swap: A swap is a contract in which two parties agree to exchange their respective cash flows. These are private arrangements between the parties to exchange cash flows accordingly to some pre arranged terms. The parties to the swap contract are known as counter parties. In swap one party agrees to exchange his set of pre-determined cash flows with the pre-determined cash flows of the other party. The swaps are of two types: Currency Swaps: A currency swap is transaction between two parties in which one promises to make a series of payment to other party at a specific date in exchange for a payment from the other party in different currencies. So in swaps the cash flows of different currencies are swapped Interest Rate Swap: these are the agreement between two parties in which each party makes a series of interest payment to the other party at pre-determined dates. At least one the interest rate is variable, i.e. floating rate in the sense that at which the interest payments will be made at the later date is known. The most common interest rate swap is known as Plain Vanilla swap in which one rate is fixed and other rate is floating History of Derivatives The history of derivatives is quite colorful and surprisingly a lot longer than most people think. Forward delivery contracts, stating what is to be delivered for a fixed price at a specified place on a specified date, existed in ancient Greece and Rome. Roman emperors entered forward contracts to provide the masses with their supply of Egyptian grain. These contracts were also undertaken between farmers and merchants to eliminate risk arising out of uncertain future prices of grains. Thus, forward contracts have existed for centuries for hedging price risk. The first organized commodity exchange came into existence in the early 1700s in Japan. The first formal commodities exchange, the Chicago Board of Trade (CBOT), was formed in 1848 in the US to deal with the problem of credit risk and to provide centralized location to negotiate forward contracts. From forward trading in commodities emerged the commodity futures. The first type of futures contract was called to arrive at. Trading in futures began on the CBOT in the 1860s. In 1865, CBOT listed the first exchange traded derivatives contract, known as the futures contracts. Futures trading grew out of the need for hedging the price risk involved in many commercial operations. The Chicago Mercantile Exchange (CME), a spin-off of CBOT, was formed in 1919, though it did exist before in 1874 under the names of Chicago Produce Exchange (CPE) and Chicago Egg and Butter Board (CEBB). The first financial futures to emerge were the currency in 1972 in the US. The first foreign currency futures were traded on May 16, 1972, on International Monetary Market (IMM), a division of CME. The currency futures traded on the IMM are the British Pound, the Canadian Dollar, the Japanese Yen, the Swiss Franc, the German Mark, the Australian Dollar, and the Euro dollar. Currency futures were followed soon by interest rate futures. Interest rate futures contracts were traded for the first time on the CBOT on October 20, 1975. Stock index futures and options emerged in 1982. The first stock index futures contracts were traded on Kansas City Board of Trade on February 24, 1982. T he first of the several networks, which offered a trading link between two exchanges, was formed between the Singapore International Monetary Exchange (SIMEX) and the CME on September 7, 1984. Options are as old as futures. Their history also dates back to ancient Greece and Rome. Options are very popular with speculators in the tulip craze of seventeenth century Holland. Tulips, the brightly coloured flowers, were a symbol of affluence; owing to a high demand, tulip bulb prices shot up. Dutch growers and dealers traded in tulip bulb options. There was so much speculation that people even mortgaged their homes and businesses. These speculators were wiped out when the tulip craze collapsed in 1637 as there was no mechanism to guarantee the performance of the option terms. The first call and put options were invented by an American financier, Russell Sage, in 1872. These options were traded over the counter. Agricultural commodities options were traded in the nineteenth century in England and the US. Options on shares were available in the US on the over the counter (OTC) market only until 1973 without much knowledge of valuation. A group of firms known as Put and Call brokers and Dealers Association was set up in early 1900s to provide a mechanism for bringing buyers and sellers together. On April 26, 1973, the Chicago Board options Exchange (CBOE) was set up at CBOT for the purpose of trading stock options. It was in 1973 again that black, Merton, and Scholes invented the famous Black-Scholes Option Formula. This model helped in assessing the fair price of an option which led to an increased interest in trading of options. With the options markets becoming increasingly popular, the American Stock Exchange (AMEX) and the Philadelphia Stock Exchange (PHLX) began trading in options in 1975. The market for futures and options grew at a rapid pace in the eighties and nineties. The collapse of the Bretton Woods regime of fixed parties and the introduction of floating rates for currencies in the international financial markets paved the way for development of a number of financial derivatives which served as effective risk management tools to cope with market uncertainties. The CBOT and the CME are two largest financial exchanges in the world on which futures contracts are traded. The CBOT now offers 48 futures and option contracts (with the annual volume at more than 211 million in 2001).The CBOE is the largest exchange for trading stock options. The CBOE trades options on the SP 100 and the SP 500 stock indices. The Philadelphia Stock Exchange is the premier exchange for trading foreign options. The most traded stock indices include SP 500, the Dow Jones Industrial Average, the Nasdaq 100, and the Nikkei 225. The US indices and the Nikkei 225 trade almost round the clock. The N225 is also traded on the Chicago Mercantile Exchange. Derivatives in India (Now) At present Derivatives Trading has been permitted by the SEBI on the derivative segment of the BSE and the FO segment of the NSE. The nature of derivative contracts permitted are: Index Futures contracts introduced in June 2000 Index Option introduced in June 2001 Stock Option introduced in July 2001 Currency Futures and options introduced in 2008 Interest rate futures introduced in August 2009 The minimum contract size for a derivative contract is Rs 2 Lakh. Besides the minimum contract size, there is a stipulation for lot size of a derivative contract. The lot size refers to number of securities underlying in one contract. The lot size of the underlying individual security should be in multiples of 100 and fractions. Commodity Exchanges In India there are 25 recognized future exchanges, of which there are three national level multi commodity exchanges. After a gap of almost three decades, Government of India has allowed forward transactions in commodities through Online Commodity Exchanges, a modification of traditional business known as Adhat and Vayda Vyapar to facilitate better risk coverage and delivery of commodities. The three exchanges are: National Commodity Derivatives Exchange Limited (NCDEX) Multi Commodity Exchange of India Limited (MCX) National Multi-Commodity Exchange of India Limited (NMCEIL) All the exchanges have been set up under overall control of Forward Market Commission (FMC) of Government of India. National Commodity Derivatives Exchange Limited (NCDEX) National Commodity Derivatives Exchange Limited (NCDEX) located in Mumbai is a public limited company incorporated on April 23, 2003 under the Companies Act, 1956 and had commenced its operations on December 15, 2003.This is the only commodity exchange in the country promoted by national level institutions. It is promoted by ICICI Bank Limited, Life Insurance Corporation of India (LIC), National Bank for Agriculture and Rural Development (NABARD) and National Stock Exchange of India Limited (NSE). It is a professionally managed online multi commodity exchange. NCDEX is regulated by Forward Market Commission and is subjected to various laws of the land like the Companies Act, Stamp Act, Contracts Act, Forward Commission (Regulation) Act and various other legislations. Multi Commodity Exchange of India Limited (MCX) Headquartered in Mumbai Multi Commodity Exchange of India Limited (MCX), is an independent and de-mutulised exchange with a permanent recognition from Government of India. Key shareholders of MCX are Financial Technologies (India) Ltd., State Bank of India, Union Bank of India, Corporation Bank, Bank of India and Canara Bank. MCX facilitates online trading, clearing and settlement operations for commodity futures markets across the country. MCX started offering trade in November 2003 and has built strategic alliances with Bombay Bullion Association, Bombay Metal Exchange, and Solvent Extractors. Association of India, Pulses Importers Association and Shetkari Sanghatana. National Multi-Commodity Exchange of India Limited (NMCEIL) National Multi Commodity Exchange of India Limited (NMCEIL) is the first demutualized, Electronic Multi-Commodity Exchange in India. On 25th July, 2001, it was granted approval by the Government to organise trading in the edible oil complex. It has operationalized from November 26, 2002. Central Warehousing Corporation Ltd., Gujarat State Agricultural Marketing Board and Neptune Overseas Limited are supporting it. It got its recognition in October 2002 Research Methodology Correlation Analysis Correlation analysis is a statistical technique used to measure the magnitude of linear relationship between two variables. Correlation analysis cannot be used in isolation to describe the relationship between variables. It can be used along with regression to determine the relationship between two variables. Thus it can be used as the basis for further analysis. There are two prominent correlation coefficients i.e. Pearson Product Correlation Coefficient and Spearmans Rank Correlation Coefficient. But in this report we have used the Pearsons method to compute the correlation. Pearson Product Correlation Coefficient It measures the strength of the linear relationship between two variables. This is also known as simple correlation coefficient and is denoted by r. The r value ranges from -1 to +1. If the r value is -1 than it indicates that there is the perfect negative relationship between the two variables. If the value is +1 than it indicates the perfect positive relationship between the two variables. If the value is 0 it indicates that there is no relationship between the two variables. It can be calculated as follows https://mathbits.com/mathbits/tisection/statistics2/IntroS7.gif Where r = correlation coefficient for the variables X and Y Regression Analysis Regression analysis is another statistical tool for measuring the association the between the two variables. It is the technique used to predict the nature and closeness of relationship between two or more variables. This method is different from correlation analysis. It helps to evaluate the causal effect of one of the dependent variable based on the information about one or more independent variables. Regression analysis that involves two variables is termed bi-variate linear regression analysis. Regression analysis that involves more than two variables is termed as multiple regression analysis. The bi-variate linear regression involves analyzing the straight line relationship between the two continuous variables. The bi-variate linear regression can be expressed as: Y=  Ãƒâ€šÃ‚ ¡ + ÃÆ'Ã… ½Ãƒâ€šÃ‚ ²x Y represents the dependent variable X represents the independent variable  Ãƒâ€šÃ‚ ¡ and ÃÆ'Ã… ½Ãƒâ€šÃ‚ ² are the two constants which are known as regression coefficients ÃÆ'Ã… ½Ãƒâ€šÃ‚ ² is the slope coefficient i.e. ÃÆ'Ã… ½Ãƒâ€šÃ‚ ² is the change in the value of Y with the corresponding change in 1 unit of X.

Friday, May 22, 2020

When and How Do I Fertilize Trees

Ideally, growing trees should be fertilized throughout the year but a bit differently as trees age. A tree needs larger amounts of nitrogen (N) based fertilizer during the growing season. Nitrogen-based solutions should be applied during the early spring and summer months. Several light applications a year are preferred as the tree gets older to a point where they need very little fertilizer. A soil test may be needed to determine the amounts of phosphorus (P), potassium (K). Read the label for proper ratios and application rates of N, P, and K for trees. Important Age Considerations Here is how you should fertilize  a tree as it ages: Newly planted tree phase - these trees are still babies and should have only minimal applications of a quick release fertilizer and more of a type that releases slowly. High nitrogen release rates on newly planted trees will burn roots and leaves  on contact. Note: Liquid and fully composted fertilizers have the fastest release rates while slow release forms tend to be granular and less water soluble.Rapidly growing young tree phase - encouraging the rapid growth of young saplings may be in your tree management plan. It is certainly desirable and appropriate to up the fertilization rates, especially with adequately spaced trees on sites low in organic matter. When using the recommended rate labeled on your fertilizer container, a twice a year feeding is perfect.Mature and stable tree phase -  As trees mature their growth rate naturally slows down. The need for fertilization drops and your applications need to be reduced. You have now arrived at a low maintenance level for fertili zing  established trees. The purpose of this low maintenance level is to maintain trees in a healthy condition without excessive vegetative growth. Again, for young trees, the time to put out fertilizer is late March through early June. When a tree reaches the desired height you may want to decrease the fertilizer application to only once a year. How to Fertilize a Tree You do not need to remove mulch to fertilize! Scatter or drop pellet fertilizer under the trees drip zone but avoid touching the tree trunk with the material. Do not over-fertilize. An application of between .10 and .20 pounds of nitrogen per 100 sq. ft. will be adequate. Again, read the label. Keep solid or concentrated fertilizer off stems and leaves and adequately water the fertilizer into the soil as that prevents fertilizer burn injury to roots. Stick with the higher ratio nitrogen fertilizers unless your tree is determined to be deficient in potassium or phosphorus (soil test). N-P-K rates of 18-5-9, 27-3-3, or 16-4-8 are good bets. Not all trees are alike and conifers rarely need high rates of fertilizer so you might want to skip applications or stop feeding after a year. Organic Fertilizers Some uncomposted  Organic fertilizers come from plant and animal sources. These fertilizers have a slower release of nutrients as they need to be decomposed by soil microorganisms. They are easy on plant roots but take longer to become effective. Organic fertilizers are harder to find than inorganic fertilizers and often more expensive but they are the least harmful and less exacting when applying. The best organic fertilizers are cottonseed meal, bone meal, manure and chicken litter. Read the label (if packaged) for application methods and amounts to use.​ Inorganic Fertilizers Inorganic fertilizers are inexpensive and are the most frequently used fertilizers for trees. Inorganic nitrogen based tree food sources are sodium nitrate, ammonium nitrate, and ammonium sulfate.General purpose fertilizers are complete with N-P-K which is usually defined as the ratio of nitrogen, phosphorus, and potassium in the mixture. You can use these excellent fertilizers but dont overdo. Use high-ratio nitrogen products unless a soil test suggests a lack of other nutrients. Inorganic fertilizers can come in slow-release, liquid or water-soluble for foliar application. Read the label for application rates. Remember Organic Soil Amendments The greatest value of most organic materials is in the change they bring to soil structure. Remember that chemical fertilizers have no positive physical effect on soil structure. Peat moss, leaf mold, aged pine bark, or sawdust and stable manure can improve the soil while adding nutrients. These amendments increase the fertilizer and water-holding capacity of many soils. Mulching with these amendments aids in root development.

Monday, May 18, 2020

The Military Sector Of The Marine Corps - 1734 Words

We are losing some of our best Machinists and Welders after their first enlistment due to the lucrative options available in the civilian sector and the lack of opportunities to display their innovative nature in the Marine Corps. An additive and subtractive fabricator in the trenches would serve to be an asset to commanders, because he/she will not be limited by technology or lack of expertise. Both of these specialties present an opportunity to exploit manufacturing capabilities. After all, exploitation is a human endeavor and until unmanned technologies take over completely, is it not the Marines using the technologies that are the assets? In the civilian sector, experience is often necessary in most fields; however, machining and†¦show more content†¦Thus, the opportunities to exploit machining and welding capabilities disappear along with the opportunities to pass down their knowledge and skills through guidance and mentoring. Interestingly enough the current manpower s tructure places these two MOS’ side by side in every ESB, Maintenance battalion and Ground Ordnance Vehicle Battalions. In an effort to challenge the status quo and to continue on with the Commandant guidance; what benefits could arise if these two specialties are aligned together and be allowed to merge at the fifteen year mark? These two specialties share similar skills in terms of fabrication and metallurgy, including a thorough understanding of the physical and mechanical properties of metals. They both have a strong understanding of structural design and manufacturing regardless of material. And one particular aspect that is often overlooked is the ability to be critical thinkers, as this is inherent with artistic creation (White, Robinson 2001). Additionally, all the processes used in machining and welding require a level of critical thinking and creativity in order to maximize efforts and resources. The current employment of these two specialties is minimal while in garrison; however, while forward deployed, these specialties become an integral part of combat innovation. Their creativity and ingenuity have made a significant impact in the

Thursday, May 7, 2020

The Extermination Of The Holocaust - 1149 Words

In October, 1941 SS General Odilo Globocnik was authorized to institute a plan to systematically murder all Jews residing in the Generalgouvernement. This project received the code name of Operation Reinhard. To accomplish this elimination of approximately 2 million Jews, Globocnik created a Department on his staff. SS Major Hermann Hofle coordinated the deportation of the Jews to three killing centers in German-occupied Poland: Belzec, Sobibor, and Treblinka II. A small minority of Jews were used as forced laborers prior to killing them. These Jews were transported to Operation Reinhard labor camps and to the Lublin/Majdanek concentration camp. This camp was established primarily as a concentration camp. However, it did also†¦show more content†¦Up to 6 million Jews, two-thirds of the Jews living in Europe in 1939, were executed as a result of the Final Solution. Railroads were the essential link to the killing process. Trains carrying human cargo from every corner of Nazi-occupied Europe rolled into death camps. The death camps were strategically positioned along major rail lines. At Auschwitz alone there were 44 parallel tracks at the train station. A special spur was built to run directly into the exit ramp at Birkenau. Th e Jews were transported to the death camps in cattle cars and freight cars. Initially, there were three forms of deportation. The first one was when the Jews were moved from cities and towns to transit camps or ghettos. Secondly, they were transported from smaller ghettos to larger ones. However, from 1942 on, the only deportation that existed was the trip to one of the six major killing centers, i.e., Auschwitz-Birkenau, Majdanek, Chelmno, Treblinka, Belzec, and Sobibor. The train trip was long. The sealed cattle cars held 80 to 100 people. In the summer they were suffocatingly hot and unheated and freezing cold in the winter. There were very few provisions for food and water. They provided a bucket for bodily needs. They were forced to sit in urine and feces. When they arrived, they were grateful thinking the worst was over and behind them. Little did they know their ordeal was just beginning. There were more than 9,000 camps for different purposes

Wednesday, May 6, 2020

PSO Poem Analysis - 725 Words

There are several complexes as well as nonlinear problems which can be solved using a special type of optimization techniques. Some of which are inspired by natural phenomenon like Fish Schooling, Swarm behavior, Ant colony etc. Among these, the PSO is a simple but powerful search technique which gives better results. The PSO algorithm maintains a population of particle where each particle represents a potential solution to an optimization problem, each potential solution in PSO is also associated with a randomized velocity and then the potential solution called particles are flown through the problem space. Let S be the size of swarm where each particle i can be represented as an object with several characteristics. A population of the†¦show more content†¦The update position is updated only if current position X_id^((t+1)) has better results compared to the previous position X_id^((t)) otherwise, the position of the particle remains unchanged as the new position of a parti cle depends on previous position, pbest and gbest. Therefore pbest and gbest play an important role in optimization technique [4,8]. 2.1.1 PSO Variants The two main feature of optimization algorithms is exploitation and exploration. Exploration is an ability of the algorithm to explore a different region of search space in a manner to locate good optimum while exploitation is the ability to concentrate the search around the promising area in order to refine a candidate solution. Also, exploration deals with global optimal and exploitation provide local optimization and to handle these feature inertia weight parameter (w) is used in modified PSO. A Higher value of ‘w’ gives better exploration and lower value of ‘w’ gives better exploitation [4,9]. 2.1.2 Constant Weighted Inertia PSO (CWI - PSO) CWI –PSO provides a constant rate for Exploitation and Exploration. Here inertia weight remains constant in all iteration. This algorithm is problem specific and it is difficult to find out the constant value for a particular problem. To find constant inertia weight many simulations are carried out with different inertia weights. It is defined as wt=c

Advanced Accounting Free Essays

AcceptedAccountingPrinciples1. Accounting standard-setting environments 2. Financial instruments and income tax allocation 3. We will write a custom essay sample on Advanced Accounting or any similar topic only for you Order Now Introduction to intercorporate investments 4. Consolidation subsequent to acquisition 5. Intercompany transactions 6. Issues in ownership interests and joint ventures 7. Foreign activities 8. Translation and consolidation of foreign subsidiaries 9. Financial reporting in the not-for-profit and public sectors 10. Fund accounting 11. Accounting standard-setting environments 12. Financial instruments and income tax allocation 13. Introduction to intercorporate investments 14. Consolidation subsequent to acquisition 5. Intercompany transactions 16. Issues in ownership interests and joint ventures 17. Foreign activities 18. Translation and consolidation of foreign subsidiaries 19. Financial reporting in the not-for-profit and public sectors 20. Fund accounting 21. Accounting standard-setting environments 22. Financial instruments and income tax allocation 23. Introduction to intercorporate investments 24. Consolidation subsequent to acquisition 25. Intercompany transactions 26. Issues in ownership interests and joint ventures 27. Foreign activities 28. Translation and consolidation of foreign subsidiaries 29. Financial reporting in the not-for-profit and public sectors 30. Fund accounting 31. Accounting standard-setting environments 32. Financial instruments and income tax allocation 33. Introduction to intercorporate investments 34. Consolidation subsequent to acquisition 35. Intercompany transactions 36. Issues in ownership interests and joint ventures 37. Foreign activities 38. Translation and consolidation of foreign subsidiaries 39. Financial reporting in the not-for-profit and public sectors 40. Fund accounting 41. Accounting standard-setting environments 42. Financial instruments and income tax allocation 3. Introduction to intercorporate investments 44. Consolidation subsequent to acquisition 45. Intercompany transactions 46. Issues in ownership interests and joint ventures 47. Foreign activities 48. Translation and consolidation of foreign subsidiaries 49. Financial reporting in the not-for-profit and public sectors 50. Fund accounting 51. Accounting standard-setting environments 52. Financial instruments and income tax allocation 53. Introduction to intercorporate investments 54. Consolidation subsequent to acquisition 55. Intercompany transactions 56. Issues in ownership interests and joint ventures 7. Foreign activities 58. Translation and consolidation of foreign subsidiaries 59. Financial reporting in the not-for-profit and public sectors 60. Fund accounting 61. Accounting standard-setting environments 62. Financial instruments and income tax allocation 63. Introduction to intercorporate investments 64. Consolidation subsequent to acquisition 65. Intercompany transactions 66. Issues in ownership interests and joint ventures 67. Foreign activities 68. Translation and consolidation of foreign subsidiaries 69. Financial reporting in the not-for-profit and public sectors 70. Fund accounting 71. Accounting standard-setting environments 72. Financial instruments and income tax allocation 73. Introduction to intercorporate investments 74. Consolidation subsequent to acquisition 75. Intercompany transactions 76. Issues in ownership interests and joint ventures 77. Foreign activities 78. Translation and consolidation of foreign subsidiaries 79. Financial reporting in the not-for-profit and public sectors 80. Fund accounting 81. Accounting standard-setting environments 82. Financial instruments and income tax allocation 83. Introduction to intercorporate investments 84. Consolidation subsequent to acquisition 5. Intercompany transactions 86. Issues in ownership interests and joint ventures 87. Foreign activities 88. Translation and consolidation of foreign subsidiaries 89. Financial reporting in the not-for-profit and public sectors 90. Fund accounting 91. Accounting standard-setting environments 92. Financial instruments and income tax allocation 93. Introduction to intercorpora te investments 94. Consolidation subsequent to acquisition 95. Intercompany transactions 96. Issues in ownership interests and joint ventures 97. Foreign activities 98. Translation and consolidation of foreign subsidiaries 99. Financial reporting in the not-for-profit and public sectors 100. Fund accounting 101. Accounting standard-setting environments 102. Financial instruments and income tax allocation 103. Introduction to intercorporate investments 104. Consolidation subsequent to acquisition 105. Intercompany transactions 106. Issues in ownership interests and joint ventures 107. Foreign activities 108. Translation and consolidation of foreign subsidiaries 109. Financial reporting in the not-for-profit and public sectors 110. Fund accounting 111. Accounting standard-setting environments 112. Financial instruments and income tax allocation 13. Introduction to intercorporate investments 114. Consolidation subsequent to acquisition 115. Intercompany transactions 116. Issues in ownership interests and joint ventures 117. Foreign activities 118. Translation and consolidation of foreign subsidiaries 119. Financial reporting in the not-for-profit and public sectors 120. Fund accounting 121. Accounting standar d-setting environments 122. Financial instruments and income tax allocation 123. Introduction to intercorporate investments 124. Consolidation subsequent to acquisition 125. Intercompany transactions 126. Issues in ownership interests and joint ventures 27. Foreign activities 128. Translation and consolidation of foreign subsidiaries 129. Financial reporting in the not-for-profit and public sectors 130. Fund accounting 131. Accounting standard-setting environments 132. Financial instruments and income tax allocation 133. Introduction to intercorporate investments 134. Consolidation subsequent to acquisition 135. Intercompany transactions 136. Issues in ownership interests and joint ventures 137. Foreign activities 138. Translation and consolidation of foreign subsidiaries 139. Financial reporting in the not-for-profit and public sectors 140. Fund accounting 141. Accounting standard-setting environments 142. Financial instruments and income tax allocation 143. Introduction to intercorporate investments 144. Consolidation subsequent to acquisition 145. Intercompany transactions 146. Issues in ownership interests and joint ventures 147. Foreign activities 148. Translation and consolidation of foreign subsidiaries 149. Financial reporting in the not-for-profit and public sectors 150. Fund accounting 151. Accounting standard-setting environments 152. Financial instruments and income tax allocation 153. Introduction to intercorporate investments 154. Consolidation subsequent to acquisition 55. Intercompany transactions 156. Issues in ownership interests and joint ventures 157. Foreign activities 158. Translation and consolidation of foreign subsidiaries 159. Financial reporting in the not-for-profit and public sectors 160. Fund accounting 161. Accounting standard-setting environments 162. Financial instruments and income tax allocation 163. Introd uction to intercorporate investments 164. Consolidation subsequent to acquisition 165. Intercompany transactions 166. Issues in ownership interests and joint ventures 167. Foreign activities 168. Translation and consolidation of foreign subsidiaries 169. Financial reporting in the not-for-profit and public sectors 170. Fund accounting 171. Accounting standard-setting environments 172. Financial instruments and income tax allocation 173. Introduction to intercorporate investments 174. Consolidation subsequent to acquisition 175. Intercompany transactions 176. Issues in ownership interests and joint ventures 177. Foreign activities 178. Translation and consolidation of foreign subsidiaries 179. Financial reporting in the not-for-profit and public sectors 180. Fund accounting 181. Accounting standard-setting environments 182. Financial instruments and income tax allocation 83. Introduction to intercorporate investments 184. Consolidation subsequent to acquisition 185. Intercompany transactions 186. Issues in ownership interests and joint ventures 187. Foreign activities 188. Translation and consolidation of foreign subsidiaries 189. Financial reporting in the not-for-profit and public sectors 190. Fund accounting 191. Accounting standar d-setting environments 192. Financial instruments and income tax allocation 193. Introduction to intercorporate investments 194. Consolidation subsequent to acquisition 195. Intercompany transactions 196. Issues in ownership interests and joint ventures 97. Foreign activities 198. Translation and consolidation of foreign subsidiaries 199. Financial reporting in the not-for-profit and public sectors 200. Fund accounting 201. Accounting standard-setting environments 202. Financial instruments and income tax allocation 203. Introduction to intercorporate investments 204. Consolidation subsequent to acquisition 205. Intercompany transactions 206. Issues in ownership interests and joint ventures 207. Foreign activities 208. Translation and consolidation of foreign subsidiaries 209. Financial reporting in the not-for-profit and public sectors 210. Fund accounting 211. Accounting standard-setting environments 212. Financial instruments and income tax allocation 213. Introduction to intercorporate investments 214. Consolidation subsequent to acquisition 215. Intercompany transactions 216. Issues in ownership interests and joint ventures 217. Foreign activities 218. Translation and consolidation of foreign subsidiaries 219. Financial reporting in the not-for-profit and public sectors 220. Fund accounting 221. Accounting standard-setting environments 222. Financial instruments and income tax allocation 223. Introduction to intercorporate investments 224. Consolidation subsequent to acquisition 25. Intercompany transactions 226. Issues in ownership interests and joint ventures 227. Foreign activities 228. Translation and consolidation of foreign subsidiaries 229. Financial reporting in the not-for-profit and public sectors 230. Fund accounting 231. Accounting standard-setting environments 232. Financial instruments and income tax allocation 233. Introd uction to intercorporate investments 234. Consolidation subsequent to acquisition 235. Intercompany transactions 236. Issues in ownership interests and joint ventures 237. Foreign activities 238. Translation and consolidation of foreign subsidiaries 239. Financial reporting in the not-for-profit and public sectors 240. Fund accounting 241. Accounting standard-setting environments 242. Financial instruments and income tax allocation 243. Introduction to intercorporate investments 244. Consolidation subsequent to acquisition 245. Intercompany transactions 246. Issues in ownership interests and joint ventures 247. Foreign activities 248. Translation and consolidation of foreign subsidiaries 249. Financial reporting in the not-for-profit and public sectors 250. Fund accounting 251. Accounting standard-setting environments 252. Financial instruments and income tax allocation 53. Introduction to intercorporate investments 254. Consolidation subsequent to acquisition 255. Intercompany transactions 256. Issues in ownership interests and joint ventures 257. Foreign activities 258. Translation and consolidation of foreign subsidiaries 259. Financial reporting in the not-for-profit and public sectors 260. Fund accounting 261. Accounting standar d-setting environments 262. Financial instruments and income tax allocation 263. Introduction to intercorporate investments 264. Consolidation subsequent to acquisition 265. Intercompany transactions 266. Issues in ownership interests and joint ventures 67. Foreign activities 268. Translation and consolidation of foreign subsidiaries 269. Financial reporting in the not-for-profit and public sectors 270. Fund accounting 271. Accounting standard-setting environments 272. Financial instruments and income tax allocation 273. Introduction to intercorporate investments 274. Consolidation subsequent to acquisition 275. Intercompany transactions 276. Issues in ownership interests and joint ventures 277. Foreign activities 278. Translation and consolidation of foreign subsidiaries 279. Financial reporting in the not-for-profit and public sectors 280. Fund accounting 281. Accounting standard-setting environments 282. Financial instruments and income tax allocation 283. Introduction to intercorporate investments 284. Consolidation subsequent to acquisition 285. Intercompany transactions 286. Issues in ownership interests and joint ventures 287. Foreign activities 288. Translation and consolidation of foreign subsidiaries 289. Financial reporting in the not-for-profit and public sectors 290. Fund accounting 291. Accounting standard-setting environments 292. Financial instruments and income tax allocation 293. Introduction to intercorporate investments 294. Consolidation subsequent to acquisition 95. Intercompany transactions 296. Issues in ownership interests and joint ventures 297. Foreign activities 298. Translation and consolidation of foreign subsidiaries 299. Financial reporting in the not-for-profit and public sectors 300. Fund accounting 301. Accounting standard-setting environments 302. Financial instruments and income tax allocation 303. Introd uction to intercorporate investments 304. Consolidation subsequent to acquisition 305. Intercompany transactions 306. Issues in ownership interests and joint ventures 307. Foreign activities 308. Translation and consolidation of foreign subsidiaries 309. Financial reporting in the not-for-profit and public sectors 310. Fund accounting 311. Accounting standard-setting environments 312. Financial instruments and income tax allocation 313. Introduction to intercorporate investments 314. Consolidation subsequent to acquisition 315. Intercompany transactions 316. Issues in ownership interests and joint ventures 317. Foreign activities 318. Translation and consolidation of foreign subsidiaries 319. Financial reporting in the not-for-profit and public sectors 320. Fund accounting 321. Accounting standard-setting environments 322. Financial instruments and income tax allocation 23. Introduction to intercorporate investments 324. Consolidation subsequent to acquisition 325. Intercompany transactions 326. Issues in ownership interests and joint ventures 327. Foreign activities 328. Translation and consolidation of foreign subsidiaries 329. Financial reporting in the not-for-profit and public sectors 330. Fund accounting 331. Accounting standar d-setting environments 332. Financial instruments and income tax allocation 333. Introduction to intercorporate investments 334. Consolidation subsequent to acquisition 335. Intercompany transactions 336. Issues in ownership interests and joint ventures 37. Foreign activities 338. Translation and consolidation of foreign subsidiaries 339. Financial reporting in the not-for-profit and public sectors 340. Fund accounting 341. Accounting standard-setting environments 342. Financial instruments and income tax allocation 343. Introduction to intercorporate investments 344. Consolidation subsequent to acquisition 345. Intercompany transactions 346. Issues in ownership interests and joint ventures 347. Foreign activities 348. Translation and consolidation of foreign subsidiaries 349. Financial reporting in the not-for-profit and public sectors 350. Fund accounting 351. Accounting standard-setting environments 352. Financial instruments and income tax allocation 353. Introduction to intercorporate investments 354. Consolidation subsequent to acquisition 355. Intercompany transactions 356. Issues in ownership interests and joint ventures 357. Foreign activities 358. Translation and consolidation of foreign subsidiaries 359. Financial reporting in the not-for-profit and public sectors 360. Fund accounting 361. Accounting standard-setting environments 362. Financial instruments and income tax allocation 363. Introduction to intercorporate investments 364. Consolidation subsequent to acquisition 65. Intercompany transactions 366. Issues in ownership interests and joint ventures 367. Foreign activities 368. Translation and consolidation of foreign subsidiaries 369. Financial reporting in the not-for-profit and public sectors 370. Fund accounting 371. Accounting standard-setting environments 372. Financial instruments and income tax allocation 373. Introd uction to intercorporate investments 374. Consolidation subsequent to acquisition 375. Intercompany transactions 376. Issues in ownership interests and joint ventures 377. Foreign activities 378. Translation and consolidation of foreign subsidiaries 379. Financial reporting in the not-for-profit and public sectors 380. Fund accounting 381. Accounting standard-setting environments 382. Financial instruments and income tax allocation 383. Introduction to intercorporate investments 384. Consolidation subsequent to acquisition 385. Intercompany transactions 386. Issues in ownership interests and joint ventures 387. Foreign activities 388. Translation and consolidation of foreign subsidiaries 389. Financial reporting in the not-for-profit and public sectors 390. Fund accounting 391. Accounting standard-setting environments 392. Financial instruments and income tax allocation 93. Introduction to intercorporate investments 394. Consolidation subsequent to acquisition 395. Intercompany transactions 396. Issues in ownership interests and joint ventures 397. Foreign activities 398. Translation and consolidation of foreign subsidiaries 399. Financial reporting in the not-for-profit and public sectors 400. Fund accounting 401. Accounting standard-setting environments 402. Financial instruments and income tax allocation 403. Introduction to intercorporate investments 404. Consolidation subsequent to acquisition 405. Intercompany transactions 406. Issues in ownership interests and joint ventures 07. Foreign activities 408. Translation and consolidation of foreign subsidiaries 409. Financial reporting in the not-for-profit and public sectors 410. Fund accounting 411. Accounting standard-setting environments 412. Financial instruments and income tax allocation 413. Introduction to intercorporate investments 414. Consolidation subsequent to acquisition 415. Intercompany transactions 416. Issues in ownership interests and joint ventures 417. Foreign activities 418. Translation and consolidation of foreign subsidiaries 419. Financial reporti ng in the not-for-profit and public sectors 420. Fund accounting 421. Accounting standard-setting environments 422. Financial instruments and income tax allocation 423. Introduction to intercorporate investments 424. Consolidation subsequent to acquisition 425. Intercompany transactions 426. Issues in ownership interests and joint ventures 427. Foreign activities 428. Translation and consolidation of foreign subsidiaries 429. Financial reporting in the not-for-profit and public sectors 430. Fund accounting 431. Accounting standard-setting environments 432. Financial instruments and income tax allocation 433. Introduction to intercorporate investments 434. Consolidation subsequent to acquisition 35. Intercompany transactions 436. Issues in ownership interests and joint ventures 437. Foreign activities 438. Translation and consolidation of foreign subsidiaries 439. Financial reporting in the not-for-profit and public sectors 440. Fund accounting 441. Accounting standard-setting environments 442. Financial instruments and income tax allocation 443. Introduction to intercorporate investments 444. Consolidation subsequent to acquisition 445. Intercompany transactions 446. Issues in ownership interests and joint ventures 447. Foreign activities 448. Translation and consolidation of foreign subsidiaries 449. Financial reporting in the not-for-profit and public sectors 450. Fund accounting 451. Accounting standard-setting environments 452. Financial instruments and income tax allocation 453. Introduction to intercorporate investments 454. Consolidation subsequent to acquisition 455. Intercompany transactions 456. Issues in ownership interests and joint ventures 457. Foreign activities 458. Translation and consolidation of foreign subsidiaries 459. Financial reporting in the not-for-profit and public sectors 460. Fund accounting 461. Accounting standard-setting environments 462. Financial instruments and income tax allocation 63. Introduction to intercorporate investments 464. Consolidation subsequent to acquisition 465. Intercompany transactions 466. Issues in ownership interests and joint ventures 467. Foreign activities 468. Translation and consolidation of foreign subsidiaries 469. Financial reporting in the not-for-profit and public sectors 470. Fund accounting 471. Accounting standard-setting environments 472. Financial instruments and income tax allocation 473. Introduction to intercorporate investments 474. Consolidation subsequent to acquisition 475. Intercompany transactions 476. Issues in ownership interests and joint ventures 77. Foreign activities 478. Translation and consolidation of foreign subsidiaries 479. Financial reporting in the not-for-profit and public sectors 480. Fund accounting 481. Accounting standard-setting environments 482. Financial instruments and income tax allocation 483. Introduction to intercorporate investments 484. Consolidation subsequent to acquisition 485. Intercompany transactions 486. Issues in ownership interests and joint ventures 487. Foreign activities 488. Translation and consol idation of foreign subsidiaries 489. Financial reporting in the not-for-profit and public sectors 490. Fund accounting 491. Accounting standard-setting environments 492. Financial instruments and income tax allocation 493. Introduction to intercorporate investments 494. Consolidation subsequent to acquisition 495. Intercompany transactions 496. Issues in ownership interests and joint ventures 497. Foreign activities 498. Translation and consolidation of foreign subsidiaries 499. Financial reporting in the not-for-profit and public sectors 500. Fund accounting 501. Accounting standard-setting environments 502. Financial instruments and income tax allocation 503. Introduction to intercorporate investments 04. Consolidation subsequent to acquisition 505. Intercompany transactions 506. Issues in ownership interests and joint ventures 507. Foreign activities 508. Translation and consolidation of foreign subsidiaries 509. Financial reporting in the not-for-profit and public sectors 510. Fund accounting 511. Accounting standard-setting environments 512. Financial instruments and income tax allocation 513. Introduction to intercorporate investments 514. Consolidation subsequent to acquisition 515. Intercompany transactions 516. Issues in ownership interests and joint ventures 517. Foreign activities 18. Translation and consolidation of foreign subsidiaries 519. Financial reporting in the not-for-profit and public sectors 520. Fund accounting 521. Accounting standard-setting environments 522. Financial instruments and income tax allocation 523. Introduction to intercorporate investments 524. Consolidation subsequent to acquisition 525. Intercompany transactions 526. Issues in ownership interests and joint ventures 527. Foreign activities 528. Translation and consolidation of foreign subsidiaries 529. Financial reporting in the not-for-profit and public sectors 530. Fund accounting 531. Accounting standard-setting environments 532. Financial instruments and income tax allocation 533. Introduction to intercorporate investments 534. Consolidation subsequent to acquisition 535. Intercompany transactions 536. Issues in ownership interests and joint ventures 537. Foreign activities 538. Translation and consolidation of foreign subsidiaries 539. Financial reporting in the not-for-profit and public sectors 540. Fund accounting 541. Accounting standard-setting environments 542. Financial instruments and income tax allocation 543. Introduction to intercorporate investments 544. Consolidation subsequent to acquisition 45. Intercompany transactions 546. Issues in ownership interests and joint ventures 547. Foreign activities 548. Translation and consolidation of foreign subsidiaries 549. Financial reporting in the not-for-profit and public sectors 550. Fund accounting 551. Accounting standard-setting environments 552. Financial instruments and income tax allocation 553. Introd uction to intercorporate investments 554. Consolidation subsequent to acquisition 555. Intercompany transactions 556. Issues in ownership interests and joint ventures 557. Foreign activities 558. Translation and consolidation of foreign subsidiaries 559. Financial reporting in the not-for-profit and public sectors 560. Fund accounting 561. Accounting standard-setting environments 562. Financial instruments and income tax allocation 563. Introduction to intercorporate investments 564. Consolidation subsequent to acquisition 565. Intercompany transactions 566. Issues in ownership interests and joint ventures 567. Foreign activities 568. Translation and consolidation of foreign subsidiaries 569. Financial reporting in the not-for-profit and public sectors 570. Fund accounting 571. Accounting standard-setting environments 572. Financial instruments and income tax allocation 73. Introduction to intercorporate investments 574. Consolidation subsequent to acquisition 575. Intercompany transactions 576. Issues in ownership interests and joint ventures 577. Foreign activities 578. Translation and consolidation of foreign subsidiaries 579. Financial reporting in the not-for-profit and public sectors 580. Fund accounting 581. Accounting standar d-setting environments 582. Financial instruments and income tax allocation 583. Introduction to intercorporate investments 584. Consolidation subsequent to acquisition 585. Intercompany transactions 586. Issues in ownership interests and joint ventures 87. Foreign activities 588. Translation and consolidation of foreign subsidiaries 589. Financial reporting in the not-for-profit and public sectors 590. Fund accounting 591. Accounting standard-setting environments 592. Financial instruments and income tax allocation 593. Introduction to intercorporate investments 594. Consolidation subsequent to acquisition 595. Intercompany transactions 596. Issues in ownership interests and joint ventures 597. Foreign activities 598. Translation and consolidation of foreign subsidiaries 599. Financial reporting in the not-for-profit and public sectors 600. Fund accounting 601. Accounting standard-setting environments 602. Financial instruments and income tax allocation 603. Introduction to intercorporate investments 604. Consolidation subsequent to acquisition 605. Intercompany transactions 606. Issues in ownership interests and joint ventures 607. Foreign activities 608. Translation and consolidation of foreign subsidiaries 609. Financial reporting in the not-for-profit and public sectors 610. Fund accounting 611. Accounting standard-setting environments 612. Financial instruments and income tax allocation 613. Introduction to intercorporate investments 14. Consolidation subsequent to acquisition 615. Intercompany transactions 616. Issues in ownership interests and joint ventures 617. Foreign activities 618. Translation and consolidation of foreign subsidiaries 619. Financial reporting in the not-for-profit and public sectors 620. Fund accounting 621. Accounting standard-setting environments 622. Financial instruments and income tax allocation 623. Introduction to intercorporate investments 624. Consolidation subsequent to acquisition 625. Intercompany transactions 626. Issues in ownership interests and joint ventures 627. Foreign activities 28. Translation and consolidation of foreign subsidiaries 629. Financial reporting in the not-for-profit and public sectors 630. Fund accounting 631. Accounting standard-setting environments 632. Financial instruments and income tax allocation 633. Introduction to intercorporate investments 634. Consolidation subsequent to acquisition 635. Intercompany transactions 636. Issues in ownership interests and joint ventures 637. Foreign activities 638. Translation and consolidation of foreign subsidiaries 639. Financial reporting in the not-for-profit and public sectors 640. Fund accounting 641. Accounting standard-setting environments 642. Financial instruments and income tax allocation 643. Introduction to intercorporate investments 644. Consolidation subsequent to acquisition 645. Intercompany transactions 646. Issues in ownership interests and joint ventures 647. Foreign activities 648. Translation and consolidation of foreign subsidiaries 649. Financial reporting in the not-for-profit and public sectors 650. Fund accounting 651. Accounting standard-setting environments 652. Financial instruments and income tax allocation 653. Introduction to intercorporate investments 654. Consolidation subsequent to acquisition 55. Intercompany transactions 656. Issues in ownership interests and joint ventures 657. Foreign activities 658. Translation and consolidation of foreign subsidiaries 659. Financial reporting in the not-for-profit and public sectors 660. Fund accounting 661. Accounting standard-setting environments 662. Financial instruments and income tax allocation 663. Introduction to intercorporate investments 664. Consolidation subsequent to acquisition 665. Intercompany transactions 666. Issues in ownership interests and joint ventures 667. Foreign activities 668. Translation and consolidation of foreign subsidiaries 669. Financial reporting in the not-for-profit and public sectors 670. Fund accounting 671. Accounting standard-setting environments 672. Financial instruments and income tax allocation 673. Introduction to intercorporate investments 674. Consolidation subsequent to acquisition 675. Intercompany transactions 676. Issues in ownership interests and joint ventures 677. Foreign activities 678. Translation and consolidation of foreign subsidiaries 679. Financial reporting in the not-for-profit and public sectors 680. Fund accounting 681. Accounting standard-setting environments 682. Financial instruments and income tax allocation 83. Introduction to intercorporate investments 684. Consolidation subsequent to acquisition 685. Intercompany transactions 686. Issues in ownership interests and joint ventures 687. Foreign activities 688. Translation and consolidation of foreign subsidiaries 689. Financial reporting in the not-for-profit and public sectors 690. Fund accounting 691. Accounting standard-setting environments 692. Financial instruments and income tax allocation 693. Introduction to intercorporate investments 694. Consolidation subsequent to acquisition 695. Intercompany transactions 696. Issues in ownership interests and joint ventures 97. Foreign activities 698. Translation and consolidation of foreign subsidiaries 699. Financial reporting in the not-for-profit and public sectors 700. Fund accounting 701. Accounting standard-setting environments 702. Financial instruments and income tax allocation 703. Introduction to intercorporate investments 704. Consolidation subsequent to acquisition 705. Intercompany transactions 706. Issues in ownership interests and joint ventures 707. Foreign activities 708. Translation and consolidation of foreign subsidiaries 709. Financial reporting in the not-for-profit and public sectors 710. Fund accounting 711. Accounting standard-setting environments 712. Financial instruments and income tax allocation 713. Introduction to intercorporate investments 714. Consolidation subsequent to acquisition 715. Intercompany transactions 716. Issues in ownership interests and joint ventures 717. Foreign activities 718. Translation and consolidation of foreign subsidiaries 719. Financial reporting in the not-for-profit and public sectors 720. Fund accounting 721. Accounting standard-setting environments 722. Financial instruments and income tax allocation 723. Introduction to intercorporate investments 24. Consolidation subsequent to acquisition 725. Intercompany transactions 726. Issues in ownership interests and joint ventures 727. Foreign activities 728. Translation and consolidation of foreign subsidiaries 729. Financial reporting in the not-for-profit and public sectors 730. Fund accounting 731. Accounting standard-setting environments 732. Financial instruments and income tax allocation 733. Introduction to intercorporate investments 734. Consolidation subsequent to acquisition 735. Intercompany transactions 736. Issues in ownership interests and joint ventures 737. Foreign activities 38. Translation and consolidation of foreign subsidiaries 739. Financial reporting in the not-for-profit and public sectors 740. Fund accounting 741. Accounting standard-setting environments 742. Financial instruments and income tax allocation 743. Introduction to intercorporate investments 744. Consolidation subsequent to acquisition 745. Intercompany transactions 746. Issues in ownership interests and joint ventures 747. Foreign activities 748. Translation and consolidation of foreign subsidiaries 749. Financial reporti ng in the not-for-profit and public sectors 750. Fund accounting 751. Accounting standard-setting environments 752. Financial instruments and income tax allocation 753. Introduction to intercorporate investments 754. Consolidation subsequent to acquisition 755. Intercompany transactions 756. Issues in ownership interests and joint ventures 757. Foreign activities 758. Translation and consolidation of foreign subsidiaries 759. Financial reporting in the not-for-profit and public sectors 760. Fund accounting 761. Accounting standard-setting environments 762. Financial instruments and income tax allocation 763. Introduction to intercorporate investments 764. Consolidation subsequent to acquisition 65. Intercompany transactions 766. Issues in ownership interests and joint ventures 767. Foreign activities 768. Translation and consolidation of foreign subsidiaries 769. Financial reporting in the not-for-profit and public sectors 770. Fund accounting 771. Accounting standard-setting environments 772. Financial instruments and income tax allocation 773. Introduction to intercorporate investments 774. Consolidation subsequent to acquisition 775. Intercompany transactions 776. Issues in ownership interests and joint ventures 777. Foreign activities 778. Translation and consolidation of foreign subsidiaries 779. Financial reporting in the not-for-profit and public sectors 780. Fund accounting 781. Accounting standard-setting environments 782. Financial instruments and income tax allocation 783. Introduction to intercorporate investments 784. Consolidation subsequent to acquisition 785. Intercompany transactions 786. Issues in ownership interests and joint ventures 787. Foreign activities 788. Translation and consolidation of foreign subsidiaries 789. Financial reporting in the not-for-profit and public sectors 790. Fund accounting 791. Accounting standard-setting environments 792. Financial instruments and income tax allocation 93. Introduction to intercorporate investments 794. Consolidation subsequent to acquisition 795. Intercompany transactions 796. Issues in ownership interests and joint ventures 797. Foreign activities 798. Translation and consolidation of foreign subsidiaries 799. Financial reporting in the not-for-profit and public sectors 800. Fund accounting 801. Accounting standard-setting environments 802. Financial instruments and income tax allocation 803. Introduction to intercorporate investments 804. Consolidation subsequent to acquisition 805. Intercompany transactions 806. Issues in ownership interests and joint ventures 07. Foreign activities 808. Translation and consolidation of foreign subsidiaries 809. Financial reporting in the not-for-profit and public sectors 810. Fund accounting 811. Accounting standard-setting environments 812. Financial instruments and income tax allocation 813. Introduction to intercorporate investments 814. Consolidation subsequent to acquisition 815. Intercompany transactions 816. Issues in ownership interests and joint ventures 817. Foreign activities 818. Translation and consolidation of foreign subsidiaries 819. Financial reporting in the not-for-profit and public sectors 820. Fund accounting 821. Accounting standard-setting environments 822. Financial instruments and income tax allocation 823. Introduction to intercorporate investments 824. Consolidation subsequent to acquisition 825. Intercompany transactions 826. Issues in ownership interests and joint ventures 827. Foreign activities 828. Translation and consolidation of foreign subsidiaries 829. Financial reporting in the not-for-profit and public sectors 830. Fund accounting 831. Accounting standard-setting environments 832. Financial instruments and income tax allocation 833. Introduction to intercorporate investments 34. Consolidation subsequent to acquisition 835. Intercompany transactions 836. Issues in ownership interests and joint ventures 837. Foreign activities 838. Translation and consolidation of foreign subsidiaries 839. Financial reporting in the not-for-profit and public sectors 840. Fund accounting 841. Accounting standard-setting environments 842. Financial instruments and income tax allocation 843. Introduction to intercorporate investments 844. Consolidation subsequent to acquisition 845. Intercompany transactions 846. Issues in ownership interests and joint ventures 847. Foreign activities 48. Translation and consolidation of foreign subsidiaries 849. Financial reporting in the not-for-profit and public sectors 850. Fund accounting 851. Accounting standard-setting environments 852. Financial instruments and income tax allocation 853. Introduction to intercorporate investments 854. Consolidation subsequent to acquisition 855. Intercompany transactions 856. Issues in ownership interests and joint ventures 857. Foreign activities 858. Translation and consolidation of foreign subsidiaries 859. Financial reporting in the not-for-profit and public sectors 860. Fund accounting 861. Accounting standard-setting environments 862. Financial instruments and income tax allocation 863. Introduction to intercorporate investments 864. Consolidation subsequent to acquisition 865. Intercompany transactions 866. Issues in ownership interests and joint ventures 867. Foreign activities 868. Translation and consolidation of foreign subsidiaries 869. Financial reporting in the not-for-profit and public sectors 870. Fund accounting 871. Accounting standard-setting environments 872. Financial instruments and income tax allocation 873. Introduction to intercorporate investments 874. Consolidation subsequent to acquisition 75. Intercompany transactions 876. Issues in ownership interests and joint ventures 877. Foreign activities 878. Translation and consolidation of foreign subsidiaries 879. Financial reporting in the not-for-profit and public sectors 880. Fund accounting 881. Accounting standard-setting environments 882. Financial instruments and income tax allocation 883. Introduction to intercorporate investments 884. Consolidation subsequent to acquisition 885. Intercompany transactions 886. Issues in ownership interests and joint ventures 887. Foreign activities 888. Translation and consolidation of foreign subsidiaries 889. Financial reporting in the not-for-profit and public sectors 890. Fund accounting 891. Accounting standard-setting environments 892. Financial instruments and income tax allocation 893. Introduction to intercorporate investments 894. Consolidation subsequent to acquisition 895. Intercompany transactions 896. Issues in ownership interests and joint ventures 897. Foreign activities 898. Translation and consolidation of foreign subsidiaries 899. Financial reporting in the not-for-profit and public sectors 900. Fund accounting 901. Accounting standard-setting environments 902. Financial instruments and income tax allocation 03. Introduction to intercorporate investments 904. Consolidation subsequent to acquisition 905. Intercompany transactions 906. Issues in ownership interests and joint ventures 907. Foreign activities 908. Translation and consolidation of foreign subsidiaries 909. Financial reporting in the not-for-profit and public sectors 910. Fund accounting 911. Accounting standard-setting environments 912. Financial instruments and income tax allocation 913. Introduction to intercorporate investments 914. Consolidation subsequent to acquisition 915. Intercompany transactions 916. Issues in ownership interests and joint ventures 17. Foreign activities 918. Translation and consolidation of foreign subsidiaries 919. Financial reporting in the not-for-profit and public sectors 920. Fund accounting 921. Accounting standard-setting environments 922. Financial instruments and income tax allocation 923. Introduction to intercorporate investments 924. Consolidation subsequent to acquisition 925. Intercompany transactions 926. Issues in ownership interests and joint ventures 927. Foreign activities 928. Translation and consolidation of foreign subsidiaries 929. Financial reporting in the not-for-profit and public sectors 930. Fund accounting How to cite Advanced Accounting, Papers

Importance of Social Media in Business Organization-Free-Samples

Question: Can social media assist an organisation to better reach target audiences? If so, how? Justify your answer with example. Describe which social media tools should be used by organisation? Answer: It can be said that the economic relevance and popularity of social media got enhanced significantly over the past few years and thus enabling billions of users to share data, information of products, products and is significantly influencing the managements of the organisations who are building their businesses around that target audience. It is seen that there are numerous of social networks that emphasize on creating social relations among the people and that appeared in the preceding decade providing public new coordination and communication tools, are based on the social characteristics of the use of Technology. It is seen that nowadays users of social media are making new communication practices and are contributing content to the new media aggregators like Amazon, Google, Flicker, Facebook, eBay and many more. It is seen that in recent times, Twitter have more than 200 millions of active users and Facebook have more than 1.1 million active users and not only that linked in als o have 225 millions of active users as online social communities are unprecedented (Tuten and Solomon 2017). This answer emphasizes on finding out how using social media the management of the business organisations can reach the target audiences in order to increase the profitability of their business. It is a matter of fact that the social media websites like Twitter and Facebook provides a significant technological platform to the organisations to establish and multiply the relationships among the business organisations and the consumers which enables the consumers to become visible and to expose their social networks (Khatri et al. 2015). It is seen that nowadays social media websites offer huge potential for what can be better explained as effective communication that indicates that the production of knowledge which made use of the capabilities of huge number of consumers for forecast the challenges or issues (Hyder 2016). The social networking sites are monitored to get an idea of the latest trends to gather information to get competitive advantage and get engaged in conversation with all the stakeholders and consumers; this enables the business organisations to reshape and engage in making strong relationships with the consumers and that immensely helps the organisation to reach the target audience in a better and compact way. Nowadays the social media websites are enabling business organisations to become socially more engaged by exploiting various new business model innovation dependent on the organisations capability to monetize and extract value from the crowd generated content and data (Cherubini and Nielsen 2 016). In this regard, it is worthwhile to mention that social media has enabled the business organisations to set up stronger relation with the community of reference to make the most of the network effect and hardness collective intelligence. It can be said that the social media websites give business organisations an audience on whom they can trust and rely on; and an audience who cares about the activities of the business organisations and their products and the social media provides incentives for the consumers to update the status profiles and to upload new content. For an example, it can be said that the Facebook profiles offer a template for identity that each user of Facebook can fill in with personal information regarding whom they know where they studied where they work and what are their activities and interests are and not only that what their favourite products are in the market (Ashley and Tuten 2015). This information allows the business organisations to get a compact idea o f what their target audiences demands or requirements are and accordingly the management of the business organisations try to satisfy the needs of their customers in order to sustain the growth and profitability of the business organisation. Thus it can be said that in contemporary times, the business leaders are getting inclined towards using social media as an effective tool to reach the target audience and to understand their requirements in a compact and secure manner (Scott 2015). Using social media as a tool to get the necessary information of the consumers can effectively help the business organization to gain a competitive advantage and a fair share of the market as nowadays the demands of the market is rapidly changing and the competition in the market has become fierce. Thus in precise, it can be said that in todays market condition, the effectiveness of social media to help business organizations to reach target audience in a better and compact way is undeniable and it can surely be said that using social media as a tool, the managements of business organizations can surely expect a boost in the profitability and the global recognition of the company. References Ashley, C. and Tuten, T., 2015. Creative strategies in social media marketing: An exploratory study of branded social content and consumer engagement.Psychology Marketing,32(1), pp.15-27. Cherubini, F. and Nielsen, R.K., 2016. Editorial analytics: How news media are developing and using audience data and metrics. Hyder, S., 2016.The zen of social media marketing: An easier way to build credibility, generate buzz, and increase revenue. BenBella Books, Inc.. Khatri, C., Chapman, S.J., Glasbey, J., Kelly, M., Nepogodiev, D., Bhangu, A., Fitzgerald, J.E. and STARSurg Committee, 2015. Social media and internet driven study recruitment: evaluating a new model for promoting collaborator engagement and participation.PloS one,10(3), p.e0118899. Scott, D.M., 2015.The new rules of marketing and PR: How to use social media, online video, mobile applications, blogs, news releases, and viral marketing to reach buyers directly. John Wiley Sons. Tuten, T.L. and Solomon, M.R., 2017.Social media marketing. Sage.

Monday, April 27, 2020

Pepsi VITAMAX

Introduction Pepsi Co. is one of the biggest non-alcoholic drinks manufacturers in the world, selling its products to its consumers globally. To continually retain its market leadership position in the UK and continuously grow its market share, Pepsi has recognized that it should continually come up with innovative products that will allow the company to meet its objectives.Advertising We will write a custom coursework sample on Pepsi VITAMAX specifically for you for only $16.05 $11/page Learn More UK consumers would greatly benefit from a Pepsi product that encourages healthy living, hence the introduction of Pepsi vitamin water under the brand name â€Å"Pepsi VITAMAX†. Pepsi is well known for its RD initiatives, while management expects a positive response from the market once the Pepsi VITAMAX is introduced. Vitamin water can be made in the same procedure as bottled water, using the same equipment, while adding electrolytes, natural flavors, a rtificial flavors, sweeteners, minerals and more importantly, vitamins. VITAMAX will contain lower calories than other soft drinks, which means that the product will be attractive for athletes and health conscious consumers. This strategic marketing plan stipulates the need for the proposed product, marketing efforts that will be carried out within the first year of production as well as the various control measures that will make sure that the product becomes successful (Wheelen Hunger 2002, 43). Advertising efforts will go towards educating the general public on the importance of healthy drinking habits, and he reasons as to why the need Pepsi VITAMAX. With the given success of bottled water in the UK, vitamin water is certain to be the next phenomenon. Pepsi will employ technology that will lead to cost and time savings in the production processes as well as distribution channels. Quality and tasteful products will always differentiate PepsiCo from its main rivals. The company e xpects to achieve sales of  £5 million within the first year after introduction into the market. Corporate Objectives PepsiCo’s mission is to build and manage a wide range of brands that will increase the company’s market share and cement its position as the leading soft drink manufacturer in the world. The goal of the Pepsi vitamax project, as established by the company, will be to ensure customer satisfaction by promoting healthy drinking habits (Steiner 1997, p. 185). In the long term, Pepsi intends to extend the vitamax brand so as provide for different consumer preferences, and build on the growth of the vitamax brand.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Market Overview According to the 2010 UK soft drinks report, published by the British Soft Drinks Association (2010, p. 5), the value of the of the UK non alcoholic drinks industry was worth an estimate d  £13.224 billion in 2009. This represents a 2.2 per cent increase in value from the previous year, while industry analysts are upbeat on the growth of the industry. The UK economy is improving from the effects of the 2007/2008 recession. While unemployment levels in the UK still remain significantly high, with the government seeking to cut spending and jobs in the public sector in order to tackle its budget deficit, households are not expected to greatly affected by this since the economy is gradually improving. Hypermarkets, supermarkets and discounters remain the biggest retail outlet for non alcoholic drinks in the UK, accounting for 51 per cent of all sales in the sector. These retailers are strong revenue sources for Pepsi; thereby a favorable partnership with these retailers will boost sales for VITAMAX. Competition in the UK is significantly high, with companies battling for leadership in the beverage market. the industry continues to grow on an annual basis, meaning that Pepsi can capitalize on the revitalized concept of healthy eating by marketing drinks that have nutritional value to the consumers. Marketing Audit Marketing Mix A penetration marketing policy will take effect in the first year of the product launch in order to gain ground fast in the market. A flexible pricing policy will also be adopted in a move that will aim on attracting retailers to purchase and promote Pepsi vitamax in their stores. Prices will range from  £0.9 to  £1.5 for a 500ml bottle, depending on location within the UK and other factors such as transportation costs. The product design will be a vital feature in attracting customers and creating interest. As required by UK regulatory laws, the bottles will exhibit details of the ingredients used to make vitamax. Pepsi will also strive to make vitamax available in cans during the first year depending success factors for vitamax, whereby the cans themselves will be available at a cheaper price. Strategic partnerships with major retailers will make sure that Pepsi vitamax is widely available and accessible throughout the UK. a favored transportation channel will be used so as to reduce transportation costs to retailers across the country. Promotions will be conducted via mass and social media, utilizing the power of the internet in a cost effective manner (Brown 2006, p. 116). Seasonal discounts could be used to boost sales in certain periods of the year, for instance during the summer or in the festive season. Advertising will inform the public on the benefits of drinking vitamax (Kotler 2003, p. 89), while complying with UK Advertising Standards Authority regulations.Advertising We will write a custom coursework sample on Pepsi VITAMAX specifically for you for only $16.05 $11/page Learn More SWOT Strengths: Pepsi already has a strong brand name, resultant from its spirit of innovative products. The company is also known for its youthful marketing campaigns, whereby most consumers like the brand for its sporty feel. Pepsi can thereby use its strong brand name in marketing the new product in the UK, whereby a strong positive response is expected from consumers and retailers of the proposed VITAMAX brand. Pepsi has a strong distribution network in the UK, given its strong ties with hypermarkets and supermarkets. Pepsi can reap from the benefits of economies of scale by manufacturing the VITAMAX brand using the same machinery that is used to produce other Pepsi products, thereby encouraging mass production (Baumol and Blinder 2007, p. 142). Weaknesses: Pepsi may have an over dependent on the US market, whereby the American market accounts for most of its revenues. This may render the company vulnerable to harsh economic conditions in the US, and miss out on opportunities in major markets such as Asia and Europe. Large US customers such as Wal-Mart are able to negotiate for lower prices and therefore restrict the profitability of the PepsiCo due t o their strong bargaining power (Kotler 1999, p. 47). Pepsi intends to correct this by increasing investments in other major markets such as the UK and market its products in a manner that is directed towards UK consumers. Opportunities: the key opportunities that emerge include bottled water growth, broadening the product base and adjusting products to the changing lifestyles of consumers, especially in the UK. Changing preferences, such as healthy living, present an opportunity for PepsiCo to market more consumer-oriented products. With sales of carbonated drinks expected to decline in forthcoming years, PepsiCo can increase investments in flavored water and vitamin water so as to fill in the gap in the market as a result of lower carbonated drink sales. Pepsi can also benefit from the success of recent products in the UK, such as Pepsi Max, thereby providing a favorable opportunity for a brand extension program in the form of VITAMAX. Threats: competition from other non alcoholic drink manufactures such as Coca Cola remains a threat, meaning that sales targets will be difficult to achieve. Pepsi intends to market its products aggressively in the market, though such marketing efforts will be limited in part due to the regulatory environment in the UK. The UK Advertising Standards Authority sets measures on advertising standards, therefore it would be unlikely for the authority to grant Pepsi permission to brand VITAMAX as nutritious if the product contains Fluctuating oil prices are likely to affect the production costs (Sinkovics and Ghauri 2009, p. 145) of plastic bottles, and distribution of products to the various retail outlets in the United Kingdom. An unfavorable effect arising from the introduction of VITAMAX is brand cannibalization, where it is feared that the sales of the VITAMAX brand will reduce the sales of other Pepsi drinks, such as those in the carbonated and energy drinks division. Should this happen, then it will result into slow growth in overall Pepsi sales in the UK.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More PEST The political environment in the UK is regarded as rather stable, with the government been known for its tough stance on consumer protection. Companies are required to publish correct information regarding its products, while advertisements are subject to various checks such as the content of such promotional information. Advertising content should therefore be in compliance with UK’s Advertising Standards Authority recommendations. The UK is still in the middle of an economic recovery, with the government relying on the private sector to lead in economic growth. Consumption in most sectors of the economy is increasing, as evidenced in market reports such as the publication by the British Soft Drinks Association. Fluctuations in oil prices are likely to affect production costs of the plastic bottles, and transportation costs of the products to the various retail outlets. The social scene in the UK has seen gain in popularity of the norm of healthy eating habits, whereby consumers now take count of the number of calories they consume with each intake of a particular product. Technological: Pepsi already has a strong presence in the UK, which is a developed country. Europe is widely known for its efficiency in building machinery; therefore equipment will be sourced from the local market, while other parts can be imported from Germany and France, which have a close proximity to the UK. As such, transportation costs are not likely to influence the purchasing decision of vital equipment. Assumptions Assuming that competitors will not be quick to react following the introduction of Pepsi vitamax, then increase in product awareness is expected to be reflected by a corresponding increase in sales. The high sales figures during the first year of product launch are as a result of ever gaining popularity of bottled water while the Pepsi vitamin water product is expected to match the expectations of the rising health conscious consumers in the market. The slow rise in sales in subsequent years is as a result of expected competitor action in the industry (Tanaka 2004, p. 94). A key assumption is that the UK will continue with economic recovery in the forthcoming years. Marketing Objectives and Strategies The main marketing objective of introducing the Pepsi VITAMAX is to stay in line with the overall company policy of continually developing new products for the benefit of consumers, increase sales and market share for the company and continue to build on PepsiCo’s brand name as the favored non alcoholic drink producer in the world. Pepsi intends for VITAMAX to follow on the recent success of Pepsi Max, achieve  £5 million target and continually grow in sales by an average of 3 per cent in subsequent years while ensuring healthy profit margins for the company (Heding et al. 2009, p. 34). Increase in sales could lead to increase in the UK market share, whereby the industry grew by 2.2 per cent in value. The sales targets are achiev able, given the strong Pepsi brand name, while the company is also able to produce enough units to meet the market demand. Profit margins will be ensured by the mass production concept, where the company will benefit from economies of scale. Another objective of equal importance dwells on increasing consumer satisfaction which will highly improve the product repurchase rate. Customer satisfaction data can be obtained via feedback from consumers in the company’s online portal, and social networking sites such as Facebook and tweeter. The driving factors for the achievement of the above objectives come from the production of a quality product, and distribution at a reasonable price. Retailers such as hypermarkets, supermarkets and discount stores are an important factor to consider since most have these retailers have a broad base of loyal customers. Partnership agreements with these retailers will ensure that both parties; retailers and PepsiCo achieve their individual objecti ves. Another strategy deals with the awareness program which will aim to reassure to consumers that Pepsi vitamax is indeed a healthy product, not to be confused with energy drinks that contain high amounts of sugar and cholesterol. Identification of Alternative Plans An alternative plan would be to create the vitamin water position by extending another popular Pepsi brand. While this is a viable option, it might confuse consumers in the market (Kottler and Keller 2006, p. 134), for example extending an energy drink brand with the vitamin water may not get the desired effects since some consumers may mistake the vitamin water for an energy drink. The chosen independent brand division, the vitamin water division under the Pepsi vitamax brand, will make it easier for the company to expand the product in the future. Promotional Program The design and conception of VITAMAX will likely steer the product during its launch in 2011 and in subsequent years. The management team and the sales and marketing department will work hand in hand to ensure that positive and unique qualities of VITAMAX are portrayed in the market, appealing directly to potential customers (Wheelen and Hunger 2002, p. 238). A strong public relations initiative will create a strong foundation for campaign activities that set to create a strong foot hold for the company on entrance into the industry. The company could hire consultants who would advice on the placement of advertisements in online, television as well as print media. The first three months of the year will be dedicated towards creating awareness for the product, with advertisements targeting sporting channels and health channels and magazines. As always, Pepsi will provide details of its products via its online portal, (www.pepsiproductfacts.com). Packaging and advertising materials will also display relevant and vital information that consumers can use in their purchasing decisions. Following progress reports from the awareness progr am, Pepsi will enter into partnerships will local retail outlets in a move that will make the product more available nationwide, allowing retailers’ greater flexibility in the setting of their own prices so that they can achieve their own objectives, increase sales or even reward their customers. Pepsi will tone down on promotional spending after the first three months of introduction into the market whereby the VITAMAX brand will be subsequently promoted together with other Pepsi brands in the market. The company could focus on how VITAMAX complements other Pepsi products so as to boost of sales of other products. A product augmentation approach may also take shape as a result, whereby consumers of Pepsi snack foods may get a discounted or free Pepsi VITAMAX bottle with every pound purchase, a level that will be determined by management and its retail partners. All these steps could take place in the five months following the first three months of introduction. In the last f our months of the year of the product launch, PepsiCo may decide to revitalize the Pepsi VITAMAX product by introducing several flavors into the market, all under the VITAMAX brand name. VITAMAX orange for example would contain vitamin C, Calcium and electrolytes, VITAMAX passion would contain vitamin E and Choline, VITAMAX cherry would have mixed vitamins and antioxidants. Other product variations will be determined following further market research and performance of the initial Pepsi VITAMAX during the first two thirds of the year of product launch. Endorsement deals are likely to be conducted by Pepsi ambassadors in the UK, most notably athletes and other celebrities. Measurement, Review and Control Prior to the introduction of the Pepsi vitamax brand into the market, the company will seek legal consulting as to the legal framework of the UK beverage industry. Feasibility studies conducted beforehand will seek to determine milestones that the company is to achieve with the Pepsi vitamax brand. The use of milestones will be of most importance (Johnson, Scholes Whittington, p. 115), whereby Pepsi will establish short-term targets that should be in line with the company’s overall objectives. Follow up on the milestones is to be conducted on a monthly basis so as to make sure that promotional activities deliver the intended results (Kourdi 2009, p. 59), while maintain promotional costs. Key performance indicators such as sales reports and industry data will guide management on the selection of appropriate strategies. Feedback from customer satisfaction data will be used to gauge the impact of Pepsi vitamax in the market (Case 2008, p. 201), while expense analysis reports will determine whether marketing efforts have been successful by comparing such data with sales figures in the periods of incremental spending. Budgetary controls will illustrate the performance of Pepsi vitamax against expected results (Trott 2008, p. 55). Reference List Baumol, W. J. Blinder, A. S., 2007. Economics: Principles and Policy. New York, NY: Cengage Learning. Brown, B. C., 2006. How to use the Internet to advertise, promote and market your business or Web site– with little or no money. New York, NY: Atlantic Publishing Company. Case, J., 2008. Competition: The Birth of a New Science. New York, NY: Farrar, Straus and Giroux. Heding, T., Knudtzen, C. F. and Bjerre, M., 2009. Brand management: research, theory and practice. New York, NY: Taylor Francis. Johnson, G., Scholes, K. Whittington, R., 2008. Exploring corporate strategy: texts and cases. 8th edn. Boston, MA: Pearson Education Limited. Kotler, P., Keller, K., 2006. Marketing Management, 13th edn. New York, NY: Prentice Hall. Kotler, P., 1999. Principles of marketing, 2nd edn. New York, NY: Prentice Hall. Kotler, P., 2003. 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