Tag: Business & Finance

  • [Solved] Business Finance – Management Assignment 3 case study 6

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) government on fostering intermodal transport innovations – 2 years ago

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    government on fostering intermodal transport innovations

    – 2 years ago

  • [Solved] APA Writing Exercise

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) NO PLAGARISM -DUE BY TUESDAY APA Format Title page, 4 pages ( 900 words) , Annotated Bibliography – [\ \ APAWRITINGEXERCISE.jpg](https://www.sweetstudy.com/files/apawritingexercise-jpg "APAWRITINGEXERCISE.jp…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    NO PLAGARISM -DUE BY TUESDAY

    APA Format

    Title page, 4 pages ( 900 words) , Annotated Bibliography

    – [\
    \
    APAWRITINGEXERCISE.jpg](https://www.sweetstudy.com/files/apawritingexercise-jpg "APAWRITINGEXERCISE.jpg")

    – 2 years ago

  • [Solved] 6 slide powerpoint and 2 page executive summary

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) ## Scenario You are a former Navy officer and fighter pilot, and you are now the controller of a division of TransGlobal Airlines, a large organization that operates a fleet of corporate jets for charter at se…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    ## Scenario

    You are a former Navy officer and fighter pilot, and you are now the controller of a division of TransGlobal Airlines, a large organization that operates a fleet of corporate jets for charter at several airports in the southeast part of the United States. Your division’s private charter clients include several Fortune 500 companies in the region. The Chief Financial Officer (CFO) has informed you that the company is considering the acquisition of two smaller aviation firms in the region specializing in chartered flights for luxury vacations using light aircraft (60 passengers or less). The CFO has tasked you with assessing the organizational benefits of acquiring these aviation firms. The CFO intends to develop a new business plan for the organization if your analysis recommends moving forward with the acquisition.

    After an initial assessment, the company has shortlisted two airlines, Company A and Company B, to examine further for acquisition. To understand all aspects of the two airlines under consideration, you have visited each proposed site to assess their performance.

    The CFO has asked you to generate two scenarios for the proposed acquisition based on your analysis and governing or predictive assumptions. They include a worst-case scenario that considers the most serious outcomes that could occur if anticipated targets and assumptions are dramatically wrong; and a best-case scenario if anticipated targets and assumptions significantly exceed forecasts.

    Based on your assessment and analysis of the companies create and deliver a PowerPoint Presentation for senior management’s review and analysis. Also write an executive summary with your recommendations for the leadership team.

    ## Directions

    **Part 1: Presentation-** 6-7 slides

    Submit a PowerPoint presentation with detailed speaker notes to share your analysis and recommendations for the proposed acquisitions.

    **Overview**

    1. **Situation Analysis of TransGlobal Airlines (parent company).**Use the information from the Supporting Materials section to highlight the parent company’s current business environment.

    1. Internal environment: culture, leadership, internal processes, human resources, operations, and financial performance
    2. External environment: competitive, market, regulatory, customers, suppliers, and other relevant stakeholders
    2. **Acquisition Rationale:** Explain why your company is planning to acquire these airlines. What strategic objectives will the acquisition meet? How might the acquisition support the bigger picture goals of TransGlobal?

    **Proposal**

    1. **Recommendation:** Recommend whether TransGlobal Airlines should acquire one or both companies.
    2. **Rationale:** Justify how your recommendation supports the company’s strategic objectives. This includes one or more of its financial, market, competitive, and cultural objectives.
    3. **Assumptions**: Explain how your acquisition recommendation will impact the company’s success in different scenarios:

    1. **A worst-case scenario** that considers the most serious outcomes that could occur if anticipated targets and assumptions are dramatically wrong; and
    2. **A best-case scenario** that considers outcomes that significantly exceed anticipated targets and assumptions.

    **Part 2: Executive Summary- 2 pages**

    Submit a Word document summarizing your analysis and recommendations for both companies. Include sources cited with APA7.

    1. **Situation assessment**: Briefly summarize your company’s current internal and external business environments and the rationale for acquisition.
    2. **Data and analysis**: Provide a brief overview of the two airlines under consideration, including your findings and analysis from your balanced scorecards.
    3. **Recommendation**: Justify your recommendation for the acquisition and explain how it supports the company’s objectives.

    – 2 years ago

  • [Solved] week 9 first part

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) You will explore the differences and commonalities in how motivation works across various cultures. ## **Post a Response** Please address the following: 1. Select two countries and a culture from each and expl…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    You will explore the differences and commonalities in how motivation works across various cultures.

    ## **Post a Response**

    Please address the following:

    1. Select two countries and a culture from each and explain why you selected them.
    2. Compare and contrast differences in the chosen countries and explain how these factors impact motivation efforts for MNCs.
    – Justify your response.

    ## **Respond to a Peer**

    Be sure to respond to at least one of your classmates' posts.

    – 2 years ago

  • [Solved] Week 9: Activity #4 Chapter 9. Talent, Careers, and Development Learning Objectives. ( Human Resource Management By: Sean Valentine)

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    [>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing) ### **Instructions** 1. **Activity Directions:** It is not uncommon for organizations to focus on training their employees, in some capacity, but developing employees often is not emphasized as heavily as traini…

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    [>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing)

    ### **Instructions**

    1. **Activity Directions:**

    It is not uncommon for organizations to focus on training their employees, in some capacity, but developing employees often is not emphasized as heavily as training. This week, you are required to reflect on your experiences in a current or past organization that you have worked for. In your assignment, which should be 2- to 3-pages in length, you are required to address the following:

    – Provide information about your selected organization including details about the company’s industry, mission, values, etc.
    – Provide any details that you have about the organizations training and development programming. If you had experience with training and development in your organization, detail what your experience was.
    – Based upon the information explored in Chapter 9, explain what development related changes you would make in your organization. Justify why you believe these changes are important to consider and, too, note 2 to 3 benefits associated with further developing your employees.
    – Your assignment should be submitted in proper APA formatting and must be between 2- to 3-pages in length (not including your cover page or reference page). You are required to use Times New Roman 12-point font. Your paper must be double-spaced and use 1-inch margins. Before submitting your assignment, please ensure the following:

    1. You have included an APA formatted cover page.
    2. You have included properly formatted headings and subheadings.
    3. You have addressed all of the assignment requirements.
    4. You have used your textbook and two other scholarly sources to support your points (and have cited this content in-text and in the reference list).
    5. You have provided a properly formatted reference list.
    6. **Resources for Activity Completion:**

    _APA Sample Paper:_ [APA Sample Paper](https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/documents/APA%207%20Student%20Sample%20Paper.pdf)

    _Link to Heading and Subheading Formatting:_ [Heading and Subheading Support](https://apastyle.apa.org/style-grammar-guidelines/paper-format/headings)

    _Link to a Sample Reference Page (Including Details of APA Rules):_ [Creating a Reference Page](https://apastyle.apa.org/instructional-aids/reference-examples.pdf)

    _Link to the UC Citation and Plagiarism: Academic Integrity and Plagiarism Website:_ [Academic Policies and Expectations](https://ucumberlands.libguides.com/c.php?g=504168&p=6176892)

    **Critical Reminders:**

    Please Note: Plagiarism will not be tolerated. Your assignments must be written in your own words. Quotes should be seldomly used. If you are using quotations, you need to properly cite the following in-text: (1) the author(s), (2) the year in which the quote was published, and (3) the page or paragraph in which the quote was located. Example: Smith et al. (2023) stated, “Citing content properly is essential” (p. 1). In addition to using proper in-text citations, you also need to properly reference the quotation in your reference list.

    – 2 years ago

  • [Solved] W6 case

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    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting) – 2 years ago **files (2)** – ## W6paper.docx – ## us-dfdtn-17-9-case-contradictory-evidence.pdf **## W6paper.docx** Instructions: **Due by midnight on Sunday.** 3 pages APA format and scholarly sources Using …

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    Assignment Prompt & Instructions

    [>Accounting homework help](https://www.sweetstudy.com/fields/business-finance-accounting)

    – 2 years ago

    **files (2)**

    – ## W6paper.docx

    – ## us-dfdtn-17-9-case-contradictory-evidence.pdf

    **## W6paper.docx**

    Instructions:
    **Due by midnight on Sunday.**

    3 pages APA format and scholarly sources

    Using current literature, complete "Case 17-9, Contradictory Evidence" that is attached. Here are the specific questions that need to be answered:

    Required:

    For each case in the document:

    1. Identify and summarize the corroborative and contradictory audit evidence in each scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable and how additional information obtained might change your conclusion.

    4. What are the ethical issues that need to be considered? (this question is in addition to the ones at the end of the case)

    **## us-dfdtn-17-9-case-contradictory-evidence.pdf**

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case 17-9

    Contradictory Evidence

    Auditors have a responsibility to remain alert to audit evidence that contradicts other audit
    evidence obtained. The application of professional skepticism is essential to the critical
    assessment and questioning of contradictory audit evidence.

    When the auditor obtains information during the course of the audit that contradicts information
    obtained from another source, the auditor has a responsibility to resolve the matter and consider
    its impact on the sufficiency and appropriateness of audit evidence obtained and the effect, if
    any, on other aspects of the audit.

    The auditor may face significant challenges associated with identifying, evaluating, and
    addressing contrary, disconfirming, or inconsistent evidence. In particular, when auditing
    accounting estimates, auditors may have their own biases to face, including a tendency to
    overweight evidence that is supportive of management’s methods and assumptions, favoring
    evidence that confirms the aforementioned, without critically assessing the reasonableness of
    contradictory evidence or inputs.

    The following three cases illustrate how the auditor considers audit evidence obtained, including
    contradictory evidence, related to accounting estimates.

    Case A — Revenue Projections Used in an Impairment Assessment

    An entity holds an indefinite-lived intangible asset that it tests annually for impairment under
    ASC 350 using an income approach (discounted cash flow analysis). As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The revenue projections (i.e., revenue growth rate) used in the discounted cash flow
    analysis could be unreasonable and result in the entity not recording an impairment that
    exists.

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion as part of its risk assessment procedures; however, this case
    focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The entity’s revenue projections align with their historical trends.
    • The entity’s revenue forecasts have not varied significantly from actual results over the

    past three years.

    Case 17-9c: Contradictory Evidence Page 2

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    • The entity is operating in an industry that has recently experienced market declines.
    • The entity has gained market share in each of the last three years.
    • The revenue growth rates used in the projections are above the growth rates estimated by

    industry analysts.
    • The entity has a significant number of multi-year contracts with its customers.

    Case B — Impairment Indicator Related to a Potential Asset Sale

    An entity owns a long-lived asset group (the “Asset Group”) that management evaluated for
    impairment indicators in the current year in accordance with ASC 360 and concluded that there
    were no such indicators. As part of its risk assessment procedures, the engagement team
    identified the following risk of material misstatement related to the valuation assertion:

    • The entity does not identify relevant impairment indicators related to ASC 360-10-35-
    21(f), which states an impairment indicator may exist if there is “a current expectation
    that, more likely than not, a long-lived asset (asset group) will be sold or otherwise
    disposed of significantly before the end of its previously estimated useful life.”

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The budget used by management for operational purposes is reasonable and indicates
    operating income and positive cash flows for the Asset Group.

    • Because they are in a distressed industry, the entity and the Asset Group have
    experienced declines in financial results in recent years.

    • Management communicated to investors an intention to shift its operating strategy to
    improve cash flows and is exploring options and opportunities to achieve this goal.

    • Board meeting minutes indicate that a number of strategic options and opportunities have
    been discussed, including the potential sale of the Asset Group, the potential sale of other
    assets, and refinancing debt.

    • The entity projects that it will meet its financing and liquidity needs without having to
    sell the Asset Group or any other assets.

    • Management represented to the engagement team that it does not believe it is more likely
    than not that the Asset Group will be sold or disposed of significantly before the end of
    its previously estimated useful life.

    Case 17-9c: Contradictory Evidence Page 3

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case C — Assumptions Used to Estimate the Allowance for Doubtful Accounts

    A commercial furniture wholesaler reserves for its allowance for doubtful accounts based on
    standard reserve percentages supported by historical collection experience. (Note that this
    example does not contemplate the need for specific reserves.) Management uses the same
    process for estimating the allowance for doubtful accounts (the “reserve”) as it did in the prior
    year; the approach is in accordance with the recently issued ASU 2016-13.1 As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The entity may not appropriately update its reserve policy (including updates to reserve
    percentages) for changes in circumstances.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes. In
    addition, this risk was not identified as a fraud risk.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The current-year reserve as a percentage of gross receivables is consistent with prior
    years although there was an increase in revenues, gross receivables, and the related
    reserve.

    • Bad debt expense has remained consistent as a percentage of gross revenue over the past
    several years.

    • Retrospective review of receivable collections indicates that management’s reserves have
    historically been accurate.

    • Economic conditions have been unstable and the predictability of future conditions is
    limited.

    • Revenues increased substantially year over year as a result of the introduction of a new
    product line.

    • The new product line is marketed toward customers in the restaurant industry, in which
    the entity does not currently have an established customer base.

    • The restaurant industry generally has a higher rate of business failure than other customer
    segments.

    • The entity’s collections experience has primarily been with customers in the retail and
    professional services industries; the entity has minimal collections experience with the
    new product line, given the recent launch.

    • Approved sales terms have not changed year to year (e.g., sales personnel may offer an
    extension of credit of up to 100 percent of the purchase price consistent with prior year,

    1 FASB Accounting Standards Update (ASU) No. 2016-13, Financial Instruments — Credit Losses (Topic 326):
    Measurement of Credit Losses on Financial Instruments.

    Case 17-9c: Contradictory Evidence Page 4

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    criteria applied to evaluate customer creditworthiness is consistent with prior year,
    payment terms are consistent with prior year).

    • Sales of the new product line are more frequently 100 percent financed in contrast to
    sales of the existing product lines, resulting in an increase in gross receivables.

    • Competitors who manufacture similar restaurant furniture products have higher reserves
    as a percentage of their trade receivables.

    Required:

    For each case above:

    1. Identify and summarize the corroborative and contradictory audit evidence in each
    scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding
    management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable
    and how additional information obtained might change your conclusion.

    – Case 17-9
    – Contradictory Evidence

    **## us-dfdtn-17-9-case-contradictory-evidence.pdf**

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case 17-9

    Contradictory Evidence

    Auditors have a responsibility to remain alert to audit evidence that contradicts other audit
    evidence obtained. The application of professional skepticism is essential to the critical
    assessment and questioning of contradictory audit evidence.

    When the auditor obtains information during the course of the audit that contradicts information
    obtained from another source, the auditor has a responsibility to resolve the matter and consider
    its impact on the sufficiency and appropriateness of audit evidence obtained and the effect, if
    any, on other aspects of the audit.

    The auditor may face significant challenges associated with identifying, evaluating, and
    addressing contrary, disconfirming, or inconsistent evidence. In particular, when auditing
    accounting estimates, auditors may have their own biases to face, including a tendency to
    overweight evidence that is supportive of management’s methods and assumptions, favoring
    evidence that confirms the aforementioned, without critically assessing the reasonableness of
    contradictory evidence or inputs.

    The following three cases illustrate how the auditor considers audit evidence obtained, including
    contradictory evidence, related to accounting estimates.

    Case A — Revenue Projections Used in an Impairment Assessment

    An entity holds an indefinite-lived intangible asset that it tests annually for impairment under
    ASC 350 using an income approach (discounted cash flow analysis). As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The revenue projections (i.e., revenue growth rate) used in the discounted cash flow
    analysis could be unreasonable and result in the entity not recording an impairment that
    exists.

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion as part of its risk assessment procedures; however, this case
    focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The entity’s revenue projections align with their historical trends.
    • The entity’s revenue forecasts have not varied significantly from actual results over the

    past three years.

    Case 17-9c: Contradictory Evidence Page 2

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    • The entity is operating in an industry that has recently experienced market declines.
    • The entity has gained market share in each of the last three years.
    • The revenue growth rates used in the projections are above the growth rates estimated by

    industry analysts.
    • The entity has a significant number of multi-year contracts with its customers.

    Case B — Impairment Indicator Related to a Potential Asset Sale

    An entity owns a long-lived asset group (the “Asset Group”) that management evaluated for
    impairment indicators in the current year in accordance with ASC 360 and concluded that there
    were no such indicators. As part of its risk assessment procedures, the engagement team
    identified the following risk of material misstatement related to the valuation assertion:

    • The entity does not identify relevant impairment indicators related to ASC 360-10-35-
    21(f), which states an impairment indicator may exist if there is “a current expectation
    that, more likely than not, a long-lived asset (asset group) will be sold or otherwise
    disposed of significantly before the end of its previously estimated useful life.”

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The budget used by management for operational purposes is reasonable and indicates
    operating income and positive cash flows for the Asset Group.

    • Because they are in a distressed industry, the entity and the Asset Group have
    experienced declines in financial results in recent years.

    • Management communicated to investors an intention to shift its operating strategy to
    improve cash flows and is exploring options and opportunities to achieve this goal.

    • Board meeting minutes indicate that a number of strategic options and opportunities have
    been discussed, including the potential sale of the Asset Group, the potential sale of other
    assets, and refinancing debt.

    • The entity projects that it will meet its financing and liquidity needs without having to
    sell the Asset Group or any other assets.

    • Management represented to the engagement team that it does not believe it is more likely
    than not that the Asset Group will be sold or disposed of significantly before the end of
    its previously estimated useful life.

    Case 17-9c: Contradictory Evidence Page 3

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case C — Assumptions Used to Estimate the Allowance for Doubtful Accounts

    A commercial furniture wholesaler reserves for its allowance for doubtful accounts based on
    standard reserve percentages supported by historical collection experience. (Note that this
    example does not contemplate the need for specific reserves.) Management uses the same
    process for estimating the allowance for doubtful accounts (the “reserve”) as it did in the prior
    year; the approach is in accordance with the recently issued ASU 2016-13.1 As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The entity may not appropriately update its reserve policy (including updates to reserve
    percentages) for changes in circumstances.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes. In
    addition, this risk was not identified as a fraud risk.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The current-year reserve as a percentage of gross receivables is consistent with prior
    years although there was an increase in revenues, gross receivables, and the related
    reserve.

    • Bad debt expense has remained consistent as a percentage of gross revenue over the past
    several years.

    • Retrospective review of receivable collections indicates that management’s reserves have
    historically been accurate.

    • Economic conditions have been unstable and the predictability of future conditions is
    limited.

    • Revenues increased substantially year over year as a result of the introduction of a new
    product line.

    • The new product line is marketed toward customers in the restaurant industry, in which
    the entity does not currently have an established customer base.

    • The restaurant industry generally has a higher rate of business failure than other customer
    segments.

    • The entity’s collections experience has primarily been with customers in the retail and
    professional services industries; the entity has minimal collections experience with the
    new product line, given the recent launch.

    • Approved sales terms have not changed year to year (e.g., sales personnel may offer an
    extension of credit of up to 100 percent of the purchase price consistent with prior year,

    1 FASB Accounting Standards Update (ASU) No. 2016-13, Financial Instruments — Credit Losses (Topic 326):
    Measurement of Credit Losses on Financial Instruments.

    Case 17-9c: Contradictory Evidence Page 4

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    criteria applied to evaluate customer creditworthiness is consistent with prior year,
    payment terms are consistent with prior year).

    • Sales of the new product line are more frequently 100 percent financed in contrast to
    sales of the existing product lines, resulting in an increase in gross receivables.

    • Competitors who manufacture similar restaurant furniture products have higher reserves
    as a percentage of their trade receivables.

    Required:

    For each case above:

    1. Identify and summarize the corroborative and contradictory audit evidence in each
    scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding
    management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable
    and how additional information obtained might change your conclusion.

    – Case 17-9
    – Contradictory Evidence

    **## W6paper.docx**

    Instructions:
    **Due by midnight on Sunday.**

    3 pages APA format and scholarly sources

    Using current literature, complete "Case 17-9, Contradictory Evidence" that is attached. Here are the specific questions that need to be answered:

    Required:

    For each case in the document:

    1. Identify and summarize the corroborative and contradictory audit evidence in each scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable and how additional information obtained might change your conclusion.

    4. What are the ethical issues that need to be considered? (this question is in addition to the ones at the end of the case)

    **## us-dfdtn-17-9-case-contradictory-evidence.pdf**

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case 17-9

    Contradictory Evidence

    Auditors have a responsibility to remain alert to audit evidence that contradicts other audit
    evidence obtained. The application of professional skepticism is essential to the critical
    assessment and questioning of contradictory audit evidence.

    When the auditor obtains information during the course of the audit that contradicts information
    obtained from another source, the auditor has a responsibility to resolve the matter and consider
    its impact on the sufficiency and appropriateness of audit evidence obtained and the effect, if
    any, on other aspects of the audit.

    The auditor may face significant challenges associated with identifying, evaluating, and
    addressing contrary, disconfirming, or inconsistent evidence. In particular, when auditing
    accounting estimates, auditors may have their own biases to face, including a tendency to
    overweight evidence that is supportive of management’s methods and assumptions, favoring
    evidence that confirms the aforementioned, without critically assessing the reasonableness of
    contradictory evidence or inputs.

    The following three cases illustrate how the auditor considers audit evidence obtained, including
    contradictory evidence, related to accounting estimates.

    Case A — Revenue Projections Used in an Impairment Assessment

    An entity holds an indefinite-lived intangible asset that it tests annually for impairment under
    ASC 350 using an income approach (discounted cash flow analysis). As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The revenue projections (i.e., revenue growth rate) used in the discounted cash flow
    analysis could be unreasonable and result in the entity not recording an impairment that
    exists.

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion as part of its risk assessment procedures; however, this case
    focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The entity’s revenue projections align with their historical trends.
    • The entity’s revenue forecasts have not varied significantly from actual results over the

    past three years.

    Case 17-9c: Contradictory Evidence Page 2

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    • The entity is operating in an industry that has recently experienced market declines.
    • The entity has gained market share in each of the last three years.
    • The revenue growth rates used in the projections are above the growth rates estimated by

    industry analysts.
    • The entity has a significant number of multi-year contracts with its customers.

    Case B — Impairment Indicator Related to a Potential Asset Sale

    An entity owns a long-lived asset group (the “Asset Group”) that management evaluated for
    impairment indicators in the current year in accordance with ASC 360 and concluded that there
    were no such indicators. As part of its risk assessment procedures, the engagement team
    identified the following risk of material misstatement related to the valuation assertion:

    • The entity does not identify relevant impairment indicators related to ASC 360-10-35-
    21(f), which states an impairment indicator may exist if there is “a current expectation
    that, more likely than not, a long-lived asset (asset group) will be sold or otherwise
    disposed of significantly before the end of its previously estimated useful life.”

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The budget used by management for operational purposes is reasonable and indicates
    operating income and positive cash flows for the Asset Group.

    • Because they are in a distressed industry, the entity and the Asset Group have
    experienced declines in financial results in recent years.

    • Management communicated to investors an intention to shift its operating strategy to
    improve cash flows and is exploring options and opportunities to achieve this goal.

    • Board meeting minutes indicate that a number of strategic options and opportunities have
    been discussed, including the potential sale of the Asset Group, the potential sale of other
    assets, and refinancing debt.

    • The entity projects that it will meet its financing and liquidity needs without having to
    sell the Asset Group or any other assets.

    • Management represented to the engagement team that it does not believe it is more likely
    than not that the Asset Group will be sold or disposed of significantly before the end of
    its previously estimated useful life.

    Case 17-9c: Contradictory Evidence Page 3

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case C — Assumptions Used to Estimate the Allowance for Doubtful Accounts

    A commercial furniture wholesaler reserves for its allowance for doubtful accounts based on
    standard reserve percentages supported by historical collection experience. (Note that this
    example does not contemplate the need for specific reserves.) Management uses the same
    process for estimating the allowance for doubtful accounts (the “reserve”) as it did in the prior
    year; the approach is in accordance with the recently issued ASU 2016-13.1 As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The entity may not appropriately update its reserve policy (including updates to reserve
    percentages) for changes in circumstances.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes. In
    addition, this risk was not identified as a fraud risk.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The current-year reserve as a percentage of gross receivables is consistent with prior
    years although there was an increase in revenues, gross receivables, and the related
    reserve.

    • Bad debt expense has remained consistent as a percentage of gross revenue over the past
    several years.

    • Retrospective review of receivable collections indicates that management’s reserves have
    historically been accurate.

    • Economic conditions have been unstable and the predictability of future conditions is
    limited.

    • Revenues increased substantially year over year as a result of the introduction of a new
    product line.

    • The new product line is marketed toward customers in the restaurant industry, in which
    the entity does not currently have an established customer base.

    • The restaurant industry generally has a higher rate of business failure than other customer
    segments.

    • The entity’s collections experience has primarily been with customers in the retail and
    professional services industries; the entity has minimal collections experience with the
    new product line, given the recent launch.

    • Approved sales terms have not changed year to year (e.g., sales personnel may offer an
    extension of credit of up to 100 percent of the purchase price consistent with prior year,

    1 FASB Accounting Standards Update (ASU) No. 2016-13, Financial Instruments — Credit Losses (Topic 326):
    Measurement of Credit Losses on Financial Instruments.

    Case 17-9c: Contradictory Evidence Page 4

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    criteria applied to evaluate customer creditworthiness is consistent with prior year,
    payment terms are consistent with prior year).

    • Sales of the new product line are more frequently 100 percent financed in contrast to
    sales of the existing product lines, resulting in an increase in gross receivables.

    • Competitors who manufacture similar restaurant furniture products have higher reserves
    as a percentage of their trade receivables.

    Required:

    For each case above:

    1. Identify and summarize the corroborative and contradictory audit evidence in each
    scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding
    management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable
    and how additional information obtained might change your conclusion.

    – Case 17-9
    – Contradictory Evidence

    **## W6paper.docx**

    Instructions:
    **Due by midnight on Sunday.**

    3 pages APA format and scholarly sources

    Using current literature, complete "Case 17-9, Contradictory Evidence" that is attached. Here are the specific questions that need to be answered:

    Required:

    For each case in the document:

    1. Identify and summarize the corroborative and contradictory audit evidence in each scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable and how additional information obtained might change your conclusion.

    4. What are the ethical issues that need to be considered? (this question is in addition to the ones at the end of the case)

    **## us-dfdtn-17-9-case-contradictory-evidence.pdf**

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case 17-9

    Contradictory Evidence

    Auditors have a responsibility to remain alert to audit evidence that contradicts other audit
    evidence obtained. The application of professional skepticism is essential to the critical
    assessment and questioning of contradictory audit evidence.

    When the auditor obtains information during the course of the audit that contradicts information
    obtained from another source, the auditor has a responsibility to resolve the matter and consider
    its impact on the sufficiency and appropriateness of audit evidence obtained and the effect, if
    any, on other aspects of the audit.

    The auditor may face significant challenges associated with identifying, evaluating, and
    addressing contrary, disconfirming, or inconsistent evidence. In particular, when auditing
    accounting estimates, auditors may have their own biases to face, including a tendency to
    overweight evidence that is supportive of management’s methods and assumptions, favoring
    evidence that confirms the aforementioned, without critically assessing the reasonableness of
    contradictory evidence or inputs.

    The following three cases illustrate how the auditor considers audit evidence obtained, including
    contradictory evidence, related to accounting estimates.

    Case A — Revenue Projections Used in an Impairment Assessment

    An entity holds an indefinite-lived intangible asset that it tests annually for impairment under
    ASC 350 using an income approach (discounted cash flow analysis). As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The revenue projections (i.e., revenue growth rate) used in the discounted cash flow
    analysis could be unreasonable and result in the entity not recording an impairment that
    exists.

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion as part of its risk assessment procedures; however, this case
    focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The entity’s revenue projections align with their historical trends.
    • The entity’s revenue forecasts have not varied significantly from actual results over the

    past three years.

    Case 17-9c: Contradictory Evidence Page 2

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    • The entity is operating in an industry that has recently experienced market declines.
    • The entity has gained market share in each of the last three years.
    • The revenue growth rates used in the projections are above the growth rates estimated by

    industry analysts.
    • The entity has a significant number of multi-year contracts with its customers.

    Case B — Impairment Indicator Related to a Potential Asset Sale

    An entity owns a long-lived asset group (the “Asset Group”) that management evaluated for
    impairment indicators in the current year in accordance with ASC 360 and concluded that there
    were no such indicators. As part of its risk assessment procedures, the engagement team
    identified the following risk of material misstatement related to the valuation assertion:

    • The entity does not identify relevant impairment indicators related to ASC 360-10-35-
    21(f), which states an impairment indicator may exist if there is “a current expectation
    that, more likely than not, a long-lived asset (asset group) will be sold or otherwise
    disposed of significantly before the end of its previously estimated useful life.”

    The risk of material misstatement was not identified as a fraud risk.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The budget used by management for operational purposes is reasonable and indicates
    operating income and positive cash flows for the Asset Group.

    • Because they are in a distressed industry, the entity and the Asset Group have
    experienced declines in financial results in recent years.

    • Management communicated to investors an intention to shift its operating strategy to
    improve cash flows and is exploring options and opportunities to achieve this goal.

    • Board meeting minutes indicate that a number of strategic options and opportunities have
    been discussed, including the potential sale of the Asset Group, the potential sale of other
    assets, and refinancing debt.

    • The entity projects that it will meet its financing and liquidity needs without having to
    sell the Asset Group or any other assets.

    • Management represented to the engagement team that it does not believe it is more likely
    than not that the Asset Group will be sold or disposed of significantly before the end of
    its previously estimated useful life.

    Case 17-9c: Contradictory Evidence Page 3

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    Case C — Assumptions Used to Estimate the Allowance for Doubtful Accounts

    A commercial furniture wholesaler reserves for its allowance for doubtful accounts based on
    standard reserve percentages supported by historical collection experience. (Note that this
    example does not contemplate the need for specific reserves.) Management uses the same
    process for estimating the allowance for doubtful accounts (the “reserve”) as it did in the prior
    year; the approach is in accordance with the recently issued ASU 2016-13.1 As part of its risk
    assessment procedures, the engagement team identified the following risk of material
    misstatement related to the valuation assertion:

    • The entity may not appropriately update its reserve policy (including updates to reserve
    percentages) for changes in circumstances.

    Note that the engagement team may have identified additional risks of material misstatement
    related to the valuation assertion identified as part of its risk assessment procedures; however,
    this example focuses on this specific risk of material misstatement for illustrative purposes. In
    addition, this risk was not identified as a fraud risk.

    The engagement team obtained the following evidence from the audit procedures performed to
    address this risk as well as evidence from audit procedure performed in planning and risk
    assessment:

    • The current-year reserve as a percentage of gross receivables is consistent with prior
    years although there was an increase in revenues, gross receivables, and the related
    reserve.

    • Bad debt expense has remained consistent as a percentage of gross revenue over the past
    several years.

    • Retrospective review of receivable collections indicates that management’s reserves have
    historically been accurate.

    • Economic conditions have been unstable and the predictability of future conditions is
    limited.

    • Revenues increased substantially year over year as a result of the introduction of a new
    product line.

    • The new product line is marketed toward customers in the restaurant industry, in which
    the entity does not currently have an established customer base.

    • The restaurant industry generally has a higher rate of business failure than other customer
    segments.

    • The entity’s collections experience has primarily been with customers in the retail and
    professional services industries; the entity has minimal collections experience with the
    new product line, given the recent launch.

    • Approved sales terms have not changed year to year (e.g., sales personnel may offer an
    extension of credit of up to 100 percent of the purchase price consistent with prior year,

    1 FASB Accounting Standards Update (ASU) No. 2016-13, Financial Instruments — Credit Losses (Topic 326):
    Measurement of Credit Losses on Financial Instruments.

    Case 17-9c: Contradictory Evidence Page 4

    Copyright © 2020 Deloitte Development LLC
    All Rights Reserved.

    criteria applied to evaluate customer creditworthiness is consistent with prior year,
    payment terms are consistent with prior year).

    • Sales of the new product line are more frequently 100 percent financed in contrast to
    sales of the existing product lines, resulting in an increase in gross receivables.

    • Competitors who manufacture similar restaurant furniture products have higher reserves
    as a percentage of their trade receivables.

    Required:

    For each case above:

    1. Identify and summarize the corroborative and contradictory audit evidence in each
    scenario.

    2. Determine what additional information, if any, is needed to reach a conclusion regarding
    management’s assertion.

    3. On the basis of the case facts, determine whether management’s assertion is supportable
    and how additional information obtained might change your conclusion.

    – Case 17-9
    – Contradictory Evidence

  • [Solved] I need help with this today

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) You have to use my library only, I cannnot use internet sources. APA IS STRICT – 2 years ago **files (1)** – ## DrLamarunit4.pdf **## DrLamarunit4.pdf** Dr Lamar unit 4 1. For the Unit 4 Complete assignment, w…

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    [>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

    You have to use my library only, I cannnot use internet sources.

    APA IS STRICT

    – 2 years ago

    **files (1)**

    – ## DrLamarunit4.pdf

    **## DrLamarunit4.pdf**

    Dr Lamar unit 4

    1.
    For the Unit 4 Complete assignment, write a narrative essay (minimum of 1200 words) which
    addresses the questions and statements below.  When finished, the essay should demonstrate a
    thorough understanding of the READ and ATTEND sections.  A minimum of three scholarly
    sources are required, and all sources should be cited and referenced in APA format.
    •    Describe the difference between self-directed work teams, virtual teams, and cross-
    functional teams. Which kind of team would you prefer and why?
    •    Think of an example of transorganization development within your organization or an
    organization you are familiar with. How do you think some of the practices covered in this book
    including contracting, data gathering, feedback, and the intervention types covered thus far
    might apply or need to be modified?
    •    How would you describe your organization’s structure? Choose one of the following:
    functional, unit, matrix, network, and boundaryless or process. Include advantages and
    disadvantages of the chosen organizational structure.
    •    How receptive would your organization be to dialogic OD practices?

    American books/authors only

    Please make sure yu cite everything and cite at the end of the paragraphs.

    No direct quotes or bulletins

    Only use the 1 source I give you and 2 others from the library.

    Anderson, D. L. (2020). Organization development: The process of leading organizational
    change (5th ed.). SAGE Publications.

    **## DrLamarunit4.pdf**

    Dr Lamar unit 4

    1.
    For the Unit 4 Complete assignment, write a narrative essay (minimum of 1200 words) which
    addresses the questions and statements below.  When finished, the essay should demonstrate a
    thorough understanding of the READ and ATTEND sections.  A minimum of three scholarly
    sources are required, and all sources should be cited and referenced in APA format.
    •    Describe the difference between self-directed work teams, virtual teams, and cross-
    functional teams. Which kind of team would you prefer and why?
    •    Think of an example of transorganization development within your organization or an
    organization you are familiar with. How do you think some of the practices covered in this book
    including contracting, data gathering, feedback, and the intervention types covered thus far
    might apply or need to be modified?
    •    How would you describe your organization’s structure? Choose one of the following:
    functional, unit, matrix, network, and boundaryless or process. Include advantages and
    disadvantages of the chosen organizational structure.
    •    How receptive would your organization be to dialogic OD practices?

    American books/authors only

    Please make sure yu cite everything and cite at the end of the paragraphs.

    No direct quotes or bulletins

    Only use the 1 source I give you and 2 others from the library.

    Anderson, D. L. (2020). Organization development: The process of leading organizational
    change (5th ed.). SAGE Publications.

  • [Solved] QUICK PAPER

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) 500 WORDS. FAST TURN AROUND – 2 years ago

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    [>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

    500 WORDS. FAST TURN AROUND

    – 2 years ago

  • [Solved] The value of better patient relationships

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    [>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing) **In the discussion, respond to the following. Be sure to respond to all parts of the following question in order to earn full credit.** – **Review the article,** [**"The Impact of Marketing Strategies in Health…

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    [>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing)

    **In the discussion, respond to the following. Be sure to respond to all parts of the following question in order to earn full credit.**

    – **Review the article,** [**"The Impact of Marketing Strategies in Healthcare Systems."**](https://search-ebscohost-com.libdatab.strayer.edu/login.aspx?direct=true&db=cmedm&AN=31406509&site=ehost-live&scope=site) **In what ways can creating better patient relationships provide a competitive advantage?**

    **Be sure to respond to at least one of your classmates' posts:**

    In creating  better patient relationships, you develp a competitive advantage by engaging you patients in their treatments by listening to the concers and complaints that are bothering them. If they come to you instead of your competition , they may have been mistrated or disrespected When they come to you they are looking for a reason to trust that you are different. That you are more concerned about then regardless of their method of payments.

    They need to know that you really hear them , before you set up anty type of care, When building a relationshi your are engaging the patient in their treatments and they become more compliant in taking their medfdication and traetment plans. these same patients began to trust you with their care. The may also recommend their friends and family members because your facility treats them with respect and dignity. The become satisfied in their care and become loyal to you and your facilty istead of your competion.

    When patients have a good relationship with the serbvices they receive in you and your facility the take bettert care of themselves and will assist you in the treatments and regularly keep up with appointments. When you satisfy your patients and they know you care they never utilize the servvices at your competitos facility.

    – 2 years ago

  • [Solved] Proposing Market Entry Strategies

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    [>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing) ## Overview You have just taken on a new role as a marketing manager for a new hospital in Ajo, Arizona-Ajo Medical Center (AMC). There is one other hospital in the area, but it is 40 miles from the center of to…

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    [>Marketing homework help](https://www.sweetstudy.com/fields/business-finance-marketing)

    ## Overview

    You have just taken on a new role as a marketing manager for a new hospital in Ajo, Arizona-Ajo Medical Center (AMC). There is one other hospital in the area, but it is 40 miles from the center of town, making it difficult for many residents to get to. The new AMC will be much more accessible for residents who live closer to town.

    ## Preparation

    As you prepare to take on this role, watch the following case study video clips on branding and marketing. You will use the content of the videos to consider how the practices of Moving Brands might be applied to the marketing strategy of Ajo Medical Center.

    – [Chapter 1: Brand Vs. Branding](https://sk-sagepub-com.libdatab.strayer.edu/video/practitioner-perspectives-with-moving-brands?seq=1).
    – [Chapter 3: What's the Difference Between Branding and Marketing?](https://sk-sagepub-com.libdatab.strayer.edu/video/practitioner-perspectives-with-moving-brands?seq=3)

    The CEO of AMC has asked you to create a proposal in which you provide a competitive marketing entry strategy and a communication strategy and suggest marketing research tools for the new hospital.

    ## Instructions

    Create a 5-7 page proposal (including a Sources page) in which you:

    1. Develop a SWOT analysis to determine the best approach for market entry.
    – The following resources may be helpful:
    – [7 Strategies for A Successful New Market Entry](https://www.linkedin.com/pulse/7-strategies-successful-new-market-entry-stephen-turcotte/).
    – [How Do You Prepare to Enter a New Market?](https://visionedgemarketing.com/improve-new-market-entry-success/)
    2. Formulate a proposed marketing entry strategy for how your hospital will enter the local market and attract patients in ways that differentiate it from the other area hospitals.
    – The following resources may be helpful:
    – [Marketing to Healthcare: Applying the 4 C's](https://catmediatheagency.com/marketing-to-healthcare-4cs/).
    – [Formulating Productive Marketing Communications Strategy: A Major Health System's Experience](https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6293486/).
    3. Develop a proposed communication strategy for the new hospital using the 4 C's for marketing communication.
    – The following resource may be helpful:
    – [20 Market Research Tools (With Importance and Types)](https://www.indeed.com/career-advice/career-development/market-research-tools).
    4. Create a list of suggested marketing research tools that AMC could use to identify the target market and to learn about patient wants and needs. Make sure the tools are a good fit for AMC. Examples include Google Analytics, SurveyMonkey, Spyfu, and Claritas MyBestSegments.
    5. Use 4-5 credible, relevant, and appropriate sources to support your writing. Cite each source at least once within your assignment. For help with research, writing, and citation, access the library or review library guides.

    Keep in mind that this proposal is for the CEO, so the proposal should also:

    – Contain accurate and clearly written information.
    – Be professional in appearance.
    – Use headings.
    – Incorporate colors, graphs, and charts as appropriate.
    – Include a Sources page at the end of the proposal, cited using the Strayer Writing Standards format.

    This course requires the use of Strayer Writing Standards (SWS). The library is your home for SWS assistance, including citations and formatting. Please refer to the [Library](https://library.strayer.edu/sws) site for all support. Check with your professor for any additional instructions.

    The specific course learning outcome associated with this assignment:

    – Propose competitive marketing entry strategies, communication strategies, and marketing research tools for health care organizations.

    – 2 years ago