CLAA06H3 Lecture 7: Lecture 7 - Gilgamesh, Perseus, Heracles

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pearwallaby954

1 May 2012

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After being severed by the bacchants, orpheus" head was thrown into hebrus and floated in the. Aegean see up to the island of lesbos, never ceasing its song. Greek heroes: perseus, heracles, theseus, jason, perseus. Connected with the cities of mycene (other important rulers, atreus, and agamemnon), tiryns and argos. Perseus" ancestress is io, daughter of the oceanid melia and inachus, the god river that crosses the argive plain. Io, priestess of hera, affair with zeus; argus, hera"s peacock; io"s wanderings: ionian sea, Macedonia, thrace, bosporus straits, around the black sea, caucasus mountain, egypt. Hermes killing argus and io as heifer, red-figure attic case, 5th c bc. Ephaphus king of egypt marries the daughter of the nile, memphis, eponym of the city now. They have a daughter libya; libya and poseidon have agenor (father of europa) and belus; Belus and another daughter of nilus have twins: aegyptus (arabia) and danaus (libya)

Related Questions

Xerox: Adapting to the Turbulent Marketing Environment Xerox introduced the first plain-paper office copier more than 50 years ago. In the decades that followed, the company that invented photocopying flat-out dominated the industry it had created. The name Xerox became almost generic for copying (as in Xerox this for you). Through the years, Xerox fought off round after round of rivals to stay atop the fiercely competitive copier industry. Through the late 1990s, Xerox's profits and stock price were soaring. Then things went terribly wrong for Xerox. The legendary company's stock and fortunes took a stomach-churning dive. In only 18 months, Xerox lost some $38 billion in market value. Its stock price plunged from almost $70 in 1999 to under $5 by mid-2001. The once-dominant market leader found itself on the brink of bankruptcy. What happened? Blame it on change or rather on Xerox's failure to adapt to its rapidly changing marketing environment. The world was quickly going digital, but Xerox hadn't kept up. In the new digital environment, Xerox customers no longer relied on the company's flagship products' standalone copiers to share information and documents. Rather than pumping out and distributing stacks of black-and-white copies, they created digital documents and shared them electronically. Or they printed out multiple copies on their nearby networked printer. On a broader level, while Xerox was busy perfecting copy machines, customers were looking for more sophisticated document management solutions. They wanted systems that would let them scan documents in Frankfurt, weave them into colorful, customized showpieces in San Francisco, and print them on-demand in London even altering for American spelling. This left Xerox on the edge of financial disaster. We didn't have any cash and few prospects for making an, says current Xerox CEO, Ursula Burns.The one thing you wanted was good and strong leaders that were aligned and could get us through things and we didn't have that. Burns didn't realize it back then, but she would one day lead the company she began working for as a summer intern in 1981. In fact, Burns almost left the company in 2000, but her colleague and friend, Anne Mulcahy, became CEO and convinced her to stay. Burns was named a senior vice president and was then charged with cleaning the house. The Turnaround Begins Task number one: Outsource Xerox's manufacturing. An often criticized and unpopular move, outsourcing was critical to Xerox's cost-saving efforts. Burns oversaw the process in a way that preserved quality while achieving the desired cost benefits. And she did so with the blessing of Xerox's employee union by convincing the union that it was either lose some jobs or have no jobs at all. With the restructuring of manufacturing, in only four years, Xerox's workforce dropped from 100,000 employees to 55,000. Although this and other efforts returned Xerox to profitability within a few years, the bigger question still remained: What business is Xerox really in? To answer this question, Xerox renewed its focus on the customer. Xerox had always focused on copier hardware. But we were being dragged by our customers into managing large, complex business processes for them, says Burns. Before developing new products, Xerox researchers held seemingly endless customer focus groups. Sophie Vandebroek, Xerox's chief technology officer, called this dreaming with the customer. The goal, she argued, was involving [Xerox] experts who know the technology with customers who know the pain points. . . . Ultimately innovation is about delighting the customer. In the process, Xerox discovered that understanding customers is just as important as understanding technology. What Xerox learned is that customers didn't want just copiers; they wanted easier, faster, and less costly ways to share documents and information. As a result, the company had to rethink, redefine, and reinvent itself. Xerox underwent a remarkable transformation. It stopped defining itself as a copier company. In fact, it even stopped making standalone copiers. Instead, Xerox began billing itself as the world's leading document management technology and services enterprise. The company's newly minted mission was to help companies be smarter about their documents. This shift in emphasis created new customer relationships, as well as new competitors. Instead of selling copiers to equipment purchasing managers, Xerox found itself developing and selling document management systems to high-level information technology managers. Instead of competing head-on with copy machine competitors like Sharp, Canon, and Ricoh, Xerox was now squaring off against information technology companies like HP and IBM. Although it encountered many potholes along the way, the company once known as the iconic copier company became increasingly comfortable with its new identity as a document-management company. Building New Strengths Xerox's revenue, profits, and stock price began to show signs of recovery. But before it could declare its troubles over, yet another challenging environmental force arose the Great Recession. The recession severely depressed Xerox's core printing and copying equipment and services business, and the company's sales and the stock price tumbled once again. So in a major move to maintain its transition momentum, Xerox acquired Affiliated Computer Services (ACS), a $6.4 billion information technology (IT) services powerhouse with a foot in the door of seemingly every back office in the world. The expertise, capabilities, and established channels of ACS were just what Xerox needed to take its new business plan to fruition. The synergy between Xerox, ACS, and other acquired companies has resulted in a broad portfolio of customer-focused products, software, and services that help Xerox's customers manage documents and information. In fact, Xerox has introduced more than 130 innovative new products in the past four years. It now offers digital products and systems ranging from network printers and multifunction devices to color printing and publishing systems, digital presses, and book factories. It also offers an impressive array of print management consulting and outsourcing services that help businesses develop online document archives, operating in-house print shops or mailrooms, analyze how employees can most efficiently share documents and knowledge, and build Internet-based processes for personalizing direct mail, invoices, and brochures. These new products have allowed Xerox to supply solutions to clients, not just hardware. For example, Xerox has a new device for insurance company customers, a compact computer with scanning, printing, and Internet capabilities. Instead of relying on the U.S. Postal Service to transport hard copies of claims, these and related documents are scanned on-site, sorted, routed, and put immediately into a workflow system. This isn't just a fancy new gadget for the insurance companies. They are seeing real benefits. Error rates have plummeted along with processing times, and that means increases in revenues and customer satisfaction. Dreaming Beyond Its Boundaries Riding the combination of Xerox's former strengths and its new acquisitions, Burns and the Xerox team now have a utopian image of what lies ahead. They believe the tools and services they offer clients are getting smarter. It's not just processing Medicaid payments, says Stephen Hoover, director of Xerox's research facilities. It's using our social cognition research to add wellness support that helps people better manage conditions like diabetes. Hoover adds that the future may see a new generation of Xerox devices, such as those that can analyze real-time parking and traffic data for municipal customers, allowing them to help citizens locate parking spots or automatically ticket them when they are going too fast. Already, Xerox is market testing parking meters that are capable of calling 911 or taking photos when a button is pushed. Not all products such as these will hit the market, but Xerox now has a model that allows it to dream beyond its known boundaries. In another example of smarter tools for clients, Xerox will soon rollout Ignite, a software and Web-based service that turns its copiers/scanners/printers already in service at schools around the world into paper-grading machines. Previous automated grading technologies (such as Scantron) worked only on multiple-choice responses filled out on special forms. But Ignite will grade work where answers are written in by students even numeric math problems. The real revolutionary potential of Ignite, however, is not just in automated grading, but in taking the results and turning them into Web-accessible data that allow teachers to identify problem areas and make improvements to their techniques. Throughout this corporate metamorphosis, Xerox isn't focused on trying to make better copiers. Rather, it is focused on improving any process that a business or government customer needs to perform and performing it more efficiently. Xerox's new machines have learned to read and understand the documents they scan, reducing complex tasks that once took weeks down to minutes or even seconds. From now on, Xerox wants to be leading global document management and business-process technology and services, provider. With all the dazzling technologies emerging today, Burns acknowledges that the business services industry in which Xerox now operates is decidedly unsexy. But she also points out that these are processes that companies need to run their businesses. They do it as a sideline; it's not their main thing. But running these seemingly mundane business processes is now Xerox's main thing. Xerox provides these basic document and IT services to customers so that customers can focus on what matters most to their real businesses. Xerox's transition is still a work in progress. Over the last four years, the company's revenues are up 47 percent and profits have more than doubled. Its stock price, however, has struggled (it has yet to top $12), a sign that Xerox isn't doing as well as Wall Street thinks it should be. Part of the reason is that Xerox still relies to some extent on its copier and printer products for its success, even with its recent diversification strategy. And just as e-mail and desktop software killed photocopying, smartphones and tablets are killing inkjet and photo printers. But Xerox depends much less on such products than competitors such as Hewlett-Packard and Lexmark International do. Thus, experts predict, Xerox will rebound much more quickly than its rivals. Burns and crew are also confident that as Xerox continues its transition to a solutions provider, the seeds it has planted over the past few years will soon bear fruit. Xerox knows that change and renewal are ongoing and never-ending. The one thing that's predictable about business is that it's fundamentally unpredictable says the company's annual report. Macro forces such as globalization, emerging technologies, and, most recently, depressed financial markets bring new challenges every day to businesses of all sizes. The message is clear. Even the most dominant companies can be vulnerable to the often turbulent and changing marketing environment. Companies that understand and adapt well to their environments can thrive. Those that don't risk their very survival. Questions for discussion:

1. What microenvironmental factors have affected Xerox's performance since the late 1990s?

2. What macroenvironmental factors have affected Xerox's performance during that period?

3. By focusing on the business services industry, has Xerox pursued the best strategy? Why or why not?

4. What alternative strategy might Xerox have pursued following the first signs of declining revenues and profits?

5. Given Xerox's current situation, what recommendations would you make to Burns for the future of Xerox?

maroonskunk617

Please read this article. It discusses foreign currency issues for the Euro. Please elaborate and explain your thoughts on the article below.

The wisdom in the eurozone is that if the European Central Bank would only follow the lead of the Federal Reserve and move to far more aggressive monetary policy, which it is now doing, all will be hunky-dory.
Of course, drenching the single currency area in euros will help, and make it easier for banks to lend again.
It is also a brave act for the ECBâs Italian president, Mario Draghi. His promise to expand the balance sheet of the ECB by â¬1trillion flies in the face of historic German concerns about overexuberant monetary policy and the horrors of the Weimar Republic.
The bigger question, however, is whether the source of the eurozoneâs problems is simply a lack of credit, or is it more deeply rooted?
Many euroland economies simply are loaded down with too much debt. The âtroikaâ solution offered by the IMF, European Commission and ECB to this has been austerity. But still the debt levels rise.
Even the IMFâs own internal monitoring group has questioned the wisdom of the policy. The traditional solution for countries in trouble are the double âDâ approach â devaluation and default. The first is impossible in a single currency area unless nations drop out, as happened in 1993 when the euro predecessor, the European Monetary System, fell-apart.
That leaves the eurozone with default. It sound horrible and irresponsible, but as Harvardâs Benjamin Friedman recently observed, the debt of the 18 countries in the single currency region is more akin to American municipal bonds, rather than national debt. And managed defaults of American state and city debt have long been a feature of the landscape.
Official Greek debt could, for instance, be restructured so that payments could be stretched out over far longer time horizons and the coupons paid slashed. This was how the Latin American debt crisis in the 1980s, and some of the problems in East Asia a decade later, were fixed.
Standing in the way of such radical answers is Germany with its economic absolutes. Sometimes, however, German leaders choose to forget the fiscal history that they want to bury. In the 1930s it essentially defaulted on debts built up in the First World War and as a result of reparations.
At the London Debt Conference in 1953, the amount of debt Germany built up before, during and after the Second World War was halved and payment of principal suspended for five years and drawn out over 30 years to give a recovering and rebuilding economy breathing space.
That is the kind of precedent that Germany should be looking at now instead of insisting on hardship among its neighbours. It could also refrain from winding up friends by discouraging Brussels from presenting the UK with bills for Â£1.7billion in the knowledge that it would be a huge political embarrassment.
It is only by sleight of hand that the invoice has been halved.
Peace talk
The notion that Standard Charteredâs woes stem from the fact it was unfairly targeted by New York regulators is poppycock. The 29 per cent decline in the bankâs share price this year is representative of a much deeper malaise.
So far Standard Chartered has paid Â£400million in fines, in two tranches, to US enforcers, the most recent for failing to fix problems first identified in 2012: not smart.
Badly treated? Not if compared to BNP Paribas that had to stump up Â£5.5billion. As for the idea that foreign banks have been singled out â that also is ill-informed. Fines levied on JP Morgan Chase and Bank of America Merrill Lynch have been in the tens of billions of pounds.
One person who is certainly not taking Standard Charteredâs sliding reputation for granted is chairman Sir John Peace. He admitted to investors in Singapore, home to its largest shareholder Temasek with 17.7 per cent, that it was too complex and âtoo bureaucraticâ and takes too long to make decisions.
One critical action still pending is the removal of chief executive Peter Sands, who sought to brush aside charges of Iranian sanctions-busting and now has presided over a series of profits warnings. Temasek this week expressed its unanimous support for âPeter and Johnâ. Football fans will recognise the significance of that.
Slow coach
No one can question the determination of the Financial Conduct Authority to punish market offenders. But the speed at which it and the British courts deliver financial justice is farcical.
Julian Rifat, of hedge fund Moore Capital, was arrested on insider trading charges in 2010 but it was only yesterday that he was convicted of a Â£250,000 conspiracy as part of the Tabernula investigation involving six others.
Now we have another two month wait for sentencing.
The FCA says the probe was âpainstakingâ but that is no excuse for a lethargic process.

greycoyote871

TAX ACCOUNTING COMPREHENSIVE PROBLEM:

Carrie A Morgan, age 45, is single and lives with her dependentmother at 426 Grouse Avenue, Allentown, PA 18105. Her SocialSecurity number is 111-11-1112.

1. Carrie is a licensed hairstylist and operates her ownbusiness. Located at 480 Laurel Street, Allentown PA 18105, thebusiness is conducted under the name of "Carries Coiffures."Carrie's business activity code is 812112. In addition to 10workstations (i.e., stylist chairs) and a small reception area, theshop has display and storage areas for the products she sells (seeitem 2 below). During the year, Carrie leased nune of the stationsto other hairstylists. As is common practice in similar businessesin the area, the other stylists are considered to be self-employed.In fact, the IRS sanctioned the self-employment classification forthe stylists in an audit of one of Carrie's prior tax returns. Eachstylist pays Carrie a fixed rent for the use of a workstation,resulting in $68,000 of rents received during 2015. From her ownstation, Carrie earned $44,000 (including tips of $12,000) for thestyling services she provided to her own clients.

2. Carrie's Coiffures is the local distributor for severalbeauty products (e.g., conditioners, shampoos) that cannot bepurchased anywhere else. Carrie buys these items from themanufacturers and sells them to regular patrons, walk-in customers,and other beauticians (including those who lease chairs from her).Carrie's Coiffures is also known for the selection and quality ofits hairpieces (i.e., wigs, toupees). Through the shop, Carrie madethe following sales during the year:

Hairpieces and wigs: $69,000

Beauty Products: $48,000

Although Carrie operates her business on a cash basis, shemaintains inventory accounts for the items she sells as required bylaw. So, she uses the hybrid method of accounting for tax reportingpurposes. Relevant information about the inventories (based onlower of cost or market) is summarized below.

Hairpieces and wigs: $10,700 (12/31/2014), $12,600(12/31/2015)

Beauty products: $11,400 (12/31/2014), $9,900 (12/31/2015)

Carrie's purchases for 2015 were $30,500 of hairpieces and wigsand $26,100 of beauty products.

Carrie's Coiffurs had the following operating expenses for2015:

Utilities (i.e., gas, electric, telephone): $12,900

Ad valorem property taxes:

On realty (e.g., shop building and land): $4,200

On personalty (e.g., equipment, inventory): $1,800 ->Totalling $6,000

Styling supplies (e.g., rinses, dyes, gels, hair spray):$5,700

Fire and casualty insurance: $4,100

Liability Insurance: $4,000

Accounting services: $3,800

Janitorial services: $2,400

Sewer service, garbage pickup: $2,300

Water: $2,200

Occupation licenses (city and state): $1,500

Waiting room supplies (e.g., magazines, coffee): $1,300

As Carrie prefers to avoid employer-employee arrangements andthe payroll tax complexities, she retains outside agencies tohandle her accounting and janitorial needs.

3. In early 2015, Carrie decided to renovate the waiting room.On May 10, she spent $10,400 for new chairs, a sofa, various lamps,coffee bar, etc. Carrie follows a policy of claiming as muchdepreciation as soon as possible. The old furnishings were thrownaway or given to customers. For tax purposes, the old furnishingshad a zero basis.

4. Carrie's Coiffurs is located in a building Carrie hadconstructed at 480 Laurel Street in March 2001. The shop was builtfor a cose of $300,000 on a lot she purchased earlier for $35,000.Except for a down payment from savings, the cost was financed by a20-year mortgage. For tax purposes, MACRS depreciation is claimedon the building. During 2015, the following expenses wereattributable to the property:

Repainting (both interior and exterior): $8,000

Repairs (plumbing and electrical): $1,900

In May (after her accident settlement discussed in item 10below), Carrie paid the balance due on the business mortgage. To doso, she incurred a prepayment penalty of $4,400. Prior to payingoff the mortgage, she paid regular interest on the mortgage in 2015of $6,000.

5. In February 2015, Carrie's Coiffures was cited by the cityfor improper disposal of certain waste chemicals. Carrie questionedthe propriety of the proposed fine of $2,000 and retained anattorney to represent her at the hearing. By pleading nolocontendere, the attorney was able to get the fine reduced to$500. Carrie paid both the fine of $500 and the attoney's fee of$600 in 2015.

6. In August 2015, Carrie saw an ad in a trade publication thatattracted her attention. The owner of a well-respected stylingsalon in Reading (PA) had died, and his estate was offering thebusiness for sale. Carrie traveled to Reading, spent several dayslooking over the business (including books and financial results),and met with the executor. Carrie treated the executor to dinnerand a music concert. Immediately after the concert, Carrie made onoffer for the business, but the executor rejected her offer. Herexpenses in connection with this trip were as follows:

Car rental: $140

Entertainment of executor (dinner and concert): $280

Motel ( August 6-7): $220

Personal meals: $110

7. In March 2014, Joan Myers, one of Carrie's best slylists,left town to get away from a troublesome ex-husband. In order tohelp Joan establish a business elsewhere, Carrie loaned her $7,000.Joan signed a note dated March 3, 2014, that was payable in oneyear with 6% interest. On December 30, 2015, Carrie learned thatJoan had been declared bankrupt and was awaiting trial on felonytheft charges. Carrie never received payment from Joan, nor did shereceive any interest on the loan.

8. At Christmas, Carrie gave each of her 35 best customers alarge bottle of body lotion. Each bottle had a wholesale cost toCarrie of $12 but a retail price of $24. Carrie also spent $3 tohave each bottle gift wrapped. (Note: The lostion was special ordermerchanidse and was not part of the business's inventory orpurchases for the year - see item 2 above.) She also gave each ofthe nine stylists who leased chairs from her a friet basket thatcost$30 (not including a $5 delivery cost).

9. In March 2015, the Pennsylvania Department of Revenue auditedCarrie's state income tax returns for 2012 and 2013. She wasassessed additional state income tax of $340 for these years.Surprisingly, no interest was included in the assessment. Carriepaid the back taxes promptly.

10. On a morning walk in November 2014, Carrie was injured whenshe was side-swiped by a delivery truck. Carrie was hospitalizedfor several days, and the driver of the truck was ticketed andcharged with DUI. The owner of the truck, a national parceldelivery service, was concerned that further adverse publicitymight result if the matter went to court. Consequently, the owneroffered Carrie a settlement if she would sign a release. Under thesettlement, her medical expenses were paid and she would receive acash award of $200,000. The award specified that the entire amountwas for physical pain and suffering. Since she suffered nopermanent injury as a result of the mishap, she signed the releasein April 2015 and received the $200,000 settlement.

11. In January 2015, Carrie was contacted by the state ofPennsylvania regarding a tract of land she owned in York County.The state intended to convert the property into a districtheadquarters, barracks, and training center for its highway patrol.Carrie had inherited the property from her father when he died onAugust 11, 2014. The property had a value of $140,000 on that dateand had been purchased by her father on March 3, 1980, for $30,000.On July 25, 2015, after considerable negotiation and after thestate threatened to initiate condemnation proceedings, she sold thetract to the state for $158,000. Since Carrie is not comfortablewith real estate investments, she does not plan to reinvest any ofthe proceeds received in another piece of realty.

12. When her father died in 2014, Carrie did not know that hehad an insurance policy on his life (maturity value of $50,000) inwhich she was named the beneficiary. When her mother told her aboutthe policy in July 2015, Carrie filed a claim with the carrier,Falcon Life Insurance Company. In August 2015, she received a checkfrom Falcon for $51,500 (including $1,500 interest).

13. Upon the advice of a client, who is a respected broker,Carrie purchased 1,000 shares of common stock in GrosbeackExploration for $40,000 on March 4, 2015. In the months followingher purchase, the share value of Grosbeak plummeted. Disgusted withthe unexpected erosion in the value of her investment, Carrie soldthe stock for $28,000 on December 23, 2015.

14. While on her way to work in 2014, Carrie was rear-ended by ahit-and-run driver. Thankfully, she was not injured in theaccident. The damage to her Lexus was covered by her insurancecompany, General Casualty, except for the $1,000 deductible she wasrequired to pay. In 2015, the insurance company located the driverwho caused the accident and was reimbursed by his insurer.Consequently, Carrie received a $1,000 refund check from GeneralCasualty in May 2015 to reimburse her for the $1,000deductible.

15. After her father's death, Carrie's mother (Mildred Morgan,Social Security number 123-45-6789) moved in with her. Mildred'spersistent back trouble made it difficult for her to climb thestairs to the second-floor bedrooms in Carrie's house. So, Carriehad an elevator installed in her personal residence at a cost of$12,000 in January 2015. A qualified appraiser determined that theelevator increased the value of the personal residence by $5,000.The appraisal cost $400. The operation of the elevator during 2015increased Carrie's electric bill by $300.

16. As a favor to a long-time client who is a drama professor ata local state university, Carrie spent a weekend as a stylist forthe key actresses in the annual Theater Department fund-raisingevent. The drama professor provided all of the resources thatCarrie needed to provide her services. Carrie estimates that shewould have charged $800 for the services she donated to thischaritable event.

17. In addition to the items already mentioned, Carrie had thefollowing receipts during 2015:

Interest income:

CD at Scranton First National Bank: $900

City of Lancaster general purpose bonds: $490

Money market account at Allentown State Bank: $340 -> $1,730total.

Qualified dividends on stock investments:

General Motors: $470

AT&T common: $380 -> $850 total.

Federal income tax refund (for tax year 2014): $791

Pennsylvania state income tax refund (for tax year 2014):$205

18. Expenditures for 2015, not previously noted, are summarizedbelow.

Contribution to pension plan: $10,000

Medical:

Premiums on medical insurance: $4,800

Dental bills: $1,400 -> $6,200 total.

Property taxes on personal residence: $3,800

Interest on home mortgage: $3,200

Professional expenses:

Subscriptions to trade journals: $180

Dues to beautician groups: $140 -> $320 total.

The $10,000 contribution to the pension plan is to a 401(k) typeof plan she established in 2015. Previously, she had contributed toan H.R. 10 (Keogh) plan but found that the 401(k) retirementarrangement provides more flexibility and is less complex. Themedical insurance policy covers Carrie and her dependents and wasissued in the name of the business (i.e., "Carrie's Coiffures"). Itdoes not cover dental work or capital modifications to a residence(see item 15 above).

19. During 2015, Carrie made total estimated tax payments withrespect to her 2015 tax returns of:

Federal estimated income tax payments: $20,800

Pennsylvania estimated income tax payments: $2,400

Allentown estimated income tax payments: $800

Requirements:

Prepare an income tax return (with appropriate schedules) forCarrie for 2015. In doing this, use the following guidelines:

Make necessary assumptions for information not given in theproblem

Carrie has itemized deductions ever since she became a homeownermany years ago.

The sales tax option was not chosen in 2014, and Carrie had nomajor purchases that qualify for the sales tax deduction in2015.

Carrie has substantiation (e.g., record, receipts) to supportthe transactions involved.

If a refund results, Carrie wants it sent to her.

Carrie is preparing her own return (i.e., no preparer isinvolved).

Carrie does not wish to contribute to the Presidential ElectionCampaign Fund.

ivorysardine587

CLAA06H3 Lecture 7: Lecture 7 - Gilgamesh, Perseus, Heracles

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