C7.7.1 Customers Invoice Answer the following questions in section .pdf

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C7.7.1 Customers: Invoice Answer the following questions in section C7.7.1 Customers: Invoice. Required: 13. Select Save > More > Transaction Journal. What are the accounts and amounts debited? Note: Answer this question in the table shown below. Round your answer to 2 decimal places. What are the accounts and amounts credited? Note: Answer this question in the table shown below. Round your answer to 2 decimal places..

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Calculate: Current Ratio Quick Ratio Accounts Receivable Turnover Days' Sales in receivables Inventory Turnover Days' sales in inventory Ratio of Fixed Assets to Long-Term Liabilities Ratio of Liabilities to Stockholders' Equity Asset Turnover Return on Total Assets Return on Stockholders' Equity Eiscal Year Ended Net revenues: Eiscal Year Ended Net earnings including noncontrolling interests Other comprehensive income/(loss), net of tax: Current assets: LIABILITIES AND SHAREHOLDERS' EQUITY/(DEFICIT) Shareholders' deficit: Common stock ( $0.001 par value) authorized, 2,400.0 shares; issued and outstanding, 1,147.9 and 1,180.0 shares, respectively Fiscal Year Ended OPERATING ACTIVITIES: Net earnings including noncontrolling interests Adjustments to reconcile net earnings to net cash provided by operating activities: CASH AND CASH EQUIVALENTS: Beginning of period End of period SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION: Cash paid during the period for: Interest, net of capitalized interest Income taxes.

CalculateCurrent RatioQuick RatioAccounts Receivable Turnover.pdf

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Compare la bomba de sodiopotasio con la prote�na en forma de barril.pdf

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Companies U and L are identical in every respect except that U is unlevered while L has $10 million of 5% bonds outstanding. Assume: (1) All of the MM assumptions are met. (2) Both firms are subject to a 25% federal-plus-state corporate tax rate. (3) EBIT is $2 million. (4) The unlevered cost of equity is 10%. a. What value would MM now estimate for each firm? (Hint: Use Proposition I.) b. What is rs for Firm U? For Firm L? c. Find SL, and then show that SL + D = VL results in the same value as obtained in part a. d. What is the WACC for Firm U? For Firm L?.

Companies U and L are identical in every respect except that U is un.pdf

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Cadena de valor y clasificacin de costes, empresa informtica. Dell Computer incurre en los siguientes costos: a. Costos de servicios pblicos para la planta que ensambla la lnea de productos de computadoras Latitude b. Costos de distribucin para enviar la lnea de productos Latitude a una cadena minorista C. Pago a David Newbury Designs por el diseo de la computadora porttil XPS 2 en 1 d. Salario de un informtico que trabaja en la prxima generacin de servidores mi. Costo de la visita de los empleados de Dell a un cliente importante para demostrar la capacidad de Dell para interconectarse con otras computadoras F. Compra de productos de la competencia para probarlos frente a posibles productos de Dell gramo. Pago a una revista de negocios por publicar anuncios de Dell H. Costo de los cartuchos comprados a un proveedor externo para usar con las impresoras Dell Requerido: Clasifique cada uno de los elementos de costo (ah) en una de las funciones comerciales de la cadena de valor.

Cadena de valor y clasificaci�n de costes, empresa inform�tica. Dell.pdf

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Comment about this post. Motivators to help employees at the workplace come in many different forms. Ranging from personal acknowledgement/recognition, financial compensation, PTO opportunities, and/or career advancement; all in which is beneficial to the employee(s) who are doing so. The type of qualities that employees may look for in a leader, the first thing that comes to mind is to be communicative. Hands down, being able to talk to you immediate Supervisor or Leader goes a long way when it comes to being a productive leader. Support potential ideas coming from the employees, understanding of their situations when they arrive, compassion their individual performances, as well as be an outlet for knowledge in advancement not only with the job but in life as well. Bad Leaders can have a core of characteristics that can be very detrimental to the process of the overall job when it comes to the employees as well. Self-centered, non- communicative, lacking understanding of the situations or predicaments that may arise in the employee's life. Good Managers, including the employees in the process of success, listen and incorporate ideas that can have a huge impact on the overall mission accomplishment process of the company. Voicing the goals and intent of the mission that the company is trying to achieve. Refocusing the direction of the employees when things seem to be falling apart are all good qualities of the good Manager. Bad Managers are just the exact opposite, with a little bit more sauce as well, only focusing on themselves being the reason for success, one-way communication lanes, empowering himself through daily activities at work introducing negative work environments. With either a Leader or Manager, choosing the right approach could be key to your success nd the success of the company. Initiative, just the mere fact to just do the right thing at the workplace when no one is looking is a huge benefit, not only for the employees but for the entire Company as well. There are too many occasions where just doing the right thing just pays off in the long run. Mindset plays a huge part as well, coming to work is a daunting task already but at least having the right mindset when on the clock just adds to the overall atmosphere within the workplace. Daft defines mindset as, a collection of beliefs, thoughts, mental attitudes, assumptions, and dispositions that determined a persons interpretations and responses to outside events and situations..

Comment about this post.Motivators to help employees at the workpl.pdf

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Comment about this post. Some of the best motivators for employees are providing employee with rewards for their performance, employee recognition, company being inclusive, and great working environment Some benefits that attract, motivate, and retain employees are health benefits, pay rate, flexible schedule, the ability to work from home, tuition reimbursement, paid time off and vacation days. I believe that the list above would motivate, attract, and retain employees to work in any job despite the job that being their career path. The qualities that a good leader has from an employees perspective are their trust worthy, they have open communication with their employees, leaders ensure their employees are growing in their profession by providing professional development courses, they set an example for their employees to follow, leaders give constructive feedback to their employees based on their performance, leaders are open to receive constructive feedback from their employees, their open to change, and they set achievable goals for themselves and their employees. Some qualities of a bad leader are theyre not open to receive constructive feedback, their do not have a vision or ambition for their employees, theyre not great at communicating, and they micromanage their employees. The kind of qualities that a good manager has from an employee perspective is their able to show empathy to their employee, they set goals and expectation that everyone is able to understand, they have great communication skills, they keep up to date with the change in society, they provide inspiration to their employees, and they align organizational purpose with team goals. The qualities of a bad manager are they micromanager, they prevent their employees from growing by not allowing their employees to tackle difficult situation, they do not make their goal clear to their employees, they depend on their ego to lead them, and they show favoritism within the workplace. The qualities of a good manager will always outweigh the quality of bad manager. Employees prefer a good manager over a bad manager because it provides employees the ability to work in a peaceful environment..

Comment about this post.Some of the best motivators for employee.pdf

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Co-evolutionary troubles at the Renault Nissan alliance Widely hailed as one of the great successes in the automo[1]tive industry, the Renault Nissan alliance sold more vehicles worldwide than any other car maker in the first six months of 2018, with an estimated 5.5 million sales. This is a far cry from the alliances origins in 1999 when the auto industry was in a period of rapid consolidation and both Nissan and Renault were struggling. Renault was just recovering from a failed merger with Volvo, and a new CEO, Carlos Ghosn, had been appointed to streamline the company. He was highly e ective in doing so, earning him the nickname le cost killer, but Renault lacked access to the fast- growing Asian market. Nissan on the other hand was in financial trouble, with $20bn in debt and limited exposure to the European market. The aim of the alliance was for both companies to main[1]tain their own brand identities and running of their own businesses, while achieving substantial cost savings in sharing engineering, purchasing, research and production. For instance, both com panies now share common platforms for cars that allow them to use similar components for production (see figure) just four car platforms account for 75 per cent of all group production. When the Alliance started, Renault invested in Nissan to prevent its collapse and acquired 43 per cent of voting shares. Ghosn then carried out sweeping changes at Nissan over four years, firing over 20,000 people, closing five production plants, changing the corporate culture to a performance-based one, raising margins to an unheard of 9 per cent, and reducing supplier power that was harming profitability. Ghosns aim has been to focus on profitability and strengthening collaboration. However despite deepening this very successful alli[1]ance, Ghosn was arrested in November 2018 over alleged under-reporting of his earnings and misusing company assets, and is in a Tokyo jail. The Nissan board fired him shortly thereafter. This has exposed fractures in the Renault Nissan alliance, raising concerns about its future. The voting structure and shareholdings of the Alliance are shown in the figure. Nissan has a 15 per cent stake in Renault but no voting rights due to French laws preventing reciprocal control. The French government has increased its stake in Renault to 15 per cent and this has doubled their votes, due to European rules. However, Renault shares have fallen in 11.4 Strategic alliances 353 evolution. The amount of committed resources changes at each stage, but issues of trust and co- evolution recur throughout: Courtship. First there is the initial process of courting potential partners, where the main resource commitment is managerial time. This courtship process should not be rushed, as the willingness of both partners is required. Similar criteria apply to alliances at this stage as to acquisitions. Each partner has to see a strategic fit, according to the rationales in Section 11.3.2. Equ.

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Clasifique los siguientes rasgos como especficos de clulas o virus, o compartidos por ambos. nico para las clulas: Compartido por celdas: y virus Exclusivo de los virus: Banco de respuestas: puede responder activamente a los estmulos ambientales contienen material gentico protegido por una capa de protena puede llevar a cabo procesos biolgicos de forma autnoma contienen material gentico capaz de sufrir una evolucin por seleccin natural contienen orgnulos que estn unidos por membranas.

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C2-1 (State of CaliforniaFund Identification) The following list includes 13 funds of the state of California. Based on the description from the states Comprehensive Annual Financial Report, indicate which type of fund each one is and why it is that fund. The Cigarette and Tobacco Tax Fund accounts for a surtax on cigarette and tobacco products that is used for various health programs. The Technology Services Revolving Fund accounts for charges for technology services performed for various state, federal, and local entities by the California Technology Agency. The Economic Recovery Bond Sinking Fund accounts for General Fund transfers, proceeds from sale of surplus property, and the 0.25% sales and use tax revenue collected for the payment of principal, interest, and other related costs of the Economic Recovery Bonds. The Electric Power Fund accounts for the acquisition and resale of electric power to retail end- use customers. The Higher Education Construction Fund accounts for bond proceeds used to construct facilities for state colleges and universities. The Environmental and Natural Resources Fund accounts for fees, bond proceeds, and other revenues that are restricted for maintaining the states natural resources and improving the environmental quality of its land, air, and water. The Hospital Construction Fund accounts for bond proceeds that are used to construct hospitals. The Prison Industries Fund accounts for charges for goods produced by inmates in state prisons that are sold to state departments and other governmental entities. The Receipting and Disbursing Fund accounts for the collection and disbursement of revenues and receipts on behalf of local governments. This fund also accounts for receipts from numerous state funds, typically for the purpose of writing a single warrant when the warrant is funded by multiple funding sources. The Service Revolving Fund accounts for charges for printing and procurement services rendered by the Department of General Services for state departments and other public entities. The State Lottery Fund accounts for the sale of California State Lottery tickets and the Lotterys payments for education. The State Teachers Retirement Fund accounts for the employee, employer, and primary government contributions of the cost-sharing multiple-employer retirement plan that provides pension benefits to teachers and certain other employees of the California public school system. The Water Resources Fund accounts for charges to local water districts and the sale of excess power to public utilities. (Based on a recent Comprehensive Annual Financial Report of the State of California.).

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Clara est demandando a David por una disputa de propiedad. Clara y David son de diferentes estados, por lo que no est claro qu estado tiene jurisdiccin sobre este caso. Cual de los siguientes es verdadero? La jurisdiccin recae en el estado de residencia de Clara, ya que ella es la demandante. La jurisdiccin puede recaer en cualquier estado que tenga jurisdiccin sobre la materia o personal, probablemente dependiendo del estado que Clara sienta que le dar un resultado ms favorable para su caso. La jurisdiccin depende nicamente de dnde se encuentra la propiedad, el foco de la disputa. La jurisdiccin recae en el estado de residencia de David, ya que es l quien est siendo citado a juicio. Marcar pregunta para ms tarde Adelyn tiene una disputa financiera con su acreedor. Ella quiere declararse en bancarrota porque no puede cumplir con los requisitos para pagar su deuda. Qu tribunal es ms probable que se ocupe de esta situacin? Tribunal Fiscal de EE. UU. Tribunal de Quiebras de EE. UU. Tribunal Estatal de Reclamos Menores Marcar pregunta para ms tarde Un productor/director de televisin recibe el siguiente guin diseado para celebrar el Da Nacional de la Dona. Mientras lo lee, le trae a la mente algunos principios de jurisprudencia que aprendi en su clase de derecho comercial en la universidad. Aydala: Qu escuela de pensamiento legal se ilustra en este dilogo? DA DE DONUT EN LA OFICINA Parte 1 (La escena es un comedor o sala de descanso. Hay al menos tres mesas redondas visibles y tal vez una mquina expendedora, un microondas o un refrigerador en el fondo. De las tres mesas, nadie est sentado en el mesa central cuando comienza la escena.) Karen: (Ella entra con dos cajas grandes de donas y las coloca en la mesa central.) Allied Chemical acaba de dejarlas para agradecernos por nuestro trabajo en el proyecto "Expressly Hair". Divertirse. (Ella no est entusiasmada. No muestra absolutamente ningn inters en las donas y se va rpidamente. Todos los dems, excepto Alison, se ponen de pie de inmediato. Alison todava muestra inters en las golosinas pero no se mueve hacia ellas. Joyce inmediatamente se coloca entre las donas y Bob. .) Bob: Es un festival de donas! Joyce: (Ella se mueve para bloquearlo y frenarlo, como si lo estuviera controlando en el baloncesto.) Solo espera un segundo! Primero tenemos que establecer las reglas. Bob: Reglas, en un festival de donas? Joyce: S, reglas. La ltima vez que trajeron donas como estas, Winfred se rompi la nariz y, una vez ms, Alison no recibi ninguna. No somos animales. Si no disminuimos la velocidad, alguien volver a comerse el cartn sin querer. Bob: Oh, no. Aqu vamos. Dnde est el PowerPoint? Joyce: Hay pautas en el manual del empleado que se han desarrollado durante muchos aos que detallan exactamente qu se debe hacer con este tipo de obsequios para empleados. (Abre una carpeta gruesa). Casi cualquier escenario que pueda imaginar se ha detallado en la seccin 34 (b), incluidos los pasteles de las empresas qumicas. Se ha.

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Childhood participation in sports, cultural groups, and youth groups appears to be related to improved self-esteem for adolescents (McGee, Williams, Howden-Chapman, Martin, & Kawachi, 2006). In a representative study, a sample of n = 100 adolescents with a history of group participation is given a stan- dardized self-esteem questionnaire. For the general population of adolescents, scores on this questionnaire form a normal distribution with a mean of = 50 and a standard deviation of = 15. The sample group participation adolescents had an average of M = 53.8..

Childhood participation in sports, cultural groups, and youth groups.pdf

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Chapter 24 Auditing Question 3: Amira Nadim, an auditor, has prepared a letter of representation for the president and controller to sign. It contains references to the following items: 1. Inventory is fairly stated at the lower of cost or market and includes no obsolete items. 2. All actual and contingent liabilities are properly included in the financial statements. 3. All subsequent events of relevance to the financial statements have been disclosed. Required: a. Why is it desirable to have a letter of representation from the client concerning these Required matters when the evidence accumulated during the audit is meant to verify the same information? b. To what extent is the letter of representation useful as audit evidence? Explain. c. List several other types of information commonly included in a letter of representation..

Chapter 24 AuditingQuestion 3 Amira Nadim, an auditor, has prepar.pdf

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Chapter 7: Problems 7.1 Match each term with its definition. 1. alternative hypothesisa. In design, making a visualization easy to interpret and understand2. categorical datab. Approach to examining data that seeks to explore the data says without testing formal models or hypotheses3. classification analysesc. Design rule suggesting that a viz should not contain too much or too little, but just the right amount of data4. confirmatory data analysisd. Avoiding the intentional or unintentional use of deceptive practices that can alter the users understanding of the data being presented5. data deceptione. Intentional arranging of visualization items in a way to produce emphasis6. data orderingf. Proposed explanation worded in the form of an inequality, meaning that one of the two concepts, ideas, or groups will be greater or less than the other concept, idea, or group7. data overfittingg. Any visual representation of data, for example graphs, diagrams, or animations8. effect sizeh. Subset of data used to train a model for future prediction9. emphasisi. Quantitative measure of the magnitude of the effect10. ethical presentationj. Graphical depiction of information, designed with or without an intent to deceive, that may create a belief about the message and/or its components, which varies from the actual message11. exploratory data analysisk. Data items that take on a limited number of assigned values to represent different groups12. extrapolation beyond the rangel. Subset of data not used for the development of a model but used to test how well the model predicts the target outcome13. machine learningm. Process of estimating a value beyond the range of data used to create the model14. null hypothesisn. When a model is designed to fit training data very well but does not predict well when applied to other datasets15. outliero. In design, the amount of attention that an element attracts16. simplificationp. Testing a hypothesis and providing statistical evidence of the likelihood that the evidence refutes or supports a hypothesis17. test datasetq. In design, making it easy to know what is most important18. training datasetr. Data point, or a few data points, that lie an abnormal distance from other values in the data19. type I errors. Incorrect rejection of a true null hypothesis20. type II errort. Techniques that identify various groups and then try to classify a new observation into one of those groups21. visual weightu. Application of artificial intelligence that allows computer systems to improve and to update prediction models without explicit programming22. visualizationv. Proposed explanation worded in the form of an equality, meaning that one of the two concepts, ideas, or groups will be no different than the other concept, idea, or group w. Failure to reject a false null hypothesis x. Concept that data analysis is of no value if the underlying data is not of high quality y. Data dispersion around the central value.

Chapter 7 Problems7.1 Match each term with its definition.1. .pdf

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Changes in Current Operating Assets and Liabilities Covington Corporation's comparative balance sheet for current assets and liabilities was as follows: Dec. 31, Year 2 Dec. 31, Year 1 Accounts receivable $17,300 $15,000 Inventory 56,800 65,300 Accounts payable 21,600 27,400 Dividends payable 18,000 19,000 Adjust net income of $87,300 for changes in operating assets and liabilities to arrive at net cash flows from operating activities. $fill in the blank 1.

Changes in Current Operating Assets and Liabilities Covington Corpor.pdf

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Chapter 13 Case Study Using the information that follows for Cedar Sinai Medical Center, complete a SWOT (strengths, weaknesses, opportunities, and threats) analysis. Mission: To improve the health status of the communities we serve. . Vision: To continue as the leading health care organization in Los Angeles, while enhancing our position as a recognized leader among the nation's most respected, admired, and trusted health care organizations. Values: Integrity, excellence, teamwork and collaboration, respect, compassion, innovation, stewardship, efficiency, diversity Strategic Goals: Improving Patient Experience Reducing Readmissions Reducing Costs Antimicrobial Stewardship Organizational Goals: Attract and enhance relationships with the best and most respected physicians, scientists, nurses, other health care professionals and staff, sharing institutional commitments to leadership, quality, and value Reach out to a broader and more diverse Los Angeles community, serving as a model for other health care organizations in providing a wide range of community benefit and community service programs Provide superior facilities, as well as leading edge medical and information technology Maintain a secure financial base including a growing endowment, enhancing Cedars-Sinai's long term ability to achieve its Mission and Vision. Consider partnerships and affiliations with other leading high quality health careorganizations and other industry participants Case Study Discussion 1. What do you think are the strengths of Cedar Sinai? (2 points) 2. After identifying their weaknesses, how could they use their board to make them into opportunities? (2 points) 3. Managers can aid in not only identifying threats but in eliminating them. How would managers eliminate the threats you have identified? ( 2 points).

Chapter 13 Case StudyUsing the information that follows for Cedar .pdf

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CGV MCQ 1. The objectives of good corporate governance by adhering to the law and compliance of ethical standards are required to achieve the following objectives i. Fair distribution of wealth and discharge Corporate Social Responsibility ii. Fair distribution of wealth and creation of shareholder value iii. Discharge of Corporate Social Responsibility and creation of value to the planet iv. Discharge of Corporate Social Responsibility and creation of value to the society 2. Accountability means i. every actions and decisions taken by people in the organisation is accountable to higher authority ii. equal treatment among all in equal situation iii. the disclosure of right information to the right person at right time iv. procedures and structures are independent from person to person 3. Fairness means i. every actions and decisions taken by people in the organisation is accountable to higher authority ii. Equal treatment among all in equal situation iii. The disclosure of right information to the right person at right time iv. Procedures and structures are independent from person to person 4. Transparency means i. every actions and decisions taken by people in the organisation is accountable to higher authority ii. Equal treatment among all in equal situation iii. The disclosure of right information to the right person at right time iv. Procedures and structures are independent from person to person 5. Independence means i. every actions and decisions taken by people in the organisation is accountable to higher authority ii. Equal treatment among all in equal situation iii. The disclosure of right information to the right person at right time iv. Procedures and structures are independent from person to person 6. Participatory is one of the characteristics of good governance i. participation means the involvement of employees as a stakeholder ii. participation means the involvement of both the internal and external stakeholder iii. participation means the involvement of civil society as stakeholder iv. participation means the involvement of all internal stakeholders 7. Civil society can also play a major role in good corporate governance of corporations in a country i. Agree ii. Disagree iii. Neither agree nor disagree iv. Civil society is not a stakeholder for corporate governance 8. Consensus oriented is one of the characteristics of good corporate governance i. it means arbitration of different opinions of the stakeholders ii. It means mediation of different opinions of the stakeholders iii. It means adjudication of different opinions of the stakeholders iv. It means arbitration and adjudication of different opinions of the stakeholders 9. The following are the benefits of good corporate governance except i. Prevention of frauds ii. Increasing the confidence of investors i ii. Positive cooperation from the stakeholders iv. Decreasing borrowings from lenders 10. Fair employment practices include the following, except: i. Prohibition of forc.

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CCM: A hypothetical company called "Infrastructure4Sure" provides Infrastructure as a Service (Inas) to its clients. A customer wants to review Infrastructure4Sure's hypervisor security implementation measures. Which of the following measures should Infrastructure4Sure implement? A) Choose a hypervisor with a smaller footprint for a reduced attack surface B) Harden the hypervisors configuration to increase areas of vulnerability (e.g., disabling memory sharing betweon VMs running within the same hypervisor hosts) C) Connect unused physical hardware devices and enable clipboard or file-sharing services. D) Monitor for signs of compromise by analyzing hypervisor logs on an ongoing basis. E) A and D I would choose (E) is that correct?.

CCM A hypothetical company called Infrastructure4Sure provides In.pdf

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Caterpillar Inc. sufri una cada significativa en las ganancias luego de una recesin de 2014-2015 en la industria de perforacin petrolera. La firma es un proveedor lder de equipos pesados y motores utilizados en este sector. La experiencia de Caterpillar ilustra mejor: La importancia de los beneficios econmicos tangibles La naturaleza integrada de la demanda B2B La naturaleza derivada de la demanda B2B La importancia de una propuesta de valor La importancia de los beneficios econmicos tangibles La naturaleza integrada de la demanda B2B La naturaleza derivada de la demanda B2B La importancia de una propuesta de valor.

Caterpillar Inc. sufri� una ca�da significativa en las ganancias lue.pdf

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