...International Journal of Scientific and Research Publications, Volume 4, Issue 1, January 2014 ISSN 2250-3153 1 Employing Information Security Awareness to Minimize Over-Exposure of Average Internet User on Social Networks WorawitBinden*, MaheedeenJormae**, ZakariaZain***, Jamaludin Ibrahim**** worawit.inter@gmail.com*, maheedeen@gmail.com**, zakariazain13@gmail.com***, jamal55@gmail.com**** Department of Information Systems, Kulliyyah of Information and Communication Technology, International Islamic University Malaysia ABSTRACT-Use of Online Social Networking Sites (OSNs) has become ubiquitous nowadays. In the era of a million user social networking sites throughout the world, it becomes increasingly difficult for people to control what they are exposing to whom. In this paper we analyze the influence of social media interactivity features on the exposure of personal data of average Internet user and present techniques to implement information security awareness to minimize overexposure on OSNs. Index Terms-Online Social Networking, Information Security Awareness, Social Network Interactivity Features I. INTRODUCTION nformation is vital to communication and a critical resource for performing work in organizations. It is also important to individuals, and therefore the need to proper manage it well, is growing rapidly. Protecting data is as important as protecting cash as it is asset – and requires just as much care and planning. Now more than ever, people need...
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...(CPI): a standard measure of consumer price inflation. Risk-free rate: the rate of return on a riskless investment. (debt that is virtually free of any default) Risk premium: the extra return on a risky asset over the risk-free rate; the reward for bearing risk. (excess return) Variance: a common measure of volatility. (squared difference between the actual returns and the average return—the bigger the number the more the actual returns tend to differ from the average return. Standard deviation: square root of the variance Pg. 19 Calculating the Historical Standard Deviation: 1. Calculate the average. 2. Find the difference between each given point and the average. 3. The difference is how much each term deviates from the average. Calculating the Historical Variance: 1. Repeat steps 1-3 2. Square each of the variances 3. Add all the squared terms 4. Divide the sum by the number of returns 1 less Normal Distribution: a symmetric, bell-shaped frequency distribution that is completely defined by its average and standard deviation. (bell curve) Geometric average return: the average compound return earned per year over a multiyear period. Answers the question: “What was your average compound return per year over a particular period?” Tells you what you actually earned per...
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...the Efficiency, Profitability and Liquidity of the company over the years 2007 to 2011. Efficiency, profitability and liquidity is determined by profitability ratios of the company, which will be compared to industry averages. Profitability, Efficiency and Liquidity of Domino’s Pizza Enterprises Limited from 2007 to 2011 Report prepared for Domino’s Pizza Enterprises LTD Shareholders This document has been prepared for Domino’s Pizza Enterprises LTD shareholders, informing them about the Efficiency, Profitability and Liquidity of the company over the years 2007 to 2011. Efficiency, profitability and liquidity is determined by profitability ratios of the company, which will be compared to industry averages. Friday, May 11, 2012 Profitability, Efficiency and Liquidity of Domino’s Pizza Enterprises Limited from 2007 to 2011 Report prepared for Domino’s Pizza Enterprises LTD Shareholders Executive Summary This report has been prepared to inform shareholders of the profitability, efficiency and liquidity of Domino’s Pizza Enterprises Limited. This report compares profitability ratios of Domino’s Pizza to that of the industry averages to determine its profitability, efficiency and liquidity. After analyzing and comparing profitability ratios, it is determined that Domino’s Pizza Enterprises Limited has a lower profitability level, average efficiency level and more liquidity compared to the industry average. Profitability In determining profitability of Domino’s...
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...2.2 Inventory Turn over Definition: Stock turn over ratio and inventory turn over ratio are the same. This ratio is a relationship between the cost of goods sold during a particular period of time and the cost of average inventory during a particular period. It is expressed in number of times. Stock turn over ratio / Inventory turn over ratio indicates the number of time the stock has been turned over during the period and evaluates the efficiency with which a firm is able to manage its inventory. This ratio indicates whether investment in stock is within proper limit or not. Components of the Ratio: Average inventory and cost of goods sold are the two elements of this ratio. Average inventory is calculated by adding the stock in the beginning and at the and of the period and dividing it by two. In case of monthly balances of stock, all the monthly balances are added and the total is divided by the number of months for which the average is calculated. Formula of Stock Turnover/Inventory Turnover Ratio: The ratio is calculated by dividing the cost of goods sold by the amount of average stock at cost. (a) [Inventory Turnover Ratio = Cost of goods sold / Average inventory at cost] Generally, the cost of goods sold may not be known from the published financial statements. In such circumstances, the inventory turnover ratio may be calculated by dividing net sales by average inventory at cost. If average inventory at cost is not known then inventory at selling price...
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...of a fast-food outlet, an average of 10 cars waits in line. The manager wants to determine if the length of the line is having any impact on potential sales. A study reveals that, on average, 2 cars per minute try to enter the drive-through area, but 25 percent of the drivers of these cars are dismayed by the long line and simply move on without placing orders. Assume that no car that enters the line leaves without service. On average, how long does a car spend in the drive-through line? Answer: Based on problem data we have to use Little’s Law in order to solve the problem. We have the I (average inventory) and T (average flow) and we need to calculate R (throughput). I = 10 cars T = 1.5 cars/min (2 cars with 25% of customer leaving without placing orders) R = I / T R = 10 / 1.5 R = 6.67 min/car 3.5) A triage system has been proposed for the ER described in Exercise 3.4. Under the proposed triage plan, entering patients will be registered as before. They will then be quickly examined by a nurse practitioner who will classify them as Simple Prescriptions or Potential Admits. While Simple Prescriptions will move on to an area staffed for regular care, Potential Admits will be taken to the emergency area. Planners anticipate that the initial examination will take 3 minutes. They expect that, on average, 20 patients will be waiting to register and 5 will be waiting to be seen by the triage nurse. Recall that registration takes an average of 2 minutes per patient. The...
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...is the percentage of average accounting profit earned from an investment in comparison with the average accounting value of investment over the period. Accounting Rate of Return is also known as the Average Accounting Return (AAR) and Return on Investment (ROI). Topic Contents: 1. Definition 2. Formula 3. Explanation 4. Example 5. Advantages 6. Limitations Formula Accounting Rate of Return | = | Average Profit | % | | | Average Book Value | | Where: Average Profit | = | Total accounting profit over the investment period | | | Years of Investment | Average Book Value | = | Initial investment + Scrap Value + Working Capital | | | 2 | or Average Book Value | = | N.B.V. (year 0) + N.B.V. (year 1) + N.B.V. (year 2) + ... | | | Years of Investment + 1 | Explanation ARR is a measure of accounting profitability of investments. An ARR of 10% for example means that the investment would generate an average of 10% annual accounting profit over the investment period based on the average investment. ARR may be compared with the target return on investment. Investments may be accepted if the ARR exceeds the target return. However, it is preferable to evaluate investments based on theoretically superior appraisal methods such as NPV and IRR due to the limitations of ARR discussed below. The calculation of ARR requires finding the average profit and average book values over the investment period. Whereas average profit is fairly simple...
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...industry would be best qualified in terms of a credit rating of BBB (low). The justification for this rating follows: a) Higher than average profitability of the industry – related to the need to provide adequate returns on large capital investments b) Threat of competitors is about on the same level as other industries – based on multiple suppliers and buyers and the prevalence of homogenous products (nonbranded) c) Inherent volatility in earnings and underlying cash flows – due to volatile pricing of commodity products and responsiveness to economic cycles d) Above average and increasing prospect of industry regulation e) Above average and uncertain political risk – industry players have to pursue operations where mineral resources are found and in many cases this would include politically unstable regions f) Below average technology risks – due to the basic nature of the materials produced and licensing production technologies and methods among players in the industry 2 The BBB rating is applicable only to industry players that do not have major weaknesses in terms of scale, diversification, cost competitiveness, and operating and financial track record. Major players in mining industry are all strong in these considerations. Consequently, individual companies might have a rating above the BBB industry average rating. This would apply to VALE and its closest peers. Industry Profitability and Cash Flows...
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...Executive Summary Our team, Trojan Worldwide, was recently interested in the average compensation and average return over five years of the top 800 CEO’s worldwide. We reached out to a CEO evaluation company to provide us with a sample of 60 CEO’s, including their compensation and return over five years. With this information, we were able to analyze the data and make inferences about the top 800 CEO’s worldwide. We were able to decipher which variables were relevant to deciding compensation, which included but was not limited to performance, profits, growth, and sales. Though we were able to work with some of the population parameters in our research, we mostly worked with the sample and the statistics we calculated. In the population, we were able to distinguish an extreme outlier which affected the measures of central tendency for the population. This outlier was Mr. Eisner of Walt Disney, whom had a compensation that far exceeded the rest of the CEO’s. In addition, we created graphical summaries for both the average compensation and average return over five years to infer about the shape of the population distributions. The average compensation of the 800 CEO’s was skewed toward the right, due to the outlier of Walt Disney. The average return over five years of the 800 CEO’s was more normally distributed but still skewed a little to the right. Once we started dealing with the sample, we found the measures of central tendency and variability for both compensation and...
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...percent. This year's estimate is that global mobile data traffic grew 133 percent in 2011. Last year's mobile data traffic was eight times the size of the entire global Internet in 2000. Global mobile data traffic in 2011 (597 petabytes per month) was over eight times greater than the total global Internet traffic in 2000 (75 petabytes per month). Mobile video traffic exceeded 50 percent for the first time in 2011. Mobile video traffic was 52 percent of traffic by the end of 2011. Mobile network connection speeds grew 66 percent in 2011. Globally, the average mobile network downstream speed in 2011 was 315 kilobits per second (kbps), up from 189 kbps in 2010. The average mobile network connection speed for smartphones in 2011 was 1344 kbps, up from 968 kbps in 2010. In 2011, a fourth-generation (4G) connection generated 28 times more traffic on average than a non-4G connection. Although 4G connections represent only 0.2 percent of mobile connections today, they already account for 6 percent of mobile data traffic. The top 1 percent of mobile data subscribers generate 24 percent of mobile data traffic, down from 35 percent 1 year ago. According to a mobile data usage study conducted by Cisco, mobile data traffic has evened out over the last...
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...industry would be best qualified in terms of a credit rating of BBB (low). The justification for this rating follows: a) Higher than average profitability of the industry – related to the need to provide adequate returns on large capital investments b) Threat of competitors is about on the same level as other industries – based on multiple suppliers and buyers and the prevalence of homogenous products (nonbranded) c) Inherent volatility in earnings and underlying cash flows – due to volatile pricing of commodity products and responsiveness to economic cycles d) Above average and increasing prospect of industry regulation e) Above average and uncertain political risk – industry players have to pursue operations where mineral resources are found and in many cases this would include politically unstable regions f) Below average technology risks – due to the basic nature of the materials produced and licensing production technologies and methods among players in the industry 2 The BBB rating is applicable only to industry players that do not have major weaknesses in terms of scale, diversification, cost competitiveness, and operating and financial track record. Major players in mining industry are all strong in these considerations. Consequently, individual companies might have a rating above the BBB industry average rating. This would apply to VALE and its closest peers. Industry Profitability and Cash Flows...
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...launch a movie Mr. Spielberg, I have identified some opportunities for you to produce a film and deliver it at the optimal time to maximize revenue. This data has been sourced for 15 years from 1994 to 2008. I will outline my findings in the following 10 bullet points: Embedded Excel Data File: 1. Total Revenue Per Year for Each Year: 1994-2008 a. See tab #1 (All tabs and graphs in embedded excel file) b. Total revenue has increased year over year in the period 2. Average Revenue Per Year for Each Year: 1994-2008 a. See tab #2 b. Average revenue has also increased 3. Average Revenue Per Month over the 15 Years of data a. See tab #3 b. June, July, November, and December are the months with the largest average revenue over the period. July is the month with the highest average revenue. 4. Average Revenue Per Week over the 15 Years of data a. See tab #4 b. Weeks 51 and 52 were the highest average over the 15-year period (December) c. Weeks 26 through 31 (July) were also among the higher average weeks over the 15-year period. 5. Which movies were #1 for the longest period each year: 1994-2008 a. See tab #5 b. There were several films that were #1 for the same amount of time 6. The months and the weeks for the movies that were #1: 1994-2008 a. See tab #6 b. Because of the ties that resulted in the data, in each year the chosen #1 film’s opening weekend had the highest revenue. 7. I suggest releasing a movie during the “in-season” which according...
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...uniform around the country provide McDonald’s with economies of scale? McDonald’s use of a uniform menu around the country helps to provide it with economies of scale. “What determines the shape of the long-run average total cost curve… is scale” (Krugman & Wells, 2013), the size of a firm’s operations is often an important determinant of its long-run average total cost of production. Firms, like McDonalds, that experience scale effects in production find that their long-run average total cost changes substantially depending on the quantity of output they produce. There are increasing returns to scale (also known as economies of scale) (Krugman & Wells, 2013) for companies, like McDonalds, when long-run average total cost declines as output increases. On the other hand there are decreasing returns to scale (also known as diseconomies of scale) for companies like McDonalds, when long-run average total cost increases as output increases. Economies of scale means that something is made cheaper when it is produced in great quantities spreading the average total cost over a larger quantity. For McDonalds the uniformity of its menu means that it can produce large quantities of products and spread its average total cost over a large quantity and reduce the long-run average total cost for its products, thus they make the products for their uniform menu cheaper. McDonald’s use of a uniform menu gives them a larger output level and the ability to specialize workers task. This...
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...Performance Lawn Equipment (PLE) Corporation Performance Lawn Equipment (PLE) Corporation BA 514 Business Analytics BA 514 Business Analytics Week 1 Assignment 05/17/15 Week 1 Assignment 05/17/15 Section 10 Group 6 Section 10 Group 6 Table of Contents Assignment Summary 3 Chapter 3 | Part I: Business and Market Overview 4 a) Dealer Satisfaction Analysis 4 North America 4 South America 4 Europe 4 Pacific Rim 5 China 5 C) Complaint Submissions Analysis 6 f) On-time delivery 6 g) Defects after delivery 7 h) Response time 7 Chapter 3 | Part II: Shipping Cost Analysis 7 Chapter 3 | Part III: Customer Survey Overview 8 Chapter 4: Detailed Statistical Information 12 a) Dealer, End-User Mean and Standard Deviation Analysis 12 Dealer Satisfaction Trends 12 End-User Satisfaction Trends 14 b) Descriptive Statistical Summary 16 c) Quarterly Response Time Analysis 17 d) Defects after Delivery Overview: Last 5 Years 18 e) PLE vs. Industry Mower and Tractor Sales Analysis 20 PLE vs. Industry Sales of Mowers 20 PLE vs. Industry Sales of Tractors 21 Appendix 23 Assignment Summary Week 1 | Assignment #1 due on 5/17/15 by 11:59PM PST | Chapter Required | Sub section | Chapter 3 | Part 1.a | Chapter 3 | Part 1.c | Chapter 3 | Part 1.f | Chapter 3 | Part 1.g | Chapter 3 | Part 1.h | Chapter 3 | Part 2 | Chapter 3 | Part 3 | Chapter 4 | a | Chapter 4 | b | Chapter 4 | c | Chapter 4 | d | Chapter...
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...Alex Anderson Robert Patterson Mason Ruesch Executive Summary Cooper Tire & Rubber Company has been history that goes back 100 years to 1914 (History). The company was started by John F. Schaefer and Claude E. Hart as together they purchased a manufacturing company that focused on tire patches, and tire cement and repair kits. The company slowly expanded and grew becoming publicly a held corporation and eventually became listed on the New York Stock Exchange in 1960 (History). 23 years later, Cooper Tire & Rubber Company joined the ranks of the Fortune 500 companies as one of the largest industrial companies in the United States (History). Today, Cooper Tire & Rubber Company and its family companies is truly global, claiming over 65 manufacturing, sales, distribution, technical and design facilities located around the world (History). Goodyear Tire & Rubber Company was founded in 1898 by Frank A. Seiberling (Goodyear Corporate). Beginning with a mere 13 employees, production began with bicycle and carriage tires, horseshoe pads, and poker chips with wages ranging from 13 to 25 cents an hour. Since then, Goodyear Tire has grown tremendously and in 1926 became the world’s largest rubber company (Goodyear Corporate). Today, both of these companies have been competing to gain advantage in the market share, not only against each other, but other companies within the same industry. Both companies focus on the manufacturing of tires and other rubber products and are...
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...service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks even during periods of high production. Using a process flow diagram, cost analysis of purchasing new equipment, and improving scheduling will not only increase the plant’s capacity—it will also eliminate overtime costs leading to savings for growers. NCC operates as a service industry therefore we used peak numbers (10% higher level of berries - over the average production in 1994 and 1995) to ensure our process would eliminate bottlenecks...
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