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NEW QUESTION: 1
DRAG DROP
You have an Azure Virtual Network named fabVNet with three subnets named Subnet-1, Subnet-2 and Subnet-3. You have a virtual machine (VM) named fabVM running in the fabProd service.
You need to modify fabVM to be deployed into Subnet-3. You want to achieve this goal by using the least amount of time and while causing the least amount of disruption to the existing deployment.
What should you do? To answer, drag the appropriate Power Shell cmdlet to the correct location in the Power Shell command. Each cmdlet may be used once, more than once, or not at all. You may need to drag the split bar between panes or scroll to view content.
Answer:
Explanation:
Explanation
Example
This example changes the size of the virtual machine "MyVM3", running in "MySvc1", to "Medium".
Windows PowerShell
C:\PS>Get-AzureVM -ServiceName "MySvc1" -Name "MyVM3" `| Set-AzureVMSize -InstanceSize
"Medium" `| Update-AzureVM
References:
http://msdn.microsoft.com/en-us/library/dn495230.aspx
NEW QUESTION: 2
Sampson Aerospace is a publicly-traded U.S. manufacturer. Sampson supplies communication and navigation control systems to manufacturers of airplanes for commercial and government use. The company operates two divisions: Commercial Operations and Government Operations. Revenues from the Government Operations division comprise 80% of Sampson's total company revenues. Revenues for other companies in the industry are also driven primarily by sales to the U.S. government.
Sampson has gained a reputation for offering unique products and services. Sampson's market share has been increasing, and its net profit margin is among the highest in its industry.
As part of its business strategy, Sampson seeks out opportunities to enhance internal growth by acquiring smaller companies that possess new technologies that would allow Sampson to offer unique products and services. To this end, Sampson CEO, Drew Smith, recently asked his acquisitions team to consider the purchase of a controlling interest in either NavTech or Aerospace Communications, both software applications firms. Smith provides his acquisitions team with an aerospace analyst's industry report that addresses many key issues within the industry. Selected passages from the report are reproduced below:
Sales in the aerospace electronics industry depend primarily on government military spending, which, in turn, depends on defense budgets. Sales depend on commercial travel to a much lesser extent. The government defense spending budget outlook is fairly bleak as the current administration is looking for ways to reduce the budget deficit. We feel the commercial airline segment has more upside than downside, especially as the global economy improves, so we might see a gradual shift in industry focus toward the commercial airline sector. Companies that already have a foothold in the commercial sector are well-positioned to grow during the global recovery. Even so, companies in this industry will remain highly sensitive to government spending for their revenues. Research and development costs are high and the industry is highly capital intense. While there are only a few companies in this industry, good opportunities exist, especially for companies that have developed sustainable profits through wise acquisitions, cost containment, and the ability to secure long-term government contracts.
Sampson Aerospace recently announced that it is reducing its investment return assumption on its pension assets from 6% to 5%, and that it has entered negotiations to possibly acquire controlling equity interests in communications software firms, NavTech and Aerospace Communications. NavTech recently has decided to capitalize a significant portion of its research and development expense, and Aerospace Communications has restructured and reclassified many of its leases from operating to financial leases.
Sampson CEO Drew Smith recently announced that Sampson had dropped out of negotiations with Knowledge Technologies, claiming it was likely not a sustainable business model.
Consensus forecasts for NavTech and Aerospace Communications are presented in Exhibit 1.
Which of the following is most likely a negative factor in assessing the profitability of Sampson over the medium to long term?
A. New entrants to the industry.
B. Bargaining power of suppliers.
C. Bargaining power of customers.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Since 80% of Sampsons business is with one customer (the U.S. government), we can expect a great deal of bargaining power from that customer. The government will likely use competitive bidding to encourage strong price competition. There is no indication that suppliers have great bargaining power. The threat of new entrants is likely low because of barriers to entry, including high capital expenditures required to enter the industry and perhaps proprietary knowledge about production and company-owned patents. (Study Session 11, LOS 37.b)
NEW QUESTION: 3
Joe Wellworth, an oil analyst with Smith, Kleen and Beetchnutty institutional brokerage, is trying to determine an appropriate earnings multiplier for the natural gas industry. In his research, Mr. Wellworth has examined the relationship between the earnings multiplier of the natural gas industry and the Price-to- Earnings ratio of the Standard & Poors 500. Using a time series analysis, Joe examines the trend in the relationship between the natural gas industry and the overall market and uses this information to estimate the appropriate earnings multiplier for the natural gas industry.
Which of the following best characterizes this method of estimating the earnings multiplier of an industry?
Choose the best answer.
A. Time series analysis
B. Correlation analysis
C. Microanalysis
D. Macroanalysis
E. The bottom-up approach
Answer: D
Explanation:
Explanation/Reference:
Explanation:
The answer called for in this example is macroanalysis. This method involves an examination of the relationship between the earnings multiplier of a stock market series and the earnings multiplier of the overall market. For example, an individual projecting an earnings multiplier for a software index using macroanalysis would begin by examining the relationship between the P/E ratio of the software index and the P/E ratio of a broad market index such as the Standard & Poors 500. Both historical trends and point estimates would be examined, and from this information, a projection of the earnings multiplier for the stock market series is deduced. This is precisely the process illustrated in this example.
This is contrasted by microanalysis, which involves an examination of the components of the earnings multiplier, including the anticipated growth rate of dividends, the required rate of return, and the dividend payout ratio. Once these variables have been examined, both from the perspective of trend analysis and point estimation, a value for the earnings multiplier is deduced.
The bottom-up approach is used in the investment selection process, and involves identifying superior investments by first examining companies, rather than beginning with an examination of macroeconomic cycles and influence. Time series analysis, while materially correct, does not represent the best possible answer.