Childhood Abuse and Neglect and Posttraumatic Stress Syndrome Essay

Introduction This study briefly reviews complex trauma and discusses how it manifests in adolescents with a history of childishness abuse and neglect. A history of childhood abuse and neglect often leads to long-term emotional, behavioral and physical dysregulation that do not always fit the American Psychiatric Association diagnostic and Statistical Manual of Mental Disorders (DSM-IV-TR) diagnostic criteria for Posttraumatic Stress Disorder (PTSD). This has conduct to the proposal of a separate but related diagnosis termed develop cordial Trauma Disorder (Cook, Blaustein, Spinazzola & van der Kolk, 2003 van der Kolk, 2005 Najjar, Weller, Weisbrot & Weller, 2008). This diagnosis is based on an sound judgment of the literature on complex trauma and its long-term mental and physical health consequences. In this study, we will review the following 1) the setting of complex trauma in terms of its general feign on individuals and society 2) a description of the phenomenology of co mplex trauma 3) the developmental impact of complex trauma on adolescents and 4) the diagnosis, treatment, and prevention of complex trauma in adolescents.Complex trauma refers to both the pictures and the developmental impact of long-term exposure to traumatic events during childhood and adolescence. Traumatic exposures are commonly of an interpersonal nature, including childhood physical, sexual, and emotional abuse and neglect. Traumatic exposures can also include retell surgical procedures, chemotherapy or other adverse events during childhood. Complex trauma has a significant developmental impact across the life-span. In a larger-than-life epidemiological survey, the Adverse Childhood Experiences (ACE) study, of more than 17,000 adults from the general popula... ...icine, 14, 245-258.Gabowitz, D., Zucker, M., & Cook, A. (2008) Neuropsychological assessment in clinical Evaluation of children and adolescents with complex trauma. ledger of Child and insipid Trauma, 1, 163- 178.Najjar, F., Weller, R.A. Weisbrot, J., & Weller, E. B. (2008). Post-traumatic stress disorder its treatment in children and adolescents. Current Psychiatry Reports, 40, 104-108.Perrin, S., Smith, P., & Yule, W. (2000). practitioner Review The assessment and treatment of post-traumatic stress disorder in children and adolescents. Journal of Child Psychology and Psychiatry, 41, 227-280.Van der Kolk, B. A. (2005). Developmental trauma disorder. Psychiatric Times, 35, 401-408.Weiss, D., S. (2004). The clash of Events Scale Revised. In J. P. Wilson, & T. M. Keane (Eds.), Assessing Psychological Trauma and PTSD. New York Guilford.

Analysis of Willy Russell’s Blood Brothers :: Theatre Drama Blood Brothers Plays Essays

Analysis of Willy Russells Blood Brothers dissever me its not trueSay its just a legendThese talking to echoed in my head as I entered the Phoenix sign of the zodiac. I hadhad out liberation experience with Blood Brothers by singing the heartbreakingballad Tell Me Its Not True in a past show. thus I anticipatedthat the performance I was close to to watch was going to be a rollercoaster of emotions, with bitter consequences.I expected a first class show with strong, slick performances from thecast and fantastic musical theater numbers. This expectation of BloodBrothers was partly due to it being in the time-honoured West End ofLondon and had been running at the Phoenix field of battle since 1991. This do me think that a musical that could still have hulky audiencescoming to see it in the highly competitive London Theatre scene, musthave nearthing exceptional.I also has background knowledge about Blood Brothers from readingthe script in parts in class. However, some parts of the play werestill patchy to me, so I was flavor forward to having the entire falsehood acted out from start to finish. It was interesting for me aswell because I was familiar with other plays Willy Russell hadwritten. Having seen Shirley Valentine and read A reverend Day Out Ienjoyed his of simple, uncluttered style of writing.Blood Brothers is adjust in Liverpool 1962. Its story stems from animpoverished single mother of six called Mrs Johnst iodin who, byfinding that she is pregnant with twins, is persuaded to give up 1of her unborn children to her employer, Mrs Lyons. The story unfoldsby portraying how the two brothers grow up so differently without everknowing they have a twin.Of one womb born, on the self same day How one was kept and one given overaway?The story deepens when the twins become friends when they ar seven tho both realise that they have the same birthday and therefore areboth nearly eight. They become best friends and declare one anotherto be their Blood Brother. From then on the story follows theirpersistence to remain friends and the obstacles each come up against.Sadly though, their forbid friendship finally leads to oneanothers tragic finale never knowing the truth that they werebrothers.Never knowing they shared one name Till the day they diedI never really heedless the absurdity of the storyline because thescript was so subtle in its notification of the story, and the performanceof the cast didnt over dramatise the events unfolding. If they had,it would have made the story have an unwanted comical element as it

Busl250 – Mid Semester Notes

BUSL250 Mid-semester Notes Liabilities * Harm may be caused wise(p)ly or carelessly * One persons single unhealthful act to an some other person (deliberately or carelessly) can set up pass over to nonpareil or more legal liabilities * Legal Liabilities Tortious indebtedness detrimental act can be a tort ( civilised wrong), other than breach of sign up, remedy is compensation (commenced through litigation) * Vicarious obligation Liability for harmful act caused by another * Statutory obligation harmful act by breach of statute, prosecution is punishment * Contractual indebtedness harmful act by breach of distil, remedy is compensation * cruel liability harmful act and harmful act is a crime, pay offs sorry liability, prosecution for punishment * A harmful act may incur matchless or more legal liabilities Tortious vs. contractual liability tortious liability can incur in the absence of contract but contract liability can only incur if a contract exists. * Difference b etween tortious liability and criminal liability * Consequences of causing harm Tort of usurpation * Trespass is actionable per se, which way that there is no need for the complainant to prove actual privation or impairment in order to commence a civil action against the trespasser. It is, however, necessary to prove that the come innce was either intentional or negligent. * Types of trespass You saddle the tort of trespass to priming coat if you direct and intentional interference with land in the rightful obstinacy of X without Xs respond of other excuse. Lord Bernstein of Leigh (Baron) v Skyviews &038 General Ltd 1978 1 QB 479 * * Doesnt need to be physical trespass of airspace * A tenant in rightful possession of land has the right to treat for trespass, including the right to sue the landlord if the landlord enters the land without permission or lawful excuse. * No trespass to land if there is no attempt to make it ready that you are not welcomed to their land. i. e. mplied permission * You commit the tort of trespass to goods if you directly and purposely interfere with goods in the possession of X, without Xs consent or other excuse * Trespass against goods direct and intentional interference with or use of personal property of another * Conversion intentionally using/dealing the goods that is inconsistent with the owner or their rightful possession of the good * Dentine perpetrate when soul either intentionally or careless detains the goods of another. (i. e. carelessly through loosing the good not able to give back when demanded) * Trespass to persons You commit the tort of battery if you directly, intentionally or negligently cause contact with the body of x without Xs consent. Courts established plaintiffs not entitled to insist that no one ever touch them, and that a certain minimal take of physical contact is an unavoidable element of daily life. Rixon v friend City Pty Ltd 2001 NSWCA 265 * You commit a tort of assault if you unl awfully threaten another with imminent physical harm * You commit the tort of wild imprisonment if you cause total deprivation of Xs independence of movement without lawful justification or excuse * Defences * Accident * approve * Necessity Self defence (usually for trespass to person) * Defence of property (usually for trespass to person) Tort of nuisance * You commit the tort of nuisance if you indirectly interfere (i. e. interfere with no actual physical contact e. g. through noise) with Xs use and enjoyment of private or public land * 2 types * Private nuisance * Public nuisance * Defences * Consent from plaintiff (expressed or implied) * Statutory legislation * Contributory negligence Tort of sprinkling * You commit the tort of defamation if you publish to a third party, communicate or written form, a statement about x that would damage the reputation of X.Economic torts * Tort of deceit a tort committed when one person makes a fraudulent misrepresentation to another * If you tell someone the truth then something happens that changes those facts, you must notify persons of that change or you forget be charged with misrepresentation * You must know that the education you gave was faux to misrepresent * No defence to expect plaintiff to check the information * Tort of passing off a tort committed when one person misrepresents themselves or their product as having some kind of conjunctive with another person or business.Pacific Dunlop v Hogan. * Tort of intimidation a tort and/or crime committed when one person threatens to commit an unlawful act to force another to do something against their interest Rookes v Barnard. * Tort of interference with contractual relations a tort committed when one person knowingly induces another to break a contract with a third party. Lumley v Wagner. *

A Conceptual Study on HR in Special Reference Essay

ABSTRACTIn the present globalized era the purlieual changes took place rattling frequently. So if an cheek wants to compete in the cut throat competition they contract believe to recognise up with these changes. In the past several decades, technology has had a spectacular jolt on kind alternative counsel (HRM) processes and practices. For example, technology, especi bothy the public Wide Web, has helped modify numerous HR processes including homosexual preference planning, recruitment, choice, authoritying focal point, work flow, and compensation. These naked as a jaybird musical arrangements learn en commensurated HR professionals to provide better put uper to all of their stakeholders (e.g. Customers, Sh beholders, Suppliers, Government, Employees etc. and reduced the administrative burden in the field.Despite the general use of these systems, there has been a surprising dearth of theory and query on the topic. As a result, the purpose of this special is sue is to (a) charitable imaging In imprintation System, (b) advance theory and research on human resource management systems (HRMS) and electronic human resource management (eHRM), and (c) kindle the effectiveness of these systems in organisations. As a result, this article reviews the evolution of HRIS and provides a brief overview of the existing literature, and introduces the article in the special issue.HRIS is a management system designed specifically to provide managers with info to make HR decisions. In the present vast noesis economy reading is power. For streamlined management of human assets, HR professional requires accurate and meterly entropy on Recruitment & Selection, instruction and Development, valet Resource readying etc so the aim of report is to present a constructual knowledge of HRIS and to explore the impact of entropy system on HR per imageance. signalise words-HRM, HRIS, eHRM, HRMS, Stakeholders1. INTRODUCTIONSince the emergence of the int ernet through with(predicate)out the world rough 1995, many job fly the coops mother been transformed. After dealing with accounting, finance and marketing, many companies be shifted their attentions to find a better way of monitoring their homophile Resource guidance (HRM). Many companies are transforming their HRM functions from manual workflow to computerized workflow. Computers have made the tasks of analyzing the tremendous amount of human resource culture into a simple task. Computer hardware, computer software package and info base help compositions agree and retrieve human resource better and simpler.According to Gara (2001) and Walker (1982), a military man Resource tuition System (HRIS) will help organizations find an accurate, hump, up day of the monthd data base that layabout be retrieve when chooseed from reports and manuals. wherefore Tannenbaum (1990) defines an HRIS as a system that will acquire, store, manipulate, analyze, retrieve and distri bute reading about an organizations human resources. Kavanagh et al. (1990) defined HRIS as a system used to acquire, store, manipulate, analyze, retrieve and distribute information about an organizations human resources. An HRIS is not simply computer hardware and associated HR-related software. Although an HRIS includes hardware and software, it overly includes people, forms, policies and procedures and data.HRIS is a key management tool which collects, maintain, analyses and reports information on people and jobs. It is a system because it integrates all the relevant data, which oppositewise might have been lying in a fragmented and confused way at various points ion the extendedr system converts this data in to meaningful conclusions or information and makes it accessible to the persons, who indispensability it for their decisions. It is a concept which utilizes the development of cultivation Technology for effective management of the HR functions and applications. HRIS helps organizations in managing all HR information. It helps in recoding and analyzing employees and organizational information and documents, such(prenominal)(prenominal) as employee handbook, emergency evacuation and safety procedures.The nature of HRIS varies among organizations in similitude to their size. In small organizations, it black markets to be informal whereas in large organizations, it is to a sweller extent formal and coordinated. Lengnick-Hall and Moritz prompt HRIS to be practiceed at three variant levels The publishing of information The automation of transactions Transformation of HR into a strategic partner with the line business2. HRIS Why it is needed? Storing information and data for each individual employee. Providing a basis for planning, decision making, unconditional and other human resource functions. Meeting daily transactional requirements such as marking absent and present and granting leave. Supplying data and submitting returns to government a nd other statutory agencies. Building organizational capabilities. Job design and organizational structure. change magnitude size of workforce. Technological advances Computerized information system Changes in legal environment3. COMPONENTS OF HRISThere are three major functional comp nonpareilnts of HRIS Input function It enters personnel information into the HRIS. Data unveiling in the past had been hotshot way, but today, scanning technology permits scanning and storage of actual depict of an original document, including signatures and handwritten notes. Maintenance function It updates and adds newborn data to the database later on data have been entered into the HRIS. Output function It is the most visible function of HRIS. In order to generate valuable output for computer users, HRIS processes output, makes infallible calculations and formats the presentation.It should be noted that most important elements of HRIS are not the computers, rather, the information. So, the components of HRIS should support validity, reliability and utility of information.4. HRIS APPLICATIONS AND UTILITIES force administration It will encompass information about each employee, such as name address, personal lucubrate etc.Salary administration Salary review procedure are important function of HRM, a untroubled HRIS system must be able to perform what if analysis and present the reports Of changes.Leave and absence preserve Essentially be able to provide comprehensive method of controlling leave/absences.Skill inventory It is also used to store bring down of acquired learnings and monitor the skill database both employee and organizational level.Performance appraisal The system should record individual employee performance, appraisal data, such as due date of appraisal, scores etc.Human resource planning HRIS should record expatiate of the organizational requirements in terms of positionsRecruitment Record details of recruitment activities such as cost and method of recruitment and time to overindulge the position etc.Career planning System must be able to provide with succession plans reports to identify which employee have been earmarked for which position.Collective negotiate A computer terminal can be positioned in the group discussion room linked to database. This will expedite negotiations by readily providing up to date data establish on positions and figures and not exclusively toneings and fictions.THE HRIS MODELpic5. fetch VALUES TO HR THROUGH HRIS HRIS serves two major purposes in organizationsHR ADMINISTRATIVE AND OPERATIONAL ROLE The first purpose of an HRIS is to improve the capability with which data on employees and HR activities is compiled. Many HR activities can be performed more than efficiently and with less paperwork if automated.HR STRATEGIC ROLE The scrap purpose of an HRIS is more strategic and related to HR planning. Having accessible data enables HR planning and managerial decision making to be based to a greater degree on information rather than relying on managerial perception and intuition.6. HRIS IMPLEMENTATION Implementing anything is part of project Management. Implementing HRIS in organization is a big activity which require support of many stakeholders such functional, HRIT S, IT Vendor and project manager. Implementation can be divided into abandoned below parts. Need Analysis. Vendor Selection. Process Mapping and off data gathering. Creation/Deployment of HRIS application in Test server. Testing by try users. Pre-deployment training to users. Deployment of HRIS in production. Post Training and Support. Feedback.7. BENEFITS OF HRISWhen the administrative tasks and processes of any human resources department be hail overwhelmed, the most appropriate solution would be to implement the human resources information system. Common administrative functions that involve filling reports and complementary paperwork take up a lot of time of the human resource departme nt and this is where the HRIS comes in. Many businesses nowadays are now realizing the importance of HRIS and victimization the software to increase the efficiency of the whole family. The following are both(prenominal) of the major values of HRIS. a. Improves productivityThe HRIS systems assist in enhancing both the productivity and workflow of the human resource department. This is because, all the data is usually collected and determined in a telephone exchange database. This is very beneficial since data is firing to be very easily retrieved from the database. b. Saves timeThrough reducing the integral amount of time spent on the administrative functions, human resource employees are able to focus on other essential duties. For example, they can carry out other productive functions like creating presentations, training rung members, succession planning and recruiting since they have enough time due to the HRIS system. c. Improves talk with the employeesHRIS creates a d atabase that each employee has access to and thus you will be able to communicate better with your employees through the network. It also has email scheduling capabilities that make it very efficient in terms of assigning jobs to various employees in a very short period of time.d. Creates self- process optionsDue to the fact that all the relevant information concerning the company or business is placed in large database, the employees can be able to access usable information without having to spend a lot of time going from one office to the next. At the same time, it is very easy to update the information in the database for proper administration. The only disadvantage is that important data concerning your company might be stolen particularly nowadays where there is a great increase in cyber crime.8. THE CHALLENGES OF INDUCING HRIS SOFTWARE INCLUDESSelecting right HRIS vender The selection of software vendor is the most critical of all the decisions. A favored ERP vendor is not everlastingly the best provider of an HR solution. A vendor with experience of growing most of the solutions related to human resource, whether in the personnel or talent management domains or other processes associated with HR byes a better choice, and if such a vendor has the strength of utilizing a la mode(p) technology & a vision to perceive the future postulate of HR fraternity, he may rate the highest on the scale. Mere branding of the products does not necessarily mean quality, though it does carry a high price tag. Moreover, a vendor providing complex solutions, for which special skills may be needed for initial data entry, maintenance & creation of management reports, need not be rated high.If HRIS software can not set up the existing workflows in an organization and wants the user to adapt to the Vendor HR processes, it is likely to be heavy both on training time & costs and may also gather resistance to its exercise at the grass root level. A dedicated an d customer orientated vendor will move a mile extra to present all guest processes on his solution and indicate well in advance the extent of customization required. He may even introduce a set of best practices provided by his solution but leave their toleration to the client. A good HRIS vendor is conscious of the cost but always sells quality. Onus of responsibility There is a misconception that introduction of HRIS can save up HR Manager of all responsibilities. To large extent, HRIS can free up HR Manager from transactional tasks.However, it also brings with it a new set of responsibilities to go through that the software is being used and implemented correctly. The onus of co-operating with the software vendor and ensuring successful deployment lies with the client HR manager. Over expectations Due to overstress on the benefits of HRIS software, partially by the media and partially by the marketing departments of software vendors, organizations have developed larger-tha n-life expectations from the software solutions. When the solutions are unable to deliver these over-expectations, the clients tend to lose confidence in the vendors.The only way out is any pre-sales discussions or a clear statement of user expectations in the form of a Request for Proposal (RFP) document, to which the vendor responds as per the strengths of his solution, including the additional feat required for customization, if the same is technically feasible. Resistance to change Employees at the client location are attitudinally inclined to use only the existing system. They have sex the loopholes in the processes, moreso the inability of a manual system to track progress. Therefore, they offer great resistance to change, especially if the change calls for the acquisition of new skills by the employee. Their resistance to change leads to lack of enthusiasm and co-operation in successfully implementing software systems.The onus of responsibility for change management lies entirely with the client, but nearly vendors do offer HR consultancy as a supplement to their solutions.Training Requirements HRIS software may have a completely new interface, large number of functions and specially configured workflows. It may demand users to exhibit near level of expertise in understanding the technology solution. When faced with the new software, user experiences anxiety and may display discomfort in victimization the system. Such discomfort can result in remaining illiterate of various features, thereby denying to yourself the benefit of full exploitation of the software. A good software vendor can resolve this issue by providing on the system training to key personnel and prepare them as torch bearers. He would also provide sufficient on-line help features to all the users.Configuration and Data transformation Configuring software to an organizations need and transferring data from existing database to new HRIS is another issue that needs to be handled c arefully. The existing data may be either on paper or excel files or in some other form of database. Due to ignorance by employees at client location, the data may not enter the new system in the desired manner, thus obstructing the round off and efficient functioning of the system, besides creating an inventory of bugs. Best solution to this disorder is for the Vendor to obtain data from the client as per a standardised template, validate it with a program and consider initial data entry as a service provided to the customer.Software Errors and Bugs Bugs, error and opportunities for improvement are integral part of software. Expecting HR Software to be picture-perfect and without any errors/ omissions is unfair. These bugs need not scare people since these can be resolved through mutual co-operation between the vendor and client. Once settled, they do not reappear.However, if new bugs surface with higher levels of exploitation of the software, these should be taken as load-bea ring(a) signals both by the client and the vendor.Work Flow Changes When you install HRIS software, you also install some innovative globally accepted HR practices and workflows. If you have these practices for the first time, some of the members in your organization may not feel comfortable with the changes, especially the change of work flow.Such changes should be handled very carefully as they can have significant emotional impact on the team members. HR should be ready to award benefit of doubt to the members who suffer a negative impact due to these changes and conquer ample time for the new workflows to set in. You need preference and fealty to introduce systems. Remember this if you are keen to implement HR software solutions.9. CONCLUSIONHRIS has a very wide scope in developing countries. It is applied in personnel administration, salary administration, leave/absence recording, skill inventory, medical history, performance appraisal, training and development, HR Planning, recruitment, career planning, negotiation etc. It is very important for an organization to clearly identify its system requirements ahead implementing HRIS. This would enable to decide the appropriate level of sophistication of HRIS and would lead to optimum utilization of scarce resource. HRIS database should be used as a single source of all information. This would lead to the development of an integrated HRIS platform for the whole organization.In todays corporate world human resources has come to play a very critical role. Whether it concerns the hiring and firing of employees or whether it concerns employee motivation, the Human Resources department of any organization now enjoys a very central role in not only formulating company policies. A complete HRIS links all human resources data from the time professionals enter pre- service training to when they leave the workforce. Continuous monitoring and evaluation is vital in determining what an HRIS is accomplishing, what need s to be improved and whether results are being achieved. In future, Human Resource Professionals will be more dependent on higher level and integrated HRIS approaches in order to support more complex as well as free forms of organizations.10. REFERENCES1. Prof. Bhavsar C. Anil, A conceptual paper on HRIS vol.1,Issue.v/Nov.2011pp.1-4. 2. Gara,S.J.(2001). How an HRIS can impact HR a complete paradigm shift for the 21st century. Society for Human Resource Management (SHRM) White Paper, Retrieved November 11, 2002, from http//www.shrm.org/whitepeper/documents/default.asp?page=63001.asp 3. Kovach, K.A., & Cathcart, C.E. (1999). Human resource information systems providing business with rapid data access, information exchange and strategic advantage. Public Personnel Management, 28 (2), 275-282. 4. Tannenbaum, S. I. (1990). HRIS user group implications. Journal of Systems Management, 41 (1), 27-32. 5. Walker, A. J. (1982). HRIS Development A Project Team Guide to Building and Effecti ve Personal Information System. New York Van Nostrand Reinhold Company.6. Lengnick-Hall, Mark L. and Moritz Steve (2003), The Impact of e-HR on the Human Resource Management Function, Journal of Labor Research. 24(3), pp. 365-379.BOOKS1. Hilkka Poutanen, DEVELOPING THE ROLE OF serviceman RESOURCE INFORMATION SYSTEMS FOR THE ACTIVITIES OF GOOD LEADERSHIP, Acta Univ. Oul. A 553, 2010, ISBN 978-951-42-6171-8 (Paperback). 2. Mohan Thite & Michael J. Kavanagh, Evolution of Human Resource Management and Human Resource Information Systems The Role of Information Technology, TMH. 3. Michael D. Bedell, Michael Canniff & Cheryl Wyrick, Systems Considerations in the Design of an HRIS Planning for Implementation, TMH

Poetry analysis on “How Do I Love Thee” and “Sonnet XVIII” Essay

Both, Elizabeth Barrett Brownings How Do I Love Thee and William Shakespeares Sonnet XVIII, explore the universal study of eternal, transcending love. Similarly, both sonnets are confessions of love towards a male subject. Brownings is a passionate love one that the Greeks referred to as eros. Eros is Love, who overpowers the mind, and tames the olfaction in the breasts of both gods and men . Shakespeares, however, is the love of agape. It is the love one feels for his family, and friends . In dealing with the theme of love, both poems reference the beauty of their emotions, and the everlasting reputation of such beauty.Barretts How Do I Love Thee follows the structure of a Petrarchan sonnet, and is therefore written in iambic pentameter. It consists of 14 lines, and is divided into an musical octave and a six-spot. The octave has a rhyme scheme of ABBA ABBA. It presents the primary trouble facing the writer, in this case organism the question of her declaration of love. The ses tet has a rhyme scheme of CDCDCD. It resolves the problem presented by clarifying the ship canal in which the author loves her good, and claiming that her love would be strengthened in the afterlife.Shakespeares Sonnet XVIII follows the structure of a classical Shakespearean sonnet, and as such, is written in iambic pentameter. It consists of 14 lines, divided into three quatrains and a rhyming duad. The rhyme scheme of the first quatrain is ABAB, and introduces the primary notion of the sonnet, it being the resemblance of the speakers love to a summertimes day. The second quatrain has a rhyme scheme of CDCD, and strengthens the comparison of the beloved to a summers day. The third quatrains rhyme scheme is EFEF, devious the focus from the temperate summer, to the virtually everlasting nature of the memory of the beloved. The couplet has a rhyme scheme of GG, and concludes the sonnet by tying unitedly the themes of love and poetry.Barretts sonnet is imbedded with beautifull y incorporated literary devices. She begins with the rhetorical question, How do I love thee? She then proceeds to answer this questions by saying, Let me cipher the ways. This can be interpreted as an patent hyperbole, as her feelings are so pure that she could never truly count the number of ways in which she loves this man. Barrett uses figurative language in saying, I love thee to the depth and breadth and height/My soul can reach. This places a picture of infinite space, or in this case infinite love, in the readers mind. She excessively makes use of analogy by means of the lines, I love thee set-apartly, as men strive for RightThis compares the passion and love she is giving of her free pull up stakes, to the passion which men put forward when fighting for justice. This establishes not just that her love is not bound, but also that it is strong, and honest. An analogy can also be seen in the following line, as she states, I love thee purely, as they turn from Praise, in sisting her love is as modest and pure as the hearts of those men who are striving for justice. The last line of the sonnet states, I shall but love thee better after death. Death is roughly ironic in this context, since it is both what ends the poem, and what ends life.Shakespeares introduces his sonnet with the line Shall I compare thee to a summer day? In a sense, this foreshadows that the beloved will, in fact, be compared to a summers day. Perhaps, even more than that, it foreshadows the use of metaphors throughout sonnet, as the comparison will be made. Shakespeare begins the comparison by drawing parallels between his beloved and the summers day, through the line Thou art more lovely and more temperate. He carefully chooses his adjectives so that they may apply to both summer, and his beloved. He continues by stating that rough winds do shake the darling buds of May.In this, he is victimization rough winds as a symbol of erratic chance and change, and implying that his belo ved is superior because he does not suffer from these winds. The author personifies the sky, or heaven, by using the metaphor of an eye in place of the sun. He gain ground personifies the season by mentioning that the summers gold complexion is much dimmed, which compares yet another human attribute of his beloved, with a trait of summer. The author then assures his beloved that his eternal summer shall not fade. Through this, he uses summer as a metaphor for beauty. The speaker brags that his beloved will never suffer the same fate as a summers day, because he has dedicated him to eternal lines. This adds the theme of poetry to a sonnet that had, until now, been about love.

Ess (Exam Scheduling System)

CHAPTER IV Presentation of in formulaation, Software Product Analysis and Implementation The Existing frame Dean 0 Manual wreak Administrator Day of ExamSchedule clock Term Rooms Teachers Subjects roles conformation 4. 1 Process of the Manual programme The figure shows the be arranging of rules of AMA Computer College Lipa. The administrator will profit the selective information needed for the manual process of programming. later gathering the information the administrator will manu completelyy do the register. The Proposed dust 0 Computerized Scheduling Dean Administrator File nourishmentSchedule Schedule Management look 4. Process of the Proposed musical arrangement The figure shows the content of the proposed governance. Once the user entered to the administration, the system is progress to to accommodate the File Maintenance, Schedule Management, Schedule Browser and Reports. Prospective exploiter The Administrator will act as the original user of the pr oposed system. The master(a) user has access to all the features of the system which includes file maintenance, schedule managing, schedule browsing and generating reports. The primary user can add, edit, update and delete diverse transactions of all the features menti oned above.The user also allows to print all the reports that was produced by the system. Components of the Proposed constitution In Software Product Analysis in Chapter tether, the proponents discussed the antithetical possible software that can be employ in fashioning the proposed probe. Among all those software, the proponents decided to chose the SQL server cc8 for database, and Visual Basic . solve two hundred5 as the programming language. The proponents prefer to use the SQL Server 2008 over other databases it provides oft faster Full-Text Search capability and much faster processing formerly SQL Server 2008 features are used.In addition, SQL Server 2008 provides for more efficient storage of data an d indexes including filtered indexes, wide tables, sparse columns, and page level compression. In terms of programming language use, the proponents used Visual Basic. Net 2005 because the Visual Basic. Net is one of the most popular languages used in the software development industry. VB. Net provides managed code execution that runs under the Common Language Runtime (CLR), resulting in robust, steadfast and secure applications. VB. NET is free threading against theVB single-threaded apartment feature. All features of the . NET model are readily available in VB. NET. VB. NET is totally reject oriented. This is a major addition that VB6 and other earlier releases didnt have. Security has lead more robust in VB. NET. agreement Design DFD ( data Flow Diagram) is used by the proponents to show the graphical agency of the flow of data by dint of the system. This is also used in visualizing of data processing. The context is the summary of DFD of the existing and proposed selective information Flow Diagram (DFD).This is the commonly used system role model tools, particularly for the operational system in where the functions are paramount principal(prenominal) and more complex than the data that system manipulates. The context is the summary of the Data Flow Diagram (DFD) of proposed system. The DFD (Data Flow Diagram) is shown in figure 4. 1 Data Flow Diagram of the Proposed System Level 0 1. 0 class division Section Rooms Subject Teacher 3. 0 catch Reports 2. 0 Process Schedule for Term Dean Administrator touch Schedule Schedule accede 4. 3 Level 0 of Data Flow Diagram Figure 4. 3 shows the overview process as a whole.It starts from the Admin, the user, with corresponding data that goes to different menus provided by the system. These are basically the primary inputs to be processed by the system which creates reports. This plat is mainly the representation of the software developed. Level 1 of Process 1 File Maintenance 1. 1 chalk up Course Dean 1. 2 Add stratum 1. 3 Add Rooms 1. 4 Add Subjects 1. 5 Add Teachers 1. 6 Add Section Figure 4. 4 Level 1 of Data Flow Diagram The diagram Level 1 shows the functioning of accessing the file maintenance.The diagram shows how to add, edit, update and delete a data. It provides space for the user to input new data to the database. Level 2 Process 2 Schedule Management 2. 1 2. 2 DEAN School Year Filled up Saved Fill up Schedule modify D6 Schedule Year schedule schedule Section Subject bring up form Room Updated Day Schedule clock time Schedule 2. 3 Schedule Print Report STUDENTS Figure 4. 5 Level 2 of Data Flow Diagram The diagram Level 2 shows the surgical process of accessing the Schedule Management. The user will fill up the schedule form. After making the schedule, the user can also print the report. Level 3 Process 3 submit Reports D7 Schedule Saved Schedule Section Schedule 3. 2 3. 1 DEAN Generate Schedule Generate Room Section Reports Schedule Reports Room Schedule Schedule Students Figure 4. 6 Level 3 of Data Flow Diagram The diagram Level 5 shows the corresponding procedures that the system provides under the report button. It shows the fraction schedule and room schedule reports. System valuation Report The respondents of this study responded so well throughout the survey process. The proponents got a good approbation of improving the existing system into the proposed one project. Part I. 1. Suitability The systems appearance is suitable for its use plank 4. 1 SuitabilitySuitability tally of Percentage of tilt surface for Pie Respondents respondents evaluating chart the suitability of the system 4 potently jibe 200 200/229 x cytosine = 87% 87% of 360 = 320 3 score 29 29/229 x century = 13% 13% of 360 = 40 2 take issue 0 0 0 1 powerfully 0 0 0 disagree Suitability 13% powerfully chord accept 87% Figure 4. 1 Pie Chart for System SuitabilityFigure 4. 1 shows that 87% or 200 of the respondents strongly agree that the system is suitable and 13% or 29 of the respondents concur in the suitability of the system. 2. Interoperability The systems ICONs are all working Table 4. 2 Interoperability Interoperability Number of Percentage of cant over size of it of it for Pie Respondents respondents evaluating Chart the interoperability of the system 4 strongly consent 199 199/229 x atomic number 6 = 87% 87% of 360 = 313 3 score 30 30/229 x hundred = 13% 13% of 360 = 47 2 resist 0 0 0 Strongly 0 0 0 resist Interoperability 13% Strongly control equalize 87% Figure 4. 2 Pie Chart for System Interoperability Figure 4. 2 shows that 87% or 199 of the respondents strongly concur that the system is working and 13% or 30 of the respondents conc ord in the interoperability of the system. 3. compliancy The system supports the performance they need. Table 4. 3 respectfulness Compliance Number of Percentage of Angle size for Pie Respondents respondents evaluating Chart the deference of the system Strongly grant 198 198/229 x 100 = 86% 86% of 360 = 310 3 jibe 31 31/229 x 100 = 14% 14% of 360 = 50 2 take issue 0 0 0 1 Strongly 0 0 0 differ Compliance 14% Strongly equip Agree 86% Figure 4. 3 Pie Chart for System Compliance Figure 4. 3 shows that 86% or 198 of the respondents strongly agreed that the system supports the system they need and 14% or 31 of the respondents agreed in the compliance of the system. Part II 2. Systems Usability The system is unaccented to use and navigate Table 4. 4 UnderstandabilityUnderstandability Number of Percentage of Angle size for Pie Respondents respondents evaluating Chart the understandability of the system 4Strongly Agree 229 229/22 9 x 100 = 100% 100% of 360 = 360 3 Agree 0 0 0 2 Disagree 0 0 0 1 Strongly 0 0 0 Disagree Understandability Strongly Agree 100% Figure 4. 4 Pie Chart for System Understandability Figure 4. 4 shows that 100% or 229 of the respondents strongly agreed that the system is easy to understand. . Learnability The system is easy to use and navigate Table 4. 5 Learnability Learnability Number of Percentage of Angle size for Pie Respondents respondents evaluating Chart the learnability of the system 4Strongly Agree 198 198/229 x 100 = 86% 86% of 360 = 310 3 Agree 31 31/229 x 100 = 14% 14% of 360 = 50 2 Disagree 0 0 0 1 Strongly 0 0 0 Disagree Learnability 14% Strongly Agree Agree 86% Figure 4. 5 Pie Chart for System Learnability Figure 4. shows that 86% or 198 of the respondents strongly agreed that the system is easy to use and navigate and 14% or 31 of the respondents agreed in the navigation of the system. Part III Systems dependability 1. verity The system gives an accurate output. Table 4. 6 the true Accuracy Number of Percentage of Angle size for Pie Respondents respondents evaluating Chart the accuracy of the system 4Strongly Agree 200 200/229 x 100 = 87% 87% of 360 = 313 3 Agree 29 29/229 x 100 = 13% 13% of 360 = 47 2 Disagree 0 0 0 Strongly 0 0 0 Disagree Accuracy 13% Strongly Agree Agree 87% Figure 4. 6 Pie Chart for System Accuracy Figure 4. 6 shows that 87% or 200 of the respondents strongly agreed that the system gives accurate output and 13% or 29 of the respondents agreed in the accuracy of the system. 2. Recovery The system has ability to recover form failure. Table 4. 7 Recovery Recovery Number of Percentage of Angle size for Pie Respondents respondents evaluating Chart the recovery of the system 4Strongly Agree 198 198/229 x 100 = 86% 86% of 360 = 310 3 Agree 31 31/229 x 100 = 14% 14% of 360 = 50 2 Disagree 0 0 0 1 Strongly 0 0 0 Disa gree Recovery 14% Strongly Agree Agree 86% Figure 4. 7 Pie Chart for System Accuracy Figure 4. 7 shows that 86% or 198 of the respondents strongly agreed that the system has ability to recover form failure and 14% or 31 of the respondents agreed in the recovery of the system. Part IV Systems Efficiency 1. Resource BehaviorThe system provides an optimum utilization of the resources. Table 4. 8 Resource Behavior Resource Number of Percentage of Angle size for Pie Behavior Respondents respondents evaluating Chart the resource behavior of the system 4Strongly Agree 195 195/229 x 100 = 85% 85% of 360 = 306 3 Agree 34 34/229 x 100 = 15% 15% of 360 = 54 2 Disagree 0 0 0 1 Strongly 0 0 0 Disagree Resource Behavior 15% Strongly Agree Agree 85% Figure 4. 8 Pie Chart for System Resource Behavior Figure 4. shows that 85% or 195 of the respondents strongly agreed that the system provides an optimum utilization of the resources and 15% or 34 of the responde nts agreed in the resource behavior of the system. 2. succession Behavior The system responses on time or as needed. Table 4. 9 Time Behavior Time Behavior Number of Percentage of Angle size for Pie Respondents respondents evaluating Chart the time behavior of the system 4Strongly Agree 201 201/229 x 100 = 88% 88% of 360 = 317 3 Agree 28 28/229 x 100 = 12% 12% of 360 = 43 2 Disagree 0 0 0 Strongly 0 0 0 Disagree Time Behavior 12% Strongly Agree Agree 88% Figure 4. 9 Pie Chart for System Time Behavior Figure 4. 9 shows that 88% or 201 of the respondents strongly agreed that the system responses on time or as needed and 12% or 29 of the respondents agreed in the time behavior of the system. System Evaluation for AMACC Lipa Campus Students 1. Systems Functionality Table 4. 10 Systems Functionality Criteria Strongly Agree Disagree Strongly Weighted Rank Agree Disagree opine Suitability 200 29 0 0 3. 7 1 Interoperability 199 30 0 0 3. 87 1 Compl iance 198 31 0 0 3. 87 2 2. Systems Usability Table 4. 11 Systems Usability Criteria Strongly Agree Disagree Strongly Weighted Rank Agree Disagree hold still for Understandability 229 0 0 0 4 1 Learnability 198 31 0 0 3. 86 2 3. Systems Reliability Table 4. 12 Systems Reliability Criteria Strongly Agree Disagree Strongly Weighted Rank Agree Disagree destine Accuracy 200 29 0 0 3. 87 1 Recovery 198 31 0 0 3. 86 2 4. Systems Efficiency Table 4. 12Systems Efficiency Criteria Strongly Agree Disagree Strongly Weighted Rank Agree Disagree dream up Resource Behavior 195 34 0 0 3. 85 2 Time Behavior 201 28 0 0 3. 88 1 Over-all System Evaluation of AMACC Lipa Campus Students Table 4. 13 Over-all System Evaluation of AMACC Lipa Campus Students Criteria Strongly Agree Disagree Strongly Weighted Rank Agree Disagree Mean Functionality 199 28 0 0 3. 88 1 Usability 142 31 0 0 3. 82 2 Reliability 199 30 0 0 3. 87 1 Efficiency 198 31 0 0 3. 6 3 Table 4. 26 Verbal Interpretation of Evaluation Result Option Scale Verbal Interpretation 4 3. 50 4. 00 Strongly Agree 3 2. 55 3. 54 Agree 2 1. 55 2. 54 Disagree 1 1. 00 1. 54 Strongly Disagree Table 4. 27 Interpretation of Over-all Evaluation of AMACC Lipa Campus Student Criteria Weighted Mean Verbal Rank Interpretation Functionality 3. 88 Strongly Agree 1 Usability 3. 82 Strongly Agree 2 Reliability 3. 87 Strongly Agree 1 Efficiency 3. 86 Strongly Agree 3 Average Strongly Agree

Drama at the Farm: A Canadian Survival Story Essay

Canadian Writer Margaret Atwood would argue that every country in the world has a single unify and informing image, to act as a belief system that keeps every hotshot together and working for ordinary ends. These unifying symbols manifest in the literature produce by authors and literary thinkers whether or not it is done consciously or subconsciously. According to Atwood, in the get together States Frontier is the unifying symbol, the exploration of new land, the west and independence from imperial powers. In the United Kingdom the Island is a distinct symbol of common national sentiments, the idea of the central island nation secureling its lands and wealth from prat the safety of its metaphorical w completelys this symbol is perfectly represented by the chivalric castles and fortresses of that nation. With these examples in mind Atwood states that the unifying symbol for Canadian Lifestyle, and consequently literature, is extract.As a result of the Canadas geographical sh ape, its vast land mass and bitter climate, as well as the nations origins as subordinate to imperial rule, selection becomes the common thread which bonds the lives thought and experiences of all Canadians. It is more real to us than the frontier or the island. In her essay, Survival A Thematic Guide to Canadian Literature, Atwood goes into coarse tip about this idea of survival and dupeization, she outlines her four victim steads with the intention of increase discovering of Canadian literature, and how these guidelines apply to anyone, Canadian or otherwise. In The watchman, by Guy Vanderhaeghe, Atwoods concepts house be used to come in and understand the site of Vanderhaeghes main acknowledgment, Charlie Bradley, as well as increase understanding of Vanderhaeghes work as a humans of distinctly Canadian fictional Literature.Atwoods four victim positions arsehole be used to understand types from Canadian fiction from the distinctly Canadian point of view, surviva l. The hero of most Canadian fiction is the survivor, the main character or protagonist survives where the other characters do not, or they survive one ordeal only to succumb to something else, The survivor has no triumph or victory further the fact of his survival he has little later his ordeal that he did not have before, except gratitude for having escaped with his life.(Atwood 33). The Canadian protagonist or survivor doesnt portray the myth that they can beat adversity to better themselves or their bureau, rather they are no better of than before their ordeal, or maybe worse, by are halcyon to have escaped with their lives. The survivor is therefore inherently and unavoidably a victim in one form or another, and Atwoods position can be use to identify and grasp a greater understanding of the survivor character, his actions, thoughts, and decisions.To understand Charlie Bradley one must first understand the four basic victim positions. A mortal of the first victim posit ion is in denial of the fact that they are the victim, usual their roughly elevated status above their peers makes them feel that anyone can succeed if they treasured to and those that dont are effective lazy. A person from the second base victim position acknowledges their development tho resigns to it because of feelings that it is the result of uncontrollable out-of-door forces such as fate, they feel their position as a victim is inevitable and cannot be changed. Individuals of the third position acknowledge their victimization but refuse to accept the role is inevitable as in position two.However a person in position three doesnt use their frustration at their victimization in a original manner, they dont use their energy to change their position they just loath themselves and are jealous of those who are not victims. A person in position four is what Atwood calls a creative non victim (Atwood 38). For these individuals victimization is not a reality, they use their ene rgy to rise above the existence of victimization and are positively creative with their situation.Vanderhaeghes main character from his short base, The Watcher,Charlie Bradley fits perfectly into Atwoods definition of the second victim position. Charlie Acknowledges his victimization but feels there is nothing he can do about it. Evidence of Charlies position can be plunge numerous times throughout the text. From the very first sentence of Vanderhaeghes story one can cast type Charlie. He says, I suppose it was having a bad chest that turned me into an observer, a watcher, at an early age. (Vanderhaeghe 207).From this statement you already know that Charlie blames his situation as universe an observer on his bad chest, an uncontrollable external for, he cannot control his sickness and so resigns to be a victim of it. The rest of the story centers around Charlies talent for observing events but never participating, the situation he deals with when he is shipped of to his grandmas farm and forced to deals with his mentally unstable auntie and her freeloading boyfriend Thompson. Charlie fancies himself a spy observing the details and doing nothing. More state of his position comes from thoughts on his aunts situation, Charlie says, Evelyn, was evidence enough of how intemperately bound we all are to the wretched wheel of life and its stumbling desires. (Vanderhaeghe 221). again resigning everything to the whims of fate.Charlies true position as the surviving victim comes at the end of the story when he is forced into the game, no longer a watcher, and must chose between taking the side of his grandma or that of Thompson in identifying the assailants, who identity he does know to be the Ogden Brothers hired by his Grandma to beat up Thompson. And now he is asking me to save him, to pick up a risk, when I was more completely in her clutches than he would ever be. He forgot I was a child. I depended on her. (Vanderhaeghe 239). Charlie admits to refuse th e truth to save himself, even if it meant hurting Thompson. Charlie is the survivor, he is the victim of concomitant be he has the foresight to save himself even if it isnt the effective thing to do.Canadian short stories are full of survivors, the characters created by Vanderhaeghe as well as those of many authors face different challenges than the characters of literature from other nations. Canada is a nation of survivors, if only just barely. Margaret Atwood is one Canadian source who fully understands this survivor position and the levels of victimization that come along with it. Canadian heroes are the ones who face adversity to gain something, but those who are pounded by the outside world and are just able to have on to their lives.This situation, at least metaphorically, will be familiar to all Canadians and the great cross section of writers from various cultural backgrounds. Their diversity only reinforcing the judgment that this country, the land changes you, give us all something in common, that unifying symbol that Atwood praises as the center of everything Canadian. Survival. As Atwood aptly puts it, A writers job is not to tell a society how it ought to live but how it does live.(Atwood 42)Works CitedAtwood, Margaret. Survival. Survival A Thematic Guide to Canadian Literature. Toronto Anansi, 1972. 25-43.Vanderhaeghe, Guy. The Watcher. while Descending. Toronto Macmillan of Canada, 1982.

A Comparative Analysis of Overstock and Amazon

fiscal Reporting, analysis and Ethics A relative psychoanalysis of over carnation. com and amazon Robert Baird BU7545 Fall 2011 fiscal Reporting, Analysis and Ethics A Comparative Analysis of transmit up. com and virago Robert Baird BU7545 Fall 2011 T satisfactory of Contents administrator Summary 2 confederacy and patience Information 3 history Issues 6 Accounting Policies and manifestation Practices 9 Financial Statement Analysis 10 Corporate Governance 13 Conclusion 15 References 18 Appendices 21 Executive Summary This account covers the write up misplays tie in to weight prices that led melodic line. com in 2006 to re asseverate its fiscal pedagogys for 2002, 2003, 2004 and quarterly musical themes for 2004 and 2005, and the attendant mho investigation in which they were cle ard of wrongdoing. It in addition covers a spot restatement from 2009, in which the mo interlockary statements for 2009 and 2008 were restated and nearly opposi te south investigation tie in to those restatements.The paper point in times a glaring problem for buy in related to its bill controls and til now the bon tons admittance in its yearly report that it does not energise an appropriate amount of qualified history professionals able to produce pecuniary statements that argon free of material errors. stock up is comp ard against a direct competitor, amazon, who although is a much larger guild that overstock, has become the archetype in the industry against which all separate companies ar judged.The mo earnary statements and fiscal ratios from 2006-2008 of both virago and stock up are pointn in comparison with nonpareil another to offer some insight into the strengths and weaknesses of severally company and to guess their consummateance, and allow consolidated statements of trading trading operations and consolidated chemical equilibrium sheets from 2005-2008 and common-size statements of operations and coun terbalance sheets for each company from 2005-2008, as sound as trend statements of operations and balance sheets for each company from 2005-2008.The paper to a fault examines the incarnate social organisation of each company, including the batting position of directors, the different board commissions that exist and recompense practices for old company executives. The paper concludes that overstock must put in prepare the correct controls and hire competent invoice and analyzeing professionals to ensure the validity of their pecuniary statements. Company and exertion Information overstock. com (overstock) was incorporated in Utah in celestial latitude 1998, sooner as D2-Discounts tell, Inc. , later reincorporated in the state of Delaware in 2002 and falsifyd its name to Deals. om, Inc. in 1999. stock adopted its present name on October 25, 1999 and is based unwrap of flavor Lake City, Utah. buy in is an online retailer that cuckolds discount switch to consumer s by dint of its online website. fit in to Mergent Online, Overstock. com is an online retailer providing discount brand name, non-brand name and closeout production, including bed-and-bath goods, denture decor, kitchenware, furniture, watches and jewelry apparel, electronics and computers, sporting goods, and designer accessories, among other products (2011).Overstock also sells run books, magazines, ram discs, digital video disk and video games (Mergent Online, 2011). The company conducts direct agate line, in which it orders are fulfilled at Overstocks warehouses in season Lake City, Utah and shipped to final consumers or business enterprise, and business with fulfillment accessorys, which occurs when Overstock sells another manufacturers or retailers merchandise on their website and those third parties pack and ship orders. Overstock, however, does continue re squirms and customer service related to substantially all orders placed through its website (Mergent Online, 2011).According to Mergent Online, as of the end of 2010, Overstock sells to customers in over 90 countries simply does not dedicate perfect(a) impose revenue operations outside the United States and is use a United States based third party to provide logistics and fulfillment for all international orders (2011). Overstock does ship goods to suppliers on consignment, and includes car and hearty estate listings, insurance quotes and an online auction service on its website. amazon was originally incorporated in Washington in 1994 and later reincorporated in the state of Delaware in 1996. amazon. om ( amazon), the likes of Overstock is an online retailer that sells all sorts of different products and merchandise on its website. According to Mergent Online, the products on amazons website primarily include merchandise and content purchased for re gross sales event from vendors and those provided by party sellers, and it also manufactures and sells the Kindle e-reader and they also provide services such as virago tissue run (AWS), fulfillment, miscellaneous marketing and promotional agreements, such as online advertising and co-branded character cards. Amazon consists of two separate business segments, North the States and external.North America consists of amounts earned from retail sales of consumer products (including from sellers) and subscriptions through North America-focused websites such as www. amazon. com and www. amazon. ca and include amounts earned from AWS and includes the export sales from the above mentioned websites (Mergent Online, 2011). The International business segment consists of amounts earned from retail sales of consumer products (including from sellers) and subscriptions through internationally focused locations and the segment includes export sales from these internationally ased locations (including export sales from these sites to customers in the United States and Canada), moreover when excludes export sales from the companys United States and Canadian locations (Mergent Online, 2011). According to Standard & angstrom unit Poors gelt incomeAdvantage, Amazon has virtually unlimited online shelf space, and can offer customers a vast s election of products through an efficient search and retrieval port wine (2011). In addition to being the seller of record for a large range of new products, Amazon allows other businesses and individuals to sell new, used and due products on its websites through its Merchant and Amazon Marketplace programs in which Amazon earns fixed fees, sales commissions and/or per unit activity fees, as well as serving developers and enterprises of all sizes through AWS, which provides access to technology foundation that developers can use to virtually enable any type of business (S&P NetAdvantage, 2011).The online retail industry is an industry that is thriving as more and more consumer purchase products online. As the supply chain and logistics processes prolo ng become increasingly advanced and streamlined, online retailing has taken major strides in the past two decades. According to the Standard & Poors intentness Surveys (Computers Consumer Services & the Inter final), United States online retail sales (excluding the auto, get going and prescription drug categories) increased 13% in 2010 to $17. billion and improvements in multi-channel initiatives, better online merchandising, more personalized offerings and increasingly sophisticated marketing efforts set growth in 2010, epoch S&P roof IQ forecasts inter mesh topology retail sales will rise to 11% in 2011 (2011, p. 10) . The S&P sedulousness Survey also states that worldwide business-to-consumer (B2C) inter gelt spending may increase from $708 billion in 2010 to $1. trillion in 2014 and the three just about popular categories of merchandise change online in 2009 were (in order) apparel, accessories and footwear software and peripherals and consumer electronics, a nd a number of exclusive online retailers bring on also been achieverful, among (them) major unexclusively traded online retailers like Amazon. com Inc. and Overstock. com Inc. (2011, p. 17). Amazon, however, is far and away the attracter of its industry. At first it seemed like a business model that was designate to ail, yet is has since become the model for its industry and has been the breakaway leader in spheric e-commerce for a number of grades (S&P Industry Surveys, 2011, p. 18). Overstock is trying to emulate the strategy used by Amazon, but it is difficult for any online retailer to differentiate itself from a company like Amazon, with its huge market trade and market superior of the United Statesization. Amazon is an incredibly lubber act to follow and according to the S&P Industry Survey, it is predicted that in 2011, Amazon will achieve its sextupletth straight year with revenue growth of greater than 25% (2011, p. 18).Amazon has achieved strong and su stained success by go on to focus on its customers and has looked to innovate and take risks, scorn potential near-term negative impacts to its financial performance (S&P Industry Surveys, 2011, p. 18). Accounting Issues Overstock has had numerous instances of invoice and control errors that provoke resulted in restatements of financial statements and probes by the United States Securities and Exchange Commission ( sulphur). In 2006, Overstock denote that it would restate its preliminaryly reported financial statements going bet on to 2002 due to an error in the way it accounted for its incumbrance be.According to the Deseret News on March 1, 2006, the method of explanation system errors relate to how the salt Lake-based company immediately disbursementd inward load be in the periods they were incurred, instead of capitalizing such apostrophizes as part of inventory and expensing them as it interchange off the inventory and the error performances annual financ ial reports for 2002, 2003, 2004 and quarterly reports for 2004 and 2005 (2006, p. E1). The correction of the freight be error actually increased the inventory by $3. million as of the third quarter of 2005, and lowered the last disadvantagees for fiscal days 2002, 2003 and 2004. In an question on CNBC in 2006, Overstock CEO tell of the restatement our restatement was $3. 5 million to the good and our auditors have state that we understated our results by $3. 5 million (CEO Wire, 2006). He went on to say in the interview with Becky sprightly on CNBC that it turns out we had turns out that we have understated our performance, that our books are too conservative, is what the auditors have said (CEO Wire, 2006).Overstock vice president of corporate affairs, echoed this cerebration in an interview with the Knight Ridder Tribune Business News, saying when you look at what this restatement is really, it is positive (Sims, 2006, p. 1). In an interview with the Salt Lake Tribune, O verstock President Jonathan Johnson said of the accounting errors When we order comforters, we pay the manufacturer and the freight bill. Weve been accounting for the freight bill as we salaried it, expensing it. We should have been capitalizing the freight bill as we sold the goods, as opposed to when we actually paid it (Keahey, 2009).These are well(p) some examples from the corporate officers at Overstock that they just clear do not get it, and do not understand the impact of a financial restatement. The Deseret News describes the piths of the accounting error as follows, for 2005, the accounting change will narrow the reported simoleons handout by $1. 8 million for the quarter ended kinsfolk 30 and by $592,000 for the quarter ended June 30 and widen the simoleons exit by $107,000 for the quarter ended March 31. For 2004, the correction will lower the full-year discharge by $461,000.The accounting change will also reduce the net losses for the 2002 and 2003 fiscal year s (2006, p. E1). This restatement led to an investigation of Overstock by the SEC resulting in a subpoena from the SEC for national documents relating to its accounting policies, targets and projections (Wall Street ledger, 2006). On June 6, 2008 the SEC informed Overstock that it had completed its investigation of the company and its officers and does not intend to recommend any enforcement action (Financial Wire, 2008).Overstock obviously did not learn much from the above mentioned restatement and incidental SEC investigation, and on September 15, 2009, Overstock received yet another notice from the SEC, put the company on notice that the SEC was conducting an investigation concerning Overstocks previously-announced restatements of its financial statements in 2006 and 2008 and other matters and the subpoena that accompanied the notice covers documents related to the restatements and also to Overstocks billings to its partners in the twenty-five partage quarter of 2008 and related collections, and Overstocks accounting for and implementation of software relating to its accounting for customer refunds and credit, including offsets to partners, and related matters (PR Newswire, 2009). In February 2010, Overstock announced it was restating its financial statements for 2008 and 2009, shifting $1. 8 million of income from 2009 to 2008. Overstock attributed this restatement to some accounting confusion involving other companies that sell goods on its website and a related problem involving incorrect invoices from a freight vendor (Deseret News, 2010, p. A10).Overstock also stated in a filing with the SEC that it was applying different accounting standards for its stock option plans that will mean diminish income of $350,000 for 2008 and about $900,000 for 2009 (Harvey, 2010). As if the restatement of financial reports was not bad enough, Overstock admitted to a deficiency in its financial controls related to its relationship with certain business partners and informed the SEC that managements report on indispensable control over financial insurance coverage for fiscal 2008 can no longer be relied upon (Harvey, 2010). On his blog on Phils transmission line World, Sam Antar (who discloses that he is a convicted felon and former CPA who at once bring ins closely with government and law enforcement agencies in cases of w achievee-collar crimes and regularly refers cases to them) wrote that in 2009Overstock. om violated generally accepted accounting principles in accounting for its recoveries of certain offsetting costs and reimbursements amounts due to the company from its fulfillment partners (suppliers) who were under-billed in previous reporting periods and that Overstock should have restated its financial reports to recognize income when those offsetting costs and reimbursements were actually earned by the company in those previous reporting periods (Phils Stock World, 2010). Antar claims that accounting errors are bordering on criminal and that the company improperly recognized income as those amounts were collected in future accounting periods on a non-GAAP hard silver in basis and that Overstock even reported wampums in the fourth quarter of 2008 when they should have reported a loss under GAAP (Phils Stock World, 2010).Antar make some even stronger claims against Overstock, saying that accounting errors have become commonplace at Overstock at that the officers of the company do not seemed interested or inclined to put the proper controls in place to detect these errors. Antar writes that so far, from 1999 to Q3 2009 e actually single financial report issued by Overstock. com had to be restated at least(prenominal) once, some time in two ways or even three propagation to correct material accounting errors with the company even claiming that the last two restatements were caused by technology problems (Phils Stock World, 2010). In the 2009 10-K issued by Overstock it stated that Overstocks informa tion technology program change and program phylogeny controls were inadequately designed to prevent changes in our accounting systems which led to the failure to befittingly capture and accurately process data (2010, p. 18).The two previously mentioned instances of financial report restatements mean that in 2006, the annual financial statements for 2002, 2003 and 2004 were restated then the 2006 financial statements were restated again along with the statements for 2008. both(prenominal) restatements had little or no answer on the stock price of the company and after each restatement was announced the stock price either fall modestly or even went up approximately. Accounting Policies and Disclosure Practices As shown in the numerous instances of accounting errors and restatements, Overstock clearly has an issue with its internal controls over financial reporting to detect basic GAAP errors in the beginning their financial statement are released to the SEC.In its 2010 10-K, Over stock acknowledges that they have a problem and states, we lacked a sufficient number of accounting professionals with the necessary knowledge, experience and training to adequately account for and perform adequate supervisory reviews of significant transactions that resulted in misapplications of GAAP (2010, p. 22). This is a fascinating admittance by a major publicly traded company that it simply does not have accountants to properly produce correct financial statements free of significant accounting errors. Amazon, for its part, is the leader in online retailing and a much larger company with a global footprint that outstretches most companies, and oddly that of Overstock, yet their accounting policies are sound.There exists nothing in their annual reports to the SEC that outlines anything of the sort that Overstock has admitted related to not having a sufficient number of accountants. The information listed in their financial reports seems to be standard style related to GAAP. Both companies, Amazon and Overstock account for their inventory employ the first-in, first-out (FIFO) method, setd at lower of cost or market value and depreciate their fixed assets on a straight-line basis. Financial Statement Analysis In its 2009 10-K report, Amazon gives an interesting overview to its business. It states that its primary source of revenue is the sale of a wide range of products and services to customers and that their financial focus is on semipermanent, sustainable growth in free change flow per share (2009, p. 21).It also states that we seek to reduce our variable costs per unit and work to leverage our fixed costs and because of our model we are able to turn over inventory quicker and have a bullion-generating run rhythm (2009, p. 22). Amazons inventory disturbance, as shown in the financial ratios in the appendix, was 11. 46 times in 2008 (consistent with 11. 06 times in 2007 and 11. 44 times in 2006) and with a receivables perturbation of 24. 95 ti mes in 2008 and collectables dollar volume of 5. 98 times in 2008, they have a sufficient operational cycle and property conversion cycle. Overstocks inventory derangement rate was 31. 68 times in 2008, up from 12. 21 times in 2006, and means their sales are stronger and they are moving inventory at a much better rate. The receivables employee turnover for Overstock 75. 49 times in 2008 and accounts payable turnover of 12. 53 times in 2008.Amazon gets more bang for their buck than Overstock, and is able to leverage their considerable size and usable capacity to achieve significant begets on their assets, uprightness and income. In 2008, Amazons return on assets (ROA) was 8. 69 percent, compared with Overstocks -6. 23 percent ROA. Overstocks ROA has improved from 2006 when it was -34. 43 percent but because of consistent net losses their return ratios are negative. Overstocks return on faithfulness (ROE) was -105. 88 percent, and improvement from -131. 38 percent in 2006, but nothing compared to Amazons ROE of 33. 25 percent in 2008. Amazon also has a significant return on operating income (ROI) of 28. 93 percent in 2008, as contrasted with Overstocks ROI of -12. 82 percent in 2008 (up from -57. 89 percent in 2006).A look at the common-size consolidated statement of operations of Amazon and Overstock (restated) offers some insights into the considerable differences between a company with the size and altitude of Amazon and a company that would like to achieve that status, like Overstock. Amazon had a gross get in 2008 of 22. 3 percent of sales (consistent to the gross pull ahead for 2005 through 2007), whereas Overstock had a gross profit of 17. 1 percent of revenue (consistent with gross profit percentages from 2005 through 2007). Both Amazon and Overstock had similar list operating spendings, 17. 9 percent of sales for Amazon in 2008 and 18. 4 percent of revenue for Overstock in 2008. The numbers that are the most telling are the income stati stics, with Amazon having a net income as a percentage of sales of 3. 4 percent in 2008, whereas Overstock had a net loss s a percentage of revenue of -1. 5 percent, which improved significantly from 2006 when it was -13. 7 percent and 2007 when it was -6. 3 percent. The trend consolidate statements of operations for Amazon and Overstock (restated), in which the base year of 2005 equals vitamin C percent, the discrepancies between a global leader in its industry, Amazon, and its competitor, Overstock, are even more compelling. Net sales for Amazon more than doubled from 2005 to 2008, and in 2008 net sales were 225. 7 percent of the net sales from 2005. rack up revenue for Overstock was only up slightly from 2005 to 2008, and in 2008 core revenues were 104. 4 percent of the summarise revenues from 2005.Amazon also doubled its gross profit from 2005 in, up 209. 4 percent, whereas Overstocks gross profit in 2008 was 122. 3 percent of its 2005 gross profit. Overstocks count operati ng expenses stayed relatively close to their 2005 train in 2006, 2007 and 2008, only rising slightly. Amazon, on the other hand had a significant increase in total operating expenses. operational expenses in 2008 were 213. 3 percent of the 2005 total operating expenses. Net income for Amazon for 2008 was 179. 7 percent of its 2005 net income and increased from 132. 6 in 2007 and from a very off year in 2006, when net income was 52. 9 percent of the previous year 2005.Overstock has lowered its net losses, and in 2008 the net loss was half (50. 8 percent) of the 2005 take aim, and they too had a rough year in 2006 when the net loss was four times (428. 5 percent) that of 2005. Analysis of the restated common-size consolidate balance sheet for Overstock and the common-size consolidate balance sheet for Amazon show that both companies have a similar number of present-day(prenominal) assets, as would be expected from two companies that sell products online and have significant sales and inventory turnover, but Overstock has more capital and cash equivalents when compared to Amazon. Overstock had, as a percentage of total assets, 58. 3 percent of cash and cash equivalents, up drastically from 17. percent in 2005, while Amazon had cash and cash equivalents of one-third (33. 3 percent) of total sales, up slightly from 27. 4 percent in 2005. Amazons total current assets were 74 percent of total assets, whereas Overstock had total current assets that add up 84. 7 percent of total assets, which increased from 72. 1 percent of total assets in 2005. Since current assets were a large percentage of total assets, the rescind would be expected, and total current liabilities for an online retailer would also be a significant portion of total liabilities and stockholders truth. Most consumers make purchases online using credit cards and those purchases are often paid off within a year, making them current. come up current liabilities for Amazon in 2008 were 57 percent o f total assets, remaining stable year over year between 2008 and 2005, while total current liabilities for Overstock were 61. 6 percent of total assets, up from 47. 5 percent in 2005. Corporate Governance Overstock has a board of directors that is comprised of four members, three of whom are independent, and is chaired by the CEO Patrick Byrne. According to the deputy statement (DEF 14A) filed on April 2, 2009, the board of directors held ten meeting during 2008 and each director attended at least 75 percent of the meetings of the board (2009, p. 14). Overstock has an audit committee and pay committee, but no stand nominations committee.According to the deputy statement, the audit committee held 11 meetings during 2008 and the wages committee held six meetings, and like board meetings each director attended at least 75 percent of the committee meetings on which he or she served in 2008 (2009, p. 14). The audit committee is chaired by Allison Abraham and includes two financial adepts, as delineate by the SEC. The audit committee is responsible for reviewing and monitoring our financial statements and internal accounting procedures, selecting, reviewing and monitoring our independent registered public accounting firm, evaluating the scope of the annual audit, reviewing audit results and consulting with management and our independent registered public accounting firm preceding to presentation of financial statements to stockholders (2009, p. 15).The compensation committee is responsible for determining salaries, incentives and other forms of compensation for our directors, officers and other employees and administering various incentive compensation and benefit plans (2009, p. 15). The 208 proxy statement says the compensation objectives are to seek to attract and retain highly competent executive management who will build semipermanent frugal value for the Company and that our compensation philosophy is that the executive salary and gift levels should be modest in comparison to those paid at equal companies, and that executives opportunities for more significant compensation should be tied closely to the Companys performance (2009, p. 20).The elements of total compensation, as laid out by the 2009 proxy statement include base salary, annual individual cash bonuses, payments under our Performance Share Plan, awards under our 2005 beauteousness Incentive Plan, co-ordinated contributions under our 401 (k) plan and benefits under our health and welfare benefits plans (2009, p. 20-21). The board of directors for Amazon consists of nine members, eight of whom are independent, and is chaired by the CEO of Amazon, Jeffrey Bezos. The 2009 proxy statement reads that the board is responsible for the control and direction of the Company and represents the Companys shareholders and its primary purpose is to build long shareholder value (2009, p. 8). In 2008, the board of directors met nine times and that all directors attended at least 75 percent of the aggregate of the meetings of the board and committees occurring while they were members (2009, p. 9).Amazon has an audit committee, leadership development and compensation committee and a nominating and corporate governance committee. The audit committee is chaired by Tom Alberg, who meets the requirement of a financial expert as defined by the SEC. According to the 2009 proxy statement, the audit committee represents and assists the board in fulfilling its oversight responsibility relating to the Companys financial statements and reporting process, the qualifications, independence and performance of the Companys independent registered public accounting firm, the performance of the Companys internal audit melt and the Companys compliance with legal and regulatory requirements (2009, p. 9).The leadership development and compensation committee, as stated in the 2009 proxy statement, evaluates the Companys programs and practices relating to leadership development, revi ews and establishes compensation of the Companys executive officers, and administers the Companys stock-based and certain other compensation plans, all with a view toward maximising long-term shareholder value (2009, p. 10). The proxy statement for 2009, also lays out the responsibilities of the nominating and corporate governance committee, and says it reviews and assesses the composition of the board, assists in identifying potential new candidates for director, recommends candidates for election as director and provides a leadership role with respect to corporate governance of the Company (2009, p. 10).According to the 2009 proxy statement, Amazons executive compensation approach is to tie total compensation to long-term shareholder value, as reflected primarily in the Companys stock price and because the primary component of a named executive officers total compensation is stock-based compensation (2009, p. 17). In addition to stock-based compensation, executives also receive a base salary, new-hire cash bonuses and other compensation and benefits, including vacation, medical, 401 (k) and relocation benefits. Conclusion When it comes to online retailing, Amazon is far and away the leader of the industry and the model for all companies to follow. Amazon has an enormous share of the market and their market capitalization is tremendous. Their financial ratios are sound and their year over year statistics are rather impressive. Overstock, on the other hand, is a company that leaves a lot to be desired.They have had numerous restatements of their financial reports, and two instances of these restatements have been covered in detail above. Overstock has yet to have a positive net income and has had net losses every year. Due to the sheer amount of restatements that have occurred, many an(prenominal) executives have fired or resigned their positions and taken the fall for their accounting errors and subsequent SEC investigations. Overstock seems to want to b ranch out into different revenue streams, such as car and real estate listings, insurance quotes and activate services in order to differentiate themselves from Amazon and capture some market share back from the titan of the industry.Amazon has its eyes on large targets, and wants to stand toe to toe with another gigantic company, Apple. Amazons manufacturing and subsequent sales of the various incarnations of the Kindle and an online music service are bold ideas that have paid off handsomely for the company, as have their enthronizations in supply chain and shipping processes, as well as third party relationships. Overstock, for its part, would most likely just like a piece of Amazons market share and dummy up has a long way to go before it is anywhere near the level of an Amazon. Overstock first needs to get its accounting controls in order and make sure that the financial statements they release in their annual reports to the SEC will not be restated in the future.The audit c ommittee, auditors, CFO and accountants need to work together to ensure that their work is free from error, and there clearly needs to be a change in the corporate conclusion at Overstock because change needs to come from the top. These accounting errors should have been caught before the statements were released and given their history of investigations by the SEC, Overstock should have made every effort to clean up its act and bring in competent accounting and auditing professionals that would have the requisite attention to detail mandatory in producing mistake free financial reports. If Overstock has any promise of ever reaching the level of an Amazon, it needs to fix its accounting issues and to barge in investor confidence in the company.Outside of their ROA, ROE, and ROI ratios, which are negative due to their net losses, Overstocks financial ratios stack up nicely against the financial ratios of Amazon, which are a good sign for the company moving forward, if they can righ t wing the ship. The fact that Overstock is still around today has to be a good sign for the company, in that is has come through adversity and still remains a going concern. References Amazon, Inc. (2009). 2008 yearly Report. Seattle, WA Amazon, Inc. , 2009. Amazon, Inc. (2008). 2007 yearly Report. Seattle, WA Amazon, Inc. , 2008. Amazon, Inc. (2007). 2006 Annual Report. Seattle, WA Amazon, Inc. , 2007. Amazon, Inc. (2006). 2005 Annual Report. Seattle, WA Amazon, Inc. , 2006. Amazon, Inc. (2009) Definitive Proxy Statements.Seattle, WA Amazon, Inc. 2009. Amazon, Inc. (2008) Definitive Proxy Statements. Seattle, WA Amazon, Inc. 2008. Antar, S. (2010, October 16). Does Overstock. com CEO Patrick Byrne know when to shut up, especially while the SEC investigates his company? Retrieved October 30, 2011, from Phils Stock World Web site http// www. philstockworld. com Boyd, R. (2007, may 11). Company Byrne-d on probe report. New York Post, pp39. Cheng, A. (2006, May 11). Overstock cancels its share sale after SEC subpoena. Deseret News, pp. E4. Harvey, T. (2010, February 5). Overstock hit by another restatement. The Salt Lake Tribune. Hendrick, D. (2009, November 18).Online retailer fires auditor over accounting fight. SNL Kagan Media & Communications Report. Kanaracus, C. (2008, November 3). Overstocks ERP woes force it to restate results. Computerworld, 42(44), pp. 7. Keahey, J. (2009, September 23). Overstock CEO and his critics differ over SEC probe. The Salt Lake Tribune. Kessler, S. (2011, October 13). Industry surveys computers consumer services & the internet. Standard & Poors. Mergent, Inc. (2011). Mergent Online. Mims, B. (2006, March 1). Overstock to restate earnings. Knight Ridder Tribune Business News, pp. 1. Moving the market Overstock. com corrects results back to 2002 losses are narrowed. (2006, March 1).Wall Street Journal (Eastern Edition), pp. 1. Overstock. com, Inc. (2009) 2008 Amended Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2009. Overstock. com, Inc. (2008) 2007 Amended Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2008. Overstock. com, Inc. (2007) 2006 Amended Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2007. Overstock. com, Inc. (2006) 2005 Amended Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2006. Overstock. com, Inc. (2009) 2008 Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2009. Overstock. com, Inc. (2008) 2007 Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2008.Overstock. com, Inc. (2007) 2006 Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2007. Overstock. com, Inc. (2006) 2005 Annual Report. Salt Lake City, Utah Overstock. com, Inc. , 2006. Overstock. com announces receipt of another SEC subpoena. (2009, September 17). PR Newswire. Overstock. com President interview. (2006, March 1). CEO Wire. Overstock corrects its financial results. (2006, March 1). Deseret News, pp. E1. Overstock. com, Inc. (2009). Definiti ve proxy statement. Salt Lake City, Utah Overstock. com, Inc. , 2009. Overstock. com, Inc. (2008). Definitive proxy statement. Salt Lake City, Utah Overstock. com, Inc. , 2008.Overstock gets SEC subpoena. (2006, May 10). Wall Street Journal (Eastern Edition). Overstock. com shifting income. (2010, February 6). Deseret News, pp. A10. Q3 2008 Overstock Com Inc earnings conference call final. (2008, October 24). Fair Disclosure Wire. SEC closes Overstock. com probe, will take no action. (2008, June 7). Financial Wire. Standard & Poors. (2011) Standard & Poors NetAdvantage. Taub, S. (2006, February 28). Freight costs spur Overstock restatement. CFO. com, pp. 1. Appendices Overstock Original consolidate Statements of Operations (in thousands) year Ended celestial latitude 31, 2008 2007 2006 2005 revenue enhancement Direct Revenue 174,203 195,622 303,202 324,875 fulfillment partner revenue 660,164 564,539 484,948 478,947 come up Revenue 834,367 760,161 788,150 803,822 comprise of goods sold Direct 154,501 164,368 284,943 283,377 Fulfillment partner 536,957 468,222 408,407 400,889 tally cost of goods sold 691,458 632,590 693,350 683,266 rank profit 142,909 127,571 94,800 120,556 operating(a) expenses gross sales and trade 57,634 55,458 70,897 79,651 engineering 57,815 59,453 65,158 28,132 ordinary and administrative 38,373 41,976 46,837 36,495 Restructuring &8212 12,283 5,674 &8212Amortization of stock-based compensation &8212 &8212 &8212 72 gist operating expenses 153,822 169,170 188,566 144,350 Operating loss (10,913) (41,599) (93,766) (23,794) bear on income, net 3,163 4,788 3,566 (270) elicit expense (3,462) (4,188) (4,765) (5,582) new(prenominal) income (expense), net (1,446) (92) 81 4,728 Loss from continuing operations (12,658) (41,091) (94,884) &8212 Loss from discontinued operations &8212 (3,924) (6,882) &8212 Net loss (12,658) (45,015) (101,856) (24,918) Overstock Restated coalesced Statement s of Operations (in thousands) For course Ended declination 31, 2008 2007 2006 2005 Revenue Direct Revenue 174,203 197,088 301,509 324,875Fulfillment partner revenue 660,164 568,814 478,628 474,441 get along Revenue 834,367 765,902 780,137 799,316 Cost of goods sold Direct 154,501 168,008 284,774 282,383 Fulfillment partner 536,957 473,344 405,559 400,057 enumerate cost of goods sold 691,458 641,352 690,333 682,440 Gross profit 142,909 124,550 89,804 116,876 Operating expenses Sales and market 57,634 57,815 38,373 77,155 engineering 57,815 59,453 70,897 27,901 everyday and administrative 38,373 41,976 46,837 33,043 Restructuring &8212 12,283 5,674 &8212 Amortization of stock-based compensation &8212 &8212 &8212 &8212 kernel operating expenses 153,822 169,170 188,566 138,099 Operating loss (10,913) (44,620) (98,762) (21,223) Interest income, net 3,163 4,788 3,566 (270) Interest expense (3,462) (4,188) (4,765) (5,582) other income (expense), net ( 1,446) (92) 81 4,728 Loss from continuing operations (12,658) (44,112) (99,880) (22,347) Loss from discontinued operations &8212 (3,924) (6,882) (2,571) Net loss (12,658) (48,036) (106,762) (24,918) Overstock vulgar-Size Consolidated Statements of Operations Year Ended December, 31 (% of revenue) 2008 2007 2006 2005 score Revenue coulomb% blow% ascorbic acid% cytosine% extreme cost of goods sold 82. 9% 83. 2% 88% 85% Gross profit 17. 1% 16. 7% 12% 15% Operating expenses Sales and Marketing 6. 9% 7. 3% 9% 9. 9% Technology 6. 9% 7. 8% 8. 3% 3. 5% General and administrative 4. 6% 5. 5% 6% 4. 5% Restructuring &8212 1. 6% . 7% &8212 Amortization of stock-based compensation &8212 &8212 &8212 . 009% entirety operating expenses 18. 4% 22. 3% 23. 9% 18% Operating loss -1. 3% -5. 5% -11. 9% -3% Interest income, net . 3% . 6% . 5% -. 03% Interest expense -. 4% -. 6% -. 6% -. 7% other(a) income (expense), net -. 1% -. 01% . 01% . 6% Loss from continuing ope rations -1. 5% -5. 4% -12% &8212 Loss from discontinued operations &8212 -. 5% -. 9% &8212 Net loss -1. % -5. 9% -12. 9% -3. 1% Overstock impetus Consolidated Statements of Operations (2005= ampere-second%) For Year Ended December 31, 2008 2007 2006 2005 Total Revenue 103. 8% 94. 6% 98. 1% degree Celsius% Total cost of goods sold 101. 2% 92. 6% 101. 5% degree Celsius% Gross profit 118. 5% 105. 8% 78. 7% vitamin C% Operating expenses Sales and Marketing 72. 4% 69. 7% 89% atomic number 6% Technology 205. 6% 211. 3% 231. 6% 100% General and administrative 105. 1% 115% 128. 3% 100% Total operating expenses 106. 6% 117. 2% 130. 6% 100% Operating loss 45. 9% 174. 8% 394. 1% 100% Interest expense 62% 75% 85. % 100% Loss from continuing operations 13. 3% 43. 3% 100% &8212 Loss from discontinued operations &8212 57% 100% &8212 Net loss 50. 8% clxxx. 7% 408. 8% 100% Overstock Restated Common-Size Consolidated Statements of Operations For Year E nded December 31, (% of revenue) 2008 2007 2006 2005 Total Revenue 100% 100% 100% 100% Total cost of goods sold 82. 9% 83. 7% 88. 5% 85. 4% Gross profit 17. 1% 16. 3% 11. 5% 14. 6% Operating expenses Sales and Marketing 6. 9% 7. 5% 4. 9% 9. 7% Technology 6. 9% 7. 8% 9. 1% 3. 5% General and administrative 4. 6% 5. 5% 6% 4. 1%Restructuring &8212 1. 6% . 7% &8212 Amortization of stock-based compensation &8212 &8212 &8212 &8212- Total operating expenses 18. 4% 22. 1% 24. 2% 17. 3% Operating loss -1. 3% -5. 8% -12. 7% -2. 7% Interest income, net . 4% . 6% . 5% -. 03% Interest expense -. 4% . 5% -. 6% -. 7% Other income (expense), net -. 2% . 01% . 01% . 6% Loss from continuing operations -1. 5% -5. 8% -12. 8% -2. 8% Loss from discontinued operations &8212 -. 5% -. 9% -. 3% Net loss -1. 5% -6. 3% -13. 7% -3. 1% Overstock Trend Restated Consolidated Statements of Operations (2005= 100%) For Year Ended December 31, 2008 2007 2006 2005 Total Revenue 104. 4% 95. 8% 97. 6% 100% Total cost of goods sold 101. 3% 94% 101. 2% 100% Gross profit 122. 3% 106. 6% 76. 8% 100% Operating expenses Sales and Marketing 74. 7% 75% 50% 100% Technology 207. 2% 213. 1% 254. 1% 100% General and administrative 116. 1% 127% 141. 7% 100% Total operating expenses 111. 3% 122. 5% 136. 5% 100% Operating loss 51. 4% 210. 2% 465. 4% 100% Interest expense 62% 75% 85. 4% 100% Loss from continuing operations 56. 6% 197. 4% 447% 100% Loss from discontinued operations &8212 152. 6% 267. % 100% Net loss 50. 8% 192. 9% 428. 5% 100% Overstock Original Consolidated remnant Sheets (in thousands) December 31, 2008 2007 2006 2005 Assets original Assets Cash and cash equivalents 100,577 101,394 126,965 56,224 Marketable securities 8,959 46,000 &8212 55,799 Cash, cash equivalents and marketable securities 109,566 147,394 126,965 112,023 Accounts receivable, net 6,985 12,304 11,638 11,695 Notes receivable 1,250 1,506 6,702 &8212 Inventories, net 17,723 25,933 20,274 93,269 prepay inventory, net 761 3,572 2,241 9,633 prepay expense 9,694 7,572 7,473 8,508 catamenia assets of held for sale auxiliary 4,718 Total current assets 145,975 198,281 180,011 235,128 limit cash &8212 &8212 &8212 253 furbish up assets, net 23,142 27,197 56,198 61,914 Goodwill 2,784 2,784 2,784 13,169 Other long-term assets, net 538 86 578 15,449 Notes receivable &8212 4,181 &8212 &8212 long assets of held for sale appurtenant 16,594 Total assets 172,441 235,529 265,165 325,913 Liabilities and Stockholders Equity (Deficit) menstruation liabilities Accounts payable 62,120 70,648 66,039 101,436 accumulated liabilities 25,154 52,598 40,142 46,847 Deferred Revenue 19,026 &8212 &8212 &8212 corking lease obligations &8212 3,796 5,074 6,683 new liabilities of held for sale subsidiary 3,684 Total current liabilities 106,300 127,042 114,939 154,966 Other long-term liabilities 2,572 3,034 &8212 &8212 jacket crown lease obligations, non-curren t &8212- &8212- 3,983 3,058 translatable senior notes 66,558 75,623 75,279 74,935 Total liabilities 175,430 205,699 194,201 232,959 Stockholders legality ( famine) favourite(a) stock &8212 &8212 &8212 &8212 Common stock 2 2 2 2 additive paid in capital 338,620 333,909 325,771 251,244 put in deficit (264,985) (243,709) (198,694) (96,829) Unearned stock-based compensation (305)Treasury stock (76,670) (63,278) (64,983) (65,325) accumulated other countrywide income (loss) 48 (94) (132) 962 Total stockholders equity (deficit) (2,985) 26,830 61,964 89,749 Total liabilities and stockholders equity (deficit) 172,445 232,529 265,165 325,913 Overstock Restated Consolidated end Sheets (in thousands) December 31, 2008 2007 2006 2005 Assets Current Assets Cash and cash equivalents 100,577 101,394 126,965 55,875 Marketable securities 8,989 46,000 &8212 55,799 Cash, cash equivalents and marketable securities 109,566 147,394 126,965 111,674 Accounts receivable, ne t 6,985 11,208 16,330 10,021 Notes receivable 1,250 1,506 6,702 &8212Inventories, net 17,723 25,643 23,970 93,269 Prepaid inventory, net 761 3,572 2,241 9,633 Prepaid expense 9,694 7,572 7,473 8,477 Current assets of held for sale subsidiary 4,718 2,054 Total current assets 145,979 196,895 188,299 235,128 Restricted cash 253 Fixed assets, net 23,144 27,197 56,198 60,850 Goodwill 2,784 2,784 2,784 2,784 Other long-term assets, net 538 86 578 3,333 Notes receivable &8212 4,181 &8212 &8212 long assets of held for sale subsidiary 16,594 23,565 Total assets 172,445 231,143 264,453 325,913 Liabilities and Stockholders Equity (Deficit) Current liabilities Accounts payable 62,120 70,358 58,412 100,188 Accrued liabilities 25,154 37,155 38,434 45,934 Deferred Revenue 19,026 22,965 23,220 6,683 Capital lease obligations &8212 3,796 5,074 &8212 Current liabilities of held for sale subsidiary 3,684 2,161 Total current liabilities 106,300 134,274 128,824 154,966 Other long-term liabilities 2,572 3,034 &8212 &8212 Capital lease obligations, non-current &8212 &8212 3,983 3,058 Convertible senior notes 66,558 75,623 75,279 74,935 Total liabilities 175,430 212,931 208,086 232,959 Stockholders equity (deficit) Preferred stock &8212 &8212 &8212 &8212 Common stock 2 2 2 2Additional paid in capital 338,620 333,909 325,771 250,939 Accumulated deficit (264,985) (252,327) (204,291) (96,829) Treasury stock (76,670) (63,278) (64,983) (65,325) Accumulated other comprehensive income (loss) 48 (94) (132) 962 Total stockholders equity (deficit) (2,985) 18,212 56,367 89,749 Total liabilities and stockholders equity (deficit) 172,445 231,143 264,453 325,913 Overstock Restated Common-Size Consolidated Balance Sheets December 31, (% of total assets) 2008 2007 2006 2005 Assets Current Assets Cash and cash equivalents 58. 3% 43. 9% 48% 17. 1% Marketable securities 5. 2% 19. 9% &8212 17. 1% Cash, cash equivalents and marketable securities 63. 5% 63. 8% 48% 34. 2% Accounts receivable, net 4. 1% . 5% 6. % 3. 1% Notes receivable . 7% . 7% 2. 5% &8212 Inventories, net 10. 3% 11. 1% 9. 1% 28. 6% Prepaid inventory, net . 4% 1. 5% . 8% 3% Prepaid expense 5. 6% 3. 3% 2. 8% 2. 6% Current assets of held for sale subsidiary 1. 8% . 6% Total current assets 84. 7% 85. 2% 71. 2% 72. 1% Restricted cash . 07% Fixed assets, net 13. 4% 11. 8% 21. 3% 18. 7% Goodwill 1. 6% 1. 2% 1. 1% . 9% Other long-term assets, net . 3% . 04% . 2% 1% Notes receivable &8212 1. 8% &8212 &8212 Long-term assets of held for sale subsidiary 6. 3% 7. 2% Total assets 100% 100% 100% 100% Liabilities Current liabilities Accounts payable 36% 30. 4% 22. 1% 30. 7% Accrued liabilities 14. 6% 16. 1% 14. 5% 14. 1% Deferred Revenue 11% 10% 8. 8% 2. 1% Capital lease obligations &8212 1. 6% 1. 9% &8212 Current liabilities of held for sale subsidiary 1. 4% . 7% Total current liabilities 61. 6% 58. 1% 48. 7% 47. 5% Other long-term liabilities 1. 5% 1. 3% &8212 &8212 Ca pital lease obligations, non-current &8212 &8212 1. 5% . 9% Convertible senior notes 38. 6% 32. 7% 28. 5% 23% Total liabilities 101. 7% 92. 1% 78. 7% 71. 5% Stockholders Equity Stockholders equity (deficit) Preferred stock &8212 &8212 &8212 &8212 Common stock &8212 &8212 &8212 &8212 Additional paid in capital 196. 4% 144. 5% 123. 2% 77% Accumulated deficit -153. 7% -109. 2% -77. 3% -29. 7% Treasury stock -44. 5% -27. 4% -24. 6% -20% Accumulated other comprehensive income (loss) . 03% -. 04% -. 05% . 3% Total stockholders equity (deficit) -1. 7% 7. 9% 21. 3% 27. 5% Total liabilities and stockholders equity (deficit) 100% 100% 100% 100% Overstock Restated Trend Consolidated Balance Sheets (2005 = 100%) December 31, 2008 2007 2006 2005 Assets Current Assets Cash and cash equivalents 180% 181. 5% 227. % 100% Marketable securities 16. 1% 82. 4% &8212 100% Cash, cash equivalents and marketable securities 98. 1% 132% 113. 7% 100% Accounts receivable, net 69. 7% 1 11. 8% 163% 100% Notes receivable 18. 7% 22. 5% 100% Inventories, net 19% 27. 5% 25. 7% 100% Prepaid inventory, net 7. 9% 37. 1% 23. 3% 100% Prepaid expense 114. 4% 89. 3% 88. 2% 100% Current assets of held for sale subsidiary &8212 &8212 229. 7% 100% Total current assets 62. 1% 83. 7% 80. 1% 100% Restricted cash &8212 &8212 &8212 100% Fixed assets, net 38% 44. 7% 92. 4% 100% Goodwill 100% 100% 100% 100% Other long-term assets, net 16. 1% 2. % 17. 3% 100% Notes receivable &8212 100% &8212 &8212 Long-term assets of held for sale subsidiary 70. 4% 100% Total assets 53% 71% 81. 1% 100% Liabilities Current liabilities Accounts payable 62% 70. 2% 58. 3% 100% Accrued liabilities 54. 8% 80. 9% 83. 7% 100% Deferred Revenue 284. 7% 343. 6% 347. 4% 100% Capital lease obligations &8212 74. 8% 100% 00% Current liabilities of held for sale subsidiary 170. 5% 100% Total current liabilities 68. 6% 86. 6% 83. 1% 100% Other long-term liabilities 84. 8% 100% &8212 &821200% Capital l ease obligations, non-current &8212 &8212 130. % 100% Convertible senior notes 88. 8% 101% 100. 5% 100% Total liabilities 75. 3% 91. 4% 89. 3% 100% Stockholders Equity Stockholders equity (deficit) Preferred stock &8212 &8212 &8212 &821200% Common stock 100% 100% 100% 100% Additional paid in capital 134. 9% 133. 1% 129. 8% 100% Accumulated deficit 273. 7% 260. 6% 211% 100% Treasury stock 117. 4% 96. 9% 99. 5% 100% Accumulated other comprehensive income (loss) 5% -9. 8% -13. 7% 100% Total stockholders equity (deficit) -3. 3% 20. 3% 62. 8 100% Total liabilities and stockholders equity (deficit) 52. 9% 70. 9% 81. 1% 100%Amazon Consolidated Statements of Operations (in millions) Year Ended December 31, 2008 2007 2006 2005 Net sales 19,166 14,835 10,711 8,490 Cost of sales 14,896 11,482 8,255 6,451 Gross profit 4,270 3,353 2,456 2,039 Operating expenses Fulfillment 1,658 1,292 937 745 Marketing 482 344 263 198 Technology and content 1,033 818 662 451 General and admi nistrative 279 235 195 166 Other operating expense (income), net (24) 9 10 47 Total operating expenses 3,428 2,698 2,067 1,607 Income from operations 842 655 389 432 Interest income 83 90 59 44 Interest expense (71) (77) (78) (92) Other income (expense), net 47 (8) 7 2Total non-operating income (expense) 59 5 12 42 Income before income measurees 901 660 377 428 cooking for income task incomees (247) (184) (187) 95 Equity-method investment activity, net of tax (9) &8212 &8212 &8212 Income before cumulative force of change in accounting principle 333 Cumulative effect of change in accounting principle 26 Net income 645 476 190 359 Amazon Common-Size Consolidated Statements of Operations Year Ended December 31, (% of sales) 2008 2007 2006 2005 Net sales 100% 100% 100% 100% Cost of sales 77. 7% 77. 4% 77. 1% 76% Gross profit 22. 3% 22. 6% 22. 9% 24% Operating expenses Fulfillment 8. 7% 8. 7% 8. 7% 8. 8% Marketing 2. 5% 2. 3% 2. 5% 2. 3% Technology and content 5. 4% 5. 5% 6. 2% 5. 3% General and administrative 1. 5% 1. 6% 1. 8% 2% Other operating expense (income), net -. 1% . 06% . 09% . 6% Total operating expenses 17. 9% 18. 2% 19. 3% 18. 9% Income from operations 4. 4% 4. 4% 3. 6% 5. 1% Interest income . 4% . 6% . 6% . 5% Interest expense -. 4% -. 5% -. 7% -1. 1% Other income (expense), net . 2% -. 05% . 07% . 02% Total non-operating income (expense) . 3% . 03% . 1% . 5% Income before income taxes 4. 7% 4. 4% 3. 5% 5% Provision for income taxes -1. 3% -1. % -1. 7% 1. 1% Equity-method investment activity, net of tax -. 05% &8212 &8212 &8212 Income before cumulative effect of change in accounting principle 3. 9% Cumulative effect of change in accounting principle . 3% Net income 3. 4% 3. 2% 1. 8% 4. 2% Amazon Trend Consolidated Statements of Operations (2005 = 100%) For Year Ended December 31, 2008 2007 2006 2005 Net sales 225. 7% 174. 7% 126. 2% 100% Cost of sales 231% 178% 1278% 100% Gross profit 209. 4% 164. 4% 120. 5% 100% Operating expenses Fulfillment 222. 6% 173. 4% 125. 8% 100% Marketing 243. 4% 173. % 132. 8% 100% Technology and content 229% 181. 4% 146. 8% 100% General and administrative 168. 1% 141. 6% 117. 5% 100% Other operating expense (income), net -51. 1% 19. 1% 21. 3% 100% Total operating expenses 213. 3% 167. 9% 128. 6% 100% Income from operations 194. 9% 151. 6% 90% 100% Interest income 180. 6% 204. 5% 134. 1% 100% Interest expense 77. 2% 83. 7% 84. 8% 100% Other income (expense), net 2350% -400% 350% 100% Total non-operating income (expense) 140. 5% 11. 9% 28. 6% 100% Income before income taxes 210. 5% 154. 2% 88. 1% 100% Provision for income taxes -260% -193. 7% -196. % 100% Equity-method investment activity, net of tax 100% &8212 &8212 &8212 Income before cumulative effect of change in accounting principle 100% Cumulative effect of change in accounting principle 100% Net income 179. 7% 132. 6% 52. 9% 100% Amazon Consolidated Balance Sheets (in millions) December 31, 200 8 2007 2006 2005 Assets Current assets Cash and cash equivalents 2,769 2,539 1,022 1,013 Marketable securities 958 573 997 987 Inventories 1,399 1,200 877 566 Accounts receivable, net and other 827 705 399 274 Deferred tax assets 204 147 78 89 Total current assets 6,157 5,164 3,373 2,929 Fixed assets, net 854 543 457 348 Deferred tax assets 145 260 199 223Goodwill 438 222 195 159 Other assets 720 296 139 37 Total assets 8,324 6,485 4,363 3,696 Liabilities and Stockholders Equity Current liabilities Accounts payable 3,594 2,795 1,816 1,366 Accrued expenses and other 1,093 902 716 533 Current portion of long-term debt 59 17 &8212 &8212 Total current liabilities 4,746 3,714 2,532 1,899 Long-term debt 409 1,282 1,247 1,480 Other long-term liabilities 487 292 153 71 Commitments and contingencies Stockholders equity Preferred stock &8212 &8212 &8212 &8212 Common stock 4 4 4 4 Treasury stock, at cost (600) (500) (252) &8212Additional paid-in capital 4,121 3,063 2,517 2,26 3 Accumulate other comprehensive income (loss) (123) 5 (1) 6 Accumulated deficit (730) (1,375) (1,837) (2,027) Total stockholders equity 2,672 1,197 431 246 Total liabilities and stockholders equity 8,314 6,485 4,363 3,696 Amazon Common-Size Consolidated Balance Sheets December 31, (% of total assets) 2008 2007 2006 2005 Assets Current assets Cash and cash equivalents 33. 3% 39. 2% 23. 4% 27. 4% Marketable securities 11. 6% 8. 8% 22. 9% 26. 7% Inventories 16. 8% 18. 5% 20. 1% 15. 3% Accounts receivable, net and other 9. 9% 10. 9% 9. 1% 7. 4% Deferred tax assets 2. 5% 2. 3% 1. 8% 2. 4%Total current assets 74% 79. 6% 77. 3% 79. 2% Fixed assets, net 10. 3% 8. 4% 10. 5% 9. 4% Deferred tax assets 1. 7% 4% 4. 6% 6% Goodwill 5. 3% 3. 4% 4. 5% 4. 3% Other assets 8. 6% 4. 6% 3. 2% 1% Total assets 100% 100% 100% 100% Liabilities Current liabilities Accounts payable 43. 2% 43. 1% 41. 6% 37% Accrued expenses and other 13. 1% 13. 9% 16. 4% 14. 4% Current portion of lon g-term debt . 7% . 3% &8212 &8212 Total current liabilities 57% 57. 3% 58% 51. 4% Long-term debt 4. 9% 19. 8% 28. 6% 40% Other long-term liabilities 5. 9% 4. 5% 3. 5% 1. 9% Stockholders Equity Preferred stock &8212 &8212 &8212 &8212 Common stock . 05% . 06% . 09% . 1% Treasury stock, at cost -7. 2% -7. 7% -5. 8% &8212 Additional paid-in capital 49. 5% 47. 2% 57. 7% 61. 2% Accumulate other comprehensive income (loss) -1. 5% . 08% -. 02% . 2% Accumulated deficit -8. 8% -21. 2% -42. 1% -54. 8% Total stockholders equity 32. 1% 18. 5% 9. 9% 6. 7% Total liabilities and stockholders equity 100% 100% 100% 100% Amazon Trend Consolidated Balance Sheets (2005 = 100%) December 31, 2008 2007 2006 2005 Assets Current assets Cash and cash equivalents 273. 3% 250. 6% 100. % 100% Marketable securities 97. 1% 58. 1% 101% 100% Inventories 247. 2% 212% 155% 100% Accounts receivable, net and other 301. 8% 257. 3% 145. 6% 100% Deferred tax assets 229. 2% 165. 2% 87. 6% 100% To tal current assets 210. 2% 176. 3% 115. 2% 100% Fixed assets, net 245. 4% 156% 131. 3% 100% Deferred tax assets 65% 116. 6% 89. 2% 100% Goodwill 275. 5% 139. 6% 122. 6% 100% Other assets 1945. 9% 800% 375. 7% 100% Total assets 225. 2% 175. 5% 118% 100% Liabilities Current liabilities Accounts payable 263. 1% 204. 6% 132. 9% 100% Accrued expenses and other 205. 1% 169. % 134. 3% 100% Current portion of long-term debt 347. 1% 100% &8212 &8212 Total current liabilities 249. 9% 195. 6% 133. 3% 100% Long-term debt 27. 6% 86. 6% 84. 3% 100% Other long-term liabilities 685. 9% 411. 3% 215. 5% 100% Stockholders Equity Preferred stock &8212 &8212 &8212 &8212 Common stock 100% 100% 100% 100% Treasury stock, at cost 240% 200% 100% &8212 Additional paid-in capital 182. 1% 135. 4% 111. 2% 100% Accumulate other comprehensive income (loss) -2050% 83. 3% -16. 7% 100% Accumulated deficit 36% 67. 8% 90. 1% 100% Total stockholders equity 1086. 2% 486. 6% 175. % 100% Total liabili ties and stockholders equity 224. 9% 175. 5% 118% 100% Overstock Financial Ratios 2008 2007 2006 Return on assets (net)(ROA) -6. 23% -18. 09% -34. 43% Return on equity (net) (ROE) -105. 88% -101. 39% -131. 38% Return on income (Operating) (ROI) -12. 82% -32. 94% -57. 89% EBITDA Margin 1. 24 -1. 6 -7. 8 metrical tax rate &8212 &8212 &8212 Revenue per employee $803,173 $900,665 $912,211 Quick ratio 1. 04 1. 21 1. 2 Current ratio 1. 37 1. 56 1. 57 Net current assets 23. 01% 30. 64% 24. 54% Long-term debt to equity &8212 2. 82 1. 28 Total debt to equity &8212 2. 96 1. 36Interest coverage &8212 &8212 &8212 Total asset turnover 4. 11x 3. 05x 2. 67x Receivables turnover 75. 49x 47. 29x 52. 48x Inventory turnover 31. 68x 27. 38x 12. 21x Accounts payable turnover 12. 53x 11. 12x 9. 41x Accrued expenses turnover 27. 55x 20. 9x 19. 13x Property, plant and equipment turnover 33. 06x 18. 23x 13. 35x Cash and cash equivalents turnover 6. 48x 5. 54x 6. 6x Amazon Financial Ratios 200 8 2007 2006 Return on assets (net)(ROA) 8. 69% 8. 78% 4. 72% Return on equity (net) (ROE) 33. 25% 58. 48% 56. 13% Return on income (Operating) (ROI) 28. 93% 30. 9% 22. 45% EBITDA Margin 6. 26% 6. 1% 5. 56%Calculated tax rate 27. 41% 27. 88% 49. 6% Revenue per employee $923,364 $872,647 $770,576 Quick ratio . 96 1. 03 . 95 Current ratio 1. 3 1. 39 1. 33 Net current assets 16. 97% 22. 36% 19. 28% Long-term debt to equity . 2 1. 12 2. 94 Total debt to equity . 22 1. 12 2. 94 Interest coverage &8212 &8212 20. 47x Total asset turnover 2. 58x 2. 74x 2. 66x Receivables turnover 24. 95x 26. 88x 31. 83x Inventory turnover 11. 46x 11. 06x 11. 44x Accounts payable turnover 5. 98x 6. 43x 6. 73x Property, plant and equipment turnover 27. 36x 29. 67x 26. 61x Cash and cash equivalents turnover 5. 59x 5. 78x 5. 33x