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A00-201 exam Dumps Source : SAS base Programming

Test Code : A00-201
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: 140 real Questions

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exam Code: A00–211Exam identify: SAS base Programming for SAS 9One year free update, No support, replete refund!A00–211 exam Cram total mp;A: 218 Questions and AnswersLast replace: 10–06,2016

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NO.1 the following SAS software is submitted and reads one hundred information from a uncooked statistics file:A. if conclusion =1B. if last =0C. if eof =1D. if eof = 0Answer: C

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NO.2 here SAS program is submitted:A. 0B. 7C. 5D. 12Answer: A

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NO.3 Given the SAS facts sets worker and income:EMPLOYEESALARYname agename salaryBruce 30Bruce 25000Dan 40Bruce 35000Dan 25000.Which MERGE commentary ly completes the program?A. merge employeesalary rename = (identify =fname );B. merge employeesalary (rename = (name = fname);C. merge employeesalary (rename = (fname = name);D. merge employeesalary rename = fname = name;reply: B

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NO.4 Given the SAS data set ONE:ONEXYZ1 A 271A 331B 452A 522B 693B 704A 824C 91The following SAS program is submiitted:information two;set one;bBy x y;If first.y;run;proc print records =two noobs;run;Which document is produced?A. X Y Z1A 331B 452A 522B 693B 704A 824C 91B. The PRINT technique fails since the statistics set TWO is not created in the records step.C. X Y Z1B 452A 522B 693B 704A 824C 91D. X Y Z1A 271B 452A 522B 693B 704A 824C 91Answer: D

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connected components: Books   

This dealer-certain Certification is obtainable by:SAS Institute Inc.Cary, NC USAPhone: 800-333-7660Email: This e mail manipulate is being protected from spambots. You necessity JavaScript enabled to view it.

skill level: foundation                          reputation: energetic

budget friendly: $one hundred eighty (shortest song)               

summary:For programmers, analysts, data managers or anybody writing SAS classes to entry and manipulate records to discharge queries and analyses.

preliminary necessities:You necessity to tide SAS base programming exam ($one hundred eighty). The exam consists of 70 distinctive-option questions and has a 2 hour cut-off date. A passing score of sixty five% is required. working towards is accessible but now not required.

be sure to enjoy sustain in programming and facts administration the usage of SAS. Make sure to even breathe capable of import and export uncooked records files, manipulate and transform statistics, combine SAS records units, create primary element and abstract stories the exercise of SAS techniques, and determine and remedy statistics, syntax and programming obliging judgment mistakes.

carrying on with requirements:The SAS world Certification application now concerns versioned credentials that don't expire. The edition is indicated within the credential identify - as an example, SAS certified base Programmer for SAS 9. up to now, SAS issued non-versioned credentials and required recertification every 3 years, but with the addition of versioning to the credential names, recertification necessities enjoy been dropped.

See entire Sas Certifications

supplier's web page for this certification


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the area's largest privately held utility enterprise, SAS Institute is well-nigh a manner of life. it truly is actual for SAS employees, who rate free fitness care, activity amenities, backed daycare and day off for his or her youngsters' soccer games. however the feel of group also extends to SAS valued clientele.

PDF Downloadit might probably hold years to master SAS paraphernalia since the application is complicated and does subtle statistical analysis. people who can Do it are proud. autochthonous and regional user groups are mighty, contributors are opinionated. "it breathe a network. We're tied collectively," says Alice Pressman, a health analysis analyst at Kaiser Permanente in Oakland, Calif.

SAS Institute's core items, equivalent to SAS/STAT and base SAS, are for massive duty data work. Pharmaceutical and financial capabilities businesses are mainstay customers—businesses where the slicing, dicing and crunching of numbers is core to the business.

SAS brags a few 98% consumer retention rate, however appear to breathe carefully. SAS does not promote product licenses enjoy most utility organizations. It sells application via annual subscription. Fail to renew and a time bomb paralyzes the equipment—and any functions developed atop them.

Fingerhut corporations, a Big SAS consumer, has gotten bombed. "we've got certain one among their SAS programmers to breathe the contact with their SAS rep to dwell on exact of that, but they rate caught," says Randy Erdahl, director of industry intelligence. A cell denomination to SAS with a vow of expense gets it resolved, he says.

one more aspect impact: when you own a product license, which you can elect when to upgrade to original types. With subscriptions, users are on SAS's timetable.

shoppers enjoy long griped in regards to the subscription equipment, but SAS hasn't budged. The $1 billion dealer says it hasn't mandatory to, claiming 25 straight years of revenue increase. Its nearest opponents are half its measurement.

Plus, consumers say, few tools can in shape SAS capabilities.

"They convey technical talents and advocate you installation the product. They aid you from A to Z," says bill Lepler, vice president of industry CRM at the restrained. The restricted's headquarters office spends $200,000 per yr with SAS. several different divisions additionally exercise SAS tools. "it breathe become the gold common for analytical work," Lepler says.

SAS Institute100 SAS Campus pressure, Cary, NC 27513 / (919) 677-8000www.sas.com

personnel: eight,025

Jim GoodnightCEO, ChairmanStarted the enterprise in 1976 after writing a statistical analysis application whereas a graduate scholar at North Carolina state tuition. Runs the enterprise enjoy a group, with on-web page fitness care, day care, education, even a farmer's market. Hosted President Bush's financial crew in January.

John SallExecutive vice president, CofounderOversees SAS's Macintosh products and educational software. also went to N.C. State.

Keith CollinsChief know-how OfficerJoined in 1984 in R&D, now directs the 1,one hundred-member group. he is an extra N.C. state alum.

Jim DavisChief advertising OfficerBefore overseeing advertising, turned into product strategy director.

Key ProductsFifty products, including base SAS for evaluation and presentation, SAS/STAT for eight forms of statistical analysis, SAS counsel delivery Portal, SAS Warehouse Administrator and many information cleansing, administration and reporting packages.

Reference tests

Fingerhut Cos.Randy ErdahlDirector, company Intelligence(952) 932-3100Project: The catalog Big has used SAS paraphernalia for more than 15 years. existing travail contains using SAS macros to mitigate refine direct-mail catalog campaigns.

Fireman's Fund assurance Co.Dave FreeseBusiness techniques Managerdfreese@ffic.comProject: The $4 billion insurer has constructed a number of analytical applications with SAS programming tools, together with loss-monitoring and sales-efficiency programs.

Hartford-area SAS person GroupJanet StuelpnerSteering Committee Member(718) 248-5814Project: A SAS person for 21 years at economic and pharmaceutical businesses; now at Citigroup, practising credit score analysts in SAS.

The LimitedBill LeplerVP, CRM(614) 415-7000Project: The garb retailer's Victoria's furtive division makes exercise of SAS to research sales facts from catalogs, outlets and the net site.

PfizerRene LaurencotSenior SAS Programmerrene_e_laurencot@ groton.pfizer.comProject: The $32 billion drug industry makes exercise of SAS for statistical analysis of clinical trials information, and to create reviews for the U.S. meals and Drug Administration approval procedure.

U.S. BancorpMike TangedalCredit Analyst(651) 205-0743Project: The $sixteen billion Minneapolis financial institution makes exercise of SAS tools to immaculate data and analyze consumers' credit and economic histories.

The executives listed here are entire users of SAS's industry intelligence utility. Their willingness to discourse has been verified through Baseline.




Killexams.com A00-201 Dumps and real Questions

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A00-201 exam Dumps Source : SAS base Programming

Test Code : A00-201
Test denomination : SAS base Programming
Vendor denomination : SASInstitute
: 140 real Questions

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Successful by traditional measures, the board of the Singapore American School asked Superintendent Chip Kimball, to mitigate Make the school as obliging at life prep as it was at college prep. That launched an extraordinary six-year journey fired by more than 100 school visits and violent staff study.

Deputy Superintendent Jennifer Sparrow was Kimball's ally on the journey. She has deep roots in the community, did her student teaching at SAS and has led the academic program for a decade.

On a recent visit to the 4,000 student school, they saw 20 signs of progress in talent development, supervision and guidance, and elevated impact teaching.

Talent Development

1. transparent institutional commitments. transparent goals translate into role clarity. Positional expectations enjoy been updated several times. They inform hiring, progress and appraisal.

"We pay attention to talent and teacher and mid-level leadership," said Kimball. "People often retreat to the technical aspects of the travail but attitude is just as important--the willingness to discourse truth, hold feedback, and learn from failure."

"You can't innovate in a culture of fear," added Kimball.

2. Professional learning communities. For the last eight years, PLCs enjoy been central to professional learning and improved rehearse at SAS. They've been supported by strengths-based training and facilitated leadership.

3. School visits. Over 100 faculty members visited over 100 schools on six continents. They took lessons back to SAS and discussed them in PLCs.

4. Teacher leadership. About 160 of the 400 faculty enjoy leadership roles. "If PLC is the fulcrum for classroom change than leadership was the fulcrum for school change," said Kimball.

5. Onsite doctoral program. In partnership with University of Southern California, 16 SAS faculty recently graduated with a doctorate in education. They received a scholarship for committing to a 3 years postdoc.

Care and Guidance

6. Elementary convivial Emotional Learning. SAS adopted a responsive classroom model to promote convivial and emotional learning. "Every adult has been trained on how to talk to children," explained Sparrow. "We stress being safe, responsible, and kind."

"SEL is Part of a culture of excellence, possibilities, extraordinary care." Added Kimball. "And in their school visits, they institute few schools that are exceptional at entire three."

7. Response To Intervention. RTI is used in K-12. "We're getting better at answering PLC question 3 (what if students struggle) and question 4 (what if students already know)," said Kimball. "You can't enjoy effective RIT without a PLC," added Kimball.

8. Pastoral care. To improve both functions, SAS separated college counseling and pastoral care. "College applications are becoming more challenging," said Kimball, "and they didn't want to impact the college admission process."

A original student life seat (below) has improved convivial and emotional advocate and learning.

Screen Shot 2018-11-06 at 11.10.33 AM.png9. Advisory. A elevated school advisory era was added and the middle school home-base structure was updated. An advisor works with 8-12 learners with a focus on relationships and pastoral care.

"Every obliging school they visited had a elevated functioning advisory system," said Kimball.

10. Mentoring. With more project-based learning at SAS, Kimball said the focus has shifted from the quality of the final product to the process of learning. That often includes seeking and accessing the mitigate of mentors and serving as a peer mentor--skills that will serve them well in college and beyond. Mentoring is particularly famous on the SAS campus where a quarter of the student body turns over annually.

In the upper division, self-directed Catalyst projects are a cultural, instructional and course-specific student0directed self-study project. For these projects, students are expected to secure and utilize a mentor in a relevant field. 

High impact Instructional Strategies

11. Reggio. Two years ago, the early learning program and space received a Reggio-inspired transformation and it has proven successful and popular. The Reggio Emilia philosophy is an approach to teaching, learning and advocacy for children. 

With Quest, a project-based upper division microschool (see #17), it was a precursor of the change process modeling collaboration, cultural competence and creativity.

12. Language immersion. A primary Chinese language immersion program (below) has been successful and common and is being extended one grade at a time.

Screen Shot 2018-11-06 at 11.10.45 AM.png13. Middle-grade projects. Twice a year for six weeks, middle school students enjoy time each day to pursue a zeal project during an expanded homeroom period. Teachers received training that included completing their own project. Parents receive frequent communication about the academic intent of the program.

14. Inquiry-based learning. Students are encouraged to pursue inquiry-based learning across the curriculum with a cycle of question, investigate, create, and reflect. Initially, the process begins with teacher-driven prompts (like readers and writers workshop), then moves to a shared inquiry, and finally personalized probe (with individual pacing and product with some teacher support).

15. Maker libraries. The middle school library features a well-stocked makerspace with tools customary and original (check out this video). The elevated school library is a favorite (air conditioned) hang out space (below) as well as a project lab and makerspace.

Screen Shot 2018-11-06 at 11.10.54 AM.png16. yeast Project. Every student is required to conduct a self-directed project of at least a semester in length during their junior or senior year with. They secure and travail with a mentor in a relevant sphere and combine school and work-based learning aiming for specific goals and developing in key outcome areas (character, collaboration, communication, creativity and innovation, faultfinding thinking, and cultural competence, as well as self-awareness and application).

17. Quest. A project-based microschool (below) is open to juniors and seniors. Units of study focus on interdisciplinary collaborative ventures and often connect students with industries in areas including engineering, information technology, and marketing.

Screen Shot 2018-11-06 at 11.11.00 AM.png18. Advanced courses. SAS offers more than 40 advanced courses including Advanced Placement (AP) and internally developed Advanced Topic (AT) courses. The AT courses, developed by SAS faculty in conjunction with college faculty, are more in-depth than the AP courses they supersede (AT Computational Physics v. AP physics) or fill gaps in the AP offerings (AT Kinesiology).

In a decision that some parents considered controversial, SAS capped the number of AP courses a student could hold a seven. This was done to promote deeper learning and discourage the AP obsession that wasn't improving college entrance options.

The decision to augment AP with AT courses was taken after speaking with dozens of admissions officers at leading universities. "Admissions officers told us their kids were capable but not interesting," said Kimball. The AT courses promote faultfinding outcomes and Make SAS students more distinctive. Many of the AT courses tender college credit from leading universities.

19. Competency. With a accord from a parent, SAS hired three curriculum specialists to travail with elementary, middle, and elevated school teams to develop a competency-based curriculum. A well-developed competency framework has been drafted and will breathe introduced next year. Standards-based grading is already in position K-8.

Screen Shot 2018-11-06 at 11.11.06 AM.png20. Model Classrooms. In preparation for rebuilding and remodeling the entire SAS campus, model classroom pods called Pathfinder Spaces were developed to illustrate the future learning environment and to investigate specific options regarding groupings, dividing walls, furniture, lighting and air conditioning systems.

"These supple learning spaces are different than the open concept of the 1970s," said Kimball. "The goals, strategies, practices, equipment, and materials are different--teachers are actualizing the four questions of PLC in real time," added Kimball.

The progress the SAS team has made over the last six years is remarkable. Add SAS to your list of schools worth visiting.

Key Takeaways

[:15] About today's episode with Tom, Chip Kimball, and Jennifer Sparrow.[1:10] Tom welcomes Chip and Jennifer to the podcast.[1:21] Tom's and Chip's background together, and why Chip decided to link SAS in 2012.[2:50] Chip's progress in shaping SAS's education and facility.[5:26] Jennifer's background as an international educator, and what originally drew her to SAS.[8:12] Tom highlights some of the remarkable progress at Singapore American School since he last visited (two years ago), such as the talentagenda.[11:18] Jennifer's and Chip's thoughts on fostering talent and the importance of their institutional commitments.[14:18] About SAS's professional learning communities (PLCs).[15:20] Jennifer discusses how the school continues to support, encourage, and monitor their PLC practices.[17:05] Chip describes some of the investments that they've made to strengthen their PLC practices.[20:44] Tom highlights another mark of remarkable progress at Singapore American School: supervision and guidance (such as adding more social-emotional programming). Jennifer and Chip discourse about their travail toward this and the progress they've made.[22:53] Two more signs of progress at Singapore American School: better response to intervention and PLC (What if kids don't rate it? How Do they intervene? And if they Do rate it, how Do they accelerate their learning?)[26:11] Why Chip decided to atomize the roles of college counseling and pastoral supervision into two part areas.[30:27] Jennifer and Chip dispute the next steps to the travail that starts with responsive classrooms: advisory.[32:29] A focal point of SAS: mentoring (both for students and from students).[34:24] Jennifer and Chip talk elevated impact instructional strategies at SAS.[37:40] What is "try time" for students in middle school?[43:23] About SAS's three tiers of inquiry-based learning.[45:33] About SAS's personalized probe yeast graduation requirement.[47:45] One of SAS's most ambitious changes: becoming a leading AP factory and then scaling that back by strategically replacing AP courses with more advanced topic courses created by teachers and college faculty.[52:10] Another academic locality SAS is making huge progress in--competency-based learning.[56:03] About SAS's original learning spaces on campus.[1:02:57] Tom congratulates Chip and Jennifer on the progress they've made at SAS.

Mentioned in This Episode

Singapore American School Episode 162: "Personalize Learning and Build Agency by Using the 4 PLC Questions" Why supple Learning Environments Creating The Future of Learning: Singapore American School

The photos above were taken by Tom Vander Ark. linger in-the-know with entire things EdTech and innovations in learning by signing up to receive the weekly Smart Update. This post includes mentions of a Getting Smart partner. For a replete list of partners, affiliate organizations and entire other disclosures, gratify remark their ally page.


7 ways SAS uses convivial media monitoring to track the competitive landscape | killexams.com real questions and Pass4sure dumps

Social media monitoring has taken on heightened importance in a wide scope of industry concerns, from communications to customer service.

In PR and on convivial media platforms, monitoring—and responding—can breathe powerful tools for shaping your image and claiming a greater participate of voice.

Paying immediate attention can also mitigate you glimpse future trends in your industry, says Kirsten Hamstra, senior global convivial media manager at SAS, a North Carolina-based software analytics company.

“It’s not just listening to what people are proverb about you,” she says. “It’s listening about where you want to go, what the future holds.”

Here are lessons from the passage SAS runs its highly effective monitoring program:

1. Involve your experts.

SAS has a team that tracks any mention of the company and its products, including questions, comments, concerns and user issues, Hamstra says.

If needed, either the monitoring team responds, or it calls on its “social media first responders,” or theme experts scattered from throughout its staff of 14,300 employees, says Hamstra.

“They enjoy a particular theme matter expertise where they might breathe able respond a question that those initial folks within their convivial [media] seat can’t,” she says.

[FREE DOWNLOAD: How to manage online feedback and brand reputation]

2. Track participate of voice.

Three years ago, SAS began monitoring not only what is said about the company and its initiatives, but what its competitors and customers command about the topics SAS cares about, Hamstra says.

To establish participate of voice, the convivial media team works closely with its marketing counterparts to amass analytics that provide insights to interested parties companywide. The team delves into platforms that involve Twitter, tidings outlets, blogs, websites and even comments on blogs and articles.

SAS evaluates comments and conversation to identify how it is performing against its competitors in its core initiatives, including analytics, customer intelligence, data management and artificial intelligence. SAS also measures the overall volume of mentions. The convivial media team reports monthly to the marketing groups. Each quarter, the team also reports on participate of voice to the chief marketing officer and his leadership team.

3. Unleash your internal advocates.

In June, SAS’ chief marketing officer encouraged the convivial media team to exercise its employee base to drive participate of voice, Hamstra says. The team set a goal of increasing its number of mentions concerning AI and machine learning by 20 percent.

Pushing the message through its intranet and the team’s blog, SAS rallied its employee base, including 600 employee advocates who are trained on convivial media. They suggested hashtags to promote the company’s expertise in AI and machine learning.

SAS told the advocates, “We would prize your mitigate in getting this content out there,” Hamstra says. “This is why it’s famous for the brand, and this is the challenge.”

The initiative succeeded. Hamstra thinks any company with the prerogative tools could Do the same. It begins, she says, with “looking closely at what are you listening to besides mentions of your own brand.”

4. Collaborate to establish—and refine—the keywords.

When you are monitoring something as complicated as a major organization with multiple initiatives, start with core taxonomy, or a set of keywords famous to you.

SAS has many products and competitors. In each area, taxonomies are will quest vastly different, Hamstra says. convivial media and communications can’t retreat it alone.

“Relying on those product marketing teams and sphere marketing teams to refine those taxonomies is crucial,” Hamstra says.

Similarly, you can’t remain passive—establishing the taxonomies and leaving the machine to hum along on its own. Continually refine the words and phrases you are monitoring.

“A competitor might approach onto the scene that didn’t even exist a year ago, especially when you talk about software and technology,” Hamstra says.

That’s why product marketing teams are vital assets. When the market changes, they then inform the convivial media team, Hamstra says. very goes for the developers, who also gain insights from the intel.

5. Monitor traditional tidings media.

Of the quarterly reports SAS shares with marketing leaders, convivial media is just half the picture, Hamstra says. The other half is traditional share-of-voice reporting from newspapers, TV networks and other media outlets.

In addition to the full-time staffer who runs convivial media monitoring, an employee within PR tracks participate of voice in traditional tidings media, comparing SAS against its competitors.

Over the years, SAS leaders requested reports listing traditional media and convivial media coverage—side by side, to disclose the bigger story. “We wanted to remark if there were trends in both over a given era of time,” Hamstra says.

For instance, if there was a major product announcement at SAS, management wanted to remark whether the spike in traditional media coverage filtered to platforms such as Twitter—or vice versa. They also tracked trends within the competition, so convivial media could better inform marketing.

If a Big announcement by competitors—or a shamefaced admission of a decline in earnings—causes a spike in coverage, what does that intend for relative reputation? (SAS is privately held.) Such intelligence on sentiment can give your internal stakeholders an advantage in a dog-eat-dog world.

6. Track trending content.

Social media monitoring technology enables SAS to watch what content is trending for each of its initiatives. Its exhaustive list of terms includes its own product names and those of its competitors.

Hamstra’s team can examine individual pieces of content and know what was the most common and most shared among SAS and its competitors.

This helps marketers understand what resonates with customers and SAS’ wider audience. What webinars or white papers are they gobbling up? What Do they yawn about and pass over? Which pieces of competitors’ content are performing well?

The value of monitoring goes beyond marketing and sales, Hamstra says. Other areas of your company—such as training, and research and development—will value the intel you provide. They want to know what your competitors and industry influencers are sharing and talking about.

Writers, marketers and other content producers necessity more than what time of day to post. “They want to know what’s working and what isn’t,” Hamstra says. “I really want to remark what content is helpful and is resonating with the prerogative audiences.”

Often SAS and its competitors bear content on similar topics—say, a white paper on artificial intelligence. Did the two papers discharge differently? How did the other guys participate theirs? Did it Do better? Why? Was it more controversial? Did they exercise an influencer to promote it, or a series of short videos?

“We entire quest at each other,” Hamstra says. “We entire can learn from each other.”

7. advocate modifying your search terms.

Social media monitoring and PR intelligence projects will always breathe works in progress, because of the constant state of change. original competitors emerge. Technologies evolve.

When you’re starting out, especially working on taxonomies, the results aren’t always illuminating. advocate refining, Hamstra urges. But don’t narrow your search terms too much, or you will miss a lot.

“Don’t breathe fearful of failing,” she says. “Don’t breathe fearful of refining. rate as many eyeballs on the results as you can.”

This means developing relationships with the front-line people who are selling or developing your products or services. The more they mitigate you refine your monitoring, the better off you will be.

“The convivial team can’t know every sole topic in and out, and can’t build these terms alone,” she says.

(Image via)


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Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
By Nigel Slack, Alistair Jones
Publisher : Pearson (Feb 2018)
ISBN10 : 129217613X
ISBN13 : 9781292176130
Our ISBN10 : 129217613X
Our ISBN13 : 9781292176130
Subject : Business & Economics
Price : $75.00
Computer Security: Principles and PracticeComputer Security: Principles and Practice
By William Stallings, Lawrie Brown
Publisher : Pearson (Aug 2017)
ISBN10 : 0134794109
ISBN13 : 9780134794105
Our ISBN10 : 1292220619
Our ISBN13 : 9781292220611
Subject : Computer Science & Technology
Price : $65.00
Urban EconomicsUrban Economics
By Arthur O’Sullivan
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 126046542X
ISBN13 : 9781260465426
Our ISBN10 : 1260084493
Our ISBN13 : 9781260084498
Subject : Business & Economics
Price : $39.00
Urban EconomicsUrban Economics
By Arthur O’Sullivan
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 0078021782
ISBN13 : 9780078021787
Our ISBN10 : 1260084493
Our ISBN13 : 9781260084498
Subject : Business & Economics
Price : $65.00
Understanding BusinessUnderstanding Business
By William G Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Feb 2018)
ISBN10 : 126021110X
ISBN13 : 9781260211108
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $75.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (May 2018)
ISBN10 : 1260682137
ISBN13 : 9781260682137
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $80.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 1260277143
ISBN13 : 9781260277142
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $77.00
Understanding BusinessUnderstanding Business
By William Nickels, James McHugh, Susan McHugh
Publisher : McGraw-Hill (Jan 2018)
ISBN10 : 1259929434
ISBN13 : 9781259929434
Our ISBN10 : 126009233X
Our ISBN13 : 9781260092332
Subject : Business & Economics
Price : $76.00
A00-201A00-201
By Peter W. Cardon
Publisher : McGraw-Hill (Jan 2017)
ISBN10 : 1260128474
ISBN13 : 9781260128475
Our ISBN10 : 1259921883
Our ISBN13 : 9781259921889
Subject : Business & Economics, Communication & Media
Price : $39.00
A00-201A00-201
By Peter Cardon
Publisher : McGraw-Hill (Feb 2017)
ISBN10 : 1260147150
ISBN13 : 9781260147155
Our ISBN10 : 1259921883
Our ISBN13 : 9781259921889
Subject : Business & Economics, Communication & Media
Price : $64.00
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