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This is a special edition of an established title widely used by colleges and
GLOBAL universities throughout the world. Pearson published this exclusive edition
for the benefit of students outside the United States and Canada. If you
GLOBAL
EDITION purchased this book within the United States or Canada, you should be aware EDITION
EDITION
GLOB AL
that it has been imported without the approval of the Publisher or Author.
Business Statistics narrows the gap between theory and practice by focusing on relevant statistical
BUSINESS STATISTICS
BUSINESS STATISTICS
methods, thus empowering business students to make good, data-driven decisions. Using the latest
GAISE (Guidelines for Assessment and Instruction in Statistics Education) report, which included
extensive revisions to reflect both the evolution of technology and new wisdom on statistics education,
this fourth edition brings a modern edge to teaching business statistics. This includes a focus on the
report’s key recommendations: teaching statistical thinking, focusing on conceptual understanding,
4E
integrating real data with a context and a purpose, fostering active learning, using technology to
explore concepts and analyze data, and using assessments to improve and evaluate student learning.
By presenting statistics in the context of real-world businesses and by emphasizing analysis and
understanding over computation, this book helps students be more analytical, prepares them to
make better business decisions, and shows them how to effectively communicate results.
Key Features
Norean R. Sharpe • Richard D. De Veaux • Paul F. Velleman
• Improved organization A streamlined design and a data-first presentation of information
provides students with both the motivation to learn statistics as well as a foundation of real
business decisions on which to build their statistical understanding. Chapters 5–7 now cover
probability trees and Bayes’ rule. Chapter 21 is a brand-new chapter on data mining and Big Data.
• Motivating Vignettes Each chapter opens with a vignette, which uses data from or about
real-world companies, that helps students relate key statistical concepts to real business events.
Companies featured include Visa, H&M, and Whole Foods Market.
EDITION
FOURTH
• Case Studies The book provides four cases based on realistically large datasets that challenge
students to respond to accompanying open-ended business questions. These cases encourage
students to bring together methods they have learned throughout the book.
• Section Exercises Each chapter provides straightforward exercises targeted at the topics
covered in each section and designed to check students’ understanding.
Sharpe • De Veaux • Velleman

• Chapter Exercises Each instance of this feature highlights a specific business or area and leads
students to draw conclusions about the real world by combining concepts and methods.
Available separately for purchase with this book is MyLab Statistics, the teaching and learning
platform that empowers instructors to personalize learning for each student. When combined with
trusted educational content, MyLab Statistics provides countless opportunities for practice—with
the help of statistics-specific resources and tools—that enhance a student’s experience and their
comprehension.
CVR_SHAR9313_04_GE_CVR_30.7 mm.indd 1 07/09/20 5:14 PM

4th Edition
Global Edition
Business Statistics
Norean R. Sharpe
St. John’s University
Richard D. De Veaux
Williams College
Paul F. Velleman
Cornell University
With Contributions by David Bock
and Special Contributor Eric M. Eisenstein
Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Dubai • Singapore • Hong Kong
Tokyo • Seoul • Taipei • New Delhi • Cape Town • São Paulo • Mexico City • Madrid • Amsterdam • Munich • Paris • Milan
A01_SHAR9313_04_GE_FM.indd 1 01/10/2020 15:34

To my loving family for their patience and support
—Norean
To my father, whose daily stories informed me how the world

of business really worked, and to my family, for giving me
the love and support that made this book possible
—Dick
To my father, who taught me about ethical business practice by

his constant example as a small businessman and parent
—Paul
A01_SHAR9313_04_GE_FM.indd 3 01/10/2020 15:34

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A01_SHAR9313_04_GE_FM.indd 4 01/10/2020 15:34

Meet the Authors
Norean R. Sharpe, Ph.D., is Dean and the Joseph H. and Maria C. Schwartz Distinguished
Chair at The Peter J. Tobin College of Business at St. John’s University. As the chief academic
officer of the Tobin College of Business, she is responsible for the curriculum for 2500 under-
graduate business majors and 600 graduate students in one of seven M.S./M.B.A. programs, all
supported by more than 150 faculty and staff on the Manhattan, Queens, Staten Island, and
Rome, Italy, campuses. Within the Tobin College is the Center for Enterprise Risk Management,
the Applied Finance Institute, and the Global Business Stewardship Center, as well as the
acclaimed School of Risk Management, Insurance, and Actuarial Science.
Dr. Sharpe is an accomplished scholar, with 30 years of teaching experience at Yale University,
Bowdoin College, Babson College, and Georgetown University—and with more than 30 schol-
arly publications in analytics and statistics education. Her research interests include time
series analysis, forecasting, analytics, and women’s roles in entrepreneurship in the Middle
East. Dr. Sharpe earned her B.A. from Mt. Holyoke College, her M.S. from the University of
North Carolina, and her Ph.D. in Systems Engineering from the University of Virginia.
Richard D. De Veaux (Ph.D. Stanford University) is an internationally known educator, con-

sultant, and lecturer. Dick has taught statistics at a business school (Wharton), an engineering
school (Princeton), and a liberal arts college (Williams). While at Princeton, he won a Lifetime
Award for Dedication and Excellence in Teaching. Since 1994, he has taught at Williams College,
although he returned to Princeton for the academic year 2006–2007 as the William R. Kenan
Jr. Visiting Professor of Distinguished Teaching. He is currently the C. Carlisle and Margaret
Tippit Professor of Statistics at Williams College. Dick holds degrees from Princeton University
in Civil Engineering and Mathematics and from Stanford University where he studied statistics
with Persi Diaconis and dance with Inga Weiss. His research focuses on the analysis of large
datasets and data mining in science and industry. Dick has won both the Wilcoxon and Shewell
awards from the American Society for Quality. He is an elected member of the International
Statistics Institute (ISI) and a Fellow of the American Statistical Association (ASA). Dick was
elected Vice President of the ASA in 2018 and will serve from 2019 to 2021. Dick is also
well known in industry, having consulted for such Fortune 500 companies as American Express,
Hewlett-Packard, Alcoa, DuPont, Pillsbury, General Electric, and Chemical Bank. He was named
the “Statistician of the Year” for 2008 by the Boston Chapter of the American Statistical
Association. In his spare time he is an avid cyclist and swimmer, and is a frequent singer and
soloist with various local choirs, including the Choeur Vittoria of Paris, France. Dick is the father
of four children.
Paul F. Velleman (Ph.D. Princeton University) has an international reputation for innovative
statistics education. He designed the Data Desk® software package and is also the author
and designer of the award-winning ActivStats® multimedia software, for which he received the
EDUCOM Medal for innovative uses of computers in teaching statistics and the ICTCM Award
for Innovation in Using Technology in College Mathematics. He is the founder and CEO of Data
Description, Inc. (www.datadesk.com), which supports both of these programs. Data Description
also developed and maintains the Internet site Data and Story Library (DASL; dasl.datadescrip-
tion.com), which provides all of the datasets used in this text as well as many others useful for
teaching statistics, and the statistics conceptual tools at astools.datadesk.com. Paul coauthored
(with David Hoaglin) the book ABCs of Exploratory Data Analysis. Paul is Emeritus Professor
of Statistical Sciences, at Cornell University where he was awarded the MacIntyre Prize for
Exemplary Teaching. Paul earned his M.S. and Ph.D. from Princeton University, where he studied
with John Tukey. His research often focuses on statistical graphics and data analysis methods.
Paul is a Fellow of the American Statistical Association and of the American Association for the
Advancement of Science. He was a member of the working group that developed the GAISE
2016 guidelines for teaching statistics. Paul’s experience as a professor, entrepreneur, and
business leader brings a unique perspective to the book.
Richard De Veaux and Paul Velleman have authored successful books in the introductory col-
lege and AP High School market with David Bock, including Intro Stats, Fifth Edition (Pearson,
2018); Stats: Modeling the World, Fifth Edition (Pearson, 2019); and Stats: Data and Models,
Fourth Edition (Pearson, 2016).
A01_SHAR9313_04_GE_FM.indd 5 01/10/2020 15:34

6 Meet the Authors
Special Contributor
Eric M. Eisenstein (Ph.D. Wharton School of Business) is an internationally known
educator, researcher, and consultant. Eric has taught at multiple business schools,
including Wharton, Cornell’s Johnson School, ESADE, and Temple University’s Fox
School of Business. At Fox, he serves as the Director of the MS in Business Analytics
in the department of Statistical Science, Director of Graduate Programs in the depart-
ment of Marketing and Supply Chain Management, and Chair of the Undergraduate
Program (curriculum) Committee. Eric teaches data analytics, quantitative strategy, and
marketing. His research focuses on the psychology of expertise, how to improve deci-
sion making, and strategic analytics. Prior to becoming an academic, Eric worked at
Mercer Management Consulting (now Oliver Wyman) where he focused on management
of technology and marketing research in the financial services and telecommunications
industries. His teams won the outstanding team award three times consecutively; clients
invested over $30 million based on the recommendations of his teams, and the teams’
strategic recommendations affected more than $10 billion in revenue and $2 billion
in profits. He continues to consult and serve on the board of numerous companies
and charities. Eric earned his Ph.D. in Applied Economics and an M.A. in Statistics at
the Wharton School of Business, University of Pennsylvania and graduated from the
Management and Technology dual degree program at the University of Pennsylvania,
where he concurrently earned a B.S. in Economics from Wharton and a B.S. in Computer
Systems Engineering from the School of Engineering and Applied Science. He is the
proud father to three children.
A01_SHAR9313_04_GE_FM.indd 6 01/10/2020 15:34

Contents
Preface 12
Index of Applications 27
Part I Exploring and Collecting Data

Chapter 1 Data and Decisions (H&M) 33
1.1 Data, 35 • 1.2 The Role of Data in Decision Making, 37 • 1.3 Variable Types, 40
• 1.4 Data Sources: Where, How, and When, 42
Ethics in Action 45
From Learning to Earning 46
Tech Support: Entering Data 47
Brief Case: Credit Card Bank 48
Chapter 2 Visualizing and Describing Categorical Data (Dalia Research) 53
2.1 Summarizing a Categorical Variable, 54 • 2.2 Displaying a Categorical Variable, 56
• 2.3 Exploring Relationships Between Two Categorical Variables: Contingency
Tables, 60 • 2.4 Segmented Bar Charts and Mosaic Plots, 62 • 2.5 Three Categorical
Variables, 69 • 2.6 Simpson’s Paradox, 71
Ethics in Action 73
Tech Support: Displaying Categorical Data 75
Brief Case: Credit Card Bank 78
Chapter 3 Describing, Displaying, and Visualizing Quantitative Data (AIG) 88
3.1 Visualizing Quantitative Variables, 90 • 3.2 Shape, 92 • 3.3 Center, 94
• 3.4 Spread of the Distribution, 96 • 3.5 Shape, Center, and Spread—A
Summary, 99 • 3.6 Standardizing Variables, 99 • 3.7 Five-Number Summary
and Boxplots, 101 • 3.8 Comparing Groups, 104 • 3.9 Identifying Outliers, 107
• 3.10 Time Series Plots, 108 • *3.11 Transforming Skewed Data, 111
Ethics in Action 116
Tech Support: Displaying and Summarizing Quantitative Variables 119
Brief Case: Detecting the Housing Bubble 122
Chapter 4 Correlation and Linear Regression (Zillow.com) 137
4.1 Looking at Scatterplots, 138 • 4.2 Assigning Roles to Variables in Scatterplots, 141
• 4.3 Understanding Correlation, 142 • 4.4 Lurking Variables and Causation, 147
• 4.5 The Linear Model, 148 • 4.6 Correlation and the Line, 149 • 4.7 Regression to
the Mean, 152 • 4.8 Checking the Model, 153 • 4.9 Variation in the Model and R 2, 156
• 4.10 Reality Check: Is the Regression Reasonable? 158 • 4.11 Nonlinear
Relationships, 162 • *4.12 Multiple Regression—A Glimpse Ahead, 165
Tech Support: Correlation and Regression 171
Brief Case: Fuel Efficiency, Cost of Living, and Mutual Funds 174
Case Study: Paralyzed Veterans of America 187
Part II Modeling with Probability

Chapter 5 Randomness and Probability (Credit Reports, the Fair Isaacs
Corporation, and Equifax) 189
5.1 Random Phenomena and Probability, 190 • 5.2 The Nonexistent Law of Averages, 192
• 5.3 Different Types of Probability, 193 • 5.4 Probability Rules, 195 • 5.5 Joint
Probability and Contingency Tables, 200 • 5.6 Conditional Probability and the General
Multiplication Rule, 201 • 5.7 Constructing Contingency Tables, 204 • 5.8 Probability
Trees, 205 • *5.9 Reversing the Conditioning: Bayes’ Rule, 207
Tech Support: Generating Random Numbers 211
Brief Case: Global Markets 212
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8 Contents
Chapter 6 Random Variables and Probability Models (Metropolitan Life

Insurance Company) 222
6.1 Expected Value of a Random Variable, 223 • 6.2 Standard Deviation of a Random
Variable, 226 • 6.3 Properties of Expected Values and Variances, 229 • 6.4 Bernoulli
Trials, 233 • 6.5 Discrete Probability Models, 233
Tech Support: Random Variables and Probability Models 243
Brief Case: Investment Options 244
Chapter 7 The Normal and Other Continuous Distributions (The NYSE) 252
7.1 The Standard Deviation as a Ruler, 253 • 7.2 The Normal Distribution, 255
• 7.3 Normal Probability Plots, 262 • 7.4 The Distribution of Sums of
Normals, 263 • 7.5 The Normal Approximation for the Binomial, 266 • 7.6 Other
Continuous Random Variables, 269
Tech Support: Probability Calculations and Plots 274
Brief Case: Price/Earnings and Stock Value 276
Part III Gathering Data

Chapter 8 Data Sources: Observational Studies and Surveys
(Roper Polls) 284
8.1 Observational Studies and Found Data, 285 • 8.2 Sample Surveys, 287
• 8.3 Populations and Parameters, 291 • 8.4 Common Sampling Designs, 292
• 8.5 The Valid Survey, 297 • 8.6 How to Sample Badly, 299
Tech Support 304
Brief Case: Market Survey Research and The GfK Roper Reports Worldwide Survey 305
Chapter 9 Data Sources: Experiments (Capital One) 312

9.1 Randomized, Comparative Experiments, 315 • 9.2 The Four Principles of
Experimental Design, 316 • 9.3 Experimental Designs, 318 • 9.4 Issues in Experimental
Design, 323 • 9.5 Displaying Data from Designed Experiments, 325
Brief Case: Design a Multifactor Experiment 334
Part IV Inference for Decision Making

Chapter 10 Sampling Distributions and Confidence Intervals for
Proportions (Marketing Credit Cards: The MBNA Story) 342
10.1 The Distribution of Sample Proportions, 343 • 10.2 A Confidence Interval for a
Proportion, 348 • 10.3 Margin of Error: Certainty vs. Precision, 353 • 10.4 Choosing
the Sample Size, 357
Tech Support: Confidence Intervals for Proportions 364
Brief Case: Has Gold Lost its Luster? and Forecasting Demand 365
Case Study: Real Estate Simulation 375
Chapter 11 Confidence Intervals for Means (Guinness & Co.) 376

11.1 The Central Limit Theorem, 377 • 11.2 The Sampling Distribution of the Mean,
381 • 11.3 How Sampling Distribution Models Work, 382 • 11.4 Gosset and the
t-Distribution, 384 • 11.5 A Confidence Interval for Means, 386 • 11.6 Assumptions
and Conditions, 388 • 11.7 Visualizing Confidence Intervals for the Mean, 395
Tech Support: Confidence Intervals for Means 402
Brief Case: Real Estate and Donor Profiles 403
A01_SHAR9313_04_GE_FM.indd 8 01/10/2020 15:34

Contents
9
Chapter 12 Testing Hypotheses (Casting Ingots) 413

12.1 Hypotheses, 414 • 12.2 P-Values, 416 • 12.3 The Reasoning of Hypothesis
Testing, 419 • 12.4 A Hypothesis Test for the Mean, 424 • 12.5 Intervals and
Tests, 430 • 12.6 P-Values and Decisions: What to Tell About a Hypothesis Test, 435
Tech Support: Hypothesis Tests 440
Brief Case: Real Estate and Donor Profiles 443
Chapter 13 More About Tests and Intervals (Traveler’s Insurance) 451

13.1 How to Think About P-Values, 453 • 13.2 Alpha Levels and Significance, 458
• 13.3 Critical Values, 460 • 13.4 Confidence Intervals and Hypothesis Tests, 461
• 13.5 Two Types of Errors, 464 • 13.6 Power, 466
Brief Case: Confidence Intervals and Hypothesis Tests 471
Chapter 14 Comparing Two Means (Visa Global Organization) 479

14.1 Comparing Two Means, 480 • 14.2 The Two-Sample t-Test, 483 • 14.3 Assumptions
and Conditions, 484 • 14.4 A Confidence Interval for the Difference Between Two
Means, 488 • 14.5 The Pooled t-Test, 490 • 14.6 Paired Data, 495 • 14.7 Paired
t-Methods, 496
Tech Support: Comparing Two Groups 504
Brief Case: Real Estate and Consumer Spending Patterns (Data Analysis) 508
Chapter 15 Inference for Counts: Chi-Square Tests (SAC Capital) 525

15.1 Goodness-of-Fit Tests, 527 • 15.2 Interpreting Chi-Square Values, 531
• 15.3 Examining the Residuals, 532 • 15.4 The Chi-Square Test of Homogeneity, 534
• 15.5 Comparing Two Proportions, 538 • 15.6 Chi-Square Test of Independence, 539
Tech Support: Chi-Square 547
Brief Case: Health Insurance and Loyalty Program 550
Case Study: Investment Strategy Segmentation 562
Part V Models for Decision Making

Chapter 16 Inference for Regression (Nambé Mills) 563
16.1 A Hypothesis Test and Confidence Interval for the Slope, 564 • 16.2 Assumptions
and Conditions, 568 • 16.3 Standard Errors for Predicted Values, 574 • 16.4 Using
Confidence and Prediction Intervals, 577
Tech Support: Regression Analysis 581
Brief Case: Frozen Pizza and Global Warming? 583
Chapter 17 Understanding Residuals (Kellogg’s) 597

17.1 Examining Residuals for Groups, 598 • 17.2 Extrapolation and Prediction, 601
• 17.3 Unusual and Extraordinary Observations, 603 • 17.4 Working with Summary
Values, 607 • 17.5 Autocorrelation, 608 • 17.6 Transforming (Re-expressing)
Data, 610 • 17.7 The Ladder of Powers, 614
Tech Support: Examining Residuals 622
Brief Case: Gross Domestic Product and Energy Sources 624
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10 Contents
Chapter 18 Multiple Regression (Zillow.com) 639

18.1 The Multiple Regression Model, 641 • 18.2 Interpreting Multiple Regression
Coefficients, 643 • 18.3 Assumptions and Conditions for the Multiple Regression
Model, 645 • 18.4 Testing the Multiple Regression Model, 653 • 18.5 Adjusted R 2 and
the F-statistic, 655 • *18.6 The Logistic Regression Model, 657
Tech Support: Regression Analysis 666
Brief Case: Golf Success 668
Chapter 19 Building Multiple Regression Models (Bolliger and Mabillard) 680

19.1 Indicator (or Dummy) Variables, 682 • 19.2 Adjusting for Different Slopes—Interaction
Terms, 686 • 19.3 Multiple Regression Diagnostics, 689 • 19.4 Building Regression
Models, 695 • 19.5 Collinearity, 705 • 19.6 Quadratic Terms, 708
Tech Support: Building Multiple Regression Models 715
Brief Case: Building Models 717
Chapter 20 Time Series Analysis (Whole Foods Market®) 729

20.1 What Is a Time Series? 731 • 20.2 Components of a Time Series, 731
• 20.3 Smoothing Methods, 734 • 20.4 Summarizing Forecast Error, 739
• 20.5 Autoregressive Models, 741 • 20.6 Multiple Regression–Based Models, 748
• 20.7 Choosing a Time Series Forecasting Method, 758 • 20.8 Interpreting Time Series
Models: The Whole Foods Data Revisited, 759
Tech Support: Time Series 763
Brief Case: U.S. Trade with the European Union 763
Case Study: Health Care Costs 777
Part VI Analytics
Chapter 21 Introduction to Big Data and Data Mining (Paralyzed
Veterans of America) 778
21.1 Data Mining and the Big Data Revolution, 779 • 21.2 The Data Mining Process,
783 • 21.3 Data Mining Algorithms: A Sample, 789 • 21.4 Models Built from Combining
Other Models, 797 • 21.5 Comparing Models, 800 • 21.6 Summary, 806
Part VII Online Topics

Chapter 22 Quality Control (Sony) 22-1
22.1 A Short History of Quality Control, 22-3 • 22.2 Control Charts for Individual
Observations (Run Charts), 22-7 • 22.3 Control Charts for Measurements: X and
R Charts, 22-10 • 22.4 Actions for Out-of-Control Processes, 22-16 • 22.5 Control Charts
for Attributes: p Charts and c Charts, 22-22 • 22.6 Philosophies of Quality Control, 22-25
Ethics in Action 22-27
From Learning to Earning 22-27
Tech Support: Quality Control Charts 22-29
Brief Case: Laptop Touchpad Quality 22-30
Chapter 23 Nonparametric Methods (i4cp) 23-1

23.1 Ranks, 23-2 • 23.2 The Wilcoxon Rank-Sum/Mann-Whitney Statistic, 23-3
• 23.3 Kruskal-Wallis Test, 23-7 • 23.4 Paired Data: The Wilcoxon Signed-Rank
Test, 23-10 • *23.5 Friedman Test for a Randomized Block Design, 23-13 • 23.6 Kendall’s
Tau: Measuring Monotonicity, 23-14 • 23.7 Spearman’s Rho, 23-15 • 23.8 When Should
You Use Nonparametric Methods? 23-16
Tech Support: Nonparametric Methods 23-19
Brief Case: Real Estate Reconsidered 23-20
A01_SHAR9313_04_GE_FM.indd 10 01/10/2020 15:34

Contents
11
Chapter 24 Decision Making and Risk (Data Description, Inc.) 24-1

24.1 Actions, States of Nature, and Outcomes, 24-2 • 24.2 Payoff Tables and Decision
Trees, 24-3 • 24.3 Minimizing Loss and Maximizing Gain, 24-4 • 24.4 The Expected
Value of an Action, 24-5 • 24.5 Expected Value with Perfect Information, 24-7
• 24.6 Decisions Made with Sample Information, 24-7 • 24.7 Estimating
Variation, 24-9 • 24.8 Sensitivity, 24-11 • 24.9 Simulation, 24-12 • 24.10 More Complex
Decisions, 24-14
Brief Case: Texaco-Pennzoil and Insurance Services, Revisited 24-16
Chapter 25 Analysis of Experiments and Observational Studies 25-1

25.1 Analyzing a Design in One Factor—The One-Way Analysis of Variance, 25-2
• 25.2 Assumptions and Conditions for ANOVA, 25-6 • *25.3 Multiple Comparisons, 25-9
• 25.4 ANOVA on Observational Data, 25-11 • 25.5 Analysis of Multifactor Designs, 25-12
Tech Support: Analysis of Variance 25-22
Brief Case: Analyze your Multifactor Experiment 25-24
Appendixes 811
A. Answers 811
B. Tables and Selected Formulas 867
C. Credits 887
Index 889
A01_SHAR9313_04_GE_FM.indd 11 01/10/2020 15:34

Preface
The question that should motivate a business student’s study of statistics should be
“Even without perfect information, how can I make better decisions?”1 As entre-
preneurs and consultants, we know that in today’s data-rich environment, knowl-
edge of statistics is essential to survive and thrive in the business world. But, as
educators, we’ve seen a disconnect between the way business statistics is tradition-
ally taught and the way it should be used in making business decisions. In Busi-
ness Statistics, we try to narrow the gap between theory and practice by presenting
relevant statistical methods that will empower business students to make effective,
data-informed decisions.
Of course, students should come away from their statistics course knowing
how to think statistically and how to apply statistics methods with modern technol-
ogy. But they must also be able to communicate their analyses effectively to others.
When asked about statistics education, a group of CEOs from Fortune 500 compa-
nies recently said that although they were satisfied with the technical competence
of students who had studied statistics, they found the students’ ability to communi-
cate their findings to be woefully inadequate.
Our Plan, Do, Report rubric provides a structure for solving business problems
that mimics the correct application of statistics to solving real business problems.
Unlike many other authors, we emphasize the often neglected thinking (Plan) and
communication (Report) steps in problem solving in addition to the methodol-
ogy (Do). This approach requires up-to-date, real-world examples and data. So we
constantly strive to illustrate our lessons with current business issues and examples.
What’s New in This Edition?

We’ve been delighted with the reaction to previous editions of Business Statistics.
We’ve made some changes to the organization of the fourth edition to help students
focus on the essentials and think about the data-rich world they will find in the
workplace. And, of course, we continue to update examples and exercises so that the
story we tell is always tied to the ways statistics informs modern business practice.
• Recent data. We teach with real data whenever possible, so we’ve updated
data throughout the book. New examples ref lect current stories in the news
and recent economic and business events. When a historical dataset is espe-
cially good at illuminating a pedagogical point, we have, from time to time,
chosen pedagogy over recency.
• Improved organization. We have retained our “data first” presentation of
topics because we find that it provides students with both motivation and a
foundation in real business decisions on which to build an understanding.
• Chapters 1–4 have been streamlined to cover collecting, displaying,
summarizing, and understanding data in four chapters. We find that this
provides students with a solid foundation to launch their study of prob-
ability and statistics.
• Chapters 5–7 introduce students to randomness and probability models.
We’ve moved the discussion of probability trees and Bayes’ rule into
these chapters.
• Chapters 8 and 9 cover data collection by survey and by designed exper-
iments. New discussions here address technology-enabled sampling,
online data, and Big Data. We’ve moved the discussion of experiments
up front because of the increased importance of online testing, but we’ve
1
Unfortunately, not the question most students are asking themselves on the first day of the course.
12
A01_SHAR9313_04_GE_FM.indd 12 01/10/2020 15:34

Preface
13
moved the analysis of such designs (ANOVA), which many instructors

find difficult to cover in a first course, to the online Chapter 25.
• Chapters 10–15 cover inference for both proportions and means. We
introduce inference by discussing proportions because most students are
better acquainted with proportions reported in surveys and news stories.
However, this edition ties in the discussion of means immediately so
students can appreciate that the reasoning of inference is the same in
a variety of contexts. We’ve added an optional discussion of bootstrap-
ping. This may help students’ intuition about inference as well as pro-
viding a relatively new modern method.
• Chapters 16–19 cover regression-based models for decision making.
• Chapter 20 discusses time series methods.
• Chapter 21 is a newly expanded discussion of data mining and Big Data.
• Chapters 22–24 discuss special topics that can be selected according to
the needs of the course and the preferences of the instructor.
• Streamlined design. Our goal has always been a readable text. This edition
sports a new design that clarifies the purpose of each text element. The major
theme of each chapter is linear and easy to follow without distraction. Sup-
porting material is clearly boxed and shaded, so students know where to focus
their study efforts.
• Enhanced Technology Help. We’ve updated Technology Help (now called
Tech Support) in almost every chapter.
• Updated examples to reflect the changing world. The time since our last
revision has seen marked changes in the U.S. and world economies. This has
required us to update many of our examples. Our selection of course content
ref lects the wisdom of the GAISE 2016 report adopted by the American Sta-
tistical Association as a standard for introductory statistics teaching. Our “In
Practice” elements have all been re-structured to ref lect real-world business
challenges. The result is a text that is realistic and useful.
• Increased focus on core material. Statistics in practice means making smart
decisions based on data. Students need to know the methods, how to apply
them, and the assumptions and conditions that make them work. We’ve tight-
ened our discussions to get students there as quickly as possible, focusing
increasingly on the central ideas and core material.
Our Approach
Statistical Thinking
For all of our improvements, examples, and updates in this edition of Business Sta-
tistics we haven’t lost sight of our original mission—writing a modern business sta-
tistics text that addresses the importance of statistical thinking in making business
decisions and that acknowledges how Statistics is actually used in business.
Statistics is practiced with technology, and this insight informs everything
from our choice of forms for equations (favoring intuitive forms over calculation
forms) to our extensive use of real data. But most important, understanding the
value of technology allows us to focus on teaching statistical thinking rather than
calculation. The questions that motivate each of our hundreds of examples are not
“How do you find the answer?” but “How do you think about the answer?”; “How
does it help you make a better decision?”; and “How can you best communicate
your decision?” Our redesigned “In Practice” elements in each chapter have been
recast as conversations between managers and analysts to emphasize the business
relevance of each method and its importance in making good business decisions.
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14 Preface
Our focus on statistical thinking ties the chapters of the book together. An
introductory Business Statistics course covers an overwhelming number of new
terms, concepts, and methods, and it is vital that students see their central core:
how we can understand more about the world and make better decisions by under-
standing what the data tell us. From this perspective, it is easy to see that the pat-
terns we look for in graphs are the same as those we think about when we prepare
to make inferences. And it is easy to see that the many ways to draw inferences
from data are several applications of the same core concepts. It follows naturally
that when we extend these basic ideas into more complex (and even more realistic)
situations, the same basic reasoning is still at the core of our analyses.
Our Goal: Read This Book!

The best textbook in the world is of little value if it isn’t read. Here are some of the
ways we made Business Statistics more approachable:
• Readability. We strive for a conversational, approachable style, and we intro-
duce anecdotes to maintain interest. Instructors report (to their amazement) that
their students read ahead of their assignments voluntarily. Students tell us (to
their amazement) that they actually enjoy the book. In this edition, we’ve focused
our discussions even more clearly on the central ideas we want to convey.
• Focus on assumptions and conditions. More than any other textbook, Business
Statistics emphasizes the need to verify assumptions when using statistical pro-
cedures. We reiterate this focus throughout the examples and exercises. We
make every effort to provide templates that reinforce the practice of checking
these assumptions and conditions, rather than rushing through the computa-
tions. Business decisions have consequences. Blind calculations open the door
to errors that could easily be avoided by taking the time to graph the data,
check assumptions and conditions, and then check again that the results and
residuals make sense.
• Emphasis on graphing and exploring data. Our consistent emphasis on the
importance of displaying data is evident from the first chapters on understand-
ing data to the sophisticated model-building chapters at the end. Examples
often illustrate the value of examining data graphically, and the exercises rein-
force this. Good graphics reveal structures, patterns, and occasional anomalies
that could otherwise go unnoticed. These patterns often raise new questions
and inform both the path of a resulting statistical analysis and the business
decisions. Hundreds of new graphics found throughout the book demonstrate
that the simple structures that underlie even the most sophisticated statistical
inferences are the same ones we look for in the simplest examples. This helps
tie the concepts of the book together to tell a coherent story.
• Consistency. We work hard to avoid the “do what we say, not what we do”
trap. Having taught the importance of plotting data and checking assump-
tions and conditions, we are careful to model that behavior throughout the
book. (Check the exercises in the chapters on multiple regression or time
series and you’ll find us still requiring and demonstrating the plots and checks
that were introduced in the early chapters.) This consistency helps reinforce
these fundamental principles and provides a familiar foundation for the more
sophisticated topics.
• The need to read. In this book, important concepts, definitions, and sample
solutions are not always set aside in boxes. The book needs to be read, so
we’ve tried to make the reading experience enjoyable. The common approach
of skimming for definitions or starting with the exercises and looking up
examples just won’t work here. (It never did work as a way to learn about and
understand statistics.)
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Preface
15
Coverage
The topics covered in a Business Statistics course are generally mandated by our
students’ needs in their studies and in their future professions. But the order of
these topics and the relative emphasis given to each is not well established. Busi-
ness Statistics presents some topics sooner or later than other texts. Although many
chapters can be taught in a different order, we urge you to consider the order we
have chosen.
We’ve been guided in the order of topics by the fundamental goal of design-
ing a coherent course in which concepts and methods fit together to provide a
new understanding of how reasoning with data can uncover new and important
truths. Each new topic should fit into the growing structure of understanding that
students develop throughout the course. For example, we teach inference concepts
with proportions first and then with means. Most people have a wider experience
with proportions, seeing them in polls and advertising. And by starting with pro-
portions, we can teach inference with the Normal model and then introduce infer-
ence for means with the Student’s t-distribution.
We introduce the concepts of association, correlation, and regression early in
Business Statistics. Our experience in the classroom shows that introducing these
fundamental ideas early makes statistics useful and relevant even at the beginning
of the course. By Chapter 4, students can discuss relationships among variables in a
meaningful way. Later in the semester, when we discuss inference, it is natural and
relatively easy to build on the fundamental concepts learned earlier and enhance
them with inferential methods.
GAISE Report
We’ve been guided in our choice of what to emphasize by the 2016 GAISE
(Guidelines for Assessment and Instruction in Statistics Education) report, which
emerged from extensive studies of how students best learn Statistics (www.amstat
.org/asa/files/pdfs/GAISE/GaiseCollege_Full.pdf). The GAISE report was extensively
revised in 2016 to ref lect the evolution of technology and new wisdom about
teaching statistics. The new recommendations have been officially adopted and
recommended by the American Statistical Association and urge (among other
detailed suggestions) that statistics education should:
1. Teach statistical thinking.
2. Focus on conceptual understanding.
3. Integrate real data with a context and a purpose.
4. Foster active learning.
5. Use technology to explore concepts and analyze data.
6. Use assessments to improve and evaluate student learning.
In this sense, this book is thoroughly modern.
Syllabus Flexibility
To be effective, a course must fit comfortably with the instructor’s preferences.
The early chapters—Chapters 1–15—cover core material that will be part of most
introductory courses. Chapters 16–20—multiple regression, model building, and
time series. Analysis of Variance—may be included in an introductory course, but
our organization provides f lexibility in the order and choice of specific topics.
Chapters 21–25 may be viewed as “special topics” and selected and sequenced to
suit the instructor or the course requirements.
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16 Preface
Here are some specific notes:

• Chapter 4, Correlation and Linear Regression, may be postponed until just
before covering regression inference in Chapter 16. (But we urge you to
teach it where it appears.) Chapter 4 now includes an early glimpse of mul-
tiple regression (as advised by GAISE 2016). We urge you not to skip that
discussion.
• Chapter 19, Building Multiple Regression Models, must follow the introduc-
tory material on multiple regression in Chapter 18.
• Chapters 20 and 25, Time Series Analysis and ANOVA, require material on
multiple regression from Chapter 18.
The following topics can be introduced in any order (or omitted) after basic infer-
ence has been covered:
• Chapter 15, Inference for Counts: Chi-Square Tests
• Chapter 21, Introduction to Big Data and Data Mining
• Chapter 22, Quality Control
• Chapter 23, Nonparametric Methods
• Chapter 24, Decision Making and Risk
Continuing Features
A textbook isn’t just words on a page. A textbook is many elements that come
together to form a big picture. The features in Business Statistics provide a real-
world context for concepts, help students apply these concepts, promote problem
solving, and integrate technology—all of which help students understand and see
the big picture of Business Statistics.
Providing Real-World Context

Motivating Vignettes. Each chapter opens with a motivating vignette, often
taken from the authors’ consulting experiences. Companies featured include
Amazon.com, Zillow.com, Keen Inc., and Whole Foods Market. We analyze data
from or about the companies in the motivating vignettes throughout the chapter.
Brief Cases. Each chapter includes one or more Brief Cases that use real data
and ask students to investigate a question or make a decision. Students define the
objective, plan the process, complete the analysis, and report a conclusion. Data
for the Brief Cases are available on the website, formatted for various technologies.
Case Studies. Throughout the book we present Case Studies. Students are given
realistically large datasets and challenged to respond to open-ended business
questions using the data. Students can bring together methods they have learned
throughout the book to address the issues raised. Students will have to use a com-
puter to work with the large datasets that accompany these Case Studies.
What Can Go Wrong? In each chapter, What Can Go Wrong? highlights the
most common statistical errors and the misconceptions about statistics. The most
common mistakes for the new user of statistics often involve misusing a method—
not miscalculating a statistic. One of our goals is to arm students with the tools
to detect statistical errors and to offer practice in debunking misuses of Statistics,
whether intentional or not.
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Preface
17
Applying Concepts
In Practice. Almost every section of every chapter includes focused examples
that illustrate and apply the concepts or methods of that section to a real-world
business context. Each one now ends with a specific written report. They are now
structured as conversations between a manager and an analyst or employee with
the requirement that a report be made to the manager. This format helps to frame
the issues in a practical way.
Step-by-Step Guided Examples. The answer to a statistical question is almost
never just a number. Statistics is about understanding the world and making better
decisions with data. Guided Examples model a thorough solution in the right col-
umn with commentary in the left column. The overall analysis follows our innova-
tive Plan, Do, Report template. Each analysis begins with a clear question about
a business decision and an examination of the data (Plan), moves to calculating
the selected statistics (Do), and finally concludes with a Report that specifically
addresses the question. To emphasize that our goal is to address the motivating
question, we present the Report step as a business memo that summarizes the
results in the context of the example and states a recommendation if the data are
able to support one. To preserve the realism of the example, whenever it is appro-
priate, we include limitations of the analysis or models in the concluding memo, as
one should in making such a report.
By Hand. Even though we encourage the use of technology to calculate statistical
quantities, we recognize the pedagogical benefits of occasionally doing a calcula-
tion by hand. The By Hand boxes break apart the calculation of some of the sim-
pler formulas and help the student through the calculation of a worked example.
Reality Check. We regularly offer reminders that statistics is about understanding
the world and making decisions with data. Results that make no sense are prob-
ably wrong, no matter how carefully we think we did the calculations. Mistakes are
often easy to spot with a little thought, so we ask students to stop for a reality check
before interpreting results.
Notation Alert. Throughout this book, we emphasize the importance of clear
communication. Proper notation is part of the vocabulary of statistics, but it can
be daunting. We’ve found that it helps students when we are clear about the letters
and symbols statisticians use to mean very specific things, so we’ve included Nota-
tion Alerts whenever we introduce a special notation that students will see again.
Math Boxes. When we present the mathematical underpinnings of the statisti-
cal methods and concepts, we set proofs, derivations, and justifications apart from
the narrative. In this way, the underlying mathematics is there for those who want
greater depth, but the text itself presents the logical development of the topic at
hand without distractions.
From Learning to Earning. Each chapter ends with a From Learning to Earning
summary that includes learning objectives and definitions of terms introduced in
the chapter. Students should use these as study guides. We encourage them to take
this opportunity to see the “big picture” of the chapter and see how it applies to
making business decisions.
Promoting Problem Solving

Just Checking. Throughout each chapter we pose short questions to help stu-
dents check their understanding. The answers are at the end of the exercise sets in
each chapter to make them easy to check. The questions can also be used to moti-
vate class discussion.
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18 Preface
Ethics in Action. Statistics is not just plugging numbers into formulas; most sta-
tistical analyses require a fair amount of judgment. Ethics in Action vignettes—
updated for this edition—in each chapter provide a context for some of the
judgments needed in statistical analyses. Possible errors, a link to the American
Statistical Association’s Ethical Guidelines, and ethically and statistically sound
alternative approaches are presented in the Instructor’s Solutions Manual.
Section Exercises. The exercises for each chapter begin with straightforward
exercises targeted at the topics in each section. These are designed to check under-
standing of specific topics. Because they are labeled by section, it is easy to turn
back to the chapter to clarify a concept or review a method.
Chapter Exercises. These exercises are designed to be more realistic than sec-
tion exercises and to lead to conclusions about the real world. They may combine
concepts and methods from different sections, and they contain relevant, modern,
and real-world questions. Many come from news stories; some come from recent
research articles. The exercises marked with a T indicate that the data are available
on the book’s companion website, in a variety of formats. We pair the exercises so
that each odd-numbered exercise (with answer in the back of the book) is followed
by an even-numbered exercise on the same statistics topic. Exercises are roughly
ordered within each chapter by both topic and level of difficulty.
Integrating Technology
Data and Sources. Most of the data used in examples and exercises are from real-
world sources and whenever we can, we include URLs for Internet data sources. The
data we use, are usually available at the online Data and Story Library (DASL) at
dasl.datadescription.com and on the companion website, www.pearsonglobaleditions.com.
Videos with Optional Captioning. Videos, featuring the Business Statistics

authors, review the high points of each chapter. The presentations feature the
same student-friendly style and emphasis on critical thinking as the textbook. In
addition, 10 Business Insight Videos feature Deckers, Southwest Airlines, Starwood,
and other companies and focus on statistical concepts as they pertain to the real
world. Videos are available with captioning. They can also be viewed from within
the online MyLab Statistics course.
Tech Support. In business, statistics is practiced with computers using a variety of
statistics packages. In Business-school statistics classes, however, Excel is the soft-
ware most often used. In the Tech Support sections at the end of each chapter, we
summarize what students can find in the most common software, often with anno-
tated output. In updating for this edition, we offer extended guidance for Excel
2016, and start-up pointers for Minitab, SPSS, JMP, StatCrunch, R, and XLStat,
formatted in easy-to-read bulleted lists. This advice is not intended to replace the
documentation for any of the software, but rather to point the way and provide
start-up assistance.
A01_SHAR9313_04_GE_FM.indd 18 01/10/2020 15:34

Get the Most Out of
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A01_SHAR9313_04_GE_FM.indd 19 01/10/2020 15:35

Resources for Success
MyLab Statistics Online Course for Business
Statistics, Fourth Edition, Global Edition by
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A01_SHAR9313_04_GE_FM.indd 20 01/10/2020 15:35

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A01_SHAR9313_04_GE_FM.indd 21 01/10/2020 15:35

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A01_SHAR9313_04_GE_FM.indd 22 01/10/2020 15:35

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A01_SHAR9313_04_GE_FM.indd 23 01/10/2020 15:35

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engage them in more sophisticated tasks and thinking. separately.
A01_SHAR9313_04_GE_FM.indd 24 01/10/2020 15:35

Preface
25
Acknowledgments
This book would not have been possible without many contributions from David Bock, our
coauthor on several other texts. Many of the explanations and exercises in this book benefit
from Dave’s pedagogical f lair and expertise. We are honored to have him as a colleague and
friend.
Many people have contributed to this book from the first day of its conception to its
publication. Business Statistics would have never seen the light of day without the assistance
of the incredible team at Pearson. The Director of Portfolio Management, Deirdre Lynch,
was central to the support, development, and realization of the book from day one. Patrick
Barbera, Senior Portfolio Management Analyst; Morgan Danna, Editorial Assistant;
Kaylee Karlson, Product Marketing Manager; and Shannon McCormack, Marketing
Support Assistant, were essential in managing all of the behind-the-scenes work that needed
to be done. Peggy McMahon, Content Producer, and Chere Bemelmans, Project Manager
at SPi Global, worked miracles to get the book out the door. We are indebted to them.
Aimee Thorne, Senior Producer, put together a top-notch media package for this book.
Designer Jerilyn Bokorick and Cenveo® Publisher Services are responsible for the wonderful
way the book looks.
We’d also like to thank our accuracy checker, whose monumental task was to make sure
we said what we thought we were saying: Dirk Tempelaar, Maastricht University.
We also thank those who provided feedback through focus groups, class tests, and
reviews:
Hope M. Baker, Kennesaw State University

John F. Beyers, University of Maryland—University College
Scott Callan, Bentley College
Laurel Chiappetta, University of Pittsburgh
Anne Davey, Northeastern State University
Joan Donohue, The University of South Carolina
Robert Emrich, Pepperdine University
Michael Ernst, St. Cloud State
Mark Gebert, University of Kentucky
Kim Gilbert, University of Georgia
Nicholas Gorgievski, Nichols College
Clifford Hawley, West Virginia University
Kathleen Iacocca, University of Scranton
Chun Jin, Central Connecticut State University
Austin Lampros, Colorado State University
Roger Lee, Salt Lake Community College
Monnie McGee, Southern Methodist University
Richard McGowan, Boston College
Mihail Motzev, Walla Walla University
Robert Potter, University of Central Florida
Eugene Round, Embry-Riddle Aeronautical University
Sunil Sapra, California State University—Los Angeles
Dmitry Shishkin, Georgia Gwinnett College
Courtenay Stone, Ball State University
Gordon Stringer, University of Colorado—Colorado Springs
A01_SHAR9313_04_GE_FM.indd 25 01/10/2020 15:35

26 Preface
Arnold J. Stromberg, University of Kentucky

Joe H. Sullivan, Mississippi State University
Timothy Sullivan, Towson University
Minghe Sun, University of Texas—San Antonio
Patrick Thompson, University of Florida
Jackie Wroughton, Northern Kentucky University
Ye Zhang, Indiana University—Purdue Indianapolis
Finally, we want to thank our families. This has been a long project, and it has required
many nights and weekends. Our families have sacrificed so that we could write the book we
envisioned.
Norean Sharpe
Richard De Veaux
Paul Velleman
Eric Eisenstein
Global Edition Acknowledgments

Pearson would like to thank Walid Alwagfi, Gulf University of Science and Technology; Alicia
Tan Yiing Fei, Taylor’s University, Malaysia; Hend Ghazzai, Qatar University; and Dirk Tempe-
laar, Maastricht University for their contribution to the Global Edition. We would also like to
thank Chris Zheng Cao, Aston University, and Subramaniam Ponnaiyan, American University
in Dubai, for providing feedback that helped improve this Global Edition.
A01_SHAR9313_04_GE_FM.indd 26 01/10/2020 15:35

Index of Applications
Note: Page numbers followed by n indicate footnotes.
Accounting Company earnings, 767 Euronext, 252

Accounting procedures, 311 Computer skills training, 473, 474 Expedia.com, 639
Audits and taxes, 216, 411 Contracts, 218, 247, 332 Fair Isaacs Corporation (FICO), 189
Company assets and sales, 135–136, 164, 589, 594, Customer growth, 628 First USA, 447
612–614 Elder care business, 579 Fresh & Wild, 729
Movie budgets/revenues, 669–670, 772 Enterprise Resource Planning (ERP), 23-25 Gallup, 284
School budgets, 370 Entrepreneurial skill development, 557, 558 General Electric Company, 22-3, 22-26, 23-1
Equipment investment, 24-20–21 General Motors, 23-1
Advertising Ergonomics, 510, 521 Gesellschaft für Konsumforschung, 285
Advertising expenditures and sales, 184 Food stores, 124 Getty, 24-16
Advertising strategies, 24-19 Incubator sites, 311 GfK Roper Consulting, 285, 305, 306, 372
Competitors’ advertising, 24-18 International business, 220, 372 Giant, 340
Cookies, 449 Internet activity of consumers, 559–560 Google Inc., 233, 234–235, 768
Department store, 86 Job growth, 593 Guinness, 239
Direct mail, 372 Market share, 79 Guinness Brewery, 376
Grocery stores, 339 Office coffee stations, 485 Guinness Company, 384
International advertising, 220 Organization for Economic Cooperation and H&M, 33–34, 36
Philanthropic organizations, 374 Development (OECD), 127 Home Depot, 745–747, 748, 751, 23-28
Political ads, 445 Outsourcing, 559, 24-18 Human Resource Institute (HRI), 23-1
Recall of ads, 517 Peer-to-peer businesses, 54 IBM, 23-1
Sales and money spend on, 184 Ratings, 41, 50 ING Bank, 313
Trade show, 73–74 Repair calls, 247, 248 Institute for Corporate Productivity (i4cp), 23-1
TV ads, 448 Restaurants, 335 Institute for Social Research (ISR), 23-1
Small businesses, 558 InterCon Travel Health, 24-12–13, 24-17–18
Startups, 134 J. Crew, 744
Agriculture Vineyards, 123 Jeep, 221
Global climate change, 306, 307
Woman-owned businesses, 246 Juno, 54
Livestock, 407
Women executives, 448 Kellogg Company, 597–600
Lobster fishing industry, 635, 636, 675–676
Kiva, 54
Orange production, 638
Pesticides, 341 Company Names KomTek Technologies, 22-18–21
ACT, Inc., 370 Lending Club, 54
Seeds, 448
Adair Vineyard, 123 Los Alamos National Laboratory, 563
Wine production, 337, 25-27
AirBnB, 41, 54 Lyft, 54
Allied Signal, 22-26 Mars, 216
Banking Amazon, 730, 755 Maryland Bank National Association (MBNA), 342–343
Age distribution of customers, 551–552 Metropolitan Life (MetLife), 222–225
American Express, 479
Credit card charges, 184, 408 Motorola, 22-26
American International Group (AIG), 88–90, 94, 95, 97,
Credit card companies, 342–343 Mrs. Gooch’s Natural Foods, 729
102, 104, 105–106, 107, 109–111
Credit card customers, 103–104, 190–192, 196, 249, Nambé Mills, Inc., 563–564, 570–572, 574–576
American Red Cross, 216, 237–238
312–314, 444 National BankAmericard, Inc. (NBI), 479
American Stock Exchange, 252
Credit card fraud, 479–480 New York State Electric and Gas (NYSEG), 365
American Veterinary Association, 281
Credit card interest rate/fees, 324 New York Stock Exchange (NYSE), 252, 253
Apple, Inc., 83–84
Credit card promotions, 321–322, 358, 359, 373, 423, Numbeo.com, 185
Bank of America, 342, 479
462–463, 486–488, 551, 603–604, 25-12–14, Paralyzed Veterans of America (PVA), 187–188, 289
Battle Creek Toasted Corn Flake Company, 597
25-16–20 Pennzoil, 24–16–17
Bell Telephone Laboratories, 22-3, 23-1
Credit card purchases, 374 Pillsbury, 687
Bitcoin, 54
Debt collection, 476, 477 Pixar, 78
Bollinger and Mabillard Consulting Engineers, Inc.
Foreclosures, 83, 23-24 Preusser Group, 452
(B&M), 680–681
Loans, 370, 474, 475 Roper, 284
Bread & Circus, 729
MetLife Bank, 223 Roper Organization, 285
Burger King, 678–679, 686–688
Mortgages, 52, 186, 347–348, 370, 790–791, 23-28 Roper Research Associates, 285
Capital One, 313–314, 315
Online banking, 213 SAC Capital, 525–526
Casualty Actuarial Society, 452
Queues, 25-27 SaferWay, 729
Caterpillar, 356
Websites, 444 Sanitas Food Company, 597
Cherington, Wood, and Roper, 284
Clarksville Natural Grocery, 729 Sara Lee Corp., 767
Business (General) Crossley, 284 Signet, 312–313
Assets and sales, 164, 589, 594 Dalia Research, 53–54 SmartWool, 415, 417
Best places to work, 559 Data Description, 24-1–7, 24-8, 24-9–10, 24-11 Society of Actuaries, 452
Bossnappings, 366, 355–357 Diners Club, 479 Sony Corporation, 356, 22-7, 23-1–2
Brands, 80 Eastman Kodak Company, 22-31 Spectrum, 345–346, 347
CEO compensation, 132, 389–390, 407 eBay, 54 St. Paul Fire and Marine Insurance Company, 451
Company assets, 135–136, 164, 589, 594, 612–614 Equifax, 190 Starbucks, 42
27
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28 Index of Applications
Summit Projects, 415, 460, 466 Distribution and Operations High school dropouts, 448
Target Corp., 767 Management High school graduates, 374
Texaco, 24-16–17 Delivery services and times, 516–517 Internet transactions, 553
3M, 356 Enterprise Resource Planning (ERP), 560, 23-25 IQ tests, 279
Tiffany & Co., 764 Packaging, 449 Maternal level of education, 447
Tokyo Communication Engineering Company, 22-2 Product placement, 514 Math instruction, 511–512
Tokyo Tsushin Kogyo K.K., 23-1 Production schedules, 564, 577 Reading instruction, 340, 23-23
Toyota Motor Manufacturing, 767–768 Project completion times, 273 SAT scores, 337, 341
Travelers Insurance Company, 451–452 Shipping, 382 School absenteeism, 447
Uber, 54, 57, 58 Waiting lines, 98, 25-27 School budgets, 370
Verizon, 66–67 Software for learning, 476
Via, 54 Statistical training, 512
E-Commerce
Visa, 479–480 Test scores, 130–131, 258, 259, 276–277, 23-21
Book purchases, 556
Walmart, 675, 772 Training centers, 584
Clothing purchases, 183–184
Wellspring Grocery, 729 Value of college, 556
Customer trust, 25-28
Western Electric Company, 22-3
Cybershopping, 84
Whole Foods Market, 729–731, 733, 748–749, 751–754,
E-mail, 371 Energy
755, 759 Alternative energy company investment, 24-20
Internet coupons, 470
Wild Oats, 729 Energy use, 127
Internet transactions, 250, 335, 553
W.K. Kellogg Institute for Food and Nutrition Research, Fuel economy, 129, 174–175, 181, 186, 262, 276, 589,
Loyalty programs, 550
598 591, 593, 594, 610–611, 632, 25-26–27
Online banking, 213
World Fertility Study, 23-14 Gas additives, 25-32–33
Online sales and blizzards, 176
Yellow Cab, 54, 55, 57, 58, 59 Gas prices, 765–766, 770, 771, 774, 775
Promotions, 215
Zillow.com, 137–138, 639–640, 649 Gasoline octane, 473
Sales trends, 775
Great Recession and energy use, 594, 595
Consumers Economics Hydroelectric power, 624
Attracting customers, 23-13–14 Business startups, 134 Oil prices, 601–603, 775
Categorizing consumers, 78 Consumer Price Index (CPI), 765, 770 Solar energy, 628, 24-18
Color preference, 249 Cost of living, 175, 185, 592, 593, 725 Wind power, 411, 520, 521, 607–608, 624
Consumer Price Index (CPI), 765, 770 Crowdedness, 23-27
Consumer research, 52 Employment/unemployment, 135 Environment
Credit card customers, 103–104, 190–192, 249, Forecasting, 365, 601–603, 755–757 Acid rain, 448
312–314, 444 GDP, 182–183, 560–561, 624, 636–637, 675, 727 Air pollution, 374, 410, 447, 448, 25-30–31
Credit card purchases, 374, 486–488, 489–490, 625 Gemstone imports, 609–610 Carbon footprint, 181, 23-28
Customer databases, 132, 809 Great Recession and energy use, 594, 595 Chemicals and congenital abnormalities, 447
Customer satisfaction, 250, 278, 23-24–25, 23-8–10 Health expenditures, 679 CO2 and temperature, 185
Gender of customers, 124 Human Development Index (HDI), 162–163, 629 Cyclones, 514
Handedness, 250, 251 Income and housing cost, 23-28 Dowsing, 340, 446
Laundry detergents, 336, 341 Income spent on food, 585 Earthquakes, 23-21, 23-22, 23-23
Loyalty programs, 550 Interest rates, 632, 633, 771, 23-28 El Niño, 185
Municipal playground, 310 OECD GDP, 637 Environmental Protection Agency (EPA), 50
Patient complaints, 22-36 Oil prices, 601–603, 775 Global climate change, 306, 307, 309, 583
Product ratings, 23-21, 23-22, 23-23 Organization for Economic Cooperation and Hazards, 81
Shopping patterns, 145, 184 Development (OECD), 127 Hurricanes, 133, 514
Spending patterns, 653–654 Poverty, 85 Pollution cleanup, 310
Veterinary costs, 281 Unemployment, 588, 594–595, 775–776, 24-18 River restoration/conservation, 302
U.S. international trade, 755–757, 763–764 Toxic waste, 309
Demographics Views on the economy, 217, 349, 350, 372, 537 Water hardness, 515–516
Age, 78, 86, 122, 123, 405, 471, 540–544
Crowdedness, 23-27 Education Ethics
Customer databases, 280 AP Statistics exam scores, 448 Advertising, 73–74
Gender, 203 Business school, 246, 295–296, 502 Angel investors, 209
Gender and wages, 86 College admissions, 71 Anti-aging products, 545
Gender of customers, 124 College attendance, 446 Awareness of ethical issues, 373
Handedness, 250, 251, 282 College retention rate, 370 Bicycle manufacture, 22-27
Heights, 276 College tuition, 134 Bossnappings, 355–357, 366
High school graduation rate, 678 Computer lab fees, 409, 449 Cereal and weight loss, 169
Hispanics, 444 Computer skills, 473, 474 Chia seeds, 621
Life expectancy, 147–148 Course ratings, 23-21 Computer repair, 400, 438
Marriage, 25-25 Credit card debt of college students, 518 Elder care, 579
Multigenerational households, 213 Distance learning, 23-21, 23-22, 23-23 Gas drilling, 23-17–18
Racial discrimination, 309, 558, 559 Freshman 41, 23-25 Government contracts, 332
Small businesses, 558 GPA, 184 Hybrid cars, 807
U.S. Census Bureau, 85 Grades, 23-21 Internet coupons, 470
Women executives, 448 Graduate school admissions, 87 Investment advice, 241
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Job discrimination, 25-29 Morita, Akio, 22-1–2 Stock market and prices, 51, 83, 88–90, 96–98,
MBA enrollment, 502 Morris, Nigel, 312–313 104, 182, 252–254, 279, 530–531, 734–736,
Medical equipment sales, 664 Obama, Barack, 779 737, 767–768, 25-29
Project completion times, 273 Pepys, Samuel, 22-3 Trading via smartphones, 365
Racial discrimination, 558, 559 Persson, Karl-Johan, 33 Venture capital, 240
Real estate, 362, 24-14–15 Poisson, Simeon Denis, 238 Wages and gender, 86
Research funding and data, 45, 169 Rukeyser, Louis, 192
River restoration/conservation, 302 Sarasohn, Homer, 22-2, 22-4 Food/Drink
Social networking, 760 Secrist, Horace, 153 Advertising, 340
Social responsibility, 116 Shewhart, Walter A., 22-3, 22-26 Alcoholic beverages, 309, 366, 25-27
Travel packages, 713 Shiller, Robert, 253 Apples, 765–766
Smith, Rick, 190 Candy, 446
Spearman, Charles Edward, 163n, 23-16 Cereal, 169, 259–261, 281, 724–725, 23-24, 25-31
Famous People Starr, Cornelius Vander, 88 Coffee, 769–770
Albran, Kehlog, 733 Street, Picabo, 708–710 Cookies, 335, 449
American Society for Quality (ASQ), 22-3 Taleb, Nassim Nicholas, 193, 255n Cranberry juice, 555
American Society for Quality Control (ASQC), 22-3 Thurmond, Strom, 298n Diet drinks, 23-21, 23-22, 23-23
Archimedes, 604 Tiffany, Charles Lewis, 764 Farmed salmon, 387–388, 390–391, 395, 425–426, 429
Arrow, Kenneth, 153 Truman, Harry, 284, 298 Farmers’ market, 248
Bacon, Francis, 569, 605 Truzzi, Marcello, 436 Fast food, 678–679, 686–688
Barton, Rich, 639 Tukey, John W., 350 Food consumption, 134
Bayes, Thomas, 208 Twain, Mark, 526 Food sales, 339
Bernoulli, Jacob, 192 Wallace, Henry, 298n Food science research, 25-30
Bernoulli, Daniel, 234 Wanamaker, John, 414 Frozen foods, 335
Berra, Yogi, 192, 195 Wayne, John, 448 Hot dogs, 449, 511
Bohr, Niels, 603 Whitney, D. R., 23-4 Income spent on food, 585
Bonferroni, Carlo, 25-9 Wilcoxon, Frank, 23-3, 23-4 Irradiation, 372
Box, George, 149, 255 William of Occam, 695n Meal costs, 407
Castle, Mike, 342 Wunderlich, Carl, 430 Milk, 309, 22-31
Cohen, Steven A., 525, 526
Nutrition information, 678–679, 686–688
De Moivre, Abraham, 254n
Organic food, 23-21, 23-22, 23-23
Deming, W. Edwards, 22-2, 22-3, 22-4, 22-25–26 Finance and Investments
Pizza, 445, 583, 608, 25-25
Descartes, René, 141 Alternative energy company investment, 24-20
Popcorn, 449
Dewey, Thomas, 284, 298n Angel investors, 209
Wine, 337, 339, 25-27
Einstein, Albert, 36 Biotechnology firm, 371
Yogurt, 449, 23-23, 25-30
Fairbank, Richard, 312–314 Bond funds, 513
Fisher, Ronald Aylmer, 384, 388, 417, 458, 653, Business finances, 84
25-1, 25-3 Charitable donations, 403–404, 443, 447, 471, Games
Franklin, Benjamin, 451 778–779, 781, 785–786, 788–789 Casino gambling, 214, 215, 217, 248, 410, 444, 22-32
Friedman, Milton, 153 Company assets, 135–136, 164, 612–614 Coin spins/tosses, 278, 371, 445, 477
Frink, Lloyd, 639 Company profits, 767 Computer games, 632
Galton, Francis, 152 Credit scores, 189–190 Dice, 224
Gates, Bill, 93 Currency, 279, 23-21 Keno, 193
Gauss, Carl Friedrich, 151 Cyclically Adjusted Price/Earnings Ratio (CAPE10), Lottery, 225, 227, 554, 22-32
Gosset, William S., 239, 376–377, 384 253–254, 263, 276 Smartphone games, 23-21, 23-22, 23-23
Gretzky, Wayne, 126 Day trading, 248 Video games, 339
Guinness, Arthur, 376 Diversification, 231–232
Guinness, Arthur, II, 376 Dow Jones Industrial Average (DJIA), 636, 734–736, 739, Government, Labor, and Law
Hotelling, Harold, 153 740, 741–743, 753 Approval ratings, 374
Howe, Gordie, 126 Equipment investment, 24-20–21 Audits and taxes, 448
Hume, David, 453 Evaluating investment options, 244–245, 246 Bureau of Labor Statistics, 562
Ibuka, Masaru, 22-1–2 Fundraising, 368 Consumer Financial Protection Bureau, 313
Juran, Joseph, 22-2 Gold, 365 GDP, 129
Kahneman, Daniel, 153 Hedge funds, 525–526 Government contracts, 332
Kellogg, John Harvey, 597 Hormones and profits, 23-12–13 Health Insurance Portability and Accountability Act
Kellogg, Will Keith, 597–598 Income and housing costs, 185–186 (HIPAA), 784–785
Kendall, Maurice, 745n Interest rates, 186, 239 Internal Revenue Service (IRS), 562
Laplace, Pierre-Simon, 379, 380 Investment advice, 241 Investment Company Act, 175
Legendre, Adrien-Marie, 151 Investment in technology companies, 516 IRS, 373
Likert, Rensis, 23-1 Investment options, 557 Juries, 416, 417, 448, 453–454
Lowell, James Russell, 422 Investment strategies, 335, 336, 24-22 Jury duty, 448
MacArthur, Douglas, 22-2 Movie budgets/revenues, 669–670, 772 National Highway Transportation Safety Administration,
Malkiel, Burton, 745n Mutual funds, 125–126, 130, 132, 175, 176, 183, 278, 25-32
Mann, H. B., 23-4 279, 280, 519, 588, 24-22 Presidential elections, 284, 298, 779
Mao Zedong, 88 Profits, 247 Seatbelt use, 283
McGwire, Mike, 126 Purchase amounts, 405 Securities Act, 175
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Securities Exchange Act, 175 Car wheels, 283 Pharmaceuticals, Medicine,

Troubled Asset Relief Program (TARP), 88 CDs, 373 and Health
Unemployment, 594–595 Cell phones, 250, 24-19 Analgesics, 23-27, 25-28
U.S. Census Bureau, 246, 562, 779 Ceramics, 179 Biotechnology, 371
U.S. Securities and Exchange Commission (SEC), Cereal, 259–261 Blood pressure, 219, 338, 632
525, 526 Clothing, 125, 336, 338, 795–796, 798–805 Blood types, 216, 219, 237–238, 249
Worker productivity, 133–134, 510, 521–522, 590, 765 Computer chips, 249 Body fat, 632
Zoning laws, 351 Computers, 22-30–31, 22-35 Body temperature, 430, 431–432
Dental drills, 25-29 Cancer, 168, 448
Human Resource Management/ Efficiency, 25-30 Catheters, 477
Enterprise Resource Planning (ERP), 560, 23-25
Personnel Cholesterol, 219, 281, 337, 339, 406, 445
Gas drilling, 23-17–18 Congenital abnormalities, 447
Bonuses, 25-29
Graphite production, 22-33–34 Dental floss, 22-31
Bossnappings, 355–357, 366
Injection molding, 25-28–29 Diabetes, 456, 458
CEO compensation, 112
Japanese firms, 22-1–2, 22-3 Diet, 338
CEO experience, 281
Metal manufacturing, 413–416 Drug costs, 445
Day care, 367, 444
Outsourcing, 24-18 Drug research, 444
Dress code, 310
Product development, 24-19 Drug side effects, 445, 456, 458
Education levels of employees, 78, 79
Prosthetic hips, 22-18–21 Drug testing, 446, 474
Employee athletes, 521–522
Rulers and yardsticks, 22-33 Elder care, 579
Employee attendance, 24-18
Safety, 337, 341 Exercise, 280, 522
Employee experience, 215, 216
Shirt sizes, 795–796, 798–800, 801–805 Flu shots, 306
Restaurant satisfaction, 52
Shoes, 337 Friday the 13th, 23-26
Ergonomic furniture, 510
Silicon wafers, 22-7–8, 22-11–13, 22-23–24 Gestation times, 424–425
Executive aptitude, 276
Smokestack scrubbers, 25-30–31 Health data, 784–785
Hiring and recruiting, 311, 374
Solar panels, 628 Health expenditures, 679, 726
Immigrants in labor force, 556
Sound systems, 264–266 Hearing aids, 25-27
IQ testing, 279
TV panels, 269 Heart attacks, 444, 456, 777
Job discrimination, 25-29
Worker productivity, 515 Heights, 276
Job satisfaction, 311, 23-25
Promotions, 249 Hormones and profits, 23-12–13
Tenure of employees, 79 Marketing Life expectancy, 147–148
Training, 473, 512 Anti-aging products, 545 Marijuana, 542–544
Unemployment, 594–595 Branding, 517 Market research, 219
Worker productivity, 133–134, 510, 521–522, 590 Coffee shop, 266–267 Measles, 473, 474
Credit card promotions, 321–322, 325–330, 358, Men’s weights, 262–263
359, 373, 423, 462–463, 486–488, 551, 603–604, Obesity, 446
Insurance 25-12–14, 25-16–20
Auto insurance, 372 Patient complaints, 22-36
Direct mail, 321–322, 325–326, 327–330 Patient forms, 22-36
Death and disability insurance, 223 Livestock feed, 407 Pregnancy, 447
Fire insurance, 451 Loyalty programs, 550 Prosthetic hips, 22-18–21
Health insurance, 245, 373, 550, 777, 24-12–13, Market research, 198–200, 219, 305, 309, 337, 359, Shingles treatment, 340–341
24-17–18 366, 472, 24-18 Smoking, 168
Homeowners insurance, 215 Market segmentation, 103–104, 24-21 Smoking cessation programs, 335, 445
Hurricane insurance, 250 Marketing program test, 474 Therapeutic touch (TT), 456–457
Insurance company profits, 128–129, 229–231, 426–427 Sales predictions, 718 Urinary tract infections, 555
Life insurance, 222–225, 451–452 Telemarketing, 528–529, 533 Vitamins, 283, 340, 373
National Insurance Crime Bureau, 180
Online insurance, 520–521, 23-26 Weight loss, 169
Media and Entertainment
Premiums, 223 Amusement park rides, 310, 680–684, 690–691,
Sales force performance, 184, 391–393 692–694 Politics and Popular Culture
Books, 156–157, 626–627 Amusement park rides, 310, 680–684, 690–691,
Management British Medical Journal, 555 692–694
Bossnappings, 355–357, 366 Broadway shows, 670–671, 672 Anti-aging products, 545
CEO compensation, 132, 389–390, 407 Business publications, 79 Hawaii tourism, 772–773, 776
Entrepreneurial skill development, 557, 558 Chicago Tribune, 284 Municipal playground, 310
Management styles, 559 Computer games, 632 Political ads, 445
Managers’ hourly wages, 25-26 Consumer Reports, 555 Political surveys and polls, 309
Marketing managers’ salaries, 25-25 Electronic communications and car purchases, 219, 220 Polls, 290, 308
Product introduction, 24-20 Fortune magazine, 559 Presidential elections, 284, 298, 779
Social responsibility, 116 Magazines, 371, 447, 536 Psychics, 444
Women executives, 448 Movies, 78, 79, 84, 85, 86, 124, 125, 584, 586–587, Tattoos, 85
669–670, 718–720, 772 Titanic, 62–64, 65–66, 69–70, 218, 452, 558
Manufacturing Music, 336, 372, 373, 374, 25-2
Automobiles, 555, 22-4 News sources, 218 Quality Control
Bicycles, 22-27 Online magazine, 447 Cell phones, 250
Candy, 216, 22-6, 22-10, 22-15–16, 22-17–18 W’s, 50 Computers, 22-30–31, 22-35
A01_SHAR9313_04_GE_FM.indd 30 01/10/2020 15:35

Concrete formulation, 25-26 Business-to-business sales, 81 Service Industries and Social Issues
Customer satisfaction, 22-24–25 Buying from a friend, 490–494, 23-6–7 Fundraising, 368
Dental floss, 22-31 Car prices, 126, 132, 482, 483, 485, 494–495, 496 Paralyzed Veterans of America (PVA), 187–188,
DVDs, 22-32 Car sales, 52, 251 717–718, 778–779, 781, 785–786, 788–789
Games, 22-32 Catalog purchases, 25-2, 25-4 Power, 82
Graphite production, 22-33–34 Catalogs, 51, 642–643, 648–649, 660
Historical background, 22-3–6 Cell phone screen defroster, 24-19
Sports
Milk, 22-31 Cereal, 267
Archery, 250, 251
Packaging defects, 249 Chia seeds, 621
Baseball, 126, 433, 22-31, 22-36–37, 23-24, 23-27
Product defects, 129, 205, 247, 248, 249, 475, 22-34–35 Coffee, 179, 282
Bicycling, 282, 612, 24-22, 22-27
Product inspections and testing, 131, 246–247, 249, Concert tickets, 625–626, 627
Dirt bikes, 677–678, 726, 727
269, 283, 309, 311, 369, 370, 476–477, 553, 584, Convenience stores, 122
Employee athletes, 521–522
593, 594, 22-35, 25-27 Coupons, 338, 339
Fishing, 247
Product recalls, 247, 249 Department stores, 153
Football, 56, 447
Product reliability, 221 Diamond prices, 600–601, 603, 606–607, 615–616,
Frisbee, 25-25
Product weight, 22-6, 22-10, 22-15–16, 22-17–18, 685–686, 694–695, 698–699, 711–712, 23-15
Golf, 128, 668
22-31 eBay, 248
Hockey, 126
Production process, 25-29–30 Food stores, 124, 128, 25-31–32
Horse racing, 130
Rulers and yardsticks, 22-33 Forecasting, 744, 754–758, 766, 769, 771
Olympics, 518, 708–710
Six Sigma, 22-26, 25-28 Grocery shopping, 473
Running, 337
Specifications, 22-26, 22-30–31 Growth of sales, 767
Skiing, 708–710
Sports equipment, 22-31, 22-32–33, 22-36–37 Housing starts and Home Depot sales, 23-28
Skydiving, 338
Warranties, 218, 249 International sales index, 588
Swimming, 339, 518–519
Web browsers, 233, 234–235 Inventories, 227–228
Tennis, 283
Loyalty programs, 550
Trophies, 23-24
Real Estate Medical equipment sales, 664
Weightlifting, 282
Broker profit, 249 Motorcycles, 52
Commercial real estate, 616–619, 23-6, 23-8, 23-16 Movie concessions, 584, 585
Number of employees, 150 Surveys and Opinion Polls
Foreclosures, 83, 23-24 Cell phone surveys, 374
Home features, 216, 220, 221 Packaging and sales, 180
Pizza sales and prices, 180 Company surveys, 366, 367, 373, 374
Home sales and prices, 131, 182, 204–205, 362, 403, Consumer polls and surveys, 52, 217–218, 293, 300,
443, 508, 510, 522, 587, 588, 628, 634, 643–645, Profits, 591, 592
Promotions, 200–203, 215 308, 309, 374, 22-24–25
646–647, 649–653, 656–657, 669, 672–673, 674, E-mail surveys, 305, 307, 366
699–703, 704–707, 23-20, 24–14–15 Regional sales, 181
Sales growth, 634 Fortune Survey, 284
Home size and prices, 82–83, 137–138, 141, 148–149, Gallup polls, 284, 308, 349, 365, 372, 770
150, 152, 154–155, 165–166 Sales predictions, 718
Sales representatives, 249, 251, 553 Instant polls, 309
Home values, 99–101, 122, 639–642 International polls and surveys, 213, 308–309, 372
House ages, 508, 509, 510, 720–721, 23-21, 23-22, Seasonal spending, 143–145, 374, 497–499, 508, 596,
767, 771, 809 Internet polls and surveys, 300
23-23 Library use, 556
Housing bubble crash, 411 Self-checkout stations, 344–345
Solar panels, 628 Mail surveys, 307, 366
Housing costs, 185–186 Market surveys, 83, 122
Income and housing cost, 23-28 Store performance, 511
Travel packages, 713 Pew Research Center for the People and the Press, 290, 308
Property values, 589 Political surveys and polls, 309
Racial discrimination, 309, 558, 559 Used cars, 221, 588, 589
Walmart revenue, 675, 677 Public opinion polls, 285, 356
Time on market, 660–662 Real estate, 373
Zillow.com, 639–640, 649, 137–138 Weekly sales, 178–179
Wine prices, 129, 673 Student surveys, 50, 307, 366, 367, 406
Telephone surveys, 220, 290, 366, 573–574
Salary and Benefits Science
Bonuses, 25-29 Activating yeast, 25-25 Technology
CEO compensation, 132, 389–390, 407 Biotechnology, 371 Apps, 55, 61, 67–68
Day care, 367, 444 Chemicals and congenital abnormalities, 447 Area codes, 41
Football players, 180 Colorblindness, 634 Bank websites, 444
GDP and salary, 182, 183 Concrete formulation, 25-26 Big Data, 809
Job types, 181 Cuckoos, 23-26 Blogs, 559–560
Managers’ hourly wages, 25-26 Intelligence and foot size, 605 Cable, phone, and Internet packages, 345–346
Salaries, 176, 25-25 Intelligence of dogs, 23-21, 23-22, 23-23 Cell phones, 66–67, 163, 250, 278, 281, 25-24
Secretaries’ salaries, 674–675 Mineral hardness, 23-21, 23-22, 23-23 Character recognition, 368, 369
Weekly earnings, 768–769 Noise and mazes, 25-25 Computers, 221, 227–228, 249, 310, 400, 438, 586,
Observatories, 22-32 592, 22-30–31, 22-35
Sales and Retail Rat reaction times, 450 Customer satisfaction, 250
Advertising, 184 Research funding and data, 45, 169 Databases, 51
Appliance sales, 673 Seasonality of births, 551 DVDs, 22-32
Assets and sales, 164, 589, 594 Space flights, 310 E-mail, 217, 371, 474, 475
Bicycles, 282, 24-22 Twins, 447 Help desk, 24-2–8, 24-9–10, 24-11
Bookstores, 176, 177, 178, 245, 585, 586 Water height and phase of moon, 23-21, 23-22 Information technology, 556
A01_SHAR9313_04_GE_FM.indd 31 01/10/2020 15:35

Internet activity of consumers, 559–560 Transportation Commuting, 247–248, 377–379, 396–398, 23-11
Internet music, 373, 374 Air, 214–215, 248, 306, 307, 321, 366, 409, Driving tests, 420
Internet use, 552 448, 630, 634, 773–774, 24-3, 24-5, Emissions testing, 447, 475
Investment in technology companies, 516 24-6, 24-7, 24-11, 24-19, 24-20, 25-28 Freeway speed and congestion, 138–139
Online magazine, 447 Auto batteries, 589–590 Horsepower of cars, 697–698, 707
PDAs, 24-19 Auto warranties, 215, 216 Motorcycles, 452, 454–456, 677–678, 726
Security, 25-27–28 Automotive safety, 25-32 Parking fees, 408
Self-checkout stations, 344–345 Border crossings, 734, 754 Road signs, 476
Social media, 534–535, 536, 552, 760 Car dealerships, 251 Seatbelts, 283
Software, 308 Car inspection, 219 Ship, 62–64, 65–66, 69–70, 218, 452
Telemarketing, 528–529 Car prices, 158–162 Texas Transportation Institute (TTI), 138
Video games, 339 Car quality, 553 Tire mileage, 281
Web browsers, 233 Car rentals, 23-2–4, 23-8–10 Traffic accidents, 140, 23-26
Website design, 213–214, 325, 336, 473, 508–509, 510 Car speeds, 281 Traffic congestion, 721
Websites, 50 Cars, 50, 221, 374 Train, 286–287, 315–316, 25-5, 25-8, 25-10–11, 25-14
A01_SHAR9313_04_GE_FM.indd 32 01/10/2020 15:35

CHAPTER
1 Data and Decisions
1.1 Data
1.2 The Role of Data in
Decision Making
1.3 Variable Types
1.4 Data Sources: Where,
How, and When
H&M
E
ven if you haven’t bought something from H&M recently, chances
are good that you’ve passed by one of their stores. With over 4000 stores
in 64 markets worldwide, they are one of the largest and fastest-growing
clothing retailers in the world. Over the past decade, H&M has built new
stores at an astounding rate of over 10% a year. Thanks to this growth, the
CEO, Karl-Johan Persson, grandson of the founder, is now the richest person
in Sweden.
Like most companies, H&M’s online presence has been increasing as well.
Of their 64 worldwide markets, 35 offer e-commerce where customers can
shop 24 hours a day, 7 days a week, with just the click of a mouse. H&M now
reaches their customers in ways no one could even imagine just a generation
ago. But what of the future? Will the company be better off continuing to
grow brick and mortar stores at the same pace, or should they devote more
resources into the digital space?1
1
We developed this hypothetical example in late 2017 based on our business and consulting experience.
As we were going to press, the news caught up with us. It turns out that indeed H&M had been strug-
gling with their balance of online sales vs. brick and mortar inventory. Perhaps if this book had been
published a year earlier, they could have solved the problem: www.nytimes.com/2018/03/27/business/
hm-clothes-stock-sales.html
33
M01_SHAR9313_04_GE_C01.indd 33 26/09/2020 09:26

34 CHAPTER 1 Data and Decisions
A few generations ago, many store owners knew their customers and their
business well. With that knowledge, they could forecast growth, see trends,
and even personalize their suggestions to customers, guessing which items that
particular customers might like. Businesses today rely on similar information
to make decisions, but most never meet their customers. With 4000 different
stores and thousands of online customers, H&M has to obtain and analyze
their data in other ways.
The key to turning data into information and knowledge is Statistics—the
collection of tools that extract information from data. These tools that you
will learn also provide the foundation for more advanced methods like data
mining and analytics. According to CEO Karl-Johan Persson, “advanced
analytics provide an important support for our operations. The algorithms we
have started to use will contribute to improvements within everything from
assortment planning and logistics to sales.”2 Using statistical methods to turn
data into information, information into knowledge, and knowledge into smart
business decisions is the key to all successful modern business enterprises.
And it all starts . . . with data.
T
homasine has just landed her first job out of school as a marketing and strategy
analyst working for H&M. Her team’s first assignment is to decide whether to
build more brick and mortar stores or invest more in online operations. To
help make the decision, they investigate store sales data over the past ten years and
display them in the following graph:
FIGURE 1.1 H&M’s store growth has H&M’s growth in stores vs. overall operating
remained steady at just over 10% a profit growth
year, but operating profit growth 25%
seems to be coming down.
20
15
10
Operating profit growth
5 Stores growth
´06 ´07 ´08 ´09 ´10 ´11 ´12 ´13 ´14 ´15
Thomasine wonders if the decline she sees in the stores’ profit growth (the blue
line in Figure 1.1) means she should recommend putting more resources into
online sales instead of just building more stores.
Displays like this, called data visualizations, can summarize large amounts of
data in a concise way that helps make good business decisions, and can often reveal
things that weren’t expected.
IN PRACTICE 1.1 Business insights from visualizations

One of the authors was consulting for a large multinational firm and was given access
to their sales data. Management wondered if there might be sales opportunities
around the world and where they might be. Because the company sold many consumer
items to individuals, the consultant decided that rather than focus on the total sales
2
2016 H&M Group annual report, about.hm.com/en/media/news/financial-reports/2017/1/2441626.html
M01_SHAR9313_04_GE_C01.indd 34 26/09/2020 09:26

1.1 Data 35
(in dollars) in each country he should divide the total sales in each country by the
population size, creating the new variable Sales per Capita. When he displayed this
variable on a map, management was shocked:3
MANAGER We know that we sell more in the United States than anywhere else in
the world, but why are some countries redder than the U.S.?
CONSULTANT In this color scheme, low Sales per Capita ($ spent per customer) is
indicated by dark blue, average by white (grey) and higher than average by red. The
countries in the brightest red are the ones with the highest sales per person.
MANAGER You mean we sell more per person in Norway, Finland, and even Australia
than in the U.S.?
CONSULTANT Exactly. Norway has the highest sales at more than $600 per person,
compared with the U.S. at $364.
MANAGER Wow! I had no idea. I never would have guessed that. Thank you for
the insight!
Sales per Capita

600
500
400
300
200
100
0
We will be using visualizations, summaries, and models of data to understand,

explain, and predict throughout the course. Along the way we will encounter many
types of data and corresponding ways to visualize, model, and analyze the data we
collect. And because it all starts with data, we’ll spend the rest of this chapter get-
ting to know more about the nature of data.
1.1 Data
Every time you make an online purchase, more information is captured than just
the details of the purchase itself. What pages did you search to get to your purchase?
How much time did you spend looking at each? These recorded values, whether
numbers or labels, together with their context are called data. They are recorded
and stored electronically, in vast digital repositories called data warehouses.
Businesses have always relied on data to make good decisions, but today, more than
ever before, companies use data to make decisions about virtually all aspects of
their business, from inventory to advertising to website design.
3
This is based on a true story. We can’t reveal the name of the company due to a non-disclosure
agreement.
M01_SHAR9313_04_GE_C01.indd 35 26/09/2020 09:26

Every swipe of your credit card and every click of your mouse has helped
these data warehouses grow. The challenges of collecting, managing, storing, and
curating all of this information collectively fall under the term Big Data.
But data alone can’t make good decisions. To start the process of turning data
into useful information, you first need to know what decisions you want to make.
Why are you taking this course?
Without a question, you have no idea what might be interesting about the data.
The typical answer is “because it’s Should you look at the time of transactions, their location, their price, which prod-
required.” But why is it required?
ucts were bought, or something else? Your knowledge of the business issues and
Because these are the tools that
will help you leverage your busi-
the questions you want to answer will help guide your search for insights from the
ness domain knowledge with data. data, and help you harness data to make better decisions.
Once you have data and a clear vision of the problem, the statistics tech-
niques in this book can empower your decision making. They will help you in two
ways: You’ll learn how to estimate the likely values needed for your decisions
and—possibly more important—you’ll learn how to quantify the uncertainty of
Albert Einstein is credited with those estimates.
saying “If I had one hour to save Before H&M introduces a new product they usually test market it to a small
the world, I’d spend 55 minutes
sample of customers and collect data on the product’s performance before commit-
defining the problem and 5 min-
ting to it worldwide. Statistics helps them make the leap from a sample to an
utes solving it.” 4 The wisdom of
using your business acumen to understanding of the world at large. We hope this text will empower you to draw
define your question will be clear conclusions from data and make valid business decisions in response to such ques-
throughout this book. tions as:
• Will the new design of our website increase click-through rates and result in
more sales?
• What is the effect of advertising on sales?
• Do aggressive, “high-growth” mutual funds really have higher returns than
more conservative funds?
• Is there a seasonal cycle in your firm’s profits?
• What is the relationship between shelf location and cereal sales?
• Do students around the world perceive issues in business ethics differently?
Plan (1–2) • Are there common characteristics about your customers and why they choose
1. Define the problem. your products?—and, more importantly, are those characteristics the same
2. Collect and/or find data and among those who aren’t your customers?
identify the variables.
Do (3–6) Your ability to answer questions such as these and make sound business
decisions with data depends largely on your ability to take a business problem,
3. Prepare and wrangle data.
4. Characterize the data.
translate it into a question that data can answer, and communicate that answer
5. Explore the data. to others. The steps to follow are shown in the box in the margin. The Plan, Do,
Summarize and Report strategy is found throughout the book. The main headings will stay
Visualize the same although the specific subparts will vary slightly depending on the topic
6. Model (if appropriate). we’re learning.
Check conditions and Rarely does the journey from problem definition to solution proceed straight
assumptions for modeling. from Step 1 to Step 7. As you learn more about your data you’ll probably want
Fit the model and make the to rethink earlier steps, possibly even modifying the original question itself. Or
necessary calculations. you may decide to collect different data after you see the limitations of your
Report (7) current model. But bearing this process in mind will help you to strategize your
7. Communicate and present. data analytics process and keep you on the road toward the goal of delivering
good decisions.
4
According to quoteinvestigator.com there is “no substantive evidence that Einstein ever made a
remark of this type.” It appeared in a paper by William H. Markle, who credited an unnamed Yale
professor. But many people, including those at goodreads.com, still give the credit to Einstein.
M01_SHAR9313_04_GE_C01.indd 36 26/09/2020 09:26

1.2 The Role of Data in Decision Making 37
Plan Do Do Report
1. Define problem 3. Prepare data 6. Build models 7. Present
4. Characterize data
2. Collect/Find data 5. Explore data
ITERATE
1.2 The Role of Data in Decision Making

When companies try to obtain actionable information from data that may have
Q: What is analytics?
been collected in the course of doing business (such as records of transactions or a
A: Analytics is the term for customer database) it is usually called data mining. Sometimes the analysis is
extracting information from called predictive analytics if it focuses on future performance. The more general
data.
term, business analytics (or sometimes simply analytics), refers to any use of data
Q: I s there really a difference and statistical analysis to inform business decisions. Leading companies are embrac-
between statistics and ing analytics to extract value from their data. As Clive Humby, author of The Loyalty
analytics?
Myth, said, “data is the new oil.” For example, Zillow recently offered $1,200,000
A: Essentially no. We’ll use the to improve the prediction of home sale prices from publicly available data. As of
terms interchangeably. Some June 2017, 791 teams were competing for the prize.
use the term “advanced
Companies use data to make decisions about nearly every aspect of their busi-
analytics” to include modern
machine learning methods
ness. By studying the past behavior of customers and predicting their responses,
not traditionally found in they hope to better serve their customers and to compete more effectively.
statistics. (See Chapter 21) eBay collected data and used analytics to examine its own use of computer
resources. Although not obvious to its own technical people, once they crunched
the data they found huge inefficiencies. According to Forbes, eBay was able to
“save millions in capital expenditures within the first year.”
Data come in many forms. Some are numerical (consisting only of numbers),
others are alphabetic (consisting only of letters), and yet others are alphanumerical
THE W’S:
(mixed numbers and letters). But data are useless unless we know their context.
WHO
Newspaper journalists know that the lead paragraph of a good story should estab-
WHAT
lish the “Five W’s”: who, what, when, where, and (if possible) why. Often, we add how
WHEN
to the list as well. Answering these questions connects the data to the business
WHERE problem at hand. The answers to the first two questions are essential. If we don’t
WHY know who and what, we don’t have any useful information.
We can make the meaning clear if we add the context of who the data are
about and what was measured and organize the values into a data table. Table 1.1
shows part of a data table of purchase records from an online music retailer. Each
row represents a purchase of a music album. The most general term for a row of a
data table is case or record. Each column of the table records some characteristic
Order Number Name State/Country Price Area Code Album Download Gift? Stock ID Artist
105-2686834-3759466 Katherine H. Ohio 5.99 440 Identity N B00000I5Y6 James Fortune & Flya
105-9318443-4200264 Samuel P. Illinois 9.99 312 Port of Morrow Y B000002BK9 The Shins
105-1872500-0198646 Chris G. Massachusetts 9.99 413 Up All Night N B000068ZVQ Syco Music UK
103-2628345-9238664 Monique D. Canada 10.99 902 Fallen Empires N B000001OAA Snow Patrol
002-1663369-6638649 Katherine H. Ohio 11.99 440 Sees the Light N B002MXA7Q0 La Sera
TABLE 1.1 Example of a data table. The variable names are in the top row. Typically,
the Who of the table are found in the leftmost column.
M01_SHAR9313_04_GE_C01.indd 37 26/09/2020 09:26

of the cases. The columns are called variables. You’ll usually find the name of the
variable at the top of the column as in Table 1.1.
We call cases by different names, depending on the situation. Individuals who
answer a survey are referred to as respondents. People on whom we experiment are
subjects or (in an attempt to acknowledge the importance of their role in the experi-
ment) participants, but animals, plants, websites, and other inanimate subjects are
often called experimental units. Often we call cases just what they are: for example,
customers, economic quarters, or companies. When referring to a transaction, rows are
often called records. In Table 1.1, the rows are the individual orders, or purchase
records. A common place to find the who of the table is the leftmost column. It’s
often an identifying variable for the cases, in this example, the order number.
JUST CHECKING
1 What is the “who” of Table 1.1? That is, does each row refer to a) a person or
b) an order? How can you tell?
Metadata If you collect the data yourself, you’ll know what the cases are and how the
Metadata became a common term variables are defined. But, often, you’ll be looking at data that someone else col-
when the National Security lected. The information about the data, called the metadata, might have to come
Agency (NSA) claimed that they from the company’s database administrator or from the information technology
weren’t collecting Americans’ department of a company. Metadata typically contains information about how,
phone calls but only the informa- when, and where (and possibly why) the data were collected; who each case repre-
tion about the phone calls, the sents; and the definitions of all the variables.
phone numbers of the caller and A general term for a data table like the one shown in Table 1.1 is a spread-
recipient, the time and duration of sheet, a name that comes from bookkeeping ledgers of financial information. The
the call and any bank information data were typically spread across facing pages of a bound ledger, the book used by
used to make the call—in other
an accountant for keeping records of expenditures and sources of income. For the
words—the metadata.
accountant, the columns were the types of expenses and income, and the rows
were transactions, typically invoices or receipts. These days, it is common to keep
modest-size datasets in a spreadsheet even if no accounting is involved. It is usually
easy to move a data table from a spreadsheet program to a program designed for
statistical graphics and analysis, either directly or by copying the data table and
pasting it into the statistics program.
Although data tables and spreadsheets are great for relatively small data sets,
they are cumbersome for the complex data sets that companies must maintain on a
day-to-day basis. Try to imagine a spreadsheet from a company the size of Amazon
with customers in the rows and products in the columns. Amazon has hundreds of
millions of customers and millions of products. But very few customers have pur-
chased more than a few dozen items, so almost all the entries in the spreadsheet
would be blank––not a very efficient way to store information. For that reason,
various other database architectures are used to store data. The most common is a
relational database.
In a relational database, two or more separate data tables are linked together
so that information can be merged across them. Each data table is a relation because
it is about a specific set of cases with information about each of these cases for all
(or at least most) of the variables (“fields” in database terminology). For example, a
table of H&M customers, along with demographic information on each, is such a
relation. A data table of all the items sold by the company, including information
on price, inventory, and past history, is another relation. Transactions may be held
in a third “relation” that references each of the other two relations. Table 1.2 shows
a small example.
In statistics, analyses are typically performed on a single relation because all
variables must refer to the same cases. But often the data must be retrieved from a
M01_SHAR9313_04_GE_C01.indd 38 26/09/2020 09:26

1.2 The Role of Data in Decision Making 39
relational database. Retrieving data from these databases may require specific
expertise with that software. In the rest of the book, we’ll assume that the data have
been retrieved and placed in a data table or spreadsheet with variables listed as
columns and cases as the rows.
Customers
Customer
Number Name City State ZIP Code Customer since Gold Member?
473859 R. De Veaux Williamstown MA 01267 2007 No
127389 N. Sharpe New York City NY 10021 2000 Yes
335682 P. Velleman Ithaca NY 14580 2003 No
…
Items
Product ID Name Price Currently in Stock?
42-8719 Resort Shirt 24.99 Yes
73-2671 Lace Dress 69.99 No
35-0518 Cashmere Sweater 129.00 Yes
72-9665 Leather Derby Shoes 69.00 Yes
Transactions
Transaction Customer Shipping
Number Date Number Product ID Quantity Method Free Ship?
T23478923 9/15/17 473859 42-8719 1 UPS 2nd Day N
T23478924 9/15/17 473859 35-0518 1 UPS 2nd Day N
T63928934 10/20/17 335682 73-2671 3 UPS Ground N
T72348299 12/22/17 127389 72-9665 1 Fed Ex Ovnt Y
TABLE 1.2 A relational database shows all the relevant information for three separate
relations linked together by customer and product numbers.
IN PRACTICE 1.2 Gaining insight from data by identifying

variables and the W’s
Carly is an analyst at a credit card issuer. Her manager wants to know if an offer
mailed 3 months ago has affected customers’ use of their cards. To answer, Carly asks
the IT department to assemble some data on recent customer spending. The IT
department sends her a spreadsheet. The first six rows look like this:
Account Pre Segment

ID Spending Spending Age Segment Enroll? Offer Spend
393371 $2,698.12 $6,261.40 25–34 Travel/Ent NO None $887.36
462715 $2,707.92 $3,397.22 45–54 Retail NO Gift Card $5,062.55
433469 $800.51 $4,196.77 65 + Retail NO None $673.80
462716 $3,459.52 $3,335.00 25–34 Services YES Double Miles $800.75
420605 $2,106.48 $5,576.83 35–44 Leisure YES Double Miles $3,064.81
473703 $2,603.92 $7,397.50 6 25 Travel/Ent YES Double Miles $491.29
(continued)
M01_SHAR9313_04_GE_C01.indd 39 26/09/2020 09:26

Another random document with
no related content on Scribd:
[←] III. KAPITEL.
Im östlichen Nyansa-Gebiet.
Katoto und Mwansa. — Ukerewe. — Ukara. — Der Baumann-Golf. — Gefechte in
Mugango. — Die Schaschi-Länder. — Ngoroïne. — Ikoma. — Kämpfe in Ututwa.
— Ntussu. — Meatu. — Munyihemedis Niederlassung. — Zur Nyarasa-Steppe. —
Der Salzfluss Simbiti. — Die Elephantenjäger. — Die Weiber der Karawane. —
Usmau und Usukuma. — Mwansa.
In dem ansehnlichen, von festem Stangenzaun umgebenen

Hüttenkomplex des Häuptlings schlugen wir wenige Schritte vom
Nyansa, in Katoto, unser Lager auf. Die Eingeborenen, mit Ziegenfell
bekleidete Waschaschi, waren rasch mit uns befreundet und
brachten Lebensmittel. Wir schwelgten in seltenen Genüssen wie
Fischen, Zuckerrohr, Tomaten und vorzüglichen Gurken, wozu in den
nächsten Tagen noch Bananen aus Ukerewe und Reis aus Usukuma
traten. Behaglich lagen die Leute am Strand, nahmen auch trotz der
Krokodile eifrig Bäder im Nyansa, beobachteten die Flusspferde, die
manchmal ihr breites Maul über die Wasserfläche erhoben, die
Tauchervögel, die mit unendlicher Leichtigkeit der Bewegung über
das Wasser schwebten und die Kanus, die von kräftigen Ruderern
getrieben, den sonnenbestrahlten See belebten. Sie bemerkten
dabei auch merkwürdige scheinbare Ebbe- und Flutherscheinungen
des Nyansa und kamen eilig, mir dies zu melden. Ich lachte über
diese Wahrnehmung, da das Vorkommen von Gezeiten bei einem
Binnengewässer wie dem Victoria-See ganz ausgeschlossen
erscheint. Wie gross war jedoch mein Erstaunen, als ich in den
nächsten Tagen thatsächlich einen Wechsel des Niveaustandes um
ca. 30 cm wahrnehmen konnte! Die Erklärung dafür bieten die
regelmässigen Seewinde die täglich einsetzen und das Steigen des
Wasserspiegels am Ufer hervorrufen.
Das Dolce far niente meiner Leute wurde fast täglich durch
mächtige Donnerwetter gestört, die stets Nachmittags mit unerhörter
Wucht hereinbrachen. Einmal wurde sogar ein Askari vom Blitz
gestreift, war mehrere Tage fast blind, erholte sich jedoch dann
vollständig.
Da ich die Absicht hatte meiner Mannschaft in Katoto längere
Erholung zu gönnen, so begann ich unter einigen schönen
Baumakazien grössere Lagerhütten zu errichten, theils um uns einen
angenehmeren Aufenthalt zu schaffen, theils um die Leute zu
beschäftigen. Mit Eifer schleppten Träger und Eingeborene, die
unsere besten Freunde waren, Stangen und Papyrus herbei und
bald erhoben sich leichte luftige Hütten mit Grasdächern, in welchen
es sich sehr gut leben liess. (Siehe Kopfleiste des Kapitels.)
Ich verbrachte meine Zeit mit wissenschaftlichen Arbeiten, mit
Jagdexkursionen in der nahen wildreichen Steppe und Kanufahrten
auf dem Nyansa. Bald nach meiner Ankunft, hatte ich Boten an die
englische Mission Nassa gesandt und auch die deutsche Station
Mwansa verständigt. Kompagnieführer L a n g h e l d machte sich
sofort nach Empfang dieser Nachricht auf und am 22. April hatte ich
die Freude, ihn in Katoto zu begrüssen. Ich folgte seiner Einladung,
ihn nach Mwansa zu begleiten, übergab die Expeditionsleitung für
einige Tage an Mzimba und schiffte mich mit ihm in dem grossen
Boote von Mr. Stokes ein.
Bei frischer Brise segelten wir rasch über die Fluth des Speke-
Golfes, welcher hier im innersten Theil der Bucht grau und mit
zahllosen salatartigen Wasserpflanzen bedeckt ist. Um 2 Uhr
Nachmittags landeten wir am schilfreichen Strand der fruchtbaren,
dicht bewohnten Landschaft N a ssa, wo auf einer Anhöhe die
englische Mission der »Church Missionary Society« gelegen ist. Sie
besteht aus einigen blättergedeckten Lehmhütten mit niedrigen
dumpfen Räumen und einer Rundhütte als Kirche. Von derselben
geniesst man einen prächtigen Blick auf den Speke-Golf und seine
bergigen Ufer. Wir kamen gerade in einem ungünstigen Augenblick,
denn der eine Missionar war am Morgen gestorben und der andere,
ein bleicher junger Engländer, der nun völlig einsam seine Tage hier
verbringen sollte, von dem Todesfall natürlich sehr angegriffen.
Dennoch liess er es sich nicht nehmen uns zu bewirthen und setzte
uns ein Mahl vor, das, wie meist in englischen Missionen,
hauptsächlich aus Konserven bestand. Einige derselben waren mir
deshalb merkwürdig, weil sie der Sendung entstammten, die Dr.
Hans Meyer und ich 1888 nach dem Victoria-Nyansa befördert
hatten. Da wir, durch den Aufstand gehindert, nicht an den See
gelangten, wurden die Provisionen an die englische Mission
abgegeben und ich hätte nicht gedacht, dass wenigstens ein kleiner
Theil derselben doch noch ihrem ursprünglichen Zweck, nämlich
dem, von mir gegessen zu werden, zugeführt werden sollte.
Unter den Eingeborenen der Umgebung hat die Mission so gut
wie gar keine Erfolge und dient wohl hauptsächlich als Transport-
Station für Uganda. Auch die Zöglinge entstammen fast
ausschliesslich dem englischen Seeufer. Besonders merkwürdig ist
in Nassa ein Schuppen, in dem sich die Bestandtheile des Dampfers
befinden, den die Mission am Nyansa erbauen wollte. Mit grossen
Opfern an Geld und Menschenleben wurden diese Eisentheile in's
Herz Afrika's befördert und verrosten jetzt — ein Fall, der im Innern
Afrika's keineswegs vereinzelt dasteht.
Längs des Südufers, an dem sich felsige, theilweise bewohnte
Inselchen hinziehen, segelten wir am nächsten Morgen weiter und
langten Nachmittags in der von mächtigen Granitblöcken
eingesäumten Landschaft Sina an, an deren Strand sich der Nyansa
in prachtvollen dunkelgrünen Wogen bricht. Nach dem
Sonnenuntergang, der mit seltener Farbenpracht stattfand, segelten
wir weiter und waren am Morgen an der Mündung der Bukumbi-Bai,
die westlich durch die theilweise waldige Insel Yu ma bezeichnet ist.
Dieselbe ist dadurch merkwürdig, dass darauf ein Engländer
Namens Wise als Einsiedler lebt. Er hatte den Wunsch, sein Leben
ungestört und beschaulich zu verbringen und hielt eine Insel im
Nyansa dafür als den geeignetsten Ort. Er sollte sich aber getäuscht
haben; denn der Geist der »Amtlichkeit« schwebt auch über den
Wassern des Victoria-Nyansa. Die Rechtstitel, welche Wise auf den
Besitz der früher fast unbewohnten Insel erworben, wurden
bestritten. Als Gartenarbeiter wurden ihm einmal Kinder von der
Station übergeben, dann, nachdem er sie schon abgerichtet, ohne
Grund wieder abgenommen und Mr. Wise ist wahrscheinlich zur
Erkenntniss gekommen, dass man mitten in London viel ruhiger
leben kann als mitten im Victoria-Nyansa.
Ruderblatt, Ukerewe.
Längs des von riesigen Granitblöcken eingesäumten Ostufers

der Bai fuhren wir nach Süden. Die Bai ist durchsetzt von
zahlreichen kleinen Felsinseln und belebt von Möwen und
Tauchervögeln. Wir begegneten in derselben einem Kiganda-Kanu
der Station Mwansa, das uns mit der angelangten europäischen
Post entgegenkam und stiegen, da der Wind nachgelassen hatte, in
dasselbe über. Es war das erste Mal, das ich diese fest und schlank
gebauten röthlichen Fahrzeuge mit ihren originellen
Schiffsschnäbeln sah, die sich an Leichtigkeit der Bewegung mit
allen afrikanischen Fahrzeugen messen können. Am oberen Kongo
werden grosse, aber weit plumpere Kanus gebaut, höchstens die
Dualla in Kamerun verstehen ähnliche Boote herzustellen. An diese
erinnert auch das Rudern im Sitzen mit spitzen Paddeln, die von 20-
30 Ruderern mit grosser Kraft und Gleichmässigkeit geführt werden.
Den Takt giebt ein nicht unmelodischer Gesang, den ein Vorsänger
angiebt, welcher zugleich auf kleine lecke Stellen zu achten hat und
dieselben mit Bast verstopft.
Gegen 4 Uhr Nachmittags fuhren wir in die tiefe, von felsigen,
malerischen Inseln durchzogene Bai von Mwansa ein und sahen die
Station, hinter der eine dunkle, mit Granitblöcken bestreute
Waldhöhe sich erhebt. Eine breite, von Papayas und Aloë
eingesäumte Strasse führte vom See zur Station. Diese ist von einer
festen Lehmmauer umgeben und besteht aus einem Stein- und
einem Luftziegel-Haus, sowie Askari-Wohnungen und Wirthschafts-
Gebäuden. Ueberall herrschte musterhafte Reinlichkeit und Ordnung
und am Exerzierplatz sah man die schwarzen, theilweise am See
selbst engagirten Soldaten, in tadelloser Uniform ihre Uebungen mit
derselben Strammheit ausführen, wie man sie an der Küste zu
sehen gewöhnt ist. Unweit des Strandes lag ein hübscher Garten in
welchem Tomaten, rothe Rüben, Kartoffeln und andere europäische
Kulturgewächse vortrefflich gediehen und auch mit Papayas,
Kokospalmen und Mangobäumen Anbauversuche gemacht wurden.
Die Station war eine der schönsten die ich in Innerafrika gesehen
und legte einen glänzenden Beweis für die Thatkraft des
Kompagnieführer Langheld und seiner braven Untergebenen,
Feldwebel Kühne und Hofmann, ab. Aber nicht nur in diesen
Aeusserlichkeiten zeigte sich die Tüchtigkeit dieser Männer, sondern
auch in der ganzen Stellung des Deutschthums am Victoria-Nyansa.
Mit den Engländern in Uganda sowohl, wie mit der französischen
und englischen Mission und mit dem Händler Mr. Stokes unterhielt
Kompagnieführer Langheld vorzügliche, nie getrübte Beziehungen.
Trotz seiner geringen Truppenmacht stand er bei den Eingeborenen
in hohem Ansehen, diese leisteten ihre Abgaben und waren jederzeit
bereit Arbeiter, Träger und Kanus der Station zu stellen. Obwohl er
den Schwarzen oft genug »deutsche Hiebe« ertheilt hatte, nennen
sie ihn doch »bwana Msuri« (der gute Herr) und standen sich im
Allgemeinen vorzüglich mit ihm.
Ich hielt mich nur kurze Zeit in Mwansa auf und kehrte dann mit
dem Stokes'schen Boot nach Katoto zurück. Wir liefen unterwegs
die reizende unbewohnte Vesi-Insel an, die mit mächtigen
Granitblöcken bedeckt ist, zwischen welchen üppige Vegetation und
schattige Bäume gedeihen. In Katoto fand ich alles in bester
Ordnung; nur einige Massai, welchen das Klima ungewohnt war,
erkrankten und starben bald darauf.
Um die Expedition leichter beweglich zu machen, sandte ich eine
Anzahl Lasten mit dem Boot nach Mwansa, da ich diese Station
später wieder zu berühren gedachte. Die Packesel, die bis zum See
ihre Schuldigkeit gethan hatten, wurden in den Ruhestand versetzt
und über Land nach Mwansa geschickt, ebenso eine Anzahl Rinder,
die den Grund zu der Heerde der Station und zu dem später
vielgerühmten Milch- und Butterreichthum derselben legten. Auch 16
schwächliche Träger entliess ich, welche mit Kompagnieführer
Langheld an die Küste gingen. Durch die Verminderung der Lasten
wurde eine Anzahl Leute dienstfrei und ich wählte aus den Trägern
12 »Ruga-Ruga«, junge bewegliche Burschen, die Askaridienste
thaten und sich vorzüglich bewährten. Sie wurden in Katoto
nothdürftig eingedrillt.
Am 6. Mai verliessen wir unser Lager in Katoto endgiltig um die
Erforschung des östlichen Nyansa-Gebietes zu beginnen.
Längs des Nordufers des Speke-Golfs wandernd, durchzogen wir
stundenlang das Feld- und Dorfgebiet von Katoto, das sich längs
des papyrusreichen Nyansa hinzieht und betraten dann lichten Wald,
durch den wir nach der ärmlichen Niederlassung Bu timb a
gelangten. Hier hat der Nyansa stellenweise steile, felsige Ufer und
ist frei von Schilf, so dass man oft schöne Ausblicke geniesst. Durch
Parkland, stets in der Nähe des Seeufers, dem hier felsige Inseln
vorgelagert, ging es am nächsten Tage weiter. Das Land war früher
von einem mächtigen Hirtenstamm, den Wataturu, bewohnt, welche
jedoch den Massai und Wakerewe erlagen, ihren Wohnsitz
verliessen und jetzt als elende Parias in Ukerewe ihr Dasein fristen.
Ihr früheres Dorfgebiet war nicht einmal von Pfaden durchzogen, da
die Bewohner des Nyansa-Ufer nur in Kanus mit einander
verkehren. So gelangten wir denn direkt aus wegloser Wildniss in
das Fischerdorf von Ha ka h i, zum grossen Entsetzen der
Einwohner, die hier am Nyansa-Ufer und auf der nahe gelegenen
Insel Ma t sch w e r a[1] ein weltverlassenes Dasein führen.
Auch am 8. Mai durchzogen wir hügeliges, von schönen
Baumgruppen durchsetztes Parkland, am Fusse des 300 m hohen
Kiruwiru-Berges. Zwischen den Bäumen erblickten wir oft den
tiefblauen Nyansa, aus dem die bergige Insel Na f u a mit ihren
weissen Strandriffen sich malerisch erhebt. Leider liess ich mich
durch diese landschaftlichen Reize verleiten, am Seeufer zu lagern,
was ich Nachts durch einen wahren Kampf mit unzähligen Moskitos
büssen musste. Ich bin in puncto Moskito ziemlich abgehärtet und
glaubte schon in jüngeren Jahren am Kongo das höchste Maass
derselben genossen zu haben. Aber ich sollte mich geirrt haben: die
Nacht am Speke-Golf übertraf alles dagewesene. Es gab nur einen
Menschen in der Karawane, der in dieser Nacht einschlief und dieser
war ein — Wachtposten.
Am 9. Mai überschritten wir den Ru g e d si-Kanal, jene schmale
Strasse, welche die Insel Uke r e we vom Festland trennt. Er ist zu
beiden Seiten von sumpfigem Papyrusgebiet eingeschlossen, durch
welches man waten muss, bevor man zu dem meist 30 Schritte
breiten und selten über ein Meter tiefen Kanal kommt. In demselben
befinden sich labyrinthartig angeordnete Fischreusen durch welche
eine starke Strömung nach Nord zieht. Der Wechsel des
Wasserstandes macht sich hier besonders stark bemerkbar, indem
Morgens etwa ½ m weniger Wasser ist als Mittags, was den
Eingeborenen genau bekannt ist.
Nachdem wir uns durch den Schlamm- und Schilfsumpf des
Ukerewe-Ufers gearbeitet, zogen wir durch eine schöne, reich
bebaute Ebene. Dieselbe führt zu einer prächtigen kleinen Bucht, in
der felsige Inseln sich erheben und die von sanften Kuppen
eingeschlossen ist, auf welchen zwischen wilden Granitblöcken
üppige Bananenhaine und die braunen Kegeldächer der Hütten
auftauchen.
Wir lagerten in einem Dorfe, das von reichen Pflanzungen
umgeben war, unter welchen besonders riesige Maniokstauden
auffielen. Wir befanden uns auf der gesegneten Insel Uke r e we,
dem Lande des Häuptlings L u ko n g e, der sich 1877 durch die
verrätherische Ermordung zweier Missionare eine traurige
Berühmtheit erworben. Gegenwärtig freilich zieht er andere Saiten
auf, hat schon zahlreiche Reisende bei sich gesehen und sandte
auch uns Boten und Geschenke nach Katoto entgegen, indem er
mich in sein Land einlud.
Am nächsten Tage sollten wir seine Residenz erreichen. Da der
Weg dahin vielfach versumpft ist, zog ich es vor, die Karawane über
Land zu senden und selbst ein Kanu zur Ueberfahrt zu benutzen. Im
Westen dehnte sich das üppige, bananenreiche Gestade von
Ukerewe aus und im Nordosten tauchte die grasige, breite Masse
des Majita-Tafelberges auf, während uns die kräftigen Schläge
unserer Ruderer durch die Grantbai gegen Norden führten. Bei dem
durch hohe Schattenbäume bezeichneten Hauptdorf Bu kin d o
landeten wir und durchschritten das Thor der Befestigung, die aus
Stangen und pandanusähnlichen Pflanzen gebildet ist.
Vor der koncentrischen inneren Umzäunung fand ich die
Expeditionsmannschaft, sowie Lukonge mit seinen »Grossen«
bereits versammelt. Er ist ein lichtfarbiger, wohlbeleibter Mann, der
mit seinem glatten Gesicht und dem faltigen Gewande lebhaft an
einen Landpfarrer erinnert und stark von seiner höchst urwüchsig mit
Bocksfell bekleideten Umgebung absticht. Er schien sich übrigens
garnicht wohl zu fühlen, denn die Reisenden die ihn vor mir besucht
hatten, waren stets im Kanu mit geringer Begleitung gekommen.
Eine solche Masseninvasion war ihm offenbar unheimlich und die
Blutthat von 1877 tauchte vielleicht vor seinem Gewissen auf. Er
begrüsste mich daher verlegen, lud mich ein im innersten
Hüttenkomplex zu lagern und verschwand dann schleunigst auf
Nimmerwiedersehen. Die meisten seiner Unterthanen folgten
seinem Beispiel und drückten sich in die Büsche, sodass wir uns
plötzlich als Herren des grossen, mehrere hundert Hütten zählenden
Dorfes sahen.
Es fehlte uns dort an nichts, Vorräthe, auch vorzüglicher Honig
und Bananenwein waren in den geräumigen Hütten massenhaft
vorhanden. Dennoch war ich über diese Lage nichts weniger als
erbaut. Lukonge hatte nämlich auch Baumwollzeuge und allerlei
andere Tauschwaaren in seinen Hütten zurückgelassen, und mir
dadurch eine unangenehme Verantwortung für eventuelle
Diebereien meiner Leute aufgeladen. Ich schickte daher Boten nach
ihm aus, um ihn aufzufordern, doch zurück zu kommen und sein
Eigenthum wegzuräumen oder bewachen zu lassen. Er rief den
Boten jedoch von Weitem zu, wir möchten nehmen was uns beliebe
und ihm nur sein Leben lassen.
Der Zweck meiner Reise nach Ukerewe, war hauptsächlich der
Besuch der Insel Uka r a, von der allerlei Seltsames verlautete. Der
englische Missionar Wilson, der dort vor Jahren landen wollte, wurde
daran von einer kriegerischen Bevölkerung verhindert, in welcher er
Z we r g e erkannte. Schon Stanley hatte erfahren, dass die Wakara
ihrer Zauberkünste wegen berüchtigt seien. Als ich in Bukindo die
Absicht aussprach, dahin zu fahren, erklärte man allgemein, die
Wakara würden das nicht zulassen und im äussersten Fall Mittel
finden, ihre Insel unsichtbar zu machen.
Mit Mühe brachte ich die nöthige eingeborene Rudermannschaft
für zwei Kanus auf und fuhr am 11. Mai mit 12 Askari und meinen
Dienerjungen los. Wir bewegten uns erst längs der reich bebauten,
durch wilde Anhäufungen von Granitblöcken ausgezeichneten Küste
von Ukerewe, an welcher sich im Innern der Insel hochstämmige
Wälder anschliessen. Zu unserer Rechten tauchten die offenen
grasigen Kweru-Inseln auf. Gegen Mittag umschifften wir ein Kap
und fuhren die kleinere Insel Sch i su entlang.
Ukara.
Vorläufig hatten die Wakara noch keine Anstalten getroffen, ihre

Insel unsichtbar zu machen. Vor uns ragte das Eiland auf mit seinen
felsigen, röthlichen Bergen im Osten, an denen sich in der Mitte eine
grasige Senkung, und im Westen felderbedeckte, von wilden
Felszähnen gekrönte Höhen anschlossen. An der letzteren Seite
näherten wir uns der sandigen Küste und sahen die nackten
Eingeborenen am Strande wild umherlaufen und ihre Rinder in
Sicherheit bringen. Von Zwergen konnte ich nichts wahrnehmen,
manche Leute waren wohl unter Mittelmaass, andere dagegen
normal gewachsen, eine Wahrnehmung die nach mir auch andere
Reisende gemacht, so dass Wilson's Angabe sich als irrthümlich
erwies.
Der Moment war übrigens zu anthropologischen Beobachtungen
wenig günstig, denn zahlreiche dunkle Krieger sammelten sich auf
der hellgelben Fläche des Ufersandes, drohten uns mit gespanntem
Bogen und winkten uns heftig ab. Als wir darauf keine Rücksicht
nahmen, zogen sie sich auf etwa 50 Schritt zurück, wo Granitblöcke
ihnen Deckung boten und liessen uns ruhig landen, so dass ich
schon hoffte mit ihnen friedlich auszukommen. Unser Dolmetsch, ein
Mkerewe-Mann, begann mit ihnen zu sprechen, wurde jedoch durch
ein Wuthgebrüll unterbrochen; einzelne Pfeile schwirrten und die
Krieger, lauter nackte Burschen mit schmalem Lendenschurz, mit
Bogen, Pfeilen und Speeren rückten auf uns an. Ich zögerte nicht
mehr meine zwölf Leute antreten zu lassen und eine Salve
abzugeben, die volle Wirkung ausübte, indem einige Krieger fielen,
andere verwundet wurden und die übrigen sich schleunigst davon
machten. Unter diesen Umständen war an eine nähere
Untersuchung der Insel nicht zu denken und ich begnügte mich mit
einem Rundgang, bei dem wir fortwährend von den Kriegern
belästigt wurden und Mühe hatten sie von uns abzuhalten.
Hütten und Futterschober der Wakara.
Der rothe Lateritboden der Insel ist von vielen Wasserrissen

durchschnitten und bestreut mit riesigen Granitblöcken, zwischen
welchen die Felder mit Sorghum und Arachis und niedrige,
stellenweise in Reihen gepflanzte Bäume verstreut sind, deren
reiches Laub den zahlreichen Rindern als Nahrung dient.
Dazwischen kleine Waldgruppen, in welchen die spitzen Kegelhütten
der Eingeborenen liegen. Trotz ihrer Wildheit scheinen diese doch
einen gewissen Kulturgrad zu besitzen, wie die schön gehaltenen
Felder und Baumschulen, sowie die Trockenmauern, als
Wellenbrecher, die sie am Strande errichten, andeuten. Von einem
hohen Punkte der Insel bot sich uns ein herrlicher Ausblick auf den
tiefblauen, mächtigen Nyansa mit seinen bergigen, üppig grünen
Gestaden.
Wir wandten uns gegen Abend wieder dem Strande zu, was den
Wakara Veranlassung zu einem neuen Angriff gab, der jedoch so
gründlich abgeschlagen wurde, dass ihnen die Lust zu weiteren
verging. Schon früher hatten sie versucht, sich der Boote zu
bemächtigen, doch eröffneten die drei Askari, die ich dort als Wache
zurückgelassen, im Verein mit den Küchenjungen, die gerade das
Nachtmahl kochten, ein mörderisches Feuer auf sie und verjagten
sie ohne Schwierigkeit. Am Strande verzehrte ich die unter so
erschwerenden Umständen bereitete Mahlzeit und schiffte mich
dann wieder ein, um über die Agnes-Strasse nach Schisu zu fahren.
Mit der Raschheit der Aequinoctien war die Nacht
hereingebrochen und prächtiger tropischer Mondschein übergoss die
glatte Fläche des Sees mit strahlendem Licht. Eine laue Brise strich
vom Lande herüber, dessen dunkle Umrisse sich vor uns erhoben,
taktmässig tauchten die spitzen Ruder in die Fluth und pfeilschnell
durchschnitten unsere Kanus den glänzenden Spiegel des Nyansa.
Der melodische Gesang der Ruderer in seiner eintönigen
Schwermüthigkeit übte, verbunden mit der ergreifenden Ruhe der
Natur und dem Gedanken an die eben überstandenen Gefahren,
einen tiefen Eindruck auf mich aus und ich werde diese nächtliche
Nyansafahrt so leicht nicht vergessen.
Am Morgen des 13. Mai fuhren wir von Schisu, wo wir
übernachtet hatten, ab, und langten gegen Mittag in Bukindo an.
Dort hatte sich nichts verändert, Lukonge war immer noch abwesend
und wir hatten alle Mühe, genügende Kanus aufzutreiben, um die
Ueberfahrt der Expedition nach Majita zu bewerkstelligen. In zehn
Kanus wurden Lasten und Träger mit Mühe und Noth verladen, und
meine Leute mussten selbst rudern. Anfangs ging es ganz lustig
vorwärts, doch in der Grant-Bai sprang starker Gegenwind auf und
wir kamen kaum vom Fleck. Das Kanu in welchem ich mich befand
fing an stark zu lecken und füllte sich immer mehr mit Wasser. Die
Lage wurde bedenklich, das Wasser drang wie durch ein Sieb ein,
die Wellen schlugen in's Kanu und wir sassen bis zum Knie im
Wasser. Die braven Manyema-Träger, die als Ruderer arbeiteten,
sangen jedoch lustig weiter, während alle dienstfreien Hände mit
Mützen, Körben und Töpfen das Wasser ausschöpften, so dass wir
glücklich das Festland gegenüber Ukerewe erreichten. Wir
kalfaterten unser Fahrzeug so gut es ging und fuhren in die Bai ein,
deren Nordufer durch den hohen Tafelberg von Majita bezeichnet ist
und deren Ostufer — nach der Karte zu schliessen — die grasige,
leicht ansteigende Landschaft Bwenyi bildete, wo wir Nachmittags
anlangten und in einem kleinen Dorfe lagerten.
Da einige Kanus noch im Rückstande waren, blieben wir am 14.
Mai in Bwenyi, ein Aufenthalt, den ich zur Besteigung des Bwenyi-
Hügels benutzte, wo sich mir ein überraschender Anblick bot.
Bwenyi war nicht das Ufer des Festlandes sondern eine von tiefen,
fjordartigen Kanälen durchfurchte Halbinsel, die nur an der Südseite
eine schmale Verbindung mit dem Lande hatte. Mit hohen grünen
Ufern und zahlreichen bergigen Inseln erstreckte sich gegen Osten
eine tiefe Bucht in's Land, die an Länge fast dem Speke-Golf
gleichkam und von deren Existenz die Karten nichts ahnen liessen.
Diese Bucht, die ich damals als erster Europäer erschaute, wurde
später von Kapt. Spring nach mir, als dem Entdecker, »Ba u ma n n -
G o l f« genannt.
Am 15. Mai marschirten wir über die Landzunge, welche Bwenyi
mit dem Festlande verbindet. Auf derselben liegen Dörfer, deren
Bewohner ihre Ziegen und Rinder durch einen eigenartigen Bau
gegen feindliche Ueberfälle sichern. Sie errichten nämlich an der
kaum 100 Schritte breiten, schmalsten Stelle der Landenge einen
etwa 3 m hohen festen Steinwall, dadurch ihre Halbinsel künstlich in
eine Insel verwandelnd. Sie selbst verlassen dieselbe nur in Kanus
und wir hatten grosse Mühe, mit den Lasten diesen Steinwall zu
passiren.
Irea-Insel und Baumann-Golf.
Längs des Fusses des Kiruwiru zogen wir durch offenes

Steppenland zum sumpfigen Ende der Iramba-Bai, eines tief
einschneidenden Armes der Hauptbucht und gelangten am nächsten
Tage nach kurzem Marsch am papyrusreichen Nyansa-Ufer zum
Dörfchen Biruscha. Dasselbe liegt auf einer Landzunge gegenüber
der reizenden Berginsel I r e a, die, wie alle Eilande des Baumann-
Golfes, bewohnt und hoch hinauf mit üppigen Pflanzungen bedeckt
ist. In den nächsten drei Tagereisen umgingen wir das Ostufer des
Baumann-Golfes. Pfadlos zogen wir durch weite baumlose Ebenen,
die durch den Regen in einen Morast verwandelt waren. Bei
glühendem Sonnenbrand durchwanderten wir diese Einöden, aus
welchen im Osten die Schaschi-Berge auftauchten, fanden oft kaum
ein trockenes Fleckchen für das Lager und hatten empfindlich unter
Brennholzmangel und Mosquitos zu leiden. Ein dichter
Papyrusgürtel verhüllt von dem niedrigen Lande aus meist den freien
Blick auf den Nyansa.
Am 20. Mai überschritten wir die schmale flache Landenge,
welche die breite Bergmasse von Majita mit dem Festland verbindet
und erreichten das Ufer des offenen Nyansa gegenüber den Kurasu-
Inseln. Die Wakwaya, ein den Waschaschi nahestehender Stamm,
hatten hier zahlreiche Dörfer angelegt, die sich stundenlang in
ununterbrochener Reihe am felsigen Nyansa-Ufer hinziehen.
Schöne geräumige Hütten bilden Ortschaften, die auf der Landseite
von dichten buschigen Euphorbienhecken abgeschlossen sind,
durch welche nur ganz niedrige, mit Stachelgestrüpp versperrbare
Thore führen. An diese Hecken schliessen sich die weiten Felder, in
welchen hauptsächlich Mawele (Penicillaria) mit seinen hohen
Stengeln gedeiht und besonders viele Tabakpflanzungen auffallen.
Die Eingeborenen begegneten uns freundlich, warnten uns jedoch
vor ihren Nachbarn, einem Gemisch von Waruri und Wagaya, die
den Distrikt Mugango bewohnen. Da solche Warnungen sehr häufig
und meist wenig begründet sind, legten wir kein besonderes Gewicht
darauf und brachen am 21. Mai nach Mu g a n g o auf. Wir
überstiegen die Hügelketten, welche eine Halbinsel ausfüllen und
gelangten an das Ende der Mugango-Bucht, die von zahlreichen
Dörfern eingesäumt ist. Die Eingeborenen sassen mit ihren 3 m
langen Speeren unbeweglich auf Termitenhügeln und anderen
erhöhten Punkten und betrachteten die Karawane, welche durch die
Felder zog. Sie waren jedoch keineswegs unfreundlich und als wir
an den Suguti-Bach gelangten, der nicht durchwatbar ist, führten sie
uns etwa eine Stunde landeinwärts, wo eine natürliche Brücke den
Uebergang ermöglicht. Auf schwankenden Baumstämmen kletterten
wir hinüber und lagerten jenseits auf einem Hügel, weit ausserhalb
des Dorfgebiets.
Nachdem die letzten Nachzügler angelangt waren, wurde mir das
Fehlen eines Sudanesen-Soldaten gemeldet. Diese Leute zeigten
sich den Strapazen in keiner Weise gewachsen, waren als Soldaten
nicht mehr und kaum noch als Viehtreiber verwendbar, und Mzimba
hatte seine liebe Noth sie vom Fleck zu bringen. Diesmal war nun
doch ein Nachzügler seinem Späherblick entgangen oder hatte sich,
wie dies bei den Sudanesen zu jener Zeit gewöhnlich war, vor
demselben verborgen. Uns lag nun die Aufgabe ob, diesen
Sudanesen zu suchen und ich sandte 10 Mann unter Kipishi und 7
Mann unter dem Askari Munyishomari, der schon meine Usambára-
Expedition mitgemacht, um dem Vermissten nachzuforschen. Bei
der friedlichen Haltung der Eingeborenen hielt ich es keineswegs für
bedenklich, so kleine Abtheilungen auszusenden.
Gegen 3 Uhr Nachmittags hörte ich heftiges Schiessen und
schloss daraus, dass die Patrouillen angegriffen worden seien. Ich
brach sofort mit 20 Mann in höchster Eile auf und kam eben zurecht
um zu sehen, wie die Leute der Abtheilung Kipishi sich verzweifelt
gegen eine riesige Uebermacht von Eingeborenen wehrten, die mit
den Speeren wüthend auf sie eindrangen und sie immer weiter
zurückdrängten. In ihrer blinden Wuth sahen diese Wilden uns gar
nicht anrücken und eine plötzlich in ihre Flanke einschlagende Salve
machte furchtbare Wirkung. In wilder Flucht lösten sich die
überlebenden Gegner auf und unsere hart bedrängten Leute
begrüssten mit Jubel ihre Rettung. Es war auch Hilfe in der Noth! Ein
braver Ruga-Ruga, Borafya, lag von Speerstichen durchbohrt am
Boden, viele Andere bluteten aus zahlreichen Wunden. Zwei Mann,
der Anführer Kipishi und sein Vetter Hassani fehlten und wir eilten
weiter um sie aufzufinden. Im Dorfgebiet, unweit des Nyansa, fanden
wir die Leiche Kipishis, die Brust von Speeren zerfleischt. Hier hatte
der räuberische Angriff stattgefunden.
Kipishi und seine Leute waren auf eine Anzahl Eingeborener
gestossen und hatten sie gefragt, ob sie den vermissten Sudanesen
nicht gesehen hätten. Da drangen die Krieger plötzlich auf sie ein;
nach heftiger Gegenwehr, in der er zwei Mann fällte, fiel Kipishi und
die anderen zogen sich dann langsam zurück. Von Hassani war
nichts zu sehen und wir verzweifelten schon, ihn zu finden als wir
von der Mündung des Suguti her laute Rufe hörten. Bald darauf
wurde Hassani, mit dem Gewehr in der Hand und nur leicht
verwundet aus dem Wasser gezogen. Er hatte an der Seite Kipishis
bis zu dessen Ende ausgehalten, war dann, von den Gefährten
abgeschnitten und von wüthenden Schaaren verfolgt, in den
schilfreichen See gesprungen. In Kanus folgten ihm die
Eingeborenen und stachen mit den langen Speeren in's Wasser,
doch Hassani, ein geschickter Schwimmer und Taucher, wusste sich
zu verbergen und rettete sich dadurch.
In dunkler Nacht kehrten wir ins Lager zurück und erfuhren, dass
von der Abtheilung Munyishomari's noch Niemand angelangt sei. Es
war anzunehmen, dass auch diese, noch dazu schwächere
Patrouille angegriffen und möglicher Weise aufgerieben worden war.
Wir suchten durch Raketen, Signalschüsse und Trommeln etwa
versprengte Leute anzulocken, doch blieb unser Bemühen lange
vergeblich.
Erst gegen zwei Uhr Nachts rief ein Mann von aussen die
Wachtposten an; es war der Askari Kir o b o t o, ein ruhiger,
intelligenter Bursche aus Tschumbageni bei Tanga. In strammer
Haltung berichtete er mir, dass die Abtheilung Munyishomari's
verrätherisch von riesiger Uebermacht angegriffen und zersprengt
worden sei. Die Askari Munyishomari, Sadiki und einen Sudanesen
sah er fallen, dann verlor er seine Gefährten aus dem Gesicht,
verbarg sich in dichtem Dorngestrüpp und brach erst Nachts nach
dem Lager auf. Ich fragte ihn, ob er selbst nicht verwundet sei,
worauf er sich umwandte und ich einen meterlangen Pfeil in seinem
Nacken stecken sah, der dann nur mit der Zange aus dem
Rückgratknochen entfernt werden konnte! Ausserdem hatte er noch
eine breite Speerwunde in der Hüfte.
Mit diesen schweren Verwundungen war der Mann stundenlang
Nachts in wegloser Wildniss umhergeirrt und hatte dann noch die
Kraft, in strammer Haltung, das Gewehr bei Fuss, eine Meldung
abzustatten; gewiss ein Beweis, dass die höchste Stufe der Disziplin
auch schwarzen Soldaten erreichbar ist. Und doch war der Mann ein
Swahíli, gehörte also einem Stamme an, der von Vielen als »feig«
verrufen ist. Es ist ja überhaupt eine eigene Sache um die
sogenannte Feigheit der Neger. Dieselben Sudanesen, die heute als
Muster von Muth und Disziplin gelten, sind in ihrer Heimath als
Feiglinge verrufen, die sich von Sklavenjägern gleich Schafen
wegtreiben und ausrauben liessen; dieselben Bakongo am unteren
Kongo, die Vielen — und mir selbst — als das elendeste, feigste
Gesindel Afrikas erschienen, sie bilden heute als Soldaten des
Kongostaates den Schrecken der Araber in Manyema.
Mit dem Soldatenkleid scheint der Schwarze — und vielfach ja
auch der Weisse — einen anderen Menschen anzuziehen und wer
es versteht, diesem den rechten Geist einzuflössen, der kann auch
den Neger zum Helden erziehen.
Am 22. Mai setzte ich mit einer Abtheilung über den Fluss, um
nach etwaigen Ueberlebenden der Patrouille Munyishomari's zu
suchen. Ich hatte jedoch kaum einen Kilometer zurückgelegt, als
Schiessen und wüthendes Angriffsgeschrei der Eingeborenen mich
in's Lager zurückriefen. Bald nach meinem Abmarsch sah Mzimba
plötzlich, wie aus dem Boden gewachsen, Hunderte schwarzer
Krieger mit wilden Federkopfputz auf das Lager anrücken. Er liess
sofort die Trommel rühren, um mich zurückzurufen, besetzte den
Flussübergang, schickte eine Patrouille in die rechte Flanke, um den
Eingeborenen ein Umzingeln des Lagers unmöglich zu machen und
griff diese hierauf, ohne ihr Kommen zu erwarten, energisch an. Ein
paar wohlgezielte Salven — die Leute bekamen mit der Zeit Uebung
— richteten schwere Verheerungen an und ich kam gerade zurecht,
um auch meinerseits durch energischen Flankenangriff die
Niederlage zu vollenden. Ihre Waffen grösstentheils wegwerfend
rannten die Krieger — wohl 800 an der Zahl — davon; die Panik war
so gross, dass wir einige derselben abfangen konnten. Wir brannten
hierauf sämmtliche Dörfer nieder und schickten einen der
Gefangenen an die Eingeborenen ab, um sie aufzufordern, die
Gewehre der gefallenen Soldaten herauszugeben, was auch
geschah.
Am 23. Mai verliessen wir das Ufergebiet des Nyansa und
marschirten durch welliges, unbewohntes Land, aus welchem sich
im Osten der ansehnliche Mrandirira-Berg erhob. Jenseits des
Kihemba-Baches trafen wir auf Dörfer freundlicher Waschaschi, bei
welchen wir gastliche Aufnahme fanden und uns einen Tag erholten.
Dort erfuhren wir erst, warum die Mugango-Leute uns überhaupt
angefallen hatten. Der Wagaya-Häuptling Kaditi von Irieni hatte
ihnen nämlich bei der Nachricht von unserem Herannahen
geweissagt, dass unsere Gewehre nicht losgehen und sie unsere
Tauschwaaren erbeuten würden. Vielleicht hätten sie aber doch
einen Angriff nicht gewagt, wenn der Zwischenfall mit dem
vermissten Sudanesen nicht eingetreten wäre. Dieser kranke,
wehrlose Mensch war von ihnen niedergemacht worden, worauf sie
die abgesandten Patrouillen, die sie für Strafabtheilungen hielten,
angriffen. Die leichte Zersprengung derselben ermuthigte sie zu dem
grösseren Angriff, der ihnen verhängnissvoll wurde.
Am 25. Mai durchzogen wir stärker gewelltes Kampinen-Land,
aus dem die dunklen Euphorbienhecken der Dörfer hervorsahen.
Diese lehnen sich meist an malerische Anhäufungen ungeheuerer
Granitblöcke, deren Zinnen den Eingeborenen als Aussichtsthürme
dienen. Zugleich sind diese auch der beliebte Aufenthalt zahlreicher
grosser Affen und von weitem ist es oft schwer zu unterscheiden, ob
Affen oder Waschaschi auf den Felsen herumklettern. Zwischen
Felsen am Gipfel eines Hügels lag auch das Dorf U a n é ke r a, wo
wir zwischen den braunen Kegeldächern der Hütten lagerten. Wir
wurden freundlich aufgenommen und erhielten massenhaft Arachis,
die hier die Hauptnahrung bildet. Diese Erdnuss, die geröstet einen
mandelähnlichen Geschmack hat, ist in kleinen Mengen recht
angenehm zu geniessen, erregt jedoch als ständige Nahrung selbst
bei abgehärteten Negermagen Beschwerden, so dass es erstaunlich

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Business Statistics, 4th Global

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Statistics for Business & Economics 14e Edition David

Business Analytics : Global Edition James R. Evans

GLOBAL 4: Global Business 4th Edition Mike W. Peng

Statistics for Business and Economics, 10th Global

Business Statistics: Communicating with Numbers, 4e 4th

Essentials of Statistics for Business & Economics 9th

Global Business 4th Edition by Mike W. Peng

Essentials of Modern Business Statistics with Microsoft

Sharpe • De Veaux • Velleman

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To my father, whose daily stories informed me how the world

To my father, who taught me about ethical business practice by

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Richard D. De Veaux (Ph.D. Stanford University) is an internationally known educator, con-

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Part I Exploring and Collecting Data

Part II Modeling with Probability

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Chapter 6 Random Variables and Probability Models (Metropolitan Life

Part III Gathering Data

Chapter 9 Data Sources: Experiments (Capital One) 312

Part IV Inference for Decision Making

Chapter 11 Confidence Intervals for Means (Guinness & Co.) 376

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Chapter 12 Testing Hypotheses (Casting Ingots) 413

Chapter 13 More About Tests and Intervals (Traveler’s Insurance) 451

Chapter 14 Comparing Two Means (Visa Global Organization) 479

Chapter 15 Inference for Counts: Chi-Square Tests (SAC Capital) 525

Part V Models for Decision Making

Chapter 17 Understanding Residuals (Kellogg’s) 597

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Chapter 18 Multiple Regression (Zillow.com) 639

Chapter 19 Building Multiple Regression Models (Bolliger and Mabillard) 680

Chapter 20 Time Series Analysis (Whole Foods Market®) 729

Part VII Online Topics

Chapter 23 Nonparametric Methods (i4cp) 23-1

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Chapter 24 Decision Making and Risk (Data Description, Inc.) 24-1

Chapter 25 Analysis of Experiments and Observational Studies 25-1

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What’s New in This Edition?

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moved the analysis of such designs (ANOVA), which many instructors

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Our Goal: Read This Book!

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Here are some specific notes:

Providing Real-World Context

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Promoting Problem Solving

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Videos with Optional Captioning. Videos, featuring the Business Statistics

IN PRACTICE 1.2 Gaining insight from data by identifying