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HP2-E47 - Selling HP Value Support Services - BrainDump Information

Vendor Name : HP
Exam Code : HP2-E47
Exam Name : Selling HP Value Support Services
Questions and Answers : 53 Q & A
Updated On : March 20, 2019
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HP2-E47 exam Dumps Source : Selling HP Value Support Services

Test Code : HP2-E47
Test Name : Selling HP Value Support Services
Vendor Name : HP
Q&A : 53 Real Questions

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HP Selling HP Value Support

if you Had purchased HP Shares Three Years in the past You’d Have Made 75% | killexams.com Real Questions and Pass4sure dumps

The HP Inc. (NYSE:HPQ) share rate has had a nasty week, falling 17%. but over three years, the returns would have left most buyers smiling in reality, the business’s share expense bested the return of its market index in that time, posting a benefit of seventy five%.

See our latest evaluation for HP

whereas markets are a powerful pricing mechanism, share fees mirror investor sentiment, no longer just underlying enterprise efficiency. One imperfect however primary way to accept as true with how the market belief of a company has shifted is to evaluate the alternate within the earnings per share (EPS) with the percentage rate move.

HP become able to grow its EPS at 9.6% per yr over three years, sending the proportion fee better. In comparison, the 21% per year gain within the share expense outpaces the EPS growth. This suggests that the market is feeling extra positive on the inventory, after the remaining few years of growth. It’s now not bizarre to peer the market ‘re-cost’ a stock, after a number of years of growth.

that you can see how EPS has modified over time within the image under (click on on the chart to peer the exact values).

NYSE:HPQ past and Future salary, March third 2019


We be aware of that HP has greater its final analysis currently, however is it going to develop earnings? examine if analysts believe HP will grow profits in the future.

What About Dividends?

When taking a look at investment returns, it is vital to accept as true with the difference between total shareholder return (TSR) and share rate return. The TSR comprises the value of any discounted capital raisings, together with any dividends, in response to the belief that the dividends are reinvested. It’s fair to assert that the TSR gives a greater finished photo for shares that pay a dividend. in the case of HP, it has a TSR of ninety two% for the remaining three years. That exceeds its share fee return that we up to now outlined. And there’s no prize for guessing that the dividend payments largely clarify the divergence!

a special standpoint

while the broader market gained round 5.7% in the final 12 months, HP shareholders misplaced 15% (even together with dividends). Even the proportion fees of good stocks drop on occasion, however we want to see improvements in the fundamental metrics of a company, earlier than getting too interested. long run traders wouldn’t be so upset, on the grounds that they would have made 10%, every yr, over 5 years. It could be that the fresh sell-off is an opportunity, so it can be value checking the simple information for indications of an extended term boom fashion. if you want to research HP in additional detail you then might want to take a glance at whether insiders were buying or promoting shares in the enterprise.

we will like HP stronger if we see some huge insider buys. whereas we wait, take a look at this free record of transforming into companies with considerable, recent, insider purchasing.

Please word, the market returns quoted in this article replicate the market weighted general returns of stocks that presently exchange on US exchanges.

We intention to bring you lengthy-time period concentrated research evaluation pushed by way of simple data. observe that our evaluation may additionally not component in the newest cost-sensitive company announcements or qualitative material.

if you spot an error that warrants correction, please contact the editor at editorial-team@simplywallst.com. this article by way of conveniently Wall St is general in nature. It does not constitute a recommendation to purchase or sell any inventory, and doesn't take account of your pursuits, or your financial circumstance. effortlessly Wall St has no position within the stocks outlined. thank you for studying.

Eagle Asset management Inc. Has $4.fifty three Million position in HP Inc. (HPQ) | killexams.com Real Questions and Pass4sure dumps

Eagle Asset administration Inc. cut its holdings in HP Inc. (NYSE:HPQ) by 6.6% during the 4th quarter, HoldingsChannel experiences. The fund owned 221,225 shares of the computer maker’s inventory after selling 15,564 shares all the way through the duration. Eagle Asset management Inc.’s holdings in HP had been value $four,526,000 as of its most recent SEC filing.

other hedge funds have also introduced to or decreased their stakes in the business. Athena Capital Advisors LLC purchased a new place in HP within the 4th quarter valued at approximately $29,000. Ipswich investment management Co. Inc. bought a new position in HP within the 4th quarter valued at approximately $31,000. Clarus Wealth Advisors bought a new place in HP in the 4th quarter valued at approximately $39,000. Legacy Bridge LLC purchased a brand new place in HP within the 4th quarter valued at approximately $39,000. ultimately, Virtus ETF Advisers LLC lifted its position in HP by using 55.four% within the 4th quarter. Virtus ETF Advisers LLC now owns 1,980 shares of the computer maker’s stock valued at $41,000 after acquiring an extra 706 shares in the remaining quarter. 80.01% of the stock is at the moment owned through institutional investors and hedge dollars.

NYSE HPQ opened at $19.fifty three on Tuesday. The company has a market cap of $36.88 billion, a PE ratio of 9.67, a PEG ratio of 2.30 and a beta of 1.forty three. HP Inc. has a 1-12 months low of $19.22 and a 1-year high of $27.08.

HP (NYSE:HPQ) final posted its quarterly income statistics on Wednesday, February twenty seventh. The desktop maker mentioned $0.52 EPS for the quarter, hitting the consensus estimate of $0.52. The firm had revenue of $14.71 billion during the quarter, in comparison to analyst estimates of $14.eighty one billion. HP had a bad return on fairness of 188.62% and a internet margin of 9.eleven%. HP’s income become up 1.3% on a yr-over-yr foundation. throughout the identical length within the prior yr, the enterprise posted $0.forty eight EPS. On usual, promote-side analysts predict that HP Inc. will submit 2.14 revenue per share for the present fiscal 12 months.

The enterprise also recently disclosed a quarterly dividend, which can be paid on Wednesday, April 3rd. Stockholders of checklist on Wednesday, March 13th should be paid a $0.1602 dividend. The ex-dividend date is Tuesday, March twelfth. This represents a $0.sixty four annualized dividend and a dividend yield of 3.28%. HP’s dividend payout ratio (DPR) is 31.68%.

a couple of equities analysts have these days weighed in on the company. ValuEngine cut HP from a “hang” rating to a “sell” rating in a record on Thursday, February 28th. BMO Capital Markets reissued a “grasp” ranking and set a $22.00 price target on shares of HP in a report on Wednesday, February 27th. Wolfe analysis assumed insurance on HP in a document on Tuesday, December 11th. They set an “outperform” score on the inventory. Royal financial institution of Canada reissued a “purchase” rating and set a $26.00 fee goal on shares of HP in a document on Wednesday, January 2nd. eventually, JPMorgan Chase & Co. set a $26.00 expense goal on HP and gave the company a “neutral” score in a file on Friday, November thirtieth. Two analysts have rated the stock with a sell rating, six have given a cling ranking and 9 have issued a purchase rating to the inventory. The stock at the moment has an average rating of “cling” and an average target price of $26.38.

In different information, insider Dion J. Weisler bought 116,134 shares of the company’s stock in a transaction on Tuesday, December 11th. The inventory turned into offered at a normal cost of $22.ninety nine, for a complete price of $2,669,920.66. Following the completion of the sale, the insider now at once owns 1,248,276 shares within the enterprise, valued at approximately $28,697,865.24. The transaction was disclosed in a document filed with the Securities & exchange fee, which is accessible at the SEC website. additionally, insider Alex Cho offered 28,774 shares of the enterprise’s inventory in a transaction on Friday, December 14th. The inventory become bought at a standard fee of $22.30, for a complete value of $641,660.20. The disclosure for this sale can be found right here. company insiders own 0.25% of the company’s stock.

WARNING: “Eagle Asset management Inc. Has $four.fifty three Million place in HP Inc. (HPQ)” became at first published with the aid of Markets every day and is the property of of Markets daily. if you're viewing this story on an additional area, it became stolen and reposted in violation of US and overseas trademark & copyright legislation. The felony version of this story can also be accessed at https://www.themarketsdaily.com/2019/03/05/eagle-asset-administration-inc-has-four-fifty three-million-position-in-hp-inc-hpq.html.

HP company Profile

HP Inc gives items, technologies, application, options, and services to particular person buyers, small- and medium-sized companies, and large companies, including valued clientele in the govt, fitness, and training sectors global. It operates via very own programs and Printing segments. The personal techniques section presents industrial personal computer systems (PCs), client PCs, workstations, skinny shoppers, commercial capsules and mobility gadgets, retail element-of-sale programs, displays and different connected add-ons, utility, guide, and capabilities for the industrial and client markets.

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Stretford Public Hall is the kind of building that embodies the idea of the public good. A magnificent, Grade II listed red-brick Victorian edifice, it has served the local community in Trafford, Manchester, since 1878. Home to one of the first libraries in the city, as well as public baths and a civic theatre, it has hosted community celebrations for the end of both world wars as well as events ranging from debates, meetings, plays and speeches by everyone from Oswald Mosley to Tony Benn to dances and historic Rock Against Racism concerts featuring the Fall and John Cooper Clarke.

In December 2013, Annoushka Deighton, chair of the Friends of Stretford Public Hall, discovered via a news story on Facebook that the cash-strapped local council had put it on the market – and the most likely buyer was a “heavyweight” property developer who wanted to turn it into flats. “The council were under enormous pressure, because of cuts to their budget, and wanted to see what the best deal they could get for it [was].”

It was, Deighton and her neighbours quickly realised, “a tragedy in the making. Once you sell off a building like that, it’s lost to the community forever. Stretford is a very neglected part of quite a rich borough. We were always seen as the rubbish end of town, the pubs and bars were all closing down, there’s very little social space and it’s really looked down on. Directly opposite the hall is a 1930s cinema, which is privately owned, and hasn’t been open for 20 years. If [Stretford Public Hall] had shut as well, it felt like that would have been the end of the town.”

Top 10 councils selling off assets

Eventually, after a hard-fought campaign featuring hundreds of volunteers, the local community took control of it themselves in 2015, and saved it from being sold off. Many other communities have not been so fortunate.

Far-reaching research by the Bureau for Investigative Journalism and HuffPost UK has found that nine years of swingeing central government cuts to local council budgets have resulted in a vast and irreversible sell-off of public assets. Of England’s 354 local authorities, 301 replied to the primary Freedom of Information (FOI) request, which revealed that between 2014 and July 2018, more than 12,000 publicly owned assets have been offloaded by local councils. In total more than £9.1bn was generated.

Some of the assets sold off are grand historic buildings; some are small scraps of land. All are now gone forever, in a one-off fire sale of public assets accumulated over many decades, intended to serve the public good, and now generating profit for their new private owners.

Replies to the Bureau’s second set of FOI requests were even more comprehensive (342 out of 354) – and alarming. These concerned the use of “flexible capital receipts”, and showed that in many cases local councils have begun offloading their assets – playing fields, community centres, libraries, youth clubs, swimming pools – to fund redundancies made necessary by central government cuts.

Until new legislation was introduced in April 2016, councils had to to use any proceeds raised from selling land and buildings they own to buy new assets. David Cameron’s government changed all that by allowing them to invest the proceeds of any assets sold by April 2019 to fund frontline services.

A campaign involving hundreds of volunteers saved Stretford Public Hall from passing into private hands. It is now community-run. Photograph: MEN Media

FOI data shows that in the first two years following the change in the law, at least 64 councils – one-fifth of those who responded – used these capital receipts to plug gaping holes in their budgets. Often, this has included redundancy payments.

In some cases, desperation has driven local authorities to offload these public assets at knock-down prices. Northamptonshire – which relied on selling assets to plug huge gaps in its finances – got rid of land or buildings it owned for less than they were worth on 12 separate occasions, potentially missing out on income of £6.3m. Half of these under-value sales were to property developers.

Biggest asset selloff graphic

Labour’s shadow secretary of state for housing, communities and local government, Andrew Gwynne, was unequivocal about where the blame lies – not with the local councils scrambling to sell the family silver in order to balance the books, but with central government in Westminster: “This is a crisis of the Tories’ own making, forcing councils to sell libraries, youth centres and playing fields to make ends meet.”

It is hard not to see the great public sell-off as a tragic unravelling of the public good, a rapid dismantling of a public realm forged over a century and a half at local level, and a desecration of the legacy of the Victorian and Edwardian idealists – from factory workers to wealthy philanthropists – who believed that a rich, healthy and fulfilling civic, social and leisure life was a right held by all the people who flooded into Britain’s towns and cities, not just a tiny group who could afford tennis courts or gardens on the grounds of their mansions, or private libraries in their stately homes.

Taming the urban wild west

To understand this disaster, it is important to remember how cities came to be the sprawling, densely populated, messy agglomerations that preceded serious urban planning, regulation and governance. The urbanisation of the 19th century was more akin to an urban wild west than anything else. London’s population grew from around 950,000 in 1801 – the year of the first census – to 4,775,000 in 1881. Manchester went from 75,000 to 500,000; Leeds from 100,000 to 430,000; Birmingham from 95,000 to 530,000. By this point, after decades of chaotic expansion driven by the industrial revolution and its accompanying “railway mania”, more than 70% of the British population was urban. But for the new city-dwelling working classes, their experience of the city was overwhelmingly crowded, dirty, disease-ridden and deadly. Life for the majority was poor, nasty, brutish and short.

It says, ‘your neighbourhood isn’t important anymore,’ if you’ve got this crumbling, once-beautiful building on your doorstep

Vivienne Harrison

Ebenezer Howard’s Garden Cities of Tomorrow, written in 1902, captured the spirit of the age, contending that “crowded, ill-ventilated, unplanned, unwieldy, unhealthy cities,” were “ulcers on the very face of our beautiful island ... These crowded cities have done their work; they were the best which a society largely based on selfishness and rapacity could construct.” In their place, he proposed cities with a “beautiful and well-watered garden” at their heart, surrounded by “the larger public buildings: town hall, principal concert and lecture hall, theatre, library, museum, picture-gallery, and hospital”.

Howard’s vision of a rich cultural and leisure life as basic civic rights, created by and maintained in the name of the public good, became the foundation of the garden cities movement, and influential on urban planning in general. New towns built by entrepreneur-philanthropists like Titus Salt in Yorkshire incorporated baths and wash houses, parks, hospitals and schools. Advertisements for Letchworth Garden City promised “the health of the country, the comforts of the town” – but the health and happiness of those who remained in the existing cities desperately needed addressing, too.

‘The health of the country, the comforts of the town’: Letchworth Garden City, created by the British urban planner Ebenezer Howard. Photograph: Culture Club/Getty Images

As towns and cities expanded in the 19th century, the newly created local authorities used their expanding powers to build public baths, wash houses, parks, concert halls, theatres, museums, cemeteries, schools and libraries – “the trappings of civilised living,” as Simon Heffer put it in his book about the Victorian era, High Minds. Some of it was led by wealthy philanthropists, but state intervention was needed too: the patchwork contributions to public life of paternalistic industrialists still left far too many gaps.

Following growing pressure from ordinary people – sometimes in public meetings held in these very buildings now being sold off – local authorities began to use compulsory purchase powers to seize land and build public parks, providing much-needed space for leisure and exercise, as well as dissipating some of the stench of cities still in need of sanitation systems. A series of new laws, like the 1866 Metropolitan Commons Act, enabled local authorities to preserve and improve these new open spaces. Local councils were increasingly taking the initiative to uphold the second half of the old socialist poem and slogan, “bread for all, and roses, too” – the idea that leisure and joy were as much a right as basic health and nutrition.

A lot of councils don’t have policies in place to think about alternatives to selling off properties to the private sector

Tony Armstrong

It seems entirely likely that historians will look back on the 2010s as a great unravelling of these long-standing principles: generating local civic pride through the public spaces and buildings that communities share.

Some places are in particularly dire straits. The Bureau and HuffPost UK data shows that Birmingham City Council has spent £53m from asset sales to balance its books, more than any other local authority in England. As much as £26m of that revenue was used to fund redundancies at the council. The trend is set to continue: last week the council announced another 1,095 jobs would go over the next 12 months; their workforce has halved in size since 2010. Council leader Ian Ward called it the most challenging period in their 180-year history – they must now find another £46m of savings in the next financial year alone.

That puts more buildings in the firing line. The magnificent Moseley Road Baths in Birmingham’s Balsall Heath district is the only Grade II* listed swimming pool in the country that is open to the public. But it was very nearly lost to the public sector scrap-heap, too, when the council announced they had no choice but to close the building within a few months.

The main pool in Moseley Road Baths, Birmingham, before its refurbishment by the local community. Photograph: Alamy

It was saved by the local community, who now own and run it themselves. “The problem is that pools don’t make money,” said Vivienne Harrison, a local resident and a trustee of the baths. “It’s always pools and libraries that are hardest for councils to justify – they’re not profit-making enterprises.”

It is now run by community volunteers. “We were training lifeguards, learning the quirks of the boiler system – and doing it all ourselves,” says Harrison. “The baths were built for the people of Balsall Heath, along with the library, as an incentive for them to join the city of Birmingham; so it has that origin in civic pride and ambition, the idea that Birmingham was going to be this great city – so, you know, come and join it.”

There isn’t enough money in the world to buy the community spirit you generate by keeping these places open

Annoushka Deighton

Public health was a key imperative for its creation in the Victorian era: indeed its “slipper baths”, for public hygiene, rather than swimming, only closed in 2004. “It’s quite a deprived area in many ways,” Harrison says. “There’s some quite shocking statistics in terms of life expectancy, levels of heart disease and diabetes, levels of obesity. Having a facility like that where people can swim and exercise is essential.”

Aside from its practical utility – the service it provides to swimmers – Harrison thinks that the message sent by keeping hold of public assets like this is of considerable value.

“As a building it’s important internationally, in terms of its heritage significance, but it’s also just very important locally that that building is open to the public for swimming. Because if it closes, it becomes another rundown building in an area that’s not really got much investment in it. And when it’s smack in the middle of the high street, that’s such a powerful signal to send to people, isn’t it? It says, ‘your neighbourhood isn’t important anymore’, if you’ve got this crumbling, once-beautiful building on your doorstep.”

Community ownership

Last year, following their own FOI research into the sale of public buildings, pools, parks and piers, the NGO Locality launched a Save Our Spaces campaign to support local communities trying to prevent such sales and explore models of community ownership. They helped advise both the Moseley Road Baths and Stretford Public Hall campaigns.

“Part of the problem is a lot of councils don’t have policies in place to think about alternatives to selling off properties to the private sector,” says Tony Armstrong, Locality’s CEO. “Councils are under a huge amount of pressure, and we definitely sympathise with them, but when they look at plugging these budget holes in the short term, once they’ve done that, they can’t do it again - and these places are lost forever.”

In a period of austerity, non-profit making services are “just seen as a drain”, Armstrong says.

“It probably sounds like jargon, but we talk about this concept of ‘social infrastructure’. It’s common sense really, but what brings communities together is the common experiences that we share, and a big part of that is the tangible, physical places where we get together.”

During periods of austerity, non-profit services such as libraries and public pools are seen by councils as simply a drain on resources, say campaigners. Photograph: Leon Neal/Getty Images

Armstrong points to rising concern about isolation and an epidemic of loneliness among older Britons – which has raised concern in Westminster, too.

“It’s not surprising that people feel isolated, if there’s physically nowhere for people to come together and just have a coffee, or somewhere they might run into a neighbour, a friend or an acquaintance. When facilities like libraries or community centres are sold off, we lose something much more dramatic than just a building. If you only look at it in terms of ‘can we make these spreadsheets stack up?’, without thinking about how to retain that community spirit in a local place, you lose something really valuable.”

Since the community took over Stretford Public Hall, more than 300 people have volunteered, according to Deighton – of ages ranging from teens to those in their 80s, from plasterers to electricians, and for tasks from painting and decorating to teaching classes or running the hall’s social media.

These last-ditch campaigns shouldn’t be necessary, says Armstrong – nor are they guaranteed to succeed. “We’re not going to pretend that it’s really easy,” he says. “It requires a lot of what is sometimes called ‘sweat equity’ – it’s hard work! But we need to make it as easy as possible for communities to be able to do this kind of thing.”

For Deighton, it’s a fight well worth having. “A short-term loss of an asset like [Stretford Public Hall] gives the council a short-term financial gain, but then that’s it, forever. There isn’t enough money in the world to buy the community spirit you generate by keeping these places open.”

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Just over five months ago, U.S. Bank announced that it would sell its ATM managed services business and MoneyPass surcharge-free network to Fiserv for $690 million. At the time of the sale, Tim Welsh, U.S. Bank vice chairman of consumer banking sales and support, said that the move would allow the bank to reinvest in its core businesses.

One of those businesses is U.S. Bank Cash Management Services. In recent months, this business unit has been at work reviewing and refining services provided to the financial institutions, independent ATM deployers and retail operators that make up its customer base.

At the recent ATM Industry Association US conference in Orlando, ATM Marketplace caught up with Laura L. Jones, a senior vice president at U.S. Bank and, since November, director of the bank's cash management services business unit. She offered a look at two new initiatives the bank is now rolling out to customers.

Q: Let's start by talking about how your current cash services program was created.

A: Sure. So, last year U.S. Bank sold the MoneyPass network and the ATM processing piece of our business, but what has been core and what remains is the cash management service business, which includes cash reconciliation, forecasting, provisioning, of course, and management.

We're still the largest and most tenured cash provider in the industry. We have $3 billion — billion with a 'B' — dollars of monthly cash balance, we have a great team, and we are focused on what’s next

Q: So, what isnext and how did you decide where to start?

A: When I took over, I sat down and I asked one simple question: “What do customers want and how quickly can we get it?" Then we developed two new product enhancements that we have built to roll out fairly quickly.

The first is 56-day cash forecasting and replenishment. What that allows is for customers that have lower volume machines that maybe don't need to have a replenishment every 28 days to have a longer cycle. It lowers the cost for replenishment of that machine, but still provides the service that they've come to expect from us.

The second thing is something we’ve heard over and over, "Get me out of the middle with the vendor." And so we gladly stepped in and created armor carrier management where we will handle the full range of services.

We will coordinate the vendor meets, we will do the replenishment and we will take all the different invoicing, make sure it's correct, and then provide them one bill. And what that does, then, is free them up to be able to focus on growing their business and not managing a vendor. And that's been really well received.

Q: Help me understand a little bit more about how armored carrier works now.

A: Previously our clients would have the relationship with the armored carrier. They would contract directly with the carrier, and they would have to manage all the different invoices for all the different sites. They'd have to coordinate and run all that down. The change we are offering is that we will handle that work on their behalf. We will help manage that aspect which then frees them up to focus on other parts of their business.

Q: So you become the all-in-one supplier for them as far as cash, cash forecasting and cash management?

A: Yes, the centralized source to help make things more simplified for our customers.

Q: Will your customer base be both independents and FIs?

A: One of the strategic decisions we've made is to grow our customer base. And so we still provide services to the independent ATM deployers, of course. But there's a lot of need in this space from financial institutions.

Our industry, the overall financial services industry, is really evolving and there's a lot of exciting things going on out there, whether it's cash recyclers, whether it's smart safes. And financial institutions, are asking, "How do I engage my customer base in a more effective manner?"

A lot of that has to do with changes in how we think about branches and how we think about ATMs and the value they bring. And we're here to support all of it.

We're spending the next couple of months thinking about where we go next in that evolution. We absolutely are here to support financial institutions with their cash needs and their armored carrier needs — something we know very well. Evolving into the FI space is just a very natural progression in our minds for where we go next.

Q: You mentioned smart safes. Are you working with retailers as well?

A: We're in the exploratory phase with smart safes. We are talking to retailers about smart safes. We're talking to financial institutions about how we can support that. We're really looking at this industry because it's becoming widely adopted and there's more and more need for support for this sort of product.

Q: Let's talk about reporting … anything new there?

A: We are looking at doing enhancements to our cash ordering and reconciliation software which is known to our customers as Trakker. We are also looking at mobile technology and finding ways to help enhance what we currently have. That's on my dashboard of things, but I don't have any specifics to discuss just yet.

Q: I assume that you've already been talking with some clients about this and I'm just curious to know what kind of reception it's getting.

A: They're really happy we're listening. I think that's the big thing. Fifty-six day replenishment is one of the things they've been asking about for some time. And so it just makes sense. We've had some very fast adopters. We just rolled out our new product enhancements, so we are beginning our marketing campaign to let our clients know about these exciting developments. Reception has been very positive. Clients appreciate the flexibility we're providing them to help with their varied deployment needs.

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References :

Dropmark : http://killexams.dropmark.com/367904/11653302
Wordpress : http://wp.me/p7SJ6L-115
Issu : https://issuu.com/trutrainers/docs/hp2-e47
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weSRCH : https://www.wesrch.com/business/prpdfBU1HWO000JEKG
Box.net : https://app.box.com/s/22x3m6s14x47rrg2zgttnslplgz6qyqs
publitas.com : https://view.publitas.com/trutrainers-inc/real-hp2-e47-questions-that-appeared-in-test-today
zoho.com : https://docs.zoho.com/file/5r1nhf565550fa4f941cab2d5f497038cd9c6
Calameo : http://en.calameo.com/books/004923526508af0e66aec

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