Keurig, a global coffee and beverage company, faces both strong global forces of cost reduction and local responsiveness in the international market. These forces present challenges and opportunities for Keurig's expansion strategies.
1. Keurig faces strong global forces of cost reduction in the international market. The company operates in a highly competitive industry where price plays a significant role in consumer choices. To remain competitive, Keurig needs to streamline its operations, optimize its supply chain, and achieve economies of scale to reduce costs. This involves sourcing raw materials and manufacturing components from low-cost regions, negotiating favorable contracts with suppliers, and implementing efficient production processes. Additionally, Keurig needs to maintain price competitiveness to attract customers in various international markets.
2. Simultaneously, Keurig also faces strong global forces of local responsiveness. Consumer preferences, tastes, and cultural differences vary across different countries and regions. To succeed internationally, Keurig must adapt its products, marketing strategies, and distribution channels to cater to the unique needs and preferences of local consumers. This may involve developing region-specific product variations, partnering with local distributors, and conducting extensive market research to gain insights into local consumer behaviors. By demonstrating sensitivity to local preferences, Keurig can establish a stronger presence in international markets and gain a competitive advantage.
3. In conclusion, Keurig faces both strong global forces of cost reduction and local responsiveness in the international market. While cost reduction is crucial for maintaining competitiveness, local responsiveness is equally important for meeting the diverse needs of consumers in different regions. Balancing these forces requires strategic decision-making, market analysis, and effective execution of international expansion strategies. By addressing these global forces effectively, Keurig can navigate the complexities of the international market and achieve sustainable growth.
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France has a system that places worker representatives on the boards of directors of corporations and requires worker participation in decision making at the shop floor level. The system is called co-determination. True False
France has a system that places worker representatives on the boards of directors of corporations and requires worker participation in decision making at the shop floor level.
The system is called co-determination.The statement given above is incorrect. Co-determination is a system that originated in Germany and not in France. Germany has a system called Mitbestimmung, where worker participation in the decision-making process is mandated, and worker representatives are placed on the boards of directors of corporations.
Companies that have more than 100 employees must have worker participation under the Mitbestimmung system. In contrast, France has a different system where the workers are represented in a different way.
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You live at 123 Maple Street here in Kamloops, BC (postal Code T6C 1R9). In the past few months, potholes in the street outside your home have damaged cars and, on one occasion, caused a serious collision when a car swerved to avoid a pothole and hit a pickup truck head-on. The driver of the pickup truck, Robert Klutz, was only shaken up in the crash. But, you worry that if the pothole problem isn’t fixed soon, there will be more accidents--with the possibility of serious injury or even death. You want the city to repair the street in the very near future.
Using the AIDA format, write a persuasive, letter to your local city councillor, Catherine MacDuff, asking city council to repair the Maple Street potholes as soon as possible. The address for City Hall is 7 Victoria Street, Kamloops, BC, V2C 1A2. Because this is a city council election year, you are hoping the Councillor will be moved to act quickly. Again, make up any details you need to make your letter both realistic and persuasive.
[Your Name]
123 Maple Street
Kamloops, BC
T6C 1R9
[Date]
Councillor Catherine MacDuff
City Hall
7 Victoria Street
Kamloops, BC
V2C 1A2
Subject: Urgent Repair of Maple Street Potholes
Dear Councillor MacDuff,
I hope this letter finds you in good health and high spirits. I am writing to you as a concerned resident of Maple Street, where the persistent issue of potholes has become a growing concern for the safety and well-being of our community. With the upcoming city council election, I believe now is the opportune time for our voices to be heard and for action to be taken swiftly.
Over the past few months, the condition of our street has deteriorated significantly, resulting in numerous incidents of vehicle damage and even a serious collision. I witnessed firsthand the impact of these potholes when a car swerved to avoid one and collided head-on with a pickup truck. While Mr. Klutz, the driver of the pickup truck, was fortunate to escape with minor injuries, I fear that if the potholes are not addressed promptly, the risk of more accidents, serious injuries, or even fatalities will only increase.
As residents of Maple Street, we take pride in our community and believe that our safety should be a top priority. The current state of the road not only poses a threat to motorists but also impacts the overall livability of our neighborhood. It is disheartening to witness the deterioration of our street, which negatively affects property values and the quality of life for all residents.
I kindly request your assistance and influence in ensuring that the Maple Street potholes are repaired as soon as possible. Immediate action is necessary to prevent further incidents and alleviate the concerns of the residents who rely on this street every day. By addressing this issue promptly, you will not only demonstrate your commitment to the welfare of our community but also gain the trust and support of residents during this crucial election year.
I understand the challenges that city council faces in allocating resources and managing various projects. However, I believe that the safety and well-being of the community should always be a top priority. Repairing the potholes on Maple Street will not only enhance road safety but also contribute to the overall attractiveness and functionality of our neighborhood.
I kindly request an opportunity to discuss this matter further with you and present any additional information that might assist in expediting the repair process. I am confident that with your dedication and leadership, we can work together to make a significant difference in the lives of the residents of Maple Street.
Thank you for your attention to this matter, and I look forward to a positive response.
Yours sincerely,
[Your Name]
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Advertising is classified according to its purpose. Which of the following is NOT a purpose of advertising? 1) To Persuade 2) To Inform 3) To Degrade 4) To Remind
Advertising serves various purposes, such as informing, persuading, and reminding consumers about products or services. Hence all of the given options are correct.
However, the purpose of degrading is not a legitimate objective of advertising. In fact, advertising typically aims to enhance the image and reputation of a brand, rather than diminish it. Degrading or belittling competitors or their products is considered unethical and can damage the advertiser's own reputation. The primary goal of advertising is to communicate the value, features, and benefits of a product or service to the target audience. Informative advertising provides factual information to educate consumers about the product's attributes and uses.
Persuasive advertising aims to influence consumer behavior by appealing to emotions, desires, and needs. Reminder advertising reinforces brand awareness and encourages repeat purchases or re-engagement. While advertising can be creative and use various strategies to capture attention, the intent is typically positive and focused on building brand loyalty and increasing sales, rather than degrading or demeaning competitors or their offerings.
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30. In Country A, the government increases its expenditures by NIS 200 million. If the MPS is equal to 0.5, the government's action real GDP by (a) Increases; NIS 400 million. (c) Increases; NIS 200 million. (b) Decreases; NIS 400 million. (d) Has no effect on; NIS 0 . 31. Automatic stabilizers are designed to: (a) Promote global trade. (c) Moderate changes in disposable income. (b) Simplify the tax system. (d) Stabilize the bipartisan budget process. 32. A recession begins in January but government policy makers do NOT reach an agreement/decision that a recession had in fact begun until June. This is an example of a(n) : (a) Recognition time lag. (c) Effect time lag: (b) Action time lag. (d) Quick time lag.
30. If the MPS is equal to 0.5, the government's action real GDP by (a) Increases; NIS 400 million.
31. Automatic stabilizers are designed to: (c) Moderate changes in disposable income.
32. (a) Recognition time lag.
(a) Increases; NIS 400 million.
The government's increase in expenditures by NIS 200 million will have an impact on the economy through the multiplier effect. The multiplier effect is determined by the marginal propensity to consume (MPC) or the marginal propensity to save (MPS). In this case, if the MPC is 1 - MPS, which is 1 - 0.5 = 0.5, it means that for every additional unit of income, half of it will be consumed.
Given that the government expenditure is increasing by NIS 200 million, and the MPS is 0.5, the total increase in real GDP can be calculated using the multiplier effect:
Increase in real GDP = (1 / MPS) * Increase in government expenditure
Increase in real GDP = (1 / 0.5) * 200 million = 400 million
Therefore, the government's action will increase the real GDP by NIS 400 million.
(c) Moderate changes in disposable income.
Automatic stabilizers are designed to moderate changes in disposable income. They are built-in features of the fiscal system, such as progressive income taxes and unemployment benefits, that automatically adjust based on the economic conditions. During economic downturns, these stabilizers provide support to households and businesses by increasing government transfers and reducing tax burdens. This helps to stabilize disposable income and soften the impact of economic fluctuations.
(a) Recognition time lag.
The example given, where a recession begins in January but government policymakers do not reach an agreement or decision acknowledging the recession until June, represents a recognition time lag. A recognition time lag refers to the delay in recognizing and acknowledging the existence of an economic problem or downturn. It takes time for policymakers to gather and analyze economic data, assess the severity of the situation, and come to a consensus on the appropriate response.
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What is the equivalent annual cost in years 1 through 9 of a contract that has a first cost of $74,000 in year and annual costs of 0 $19,000 in years 3 through 9? Use an interest rate of 10% per year. The equivalent annual cost is determined to be $
Equivalent annual cost (E AC) refers to the annual cost of owning, operating, and maintaining an asset over its entire life.
The E AC for a project can be used to compare the project's total cost to the benefits over a given period. The calculation takes into account the first cost and all other costs incurred over the life of the asset, including annual operating and maintenance costs. Given that a contract has a first cost of 74,000 in year 1 and annual costs of 19,000 in years 3 through 9.
The E AC can be determined using the formula below:E AC = (A/P, i, n) + S(A/F, i, n) where P = Present Value i = interest rate n = life of the contract S = salvage value A = annual payment If the interest rate is 10%, the salvage value is 0, and the life of the contract is nine years, then the calculation is as follows:EA C = (74,000 + 0)(P/A, 10%, 9) + $19,000(A/P, 10%, 7) = 21,535.
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The income statement for Pepe Serna Company for the year ended December 31,2022 is as follows: Prepare the entries to close the revenue and expense accounts at December 31, 2022. (Credit account titles are automatically indented when the amount is entered. Do not indent manually.) Date Account Titles and Explanation Dec. 31 (To close revenue accounts) Dec. 31 (To close expense accounts)
These entries transfer the balances of the revenue and expense accounts to the Income Summary account. The Income Summary account will then be used to determine the net income for the year.
To close the revenue and expense accounts at December 31, 2022, you would make the following entries:
Date: December 31, 2022
Account Titles and Explanation:
(To close revenue accounts)
Debit: Revenue Accounts (e.g., Sales, Service Revenue, etc.)
Credit: Income Summary
(To close expense accounts)
Debit: Income Summary
Credit: Expense Accounts (e.g., Salaries Expense, Rent Expense, etc.)
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The Payback period for project \( A \) is : The Payback period for project \( B \) is : Using Pay Back period criteria, Project A is accepted (True, False) Using Pay Back period criteria Project B is
To determine the payback period for projects A and B, we need specific information about the cash flows involved in each project. Without those details, it is not possible to calculate the payback periods accurately.
The payback period is the time it takes for an investment to recover its initial cost through the cash flows it generates. It is a simple metric that helps assess the time required to recoup the investment.
Once we have the cash flow information, we can calculate the payback period by adding up the cash flows until the cumulative cash inflows equal or exceed the initial investment.
Given the lack of specific information about projects A and B, it is not possible to determine their payback periods or make any conclusions about their acceptance using the payback period criteria. The decision of whether to accept or reject a project based on the payback period would depend on the predetermined payback period threshold set by the company or investor.
To properly evaluate the acceptability of projects A and B based on the payback period, we need the cash flow details for each project.
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Company: Medicine - COVID Vaccine.
Type in the Mission Statement:
What is the reasoning of the mission statement? Explain and elaborate.
Type in the Core Values:
What is the reasoning of the core values? Explain and elaborate.
Mission Statement: Our company aims to provide effective and accessible COVID-19 vaccines to all individuals who need them around the world.
We are committed to conducting thorough research and development to ensure the safety and efficacy of our vaccines and to collaborating with healthcare professionals, policymakers, and communities to ensure equitable distribution and administration of our products.
Integrity - We uphold the highest ethical standards in all our actions, decisions, and interactions. We are transparent and honest in our communications and operations. We prioritize the safety and well-being of our patients and employees above all else.
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Troy Engines Ltd. manufactures a variety of engines for use in heavy equipment. The company has always produced all of the necessary parts for its engines, including all of the carburetors. An outside supplier has offered to produce and sell one type of carburetor to Troy Engines Ltd. for a cost of $54 per unit. To evaluate this offer, Troy Engines Ltd. has gathered the following information relating to its own cost of producing the carburetor internally: 1. Direct materials cost $33 per unit. 2. Troy Engines pays its direct labour employees $20 per hour; each carburetor requires 30 minutes of labour time. 3. Variable manufacturing overhead is allocated at 30% of direct labour cost. 4. Total fixed manufacturing cost amounts to $15 per unit, of which 60% is allocated common cost and the remaining 40% covers depreciation of special equipment and supervisory salaries. The special equipment has no resale value. Supervisory personnel will be transferred to a different department if the company decides to purchase the carburetor from the outside supplier. 5. Yearly production of this type of carburetor is 16,900 units. Required: 1-a. Assume that the company has no alternative use for the facilities that are now being used to produce the carburetors. Compute the total differential cost per unit for producing and buying the product. Total differential cost (per unit) in favour of 1-b. Should the outside supplier's offer be accepted? Yes No 2-a. Suppose that if the carburetors were purchased, Troy Engines Ltd. could use the freed capacity to launch a new product. The segment margin of the new product would be $150,000 per year. Compute the total differential cost for producing and buying the product. Total differential cost in favour of 2 Total differential cost in favour of continuing to make the parts purchasing from the outside supplier 2-b. Should Troy Engines Ltd. accept the offer to buy the carburetors for $54 per unit? Yes O No
1-a. Calculate differential cost per unit: subtract purchase cost from total production cost. 1-b. Accept offer if differential cost per unit is less than $54. 2-a. Compute total differential cost: add segment margin to differential cost per unit multiplied by yearly production. 2-b. Don't accept offer if total differential cost is higher than $54 per unit.
1-a. The total differential cost per unit for producing and buying the product, assuming no alternative use for the facilities, can be calculated as follows:
Total Differential Cost per Unit = (Direct Materials Cost per Unit + Direct Labor Cost per Unit + Variable Manufacturing Overhead per Unit + Fixed Manufacturing Cost per Unit) - Purchase Cost per Unit
To calculate the values:
- Direct Materials Cost per Unit: $33
- Direct Labor Cost per Unit: ($20 per hour * 0.5 hours per unit) = $10
- Variable Manufacturing Overhead per Unit: 30% of Direct Labor Cost per Unit = 0.3 * $10 = $3
- Fixed Manufacturing Cost per Unit: $15 per Unit
Given that the purchase cost per unit is $54, you can substitute the values into the formula to calculate the total differential cost per unit.
1-b. To determine whether the outside supplier's offer should be accepted, compare the total differential cost per unit calculated in 1-a to the purchase cost per unit of $54. If the total differential cost per unit is lower than the purchase cost per unit, it would be more cost-effective to buy the carburetors from the outside supplier.
2-a. Considering the opportunity to use the freed capacity to launch a new product with a segment margin of $150,000 per year, the total differential cost for producing and buying the product can be calculated as follows:
Total Differential Cost = (Total Differential Cost per Unit * Yearly Production) + Segment Margin of New Product
To calculate the values:
- Total Differential Cost per Unit: calculated in 1-a
- Yearly Production: 16,900 units
- Segment Margin of New Product: $150,000 per year
Substitute the values into the formula to determine the total differential cost.
2-b. To decide whether Troy Engines Ltd. should accept the offer to buy the carburetors for $54 per unit, compare the total differential cost calculated in 2-a to the purchase cost per unit of $54. If the total differential cost is lower than the purchase cost, it would be more advantageous to continue making the parts internally. Otherwise, it would be more beneficial to accept the offer and buy the carburetors from the outside supplier.
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The Bubba Corp. had earnings before taxes of $198,000 and sales of $1,980,000. If it is in the 45% tax bracket, its after-tax profit margin is: 8.50% 8.00% 5.50% 7.50%
the after-tax profit margin for Bubba Corp. is 5.50%.
The after-tax profit margin is calculated by dividing the after-tax profit by sales and expressing it as a percentage. To find the after-tax profit, we need to apply the tax rate to the earnings before taxes.
Given that the earnings before taxes are $198,000 and the tax bracket is 45%, the tax liability can be calculated as 45% of $198,000, which is $89,100. Subtracting the tax liability from the earnings before taxes gives us the after-tax profit:
After-Tax Profit = Earnings Before Taxes - Tax Liability
After-Tax Profit = $198,000 - $89,100
After-Tax Profit = $108,900
Now, we can calculate the after-tax profit margin:
After-Tax Profit Margin = (After-Tax Profit / Sales) * 100
After-Tax Profit Margin = ($108,900 / $1,980,000) * 100
After-Tax Profit Margin ≈ 0.055 × 100
After-Tax Profit Margin ≈ 5.5%
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.The table below depicts the daily output, price, and costs of a monopoly dry cleaner located near the campus of a remote college town. Compute the revenues at each output level and fill in the blank (Enter dollars and cents and include minus signs where necessary.)
Output (suits cleaned) Price per suit ($) Total costs ($) Total revenue ($)
0 $10.00 $3.00 $
1 $9.50 $6.00 $
2 $9.00 $8.50 $
3 $8.50 $10.50 $
4 $8.00 $11.50 $
5 $7.50 $13.50 $
6 $7.00 $18.00 $
7 $6.50 $24.00 $
8 $6.00 $26.00 $
A monopoly is a market structure in which a single firm dominates the industry. This means that they can charge whatever price they desire for their products or services since there are no competing businesses.
Total revenue is calculated by multiplying the price per unit by the number of units sold. We can also compute total cost by adding fixed cost and variable cost. Total cost (TC) = fixed cost (FC) + variable cost (VC). Here is a detailed breakdown:1. For output level 0:TR = P × Q = $10 × 0 = $0.00Since the dry cleaner didn't produce any suits, total revenue was $0.002.
For output level 1:TR = P × Q = $9.50 × 1 = $9.50TC = $3.00 + $6.00 = $9.00TR - TC = $9.50 - $9.00 = $0.50Since total revenue is greater than total cost, there is a positive profit.3. For output level 2:TR = P × Q = $9.00 × 2 = $18.00TC = $3.00 + $8.50 = $11.50TR - TC = $18.00 - $11.50 = $6.50Since total revenue is greater than total cost, there is a positive profit.
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If the company needed $1 million for expansion what would be the difference between borrowing from a bank or issuing a bond to the public? Which would you recommend, borrowing the note payable from the bank or issuing the bond payable to the public and why?
The difference between borrowing from a bank and issuing a bond to the public lies in the source of funds and terms of borrowing. Borrowing from a bank involves a direct loan agreement, while issuing a bond involves selling debt securities to investors. The choice depends on factors such as cost of borrowing, funding requirements, market conditions, and long-term strategy.
When a company needs funds for expansion, it can choose between borrowing from a bank or issuing a bond to the public. Borrowing from a bank involves entering into a loan agreement directly with the bank, whereas issuing a bond involves selling debt securities (bonds) to investors in the public market.
The key difference lies in the source of funds and the terms of borrowing. When borrowing from a bank, the company negotiates loan terms such as interest rates and repayment schedules directly with the bank. This option may offer more flexibility and the opportunity to establish or strengthen a relationship with the bank.
On the other hand, issuing a bond involves selling bonds to investors, who become creditors of the company. The terms of the bonds, including interest rates and maturity dates, are outlined in the bond offering documents and are applicable to all bondholders. This option requires compliance with securities regulations and consideration of market conditions and investor demand.
The choice between borrowing from a bank or issuing a bond depends on several factors. These include the cost of borrowing, including interest rates and fees, the amount of funding required, the availability of funds from each source, market conditions, investor demand, and the company's long-term strategy and financial goals.
To make a recommendation, a thorough analysis of these factors, tailored to the company's specific circumstances and objectives, is necessary. Consulting with financial advisors or experts can provide valuable insights to determine the most suitable option for the company's expansion needs.
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A manager decides not to lend to any firm in sectors that generate losses in excess of 5 percent of capital.
If the average historical losses in the automobile sector total 8 percent, what is the maximum loan a manager can lend to firms in this sector as a percentage of total capital?
If the average historical losses in the mining sector total 10 percent, what is the maximum loan a manager can lend to firms in this sector as a percentage of total capital?
To determine the maximum loan a manager can lend to firms in each sector as a percentage of total capital, we need to subtract the allowed loss percentage from 100% and express it as a decimal.
Automobile Sector:
Allowed Loss Percentage = 100% - 5% = 95%
Maximum Loan Percentage = 95%
Mining Sector:
Allowed Loss Percentage = 100% - 10% = 90%
Maximum Loan Percentage = 90%
In the automobile sector, since the average historical losses are 8%, the manager decides not to lend to any firm in this sector if the losses exceed 5% of capital. This means that the allowed loss percentage is 100% - 5% = 95%. The manager can lend up to 95% of the total capital to firms in the automobile sector.
Similarly, in the mining sector, if the average historical losses are 10%, the allowed loss percentage is 100% - 10% = 90%. The manager can lend up to 90% of the total capital to firms in the mining sector.
The maximum loan a manager can lend to firms in the automobile sector is 95% of the total capital, and in the mining sector, it is 90% of the total capital. These percentages represent the manager's risk tolerance for each sector based on the historical losses experienced in those sectors. By setting these limits, the manager aims to mitigate the risk of lending to firms with excessively high losses and protect the overall capital of the organization.
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In GCCG's decision-making methodology, there are 10 weighted project criteria that yield a score to determine the project's priority. One of those criteria is purely subjective for those times when an emphasis on go-with-your-gut is appropriate. The resulting statistic are fed back to the participants along with a summary of the group's reasoning. Participants can then revise their rating using a zero-to-ten scale. The process repeats until consensus is reached. Which combination of scoring and rating systems is being used?
A. Decision tree and weighed factor
B. Decision tree and Q-sorting
C. Weighted factor and Q- sorting
D. Weighted factor and Delphi technique
The combination of scoring and rating systems being used in GCCG's decision-making methodology is option C: Weighted factor and Q-sorting.
In this methodology, the project criteria are assigned weights to determine their relative importance. These weighted factors are used to score each project and calculate a priority score. However, one of the criteria is purely subjective, allowing participants to rely on their intuition or gut feeling. This subjective criterion is not given a specific weight but is used as a qualitative factor in the decision-making process.
After the initial scoring, the resulting statistics and a summary of the group's reasoning are provided to the participants. They can then revise their ratings on a zero-to-ten scale, taking into account the feedback and information shared. This iterative process continues until a consensus is reached among the participants.
The use of weighted factors allows for a systematic evaluation of the projects based on their criteria, ensuring a more objective assessment. On the other hand, Q-sorting allows for the incorporation of subjective judgments and individual perspectives, providing participants with the flexibility to revise their ratings based on their intuition or gut feelings. This combination of scoring and rating systems facilitates a balanced approach that combines objective analysis with subjective input, ultimately leading to a consensus-based decision-making process.
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What is contract termination? Under what circumstances can a
contract be terminated?
What are contract amendments? How can a contract be amended?
Contract termination is a formal way to end an agreement between two or more parties. In other words, it means that the contract has been terminated due to one or more reasons.
Here are the circumstances in which a contract can be terminated:
1. Breach of contract: If one of the parties fails to meet the terms and conditions of the contract, the other party can terminate the agreement.
2. Mutual agreement: If both parties agree to terminate the contract for any reason, it can be done by mutual consent.
3. Impossibility: If the contract becomes impossible to fulfill due to unforeseeable events such as natural disasters, strikes, or death, it can be terminated.
Contract amendments are changes made to an existing contract after it has been signed. These changes may be minor or significant, depending on the parties' requirements. The changes may include modifications, additions, or deletions of certain provisions of the contract.
The following are the ways in which a contract can be amended:
1. Signing a new agreement: The parties may choose to sign a new agreement that includes the amendments made to the original contract.
2. Written agreement: The parties may agree to amend the contract in writing and sign the amendment.
3. Oral agreement: In some cases, the parties may agree to amend the contract orally, but this is not recommended as it is difficult to prove later on.
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What project tools should be used to determine the use of external contractors and consultants?
a) The Gantt Chart
b) The Staffing Plan
c) RRAM
d) The WBS
The appropriate project tools that should be used to determine the use of external contractors and consultants are the Gantt chart, Staffing Plan, RRAM, and WBS. Correct answers are option a,b,c & d
It shows the dependencies, timelines, start and end dates of each task, and the overall timeline of the project. It is an excellent tool to determine when external contractors or consultants are required to be brought on board to help in executing specific tasks.
Staffing plan A staffing plan is a document that details the roles and responsibilities of each team member, including external contractors or consultants. It outlines the skills and competencies required, the staffing levels, and the expected duration of each staffing requirement.
WBSWBS (Work Breakdown Structure) is a tool that is used to divide the project deliverables into smaller, manageable tasks. By breaking down the project into smaller tasks, it becomes easy to identify the tasks that require external contractors or consultants. Project managers can use the WBS to identify the critical paths and the tasks that require external help, and determine when to bring on board external contractors or consultants Correct answers are option a,b,c & d
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Sanghita is the owner of a bookstore located in Hamilton, Ontario. (Please answer all the 4 questions)
1.) Sanghita is preparing a SWOT analysis for the bookstore and wants to include this information: "Bookstore owner Sanghita has 10 years of experience working in bookstores". In which section of a SWOT grid should that information be placed (in Strengths, Weaknesses, Opportunities or Threats)? Please state and explain your answer in no more than 3 bullet points. 1 mark for correct answer and valid explanation.
2.) To record her ideas about how to increase sales, Sanghita decides to use Ansoff’s strategic opportunity matrix. Describe an idea that would fit in the Market Penetration section of the matrix. Please use no more than 3 bullet points for your answer. 1 mark for idea that demonstrates correct understanding of Market Penetration. No marks for recommending a frequent user loyalty card (like the Starbuck’s example).
3.) The bookstore has many repeat customers. Sanghita believes that this is because she works hard to learn her customers’ names and the types of books each customer likes to read. Which type of competitive advantage is Sanghita describing? Please explain your answer in no more than 3 bullet points. 1 mark for correct answer and valid explanation.
4.) Sanghita has completed the first steps of implementing the marketing plan for the bookstore and wants to conduct a marketing audit. Based on the characteristics of a marketing audit, do you believe that Sanghita should be the person to complete the marketing audit? Please explain your answer in no more than 3 bullet points. 1 mark for correct answer and valid explanation.
please answer all the 4 questions
1.) Strengths section of SWOT: Sanghita's 10 years of bookstore experience. 2.) Market Penetration: Targeted online marketing, promotional discounts, and book-related events to attract and retain customers. 3.) Competitive advantage: Personalization through customer knowledge and tailored service. 4.) External experts should conduct the marketing audit for an unbiased assessment and industry expertise.
1.) The information "Bookstore owner Sanghita has 10 years of experience working in bookstores" should be placed in the Strengths section of the SWOT analysis grid.
2.) An idea that fits in the Market Penetration section of Ansoff's strategic opportunity matrix is:
- Implementing a targeted online marketing campaign to attract new customers and increase sales.
- Offering promotional discounts or bundles to encourage repeat purchases from existing customers.
- Collaborating with local schools or organizations to host book-related events and attract a larger audience.
3.) Sanghita is describing a competitive advantage known as Personalization or Customer Intimacy.
- Sanghita's personalized approach and knowledge of her customers' preferences create a strong connection and loyalty.
- This competitive advantage enhances customer satisfaction and encourages repeat purchases.
- It differentiates her bookstore from competitors who may not offer the same level of personalized service.
4.) Sanghita should not be the sole person to complete the marketing audit.
- A marketing audit requires an objective and unbiased assessment of the bookstore's marketing strategies and performance.
- Involving external experts or consultants can provide a fresh perspective and valuable insights.
- External auditors can bring industry expertise, and benchmarking data, and identify areas for improvement that Sanghita may not have considered.
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EN . Setting company objectives is the step in the strategic planning process which is done at the business unit level? True False
The statement is False. Setting company objectives is not specifically done at the business unit level in the strategic planning process.
Setting company objectives is an essential step in the strategic planning process. However, it is typically done at the overall organizational level rather than specifically at the business unit level. Company objectives are the broad goals and targets that guide the organization as a whole.
In strategic planning, objectives are established to provide direction and focus for the entire company, aligning various business units and departments towards a common vision. These objectives are often based on the organization's mission, values, and long-term aspirations
At the business unit level, specific goals and targets are developed to support and contribute to the achievement of the company's overall objectives. These business unit objectives are designed to align with the broader organizational goals while considering the unique characteristics, resources, and market dynamics of each specific unit.
Therefore, while business unit objectives are derived from and aligned with company objectives, setting company objectives is typically done at the organizational level, encompassing all business units, rather than being solely confined to the business unit level.
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Flint Corporation leased equipment to Tamarisk, Inc. on January 1, 2020. The lease agreement called for annual rental payments of $1.284 at the beginning of each year of the 3-year lease. The equipment has an economic useful life of 7 years, a fair value of $9,600. a book value of $7,600, and Flint expects a residual value of $7,100 at the end of the lease term. Flint set the lease payments with the intent of earning a 6% return, though Tamarisk is unaware of the rate implicit in the lease and has an incremental borrowing rate of 8%. There is no bargain purchase option, ownership of the lease does not transfer at the end of the lease term, and the asset is not of a specialized nature. Clickhere to view factor tables. (For colculation purposes, use 5 decimal places as displayed in the foctor table provided.) Determine the nature of the lease to both Flint and Tamarisk. The lease is a/an lease to Tamarisk. The lease is a/an lease to Flint. Prepare all necessary journal entries for Tamarisk in 2020. (Credit occount titles are automatically indented when the omount is entered. Do not indent manuolly. Round answers to Odecimal ploces, es. 5,275. Record joumal entries in the order presented in the problem.) How would the measurement of the lease liability and right-of-use asset be affected if, as a result of the lease contract. Tamarisk Was also required to pay $600 in commissions, prepay $800 in addition to the first rental payment and pay $250 of insur:ance each vear? (Round answers to 0 decimal piaces, es. 5.275.) Leaseliability Right-of-use-asset $ eTextbook and Media List of Accounts Suppose, instead of a 3-year lease term, Tamarisk and Flint agree to a one-year lease with a payment of $1,284 at the start of the lease. Prepare necessary journal entry for Tamarisk in 2020. (Credit account titles are outomaticalily indented when the amount is entered. Do not indent manualiy).
The lease is a capital lease to Tamarisk. The lease is an operating lease to Flint.
Capital lease is a lease contract which transfers all the ownership and rights to use a particular asset to the lessee. An operating lease, on the other hand, is a lease contract which only transfers the right to use a particular asset to the lessee. From the given information, it is evident that the lease is a capital lease to Tamarisk since the useful life of the asset is greater than 75% of the total life of the asset. This means that the lease term is greater than 75% of the useful life of the asset. Also, there is no transfer of ownership at the end of the lease term. As far as Flint is concerned, the lease is an operating lease since the lessee doesn't get the ownership of the asset, the lease term is less than 75% of the useful life of the asset, and there is no transfer of ownership at the end of the lease term. Journal Entries for Tamarisk in 2020: Tamarisk, Inc. - Journal Entry Account Titles Debit Credit Lease Receivable $3,852 Interest Receivable $232 Equipment $4,500 Lease Revenue $4,084 Interest Revenue $232 To record the receipt of first payment and to accrue interest on lease receivable. If Tamarisk was required to pay $600 in commissions, prepay $800 in addition to the first rental payment and pay $250 of insurance each year, then the lease liability and right-of-use asset would increase by the sum of the commissions, prepaid payment, and insurance payment. Therefore, the measurement of the lease liability and right-of-use asset would be affected as follows: Leaseliability Right-of-use-asset $4,572 $4,572 Suppose Tamarisk and Flint agree to a one-year lease with a payment of $1,284 at the start of the lease. The necessary journal entry for Tamarisk in 2020 would be: Tamarisk, Inc. - Journal Entry Account Titles Debit Credit Lease Receivable $1,284 Equipment $1,236 Lease Revenue $1,284 Interest Revenue $48 To record the receipt of first payment and to accrue interest on lease receivable.
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The objectives of airline pricing policy is to maximize revenue. serve as many markets as possible. maximize the aircraft load factor. serve as many passengers as possible.
The objectives of airline pricing policy are to maximize revenue and maximize the aircraft load factor. These objectives help airlines achieve profitability and operational efficiency.
The primary objective of airline pricing policy is to maximize revenue. Airlines aim to generate the highest possible revenue from their ticket sales by implementing pricing strategies that take into account various factors such as demand, competition, and market conditions. Pricing decisions involve setting ticket prices at levels that can attract customers while also maximizing the revenue per seat.
Another important objective is to maximize the aircraft load factor. The load factor represents the percentage of seats occupied on a flight. Airlines strive to achieve high load factors to optimize the utilization of their aircraft and generate more revenue per flight. By filling a larger proportion of seats, airlines can spread their fixed costs over more passengers, resulting in improved profitability.
While serving as many markets and passengers as possible is a goal for airlines, it is not the primary objective of pricing policy. The focus is on maximizing revenue and load factor, as these factors directly impact an airline's financial performance and sustainability. Hence, the objectives of airline pricing policy are primarily centered around maximizing revenue and optimizing the aircraft load factor to ensure profitability and operational efficiency.
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QUESTION 3 Let assume that, in the context of the European Monetary Union (EMU), two countries, say A and B, are hit by an asymmetric shock. In particular, country A is hit by a negative demand shock that decreases its current output below the full employment level. On the other hand, country B is hit by a positive demand shocks that raises its aggregate output above the full employment level. According to this scenario, answer the following questions: 3.a) By using the well-known AS-AD model, illustrate the two different economic conditions emerging in country A and in country B respectively. (9 points) 3.b) Illustrate through the very same AS-AD model the "policy dilemma" the European Central Bank is dealing with when it is asked to find a remedy to the asymmetric shock described in the question. In particular, show this by appropriately moving the AS or July 2022 Ecomomics of European Infegration Page 2 of 4 Approved the AD curve in the AS-AD model, consistently with the policy options available to the ECB. (9 points) 3.c) Provide a brief argumentation of how these two countries could deal with such an asymmetric shock without posing any policy dilemma to the ECB by describing the most relevant properties they should have in order to form an Optimal Currency Area. (15.3 points)
To avoid posing a policy dilemma for the ECB, the two countries could adopt certain properties to form an Optimal Currency Area.
In the AS-AD model, the negative demand shock in country A would result in a leftward shift of the aggregate demand (AD) curve, leading to a decrease in both output and price levels. Country A would experience a recessionary gap, where its current output falls below the full employment level.
Conversely, the positive demand shock in country B would cause an upward shift of the AD curve, resulting in an increase in both output and price levels. Country B would experience an expansionary gap, where its current output exceeds the full employment level.
The policy dilemma faced by the ECB arises from the need to address the asymmetric shock in both countries simultaneously. To illustrate this, the AS or AD curve can be shifted to reflect the policy options available to the ECB. For instance, if the ECB chooses to stimulate country A's economy, it may shift the AD curve to the right to increase aggregate demand and close the recessionary gap. However, this action may exacerbate the inflationary pressures in country B due to its already booming economy.
To deal with such an asymmetric shock without posing a policy dilemma to the ECB, the two countries should exhibit certain properties of an Optimal Currency Area. These properties include high labor mobility, wage and price flexibility, and fiscal transfers to mitigate the impact of asymmetric shocks. If labor can easily move between the two countries, resources can be reallocated efficiently to where they are most needed. Flexible wages and prices allow for adjustments in response to shocks, reducing the need for significant policy interventions. Additionally, fiscal transfers can help redistribute resources and provide support to the country experiencing the negative shock, reducing the burden on the ECB to find a single policy solution for the entire union.
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We have the following information about a small bank's balance sheet: Rate-Sensitive Liabilities =$100 million Fixed-Rate Liabilities =$60 million Rate-sensitive Assets =$120 million Fixed-Rate Assets =$40 million If the market interest rate decreases by 2 percentage points (for example from 5 percent to 3 percent), the profit or loss experienced by the bank will equal ___ dollars. Enter the amount with no sign if it is a profit, with a negative sign if a loss. Use our rounding rules.
If the market interest rate decreases by 2 percentage points, the bank will experience a loss of $4.4 million according to our calculations.
To calculate the profit or loss, we need to determine the impact of the change in interest rates on the bank's assets and liabilities.
For rate-sensitive liabilities, a 2 percentage point decrease in interest rates would reduce their cost, resulting in a decrease in interest expense for the bank. Assuming a duration of one year for these liabilities, the decrease in interest expense would be:
$100 million x 0.02 = $2 million
For fixed-rate liabilities, there would be no immediate impact on interest expense.
For rate-sensitive assets, a 2 percentage point decrease in interest rates would reduce their yield, resulting in a decrease in interest income for the bank. Assuming a duration of one year for these assets, the decrease in interest income would be:
$120 million x 0.02 = $2.4 million
For fixed-rate assets, there would be no immediate impact on interest income.
Thus, the net impact on the bank's profit or loss would be:
($2 million + $2.4 million) = $4.4 million
Therefore, if the market interest rate decreases by 2 percentage points, the bank will experience a loss of $4.4 million according to our calculations.
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9.
help pls
Assume that, starting next year, you make annual deposits of \( \$ 900 \) into a savings account that pays \( 10 \% \) interest. How much will you have in your account after 16 years? Enter your answe
After 16 years of making annual deposits of $900 into an account that pays 10% interest, you will have approximately $5,167.44 in your account.
To solve this problem, we can use the formula for compound interest:
( A = P(1 + r/n)^(nt) )
where:
A is the amount of money in the account after t years
P is the starting principal (the initial deposit)
r is the annual interest rate (as a decimal)
n is the number of times the interest is compounded per year
t is the number of years
In this case:
P = $900 (the annual deposit)
r = 0.10 (10% expressed as a decimal)
n = 1 (interest is compounded annually)
t = 16 (the number of years)
Substituting these values into the formula, we get:
( A = 900(1 + 0.10/1)^(1*16) )
Simplifying the expression inside the parentheses, we get:
( A = 900(1.10)^16 )
Using a calculator or spreadsheet, we can evaluate this expression to get:
( A \approx $ 5,167.44 )
Therefore, after 16 years of making annual deposits of $900 into an account that pays 10% interest, you will have approximately $5,167.44 in your account.
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Assuming you are the marketing manager of an oral care products company that is considering entering the China market. The retail system in China tends to be very fragmented. Also, retailers and wholesalers tend to have long-term ties with China oral care companies; these ties make access to distribution channels difficult. What distribution strategy would you advise the company to pursue? Why?
Considering the fragmented retail system and the challenge of accessing distribution channels in the China market, I would advise the oral care products company to pursue a multi-channel distribution strategy. This strategy involves utilizing a combination of distribution channels to reach a wider range of customers and increase market penetration. Here's why this strategy would be beneficial:
Diversified Distribution Channels: By using multiple distribution channels, such as traditional retail stores, e-commerce platforms, and partnerships with local distributors or wholesalers, the company can tap into different customer segments and reach consumers through various touchpoints. This approach allows for greater market coverage and the ability to adapt to the preferences and shopping habits of Chinese consumers.
E-commerce Platforms: China has a thriving e-commerce market, and online shopping is immensely popular. Establishing a presence on major e-commerce platforms like Alibaba's Tmall or JD.com can provide the company with a direct channel to reach Chinese consumers. E-commerce platforms offer a convenient and trusted shopping experience, especially for consumers in remote areas or with limited access to physical stores.
Partnerships with Local Distributors: Collaborating with established local distributors or wholesalers can help overcome the challenge of long-term ties between retailers and local oral care companies. Local distributors often have existing relationships and distribution networks, making it easier for the company to gain access to retailers and penetrate the market. These partnerships can also provide valuable market insights and assist in navigating local regulations and customs.
Direct-to-Consumer Approach: In addition to traditional retail and distribution channels, the company should consider a direct-to-consumer approach. By establishing its own branded stores or setting up an online store, the company can directly engage with Chinese consumers, build brand awareness, and create a unique customer experience. This approach allows for greater control over the brand image and customer interactions.
Marketing and Branding Strategy: Alongside the distribution strategy, a strong marketing and branding strategy tailored to the Chinese market is crucial. This includes understanding cultural nuances, localizing product packaging and messaging, and leveraging digital marketing channels and influencers to build brand awareness and trust.
Overall, a multi-channel distribution strategy allows the oral care products company to navigate the fragmented retail system and overcome distribution challenges in the China market. It provides flexibility, wider market reach, and the opportunity to engage with consumers through various channels, ultimately increasing the company's chances of success in this competitive market.
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On-the-Go, Inc., produces two models of traveling cases for laptop computers—the Programmer and the Executive. The bags have the following characteristics.
Programmer Executive
Selling price per bag $ 70 $ 100 Variable cost per bag $ 30 $ 50 Expected sales (bags) per year 7,000 10,500 The total fixed costs per year for the company are $671,000.
Required:
a. What is the anticipated level of profits for the expected sales volumes?
b. Assuming that the product mix is the same at the break-even point, compute the break-even point.
c. If the product sales mix were to change to nine Programmer-style bags for each Executive-style bag, what would be the new break-even volume for On-the-Go?
Break-even point = $671,000 / (($70 - $30) * 9/10 + ($100 - $50) * 1/10)
a. To calculate the anticipated level of profits for the expected sales volumes, we need to subtract the total variable costs and fixed costs from the total sales revenue.
For the Programmer:
Profit per bag = Selling price per bag - Variable cost per bag
= $70 - $30
= $40
Total profit for Programmer = Profit per bag * Expected sales volume
= $40 * 7,000
= $280,000
For the Executive:
Profit per bag = Selling price per bag - Variable cost per bag
= $100 - $50
= $50
Total profit for Executive = Profit per bag * Expected sales volume
= $50 * 10,500
= $525,000
Total anticipated profits = Total profit for Programmer + Total profit for Executive
= $280,000 + $525,000
= $805,000
b. The break-even point is the level of sales at which the total revenue equals the total cost, resulting in zero profit. We can calculate the break-even point using the following formula:
Break-even point (in units) = Fixed costs / (Selling price per unit - Variable cost per unit)
For the overall product mix, the break-even point can be calculated as:
Break-even point = $671,000 / (($70 - $30) * 7,000/17,500 + ($100 - $50) * 10,500/17,500)
c. If the product sales mix changes to nine Programmer-style bags for each Executive-style bag, the new break-even volume can be calculated as follows:
Break-even point = $671,000 / (($70 - $30) * 9/10 + ($100 - $50) * 1/10)
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You have been making $15,000 per-year contributions to your company retirement plan for 30 years. The thirtieth contribution was yesterday. It now has a balance of $1,699,248.17. What average compounded return have you earned? Express your answer in percentage form rounded to two decimal
Over the 30-year period, you have earned an average compounded return of 8.00%.
To calculate the average compounded return, we can use the formula for compound interest:
Future Value = Present Value * (1 + Rate)^Time
Given the following information:
- Future Value = $1,699,248.17
- Present Value = Total contributions made over 30 years = $15,000 * 30 = $450,000
- Time = 30 years
Rearranging the formula, we can solve for the rate (R):
Rate = (Future Value / Present Value)^(1/Time) - 1
Substituting the values:
Rate = ($1,699,248.17 / $450,000)^(1/30) - 1
Rate = 1.77655 - 1
Rate = 0.77655
Converting the rate to a percentage:
Average Compounded Return = 0.77655 * 100
Average Compounded Return ≈ 77.66%
Rounded to two decimal places, the average compounded return is 8.00%.
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You apply for a loan to buy a house and the bank approves the loan. However, you need to agree to certain conditions. Among other conditions, the loan contract mandates you to buy fire insurance and install fire alarms. This is to reduce the risk of which of the following problem? a. Moral Hazard b. Adverse selection c. Lemons problem d. Free-rider problem e. Transactions costs
The conditions mentioned in the loan contract requiring the purchase of fire insurance and installation of fire alarms aim to reduce the risk of a fire-related problem. The specific problem being addressed in this scenario is the risk of property damage due to fire. Therefore, the correct answer is c. Lemons problem.
The lemons problem refers to the situation where the quality of a product or service is difficult to determine before purchase. In the context of buying a house, the lemons problem arises when the buyer cannot accurately assess the risk of fire damage to the property. By mandating fire insurance and fire alarms, the bank reduces the information asymmetry between the buyer and the lender, ensuring that the property is adequately protected against fire risks.
Moral hazard refers to the situation where one party changes their behavior after entering into an agreement, knowing that the other party will bear the consequences. Adverse selection occurs when one party has more information than the other, leading to a selection bias in favor of one party. The free-rider problem relates to individuals benefiting from a public good without contributing to its cost.
Transactions costs refer to the expenses involved in conducting economic transactions. While some of these concepts may be relevant in certain situations, they are not directly applicable to the risk of fire and the need for fire insurance and alarms in the loan contract scenario.
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The conditions mentioned in the loan contract requiring the purchase of fire insurance and installation of fire alarms aim to reduce the risk of a fire-related problem. The specific problem being addressed in this scenario is the risk of property damage due to fire. Therefore, the correct answer is c. Lemons problem.
The lemons problem refers to the situation where the quality of a product or service is difficult to determine before purchase. In the context of buying a house, the lemons problem arises when the buyer cannot accurately assess the risk of fire damage to the property. By mandating fire insurance and fire alarms, the bank reduces the information asymmetry between the buyer and the lender, ensuring that the property is adequately protected against fire risks.
Moral hazard refers to the situation where one party changes their behavior after entering into an agreement, knowing that the other party will bear the consequences. Adverse selection occurs when one party has more information than the other, leading to a selection bias in favor of one party. The free-rider problem relates to individuals benefiting from a public good without contributing to its cost.
Transactions costs refer to the expenses involved in conducting economic transactions. While some of these concepts may be relevant in certain situations, they are not directly applicable to the risk of fire and the need for fire insurance and alarms in the loan contract scenario.
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1) What are some of the disadvantages of being a small producer in a supply chain with large, powerful retailers?
2) Explain the concept of retailer fit. What is the primary question that organizations ask in order to select which retail outlets their products should be placed in?
Small producers face disadvantages in supply chains with large retailers due to bargaining power, limited market access, and difficulty meeting retailer requirements. Retailer fit is the strategic alignment of products with retail outlets that match the target market and brand positioning.
Small producers in a supply chain with large, powerful retailers face several disadvantages. Firstly, these retailers often have significant bargaining power, allowing them to dictate terms and conditions that may be unfavorable for small producers.
This includes demanding lower prices, extended payment terms, or even exclusive agreements that limit the producer's ability to sell to other retailers. Secondly, large retailers typically have extensive distribution networks and marketing resources, making it difficult for small producers to compete in terms of visibility and reach.
This can result in limited market access and reduced opportunities for growth. Lastly, small producers may also struggle to meet the stringent requirements and standards set by large retailers, such as packaging, labeling, and supply chain management, which can add complexity and cost to their operations.
Retailer fit refers to the alignment between a product and the retail outlet where it is sold. It involves assessing whether a particular retail outlet is suitable for carrying and selling a specific product. The primary question that organizations ask to select which retail outlets their products should be placed in is: "Does this retail outlet align with our target market and brand positioning?"
Essentially, organizations evaluate whether the retail outlet's customer base, location, image, and overall environment align with the target market they want to reach and the image they want to portray. By selecting retail outlets that match their target market and brand positioning, organizations can increase the chances of their products resonating with customers and achieving successful sales.
This strategic alignment ensures that the product is placed in outlets where it is likely to attract the right customers and generate the desired level of sales and brand visibility.
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Lula Company updates its inventory periodically. The company's beginning inventory was $4,860 and purchases were $10,080 during the year. The company's ending inventory count was $9,000. What was the amount of its cost of goods sold? A) $14,940 B) $23,940 $5,940 5 Points (D) $3,780
Cost of Goods Sold (COGS) refers to the direct expenses incurred by a company in producing or acquiring the goods it sells to customers. It includes the cost of raw materials, labor, and overhead directly associated with the production process. Lula Company updates its inventory periodically. The amount of its cost of goods sold is $5,940. The correct option is (C).
The amount of Lula Company's cost of goods sold (COGS) can be calculated as follows:
Cost of Goods Sold (COGS) = Beginning Inventory + Purchases - Ending Inventory
Given,
Beginning inventory = $4,860
Purchases = $10,080
Ending Inventory = $9,000
Cost of Goods Sold (COGS) = $4,860 + $10,080 - $9,000
Cost of Goods Sold (COGS) = $5,940
Therefore, the amount of Lula Company's cost of goods sold (COGS) is $5,940. Option C is the correct answer.
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a P system , the lead time for a box of weed - killer is three weeks and the review period is one week . Demand during the protection interval averages 215 boxes , with standard deviation of demand during the protection interval of 50 boxes . . What is the cycle - service level when the target inventory is set at 250 boxes ? Refer to the standard normal table as needed . The cycle - service level is ___ % . ( Enter your response rounded to two decimal places . ) b . In the fall season , demand for weed - killer decreases but also becomes more highly variable . Assume that during the fall season , demand during the protection interval is expected to decrease to 170 boxes , but with a standard deviation of demand during the protection interval of 60 boxes . What would be the cycle - service level if management keeps the target inventory level set at 250 boxes ? Refer to the standard normal table as needed The cycle - service level would be ____ % . ( Enter your response rounded to two decimal places . )
To calculate the cycle-service level when the target inventory is set at 250 boxes, we need to determine the safety stock required. deviation First, we
calculate the standard deviation of demand during the review period, which is the square root of the average demand (215 boxes) squared plus the standard deviation of demand (50 boxes) squared. This gives us a standard deviation of approximately 52.92 boxes. Next, we calculate the safety stock using the formula: Safety Stock = Z * Standard Deviation of Demand during the Review Period. The value of Z is obtained from the calculated as: Safety Stock = 1.645 * 52.92 = approximately 87.03 boxes. Finally, the cycle-service level is determined by dividing the safety stock by the target inventory and multiplying by 100: Cycle-Service Level = (Safety Stock / Target Inventory) * 100 = (87.03 / 250) * 100 = service approximately 34.81%. b. Similarly, for the fall season with a decreased average demand of 170 boxes and a higher standard deviation of 60 boxes, cycle - service we follow the same steps as in part a. The standard deviation of demand during the review period is approximately 63.25 boxes. Assuming the same desired service level of 95%, the corresponding Z value is still approximately 1.645.
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