By questioning the proposal done by Hugh, Irene showed the characteristic of being able to scrutinize properly certain things. This attitude is helpful especially when we are in doubt of the certain subject. By doing so, we can help those who proposed it to further do improvements on the certain subject.
The credit balance in the accumulated depreciation account represent: <span> the amount of depreciation taken in past years
In accounting, we must reduce the value every year we held an asset in order to show the true amount of the total asset values. This occurence is called a depreciation. If the amount of depreciation is add-up for several years, this account is called accumulated depreciation
</span>
The strategy that they use is <span>signaling value by targeting sophisticated buyers
This type of strategy could only work if the target market has specific preferences.
Even though the number of potential consumers for this market tend to be considerably small compared to another market, but the customers that obtained through this strategy tend to show higher level of loyalty.</span>
Answer:
$0
Explanation:
The computation of the revenue recognized is shown below:
= Price per unit × number of units delivered in march month
= $15 × 0 units
= $0
Since 0 units delivered in the march month and if we multiplied the price per unit with the march units i.e. 0 so the answer should be zero only
Answer:
The correct answer is boundaries and constraints.
Explanation:
One of the proposals offered by The Theory of Restrictions is to focus on the point to be improved and then we can move on to the definition of every day; a chain is as strong as the weakest link; Following this philosophy we must find what is the weakest link in a process in a company and improve at that point, remember that the speed of a process will always be the slowest process, creating a restriction in the process that can appear in any area of the organization.
The management model in conventional companies is directed at cost control. The Theory of Constraints teaches us that we must change the approach, we should not direct our efforts in cost control, but rather in generating money. To generate money you have to work with the client and depending on the client, but for that to happen we must prepare the company to be able to respond to that client, for this reason we must prepare operational models that are agile, flexible, capable of responding to constant and changing requirements.
