Nordstrom, an upscale department store, has a well-known reputation for going the extra mile to serve its customers. This reputation for excellent customer service will most likely result in a sustainable competitive advantage.
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Explanation:</u></h3>
When a firm offers its customers with any products that has higher quality and benefits or lower price that its competitors then it refer to the competitive advantage. It is the advantage that the firm attains when compared with their competitors.
There are many different kinds of competitive advantage that can be used by a firm such as cost, product differentiation, niche strategies, etc. It is the thing that is absent in the competitors. In the given example, Nordstrom has well known reputation for the service that it gives for its customers and hence it is the likely result of sustainable competitive advantage.
Answer:
a. Terrell's Optimal Capital Structure is 40:60. It means to obtain optimal capital structure in-order to increase value of firm, Terrell should finance 40% of its Assets through Debt and remaining through Common Equity.
b. The optimal Capital Structure is the point where company's WACC is minimized. So, 40:60 is the ratio where Terrell's WACC will be minimized.
Explanation:
The goal of Management is to increase Shareholders' wealth and not to generate profits because wealth is something that is for long-run whereas Profits are temporary. Management would accept projects having negative NPV if its goal is to maximize Profit.
Maximizing Shareholders' wealth means to increase the Share Price whereas Generating a higher EPS is Profit Maximization Strategy. So, you should look for that Capital Structure Point where the Company's Stock Price is Highest.
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The meaning of being saturated or reaching the point of saturation in the business terms is the time in which a market does not generate any more demand for a certain market. This may be due to increase competition, decrease need or the product became unusable. For sellers, saturation means two things, first is that this is the chance for you to give your business a makeover. You can level up your products or service or try a new strategy for your business. The endpoint is that you need to diversify so that the customers will not get tired of the same product of service all over again. If you observed that with all the things you possibly did to keep the product or service growing, you haven't seen any change the market demand then the second thing you may want to do is to stop your business because it will only be a waste of time, research and money.
Answer:
Ending inventory= $144,150
Explanation:
Giving the following information:
Beginning inventory consisted of 7200 units that cost $14.00 each.
Purchase:
3000 units at $15.00 each
12,200 units at $15.50 each.
Vaughn also sold 13,100 units during the month.
<u>To calculate the ending inventory using the FIFO (first-in, first-out) method, we need to use the cost of the lasts units incorporated into inventory:</u>
Ending inventory= 9,300*15.5
Ending inventory= $144,150
Answer:
The correct answer is rational decision making perspective.
Explanation:
The "rational model" or "absolute rationality" of decision-making consists of five phases:
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Define the objective
- Gather information
- Identify the possible options
- Evaluate alternatives
- Experience the effects
However, making a decision is not just an exercise in rationality, an orderly and effective execution of a sequence of actions. In the practice of organizations, taking into account the importance of risks and limitations (resources, time, available information, etc.) within which the decision must be made, it is often not possible or convenient to explore all alternatives and evaluate all the consequences analytically. We can rely on the experience and judgment of the decision makers, who renounce to pursue an optimal solution for a simply satisfactory one. We speak in this case, using an expression created by Herbet Simon, of "limited rationality."
Obviously, in the practice of decision-making processes, there is always the possibility that we should return to an earlier stage or even that the process does not reach the end (that is, choose not to decide). In addition, in an organizational context there are always social actors that guide their actions according to strategies aimed at maintaining or developing their power of decision and influence. Therefore it is questionable that adherence to the rational model is always the best way to make decisions.
