Answer:
The CO.VID-19 pandemic produced a wide variety of types of effects worldwide, especially from spring 2020. Many people got sick and died from CO.VID-19. The fear that they themselves or people for whom they feel responsible would share this fate seized the population, scientists and politicians worldwide. There was a need for action from the development of the number of newly infected and deceased, from the economic crisis 2020/21, from a problematic development of social structures, from psychological stress on the Individuals and from further effects. In addition to concerns about people's lives and health and the resilience of the economy, there was also concern that the population could be deprived of basic rights for longer than justified by the pandemic.
Answer:
- The richest quintile has the ability to save a larger percentage of its income.
- Individuals experiencing temporary fluctuations in their incomes are more likely to maintain moderate spending habits.
Explanation:
First part of this question reads:
In the United States, the richest quintile of the population receives 13 times as much income as the poorest quintile. However, the richest quintile only spends 4 times as much as the poorest quintile.
The richest quantile can afford to save more than the poorest quantile because they get enough income to manage their daily needs and then save. The poorest quantile on the other hand face a daily struggle and so have to spend all or most of their income to survive.
When the richer quantile goes through temporary fluctuations, they maintain moderate spending because they know it is temporary and so they keep saving. This is not the case for the poorer quantiles who have to spend according to their income - regardless of its fluctuating - to survive.
(C) Business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises.
<h3>
What is Business process reengineering
(BPR)?</h3>
- Business process re-engineering (BPR) is an early 1990s business management method that focuses on the analysis and design of workflows and business processes within a company.
- BPR seeks to assist firms in fundamentally rethinking how they do business in order to improve customer experience, reduce operational costs, and compete on a global scale.
- BPR aims to assist businesses in significantly restructuring their organizations by focusing on the design of their business processes from the ground up.
- A business process, according to early BPR proponent Thomas H. Davenport (1990), is a sequence of logically related operations executed to produce a specific business objective.
Therefore, (C) business process reengineering (BPR) is the analysis and redesign of workflow within and between enterprises.
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Complete question:
__________ is the analysis and redesign of workflow within and between enterprises.
Multiple Choice
(A) Critical success factors (CSFs)
(B) Benchmarking metrics
(C) Business process reengineering (BPR)
(D) Decision support interfaces (DSI)
Answer: $150,000,000
Explanation:
Question is:
What were the total proceeds from the common stock sale?
Total proceeds refer to the total amount that the sale of the stock generated. This means that you should not account for the underwriting fees as of yet but just the amount that came in.
= Number of shares sold * price per share
= 3,000,000 * 30
= $150,000,000
Answer:
YES - When marginal cost (MC) of production is increasing, the average variable cost (AVC) is increasing.
Explanation:
Marginal cost (MC) is the cost of producing an extra unit of output while Average variable cost (AVC) is the cost per unit of output produced.
When MC is below AVC, MC pulls the average down. This means that when MC is falling, AVC is falling
When MC is above AVC, MC is pushing the average up; therefore when MC is rising, AVC is rising.
The conclusion is that MC and AVC have a direct relationship and a rise in one will cause a rise in the other
, therefore when the marginal cost (MC) of production is increasing, the average variable cost (AVC) is increasing.
