Answer:
Opposite of left, right. Opposite of right, left
I lost some brain cells O.O
Answer: $3.46
Explanation:
Given the following :
Current share price (P0) = $90 per share
Required return on stock= 8%
total return on the stock is evenly divided between a capital gains yield and a dividend yield ;
Therefore, Required return on stock= 8% ;
4% capital gain yield + 4% Dividend yield = 8%
Growth rate = 4% = 4/ 100 = 0.04
D1 = D0(1 + g)
D1 = value of next year's Dividend
D0 = current Dividend yield
g = Constant growth rate
D1 = current stock price * g
D1 = 90 * 0.04 = 3.6
D1 = D0(1 + g)
D0 = D1 / (1+g)
D0 = 3.6 / (1+ 0.04)
D0 = 3.6 / 1.04
D0 = $3.46
Answer:
c. criterion deficiency
Explanation:
Based on the information provided within the question it can be said that in this scenario it seems that the performance management system suffers from Criterion deficiency. This term refers to a company failing to assess one or more very important aspects of the process of job performance appraisal for employees within the company. Such as is the case in this scenario as the company is only looking at the sales revenue and completely ignoring all of the other important factors.
Answer:
AS land cannot be depreciated we will first subtract the value of the land from the complex so we are left with $390,000 (490,000-100,000)
In straight line method each year the asset is depreciated by the same amount so in order to find out yearly depreciation we will divide 390,000 by 40
=9750
In 6 years the complex has depreciated for $58,500
So the current value of the apartment complex would be (490,000-58500)
The current value of the apartment complex is $431500
Explanation:
Answer:
b. The competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage.
Explanation:
The Porter’s five forces of competition is a framework developed by Michael E. Porter in 1979, it is used to measure and analyze an organization's competitiveness in a business environment.
The Porter's five forces of competition framework are:
1. The bargaining power of suppliers.
2. The bargaining power of customers.
3. Threat posed by substitute products.
4. Threats posed by new entrants.
5. Threats posed by existing rivals in the industry.
The most powerful of the five competitive forces is usually the competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage. When the amount of competitors (sellers), as well as the quantity of goods and services they provide are large, the lesser their competitive strengths or advantage in the market because the customers have a large pool of finished goods and services to choose from and vice-versa.
