Break even analysis determines <span>what sales volume must be reached before the company's total revenue equals total costs and no profits are earned. It is the calculation of the point at which total revenue equals total cost. Break even analysis is helpful in letting businessmen know when their business will turn a profit so the prices of their goods or the amount of goods sold can be adjusted accordingly.</span>
Answer:
A. The final objective function value will change by the size of the change times the final value of the decision variable related to this objective coefficient.
Explanation:
By modifying the one coefficient of the objective with the rise or decrease in the permitted modify the amount of the objective function i.e. final. Also the magnitude of modifying the value would be equivalent to the modify of the change in terms of coefficient times the final value with respect to the decision variable that is interrelated to the coefficient of the objective
hence, the correct option is a.
Answer:
i find de interst rate 10 %
Answer: 300 feet
Explanation:
Three important factors are involved in bringing a moving vehicle to a stop.
1. Perception distance is the distance a vehicle travels while your brain perceives the need to apply the brakes. An alert driver requires about 0.75 seconds to react. This time accounts for about 60 feet of travel.
2. Reaction distance is the distance traveled before the driver actually presses on the brake pedal. For an alert driver, this also takes about 0.75 seconds. This adds another 60 feet of travel.
3. Braking distance is the distance the vehicle travels before coming to a stop on a dry ground. On a slippery ground (after snow or rain) this distance is longer. On dry ground, the skidding distance is about 170 feet.
This means that an alert driver needs 60+60+170 = 290 feet (approximately 300 feet) to stop.
For this reason, tailgating at high driving speeds is dangerous.
Answer:
Factors to consider:
1. Specialisation role
2. Complexity of sales process
3.Tenure
4.Geographical coverage
5. Sales Representative leadership
6. Support network
7. Internal Bureaucracy
8. Value add of managers
Factors not to consider;
1. Market share
2. Production process
3. Distribution process
4. Personal affiliation, race or religion
Explanation:
When considering a company's span of control, which simply means the number of junior staff a manager should manage, it is important to note factors relating to geographical coverage, a wide coverage can create difficulties in supervision to a manager. Consequently reducing the span of control.
Specialisation also help in ensuring the manager is an expert in the area he or she supervise. Experienced manager with good understanding of the tasks, good knowledge of the workers and good relationships with the workers, will be able to supervise more workers
The complexity of a sale process can affect a manager's supervision performance. if the sale process for example require an online payment to a final user who may not be physically available. Supervising such sales requires adequate training.
Other factors like; Tenure, Sales Representative leadership, Support network, Internal Bureaucracy, Value add of managers are paramount in determining span of control. However, market share, production process, distribution process and personal affiliation, race and religion should not affect the span of control.
