I guess the answer is C. to convince your manager to use a new meeting organization tool
Its letter b. <span>guarantees of customer satisfaction
</span>
Consumer protection<span> refers to a group of </span>laws<span> and organizations devised to ensure the </span>rights<span> of </span>consumers<span> as well as </span>fair trade, competition and accurate information in the market place and <span>to prevent businesses that engage in </span>fraud<span> or specified unfair practices from gaining an advantage over competitors. </span>
Answer:
B. Customer Equity
Explanation:
In its focus on bottom-line financial value, the customer equity approach offers limited guidance for go-to-market strategies and does not fully account for competitive moves. Customer equity can be defined as the total value of all the customers of any firm. It means any firm will have more customer equity if has large number of customers who make frequent purchases as well. Customer loyalty is directly proportional to the customer equity, more is the customer loyalty, the more will be the customer equity of any brand. Although it is very much important for any business but it does not tell about the go-to market strategies and competitive moves that what business you should be in and what business you could be in.
- Katherine had to rush to the bank every few months to borrow more money. She didn't really talk to her banker about her financial situation because she had no trouble getting larger loans. You see, she was always on time with her payments. Katherine always took trade discounts to save money on her purchases. That is, she paid all of her bills within 10 days in order to save the 2% discount offered by her suppliers for paying so quickly.
- Katherine's products were mostly purchased on credit. They'd buy a few lamps and a pot, and Katherine would let them pay overtime. Some were extremely slow to pay her, taking six months or more.
- Katherine noticed a small drop in her business after three years. The local economy was struggling, and many people were losing their jobs. Nonetheless, Katherine's business remained steady. Katherine received a phone call from the bank one day, informing her that she was behind on her payments. She explained that she had been so preoccupied that she had missed the bills. The issue was that Katherine did not have enough money to pay the bank. She frantically called several customers for payment, but none of them could pay her. Katherine had a classic cash flow problem.
<h3>How is it possible to have high sales and high profits and run out of cash while running a business?</h3>
It is entirely possible if you have a high level of accounts receivables and inventory and a low level of accounts payables. A sale is recorded when an invoice is raised, and a shipment is delivered; this does not always imply that you received cash and that it is recorded in your accounts receivable. Similarly, if you keep a lot of inventory, a lot of your money is locked up until the inventory is sold. On the contrary, if your payment terms with your suppliers are less favorable, you will end up paying before your receivables convert to cash. As a result, high sales and profits do not always imply a strong cash position.
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