Answer:
The surface area of the cube is 96 squared unit.
Explanation:
The surface area of a cube is the addition of the area of each surfaces. The surface net of the cube illustrates that it has 6 squares of 4 unit length each.
So that,
Area of a square = length × width
But, length = width
⇒ Area of a square = 
= 
= 16
Area of one of the squares of the cube is 16 squared unit.
Surface area of the cube = number of squares × Area of one of the squares of the cube
= 6 ×16
= 96 squared unit
The surface area of the cube is 96 squared unit.
Answer:
I would choose violent crime.
Explanation:
It motivates me to choose it since it can help to make most of the other issues easier to tackle since where there is violent crime, there is usually the other issues stated in the list.
I hope this helps :)
Answer:
Reducing the costs of production.
Explanation:
New product development is a procedure that requires a huge first time cost of production. The product might need new technology and new means to produce.
For example, even just to come up with a new flavor for an already existing brand of chips, new raw materials, storage space, more labor, new tools and equipment, increased marketing cost is required. This poses an increase in cost and certainly not a decrease in the cost of production.
Answer:
$4,720
Explanation:
<h2>Tricky, but EASY!</h2><h2 /><h3>The balance for <em><u>ALLOWANCE FOR DOUBTFUL ACCOUNTS</u></em> should be 2% of Credit Sales. </h3>
That is 2%(247,000)= 4,940.
<h3 />
However, there is already a balance of 220. So we must adjust it to be equal to 4,940 by adding the difference!
4,940 -220= 4,720
<h2>And the entry is</h2><h2 />
Bad debt expense 4,720
Allowance for Doubtful Accounts 4,720
<h3 />
<h3 /><h3 /><h2 /><h2 />
Answer:
Any enumeration of business processes should strive for a reasonably detailed outcome, which needs to be aligned with the organization’s specific goals of process management. For most organizations, as a rule of thumb, this will boil down to a dozen to a couple of dozens of business processes. Very large and diversified organizations might be better off with identifying a couple of hundred processes. To illustrate this: Within a multi-national investment firm, which employs close to 3,000 staff and holds assets in the range of € 300 million 120 different business processes have been identified. To each of these business processes a process owner is assigned, who oversees the performance of the process and monitors the achievement of its objectives in terms of customer satisfaction, profitability, and accountability. Detailed process models are kept up-to-date, both as a means for documenting planned changes to any process and for satisfying the requirements of financial authorities. By contrast, for a small medical clinic in the Netherlands, which employs medical specialists, nurses, and administrative staff, 10 different treatment processes have been identified. A few of these have been mapped in the form of process models and are now in the process of being automated with a business process management system. For all other processes, it is sufficient to be aware of the distinctive treatment options they can provide to different patient categories.
