Answer:
d. within the relevant range of operating activity, the efficiency of operations can change.
Explanation:
Cost-volume-profit analysis is also known as the break even analysis, it is an important tool in predicting the volume of activity, the costs to be incurred, the sales to be made, and the profit to be earned is. It is used to determine how changes in differing levels of activities such as costs and volume affect a company's operating income and net income.
Generally, to use the cost-volume-profit analysis, financial experts usually make some assumptions and these are;
1. Sales price per unit product is kept constant.
2. Variable costs per unit product are kept constant and the total fixed costs of production are kept constant i.e costs can be divided into fixed and variable components.
3. All the units produced are sold i.e there is no change in inventory quantities during the period.
5. The costs accrued are as a result of change in business activities.
6. A company selling more than a product should simply sell in the same mix i.e the sales mix is constant.
<em>Hence, the aforementioned are assumptions of cost-volume-profit analysis except that, within the relevant range of operating activity, the efficiency of operations can change.</em>
Answer:
Investor
Explanation:
A stock is a speculation. At the point when you buy an organization's stock, you're buying a little bit of that organization, called an offer. Investors buy stocks in organizations they think will go up in esteem. On the off chance that that occurs, the organization's stock increments in esteem also.
Investor is a person who purchase shares of a company in the market.
Which of these is an example of feedback? C. Asking your supervisor to repeat a set of instructions.
Answer:
More money and enganment to whoever they're purchasing from.
Explanation:
Answer:
The answer is B
Explanation:
When nobody wants the product, the product builds up until there is so much the product becomes cheaper. This is because the product is not scarce anymore.
