Answer:
a. Retailer
Explanation:
Retailer is "a business or person that sells goods to the consumer, as opposed to a wholesaler or supplier, who normally sell their goods to another business
"
Reference: WebFinance. “Read the Full Definition.” BusinessDictionary.com, 2019
Answer:
a. Barney's monthly explicit costs: $161;
b. Barney's monthly implicit costs: $11,816;
c. Barney's monthly economic costs: $11,977
Explanation:
a.
Barney's monthly explicit costs include any costs that he actually paid extra every month as the result from running his business including: cost of office supplies + cost of electricity bill = $71 + $90 = $161
b.
Barney's monthly implicit costs include any cost that he does not actually pay extra, yet he has to sacrifice these income as the results of running his business which includes: Cost related to his salary sacrifice + Cost related to his apartment rental = 10,890 + 926 = $11,816
c. Barney's monthly economic costs = Barney's monthly explicit costs + Barney's monthly implicit costs = $11,977
it is derived from the government’s Police Power According to United States constitutional law, the police power is the ability of the states to control conduct and uphold law and order on their soil for the benefit of their citizens' general welfare, safety, morals, and general well-being.
<u>What </u><u>elements </u><u>make up </u><u>police power?</u>
- The use of police authority has historically entailed the ability to
- (1) advance public health, morality, or safety, as well as the community's overall well-being;
- (2) create and enforce laws to advance the common welfare; and
- (3) restrict private rights in the public interest.
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Personal Purchases.
Mercantile Purchasing.
Industrial Purchasing.
Institutionalized or government purchasing.
Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
