Answer:
$50,500
Explanation:
Calculation for by how much will Whispering Winds Corp. increase its van account
Using this formula
Increase in Van account =List price- Cash discount + Sales tax paid
Let plug in the formula
Increase in Van account=$52,000-$4,200+2,700
Increase in Van account=$50,500
Therefore by how much will Whispering Winds Corp. increase its van account will be $50,500
Answer:
Explanation: Eran las doce.
Había mucha gente en la calle.
A las doce y media, Tomás y yo entramos en el restaurante Tárcoles.
Todos los días yo almorzaba con Tomás al mediodía.
El camarero llegó inmediatamente con el menú.
Nosotros empezábamos a leerlo.
Yo pedí el pescado.
De repente, el camarero (volvió a nuestra mesa.
Y nos (dio una mala noticia.
Desafortunadamente, no tenían) más pescado.
Por eso Tomás y yo (decidimoscomer en otro lugar.
(Llovió cuando (salimos del restaurante.
Así que (regresamos al restaurante Tárcoles.
Esta vez, (pedí) arroz con pollo.
In most cases, the supply curve is drawn as a slope rising upward from left to right, since product price and quantity supplied are directly related (i.e., as the price of a commodity increases in the market, the amount supplied increases). ... A change in any of these conditions will cause a shift in the supply curve.
Answer:
d.the levels of activity for non-unit based cost drivers remain the same.
Explanation:
In the case of conventional and activity based costing calculations, the output should be similar to the activity levels that belong to the non-unit in which the cost driver should remain the same
Thus as per the given scenario, the option d is correct
And, the rest of the options seems incorrect
Answer:
Explanation:
Porter's generic strategies determine how the company will gain competitive advantage within the selected market. Lower cost, differentiated or focus strategies could be included. The company chooses one of the two types of competitive advantages either by lower costs than competition or by differentiating between customers' value to achieve higher prices. A company also chooses two types of products that offer its products to selected market segments or industry levels and offer products in many market segments. The generic strategy reflects the choices made by both the type and the degree of competitive advantage.
1)Cost Leadership Strategy: This generic strategy requires you to be the cheapest producer in an industry for a certain level of quality. The firm sells its products at a price higher than its competitors or below average industry prices to gain market share. In the case of price war, the firm may gain some profit while suffering from competition. Even if there is no price war, firms that can produce cheaper in the time of industry growth and falling prices will remain profitable for longer. Cost leadership strategies generally target the wider market.
Each common strategy has risks, including low cost strategies. For example, other firms may also reduce costs. As technology develops, competition can increase production power and thus eliminate competitive advantage. In addition, many companies that implement a focus strategy and target different narrow markets may earn less in their segments and gain significant market share as a group.
2)The differentiation strategy requires the development of a unique product or service for its customers and offers unique features that recognize whether customers are better or different than their competitors. The added value of the product with the uniqueness of the product may allow the company to earn a premium for the product. The risks associated with differentiation strategies include imitating competitors and changing customer tastes. In addition, different firms that implement focus strategies can achieve greater diversity in market segments.
3) Focus strategies are focused on a narrow segment and seeks to achieve cost advantage or differentiation in that segment. The main pillar is better service, focusing on the needs of the group. Using a focus strategy, the firm often has high customer loyalty, which prevents other firms from competing directly. There are some risks, such as imitating focus strategies and making changes to your target segments. In addition, it can be quite easy for a broad market value leader to adapt products directly to the competition. Finally, other focus areas can create sub-segments where they can better serve.
