c. It is not specific and measureable.
i hoped this helped
Answer:
b. $4,213
Explanation:
Net Operating Profit = Sales - Operating costs - Depreciation Expenses
Net Operating Profit = $172,500 - $140,500 - $9,250
Net Operating Profit = $22,750
Free Cash Flow (FCF) = Net Operating Profit After Tax(NOPAT) – Capital Expenditures – Changes in Net Working Capital
Free Cash Flow (FCF) = Net operating income*(1 - Tax Rate) + Depreciation Expenses - Capital Expenditures - Changes in Net Working Capital
Free Cash Flow (FCF) = $22,750
*(1 - 0.25) + $9,250 - $15,250 - $6,850
Free Cash Flow (FCF) = $22,750
*0.75) + $9,250 - $15,250 - $6,850
Free Cash Flow (FCF) = $17,063 + $9,250 - $15,250 - $6,850
Free Cash Flow (FCF) = $4,213.
Answer:
Variable overhead efficiency variance $ 8,018
<u> </u>Unfavorable
Explanation:
<em>Variable overhead efficiency variance: Variable overhead efficiency variance aims to determine whether or not their exist savings or extra cost incurred on variable overhead as a result of workers being faster or slower that expected. </em>
Since the variable overhead is charged using labour hours, any amount by which the actual labour hours differ from the standard allowable hours would result in a variance
Hours
2,700 units should have taken (2,700 × 3.20) 8640
but did take (actual hours) <u> 9,400</u>
Efficiency variance in hours 760 unfavorable
standard variable overhead cost per hour <u>$10.55</u>
Variable overhead efficiency variance $<u> 8,018 </u>Unfavorable
Variable overhead efficiency variance $ 8,018
<u> </u>Unfavorable
Answer: See explanation
Explanation:
In a pizza industry, the cost of the factory is a (fixed cost) only in the short run but not in the long run.
(Average fixed cost) is always falling as the quantity of output increases.
A cost that depends on the quantity produced is a (variable cost).
The term (opportunity cost) refers to all the things you must give up for taking some action.
The term (explicit cost) refers to costs that involve direct monetary payment by the firm.
(Average variable cost) is falling when marginal cost is below it and rising when marginal cost is above it.
Back in 2015, McDonald’s was struggling. In Europe, sales were down 1.4% across the previous 6 years; 3.3% down in the US and almost 10% down across Africa and the Middle East. There were a myriad of challenges to overcome. Rising expectations of customer experience, new standards of convenience, weak in-store technology, a sprawling menu, a PR-bruised brand and questionable ingredients to name but a few.
McDonald’s are the original fast-food innovators; creating a level of standardisation that is quite frankly, remarkable. Buy a Big Mac in Beijing and it’ll taste the same as in Stratford-Upon Avon.
So when you’ve optimised product delivery, supply chain and flavour experience to such an incredible degree — how do you increase bottom line growth? It’s not going to come from making the Big Mac cheaper to produce — you’ve already turned those stones over (multiple times).
The answer of course, is to drive purchase frequency and increase margins through new products.
Numerous studies have shown that no matter what options are available, people tend to stick with the default options and choices they’ve made habitually. This is even more true when someone faces a broad selection of choices. We try to mitigate the risk of buyers remorse by sticking with the choices we know are ‘safe’.
McDonald’s has a uniquely pervasive presence in modern life with many of us having developed a pattern of ordering behaviour over the course of our lives (from Happy Meals to hangover cures). This creates a unique, and less cited, challenge for McDonald’s’ reinvention: how do you break people out of the default buying behaviours they’ve developed over decades?
In its simplest sense, the new format is designed to improve customer experience, which will in turn drive frequency and a shift in buying behaviour (for some) towards higher margin items. The most important shift in buying patterns is to drive reappraisal of the Signature range to make sure they maximise potential spend from those customers who can afford, and want, a more premium experience.
I hope this was helpful
