From the subject of economics, specifically macroeconomics, it says that the statement above is false. <span>Business cycles, not business fluctuations, are systematic increases and decreases in real GDP. Business fluctuations are called unsystematic changes. </span>
Answer:
The answer is: the real gain in real GDP between 2010 and 2000 is 18.34%
Explanation:
First we have to determine the real GDP using the GDP deflator.
GDP deflator = (nominal GDP / real GDP) x 100
For year 2000:
24 = ($672 billion / real GDP ) x 100
2,400 = $672 billion / real GDP
real GDP = $0.28 billion
For year 2010:
51 = ($1,690 billion / real GDP ) x 100
5,100 = $1,690 billion / real GDP
real GDP = $0.331 billion
To calculate the real gain between real GDP from year 2000 to year 2010, we divide real GDP 2010 over real GDP 2000 and subtract 1:
($0.331 billion / $0.28 billion) -1 = 0.1834 x 100% = 18.34%
Answer:
D
Explanation:
when the record is updated,
She needs a bachelor degree because an associate degree doesn't give her quite $800.
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.
