Answer:
<u>Morally wrong</u>
Explanation:
From a utilitarian perspective the action of the body guard would be tagged as morally wrong, because it is of the view of the utilitarian that an action should be for the greater good of people irrespective of whether that action is a bad action.
Thus, since the target was the politician, he would have allowed the assassin take the life of the one man - the politician so as to avoid fifteen people been killed, and four wounded.
Answer:
Short-term
Explanation:
People strive to achieve goals within a set time limit by time.
Answer:
d. cost-less will go out of business, and durable will gain higher power over its customers.
Explanation:
Durable ceramics, inc will only reduce its prices if this is to its advantage. We live in a capitalist world where companies make decisions based on their own benefits. In this case, in order for Durable ceramics, inc to lower its prices and have no losses, it would expand its sales. In this way, Durable ceramics, inc would be able to capture customers from its competitors, and could make them go bankrupt.
Thus, we can conclude that if Durable ceramics, inc reduced its prices, Cost-Less would go out of business and Durable would gain greater power over its customers.
Answer:
Explanation:
1. Ticket location is the most important attributes in the overall purchase decision. It is with a 39.49% of the general choice weight.
2. Verily, the conjoint assessment results are important in choosing assessing decisions. Ticket cost contained 38% of the examination. From the data, we can conclude fans are increasingly loath to purchase $60 tickets. By joining this ticket cost with various characteristics with higher utility scores, we can deliver a group that will be impressively all the more addressing the fans. The proportionate should be conceivable with the other evaluating decisions to make various group offers .The Portland Trail Blazers' NBA foundation was in a terrible position. Fans were spilling out the door, and the players couldn't find the bushel. The gathering wore a 22-36 record and advance managers presently ran its home, the Rose Garden after its owners had proclaimed money related indebtedness. The gathering's guide had been ended for sure. The field had been a sellout just three years earlier, and the gathering had been dear by Portland. However, starting in the 2003 season, interest began to fall pointedly by more than 15 percent by 2005. In the midst of a comparative time, 42 of 70 indulgence suites sat void in the midst of the period. More Portland crowd individuals viewed the atmosphere by then Blazers' amusements.
3. Yes there could be more than one.
By looking at the conjoint assessment and other data open from the survey, I believe that the Portland Trail Blazers the officials should offer two unmistakable packs. One being either six or ten redirections for each group. Disregarding the way that organization lean towards the six preoccupation pack, giving fans the decisions to buy for ten diversions will empower the gathering to sell more tickets. Regarding seating, they should offer the mid 300 court seats, averaging between $40-50
Answer:
a) Taylor Industries can successfully cut back its labor cost in inventory stockrooms by counting only high-value items. These items are determined by reference to their Annual Usage values. The items' annual usage values should be used as the activity cost pool for accumulating and allocating labor cost in inventory stockrooms. Taylor Industries can establish a benchmark or cutoff point so that only the items meeting this benchmark are counted. For example, the items with annual usage value above $5,000 should be included in the items to be counted. This strategy will reduce the number of items to be counted and therefore the labor cost.
b) Since item 15 is critical to Taylor Industries' continued operations, it should be classified as a direct materials cost and not an overhead cost.
Explanation:
a) Data and Calculations:
a random sample of 20 of Taylor's items:
ITEM NUMBER ANNUAL USAGE ITEM NUMBER ANNUAL USAGE
1 $ 1,500 11 $ 13,000
2 12,000 12 600
3 2,200 13 42,000
4 50,000 14 9,900
5 9,600 15 1,200
6 750 16 10,200
7 2,000 17 4,000
8 11,000 18 61,000
9 800 19 3,500
10 15,000 20 2,900
Average annual usage value = $12,657.50
