I’d say Outcome visualization since it involves seeing yourself achieving your goal.
Answer:
Retail positioning matrix
Explanation:
Value added is also known as the retail positioning matrix, which includes the element of location, product reliability, or prestige under the dimensions of the breadth of the product line and value-added. As in the given case, the Boston market has added pickup, delivery, and full-service catering to its original restaurant format, therefore, they had value-added services and they have a broad product line of frozen meals in the frozen food sections of groceries. , which should be measured on four positions in the retail positioning matrix, such as:
- high value, broad product line
;
- low value, broad product line
- high value, narrow line
.
- low value, narrow product line.
However, due to lack of information competitor and market share, we can not position the phase of company.
<span>Supplies used in the period is computed by taking
the difference between the balance of the Supplies account and the cost of supplies
on hand. The sum of supplies that aren't used as of the balance sheet
date must be stated in the asset account Supplies or Supplies
on Hand. The supplies that have been used during the accounting period must be stated
in the income statement account Supplies
Expense. Essentially, supplies are assets until they are used. When they
are used, they become an expenditure.</span>
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Answer:
The term "benchmarking" as it relates to the hotel industry refers to comparing metrics for hotels of similar size or profile.
Explanation:
a) Benchmarking is a process wherein a company's products, services, business processes, or performance metrics are compared with a “best in class” competitor. The purpose of benchmarking is to enable organizations to make improvements by adapting specific best practices. A retail shop's metrics can be compared with the leading retail shop in your area. Given the deep insight gathered from benchmarking, this retail shop can decide to alter its line of products, the way it competes in the marketplace, or to undertake some improvements in her business processes.
There are four types of benchmarking, including internal, competitor, functional, and generic. Internal benchmarking is limited to internal processes. Competitor benchmarking compares one company's processes, products, or services to another. Functional benchmarking compares one function of an entity to another entity's. While generic benchmarking compares unrelated companies' processes or functions.
