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Naily [24]
3 years ago
8

Noneconomic groups, such as Texans for Public Justice and other groups working in the public interest, tend to be less powerful

than economic interest groups.
A. True
B. False
Business
1 answer:
lorasvet [3.4K]3 years ago
6 0

Answer:

The correct answer is the option A: True.

Explanation:

To begin with, noneconomic groups are the ones that do not persuit economic profits but instead they seek for the common good and the improvement of the social communties regarding subjects such as the environment and more. Moreover, these groups<u><em> tend to be bigger than the other ones but less effective and less powerfull</em></u> as well due to the fact that they<u><em> do not manage money and therefore they do not have influence</em></u> or powerful contacts to make thins happen properly, instead they encourage people to act by letting them know the truth about controversial topics and therefore is that these groups commonly will be less powerful than the ones that do manage money.

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Every morning Pete buys a cup of coffee from the vending machine located down the hall in his office building. The location of t
kati45 [8]

The given statement "Every morning Pete buys a cup of coffee from the vending machine located down the hall in his office building. The location of the vending machine creates form utility for Pete" is False.

Answer: Option A

<u>Explanation:</u>

The vending machine's location for coffee is found down the hall though in his building, so he needs to put in extra work to get the coffee for himself every morning. The economic utility has four parameters, time; place; form; and possession.

Out of these 4, we are here the statement discussing form utility whereas the given statement could serve as an example of place and time utility. Form utility refers to the utility being such an accomplishment to the customer so as to imply full satisfaction which is not the case here.

6 0
4 years ago
Bryce Phillips began buying and selling outdoor sporting equipment to support his skiing and traveling habits. From there, he fo
kolbaska11 [484]

Answer:

<u>The correct answer is:</u> b) Aging population.

Explanation:

In the scenario described by the question above, it can be said that the demographic trend that accurately represents the biggest marketing challenge for Evo, is the aging of the population.

This is the most suitable alternative to the question, since when analyzing the nature of the company, which sells sports equipment and quality clothes for sports, it can be deduced that the corporate culture and its target audience is composed of a generation of younger people who play outdoor sports, so if the population is aging, the company would have a major marketing challenge to be able to win over this specific audience of older people whose profiles and values ​​may not be consistent with Evo's values .

4 0
3 years ago
Jeremiah Brown has been making contributions into an individual retirement account for his retirement. His contributions are not
ladessa [460]

Answer:

Th answer is: Roth IRA account

Explanation:

A Roth IRA is an individual retirement plan where you are contributing after-tax dollars. That means you get no tax deduction for your contributions but th money it earns is tax-free. Once you start to withdraw your funds, you pay no taxes for them if your are at least 59 and a half years old.  

7 0
4 years ago
What operations strategy should Nokero pursue? Should it continue to supply all of its light bulb orders from a single factory l
UNO [17]

Answer:

Explanation:

Nokero would benefit in maintaining its fulfillment warehouses in Africa, Asia, and Latin America. Maintaining these warehouses allows Nokero to efficiently transfer its products without the risk of running out of stock. It may be helpful to use Total Cost Analysis, which is ananalysis of all costs that include shipping, inventory, overhead, and risks (Daniels, Radebaugh, &Sullivan, 2015), Nokero may run into issues with costs related to shipping. However, the benefit of product transfer speed may outweigh the costs.Challenges that Nokero face in accessing remote locations may be solved through negotiations of a contract manufacturer, a contracted company who oversees supply-chain and manufacturing (Daniels, Radebaugh, & Sullivan, 2015). Through a contract manufacturer, Nokero can push products to remote locations that are not normally in the shipping radius of its fulfillment plants. Alternatively, Nokero can adopt contract manufacturing for all of its manufacturing and supply chain, while eliminating its current setup. However, Nokero would lose control of these processes – a risk that a global company may not be keen to take.18-5Building a distribution footprint could be accomplished by setting up a logistic system that would reach the current network of customers and also be able to outsource some of their distributions to specific companies of their choice. Nokero should open an additional distribution

NOKERO4center in the African region. As the text informs, Nokero’s “largest customers are distributors, associations, and individuals that have ordered thousands of light bulbs, including Anzocare (South African Alternative Energy Association) and major individual distributors from India, Kenya, Zambia, Ghana, and Fiji” (Daniels, Radebaugh, & Sullivan, 2015 p.724). Because of these customers’ location, additional stress is placed on their current factory located in China, viathe port of Shenzhen, which fulfills large commercial orders while smaller orders are outsourced to their partner, also in Shenzhen, China. Keep in mind that out of this current port, Nokero also fills orders for another large region, which includes, “Afghanistan, Australia, Nigeria, Central America, Cote D’Ivoire, Mali, Burkia Faso, and Vietnam. These regions should be emphasized out of the recommended new location in the region of Africa.

3 0
3 years ago
Gaber Land Corp. is evaluating a 4-acre (front 2-acre and back 2-acre) waterfront property for development. Gaber is considering
enot [183]

Complete Question:

Gaber Land Corp. is evaluating a 4-acre waterfront property for development into rental condominiums. The front 2-acre lot is more expensive to purchase than the rear 2-acre lot, and condo leases closer to the waterfront can be more expensive than those units in the rear. Gaber is considering a design that includes a 32-unit building on each lot.

Data includes the following:

Initial Costs

Lot purchase prices: $400,000/acre front lot, $100,000/acre back lot Legal fees, applications, permits, etc.: $80,000

Site clearing and preparation: $3000/acre

Paving roadways, parking, curbs, and sidewalks: 25% of total lot at $40,000/acre.

Construction costs: $3,000,000 per building

Recurring Costs

Taxes and insurance: $5000/month per building

Landscaping: 25% of lot at S1000/acre/month

Security: $1000 building for $1500/month

Other costs: $2000/month

Revenue (assume 90% annual occupancy)

Front lot units: $2500/unit/month

Rear lot units: $1750/unit/month

Other revenue: $5000/month

Answer the following: (1) Use the concept of the per-unit model to estimate the total initial cost. annual cost, and annual revenue of this prospective project, and (2) If you made the simplifying assumption of no changes to costs and revenues for 10 years, estimate the profitability of this prospective investment ignoring the effects of money's value over time.

Answer:

Gaber Land Corp.

1a. Total Initial cost: $193,252,000

1b. Annual cost: $5,064,000

1c. Annual revenue: $5,935,200

2. Profitability of Project for 10 years:

Total Revenue  $5,935,200 x 10 years = $59,352,000

Total costs       $5,064,000 x 10 years =   (50,640,000)

Profitability                                                    $8,712,000                    

The profitability totalling $8,712,000 for ten years will be reduced by the allocated cost of building for the same period in order to determine the net income.

Explanation:

a) Data and Calculations:

Initial costs:

Lot purchase prices:

Front lot, $400,000/acre x 2 =              $800,000

Back lot $100,000/acre x 2 =                   200,000

Legal fees, applications, permits, etc.       80,000

Site clearing & preparation: $3000/acre  12,000 ($3,000 * 4)

Paving roadways, parking, curbs, and sidewalks:

 25% of total lot at $40,000/acre.          160,000

Construction costs:

 $3,000,000 per building               192,000,000

Total initial costs                            $193,252,000

Annual costs:

Taxes and insurance: $5000/month per building   $3,840,000

Landscaping: 25% of lot at S1000/acre/month               48,000

Security: $1000 building for $1500/month                 1,152,000

Other costs: $2000/month                                             24,000

Total annual costs                                                    $5,064,000

Revenue (assume 90% annual occupancy)

Front lot units:

$2500/unit/month (32 * 4 * 2,500 * 90% * 12) = $3,456,000

Rear lot units:

$1750/unit/month  (32 * 4* 1,750 * 90% * 12) =      2,419,200

Other revenue: $5000/month ($5,000 * 12) =           60,000

Total annual revenue =                                        $5,935,200

4 0
3 years ago
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