Answer: Please refer to Explanation
Explanation:
The Dominant Strategy in a game is the strategy that a player will choose that will provide them with the highest payoff regardless of what the other player does.
In the above, the dominant strategy will be for RAPHAEL to choose LEFT.
By choosing left Raphael makes a payoff of 4 if Susan picks Left as well and a Payoff of 6 if Sudan picks Right. This is better than him picking Right and he will get a Payoff of 3 if Susan chooses Right as well.
The Nash Equilibrium is the strategy where both are making the best that they can given the strategy of the other player and deviating from it will give them less pay out.
The dominant strategy therefore is for RAPHAEL to choose LEFT and for SUSAN to choose RIGHT.
This is because Raphael will pick Left as it maximises their payoff and Susan will then pick a strategy that gives her the highest payoff based on Raphael's decision which is to go RIGHT.
Answer:
The simple rate of return on the investment is closest to: C. 10.6%
Explanation:
In Hartong Corporation:
Increasing net income = Increase sales revenues - Cash operating expenses - Annual depreciation expense = $185,000 - $89,000 - $52,000 = $44,000
This is the net income from the equipment per year
Return on the investment (ROI) is calculated by using following formula:
ROI = (Net income/Cost of investment
)x 100%
Cost of investment = Cost of equipment = $416,000
ROI = ($44,000/$416,000) x 100% = 10.6%
Answer:
Increase of $95,000
Explanation:
Stockholder equity: It records the issue of shares, retained earnings, and deduct the dividend amount if declared.
The expenses which are related to the business is directly or indirectly affect the stockholder equity.
So, the net effect is shown below:
Issuance of common stock = $200,000
Less - Payment of salaries expense = $105,000
So, the net effect would be equal to
= $200,000 - $105,000
= $95,000
The accounts payable does not affect stockholder equity. So, it would not be considered.
This $95,000 would increase stockholder equity.
