Answer:
First project
Explanation:
The 2 options/ project been considered:
1. Buying 10% of shares in a publicly traded american company that owns five power generation units in Pakistan
2. To be partner with equal share with one private company in building a new power generation unit in Pakistan
The first option/project would have a higher required return because:
<em>- This company is already settled in the country having five power generation units in Pakistan. All these units are running and making profit.</em>
<em>- Investment Option 2 is high riskier as we do not know the details of the new company and there are so many unforeseen circumstances surrounding establishing such project in the company. It will also take time to establish in order to start make it profitable.</em>
Answer:
b. Alternative cost.
Explanation:
Sunk cost is cost that has been incurred and cannot be recovered.
Out of pocket cost is a cost incurred out of an employees personal cash reserves for which he may be reimbursed for by his employers.
Differential cost is the cost of two different options.
Opportunity cost is the benefit lost when one alternative is chosen over other alternatives.
I hope my answer helps you.
It could invade the privacy of the shopper when trying things on. All of the actions the customer does is being recorded, not to mention the customer has no idea who exactly is monitoring the cameras, and how many people have access to it. It could become a serious problem.
Answer:
The correct answer is reverse logistics.
Explanation:
Reverse logistics is responsible for the recovery and recycling of packaging, packaging and hazardous waste; as well as the processes of return of excess inventory, customer returns, obsolete products and seasonal inventories. It is a way of return for materials that are reused, recycled or destroyed.
Logistics also evolves and adapts to the needs that the sector gradually has. This type of logistics was born to help care for the environment, an increasingly important need in the sector.
Answer:
b. The competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage.
Explanation:
The Porter’s five forces of competition is a framework developed by Michael E. Porter in 1979, it is used to measure and analyze an organization's competitiveness in a business environment.
The Porter's five forces of competition framework are:
1. The bargaining power of suppliers.
2. The bargaining power of customers.
3. Threat posed by substitute products.
4. Threats posed by new entrants.
5. Threats posed by existing rivals in the industry.
The most powerful of the five competitive forces is usually the competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage. When the amount of competitors (sellers), as well as the quantity of goods and services they provide are large, the lesser their competitive strengths or advantage in the market because the customers have a large pool of finished goods and services to choose from and vice-versa.