Answer:
Amount for each stock to be paid at maximum = $54
Explanation:
Using Dividend growth model, we have,
Where 
= Expected price of share today
= Dividend to be paid at this year end
= 
= Required return on investment
g = Growth rate
Therefore,
= = $3 + 8% = $3.24
= $54
Therefore, current price for this share or sock to be paid = $54 per share.
Answer:
B.
Explanation:
Sorry if I'm wrong. good luck
Answer:
Correct option is (e)
Explanation:
Programmed decisions are those that are planned decisions for routine situations. These decisions are made based on tried and tested methods or standardized procedures. These decisions are made once when situation arises, and subsequently becomes a procedure when similar situations arise in future. Some examples are dealing with labor absenteeism, terminating an employee or re-ordering supplies.
Non programmed decisions are distinctive. They are not based on any past situation. They are mostly taken by upper management using logic or intuition. They do not arise in normal course of business. One such decision is related to developing new product or service. It is not a routine situation. As, such it is an example of non programmed decision. Rest of the options are examples of programmed decision.
Answer: <em>A horizontal merger</em>
Explanation:
A horizontal merger is known as or referred to as a business consolidation or merger that tends to occur between a firm which operate in the vicinity or same industry. The competition is higher among the organizations and companies that are operating or working in same space, that is mostly concerned with potential gains and synergies in the market share are way greater for the firms merging.
Pricing objectives that seek profit maximization or to attain a target return on investment are examples of profitability pricing objectives, a relationship between the benefits provided by a certain operation or thing and the investment or effort that has been made; when it comes to financial performance; it is usually expressed in percentages.
