<u>A fully global organization might set up a </u><u>joint venture</u><u> with a foreign company to create a new, </u><u>independent company </u><u>that produces a specific product.</u>
When businesses expand internationally, they frequently begin small?
When businesses expand internationally, they frequently begin by merely exporting their goods to one or more foreign nations.
Exists a company that runs operations in multiple nations?
- A multinational corporation is one that has operations and business locations in two or more different nations.
- These businesses are frequently run from a central office with its headquarters in the nation of origin.
What attribute best describes a transnational corporation?
A "borderless organization" with numerous operations and no central headquarters is referred to as a transnational corporation.
Learn more about multinational corporation
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Answer: $3; $6
<span>The two firms formed a cartel which means they agree to produce same with the purpose of maintaining prices at a high level and restricting competition.</span> In the case of two firms who agree on producing 6 units but one cheat, this will be the effect:
<span><span>At 6 units each, and a market price of $10, each firm will have a gross sale of $60. If one cheats and produced 7, the market price will fall to $9, resulting to $63 (7*9) and a gain of $3. The noncheating firm will acquire a sale of $54 (6*9) only or a loss of $6. The answer is </span><span>$3; $6.</span></span>
The answer to this question is an example of geographic
segmentation. Geographic segmentation is dividing the market or consumers
depending on the location or geography. This kind of marketing strategy is
often used by small businesses Geographic segmentation is segmenting the market
thru cities, country, and regions.
Answer:
1. C. c. material, machinery/equipment, manpower, and methods.
2. E. All are correct
Explanation:
1. The cause-and-effect diagram also known as the Ishikawa diagram is used by organizations to find out the likely causes of unwanted problems. This diagram traces the roots of problems and helps managers discover the potential causes of these problems. The four M's that form the bone of the diagram to which other causes are traced include the;
a. material, which is about the products used in the production process and potential problems that can be attributed to them.
b. machinery/equipment, which is about the plant and likely problems that can arise from their use.
c. manpower, which is about the personnel used in the production process, and,
d. methods, which is about the systems adopted by the organization.
2. A systematic approach to capacity decisions include;
a. Estimation of capacity requirements
b. Identification of gaps by comparing the expected requirements with available capacity.
c. Develop alternative plans and methods that would help to reduce the gaps.
d. Evaluate the alternatives taking into consideration their qualitative and quantitative attributes.
