Answer: A. substitutes in consumption.
Explanation:
The substitutes in consumption are products that can be replaced by others and satisfy the same desires or the same need. They respond to the buyer's need to consume a product whose price increases or can no longer purchase it.
<em>For example,</em> in this case, Tomas can no longer acquire pistachios (which are a snack) because increased in price, therefore the potato chips are replacing the pistachio as a snack because it is cheaper.
<em>I hope this information can help you.</em>
Answer:
d. If the WACC is 9%, Project B's NPV will be higher than Project A's.
Explanation:
The internal rate of return is the return in which the NPV is zero i.e cash inflows equal to the initial investment
While the WACC refers to the cost of capital by considering the capital structure i.e cost of equity, cost of preferred stock and cost of debt by taking their weightage
Now if the WACC is 9% so project B NPV would be higher as compared to project A as we can see that project B IRR is greater than the project A IRR
Therefore option d is correct
Answer:
The Capacity utilization rate is 73.94 units per hour for the month.
Explanation:
Provided data,
Output rate = 160 units per hour
In the month of July,
Total production hour = 295 hours.
Total units = 34900 units.
Ideal output units in the month of July = output rate × total production hour
= 160 × 295
= 47200 units.
Capacity utilization rate of production shop is given by,
Utilization rate = (output unit in July ÷ idea output) × 100
= (34900 ÷ 47200) × 100
= 0.7394 × 100
= 73.94 units per hour
So, the Capacity utilization rate is 73.94 units per hour for the month.
Answer:
3.49%
Explanation:
Calculation to determine the rate of return on this investment
Using this formula
Rate of return=Monthly payment/Current value*100
Let plug in the formula
Rate of return = $4,990/$143,012 *100
Rate of return= 3.49%
Therefore the the rate of return on this investment is 3.49%
<u>Solution and Explanation:</u>
The following would be the specifications of the training module for the cashiers:
1. There would be multiple modules consisting of the job responsibilities as refresher courses and at the same time, the new market conditions and additional job related things that they must be doing in the near future would be the other modules.
2. The key areas that the multi module training program would be focussing on would be, customer relationship training, system and data maintenance training, documentation and accounting module
3. The training intervention would be preferably on job and alongside there would be a mentor/coach allotted to the cashiers who are experts in the field preferably store managers and functional experts. For the system related modules, they would be having simulation based modules. Only during the non rush-hours there would be offline training and update sessions with respect to the progress made on their training and the productivity improvement they have achieved over the past week.
The incentives associated with the productivity improvement would be translated into incentivising the cashiers to take up the training modules. The weekly update on the productivity improvement and the progress in their training would inturn make them competitive in nature. While coming to why such distribution has been done with respect to the modules, essentially if we look at the job of the cashiers, it’s a round the clock job and they would lose out on precious working hours if the training is done on an offline basis.
The simulations would definitely help understand the process but the on job training would be the one that is standing out, as they would be continuing their task and at the same time, the result is right in front on them to experience and therefore the distribution of the modules to not stress them out and at the same time not losing out on their time as well.
