Answer:
D. a 10 percent decrease in the average price of a lift ticket.
Explanation:
When Price elasticity is greater than 1, that suggests that the demand for that particular good or service is highly responsive to price or is price-sensitive . Furthermore, If price elasticity is greater than 1 then an increase in price will cause revenue to decrease.
Applying the above-stated principle to the given scenario, it has been stated that 'The estimated price elasticity of demand is 1.5.' implying that the demand for downhill ski is highly sensitive and responsive to changes in price.
Therefore, the only logical economic strategy to improve revenues will be to decrease price so that revenue can increase.
Answer:
Growth rate 2.4%
Explanation:
MV=D1/(Ke-g)
Where MV=share market value=$15
D1=Dividend at year end=$.72
Ke=stock's expected rate of return=7.2%
By putting above values in formula, we get;
MV=D1/(Ke-g)
15=.72/(7.2%-g)
15*7.2%-15g=.72
1.08-15g=.72
.72-1.08=-15g
g= -.36/-15
g=2.4%
Answer:
The correct answer is: Formal.
Explanation:
<em>Leadership programs</em> within companies are provided to prospective employees who have the potential of following a managerial path career within the organization. They are possibly already seen as leaders within their departments but the training could help them whether to polish some of their skills or to learn how to better lead.
Thus, invitation letters to the participants of leadership programs should be written following a <em>formal </em>coding.
Answer: $3,564.50
Explanation:
The total amount that the company will pay for the merchandise is the net cost of the merchandise, less a 3% cash discount, plus the transportation costs. The cash discount normally only applies to the merchandise and not the transportation costs.
The cost of the merchandise is $3,600 less the $250 refund, which equals $3,350. With a 3% cash discount they will pay 97% of this amount, which is $3,249.50. After adding the additional transportation charge of $315, the total amount to be paid is $3,564.50.
