This practice allows a company to discover the target market and record opinions and other input from consumers regarding interest in the product
Answer:
d. The cost of the parking permit is part of the opportunity cost of attending college if you would not have to pay for parking otherwise.
Explanation:
Opportunity cost is a microeconomic concept used to describe how much an economic agent fails to earn in one economic activity by employing money in another economic activity. Thus, all expenses that a student performs to study at the university, including tuition, gasoline, parking, material, and time spent on the activity, is considered an opportunity cost, since all of this could be spent on another activity.
<h2>segment and company financial goals are congruent.</h2>
Explanation:
I think the options are missed and hence given below for your reference:
a) decision-making is made by the top executives.
b) investments made by each segment are minimized.
c) identification of operating segments that should be closed.
d) segment and company financial goals are congruent.
Let us understand the meaning:
Congruent: It means two or more things coincides when superimposed.
Financial goals: The target which needs to be achieved in the current financial year.
Segments: Segment speaks about the location, product or service provided by the company.
Financial goals are necessary so that it would be easy to organize and work towards the specific goal.
For the business goal to be achieved, every organization should frame financial targets or goals.
So the important goal is to achieve segment and company financial goals and they become congruent when achieved.
Answer: a, b and c.
Explanation:
The article in question is the Harvard Business Review article titled <em>Making Differences Matter: A New Paradigm for Managing Diversity </em>by<em> David A. Thomas </em>and <em>Robin J. Ely. </em>
In this article, the logic that diversity in employment apart from it being the moral and legal way to do things, is also good for business is explored.
It is shown that companies that have been able to successfully use the discrimination and fairness paradigm to increase their demographic diversity were usually run by effective leaders who valued due process and equality in the treatment of their employees and they had top-down directive issuing power which they used to enforce their view.
The organizations also often have entrenched, easily observable cultures.
