Answer:
16
9.8
12.90
5.8
Explanation:
The price to earning ratio is a financial metric used to value a company. it compares the price of a stock to the earnings of the stock. the lower the metric is, the higher the valuation of the firm
price to earning ratio = market value per share / earnings
1 = 176/11 = 16
2. 78.40 / 8 = 9.8
3. 77.40 / 6 = 12.90
4. 203/35 = 5.8
Answer:
Walker's did not outperform because it PE Ratio is close to Industry average. Industry's data is based on average which means some of the firms may have very high PE ratio and some might have quite lower than the average. It is not obvious that the Walker's outperformed or under-performed. Complete data about the individual firms might make us able to compare the performance of Walker's. Apparently its performance is up to the mark as its PE ratio is very close to Industry average.
Explanation:
<u>PE Ratio</u> is a term which show the investors confidence on the firm. It shows that how much price investors are willing to pay against each unit of earning.
Answer: $11,000
Explanation:
The solution to this problem is not tedious or complicated
Solution;
Amount is = $110,000
Percentage of down payment is given as = 10%
To get the amount of the down payments we find the 10% of $110,00
10% of $110,000 is = 10÷100
=0.1
We multiply it by the amount which is 0.1×110,000= $ 11,000
Answer:
True
Explanation:
Base on the scenario been described in the question which, Darren was eligible to assist to a traditional of 401,000 in 2019, but we were told he forgot and later he paid in 15, June 2020, he is look as though he paid in 2019 because and it is true.
The reason why the answer is true is that Darren is that the time he paid the money in July 15, 2020, it was still within the time he allowed to still pay for the year 2019, that's why he considered as though he paid in 2019.
Risk management is an on-going process, and is a combination of proactive management directed activities within a programme that are intended to accommodate the possibility of failures.
