Answer:
Explanation:
Old Price 27363
Exchange Rate 2.01
USD Value 55000
the company has committed to sale at $55000 existing price for next six months.
No currency hedge contract has been made by jaguar, in such case due to appreciation of pound the value of dollar will decrease but due to commitment by jaguar not to fluctuate the cost the total amount receivable in pounds will decrease as compared to 6 months before
USD Value 55000
Exchange Rate 2.15
Price in Pounds 25581
Decrease in pounds = 27363-25581 = 1782 loss
Answer: 13.53%
Explanation:
The expected return on the portfolio will be calculated by multiplying the investment in each stock by the expected return of the stocks. This will be:
= (31% × 11%) + (46% × 14%) + (23% ×16%)
= 3.41% + 6.44% + 3.68%
= 13.53%
<span>When a company is using double-entry accounting, the elements of a given ledger that must be equal are the debit and the credit. They should reflect the balance of the books. There should be an equal amount in the debit column and in the credit column.</span>
Answer:
use a skill-based pay plan for the teams.
Explanation:
Based on this scenario it can be said that the best method for Dee to use would be a skill-based pay plan for the teams. A Skill-based pay (SBP) is a unique compensation method that is designed to reward individual employees with additional pay in exchange for formal certification of the employee's mastery of skills, knowledge, and/or competencies. This will promote individual initiative without suppressing a cooperative work environment.
Answer: Constraint
Explanation:
The company data is not attached but this should be correct.
Constraints enable companies and entities to engage in sensitivity analysis which would enable them find out optimal quantities of production and production strategy.
Constraints show how much of something is needed to get something done so in making time the constraint, the company is trying to find out how much time is needed in the fabrication department for goods in order for profits to be maximized.
