Answer:
Simple payback is 4 years
Total discounted Payback is more than the 5 years which is the payback cutoff period.
Explanation:
Payback period is the time period in which the project recovers the initial cost incurred. Lower the payback period the more beneficial will be the project.
Simple payback = $100,000 / $25,000 = 4 years
Discounted Payback
Discounted payback is calculated by using the present value of future cash flows.
Total discounted cash flows = 22935.78 + 21042.0 + 19304.59 + 17710.63 + 16248.28 = 97,241.28
As sum of all cash flows are less than the initial investment so, total discounted Payback is more than the 5 years which is the payback cutoff period.
rabbits have large ears so that they can hear predators coming so they will run and stay alive
Answer: False
Explanation:
The revenue account for a Retail Merchandising Business is also known as the Sales Account.
When goods are sold they are credited to the Sales Account and it is no different here.
Therefore, When a Retail Merchandising Business sells goods to a customer the amount of the sold merchandise is credited to the Sales Account which makes the above statement false.
Answer:
6.36 %
Explanation:
Unemployment means the state of being jobless but actively searching for work. Unemployed people are part of the labor force.
In the case of Albireo, the work-eligible population is 180 million.
There are 110 million workers in the labor force, and employment level is 103 million. It means that those in the labor force and are not employed are 110 million - 103 million.
The number of unemployed people = 7 million
The formula for calculating the rate of unemployment
= No. of unemployed people / No. in the labor force x 100
=7 million / 110 million x 100
=7/110 x 100
= 0.063 x 100
=6.36 %
Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
