Answer:
If Mary and Tim specialize in the good in which they have a comparative advantage, ______.
Mary would specialize in making cakes while Tim would specialize in making pies.
Explanation:
a) Data and Calculations:
Mary's opportunity cost of making a cake = 2 pies
She can make additional 5 (10/2) cakes instead of making pies
This will increase her cakes to 25 a day (20 + 5)
Tim's opportunity cost of making a cake = 4 pies
She can make additional 40 pies (10 * 4) instead of making cakes
This will increase her pies to 60 pies a day (20 + 40)
When they specialize there will be 25 cakes and 60 pies produced in a day instead of 30 cakes and 30 pies.
Back in 2015, McDonald’s was struggling. In Europe, sales were down 1.4% across the previous 6 years; 3.3% down in the US and almost 10% down across Africa and the Middle East. There were a myriad of challenges to overcome. Rising expectations of customer experience, new standards of convenience, weak in-store technology, a sprawling menu, a PR-bruised brand and questionable ingredients to name but a few.
McDonald’s are the original fast-food innovators; creating a level of standardisation that is quite frankly, remarkable. Buy a Big Mac in Beijing and it’ll taste the same as in Stratford-Upon Avon.
So when you’ve optimised product delivery, supply chain and flavour experience to such an incredible degree — how do you increase bottom line growth? It’s not going to come from making the Big Mac cheaper to produce — you’ve already turned those stones over (multiple times).
The answer of course, is to drive purchase frequency and increase margins through new products.
Numerous studies have shown that no matter what options are available, people tend to stick with the default options and choices they’ve made habitually. This is even more true when someone faces a broad selection of choices. We try to mitigate the risk of buyers remorse by sticking with the choices we know are ‘safe’.
McDonald’s has a uniquely pervasive presence in modern life with many of us having developed a pattern of ordering behaviour over the course of our lives (from Happy Meals to hangover cures). This creates a unique, and less cited, challenge for McDonald’s’ reinvention: how do you break people out of the default buying behaviours they’ve developed over decades?
In its simplest sense, the new format is designed to improve customer experience, which will in turn drive frequency and a shift in buying behaviour (for some) towards higher margin items. The most important shift in buying patterns is to drive reappraisal of the Signature range to make sure they maximise potential spend from those customers who can afford, and want, a more premium experience.
I hope this was helpful
Answer:
warranty liablity account ending balance: 3,510,000
Explanation:
In total, we expect a warranty expense for 6% for each sale distributed among three years.
For the 32,000,000 million sales for 2019 we expect:
32,000,000 x 6% = 1,920,000 warranty expense.
warranty liaiblity
debit credit
beginning 3,370,000
expenditures 1,780,000
warranty expense <u> 1,920,000</u>
balance 3,510,000
Answer:
Del is expected to prepaid to pay $535.62 in prepaid interest at the closing.
Explanation:
The down payment of 15% is $250000*15%=$37500
The balance of mortgage net of down payment=$250000-$37500
=$212500
Interest yearly=$212500*5.75%=$12,218.75
A year interest divided by 365days give one day interest.
A day interest=$12218.75/365=$33.48
Total interest to pay at closing=16days*$33.48
=$535.62
The number of days was 16 because July has 31days and deal was closed on 15th,hence 31 minus 15 gives 16.
Answer:
$13,000
Explanation:
Net income= net sales -net expenditure
in this case:
net sales=$126,000
net expenses = $113,000 {COGS + operating exp.+other exp.}
Net income= $126,000-$113,000
=$13,000
