Answer:
$45,340
Explanation:
Calculation to determine the annual operating cash flow
Sale $260,300
Less: Operating Cost $143,200
Contribution $117,100
($260,300-$143,200)
Less: Fixed Cost $60,700
Less: Depreciation as per table given below $24,800
Profit before tax $31,600
($117,100-$60,700-$24,800)
Tax $11,060
($34%$31,600)
Profit After Tax $20,540
($31,600-$11,060)
Add Depreciation $24,800
Cash Profit After tax $45,340
($20,540+$24,800)
Therefore the annual operating cash flow is $45,340
Answer:
The correct action is the option B: Don't talk about taking action. Instead, get to know your team members better.
Explanation:
To begin with, if the person is trying to create a group that is involved in the situation and works together then the best option to take at the beginning would be to get to know them better, so in that way the person would understand them and know what motivates each one the members in order to make them understand as well why would be benefitial for everybody to fight the fee increases and he can do that by explaining to everyone how those increases would impact in what motivates them the most. So that is why, is better to understand them and explain them later how to take action.
Answer:
$27,600
Explanation:
The maximum amount that the university should pay must be equal to the variable costs of the personnel department. The department's total costs are $35,500 and the variable costs are $22,000 and the avoidable fixed costs are $5,600, so as long as the university pays up to $27,600 (= $22,000 + $5,600) to the outside vendor, then it will not have increased its total costs.
The fixed non-avoidable costs = $35,500 - $22,000 - $5,600 = $7,900 will remain regardless of what decision is made. If the university pays more than the variable costs and avoidable fixed costs, e.g. $28,000, then total costs would be $36,900 which results in a $400 increase.
Answer:
Answer to each part of the question is given below separately under specific headings with detailed explanation.
Explanation:
<u>a) Branding strategy recommendation</u>
The branding strategy they should opt is a multi-branding strategy, in which a company's objective is to market more than one product and/or brand under the same hood in order to increase their overall market share. This strategy is somewhat used by other known car manufacturers such as Toyota (Lexus), Honda (Acura) etc.
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<u>b) Branding strategy trade-offs</u>
The trade-off with this strategy is that the attention of Ferrari would be diverted from their main market segment and therefore, they will not be providing new products to the luxury market.
This will give the other companies in the same market segment the opportunity to increase their market share in the same segment.
<u>c) Opinion on the trading-down strategy</u>
It is fairly a risk for Ferrari to opt for the trading down strategy. This is due to the fact that their main market and objective is the luxury market to buy their expensive cars. Focusing on the new strategy could hurt their brand equity and this may impact their loyal buyers.
However, such could be avoided if they market this strategy with a foreign brand name and promote the name under the Ferrari hood by saying that the foreign brand has been designed by the Ferrari. Keeping the original Ferrari name and objective separate from this brand.
