Reducing credit card balances is the <span>action will help increase a low FICO score.
</span>The FICO mortgage score is between 300<span> and </span>850<span>. Higher scores indicate lower credit risk. Each individual actually has 65 credit scores for the FICO scoring model because each of </span>three<span> national credit bureaus, Equifax, Experian and TransUnion, has its own database.</span>
Answer:
b. all development cost are expensed as incurred
Answer:
-$8,705
Explanation:
The computation of the Net present value is shown below
= Present value of all yearly cash inflows after applying discount factor + salvage value - initial investment
where,
The Initial investment is $110,000
All yearly cash flows would be
= Annual cost savings × PVIFA for 4 years at 12%
= $30,000 × 3.0373
= $91,119
Refer to the PVIFA table
And, the salvage value would be
= Salvage value × pvif for 4 years at 12%
= $16,000 × 0.636
= $10,176
The discount factor should be computed by
= 1 ÷ (1 + rate) ^ years
Now put these values to the above formula
So, the value would equal to
= $91,119 + $10,176 - $110,000
= -$8,705
An informal type of organizational structure is one best suited for achieving a cost-leadership strategy especially when the managers is promoting innovation.
<h3>What is a
cost leadership strategy?</h3>
This is a cost strategy that relies on a firm's ability in using a lower costs of production to offer quality products at low prices.
These type of strategy is best achieved with an informal type of organizational structure & culture.
Read more about cost leadership strategy
<em>brainly.com/question/26891629</em>
Answer:
Explanation:
Porter's generic strategies determine how the company will gain competitive advantage within the selected market. Lower cost, differentiated or focus strategies could be included. The company chooses one of the two types of competitive advantages either by lower costs than competition or by differentiating between customers' value to achieve higher prices. A company also chooses two types of products that offer its products to selected market segments or industry levels and offer products in many market segments. The generic strategy reflects the choices made by both the type and the degree of competitive advantage.
1)Cost Leadership Strategy: This generic strategy requires you to be the cheapest producer in an industry for a certain level of quality. The firm sells its products at a price higher than its competitors or below average industry prices to gain market share. In the case of price war, the firm may gain some profit while suffering from competition. Even if there is no price war, firms that can produce cheaper in the time of industry growth and falling prices will remain profitable for longer. Cost leadership strategies generally target the wider market.
Each common strategy has risks, including low cost strategies. For example, other firms may also reduce costs. As technology develops, competition can increase production power and thus eliminate competitive advantage. In addition, many companies that implement a focus strategy and target different narrow markets may earn less in their segments and gain significant market share as a group.
2)The differentiation strategy requires the development of a unique product or service for its customers and offers unique features that recognize whether customers are better or different than their competitors. The added value of the product with the uniqueness of the product may allow the company to earn a premium for the product. The risks associated with differentiation strategies include imitating competitors and changing customer tastes. In addition, different firms that implement focus strategies can achieve greater diversity in market segments.
3) Focus strategies are focused on a narrow segment and seeks to achieve cost advantage or differentiation in that segment. The main pillar is better service, focusing on the needs of the group. Using a focus strategy, the firm often has high customer loyalty, which prevents other firms from competing directly. There are some risks, such as imitating focus strategies and making changes to your target segments. In addition, it can be quite easy for a broad market value leader to adapt products directly to the competition. Finally, other focus areas can create sub-segments where they can better serve.
