Answer:
Evaluation and control
Explanation:
The goals and objectives section shows the things that the company wants to accomplish. As the statement indicates that the section on goals and objectives defines the parameters by which the firm will measure actual performance, we can infer that this refers to the evaluation and control section because this part of the marketing plan includes the measurements that will help you evaluate if the objectives can be accomplished, the performance standards to which the indicators are compared and the actions to take if the goals are not achieved. According to this, the answer is that in this respect, the goals and objectives section is tied closely to the evaluation and control section of the marketing plan.
Answer:
B. Memory
Explanation:
Mnemonics are a tool to aid memory.
An unrealized gain of $5,412 from the change in the fair value of the debt.
<h3>How does general interest rate risk work?</h3>
Interest-rate risk (IRR) is the exposure of a financial institution to unfavorable changes in interest rates. Accepting this risk is common practice in the banking industry and can be a key driver of profitability and shareholder value.
Explanation:
Given that the bond's face value is $400 000
Bond selling price: $370,000
yield until maturity equals 12%
Bond has a fair value of $365,000.
Value shifted = $2,000
Net income and OCI are both included in comprehensive income.
To learn more about Interest-rate risk (IRR) refer to:
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Answer:
The answers are:
- a demand curve
- a demand schedule
Explanation:
A demand curve is a graph showing the relationship between the price of a product, e.g. TV, on the y axis, and the quantity demanded for that product at a certain price (on the x axis). It models the price-quantity demanded for a particular market.
A demand schedule illustrates the same price-quantity demanded relationship for a product as a demand curve, only that it is presented as a table chart instead of a graphic curve.
Answer:
c) finish-to-start; start-to-start
Explanation:
Project dependencies are the time relationships between a predecessor and a successor in project management. In other words, these dependencies describe which activity among the two needs to start earlier or later and when it needs to start or finish compared to the other one.
The most common type of dependency in all projects (no matter the nature or industry) is the finish-to-start one, where the activity A needs to be completed before activity B starts, e.g. base nail polish has to be put before the top coat gets put on the nails.
The second most common type of dependency is the<em> start-to-star</em>t one, where two activities need to start at the same time. This is common for activities where synchronization is paramount.
