Answer:
Common stock
Explanation:
Common stock can likewise be referred to as a voting stock. Common stock for the most part conveys with it the privilege to decide on business element matters, for example, choosing the top managerial staff, building up corporate destinations and approach, and stock parts. Similarly, common stock can be broken into casting a ballot and non-casting a ballot classes.
Answer:
$905,000
Explanation:
February Collection will be as follows :
<em>February Collection = Cash Sales + Credit Sales </em>
= $900,000 x 25 % + $900,000 x 40 % + $800,000 x 60 %
= $905,000
the amount of cash received from sales during the month of February is $905,000.
Answer:
Money is defined as something that serves as a medium of exchange.
The money supply is the total amount of money available in an economy. It includes:
- M1 includes coins and notes (bills) in circulation plus other money equivalents that are easily liquidated.
- M2 includes M1 plus short term bank deposits and 24 hour money market funds.
- M3 includes M2 plus long term bank deposits and money markets with more than 24 hour maturity.
Answer:
$55.134
Explanation:
Given
dividend paid on its stock = $8.25
Duration is next 13 years
P0 = dividend on its stock × (PVIFA of return on this stock,years)
Remember PVIF = (1 - (1 + r)^-n)/r
Where PVIFA = present value interest factor of annuity
r = interest rate per period
n = number of periods
Therefore
P0 = $8.25 × (PVIFA11.2%,13)
P0 = $55.134
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
