Answer:
C) Tangibles
Explanation:
The five variables of service quality are:
-
tangibles
- reliability
- responsiveness
- assurance
- empathy
The tangibles variable basically refers to the physical environment, the facilities, equipment, staff and other communication materials displayed by the store or restaurant.
Answer:
a.$ 2,367.36
b.$ 3,105.85
c.$ 3,642.48
Explanation:
The future value formula applicable in all the three cases is stated thus:
FV=PV*(1+r)^n
PV is the amount today which is $1000 in all cases
r is the rate of interest (i.e 9%,12% and 9%)
n is the time the amount is invested( i.e 10,10 and 15 years)
FV=1,000*(1+9%)^10=$ 2,367.36
FV=1000*(1+12%)^10=$ 3,105.85
FV=1000*(1+9%)^15=$ 3,642.48
Answer: blocking for gender
Explanation: Blocking refers to a experimental research procedure which involves splitting experimental variables into separate units. This speration is performed in other to avoid bias or effect this separately identified varibales may bring into our experiment if not tested separately. The blocks may be referred to as known categories upon which variables in an experiment may be divided such that treatment is applied to independently to the separate blocks or experimental unit. In the scenario above, the personnel director is blocking for gender by splitting the variables or participants based on gender.
Answer:
A) R(x) = 120x - 0.5x^2
B) P(x) = - 0.75x^2 + 120x - 2500
C) 80
D) 2300
E) 80
Explanation:
Given the following :
Price of suit 'x' :
p = 120 - 0.5x
Cost of producing 'x' suits :
C(x)=2500 + 0.25 x^2
A) calculate total revenue 'R(x)'
Total Revenue = price × total quantity sold, If total quantity sold = 'x'
R(x) = (120 - 0.5x) * x
R(x) = 120x - 0.5x^2
B) Total profit, 'p(x)'
Profit = Total revenue - Cost of production
P(x) = R(x) - C(x)
P(x) = (120x - 0.5x^2) - (2500 + 0.25x^2)
P(x) = 120x - 0.5x^2 - 2500 - 0.25x^2
P(x) = - 0.5x^2 - 0.25x^2 + 120x - 2500
P(x) = - 0.75x^2 + 120x - 2500
C) To maximize profit
Find the marginal profit 'p' (x)'
First derivative of p(x)
d/dx (p(x)) = - 2(0.75)x + 120
P'(x) = - 1.5x + 120
-1.5x + 120 = 0
-1.5x = - 120
x = 120 / 1.5
x = 80
D) maximum profit
P(x) = - 0.75x^2 + 120x - 2500
P(80) = - 0.75(80)^2 + 120(80) - 2500
= -0.75(6400) + 9600 - 2500
= -4800 + 9600 - 2500
= 2300
E) price per suit in other to maximize profit
P = 120 - 0.5x
P = 120 - 0.5(80)
P = 120 - 40
P = $80
Answer:
a. VRIN test, which asks if a resource is valuable, rare, inimitable, and non-substitutable.
Explanation:
Applying Barney's (1991) VRIN framework can determine if a resource is a source of competitive power. To serve as a basis for sustainable competitive advantage, resources must be:
valuable: meaning that they must be a source of greater value, in terms of relative costs and benefits, than similar resources in competing firms. When resources are able to bring value to the firm they can be a source of competitive power.
rare: rareness implies that the resource must be rare in the sense that it is scarce relative to demand for its use or what it produces. Resources have to deliver a unique strategy to provide a competitive advantage to the firm as compared to the competing firms. Consider the case where a resource is valuable but it exists in the competitor firms as well. Such a resource is not rare to provide competitive power.
inimitable: it is difficult to imitate. Resources can be sources of sustained competitive power if competing firms cannot obtain them. Consider the case where a resource is valuable and rare but the competing organizations can copy them easily. Such resources also cannot be sources of competitive power.
non-substitutable: other different types of resources cannot be functional substitutes. Resources should not be able to be replaced by any other strategically equivalent valuable resources. If two resources can be utilized separately to implement the same strategy then they are strategically equivalent. Such resources are substitutable and so are not sources of sustained competitive power.
The criteria of the VRIN Framework clearly rules out best practices as a source of competitive advantage. If other firms can easily understand and copy a capability, it is not a source of competitive power.
