<u>Explanation:</u>
Remember, MTV is a cable TV company initially founded in the United States.
Political challenges:
There may be differences in administrative costs in each country of operations. For example, the manner and value of taxes paid in the USA may be different in another country like France.
Economic challenges:
The level of economic growth may affect the amount and number of people who spend on entertainment leading to a decline in revenue and an increased need for aggressive marketing campaigns.
Competitive challenges:
Each country may already have other cable TV companies that a percent of the market share and so this it becomes a challenge to compete with these domestic companies.
Answer:
John is correct but Lynn isn't
Explanation:
John is correct because he left his coat with the coatroom attendant under the premise that it would be properly looked after and returned to him when he was done having lunch at the restaurant. However, Lynn just left her coat lying around under no ones care or supervision, there wasn't a predetermined agreement that anyone would be responsible for watching it on her behalf, therefore I don't think she is has the right to sue.
Answer:
The monetary value is $24,201.23
Explanation:
Giving the following information:
Cash flows:
Year 1= $6,800
Year 2= 6,800
Year 3= 6,800
Year 4= $15,000.
The discount rate is 15 percent.
We need to discount each cash flow to the present value:
PV= FV/(1+i)^n
Year 1= 6,800/1.15= 5,913.04
Year 2= 6,800/1.15^2= 5,141.78
Year 3= 6,800/1.15^3= 4,471.11
Year 4= 15,000/ 1.15^4= 8,576.30
Total= $24,201.23
Introduction
“Project risk analysis,” as described by The Project Management Institute (PMI®), “includes the processes concerned with conducting risk management, planning, identification analysis, response, and monitoring and control on a project;./…” (PMI, 2004, p 237) These processes include risk identification and quantification, risk response development and risk response control.
Because these processes interact with each other as well as with processes in other parts of an organization, companies are beginning to measure risk across all of their projects as part of an enterprise portfolio.
Risk management can be as simple as identifying a list of technological, operational and business risks, or as comprehensive as in-depth schedule risk analysis using Monte Carlo simulation. But because risk is a driver in an organization's growth – the greater the risk, the greater the reward – the adoption of a structured enterprisewide project risk analysis program will give managers confidence in their decision-making to foster organizational growth and increase ROI for their stakeholders.
Choosing the right projects
How well an organization examines the risks associated with its initiatives, how well it understands the way that projects planned or underway are impacted by risk, and how well it develops mitigation strategies to protect the organization, can mean the difference between a crisis and an opportunity.
Examples abound of companies that have seen their fortunes rise or drop based on the effectiveness of their risk management – a pharmaceutical company makes headlines when its promising new drug brings unforeseen side effects. Or a large telecom corporation pours millions of dollars into perfecting long distance, while new technologies are presenting more exciting opportunities.
Today that pharmaceutical is distracted by lawsuits and financial payouts, finding itself with a shrinking pipeline of new drugs. The telecom, on the other hand, after using a portfolio risk management software application to rationalize and rank its initiatives, made the decision to shift its research dollars away from perfecting long distance and into developing VOIP -- rejuvenating and reinforcing its leadership position.
