Answer: $200,000
Explanation:
The cost will be allocated to customer Y, if a cause-effect relationship cannot be established with any cost driver will be calculated thus:
Total sales = $600,000 + $400,000 + $200,000 = $1,200,000
The percentage of Y on total sales will be:
= $400,000/$1,200,000 × 100
= 1/3 × 100
= 33.33%
Therefore, the cost that's allocated to Y will then be:
= $600,000 × 33.33%
= $600,000 × 0.3333
= $200,000
Therefore, the correct answer is $200,000
Answer:
Fear appeal.
Explanation:
In this scenario, Life insurance companies like Prudential hope to get you to worry about how your loved ones will provide for themselves once you have passed away. In order to buttress their point, they paint a very gloomy picture of the possible consequences of not having life insurance, and they make a point of recommending that you act immediately because you never know when it is going to be too late. This is an example of a fear appeal.
A fear appeal can be defined as the act of persuading potential customers to change a risky behavior by highlighting adverse or negative consequences that may arise if they do not subscribe to a service or use a particular product. The main purpose of a fear appeal is to cajole people into buying a product or using a service by using their fears as a motivation.
Answer: Two
Explanation:
According to the paragraph above, the DRC produces both cotton and cottonseed. Both of these are cotton products. First the cotton that surrounds the seed is removed by the process of ginning and then processed for clothing.
Then the cottonseed can also be processed to extract the oil contained in it. This oil can be used to make candles, cosmetics and insecticide. After the oil is extracted, the seed can then be used to feed livestock.
The answer is stuttering if not it is tongue tied
Answer:
The answer is: 4) More frequently than not, the three objectives are compatible.
Explanation:
Toyota is famous for its Just in Time (JIT) management. They are the absolute kings of efficient supply chain management and they were able to do it by making the three objectives compatible. That doesn't mean that they all have to be dealt with at the same time and with the same intensity.
Toyota's first goal was to reduce costs and in order to reduce costs they had to increase their inventory turnover. Then they discovered that in order to keep increasing inventory turnover, they had to compress their cycle time. When they were able to compress their cycle time, their turnover increased even more and their costs were lowered. The system produces continuous feedback and their efficiency keeps increasing.
I once visited one of their factories that produces almost 500 pickup trucks per day and every single work station had available inventory for only 4 trucks; only 4 engines, 16 doors, etc. It is amazing how they do it considering that every 3 minutes one truck is fully produced.
The three objectives are not only compatible, but they are absolutely necessary for the SCM to be effective.
