Answer:
Ricci vs. DeStefano
Explanation:
This case is a US labor law case that occurred in 2009, where twenty (20) firefighters at the New Haven Fire Department claimed to be discriminated against because they were refused promotion despite the fact that they passed the test.
More noticeably, no blacks and a very small number of Hispanics qualified for the promotion.
The result of the lawsuit was that $2 million was paid to the firefighter plaintiffs and New Haven reestablished the results and promoted 14 out of the 20 plaintiffs. For fees and costs, their attorney Karen Lee Torre was paid $3 million.
The answer is D
because it tells u the percentage rate of how much u would be getting back
Answer:
C. current period costs less cost of beginning work-in-process inventory
Explanation:
While calculating the current period manufacturing under FIFO method the cost of beginning work in process will be deducted as was incurred in previous period, for the current period only the current period cost will be considered.
Though the FIFO method is based on first in first out principle where opening inventory will be sold first, but the cost incurred earlier in previous period will not be considered.
Correct statement is C
To minimize potential risks of harm, a researcher conducting an on-line survey can d<span>esign the survey so that no direct or indirect identifiers are collected.
This way, there will be little or no risks of harm at all, if there is a survey that is going to eliminate any possibility of collecting either direct or indirect identifiers. Given that eradicating any such risks is the most important thing here, such surveys are a must.</span>
Back in 2015, McDonald’s was struggling. In Europe, sales were down 1.4% across the previous 6 years; 3.3% down in the US and almost 10% down across Africa and the Middle East. There were a myriad of challenges to overcome. Rising expectations of customer experience, new standards of convenience, weak in-store technology, a sprawling menu, a PR-bruised brand and questionable ingredients to name but a few.
McDonald’s are the original fast-food innovators; creating a level of standardisation that is quite frankly, remarkable. Buy a Big Mac in Beijing and it’ll taste the same as in Stratford-Upon Avon.
So when you’ve optimised product delivery, supply chain and flavour experience to such an incredible degree — how do you increase bottom line growth? It’s not going to come from making the Big Mac cheaper to produce — you’ve already turned those stones over (multiple times).
The answer of course, is to drive purchase frequency and increase margins through new products.
Numerous studies have shown that no matter what options are available, people tend to stick with the default options and choices they’ve made habitually. This is even more true when someone faces a broad selection of choices. We try to mitigate the risk of buyers remorse by sticking with the choices we know are ‘safe’.
McDonald’s has a uniquely pervasive presence in modern life with many of us having developed a pattern of ordering behaviour over the course of our lives (from Happy Meals to hangover cures). This creates a unique, and less cited, challenge for McDonald’s’ reinvention: how do you break people out of the default buying behaviours they’ve developed over decades?
In its simplest sense, the new format is designed to improve customer experience, which will in turn drive frequency and a shift in buying behaviour (for some) towards higher margin items. The most important shift in buying patterns is to drive reappraisal of the Signature range to make sure they maximise potential spend from those customers who can afford, and want, a more premium experience.
I hope this was helpful
