Here are some of the reasons why the Mongols were so successful as conquerors:
1 they had Genghis Khan - he was a military genius who managed to train his army well and lead them into many battles
2 they were numerous - there were over 10,000 people in the Mongolian army
3 their military strategists were quite crafty - they relied on setting traps and tricking their enemies
4 they used cruelty and fear - everyone was afraid of the Mongols and what they would do to them if they caught them
Answer:
B. value proposition.
Explanation:
The value proposition is the value of the firm's offering, as explained to the target market.
It is also a belief from the customer about how value will be delivered, experienced and acquired because it is an innovation, service, or feature intended to make a company or product attractive to customers. Promotion is responsible for communicating this value proposition via a variety of media.
A job analysis method is valid if it accurately assesses each job's duties.
A job analysis helps companies list appropriate taste and expectations for a job listing. It's important to make sure the people applying for the job and ultimately getting hired are well aware of their tasks and responsibilities in that position.
Answer:
$14,832
Explanation:
Depreciation charge = 2 x SLDP x BVSLDP
where,
SLDP = 100 ÷ useful life = 20 %
and
BVSLDP = Cost or Net Book Value
therefore,
1st year
Depreciation charge = 2 x 20 % x $61,800 = $24,720
2nd year
Depreciation charge = 2 x 20 % x ($61,800 - $24,720) = $14,832
conclusion
the amount of depreciation for the second full year is $14,832
Answer:
Of the various business-level strategic alliances, <u>VERTICAL COMPLEMENTARY</u> alliances have the most probability of creating sustainable competitive advantage, and <u>COMPETITION REDUCING</u> have the lowest.
Explanation:
A vertical complementary alliance takes place between a manufacturer and a supplier that come together. This usually happens through a requirements contract where the supplier agrees to only sell its materials, components and parts to the manufacturer and the manufacturer agrees to only purchase the components, materials and parts needed from that specific supplier.
On the other hand, competition reducing alliances are generally horizontal alliances where companies agree to work together in order to reduce uncertainty, instead of focusing on gaining market share.
