Answer: This business is a Private Corporation.
Explanation: As the name implies, a private corporation is an organization that is privately owned. Private corporations are capable of issuing stock and having shareholders, but their shares do not trade on public exchanges.
We can see that the company that is described in the scenario above possesses the attributes mentions in the definition.
The company is private because it has been in the family for five generations, also, the managers in the business are hired from within the family.
Dumping is the ILLEGAL selling goods in a foreign market at a price that is far below the cost of production
Answer:
Production budget = 835
Explanation:
<em>T</em><em>he production budgeted for a particular period is the expected units to be produced after adjusting the sales budget figures for opening and closing inventories. </em>
Production = Sales budget + closing inventory - opening inventory
Inventory at the end of July = 40%×650= 260
Opening inventory = 75
Sales budget = 650
Production budget = 650+ 260 - 75= 835
Production budget = 835
Answer:
Monopolist profit maximizing price
A: $3 per gallon , total output =270 Kelvins profit = $810(801/7/2 = $405
Maria's profit = $405
B. $2.5 per gallon . Kelvin's profit =$450 Maria's profit = 337.5
C = False. At the same quantity , fall in price brings fall in revenue
Cournot Nash equilibrium
Explanation:
In a monopolist market system , price are set higher than the marginal cost as the producer enjoy the dominance of the market through the production of a unique good.
At the price of $3 , change in demand =(270-225) =45 , change in revenue = ($810-$787.50)22.5 and marginal revenue = (45/22,5) = 0.5. That forms the maximizing price for a monopolist.
On the new arrangement , price drops to $2.5 , Maria's profit =(315-45/2)2.5 = $337.5 and Kelvin's = ($787.5-337.5) = $450
Cournot Nash equilibrium is business model that explains the competition among rival companies producing similar product on the level of output produced independently.
