Answer: Choiceboard
Explanation: A choiceboard may be explained as an online tool usually developed by product makers or manufacturers which affords consumers to make bespoke or custom products by allowing them the flexibility of making personal choices about the type, attribute and specifications they would want their personal product to posses. The choiceboard will contain a list of various options available on each of the specifications a product could have and the customer makes his or her choice allowing them to build a fully customized product.
Answer:
Inside the Production Possibility Frontier.
Explanation:
PPF is a curve that shows the various combination of 2 goods that an economy produces when resources are fixed. Thus, any point or bundle inside the production possibility frontier shows inefficiency in the production while the point on the production possibility frontier shows the efficient production from the available resources. But, the point outside the PPF exhibits a non-achievable point.
Answer:
The answer is B.strategy implementation
Explanation:
Implementation involves putting the formulated strategy ; organizational design, structure, culture, control
Answer:
Prior to 1990, there were a number of nurseries within the valley as well as a few outside that cultivated flowers, but the trend then was more towards producing potted plants, seeds, bulbs and suchlike. There was no large market for cut flowers of the variety available now, in part because there was very little demand due to a lack of market exposure to cut flowers. People in Kathmandu just did not use them on a regular basis. According to nursery owners, there was at that time only a small demand amongst the expatriate community and amongst the Indian community. On November 15 1992 however, the Floriculture Association of Nepal or FAN was formed, and this marked the beginning of the floriculture industry in Nepal.
FAN was formed by 11 nursery owners with the objective of promoting and enhancing the floriculture industry and the emergence of flowers in the Katmandu market can in fact be attributed to the training in flower arrangement that FAN conducted in 1993. Following this training, they initiated the opening of a wholesale market and the support FAN gave to the organization 'Women in Floriculture' project enabled several entrepreneurs to set up flower retail outlets. This supply driven demand resulted in flowers being made available in the market and the market responded by taking up this supply. Business has since improved as demonstrated by the change in demand from around 100 rose stems a day in 1992 to 3000 stems in 2003 and from 100 gladiolus stems in 1992 to 6000 in 2003. Figures from FAN put the total sale of cut flowers at 10 million in 1992, which went up to 70.2 million in 2003.
The domestic market for cut flowers is in fact increasing according to Suresh Bhakta Shrestha of Standard Nursery in Bansbari. He says that in 1993 150 thousand Nepali Rupees was the total turnover for all the shops that sold flowers in Kathmandu. This figure is now around 80 to a 100 thousand Rupees per month per shop! Latest figures also suggest that there are there are currently around 300 nurseries and 40 retail shops within the Kathmandu valley. This information suggests that floriculture has grown very rapidly and that the flower culture here continues to grow.
Explanation:
Answer:
True
Explanation:
When a firm has international operations it should choose the most appropriate structure based on the following factors:
- extent of international expansion: into how many international regions do we plan to expand our activities.
- the type of strategy: the have to choose between global, multidomestic or international strategy
- the degree of product diversity: on how many additional markets will our products compete? regionally or globally
Although 1 and 3 may be similar, there can be significant differences. For example, a US company may want to start selling their products in all of South America (regional product diversity), but it will do it by setting a South American office in Brazil only (international expansion is limited to Brazil only).
