Answer:
Since the question is incomplete, we could infer that you like to know how to calculate opportunity cost.
Explanation:
Opportunity cost is the value of the next best alternative or option.
Opportunity Cost= FO−CO
where:
FO=Return on best foregone option
CO=Return on chosen option
Let's take for example, Jose expected return on investment in producing one orange is 20 percent over the next year, and also expects the return of investment for melon to be 18 percent over the same period.
His opportunity cost of choosing the melon over the orange using the formula FO−CO = (20% - 18%), which equals two percentage points.
Answer: order-routine specification
problem recognition
Explanation:
Business-to-business transactions occur when a business makes a transaction with another business. It should be noted that this takes place when the business is sourcing materials which will be used for their production process.
Since Gary is walking through his organization's buying process and has identified some additional steps that are needed in a B2B transaction, the additional steps should include the order-routine specification and the problem recognition.
Answer:
<u><em>decrease</em></u>
Explanation:
<em>If there is a low demand for a product, the price for that product will decrease.</em>
Answer:
I considered an Automobile manufacturer of cars in Japan in this case. the company is famous for manufacturing small and medium sized affordable cars in the market in a small lead time of introduction.
The contingencies that are most crucial for the company are the scarcity of low cost labor in its home country Japan, the increased competition in the same segment that is low cost of cars, in every country where the company operates.
The company is organised in the best form because it has a particular custom that has a strong hierarchical structure with little room to flexibility. it is a functional structure.
Explanation:
Solution
Let us consider a major automobile manufacturer of Japan in this context. the company is well established in Japan as well as in global automobile market in the last 30 years.
The company is known for manufacturing small and medium sized affordable cars in the market in a small lead time of introduction. the success of the company is primary on the efficiency improvement, lean operations and economics of scale.
Thus
The contingencies that are most important for this company is shown below:
- Scarcity of low cost labor in its home country Japan.
- The lack of competitive advantages and unique resources to retain the same.
- The increased competition in the same segment that is low cost of cars, in every country where the company operates.
The company has followed a particular custom that has a strong hierarchical structure with little room to flexibility. it is a functional structure.
With the present expansion in different market the functional structure may not be efficient and effective for the company.
