Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
Icecream, the demand for icecream increases as the temprature becomes hotter but decreases as the temprature cools down
Answer:
Check the answers below
Explanation:
- The per instrument cost of the bank is $0.25. Assuming uniform cheque value, the 24 million remittances across 10000 cheque will mean per cheque value of 2400. If this amount can be invested at 8% p.a., then daily investment income will be approx = 2400 * 8% /365 = $ 0.526
- Now for the company to jus about cover the cost of the cheque processing, the time should reduce by (assuming fractional time in days is possible) 0.25/0.526 = 0.48 days
- Now if the interest that can be earned reduces to 4%, the average daily interest will also reduce to $0.263. At this level, the time required to cover the cost should reduce by 0.95 days
The difference is simply because the opportunity cost in terms of alternate usage of funds has decreased for the company.
The key is efficiency. Ford and his business were captains of efficiency, from mass manufacturing via the factory line to economical individual effort. Ford Motor Company produced cars swiftly assembly line.
<h3>How a business becomes successful?</h3>
The most prosperous organizations place a high priority on providing excellent customer service and a great client experience. Making goods and services that consumers demand is the first step. However, concentrating on your clients goes beyond you products.
<h3>What does a successful business look like?</h3>
Instead of focusing on earning short-term benefits, successful businesses are focused with establishing long - term profits and creating sustainable growth. By creating new goods or services that satisfy customers, successful businesses are able to effectively address the changing wants of their clients.
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Answer:
The answer is: the real gain in real GDP between 2010 and 2000 is 18.34%
Explanation:
First we have to determine the real GDP using the GDP deflator.
GDP deflator = (nominal GDP / real GDP) x 100
For year 2000:
24 = ($672 billion / real GDP ) x 100
2,400 = $672 billion / real GDP
real GDP = $0.28 billion
For year 2010:
51 = ($1,690 billion / real GDP ) x 100
5,100 = $1,690 billion / real GDP
real GDP = $0.331 billion
To calculate the real gain between real GDP from year 2000 to year 2010, we divide real GDP 2010 over real GDP 2000 and subtract 1:
($0.331 billion / $0.28 billion) -1 = 0.1834 x 100% = 18.34%
