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Too often businesses look at short term return on investment (usually one to four quarters), and they miss longer term strategic goals. A great example of this was the choice by Toyota and Honda to embark on developing hybrid technologies twenty years before the technology actually developed into saleable cars!
It can be really hard to engage this kind of thinking because it requires risks that aren't even known or knowable, but it's these very risks that reap the biggest rewards.
So, as a leader how might you evaluate an option like this? What would it take for you to take a risk so great it may have no pay off, but if it does succeed with result in the greatest success?
q. 1. describe michael porters five-force model and indicate why many observers regard his paradigm of industry
Classify this production function by returns to scale. Comput the firms long-run cost function.
Illustrate graphically the equilibrium of such a monopolistic firm.
How might advertising make markets less competitive? How might it make markets more competitive? Give the arguments for and against brand names.
q.simple inc. has one real asset valued at 300 million and one outstanding bond issue having a total face value of 100
q. the biggest difference between microsoft and software retailers is the market structure in which they operate.
How an airline executive might use tourism economics relating to passengers load factors, ticket prices discounts, frequent flyers programs, joint fares, flight frequencies.
q1. if unit labor costs in spain and portugal rise but unit labor costs in germany decline and other producer prices
Bundling helps the seller to increase profit by ________.
What performance percentage would you use to trigger executive bonuses for that year.
Elucidate why a currency appreciation does not improve a nation's balance of trade.
A company manufactures radios. If x is the number of radios that retailers are likely to purchase. Elucidate the revenue function of the manufacturing company.
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