cost $14,928 Total project cost $94,738 2.2 Three Point estimate Problem (A) Expected price = (0.24 + (4 x 0.3) + 0.60/6 $0.34 lbs (B) Expected Steel usage = (49tons + (4 x 40tons) + 37tons) / 6 41 Tons 82000.00 lbs ( C) Expected Steel cost = $0.34 /lb X 41 tons $28,153 Expected cost over
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Lamon Rutten, Denis Seudieu, Robert Simmons, Marcelle Strazer, Kevin Watkins, Michael Wheeler and Pete Williams. i Oxfam: International Commodity Research – Coffee Confidential: Not for distribution or publication EXECUTIVE SUMMARY '[When prices are low] , we sacrifice a lot in the way of clothing, tools and food. We can’t afford meat, we had to buy other parts of the animal which were inferior. We can’t eat eggs, or drink milk...When the children get ill we don’t have the money to take
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contribution margin is the sales price per unit minus the total variable cost per unit (Wild & Shaw, 2012). In this case, the sales price per unit is the price of each haircut, which is $12.00 per head. The variable cost per unit is the cost of the shampoo per head, which is .40 cent per head. The formula is: $12 - $0.40 = $11.60. The contribution margin ratio is 0.9666 or 96.66%. To obtain this number, you must divide the contribution margin per unit by the sale price per unit. The formula is: $11
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For example the business decision to buy something may be effected by the way a price is written or said. For example, $130,000 may sound a lot more than $129,999. Even though we are aware of the pricing trick used my companies, it is usually our first instinct to assume that one is significantly lower in price than other. If we are looking for a good deal, we may consider what may seem to be sold at a lower price (product priced $129,999) and see how it is different from the expensive one. If we
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Vericomp Case Study Team – Group 18 Team Members – Abhishu Rakshit (FT12182) Rohan Shah (FT12183) Planning and Preparation Analyzing the numbers Nominal Price - As put up during the earlier round of negotiation, the purchase price was $5,000,000. We had prepared to try and bring that down to $4,500,000 as normal bargaining. Schedule of Payments - Initially it was decided to have back loaded payments. We went with an intention of earning better discounts by making them front
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different kinds of cloth and shoes. Later in the summer of the same year, J.C Penney launched another brand “Linden Street”. In the following years, the company has introduced many brands. This essay will indicate how J.C Penney transforms price and brand image into new price strategy, new format, and new logo. In February 2012, Ron Johnson, CEO of the company, launched a new strategy, which is focusing on the brand image of its products. The company had “new logo, spokesperson, pricing strategy
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Strengths Organic market leader, strong WFM- supplier collaboration, finest quality of goods, good distribution system, minimal level of expensive advertising, well trained staff with specialized skills, community involvement, value price private labels Weaknesses Premium prices, high cost in expansion, high employee/customer ratio, large perishable inventory, high inventory costs, shortage of inventory in certain categories, geographic limitations Opportunities Growing market thru development and penetration
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favorable advantage of the standard costing is going to be lost if the price of pumps continues to come down plus Destin is losing money on every flow controllers. The reason for the negative effect on the flow controllers is because the product requires a lot of material handling cost under the cost activity analysis. For valves and pumps material handling is not impacting with a high cost per unit as Flow controllers. Valves selling price is spot on with the 35% profit margin target but pumps have 40%
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Lockbox services is categorized as a monopolistic competition since there are many buyers, products /services are diverse, service providers are price makers, and the industry is free entry and exit in this market. Bargaining Power of Buyer With Lockbox locations scattered across the United States, potential clients strategically shop the market for prices, during the third quarter since preprinted coupon/statements containing the current Lockbox provider’s information will soon be depleted; this
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should make the price of Gardasil much higher. A price of $500 or more per treatment would be acceptable. The following are my reasons. First of all, Merck needs a large amount of revenue increasing. This is the most effective way for Merck to get its stock price up, to encourage staffs’ morale, and to increase its share of market. In fact, having two preconditions, Merck can really increase its revenue by pricing the Gardasil higher. One precondition is about to be the price maker. Merck was
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