Kroger is a retail food chain with over​ 2,500 supermarkets nationwide. although it does not produce any food​ items, it markets a line of canned and frozen goods carrying the kroger name. this is an example of​ ________.

the answer is A the market

Answer:

A. the market

Explanation:

it is on google

The answer in the space provided is the yield management pricing. This is considered to be a pricing strategy in which is a way of having to maximize profits or revenue by influencing the behavior and understanding of their consumers.

When your searching your interests you can find what your good at and what job is meant for you.

U.S. sugar policies benefit sugar producers through quotas and subsidies, leading to higher prices for candy manufacturers and consumers. In response, manufacturers often relocate to where sugar is cheaper, like Mexico, to stay competitive.

The policy on sugar in the United States is slanted towards sugar producers due to protectionist policies. These policies include a sugar quota and subsidies that favor domestic producers by limiting the quantity of foreign-produced sugar entering the U.S. market. This artificially reduces the supply of sugar and increases its price, benefiting domestic sugar producers but being detrimental to candy manufacturers and consumers, who face higher costs.

Candy manufacturers have responded by moving operations to countries where sugar is less expensive, such as Mexico. This transition is demonstrated by companies like Brach's Confections and Kraft Foods relocating their manufacturing plants. By doing so, they can access cheaper sugar and reduce production costs, staying competitive in a global market. The situation illustrates the limitations of free trade caused by domestic protectionist measures.

Dress codes in organizations serve as a form of social control to maintain social order and are considered formal norms, which are part of the systems used to regulate behavior and ensure conformity to societal values and expectations.

The dress codes that are enforced within many organizations are an example of social control.

Social control represents the methods used by society to regulate behavior and ensure conformity to established norms. In the context of an organization, dress codes are part of formal norms, which are specific, written rules that individuals are expected to follow. These include a wide range of protocols, such as laws, employee manuals, and even signs that dictate behavior in certain situations. When an individual violates a dress code, the organization may respond with sanctions to correct the behavior, thereby maintaining social order.

In the broader context, societies utilize both informal and formal mechanisms of social control to regulate behaviors and ensure that societal values are upheld. Sanctions, both positive and negative, serve as ways to reinforce conformity to these cultural norms. Formal rules, like those found in bureaucratic organizations, are particularly critical as they explicitly define acceptable and unacceptable behaviors, with the intent to manage conduct and maintain social order.

In Jeremy's office, the practice of ensuring employees arrive early to meetings to get invited to the boss's Friday lunch is a kind of incentive. The Friday lunch acts as an incentive for employees to be punctual.

In Jeremy's office, the scenario where all employees need to arrive early to meetings or they will not be invited to the boss's Friday lunch is a type of incentive. An incentive is a thing that motivates or encourages someone to do something. In this context, the 'boss's Friday lunch' is the incentive that encourages employees to arrive early for meetings. The incentive is structured such that it results in rewards (in this case, lunch with the boss) for desired behavior (arriving early to meetings) and lack of reward for undesirable behavior (arriving late).

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The company's days' sales in receivables is approximately 10.62 days.

To calculate the days' sales in receivables, there is a need to find out how long it takes, on average, for the company to collect its accounts receivable. Here's the formula:

Days' Sales in Receivables = (Accounts Receivable / (Net Income / Profit Margin)) * Number of Days in a Year

Given:

First, calculate the Sales:

Sales = Net Income / Profit Margin

Sales = $187,000 / 0.086

= $2,170,930.23

Next, calculate the Average Accounts Receivable:

Average Accounts Receivable = Accounts Receivable / 2

Average Accounts Receivable = $126,370 / 2

= $63,185

Now, calculate the Days' Sales in Receivables:

Days' Sales in Receivables = (Average Accounts Receivable / Sales) * Number of Days in a Year

Days' Sales in Receivables = ($63,185 / $2,170,930.23) * 365 ≈ 10.62

Rounded to 2 decimal places, the company's days' sales in receivables is approximately 10.62 days.

Learn more about Net Income here:

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To calculate the company's days' sales in receivables, annual sales were determined from net income and profit margin. Then the credit sales were calculated considering 60% of sales are on credit. Finally, it was found that it takes the company an average of 35.30 days to collect its receivables.

Calculating Days' Sales in Receivables

To calculate the company's days' sales in receivables, we first need to determine the annual sales. The company's net income is $187,000 with a profit margin of 8.6%. The profit margin is equal to net income divided by sales, therefore:

Sales = Net Income / Profit Margin
Sales = $187,000 / 0.086
Sales = $2,174,418.60

Assuming 60% of the sales are on credit:

Credit Sales = Total Sales * Percentage of Credit Sales
Credit Sales = $2,174,418.60 * 0.60
Credit Sales = $1,304,651.16

We can now use the accounts receivable balance to find out how many days it takes the company to collect the receivables:

Days' Sales in Receivables = (Accounts Receivable / Credit Sales) * 365
Days' Sales in Receivables = ($126,370 / $1,304,651.16) * 365
Days' Sales in Receivables = 35.30 days

This calculation tells us that on average, it takes the company 35.30 days to collect its receivables.

Properly storing a record involves six steps: collecting data, encoding it, organising it, storing it, documenting it, and finally, retrieving it when necessary. This process makes sure the data is accessible for future use.

To properly store a record, it requires a precise six-step process.

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Salt production is placed towards the mass production end of the product-process spectrum, involving large-scale, often automated operations to produce consistent and cost-effective products. The process includes scaling of industrial ingredients and commits to food safety and quality, aiming for efficiency and standardization.

Placing salt production in the product-process spectrum involves understanding the spectrum as a tool used to identify where a certain production type fits based on its characteristics of volume and customization. Salt production, an industrial process, typically involves extracting salt from mines or seawater and then refining it. This sort of production activity tends to be highly automated, with a focus on achieving high volumes, consistent quality, and cost efficiency.

Considering the whole production process, beginning from moving to industrial ingredients to the scaling up of the process under plant conditions, salt production falls towards the mass production end of the spectrum. This is because it usually involves large-scale operations designed to deliver a standardized product. The economy of scale is vital, aiming to minimize costs while maximizing output.

Industrial ingredients such as raw salts are processed through stages that may involve cleaning, drying, fortifying with iodine, and other treatments to create a processable formula. The final product must adhere to food safety and quality standards and be suitable for long-term storage, handling, packaging, and shipping. During these stages, continuous process development and testing for food safety, quality, and effects of storage are crucial.