The one factor that company executives need not worry about when their company is managing many diverse, unrelated firms is

a. knowing what to do if a business unit stumbles.

b. staying abreast of what's happening in each industry and subsidiary.

c. managing by the numbers"—that is, keeping a close track on the financial and operating results of each subsidiary.

d. picking business-unit heads who have the requisite combination of managerial skills and know-how to motivate people.

e. understanding the true value of strategic investment proposals by business-unit managers.

Calvin works at a facility which processes apples. it costs the facility $0.68 to make either a jar of applesauce or a bottle of apple juice. due to the nature of the process and contractual agreements, calvin's facility must make and sell three jars of applesauce for every two bottles of apple juice. a jar of applesauce sells for $2.20, and a bottle of apple juice sells for $3.15. if the facility has annual overhead costs of $368,500, not including production costs, how many bottles of apple juice will the facility have sold when it breaks even every year? round to the nearest whole bottle, if necessary.

Refer to the payoff matrix. suppose that speedy bike and power bike are the only two bicycle manufacturing firms serving the market. both can choose large or small advertising budgets. is there a nash equilibrium solution to this game?

You speak to a business owner that is taking in almost $2000 in revenue each month. the owner still says that they are having trouble keeping the doors open. how can that be possible? use the terms of revenue, expenses and profit/loss in your answer