A manufacturer of microwaves has discovered that male shoppers, on average have lower values for microwave ovens than female shoppers. Additionally, male shoppers attribute almost no extra value to an auto-defrost feature, while female shoppers, on average, value the auto-defrost feature. The manufacturer has determined that men value a simple microwave at $70 and one with autodefrost at $80, while women value a simple microwave at $80 and one with auto-defrost at $150. If there is an equal number of men and women, what pricing strategy will yield the greatest revenue?
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A manufacturer of microwaves has discovered that male shoppers, on average have lower values for microwave ovens than female shoppers. Additionally, male shoppers attribute almost no extra value to an auto-defrost feature, while female shoppers, on average, value the auto-defrost feature. The manufacturer has determined that men value a simple microwave at $70 and one with autodefrost at $80, while women value a simple microwave at $80 and one with auto-defrost at $150. If there is an equal number of men and women, what pricing strategy will yield the greatest revenue?
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- A vendor is running a promotion whereby an end customer who purchases three boxes of golf balls at $20 per box in a single transaction receives an offer for one free box of golf balls if the customer fills out a request form and mails it to the vendor before a set expiration date (a mail-in rebate). The vendor estimates, based on recent experience with similar promotions, that 80% of the customers will complete the mail-in rebate required to receive the free box of golf balls. How should the consideration be allocated to the various deliverables in the arrangement?A manufacturer of a wearable fitness tracker has identified two groups of consumers for its product: occasional exercisers and competitive runners. Occasional exercisers, on average, have lower values for fitness trackers than competitive runners. Additionally, occasional exercisers attribute almost no extra value to a “friends” feature that lets you keep track of and compete with other users, while competitive runners, on average, value the friends feature. The manufacturer is considering introducing two different models. The manufacturer has determined that occasional exercisers value a fitness tracker without the friends feature at $70 and one with the friends feature at $80, while competitive runners value the two versions at $80 and $150. Suppose the manufacturer is considering three pricing strategies: 1. Market a single type of fitness tracker with the friends feature at $80 to both occasional exercisers and competitive runners. 2. Market a single type of fitness tracker with…Imagine the following scenario. At home, your friend Mary packed an orange into your bag for lunch. On her way to school, she decided to go into a convenience store to buy some stationeries. At the checkout counter, she opened her bag to take her wallet to pay for the purchase. The cashier saw the orange in her bag, which happened to be the same kind of orange sold at the store. What would the cashier be thinking? Will he conclude that she has stolen the orange from his store? The convenient store does not have any CCTV, and she were the only customer at this moment. So how could she prove that she did not steal the orange? Based on what you have learned from the past 3 lessons regarding blockchain, suggest a way that you can help Mary to prove that she did not steal the orange. You are free to make certain assumptions. ▪ Introduce blockchain to your friend Mary in your own words. How can blockchain be used to solve the problem? What are the benefits offered by the blockchain as…
- Sales volume in most retail sectors is strongly correlated with population. Group of answer choices True False Flag question:When Apple introduced its mobile payment system in 2014, the company was looking to leverage the popularity of its iPhone by adding more functionality and convenience for millions of customers. With Apple Pay, iPhone owners and Apple Watch wearers first enter their credit- or debit-card information, which Apple confirms with the banks. Once this information is on file, Apple creates a digital “token” that will be electronically transmitted to the retailer when an iPhone owner pays for something. To complete a purchase, the customer simply waves the phone or taps it at the checkout, uses the iPhone’s Touch or Face ID security to activate Apple Pay, and the phone instantly transfers the token as payment. Even though Apple Pay offers consumers the benefits of convenience and security, Apple knew it wouldn’t succeed without a large network of retailers, restaurants, and other businesses agreeing to accept its mobile payments. Among the earliest businesses to sign up with Apple was McDonald’s, which agreed to honor Apple Pay in its 14,000 U.S. restaurants and drive-through locations. “We serve 27 million customers every day. This is a clear and compelling business opportunity for us,” explained McDonald’s chief information officer. Compared with cash transactions, Apple Pay transactions cost McDonald’s a few pennies more to process because of bank fees. Yet the fast-food giant was willing to sign on because it saw competitive advantage and profit potential in wooing iPhone users interested in speedy checkout. Another early business supporter was Walgreens, the nationwide drug-store chain with 85 million customers enrolled in its frequent-buyer rewards program. Walgreens sells snacks, household products, and health and beauty items in addition to health-care products. Not only did Walgreens agree to accept Apple Pay at its checkout counters, but it was also the first U.S. retailer to add its rewards program to Apple Pay’s easy sign-on system. As a result, Walgreens’ customers tap twice at the checkout, once to activate the rewards account and display their savings, the second time to process the actual payment. By deciding to honor Apple Pay, Walgreens said it was “enabling a simple and convenient customer experience.” Several hundred thousand businesses had signed on to participate by the time Apple Pay launched in October 2014. Apple’s ongoing efforts to increase business participation paid off: Eighteen months later, the network of participating businesses topped 2 million, and major companies like Starbucks, Domino’s, and Crate & Barrel were preparing to participate. Eyeing international expansion, Apple also initiated talks with banks in China to bring Apple Pay to millions of iPhone users there. Today, Apple Pay is accepted at more than 50 percent of all U.S. retail locations and in many retail stores in twenty countries. Even though more consumers are making more mobile payments year after year, not every U.S. retailer is willing or able to work with Apple Pay. Some aren’t satisfied with the amount of consumer information that Apple Pay shares with participating merchants. Others would have to upgrade to new checkout technology for Apple Pay. Still others are locked into exclusive mobile payment deals with competing services. Today, mobile payments represent a small fraction of all purchase transactions, dwarfed by cash as well as by credit and debit payments. And Apple Pay faces strong competition from Google, Samsung, and others operating in the mobile-payment market. To remain a leader, Apple will have to keep signing more participating businesses and showing consumers the benefits of paying by iPhone or Apple Watch whenever they make a purchase. Which environmental influences on the decision process seem to have been most important to McDonald’s when it decided to honor Apple Pay?When Apple introduced its mobile payment system in 2014, the company was looking to leverage the popularity of its iPhone by adding more functionality and convenience for millions of customers. With Apple Pay, iPhone owners and Apple Watch wearers first enter their credit- or debit-card information, which Apple confirms with the banks. Once this information is on file, Apple creates a digital token that will be electronically transmitted to the retailer when an iPhone owner pays for something. To complete a purchase, the customer simply waves the phone or taps it at the checkout, uses the iPhones Touch or Face ID security to activate Apple Pay, and the phone instantly transfers the token as payment. Even though Apple Pay offers consumers the benefits of convenience and security, Apple knew it wouldnt succeed without a large network of retailers, restaurants, and other businesses agreeing to accept its mobile payments. Among the earliest businesses to sign up with Apple was McDonalds, which agreed to honor Apple Pay in its 14,000 U.S. restaurants and drive-through locations. We serve 27 million customers every day. This is a clear and compelling business opportunity for us, explained McDonalds chief information officer. Compared with cash transactions, Apple Pay transactions cost McDonalds a few pennies more to process because of bank fees. Yet the fast-food giant was willing to sign on because it saw competitive advantage and profit potential in wooing iPhone users interested in speedy checkout. Another early business supporter was Walgreens, the nationwide drug-store chain with 85 million customers enrolled in its frequent-buyer rewards program. Walgreens sells snacks, household products, and health and beauty items in addition to health-care products. Not only did Walgreens agree to accept Apple Pay at its checkout counters, but it was also the first U.S. retailer to add its rewards program to Apple Pays easy sign-on system. As a result, Walgreens customers tap twice at the checkout, once to activate the rewards account and display their savings, the second time to process the actual payment. By deciding to honor Apple Pay, Walgreens said it was enabling a simple and convenient customer experience. Several hundred thousand businesses had signed on to participate by the time Apple Pay launched in October 2014. Apples ongoing efforts to increase business participation paid off: Eighteen months later, the network of participating businesses topped 2 million, and major companies like Starbucks, Dominos, and Crate Barrel were preparing to participate. Eyeing international expansion, Apple also initiated talks with banks in China to bring Apple Pay to millions of iPhone users there. Today, Apple Pay is accepted at more than 50 percent of all U.S. retail locations and in many retail stores in twenty countries. Even though more consumers are making more mobile payments year after year, not every U.S. retailer is willing or able to work with Apple Pay. Some arent satisfied with the amount of consumer information that Apple Pay shares with participating merchants. Others would have to upgrade to new checkout technology for Apple Pay. Still others are locked into exclusive mobile payment deals with competing services. Today, mobile payments represent a small fraction of all purchase transactions, dwarfed by cash as well as by credit and debit payments. And Apple Pay faces strong competition from Google, Samsung, and others operating in the mobile-payment market. To remain a leader, Apple will have to keep signing more participating businesses and showing consumers the benefits of paying by iPhone or Apple Watch whenever they make a purchase. Which of the four categories of business markets is Apple Pay best suited for, and why?
- For years, electrical current has been used to treat brain disorders such as depression, Parkinson’s disease, and epilepsy. Traditional electrical treatment methods are invasive and require sending large currents or implanting devices in users’ brains to achieve positive results. Recent studies have shown, however, that sending noninvasive low-dose electric current powered by a nine-volt battery through the brains of adults and children helps them to learn math and languages better. For as little as $55, you can purchase your own transcranial direct-current stimulation (tDCS) device to get better grades in school. The Brain Stimulator tDCS Basic Kit allows users to select between four different current levels and a nice blue headband or cap to hold the electrodes next to your skull. The buyer should beware, however, because these devices have been neither reviewed nor approved by the Food and Drug Administration as medical devices. What is the Food and Drug Administration’s stance on…Which of the following is not a dimension of customer service? convenience utility time communicationThe Liebowitz Social Anxiety scale contains the following item: "Returning goods to a store where returns are normally accepted." According to Professor Jensen, this item would be a poor measure of social anxiety, in and of itself, because it has low: contact-to-connection reliability resonance exemplification validity
- Please view the attached image and answer the first multiple choice questioncompleting an MBA could serve as a: screening device signaling device principle-agent model private information to be used only in specific situationsThe American Baker's Association reports that annual sales of bakery goods last year rose 15 percent, driven by a 50 percent increase in the demand for bran muffins. Most of the increase was attributed to a report that diets rich in bran help prevent certain types of cancer. You are the manager of a bakery that produces and packages gourmet bran muffins, and you currently sell bran muffins in packages of three. However, as a result of this new report, a typical consumer's inverse demand for your bran muffins is now P= 11 -15Q If your cost of producing bran muffins is C(Q) = 3.5Q, determine the optimal number of bran muffins to sell in a single package and the optimal package price. Instructions: Enter your response for the optimal package price rounded to two decimal places. Optimal package size: Optimal package price: $ units