Goliath corp. made overly optimistic forecasts of future sales volume. as a result, the firm expanded too rapidly, and production capacity overshot the demand as growth slowed. the excess, in turn, lead to an increase in price per unit. which of the following strategic traps did goliath corp. fall into during the shakeout period?
a. sacrificing market share in favor of short-run profit.
b. no clear competitive advantage as growth slows.
c. failure to anticipate transition from growth to maturity.
d. assumption that an early advantage will insulate the firm from price or service competition.

Apharmaceutical packaging company (ppc) has decided to reorganize its processes into cells. the company has four different production operations, each requiring a unique piece of equipment. the names and functions of the four pieces of equipment are sort, count, place, and package. the company packages five different families of products (a, b, c, d, and e). the tables below indicate the demand (total units/day by product family), required operations, and operation cycle times for each product family. assume that any individual piece of equipment is available to operate 16 hours/day, but 2 hours (in total) are lost each day on each piece of equipment due to breaks and meetings when operators are not available to operate the equipment. how many minutes/day are available for production

Define the marginal rate of substitution between two goods (x and y). if a consumer’s preferences are given by u(x,y) = x3/4y1/4, compute the consumer’s marginal rate of substitution as a function of x and y. calculate the mrs if the consumer has chosen to consumer 48 units of x and 16 units of y. show your work. (use the back of the page if necessary.

Identify and describe a variety of performance rating scales that can be used in organizations including graphical scales, letter scales, and numeric scales.