Jill Parker owns 2,000 acres of ranchland in Iowa. Recently, a supply of natural gas was discovered on her property. Not knowing much about the marketing environment, she asks you what she should do. Which of the following is the BEST advice?
A. Jill should focus on negotiating with a local gas company for personal consumption.
B. Jill should focus on ranching and ignore trying to commercialize or sell the natural gas.
C. Jill should focus on the business market and license the natural gas rights.
This is the correct answer.
D. Jill should try to find propane reseller markets.
E. Jill should focus her attention on the government markets.

Medtronic, inc., is a medical technology company that competes for customers with st. jude medical s.c., inc. james hughes worked for medtronic as a sales manager. his contract prohibited him from working for a competitor for one year after leaving medtronic. hughes sought a position as a sales director for st. jude. st. jude told hughes that his contract with medtronic was unenforceable and offered him a job. hughes accepted. medtronic filed a suit, alleging wrongful interference. which type of interference was most likely the basis for this suit? did it occur here? medtronic, inc., is a medical technology company that competes for customers with st. jude medical s.c., inc. james hughes worked for medtronic as a sales manager. his contract prohibited him from working for a competitor for one year after leaving medtronic

What do you recommend adam do to increase production in a business setting that does not seem to value high productivity?

Garrett is an executive vice president at samm hardware. he researches a proposal by a larger company, maximum hardware, to combine the two companies. by analyzing past performance, conducting focus groups, and interviewing maximum employees, garrett concludes that maximum has poor profit margins, sells shoddy merchandise, and treats customers poorly. what actions should garrett and samm hardware take? a. turn down the acquisition offer and prepare to resist a hostile takeover. b. attempt a friendly merger and use managerial hubris to improve results at maximum. c. welcome the acquisition and use knowledge transfer to impart sam hardware's management practices. d. do nothing; the two companies cannot combine without samm hardware's explicit consent.