When CEO Robert Nardelli took over Home Depot in 2000, there was little central control. Store managers acted independently and costs were higher than competitors like Lowes. Nardelli changed the culture to focus on central control and cutting costs. To control costs, store managers were not allowed to choose products for local customers. Employees lost their customer-focused attitudes, and customer service suffered. To repair this, the next CEO, Frank Blake, sought to restore the "Orange Apron" culture. What does this example best illustrate?

Anew 2-lane road is needed in a part of town that is growing. at some point the road will need 4 lanes to handle the anticipated traffic. if the city's optimistic estimate of growth is used, the expansion will be needed in 4 years and has a probability of happening of 40%. for the most likely and pessimistic estimates, the expansion will be needed in 8 and 15 years respectively. the probability of the pessimistic estimate happening is 20%. the expansion will cost $ 4.2 million and the interest rate is 8%. what is the expected pw the expansion will cost?

The common stock and debt of northern sludge are valued at $65 million and $35 million, respectively. investors currently require a return of 15.9% on the common stock and a return of 7.8% on the debt. if northern sludge issues an additional $14 million of common stock and uses this money to retire debt, what happens to the expected return on the stock? assume that the change in capital structure does not affect the interest rate on northern’s debt and that there are no taxes.

Mr. king wants to offer 100 acres of his property for sale. since the property is landlocked, he will have to put in a driveway to the road that will run across his remaining property. what kind of easement will he have to grant