A chain of video stores sells three different brands of DVD players. Of its DVD player sales, 50% are brand 1 (the least expensive), 30% are brand 2, and 20% are brand 3. Each manufacturer offers a 1-year warranty on parts and labor. It is known that 25% of brand 1's DVD players require warranty repair work, whereas the corresponding percentages for brands 2 and 3 are 20% and 10%, respectively. If a customer returns to the store with a DVD player that needs warranty repair work, what is the probability that it is a brand 1 DVD player

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.