How is efficiency related to the number of firms in an industry characterized by strong economies of scale? a. efficiency is unrelated to the number of firms in an industry and therefore unrelated to economies of scale. b. because firms face less competition when the number of firms declines in an industry, efficiency tends to decrease as the number of firms decreases. this is true particularly in industries with strong economies of scale. so fewer firms will lead to greater inefficiency in a market with strong economies of scale. c. in industries with strong economies of scale, efficiency tends to increase as the number of firms increases because firms face more competitors. as firms compete, they will increase output, lowering costs per unit. d. in industries with strong economies of scale, efficiency tends to increase as the number of firms decreases. as each firm increases its output, its costs per unit fall. this means that fewer firms each producing higher output leads to greater efficiency than more firms each producing lower output. microeconomics?

Burberry is pursuing a focused differentiation strategy aimed at high-end luxury customers. however, the company is also employing a segmentation strategy to separate customers within that focus. the strategy offers items at an entry-level price point for customers who desire to be like celebrities such as sarah jessica parker as well as couture items for those richest and celebrity customers. what strategy is burberry pursuing?

What is the second step in communication planning? determine the purpose of the message outline the communication for delivery determine the best channel of communication clarify objectives identify the audience

When paul o’neill joined alcoa as ceo, he set a , that there would be zero workplace accidents. a lot of people in the organization thought this was impossible given how dangerous some aluminum-manufacturing jobs are, but alcoa’s safety record improved tremendously. as the board of governors of the american red cross considers planning, one option is to make strategic plans and then direct managers to align tactical and operational plans accordingly. another option is to have planning specialists managers across the organization make their own plans. why might this organization’s executives opt for the latter approach? check all that apply. (a) the environment is a dynamic one, and department and frontline managers can come up with more responsive plans than can central leadership. (b)resources will be better coordinated across the organization in support of the overall strategy.(c) senior leadership will have more control over the organization’s direction. (d)when managers come up with their own plans, they are likely to be more committed to following through on them.