Which of the following statements is true of marketing-oriented firms?
a. marketing-oriented firms think of customers as primarily existing to buy the firm’s output.
b. in a marketing-oriented firm, every department’s activities are guided by what customers need and what the firm can deliver at a profit.
c. in marketing-oriented firms, there is a lack of a central focus, as managers tend to build "fences" around their own departments.
d. in marketing-oriented firms, the total system’s effort is guided by what individual departments would like to do instead of what customers want.
c. marketing-oriented firms focus on making and selling whatever products are easy to produce.

Big trail running company has started to produce running apparel in addition to the trail running shoes that they have manufactured for years. they feel that a departmental overhead rate would best reflect their overall manufacturing overhead usage. based on research the following information was gathered for the upcoming year: machining department finishing department estimated manufacturing overhead by department $ 600 comma 000 $ 400 comma 000 trail running shoes 440 comma 000 machine hours 11 comma 000 direct labor hours running apparel 60 comma 000 machine hours 39 comma 000 direct labor hours manufacturing overhead is driven by machine hours for the machining department and direct labor hours for the finishing department. at the end of the year, the following information was gathered related to the production of the trail running shoes and running apparel: machining department finishing department trail running shoes 442 comma 000 hours 10 comma 500 hours running apparel 57 comma 000 hours 40 comma 000 hours how much manufacturing overhead will be allocated to the trail running shoes

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Managers in a firm hired to improve the firm's profitability and ultimately the shareholders' value will add to the overall costs if they pursue their own self-interests. what does this best illustrate? a. diseconomies of scale b. principal-agent problem c. experience-curveeffects d. information asymmetries