Dorothy´s Car

Caso

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CASE 1.- DOROTHY´S CAR

In the incremental analysis that can be obtained, that there are some variables to analyze since Dorothy is an older woman, that is why she loses vision, and is more prone to get sick, loses reaction when controlling the steering wheel, and there are drivers who drive uncontrolled, She could lose control and nerves finally take over.

There are other reasons since being an old car requires higher expenses, for gasoline, insurance, maintenance, etcetera. As the years pass the car devaluates and at the time of selling it gets less value than it spends in the car. In turn an insurance company no longer receives old cars because there would be greater shortage of spare parts and this would cause more expenses.

And if the sells the car, she spends in public transport and airfare. And has a savings of $315 per year and also has the income of the vehicle that I will sell, but would not be higher income for the devaluation of the car.

In conclusion the best option for Dorothy is to sell the car.

CASE 2.- A STITCH IN TIME

In this case we can analyze that workers who perform between 24 and 16 dozens are more profitable, since per day with the 16 dozen we get a profit of $ 0.41 per dozen, with that of twenty dozen we get $ 0.54 per dozen and obviously with 24 dozen we get one Higher gain of $ 0.59 per dozen.

The workers who perform between 8 and 16 dozen would be discarded because they do not give us a feasible profit regime to be able to continue producing, because they only generate us $ 0.03 per dozen and that is not good for the company.

The company must encourage its workers to produce more dozens and increase our income, providing a bonus or commission for their good work. Especially incentive workers not so good not to dismiss them or could be changed by workers who do a better job, but to be replaced by others would incur employee settlement costs for the company Easton.

There are many variables that can be analyzed in my opinion I prefer to encourage and inculcate to my workers that things must be carried out effectively for the welfare of them and for the welfare of the company.

CASE 3.- SHAVE AND A HAIRCUT

In this case we can analyze that financially an hourly barber has 3 customers per day which earns $ 30, in turn a stylist with only one custom gets $ 30, in this case apparently we get the same profit. But making reference that a stylist earns $ 15.50 per hour, and the barber earns $ 12.50 per hour, we see that it is more convenient to pay a barber who gives us lower costs.

With the barber we have more customers than with the stylist, the greater customers we obtain greater profit.