my business is GreenTech and we speicalize in manufacturing eco friendly technology. Chapter 12 discusses the decision-making

my business is GreenTech and we speicalize in manufacturing eco friendly technology.

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Chapter 12 discusses the decision-making process and the concept of relevant information. Beginning with the five-step decision model presented in Chapter 1, the concepts of relevant revenues and relevant costs are discussed. The terms sunk cost and opportunity cost are introduced A number of types of relevant decision analysis problems are presented: one-time special order, outsourcing, or make-or-buy, bottlenecks, dropping or adding a customer, product, segment, or branch office Choice guidelines for operating with capacity constraints are covered. The irrelevance of book value is presented, along with a discussion of conflicts that arise between the decision model used by the manager and the performance evaluation model used to evaluate that manager Begin by including the name of your business. We have now come full circle. Explain how the five-step decision-making process is used to make decisions for your business. Identify a potential opportunity-cost and bottleneck that would impact your operation. After having worked with your business partners and consultants over the past seven weeks what will you do differently with your business in the future? In your posting, incorporate the different suggestions and opinions that you received over the past seven weeks. Discuss and respond to at least two classmates. Consider yourself to be a business consultant or business partner of your classmate. Discussion Response Guidelines: Chapter 12 discusses the decision-making process and the concept of relevant information. Beginning with the five-step decision model presented in Chapter 1, the concepts of relevant revenues and relevant costs are discussed. The terms sunk cost and opportunity cost are introduced A number of types of relevant decision analysis problems are presented: one-time special order, outsourcing, or make-or-buy, bottlenecks, dropping or adding a customer, product, segment, or branch office Choice guidelines for operating with capacity constraints are covered. The irrelevance of book value is presented, along with a discussion of conflicts that arise between the decision model used by the manager and the performance evaluation model used to evaluate that manager Begin by including the name of your business. We have now come full circle. Explain how the five-step decision-making process is used to make decisions for your business. Identify a potential opportunity-cost and bottleneck that would impact your operation. After having worked with your business partners and consultants over the past seven weeks what will you do differently with your business in the future? In your posting, incorporate the different suggestions and opinions that you received over the past seven weeks. Discuss and respond to at least two classmates. Consider yourself to be a business consultant or business partner of your classmate. Discussion Response Guidelines: