SMC, Inc., is a producer of hand-held electronic games. Its 2006 income statement was as follows:

== Question 1: Evaluate the following independent cases, and determine SMC’s 2007 budgeted profit or loss in each case. (Assume that 2006 figures apply unless stated otherwise.)

1.1: Fixed costs increase $150,000. 

1.2: Fixed costs decrease $100,000. 

1.3: Variable costs increase $3 per unit. 

1.4: Variable costs decrease $4 per unit. 

1.5: Sales price increases $5 per unit. 

1.6: Sales price decreases $5 per unit. 

1.7: Sales volume increases 25,000 units. 

1.8: Sales volume decreases 15,000 units. 

1.9: Sales price decreases $4 per unit, sales volume increases 40,000 units, and variable costs decrease by $2.50 per unit. 

1.10: Fixed costs decrease by $100,000, and variable costs increase $4 per unit. 

1.11:Sales volume increases 30,000 units, with a decrease in sales price of $2 per unit. Variable costs drop $1.50 per unit, and fixed costs increase $50,000. 

p.p1 {margin: 0.0px 0.0px 0.0px 0.0px; font: 12.0px ‘Helvetica Neue’} p.p2 {margin: 0.0px 0.0px 0.0px 0.0px; font: 12.0px ‘Helvetica Neue’; min-height: 14.0px}

Compose a 2000 words essay on Determine the value of knowledge as a competitive weapon to modern organisations. Needs to be plagiarism free!

nt position in this as they are the real “knowledge producers” and hence any new knowledge that a company looks for is produced courtesy through these people. (Rocca, 1992)

Competitive success is basically commanded by the companys capability to harness and indeed develop new forms of knowledge, gained either by observation or by experience attained, which can be called as assets that in turn create the required “core competencies” of the said organization. While these competencies do exist in many forms, learning on the part of a particular company plays a pivotal role, which eventually ventures into other resources of knowledge to generate high-class and exceptional showing from the company’s employees. (Dunn, 2001) Core competencies, which usually flow out of a company, provide characteristic benefits to both the customers as well as any other individuals attached with it. These are generally espied as being the foundation of forming a competitive advantage within the said company. It is quite true that there is a host of ways in which new knowledge within a company is facilitated within its ranks. The need here is to classify them with respect to their importance, which include the cultural infrastructure can be changed within a company so as to gather some proportion to the fact of the actual remains that have to be taken care of in the company and in its employees’ minds. It demands idealization and disclosure of everlasting knowledge that is created over a certain period of time. This usually requires basic changes to already set cultural notions in companies and more so in the minds of their employees. (Fahy, 1996) Also operational infrastructure is changed through human resources organizational practices that are managed and received by the employees and other people in a different way altogether.

A basic revamp of a knowledge-centered company is required here, which would involve the job ladders, compensations, work locales and command and