A bank owns forty branches. Each branch is a:, Industry, Firm, Plant, Sector, Which sequence follows production stages correctly?, Primary → secondary → tertiary, Secondary → tertiary → primary, Tertiary → primary → secondary, Primary → tertiary → secondary, Which activity belongs to the quaternary sector?, Coal extraction, Retail banking, Steel manufacturing, Data processing and transmission, Pakistan's primary share exceeds China's by how many points? Use the following data: Pakistan: 21% primary-sector output.; China: 8% primary-sector output., 13 per cent, 13 percentage points, 29 percentage points, 8 percentage points, Which indicator directly measures a firm's workforce size?, Annual output value, Financial capital employed, Number of employees, Annual sales revenue, A luxury-yacht maker faces tiny demand. Main constraint?, Limited market size, Limited financial capital, Owner's growth preference, Internal diseconomies, Why may customers favour small hairdressing businesses?, Bulk-buying economies, Automated production, National distribution networks, Personalised customer service, Why might an owner deliberately resist business expansion?, To increase market share, To avoid stress and loss of control, To secure economies of scale, To access additional finance, Why can small firms adjust quickly to changing demand?, Extensive management hierarchies, Multiple shareholder approvals, Direct customer contact and quick decisions, Centralised national procurement, Which industry condition encourages small-firm entry?, Low capital requirements, High minimum efficient scale, Strong patent barriers, Expensive specialist machinery, Why do heavy, low-value goods favour local suppliers?, Large-scale advertising discounts, Highly mobile consumer demand, Low per-unit transport costs, High transport costs relative to value, How can small farmers afford expensive shared machinery?, Individual capital ownership, Cooperative joint purchasing, Vertical integration, Conglomerate acquisition, Why may managers prefer opening new plants themselves?, Immediate competitor elimination, Faster access to rival distribution, Greater control over expansion, Rapid market-share consolidation, Rivals with 18% and 12% shares merge. What follows?, 30%; reduced choice, stronger market power, 6%; reduced choice, stronger market power, 30%; greater choice, weaker market power, 15%; stronger competition, wider choice, A tyre manufacturer acquires a rubber producer. Main gain?, Control over final retail outlets, Elimination of same-stage rivals, Diversification across unrelated products, More secure raw-material supplies, An oil company buys petrol stations. Strategic benefit?, More secure upstream supplies, Control over downstream outlets, Removal of same-stage rivals, Diversification into unrelated markets, Why might a conglomerate later demerge?, Insufficient access to raw materials, Reduced economies from identical production, Difficulty coordinating unrelated businesses, Loss of control over suppliers, A large firm struggles with delayed internal communication. Likely cause?, Internal diseconomies of scale, External economies of scale, Internal economies of scale, External diseconomies of scale, Output: 30,000 units; total cost: RM750,000. Average cost?, RM20 per unit, RM30 per unit, RM37.50 per unit, RM25 per unit, An industrial cluster attracts specialist suppliers. What results?, Internal economies of scale, External economies of scale, External diseconomies of scale, Internal diseconomies of scale

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