Answer:
YTM = 2.84%
Explanation:
We know,
YTM = 
Here,
I = Coupon payment = It is calculated by multiplying the coupon interest rate by the par value of the bond.
M = Bond's par value.
Vo = Bond's current market price.
n = Number of years or periods.
Given,
n = 18
I = Semiannual coupon bonds rate = $1,000*7%*(1/2) = $70 ÷ 2 = $35
M = Par value of a bond = $1,000
Vo = Market value of the bond = $1,102.50
Therefore,
YTM = 
or, YTM = 
or, YTM = $29.32 ÷ $1,034.08
or, YTM = 0.0284
Therefore, YTM = 2.84%
Answer:
I took some work home because I had to meet an important deadline the next morning. If I am able to finish the work on time and do it correctly, then there is a chance of getting either a promotion or a pay raise. If I cannot complete it on time, I will not get fired, but any chances of a promotion or pay raise in the near will vanish.
Since I was working at home, I couldn't prepare anything for dinner, so I decided to buy food on a website and get it delivered home. I spent $20 on my dinner, even though I could have prepared a similar dinner for $5.
I was willing to pay for the expensive meal because the opportunity cost of preparing dinner instead was too high. I can afford to pay $15 more for eating, but I cannot afford to lose the opportunity of a promotion or a pay raise. Even if I do not get them immediately, not completing my job would have made it much harder to get it in the future.
My decision is rational because I was sacrificing a small amount of money in order to preserve something that is really valuable for me (promotion or pay raise).
All resources are scarce, and in this case, time was scarce. So I had to decide which action was more valuable and which action could yield a higher benefit.
If i was a worker at the lets say store I would say, "How about you give me your phone number and when its restalked or on sale again, I call you, ok?"
If I was a bystander I would walk away probably, or try to help in some way, if the customer was a kid I would probably just give it to them.
Answer:
The correct answer is "market risks are uninsurable and in fact, his business policy does not cover those."
Explanation:
When talking about an uninsurable risk, we must bear in mind precisely that the insurance covers defined, individualized and limited risks, but not all risks are insurable.
The insurance company cannot assume abstract risks, which are not contemplated in the policy. To know what coverage to look for and what risk can be insurable, a series of characteristics have been stipulated: the risk must be uncertain and random, possible, future, concrete, fortuitous, lawful and of economic content.
Answer:
Prior to 1990, there were a number of nurseries within the valley as well as a few outside that cultivated flowers, but the trend then was more towards producing potted plants, seeds, bulbs and suchlike. There was no large market for cut flowers of the variety available now, in part because there was very little demand due to a lack of market exposure to cut flowers. People in Kathmandu just did not use them on a regular basis. According to nursery owners, there was at that time only a small demand amongst the expatriate community and amongst the Indian community. On November 15 1992 however, the Floriculture Association of Nepal or FAN was formed, and this marked the beginning of the floriculture industry in Nepal.
FAN was formed by 11 nursery owners with the objective of promoting and enhancing the floriculture industry and the emergence of flowers in the Katmandu market can in fact be attributed to the training in flower arrangement that FAN conducted in 1993. Following this training, they initiated the opening of a wholesale market and the support FAN gave to the organization 'Women in Floriculture' project enabled several entrepreneurs to set up flower retail outlets. This supply driven demand resulted in flowers being made available in the market and the market responded by taking up this supply. Business has since improved as demonstrated by the change in demand from around 100 rose stems a day in 1992 to 3000 stems in 2003 and from 100 gladiolus stems in 1992 to 6000 in 2003. Figures from FAN put the total sale of cut flowers at 10 million in 1992, which went up to 70.2 million in 2003.
The domestic market for cut flowers is in fact increasing according to Suresh Bhakta Shrestha of Standard Nursery in Bansbari. He says that in 1993 150 thousand Nepali Rupees was the total turnover for all the shops that sold flowers in Kathmandu. This figure is now around 80 to a 100 thousand Rupees per month per shop! Latest figures also suggest that there are there are currently around 300 nurseries and 40 retail shops within the Kathmandu valley. This information suggests that floriculture has grown very rapidly and that the flower culture here continues to grow.
Explanation:
