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BSG Online 2016 - Quiz 1 and Answers - 01

BSG Online - Quiz 1 Answers and Keys

BSG Online 2016 - Quiz 1 and Answers

 

Business Strategy Game - BSG Online - Learning From Winners 2016

BSG Online 2016 - Quiz 1 and Answers

ANSWER IS THE BOLD BLACK

(From Guides)

Q001. In Year 11, footwear companies can expect to sell

  • an average of 3.8 million branded pairs and an average of 2.3 million private-label pairs, although sales at some companies may run higher or lower than the averages due to differing levels of competitive effort.
  • an average of 5.2 million branded pairs and an average of 1.3 million private-label pairs.
  • no less than 4.0 and no more than 5.0 million branded pairs and no less than 700,000 and no more than 900,000 private-label pairs. exactly 4.844 million branded pairs and 800,000 private-label pairs.
  • an average of 4.84 million branded pairs and an average of 800,000 private-label pairs, although sales at some companies may run higher or lower than the averages due to differing levels of competitive effort.

 

Q002. Which of the following best describes the materials the company uses to make its footwear?

  • Standard and superior materials
  • Natural and man-made materials
  • Durable and non-durable materials
  • Normal-wear and long-wear materials
  • Synthetic fibers, waterproof polyesters, microfibers, rubber, and metal eyelets

 

Q003. The factors that affect a company's S/Q rating include:

  • whether materials are produced in-house or outsourced; overall footwear quality; how much is spent to inspect newly-produced pairs and avoid shipping defective shoes; the size of the incentives paid to production workers.
  • the size of annual base pay increases; reject rates; expenditures for best practices training; whether plant upgrade B has been installed.
  • how well compensated its work force is; whether shoes are produced with standard materials or superior materials; the durability and quality of the footwear, and how many models/styles are included in its product line.
  • the number of performance features built into branded models/styles annually; the durability of its athletic shoes; how much best practices training the average production worker has had; and plant reject rates.
  • whether plant upgrade C has been installed; a company's cumulative spending for TQM/Six Sigma quality control programs; and expenditures for new styling/features per model.

 

Q004. A footwear-maker's price competitiveness in selling branded footwear to retailers in a particular geographic region is determined by

  • how favorably its wholesale price compares with the wholesale price of the company having the highest S/Q rating in any of the four geographic regions.
  • whether its wholesale price is at least 10% below the wholesale price of the company having the most number of models/styles in the region.
  • how favorably its wholesale price compares to the highest price being charged by the rival company with the lowest S/Q rating in the region.
  • whether its net wholesale price after all rebates is above or below the net wholesale price of all companies after all rebates are factored in.
  • whether its wholesale price is above or below the average price of all companies competing in that geographic region.

 

Q005. The company's shipments of newly-produced branded and private-label footwear from its plants to its regional distribution centers are subject to

  • tariffs of $3 per pair, shipping fees of $2.00 per pair, and exchange rate shifts of as high as 10%.
  • 2 million-pair import quotas on all shipments from foreign plants to Europe-Africa.
  • export fees equal to 7.5% of the manufacturing costs of the pairs shipped and exchange rate shifts of as high as 10%.
  • any applicable import tariffs and exchange rate adjustments.
  • shipping charges of $0.50 per pair on all pairs shipped to distribution centers in the same region as the production plant and $1.00 on all pairs shipped from one region to another.

 

Q006. The factors that affect a company's S/Q rating include:

  • whether materials are produced in-house or outsourced; overall footwear quality; how much is spent to inspect newly-produced pairs and avoid shipping defective shoes; the size of the incentives paid to production workers.
  • the size of annual base pay increases; reject rates; expenditures for best practices training; whether plant upgrade B has been installed.
  • how well compensated its work force is; whether shoes are produced with standard materials or superior materials; the durability and quality of the footwear, and how many models/styles are included in its product line.
  • the number of performance features built into branded models/styles annually; the durability of its athletic shoes; how much best practices training the average production worker has had; and plant reject rates.
  • whether plant upgrade C has been installed; a company's cumulative spending for TQM/Six Sigma quality control programs; and expenditures for new styling/features per model.
  •  

Q007. Which of the following is not an accurate characteristic of your company's plant operations?

  • The company makes most all of its footwear materials and components in-house, uses 100-person assembly lines to make branded shoes at the rate of 500 pairs per day, and outsources private-label footwear from contract manufacturers in the Asia-Pacific.
  • Standard and superior materials are sourced from outside suppliers at prices that vary according to global demand-supply conditions.
  • The company compensates production workers on the basis of both base pay and incentive payments per non-defective pair produced.
  • TQM/Six Sigma quality control programs and best practices training are used to promote better workmanship and reduce the number of pairs rejected due to defects.
  • Plants can produce 50, 100, 150, 200, 250, 350, or 500 branded models/style

 

The factors that affect a company's S/Q rating include:

  • whether materials are produced in-house or outsourced; overall footwear quality; how much is spent to inspect newly-produced pairs and avoid shipping defective shoes; the size of the incentives paid to production workers.
  • the size of annual base pay increases; reject rates; expenditures for best practices training; whether plant upgrade B has been installed.
  • how well compensated its work force is; whether shoes are produced with standard materials or superior materials; the durability and quality of the footwear, and how many models/styles are included in its product line.
  • the number of performance features built into branded models/styles annually; the durability of its athletic shoes; how much best practices training the average production worker has had; and plant reject rates.
  • whether plant upgrade C has been installed; a company's cumulative spending for TQM/Six Sigma quality control programs; and expenditures for new styling/features per model.

 

Which of the following is not an accurate characteristic of your company's plant operations?

  • The company makes most all of its footwear materials and components in-house, uses 100-person assembly lines to make branded shoes at the rate of 500 pairs per day, and outsources private-label footwear from contract manufacturers in the Asia-Pacific.
  • Standard and superior materials are sourced from outside suppliers at prices that vary according to global demand-supply conditions.
  • The company compensates production workers on the basis of both base pay and incentive payments per non-defective pair produced.
  • TQM/Six Sigma quality control programs and best practices training are used to promote better workmanship and reduce the number of pairs rejected due to defects.
  • Plants can produce 50, 100, 150, 200, 250, 350, or 500 branded models/styles.

The factors that affect worker productivity include

the size of a plants work force, whether workers are making branded or private-label shoes, whether a plant has been upgraded and modernized within the past three years, and the complexity of the new features and styling that has been designed into the models/styles of footwear being produced.

S/Q ratings, the warranty claim rate on recently-sold footwear, the amount of overtime used, the percentage of pairs outsourced, and how many pairs each worker is able to make during a year.

worker experience, base pay increases, reject rates, how much the company spends for TQM/Six Sigma training to enhance worker skills, and the S/Q ratings on the footwear being produced.

the size of incentive payments per non-defective pair, base pay increases, how favorably a company's compensation package compares with the industry-average compensation package, and expenditures for best practices training.

the percentage use of overtime, the percentage of newly-hired workers, the percentage use of superior materials, and the S/Q ratings on the footwear being produced.

 

 

The company currently has production facilities to make athletic footwear in

Latin America and Asia-Pacific.

North America and Europe-Africa.

North America and Latin America.

North America and Asia-Pacific.

Middle East, India, and China.

 

Which one of the following does not affect the reject rates at a company's plants?

The installation of plant upgrade C

Spending for TQM/Six Sigma quality control efforts

The number of models/styles comprising the company's product line

The size of the incentive payment per non-defective pair produced

Spending for best practices training

 

Which one of the following does not affect the reject rates at a company's plants?

The installation of plant upgrade C

Spending for TQM/Six Sigma quality control efforts

The number of models/styles comprising the company's product line

The size of the incentive payment per non-defective pair produced

Spending for best practices training

 

Which of the following are factors in determining a company's credit rating?

Its times-interest-earned ratio, debt-equity ratio, and return on capital investment

A company's current ratio, how much it has in accounts receivable and accounts payable, and how many times it has cut its dividend

Its loans outstanding, dividend payout ratio, annual interest payments, and debt-equity ratio Its debt-equity ratio, current ratio, free cash flow, and gross profit margin

Its default-risk ratio, debt-asset ratio, and interest coverage ratio

 

Which the following are the four geographic regions in which the company sells branded and private-label athletic footwear?

Italy, Mexico, the U.S., and Australia

The United States, Middle East, Great Britain, and Japan

Western Europe, Asia, North America, and South America

The European Union, North America, Southeast Asia, and Latin America

Latin America, North America, Europe-Africa, and Asia-Pacific

 

Which one of the following is not a factor in determining a company's unit sales and market share of branded footwear in a particular geographic region?

Expenditures on advertising

Performance/durability (P/D) ratings

Delivery times to retailers (1, 2, 3, or 4 weeks)

The number of models/styles in the company's product line Mail-in rebate offers

 

The reject rates at the company's footwear plants are a function of

the S/Q rating, worker experience, incentive bonuses for teamwork and perfect attendance, best practices training, spending for new features and styling, and the use of plant upgrade option B.

the size of worker's annual base pay, year-end incentive bonuses, best practices training, the plant's D/P (performance/durability) rating, and the number of models/styles comprising the company's product line.

  • the size of the incentive payment per non-defective pair produced, spending for best practices training, spending for TQM/Six Sigma quality control, the number of models/styles comprising the company's product line, and the installation of plant upgrade option A.

best practices training, overtime pay, spending for TQM/Six Sigma quality control, the number of models/styles comprising the company's product line, and the use of plant upgrade option C.

workers' total compensation package, the number of plants, and the installation of upgrade option D.

 

Which of the following most accurately describes your company's plant operations?

Workers are organized into 3-person teams; each team has the capability to make 5,000 pairs annually; teams are compensated at the rate of $10 per pair produced.

  • Standard and superior materials are sourced from outside suppliers at prices that vary according to global demand-supply conditions; the company's production workers are compensated on the basis of both base pay and incentive payments per pair produced.

Branded production is done during regular time and private-label footwear is produced only during overtime.

All footwear production teams must go through 40 hours of best practices training annually.

The company makes most all of its footwear materials and components in-house and uses 25-person assembly lines to make branded shoes at the rate of 5000 pairs per week.

 

The factors that affect a company's S/Q rating include:

the prices paid for standard and superior materials; overall footwear quality; how many hours of best practices training that workers have been through; and percentage increases in annual base pay.

the size of incentive bonuses paid to workers for defect-free workmanship; expenditures for best practices training; the age of plants and whether plant upgrades D and E have been installed; and the durability of its footwear.

the number of performance features built into its branded models/styles; how long it has been using TQM/Six Sigma quality control programs; whether the company has invested in plant upgrade Option F; and plant reject rates.

  • the percentage use of superior materials; a company's cumulative spending for TQM/Six Sigma quality control programs; the use of best practices training; and expenditures for new styling/features per model.

how big the incentive payment per non-defective pair is; whether shoes are produced with 100% standard materials or 100% superior materials, the durability and of its footwear; and how many models/styles are included in its product line.

 

The interest rate a company pays on loans outstanding depends on

its market share and how many consecutive years the company has been profitable.

how many times it has borrowed money in the past five years and whether any amounts borrowed have been repaid.

  • Its credit rating.

its current ratio, the amount of cash on hand to make interest payments, and the average annual amount of free cash flow for the past five years.

its current ratio, free cash flow, and prior-year interest-coverage ratio.

 

The factors that affect worker productivity include

the size of a plant's work force, whether workers are making branded or private-label shoes, whether a plant has been upgraded and modernized within the past five years, and the complexity of the new features and styling that has been designed into the models/styles of footwear being produced

  • Whether plant upgrade option D has been installed, the size of incentive payments per non-defective pair, base pay increases, how favorably a company's compensation package compares with the industry-average compensation package, and expenditures for best practices training.

whether plant upgrade option A has been installed, base pay increases, reject rates, how much the company spends for TQM/Six Sigma training to enhance worker skills, and the S/Q ratings on the footwear being produced.

the number of stock options granted to production workers, the warranty claim rate on recently-sold footwear, the hourly rate of overtime pay that workers get, and the percentage of pairs outsourced.

plant reject rates, the percentage use of overtime, the number of models/styles being

nrodu•pri the ne•entanp IISP of standard materials and the S/0 ratinns on the footwear

 

Which of the following are components of the compensation package for production workers at your company's plants?

Perfect attendance bonuses at best practices training programs, hourly wages, fringe benefits, and overtime pay

Hourly wages, fringe benefits, year-end bonuses tied to the number of non-defective pairs produced, and overtime pay

  • Base wages, incentive payments per non defective pair produced, and overtime pay Annual base salary, overtime pay, fringe benefits, and stock options

Hourly wages, fringe benefits, annual perfect attendance bonuses, and overtime pay

 

The company's shipments of newly-produced branded and private-label footwear from its plants to its regional distribution centers are subject to

  • any applicable import tariffs and exchange rate adjustments. tariffs of $8 per pair and shipping fees of $1 per pair.

shipping charges of $2 per pair on all pairs shipped to distribution centers in the same region as the production plant and $4 on all pairs shipped from one region to another.

3-million pair import quotas on shipments from foreign plants to Latin America, Europe-Africa, and Asia-Pacific and exchange rate shifts of as high as 20%.

shipping charges of $2 per pair on all pairs shipped regardless of destination and exchange rate shifts of as high as 15%.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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