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BSG Online 2016 - Quiz 1 and Answers - Test 01 - New

BSG Online - Quiz 1 Answers and Keys

BSG Online 2016 - Quiz 1 and Answers - Test 1 - New

Quiz 1 and Answers

 

Business Strategy Game - BSG Online - Learning From Winners 2016

 

BSG Online — Quiz 1 — Test 1

1. The market for private-labe a hletic footwear is projected to grow
6-8% annually in North America and Asia-Pacific during the Year 11-Year 20 period and
10-12% annually in Europe-Africa and the Asia-Pacific during the Year 11-Year 20 period.
15% annually in all 4 regions during the Year 11-Year 15 period and 10% annually in all 4
regions during the Year 16-Year 20 period.
10% annually in all four geographic regions during the Year 11-Year 15 period and 8.5%
annually in all four regions during the Year 16-Year 20 period.
4% annually in all four geographic markets during Years 11-15 then rise steadily to 10%
annually in all markets by Year 20.
7.5% annually in Latin America and Europe-Africa during the Year 11-Year 20 period and
10.5% annually in North America and the Asia-Pacific regions during the Year 11-Year 20
period.


2. Which of the following best describes the materials the company uses to make its footwear?
High-strength and regular-strength materials
Interior lining fabrics, waterproof microfibers, rubber, cotton shoelaces, and fiberglass thread
Standard and superior materials
Normal-wear and long-wear materials
Synthetic fibers, waterproof polyesters, microfibers, rubber, high-strength threads, and metal
eyelets


3. 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 to the highest price being charged by the rival
company with the lowest S/Q rating in the region.
whether its wholesale price is above or below the average price of all companies
competing in that geographic 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.
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 .

 

4. Which the following are the four geographic regions in which the company sells branded and
private-label athletic footwear?
The European Union, North America, Southeast Asia, and Latin America
Italy, Mexico, the U.S,, and Australia
Western Europe, Asia, North America, and South America
Latin America, North America, Europe -Africa, and Asia -Pacific
The United States, Middle East, Great Britain, and Japan

 

5. The company currently has production facilities to make athletic footwear in
Europe-Middle East and Latin America.
North America and Europe-Middle East.
Europe-Africa and Latin America.
Asia -Pacific and North America.
North America and Latin America.

 

6. The company's present production capability (as of Year 10) is
6 million pairs without the use of overtime and 7.2 million pairs with the use of
overtime.
8 million pairs without the use of overtime and 10 million pairs with the use of overtime.
4 million pairs without the use of overtime and 6 million pairs with the use of overtime.
6 million pairs without the use of overtime and 6.6 million pairs with the use of overtime .
4 million pairs without the use of overtime and 5 million pairs with the use of overtime.

 

7. Which of the following are the 5 measures on which a company's performance is
judged/scored?
Free cash flow, revenues, global market share, EPS, and ROE
Earnings per share, ROE, revenues, stock price, and credit rating
Global market share, ROE, net profit, stock price, and free cash flow
Earnings per share, ROE, stock price, credit rating, and image rating
Credit rating, revenues, EPS, ROE, and the number of annual dividend increases

 

8. The factors that affect a company's SIC rating include:
whether superior material are produced in-house or outsourced; overall footwear quality; how
much is spent to inspect newly-produced pairs and avoid shipping defective shoes; and the
size of annual base pay increases.
How well compensated its work force is; whether shoes are produced with standard materials
or superior materials; whether the company utilizes TQM instead of best practices training;
and how many models/styles are included in its product line.
the number of new performance features built into models/styles annually; the image that its
athletic shoes have with consumers; how much emphasis it puts on TQM/Six Sigma quality
control; 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.
the size of incentive bonuses paid to workers for defect-free workmanship; plant reject rates;
expenditures for best practices training; the age of plants and the number of plant upgrades
that have been installed; and advertising expenditures.

 

9. Which of the following are components of the compensation package for production workers at
your company's plants?
Annual base salary, teamwork bonuses, fringe benefits, and stock options
Hourly wages, fringe benefits, and overtime pay
Base wages, incentive payments per non defective pair produced, and overtime pay
Annual base pay. perfect attendance bonuses at best practices training programs, stock
options, fringe benefits, and overtime pay
Weekly salary, fringe benefits. year-end bonuses tied to the number of non-defective pairs
produced, and overtime pay

 

10. In Year 11 footwear companies can expect to sell
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,
an average of 5.8 million branded pairs and an average of 500,000 private-label pairs,
although sales at some companies may run higher or lower than the averages due to differing
levels of competitive effort.
exactly 4.844 million branded pairs and 800,000 private-label pairs.
no less than 3.25 and no more than 6.75 million branded pairs and no less than 400,000 and
no more than 1.2 million private-label pairs.
between 4.5 and 6.5 million branded pairs and 500,000 and 1,500,000 private-label pairs.

11. Which of the following currencies are involved in affecting the operations of your company's
athletic footwear business?
U.S. dollars, euros, Russian rubles, Japanese yen, and Mexican pesos
U.S. dollars, Swiss francs, Hong Kong dollars, Argentine pesos, and South African rand
Euros, U.S. dollars. Japanese yen, Hong Kong dollars, Argentine pesos, and South African
rand
Brazilian reels, euros, Japanese yen, Indian rupees, U.S. dollars, and Singapore dollars
Singapore dollars, euros, U.S. dollars, and Brazilian reals

 

12. The factors that affect worker productivity include
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 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 three years, and the
complexity of the new features and styling that has been designed into the models/styles of
footwear being produced.
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.
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.

13. The company's shipments of newly-produced branded and private-label footwear from its plants
to its regional distribution centers are subject to
3-million pair import quotas on shipments from foreign plants to Europe-Africa and
Asia-Pacific.
shipping charges of $1.50 per pair on all pairs shipped to distribution centers in the same
region as the production plant and $2.50 on all pairs shipped from one region to another.
tariffs of $5 per pair, shipping fees of $2.50 per pair, and exchange rate shifts of as high as
12%
export fees equal to 4% of the manufacturing costs of the pairs shipped and exchange rate
shifts of as high as 15%.
any applicable import tariffs and exchange rate adjustments.

14. 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?
The number of retailers stocking the company's footwear brand and delivery times to retailers
( 1, 2, 3, or 4 weeks)
Expenditures for retailer support
Internet and wholesale prices
The appeal of the celebrities signed to endorse the company's footwear
The number of annual sales promotions

15. The interest rate a company pays on loans outstanding depends on
its balance sheet strength as measured by its current ratio, debt -equity ratio, and accounts
payable ratio.
its market share, gross profit margin, and default risk ratio.
its credit rating.
how many consecutive years the company has been profitable, its interest coverage ratio,
and the number of loans it has paid off in the past five years.
The amount of loans already outstanding—the lower the total dollar amount of loans the
company has outstanding, the lower the interest rate on any new loans.

16. Which one of the following does not affect the reject rates at a company's plants?
Spending for best practices training
Spending for TQM/Six Sigma quality control efforts
The installation of plant upgrade C
The size of the incentive payment per non-defective pair produced
The number of models/styles comprising the company's product line

17. Which of the following is the most important factor in determining a company's unit sales and
market share of private-label footwear in a particular geographic region?
O The number of models/styles comprising the company's product line
The appeal of the celebrities signed to endorse the company's footwear
The amount of merchandising support provided to retailers
Whether the company's private-label footwear has a higher S/Q rating than the footwear of
rival private-label manufacturers
The company's bid price

18. Which the following are factors in determining a company's credit rating?
a Its loans outstanding, dividend payout ratio, debt-equity ratio, and free cash flow
Its times-interest-earned ratio, debt-equity ratio, and return on investment
A company's current ratio, accounts payable, operating profit margin, and the margin by
which free cash flow exceeds interest payments
Its debt-equity ratio, current ratio, and gross profit margin
Its default risk ratio, debt -asset ratio, and interest coverage ratio

19. Which of the following most accurately describes your company's plant operations?
TQN1/Six Sigma quality control programs and best practices training are used to boost
the S/Q ratings of both branded and private-label footwear.
The company compensates production workers at the rate of $2 for each pair produced and
uses TQM/Six Sigma quality control programs to keep reject rates under 0.01% of the
branded pairs produced.
Workers are organized into 3-person teams; each team has the capability to make 5,000
pairs annually; and teams are compensated at the rate of $10 per pair produced.
Branded production is done during regular time and private-label footwear is produced only
during overtime.
Standard materials are used to make private-label shoes and superior materials are used to
make branded footwear.

 

 

 

 

 

 

 

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