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BSG Online 2016 - Quiz 1 and Answers - Test 06 - New

BSG Online - Quiz 1 Answers and Keys

BSG Online 2016 - Quiz 1 and Answers - Test 6 - New

Quiz 1 and Answers TEST 6

 

Business Strategy Game - BSG Online - Learning From Winners 2016

BSG Online — Quiz 1 — Test 6

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1. Which of the following is/are not among the factors that affect worker productivity?
The size of incentive payments per non-defective pair
Base pay increases
Expenditures for best practices training
The percentage of newly-hired workers and the percentage use of superior materials
Whether plant upgrade option D has been installed


2. Which of the following currencies are involved in affecting the operations of your company's
athletic footwear business?
Singapore dollars, euros. Swiss francs. South African rand. Chilean pesos, and Turkish lira
U.S. dollars, Chinese renminbi, euros, Brazilian real, and South African rand
Brazilian reels, U.S. dollars, Canadian dollars, Australian dollars, euros, and Chinese
renminbi
U.S. dollars, Singapore dollars, euros, and Brazilian reals
Euros, Japanese yen, U.S. dollar, Argentine peso, South African rand, and the Australian
dollar


3. The factors that affect a company's S/Q rating include:
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 size of annual base pay increases: reject rates; expenditures for best practices training,
whether plant upgrade B has been installed.
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.
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 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.


4. The market for branded athletic footwear is projected to grow
7-9% annually worldwide during the Year 11-Year 20 period.
3-6% annually worldwide during the Year 11-Year 20 period.
5-7% annually in all four geographic regions during the Year 11-Year 15 period and 2-4%
annually in all four regions during the Year 16-Year 20 period.
8% annually in all four geographic markets during Years 11-15, and then slow gradually to
6% annually in all markets by Year 20.
9-11% annually in Latin America and the Asia-Pacific during the Year 11-Year 15 period
and 5-7% annually in North America and Europe-Africa during the Year 11-Year 15
period.


5. The company currently has production facilities to make athletic footwear in
North America and Europe-Africa.
China and Mexico.
United States and China.
Italy, Brazil, China. and South Africa
Asia-Pacific and North America.

 

6. 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 models/styles in the company's product line
Mail-in rebate offers
The appeal of the celebrities signed to endorse the company's footwear
The number of new performance features built into each year's models/styles
The number of retailers stocking the company's footwear brand


7. Which the following are factors in determining a company's credit rating?
Its annual interest payments, current ratio, times-interest-earned ratio. debt-equity ratio, and
ROE
A company's current ratio, how much it has in accounts payable, the value of pairs in
inventory, and its annual interest payments
Its debt-equity ratio, current ratio, and free cash flow
Its loans outstanding, dividend payout ratio, free cash flow, and debt-equity ratio
Its interest coverage ratio, debt-asset ratio, and default risk ratio


8. Which of the following best describes the materials the company uses to make its footwear?
Durable and non-durable materials
Natural and man-made materials
Standard and superior materials
Synthetic fibers, waterproof polyesters, microfibers, rubber, and metal eyelets
Normal-wear and long-wear materials


9. Which of the following are the 5 measures on which a company's performance is
judged/scored?
Customer service rating, stock price, dividends, EPS. and net profit
Image rating, revenues, EPS, ROE, and year-end cash balance
Earnings per share, ROE, stock price, credit rating, and image rating
Revenues, net profit, stock price, year-end cash balance, and global market share
Revenues, global market share, net profits, ROE, and S/Q rating

10. The company's shipments of newly-produced branded and private-label footwear from its plants
to its regional distribution centers are subject to
shipping charges of $2 per pair on all pairs shipped and exchange rate shifts of as high as
10%.
any applicable import tariffs and exchange rate adjustments.
export fees equal to 5% of the manufacturing costs of the pairs shipped and exchange rate
shifts of as high as 10%.
2-million pair import quotas on the part of the geographic regions to which pairs are shipped
and exchange rate shifts of as high as 10%.
tariffs of $4 per pair, shipping fees of $1.50 per pair, and exchange rate shifts of as high as
10%.


11. Which of the following most accurately describes your company's plant operations?
All footwear production teams must go through 40 hours of best practices training annually.
Branded production is done during regular time and private-label footwear is produced only
during overtime.
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.
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.
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.


12. 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?
The appeal of the celebrities signed to endorse the company's footwear
Whether the company's private-label footwear has a higher SIQ rating than the footwear of
rival private-label manufacturers
The company's bid price
The amount of merchandising support provided to private-label retailers
The number of new performance features added to the company's private-label footwear line
each year


13. A company's price competitiveness in selling branded footwear to retailers in a particular
geographic region is determined by
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 a company's wholesale price is within 10% of the price charged by the company with
the highest S/10 rating in the region.
how favorably its wholesale price compares with the average wholesale price of all
companies competing in the region.
whether a company's wholesale price is at least 10% below the highest priced footwear
brand in the region.
how favorably its wholesale price compares to the wholesale price of the company having the
largest number of modelsistyles in that region.

 

14. At the end of Year 10, going into Year 11, the company's production capability was
5 million pairs without the use of overtime and 6 million pairs with the use of overtime.
3 million pairs without the use of overtime and 3.6 million pairs with the use of overtime.
6 million pairs without the use of overtime and 7.2 million pairs with the use of
overtime.
5 million pairs without the use of overtime and 6.25 million pairs with the use of overtime.
6 million pairs without the use of overtime and 7.5 million pairs with the use of overtime .


15. The reject rates at the company's footwear plants are a function of
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.
worker annual base pay and overtime pay. year-end incentive bonuses. best practices
training, the plant's DID (durability/performance) rating, and the number of models/styles
comprising the company's product line.
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.
total compensation of workers, the number of plants, and the use of upgrade option D.
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.

 

16. 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
Latin America, Europe-Middle East, Southeast Asia, and North America
Western Europe, Asia, North America. and South America
Italy, Brazil, the United States, and Australia
Asia-Pacific, Europe-Africa, Latin America, and North America


17. Which of the following are components of the compensation package for production workers at
your company's plants?
Hourly wages, fringe benefits, and overtime pay
Annual base salary, teamwork bonuses, fringe benefits, and stock options
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
Base wages, incentive payments per non defective pair produced, and overtime pay

18. In Year 11, footwear companies can expect to sell
exactly 4.844 million branded pairs and 800,000 private-label pairs.
no less than 3.8 and no more than 5.3 million branded pairs and no less than 750.000 and no
more than 1.1 million private-label pairs.
between 7 and 8 million branded pairs and 250,000 and 500,000 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.
exactly 5.244 million branded pairs and 600,000 private-label pairs.


19 . The interest rate a company pays on loans outstanding depends on
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.
how many times it has borrowed money in the past five years and whether any amounts
borrowed have been repaid.
Its credit rating.
its market share and how many consecutive years the company has been profitable.


20. The market for private-label athletic ootwear is projected to grow
8% annually in all four geographic markets during Years 11-15, and then slow gradually to
3% annually in all markets by Year 20.
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.
10% annually in North America and Latin America during the Year 11-Year 20 period and
8.5% annually in Europe-Africa and the Asia-Pacific regions during the Year 11-Year 20
period.
10% annually in North America and Latin America during the Year 11-Year 20 period and
12% annually in Europe-Africa and the Asia-Pacific during the Year 11-Year 20 period.
4-6% annually in all 4 regions during the Year 11-Year 20 period.

 

 

 

 

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