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Glo-Bus 2017 - AC Camera and UAV Drone - Business Strategy - Quiz 1 Answers - P2

NEW Glo-Bus - AC Camera and UAV Drone - Business Strategy

New GLO-BUS — 2017 Edition

NEW Glo-Bus 2017 - AC Camera and UAV Drone - Business Strategy

Action-Capture Camera Design

GLO-BUS 2017 - Quiz 1 Answers - Part 2

1. Which of the following does NOT accurately describe your company's camera/drone business
and operations?
The company has two buildings for assembling products at its Taiwan site--one for cameras
and one for drones (the drone assembly process also includes assembly of an action-camera
model having features and specifications suitable for use in camera-equipped drones). No
camera models or drone models are assembled in advance, warehoused in company
facilities, and then used to fill incoming orders.
Your company maintains regional facilities in Milan, Italy; Singapore, Sao Paulo, Brazil; and
Dallas, Texas to handle the company's marketing efforts in each of the world's principal
geographic regions. to support the merchandising efforts of area retailers who stock the
company's brand of action-capture cameras and UAV drones. and to process camera/drone
warranty claims (including making needed repairs) originating in their respective geographic
regions.
The unmanned aerial view (UAV) drones assembled at the Taiwan plant are sold directly to
buyers at the company's website and to other online retailers of commercial drones in each
geographic region.
The company makes the majority of the needed camera components at facilities close
to its Taiwan assembly plant; newly-produced camera components are transferred by
truck on a just-in-time basis to the company's camera assembly facilities where the
company operates a 250-person assembly line capable of turning out 3.250 cameras
per hour. There is ample space at the camera assembly facility to add two more 250-
person assembly lines should they be needed later to fill incoming buyer orders.
Once the company's action-capture cameras are assembled and tested. the company ships
them across the world to multi-store chains and online retailers that sell electronics products
and to a wide variety of local retail shops stocking and merchandising (or sometimes renting)
action-capture cameras to their customers.

 

2. Worldwide unit sales of wearable, miniature action-capture cameras are reliably projected to
grow
6-8% annually for Years 6-10 and then to grow at a slower 4-6% annual rate during the
Years 11-15.
at rates that can range from as little as 5% annually to as high as 15% annually.
about 10% annually through Year 15.
to grow 8-10% annually during Years 6-10 and then to grow at a slower 6-8% annual rate
during the following five years (Years 11-15).
10% annually for Years 6-10. and then slow gradually to 5% annually during Years 11-15.

3. Which of the following is NOT accurate as concerns the online retailers of unmanned aerial view
drones and/or the buyers of unmanned aerial view drones?
The vast majority of drone shoppers consider the widely-available and much-publicized
annual P/Q ratings compiled by the Global Alliance for Safe and Responsible Use of
Commercial Drones to be a trusted measure of the performance and quality of competing
brands of drones.
The purchasers of drones in North America are less sensitive to cross-brand
differences in P/Q ratings than are drone purchasers in Latin America; rather. the
biggest factor affecting the purchase decisions of North American drone buyers are
the retail prices being charged for the various brands of UAV drones.
Market research confirms that the prior-year overall images/brand reputations of rival dronemakers have a moderately strong influence on the brand choices of drone buyers in the
upcoming twelve months.
Because your company sells its UAV drone models at the company's own website in direct
competition with other online retailers of UAV drones, these online retailers are inclined to
stock and display your company's brand of drones only if they can purchase your drone
models at an attractive percentage discount to the price being charged on your website.
When two brands of drones have slightly different prices and P/Q ratings (and all other buyer
considerations are. on balance, an even tradeoff between the two brands), then a bigger
percentage of buyers in Europe-Africa will purchase the brand with the higher P/Q rating
while a bigger percentage of buyers in the Asia-Pacific region will purchase the cheaperpriced brand.

 

4. Which of the following are components of the compensation package for members of
camera/drone PATs?
Annual base wage, assembly quality incentives ($ per unit assembled divided equally
among PAT members), year-end bonus for perfect attendance, and the dollar-cost of a
PAT members fringe benefit package
Monthly salary, the cost of a PAT's fringe benefits package. year-end awards of 10 shares of
common stock for perfect attendance, weekly bonuses for meeting or beating the PAT's
weekly assembly quota, and a monthly allowance for living expenses
the daily wage paid to each PAT member, the costs of company-paid fringe benefits, a bonus
of $4.00 per camera/drone assembled by each camera/drone PAT (which is subject to
change). and a weekly allowance for living costs
The hourly wage paid each PAT member (which can differ for camera PATs and drone PATs).
the costs of a PAT member's fringe benefit package, overtime pay, and a weekly allowance
for cost of living expenses
Weekly salary, the cost of a PAT member's fringe benefits package. weekly bonuses for
meeting or beating the PAT's weekly assembly quota. overtime pay. and a monthly allowance
for living expenses

5. Which of the following is NOT one of the benefits of current-year and cumulative expenditures
for camera/drone product R&D?
Reducing total annual compensation costs for PATs because such spending, once it
reaches $25 million annually and a cumulative total of $100 million, allows the size of
PATs to be reduced from 4 persons to 2 persons
Increasing the productivity of PATs in assembling camera/drone models (because of easier to
assemble product designs); the size of this benefit occurs immediately and varies according
to the current and cumulative amounts spent
Boosting a company's P/Q ratings (the size of this benefit varies with the current and
cumulative amounts spent and shows up in the P/Q ratings at the beginning of the following
year)
Reducing warranty claims and costs (these two benefits show up at the beginning of the
following year)
Providing a pipeline of tested ways to add more features, improve product performance, and
build the company's proficiencies in introducing new and improved camera/drone designs
and models

 

6. Which of the following are the four geographic regions in which the company is currently selling
its action cameras and UAV drones?
Europe -Africa, Latin America, Asia -Pacific, and North America
Western Europe, Asia, North America, and South America
China-Japan, the European Union, North America. and South America
The European Union. North America. Southeast Asia. and Latin America
The United States, the Middle East, China-Japan. and Western Europe

7. Which one of the following is NOT a factor in determining a company's action camera sales and
market share in a particular geographic region?
How a company's average wholesale price for the camera models it sells to retailers in the
region compares with the average wholesale prices of the camera models of competing
companies
The number of camera models in each company's line-up of camera offerings. the length of
the warranty period for each company's camera models, and the amount companies spend
for advertising,
The amounts by which the company's credit rating and customer service rating are
above/below the regional average
Whether the size of the discounts off the regular average wholesale price a company offers to
retailers during weekly sales promotion campaigns is above/below the regional average
The extent to which the number of week-long camera sales promotions a company has
annually is above/below the region's all-company average

 

8. Which of the following statements does NOT accurately describe how your company's
performance is scored on the Best-in-Industry Standard?
In order to receive a score of 100. a company must (1) be the best-in-industry performer on
EPS. ROE, stock price, and image rating, (2) achieve the investor-expected targets for EPS,
ROE, stock price appreciation, and image rating set by the company's Board of Directors,
and (3) have an A+ credit rating.
Your company will receive an annual best-in-industry score and a best-in-industry score for all
years completed.
If ROE is given a weight of 20 points by your instructor, a company with an industryleading ROE performance of 30% that happens to be 5 percentage points above the
investor-expected ROE of 25% earns a score of 20 points plus a 5-point bonus for
achieving an ROE that is five percentage points above the investor-expected ROE.
The best-in-industry performer on EPS, on ROE. on Image Rating. and on Stock Price earns
a perfect score (the full number of points for that measure as determined by the weights
chosen by your instructor)--but only if the industry leader's performance equals or exceeds
the investor-expected performance target established by the company's Board of Directors.
The Best-in-Industry scoring standard is based on how your company's performance
compares (1) to the industry's best performer on earnings per share, on return on equity
(ROE), on stock price appreciation, and on image rating and (2) to the ultimate credit rating of
A+.

 

9. The company has its camera and drone assembly facilities in
Taiwan.
Dallas. Texas.
Shanghai. China.
Singapore
Bangkok. Thailand.

 

10. The factors that affect a company's P/Q rating for UAV drones include
the company's brand reputation, the warranty claim rate. and the size of the assembly quality
incentives paid to drone PAT members.
the caliber of the built-in action-capture camera. warranty claim costs, the company's prioryear worldwide share of UAV drone sales, and whether the company's drone line-up consists
of 5 or more models.
the image sensors of the built-in camera, the image quality of the action videos, the length of
the warranty period, and the hourly wage rate paid to members of drone PATs.
the number of suppliers the company utilizes for its purchases of drone materials and
components, the prices it pays for these components/materials, and the brand reputations of
the suppliers.
the caliber of the built-In GPS/WIFI/Bluetooth components, rotor performance and
flight controller features/performance, and body frame construction.

11. Which of the following statements about crafting a strategy to be competitively successful in the
markets for action cameras and drones is NOT true?
The most powerful strategy and competitive approach a company can employ is most
often one of differentiating your company's cameras/drones from rival brands based
on such attributes as product performance and quality, number of models. warranties,
and other competitive factors that matter a lot to buyers--and thereby outcompete
rivals with a product offering that has greater overall appeal to
a
highly profitable
number of buyers.
In GLO-BUS, there are multiple strategic approaches and sets of competitive efforts/action
that, if properly designed and well-executed, are capable of capable of producing competitive
success in the global market for cameras/drones, provided they are not overpowered or
thwarted by even more potent strategic approaches and competitive actions/efforts that are
well-executed by rival companies.
GLO-BUS has no built-in bias that favors any one strategy
or approach to competing over all
the others.
There is no such thing as a surefire strategy or a "magic bullet" strategy or an undefeatable
strategy that is "guaranteed" to outperform
all other strategies, irrespective of the strategies
and competitive actions undertaken by rival companies; that such a strategy could even exist
in a competitive marketplace defies reality.
So long as your company's competitive efforts/actions and decision entries produce an
overall buyer appeal for your camera/drone product line that outranks the offerings of rival
companies across the
4 geographic regions and so long as your company exerts sufficiently
aggressive competitive efforts (on the 11 competitive factors for
cameras and 10 competitive
factors for drones) that compares favorably with the competitive efforts of rivals in the 4
regions. then you can expect a satisfactory-to-good-to-appealingly large percentage of
buyers in each region to prefer purchasing your cameras/drones instead of rival company
brands.

 

12. Which of the following is NOT accurate as concerns the retailers and buyers of action-capture
cameras?
Potential buyers of action-capture cameras pay at least some attention to the media ads they
see for various action cameras brands and their purchasing decisions are to some degree
influenced by these ads.
The buyers of action cameras in North America and Europe-Africa are less sensitive to crossbrand price differences than are camera buyers in the Latin America and the Asia-Pacific
regions.
Many action camera buyers do considerable comparison shopping before making a decision
about which camera brand to buy--they are aware of the prices and P/O ratings of rivals
brands, the various retail locations and websites where action cameras can be purchased.
the warranties of rival brands, and the fact that retailers have periodic weekly sales
promotions that feature sizable discounts off the regular retail price.
The buyers of action cameras in Latin America and the Asia-Pacific region are more
sensitive to cross-brand differences in P/Q ratings than are action camera buyers in
North America and Europe-Africa.
Many price-sensitive consumers shopping for their first action-capture camera are inclined to
wait to make a purchase until the retailers of these cameras in their geographic area have
weekly sales promotions features discounted prices.

13. Which of the following statements about your company's assembly operations for cameras and
drones is true?
All of the company's capital expenditures for fixed assets (facilities, workstations, robotics
upgrades, office equipment, and furnishings) at the Taiwan plant site are depreciated over 25
years at the rate of 4% annually
Installing robots at each camera/drone workstation enables the size of camera drone PATs to
be cut from 5 persons to 4 persons.
Shifting to robot-assisted assembly results in added annual maintenance costs per
workstation because robots require monthly maintenance and also, from time to time,
break down and have to be repaired.
The maximum number of cameras/drones that can be assembled at overtime is 20% of
annual PAT productivity (the number of units a camera/drone PAT assembles each year)--
however, if robotics upgrades are undertaken. the maximum rises to 30% of annual PAT
productivity.
The capital costs of new workstations, facilities expansions, and robotics upgrades are paid
in the year following installation.

 

14. The factors that affect the productivity of camera/drone PATs include
the size of assembly quality incentives paid to PATs, the size of the fringe benefits
package, how the total compensation packages (not including overtime pay) of PAT
members compare to the all-company average compensation levels. and the amount a
company spends annually per camera/drone PAT on training and productivityenhancing assembly methods.
perfect attendance bonuses, how much overtime is offered to PATs so as to boost their takehome pay, how many PAT members leave the company for jobs elsewhere, and the size of
the year-end bonuses awarded to PATs for beating their annual assembly quotas and
lowering warranty claim rates.
the complexity of the company's camera/drone designs, cumulative spending for new product
R&D for cameras/drones, the size of weekly bonuses paid to PAT members for beating the
weekly PAT assembly quota, and the number of camera/drone components used in the
assembly process.
the size of weekly bonuses paid to PAT members for beating the weekly PAT assembly
quota, the complexity of camera/drone designs. the number of camera/drone models being
assembled, and the amount the company spends annually per camera/drone PAT on training
and productivity-enhancing assembly methods.
PAT training and experience, the percentage of PAT members leaving the company for jobs
elsewhere, base wage increases, warranty claim rates. and the P/Q ratings of the
camera/drone models being assembled.

15. Which of the following is NOT one of the five measures on which a company's performance is
judged/scored?
Revenues
Stock price appreciation
Credit rating and image rating
Earnings per share
Average return on shareholders' equity (ROE)

 

16. Which of the following currencies are involved in affecting the revenues your company receives
on shipments of action-cameras and UAV drones to buyers in the four geographic regions where
it does business?
Euros, U.S. dollars. Japanese yen. Hong Kong dollars, Argentine pesos, and the Taiwan
dollar
The Argentine peso. euros. Japanese yen. Indian rupees. U.S. dollars, and Chinese renminbi
Singapore dollars, euros, U.S. dollars, the Brazilian real, and Taiwan dollars
U.S. dollars, euros, Hong Kong dollars, Japanese yen, and Mexican pesos
U.S. dollars, Swiss francs, Hong Kong dollars. Argentine pesos. and Taiwan dollars

17. Which of the following is one of the factors that determine a company's credit rating?
The percentage of the net income the company allocates in the prior two years to paying
back loans outstanding
The company's average return on shareholders' equity over the most recent three years
The company's dividend payout ratio
A company's worldwide market share in action cameras and UAV drones
Its interest coverage ratio

18. Officials at Global Community Bank, under terms of its long-term banking agreement with the
company. have agreed to lend the company additional monies should you elect 'o use debt to
help finance growth and other financial needs; the interest rate that will be charged on such
loans is tied to
the payback period (1-year, 5-years, 10-years) and whether the company's gross profit
margins, operating profit margins. and net profit margins the previous two years are
above/below the industry averages and by how much
the company's net profit margin the past two years, the percentage of free cash flows
(defined as net income plus depreciation less dividend payments) the company has the ability
to use to make interest payments, and the company's current credit rating.
how many consecutive years the company has been profitable. its current ratio. its interest
coverage ratio, its debt-assets ratio. and the payback period (1-year. 5-years. 10-years).
the company's current credit rating, going rates of interest in world financial markets,
and the payback period (1-year, 5-years, 10-years).
how much the company has already borrowed against its ongoing $100 line of credit. its debtto-equity ratio, and the size of its free cash flows (defined as net income plus depreciation
less dividend payments) the past two years.

 

19. Whether a maker of action cameras is charging an average wholesale price for its models that
makes it price competitive with the prices being charged by rival companies in the region is
determined by
whether the average wholesale price for its camera models is within $20 of the lowest
average wholesale price being charged in the region. All companies with average wholesale
prices within $20 of the lowest-price in the region are considered to be price competitive, all
other companies are considered to be charging average wholesale prices that are NOT
competitive.
whether its average wholesale price is at least $50 below the average wholesale price is of
the highest-priced camera brand in the region: all companies with average wholesale prices
$50 or more below the price of the highest-priced company are considered to be price
competitive. All other companies are considered to be charging average wholesale prices
that are NOT competitive.
how favorably the average wholesale price for its camera models compares to the average
wholesale camera price being charged worldwide.
how far its average wholesale price in the region is above or below the regional
average wholesale price.
whether the average wholesale price for its camera models is within $20 of the regional
average wholesale price. All companies with average wholesale prices within $20 of the
regional average wholesale price are considered to be price competitive; all other companies
are considered to be charging average wholesale prices that are NOT competitive.

20. The factors that affect the P/Q rating of a company's action cameras do NOT include
a company's cumulative spending on product R&D or the amount a company spends on
training its camera-related PATs and improving the quality of its camera-related assembly
methods (since such spending can affect defects encountered and the need for repairs).
the size of the LCD display screen or the image quality of the pictures/video.
the size of assembly quality incentives it pays to camera PAT members, warranty claim
rates, or the percentage of camera assembly workstations that utilize robot-assisted
assembly methods.
image sensor size or the image quality of the videos and still pictures or the number of photo
modes for videos and still pictures
camera housing or editing/sharing capabilities or included accessories

 

 

 

 

 

 

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