WPC 480 FINAL EXAM ASU WITH 100% CORRECT ANSWERS ALREADY GRADED A+

Which of the following businesses is most likely to disrupt an existing industry? A. GSX Techedu added advanced camera technology to it's premium line of smartphones so that they would take the highest-quality photos of all phones on the market B. Touch Tech Inc. reconfigured the components used in its touchscreen tablets to create a new type of wearable device for use in restaurants and other service industries. C. Stark and Son's developed a teleportation technology that can transport physical materials instantaneously across great distances. D. Black Rock developed an earphone that receives emails and text messages and converts them to voice messages. The first models had poor reception, but they rapidly improved over time. D. Black Rock developed an earphone that receives emails and text messages and converts them to voice messages. In the decline stage, which of the following strategies involves a reduction of investments in product support? A. exit strategy B. harvest strategy C. maintain strategy D. consolidate strategy B. harvest strategy Which of the following is an example of social entrepreneurship? The committee approved the new formula for an all-purpose cleaner because it A. cleaned better than other cleaners and did not cost more to produce B. cleaned as well as other cleaners and used organic ingredients C. cleaned as well as the other cleaners and could be produced more effciently D. cleaned better than other cleaners and used easy-to-obtain ingredients B. cleaned as well as other cleaners and used organic ingredients Revolve Group is a mobile platform that matches independent fashion designers with consumers who want a personalized wardrobe. Which of the following initiatives would best allow Revolve Group to fine-tune its offerings to better meet the needs of its consumers? A. allowing users to provide feedback to producers on the style and fit of clothing B. conducting anonymous phone surveys about consumers' fashion preferences C. hiring an outside consultant to evaluate the offerings of Revolve Group's producers D. studying the financial records of various fashion design companies to determine trends A. allowing users to provide feedback to producers on the style and fit of clothing Susan wants to create a networking site that would connect local artists to homeowners who are looking for unique and original art. She knows that network effects will play a big role in her success and doesn't want to build her business using a linear value chain. Susan would best be served by employing a(n) A. innovative social networking website B. razor-razor blade business model C. platform business model D. pipeline business model C. platform business model How does a conglomerate benefit from following an unrelated diversification strategy? A. The conglomerate can share most of its competencies in products, services, technology, or distribution between all its businesses. B. the conglomerate can overcome institutional weaknesses such as a lack of capital markets in emerging economies C. the conglomerate can limit the learning and experience curve effects it faces D. The conglomerate can soley depen on its primary business activity for a major portion of its revenues. B. the conglomerate can overcome institutional weaknesses such as a lack of capital markets in emerging economies Vehement Capital Partners wanted its research partner, an R&D company, to develop a cancer vaccine. However, the project required huge capital investments, and its research partner was not ready to solely face the risks involved. Thus, to gain its partner's confidence and to prove its involvement, Vehement Capital Partners invested $100 million in the project. This investment made by Vehement Capital Partners will result in a A. corrective action B. cartel C. credible commitment D. Parent-subsidiary relationship C. credible commitment Which of the following is an example of an internal transaction cost? A. the cost of buying raw materials B. the cost of signing a contract with a supplier C. the cost of maintaining a production unit D. the cost of searching for a contract manufacturer C. the cost of maintaining a production unit Pete E' Gee sell's Big Dog Choppers, a special type of motorcycle. His business generates roughly 80 percent of his revenues from selling these motorcycles and about 20 percent on motorcycle repair and service. Pete E' Gee would be classified as a ________ firm. A. dominate business B. related diversification C. single business D. unrelated diversification A. dominate business Billy is the CEO of Billy's Kicks, a soccer ball retailer. He decides to purchase the synthetic rubber manufacturing firm so he can create his own soccer balls and sell them, nationally, in his retail stores. In order to do this, Billy will need to engage in ________, which is a corporate level strategy. A. forward vertical integration B. differentiation C. horizontal integration D. backward vertical integration D. backward vertical integration Which of the following statements is true of an equity alliance? A. In an equity alliance, a standalone organization is created that is jointly owned by two or more parent companies. B. An equity alliance is based on contractual agreements rather than partial ownership. C. an equity alliance creates weaker ties between the alliance partners when compared to a non-equity alliance. D. In an equity alliance, the partners frequently exchange personnel to make the acquisition of tacit knowledge possible. D. In an equity alliance, the partners frequently exchange personnel to make the acquisition of tacit knowledge possible. InGen Pharmaceuticals Inc., Desktop Pharma Inc., and WEN Pharma Inc. are three rival firms who have set up an alliance to conduct research and find a cure for cancer. They have made almost equal contributions to the research, and they also share their expertise with one another. However, the three firms will continue to behave as competitors in markets for other drugs and vaccines. What is this arrangement best referred to as? A. Buyout B. takeover C. Co-opetition D. Acquisition C. Co-opetition