BSG FINAL Exam 100% Correct!!

The projected growth in buyer demand for BRANDED athletic footwear is: A) 3-5% annually in North America and Europe-Africa in Years 16-20 and 7-9% annually in Latin America and the Asia Pacific regions in Years 16-20. B) 6-9% annually in all four geographic regions during Years 11-15 and 4-7% annually in all four regions during Years 16-20. C) 5-7% annually in North America during the Year 11-15 periods and 4-6% annually in North America during the Year 16-20 period. D) 10-12% annually in Europe-Africa and the Asia-Pacific during Years 11-15 and 8-10% annually in these same two regions during Years 16-20. E) 6-8% annually in Latin-America and North America during the Year 11-15 period and 5-7% annually in the same two regions during the Year 16-20 period. - ANSWERA) 3-5% annually in North America and Europe-Africa in Years 16-20 and 7-9% annually in Latin America and the Asia Pacific regions in Years 16-20. Which of the following statement about the IMPORTANCE of each competitor factor (most particularly influential competitive factors like S/Q ratings, models/styles, and selling prices) in determining company sales volumes and market shares in a particular geographic region is false? A) Tiny cross-company differences on a highly influential competitive factor (like S/Q ratings, the number of models/styles offered, and selling prices) nearly always have a bigger impact on company sales/market shares in a region than do large differences on less influential competitive factors. B) Big S/Q rating differences in a region always weigh heavily in accounting for company-to-company differences in branded pairs sold and market share in all four regions. C) As the spread between the company with the region's highest S/Q rating and the company with the lowest S/Q rating becomes smaller and smaller, the weaker is the unit sales/market share impact of the differences in the S/Q ratings among competing companies. D) In the rare instance that all companies should happen to have exactly the same S/Q ratings on their branded footwear in a region wholesale and internet segments, then S/Q ratings become a total competitor nonfactor and have zero impact on buyer appeal for one company's brand versus another. E) How much company S/Q rating matter in determining each company's unit sales/market share in a region is not fixed amount but rather is an amount that varies from "big" (when the differences are "small") to "zero" (when the S/Q ratings of rivals are identical) - ANSWERA) Tiny cross-company differences on a highly influential competitive factor (like S/Q ratings, the number of models/styles offered, and selling prices) nearly always have a bigger impact on company sales/market shares in a region than do large differences on less influential competitive factors. Which one of the following is not one of the factors that affect the S/Q rating of a company's footwear? A) A company's current and cumulative spending for TQM/Six Sigma quality control programs B) The percentage size of a production facility's reject rates for branded and private-label footwear due to defective workmanship and poorly-maintained equipment. C) Expenditures for new styling/features per model D) Whether production improvement option C has been installed (this option entails investing in special production equipment that boosts the S/Q rating of all pairs produced by 1.0 star) E) Expenditures for best practices training - ANSWERB) The percentage size of a production facility's reject rates for branded and private-label footwear due to defective workmanship and poorly-maintained equipment. Which of the following statements about the impact of a company's competitive efforts in a region on its regional market share and number of branded pairs sold is false? A) Companies with more influential celebrity lineups in a region enjoy a competitive advantage in attracting buyers to purchase their brand in either retail stores or online as compared to regional rivals with less influential celebrity endorsements (or no celebrity endorsements). B) A footwear-maker achieves the biggest possible styling/quality-based competitive advantage in a given when its branded footwear has a higher S/Q rating than any other company in the region. C) A company's pairs sold and market share outcomes in a region are positively impacted when the number of models/styles it offers for sale in the region is above the regional average. D) The more a company's S/Q rating in a region is below the region's all-company average, the bigger is the company's resulting competitive disadvantage and the bigger is the resulting negative impact on the company's pairs sold and market share in the region. E) A company's pairs sold and market share outcomes in a region are positively impacted when it's brand reputation /image rating in a region is above the regional average. - ANSWERB) A footwear-maker achieves the biggest possible styling/quality-based competitive advantage in a given when its branded footwear has a higher S/Q rating than any other company in the region. Which of the following are factors in determining a company's credit rating? A) Its debt-equity ratio, current ratio, the average interest rate paid on loans outstanding, and prior-year gross profit margin. B) Its default-risk ratio, debt-asset ratio, and interest coverage ratio. C) Its loans outstanding as a percentage of net income, dividend payout ratio, and debt-equity ratio. D) Its total liabilities as a percentage of total shareholders' equity, prior-year interest payments as a percentage of net income, and prior-year return on capital investment. E) A company's current ratio, accounts payable as a percent of net income, and prior-year operating profit margin. - ANSWERB) Its default-risk ratio, debt-asset ratio, and interest coverage ratio. Which one of the following is not a way to grow a company's sales volume in the Internet segment in the Europe-Africa region? A) Refrain from bidding to supply chain retailers in Europe-Africa with private-label footwear because such sales tarnish a company's image and brand reputation in the minds of a majority of athletic footwear buyers in the region. B) Spend an amount for search engine advertising that exceeds the industry average in the Europe-Africa region. C) Offer branded footwear that has a higher S/Q rating than the industry average in the Europe-Africa region. D) Win sufficient celebrity endorsement contacts to achieve celebrity appeal ratings in Europe-Africa that are higher than the Europe-Africa industry average E) Provide free shipping to online buyers in the Europe-Africa region - ANSWERA) Refrain from bidding to supply chain retailers in Europe-Africa with private-label footwear because such sales tarnish a company's image and brand reputation in the minds of a majority of athletic footwear buyers in the region. Given the following data from a Comparative Competitive Effort page in the CIR (Refer to exhibit A on word doc): Based on Exhibit A data for your company, which of the following statement is false? A) Your company's branded sales volume and market share in the Wholesale segment was negatively impacted by your company's S/Q rating, brand advertising, celebrity appeal, and lack of a rebate offer. B) Your company's percentage competitive advantages and disadvantages on the 10 competitive factors affecting Wholesale sales and market share resulted in a net overall competitive disadvantage of a size that resulted in a below-average 9.8% market share. C) Your company's two biggest competitive advantages in the Wholesale Segment related to wholesale price and model availability. D) Your company's branded sales volume and market share in the Wholesale segment was positively impacted by your company's delivery time. E) Your company had a small competitive disadvantage in the expenditures for retailer support. - ANSWERD) Your company's branded sales volume and market share in the Wholesale segment was positively impacted by your company's delivery time. Which of the following are effective ways for managers to try to boost a company's stock price? A) Spend amounts on corporate citizenship and social responsibility that are above the industry average, boost the company's dividend payout ratio to more than 100%, charge prices for branded footwear that are below the industry average in each geographic region, and issue sufficient shares of common stock to raise the funds to pay off all long-term debt within 2 years.