BSG Quiz 1, BSG Quiz 1, Business
Strategy Game Quiz 1, BUS 490 BSG
Simulation Quiz 1, BSG Quiz 1
A company's price competitiveness in selling branded footwear to retailers in a particular
geographic region is determined by - ANS-How favorably its wholesale price compares with
the average wholesale price of all companies competing in the region
A footwear makers price competitiveness in selling branded footwear to retailers in a
particular geographic region is determined by - ANS-whether its wholesale price is above or
below the average price of all companies competing in that geographic region
A footwear-maker's price competitiveness in selling branded footwear to retailers in a
particular geographic region is determined by
a. how favorably its wholesale price compares with the highest wholesale price being
charged by any rival in any geographic region.
b. how favorably its wholesale price compares with the wholesale price being charged by
company having the lowest-priced footwear brand (after all mail-in rebates are factored in).
c. whether its wholesale price is above or below the average price of all companies
competing in that geographic region.
d. how favorably its wholesale price compares to the lowest price being charged by the rival
company having the largest number of models/styles in the region.
e. whether its wholesale price is above or below the average price of all companies having
the same S/Q rating in the region. - ANS-c. whether its wholesale price is above or below the
average price of all companies competing in that geographic region.
A footwear-maker's price competitiveness in selling branded footwear to retailers in a
particular geographic region is determined by - ANS-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.
At the end of year 10, going into year 11, a company's production capability was - ANS-6
million pairs without the use of overtime and 7.2 million pairs with the use of overtime
At the end of Year 10, going into Year 11, the company's production capability was - ANS-6
million pairs without the use of overtime and 7.2 million pairs with the use of overtime.
In Year 11, footwear companies can expect to sell
a. 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.
b. an average of 5.2 million branded pairs and an average of 880,000 private-label pairs.
c. an average of 5.5 million branded pairs and an average of 700,000 private-label pairs,
although some companies may sell more pairs than the average and other companies may
sell fewer than the average due to differing levels of competitive effort.
, d. no less than 3.95 and no more than 4.95 million branded pairs and no less than 650,000
and no more than 950,000 private-label pairs.
e. exactly 4.844 million branded pairs and 800,000 private-label pairs. - ANS-a. 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.
In year 11, footwear companies can expect to sell - ANS-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.
In year 11, footwear companies can expect to sell - ANS-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 average due to differing levels of competitive effort
In Year 11, footwear companies can expect to sell - ANS-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.
In Year 11, footwear companies can expect to sell - ANS-exactly 4.844 million branded pairs
and 800,000 private-label pairs.
The company currently has production facilities to make athletic footwear in
a. Taiwan, India, Brazil, and Middle East.
b. North America and Asia-Pacific.
c. Asia-Pacific and Latin America.
d. the Middle East and China.
e. North America and Latin America. - ANS-b. North America and Asia-Pacific.
The company currently has production facilities to make athletic footwear in -
ANS-Asia-Pacific and North America
The company currently has production facilities to make athletic footwear in -
ANS-Asia-Pacific and North America
The company currently has production facilities to make athletic footwear in - ANS-North
America and Asia-Pacific
The company currently has production facilities to make athletic footwear in - ANS-North
America and Asia-Pacific.
The company currently has production facilities to make athletic footwear in - ANS-North
America and Asia-Pacific.
The company's present production capability (as of Year 10) is - ANS-6 million pairs without
the use of overtime and 7.2 million pairs with the use of overtime
The company's present production capability (as of Year 10) is:
a. 4 million pairs without the use of overtime and 6 million pairs with the use of overtime.
b. 6 million pairs without the use of overtime and 7.2 million pairs with the use of overtime.
c. 6 million pairs without the use of overtime and 6.6 million pairs with the use of overtime.
d. 8 million pairs without the use of overtime and 10 million pairs with the use of overtime.
e. 4 million pairs without the use of overtime and 5 million pairs with the use of overtime. -
ANS-b. 6 million pairs without the use of overtime and 7.2 million pairs with the use of
overtime.
The company's present production capability (as of Year 10) is: - ANS-6 million pairs without
the use of overtime and 7.2 million pairs with the use of overtime.
Strategy Game Quiz 1, BUS 490 BSG
Simulation Quiz 1, BSG Quiz 1
A company's price competitiveness in selling branded footwear to retailers in a particular
geographic region is determined by - ANS-How favorably its wholesale price compares with
the average wholesale price of all companies competing in the region
A footwear makers price competitiveness in selling branded footwear to retailers in a
particular geographic region is determined by - ANS-whether its wholesale price is above or
below the average price of all companies competing in that geographic region
A footwear-maker's price competitiveness in selling branded footwear to retailers in a
particular geographic region is determined by
a. how favorably its wholesale price compares with the highest wholesale price being
charged by any rival in any geographic region.
b. how favorably its wholesale price compares with the wholesale price being charged by
company having the lowest-priced footwear brand (after all mail-in rebates are factored in).
c. whether its wholesale price is above or below the average price of all companies
competing in that geographic region.
d. how favorably its wholesale price compares to the lowest price being charged by the rival
company having the largest number of models/styles in the region.
e. whether its wholesale price is above or below the average price of all companies having
the same S/Q rating in the region. - ANS-c. whether its wholesale price is above or below the
average price of all companies competing in that geographic region.
A footwear-maker's price competitiveness in selling branded footwear to retailers in a
particular geographic region is determined by - ANS-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.
At the end of year 10, going into year 11, a company's production capability was - ANS-6
million pairs without the use of overtime and 7.2 million pairs with the use of overtime
At the end of Year 10, going into Year 11, the company's production capability was - ANS-6
million pairs without the use of overtime and 7.2 million pairs with the use of overtime.
In Year 11, footwear companies can expect to sell
a. 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.
b. an average of 5.2 million branded pairs and an average of 880,000 private-label pairs.
c. an average of 5.5 million branded pairs and an average of 700,000 private-label pairs,
although some companies may sell more pairs than the average and other companies may
sell fewer than the average due to differing levels of competitive effort.
, d. no less than 3.95 and no more than 4.95 million branded pairs and no less than 650,000
and no more than 950,000 private-label pairs.
e. exactly 4.844 million branded pairs and 800,000 private-label pairs. - ANS-a. 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.
In year 11, footwear companies can expect to sell - ANS-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.
In year 11, footwear companies can expect to sell - ANS-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 average due to differing levels of competitive effort
In Year 11, footwear companies can expect to sell - ANS-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.
In Year 11, footwear companies can expect to sell - ANS-exactly 4.844 million branded pairs
and 800,000 private-label pairs.
The company currently has production facilities to make athletic footwear in
a. Taiwan, India, Brazil, and Middle East.
b. North America and Asia-Pacific.
c. Asia-Pacific and Latin America.
d. the Middle East and China.
e. North America and Latin America. - ANS-b. North America and Asia-Pacific.
The company currently has production facilities to make athletic footwear in -
ANS-Asia-Pacific and North America
The company currently has production facilities to make athletic footwear in -
ANS-Asia-Pacific and North America
The company currently has production facilities to make athletic footwear in - ANS-North
America and Asia-Pacific
The company currently has production facilities to make athletic footwear in - ANS-North
America and Asia-Pacific.
The company currently has production facilities to make athletic footwear in - ANS-North
America and Asia-Pacific.
The company's present production capability (as of Year 10) is - ANS-6 million pairs without
the use of overtime and 7.2 million pairs with the use of overtime
The company's present production capability (as of Year 10) is:
a. 4 million pairs without the use of overtime and 6 million pairs with the use of overtime.
b. 6 million pairs without the use of overtime and 7.2 million pairs with the use of overtime.
c. 6 million pairs without the use of overtime and 6.6 million pairs with the use of overtime.
d. 8 million pairs without the use of overtime and 10 million pairs with the use of overtime.
e. 4 million pairs without the use of overtime and 5 million pairs with the use of overtime. -
ANS-b. 6 million pairs without the use of overtime and 7.2 million pairs with the use of
overtime.
The company's present production capability (as of Year 10) is: - ANS-6 million pairs without
the use of overtime and 7.2 million pairs with the use of overtime.
