hich of the following followin g are the four geographic regions in which t he company sells branded and private-label athletic footwear? Germany, Brazil, China, and the United States urope-!frica, urope-! frica, "atin !merica, !meri ca, !sia-#aci$c, and %orth !merica
&he United States, !rgentina, Great Britain, and 'apan 'apan(China, %orth !merica, the uropean Union, and the )iddle ast
"atin !merica, urope, China, and %orth !merica ! footwear-ma*er+s footwear-ma*er+s price competitiveness in sellin g branded footwear to retailers in a particular geographic region is determined by how favorably its wholesale price compares with th e wholesale price being charged by company having the lowest-priced footwear brand after all mail-in rebates are factored in. whether its wholesale price is above or below the average price of all companies having the same S(/ rating in the region. how favorably its wholesale price compares to the lowest price being charged by the rival company having the largest number of models(styles in the region. how favorably its wholesale price compares with the highest wholesale price being charged by any rival in any geographic region. whether its wholesale price is above or below the average price of all companies competing in that geographic region. 0hich the following are factors in determining a company+s credit rating? 1ts times-interest-earned ratio, debt-e2uity ratio, and annual free cash 3ow 1ts debt-e2uity ratio, annual free cash 3ow, current ratio, and gross pro$t margin 1ts loans outstanding, dividend payout ratio, accounts payable, and annual interest payments ! company+s current ratio, the value of pairs in inventory, and its annual interest payments 1ts debt-asset ratio, default ris* ratio, and interest coverage ratio &he mar*et for private-label athletic footwear is pro4ected to grow 56 annually in all al l four geographic mar*ets during 7ears 7ears 88-89, and then slow gradually to :6 annually ann ually in all mar*ets by 7ear 7ear ;<. 8<6 annually in all four geographic regions during the 7ear 88-7ear 89 period and 5.96 annually in all four regions during the 7ear 8=-7ear ;< period.
>-=6 annually in all > regions during the 7ear 88-7ear ;< period. 8<6 annually in %orth !merica and "atin !merica during the 7ear 88-7ear ;< period and 5.96 annually in urope-!frica and the !sia-#aci$c regions during the 7ear 88 7ear ;< period. 8<6 annually in %orth !merica and "atin !merica during the 7ear 88-7ear ;< period and 8;6 annually in urope-!frica and the !sia-#aci$c during the 7ear 88-7ear ;< period.
&he company+s shipments of newly-produced branded and private-label footwear from its plants to its regional distribution centers are sub4ect to shipping charges of 8.9< per pair on all pairs shipped to distribution centers in the same region as the production plant and ;.9< on all pairs shipped from one region to another. e@port fees e2ual to >6 of the manufacturing costs of the pairs shipped and e@change rate shifts of as high as 896. :-million pair import 2uotas on shipments from foreign plants to urope-!frica and !sia-#aci$c.
any applicable import tariAs and e@change rate ad4ustments. tariAs of 9 per pair, shipping fees of ;.9< per pair, and e@change rate shifts of as high as 8;6.
1n 7ear 88, footwear companies can e@pect to sell an average of >.> million branded pairs and an average of 8.; million private-label pairs, although sales at some companies may run higher or lower than the averages due to diAering levels of competitive eAort. e@actly >.5>> million branded pairs and 5<<,<<< private-label pairs. an average of 9.9 million branded pairs and an average of 8.9 million private-label pairs. no less than >.;9 and no more than >.9 million branded pairs and no less than =<<,<<< and no more than 8.< million private-label pairs.
an average of >.5> million branded pairs and an average of 5<<,<<< private-label pairs, although sales at some companies may run higher or lower than the averages due to diAering levels of competitive eAort.
&he re4ect rates at the company+s footwear plants are a function of the size of wor*er+s annual base pay, year-end incentive bonuses, the number of hours of overtime pay, the plant+s performance(features rating, and the number of models(styles comprising the company+s product line. best practices training, the number of plants, the number of hours of overtime pay, and the installation of plant upgrade option . best practices training, overtime pay, spending for &/)(Si@ Sigma 2ualit y control, the number of models(styles comprising the company+s product line, and the installation of plant upgrade option C. the S(/ rating, wor*er e@perience, incentive bonuses for teamwor* and perfect attendance, best practices training, spending for new features and styling, and the installation of plant upgrade option B. the size of the incentive payment per non-defective pair produced, spending for best practices training, spending for &/)(Si@ Sigma 2uality control eAorts, the number of models(styles comprising the company+s product line, and the installation of plant upgrade option !. &he mar*et for branded athletic footwear is pro4ected to grow 9-6 annually in all four geographic regions durin g the 7ear 88-7ear 89 period and ;>6 annually in all four regions during the 7ear 8=-7ear ;< period. 56 annually in all four geographic mar*ets during 7ears 88-89, and then slow gradually to =6 annually in all mar*ets by 7ear ;<. -D6 annually worldwide during the 7ear 88-7ear ;< period. D-886 annually in "atin !merica and the !sia-#aci$c during the 7ear 88-7ear 89 period and 9-6 annually in %orth !merica and urope-!frica during the 7ear 88-7ear 89 period.
:-=6 annually worldwide during the 7ear 88-7ear ;< period. 0hich of the following is the most important factor in determining a company+s unit sales and mar*et share of private-label footwear in a particular geographic region?
&he amount of merchandising support provided to private-label retailers &he number of new performance features added to the company+s private-label footwear line each year
&he company+s bid price 0hether the company+s private-label footwear has a higher S(/ rating than the footwear
of rival private-label manufacturers &he appeal of the celebrities signed to endorse the company+s footwear 0hich of the following is not an accurate description of your company+s plant operations? #lants can produce 9<, 8<<, 89<, ;<<, ;9<, :9<, or 9<< branded models(styles. Standard and superior materials are sourced from outside suppliers at prices that vary according to global demand-supply conditions. Best practices training and &/)(Si@ Sigma are used to enhan ce the S(/ ratings of the footwear that is produced and to also reduce re4ect rates. !ll private-label footwear is outsourced from contract manufacturers in "atin !merica and the !sia-#aci$c at prices e2ual to 5 per pair. &he company compensates production wor*ers on the basis of both base pay and incentive payments per non-defective pair produced.
&he interest rate a company pays on loans outstanding depends on
its current ratio, debt-e2uity ratio, gross pro$t margin, and operating pro$t margin. the amount of cash on hand to ma*e interest payments. its debt-e2uity ratio and interest coverage ratio in the prior year. 1ts credit rating. how much it has borrowedEthe lower the amount of loans the company has ta*en out, the lower the interest rate on any new loans.
0hich of the following are components of the compensation pac*age for production wor*ers at your company+s plants? 0ee*ly salary, fringe bene$ts, year-end bonuses tied to the number of non-defective pairs produced, and overtime pay Fourly wages, piecewor* incentives per pair produced, perfect attendance bonuses at best practices training programs, fringe bene$ts, and overtime pay !nnual base salary, teamwor* bonuses, fringe bene$ts, and stoc* options
Base wages, incentive payments per non defective pair produced, and overtime pay Fourly wages, fringe bene$ts, and overtime pay
&he factors that aAect a company+s S(/ rating include the number of performance features built in to its branded models(stylesH how long it has been using &/)(Si@ Sigma 2uality control programsH whether the company has invested in plant upgrade Iption JH and plant re4ect rates. the percentage use of superior materialsH a company+s cumulative spending for &/)(Si@ Sigma 2uality control programsH the use of best practices trainingH and e@penditures for new styling(features per model. the size of incentive bonuses paid to wor*ers for defect-free wor*manshipH e@penditures for best practices trainingH the age of plants and whether plant upgrades and have been i nstalledH and the durability of its footwear. the prices paid for standard and superior materialsH overall footwear 2ualityH how many hours of best practices trainin g that wor*ers have been throughH and percentage increases in annual base pay. how big the incentive payment per non-defective pair isH w hether shoes are produced with 8<<6 standard materials or 8<<6 superior materials, the durability and of its footwearH and how many models(styles are included in its product line.
0hich of the following are the 9 measures on which a company+s performance is 4udged(scored?
arnings per share, KI, stoc* price, credit rating, and image rating arnings per share, KI, revenues, stoc* price, and credit rating Jree cash 3ow, revenues, global mar*et share, #S, and KI Credit rating, revenues, #S, KI, and th e number of annual dividend increases Global mar*et share, KI, net pro$t, stoc* price, and free cash 3ow
0hich one of the following is not a factor in determining a company+s unit sales and mar*et share of branded footwear in a particular geographic region? &he number of models(styles in the company+s product line
@penditures for retailer support S(/ ratings of the company+s footwear
&he number of retailers stoc*ing the company+s footwear brand Jootwear features and footwear durability
0hich of the following is(are not among the factors that aAect wor*er productivity?
S(/ ratings and the warranty claim rate on recently-sold footwear
1ncreases in base pay
@penditures for best practices training
&he size of incentive payments per non-defective pair Fow favorably a company+s compensation pac*age compares with the industryaverage compensation pac*age t the end of 7ear 8<, going into 7ear 88, the company+s production capability was = million pairs without the use of overtime and .9 million pairs with the use of overtime. 9 million pairs without the use of overtime and =.;9 million pairs with the use of overtime. : million pairs without the use of overtime and :.= million pairs with the use of overtime. 9 million pairs without the use of overtime and = million pairs with the use of overtime. = million pairs without the use of overtime and .; million pairs with the use of overtime. 0hich of the following currencies are involved in aAecting the operations of your company+s athletic footwear business? U.S. dollars, 1ndian rupees, Swiss francs, !rgentine pesos, and euros Brazilian reals, Canadian dollars, 'apanese yen, Chinese renminbi, and %ew Lealand dollars U.S. dollars, Singapore dollars, euros, and Brazilian reals Singapore dollars, South !frican rand, Chi lean pesos, and &ur*ish lira
'apanese yen, )e@ican pesos, 1ndian rupees, Canadian dollars, euros, and the !ustralian dollar
he company currently has production facilities to ma*e athletic footwear in
%orth !merica and !sia-#aci$c.
%orth !merica and "atin !merica.
the )iddle ast and China.
&aiwan, 1ndia, Brazil, and )iddle ast. !sia-#aci$c and "atin !merica. 0hich of the following best describes the materials the company uses to ma*e its footwear? 0aterproof fabrics, rubber, cotton shoelaces, and $berglass thread Synthetic $bers, waterproof polyesters, micro$bers, rubber, and metal eyelets %atural and man-made $bers, durable rubber, waterproof fabrics, synthetic $ber shoelaces, and high-strength threads %ormal-wear and long-wear materials Standard and superior materials
