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.
a. The number of retailers stocking the company’s footwear brand
b. The number of models/styles in the company’s product line
c. Footwear features and footwear durability
d. S/Q ratings of the company’s footwear
e. Expenditures for retailer support
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.
a. Expenditures for best practices training
b. Whether plant upgrade option D has been installed
c. The percentage of newly-hired workers and the percentage use of superior materials
d. The size of incentive payments per non-defective pair
e. Base pay increases
a. The size of the incentive payment per non-defective pair produced
b. Spending for TQM/Six Sigma quality control efforts
c. The number of models/styles comprising the company’s product line
d. The installation of plant upgrade C
e. Spending for best practices training
a. S/Q rating, revenues, EPS, ROE, and year-end cash balance
b. Quality rating, stock price, dividends, credit rating, and net profit margin
c. Earnings per share, ROE, stock price, credit rating, and image rating
d. Revenues, global market share, net profits, ROE, and credit rating
e. Revenues, net profit, stock price, credit rating, and global market share
a. Whether the company’s private-label footwear has a higher S/Q rating than the footwear of rival private-label manufacturers
b. The number of models/styles comprising the company’s product line
c. The appeal of the celebrities signed to endorse the company’s footwear
d. The amount of merchandising support provided to retailers
e. The company’s bid price
a. Its default risk ratio, debt-asset ratio, and interest coverage ratio
b. Its times-interest-earned ratio, debt-equity ratio, and return on investment
c. A company’s current ratio, accounts payable, operating profit margin, and the margin by which free cash flow exceeds interest payments
d. Its loans outstanding, dividend payout ratio, debt-equity ratio, and free cash flow
e. Its debt-equity ratio, current ratio, and gross profit margin
a. Interior lining fabrics, waterproof microfibers, rubber, cotton shoelaces, and fiberglass thread
b. Standard and superior materials
c. Synthetic fibers, waterproof polyesters, microfibers, rubber, high-strength threads, and metal eyelets
d. High-strength and regular-strength materials
e. Normal-wear and long-wear materials
a. Annual base salary, teamwork bonuses, fringe benefits, and stock options
b. Weekly salary, fringe benefits, year-end bonuses tied to the number of non-defective pairs produced, and overtime pay
c. Hourly wages, fringe benefits, and overtime pay
d. Base wages, incentive payments per non defective pair produced, and overtime pay
e. Annual base pay, piecework incentives per pair produced, perfect attendance bonuses at best practices training programs, stock options, fringe benefits, and overtime pay
a. Standard materials are used to make private-label shoes and are sourced from outside suppliers; superior materials are produced in-house and are used in branded footwear production.
b. All private-label footwear is outsourced form contract manufacturers in Latin America and the Asia-Pacific at prices of $12.50 per pair.
c. Branded footwear is produced round-the-clock (3 shifts per day) 5 days per week; private-label footwear is made using only 1 shift per day (due to higher production-run set-up times for private-label models/styles).
d. Standard and superior materials are sourced from outside suppliers at prices that vary according to global demand-supply conditions; the company’s production workers are compensated on the basis of both base pay and incentive payments per non-defective pair produced.
e.TQM/Six Sigma quality control is used to reduce reject rates while best practices training is used to increase S/Q ratings and the number of different models that can be produced each week.
a. Asia-Pacific, Europe-Africa, North America, and Latin America
b. The European Union, North America, Southeast Asia, and Latin America
c. Latin America, Europe, China, and North America
d. Argentina, Great Britain, the U.S., and Japan
e. North America, Asia, European Union, and Middle East
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.
a. 10% annually in North America and Europe-Africa during the Year 11-Year 15 period and 8.5% annually in Latin America and the Asia-Pacific regions during the Year 11-Year 20 period.
b. 10% annually in all four geographic regions during the Year 11-Year 15 period and 8.5% annually in all four regions during the Year 16-Year 20 period.
c. 6-8% annually in North America and Europe-Africa during the Year 11-Year 20 period and 10-12% annually in Latin America and the Asia-Pacific during the Year 11-Year 20 period.
d. 12-14% annually in all 4 regions during the Year 11-Year 15 period and 8-10% annually in all 4 regions during the Year 16-Year 20 period.
e. 12% annually in all four geographic markets during Years 11-15, and then slow gradually to 8% annually in all markets by Year 20.
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.
a. between 8-11% annually worldwide during the Year 11-20 period.
b. 9-11% annually in Latin America and the Asia-Pacific during the Year 11-Year 15 period and 7-9% annually in these regions during the Year 16-Year 20 period.
c. 6-9% annually in all four geographic regions during the Year 11-Year 15 period and 7-8% annually in all four regions during the Year 16-Year 20 period.
d. 10-12% annually in North America and Europe-Africa during the Year 11-Year 15 period and 6-8% annually in these regions during the Year 16-Year 20 period.
e. 6% annually in all four geographic markets during Years 11-15, and then slow gradually to 3% annually in all markets by Year 20.
a. the size of annual base pay increases; reject rates; expenditures for best practices training; whether plant upgrade B has been installed.
b. the number of performance features built into branded models/styles annually; the durability of its athletic shoes; how much best practices training the average production worker has had; and plant reject rates.
c. whether plant upgrade C has been installed; a company’s cumulative spending for TQM/Six Sigma quality control programs; and expenditures for new styling/features per model.
d. how well compensated its work force is; whether shoes are produced with standard materials or superior materials; the durability and quality of the footwear, and how many models/styles are included in its product line.
e. whether materials are produced in-house or outsourced; overall footwear quality; how much is spent to inspect newly-produced pairs and avoid shipping defective shoes; the size of the incentives paid to production workers.
a. any applicable import tariffs and exchange rate adjustments.
b. shipping charges of $3 per pair on all pairs shipped from one region to another region and exchange rate shifts of as high as 10%.
c. tariffs of $6 per pair and shipping fees of $2 per pair.
d. export fees equal to 10% of the manufacturing costs of the pairs shipped and exchange rate shifts of as high as 25%.
e. 1-million pair import quotas on shipments from foreign plants to Europe-Africa and Asia-Pacific and exchange rate shifts of as high as 5%.
a. its free cash flow in the prior year and whether its prior-year net profit margin exceeded 10%.
b. its credit rating.
c. Its accounts payable ratio, its debt-assets ratio, and its loan default percentage over the past three years.
d. its current ratio, debt-equity ratio, and default risk ratio.
e. its current ratio, the amount of cash on hand to make interest payments, and the average annual amount of free cash flow.