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BSG Comprehensive Exam/Questions and Answers/A+ Rated 2023
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BSG Comprehensive Exam/Questions andAnswers/A+ Rated 2023
The benefits of pursuing a strategy of social responsibility and corporate
citizenship include - -· The positive impact that such a strategy has on the
company's image rating, provided the company spends a meaningful
amount on socially responsible activities and such spending is sustained over
a multi-year period
-If a company's managers want to succeed in creating a differentiation-
based competitive advantage (And a potential cost advantage in achieving
the differentiation) that is difficult for rivals to quickly or easily copy (because
every strategic move a company makes to outcompete rivals and gain a
competitive advantage is not apparent from information contained in the FIR
and the competitive intelligence Report), then the managers have to - -· Do
a better job then rivals in identifying and implementing ways to become very
cost-efficient in producing and marketing 350-500 models/styles of branded
footwear that also have the highest S/Q rating in the industry
-Valid reasons to consider building a new plant in Latin America include - -·
Low tariff costs on footwear sales in Latin America (because no import tariffs
are paid on footwear produced at the Latin American plant and shipped to
the distribution warehouses in Latin America)
-A company stands a better chance of achieving a sustainable cost-based
competitive advantage over rivals if its managers - -· Pursue a number of
cost-reducing initiatives that can be concealed from rivals (because such
initiatives are not part of the information contained in the FIR and the
competitive intelligence report)
-Which of the following actions does not help a company's social
responsibility strategy result in a higher image rating? - -· Reducing the
prices, the company charges its customers for branded footwear
-What does help a company's social responsibility strategy and results in a
higher image rating - -· Using environmentally friendly or 'Green' materials
in producing footwear at the company's plants
· Using recycled packaging materials to box each pair of athletic footwear at
the company's distribution centers
· Making donations to charities and charitable causes
, · Investing to improve energy efficiency and the use of renewable sources at
company facilities.
-It makes good economic sense for company managers to consider investing
$3.5 million per million pairs of capacity for a plant facilities upgrade that will
boost labor productivity by 25%. - -· At a plant that currently has labor
productivity of 3,200 pairs per worker and total employee compensation of
$20,000 annually because the upgrade will cause labor costs per pair
produced to decline from $6.25 to $5.00
o Labor cost per pair = Compensation/Productivity
o Labor cost per pair initially = 20,000/3,200 = $6.25
o After increase in productivity = 20,000/ (3,200*1.25) = $5.00
o Reduction = 6.25 * 5.00 = $1.25
-Which of the following combinations of actions will likely provide the
biggest competitive benefits in helping a company achieve a differentiation-
based competitive advantage over some/many of its rivals? - -· Offering 400
or more models/styles to buyers in all four geographic regions, maintaining a
celebrity appeal rating of 200 or higher in all four geographic regions, selling
branded footwear with a 7-star or higher S/Q rating in all four geographic
regions, and offering a rebate of $9 in all four geographic regions
-It is both reasonable and wise for a company to consider shifting away from
pursuit of a strategy to strongly differentiate its branded footwear from the
offerings of rival companies and sell its footwear at a premium price when - -
· A big percentage of industry rivals are trying to outcompete each other with
copycat differentiation strategies that include high S/W ratings, many
models/styles, high celebrity appeal ratings, and above-average advertising
expenditures
-Which of the following is NOT of much significance to company manager in
deciding whether profitable opportunity exist to build (or purchase)
additional plant capacity in the upcoming decision round? - -· Information in
the most recent FIR indicates that more than half of the companies in the
industry have expanded their plant capacity since year 10
-What IS significant to company managers in deciding whether profitable
opportunity exist to build (or purchase) additional plant capacity in the
upcoming decision round? - -· The growth in branded demand and private-
label demand over the next 3 years (as reported in each year FIR)
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