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89.
GlobalCom Inc. is an Internet service provider. It provides a router free of charge when
users sign up for a two-year wireless service plan. In this plan, users pay in advance
irrespective of whether they use the Internet package during the two-year period or not.
Which of the following business models does this scenario
best
illustrate?
90.
Which of the following statements about competitive advantage is true?
91.
Which of the following statements is
not
true of competitive advantage?
92.
The ratio of SG&A/Revenue is an indicator of a firm's focus on
93.
Kerry the Kangaroo Inc. specializes in producing and selling a stuffed kangaroo named
Kerry. Although the stuffed kangaroo has sold well, the clothes that can be bought to
dress the kangaroo have not sold as well as expected. As a result, Kerry the Kangaroo has
warehouses full of hats, pants, sweaters, and shoes to dress Kerry. This firm used a _____
to determine how much of its capital is tied up in these accessory items.
94.
_____ of receivables turnover imply more efficient management in collecting accounts
receivable and shorter durations of interest-free loans to customers.
95.
_____ is the money shareholders provide in return for an equity share, which they cannot
recover if the firm goes bankrupt.
96.
If a firm's market capitalization is $1 billion and the share price is $50, how many shares
outstanding does the firm have?
97.
Which of the following is
not
a factor that makes total return to shareholders and market
capitalization unreliable measures of company performance?
98.
Jenny liked a pair of sapphire earrings and thought they would cost around $1,000. She
was surprised to find that the price of the earrings was $1,500. However, she decided to
buy the earrings anyway. This scenario describes
99.
Value is determined by the perceived benefits a good or service provides to a(n)
100.
Smart Feet Inc. produces shoes that are better quality and cost more to make than the
shoes of its competitors. Smart Feet realizes that there will be a large difference between
the cost to produce the shoes and the consumer's willingness to pay for them. Even so,
Smart Feet decides to charge the same price as its competitors. Which of the following
will
most
likely be the result of this action?
101.
The balanced-scorecard can accommodate
102.
Which of the following questions challenges managers to come up with strategic
objectives that ensure future competitiveness?
103.
Which of the following is a disadvantage of the balanced-scorecard approach?
104.
Triple-bottom-line is a combination of economic, social, and _____ concerns that can lead
to a sustainable strategy.
105.
The management team for SafeCare Chemicals Inc. came up with the following vision
statement: "SafeCare Chemicals will conscientiously track its financial performance to
ensure profits for its investors, enhance its community through employment and
supporting charities, and dispose of waste in a manner that will not harm the
environment." This vision statement is
most
likely based on the
106.
How is the triple-bottom-line approach different from the traditional approaches to
measuring competitive advantage?
107.
TravelCheap Inc. is a car rental business that charges customers based on how many
miles they put on a car on a daily basis. As result, a person who uses a car to travel from
Chicago to Denver during a week is charged much more than a person who uses a car only
to travel one mile to the grocery store six times a week. TravelCheap uses a business
model called
108.
The translation of strategy into action takes place in the firm's _____, which details the
firm's competitive tactics and initiatives.
109.
Hugo Books Inc. is a retailer that buys books at a fixed price from publishers. Recently,
Hugo offered a deal in which customers could buy a package of three mystery books at a
discounted rate. Which of the following business models has Hugo Books combined?
110.
Taking advantage of the pricing flexibility inherent in the wholesale model, Amazon offered
many books (especially e-books) below the cost that other retailers had to pay to
publishers. By doing this, Amazon showed how business models can be affected through
