During your interview with Ultra-Frame, you’re given a tour of the production facility. You’re surprised to see the number of steps involved in taking raw lumber and other materials and converting them into finished picture frames, complete with glass and backing. Yet each frame is clearly designed to show off the quality of the wood. You want to comment on this to the manager giving you the tour. Which of the following statements is an accurate description of what you’ve observed about the magnitude of the conversion process?
At Ultra-Frame, you and your team have developed a frame that scans photos or artwork and transmits the images. Top management has decided to produce one frame that can transmit low-quality images to Facebook and a second frame that can transmit high-quality images for long-term storage in the cloud or on the customer’s computer. It may even offer a third type of frame that scans and transmits the contents to a smartphone. What aspect of design planning does this decision represent?
At Ultra-Frame, you have been promoted to manager of operational planning for the facility where scan-and-transmit picture frames will be made. Initially, the factory had difficulty with quality, because the electronic components are delicate, but as of July 1, production is running smoothly. In fact, the company sold 50% more frames than expected in the first six months of the year, despite two competitors introducing similar products. Technology is changing rapidly, so this frame may not be state-of-the-art for much longer. Meanwhile, you need to prepare for the surge of orders for Christmas. Which of the following alternatives would be most appropriate under these circumstances?
As manager of the Hershey’s Kisses production facility, you are seeking additional suppliers for non-food items such as equipment and replacement parts. Which one of these considerations is not important when choosing a supplier?
The following are human relations principles that convey appropriate tone to customers:
question 14
A)
talk to people as groups, not as individuals to avoid offending.
B)
be aggressive in phrasing in order to convey the importance of your message.
C)
express ideas in ways that convey “what’s in it for me” to customers.
D)
use I-centered phrasing to be sure they understand you.
The story of USAA Insurance company’s refund of premiums for military personnel in the Gulf War illustrates that:
Question 20 options:
A)
insurance companies are almost all open and generous.
B)
illustrated USAA’s cultural value of treating customers the way you’d want to be treated.
C)
USAA makes significant profits through ridged cost controls.
D)
profits are not important to some successful companies.
Nordstrom department stores, which are well known for exceptional customer service, uses:
Question 25 options:
This chapter cites as examples of failing to build value with credibility the following:
Question 26 options:
The best thing you can do regarding timing is:
Question 27 options:
A)
give customers a specific deadline that you know we can beat.
B)
avoid giving any indication about timing unless the customer really pushes for it.
C)
tell customers what you think they want to hear about timing and then do your best to make it.
D)
give customers a general idea but allow yourself some wiggle room.
The “Influencer” model asserts that people will do new things (change behaviors) based on two fundamental questions:
Question 28 options:
A)
How big is the reward? and Why is the change important?
B)
What’s in it for me? and Can I do it?
C)
Is this consistent with company goals? and What will I get for doing it?
D)
Will this work? and How soon will we see results?
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