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In managing production worker compensation and expenditures for best practice training, the overriding objective of company managers should be to Copyright @ by Glo-Bus Software, Inc. Copying, distributing, or 3rd party website posting isexpressly prohibited and constitutes copyright violation. O establish an incentive pay per non-defective pair that results in the lowest feasible reject rate for branded pairs produced. O establish total compensation packages for production workers that are close to the highest in the industry in each geographic region where its production facilities are located-this is because companies with the highest total annual compensation packages attract highly- motivated workers with the skills needed to achieve the highest levels of labor productivity O make sure its annual base wage for production workers is always close to (or equal to) the industry-high base wage paid by companies in those regions where it has production facilities. O achieve the highest possible worker productivity (pairs produced per worker per year) achieve labor costs per pair produced that are at worst below the industry average and at best are very close to (or even equal to) the industry-low in each region where the company has production facilities.It is reasonable for a company's management team to abandon efforts to win contracts to supply private-label footwear to chain retailers in a given year when Copyright @ by Glo-Bus Software, Inc. Copying, distributing, or 3rd party website posting isexpressly prohibited and constitutes copyright violation. O the benchmarking data in the latest FIR indicates that most sellers of private-label footwear had a margin over direct costs per pair sold that was below $5.00 per pair sold. O projections for the upcoming year indicate that buyer demand for its branded footwear across all 4 regions is strong enough to earn attractively high profits selling all of the branded pairs it can produce (including maximum use of overtime) at its existing production facilities. the data in the latest Competitive Intelligence Report indicates that one or more sellers of private-label footwear in the prior year had as much as a 25% market share of private-label sales in one or more geographic regions. O company managers anticipate that more than 50% of rival firms are likely to bid for private- label contracts. O chain retailers require footwear-makers to supply a minimum of 300 different models/styles of private-label athletic footwear