Innovation, financial, expansion, and internal processes B. Value added, innovation/growth, expansion, and customer C. Financial, development, expansion and research D. Learning and growth, financial, customer, and internal processes Which of the following methods of selling a transfer price most closely reflects an arm's length, independent transaction? Full-cost price B. Variable cost C. Market price D. Full-cost plus profit When making a decision that involves a product transferred from another subunit of the company, the manager of the selling division should choose the alternative that maximizes the profit of his subunit. B. requires a negotiated transfer price. C. minimizes the goods needed from another subunit of the company. D. maximizes profit for the company as a whole. In what manner does the balance scorecard challenge managers? To focus on the single most important measure to the company To perform on a variety of dimensions simultaneously To look forward as well as backward I and II B. II and III C. I and III D. I, II, and III A manager is evaluated based on return on investment. The corporate minimum required return is 11 percent and the manager runs a division that has attained a 14 percent return on investment which of the following statements is true? The manager will most likely not invest in a project that has a return on investment of 13 percent. B. The manager will invest in all projects that increase operating income. C. The manager will not consider projects that exceed 14 percent