Which of the following are effective ways for managers to try to boost a company's stock pnce? .A. Make every effort to achieve a branded market share in each geographic region that is at " least equal to the industry average, keep the company's dividend payout ratio in the range of 50%, and repurchase shares of common stock. A Cut the dividend to zero and issue additional shares of stock so as to increase the funds " available for quickly paying off all long-term debt (ideally in no more than 2 years); then the company should avoid further use of long-term debt, strive to achieve and maintain a credit rating of A or A+, and declare a dividend each year that equals projected EPS. .A. Spend amounts on corporate citizenship and social responsibility that are above the " industry average, boost the company's dividend payout ratio to more than 100%, charge prices for branded footwear that are below the industry average in each geographic region, and issue sufficient shares of common stock to raise the funds to pay off all long-term debt within 2 years. .-A. Increase the company's dividend payments to shareholders each year, keep the company's " credit rating at A (or above), strive to increase the company's retained earnings each year by a minimum of 5%, and not issue more than 5,000 shares of common stock in any one year. .A. Repurchase shares of common stock and aggressively pursue efforts to achieve annual increases in earnings per share that meet or beat investor expectations. Which of the following statements about striving to reduce labor costs per pair produced at each of the company's production facilities is true? \"'7 Companies producing branded footwear with a 7-star or higher S/Q rating are very unlikely " to achieve labor costs per pair produced that are below the industry average in a given region whereas companies producing branded footwear with an S/Q rating no higher than 4- stars or less in that same geographic region are virtually assured of having labor costs per pair that are below the region's industry average. .\"'7 The most effective way for a company to achieve labor costs per pair produced that are " below the industry average is to give workers large increases in base pay (above 10%) annually and to keep incentive pay below $0.75 per non-defective pair produced. (\"7- As long as labor productivity at a company's production facility is in the range of 3,400 to " 3,600 pairs produced per worker, then labor costs per pair produced at that facility will closely match the labor costs per pair produced of other companies having production facilities in that same region. (\"7- The easiest way for a company to achieve low labor costs per pair produced is make sure " that all of its production facilities are equipped with new footwear-making equipment rather than refurbished equipment. \"'7 Company managers each year should seek to search out a combination of base pay " increases, incentive pay per non-defective pair produced, total compensation, and expenditures for best practices training at each production facility that is projected to yield the lowest feasible labor cost per pair produced. Which one of the following helps improve the S/Q rating of branded pairs produced at a particular production location? Increasing expenditures for TQM/Six Sigma programs Increasing total worker compensation to levels above the industry average in regions where the company has production locations Maximizing the use of overtime at each production location Avoiding competing for contracts to supply private-label footwear to chain retailers (because winning such contracts damages the company's image as a producer of premium footwear) Increasing the number of models/styles produced at the facilityWhich one of the following actions is guaranteed to result in lower labor costs per pair produced at one of your company's production facilities? 7). Increasing spending for TQM/Six Sigma quality control from $3 per pair to $5 per pair 7). Increasing total expenditures for best practices training by 10% annually ff. Increasing the base wage paid to production workers by at least 3% annually ('1. Increasing total employee compensation by 4% and realizing a 6% increase in production " worker productivity if; Reducing the 8/0 rating of branded pairs produced for 4.6 stars to 4.1 stars If a company wants to enhance the profitability of differentiating its branded product offering from rivals by offering buyers 500 models/styles to choose from in all four regions, then it should consider reducing the $15 million annual costs for production run setup costs associated with producing 500 models/styles at each of its production facilities by f\". reducing expenditures per model for enhanced styling/features at each production facility by ' an amount sufficient to cover the resulting $15 million annual charge for production run setup costs for 500 models. \"'- building production facilities in all four geographic regions and producing 500 models/styles " at each of these facilities. cf\"; instituting production improvement option B at each of its production facilities. "\"1. offsetting some of the $15 million annual charge for production run setup costs for 500 ' models by trimming expenditures for TQM/Six Sigma programs at each production facility and also reducing the percentage use of superior materials at each production facility. ff. instituting production improvement option C at each of its production facilities. The most attractive way to reduce or eliminate the impact of paying tariffs on pairs imported to a company's distribution warehouse in Latin America is to (T; reducing expenditures per model for enhanced styling/features at each production facility by ' an amount sufficient to cover the resulting $15 million annual charge for production run and give the company a low tariff cost advantage on its sales in Latin America. (A; pursue a strategy of only selling footwear with an S/Q rating of just 1 star or 2 stars in Latin ' America--no tariffs have to be paid on imported branded footwear having an S/Q rating of 2- stars or below. A build a production facility in Latin America and then expand its capacity as may be needed " so that the production facility has the capability to supply all (or at least most) of the branded and private-label pairs the company intends to try to sell in Latin America. 0 simply stop selling branded and private-label footwear in Latin America. A; only sell the company's branded footwear at its Internet site for Latin America; no import " tariffs have to be paid on Internet sales--import tariffs only have to be paid on footwear shipped from the company's Latin America warehouse to footwear retailers in Latin America. Which one of the following is the most effective means for a company to grow its wholesale sales of branded footwear in the Latin America region? O Market branded footwear to Latin American retailers that has an S/Q rating 1.5 stars higher than the industry average S/Q rating in Latin America Provide footwear retailers in Latin America with an amount of merchandising and promotional support that exceeds the industry average in Latin America Offer a mail-in rebate that is $1 higher than the industry average in Latin America O Spend an annual amount for search engine advertising that exceeds the industry average in Latin America by at least $1 million Charge footwear retailers in Latin America an average wholesale price for branded footwear that is below the average retail price the company charges individuals consumers to buy its branded footwear online at the company's website in Latin America