Which one of the following actions is unlikely to positively impact a company's sales of branded footwear in the North American region? Marketing branded footwear with an S/Q rating that is above the industry average in North America O Providing free shipping to online buyers in North America Signing enough celebrities to endorsement contracts to earn celebrity appeal ratings in North America that exceed the North American industry average Offering a number of models/styles in the North America region that exceeds the all- company average in North America Charging an average wholesale price to North American footwear retailers that is higher than the all-company average in North America The production benchmarks on p. 6 of each issue of the Footwear Industry Report O provide valuable feedback to company managers regarding whether the prices being charged for the company's branded footwear are too high or too low. O are primarily useful to managers in determining whether their company's total production costs are low enough to enable the company to be profitable if the average wholesale price charged to footwear retailers is equal to the prior-year regional average wholesale price. O are especially helpful to company managers in determining whether their company is overspending on fringe benefits paid to production workers. O are especially helpful to company managers in determining whether they need to spend more/less on enhanced styling/features at each of the company's production facilities. o provide valuable feedback to company managers regarding the efficiency with they are managing production labor costs, reject rates, and branded manufacturing costs per pair produced at each of their company's 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 Europe-Africa is to withdraw from the business of selling either branded or private-label footwear in the Europe- Africa region. o pursue a strategy of selling fewer pairs in Europe-Africa than rival companies, which will then keep the company's costs for import tariffs in Europe-Africa lower than those of rivals and give the company a competitive advantage based on low tariff costs on its sales in Europe-Africa. o pursue a strategy of selling footwear to retailers in Europe-Africa at a wholesale price of $39 per pair or less--no import tariffs have to be paid on branded pairs shipped to footwear retailers in Europe-Africa when the wholesale price is below $40 per pair. o lower the S/Q rating on all pairs sold in Europe-Africa to 2 stars or less--no tariffs have to be paid on branded footwear having an S/Q rating of 2-stars or below. o build a production facility in Europe-Africa and then expand it as may be needed so that the company has sufficient capacity to supply all (or at least most) of the branded and private- label pairs the company intends to try to sell in that geographic region
