 |
| 1 | |
_______________ relationships have become a company's most valued asset. |
| | A) | Supplier |
| | B) | Software supplier |
| | C) | Customer |
| | D) | Distributor |
|
|
|
| 2 | |
According to the Real World case, _______________ CRM file(s) is/are preferable to _______________ CRM file(s). |
| | A) | a single customer master; multiple customer master |
| | B) | multiple customer master; a single customer master |
| | C) | a customer transaction; a customer master |
| | D) | a customer master; a customer transaction |
|
|
|
| 3 | |
The major reason for the high rate of failure or dissatisfaction with CRM initiatives is: |
| | A) | Reliance on software to solve an unsolvable business problem |
| | B) | Unexpected costs, such as maintenance |
| | C) | Lack of understanding and preparation |
| | D) | Incompetent management |
|
|
|
| 4 | |
All of the following are examples of the business value of analytical CRM except: |
| | A) | Extracts in-depth customer history, preferences, and profitability information from data warehouse and other databases |
| | B) | Allows you to analyze, predict, and derive customer value and behavior and forecast demand |
| | C) | Lets you approach customers with relevant information and offers tailored to their needs |
| | D) | Synchronizes customer interactions consistently across all channels |
|
|
|
| 5 | |
What do Microsoft, Coca-Cola, Cisco, Eli Lilly, Alcoa, and Nokia have in common? |
| | A) | They share a single CRM system |
| | B) | They all implemented a transactional backbone called ERP |
| | C) | They all manufacture high-tech products |
| | D) | These companies have nothing in common. |
|
|
|
| 6 | |
According to the textbook case, Colgate-Palmolive embarked on an implementation of SAP R/3 to accomplish all of the following except: |
| | A) | Allow access to more timely and accurate data |
| | B) | Reduce shipping time |
| | C) | Get the most out of working capital |
| | D) | Reduce manufacturing costs |
|
|
|
| 7 | |
When ERP systems can break down departmental and functional walls of business processes, it results in a more flexible organizational structure, managerial responsibilities, and work roles. This describes the key business benefit of: |
| | A) | Enterprise agility |
| | B) | Decision support |
| | C) | Decreased costs |
| | D) | Quality and efficiency |
|
|
|
| 8 | |
The interrelationships with suppliers, customers, distributors, and other businesses that are needed to design, build, and sell a product make up a network of business entities, relationships, and processes called a(n) _______________. |
| | A) | extranet |
| | B) | internet |
| | C) | supply chain |
| | D) | collaborative enterprise system |
|
|
|
| 9 | |
Committing to delivery dates in real time is an outcome of the _______________ SCM function. |
| | A) | supply chain performance management |
| | B) | supply chain design |
| | C) | materials management |
| | D) | collaborative fulfillment |
|
|
|
| 10 | |
According to the textbook case, Cardinal Glass found that by installing SCM software, they could deliver products with almost __________ accuracy and cut their error rate by __________. |
| | A) | 100%; 90% |
| | B) | 90%; 100% |
| | C) | 50%; 90% |
| | D) | 100%; 50% |
|
|
.