1) Speed@BDD is a Beirut-based startup accelerator that invests cash in top-tier companies in the MENA region. It accepts startups at the idea and early stage, and is tasked with producing the regions next high-growth businesses, particularly in the software, digital, and Web/mobile industries. Speed@BDD is a collaborative effort between Lebanons leading investment funds and entrepreneurship support organizations (Bader, Berytech, IM Capital, Lebanon for Entrepreneurs, Middle East Venture Partners). The collaborative effort among companies is considered as ____________. *

a) public stock sale

b) accelerators

c) venture capital

d) corporate venture capital

2) Yehya decided to open a small convenient store in a location close to the place where he lives in a building complex of 113 apartments. He asked the residents for some information regarding the neighborhood to investigate the market and their needs. As a result, he decided to open 24 hours a day and to deliver the orders of residents to their doorstep. He also decided to sell certain products these residents demanded as they were not found elsewhere. Which objective of a bootstrap marketing plan was accomplished by Yehya? *

a) Building a bootstrap marketing strategy

b) Pinpointing the target market

c) Determining customer needs and wants

d) Analyzing his competitive advantages

3) Curtis Kimball grew his highly successful food cart, The Crme Brle Man, with no marketing budget. Kimball uses Twitter to promote his food cart as it travels among various neighborhoods in San Francisco. Kimball has more than 12,000 followers on Twitter, who rely on his posts to let them know where his cart will be and what flavors he is offering each day. He also uses Twitter to get customer feedback on what flavors he should offer and new locations he should try. In his unique selling preposition (USP), he always tries to tell that his tastes are superior to his competitors tastes. What kind of USP attributes does Curtis Kimball apply? *

a) Customer-based attributes

b) Performance attributes

c) Threshold attributes

d) Excitement attributes

4) John Schnatter: Papa Johns John Schnatter, founder of Papa Johns, a fast-growing pizza franchise with more than 4,400 outlets in every American state and 34 global markets, makes personal visits to some of his franchisees stores four or five times each week to make sure they are performing up to the companys standards. Franchisees say Schnatter, known for his attention to detail, often checks pizzas for air bubbles in the crust or tomato sauce for freshness and quality of cheese. Once, when John Schnatter was visiting a franchisee in Texas, the franchisee objected on the training programs, saying, the training department visits us once a year and instead of offering our staff a complete training on making pizza, they just ask us if everything is going alright. What drawback of having a franchise appeared in this scenario? *

a) unsatisfactory training programs

b) market saturation

c) strict adherence to standardized operations

d) contract terms and renewal

5) Yehya decided to open a small convenient store in a location close to the place where he lives in a building complex of 113 apartments. He asked the residents for some information regarding the neighborhood to investigate the market and their needs. As a result, he decided to open 24 hours a day and to deliver the orders of residents to their doorstep. He also decided to sell certain products these residents demanded as they were not found elsewhere. Which of the following principles did Yehya decide to use? *

a) Attend to convenience

b) Emphasize speed

c) Concentrate on innovation

d) Be devoted to quality

6) John Schnatter: Papa Johns John Schnatter, founder of Papa Johns, a fast-growing pizza franchise with more than 4,400 outlets in every American state and 34 global markets, makes personal visits to some of his franchisees stores four or five times each week to make sure they are performing up to the companys standards. Franchisees say Schnatter, known for his attention to detail, often checks pizzas for air bubbles in the crust or tomato sauce for freshness and quality of cheese. Once, when John Schnatter was visiting a franchisee in Texas, the franchisee objected on the training programs, saying, the training department visits us once a year and instead of offering our staff a complete training on making pizza, they just ask us if everything is going alright. When visiting franchisees, John Schnatter ensures that they are applying ____________. *

a) the business system

b) management training and support

c) marketing assistance

d) standardized quality of goods and services

e) Other: