An MBA program measures several performance indicators to track how well it is satisfying customers on the benefit zone of "ACADEMICS." Which of these performance indicators is a financial performance indicator (financial KPI)? 

 Question 1

A. Percent of current MBA students who are "very/extremely" satisfied with teaching quality on an annual student survey.

B. Percent of graduated MBA students who pay to enroll the school's executive training programs for further learning.

C. The average amount of donation given by students to improve classrooms.

D. The average teaching rating that students give each professor during the final day of class.

E. B and C

 

Question 2 

Peet's Coffee decided to use growth in ticket size as a KPI for its new stores (during the first three years of a new store). Which of the following apply for this KPI/metric?

A. It's an executional-KPI.

B. It's a financial-KPI.

C. It's a forward-looking metric.

D. It's a customer KPI.

E. B and C

 

Question 3 

Instead of competing with traditional circuses, which focused on animals and clowns, Cirque du Soleil created a new type of entertainment that combined theater, music, and acrobatics. By doing so, Cirque du Soleil was able to attract a new audience. This is an example of: 

A. Value Innovation

B. Business model

C. Total Cost of Ownership

D. A and C

 

Question 4 

In the telecommunications industry, internet service providers (ISPs) often charge high prices to customers for internet access. However, ISPs also charge content providers (like Netflix or YouTube) for access to their networks. These content providers then may pass on the cost to consumers by charging subscription fees or displaying ads. This is an example of: 

A. Incentive alignment

B. Value segmentation

C. Double marginalization

D. Value pricing

E. Cost plus pricing

 

Question 5

A gym charges a higher price for a plan that includes personal training sessions compared to a plan that only provides access to gym equipment.  This is an example of:

1. Inventive alignment
2. Value segmentation
3. Double marginalization
4. Value pricing 
5. Cost plus pricing 

 

Question 6 

By creating a new business model that relied on technology and a network of independent drivers, Uber was able to offer a more convenient and affordable alternative to traditional taxis? This example illustrates:

A. Value innovation

B. Customer centricity

C. Business model innovation

D. Inter-functional coordination

E. A and C