Term
1) What is the Fairy Godmother’s Name?
a. Charlie
b. Fred
c. Andrew
d. Varley |
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Definition
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2) What sport was Charlie’s Passion?
a. Golf
b. Tennis
c. Jogging
d. Basketball |
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Definition
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Term
3) What is the 1st “Magic Secret” (the three D’s) of creating Raving Fans?
a. Decide what you want
b. Decide what the Marketing Department wants
c. Deliver the 10% Rule |
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Definition
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Term
4) Who wrote Raving Fans?
a. Blanchard
b. Varley
c. Harvey
d. Charlie |
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Definition
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Term
5) Complete the following sentence: “When you decide what you want, you must create a vision of perfection centered on the ___________.”
a. Customer
b. Market
c. Business Owner
d. Employees |
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Definition
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Term
6) Complete the following sentence: “If you really want to own a customer, if you want a booming business, you have to go beyond satisfied customers and create _______ _________.”
a. Raving Fan
b. Outstanding Profit
c. Positive Revenue
d. Perfect Plans |
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Definition
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Term
7) People have come to expect rude or mediocre service?
a. True
b. False |
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Definition
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Term
8) A satisfied customer will leave you the moment something new comes along.
a. True
b. False |
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Definition
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Term
9) You should promise only what you can deliver 100% of the time.
a. True
b. False |
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Definition
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Term
10) What you want is systems, not strict rules.
a. True
b. False |
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Definition
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Term
11) The second secret is the market secret!
a. True
b. False |
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Definition
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Term
12) A good rule to warm people up to you is to discuss religion and politics!
a. True
b. False |
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Definition
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Term
13) What was the first stop in the book?
a. Golf Course
b. Krispy Kreme
c. Sandwich Shop
d. Library |
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Definition
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Term
14) What was the first business stop in the book?
a. Varley’s Department Store
b. Gas Station
c. Grocery Store
d. Manufacturing Unit |
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Definition
| a. Varley’s Department Store |
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Term
15) Name two “customer services” at the second business.
a. Valet Parking/Store Advisor
b. List Specials/Polish Shoes
c. Red Carpet/Check Out
d. All of the Above |
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Definition
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Term
16) What is meant by “plus one”?
a. Deliver the vision plus 1%
b. Bonus points on delivery
c. 2nd Secret
d. 4th Secret |
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Definition
| a. Deliver the vision plus 1% |
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Term
17) What was Andrew’s previous profession?
a. Golf Pro
b. Basketball Player
c. Weightlifter
d. Baseball |
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Definition
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Term
18) You have to charge more money for a product if you want to have raving fans.
a. True
b. False |
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Definition
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Term
19) The 3rd secret of the Fairy Godmother was:
a. Deliver the vision plus one
b. Consistency
c. Long fairway drives
d. Great Raving Fans |
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Definition
| a. Deliver the vision plus one |
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Term
20) You have to know when to ignore what the customer wants.
a. True
b. False |
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Definition
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Term
21) Who had the “Great Awakening” and soared above the crowd?
a. Taxi driver
b. Gas station manager
c. Varley’s owner
d. Charlie |
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Definition
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Term
22) What is a one handed clap?
a. Waving good-bye
b. Holding one hand behind your back
c. A duck move
d. A disabled one-armed customer |
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Definition
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Term
23) What was the 2nd secret of the book?
a. Discover what the customer wants
b. Deliver 1%
c. Deliver plus one
d. Consistency plus |
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Definition
| a. Discover what the customer wants |
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Term
24) Regardless of what you promise, it is ____________ that is important.
a. Exceeding expectations
b. Consistency
c. Profit
d. Reducing Expense |
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Definition
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Term
25) Old concepts of marketing assured that the public was a mindless group of buyers!
a. True
b. False |
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Definition
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Term
26) Leo Varley had his desk located:
a. In the middle of the store
b. 2nd story, overlooking the mall
c. Corner of building
d. In an all glass office |
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Definition
| a. In the middle of the store |
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Term
27) “Customer service” covers all customers’ __________.
a. Needs and expectations
b. Narrow focus
c. Special product needs
d. Total quality |
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Definition
| a. Needs and expectations |
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Term
28) The magic ingredient that guarantees improvement in 1% action is:
a. Set a straight course
b. Flexibility
c. Extra money for development
d. Discount old products |
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Definition
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Term
29) One of the strangest supports for developing a Raving Fan base is:
a. Raving employees
b. New products
c. Lower prices
d. More square footage per customer |
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Definition
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Term
30) The “guidepost” for developing Raving Fans is:
a. Decide, Discovery, Deliver
b. Plus 1, Plus 2, Plus 3
c. Simplicity, Understandability, Enjoy-ability
d. Revolution, Raving Sharks |
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Definition
| a. Decide, Discovery, Deliver |
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Term
31) The authors of the “Ownership Quotient” included:
a. Alvin Toffler
b. Schlesinger
c. James Heskett
d. Peter Drucker |
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Definition
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Term
32) The analysis for our textbook, “Ownership Quotient,” grew out of the early book of:
a. The Service Profit Chain
b. Future Shock
c. Let’s Get Wild
d. Positively Outrageous Service |
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Definition
| a. The Service Profit Chain |
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Term
33) What is the Service Profit Chain Institute?
a. A famous CPA firm
b. Consultant firm headed by Joe Wheeler
c. A future shock institute of Alvin Toffler
d. A Florida State Hospitality Department Institute |
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Definition
| b. Consultant firm headed by Joe Wheeler |
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Term
34) The “Ownership Quotient” concept fits best in a:
a. Service-based organization
b. Professional Sports Team
c. Research Facility
d. University Faculty Situation |
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Definition
| a. Service-based organization |
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Term
35) All authors of our textbook were academic professors of:
a. Ohio State University
b. Harvard University
c. Yale
d. Stanford |
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Definition
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Term
36) A customer owner is one who tries a product or service. All of the following are characteristics of a customer owner, except for:
a. Never returns to buy more
b. Provides constructive criticism of existing offerings
c. Suggests or helps test new products or ideas
d. Convinces others to buy |
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Definition
| a. Never returns to buy more |
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Term
37) What is the proportion of all customers who are actively engaged in significant work on behalf of a product, service, or brand?
a. A company’s employee ownership quotient
b. A company’s customer ownership quotient
c. A company’s overall customer satisfaction ratio
d. A company’s ability to retain customers |
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Definition
| b. A company’s customer ownership quotient |
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Term
38) What does the “Four R’s” fuel?
a. Employee and customer retention
b. Short-term profitability and organic growth
c. Long-term profitability and employee retention
d. Long-term profitability and organic growth |
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Definition
| d. Long-term profitability and organic growth |
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Term
39) A company with a high ownership quotient, has a higher probability of doing what?
a. Distancing itself from its competition
b. Creating new products
c. Hiring only the best employee
d. Distancing itself from other customers |
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Definition
| a. Distancing itself from its competition |
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Term
40) A high employee OQ will:
a. Will enhance value for customers
b. Increase the costs of hiring and training
c. Increase the turnover rate
d. None of the above |
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Definition
| a. Will enhance value for customers |
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Term
41) What is the self-reinforcing set of activities that helps employees feel like winners when they deliver winning results for customers?
a. Cycle of capability
b. Cycle of desire
c. Champion activities
d. Employee rewards |
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Definition
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Term
42) According to the Rackspace executives, when a customer shows intense loyalty, commitment, and engagement, they are displaying what?
a. Customer branding
b. The true mark of ownership
c. Strong customer devotion
d. The true mark of accountability |
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Definition
| b. The true mark of ownership |
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Term
43) What key ingredient of a strategic value vision focuses on knowing exactly which customers ING wants to serve?
a. Operating leverage
b. Target market focus
c. Support system excellence
d. Value for customers |
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Definition
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Term
44) The combination of results and what else delivers the overall customer experience?
a. The development of a strategic vision
b. The quantity of processes
c. The quality of processes
d. The improvement in customer service |
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Definition
| c. The quality of processes |
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Term
45) Value driven strategies lead naturally to a creation of products and services that are intended to do what?
a. Increase revenue
b. Solve customer problems
c. Increase customer satisfaction
d. Produce customer problems |
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Definition
| b. Solve customer problems |
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Term
46) According to the book, what do customers buy?
a. Products
b. Services
c. Merchandise
d. Value |
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Definition
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Term
47) Which of the following is NOT ING Direct operating strategy?
a. Frequent customer referrals
b. Limited size of work groups
c. Limited service package
d. Bank working culture |
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Definition
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Term
48) Which of the following is (are) the value concept of ING Direct employees?
a. Exciting work environment
b. Recognition and rewards for delivering value
c. Interactions with like-minded customers
d. All of the above |
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Definition
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Term
49) What is the business focus of IBM after it shifted from a product-based core to one including service offerings?
a. Large central processing units (CPU)
b. Personal computers
c. Business computers
d. Deliver transformation |
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Definition
| d. Deliver transformation |
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Term
50) What are the key value levers that most influence future performance?
a. Operating strategies
b. Seasonal indicators
c. Future statistics
d. Deep indicators |
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Definition
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Term
51) What is process quality?
a. How the results are delivered
b. How the best procedure is run
c. How to make customers happy
d. How the products and services are delivered |
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Definition
| a. How the results are delivered |
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Term
52) Customers’ reactions reflect the quality of the experience ___________ results.
a. Less heavily than
b. The same as
c. More heavily than
d. No different than |
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Definition
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Term
53) What was one of the two ways in which Bratton changed the face of policing throughout the world?
a. Recognized the most committed crimes
b. Managed the key levers of value
c. Managed the deep indicators of revenue and cost
d. Recognized the NYC would be a safe place |
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Definition
| b. Managed the key levers of value |
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Term
54) What does leveraging value over cost provide?
a. The opportunity to realize higher margins than competitors
b. The chance to out smart your competitors
c. Increased competition
d. The opportunity of increased profits |
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Definition
| a. The opportunity to realize higher margins than competitors |
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Term
55) Which attributes does Victoria’s Secret look for when they are choosing the right employee?
a. Engaging personalities
b. Quick learning ability
c. Good team working skills
d. All of the above |
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Definition
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Term
56) What is a function of the effectiveness of promotional activity, store location, and attractiveness of the store?
a. Traffic
b. Conversion rate
c. Transaction history
d. Sales per associate |
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Definition
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Term
57) What results when customers become less price sensitive and more willing to pay a premium for the products or services they desire?
a. Reinvestment in the business
b. Larger share of the pie for employee incentives
c. Returns to investors
d. All of the above |
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Definition
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Term
58) How many people does a dissatisfied customer tell about his or her negative experience?
a. Three
b. Five
c. Seven
d. Ten |
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Definition
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Term
59) Why would airline passengers want to check in at self-service kiosks?
a. The check-on process is personally important
b. Immediate cost savings
c. More control over their overall experience
d. Better quality |
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Definition
| c. More control over their overall experience |
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Term
60) How to turn “Antagonists” customers to “owner” customers?
a. Provide well-designed product warrantees and guarantees
b. Implement a smooth, relatively painless recovery process
c. Foster an attitude of trust toward customers
d. All of the above |
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Definition
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Term
61) Why marketing is NOT a good way for companies that want to put customers to work?
a. Marketing’s objective is often to control customers’ actions and attitudes
b. Marketing is often too costly
c. Marketing often needs help from Human Resources
d. The payoff from marketing is often not immediate and understandable |
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Definition
| a. Marketing’s objective is often to control customers’ actions and attitudes |
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Term
62) What must organizations seeking to improve their customer ownership quotient be willing and able to do?
a. Facilitate very little customer involvement
b. Facilitate the right level of customer involvement
c. Make all changes recommended by customers
d. Hire only employees that were customers first |
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Definition
| b. Facilitate the right level of customer involvement |
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Term
63) What can foster relationships with customers in a direct way?
a. Training
b. Education
c. Professional development
d. Personal development |
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Definition
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Term
64) They cycle of capability creates the essential links between the employee
value equation and the customer value equation, which as a result does what?
a. Delivers real value for both employees and customers
b. Weakens the relationship between employees and customers
c. Delivers real value for employees only
d. Strengthens employee commitment |
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Definition
| a. Delivers real value for both employees and customers |
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Term
65) What is the more effective way to deal with dissatisfied customers?
a. Offer discounts for next purchase
b. Offer a well-defined recovery process
c. Offer free services
d. Offer alternative products |
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Definition
| b. Offer a well-defined recovery process |
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Term
66) Which of the following is NOT considered a deep indicator of brand credibility by Peter Blackshaw mentioned in the book?
a. Trust
b. Quality
c. Affirmation
d. Responsiveness |
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Definition
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Term
67) What customers make prime candidates to put to work?
a. Those who seemed interested in the brand
b. The dissatisfied customers
c. Those who stopped buying the brand
d. Those already engaged with the brand |
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Definition
| d. Those already engaged with the brand |
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Term
68) According to the book, the best businesses use customer support centers to ensure that customers are treated like owners. Which of the following is not created by customer support centers?
a. A clear path for escalating selected messages to other parts of the organization
b. An increase in the customer wait time
c. A single collection point for complaints and suggestions
d. Systems for tallying, tracking, and reporting trends in exchanges with customers |
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Definition
| b. An increase in the customer wait time |
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Term
69) What happens when management succumbs to the temptation to influence
customer feedback?
a. Trust and authenticity is destroyed
b. Only positive feedback is given
c. Customers are a lot happy with the company
d. Trust and loyalty is gained |
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Definition
| a. Trust and authenticity is destroyed |
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Term
70) What types of customers are potential owners who can help customize the aspects of value that mean the most to them?
a. Fully engaged customers
b. Engaged customers
c. Disengaged customers
d. Distant customers |
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Definition
| a. Fully engaged customers |
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Term
71) Customers may be more effective then professionals in performing services
when they or their acquaintances are the __________ beneficiaries.
a. Secondary
b. Personal
c. Immediate
d. Remote |
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Definition
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Term
72) What is necessary to prevent carefully planned facilities and processes for
putting customers to work from going to waste?
a. A handyman
b. A do-it-yourself manual
c. Nuts and bolts
d. Clearly presented assembly instructions |
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Definition
| d. Clearly presented assembly instructions |
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Term
73) According to the book, when customers contribute to their own customer value equations they are doing what?
a. Creating experiences that they and their loved ones treasure
b. Creating revenue for the company
c. Helping enhance their overall shopping experience
d. Creating a life-long relationship with the company |
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Definition
| c. Helping enhance their overall shopping experience |
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Term
74) What kind of pharmacists did PrairieStone Pharmacy specifically look for?
a. Enjoy spending more time with customers
b. Very experienced pharmacists
c. Very knowledgeable of computer technology
d. Graduating pharmacists |
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Definition
| a. Enjoy spending more time with customers |
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Term
75) What technology did PrairieStone Pharmacy rely on for its high volume prescriptions every day?
a. Pill counting machines
b. Automatic vertical carousel
c. Bar code system
d. Automatic labeling machine |
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Definition
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Term
76) In the Customer Value Equation, what is in the numerator?
a. Price
b. Quality of the experience
c. Access costs
d. Number of visits |
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Definition
| b. Quality of the experience |
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Term
77) Which of the following can be used as deep indicators?
a. Revenue
b. Cost
c. Profit
d. None of the above |
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Definition
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Term
78) Psychographics is the study of:
a. How customers think, react, behave, and live
b. The age of customers
c. The gender of customers
d. The demographics of customers |
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Definition
| a. How customers think, react, behave, and live |
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Term
79) Who are ING Direct’s target market focus under its strategic value vision?
a. Customers who expect a full range of financial services
b. Customers who are comfortable banking without face-to-face interaction
c. Customers who need bundled services and products from the bank
d. Customers who make transactions frequently |
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Definition
| b. Customers who are comfortable banking without face-to-face interaction |
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Term
80) What results from an operating strategy that begins with employees, who are selected and groomed as carefully as customers?
a. Great customer services
b. Support centers
c. Branding
d. Referrals |
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Definition
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Term
81) How do the most mundane jobs provide more satisfaction in firms?
a. With value-based strategies
b. Through frequent pay increases
c. With a strategic value vision
d. With periodic breaks throughout the day |
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Definition
| a. With value-based strategies |
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Term
82) After Harrah’s began using a customer relationship management system, Koster was not content with those improvements. Management at Laughlin’s were training frontline associates to reinforce the five service behaviors most important to customers. Which of the following is NOT one of the five service behaviors?
a. Friendly greeting
b. Smiling and eye contact
c. Upbeat and positive attitude
d. Firm handshake |
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Definition
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Term
83) The word “ownership” in the book refers to:
a. Exclusive rights and control over the business
b. Commitment to shared values and desired outcomes
c. The relationship between the employee and the employer
d. The relationship between the customer and the employer |
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Definition
| b. Commitment to shared values and desired outcomes |
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Term
84) Which of the following indicate(s) a high customer OQ (Ownership Quotient)?
a. A high proportion of customers resulting from referrals
b. A significant proportion of new or improved products resulting from the customer
c. A high degree of customer willingness to test new products and processes
d. All of the above |
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Definition
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Term
85) The primary driver of customer ownership is the ______________.
a. Customer loyalty
b. Core number of customer owners
c. Employee ownership quotient
d. Customer satisfaction |
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Definition
| c. Employee ownership quotient |
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Term
86) In the Harrah’s Entertainment case, what did the new general manager, John Koster, do to combat the sliding market share?
a. Reduce the operation cost in order to make a higher profit
b. Expand its customer database to reach out more potential customers
c. Invest in new technologies to manage its Total Rewards loyalty database
d. Identify the most valuable customers from a Total Rewards loyalty database |
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Definition
| d. Identify the most valuable customers from a Total Rewards loyalty database |
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Term
87) The cycle of ability creates essential links between the employee value equation and the customer value equation, which as result does what?
a. Delivers real value for both the employees and customers
b. Weakens the relationship between employees and customers
c. Delivers real value for the employees only
d. Strengthens employee commitment |
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Definition
| a. Delivers real value for both the employees and customers |
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Term
88) What will organizations who implement all of the steps in the cycle of capability develop?
a. A strong, fulfilling relationship between employees and customers
b. An enduring, self-reinforcing ownership culture
c. A weak, non-fulfilling ownership culture
d. A lasting, self-rewarding ownership culture |
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Definition
| b. An enduring, self-reinforcing ownership culture |
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Term
89) According to Richard Fairbank, companies spend how much of their time recruiting?
a. 2 percent
b. 8 percent
c. 21 percent
d. 27 percent |
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Definition
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Term
90) What happens to employee turnover rates when a company uses technology to
support rather than control employees?
a. They increase
b. They decrease
c. They remain constant
d. They increase or decrease depending on the company |
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Definition
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Term
91) What suggestion did Fairmont Hotels & Resorts take from its employees?
a. Set up a hot line for hotel guests
b. Market itself aggressively on popular TV shows such as “Good Morning America”
c. Provide a “hotel dog” for guests to walk
d. Ask employees to wear T-shirts announcing “I own Fairmont” |
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Definition
| c. Provide a “hotel dog” for guests to walk |
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Term
92) Which of the following is valued by employees as mentioned in the book?
a. A fair boss
b. Learning opportunity
c. Reasonable compensation
d. All of the above |
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Definition
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Term
93) Which of the following is the numerator of the employee value equation?
a. Capability to deliver value for customers
b. Total income
c. Access costs
d. Market-rate pay |
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Definition
| a. Capability to deliver value for customers |
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Term
94) Which of the following is in the “cycle of capability”?
a. Clear orientation to company values
b. Referrals to others who can help improve the business
c. Training for skills and broader personal development
d. All of the above |
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Definition
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Term
95) What is a “Realistic job preview” that is used by Harrah’s Entertainment for hiring?
a. A research-based tool to screen candidates
b. A form of panel discussion to introduce the job to candidates
c. A one-hour on site job for candidate with a high performing employees holding a similar job
d. A form of employee self-selection |
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Definition
| c. A one-hour on site job for candidate with a high performing employees holding a similar job |
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Term
96) What provides the balance to ensure that an organization engineers customer
ownership, but not at the expense of shareholders?
a. Implementing technology
b. Latitude within limits
c. Workplace design
d. Aces in your places |
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Definition
| b. Latitude within limits |
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Term
97) What is the final link in the cycle of capability?
a. Measure, recognize, and reward employees
b. Workplace design
c. A single collection point for complaints and suggestions
d. Encouraging internal referrals |
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Definition
| d. Encouraging internal referrals |
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Term
98) What uses mechanisms such as cross-functional teams and dynamic delivery systems that coordinate capacity and demand?
a. Ownership quotient
b. Cycle of capability
c. Service value chain
d. Anticipatory management |
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Definition
| d. Anticipatory management |
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Term
99) The practice of using intelligence from cross-functional databases to design
operations that consistently exceed customer expectations requires expertise in
many areas? Which of the following is NOT one of the areas mentioned in
the book?
a. Communicating strategy so that everyone understands why exceeding customer expectations is so important
b. Communicating policy that requires lower level management to report to top level management
c. Positioning employees to win creating result for customers
d. Creating an anticipatory management system that links and helps drive improved value for employees, customers, and investors |
|
Definition
| b. Communicating policy that requires lower level management to report to top level management |
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Term
100) What is the operating strategy of the customer satisfaction assurance initiative
based on?
a. Overall company revenue
b. Employees delivering high quality service to customers
c. Customer surveys
d. The drivers of customer satisfaction |
|
Definition
| d. The drivers of customer satisfaction |
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Term
101) What is the purpose of the buzz session at Harrah’s?
a. Employees need to transition from home to work
b. Employees need to transition from work to home
c. Employees need to get fired up and ready for work
d. Employees need a chance to nap before work |
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Definition
| a. Employees need to transition from home to work |
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Term
102) What is the last big step in anticipatory management?
a. Learning to adjust capacity to demand in real time
b. Coordinating operations, marketing and human resources
c. Delivering customized, on-the-spot value
d. Learning how to create a memorable experience |
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Definition
| a. Learning to adjust capacity to demand in real time |
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Term
103) What is the problem with the old rewards program at Harrah’s Entertainment?
a. Nothing differentiated this program from their competitors’ efforts
b. No uniformity in the program
c. No incentive for customers to consolidate their gaming at Harrah’s
d. All of the above |
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Definition
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Term
104) David Norton, Harrah’s chief marketing officer, found which of the following group is their best customer?
a. High rollers
b. Middle-aged and senior adults with discretionary time and income who enjoyed playing slots
c. International tourist
d. Local residents |
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Definition
| b. Middle-aged and senior adults with discretionary time and income who enjoyed playing slots |
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Term
105) Which of the following is NOT included in Harrah’s “Spotlight 5,” i.e. 5 important behaviors for success?
a. Initiates friendly greetings
b. Demonstrates upbeat and positive attitude
c. Encourage customer referral
d. Provides warm farewell |
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Definition
| c. Encourage customer referral |
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Term
106) Which of the following element could influence Harrah’s guest’s perceptions of wait time in a line?
a. Actual time in a line
b. Number of people in line
c. Transaction time
d. All of the above |
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Definition
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Term
107) At Build-A-Bear Workshop, why shifts are typically limited to four hours?
a. Because it’s the maximum time that associates are though to be able to maintain an upbeat attitude
b. Because it’s the average time that customers spend at the store per visit
c. Because its fits the Build-A-Bear cost cutting strategy
d. None of the above |
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Definition
| a. Because it’s the maximum time that associates are though to be able to maintain an upbeat attitude |
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Term
108) Besides fostering ownership among customers and employees alike, what else happens when the best practitioners apply anticipatory management internally?
a. A winning culture is built to help maintain standards of excellence
b. A losing culture is built to help sustain standards of excellence
c. A winning culture is built to make sure all customers leave satisfied
d. A losing culture is built to make sure all customers leave satisfied |
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Definition
| a. A winning culture is built to help maintain standards of excellence |
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Term
109) What are the five topics on the agenda for buzz sessions at Harrah’s?
a. Listen, communicate, sing, criticize, and reward
b. Listen, communicate, reinforce, celebrate and have fun
c. Listen, communicate, reinforce, sing and dance
d. Criticize, have fun, sing, dance, and listen |
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Definition
| b. Listen, communicate, reinforce, celebrate and have fun |
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Term
110) What fosters innovation, productivity, and sense of ownership among employees and customers?
a. Strong and brittle cultures
b. Strong and adaptive cultures
c. Weak and brittle cultures
d. Weak and adaptive cultures |
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Definition
| b. Strong and adaptive cultures |
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Term
111) What type of culture begins with the creation of a working environment that will attract employees who can establish extended, profitable relationships with targeted customers?
a. Unifying culture
b. Cult culture
c. Togetherness culture
d. Employee/customer culture |
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Definition
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Term
112) How to level 5 leaders build enduring greatness?
a. Through bossing others around
b. Through a mixture of professional willpower and hope
c. Through a paradoxical blend of personal humility and professional will
d. Through an inconsistent blend of humbleness and hope |
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Definition
| c. Through a paradoxical blend of personal humility and professional will |
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Term
113) How do leaders preserve a strong ownership culture’s ability to adapt to a changing environment?
a. Emphasize ways to allow the company to earn a profit
b. Emphasize practices that help only an organization’s people grow
c. Emphasize practices that help only the organization to grow
d. Emphasize practices that help the organization and its people grow |
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Definition
| d. Emphasize practices that help the organization and its people grow |
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Term
114) What is the most successful way to combat the problem of leaders getting sloppy?
a. Discipline leaders that cannot handle their role as a leader
b. Reassign the leaders to a new position within the company
c. Delegate the reinforcement of behaviors to peers
d. Teach them how to be effective leaders |
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Definition
| c. Delegate the reinforcement of behaviors to peers |
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Term
115) At Baptist Health Care, one of their cultures is a “no secrets” environment which refers to:
a. Employees are accountable for actions and results
b. Bad news is shared along with the good
c. Their vision is shared by all employees
d. None of the above |
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Definition
| b. Bad news is shared along with the good |
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Term
116) What are the elements of culture that leaders must live by?
a. Values, measures, profits, and success
b. Actions, behaviors, success, and profits
c. Values, behaviors, measures, and actions
d. Behaviors, measures, profits, and actions |
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Definition
| c. Values, behaviors, measures, and actions |
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Term
117) At Irving Oil, which of the following kept them unique in the industry?
a. A variable-pay plan
b. A higher than average market-level hourly pay
c. A pre-settled pay plan
d. A peer review based pay plan |
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Definition
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Term
118) Which of the following is (are) the greatest threats to a winning culture?
a. Runaway success
b. A loss of curiosity and interest in change
c. A triumph of culture over performance
d. All of the above |
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Definition
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Term
119) In the author’s opinion, can the advantages of culture outlast a charismatic leader?
a. Yes
b. No
c. Only under certain situations
d. None of the above |
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Definition
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Term
120) What is the villain within organizations that identify too many values and desired behaviors?
a. Complexity
b. Mixed messages
c. Simplicity
d. Wants and needs |
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Definition
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Term
121) Who set the tone of the culture for an organization through their own behaviors?
a. The employees
b. The clients
c. The leaders
d. The star employees |
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Definition
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Term
122) What type of organizations periodically revisit and reaffirm their core values and associated behaviors?
a. High-performing
b. Low-performing
c. The best
d. The worst |
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Definition
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Term
123) What must managers in a world of ownership set out in order to induce any kind of organized behavior?
a. To be a positive role model
b. The equivalent of cat food
c. The equivalent of human food
d. High standards for leadership |
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Definition
| b. The equivalent of cat food |
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Term
124) What does an ownership state of mind start with?
a. High customer ownership quotient
b. Confident leaders
c. High operating vision
d. Strategic value vision |
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Definition
| d. Strategic value vision |
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Term
125) What becomes the single most important responsibility for leaders in high-speed innovation companies?
a. Hiring
b. Firing
c. Recruiting
d. Training |
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Definition
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Term
126) What is a hallmark of a high ownership culture?
a. Ability to act on behalf of the company
b. Employees working for the company, not the customer
c. Latitude to act on behalf of the customer
d. Employees unhappy with their place of employment |
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Definition
| c. Latitude to act on behalf of the customer |
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Term
127) What does the book mention as a useful measure of the impact of employee and customer ownership?
a. The proportion of revenue represented by employee- or customer-proposed products or services that didn’t exist 5 years ago
b. The number of employees hired due to employee or customer referrals
c. The increase in profit due to an increase in employee and customer retention
d. None of the above |
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Definition
| a. The proportion of revenue represented by employee- or customer-proposed products or services that didn’t exist 5 years ago |
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Term
128) Which of the following could explain the tenuous relationship between customer satisfaction and financial success?
a. Customer satisfaction is not easily measurable as financial success
b. Customer satisfaction is usually a lagging indicator of financial success
c. Changing customer base can make the customer satisfaction unreliable over long time
d. High customer satisfaction sometimes is achieved at great expense |
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Definition
| a. Customer satisfaction is not easily measurable as financial success |
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Term
129) Which of the following is true regarding loyal customers?
a. Loyal customers require lower marketing expenditures
b. Loyal customers are less price sensitive
c. Loyal customers are more likely to provide new customer referrals
d. All of the above |
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Definition
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Term
130) Which of the following is NOT in the Ten Rules for “Fanatics” at Rackspace Hosting?
a. Always put the customer first
b. Quality is defined by both our customers and employees
c. Be reliable
d. Great service is a team effort |
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Definition
| b. Quality is defined by both our customers and employees |
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Term
131) In the ownership hierarchy pyramid, what is the measurement of employees’ loyalty?
a. Percent of employees offering ideas on how to improve processes
b. Percent of employees willing to recruit new employees
c. Average employee voluntary turnover rates
d. State level of satisfaction with job |
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Definition
| c. Average employee voluntary turnover rates |
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Term
132) In the ownership hierarchy pyramid, what is the measurement of customers’ commitment?
a. Percent of customers offering constructive complaints
b. Percent of customers willing to recruit new customers
c. Percent of customers testing and recommending new products or services
d. Brand awareness |
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Definition
| b. Percent of customers willing to recruit new customers |
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Term
133) What is the most widely used measure of employee and customer attitudes?
a. Commitment or engagement
b. Ownership
c. Loyalty
d. Satisfaction |
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Definition
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Term
134) Howard Schultz, remarking on Starbucks’ 11th consecutive year of store sales growth, stated, “I think we’ve demonstrated what we are…”
a. In it for the long haul.
b. Close to a recession-proof product
c. Finally proving ourselves
d. A solid business with solid strategies
e. None of the above |
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Definition
| b. Close to a recession-proof product |
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Term
135) The plan involving an additional $40 million dollars annually in the company’s 4,500 store provided each store:
a. An additional 20 hours of labor a week
b. With an automated espresso machine
c. The opportunity to market themselves locally
d. A charitable-contributions fund
e. Better lighting and more seating |
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Definition
| a. An additional 20 hours of labor a week |
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Term
136) The concept of a “third place,” in addition to work and home, is a place where people can:
a. Block out the distractions of family
b. Catch up on their unfinished business
c. Better themselves through learning and discussion
d. Go to relax and enjoy others
e. Quickly find flavorful treats and other indulgences such as CDs |
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Definition
| d. Go to relax and enjoy others |
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Term
137) Starbucks had spent almost nothing on advertising. North American marketing primarily consisted of:
a. Local media productions
b. National television announcements
c. Point-of-sale
d. Promotional giveaways
e. Radio commercials |
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Definition
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Term
138) There are three components to the experiential branding strategy, they are:
a. The product, service and atmosphere
b. The activity, people and place
c. The product, service, and people
d. The product, service and activity
e. The people, atmosphere, and relaxation |
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Definition
| a. The product, service and atmosphere |
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Term
139) At Starbucks employees are called:
a. Employees
b. Partners
c. Associates
d. Proprietors
e. Bara tenders |
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Definition
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Term
140) “The last thing we want to do is win the argument and…”
a. Lose the customer
b. Appear pretentious
c. Fail to see the bigger picture
d. Spoil the atmosphere
e. None of the above |
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Definition
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Term
141) Starbucks most prominent measurement tool was called “Customer Snapshot” which was a:
a. Customer survey
b. Mystery shopper program
c. Customer focus group
d. Marketing trends report
e. None of the above |
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Definition
| b. Mystery shopper program |
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Term
142) The company’s overall objective was to establish Starbucks as the:
a. Leading coffee wholesaler in the world
b. Leading coffee retailer in the world
c. Leading after-work destination
d. Most versatile global retail operation
e. Most recognized and respected brand in the world |
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Definition
| e. Most recognized and respected brand in the world |
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Term
143) Although Starbucks was considered one of the world’s most effective marketing organizations, it lacked a strategic marketing group and did not have a:
a. Market research group
b. New product development group
c. Chief marketing officer
d. Advertising specialist
e. Plan for any marketing operations |
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Definition
| c. Chief marketing officer |
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Term
144) Dr. Cosgrove, the CEO of Cleveland Clinic, believed what should be the primary focus of Cleveland Clinic’s operations?
a. Growth of the hospital
b. Doctors
c. Innovative techniques
d. Patients |
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Definition
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Term
145) In order to promote innovation, senior members at Cleveland Clinic were expected to take time each year to travel and observe how things were done in:
a. Another hospital, often one located in Ohio
b. Another hospital, often one located in states other than Ohio
c. Another industry, often one entirely unrelated to medicine
d. Another industry, often one related to medicine |
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Definition
| c. Another industry, often one entirely unrelated to medicine |
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Term
146) Compared to doctors at other top-related healthcare facilities, doctors in Cleveland Clinic are more incentivized on what?
a. Productivity
b. Tenure
c. Money
d. Delivering world class healthcare |
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Definition
| d. Delivering world class healthcare |
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Term
147) In the new model of the care teams at Cleveland Clinic, who serves as the team leader?
a. Nurse
b. Doctor
c. Chief nursing officer
d. Housekeeper |
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Definition
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Term
148) Cleveland Clinic set up Specialty Centers and Institutes focused on _______that enabled patients to remain in one location for all of their care including consults, tests, and imaging?
a. Specific medical departments
b. Specific diseases
c. Specific approaches to medicine
d. Specific doctors |
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Definition
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Term
149) In the late 1990s, Cleveland Clinic made a commitment to transform its medical practice model to a Health Information Technology (HIT) based, paperless system that made medical information related to each patient available to whom?
a. Any patient in the Cleveland Clinic’s health system
b. Any caregiver in the Cleveland Clinic’s health system
c. Any physician in Ohio and Florida
d. Any physician who needs this information |
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Definition
| b. Any caregiver in the Cleveland Clinic’s health system |
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Term
150) Cleveland Clinic founded the Quality Institute in 1998 to establish benchmarks and measure the quality of patient care across its hospitals. The focus of Quality Institute include(s):
a. Clinical processes and improvements
b. Patient experience
c. Patient safety
d. All of the above |
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Definition
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Term
151) Cleveland Clinic opened a hospital in Florida. However, Cleveland Clinic Florida was not a successful as its operation in Ohio because of:
a. Absence of good doctors
b. Absence of patient
c. Absence of opportunities for collegiality and collaboration
d. Absence of well-trained staff |
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Definition
| c. Absence of opportunities for collegiality and collaboration |
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Term
152) What set Cleveland Clinic Abu Dhabi healthcare facility apart from its other facilities?
a. Emphasis on customization to the specific needs
b. Emphasis on exercise, nutrition, and health education
c. Emphasis on high-end treatments
d. Emphasis on cardiac surgery |
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Definition
| a. Emphasis on customization to the specific needs |
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Term
153) Cleveland Clinic launched a partnership with Canyon Ranch to provide full continuum of care to Canyon Ranch’s elite clients. In the paper, Canyon Ranch was best described as:
a. One of Arizona’s largest health centers
b. Top ranked in U.S. News & World Report’s annual “America’s Best Hospitals”
c. The world’s largest wellness and lifestyle company
d. Provide services to international clients only |
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Definition
| c. The world’s largest wellness and lifestyle company |
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Term
154) The Hilton SALT Survey was the key component of the CRM initiative and a key management tool of:
a. Satisfaction and revenue tracking
b. Satisfaction and loyalty tracking
c. Standardization and loyalty tracking
d. Cost analysis |
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Definition
| b. Satisfaction and loyalty tracking |
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Term
155) Challenges in the hotel market historically included:
a. Access to capital
b. Employee turnover
c. Difficulty achieving standardization
d. All of the above |
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Definition
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Term
156) CRM is a strategy defined as:
a. Customer really matters
b. Customer revenue matters
c. Corporation revenue matters
d. Customer revenue material |
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Definition
| a. Customer really matters |
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Term
157) The nervous system of the Hilton Corporation was a comprehensive, integrated infrastructure known as:
a. ONQ
b. SALT
c. Promus
d. NSH |
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Definition
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