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61. Up-front fees are charged as a certain percentage of A. commitment size. B. loan taken down. C. utilized portion of commitment size. D. unused portion of commitment size. E. interest payable on the loan commitment. 62. Back-end fees are charged as a certain percentage of A. commitment size. B. loan taken down. C. utilized portion of commitment size. D. unused portion of commitment size. E. interest payable on the loan commitment. 63. This refers to the fee charged on the unused balance of a loan commitment. A. Up-front fee. B. Facility fee. C. Compensating balance. D. Commitment fee. E. Closing costs. 64. The quantity risk exposure of a loan commitment is A. credit risk. B. interest rate risk. C. takedown risk. D. funding risk. E. exchange rate risk. 65. Takedown risk in a loan commitment exposes the FI to A. immediate liquidity risk. B. basis risk. C. spread risk. D. externality effects. E. future liquidity risk. 66. Which of the following is true of an ‘adverse material change in conditions clause' used in a loan commitment? A. It allows the FI to cancel or reprice a loan commitment. B. It protects the lender against takedown risk. C. It protects the lender against basis risk. D. Exercise of the clause helps defaulted borrowers. E. It is exercised frequently by most FIs. 67. An Adverse material changes in conditions clause is included in loan commitments to protect the FI against A. credit risk. B. interest rate risk. C. takedown risk. D. funding risk. E. exchange rate risk. 68. If a future credit crunch is possible, a loan commitment may expose the FI to A. credit risk. B. interest rate risk. C. sovereign country risk. D. funding risk. E. exchange rate risk. 69. What is seen as a possible reason behind restricted supply of spot loans to borrowers during a credit crunch? A. Expansionary monetary policy actions of the Federal Reserve. B. FI's increased aversion toward lending. C. Shift to the right in the loan supply function at all interest rates. D. Low aggregate demand from borrowers to take down loan commitments. E. Decrease in cost of funds. 70. Which of the following situations is similar to the externality effect? A. Exercising an adverse material change in conditions clause as a last resort, thereby canceling or repricing a loan commitment. B . Increase in the cost of funds above normal levels while many FIs scramble for funds to meet their commitments to customers during a credit crunch. C. In a loan commitment, the borrower takes down only part of the funds over the specified time-period. D. The buyer of a commercial letter of credit fails to perform as promised under a contractual obligation. E. All of the above. 71. An exporter demands a letter of credit in order to A. guarantee safe delivery of goods to the importer. B. guarantee receipt of payment from the importer upon receipt of the goods. C. protect against adverse changes in foreign exchange rates. D. protect against adverse changes in international interest rates. E. ascertain the creditworthiness of the importer. 72. FIs are competing directly with loan commitments, one of their own OBS products, when they also offer: A. Futures contracts. B. Swaps. C. Standby letters of credit. D. Forward contracts. E. When-issued trading. 73. Off-balance-sheet items are A. items omitted from the short form balance sheet. B. contingent assets and liabilities. C. risk-free assets and liabilities. D. exceptionally risky assets and liabilities. E. foreign (off shore) assets and liabilities. 74. As of June 2009, the vast majority of OBS activities of commercial banks was A. future and forward contracts. B. credit derivatives. C. commitments to buy FX. D. swap contracts. E. loans sold with recourse. 75. Which of the following statements best describes a derivative contract? A. Contractual commitments to make a loan up to a stated amount at a given interest rate in the future. B. Contingent guarantees sold by an FI to underwrite the performance of the buyer of the guaranty. C. Agreement between two parties to exchange a standard quantity of an asset at a predetermined price at a specified date in the future. D. Trading in securities prior to their actual issue. E. Loans originated by an FI and then sold to other investors with recourse.

FIN | 321 | Risk Management | assessment | 61. Up-front fees are charged 

6ed-Chapter 6: Essentials of Design and the Design Activities TRUE/FALSE 1. The objective of the design phase is to define, organize, and structure the components of the final solution system that will serve as a blue print for construction. ANS: T PTS: 1 2. Designing the application architecture involves specifying in detail how some system activities will actually be carried out. ANS: F PTS: 1 3. The key question to answer with the design of the user interface activity is, “Have we specified in detail how all users will interact with the system?” ANS: T PTS: 1 4. Architectural design includes the design of specific program details. ANS: F PTS: 1 5. It is usually important to distinguish when developers are doing architectural design and when they are doing detailed design. ANS: F PTS: 1 6. In user interface design the detailed screen layouts should be done after the communication protocols and devices have been decided. ANS: T PTS: 1 7. During analysis, analysts build models to represent the real world and to understand the desired business processes with the information used in those processes. ANS: T PTS: 1 8. It is just as important to have heavy user involvement during analysis as it is during design. ANS: F PTS: 1 9. Cowboy coding is one of the newer techniques programming, often used with Agile techniques. © 2012 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part. ANS: F PTS: 1 10. The majority of new systems today must be integrated into existing networks without disrupting existing applications. ANS: T PTS: 1 11. Basically, design involves decomposition -- breaking a complex problem into smaller, more understandable components. ANS: F PTS: 1 12. The output of the design activities is a set of diagrams and documents that describe the solution system. ANS: T PTS: 1 13. A big part of designing the environment is identifying and defining all the types of computing devices that will be required. ANS: T PTS: 1 14. One of the disadvantages of three-layer architecture is that is usually requires multiple computers. ANS: F PTS: 1 15. One of the benefits of three-layer architecture is its flexibility. ANS: T PTS: 1 16. The most serious problem with Web based deployment of applications is security. ANS: T PTS: 1 17. Since most newer Web applications use dynamic pages, content delivery networks are going out of use. ANS: F PTS: 1 18. When building systems for Web deployment it is often necessary to build two separate user interface systems. ANS: T PTS: 1 © 2012 Cengage Learning. All Rights Reserved. This edition is intended for use outside of the U.S. only, with content that may be different from the U.S. Edition. May not be scanned, copied, duplicated, or posted to a publicly accessible website, in whole or in part.

MIS | 459 | Information Systems Design | assessment | 6ed-Chapter 6: Essentials of D

CHAPTER 13 STRATEGY, BALANCED SCORECARD, AND STRATEGIC PROFITABILITY ANALYSIS 13-1 Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives. 13-2 The five key forces to consider in industry analysis are: (a) competitors, (b) potential entrants into the market, (c) eq

ACCT | 311 | Cost Accounting | study guides | CHAPTER 13 STRATEGY  BALANCED 

ch1.pdf-ch1 Student: ___________________________________________________________________________ 1. The source

36. A company's resource weaknesses can relate to A) inferior or unproven skills, expertise, or intellectual capital in competitively important parts of the business. B) something that it lacks or does poorly (in comparison to rivals). C) deficiencies in competitively important physical, organizational, or intangible assets. D) missing or competitively inferior capabilities in key areas. E) All of these. Answer: E Page: 111 Learning Objective: 1 Difficulty: Easy Taxonomy: Knowledge AACSB: Value Creation 37. In doing SWOT analysis, which one of the following is not an example of a potential resource weakness or competitive deficiency that a company may have? A) Less productive R & D efforts than rivals B) Having a single, unified functional strategy instead of several distinct functional strategies C) Lack of a strong brand image and reputation (as compared to rivals) D) Higher overall unit costs relative to rivals E) Too narrow a product line relative to rivals Answer: B Page:112 Learning Objective: 1 Difficulty: Medium Taxonomy: Comprehension AACSB: Value Creation 38. Sizing up a company’s overall resource strengths and weaknesses A) essentially involves constructing a “strategic balance sheet” where the company's resource strengths represent competitive assets and its resource weaknesses represent competitive liabilities. B) is called benchmarking. C) is called competitive strength assessment. D) is focused squarely on ascertaining whether the company has more/less resource strengths than weaknesses. E) is called company resource mapping. Answer: A Page:111 Learning Objective: 1 Difficulty: Medium Taxonomy: Comprehension AACSB: Value Creation Identifying a Company’s External Market Opportunities 39. The external market opportunities which are most relevant to a company are the ones that A) increase market share. B) reinforce its overall business strategy. C) match up well with the firm's financial resources and competitive capabilities, offer the best growth and profitability, and present the most potential for competitive advantage. D) correct its internal weaknesses and resource deficiencies. E) help defend against the external threats to its well-being. Answer: C Page: 113 Learning Objective: 1 Difficulty: Medium Taxonomy: Comprehension AACSB: Value Creation TB 4-12 40. The market opportunities most relevant to a particular company are those that A) offer the best growth and profitability. B) provide a strong defense against threats to the company’s profitability. C) hold the most potential for product innovation. D) provide avenues for taking market share away from close rivals. E) hold the most potential to reduce costs. Answer: A Page:113 Learning Objective: 1 Difficulty: Medium Taxonomy: Comprehension AACSB: Value Creation 41. Which of the following best describes the market opportunities that tend to be most relevant to a particular company? A) Those market opportunities that provide avenues for taking market share away from close rivals and enhance a company's image as a leader in product innovation and product quality. B) Those market opportunities that offer the company a chance to raise entry barriers. C) Those market opportunities that help promote greater diversification of revenues and profits. D) Those market opportunities that match up well with the firm's financial resources and competitive capabilities, offer the best growth and profitability, and present the most potential for competitive advantage. E) Those market opportunities that help correct a company's biggest weaknesses and competitive deficiencies. Answer: D Page:113 Learning Objective: 1 Difficulty: Medium Taxonomy: Comprehension AACSB: Value Creation 42. In doing SWOT analysis and trying to identify a company’s market opportunities, which of the following is not an example of a potential market opportunity that a company may have? A) Serving additional customer groups or market segments B) Growing buyer preferences for substitutes for the industry’s product C) Acquiring rival firms or companies with attractive technological expertise or capabilities D) Expanding into new geographic markets E) Openings to win market share away from rivals Answer: B Page:112 Learning Objective: 1 Difficulty: Easy Taxonomy: Knowledge AACSB: Value Creation Identifying the External Threats to a Company’s Future Proﬁtability 43. Which of the following is not an example of an external threat to a company's future profitability? A) The lack of a distinctive competence B) New legislation that entails burdensome and costly government regulations C) Slowdowns in market growth D) More intense competitive pressures E) The introduction of restrictive trade policies in countries where the company does business Answer: A Page: 112 Learning Objective: 1 Difficulty: Easy Taxonomy: Knowledge AACSB: Value Creation TB 4-13

MGMT | 481 | Strategic Management | lecture notes | 36. A company's resource weakn

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