Applied Assessment — Presenting and Selling Value Part 1

4 of 5 needed to pass

1. 1. A competitor is quoting $0.35 lower FOB and you are losing orders. What is the better response, based on the module's case?

   Choose one answer.

   Prepare a one-page deck showing OTDP, AQL audit history and sample turnaround, showing the buyer's total landed cost is actually lower with youSay nothing and hope the buyer notices your quality on their ownCriticise the competitor's quality to the buyer without evidenceCut your own FOB to match the competitor immediately
2. 2. You are building a Factory Capability Card. Which claim is appropriate to include?

   Choose one answer.

   An estimate of future capacity that has not yet been achieved, presented as current performanceA claim copied from another factory's marketing materialA general claim that the factory is 'world-class' with no supporting dataA specific, documented figure such as 98.2% OTDP over 12 months, backed by your delivery records
3. 3. A buyer asks why they should choose your factory over a cheaper option. Which response best reflects value selling?

   Choose one answer.

   Our factory is bigger than most competitorsWe are cheaper in the long run because of fewer air shipments and lower inspection overhead, which reduces your total landed costWe have been in business for many years, so you should trust usOur owner has good relationships with many buyers
4. 4. During a factory visit, an auditor asks about a known capacity constraint on a specific machine type. What is the best approach?

   Choose one answer.

   Deny any constraint exists to appear more capableAcknowledge the constraint honestly and explain your plan to manage it, since overstated capacity destroys trust faster than an honest limitationChange the subject to avoid the question entirelyBlame the constraint on a subcontractor without further detail
5. 5. You are preparing your 60-second elevator pitch for a new buyer. What should anchor the pitch, according to the module?

   Choose one answer.

   A specific buyer risk, such as missed launch dates or complaints, paired with the evidence that reduces itA long history of the factory's founding without connecting it to buyer riskA list of every machine type in the factory regardless of relevanceGeneral enthusiasm about the factory with no specific figures