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Ch 22 managing a holistic marketing organization for the long run san pedro

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TOP 10 Learning Questions for Chapter 22 Managing a Holistic Marketing Organization for the Long Run Maria Gracielle Cecilia F. San Pedro September 23, 2010
Top 10 Question, Concept, Concept Explanation, Answer Series For Chapter 22 Managing a Holistic Marketing Organization in the Long Run 1 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
1. Current trends in Marketing Practices are the following, except: Outsourcing Flattening Advancing Accelerating None of the above 2 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
Trends in Marketing 2 ,[object Object]
Outsourcing
Benchmarking
Supplier Partnering
Customer Partnering
Merging
Globalizing
Flattening
Focusing
Accelerating
Empoweringhttp://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
In response to rapidly changing environment, companies have restructured their business and marketing practices. 3 Outsourcing involves buying of goods and services from outside vendors. Flattening is reducing the number of organizational levels to get closer to the customers Accelerating is designing the organization and processes to quickly respond to changes in the environment. http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
1. Current trends in Marketing Practices are the following, except: Outsourcing Flattening Advancing Accelerating None of the above 4 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
2. The following are structures of Product Teams, except: Rectangular Product Team Triangular Product Team Horizontal Product Team Vertical Product Team None of the above 5 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
Structure of Product Teams 6 Vertical Product Team Triangular Product Team Horizontal Product Team http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
A second alternative in a product-management organization is “Product Teams” 7 PM R C VERTICAL PRODUCT TEAM TRIANGULAR PRODUCT TEAM HORIZONTAL PRODUCT TEAM http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
2. The following are structures of Product Teams, except: 8 Rectangular Product Team Triangular Product Team Horizontal Product Team Vertical Product Team None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
3. Which of the following is not a key question in the Social Marketing Planning Process? Where Are We? What Do We Want To Achieve? How Will We Get There? How Will We Stay on Course? None of the above 9 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
Social Marketing Planning Process 10 Where Are We? Where Do We Want To Go? How Will We Get There? How Will We Stay on Course? http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
11 The planning process involves the following: ,[object Object]
Selecting target audiences.
Product, Price, Distribution & Communication concerns.
Evaluation & Monitoring plans.
Completion of an Implementation Plan.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com Social Marketing supports a cause.
3. Which of the following is not a key question in the Social Marketing Planning Process? 12 Where Are We? What Do We Want To Achieve? How Will We Get There? How Will We Stay on Course? None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
4. Which of the following is true? Performance Measurement is not a step in the control process. Goal Setting is a step in the control process. Performance Diagnosis is not a step in the control process. Preventive Action is a step in the control process. None of the above 13 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
The Control Process 14 What do we want to achieve? What is happening? Why is it happening? What should we do about it? http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
15 The Control Process What do we want to achieve? GOAL SETTING What is happening? PERFORMANCE MEASUREMENT Why is it happening? PERFORMANCE DIAGNOSIS What should we do about it? CORRECTIVE ACTION http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
4. Which of the following is true? 16 Performance Measurement is not a step in the control process. Goal Setting is a step in the control process. Performance Diagnosis is not a step in the control process. Preventive Action is a step in the control process. None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
5. Marketing Departments may be organized in the following ways, except: Functional Organization Matrix-Management Organization Demographic Organization Brand Management Organization None of the above 17 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
Organizing the Marketing Department 18 ,[object Object]
Geographic Organization
Product or Brand Management Organization
Market-Management Organization
Matrix-Management Organizationhttp://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
19 Organizing the Marketing Department ,[object Object],http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
5. Marketing Departments may be organized in the following ways, except: 20 Functional Organization Matrix-Management Organization Demographic Organization Brand Management Organization None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
6. “Where Are We?” In the SMP Process, this question addresses a _____ objective. Setting of objectives and goals. Designing the market offering. Identifying campaign purpose. Establishing budgets. None of the above 21 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
Social Marketing Planning Process 22 Where Are We? Where Do We Want To Go? How Will We Get There? How Will We Stay on Course http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
23 SMP Process: “Where Are We?” ,[object Object]

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Ch 22 managing a holistic marketing organization for the long run san pedro

  • 1. TOP 10 Learning Questions for Chapter 22 Managing a Holistic Marketing Organization for the Long Run Maria Gracielle Cecilia F. San Pedro September 23, 2010
  • 2. Top 10 Question, Concept, Concept Explanation, Answer Series For Chapter 22 Managing a Holistic Marketing Organization in the Long Run 1 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 3. 1. Current trends in Marketing Practices are the following, except: Outsourcing Flattening Advancing Accelerating None of the above 2 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 4.
  • 15. In response to rapidly changing environment, companies have restructured their business and marketing practices. 3 Outsourcing involves buying of goods and services from outside vendors. Flattening is reducing the number of organizational levels to get closer to the customers Accelerating is designing the organization and processes to quickly respond to changes in the environment. http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 16. 1. Current trends in Marketing Practices are the following, except: Outsourcing Flattening Advancing Accelerating None of the above 4 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 17. 2. The following are structures of Product Teams, except: Rectangular Product Team Triangular Product Team Horizontal Product Team Vertical Product Team None of the above 5 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 18. Structure of Product Teams 6 Vertical Product Team Triangular Product Team Horizontal Product Team http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 19. A second alternative in a product-management organization is “Product Teams” 7 PM R C VERTICAL PRODUCT TEAM TRIANGULAR PRODUCT TEAM HORIZONTAL PRODUCT TEAM http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 20. 2. The following are structures of Product Teams, except: 8 Rectangular Product Team Triangular Product Team Horizontal Product Team Vertical Product Team None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 21. 3. Which of the following is not a key question in the Social Marketing Planning Process? Where Are We? What Do We Want To Achieve? How Will We Get There? How Will We Stay on Course? None of the above 9 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 22. Social Marketing Planning Process 10 Where Are We? Where Do We Want To Go? How Will We Get There? How Will We Stay on Course? http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 23.
  • 25. Product, Price, Distribution & Communication concerns.
  • 27. Completion of an Implementation Plan.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com Social Marketing supports a cause.
  • 28. 3. Which of the following is not a key question in the Social Marketing Planning Process? 12 Where Are We? What Do We Want To Achieve? How Will We Get There? How Will We Stay on Course? None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 29. 4. Which of the following is true? Performance Measurement is not a step in the control process. Goal Setting is a step in the control process. Performance Diagnosis is not a step in the control process. Preventive Action is a step in the control process. None of the above 13 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 30. The Control Process 14 What do we want to achieve? What is happening? Why is it happening? What should we do about it? http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 31. 15 The Control Process What do we want to achieve? GOAL SETTING What is happening? PERFORMANCE MEASUREMENT Why is it happening? PERFORMANCE DIAGNOSIS What should we do about it? CORRECTIVE ACTION http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 32. 4. Which of the following is true? 16 Performance Measurement is not a step in the control process. Goal Setting is a step in the control process. Performance Diagnosis is not a step in the control process. Preventive Action is a step in the control process. None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 33. 5. Marketing Departments may be organized in the following ways, except: Functional Organization Matrix-Management Organization Demographic Organization Brand Management Organization None of the above 17 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 34.
  • 36. Product or Brand Management Organization
  • 39.
  • 40. 5. Marketing Departments may be organized in the following ways, except: 20 Functional Organization Matrix-Management Organization Demographic Organization Brand Management Organization None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 41. 6. “Where Are We?” In the SMP Process, this question addresses a _____ objective. Setting of objectives and goals. Designing the market offering. Identifying campaign purpose. Establishing budgets. None of the above 21 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 42. Social Marketing Planning Process 22 Where Are We? Where Do We Want To Go? How Will We Get There? How Will We Stay on Course http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 43.
  • 46. Review past and similar efforts.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 47. 6. “Where Are We?” In the SMP Process, this question addresses a _____ objective. 24 Setting of objectives and goals. Designing the market offering. Identifying campaign purpose. Establishing budgets. None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 48.
  • 49. Organizing the Marketing Department may take a form of a Matrix-Management Organization.
  • 50. Profitability, Efficiency & Liquidity Controls are examples of Marketing Control.
  • 51. Types of costs are direct, traceable and non-traceable costs.25 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 52. Types of Marketing Control 26 Annual Plan Control Profitability Control Efficiency Control Strategic Control http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 53.
  • 54.
  • 55. Organizing the Marketing Department may take a form of a Matrix-Management Organization.
  • 56. Profitability, Efficiency & Liquidity Controls are examples of Marketing Control.
  • 57. Types of costs are direct, traceable and non-traceable costs.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 58. 8. Marketing Audits are _________. independent, systematic, standardized & periodic comprehensive, systematic, standardized & universal standardized, systematic, periodic & comprehensive periodic, independent, systematic & comprehensive 29 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 59. Characteristics of Marketing Audits 30 Comprehensive Systematic Independent Periodic http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 60.
  • 61. 8. Marketing Audits are _________. 32 independent, systematic, standardized & periodic comprehensive, systematic, standardized & universal standardized, systematic, periodic & comprehensive periodic, independent, systematic & comprehensive http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 62. 9. The steps for Marketing Profitability are as follows, which is the exception? Identify functional expenses. Assign functional expenses to marketing entities. Compute for profitability ratios. Prepare a Profit & Loss Statement. 33 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 63.
  • 64. Step 2: Assign functional expenses to marketing entities.
  • 65. Step 3: Prepare a Profit & Loss Statement.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 66.
  • 67. Step 1: Identify functional expenses.
  • 68. Step 2: Assign functional expenses to marketing entities.
  • 69. Step 3: Prepare a Profit & Loss Statement.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 70. 9. The steps for Marketing Profitability are as follows, which is the exception? 36 Identify functional expenses. Assign functional expenses to marketing entities. Compute for profitability ratios. Prepare a Profit & Loss Statement. http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 71. 10. The following are approaches for Annual Plan Control, which is the exception? Sales Analysis Market Analysis Market-based Scorecard Analysis Sales to Expense Ratios 37 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 72. Types of Marketing Control 38 Annual Plan Control Profitability Control Efficiency Control Strategic Control http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 73.
  • 74. Market Share Analysis
  • 78. 10. The following are approaches for Annual Plan Control, which is the exception? 40 Sales Analysis Market Analysis Market-based Scorecard Analysis Sales to Expense Ratios http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
  • 79. TOP 10 Learning Questions for Chapter 22 Managing a Holistic Marketing Organization for the Long Run Maria Gracielle Cecilia F. San Pedro September 23, 2010