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Markma V57 Midterm exam review questions for chapters 5, 10,15

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Markma Midterms Review Questions for Chapters 5, 10 & 15

Markma Midterms Review Questions for Chapters 5, 10 & 15

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  • 1. MIDTERMS REVIEW QUESTIONSFOR CHAPTERS 5, 10 & 15 GROUP#4
  • 2. Review Questions for Midterms(from Chapter 5, 10 & 15) Kristoffer Z. Jongco
  • 3. 1. The following are steps in thecustomer value analysis except:a) Identify major attributes and benefits that customer valueb) Assess the quantitative importance of the different attributes and benefitsc) Maximize profitability for attracting, selling and servicing customersd) Examine how customers in a specific segment rate the company’s performance against specific major competitor on an individual attributee) Monitor customer values over time
  • 4. There are 5 steps in thecustomer value analysis: Identify major attributes and benefits that customer value Assess quantitative importance of the different attributes and benefits Assess company’s and competitor’s performances on customer values vs. their rated importance Examine how customers in a specific segment rate the company’s performance against specific major competitor on an individual attribute Monitor customer values over time
  • 5. Step 1: Customer ValueAnalysis Identify the major attributes and benefits that customer value- customers are asked which attributes, benefits and performance levels they look for in choosing a product
  • 6. Step 2: Customer ValueAnalysis Assess the quantitative importance of the different attributes and benefits- Customers are asked to rate importance of different attributes and benefits.
  • 7. Step 3: Customer ValueAnalysis Assess company’s and competitor’s performances on customer values vs. their rated importance- Customers describe where they see the company’s and competitor’s performances on each attribute/benefit
  • 8. Step 4: Customer ValueAnalysis Examine how customers in a specific segment rate the company’s performance against specific major competitor on an individual attribute- If company’s offer exceeds competitor’s offer, the company can charge a higher price (higher profits) or charge same price (gain market share)
  • 9. Step 5: Customer ValueAnalysis Monitor customer values over time- Company must periodically redo studies of customer values and competitors’ standings as changes happen
  • 10. 1. The following are steps in thecustomer value analysis except: Identify major attributes and benefits that customer value Assess the quantitative importance of the different attributes and benefits Maximize profitability for attracting, selling and servicing customersl Examine how customers in a specific segment rate the company’s performance against specific major competitor on an individual attribute Monitor customer values over time
  • 11. 2. Which of the followingstatements is TRUEa) Points-of-difference (POD) are those associations not necessarily unique to the brand but perhaps shared with other brandsb) Points-of-parity (POP) are those associations unique to the brand that are also strongly held and favorably evaluated by consumersc) Category point-of-parity associations are associations designed to negate competitor’s points-of-differenced) Competitive point-of-parity associations are associations consumers view as being necessary to a legitimate and credible product offering within a certain categorye) None of the above
  • 12.  Points-of-parity (POP) are those associations not necessarily unique to the brand but perhaps shared with other brands Points-of-difference (POD) are those associations unique to the brand that are also strongly held and favorably evaluated by consumers
  • 13.  Competitive point-of-parity associations are associations designed to negate competitor’s points-of-difference Category point-of-parity associations are associations consumers view as being necessary to a legitimate and credible product offering within a certain category
  • 14. 2. Which of the followingstatements is TRUE Points-of-difference (POD) are those associations not necessarily unique to the brand but perhaps shared with other brands Points-of-parity (POP) are those associations unique to the brand that are also strongly held and favorably evaluated by consumers Category point-of-parity associations are associations designed to negate competitor’s points-of-difference Competitive point-of-parity associations are associations consumers view as being necessary to a legitimate and credible product offering within a certain category None of the above
  • 15. 3. The following are stages inthe market evolution EXCEPTa) Emergence Stagec) Growth Stagee) Stability Stageg) Maturity Stagei) Decline Stage
  • 16. Markets evolve through fourstages:1. Emergence-where products are launched3. Growth-new firms enter the market5. Maturity-when competitors cover and serve all the major segments7. Decline-demand for current products will begin to decrease
  • 17. 3. The following are stages inthe market evolution EXCEPT Emergence Stage Growth Stage Stability Stage Maturity Stage Decline Stage
  • 18. 4. Which of the following is NOT acause of channel conflicta) Goal Incompatibilityb) Coercive channel distributionc) Unclear roles and rightsd) Differences in perceptione) Intermediaries dependence on manufacturer
  • 19. Causes of channel conflictmay arise from: Goal incompatibility Unclear roles and rights Differences in perception Intermediaries’ dependence on the manufacturer
  • 20.  Goal incompatibility- Goals may not be compatible (a manufacturer might be in contrast with that of the distributor which can be a source of conflict) Unclear roles and rights- If roles & rights are unclear, it can create channel conflict. Territory boundaries & credit for sales often produce conflict Differences in perception- Some have perception differences (e.g. Manufacturer can be optimistic while dealers may be pessimistic) resulting to conflict Intermediaries’ dependence on the manufacturer- This can create a high potential for conflict (e.g. Fortunes of exclusive dealers are profoundly affected by manufacturer’s product & pricing decisions)
  • 21. 4. Which of the following is NOT acause of channel conflict Goal Incompatibility Coercive channel distribution Unclear roles and rights Differences in perception Intermediaries dependence on manufacturer
  • 22. Marketing Management V57 Midterm Exam Questions Chapters 5, 10,15 Raymund C. Piñon
  • 23. Match the sample applicationto the correct CRM imperative1. You’ve been able to target A. Learning to retain customers your marketing effort more efficiently B. Maximizing customer lifetime value2. You’ve captured relevant product behavior data C. Motivating employees3. You’ve invested in D. Monitoring satisfaction automation to process transactions faster E. Crafting the right value proposition4. You’ve tied employee incentives to customer F. Instituting the best processes satisfaction survey results5. You study customer defection G. Delivering high customer value and defection levels H. Acquiring the best customers
  • 24. CRM Imperatives Acquiring the right customers Crafting the right value proposition Instituting the best practices Motivating employees Learning to retain customers
  • 25. Match the sample applicationto the correct CRM imperative1. You’ve been able to target  Learning to retain customers your marketing effort more efficiently - H  Maximizing customer lifetime value2. You’ve captured relevant product behavior data - E  Motivating employees3. You’ve invested in  Monitoring satisfaction automation to process transactions faster - F  Crafting the right value proposition4. You’ve tied employee incentives to customer  Instituting the best processes satisfaction survey results - C5. You study customer defection  Delivering high customer value and defection levels - A  Acquiring the best customers
  • 26. To communicate a positioning, marketing plansoften include a positioning statement. Match thecontents of the statement to the appropriateelements of a positioning statement1. To young, active A. Point-of-Difference consumers of soft-drink B. Relevance2. who have little time to sleep, C. Customer need3. Mountain Dew is the D. Brand and category soft-drink membership4. That gives you more E. Concept energy than any other brand F. Target segment5. because it has the highest G. Believability level of caffeine
  • 27. Elements of a Positioning Statement Target segment Category membership Customer need Brand name Concept Point-of-Difference
  • 28. To communicate a positioning, marketing plansoften include a positioning statement. Match thecontents of the statement to the appropriateelements of a positioning statement1. To young, active consumers  Point-of-Difference of soft-drink - F  Relevance2. who have little time to sleep, - C  Customer need3. Mountain Dew is the  Brand and category soft-drink - D membership4. That gives you more energy  Distinctiveness than any other brand - E  Concept5. because it has the highest level of caffeine - A  Target segment  Believability
  • 29. Which of the following statements about managingintegrated marketing channels is false? Deciding which types of channels to use to reach customers calls for analyzing customer needs, establishing channel objectives, identifying and evaluating channel alternatives Effective channel management calls for selecting intermediaries, and training and motivating them Three of the most important trends are the growth of vertical marketing systems, horizontal marketing systems and multi-channel marketing Channel conflict may result from goal incompatibility, poorly defined roles and rights, perceptual differences, and interdependent relationships Companies can manage channel conflict by striving for super-ordinate goals, exercising coercive and reward power, exchanging employees, co-optation, joint membership in trade associations, exercising legitimate power, charisma, diplomacy, mediation, arbitration, legal recourse, etc.
  • 30. Which of the following statements about managingintegrated marketing channels is false? Deciding which types of channels to use to reach customers calls for analyzing customer needs, establishing channel objectives, identifying and evaluating channel alternatives Effective channel management calls for selecting intermediaries, and training and motivating them Three of the most important trends are the growth of vertical marketing systems, horizontal marketing systems and multi-channel marketing Channel conflict may result from goal incompatibility, poorly defined roles and rights, perceptual differences, and interdependent relationships Companies can manage channel conflict by striving for super-ordinate goals, exercising coercive and reward power, exchanging employees, co-optation, joint membership in trade associations, exercising legitimate power, charisma, diplomacy, mediation, arbitration, legal recourse, etc.