10 questions markma

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10 questions markma

  1. 1. TOP 10 Learning Questions For Chapter 22 Managing a Holistic Marketing Organization for the Long Run Edgardo Mamuyac Jr December 17, 2010 http://jr-mamuyac.blogspot.com/
  2. 2. 1. Current trends in Marketing Practices are the following, except <ul><li>a. Accelerating </li></ul><ul><li>b. Advancing </li></ul><ul><li>c. Flattening </li></ul><ul><li>d. Outsourcing </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  3. 3. Trends in Marketing Practices <ul><li>Reengineering </li></ul><ul><li>Outsourcing </li></ul><ul><li>Benchmarking </li></ul><ul><li>Supplier partnering </li></ul><ul><li>Customer partnering </li></ul><ul><li>Merging </li></ul><ul><li>Globalizing </li></ul><ul><li>Flattening </li></ul><ul><li>Focusing </li></ul><ul><li>Accelerating </li></ul><ul><li>Empowering </li></ul>http://jr-mamuyac.blogspot.com/
  4. 4. Marketing Practices <ul><li>Accelerating is designing the organization and processes to quickly respond to changes in the environment </li></ul><ul><li>Flattening is reducing the number of organizational levels to get closer to the customers </li></ul><ul><li>Outsourcing involves buying of goods and services from outside vendors </li></ul>
  5. 5. 1. Current trends in Marketing Practices are the following, except <ul><li>a. Accelerating </li></ul><ul><li>b. Advancing </li></ul><ul><li>c. Flattening </li></ul><ul><li>d. Outsourcing </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  6. 6. 2. The following are under the Marketing Vice President in the Functional Organization, except <ul><li>a. New-products manager </li></ul><ul><li>b. Sales manager </li></ul><ul><li>c. Marketing administration manager </li></ul><ul><li>d. Marketing analyst manager </li></ul><ul><li>e. Marketing research manager </li></ul>http://jr-mamuyac.blogspot.com/
  7. 7. Functional Organization http://jr-mamuyac.blogspot.com/
  8. 8. 2. The following are under the Marketing Vice President in the Functional Organization, except <ul><li>a. New-products manager </li></ul><ul><li>b. Sales manager </li></ul><ul><li>c. Marketing administration manager </li></ul><ul><li>d. Marketing analyst manager </li></ul><ul><li>e. Marketing research manager </li></ul>http://jr-mamuyac.blogspot.com/
  9. 9. 3. These are the key questions for the Social Marketing Planning Process, except <ul><li>a. Where are we? </li></ul><ul><li>b. What are our goals? </li></ul><ul><li>c. Where do we want to go? </li></ul><ul><li>d. How will we get there? </li></ul><ul><li>e. How will we stay on course? </li></ul>http://jr-mamuyac.blogspot.com/
  10. 10. Social Marketing Planning Process http://jr-mamuyac.blogspot.com/ Where are we? Where do we want to go? How will we get there? How will we stay on course?
  11. 11. Social Marketing Supports a cause <ul><li>The planning process involves the following: </li></ul><ul><ul><ul><li>Determination of program focus </li></ul></ul></ul><ul><ul><ul><li>Selecting target audiences </li></ul></ul></ul><ul><ul><ul><li>Product, Price, Distribution & Communication concerns </li></ul></ul></ul><ul><ul><ul><li>Evaluation & Monitoring plans </li></ul></ul></ul><ul><ul><ul><li>Completion of an Implementation Plan </li></ul></ul></ul>http://jr-mamuyac.blogspot.com/
  12. 12. 3. These are the key questions for the Social Marketing Planning Process, except <ul><li>a. Where are we? </li></ul><ul><li>b. What are our goals? </li></ul><ul><li>c. Where do we want to go? </li></ul><ul><li>d. How will we get there? </li></ul><ul><li>e. How will we stay on course? </li></ul>http://jr-mamuyac.blogspot.com/
  13. 13. 4. The following are structures of a Product Team, except <ul><li>a. Triangular Product Team </li></ul><ul><li>b. Rectangular Product Team </li></ul><ul><li>c. Vertical Product Team </li></ul><ul><li>d. Horizontal Product Team </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  14. 14. Structure of a Product Team <ul><li>Triangular Product Team </li></ul><ul><ul><li>PM = Product Manager </li></ul></ul><ul><ul><li>R = Market Researcher </li></ul></ul><ul><ul><li>C = Communication Specialist </li></ul></ul>http://jr-mamuyac.blogspot.com/
  15. 15. Structure of a Product Team <ul><li>Vertical Product Team </li></ul><ul><ul><li>PM = Product Manager </li></ul></ul><ul><ul><li>APM = Associate PM </li></ul></ul><ul><ul><li>PA = Product Assistant </li></ul></ul>http://jr-mamuyac.blogspot.com/
  16. 16. Structure of a Product Team <ul><li>Horizontal Product Team </li></ul><ul><ul><li>PM = Product Manager </li></ul></ul><ul><ul><li>R = Market Researcher </li></ul></ul><ul><ul><li>C = Communication Specialist </li></ul></ul><ul><ul><li>S = Sales Manager </li></ul></ul><ul><ul><li>D = Distribution Specialist </li></ul></ul><ul><ul><li>F = Finance Specialist </li></ul></ul><ul><ul><li>E = Engineer </li></ul></ul>http://jr-mamuyac.blogspot.com/
  17. 17. 4. The following are structures of a Product Team, except <ul><li>a. Triangular Product Team </li></ul><ul><li>b. Rectangular Product Team </li></ul><ul><li>c. Vertical Product Team </li></ul><ul><li>d. Horizontal Product Team </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  18. 18. 5. These are the Corporate Social Responsibility, except <ul><li>a. Dynamics behavior </li></ul><ul><li>b. Socially responsible behavior </li></ul><ul><li>c. Ethical behavior </li></ul><ul><li>d. Legal behavior </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  19. 19. Corporate Social Responsibility http://jr-mamuyac.blogspot.com/ Ethical behavior Legal behavior Socially responsible behavior
  20. 20. 5. These are the Corporate Social Responsibility, except <ul><li>a. Dynamics behavior </li></ul><ul><li>b. Socially responsible behavior </li></ul><ul><li>c. Ethical behavior </li></ul><ul><li>d. Legal behavior </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  21. 21. 6. What are the Types of Marketing Control, except <ul><li>a. Annual plan control </li></ul><ul><li>b. Profitability control </li></ul><ul><li>c. Efficiency control </li></ul><ul><li>d. Strategic control </li></ul><ul><li>e. Effective control </li></ul>http://jr-mamuyac.blogspot.com/
  22. 22. Types of Marketing Control Annual plan control Profitability control Efficiency control Strategic control
  23. 23. Types of Marketing Control <ul><li>Annual Plan Control – ensures actual results are compared with the annual plan </li></ul><ul><li>Profitability Control – involves financial analysis </li></ul><ul><li>Efficiency Control – operations and resource allocations are assessed </li></ul><ul><li>Strategic Control – periodically reassess its strategic approach to the marketplace </li></ul>http://jr-mamuyac.blogspot.com/
  24. 24. 6. What are the Types of Marketing Control, except <ul><li>a. Annual plan control </li></ul><ul><li>b. Profitability control </li></ul><ul><li>c. Efficiency control </li></ul><ul><li>d. Strategic control </li></ul><ul><li>e. Effective control </li></ul>http://jr-mamuyac.blogspot.com/
  25. 25. 7. Which of the following is True about Control Process <ul><li>a. Performance Measurement is not a step in the control process </li></ul><ul><li>b. Goal Setting is a step in the control process </li></ul><ul><li>c. Performance Diagnosis is not a step in the control process </li></ul><ul><li>d. Preventive Action is a step in the control process </li></ul><ul><li>e. None of the above </li></ul>http://jr-mamuyac.blogspot.com/
  26. 26. The Control Process What do we want to achieve? What is happening? Why is it happening? What should we do about it?
  27. 27. The Control Process <ul><li>What do we want to achieve? GOAL SETTING </li></ul><ul><li>What is happening? PERFORMANCE MEASUREMENT </li></ul><ul><li>Why is it happening? PERFORMANCE DIAGNOSIS </li></ul><ul><li>What should we do about it? CORRECTIVE ACTION </li></ul>http://jr-mamuyac.blogspot.com/
  28. 28. 7. Which of the following is True about Control Process <ul><li>a. Performance Measurement is not a step in the control process </li></ul><ul><li>b. Goal Setting is a step in the control process </li></ul><ul><li>c. Performance Diagnosis is not a step in the control process </li></ul><ul><li>d. Preventive Action is a step in the control process </li></ul><ul><li>e. None of the above </li></ul>http://jr-mamuyac.blogspot.com/
  29. 29. 8. The steps of Marketing Profitability are as follows, except <ul><li>a. Identify functional expenses </li></ul><ul><li>b. Compute for profitability ratios </li></ul><ul><li>c. Assign functional expenses to marketing entities </li></ul><ul><li>d. Prepare a profit-and-loss statement for each marketing entities </li></ul><ul><li>e. All of above </li></ul>http://jr-mamuyac.blogspot.com/
  30. 30. Marketing Profitability Analysis <ul><li>Step 1: Identify functional expenses </li></ul><ul><li>Step 2: Assign functional expenses to marketing entities </li></ul><ul><li>Step 3: Prepare a profit-loss statement for each marketing entity </li></ul>http://jr-mamuyac.blogspot.com/
  31. 31. 8. The steps of Marketing Profitability are as follows, except <ul><li>a. Identify functional expenses </li></ul><ul><li>b. Compute for profitability ratios </li></ul><ul><li>c. Assign functional expenses to marketing entities </li></ul><ul><li>d. Prepare a profit-and-loss statement for each marketing entities </li></ul><ul><li>e. All of above </li></ul>http://jr-mamuyac.blogspot.com/
  32. 32. 9. What are the Characteristics of Marketing Audits, except <ul><li>a. Comprehensive </li></ul><ul><li>b. Systematic </li></ul><ul><li>c. Independent </li></ul><ul><li>d. Statistics </li></ul><ul><li>e. Periodic </li></ul>http://jr-mamuyac.blogspot.com/
  33. 33. Characteristics of Marketing Audits <ul><li>Comprehensive – covers all major marketing activities </li></ul><ul><li>Systematic – orderly examination of the organization marketing environments, objectives, strategies, systems & activities </li></ul><ul><li>Independent – objective & unbiased </li></ul><ul><li>Periodic – at specific time intervals or occurance of red flag indicators </li></ul>http://jr-mamuyac.blogspot.com/
  34. 34. 9. What are the Characteristics of Marketing Audits, except <ul><li>a. Comprehensive </li></ul><ul><li>b. Systematic </li></ul><ul><li>c. Independent </li></ul><ul><li>d. Statistics </li></ul><ul><li>e. Periodic </li></ul>http://jr-mamuyac.blogspot.com/
  35. 35. 10. These are the types of Branding a Cause Marketing Program, except <ul><li>a. Self branded </li></ul><ul><li>b. Co-branded </li></ul><ul><li>c. Extend branded </li></ul><ul><li>d. Jointly branded </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  36. 36. Branding a Cause Marketing Program <ul><li>Self-branded : Create Own Cause Program </li></ul><ul><li>Co-branded : Link to Existing Cause Program </li></ul><ul><li>Jointly branded : Link to Existing Cause Program </li></ul>http://jr-mamuyac.blogspot.com/
  37. 37. 10. These are the types of Branding a Cause Marketing Program, except <ul><li>a. Self branded </li></ul><ul><li>b. Co-branded </li></ul><ul><li>c. Extend branded </li></ul><ul><li>d. Jointly branded </li></ul><ul><li>e. None of above </li></ul>http://jr-mamuyac.blogspot.com/
  38. 38. TOP 10 Learning Questions For Chapter 22 Managing a Holistic Marketing Organization for the Long Run Edgardo Mamuyac Jr December 17, 2010 http://jr-mamuyac.blogspot.com/

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