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