MKTG 512 –Marketing Management Midterm Exam(Tota

MKTG 512
–
Marketing Management
Midterm Exam
(Total 100 Points)
Answer All Questions. Each answer to your question requires
examples to
support your analysis. Your exam requires you to answer
individually;
this
is not a group work/test. Plagiarism checker should not
attribute your work
to
be more than 10%. If you need help with your writ
ing, check with our
writing department or with me before you submit.
Midterm Exam is due on 10/22/18 at 6 PM (EST). No late
submission will

be accepted.
1.
The marketing research process consists of definite set process
to help
make decisions. Explain each step
-
in detail with examples.
2.
Explain the purpose of the two complementary
approaches to measuring
marketing productivity. How have you used it in your
marketing plan. In
addition, find an example of an organization that has used this
approach.
3.
The value chain is a tool for identifying key activities that
create value
and cost
s in a specific business. Identify the value chain activities first
for

your project and second, explain the concept using an example.
4.
According to one view, holistic marketing maximizes value
exploration by
understanding the relationships between the
customer’s cognitive space,
the company’s competence space, and the collaborator’s
resource space;
maximizes value creation by identifying new customer benefits
from the
customer’s cognitive space. Define and explain this concept.
what is the
purpose of u
nderstanding the cognitive part of the customer? How has
Apple or Amazon utilized this concept to their advantage or
they have failed
to use this concept?
5.
The corporate strategy establishes the framework within which
the
di

visions and business units prepare their strategic plans. Setting
a
corporate strategy means defining the corporate mission,
establishing
strategic business units (SBUs), assigning resources to each,
and
assessing growth opportunities. Explain with exampl
es how this concept
helps an organization with its marketing plan. Describe how
you plan to
use this concept in your project.
6.
In the social
-
cultural arena, marketers must understand people’s views
of themselves, others, organizations, society, nature,
and the universe.
They must market products that correspond to society’s core
and
secondary values and address the needs of different subcultures

within a
society. Use PESTEL to analyze this question, use examples to
support
your answers.
7.
In the politi
cal
-
legal environment, marketers must work within the many
laws regulating business practices and with various special
-
interest groups.
How do you navigate this maze? Please use examples of Ford,
Apple and
Samsung to answer.
8.
The marketing research proce
ss consists of defining the problem,
decision alternatives; and research objectives; developing the
research

plan; collecting the information; analyzing the information;
presenting the
findings to management; and making the decision. Explain in
detail each
step with an example. Second, what is the process you have set
up for
your class project?
9.
Quality is the totality of features and characteristics of a
product or
service that bear on its ability to satisfy stated or implied needs.
Marketers
play a key
role in achieving high levels of total quality so that firms
remain
solvent and profitable. How do you achieve quality and what
are the steps
in attaining quality for your product.
Answer Any O
ne Case:
Company Case 1

In
-
N
-
Out Burger: Customer Value
the Old
-
Fashioned Way
In
1948, Harry and Esther Snyder opened the first In
-
N
-
Out
Burger in Baldwin Park, California. It was a simple
double
drive
-

thru setup with the kitchen between two service lanes, a
walk
-
up window, and outdoor seating. The
menu consisted of
burgers, shakes, so
ft drinks, and fries. This format was common
for the time period. In fact,
another burger joint that fit this
same description opened up the very same year just 45 minutes
away from the first
In
-
N
-
Out Burger. It was called
McDonald’s. Today
, McDonald’s boa

sts over 34,000 stores worldwide that
bring in more than $88 billion every year. In
-
N
-
Out has only
281 stores in five states, good for an estimated $625
million a
year. Based on the outcomes, it would seem that McDonald’s
has emerged the clear victor.
But
In
-
N
-
Out never wanted to be another McDonald’s.
And despite its smaller size
—

or perhaps because of it
—
In
-
N
-
Out’s customers like the regional chain just the way it
is. When it comes to customer satisfaction, In
-
N
-
Out
beats
McDonald’s
hands down. It regular
ly posts the highest customer
satisfaction scores of any fast
-

food restaurant
in its market areas.
Compared to McDonald’s customers, patro
ns of In
-
N
-
Out are
really
“lovin’ it.” Just about anyone who has been to
an In
-
N
-
Out
believes it’s the best burger the
y’ve ever had. It comes as no surprise,
then, that the average per

-
store
sales for In
-
N
-
Out eclipse
those of McDonald’s and are double the industry average.
Breaking All the Rules
According to Stacy Perman, author of a definitive book on
In
-
N
-
Out, the
company has achieved unequivocal
success by
“breaking all the rules.” By rules, Ms. Perman refers to the

standard business practices for the fast
-
food
industry and even
retail in general. In
-
N
-
Out has maintained a tenacious focus on
customer well
-
being, bu
t it has
done so by doing the unthinkable:
not changing. The company’s original philosophy is still
in place today and best
illustrates the basis for the company’s
rule breaking: “Give customers the freshest, highest quality

foods you can buy
and provide t
hem with friendly service in
a sparkling clean environment.” The big burger giants might
take exception to the idea that they aren’t providing the same
customer focus. But let’s take a closer look at what
these things
mean to In
-
N
-
Out.
For starters, at In
-
N
-
Out, quality food means fresh food.
Burgers are made from 100

percent pure beef
—
no additives,
fillers, or preservatives. In
-
N
-
Out owns and operates its own
patty
-
making
commissaries, ensuring that every burger is fresh
and never frozen. Vegetables are sl
iced and diced by hand in every
restaurant. Fries are even made from whole potatoes. And,
yes, milkshakes are made from real ice cream. In an
industry
that has progressively become more and more enamored with

processing technologies such as
cryogenically f
reezing foods
and preparing all ingredients in off
-
site warehouses, In
-
N
-
Out
is indeed an anomaly. In
fact, you won’t even find a freezer,
heating lamp, or microwave oven in an In
-
N
-
Out restaurant.
From the beginning, the company slogan has been “Quality

y
ou can taste.” And customers are convinced that they
can do
just that.
In
-
N
-
Out hasn’t changed its formula for freshness. But
in another deviation from the norm, it also
hasn’t changed its
menu. Unlike McDonald’s or Wendy’s, which introduce
seemingly
unending streams of new
menu items, In
-
N
-

Out stays true
to Harry Snyder’s original mantra: “Keep it real simple. Do one
thing and do it the best you can.” This charge from the founder
focuses on what the chain has always done well:
making really
good hambu
rgers, really goo
d fries, and really good shakes
that’s it. While others have focused on
menu expansion in constant
search of the next hit item to drive traffic, In
-
N
-
Out has
tenaciously stuck to the basics.
In fact, it took 60 years for the
company to ad

d 7up and Dr. Pepper to its menu.
Although the limited menu might
seem restrictive, customers
don’t feel that way. In another demonstration of commitment
to customers, In
-
N
-
Out
employees will gladly make
any of the menu items in a truly customized fashion.
From the
chain’s earliest years,
menu modifications became such a norm
at In
-
N
-

Out that a “secret” menu emerged consisting of code
words that
aren’t posted on regular menu boards. So customers
in the know can order their burgers “animal style” (pickles,
e
xtra
spread, grilled onions, and a mustard
-
fried patty). Whereas the
“Double
-
Double” (double meat, double cheese)
is on the menu,
burgers can also be ordered in 3
×
3 or 4
×
4 configurations.

Fries can also be order animal style (two slices of cheese,
grilled
onions, and spread), well done, or light. A
Neapolitan shake is
a mixture of chocolate, vanilla, and strawberry shakes. The list
goes on and on. Knowledge of
this secret menu is yet another
thing that makes customers feel special.
It’s not just
In
-
N
-
Out’s food that pleases
customers. The
chain also features well
-
trained employees who deliver unexpectedly

friendly service. In
-
N
-
Out
hires and retains outgoing,
enthusiastic, and capable employees and treats them very
well. It pays new part
-
time staf
f
$10.50 an hour and gives them
regular raises. Part
-
timers also receive paid vacations. General managers make over
$100,000 a year plus bonuses and receive a
full
-

benefit package that rivals anything in the corporate world.
Managers who meet goals are sen
t on lavish trips with their
spouses, often to Europe in first
-
class seats. For gala
events,
managers wear tuxedos. Executives believe that the men and
women who run In
-
N
-
Out stores stand
shoulder
-
to
-
shoulder

with any blue
-
chip manager, and want them to fe
el that way.
Managers are promoted from
within. In fact, 80 percent of
In
-
N
-
Out managers started at the very bottom. As a result,
In
-
N
-
Out has one of the
lowest turnover rates in an industry
infamous for high turnover.

Happy, motivated employees help creat
e loyal,
satisfied
customers. In fact, words like
loyal
and
satisfied
don’t do justice
to how customers feel about In
-
N
-
Out
Burger. The restaurant
chain has developed an unparalleled cult following. When
a new In
-
N

-
Out first opens, the
line of cars often s
tretches out a
mile or more, and people stand in line for hours to get a burger,
fries, and a shake. Fans have been known to camp overnight to
be the first in line. When In
-
N
-
Out made its debut in
Texas, one
woman cried. “Pinch me, it just doesn’t feel rea
l,” whimpered
customer Danielle DeInnocentes,
overcome with emotion as
the reality of her newfound proximity to the burger chain set in.
Slow Growth Nurtures Fans

Some observers point out that it’s probably more than just
the food and the service that
created In
-
N
-
Out’s diehard customer
base. Because of In
-
N
-
Out’s slow
-
growth expansion
strategy, you won’t find one
of the famous red
-
and

-
white
stores with crisscrossed palm trees on every corner. By 1976,
In
-
N
-
Out had grown to only 18 southern California s
tores,
whereas McDonald’s
and Burger King had
opened thousands
of stores worldwide. It took In
-
N
-
Out 40 years to open its
first non

-
California
store in Las Vegas. And even as the company
expands into Arizona,
Utah, and Texas, it sticks tenaciously
to its p
olicy of not opening more than about 10 stores
per year.
The lack of access to an In
-
N
-
Out in most
states has created
legions of cravers coast to coast. Fans have created countless
Facebook pages, filled with posts by
consumers begging
the family

-
owned cor
poration to bring In
-
N
-
Out to their states.
But In
-
N
-
Out’s policy is driven
by its commitment to quality. It
will open a new store only when it has trained management and
company
-
owned
distribution centers in place.

The scarcity of In
-
N
-
Out stores only add
s to its allure. Customers
regularly go out of
their way and drive long distances to
get their fix. Having to drive a little further contributes to the
feeling that going
to In
-
N
-
Out is an event. Out
-
of
-

state visitors
in the know often put an In
-
N
-
Out stop
high on their list of
things to
do. Jeff Rose, a financial planner from Carbondale,
Illinois, always stops at In
-
N
-
Out first when he visits Las Vegas
to see his mother. “You have to pass it when you drive to her
house,” he says in his defense. “It’s not
like the time I
paid an

extra $40 in cab fare to visit an In
-
N
-
Out on the way to the San
Diego airport.”
Consistent with the other
elements of its simple
-
yet
-
focused
strategy, In
-
N
-
Out doesn’t spend much on advertising
it

doesn’t have to. In fact,
althoug
h the company doesn’t release
financial figures, some estimates place total promotional
spendin
g
at less than 1 percent of revenues. McDonald’s shells out
7 percent of its revenue on advertising. In
-
N
-
Out’s small
promotional
budget is for local billboards
and radio ads. But when
it comes to really spreading the word, In
-
N

-
Out
lets its customers
do the heavy lifting. Customers truly are apostles for the
brand. They proudly wear In
-
N
-
Out T
-
shirts and slap In
-
N
-
Out
bumper stickers on their cars. Rabid regulars
drag a constant
stream of new devotees into

restaurants, an act often referred
to as “the conversion.” They can’t wait to pass along the secret
menu codes and
share the sublime pleasures of diving into a
4
×
4 animal style. “When you tell someone else wha
t ‘animal
style’ means,” says an analyst, “you feel like you’re passing on
a
secret handshake. People really get into the whole
thing.”
In
-
N
-
Out doesn’t use paid endorsers, but word
-
of

-
mouth
praise regularly flows from the mouths of A
-
list
celebrities.
Whe
n former
Tonight Show
host Conan O’Brien asked Tom
Hanks what he recommended doing in Los
Angeles, Hanks
replied,” One of the true great things about Los Angeles is
In
-
N
-
Out Burger.” Paris Hilton famously

claimed she was on
her way to In
-
N
-
Out when she was
pulled over for a DUI. And
paparazzi have snapped shots of
scores of celebrities getting an
In
-
N
-
Out fix, including Miley Cyrus, Selena Gomez, Christian
Slater, and Nick
Jonas. The fact that such celebrities aren’t paid
to pay homage to the brand undersco
res that In

-
N
-
Out is truly
a hip
place.
A Questionable Future?
Many analysts have questioned whether or not In
-
N
-
Out can sustain
its unwavering 65
-
year run. For example, the
company that
had been run only by Harry, Esther, or one of their two sons for
its

first 58 years hit a barrier in 2006
when Esther Snyder passed
away. The only direct descendant of the Snyder family at that
time was 23
-
year
-
old
Lynsi Martinez, who was not yet in a position
to take over the company. That left In
-
N
-
Out in the hands
of Mar
k Taylor, the former vice president of operations. But as
directed by Esther Snyder’s will, granddaughter
Lynsi took over

as In
-
N
-
Out’s sixth president in 2010 before her 28th birthday.
Often described as shy, Martinez has
progressively gained ownership
of
the company and will have full control in 2017.
The changing of the executive
guard has gone largely unnoticed
by customers and fans, an indication that the In
-
N
-
Out
legacy carries on. With
long lines still snaking out the door of

any location at lunchtim
e, demand seems as high as ever. “The
more chains like McDonald’s and Burger King change and
expand,
the more In
-
N
-
Out sticks to its guns,” says the
analyst. “In
a way, it symbolizes the ideal American way of doing business:
Treating people well, focusing
on product quality, and being
very successful.” In
-
N
-
Out’s customers couldn’t agree

more.
When it comes to fast
-
food chains, delighted customers will
tell you, “There’s In
-
N
-
Out, and then there’s
everyone else.”
Answer the following questions in detail:
1.
Describe In
-
N
-
Out in terms of the value
it provides for

customers.
2.
Evaluate In
-
N
-
Out’s performance relative to customer
expectations.
What is the outcome of this process?
3.
Should In
-
N
-
Out adopt a high
-
growth strategy? Why or
why not?

4.
With so many customers thrilled by In
-
N
-
Out’s “
no
-
cha
nge” philosophy, why don’t more burger chains follow
suit?
Dyson: Solving Customer
Problems in Ways They
Never Imagined
From a head
-
on perspective, it has a sleek, stunning stainless
steel design. With wings that extend downward at a 15

-
degree
angle from
its center, it appears ready for takeoff. The latest
aeronautic design from Boeing? No. It’s the most innovative
sink faucet to hit the market in decades. Dyson
—
the company
famous for vacuum cleaners, hand dryers, and fans unlike
anything
else on the marke
t
—
is about to revolutionize the traditional
sink faucet.
The Airblade Tap
—
a faucet that washes

and
dries hands
with completely touch
-
free operation
—
is the latest in a line of
revolutionary Dyson products that have reinvented their
categories.
In fact,
Dyson was founded on a few very simple principles.
First, every Dyson product must provide real consumer benefits
that make life easier. Second, each product must take a totally
unique approach to accomplishing common, everyday tasks.
Finally,
each Dyson p
roduct must infuse excitement into products
that are so mundane, most people never think much about them.
The Man behind the Name

James Dyson was born and raised in the United Kingdom. After
studying design at the Royal College of Art, he had initially
pla
nned to design and build geodesic structures for use as
commercial
space. But with no money to get his venture started,
he took a job working for an acquaintance who handed him a
blow torch and challenged him to create a prototype for an
amphibious
landing
craft. With no welding experience, he figured
things out on his own. Before long, the company was selling
200 boats a year based on his design.
That trial
-
and
-
error approach came naturally to Dyson,
who applied it to create Dyson Inc.’s first product. In

1979, he
had purchased what claimed was the most powerful vacuum
cleaner on the market. He found it to be anything but. Instead,
it seemed simply to move dirt around the room. This left Dyson
wondering why no one had yet invented a decent vacuum
cleaner. A
t that point, he remembered something he’d seen in
an industrial sawmill
—
a cyclonic separator that removed dust
from the air. Why wouldn’t that approach work well in vacuum
cleaners? “I thought no one was bothering to use technology in
vacuum cleaners,” sa
id Dyson. Indeed, the core technology of
vacuum motors at the time was more than 150 years old. “I saw
a great opportunity to improve.”
Dyson then did something that very few people would have
the patience or the vision to do. He spent 15 years and made

5,127 vacuum prototypes
—
all based on a bag
-
less cyclonic
separator
—
before he had the one that went to market. In his
own words, “There were 5,126 failures. But I learned from each
one. That’s how I came up with a solution.”
Dyson’s all
-
new vacuum was far m
ore than techno
-
gadgetry.
Dyson had developed a completely new motor that ran
at 110,000 revolutions per minute

—
three times faster than any
other vacuum on the market. It provided tremendous suction
that other brands simply couldn’t match. The bag
-
less des
ign
was very effective at removing dirt and particles from the air,
and the machine was much easier to clean out than vacuums
requiring the messy process of changing bags. The vacuum also
maneuvered more easily and could reach places other vacuums
could no
t. Dyson’s vacuum really worked.
With a finished product in hand, Dyson pitched it to all
the appliance makers. None of them wanted it. So Dyson
borrowed
$900,000 and began manufacturing the vacuum himself.
He then convinced a mail

-
order catalog to carry t
he Dyson instead
of Hoover or Electrolux, “Because your catalog is boring.”
Dyson
vacuums were soon picked up by other mail order
catalogs, then by small appliance chains, and then by large
department
stores. By the late 1990s, Dyson’s full line of vacuums
were being distributed in multiple global markets. At that
point, Dyson, the company that had quickly become known for
vacuum cleaners, was already on to its next big thing.
The Dyson Method
During the development of Dyson’s vacuums, a development
model
began to take shape. Take everyday products, focus on
their shortcomings, and improve them to the point of
reinvention.
“I like going for unglamorous products and making them a
pleasure

to use,” Dyson told
Fortune
magazine. By taking this route,
the compa
ny finds solutions to the problems it is trying to solve.
At the same time, it sometimes finds solutions for other
problems.
For example, the vacuum motor Dyson developed sucked
air with unprecedented strength. But the flipside of vacuum
suction is exhaust
. Why couldn’t such a motor blow air at wet
hands so fast that the water would be pressed off in a
squeegeelike
manner, rather than the slow, evaporative approach employed
by commercial hand dryers?
With that realization, Dyson created and launched the Air
blade,
a hand dryer that blows air through a .2
-

millimeter slot
at 420 miles per hour. It dries hands in 12 seconds, rather than
the more typical 40 seconds required by other hand dryers. It
also uses cold air
—
a huge departure from the standard warm
-
air
ap
proach of existing commercial dryers. This not only reduced
energy consumption by 75 percent
—
a major bonus for commercial
enterprises that pay the electric bills
—
but customers were
much more likely to use a product that worked fast and did the
job right.

W
ith very observable benefits, the Airblade was rapidly
adopted by commercial customers. For example, as part of a
comprehensive plan to improve its environmental impact, Los
Angeles International Airport (LAX) was looking for a solution
to the financial
and environmental costs of manufacturing, distributing,
and servicing the paper towel dispensers in more than
100 restrooms throughout its terminals. Switching to recycled
paper towels helped, but only minimally. The energy used by
conventional hand dryers
made them an unattractive alternative.
But when LAX management saw a demonstration of the Dyson
Airblade, it was a no
-
brainer. With Airblades installed throughout
its terminals, LAX was able to significantly reduce landfill

waste as well as costs. The ove
rwhelmingly positive feedback
from travelers was icing on the cake.
Today’s Airblades have evolved, guided by Dyson’s
customer
-
centric approach to developing products. With the first
Airblade, it was apparent that all that high
-
powered air is noisy.
So Dy
son spent seven years and a staggering $42 million to develop
the V4 motor, one of the smallest and quietest commercial
motors available. The new Airblade is quieter and almost
six pounds lighter than the original. But even more advanced is
Dyson’s new Bla
de V, a sleeker design that is 60 percent thinner
than the Airblade, protruding only four inches from the wall.

Assessing Real Customer Needs
Although Dyson sees itself as a technology
-
driven company, it
develops products with the end
-
user in mind. But rat
her than using
traditional market research methods, Dyson takes a different
approach. “Dyson avoids the kind of focus group techniques
that are, frankly, completely averaging,” says Adam Rostrom,
group marketing director for Dyson. “Most companies start
with the consumer and say, ‘Hey Mr. or Mrs. X, what do you
want from your toothbrush tomorrow or what do you want from
your shampoo tomorrow?’ The depressing reality is that often
you won’t get many inspiring answers.”
Rather, Dyson’s uses an approach it c
alls “interrogating

products” to develop new products that produce real solutions
to customer problems. After identifying the most obvious
shortcomings
for everyday products, it finds ways to improve them.
It then tests prototypes with real consumers under
heavy nondisclosure
agreements. In this manner, Dyson can observe consumer
reactions in the context of real people using products in
their real lives.
This approach enables Dyson to develop revolutionary
products like the Air Multiplier, a fan that moves
large volumes
of air around a room with no blades. In fact, the Air Multiplier
looks nothing like a fan. By using technology similar to that
found in turbochargers and jet engines, the Air Multiplier draws
air in, amplifies it 18 times, and spits it back o
ut in an uninterrupted
stream that eliminates the buffeting and direct air pressure
of conventional fans. Referring to the standard methods

of assessing customer needs and wants, Rostrom explains, “If
you . . . asked people what they wanted from their fan
tomorrow,
they wouldn’t say ‘get rid of the blades.’ Our approach is
about product breakthroughs rather than the approach of just
running a focus group and testing a concept.
No
-
Nonsense Promotion
In yet another departure from conventional marketing, Dyson
claims to shun one of the core concepts of marketing. “There is
only one word that’s banned in our company: brand,” Mr. Dyson
proclaimed at
Wired
magazine’s
Disruption By Design
conference.

What Dyson seems to mean is that the company is not
about
creating images and associations that do not originate
with the quality and function of the product itself. “We’re only
as good as our latest product.”
With its rigid focus on product quality and its innovative
approaches to common problems, Dyson’s approa
ch to brand
building centers on simply letting its products speak for
themselves.
Indeed, from the mid
-
1990s when it started promoting
its bag
-
less vacuums, Dyson invested heavily in television advertising.
But unlike most creative approaches, Dyson’s ads
are
simple and straightforward, explaining to viewers immediately

what the product is, what it does, and why they need one.
“It’s a really rational subject matter that we work on, so we
don’t need to use white horses on beaches or anything like
that,”
Rost
rom says, referring to Dyson’s no
-
nonsense approach to
advertising. “We need only to explain the products. One thing
we’re careful to avoid is resorting to industry
-
standard ways of
communicating
—
fluffy dogs and sleeping babies and so on. We
don’t want to
blend in that way.”
Today, Dyson complements traditional advertising with

digital efforts. Like its TV advertising, such methods are
simple,
straightforward, and right to the point. For example, e
-
mail
communications are used sparingly, targeted to existin
g customers,
and timed for maximum impact. And beyond the media
it buys, Dyson considers public relations as the promotional
medium that carries most of the weight. From product reviews
in the mainstream media to online reviews and tweets about its
products, word of its Dyson’s products gets around fast.
The Airblade Tap sink faucet, Dyson’s most recent new
product, is a microcosm of Dyson’s marketing strategy. It took
125 engineers three years and 3,300 prototypes to develop the
final product. The A
irblade Tap provides clearly communicated
solutions to everyday problems
—

solutions that make life
easier. It solves those problems in ways that no other product
has ever attempted, claiming to “reinvent the way we wash our
hands.” And it injects style into
an otherwise boring product.
Dyson sums it up this way: “Washing and drying your hands
tends not to be a very pleasant experience. Water splashes,
paper
is wasted, and germs are passed along. The Tap is a totally
different experience. You have your own si
nk, your own dryer.”
And at $1,500, it illustrates another element of the Dyson
marketing
mix
—
a high price point that communicates quality and
benefits that are worth it.
If the Airblade Tap is a hit, it will serve to forward Dyson’s
goal of doubling its a

nnual revenues of $1.5 billion “quite
quickly.” The company is not only continuing to demonstrate
that it can come up with winning products again and again, it
is expanding throughout the world at a rapid pace. Dyson
products
are sold in over 50 global mar
kets, selling well in emerging
economies as well as developed first
-
world nations. Dyson
does well in both economic good times and recessionary
periods.
Dyson also sees another big move in its future
—
a chain of
company stores (as many as 20,000 stores in t
he United States
alone) carved in the image of Apple’s beloved hangouts. From

a single vacuum cleaner to what Dyson is today in less than
20 years
—
that’s quite an evolution.
Answer All Ques
tions in Detail with examples
1.
Write a market
-
oriented mission statement for Dyson.
2.
What are Dyson’s goals and objectives?
3.
Does Dyson have a business portfolio? Explain.
4.
Discuss Dyson’s marketing mix techniques and how they
fit within the context of its business and marketing strategy.
5.

Is Dyson a customer
-
centered company? Exp
lain.

MKTG 512 –Marketing Management Midterm Exam(Tota

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