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

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

  1. 1. TOP 10 Learning Questions for<br />Chapter 22<br />Managing a Holistic Marketing Organization for the Long Run<br />Maria Gracielle Cecilia F. San Pedro<br />September 23, 2010<br />
  2. 2. Top 10 Question, Concept, Concept Explanation, Answer Series <br />For Chapter 22<br />Managing a Holistic Marketing Organization in the Long Run<br />1<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  3. 3. 1. Current trends in Marketing Practices are the following, except:<br />Outsourcing<br />Flattening<br />Advancing<br />Accelerating<br />None of the above<br />2<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  4. 4. Trends in Marketing<br />2<br /><ul><li>Reengineering
  5. 5. Outsourcing
  6. 6. Benchmarking
  7. 7. Supplier Partnering
  8. 8. Customer Partnering
  9. 9. Merging
  10. 10. Globalizing
  11. 11. Flattening
  12. 12. Focusing
  13. 13. Accelerating
  14. 14. Empowering</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  15. 15. In response to rapidly changing environment, companies have restructured their business and marketing practices.<br />3<br />Outsourcing involves buying of goods and services from outside vendors.<br />Flattening is reducing the number of organizational levels to get closer to the customers<br />Accelerating is designing the organization and processes to quickly respond to changes in the environment.<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  16. 16. 1. Current trends in Marketing Practices are the following, except:<br />Outsourcing<br />Flattening<br />Advancing<br />Accelerating<br />None of the above<br />4<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  17. 17. 2. The following are structures of Product Teams, except:<br />Rectangular Product Team<br />Triangular Product Team<br />Horizontal Product Team<br />Vertical Product Team<br />None of the above<br />5<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  18. 18. Structure of Product Teams<br />6<br />Vertical Product Team<br />Triangular Product Team<br />Horizontal Product Team<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  19. 19. A second alternative in a product-management organization is “Product Teams”<br />7<br />PM <br />R C<br />VERTICAL PRODUCT TEAM<br />TRIANGULAR PRODUCT TEAM<br />HORIZONTAL PRODUCT TEAM<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  20. 20. 2. The following are structures of Product Teams, except:<br />8<br />Rectangular Product Team<br />Triangular Product Team<br />Horizontal Product Team<br />Vertical Product Team<br />None of the above<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  21. 21. 3. Which of the following is not a key question in the Social Marketing Planning Process?<br />Where Are We?<br />What Do We Want To Achieve?<br />How Will We Get There?<br />How Will We Stay on Course?<br />None of the above<br />9<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  22. 22. Social Marketing Planning Process<br />10<br />Where Are We?<br />Where Do We Want To Go?<br />How Will We Get There?<br />How Will We Stay on Course?<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  23. 23. 11<br />The planning process involves the following:<br /><ul><li>Determination of program focus.
  24. 24. Selecting target audiences.
  25. 25. Product, Price, Distribution & Communication concerns.
  26. 26. Evaluation & Monitoring plans.
  27. 27. Completion of an Implementation Plan.</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />Social Marketing supports a cause.<br />
  28. 28. 3. Which of the following is not a key question in the Social Marketing Planning Process?<br />12<br />Where Are We?<br />What Do We Want To Achieve?<br />How Will We Get There?<br />How Will We Stay on Course?<br />None of the above<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  29. 29. 4. Which of the following is true?<br />Performance Measurement is not a step in the control process.<br />Goal Setting is a step in the control process.<br />Performance Diagnosis is not a step in the control process.<br />Preventive Action is a step in the control process.<br />None of the above<br />13<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  30. 30. The Control Process<br />14<br />What do we want to achieve?<br />What is happening?<br />Why is it happening?<br />What should we do about it?<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  31. 31. 15<br />The Control Process<br />What do we want to achieve? GOAL SETTING<br />What is happening? PERFORMANCE MEASUREMENT<br />Why is it happening? PERFORMANCE DIAGNOSIS<br />What should we do about it? CORRECTIVE ACTION<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  32. 32. 4. Which of the following is true?<br />16<br />Performance Measurement is not a step in the control process.<br />Goal Setting is a step in the control process.<br />Performance Diagnosis is not a step in the control process.<br />Preventive Action is a step in the control process.<br />None of the above<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  33. 33. 5. Marketing Departments may be organized in the following ways, except:<br />Functional Organization<br />Matrix-Management Organization<br />Demographic Organization<br />Brand Management Organization<br />None of the above<br />17<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  34. 34. Organizing the Marketing Department<br />18<br /><ul><li>Functional Organization
  35. 35. Geographic Organization
  36. 36. Product or Brand Management Organization
  37. 37. Market-Management Organization
  38. 38. Matrix-Management Organization</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  39. 39. 19<br />Organizing the Marketing Department<br /><ul><li>Internal marketing requires that everyone in the organization buy into the concepts and goals of marketing and engage in choosing, providing and communicating customer value. This can be achieved through organization of the Marketing Department.</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  40. 40. 5. Marketing Departments may be organized in the following ways, except:<br />20<br />Functional Organization<br />Matrix-Management Organization<br />Demographic Organization<br />Brand Management Organization<br />None of the above<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  41. 41. 6. “Where Are We?” In the SMP Process, this question addresses a _____ objective.<br />Setting of objectives and goals.<br />Designing the market offering.<br />Identifying campaign purpose.<br />Establishing budgets.<br />None of the above<br />21<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  42. 42. Social Marketing Planning Process<br />22<br />Where Are We?<br />Where Do We Want To Go?<br />How Will We Get There?<br />How Will We Stay on Course<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  43. 43. 23<br />SMP Process: “Where Are We?” <br /><ul><li>Determine program focus.
  44. 44. Identify campaign purpose.
  45. 45. Conduct an analysis of SWOT
  46. 46. Review past and similar efforts.</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  47. 47. 6. “Where Are We?” In the SMP Process, this question addresses a _____ objective.<br />24<br />Setting of objectives and goals.<br />Designing the market offering.<br />Identifying campaign purpose.<br />Establishing budgets.<br />None of the above<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  48. 48. 7. Which of the following is/are false?<br /><ul><li>Efficiency Control is a tool for Marketing Control.
  49. 49. Organizing the Marketing Department may take a form of a Matrix-Management Organization.
  50. 50. Profitability, Efficiency & Liquidity Controls are examples of Marketing Control.
  51. 51. Types of costs are direct, traceable and non-traceable costs.</li></ul>25<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  52. 52. Types of Marketing Control<br />26<br />Annual Plan Control<br />Profitability Control<br />Efficiency Control<br />Strategic Control<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  53. 53. 27<br />Types of Marketing Control<br /><ul><li>.</li></ul>Annual Plan Control – ensures actual results are compared with the annual plan<br />Profitability Control – involves financial analysis<br />Efficiency Control – operations and resource allocations are assessed<br />Strategic Control – periodically reassess its strategic approach to the marketplace<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  54. 54. 7. Which of the following is/are false?<br />28<br /><ul><li>Efficiency Control is a tool for Marketing Control.
  55. 55. Organizing the Marketing Department may take a form of a Matrix-Management Organization.
  56. 56. Profitability, Efficiency & Liquidity Controls are examples of Marketing Control.
  57. 57. Types of costs are direct, traceable and non-traceable costs.</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  58. 58. 8. Marketing Audits are _________.<br />independent, systematic, standardized & periodic <br />comprehensive, systematic, standardized & universal <br />standardized, systematic, periodic & comprehensive <br />periodic, independent, systematic & comprehensive<br />29<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  59. 59. Characteristics of Marketing Audits<br />30<br />Comprehensive <br />Systematic<br />Independent<br />Periodic<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  60. 60. 31<br />Characteristics of Marketing Audits<br /><ul><li>.</li></ul>Comprehensive - covers all major marketing activities<br />Systematic – orderly examination of the organization marketing environments, objectives, strategies, systems & activities.<br />Independent – objective & unbiased<br />Periodic – at specific time intervals or occurrence of red flag indicators<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  61. 61. 8. Marketing Audits are _________.<br />32<br />independent, systematic, standardized & periodic <br />comprehensive, systematic, standardized & universal <br />standardized, systematic, periodic & comprehensive <br />periodic, independent, systematic & comprehensive<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  62. 62. 9. The steps for Marketing Profitability are as follows, which is the exception?<br />Identify functional expenses.<br />Assign functional expenses to marketing entities.<br />Compute for profitability ratios.<br />Prepare a Profit & Loss Statement.<br />33<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  63. 63. Marketing Profitability Analysis<br />34<br /><ul><li>Step 1: Identify functional expenses.
  64. 64. Step 2: Assign functional expenses to marketing entities.
  65. 65. Step 3: Prepare a Profit & Loss Statement.</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  66. 66. 35<br />Marketing Profitability Analysis<br /><ul><li>.
  67. 67. Step 1: Identify functional expenses.
  68. 68. Step 2: Assign functional expenses to marketing entities.
  69. 69. Step 3: Prepare a Profit & Loss Statement.</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  70. 70. 9. The steps for Marketing Profitability are as follows, which is the exception?<br />36<br />Identify functional expenses.<br />Assign functional expenses to marketing entities.<br />Compute for profitability ratios.<br />Prepare a Profit & Loss Statement.<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  71. 71. 10. The following are approaches for Annual Plan Control, which is the exception?<br />Sales Analysis<br />Market Analysis<br />Market-based Scorecard Analysis<br />Sales to Expense Ratios<br />37<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  72. 72. Types of Marketing Control<br />38<br />Annual Plan Control<br />Profitability Control<br />Efficiency Control<br />Strategic Control<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  73. 73. Annual Plan Control<br />39<br /><ul><li>Sales Analysis
  74. 74. Market Share Analysis
  75. 75. Market-based Scorecard Analysis
  76. 76. Sales to Expense Ratios
  77. 77. Financial Analysis</li></ul>http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  78. 78. 10. The following are approaches for Annual Plan Control, which is the exception?<br />40<br />Sales Analysis<br />Market Analysis<br />Market-based Scorecard Analysis<br />Sales to Expense Ratios<br />http://ph.linkedin.com/in/graciellesanpedro/<br />gracielle.sanpedro18@gmail.com<br />
  79. 79. TOP 10 Learning Questions for<br />Chapter 22<br />Managing a Holistic Marketing Organization for the Long Run<br />Maria Gracielle Cecilia F. San Pedro<br />September 23, 2010<br />

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