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Markman assignment(q & a)

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Markman assignment(q & a)

  1. 1. TOP 10 Learning Questions for Chapter 11 Dealing with Competition Restituto R. Mines Jr. May 25, 2010
  2. 2. <ul><li>Competitors is define as companies that satisfies the same customer______ </li></ul><ul><li>Wants </li></ul><ul><li>Needs </li></ul><ul><li>Demands </li></ul><ul><li>Needs, Wants or Demands </li></ul><ul><li>Stated and Unstated Needs </li></ul>
  3. 3. 2. ______ firms that serve small market segment <ul><li>Market Nicher </li></ul><ul><li>Market Follower </li></ul><ul><li>Market Challenger </li></ul><ul><li>Market Leader </li></ul>
  4. 4. 3. In analyzing competition, companies must determine the following except: <ul><li>Strength </li></ul><ul><li>Weakness </li></ul><ul><li>Objective </li></ul><ul><li>Strategy </li></ul><ul><li>Opportunities </li></ul>
  5. 5. 4. When selecting customers, we can retain the following except: <ul><li>Not vulnerable, valuable </li></ul><ul><li>Vulnerable, not valuable </li></ul><ul><li>Vulnerable, valuable </li></ul><ul><li>Not vulnerable, not valuable </li></ul><ul><li>Profitable, valuable </li></ul>
  6. 6. 5. As one of the defense strategies of a dominant firm, which is true? <ul><li>Diversification into unrelated/new industries </li></ul><ul><li>Attack after the competitor starts its offense </li></ul><ul><li>C. Reassigning resources to weaker territories </li></ul><ul><li>D. Reintroduction of products </li></ul><ul><li>E. Raised product price versus </li></ul><ul><li>competition </li></ul>
  7. 7. 6. In benchmarking against competition, which step is false? <ul><li>Identify key variables to measure </li></ul><ul><li>Determine which function to benchmark </li></ul><ul><li>Measure company’s performance </li></ul><ul><li>Determine product sales & profitability </li></ul><ul><li>Measure performance of best-in-class companies </li></ul>
  8. 8. 7. Increasing the level of product consumption is an example of: <ul><li>Defending market share strategy </li></ul><ul><li>Expanding market share strategy </li></ul><ul><li>Expanding total market strategy </li></ul><ul><li>Market Follower strategy </li></ul><ul><li>Market Nicher strategy </li></ul>
  9. 9. 8. How can small brands compete in the market: <ul><li>Use conventional communication </li></ul><ul><li>Be consumer-centered </li></ul><ul><li>Focus on target and message </li></ul><ul><li>Do not commit </li></ul><ul><li>Do not build any identity </li></ul>
  10. 10. 9. Reaction of Competitor-centered companies: <ul><li>Installation of 24-hour customer hot line </li></ul><ul><li>Conducting customer satisfaction survey </li></ul><ul><li>Increase of advertising & promotion budget </li></ul><ul><li>Improve quality control & assurance </li></ul><ul><li>Efficient customer service </li></ul>
  11. 11. 10. Oil companies can easily reduce supplies or raised prices. What threat these competitive force present: <ul><li>Threat of buyer’s growing bargaining power </li></ul><ul><li>Threat of substitute products </li></ul><ul><li>Threat of new entrants </li></ul><ul><li>Threat of Suppliers’ growing bargaining power </li></ul><ul><li>Threat of intense segment rivalry </li></ul>
  12. 12. TOP 10 Learning Questions for Chapter 11 Dealing with Competition Restituto R. Mines Jr. May 25, 2010
  13. 13. <ul><li>Competitors is define as companies that satisfies the same customer______ </li></ul><ul><li>Wants </li></ul><ul><li>Needs </li></ul><ul><li>Demands </li></ul><ul><li>Needs, Wants or Demands </li></ul><ul><li>Stated and Unstated Needs </li></ul>
  14. 14. 2. ______ firms that serve small market segment <ul><li>Market Nicher </li></ul><ul><li>Market Follower </li></ul><ul><li>Market Challenger </li></ul><ul><li>Market Leader </li></ul>
  15. 15. 3. In analyzing competition, companies must determine the following except: <ul><li>Strength </li></ul><ul><li>Weakness </li></ul><ul><li>Objective </li></ul><ul><li>Strategy </li></ul><ul><li>Opportunities </li></ul>
  16. 16. 4. When selecting customers, we can retain the following except: <ul><li>Not vulnerable/valuable </li></ul><ul><li>Vulnerable/not valuable </li></ul><ul><li>Vulnerable/valuable </li></ul><ul><li>Not vulnerable/not valuable </li></ul><ul><li>Profitable/valuable </li></ul>
  17. 17. 5. Defense strategy of a dominant firm, which is true? <ul><li>Diversification into unrelated/new industries </li></ul><ul><li>Attack after the competitor starts its offense </li></ul><ul><li>C. Reassigning resources to weaker territories </li></ul><ul><li>D. Reintroduction of products </li></ul><ul><li>E. Raised product price versus </li></ul><ul><li>competition </li></ul>
  18. 18. 6. In benchmarking against competition, which step is false? <ul><li>Identify key variables to measure </li></ul><ul><li>Determine which function to benchmark </li></ul><ul><li>Measure company’s performance </li></ul><ul><li>Determine product sales & profitability </li></ul><ul><li>Measure performance of best-in-class companies </li></ul>
  19. 19. 7. Increasing the level of product consumption is an example of: <ul><li>Defending market share strategy </li></ul><ul><li>Expanding market share strategy </li></ul><ul><li>Expanding total market strategy </li></ul><ul><li>Market Follower strategy </li></ul><ul><li>Market Nicher strategy </li></ul>
  20. 20. 8. How can small brands compete in the market: <ul><li>Use conventional communication </li></ul><ul><li>Be consumer-centered </li></ul><ul><li>Focus on target and message </li></ul><ul><li>Do not commit </li></ul><ul><li>Do not build any identity </li></ul>
  21. 21. 9. Reaction of Competitor-centered companies: <ul><li>Installation of 24-hour customer hot line </li></ul><ul><li>Conducting customer satisfaction survey </li></ul><ul><li>Increase of advertising & promotion </li></ul><ul><li> budget </li></ul><ul><li>D. Improve quality control & assurance </li></ul><ul><li>E. Efficient customer service </li></ul>
  22. 22. 10. Oil companies can easily reduce supplies or raised prices. What threat these competitive force present: <ul><li>Threat of buyer’s growing bargaining power </li></ul><ul><li>Threat of substitute products </li></ul><ul><li>Threat of new entrants </li></ul><ul><li>Threat of Suppliers’ growing bargaining power </li></ul><ul><li>Threat of intense segment rivalry </li></ul>
  23. 23. TOP 10 Learning Questions for Chapter 11 Dealing with Competition Restituto R. Mines Jr. May 25, 2010

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