Chapter 22: Managing a Holistic Marketing Organization
Chapter 22: Managing a Holistic Marketing Organization
GENERAL CONCEPT QUESTIONS
Multiple Choice
1. ______is the appointment of teams to manage customer-value–building processes and break down walls between departments.
a. Reengineering
b. Outsourcing
c. Benchmarking
d. Supplier partnering
e. Customer Partnering
Answer: a Page: 696 Level of difficulty: Easy
2. ______is the greater willingness to buy more goods and services from outside domestic or foreign vendors.
a. Benchmarking
b. Merging
c. Globalizing
d. Outsourcing
e. Accelerating
Answer: d Page: 696 Level of difficulty: Easy
3. ______is the study of “best practice companies” to improve performance.
a. Empowering
b. Globalizing
c. Flattening
d. Focusing
e. Benchmarking
Answer: e Page: 696 Level of difficulty: Easy
4. ______is the trend to increase partnering with fewer but better value-adding suppliers.
a. Supplier partnering
b. Benchmarking
c. Customer partnering
d. Flattening
e. Empowering
Answer: a Page: 696 Level of difficulty: Easy
5. ______is working more closely with customers to add value to their operations.
a. Reengineering
b. Outsourcing
c. Customer partnering
d. Merging
e. Globalizing
Answer: c Page: 696 Level of difficulty: Easy
6. ______is the acquiring or merging with firms in the same or complementary industries to gain economies of scale or scope.
a. Merging
b. Globalizing
c. Accelerating
d. Empowering
e. Outsourcing
Answer: a Page: 696 Level of difficulty: Easy
7. Increasing the effort to “think global” and “act local” is ______.
a. flattening
b. benchmarking
c. globalizing
d. focusing
e. empowering
Answer: c Page: 696 Level of difficulty: Easy
8. ______is reducing the number of organizational levels to get closer to the customer.
a. Flattening
b. Globalizing
c. Accelerating
d. Empowering
e. Draft the report
Answer: a Page: 696 Level of difficulty: Easy
9. Determining the most profitable businesses and customers and focusing on them is called ______.
a. empowering
b. focusing
c. flattening
d. merging
e. outsourcing
Answer: b Page: 696 Level of difficulty: Easy
10. Designing the organization and setting up processes to respond more quickly to changes in the environment is called ______.
a. flattening
b. reengineering
c. customer partnering
d. globalizing
e. accelerating
Answer: e Page: 696 Level of difficulty: Easy
11. ______encourages and empowers personnel to produce more ideas and take more initiative.
a. Empowering
b. Accelerating
c. Benchmarking
d. Merging
e. Flattening
Answer: a Page: 696 Level of difficulty: Easy
12. The role of marketing in the organization is changing. Traditionally marketers have played the roles of ______.
a. middlemen
b. customers
c. clients
d. internal customers
e. external consumers
Answer: a Page: 696 Level of difficulty: Medium
13. Today marketing no longer has sole ownership of customer interactions; rather marketing needs to ______all the customer-facing processes so that the customers see a single face and hear a single voice when they interact with the firm.
a. collect
b. examine
c. review
d. integrate
e. distribute
Answer: d Page: 696 Level of difficulty: Hard
14. ______requires that everyone in the organization buy into the concepts and goals of marketing and engage in choosing, providing, and communicating customer value.
a. Internal marketing
b. External marketing
c. Integrated marketing communications
d. Sales department
e. External relations
Answer: a Page: 697 Level of difficulty: Medium
15. The most common form of marketing organization consists of ______reporting to a marketing vice president.
a. sales staff
b. functional specialists
c. departmental head
d. interns
e. none of the above
Answer: b Page: 697 Level of difficulty: Medium
16. The main advantage of a functional marketing organization is it ______.
a. ease of reporting
b. reduced staff requirements
c. administrative simplicity
d. overlapping responsibilities
e. increased work load requirements
Answer: c Page: 697 Level of difficulty: Medium
17. A functional marketing organization can lose its ______as products and markets increase.
a. focus
b. effectiveness
c. leader
d. reporting relationships
e. vice president
Answer: b Page: 697 Level of difficulty: Medium
18. A company selling in a national market often organizes its sales force along ______lines.
a. territory
b. geographic
c. psychographic profiles
d. convenience
e. product lines
Answer: b Page: 698 Level of difficulty: Easy
19. Several companies are new adding ______to support the sales efforts in high-volume markets.
a. behavior specialists
b. consumer specialists
c. area market specialists
d. regional managers
e. district managers
Answer: c Page: 698 Level of difficulty: Medium
20. Improved information and marketing research technologies have spurred regionalization. This has allowed firms to produce more ______aimed at consumers in their cities and neighborhood.
a. national programs
b. multiple programs
c. local programs
d. product specific programs
e. brand specific programs
Answer: c Page: 699 Level of difficulty: Medium
21. Product and brand management is sometimes characterized as a ______system.
a. hub-and-spoke
b. wheel
c. flattening organization
d. layered organization
e. regional system
Answer: a Page: 699 Level of difficulty: Easy
22. The product-management organization has several advantages. Which of the following is NOT one of the advantages of the product-management system?
a. can concentrate on developing cost-effective marketing mix for the product.
b. he/she can react quickly to new products in the marketplace
c. the company’s smaller brands have a product advocate
d. the product manager is an expert in his/her category only
e. provides for management succession
Answer: d Page: 699 Level of difficulty: Hard
23. A second alternative available to firms with a product-management organization is to switch from product managers to ______.
a. brand managers
b. co-brand leaders
c. a flattening organization
d. hub-and-spoke system
e. product teams
Answer: e Page: 700 Level of difficulty: Easy
24. There are three types of potential product-team structures. These are ______.
a. vertical, triangular, and horizontal product teams
b. vertical, horizontal, and circular product teams
c. horizontal, vertical, and rectangular product teams
d. horizontal, vertical, and flattened product teams
e. vertical, rectangular, and circular product teams
Answer: a Page: 700 Level of difficulty: Hard
25. A Brand-asset management team (BAMT) ______.
a. concerns itself with the brand only during the marketing audit
b. consists of key brand managers from other companies
c. consists of management personnel from other departments
d. consists of top evel mangers reviewing the brand during an audit
e. consists of key representatives from major functions affecting the brand’s performance
Answer: e Page: 700 Level of difficulty: Hard
26. When customers fall into different user groups with distinct buying preferences and practices, a ______is desirable.
a. market-management organization
b. product-management organization
c. brand-management organization
d. BAMT organization
e. flattened organization
Answer: a Page: 701 Level of difficulty: Easy
27. ______is when the marketing activity is organized to meet the needs of distinct customer groups rather than being focused on marketing functions, regions, or products.
a. Product-centered organization
b. Brand-centered organization
c. Customer-management organization
d. Market-centered organizations
e. Brand asset organization
Answer: d Page: 702 Level of difficulty: Hard
28. In a ______, companies can organize themselves to understand and deal with individual customers rather than with the mass market or even market segments.
a. market-centered organization
b. brand-centered organization
c. brand-asset organization
d. customer-management organization
e. product centered organization
Answer: d Page: 702 Level of difficulty: Medium
29. Companies that product many products flowing into many markets may adopt a ______marketing organization.
a. flat organization
b. brand organization
c. product organization
d. matrix organization
e. top-down organization
Answer: d Page: 702 Level of difficulty: Medium
30. Several forces are driving companies to practice a higher level of corporate social responsibility. These include ______.
a. rising customer expectations
b. changing employee expectations
c. government legislation
d. investor interests
e. all of the above
Answer: e Page: 706 Level of difficulty: Hard
31. Raising the level of socially responsible marketing calls for a three-pronged attack that relies on ______.
a. proper legal, ethical, and socially responsibility behavior
b. proper legal, ethical, and marketing communications
c. legal, ethical, and acceptable behavior
d. ethical, responsible, and clear behavior
e. none of the above
Answer: a Page: 707 Level of difficulty: Medium
32. ______is marketing that links the firm’s contributions to a designated cause to customers’ engaging directly or indirectly in revenue-producing transactions with the firm.
a. Asset marketing
b. Direct marketing
c. Multi-level marketing
d. Cause-related marketing
e. Socially-responsible marketing
Answer: d Page: 709 Level of difficulty: Easy
33. Cause-related marketing has also been called a part of ______.
a. action marketing
b. corporate societal marketing (CSM)
c. socially-responsible marketing
d. trade marketing
e. pro-active marketing
Answer: b Page: 709 Level of difficulty: Easy
34. Some of the specific means by which cause-marketing programs can build brand equity withy consumers include ______.
a. building brand awareness and enhancing brand image
b. establishing brand credibility
c. evoking brand feelings and creating a sense of brand community
d. eliciting brand engagements
e. all of the above
Answer: e Page: 710 Level of difficulty: Medium
35. There are three potential options for branding a cause-marketing program. These are ______.
a. self-branding, co-branding, jointly branding
b. self –branding, jointly branding, team branding
c. self-branding, team branding, co-branding
d. ethical branding, third-party branding, co-branding
e. cause branding, third-party branding, co-branding
Answer: a Page: 711 Level of difficulty: Medium
36. ______is done by a nonprofit or government organization to further a cause.
a. Issue marketing
b. Brand marketing
c. Causal marketing
d. Social marketing
e. Non-profit marketing
Answer: d Page: 712 Level of difficulty: Easy
37. ______is the process that turns marketing plans into action assignments and ensures that such assignments are executed in a manner that accomplishes the plan’s stated objectives.
a. Marketing implementation
b. Marketing research
c. Marketing management
d. Brand management
e. Product management
Answer: a Page: 715 Level of difficulty: Easy
38. Thomas Bonoma identifies four sets of skills for implementing marketing programs. These include ______.
a. diagnostic skills
b. people skills
c. listening skills
d. marketing skills
e. identification skills
Answer: a Page: 715 Level of difficulty: Medium
39. One of the four types of marketing control needed by companies would be ______.
a. operational control
b. financial control
c. logistical control
d. annual plan control
e. inter-departmental control
Answer: d Page: 717 Level of difficulty: Medium
40. A company’s or division’s marketing effectiveness is reflected in the degree to which it exhibits the five major attributes of a marketing orientation. These five major attributes include ______.
a. integrated marketing organization,
b. customer relationships
c. the customer is always right
d. advertising efficiency
e. none of the above
Answer: a Page: 719 Level of difficulty: Hard
41. ______is a comprehensive systematic, independent, and periodic examination of a company’s or business unit’s marketing environment, objectives, strategies, and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company’s marketing performance.
a. Marketing plan
b. Marketing management
c. Marketing audit
d. Marketing intelligence
e. Marketing metrics
Answer: c Page: 719 Level of difficulty: Easy
42. The four characteristics of a marketing audit are ______.
a. product orientation, market orientation, innovation orientation, productivity orientation
b. comprehensive, systematic, independent, periodic
c. comprehensive, systematic, periodic, corporate
d. systematic, as needed, comprehensive, independent
e. compartmentalized, systematic, periodic, independent
Answer: b Page: 719 Level of difficulty: Hard
43. Four areas for efficiency control that firms must evaluate are ______.
a. personnel efficiency, distribution efficiency, advertising efficiency, brand profitability
b. sales force efficiency, profitability efficiency, brand efficiency, distribution efficiency
c. sales force efficiency, brand margin efficiency, distribution efficiency, advertising efficiency
d. sales force efficiency, advertising efficiency, sales promotion efficiency, distribution efficiency
e. sales force efficiency, advertising efficiency, brand profitability, distribution efficiency
Answer: d Pages: 717–718 Level of difficulty: Medium
44. The control process includes the following ______.
a. goal setting, performance measurement, performance diagnosis, corrective action
b. goal setting, brand review, marketing audit, corrective action
c. brand audit, control review, efficiency control, corrective action
d. management scorecard, goal setting, marketing audit, corrective action
e. efficiency control, strategic control, goal setting, corrective action
Answer: a Page: 717 Level of difficulty: Medium
45. Modern marketing departments may be organized in a number of different, sometimes, overlapping ways by ______.
a. function, by brand, by product group, by customer, by matrix
b. design, by brand, by product, by territory, by matrix
c. matrix, by brand, by function, by geography, by customer
d. customer, by brand, by geography, by territory
e. functionally, geographically, by product or brand, by market, in a matrix, by
corporate/division
Answer: e Page: 696 Level of difficulty: Easy
46. A fourth alternative available to a company that uses a product-management organization is to introduce ______in which a company focuses on product ______to manage its brands.
a. product managers/categories
b. category specialists/managers
c. category management/categories
d. product brand managers/categories
e. category management/specialists
Answer: c Page: 700 Level of difficulty: Medium
47. Another rationale for category management is the increasing power of the ______.
a. consumer
b. customer
c. trade
d. distribution partners
e. competition
Answer: c Page: 701 Level of difficulty: Easy
48. In a typical organization, each business function has a potential impact on customer satisfaction. Under the marketing concept, all departments need to ______and work together to satisfy______.
a. profits/customers
b. market share/customers
c. think customer/customer needs and expectations
d. think customer/corporate goals and objectives