kotler22-tif-Marketingmanagement习题

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. h ub-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
e. think customer/short term bonuses
Answer: c Page: 703 Level of difficulty: Medium
49. Market leaders tend to miss trends when they are risk-adverse, obsessed about
protecting their existing markets and physical resources, and more interested in ________ than innovation.
a. profits
b. efficiency
c. customer loyalty
d. customer selectivity
e. price selectivity
Answer: b Page: 705 Level of difficulty: Medium
50. Effective _________ marketing must be matched by a strong sense of social
responsibility.
a. internal
b. social marketing
c. external
d. cause-marketing
e. ethical behavior
Answer: a Page: 706 Level of difficulty: Easy
51. Cause-related marketing began in earnest in the _________.
a. 1940s
b. 1990s
c. 1980s
d. 1970s
e. 1960s
Answer: c Page: 709 Level of difficulty: Medium
52. A successful cause marketing program can produce a number of benefits: improving
social welfare; creating differentiated brand positioning; building strong consumer bonds; enhancing the company’s public image with government officials and other decision makers; creating a reservoir of goodwill; boosting internal morale and galvanizing employees; and _________.
a. increased profit margins
b. increased brand recognition
c. driving sales
d. increasing the rate of return on net worth
e. increased stock pricing
Answer: c Page: 710 Level of difficulty: Medium
53.Some experts believe that the positive impact on a brand from cause-related
marketing may be lessened by __________.
a. sporadic involvement with numerous causes
b. involvement in “orphan causes”
c. involvement in popular causes
d. involvement in “unpopular causes”
e. involvement in politically unacceptable causes
Answer: a Page: 710 Level of difficulty: Medium
54. _________ with an existing cause is a means for firms to complement their existing
brand image with specific associations that are “borrowed”or “transferred”from a cause.
a. Promoting
b. Branding
c. Advertising
d. Co-branding
e. Sales promotions
Answer: d Page: 711 Level of difficulty: Medium
55. Choosing the right goal or objective for a social marketing program is critical. Some
examples of the range of possible objectives include ________.
a. cognitive campaigns, action campaigns, behavioral campaigns, value campaigns
b. cognitive campaigns, behavioral campaigns, marketing campaigns, advertising
campaigns
c. cognitive campaigns, marketing campaigns, brand campaigns, value campaigns
d. “shock” campaigns, marketing campaigns, brand campaigns, action campaigns
e. behavioral campaigns, action campaigns, “shock” campaigns
Answer: a Pages: 713–714 Level of difficulty: Hard
56. Strategy addresses the ________ and the _________ of marketing activities.
a. who/how
b. what/when
c. what/how
d. what/why
e. what/who
Answer: d Page: 715 Level of difficulty: Medium
57. Implementation addresses the ________.
a. potential market, available markets, and target market
b. who, where, when, and how
c. who, when, the target market, and the price
d. the who, the where, the consumer, and the price
e. the who, the when, the how, and the product choices
Answer: b Page: 715 Level of difficulty: Medium
58. To implement programs successfully, marketers need other skills. One additional
skill needed by marketers includes ________.
a. market skills
b. organizing skills
c. personality skills
d. analytical skills
e. interpersonal skills
Answer: b Page: 715 Level of difficulty: Medium
59. Going forward, there are a number of imperatives to achieve marketing excellence.
Marketing must be _________ and less departmental.
a. holistic
b. comprehensive
c. integrated
d. developed
e. functional
Answer: a Page: 721 Level of difficulty: Medium
60. One of the cardinal rules in conducting the marketing audit is ________.
a. it has to be independent
b. do not rely solely on company managers for data and opinions
c. it has to be conducted periodically and comprehensively
d. a “short version” of a marketing audit is satisfactory
e. a marketing audit is not necessary except when the company is in trouble Answer: b Page: 721 Level of difficulty: Hard
True/False
61.Reengineering is the appointment of teams to manage customer-value-building
processes and break down walls between departments.
Answer: True Page: 696 Level of difficulty: Easy
62. Outsourcing is the greater willingness to buy more goods and services from outside
domestic or foreign vendors.
Answer: True Page: 696 Level of difficulty: Easy
63. Benchmarking is studying “best practice companies” to improve performance. Answer: True Page: 696 Level of difficulty: Easy
64. Supplier partnering is increasing partnering with fewer but better value-adding
suppliers.
Answer: True Page: 696 Level of difficulty: Easy
65. Merging is acquiring or merging with firms in the same or complementary industries
to gain economies of scale and scope.
Answer: True Page: 696 Level of difficulty: Easy
66. Globalizing is increasing the effort to “think global” and “act local.”
Answer: True Page: 696 Level of difficulty: Easy
67. Flattening is reducing the number of organizational levels to get closer to the
customer.
Answer: True Page: 696 Level of difficulty: Easy
68. Focusing is determining the most profitable businesses and customers and focusing
on them.
Answer: True Page: 696 Level of difficulty: Easy
69. Accelerating is designing the organization and setting up processes to respond more
quickly to changes in the environment.
Answer: True Page: 696 Level of difficulty: Easy
70. Empowering is encouraging and empowering personnel to produce more ideas and
take more initiative.
Answer: True Page: 696 Level of difficulty: Easy
71. 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.
Answer: True Page: 697 Level of difficulty: Medium
72. A company can have an excellent marketing department, however, and yet fail at
marketing because much depends on how other company departments view their customers.
Answer: True Page: 697 Level of difficulty: Easy
73. Marketing has sole ownership of customer interaction, which has existed from the
very beginning, when marketers played the role of middlemen between the firm and the consumer.
Answer: False Page: 696 Level of difficulty: Medium
74. The main advantage of a functional marketing organization is its administrative
simplicity.
Answer: True Page: 697 Level of difficulty: Easy
75. To achieve customer-related outcomes, companies appoint process leaders who
manage cross-disciplinary teams.
Answer: True Page: 697 Level of difficulty: Hard
76. A functional organization often leads to adequate planning for specific products and
markets.
Answer: False Page: 697 Level of difficulty: Medium
77. Improved information and marketing research technologies have spurred
regionalization of marketing programs.
Answer: True Page: 699 Level of difficulty: Medium
78. Companies producing a variety of products and brands often establish a product
management organization.
Answer: True Page: 699 Level of difficulty: Medium
79. The product-management organization replaces the function organization in the firm
managing a variety of brands and products.
Answer: False Page: 699 Level of difficulty: Medium
80. A product-management organization makes sense if the company’s products are quite
different, or if the sheer number of products is beyond the ability of a functional organization to handle.
Answer: True Page: 699 Level of difficulty: Hard
81. Product and brand management is sometimes characterized as a hub-and-spoke
system.
Answer: True Page: 699 Level of difficulty: Easy
82. When customers fall into different user groups with distinct buying preferences and
practices, a market-management organization is desirable.
Answer: True Page: 701 Level of difficulty: Easy
83. An alternative with a product-management organization is to switch from product
managers to product teams.
Answer: True Page: 700 Level of difficulty: Medium
84. An advantage of the product manager is that he/she can concentrate on developing
cost-effective marketing mix for the product.
Answer: True Page: 699 Level of difficulty: Medium
85. A disadvantage of product and brand managers is that they become experts in their
product area but rarely achieve functional expertise.
Answer: True Page: 700 Level of difficulty: Medium
86. An advantage of the product and brand management system is that product and brand
managers cause the company to focus on building market share rather than on building customer relationships.
Answer: False Page: 700 Level of difficulty: Hard
87. Category management is when a company focuses on product categories to mange its
brands.
Answer: True Page: 700 Level of difficulty: Medium
88. Many companies are beginning to realize that they are not really market- and
customer-driven—they are product and sales driven.
Answer: True Page: 704 Level of difficulty: Medium
89. Raising the level of socially responsible marketing calls for a three-pronged attack
that relies on proper legal, ethical, and social responsibility behavior.
Answer: True Page: 707 Level of difficulty: Medium
90. Effective internal marketing must be matched by a strong sense of social
responsibility.
Answer: True Page: 706 Level of difficulty: Medium
91. Cause-related marketing is done by a company to support a cause.
Answer: True Page: 709 Level of difficulty: Easy
92. Social marketing is done by a nonprofit or government organization to further a
cause.
Answer: True Page: 712 Level of difficulty: Easy
93. The four types of marketing controls are annual-plan, profitability, efficiency, and
strategic.
Answer: False Page: 717 Level of difficulty: Hard
94. A marketing audit is a comprehensive, systematic, internal, and periodic examination
of a company’s or business units’ marketing environment.
Answer: False Page: 719 Level of difficulty: Medium
95. The four characteristics of a marketing audit are comprehensive, systematic,
independent, and periodic.
Answer: True Page: 719 Level of difficulty: Medium
96. Top management has recognized that past marketing has been highly effective and is
pleased with the accountability from marketing.
Answer: False Page: 721 Level of difficulty: Medium
97. Strategy addresses the what,and why of marketing activities; implementation
addresses the who, where, when, and how.
Answer: True Page: 715 Level of difficulty: Medium
98. The actual success of the social marketing program must be evaluated in terms of the
program objectives.
Answer: True Page: 715 Level of difficulty: Medium
99. There are three types of potential product-teams structures: vertical, triangular, and
horizontal.
Answer: True Page: 700 Level of difficulty: Medium
100. Companies must adopt and disseminate a written code of ethics, build a company tradition of ethical behavior, and hold its people fully responsible for observing ethics and legal guidelines if the firm wishes to demonstrate ethical behavior. Answer: True Page: 707 Level of difficulty: Medium
Essay
101. In response to the rapidly changing environment, companies have restructured their business and marketing practices in some ways. Please list and define these practices.
Suggested Answer: Reengineering is the appointment of teams to manage customer-value-building processes and break down walls between departments.
Outsourcing is the greater willingness to buy more goods and services from outside domestic or foreign vendors. Benchmarking is studying “best practice companies’ to improve performance. Supplier partnering is increasing partnering with fewer but better value-adding suppliers. Customer partnering is working more closely with customers to add value to their operations. Merging is acquiring or merging with firms in the same or complementary industries to gain economies of scale and scope. Globalizing is increasing the effort to “think global”and “act local.”Flattening is reducing the number of organizational levels to get closer to the customer. Focusing is determining the most profitable businesses and customers and focusing on them. Accelerating is designing the organization and setting up processes to respond more quickly to changes in the environment. Empowering is encouraging and empowering personnel to produce more ideas and take more initiative.
Page: 696 Level of difficulty: Hard
102. Characterize the functional organizational marketing department in terms of its structure, advantages, and disadvantages.
Suggested Answer:The most common form of marketing organization is the functional organization consists of functional specialists reporting to a marketing vice president. The main advantage of a functional marketing organization is it administrative simplicity. This form can also lose its effectiveness as products and markets increase. A functional organization often leads to inadequate planning for specific products and markets.
Pages: 697–698 Level of difficulty: Medium。