Pride; Marketing Core Concepts and Applications
Chapter 16 - Marketing implementation and control


1.
As marketers cannot meet the needs of all consumers, they instead concentrate their marketing on
A.
sales.
B.
advertising.
C.
promotion.
D.
research.
E.
target markets.


2.
Companies that are successful in the modern business world are so because of their
A.
market orientation.
B.
branding.
C.
finance.
D.
management.
E.
product development.


3.
Marketing is
A.
sales.
B.
a process whereby marketers seek to develop a unique and innovative solution to a customer problem in order for the customer to fulfil a need.
C.
advertising.
D.
trying to get a consumer to buy a product.
E.
the source of all wealth in business.


4.
External customers are
A.
annoying.
B.
anyone external to a business.
C.
worth lots of money.
D.
individuals who patronise a business.
E.
shareholders, community groups and companies.


5.
Virgin Blue is an example of
A.
a Queensland company that has done well.
B.
a company that focuses on the external market as a way of doing business.
C.
a company that focuses on the middle class.
D.
an example of a joint venture that has done remarkably well.
E.
an organisation that does not apply the marketing process.


6.
Implementing the marketing concept can sometimes be difficult because of
A.
returning to an internally focused orientation.
B.
resisting change.
C.
lacking a long-term outlook.
D.
a failure to use integrated marketing communications.
E.
a, b and c.


7.
Brand identity is defined as being
A.
the total proposition that a company makes to consumers; the promise it makes or everything the company wants the brand to be seen as.
B.
how consumers identify with a brand.
C.
the unique position occupied by a brand in the consumers' mind.
D.
worth a fair bit of money.
E.
an accounting term that is also used in marketing.


8.
Shareholder value can be created through
A.
rationalisation.
B.
growth.
C.
both a and b.
D.
using clever marketing tactics.
E.
I do not know but I would like to know.


9.
Marketing implementation is
A.
hard to understand and even harder to apply.
B.
the process of putting marketing strategies into action.
C.
what you do at the end of the marketing process.
D.
necessary to measure the performance of a marketing program.
E.
both c and d.


10.
The approach you can use in marketing implementation is
A.
internal marketing.
B.
customer relationship management.
C.
both a and b.
D.
management-directed.
E.
based on evaluation and control methods.


11.
Companies that succeed in any environment usually do so because they
A.
have a good brand portfolio.
B.
spend a lot of money on integrated marketing communications.
C.
price their products well.
D.
make customers' needs the pivotal point of the company's decisions about strategy and operations.
E.
never employ any lawyers.


12.
Marketing activities can be organised by
A.
functions and products.
B.
regions and customers.
C.
functions and price.
D.
price and place.
E.
both a and b.


13.
The marketing control process is
A.
establishing performance standards, measuring performance, evaluating performance and taking corrective action.
B.
establishing performance standards, measuring performance and taking corrective action.
C.
neither a nor b.
D.
measuring performance and taking corrective action.
E.
establishing performance standards and taking corrective action.


14.
The balanced scorecard approach is
A.
used by the AFL to record how the competition is going.
B.
a strategic-based performance measurement system that enables managers to monitor and manage business strategy.
C.
a strategic approach that has replaced the BCG and the GE matrixes in use in business.
D.
both b and c.
E.
very costly to implement and therefore rarely used.


15.
One way of evaluating performance is to
A.
use records of actual performance and compare them with performance standards to determine whether and how much of a discrepancy exists.
B.
compare the organisation's performance with that of competitors.
C.
look for discrepancies between forecasts and actual sales.
D.
both a and c.
E.
perform a management analysis.


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