Customer-Driven Strategic Marketing

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CHAPTER 1
Customer-Driven Strategic Marketing
1. Suppose you are a marketing manager at Procter & Gamble for a new, all-purpose cleaning product. List
four marketing mix variables and describe te decisions and activities associated wit eac.
AACSB Outcomes: Reflective Thinking, Product, Price, Promotion, Distriution
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!. "efine te term target market and provide an e#ample for a product of your coice.
AACSB Outcomes: Communication, "arketing )lan
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$. "escribe several activities encompassed by te distriution variale.
AACSB Outcomes: Communication
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%. &#plain wy marketing efforts sould be oriented toward creating and sustaining satisfying e#cange
relationsips.
AACSB Outcomes: Anal(tical, Communication
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'. (at is meant by te term relationshi) marketing) *ow does relationsip marketing affect te customer)
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+. (at are te tree ways tat marketing environment forces affect a marketer,s ability to create satisfying
e#cange relationsips)
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-. (at is meant by te term marketing conce)t, and wat departments of a company does it affect)
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.. "iscuss te evolution of te marketing concept wit regard to a firm/s orientation.
AACSB Outcomes: Anal(tic, Strateg(
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0. (at does it mean for a company to be marketing5oriented) (at are te most important factors involved
in being marketing-oriented)
AACSB Outcomes: Commmunication
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11. "efine te term value, and e#plain ow people determine a product,s value.
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11. "efine te term marketing management, and describe its four ma2or components.
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2 Chapter 1: Customer-Driven Strategic arketing
1!. (y is marketing important to businesses and to te economy)
AACSB Outcomes: Anal(tical
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1$. 3arketing is te process of
45 promoting products troug personal selling and advertising to facilitate satisfying e#cange
relationsips.
65 creating, distributing, promoting, and pricing products to facilitate satisfying e#cange relationsips
wit customers and develop and maintain stakeolder relationsips in a dynamic environment.
75 delivering a standard of living to a society.
"5 creating, distributing, promoting, and pricing goods, services, and ideas to facilitate te acievement
of te firm,s ob2ectives.
&5 focusing on customers, needs.
Ans: B AACSB Outcomes: Communication
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1%. 8e focal point of all marketing activities is
45 products.
65 te marketing mi#.
75 profits.
"5 sales.
&5 customers.
Ans: - AACSB Outcomes: Communication
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1'. 4 target market
45 involves a large number of customers.
65 is a specific group of customers on wom a company focuses its marketing efforts.
75 already as several competitors vying for customers, business.
"5 is te same ting as a salesperson,s prospective client list.
&5 is a customer group classified as people wit similar demograpic caracteristics.
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1+. 7oca-7ola is aiming its "iet 7oke Plus 9wit vitamins and minerals5 at ealt-conscious customers. 8ese
ealt-conscious customers represent 7oke/s
45 audience.
65 sales mi#.
75 business group.
"5 target market.
&5 focus group.
Ans: D AACSB Outcomes: Anal(tical
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1-. Sunny" is aimed at moters wit cildren under age twelve. 8ese moters represent Sunny"/s
45 target market.
65 consumer advocates.
75 marketing strategy.
"5 marketing mi#.
&5 marketing tactic.
Ans: A AACSB Outcomes: Communication, "arketing Plan
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Copyriht ! Houhton "ifflin Company. All rihts reser#e$.
Chapter 1: Customer-Driven Strategic arketing !
1.. 3arketing managers strive to develop a marketing mi# tat
45 minimi:es marketing costs.
65 matces wat competitors are offering.
75 best matces te abilities of te firm.
"5 matces te needs of te target market.
&5 generates te igest level sales.
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10. 8e product variable of te marketing mi# can include all of te following exce)t
45 creation of brand names.
65 consumer perception of te product price.
75 development of product packaging.
"5 warranty issues.
&5 repair services.
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!1. 4 pysical product you can touc is a9n5
45 service.
65 good.
75 idea.
"5 concept.
&5 pilosopy.
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!1. 3oters 4gainst "runk "riving 934""5 is a group tat works to cange attitudes and laws about driving
under te influence of alcool. 34"" primarily markets ;;;;;;;;;;.
45 goods
65 ideas
75 services
"5 political figures
&5 applications
Ans: B AACSB Outcomes: Anal(tical
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!!. (ic of te following organi:ations is te est e#ample of a service marketer)
45 <ed&#
65 4pple 7omputer
75 4bercrombie & <itc
"5 8e =epublican Party
&5 General &lectric
Ans: A AACSB Outcomes: Anal(tical, Reflective thinking
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!$. 6oca 6urger/s website features information about products, recipes, and nutrional values, but customers
cannot actually purcase products from te website. 8is website is most likely used primarily as a
;;;;;;;; tool.
45 promotional
65 distributional
75 pricing
"5 targeting
&5 production
Ans: A AACSB Outcomes: Anal(tical
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" Chapter 1: Customer-Driven Strategic arketing
!%. (ic of te following scenarios involves te distribution element of te marketing mi#)
45 "eciding weter a certain product sould continue to be sold
65 "etermining weter an advertising message would be more effective on television or in maga:ines
75 7oosing between a company 2et or te airlines for e#ecutive travel
"5 "eciding weter to ave retail outlets in addition to a website
&5 "eveloping a new warranty policy for an e#isting product
Ans: D AACSB Outcomes: Anal(tical, Reflective thinking
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!'. 7onsumers buying products online ave dramatically affected te ;;;;;;;;;;; variable of te marketing
mi#.
45 product
65 price
75 distribution
"5 researc
&5 promotion
Ans: C AACSB Outcomes: Anal(tical, Technolog(
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!+. (en "uPont develops new carpet fibers tat are igly stain-resistant and durable, it must educate
consumers about te product,s benefits. 8is calls for activity in wic of te following marketing mi#
variables)
45 Price
65 Promotion
75 "istribution
"5 Product
&5 Packaging
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!-. (en >oplait, a producer of dairy products, delayed te introduction of its new yogurt smooties in order to
modify te package, its sceduled maga:ine advertisements announcing te new product needed to be
revised. ?n tis case, a cange in te ;;;;;;;;;;; variable caused canges in te ;;;;;;;;;;; variable of
te marketing mi#.
45 distribution@ promotion
65 distribution@ product
75 product@ price
"5 product@ promotion
&5 promotion@ price
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!.. 3arketers sometimes speak of te AcontrollableB variables in te practice of marketing. (ic of te
following is not considered one of te controllable variables)
45 Product
65 Price
75 "istribution
"5 7ompetition
&5 Promotion
Ans: D AACSB Outcomes: Communication
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Chapter 1: Customer-Driven Strategic arketing #
!0. 8e concept of Ae#cangeB is fundamental to te definition of marketing. (at is te est description of
exchange)
45 4ctivities tat are performed primarily by producers and manufacturers
65 "evelopment of products, distribution cannels, promotional strategies, and pricing ob2ectives to
satisfy customer reCuirements
75 8ransfer of products in return for monetary considerations
"5 Provision or transfer of goods, services, or ideas in return for someting of value
&5 8ransfer of products tat takes place only between for-profit organi:ations
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$1. <or an e#cange to occur, four conditions must e#istD first, two or more individuals, groups, or organi:ations
must participate, and eac must possess Asometing of valueB tat te oter desires@ second, te e#cange
must provide a benefit or satisfaction to bot parties@ tird, eac must ave confidence in te promise of te
Asometing of valueB eld by te oter@ and fourt,
45 te parties must agree to participate in te trading of Asometing of value.B
65 to build trust, parties to te e#cange must meet e#pectations.
75 bot parties must participate in te trading of te Asometing of value.B
"5 one party must be willing to compromise.
&5 one party must ave sufficient bank credit to finance te e#cange.
Ans: B AACSB Outcomes: Anal(tical, Reflective thinking
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$1. 3ark goes to a vending macine, deposits E1.11, and receives a 3ountain "ew. (ic one of te following
aspects of te definition of marketing is illustrated ere)
45 Production conception
65 Satisfaction of organi:ational goals
75 "istribution of ideas
"5 Product planning
&5 &#cange
Ans: - AACSB Outcomes: Anal(tical
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$!. 3arketing facilitates e#cange relationsips between buyers and sellers. (at is marketing,s intended
outcome for tis relationsip)
45 Profits for te seller
65 4 good bargain on te product for te buyer
75 =educing te seller,s inventory
"5 Fne party aving to compromise in te e#cange
&5 Satisfaction for bot te buyer and seller
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$$. 3arketing efforts are designed to
45 distribute Asometing of valueB to buyers and sellers.
65 facilitate satisfying e#cange relationsips.
75 produce a product.
"5 e#plore customer beavior.
&5 promote a product.
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$ Chapter 1: Customer-Driven Strategic arketing
$%. 8ose constituents wo ave a GstakeG in some aspect of an organi:ation,s products, operations, markets,
industry, and outcomes are known as
45 sareolders.
65 stakeolders.
75 customers.
"5 target markets.
&5 marketers.
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$'. (ic of te following statements about marketing environment forces is not correct)
45 8ey influence customers by affecting teir lifestyles, standards of living, and preferences and needs
for products.
65 8ey may influence customers, reactions to a firm,s marketing mi#.
75 8ey fluctuate slowly and tereby create treats to a firm,s marketing mi#.
"5 8ey can fluctuate Cuickly and dramatically.
&5 8ey elp determine weter and ow a marketing manager can perform certain marketing activities.
Ans: C AACSB Outcomes: Anal(tical
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$+. 8e forces of te marketing environment include
45 political, legal and regulatory, sociocultural, tecnological, economic, and competitive.
65 sociocultural, legal, regulatory, economic, and competitive.
75 legal, regulatory, political, and sociocultural.
"5 competitive and noncompetitive forces tat affect most lifestyles.
&5 fairly static components.
Ans: A AACSB Outcomes: Communication
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$-. 4 marketing manager for a small computer manufacturer is analy:ing te potential effects of political, legal,
sociocultural, and economic forces on te firm,s operations. 8e marketing manager is e#amining te
;;;;;;;;;;; tat influence9s5 te firm,s strategy.
45 operating situation
65 marketing environment
75 surroundings
"5 economic conditions
&5 trends
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$.. 4 cange in te minimum drinking age in any given state illustrates a cange in te ;;;;;;;;;;; for 3iller
6rewing.
45 marketing mi#
65 marketing environment
75 marketing concept
"5 marketing task
&5 product concept
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$0. StarHist 8una announced a dolpin-safe policy and stopped buying tuna from fising vessels tat net
dolpins. 8is decision indicates a response to concerns about
45 target market selection.
65 te marketing environment.
75 te reduction of marketing costs.
"5 marketing mi# decisions.
&5 efficiency in marketing activities.
Chapter 1: Customer-Driven Strategic arketing %
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%1. (ic of te following is essentially an uncontrollable factor in developing a marketing mi#)
45Product adaptations
65 Pricing strategies
75 Government regulations.
"5 4dvertising campaigns.
&5 =etail locations.
Ans3 C AACSB Outcomes: Anal(tical, "arketing )lan
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%1. 8e marketing environment is est described as being
45 composed of controllable variables.
65 composed of variables independent of one anoter.
75 an indirect influence on te performance of marketing activities.
"5 dynamic and canging.
&5 slow, wit infreCuent fluctuations.
Ans: D AACSB Outcomes: Communication, Reflective thinking
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%!. 8e marketing concept is est defined as
45 a second definition of marketing.
65 a pilosopy stating tat an organi:ation sould try to satisfy customers, needs troug a coordinated
set of activities tat allows te organi:ation to acieve its goals.
75 te performance of business activities tat direct te flow of goods and services from producer to
customer or user.
"5 a pilosopy stating tat an organi:ation sould attempt to accomplis its goals wit no regard for te
needs of customers.
&5 te inclusion of marketing activities in te activities of an organi:ation.
Ans: B AACSB Outcomes: Anal(tical, Communication
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%$. 4ccording to te marketing concept, an organi:ation sould try to
45 consider sort-run ob2ectives and cas flow needs before developing new products.
65 define its business as Amaking a product.B
75 provide products tat satisfy customers, needs and allow te organi:ation to acieve its goals.
"5 put most of its empasis on marketing activities and be less concerned wit finance, accounting, and
personnel.
&5 view selling activities as te ma2or means of increasing profits.
Ans: C AACSB Outcomes: Communication
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%%. 8e marketing concept focuses on
45 acieving te goals of top e#ecutives.
65 creating ma#imum visibility for te firm.
75 ma#imi:ing sales.
"5 ma#imi:ing market sare.
&5 satisfying customers, needs in a way tat elps to acieve organi:ational ob2ectives.
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& Chapter 1: Customer-Driven Strategic arketing
%'. 8e marketing concept is a pilosopy tat states tat an organi:ation sould try to satisfy customers, needs
and also
45 increase market sare.
65 increase sales.
75 acieve te organi:ation,s goals.
"5 produce ig-Cuality products.
&5 coordinate its activities to increase production.
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%+. (ic one of te following statements by a company president est reflects te marketing concept)
45 (e ave organi:ed our business to make certain tat customers get wat tey want.
65 (e believe tat te marketing department must organi:e to sell wat we produce.
75 (e ave organi:ed in our company an aggressive sales force to promote our products.
"5 (e try to produce only ig-Cuality, tecnically efficient products.
&5 (e try to encourage company growt.
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%-. (en 7ampbell,s introduced a line of low-sodium soups in response to customer demand, it was following
wic one of te following pilosopies)
45 Selling concept
65 Production concept
75 7ustomer concept
"5 3arketing concept
&5 =etailing concept
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%.. 8e Inder 4rmor 7ompany wants to adopt te marketing concept as a business pilosopy. 8o be
consistent wit tis decision, it sould adopt wic of te following pilosopies)
45 8e customer is always rigt.
65 3aking money is our business.
75 Sell, sell, sell.
"5 Heep prices low.
&5 <ocus on today.
Ans: A AACSB Outcomes: Anal(tical
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%0. 8e marketing concept is
45 a management pilosopy.
65 synonymous wit e#cange.
75 a component of te marketing mi#.
"5 a function of te marketing environment.
&5 focused solely on satisfying customer ob2ectives.
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'1. 8e marketing concept is a management pilosopy tat affects
45 only marketing activities.
65 all efforts of te organi:ation.
75 mainly te efforts of sales personnel.
"5 mainly customer relations.
&5 only business organi:ations.
Ans: B AACSB Outcomes: Reflective thinking
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Chapter 1: Customer-Driven Strategic arketing '
'1. 4s te ?ndustrial =evolution came to te Inited States, most firms operated in a9n5 ;;;;;;;;;;;
orientation.
45 marketing
65 societal
75 sales
"5 evolutionary
&5 production
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'!. 6usinesspeople wo believe personal selling, advertising, and distribution are te most important marketing
activities are operating in a9n5 ;;;;;;;;;;; orientation.
45 marketing
65 societal
75 sales
"5 evolutionary
&5 production
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'$. I.S. &lectric, te maker of a igly innovative #enon ligt bulb, finds tat it as e#cess inventory. 8e firm
increases its advertising budget by '1 percent and doubles its sales staff. 8is company is operating as if it
were in wic of te following orientations)
45 Production
65 Sales
75 3arketing
"5 7ustomer
&5 Societal
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'%. 4merican &#press implements a program of calling its current cardolders to find out wat canges tey
would like to see in te services provided. 8e firm is e#ibiting caracteristics associated wit wic of
te following orientations)
45 Production
65 Sales
75 3arketing
"5 Social
&5 "evelopment
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''. 4 marketing orientation is an organi:ation-wide effort tat includes all of te following activities exce)t
45 researcing customers, needs.
65 focusing on te marketing department only.
75 generating marketing intelligence for use in te organi:ation.
"5 being responsive to customers, ever-canging wants and needs.
&5 disseminating marketing intelligence across departments witin te organi:ation.
Ans: B AACSB Outcomes: Communication, Reflective thinking
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1( Chapter 1: Customer-Driven Strategic arketing
'+. 8odd 3arsall, a mid-level manager, as tried for years to get is company to adopt a marketing orientation.
4ltoug many in te company are receptive to 8odd,s ideas, it is unlikely tat te company will ever truly
become marketing-oriented witout
45 te support of competitors.
65 canges in government regulations.
75 increases in tariffs on foreign products.
"5 te support of top-level management.
&5 te consent of assembly-line workers.
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'-. (ic of te following is not an e#ample of te implementation of te marketing concept)
45 Jimmy "ean/s Sausage introduces turkey sausage patties for a ealtier alternative to port.
65 3ar/s 7andy asks customers to vote online for a new color for its 3&3/s candy.
75 6urger Hing reduces te labor costs to prepare its sausage-egg biscuits.
"5 3icrosoft offers rewards for users wo can find flaws in its new software.
&5 Kolkswagen introduces pop-up rollover bars in its convertibles to protect its consumers in te event of
a serious collision.
Ans: C AACSB Outcomes: Anal(tical, Reflective thinking
D!: " #O: 1 Page: 0* T()e: AP
'.. *ealt 7are Systems, ?nc. as rolled out an innovative nurse-on-call information system available on-line.
8e product is not widely accepted because patients don,t see te need for suc a service. 8is situation
represents a failure in wic aspect of implementing te marketing concept)
45 8e customer information system
65 8e organi:ational structure
75 8op-management commitment
"5 8ecnological advancement
&5 Scanning corporate capabilities
Ans: A AACSB Outcomes: Anal(tical, Technolog(
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'0. 8oday, establising long-term, mutually satisfying buyer-seller relationsips is known as
45 marketing syntesis.
65 relationsip marketing.
75 a marketing orientation.
"5 te marketing concept.
&5 strategic marketing.
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+1. 4 2unior marketing e#ecutive at 3egaGrain 7ereals suggests increasing te package si:e and price of its
best-selling brand witout increasing te amount of cereal inside te bo#. *er superior warns tat tis migt
be a bad idea because 3egaGrain,s long-term survival, like most companies, depends on
45 cost-cutting measures.
65 continually selling to new customers and markets.
75 creating and maintaining satisfying e#cange relationsips.
"5 ig-volume, low-margin sales.
&5 increasing self space for teir brands.
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Chapter 1: Customer-Driven Strategic arketing 11
+1. 4s a concept, customer relationsip management 97=35 begins its focus on customers wit
45 information.
65 product.
75 distribution.
"5 communication.
&5 price.
Ans: A AACSB Outcomes: Technolog(
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+!. Long-term relationsips wit customers is te key ob2ective of
45 personal selling.
65 customer relationsip management.
75 production oriented firms.
"5 e-marketing.
&5 distribution cannels.
Ans: B AACSB Outcomes: Communication, Anal(tical
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+$. 7ustomer relationsip management focuses on using ;;;;;;;;;;; about customers to create marketing
strategies.
45 internal communication
65 information
75 purcasing power insigts
"5 marketing mi# knowledge
&5 implementation knowledge
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+%. ;;;;;;;; is a customer,s sub2ective assessment of benefits relative to costs in determining te wort of a
product.
45 3arketing orientation
65 3onetary price
75 Product assessment
"5 Price assessment
&5 Kalue
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+'. 8e eCuation a buyer applies to assess a product,s value is
45 Kalue L monetary price M customer benefits.
65 Kalue L customer costs M customer benefits.
75 Kalue L customer benefits M customer costs.
"5 Kalue L customer benefits M monetary price.
&5 Kalue L customer benefits M time and effort.
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++. 7ustomer costs include anyting te buyer must give up to obtain te benefits te product provides. 8e
most obvious customer cost is
45 risk.
65 time.
75 monetary price.
"5 effort.
&5 availability.
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12 Chapter 1: Customer-Driven Strategic arketing
+-. (ic of te following would not be a customer cost considered in determination of product value)
45 Product,s purcase price
65 8ime spent purcasing te product
75 &ffort spent purcasing te product
"5 6enefits received in te e#cange for te products
&5 =isk of purcasing te product
Ans: D AACSB Outcomes: Reflective thinking
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+.. Scott, a buyer for a medium-si:ed company, is assessing te value of competing software products for use in
is firm. (ic of te following would not be a customer benefit considered in is determination of tis
product,s value)
45 Speed of delivery
65 &ase of installation
75 4vailability of tecnical support
"5 4vailability of training assistance
&5 3onetary price
Ans: - AACSB Outcomes: Anal(tical, Reflective thinking
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+0. 8aco 6ell is introducing some of its products into supermarkets, vending macines, college campuses, and
oter locations to increase its product availability and convenience. Fne reason 8aco 6ell is doing so is to
45 decrease customer benefits.
65 increase customer costs.
75 increase customer value.
"5 increase distribution e#penses.
&5 decrease promotion e#penses.
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-1. 3arketing management is defined as a process of
45 maintaining an appropriate and efficient marketing mi# for a target market.
65 establising performance standards and evaluating actual performances against tese standards.
75 providing products tat satisfy customers, needs troug a coordinated set of activities.
"5 facilitating satisfying e#canges between an organi:ation and its customers.
&5 planning, organi:ing, implementing, and controlling marketing activities.
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-1. 4ll of te following are marketing management tasks exce)t
45 planning.
65 implementing.
75 organi:ing.
"5 analy:ing target markets.
&5 controlling.
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-!. 4 systematic process of assessing opportunities and resources, determining marketing ob2ectives, and
developing a marketing strategy and plans for implementation and control describes wic of te following
marketing management activities)
45 Strategic planning
65 3arketing control
75 ?mplementation
"5 Frgani:ing
&5 Planning
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Chapter 1: Customer-Driven Strategic arketing 1!
-$. "eveloping te internal structure of a firm,s marketing unit relates to wic of te following marketing
management activities)
65 ?mplementation
75 Frgani:ing
"5 Planning
&5 3anaging
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-%. ;;;;;;;;; of marketing plans inges on coordination of marketing activities, motivation of marketing
personnel, and effective communication witin te marketing unit.
45 ?mplementation
65 Planning
75 Frgani:ing
"5 3arketing control
&5 Strategic planning
Ans: A AACSB Outcomes: Communication, Anal(tical
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-'. ?f 3c"onald,s runs a promotion advertising 6ig 3acs for 00 cents, it must ensure tat eac of te
company,s restaurants as sufficient staff and product on and to andle e#pected demand. 8is relates to
wic of te following marketing management activities)
45 Strategic planning
65 Planning
75 Frgani:ing
"5 ?mplementation
&5 3arketing control
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-+. ;;;;;;;;; is te process of establising performance standards, comparing actual performance wit
establised standards, and reducing te difference between desired and actual performance.
45 ?nternal control analysis
75 3arket flow regulation
"5 &nvironmental market analysis
&5 &#ternal analysis
Ans: B AACSB Outcomes: Communication, Anal(tical
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--. <or most firms, te costs of marketing activities consume appro#imately wat portion of te consumer,s
dollar)
45 Fne-alf
65 Fne-fift
75 Fne-fourt
"5 Fne-tird
&5 Fne-si#t
D!: " #O: . Page: 0. T()e: +,
1" Chapter 1: Customer-Driven Strategic arketing
-.. ?n today,s market environment, you migt pay E!1 for a t-sirt at your local discount store. 4ppro#imately
ow muc of tat price goes to activities related to marketing 9distribution, retailer e#penses, profit
margins5)
45 E1.-1
65 E$.-'
75 E'.'1
"5 E11.11
&5 E1!.-'
D!: " #O: . Page: 0. T()e: AP
-0. 4n 4pple iPod as average marketing costs and sells for E!00. 4ppro#imately ow many of a buyer,s
dollars go toward marketing costs)
45 E'1
65 E01
75 E1'1
"5 E1-'
&5 E100
D!: " #O: . Page: 0. T()e: AP
.1. 3arketing activities are
45 used by all si:es of organi:ations including for-profit, nonprofit, and government agencies.
65 limited to use by larger for-profit and nonprofit organi:ations.
75 implemented only to increase profits for te organi:ation and to e#pand te scope of its customer
base.
"5 used by all types and si:es of businesses but are not used by nonprofit organi:ations.
&5 used by small businesses and small nonprofits te most.
D!: - #O: . Page: 0. T()e: +,
.1. 3arketing activities
45 are aimed at persuading customers troug advertising.
65 involve mainly distribution and promotion decisions.
75 and selling activities are basically te same.
"5 are important only wen a firm is developing new products or entering new markets.
&5 elp sell an organi:ation,s products and generate financial resources for te firm.
Ans: - AACSB Outcomes: Communication, Anal(tical
D!: - #O: . Page: 0. T()e: +,
.!. 3arketing knowledge and skills
45 are not necessary for a nonprofit organi:ation.
65 enance consumer awareness and elp provide people wit satisfying goods and services.
75 constitute te marketing mi#.
"5 were most important during te production era.
&5 are most valuable for advertising e#ecutives but less important for wolesalers and distributors.
D!: - #O: . Page: 0.50' T()e: +,
.$. 4ppro#imately wat percentage of civilian workers in te Inited States perform marketing activities)
45 !' to $$ percent
65 .1 to 0! percent
75 %! to '1 percent
"5 +% to -+ percent
&5 11 to !1 percent
D!: D #O: . Page: *4 T()e: +,
Chapter 1: Customer-Driven Strategic arketing 1#
Ise te following to answer Cuestions .%-..D
Greensprings 7emetery in upstate New >ork, offers full-service funeral and burial tat is non-to#ic to te
environment. 4ll materials used in te burial are natural and will decompose wit no negative impact.
Greensprings/ service is relatively new in te Inited States, but Services of tis type are common in Great
6ritain. 4 typical burial in Greensprings/ cemetery includes a casket made from bamboo, wicker, paper, or
oter natural material. 8ere are no eadstones of granite or concrete tat will detract from te landscape,
but trees and plants as AmarkersB are allowed. 8e cost for a burial at Greensprings is appro#imately E$,111,
compared to about E+,111 at most traditional cemeteries. 4ltoug business was slow at first, Greensprings
is now e#periencing an increase in te number of burials, due to referrals and a newly-developed website.
8e owners of Greensprings were previously in te cemetery business, and are active conservationists. 4fter
conducting researc and finding tat tere were natural burial sites in Great 6ritain, tey wanted to provide
an alternative to oter environmentally-conscious 4mericans like temselves.
.%. =eferrals and a new website ave elped Greensprings, business grow. 8ese would come under wic of
te following marketing mi# variables)
45 Product
65 Price
75 "istribution
"5 Promotion
&5 Promotion and price
Ans: D AACSB Outcomes: Reflective thinking, Product, Price, Promotion, Distriution
D!: " #O: * Page: .5 ' T()e: AP
.'. Greenspring/s main competitive advantage over traditional cemeteries directors comes from its attention to
wic element in te marketing mi#)
45 Product
65 Price
75 Promotion
"5 "istribution
&5 3arketing researc
Ans: B AACSB Outcomes: Reflective thinking, Strateg(
D!: " #O: * Page: . T()e: AP
.+. 7ompared to Greensprings/ approac to funerals, traditional cemeteries are using te ;;;;;;;;;
orientation.
45 marketing
65 sales
75 product
"5 people
&5 service
D!: " #O: 1 Page: 2504 T()e: AP
.-. 8e owners of Greensprings 7emetery are apparently operating under wic of te following orientations)
45 Sales orientation
65 3arketing orientation
75 Production orientation
"5 6usiness orientation
&5 Profit orientation
Ans: B AACSB Outcomes: Reflective thinking, Strateg(
D!: - #O: 1 Page: 00 T()e: AP
1$ Chapter 1: Customer-Driven Strategic arketing
... Greensprings/ competitors, te traditional cemeteries, focus on advertising and personal selling of teir
services. 8is indicates a9n5 ;;;;;;;;; orientation.
45 sales
65 marketing
75 production
"5 environmental
&5 marketing concept
Ans: A AACSB Outcomes: Reflective thinking, Strateg(
D!: - #O: 1 Page: 00 T()e: AP
Ise te following to answer Cuestions .0-0$D
Paws and 7laws *otel is a full-service pet salon and boarding kennel. Paws and 7laws as an interactive
website were customers can directly book a grooming appointment, obedience class, or overnigt
accommodations for teir dog or cat. Paws and 7laws as several une#pected services, suc as a +11-sCuare
foot swimming pool, complete wit slide and dog-friendly graduated steps to elp tem e#it te pool.
7ustomers can also drop teir dog or cat off eac morning for pet day care. Paws and 7laws as a pick-up
and delivery service, webcams in every kennel so tat pet families can view teir pets wile away, and pet
GfurnitureG so tat te cats and dogs can lie on sofas 2ust like at ome. Paws and 7laws is also open !% ours
a day, $+' days eac year so tat customers can pick up teir pet at any time.
8e cost for an overnigt stay at Paws and 7laws averages E'1, compared to competing kennels at about
E$1. 8e day care costs are E!' for eiter a dog or cat. 8e ma2ority of Paws and 7laws, competitors don,t
offer te day care service, and reCuire an two-day minimum for overnigt stays. 7urrently, te Paws and
7laws *otel is operating in several large cities on te west coast, but is tinking of e#panding teir services
in more locations across te I.S.
8e director of marketing at Paws and 7laws suggested talking to pet owners about wat type of services
tey would like to ave available. 8ese discussions led to te pet day care and !%-our ours of operation.
Previously, Paws and 7laws was more interested in competing based on its prices.
.0. Paws and 7laws/ target market is most likel( to be wic of te following)
45 8e dogs and cats wo stay tere
65 Pet owners wo go on vacation freCuently
75 <amilies wit small cildren and several pets
"5 Suburban families wit two-income ouseolds
&5 Irban professionals wo travel often
Ans: - AACSB Outcomes: Reflective thinking, "arketing )lan
D!: - #O: * Page: % T()e: AP
01. 8e fact tat Paws and 7laws is open !% ours eac day is part of wic marketing mi# variable)
45 Product
65 Price
75 Promotion
"5 "istribution
&5 &nvironment
Ans: D AACSB Outcomes: Reflective thinking, Product, Price, Promotion, Distriution
D!: - #O: * Page: .5 ' T()e: AP
01. Paws and 7laws is now in te process of employing te
45 marketing concept.
65 marketing mi#.
75 promotion orientation.
"5 sales orientation.
&5 product orientation.
Ans: A AACSB Outcomes: Reflective thinking, Strateg(
Chapter 1: Customer-Driven Strategic arketing 1%
D!: D #O: 1 Page: 2&04 T()e: AP
0!. ?f Paws and 7laws employs te pilosopy of building a relationsip wit its dog and cat customers, and
teir owners, it will be implementing te
45 marketing concept.
65 production concept.
75 sales concept.
"5 marketing mi#.
&5 marketing environment.
D!: - #O: 1 Page: 2504 T()e: AP
0$. Previously, Paws and 7laws was most likely using wic type of orientation)
45 3arketing
65 7ustomer
75 Sales
"5 Production
&5 Service
Ans: C AACSB Outcomes: Anal(tical, Strateg(
D!: " #O: 1 Page: 00 T()e: AP
0%. 8 < 3arketing consists primarily of selling and advertising.
Ans: !alse AACSB Outcomes: Communication
D!: - #O: 0 Page: 1 T()e: +,
0'. 8 < 8e broadest and simplest definition of marketing states tat it is te development and efficient
distribution of products for consumer segments.
D!: " #O: 0 Page: 1 T()e: +,
0+. 8 < 7ustomers are te focal point of all marketing activities.
Ans: True AACSB Outcomes: Communication
D!: - #O: 0 Page: 1 T()e: +,
0-. 8 < 4 family tat organi:es and advertises a garage sale is performing marketing activities.
Ans: True AACSB Outcomes: Anal(tical
D!: - #O: 0 Page: 1&% T()e: +,
0.. 8 < 4 target market is a specific group of customers on wom an organi:ation focuses its marketing
efforts.
D!: - #O: * Page: % T()e: +,
00. 8 < 8arget markets can be people wo u( te product but do not necessarily use te product.
Ans: True AACSB: Anal(tical
D!: " #O: * Page: % T()e: +,
111. 8 < 8e marketing mi# consists of tree ma2or variablesD product, price, and distribution.
D!: - #O: * Page: %5$ T()e: +,
111. 8 < ?n marketing, a product can be a good or a service but not an idea.
D!: - #O: * Page: $ T()e: +,
11!. 8 < 3arketing efforts do not involve te design and development of products.
D!: - #O: * Page: $ T()e: +,
1& Chapter 1: Customer-Driven Strategic arketing
11$. 8 < Products can be goods, services, or ideas.
D!: - #O: * Page: $ T()e: +,
11%. 8 < Services are provided by applying uman and mecanical efforts to people or ob2ects.
D!: " #O: * Page: $ T()e: +,
11'. 8 < 8e distribution variable in a marketing mi# is directed toward making products available in te
Cuantities desired to as many target market customers as possible and keeping te total inventory,
transportation, and storage costs as low as possible.
D!: " #O: * Page: .&' T()e: C6
11+. 8 < 7ustomers are interested in a product,s price because tey are concerned about te value obtained in
an e#cange.
D!: - #O: * Page: . T()e: +,
11-. 8 < <or an e#cange situation to arise, only one condition must e#istD two or more individuals, groups,
or organi:ations must eac possess someting tat tey value and are willing to give up to receive te
Asometing of valueB eld by te oter individual, group, or organi:ation.
Ans: !alse AACSB Outcomes: Communication, Anal(tical
D!: " #O: * Page: '&/ T()e: +,
11.. 8 < <or an e#cange to occur, at least one of te parties must be willing to give up is or er Asometing
of value.B
D!: " #O: * Page: / T()e: +,
110. 8 < 3arketing activities do not always result in e#canges.
D!: " #O: * Page: / T()e: +,
111. 8 < 8e outcomes of a marketer,s decisions and actions may be affected by te variables in te
marketing environment.
D!: - #O: * Page: / T()e: +,
111. 8 < 7anges in te marketing environment always urt marketing efforts.
Ans: !alse AACSB Outcomes: Anal(tical
D!: " #O: * Page: /&2 T()e: +,
11!. 8 < 8e marketing environment is a set of static, uncanging surroundings.
D!: " #O: * Page: /52 T()e: +,
11$. 8 < 8e marketing concept stresses tat a business organi:ation can best acieve its goal by providing
customer satisfaction troug coordinated activities.
D!: " #O: 1 Page: 04 T()e: +,
11%. 8 < 4cievement of te firm,s overall goals is part of te marketing concept.
D!: - #O: 1 Page: 042 T()e: +,
11'. 8 < 8e marketing concept is a pilosopy tat a business organi:ation sould employ to satisfy
customers, needs wile acieving te overall goals of te organi:ation.
D!: - #O: 1 Page: 04 T()e: +,
Chapter 1: Customer-Driven Strategic arketing 1'
11+. 8 < 8e marketing concept is a pilantropic pilosopy aimed at elping customers at te e#pense of
te business organi:ation.
D!: " #O: 1 Page: 04 T()e: +,
11-. 8 < 8e marketing concept is a management pilosopy, not a second definition of marketing.
D!: - #O: 1 Page: 04 T()e: +,
11.. 8 < 8e marketing concept deals only wit marketing activities.
D!: - #O: 1 Page: 04 T()e: +,
110. 8 < Profit, even at te e#pense of customers, satisfaction, is te ma2or trust of te marketing concept.
D!: " #O: 1 Page: 04 T()e: +,
1!1. 8 < 8e marketing concept directly affects marketing activities but sould ave negligible impact on
oter organi:ational activities.
D!: " #O: 1 Page: 04 T()e: +,
1!1. 8 < 8e marketing concept stresses tat an organi:ation can best acieve its ob2ectives by being
customer-oriented.
D!: - #O: 1 Page: 2&04 T()e: +,
1!!. 8 < 8e marketing concept developed out of a seCuence of tree erasD te production orientation, te
marketing orientation, and te industrial orientation.
D!: " #O: 1 Page: 04500 T()e: +,
1!$. 8 < "uring te marketing orientation era, businesspeople reali:ed tat if tey could produce products
efficiently, customers would buy tem.
D!: - #O: 1 Page: 00 T()e: +,
1!%. 8 < "uring te marketing orientation era, businesspeople reali:ed tat products, wic by tis time
could be made relatively efficiently, would ave to be promoted troug muc personal selling and
advertising.
D!: - #O: 1 Page: 00 T()e: +,
1!'. 8 < 4 marketing orientation reCuires te organi:ation-wide generation of market intelligence pertaining
to current and future customer needs, dissemination of te intelligence across departments, and
organi:ationwide responsiveness to it.
D!: " #O: 1 Page: 00 T()e: +,
1!+. 8 < 8o implement te marketing concept, an organi:ation must first establis an information system to
discover customers, real needs and ten use te information to create products to satisfy tose needs.
D!: " #O: 1 Page: 0* T()e: +,
1!-. 8 < 8o satisfy customers, ob2ectives as well as its own, a company must coordinate all its activities.
D!: - #O: 1 Page: 0* T()e: +,
1!.. 8 < =elationsip marketing is sort-term, mutually beneficial arrangements in wic te buyer and
seller focus on te creation of satisfying e#canges.
D!: - #O: % Page: 01 T()e: +,
2( Chapter 1: Customer-Driven Strategic arketing
1!0. 8 < 7ustomer relationsip management is te use of information about customers to create marketing
strategies tat develop and sustain desirable customer relationsips.
Ans: True AACSB Outcomes: Technolog(, Communication
D!: " #O: % Page: 01 T()e: +,
1$1. 8 < Kalue L customer costs M customer benefits.
D!: - #O: % Page: 0150% T()e: +,
1$1. 8 < 8e process people use to determine te value of a product is not igly scientific.
D!: - #O: *, % Page: 0% T()e: +,
1$!. 8 < 3arketing management is te process of planning, organi:ing, implementing, and controlling
marketing activities to facilitate and e#pedite e#canges effectively and efficiently.
D!: - #O: $ Page: 0$ T()e: +,
1$$. 8 < ?n marketing management, planning is a systematic process of assessing opportunities and
resources, determining marketing ob2ectives, and developing a marketing strategy and plans for
implementation and control.
D!: " #O: $ Page: 0$ T()e: +,
1$%. 8 < Frgani:ing marketing activities inges on coordination of marketing activities, motivation of
marketing personnel, and effective communication witin te unit.
D!: " #O: $ Page: 0$ T()e: +,
1$'. 8 < 3arketing costs consume about one-Cuarter of a buyer,s dollar.
D!: - #O: . Page: 0. T()e: +,
1$+. 8 < 3arketing costs consume about one-alf of a buyer,s dollar.
D!: - #O: . Page: 0. T()e: +,
1$-. 8 < <or a business organi:ation to remain ealty and to survive, it must sell products and make profits.
D!: - #O: . Page: 0' T()e: +,
1$.. 8 < Hnowing about marketing can elp you evaluate te types of corrective measures needed to stop
Cuestionable marketing practices.
D!: " #O: . Page: 0/ T()e: +,
1$0. 8 < 4ppro#imately !1 percent of civilian employees in tis country perform marketing activities.
D!: " #O: . Page: *4 T()e: +,
1%1. 8 < Socially responsible marketing can promote te welfare of customers and oter stakeolders.
D!: - #O: . Page 025*4 T()e: +,

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