Transcript kotler02_crsr

Kotler / Armstrong, Chapter 2
This type of business plan involves adapting the
firm to take advantage of opportunities in its
constantly changing environment.
1. annual plan
2. marketing plan
3. strategic plan
4. operational plan
Kotler / Armstrong, Chapter 2
This type of business plan involves adapting the
firm to take advantage of opportunities in its
constantly changing environment.
1. annual plan
2. marketing plan
3. strategic plan
4. operational plan
Kotler / Armstrong, Chapter 2
A good mission statement should be realistic, be
specific, fit the market environment, and
motivate, among other things.
1. true
2. false
Kotler / Armstrong, Chapter 2
A good mission statement should be realistic, be
specific, fit the market environment, and
motivate, among other things.
1. true
2. false
Kotler / Armstrong, Chapter 2
The organization should base its mission
statement on its _____.
1. profitable goals
2. customers’ welfare
3. product’s value
4. distinctive competencies
Kotler / Armstrong, Chapter 2
The organization should base its mission
statement on its _____.
1. profitable goals
2. customers’ welfare
3. product’s value
4. distinctive competencies
Kotler / Armstrong, Chapter 2
Strategic business units (SBUs) are classified as
stars, cash cows, cats, or dogs.
1. true
2. false
Kotler / Armstrong, Chapter 2
Strategic business units (SBUs) are classified as
stars, cash cows, cats, or dogs.
1. true
2. false
Kotler / Armstrong, Chapter 2
_____ are low-growth, high-share businesses or
products.
1. Question marks
2. Cash cows
3. Dogs
4. Stars
Kotler / Armstrong, Chapter 2
_____ are low-growth, high-share businesses or
products.
1. Question marks
2. Cash cows
3. Dogs
4. Stars
Kotler / Armstrong, Chapter 2
All of the following are components of the
product/market expansion grid except
_____.
1. market penetration
2. market development
3. unification
4. product development
Kotler / Armstrong, Chapter 2
All of the following are components of the
product/market expansion grid except _____.
1. market penetration
2. market development
3. unification
4. product development
Kotler / Armstrong, Chapter 2
Which of the following are limitations to the
Boston Consulting Group (BCG) method of
strategic planning?
1. difficult to implement
2. costly
3. provides little advice for the future
4. all of the above
Kotler / Armstrong, Chapter 2
Which of the following are limitations to the
Boston Consulting Group (BCG) method of
strategic planning?
1. difficult to implement
2. costly
3. provides little advice for the future
4. all of the above
Kotler / Armstrong, Chapter 2
The series of departments that add valuecreating activities to the design,
product/service, and market and support a
company’s product(s) is called _____.
1. marketing mix
2. positioning
3. value chain
4. SWOT
Kotler / Armstrong, Chapter 2
The series of departments that add valuecreating activities to the design,
product/service, and market and support a
company’s product(s) is called _____.
1. marketing mix
2. positioning
3. value chain
4. SWOT
Kotler / Armstrong, Chapter 2
Which of the following is an example of market
penetration for Starbucks?
1. adding drive-thru windows to their current
coffee shops
2. adding new stores in the Southeast
3. adding hot breakfast items to the menu
4. buying Hear Music
Kotler / Armstrong, Chapter 2
Which of the following is an example of market
penetration for Starbucks?
1. adding drive-thru windows to their current
coffee shops
2. adding new stores in the Southeast
(market development)
3. adding hot breakfast items to the menu
(product development)
4. buying Hear Music (diversification)
Kotler / Armstrong, Chapter 2
The network comprised of the company,
venders, distributors, and customers who
“partner” with each other to improve the
performance of the entire system is called
______.
1. value-delivery network
2. positioning
3. market concept
4. market penetration
Kotler / Armstrong, Chapter 2
The network comprised of the company,
venders, distributors, and customers who
“partner” with each other to improve the
performance of the entire system is called
______.
1. value-delivery network
2. positioning
3. market concept
4. market penetration
Kotler / Armstrong, Chapter 2
Dividing a market into distinct groups of buyers
who have distinct needs, characteristics, or
behavior and who might require separate
products or marketing programs is called
______.
1. market segmentation
2. target marketing
3. differentiation
4. positioning
Kotler / Armstrong, Chapter 2
Dividing a market into distinct groups of buyers
who have distinct needs, characteristics, or
behavior and who might require separate
products or marketing programs is called
______.
1. market segmentation
2. target marketing
3. differentiation
4. positioning
Kotler / Armstrong, Chapter 2
Arranging for a product to occupy a clear,
distinctive, and desirable place relative to
competing products in the minds of target
consumers is known as ________.
1. segmentation
2. target marketing
3. differentiation
4. positioning
Kotler / Armstrong, Chapter 2
Arranging for a product to occupy a clear,
distinctive, and desirable place relative to
competing products in the minds of target
consumers is known as ________.
1. segmentation
2. target marketing
3. differentiation
4. positioning
Kotler / Armstrong, Chapter 2
All of the following are elements of the marketing
mix except _____.
1. product
2. price
3. profit
4. promotion
Kotler / Armstrong, Chapter 2
All of the following are elements of the marketing
mix except _____.
1. product
2. price
3. profit
4. promotion
Kotler / Armstrong, Chapter 2
Once the various market segments have been
determined, the next step in the marketing
strategy process is _____.
1. market evaluation
2. target marketing
3. product positioning
4. market penetration
Kotler / Armstrong, Chapter 2
Once the various market segments have been
determined, the next step in the marketing
strategy process is _____.
1. market evaluation
2. target marketing
3. product positioning
4. market penetration
Kotler / Armstrong, Chapter 2
Which of the following is not one of the four
areas of SWOT analysis?
1. strengths
2. outsourcing
3. weaknesses
4. threats
Kotler / Armstrong, Chapter 2
Which of the following is not one of the four
areas of SWOT analysis?
1. strengths
2. outsourcing
3. weaknesses
4. threats
Kotler / Armstrong, Chapter 2
The purpose of a product’s image statement is to
present the product in a clear, distinct, and
desirable way relative to competing products
in the minds of target consumers.
1. true
2. false
Kotler / Armstrong, Chapter 2
The purpose of a product’s image statement is to
present the product in a clear, distinct, and
desirable way relative to competing products
in the minds of target consumers.
1. true
2. false (positioning statement)
Kotler / Armstrong, Chapter 2
The set of controllable, tactical marketing tools
that the firm blends together to produce its
response to the wants of its target market are
called its _____.
1. marketing arsenal
2. marketing mix
3. marketing position
4. independent marketing options
Kotler / Armstrong, Chapter 2
The set of controllable, tactical marketing tools
that the firm blends together to produce its
response to the wants of its target market are
called its _____.
1. marketing arsenal
2. marketing mix
3. marketing position
4. independent marketing options
Kotler / Armstrong, Chapter 2
The process of evaluating your marketing
strategy and taking corrective action to
ensure those objectives are reached is called
marketing control.
1. true
2. false
Kotler / Armstrong, Chapter 2
The process of evaluating your marketing
strategy and taking corrective action to
ensure those objectives are reached is called
marketing control.
1. true
2. false
Kotler / Armstrong, Chapter 2
The following four steps—defining the
company’s mission, setting objectives,
designing a portfolio, and developing plans—
is called _____.
1. strategic planning
2. positioning
3. market penetration
4. differentiation
Kotler / Armstrong, Chapter 2
The following four steps—defining the
company’s mission, setting objectives,
designing a portfolio, and developing plans—
is called _____.
1. strategic planning
2. positioning
3. market penetration
4. differentiation
Kotler / Armstrong, Chapter 2
Managers are correct in thinking that “doing
things right” (implementation) is more
important than “doing the right things”
(strategy).
1. true
2. false
Kotler / Armstrong, Chapter 2
Managers are correct in thinking that “doing
things right” (implementation) is more
important than “doing the right things”
(strategy).
1. true
2. false (both are critical to success)