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Marketing Chapter 1 1 To develop a sustainable competitive advantage (SCA) in dynamic markets, a company must create multiple business units
OBJECTIVE QUESTIONS Note – These objective questions cover the material from the book. In general, a false answer is markedly at odds with material in the book. However, it may not be at odds with other written material. Therefore, it […]
Marketing Chapter 10 1 The sweet-spot program should have an immediate impact by stimulating customer involvement and purchases, thus affecting the short-term financials
Chapter 10—Toward a Strong Brand Relationship 10.1 A brand touchpoint occurs any time a person in the marketplace interacts with the brand. 10.2 A sweet spot should be a part of, if not central to a customer’s self-identity and lifestyle […]
Marketing Chapter 11 1 Differentiation is increasingly difficult to create and maintain as competitors proliferate products and quickly copy advances
Chapter 11—Energizing the Business 11.1 All of the following are examples of ways to stimulate basic business except: a. Expand buyer base b. Expand the loyal customer base c. Improve customer experience d. Eliminate inefficiencies e. Develop home-run marketing programs […]
Marketing Chapter 12 1 Four questions were suggested in the book as being a good source of growth options. One was asking whether brand extensions are possible
Chapter 12—Leveraging the Business 12.1 Four questions were suggested in the book as being a good source of growth options. One was asking whether brand extensions are possible. Another was whether new distribution channels are available. 12.2 In leveraging an […]
Marketing Chapter 13 1 True market pioneers often survive because they enter the market first and build position and are able to withstand technological advances
Chapter 13—Creating New Business 13.1 Blue ocean businesses and red ocean businesses both generally allow for above average earnings. 13.2 Barriers to long term success in existing product-markets do not include which of the following: a. Markets are so dynamic […]
Marketing Chapter 14 1 Strong motivations for a standardized global brand and position are media spillover and cross-country customer travel
Chapter 14 – Global Strategies 14.1 A global strategy is a multinational strategy in which separate strategies are developed for different countries. 14.2 Among the eight motivations for global strategies is to cross-subsidize businesses and to obtain scale economies. Answer: […]
Marketing Chapter 15 1 Motivations for exiting include avoidance of drain on profits by dog businesses in portfolio and purging businesses that do not fit the strategy of the firm
Chapter 15—Setting Priorities for Businesses and Brands—The Exit, Milk, and Consolidate Options 15.1 Cash cows are units that should no longer absorb investments aimed at growing the business. 15.2 The GE model is less complex than the BCG model. Answer: […]
Marketing Chapter 16 1 An organizational culture involves three elements: a set of shared values, a set of norms of behavior, and a context or environment.
Chapter 16 – From Silos to Synergy—Harnessing the Organization 16.1 One dimension of organizational structure is the budgeting system. 16.2 The four dimensions of an organization include people, structure, ________, and _________. Answer: culture and systems. 16.3 The virtual corporation […]
Marketing Chapter 2 1 In a strategic context, segmentation means the identification of customer groups that respond differently from other groups to competitive offerings
Chapter 2 – External and Customer Analysis 2.1 A strategic uncertainty identifies the most important strategic options. 2.2 An external analysis process should be able to affect strategy and to generate or evaluate strategic decisions. Answer: True. The external analysis […]
Marketing Chapter 3 1 According to the book, mobility barriers are barriers inhibiting the movement of a person from one social class to another
Chapter 3 – Competitor Analysis 3.1 One way to identify competitors is to group competitors according to the degree they compete for a buyer’s choice. 3.2 A strategic group is a customer segment that is strategically important to the business. […]
Marketing Chapter 4 1 Key success factors are assets and/or competencies that provide the basis for any competitor to be successful in an industry.
Chapter 4 – Market/Submarket Analysis 4.1 A user gap is caused when one segment uses more of a product than another segment. 4.2 One goal of market and submarket analysis is to understand the dynamics of the market. Answer: True. […]
Marketing Chapter 5 1 Innovations that are transformational or substantial tend to be employed by new participants in an industry rather than established players
Chapter 5 – Environmental Analysis and Strategic Uncertainty 5.1 One of the three components of environmental analysis is internal analysis. 5.2 The goals of environmental analysis are to identify fads, trends and events that will only affect strategy in a […]
Marketing Chapter 6 1 The goal of analysis is to develop strategies that either exploit a firm’s strengths or correcting / compensating for weaknesses
Chapter 6- Internal Analysis 6.1 The goal of analysis is to develop strategies that either exploit a firm’s strengths or correcting / compensating for weaknesses. 6.2 ROA is return on sales times asset turnover. Answer: True. It can also be […]
Marketing Chapter 7 1 An effective sustainable competitive advantage needs to be both meaningful and sustainable. And it should be substantial to make a difference
Chapter 7 – Creating Advantage, Synergy, and Strategic Philosophies 7.1 Among the critical determinants of an SCA is the choice of the product-market and the identity and nature of competitors. 7.2 An effective sustainable competitive advantage needs to be both […]
Marketing Chapter 8 1 Business strategies should offer a clear value proposition to customers and be supported by assets and competencies and functional strategies and programs
Chapter 8 – Alternative Value Propositions 8.1 A value proposition is often an umbrella concept under which the supporting assets and competences and functional strategies and programs can be grouped. 8.2 Business strategies should offer a clear value proposition to […]
Marketing Chapter 9 1 Firms dependent on brand association position based on certain attributes are vulnerable to competitor innovation and shouting matches that lead to lost credibility
Chapter 9—Building and Managing Brand Equity 9.1 The three types of brand assets are brand awareness, brand equity and brand loyalty. 9.2 Brand awareness serves to differentiate brands along a recall/familiarity dimension. Answer: True. 9.3 Brand awareness does not provide […]
Marketing Instructor Note 1 Private label strength is driven by the desire or retailers to control a category, to obtain higher margins, and to have leverage over the big brands
Teacher’s Manual for Strategic Marketing Management, 10th edition Case Discussions Part I Retailing Trends Energy Bar Transformational Innovation Instructor Note — Trends in Retailing (Understanding and Working with Industry Trends) One way to start is to ask for each of […]
Marketing Instructor Note 2 The students might be asked what the most critical element of the program is. And what is the most effective communication device
Part II Hobart Dove Competing Against Wal-Mart Sony vs. iPod Contemporary Art Instructor Note—Hobart (Strategic Repositioning) The strategy of Hobart’s lasted for many years. However, Hobart is now owned by ITW (Illinois Tool Works) and has become more of product […]
Marketing Supplement E Homework Intel’s sustained rise would not have happened without the firm’s ability to create and manage a brand portfolio that included a complex set of endorser brands and sub brands
SUPPLEMENTAL CASES Strategic Market Management 10th edition David Aaker Author Intel Samsung Electronics Xerox: The Early Years Intel Teaching Note Samsung Electronics Teaching Note Xerox: The Early Years Teaching Note Intel During the 1990s, Intel achieved remarkable success in terms […]
Marketing Teaching Notes Homework Intel Inside was really the idea of Dentsu who was trying to do something to make Intel better known and more prestigious in Japan
Strategic Market Management 10th edition David Aaker Author TEACHING NOTES FOR SUPPLEMENTAL CASES: TN—INTEL 1. In the spring of 1991 the Intel Inside campaign was started, and $100 million was budgeted in 1992. Was that worthwhile? How would you evaluate […]