115) Which of the following statements best reflects the guideline for working toward
consensus-building when developing marketing plans?
A) The firm’s marketing plans enable results to be compared with planned targets, using precise
marketing metrics.
B) The firm insists on ownership of the marketing plan by team members and stakeholders.
C) The firms ensures that the right person to implement plans is heavily involved in making the
plans.
D) To motivate people, the firm sets achievable goals.
E) The firm ensures that people at all levels in the firm understand what, when, and how they are
to accomplish their tasks.
116) All of the following are key problems that emerge in a firm’s strategic marketing process
except which?
A) Line operating managers often feel no sense of ownership in implementing the plans.
B) Bad news is filtered out as information goes up the line to give top management a very rosy
picture.
C) Not enough time and effort is spent on data collection; therefore, the plans written are too
vague to implement.
D) Plans are based on very poor assumptions about environmental forces.
E) Planners and their plans may have lost sight of their customers’ needs.
117) Key problems that emerge in a firm’s strategic marketing process include that
A) there is poor communication between the firm and its stakeholders.
B) there is a lack of leadership.
C) although management says they are behind the plans, they do not allocate resources to the
degree necessary for success.
D) planners and their plans may have lost sight of their customers’ needs.
E) plans can be thwarted by disgruntled employees, other departments, or competitors.
118) General Mills is concerned with both selling its products and brands in countries around the
world and obtaining ideas for new products from anyone anywhere who has a great product or
technology. You can submit your great new-product or technology idea to General Mills online
if the product or technology can
119) Which of the following is a typical objective for value-based planning?
A) Integrate sustainable development.
B) Demonstrate corporate integrity.
C) Contribute to the price of a company’s stock.
D) Reduce employee turnover.
E) Identify new channels of distribution.
120) A trend likely to influence the strategic marketing process in the future that incorporates
concerns for ethics, integrity, employee health and safety, and environmental safeguards with
more common corporate values such as growth, profitability, customer service, and quality is
referred to as
A) stakeholder value.
B) value-based planning.
C) marketing ROI.
D) value-driven strategies.
E) value-added marketing.
121) Ben & Jerry’s Homemade, Inc., is a profitable company that has a reputation for quality.
The company is committed to treating its employees fairly and acting ethically in all
transactions. It seeks to purchase all of its supplies from socially responsible suppliers. It is a
leader in protecting the environment and corporate philanthropy. Ben & Jerry’s uses
A) a value-driven strategy.
B) marketing ROI.
C) value analyses.
D) value-based planning.
E) value-added marketing.
122) ________ create a new market by initially reaching new customers through displacing an
existing market’s low-end product.
A) Distinctive competencies
B) Discontinuous innovations
C) Disruptive innovations
D) Synergy analysis frameworks
E) Continuous innovations
123) Disruptive innovations cause havoc for an organization’s
A) short-term marketing plans.
B) marketing research plans.
C) SWOT analysis.
D) long-range marketing plans.
E) environmental scanning.
124) All of the following products are examples of disruptive innovations except which?
A) Wrigley’s Alert Energy Caffeine Gum
B) Wikipedia
C) Samsung’s liquid crystal displays (LCD) high-definition televisions (HDTVs)
D) Apple’s iPad and iPad mini tablet devices
E) Cree’s light emitting diode (LED) bulbs
125) The key to launching a disruptive innovation like Google, Facebook, or the iPhone and iPad
from Apple is to
A) hold the line on spending for R&D because “money doesn’t grow on trees.”
B) focus on long-range planning because “if you don’t know where you’re going, any road will
get you there.”
C) develop accurate action item lists and program schedules because “the devil is in the details.”
D) ask questions to exploring what currently is and then moving to a powerful search for what
might be.
E) assess the competitive landscape through a comprehensive environmental scan because “the
early bird gets the worm.”
126) All of the following are disruptive questions to hopefully achieve disruptive innovations
except which?
A) “why” and “why not” questions
B) “any suggestions” questions
C) “what if” questions
D) “what caused” questions
E) “what is” questions
127) Which of the following statements regarding marketing failures is most accurate?
A) Marketing failures are due to a lack of a program champion who is willing to make decisions
and act on them.
B) Marketing failures are due to a lack of financial support.
C) Marketing failures are due to a lack of originality.
D) Marketing failures are due to poorly communicated plans.
E) Marketing failures are due to a poor plan and strategy, poor implementation, or both.
128) The reformulation of the original less sweet, more bitter Coca-Cola (now Coca-Cola
Classic) into a new sweeter one (eventually called New Coke) was one of the biggest decisions
in the firm’s history. Coca-Cola was responding to Pepsi’s gain in market share with its sweeter
formulation and its Pepsi Challenge taste tests and commercials. New Coke replaced “old Coke”
on supermarket shelves. Loyal Coke customers were incensed that “old Coke” was discontinued.
They loved the taste and brand identity of “old Coke” and rebelled against New Coke. TV and
print ads designed to persuade Coke and Pepsi drinkers to switch to New Coke were ineffective.
After a short time, Coca-Cola reintroduced old Coke as Coca-Cola Classic and withdrew New
Coke from the market. The launch of New Coke is an example of
A) good planning and good implementation.
B) good planning and poor implementation.
C) poor planning and good implementation.
D) poor planning and poor implementation.
E) poor evaluation.
129) As the marketing manager for Acme Products Inc., you just became the new program leader
for Baubles, a product Acme introduced last year. Initial sales far exceeded expectations. In
response, the previous program leader decided to reduce the profit margins for channel members
to more quickly recover the high costs incurred in the development of the Baubles product and
its marketing program. Unfortunately, sales of Acme Baubles declined by 5 percent while its
market share declined by 7 percent as new competitors entered the market. After conducting a
customer survey, you concluded that customers were generally satisfied with Acme’s Baubles.
However, Baubles were not as readily accessible as they were the previous year. Furthermore,
after conducting a survey among the leading wholesalers and retailers of Acme Baubles, you
discovered they were not pleased with the reduced margins. Moreover, because Acme’s principal
competitors offered them greater margins, they gave their products better service and shelf space
than Acme’s. This is an example of
A) good planning and good implementation.
B) good planning and poor implementation.
C) poor planning and good implementation.
D) poor planning and poor implementation.
E) poor evaluation.
130) Today, the implementation phase of the strategic marketing process often involves moving
many planning activities away from the duties of planners to those of ________ responsible for
implementing the plans.
A) line managers
B) outside consultants
C) senior management
D) the chief marketing officer (CMO)
E) project teams
131) General Electric’s Jack Welch became a legend in making GE more efficient and far better
at implementation. One strategy he used to do this was
A) creating new mediation teams between planners and implementers.
B) developing task-specific innovation teams.
C) hiring outside consulting firms.
D) de-layering the organization.
E) conducting regular debriefing meetings to keep everyone aware of what was going on.
132) All of the following are ways a marketing manager can improve the implementation of a
marketing program except which?
A) reward successful implementation
B) communicate goals and the means to achieve them
C) schedule precise tasks, responsibilities, and deadlines
D) avoid paralysis by analysis
E) find the right person to develop the plans
133) Successful implementation often lies in fostering a work environment that is characterized
by all of the following except which?
A) fostering open communications
B) rewarding success
C) communicating goals and the means to achieve them
D) using time-based agendas
E) making employees accountable for failure
134) Management experts warn against the tendency to excessively analyze a problem instead of
taking action. This problem is referred to as
A) second-guessing.
B) paralysis by analysis.
C) better to ask for forgiveness than permission.
D) stay with the pack.
E) letting sleeping dogs lie.
135) Kelly Johnson of Lockheed Martin’s Skunk Works stressed the following basic tenet:
A) Implement a “do it, fix it, try it” approach.
B) Take a “go and see” approach.
C) Have a “bias for action.”
D) “Avoid paralysis by analysis.”
E) “Better to ask forgiveness than permission.”
136) All of the following are basic tenets or axioms voiced by Kelly Johnson of Lockheed
Martin’s Skunk Works except which?
A) “Failure just leads you to the next great thing.”
B) “When trouble develops, surface the problem immediately.”
C) “Avoid paralysis by analysis.”
D) “Get help—don’t keep the problem to yourself.”
E) “Make decisions promptly.”
137) One way to improve implementation is to communicate goals and the means of achieving
them. At Toyota, its design teams stress ________—“go and see”—a message about both a goal
and a means of achieving it.
A) keiretsu
B) genchi genbutsu
C) kaizen
D) zaibatsu
E) meishi
138) A person who is willing and able to “cut the red tape” to move a program forward is
referred to as a
A) channel captain.
B) marketing mediator.
C) program director.
D) program champion.
E) program facilitator.
139) A program champion is
A) a person who is willing and able to “cut the red tape” to move a program forward.
B) the person within an organization who is assigned the responsibility of taking a program from
conception to deletion.
C) a person in an organization who is the “product figurehead” for a new-product development
cross-functional team.
D) a sports figure or celebrity, who serves as a company spokesperson for a new product.
E) a single product within the product line that carries the other products in the line “on its back.”
140) U.S. Navy Admiral Grace Murray Hopper gave famous advice that a program champion
should follow when cutting through an organization’s red tape:
A) Implement a do it, fix it, try it” approach.
B) Take a “go and see” approach.
C) “Avoid paralysis by analysis.”
D) Have a “bias for action.”
E) “Better to ask forgiveness than permission.”
141) Edwin H. Land, former CEO of Polaroid, took personal responsibility for technological
innovation at Polaroid. On the other hand, Lewis Platt, CEO of Hewlett-Packard, believed senior
management’s role was to create an environment that encourages all managers to take risks and
create new growth opportunities. Which of the following statements describes the actions of
these men?
A) Both Land and Platt were program champions.
B) Platt was a program champion and Land was not.
C) Land was a program champion and Platt was not.
D) Neither Platt nor Land was a program champion.
E) Land believed in encouraging others to act as program champions and Platt did not.
142) A list of topics to be covered during a meeting that shows the running time allocated to and
the person(s) responsible for leading the discussion for each topic is referred to as a
entrepreneurial divisions.
A) PERT chart.
B) program schedule.
C) Gantt chart.
D) time-based agenda.
E) action-item list.
143) A time-based agenda is
A) a list of topics to be covered during a meeting that shows the running time allocated to and
the person(s) responsible for leading the discussion for each topic.
B) a chart that demonstrates how a set of tasks for a project can be sequentially and concurrently
completed by specified times.
C) an aid to implementing a marketing plan consisting of four columns: (1) the task, (2) the
person responsible for completing that task, (3) the date to finish the task, and (4) what is to be
delivered.
D) a tool that shows the relationships through time of the various program tasks, which involves:
(1) identifying the main tasks; (2) determining the time required to complete each task; (3)
arranging the activities to meet the deadline; and (4) assigning people the responsibilities to
complete each task.
E) a statistical tool, used in project management, that is designed to analyze and represent the
tasks involved in completing a given project.
144) An action item list is
A) a list of topics to be covered during a meeting that shows the running time allocated to and
the person(s) responsible for leading the discussion for each topic.
B) a chart that demonstrates how a set of tasks for a project can be sequentially and concurrently
completed by specified times.
C) an aid to implementing a marketing plan consisting of four columns: (1) the task, (2) the
person responsible for completing that task, (3) the date to finish the task, and (4) what is to be
delivered.
D) a tool that shows the relationships through time of the various program tasks, which involves:
(1) identifying the main tasks; (2) determining the time required to complete each task; (3)
arranging the activities to meet the deadline; and (4) assigning people the responsibilities to
complete each task.
E) a statistical tool, used in project management, that is designed to analyze and represent the
tasks involved in completing a given project.
145) An action item list is
A) an aid to implement a marketing plan that consists of four columns.
B) a tool that shows the relationships through time of the various program tasks.
C) a graphical representation of a program schedule.
D) a systematic method to itemize the “value” of products and services.
E) an aid to implementing a business plan and consisting of five columns.
146) An aid to implementing a marketing plan and consisting of four columns—the task, the
person responsible for completing the task, the date to finish the task, and what is to be
delivered—is referred to as
A) an output report.
B) a Gantt chart.
C) a marketing plan.
D) an action item list.
E) a marketing action memo.
147) An action item list is an aid to implement a marketing plan that consists of four columns,
one of which is
A) what is to be delivered.
B) the budget.
C) the product or service.
D) the points of difference.
E) the promotional message.
148) An action item list is an aid to implement a marketing plan that consists of four columns,
including all of the following except which?
A) the budget for the task
B) what is to be delivered
C) the task
D) the date to finish the task
E) the person responsible for completing the task
149) Action item lists are most similar to
A) product-market grids.
B) job analyses.
C) sales response functions.
D) value analyses.
E) program schedules.
150) Developing a program schedule involves which of the following?
A) selecting a product champion
B) assigning people the responsibilities to complete each task
C) defining specific market segments
D) creating marketing metrics to evaluate the results
E) scheduling a follow-up meeting to evaluate the results
151) The most senior executive responsible for a firm’s marketing activities is called the
A) brand manager.
B) product manager.
C) chief marketing officer (CMO).
D) director of sales.
E) marketing director.