When the management team noted the increased interest in bikes as a mode of
commuting, bicycle manufacturer Sensta introduced utility bikes aimed at the urban
commuter. In which of the following cases is the company following a
multiple-segment pricing strategy?
A) Sensta entered the market with a bike priced at $2,500, and later, as more
competitors entered the market, reduced the price to $1,000.
B) As the market for bikes in a particular city became saturated, Sensta raised the prices
of its bikes hoping to gain maximum profit before exiting the market.
C) With several competitors with similar product features in the utility bike market,
Sensta concentrated on the sturdiness of its bikes, and raised the price of the basic
model from $500 to $1,000.
D) Sensta manufactures a basic model priced at $500, a bike with more features, priced
at $1,500 and a deluxe model priced at $3,000.
E) When Sensta entered the market, there were already competitors in the
$1,000-$2,000 price range. Sensta introduced three bike models in the $500-$700 price
range in order to capture market share, and later raised the prices of its products.
What type of customers are most likely known as “customer terrorists”?
A) customers who use their bargaining powers to purchase products at a cheaper price
B) customers who engage in shoplifting
C) customers who verbally communicate their bad experiences to others
D) customers who show a false sense of loyalty to a particular brand
E) customers who only buy the product if it is offered at an attractive price or with a
promotional incentive
Which of the following terms is used to describe the success of many Japanese
marketing plans because of the Japanese management’s ability to adapt when a
marketing plan is not working and to stick with the plan?
A) vertical integration
B) adaptive persistence