Archives: Solution Manual

CHAPTER 15 Marketing Metrics, Performance, and Strategy Implementation A Fortune Magazinestudy suggests that 70 percent of the CEOs who fail do so not because of bad strategy, but because of bad execution. — Source: R. Charan and G. Colvin “Why […]

Marketing Performance Tools and Application Exercises 14.1Market Demand and Market Share: This marketing performance tool is used to answer questions A (below) and B below (next page). A. What would be the change in the net marketing contribution if the […]

CHAPTER 14 Building a Marketing Plan The following questions lie at the heart of any marketing and strategic planning process: Where are we now? How did we get there? Where are we heading? Where would we like to be? How […]

Marketing Performance Tools and Application Exercises 13.1Defensive Strategies: Core Strategy I: Protect Position Using the data provided, evaluate the two strategies for protecting profits.. A. Protect Market Share: Set the market growth rate at 25 percent and hold market share […]

CHAPTER 13 Defensive Strategies General Motors Corporation apparently has no plans to relinquish its position as the world’s largest automaker in the face of the strong challenge from Toyota Motor Corporation. “I’m not conceding anything to anybody,” said GM Chairman […]

ABCD Marketing Performance Tools and Application Exercises 12.1Offensive Strategies—Core Strategy I: Grow in Existing Markets Using the data provided, evaluate the four offensive strategies for growing sales in existing markets. A. Grow Market Share:Increase the market share from 10 to […]

CHAPTER 12 Offensive Strategies In marketing I’ve seen only one strategy that can’t miss —and that is to market to your best customers first, your best prospects second, and the rest of the world last. — John Romero, Casion Marketing […]

Marketing Performance Tools and Application Exercises 11.1Product Life Cycle Portfolio: This marketing performance tool is used with Figure 11-2 to address the question that follows. Using the data provided, adjust the proposed product life-cycle portfolio to the recommended percentage of […]

CHAPTER 11 Portfolio Analysis and Strategic Market Planning “Cheshire Puss, would you tell me, please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the Cat. “I don’t […]

Marketing Performance Tools and Application Exercises 10.1 Marketing Communications and Customer Response: This marketing performance tool uses Figure 10-15 in answering questions A, B and C. A. Using the data provided, how do the results of this marketing communication change […]

CHAPTER10 Marketing Communications, Social Media, and Customer Response Yahoo! helps Intel stay connected to hundreds of millions of mobile customers around the globe. With Yahoo!’s massive reach, Intel is able to pinpoint their target audience within relevant content areas and […]

Marketing Performance Tools and Application Exercises 9.1 Channel Mapping and Pocket Price— This marketing performance tool is used with Figures9-3 and 9-4 in answering questions A (below) and B (next page). A. How does the overall average pocket price change […]

CHAPTER9 Marketing Channels and Channel Mapping Shopping Channel Management: The recession and its economic challenges change the way people buy. Customers look for the lowest possible price, daily deals, coupons, and any other potential savings. People also have less time […]

Marketing Performance Tools and Application Exercises 8.1 Value-in-Use Pricing: This marketing performance tool is used with Figure 8-6 in addressing items A and Bbelow. A. The ownership costs for a business’s products that extend the life of machine fluids appear […]

CHAPTER8 Value-Based Pricing and Pricing Strategies Dell Computer has it. So do Amazon.com and eBay. Oracle has it, and even some traditional manufacturing companies like Toyota and Volkswagen have it. What these companies have in common, according to a new […]

Marketing Performance Tools and Application Exercises 7.1 Product Positioning: This marketing performance tool is used with Figure 7-3 in addressing items A and B below. A. Use the Strategy 1 column to create a product positioning strategy for a new […]

CHAPTER7 Product Positioning, Branding, and Product Line Strategies The best positioning is put in the context of solving a problem for a specific buyer. That means that there are multiple positioning documents, each conveying product value in terms that resonate […]

Marketing Performance Tools and Application Exercises 6.1 Cost Advantage:This marketing performance tool is used with Figure 6-6and Appendix 6.2 in addressing items A to C below. A. Estimate the experience curve coefficient for a cost curve with an initial unit […]

CHAPTER6 CompetitivePosition and Sources of Advantage An effective competitive advantage should be substantial, sustainable, and leveraged. — David Aaker in Developing Business Strategies The quote from David Aaker’s book could be used to open a discussion on what a sustainable […]

Marketing Performance Tools and Application Exercises 5.1 Needs-Based Segmentation: This marketing performance tool is used with Figure 5-3in addressing items A (below) and B (next page). A. Using the laptop product-price configuration provided, create a needs-based segment for laptop users […]

CHAPTER5 Market Segmentation and Segmentation Strategies Market segmentation is a natural result of the vast differences among people. — Donald Norman Cognitive Scientist and Author Donald Norman’s comment could be used to open a discussion on how differences in customer […]

Marketing Performance Tools and Application Exercises 4.1 Economic Value Analysis: Figures 4-12 and 4-13 are used with this marketing performance tool to answer the questions A (below) and B (next page). A. If Sealed Air sold its AirCap product for […]

CHAPTER4 The Customer Experience and Value Creation Apple has many prosumers―professional consumers who are eager to help Apple design innovative products. For more information, just do an Internet search for “Apple mockup products.” Shown here is a concept drawing of […]

Marketing Performance Tools and Application Exercises 3.1 Market Potential and Market Development Index:Figure 3-3 is used with this marketing performance tool in responding to items A (below) and B (next page). A. How would the market potential and market development […]

CHAPTER3 Market Potential, Market Demand, and Market Share You have to see more to sell more. — Jack Welch CEO, General Electric Co.,1981–2001 Jack Welch’s comment could be used to open a discussion on the importance of a business having […]

Marketing Performance Tools and Application Exercises 2.1 Company-Level Net Marketing Contribution: Figure 2-15 is used with this marketing performance tool to address analysis items A (next page) and B (page 19). The starting data are shown here to make comparisons […]

CHAPTER2 Marketing Metrics and Marketing Profitability IntroductoryExercise FedEx measures customer satisfaction monthly but measures its service quality daily with a process metric that tracks the top ten mistakes, weighted by their negative impact on the customer, that result in customer […]

CSICustomerPercentGrossRetenonCustomer ScoreSalesMarginProtCostProt 81$79050.5%$428$100$328 Teaching Note:This level of improvement in customer satisfaction would increase the average sales per customer by $145 and increase the average customer profit from $250 to $328. With 10,000 customers, for example, the improved customer satisfaction index […]

CHAPTER 1 Customer Focus, Customer Performance, and Profit Impact The single most important thing to remember about any enterprise is that there are no results inside its walls. The result of a business is a satisfied customer. — PeterF. Drucker […]

Chapter 16 – Strategically Managing the HRM Function IV. Discussion Questions: The References and related Discussion Questions may be found in PowerPoint slides 6-1 to 6-9 on the instructor’s side of the text’s Website. Learning Objective #1: To assess students’ […]

A Look Back HR at Google Continues As you have seen throughout this chapter, Laszlo Bock and Google have been innovating constantly in how they approach the role that the function can play and how it plays that role in […]

Please click here to access the new HRM Failures case associated with this chapter. HRM Failures features real-life situations in which an HR conflict ended up in court. Each case includes a discussion questions and possible answers for easy use […]

Chapter 15 – Managing Human Resources Globally Additional Activities Twitter Focus As barriers to global business continue to fall, more people are encountering language differences among the companies they work with, sell to, or buy from on a daily basis. […]

Competing Through Sustainability: The Potential for Electric Cars This vignette explains the dilemma faced by electric car producer Fisker Automotive. Although clean vehicle development has been high on the list for the Obama administration, problems with development, production, and supply […]

Please click here to access the new HRM Failures case associated with this chapter. HRM Failures features real-life situations in which an HR conflict ended up in court. Each case includes a discussion questions and possible answers for easy use […]

Additional Activities Twitter Focus: Serious Materials is a maker of eco-friendly building products that stepped in to buy Republic Windows and Doors. Republic’s owners, with little warning, closed the plant without giving workers severance pay and secretly began to transfer […]

Chapter Vocabulary These terms are defined in the “Extended Chapter Outline” section. Checkoff Provision Closed Shop Union Shop Agency Shop Maintenance of Membership Right-to-Work Laws Taft-Hartley Act, 1947 Associate Union Membership Corporate Campaigns Distributive Bargaining Integrative Bargaining Attitudinal Structuring Intraorganizational […]

Competing Through Technology: Longshoremen and Automation: Competing Company and Worker Interests This vignette discusses a legacy contract issue revolving around royalties paid to longshoremen based on the weight of containers handled each year to compensate for lost wages due to […]

Please click here to access the new HRM Failures case associated with this chapter. HRM Failures features real-life situations in which an HR conflict ended up in court. Each case includes a discussion questions and possible answers for easy use […]

Chapter 13 – Employee Benefits 1.1.1 Exercising Strategy: Smokers Face Another Risk from Their Habit: It Could Cost Them A Shot at a Job More hospitals and medical businesses in many states are adopting strict policies that make smoking a […]

Competing Through Sustainability Google Keeps Employees’ Stomachs Happy, But Fit Too, Using Data Analytics Google provides good food options for employees right in the office. They claim that their employees are never more than “150 feet from food”… The problem […]

Please click here to access the new HRM Failures case associated with this chapter. HRM Failures features real-life situations in which an HR conflict ended up in court. Each case includes a discussion questions and possible answers for easy use […]

Chapter 12 – Recognizing Employee Contributions with Pay Managing People: ESOPs: Who Benefits? This vignette describes employee stock ownership plans (ESOP’s). ESOP’s are being embraced by smaller firms, especially those struggling to find buyers during the weak economy. Under typical […]

Evidence-Based HR This vignette talks about open-book management. This is a technique that involves disclosing financial information to employees and teaching them basic finance principles in order to involve them in cost-saving and revenue-generating decisions and idea creation. The evidence […]

Please click here to access the new HRM Failures case associated with this chapter. HRM Failures features real-life situations in which an HR conflict ended up in court. Each case includes a discussion questions and possible answers for easy use […]

Chapter 11 – Pay Structure Decisions Self-Assessment Exercise Refer to the self-assessment exercise in the text. Exercising Strategy: Changing Compensation to Support Changes in Corporate Strategy Corning Inc. has realigned its strategy and compensation and benefits program divesting several business […]

Evidence-Based HR Sam’s Club, Costco, and Wal-Mart are all low-price retail merchandisers. Each one has a different approach to labor costs. Costco has 338 stores and 67,600 employees, and is number one in this market accounting for about 50 percent […]

Please click here to access the new HRM Failures case associated with this chapter. HRM Failures features real-life situations in which an HR conflict ended up in court. Each case includes a discussion questions and possible answers for easy use […]

Chapter 10 – Employee Separation and Retention Additional Activities Twitter Focus Datotel is a St. Louis company that provides IT services and storage for its client companies. Founder David Brown believes in making sure employees know how much the company […]

Competing Through Technology Didn’t Your Boss Used to Be a Vacuum Cleaner? This case discusses the use of robots to bolster communications quality between employees using new technology to communicate and meet. These robots, using GPS technology to navigate, might […]