Deck 12: Strategy Implementation and Control

Question 1

The Managerial act of control involves four steps. Which are they?

A) Planning, evaluation, correction, establish new targets
B) Setting standards, evaluation, planning, establish new targets
C) Planning, setting standards, control, establish new targets
D) Setting standards, evaluation, taking corrective actions, establish new targets

Answer 1

Setting standards, evaluation, taking corrective actions, establish new targets

Question 2

The executing of a plan or strategy is also called______

A) planning.
B) control.
C) implementation.
D) evaluation.

Answer 2

implementation.

Question 3

____looks at the objectives set in the annual marketing plan whereas _____ considers financial parameters.

A) Financial controls, annual plan
B) Annual plan, financial controls
C) Annual plans, monthly plans
D) Annual plans, strategic controls

Answer 3

Annual plan, financial controls

Question 4

______ often takes the form of a marketing audit.

A) Strategic control
B) Strategic plan
C) Strategic intent
D) Annual plan

Question 5

Many marketing plans fail not because their strategy was faulty but because _____ was less than effective.

A) control
B) strategic plan
C) implementation
D) vision

Question 6

As per Tom Bonoma (1984) when strategy is well formulated and well implemented then ____ will follow, whereas when strategy is poorly formulated and poorly implemented then ____ will follow.

A) success, failure
B) failure, success
C) rescue, trouble
D) savior, problems

Question 7

As per Bonoma (1984) when strategy is well formulated but poorly implemented then it leads to _____. However when strategy is ________ formulated but well implemented then it leads to rescue.

A) success, victory
B) trouble, poorly
C) failure, trouble
D) trouble, problems

Question 8

According to Bonoma (1984) marketing managers trying to put marketing strategies into practice often confront ______ and _____ problems.

A) emotional, financial
B) financial, structural
C) structural, personnel
D) personnel, social

Question 9

There are a number of barriers to the implementation of strategy as per Robert (1991). He says that a strategy needs to be _____ rather than _____

A) explicit, implicit.
B) implicit, explicit.
C) exhaustive, inclusive.
D) explicit, exhaustive.

Question 10

There are a number of barriers to the implementation of strategy as per Robert (1991). He says that a strategy should not be developed in _______

A) masses.
B) exhaustion.
C) email.
D) isolation.

Question 11

By engaging ____________ to formulate marketing strategy firms often lose out on the commitment from its employees towards that strategy.

A) researchers
B) lawyers
C) internal consultants
D) external consultants

Question 12

A good marketing planning process will _______ manage the implications of a marketing strategy on the organization.

A) proactively
B) reactively
C) supposedly
D) surely

Question 13

There are two sources of competitive advantage for a firm - it either has _____ or ______ or both.

A) value, costs
B) superior skills, money
C) superior skills, superior resources
D) None of the options given are correct.

Question 14

Which of the following is not an item in the four-part strategy developed for Levi's?

A) Retain the core of the business.
B) Develop new markets by expanding.
C) Focus on the store retail operations.
D) Enable more efficient operations.

Question 15

Which of the following is not one of the three kinds of control regarding managing marketing strategy?

A) Annual plan control
B) Financial or expense control
C) Strategic control
D) Implementation control

Question 16

If the marketing budget is too_________ then _________ opportunities may be lost and competitiveness eroded.

A) ambivalent, shorter-term
B) unloyal, longer-term
C) prone, shorter-term
D) small, longer-term

Question 17

What is the ideal number of methods on average to set budgets?

A) 2-3
B) 3-4
C) 4-5
D) 5-6

Question 18

What are the two judgemental methods of budgeting?

A) Arbitrary, affordable
B) Random, necessary
C) Arbitrary, minimal
D) Necessary, affordable

Question 19

When the budget is set in line with the closest rival, it is called ______

A) competitive financial.
B) competitive rational.
C) competitive absolute.
D) competitive relative.

Question 20

Tse et al. (1988) investigated the relationship between national culture and marketing decision-making, finding that an executive's ____________ had a significant and predictable effect on decision-making.

A) gender
B) ethnicity
C) education
D) home (national) culture

Question 21

Which of the following is one of the main types of organizational marketing structures?

A) Demand organization
B) Corporate organization
C) Sales organization
D) Market organization

Question 22

_________ organization enables greater management attention to the specific marketing requirements of different brands/services/products and a faster reaction to brand/services/products related changes (see also Kirka et.al, 2020).

A) Sales
B) Market
C) Functional
D) Brand

Question 23

__________ is perhaps best suited where there is a limited, standardized, homogeneous product-line sold to customers in different markets.

A) Brand organization
B) Functional organization
C) Market organization
D) None of the options given are correct.

Question 24

Cybernetics, the science of communication and control in organisms and machines, has made a particular contribution here with the concepts of _______ and __________ (Jackson, 1988).

A) velocity, requisite variety
B) variety, veracity
C) volume, requisite variety
D) variety, requisite variety

Question 25

What is system 4 in Beer's VSM?

A) Main regulatory centre
B) Operating management control centre
C) Intelligence and information-gathering centre
D) Basic work unit(s)

Question 26

System 1 in Stafford Beer's Viable System Model is

A) future target markets.
B) basic work unit.
C) operating procedures.
D) marketing strategy centre.

Question 27

What is one of the main criticisms to Beer's VSM?

A) It gives little role to business units in organizations.
B) It gives no role to culture or power in organizations.
C) It gives too much emphasis to culture or power in organizations.
D) It gives little role to culture or power in organizations.

Question 28

The successful implementation of a firm's marketing strategy is also partly a result of an organization's ___________

A) corporate culture.
B) employees.
C) corporate governance.
D) corporate lifestyle.

Question 29

The arbitrary budgeting method is based upon

A) what is felt to be necessary.
B) what the closest rival is spending.
C) a set percentage of last year's sales.
D) what can be afforded.

Question 30

Deshpandé et al (1993) found that companies with cultures that stress competitiveness ________________

A) underperform than others that stress on cohesiveness.
B) outperform others that stress on cohesiveness.
C) do not perform well at all.
D) perform well sometimes.

Question 31

Which of the following is one of the measurable and consequently controllable outcomes mentioned by Otto et al. (2020)?

A) Management efficiency
B) Cash flow
C) Employee satisfaction
D) Measures of financial productivity

Question 32

What is system 2 in Beer's VSM?

A) Basic work units
B) Operating management control centre
C) Overall strategic direction
D) Main regulatory centre

Question 33

What is system 3 in Beer's VSM?

A) Basic work units
B) Main regulatory centre
C) Operating management control centre
D) Overall strategic direction.

Question 34

What is system 5 in Beer's VSM?

A) Overall strategic direction
B) Operating management control centre
C) Main regulatory centre
D) Basic work units

Question 35

Hailo taxi finding app failure in expansion to US happened because _______________

A) strategy formulation was poor.
B) strategy implementation was poor.
C) the strategy was not comprehensive.
D) there was no employee buy in.