Deck 22: Managing a Holistic Marketing Organization

Question 1

________ encourages and empowers personnel to produce more ideas and take more initiative.

A) Benchmarking
B) Flattening
C) Empowering
D) Merging
E) Accelerating

Answer 1

C

Question 2

A functional marketing organization can result in ________ as products and markets increase.

A) proper reporting relationships
B) smooth coordination
C) effectiveness
D) inadequate planning
E) administrative simplicity

Answer 2

D

Question 3

Today marketing no longer has sole ownership of customer interactions; rather marketing needs to ________ all the customer-facing processes so that the customers see a single face and hear a single voice when they interact with the firm.

A) examine
B) integrate
C) collect
D) distribute
E) review

Answer 3

B

Question 4

________ is working more closely with customers to add value to their operations.

A) Customer partnering
B) Globalizing
C) Outsourcing
D) Merging
E) Reengineering

Question 5

Increasing the effort to "think global" and "act local" is

A) empowering.
B) flattening.
C) focusing.
D) globalizing.
E) benchmarking.

Question 6

________ is the acquiring or merging with firms in the same or complementary industries to gain economies of scale or scope.

A) Globalizing
B) Merging
C) Outsourcing
D) Accelerating
E) Empowering

Question 7

________ is the study of "best practice companies" to improve performance.

A) Focusing
B) Flattening
C) Empowering
D) Globalizing
E) Benchmarking

Question 8

________ is the appointment of teams to manage customer-value-building processes and break down walls between departments.

A) Outsourcing
B) Benchmarking
C) Supplier partnering
D) Customer Partnering
E) Reengineering

Question 9

________ requires that everyone in the organization buy into the concepts and goals of marketing and engage in choosing, providing, and communicating customer value.

A) External relations
B) Internal marketing
C) Sales department
D) Integrated marketing communications
E) External marketing

Question 10

Determining the most profitable businesses and customers and focusing on them is called

A) flattening.
B) empowering.
C) focusing.
D) outsourcing.
E) merging.

Question 11

The main advantage of a functional marketing organization is its

A) administrative simplicity.
B) increased work load requirements.
C) reduced staff requirements.
D) ease of reporting.
E) overlapping responsibilities.

Question 12

________ is the buying goods and services from outside domestic or foreign vendors.

A) Outsourcing
B) Merging
C) Benchmarking
D) Globalizing
E) Accelerating

Question 13

________ is the trend to increase partnering with fewer but better value-adding suppliers.

A) Customer partnering
B) Benchmarking
C) Flattening
D) Supplier partnering
E) Empowering

Question 14

The most common form of marketing organization consists of ________ reporting to a marketing vice president.

A) departmental heads
B) interns
C) functional specialists
D) sales staff
E) marketing directors

Question 15

________ is reducing the number of organizational levels to get closer to the customer.

A) Globalizing
B) Empowering
C) Draft the report
D) Flattening
E) Accelerating

Question 16

Many companies now focus on _______ rather than departments, because departmental organization can be a barrier to the smooth performance of fundamental business processes.

A) company functions
B) the bottom line
C) functional specialists
D) key processes
E) customer feedback

Question 17

The role of marketing in the organization is changing. Traditionally marketers have played the roles of

A) customers.
B) internal customers.
C) middlepeople.
D) external consumers.
E) clients.

Question 18

Designing the organization and setting up processes to respond more quickly to changes in the environment is called

A) accelerating.
B) globalizing.
C) reengineering.
D) customer partnering.
E) flattening.

Question 19

A company selling in a national market often organizes its sales force along ________ lines.

A) convenience
B) product lines
C) geographic
D) psychographic profiles
E) territory

Question 20

Several companies are new adding ________ to support the sales efforts in high-volume markets.

A) regional managers
B) behaviour specialists
C) district managers
D) area market specialists
E) consumer specialists

Question 21

When customers fall into different user groups with distinct buying preferences and practices, a ________ is desirable.

A) product-management organization
B) flattened organization
C) market-management organization
D) BAMT organization
E) brand-management organization

Question 22

Modern marketing departments may be organized in a number of different, sometimes, overlapping ways by

A) customer, by brand, by geography, by territory.
B) design, by brand, by product, by territory, by matrix.
C) function, by brand, by product group, by customer, by matrix.
D) functionally, geographically, by product or brand, by market, in a matrix.
E) matrix, by brand, by function, by geography, by customer.

Question 23

A national sales manager supervises four regional sales managers, who each supervise six zone managers, who in turn supervise eight district sales manager, who each supervise ten salespeople. This is an example of which type of marketing department organization?

A) product-management organization
B) geographic organization
C) market organization
D) functional organization
E) a market matrix

Question 24

________ is when the marketing activity is organized to meet the needs of distinct customer groups rather than being focused on marketing functions, regions, or products.

A) Customer-management organization
B) Product-centred organization
C) Market-centred organization
D) Brand-centred organization
E) Brand asset organization

Question 25

Companies that produce many products flowing into many markets may adopt a ________ marketing organization.

A) brand organization
B) top-down organization
C) product organization
D) flat organization
E) matrix organization

Question 26

You are the brand/product manager for a line of cake mixes. One of your tasks is to prepare a long-range strategy for the product. Other tasks assigned to you would include

A) working with an advertising agency to develop an advertising campaign.
B) manage a category rather than specific products.
C) deal with individual customers.
D) supervise several market managers.
E) developing corporate and cause-related strategies.

Question 27

Product and brand management is sometimes characterized as a ________ system.

A) flattening organization
B) wheel
C) regional system
D) layered organization
E) hub-and-spoke

Question 28

A fourth alternative available to a company that uses a product-management organization is to introduce ________ in which a company focuses on product ________ to manage its brands.

A) category management/specialists
B) category management/categories
C) product brand managers/categories
D) product managers/categories
E) category specialists/managers

Question 29

In a ________, companies can organize themselves to understand and deal with individual customers rather than with the mass market or even market segments.

A) customer-management organization
B) brand-asset organization
C) brand-centred organization
D) market-centred organization
E) product centred organization

Question 30

There are three types of potential product-team structures. These are

A) vertical, horizontal, and circular product teams.
B) vertical, triangular, and horizontal product teams.
C) vertical, rectangular, and circular product teams.
D) horizontal, vertical, and rectangular product teams.
E) horizontal, vertical, and flattened product teams.

Question 31

Canon sells its fax machines to consumers, business, and government markets. As a result it finds that a ________ is desirable because the market manager supervises several market-development managers and market specialists.

A) brand-asset management team
B) matrix organization
C) circular management team
D) market-management organization
E) triangular product team

Question 32

A second alternative available to firms with a product-management organization is to switch from product managers to

A) brand managers.
B) a flattening organization.
C) hub-and-spoke system.
D) co-brand leaders.
E) product teams.

Question 33

Another rationale for category management is the increasing power of the

A) distribution partners.
B) competition.
C) consumer.
D) trade.
E) customer.

Question 34

Assume that your company's products deal with individual customers rather than with mass market or even market segments. Which marketing organization would best serve your firm?

A) a customer-management organization
B) a functional organization
C) a brand-management organization
D) a matrix organization
E) a market-centred organization

Question 35

Colgate has moved from managing Colgate toothpaste to managing the toothpaste category to managing mouth care. In other words, Colgate has moved from brand management to ________ to "customer-need management".

A) market management
B) category management
C) customer management
D) product management
E) need management

Question 36

P&G cites a number of advantages to a category-management structure. They foster internal competition among brand managers for example. This new scheme is designed to

A) ensure that all brand mangers compete for limited dollars.
B) ensure that all categories would be able to receive adequate resources.
C) ensure that all brand managers compete for the positions in the largest categories.
D) ensure that all brand managers compete for upper-level management positions by obtaining category leadership for their brands.
E) ensure that all brand managers compete amongst each other for new product roll-outs and launches.

Question 37

GE, IBM, and ATCO are three companies that follow this step to creating a market- and customer-focused company.

A) Shift from a department focus to a process-outcome focus.
B) Appoint a senior marketing officer and marketing task force.
C) Convince senior management of the need to become customer-focused.
D) Develop strong-inhouse marketing training programs.
E) Empower the employees.

Question 38

Unilever has several leading brands in varying categories. It believes that each major brand should be run by a ________ consisting of key representatives from the major functions affecting the brand's performance.

A) market-management organization team
B) product teams
C) customer-management organization team
D) market-centred organization team
E) brand-asset management team

Question 39

The product-management organization has several advantages. Which of the following is a disadvantage of the product-management system?

A) the product manager is an expert in his/her category only
B) the company's smaller brands have a product advocate
C) provides for management succession
D) can concentrate on developing cost-effective marketing mix for the product.
E) he/she can react quickly to new products in the marketplace

Question 40

A Brand-asset management team (BAMT)

A) consists of key brand managers from other companies.
B) consists of management personnel from other departments.
C) consists of key representatives from major functions affecting the brand's performance.
D) consists of top level mangers reviewing the brand during an audit.
E) concerns itself with the brand only during the marketing audit.

Question 41

Effective ________ marketing must be matched by a strong sense of social responsibility.

A) social marketing
B) cause-marketing
C) ethical behaviour
D) external
E) internal

Question 42

What is the reason for Nike's decision to leave its famed swoosh logo off the yellow LIVESTRONG bracelets?

A) It may lead some consumers to develop positive brand associations.
B) It may send the message that Lance Armstrong only uses Nike products.
C) It may create a sense of brand community.
D) It may lead some consumers to view Nike's support for cancer research as self-serving and exploitative.
E) It my dissuade consumers from purchasing the yellow bracelets.

Question 43

When Kraft chose to stop advertising less healthy products on television programs targeted to children, the company was correcting its ________ behaviour.

A) social responsibility
B) ethical
C) legal
D) cause-related
E) sustainability

Question 44

An example of a cause related marketing program defined as marketing that links the firm's contributions to a designated cause to customers' engaging directly or indirectly in revenue-producing transactions, would be

A) Tesco's "Tesco for Schools and Clubs" program which dovetails well with its overall corporate brand positioning of "Every Little Bit Helps."
B) use of the corporate offices to help under-privileged children learn about business operations.
C) an individual's cash donation to the Canadian Red Cross.
D) asking employees to donate time to their favourite charity.
E) conducting a blood drive on the corporate campus.

Question 45

Raising the level of socially responsible marketing calls for a three-pronged attack that relies on

A) legal, ethical, and marketing communications.
B) promotional, social, and cultural behaviour.
C) ethical, responsible, and customer-focus.
D) legal, ethical, and socially responsibility behaviour.
E) legal, ethical, and acceptable behaviour.

Question 46

As the CMO of your firm, you interact with the other business disciplines on a daily basis. One of your goals this year is to get the other departments to "think customer" and work together to satisfy customer needs. Your two tasks then are to

A) ignore the other departments and concentrate on internal and external marketing to the consumer; convince the CEO that your positions are in the best interest of the firm.
B) convince the other departments that your "customer knowledge" best serves their interests and that they should follow the lead of the marketing department.
C) increase internal marketing efforts and decrease external marketing efforts until the other departments come around to your view point.
D) resist changing your way of working to fulfill other department's expectations and refuse to tolerate varying viewpoints on company problems and goals.
E) coordinate the company's internal marketing activities and coordinate marketing with other company functions that serve the customer.

Question 47

________ is becoming more accountable by measuring, analyzing, and documenting the effects of marketing actions.

A) Benchmarking
B) Monitoring
C) Focusing
D) Globalization
E) Justifying

Question 48

_________ is factoring the interests of customers, employees, shareholders, and other stakeholders into the activities of the enterprise.

A) Merging
B) Supplier partnering
C) Outsourcing
D) Re-engineering
E) Broadening

Question 49

The importance of meeting humanity's needs without harming future generations is referred to as

A) eco-marketing.
B) corporate citizenship.
C) sustainability.
D) globalization.
E) good will.

Question 50

DuPont was a pioneer in developing the matrix structure, employing both ________ and ________.

A) clients/servers
B) suppliers/main marketers
C) main marketers/suppliers
D) product/market managers
E) category /brand managers

Question 51

In the 1970s, the Canadian government launched campaigns to "Say No to Drugs" and "exercise more and eat better." These are all examples of

A) cause-related marketing.
B) value campaigns.
C) co-branding.
D) marketing excellence.
E) social marketing.

Question 52

What is the danger from a firm, such as McDonald's with their Ronald McDonald Houses, limiting their cause-related marketing to one particular cause?

A) It may limit the consumers or other stakeholders who could transfer positive feelings from the cause to the firm.
B) The cause may not reach enough consumers for the firm to realize a profit from the support.
C) The cause may go out of business as a cure is found or the problem(s) is(are) eliminated.
D) The cause may be subject to government regulations or investigations thereby embarrassing the firm.
E) The firm must cover "many" bases because they sell to "many consumers."

Question 53

Market leaders tend to miss trends when they are risk-adverse, obsessed about protecting their existing markets and physical resources, and more interested in ________ than innovation.

A) customer selectivity
B) customer loyalty
C) profits
D) price selectivity
E) efficiency

Question 54

Which of the following is a suggestion from Cone Inc. for executing and communicating corporate social responsibility more effectively?

A) Exploit corporate social responsibility as a PR smokescreen.
B) Analyze your competitors' cause positioning.
C) Keep philanthropy behind the scenes.
D) Forgoe NGO relationships.
E) Keep quiet about your company's social behaviour.

Question 55

In a typical organization, each business function has a potential impact on customer satisfaction. Under the marketing concept, all departments need to ________ and work together to satisfy ________.

A) think customer/customer needs and expectations
B) think customer/corporate goals and objectives
C) market share/customers
D) profits/customers
E) think customer/short term bonuses

Question 56

________ is marketing that links the firm's contributions to a designated cause to customers' engaging directly or indirectly in revenue-producing transactions with the firm.

A) Multi-level marketing
B) Cause-related marketing
C) Socially-responsible marketing
D) Asset marketing
E) Direct marketing

Question 57

Cause-related marketing is part of

A) socially-responsible marketing.
B) corporate societal marketing (CSM).
C) pro-active marketing.
D) action marketing.
E) trade marketing.

Question 58

A successful cause marketing program can produce a number of benefits: improving social welfare; creating differentiated brand positioning; building strong consumer bonds; enhancing the company's public image with government officials and other decision makers; creating a reservoir of goodwill; boosting internal morale and galvanizing employees; and

A) driving sales.
B) increasing the rate of return on net worth.
C) increased stock pricing.
D) increased brand recognition.
E) increased profit margins.

Question 59

Promotional efforts behind a cause-related marketing program can backfire if

A) customers question the link between the product and the cause.
B) the marketer establishes brand credibility.
C) the marketer elicits brand engagements.
D) the marketer creates a sense of brand community.
E) customers associate the brand image with a good cause.

Question 60

A CEO for a successful Canadian fast food chain wishes to create a more market-focused company. Which of the following is the best step to take?

A) Hire strong marketing talent.
B) Restrict and control employees.
C) Shift from a process-outcome focus to a department focus.
D) Get internal help and guidance.
E) Stick to the current company reward measurement system.

Question 61

One of the cardinal rules in conducting the marketing audit is that

A) a "short version" of a marketing audit is satisfactory.
B) a marketing audit is not necessary except when the company is in trouble.
C) it has to be independent.
D) one must not rely solely on company managers for data and opinions.
E) it has to be conducted periodically and comprehensively.

Question 62

A disadvantage of the product-management organization is that ________.

A) it prevents product managers from gaining sufficient expertise in their product areas
B) it marginalizes a company's smaller brands
C) it reduces organizational responsiveness to new products in the market place
D) product managers generally exercise authority outside their areas of responsibility
E) it fails to build long-term strengths as brand managers normally manage brands for only short periods

Question 63

Rising customer expectations, evolving employee goals and ambitions, and tighter government legislation and pressure are driving companies to ________.

A) practice a higher level of corporate social responsibility
B) operate leaner manufacturing facilities
C) manage shorter supply chains
D) operate flatter organizations
E) vertically integrate

Question 64

A number of "deadly sins" signal that the marketing program is in trouble. With the following signs, identify the "sin." "Poor identification of market segments, poor prioritization of market segments, no market segment managers, employees who think that it is the job of marketing and sales to serve customers, no training program to create a customer culture, no incentives to treat the customer especially well."

A) The company's brand building and communications are weak.
B) The company's marketing planning process is deficient.
C) The company needs to better define and monitor is competitors.
D) The company is not sufficiently market-focused and customer-driven.
E) The company does not fully understand its target markets.

Question 65

Choosing the right goal or objective for a social marketing program is critical. Some examples of the range of possible objectives include

A) cognitive campaigns, marketing campaigns, brand campaigns, value campaigns.
B) behavioural campaigns, action campaigns, "shock" campaigns.
C) cognitive campaigns, behavioural campaigns, marketing campaigns, advertising campaigns.
D) cognitive campaigns, action campaigns, behavioural campaigns, value campaigns.
E) "shock" campaigns, marketing campaigns, brand campaigns, action campaigns.

Question 66

________ is the process that turns marketing plans into action assignments and ensures that such assignments are executed in a manner that accomplishes the plan's stated objectives.

A) Marketing research
B) Marketing management
C) Marketing implementation
D) Brand management
E) Product management

Question 67

One of the four types of marketing control needed by companies would be

A) annual plan control.
B) inter-departmental control.
C) operational control.
D) financial control.
E) logistical control.

Question 68

The four characteristics of a marketing audit are

A) systematic, as needed, comprehensive, independent.
B) comprehensive, systematic, periodic, corporate.
C) compartmentalized, systematic, periodic, independent.
D) comprehensive, systematic, independent, periodic.
E) product orientation, market orientation, innovation orientation, productivity orientation.

Question 69

A social marketing program for Canadian Blood Services that seeks to motivate more Canadians to donate blood is an example of a(n) ________ campaign.

A) behavioural
B) value
C) advocacy
D) cognitive
E) action

Question 70

Implementation addresses the

A) who, when, the target market, and the price.
B) who, where, when, and how.
C) the who, the where, the consumer, and the price.
D) the who, the when, the how, and the product choices.
E) potential market, available markets, and target market.

Question 71

Strategy addresses the ________ and the ________ of marketing activities.

A) what/why
B) what/who
C) who/how
D) what/when
E) what/how

Question 72

Which of the following is true of building a creative marketing organization?

A) Companies must watch trends and be ready to capitalize on them.
B) It is enough if firms are customer-oriented.
C) Firms should focus more on efficiency rather than innovation.
D) Companies should attempt to minimize risks as much as possible.
E) Firms should focus on protecting their existing markets and physical resources.

Question 73

________ is a comprehensive systematic, independent, and periodic examination of a company's or business unit's marketing environment, objectives, strategies, and activities with a view to determining problem areas and opportunities and recommending a plan of action to improve the company's marketing performance.

A) Marketing intelligence
B) Marketing metrics
C) Marketing plan
D) Marketing management
E) Marketing audit

Question 74

Going forward, there are a number of imperatives to achieve marketing excellence. Marketing must be ________ and less departmental.

A) functional
B) comprehensive
C) holistic
D) integrated
E) developed

Question 75

________ software provides a set of web-based applications that automate and integrate project, campaign, budget, asset, brand, customer relationship, and knowledge management.

A) marketing investment management
B) marketing automation systems
C) marketing resource management
D) enterprise automation management
E) enterprise marketing management

Question 76

________ is done by a nonprofit or government organization to further a cause.

A) Social marketing
B) Nonprofit marketing
C) Brand marketing
D) Issue marketing
E) Causal marketing

Question 77

Some companies have established a marketing controller position to specialize in improving marketing efficiency. Which of the following would be a task performed by this position?

A) Develop brand positioning.
B) Evaluate customer and geographic profitability.
C) Brainstorm advertising campaign concepts.
D) Recruit a sales force.
E) Manage new product development.

Question 78

The control process includes the following

A) efficiency control, strategic control, goal setting, corrective action.
B) goal setting, brand review, marketing audit, corrective action.
C) goal setting, performance measurement, performance diagnosis, corrective action.
D) brand audit, control review, efficiency control, corrective action.
E) management scorecard, goal setting, marketing audit, corrective action.

Question 79

In which phase of the social marketing planning process would companies analyze target audiences and the competition?

A) Where are we?
B) Who are we talking to?
C) Where do we want to go?
D) How will we get there?
E) How will we stay on course?

Question 80

Which part of the triple bottom line equation must come first, according to sustainability consultants?

A) profit
B) promotion
C) planet
D) people
E) production