Ch 22 managing a holistic marketing organization for the long run san pedro
1. TOP 10 Learning Questions for Chapter 22 Managing a Holistic Marketing Organization for the Long Run Maria Gracielle Cecilia F. San Pedro September 23, 2010
2. Top 10 Question, Concept, Concept Explanation, Answer Series For Chapter 22 Managing a Holistic Marketing Organization in the Long Run 1 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
3. 1. Current trends in Marketing Practices are the following, except: Outsourcing Flattening Advancing Accelerating None of the above 2 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
15. In response to rapidly changing environment, companies have restructured their business and marketing practices. 3 Outsourcing involves buying of goods and services from outside vendors. Flattening is reducing the number of organizational levels to get closer to the customers Accelerating is designing the organization and processes to quickly respond to changes in the environment. http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
16. 1. Current trends in Marketing Practices are the following, except: Outsourcing Flattening Advancing Accelerating None of the above 4 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
17. 2. The following are structures of Product Teams, except: Rectangular Product Team Triangular Product Team Horizontal Product Team Vertical Product Team None of the above 5 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
18. Structure of Product Teams 6 Vertical Product Team Triangular Product Team Horizontal Product Team http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
19. A second alternative in a product-management organization is “Product Teams” 7 PM R C VERTICAL PRODUCT TEAM TRIANGULAR PRODUCT TEAM HORIZONTAL PRODUCT TEAM http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
20. 2. The following are structures of Product Teams, except: 8 Rectangular Product Team Triangular Product Team Horizontal Product Team Vertical Product Team None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
21. 3. Which of the following is not a key question in the Social Marketing Planning Process? Where Are We? What Do We Want To Achieve? How Will We Get There? How Will We Stay on Course? None of the above 9 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
22. Social Marketing Planning Process 10 Where Are We? Where Do We Want To Go? How Will We Get There? How Will We Stay on Course? http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
27. Completion of an Implementation Plan.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com Social Marketing supports a cause.
28. 3. Which of the following is not a key question in the Social Marketing Planning Process? 12 Where Are We? What Do We Want To Achieve? How Will We Get There? How Will We Stay on Course? None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
29. 4. Which of the following is true? Performance Measurement is not a step in the control process. Goal Setting is a step in the control process. Performance Diagnosis is not a step in the control process. Preventive Action is a step in the control process. None of the above 13 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
30. The Control Process 14 What do we want to achieve? What is happening? Why is it happening? What should we do about it? http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
31. 15 The Control Process What do we want to achieve? GOAL SETTING What is happening? PERFORMANCE MEASUREMENT Why is it happening? PERFORMANCE DIAGNOSIS What should we do about it? CORRECTIVE ACTION http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
32. 4. Which of the following is true? 16 Performance Measurement is not a step in the control process. Goal Setting is a step in the control process. Performance Diagnosis is not a step in the control process. Preventive Action is a step in the control process. None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
33. 5. Marketing Departments may be organized in the following ways, except: Functional Organization Matrix-Management Organization Demographic Organization Brand Management Organization None of the above 17 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
40. 5. Marketing Departments may be organized in the following ways, except: 20 Functional Organization Matrix-Management Organization Demographic Organization Brand Management Organization None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
41. 6. “Where Are We?” In the SMP Process, this question addresses a _____ objective. Setting of objectives and goals. Designing the market offering. Identifying campaign purpose. Establishing budgets. None of the above 21 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
42. Social Marketing Planning Process 22 Where Are We? Where Do We Want To Go? How Will We Get There? How Will We Stay on Course http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
46. Review past and similar efforts.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
47. 6. “Where Are We?” In the SMP Process, this question addresses a _____ objective. 24 Setting of objectives and goals. Designing the market offering. Identifying campaign purpose. Establishing budgets. None of the above http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
51. Types of costs are direct, traceable and non-traceable costs.25 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
52. Types of Marketing Control 26 Annual Plan Control Profitability Control Efficiency Control Strategic Control http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
62. 9. The steps for Marketing Profitability are as follows, which is the exception? Identify functional expenses. Assign functional expenses to marketing entities. Compute for profitability ratios. Prepare a Profit & Loss Statement. 33 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
63.
64. Step 2: Assign functional expenses to marketing entities.
65. Step 3: Prepare a Profit & Loss Statement.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
68. Step 2: Assign functional expenses to marketing entities.
69. Step 3: Prepare a Profit & Loss Statement.http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
70. 9. The steps for Marketing Profitability are as follows, which is the exception? 36 Identify functional expenses. Assign functional expenses to marketing entities. Compute for profitability ratios. Prepare a Profit & Loss Statement. http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
71. 10. The following are approaches for Annual Plan Control, which is the exception? Sales Analysis Market Analysis Market-based Scorecard Analysis Sales to Expense Ratios 37 http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
72. Types of Marketing Control 38 Annual Plan Control Profitability Control Efficiency Control Strategic Control http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
78. 10. The following are approaches for Annual Plan Control, which is the exception? 40 Sales Analysis Market Analysis Market-based Scorecard Analysis Sales to Expense Ratios http://ph.linkedin.com/in/graciellesanpedro/ gracielle.sanpedro18@gmail.com
79. TOP 10 Learning Questions for Chapter 22 Managing a Holistic Marketing Organization for the Long Run Maria Gracielle Cecilia F. San Pedro September 23, 2010
