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Question;MULTIPLE CHOICE QUESTIONS31. Cost;analysis and performance analysis are the same thing.;True;False;32. Experience;shows that it doesn't make sense for marketing managers to allocate costs to;specific market segments or products.;True;False;33. In;general, the more products a company has the more difficult it will be to;allocate costs.;True;False;34. With the;full-cost approach to marketing cost analysis, all costs are allocated to;products, customers, or other categories.;True;False;35. With the;contribution-margin approach to marketing cost analysis, all costs are;allocated to products, customers, or other categories.;True;False;36. The;contribution-margin approach to marketing cost analysis focuses attention on;variable costs rather than total costs.;True;False;37. The contribution-margin;and the full-cost approaches to marketing cost analysis are different, but they;should lead to the same action implications.;True;False;38. The;full-cost approach to marketing cost analysis is likely to lead to arguments;among product managers about how costs are to be allocated.;True;False;39. When it;comes to marketing cost analysis, a sales rep is likely to favor the full-cost;approach over the contribution-margin approach.;True;False;40. A;marketing audit is a systematic procedure for allocating the full costs of;marketing to the appropriate functional accounts.;True;False;41. A;marketing audit is a systematic, critical, and unbiased review and appraisal of;the basic objectives and policies of the marketing function.;True;False;42. Marketing;audits consider future marketing plans, so they are not concerned with a;company's current marketing strategies.;True;False;43. In a;marketing audit, the auditor evaluates the plans being implemented, but not the;quality of the effort.;True;False;44. A;marketing audit evaluates the whole marketing program as well as individual;plans.;True;False;45. Control;helps marketing managers learn how;to plan;for the future.;implementation;is working.;ongoing;plans are working.;All of;the above.;None of;the above.;46. With;respect to marketing control;all;cost records should be kept in the marketing department.;faster;feedback can often be the basis for a competitive advantage.;many;advances have been made, but there is still no effective way for a manager to;be sure that a product is actually selling to the intended target market rather;than to some other group.;All of;the above are true.;None of;the above is true.;47. To improve;the effectiveness of the marketing control process, the marketing manager;should;realize;that most errors are made because managers react to detailed information too;quickly--instead of waiting to see what patterns show up in summary reports.;be the;supervisor for the data-processing manager.;have;all necessary data captured as it comes in and in a form that can be quickly;sorted and analyzed by computer.;be;certain that all cost records are kept in a central location controlled by the;marketing department.;All of;the above.;48. The basic;objectives of implementation are to do things;better.;faster.;at;lower cost.;all of;the above.;A and;C, but not B.;49. Which of;the following statements about customer complaints is FALSE?;Customer;complaints that are handled well by the company usually help it win new;customers.;In;business markets, customer complaints are usually handled by the sales force.;In;consumer markets, customer complaints are usually handled by toll-free;telephone lines and via e-mail customer service reps.;Customer;complaints that are handled well by the company usually help it keep its;customers.;None of;the above is false.;50. A;marketing manager might use the total quality management approach to;reduce;defects in goods produced in factories.;train;better salespeople.;improve;customer service.;make;delivery schedules more reliable.;all of;the above.;51. Total;quality management;requires;that everyone in the organization be concerned with improving quality.;means;more than just using statistical controls to reduce manufacturing defects.;views;the cost of lost customers as an important result of quality problems.;applies;to service producers as well as manufacturers.;all of;the above are correct.;52. After a;problem has been identified, a fishbone diagram helps managers solve the;problem by;identifying;how customer satisfaction can be improved.;creating;a visual aid of why things go wrong.;organizing;cause-and-effect relationships.;all of;the above.;none of;the above.;53. Using;total quality management to improve the implementation of a marketing program;is likely to include;the use;of Pareto charts to determine the critical path for scheduling marketing;activities.;the use;of fishbone diagrams to show which problems are most important.;an;emphasis on treating routine customer problems and unusual ones in the same;way--because every problem is equally important.;all of;the above are correct.;54. Building;quality into services;is made;easier by grouping services that require special attention with those that are;routine.;can be;accomplished by lowering customer expectations.;is not;necessary unless the service is guaranteed.;can be;easily accomplished with surprise quality inspections.;can be;improved by giving employees the authority to correct a problem on their own.;55. It might;be sensible for a company to benchmark each of its sales reps against;another;firm's sales reps who earn high customer satisfaction scores.;its;other sales reps.;a;competitor's sales reps.;sales;reps of a firm in a different industry.;any of;the above.;56. Regarding;controlling marketing programs;sales;analysis" and "performance analysis" mean the same thing.;traditional;accounting reports are very useful for controlling marketing programs.;sales;analysis is so revealing that there is no such thing as having TOO MUCH data.;the;control process helps marketing managers learn how ongoing plans are working.;All of;the above are true.;57. The 80/20;rule suggests that;20;percent of marketing effort is wasted.;80;percent of marketing effort is well implemented, but the remaining 20 percent;is out of control.;80;percent of the business comes from 20 percent of the customers.;it will;take 80 percent more effort to get 20 percent more business.;None of;the above is true.;58. The;80/20 rule" says that;only 20;out of every 100 firms use formal accounting controls.;a firm;should hire 20 sales reps for every 80 customers.;marketing;accounts for 80 percent of a typical consumer's dollar.;even;though a firm is showing a profit, 80 percent of its business might be coming;from only 20 percent of its customers.;usually;about 20 percent of a firm's customers are unprofitable.;59. According;to the "80/20 rule;marketing;accounts for 80 percent of the consumer's dollar.;only 20;out of every 100 firms use formal marketing control programs.;about;20 percent of a typical firm's customers are unprofitable to serve.;even;though a firm might be showing a profit, 80 percent of its business might be;coming from only 20 percent of its products or customers.;None of;the above is correct.;60. Which of;the following statements illustrates the 80/20 rule?;80;percent of our target market doesn't respond to our marketing mix, and we only;have a 20 percent market share.;Of;the hundred retailers who carry our products, the top twenty account for nearly;80 percent of our total business.;20;percent of our marketing effort is wasted, but we don't know which 20;percent.;We;don't know whether our profits are 20 percent higher than we deserve, or only;80 percent of what might be easily obtained.;None of;the above.;61. When;involved in the control process, the marketing manager should view company;profit;as a;gross index of performance that should be further broken down into smaller;components.;as a;guide to future operations.;as the;test of whether or not the marketing mix is successful.;All of;the above are true.;None of;the above is true.

 

Paper#44974 | Written in 18-Jul-2015

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