Question;31. 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.
Paper#47218 | Written in 18-Jul-2015Price : $22