Question;MK201 Chapters 10,11 ? Week 4 Quiz QuestionsTotal points: 4;Directions: Select the best response for each. Please post;your selections in the Blackboard response section numbered 1-30 with response;to each corresponding question.;Due: Sunday at midnight for each week of this course.;Scenario 10.1;Use the following to answer the questions.;Gillette shaving razors were first;manufactured in 1895. Over the years, Gillette made improvements on their;razors offering many "firsts" such as the Mach3, the Sensor, and the;Fusion. For many years, women were forced to use razors designed primarily for;men, but often marketed to women by offering them in different colors and with;minimal modifications. In 1998 Gillette developed the Venus razor, based on the;Mach3 but made specifically for women. Gillette promoted the Venus razor;heavily, with television ads and other forms of media. The Gillette product;line, now owned by Procter & Gamble, continues to introduce new versions of;the Venus, such as the Venus Embrace, which has additional blades and other;modifications.;1. Refer;to Scenario 10.1. Shaving razors fall into which of the following;classification of consumer products?;a.;Convenience products;b.;Shopping products;c.;Substitute products;d.;Specialty products;e.;Accessory equipment;2. Refer;to Scenario 10.1. When Gillette developed the Venus razor in 1998, in which;stage of the product life cycle was the Venus?;a.;Introduction;b.;Growth;c.;Profit;d.;Maturity;e.;Decline;3. Refer;to Scenario 10.1. Molly has been using a Bic disposable razor for her shaving;needs for the last ten years. She doesn't really see the need to spend more;money on razors, but she sees that it is becoming more difficult to find the;Bic, and so she is considering the Venus Embrace. Molly is definitely not a(n);in the product adopter categories, and is more likely to be ____.;a.;innovator, an early adopter;b.;early adopter, an innovator;c.;early majority, an early adopter;d.;innovator, an early majority;e.;innovator, a late majority;4.Refer to Scenario 10.1. Tasha is shopping for;personal care items at her local Target. She walks by one aisle and sees a;floor-standing display for the new Venus Embrace. She hadn't thought about;buying a new razor, but the display has caught her attention. Which stage of;the product adoption process is Tasha most likely in at the present;time?;a.;awareness;b.;attention;c.;evaluation;d.;trial;e.;adoption;Scenario 10.2;Use the following to answer the questions.;Megabus is a new line operating in the;Northeast and Midwestern United States, plus in Canada. It offers travelers a;cheap alternative to driving and flying between large cities, keeping the fares;extremely low yet offering the latest technology. Unlike the traditional;Greyhound Lines, Megabus is an express service, and is equipped with Wi-Fi;video screens, headsets, and seat belts. Many buses also run on biodiesel fuel.;Additionally, Megabus picks up and drops off people in the centers of cities;rather than at inconveniently-located terminals. Patrons can book tickets at;Megabus.com, where some fares begin at just $1. Routes are limited, and are;offered out of cities such as Toronto, New York, Baltimore, Philadelphia, and;Chicago. Recently, its competitor Greyhound, has launched two new bus lines;BoltBus and NeOn, with similar fares and high-tech amenities. A fare on NeOn;bus from Buffalo, NY to New York City is $50.00 roundtrip, while the same fare;through Greyhound's traditional bus line costs $92.00. The benefit of;Greyhound's traditional line is that there are more departure times and more;stops in smaller towns along the way.;5. Refer;to Scenario 10.2. What product(s) is Megabus marketing?;a.;Megabus is a service and therefore is;not marketing a product.;b.;The ride between cities is a service;product and is the only one Megabus is marketing.;c.;The ride between the cities, which is;the core product, plus the supplemental features of Wi-Fi, video screens, and;other technology.;d.;The ride between cities, which is a;convenience product.;e.;The ride between cities, which is a;shopping product.;6. Refer;to Scenario 10.2. When Greyhound launched the BoltBus and NeOn bus lines, this;is an example of;a.;a branding extension.;b.;co-branding.;c.;an extension in the width of the product;mix.;d.;an extension in the depth of the product;mix.;e.;family branding.;7. Refer;to Scenario 10.2. Casey is searching the website of Megabus.com for the;schedule and fares of a trip between Buffalo, NY and New York City. Case is;most likely in which of the following stages of the product adoption process?;a.;adoption;b.;trial;c.;evaluation;d.;interest;e.;awareness;8. Refer;to Scenario 10.2. Megabus is most likely in which of the following;stages of the product life cycle?;a.;Introduction;b.;Growth;c.;Maturity;d.;Decline;e.;Rejection;Scenario 11.1;Use the following to answer the questions.;Cheetos Fat-free Crunchies is a product;developed through advanced technology. Cheetos engineered a technique for making;reduced-fat snacks that taste cheesier and stay fresh longer. Cheetos;introduced Fat-free Crunchies in limited markets in 2008 and began national;distribution in 2009.;About 18 months later, a series of;competitors' ads was run to counter claims that Cheetos Crunchies actually;contained 1.5 grams of fat, and that they contained preservatives and;additives. Research showed that the taste of Cheetos Crunchies was also;perceived negatively by some people. To save the product, Cheetos reduced the;remaining fat to 0 grams, took out the preservatives, and improved the taste.;9. Refer;to Scenario 11.1. Improving the taste of Cheetos Crunchies was a(n);modification.;a.;quality;b.;sensory;c.;functional;d.;benefit;e.;aesthetic;10. Refer;to Scenario 11.1. Cheetos produces several cheese snack products and is;considering a new Cheetos brand of crackers. This new Cheetos brand of crackers;would most likely be an example of;a.;a product modification.;b.;a line extension.;c.;a quality modification.;d.;a functional extension.;e.;an aesthetic modification.;11. Refer;to Scenario 11.1. In 2008, Cheetos was in which phase of new-product;development?;a.;Idea screening;b.;Product development;c.;Test marketing;d.;Business analysis;e.;Idea generation;12. Refer;to Scenario 11.1. Suppose that Cheetos stops production of Cheetos Fat-free;Crunchies and sells all of its remaining inventory to a warehouse club. This;would be an example of a(n);a.;strategy for the maturity phase.;b.;phase out product deletion strategy.;c.;immediate-drop decision.;d.;pullout product deletion policy.;e.;return to test marketing.;Scenario 11.2;Use the following to answer the questions.;Jonathan Moore, president of Polar;Manufacturing Company, has just reviewed the performance reports for the;previous year and sees that there are some areas in which the company needs to;improve. He specifically feels they could do a better job in managing Polar's;product mix. Jonathan calls a meeting of all the managers responsible for each;of the product lines that Polar currently manufactures. The group decides that;they need to eliminate the complete industrial product line of ice chests, and;plan to do so by letting the product decline without any changes in the;marketing strategy or product. The group also decides to delete Polar's line of;personal thermal underwear, however this product is to be discontinued within;the week due to its unprofitability. While discussing these strategies, the;group has also uncovered several customer groups for which new products could;be developed. The managers decide to assemble a group of people from all;functional areas of the company and give them the responsibility for all;aspects of the new-product development.;13. Refer;to Scenario 11.2. The decision to delete the industrial product line of ice;chests is an example of deleting a product through a(n) ____, while the;decision to drop the thermal underwear line is an example of a(n) ____.;a.;run-out, phase out;b.;phase-out, immediate drop;c.;immediate drop, run-out;d.;immediate drop, phase-out;e.;phase-out, run-out;14. Refer;to Scenario 11.2. Polar management is currently in which stage of new product;development?;a.;idea generation;b.;screening;c.;concept testing;d.;product development;e.;test marketing;15. Refer;to Scenario 11.2. The group of people that management has assembled to take on;the task of new-product development is best described as;a.;a buying center.;b.;a product development task force.;c.;a marketing development team.;d.;a venture team.;e.;a brand management team;16. Refer;to Scenario 11.2. Because some products are not doing well, Jonathan Moore;thinks that the company should set up a procedure to evaluate each product so;that management will know when and how a product should be discontinued. He is;suggesting a;a.;product-drop decision.;b.;discontinuance procedure.;c.;performance review.;d.;closing system.;e.;systematic review.;TRUE/FALSE;17. A;product need not be a physical product.;18.;A;service is intangible and is the result of the application of human or;mechanical efforts to people or objects.;19. Supporting;services, such as installation and guarantees, are part of a product.;20. The;core product element of the total product can include installation, delivery;training, and financing.;21. Use;of the product is the most important means of distinguishing consumer products;from business products.;22. The;two major product categories are business and institutional.;23. Bread;is usually a convenience product.;24. Many of the so-called new products that are;launched each year are in fact line extensions.;25. Line;extensions are less common than other new products because line extensions are;more expensive and more risky.;26. Quality;modifications never seek to reduce product quality.;27. Quality;modification of an existing product aims at changing the product's safety;convenience, or versatility.;28. Services;are highly perishable and cannot be inventoried for future use.;29. Client-based relationships are interactions;that result in satisfied customers who repeatedly use a service over time.;30. The;goal of building client-based relationships is to satisfy customers so well;that they become very loyal and would be unlikely to switch to competitors.;138.
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