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business
marketing management

Questions and Answers of Marketing Management

What are the requirements for effective segmentation? (p. 285)
What are the different levels of market segmentation? (p. 285)
What were the risks and benefits of HSBC’s positioning itself as the “World’s Local Bank”?
How does BMW segment its consumers? Why does this work for BMW?
What does BMW do well to market to each segment group? Where could it improve its marketing strategy?
Should BMW ever change its tagline, “The Ultimate Driving Machine”? Why or why not?
How can a firm develop and establish an effective positioning in the market?(p. 297)
How do marketers identify and analyze competition? (p. 298)
How are brands successfully differentiated? (p. 300)
How do firms communicate their positioning? (p. 308)
What are some alternative approaches to positioning? (p. 313)
What are the differences in positioning and branding for a small business?(p. 314)
Why has Nespresso’s repositioning on the consumer market led to the success of the brand?
Will the unique positioning of Nespresso enable it to resist new competition from Jacobs Douwe Egberts?
Evaluate Philips’ “sense and simplicity” strategy. What are the risks the company faces in using this tagline?
What strategies can Philips follow to ward off competition from Japanese manufacturers of consumer electronics?
What is a brand, and how does branding work? (p. 321)
What is brand equity? (p. 324)
How is brand equity built? (p. 331)
How is brand equity measured? (p. 337)
How is brand equity managed? (p. 340)
What is brand architecture? (p. 343)
What is customer equity? (p. 350)
What risks do you think McDonald’s will face in the future?
P&G’s impressive portfolio includes some of the strongest brand names in the world. What are some of the challenges associated with being the market leader in so many different categories?
What risks will P&G face in the future?
Why is it important for companies to grow the core of their business? (p. 357)
How can market leaders expand the total market and defend market share?(p. 359)
How should market challengers attack market leaders? (p. 364)
How can market followers or nichers compete effectively? (p. 366)
What marketing strategies are appropriate at each stage of the product life cycle?(p. 370)
How should marketers adjust their strategies and tactics during slow economic growth? (p. 381)
There are very few Middle Eastern companies that have made it to the global arena due to various factors. What are the key factors for SABIC’s success?
What business risks and drawbacks does SABIC face? What strategic direction should the company pursue to avoid potential risks?
Samsung’s goal of earning $400 billion in sales by 2020 would bring it to the same level as Walmart.Is this a feasible goal? Why or why not?
What are the characteristics of products, and how do marketers classify products? (p. 389)
How can companies differentiate products? (p. 392)
Why is product design important, and what are the different approaches taken?(p. 396)
How can marketers best manage luxury brands? (p. 398)
What environmental issues must marketers consider in their product strategies?(p. 400)
How can a company build and manage its product mix and product lines? (p. 401)
How can companies combine products to create strong co-brands or ingredient brands? (p. 409)
How can companies use packaging, labeling, warranties, and guarantees as marketing tools? (p. 412)
What are the characteristics of products, and how do marketers classify products? (p. 389)
How can companies differentiate products? (p. 392)
Why is product design important, and what are the different approaches taken?(p. 396)
How can marketers best manage luxury brands? (p. 398)
What environmental issues must marketers consider in their product strategies?(p. 400)
How can a company build and manage its product mix and product lines? (p. 401)
How can companies combine products to create strong co-brands or ingredient brands? (p. 409)
How can companies use packaging, labeling, warranties, and guarantees as marketing tools? (p. 412)
What were the key steps in maintaining Nivea’s leading position in the global facial care market?
Explain the connection between cultural norms and product choice. What is Nivea’s strategy in respecting cultural diversity while pursuing a global brand strategy?
Discuss Nivea’s future. What should Beiersdorf do next with its product line? Where is the future growth for the brand?
Toyota has built a huge manufacturing capacity that can produce millions of cars each year for a wide variety of consumers. Why was it able to become so much bigger than any other auto manufacturer?
How can services be defined and classified, and how do they differ from goods? (p. 421)
What are the new services realities? (p. 428)
How can companies achieve excellence in services marketing? (p. 432)
How can companies improve service quality? (p. 439)
How can goods marketers improve customer-support services? (p. 440)
How did Club Med reach an upscale positioning and achieve excellence in the quality of service?
Was Club Med’s upmarket positioning the only one viable strategy?
Do you think that Club Med takes a risk by not in specializing in a particular range level, such as 4 trident or 5 trident?
With many hospitals in Asia competing in the medical tourism market, how can Parkway position itself in order to attract more patients?
Parkway hospitals do not employ many doctors but depend on the use of the hospital services by private specialists. What are the risks in this approach?
1. Marketing is pervasive. It is a social process involving the activities that facilitate exchanges of goods and services among individuals and organizations.
2. Customers buy benefits, not products. The benefits a customer receives from a firm’s offering, less the costs he or she must bear to receive those benefits, determine the offering’s value to
3. Delivering superior value to one’s customers is the essence of business success. Because delivering superior value is a multifunctional endeavor, both marketing and nonmarketing managers must
4. A focus on satisfying customer needs and wants is not inconsistent with being technologically innovative.
5. The marketing management process requires an understanding of the 4Cs: the company and its mission, strategies, and resources; the macroenvironmental context in which it operates; customers and
6. Marketing decisions—such as choices about what goods or services to sell, to whom, and with what strategy—are made or approved at the highest levels in most firms, whether large or small.
1. Marketing perspectives lie at the heart of strategic decision making, whether at the corporate, business-unit, or product-market levels. All managers who aspire to general management roles need
2. Market-oriented firms—those that plan and coordinate company activities around the primary goal of satisfying customer needs—tend to outperform other firms on a variety of dimensions,
3. Unethical behavior by a firm’s employees can damage the trust between a firm and its suppliers and customers, thereby disrupting the development of long-term relationships and reducing sales and
4. The four major paths to corporate growth—market penetration, market development, product development, and diversification strategies—imply differences in a firm’s strategic scope, require
5. A strong corporate brand makes sense when companylevel competencies are primarily responsible for generating the benefits and value customers receive from its various product offerings.
6. The ultimate goal in formulating business-unit strategies is to establish a basis for a sustainable competitive advantage that provides superior value to customers.Doing so requires the
7. Successful new firm formation typically requires a competitive strategy that delivers superior value to a narrowly defined target segment in a way that either avoids direct confrontation with
1. Macro trends can and will profoundly influence the success of any business. Serving attractive markets, where trends are favorable—swimming with the tide—is likely to bring more success than
2. Similarly, competing in structurally attractive industries—those where the five forces are, on balance, favorable—is likely to generate higher returns than in less attractive industries.
3. Notwithstanding the first two points above, the degree to which a company’s goods or services resolve genuine customer needs of a clearly defined target market and the degree to which its
4. Understanding market opportunities is about more than understanding customers, competitors, and the environmental context. The capabilities and resources brought by the company itself are also
1. Not all purchase decisions are equally important or psychologically involving for the consumer. People engage in a more extensive decision-making process, involving a more detailed search for
2. Because of the differences in the decision-making process, a given marketing strategy will not be equally effective for both high- and low-involvement products.The consumer marketer’s first
3. Because consumers are generally unwilling to spend much time or effort evaluating alternative brands in a low-involvement product category before making a purchase, marketers need to focus their
4. Regardless of the consumer’s level of involvement with a product category, consumers often prefer different brands because of differences in their psychological or personal characteristics, such
5. Regardless of the consumer’s level of involvement with a product category, consumers often prefer different brands because of differences in their social relationships, such as their culture,
1. While organizational customers are different in some ways from consumers, marketers need to answer a similar set of questions to develop a solid foundation for their marketing plans. Who are our
2. Organizations buy things for one of three reasons:(1) to facilitate the production of another product or service, (2) for use by the organization’s employees in carrying out its operations, or
3. Organizations are social constructions. Therefore,“organizations” do not buy things. Rather, individual employees—usually more than one from different departments and organizational
4. The Internet is simultaneously encouraging two opposing trends in organizational purchasing: (1) the growing use of short-term spot market contracts via Web-based auctions and (2) the
5. The mutual interdependence of organizational buyers and their suppliers makes long-term cooperative relationships crucial for customer retention and marketing success. For firms that sell a
1. Every forecast and estimate of market potential is wrong! Evidence-based forecasts and estimates, prepared using the tools provided in this chapter, are far more credible—and generally more
2. Forecasts have powerful influence on what companies do, through budgets and other planning procedures. Thus, forecasting merits significant management attention and commitment.
3. Superior market knowledge is not only an important source of competitive advantage, but it also results in happier, higher volume of, and more loyal customers.Thus, the systematic development of
4. Much can go wrong in marketing research and often does. Becoming an informed and critical user of marketing research is an essential skill for anyone who seeks to contribute to strategic decision
1. Marketers and entrepreneurs who find new and insightful ways to segment mature markets often uncover opportunities for uncontested market entry and rapid growth.
2. Sharply focused target marketing enables marketers to differentiate from mass-market leaders by giving consumers in a narrowly defined market segment what they want.
3. Focused market entry strategies conserve resources and facilitate early success.
4. The five-step procedure provided in this chapter identifies segments having the highest potential.

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