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marketing strategy

Questions and Answers of Marketing Strategy

6-1 Explain how the market structure and demand differ for business markets compared to consumer markets.(AACSB: Communication; Reflective thinking)
➤ Objective 4 Compare the institutional and government markets and explain how institutional and government buyers make their buying decisions.Institutional and government markets (pp. 180–182)
➤ Objective 3 List and define the steps in the business buying decision process.The business buying process (pp. 176–179)E-procurement and online purchasing (pp. 179–180)
➤ Objective 2 Identify the major factors that influence business buyer behaviour.Business buyer behaviour (pp. 172–176)
➤ Objective 1 Define the business market and explain how business markets differ from consumer markets.Business markets (pp. 170–172)
5. What role does the Porsche brand play in the self-concept of its buyers?
4. Explain how both positive and negative attitudes toward a brand like Porsche develop. How might Porsche change consumer attitudes toward the brand?
3. Which concepts from the chapter explain why Porsche sold so many lower-priced models in the 1970s and 1980s?
2. Contrast the traditional Porsche customer decision process to the decision process for a Cayenne or Panamera customer.
1. Analyse the buyer decision process of a traditional Porsche customer.
5-9 Summarise the FTC’s disclosure rules on using social media to promote products and services. Does the blogger you reviewed in the previous question follow these rules? Explain. (AACSB:
5-8 Find an example of a blog on a topic that interests you.Are there advertisements on the blog? Does the blogger appear to be sponsored by any companies? Is there information regarding sponsorship?
3 How are the trends in questions 1 and 2 likely to influence the demand and design of the following: automobiles, homes, home-delivered services, entertainment?
2 What other major trends do you see influencing markets in the early years of the new millennium? Structure these under the headings of Political, Economic, Social and Technological trends and give
1 To what extent do you accept or reject the trends forecast by the experts?
3 What is the dilemna faced by fashion manufacturers in trying to reconcile modern business practices with CSR?
2 What has location got to do with CSR? What views of CSR do Ballantyne, Smythson etc.appear to adhere to? Do they contribute to creating a sustainable competitive advantage for these companies?
1 What is the key impact of CSR on marketing strategy?
3 What challenges may BA face in implementing an internal marketing programme to deliver value to its customers?
2 What internal marketing programmes could British Airways put into place to avoid further internal unrest? What potential is there to extend such programmes to external partners?
1 What is the link between internal marketing and service quality in the airline industry?
l when bridging the gap between planning and implementation has proved problematic in the past.
l when new marketing strategies require new skills and ways of behaving – a‘stretch’ strategy;
l when market conditions and customer requirements have shifted, so that continuing the standards and practices of the past will no longer bring success;
l where customer satisfaction is consistently low and complaints suggest that the underlying causes are employee attitudes and behaviour, rather than poor product standards or inadequate support
l where performance in critical areas of customer service are unsatisfactory and not sufficient to establish a strong competitive position;
3 What types of networks are potentially emerging across the web?
2 What are the potential risks associated with such an alliance?
1 What factors are compelling Yahoo and Ebay, already ‘internet giants’, to collaborate and tap into each other’s online audiences?
3 How can Xerox implement an SCM programme? What challenges is it likely to face?
2 Xerox aims ‘to show that [they] can deliver on the top line as well as the bottom line’. How can strategic customer management help the company achieve this aim?
1 How does strategic customer management differ from selling? How is it strategic?
3 If the company does expand more quickly, how can the managers ensure they maintain customer service? Should they reconsider having a marketing department?
2 How does Pret use the three Ss of customer service to improve customer satisfaction?What else could they do?
1 How can ‘customer service’ be a differentiator in the service industry?
3 What are the organisational alternatives that Gillette could use to manage innovation?Which alternative is best suited to a product like ‘Fusion’?
2 Are Gillette’s sales expectations justified in view of what is happening in the marketplace, and why do you think new products often have to succeed against resistance both within the company
1 What type of innovation is Gillette’s Fusion, and how likely is it to be a success in the marketplace?
3 Personal selling is a key part of Tyrrells’ communications strategy. With what tools and media should this be supplemented, bearing in mind that the communications mix should be fully integrated
2 How can Tyrrells use the PLC and diffusion of innovation theories to further grow sales?
1 Tyrrells have successfully moved away from selling a commodity to producing an added value product. What are the reasons for this success?
3 Suggest strategies for Nokia that build upon its unique strengths. Suggest strategies for Nokia’s competitors that Nokia could find hard to follow.
2 What advantages and dangers does Nokia’s market share relative to its competitors bestow?
1 What has allowed Nokia to grow to its strong position in the marketplace?
3 What targeting strategy is B&O currently pursuing? Is this sustainable?
2 How would you define the market B&O are competing in and which segment are they serving?
1 How do you explain that B&O has remained successful in the face of tougher competition?What is their competitive advantage?
4 How strong a competitive position could we take – where do our current or potential strengths lie?
3 How attractive are the alternative market segments?
2 How is the market segmented into different customer groups?
1 How do we define the market – what is its scope and constitution?
3 Although mass marketing may fail to appeal to ethnic minorities, a firm may choose to accept that risk rather than face the cost of developing campaigns for each of the groups. What are the dangers
2 Examine how the marketing for clothes, cosmetics, telephone services and air travel may vary with the ethnic group targeted.
1 ‘The prevailing attitude among advertisers is that their ads in the mainstream media already reach minorities’ in the UK. Is this assumption reasonable? Why may such mass marketing fail?
3 Given the Internet café user segments and the nature of Internet advertising, what products are appropriate for advertising using the medium and what are suitable advertising objectives?
2 Using a range of criteria, describe the segments who are likely to be heavy users of Internet cafés. How can users be further segmented based on their use of the Internet?
1 Since users of Internet cafés are such a small portion of the population, what is the point in using them for advertising? Have other media similarly narrow user bases?
3 Within 18 months of making its bullish forecast Boeing closed plants in its home town of Seattle and discontinued its Sonic Cruiser project, a 250-seat long-range challenger to Airbus’s 555-seat
2 What accounts for the conflicting news from the Paris Air Show, where Boeing predicted fleets would double, and the report by UBS Warburg in New York that US airlines had their second worst month
1 What is the likely basis for Boeing’s long-term forecast of the world’s airline market?
l What are the best variables for segmenting my market and how many segments exist?
l What are the best predictors of which consumers are likely to buy my brand versus my competitor’s brand?
l How much should I spend on advertising?
l If I raised my price 10 per cent and increased my advertising expenditure 20 per cent, what would happen to sales?
l What are the chief variables affecting my sales and how important is each one?
3 What new resources might they need to develop/acquire to remain successful in the future?
2 Miele are now facing more and more competition in a changing market. Do their resources provide them with a sustainable competitive advantage?
1 What are the key resources that have made Miele a successful company so far? Which of these are marketing assets?
3 Since ‘Music TV is very cheap to make because you’ve got someone else doing the work for you in terms of making videos,’does Emap’s lower cost structure offer it a long-term competitive
2 How is MTV likely to respond to Emap’s attack and what can Emap do to ready itself for MTV’s counter-moves?
1 How does Emap’s market entry strategy take into account its knowledge of MTV?
3 What forms of consumer research could Procter& Gamble use to facilitate new product innovation and how should the information be used?
2 Is Procter & Gamble’s intensive use of customer research the cause of, or incidental to, the company’s failure to develop blockbuster products?Since consumer research is only a means of
1 What type of customer information is Procter &Gamble likely to obtain from the types of customer research mentioned in the case study?
4 What use did they put the data to?(Is its use limited?)
3 What level of accuracy do they claim?(Does the methodology support the claim?)
2 How did they collect the data?(Sample or census? Sampling method? Research instruments?)
1 Who collected the data and why?(Are they likely to be biased in their reporting?)
3 Virgin is an idiosyncratic company that has jumped in and out of many markets. What guide does the Advantage Matrix give in understanding the markets Virgin has entered (vodka, cola, insurance),
2 Sir Richard says he is disinvesting not because of the current competition in the French market but because of competitive turbulence surrounding music and the Internet. Assess the level of
1 What competitive pressures account for Virgin’s retreat from the French market? If Virgin’s French Megastores are no good to the parent company, why are the same stores of value to Lagardère
3 What strategic focus does the move signify?What alternatives are open to Apple and how could Apple pursue them?
2 Is the move consistent with Steve Jobs’ vision for Apple?
1 What is driving Apple’s entry into the mobile phone market?
3 What should the business be doing?
2 What is happening in the environment?
1 What is the business doing now?
What would they need to do to become more market oriented?
3 Should Psion become more market oriented?
2 Based on a resource-based view of marketing, what best describes Psion’s stance in the market and to what extent is their current dilemma a result of that stance?
1 Evaluate and comment on Psion’s market orientation using the market orientation assessment form (Box 1.1).
l What must we do to get into or consolidate in that business?
l What business do we want to be in?
l What business could we be in?
l What business are we in?
1.What are the likely characteristics of the DMO of the future?
1.How is digital/online marketing changing and challenging DMOs, according to the surveys by TrekkSoft and Destination Think!?
1.Which future trends and potential challenges will destinations and DMOs be facing?
1.What are the new roles suggested for DMOs suggested by DestinationNEXT?
1.Ford and Peeper (2008) described five future challenges for DMOs. What were these challenges, and how will they affect DMOs? How will DMOs need to change to adapt to these challenges?

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