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mktg principles of marketing

Questions and Answers of MKTG Principles Of Marketing

3. What trends are shaping competitors' objectives in the cosmetics industry?
2. Why are these questions important for P & G?
1. Who are Procter & Gamble's competitors, from an industry point of view and from a market point of view? Are there strategic groups in the industry?
6. Which type of international marketing organization would you suggest for the following companies:(a) Xerox selling a wide range of photocopying and document processing systems across the globe;
5. 'Dumping' leads to price savings to the consumer. Why do KU and US governments make dumping illegal? Is the use of anti-dumping duties an effective means of dealing with the problem? What are the
4, Imported products are usually more expensive, but not always: a Nikon camera is cheaper in London than in Tokyo. Why arc foreign prices sometimes higher and sometimes lower than domestic prices
3. When Honda first introduced its luxury executive car - the Legend - into the European market in the mid-1980s, other European luxury car producers (e.g.Jaguar, Mercedes, BMW) were 'not impressed'.
2. When exporting goods to a foreign country, a marketer may be faced with various trade restrictions.Discuss the effects these restrictions might have on an exporter's marketing mix: (a) tariffs;
1. With all the problems facing companies tbat 'go global', why arc so many companies choosing to expand internationally? What arc the advantages of expanding beyond the domestic market?
6. What constitutes an effective marketing programme for the target country market?
5. What criteria must the firm consider when deciding on which countrymarket to enter?
4. Outline the key lessons we can draw from McDonald's experience in die South African market.
3. How can these risks be minimized?
2. What might be the risks attached to expanding into a foreign or emerging market?
1. What are the attractions of international market expansion?
6. How might these impact on Shiseido's business in the future?
5. What are the emerging market trends?
4. What marketing recommendations would you make to Shiseido as it seeks to increase sales in overseas markets?
3. Evaluate the company's response to these changes.
2. Why should Shiseido's executives gain a deeper understanding of consumers' characteristics and how these are changing?
1. What are the key environmental forces that have impacted on Shiseido's cosmetic business in the last decade?
In each case, which product do you think came first? Do you think that this is an effective response to a changing marketing environment?Why? Why not?
Write down similar products that seem to offer the opposite characteristics.
Make a list of the products you encounter in one day that claim to be 'low' or 'high' in some ingredient, such as low-tar cigarettes or high-fibre cereal.
1. Select a sports anil leisure footwear company. What micro environmental trends will affect the success of the company in the decade ahead? What marketing plans would you make to respond to these
6. Could the problems have been anticipated and avoided? How?
5. What are the key lessons for management?
4. Criticallv evaluate the motives of P & G.V.
3 Show how each of the actors/forces you have identified in question 2 directly {or indirectly) impacted on Unilever's final decision to revamp and relaunch the defective Omo/Persil Power,
2. Identify the most critical actors or forces that accounted for Persil/Omo Power's ultimate downfall.
1. What are the key actors and forces in the company's marketing environment that affect its ability to serve its target customers effectively?
7. How should KitKat defend itself against Time Out's anticipated launch in the rest of Europe?
6. Having observed Hadbury's launch of Time Out in Ireland (Overview Case
5. Prepare a brand plan for KitKat.
4. How would you describe rhe organizational structure of the company and its marketing department? In what alternative ways could the company organize the management of its wide range of
3. What is the effect of European integration on the marketing of KitKatV What are the barriers to the brand's standardization across Europe? Should the company now move towards standardizing its
2. Why are the KitKat two-fingers and four-fingers marketed differently? How do the customers for the KitKat four-finger differ from those for the KitKat two-finger? What are the differences in the
1. What is the situation facing KitKat: the strengths and weaknesses of the brand and the opportunities and threats it faces?
6. How should it position Kai Shii?
5. If you were advising Shin Shii, what marketing strategy recommendations would you make concerning its entry into the market?
4. Which type of market coverage strategy should Pepsi/I.ipton adopt? Why?How should they position Lipton iced teas and Brook Bond canned teas?
3. How would you go about forecasting demand in the iced-tea market and in any given segment?
2. What potential market segments can you identify?
1. What bases can companies use to segment the iced-tea market?
3. An electronics manufacturer obtains the semiconductors it uses in production from a company-owned subsidiary that also sells to other manufacturers. The subsidiary is smaller and less profitable
2. Many companies undertake a marketing audit to identify the firm's strengths and weaknesses relative to competitors, and in relation to the opportunities and threats in the external environment.
1. What arc the benefits ol' a long-range plan? Why should managers take time to develop a long-term plan that will be changed every year?
5. Sales force. What are the company's sales force objectives? Is the sales force large enough? Is it properly organized? Is it well trained, supervised and motivated? How is the sales force rated
4. Advertising, sales promotion and publicity. What are the company's promotion objectives?How is the budget determined? Ts it sufficient? Arc advertising messages and media well developed and
3. Distribution. What are the distribution objectives and strategies? Does the company have adequate market coverage and service? Should existing channels be changed or new ones added?
2. Price. What are the company's pricing objectives, policies, strategies and procedures? Arc the company's prices in line with customers1 perceived value? Are price promotions used properly?
1. Products. Has the company developed sound product-line objectives? Should some products be phased out? Should some new products he added? Would some products benefit from quality, style or feature
3. Interface efficiency. Do staff work well across functions: marketing with manufacturing, R & D, buying, personnel, etc.?
2. Functional efficiency. Do marketing, sales and other staff communicate effectively? Are the staff well trained, supervised, motivated and evaluated?
1. Formal structure. Does the chief marketing officer have adequate authority over activities affecting customer satisfaction? Are activities optimally structured along functional, product, market
4. Budgets. Has the company budgeted sufficient resources to .segments, products, territories and marketing-mix elements?
3. Strategy. Does the company have a sound marketing strategy for achieving its objectives?
2. Objectives. Has the company set clear objectives to guide marketing planning and performance? Do these objectives fit with the company's opportunities and strengths?
1. Mission, is the mission clearly defined and market-oriented?
6. Publics. What key publics provide problems or opportunities? How should the company deal with these publics?
5. Suppliers. What trends are affecting suppliers? What is the outlook for the availability of key production resources?
4. Channels. What main channels does the company use to distribute products to customers?How are they performing?
3. Competitors. Who are the chief competitors? What arc their strategies, market shares, and strengths and weaknesses?
2. Customers. How do customers rate the company on product quality, service and price? How do they make their buying decisions?
1. Markets. What is happening to market size, growth, geographic distribution and profits? What are the l;irge market segments?
6. Cultural. What is the public's attitude towards business and the company's products? What changes in consumer lifestyles might have an impact?
5. Political. What current and proposed laws will affect company strategy?
4. Technology. What technological changes are occurring? What is the company's position on technology?
3. Natural. What is the outlook for costs and availability of natural resources and energy? Is the company environmentally responsible?
2. Economic. What developments in income, prices, savings and credit will impact on the company?
1. Demographic. What primary demographic trends pose threats and opportunities for this company?
6. Considering Levi's international subsidiaries as 'strategic business units', what do you imagine Levi's 'BCG growth-share matrix' to look like? What global strategies does the matrix suggest?
5. Suggest a 'mission statement' for Levi that would help the company focus on its strengths.
4. Use the 'product/market expansion grid' to plot the moves made by Levi during the case. In which quadrants was Levi least successful and why? In which was it most successful and why?
3. Conduct a SWOT (strengths, weaknesses, opportunities and threats)analysis of Levi and comment upon its implications for the company.
2. With its focus on the global blue jeans market, is Levi likely to face the same pressure for diversification again?
1. What stimulated Levi to diversify away from its homeland in the American blue jeans market?
Describe the marketing management process and the brand plan.Show how marketing organizations are changing.
Explain marketing's role in strategic planning.
Explain how companies evaluate and develop their business portfolios.
Describe how companies develop mission statements and objectives.
Explain company-wide strategic planning and its principal steps,
6, How should Nestle respond to the threats from the General Synod in 1994V Since Nestle claimed sales increased after the Nescafe boycott in 1991, should they just ignore the problem?
5. The WHO code is a recommendation to government. Is it Nestles responsibility to operate according to the national legislation of any given country, or to follow WHO's recommendations to that
4. Did Nestle benefit from confronting the activists directly in court and winning? Should firms ever confront activists directly? What other forms of action are available to the company? Should
3. Is Nestle just unlucky or did its actions precipitate its being singled out by activists? Is the activists' focus on Nestle unjust and itself dangerous? What accounts for Nestle's continuing in
2. Is it the case that ethical standards should be the responsibility of organizations such as WHO and UNESCO, and that the sole responsibility of firms is to work within the bounds set?
1. Was and is Nestle's and the other IFM members' marketing of infant formula 'unethical and immoral'?
2. Consider the case of Scandinavian employers'hostility towards die SALS frequent-flyers programme(Marketing Highlight 2.6) and discuss the following:Should airlines reward regular customers with
1. Changes in consumer attitudes, especially the growth of consumerism and environmentalist!!, have led to more societal marketing - and to more marketing that is supposedly good for society, but is
6. If you had the power to change our marketing system in any way feasible, what improvements would you make? What improvements can you make as a consumer or marketing practitioner?
5. Compare the marketing concept with the principle of societal marketing. Do you think marketers should adopt the societal marketing concept? Why or why not?
4. The issue of ethics provides special challenges for international marketers as business standards and practices vary a great deal from one country to the next. Should a company adapt its ethical
3. If you were a marketing manager at a chemical company, which would you prefer: government regulations on acceptable levels of air and water pollution, or a voluntary industry code suggesting
Docs marketing create barriers to entry or reduce them? Describe how a small local manufacturer of household cleaning products could use advertising to compete with the market leader, which holds a
1. Consider the following example. The great Disney animation revival, which began with The Little Mermaid in 1989, reached a peak with the 1994 blockbuster Lion King, which took §7(0 million at the
6. In the interest of consumer safety and well-being, should tobacco firms circumvent current rules?
5. Should legislators be the ultimate force that protects innocent consumers from unsavoury marketing?
4. Can customers and society, at large, be left to develop their own sense of personal responsibility - to avoid harmful products - even if firms don't? Discuss.
3. Can society expect the industry to regulate its own actions and practise socially responsible marketing?

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