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principles of marketing

Questions and Answers of Principles Of Marketing

In the Wal-Mart example in Section 3.4, the argument is that in the short run, devia- tions from the Equity Principle can occur due to competitive reasons. What might make this statement untrue in
Describe the idea of selectivity as the negotiated and often reciprocal limitation of the number of trading partners in a market area? 6589
Explain why manufacturers prefer more coverage, especially in fast moving consumer goods, while preferring the downstream channel member to limit its assortment in their product category? 6589
Explain why downstream channel members prefer less coverage, while preferring more assortment in the manufacturer's product category? 6589
Explain why limited distribution is preferable for brands with a high-end positioning or a narrow target market Explain the mechanism by which limiting the number of trading partners raises motiva-
Describe selectivity as a way to reassure trading partners against the threat of opportunism Forecast when either side (upstream or downstream) will concede to a limitation of the number of their
Describe means of maintaining intensive coverage while containing its destructive effects on the channel? 6589
Describe the special challenges of multiple formats and of dual distribution (parallel usage of third-party and company-owned channels) The legal?? 6589
Which is preferable, intrabrand or interbrand competition? Can there be one without the other? Where do you stand on the issue of intrabrand competition: Is it necessary in order for there to be
An industrial supply house carries only a single brand of a grease-cutting compound used to clean the concrete floors of factories. That brand is prominent and is well viewed by the clientele. What
Apple, as a computer company, has struggled over the years with the assortment problem. Company-owned Apple stores offered only Apple computers. Although management liked having control of the
Why do greater sales and greater coverage go together? Should manufacturers always seek greater coverage? Conversely, should resellers always seek to carry more brands in their assortment for a given
"A brand can never be available in too many places." Debate this statement.
"A distributor should stock as many brands as possible for each product category demanded by its clients." Debate this statement.
If you were a new brand entering the market for a consumer durable, how much cov erage would you seek? What arguments would you give to channel entities as to why they should carry your brand? What
Are managerial bounds always inappropriate? Under what conditions can a manage- rial bound on a channel design be justified?
Give an example of a purchase occasion when you chose not to buy a product at a par- ticular outlet because the service output levels were not appropriate. Identify whether the demand gap was in the
Use the concept of demand-side gaps to explain why it is frequently a bad idea to trans- plant a channel design from one country directly to another without any modification.
A manufacturer is in the habit of offering liberal payment terms to distributors: They can pay anytime within 45 days of receipt of the merchandise. The manufacturer cur- rently has a bank line of
A retailer forms long-term supply relationships with several of its key manufacturers who supply it with product to sell in its stores. Part of the long-term agreement involves setting prices
When does a supply-side gap directly imply a demand-side gap, and when are they independent?
What are the disadvantages of closing channel gaps by incorporating into the chan- nel a new channel member who is expert in performing one or more flows?
Distinguish five sources of power and explain when each is effective and why
Describe how to build power
Explain how to use power as a tool to manage conflict and increase cooperation
Understand the importance of the balance of dependence and whether the weaker party should exit the relationship or take countermeasures Distinguish six strategies for converting power into influence
What is the relationship between coercive and reward power? Between reward power and referent, expert, and legitimate power? Give three examples to support your arguments.
Why is it unlikely that a marketing channel will be coordinated naturally? Why is power necessary to achieve coordination?
"Suppliers should not deal with intermediaries who are more powerful than they are." Debate this statement, which is often heard at trade association meetings.
"We should not deal with powerful suppliers. They are sure to abuse us-after they use us." Debate this statement, often heard in the meeting rooms of distributors and sales agents.
DuPont Agricultural Chemicals is an extremely large and diversified supplier of her bicides and pesticides to farmers. It has several competitors, also large and diversified (such as Monsanto and
You are the owner/manager of an auto dealership in Germany selling the Audi line. Your dealership is exclusive to Audi; you have invested heavily to build the dealership: and your contract is such
Consider the Audi scenario above and put yourself in the role of the Audi liaison (the factory rep). What influence strategies would you use, and why? Now put yourself in the position of the factory
"We give this supplier a lot of sales and a pretty good level of profit. We hold up their brand name, and we tend to follow their advice. This means we have very high lever- age over them. We've got
When is a channel member likely to overestimate its power? When will it underesti mate its power?
What is the relationship between thinking of power as dependence and thinking of power as five sources? Which approach is simpler? Which is more useful to a manager?
"Coercion is just a negative reward. It's all reward power. Power all comes down to one question: Where's the money?" Debate this statement.
Distinguish circumstances where conflict is not negative and is neutral or even positive
Understand how to diagnose conflict in terms of issues, frequency, intensity, and importance
Trace the negative effects of high conflict on channel performance
Sketch the inherent sources of conflict in channel relationships
Separate conflict into three main causes: goals, perceptions, and domains
Understand why multiple channels have become the norm and describe ways to address the conflict they create
Understand why many suppliers actually like gray markets (while protesting to the contrary)
Trace the spiral of coercion and reciprocation
Forecast the impact of a destructive act and suggest how to reduce it
Describe the workings of institutionalized mechanisms management can use to dampen conflict and distinguish between those that management can decree and those that arise in a relationship (norms)
Categorize conflict resolution styles and describe their effect on how well a channel functions
Sketch the effect of economic incentives (especially hidden ones) on conflict?
A marketing channel is an interdependent set of entities: They need each other. Why, then, is conflict a normal state in channels? Why does vertical integration fail to elim- inate conflict
When do suppliers tolerate gray marketing, and why?
"As markets mature, it is essential to set up multiple channels (different types), and to let them compete head on." Debate this statement. What responsibility, if any, do suppliers have to manage
Refer to the Meccano example. If you had been part of the management team when the Toys "R" Us deal was being negotiated, would you have opposed it? Was there a way to avert the catastrophic outcome?
When is coercion a good idea, and why? When is it most likely to be used, and by which channel members?
What can channel members do to prevent conflict from becoming dangerous? To what extent can management control conflict in its early stages?
"If you don't negotiate aggressively, you won't get anything. You have to push for what you want with channel members, and you have to negotiate hard." Debate this statement. What are the best
If economic incentives are effective ways to resolve conflict, why not simply offer better terms to the trade? What are the best ways to resolve conflict by making a resolution economically
What are the principal reasons why Cliff Hudson's strategy of resolving conflict at Sonic were successful?
Imagine you are a channel manager for Toro, a prestigious supplier of lawn mowers. You have relied on a dealer network but now wish to add a mass merchandiser chain. This means you are contemplating
You are a B2B producer with a large and fragmented product line aimed at a large and fragmented market. Should you use multiple routes to reach this market? What are the trade-offs? How serious will
Define and describe the hallmarks of committed relationships
Distinguish upstream and downstream motivations to form an alliance
Describe why many channel members do not want and do not have committed relationships
Sketch the performance implications of channel alliances and explain why most firms should have a portfolio of relationships, many of which are not close
Describe how to lengthen the time horizon of the relationship and why this is critical
Explain why channel members deliberately increase their vulnerability and how they man- age this exposure Detail the role of idiosyncratic investments and give examples for any channel member Sketch
Describe how trust is built over time in a marketing channel
Differentiate the five phases of a close marketing channel relationship?
You are management of a manufacturer. You are highly committed to a distributor. You suspect your distributor is committed to you, but you are unsure. Should you try to project that you are not as
A powerful idiosyncratic investment is mingling your identity with that of your chan- nel member. Why? If you are the manufacturer, how could you do this mingling, and how could you induce your
What are upstream and downstream motives to ally? What are motives not to ally? Are upstream and downstream motives congruent?
What hostages does each side offer the other in the arrangement between EABL and T&B profiled in this chapter? Are these hostages adequate? What makes the relation- ship work so well? Answer the same
The Smart car has a unique design, eye catching and original. It is a tiny car, less than three meters (ten feet) long, with a very high roof. The car has been aimed at the market of upscale urban
Marketing channel alliances are capable of extraordinary results. Should every man- agement focus on alliances? If not, why not? Are there other ways of generating exceptional results?
As a supplier, what sort of program could you devise to build trust with a distributor? What distributor types would you target? How well would you expect your program to work? Now try the same
The idea of stages of a relationship has been described as being a good idea in theory but a difficult idea to put into practice. Do you agree? Why or why not? How would you know what stage you were
Understand vertical integration as a continuum from make to buy rather than as merely a binary choice
Diagnose the reasons why channel players (such as manufacturers, wholesalers, or retailers) often integrate forward or backward with great expectations, only to divest within a few years
Frame the vertical integration decision in terms of when owning the channel or some of its flows improves long-term return on investment
Explain six reasons why outsourcing, not vertical integration, should be the starting point, the preferred choice, contrary to intuition
Understand how three situations change this starting point so that vertical integration comes to dominate outsourcing in distribution
Define and explain six categories of company-specific capabilities and distinguish speci- ficity from rarity
Trace how these categories become general purpose over time Trace the impact of a volatile environment on the returns from forward integration
Explain the sources of performance ambiguity and relate them to the returns from for ward or backward integration in distribution
Recognize the role of vertical integration in learning and in creating strategic options- and understand when these are poor rationales?
Assume you are the manufacturer of a broad line of moderately priced furniture. When would you seriously consider owning your own retail outlets? What factors would you take into account in making
Is it likely that vertical disintegration is typical of growing industries while vertical integration is typical of declining industries? Explain your answer.
Debate the pros and cons of forward vertical integration of wholesaling functions by manufacturers and by retailers.
According to Bucklin, the issue of channel performance focuses on the conflict between two major dimensions of channel performance. On the one hand, con- sumers and users are concerned primarily with
A theme that appears in advertisements for stores owned by manufacturers is, "Buy factory direct at our store. You'll save money. We can offer you low prices because we cut out the middleman."
The Fleming failure profiled in this chapter surprised many industry observers. In particular, many analysts like the logic that a combined wholesaler and retailer ought to be able to make more money
A number of companies seem to cycle in and out of vertical integration. For example, Apple Computers moves in and out of having its own store network versus relying on third parties. What might be
Understand the array of channel policies available for channel management
Know the types of channel activities subject to governmental scrutiny
Understand the difference between per se criteria and rule of reason criteria
Be familiar with the major U.S. legal cases that shape channel practices?
Debate the pros and cons of the following policies for the products listed below. (Do not be concerned about the antitrust issues; just ask yourself whether you would adopt them from a managerial
Which is preferable, intrabrand or interbrand competition? Can there be one with- out the other? Where do you stand on the issue of intrabrand competition: Is it nec essary in order for there to be
Which of the policies discussed in this chapter are governed by the following legal rules and why: (a) rule of reason, (b) per se illegal, (c) modified rule of reason, and (d) per se legal?
Do you believe that the Robinson-Patman Act should be stricken from the laws of the United States? Debate the pros and cons of this question and come out with a posi tion on it.

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