marketing quiz test bank

Question # 00004048 Posted By: spqr Updated on: 11/25/2013 12:26 AM Due on: 11/30/2013
Subject Marketing Topic Marketing Tutorials:
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51. Total quality management:

requires that everyone in the organization be concerned with improving quality.

means more than just using statistical controls to reduce manufacturing defects.

views the cost of lost customers as an important result of quality problems.

applies to service producers as well as manufacturers.

? all of the above are correct.

52. After a problem has been identified, a fishbone diagram helps managers solve the problem by:

identifying how customer satisfaction can be improved.

creating a visual aid of why things go wrong.

organizing cause-and-effect relationships.

? all of the above.

none of the above.

53. Using total quality management to improve the implementation of a marketing program is likely to include:

the use of Pareto charts to determine the critical path for scheduling marketing activities.

the use of fishbone diagrams to show which problems are most important.

an emphasis on treating routine customer problems and unusual ones in the same way--because every problem is equally important.

? training and empowerment of employees to identify and solve customer problems.

all of the above are correct.

54. Building quality into services:

is made easier by grouping services that require special attention with those that are routine.

can be accomplished by lowering customer expectations.

is not necessary unless the service is guaranteed.

can be easily accomplished with surprise quality inspections.

? can be improved by giving employees the authority to correct a problem on their own.

55. It might be sensible for a company to benchmark each of its sales reps against:

another firm's sales reps who earn high customer satisfaction scores.

its other sales reps.

a competitor's sales reps.

sales reps of a firm in a different industry.

? any of the above.

56. Regarding controlling marketing programs:

"sales analysis" and "performance analysis" mean the same thing.

traditional accounting reports are very useful for controlling marketing programs.

sales analysis is so revealing that there is no such thing as having TOO MUCH data.

? the control process helps marketing managers learn how ongoing plans are working.

All of the above are true.

57. The 80/20 rule suggests that

20 percent of marketing effort is wasted.

80 percent of marketing effort is well implemented, but the remaining 20 percent is out of control.

? 80 percent of the business comes from 20 percent of the customers.

it will take 80 percent more effort to get 20 percent more business.

None of the above is true.

58. The "80/20 rule" says that:

only 20 out of every 100 firms use formal accounting controls.

a firm should hire 20 sales reps for every 80 customers.

marketing accounts for 80 percent of a typical consumer's dollar.

? even though a firm is showing a profit, 80 percent of its business might be coming from only 20 percent of its customers.

usually about 20 percent of a firm's customers are unprofitable.

59. According to the "80/20 rule":

marketing accounts for 80 percent of the consumer's dollar.

only 20 out of every 100 firms use formal marketing control programs.

about 20 percent of a typical firm's customers are unprofitable to serve.

? even though a firm might be showing a profit, 80 percent of its business might be coming from only 20 percent of its products or customers.

None of the above is correct.

60. Which of the following statements illustrates the 80/20 rule?

"80 percent of our target market doesn't respond to our marketing mix, and we only have a 20 percent market share."

? "Of the hundred retailers who carry our products, the top twenty account for nearly 80 percent of our total business."

"20 percent of our marketing effort is wasted, but we don't know which 20 percent."

"We don't know whether our profits are 20 percent higher than we deserve, or only 80 percent of what might be easily obtained."

None of the above.

61. When involved in the control process, the marketing manager should view company profit

? as a gross index of performance that should be further broken down into smaller components.

as a guide to future operations.

as the test of whether or not the marketing mix is successful.

All of the above are true.

None of the above is true.

62. Sales analysis is a:

well-accepted trend analysis method.

necessity for making all important marketing decisions.

way of assuring that future sales will be profitable.

detailed report of likely profitability.

? detailed breakdown of a company's sales records.

63. The best way to break down and analyze sales data is:

by order size.

by geographic region.

by customer type.

by product, package, size, grade or color.

? any of the above, depending on the situation.

64. The most useful breakdown of data in a sales analysis is by:

size of order.

product, package size, grade, or color.

customer type.

geographic region.

? any or all of the above--depending on the situation.

65. A marketing manager who wants to analyze the firm's sales should be aware that:

sales invoice files contain little useful information.

the best way to analyze sales data is according to geographic regions.

sales analysis involves a detailed breakdown of a company's sales forecasts.

? sales analysis may not be possible unless the manager has made arrangements for the company to capture identifying information about each sale.

a manager can never have too much data.

66. Sales analysis:

requires more information than is available from traditional accounting reports.

can be done in different ways--there is no single "best way."

often studies how sales patterns change over time.

? All of the above are true.

None of the above is true.

67. Marketing sales analysis:

keeps track of whether a firm's sales are increasing or decreasing.

? requires a detailed breakdown of a company's sales records.

is very hard to do--because computers must be involved.

looks for exceptions or variations from planned performance.

tries to avoid the 80/20 rule.

68. Detailed sales analysis is:

not worth the cost unless the firm is very unprofitable.

based on the information available on traditional accounting reports.

important for producers, but usually not that valuable for retailers.

most useful when it analyzes costs from different possible target markets.

? None of the above is true.

69. Sales analysis:

typically involves reorganizing existing information rather than gathering new information.

may involve analyzing many different breakdowns of overall sales.

is usually a good first step when setting up a control system.

? All of the above are true.

None of the above is true.

70. The major difference between a sales analysis and a performance analysis is that:

? performance analysis looks at variations from planned performance, while sales analysis shows what happened.

sales analysis looks at individual transactions, while performance analysis groups them into categories.

sales analysis is a control procedure, while performance analysis is part of implementation.

sales analysis is concerned with expected sales, while performance analysis is concerned with past sales.

sales analysis is used to find profitable sales patterns, while performance analysis seeks unprofitable patterns.

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