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Questions and Answers of Marketing

Coca-Cola Co. has not done so well in establishing strong marketing channels in India. Its flagship product, Coke, has only about 15 percent of the market compared to Pepsi’s almost 25 percent.
“We need to expand our market base,” argued the vice president of marketing for a major American beer brewery during a strategic planning conference presentation. “Our sales growth in the
Procter & Gamble, the world’s largest producer of consumer packaged goods, has been very aggressive in its attempts to market its products in the international arena. But even this marketing
Corporate Social Responsibility for Competitive Advantage. Summarize the reasons why companies are adopting corporate social responsibility initiatives. What arguments support the pursuit of social
What are the challenges created by relationships in Network Organizations? How can these challenges be overcome? What role does marketing play in these relationships?
Visit the websites of fashion clothing companies Zara (www.zara.com) and H&M (www.hm.com). What do these sites tell you about the targeting and positioning strategies being pursued by these companies?
What does Google’s website (www.Google.com) tell us about the company’s ability to collect information about individuals and businesses? What privacy issues arise, and how can they be resolved?
Review the McKinsey & Co. website. Are there indications that the consulting company is market-oriented?
Top management of companies probably devotes more time to reviewing (and sometimes changing) their corporate vision (mission) now than in the past. Discuss the major reasons for this increased
How would you explain the concept of superior customer value to a new finance manager?
Suppose you have been appointed to the top marketing post of a corporation and the president has asked you to explain market–driven strategy to the board of directors. What will you include in your
Develop a list of the personal challenges confronting the marketing executive, and consider the qualities and capabilities which may be most relevant to meeting these challenges.
Discuss the role of organizational capabilities in corporate strategy.
What is the relationship between the corporate strategy and the strategies for the businesses that comprise the corporate portfolio?
Discuss the major issues that top management should consider when deciding whether or not to expand business operations into new business areas.
Develop an outline of how you would explain the marketing strategy process to an inventor that is forming a new business to develop, produce, and market a new product.
Discuss the role of market targeting and positioning in an organization’s marketing strategy.
Explain the logic of pursuing a market–driven strategy.
Examine the relevance of market orientation as a guiding philosophy for a social service organization, giving particular attention to user needs and wants.
How do the organization’s distinctive capabilities contribute to developing market–driven strategy?
Select a product-market where new types of competition and/or new business models are developing. Discuss how and to what extent “opportunities outside the competitive box are developing.”
Review the GLOBAL APPLICATION concerning China’s geographical income distributions. Discuss how this information could be useful to a company planning to enter the Chinese market with water
Visit the website of Project 2000 (www2000.ogsm.Vanderbilt.edu), founded at the Owen Graduate School of Vanderbilt University to determine if the Web provides useful information for market and
Visit Hoover’s website (www.hoovers.com). Investigate the different options for competitive and market analysis provided. How can these online tools best be utilized? What limitations apply?
Johnson & Johnson is currently competitive in the surgical stent market (a device inserted surgically in an artery to enable blood flow). Perform an Internet analysis of the stent market indicating
Samsung Electronics is one of the top producers of cell phones. Draw from Internet sources to prepare an analysis of the global cell phone market.
Discuss the important issues that should be considered in defining the product–market for a totally new product.
Discuss how a small company (less than $1 million in sales) should analyze its competition.
Many popular forecasting techniques draw from past experience and historical data. Discuss some of the more important problems that may occur in using these methods.
What are the relevant issues a cross–functional team should consider in developing a strategic vision about the future for the organization’s product–market(s)?
Under what product and market conditions is the end–user customer more likely to make an important contribution to product–market definition?
What recommendations can you make to the management of a company competing in a rapid growth market to help it identify new competitive threats early enough so that counterstrategies can be developed?
There are some dangers in concentrating product-market analysis only upon a firm’s specific brand and those brands that compete directly with a firm’s brand. Discuss.
Using the approach to product-market definition and analysis discussed in the chapter, select a brand and describe the generic, product-type and brand product-markets of which the brand is a part.
For the brand you selected in Question 5, indicate the kinds of information needed for a complete product–market analysis. Also suggest sources for obtaining each type of information.
Select an industry and describe its characteristics, participants, and structure.
A competitor analysis of the 7UP soft–drink brand is being conducted. Management plans to position the brand against its key competitors. Should the competitors consist of only other noncola drinks?
Outline an approach to competitor evaluation, assuming you are preparing the analysis for a regional bank holding company.
Review the material in the INNOVATION APPLICATION “New Lifestyle Segments for Luxury Hotels”. Do these new ventures represent a robust segmentation strategy? What other segment opportunities can
Review the BMW Mini case in the GLOBAL APPLICATION “The BMW Mini.” Do you believe that BMW has built a robust niche or segment strategy, or is the car a fashion item with limited lasting appeal
Explore several of the following web sites:www.adquest.comwww.autosite.comwww.sidewalk.comwww.monster.comwww.realtor.comHow does the information available from these sites affect our traditional
Evaluate the following site for additional ideas and material concerned with market segmentation and the types of support that can be provided for companies: www.marketsegmentation.co.uk.
Competing in the single European market raises some interesting market segment questions. Discuss the segmentation issues regarding this multiple-country market.
Does the use of mass customization eliminate the need to segment a market?
Why are there marketing strategy advantages in using demographic characteristics to break out product–markets into segments?
The real test of a segment formation scheme occurs after it has been tried and the results evaluated. Are there ways to evaluate alternative segmenting schemes without actually trying them?
Suggest ways of obtaining the information needed to conduct a market segment analysis.
Why may it become necessary for companies to change their market segmentation identification over time?
Is considering segments of one buyer a reality or a myth? Discuss.
Is it necessary to use a unique positioning strategy for each market segment targeted by an organization?
Under what circumstances may it not be possible to break up a product–market into segments? What are the dangers of using an incorrect segment formation scheme?
What are some of the advantages of using mass customization technology to satisfy the needs of buyers?
Critically evaluate the “Net Promoter” concept of customer satisfaction used by the General Electric Co. What role does customer experience information play in GE’s CRM?
Visit the website of SalesForce.com. Based on the information provided discuss how can SalesForce.com contribute to a company’s CRM.
Visit one of the websites discussed in Exhibit 4.3. Discuss how the website may be useful to a company in its CRM initiatives.
How should CRM be defined to provide a complete strategy perspective?
How can it be right for a company to invest resources in social responsibility projects, when its primary role is to deliver value to its shareholders?
Discuss the value of considering CRM at different organizational levels.
What is involved in estimating customer lifetime value (CLV)?
Discuss the process of developing a CRM strategy.
What are the important issues in CRM implementation?
Discuss how CRM creates value for the firm’s stakeholders.
What is the relationship between CRM and market segmentation?
Discuss the role of the cross-functional CRM team.
In what ways can perceptions of poor ethical standards inhibit a company’s ability to build customer relationships and compete effectively?
Revisit the INTERNET APPLICATION “The Growth in Internet Information Resources for Market Sensing”. What are the major advantages of the Web in developing marketing information resources, but
Examine the marketing information example described in the ETHICS APPLICATION “Neuromarketing.” Should limits be placed on the ability of commercial organizations to capture and exploit
Revisit the list of major marketing research agencies in Exhibit 5.3. Visit several of the websites listed. Examine the major types of information provided both as standardized services and special
Select a well-known company or brand and use a search engine to find Web pages that include its name. Review the content of blogs and online reviews, and examine the lessons that the company should
Discuss how an organization’s marketing information skills and resources contribute to its distinctive capabilities.
What are the relevant issues that need to be considered when obtaining the services of an outside supplier for a marketing research project?
What do you consider to be the proper ethical limits on the collection and use of customer information by companies?
How would you explain to a group of top–level executives the relationship between market–orientation and continuous learning about markets?
Outline an approach to develop an effective market sensing capability for a regional full–service bank.
Compare and contrast the use of standardized information services as an alternative to special research studies for tracking the performance of a new packaged food product.
Suppose the management of a retail floor covering (carpet, tile, wood) chain is considering a research study to measure household awareness of the retail chain, reactions to various aspects of
Are there similarities between marketing intelligence and the operations of the U.S. Central Intelligence Agency? Do companies ever employ business spies?
What obstacles may be faced in enhancing a company’s ability to learn more and better about its customers, and how should they be addressed?
Why would a company consider observational or ethnographic research in preference to conventional surveys?
Data mining from databases is receiving increased attention in many companies. Discuss the underlying logic of data mining.
H & M’s initiatives described in the INNOVATION APPLICATION could be accomplished by competitors like Gap. Why have competitors failed to recognize these opportunities?
PepsiCo competes in the United States and many other countries. Consider how Pepsi may utilize maps in analyzing and selecting market targets (see www.nationalgeographic.com).
Go to www.johnsonandjohnson.com and click on “Background” and then on “Principal Global Operations.” Identify the positioning strategies of the different companies.
Go to www.mcdonalds.com and analyze McDonald’s positioning initiatives and discuss important positioning issues for McDonalds.
Based on the information available at www.Cisco.com describe Cisco Systems positioning strategy.
Discuss why it may be necessary for an organization to alter its targeting strategy over time.
Two factors complicate the problem of making future projections as to the financial performance of marketing programs. First, the flow of revenues and costs is likely to be uneven over the planning
Discuss the relationship between the positioning concept and positioning strategy.
Select a product type product–market (e.g., ice cream). Discuss the use of functional, symbolic, and experiential positioning concepts in this product category.
Discuss the conditions that might enable a new competitor to enter a mature product–market.
Competing in the mature market for air travel promises to be a demanding challenge in the 21st century. Discuss the marketing strategy issues facing American Airlines during the next decade.
Assume you are assisting Nokia in determining information needs for monitoring its cell phone targeting and positioning strategies. What are your recommendations?
What factors are important in selecting a market target?
Discuss the considerations that should be evaluated in targeting a macro-market segment whose buyers’ needs vary versus targeting three microsegments within the macro segment.
How might a medium-size bank determine the major market targets served by the bank?
Select a product and discuss how the size and composition of the marketing program might require adjustment as the product moves through its life cycle.
Suggest an approach that can be used by a regional family restaurant chain to determine the firm’s strengths over its competitors.
Describe a positioning concept for three different brands/products that corresponds to functional, experiential, and symbolic positioning.
Discuss some of the more important reasons why test market results may not be a good gauge of how well a new product will perform when it is launched in the national market.
“Evaluating marketing performance by using return-on-investment (ROI) measures is not appropriate because marketing is only one of several influences upon ROI.” Develop an argument against this

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