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marketing management
Marketing Management 10th Edition J. Paul Peter, James Donnelly - Solutions
=+ What is the tax rate on business enterprise profits?
=+ Can hard currency be used to pay for im- ported raw materials or to repatriate profits?
=+ Can a foreign investor sell its stake in a joint venture?
=+Can an initial capital investment by a for- eign company be held in hard currency?
=+Can they own real estate?
=+ Can foreign investors obtain premises easily?
=+Are intellectual property rights upheld?
=+Is private ownership of property recognized?
=+What percentage ownership may fo companies have in joint ventures is govern ment approval required and, if so, how long does it take to obtain?
=+ Is there any historical undien to support such trends?
=+ How rapid and sustainable is coatiar progress toward democracy and fice market economy?
=+Is political decision-making authority contral ized or fragmented?
=+ . What progress is being made toward develop ing a code of company law?
=+ Is there an emerging capital market based on real interest rates?
=+Does the government intend to sell stakes in state enterprises to foreign investors?
=+Are state subsidies, cheap credits, and tax concessions for state enterprises being phased out?
=+ How substantial are raw material reserves that can be converted to hard currency?
=+ If hyperinflation exists, are appropriate fiscal and monetary policies being implemented to bring it under control?
=+ What is the inflation rate?
=+What is the foreign debt service expense as a percentage of hard currency foreign ex- change earnings?
=+10. If you are an underdog: only compete in mar- ket segments where you have or can develop strengths; avoid head-to-head competition with dominant competitors; emphasize prof- its rather than volume; and focus on special- ization rather than diversification.
=+9. The delivery of quality service is never the cus- tomer's job.
=+8. If you establish negative expectations for your customers, you will always meet them.
=+7. Customers should never be required to re- state their request or complain to several em- ployees before having it resolved.
=+6. How your employees feel is eventually how your customers will feel.
=+5. Quality service means never having to say "that's not my job."
=+4. Management and leadership are exercised outside, not inside the office.
=+ 3. The most important parts of employees' contributions to the goals of your organiza- tion are being made at their discretion.
=+(b) if they want to-if they are given a reason to change.
=+ 2. There are only two conditions under which customers will change their behavior: (a) when it's a matter of life and death (and then not in every case);
=+1. Customers do not buy your services-they buy solutions to their problems.
=+5. How much will potential buyers he willing to pay for the product?
=+4. Are potential buyet prestige oriented and therefore viting to pay higher prices to fulfill this need?
=+ 3. Will potential buyers perceive the price as too high relative to the service the product gives them?
=+2. Will potential buyers be favorably attracted by odd pricing?
=+1. Will potential buyers ase price as an indicator of product quality?
=+ 5. Is the lead eligible to buy?
=+4. Can the lead be approached favorably?
=+ 3. Does the lead have the authority to pay?
=+ 2. Does the lead have the ability to pay?
=+1. Does the lead have a want or need that can be satisfied by the purchase of the firm's products or services?
=+how will the campaign be evaluated and controlled?
=+ 8. The measurement question: How will the effective- ness of the advertising campaign be measured ?
=+7. The microscheduling question: At what times and dates would it be best for ads to appear during the course of the campaign?
=+ 6. The macroscheduling question: How long should the advertising campaign be in effect before changing ads or themes?
=+5. The media question: What types and combina- tions of media should be used?
=+4. The message question: What should the ads say about the product?
=+3. The market question: To whom should the adver- tising be directed?
=+ 2. The money question: How much should be spent on advertising as opposed to other forms of sell- ing?
=+1. The management question: Who will manage the advertising program?
=+7. What is the appropriate pricing strategy?
=+ 6. What is the estimated return on investment?
=+ 5. What is the most appropriate package to use in terms of color, material, design, and so forth?
=+ 4. At different volume levels, what will be the unit manufacturing costs?
=+What additional sales training will be required?
=+What will be the number of new salespersons needed?
=+3. Can the product be sold through present channels and sales force?
=+Are there any antitrust problems?
=+2. Can the item be patented?
=+Are the potential applications for the product restricted?
=+1. What is the anticipated market demand over time?
=+10. Provide for evaluation of new product perfor- mance.
=+9. Assign new product responsibility.
=+8. Prepare a long-range profit plan, incorporat- ing new products.
=+7. Prepare a statement of new product objectives.
=+6. Determine market areas for new products.
=+5. Prepare an inventory of company capabilities.
=+ 4. Determine what role new products will play in the company's future.
=+3. Review the long-range profit plan.
=+2. Prepare a long-range profit plan for the com- pany, using existing product lines.
=+1. Prepare a long-range industry forecast for ex- isting product lines.
=+ 3. What are some bases for segmenting consumer and industrial buyer markets?
=+2. How does one determine the relevant dimensions or bases to use for segmentation?
=+1. Should the segmentation be a priori or post hoc?
=+ 20. How will we deal with inadequate product or vendor performance?
=+19. After the purchase, how will vendor perfor- mance be evaluated?
=+18. How shall we establish our order routine?
=+17. What contractual guarantees will we require?
=+16. Is a long-term contract in our interest?
=+ 15. Should we split our order among several ven- dors?
=+ 14. How much inventory should a vendor be will- ing to keep on hand?
=+ On what issues will that vendor bend the most?
=+13. How far can a given vendor be pushed in ne- gotiations?
=+12. Should the item be leased or purchased out- right?
=+11. Should bids be solicited?
=+10. Which attributes will be stressed in evaluating vendors?
=+9. How many vendors should be considered?
=+8. Which information sources will we rely on?
=+7. What trade-offs are we prepared to make be- tween price and other product/vendor attrib- utes?
=+6. What is the highest price we can afford to pay?
=+5. Should a value analysis be performed?
=+4. Must a new product be designed, or has a ven- dor already developed an acceptable product?
=+ 3. Should we make the item ourselves?
=+ 2. What types of products or services could con- ceivably be used to solve our need or problem?
=+1. Is the need or problem pressing enough that it must be acted upon now? If not, how long can action be deferred?
=+What is our reputation with the trade?
=+C. How does the public perceive our com- pany?
=+Are there many returns?
=+How is our record for service?
=+ B. Are customers satisfied with our product?
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