Chapter18 principle

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1、Chapter 18 Creating Competitive Advantage1) Of the following successful marketing strategies in the past, todays Nike has learned that the most important is _.A) creating a recognizable brand imageB) having creative advertisingC) building deep community with customersD) maintaining big-name endorser

2、sE) moving into new product categories, sports, and regions of the worldAnswer: CDiff: 2Page Ref: 527Skill: ConceptObjective: 18-12) To gain _ requires delivering more value and satisfaction to target consumers than competitors do.A) competitive advantageB) competitor analysisC) benchmarkingD) a mar

3、ket-centerE) a target advantageAnswer: ADiff: 2Page Ref: 528Skill: ConceptObjective: 18-13) The first step in initiating competitive marketing strategies is to conduct _.A) a private screeningB) a competitive advantage analysisC) management modificationsD) competitor analysisE) absolute advantage pr

4、ocessingAnswer: DDiff: 3Page Ref: 528Skill: ConceptObjective: 18-14) Part two of a competitor analysis is assessing all of the following EXCEPT a companys _.A) objectivesB) employeesC) strategiesD) strengths and weaknessesE) reaction patternsAnswer: BDiff: 1Page Ref: 529Skill: ConceptObjective: 18-1

5、5) Strategies that strongly position the company against competitors and that give the company the strongest possible strategic advantage are _.A) competitor analysesB) customer relationship strategiesC) competitive marketing strategiesD) competitive relationship strategiesE) universal strategy anal

6、ysesAnswer: CDiff: 3Page Ref: 528Skill: ConceptObjective: 18-26) _ involves first identifying and assessing competitors and then selecting which competitors to attack or avoid.A) Competitor analysisB) BenchmarkingC) Customer-centered analysisD) Market leadingE) The marketing management processAnswer

7、: ADiff: 2Page Ref: 528Skill: ConceptObjective: 18-17) To plan effective marketing strategies, the company needs to find out all it can about its competitors. It must constantly compare its marketing strategies, products, prices, channels, and promotion with those of close competitors. This is an ex

8、ample of _.A) benchmarkingB) competitor analysisC) customer value analysisD) product leadershipE) continuous innovationAnswer: BDiff: 2Page Ref: 528Skill: ConceptObjective: 18-18) Companies can identify competitors from a _ point of view. Here they define competitors as companies that are trying to

9、satisfy the same customer need or build relationships with the same customer group.A) customersB) market nichersC) marketD) databaseE) industryAnswer: CDiff: 2Page Ref: 529Skill: ConceptObjective: 18-19) Companies can identify _ from both the industry and market point of view.A) competitorsB) produc

10、tsC) customersD) locationsE) employeesAnswer: ADiff: 1Page Ref: 529Skill: ConceptObjective: 18-110) A company is guilty of _ if the company forgets latent competitors and only focuses on current competitors.A) marketing myopiaB) misdirected segmentationC) competitor synergyD) competitor phobiaE) com

11、petitor myopiaAnswer: EDiff: 2Page Ref: 529Skill: ConceptObjective: 18-111) Kodaks film business didnt suffer at the hands of direct competitor Fujifilm; it lost out to Sony, Canon, and other digital camera makers, along with a host of digital image developers and online image sharing services. This

12、 is an example of _.A) a blue ocean strategyB) benchmarkingC) competitor phobiaD) competitor myopiaE) marketing myopiaAnswer: DDiff: 2Page Ref: 529AACSB: Analytic SkillsSkill: ApplicationObjective: 18-112) Hallmarks Binney & Smith, maker of Crayola crayons, might define its competitors as other make

13、rs of crayons and childrens drawing supplies. But from a/an _ point of view, it would include all firms making recreational and educational products for children.A) industryB) marketC) segmentD) nicheE) expandedAnswer: BDiff: 2Page Ref: 529Skill: ApplicationObjective: 18-113) From a/an _ point of vi

14、ew, Pepsi might see its competition as Coca-Cola, Dr Pepper, 7UP, and the makers of other soft drink brands. From a/an _ point of view, however, the customer really wants thirst quenching.A) market; industryB) market; consumersC) industry; competitiveD) industry; marketE) companys; consumersAnswer:

15、DDiff: 2Page Ref: 529AACSB: Analytic SkillsSkill: ApplicationObjective: 18-114) All of the following are fundamental questions that a marketing management team considers when assessing competitors EXCEPT?A) What are competitors objectiveswhat does each seek in the marketplace?B) What is each competi

16、tors strategy?C) What are various competitors strengths?D) What are various competitors locations?E) What are various competitors weaknesses?Answer: DDiff: 2Page Ref: 530Skill: ConceptObjective: 18-115) Each competitor has a mix of objectives. The company wants to know the relative importance that a

17、 competitor places on all of the following EXCEPT _.A) company historyB) current profitabilityC) market share growthD) cash flowE) technological and service leadershipAnswer: ADiff: 2Page Ref: 530Skill: ConceptObjective: 18-116) A company that pursues _ leadership will react much more strongly to a

18、competitors _ manufacturing breakthrough than to the same competitors advertising increase.A) high-cost; cost reducingB) low-cost; cost reducingC) high-cost; cost inflationD) low-cost; cost structureE) mid-cost; cost inflationAnswer: BDiff: 3Page Ref: 530Skill: ApplicationObjective: 18-117) The more

19、 that one firms strategy resembles another firms strategy, the more the two firms _.A) competeB) joinC) growD) failE) succeedAnswer: ADiff: 2Page Ref: 530Skill: ConceptObjective: 18-118) General Electric and Whirlpool each produce a full line of medium-price appliances supported by good service. In

20、contrast, Sub-Zero and Viking produce a narrower line of higher quality appliances, offer a higher level of service, and charge a premium price. The first group and second group of companies are in the same _ group.A) leading B) strategicC) branding D) targetE) industry Answer: BDiff: 3Page Ref: 530

21、Skill: ApplicationObjective: 18-119) Companies need to know each competitors product quality, features, and mix; customer services; pricing policy; distribution coverage; sales force strategy; and advertising and sales promotion programs. These are all the dimensions that identify _ groups within th

22、e industry. A) target B) leading C) geographic D) strategic E) competing Answer: DDiff: 2Page Ref: 530AACSB: Analytic SkillsSkill: ApplicationObjective: 18-120) Companies use secondary data, personal experience, benchmarking, and word of mouth to _.A) estimate competitors reactionsB) learn about the

23、ir competitors strengths and weaknessesC) select competitors to attack or avoidD) identify competitors target locationsE) identify competitors target customersAnswer: BDiff: 3Page Ref: 531Skill: ConceptObjective: 18-121) _ is the process of comparing the companys products and processes to those of c

24、ompetitors or leading firms in other industries to find ways to improve quality and performance.A) Competitive advantageB) Advertising synergyC) Sales promotionD) BenchmarkingE) PublicityAnswer: DDiff: 1Page Ref: 531Skill: ConceptObjective: 18-122) Benchmarking has become a powerful tool for increas

25、ing a companys _,A) brand imageB) mass appealC) employee training services D) distribution channelsE) competitivenessAnswer: EDiff: 2Page Ref: 531Skill: ConceptObjective: 18-123) Knowing how major competitors react gives the company clues on how best to _ competitors or how best to _ the companys cu

26、rrent positions.A) remove; decreaseB) attack; increaseC) attack; defendD) value; changeE) decrease; defendAnswer: CDiff: 3Page Ref: 531Skill: ApplicationObjective: 18-124) Most companies prefer to aim competition against _.A) their biggest competitorB) the market leaderC) weak competitorsD) new comp

27、etitorsE) distant competitorsAnswer: CDiff: 2Page Ref: 531Skill: ConceptObjective: 18-125) A firm should compete with _ competitors in order to sharpen its abilities. Succeeding against these competitors often provides greater returns.A) strongB) mediocreC) weakD) distantE) smallerAnswer: ADiff: 2Pa

28、ge Ref: 531Skill: ConceptObjective: 18-126) Analysis conducted to determine what benefits target customers value and how they rate the relative value of various competitors offers is known as _.A) customer value analysisB) competitive customer analysisC) power analysisD) advertising specialty analys

29、isE) benchmarkingAnswer: ADiff: 2Page Ref: 531Skill: ConceptObjective: 18-127) PepsiCo conducts a survey on all Coca-Cola drinkers to assess the companys strengths and weaknesses upon their target customers. PepsiCo is using a/an _.A) innovative market analysisB) global marketing strategyC) competit

30、ive marketing strategyD) customer value analysisE) blue ocean strategyAnswer: DDiff: 2Page Ref: 531AACSB: Analytic SkillsSkill: ApplicationObjective: 18-128) A company wants to find the _ , the place where it meets customers needs in a way that rivals cant.A) strategic sweet spotB) value innovationC

31、) blue ocean strategyD) red ocean strategyE) common platformAnswer: ADiff: 2Page Ref: 531Skill: ConceptObjective: 18-129) If the companys offer delivers greater value by exceeding the competitors offer on important attributes, the company can charge a higher price and _, or it can charge the same pr

32、ice and _.A) earn lower profits; gain higher profitsB) earn higher profits; lose profitsC) earn higher profits; gain more market shareD) lose profits; gain more market shareE) lose profits; gain higher profitsAnswer: CDiff: 3Page Ref: 531Skill: ConceptObjective: 18-130) Most companies will compete w

33、ith _ rather than _.A) distant competitors; close competitorsB) close competitors; distant competitorsC) benchmarkers; distant competitorsD) market challengers; market followersE) market challengers; market nichersAnswer: BDiff: 3Page Ref: 532Skill: ConceptObjective: 18-131) The following are all ex

34、amples of close competitors EXCEPT _.A) Nike and AdidasB) Wal-Mart and K-MartC) Pepsi and Coca-ColaD) Neiman Marcus and NordstomE) Nike and TimberlandAnswer: EDiff: 1Page Ref: 532AACSB: Analytic SkillsSkill: ApplicationObjective: 18-132) A companys close competitors are _.A) considered bad competito

35、rsB) those that least resemble the companys operationC) those that most resemble the companys operationsD) not a threatE) the sole focus of all successful companiesAnswer: CDiff: 2Page Ref: 532Skill: ConceptObjective: 18-133) All of the following statements are benefits from the existence of competi

36、tors EXCEPT?A) Competitors may share the costs of market and product development.B) Competitors help legitimize new technologies.C) Competitors serve less-attractive segments or lead to more product differentiation.D) Competitors divide the target market.E) Competitors may help increase total demand

37、.Answer: DDiff: 2Page Ref: 532AACSB: Reflective ThinkingSkill: ConceptObjective: 18-134) An industry often contains good and bad competitors. Good competitors _.A) break all of the rulesB) are nice peopleC) play by the rulesD) dominate the marketE) share their marketing strategiesAnswer: CDiff: 2Pag

38、e Ref: 533Skill: ConceptObjective: 18-135) Most competitors in the music download industry see Apples iTunes Music Store as a _ because they created a closed system with mass appeal.A) good competitorB) marginal competitorC) bad competitorD) market-centered competitorE) maverick competitorAnswer: CD

39、iff: 3Page Ref: 533AACSB: Analytic SkillsSkill: ApplicationObjective: 18-136) The implication suggested by strategic actions of good competitor companies is that they would like to shape an industry that consists of _.A) all would-be competitorsB) groups that support a democratic model of behaviorC)

40、 good and bad competitorsD) only well-behaved competitorsE) monopolistsAnswer: DDiff: 2Page Ref: 533Skill: ConceptObjective: 18-137) Rather than competing head to head with established competitors, many companies seek out unoccupied positions in uncontested market spaces. They try to create products

41、 and services for which there are no direct competitors. This is called a _.A) red ocean strategyB) strategic sweet spotC) common platformD) blue ocean strategyE) strategic platformAnswer: DDiff: 1Page Ref: 533Skill: ConceptObjective: 18-138) Tomorrows leading companies will succeed by creating blue

42、 oceans of uncontested market space. Such strategic moves, termed _ , create powerful leaps in value for both the firm and its buyers, creating all new demand and rendering rivals obsolete.A) strategic sweet spotsB) common platformsC) value innovationD) strategic platformE) service nichersAnswer: CD

43、iff: 3Page Ref: 533Skill: ConceptObjective: 18-139) An example of a company exhibiting blue-ocean thinking is _.A) Amazons digital music download servicesB) a Starbucks opening in the same vicinity of an independent coffee houseC) Nikes brand image of the swooshD) Whirlpools full line of medium-pric

44、e appliances supported by good serviceE) Cirque du Soleils reinvention of the circus as a higher form of modern entertainmentAnswer: EDiff: 3Page Ref: 534AACSB: Analytic SkillsSkill: ApplicationObjective: 18-140) There are specific kinds of information that companies need about their competitors. Th

45、e _ system first identifies the vital types of competitive information and the best sources of this information.A) marketing informationB) global network C) competitive intelligenceD) marketing researchE) collaborative Answer: CDiff: 1Page Ref: 534Skill: ConceptObjective: 18-141) Which statement is

46、NOT a factor of the competitive intelligence system?A) The system identifies the vital types of competitive information needed and the best sources of this information.B) The system creates a new brand image and marketing concept.C) The system collects information from the field and from published d

47、ata.D) The system checks information for validity and reliability, interprets it, and organizes it in an appropriate way. E) The system sends key information to relevant decision makers and responds to inquiries from managers about competitors.Answer: BDiff: 2Page Ref: 534Skill: ConceptObjective: 18

48、-142) A manager who used to work for a competitor might follow that competitor closely to see what it does in the marketplace. Such a manager would be considered to be your companys _ expert.A) market leaderB) market followerC) strategyD) in-houseE) technicalAnswer: DDiff: 2Page Ref: 534Skill: Conce

49、ptObjective: 18-143) Having identified and evaluated its major competitors, the company now must design broad competitive marketing strategies by which it can gain competitve advantage through superior _.A) customer valueB) customer serviceC) employee valueD) employee serviceE) target locationsAnswe

50、r: ADiff: 1Page Ref: 534Skill: ConceptObjective: 18-244) Companies that operate large marketing departments, conduct expensive marketing research, spell out elaborate competitive strategies, and spend huge sums on advertising are using _ competitive marketing strategies.A) informalB) formalC) blue o

51、ceanD) red oceanE) technicalAnswer: BDiff: 2Page Ref: 535Skill: ConceptObjective: 18-245) Approaches to marketing strategy and practice often pass through which of the three following stages?A) formulated marketing, intrepreneurial marketing, and innovative marketingB) entrepreneurial marketing, int

52、repreneurial marketing, and innovative marketingC) entrepreneurial marketing, formulated marketing, and strategic marketingD) entrepreneurial marketing, formulated marketing, and intrepreneurial marketingE) innovative marketing, strategic marketing, and formulated marketingAnswer: DDiff: 1Page Ref:

53、535Skill: ConceptObjective: 18-246) Most companies are started by individuals who live by their wits. They visualize an opportunity, construct flexible strategies on the backs of envelopes, and knock on every door to gain attention. What stage in marketing strategy are these individuals in?A) expone

54、ntial marketingB) formulated marketingC) entrepreneurial marketingD) intrepreneurial marketingE) innovative marketingAnswer: CDiff: 1Page Ref: 535Skill: ConceptObjective: 18-247) Gary Hirshberg of Stonyfield Farm yogurt company stated that companies can do better with less advertising, less marketin

55、g research, more guerilla marketing, and more acting from the gut. At this point, Hirshberg was following which marketing strategy?A) formulated marketingB) entrepreneurial marketingC) innovative marketingD) exponential marketingE) intrepreneurial marketingAnswer: BDiff: 3Page Ref: 535Skill: Applica

56、tionObjective: 18-248) As small companies achieve success, they inevitably move toward more _ marketing. They pore over the latest Nielsen numbers, scan market research reports, and try to fine-tune their competitve strategies and programs.A) diversified B) formulated C) entrepreneurial D) intrepren

57、eurial E) targetedAnswer: BDiff: 1Page Ref: 535Skill: ConceptObjective: 18-249) Companies that have been in existence for some time often lose the marketing creativity and passion that they had at the start. They now need to refresh their marketing strategies and try new approaches. This is known as

58、 _.A) network marketingB) formulated marketingC) entrepreneurial marketingD) intrepreneurial marketingE) marketing myopiaAnswer: DDiff: 1Page Ref: 535Skill: ConceptObjective: 18-250) There will be a constant tension between the formulated side of marketing and the _.A) creative sideB) competitor sid

59、eC) customer sideD) overall cost leadershipE) product valueAnswer: ADiff: 2Page Ref: 536Skill: ConceptObjective: 18-251) Michael Porter suggests four basic competitive positioning strategies that companies can followthree winning strategies and one losing one. Which of the following are considered w

60、inning strategies?A) middle-of-the-roader, focus, and overall cost leadershipB) focus, differentiation, and middle-of-the-roaderC) overall cost leadership, differentiation, and middle-of-the-roaderD) overall cost leadership, differentiation, and focusE) differentiation, operational excellence, and focusAnswer: DDiff: 1Page Ref: 536Skill: ConceptObjective: 18-252) Wal-Mart, Texas Instruments, and Dell all achieve the lowest production and distribution costs to