Business

Marketing
Management:
B2B 10e

1.
________ comprises the particular skills, abilities, and processes an organization
has developed to create and manage close customer relationships.

a. Distinctive capability

b. Customer-linking capability

c. Market-sensing capability

d. Customer-managing capability

e. Market-managing capability
2.
Over 75 percent of the value added by manufacturing in the United States is
contributed by roughly ________ percent of all manufacturers.

a. 10

b. 20

c. 30

d. 40

e. 50
3.
Spending on purchased goods and services can represent 80 percent of a company's
costs.

True

False
4.
The problem solving approach followed by an organizational buyer in a straight
rebuy situation is:

a. limited.

b. selective.

c. routine.

d. extended.

e. cerebral.
5.
Which kind of business marketer can tailor strategies that more closely respond
both to customers who desire a collaborative emphasis as well as to those who seek a
transaction emphasis?

An unbundling strategy can be pursued to reach those

a. customers who desire a greater transaction emphasis.
An unbundling strategy can be pursued to reach those
b. customers who desire a greater collaborative emphasis.
 Flaring-out with augmentation is a strategy for the
c. transaction-oriented customer.
Augmented features might include technical assistance
d. and delivery offered on an incremental price basis.

e. (a) and (d) only.

6.
The costs of serving customers include order-related costs and the customer-specific
marketing, technical, and administrative expenses.

True

False
7.
A successful implementation of a segmentation strategy requires attention to:

a. how should the sales force be organized.

what adaptations will be needed to serve selected
b. international market segments.
which media outlets can be used to target advertising at a
c. new segment.

d. all of the above.

e. (b) and (c) only.

8.
The fundamental principle of distinctive strategic positioning that performs different
activities than rivals or performs similar activities in different ways is called distinctive
value chain.

True

False
9.
Organizational capital is the culture, leadership, employee incentives, and teamwork
to mobilize the organization and execute the strategy.

True

False
10.
Subsidies in the form of direct payment to companies may allow them to price their
products below competitive prices, but will not give them an advantage in other global
markets.

True

False
11.
Which is not a step for building a strong brand?

a. Develop deep brand awareness or a brand identity.

Establish the meaning of the brand through unique brand
b. associations.
Elicit a positive brand response from customers through
c. marketing programs.
Build brand relationships with customers, characterized
d. by intense loyalty.

e. All of the above are steps.

12.
Brand imagery is the ways in which the brand attempts to meet customers' more
abstract psychological or social needs.

True

False
13.
An example of low-cost probes is:

a. the development of experiential products for new markets.

entering into a strategic alliance with leading-edge
b. customers to better understand future needs.
conducting regular planning sessions dedicated to the
c. future.

d. all of the above.

e. (b) and (c) only.

14.
Among the service quality dimensions, responsiveness means "delivering on
promises."

True

False
15.
When a customer has direct contact with either the product or service itself, or with
representatives of it by a third party, it is called touchpoints.

True

False
16.
The channel function in which a customer organization may require special
transportation and storage services to support its operations and strategy is logistics.

True

False
17.
________ are links that allow business partners such as suppliers, distributors,
and customers to connect to a company's internal networks over the Internet.

a. Chainlets

b. Intranets

c. Extranets

d. Channels

e. Connectels
18.
B2B sales transactions now account for 50% of all e-commerce transactions.

True

False
19.
The two performance variables that must be considered in managing logistical
activities are level of service to customers and the speed of the transaction.

True

False
20.
________ represents the cost savings and/or revenue gains that customers
realize by purchasing the firm's product instead of the next-best alternative.

a. Assessing value

b. Economic value

c. Total value

d. All of the above

e. None of the above

21.
Differentiation value is the value associated with product features that are unique and
different from competitors'.

True

False
22.
Direct e-mail strategies can have a substantial impact on creating and qualifying
leads, but the business marketer should:

recognize that direct e-mail is just as expensive to use as

a. direct mail.

b. seek permission from the prospect to send e-mail.

c. provide the recipient with the ability to "opt out."

d. all of the above.

e. (b) and (c) only.

23.
Relationship composition represents a high-caliber relational bond with an exchange
partner that captures a number of interaction characteristics.

True

False
24.
Proper deployment requires a multi-staged approach to find the most effective
and efficient means of assigning sales resources across all of the planning and control
units (PCUs) served by the firm. Potential planning and control units include:

a. territories.

b. districts.

c. products.

d. all of the above.

e. (a) and (b) only.

25.
Which of the following statements concerning the balanced scorecard is (are)
accurate?

The goal of the balanced scorecard is to achieve the

a. proper balance between sales and profits.
The balanced scorecard is designed to help managers
achieve the proper blend of domestic versus international
b. sales and profits.
The balanced scorecard demonstrates that the
performance of a business unit can be captured by
thoroughly assessing just two dimensions: the financial
c. perspective and the customer perspective.
The balanced scorecard suggests that the rate at which a
business unit is acquiring new customers provides the
d. best measure of financial performance.
The balanced scorecard combines financial measures of
past performance with measures of the drivers of
e. performance.

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