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Marketing Fundamentals, Online Marketing and Communication YEAR 2 - Practice questions Noordhoff
- Instelling
- NHTV (NHTV)
Practice questions from the book (40 questions per chapter) Noordhoff.
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CHAPTER 21. In what phase of marketing planning is a SWOT analysis carried out?
A. analysis
B. planning
C. testing
D. implementation
2. The basic tasks of a manager consist of (in alphabetical order) analysis, execution, planning, and testing &
adjustment. What is the most logical sequence in which these tasks should be carried out?
Analysis, planning, Implementation, testing and adjustment
3. Statement I: One difference between strategy and tactics lies in long-term vs. short-term planning.
Statement II: The group strategy is usually created lower down in the organisational structure and is
operational in nature.
A. Both statements are true
B. Statement I is true and statement II is false
C. Statement I is false and statement II is true
D. Both statements are false
4. Fashion group Havanna decides that success in an ever-growing and ever-more-competitive market
depends on understanding what the group's real competitive advantage in the market is. At what level of
strategy development is this decision made?
A. product level
B. group level
C. SBU level
D. operational level
5. The strategic profile of a company is determined by:
A. the SBUs
B. the marketing/product managers
C. the customers
D. the highest organisational level
6. Statement I: An effective marketing plan must be monitored and adjusted on an ongoing basis.
Statement II: An effective marketing plan is not affected by changing consumer requirements.
A. Both statements are true
B. Statement I is true and statement II is false
C. Statement I is false and statement II is true
D. Both statements are false
7. Within the marketing strategy, there are four factors (cornerstones) that are essential for the development
of an effective policy. What are they?
A. price – product – location – promotion
B. product – resources – technology – location
C. brand image – price – quality – identity
D. brand image – quality – innovation – ongoing customer relationship
8. Statement I: The Abell model can be used to define the business domain.
Statement II: The Abell model also identifies the threats to the organisation.
A. Both statements are true
B. Statement I is true and statement II is false
C. Statement I is false and statement II is true
D. Both statements are false
9. What three dimensions are aspects of the Abell model?
A. new markets, customer needs and customer groups
B. customer needs, customer groups and technologies
C. customer needs, competitors and technologies
D. existing markets, new markets and products
10. Which of the following is not a part of a mission statement?
A. the business' long-term objective
, B. a description of the market in which the business wants to compete
C. the management's vision and how to make it a reality
D. a description of the business' weaknesses
11. In addition to its external functions, a mission statement also has a function within the organisation. This
is also the reason why many employers want to ensure that every member of the personnel is familiar with
the mission statement. What is the internal importance of a mission statement?
A. to describe the working process within the company
B. to provide a list of the individual services to be supplied, so the personnel are clear on this
C. to keep the shareholders satisfied
D. to direct the growth of the company and motivate the personnel
12. What is meant by product-market combination?
A. the combination of product instruments tailored to the target group
B. the selection of exchange objects, exchange subjects and technologies that a company uses to answer to the
needs in the market
C. a trendy product that answers to the latest needs in the market
D. a description of the company's offerings in terms of the needs it intends to provide for and its intended
customers
13. What is the central issue in setting out a business definition?
A. the product or service
B. the values of the company
C. the needs of the consumer
D. the available technology
14. Times are tough for cigarette manufacturers. These days, everyone knows and proclaims that smoking is
bad, fewer people are starting, and more and more are quitting. Cigarette advertising has been all but
prohibited at the governmental level. And now, with the legal ban on smoking in public houses and dining
establishments, the manufacturers are losing the income from the huge group of 'social smokers', the people
who only smoked in bars. Cigarette manufacturer Boromarl has produced a situation analysis. Under what
heading will Boromarl place the ban on smoking in dining establishments?
A. external analysis – weakness
B. external analysis – threat
C. internal analysis – weakness
D. internal analysis – threat
15. What is a SWOT analysis?
A. an analysis that clarifies the starting point of the company and its products
B. an analysis that sets out the principal external factors that can affect the success or failure of a given project
or marketing policy
C. an analysis in which the strengths and weaknesses of an organisation are compared against the opportunities
and threats
D. a list of the strengths and weaknesses that the company can control
16. The G-Technology group is a manufacturer of laptops, PCs, software, mp3 players and other technology
products. G-Technology has a reputation as an innovator. It was the first company on the market with an mp3
player, the G-Hear. But this is a sector in which the company faces more and more competition from
substitutes every day. The organisation is making a new SWOT analysis. Under what heading will the rising
sales of substitute products be placed?
A. threats
B. strengths
C. opportunities
D. weaknesses
17. In which cell of the confrontation matrix would you place a strategy of 'growth'?
A. in threats – weaknesses
B. in threats – weaknesses
C. in threats – strengths
D. in opportunities – strengths
18. In which cell of the confrontation matrix would you place a strategy of 'avoid'?
A. in threats – weaknesses
B. in opportunities – strengths
C. in opportunities – weaknesses
D. in threats – strengths
,19. The external factors that can influence a company can be divided into four categories. Which of the
following is not one of them?
A. trends in the market
B. effective marketing policy
C. developments in the sector
D. competitor strategies
20. The G-Technology group is a manufacturer of laptops, PCs, software, mp3 players and other technology
products. G-Technology has a reputation as an innovator. It was the first company on the market with an mp3
player, the G-Hear. But this is a sector in which the company faces more and more competition from
substitutes every day. The group has now decided that the brand equity of the G-Hear brand must be
increased. What strategic steps does G-Technology have to take to succeed in doing this?
A. As an innovator, G-Technology must pursue a product development strategy to bring new products onto the
market.
B. G-Technology has to adjust the G-Hear marketing communication and position strategy to increase the value
of the brand.
C. G-Technology must use a divest strategy on the G-Hear brand.\
D. G-Technology must use a hold strategy with the G-Hear brand.
21. The G-Technology group is a manufacturer of laptops, PCs, software, mp3 players and other technology
products. G-Technology has a reputation as an innovator. It was the first company on the market with an mp3
player, the G-Hear. But this is a sector in which the company faces more and more competition from
substitutes every day. The group has now decided that the brand equity of the G-Hear brand must be
increased. The objective of increasing the G-Hear brand equity was set by G-Technology's SBU. This
objective was dictated by an objective set at the:
A. functional level
B. corporate level
C. operational level
D. business unit level
22. Which of the following objectives is a correctly formulated marketing objective?
A. increasing market share by 14% between 2019 and 2024
B. increasing brand awareness
C. maximising both sales and profit in 2019
D. getting more sales in 2019
23. Well-formed objectives are:
A. prioritising, measurable, consistent and leading
B. realistic, measurable, prioritising and leading
C. ambitious, measurable, consistent and leading
D. realistic, measurable, consistent and prioritising
24. Technology firm Telca decides to shake things up. It wants to become more attractive to the customer
than the competition is at present, and become market leader in mobile telephony and laptops. It can only
succeed if it reduces its costs dramatically and can pass these savings on to the customer. This means that
for Telca the competitive advantage is in the price. As a result, Telca opts to move the production arm of the
business to Asia and to cut its distribution costs sharply by investing in high-tech systems. What would you
call this strategy?
A. cost focus strategy
B. differentiation strategy
C. differentiation focus strategy
D. cost leadership strategy
25. Chocolate manufacturer De Ridder is considering launching a new chocolate sprinkle alongside its
existing range of chocolate bars. These chocolate sprinkles are to be specially directed towards a new target
group: endurance sport athletes. What can we call this?
A. market development
B. market expansion
C. product development
D. diversification
26. Belgian brewery Koning Willem is a producer of pilsner and a range of specialty beers such as Trappist
ale, wheat beer (white beer), bock beers and low-alcohol beer. The company tailors its selection to the
traditional Dutch beer drinker: men aged 20 and older. Beer consumption in the Netherlands is falling, in part
because young people around age 20 are eschewing the traditional pilsner in favour of trendy drinks like
, Smirnoff Ice and Bacardi Breezer. Other beer brewers have successfully made inroads with this target group
of young people with special beer variants, such as Grolsch's 'Zinniz', Dommelsch's 'Dommelsch Ice' and
Amstel's 'Amstel Bright'. Consequently, Koning Willem decided to develop such a product for younger beer
drinkers. The result was William Strong, a beer-based mix of Dutch gin and fruit extracts with three flavours:
Peach, Apple and Lemon. According to the Ansoff model, what growth strategy is this?
A. market development
B. penetration
C. diversification
D. product development
27. The BU group has a portfolio of a dozen SBUs in the field of body and hair care products. Across these
SBUs, the number of stars, cash cows, question marks and dogs is approximately equal. With two relatively
new SBUs, which fall under the question marks category, things are not going so well. Both these two are in
the field of hair care products. With all the developments happening, the market is still growing, but there are
a number of big players on the market already, like L'Oreal and HennaPlus. The two SBUs have to struggle to
win more market share. What category of SBU can the BU group best draw cash from (cash flow) to invest in
these question marks?
A. the cash cows
B. the dogs
C. the stars
D. the other question marks
28. What is the purpose of a BCG portfolio analysis?
A. creating a balance in the spectrum of an organisation's activities
B. gaining higher market share
C. resource allocation
D. cost savings
29. Statement I: The use of a harvest strategy usually involves a loss of market share.
Statement II: A divest strategy is appropriate for stars that are already lucrative for the organisation.
A. Both statements are true
B. Statement I is true and statement II is false
C. Statement I is false and statement II is true
D. Both statements are false
30. What does the term 'experience curve' refer to?
A. A company with more experience with the production process will be able to produce on a larger scale.
B. Experience teaches people how to work more efficiently. For example, as production increases, the cost per
unit ultimately decreases.
C. A company should seek to hire managers with experience in the field of portfolio analysis.
D. Negative experiences with question marks will make a company reluctant to 'throw good money after bad' in
investing in them again.
31. What term describes an investment strategy with the object of going after a greater market share?
A. build strategy
B. divest strategy
C. harvest strategy
D. hold strategy
32. Of the SBUs that run through all quadrants of the Boston matrix, the sequence of the quadrants would
normally be expected to be:
A. star – cash cow – question mark – dog
B. dog – question mark – star – cash cow
C. cash cow – dog – question mark – star
D. question mark – star – cash cow – dog
33. Which of the following statements about the core competence of an organisation is correct?
A. The core competence offers a picture of the degree of access to different areas and markets for a company
and its activities and/or products. It represents a clear added value to the product benefits and is difficult to
emulate.
B. The core competence describes the values, the competitive position and the behavioural conventions of an
organisation.
C. The core competence is the result of the confrontation of an organisation's strengths, weaknesses,
opportunities and threats.
D. The core competence of an organisation consists of the spectrum of exchange objects, exchange subjects
and technologies.
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