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Chapter 3 Collecting and Analyzing Marketing Information 
MULTIPLE CHOICE 
1. With respect to conducting a situation analysis, which of the following IS NOT one of the four 
important issues to keep in mind? 
a. 
Analysis alone is not a solution. 
b. 
Data are not the same as information. 
c. 
All bits of data are relevant no matter how minor they may seem. 
d. 
The benefits of analysis must outweigh the costs. 
e. 
Conducting a situation analysis is a challenging exercise. 
ANS: C DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: Conducting a Situation Analysis 
KEY: Bloom's: Knowledge 
2. When a firm analyzes its objectives and performance, availability of resources, structural 
characteristics, and organizational culture, the firm is most likely examining its: 
a internal 
d competitive 
environment. 
strategy. 
b external 
environment. 
e strategic 
environment. 
c. 
mission statement. 
ANS: A DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Internal Environment 
KEY: Bloom's: Knowledge 
3. Issues such as marketing’s position and authority in a firm’s hierarchy, the overall market orientation 
of the firm, and the emphasis on short- or long-term planning are examples of which component of the 
internal environment? 
a resource 
d marketing 
availability 
infrastructure 
b organizational 
structure 
e marketing strategy 
c. 
marketing objectives 
ANS: B DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Internal Environment 
KEY: Bloom's: Knowledge 
4. In the 5W model of customer analysis, what is the primary emphasis of the “What” question?
a. 
Assessing how customers consume and dispose of products. 
b. 
Determining the relevant characteristics that define markets. 
c. 
Assessing how purchases vary across different distribution outlets. 
d. 
Identifying the basic need-satisfying benefits provided by the firm’s products. 
e. 
Identifying the situational influences that affect the customer buying process. 
ANS: A DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Customer Environment 
KEY: Bloom's: Comprehension 
5. In the 5W model of customer analysis, what is the primary emphasis of the “Why” question? 
a. 
Identifying the situational influences that affect the customer buying process. 
b. 
Assessing how purchases vary across different distribution outlets. 
c. 
Determining how the purchase and consumption of one product is related to other 
products. 
d. 
Identifying the basic need-satisfying benefits provided by the firm’s products. 
e. 
Assessing how customers consume and dispose of products. 
ANS: D DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Customer Environment 
KEY: Bloom's: Comprehension 
6. In many buying situations, customers will buy one product because it complements another product. In 
these cases of __________ demand, the demand of one product depends on the demand of another 
product. 
a linked d conjoined 
b dependent e derived 
c. 
quasi- 
ANS: E DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Customer Environment 
KEY: Bloom's: Knowledge 
7. Which of the following statements does not describe a reason why noncustomers do not purchase a 
firm’s products? 
a. 
Noncustomers have low switching costs. 
b.Noncustomers perceive that they have lower-priced alternatives. 
c Poor distribution makes the firm’s product difficult to find.
. 
d. 
Noncustomers do not know that the firm’s product exists. 
e. 
Noncustomers have a basic need that the firm’s product does not fulfill. 
ANS: A DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Customer Environment 
KEY: Bloom's: Analysis 
8. In the competitive sports drink market, Gatorade pays very close attention to the activities of 
Powerade, a major __________ competitor that markets drinks that are similar in features and benefits. 
a generic d product 
b direct e total budget 
c. 
brand 
ANS: C DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Knowledge 
9. As a form of __________ competition, bicycles can solve the same basic need as automobiles, albeit 
with a very different product. 
a regular d total budget 
b generic e product 
c. 
brand 
ANS: B DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Comprehension 
10. What is perhaps the most important economic reality in the United States over the last 50 years? 
a. 
Real GDP has declined dramatically since the end of World War II. 
b. 
The middle class has been shrinking. 
c. 
Virtually all U.S. citizens have become wealthier. 
d. 
Our economy has shifted to become dominated by intangibles such as services and 
information. 
e. 
Our economy is still suffering from the very high inflation rates of the 1970s. 
ANS: D DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Comprehension
11. What is the main purpose of the Sarbanes-Oxley Act of 2002? 
a. 
To increase the accuracy and reliability of corporate disclosures of financial information. 
b. 
To ensure that CEOs are adequately compensated for the risks they face in terms of 
corporate governance. 
c. 
To amend NAFTA to be more favorable to U.S. interests. 
d. 
To limit the ability of drug companies to engage in direct-to-consumer advertising. 
e. 
To limit the ability of the media to obtain confidential corporate information. 
ANS: A DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Comprehension 
12. Which of the following examples best describes an advance in backstage technology? 
a. 
technology that allows consumers to carry portable music players in their pockets 
b. 
advances in electronics that allow manufacturers to offer 3D television 
c. 
the invention of satellite radio 
d. 
the use of radio frequency identification (RFID) to control inventory and logistics 
e. 
All of the above are examples of advances in backstage technology. 
ANS: D DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Comprehension 
13. Between now and 2050, __________ will account for a full 90 percent of the growth in the total U.S. 
population. 
a increasing birth 
rates 
d declining death 
rates 
b immigration from 
Canada 
e minority 
population growth 
c. 
increasing life spans 
ANS: E DIF: Difficulty: Moderate NAT: BUSPROG: Diversity 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Knowledge 
14. The collection of strategic activities aimed at marketing an organization, its issues, and its ideals to 
potential stakeholders is referred to as __________. It typically involves marketing activities that are 
not directed to the end users of a firm’s products. 
a external affairs d stakeholder 
management
b corporate affairs e societal relations 
c. 
public relations 
ANS: B DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research 
TOP: A-Head: The External Environment | A-Head: Beyond the Pages 3.3 
KEY: Bloom's: Knowledge 
15. Which of the following cultural values is not typically associated with American consumers? 
a low tolerance for 
waiting 
d concern for the 
natural 
environment 
b growing 
disconnect with 
government 
e less tolerance of 
smoking in public 
c. 
greater focus on long-term goals 
ANS: C DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The External Environment 
KEY: Bloom's: Comprehension 
16. Although internal data sources have a number of advantages, one of their biggest problems is: 
a. 
there are rarely enough internal data. 
b. 
internal data are often not relevant to the marketing issue at hand. 
c. 
internal data are expensive to collect. 
d. 
internal data are often in a form that is not readily accessible. 
e. 
internal data are typically biased. 
ANS: D DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research 
TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Comprehension 
17. The sheer volume of available information on the economy, population, and business activities is the 
major strength of most __________ data sources. 
a book and 
d internal 
periodical 
b primary e government 
c. 
commercial 
ANS: E DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research
TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Knowledge 
18. Microsoft is interested in customers’ perceptions of Windows 8, its new PC operating system. Since 
the research goal is rather specific, Microsoft should conduct its own __________ research by asking 
customers to complete an online questionnaire. 
a secondary d observation 
b primary e experimental 
c. 
qualitative 
ANS: B DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research 
TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Application 
19. Compared to primary data, secondary data have the main advantage of: 
a. 
being up-to-date. 
b. 
having greater relevance to a specific issue. 
c. 
being both internally and externally focused. 
d. 
being dramatically lower in cost. 
e. 
being readily accessible in electronic format. 
ANS: D DIF: Difficulty: Easy NAT: BUSPROG: Analytic 
STA: DISC: Research 
TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Knowledge 
20. The growth of the Internet has changed the way that situation analysis is conducted in today’s business 
environment. In terms on situation analysis, which of the following is the most drastic change caused 
by the Internet? 
a. 
Specific data and information take longer to find. 
b. 
The analyst is more likely to suffer from severe information overload. 
c. 
Data and information are now more relevant to the question at hand. 
d. 
All competitors now have access to the same data and information. 
e. 
There is now no such thing as secrecy in strategic planning. 
ANS: B DIF: Difficulty: Challenging NAT: BUSPROG: Analytic 
STA: DISC: Research 
TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Synthesis 
ESSAY
1. “Analysis alone is not a solution” is an important piece of advice to keep in mind during a situation 
analysis. What does this phrase mean? If analysis alone is not a solution, what other considerations are 
relevant during a situation analysis? 
ANS: 
Although it is true that a comprehensive situation analysis can lead to better planning and decision 
making, analysis itself is not enough. Put another way, situation analysis is a necessary but insufficient 
prerequisite for effective strategic planning. The analysis must be combined with intuition and 
judgment to make the results of the analysis useful for planning purposes. Situation analysis should not 
replace the manager in the decision-making process. Its purpose is to empower the manager with 
information for more effective decision making. 
A thorough situation analysis empowers the marketing manager because it encourages both analysis 
and synthesis of information. From this perspective, situation analysis involves taking things apart: 
whether it’s a customer segment (in order to study the heavy users), a product (in order to understand 
the relationship between its features and customers’ needs), or competitors (in order to weigh their 
strengths and weaknesses against your own). The purpose of taking things apart is to understand why 
people, products, or organizations perform the way they do. After this dissection is complete, the 
manager can then synthesize the information to gain a big-picture view of the complex decisions to be 
made. 
DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: Conducting a Situation Analysis 
KEY: Bloom's: Evaluation 
2. Identify and explain each element of the 5W model for customer analysis. What role does this analysis 
play in an overall situation analysis? 
ANS: 
During the analysis of the customer environment, information should be collected that identifies (1) 
the firm’s current and potential customers, (2) the prevailing needs of current and potential customers, 
(3) the basic features of the firm’s and competitors’ products perceived by customers as meeting their 
needs, and (4) anticipated changes in customers’ needs. 
· Who Are Our Current and Potential Customers?—Answering the “who” question requires 
an examination of the relevant characteristics that define target markets. This includes 
demographic characteristics (gender, age, income, etc.), geographic characteristics (where 
customers live, density of the target market, etc.), and psychographic characteristics 
(attitudes, opinions, interests, etc.). 
· What Do Customers Do with Our Products?—The “what” question entails an assessment 
of how customers consume and dispose of the firm’s products. Here the marketing 
manager might be interested in identifying the rate of product consumption (sometimes 
called the usage rate), differences between heavy and light users of products, whether 
customers use complementary products during consumption, and what customers do with 
the firm’s products after consumption.
· Where Do Customers Purchase Our Products?—The “where” question is associated 
mainly with distribution and customer convenience. Until recently, most firms looked 
solely at traditional channels of distribution such as brokers, wholesalers, and retailers. 
Thus, the marketing manager would have concerns about the intensity of the distribution 
effort and the types of retailers that the firm’s customers patronized. Today, however, 
many other forms of distribution are available. The fastest growing form of distribution 
today is nonstore retailing—which includes vending machines; direct marketing through 
catalogs, home sales, or infomercials; and electronic merchandising through the Internet, 
interactive television, and video kiosks. 
· When Do Customers Purchase Our Products?—The “when” question refers to any 
situational influences that may cause customer purchasing activity to vary over time. This 
includes broad issues such as the seasonality of the firm’s products and the variability in 
purchasing activity caused by promotional events or budgetary constraints. 
· Why (and How) Do Customers Select Our Products?—The “why” question involves 
identifying the basic need-satisfying benefits provided by the firm’s products. The 
potential benefits provided by the features of competing products should also be analyzed. 
The “how” part of this question refers to the means of payment that customers use when 
making a purchase. 
· Why Do Potential Customers Not Purchase Our Products?—An important part of customer 
analysis is the realization that many potential customers choose not to purchase the firm’s 
products. There are many potential reasons why customers might not purchase a firm’s 
products. 
This analysis is vital because the information can be used to identify and select specific target markets 
for the revised marketing strategy. The firm should target those customer segments where it can create 
and maintain a sustainable advantage over its competition. 
DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Customer Environment 
KEY: Bloom's: Comprehension 
3. Identify and discuss at least five reasons why potential customers do not purchase a firm’s goods or 
services. For each reason, discuss ways that the firm can overcome the resistance of noncustomers. 
ANS: 
There are many potential reasons why customers might not purchase a firm’s products. The reasons 
given in the text are: 
· Noncustomers have a basic need that the firm’s product does not fulfill. 
· Noncustomers perceive that they have better or lower-priced alternatives such as competing 
substitute products. 
· Competing products actually have better features or benefits than the firm’s product. 
· The firm’s product does not match noncustomers’ budgets or lifestyles. 
· Noncustomers have high switching costs. 
· Noncustomers do not know that the firm’s product exists. 
· Noncustomers have misconceptions about the firm’s product (weak or poor image). 
· Poor distribution makes the firm’s product difficult to find. 
Student responses will vary greatly as to the reasons for nonpurchase, as well as how the firm might 
overcome the resistance of noncustomers.
DIF: Difficulty: Challenging NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: The Customer Environment 
KEY: Bloom's: Evaluation 
4. Discuss the role of corporate affairs in the analysis of the external environment. What types of 
activities are conducted by corporate affairs specialists? 
ANS: 
The external environment encompasses a wide array of important factors that must be analyzed 
carefully before developing the marketing plan. These issues are so important that most firms have 
specialists on staff to track emerging trends and develop strategies for dealing with external concerns. 
These specialists are typically housed in corporate affairs departments. 
In its broadest sense, corporate affairs is a collection of strategic activities aimed at marketing an 
organization, its issues, and its ideals to potential stakeholders (consumers, general public, 
shareholders, media, government, etc.). One way to think about corporate affairs is that it includes all 
of the organization’s marketing activities not directed at the end users of its products. The activities 
that define corporate affairs vary; however, most organizations maintain departments that engage in the 
following strategic activities: 
· Corporate communications includes activities aimed at telling the organization’s story and 
promoting goodwill among a variety of stakeholders. It includes such activities as public relations, 
employee relations, corporate image advertising, public affairs, and media relations. 
· Government relations are activities aimed at educating and influencing elected officials, 
government officials, and regulatory agencies with respect to key issues that are pertinent to the 
firm. The most visible form of government relations is lobbying. 
· Investor relations are activities designed to promote investment in the organization through the sale 
of financial instruments such as stocks and bonds. It includes such activities as developing the 
annual report, planning shareholders’ meetings, and other customer service activities directed at 
corporate shareholders. 
· Corporate philanthropy includes activities aimed at serving the needs of the community at large 
(either domestically or globally) through product or cash donations, volunteerism, or support of 
humanitarian initiatives. 
· Corporate sustainability includes activities aimed at reducing the organization’s impact on the 
environment. It includes activities such as reducing the organization’s carbon footprint, recycling 
of its products, and promoting environmental stewardship. 
· Policy analysis involves activities designed to influence the national or international dialogue with 
respect to public or economic policy in an industry-related area. It includes research and analysis 
designed to provide needed information for making policy decisions. 
DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research TOP: A-Head: Beyond the Pages 3.3 
KEY: Bloom's: Knowledge 
5. Identify and discuss the challenges involved in collecting environmental data and information. How 
can a marketing manager or analyst overcome these problems? 
ANS:
Despite the best intentions, problems usually arise in collecting data and information. One of the most 
common problems is an incomplete or inaccurate assessment of the situation that the gathering of data 
should address. After expending a great degree of effort in collecting data, the manager may be unsure 
of the usefulness or relevance of what has been collected. In some cases, the manager might even 
suffer from severe information overload. To prevent these problems from occurring, the marketing 
problem must be accurately and specifically defined before the collection of any data. Top managers 
who do not adequately explain their needs and expectations to marketing researchers often cause the 
problem. 
Another common difficulty is the expense of collecting environmental data. Although there are always 
costs associated with data collection (even if the data are free), the process need not be prohibitively 
expensive. The key is to find alternative data collection methods or sources. For example, an excellent 
way for some businesses to collect data is to engage the cooperation of a local college or university. 
Many professors seek out marketing projects for their students as a part of course requirements. 
Likewise, to help overcome data collection costs, many researchers have turned to the Internet as a 
means of collecting both quantitative and qualitative data on customer opinions and behaviors. 
A third issue is the time it takes to collect data and information. Although this is certainly true with 
respect to primary data collection, the collection of secondary data can be quite easy and fast. Online 
data sources are quite accessible. Even if the manager has no idea where to begin the search, the 
powerful search engines and indexes available on the Internet make it easy to find data. Online data 
sources have become so good at data retrieval that the real problem involves the time needed to sort 
through all of the available information to find something that is truly relevant. 
Finally, it can be challenging to find a way to organize the vast amount of data and information 
collected during the situation analysis. Clearly defining the marketing problem and blending different 
data sources are among the first steps toward finding all of the pieces to the puzzle. A critical next step 
is to convert the data and information into a form that will facilitate strategy development. Although 
there are a variety of tools that can be used to analyze and organize environmental data and 
information, one of the most effective of these tools is SWOT analysis. As we will see in the next 
chapter, SWOT analysis—which involves classifying data and information into strengths, weaknesses, 
opportunities and threats—can be used to organize data and information and used as a catalyst for 
strategy formulation. 
DIF: Difficulty: Moderate NAT: BUSPROG: Analytic 
STA: DISC: Research 
TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Comprehension

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Chapter 03

  • 1. Chapter 3 Collecting and Analyzing Marketing Information MULTIPLE CHOICE 1. With respect to conducting a situation analysis, which of the following IS NOT one of the four important issues to keep in mind? a. Analysis alone is not a solution. b. Data are not the same as information. c. All bits of data are relevant no matter how minor they may seem. d. The benefits of analysis must outweigh the costs. e. Conducting a situation analysis is a challenging exercise. ANS: C DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Conducting a Situation Analysis KEY: Bloom's: Knowledge 2. When a firm analyzes its objectives and performance, availability of resources, structural characteristics, and organizational culture, the firm is most likely examining its: a internal d competitive environment. strategy. b external environment. e strategic environment. c. mission statement. ANS: A DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Internal Environment KEY: Bloom's: Knowledge 3. Issues such as marketing’s position and authority in a firm’s hierarchy, the overall market orientation of the firm, and the emphasis on short- or long-term planning are examples of which component of the internal environment? a resource d marketing availability infrastructure b organizational structure e marketing strategy c. marketing objectives ANS: B DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Internal Environment KEY: Bloom's: Knowledge 4. In the 5W model of customer analysis, what is the primary emphasis of the “What” question?
  • 2. a. Assessing how customers consume and dispose of products. b. Determining the relevant characteristics that define markets. c. Assessing how purchases vary across different distribution outlets. d. Identifying the basic need-satisfying benefits provided by the firm’s products. e. Identifying the situational influences that affect the customer buying process. ANS: A DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Customer Environment KEY: Bloom's: Comprehension 5. In the 5W model of customer analysis, what is the primary emphasis of the “Why” question? a. Identifying the situational influences that affect the customer buying process. b. Assessing how purchases vary across different distribution outlets. c. Determining how the purchase and consumption of one product is related to other products. d. Identifying the basic need-satisfying benefits provided by the firm’s products. e. Assessing how customers consume and dispose of products. ANS: D DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Customer Environment KEY: Bloom's: Comprehension 6. In many buying situations, customers will buy one product because it complements another product. In these cases of __________ demand, the demand of one product depends on the demand of another product. a linked d conjoined b dependent e derived c. quasi- ANS: E DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Customer Environment KEY: Bloom's: Knowledge 7. Which of the following statements does not describe a reason why noncustomers do not purchase a firm’s products? a. Noncustomers have low switching costs. b.Noncustomers perceive that they have lower-priced alternatives. c Poor distribution makes the firm’s product difficult to find.
  • 3. . d. Noncustomers do not know that the firm’s product exists. e. Noncustomers have a basic need that the firm’s product does not fulfill. ANS: A DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Customer Environment KEY: Bloom's: Analysis 8. In the competitive sports drink market, Gatorade pays very close attention to the activities of Powerade, a major __________ competitor that markets drinks that are similar in features and benefits. a generic d product b direct e total budget c. brand ANS: C DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Knowledge 9. As a form of __________ competition, bicycles can solve the same basic need as automobiles, albeit with a very different product. a regular d total budget b generic e product c. brand ANS: B DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Comprehension 10. What is perhaps the most important economic reality in the United States over the last 50 years? a. Real GDP has declined dramatically since the end of World War II. b. The middle class has been shrinking. c. Virtually all U.S. citizens have become wealthier. d. Our economy has shifted to become dominated by intangibles such as services and information. e. Our economy is still suffering from the very high inflation rates of the 1970s. ANS: D DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Comprehension
  • 4. 11. What is the main purpose of the Sarbanes-Oxley Act of 2002? a. To increase the accuracy and reliability of corporate disclosures of financial information. b. To ensure that CEOs are adequately compensated for the risks they face in terms of corporate governance. c. To amend NAFTA to be more favorable to U.S. interests. d. To limit the ability of drug companies to engage in direct-to-consumer advertising. e. To limit the ability of the media to obtain confidential corporate information. ANS: A DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Comprehension 12. Which of the following examples best describes an advance in backstage technology? a. technology that allows consumers to carry portable music players in their pockets b. advances in electronics that allow manufacturers to offer 3D television c. the invention of satellite radio d. the use of radio frequency identification (RFID) to control inventory and logistics e. All of the above are examples of advances in backstage technology. ANS: D DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Comprehension 13. Between now and 2050, __________ will account for a full 90 percent of the growth in the total U.S. population. a increasing birth rates d declining death rates b immigration from Canada e minority population growth c. increasing life spans ANS: E DIF: Difficulty: Moderate NAT: BUSPROG: Diversity STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Knowledge 14. The collection of strategic activities aimed at marketing an organization, its issues, and its ideals to potential stakeholders is referred to as __________. It typically involves marketing activities that are not directed to the end users of a firm’s products. a external affairs d stakeholder management
  • 5. b corporate affairs e societal relations c. public relations ANS: B DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment | A-Head: Beyond the Pages 3.3 KEY: Bloom's: Knowledge 15. Which of the following cultural values is not typically associated with American consumers? a low tolerance for waiting d concern for the natural environment b growing disconnect with government e less tolerance of smoking in public c. greater focus on long-term goals ANS: C DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The External Environment KEY: Bloom's: Comprehension 16. Although internal data sources have a number of advantages, one of their biggest problems is: a. there are rarely enough internal data. b. internal data are often not relevant to the marketing issue at hand. c. internal data are expensive to collect. d. internal data are often in a form that is not readily accessible. e. internal data are typically biased. ANS: D DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Comprehension 17. The sheer volume of available information on the economy, population, and business activities is the major strength of most __________ data sources. a book and d internal periodical b primary e government c. commercial ANS: E DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research
  • 6. TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Knowledge 18. Microsoft is interested in customers’ perceptions of Windows 8, its new PC operating system. Since the research goal is rather specific, Microsoft should conduct its own __________ research by asking customers to complete an online questionnaire. a secondary d observation b primary e experimental c. qualitative ANS: B DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Application 19. Compared to primary data, secondary data have the main advantage of: a. being up-to-date. b. having greater relevance to a specific issue. c. being both internally and externally focused. d. being dramatically lower in cost. e. being readily accessible in electronic format. ANS: D DIF: Difficulty: Easy NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Knowledge 20. The growth of the Internet has changed the way that situation analysis is conducted in today’s business environment. In terms on situation analysis, which of the following is the most drastic change caused by the Internet? a. Specific data and information take longer to find. b. The analyst is more likely to suffer from severe information overload. c. Data and information are now more relevant to the question at hand. d. All competitors now have access to the same data and information. e. There is now no such thing as secrecy in strategic planning. ANS: B DIF: Difficulty: Challenging NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Synthesis ESSAY
  • 7. 1. “Analysis alone is not a solution” is an important piece of advice to keep in mind during a situation analysis. What does this phrase mean? If analysis alone is not a solution, what other considerations are relevant during a situation analysis? ANS: Although it is true that a comprehensive situation analysis can lead to better planning and decision making, analysis itself is not enough. Put another way, situation analysis is a necessary but insufficient prerequisite for effective strategic planning. The analysis must be combined with intuition and judgment to make the results of the analysis useful for planning purposes. Situation analysis should not replace the manager in the decision-making process. Its purpose is to empower the manager with information for more effective decision making. A thorough situation analysis empowers the marketing manager because it encourages both analysis and synthesis of information. From this perspective, situation analysis involves taking things apart: whether it’s a customer segment (in order to study the heavy users), a product (in order to understand the relationship between its features and customers’ needs), or competitors (in order to weigh their strengths and weaknesses against your own). The purpose of taking things apart is to understand why people, products, or organizations perform the way they do. After this dissection is complete, the manager can then synthesize the information to gain a big-picture view of the complex decisions to be made. DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Conducting a Situation Analysis KEY: Bloom's: Evaluation 2. Identify and explain each element of the 5W model for customer analysis. What role does this analysis play in an overall situation analysis? ANS: During the analysis of the customer environment, information should be collected that identifies (1) the firm’s current and potential customers, (2) the prevailing needs of current and potential customers, (3) the basic features of the firm’s and competitors’ products perceived by customers as meeting their needs, and (4) anticipated changes in customers’ needs. · Who Are Our Current and Potential Customers?—Answering the “who” question requires an examination of the relevant characteristics that define target markets. This includes demographic characteristics (gender, age, income, etc.), geographic characteristics (where customers live, density of the target market, etc.), and psychographic characteristics (attitudes, opinions, interests, etc.). · What Do Customers Do with Our Products?—The “what” question entails an assessment of how customers consume and dispose of the firm’s products. Here the marketing manager might be interested in identifying the rate of product consumption (sometimes called the usage rate), differences between heavy and light users of products, whether customers use complementary products during consumption, and what customers do with the firm’s products after consumption.
  • 8. · Where Do Customers Purchase Our Products?—The “where” question is associated mainly with distribution and customer convenience. Until recently, most firms looked solely at traditional channels of distribution such as brokers, wholesalers, and retailers. Thus, the marketing manager would have concerns about the intensity of the distribution effort and the types of retailers that the firm’s customers patronized. Today, however, many other forms of distribution are available. The fastest growing form of distribution today is nonstore retailing—which includes vending machines; direct marketing through catalogs, home sales, or infomercials; and electronic merchandising through the Internet, interactive television, and video kiosks. · When Do Customers Purchase Our Products?—The “when” question refers to any situational influences that may cause customer purchasing activity to vary over time. This includes broad issues such as the seasonality of the firm’s products and the variability in purchasing activity caused by promotional events or budgetary constraints. · Why (and How) Do Customers Select Our Products?—The “why” question involves identifying the basic need-satisfying benefits provided by the firm’s products. The potential benefits provided by the features of competing products should also be analyzed. The “how” part of this question refers to the means of payment that customers use when making a purchase. · Why Do Potential Customers Not Purchase Our Products?—An important part of customer analysis is the realization that many potential customers choose not to purchase the firm’s products. There are many potential reasons why customers might not purchase a firm’s products. This analysis is vital because the information can be used to identify and select specific target markets for the revised marketing strategy. The firm should target those customer segments where it can create and maintain a sustainable advantage over its competition. DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Customer Environment KEY: Bloom's: Comprehension 3. Identify and discuss at least five reasons why potential customers do not purchase a firm’s goods or services. For each reason, discuss ways that the firm can overcome the resistance of noncustomers. ANS: There are many potential reasons why customers might not purchase a firm’s products. The reasons given in the text are: · Noncustomers have a basic need that the firm’s product does not fulfill. · Noncustomers perceive that they have better or lower-priced alternatives such as competing substitute products. · Competing products actually have better features or benefits than the firm’s product. · The firm’s product does not match noncustomers’ budgets or lifestyles. · Noncustomers have high switching costs. · Noncustomers do not know that the firm’s product exists. · Noncustomers have misconceptions about the firm’s product (weak or poor image). · Poor distribution makes the firm’s product difficult to find. Student responses will vary greatly as to the reasons for nonpurchase, as well as how the firm might overcome the resistance of noncustomers.
  • 9. DIF: Difficulty: Challenging NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: The Customer Environment KEY: Bloom's: Evaluation 4. Discuss the role of corporate affairs in the analysis of the external environment. What types of activities are conducted by corporate affairs specialists? ANS: The external environment encompasses a wide array of important factors that must be analyzed carefully before developing the marketing plan. These issues are so important that most firms have specialists on staff to track emerging trends and develop strategies for dealing with external concerns. These specialists are typically housed in corporate affairs departments. In its broadest sense, corporate affairs is a collection of strategic activities aimed at marketing an organization, its issues, and its ideals to potential stakeholders (consumers, general public, shareholders, media, government, etc.). One way to think about corporate affairs is that it includes all of the organization’s marketing activities not directed at the end users of its products. The activities that define corporate affairs vary; however, most organizations maintain departments that engage in the following strategic activities: · Corporate communications includes activities aimed at telling the organization’s story and promoting goodwill among a variety of stakeholders. It includes such activities as public relations, employee relations, corporate image advertising, public affairs, and media relations. · Government relations are activities aimed at educating and influencing elected officials, government officials, and regulatory agencies with respect to key issues that are pertinent to the firm. The most visible form of government relations is lobbying. · Investor relations are activities designed to promote investment in the organization through the sale of financial instruments such as stocks and bonds. It includes such activities as developing the annual report, planning shareholders’ meetings, and other customer service activities directed at corporate shareholders. · Corporate philanthropy includes activities aimed at serving the needs of the community at large (either domestically or globally) through product or cash donations, volunteerism, or support of humanitarian initiatives. · Corporate sustainability includes activities aimed at reducing the organization’s impact on the environment. It includes activities such as reducing the organization’s carbon footprint, recycling of its products, and promoting environmental stewardship. · Policy analysis involves activities designed to influence the national or international dialogue with respect to public or economic policy in an industry-related area. It includes research and analysis designed to provide needed information for making policy decisions. DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Beyond the Pages 3.3 KEY: Bloom's: Knowledge 5. Identify and discuss the challenges involved in collecting environmental data and information. How can a marketing manager or analyst overcome these problems? ANS:
  • 10. Despite the best intentions, problems usually arise in collecting data and information. One of the most common problems is an incomplete or inaccurate assessment of the situation that the gathering of data should address. After expending a great degree of effort in collecting data, the manager may be unsure of the usefulness or relevance of what has been collected. In some cases, the manager might even suffer from severe information overload. To prevent these problems from occurring, the marketing problem must be accurately and specifically defined before the collection of any data. Top managers who do not adequately explain their needs and expectations to marketing researchers often cause the problem. Another common difficulty is the expense of collecting environmental data. Although there are always costs associated with data collection (even if the data are free), the process need not be prohibitively expensive. The key is to find alternative data collection methods or sources. For example, an excellent way for some businesses to collect data is to engage the cooperation of a local college or university. Many professors seek out marketing projects for their students as a part of course requirements. Likewise, to help overcome data collection costs, many researchers have turned to the Internet as a means of collecting both quantitative and qualitative data on customer opinions and behaviors. A third issue is the time it takes to collect data and information. Although this is certainly true with respect to primary data collection, the collection of secondary data can be quite easy and fast. Online data sources are quite accessible. Even if the manager has no idea where to begin the search, the powerful search engines and indexes available on the Internet make it easy to find data. Online data sources have become so good at data retrieval that the real problem involves the time needed to sort through all of the available information to find something that is truly relevant. Finally, it can be challenging to find a way to organize the vast amount of data and information collected during the situation analysis. Clearly defining the marketing problem and blending different data sources are among the first steps toward finding all of the pieces to the puzzle. A critical next step is to convert the data and information into a form that will facilitate strategy development. Although there are a variety of tools that can be used to analyze and organize environmental data and information, one of the most effective of these tools is SWOT analysis. As we will see in the next chapter, SWOT analysis—which involves classifying data and information into strengths, weaknesses, opportunities and threats—can be used to organize data and information and used as a catalyst for strategy formulation. DIF: Difficulty: Moderate NAT: BUSPROG: Analytic STA: DISC: Research TOP: A-Head: Collecting Marketing Data and Information KEY: Bloom's: Comprehension