Reference no: EM131043318
1. The effective implementation of poor strategy may lead to which of the following?
A) Eventual failure
B) Speeding up failure
C) Prolonging survival
D) Eventual success
E) Being bought out by a competitor
2. What should managers do first when faced with poor performance?
A) The strategy should be changed to take into account microenvironment changes
B) Greater investment is needed to ensure effective implementation is achieved
C) The strategic issues should be separated from implementation activities and the problem diagnosed
D) The company should change their strategic objectives that are in line with the companies core competencies
E) None of the above
3. Which of the following is not an example of employees' resistance to a new strategy?
A) Deflation of any excitement surrounding the plan by pointing out the risks.
B) Arguments that the proposals are too ambitious.
C) Slow response to requests.
D) Hassle and aggravation created to wear the proposers down.
E) All of the above are appropriate examples
4. The level of resistance to a new strategy is likely to be determined by which of the following?
A) Costs involved associated with the new strategy
B) The newness of management team
C) The power structure of the organisation
D) The newness of the product category
E) All of the above influence the level of resistance
5. Which of the following is are two key aspects of negotiation?
A) Economic and strategic analysis
B) Concession and proposal analysis
C) External and internal analysis
D) Conditional and tactical analysis
E) None of the above
6. Which of the following is not a structure classification of a marketing organisation?
A) Matrix organisational structures
B) Competition-based organisation
C) Market-centred organisation
D) Functional organisation
E) A company may have no marketing department
7. Marketing should be seen as which of the following?
A) An organisation wide function
B) A sales function
C) A marketing department function
D) An operations function
E) A customer service function
8. Which of the following is an advantage associated with a product-based organisation?
A) Provides excellent training for junior management
B) The speed of response to market developments is quick
C) The speed of response to technological developments is quick
D) All of the above are advantages are associated with a product based organisation
E) None of the above
9. The concept where teams manage several brands, with specialists handling advertising, sales promotion, line extensions and packaging and customizing each category's product mix, merchandising and promotions on a store-by store basis is called which of the following?
A) Portfolio planning
B) Category management
C) Brand management
D) Functional-based organisation
E) Market-centred management
10. For companies with a wide product range selling diverse markets, which of the following may be a necessary structure?
A) Matrix-centred organisation
B) Competition-based organisation
C) Market-centred organisation
D) Functional organisation
E) A company may have no marketing department
11. Which of the following does not add management layers to an organisation?
A) Competition-based organisations
B) Functional-based organisations
C) Product-based organisations
D) Market-centred organisations
E) Matrix organisations
12. Internal marketing involves which of the following?
A) Marketing to employees, in order to get extra sales from employees, family and friends
B) Marketing to all employees with the aim of achieving successful marketing implementation
C) The training, motivating and retention of employees at the customer interface in services
D) Both b and c
E) None of the above