14 Aug 51. Total quality management: requires that everyone in the organization be con

51. Total
quality management:
requires
that everyone in the organization be concerned with improving quality.
means
more than just using statistical controls to reduce manufacturing defects.
views
the cost of lost customers as an important result of quality problems.
applies
to service producers as well as manufacturers.
? all
of the above are correct.

52. After
a problem has been identified, a fishbone diagram helps managers solve the
problem by:
identifying
how customer satisfaction can be improved.
creating
a visual aid of why things go wrong.
organizing
cause-and-effect relationships.
? all
of the above.
none
of the above.

53. Using
total quality management to improve the implementation of a marketing program
is likely to include:
the
use of Pareto charts to determine the critical path for scheduling marketing
activities.
the
use of fishbone diagrams to show which problems are most important.
an
emphasis on treating routine customer problems and unusual ones in the same
way–because every problem is equally important.
? training
and empowerment of employees to identify and solve customer problems.
all
of the above are correct.

54. Building
quality into services:
is
made easier by grouping services that require special attention with those that
are routine.
can
be accomplished by lowering customer expectations.
is
not necessary unless the service is guaranteed.
can
be easily accomplished with surprise quality inspections.
? can
be improved by giving employees the authority to correct a problem on their
own.

55. It
might be sensible for a company to benchmark each of its sales reps against:
another
firm’s sales reps who earn high customer satisfaction scores.
its
other sales reps.
a
competitor’s sales reps.
sales
reps of a firm in a different industry.
? any
of the above.

56. Regarding
controlling marketing programs:
“sales
analysis” and “performance analysis” mean the same thing.
traditional
accounting reports are very useful for controlling marketing programs.
sales
analysis is so revealing that there is no such thing as having TOO MUCH data.
? the
control process helps marketing managers learn how ongoing plans are working.
All
of the above are true.

57. The
80/20 rule suggests that
20
percent of marketing effort is wasted.
80
percent of marketing effort is well implemented, but the remaining 20 percent
is out of control.
? 80
percent of the business comes from 20 percent of the customers.
it
will take 80 percent more effort to get 20 percent more business.
None
of the above is true.

58. The
“80/20 rule” says that:
only
20 out of every 100 firms use formal accounting controls.
a
firm should hire 20 sales reps for every 80 customers.
marketing
accounts for 80 percent of a typical consumer’s dollar.
? even
though a firm is showing a profit, 80 percent of its business might be coming
from only 20 percent of its customers.
usually
about 20 percent of a firm’s customers are unprofitable.

59. According
to the “80/20 rule”:
marketing
accounts for 80 percent of the consumer’s dollar.
only
20 out of every 100 firms use formal marketing control programs.
about
20 percent of a typical firm’s customers are unprofitable to serve.
? even
though a firm might be showing a profit, 80 percent of its business might be
coming from only 20 percent of its products or customers.
None
of the above is correct.

60. Which
of the following statements illustrates the 80/20 rule?
“80
percent of our target market doesn’t respond to our marketing mix, and we only
have a 20 percent market share.”
? “Of
the hundred retailers who carry our products, the top twenty account for nearly
80 percent of our total business.”
“20
percent of our marketing effort is wasted, but we don’t know which 20
percent.”
“We
don’t know whether our profits are 20 percent higher than we deserve, or only
80 percent of what might be easily obtained.”
None
of the above.

61. When
involved in the control process, the marketing manager should view company
profit
? as
a gross index of performance that should be further broken down into smaller
components.
as
a guide to future operations.
as
the test of whether or not the marketing mix is successful.
All
of the above are true.
None
of the above is true.

62. Sales
analysis is a:
well-accepted
trend analysis method.
necessity
for making all important marketing decisions.
way
of assuring that future sales will be profitable.
detailed
report of likely profitability.
? detailed
breakdown of a company’s sales records.

63. The
best way to break down and analyze sales data is:
by
order size.
by
geographic region.
by
customer type.
by
product, package, size, grade or color.
? any
of the above, depending on the situation.

64. The
most useful breakdown of data in a sales analysis is by:
size
of order.
product,
package size, grade, or color.
customer
type.
geographic
region.
? any
or all of the above–depending on the situation.

65. A
marketing manager who wants to analyze the firm’s sales should be aware that:
sales
invoice files contain little useful information.
the
best way to analyze sales data is according to geographic regions.
sales
analysis involves a detailed breakdown of a company’s sales forecasts.
? sales
analysis may not be possible unless the manager has made arrangements for the
company to capture identifying information about each sale.
a
manager can never have too much data.

66. Sales
analysis:
requires
more information than is available from traditional accounting reports.
can
be done in different ways–there is no single “best way.”
often
studies how sales patterns change over time.
? All
of the above are true.
None
of the above is true.

67. Marketing
sales analysis:
keeps
track of whether a firm’s sales are increasing or decreasing.
? requires
a detailed breakdown of a company’s sales records.
is
very hard to do–because computers must be involved.
looks
for exceptions or variations from planned performance.
tries
to avoid the 80/20 rule.

68. Detailed
sales analysis is:
not
worth the cost unless the firm is very unprofitable.
based
on the information available on traditional accounting reports.
important
for producers, but usually not that valuable for retailers.
most
useful when it analyzes costs from different possible target markets.
? None
of the above is true.

69. Sales
analysis:
typically
involves reorganizing existing information rather than gathering new
information.
may
involve analyzing many different breakdowns of overall sales.
is
usually a good first step when setting up a control system.
? All
of the above are true.
None
of the above is true.

70. The
major difference between a sales analysis and a performance analysis is that:
? performance
analysis looks at variations from planned performance, while sales analysis
shows what happened.
sales
analysis looks at individual transactions, while performance analysis groups
them into categories.
sales
analysis is a control procedure, while performance analysis is part of
implementation.
sales
analysis is concerned with expected sales, while performance analysis is
concerned with past sales.
sales
analysis is used to find profitable sales patterns, while performance analysis
seeks unprofitable patterns.
51. Total
quality management: requires
that everyone in the organization be concerned with improving quality. means
more than just using statistical controls to reduce manufacturing defects. views
the cost of lost customers as an important result of quality problems. applies
to service producers as well as manufacturers.? all
of the above are correct. 52. After
a problem has been identified, a fishbone diagram helps managers solve the
problem by: identifying
how customer satisfaction can be improved. creating
a visual aid of why things go wrong. organizing
cause-and-effect relationships.? all
of the above. none
of the above. 53. Using
total quality management to improve the implementation of a marketing program
is likely to include: the
use of Pareto charts to determine the critical path for scheduling marketing
activities. the
use of fishbone diagrams to show which problems are most important. an
emphasis on treating routine customer problems and unusual ones in the same
way–because every problem is equally important.? training
and empowerment of employees to identify and solve customer problems. all
of the above are correct. 54. Building
quality into services: is
made easier by grouping services that require special attention with those that
are routine. can
be accomplished by lowering customer expectations. is
not necessary unless the service is guaranteed. can
be easily accomplished with surprise quality inspections.? can
be improved by giving employees the authority to correct a problem on their
own. 55. It
might be sensible for a company to benchmark each of its sales reps against: another
firm’s sales reps who earn high customer satisfaction scores. its
other sales reps. a
competitor’s sales reps. sales
reps of a firm in a different industry.? any
of the above. 56. Regarding
controlling marketing programs: “sales
analysis” and “performance analysis” mean the same thing. traditional
accounting reports are very useful for controlling marketing programs. sales
analysis is so revealing that there is no such thing as having TOO MUCH data.? the
control process helps marketing managers learn how ongoing plans are working. All
of the above are true. 57. The
80/20 rule suggests that 20
percent of marketing effort is wasted. 80
percent of marketing effort is well implemented, but the remaining 20 percent
is out of control.? 80
percent of the business comes from 20 percent of the customers. it
will take 80 percent more effort to get 20 percent more business. None
of the above is true.58. The
“80/20 rule” says that: only
20 out of every 100 firms use formal accounting controls. a
firm should hire 20 sales reps for every 80 customers. marketing
accounts for 80 percent of a typical consumer’s dollar.? even
though a firm is showing a profit, 80 percent of its business might be coming
from only 20 percent of its customers. usually
about 20 percent of a firm’s customers are unprofitable. 59. According
to the “80/20 rule”: marketing
accounts for 80 percent of the consumer’s dollar. only
20 out of every 100 firms use formal marketing control programs. about
20 percent of a typical firm’s customers are unprofitable to serve.? even
though a firm might be showing a profit, 80 percent of its business might be
coming from only 20 percent of its products or customers. None
of the above is correct. 60. Which
of the following statements illustrates the 80/20 rule? “80
percent of our target market doesn’t respond to our marketing mix, and we only
have a 20 percent market share.”? “Of
the hundred retailers who carry our products, the top twenty account for nearly
80 percent of our total business.” “20
percent of our marketing effort is wasted, but we don’t know which 20
percent.” “We
don’t know whether our profits are 20 percent higher than we deserve, or only
80 percent of what might be easily obtained.” None
of the above. 61. When
involved in the control process, the marketing manager should view company
profit? as
a gross index of performance that should be further broken down into smaller
components. as
a guide to future operations. as
the test of whether or not the marketing mix is successful. All
of the above are true. None
of the above is true. 62. Sales
analysis is a: well-accepted
trend analysis method. necessity
for making all important marketing decisions. way
of assuring that future sales will be profitable. detailed
report of likely profitability.? detailed
breakdown of a company’s sales records. 63. The
best way to break down and analyze sales data is: by
order size. by
geographic region. by
customer type. by
product, package, size, grade or color.? any
of the above, depending on the situation.64. The
most useful breakdown of data in a sales analysis is by: size
of order. product,
package size, grade, or color. customer
type. geographic
region.? any
or all of the above–depending on the situation. 65. A
marketing manager who wants to analyze the firm’s sales should be aware that: sales
invoice files contain little useful information. the
best way to analyze sales data is according to geographic regions. sales
analysis involves a detailed breakdown of a company’s sales forecasts.? sales
analysis may not be possible unless the manager has made arrangements for the
company to capture identifying information about each sale. a
manager can never have too much data. 66. Sales
analysis: requires
more information than is available from traditional accounting reports. can
be done in different ways–there is no single “best way.” often
studies how sales patterns change over time.? All
of the above are true. None
of the above is true. 67. Marketing
sales analysis: keeps
track of whether a firm’s sales are increasing or decreasing.? requires
a detailed breakdown of a company’s sales records. is
very hard to do–because computers must be involved. looks
for exceptions or variations from planned performance. tries
to avoid the 80/20 rule. 68. Detailed
sales analysis is: not
worth the cost unless the firm is very unprofitable. based
on the information available on traditional accounting reports. important
for producers, but usually not that valuable for retailers. most
useful when it analyzes costs from different possible target markets.? None
of the above is true.69. Sales
analysis: typically
involves reorganizing existing information rather than gathering new
information. may
involve analyzing many different breakdowns of overall sales. is
usually a good first step when setting up a control system.? All
of the above are true. None
of the above is true.70. The
major difference between a sales analysis and a performance analysis is that:? performance
analysis looks at variations from planned performance, while sales analysis
shows what happened. sales
analysis looks at individual transactions, while performance analysis groups
them into categories. sales
analysis is a control procedure, while performance analysis is part of
implementation. sales
analysis is concerned with expected sales, while performance analysis is
concerned with past sales. sales
analysis is used to find profitable sales patterns, while performance analysis
seeks unprofitable patterns.

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