Chap 2 Flashcards

1
Q

it is the process of the companies to uncover and unearth marketing weaknesses and the
company’s examination of its marketing
environment.

A

Marketing Audit

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2
Q

Marketing audit examines six major marketing components:

A
  1. The MAcro Environment and Task
    Environment
  2. Marketing strategy
  3. Marketing organizations
  4. Marketing systems
  5. Marketing productivity
    6 MArketing functions
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3
Q

marketing audit’s four characteristics:

A
  1. Comprehensive
  2. Systematic
  3. Independent
  4. Periodic
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4
Q

covers all the major marketing activities of a business

A

Comprehensive

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5
Q

an orderly examination of the organization’s macro and micromarketing
environment

A

Systematic

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6
Q

can be conducted in different ways independently

A

Independent

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7
Q

initiated only after sales have turn down or sales force has fallen

A

Periodic

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8
Q

• business must monitor key macro environment
(demographic economic, technological,
political-legal, and social-cultural)
• must also monitor the micro environment
(customers, competitors, distributors, and
suppliers
• opportunities can be classified to their
attractiveness and to thier success probability.
• threats should be classified according to
seriousness and probability of occurence.

A

External Environment Analysis

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9
Q

Models/tools to assess external environment
PESTEL ANALYSIS

A
  1. Political Factors
  2. Economic Factors
  3. Socio-cultural Factors
  4. Technological Factors
  5. Environmental
  6. LEgislative Environmental
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10
Q

Models/tools to assess external
environment
PORTER’S 5 FORCES

A
  1. Threat of New Entrant
  2. Bargaining Power of the Suppliers
  3. Intensity of Rivalry
  4. Bargaining Power of Buyers
  5. Threat of Substitute
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11
Q

Internal Environment Analysis

The 7’S Mc Kinsey

A
  1. Shared VAlues
  2. Structure
  3. Style
  4. Systems
  5. Staff
  6. Strategy
  7. Skills
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12
Q

Marketing Coast and Financial
Analysis

A

• By identifying the fixed and variable
components of cost and by distinguising
between direct and indirect costs, managers will be able to examine some of the profitability implications of pricing and
marketing expenditures decisions.

• By understanding the profitability structure from a product, managers can identify cost- volume-profit relationships and implicationsfor marketing budgets.

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13
Q

is the process of estimating the impact on
sales of the change in price or in
marketing expenditures; that is the change
in sales resulting from given change ina
marketing program indicates how
productive that marketing program is.

A

Productivity Analysis

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14
Q

are used to represent relationships between price or a marketing expenditure and sales.

A

sales-response functions

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15
Q

costs, such as product-specific
advertising, taht are incurred on behalf of
a specific or service are known

A

direct fixed cost

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16
Q

costs such as institutional advertising,
incurred to support the total business

A

indirect-fixed cost

17
Q

are indirect costs that can be allocated to various products on some non-arbitrary basis.

A

traceable cost

18
Q

•the purpose of distinguising the various
types of fixed costs is to provide a basis
for evaluating the contributions made by
different products or services to the
overall profitability of the firm.

•the profitability of individual products or
services can be measured onced the
management has separated the fixed cost.

A

Productivity Analysis

19
Q

• in an organization, the large portion of the total operating cost is essentially fixed.

• with this, managers will generally pursue
policies that will take advantage of
economies of scale.

A

Cost-Volume-Profit Relationship

20
Q

• also known as step-variable cost represents
a potential limitation to economies of scale.

• semi-fixed costs are costs that donot vary
automatically on a per unit basis (as
variable cost do) but may change if
substantial increases in volume occur.

A

Semi-fixed Cost

21
Q

in addition to evaluating the impact of
margins and direct fixed costs on
profitability, retailers must assess the
amount of space (physical assets) or
inventory investment (financial assets) that
is appropriate for a given product, product
line, or department.

A

Special Profitability Issues for the Retailers

22
Q

3 basic measures- Special Profitability Issues for the Retailers

A
  1. inventory turnover
  2. sales per square foot
  3. gross-margin return on inventory
    investment
23
Q

the ratio of the product’s sales to the average dollar value of the inventory held for that product.

A

Inventory turnover

24
Q

equivalent to sales per square foor multiplied by gross profit margin percentage.

A

sales per square foot

25
Q

measures the profit return rather than the sales return on inventory investment

A

gross-margin return on inventory
investment

26
Q

Implications for Marketing Budgets

A

• managers should have an understanding
of the product objectives and an industry
sales forecast in order to develop a
budget.

• managers must have some estimate of the productivity of a proposed price and
marketing expenditure level in generating
company sales.

• however, assuming that management has
developed these estimates of productivity

27
Q

the budgeting process can proceed in
either of two ways:

A

the direct approach or
the indirect approach.

28
Q

the budgeting process can proceed in
either of two ways:

A

the direct approach or
the indirect approach.