Overall

Question 1

Brand cannibalisation risk

Answer 1

Market cannibalization is measured by the cannibalization rate, the number of lost sales for old products as a percentage of new sales. Products with similar branding are most at risk of cannibalization.

Question 2

Brand dilution risk ..

Answer 2

concerns the loss of meanings that differentiate a brand from its competition. Brand differentiation, more than any other brand quality, drives market share and penetration.

Question 3

Brand stretch risk

Answer 3

. A brand with concrete meanings has less room to grow and hence greater stretch risk. reduces a company’s ability to take advantage of new market opportunities, new technologies or changing consumer tastes through the introduction of new, tailored offerings.

Question 4

High returns from strong brands: by 4

Answer 4

differentiation, brand platform, loyalty and internal branding

Question 5

Core business model: transactional vs relational

Answer 5

Relational more about interaction and co-creation; Transactional more about creating touch points and coherence

Question 6

3 tiers of customer experience management

Answer 6

• Central firm capabilities: Continous renewal of CE’s
  o Touchpoint:
• journey design
• prioritization
• journey monitoring
• adaptation
• Set strategic directions: Designing CE’s
  o Touchpoints’:
• thematic cohesion
• consistency
• context sensitivity
• connectivity
• Cultural Mindset: Focus on CE’s
  o Orientation towards:
• experiential responses
• touchpoint journey
• alliances

Question 7

from MO to CEM
customer orientation –>
competitor orientation –>
cross-functional coordination –>
in MO not included —>
exploiative mindset –>

Question 8

Sub-phenomena: c
Phenomena:
Super-phenomena:

Answer 8

Sub-phenomena: consumption experiences
Phenomena: marketing networks
Super-phenomena: sustainability society

Question 9

proactive mo
(market-oriented)
Orientation:
style:
focus:
objective:
learning type:
learning:
processes:
focus:

Answer 9

Orientation: expressed wants
style: responsive
focus: short-term
objective: customer satisfaction
learning type: adaptive
learning: customer serveys
processes: key account/focus groups
focus: statisfaction and realtionships, stable environments

Question 10

different marketing model for tackling poverty The needs-means hierarchy

Answer 10

More value-added must be located near value consumption. Automated small scale production distributed as close to the consuming populations as possible is the solution. Only then can the needs-means hierarchy become self-generating and self-sustaining.

Question 11

different marketing model for tackling poverty The distributed production-consumption model.

Answer 11

Sustainable production- consumption networks are those that directly engage the predominant indigenous sources of livelihood in a community.

Question 12

Q
that the strategic directions of CEM extend MO and CRM for the following greasons:

Answer 12

e extend MO since the concept is largely silent on marketfacing, strategic attributes of marketing management. CRM, in turn, alludes to designing CEs by cocreating value for the total buying experience, not just the core product.

Question 13

the identified firm capabilities of CEM extend MO and CRM by representing

Answer 13

a dynamic system for organizational ambidexterity—that is, the synchronization and balancing of incremental and radical market innovations
- Exploitative mindset -> ambidexterity (exploitative and explorative)

Question 14

experiential response orientation: extends MO’s customer orientation in terms of

Answer 14

today, sensing and responding to customer needs goes well beyond focusing on cognitive, affective, and relational customer responses to also entailing sensorial and behavioral customer responses (

Question 15

Frame of reference

Answer 15

how you define your market
o Product category or customer need

Question 16

sawhney 4w is for getting the

Answer 16

customer insights

Question 17

Image management process 2 steps

Answer 17

Uncover relevant MECs via research
a. Triadic sorting to derive product knowledge [A] & [C]
b. Laddering to link product knowledge to consumer self [V]
i. Very similar to Pai & Arnott 2013!
Translate research ramework into advertising framework
a. Implementation: from MECto MECCAS!  so that’s the new stuff!

Question 18

Dolans 5 C Analysis is a marketing framework to analyze

Answer 18

the environment in which a company operates. It can provide insight into the key drivers of success, as well as the risk exposure to various environmental factors.

Question 19

Frame of reference –

Answer 19

how you define your market

Question 20

Closing the marketing capabilities gap
What new marketing capabilities will be needed? How will they be built? How will they help make the entire organization more adaptive? 3 steps

Answer 20

First, enhance adaptive marketing capabilities (vigilant market learning, adaptive experimentation, and open marketing).
Second, these capabilities work best with adaptive business model with robust market orientation.
Third, the familiar marketing-mix capabilities must become dynamic and havean adaptive strategy

Question 21

Q
4 Action Framework Eliminating

Answer 21

The first question forces a company to consider eliminating factors that companies in an industry have long competed on.

Question 22

4 Action Framework reducing

Answer 22

he second question forces a company to determine whether products or services have been over-designed in the race to match and beat the competition.

Question 23

4 Action Framework Raising

Answer 23

The third question pushes a company to uncover and eliminate the compromises an industry forces customers to make.

Question 24

4 Action Framework creating

Answer 24

The fourth question helps a company to discover entirely new sources of value for buyers and to create new demand and shift the strategic pricing of the industry.

Question 25

difference between marketing tactics and strategy

Answer 25

Marketing strategy defines priority markets, audiences and products. This is where Segmentation, Targeting and Positioning fits. Tactics will involve devising the best way to communicate these to audiences but typically won’t involve a strategic review of which are the best audiences or product/market fit.

Question 26

Sub-branding is associated with higher abnormal returns than a BH
strategy

Answer 26

investors appreciate the demand-side benefits afforded by sub- branding’s ability to
target niche market segments with semicustomized brand offerings while also maintaining
some supply-side scale and scope economies afforded through use of a unified corporate
brand.

Question 27

Sub-branding also provides higher returns versus the HOB

Answer 27

stemming from added supply-side
benefits.

Question 28

what does significantly improve the firm’s idiosyncratic risk profile versus the pure BH.

Answer 28

The BH-HOB hybrid The BH-HOB hybrid

Question 29

Sub-branding offers enhanced returns versus the pure BH strategy suggests that

Answer 29

s that the
outperformance of the BH architecture was likely driven by the subbranding variant rather
than by the pure BH itself.

Question 30

: sub-branding is associated with higher idiosyncratic risk relative to

Answer 30

bh