Week 2 Marketing Trends for 21st century Flashcards

1
Q

are movements in the market that are new or different reactions, which eventually lead to change, either in a negative or positive way for business.

A

MARKET TRENDS

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2
Q

Businesses can anticipate and analyze _________________ to improve their practices, attract the right target audience, adjust budgets, focus their marketing efforts, and more.

A

MARKET TRENDS

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3
Q

An example of a trend is the music technology market. Many years ago, people started listening to music on the radio. Then boomboxes took center stage. Next, people bought iPods to listen to their favorite tunes. And more recently, people have been installing music streaming apps on their smartphones.

A

MARKET TRENDS

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4
Q

can easily make or break a business. Catching the trend early and analyzing it could keep you ahead of the competition and protect your market share.

A

MARKET TRENDS

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5
Q

is occurring at an accelerating rate; today is not like yesterday, and tomorrow will be different from today.

A

Change

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6
Q

Continuing today’s strategy is risky; so is
turning to a new strategy. Therefore, tomorrow’s successful companies will have to need three certainties:

  1. Global forces will continue to affect everyone’s business and personal life.
    2.Technology will continue to advance and amaze us.
  2. There will be a continuing push toward deregulation of the economic sector.
A

Change

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7
Q

_______ deals with identifying and meeting human and social needs.

A

Marketing

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8
Q

One of the shortest definitions of _________ is “meeting needs profitably.”

A

marketing

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9
Q

is the conscious effort to achieve desired exchange
outcomes with target markets.

A

Marketing management

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10
Q

_______________ is a process of controlling the marketing aspects, setting the goals of a company, organizing the plans step by step, taking decisions for the firm, and executing them to get the maximum turn over by meeting the consumers’ demands.

A

Marketing management

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11
Q

5 FUNCTIONS MANAGEMENT

A
  1. Planning
  2. Organizing
  3. Leading
  4. Staffing
  5. Controlling
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12
Q

When you think of _______________ in a management role, think about it as the process of choosing appropriate goals and actions to pursue and then determining what strategies to use, what actions to take, and deciding what resources are needed
to achieve the goals.

A

planning

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13
Q

This process of establishing worker relationships allows workers to work together to achieve their organizational goals.

A

organizing

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14
Q

This function involves articulating a vision, energizing employees, inspiring and motivating people

A

Leading

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15
Q

Recruiting and selecting employees for positions within the company (within teams and departments).

A

staffing

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16
Q

Evaluate how well you are achieving your goals, improving performance, taking actions. Put processes in place to help you establish standards, so you can measure, compare, and make decisions.

A

controlling

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17
Q

one of the oldest in business, holds that consumers
prefer products that are widely available and inexpensive.

A

The Production Concept

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18
Q

Managers of _____________-oriented businesses concentrate on achieving high production
efficiency, low costs, and mass distribution.

A

The Production Concept

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19
Q

This orientation makes sense in developing countries, where consumers are more interested in obtaining the
product than in its features. It is also used when a company wants to expand the market.

A

The Production Concept

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20
Q

Texas Instruments is a leading exponent of this concept. It concentrates on
building production volume and upgrading technology in order to bring costs
down, leading to lower prices and expansion of the market.

A

The Production Concept

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21
Q

This orientation has
also been a key strategy of many Japanese companies.

A

The Production Concept

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22
Q

Other businesses are guided by the _______________, which holds that consumers
favor those products that offer the most quality, performance, or innovative
features.

A

product concept

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23
Q

Managers in these organizations focus on making superior products and improving them over time, assuming that buyers can appraise quality and
performance.

A

product concept

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24
Q

______________-oriented companies often design their products with little or no customer input, trusting that their engineers can design exceptional products.

A

product concept

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25
Q

The organization must, therefore, undertake an aggressive selling and promotion
effort.

A

The Selling Concept

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26
Q

This concept assumes that consumers must be coaxed into buying, so the
company has a battery of selling and promotion tools to stimulate buying.

A

The Selling Concept

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27
Q

The ___________ is practiced most aggressively with unsought goods—goods that buyers normally do not think of buying, such as insurance and funeral plots.

A

selling concept

28
Q

The _______________ is also practiced in the nonprofit area by fund-raisers, college
admissions offices, and political parties. Most firms practice the selling concept
when they have overcapacity.

A

selling concept

29
Q

Their aim is to sell what they make rather than
make what the market wants.

A

selling concept

30
Q

______________ holds that the key to achieving organizational goals consists of the company being more effective than its competitors in creating,
delivering, and communicating customer value to its chosen target markets.

A

The Marketing concept

31
Q

The marketing concept rests on four pillars:

4: - —–, ———, ———-, ——–

A

target market
profitability
customer needs
integrated marketing

32
Q

Companies do best when they choose their ____________________(s) carefully and prepare tailored marketing programs.

A

target market

33
Q

The ultimate purpose of the marketing concept is to help
organizations achieve their objectives.

A

profitability

34
Q

In the case of private firms, the major objective is profit; in the case of nonprofit and public organizations, it is
surviving and attracting enough funds to perform useful work.

A

profitability

35
Q

A company can carefully define its target market yet fail to correctly understand the ________________.

Clearly, understanding __________________ and
wants is not always simple.

A

Customer Needs

36
Q

Some customers have _______ of which they are not fully conscious; some cannot articulate these needs or use words that require some interpretation.

A

Customer Needs

37
Q

We can distinguish among five types of needs:

Responding only to
the stated need may shortchange the customer.

A

(1) stated needs,
(2) real needs,
(3) unstated needs,
(4) delight needs, and
(5) secret needs.

38
Q

When all of the company’s departments work together to serve the customers’ interests, the result is ____________________.
takes place on two levels.

A
  • Integrated Marketing
39
Q

First, the various marketing functions—sales force, advertising, customer service, product management, marketing research—must work together.

All of these functions
must be coordinated from the customer’s point of view.

Second, marketing must be
embraced by the other departments.

A
  • Integrated Marketing
40
Q

is marketing directed at people outside the company.

A

External Marketing

41
Q

is the task of hiring, training, and motivating able employees who
want to serve customers well. In fact, ____________________________ must precede external marketing.

A

Internal marketing

42
Q

It makes no sense to promise excellent service before the company’s staff is ready to
provide it.

A

Internal marketing

43
Q

holds that the organization’s task is to determine the needs, wants, and interests of a target market and to deliver the desired satisfactions more effectively and efficiently than competitors in a way that preserves or enhances the well-being of both the individual consumer and society .

A

The Societal Marketing Concept

44
Q

Given these changes, companies are doing a lot of soul-searching, and many highly respected firms are adjusting in a number of ways.

A

Company Responses and Adjustments

45
Q

Company Responses and Adjustments Given these changes, companies are doing a lot of soul-searching, and many highly respected firms are adjusting in a number of ways. Here are some current trends:

A

1.Reengineering
2.Outsourcing
3.E-commerce
4.Benchmarking
5. Alliances
6. Partner-Suppliers
7. Market-Centered
8. Global and local
9. Decentralized

46
Q

From focusing on functional departments to reorganizing by key processes, each managed by multidiscipline teams.

A

Reengineering

47
Q

From making everything inside the company to buying more products from outside if they can be obtained cheaper and better. Virtual companies ____________ everything, so they own very few assets and, therefore, earn extraordinary rates of
return.

A

outsourcing

48
Q
  • From attracting customers to stores and having salespeople call on
    offices to making virtually all products available on the Internet.
A

E-commerce

49
Q

Business-to-business
purchasing is growing fast on the Internet, and personal selling can increasingly be
conducted electronically.

A

E-commerce

50
Q

From trying to win alone to forming networks of partner firms.

A

Alliances

51
Q

From relying on self-improvement to studying world-class performers
and adopting best practices.

A

Benchmarking

52
Q
  • From using many suppliers to using fewer but more reliable
A

Partner-Suppliers

53
Q

From organizing by products to organizing by market segment.

A

Market-centered -

54
Q
  • From being local to being both global and local.
A

Global and local

55
Q

From being managed from the top to encouraging more initiative and
“entrepreneurship” at the local level.

A

Decentralized

56
Q

Marketer Responses and Adjustments
As the environment changes and companies adjust, marketers also are rethinking their
philosophies, concepts, and tools. Here are the major marketing themes at the start of the
new millennium: (10)

A

1.Relationship marketing
2.Customer lifetime value
3. Customer share
4. Target marketing
5. Individualization
6. Customer database
7. Integrated marketing communications
8. Channels as partners
9. Every employee is a marketer
10. Model-based decision making

57
Q

From focusing on transactions to building long-term, profitable customer relationships. Companies focus on their most profitable customers,
products, and channels.

A

Relationship marketing

58
Q

From making a profit on each sale to making profits by managing customer lifetime value. Some companies offer to deliver a constantly needed product on a regular basis at a lower price per unit because they will enjoy the customer’s business for a longer period.

A

Customer lifetime value

59
Q

From a focus on gaining market share to a focus on building _________________.

Companies build __________________ by offering a larger variety of goods to their existing customers and by training employees in cross-selling and up-selling.

A

Customer share

60
Q

From selling to everyone to trying to be the best firm serving well- defined ______________.__________________ is being facilitated by the proliferation of special-interest magazines, TV channels, and Internet newsgroups.

A

Target-Marketing

61
Q

From selling the same offer in the same way to everyone in the target market to individualizing and customizing messages and offerings.

A

Individualization

62
Q

From collecting sales data to building a data warehouse of
information about individual customers’ purchases, preferences, demographics, and profitability.

Companies can “data-mine” their proprietary databases to detect different
customer need clusters and make differentiated offerings to each cluster.

A

Customer Base

63
Q
  • From reliance on one communication tool
    such as advertising to blending several tools to deliver a consistent brand image to
    customers at every brand contact.
A

Integrated marketing communications

64
Q

From thinking of intermediaries as customers to treating them
as partners in delivering value to final customers.

A

Channels as partners

65
Q

From thinking that marketing is done only by
marketing, sales, and customer support personnel to recognizing that every employee must
be customer-focused.

A

Every employee is a marketer

66
Q
  • From making decisions on intuition or slim data to
    basing decisions on models and facts on how the marketplace works.
A

Model-based decision making