Kotler / Armstrong, Chapter 18 The process of identifying key competitors; assessing their objectives, strategies, strengths, weaknesses, and reaction patterns; and selecting which competitors to attack and avoid is known as _____. competitive marketing competitive intelligence competitor analysis competitor mining
Kotler / Armstrong, Chapter 18 The process of identifying key competitors; assessing their objectives, strategies, strengths, weaknesses, and reaction patterns; and selecting which competitors to attack and avoid is known as _____. competitive marketing competitive intelligence competitor analysis competitor mining
Kotler / Armstrong, Chapter 18 “Competitive advantage” requires a firm to deliver more value and satisfaction to target consumers than _______. competitors suppliers channel members middlemen
Kotler / Armstrong, Chapter 18 “Competitive advantage” requires a firm to deliver more value and satisfaction to target consumers than _______. competitors suppliers channel members middlemen
Kotler / Armstrong, Chapter 18 A ______ is used by a company to profile its direct and indirect competitors by mapping the steps buyers take in obtaining and using the products. means-end chain competitor map chain-linking PLC grid
Kotler / Armstrong, Chapter 18 A ______ is used by a company to profile its direct and indirect competitors by mapping the steps buyers take in obtaining and using the products. means-end chain competitor map chain-linking PLC grid
Kotler / Armstrong, Chapter 18 A ________ is a group of firms in a given industry that follow the same or similar strategy. cartel strategic group business cohort conglomerate
Kotler / Armstrong, Chapter 18 A ________ is a group of firms in a given industry that follow the same or similar strategy. cartel strategic group business cohort conglomerate
Kotler / Armstrong, Chapter 18 ______ has become a powerful tool for increasing your company’s competitiveness. Benchmarking Reality-checkmate Direct costing Price cutting
Kotler / Armstrong, Chapter 18 ______ has become a powerful tool for increasing your company’s competitiveness. Benchmarking Reality-checkmate Direct costing Price cutting
Kotler / Armstrong, Chapter 18 Which of the following is not performed when assessing competitors? determining competitors’ objectives estimating competitors’ reactions analyzing competitors’ strengths and weaknesses All of the above are tasks used to assess competitors.
Kotler / Armstrong, Chapter 18 Which of the following is not performed when assessing competitors? determining competitors’ objectives estimating competitors’ reactions analyzing competitors’ strengths and weaknesses All of the above are tasks used to assess competitors.
Kotler / Armstrong, Chapter 18 A useful tool for assessing competitors’ strengths and/or weaknesses is a ______. means-end chain competitive preview customer value analysis competitive map locator
Kotler / Armstrong, Chapter 18 A useful tool for assessing competitors’ strengths and/or weaknesses is a ______. means-end chain competitive preview customer value analysis competitive map locator
Kotler / Armstrong, Chapter 18 A company really needs and benefits from competitors. true false
Kotler / Armstrong, Chapter 18 A company really needs and benefits from competitors. true false
Kotler / Armstrong, Chapter 18 A “Competitive Intelligence System” will first identify the vital types of information and their sources. true false
Kotler / Armstrong, Chapter 18 A “Competitive Intelligence System” will first identify the vital types of information and their sources. true false
Kotler / Armstrong, Chapter 18 What are the three stages in approaching your marketing strategy? entrepreneurial, formulated, intrepreneurial intrepreneurial, segmented, formulated segmented, formulated, intrepreneurial mass marketing, segmented, entrepreneurial
Kotler / Armstrong, Chapter 18 What are the three stages in approaching your marketing strategy? entrepreneurial, formulated, intrepreneurial intrepreneurial, segmented, formulated segmented, formulated, intrepreneurial mass marketing, segmented, entrepreneurial
Kotler / Armstrong, Chapter 18 Which of the following competitive strategies does the worst (according to your text)? overall cost leadership middle-of-the-road focus differentiation
Kotler / Armstrong, Chapter 18 Which of the following competitive strategies does the worst (according to your text)? overall cost leadership middle-of-the-road focus differentiation
Kotler / Armstrong, Chapter 18 Which of the following is not one of the value disciplines proposed by Treacy and Wiersema? operational excellence customer intimacy price leadership product leadership
Kotler / Armstrong, Chapter 18 Which of the following is not one of the value disciplines proposed by Treacy and Wiersema? operational excellence customer intimacy price leadership product leadership
Kotler / Armstrong, Chapter 18 A company is practicing ______ when it provides superior value by offering a continuous stream of leading-edge products or services. operational excellence customer intimacy price/cost excellence product leadership
Kotler / Armstrong, Chapter 18 A company is practicing ______ when it provides superior value by offering a continuous stream of leading-edge products or services. operational excellence customer intimacy price/cost excellence product leadership
Kotler / Armstrong, Chapter 18 The firm in an industry with the largest market share is called the _______. market leader industry skimmer market challenger market maker
Kotler / Armstrong, Chapter 18 The firm in an industry with the largest market share is called the _______. market leader industry skimmer market challenger market maker
Kotler / Armstrong, Chapter 18 Attempting to expand the total demand for its brand, a market leader might ______. encourage more usage of the product promote new uses for the product find new uses for the product all of the above
Kotler / Armstrong, Chapter 18 Attempting to expand the total demand for its brand, a market leader might ______. encourage more usage of the product promote new uses for the product find new uses for the product all of the above
Kotler / Armstrong, Chapter 18 Studies have found that, on average, profits _____ with increases in market share. double rise bubble flatten out
Kotler / Armstrong, Chapter 18 Studies have found that, on average, profits _____ with increases in market share. double rise bubble flatten out
Kotler / Armstrong, Chapter 18 There are really no advantages to being a market follower. true false
Kotler / Armstrong, Chapter 18 There are really no advantages to being a market follower. true false
Kotler / Armstrong, Chapter 18 What is the key idea when using a niching strategy? operational excellence customer leadership material excellence specialization
Kotler / Armstrong, Chapter 18 What is the key idea when using a niching strategy? operational excellence customer leadership material excellence specialization
Kotler / Armstrong, Chapter 18 A ______-centered company develops a fighter orientation, watches for weaknesses in its own position, and searches out competitors’ weaknesses. customer competitor product market
Kotler / Armstrong, Chapter 18 A ______-centered company develops a fighter orientation, watches for weaknesses in its own position, and searches out competitors’ weaknesses. customer competitor product market
Kotler / Armstrong, Chapter 18 A ______-centered company, by watching customer needs evolve, is in a good position to identify new opportunities and set long-run strategies that make sense. customer competitor product market
Kotler / Armstrong, Chapter 18 A ______-centered company, by watching customer needs evolve, is in a good position to identify new opportunities and set long-run strategies that make sense. customer competitor product market