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  1. A competitor’s internal databases would NOT be considered a source of competitive intelligence.

    True

    False

1 points

QUESTION 12

  1. Kernon Inc. would like to set the best price for a new product. They hire a company to conduct an experiment by selling the new product at two different prices in two different locations while keeping other factors constant. The goal is to see if a lower price results in better sales. This is most likely an example of causal marketing research using ethnographic strategies.

    True

    False

1 points

QUESTION 13

  1. BigToyz is a toy factory based in Australia. They hired a company to help them introduce its toys in the Indian and South-East Asian markets, which means they are following a market penetration strategy.

    True

    False

1 points

QUESTION 14

  1. An example of a citizen-action public would be if an advocacy group challenges Walmart for trying to build a new warehouse in a small farming community.

    True

    False

1 points

QUESTION 15

  1. Social class is not determined by a single factor, such as income, but is measured as a combination of occupation, income, education, wealth, and other variables. This explains why people use the same products and services as they progress through each life-cycle stage.

    True

    False

1 points

QUESTION 16

  1. NONE of the following explains the difference between the marketing concept and the selling concept:

    • The marketing concept focuses on customer conquest, whereas the selling concept focuses on targeting the right customers.
    • The marketing concept takes an inside-out perspective, whereas the selling concept takes an outside-in perspective.
    • The marketing concept is product-centered, whereas the selling concept is production-centered.

    True

    False

 
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When the Grand Seaside Resort was built seven years ago, it was the most upscale and elegant resort hotel in Pensacola, Florida. Two years ago, a new resort opened nearby, and occupancy rates at the Grand Seaside began to decline. Rachel Griggs, Director of Customer Relations, analyzed hotel records and discovered that in the last two years the number of repeat customers was down. To increase repeat business, she decided to implement a customer satisfaction assessment program. Upon checkout, all customers would be asked to complete a short survey about their stay at the hotel. Below are three different questions that could be used to assess customer satisfaction. Which one should Rachel Griggs use? Be prepared to discuss the advantages and disadvantages of each of the options. Moreover, the manager also wants to know the level of measurement (i.e., nominal, ordinal, interval, and ratio) for each option.

Option 1:

Please think of all the things you are satisfied with and all the things you are dissatisfied with about your stay at the Grand Seaside Resort. Where would you rate yourself on the scale below?

Completely satisfied About half satisfied Not at all satisfied

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

Option 2: Please answer the following questions based on your most recent stay at the Grand Seaside. Circle the answer that describes your experience at the hotel.

Was the room clean? Yes/ No

Was the room comfortable? Yes/No

Was the staff courteous? Yes/No

Was room service satisfactory? Yes/No

Was the parking adequate? Yes/No

Option 3:

If you had $100 to give as a bonus to the people who served you during your recent stay at the Grand Seaside, how would you distribute the bonus? You can give as much or as little to each person or department, as long as the total for the column sums to $100

Department Amount
Front desk staff
Room service staff
Housekeeping staff
Bellhop
Concierge
Reservations staff
Other
Total $100
 
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Roger works for the Super Duper Giant Corporation. He has recently discovered that their bestselling product, the Amazing Widget has a possible design flaw. He believes there is a 60% chance that the flaw could result in physical harm to large numbers of the firm’s customers. He discussed the issue with his supervisor who assured him that his concerns had been thoroughly checked out and are not valid. Roger is concerned that his boss is not taking him seriously and needs help determining what to do next. He is very concerned about the ethical implications of any actions he takes. He has come to you his coworker in confidence for help in deciding what to do next.

Analyze the situation using the steps below and any of the ethical theories . Be sure to consider any employee loyalty issues inherent in this situation.

Steps for Making Ethical Decisions

1. Identify the ethical issue or problem.

2. List the facts that have the most bearing on the decision.

3. Identify anyone who might be affected by the decision and how.

4 What would you recommend he do and why

 
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VALUE-STREAM MAPPING EXERCISE Slim Line Blinds A window coverings manufacturer, Slim Line Blinds, is having many problems with critical globally sourced parts. Slim Line has two manufacturing facilities in the United States, one in Los Angeles and the other in Atlanta. The firm’s reliance on efficient global supply chain operations is increasing as the manufacturer is sourcing more and more parts overseas, including critical components. Recent problems with a number of these critical parts have caused line shutdowns at the manufacturing plants. In response, Slim Line has mandated a six-week inventory on all globally sourced parts. Management has asked you to evaluate whether this is the right decision. First, you must understand Slim Line’s supply chain. Currently, there is very little visibility (knowledge of the current status) of inventory in the supply chain, and com- munication with the supply base is minimal. In fact, the window coverings manufac- turer does not have any visibility past the Tier I suppliers. Adding to the complexity of this problem, each part of the supply chain is handled by different departments within the company. To understand the supply chain, Slim Line has asked you to map its supply chain. To do so, it has identified a critical component to follow in the supply chain. After hav- ing the opportunity to interview supply chain participants, including suppliers, you have collected the following information. The component is manufactured overseas in China by the Tier I supplier, Yeuxiu Blinds. The Yeuxiu Blinds production schedule is based on orders sent via fax from the Slim Line warehouse. It operates on a 90-60-30-day forecast, along with a weekly order. Yeuxiu Blinds holds a 9-week finished goods buffer inventory. Manufacturing time for each component is only about 3 days. Upon completion of the component, Yeuxiu Blinds sends the component via truck to the Shanghai Port, where it is loaded onto a ship heading to the United States. Truck transport takes 3 days and loading at the port takes 1 week. The ship bound to the United States takes about 14 days to travel overseas. Upon arrival in the United States, the component is unloaded at the Los Angeles port. This takes about 5 days and customs inspects the shipment in Los Angeles. The goods travel by train to Chicago, which takes about 7 days. Goods are held in Chicago for about half a week. From there, the component is trucked to a Slim Line warehouse where the 6-week inventory buffer has been mandated. Shipment to the Slim Line warehouse takes 2 days. From the warehouse, the components are trucked to plants in the United States trig- gered by electronic orders from each of the Slim Line plants. In talking to Yeuxiu Blinds, Slim Line has learned that the component is made up of two main raw materials: one from China and the other from the United States. Chapter Due to the risk of running out of these raw materials. Yeuxiu Blinds maintains a week butter of the China-based raw materials and a 12-week buffer of the US based raw materials. These Tier It supplier orders are by formal purchase order only It is interesting to note that Yeuxiu Blinds uses these suppliers due to Slim Line’s strie supplier qualification requirements. QUESTIONS 1. Create a value-stream map (VSM) of this supply chain. Where is there risk for supply chain disruptions or stoppages to the flow of materials? 2. Where do opportunities reside to improve supply chain operations and how has VSM helped reveal these? What other information is needed?
 
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