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 _____.
1. competitive marketing
2. competitive intelligence
3. competitor analysis
4. 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 _____.
1. competitive marketing
2. competitive intelligence
3. competitor analysis
4. competitor mining
Kotler / Armstrong, Chapter 18
“Competitive advantage” requires a firm to
deliver more value and satisfaction to target
consumers than _______.
1. competitors
2. suppliers
3. channel members
4. middlemen
Kotler / Armstrong, Chapter 18
“Competitive advantage” requires a firm to
deliver more value and satisfaction to target
consumers than _______.
1. competitors
2. suppliers
3. channel members
4. 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.
1. means-end chain
2. competitor map
3. chain-linking
4. 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.
1. means-end chain
2. competitor map
3. chain-linking
4. PLC grid
Kotler / Armstrong, Chapter 18
A ________ is a group of firms in a given
industry that follow the same or similar
strategy.
1. cartel
2. strategic group
3. business cohort
4. conglomerate
Kotler / Armstrong, Chapter 18
A ________ is a group of firms in a given
industry that follow the same or similar
strategy.
1. cartel
2. strategic group
3. business cohort
4. conglomerate
Kotler / Armstrong, Chapter 18
______ has become a powerful tool for
increasing your company’s competitiveness.
1. Benchmarking
2. Reality-checkmate
3. Direct costing
4. Price cutting
Kotler / Armstrong, Chapter 18
______ has become a powerful tool for
increasing your company’s competitiveness.
1. Benchmarking
2. Reality-checkmate
3. Direct costing
4. Price cutting
Kotler / Armstrong, Chapter 18
Which of the following is not performed when
assessing competitors?
1. determining competitors’ objectives
2. estimating competitors’ reactions
3. analyzing competitors’ strengths and
weaknesses
4. All of the above are tasks used to assess
competitors.
Kotler / Armstrong, Chapter 18
Which of the following is not performed when
assessing competitors?
1. determining competitors’ objectives
2. estimating competitors’ reactions
3. analyzing competitors’ strengths and
weaknesses
4. 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 ______.
1. means-end chain
2. competitive preview
3. customer value analysis
4. competitive map locator
Kotler / Armstrong, Chapter 18
A useful tool for assessing competitors’
strengths and/or weaknesses is a ______.
1. means-end chain
2. competitive preview
3. customer value analysis
4. competitive map locator
Kotler / Armstrong, Chapter 18
A company really needs and benefits from
competitors.
1. true
2. false
Kotler / Armstrong, Chapter 18
A company really needs and benefits from
competitors.
1. true
2. false
Kotler / Armstrong, Chapter 18
A “Competitive Intelligence System” will first
identify the vital types of information and
their sources.
1. true
2. false
Kotler / Armstrong, Chapter 18
A “Competitive Intelligence System” will first
identify the vital types of information and
their sources.
1. true
2. false
Kotler / Armstrong, Chapter 18
What are the three stages in approaching your
marketing strategy?
1. entrepreneurial, formulated, intrepreneurial
2. intrepreneurial, segmented, formulated
3. segmented, formulated, intrepreneurial
4. mass marketing, segmented,
entrepreneurial
Kotler / Armstrong, Chapter 18
What are the three stages in approaching your
marketing strategy?
1. entrepreneurial, formulated, intrepreneurial
2. intrepreneurial, segmented, formulated
3. segmented, formulated, intrepreneurial
4. mass marketing, segmented,
entrepreneurial
Kotler / Armstrong, Chapter 18
Which of the following competitive strategies
does the worst (according to your text)?
1. overall cost leadership
2. middle-of-the-road
3. focus
4. differentiation
Kotler / Armstrong, Chapter 18
Which of the following competitive strategies
does the worst (according to your text)?
1. overall cost leadership
2. middle-of-the-road
3. focus
4. differentiation
Kotler / Armstrong, Chapter 18
Which of the following is not one of the value
disciplines proposed by Treacy and
Wiersema?
1. operational excellence
2. customer intimacy
3. price leadership
4. product leadership
Kotler / Armstrong, Chapter 18
Which of the following is not one of the value
disciplines proposed by Treacy and
Wiersema?
1. operational excellence
2. customer intimacy
3. price leadership
4. 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.
1. operational excellence
2. customer intimacy
3. price/cost excellence
4. 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.
1. operational excellence
2. customer intimacy
3. price/cost excellence
4. product leadership
Kotler / Armstrong, Chapter 18
The firm in an industry with the largest market
share is called the _______.
1. market leader
2. industry skimmer
3. market challenger
4. market maker
Kotler / Armstrong, Chapter 18
The firm in an industry with the largest market
share is called the _______.
1. market leader
2. industry skimmer
3. market challenger
4. market maker
Kotler / Armstrong, Chapter 18
Attempting to expand the total demand for its
brand, a market leader might ______.
1. encourage more usage of the product
2. promote new uses for the product
3. find new uses for the product
4. all of the above
Kotler / Armstrong, Chapter 18
Attempting to expand the total demand for its
brand, a market leader might ______.
1. encourage more usage of the product
2. promote new uses for the product
3. find new uses for the product
4. all of the above
Kotler / Armstrong, Chapter 18
Studies have found that, on average, profits
_____ with increases in market share.
1. double
2. rise
3. bubble
4. flatten out
Kotler / Armstrong, Chapter 18
Studies have found that, on average, profits
_____ with increases in market share.
1. double
2. rise
3. bubble
4. flatten out
Kotler / Armstrong, Chapter 18
There are really no advantages to being a market
follower.
1. true
2. false
Kotler / Armstrong, Chapter 18
There are really no advantages to being a market
follower.
1. true
2. false
Kotler / Armstrong, Chapter 18
What is the key idea when using a niching
strategy?
1. operational excellence
2. customer leadership
3. material excellence
4. specialization
Kotler / Armstrong, Chapter 18
What is the key idea when using a niching
strategy?
1. operational excellence
2. customer leadership
3. material excellence
4. specialization
Kotler / Armstrong, Chapter 18
A ______-centered company develops a fighter
orientation, watches for weaknesses in its
own position, and searches out competitors’
weaknesses.
1. customer
2. competitor
3. product
4. market
Kotler / Armstrong, Chapter 18
A ______-centered company develops a fighter
orientation, watches for weaknesses in its
own position, and searches out competitors’
weaknesses.
1. customer
2. competitor
3. product
4. 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.
1. customer
2. competitor
3. product
4. 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.
1. customer
2. competitor
3. product
4. market