Question MULTIPLE CHOICE QUESTIONS

29 Jun Question MULTIPLE CHOICE QUESTIONS

Question
MULTIPLE CHOICE QUESTIONS

31. Cost analysis and performance analysis are the same thing.

True

False

32. Experience shows that it doesn’t make sense for marketing managers to allocate costs to specific market segments or products.

True

False

33. In general, the more products a company has the more difficult it will be to allocate costs.

True

False

34. With the full-cost approach to marketing cost analysis, all costs are allocated to products, customers, or other categories.

True

False

35. With the contribution-margin approach to marketing cost analysis, all costs are allocated to products, customers, or other categories.

True

False

36. The contribution-margin approach to marketing cost analysis focuses attention on variable costs rather than total costs.

True

False

37. The contribution-margin and the full-cost approaches to marketing cost analysis are different, but they should lead to the same action implications.

True

False

38. The full-cost approach to marketing cost analysis is likely to lead to arguments among product managers about how costs are to be allocated.

True

False

39. When it comes to marketing cost analysis, a sales rep is likely to favor the full-cost approach over the contribution-margin approach.

True

False

40. A marketing audit is a systematic procedure for allocating the full costs of marketing to the appropriate functional accounts.

True

False

41. A marketing audit is a systematic, critical, and unbiased review and appraisal of the basic objectives and policies of the marketing function.

True

False

42. Marketing audits consider future marketing plans, so they are not concerned with a company’s current marketing strategies.

True

False

43. In a marketing audit, the auditor evaluates the plans being implemented, but not the quality of the effort.

True

False

44. A marketing audit evaluates the whole marketing program as well as individual plans.

True

False

45. Control helps marketing managers learn how:

to plan for the future.

implementation is working.

ongoing plans are working.

All of the above.

None of the above.

46. With respect to marketing control,

all cost records should be kept in the marketing department.

faster feedback can often be the basis for a competitive advantage.

many advances have been made, but there is still no effective way for a manager to be sure that a product is actually selling to the intended target market rather than to some other group.

All of the above are true.

None of the above is true.

47. To improve the effectiveness of the marketing control process, the marketing manager should:

realize that most errors are made because managers react to detailed information too quickly–instead of waiting to see what patterns show up in summary reports.

be the supervisor for the data-processing manager.

have all necessary data captured as it comes in and in a form that can be quickly sorted and analyzed by computer.

be certain that all cost records are kept in a central location controlled by the marketing department.

All of the above.

48. The basic objectives of implementation are to do things: