Strategic Market
ST
Management – 12th Edition
UV
TEST BANK
IA
_A
David A. Aaker
PP
Christine Moorman
RO
Comprehensive Test Bank for Instructors
VE
and Students
D?
© David A. Aaker & Christine Moorman
??
All rights reserved. Reproduction or distribution without permission is prohibited.
©STUDYSTREAM
, TABLE OF CONTENTS
Strategic Market Management – 12th Edition
ST
David A. Aaker & Christine Moorman
UV
1. Strategic Market Management: An Introduction and Overview
2. Environmental Analysis
3. Customer Analysis
4. Competitor Analysis
IA
5. From Strategic Market Analysis to Marketing Strategy
6. Creating Advantage: Customer Value Leadership
7. Building and Managing Customer Relationships
_A
8. Creating Valuable Customers
9. Creating Strong Brands
10.Strategic Brand Management
11.The Growth Imperative
PP
12.Full-Spectrum Innovation
13.Evaluating Growth Options
14.Managing Global Strategies
15.Managing the Business and Brand Portfolio
RO
16.Harnessing the Organization
17. How Marketing Activities Create Value for Companies
VE
D?
??
©STUDYSTREAM
, TEST BANK FOR
Strategic Market Management, 12th Edition David A. Aaker, Christine Moorman
ST
Chapter 1 – Strategic Market Management: An Overview
Essay Question:
UV
1.1
Describe and give examples of a well-developed business strategy including the four
characteristics.
Objective Questions:
IA
1.1
Five management tasks used to develop strategic competencies do not include the
following:
a. Strategic analysis
_A
b. Manage multiple business units
c. Identify competitors
d. Develop a sustainable advantage
e. Develop a growth platform
Answer: C. Identifying competitors is valuable but not one of the 5 management
PP
tasks.
1.2
The book suggests that many markets are dynamic and require new strategic models.
Answer: False—the book asserts that all markets are dynamic.
RO
1.3
To develop a sustainable competitive advantage (SCA) in dynamic markets, a company
must create multiple business units.
VE
Answer: False. There are two routes to creating SCA’s, developing assets and
competencies and creating and leveraging organizational synergies between
multiple business units.
D?
??
, 1.4
A business is generally an organizational unit that has a distinct business strategy and a
manager with sales and profit responsibility.
ST
Answer: True.
1.5
Synergy occurs when two businesses can reduce costs by sharing some asset such as a
sales force or logistics system.
UV
Answer: True.
1.6
A strategy should only involve one value proposition – otherwise chaos will occur.
Answer: False. Most successful strategies involve more than one – for example, a
customer value proposition that involves innovation and customer intimacy such
IA
as Virgin Atlantic Airways.
1.7
A strategic market management system will have more value for an organization that is
_A
not engaged in complex markets with multiple channels and regional variation in
channels and products.
Answer: False. A strategic market management system is designed to help a
company (complex or not) to deal with the rapid changes that can occur in a
firm’s external environment.
PP
1.8
The elements of strategy can be capsulated into four core elements--the product-market
investment decision, functional area strategies, the customer value proposition, and the
sustainable competitive advantage.
RO
Answer: False. The four elements are: 1) the product-market investment strategy
2) the customer value proposition, 3) assets and competencies and synergies, and
4) functional area strategies. So while a sustainable competitive advantage is the
goal of a business strategy it is not one of the elements that make up a good
business strategy.
VE
1.9
A strategic competency is what a business unit does exceptionally well, such a
manufacturing, promotion, distribution, etc. which has strategic importance to the
business.
D?
Answer: True. This is the definition of a strategic competency.
1.10
According to the book, strategic marketing management has six objectives which include
all except one of the following:
??
(a) Precipitate the consideration of strategic choices.
(b) Contribute to the bottom line success of the firm.
(c) Force a long-range view.
ST
Management – 12th Edition
UV
TEST BANK
IA
_A
David A. Aaker
PP
Christine Moorman
RO
Comprehensive Test Bank for Instructors
VE
and Students
D?
© David A. Aaker & Christine Moorman
??
All rights reserved. Reproduction or distribution without permission is prohibited.
©STUDYSTREAM
, TABLE OF CONTENTS
Strategic Market Management – 12th Edition
ST
David A. Aaker & Christine Moorman
UV
1. Strategic Market Management: An Introduction and Overview
2. Environmental Analysis
3. Customer Analysis
4. Competitor Analysis
IA
5. From Strategic Market Analysis to Marketing Strategy
6. Creating Advantage: Customer Value Leadership
7. Building and Managing Customer Relationships
_A
8. Creating Valuable Customers
9. Creating Strong Brands
10.Strategic Brand Management
11.The Growth Imperative
PP
12.Full-Spectrum Innovation
13.Evaluating Growth Options
14.Managing Global Strategies
15.Managing the Business and Brand Portfolio
RO
16.Harnessing the Organization
17. How Marketing Activities Create Value for Companies
VE
D?
??
©STUDYSTREAM
, TEST BANK FOR
Strategic Market Management, 12th Edition David A. Aaker, Christine Moorman
ST
Chapter 1 – Strategic Market Management: An Overview
Essay Question:
UV
1.1
Describe and give examples of a well-developed business strategy including the four
characteristics.
Objective Questions:
IA
1.1
Five management tasks used to develop strategic competencies do not include the
following:
a. Strategic analysis
_A
b. Manage multiple business units
c. Identify competitors
d. Develop a sustainable advantage
e. Develop a growth platform
Answer: C. Identifying competitors is valuable but not one of the 5 management
PP
tasks.
1.2
The book suggests that many markets are dynamic and require new strategic models.
Answer: False—the book asserts that all markets are dynamic.
RO
1.3
To develop a sustainable competitive advantage (SCA) in dynamic markets, a company
must create multiple business units.
VE
Answer: False. There are two routes to creating SCA’s, developing assets and
competencies and creating and leveraging organizational synergies between
multiple business units.
D?
??
, 1.4
A business is generally an organizational unit that has a distinct business strategy and a
manager with sales and profit responsibility.
ST
Answer: True.
1.5
Synergy occurs when two businesses can reduce costs by sharing some asset such as a
sales force or logistics system.
UV
Answer: True.
1.6
A strategy should only involve one value proposition – otherwise chaos will occur.
Answer: False. Most successful strategies involve more than one – for example, a
customer value proposition that involves innovation and customer intimacy such
IA
as Virgin Atlantic Airways.
1.7
A strategic market management system will have more value for an organization that is
_A
not engaged in complex markets with multiple channels and regional variation in
channels and products.
Answer: False. A strategic market management system is designed to help a
company (complex or not) to deal with the rapid changes that can occur in a
firm’s external environment.
PP
1.8
The elements of strategy can be capsulated into four core elements--the product-market
investment decision, functional area strategies, the customer value proposition, and the
sustainable competitive advantage.
RO
Answer: False. The four elements are: 1) the product-market investment strategy
2) the customer value proposition, 3) assets and competencies and synergies, and
4) functional area strategies. So while a sustainable competitive advantage is the
goal of a business strategy it is not one of the elements that make up a good
business strategy.
VE
1.9
A strategic competency is what a business unit does exceptionally well, such a
manufacturing, promotion, distribution, etc. which has strategic importance to the
business.
D?
Answer: True. This is the definition of a strategic competency.
1.10
According to the book, strategic marketing management has six objectives which include
all except one of the following:
??
(a) Precipitate the consideration of strategic choices.
(b) Contribute to the bottom line success of the firm.
(c) Force a long-range view.
