TESTBANK FOR CONTEMPORARY MARKETING 14TH EDITION BY GENE BOONE
Contemporary Marketing 14th Edition By
Gene Boone -Test Bank
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Description
INSTANT DOWNLOAD WITH ANSWERS
Contemporary Marketing 14th Edition by
Gene Boone -Test Bank
Sample Test
Chapter 3—The Marketing Environment, Ethics, and Social Responsibility
TRUE/FALSE
1. In addition to planning for change, marketers must set goals to meet concerns of
customers, employees, shareholders, and members of the general public.
ANS: T PTS: 1 DIF: 1 REF: 60
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
2. Change may sometimes be gradual and evolutionary, but it is more often the result of
crisis.
ANS: F PTS: 1 DIF: 2 REF: 60
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
,3. Alisha is working on a promotional campaign designed to take advantage of a newly
identified target market. She is working on environmental management.
ANS: T PTS: 1 DIF: 1 REF: 61
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
4. Environmental scanning collects external data, analyzes it, and determines whether the
trends identified are opportunities or threats to the company.
ANS: T PTS: 1 DIF: 1 REF: 61
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
5. Environmental management focuses on five environmental areas that include technical,
geo-political, ecological, strategic, and informational.
ANS: F PTS: 1 DIF: 2 REF: 61
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
6. Washington lobbyists for the tobacco and dairy industries are examples of environmental
management.
ANS: T PTS: 1 DIF: 1 REF: 61
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
7. Environmental management rarely works because marketers cannot hope to influence the
external environment, only respond to changes in it.
ANS: F PTS: 1 DIF: 1 REF: 61-62
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
8. Research and development efforts rarely influence changes to the technological
environment.
ANS: F PTS: 1 DIF: 1 REF: 62
OBJ: 3-1
NAT: AACSB Technology | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
9. A strategic alliance is a partnership among firms in which resources and capital are
combined to create competitive advantages in older, stagnating markets.
ANS: F PTS: 1 DIF: 1 REF: 62
,OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
10. Strategic alliances are necessary in countries such as China and Mexico where local laws
require foreign companies to work with local businesses.
ANS: T PTS: 1 DIF: 2 REF: 62
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
11. Utilities enjoying a monopoly in a local market are becoming increasingly visible in today’s
market environment as a result of the deregulation movement of the past three decades.
ANS: F PTS: 1 DIF: 2 REF: 62
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
12. A local cable company that offers services in cable, telephone, and Internet is made
possible by the deregulation movement.
ANS: T PTS: 1 DIF: 2 REF: 62
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
13. A large pharmaceutical company invents a microchip that can be implanted in people with
diabetes to provide time-released amounts of insulin. A patent for this invention will set up a
temporary oligopoly for the company.
ANS: F PTS: 1 DIF: 2 REF: 62
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
14. The most direct form of competition comes from marketers of dissimilar products, such as
a supermarket that locates next door to a hardware store.
ANS: F PTS: 1 DIF: 2 REF: 63
OBJ: 3-2
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
15. Six firms – GM, Ford, Chrysler, Toyota, Honda, and Nissan – share 90 percent of U.S. auto
sales. This is one of the reasons why the auto industry is considered a monopoly.
ANS: F PTS: 1 DIF: 2 REF: 63
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
, TYP: KN
16. If there are high start-up costs and other barriers to entry, an industry is less likely to
become an oligopoly.
ANS: F PTS: 1 DIF: 1 REF: 63
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
17. Marketing theory would define Starbucks, Caribou Coffee, and Dunkin’ Donuts as indirect
competitors because some coffee drinkers are particular about the brands they purchase.
ANS: F PTS: 1 DIF: 2 REF: 63
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
18. The competition between Amtrak, Hertz, and Delta Airlines for the travelers’ dollar is
considered indirect competition because these services can be substituted for one another.
ANS: T PTS: 1 DIF: 2 REF: 63
OBJ: 3-2
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
19. Marketers do not need to continually assess competitors’ marketing strategies, as, the
success or failure of a product is independent of the competitive environment.
ANS: F PTS: 1 DIF: 1 REF: 64
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
20. As part of competitive strategy, some firms gain access to markets or new technologies
through acquisitions and mergers.
ANS: T PTS: 1 DIF: 2 REF: 64
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
21. Answering the competitive strategy question, “How should we compete?” requires
marketers to make marketing mix decisions that leave their firm at a competitive advantage in
the marketplace.
ANS: T PTS: 1 DIF: 2 REF: 64
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
Contemporary Marketing 14th Edition By
Gene Boone -Test Bank
To purchase this Complete Test Bank with Answers Click the link
Below
https://www.quizsol.com/product/contemporary-marketing-14th-edition-by-gene-boone-test-bank/
If face any problem or Further information contact us At
Description
INSTANT DOWNLOAD WITH ANSWERS
Contemporary Marketing 14th Edition by
Gene Boone -Test Bank
Sample Test
Chapter 3—The Marketing Environment, Ethics, and Social Responsibility
TRUE/FALSE
1. In addition to planning for change, marketers must set goals to meet concerns of
customers, employees, shareholders, and members of the general public.
ANS: T PTS: 1 DIF: 1 REF: 60
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
2. Change may sometimes be gradual and evolutionary, but it is more often the result of
crisis.
ANS: F PTS: 1 DIF: 2 REF: 60
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
,3. Alisha is working on a promotional campaign designed to take advantage of a newly
identified target market. She is working on environmental management.
ANS: T PTS: 1 DIF: 1 REF: 61
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
4. Environmental scanning collects external data, analyzes it, and determines whether the
trends identified are opportunities or threats to the company.
ANS: T PTS: 1 DIF: 1 REF: 61
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
5. Environmental management focuses on five environmental areas that include technical,
geo-political, ecological, strategic, and informational.
ANS: F PTS: 1 DIF: 2 REF: 61
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
6. Washington lobbyists for the tobacco and dairy industries are examples of environmental
management.
ANS: T PTS: 1 DIF: 1 REF: 61
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
7. Environmental management rarely works because marketers cannot hope to influence the
external environment, only respond to changes in it.
ANS: F PTS: 1 DIF: 1 REF: 61-62
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
8. Research and development efforts rarely influence changes to the technological
environment.
ANS: F PTS: 1 DIF: 1 REF: 62
OBJ: 3-1
NAT: AACSB Technology | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
9. A strategic alliance is a partnership among firms in which resources and capital are
combined to create competitive advantages in older, stagnating markets.
ANS: F PTS: 1 DIF: 1 REF: 62
,OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
10. Strategic alliances are necessary in countries such as China and Mexico where local laws
require foreign companies to work with local businesses.
ANS: T PTS: 1 DIF: 2 REF: 62
OBJ: 3-1
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
11. Utilities enjoying a monopoly in a local market are becoming increasingly visible in today’s
market environment as a result of the deregulation movement of the past three decades.
ANS: F PTS: 1 DIF: 2 REF: 62
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
12. A local cable company that offers services in cable, telephone, and Internet is made
possible by the deregulation movement.
ANS: T PTS: 1 DIF: 2 REF: 62
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
13. A large pharmaceutical company invents a microchip that can be implanted in people with
diabetes to provide time-released amounts of insulin. A patent for this invention will set up a
temporary oligopoly for the company.
ANS: F PTS: 1 DIF: 2 REF: 62
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
14. The most direct form of competition comes from marketers of dissimilar products, such as
a supermarket that locates next door to a hardware store.
ANS: F PTS: 1 DIF: 2 REF: 63
OBJ: 3-2
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
15. Six firms – GM, Ford, Chrysler, Toyota, Honda, and Nissan – share 90 percent of U.S. auto
sales. This is one of the reasons why the auto industry is considered a monopoly.
ANS: F PTS: 1 DIF: 2 REF: 63
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
, TYP: KN
16. If there are high start-up costs and other barriers to entry, an industry is less likely to
become an oligopoly.
ANS: F PTS: 1 DIF: 1 REF: 63
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
17. Marketing theory would define Starbucks, Caribou Coffee, and Dunkin’ Donuts as indirect
competitors because some coffee drinkers are particular about the brands they purchase.
ANS: F PTS: 1 DIF: 2 REF: 63
OBJ: 3-1
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
18. The competition between Amtrak, Hertz, and Delta Airlines for the travelers’ dollar is
considered indirect competition because these services can be substituted for one another.
ANS: T PTS: 1 DIF: 2 REF: 63
OBJ: 3-2
NAT: AACSB Reflective Thinking | CB&E Model Strategy | R&D Knowledge of general business
functions TYP: AP
19. Marketers do not need to continually assess competitors’ marketing strategies, as, the
success or failure of a product is independent of the competitive environment.
ANS: F PTS: 1 DIF: 1 REF: 64
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
20. As part of competitive strategy, some firms gain access to markets or new technologies
through acquisitions and mergers.
ANS: T PTS: 1 DIF: 2 REF: 64
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
21. Answering the competitive strategy question, “How should we compete?” requires
marketers to make marketing mix decisions that leave their firm at a competitive advantage in
the marketplace.
ANS: T PTS: 1 DIF: 2 REF: 64
OBJ: 3-2
NAT: AACSB Analytic | CB&E Model Strategy | R&D Knowledge of general business functions
TYP: KN
