Marketing Management Chapter 20 Test
Bank
In addition to struggling in its attempt to enter the U.S. market, what trouble did UK
retailer Tesco experience in its domestic market?
A) Employee resentment at the new expansion
B) Lack of management attention to its stores in the UK
C) Confusion among UK consumers about the international expansion
D) Confusing messaging in the UK market
E) Excess inventory in UK stores - Answers -B) Lack of management attention to its
stores in the UK
Which of these was NOT identified as a problem with Tesco's failed expansion into the
U.S. market?
A) U.S. consumers weren't interested in fresh and healthy foods.
B) Stores weren't properly staffed.
C) Fresh food was not properly maintained.
D) New private-label products were not introduced.
E) U.S. customers were not accustomed to British-style ready meals. - Answers -A)
U.S. consumers weren't interested in fresh and healthy foods.
Once a firm expanding internationally has decided which markets to enter, what is the
next step in the decision-making process?
A) Deciding on the marketing organization
B) Deciding on the marketing program
C) Deciding how to enter those markets
D) Deciding how to adapt the product to the new market
E) Deciding how to reorganize domestic operations - Answers -C) Deciding how to enter
those markets
Which of these is a potential benefit of expanding globally?
A) Counteracting boredom among domestic staff by adding the excitement of
international business
B) Getting rid of excess inventory in the domestic supply chain
C) Pressuring domestic employees to improve performance
D) Pressuring domestic suppliers to improve performance
E) Transferring ideas and products from international operations back to the domestic
market - Answers -E) Transferring ideas and products from international operations
back to the domestic market
,Which of these benefits did Cinnabon realize from its marketing efforts in Central and
South America?
A) Bringing products developed there back to Hispanic consumers in the U.S. B)
Employee pride at serving international markets
C) Being named a cultural ambassador by the U.S. Trade Commission
D) Reducing company workload through economies of scale
E) Simplifying recruiting of U.S. employees - Answers -A) Bringing products developed
there back to Hispanic consumers in the U.S.
Which of the following is NOT a risk that firms must consider prior to expanding into
another country?
A) Not understanding the nuances of the other country's business culture
B) Not understanding the nuances of the other country's business regulations C)
Lacking skilled managers with international experience
D) Having business disrupted by commercial and political changes
E) Choosing countries too similar to their home market - Answers -E) Choosing
countries too similar to their home market
Once a firm decides to enter the international market, what is the next step in the
decision-making process?
A) Deciding on the marketing organization
B) Deciding on the marketing program
C) Deciding how to enter the market
D) Deciding how to adapt the product to the new market
E) Deciding which markets to enter - Answers -E) Deciding which markets to enter
Which decision by Unilever and Procter & Gamble has been vital to their success in
reaching underserved markets in developing countries?
A) Touting the eco-friendliness of their offerings
B) Emphasizing their outsider status
C) Emphasizing their products' stature in global markets
D) Offering products in smaller, less-expensive packages
E) Running harsh competitive ads in local media - Answers -D) Offering products in
smaller, less-expensive packages
How was Deere & Company able to make its 8R line of tractors successful in 130
countries, in both developing and developed economies?
A) By making it highly customizable
B) By emphasizing its U.S. origins
C) By teaching farmers around the world U.S. farming techniques
, D) Be centralizing all manufacturing in the U.S.
E) By undercutting local prices in nearly every market - Answers -A) By making it highly
customizable
Which of these is a challenge to selling in developing areas around the world?
A) Customers don't care about brand names.
B) Customers don't care about quality.
C) A marketing infrastructure may barely exist.
D) Consumers refuse to buy foreign goods.
E) It's impossible to figure out consumer needs. - Answers -C) A marketing
infrastructure may barely exist.
Which of these was NOT mentioned as a reason for Unilever's successful introduction
of TRESemmé in Brazil?
A) Collaborating with 40 big retailers
B) Courting fashion bloggers
C) Using social media outreach through Facebook
D) Distributing free samples
E) Keeping the brand name a secret until launch day - Answers -E) Keeping the brand
name a secret until launch day
How did Grameenphone successfully market cell phones to 35,000 villages in
Bangladesh?
A) Hiring local women as agents who leased phone time to other villagers
B) Using social media to build demand for mobile devices
C) Giving the phones away for free
D) Selling the phones but offering airtime away for no cost
E) Building demand through a text messaging campaign - Answers -A) Hiring local
women as agents who leased phone time to other villagers
WayToGrow Inc. is one of the most popular brands of toys in its home market. The
company decides to expand its business abroad and its board of directors feel that
instead of trying to establish its presence all at once in multiple markets, it is better to
expand one country at a time. This would limit their risk and allow them to analyze
customer response, after which they could expand to other similar countries.
WayToGrow is following a ________ approach
A) shotgun
B) continuous
C) born global
D) sprinkler
E) waterfall - Answers -E) waterfall
Bank
In addition to struggling in its attempt to enter the U.S. market, what trouble did UK
retailer Tesco experience in its domestic market?
A) Employee resentment at the new expansion
B) Lack of management attention to its stores in the UK
C) Confusion among UK consumers about the international expansion
D) Confusing messaging in the UK market
E) Excess inventory in UK stores - Answers -B) Lack of management attention to its
stores in the UK
Which of these was NOT identified as a problem with Tesco's failed expansion into the
U.S. market?
A) U.S. consumers weren't interested in fresh and healthy foods.
B) Stores weren't properly staffed.
C) Fresh food was not properly maintained.
D) New private-label products were not introduced.
E) U.S. customers were not accustomed to British-style ready meals. - Answers -A)
U.S. consumers weren't interested in fresh and healthy foods.
Once a firm expanding internationally has decided which markets to enter, what is the
next step in the decision-making process?
A) Deciding on the marketing organization
B) Deciding on the marketing program
C) Deciding how to enter those markets
D) Deciding how to adapt the product to the new market
E) Deciding how to reorganize domestic operations - Answers -C) Deciding how to enter
those markets
Which of these is a potential benefit of expanding globally?
A) Counteracting boredom among domestic staff by adding the excitement of
international business
B) Getting rid of excess inventory in the domestic supply chain
C) Pressuring domestic employees to improve performance
D) Pressuring domestic suppliers to improve performance
E) Transferring ideas and products from international operations back to the domestic
market - Answers -E) Transferring ideas and products from international operations
back to the domestic market
,Which of these benefits did Cinnabon realize from its marketing efforts in Central and
South America?
A) Bringing products developed there back to Hispanic consumers in the U.S. B)
Employee pride at serving international markets
C) Being named a cultural ambassador by the U.S. Trade Commission
D) Reducing company workload through economies of scale
E) Simplifying recruiting of U.S. employees - Answers -A) Bringing products developed
there back to Hispanic consumers in the U.S.
Which of the following is NOT a risk that firms must consider prior to expanding into
another country?
A) Not understanding the nuances of the other country's business culture
B) Not understanding the nuances of the other country's business regulations C)
Lacking skilled managers with international experience
D) Having business disrupted by commercial and political changes
E) Choosing countries too similar to their home market - Answers -E) Choosing
countries too similar to their home market
Once a firm decides to enter the international market, what is the next step in the
decision-making process?
A) Deciding on the marketing organization
B) Deciding on the marketing program
C) Deciding how to enter the market
D) Deciding how to adapt the product to the new market
E) Deciding which markets to enter - Answers -E) Deciding which markets to enter
Which decision by Unilever and Procter & Gamble has been vital to their success in
reaching underserved markets in developing countries?
A) Touting the eco-friendliness of their offerings
B) Emphasizing their outsider status
C) Emphasizing their products' stature in global markets
D) Offering products in smaller, less-expensive packages
E) Running harsh competitive ads in local media - Answers -D) Offering products in
smaller, less-expensive packages
How was Deere & Company able to make its 8R line of tractors successful in 130
countries, in both developing and developed economies?
A) By making it highly customizable
B) By emphasizing its U.S. origins
C) By teaching farmers around the world U.S. farming techniques
, D) Be centralizing all manufacturing in the U.S.
E) By undercutting local prices in nearly every market - Answers -A) By making it highly
customizable
Which of these is a challenge to selling in developing areas around the world?
A) Customers don't care about brand names.
B) Customers don't care about quality.
C) A marketing infrastructure may barely exist.
D) Consumers refuse to buy foreign goods.
E) It's impossible to figure out consumer needs. - Answers -C) A marketing
infrastructure may barely exist.
Which of these was NOT mentioned as a reason for Unilever's successful introduction
of TRESemmé in Brazil?
A) Collaborating with 40 big retailers
B) Courting fashion bloggers
C) Using social media outreach through Facebook
D) Distributing free samples
E) Keeping the brand name a secret until launch day - Answers -E) Keeping the brand
name a secret until launch day
How did Grameenphone successfully market cell phones to 35,000 villages in
Bangladesh?
A) Hiring local women as agents who leased phone time to other villagers
B) Using social media to build demand for mobile devices
C) Giving the phones away for free
D) Selling the phones but offering airtime away for no cost
E) Building demand through a text messaging campaign - Answers -A) Hiring local
women as agents who leased phone time to other villagers
WayToGrow Inc. is one of the most popular brands of toys in its home market. The
company decides to expand its business abroad and its board of directors feel that
instead of trying to establish its presence all at once in multiple markets, it is better to
expand one country at a time. This would limit their risk and allow them to analyze
customer response, after which they could expand to other similar countries.
WayToGrow is following a ________ approach
A) shotgun
B) continuous
C) born global
D) sprinkler
E) waterfall - Answers -E) waterfall
