Examination Paper of
Marketing Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____
type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was
developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves
a deliberate and careful choice of
organization, product, price promotion,
place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into
implementation cost and is then divided by
gains by improvements in productivity is called
(1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____
type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was
developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves
a deliberate and careful choice of
organization, product, price promotion,
place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into
implementation cost and is then divided by
gains by improvements in productivity is called
(1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering
|
VI.
|
Pricing
strategy used to set prices of
products that are must be used with |
|
main
product is called
|
(1)
|
a)
Optional Product Pricing
b) Product Line Pricing
c) Competitive Pricing
d) Captive Product Pricing e
· This section consists of multiple choices and Short Notes type questions.
· Answer all the questions.
· Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through
which companies set lower prices to
gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that
target market segments very
broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a
characteristic of “Market Introduction
Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this
stage
d) Slow sales volume to start
e) There is little or no
competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of 'Pricing Strategies'? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
· This section consists of Caselets.
· Answer all the questions.
· Each Caselet carries 20marks.
· Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers,
the Westside Business Computers and Equipment Company grew to be a leader in its field, with
sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It
became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But
the president of the company, Mr. Desai, soon realized that the organization structure, which
had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in
charge of production, purchasing, finance, marketing, personnel, engineering, and research and
development. In its growth, the company had expanded its product lines beyond business
computers to include photocopying machines, projectors, and motion-picture cameras. As time
passed on, concern had arisen that its organization structure did not provide for profit
responsibility below the office of the president, did not appear to fit the far-flung nature of the
business now being conducted in many foreign countries, and seemed to emphasize the "walls"
impeding effective coordination between the functional departments of marketing, production,
and engineering. There seemed to be too many decisions that could not be made at any level
lower than the president's office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign
divisions, each with complete profit responsibility. However, after this reorganization was in
effect, he began to feel that the divisions were not adequately controlled. There developed
considerable duplication in purchasing and personnel functions, each division manager ran his
or her operations without regard to company policies and strategies, and it became apparent to
the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses,
Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew
some of the authority delegations to the division managers and required them to get top
corporate management approval on such important matters as (1) any capital expenditures
over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies
and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their
independence taken away from them. They openly complained that the company was not very
sure about the organizational structure that it wants to follow. The president, worried about
his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a twoweek trip auditing customer accounts and prospective accounts in the southern states. His
primary intention was to do follow-up work on prospective accounts contacted by sales staff
members during the past six months. Prospective clients were usually furniture dealers or
large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts
were fictitious. The people had obviously turned in falsely documented field reports and
expense statements. Company salespeople had actually called upon 3 of 22 reported furniture
stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed
approximately 85 percent of the goodwill contacts. Further study showed that all salespeople
had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were
experienced senior individuals. Angry as he was, he would have preferred, firing them. But
he was responsible for sales and realized that replacing the staff would seriously cripple the
sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false
reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of
marketing? (15)
2. What are the goals or objectives of marketing? (15)
S-2-010619
· This section consists of Applied Theory Questions.
· Answer all the questions.
· Each question carries 15marks.
· Detailed information should form the part of your answer (Word limit 200 to 250
words).
END OF SECTION C
END OF SECTION B
b) Product Line Pricing
c) Competitive Pricing
d) Captive Product Pricing e
· This section consists of multiple choices and Short Notes type questions.
· Answer all the questions.
· Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through
which companies set lower prices to
gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that
target market segments very
broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a
characteristic of “Market Introduction
Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this
stage
d) Slow sales volume to start
e) There is little or no
competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of 'Pricing Strategies'? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
· This section consists of Caselets.
· Answer all the questions.
· Each Caselet carries 20marks.
· Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers,
the Westside Business Computers and Equipment Company grew to be a leader in its field, with
sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It
became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But
the president of the company, Mr. Desai, soon realized that the organization structure, which
had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in
charge of production, purchasing, finance, marketing, personnel, engineering, and research and
development. In its growth, the company had expanded its product lines beyond business
computers to include photocopying machines, projectors, and motion-picture cameras. As time
passed on, concern had arisen that its organization structure did not provide for profit
responsibility below the office of the president, did not appear to fit the far-flung nature of the
business now being conducted in many foreign countries, and seemed to emphasize the "walls"
impeding effective coordination between the functional departments of marketing, production,
and engineering. There seemed to be too many decisions that could not be made at any level
lower than the president's office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign
divisions, each with complete profit responsibility. However, after this reorganization was in
effect, he began to feel that the divisions were not adequately controlled. There developed
considerable duplication in purchasing and personnel functions, each division manager ran his
or her operations without regard to company policies and strategies, and it became apparent to
the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses,
Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew
some of the authority delegations to the division managers and required them to get top
corporate management approval on such important matters as (1) any capital expenditures
over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies
and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their
independence taken away from them. They openly complained that the company was not very
sure about the organizational structure that it wants to follow. The president, worried about
his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a twoweek trip auditing customer accounts and prospective accounts in the southern states. His
primary intention was to do follow-up work on prospective accounts contacted by sales staff
members during the past six months. Prospective clients were usually furniture dealers or
large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts
were fictitious. The people had obviously turned in falsely documented field reports and
expense statements. Company salespeople had actually called upon 3 of 22 reported furniture
stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed
approximately 85 percent of the goodwill contacts. Further study showed that all salespeople
had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were
experienced senior individuals. Angry as he was, he would have preferred, firing them. But
he was responsible for sales and realized that replacing the staff would seriously cripple the
sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false
reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of
marketing? (15)
2. What are the goals or objectives of marketing? (15)
S-2-010619
· This section consists of Applied Theory Questions.
· Answer all the questions.
· Each question carries 15marks.
· Detailed information should form the part of your answer (Word limit 200 to 250
words).
END OF SECTION C
END OF SECTION B
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