1. Kotler / Armstrong, Chapter 18
The process of identifying key competitors; assessing their objectives, strategies, strengths, weaknesses, and reaction patterns; and selecting which competitors to attack and avoid is known as _____.
competitive marketing
competitive intelligence
competitor analysis
competitor mining

2. Kotler / Armstrong, Chapter 18
The process of identifying key competitors; assessing their objectives, strategies, strengths, weaknesses, and reaction patterns; and selecting which competitors to attack and avoid is known as _____.
competitive marketing
competitive intelligence
competitor analysis
competitor mining

3. Kotler / Armstrong, Chapter 18
“Competitive advantage” requires a firm to deliver more value and satisfaction to target consumers than _______.
competitors
suppliers
channel members
middlemen

4. Kotler / Armstrong, Chapter 18
“Competitive advantage” requires a firm to deliver more value and satisfaction to target consumers than _______.
competitors
suppliers
channel members
middlemen

5. Kotler / Armstrong, Chapter 18
A ______ is used by a company to profile its direct and indirect competitors by mapping the steps buyers take in obtaining and using the products.
means-end chain
competitor map
chain-linking
PLC grid

6. Kotler / Armstrong, Chapter 18
A ______ is used by a company to profile its direct and indirect competitors by mapping the steps buyers take in obtaining and using the products.
means-end chain
competitor map
chain-linking
PLC grid

7. Kotler / Armstrong, Chapter 18
A ________ is a group of firms in a given industry that follow the same or similar strategy.
cartel
strategic group
business cohort
conglomerate

8. Kotler / Armstrong, Chapter 18
A ________ is a group of firms in a given industry that follow the same or similar strategy.
cartel
strategic group
business cohort
conglomerate

9. Kotler / Armstrong, Chapter 18
______ has become a powerful tool for increasing your company’s competitiveness.
Benchmarking
Reality-checkmate
Direct costing
Price cutting

10. Kotler / Armstrong, Chapter 18
______ has become a powerful tool for increasing your company’s competitiveness.
Benchmarking
Reality-checkmate
Direct costing
Price cutting

11. Kotler / Armstrong, Chapter 18
Which of the following is not performed when assessing competitors?
determining competitors’ objectives
estimating competitors’ reactions
analyzing competitors’ strengths and weaknesses
All of the above are tasks used to assess competitors.

12. Kotler / Armstrong, Chapter 18
Which of the following is not performed when assessing competitors?
determining competitors’ objectives
estimating competitors’ reactions
analyzing competitors’ strengths and weaknesses
All of the above are tasks used to assess competitors.

13. Kotler / Armstrong, Chapter 18
A useful tool for assessing competitors’ strengths and/or weaknesses is a ______.
means-end chain
competitive preview
customer value analysis
competitive map locator

14. Kotler / Armstrong, Chapter 18
A useful tool for assessing competitors’ strengths and/or weaknesses is a ______.
means-end chain
competitive preview
customer value analysis
competitive map locator

15. Kotler / Armstrong, Chapter 18
A company really needs and benefits from competitors.
true
false

16. Kotler / Armstrong, Chapter 18
A company really needs and benefits from competitors.
true
false

17. Kotler / Armstrong, Chapter 18
A “Competitive Intelligence System” will first identify the vital types of information and their sources.
true
false

18. Kotler / Armstrong, Chapter 18
A “Competitive Intelligence System” will first identify the vital types of information and their sources.
true
false

19. Kotler / Armstrong, Chapter 18
What are the three stages in approaching your marketing strategy?
entrepreneurial, formulated, intrepreneurial
intrepreneurial, segmented, formulated
segmented, formulated, intrepreneurial
mass marketing, segmented, entrepreneurial

20. Kotler / Armstrong, Chapter 18
What are the three stages in approaching your marketing strategy?
entrepreneurial, formulated, intrepreneurial
intrepreneurial, segmented, formulated
segmented, formulated, intrepreneurial
mass marketing, segmented, entrepreneurial

21. Kotler / Armstrong, Chapter 18
Which of the following competitive strategies does the worst (according to your text)?
overall cost leadership
middle-of-the-road
focus
differentiation

22. Kotler / Armstrong, Chapter 18
Which of the following competitive strategies does the worst (according to your text)?
overall cost leadership
middle-of-the-road
focus
differentiation

23. Kotler / Armstrong, Chapter 18
Which of the following is not one of the value disciplines proposed by Treacy and Wiersema?
operational excellence
customer intimacy
price leadership
product leadership

24. Kotler / Armstrong, Chapter 18
Which of the following is not one of the value disciplines proposed by Treacy and Wiersema?
operational excellence
customer intimacy
price leadership
product leadership

25. Kotler / Armstrong, Chapter 18
A company is practicing ______ when it provides superior value by offering a continuous stream of leading-edge products or services.
operational excellence
customer intimacy
price/cost excellence
product leadership

26. Kotler / Armstrong, Chapter 18
A company is practicing ______ when it provides superior value by offering a continuous stream of leading-edge products or services.
operational excellence
customer intimacy
price/cost excellence
product leadership

27. Kotler / Armstrong, Chapter 18
The firm in an industry with the largest market share is called the _______.
market leader
industry skimmer
market challenger
market maker

28. Kotler / Armstrong, Chapter 18
The firm in an industry with the largest market share is called the _______.
market leader
industry skimmer
market challenger
market maker

29. Kotler / Armstrong, Chapter 18
Attempting to expand the total demand for its brand, a market leader might ______.
encourage more usage of the product
promote new uses for the product
find new uses for the product
all of the above

30. Kotler / Armstrong, Chapter 18
Attempting to expand the total demand for its brand, a market leader might ______.
encourage more usage of the product
promote new uses for the product
find new uses for the product
all of the above

31. Kotler / Armstrong, Chapter 18
Studies have found that, on average, profits _____ with increases in market share.
double
rise
bubble
flatten out

32. Kotler / Armstrong, Chapter 18
Studies have found that, on average, profits _____ with increases in market share.
double
rise
bubble
flatten out

33. Kotler / Armstrong, Chapter 18
There are really no advantages to being a market follower.
true
false

34. Kotler / Armstrong, Chapter 18
There are really no advantages to being a market follower.
true
false

35. Kotler / Armstrong, Chapter 18
What is the key idea when using a niching strategy?
operational excellence
customer leadership
material excellence
specialization

36. Kotler / Armstrong, Chapter 18
What is the key idea when using a niching strategy?
operational excellence
customer leadership
material excellence
specialization

37. Kotler / Armstrong, Chapter 18
A ______-centered company develops a fighter orientation, watches for weaknesses in its own position, and searches out competitors’ weaknesses.
customer
competitor
product
market

38. Kotler / Armstrong, Chapter 18
A ______-centered company develops a fighter orientation, watches for weaknesses in its own position, and searches out competitors’ weaknesses.
customer
competitor
product
market

39. Kotler / Armstrong, Chapter 18
A ______-centered company, by watching customer needs evolve, is in a good position to identify new opportunities and set long-run strategies that make sense.
customer
competitor
product
market

40. Kotler / Armstrong, Chapter 18
A ______-centered company, by watching customer needs evolve, is in a good position to identify new opportunities and set long-run strategies that make sense.
customer
competitor
product
market