IMT 40 Marketing Management M1

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IMT 40 Marketing Management M1

PART– A
1. What do you understand by marketing concept? Distinguish between marketing concept and production
concept ?
2. What are the components of country analysis. Why is country analysis considered a vital diagnostic tool
by companies going global.
3. How does research improve decision making in marketing. What are the types of marketing research
methods?
4. How can companies emotionally connect with its customers? Give some examples to show the
emotional connect between companies and customers.
5. Which variables are used to segment organisational markets?
PART– B
1. Marketing mix is the most versatile tool to create the desired positioning. Explain.
2. Give the classification of consumer products.
3. What are new generation products? Is it possible for technology based companies to ignore new
generation products for long ?
4. Outline the factors that influence pricing decisions.
5. Explain the various types of retail formats. Does the emergence of Modern Trade (MT) pose a serious
threat to the existance of Traditional retail ?
PART– C
1. What is the basic purpose of sales promotion ? How can a new sales promotion scheme be tested?
2. List down the various methods of establishing the advertising expenditure. Why does “ percentage of
sales method” continue to be a popular method for setting advertising budget?
3. Most companies seem to be allocating more funds to non-media advertising. Comment on this trend.
4. List the selling skills every aspiring salesperson should learn.
5. Under what conditions “ Hold Objective” the best form of competeive marketing strategy.
CASE STUDY – I
Print Media under serious threat
Bennett , Coleman & Co. Ltd., better known as the publisher of English daily The Times of India, is India’s
largest media group. Bennett, Coleman & Co. Ltd. is the flagship company of The Times Group.
The Times Group has: 11 publishing centers ,15 printing centers , 55 sales offices ,over 7000 employees ,5
dailies including two of the largest in the country . Add to that 2 lead magazines and 29 niche magazines .The
combined reach of group publications was in 2,468 cities and towns of the country.
Mr. Vineet Jain, the CEO of Bennett , Coleman & Co. Ltd., wore a worried looked at a hurriedly summoned
meeting of print media barons at Mumbai. The subject of his worry was an article that he read in Wall Street
Journal, Washington DC. In his speech to the other print media owners he read out the excerpts from the article
“ Search engine marketing expenditures will grow 14% this year, jumping from $14.6 billion in 2009 to $16.6
billion by the end of December, according to research from the Search Engine Marketing Professional
Organization (SEMPO).
This growth does not come without some trepidation, however. SEMPO found that measuring return on
investment is the biggest challenge facing marketers.
Where’s the money coming from? Nearly half (49%) of respondents indicated they are reallocating budgets to
search engine marketing from print advertising. More than a third (36%) are shifting money away from direct
mail, and almost a quarter are moving budgets from conferences and exhibitions (24%) and Web display
advertising (23%).
Google, unsurprisingly, is the big beneficiary of this trend. Nearly all (97%) respondents are paying to advertise
on Google AdWords. Of these, almost three quarters (71%) pay to advertise on the Google search network
while 56% use the Google content network (keyword targeted).
Google is apparently maximizing its dominance. More than half of advertisers (56%) and agencies (62%) say
that Google keywords have become more expensive over the last year. Meanwhile, only around a third of
advertisers noted an increase in Yahoo (32%) and Bing (29%) keyword costs.
Leaving Google aside, marketers named personalization of search results and the rise of local search were two
trends worth watching.
The report is based on an online survey which was fielded during January and February among SEMPO and
Econsultancy members. Results were collected from 1,471 respondents, including 527 advertisers and 944
supply-side respondents carrying out search engine marketing on behalf of clients (including agencies or
consultants).” Marketing Management
Mr. Vineet Jain wanted print media barons to dwell upon how much of a challenge does internet media offer to
print media. The situation appeared disturbing, while the circulation of newspapers and niche magazines was
going up, the ad revenue was not going up in the same proportion. Most blue chip clients on advise from their
ad agencies earmarked larger budgets to online media year on year basis. In their meeting, the media barons
were unanimous that personal selling efforts by sales team need to be bolstered to meet up the traditional
clients and get a larger part of media budget.
Questions
1. How serious is the threat to revenues of print media by online media in India?
2. How can newspaper groups apply the principles of CRM to bind more with their customers i.e. clients
who contribute by way of advertising revenue?
3. Bennett, Coleman and Co, the foremost media group, showed the way to the newspaper industry on
how to thwart this challenge from online media? Mr. Vineet Jain decided to implement the new sales
training program to upgrade the skills of his sales and marketing team. What should be the objectives
and the structure of this training program?
CASE STUDY-II
Revamp the Sales organization – American MNC
A U.S. owned manufacturing company operating globally with 45,000 employees. They supply a wide range of
customers in a vast range of markets including the automotive, aeronautical, and manufacturing sectors. The
company looks to revamp its sales organization structure as the CEO feels the present product based structure
is not in line with the new market realities facing the company.
There are two key elements to their sales strategy:
(1) To develop an Account Management approach to the most significant direct customers
The sales organization has historically been product division based. The move to account management will
provide in a single point of contact for the customer, with the account managers having a resource management
role, providing the right resources to the customer as required.
(2) Developing the distributor network to service the non-direct accounts
This third party channel will be increasingly important in getting company’s clients products and services to the
mass market.
Working with the Vice President of Sales Europe, senior sales management, and the European learning and
Development Team we have developed a “learning ladder” which provides an ongoing development programme
for sales people as they progress through the organisation. Key elements of the programme are: Marketing Management
? Core selling skills – this provides the foundation training
? Account Management, for people moving from a territory based role to working with major accounts
? Working with Distributors, for people who move into the distribution channel rather than key accounts
? Negotiation, as this is a core skill for the whole sales team
Specific programmes are also available on presentation skills, understanding finance, and a programme specific
to the office based sales team who support the field operation.
Each programme takes a blended learning approach, which involves participants in self-study work as well as
attending short duration practically based workshops. Finally, sales managers attend a coaching programme, to
enable them to develop their coaching kills back in the field – this is a key activity in enabling the salespeople to
implement what they have learned during the programmes.
Questions:
1. Critically examine the account management approach to handle the key customers.
2. Outline the difference in selling process to meet up with the requirements of key accounts and those that of
distributor network
3. What are the challenges of revamping the functioning of sales teams in global organizations?

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