What are the questions a marketing manager must answer in order to create effective segmentation?
What will be an ideal response?
The four questions are:
1. Is the segment of sufficient size to warrant investing in a unique value-creating strategy for that segment as a target market?
2. Is the segment readily identifiable and can it be measured?
3. Is the segment clearly differentiated on one or more important decisions when communicating the value of the product?
4. Can the segment be reached (in terms of both communication and physical product) in order to deliver the value of the product, and subsequently can it be effectively and efficiently managed?
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During the information management phase of multiparty negotiations, what group norms can specifically undermine effective discussions?
What will be an ideal response?
Which of the following is the second step of the performance success cycle?
a. assess b. talk c. think d. coach
Scenario 8.2
Use the following to answer the questions. Precision Brake Company is a supplier of brake components to the manufacturers of lawn tractors and 4-wheel ATVs. It also sells its products to independent repair centers, dealers, and other wholesalers in Northeast and Southern states. Precision Brake has done research on the demand for lawn tractors and found that most manufacturers are in the states of Kentucky, Tennessee, and Alabama. Research also shows that most of the dealers who sell directly to individual consumers are in the Midwestern states, while dealers who sell to small business landscaping companies tend to be located in the Northeastern states. Company executives are considering expansion of its distribution to markets in the Midwest. Refer to . Given the type of business market in which Precision Brake is currently operating, which group would it be least likely to sell to? A. Producers B. Governments C. Retailers D. Consumers E. Institutions
Criminal sanctions for accountants are limited to punitive fines
a. True b. False Indicate whether the statement is true or false