A concept that is very close to the hierarchy of management, in which authority and responsibility flow in a clear and unbroken line from the highest to the lowest manager, is called the ____________________ principle.
Fill in the blank(s) with the appropriate word(s).
scalar
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Identify a true statement about upgrading during the expansion phase of a sales relationship.
A. To upgrade a customer, the salesperson must show that the initial purchase was not exactly what the customer needed. B. The objective of upgrading is to expand the seller's business by selling to the customer in bulk quantities. C. During the expansion phase of a relationship, salespeople dealing with less educated consumers should lend themselves to overselling. D. During a modified rebuy in the expansion phase, the salesperson should emphasize that the initial decision was a good one. E. During a modified rebuy, the salesperson should take advantage of the relationship with the customer to maximize sales.
Apollo Couriers, a company providing international express mail services, has a proactive customer communications team
The primary job of this team is to identify situations that led to customer dissatisfaction, and then provide quick remedies to fix the problems. To a great extent, this has helped Apollo in winning customer loyalty. In this instance, Apollo has benefitted from ________. A) product differentiation B) good service recovery C) multibranding D) place marketing E) co-branding
The Sarbanes-Oxley Act
A. prohibited corrupt foreign business practices, for example, bribing of foreign government officials. B. levelized import tariffs to prevent fraudulent behavior. C. established strict accounting and reporting rules to make senior managers more accountable and to improve and maintain investor confidence. D. removed barriers in the market among banking companies to prevent unethical insider trading. E. prohibited commercial banks from participating in the investment banking business to prevent unethical lending.
Use this information for questions that refer to the World Tennis Ball (WTB) Company case.World Tennis Ball Co. (WTB) makes tennis balls and sells them only in the United States. Raul Fernandez, the firm's marketing manager, is comparing his firm's distribution with two major competitors.1) WTB sells its products through four regional distributors, who then sell to 22 sporting goods wholesalers. The wholesalers sell to a total of 7,000 retail outlets. From its website, WTB also sells directly to any customer who will purchase a minimum quantity of 24 tennis balls. WTB cooperates with members of its channel but maintains some control through its economic power and leadership. It helps to direct the activities of the whole channel and tries to avoid or resolve channel conflicts.2)
American Tennis Ball (ATB) is a competitor that sells through two distributors-each with half the country. The distributors then sell through six sporting goods wholesalers, and they, in turn, sell to 1,000 retail outlets (split between two national sporting goods chains and two general merchandise stores). ATB and its channel make little effort to work together. However, because of a relatively low level of competition between the distributors, the wholesalers, or the retail stores, each member of the channel gives the product special attention.3) National Tennis Ball (NTB) sells its products through only three tennis specialty wholesalers that sell only to tennis clubs. NTB actually owns the wholesale firms that handle its products. NTB's balls are only available at certain tennis clubs and NTB limits coverage to only one club in a particular geographic area.If American Tennis Ball adds more wholesalers and more retail outlets, it is likely to A. prompt both vertical and horizontal channel conflict. B. create horizontal channel conflict. C. require that the largest wholesaler take over the channel captain role. D. lead to vertical channel conflict. E. increase trust and cooperation in the channel.