A ________ is a group of firms in a given industry that follow the same or similar strategy.

1. 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 Kotler / Armstrong, Chapter 18

2. 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 Kotler / Armstrong, Chapter 18

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

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

5. 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 Kotler / Armstrong, Chapter 18

6. 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 Kotler / Armstrong, Chapter 18

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

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

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

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

11. 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. Kotler / Armstrong, Chapter 18

12. 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. Kotler / Armstrong, Chapter 18

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

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

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

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

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

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

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

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

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

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

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

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

25. 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 Kotler / Armstrong, Chapter 18

26. 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 Kotler / Armstrong, Chapter 18

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

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

29. 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 Kotler / Armstrong, Chapter 18

30. 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 Kotler / Armstrong, Chapter 18

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

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

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

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

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

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

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

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

39. 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 Kotler / Armstrong, Chapter 18

40. 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 Kotler / Armstrong, Chapter 18