Wednesday, May 6, 2020

Essentials of Marketing a Marketing Strategy Planning

Chapter 03 Evaluating Opportunities in the Changing Marketing Environment True / False Questions 1. The marketing manager can control the variables in the marketing environment. True False 2. Company objectives should shape the direction and operation of the whole business. True False 3. Earning a profit probably should be one of the objectives of a firm, but it should not be the only one. True False 4. A mission statement sets out the organization s basic purpose for being. True False 5. A mission statement can help a manager decide which opportunities to pursue and which to screen out. True False 6. A mission statement sets out the strengths and weaknesses of†¦show more content†¦Technical skills and equipment affect how an economy s resources are converted to output. True False 31. Interest rates usually decrease during periods of inflation. True False 32. Compared to some countries in Latin America, the rate of inflation in the U.S. is low. True False 33. Technology is the application of science to convert an economy s resources to output. True False 34. Technology affects marketing through new products and new processes. True False 35. Technological advances like the World Wide Web and the Internet are leading to big advances in business. True False 36. Changes in technology can have major impacts on marketing strategy planning. True False 37. Technology provides new opportunities and new challenges for marketers. True False 38. Placing the interests of individual consumers before the interests of business is nationalism. True False 39. Nationalism--or the emphasis on a country s interests before anything else--may affect the work of some marketing managers. True False 40. Regional groupings of nations outside the United States have little effect on the decisions of marketing managers whose firms are headquartered in the U.S. True False 41. Strong sentiments of nationalism facilitate growth in importing and exporting. True False 42. 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