Question 1

What are the levels of competition in the organization's external environment

Accepted Answer

.Desire competitors (immediate desires a consumer might want to satisfy)
.Generic competitors (other ways a consumer can satisfy a particular desire)
.Service form competitors (other service forms that can satisfy an audience's desire)
.Enterprise competitors (other enterprises offering the same service form)

Question 2

In the macroenvironment, the aging of the population is an example of

Accepted Answer

A)  Technological change 
B)  Demographic change 
C)  Political - Legal change 
D)  Economic change 
E)  Social - cultural change 
A)  Technological change 
B)  Demographic change 
C)  Political - Legal change 
D)  Economic change 
E)  Social - cultural change B

Question 3

St. Francis hospital can evaluate its competition by

Accepted Answer

A)  identifying the physicians who are referring patients to St. Francis 
B)  consulting St. Francis's internal client marketing research data 
C)  examining other organizations that are trying to achieve the same social goals 
D)  analyzing its own weaknesses in meeting patient satisfaction goals 
E)  increasing its advertising and seeing how other hospitals respond 
A)  identifying the physicians who are referring patients to St. Francis 
B)  consulting St. Francis's internal client marketing research data 
C)  examining other organizations that are trying to achieve the same social goals 
D)  analyzing its own weaknesses in meeting patient satisfaction goals 
E)  increasing its advertising and seeing how other hospitals respond C

Question 4

According to the authors, objectives should specify

Accepted Answer

A)  why the direction has been chosen 
B)  target audience behavior or set of behaviors 
C)  the purpose of the organization in taking certain actions 
D)  specific numerical benchmarks 
E)  responsibility for specific proposed actions 
A)  why the direction has been chosen 
B)  target audience behavior or set of behaviors 
C)  the purpose of the organization in taking certain actions 
D)  specific numerical benchmarks 
E)  responsibility for specific proposed actions

Question 5

Which of the following is NOT true about the mission of an organization?

Accepted Answer

A)  It should not be too ambitious 
B)  It ensures the organization conforms to the norms of its field 
C)  It should not demotivate those working for the organization 
D)  It should be feasible 
E)  It should be distinctive 
A)  It should not be too ambitious 
B)  It ensures the organization conforms to the norms of its field 
C)  It should not demotivate those working for the organization 
D)  It should be feasible 
E)  It should be distinctive

Question 6

What are the forces in the macroenvironent that affect the organization>

Accepted Answer

.Demographic
.Econom

Question 7

If the art museum is experiencing poor attendance because it has targeted senior citizens who are going to the area's natural history museum, the cause may be poor marketing competitive assessment at the level of

Accepted Answer

A)  desire competition 
B)  service form competitors 
C)  generic competition 
D)  enterprise competition 
E)  all of the above 
A)  desire competition 
B)  service form competitors 
C)  generic competition 
D)  enterprise competition 
E)  all of the above

Question 8

Strategic marketers in nonprofit organizations typically need to influence which of the following constituencies?

Accepted Answer

A) clients or customers 
B) target audiences 
C)  funding sources (individual donors and corporate sponsors) 
D)  volunteers 
E)  all of the above 
A) clients or customers 
B) target audiences 
C)  funding sources (individual donors and corporate sponsors) 
D)  volunteers 
E)  all of the above

Question 9

According to the authors, A 15% increase in the monthly number of senior citizens using services of the senior citizen's center each month is

Accepted Answer

A)  an objective 
B)  a goal 
A)  an objective 
B)  a goal

Question 10

The organization's effort to update the organization's mission, objectives and goals and a systematic big picture consideration of organizational alternatives is called

Accepted Answer

A)  Organizational Marketing Plan Process 
B)  Campaign Marketing Plan Process 
C)  Portfolio Planning 
D)  Internal Environmental assessment 
E)  The Strategic Plan 
A)  Organizational Marketing Plan Process 
B)  Campaign Marketing Plan Process 
C)  Portfolio Planning 
D)  Internal Environmental assessment 
E)  The Strategic Plan

Question 11

Which of the following statements reflects a corporate culture?

Accepted Answer

A)  Competitors are viewed as benign and cooperative 
B)  Staff are not expected to produce results, because they are "doing good!" 
C)  Strategic thinking replaces uncoordinated programs (Challenging; p 72) 
D)  Management's way of thinking is not communicated to line employees 
E)  all of the above 
A)  Competitors are viewed as benign and cooperative 
B)  Staff are not expected to produce results, because they are "doing good!" 
C)  Strategic thinking replaces uncoordinated programs (Challenging; p 72) 
D)  Management's way of thinking is not communicated to line employees 
E)  all of the above

Question 12

In the organization's external environment, what key target audiences must be served?

Accepted Answer

.Potential clients
.Potential

Question 13

Which of the following is a reason that a social service culture can go on unchanged for years

Accepted Answer

A)  The organization is undertaking something the public truly needs, with high demand and little competition 
B)  They have changes at the top, and are reluctant to change the previous regime's way of doing things for fear of offending donors and volunteers 
C)  funding sources insist on correcting misdirected and wasted approaches 
D)  Outside consultants are brought in as a catalyst 
E)  Competition from both enterprise and service form are aggressive 
A)  The organization is undertaking something the public truly needs, with high demand and little competition 
B)  They have changes at the top, and are reluctant to change the previous regime's way of doing things for fear of offending donors and volunteers 
C)  funding sources insist on correcting misdirected and wasted approaches 
D)  Outside consultants are brought in as a catalyst 
E)  Competition from both enterprise and service form are aggressive

Question 14

What are the elements of the Organizational Strategic Marketing Planning Process?

Accepted Answer

.Analysis of the internal environment (g

What are the levels of competition in the organization's external environment

In the macroenvironment, the aging of the population is an example of

St. Francis hospital can evaluate its competition by

According to the authors, objectives should specify

Which of the following is NOT true about the mission of an organization?

What are the forces in the macroenvironent that affect the organization>

If the art museum is experiencing poor attendance because it has targeted senior citizens who are going to the area's natural history museum, the cause may be poor marketing competitive assessment at the level of

Strategic marketers in nonprofit organizations typically need to influence which of the following constituencies?

According to the authors, A 15% increase in the monthly number of senior citizens using services of the senior citizen's center each month is

The organization's effort to update the organization's mission, objectives and goals and a systematic big picture consideration of organizational alternatives is called

Which of the following statements reflects a corporate culture?

In the organization's external environment, what key target audiences must be served?

Which of the following is a reason that a social service culture can go on unchanged for years

What are the elements of the Organizational Strategic Marketing Planning Process?

The Growth and Development of Nonprofit Marketing

Developing a Customer-Centered Mindset

Understanding Consumer Behavior

Acquiring and Using Marketing Information

Segmentation, Positioning, and Branding

Branding

Managing the Organizationâs Offerings

Developing and Launching New Offerings

Managing Perceived Costs

Facilitating Marketing Behaviors

Formulating Communications Strategies

Managing Communications: Advertising and Personal Persuasion

Managing Public Media and Public Advocacy

Generating Funds

Attracting Human Resources: Staff, Volunteers, and Boards

Working With the Private Sector

Organizing for Implementation

Marketing Evaluation, Monitoring, and Control

Comprehensive Exploration of Nonprofit Marketing

Filters

Exam 3: Strategic Marketing Planning

What are the levels of competition in the organization's external environment

In the macroenvironment, the aging of the population is an example of

St. Francis hospital can evaluate its competition by

According to the authors, objectives should specify

Which of the following is NOT true about the mission of an organization?

What are the forces in the macroenvironent that affect the organization>

If the art museum is experiencing poor attendance because it has targeted senior citizens who are going to the area's natural history museum, the cause may be poor marketing competitive assessment at the level of

Strategic marketers in nonprofit organizations typically need to influence which of the following constituencies?

According to the authors, A 15% increase in the monthly number of senior citizens using services of the senior citizen's center each month is

The organization's effort to update the organization's mission, objectives and goals and a systematic big picture consideration of organizational alternatives is called

Which of the following statements reflects a corporate culture?

In the organization's external environment, what key target audiences must be served?

Which of the following is a reason that a social service culture can go on unchanged for years

What are the elements of the Organizational Strategic Marketing Planning Process?

The Growth and Development of Nonprofit Marketing

Developing a Customer-Centered Mindset

Understanding Consumer Behavior

Acquiring and Using Marketing Information

Segmentation, Positioning, and Branding

Branding

Managing the Organizationâs Offerings

Developing and Launching New Offerings

Managing Perceived Costs

Facilitating Marketing Behaviors

Formulating Communications Strategies

Managing Communications: Advertising and Personal Persuasion

Managing Public Media and Public Advocacy

Generating Funds

Attracting Human Resources: Staff, Volunteers, and Boards

Working With the Private Sector

Organizing for Implementation

Marketing Evaluation, Monitoring, and Control

Comprehensive Exploration of Nonprofit Marketing

Filters