Oxford University Press | Online Resource Centre

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Question 1

Just how novel is the concept of relationship marketing (RM)?

a) It has only become globally important in the last decade.

b) It has only been influential in European B2B markets.

c) It has only gained a foothold in US service marketing contexts.

d) It has had a long history of development in cultures world wide, as well as in some Western economies.

Question 2

Which of the following elements does RM not embody?

a) An understanding of customer retention as opposed to mere customer attraction.

b) An emphasis on purely economic exchanges.

c) A recognition of the need to integrate quality and customer service.

d) The extension of RM to a range of stakeholders.

Question 3

Which of these relationship dynamics are not important to international marketers?

a) The significance of pre-existing relationships between competitors and local agents.

b) Utilizing the knowledge of local personal contacts.

c) The mind-set to ignore a potential local partner's wishes if they do not coincide exactly with the firm's own global expansion plans.

d) The possible barriers formed by the closeness of intra-cultural relations.

Question 4

The concept of quanxi refers to which of the following?

a) A regional province in China.

b) The system of enterprise groups in Japan.

c) Simply the Chinese word for 'relationship marketing'.

d) A complex Chinese business approach built on personal connections that is based partly on reciprocity.

Question 5

In a truly network approach to global relationship management, a firm takes which of the following views?

a) It attempts to build positions in global networks that involve direct and indirect relationships to every stakeholder.

b) It seeks market share at the expense of the competition.

c) It aims to add value in cross-border relationships.

d) It assumes the marketing environment to be beyond its control.

Question 6

Global supply chain relations between retail supermarkets and their suppliers (manufacturers and/or farmers) can best be characterized as:

a) entirely harmonious, with mutual benefit for all participants.

b) often adversarial, and even sometimes unethical.

c) having a locus of power that rests with the producers/suppliers.

d) especially close when involving retailers whose stores are based in Western economies.

Question 7

Which of the following achievements cannot be attributed to political alliances formed between large business organizations and governmental bodies?

a) The EU Single European Act.

b) Almost every market-opening move undertaken by the US in recent years.

c) The alleged dumping of cheap meat in Mexico by US exporters.

d) Increasing levels of 'fair trade' between Western and so-called Third World economies.

Question 8

What is the view of the RM approach to internal (intra-organizational) relationships? They should:

a) be left alone to take care of themselves.

b) allow the marketing department to dominate all decision-making.

c) reflect the needs of individual employees, trade unions and different functional departments.

d) give Head Office staff a much greater say in customer relations than staff working in international regional subsidiaries.

Question 9

Which of the following aims is arguably not legitimate under an RM approach for an organization such as a bank seeking to introduce IT-mediated CRM strategies?

a) Seeing it as a pure cost cutting exercise.

b) Allowing clients some say in how their accounts are run.

c) Encouraging dialogue between the firm and its customers.

d) Enabling some sort of human interaction where possible.

Question 10

What is one of the greatest challenges facing international marketing managers in terms of RM?

a) Designing the optimum website for all trading exchanges.

b) Assessing the extent to which relational aspects of B2B exchanges can have the same impact in global B2C markets.

c) Using promotional tools to 'buy' customer loyalty.

d) Deciding which customers should be 'ignored?

Oxford University Press, Online Resource Centre, Chapter 13.

Chapter 13

Instructions