UEH UNIVERSITY

COLLEGE OF BUSINESS

SCHOOL OF INTERNATIONAL BUSINESS & MARKETING

FINAL EXAM REPORT

SUBJECT:

BUSINESS MARKETING

Lecturer: Master Hoang Cuu Long

Full Name: Nguyễn Phước Lộc - Class: IBC04

Student’s Number: 31201025486

Class Code: 22C1MAR50315701

 UEH UNIVERSITY

COLLEGE OF BUSINESS

SCHOOL OF INTERNATIONAL BUSINESS & MARKETING

FINAL EXAM REPORT

SUBJECT:

BUSINESS MARKETING

Lecturer: Master Hoang Cuu Long

Full Name: Nguyễn Phước Lộc - Class: IBC04

Student’s Number: 31201025486

Class Code: 22C1MAR50315701

Question 4/Page 213
A company marketer's marketing plan should include developing product strategies
for existing (or established) individualIproducts (or product items) andIproduct lines
(a collection of relatedIproduct items). Business marketing organizations should
follow the procedures below to achieve this.
1. Use a product assessment matrix to assess the performance of all currently
available items or product lines (see Table 1.1).
2. Compare theIrelative advantages and disadvantages of theIcompany's goods to
those of its rivals using the perceptual mapping approach.
3. Determine the product strategy for the current product lines, including which
productsIshould be kept (or continued), whichIproducts shouldIbe updated, which
goods or product lines shouldIbe discontinued, and which newIproduct items should
be added, based on the analysis done above.

Table 1.1. Product Evaluation Matrix

Perceptual MappingITechnique Perceptual mappingItechnique is used toIstudy the
strengthsIand weaknessesIof a firm’s productIin comparisonIto that of competitors.
Three product Z manufacturers' positions are depicted in Table 1.2. According to a
marketing research study done by company A, business customers value product
quality and customer service equally when making a purchase. Table 1.2 displays
the ratings for these two traits that customers believe the three major supplier
companies should get.

Table 1.2. PerceptualIMapping Technique

The company marketerIcan now choose one of the following approach alternatives
basedIon the two techniques—product assessment matrix andIperceptual mapping:
1. Continue using theIproduct and the marketing plan.
2. Change the marketing approach or the product.
3. Do away with (or discontinue) the item or the product line.
4. Include new merchandise or product groups.
Finding the reasons behind subpar product performance is crucial. Sales, market
share, and profitability are examples of quantitative performance metrics that cannot
reveal the root causes of subpar product performance. Understanding consumer
perceptions will be helpful, especially the perspectives of those in sales, design,
R&D, manufacturing, finance, and marketing. A product's inadequate performance
will have a variety of contributing variables (or reasons), according to the business
enterprise. The company canIthen implement corrective measures suchIas product
changes (or enhancements), cost savings, modifying the marketing mix in terms of
pricing, promotion, or market coverage, enhancing product quality, expanding the
range of available features, and so on.

Question 5/Page 247

If a marketing services company wants to know how well its services are rated, it
should ask its clients to rate how much they agreeIor disagree (onIa 5-point Likert
scale) with the following statements about each serviceIdimension: Empathy,
responsiveness, assurance, tangibles, and dependability. Following that, clients are
questioned about theirIexpectations for each aspect ofIthe company's service
operations as well as their actual impression of the quality of the firm's serviceIin
each ofIthese areas. The conclusion is both a summary quality rating for the entire
company as well as a grade of overall quality on each service dimension.
The following are the responsibilities that marketers play in identifying and
providing the premium products and services of their company to target clients:
- IdentifyIthe customer’s needs orIexpectations correctlyIand completely.
- CommunicateIthe customerIneeds internallyIwithin the organizationIto all
concerned departments and people.
- Give promptIand accurateIinformation to customersIabout the company’s products
and services.
- Book ordersIfor products andIservices that meetIthe customer’s needs.
- Give properIinformation, instructions, and trainingIto the customerIin the use of
the product andIservice.
- FollowIupIwith the customerIafter the productIor serviceIis deliveredIto ensure
completeIsatisfaction for theIcustomer.
- Convey customerIsuggestions for improvementsIto the concernedIdepartments and
peopleIwithin the organization.
Question 9/Page 291
The actions involved in transferring items from the rawImaterial stage through
numerous processes to the final customerIor end user are all included in supplyIchain
management. Figure 3.1 illustrates this. The goal of supply chain management is to
increase the flow ofIgoods, services, andIinformation from the pointIof origin toIthe
final consumer.

Fire 3.1. SupplyIChain Management Framework

AIcompany must coordinateIand integrate several tasks or operations thatIare
carried out across multiple organizations if it is to fulfill the goals of supply chain
management (SCM). Purchase, product design, Iproduction planning, production,
processingIclient orders, inventoryIcontrol, warehousing, Imaterial handling, and
customerIsupport are all tasks carried out in SCM. Suppliers of rawImaterials and
component components, wholesalers orIdistributors, transporters, Imaterial handling
companies, and informationIprocessing corporations are some of the several
organizations that perform these tasks.
In order to makeImaterials accessible for manufacture and toImake completed
goods/productsIavailable to clients, when needed and in the condition required,
logisticsIrefers to the planning and administration ofIall operations (primarily
transportation, warehousing, andIinventory).
Both Supply Chain Management and Logistics Management focus on the flow of
goods from the point of origin to the end point. Both operations require careful
coordination of supplies, labor, and facilities to ensure items can move through the
supply chains required. Logistics is an important component of supply chain
management, but only part of the process.
The main differences between Logistics and Supply Chain ManagementIinclude:
- LogisticsIare activities inIsupply chainImanagement. SupplyIchain management
includes aIvariety of activities such as productionIand inventoryIplanning, labor
scheduling, materials andIfacilities management, andIthe production and supply of
goods and services. Supply chain management works towards improvingIprocesses
to create a competitive advantage, while LogisticsIemphasizes on meeting customer
needsIand expectations.
- Logistics focuses on efficientIand cost-effectiveIdelivery for customers. Supply
chainImanagement controls the process of developing rawImaterials into finished
goods, moving from supplierIto manufacturer, to warehouse, toIretailers and/or
consumers.