cubiks-verbal最终.doc

The decentralised…

1. Creating self-contained divisions around major product or service offerings reduces the diversity of problems faced. T
2. Decentralised organisations can benefit by eliminating duplication of resources. C
3. The marketing problems faced by separate divisions are not dissimilar. T

The model of…

1. Being up to date with product information plays little part in neo-classical demand theory. F
2. Neo-classical demand theory is only one of a number of models of consumer behaviour. C
3. There are some consumers who are perfectly informed about the price and quality characteristics of products on offer. F
4. Maximising the total utility of a product purchase implies consideration of both price and quality characteristics. C

A company’s external auditors…

1. Shareholders would be wise not to ignore the external auditors recommended by the directors. C
2. External auditors have to protect the interests of directors as well as of shareholders. F
3. In principle, external auditors should be allowed to have access to any information held by management. C
4. External auditors have little to fear if they antagonise the directors of a company. F

The work of behavioural economists…

1. Consumers purchase new type of products as the demands of more basic wants are satisfied. C
2. As incomes rise more wants can be satisfied. T
3. According to neo-classical theory the form of choices made by consumers is driven by priority ranking of wants. F
4. The target price range chosen by consumers purchasing new types of products is a reflection of their level of income. C

Unless…

1. The purchasing behaviour of consumers is unpredictable. C
2. Even if one could predict the behaviour of an individual buyer, it would not be profitable for marketers to try to do so. T
3. Some consumer groups exhibit more complex behaviour than others do. C
4. Purchase behaviour is not subject to the same whims as other aspects of human behaviour. F

In most organisations, conflict between groups…

1. Functional groups within a single organisation are not subject to different forms of uncertainty. F
2. Conflict between groups is the inevitable result of functional groups having to respond to their own unique environments. T
3. Manufacturing and sales are unlikely to have the same goals and expectations C
4. The reality of functional differences does mean that different groups cannot operate effectively. F

The corporate mission statement…

1. Different functions within a business are likely to interpret the mission statement in different ways. C
2. The boundaries of a corporate entity can only be assessed in the context of wider environmental trends. C
3. A corporate mission statement enables top management to define the future direction of a business. T
4. Marketing planning does not often take account of the corporate mission statement. T

A partnership is presumed…

1. Some agreement must exist between partners as the way they manage the partnership. F
2. Partnership agreements do not necessarily have to be set down in writing. C
3. How profits or losses are shared out amongst partners is a key part of any agreement. C
4. The partnership Act forms a good basis around which any partnership agreement should be framed. C

Life cycle…

1. Most products follow the same developmental path. C
2. The life cycle of an individual product can be anticipated. F
3. Extending the life cycle of some products is not an option. F
4. A fall in demand for a product is evidence of the start of its decline. C

In the long run…

1. Firms will not move out of markets in which they operate profitably. C
2. ‘Normal profit’ is typically higher than ‘monopoly profit’
3. Over time, firms generally cannot avoid moving from one market into another.
4. In highly competitive markets, prices will not be able to exceed average costs.

The adoption and application…

1. The support of top managers is essential in changing organisational culture. T
2. Organisations need to commit to constant cultural change to support the implementation of performance management methods. T
3. Using performance management systems for the first time requires minimal adaptations on the part of the organisation concerned. C
4. The adoption of performance management methods of itself will create changed in behaviour and attitudes. F

The periodicity rule requires…
The ‘periodicity rule’ requires a regular period of account to be established for businesses or companies, regardless either of the life of the business or company or the arbitrary nature of any such period. The ‘going concern rule’ arises out of the ‘periodicity rule’. This rule requires us to assume that a commercial entity will continue in existence for the foreseeable future unless we have some strong evidence to suggest that this is not the case. It is important to make absolutely certain that this assumption is correct, because a different set of accounting rules would be adopted if the immediate future of a commercial entity is altogether uncertain.
1. It is under what accounting rules apply to failing companies. C
2. The use of different accounting rules is justified on the basis of securing the long-term future of failing companies. C
3. Different accounting rules may need to be applied to failing companies that nevertheless eventually recover. T
4. Assumptions about the long-term future of companies are always suspect. F

The prudence rule…

1. Accountants should avoid making estimates when preparing periodic accounts. C
2. Most new customers are credit-worthy. C
3. Managers or owners are not often good judges of their customers’ willingness or ability to pay. T
4. The ‘prudence rule’ prevents bad debt from arsing. F

Under the Taxes…
Under the Taxes Management Act, a tax inspector is enabled to require a taxpayer by notice in writing to deliver particulars or documents. These must be in the taxpayer’s possession or power, and in the inspector’s reasonable opinion, contain information relevant to any tax liability that the person is or may be subject to, or to the amount of any such liability. The word ‘particulars’ is very broad in meaning and embraces any issue or information about matters impacting on the taxpayer’s taxation liabilities.
1. Taxpayers are expected to respond in writing in respect of the particulars or information sought. C
2. Tax inspectors may insist on seeing documentation which turns out not to have any impact on the taxpayer’s liability. F
3. Tax inspectors can press for particulars beyond a taxpayer’s possession or power. F
4. Inspectors must be reasonable in the demands they make of taxpayers. T

New entrants to a market…
New entrants to a market can potentially serve to increase the degree of competition in that market. In turn, the threat of new entrants is largely a function of the extent to which barriers to entry exist in the market. Some of the key factors affecting these entry barriers include economies of scale, product differentiation, brand identity, capital requirements, government policy and access to distribution. Because high barriers to entity can make even a potentially lucrative market unattractive or even impossible to enter for new competitors, the marketing planner should not take a passive approach in this regard but should actively pursue ways of raising barriers to new competitors.
1. New entrants will inevitably increase the degree of competition in that market. F
2. Barriers to entry will determine the potential threat posed by new entrants. T
3. New entrants trying to break into a market must ensure that they have a strong brand identity. C
4. Competitors will always try to enter lucrative markets. F

Managers routinely use…
Managers routinely use structural changes to deal with problems of perceived organisational ineffectiveness. Unfortunately, assumptions about how alternative structures shape behaviour are not always clear to them nor are they always correct. There is a tendency to cling to known and tried structural solutions even when considerable evidence exists that they have many dysfunctional effects that outweigh their benefits. There is additionally the tendency of adopting new structural solutions because everyone else is doing so. When this is done it is without fully understanding the conditions under which these solutions are appropriate and the proper implementation steps needed for success
1. Not understanding how alternative structures shape behaviour does not prevent managers from proposing such structures. T
2. Organisational ineffectiveness is best dealt with by structural change. C
3. Any structural change brings with it both benefits and dysfunctional effects. C
4. Managers are as likely to experiment with structural changes as bring in tried and tested solutions. T
Individuals who are responsible for databases…

Competitor analysis involves…
1. Planners can only sustain superior performance for their organisation by doing competitor analysis. F
2. Effective competitor analysis involves looking into the future. T
3. It is easier to establish where competition currently stems from, rather than where it might stem from in the future. C
4. It is not always apparent to organisations who their competitors are. C

The business of the Company shall…

1. New directors tend to be appointed by existing directors rather than by special resolution. C
2. The company cannot operate with only one director. T
3. Individual bankruptcy is governed by the insolvency Act. C
4. There is no upper limit to the number of shares any director can hold. C

When any company moves from a sales to marketing approach…
Advertising budgets are normally doubled when a company moves over to a marketing approach. C

The amount of accounting information...

1. It is a positive feature of the companies Act, 1985, that it does not define what is meant by ‘true and fair’. F
2. In practice, the proper application of accounting and financial reporting standards ensures that accounts meet the criteria of being ‘true and fair’. F

The style that individual managers choose…

Using rewards and punishments is a necessary part of organisational life. F