{"id":8745,"date":"2020-11-18T21:23:16","date_gmt":"2020-11-18T21:23:16","guid":{"rendered":"http:\/\/onlineclassesguru.com\/?p=8745"},"modified":"2020-11-18T21:23:16","modified_gmt":"2020-11-18T21:23:16","slug":"mkt202-marketing-management-examination","status":"publish","type":"post","link":"https:\/\/onlineclassesguru.com\/index.php\/2020\/11\/18\/mkt202-marketing-management-examination\/","title":{"rendered":"MKT202 Marketing Management Examination"},"content":{"rendered":"<style type=\"text\/css\"><\/style><p>MKT202 Copyright \u00a92020 Singapore University of Social Sciences (SUSS) Page 1 of 6 Examination \u0096 January Semester2020<\/p>\n<p>MKT202<\/p>\n<p>Examination \u0096 January Semester2020<\/p>\n<p>Marketing Management<\/p>\n<p>Wednesday, 22 May2020 10:00 am \u0096 12:00 pm<br \/>\nINSTRUCTIONS TO STUDENTS:<br \/>\n1. This examination contains THREE (3) questions and comprises SIX (6) printed pages (including cover page).<br \/>\n2. You must answer ALL questions.<br \/>\n3. All answers must be written in the answer book.<br \/>\n4. This is a closed-book examination.<br \/>\nAt the end of the examination<br \/>\nPlease ensure that you have written your examination number on each answer book used.<br \/>\nFailure to do so will mean that your work cannot be identified.<br \/>\nIf you have used more than one answer book, please tie them together with the string<br \/>\nprovided.<br \/>\nYou must answer ALL the questions. (Total 100 marks)<br \/>\nQuestion 1<br \/>\nIn 2016, Alibaba acquired control of Lazada with an investment of US$1 billion, and boosted its stake to 83 per cent in 2017 with an additional investment of US$1 billion. Ms Peng, a senior partner at Alibaba and executive chairman at payments affiliate Ant Financial, said that South-east Asia is a hot spot for growth and exciting opportunities. \u201cWith a young population, high mobile penetration and just 3 per cent of the region\u2019s retail sales currently conducted online, we feel very confident to double down on South-east Asia. \u201cLazada is well-positioned for the next phase of development and of Internet-enabled commerce in this region,\u201d Ms Peng said.<br \/>\nLazada founder Max Bittner, who has served as CEO since 2012, will take on the role of senior adviser to Alibaba to \u201cassist in the transition and future international growth strategy\u201d. Lazada, founded in 2012 and incubated by Berlin-based Rocket Internet, is also backed by Temasek Holdings and Tesco. Maybank Kim Eng senior economist Chua Hak Bin said that Alibaba\u2019s big investment suggests that South-east Asia is becoming the next battleground for global technology giants. He noted that while the region\u2019s consumers will benefit from greater price competition and choice, traditional retail players will face an even greater risk of disruption and displacement. \u201cMany local bricks-and-mortar retail names do not have the deep wallets or tech know- how to compete. \u201cLocal players will have to find their niche and partner the global tech titans to survive the coming onslaught,\u201d he said. Mr Paul Coutts, CEO of Singapore Post, which is backed by Alibaba, said that any investment of a significant magnitude will accelerate the growth of e-commerce in Singapore and the region.<br \/>\n\u201cWe continue to focus on initiatives that unlock the full potential of the e-commerce market that these investments create, to advance SingPost\u2019s transformation into a leading postal and e-commerce logistics company,\u201d he said.<br \/>\nAdapted for academic purposes from an article published on March 20, 2018, with the headline \u2018Alibaba doubles Lazada investment to $5.3b in The Straits Times.<br \/>\n(a) Describe the role of marketing channels in the context of e-commerce platform Lazada. (9 marks)<br \/>\n(b) Many fast-moving consumer goods conglomerates such as Kao Corporation (Toiletries and Skincare) have already set up an official store on Lazada. However, many luxury brands such as Chanel beauty products are hesitant to do so. Discuss the considerations that are essential to the design and selection of marketing channels using Kao Corporation and Chanel beauty products as examples. (15 marks)<br \/>\n(c) Firms that decide to tap into global markets have to determine the best mode of entry. Briefly explain the various mode of entry for global marketing. Based on the case, discuss Alibaba\u0092s choice of mode of entry as it becomes increasingly committed to global markets. (16 marks)<br \/>\nRead the following case and answer Question 2 &amp; 3.<br \/>\nHuawei Technologies Co. Ltd. (hereafter Huawei) is a leading global telecommunications solutions provider. Founded in 1987 by Mr. Ren Zhengfei, Huawei has transformed from a one-room workshop in Shenzhen, China to the world\u0092s largest information and communications technology (ICT) solutions and services provider with capabilities across carrier networks, enterprise, and consumer fields. With a vision \u0093To enrich life through communication,\u0094 Huawei has earned a reputation as one of the most dynamic, fastest growing, innovative multinational technology companies.<br \/>\nAt the beginning, Huawei picked up basic technology by reverse engineering foreign products and used that as the foundation to develop more complex technologies. As the Chinese government started to notice Huawei\u0092s achievements, government support began to play a much larger role in the growth of Huawei. Huawei gained lots of publicity through high profile visits of government officials and won large contracts on domestic telecommunication infrastructure development like the national railway system, in which their technologies were used to develop communication solutions. Huawei\u0092s technology enabled them to provide top notch telecommunication switches and mobile communication solutions for the railway system. Financial resources, such as loans, were also made more available. Later, Huawei put strong emphasis on in-house research &amp; development (R&amp;D). With strong in-house R&amp;D and aggressive undercutting of prices, Huawei has expanded quickly over the years and its products and solutions have been deployed in over 140 countries, serving more than one third of the world\u2019s population.<br \/>\nIn 2014, Huawei recorded profits of 5.5 billion USD (Huawei Financial Results, 2014). It serves around 80 percent of the world\u0092s largest telecoms operators with BT, Vodafone, Orange, and T-Mobile among its notable partners. Huawei is the only Chinese company that received higher revenue from markets outside China (67%) than from the domestic market.<br \/>\nIn 2015, Huawei has around 170,000 staff globally (De Cremer &amp; Tao, 2015), with 22 regional offices and over 100 subsidiaries around the world. Today, the three main categories that Huawei offers are operators (carrier networks), enterprises and consumers\u0092 products\/services.<br \/>\nIts first segment \u2013 carrier network segment includes a wide range of wireless networks,<br \/>\nfixed networks, telecom software and core networks, as well as services solutions to<br \/>\ntelecommunications operators.<br \/>\nThe second segment, enterprise business segment, is engaged in developing and<br \/>\nmanufacturing ICT products and solutions including enterprise network infrastructure,<br \/>\ncloud-based data centers, enterprise information security, and unified communication<br \/>\nand collaboration solutions for government entities, public utilities, energy, power,<br \/>\ntransportation, finance and other industries.<br \/>\nMKT202 Copyright \u00a92020 Singapore University of Social Sciences (SUSS) Page 5 of 6 Examination \u0096 January Semester2020<br \/>\nLastly, the consumer business segment develops and manufactures mobile broadband<br \/>\ndevices, home devices, tablets, and smartphones, as well as the applications for these<br \/>\ndevices (Marketline, 2013).<br \/>\nSince 2012, Huawei started to invest heavily in the consumer market, rolling out<br \/>\nmobile devices to compete with the dominant players like Apple and Samsung. As of<br \/>\n2015, Huawei\u0092s mobile phone market has seen rapid growth, and worldwide exposure<br \/>\nhas since been achieved.<br \/>\nDespite its growth, Huawei is facing a number of issues. Firstly, Huawei is still<br \/>\nfrequently perceived as low-quality Chinese products, due to its country-of-origin and<br \/>\naggressive pricing strategies.<br \/>\nSecondly, Huawei\u0092s aggressive low-price approach has directly resulted in eroding<br \/>\nprofit margins in some markets.<br \/>\nThirdly, Huawei\u0092s technology development has also been controversial and the<br \/>\ncompany is constantly being accused over the theft of intellectual properties.<br \/>\nLastly, because of historical links to the People\u0092s Liberation Army (PLA) and the<br \/>\nChinese government, Huawei has not been able to successfully convince certain<br \/>\nsegments of the western countries that as a trustworthy multinational technological<br \/>\nfirm, Huawei is purely interested in business growth and market share.<br \/>\nIn 2014, Huawei\u0092s smartphone business group was the fastest growing of its three main<br \/>\nbusiness groups, with sales expanding 32% for that year. Huawei remains the largest<br \/>\nand most prestigious local smartphone brand within China. However, outside its native<br \/>\ncountry, the Huawei brand faces the challenge of building brand awareness among<br \/>\nindividual consumers.<br \/>\nOne reason is that Huawei was a network infrastructure and business-to-business<br \/>\ntelecommunication solution supplier rather than consumer-focused mobile device<br \/>\nsupplier in the past. There has been some recent progress, as its awareness grew to 52%<br \/>\nglobally in 2013, up from 25% in 2012, according to the company (Kim, 2015).<br \/>\nHowever, its brand awareness comes mainly from the domestic market; thus Huawei<br \/>\nstill remains little known to consumers in other parts of the world. Huawei has a long<br \/>\nway to go to boost its international brand familiarity.<br \/>\nHuawei\u2019s rise is an indication that growth in the mobile-phone industry is coming<br \/>\nmainly from emerging markets where consumers are in the process of replacing basic<br \/>\nfeature phones with smartphones.<br \/>\nWhile China\u2019s increasingly saturated smartphone market is showing signs of slowing<br \/>\ngrowth, Huawei is expanding rapidly to Africa, the Middle East and Latin America<br \/>\n(Osawa &amp; Kim, 2014). Huawei is prepared to use pricing as a way of building share in<br \/>\nits major markets. It has also made substantial progress in design and quality, but its<br \/>\nfuture remains uncertain as to whether international consumers will accept a product<br \/>\nfrom an almost unknown name in preference to established brands.<br \/>\nMKT202 Copyright \u00a92020 Singapore University of Social Sciences (SUSS) Page 6 of 6 Examination \u0096 January Semester2020<br \/>\nSource: Guan Chong (2016) Huawei \u2013 Chinese Telecommunications Giant Huawei:<br \/>\nStrategies to Success, Nanyang Technopreneurship Case Centre (NTCC). Retrieved<br \/>\nfrom http:\/\/www.ntc.ntu.edu.sg\/ntcc\/Documents\/Full%20Version\/13.%20HUAWEI%<br \/>\n20-%20CHINESE%20TELECOMMUNICATIONS%20GIANT%20HUAWEI%20S<br \/>\nTRATEGIES%20TO%20SUCCESS.pdf<br \/>\nQuestion 2<br \/>\n(a) Apply product life cycle (PLC) model to the smartphone market. Describe how the marketing mix changes at different stages of the PLC. Identify the current<br \/>\nstage that smartphone business is in. Recommend actions that Huawei should<br \/>\ntake to succeed at this stage of PLC.<br \/>\n(20 marks)<br \/>\n(b) Identify and describe the macro environmental forces that may influence an organisation\u2019s decision making, and affect its performance and strategies. Based<br \/>\non the case, identify the most dominant macro-environment force that impacts<br \/>\nHuawei and provide justifications. Based on your analysis on the macro<br \/>\nenvironmental force, discuss how Huawei should respond to the environmental<br \/>\nforce.<br \/>\n(10 marks)<br \/>\nQuestion 3<br \/>\n(a) \u0091Segmentation is at the heart of marketing strategy\u0092. Examine the importance of market segmentation in the context of Huawei.<br \/>\n(6 marks)<br \/>\n(b) Suggest four (4) potential market segmentation variables to Huawei [two (2) for consumer markets and two (2) for organisational markets] and discuss how<br \/>\nthese variables may be applied to segment the market.<br \/>\n(14 marks)<br \/>\n(c) Demonstrate the assembly of Huawei\u0092s product mix in a table by its product mix width and product line length.<br \/>\n(10 marks)<\/p>\n<p><center><a href=\"http:\/\/onlineclassesguru.com\/orders\/ordernow\"><img decoding=\"async\" src=\"https:\/\/encrypted-tbn0.gstatic.com\/images?q=tbn:ANd9GcTyj99p60XCLyLk1htB7-1neRt8-2QdnenNlQ&usqp=CAU\"target=\"_http:\/\/onlineclassesguru.com\/orders\/ordernow\"\/><\/center><p>","protected":false},"excerpt":{"rendered":"<p>MKT202 Copyright \u00a92020 Singapore University of Social Sciences (SUSS) Page 1 of 6 Examination \u0096 January Semester2020 MKT202 Examination \u0096 January Semester2020 Marketing Management Wednesday, 22 May2020 10:00 am \u0096 12:00 pm INSTRUCTIONS TO STUDENTS: 1. This examination contains THREE (3) questions and comprises SIX (6) printed pages (including cover page). 2. You must answer&#8230;<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-8745","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v17.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>MKT202 Marketing Management Examination - onlineclassesguru<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/onlineclassesguru.com\/index.php\/2020\/11\/18\/mkt202-marketing-management-examination\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"MKT202 Marketing Management Examination - onlineclassesguru\" \/>\n<meta property=\"og:description\" content=\"MKT202 Copyright \u00a92020 Singapore University of Social Sciences (SUSS) Page 1 of 6 Examination \u0096 January Semester2020 MKT202 Examination \u0096 January Semester2020 Marketing Management Wednesday, 22 May2020 10:00 am \u0096 12:00 pm INSTRUCTIONS TO STUDENTS: 1. 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