Mkt 304 chapter 17

药品储运温度验证与偏差处理药品储运过程中经常出现温度超标的情况，基于用药安全和药品稳定有效等方面考虑，药品储运过程中的温度控制和运输验证尤为重要。

本文汇总了中国、欧盟、美国对药品储运过程中温度超标相关的问题的态度，供大家参考。

中国GMP：问题：对于30℃以下储存的产品（成品），在夏天运输过程会超过30℃，像此类药品还需对运输条件确认吗？另外对运输条件的确认以什么方式体现合适？答：需要。

对运输条件进行评估。

点评：对运输条件进行评估是通过运输验证来实现的？简单地说，就是按正常的运输、包装条件下，用温、湿度记录仪等仪器证实整个运输过程的条件满足产品的要求。

对于出现的短时间的背离可以通过长期、加速稳定性数据予以评估。

问题：2～8℃保存的产品，如企业有加速实验数据，短期常温运输对产品质量无影响，可以不用冷链吗？答：不可以。

必须在冷链条件下运输，点评：冷链条件运输时出现的短时间背离按偏差处理。

可用加速实验数据评估，但不允许直接用常温运输条件运输。

问题：运输条件是否与贮存条件一致？答：运输条件应当满足储存条件。

点评：运输条件应满足储存条件，如果在运输途中出现了偏离，可以依据相应的稳定性数据进行评估，确定偏离对产品的影响。

问题165：产品规定储存条件为阴凉处，在运输过程中是否必须采取措施将运输温度控制在20℃以下？答：在不影响产品质量的情况下，运输过程中的温度可以在20℃以上，需要有相应的稳定性数据作为支持，必须采取必要的控制措施。

点评：运输过程中的温度是否可以在20℃以上，温度可以偏离多长时间，最大可偏离的温度上限，这些都需要有相应的稳定性数据作为支持。

同时可以通过运输验证证实在最恶劣条件下产品可能经受的最大温度变化和时间长短，结合稳定性数据做合理的判断。

问题：疫苗的运输条件如何监控？答：疫苗产品的冷链运输，应该配备全过程连续温度记录装置，由接收方在验收产品时对运输过程的温度记录结果进行确认。

点评：依据《中国药典》三部的要求，生物制品贮存温度通常为2～8℃，运输过程需注意快速、冷链、防冻结，因此疫苗产品的运输应采用适当的保温（或控温）措施，且需经过最差条件验证，并建议对运输过程配备连续温度记录装置，记载每一发运单位的温度变化情况，由接收方在验收产品时对运输过程的温度记录结果进行确认，发运单位也应对此结果定期进行评估。

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Global Marketing, 6e (Keegan/Green)Chapter 17 Leadership, Organization, and Corporate Social Responsibility1) Unilever Group Chief Executive Patrick Cescau wanted to reconnect the company with its heritage of sustainability and concern for the environment. This and other values reflect Unilever's philosophy of "doing well by doing good."Answer: TRUEDiff: 2 Page Ref: 5162) During his years as chief executive of GE, Jack Welch discovered that many employees resisted his ideas about the need to globalize the company.Answer: TRUEDiff: 2 Page Ref: 5183) At companies with a global orientation, the best person for top executive positions is generally considered to be a person born in the headquarters country.Answer: FALSEDiff: 2 Page Ref: 518AACSB: Reflective Thinking4) Although PepsiCo is faced with weak demand in the United States, the snack-and-beverage giant depends on its fast-growing international division.Answer: TRUEDiff: 2 Page Ref: 519AACSB: Reflective Thinking5) According to Hamel and Prahalad, the most successful business leaders are those who view their organizations as a "portfolio of businesses."Answer: FALSEDiff: 2 Page Ref: 520AACSB: Reflective Thinking6) According to Hamel and Prahalad, the most successful business leaders are those who view their organizations as a "portfolio of competencies."Answer: TRUEDiff: 2 Page Ref: 520AACSB: Reflective Thinking7) A Brazilian, Carlos Ghosn, and executive in the company, was required to move aggressively to cut costs and make drastic changes in Nissan's structure.Answer: TRUEDiff: 3 Page Ref: 5198) PepsiCo's fast growing international division reported snack sales to be particularly strong in Mexico and Russia.Answer: TRUEDiff: 2 Page Ref: 519AACSB: Reflective Thinking9) Even companies with years of experience competing around the globe find it necessary to adjust their organizational designs in response to environmental change.Answer: TRUEDiff: 2 Page Ref: 522AACSB: Reflective Thinking10) No single correct organizational structure exists for global marketing.Answer: TRUEDiff: 2 Page Ref: 522AACSB: Reflective Thinking11) As markets globalize and as Japan opens its own market to more competition from overseas, more Japanese companies are likely to break from traditional organization patterns.Answer: TRUEDiff: 2 Page Ref: 522AACSB: Reflective Thinking12) A geographically dispersed company cannot limit its knowledge to product, function, and the home territory..Answer: TRUEDiff: 2 Page Ref: 522AACSB: Reflective Thinking13) Suppose a Japanese company has independent subsidiaries in several European nations. As the need for coordination of planning and control activities increases, a matrix design should be implemented.Answer: FALSEDiff: 2 Page Ref: 522AACSB: Reflective Thinking14) Suppose a Japanese company has independent subsidiaries in several European nations. As the need for coordination of planning and control activities increases, a regional management center should be established.Answer: TRUEDiff: 2 Page Ref: 522AACSB: Reflective Thinking15) Successful companies, the real global winners, must have both good strategies and good execution..Answer: TRUEDiff: 1 Page Ref: 52316) New forms of flexibility, efficiency, and responsiveness are required to meet the demands of globalizing markets.Answer: TRUEDiff: 2 Page Ref: 523AACSB: Reflective Thinking17) When business is conducted in a single region that is characterized by differences in economic, social, geographical, and political conditions, there is both justification and need for a management center.Answer: FALSEDiff: 2 Page Ref: 526AACSB: Reflective Thinking18) A major advantage of a regional center is its cost.Answer: FALSEDiff: 2 Page Ref: 52619) GE is managing its worldwide organization as a network, not a centralized hub with foreign appendages.Answer: TRUEDiff: 2 Page Ref: 528AACSB: Reflective Thinking20) Both Gillette and Ericsson reorganized themselves into matrix organizations.Answer: TRUEDiff: 2 Page Ref: 528AACSB: Reflective Thinking21) The matrix organization requires a fundamental change in management behavior, organizational culture, and technical systems.Answer: TRUEDiff: 2 Page Ref: 528-530AACSB: Analytic Skills22) There is general agreement that the matrix design is the single best organization structure for global marketing.Answer: FALSEDiff: 2 Page Ref: 528-530AACSB: Reflective Thinking23) The lean production techniques that have revolutionized the automobile industry were pioneered by German auto makers.Answer: FALSEDiff: 2 Page Ref: 531AACSB: Reflective Thinking24) "Build to inventory to reduce unit costs" and "inspect at end of process" are two assumptions associated with traditional approaches to automobile manufacturing.Answer: TRUEDiff: 2 Page Ref: 531-532AACSB: Reflective Thinking25) "Minimize inventory to cut costs and waste" and "inspect to prevent defective production" are two assumptions associated with lean production in automobile manufacturing.Answer: TRUEDiff: 2 Page Ref: 531-532AACSB: Reflective Thinking26) Toyota Production system (TPS), as the Japanese company's manufacturing methods are known, achieves efficiencies by following a lean production system.Answer: TRUEDiff: 2 Page Ref: 531-532AACSB: Reflective Thinking27) The differences between lean producers and U.S. mass producers in the way they deal with their respective dealers, distributors, and customers are as dramatic as the differences in the way they deal with their suppliers.Answer: TRUEDiff: 3 Page Ref: 531-532AACSB: Reflective Thinking28) The U.S. mass producers focus on short-term income and return on investment, whereas Japanese see the process in terms of the long-term perspective.Answer: TRUEDiff: 3 Page Ref: 531-532AACSB: Reflective Thinking29) Once a Japanese dealership gets a customer, it is absolutely determined to hang on to that customer for life.Answer: TRUEDiff: 3 Page Ref: 533-534AACSB: Reflective Thinking30) Today's chief executive must have good understanding and responding to the concerns and interests of a variety of stakeholders.Answer: TRUEDiff: 2 Page Ref: 535-536AACSB: Reflective Thinking31) A stakeholder is any group or individual that is affected by, or takes an interest in, the policies and practices adopted by an organization.Answer: TRUEDiff: 2 Page Ref: 535-536AACSB: Reflective Thinking32) Primary stockholders include top management, employees, customers, media, and persons holding stock in the company.Answer: FALSEDiff: 1 Page Ref: 535-536AACSB: Reflective Thinking33) In developing countries, globalization's opponents accuse companies of placing intellectual property rights ahead of human rights.Answer: TRUEDiff: 2 Page Ref: 536AACSB: Reflective Thinking34) Corporate social responsibility (CSR) refers to a company's obligation to pursue goals and policies that are in a company's best interest.Answer: FALSEDiff: 2 Page Ref: 536-537AACSB: Reflective Thinking35) Timberland Company unveiled a "nutritional label" on its footwear boxes as a means of communicating its corporate social responsibility commitment to consumers.Answer: TRUEDiff: 2 Page Ref: 537AACSB: Reflective Thinking36) A multinational firm must rely on individual country managers to address Corporate Social Responsibility (CSR) issues on an ad hoc basis.Answer: TRUEDiff: 2 Page Ref: 537-538AACSB: Reflective Thinking37) As retail gasoline prices soared in the United States following the devastation of Hurricane Katrina, BP, Royal Dutch Shell, and other companies were accused of gouging.Answer: TRUEDiff: 2 Page Ref: 539AACSB: Reflective Thinking38) According to one study in 2004, CEOs in the United States were paid 431 times more than the average worker.Answer: TRUEDiff: 2 Page Ref: 53939) Despite the fact that Starbucks is widely admired for forward-thinking management policies, Global Exchange pressed the company to further demonstrate its commitment to social responsibility by selling Fair Trade coffee.Answer: TRUEDiff: 2 Page Ref: 539AACSB: Analytic Skills40) One of the Corporate Social Responsibility (CSR) initiatives by IKEA's primary carpet supplier in India is to monitor subcontractors to ensure that they do not employ children. Answer: TRUEDiff: 2 Page Ref: 540AACSB: Reflective Thinking41) According to Carly Florina, former CEO of Hewlett-Packard, leadership is about:A) hierarchy.B) title.C) status.D) connecting.E) bragging.Answer: DDiff: 2 Page Ref: 517-518AACSB: Reflective Thinking42) In addition to "selling" their visions, top management at both Whirlpool and GE face the formidable task of building:A) their company stature.B) physical layout and design.C) a cadre of globally oriented managers.D) a cadre of loyal customers.E) access to distribution channels.Answer: CDiff: 2 Page Ref: 518AACSB: Reflective Thinking43) Which of the following is true?A) The number of Japanese businesspersons fluent in English working in the U.S. exceeds the number of American businesspersons fluent in Japanese working in Japan.B) The number of American businesspersons fluent in Japanese working in Japan exceeds the number of Japanese businesspersons fluent in English working in the U.S.C) The number of Japanese businesspersons working in the U.S. who are fluent in English is about equal to the number of American businesspersons working in Japan who are fluent in Japanese.D) Fewer than 1,000 Japanese businesspersons working in the U.S. are fluent in English. Answer: ADiff: 2 Page Ref: 518-519AACSB: Multicultural and Diversity44) The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. Which is true and reflects the earlier statement?A) There are 200 million Chinese children studying English.B) There are 24 million American children studying Chinese.C) There are 200 million Indian children studying Chinese.D) Chinese managers study English as much as Chinese.E) There are equal numbers of American and Chinese children studying English.Answer: ADiff: 2 Page Ref: 518-519AACSB: Multicultural and Diversity45) Marjorie Scardino is chief executive of:A) Nissan Motor (Japan).B) Pearson PLC (Great Britain).C) Ford Motor Company (USA).D) Pharmacia Corporation (USA).E) Atlas Copco AB (Sweden).Answer: BDiff: 2 Page Ref: 519AACSB: Reflective Thinking46) Which of the following has an American woman as the chief executive?A) Nissan Motor (Japan)B) Pearson PLC (Great Britain)C) Ford Motor Company (USA)D) Pharmacia Corporation (USA)E) Atlas Copco AB (Sweden)Answer: BDiff: 2 Page Ref: 519AACSB: Reflective Thinking47) Brazilian Carlos Ghosn is chief executive of:A) Nissan Motor (Japan).B) Pearson PLC (Great Britain).C) Ford Motor Company (USA).D) Pharmacia Corporation (USA).E) Atlas Copco AB (Sweden).Answer: ADiff: 2 Page Ref: 519AACSB: Reflective Thinking48) Fred Hassan, a native of Pakistan, is chief executive of:A) Nissan Motor (Japan).B) Pearson PLC (Great Britain).C) Ford Motor Company (USA).D) Schering-Plough (USA).E) Atlas Copco AB (Sweden).Answer: DDiff: 2 Page Ref: 519AACSB: Reflective Thinking49) According to Prahalad and Hamel a core competence has all of the following characteristics except:A) potential access to a wide variety of markets.B) a significant contribution to perceived customer benefits.C) it is easy for competitors to imitate.D) benefits to customers.E) it is difficult for competitors to imitate.Answer: CDiff: 2 Page Ref: 520AACSB: Reflective Thinking50) Indra Nooyi, chairman and chief executive of PepsiCo is faced with all of the following except:A) rising prices for raw materials in the United States.B) a weak demand for carbonated soft drinks in the United States.C) a rapidly growing international division.D) a strong snack sales in Mexico and Russia.E) a decrease in sales in the Middle East and Argentina.Answer: EDiff: 2 Page Ref: 519AACSB: Reflective Thinking51) According to David Whitwam, former CEO of Whirlpool, one must create an organization whose people are:A) adept at exchanging ideas.B) absolutely free of the 'not-invented here' syndrome.C) constantly working together to identify best global opportunities.D) working together to solve the biggest global problems.E) can adapt to systems across borders.Answer: DDiff: 2 Page Ref: 522AACSB: Analytic Skills52) Which of the following is the best organization structure for global marketing?A) international division structureB) matrixC) geographic structureD) worldwide product division structureE) There is no single "best" structure for global marketing.Answer: EDiff: 2 Page Ref: 522-523AACSB: Analytic Skills53) In today's dynamic global competitive environment, organizations need to develop new forms of:A) ethnocentrism and myopia.B) flexibility, efficiency, and responsiveness.C) export department structure.D) self-reference criterion.E) geographic structure.Answer: BDiff: 2 Page Ref: 522-523AACSB: Reflective Thinking54) Which global marketing expert recommends an organization design based on a "global superstructure" that views the world in terms of 30 regions?A) Paul KrugmanB) Kenichi OhmaeC) Tom PetersD) Michael PorterE) Kazuo InamoriAnswer: DDiff: 2 Page Ref: 522-523AACSB: Reflective Thinking55) As a company's initial international business involvement becomes too much for a single manager or export department to handle, the next step is typically to establish a(n):A) matrix structure.B) international division structure.C) geographic structure.D) worldwide product division structure.E) regional management center.Answer: BDiff: 2 Page Ref: 524-526AACSB: Reflective Thinking56) Which of the following does not contribute to the establishment of an international division?A) top management commitment that justifies an organizational unit headed by a senior managerB) complexity of international operations requires unit with authority to make its own decisionsC) Management recognizes the need for internal specialists.D) Management lacks desire to scan the globe for opportunities and threats.E) Pressure to assemble a staff that will take the responsibility to coordinate.Answer: DDiff: 2 Page Ref: 524-526AACSB: Reflective Thinking57) A company with headquarters in the United States and operational units in the Netherlands, France, Italy, and Spain would be well advised to consider establishing a(n):A) matrix structure.B) international division structure.C) geographic structure.D) worldwide product division structure.E) regional management center.Answer: EDiff: 2 Page Ref: 526AACSB: Reflective Thinking58) A company with headquarters in Europe and operational units in Canada, the United States, and Mexico would be well advised to consider establishing a(n):A) matrix structure.B) international division structure.C) geographic structure.D) worldwide product division structure.E) regional management center.Answer: EDiff: 2 Page Ref: 526AACSB: Reflective Thinking59) The advantages that a regional management center can offer a company includes all of the following except:A) pan-regional decision making.B) coordinated regional planning.C) considerable cost saving.D) coordinated control.E) coordinated decision making.Answer: CDiff: 2 Page Ref: 526AACSB: Reflective Thinking60) One of the potential drawbacks of a regional management center is that:A) pan-regional coordination efforts can suffer.B) the cost can be prohibitive.C) the company may lose its "insider" advantage.D) regional management may take a one-sided approach when implementing corporate objectives.E) lack of coordinated decision making.Answer: BDiff: 2 Page Ref: 526AACSB: Reflective Thinking61) Under the geographical and product division structures, for the company with French origins, France is:A) the headquarter country market.B) simply another geographic market.C) European market.D) divisional market.E) product market.Answer: BDiff: 2 Page Ref: 526-527AACSB: Reflective Thinking62) The organization design in which an employee reports to both a country manager and a functional manager is a(n):A) matrix structure.B) international division structure.C) geographic structure.D) worldwide product division structure.E) regional management center.Answer: ADiff: 2 Page Ref: 528-530AACSB: Reflective Thinking63) Which form of organization design is capable of integrating geographic knowledge, product knowledge, functional competencies, and customer knowledge?A) matrix structureB) international division structureC) geographic structureD) worldwide product division structureE) regional management centerAnswer: ADiff: 2 Page Ref: 528-530AACSB: Reflective Thinking64) Boeing has reorganized its commercial transport design and manufacturing engineers from functional lines into a matrix organization. This new design is expected to all but one of the following benefits:A) lower costs and quicken updates.B) facilitate problem solving.C) unite engineering and manufacturing processes.D) provide customer contacts.E) enhance product consistency.Answer: DDiff: 2 Page Ref: 528-530AACSB: Reflective Thinking65) Having established that the matrix is appropriate, management can expect the matrix to integrate the following competency on a worldwide basis.A) geographic knowledgeB) product knowledge and know-howC) functional competence in finance, production and marketingD) knowledge of customer or industry and its needsE) all of the above are competenciesAnswer: BDiff: 2 Page Ref: 528-530AACSB: Reflective Thinking66) Which global company has dissolved its matrix structure in order to achieve "greater speed and efficiency by further focusing and flattening the organization?"A) WhirlpoolB) Levi StraussC) Pearson PLCD) ABBE) GilletteAnswer: DDiff: 2 Page Ref: 529AACSB: Reflective Thinking67) The key to successful matrix management is ensuring that managers are able to:A) adopt a matrix design.B) adhere to matrix structure.C) maintain technical systems.D) resolve conflicts and achieve integration.E) preserve existing organizational culture.Answer: DDiff: 2 Page Ref: 529AACSB: Reflective Thinking68) Which of the following does not belong in a list of traditional assumptions about automobile manufacturing?A) maximize machine utilizationB) fixed set up timesC) build to inventory to reduce unit costD) outsource from supplier specialistsE) inspection at the end of the processAnswer: DDiff: 2 Page Ref: 531AACSB: Reflective Thinking69) Which of the following are traditional assumptions about automobile manufacturing?A) maximize machine utilizationB) fixed set up timesC) build to inventory to reduce unit costD) maximize backwards integrationE) all of the aboveAnswer: EDiff: 2 Page Ref: 531AACSB: Reflective Thinking70) Which of the following assumptions does not belong in a list of characteristics of lean production?A) labor is more costly than machinesB) set up time can be reducedC) minimize inventory to cut costs, wasteD) maximize backwards integrationE) inspection to prevent defective productionAnswer: DDiff: 2 Page Ref: 531AACSB: Reflective Thinking71) In contrast to the lean producers, U.S. mass producers typically maintain operations that involve all of the following except:A) less mechanization.B) greater labor direct content.C) divide employees with no overlap.D) limited quality control.E) employee teamwork.Answer: EDiff: 3 Page Ref: 532AACSB: Reflective Thinking72) Concepts such as "assembler value chains" and "downstream value chains" are associated with:A) lean production.B) the matrix structure.C) polycentric organizational designs.D) the global marketing audit.E) traditional assembly designs.Answer: ADiff: 2 Page Ref: 532-534AACSB: Reflective Thinking73) Which of the following does not describe the Toyota Production System (TPS)?A) jidokaB) 'just-in-time'C) fixed setup timeD) built-in qualityE) visualizing problemsAnswer: CDiff: 2 Page Ref: 532AACSB: Reflective Thinking74) Primary stakeholders include all of the following except:A) top management.B) employees.C) media.D) suppliers.E) customers.Answer: CDiff: 2 Page Ref: 535-536AACSB: Reflective Thinking75) Secondary shareholders include all of the following except:A) media.B) employees.C) local community groups.D) nongovernmental organizations.E) general business community.Answer: BDiff: 2 Page Ref: 535-536AACSB: Reflective Thinking76) In developing countries, globalization's opponents accuse companies of:A) undermining local cultures.B) placing intellectual property rights ahead of human rights.C) promoting unhealthy diets and unsafe food technologies.D) pursuing unsustainable consumption.E) all of the aboveAnswer: EDiff: 2 Page Ref: 536AACSB: Reflective Thinking77) In a socially responsible firm, employees perform all of the following except:A) conduct business in an ethical manner.B) pursue goals and policies that are in society's best interest.C) guided by moral principles.D) distinguish between right and wrong.E) develop their own core ideologies on moral principles.Answer: EDiff: 2 Page Ref: 536-537AACSB: Reflective Thinking78) The universal concerns for global companies established by the United Nations Global Compact consists of the following three dimensions:A) factor conditions, demand conditions, industry conditions.B) human rights, animal rights, and the environment.C) content domain, human conditions and animal rights.D) human rights, labor, and the environment.E) content domains, animal rights, and labor.Answer: DDiff: 2 Page Ref: 539-540AACSB: Ethical Reasoning79) Nike came under fire from critics who alleged poor working conditions in the factories that make the company's athletic shoes. This is an example of the demand for:A) labor unions.B) equal opportunity employment.C) higher wages.D) standards for working conditions.E) corporate social responsibility.Answer: EDiff: 2 Page Ref: 536-539AACSB: Ethical Reasoning80) The Timberland Company is best known for its popular hiking boots and work boots. It is a global mission-centered company. Timberland unveiled a sort of "nutritional label" on its footwear boxes as a means of:A) showing the strength of work boots.B) to promote the health benefit of walking.C) to communicate its CSR commitment.D) showing the quality of materials used.E) to communicate the popularity of hiking boots.Answer: CDiff: 2 Page Ref: 537AACSB: Ethical Reasoning81) How important is the nationality of the top management position holder in global businesses? Answer: Many globally minded companies realize that the best person for a top management job or board position is not necessarily someone born in the home country. The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. There are many examples of executives who were from other than the country where the business is located. Alexander Trotman was born in England and speaks English, French, and German. Howard Stringer is the chief executive at Sony. Generally speaking, however, Japanese companies have been reluctant to place non-Japanese nationals in top positions. For years, only Sony, Mazda, and Mitsubishi had foreigners on their boards. In March 1999 the French company Renault SA bought a stake in Nissan Motor and installed a Brazilian, Carlos Ghosn, as president. An outsider, Ghosn was required to move aggressively to cut costs and make drastic changes in Nissan's structure. He also introduced two new words into Nissan's lexicon: speed and commitment. His life story and exploits have been so important that he is celebrated in a big comic that is popular with Japanese.Diff: 2 Page Ref: 518-520AACSB: Reflective Thinking82) As a company's international business grows, the need for having international divisions become evident. Explain how an international division structure works and what factors contribute to the establishment of an international division.Answer: The complexity of coordination and directing activities grows with the growth of international business. Pressure is created to assemble a staff with the responsibility for coordination and direction of the growing international activities of the organization. This demands the creation of the international division as has happened in many of the organizations such as Wal-Mart, Levi Strauss, Best Buy and Walt Disney Company. Four factors contribute to the establishment of an international division. First, top management's commitment to global operations has increased enough to justify an organizational unit headed by a senior manager. Second, the complexity of international operations requires a single organizational unit whose management has sufficient authority to make its own determination on important issues such as which market entry strategy to employ. Third, an international division is frequently formed when the firm has recognized the need for internal specialists to deal with the special demands of global operations. A fourth contributing factor is management's recognition of the importance of strategically scanning the global horizon for opportunities and aligning them with company resources rather than simply responding on an ad hoc basis to situations as they arise.Diff: 2 Page Ref: 524-526AACSB: Reflective Thinking83) What are Regional Management Centers? What are the advantages of having such centers in the management of global businesses?Answer: When business is conducted in a single region that is characterized by similarities in economic, social, geographical, and political conditions, there is both justification and need for a management center. Thus, another stage of organizational evolution is the emergence of an area or regional headquarters as a management layer between the country organization and the international division headquarters. The increasing importance of the EU as a regional market has prompted a number of companies to change their organizational structures by setting up regional headquarters there. A regional center typically coordinates decisions on pricing, sourcing, and other matters. Executives at the regional center also participate in the planning and control of each country's operations with an eye toward applying country knowledge on a regional basis and optimally utilizing corporate resources on a regional basis. Regional management can offer a company several advantages. First, many regional managers agree that an on-the-scene regional management unit makes sense where there is a real need for coordinated, pan-regional decision making. Coordinated regional planning and control are becoming necessary as the national subsidiary continues to lose its relevance as an independent operating unit. Regional management can probably achieve the best balance of geographical, product, and functional considerations required to implement corporate objectives effectively. By shifting operations and decision making to the region, the company is better able to maintain an insider advantage. The major disadvantage of a regional center is its cost.Diff: 2 Page Ref: 526AACSB: Reflective Thinking84) McDonald's organizational design integrates the international division and geographical structures. How does the geographical and product division structure work in a global context? Answer: As a company becomes more global, management frequently faces the dilemma of whether to organize by geography or by product lines. The geographical structure involves the assignment of operational responsibility for geographic areas of the world to line managers. The corporate headquarters retains responsibility for world-wide planning and control, and each area of the world — including the "home" or base market — is organizationally equal. For the company with French origins, for example, France is simply another geographic market under the organizational arrangement. This structure is most common in companies with closely related product lines that are sold in similar end-use markets around the world. For example, the major international oil companies utilize the geographical structure. McDonald's U.S. is organized into five geographical operating divisions and McDonald's International has four. When an organization assigns regional or worldwide product responsibility to its product divisions, manufacturing standardization can result in significant economies. One potential disadvantage of the product approach is that local input from individual country managers may be ignored with the result that products will not be sufficiently tailored to local markets.Diff: 2 Page Ref: 526-527AACSB: Reflective Thinking。

对外经济贸易大学远程教育
电子商务专业专科培养方案
一、培养目标
本专业旨在培养德、智、能全面发展，掌握电子商务应用和技术管理等基本技能，具有从事一般电子商务经济活动的实用型人才。

二、专业要求
1．掌握经济管理、电子商务等方面基础理论知识。

2．掌握国际商务和现代金融的基本理论和管理方法。

3．掌握电子商务应用的基本理论和技能。

4．了解本专业相关领域的发展动态。

5．具备一定的英语听、说、读、写、译能力。

三、学分
本专业要求总学分为80+4学分
其中：必修课 26学分
选修课 42学分
考查课 12学分
实践报告 4学分
四、主要课程
大学英语管理学原理计算机网络与应用电子商务
五、考核
学生成绩考核严格按照《对外经济贸易大学远程教育学生手册》的有关规定执行。

六、电子商务专业专科指导性教学计划（见附表）
对外经济贸易大学远程教育 电子商务专业专科指导性教学计划。

MKT 350 Principles of MarketingEXAM 1 REVIEW50 questions x 2 points each = 100 pointsChapter 1 (16 questions)-What is Marketing? (1)-The process of creating, distributing, promoting, and pricing goods, services, and ideas to facilitate satisfying exchanges with customers and develop and maintain favorable relationships with stakeholders in a dynamic environment.-Target Market (1)-specific group of customers on whom an organization focuses its marketing efforts-Marketing Mix & Objectives (4)-four marketing activities that a firm can control to meet needs of customers within its target market-product that satisfy customer needs-pricing customers are concerned about the value-place. distribution The ready, convenient, and timely availability of products-promotion Activities that inform people about the organization and its products-Environmental Forces (2)-The relationship of customer and stakeholder.-Marketing occurs in a dynamic environment-Marketing Concept (1)-Customer satisfaction is major focus-Evolution of Marketing Concept (2)Late 19th century production orientation1920s-1950s sales orientation1950s-2000s marketing orientation-Managing Customer relationship (3)-Optimize the exchange relationship (customer)-Relationship marketing(long-term relationship between buyer and seller)-CRM customer relationship management. (using information about customers to create marketing strategies develop and maintain satisfied customer relationship) -What is Marketing management (1)-Process of planning, organizing, implementing,-& controlling marketing activities to facilitate-exchanges efficiently & effectivelyo Effectiveness vs. efficiency-Degree to which an exchange helps organization meet objectives-Minimizing resources to achieve specific level of exchange-Forces of Marketing Environment (1)-Chapter 2 (17 questions)-Strategic Planning and its process – it begins with what (2)-The process of establishing an organizational mission and formulating goals, corporate strategy, marketing objectives, marketing strategy, and a marketing plan.-Analysis the organization’s strengths and weaknesses. Identification of organization’s opportunities and threats.-Organizational mission and goals-Corporate and business-unit strategies-Marketing plan- marketing production finance human resources-Organizational Resources and opportunities (1)-core competencies-strategic windows competitive advantage-market opportunities-SWOT (1)-Strengths(competitive advantage or core competencies) weaknesses(limitations on competitive capability) opportunities(favorable conditions in the environment) threats(conditions or barriers to reaching objectives)-Core competencies (1)--Competitive advantage (1)-Marketing opportunity (1)-Mission Statement (1)- A long-term view/vision of what the organization wants to be-Levels of strategic planning (6)o-Boston Consultant Group (2)-Marketing Mix (1)Chapter 3 & 4 (17 questions)-Environmental scanning and Environmental Analysis (2)-Collect information about environmental forces…-From observation, secondary sources, marketing researcho Assess and interpreto Evaluate significanceo Opportunities and threats-Competitive Forces (5)types of competition, competitive structures,-firms that market similar or substitutable products in same geographic areao Brand competition 品牌o Generic Competitiono Product CompetitionDefinition of monopolyo Most companies operate either oligopoly or monopolistic competition.-Economic Forces (5)-Buying power.-Willingness to spend-Economic conditionso Prosperity/Recession/Depression/Recoveryo Discretionary Incomeo Buying Power and its sourceso Using Credit (good or bad)-Political Forces (1)-Maintaining relations with politicians-Legal & Regulatory Forces (3)o Procompetitive lawso Consumer Protection Legislationo Which agency regulates marketing activities FTC Federal trade commission -Technological Forces (1)-Application of knowledge and tools to solve problems and perform tasks more efficiently -Socio Cultural Forces (1)-Influences in a society and its cultures that change people’s attitudes, beliefs, norms, customs.Lifestyles-Cultural valuesExamples of Questions1. Which of the following would not be a customer cost considered in determination of product value?Benefits received in the exchange for the productsEffort spent purchasing the productProduct's purchase priceRisk of purchasing the productTime spent purchasing the product2. The product variable of the marketing mix can include all of the following exceptwarranty issues.repair services.consumer perception of the product price.development of product packaging.creation of brand names.3. To formulate a marketing strategy, one mustdevelop an adequate marketing control process.identify and analyze a target market and develop a marketing mix to satisfy individuals in that market.develop a statement of what is to be accomplished through marketing activities.determine marketing objectives.develop plans for implementation and control.4. Managers at the Littlefield Corporation are engaged in a complex process of revising their organization'smission and goals and developing corporate strategy, marketing objectives, marketing strategy, and, eventually,a marketing plan. This process is calledmarketing strategy.corporate strategy.strategic business planning.marketing planning.strategic planning.5. Which of the following statements is incorrect?Strategic planning begins at the corporate level and proceeds through business-unit and marketing levels.Marketing strategy should be consistent with both the business-unit and corporate strategies.Of the three levels of planning, corporate strategy is the broadest.Business-unit strategy should be consistent with the corporate strategy.Strategic planning begins at the marketing level and proceeds through business-unit and corporate levels.6. Which of the following is not a purpose of the marketing plan?Communicate internally with employeesAssign tasks and responsibilities for implementationSpecify the allocation of resourcesMonitor the performance of a marketing strategyServe as a contract with the customer7. Which of the following statements about the marketing mix is incorrect?Each element of the marketing mix must be precisely matched with the needs of the target market.Each element of the marketing mix must be precisely matched with the other elements of the marketing mix.The elements of the marketing mix are sometimes referred to as marketing mix variables.The selection of the target market serves as the basis for the creation of the marketing mix.Once a marketing mix has been created for a particular target market, it cannot be changed until a new strategic window opens.8. Jones, Inc., is preparing a written document specifying the activities to be performed to implement and control its marketing activities. This document is called thestrategic market program批.strategic business plan.marketing plan.profit plan.marketing program.。

市场营销参考文献《市场营销》参考文献一、书籍类1. 菲律普.科特勒：《营销管理》，上海人民出版社2003年版2.纪宝成：《市场营销学教程》，中国人民大学出版，1989年3.迈克尔.波特：《竞争优势》，华夏出版社2001年版4.晃钢令：《市场营销学》，上海财经出版社2003年版5.卢泰宏：《营销在中国》，广州出版社2001年版6. 兰苓主编《市场营销学》，中央广播电视大学出版社7.吴宪和：《市场营销学》，上海财经大学出版社2002年版8. 宋小敏：《市场营销案例实例与评析》武汉工业大学出版社，19929. 屈云波：《营销战略策划》中国商业出版社，199410. 陈建平等：《企划与企划书设计》中国人民大学出版社.200211. 李飞：《策划王》首都经济贸易大学出版社，199712. 叶万春主编企业形象战略策划——CIS导入，东北财经大学版社13. 李蔚主编推销革命，四川大学出版社14.李蔚主编推销之魂，四川大学出版社15. 张德主编企业文化与CI策划，清华大学出版社16. 刘庆元主编企业战略管理，中央广播电视大学出版社二、杂志类1、销售与市场2、中国营销导刊3、市场与营销4、现代营销三、网站类1. 中国总经理网2. 中华企管网 3. 博锐管理沙龙 4. 企业管理网 5. 营销与管理论坛 6. 中国管理传播网7. 中国经理人网8. 中国经理人在线9. 中国营销传播网10. 营销与市场11. 中国市场营销网（中国市场学会）12. 中国经济学教育科研网市场营销参考文献参考资料市场营销参考文献参考资料.txt爱人是路，朋友是树，人生只有一条路，一条路上多棵树，有钱的时候莫忘路，缺钱的时候靠靠树，幸福的时候别迷路，休息的时候靠靠树！一、教材：菲利普·科特勒，赵平等译：《市场营销原理》（第九版），清华大学出版社，2005 年版二、参考书目图书类：菲律普·科特勒，梅汝和等译：《营销管理》（第十一版），上海人民出版社2005 年版Marketing Management, Ninth Edition, Philip Kotler, 清华大学出版社，2002菲利普·科特勒加里. 阿姆斯特朗著，俞利军译：《营销导论》华夏出版社2003 年版菲利普·科特勒：《市场营销管理》（亚洲版），中国人民大学出版社2004 年版迈克尔·波特，陈小悦译：《竞争优势》，华夏出版社2001 年版威廉姆G. 齐克芒德桑蕾译：《有效的市场营销》，机械工业出版社2003 年版郭国庆：《市场营销学通论》，中国人民大学出版社2004 年版报纸类、期刊类《市场营销》（人大报刊复印资料）《市场营销导刊》（北京）《中外管理》（北京）《销售与市场》( 河南) 《中国经营报》( 北京) 《经济观察报》( 北京) 《经济参考报》（北京）三、有关网站中国市场营销网/index.asp 中国营销传播网/ 世界经理人网站 世界经理人文摘《销售与市场》网络版中国经营报市场营销论文参考文献精选3篇市场营销论文参考文献精选3篇市场营销论文参考文献精选1篇[1] 左仁淑. 关系营销: 服务营销的理论基础. 四川大学学报, 2004,(4): 19-23[2] 科特勒, 洪瑞云, 梁绍明等. 市场营销管理(亚洲版). 第3 版. 北京:中国人民大学出版社, 2004, 15-35 [3] Heide J B, George J. Do Norms Matter in Marketing Relationships. Journal of Marketing, 1992, 56(2): 32-44 [4] 陈绍福, 徐宝瑞. 现代医院创新经营. 中国医院管理, 2001, 21(11):60-62[5] 张英. 现代医院应树立的十大营销观念. 中国卫生产业, 2004, (2):76-78[6] 贾守营. 金牌医院商务策划. 广州: 华南理工大学出版社, 2005,188-193[7] 科特勒, 洪瑞云, 梁绍明等. 市场营销管理(亚洲版). 第 2 版. 北京:中国人民大学出版社, 2001, 55-56 [8] Frank H, Andreas H, Robert E M. Gaining competitive advantagethrough customer value oriented management. Journal of Consumer Marketing, 2005, 22(6): 23-24[9] 丁桂兰. 医疗机构营销. 北京: 清华大学出版社, 2005, 107-113 [10] Christian Gro nroos. Strategic Management and Marketing in the Service Sector. Cambridge. Mass: Marketing Science Institute, 1983,85-88[11] Parasuraman A, Valarie A Zeithaml, Leonard L Berry. SERVQUAL: AMultiple-Item Scale for Measuring Customer Perceptions of Service Quality, Cambridge. Mass: Marketing Science Institute, 1986, 30-32 [12] Liljander Veronica. Comparison Standards in Perceived Service Quality. Helsingfors: Svenska Handelsho gskolan, 1995 [13] Strandvik, Tore. Tolerance Zones In Perceived Service Quality. Helsingfors: Svenska Handelsh gskolan, 1994 [14] 菲利普科特勒. 营销管理. 第九版. 上海: 上海人民出版社,217-218[15] Gronroos C. Internal Marketing-Theory and Practice, in American1999Marketing Association Services Marketing ConferenceProceedings, 1981, 41-47[16] 周成红, 肖锦诚. 谈医疗服务市场特征及营销策略. 卫生软科学,2002, 2(4): 38-39 [17] 王恕, 陈玉文. 顾客关系管理在医院营销中的应用. 国际医药卫生导报, 2004, 23 [18] 张英. 品牌战略现代医院营销利器. 国际医药卫生导报, 2005,11 [19] 张洪才. 医院差异化营销的探讨. 卫生经济研究, 2006, 6 [20] 朱恒鑫. 医院经营策略医院一对一营销学. 北京: 清华大学出版社, 2003[21] 黄国英, 张公惠. 优质服务与三级医院服务营销策略的关系. 中国医院管理, 2004, 7 [22] 马淑燕. 现代医院营销战略的实践与思考. 中国卫生经济, 2004, 9 [23] 迈克、波特. 陈小悦译. 竞争战略. 北京: 华夏出版社, 2005, 10 [24] 邱巍, 代维昭. 上海瑞金一哈佛心脏中心市场定位和营销策略. 上海交通大学学报(医学版), 2006, (2): 199-202 [25] 张英. 医疗市场细分与目标医疗市场选择. 中华医院管理杂志,2002, 18(10): 618-619 [26] 菲利普、科特勒, 托马斯、海斯, 保罗、N、布卢姆等著. 俞利军译. 专业服务营销. 北京: 中信出版社, 2003, 149 [27] 佩恩. 郑薇译. 服务营销. 2 月版. 北京: 中信出版社, 1998, 78-79 [28] 邢永杰, 吕爱芝. 关于医院服务营销的分析. 中华医院管理杂志,2003, 19(1): 33-36 [29] 易世志. 浅析波士顿矩阵法的局限. 商业研究, 2005, 16 [30] 付凤环, 尹世全. 关系营销理论对公立专科医院营销管理的启示.中国肿瘤, 2008, (6): 35 市场营销论文参考文献精选2篇[1]菲利普、科特勒，凯文、莱恩、凯勒.营销管理[M].梅清豪.第12版.上海人民出版社，2006.9 [2]迈克尔A.希特，R.杜安、爱尔兰，罗伯特E.霍斯基森.战略管理一竞争与全球化[M].吕巍第8版.机械工业出版社，2009 [3]迈克尔、波特.竞争战略[M].陈小悦.华夏出版社，2005 [4]巴里、伯曼，乔尔、R、埃文斯.零售管理[M].吕一林，宋卓昭.第11版.中国人民大学出版社，2010 [6] GFK monthly report 2011 by GFK company [8] 2012年新兴技术展望.SERIChina Review.中国三星经济研究院.2012.2，第12-1号[9]叶庞.三星的成功与不足[[J1.招商周刊.2005.7 [10] 2010年12月全国电话用户情况浅析.中国产业研究报告网.2011.3 [11] Bernd H. 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名词解释1. Customer lifetime valueThe value of the entire stream of purchases that the customer would make over a lifetime of patronage2. Business portfolioThe collection of businesses and products that make up the company3. Market segmentationDividing a market into smaller groups with distinct needs, characteristics, or behaviors who might require separate products or marketing mixes.4. Market targetingThe process of evaluating each market segment's attractiveness and selecting one or more segments to enter5. Product lineA group of products that are closely related because they function in a similar manner, are sold to the same customer groups, are marketed through the same types of outlets, or fall within given price ranges.6. Product mix (or product portfolio)The set of all product lines and items that a particular seller offers for sale7. Vertical marketing system (VMS)A distribution channel structure in which producers, wholesalers, and retailers act as a unified system. One channel member owns the others, has contracts with them, or has so much power that they all cooperate.8. Horizontal marketing systems (HMS)A channel arrangement in which two or more companies at one level join together to follow a new marketing opportunity9. Integrated direct marketingDirect-marketing campaigns that use multiple vehicles and multiple stages to improve response rates and profits10. Integrated marketing communications (IMC)Carefully integrating and coordinating the company's many communications channels to deliver a clear, consistent, and compelling message about the organization and its products.Chapter 1Marketing Management Orientations1. Production conceptMarket situation: S <<DThe idea that consumers will favor products that are available and highly affordable and that the organization should therefore focus on improving production and distribution efficiency2. Product conceptMarket situation: S < DFirms that help the company to promote, sell, and distribute its goods to final buyers; they include resellers, physical distribution firms, marketing service agencies, and financial intermediaries.They include resellers, physical distribution firms, marketing services agencies, and financial intermediaries.4. Customer markets (5types)Consumer marketsConsist of individuals and households that buy goods and services for personal consumptionBusiness marketsReseller marketsGovernment marketsInternational markets5. CompetitorsMarketers must do more than simply adapt to the needs of target consumers. They also must gain strategic advantage by positioning their offerings strongly against competitors' offerings in the minds of consumers.6. PublicsAny group that has an actual or potential interest in or impact on an organization's ability to achieve its objectivesFinancial publicsMedia publicsGovernment publics Citizen-action publicsLocal publicsGeneral publicInternal publicsMacroenvironment1. Demographic environment Population size Population growth rateAge structure of the POP Gender structure of the POP Urbanization of China2. Economic environment IncomeGDPGDP per capita Disposable income p.c. Average wageSavingMarginal propensity to save Deposit p.c.SpendingMarginal propensity to consumeEngel coefficient3. Natural environmentShortages of raw materialsIncreased pollutionIncreased government intervention4. Technological environmentIt changes rapidlyNew technologies create new markets and new opportunity , e.g. the Internet of things5. Political environmentIncreasing legislationSocially responsible behavior6. Cultural environmentPersistence of Cultural ValuesShifts in Secondary Cultural ValuesChapter 5Model of Consumer BehaviorMKT & other stimuliMKT Other→Characteristics Affecting Consumer Behavior 1. Culture factorsCulture Subculture Social Class 2. Social factors Groups—Opinion leader—Person within a reference group who exerts social influence on othersProduct EconomicPrice TechPlace PoliticalPromotion Cultural Buyer ’s black box Buyercharacteristics Buyer decision processB uyer response Product choiceBrand choice Dealer choice Purchase timingPurchase amountChapter 6Evaluating Market SegmentsIn evaluating different market segments, a firm must look at three factors:-segment size and growth-segment structural attractiveness-According to Michael Porter, there are 5 forces influencing competition in an industry:Threat of new entrantsThreat of substitute productsBargaining power of suppliersBargaining power of buyersRivalry among competitors-company objectives and resourcesSelecting Target Market SegmentsUndifferentiated MarketingA market-coverage strategy in which a firm decides to ignore market segment differences and go after the whole market with one offer.No market segmentationOne product for all marketDifferentiated MarketingChapter 7Levels of Product and ServicesCore benefit/productIt addresses the question what is the buyer really buying?Actual productFeatures, design, quality level, brand name, and packagingAugmented productAdditional consumer services and benefits, such as after-sale S., warranty, installation, delivery and creditProduct Mix DecisionsWidth: the number of PLsLength: the total number of itemsDepth: the number of versions offered of each product in the line Consistency: how closely related the various PLs are in end use, production requirements, distribution channels, or some other wayRequirements of brand name selection.It should suggest something about the product's benefits and qualities.It should be easy to pronounce, recognize, and remember.The brand name should be distinctive.IntroductionIntroduction is a period of slow sales growth.Profits are nonexistent in this stage because of the heavy expenses of product introduction.GrowthGrowth is a period of rapid market acceptance and increasing profits.MaturityMaturity is a period of slowdown in sales growth because the product has achieved acceptance by most potential buyers.Profits level off or decline because of increased marketing outlays to defend the product against competition.DeclineDecline is the period when sales fall off and profits drop.Chapter 9Cost-plus pricingAdding a standard markup to the cost of the productMarkup Price = Unit Cost∕(1- Desired Return on Sales)Types of DiscountCash discount: a price reduction to buyers who pay their bills promptlyQuantity discount: a price reduction to buyers who buy large volumes Functional discount (trade discount): offered by the seller to trade-channel members who perform certain functions, such as selling, storing, and record keeping.Seasonal discount: a price reduction to buyers who buy merchandise or services out of season.Chapter 10Functions of marketing channelInformationPromotionContactMatchingNegotiationPhysical distributionFinancingRisk takingVertical Marketing Systems (VMS)Corporate VMSA VMS that combines successive stages of production and distribution under single ownership —channel leadership is established through common ownership.Contractual VMSA VMS in which independent firms at different levels of production and distribution join together through contracts to obtain more economies or sales impact than they could achieve alone.Franchise organizationsM-sponsored retailer F; FordM-sponsored wholesaler F; Coca-ColaService-firm-sponsored retailer F; KFCAdministered VMSA VMS that coordinates successive stages of production and distribution, not through common ownership or contractual ties, but through the size and power of one of the partiesChapter 11(书p275)Stores based on product lineSpecialty storeDepartment storeSupermarketConvenience storeSuperstoreDiscount storeOff-price retailersChapter 12Setting advertising objectivesInformative AdvertisingCommunicating customer valueTelling the market about a new productExplaining how the product worksSuggesting new uses for a productInforming the market of a price changeDescribing available servicesCorrecting false impressionsBuilding a brand and company imagePersuasive AdvertisingBuilding brand preferenceEncouraging switching to your brandChanging customer's perception of product attributesPersuading customers to purchase nowPersuading customers to receive a sales callConvincing customers to tell others about the brandReminder AdvertisingMaintaining customer relationshipsReminding consumers that the product may be needed in the near futureReminding consumers where to buy the productKeeping the brand in customer's minds during off-seasonsSetting the Total Promotion Budget (advertising)(找不到。