MM 4 4Th Edition Dawn Iacobucci Solutions Manual Full Chapter PDF

MM – Instructor Manual
Solution Manual for MM 4 4th Edition Iacobucci

1133629385 9781133629382
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CHAPTER 5 – POSITIONING
KNOWLEDGE OBJECTIVES
1. Understand the concept of positioning and its importance.

2. Learn how perceptual maps facilitate an understanding of a company’s or brand’s
position in the marketplace.
3. Introduce the positioning matrix.
4. Identify the essential elements of a positioning statement.
CHAPTER OUTLINE
▪ What is Positioning and Why is it Probably the Most Important Aspect of

Marketing?
▪ Managerial Recap
1. What is Positioning and Why is it Probably the Most important Aspect of

Marketing?
This section relates to knowledge objective #1
Positioning is about identity—who your brand or company is in the marketplace, vis-à-

vis the competition, and in the eyes of the customer. It involves all the marketing mix
variables: product, price, place and promotion.
TEACHING NOTE: Ask students to say the first words that come to their mind when
the following brands are mentioned: Omega, the Gap, Starbucks, IKEA,
BlackBerry,and Target. Note down their answers on a whiteboard and then discuss
their responses. This activity will help students understand how these companies have
positioned their products in the minds of customers.
1
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Positioning via Perceptual Maps
Perceptual maps are graphical depictions of the positioning of particular brands with
respect to their competitors. These pictures help marketers envision how customers think
about their brands.
Figure 5.1 Competition in Perceptual Maps
Figure 5.1 shows a perceptual map of four hybrid car models (Toyota Prius, Lincoln
MKZ, Lexus RX450h and Tesla Model S). Brands presented close together are perceived
to be similar (Lexus and Lincoln), whereas brands farther apart are seen as more different
(Prius and Tesla). The Lexus and Lincoln would be preferred by consumer segment 1.
But the customers in segment 2 seek nice luxury at inexpensive prices. Thus, a car
company might not find this position profitable, or the image desirable.
TEACHING NOTE: Students could be asked to draw a perceptual map for five
electronic gadget manufacturers to highlight their competitive positions. Students can
rate these companies on dimensions such as affordability, quality, innovativeness,
durability, and the like.
Figure 5.2 Positioning Via Perceptual Maps
This figure is a perceptual map of cities in which a large, global hotel company has
resorts. The company wants to know more about its customers’ travel needs, because
they’re trying to redesign some of their vacation packages. The factors considered here
are price, beaches, and points of interest. The map also identifies two customer segments.
Analyzing the map in detail will help understand the hotel’s current positioning and the
needs of its customers.
TEACHING NOTE: The instructor could ask the students to redraw Figure 5.2 by
retaining the price dimension and changing the other dimension to “seasons of the
year.” Ask them to observe the changes that occur in the figure and discuss how this
would impact the positioning of each of the resort.
TEACHING NOTE: Should a firm change its positioning depending on the market?
What are the potential advantages and disadvantages of doing this? Ask students for
their viewpoints and discuss.
2
Figure 5.3 Perceptual Map: Strengths and Weaknesses of Gym 1
Figure 5.3 contains descriptors for a single service provider, a health club. Patrons have
rated the gym on a number of qualities: the convenience of the location, the variety of the
machines it offers, are there plentiful new machines so that there’s never a long wait, and
finally, whether the staff is helpful, friendly, and trained to give good work-out
instructions. Customers have also given their judgments on the importance of each of the
qualities when choosing a gym. The figure tells us that the gym is conveniently located
but people don’t care much about this attribute. The staff isn’t great, but people are ok
with this too. What people really care about is the number of machines and this particular
gym is not well stocked in that respect. So, the gym has to do something in this regard.
Figure 5.4 Perceptual Map: Competition
This figure allows us to determine the perceived strengths and weaknesses of Gym 1
compared with gyms 2 and 3. Gym 1 is seen as relatively expensive. On the attribute of
machines, it is dominated by both gyms 2 and 3.
One of the limitations of perceptual maps is that they typically look at only two attributes
at a time.
Figure 5.5 Competitor Analysis
The figure is a bar chart comparing the three gyms on four attributes – price, location,
staff, and number of machines. This figure shows that there are alternative ways of
conducting a competitor analysis. The graph clearly shows that Gym1 has a competitive
advantage in terms of location, but not in terms of staff or machines.
The Positioning Matrix
Figure 5.6 Marketing Management Framework Product Quality by Price
This figure shows the juxtaposition of product and price. The basic 2×2 matrix shows that
a match of low-low and high-high makes sense. Brands that offer high quality at low
prices and vice-versa have a short life.
Figure 5.7 Marketing Management Framework Promotion by Distribution
This figure shows an analogous 2×2 matrix for promotion and distribution. If a company
promotes broadly and heavily, they are probably looking to move a lot of merchandise,
and so it would be smart to make the goods widely available. Similarly, if a brand has a
more exclusive image and distribution chain, it would make better sense not to overly
promote it.
3
Figure 5.8 Marketing Management Framework: All 4Ps: Product by Price by Promotion
by Place
This figure shows all 16 combinations of the 4Ps.
Figure 5.9 Some Strategies Don’t Make Sense
The figure suggests eliminating the “low price” and “exclusive distribution”
combinations.
Figure 5.10 Some Strategies Don’t Make Sense
This figure indicates the possibility of eliminating the combinations that involve the
“high price” and “low quality” strategies.
Figure 5.11 Other Strategies Also Don’t Make Sense
The figure suggests that the “heavy promotions” and “exclusive distribution”
combinations should also be eliminated.
Figure 5.12 Some Strategies Are Hard to Sustain
The figure shows that the “good value” purchases—high quality at relatively low prices
—is a position that is hard to sustain.
Figure 5.13 Other Strategies Are Also Hard to Sustain
This figure shows that the “wide distribution” and “light promotion” combinations are
rather inactive strategies.
Figure 5.14 Quality and Price Tend to Realign (see Figures 5.10 and 5.12)
This figure shows that we don’t often see overpriced or good value products. We more
often see “basics” (low price, low quality) or “high-end” products (high price, high
quality).
Figure 5.15 Promotion and Distribution Tend to Realign (see Figures 5.11 and 5.13)
This figure shows that we usually see a match on heaviness of promotion with greater
availability in the marketplace.
TEACHING NOTE: Students could be asked to identify 10 FMCG companies, and,

using Figure 5.14 and/or Figure 5.15, plot them according to their use of any of the 8
strategies (other than those subsequently listed in figure 5.17).
Students should be able to identify “basics,” “high-end,” “mass,” and “niche”
positioning strategies.
4
Figure 5.16 Two Strategies Make Perfect Sense
This figure depicts the following two strategies:

• low price, low quality, widely available, heavy promotions, and
• high price, high quality, exclusive availability, light promotions.
Figure 5.17 Example Brands in the Framework
This figure shows that many brands may be classified in the extreme upper-left and
lower-right cells—the optimal combinations. But there can be exceptions. Some brands
appear in all the other suboptimal combinations.
There are other management strategies that are consistent with the two basic positioning
strategies proposed.
Michael Treacy and Fred Wiersema in The Discipline of Market Leaders identify three
basic corporate strategies to creating value and achieving market stature:
• operational excellence (Dell and Southwest Airlines),
• product leadership (Johnson & Johnson and Sony), and
• customer intimacy (Nordstrom and Amazon)
In the matrix, operations and products would map roughly onto the low costs and high
quality cells, respectively. Customer intimacy is simply good service so that can be
classified in the high quality cell as well.
Michael Porter in his books on Competitive Strategy discusses generic strategies driven
by keeping costs down and prices competitive, leading by differentiation or when
appropriate, niche positioning. The latter is merely a matter of exclusivity and size, and
the first two can be mapped onto the low price vs. high-quality basic combinations.
Writing a Positioning Statement
Once a company has decided upon its positioning, either for the corporation as a whole,
or for one of its brands, it must be able to communicate succinctly the parameters of that
position to a number of different audiences (to customers, employees, shareholders,
general public, etc.).
A positioning statement includes the specification of the target segment(s). Another

important element is the unique selling proposition (USP). The idea is to express a
brand’s competitive advantage clearly and succinctly. The positioning statements of
Volvo, FedEx, YouTube, Club Med, Honda, and several others are given as examples.
5
The positioning statement can serve as an internal memorandum keeping all managers
aligned as a basic guiding principle in all their collective decisions, so as to enhance the
likelihood of consistencies in the results of those decisions. They can also serve as the
foundation of the communications offered to external audiences, including customers,
shareholders, and the like as advertising taglines, or more extensive messages.
2. Managerial Recap
Positioning is central to the marketing manager’s activities. Perceptual maps facilitate an

understanding of a company’s or brand’s position in the marketplace. The positioning
matrix identifies the combinations that make the most sense. Positioning statements help
guide marketing strategies and tactical actions.
SUGGESTED ANSWERS TO MARKETING PLAN QUESTIONS
Encourage students to download an Excel ® spreadsheet on the book’s website at

www.cengagebrain.com, that contains all of these Chapter 17 tables to assist them in
developing a marketing plan. A set of marketing plan questions is provided in the
Instructor’s Manual as a guide to help students develop a marketing plan as they take the
course and work through the chapters. By chapter 17, all of the pieces will have come
together and created a marketing plan if the students work through each section as they
study each chapter. The Marketing Plan tear-out reference card in the student edition of
MM serves as a chapter guide for the students to know when to fill out each section of the
Marketing Plan.
Positioning: fill in descriptions here:

Strategically choose hi-quality/hi-price or basic-product/low-price position: Position1
Show how strategic position compares to competitors’ positions: Position2
Sketch distribution (wide or exclusive) and promotion plans (mass, light): Position3
Position 1:
Strategically choose hi-quality/hi-price or basic-product/low-price position:
Given the suggested concept of an energy drink for women, it is unlikely that the product
would be positioned as a basic product/low-priced product. It would more than likely be
positioned as a high-quality/high priced product. The rationale is to simply ask students
these 2 questions. For an energy drink what attributes or benefits would comprise low
quality? Then ask would you drink an energy drink that was lacking those
dimensions/attributes? It is possible that the product “could” be lower in caffeine. So
that it is positioned for example with 60mg of caffeine per serving rather than the 80 mg
per serving that most other brands have (RockStar, Red Bull, Full Throttle, Monster,
AMP, etc). Question would be why the firm would intentionally market the product with
less caffeine? The product could also be marketed with less sugar, but that does NOT
necessarily mean that the product is viewed as being less quality. Although sugar is
energy. So less sugar, less energy. Most products are priced between $1.99 and $2.99 per
unit. The question is how much further below the $1.99 would the product have to be
priced to be viewed as low priced? $.10 ? 10%? Get students to reflect upon that.
6
Position 2:
Show how strategic position compares to competitors’ positions:
Students should develop a 2 dimensional perceptual map.
Aggressive/threatening versus passive/accommodating could be one dimension and
caffeine or calories or grams of sugar could be the other dimension. It would most likely
be that the new product would be in a quadrant by itself, with possibly Red Bull being the
closest competitor?
Position 3:
Sketch distribution (wide or exclusive) and promotion plans (mass, light):
Students would likely comment that wide distribution would mimic a distribution strategy
similar to Red Bull, utilizing convenience outlets, grocery stores, and large multi-format
stores like Target and Walmart in which multi-packs and single cans would be available.
Conversely, an exclusive distribution strategy would focus on a single style of outlet,
mainly health clubs, or boutique grocery stores, or convenience stores only (such as your
local gas-n-go). Mass promotion plans would simply entail a media blitz of most outlets
available TV, print, Web, event sponsorship, product placement and the like. A light
promotion plan would quite possibly focus on print (magazine) only to niche vehicles
(Self or More magazines).
SUGGESTED ANSWERS TO DISCUSSION QUESTIONS
1. If you were to create a perceptual map for the product category of watches, what
attributes should you include to illustrate both the similarities and differences
among the brands?
Answer:
Brand, price point, watches for men (high-tech looking and lots of gadgets) or
women (looking like jewelry).
BUSPROG: Reflective Thinking
Tier II: DISC: Strategy
Tier III: MBA: Generative thinking
Bloom’s: Analysis
Topic: Positioning via Perceptual Maps
Difficulty: Moderate
2. Find a company that is struggling. Where is it in the positioning matrix? Could

the company be more successful if it changed any of its Ps (e.g., to head to the
low/ low/ low/ low or high/ high/ high/ high cells)?
Answer:
Take one of the big American car companies (what a sad story!). Within that, take
one of their car lines. Is the car high quality or low? Reasonably priced or too
high? etc. Post-bailout, see if the students can recognize that it’s still salvageable,
if the Ps were modified.
BUSPROG: Reflective Thinking
Tier III: MBA: Generative thinking
7
Bloom’s: Analysis
Topic: The Positioning Matrix
3. Write a position statement for yourself to convince your favorite company to hire
you.
Answer:
This will obviously depend on the student, but should include the target audience
(that company, or that industry, or that kind of job regardless of company or
industry), and the student’s particular strengths.
BUSPROG: Communication
Tier II: DISC: Creativity
Tier III: MBA: Generative Thinking
Bloom’s: Application
Topic: Writing a Positioning Statement
SUGGESTED ANSWERS TO MINI-CASE: POSITIONING HEALTH CARE
1. Well-Health sounds high quality, high cost, exclusive distribution, and low
promotion. MarksHealth seems low cost, wider distribution, higher promotion and
perhaps lower quality (due to volume and a larger set and assortment of front-line
practitioners).
BUSPROG: Analytic
Tier III: MBA: Strategic & systems skills
Bloom’s: Analysis
2. The health care group and hospital probably see each other as threats solely a function
of proximity (same town, have to listen to each other’s radio ads, etc.).
BUSPROG: Analytic
Bloom’s: Analysis
3. Backlog is a little disconcerting. Perhaps it could further distinguish itself by focusing

on servicing only certain ailments or body parts. Wouldn’t hurt to do some local
event sponsorship to diminish perceptions that they’re snobs. Of course, these are
actions MarksHealth could take as well. Competitive advantages are usually short-
lived in services sectors.
BUSPROG: Analytic
8

Bloom’s: Analysis
SUGGESTED ANSWERS TO ONLINE MINI-CASE: “VALUE” AND

“QUALITY” – SEEKING SEGMENTS IN THE POSITIONING MATRIX
As we now know, when marketers talk about segments, it’s nothing mysterious.
Segments are just groups of customers who seek similar benefits. A product’s price is
definitely one of its most important attributes. A low price can be a benefit. A high price
can still provide a benefit if the customer thinks that product delivers good value (i.e., is
worth the price).
In the positioning matrix, price means every effort the customer expends. Thus,
price definitely includes the financial cost to the customer but also things like:
• How far did they have to drive to a store?
• How much time did they have to spend researching (e.g., online, in newspaper
weekend supplements, clipping coupons, etc.)?
• Were the salespeople at the store or on the phone helpful or rude?
• Was the parking lot crowded?
• If the purchase was online, was the website difficult or easy to navigate.
By the quality or value of the purchase obtained, we mean everything good the
customer gets, such as:
• They get the product.
• They might feel good about the brand.
• They might have their friends compliment them.
• The product might last a long time because it is reliable, etc.
The following figure has four segments:

A. Rare: Those who are willing to pay a high price and obtain low quality.
B. Loyals: Those who seek high quality and are willing to pay a high price.
C. Convenience: Those who seek low price and are willing to take low
quality.
D. Value: Those who seek low price and look for high quality.
As discussed in the chapter, products mostly appear in the low-price/low-quality and

high-price/high-quality quadrants. Thus, few products will be available for the “Rare”
and “Value” segments. Pick any product category that you like and map some products
into both the "Loyals" and "Convenience-seekers" quadrants.
LOYALS: Swiss-made watches (ROLEX), Luxury Automobiles, Fine Wines, hand-rolled

Cuban cigars, 5 star hotels, and 5 star restaurants. Convenience: Little Debbie Snack
Foods, B-Bats taffy candy pops, Tootsie Pops, fast food restaurants dollar menu items.
9
A. If you were a brand manager of one of the products you just mapped, who would
you target first? Why?
LOYALS: Loyals want quality and are WILLING TO PAY FOR IT! This means a
higher margin per transaction. It also means prestige in the market place.
BUSPROG: Analytic
Bloom’s: Analysis
B. Who would target next? Why?

While some of this depends on the size of the segment, RARES would seem a likely
choice because of their willingness to pay a high price. Given that, it would seem
reasonable that they would be willing to accept high quality in lieu of low quality
and would be willing to pay for high quality. This would NOT require any
marketing mix adjustment. By serving the first segment, you should also be able to
serve the second. The least desired segment is the value segment. They will seek a
bargain and will be demanding as they seek quality, but don’t want to pay for it.
High
Price A B
C D
Low
Low High
Quality
BUSPROG: Analytic
Bloom’s: Analysis
© Cengage Learning 2013
VIDEO CASE & DISCUSSION QUESTIONS
Targeting and Positioning at Numi Organic Tea
10
Numi Tea founders, siblings Ahmed and Reem Rahim, immigrated to the United States
when they were young children and grew up in Cleveland, Ohio. Reem became a
biomedical engineer. Ahmed traveled the world as a photographer and settled for a time
in Prague where he opened two tea shops. Reem eventually left her career to pursue life
as an artist. In 1999, the two reconnected in Oakland, California, and started Numi Tea in
Reem’s apartment.
“I think in the positioning of our brand, we wanted to target a certain type of customer
base, from the natural health food stores, to fine dining and hotels, to universities and
coffee shops, gourmet stores,” says Ahmed. “What I’ve been most surprised about in our
growth is the mass market consumer.” In recent years, demand by the average American
consumer for organic and ethically produced products has exploded. At the same time,
economic influences have driven the more affluent and natural foods consumers to large
discounters such as Target, super-size grocery chains, warehouse clubs and online
shopping.
Today, explains Jennifer Mullin, vice president of marketing for Numi Tea, the average
Numi consumer is female, college educated, and buys two to three boxes of tea per
month, usually green tea. She also buys organic products whenever possible. All of these
details, while not surprising, are fairly new. Until Mullin joined the team and formalized
their marketing department, Numi assumed their customers fit the same profile as the
staff—young, cool, and urban. While many of Numi tea drinkers are all these things,
Mullin’s findings proved that the company needed to put some additional energy toward
targeting the younger, college market. They launched an initiative to raise awareness of
the product on campuses where people are more inclined to be interested in issues of
sustainability, fair-trade, and organics. Because Numi teas are considered a premium
product, they do have an affordable, but still higher price point than conventionally
produced teas. College students in general have less money to spend, so Numi
approached the food service departments of universities such as Stanford to serve the tea
as part of their prepaid meal plans. Not only does the food service contract represent a
giant account, it encourages trial. Sampling is Numi’s most successful marketing activity
for attracting new users. Students can learn to love the product, essentially for free.
The most compelling reason for drinking Numi tea is its health benefits. The company
found that they don’t need to spend much time talking up the organic aspect of their
product. In the premium and natural foods space where Numi operates, organic is
expected. There is the threat that as the terms “organic” and “natural” invade the
mainstream marketplace, a lack of trust or cynicism may arise as some products will
inevitably fail to live up to their labels’ claims. This is why Numi relies heavily on
educating its consumers about the product. When targeting women, their most valued
consumer, says Jennifer, “we have an in-house PR team that works a lot with editors [of
women’s magazines] to educate them on tea and make sure they understand the healthy
properties of tea.” They follow up with sampling at Whole Foods or events targeted
toward environmentally conscious moms. Numi rounds out the education efforts on its
website with more health information as well as in-depth articles on the benefits of
specific teas.
11
Although still young, the Numi brand is expanding rapidly and has enjoyed success
overseas as well. Whatever the marketing and PR teams do—store sampling,
environmental events, or partnerships with like-minded companies such as Clif Bar—
they continue to survey and assess the demographic and psychographic profiles of their
consumer.
1. Describe Numi’s product line in terms of the four Ps of marketing ⎯ product,

price, place, and promotion.
Answer:
The product component of the marketing mix is a high-quality tea that is
formulated using premium, organically grown ingredients. The price component
reflects Numi’s organic tea being priced as a premium or upscale product. The
place component has focused primarily on upscale outlets ⎯ namely, natural and
health food stores, fine dining restaurants and hotels, universities, and coffee
shops. Recently, however, Numi has broadened the place component by
distributing its teas through grocery stores, club stores, and website sales. The
promotion component focuses on providing product samples and participating in
events that promote various kinds of organic and fair-traded products; this helps
in positioning Numi organic teas as a premium tasting, premium quality product.
BUSPROG: Analytic
Tier III: MBA: Strategic and systems skills
Bloom’s: Analysis
Topic: What is Positioning and Why is it Probably the Most Important Aspect of
Marketing?
2. Combining product, price, place, and promotion together into the strategic
marketing management framework, describe the strategic positioning of Numi’s
product line.
Answer:
The product by price by place by promotion matrix is an analytical tool for
determining viable strategic marketing strategies. Given that Numi organic teas
are high quality, premium teas (i.e., product) sold at a premium price, any
strategy involving either low quality or low price would not be a viable marketing
strategy. Therefore, in the following positioning matrix, the cells marked with
“X” are not viable strategies. This eliminates 12 possible strategies; leaving four
strategies that Numi can pursue. These four strategies differ in terms of
distribution (i.e., place) and promotion. Numi is not a heavily promoted product
as it is promoted by providing product samples and participating in events that
promote various kinds of organic and fair-traded products; therefore the cells
containing “YY’ can be eliminated. This leaves distribution (i.e., place) as the
determining marketing mix variable. Numi had been pursuing the strategy of
exclusive distribution of a lightly promoted, high priced, high quality product (see
the cell labeled AAA). More recently, surprising growth in the mass marketing of
12
Numi organic teas has occurred at grocery stores and club stores in the United
States and on websites. This strategy reflects the wide distribution of a lightly
promoted, high priced, high-quality product (see the cell labeled BBB).
Wide Distribution Exclusive Distribution

Low High Low High
Quality Quality Quality Quality
Heavy Low Price X X X X
Promotion High Price X YY X YY
Light Low Price X X X X
Promotion High Price X BBB X AAA
BUSPROG: Analytic
Bloom’s: Synthesis
Marketing?
Difficulty: Challenging
3. Does this strategic positioning make good marketing management sense or not?
Explain your answer.
Answer:
The dual strategy makes sense because this enables Numi to significantly grow its
sales volume by expanding distribution. Although wide versus exclusive
distribution are in conflict, according to Numi’s managers, the key to dealing with
this conflict lies in knowing who the company’s customers are and where they are
shopping. In short, customers who want premium teas are willing to pay a
premium price, and who do not need to be solicited through heavy promotion, do
indeed shop at grocery stores and club stores as well as online. Most of these
people do not shop only at exclusive outlets.
BUSPROG: Analytic
Bloom’s: Evaluation
Marketing?
From BOONE/KURTZ. Contemporary Marketing, 14E. © 2010 South-Western, a part of Cengage

Learning, Inc. Reproduced by permission. www.cengage.com/permissions
Concepts Illustrated:
• Positioning
• Positioning matrix
• Product component of positioning matrix
13
• Price component of positioning matrix

• Place component of positioning matrix
• Promotion component of positioning matrix
• Positioning statement
14
Another random document with
no related content on Scribd:
generates the necessary gas pressure to force the bullet through the
barrel, the initial muzzle velocity being about 800 ft. per second. The
pressure exerted to the rear against the face of the slide carries the
latter and the barrel to the rear together. But due to the link
attachment, the barrel is almost immediately swung down and
unlocked from the slide, leaving the slide to continue its movement to
the rear, thus opening the breech, cocking the hammer, extracting
and ejecting the empty cartridge and compressing the recoil spring.
When the slide reaches its rearmost position the magazine follower
raises another cartridge into the path of the slide. This cartridge is
then forced into the barrel by the forward movement of the slide as
before described.
Although it might be supposed that the downward swinging of the
barrel would affect the accuracy of the fire, this is not the case. The
bullet has gained its maximum velocity and passed out of the muzzle
before the unlocking movement between the barrel and slide
commences.
When the magazine has been emptied the magazine follower is
free to press against the projection on the slide stop, thus forcing the
slide stop into the front recess of the slide, thereby locking the slide
in the open position and reminding the person firing that the empty
magazine must be replaced before firing can be continued.
Interesting Facts about the Pistol.

(a) Weight 2½ pounds. Trigger pull, about 7 pounds.
(b) Rifling, 6 grooves with left-hand twist. The drift due to the rifling
is therefore to the left, but this is more than neutralized by the pull of
the trigger when the pistol is fired from the right hand.
(c) For ranges up to 75 yards the trajectory is very flat and the drift
slight, giving the pistol great accuracy.
COMPONENT PARTS.
COMPONENT PARTS.
1. Receiver.
2. Barrel.
3. Slide.
4. Plunger Tube.
5. Slide Stop Plunger.
6. Plunger Spring.
7. Safety-lock Plunger.
8. Slide Stop.
9. Rear Sight.
10. Front Sight.
11. Link.
12. Link Pin.
13. Barrel Bushing.
14. Recoil Spring.
15. Recoil Spring Guide.
16. Plug.
17. Extractor.
18. Ejector.
19. Ejector Pin.
20. Firing Pin.
21. Firing Pin Spring.
22. Firing Pin Stop.
23. Hammer.
24. Hammer Pin.
25. Hammer Strut.
26. Hammer Strut Pin.
27. Mainspring.
28. Mainspring Cap.
29. Mainspring Cap Pin.
30. Sear.
31. Sear Spring.
32. Sear Pin.
33. Disconnector.
34. Trigger.
35. Grip Safety.
36. Safety Lock.
37. Mainspring Housing.
38. Housing Pin.
39. Housing Pin Retainer.
40. Lanyard Loop.
41. Lanyard Loop Pin.
42. Magazine Tube. }
43. Magazine Base. }
44. Magazine Pins (2). }
45. Magazine Loop. } Magazine
46. Magazine Spring. }
47. Magazine Follower. }
48. Magazine Catch.
49. Magazine Catch Spring.
50. Magazine Catch Lock.
51. Stocks, Right and Left.
52. Stock Screws (4).
53. Screws Bushings (4).
(d) Beyond 250 yards the trajectory is very curved and the drift
becomes considerable. Firing is therefore very inaccurate.
(e) To hit a target at ranges over 75 yards it will be necessary to
lay on a displaced point above and to the right of target for ranges
approximately as follows:
Vertical Lateral
Range, Yards. Displacement. Displacement, right.
100 ½ yard ½ yard
150 1½ yards ¼ yard
200 3 yards 1 yard
250 5 yards 2 yards
(f) The striking energy of the bullet is sufficiently great to surely
disable a man by causing a dangerous wound at all ranges up to 500
yards.
(g) The pistol has been fired by experts at 25 yards, aimed fire, at
the rate of 21 shots (3 magazines) in 30 seconds. Such rapidity is,
however, not necessary or desirable in service firing. Accuracy is
always the first consideration.
Precautions.
1. Whenever the pistol is taken out of or returned to the arm rack,
also both before and after drill or other exercises with the pistol,
remove the magazine and see that it is empty. Then draw back the
slide which will eject any cartridge in the chamber. Finally look
through the bore to see that the pistol is unloaded and the bore not
obstructed by a plug or wad. Replace all parts, come to raise pistol
and lower hammer.
2. Never place the trigger finger within the trigger guard until it is
intended to fire and the pistol pointed toward the target.
3. Do not carry the pistol in the holster with the hammer cocked
and the safety lock on, except in an emergency.
4. Always press the trigger with the forefinger.
5. After each shot relieve the pressure on the trigger so that the
sear may re-engage.
6. When inserting the magazine be sure that it engages the
magazine catch. Never insert the magazine by striking it smartly;
always apply a continuous push.
7. The pistol must be kept clean, free from rust and properly oiled.
8. Never disassemble the receiver except by permission of a
officer.
9. In disassembling the receiver be sure that (a) the disconnector
and sear are properly assembled; (b) that the hammer is not
snapped when the pistol is partially assembled; (c) that the stocks
are not removed; (d) that no hammer is used in either assembling or
disassembling.
Care and Cleaning of the Automatic Pistol.

In cleaning the barrel of the automatic pistol after firing proceed
as follows: Swab out the bore with soda solution to remove powder
fouling. Remove and dry with a couple of patches. Examine to see
that no patches of metal fouling are in evidence, then swab out with
the swabbing solution—a dilute metal-fouling solution. The amount
of swabbing required with the swabbing solution can be determined
only by experience assisted by the color of the flannel patches.
Normally a couple of minutes’ work is sufficient. Dry thoroughly and
oil with sperm oil.
The proper method of oiling a barrel is as follows: Wipe the
cleaning rod dry; select a clean patch and thoroughly saturate it with
sperm or light slushing oil, being sure that the oil has penetrated the
patch; scrub the bore with the patch, finally drawing the patch
smoothly from the muzzle to the breech, allowing the cleaning rod to
turn with the rifling. The bore will be found now to be smooth and
bright so that any subsequent rust or sweating can be easily
detected by inspection.
The principles as outlined above apply equally well for the care of
the barrel of the sub-calibre cartridge.
MACHINE GUNS AND AUTOMATIC RIFLES AS
EMPLOYED BY THE ARTILLERY.
The field artillery employs machine guns and automatic rifles only
defensively, either against hostile aircraft, or against enemy infantry
in case of a break-through. For this reason the tactical use of these
weapons by the artillery is considerably different from that by the
infantry, and the dispositions that must be made are adapted to
particular needs.
The field artillery must defend itself:
(a) On the march.
(b) In position.
(c) At the echelon (horse-lines).
Defense on the March.

1. Machine Gun.
Machine guns may be used on the march in case of surprise
attack or against low-flying aeroplanes. Fire on roads and convoys
from low-flying aeroplanes has been developed to such an extent
that it is imperative at all times for a column to be prepared to defend
itself against such attacks.
1. When a battery is in the advanced zone, one machine gun is
mounted on a special mount on the second caisson of the fifth
section. This gun is kept ready for fire at all times, the loaded belt if it
is a Browning, being kept in the loaded position. About 500 rounds
Cal. 30 ammunition are carried on the caisson. The machine gunner
in charge of the gun marches with the 5th section.
A mechanic can very easily modify the special mount for the
Browning, for use against aircraft, so that it also will be adaptable for
use on the caisson.
One gun is attached to the fifth section, so that on subdivision of
the battery for action, the other gun will be with the Combat Train or
echelon, being carried in the battery wagon or the park wagon.
The second gun may be carried stored in the battery wagon or on
escort wagon. In position warfare the firing battery goes into position
usually at night. The escort wagon then goes up with tools, officers’
rolls, etc. and the machine gun with its special mount, the regular
tripod, and about 2000 rounds of ammunition. If not carried as
stated, provision must be made for carrying the gun with the firing
battery.
2. Automatic Rifles.
The automatic rifles are assigned one to each section.
All eight automatic rifles should be in readiness for instant use
when on the march. They should be evenly distributed throughout
the battery, and handled by men who have had special training. At
least two magazines per gun (40 rounds) should be instantly
available. While it is difficult to bring down a plane with a machine
gun or rifle, a well directed fire will limit the action of hostile planes.
It should be borne in mind that often when in the advanced zone
friendly aeroplanes are detailed to guard a battery on the march.
Great care must be taken to make no mistakes in identifying
aeroplanes. Never shoot at a ship unless the distinctive markings on
the wings are clearly distinguished and identified. Upon subdivision
for action, the automatic rifles go with the section to which assigned.
This, of course, may be varied according to the situation.
(B.) Defense of the Position.

The machine gun emplacement should be carefully selected and
constructed. The first consideration is a good field of fire; the second
is good concealment.
Usually it is placed on a flank of the battery. Situated on the flank
of the battery, a greater field of fire is obtained for the gun. Moreover
when firing against hostile airplanes, the position of the battery will
not necessarily be disclosed. In case the battery is shelled, the
position of the machine gun on the flank renders it less liable to be
hit.
The emplacement for a machine gun at a battery position differs
from those generally built by the infantry in that it is designed
primarily for anti-aircraft shooting.
There can be no overhead cover, all protection being provided by
well constructed concealment. Camouflage must be arranged for
and so placed that it can be instantly thrown aside for firing.
The plans for close defense of the battery should include the
assignment of positions and sectors of fire for the automatic rifles.
The methods of fire and the technical points involved, in firing
against hostile airplanes, will be considered elsewhere. A sentinel
equipped with a pair of field glasses must be on duty in the
emplacement at all times. The members of the machine gun squad
are detailed for this duty by roster.
Types of Anti-Aircraft Mounts.

The Ordnance Department furnishes no anti-aircraft mount, but
improvised mounts can be easily made.
BROWNING MACHINE GUN—MODEL 1917.

The Browning Machine Gun, Model 1917, is water-cooled and is
chambered for caliber .30 U. S. Standard Rifle Ammunition. The gun
is classed as a heavy water-cooled gun, recoil operative and belt
fed.
The water jacket holds about 7 pints of water and is perfectly
smooth on its interior. The steam escape tube is in the top of the
water jacket, and is made up of two tubes. They slide one upon the
other, the outer one being a little shorter than the inner one. This
allows the outer tube to slide toward either end and uncover the
highest steam escape hole. The force of recoil is utilized to perform
the various mechanical operations of feeding in the cartridges,
loading, cocking, firing the gun and ejecting the empty shells through
the bottom.
The several cams of the gun make each moving part of the gun
have a positive motion.
The feed belt is made of woven fabric and has no metal parts to
cause feed jams and to add extra weight to the piece. Also the
metallic disintegrating links are used with the aeroplane gun. The
fibre belt usually contains from 250 to 500 rounds. The metallic belts
can be made to contain any number of rounds desired.
The gun has very few screws and springs. It is composed of about
forty parts which may be taken down in the field. There are a few
parts which can be assembled incorrectly and it cannot be
determined that they are so assembled until the gun is ready to be
put into action. At this point the gunner will find that the gun will not
operate, therefore great care should and must be used in the study
of a quick and positive assembling.
The weight of this gun is about 30 pounds without water. This
weight makes it necessary to use the gun on a tripod or other
suitable mount.
General Data.
Weight of the gun—no water 30 lbs.
Weight of the gun filled 36.75 lbs.
Weight of the belt, 250 rounds 15.25 lbs.
Length of the barrel 24 in.
Weight of the belt, empty 7.5 oz.
Sight graduated to 2800 meters.
Rate of fire (shots per minute) 400-525.
Aimed shots per minute 120.
Calibre of bore .30 in.
Weight of bullet 150 grs.
Weight of cartridge 394 grs.
Chamber pressure lbs. per sq. in. 47,000-50,000.
Muzzle velocity (ft. per sec., theoretical) 2700.
THE BROWNING AUTOMATIC RIFLE.
General Description.
The Browning Automatic Rifle, Model of 1918, is chambered for

the United States standard ammunition. This rifle is classified as a
light automatic rifle commonly referred to as the “Light Browning.” It
has been fired 148 shots per minute, semi-automatic, while
marching, and 110 shots per minute, semi-automatic, from the
shoulder while in prone position. The rates of fire, which give the
best results are from 80 to 100 rounds per minute, semi-automatic
marching fire and 50 to 60 shots per minute, semi-automatic aimed
fire.
Operation.
Expanding powder gases furnish the energy for the operation of
the gun. After the gun is fired and the bullet has passed the gas port
in the barrel, the live powder gases expand through the gas port into
the gas cylinder and impinge against the head of the piston. This
sudden blow forces the piston to the rear, compressing the recoil
spring and storing up energy for the return movement. The various
lugs and cams actuate the feeding, firing, extraction and ejection,
and also control the operation of the gun. The feeding is
accomplished through a magazine holding 20 or 40 rounds in double
rows. It is held between the sides of the receiver, in front of the
trigger guard. This magazine is composed of a rectangular tube and
a round wire spring wound to fit the tube. Also there is a bottom plate
which slide in the bottom and forms the rest for the spring. On top of
the spring is a follower, which forces the cartridge up against the lips
of the magazine tube and which holds it in place until stripped out by
the lug on the bottom of the bolt. The automatic action of this gun is
not disturbed by holding it in any position whatever. The magazine
can be inserted while the mechanism of the gun is in either the
cocked or forward position.
All parts of the gun are designed so as to impose a minimum of
shock and strain upon them. They are also made strong enough to
hold up under the maximum amount of work that they can be made
to perform. There are few parts that can be assembled incorrectly
but the gun will not function unless these parts are assembled
correctly. The dismounting and assembling of the rifle can be
accomplished without the aid of a single tool unless the barrel and
gas cylinder are removed which necessitates the use of a special
spanner wrench provided in the kit.
General Data.
Weight of gun 15 lbs. 8 oz.
Weight of Magazine, empty (20 rounds) 7 oz.
Weight of Magazine, filled (20 rounds) 1 lb. 7 oz.
Length of barrel 24 inches.
Sights graduated up to 1,600 yards.
Calibre bore 0.30 inch.
Gas port form muzzle 6 inches.
Rate of fire 500 shots p’m.
Aimed shots per minute, semi-automatic 60 shots p’m.
Weight of bullet 150 grains.
Weight of Powder 47 grains.
Weight of Cartridge (total) 395.5 grains.
Chamber pressure, pounds per square inch 47,000 to 50,000.
Muzzle velocity 2,682 ft. p’s.
Habitual type of fire semi-automatic.
Cooling System.
It has no special cooling system or device, the barrel merely being
exposed to the air and the hand of the firer being protected on the
under side of the barrel by a large wooden forearm. Since the barrel
soon becomes very hot, care must be taken to avoid touching it
during firing or for five or ten minutes thereafter.
CHAPTER XVII.
MOTORS.
RECONNAISSANCE CAR.
The reconnaissance car as supplied to regiments of 155-mm
howitzers, motorized, consists of two units: Reconnaissance body,
model 1918; 1-ton truck chassis, White, T E B-0.
Further information concerning these units will be found in
Ordnance Handbooks “Reconnaissance Body, Model 1918;” “1-Ton
Truck Chassis White, T E B-0” (No. 1972).
Weights and Dimensions.
Rated load capacity (body allowance plus normal load) 1 ton—1,040 kg.
Body weight allowance 1,500 lb.—862 kg.
Chassis only 3,850 lb.—1,750 kg.
Oil, water and gasoline 190 lb.—86.5 kg.
Chains 69 lb.—31.5 kg.
Tool kit 37 lb.—16.8 kg.
Chassis weight on front tires (without load) 54%.
Chassis weight on rear tires (without load) 46%.
Gross weight (capacity load) 7,150 lb.—3,250 kg.
Load weight on front tires 0.78%.
Load weight on rear tires 99.22%.
Gross weight on front tires 27%.
Gross weight on rear tires 73%.
Overall length of chassis (without body) 205 in.—5,220-mm.
Overall width of chassis (at widest part) 61 in.—1,550-mm.
Chassis wheel base 140 in.—3,560-mm.
Permissible loading space back of driver’s seat 97 in.—2,470-mm.
Width of frame (outside dimension, widest part) 34 in.—865-mm.
Height of rear end of frame from ground (empty) 33.75 in.—856-mm.
Diameter of turning circle (right) 60 ft.—18.3 meters
(left) 45 ft.—13.7 meters.
Tread of wheels 56 in.—1,422-mm.
Road clearance under front axle (lowest point) 10.75 in.—273-mm.
Road clearance under rear axle (lowest point) 10 in.—254-mm.
Length of reconnaissance body, overall 160 in.—4,072-mm.
Width of body 59.875 in.—1,522-mm.
Height of body, overall (including top) 62.125 in.—1,580-mm.
Weight of body (without equipment) 1,180 lbs.—536 kg.
Brief Description.
The reconnaissance car is provided with a special steel body,
mounted on a 1-ton truck chassis, White Model T E B-0. Four seats
are built into the body. The two front seats are placed back to back.
The two rear seats have a space between them of about 2 feet and
are also placed back to back. There is a compartment between the
two pairs of seats. The floor boards at the back end are extended to
form a foot rest for the rear seat. The car is protected by a canopy
top and roll curtains. A full set of tools is carried on the car. Also five
chests are provided in which are carried all the special equipment
assigned to the car. One chest slides into the body compartment
under the rear front seat, one into the compartment between the rear
seats, and the other three under the rear seat.
The chassis used is similar to that used with the Staff Observation
car on page 95. A complete description and directions for care,
operation, and maintenance are contained in the “Handbook of the
Reconnaissance Car, Model of 1918.” Ordnance pamphlet No. 1972.
ARTILLERY TRACTOR, 5-TON MODEL OF 1917.

Overall length (armored) 133.5 in.—3,400-mm.
Overall width 63 in.—1,605-mm.
Height (armored, to top of muffler) 72.5 in.—1,845-mm.
Length of ground contact 91 in.—2,315-mm.
Ground clearance 11 in.—280-mm.
Weight (complete with full equipment) 9,200 lbs.—4,180 kg.
5.6-4.5 per sq. in.—0.394-0.316 kg.
Ground pressure (9 and 11 inch treads)
per sqcm.
Weight of each track 545 lbs.—548 kg.
Weight of each track shoe (9-in.) 12 lbs.—5.45 kg.
Width of track shoes 9-11 in.—299-280-mm.
Tread of tracks (center to center of tracks) 48.875 in.—1,243-mm.
Diameter of turning circle (overall clearance) 176 in.—4,425-mm.
Engine, number of cylinders 4
Bore 4.75 in.—220.8-mm.
Stroke 6 in.—152.5-mm.
Horsepower at 1,200 revolutions per-
56.
min
Oil reservoir capacity 3.25 U. S. Gal—12.22 liters.
Road speed-gear used (per hour)
Low speed at 1,200 rev. per minute of
1.94 miles—3.12 kilos.
engine
Direct speed at 1,200 rev. per minute of
engine
High speed at 1,200 rev. per minute of
engine
Reverse speed at 1,200 rev. per minute
of engine
Capacity of main gasoline tanks (two)
24 U. S. Gal.—90.5 liters.
combined
Capacity of auxiliary tank under armor 10 U. S. Gal.—37.85 liters.
Capacity of transmission case 3 U. S. Gal.—11.3 liters.
Capacity of track oiler tank 2.5 U. S. Gal.—9.43 liters.
Brief Description.
The 5-ton artillery tractor, Model 1917, is a self-propelled road
vehicle of the “Track laying” type; that is, the power is transmitted to
the ground through a flexible endless chain which acts as a track
and is composed of steel links and shoes cast integral and
connected by hardened steelpins. The advantage of this type of
tractor as compared with the usual type of wheel tractor or truck, is
its ability, due to very low unit ground pressure, to negotiate very soft
and uneven surfaces, impassable to the usual type of self-propelled
vehicle except under the most extreme difficulties.
The general design and construction of the 5-ton tractor does not
differ materially from that of the modern truck except in the method
of transmitting the power from the transmission unit to the ground. It
is used solely as a power vehicle for hauling howitzers carriages and
caissons. Each carriage and carriage limber are drawn by one
tractor and each pair of caissons are drawn by one tractor.
A complete description and instructions for care, maintenance,
and operation are contained in the “Handbook of 5-Ton Artillery
Tractor, Model of 1917.” (No. 1996).
Outline Specifications.
Engine.—Four cylinder, four cycle, valve-in-the-head type. Bore
4.74”. Stroke, 6”. Cylinder case in pairs. Horsepower 56 at 1,200
revolutions per minute.
Radiator.—Honey-comb tubular type. Eight separate headers.
Ignition.—Eisemann, Model G-4, high tension magneto with
automatic impulse starter.
Carburetor.—Model A Schebler carburetor with Stewart vacuum
feed system; 1.5”.
Governor.—Centrifugal flyball type mounted on special shaft and
driven off camshaft gear.
Master Clutch.—Dry plate multiple disk type.
Transmission.—Selective sliding gear type. Three speeds
forward, one reverse. Direct drive on second. Stepped up on high.
Drive.—From transmission through bevel gears to steering clutch
shaft through steering clutches to spur pinions, which mesh with
intermediate spur gears, thence through outside gears, encased, to
sprocket drive sleeve and drive sprockets.
Steering Clutches.—Two used of dry plate multiple disk type.
Steering.—By means of steering clutches operated from hand
steering device and brake bands operated by foot pedals, which act
on outside of steering clutch drums.
Control.—Steering gear located on the right hand side. Change
gear, master clutch operating lever, and brake lever, left of steering
gear, left to right respectively. Spark and throttle levers operate on
sector clamped to steering column. Steering clutch pedals right and
left at bottom of, and in front of steering column.
Brakes.—One set. External contracting type. Raybestos, or equal,
lined. Operate on steering clutch housings.
Gasoline Tank.—Terneplate tanks. Two independent duplicate
tanks each of 12 gallon capacity. Auxiliary terneplate tank under
armor, 10-gallon capacity.
Main Frame.—Cast in one piece-open hearth steel.
Roller Frames.—Four frames steel channel, joined by oscillating
shaft. Two frames right and left front. Two frames right and left rear.
Truck Rollers.—Six on each side of tractor, fitted with roller
bearings, turned on steel gudgeons, flanked to follow track rail.
Track.—Made up of malleable iron track shoes with track links.
Integral, fitted with space blocks, and 1.25” pins.
Track Drive Sprockets.—Two. Teeth mesh with opening in tracks.
Blank Sprockets.—Two. Fitted with roller bearings which turn on
steel gudgeons. Used to adjust track tension.
Track Supporting Rollers.—Four on each side of tractor, two
mounted on brackets attached to front roller frame channel, and two
in the rear mounted on spring bracket which is bolted to main frame.
Springs.—Four double coil springs at rear, two on each side
between rear roller frame and bracket on main frame and four—two
on each side of equalizing bar at front.
Equalizing Bar.—Spring supported on front roller frame sections.
AMMUNITION TRUCK.
The ammunition truck supplied to regiments of 155-mm howitzers,
model of 1918, motorized, consists of two units: Ammunition truck
body, model of 1918; 2-ton truck chassis, Nash model 4017-A and
4017-L.
Further information concerning those units will be found in the
Ordnance Handbooks. “Ammunition truck body, model of 1918” (No.
2002); “2-ton truck chassis, Nash model 4017-A and 4017-L.”
Weight of body 1,200 pounds.

Overall length of body 120 inches.
Overall width of body 56 inches.
Overall height of body 54 inches.
Width of floor (inside) 43 inches.
Length of floor (inside) 114 inches.
Height of sides (inside) 36 inches.
Brief Description of Ammunition Truck Body.

The ammunition truck body, model of 1918, consists of a box-type
steel body opening only at its rear end. The body is designed to
accommodate original packing cases of any type of ammunition.
When this vehicle is used near the front lines all four sides and its
floor are lined with detachable heavy cocoa matting to prevent undue
noise. A tarpaulin cover attaches to the body, and so protects its
contents.
AMMUNITION TRUCK.
In addition to the designation of “ammunition truck,” as explained

the ammunition body with various loads is designated when mounted
on chassis models as follows: “Wireless,” “Telephone,” “Tanks,”
“Personnel,” “Baggage,” and “Ration.”
The chassis and bodies for the above are identical for all
purposes. The differences in chassis and body equipment and the
load carried when the truck is used for different purposes are noted
under tables of equipment on page 161. All of the above bodies are
mounted on a 2-ton Nash truck chassis.
Outline Specifications of all 2-Ton Chassis, Nash

Models
Rated load capacity 4,000 lb.—1,820 kg.
Body weight allowance 1,200 lb.—546 kg.
Weight of chassis only 6,700 lb.—3,030 kg.
Maximum gross weight (including chassis,
11,900 lb.—5,420 kg.
body and load)
Percentage of chassis weight on front tires 66.66%

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MM – Instructor Manual

Solution Manual for MM 4 4th Edition Iacobucci

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1. Understand the concept of positioning and its importance.

▪ What is Positioning and Why is it Probably the Most Important Aspect of

1. What is Positioning and Why is it Probably the Most important Aspect of

This section relates to knowledge objective #1

Positioning is about identity—who your brand or company is in the marketplace, vis-à-

Positioning via Perceptual Maps

This section relates to knowledge objective #2

Figure 5.1 Competition in Perceptual Maps

Figure 5.2 Positioning Via Perceptual Maps

Figure 5.3 Perceptual Map: Strengths and Weaknesses of Gym 1

Figure 5.4 Perceptual Map: Competition

Figure 5.5 Competitor Analysis

The Positioning Matrix

This section relates to knowledge objective #3

Figure 5.6 Marketing Management Framework Product Quality by Price

Figure 5.7 Marketing Management Framework Promotion by Distribution

This figure shows all 16 combinations of the 4Ps.

Figure 5.9 Some Strategies Don’t Make Sense

Figure 5.10 Some Strategies Don’t Make Sense

Figure 5.11 Other Strategies Also Don’t Make Sense

Figure 5.12 Some Strategies Are Hard to Sustain

Figure 5.13 Other Strategies Are Also Hard to Sustain

TEACHING NOTE: Students could be asked to identify 10 FMCG companies, and,

Figure 5.16 Two Strategies Make Perfect Sense

This figure depicts the following two strategies:

Figure 5.17 Example Brands in the Framework

Writing a Positioning Statement

This section relates to knowledge objective #4

A positioning statement includes the specification of the target segment(s). Another

Positioning is central to the marketing manager’s activities. Perceptual maps facilitate an

SUGGESTED ANSWERS TO MARKETING PLAN QUESTIONS

Encourage students to download an Excel ® spreadsheet on the book’s website at

Positioning: fill in descriptions here:

SUGGESTED ANSWERS TO DISCUSSION QUESTIONS

2. Find a company that is struggling. Where is it in the positioning matrix? Could

SUGGESTED ANSWERS TO MINI-CASE: POSITIONING HEALTH CARE

3. Backlog is a little disconcerting. Perhaps it could further distinguish itself by focusing

Tier III: MBA: Strategic & systems skills

SUGGESTED ANSWERS TO ONLINE MINI-CASE: “VALUE” AND

The following figure has four segments:

As discussed in the chapter, products mostly appear in the low-price/low-quality and

LOYALS: Swiss-made watches (ROLEX), Luxury Automobiles, Fine Wines, hand-rolled

B. Who would target next? Why?

VIDEO CASE & DISCUSSION QUESTIONS

Targeting and Positioning at Numi Organic Tea

1. Describe Numi’s product line in terms of the four Ps of marketing ⎯ product,

Wide Distribution Exclusive Distribution

From BOONE/KURTZ. Contemporary Marketing, 14E. © 2010 South-Western, a part of Cengage

• Price component of positioning matrix

Interesting Facts about the Pistol.

Care and Cleaning of the Automatic Pistol.

Defense on the March.

(B.) Defense of the Position.

Types of Anti-Aircraft Mounts.