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A sales orientation is based on the ideas that people will buy more goods and services if aggressive
sales techniques are used and that high sales result in high profits.
PTS: 1 REF: 4 OBJ: 01-2 TYPE: Comp

TOP: AACSB Reflective Thinking | TB&E Model Strategy
7. The marketing concept states that the social and economic justification for an organization's existence
is the satisfaction of customers’ wants and needs while meeting organizational objectives.
ANS: T PTS: 1 REF: 5 OBJ: 01-2 TYPE: Def

TOP: AACSB Reflective Thinking | TB&E Model Customer
8. The societal marketing concept considers society's long-term best interests along with the satisfaction
of customers' wants and needs.
ANS: T PTS: 1 REF: 6 OBJ: 01-2 TYPE: Def

9. Personnel in sales-oriented firms tend to be “outward looking,” focusing on selling what the market
wants.
ANS: F
Personnel is sales-oriented firms tend to be “inward looking,” focusing on selling what the
organization makes rather than making what the market wants.

10. Customer value is the relationship between company profits and company costs.
ANS: F
Customer value is the relationship between benefits and the sacrifice necessary to obtain those
benefits.
PTS: 1 REF: 7 OBJ: 01-3 TYPE: Def

11. The way to achieve customer satisfaction and value is to offer the lowest price.
ANS: F
Marketers interested in customer value offer realistic prices and try to achieve customer satisfaction
and value by ensuring customer expectations are met or exceeded.
PTS: 1 REF: 8-9 OBJ: 01-3 TYPE: Comp

12. 3D Systems is a company that uses computers to generate new product prototypes. It has generated
loyal business clients by providing the best customer support in the industry. The company also
provides direct sales consultations that gives its salespeople intimate knowledge about what exactly its
customers want. This partnership between 3D Systems and its customers entails relationship
marketing.
ANS: T PTS: 1 REF: 10 OBJ: 01-3 TYPE: App

13. Only a firm's salespeople need to be customer-oriented.
ANS: F
All employees need to be customer-oriented because in the customer's eyes, the employee (regardless
of the position held in the organization) is the firm and may be the only firm representative the
customer ever sees.

14. Retailers who give their sales clerks the authority to handle customer complaints without having to get
approval from a supervisor are using empowerment.
ANS: T PTS: 1 REF: 11 OBJ: 01-3 TYPE: App

15. In the early 1920s, Ford promised its customers any color vehicle they wanted as long as it was black.
Ford's management assumed anyone buying a car would accept the color black, so it made products
affordable by offering only one variety in large quantities. Ford is an example of a market-oriented
firm.
ANS: F
A market-oriented organization recognizes that different customers groups want different features or
benefits.
PTS: 1 REF: 12-13 OBJ: 01-3 TYPE: App

16. The ultimate goal of most market-oriented firms is profitability that results from satisfying the wants
and needs of its consumers.
ANS: T PTS: 1 REF: 14 OBJ: 01-3 TYPE: Comp

17. While most marketing organizations rely on various forms of promotion to succeed, sales-oriented
organizations make the most effective use of their entire marketing mix.
ANS: F
Sales-oriented firms usually rely more heavily on promotion alone than do market-oriented firms.

18. Salespeople who work for market-oriented organizations are generally perceived by their customers as
problem solvers and important links to supply sources and new products.

19. Marketing is important to business, so marketing should be part of the job of everyone in the
organization, not just those in marketing.

20. Approximately 50 percent of the U.S. civilian work force performs marketing activities.
ANS: F
Between one-fourth and one-third of the U.S. civilian work force performs marketing activities.

MULTIPLE CHOICE
1. One facet of marketing is that it is:

a. an approach that focuses on maximizing sales
b. a short-term oriented approach to profit maximization
c. an approach that requires diversity
d. a philosophy that stresses customer satisfaction
e. independent of value creation
ANS: D
Marketing has two facets. First, it is a philosophy, an attitude, a perspective, or a management
orientation that stresses customer satisfaction. Second, marketing is activities and processes used to
implement this philosophy.

2. A business is concerned with many day-to-day activities. Some of the most important of these
activities are the planning and development of a product, its pricing policy, and the distribution
strategy. These activities are all a part of:
a. a control system
b. marketing
c. accounting
d. production
e. human resources
ANS: B
This description contains three of the four main activities included in the marketing function. The
fourth main activity is communicating value.

TOP: AACSB Reflective Thinking | TB&E Model Pricing | TB&E Model Product | TB&E Model
Distribution
3. _____ is a set of activities used to implement a management orientation that stresses customer
satisfaction.
a. Planning strategy
b. Customer management
c. Marketing
d. A control system
e. Reciprocity
ANS: C
This is the focus of marketing.
TOP: AACSB Reflective Thinking | TB&E Model Product
4. The American Marketing Association's definition of marketing:

a. is limited to promotional activities
b. focuses on the value of empowerment, teamwork, and customer value
c. shows how marketing benefits the marketer
d. relies on the synergy created by exchange
e. includes creating, communicating, delivering and exchanging offerings that have value for
customers, clients, partners, and society at large.
ANS: E
According to the American Marketing Association, marketing is the activity, set of institutions, and
processes for creating, communicating, delivering, and exchanging offerings that have value for
customers, clients, partners, and society at large.

5. Which of the following occurs when people give up something in order to receive something that they
would rather have?
a. Exchange
b. Synergy
c. Transformation
d. Leveraging
e. Reciprocity
ANS: A
Exchange is people giving up something to receive something they would rather have.

TOP: AACSB Reflective Thinking | TB&E Model Product
6. All of the following are necessary for exchange to occur EXCEPT:

a. each party is capable of communication and delivery
b. each party signs a contract before exchange occurs
c. each party believes it is appropriate or desirable to deal with the others
d. each party is free to accept or reject the exchange offer
e. each party must have something the other party considers to be valuable
ANS: B
Exchange can occur without a legal contract.

7. A problem facing the timber industry is the absence of any effective way to prove that rain forest
timber was legally harvested. In places like Indonesia as much as 80 percent of timber available for
sale was illegally cut. Companies like The Home Depot do not want to sell timber from illegally
logged forests even though the demand is great for timber from rain forests. Which of the following
conditions required for an exchange to occur is missing when a company tries to sell illegally acquired
logs to The Home Depot?
a. There are more than two parties involved.
b. Each party has something of value to bring to the exchange.
c. One party is free to accept the exchange offer.
d. Each party believes it is appropriate to deal with the other party.
e. Nobody sees the exchange as producing value.
ANS: D
For an exchange to occur, two or more parties must be involved. Both parties are free to accept or
reject the exchange. If The Home Depot believes the timber was illegally gotten, then it will not want
to deal with the loggers.
PTS: 1 REF: 4 OBJ: 01-1 TYPE: App

8. Kellogg’s is offering free DVDs to consumers who collect 5 official Collection certificates from the
back panels of specially marked packages of Kellogg’s cereals and mail them with the official order
form. Within 90 days, these consumers will receive the movie of their choice. A(n) _____ will occur
when a movie fan mails in his or her certificates for a movie.
a. synergy
b. sublimation
c. exchange
d. entropy
e. reciprocity
ANS: C
For an exchange to occur, two or more parties must be involved. Both parties are free to accept or
reject the exchange. Furthermore, each party must have something that is of value to the other party.
Each party is capable of communication and delivery and believes it is desirable to do so. In this case,
the value for Kellogg’s is customer loyalty. The value for the customer is the cereal and free movie.

9. For an exchange to take place:

a. there must be at least two parties involved
b. money must be used in the transaction
c. each party must feel obligated to accept the offer
d. at least one party must have something of value that the other party desires
e. neither party must communicate with the other
ANS: A
For exchange to occur, there must be at least two parties, each party has something that might be of
value to the other party, each party is capable of communication and delivery, each party is free to
accept or reject the exchange offer, and each party believes it is appropriate or desirable to deal with
the other party.
PTS: 1 REF: 3-4 OBJ: 01-1 TYPE: Def

10. The concept of exchange is important to marketing because:

a. if all the conditions for an exchange are in place, then the exchange will be completed
b. exchange provides money to marketers
c. marketing activities help to create exchange
d. marketing activities are a requirement for exchange to take place
e. money is the only medium of exchange for business marketers
ANS: C
Marketing activities help the exchange to take place, but marketing can occur without an exchange.

11. Barry collects antique watches and decided to sell a few of them on eBay. Some of the watches he
wants to sell are rare and very valuable. What condition is necessary for an exchange to occur
between Barry and a buyer?
a. His watch should have a certificate of authenticity.
b. The opening bid must be lower than other watches being sold on the site.
c. Buyers must provide payment before the item is shipped.
d. Delivery must take place within 2 days of the purchase.
e. Potential buyers must be able to see the watch and understand its qualities.
ANS: E
For an exchange to take place, each party must have something the other values; the parties must be
able to communicate; each party must believe that it is appropriate to deal with the other; and each
party must be free to accept or reject the exchange offer.

12. All of the following are marketing management philosophies EXCEPT:

a. sales orientation
b. societal marketing orientation
c. market orientation
d. profitability orientation
e. production orientation
ANS: D
The four marketing philosophies are commonly referred to as production, sales, market, and societal
marketing orientations.

13. Indonesian logging companies harvest the rain forests for timber and assume that a market exists for
their products. The typical Indonesian logging company has a(n) _____ orientation.
a. exchange
b. product
c. production
d. sales
e. environmental
ANS: C
A production orientation is a philosophy that focuses on the internal capabilities of the firm rather than
on the desires and needs of the marketplace.

14. Firms with a _____ orientation focus on the internal capabilities of the firm rather than on the desires
and needs of the marketplace.
a. sales
b. production
c. market
d. customer
e. customer-benefit
ANS: B

15. A company that sets its goals and strategies based on what its current equipment can produce, what
products engineering can design, and what the company itself can do best, has a(n) _____ orientation.
a. marketplace
b. sales
c. market
d. exchange
e. production
ANS: E
A production orientation focuses on the internal capabilities of the firm.

16. Researchers at PPG Industries spent considerable time, effort, and money developing a bluish
windshield that would let in filtered sunlight but block out the heat. Little market research was done,
but the scientists were convinced this new product would be significantly better than existing
windshields even though it was more expensive and of a different color than the current models on the
market. This scenario suggests PPG most likely has a(n) _____ orientation.
a. exchange
b. production
c. sales
d. promotion
e. customer
ANS: B

17. A newspaper ad for a hospital that states, “We have the most modern delivery rooms and state-of-the
art medical equipment,” is an indication of which marketing management philosophy?
a. sales
b. customer
c. market
d. societal
e. production
ANS: E
A production orientation focuses on the internal capabilities of the firm.

TOP: AACSB Reflective Thinking | TB&E Model Strategy | TB&E Model Promotion
18. A firm with a production orientation is most likely to survive if:

a. there are many small competitors in the marketplace
b. demand for the product it produces exceeds supply
c. the needs of the marketplace are constantly shifting
d. supply for the product it produces exceeds demand
e. any of these conditions exist
ANS: B
The production orientation can survive in the short term under a variety of conditions; however, if
market needs change, long-term survival is difficult.

19. A firm that adopts a(n) _____ orientation to marketing will fail to consider whether what the firm
produces most efficiently also meets the needs of the marketplace.
a. customer
b. exchange
c. product
d. market
e. production
ANS: E
The production orientation forces a company to build whatever it builds best, that is, whatever it has
the experience and expertise in doing.

20. Toyota found that consumers wanted cars to last longer and be more environmentally friendly. GM,
however, enjoyed being the top U.S. car producer, and focused more on how many cars and trucks it
could manufacture and not on what customers wanted from a vehicle. GM had more of a _____
orientation.
a. sales
b. production
c. market
d. product
e. customer
ANS: B
The production orientation forces a company to build whatever it builds best, that is, whatever it has
the experience and expertise in doing.

21. The _____ orientation assumes people will buy more if aggressive selling techniques are used.
a. market
b. sales
c. customer
d. production
e. exchange
ANS: B
The sales orientation assumes aggressive selling is what is needed to increase demand.

22. Which marketing orientation assumes people will buy more goods and services if aggressive
marketing techniques are used?
a. sales
b. production
c. market
d. customer
e. marketplace
ANS: A

23. Colorado Silversmith creates and markets silver and turquoise jewelry, which it sells to retailers in the
western United States. The company’s management believes its retail customers will stock more
jewelry if its salespeople use aggressive marketing techniques, so the company provides strong
incentives for salespeople and promotional allowances to resellers to get distribution for its jewelry. In
other words, the company has a _____ orientation.
a. promotion
b. production
c. sales
d. market
e. customer
ANS: C
The sales orientation assumes aggressive sales techniques will sell more product, regardless of
customer desires and needs.

24. Mimi Couturier is a design company that specializes in formalwear for women. The company is
known for challenging fashion mores. The company's fashion designers use computer-assisted design
software to create what it thinks women should wear. The company regularly hires industry experts to
examine its factories to find waste and inefficiencies that can be eliminated. The company has
expanded the number of products it offers for sale many times. However, for the last two years Mimi
Couturier has lost money, and it has had to lay off some of its work force. To avoid this occurrence in
the future, Mimi Couturier should:
a. hire more retail efficiency experts to trace down any production problems
b. increase its sales force to find more potential customers for the firm
c. have someone study its target market to see what needs and wants should be met by Mimi
Couturier
d. cut prices so that its prices will be at least 10 percent below those of its competitors
e. design more sophisticated products that use the latest computer-aided techniques
ANS: C
Mimi Couturier has been production-oriented. It should develop a market orientation, which means the
firm will produce only those items needed by its target market.

25. Which marketing management philosophy is often adopted by organizations that sell unsought
products such as life insurance, retirement plans, and pre-planned funeral services?
b. production orientation
c. marketing orientation
d. product orientation
e. customer orientation
ANS: A
Aggressive selling is sometimes used by companies that sell products their customers do not want to
buy.

26. If a company uses a sales orientation, consumer complaints would most likely result in:
a. a modification of the sales presentation
b. product reinvention
c. continuous market research
d. philanthropy
e. attempts to cut production costs
ANS: A
The sales orientation relies on aggressive sales techniques to fuel business.

27. Fujifilm Computer Products has improved the efficiency and productivity of its plant, which
manufactures printing technology. For the new fiscal year, the company projects a production increase
of 25 percent. It has instructed its sales force to aggressively distribute and promote its printers. The
CEO is sure the market will absorb more product if the sales force is determined and assertive.
Fujifilm appears to have a _____ orientation.
a. market
b. production
c. sales
d. customer
e. marketplace
ANS: C
A sales orientation is based on the belief that people will buy more goods and services if aggressive
sales techniques are used.

28. Which marketing management philosophy assumes that a sale does not depend on an aggressive sales
force but rather on a customer’s decision to purchase a product?
a. sales
b. production
c. product
d. market
e. exchange
ANS: D
A market orientation states that the social and economic justification for an organization’s existence is
the satisfaction of customer wants and needs while meeting organizational objectives.

29. Best Buy has become the nation's largest specialty retailer by focusing on the customer's needs and
wants. This philosophy is at the heart of a(n) _____ orientation.
a. sales
b. market
c. retail
d. production
e. exchange
ANS: B
A market-oriented philosophy is based on the consumer's wants and needs, and the organization will
focus its activities on satisfying these customers by listening to them and revising strategies as
necessary.

30. At www.mystarbucksidea.com customers are encouraged to share their ideas and thoughts about how
Starbucks can better serve their customers. Starbucks customers told management that they wanted to
be recognized for choosing Starbucks coffee. So Starbucks instituted the Starbucks Reward program
with money saving benefits to their Starbuck card-holders. Starbucks is an example of a company with
a _____ oriented philosophy.
a. transactional
b. sales
c. product
d. societal
e. market
ANS: E
A market-oriented philosophy is based on consumers’ wants and needs, and the organization will focus
its activities on satisfying these customers by listening to them and revising strategies as necessary.

TOP: AACSB Reflective Thinking | TB&E Model Promotion
31. Companies that rely on the marketing concept and that have implemented a market orientation strategy
recognize that:
a. price is the most important variable for customers
b. sales depend predominantly on an aggressive sales force
c. what the customer thinks he or she is buying is what is important
d. a company has to apply scientific management techniques to survive
e. selling and marketing are essentially the same thing
ANS: C
The perceived product and perceived value are what the customer is buying, and the marketing concept
and market orientation have endeavored to understand those perceptions.

32. A company that has a market orientation and adheres to the marketing concept does NOT:
a. integrate all the activities of the firm to satisfy customer wants
b. focus on consumer needs and wants
c. differentiate the firm's products from its competitor's products
d. fuel sales growth through the application of aggressive sales techniques
e. concentrate on long-term goal achievement (such as profits and growth) for the firm
ANS: D
Aggressive sales techniques are part of the sales orientation and are not needed if a company is
meeting needs and wants of its customers.

33. Minor League Baseball (MiLB) suffers from sluggish attendance. To attract more fans to MiLB
games, owners often resort to gimmicks--free hot dog nights, events designed to get into the Guinness
Book of Records, and celebrity visits. Since baseball fans are seldom asked what would make them
want to attend more games, this suggests most MiLB teams do not have a(n) _____ orientation.
a. sales
b. empowerment
c. community
d. societal
e. market
ANS: E
The marketing concept and a market-oriented philosophy is based on the consumer's wants and needs,
and the organization will focus its activities on satisfying these customers by listening to them and
revising strategies as necessary.

34. A company adhering to the marketing concept will likely take which of the following steps if it learned
that its customers were dissatisfied with its product?
a. hire more salespeople
b. decrease its organizational overhead
c. increase its advertising to underserved markets
d. increase the number of outlets in which the product is sold
e. conduct research to determine if its customers' needs have changed
ANS: E
A marketing concept and market-oriented philosophy are based on the consumer's wants and needs,
and the organization will focus its activities on satisfying these customers by listening to them and
revising strategies as necessary.

35. At the Lands End web site a customer can chat on-line with customer service representatives while
shopping. This live help allows customers to have questions answered before placing an order. This
focus on meeting customer needs illustrate a(n) _____ orientation.
a. societal
b. market
c. sales
d. production
e. one-to-one
ANS: B
A market-oriented philosophy is based on the consumer's wants and needs, and the dealer satisfied
these needs by providing excellent customer service. Building a relationship with this customer was an
important key.

36. The marketing concept involves:

a. focusing on customers' wants and needs so that the organization can distinguish its product
(or products) from competitors' products
b. satisfying management's needs and wants with the idea of maximizing profits in the short
run
c. selling as much product as possible under the assumption people will buy more goods and
services if aggressive selling techniques are used
d. selling as much as possible under the assumption consumers will buy more at lower prices
e. focusing on production in order to increase product quality and lower prices
ANS: A PTS: 1 REF: 5 OBJ: 01-2 TYPE: Def
37. The marketing concept stresses that the social and economic justification for an organization's
existence is the satisfaction of customer needs and wants while:
a. producing a good or service at the lowest possible cost
b. improving the general standard of living
c. constantly increasing sales volumes
d. applying scientific management techniques to improve efficiency
e. simultaneously meeting organization objectives
ANS: E
The marketing concept holds that the needs and wants of both the customer and the firm be served.

38. After hearing his company criticized for its failure to respond to consumer needs, the CEO of a bank
realized that his company needs to adhere to the marketing concept and implement a market-oriented
strategy. Which of the following actions would be the best approach to achieving this goal?
a. reorganize the company and make marketing its most important department
b. hire new salespeople to find new customers
c. expand the advertising budget to make potential customers more aware of its product
offerings
d. create cross-functional teams and instruct them to focus on creating greater customer value
e. hire a new product development manager
ANS: D
Market-oriented companies are successful in getting all business functions working together to deliver
customer value.

39. Jacques Torres Chocolate is a factory and retail store in Brooklyn. Its owner is willing to try to
produce new products when his customers suggest them--such as chili-pepper-laced chocolate candy.
His only condition is that when he adds new products, his customers have the final say on whether the
product is of any value. According to Torres, "If something doesn't move, that's the last time you see
it." By focusing on customers' wants, the chocolate company exhibits a(n)_____ orientation.
a. exchange
b. product
c. production
d. sales
e. market
ANS: E
Torres understands that a sale occurs because a customer makes a decision to buy.

40. SAP, the world’s largest business software company, has pledged to put the “customer at the center”
of their universe. SAP has captured the idea of:
a. the 80/20 rule
b. Maslow's hierarchy of needs
c. the marketing concept
d. the sales orientation philosophy
e. the societal concept
ANS: C
The marketing concept justifies a company's existence by its ability to satisfy customers.

41. When a homeowner visited The Home Depot to buy what he thought he needed to fix a leaking toilet,
he gathered up materials totaling almost $70. One his way to checkout, an employee asked him what
was he trying to fix. After some discussion, the employee convinced the homeowner that a $5.99
replacement part would fix the problem better than the materials he thought he needed and with less
trouble. This sort of discussion between employees and customers is commonplace at The Home
Depot and indicates the retail store has a(n) _____ orientation.
a. sales
b. market
c. product
d. exchange
e. production
ANS: B
The marketing concept, the foundation of a market orientation, holds that the needs and wants of both
the customer and the firm be served.

42. At the Container Store every employee is trained to serve customers. Full time salespeople receive 240
hours of training. The Container Store works to hire people who are self-motivated and have a passion
for customer service. The Container Store has a(n) _____ orientation.
a. sales
b. market
c. product
d. societal
e. production
ANS: B
The marketing concept, the foundation of a market orientation, holds that the needs and wants of both
the customer and the firm be served.

43. A company that wants to implement a market orientation would need to:
a. do research on its customers, competitors, and markets
b. determine how to deliver superior customer value
c. establish and maintain mutually satisfying relationships with customers
d. implement actions that provide value to customers
e. do all of the activities listed
ANS: E PTS: 1 REF: 5 OBJ: 01-2 TYPE: Comp
44. An organization with a(n) _____ believes that it exists not only to satisfy customer wants and needs
and to meet organizational objectives but also to preserve or enhance individuals' and society's long-
term best interests.
b. market orientation
c. ethical business mission
d. focused target market strategy
e. societal marketing orientation
ANS: E
The societal marketing concept extends the marketing concept by acknowledging that some products
that customers want may not really be in their best interests or the best interests of society as a whole.

TOP: AACSB Ethics | TB&E Model Strategy
45. Most companies become sensitized to community issues after they've done enough damage to draw the
locals' anger. Dofasco, Inc., a highly successful steel company in Ontario, tries to get ahead of business
and community issues by annually bringing together representatives from the local area and deciding
what projects to improve the local environment will be implemented. This annual community-wide
meeting indicates Dofasco has a _____ orientation.
a. societal marketing
b. sales
c. reciprocal exchange
d. production
e. product
ANS: A
Societal marketing orientation is the idea that an organization exists not only to satisfy customer wants
and needs and to meet organizational objectives but also to preserve individuals' and society's long-

46. Life is good ® no longer encloses its apparel in individual poly-bags when shipping to customers
because the management feels it harms the environment. This is an example of a _____ orientation.
b. sales
c. reciprocal exchange
d. production
e. product
ANS: A

47. Procter & Gamble decided to address the fact that Hispanic women are more likely to die from breast
cancer because they're reluctant to get mammograms or discuss screening. So P&G brought screening
to the supermarket, parking mobile mammography vehicles in grocery store parking lots in Texas and
inviting shoppers in for free x-rays. Tie-ins with local hospitals assured that women with suspicious
films got follow-up care. P&G adopted a _____ orientation to achieve this goal.
a. promotional
b. societal marketing
c. customer
d. marketing
e. product
ANS: B

48. Which of the following statements about the societal orientation is FALSE?
a. Companies that protect the environment by using all-natural materials in their products are
showing a societal marketing orientation.
b. Marketers cannot deliver all benefits sought by customers because these benefits may not
be in the long-term best interests of the customers.
c. The societal marketing concept is an important refinement of the market concept.
d. Organizations have both a social and economic justification for their existence.
e. The majority of consumers support environmentally-friendly companies and willingly
paying more for these products.
ANS: E
While a majority of consumers report that environmental issues are important, they are not willing to
make tradeoffs for higher costs or lower performance.
49. Life is good® developed the “Good Karma” line of environmentally friendly 100% organic cotton
apparel. The production of the Good Karma line is consistent with a _____ orientation.
b. supplier
c. sales
d. production
e. philanthropic
ANS: A

50. Target shoppers can enroll in the Take Charge of Education® program so that Target will donate one
percent of purchases made with a consumer’s REDcard, a Target credit card. The more money
customers spend, the larger the donation to the consumer’s school of choice. By instituting the Take
Charge of Education® program to help local schools, Target has shown a _____ orientation.
b. supplier
c. sales
d. production
e. philanthropic
ANS: A

51. Jewelry stores want to provide their customers with the highest quality of diamonds available at the
lowest possible prices. Unfortunately, the lowest priced diamonds these days are sold by African
rebels who use the profits to engage in genocide. Human rights organization have asked jewelers to
buy diamonds that are "conflict-free," that is from South Africa, Australia, or Canada. LeeBrant is one
retail jewelry store that sells only diamonds that are certified to be from these countries. LeeBrant is
exhibiting which marketing management orientation?
a. production
b. sales
c. societal marketing
d. direct
e. omnipotent
ANS: C
LeeBrant has a societal marketing orientation because it is not only trying to satisfy customers' wants
but also trying to enhance society's long-term best interests. The other jewelers that continue to sell
diamonds purchased from the rebels are more interested in satisfying their customers desire for lower
prices than in serving society.
52. Which marketing management philosophy focuses on the question, “What can we make or do best?”
a. production
b. marketing
c. sales
d. societal
e. internal
ANS: A
A production orientation focuses on the internal capabilities of the firm rather than on the desires an
needs of the marketplace.
PTS: 1 REF: 4 | 9 OBJ: 01-2 TYPE: Comp

53. Which marketing management philosophy focuses on the question, “How can we sell more
aggressively?”
a. production
b. marketing
c. sales
d. external
e. internal
ANS: C

54. Which marketing management philosophy focuses on the question, “What do customers want and
need?”
a. sales
b. production
c. product
d. market
e. internal
ANS: D
A market orientation is based on the marketing concept, which is the idea that the social and economic
justification for an organization’s existence is the satisfaction of customer wants and needs while
meeting organizational objective.

55. Which marketing management philosophy focuses on the question, “What do customers want and
need, and how can we benefit society?”
a. internal
b. external
c. sales
d. societal marketing
e. production
ANS: D
The societal marketing concept extends the marketing concept by acknowledging that some products
that customers want may not really be in their best interests or the best interests of society as a whole.

56. The sales and market orientations differ on all of the following characteristics EXCEPT:
a. those to whom the product is directed
b. firm’s performance
c. firm’s business
d. firm’s primary goal
e. tools to achieve goals
ANS: B
These two orientations differ with respect to the organization’s focus, the firm’s business, those to
whom the product is directed, the firm’s primary goal, and the tools used to achieve those goals.

57. Market-oriented firms primarily focus their efforts upon:

a. improving the technological skills and competitive advantages of the firm
b. satisfying the organization's needs for low overhead
c. achieving the company’s societal responsibilities inexpensively
d. distributing goods and services
e. satisfying the wants and needs of their customers
ANS: E
Market-oriented firms are focused outward toward their customers.

58. Which of the following statements about a typical sales-oriented business is true?
a. The company develops its products to meet the needs of specific groups of people.
b. The primary goal of the company is profit through customer satisfaction.
c. The company invests the majority of its resources in promoting its products and services.
d. The company is in business to satisfy customers' wants and needs and deliver superior
value.
e. All of these statements about a typical sales-oriented business are true.
ANS: C
See Review Learning Outcome 3.

59. _____ is defined as the relationship between benefits and the sacrifice necessary to obtain those
benefits.
a. Opportunity cost
b. Marketing utility
c. Market quality
d. Satisfaction percentage
e. Customer value
ANS: E PTS: 1 REF: 7 OBJ: 01-3 TYPE: Def
60. The U.S. Postal Service (USPS) argues that its express service is comparable to what is offered by
FedEx and that its prices are much lower. Yet, FedEx dominates with more than a 45 percent share of
the express-delivery market. Which of the following statements describes this situation?
a. The USPS is perceived as offering greater customer value.
b. FedEx is perceived as offering greater customer value.
c. FedEx and the USPS offer the same customer value.
d. Customer value is not an issue in deciding which express-delivery service to use.
e. The USPS should lower its prices even further to increase market share.
ANS: B
Customer value is defined as the relationship between benefits and the sacrifice necessary to obtain
those benefits.

61. Marketers interested in offering customer value can:

a. offer products that perform
b. give the consumer facts
c. offer organization-wide commitment to service and after-the-sale support
d. avoid unrealistic pricing
e. do all of these
ANS: E PTS: 1 REF: 8-9 OBJ: 01-3 TYPE: Comp
62. Chaz loves to play a Disney online pirate game in which he gets to create a pirate by choosing hair-
color, skin-color, clothing, and physical features. Then he gets to choose from a variety of quests and
can sail a ship, dig for treasure, fight skeleton pirates, or fight the British Navy. This game provides
what element of value?
a. offering products that perform
b. earning his trust
c. avoiding unrealistic pricing
d. giving him facts
e. co-creation
ANS: E
Co-creation allows customers to help create their own experience.

63. Which of the following is the customer’s evaluation of a good or service in terms of whether that good
or service has met his or her needs and expectations?
a. value
b. perception
c. attitude
d. dissonance
e. satisfaction
ANS: E
Failure to meet needs and expectations results and dissatisfaction with the good or service.

64. When customer expectations regarding product quality, service quality, and value-based price are met
or exceeded, _____ is created.
a. a value line
b. a quality rift
c. planning excellence
d. customer satisfaction
e. expectation satisfaction
ANS: D
Customer satisfaction is the customer’s evaluation of a good or service in terms of whether that good
or service has met the customer’s needs and expectations.

65. Ninety-six percent of USAA home insurance policy holders report that USAA representatives meets
their commitment in calling back customers quickly about claims. The most likely result of USAA’s
efforts is:
a. management empowerment
b. retailer-customer synergy
c. customer satisfaction
d. transactional marketing
e. disintermediation
ANS: C
When customer expectations regarding product quality, service quality, and value-based price are met
or exceeded, customer satisfaction is created.

66. Xerox emphasizes _____ by replacing at its own expense any dissatisfied customer's equipment within
a period of three years after purchase.
b. management-customer synergy
c. customer satisfaction
e. direct selling
ANS: C
When customer expectations regarding product quality, service quality, and value-based price are met
or exceeded, customer satisfaction is created.

67. _____ is a strategy that focuses on keeping and improving relationships with current customers.
a. Commitment selling
b. Relationship marketing
c. Transactional marketing
d. Market engineering
e. Organization-customer synergy
ANS: B PTS: 1 REF: 10 OBJ: 01-3 TYPE: Def
68. Networkcar.com sells a plug-in device that connects to computer diagnostic ports that are standard on
cars. The device beams signals to dealers who can remotely diagnose or spot trouble. The device
allows car dealerships to maintain a closer bond with their customers by offering maintenance before a
problem leaves customers with an inoperable or possibly dangerous car. With the device, dealers can
better engage in:
b. management-customer synergy
c. relationship marketing
e. direct selling
ANS: C
Relationship marketing is a strategy that entails forging long-term partnerships with customers.

69. Kellogg’s gives consumers the chance to receive a free DVD. Consumers who buy five boxes of
specially marked cereal can cut out the coupons and mail in their completed official form to get a free
DVD. Kellogg’s is engaging in:
a. transactional marketing
b. sports distribution
d. one-to-one marketing
e. customer transformation
ANS: C

TOP: AACSB Reflective Thinking | TB&E Model Customer | TB&E Model Promotion
70. Frequent-flyer programs are an example of financial incentives to customers in exchange for their
continuing patronage. After flying a certain number of miles or flying a specified number of times, the
frequent-flyer program participant earns a free flight or some other award such as free lodging.
Airlines that use frequent-flyer programs are practicing:
a. commitment selling
b. transaction marketing
c. transformational marketing
d. marketing engineering
e. relationship marketing
ANS: E
The strategy that entails forging long-term partnerships with customers is called relationship
marketing.

71. Greenberg Smoked Turkey, Inc., is a nationwide mail-order business that operates without any
advertising. It does not accept credit cards, has no toll-free number for customers to call, and does not
have a Web site. This hopelessly old-fashioned company is also very profitable with thousands of
devoutly loyal customers--some of whom have ordered Greenberg smoked turkeys every year for the
last fifty years. Greenberg more than likely uses _____ to maintain these long-term ties to its
customers.
a. reactive marketing
b. synergistic management
d. a sales orientation
e. management empowerment
ANS: C
Relationship management is a strategy that entails forging long-term partnerships with customers.

72. The Geek Squad is a tech support station located inside every Best Buy electronics retail store. Best
Buy gives intensive training to the Geeks. The purpose of this training is to:
a. improve customer service
b. give higher education benefits to employees
c. promote the company image by increasing public awareness
d. reduce the need of empowerment
e. increase employment levels
ANS: A
Leading marketers recognize the role of employee training in customer service.

73. Some market-oriented firms give employees expanded authority to solve customer problems on the
spot. This is known as:
a. training
b. deregulation
c. empowerment
d. commissioning
e. mediating
ANS: C
Empowerment is the delegation of authority to solve customer problems quickly, usually by the first
person that the customer notifies regarding a problem.

74. _____ gives customers the feeling their concerns are being addressed and at the same time gives
employees the feeling their expertise matters to management.
a. Management-employee synergy
b. Organizational entropy
c. Managerial reciprocity
d. Empowerment
e. Delegation
ANS: D
Empowerment is the delegation of authority to solve customers’ problems quickly, usually by the first

75. The Ritz Carlton has Service Values which guide employees in providing its Gold Standard service.
One of the service values states “I own and immediately resolve guest problems.” The Ritz Carlton
management uses _____ to provide customer service.
a. training
b. deregulation
c. empowerment
d. commissioning
e. mediating
ANS: C
Empowerment is the delegation of authority to solve customers’ problems quickly.

76. As part of instituting an empowerment program, a marketing director should:

a. hire college graduates who have the latest training in marketing management techniques
b. create a customer-service department and place a key staff person in charge of the
department
c. train the company's staff to judge the quality of the products the firm produces
d. allow non-management employees to resolve problems on their own without prior
approval from their immediate supervisors
e. conduct a survey of the company's marketing staff to learn about employee morale
ANS: D
Empowerment refers to firms that give employees expanded authority to solve customer problems on
the spot without having to get management's permission first.

77. _____ is the collaborative efforts of people to achieve common objectives.

a. Effort training
b. Teamwork
c. Empowerment
d. OJT training
e. Mediation
ANS: B
This is the definition of teamwork.

78. TUFF SHED, Inc. is one of the leading suppliers of installed storage buildings and garages in the
United States. TUFF SHED mandates that sales, management and construction teams work together to
anticipate and eliminate potential problems. They make sure customers get the right buildings for their
needs, and they all are built well and in a timely manner.
By using teamwork TUFF SHED:
a. operates successfully using a production orientation
b. provides its customer with a high level of satisfaction
c. has a high employee turnover rate
d. does not deliver superior customer service
e. has a sales orientation
ANS: B
Teamwork is one way a company with a market orientation creates customer satisfaction.

79. A sales-oriented firm defines its business (or mission) in terms of:
a. employees
b. goods and services
c. customers
d. competitors
e. benefits
ANS: B
A sales-oriented firm focuses inward on its products and services.

80. A market-oriented firm defines its business in terms of:

a. goods and services
b. the benefits its customers seek
c. employee empowerment
d. competitive position
e. customer satisfaction
ANS: B
A market-oriented firm is defined in terms of the benefits its customers seek.

81. Redefining the business mission of a mattress manufacturer as "a good night's sleep," rather than
stating the mission as "the manufacture of high-quality mattresses," will:
a. not stimulate an awareness of changes in consumer desires
b. be too broad a statement to be of any real use in serving customers
c. stifle creativity in discovering opportunities to serve customers
d. help ensure the firm retains its focus on consumers
e. ensure the core products will be retained
ANS: D
The broader business mission of "a good night sleep" will stimulate innovation and creativity because
not all sleep aids are mattresses. It will lead the company to further growth.
82. One of the reasons given for the decline of the passenger rail industry in the United States is that the
industry defined its mission as trains and not as transportation sources. The railroad industry failed to:
a. define its mission in terms of the benefits its customers seek
b. ignore the marketing concept of serving customer needs and wants
c. realize "customers only want what they know"
d. have a sales orientation
e. empower the consumer
ANS: A
A market-oriented firm defines its business in terms of the benefits its customers seek. Because of the
limited way the railroad industry defined its business, it missed an opportunity to define itself in terms
of the benefits customers were seeking.

83. Walker Farms has heard from many of its customers that they would like organic produce. As a result
Walker Farms became a certified organic farm. Walker realizes that, while not all consumers are
willing to pay the higher prices for organic produce, his customers want the organic produce. Walker
realized:
a. he missed sales by not concentrating on the average customer
b. different customer groups have different needs and wants
c. he is a sales-oriented farm
d. his business is about selling the cheapest vegetables
e. his aim is a goal of profit through maximum sales volume
ANS: B
One way to implement the marketing concept is to concentrate on the needs of specific groups of
customers.

84. All of the following are basic marketing mix decisions EXCEPT:
a. sales
b. price
c. product design
d. place (distribution)
e. promotion
ANS: A
The four marketing mix decisions include product decisions, place (or distribution) decisions,
promotion decisions, and pricing decisions.

TOP: AACSB Reflective Thinking | TB&E Model Distribution | TB&E Model Pricing | TB&E
Model Product | TB&E Model Promotion
85. One way to identify the orientation of a firm is to examine its primary goal. If a firm seeks to achieve
profitability through sales volume, it would probably be:
a. promotion-oriented
b. price-oriented
c. sales-oriented
d. production-oriented
e. retail-oriented
ANS: C
A sales-oriented organization seeks to achieve profitability through sales volume and tries to convince
potential customers to buy.

86. The manufacturer of Maine Kitchen Art bowls, spoons, and cutting boards knows marketing can make
his company a success. He wants to rely solely on promotion as the technique for attracting customers.
He advertises extensively in cooking magazines, offers coupons, and provides retailers who carry his
product with attractive displays. From this information, you know that Maine Kitchen Art has a _____
orientation.
a. market
b. societal
c. production
d. sales
e. product
ANS: D
A sales-oriented organization views promotions as the primary tool used to achieve its goals.

87. FujiFilm Computer Products has improved the efficiency and productivity of its plant, which
manufactures printing technology. For the new fiscal year, the company projects a production increase
of 25 percent and has instructed its sales force to aggressively distribute and promote the product. The
CEO is sure the market will absorb more product if the sales force is determined and assertive.
Apparently FujiFilm:
a. has an outward organizational focus on its customers wants and preferences
b. seeks its goals primarily through the use of intensive promotion
c. directs its products to specific groups of people
d. is in the business of satisfying customers
e. profits through customer satisfaction
ANS: B
FujiFilm definitely has a sales orientation. See Review Learning Outcome 3 for a diagram showing the
differences between a market orientation and a sales orientation.

88. _____ is the primary tool used by a sales-oriented organization to achieve its corporate goals.
a. Price
b. Promotion
c. Product design
d. Place (distribution)
e. Production
ANS: B
A sales-oriented organization seeks to generate sales volume based upon intensive promotional
activities.

TOP: AACSB Reflective Thinking | TB&E Model Promotion
89. All of the following are good reasons to study marketing EXCEPT:
a. Marketing creates consumer needs.
b. Marketing plays an important role in society, coordinating the huge numbers of
transactions needed to provide goods and services.
c. Marketing is a key function in business.
d. Marketing offers outstanding career opportunities.
e. Marketing affects your day-to-day life as a consumer.
ANS: A
Marketing may create consumer wants, but it does not create consumer needs.

90. What is the fundamental objective of most businesses?

a. employee empowerment, teamwork, and relationship marketing
b. satisfied stakeholders
c. low costs and high quality
d. customer loyalty and retention
e. survival, profits, and growth
ANS: E
The use of marketing allows businesses to achieve this objective.

TOP: AACSB Analytic | TB&E Model Strategy
NARRBEGIN: Ritz-Carlton Hotels

Ritz-Carlton Hotels
Cesar Ritz, the founder of the original Ritz-Carlton, Boston, was known as the “king of hoteliers and
the hotelier to kings.” Today, there are more than 70 Ritz-Carlton hotels spanning 24 countries with
38,000 employees. These are not typical employees, though. They are described as “Ladies and
Gentlemen serving Ladies and Gentlemen.” Each employee participates in an intensive orientation
program and recertification programs throughout their careers with the company, and many are
allowed $2,000 to fix a guest’s problem on the spot without managerial approval. So renowned is the
Ritz way of doing business that the company offers a Leadership Center for executives and managers
of other companies to learn and implement the Ritz way of customer service. It doesn’t stop with
employees, though. Ritz-Carlton hotels recently launched “Give Back Getaways” in 2008 that allow
guests to volunteer in locales where they are vacationing. The hotel also offers “Vow to Help Others”
which is a program that donates a portion of a wedding couple’s reception costs to those in need. The
chief operating officer’s words sum up Ritz-Carlton’s philosophy best when he stated, “If we really do
our job, we really don’t need sales anymore. Satisfied guests are your advertising.”
NARREND
91. Refer to Ritz-Carlton Hotels. The chief operating officer’s statement regarding sales and advertising
illustrates which marketing management philosophy embraced by this company?
a. sales
b. market
c. production
d. societal
e. promotional
ANS: B
A market orientation is a philosophy that assumes that a sale does not depend on an aggressive sales
force but rather on a customer’s decision to purchase a product.
PTS: 1 REF: 5 OBJ: 01-2

92. Refer to Ritz-Carlton Hotels. The “Give Back Getaways” and “Vow to Help Others” programs offered
by Ritz-Carlton hotels are applications of which marketing management philosophy?
a. societal
b. sales
c. production
d. market
e. retail
ANS: A
The societal marketing orientation is the idea that an organization exists not only to satisfy customer
wants and needs and to meet organizational objectives, but also to preserve or enhance individuals’
and society’s long-term interests.
PTS: 1 REF: 6-7 OBJ: 01-2

93. Refer to Ritz-Carlton Hotels. Ritz-Carlton embodies an organization-wide commitment in service and
support so that customers attain benefits relative to the price they pay for this service. Which element
of an organization’s focus is this commitment satisfying?
a. empowerment
b. customer value
c. customer acquisition
d. creativity
e. primary goal making
ANS: B
Relationship marketing seeks to forge long-term partnerships with customers.
PTS: 1 REF: 7-9 OBJ: 01-3

TOP: AACSB Analytic | TB&E Model Customer
94. Refer to Ritz-Carlton Hotels. A guest’s suitcase was lost while in the care of hotel employees, and that
guest needed his suit for an important business meeting. The desk clerk took the guest to a local mall
to purchase clothing and shoes totaling $850. The fact that Ritz-Carlton employees have the authority
to solve customers’ problems quickly illustrates that these employees are given:
a. authority training
b. customer value giving
c. cross-utilization
d. teamwork
e. empowerment
ANS: E
Empowerment is the delegation of authority to employees to solve customers’ problems quickly,
usually by the first person that the customer notifies regarding a problem.
PTS: 1 REF: 11 OBJ: 01-3

95. Refer to Ritz-Carlton Hotels. Customer-oriented personnel, effective training programs, employees
with authority to make decisions and solve problems, and teamwork all work together at Ritz-Carlton
to implement which type of strategy?
a. relationship marketing
b. social marketing
c. internal marketing
d. external marketing
e. empowered marketing
ANS: A
Most successful relationship marketing strategies depend on customer-oriented personnel, effective
training programs, employees with authority to make decisions and solve problems, and teamwork.
PTS: 1 REF: 10-11 OBJ: 01-3

NARRBEGIN: Circuses
Circuses
As recently as twenty years ago circuses came to town with tents, animals, clowns, and other
performers. An advance man arrived about two weeks before the circus actually arrived, covered the
community with posters, and gave out free tickets to schoolchildren. If the advance man had done a
good job, when the circus arrived and opened its tent doors, three hundred to six hundred people would
fill its seats. When the largest circus organizations merged, the newly formed Ringling Bros. and
Barnum & Bailey's Greatest Show on Earth began performing in 4,000-seat arenas.
Attendance, however, has stagnated in recent years. People have stopped going to the circus because
they miss the circus tent and the close intimate atmosphere it created. The newest thing in circuses is a
return to the tent atmosphere with an emphasis on the types of entertainment that were popular years
ago. Antique circus wagons, calliope music, and cotton candy are replacing the exotic animals and the
prima donna performers. To satisfy the needs of this new audience, the tent circus now sells lattes and
wine.
NARREND
96. Refer to Circuses. The aggressive promotions used by advance men indicate that decades ago the
circuses probably had a _____ orientation.
a. sales
b. market
c. production
d. societal
e. product
ANS: A
Sales-oriented organizations achieve their sales goals primarily through intensive promotion.
PTS: 1 REF: 4-5 OBJ: 01-2

97. Refer to Circuses. Now circuses are trying to satisfy customers' needs and wants and to profit through
customer satisfaction. They have adopted a _____ orientation.
a. societal
b. selling
c. production
d. market
e. retail
ANS: D
A market-oriented philosophy is based on consumers’ wants and needs
PTS: 1 REF: 5 OBJ: 01-2

98. Refer to Circuses. To exhibit a societal marketing orientation, circuses could:

a. rely on publicity and avoid any promotions
b. empower their employees to satisfy customer wants
c. donate a percentage of their profits to local educational institutions
d. use relationship marketing
e. emphasize customer value
ANS: C
The philosophy called the societal marketing orientation states that an organization exists not only to
satisfy customer wants and needs and to meet organizational objectives but also to preserve or enhance
individuals' and society's long-term best interests.
PTS: 1 REF: 6 OBJ: 01-2

99. Refer to Circuses. One of the tent venues is called Barnum's Kaleidoscope, and it is in a permanent
location with the hopes that people who see the show will want to return and see it again as well as
bring their friends and relatives to the production. Which of the following techniques would most
likely advance this strategy of referrals and repeat business?
a. relationship marketing
b. empowerment
c. a sales orientation
d. authority to delegate
e. transactional marketing
ANS: A
PTS: 1 REF: 10 OBJ: 01-3

100. Refer to Circuses. The circus's goal of redesigning the circus experience is being completed through
the coordination of many marketing activities, such as value pricing, a product that includes exciting
performances, tent venue locations, and promotion. These activities make up the _____ for the
circuses.
a. opportunity analysis
b. value of marketing
c. marketing environment
d. target market
e. marketing mix
ANS: E
Marketing mix elements include product, place, promotion, and price.
PTS: 1 REF: 14 OBJ: 01-3

TOP: AACSB Reflective Thinking | TB&E Model Product | TB&E Model Distribution | TB&E
Model Pricing | TB&E Model Promotion
NARRBEGIN: Starbucks Loyalty Rewards

Starbucks Loyalty Rewards
The First Starbucks opened in 1970 in Seattle Washington. The demand for its coffee grew and
Starbucks added more than 6,000 stores located in over 30 countries. In its more than 30 year history,
Starbucks has never given out coupons for its coffee. Starbucks had only to make its coffee and
customers came. Recently consumer quality perception of the Starbucks brand has started to fall.
Starbucks started a consumer-response blog to learn more about what consumers expect from
Starbucks. One of the most frequent requests was for a customer rewards program. In response
Starbucks has started the Starbuckscard rewards which offers free refills on brewed coffee, free
beverage with whole bean purchase, beverage customization and free Wi-Fi. Starbucks also put
coupons in a national newspaper for those consumers who love coupons and created a new brew of
coffee for those who prefer a milder coffee taste. Starbucks is hoping with these improvements will
restore customers’ loyalty and confidence.
NARREND
101. Refer to Starbucks. For more than thirty years Starbucks held the orientation of “If we build it, they
will come.” This philosophy is most in line with a _____ orientation.
a. sales
b. market
c. production
d. societal
e. product
ANS: C
A production orientation means that management asks “what do we do best?” Starbucks case made
great coffee and created an atmosphere where people wanted to spend time and money.
PTS: 1 REF: 4 OBJ: 01-2

102. Refer to Starbucks. Which of the four conditions did NOT exist in the minds of the Starbucks
consumer, resulting in declining sales?
a. Each party has something of value to the other party
b. Each party is capable of communication and delivery
c. Each party is free to accept or reject the exchange offer
d. Each party believes it is appropriate or desirable to deal with the other party
e. There must be at least two parties for exchange to occur
ANS: A
Starbucks customers were not seeing the value of exchanging their money for Starbucks products.
PTS: 1 REF: 3-4 OBJ: 01-1

103. Refer to Starbucks. The creation of a consumer-response blog is an example of _____.

a. how to increase sales
b. technology at its best
d. good training
e. product improvements
ANS: C
Relationship marketing is a strategy that focuses in keeping and improving relationships with current
customers.
PTS: 1 REF: 10 OBJ: 01-3

104. Refer to Starbucks. Starbucks customers wanted more value from their coffee. Starbucks management
responded to customers through the Starbuckscard rewards program. Which element of value was
Starbucks management working to increase?
a. Products that perform
b. Earning trust
c. Avoiding unrealistic pricing
d. Giving the buyer facts
e. Co-creation
ANS: B
In order for Starbucks to continue to grow and prosper it needed to keep its stable base of loyal
customers happy.
PTS: 1 REF: 8 OBJ: 01-3

105. Refer to Starbucks. The fact that management realized that coffee drinkers had different needs whether
be using coupons, wanting a milder brew of coffee or free Wi-Fi shows that Starbucks is now using a
_____ oriented approach.
a. sales
b. market
c. production
d. societal
e. product
ANS: B
A market-oriented organization recognizes that different consumer groups want different features or
benefits.
PTS: 1 REF: 13 OBJ: 01-3

ESSAY
1. Explain how marketing is both a philosophy and a set of activities.
ANS:
The first facet of marketing is its philosophy. This philosophy is an attitude, perspective, or
management orientation that stresses the importance of customer satisfaction.
The second facet of marketing is the set of activities used to implement this philosophy. These
activities include (but are not limited to) planning, pricing, promotion, distribution, selling,
advertising, and inventory management.
PTS: 1 REF: 3 OBJ: 01-1

TOP: AACSB Communication | TB&E Model Strategy
2. What is the American Marketing Association’s (AMA) definition of marketing and what does
marketing entail?
ANS:
According to the AMA, marketing is the activity, set of institutions and processes for creating,
communicating, delivering, and exchanging offerings that have value for customers, clients, partners,
and society at large. Marketing entails the processes that focus on delivering value and benefits to
customers, not just selling goods, services, and ideas.
PTS: 1 REF: 3 OBJ: 01-1

3. Describe the concept of exchange and list the five conditions that must be satisfied for exchange to
occur. If all conditions are met, does that guarantee exchange will occur? Explain why or why not.
ANS:
The concept of exchange simply means that people give up something in order to receive something
that they would rather have. Money, goods, or services may be the medium of exchange. The five
conditions of exchange are:
1. There must be at least two parties.

2. Each party has something that might be of value to the other party.
3. Each party is capable of communication and delivery.
4. Each party is free to accept or reject the exchange offer.
5. Each party believes it is appropriate or desirable to deal with the other party.
Exchange will not necessarily take place even if all these conditions exist. They are necessary for
exchange to be possible, but unless the buyer and seller reach an agreement, an exchange will not take
place.
PTS: 1 REF: 3-4 OBJ: 01-1

4. What is the marketing concept? According to the marketing concept, what determines if a sale will
actually occur?
ANS:
The marketing concept is a simple and intuitively appealing philosophy. It states that the social and
economic justification for an organization's existence is the satisfaction of customer wants and needs
while meeting organizational objectives. It is based on an understanding that a sale does not depend on
an aggressive sales force but rather on a customer's decision to purchase a product.
PTS: 1 REF: 5 OBJ: 01-2

TOP: AACSB Analytic | TB&E Model Strategy
5. Name and describe the four marketing management philosophies.

ANS:
PRODUCTION ORIENTATION. This orientation focuses firms on their internal production
capabilities rather than the desires and needs of the marketplace.
SALES ORIENTATION. This orientation assumes that buyers will purchase more of any item if
aggressive selling techniques are used. Again, this orientation does not address the needs and wants of
the marketplace.
MARKET ORIENTATION. This orientation is the foundation of contemporary marketing philosophy.

It recognizes that a sale is dependent on the customer's decision to purchase a product and provides
increased responsiveness to customer needs and wants. To market-oriented firms, marketing means
building relationships with customers.
SOCIETAL ORIENTATION. This orientation refines the marketing orientation by stating that the
social and economic justification for an organization's existence is the satisfaction of customer wants
and needs while meeting the organization's objectives and preserving or enhancing both individuals'
and society's long-term best interests.
PTS: 1 REF: 4-6 OBJ: 01-2

6. If a firm has a production orientation, what types of questions does management ask after assessing its
resources?
ANS:
With a production orientation, management focuses on the internal capabilities of the firm.
Management might ask: "What can we do best?", "What can engineering design?", and/or "What is
economical and easy to produce with our equipment?"
PTS: 1 REF: 4 OBJ: 01-2

7. An entrepreneur has set up a company to manufacture and market GPS systems for hunters. He has
decided a sales orientation would best suit his new company. What are important considerations for
this firm when it adopts this orientation? What are potential pitfalls of this orientation the owner needs
to understand?
ANS:
The most important component for a sales orientation is an aggressive sales force. The sales force can
push intermediaries to carry products, or push consumers to purchase. For the entrepreneur in question,
this is important, as hunters rarely buy GPS equipment directly from the manufacturer. Instead, GPS
equipment is offered through specialty resellers. An aggressive sales force could help the entrepreneur
sell his product in more outlets. However, despite a high-quality sales force, even aggressive
salespeople cannot convince people to buy goods and services that are neither wanted nor needed.
PTS: 1 REF: 5-6 OBJ: 01-2

8. Explain the marketing concept and market orientation. What three requirements are necessary to
implement a market orientation?
ANS:
The philosophy of the marketing concept states that the social and economic justification for an
organization's existence is the satisfaction of customer wants and needs while meeting organizational
objectives. Market orientation requires top management leadership, a customer focus, competitive
intelligence, and interfunctional coordination to meet customer wants and needs and deliver superior
value. It also entails establishing and maintaining mutually rewarding relationships with customers.
The marketing concept and market orientation involve:
• focusing on consumer wants so the organization can distinguish its product(s) from
competitors' offerings
• integrating all the organization's activities, including production, to satisfy these wants
• achieving long-term organization goals by satisfying customer wants and needs legally and
responsibly
PTS: 1 REF: 5 OBJ: 01-2

9. Explain the societal marketing orientation and describe an example of a company implementing this
orientation.
ANS:
The societal marketing orientation is the idea that an organization exists not only to satisfy customer
wants and needs and to meet organizational objectives, but also to preserve or enhance individuals’
and society’s long-term best interests. Students' examples will vary depending upon what
commercials, advertisements, and publicity they have been exposed to. All should select a company
that exists not only to satisfy customers' wants and needs and to meet organizational objectives but
also to preserve or enhance individuals' or society's long-term best interests.
PTS: 1 REF: 6 OBJ: 01-2

TOP: AACSB Communication | AACSB Ethics | TB&E Model Strategy
10. What is customer value? What are the six ways marketers can make sure customers perceive their
companies/products as sources of value?
ANS:
Customer value is the relationship between benefits and the sacrifice necessary to obtain those
benefits. Marketers who want to be perceived by their customers as offering value can (1) offer
products that perform as they are expected to, (2) earn trust, (3) avoid unrealistic pricing, (4) give the
buyer facts, (5) offer organization-wide commitment in service and after-sales support, and (6) co-
creation.
PTS: 1 REF: 7-9 OBJ: 01-3

TOP: AACSB Communication | TB&E Model Customer
11. Compare and contrast the sales and market orientations using the following five characteristics as
guidelines: (1) organization's focus, (2) business the organization is in, (3) people to whom the product
is directed, (4) the organization's primary goal, and (5) tools used to achieve that goal.
ANS:
ORGANIZATION'S FOCUS. With a sales orientation, the firm's focus is inward upon the firm's own
needs. With a market orientation, the focus is outward on the wants and preferences of customers. In
particular, market-oriented firms create customer value, maintain customer satisfaction, and build
long-term relationships.
BUSINESS. A firm with a sales orientation is in the business of selling goods and services. A firm
with a market orientation is in the business of satisfying consumer wants and needs.
CUSTOMERS. A sales orientation directs the firm's output at everybody, while a market orientation
directs goods toward specific groups of people.
PRIMARY GOAL. The primary goal of a firm with a sales orientation is to make profit through
maximizing sales volume. The primary goal of a firm with a market orientation is to seek profit
through customer satisfaction.
TOOLS FOR GOAL ACHIEVEMENT. A sales orientation seeks to achieve goals primarily through
intensive promotion. A market orientation achieves goals through coordinated use of a set of
marketing activities.
See Review Learning Outcome 3.
PTS: 1 REF: 7-14 OBJ: 01-3

12. Consider the following statement: "Relationship marketing is not possible in a firm embracing a
production orientation." Do you agree or disagree with this statement? Explain your answer.
ANS:
A company with a production orientation concentrates on what it can do best--its internal capabilities.
Sometimes what the company produces is exactly what the customer wants, so it could be possible for
a company to engage in relationship marketing (a strategy that entails forging long-term partnerships
with customers) and still have a production orientation. However, the most successful relationship
marketing strategies depend on customer-oriented personnel, effective training programs, employees
with authority to make decisions and solve problems, and teamwork.
PTS: 1 REF: 4 | 10 OBJ: 01-2 | 01-3

13. Discuss the elements needed to implement successful relationship marketing strategies.
ANS:
Most successful relationship marketing strategies depend on:
CUSTOMER-ORIENTED PERSONNEL. An employee may be the only contact a customer has with
the firm, so in that customer’s eyes, the employee is the firm. Any person, department, or division that
is not customer-oriented weakens the positive image of the entire organization.
TRAINING. Training is important to implement the other elements.
EMPOWERMENT. Delegation of authority to solve customer problems quickly, usually by the first
TEAMWORK. Collaborative efforts of people to accomplish a common objective. Job performance,

company performance, product value, and customer satisfaction all improve when people in the same
department or work group begin supporting and assisting each other and emphasize cooperation
instead of competition.
PTS: 1 REF: 10-11 OBJ: 01-3

14. List the three advantages of defining the company's business in terms of the benefits customers seek
instead of in terms of goods and services.
ANS:
(1) It ensures that the firm keeps focusing on customers and avoids becoming preoccupied with goods,
services, or the organization's internal needs. (2) It encourages innovation and creativity by reminding
people there are many different ways to satisfy customer wants. (3) It stimulates an awareness of
changes in customer desires and preferences so product offerings are more likely to remain relevant.
PTS: 1 REF: 12 OBJ: 01-3

15. There are several important reasons to study marketing. Name three of these reasons.
ANS:
1. Marketing plays an important role in society
2. Marketing is important to businesses
3. Marketing offers outstanding career opportunities
4. Marketing affects your life every day
PTS: 1 REF: 14-15 OBJ: 01-4

16. Explain how marketing is important to business and society.
ANS:
Marketing contributes directly to the achievement of business objectives, including survival, profits,
and growth. Marketing is concerned with assessing the wants and satisfactions of customers, designing
and managing product offerings, determining prices, developing distribution strategies, and
communicating with customers. Marketing is important to society because it efficiently distributes the
output of farms and factories to the millions of consumers worldwide. Marketing makes products and
services safely and conveniently available when buyers want them, in desired quantities, at accessible
locations.
PTS: 1 REF: 15 OBJ: 01-4

17. Explain how marketing affects consumers’ everyday life? How will the study of marketing enable you
to be a better consumer?
ANS:
Every person participates in the marketing process as a consumer of goods and services.
Approximately 50 cents of each dollar spent pays for marketing costs. By developing an understanding
of marketing, one can better understand the buying process, negotiate more effectively with sellers,
and demand corrective action when products do not meet performance standards.
PTS: 1 REF: 15-16 OBJ: 01-4

TOP: AACSB Communication | TB&E Model Customer
Another random document with
no related content on Scribd:
The Project Gutenberg eBook of The vanguard of
Venus
This ebook is for the use of anyone anywhere in the United States and
most other parts of the world at no cost and with almost no restrictions
whatsoever. You may copy it, give it away or re-use it under the terms
of the Project Gutenberg License included with this ebook or online at
www.gutenberg.org. If you are not located in the United States, you
will have to check the laws of the country where you are located
before using this eBook.
Title: The vanguard of Venus
Author: Landell Bartlett
Illustrator: R. E. Lawlor
Release date: January 2, 2024 [eBook #72597]
Language: English
Original publication: New York: Experimenter Publishing Company,

1944
Credits: Roger Frank and Sue Clark from images generously provided
by the Internet Archive.
*** START OF THE PROJECT GUTENBERG EBOOK THE

VANGUARD OF VENUS ***
The VANGUARD of VENUS
by LANDELL BARTLETT
Presented With the Compliments of
Copyrighted 1928
EXPERIMENTER PUBLISHING CO., 230 Fifth Avenue, New York
The lights had now reached their maximum, giving the huge room the
effect of being flooded by intensely bright moonlight. Behind me, and on
all sides, stood scores of these creatures, similar in appearance to the
Field General on the throne. They stood motionless, regarding me stolidly
with their smoldering, beady eyes. . . . Finally Oomlag turned to me: “The
Field General wants to ask you a few questions,” he said, stepping to one
side.
The VANGUARD of VENUS
By LANDELL BARTLETT
(Extract from letter dated February 16, 1927, from Oliver Robertson, banker of
Calcutta, India, to J. B. Cardigan, President of Cardigan Press Service, Inc.)
. . . . . we got into a pretty hot argument over it, too. Of course, I

thought Morrison was kidding me at first; but he kept insisting that
Murdock wouldn’t have done such a thing if he really hadn’t meant it
for the truth.
I told him that Murdock had probably had his little secret hobby of
fiction-writing unknown to any of his friends, that he had thought up
this story for his own entertainment, and had taken this means of
making it “plausible.” I admit I don’t understand why he should want to
do such a thing, but I think you will agree with me that at least it is
very clever. You can never tell what these serious-minded, middle-
aged bachelors are going to do next. I was really quite exasperated at
Morrison for believing this story. He knew poor Stanley better than I, it
is true; but as joint executor of the estate, I insisted that if it were to be
published at all, it should be as fiction, pure and simple. Then, if
anyone wants to believe it, let him go to it.
Morrison argued that the notarial seal and the definite instructions
on the envelope showed Murdock meant business—that he wasn’t the
kind to clutter up a strong box with junk. He reminded me that
Murdock had chucked a fine position in the United States to come to
India on a smaller salary and in a technically inferior rating, which was
a fair indication of the truth of his story. Murdock was unimaginative as
far as I know, but this story seems to indicate otherwise. He was a
splendid chap, sober and industrious. He was the only one killed in
that wreck of the Central of India at Coomptah ten days ago . . .
Knowing you are in touch with publishers that can handle this sort of
thing, I have taken the liberty of sending you Murdock’s document
herewith, together with the envelope in which it was found. You will
note that the instructions on the envelope indicate that it was to be
opened only in the event of Murdock’s death, by his executors, or by
himself, on June 21, 1931. If you can dispose of this material for profit,
I certainly will appreciate it.
N. B.—Touched up a bit, it might make good reading—in fact, I think

it is deucedly interesting as it stands.
Let me know as soon as possible, old man, what you think of this
and what disposition you want to make of it. I’ll appreciate it very
much if you can find a publisher, for it was Stanley’s wish . . .
Your old, hard-headed cousin,

Oliver Robertson.
(Stanley Murdock’s document, enclosed with the above letter, printed just as he
himself wrote it. Pursuant to Mr. Robertson’s instructions, and to prevent uneasiness
among the credulous, the public is warned that the story is undoubtedly fiction.)
September 18, 1923.

47 Victoria Drive, Rajput Gardens,
Calcutta, India,
TO WHOM THIS MAY CONCERN:

In accordance with instructions I have filed with the officials of the
Calcutta Traders’ Bank, this document, which is to be read by my
executors in the event of my death before June 21, 1931, or by myself
on that date in the presence of three officers of the above bank. The
reason for this I shall explain as clearly as possible.
An experience befell me while doing geological work in the United
States of America that has profoundly altered my life, and by the year
1931, will alter the lives of every human being in the world. This
statement, startling and unbelievable as it may sound, is nevertheless
the truth, and is the reason I am writing, or you are reading this. And I
am taking the only course consistent with my own welfare in giving
this message to the public so that it may have even a slight chance of
credence.
So preposterous will be found the contents of this document that
such fact alone will largely explain my method of procedure. I want
this message to be read, to be believed, and to be acted on. Had I told
anybody of my experience at the time it happened, I would simply
have been the laughing stock of my friends. Insisting on the truth of
the story might have been cause for investigation as to my sanity, and
the loss of my position if not of my liberty. It was utterly out of the
question to even think of telling anyone what I saw. I had absolutely
no proof, and could not then, let alone now, produce any evidence to
back up my statements. Only time will prove that I am right, and that
will be not later than August 21, 1931. There is a remote chance that
the catastrophe will occur sooner, but knowing what I do, I believe that
it will transpire on that exact date. So you can see what an awkward
position I am in—a prophet—foretelling happenings years ahead, to
the very day, to a skeptical world bound by the age-old dictum of
common sense, to laugh him to scorn.
This, then, is the reason I have made the safeguards for reading
this manuscript. The message being so vital to the world, I have
deposited copies in the largest banks in Bombay and Madras. These
documents are to be mailed to me on June 21, 1931, or in case I die,
may be obtained by my executors any time before that date. Thus I
will avoid practically eight years of derision with attendant loss of
position and probable confinement for mental instability. At the same
time, my warning is in no danger of being lost, and will be given to the
world in time to do some possible good. If I am alive on June 21,
1931, I shall give my experience to the world on that date, allowing
two months for those who heed it to escape a terrible fate. The reason
I resigned my position in the United States and am now in India will be
disclosed in the narrative.
IT was in January, 1923, that I met with this staggering experience. At

that time I was employed by the Southwestern Syndicate as chief
geologist for the Arizona-New Mexico district. I had been with them
almost fifteen years, going to them from the Concord Company, with
whom I had been associated since my graduation from the
Massachusetts Institute of Technology. Both of these companies, if I
can judge by the testimonials they so generously gave me on my
resignation, rated me very highly, and were reluctant to part with my
services. I mention this not in self-praise, but to show that I have
always had a reputation for honesty and efficient work. And I sincerely
hope that this reputation will sustain me when I say that what I am
about to relate here is the absolute truth.
On January 14, 1923, Olin Gilfillan (my most trusted field lieutenant
and a brilliant, hard-working man) and I set out on horseback from
Lovington, New Mexico, and headed toward the Mescalero Ridge. We
had with us a couple of pack mules bearing camping equipment and
grub for a week. It was our intention to scout the southeast part of the
Ridge, and report certain findings to the company. I shall not here
relate any technical description of our route, inasmuch as my
complete report is on file with the company in their Chicago office.
We left Lovington in the morning, and after a leisurely trip with a few
stops for “sighting,” made camp in a little arroyo leading up to the
Ridge. The day had been wonderfully clear, and in the early twilight I
worked on my notes while Olin built a small fire of cedar and mesquite
and prepared the coffee and bacon. After supper we lit our pipes and
talked over various things until about nine, when we crawled into our
sleeping bags.
It was some time before I dropped off, as there were several
problems connected with the trip that I kept reviewing in my mind. I
could hear Olin’s steady breathing, and envied him his ability to sleep
soundly under any conditions. Up from the east swam a large, perfect
full moon, flooding our camp in the little arroyo with its cold light. From
far away came the indistinct, silly yapping of a couple of coyotes, and I
could hear the horses stirring uneasily. Finally I fell asleep, and it
seemed as though I had hardly closed my eyes when something—
perhaps a sound, or maybe a premonition of something wrong—
caused me to become wide awake. I sat up and, noticing that the
moon was now overhead, looked at my wrist watch. It was almost one
o’clock.
There seemed to be nothing amiss. Olin was snoring peacefully, the
coyotes were no longer serenading the moon, only a little breeze was
moving the tops of the mesquite brushes. I glanced over to where the
horses had been tethered, and saw that they were very restive.
Thinking that perhaps some coyote was skulking about our camp, I
crawled out of my sleeping bag, took my rifle, and went over to where
the horses were trembling and straining at their tethers. They were
apparently scared at something immediately in front of them, as they
both gazed with bulging eyes in the same direction. Aside from a large
rock and a few straggling sotol plants, I could see nothing to cause
their fear. Thinking that perhaps, some creature had hidden behind
the rock, I made my way in a wide circle around it, but there was
nothing I could see to explain the horses’ fright. I went to them and
stroked their noses; this calmed them somewhat, but they continued
to gaze fearfully at the rock.
IT came over me like a flash that I had not noticed that rock when we
made camp—in fact, being now fully wide awake, I recalled that there
was no large rock of any kind near our camp. I blinked my eyes and
pinched myself to see if I was really awake. Could I have been
mistaken about my first impression of our camp site, and have
overlooked an object as large as that rock? My work has always
called for keen observation, and it was absurd to think that if a fairly
sizable boulder had been in sight, especially all by itself as this one
was, I would have failed to note it. Yet there it was, gleaming dully in
the moonlight, apparently firmly imbedded in the ground. But it
couldn’t (I reasoned) have been there when we first arrived. Imagine
two geologists failing to see a rock of that size! How in the world could
it have gotten there? Was it placed there by someone during the night,
while we slept? And if so, why? But I had not noticed any footprints
around it. It was obvious that it could not have rolled from anywhere. It
had not been there four hours ago, it had not been carried, it had not
rolled . . .
In all my experiences in out-of-the-way, God-forsaken places, I have
never known fear. I have been shot at by Mexicans, held up by thugs,
even bitten by a rattlesnake—but nothing has ever made me afraid.
Not even intense shell fire on the Western Front, where I had served
the last month of the war as an infantry captain in the 8th Division,
ever made me aware of danger. I was cited once by the French
government for bravery, but I take no credit for that. It is simply my
make-up—I have no “nerves.” But now—this inexplicable rock
appearing from nowhere—the very obvious fear it instilled in the
horses—
My first impulse was to waken Olin and tell him of this startling
phenomenon. The remote possibility that I might be mistaken, and
had for some reason failed to notice this rock, due to my absorption in
my note making, deterred me. How Olin would laugh at me if I roused
him because of some foolish fancy about an innocent boulder that had
been there all the time. He would never get done guying the life out of
me. But I was positive that it had not been there when we made camp.
I was debating whether to investigate the rock and prove once for
all there was no cause for alarm, or arouse Olin and get his opinion,
when the rock was suddenly thrown back and I could see that it was
only a hollow camouflage over a hole in the ground. Before I could cry
out, I was seized from behind and strong hands had placed a gag in
my mouth and a bandage over my eyes. I attempted to struggle, but
my efforts were useless. It was as though my arms and legs were held
in a powerful vise. Something sweetish that may have been
chloroform was held over my nose, and before I lost consciousness I
heard the squeal of a horse and the pounding of his hoofs as he broke
from his tether and ran. There was no sound of any kind from my
captors. I was dimly aware of being carried in powerful arms and laid
upon some smooth surface that seemed to sink beneath me as
darkness pressed upon me and I knew no more.
HOW long it was before I regained consciousness I do not know. I

seemed to hear a sort of droning sound, like the faraway purr of an
aeroplane motor. For a stupefied instant I believed I was again in my
sleeping bag, awakening from a bad dream. Then the recollection of
the hollow rock and my silent capture by strong hands seizing me
swiftly from behind, the thundering hoofs of the frightened horse,
came over me with sickening vividness. Cautiously I moved my arms
and legs, and found that they were not bound. Neither was there a
gag in my mouth or a bandage over my eyes. It was too dark to see
anything of my surroundings, but I could feel that I was lying on a
gently sloping, smooth, cold stone floor. I got unsteadily to my feet and
carefully extended my hands above my head. Though I reached
upward as far as I could, I could touch nothing. I got down on my
knees and groped around, crawling several feet in every direction, and
encountered no obstacle of any kind—only the smooth, dry stone that
was the floor of my strange prison.
There was no way of telling the dimensions of the room or cave in
which I had been deserted by my mysterious captors. Utter darkness
enveloped me like a heavy blanket. After several minutes of futile
crawling around, I realized that I must be in the middle of some
tremendous room, and that it was a waste of time trying to find a wall
or outlet. My captors evidently knew that this Stygian blackness would
effectually bar my escape, even if there were a way out, and that was
undoubtedly the reason I was unbound. Nothing I could do would help
in any way, so I might just as well await developments calmly. I
stretched myself full length on the stone floor and tried to puzzle out
the reason for my terrible predicament.
That I had been kidnapped by bandits and removed to some cavern
to await the payment of ransom seemed the most plausible solution. I
wondered if they had seized Olin Gilfillan also. If so, why were we not
together? Thinking he might be somewhere nearby, I shouted his
name aloud. Only the hollow, booming echo of my own voice,
sounding with eerie mockery from round about, answered me. I
listened intently. Silence, a great, brooding silence, intensified by the
darkness, by the magnitude of the cavern, and by my own breathing. I
no longer heard the droning sound that I had noticed when I first
regained my senses, so it must either have been my imagination or
the effects of the drug I had been forced to inhale. Undoubtedly I was
entirely alone in the darkness. And if I were being held for ransom, it
would, be only a question of time before my captors brought me
something to eat and drink.
Then there was the matter of the rock camouflage. The outlaws had
probably hidden one of their number beneath it as a measure of
precaution in case their plans miscarried. But what an elaborate
precaution, when there were so many other simpler, and equally
effective, methods of concealment. And they put it in a position where
it would be bound to attract attention and investigation. Even putting it
behind a sotol plant would be better than having it in the open. Could
it have concealed the entrance to the cave I was now in? Then, why
hadn’t Olin or I noticed the spot when we made camp? Perhaps the
bandits had covered the place cleverly, using the false rock only as a
screen for exit and entrance. That might explain the sinking sensation
I noticed just before the drug put me to sleep—I was probably lowered
into the ground at this point. I well knew that there were countless
caves in this southeastern part of New Mexico. The mighty Carlsbad
Cavern itself has a great number of branching chambers that have
never been explored. What could be more perfect for the purpose of
kidnapping for ransom than a well-concealed entrance to an unknown
cavern in this rugged, little-traveled country? In many places near the
Carlsbad Cavern the roof has fallen in, leaving deep depressions in
the ground; in fact, the natural entrance to this cavern is in one of
such depressions. The more I thought this over, the more I became
convinced that my captors had cunningly concealed a comparatively
small entrance to their own private cave, and that we, unfortunately
happening to camp close by, provided easy prey for their first attempt.
HOW they could have made the place look like ordinary flat ground,
with no footprints or other signs of disturbance anywhere, puzzled me
greatly. Several of them had come out and had seized me from
behind, but how had they covered their tracks, and where had they
hidden that I did not see them as I gazed around? They must have
come from some distance off, and been lightning quick to get me as
they did. And having captured me so neatly and noiselessly, why was
I now left alone with my thoughts, free to blunder around and break
my neck in the darkness? They evidently thought to cow me, so that I
would prove tractable, using the terror that comes from darkness and
solitude as their trump card. I resolved that, come what might, I would
never let them believe that I felt the slightest fear. And I further
resolved that once I was free, I would leave no stone unturned to seek
out this rendezvous and capture the whole gang, if it took half the
United States army. Why I have not done this will be made evident as
I continue.
Just as I had thoroughly determined to make bravery my one
inflexible gesture, no matter what they did to me, I became aware of a
presence approaching. It was only the faintest sort of rustling sound,
as though someone in a flapping kimono and sandals were walking
toward me. That someone, or something, was coming toward me in
absolute darkness, apparently moving at a steady pace in spite of that
fact, made my bravery dissolve into thin air. After all, what is fear? We
can steel ourselves to meet known dangers philosophically, or even
unknown ones if they are not totally unexpected; but when we are
suddenly confronted with the unknown, with all its potentialities of
horror aggravated by the awful cloak of inky darkness, or any equally
terrifying circumstance, we become as frightened children. It is only
natural. As the rustling sound grew louder, I involuntarily uttered a
stifled, sobbing moan, and sought to crawl away in the opposite
direction. I found that I could not move. I was paralyzed with a blind,
unreasoning, sickening fear. I felt faint with nausea, and my teeth
clicked together, as though I were perishing with cold. I have said
before that I have no “nerves” and that ordinary perils have never
ovecome me; but this was no ordinary situation, and what I had
already been through paved the way to this climax of complete terror. I
felt that death, sudden and painless, would be the most welcome thing
that could happen.
Whatever it was, stopped near me and I could hear it breathing
faintly. I tried desperately to control the clacking of my teeth and the
trembling of my limbs. I cursed myself for having called Olin, for the
noise, no doubt, had attracted the creature’s attention. As I could see
nothing, not even the faintest indication of glowing eyes, my terror-
stricken mind finally grasped the fact that no beast was near me; it
was probably only one of my captors. Yet, how had he found his way
to me, and where had he come from. My terror died away as quickly
as it had come, leaving me still trembling and faint, but with my mind
alert for what might follow, no matter how strange.
A RUSTLING sound close to my head and something touched me on

the shoulder. It was a hand, bony, long-fingered, powerful, that seized
my shoulder and pulled me up to a sitting position.
“Drink!” said a voice close to my ear. “Put your hands before your
face, and take the bowl that is offered you.” The voice had a peculiar
rasping quality, as if the speaker were having difficulty in controlling
his tongue, and the pronunciation of the words was done in a sort of
guttural drawl.
“What is it you offer me to drink?” I asked my unseen visitor, in the
bravest voice I could muster, “and why have I been brought here?”
The hand on my shoulder slowly tightened until I winced with pain.
Against my lips was pressed the rim of a rough, earthen bowl filled
with some cold liquid.
“Drink!” again said the voice, and I sensed the menace in the
metallic, rasping words, “to struggle is useless, for you cannot see in
the dark. Do as you are told, or you shall be pinioned and forcibly
made to drink. The liquid will not harm you, if that is why you are
fearful.”
The pain from his tremendous grip on my shoulder was too much. It
would indeed be of no avail to struggle in the dark with an unknown,
powerful adversary who was apparently thoroughly indifferent to the
lack of light. There was nothing to do but drink, and hope that he told
the truth in saying no harm lay therein. It was only a small bowl,
holding little more than an ordinary glass, and I quaffed the whole
potion in large gulps. It tasted no different than ordinary water.
“That is better,” came the voice, as the bowl was taken from me and
the hand on my shoulder removed, “now I shall talk to you. Sit quite
still. You cannot possibly escape, and besides I can see you perfectly,
so—”
I gave a gasp of incredulity. It was conceivable that the owner of this
voice might be so used to the dark that he could make his way
around; but as for seeing me perfectly in this smothering
blackness . . . the man must be mad! That was it! I had been captured
by some lunatic, and brought to this underground cavern for a terrible
purpose. My only chance was to humor the creature, to use my wits
and watch for a chance to overpower him. He was evidently endowed
with a sort of sixth sense, and I would have to bide my time. Then, his
voice—it was not the voice of a normal human being.
“I see that you do not believe my statement,” went on that drawling,
peculiar voice. “You think that it is not possible for anyone to see in
the dark. You not only think I am lying, but you think I am crazy. When
I get done talking to you, it will be surprising if you do not think
yourself crazy instead. We know no difference between light and dark,
such as you dwellers on the Earth. Light is used by us only to intensify
that which we already see—it is similar to what magnification would be
to you. Light makes a reaction on certain nerves of ours,
corresponding to your optic nerves, that simply intensifies the image.
The stronger the light, the larger the image. As I look at you now, you
are your normal size. We have lived and worked so long here that we
are even more partial to dark than to light, although in our work we
find it necessary—”
“Just a minute,” I broke in, realizing now that there was indeed a
dangerous madman on my hands, and that only if I pretended to keep
up a discussion on the topic which obsessed him could I hope to gain
his good graces, “you must remember that I have only just arrived,
and know nothing about you or your work. Where are the others who
are associated with you? Did you bring me here to help you in any
way? I’ll be glad to do anything I can.”
“I am not sure you will be needed after all,” said the voice, “I am
appointed to look after you until—well, until you are summoned. The
others you will see in due time. Meanwhile, as you have that human
trait of curiosity and your face has expressed bewilderment and
incredulity at certain things I have said, I shall explain what and who I
am, so that you will grasp what I am talking about. To begin with, I am
not a human being. Do not, however, let that fact alarm you. Because
you cannot see me, and because I am talking to you in a language
you can understand, you think I am utterly insane. You will shortly see
for yourself that I am right. Listen carefully to what I tell you, so that
you will be prepared to comprehend what will be shown you later.”
“But if you are not a human being,” I expostulated in a bewildered
tone of voice that I strove to make matter of fact, “what are you? You
speak English very well, and only human beings can talk. Are you a
god of some sort?” I thought by this remark to flatter the fellow, and
thus draw him out further in his absurd statements.
“Foolish one, of course I am not a god. But your question is
reasonable, nevertheless. You suppose that only human beings can
talk, which is correct as far as it applies to inhabitants of this planet.
My parents came from the planet you know as Venus about one
hundred of your years ago, and I myself was born here, in this
cavern!”
AT this amazing statement I must have registered a very ludicrous

astonishment, for my invisible captor gave a deep, throaty laugh and
continued: “It is too bad you cannot see yourself now, Mister Stan-lee
Murduck (that is about the way he pronounced it). You, too, would
laugh. You see, we are not without a sense of humor. I know your
head is seething with a conflicting tumult of thoughts. How did I know
your name? From the notebook you had in your shirt pocket. You
would no doubt be interested in my name. It is Oomlag-Tharnar-Illnag,
or Oomlag for short. You may call me that. I am sorry that I cannot let
you see my face just now, but we prepare all our involuntary visitors
with a little talk in the dark first, so that our intentions will be made
clear and they can better stand the shock of seeing us and our work.”
“Do you mean to tell me that other people have been brought here,
too?” I shuddered at the thought. “What do you want with us—with me
—and what becomes of us—‘involuntary visitors’?”
Again came the gurgling laugh.
“Oh, we have a certain very definite purpose with you. We would
not trouble to bring you here, unless we could make good use of your
services. We have only invited a very few visitors, but they are all
people of much more than ordinary intelligence, such as yourself, and
peculiarly fitted to aid us in our—ah, purpose.”
I realized fully my terrible position—talking in black darkness with a
madman who claimed that his parents came from Venus, that others
were associated with him in some sinister undertaking here in the
cavern, and that several other people had also been made prisoners,
for what unholy purposes I could not guess. The darkness and the
strength of my unwelcome host were against me. In despair, I was
now certain that my only hope was to draw him out in “a little talk,” and
perhaps thereby gain information to help me escape, or, by pretending
to be very eager to help him, to insinuate myself into his good graces
and catch him unaware at a favorable moment.
“YOU tell me,” I said, as casually as possible, “that your visitors are
allowed to see your work, but that before that event you prepare them
by a little explanatory lecture here in the dark to better withstand the
‘shock.’ Would it be presumptuous of me to ask why it should be a
shock to see you and your work?”
“Not at all,” came the voice of Oomlag. “But before I do that, you
should be enlightened further as to why you are here. In a way, you
are our slave, in the sense at least, that you will be compelled by us to
spend the next few years underground. However, if you cooperate
with us as I believe you will, you will be well treated and allowed to
roam around as you please. If, after things have been fully explained
to you, you do not prove agreeable and refuse to help, I can only say
that you will very soon change your mind.
“Now, if you will be kind enough not to interrupt me, I shall give you
a little discourse that you will probably not believe. No matter. You
have all, being earth creatures, been most skeptical about what is, to
your way of thinking, impossible. But at least try to follow me, and
when you do see us at work, you will be less apt to think it is all a
dream or that you have lost your reason.
“As I said before, we are from the planet you call Venus. For many
hundreds of years past we have been in a high state of civilization,
one as far superior to yours as yours is to that of the crudest cave-
man. We have developed certain scientific instruments and
discovered forces that enable us to do things scarcely dreamed of by
your scientists. Some of these things you will be shown in due time. It
is well that we have made the wonderful advance that we have, for it
has given us the secret of interplanetary flight, and in time to relieve
the pressure of our population. Fortunately, your earth is only a little
larger than ours, some 10%, and though almost half again as far away
from the sun, your atmosphere is even better suited to us than our
own. It is cooler and more stimulating. We were energetic enough as it
was, but here on your earth we are paragons of energy. After we have
conquered you and eventually exterminated you, as all your own
superior tribes have done to your own inferior ones, we shall be the
absolute masters of the two planets. With what we already know, plus
things we shall find out as we begin to expand, I know that our
population problem will not bother us again for untold centuries.
“After we have consolidated our position here, we intend to make an
expedition to the ruddy planet you call Mars. We do not intend to
settle, as conditions are not at all favorable for prolonged life there for
us; but we do intend to see that the Martian civilization is broken and
we ourselves secure from their menace. Though we cannot live
comfortably on their planet, they can on yours, so it is wise to crush
them as soon as possible, as they have a rather advanced civilization
and might outdo us later. As for the larger planets known to you, such
as Saturn, Neptune, and Uranus, and our smaller neighbor, Mercury,
they may be disregarded, some being populated by crude insect-like
creatures and others having only a low form of vegetation. Besides,
their mass alone would prohibit our survival, even as it would yours.
Though I weigh several pounds more here on your Earth than I would
on Venus, its only effect is to give a corresponding feeling of well-
being. Those who have come here direct, as my parents, say it is like
a man under weight getting his full quota of flesh; he feels stronger,
and he is stronger.”
THE creature paused, and I could hear his garments rustling. In spite
of the fact that I still thought I was dealing with a lunatic, I felt but little
fear. Though the strange throaty quality of his voice gave the words an
accent rather difficult to understand at times, his choice of English was
excellent and stamped him as a man with a splendid education.
Perhaps he was some professor of astronomy who had become
insane from overstudy, and was living his life underground, clever
enough to wrest a living by going at times to the outside world and
obtaining food somehow. Long familiarity with his habitat undoubtedly
explained his uncanny ability to get around in the dark, and sense my
position. And his rock camouflage—that was wonderfully clever. Yes, I
would rather deal with an intelligent man obsessed on one subject
than with a rambling, mumbling idiot. Could there be any truth about
others working with him? Hardly. Later he would probably point out an
imaginary series of tunnels and what not, firmly believing everything
was there. If I was diplomatic enough I might get him to show me the
entrance through which he had brought me, and then make a break
for freedom. . . .
My face must have betrayed my growing interest and lack of fear,
for Oomlag’s next remark indicated as much.
“What do you say now, Stan-lee?” he asked me, his garments still
rustling like strips of dry, hard leather rubbing against each other.
“Have I told you enough to make you realize how very much you are
in my power, and to make you wish to see the things I have
mentioned; or do you wish to ask questions about things I have
overlooked? Our Field General has communicated with me, wanting
to know if you are sufficiently enlightened. If you care to proceed now,
I shall give the signal and we may advance; but if you are still afraid
for your safety, further parley is your privilege.”
My mind was made up. Under the circumstances, there was only
one thing I could do—go with the fellow, and find out once for all
whether he was a lunatic or not. I could only hope I would not be
hurled into some pit in the darkness.

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PTS: 1 REF: 4 OBJ: 01-2 TYPE: Comp

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1. One facet of marketing is that it is:

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4. The American Marketing Association's definition of marketing:

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