You can not select more than 25 topics
Topics must start with a letter or number, can include dashes ('-') and can be up to 35 characters long.
405 lines
174 KiB
405 lines
174 KiB
2 months ago
|
id&qtp&qim&qil&qtx&qca&qia&qrm&qnxt&qprv&qalb&subj&wght&pts&flr&ded&layout&qfixed&qptsbyans&flags
|
||
|
|
CPSM2.001&mcs&0&N&An incentive-based compensation system for marketing professionals requires companies to:&provide clearly defined objectives.&develop incentives for other managers.;allocate a portion of every project's costs to fund the incentive system.;schedule marketing managers' annual reviews after a firm's fiscal year.;&.RF<br>Biderman G: Incentives for Marketing Managers. SMPS, p. 1.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.002&mcs&0&N&One of the most important things clients want to see in a project interview is a:&review of their needs and concerns and how the team will deliver their project.&well-orchestrated team that can work well together.;dramatic representation of similar past projects.;presentation of the firm's background and relevant experience to perform the job.;&.RF<br>Saunder, J., SMPS Book, SMPS, 1994, pg. 196.<br>.CO MPS02<br>Do not use with MPS56.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.003&mcs&0&N&Enforceable contracts clearly state, in simple language, the responsibilities of both parties, the timeframe for services, and the:&method of payment.&M/WBE firm utilization.;early completion incentives.;amount of withholding.;&.RF<br>Handbook for Marketing Professional Services, SMPS, pg. 155.<br>.CO MPS03<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.004&mcs&0&N&To ensure the integrity of a database system, information must be:&consistent.&numeric.;relational.;purged.;&.RF<br>Renfro R, Aubry J: The Marketing Coordinators Core Series. SMPS, p. 6.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.005&mcs&0&N&Mailings to current and past clients will have the greatest impact if they:&are tailored to the clients' needs.&are limited to one page.;contain a lot of white space.;are easy to read.;&.RF<br>Harding: Rainmaking. Adams Media Corp., 1994, p. 108.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.006&mcs&0&N&The primary purpose of a pre-brief is to:&help the parties to get to know each other better.&discuss a firm's history.;formally present a firm's qualifications.;establish name recognition.;&.RF<br>Yates N: "Debriefing: Building Positive Relationships from Client Feedback," <br>in Handbook for Marketing Professionals. SMPS, 1994, Chap. 3.7, Debriefing, <br>p. 222.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.007&mcs&0&Y&The best reason to attend trade/business association meetings is to:&meet people and develop relationships.&follow up on a lead and set an appointment.;introduce yourself and exchange business cards.;conduct research and assess the competition.;&me269<br>.RF<br>Harding, Rainmaking, Adams Media Group, pg. 62.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.008&mcs&0&Y&To be effective, business development efforts should be part of an integrated program. The framework of the program should be the:&marketing plan.&business plan.;strategic plan.;public relations plan.;&.RF<br>Diehl, K., The Handbook for Marketing Professional Services, SMPS, 1994,<br>pg. 127.<br>, replaced 081004 with cpsm2.382&&&a&03.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.009&mcs&0&N&A marketing budget allocates:&time and money required to meet the firm's marketing goals.&money for the purpose of creating the firm's identity.;time and money to ensure the overall profitability of the firm.;dollars to the firm's overall budget for evaluating the success of the firm's marketing goals.;&.RF<br>Quebe, L., The Marketing Budget, SMPS Core Series, 1992, pg. 1.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.010&mcs&0&Y&A firm must have a go/no-go process to evaluate an RFP so that the firm can:&honestly and objectively analyze the probability of successfully securing the job.&determine whether the client knows the competition.;evaluate whether the marketing budget includes the cost of proposal preparation.;successfully understand the firm's strengths and weaknesses.;&superseded by 335<br>.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 4.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.011&mcs&0&N&If a decision is made not to pursue an RFP, it is most important to:&respond promptly to the client with a clear explanation.&catalog and file the RFP for future reference.;notify the principals in the firm.;notify the marketing department as soon as the decision has been made.;&.RF<br>Wallace R, Wargo M: Proposals. SMPS Core Series, 1991, p. 4.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.012&mcs&0&Y&The most important component in preparing for a successful presentation is:&developing a strategy.&knowledge of the industry.;appropriate graphics.;experience with the firm.;&superseded by 336<br>.RF<br>Lentz, K. Rauch, M., Presentations, SMPS Core Series, 1991, pg. 3.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.013&mcs&0&Y&The best way to set and monitor the proposal schedule, budget, and continuity is by:&selecting a proposal manager.&setting the cost to prepare the proposal.;selecting the right printer for the job.;selecting the right subconsultants for the project.;&.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 7.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.014&mcs&0&N&A cardinal rule of proposal development is:&never disregard any information requested in the RFP.&know who is on the selection committee.;the proposal must look professional.;never spend more than 10% of the marketing budget.;&me162<br>.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 7.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.015&mcs&0&Y&The professional references included in a proposal should be:&contacted each time a proposal including them is prepared.&listed in the front of the proposal.;listed in alphabetical order.;listed with their position.;&.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 11.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.016&mcs&0&N&Win or lose, a debriefing on a proposal is beneficial for determining:&the effectiveness of the proposal.&the client's view of the project.;whether the cost of the proposal generation was worthwhile.;whether the client liked the firm.;&.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 16.<br>.CO MPS16<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.017&mcs&0&N&The key purpose of a marketing plan is to:&set targets and focus marketing dollars where they will be the most effective.&unite the principals in the firm.;analyze the strengths and weaknesses of the firm.;establish proposal format standards.;&.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 2.<br>.CO MPS17<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.018&mcs&0&Y&A sound marketing plan is based on:&markets, clients, competitors, and the firm's resources.&the firm's staffing and ability to react to the marketplace.;the condition of the current economy.;the success of the firm's marketing director.;&me30<br>.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 10.<br>.CO MPS18<br>Do not use with MPS30<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.019&mcs&0&Y&Marketing tools are used to move people to purchase the firm's professional services. The sequence is commonly: unawareness, awareness, comprehension, conviction, and:&action.&satisfaction.;motivation.;comparison.;&rewrite<br>.RF<br>Friedman, W., Construction Marketing Strategic Planning, McGraw Hill (AGC),<br>1984, pp. 218-221.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.020&mcs&0&Y&One purpose of marketing is to seek out prospects and turn as many as possible into clients. This task focuses on two areas: exposure to the firm and:&persuasive education of the client.&strategy of the principals.;advancing awareness of the public.;understanding industry.;&.RF<br>Friedman, W., Construction Marketing Strategic Planning, (AGC) McGraw Hill,<br>1984, pp. 216-217.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.021&mcs&0&Y&The four commonly described organizational structures are entrepreneurial, functional, matrix, and:&divisional.&participative.;pyramid.;vertical.;&rewrite<br>.RF<br>Friedman, W., Construction Marketing Strategic Planning, (AGC) McGraw Hill,<br>1984, pp. 86-88.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.022&mcs&0&Y&A formal written agreement between firm and client that develops team building,creates mutual trust and respect for each other's roles, and recognizes each other's risk is most commonly referred to as a/an:&partnering agreement.&joint venture.;consortium agreement.;alliance agreement.;&.RF<br>None provided.<br>.CO MPS22<br>Needs reference.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.023&mcs&0&Y&When developing a strategic plan, the best sequence is to:&state the company's purpose, state the company's goals and objectives,develop a strategy, develop a marketing plan.&state the company's goals and objectives, state the company's purpose,develop a marketing plan, develop a strategy.;develop a mission statement for the firm, determine ROI, develop a marketing plan, develop strategies.;state the company's purpose, state company's goals and objectives, develop a marketing plan, develop strategies.;&.RF<br>Friedman, W., Construction Marketing Strategic Planning, McGraw Hill, 1984,<br>pg. 20.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.024&mcs&0&Y&Which of the following types of clauses in a contract represents the <i>greatest</i> potential risk to a general contractor on a construction project?&Indemnity &Warranty;Contract administration;Insurance;&.RF<br>Legal staff, Fru-Con Construction Corp: Project Manual.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.025&mcs&0&Y&A marketing professional is interested in obtaining more specific information on a contractor regarding recent projects, financial statements, and licenses it holds. Which of the following forms should the contractor submit?&Standard AIA 315 form for contractors&Standard AIA 255 form for contractors;Standard AGC 201 form for contractors;Standard AGC 315 form for contractors;&rewrite<br>.RF<br>None provided.<br>.CO MPS25<br>Needs reference.<br> revw by committee 081004, left inactive since form not in body of knowledge&&&a&04.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.026&mcs&0&N&A construction firm has targeted several large industrial and manufacturing firms that work only with firms with successful safety programs. The firm recently won a coveted national safety award. Which of the following approaches would <i>most effectively</i> reach the targeted companies?&Developing a direct-mail piece specifically for the targeted companies&Adding a tagline to existing advertising;Writing an article for a targeted trade publication;Sending a press release to current clients and the press;&.RF<br>The Handbook for Marketing Professional Services. SMPS, 1994, Chap. 4.1, <br>Communications Planning, Chap. 4.5, Brochures, p. 61.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.027&mcs&0&N&The plan that states a company's mission(s), growth strategies, investment decisions, and current objectives and goals, and that may include details such as financial and personnel strategies, is typically called a/an:&business plan.&marketing plan.;long-range plan.;operations plan.;&.RF<br>Friedman, W., Construction Marketing and Strategic Planning, McGraw Hill,<br>1984, pg. 4.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.028&mcs&0&Y&Information obtained from project debriefings:&is a form of market research.&aids in client retention.;is required for strategic planning.;should be included in a project database.;&rewrite<br>.RF<br>Renfro, R., The Marketing Coordinator, SMPS Core, 1991, pg. 14.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.029&mcs&0&Y&Market research should be:&conducted on an ongoing basis.&conducted on a need-to-know basis.;conducted by an unbiased outside consultant.;a primary function of MIS.;&superseded by 337<br>.RF<br>Renfro, R., The Marketing Coordinator, SMPS Core, 1991, pg. 14.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.030&mcs&0&N&A marketing plan is most effective when based on:&markets, clients, and firm resources.&the principal's specific areas of expertise.;economic conditions and inflationary factors.;identified financial and staffing goals.;&me18<br>.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 10.<br>.CO MPS30<br>Do not use with MPS18<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.031&mcs&0&Y&Target market selection is most effective when based on:&SWOT analysis and desires of principals.&acceptance within the industry structure.;financial potential for long-term stability and organizational growth.;political changes affecting an industry.;&.RF<br>None provided.<br>.CO MPS31<br>Needs reference.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.032&mcs&0&Y&The marketing plan development sequence should be:&goals, strategies, action plan, schedule, budget.&strengths, weaknesses, opportunities, threats, financial.;markets, structure, costs, policies, goals, desires.;opportunities, threats, financial, review.;&.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 15.<br>.CO MPS32<br>Do not use with MPS91<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.033&mcs&0&Y&The best approach to finalizing a marketing plan is to:&outline responsibilities and get commitments.&modify the plan to meet each individual's goals.;communicate only small pieces of the process.;work with those who are receptive.;&superseded by 338<br>.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 7.<br>.CO MPS33<br>Do not use with MPS104<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.034&mcs&0&Y&Before selecting a marketing information system, it is important to:&determine how the system will benefit the marketing effort.&identify trends in laptop technology.;use financial software review for cost input.;provide each user with a working knowledge of network design.;&me298, 151, 113<br>.RF<br>Lucas J: "The Use of Technology in Marketing," in The Handbook for Marketing <br>Professional Services, Chap. 1.8, p. 163.<br>.CO MPS34<br>Do not use with MPS113 or MPS151.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.035&mcs&0&N&An effective network can save substantial time by:&validating information on clients and projects.&designing a firm's marketing strategy.;providing coverage when a firm is understaffed.;providing information on fees.;&.RF<br>The Handbook for Marketing Professional Services, Chap. 2.2, Networking Lead <br>Development.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.036&mcs&0&N&The purpose of the presentation is to:&sell the decision-makers on why the firm is best for the job.&tell the client what they want to hear.;allow more people to participate in business development.;show that the firm is providing exceptional design services.;&.RF<br>The Handbook for Marketing Professional Services.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.037&mcs&0&N&<i>Market segmentation</i> is the process of targeting:&prospects and clients with similar needs.&competitors with similar experience and processes.;firms with similar experience and processes.;consultants with similar needs.;&.RF<br>Lea B: The Marketing Plan Supplement. SMPS Core Series, 1991, p. 1.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.038&mcs&0&N&The term <i>market position</i> refers to:&how the market perceives a firm compared with the firm's competition.&how a firm perceives itself compared with its competition. ;where a firm is geographically located within the market matrix.;how the market responds to economic fluctuations.;&.RF<br>Lea B: The Marketing Plan Supplement. SMPS Core Series, 1991, p. 3.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.039&mcs&0&N&Value pricing is easiest to accomplish if a firm has:&a service that is in high demand.&many junior-level staff.;a large multi-phased project.;a client who prefers cost plus fixed-fee contracts.;&.RF<br>The Handbook for Marketing Professional Services, Chap. 5/8, Value Pricing: <br>Today or Tomorrow, pp. 183 \(en 185.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.040&mcs&0&N&The success of a marketing plan depends upon the participation of people involved in plan development and:&those who will implement the plan.&the persons controlling the money.;the executives in charge of implementing the plan.;the managers responsible for administering the plan.;&.RF<br>Kuerrish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 6.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.041&mcs&0&N&The best way to develop a credible marketing budget is to base it on:&each item in the marketing plan.&a set percentage of a firm's projected gross revenue.;last year's budget.;a set percentage of a firm's projected fees.;&.RF<br>Quebe L: Marketing Coordinators Workshop: The Marketing Budget. Core<br>Series, SMPS, p. 9.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.042&mcs&0&N&Besides a firm's name and phone number, a contact name, and the date, press releases should begin with which of the following?&A descriptive title and a brief narrative describing why the subject is newsworthy&The history of the firm and a brief narrative describing why the subject is newsworthy;An eye-catching title and a complete narrative of the subject with supporting information;The key points of the subject in bulleted list form and a complete narrative of the subject with supporting information;&.RF<br>Frank D: Marketing Coordinators Workshop, Promotion through Publications,<br>Core Series. SMPS, pp. 11-12.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.043&mcs&0&Y&The most effective training programs are ongoing and:&combine in-house and out-of-house programs.&feature a series of in-house sessions.;are taught by outside facilitators.;use interactive presentation technology.;&rewrite<br>.RF<br>U.S. Small Business Administration, Small Business Series, "Maximizing Your <br>Greatest Resource -- Employee Training," Document #8103, 10/97.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.044&mcs&0&N&The <i>staff utilization ratio</i> is the ratio of total:&direct labor to total labor.&indirect labor to total labor.;direct labor to total indirect labor.;labor to total net profit.;&.RF<br>Paoletti D: Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>5.7, Financial Tips, p. 297.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.045&mcs&0&N&Public information about an organization's capital improvement programs is an excellent source for:&determining upcoming projects and budgets.&obtaining information on industry building trends.;identifying key decision-makers in the organization.;gathering information on competitors' work.;&.RF<br>Any capital improvement program.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.046&mcs&0&Y&Cold calling can be an effective marketing tool when a marketing professional:&has something unique to offer.&wants direct contact with clients.;offers services that are in great demand.;wants quick results.;&.RF<br>Finegan J: Marketing Coordinators Workshop, SMPS; King of Cold Calls,<br>Inc. Magazine, 1991.<br>.CO MPS46<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.047&mcs&0&N&The primary purpose of a contact management program is to:&consistently track business-development pursuits.&monitor business-development spending.;collect and organize project-related data about client contacts.;track economic information.;&.RF<br>"Seven Reasons Why a Contact Tracking Program Means Business," in AEMJ. 1998,<br>p. 6.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.048&mcs&0&Y&When choosing subconsultants for a project team, what is the most important question that should be asked?&Do they fit well with the team and the project?&Are they local?;Are they on other teams?;Have we worked with them before?;&superseded by 339<br>.RF<br>Graduate Level Proposal Writing Workshop, PSMJ, 1997; "Proposals That Make the<br>Shortlist," in AEMJ. 1995, pp. 2-3.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.049&mcs&0&N&The primary goal of a proposal cover letter is to:&inform a client why the team should be selected.&provide an executive summary.;describe the expertise of the team.;explain the firm's understanding of a project.;&.RF<br>Wallace, R. Wargo, M., Marketing Coordinators Workshop, SMPS; Proposals,<br>Core Series, SMPS, pg. 10.<br>.CO MPS49<br>Do not use with MPS60<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.050&mcs&0&N&Typically, the least profitable contracting method for professional services firms is:&hourly not to exceed.&lump sum.;time and materials.;hourly.;&.RF<br>PSMJ Resources, Inc.: Project Management Bootcamp, Contract Evaluation. PSMJ, <br>p. 55.<br>.CO MPS50<br>reviewed 081004, okay as-is&&&a&04.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.051&mcs&0&Y&The principals in the firm have asked for assistance in determining the best way to reinforce the firm's values and culture. A marketing professional's primary response should be to focus on:&behaviors.&image.;the mission statement.;public relations.;&.RF<br>DePree, M., Leadership is an Art, Dell Publishing, 1990, pg. 101.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.052&mcs&0&Y&The primary purpose of a publicity plan is to:&identify the most beneficial ways to promote the firm.&outperform the competition.;establish regular contacts with the media.;sell the company's services.;&.RF<br>Marketing Coordinators Workshop, SMPS; Frank, D., Promotion through<br>Publications, Core Series, SMPS, 1991.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.053&mcs&0&Y&A firm is developing its strategic plan and the SWOT analysis is complete. The marketing professional plans to hold a retreat during which participants will analyze the information collected. The <i>primary</i> goal of this retreat should be to:&set an overall direction for the firm's future.&write the goals and objectives of the strategic plan.;assign action items for follow-up.;hold a brainstorming session for strategies.;&.RF<br>Roper K: Handbook for Marketing Professional Services. SMPS, 1994, Chap. 1.2, <br>Strategic Planning and Marketing Business Planning, p. 49.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.054&mcs&0&N&If a firm's goal is to increase the amount of work it does for existing clients, the firm's marketing professional can achieve this most effectively by focusing on:&the technical staff.&promotional material.;proposals.;the production process.;&.RF<br>Handbook for Marketing Professional Services. SMPS, 1994, Chap. 5.5, Internal <br>Marketing: Keeping Your Team Motivated, p. 10.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.055&mcs&0&N&Information such as a firm's earnings for the past two years and the firm's success ratio by project type would be gathered as part of a/an:&internal marketing audit.&SWOT analysis.;materials review analysis.;GAAP audit.;&.RF<br>Coyne, J.: Measuring Marketing Success, Marketing Handbook p. 428.<br>.CO MPS55<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.056&mcs&0&Y&The firm's proposal has been shortlisted and the marketing professional has been asked to help develop the content for the presentation. The most important element to focus on in the presentation will be the:&client's needs and concerns.&project's challenges.;technical expertise and credentials of the firm's team.;firm's special services.;&.RF<br>Jackson, E., The Handbook for Marketing Professional Services, SMPS, 1994,<br>pg. 194.<br>.CO MPS56<br>Do not use with MPS02.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.057&mcs&0&Y&In mentoring junior marketing professionals, it is most important to:&provide prompt and detailed appraisals of their performance.&grant them ample time to do their assignments well.;allow them to work with several different professionals within a firm.;encourage them to attend professional conferences and seminars.;&.RF<br>Maister D: Managing the Professional Services Firm. Free Press, 1993, p. 158. <br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.058&mcs&0&N&A marketing professional is coaching the members of a project team who will be making a presentation to a client. To improve their performance, the professional should:&be sure that the presenters know the material well and believe in its importance.&help the presenters memorize their parts.;encourage peer pressure from team members to motivate them to improve.;forego rehearsals and dry runs so that the presenters don't become nervous.;&.RF<br>Leech T: How to Prepare, Stage and Deliver Winning Presentations. AMACOM,<br>1982, pg. 23.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.059&mcs&0&N&When revising a firm's written communication package (e.g., a brochure), the most important step is to:&develop a clear compelling message that differentiates the firm from its competition.&find a graphic designer whose work reflects the firm's image.;form a review and development committee that represents each segment of the firm.;review the firm's current materials and compile all useful items for possible reuse.;&.RF<br>Jackson E: The Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>4/1, Communications Planning, p. 60.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.060&mcs&0&Y&The purpose of a proposal cover letter is to:&communicate the team's unique competitive advantages.&summarize the project team's expertise.;express the firm's enthusiasm for the project.;clearly explain the proposal package being submitted.;&.RF<br>Jackson, E., The Handbook for Marketing Professional Services, SMPS, 1994,<br>pg. 206.<br>.CO MPS60<br>Do not use with MPS49<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.061&mcs&0&N&In debriefing prospective clients who have not selected your team, it is most effective to:&ask what qualities they liked in the winning team.&find out who the real decision-makers were in the selection process.;present the strengths of the team.;supply a checklist of the reasons the team was not selected.;&.RF<br>Jackson, E., The Handbook for Marketing Professional Services, SMPS, 1994,<br>pg. 223.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.062&mcs&0&N&In a client-based marketing program, a firm targets clients on the basis of:&their ability to produce regular, ongoing work for the firm.&specific project opportunities.;contacts made by an in-house advocate.;past capital spending programs.;&.RF<br>Jackson E: The Handbook for Marketing Professional Services. SMPS, 1994,<br>Chap. 2.1, Sales and Business Development, p. 128.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.063&mcs&0&N&Firms that are adept in using a niche marketing strategy often earn greater profits than generalists because of:&the competitive advantage of having a focused expertise in the market.&their ability to be low-cost/high-volume producers.;better capitalization and higher visibility.;their knowledge of the regulatory climate in their niche.;&.RF<br>Jackson E: The Handbook for Marketing Professional Services. SMPS, 1994,<br>Chap. 1.5, Clear Company Direction, p. 29.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.064&mcs&0&N&The format of a brochure should evolve from considerations of the message, the budget, the expected shelf life, how the brochure will be used in the context of the firm's marketing program, and the:&audience.&photography that is available.;history of the firm.;number of projects to feature.;&.RF<br>Frankle, R., Handbook for Marketing Professional Services, SMPS, 1994, Chap. <br>4.5, Brochures, pg. 67.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.065&mcs&0&Y&A marketing professional is asked to develop a survey to determine client satisfaction. Which of the following survey methods has the highest response rate?&Personal interviews&Mailed surveys;Telephone interviews;Interactive Web pages;&me72,136,281, 263, 65<br>.RF<br>Scott, S., The Handbook for Marketing Professional Services, SMPS, 1994,<br>Chap. 1.1, Market Research, pg. 160.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.066&mcs&0&Y&A marketing professional's market research has identified a new potential client for a niche service the firm offers. Which of the following should <i>not</i> be included in the action plan?&Marketing budget allocated&Schedule for task completion;Task to be performed;Individual assigned;&.RF<br>Roper, K., Handbook for Marketing Professional Services, SMPS, 1994, p. 53.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.067&mcs&0&Y&A tip comes into the department about a company with a large facilities expansion program, and the marketing professional is asked to look into it. Which one of the following is the best source to learn the financial history of a company?&Dun and Bradstreet&Wall Street Journal;The company's web page;Lexis/Nexis;&rewrite<br>.RF<br>Scott, S., Handbook for Marketing Professional Services, SMPS, 1994, pg. 157.<br>.CO MPS67<br>Do not use with MPS149<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.068&mcs&0&N&Which of the following is the first step in developing a marketing plan?&Collecting and analyzing data&Setting goals for each market;Selecting target markets;Identifying strategies;&.RF<br>Roper K: Handbook for Marketing Professionals. SMPS, 1994, p. 51.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.069&mcs&0&Y&Before committing substantial company resources to respond to an RFP, a marketing professional must <i>first</i> understand:&whether the proposed project is a desirable one for the firm.&the cost of the competitive process.;the schedule and staffing requirements of the proposed project.;the client profile.;&me88<br>.RF<br>Kondor, K., Handbook for Marketing Professional Services, SMPS, 1994, pg. 171.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.070&mcs&0&Y&In preparing proposals, it is important to keep the client in mind by doing research on the client's desires and needs. Material included in the marketing professional's submission should focus on:&issues meaningful to the client.&the firm's other client relationships.;the firm's past projects.;the firm's experience.;&.RF<br>Maibach, S., Handbook for Marketing Professional Services, SMPS, 1994, pg. 205.<br>.CO MPS70<br>Do not use with MPS97.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.071&mcs&0&N&What are the most important considerations when selecting photography or graphics for proposals?&Relevance to the proposal, visual interest, and quality&Cost, print size, and visual interest;Copyright restrictions, visual impact, and simplicity;Visual impact, print size, and copyright restrictions;&.RF<br>Maibach S: Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>3.4, Proposals/Qualifications, p. 208.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.072&mcs&0&Y&What interview method for primary research has the highest response rate?&Personal&Telephone;E-mail;Mail;&me136, 65<br>.RF<br>Jackson, E., The Handbook for Marketing Professional Services, SMPS, 1994,<br>pg. 160.<br>.CO MPS72<br>Do not use with MPS65 or MPS136.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.073&mcs&0&N&Focus groups are best used to collect which type of information?&Qualitative&Research-proven;Quantitative;Statistical;&.RF<br>Garbett T: How to Build a Corporation's Identity and Project Its Image.<br>Lexington Books, 1988, p. 81.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.074&mcs&0&N&Which of the following is the biggest expense in a marketing budget?&Labor&Printing;Advertising;Proposals;&.RF<br>Heanry K, Weinstein D: 1997 Marketing Survey of Architecture, Engineering,<br>Planning and Environmental Consulting Firms. Zweig, White Associates, 1997,<br>p. 252.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.075&mcs&0&N&Having made a prospective client's shortlist, what is the most important step in creating a winning presentation?&Clarifying how the firm's approach to the project will benefit the client&Developing good presentation graphics;Selecting seasoned presenters;Rehearsing the presentation repeatedly over a period of time;&.RF<br>Jackson E: The Handbook for Marketing Professional Services, SMPS, 1994, Chap. <br>3.5, Presentations, p. 194.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.076&mcs&0&N&A firm's long-term position will most often be developed through a:&strategic plan.&public relations plan.;marketing plan.;sales plan.;&.RF<br>Werthmen, S. and Stanton, J., Strategic Planning and Marketing Business <br>Planning Marketing Handbook, p. 19.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.077&mcs&0&N&One of the first steps in the proposal process is to determine:&the client's goals and objectives.&schedules and logistics.;market selection and penetration strategies.;the budget and the availability of staff.;&.RF<br>Black, T., Marketer Newsletter, The Proposal is Your Project, SMPS, 1997,<br>pg. 12.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.078&mcs&0&Y&Embarrassment at rehearsals often derives from:&ineffective critiquing.&intimidation by presentation technology.;lack of interest.;not being prepared.;&.RF<br>Harding, F., Rainmaking, Bob Adams, Inc., 1994, pg. 157.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.079&mcs&0&N&The first paragraph of a press release should contain:&the five W's.&the CEO's name and title.;pertinent historical information.;quotes to create interest.;&.RF<br>Schoen, R., Rain Making, How to Write a Press Release, Bob Adams, Inc., 1994,<br>pg. 264.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.080&mcs&0&N&The most critical factor in succeeding as a manager is:&delegation/supervisory skills.&motivation/incentives.;title/position in the firm.;professional status/knowledge.;&.RF<br>Kemper, J., Marketing and Operations: A Balance for Success in the '90s,<br>SMPS, 1994, pg. 280.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.081&mcs&0&Y&The most valuable resource needed at a trade show is:&trained and personable staff members.&graphics that most effectively represent the firm's work.;at least one expert staff person to work the booth at all times.;an effective brochure to hand out.;&.RF<br>Noble, T., The Handbook for Marketing Professional Services, Using Trade<br>Shows to Achieve Marketing Objectives, SMPS, 1994, pp. 122-123.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.082&mcs&0&N&When planning to launch a newsletter for a firm, the most important factor a marketing professional should consider is:&the target audience.&production schedules.;industry standards.;the competition.;&.RF<br>Duncan, J., "Connecting with Clients," Marketer, 10/97.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.083&mcs&0&Y&A communications program may include a number of approaches, such as direct mail, seminars, and press coverage. The advantage of press coverage over the other two strategies is that it:&provides third-party endorsement.&generates recognition of principals and staff.;generates interest from clients and prospects.;reduces the need for advertising.;&.RF<br>Frank, D., Promotion through Publications, SMPS Core Series, 1991, pg. 3.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.084&mcs&0&N&In developing a firm's publicity plan, a marketing professional's first consideration should be:&the firm's business goals and marketing objectives.&the collateral materials production schedule.;key project milestones that offer opportunities for publicity.;the availability of technical staff for public relations events.;&.RF<br>Frank, D., Promotion through Publications, SMPS Core Series, pg. 4.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.085&mcs&0&N&What is the most effective way for a marketing professional to prepare a presentation team for the question-and-answer part of a presentation?&Brainstorm answers to potentially difficult questions and practice the delivery of the answers.&Ask each presentation team member to prepare a list of questions and develop answers.;Have the marketing professional develop a list of questions and answers for review by presentation team members.;List potentially embarrassing questions and develop strategies to address them by referring to the firm's strengths.;&me117<br>.RF<br>Lentz, K. Rauch, M., Presentations, SMPS Core Series, 1991, pg. 9.<br>.CO MPS85<br>Do not use with MPS117.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.086&mcs&0&N&The primary purpose of a cold call is to:&obtain a meeting.&make a positive impression.;get past the gatekeeper.;sell the firm's services.;&.RF<br>Harding, C., The Handbook for Marketing Professional Services, How to Get a<br>Meeting with a Prospect, SMPS, 1994, pp. 137-138.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.087&mcs&0&N&Once a project has begun, a marketing professional can best determine a client's satisfaction by:&occasionally calling the client to inquire how the firm is doing and whether everything is going well with the project.&asking the project manager about the on-time performance of the project.;asking staff members whether there are any problems on the project that should be addressed with the client.;asking project subconsultants whether they have heard the client express any dissatisfaction.;&.RF<br>Paoletti D: "Financial Information for Marketers," in The Handbook for <br>Marketing Professional Services. SMPS, 1994, Chap. 5.7, Financial Tips, <br>pp. 295\(en296.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.088&mcs&0&N&Which of the following factors is most important in a go/no-go decision?&Is the project consistent with the firm's marketing plan? &Is the firm's professional staff available to do the work if the project is won?;How much will the proposal preparation cost in time and expense?;Does the firm's marketing staff have the time to prepare the proposal to meet the deadline? ;&me69<br>.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, pg. 4.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.089&mcs&0&Y&To create an effective lead-sharing network, marketing professionals must share and exchange information with:&a select group of colleagues and business associates.&a select group of community leaders.;as large and diverse a group as possible.;business associates within their industry.;&.RF<br>McCracken L: "Networking: Lead Development and Other Gains," in The Handbook <br>of Professional Services. SMPS, 1994, p. 242.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.090&mcs&0&N&Market research is most effective when it is:&decision-driven and involves problem definition, a research plan, an implementation plan, data analysis, and report preparation.&developed to quantify and qualify known answers and/or verify a favored direction.;organized and conducted on a project-by-project basis.;conducted by professional market-research specialists.;&.RF<br>MacLachlan, D., Marketing Research: What it is and What it isn't, SMPS.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.091&mcs&0&Y&What are the first steps in developing an effective marketing plan?&Define goals and create a structure.&Choose the principals in the firm who will be involved and develop a time line.;Research competitors' planning processes and create goals and objectives.;Define an action plan and vote on what direction to go.;&.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 3.<br>.CO MPS91<br>Do not use with MPS32<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.092&mcs&0&N&A major shortcoming of developing a marketing budget based on the prior year's budget is that it:&overlooks the goals of the marketing plan for the coming year.&depends on an accounting of year-to-date costs for labor and expenses.;requires a projection of increases or decreases in each market-cost line item.;depends on a stable, established marketing effort.;&.RF<br>Quebe L: The Marketing Budget. SMPS, p. 7.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.093&mcs&0&N&The first step in developing a report summarizing recently conducted business research is to:&develop an outline.&assign writing responsibilities.;design the cover and graphics.;identify the distribution list.;&no .rf or .co in pes master file&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.094&mcs&0&N&Secondary research consists of:&collecting demographic and economic statistics.&conducting personal interviews with clients, vendors, and community leaders.;writing the primary research evaluation.;mailing written surveys to existing clients.;&.RF<br>None provided.<br>.CO MPS94<br>Needs reference.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.095&mcs&0&Y&An electronic resource that allows quick retrieval of information from a variety of sources is commonly known as a/an:&online database.&business journal.;Web site.;data line.;&rewrite<br>.RF<br>Kubar, M., Miller, K., and Worth, R., Building Profits in the Construction <br>Industry, 2000, pp. 63\(en64.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.096&mcs&0&Y&The fundamental purpose of marketing is to improve:&quality and/or volume of business.&a firm's image in comparison to competing firms.;perception of a firm as a leader in innovation.;graphic quality of the marketing materials.;&.RF<br>Spaulding, M. Dea, W., Advanced Marketing Techniques for Architectural<br>and Engineering Firms, McGraw-Hill, 1989, pg. 170.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.097&mcs&0&Y&A marketing professional is preparing a proposal for a project and expects intense competition. The most important factor in improving the content and effectiveness of the proposal is to:&address the client's key concerns and issues.&improve the graphic layout of the proposal pages.;include color photographs of key projects.;insert an organizational chart.;&.RF<br>Spaulding, M. Dea, W., Advanced Marketing Techniques for Architectural and<br>Engineering Firms, McGraw-Hill, 1989, pg. 50.<br>.CO MPS97<br>Do not use with MPS70.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.098&mcs&0&N&Cold calling works best when the:&marketing professional has done preliminary research and knows that the prospective client has upcoming business.&marketing professional knows that the prospective client will have no future business.;principals of a firm have a contact in the prospective client's organization.;marketing professional knows nothing about the prospective client or its projects.;&.RF<br>Spaulding M, Dea W: Advanced Marketing Techniques for Architectural<br>and Engineering Firms. McGraw-Hill, 1989, p. 36.<br>.CO MPS98<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.099&mcs&0&Y&The marketing professional's firm has submitted a proposal to Client A that is very similar to a project recently completed for Client B, but the project was awarded to another team. The most effective means of analyzing what happened is to:&conduct a debriefing with Client A.&have the in-house team analyze the internal proposal process for mistakes.;ask the marketing department to investigate Client B's project history.;hire an outside consultant to review the proposal and recommend an improved strategy.;&.RF<br>Wallace, R. Wargo, M., Proposals, SMPS, 1991, pg. 2.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.100&mcs&0&Y&The marketing professional's firm has recently learned that an RFP is due within a very short time period. The team's first action should be to:&conduct a strategy session to gather all available information on the client and the project.&begin analyzing a similar experience.;develop a theme for the proposal.;select consultants.;&.RF<br>Wallace, R. Wargo, M., Proposals, SMPS, 1991, pg. 1.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.101&mcs&0&N&One of the most significant components of the role of a marketing coordinator is to:&organize and maintain systems.&meet with clients.;develop the marketing plan.;select qualified consultants.;&.RF<br>Renfro, R., The Marketing Coordinator, SMPS, 1991, pg. 4.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.102&mcs&0&N&A highly specialized firm serves a very limited number of closely allied market segments. The firm's greatest vulnerability in the marketplace would be:&a sharp decline in the target markets.&infiltration by other service providers.;significant growth in the market segments.;slow economic growth.;&.RF<br>Lea B: The Marketing Plan: Supplement. SMPS, p. 2.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.103&mcs&0&N&In a market audit questionnaire, the questions that often solicit the best qualitative information are those that:&are open-ended with room for comment.&request insight into market trends.;request statistics.;make comparisons with the competition.;&.RF<br>Kerruish-Roper K: The Marketing Plan. SMPS, 1991, p. 14.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.104&mcs&0&Y&A marketing professional has just completed updating the marketing plan. The most critical element in successfully implementing the plan is to:&make sure roles are clear and that people agree to achieve the goals.&request that staff let the marketing professional know what they are willing to do.;have principals direct staff to participate in the plan.;distribute copies to all staff and request a progress report in six months.;&me27<br>.RF<br>Kerruish-Roper, K., The Marketing Plan, SMPS, 1991, pg. 2.<br>.CO MPS104<br>Do not use with MPS33<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.105&mcs&0&N&Results of a marketing professional's research show clearly that the goals outlined in the marketing plan are not supported by the conditions of the marketplace. The next step would be to:&rewrite the marketing plan so goals reflect the research.&conduct the research again.;determine how the marketing plan can overcome market conditions.;proceed with the plan and goals without revision.;&.RF<br>Kerruish, Marketing Plan Core Series, Periodic Updates, SMPS, 1991, pg. 18.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.106&mcs&0&N&A marketing professional analyzes what the firm has spent for all marketing activities during the past year and estimates a percentage increase by category based on data from the designated marketing activities. This method works best for:&planning specific marketing activities for the upcoming year.&allowing more principal participation in client-based organizations.;setting priorities for future budget cuts.;setting a budget to enter a new market.;&.RF<br>Spaulding, M. Dea, W., Advanced Marketing Techniques for Architectural<br>and Engineering Firms, McGraw-Hill, 1989, pg. 150.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.107&mcs&0&N&A marketing professional has been asked to develop a budget for communication tools. Several brochures and newsletters will be generated in-house during the year. The most appropriate way to budget for labor cost is to:&estimate the amount of time staff will spend on each type of tool.&ask the accounting department to determine a figure based on last year's budget.;withhold a proposed labor cost and amend the budget based on actual figures at year end.;propose a not-to-exceed labor cost for the project based on a percentage of the labor cost in the total budget. ;&.RF<br>Spaulding, M. Dea, W., Advanced Marketing Techniques for Architectural and<br>Engineering Firms, McGraw-Hill, 1989, pg. 156.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.108&mcs&0&N&The first step in being a good presentation team coach is to:&set expectations before the coaching session.&explain how important it is to the firm for the team to give a winning presentation.;assign speaking parts to each member of the presentation team.;give a pep talk to put the team in an appropriate frame of mind.;&.RF<br>Murphy S, with synopsis by Gonyea C: Making Your Colleagues Better <br>Presenters and Communicators. SMPS Marketer, August 1995, p. 10.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.109&mcs&0&N&For the account executive service provider, an image survey must include current clients, potential clients, consultants, contractors, subcontractors, and:&lost clients.&trade/industry association representatives.;competitors.;media consultants.;&.RF<br>Holcomb, P., Image Studies Forum, SMPS Marketer, January 1996, pg. 5.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.110&mcs&0&Y&If a marketing professional uses an opinion in a press release, it should be:&placed in quotes and attributed to someone.&stated simply and written clearly.;profound and add interest.;placed in the center of the press release.;&.RF<br>Maibach, S., The Press Release, Michigan Contractor Builder, December 1989,<br>pg. 5.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.111&mcs&0&N&When using copyrighted material for advertising or marketing purposes, it is always best to: &have the copyright owner define the extent of the rights granted in writing.&use the copyrighted material only once.;require users to sign waivers releasing the firm from liability.;limit the distribution of the copyrighted work.;&.RF<br>Huget M, Melnick J: "Marketing Advertising Law Issues," in Michigan <br>Contractor Builder. September 1994, p. 22.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.112&mcs&0&Y&Formal marketing training for technically oriented personnel should focus on communication skills, presentation skills, and:&group and individual dynamics.&cold calling techniques.;closing techniques.;trends in technology.;&rewrite<br><br>.RF<br><br>No reference.<br><br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.113&mcs&0&Y&A marketing professional has been assigned responsibility for developing a firm's marketing database. The first step would be to:&determine the firm's specific marketing information needs.&adapt existing company software to meet needs.;assign a specific staff person to develop the database.;evaluate the capabilities of commercial software.;&me298, 151, 34<br>superseded by 340<br>.RF<br>Luers, J., Use of Technology in Marketing, SMPS Handbook, 1994, Chap. 1.8, <br>pg. 164.<br>.CO MPS113<br>Do not use with MPS34 or MPS151.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.114&mcs&0&N&A high-volume, production-oriented firm must:&be selective in pursuing clients that meet the firm's criteria.&identify and respond to public-sector work.;develop new strategic alliances and partners.;respond to the specialized needs of each client.;&.RF<br>Winters K: Market-Driven Versus Client-Driven Marketing. SMPS, 1994, pp.<br>21-22.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.115&mcs&0&N&When a marketing professional writes a resume, it is most appropriate to limit experience to projects that are:&relevant.&highly visible.;award winning.;large in scope.;&.RF<br>Maibach, S., Proposal Planning, SMPS Marketer, December 1992, pg. 5.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.116&mcs&0&Y&Requiring all proposals needing a signature and/or special graphics to be completed 24 hours in advance of the proposal shipping date is an example of:&proposal planning.&using proposal resources.;primary decision making.;proposal tracking.;&rewrite<br>.RF<br>Martin, K., Managing Surviving the Proposal Crunch, Michigan Contractor <br>Builder, February 1990, pg. 10.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.117&mcs&0&N&The primary purpose of a brainstorming session for the question-and-answer segment of the presentation is to:&prepare the presentation team to handle difficult questions .&help measure the length of the presentation.;make changes to the proposal.;build a list of questions for the debriefing.;&me85<br>.RF<br>Lenz, K. Rauch, M., Presentations, SMPS Core Series, 1991, pg. 10.<br>.CO MPS117<br>Do not use with MPS85.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.118&mcs&0&Y&The figure that most accurately reflects the effectiveness of a company's marketing efforts is the:&marketing costs versus revenues gained.&external rate of return.;revenues per employee.;'hit rate' of proposals.;&.RF<br>Kerruish K: "The Marketing Budget," in SMPS Marketer. October 1990, p. 3.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.119&mcs&0&N&A marketing professional is attempting to evaluate the feasibility of entering new markets. Which of the following tools would be most appropriate for assessing new marketing opportunities?&A risk-analysis matrix&A client/prospect funnel;The Gantt chart;A go/no-go checklist;&.RF<br>Slusarenko D: "Developing New Business," in SMPS Marketer. March 1989, pp. 1-2.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.120&mcs&0&Y&A marketing professional calls a prospect who is high on a target list and is told by the prospect that there are no projects planned and that an in-person meeting would be a 'waste of time.' The most appropriate course of action for the marketing professional would be to:&continue pursuing the prospect and try to set up a meeting.&eliminate the target from the list and pursue other prospects.;put a lower priority on the target and follow up at a later date.;try contacting someone else in the same organization.;&rewrite<br>.RF<br>Austerberry B: "Telephone Marketing," in Michigan Contractor Builder. <br>June 1992, p. 32.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.121&mcs&0&Y&If a firm's marketing efforts are focused on foreign companies planning to expand their United States operations, which of the following groups would be the highest priority on a networking list?&U.S. Department of State and state and county economic development representatives&Office furniture and equipment sales personnel;University and college language instructors;Newspaper and magazine editors;&superseded by 341<br>.RF<br>Lewis, J., SMPS Marketer, 4/98, SMPS, pp. 12\(en13.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.122&mcs&0&N&Which of the following methods is superior to all other methods of preparing an annual marketing budget?&Goal-based method&Top-down method;Percentage method;Projection method;&.RF<br>Kerruish, K., The Marketing Budget, SMPS Marketer, October 1990, pg. 3; <br>Quebe, L., The Marketing Budget, Core Series, 1992, pg. 4.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.123&mcs&0&N&Knowledge of a firm's strengths and weaknesses, changes in the business environment, historical trends, and management goals is:&the basis for selecting target markets.&useful in assessing the firm's marketing budget.;the key to determining the firm's culture.;critical for developing a public relations plan.;&.RF<br>Kerruish K: The Marketing Plan. SMPS Core Series, 1991, p. 15.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.124&mcs&0&N&Which of the following is the best way to provide quality service to clients?&Listening to and addressing clients' needs&Meeting deadlines and budgets;Asking questions and providing answers;Preparing responsive proposals;&.RF<br>Abraham R: "Superior Service: The Key to Keeping Clients," in SMPS <br>Handbook. SMPS, 1994, p. 227.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.125&mcs&0&Y&A firm provides a full range of services to a select group of clients. Which of the following would best describe the company's marketing approach?&Client driven&Market driven;Service driven;Project driven;&.RF<br>Winters, K., Market-Driven versus Client-Driven Marketing, The Handbook for<br>Marketing Professional Services, SMPS, 1994, pg. 22.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.126&mcs&0&Y&When a professional services firm sponsors special events, the goal is typically to:&familiarize prospective and current clients with the firm's unique characteristics and its personnel.&display the trophy projects completed by the firm.;give something back to key clients.;impress prospective clients with the firm's services and clients.;&me359<br>.RF<br>Gaston BR: "Creating Special Events," in The Handbook for Marketing <br>Professional Services. SMPS, 1994, Chap. 4.13, Special Events and Corporate <br>Entertainment, p. 149.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.127&mcs&0&Y&Which of the following statements is a common misperception about the value of publicity?&When a firm receives publicity, that in itself will bring in new business.&A firm can only garner publicity by regularly issuing press releases on new projects.;Publicity cannot be developed by in-house staff.;A firm seeking publicity must accept work that is newsworthy.;&.RF<br>Capelin, J., Publicity, The Handbook for Marketing Professional Services, <br>SMPS, 1994, pg. 82.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.128&mcs&0&Y&A firm's image in the marketplace is generally best characterized by which of the following statements?&Image is a sum of impressions accumulated over time.&Image cannot be developed or enhanced.;Image defines the competitive advantage of a firm in the marketplace.;Image is one specifically defined perception.;&.RF<br>Frank, D., Image and Corporate Identity: Managing Valuable Assets, The Handbook<br>for Marketing Professional Services, SMPS, 1994, pg. 94.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.129&mcs&0&N&The chances that a story line or press release will be published will <i>increase</i> if:&it is linked to a theme that is currently significant to a publication's audience.&a principal in a firm attaches a personal note.;significant quotes from a principal in a firm are included in the press release.;a firm's marketing professional sends a comprehensive press release and media package to a publication's editor.;&.RF<br>The Marketing Handbook for the Design and Construction Professional, Chap. 4.7,<br>"Publicity in Good Times and Bad." <br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.130&mcs&0&N&The Brooks Act (Public Law 92-852) requires the federal government to procure architectural, engineering, and related services through which of the following processes?&Qualification-based selection&Negotiated fee;Competitive bidding;Request for proposals (RFP);&replaced w/166<br>.RF<br>Dela Vega, R., SF 254/255 Preparation, The Handbook for Marketing Professional<br>Services, SMPS, 1994, Chap. 3.6, pg. 213.<br>.CO MPS130<br>Do not use with MPS166.<br>&&&a&04.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.131&mcs&0&N&Strategic planning is the first step in creating a plan for marketing professional services. Which of the following techniques is the basic tool of strategic planning?&Analysis of the firm's strengths, weaknesses, and opportunities and threats to the firm&Development of goals and objectives;Analysis of competitors;Development of an operations and budget plan;&.RF<br>Roper, K., Strategic Planning, Marketing Planning, and Budgeting, The Handbook<br>for Marketing Professional Services, SMPS, 1994, pg. 47.<br>.CO MPS131<br>Do not use with MPS168 or MPS157<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.132&mcs&0&N&<i>Internal marketing</i> refers to the activities:&that a professional service firm undertakes to train and motivate employees to work as a team, enhancing client satisfaction.&of a professional service firm's staff that are related to marketing, business development, and sales.;of a principal who is responsible for ensuring that key decision-makers in a client's organization are informed of a firm's capabilities.;of staff members who use the telephone, databases, and the Internet to sell additional services to a firm's existing clients.;&.RF<br>Pollock R: "Internal Marketing: How to Mobilize a Team Effort," in The Handbook<br>for Marketing Professional Services. SMPS, 1994, Internal Marketing: Keeping <br>Your Team Motivated, p. 8.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.133&mcs&0&N&Which of the following approaches is likely to be most effective for making a formal presentation to a prospective client?&Describe how the firm will approach and execute the client's project&Use preprinted brochures and other marketing materials to describe the firm's approaches to project management and delivery;Explain how the firm conducts project management and project delivery, using examples of completed projects similar to the client's project;Use a specially designed computer slide show to describe the firm's ability to accomplish the assignment;&.RF<br>Sanders J: "Winning Presentations," in The Handbook for Marketing Professional<br>Services. SMPS, 1994, Chap. 3.5, Presentations, p. 193.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.134&mcs&0&N&Marketing goals are most effective when they are:&specific, measurable, and achievable.&quantifiable and flexible.;related to a firm's profitability.;qualitative and related to a firm's goals.;&.RF<br>Stone D: Selling Design Services. Practice Management Association, Ltd.,<br>1993, p. 7-2.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.135&mcs&0&N&For a marketing professional to develop new business with a particular prospective client, it would be <i>most effective</i> to: &schedule an in-person meeting with the client.&send the client an e-mail describing the firm's experience.;research the client through published articles.;send the client relevant material on the firm.;&.RF<br>Diehl K: Sales and Business Development. SMPS, 1994, p. 128.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.136&mcs&0&Y&Which of the following methods will provide the best response rate to a client satisfaction survey?&Personal interview&Mailed survey;Phone interview;E-mail survey;&me72, 65, 281, 263<br>.RF<br>Scott, S., Market Research, SMPS Handbook, SMPS, 1994, pg. 160.<br>.CO MPS136<br>Do not use with MPS72 or MPS65.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.137&mcs&0&N&The component of a marketing plan that relates directly to marketing research is the:&SWOT analysis. &objectives.;mission statement.;strategies.;&.RF<br>Kerruish K: The Marketing Plan. SMPS, 1991, pp. 12-13.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.138&mcs&0&Y&If a marketing professional needs information about the United States Department of Energy, which of the following Internet sites would be the best place to begin?&doe.gov&doe.tem;doe.com;doe.org;&rewrite<br>.RF<br>.Worldwide Web site: http:\\www.doe.gov, United States Department of Energy,<br>1998.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.139&mcs&0&Y&The primary purpose of market research is to:&provide information on the firm's current and potential clients.&establish competitive rate sheets.;plan the content of promotional materials.;identify locations for new offices.;&prefer 155<br>.RF<br>Stone, D., Selling Design Services, Practice Management Assoc., Ltd., 1993,<br>pg. 6-2.<br>.CO MPS139<br>Do not use with MPS 155.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.140&mcs&0&Y&A marketing professional has been asked by the firm to start looking for current federal agency opportunities that fit the company's capabilities. Which of the following sources would be the best place to look?&FedBizOps&The Washington Post;The Federal Register;Engineering News-Record;&.RF<br>Federal Acquisition Regulations (FAR), Subpart 5.1, Dissemination of<br>Information, Government Printing Office, 1998.<br>.CO MPS140<br>Do not use with MPS146.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.141&mcs&0&N&A firm's marketing professional is responsible for compiling information to complete a Standard Form 330, which was requested by a federal government agency. The necessary information consists of:&a list of personnel and a description of the capabilities of the firm.&a list of all minority employees broken down by discipline.;an audited financial statement.;a fee proposal for the agency's project.;&.RF<br>Dela Vega R: "SF254/255 Preparation," in SMPS Handbook. SMPS, 1994, Chap. 3.6, <br>p. 213.<br>&&&a&04.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.142&mcs&0&N&The primary purpose of an SOQ is to:&demonstrate a firm's ability to meet clients' needs.&win prizes for excellence in communication.;list the state in which a firm is licensed.;educate clients about a firm's awards.;&.RF<br>Maibach S: "Proposal Planning," in SMPS Marketer, Dec. 1992, p. 5. <br>.CO MPS142<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.143&mcs&0&N&In a design/build contract, the prime contractor is responsible for:&acting as the single source for delivering the project.&reducing the total liability insurance costs for the team.;delivering a design that can be built.;hiring people with the skills to build the facility.;&.RF<br>Frankel J, Augustine M: "Key Areas of Potential Liability for Design <br>Professionals," in SMPS Handbook. SMPS, 1994, Chap. 3.3, Marketing the <br>Design/Build Firms, p. 312.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.144&mcs&0&N&The marketing professional has been asked by the firm's principals to establish a set of go/no-go criteria for the firm to use in evaluating opportunities. Which of the following represents the best set to use?&Project characteristics, client characteristics, project schedule, project staffing requirements, financial and contract features, competitive setting, cost of proposal versus expected revenue&Price check bidding, schedule requirements, CBD listings, gut feelings, terms and conditions, plan room listing;Repeat client, client location, client D and B rating, market niche of client, client stock price, client ownership;Public knowledge of project, total revenue, nearness of office location, terms and conditions, client's marketing plan, CBD listing, SF 330 status;&.RF<br>Kondor, K., SMPS Handbook, Chapter 24, The RFP Decision-Making Process: To go<br>or not to go? That is the question, SMPS, 1994, pg. 171.<br>&&&a&04.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.145&mcs&0&N&A marketing professional is asked to manage a proposal for a new project. Which of the following shows the correct sequence of activities that should be scheduled to complete the proposal?&Review the RFP, establish the RFP requirements, prepare a proposal outline and compliance matrix, prepare the graphics, write the text, review and revise, submit for final production&Review the RFP, prepare the graphics, prepare a proposal outline and compliance matrix, write the text, review and revise, establish the RFP requirements, submit for final production;Prepare a proposal outline and compliance matrix, review the RFP, write the text, prepare the graphics, review and revise, establish the RFP requirements, submit for final production;Prepare the graphics, write the text, review the RFP, establish the RFP requirements, prepare a proposal outline and compliance matrix, review and revise, submit for final production;&.RF<br>Shipley Associates: "Planning the Proposal," in Writing Winning <br>Proposals. Shipley Associates, 1992,<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.146&mcs&0&N&Federal agencies are required to send notifications of procurement activities greater than $25,000 to which of the following resources?&FedBizOps&Congressional Record;F. W. Dodge Reports;Federal Register;&.RF<br>Federal Acquisition Regulations (FAR), Subpart 5.1, Dissemination of <br>Information, Government Printing Office, 1998.<br>.CO MPS146<br>Do not use with MPS140.<br>NOTE: Ask committee to compare to 359 and rule on similarity&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.147&mcs&0&N&Which of the following elements best establishes a document as a proposal?&Scope of work, schedule, cost&Billable rates, schedule, reimbursables;Terms, reimbursables, proposed project team;Proposed project team, fee schedule, guaranteed maximum price;&.RF<br>None provided.<br>.CO MPS147<br>Needs reference.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.148&mcs&0&Y&Cold calls are effective for:&collecting client information.&requesting a specific RFP.;presenting the firm's qualifications for a specific project.;presenting a detailed description of the firm.;&.RF<br>Harding, C., SMPS Handbook, Chapter 20, How to Get a Meeting with a Prospect,<br>SMPS, 1994, pg. 137.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.149&mcs&0&N&A marketing professional has been asked to qualify a potential client. Which of the following information sources would be best for providing needed data?&Dun and Bradstreet Service&Chamber of Commerce;Better Business Bureau;The client's Web page;&me246, 172, 320<br>.RF<br>Scott, S., SMPS Handbook, Chapter 22, Market Research, SMPS, 1994, pg. 157.<br>.CO MPS149<br>Do not use with MPS67<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.150&mcs&0&Y&A marketing professional is aware that having an effective network increases chances of obtaining work for the firm. To expand the network,it is most important to choose individuals:&with business contacts who can help the marketing professional.&whose firms don't compete with the marketing professional's firm.;who share the marketing professional's interests and values.;whose positions are similar to the marketing professional's.;&rewrite<br>.RF<br>Harding, F., Rainmaking, Adams Media, 1994, pg. 53.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.151&mcs&0&Y&The first step in developing an automated marketing information system is to:&conduct an internal audit of marketing needs.&assess market and sales potential.;define database fields.;identify who will have access.;&me34, 113, 298<br>.RF<br>Luers, J., The Use of Technology in Marketing, The Handbook of Marketing<br>Professional Services, SMPS, 1994, pg. 164.<br>.CO MPS151<br>Do not use with MPS34 or MPS113.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.152&mcs&0&Y&The primary benefit of an automated lead tracking system is that it allows a marketing professional to quickly:&assess sales potential.&track sales performance.;organize data.;identify leads.;&.RF<br>Luers J: "The Use of Technology in Marketing," in The Handbook of Marketing<br>Professional Services. SMPS, 1994, p. 167.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.153&mcs&0&N&The selection of target markets should be based on:&SWOT analysis.&demographic trends.;Internet research.;geographic location.;&.RF<br>Kerruish K: The Marketing Plan. SMPS Core Series, 1991, p. 15.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.154&mcs&0&Y&The deciding factor between closing or not closing on a sale is:&persistence.&sincerity.;personal connections.;principal involvement.;&rewrite<br>.RF<br>Diehl, K., SMPS Marketer, April 1996, Going, Going, Gone, Concepts on Closing a<br>Sale, SMPS, 1996, pg. 16.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.155&mcs&0&N&The primary purpose of market research is to:&help support decision-making.&make decisions obvious.;analyze trends.;gather data.;&takes the place of 139<br>.RF<br>MacLachlan, D., SMPS Marketer Special Edition, Marketing Research: What It is <br>and Isn't, SMPS, pg. 3.<br>.CO MPS155<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.156&mcs&0&Y&The most common failure of marketing planning is the lack of:&clear vision.&principal involvement.;staff involvement.;sufficient research.;&.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 3.<br>reviewed 081004, too easily debated, so deactivated&&&a&02.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.157&mcs&0&Y&The primary connection between the marketing plan and the strategic plan is that:&the strategic plan drives the marketing plan.&the marketing plan drives the strategic plan.;there is no connection.;each contains action plans.;&.RF<br>Roper, K., Strategic Planning, Marketing Planning, and Budgeting, The Handbook<br>for Marketing Professional Services, SMPS, 1994, pg. 49.<br>.CO MPS157<br>Do not use with MPS168 or MPS131<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.158&mcs&0&N&For a successful trade show, which of the following is the <i>most important</i> factor that a marketing professional can control?&Booth staff&Booth location;Audience attendance;Pre-trade-show production;&.RF<br>Noble, T., The Handbook, Using Trade Shows to Achieve Marketing Objectives,<br>SMPS, 1994, pg. 122.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.159&mcs&0&Y&A firm's corporate identity program can be most widely applied using: &graphics standards.&name recognition.;presentation materials.;visual images.;&.RF<br>Frank, D., The Handbook, Image and Corporate Identity, Managing Valuable<br>Assets, SMPS, 1994, pg. 98.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.160&mcs&0&N&When team members share a photo shoot, it is most important to:&negotiate usage rights at the beginning of the process.&agree to divide costs equally.;have representatives from each of the involved firms at the shoot.;hire a well-known commercial photographer.;&.RF<br>Rizzo Y: "How to Prepare for a Successful Photography Shoot," in The <br>Handbook. SMPS, 1994, Chap. 4.8, Photography Shoots, p. 104.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.161&mcs&0&N&The best way to decide whether a firm should participate in a trade show is to:&obtain a list of attendees from previous years.&determine the number of attendees.;identify the anticipated costs.;research what the competition has done.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw-Hill, 2000, p. 182.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.162&mcs&0&Y&A cardinal rule in creating proposals is to:&address the solicitation requirements.&select the project team based on staff availability.;identify the areas of the firm's expertise.;include the fee.;&me14<br>.RF<br>Henshall, R. Bena, M., Proposals, Core Series Revised, SMPS, 1991, pg. 7.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.163&mcs&0&N&After a project ends, clients often document the experience and the performance of a firm. This information is valuable to the firm in order to:&improve quality control for future projects.&justify the firm's fees for future projects.;acquire staff for future projects.;justify budget requests for future projects.;&.RF<br>Martin J: Selection and Use of Engineers, Architects and Professional <br>Consultants. American Public Works Association, 1997, p. 18.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.164&mcs&0&N&Which of the following determines the services that a market-driven firm provides?&The market segment or project types&The type of client;The technical disciplines available within the firm;The firm's marketing plan;&.RF<br>Winter, K., SMPS Handbook, SMPS, Chap. 1.3, Market-Driven vs. Client-Driven <br>Marketing, pg. 22.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.165&mcs&0&Y&Closing a sale is best handled by:&a senior staff person who can commit the firm and is trained in negotiation techniques.&a senior manager with the title of vice president or above.;the project manager who will work with the new client's project.;the staff member most trusted by the new client.;&.RF<br>AEMJ, Marketing Journal, AEMJ, October 1997, pg. 6.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.166&mcs&0&Y&Which of the following does the Brooks Act, Public Law 92-582, do?&It establishes a process for selecting architectural and engineering services.&It mandates the selection of firms offering design services to federal, state,and local government agencies.;It defines the regulation of foreign firms offering design and construction services in the United States.;It gives the United States Environmental Protection Agency authority to prevent pollution of streams and rivers.;&replace w/130<br>.RF<br>Martin, J., Selection and Use of Engineers, Architects and Professional <br>Consultants, American Public Works Association, 1997, pg. 24.<br>.CO MPS166<br>Do not use with MPS130.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.167&mcs&0&N&The acronym <i>QBS</i> stands for which of the following?&Qualifications-based selection&Quality-based service;Quality-based selection;Quantity-based selection;&.RF<br>Martin J: Selection and Use of Engineers, Architects and Professional<br>Consultants. American Public Works Association, 1997, p. 1.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.168&mcs&0&N&A marketing plan should be built within the framework of a strategic plan because:&it translates company vision into everyday activities of marketing.&most strategic plans fail to include an evaluation of the competition.;most strategic plans fail to include an assessment of current market conditions.;most strategic plans fail to include a projection into future markets.;&.RF<br>Shearer, C., Practical Continuous Improvement for Professional Services,<br>ASQC Quality Press, 1994, pp. 262-263.<br>.CO MPS168<br>Do not use with MPS131 or MPS157<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.169&mcs&0&N&It is important to constantly seek new ways to improve marketing because it will:&prevent a firm from becoming complacent.&increase costs.;direct a firm away from unprofitable business.;direct a firm away from target markets.;&.RF<br>Shearer, C., Practical Continuous Improvement for Professional Services,<br>ASQC Quality Press, 1994, pg. 261.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.170&mcs&0&Y&The best reason for conducting a debriefing after a project presentation is to:&find out the real reason, besides price, why your firm wasn't selected.&reestablish your qualifications and interest in working for the client.;make one more attempt at getting the project before the client's final decision has been made.;find out what other projects the client may have planned and show an early interest in them.;&.RF<br>Yates N: SMPS Handbook. Chapter 32, p. 222.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.171&mcs&0&N&One common method of measuring a marketing program's effectiveness is to compare the number of:&contract awards with the number of SOQs/proposals produced.&repeat assignments with the number of go decisions made.;no-go decisions with the number of RFQs/RFPs received.;RFQs/RFPs with the number of contacts made.;&.RF<br>Shearer C: Practical Continuous Improvement for Professional Services.<br>ASQC Quality Press, 1994, p. 266.<br>.CO MPS171<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.172&mcs&0&Y&When selecting a marketing consultant, it is best for a marketing professional to do which of the following?&Ask for and check references.&Compare the consultant's fees with the fees charged by other consultants.;Require a statement of qualifications.;Evaluate the consultant's national reputation.;&me149, 246, 320<br>.RF<br>Birkes, D., Handbook, SMPS, 1994, pg. 117.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.173&mcs&0&N&Image studies provide which of the following?&Quantifiable data on how clients and prospects view a firm&Hard information on which prospects will purchase a firm's services;Insight into market segmentation;Data analysis on a firm's standing with existing clients;&.RF<br>Frank, D., The Handbook of Marketing Professional Services, SMPS, 1994,<br>Chap. 4.3, Image and Corporate Identity, pp. 93-96.<br>.CO MPS173<br>Do not use with MPS174.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.174&mcs&0&Y&Conducting an image study is most suitable in:&assessing how a market segment compares the firm with the competition.&creating a list of high-demand, low-satisfaction services.;measuring client loyalty.;developing a list of potential clients.;&.RF<br>Frank, D., The Handbook of Marketing Professional Services, SMPS, 1994, pp.<br>93-96.<br>.CO MPS174<br>Do not use with MPS173.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.175&mcs&0&N&The best strategy for writing proposals is to:&keep the language simple and make sure that each paragraph covers only one concept.&use technical language above a prospective client's level.;state key concepts at least three times, using different wording.;use only proper, formal language to convey a professional image.;&.RF<br>Stasiowski F: High Impact Proposals, Workshop Materials. PSMJ, 1997, p. 3.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.176&mcs&0&N&To avoid legal problems, which of the following terminology is safest to use in proposals and other sales documents?&Performance will be timely / probable costs&Immediately / thoroughly;To your satisfaction / guaranteed;As you require / highest standards;&.RF<br>DPIC Handbook.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.177&mcs&0&N&Which of the following would be a reasonable cost for marketing services for a large professional services firm?&10 percent of net revenues&20 percent of net revenues;25 percent of net revenues;30 percent of net revenues;&.RF<br>Zweig, M. Usrey, N., 1997 Marketing survey of A/E/P and Environmental<br>Consulting Firms, Mark Zweig and Associates, 1997.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.178&mcs&0&Y&A basic principle of a professional services firm's marketing/sales program can best be described as:&a trusting relationship with clients is foremost in obtaining work.&being on time and on budget wins work.;the key to making sales is with highly regarded technical employees.;attention to details wins repeat business.;&rewrite<br>.RF<br>Simons, J., Thinking Outside the Box, Workshop Materials, 1997.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.179&mcs&0&N&The <i>most effective</i> marketing strategy for maintaining client loyalty is to:&seek and respond to client feedback.&provide reduced-cost services after a specified dollar threshold has been met.;provide add-on services at little or no cost.;implement a technical quality control process.;&.RF<br>Griffin J: Customer Loyalty: How to Earn It and How to Keep It. Jossey-Bass<br>Publishers, 1997.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.180&mcs&0&N&A prerequisite for creating a strong corporate identity in the professional services market is a:&uniform, consistent image.&strong public-relations program.;sincere, memorable name.;functional, attractive symbol.;&.RF<br>Thompson D: "Creating a Brand for Your Firm," in Civil Engineering News. <br>December<br>1997, pg. 36.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.181&mcs&0&N&To reach owners who only accept bids for services, the most effective advertisements will: &emphasize technical skills and on-time delivery.&emphasize location and organization.;promote name recognition.;explain what a firm is about and what it does.;&.RF<br>Pikar R: Marketing in the 90s for Design Professionals. ACEC, 1994, pp. 4-7.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.182&mcs&0&N&Client-driven professional services firms do which of the following?&Seek client input and feedback regularly.&Spend less time marketing to existing clients.;Realize less profit as service customization increases.;Organize sales staff around technical disciplines.;&.RF<br>Prus A, Brandt R: "Understanding Your Customers," in Marketing Tools Magazine.<br>July 1995; Winters K: Market-Driven Versus Client-Driven Marketing. SMPS,<br>1994, pp. 21-22.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.183&mcs&0&Y&An effective strategic plan should list detailed goals for:&two years.&five years.;seven years.;ten years.;&.RF<br>Pikar, R., Marketing in the 90s for Design Professionals, ACEC, 1994, pp. 4-7.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.184&mcs&0&Y&Which of the following statements best describes a component of a viable marketing plan?&Net revenue dollar goals and number and type of projects projected to sell&A statistical analysis of past profitability performance by type of project;A list of net revenue near-term sales goals;A detailed analysis of technical staff time available for the planning period;&.RF<br>Pikar, R., Marketing in the 90s for Design Professionals, ACEC, 1994, pg. 3-1.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.185&mcs&0&N&An advantage of marketing planning is that it:&focuses an organization's resources.&reduces organizational opportunities.;assures higher profitability.;mitigates internal crises.;&.RF<br>Pickar, R., Marketing in the 90s for Design Professionals, ACEC, 1994,<br>pp. 3-4.<br>.CO MPS185<br>Do not use with MPS17<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.186&mcs&0&N&Which of the following best describes an effective Web site for a professional services firm?&Information is easy to find and useful to the reader, site is visually appealing, information is current&Information is brief, visuals show project photos and key leaders in the firm;Information is technically thorough, language is simple, visuals are animated, colors are bold;Visuals are memorable, data are charted, site offers many hyperlinks to other sites;&.RF<br>Stair P, Sachs D: "Seven Keys to an Effective Web Site," in Design Firm<br>Management and Administration Report. May 1997, p. 4.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.187&mcs&0&N&Which of the following is the <i>most effective</i> management tool that supervisors can use to motivate subordinates?&Providing frequent feedback&Giving gifts;Assigning difficult tasks;Promising future rewards;&.RF<br>Hunter M: Motivation. TIP Publications, 1984, pp. 3-25.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.188&mcs&0&Y&Former clients can be a professional services firm's best source of future revenue for all the following reasons except that:&satisfaction with past service is assured.&client concerns are easier to define.;relationships are established.;marketing costs are lower.;&rewrite<br>.RF<br>Maister, D., Managing the Professional Services Firm, Free Press, 1993,<br>pp. 97-99.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.189&mcs&0&N&In face-to-face communications, which of the following conveys most of the message?&Nonverbal signals&Choice of visuals;Tone of voice;Words;&.RF<br>Robinson, M., Egos and Eggshells, Stanton and Harper Books, 1994.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.190&mcs&0&N&After a marketing plan has been developed, if market research identifies a new market niche opportunity, the marketing professional should:&inform management about the opportunity, and with management concurrence, bring about a new focus in the firm's marketing materials.&prepare a news release identifying the market niche and announcing the firm's intent to enter the new area of practice.;announce the firm's intent to enter the new area of practice to employees in an in-house newsletter.;conduct additional research to identify other market niche opportunities before acting on the first one.;&.RF<br>Shearer C: Practical Continuous Improvement for Professional Services. ASQC <br>Quality Press, 1994, p. 262.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.191&mcs&0&N&The purpose of market research is to:&obtain information that will assist in making informed decisions.&assign a peer group to work with a predetermined client base.;create an environment in which a firm can work more profitably.;introduce a firm's capabilities into the marketplace.;&.RF<br>MacLachlan D: SMPS Marketer Special Edition. SMPS, 1995, p. 2.<br>.CO MPS191<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.192&mcs&0&N&The best sources of information about market opportunities include:&the business press, trade journals, and networking.&telephone surveys of association executives, college professors, and business authors.;mail surveys of college professors, business authors, and senior marketing professionals.;radio, television, and popular periodicals.;&.RF<br>Shearer C: Practical Continuous Improvement for Professional Services. ASQC <br>Quality Press, 1994, p. 263.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.193&mcs&0&N&Secondary research about market trends involves which of the following?&Gathering information and data from published sources&Networking with clients, potential clients, competitors, and trade organizations;Reviewing competitors' brochures for leads on their strategic planning;Interviewing economic development forecasters;&.RF<br>Stasiowski F: Power Marketing: The Complete Book of Tactics and Forms. PSMJ, <br>1996, p. 8.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.194&mcs&0&N&Sales and revenue data on any industry can be obtained from which of the following sources?&The United States Department of Commerce&The Small Business Administration;Federal or state departments of labor;The Federal Public Information Office ;&.RF<br>Connor Jr RA, Davidson JP: Marketing Your Consulting and Professional <br>Services. John Wiley Sons, 1985, p. 43.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.195&mcs&0&N&Tracking market trends can benefit a firm by enabling it to:&better direct the future of the firm.&validate the profitability of its services in the markets it serves.;identify services provided by its competitors.;obtain information on job opportunities for principals of the firm.;&.RF<br>Stasiowski F: Power Marketing: The Complete Book of Tactics and Firms. PSMJ, <br>1996, p. 7.<br>.CO MPS195<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.196&mcs&0&N&Primary market research on market trends involves which of the following?&Networking with clients, potential clients, competitors, and trade organizations&Collecting data from economic development forecasters;Gathering information and data from published sources;Reviewing competitors' brochures for leads on their strategic planning;&.RF<br>Stasiowski F: Power Marketing: The Complete Book of Tactics and Firms. PSMJ, <br>1996, p. 8.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.197&mcs&0&Y&One key to a strong business plan is the ability to predict market demand and potential niches. Current demographic trends indicate that three of the big markets during the next 20 years will be:&health care, education, and recreation.&justice facilities, hospitality, and pharmaceuticals.;office, manufacturing, and retail.;housing, life care, and infrastructure.;&rewrite<br>.RF<br>Flynn-Heapes E: The Demographics of Demand. SMPS Marketer, 1994, p. 1.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.198&mcs&0&N&Which of the following branches of state government is responsible for appropriating funds for state building programs?&Legislative&Judicial;Transportation;Executive;&.RF<br>Conventional Wisdom, Civics 101. Turner Ashby, 1971. p. 1.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.199&mcs&0&N&General information on state and local political events, government statistics, legislative analysis, and the business community can best be obtained from:&the local business press.&Internet message boards.;state economic summary reports.;industry trade publications.;&.RF<br>Hester EL: Successful Marketing Research. John Wiley Sons, 1996, p. 44.<br>reviewed 081004<br>and is okay as-is&&&a&01.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.200&mcs&0&N&Which of the following is the best basic tactic for a firm to position itself for the future?&Conduct a workshop on business issues with clients to review industry changes.&Study its competitors to see what they know about the market.;Retain a public relations firm to improve the company's image.;Subscribe to market reports published regularly by the United States Department of Labor.;&.RF<br>Kinney C: Market Research, Positioning. Frank Stasiowski, A/E Marketing <br>Journal, June 1996, p. 4.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.201&mcs&0&N&Which of the following is the best source for identifying contacts regarding specific industry trends?&Trade associations&Dun and Bradstreet;Government agencies;Wall Street Journal;&.RF<br>Coxe W: Marketing Architectural and Engineering Services. Van Nostrand, 1983, <br>p. 49.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.202&mcs&0&N&Which of the following is the best source for the most current information about a particular market?&Leaders of local or national associations related to the market&Periodicals related to the market;Colleagues in other firms that are working in the market;Annual surveys published by market research organizations;&.RF<br>Coxe W: Marketing Architectural and Engineering Services. Van Nostrand, 1983, <br>p. 49.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.203&mcs&0&N&Besides participating in speaking engagements, which of the following networking techniques is likely to be the most effective for reaching potential clients?&Participating in client associations&Exchanging business cards;Cold calling;Publishing articles in trade publications;&.RF<br>Stasiowski F: Power Marketing: The Complete Book of Tactics and Firms. PSMJ, <br>1996, pp. 145-147.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.204&mcs&0&Y&Literature searches and case studies are data-collection methods typically used in:&exploratory research.&causal research.;descriptive study research.;primary research.;&superseded by 347<br>.RF<br>Hester EL: Successful Marketing Research. John Wiley Sons, 1996, p. 36.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.205&mcs&0&N&ABC Engineering, a company with solid expertise in hospital and healthcare facilities, has particularly strong and unique experience in hospital energy savings, having done many energy audits and mechanical/electrical designs for six local hospitals. ABC seeks <i>rapid but controlled growth</i>, but the local market, while solid, offers few opportunities. Which of the following strategies would be the best for ABC?&Research healthcare facilities within a 250-mile radius, concentrating on larger hospitals and clinics occupying older facilities, then develop a mail and personal-visit campaign aimed toward these facilities.&Research national healthcare architectural firms, then develop a mail and personal-visit campaign aimed toward these firms with the goal of becoming an affiliated subconsultant.;Identify local businesses occupying older facilities that could benefit from energy upgrades, then develop a mail and personal-visit campaign aimed toward these businesses.;Employ a mechanical/electrical engineer with a specialization in retail and commercial energy audits and associated design work, then develop a mail and personal-visit campaign aimed toward local and commercial facilities.;&.RF<br>Pickar R: Marketing in the 90s for Design Firms. ACEC, 1994, p. 55.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.206&mcs&0&N&The primary advantage of using outside public relations consultants is that they:&have a working relationship with media writers, editors, and reporters.&understand a firm's position in the marketplace.;can express a firm's corporate goals and objectives.;can write a firm's communications plan.;&.RF<br>Rutherford RC: Public Relations Counsel. Michigan Contractor and Builder, <br>1994, p. 6.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.207&mcs&0&N&The three chronological steps in implementing a marketing plan are establishing standards, measuring performance, and:&correcting deviations from the plan.&setting reasonable objectives.;selecting appropriate tactics.;obtaining the approval of principals.;&.RF<br>Jones G: How to Market Professional Design Services. McGraw-Hill, 1983, p. 50.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.208&mcs&0&Y&Which of the following is a basic principle of managing a marketing plan?&Make staff responsible for specific outcomes and hold them accountable for producing results.&Develop rigid control systems.;Review schedules and control outcomes on a continuous basis.;Establish an incentive-based performance management system.;&superseded by 342<br>.RF<br>Barasch KL: Marketing Problem Solver. Cochrane Chase and Company, pp. 2-22.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.209&mcs&0&N&A mid-year evaluation of a marketing plan is essential because it:&facilitates making adjustments based on tactics that have achieved the greatest level of success.&gets senior management more directly involved in the marketing process.;provides a benchmark for measuring proposal success in existing and new markets.;offers a means by which to assess the effectiveness of various public relations activities.;&.RF<br>Kinney CE: Measuring Marketing Effectiveness. A/E Marketing Journal, June 1996, <br>p. 1.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.210&mcs&0&N&In many professional service firms, territorial boundaries that hinder communication exist between the marketing department and the operations department. Which of the following would be the most effective way to balance the responsibilities for a strategic marketing plan and establish open communications between these departments?&Marketing staff should regularly attend operational meetings and operations managers should regularly attend marketing meetings to share information about profitability, backlog requirements, and industry trends.&Marketing and operations staff should spend an equal amount of time developing and adjusting marketing strategies to ensure flexibility in meeting the market conditions exclusively.;Marketing staff should outline market conditions and growth trends, hot markets, and competitors' activities to operations managers, and operations managers should adjust personnel, operational procedures, and budget allocations to address only those market conditions.;Operations staff should outline the services that are the most profitable to the marketing staff and request that the marketing staff concentrate only on these services, thus assuring operational funding and the firm's growth.;&.RF<br>Roper KK: "Marketing and Operations, Finding Common Ground," in SMPS <br>Marketer, vol 16, issue 6, December 1996, pp. 12-13, 15.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.211&mcs&0&N&Periodic tracking of marketing and business development expenses is important to:&compare expenditures with the progress made toward goals.&keep cost reports current.;comply with accounting standards.;ensure profitability.;&.RF<br>Roper K: "Strategic Planning: Marketing Planning and Budget," in SMPS Handbook, <br>Chap. 1.7, p. 55.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.212&mcs&0&N&The purpose of reviewing a marketing budget monthly is to:&permit the reassignment of funds to previously unforeseen opportunities.&allow public relations activities to be evaluated.;give the marketing professional a break from a steady stream of proposal deadlines.;provide a comparison of the 'hit rates' with the year's stated objectives.;&.RF<br>Kinney CE: Measuring Marketing Effectiveness. A/E Marketing Journal, June 1996, <br>p. 3.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.213&mcs&0&N&Companies that do business internationally may find it more difficult to maintain ethical behavior, since accepted business practices vary among countries with different cultural values and levels of economic development. Which of the following would be the best approach for a company with United States and international offices to do business in an ethical manner?&Allow the company's international offices to help formulate ethical standards and interpret ethical issues.&Advise managers to use their best judgment for each situation, rather than relying on company-issued written guidelines.;Direct United States employees working abroad to behave as they would at home, regardless of the cultural traditions of the country in which they are based.;Avoid setting standards, recognizing that international ethics are relative and that no culture's ethics are better than any others.;&.RF<br>Donaldson T: Values in Tension: Ethics Away from Home. Harvard Business <br>Review, Sept/Oct 1996, pp. 4-12.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.214&mcs&0&Y&Micromarketing, which is one component of a business development tactic for pursuing clients and/or projects, is:&contacting clients to learn what is personally important to their decision-makers.&discovering a client's program and special needs.;an activity designed to position a firm in the marketplace.;best done after the RFP is issued.;&rewrite<br>.RF<br>Knudsen D: Design and Delivery of Winning Presentations and Proposals, vol 8, <br>No. 4. Knudsen, Autumn 1995, p. 1.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.215&mcs&0&Y&A prospective client is adamant about hiring a general contractor with an excellent safety record, and has asked a marketing professional to recommend a way to quickly and effectively find out who is the safest among the contractors who have expressed an interest in the job. The marketing professional should recommend asking the contractors to provide the client with their:&experience modifier rate for the past three years.&Occupational Safety and Health Administration (OSHA) incident rates for the past three years.;workers' compensation claims for the past three years.;OSHA logbooks for the past three years.;&.RF<br>None provided.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.216&mcs&0&N&In developing an effective cold-call program, a marketing professional should do research to discover as much as possible about the prospective client, develop an ally relationship with the client's gatekeeper, and when the prospect is reached: &stay alert, be pertinent, and be brief.&immediately outline the firm's services.;quickly ask for an appointment to introduce the firm.;cover all your planned objectives.;&.RF<br>Bowes K: "Warming Up the Cold Call," in SMPS Marketer, vol 15, issue 4. April <br>1995, pp. 12-13.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.217&mcs&0&N&One of a firm's <i>most valuable</i> assets in a competitive marketplace is a:¤t, comprehensive mailing list/database.&library of high-quality project photos.;computer-based time-management program.;general, four-color brochure. ;&.RF<br>Wilson OR, Birkes D: "Guerrilla Marketing: It's a Jungle Out There," in SMPS <br>Marketer. Aug/Sept 1995, pp. 8-9.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.218&mcs&0&N&Principals and senior managers should actively lead the contact management process because:&it sends the message that making contacts and maintaining personal relationships are important.&clients would rather talk to senior staff than to the people doing the work.;otherwise they do not have a way to get involved in the day-to-day activities of clients.;lower-level managers and technical staff cannot commit to this level of scheduled activity.;&.RF<br>Stasiowski F: "Seven Reasons Why a Contact Tracking Program Means Business," <br>in A/E Marketing Journal, vol 25, No. 1. Feb 1998, p. 6.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.219&mcs&0&Y&A well-developed marketing information system will result in:&more effective marketing efforts and increased success.&less marketing research and more qualified leads.;more profitable decision-making from the principals of a firm.;less time in developing proposals and presentations for projects.;&rewrite<br>.RF<br>Luers J: "The Use of Technology in Marketing," in The Handbook for Marketing <br>Professional Services. 1994, Chap. 1.8, p. 168.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.220&mcs&0&N&Which of the following is the most essential element in the selling process?&Clearly defined target markets&Current information about competitors;A dedicated sales staff;A direct-mail marketing program;&.RF<br>Harding F: Creating Rainmakers. Adams Media Corp., 1998, p. 80.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.221&mcs&0&N&When looking for an effective lead-generating method, a firm should begin by:&defining who uses the firm's services, how frequently they use the services, and how they can be reached.&surveying the professionals in the firm to find out which methods they prefer to use.;setting a budget that includes labor and direct costs for lead generation. ;studying the competition's methods of generating leads and selling their services.;&.RF<br>Harding F: Creating Rainmakers. Adams Media Corp., 1998, pp. 116-126.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.222&mcs&0&N&Two basic strategies for developing an effective client relations program are:&relationship building, because clients prefer to work with people they know -/- intelligence gathering on clients and upcoming projects.&encouraging technical staff members to participate in professional organizations -/- mentoring new support staff, to enhance motivation. ;networking, to gather intelligence on prospective clients -/- criticizing competitors, to instill less confidence in the competition's ability to perform.;networking, to gain referrals to clients with solid payment performance -/- advertising, to effectively communicate new services and project accomplishments. ;&.RF<br>Casey TM: "Client Relations Programs," in SMPS Marketer, vol 16, issus 5. Oct <br>1996, pp. 12-13.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.223&mcs&0&N&To be an effective business developer, it is most important to be:&systematic in one's approach to finding new business.&extroverted and to enjoy being with people.;a good public speaker who appears regularly.;able to hand off one's established relationships to others in the firm.;&.RF <br><br>Harding F: Creating Rainmakers. Adams Media Corp., 1998, p. 13.<br><br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.224&mcs&0&N&When meeting with a prospective client for the first time, a professional services firm representative should:&spend the majority of the time listening, maintain eye contact, and take notes.&attempt to get as much background information as possible in the allotted time by using a script with priority-ranked questions.;invest no more than 20 minutes establishing a cordial personal relationship, then immediately follow with questions about future projects.;spend the majority of the time describing the firm's services, garner key impressions from the prospect's environment, and immediately seek a second meeting.;&.RF<br>Kerruish K: Active Listening. SMPS Marketer, July 1991.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.225&mcs&0&N&In order to successfully sell to people who are extremely busy and who don't readily make appointments with consultants, a marketing professional should:&bring them a new idea.&ask open-ended questions about their needs.;invite them to a social outing.;accompany them to a professional organization's event.;&.RF <br>Harding F: Creating Rainmakers. Adams Media Corp., 1998, pp. 152-153.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.226&mcs&0&N&If a firm's clients are unhappy because of project management inefficiencies, the marketing department should:&work hand in hand with management to identify specific areas of improvement.&concentrate on the pursuit of new clients and ignore the past project management inefficiencies.;develop a project management training program.;conduct a market survey to determine which clients are unhappy.;&.RF<br>Shearer C: Practical Continuous Improvement for Professional Services. ASQC <br>Quality Press, 1994, p. 261.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.227&mcs&0&Y&If a debriefing about an unsuccessful proposal highlights a need for training, the marketing department should:&inform the firm's markets about the new or improved skills and abilities of the staff after training has taken place.&assume that the need for training is only a perception and concentrate on other details of the debriefing.;include the names of persons who received additional training in the firm's in-house newsletter after training has taken place.;arrange for a focus group of other clients to verify the training need.;&superseded by 343<br>.RF<br>Shearer C: Practical Continuous Improvement for Professional Services. ASQC <br>Quality Press, 1994, p. 261.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.228&mcs&0&Y&A marketing manager for a struggling professional services firm knows that word of mouth is a highly effective method of promoting a firm. Which of the following strategies should the manager use to increase the chances of positive word-of-mouth promotions?&Host a reception for sector-specific clients and prospects and show samples of work products.&List all the contact names for clients' organizations and distribute the list through direct mail.;Develop and distribute a concise brochure for each market segment that lists services, recent clients, and the clients' phone numbers.;Ask present and past clients if they can be used as references in future marketing efforts.;&Retired as of 8/12/03 workshop<br>.RF<br>Crane FG: Professional Services Marketing. Haworth Press, 1993, p. 71.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.229&mcs&0&N&When responding to a fee-based proposal request from a client, a good strategy is to:&include a detailed scope with a lump-sum fee.&add a 15 to 20% contingency factor into the price, because clients are seldom sure about what they want in terms of services.;respond with a low-ball bid and hope to make up the difference in extras.;graciously decline to submit a proposal and suggest that the client use a qualifications-based selection process instead.;&.RF<br>Kinney CE: "Fighting Fee Competition," in A/E Marketing Journal. March 1995, <br>p. 4.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.230&mcs&0&Y&Once a 'go' decision has been made, an A/E proposal strategy generally requires researching: &technology and/or special expertise requirements and competition.&whether the project has been funded and where the client is located.;the level of effort needed to prepare the proposal, and technology and/or special expertise requirements.;where the client is located and the level of effort needed to prepare the proposal.;&.RF<br>Porter-Roth B: Proposal Development: How to Respond and Win the Bid. The <br>Oasis Press, 1993, p. 9.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.231&mcs&0&N&The most important aspect of preparing a storyboard is:&developing the opening and closing sequences.&starting early enough in the presentation planning process.;finding the right material from which to build the images.;developing high-concept ideas.;&.RF<br>Burden E: Visual Presentation: A Practical Manual for A Es. Ernest Burden, <br>1977, p. 19.<br>reviewed 081004, okay as-is, storyboarding is an important concept for people to be familiar with, to win the job, the most important aspect is developing the open and close&&&a&04.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.232&mcs&0&N&The close of a presentation should be:&a brief memorable review of strategic selling points, presented energetically.&an expression of thanks to the client and an invitation for the client to visit the firm's projects.;conducted by the marketing director.;conducted by the principal in charge of the project.;&.RF<br>Sanders JS: The Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>3.5, Presentations, p. 196.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.233&mcs&0&N&The <i>most effective</i> presentation handout: &supports and expands upon the presentation.&reflects the project team's integrity and expertise.;repeats information exactly as discussed in the presentation.;details the project team's qualifications and its project approach.;&.RF<br>Stasiowski FA: PSMJ/Marketing Tactics, vol 25, No. 7. July 1998, p. 7.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.234&mcs&0&N&One of the advantages of having a firm's marketing professional conduct client debriefings is that:&feedback filtered through others is subject to personal interpretation before it reaches the marketing professional. &marketing professionals are goal-centered and can defend the approach.;feedback can be inflammatory and should be kept from technical staff.;technical staff represent billable hours, while the marketing professional is an overhead expense.;&.RF<br>Hudson K: Client Debriefings. Michigan Contractor and Builder, Sept 1997, pp. <br>3-4.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.235&mcs&0&Y&Post-award debriefings should be conducted regardless of the outcome of an award, because:&the clients' feedback can be used to improve future proposals and presentations.&the competition probably does so.;they provide an opportunity to refocus on objectives.;senior management wants people with diverse marketing skills.;&rewrite questions b and c<br><br>.RF<br><br>Hudson K: Client Debriefings. SMPS/Michigan-The Shortlist, Winter 1995, p. 1.<br><br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.236&mcs&0&N&For three years, an A/E firm has actively marketed to a local office park developer. Although the firm has been consistently shortlisted and interviewed, it has not won any work. A post-award debriefing is scheduled. Which of the following should the firm's marketing representative do during the debriefing?&Create a neutral, nonjudgemental atmosphere, ask direct questions, and gather facts leading to the client's decision.&Focus questions on the technical elements of the project and evaluate the firm's ability accordingly.;Ask the client to compare the winning firm's interview techniques with the A/E firm's techniques, probe deeply about the language and visuals used in the interview.;Diplomatically explain that interviewing is expensive and ask what it will take for the firm to get a job.;&.RF<br>None provided.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.237&mcs&0&Y&Client feedback indicates that a primary reason proposals fail is because the proposals:&underestimate the knowledge base of the client.&target the wrong decision-maker.;are handled by too complex a team.;try to include too much information.;&Retired as of 8/12/03 workshop<br>.RF<br>Safford D: Why Proposals Fail: Proposal Writing Tips and Techniques. PS <br>Associates, Summer 1997, p. 7.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.238&mcs&0&N&The value of a promotional campaign is best evaluated by:&balancing the return value with the cost/value equation.&determining how many clients or prospects received a promotional piece.;counting the number of comments received from clients, friends, or employees.;calculating the cost per promotional piece.;&.RF<br>"Connecting with Clients: Using Direct Mail Pieces that Entertain and <br>Educate," in SMPS Marketer, vol 17, issue 5. SMPS, Oct 1997, p. 14.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.239&mcs&0&N&In a budget for printed promotional material, which of the following would cost the most?&Labor&Photography;Travel;Postage;&.RF<br>Zweig M et al: Marketing Survey of A/E/P and Environmental Consulting <br>Firms. Zweig and Associates, 1994, p. 185.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.240&mcs&0&N&In professional settings involving clients or prospective clients, the principals of a firm should participate in activities that:&provide high visibility, such as chairing an important committee.&can be easily delegated to other staff members if necessary.;require a minimal time commitment.;afford opportunities to network with suppliers.;&.RF<br>Heightchew Jr, RE: Leveraging Your Principals. SMPS Marketer, Oct 1997, p. 12.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.241&mcs&0&N&A <i>search engine</i> is a:&type of software that uses titles of files, key words, or file content to find and index Internet sites.&specialized software package that integrates word processing with database management software.;database program that allows optimal sorting and organizing of data fields.;type of software that automatically indicates a data transmission to a Web client.;&.RF<br><br>DiSanzo M (ed): Glossary of Internet Terms. PSMJ, 1996, p. 108.<br><br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.242&mcs&0&N&Consistent use of color throughout a presentation is <i>most likely</i> to help the audience:&easily categorize and process the information.&stay awake.;keep up with the presenter.;remember the firm's name.;&.RF<br>Lyncheski M: "The Big Show: Putting on a Winning Presentation," in SMPS <br>Marketer, vol 18, issue 2. SMPS, April 1998, p. 17.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.243&mcs&0&Y&An accepted standard for the number of slides used during a presentation is:&one slide for every minute of presenting.&two slides for every thirty seconds of presenting.;two slides for every minute of presenting.;one slide for every three minutes of presenting.;&.RF<br>Lycheski M: "The Big Show: Putting on a Winning Presentation," in SMPS <br>Marketer. SMPS, April 1998.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.244&mcs&0&N&When choosing colors for the lettering on a slide presentation, bright red and orange should be used:&to highlight one or two words.&for headlines and long sentences.;for graphics only.;for all of the text.;&.RF<br>Lycheski M: "The Big Show: Putting on a Winning Presentation," in SMPS <br>Marketer, vol 18, issue 2. SMPS, April 1998, p. 17.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.245&mcs&0&N&A photographer is hired to produce project photographs for a firm. The photographer will own the copyright for the photos. This means that the firm will have:&limited rights to the photos.&the right to photocopy the photos.;unlimited rights to the photos.;no rights to the photos.;&.RF<br>Renfro R: The Marketing Coordinator (CORE Series). SMPS, p. 10.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.246&mcs&0&N&Which of the following is most essential to do when hiring a marketing consultant?&Check references.&Select the least expensive consultant.;Determine the number and experience of the consultant's staff.;Judge the creativity of the consultant's staff.;&me149,172, 320<br>.RF<br>Birkes DL: "Hiring Consultants and Managing Consultant Relationships," in <br>The Handbook for Marketing Professional Services. SMPS, 1994, Chap. 4.2, p. 117.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.247&mcs&0&N&Which of the following is the most important component of an awards submittal package?&Addressing all elements of the submission guidelines with clarity and precision&Including project photography with appropriate quotes from the owner and architect;Describing the key elements of the project, using technical terms and cost performance data;Reviewing last year's submittals and incorporating successful techniques;&.RF<br>Cohn J: "Awards: How to Select, Submit, and Win," in The Handbook for Marketing <br>Professional Services. SMPS, 1994, Chap. 4.11, Awards Submittals, p. 202.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.248&mcs&0&N&To determine whether a firm's work could successfully compete in an awards competition, the firm's marketing professional should:&collect published articles on winning projects from recent years.&hire a student to do research on winning projects in the firm's category.;hire a consultant to complete the entry form.;collect copies of all entry forms submitted during the past four to five years.;&.RF<br>Cohn J: The Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>4.11, Award Submittals, p. 201.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.249&mcs&0&Y&When planning for a special event such as an owner's building dedication, a marketing professional should:&provide credit and background information on the design and construction firms and key consultants.&use the opportunity to showcase the firm's capabilities and past projects.;make press releases available to the media as quickly as possible, so that they are not overshadowed by the client's media information.;let the client take the lead, offering support only if asked.;&superseded by 344<br>.RF<br>Barr V: Promotion Strategies for Design and Construction Firms. Van Nostrand <br>Reinhold, 1995, p. 152.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.250&mcs&0&N&Which of the following is the first step in planning a special event?&Defining goals&Determining the availability of key staff;Establishing a budget;Talking to clients to see what kind of event they prefer;&.RF<br>Gaston BR: "Creating Special Events," in The Handbook for Marketing <br>Professional Services. SMPS, 1994, Chap. 4.13, Special Events and Corporate <br>Entertainment, p. 150.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.251&mcs&0&N&The key to the success of a firm's internal marketing program is to:&obtain buy-in for the program from principals and key managers.&prepare an annual report listing statistics, shortlist rates, and wins.;meet monthly with the firm's president or executive vice president. ;provide a periodic e-mail to update all employees.;&.RF<br>Crane FG: Professional Services Marketing. Haworth Press, 1993, p. 48.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.252&mcs&0&Y&In a multi-office professional services firm, collaboration among the offices can be <i>best</i> enhanced by:&building ongoing personal relationships.&clearly stating management expectations regarding cooperation.;sharing common software and having well-defined responsibilities.;reminding staff periodically of the firm's goals and mission.;&.RF<br>Maister DH: Managing the Professional Services Firm. The Free Press, 1993, <br>p. 335.<br> reviewed 081004, replaced by cpsm2.383&&&a&06.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.253&mcs&0&Y&If top management is committed to building a firm that is reliable, credible, trustworthy, and responsible, which of the following steps would be most critical?&Monitoring behavior and holding staff accountable&Including updates on ethical issues in all management reports;Publicizing the firm's philosophy and intent, both internally and externally;Incorporating ethical behavior into the firm's mission statement;&superseded by 345<br>.RF<br>Verschoor C: "Principles Build Profits. Management Accounting, Oct 1997, pp. <br>42-46.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.254&mcs&0&Y&Sharing information from a firm's marketing plan with employees:&is a good practice, because it will help foster their commitment to goals and strategies.&is a good practice, because it will minimize the number of inappropriate questions.;should be avoided, because they probably won't understand it.;should be avoided, because important information and insights could be lost if employees leave the firm.;&.RF<br>Kinney CE: "Staff Participation and Training," in AE Marketing Journal. <br>November 1995, p. 7.<br>&&&a&06.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.255&mcs&0&N&A marketing professional's participation in professional associations should be viewed <i>primarily</i> as:&an investment in personal development.&an incidental marketing expense.;another forum in which to market himself or herself.;an opportunity to showcase his or her talents.;&.RF<br>Rutherford RC: "Invest in Your Future," in SMPS Michigan-The Shortlist <br>Newsletter. Spring 1994, p. 1.<br>.CO MPS255<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.256&mcs&0&Y&For a marketing professional, the <i>primary</i> purpose of participating in professional associations is to:&provide for his or her professional development.&gain name recognition and industry exposure.;develop personal and business relationships.;promote the services of his or her firm.;&.RF<br>Biderman G: "Professional Organizations," in The Handbook for Marketing <br>Professional Services. SMPS, 1994, p. 245.<br>.CO MPS256<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.257&mcs&0&Y&To develop a human resource base that can best serve the needs of a firm's clients, it is a good strategic move to:&hire non-design employees with credibility in the industry.&hire highly skilled architects/engineers with in-depth experience in the industry.;form a joint venture with another firm in the industry.;create a strategic alliance with another firm with experience in the industry.;&rewrite<br>.RF<br>Stop Hiring A/E Professionals! PSMJ, January 1996, p. 3.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.258&mcs&0&N&In addition to knowing a client's needs, which of the following steps should a firm's marketing professional take to ensure the effective selection and use of specialized subconsultant services?&Review potential subconsultants with the client if possible, and include the subconsultants in the presentation, as appropriate.&Select only subconsultants who have worked for the firm before and include them in the presentation.;Select subconsultants based on experience alone and sell the firm's team on the strength of the subconsultants.;Select subconsultants based on experience alone and include them in the question-and-answer part of the interview.;&.RF<br>Scarbrough PH: "Gaining an Edge: Eight Steps to Selecting Specialty <br>Consultants," in SMPS Marketer, vol 14, issue 4. SMPS, April 1994, p. 8.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.259&mcs&0&N&Relationship marketing is the process of:&Focusing on customer retention&Focusing on the single sale;Dealing with service as a product;Developing the marketing theory;&.RF<br>Christopher, Martin, Adrian Payne and David Ballantyne, \fIRelationship<br>Marketing\fP, Oxford, Butterworth-Heinemann Ltd., 1991: page 9.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.260&mcs&0&N&Three key ingredients to effective employee recruitment and retention are financial rewards, identifying why employees leave, and:&a good working environment.&a well-run human resources department.;accepting electronic resumes.;providing on-time performance appraisals.;&.RF<br>Hornberger, F., Attracting and Keeping Good Employees, Marketer, Vol. 18, <br>Issue 3, 1993, p. 13.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.261&mcs&0&N&You have researched five companies you believe are good prospects for your firm. Now you want to learn about the key people in these firms. Your best source for this information is:&Dun and Bradstreet.&F.W. Dodge.;a search engine.;ENR online.;&.RF<br>Babiarz, B., SMPS Marketing Handbook, Chapter 1.1, Marketing Research, 2000,<br>p. 13.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.262&mcs&0&Y&Before committing to an exhibit presence at a show or convention, it is most important to:&know exactly the target audience you expect to reach.&ask the organizers how long they have been in business.;have your key staff available.;find out if your competitors are also exhibiting.;&.RF<br>Kubal, Miner, Worth, Building Profits in the Construction Industry, <br>McGraw Hill, 2000, p. 192.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.263&mcs&0&N&A marketing professional is asked to develop a survey to determine client satisfaction. Which of the following survey methods has the highest response rate?&Telephone interviews&Mailed surveys;Interactive web pages;Focus groups;&me281,136, 65,72<br>.RF<br>Beckwith, H., Selling the Invisible, Warner Brothers, 1997, p. 29.<br>&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.264&mcs&0&Y&Use of storyboarding in a presentation enables you to:&coordinate the verbal and visual messages.&take control of presentation preparation.;significantly reduce presentation costs.;reduce the time needed to prepare.;&.RF<br>Harding, F., Rainmaking: Attracting New Clients, Adams Median Inc., 1994,<br>pp. 255\(en256.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.265&mcs&0&Y&In responding to RFP questions, the best strategy is to answer:&as directly and straightforwardly as possible.&only those questions that put your firm in the best light.;in detail with your interpretation on the answer.;by referring the reader to other areas for the answer.;&.RF<br>Maibach, S.B., Proposals\(slQualifications, Marketing Handbook for the Design <br>and Construction Industry, BNI Building News, 2000, p. 203.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.266&mcs&0&N&When using a project photograph, it is ethically acceptable to digitally enhance an image by changing:&the color of the sky.&the location of rooftop equipment.;the color of the window glass.;imperfections in the masonry.;&.RF<br>Sheriff, W., \(odThe Voice of Photography,\(cd Marketing Handbook for the<br>Design and Construction Professional SMPS, BNI Building News, 2000, p. 322.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.267&mcs&0&N&In setting up an appointment to be debriefed by a client on a project your firm did not win, it is important to let the client know:&that you accept the client's decision.&that you will send a complete list of questions prior to the interview.;how long the debriefing will take.;the reputation of your firm in this design area.;&.RF<br>Harding, F., Rainmaking: Attracting New Clients, Adams Median Corp., 1994,<br>p. 185, 2nd ed.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.268&mcs&0&Y&Which of the following questions should you consider first when planning a special event?&What do we want attendees of the event to remember about our firm?&How much money and staff time can be allocated for the event?;Whom, how many, and what categories of people do we want to attend?;What is a suitable time and location for the event?;&.RF<br>Gaston, B., Creating Special Events, SMPS Handbook, BNI Publications Inc.,<br>2000, p. 381.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.269&mcs&0&N&The primary purpose of attending trade association meetings should be to:&meet fellow professionals and develop relationships.&become familiar with the issues facing the association.;exhibit your firm's services.;assess the association's viability for your firm's business.;&me007<br>.RF<br>Harding, F., Rainmaking: The Professional's Guide to Attracting New Clients,<br>Bob Adams Inc., 1994, p. 62.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.270&mcs&0&Y&When writing and submitting an article for journal publication, it is most important to:&address the audience in a manner consistent with the journal's editorial policy.&develop the article around a case study.;send the article to numerous journals to ensure publication.;write the article without a specific journal in mind, in order to allow for more flexibility.;&.RF<br>Harding, F., Rain Making: The Professional's Guide to Attracting New Clients,<br>Bob Adams Inc., 1994, p. 25.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.271&mcs&0&Y&What is the basic concept behind networking?&Helping people&Doing lunch;Asking people you know to help you get business;Using your friends to get business;&.RF<br>Harding, F., Rain Making: The Professional's Guide to Attracting New Clients,<br>Bob Adams Inc., 1994, p. 45, p. 79.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.272&mcs&0&N&The fundamental principle implicit in the concept of networking is:&How can I help this person?&With whom do my competitors network?;How can I best gather information about a prospective client?;How can this person help me? ;&.RF<br>Harding, F., Rain Making: The Professional's Guide to Attracting New Clients,<br>Bob Adams Inc., 1994, p. 45, p. 79.<br>reviewed 081004, okay as is&&&a&03.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.273&mcs&0&N&The most important consideration in writing an article for publication is:&knowing your audience.&generating leads.;targeting a journal.;gaining prestige.;&.RF<br>Harding, F., Rain Making: The Professional's Guide to Attracting New Clients,<br>Bob Adams Inc., 1994, p. 25.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.274&mcs&0&Y&Successful analysis of marketing expenditures for your marketing plan depends primarily on the:&details contained within the marketing budget.&firm's accounting and reporting systems.;input of principals and key staff members into the marketing process.;principals' willingness to discuss the marketing plan.;&superseded by 346<br>.RF<br>Quebe, L., The Marketing Budget, SMPS Handbook, BNI Publications Inc., 2000,<br>p. 78.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.275&mcs&0&N&To retain its promising young professionals, a firm decides to initiate a formal coaching and mentoring program. An effective program will increase the firm's:&long-term profitability.&number of principals.;billable hours.;short-term profitability.;&.RF<br>Maister, D., Managing the Professional Services Firm, The Free Press, 1993, <br>pp. 157\(en159.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.276&mcs&0&Y&You have created a communications plan for your firm and want to be sure you do not overspend the amount budgeted for your promotional program. The most effective way to monitor expenditures is to:&assign job numbers to each marketing effort you have budgeted.&assign percentages of the overall marketing budget to each promotional program.;analyze the previous year's expenditures and allot a similar budget for each program.;meet with marketing staff and principals monthly to identify and discuss expenditures.;&me294<br>8/12/03 workshop prefers 294<br>.RF<br>Quebe, L., The Marketing Budget, SMPS Handbook, BNI Publications Inc., 2000,<br>p. 78.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.277&mcs&0&Y&A debriefing interview after your proposal has not made the short list provides a good opportunity to:&increase your understanding of the client's needs.&clarify or add points that may have been unclear or omitted from your proposal.;share with the client the tremendous effort your firm made in putting together the proposal.;open discussion with the client about future opportunities.;&me329<br>.RF<br>Yates, N.R., Debriefing: Building Positive Relationships from Client Feedback,<br>SMPS Handbook, BNI Publications Inc., 2000, pp. 222\(en223.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.278&mcs&0&Y&Your team has been shortlisted for a state-of-the-art building project. Your main selling point is that your team has a leading-edge technological advantage. Which of the following visuals would best support your presentation strategy?&Computer projections/animations&A site plan and model;A team video;A combination of boards and sketches created during the presentation;&.RF<br>Sanders, J., Winning Presentations, SMPS Handbook, BNI Publications Inc., 2000,<br>p. 211.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.279&mcs&0&Y&You are working on a proposal with an uncertain schedule that requires the project team to work late nights and weekends as the due date approaches. The best strategy to assure that the proposal runs as smoothly as possible is to:&authorize an effective proposal manager.&appoint the designated project manager to lead the proposal effort.;involve all members of the designated project team in the proposal process.;assign additional staff to handle the process.;&.RF<br>Black, T., The Proposal Is Your Budget, SMPS Marketer, December 1997, p. 12.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.280&mcs&0&N&In surveying your client base, you are likely to get the most accurate information if which of the following conducts the survey?&A third party&A project manager who knows the market base well;Your firm's president;Your firm's senior marketing professional;&.RF<br>Beckwith, H., Selling the Invisible, Warner Brothers, 1997, p. 24.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.281&mcs&0&Y&You are interested in learning how you can improve your client services. You will get the most accurate and detailed information from which of the following research methods?&Telephone survey&Written survey;Series of focus groups;E-mail survey;&me263. 136<br>.RF<br>Beckwith, H., Selling the Invisible, Warner Brothers, 1997, pp. 26\(en31.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.282&mcs&0&N&Which of the following statements reflects a good budgeting strategy?&If you are trying to diversify into new markets, your budget should be higher.&If your client base is homogeneous, your budget should be larger.;If you have a low percentage of repeat business, your budget should be smaller.;If your firm is large, you should devote a lower percentage of billings to the marketing budget.;&&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.283&mcs&0&N&Public relations is a valuable part of any marketing program primarily because:&it builds a firm's reputation.&mass distribution of press releases increases probability of coverage.;publishers are constantly looking for stories.;it has an attractive cost/benefit ratio.;&.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>p. l22.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.284&mcs&0&N&Which of the following is the most important ingredient for effective cold calling?&Persistence&Training;Assignments;Confidence;&.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>p. 97.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.285&mcs&0&Y&A primary rule when speaking with a reporter is to:&say nothing 'off the record.'&respond with 'no comment' on controversial issues.;explain things clearly and in detail.;ask for a promise that your name/firm will be mentioned.;&.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>p. 132.<br>.CO MPS285<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.286&mcs&0&N&A common misconception about public relations articles is that:&the process starts with a press release.&they have to be of interest to the audience.;they generate leads.;they build your reputation.;&.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>pp. 122\(en123.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.287&mcs&0&Y&The sales process starts with establishing rapport and is followed by:&getting information, giving information, responding to concerns.&responding to concerns, giving information, getting information.;giving information, responding to concerns, getting information.;giving information, getting information, responding to concerns.;&me291<br>.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994,<br>p. 134.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.288&mcs&0&Y&To be considered newsworthy, a public relations article should be: ¤t, informative, and urgent.&informative, people orientated, and substantive.;current, event driven, and statistical.;informative, humorous, and short.;&me291<br>.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>p. 126.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.289&mcs&0&N&The primary requirement for a successful relationship marketing program is to:&assign an account (or client) manager.&have a large cold-calling program.;divide the responsibility equally among the principals.;involve as many people as possible.;&.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>p. 83.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.290&mcs&0&N&To have a successful teaming experience, it is most important for team partners to:&share similar core values.&be willing to be exclusive.;be in an easily accessible location.;be known to the client.;&.RF<br>Garikes, R., Joint Ventures, Alliances and Teaming Strategies, Marketing<br>Handbook, p. 167.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.291&mcs&0&Y&The order of the sales process is:&establish a rapport, obtain information, give information, respond to concerns.&qualify the prospect, meet face-to-face, present information, respond to questions.;make appointment, give information, obtain information, set next step.;establish rapport, make presentation, overcome objections, close the sale.;&me287, 104<br>superseded by 348<br>.RF<br>Harding, F., Rain Making: Attracting New Clients, Adams Median Inc., 1994, <br>p. 134.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.292&mcs&0&N&The best time to prepare presentation visuals is:&after you have developed the strategy.&once you have identified the competition.;at least three days before the interview.;after you have had your first dry run.;&.RF<br>Sanders, J., Winning Presentations, Marketing Handbook, p. 211.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.293&mcs&0&Y&A winning presentation should focus primarily on:&the benefits to the client.&why yours is the best firm for the job.;your team's unique qualifications.;how much you want the project.;&.RF<br>Sanders, J., Winning Presentations, Marketing Handbook, p. 207.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.294&mcs&0&N&The best way to successfully track your marketing budget is to:&assign job numbers to all tasks.&create a detailed spreadsheet to track expenditures.;meet monthly with firm principals to review their activities.;divide your budget into 12 equal segments and review monthly.;&me276<br>8/12/03 workshop prefers 294<br>.RF<br>Quebe, L., The Marketing Budget, Marketing Handbook, p. 78.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.295&mcs&0&Y&A public relations program is budgeted as:&an indirect marketing activity.&a direct marketing activity.;a sales activity.;a project development activity.;&me276<br>.RF<br>Quebe, L., The Marketing Budget, Marketing Handbook, p. 77.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.296&mcs&0&Y&A 'bottom-up' method of assigning costs to each item in a marketing plan is known as:&goal-based budgeting.&the cost-plus method.;scenario planning.;the percentage method.;&.RF<br>Quebe, L., The Marketing Budget, Marketing Handbook, p. 76.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.297&mcs&0&Y&A marketing budget is most meaningful if it is based on:&the marketing plan.¤t market research.;the firm's practice areas.;sound financial planning.;&.RF<br>Quebe, L., The Marketing Budget, Marketing Handbook, p. 75.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.298&mcs&0&N&The first step in developing a marketing information system is to:&conduct a needs assessment.&establish a budget for implementation.;make sure that your software is compatible with your hardware.;make sure the principals will use it.;&me34, 113, 151<br>.RF<br>Luers, J., Lead Tracking and Sales Reporting, Marketing Handbook, p. 144.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.299&mcs&0&N&According to Pareto's rule, 80% of your profits come from:&20% of your clients.&10% of your clients.;50% of your clients.;80% of your clients.;&.RF<br>Bond, E., Client Maintenance, Marketing Handbook, p. 151.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.300&mcs&0&N&Bringing two or more firms together to form a separate legal entity to pursue a project is known as a:&joint venture.&strategic partnership.;teaming alliance.;project-teaming agreement.;&.RF<br>Garikes, R., Joint Ventures, Alliances and Teaming Strategies, Marketing<br>Handbook, p. 165.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.301&mcs&0&N&The first step in providing unity and continuity to a proposal is to:&develop an effective theme.&decide on a graphics scheme.;select the typeface.;write the cover letter.;&.RF<br>Maibach, S., Proposals\(slQualifications, Marketing Handbook, p. 195.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.302&mcs&0&Y&You have decided to hire an outside consultant to manage your PR efforts. The key to successfully managing this consulting relationship is:&a well-written contract.&detailed invoices.;documentation through a clipping service.;weekly progress meetings.;&superseded by 349<br>.RF<br>Park, C., Hiring Consultants and Managing Consultant Relationships, Marketing<br>Handbook, p. 259.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.303&mcs&0&N&One reason firms strive to provide superior client service is to:&maximize positive referrals.&have a smaller client base composed of larger client entities.;build staff expertise.;increase staff size.;&.RF<br>Kennedy, M., and Greenberg, S., Clientship, ACEC, 1998, p. 9.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.304&mcs&0&Y&Marketing plans should parallel the firm's:&financial objectives.&service capabilities.;overhead functions.;stockholders' equity.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw Hill, 2000, p. 101.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.305&mcs&0&Y&In the marketing planning process, two key components of action plans are cost and:&schedule.&evaluation.;staff.;organization charts.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 94.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.306&mcs&0&Y&Your firm is considering entering the global market. Key areas you need to evaluate are:&what the clients expect and need.&your exit strategy.;forms of payment you will accept.;ways to incorporate U.S. technology.;&.RF<br>Tucker, R., P.E., International Marketing: Marketing Handbook for the Design<br>and Construction Professional (SMPS), BNI Building News, 2000, p. 66.<br>&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.307&mcs&0&N&Which of the following is the most effective prospecting strategy? &Research, select a few prospects that have high potential for future work, call each, and establish a meeting to learn more about their needs.&Join the local Chamber of Commerce, become a leader within the organization, and become known for civic improvements.;Select a group of prospects that have similar backgrounds and send each a newsletter on a monthly basis.;Identify a large group of potential service purchasers and invite them to an educational seminar.;&.RF<br>Maister, D.H., Managing the Professional Service Firm, Free Press, 1993, p. 59.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.308&mcs&0&N&In professional services, client satisfaction is defined by:&the client's perceptions of expectations met.&the client's goals in light of the service provider's accomplishments.;the client's anticipation of problem solving in light of design costs.;the technical work product.;&.RF<br>Maister, D.H., Managing the Professional Service Firm, Free Press, 1993, p. 71.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.309&mcs&0&N&The best reason for conducting probing interviews with prospects prior to submitting a proposal is to:&gather information to determine the approach to be taken.&explain previous projects of a similar nature.;establish a rapport with the key decision-maker.;promote name recognition for your firm.;&.RF<br>Safford, D., Proposals: On Target; On Time, ACEC, 1997, p. 14.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.310&mcs&0&Y&Key steps in the process of developing an international business alliance include establishing criteria for the type of alliance you need, identifying and evaluating prospective partners, and:&creating realistic expectations.&minimizing expensive face-to-face contact.;focusing on the competition.;understanding business protocol.;&superseded by 350<br>.RF<br>Tucker, R., P.E., International Marketing: Marketing Handbook for the Design<br>and Construction Professional (SMPS), BNi Building News, 2000, p. 70.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.311&mcs&0&Y&In making a go/no-go decision, which of the following key criteria are typically defined with a strategic plan?&Type and size of project, geographic location, client type&Human resources, accounting, management;Market segment, staffing, prestige;Building type, zoning, core competency;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 277.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.312&mcs&0&Y&The decision to pursue a project should fall within the boundaries established by a firm's:&strategic plan.&client mix.;geographic location.;financial plan.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 277.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.313&mcs&0&Y&Your firm is selectively bidding on lump-sum projects, targeting specific clients. You are not the selected bidder. You should:&conduct a client debriefing to gather information.&move on to the next opportunity since it was a lump sum.;conduct an internal debrief.;hand it off to the principals.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 296.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.314&mcs&0&Y&The primary reason for conducting a debriefing after a proposal is won or lost is to learn:&why the firm was or was not selected.&the client's selection process.;what the competitors are doing.;who won the project.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 318.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.315&mcs&0&N&Once a client has received a large pool of proposals from interested firms, the first task is to:&eliminate proposals from the pool.&identify the three or four most technically sound proposals.;select the most responsive proposal from the pool.;numerically evaluate each proposal in the pool.;&.RF<br>Safford, D., Proposals: On Target and On Time, ACEC, 1997, p. 83.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.316&mcs&0&Y&One method to achieve a clear writing style for proposals is to use:&short sentences with language that is simple and familiar.&third-person voice.;technical terms frequently to show your expertise.;language tailored after a typical college term paper.;&.RF<br>Safford, D., Proposals: On Target and On Time, ACEC, 1997, p. 122.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.317&mcs&0&Y&Go/no-go instruments should be used:&to evaluate a project's profitability.&to determine how a client will pay.;prior to developing a marketing plan for specific prospects.;only for projects prospected by non-principals.;&rewrite<br>.RF<br>Safford, D., Proposals: On Target and On Time, ACEC, 1997, p. 26.<br>&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.318&mcs&0&N&Management just designated you spokesperson for your firm in the event of a crisis. Key elements in developing your crisis communication plan include gathering home phone numbers for the firm's leadership, lining up a public relations firm, and:&developing a method to produce and get information out quickly.&establishing the policy to always follow the client's lead.;encouraging staffers to communicate with the press.;instructing leadership to respond with ''no comment.'';&.RF<br>Capelin, J., Publicity in Good Times and Bad: Marketing Handbook for the Design and Construction Professional (SMPS), BNi Building News, 2000, p. 315.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.319&mcs&0&N&To make advertising successful, you need to:&pick the right media for your audience.&target a large audience.;compress the time frame.;hire an agency.;&.RF<br>Rossi, J., What is Advertising and How Can It Be Used to Benefit the <br>Professional Service Firm; Marketing Handbook for the Design and Construction <br>Professional, BNi Building News, 2000, p. 301.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.320&mcs&0&Y&To select an appropriate advertising agency, you should define your needs, make an agency shortlist, select finalists for presentations, and:&check their references.&conduct a design competition.;select the low bidder.;review their awards and broadcast samples.;&me246, 172, 149<br>.RF<br>Rossi, J., What is Advertising and How Can It Be Used to Benefit the<br>Professional Service Firm; Marketing Handbook for the Design and Construction<br>Professional (SMPS), BNi Building News, 2000, p. 294.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.321&mcs&0&N&Photographers who specialize in photographing buildings have equipment that:&eliminates visual distortion.&produces clear images.;compensates for poor lighting.;captures creative angles.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 196.<br>reviewed 081004, okay as-is&&&a&05.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.322&mcs&0&Y&The best way to ensure that colors are correct in a printed piece is to do a:&press proof.&blue-line proof.;chromalin proof.;Fuji proof.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 202.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.323&mcs&0&N&The key advantage of using direct mail in a communications campaign is:&ability to reach a targeted audience.&credibility of message.;high response rate.;low cost.;&.RF<br>Kubal, Worth, Miller, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 152.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.324&mcs&0&Y&The primary advantage of advertising is its ability to:&control the message.&establish credibility.;be cost-effective.;target small groups.;&.RF<br>Kubal, Miller, Worth, Building Profits in the Construction Industry, <br>McGraw\(hyHill, 2000, p. 152.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.325&mcs&0&Y&When creating a computer-generated slide show presentation, it is best to use:&no more than six bullet items per slide.&one slide per 6 minutes of presentation.;animation as often as possible.;at least four colors to differentiate levels of importance.;&rewrite<br>.RF<br>Knutsen, D., Winning Presentations - Seminar, 1994.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.326&mcs&0&N&Of the following, the best way for a firm to maintain a positive reputation is to:&provide exceptional client service.&secure the services of a public relations firm.;advertise in professional journals.;use a distinctive and memorable name and logo.;&.RF<br>Levinson, J.C., Guerrilla Marketing Weapons, Plume, 1990, p. 239.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.327&mcs&0&Y&There are newly completed projects you would like to photograph. Your photographer must travel because the projects are located in different cities and regions. Project shoots are limited to one per day because of the travel time involved. The most effective strategy would be to: &use a different local photographer for each shoot.&obtain a lower rate by using the same photographer for multiple projects.;eliminate a difficult location.;wait until you have multiple projects in the same location.;&.RF<br>Sherrill, W., Marketers Handbook, Visual Voice of Photography, 2000, p. 319.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.328&mcs&0&Y&Obtaining the approval of the client to photograph a project is:&always recommended.&sometimes recommended.;never necessary.;often unnecessary.;&.RF<br>Sherrill, W., Marketing Handbook Visual Voice of Photography, 2000, p. 320.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.329&mcs&0&Y&The primary purpose of a debriefing after a loss is to:&find out the client's views of the firms they hire.&ask the client direct questions about the process.;ask directly why your firm did not get the project.;arrange face time with the client so that the client might reconsider your firm.;&me277<br>8/12/03 workshop thinks this question needs work, leave inactive, no changes proposed.<br>.RF<br>Yates, N., Marketing Handbook Debriefing, 2000, p. 228.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.330&mcs&0&N&In planning for a photo shoot, you should first:&decide how you will use the images.&establish the budget for the photo shoot.;select the format.;ask the project team for its input on the shoot.;&.RF<br>Sherrill, W., Marketing Handbook Visual Voice of Photography, 2000, p. 318.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.331&mcs&0&Y&When selecting a photographer for a shoot, it is most important to:&make sure you are talking to the person who will take the photos.&use a photographer who specializes in your project type.;have all involved parties make a site visit.;get the project team and the client to agree on the selection of the photographer.;&.RF<br>Sherrill, W., Marketing Handbook Visual Voice of Photography, 2000, 318.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.332&mcs&0&Y&Debriefing after a loss, should be seen as an opportunity to:&demonstrate your interest to the client.&impress the client for the next job.;ask the client to reconsider your firm for the project.;find out what the interviewing team did wrong.;&.RF<br>Yates, N., Marketing Handbook Debriefing, 2000, p. 221.<br>&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.333&mcs&0&Y&Your firm is undertaking a new communications program. The first step is to:&perform initial research to benchmark the firm's recognition factor.&send a test mailer to advertise your web site and track the increase in hits.;call several major clients to ask if they read your announcements.;keep a log of how often your name appears in the local press.;&.RF<br>Fuessler, R., Marketing Handbook, Communications Planning, p. 251.<br>&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.334&mcs&0&N&To successfully help technical staff participate in marketing and sales efforts, a firm should provide:&selling skills training and support.&a contact list and in-house contracts training.;training in presentation techniques and lead-tracking software.;sales goals and an expense account.;&.RF<br>Harding, F., Creating Rainmakers, Marketer, Volume 19, Issue 5, SMPS, 1999,<br>p. 9.<br>&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.335&mcs&0&N&A firm must have a go/no-go process to evaluate an RFP so that the firm can:&analyze the probability of successfully securing the job.&determine whether the client knows the competition.;evaluate whether the marketing budget includes the cost of proposal preparation.;successfully understand the firm's strengths and weaknesses.;&Update of 10&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.336&mcs&0&N&The most important component in preparing for a successful presentation is:&developing a strategy.&knowledge of the industry.;rehearsing the presentation;experience with the firm.;&Update of 12&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.337&mcs&0&N&Market research should be conducted:&on an ongoing basis.&annually.;quarterly.;semi-annually.;&Update of 29&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.338&mcs&0&N&The best approach to finalizing a marketing plan is to:&outline responsibilities and get commitments.&modify the plan to meet each individual's goals.;communicate small pieces of the process.;get CEO's approval;&Update of 33&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.339&mcs&0&N&When choosing subconsultants for a project team, what is the most important question that should be asked?&Do they fit well with the team and the project?&Are they priced competitively?;Are they on other teams?;Have we worked with them before?;&Update of 48&&&a&04.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.340&mcs&0&N&A marketing professional has been assigned responsibility for developing a firm's marketing database. The first step would be to:&determine the firm's specific marketing information needs.&determine the firm's budget.;assign a specific staff person to develop the database.;evaluate the capabilities of commercial software.;&me298, 151, 34<br>Update of 113&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.341&mcs&0&N&If a firm's marketing efforts are focused on foreign companies planning to expand their United States operations, which of the following groups would be the highest priority on a networking list?&U.S. Department of State and state and county economic development representatives&Foreign based banks and investment firms;International Monetary Fund;Foreign newspaper and magazine editors;&Update of 121&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.342&mcs&0&N&Which of the following is key to implementing a marketing plan?&Make staff responsible for specific outcomes and hold them accountable.&Develop rigid control systems.;Review schedules and control outcomes on a continuous basis.;Establish an incentive-based performance management system.;&Update of 208&&&a&02.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.343&mcs&0&N&If a series of debriefings indicates a need for training, the marketing department should:&inform the firm's markets about the new or improved skills and abilities of the staff after training has taken place.&assume that the need for training is only a perception and concentrate on other details of the debriefing.;include the names of persons who received additional training in the firm's in-house newsletter after training has taken place.;arrange for a focus group of employees to verify the training needs.;&Update of 227&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.344&mcs&0&N&When planning for a special event such as an owner's building dedication, a marketing professional should:&offer to provide credit and background information on the project team.&use the opportunity to showcase the firm's capabilities and past projects.;make press releases available to the media as quickly as possible, so that they are not overshadowed by the client's media information.;offering support only if asked.;&update of 249&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.345&mcs&0&N&If top management is committed to building a firm that is reliable, credible, trustworthy, and responsible, which of the following steps would be most critical?&Monitoring behavior and holding staff accountable&Including updates on ethical issues in all management reports;Externally promote the firm's philosophy and intent.;Incorporating ethical behavior into the firm's mission statement;&Update of 253&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.346&mcs&0&N&Successful analysis of marketing expenditures for your marketing plan depends primarily on the:&details contained within the marketing budget.&firm's accounting systems.;input of principals and key staff members into the marketing process.;principals' willingness to discuss the marketing plan.;&Update 274&&&a&06.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.347&mcs&0&N&Literature searches and case studies are data-collection methods typically used in:&secondary research.&causal research.;descriptive study research.;primary research.;&Update of 204&&&a&01.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.348&mcs&0&N&The order of the sales process is:&establish a rapport, obtain information, give information, respond to concerns.&qualify the prospect, meet face-to-face, present information, respond to questions.;make appointment, give information, obtain information, set next step.;establish rapport, make a presentation, obtain information, overcome objections.;&me287, 104<br>update of 291&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.349&mcs&0&N&You have decided to hire an outside consultant to manage your PR efforts. Which of the following is most important to successfully managing this consulting relationship?&a well-written contract.&detailed invoices.;documentation through a clipping service.;weekly progress meetings.;&update of 302&&&a&05.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.350&mcs&0&N&Key steps in the process of developing an international business alliance include establishing criteria for the type of alliance you need, identifying and evaluating prospective partners, and:&creating realistic expectations.&minimizing expensive face-to-face contact.;Having compatible technology.;understanding business protocol.;&Update of 310&&&a&03.0&1&1&&0&1&&&N.
|
||
|
|
CPSM2.351&mcs&0&N&What is the basis for the development of a marketing strategy?&Expertise&Ownership model;Staff size;Market share;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 5&&&a&02.0&&&&&1&&&N.
|
||
|
|
CPSM2.352&mcs&0&N&Catch phrases or tag lines used in conjunction with a professional firm's logo:&Should be used to help express what your firm does.&Should not be used because they clutter the graphics.;Should only be used for firms that are named for the principals.;Should never be used for firms that are named for the principals.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 61-62&&&a&03.0&&&&&1&&&N.
|
||
|
|
CPSM2.353&mcs&0&N&The sections in a proposal should:&follow the client's instructions for order of sections, even if they are duplicative and not logical.&be put in a logical order to answer the client's questions and avoid duplication of information.;be put in a firm's standard sequence to avoid duplication.;follow the client's instructions, but leave sections blank to avoid duplication of information.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 103&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.354&mcs&0&N&Brand position is best defined as the place:&a company's services occupy in a particular market.&a company's tag line resides in relation to its logo.;where a company's services are located in the firm's marketing plan.;a company's web-site occupies in search engine results.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 92&&&a&05.0&&&&&1&&&N.
|
||
|
|
CPSM2.355&mcs&0&N&Brand equity can best be defined as the market's:&familiarity with a company's symbols, slogans, and clients.&response to a company's advertising.;view of a company's principals and project managers.;familiarity with a company's financial position.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 90&&&a&05.0&&&&&1&&&N.
|
||
|
|
CPSM2.356&mcs&0&N&"Terms and conditions" is a term used to describe:&standard contract clauses that determine the business relationship between a firm and their client.&standard contract clauses that describe the nature of the work that will be performed by a firm for their client.;special contract clauses that define the period of the contract with the client and the expected site conditions.;special contract clauses that define the period of the project for the client and the expected occupancy conditions.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 138&&&a&06.0&&&&&1&&&N.
|
||
|
|
CPSM2.357&mcs&0&N&Internal company business meetings are best used as opportunities for:&collaborative dialogue.&communicating management directives.;communicating employee complaints.;collaborative personal development.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 149&&&a&06.0&&&&&1&&&N.
|
||
|
|
CPSM2.358&mcs&0&N&In a press release, where is the best place to put in a brief company description?&In the last paragraph&Not at all;In the first paragraph;Only after a quotation from a principal;&Ref: SMPS - Marketing Handbook - BNI Publication 2000 - pages 306-9&&&a&05.0&&&&&1&&&N.
|
||
|
|
CPSM2.359&mcs&0&Y&What is a threshold at which federal contracts must be publicly advertised?&$25,000&$10,000;$100,000;$250,000;&me126<br>Ref: SMPS - Marketing Handbook - BNI Publication 2000 - page 215<br>NOTE: ask committee to rule on similarity with 146&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.360&mcs&0&N&In getting from the shortlist to contract, what are the most important characteristics on which clients evaluate firms during an interview?&Truth and Commitment&Design Ability and Expertise;Technology and Capacity;Local Presence and Cost Savings;&Ref: Barksdale, Day - Getting from the Short List to the Contract - SMPS 2000 - page 9&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.361&mcs&0&N&Your firm decides to utilize project extranets and web conferencing capabilities as project management resources. On which of the four P's will this decision have the greatest impact?&Place&Price;Promotion;Product;&Ref: Kubal, Miller, Worth - Building Profits in the Construction Industry - McGraw Hill 1999 - page 92&&&a&02.0&&&&&1&&&N.
|
||
|
|
CPSM2.362&mcs&0&N&Once a marketing plan is written and approved, how often should the plan be reviewed by the plan's authors and the firm's principals?&At least quarterly&At the end of the three-to-five year plan cycle;At corporate retreats involving all the firm's managers;When a new CEO takes over;&Ref: SMPS - Marketing Handbook - BNI Publication 2000 - pages 93-4&&&a&02.0&&&&&1&&&N.
|
||
|
|
CPSM2.363&mcs&0&N&When conducting research on the finances of privately held companies, what are the best sources?&Dun and Bradstreet and Dow Jones&Annual reports and 10-K statements;IRS and state tax agencies;Company websites and media coverage;&Ref: SMPS - Marketing Handbook of the Design and Construction Professional - BNI Publication 2000 - page 16&&&a&01.0&&&&&1&&&N.
|
||
|
|
CPSM2.364&mcs&0&N&A large state school construction agency posts the following information on their website for <b>all</b> a/e projects in the state.<br>- The construction cost estimate of each project <br>- A longlist of all firms submitting an expression of interest<br>- Firms shortlisted to prepare a proposal and make a presentation<br>- The selected firm and the contract value<br><br>Using this data, which of the following statistics should you be able to accurately develop regarding this market?<br><b>1</b> - Hit rates of competitors in this market<br><b>2</b> - Each firm's market share<br><b>3</b> - The long-term forecast for this market<br><b>4</b> - The marketing budget of competitors&1 and 2&1 only;All (1,2,3 and 4);None of the above;&Ref: SMPS - Marketing Handbook - BNI Publication 2000 - page 10&&&a&01.0&&&&&1&&&N.
|
||
|
|
CPSM2.365&mcs&0&N&The primary benefit of asking clients about their unfilled needs is to:&identify opportunities to develop new services&gather information to use in your next proposal;build a stronger relationship with the client;highlight your competitors weaknesses;&Ref: Maisten, David - Managing the Professional Services Firm - Simon and Schuster 1993 and 1997 - page 62&&&a&01.0&&&&&1&&&N.
|
||
|
|
CPSM2.366&mcs&0&N&In preparing high impact project descriptions, it is most important to:&emphasize the value your firm brought to the project and client.&use a variety of fonts and colors to create visual interest.;write a detailed description using short sentences and bullet points.;include data such as cost, size, completion date and client reference.;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - pages 100-1&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.367&mcs&0&N&In writing a proposal, what is the most important reason to understand your client's specific needs?&To emphasize the benefits the client will receive.&To be sure your fee proposal is competitive.;To differentiate yourself.;To convey that you're easy to work with. ;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - pages 61-2&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.368&mcs&0&N&The theory of six degrees of separation says that it takes only six steps to connect you with any human being on earth. Practicing this theory is a good example of:&networking&lead finding;birddogging;powerselling;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - pages 30-1&&&a&03.0&&&&&1&&&N.
|
||
|
|
CPSM2.369&mcs&0&N&Your firm received an RFP from a client within your target market. Although no one in your firm knows this client, you decide to submit in order to position yourself for the next opportunity. This is flawed reasoning because:&a proposal is not the right tool to position your firm.&the client will probably ignore your proposal since they don't know you.;it just skews your hit rate in a negative manner.;you'll have to authorize overtime to do a credible job.;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - page 23&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.370&mcs&0&N&If an RFP has an unusual amount of highly detailed requirements in it, you should investigate further because it's likely that:&the project is biased towards another consultant.&the client is too inexperienced to understand the project.;the fee proposal will be too difficult to quantify.;you won't be able to make a good profit.;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - page 14&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.371&mcs&0&N&In preparing a marketing budget, the best reason to calculate the costs based on Direct Personnel Expense (DPE) rather than raw labor rate is because:&it allows you to calculate the true cost of the marketing efforts.&billing rate are better indicators of profitability.;it is too difficult to determine a person's raw labor rate.;the client wants to know exactly what the project will cost.;&Ref: Quebe, Lizbeth - Plan H - SMPS 2002 - Page 78&&&a&06.0&&&&&1&&&N.
|
||
|
|
CPSM2.372&mcs&0&N&The best reason to encourage members of your firm to write and present articles or white papers is:&it gives the firm instant credibility.&they need the practice.;it provides material for your web site.;you can concentrate on other things.;&Ref: Quebe, Lizbeth - Plan H - SMPS 2002 - Page 43&&&a&05.0&&&&&1&&&N.
|
||
|
|
CPSM2.373&mcs&0&N&The primary benefit of having 2 or 3 "core" specialties is:&protection from economic downturns.&simplification of tracking leads.;saving money on marketing materials.;protection from being spread too thin.;&Ref: Quebe, Lizbeth - Plan H - SMPS 2002 - Page 12&&&a&02.0&&&&&1&&&N.
|
||
|
|
CPSM2.374&mcs&0&N&You've just joined a firm that has never employed a marketing professional. Your assessment is that the firm is disorganized and reactive. Your first step in refocusing the firm should be to:&Work with the principals to develop a strategic plan.&Collaborate with the CFO on a business plan.;Develop a comprehensive public relations plan.;Create an action plan with a targeted client list.;&Ref: Quebe, Lizbeth - Plan H - SMPS 2002 - Page 6&&&a&02.0&&&&&1&&&N.
|
||
|
|
CPSM2.375&mcs&0&N&A marketing plan should be written&annually.&twice a year.;every five years.;only when needed.;&Ref: Quebe, Lizbeth - Plan H - SMPS 2002 - Page 8&&&a&02.0&&&&&1&&&N.
|
||
|
|
CPSM2.376&mcs&0&N&The primary rule of networking is&staying in touch.&trading business cards.;being friendly.;sending useful articles.;&Ref: McCracken, L. - 2.2 Networking: Lead Development Marketing Handbook - BNI Publishing 2000 - Page 124&&&a&03.0&&&&&1&&&N.
|
||
|
|
CPSM2.377&mcs&0&N&Institutional (or image) advertising is used solely to&enhance the name recognition or reputation of a firm.&describe a particular service to a clearly defined audience.;announce a significant event.;generate clients by return mail.;&Ref: Rossi, J. - Marketing Handbook for the Design and Construction Professional: 4.6 What is Advertising? - BNI Publishing 2000 - Page 292&&&a&05.0&&&&&1&&&N.
|
||
|
|
CPSM2.378&mcs&0&N&80% of all sales are made after the ____ sales call.&fifth&third;first;tenth;&Ref: Diehl, Kenneth - 2.1 Sales and Business Development Marketing Handbook - BNI Publishing 2000 - Page 119&&&a&03.0&&&&&1&&&N.
|
||
|
|
CPSM2.379&mcs&0&N&In correct order, what are the four steps of the buying process?&Awareness, interest, desire, action&Desire, interest, action, awareness;Interest, desire, action, awareness;Awareness, desire, interest, action;&Ref: Kubal, Miller, Worth - Building Profits in the Construction Industry - McGraw Hill 2000 - page 150&&&a&03.0&&&&&1&&&N.
|
||
|
|
CPSM2.380&mcs&0&N&What are the two kinds of market research?&Primary and secondary&Statistical and factual;Primary and statistical;Questionnaires and focus groups;&Ref: Kubal, Miller, Worth - Building Profits in the Construction Industry - McGraw Hill 2000 - page 194&&&a&01.0&&&&&1&&&N.
|
||
|
|
CPSM2.381&mcs&0&N&Value pricing is:&Setting the price of a service based on its benefits to the client.&Setting the price of a service based on how many hours it will take to complete the service.;Based on time and materials costs.;Based on hourly rates fees.;&Ref: Smith, Thomas - 5.7 Value Pricing Marketing Handbook - BNI Publishing 2000 - Page 439&&&a&04.0&&&&&1&&&N.
|
||
|
|
CPSM2.382&mcs&0&N&To be effective, business development tactics should be part of an integrated program. The framework of the program should be the:&marketing plan.&business plan.;strategic plan.;public relations plan.;&.RF<br>Diehl, K., The Handbook for Marketing Professional Services, SMPS, 1994,<br>pg. 127.<br> 081004 changed from cpsm2.008, changed stem, replaced "efforts" with "tactics", changed distrctor "public relations plan" to "operations plan"&&&a&03.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.383&mcs&0&N&In a multi-office professional services firm, teamwork can be <i>best</i> enhanced by:&building ongoing personal relationships.&clearly stating management expectations regarding cooperation.;sharing common software.;reminding staff periodically of the firm's goals and mission.;&.RF<br>Maister DH: Managing the Professional Services Firm. The Free Press, 1993, <br>p. 335.<br> reviewed 081004, replaced by cpsm2.383<br>stem and 3rd distractor modified&&&a&06.0&1&1&&0&1:v&&&N.
|
||
|
|
CPSM2.384&mcs&0&Y&XYZ Architects and Engineers are headquartered in Los Angeles, CA, with branch offices in Phoenix, AZ Tucson, AZ Las Vegas, NV and Albuquerque, NM. In preparing a Standard Form 330 in response to a solicitation for A/E Services, they propose that the Los Angeles, Phoenix and Tucson offices each have a key role on the project. How many �Part II � General Qualifications� will they need to include in their submission?&Three � One for each office with a proposed key role.&One � For the entire firm.;Five � One for each office regardless of participation on the project.;None � Only sub-consultants need to submit Part II.;&General Services Administration - Standard Form 330 Instructions - Prescribed by GSA - FAR (48 CFR) 53.236-2(b), Regulatory and Federal Assistance Publications Division, GSA, 2004 Page 1 and 2. Question submitted by Machael McCann approved on 8/10/2004.&&&a&04.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.385&mcs&0&Y&How many projects can be included on each resume in �Section E� on the Standard Form 330?&Up to five.&Up to ten.;At least five but no more than ten.;There is no limit.;&Source: General Services Administration - Standard Form 330 Instructions - Prescribed by GSA - FAR (48 CFR) 53.236-2(b), Regulatory and Federal Assistance Publications Division, GSA, 2004 Page 2. <br>Question submitted by Machael McCann approved on 8/10/2004.&&&a&04.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.386&mcs&0&Y&A firm has completed the renovation of a academic sciences building. From the Standard Form 330 �List of Experience Categories� the project includes work falling under categories for Educational Facilities Classrooms Laboratories and Rehabilitation. How would the revenue from this project be reflected in �Item 10 � Profile of Firm�s Experience and Average Annual Revenue for the Last 5 Years� of Part II of SF 330?&It must be listed in one category or broken up into components that reflect the fork performed.&It must be listed in only one category, the one that represents the greatest proportion of the work.;The full revenue value must be included in each of the three categories.;The revenue must be equally divided among the categories.;&Source: General Services Administration - Standard Form 330 Instructions - Prescribed by GSA - FAR (48 CFR) 53.236-2(b), Regulatory and Federal Assistance Publications Division, GSA, 2004 Page 4.<br>Question submitted by Machael McCann approved on 8/10/2004.&&&a&04.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.387&mcs&0&Y&The best reason for participation in conferences and tradeshows is:&Attendees pre-qualify themselves as prospects.&Their cost limits the competition.;The atmosphere is conductive to closing sales.;It is easy to measure their effectiveness.;&Source: Ford Harding, �Rain Making� Published by BabAdams, Inc. 1994 Page 110<br><br>Question submitted by Machael McCann approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.388&mcs&0&Y&Approximately what percentage of the total impact for winning work is relationship-based?&70%&50%;95%;25%;&Source: Dennis M Schrag, Ed. D., CPSM �Retaining Clients When the Rainmaker Leaves� Published by SMPS Foundation, 2003. Page 8.<br><br>Question submitted by Machael McCann approved on 8/10/2004.&&&a&03.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.389&mcs&0&Y&What is the most important reason for relationship redundancy with clients?&It minimizes the potential of losing a client upon the departure of a key employee.&It incentives more people to sell to that client.;It allows you to assign the best employee to the client based on the situation.;It makes it easier to organize group activities with the client, such as a golfing foursome.;&Source: Dennis M Schrag, Ed. D., CPSM �Retaining Clients When the Rainmaker Leaves� Published by SMPS Foundation, 2003. Page 8<br><br>Question submitted by Machael McCann approved on 8/10/2004.&&&a&03.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.390&mcs&0&Y&What is the most important quality a Rainmaker must posses?&optimism&ambition;self-confidence;energy;&Source: Harding, �Creating Rainmakers� Published by Adams Media, 1998. Page 9.<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&03.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.391&mcs&0&Y&Your marketing budget should be:&prepared after you write the marketing plan.&created jointly by the marketing and finance departments.;based on your projected sales targets.;part of your strategic planning process.;&Source: Quebe, �Plan H� Published by SMPS, 2002. Page 66<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&undefined.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.392&mcs&0&Y&To be effective, a direct mail campaign must be:&cohesive and repetitive.&varied and repetitive.;varied and original.;colorful and unique.;&Source: Quebe, �Plan H� Published by SMPS, 2002. Page 48.<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.393&mcs&0&Y&Marketing ROI is most meaningful when measured:&over a period of 2 to 3 years.&quarterly.;annually.;every 5 years.;&Source: Quebe, �Plan H� Published by SMPS, 2002. Page 19.<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&06.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.394&mcs&0&Y&Conducting informational seminars for clients and prospects is an example of?&Lead generating&Market-based research;Cross-selling;Top-down planning;&Source: Harding, �Creating Rainmakers� Published by Adams Media, 1998. Page 116.<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&03.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.395&mcs&0&Y&To be successful a brand must:&elicit an emotional response.&have a strong tag line and logo.;be targeted toward specific market groups.;be integrated with marketing materials.;&Source: Quebe, �Plan H� Published by SMPS, 2002. Page 40.<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.396&mcs&0&Y&The definition of _______________ is, unbilled fees from sold jobs.&project backlog&gross sales revenue;net fee sales;matrix sales factor;&Source: Quebe, �Plan H� Published by SMPS, 2002. Page 15.<br><br>Question submitted by LMK approved on 8/10/2004.&&&a&06.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.397&mcs&0&Y& Design firms should have one full-time marketing staff member per ________________.&25 employees&$50,000;4 principles;market segment;&Source: Stone, David A. �Marketing in the 21st Century For Design Professionals�<br>Published by, ACEC 2002. Page 104<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&06.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.398&mcs&0&Y&Market research on competitors is most important because it helps you:&maintain your market differentiation.&identify projects to bid.;define the market for your services.;identify prospects.;&Source: Stone, David A. �Marketing in the 21st Century For the Design Professional� Published by ACEC, 2002. Page 26.<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&undefined.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.399&mcs&0&Y&What is the minimal amount of time needed to research a potential new market?&2-3 days&2-3 hours;2-3 weeks;2-3 months;&Source: Stone, David A. �Marketing in the 21st Century For the Design Professional� Published by ACEC, 2002. Page 22.<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&undefined.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.400&mcs&0&Y&The base of the marketing pyramid is made up of?&Target Markets&Suspects;Prospects;Hot Prospects;&Source: Stone, David A. �Marketing in the 21st Century For the Design Professional� Published by ACEC, 2002. Page 15.<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.401&mcs&0&Y&Cross-selling is defined as providing new services to:&an existing client.&a new client.;a new market.;an existing market.;&Source: Stone, David A. �Marketing in the 21st Century For the Design Professional� Published by ACEC, 2002. Page 10.<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&03.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.402&mcs&0&Y&Which of the following is a characteristic of a market driven firm?&Maintain regular communication with a large group of prospects.&Focus on a small number of prospects.;Use personal relationships almost exclusively to find prospects.;Focus on winning projects.;&Source: Stone, David A. �Marketing in the 21st Century For the Design Professional� Published by ACEC, 2002. Page 8.<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&N.
|
||
|
|
CPSM2.403&mcs&0&Y&The immediate goal of promotional activities is to win:&Mind share&Projects;Awards;Revenue;&Source: Stone, David A. �Marketing in the 21st Century For the Design Professional� Published by ACEC, 2002. Page 9.<br><br>Question submitted by RGT approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&N.
|