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532 lines
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532 lines
244 KiB
id&qtp&qim&qil&qtx&qca&qia&qrm&qnxt&qprv&qalb&subj&wght&pts&flr&ded&layout&qfixed&qptsbyans&flags
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CPSM2.001&mcs&0&Y&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:v&&&N.
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CPSM2.002&mcs&0&Y&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> -Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.003&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.004&mcs&0&N&To ensure the integrity of a database system, it is most important that information be:&consistent.&accessible.;relevant.;current.;&.RF<br>Renfro R, Aubry J: The Marketing Coordinators Core Series. SMPS, p. 6.<br> - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&06.0&1&1&&0&1:v&&&N.
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CPSM2.005&mcs&0&N&Mailings to current and past clients will have the greatest impact if they:&are tailored to the clients' needs.&highlight the firm’s relevant experience.;focus on one topic.;are easy to read.;&.RF<br>Harding: Rainmaking. Adams Media Corp., 1994, p. 108.<br> - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.006&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.014&mcs&0&Y&A cardinal rule of proposal development is:&provide all information requested in the RFP.&know who is on the selection committee.;the proposal must look professional.;spend less than 10% of the marketing budget.;&me162<br>.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 7.<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.016&mcs&0&N&Win or lose, the primary purpose of a debriefing on a proposal is to determine:&the effectiveness of the proposal.&a comparison to competitors.;whether the pursuit was worthwhile.;client’s impression of the firm.;&.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 16.<br>.CO MPS16<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.017&mcs&0&N&The key purpose of a marketing plan is to:&set targets and focus marketing dollars.&assign marketing roles and responsibilities.;analyze the firm's strengths and weaknesses.;assess the competition.;&.RF<br>Kerruish, K., The Marketing Plan, SMPS Core Series, 1991, pg. 2.<br>.CO MPS17<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.026&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.030&mcs&0&Y&A marketing plan is most effective when based on:&markets, clients, and firm resources.&the principal's specific areas of expertise.;an in-depth competitive analysis.;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> - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.035&mcs&0&Y&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> - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.036&mcs&0&Y&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:v&&&N.
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CPSM2.037&mcs&0&N&<i>Market segmentation</i> is the process of:&identifying groups of prospects and clients, each with differing needs.&selecting targeted niche markets.;modifying the firm’s services to meet a segment’s needs.;assessing a target’s potential value to the firm.;&.RF<br>Lea B: The Marketing Plan Supplement. SMPS Core Series, 1991, p. 1.<br> - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.038&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.045&mcs&0&N&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 technology infrastructure upgrades.;locating quality assurance plans.;&.RF<br>Any capital improvement program.<br> - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.047&mcs&0&N&The primary purpose of a contact management program is to:&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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.049&mcs&0&N&Of the following, the primary goal of a proposal cover letter is to:&state why the team should be selected.&describe the firm's approach.;highlight 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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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 professional services marketer can achieve this most effectively by:&training the technical staff.&developing promotional material.;improving proposal contents.;streamlining 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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.058&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.061&mcs&0&Y&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> - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.062&mcs&0&N&In a client-based marketing program, a firm targets clients on the basis of:&client's goals and objectives.&client’s project opportunities.;client’s geographic location.;client’s financial stability.;&.RF<br>Jackson E: The Handbook for Marketing Professional Services. SMPS, 1994,<br>Chap. 2.1, Sales and Business Development, p. 128.<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.063&mcs&0&N&Firms that are adept in using a niche marketing strategy often earn greater profits than generalists because of:&competitive advantage of having market-focused expertise.&ability to be low-cost/high-volume producers.;better capitalization and higher visibility.;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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.064&mcs&0&Y&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> - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.071&mcs&0&N&Which of the following is the most important consideration when selecting photography or graphics for proposals?&Relevance&Budget;Copyright;Size;&.RF<br>Maibach S: Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>3.4, Proposals/Qualifications, p. 208.<br> - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.073&mcs&0&Y&Focus groups are best used to collect which type of information?&Qualitative&Research-proven;Quantitative;Historical;&.RF<br>Garbett T: How to Build a Corporation's Identity and Project Its Image.<br>Lexington Books, 1988, p. 81.<br> - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.074&mcs&0&N&Which of the following is typically 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:v&&&N.
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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 will benefit the client.&Developing clear, concise presentation graphics.;Ensuring the proposed project manager participates in the presentation.;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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.076&mcs&0&Y&A firm's long-term success will most often be developed through its:&strategic plan.&customer satisfaction plan.;marketing plan.;business development plan.;&.RF<br>Werthmen, S. and Stanton, J., Strategic Planning and Marketing Business <br>Planning Marketing Handbook, p. 19.<br> - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.077&mcs&0&N&Of the following, which is the first step in the proposal process?&Identify the client's goals and objectives.&Develop schedules and logistics.;Assess market selection and penetration strategies.;Determine availability of qualified staff.;&.RF<br>Black, T., Marketer Newsletter, The Proposal is Your Project, SMPS, 1997,<br>pg. 12.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.079&mcs&0&Y&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> - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.082&mcs&0&N&When planning to launch a newsletter for a firm, the most important factor to consider is:&target audience.&corporate branding standards.;budget constraints.;staff resources.;&.RF<br>Duncan, J., "Connecting with Clients," Marketer, 10/97.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.084&mcs&0&N&In developing a firm's publicity plan, a marketing professional's primary consideration should be:&the firm's business goals and marketing objectives.&the budget allocated for public relations.;key project milestones that offer opportunities for publicity.;selection of a public relations consultants.;&.RF<br>Frank, D., Promotion through Publications, SMPS Core Series, pg. 4.<br> - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.087&mcs&0&Y&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> - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.088&mcs&0&Y&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> - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.093&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.094&mcs&0&Y&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> - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.098&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.101&mcs&0&N&Of the following, the most significant component of a marketing coordinator's role of is to:&organize and maintain systems.&meet with clients.;develop the marketing plan.;plan special events.;&.RF<br>Renfro, R., The Marketing Coordinator, SMPS, 1991, pg. 4.<br> Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.;propose a not-to-exceed 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> - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.111&mcs&0&Y&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:v&&&N.
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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.
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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.
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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.
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CPSM2.115&mcs&0&Y&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:v&&&N.
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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.
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CPSM2.117&mcs&0&Y&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:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.122&mcs&0&Y&Which of the following methods is optimal to all other methods of preparing an annual marketing budget?&Goal-based&Top-down;Percentage;Projection;&.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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.123&mcs&0&N&Knowledge of a firm's strengths and weaknesses, changes in the business environment, historical trends, and management goals are:&the basis for selecting target markets.&useful in assessing the firm's marketing budget.;components of a firm's mission statement.;critical for developing a public relations plan.;&.RF<br>Kerruish K: The Marketing Plan. SMPS Core Series, 1991, p. 15.<br> Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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CPSM2.129&mcs&0&N&The chances that a story line or press release will be published will <i>increase</i> if:&it is relevant to a publication's audience.&a principal in a firm attaches a personal note.;quotes from a principal are included.;a media kit is sent 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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.130&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.131&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.&of a professional service firm's staff that are related to marketing, business development, and sales.;of a principal responsible for ensuring that the client's key decision-makers are informed of a firm's capabilities.;of staff members who use the technology 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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.&befriend the gatekeeper.;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> - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.137&mcs&0&Y&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:v&&&N.
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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.
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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.
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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.
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CPSM2.141&mcs&0&Y&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> -- Kevin Doyle deactivated this question per the decision of the Item Writing sub-committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.142&mcs&0&Y&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:v&&&N.
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CPSM2.143&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006. (A/E/C Question)&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.144&mcs&0&Y&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.
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CPSM2.145&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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;General Accounting Office;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. Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.149&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.153&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.155&mcs&0&N&The ultimate purpose of market research is to:&support decision-making.&identify the competition.;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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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 staff to participate.;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> - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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CPSM2.167&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.168&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.177&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.179&mcs&0&N&The <i>most effective</i> marketing strategy for maintaining client loyalty is to:&seek and respond to client feedback.&implement an incentive-based program.;schedule regular client meetings.;conduct technical quality control reviews.;&.RF<br>Griffin J: Customer Loyalty: How to Earn It and How to Keep It. Jossey-Bass <br> Publishers, 1997.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.181&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.186&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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CPSM2.192&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.193&mcs&0&N&Secondary research about market trends involves which of the following?&Gathering data from U.S. Census Bureau&Networking at a client industry tradeshow;Facilitating client focus groups;Conducting competitive analyses;&.RF<br>Stasiowski F: Power Marketing: The Complete Book of Tactics and Forms. PSMJ, <br>1996, p. 8.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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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.;&.RF<br>Stasiowski F: Power Marketing: The Complete Book of Tactics and Firms. PSMJ, <br>1996, p. 7.<br>.CO MPS195<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.198&mcs&0&Y&Which of the following branches of state government is responsible for appropriating funds for state building programs?&Legislative&Judicial;Administrative;Executive;&.RF<br>Conventional Wisdom, Civics 101. Turner Ashby, 1971. p. 1.<br> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006. (A/E/C related question)&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.199&mcs&0&Y&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.
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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.
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CPSM2.201&mcs&0&N&Which of the following is the best source for identifying 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> - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.202&mcs&0&Y&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:v&&&N.
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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.
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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.
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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.
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CPSM2.206&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.207&mcs&0&N&In chronological order, the three 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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.209&mcs&0&N&The most important reason for a mid-year evaluation of a marketing plan is that the evaluation:&identifies adjustments based on tactics that have achieved the greatest level of success.&determines incentive compensation for marketing and business development professionals.;provides a benchmark for measuring proposal success in existing and new markets.;offers a means 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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.210&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.213&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.216&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.218&mcs&0&Y&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> - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.222&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006. (Question need to be rewritten)&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.224&mcs&0&Y&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> - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.225&mcs&0&Y&Of the following, which is the best way to develop business with people who are extremely busy and who don't readily make appointments with consultants?&Suggest a new idea&Ask open-ended questions about their needs;Invite them to a social outing;Accompany them to a professional event;&.RF <br>Harding F: Creating Rainmakers. Adams Media Corp., 1998, pp. 152-153.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.226&mcs&0&N&If a firm's clients are dissatisfied with project management inefficiencies, the marketing department's best approach should be to:&work with management to identify areas for improvement.&concentrate on the pursuit of new clients.;develop a project management training program.;conduct a survey to determine which clients are dissatisfied.;&.RF<br>Shearer C: Practical Continuous Improvement for Professional Services. ASQC <br>Quality Press, 1994, p. 261.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.231&mcs&0&Y&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.
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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.
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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.
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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.
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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.
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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, non-judgmental 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:v&&&N.
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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.
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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.
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CPSM2.239&mcs&0&Y&In a budget for printed promotional material, which of the following would typically cost the most?&Labor&Photography;Printing;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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.240&mcs&0&N&In professional settings involving clients or prospective clients, the most important reason for involving a principal in activities such as chairing a committee is that it:&provides high visibility for the firm.&can be easily delegated to other staff members.;requires a minimal time commitment.;affords opportunities to network with suppliers.;&.RF<br>Heightchew Jr, RE: Leveraging Your Principals. SMPS Marketer, Oct 1997, p. 12.<br> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.241&mcs&0&Y&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>This question was deactivated by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.244&mcs&0&Y&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:v&&&N.
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CPSM2.245&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.246&mcs&0&Y&Which of the following is most essential to do when hiring a marketing consultant?&Skills&Compatibility;Experience;Cost;&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> - This question was updated at the Item Writing Retreat on April 16, 2007. This question was deactivated on March 10, 2010 due to a grammatical error. K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.248&mcs&0&Y&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>Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.255&mcs&0&N&A marketing professional's participation in a marketing association should be viewed <i>primarily</i> as:&an investment in professional development.&a peer networking opportunity.;a forum in which to market the firm.;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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.258&mcs&0&N&In addition to knowing a client's needs, which of the following steps is most important in the effective selection and use of a specialized subconsultant?&Select subconsultants with the client if possible, and include the subconsultants in the presentation, as appropriate.&Select subconsultants who have worked for the firm before and include them in the presentation.;Select subconsultants based on experience and sell the firm's team on the strength of the subconsultants.;Select subconsultants based on experience 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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.261&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.266&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006. (A/E/C Question)&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.267&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.272&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.273&mcs&0&N&The most important consideration in writing an article for publication is:&knowing the 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:v&&&N.
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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.
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CPSM2.275&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.280&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.282&mcs&0&Y&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.;&Kevin Doyle deactivated this question per the decision of the Item Writing sub-committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.286&mcs&0&Y&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:v&&&N.
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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.
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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.
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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.
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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.
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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.
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CPSM2.292&mcs&0&N&The best time to prepare presentation visuals is:&once the strategy is developed.&after identifying the competition.;in conjunction with proposal graphics.;after the first dry run.;&.RF<br>Sanders, J., Winning Presentations, Marketing Handbook, p. 211.<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.294&mcs&0&N&The best way to successfully track the 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 the 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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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CPSM2.300&mcs&0&Y&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:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.307&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.308&mcs&0&Y&In professional services, client satisfaction is primarily 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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&03.0&1&1&&0&1:v&&&N.
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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.&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:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.318&mcs&0&N&A key element in developing a crisis communication plan is:&developing a method to distribute information quickly.&following the client's lead.;having staffers communicate with the press.;leadership knowing 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> - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.319&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.321&mcs&0&Y&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.
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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.
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CPSM2.323&mcs&0&Y&The key advantage of a direct mail 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>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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CPSM2.326&mcs&0&Y&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> - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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CPSM2.330&mcs&0&N&In planning for a photo shoot, the professional services marketer 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. 327.<br> Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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CPSM2.335&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.342&mcs&0&N&Which of the following is key to implementing a marketing plan?&Make staff accountable for specific outcomes&Develop and implement rigorous control systems;Review schedules and control outcomes on a continuous basis;Establish an incentive-based performance management system;&Update of 208 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.344&mcs&0&Y&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 - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.346&mcs&0&N&Successful analysis of marketing expenditures for a 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.;principals' willingness to discuss the marketing plan.;&Update 274 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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CPSM2.348&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 a presentation, obtain information, overcome objections.;&me287, 104<br>update of 291&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.349&mcs&0&N&Which of the following is most important to assure successful consulting relationships?&Well-written contracts&Adhering to budget;Maintaining project schedule;Weekly progress meetings;&update of 302 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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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&speaking a common language;having compatible technology;understanding currency exchange rates;&Update of 310&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.351&mcs&0&N&What should be the primary basis for the development of a marketing strategy?&Expertise&Competitive analysis;Economic forecast;Market size;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 5 - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&&&&&1:v&&&N.
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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.
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CPSM2.353&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.354&mcs&0&Y&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 - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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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.
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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.
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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.
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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;After a quotation from a principal;&Ref: SMPS - Marketing Handbook - BNI Publication 2000 - pages 306-9&&&a&05.0&&&&&1:v&&&N.
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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.
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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.
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CPSM2.361&mcs&0&Y&A firm decides to utilize project extranets and web conferencing capabilities for project management resources. On which of the following 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 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&&&&&1:v&&&N.
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CPSM2.362&mcs&0&Y&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:v&&&N.
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CPSM2.363&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.364&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.365&mcs&0&N&The primary benefit of asking clients about their unmet needs is to:&identify opportunities to develop new services.&gather information to use in future proposals.;provide referrals to colleagues.;understand competitor's weaknesses.;&Ref: Maisten, David - Managing the Professional Services Firm - Simon and Schuster 1993 and 1997 - page 62 -- Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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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.
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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.
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CPSM2.368&mcs&0&Y&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;bird-dogging;power selling;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - pages 30-1 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.369&mcs&0&Y&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 - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.370&mcs&0&N&If an RFP has an unusual amount of highly detailed requirements in it, a professional services marketer should investigate further because it's likely that the:&project is biased towards another consultant.&client doesn't understand the project.;fee proposal will be difficult to quantify.;profitability will be low.;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - page 14 -- Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&&&&&1:v&&&N.
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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 for calculation of the true cost of marketing efforts.&billing rates are better indicators of profitability.;it is too difficult to determine a person's raw labor rates.;the client wants to know exactly what the project will cost.;&Ref: Quebe, Lizbeth - Plan H - SMPS 2002 - Page 78 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.372&mcs&0&N&The best reason to encourage members of a firm to write and present articles or white papers is:&it gives the firm credibility.&it gives the individual visibility.;it provides learning opportunities for staff.;it provides data for the firm.;&Ref: Quebe, Lizbeth - Plan It - SMPS 2002 - Page 43 - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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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.
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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.
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CPSM2.375&mcs&0&Y&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 - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&02.0&&&&&1:v&&&N.
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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.
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CPSM2.377&mcs&0&N&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 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&&&&&1:v&&&N.
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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.
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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.
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CPSM2.380&mcs&0&Y&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 -- Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.381&mcs&0&Y&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:v&&&N.
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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.
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CPSM2.383&mcs&0&Y&In a multi-office professional services firm, teamwork can be <i>best</i> enhanced by:&implementing strategies to build ongoing personal relationships.&clarifying management expectations. ;sharing common software platforms.;communicating 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 - Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&06.0&1&1&&0&1:v&&&N.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.390&mcs&0&Y&What is the most important quality a Rainmaker must possess?&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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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CPSM2.404&mcs&0&Y&Prior to designing a lead tracking information system, what is the first step your firm should take?&Conduct an internal needs assessment&Investigate available software;Identify who will coordinate the database within the company;Determine hardware needs;&Source: Marketing Handbook,Page 9.<br><br>Question submitted by d. murphy approved on 8/10/2004.&&&a&03.0&&&&&1:v&&&Y.Reviewer Comments:
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CPSM2.405&mcs&0&Y&What is the primary disadvantage to utilizing secondary research?&Results in potentially subjective data&Involves collecting all new data;Requires an outside consultant;Requires special skills/experience;&Source: Marketing Handbook,Page 9.<br><br>Question submitted by d. murphy approved on 8/10/2004.&&&a&01.0&&&&&1:v&&&Y.
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CPSM2.406&mcs&0&Y&An internal marketing audit should:&Evaluate the current and recent sales efforts&Review competitor market segments;Be conducted by an impartial, outside firm;Evaluate staff composition;&Needs Source.<br>Question submitted by d. murphy approved on 8/10/2004.&&&a&06.0&&&&&1:v&&&Y.
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CPSM2.407&mcs&0&Y&Question Text Here&1&2;3;4;&&&&a&01.0&&&&&1:v&&&Y.
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CPSM2.408&mcs&0&Y&Labor or staff costs account for what percent of a marketing budget?&50 to 70%&40 to 50%;20-35%;depends on the size of the firm;&Source: Marketing Handbook,Page 77.<br><br>Question submitted by d. murphy approved on 8/10/2004.<br>This question replaces question 074, 8/16/04&&&a&02.0&&&&&1:v&&&Y.
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CPSM2.409&mcs&0&Y&The use photographs and graphics in proposals is most beneficial because:&Reader retention is increased by 300% &The quality of yoiur firm's project experience is illustrated;The proposal is given a professional appearance;Clients often don't read the written descriptions;&Source: Marketing Handbook,Page 201.<br><br>Question submitted by d. murphy approved on 8/10/2004.&&&a&04.0&&&&&1:v&&&Y.
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CPSM2.410&mcs&0&Y&What should the third line of a standard press release include?&"For Immediate Release"&The author's name and telephone number;The dateline;The headline;&Source: Building Profits. Page, 225.<br><br>Question submitted by d. murphy approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&Y.
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CPSM2.411&mcs&0&Y&What is publicity's greatest benefit?&Credibility&The message is controlled;The message is lasting;Increased ROI;&Source: Building Profits, Page 189.<br><br>Question submitted by d. murphy approved on 8/10/2004.&&&a&05.0&&&&&1:v&&&Y.
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CPSM2.412&mcs&0&Y&According to Frank Stasiowiski, which of the following is not an element for a successful marketing strategy?&Marketing staff to operations staff ratio&Client perception study;Competitor analysis;Client research;&Source: Building Profits p. 92<br>Question submitted by d. murphy on 8/10/2004. Committee review and rejected, requires rework. stem should not be negative and it should not include a ref.&&&a&01.0&&&&&1:v&&&Y.
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CPSM2.413&mcs&0&Y&What is the proper formula used to determine the net multiplier?&Net revenue divided by total direct labor&Charge out rate divided by the hourly rate;Overhead costs divided by total direct labor;Total direct labor divided by total labor;&Source: Marketing Handbook, Page 433.<br>Question submitted by d. murphy approved on 8/10/2004.&&&a&06.0&&&&&1:v&&&Y.
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CPSM2.414&mcs&0&Y&Question Text Here&1&2;3;4;&&&&a&01.0&&&&&1:v&&&N.
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CPSM2.415&mcs&0&Y&According to the Sparks Framework, which type frequently teams with a network of other firms to provide full services for a given project?&The Niche Expert&The Community Leader;The Market Partner;The Investor;&Source: Marketing Handbook, Page, 37.<br><br>Question submitted by d. murphy approved on 8/10/2004.&&&a&02.0&&&&&1:v&&&Y.
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CPSM2.416&mcs&0&Y&Alliance relationships are:&formed to pursue specific market sectors.&formed to mitigate regulatory requirements.;short term.;similarly defined as a joint venture.;&Source: Marketing Handbook, Page, 166.<br>Question submitted by d. murphy approved on 8/10/2004.&&&a&02.0&&&&&1:v&&&Y.
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CPSM2.417&mcs&0&Y&The primary purpose of the presentation interview is to:&explain why the firm is best for the job.&establish chemistry between the client and the project team;determine client expectations;showcase the firm's approach to the project;&The Handbook for Marketing Professional Services. <br><br>This question was cloned from question 36 and amended by Kevin Doyle on February 23, 2006 per the decision of the Item-Writing sub committee at the 2005 National Conference. - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.418&mcs&0&Y&What is a disadvantage to utilizing secondary research?&results in general data&involves collecting new data;requires an outside consultant;needs special skills/experience;&Source: Marketing Handbook,Page 17.<br><br>Question submitted by deborah murphy approved on 8/10/2004. - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.419&mcs&0&N&Of the following elements necessary for a successful marketing strategy, which is best performed through primary research?&client perception survey&market place assessment;competitor analysis;industry trends;&Source: A/E/C Marketing Fundamentals 2004 p.99&&&a&01.0&&&&&1:v&&&N.
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CPSM2.420&mcs&0&&Of the following, which is the most important factor in measuring the success of the marketing plan?&Current and recent sales efforts&Competitors' market share;Ratio of repeat clients;Staff utilization rate;&Marketing Handbook, SMPS 2000 p.434&&&a&06.0&&&&&1:v&&&N.
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CPSM2.421&mcs&0&&What is the net multiplier of a firm with a net revenue of $150 and: Gross revenue of $200, Direct labor of $50, Overhead of $75 and Profit of $15&3.00&0.75;2.00;10.00;&Source: Marketing Handbook, Page 439.<br>Question submitted by deborah murphy approved on 8/10/2004.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.422&mcs&0&N&The most profitable model for pricing a service is typically based on:&Value to the client&Time and materials;Fee curve;Level of risk;&Marketing Handbook, 2000 p.445&&&a&06.0&&&&&1:v&&&N.
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CPSM2.423&mcs&0&N&The ultimate goal of internal marketing is to:&provide client satisfaction&foster staff communication;reduce employee turnover;track new leads;&Marketing Handbook, 2000, p.421 - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&06.0&&&&&1:v&&&N.
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CPSM2.424&mcs&0&Y&Primary research is:&original research that you conduct or hire someone to conduct.&conducted before other types of research;easier to conduct and less expensive than secondary research;better for gathering factual data than secondary research.4;&Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.425&mcs&0&Y&When using copyrighted material for advertising purposes, it is most important to:&define in writing the extent of the rights.&use the material only once.;credit the copyright holder.;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>This question was cloned from question 111 and amended by Kevin Doyle on February 23, 2006 per the decision of the Item-Writing sub committee at the 2005 National Conference. -- Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.426&mcs&0&N&When a marketing professional writes a resume, it is most appropriate to limit experience to projects that are:&similar.&recent.;similar in scope.;the same size.;&.RF<br>Maibach, S., Proposal Planning, SMPS Marketer, December 1992, pg. 5.<br> This question was cloned from question 115 and amended by Kevin Doyle on February 23, 2006 per the decision of the Item-Writing sub committee at the 2005 National Conference. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.427&mcs&0&Y&The primary purpose of an SOQ is to:&demonstrate a firm's ability to meet clients' needs.&showcase the firm's project team.;show an understanding of the client's project.;highlight the firm's achievements.;&.RF<br>Maibach S: "Proposal Planning," in SMPS Marketer, Dec. 1992, p. 5. <br>.CO MPS142<br> This question was cloned from question 142 and amended by Kevin Doyle on February 23, 2006 per the decision of the Item-Writing sub committee at the 2005 National Conference. - Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.428&mcs&0&N&A joint venture differs from a strategic alliance in that a joint venture:&is a legal entity.&is established on a project basis.;requires a memorandum of understanding.;has a marketing plan.;&.RF<br>Garikes, R., Joint Ventures, Alliances and Teaming Strategies, Marketing<br>Handbook, p. 165.<br> This question was cloned from question 300 and amended by Kevin Doyle on February 23, 2006 per the decision of the Item-Writing sub committee at the 2005 National Conference.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.429&mcs&0&Y&Architectural photographers must have specialized 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 This question was cloned from question 321 and amended by Kevin Doyle on March 22, 2006 per the decision of the Item-Writing sub committee at the 2005 National Conference. -- Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.430&mcs&0&Y&The two most common mistakes in selling professional services are:&talking too much and offering a solution without understanding the client�s needs&asking too many questions and bringing too many associates to the meeting;describing solutions and forgetting to give the client brochures ;talking too much and making a formal presentation to the client;&Rainmaking by Ford Harding Bob Adams, Inc 1994<br>pg 135<br><br> -Kevin Doyle deactivated this question per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.431&mcs&0&N&Of the following, the most important thing clients want to see in a project interview is a:&review of the client's needs and concerns.&discussion of the fee breakdown.;representation of similar experience.;presentation of the team's background.;&.RF<br>Saunder, J., SMPS Book, SMPS, 1994, pg. 196.<br>.CO MPS02<br>Do not use with MPS56.<br>This question was cloned from question #002 and amended by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.432&mcs&0&Y&In a marketing plan which of the following is a component of marketing research:&SWOT analysis. &Objectives.;Mission statement.;Strategies.;&.RF<br>Kerruish K: The Marketing Plan. SMPS, 1991, pp. 12-13.<br>This question was cloned from question #137 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.433&mcs&0&N&The most effective strategy for determining whether a firm's work can successfully compete in an awards competition is to:&collect published articles on previous winning projects.&conduct a peer review of the firm's work.;hire a consultant to complete the submission.;identify and research the judging panel members.;&.RF<br>Cohn J: The Handbook for Marketing Professional Services. SMPS, 1994, Chap. <br>4.11, Award Submittals, p. 201.<br>This question was cloned from question #248 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.434&mcs&0&N&The primary purpose of a marketing plan is to:&translate vision into tactics.&evaluate the competition.;assess current market conditions.;research emerging 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>This question was cloned from question #168 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.435&mcs&0&N&Which of the following would be the best approach for a U.S. based company with international offices to do business in an ethical manner?&Allow the company's international personnel to help interpret issues and formulate ethical standards.&Advise managers to use their best judgment for each situation, rather than relying on company-issued written guidelines.;Direct employees working abroad to behave as they would at home, regardless of the host country's cultural traditions.;Avoid setting standards, recognizing that 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>This question was cloned from question #213 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.436&mcs&0&N&The most important step in the selection of target markets is:&conducting SWOT analysis.&analyzing demographic trends.;researching the Internet.;identifying geographic locations.;&.RF<br>Kerruish K: The Marketing Plan. SMPS Core Series, 1991, p. 15.<br>This question was cloned from question #153 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.437&mcs&0&N&A professional services marketer receives an RFQ/RFP with submittal instructions and requirements that are poorly organized and duplicative. The most effective action would be to:&follow the client's instructions.&reorganize the information.;use the firm's standard format.;write a succinct executive summary.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 103 - This question was cloned from question #353 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.438&mcs&0&Y&The term <i>market position</i> refers to the:&external perception of the firm compared to its competition.&firm's perception of itself compared to its competition. ;firm's percentage of market share.;market's response to economic fluctuations.;&.RF<br>Lea B: The Marketing Plan Supplement. SMPS Core Series, 1991, p. 3.<br>This question was cloned from question #38 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.439&mcs&0&N&Which of the following would NEVER be included in a <i>QBS</i> submittal?&Fee information&Project approach;Size of the firm;Client reference letters;&.RF<br>Martin J: Selection and Use of Engineers, Architects and Professional<br>Consultants. American Public Works Association, 1997, p. 1.<br> - This question was cloned from question #167 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.440&mcs&0&N&Of the following, who is the most effective person to conduct a client satisfaction survey?&An independent consultant&A project manager who knows the market base;The firm's president;The firm's senior marketing professional;&.RF<br>Beckwith, H., Selling the Invisible, Warner Brothers, 1997, p. 24.<br> - This question was cloned from question #280 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.441&mcs&0&N&The primary purpose of the pre-proposal conference is to:&gather intelligence about the project.&determine the submittal requirements.;meet the selection committee.;gain visibility for the firm.;&.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> - This question was cloned from question #006 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.442&mcs&0&N&Cold calling works best when the:&marketing professional has researched the prospect.&marketing professional has an inside contact.;client just fired its service provider.;client has announced a new project.;&.RF<br>Spaulding M, Dea W: Advanced Marketing Techniques for Architectural<br>and Engineering Firms. McGraw-Hill, 1989, p. 36.<br>.CO MPS98<br> - This question was cloned from question #098 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.443&mcs&0&N&Six degrees of separation is a method used by the marketing professional when he or she is:&networking.&lead qualifying.;cold calling.;power selling.;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - pages 30-1 - This question was cloned from question #368 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.444&mcs&0&N&Of the following, which is the last step of strategic planning?&Development of an operations plan and budget plan&Development of goals and objectives;Analysis of competitors;Analysis of the firm's SWOT;&.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> - This question was cloned from question #131 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.445&mcs&0&Y&A photographer is hired under a work for hire contract. What rights will the firm have to the images?&Limited rights&One-time usage rights;Unlimited rights;No rights;&.RF<br>Renfro R: The Marketing Coordinator (CORE Series). SMPS, p. 10.<br> - This question was cloned from question #245 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.446&mcs&0&N&A firm decides to submit a proposal to a prospective client solely to position itself for future work. This decision is flawed because:&there are more effective ways to achieve the goal.&the client doesn't know the firm.;it skews the hit rate in a negative manner.;overtime will be required to produce a credible effort.;&Ref: Stone, David - Wired! How to Crawl Inside Your Client's Mind - ACEC 2000 - page 23 - This question was cloned from question #369 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.447&mcs&0&N&A firm recently won a coveted national award. What is the most effective way to promote this to a limited target audience?&Develop a direct-mail piece&Add a tagline to existing advertising;Write an article for a trade publication;Send an announcement to clients and the media;&.RF<br>The Handbook for Marketing Professional Services. SMPS, 1994, Chap. 4.1, <br>Communications Planning, Chap. 4.5, Brochures, p. 61.<br> - This question was cloned from question #026 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.448&mcs&0&N&When preparing to attend a debriefing session for a project that the firm lost, it is most important to let the client know:&that the firm accepts the client's decision.&that the firm will send questions beforehand.;how long the debriefing will take.;the reputation of the firm in the market.;&.RF<br>Harding, F., Rainmaking: Attracting New Clients, Adams Median Corp., 1994,<br>p. 185, 2nd ed.<br> - This question was cloned from question #267 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.449&mcs&0&N&Of the following which is the most appropriate reason to conduct primary research?&To investigate client needs&To identify demographic trends;When the firm needs a quick answer;If the firm's budget is limited;&This question was cloned from question #424 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.450&mcs&0&N&Which of the following is the most effective prospecting strategy? &Identify key prospects for a face-to-face meeting&Assume a leadership position within a civic organization;Send all prospects a monthly newsletter;Invite potential prospects to an educational seminar;&.RF<br>Maister, D.H., Managing the Professional Service Firm, Free Press, 1993, p. 59.<br> - This question was cloned from question #307 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.451&mcs&0&N&What is the best source of information about finances of a privately held company?&Dun and Bradstreet&Annual reports;IRS;Company Web site;&Ref: SMPS - Marketing Handbook of the Design and Construction Professional - BNI Publication 2000 - page 16 - This question was cloned from question #363 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.452&mcs&0&N&The essential elements of an enforceable contract include, the responsibilities of both parties, the terms of payment, and the:&timeframe for services.&M/WBE firm utilization.;early completion incentives.;indemnity clause.;&.RF<br>The Marketing Handbook for the Design and Construction Professional, SMPS, pg. 562.<br>.CO MPS03<br> - This question was cloned from question #003 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.453&mcs&0&Y&Once a marketing professional has reviewed an RFQ and a go-decision has been made, what is his or her next step?&Establish the response requirements&Identify team members;Develop fee schedule;Analyze the competition;&.RF<br>Shipley Associates: "Planning the Proposal," in Writing Winning <br>Proposals. Shipley Associates, 1992,<br> - This question was cloned from question #145 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.454&mcs&0&N&What is the most important criterion in selecting a public relations consultant?&Their working relationship with the media.&Their understanding of the firm's position in the marketplace.;Their knowledge of the firm's goals and objectives.;Their successful track record in the industry.;&.RF<br>Rutherford RC: Public Relations Counsel. Michigan Contractor and Builder, <br>1994, p. 6.<br> - This question was cloned from question #206 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.455&mcs&0&N&The ultimate goal of a coaching and mentoring program is:&improved long-term profitability.&higher competency levels.;increased staff utilization.;better staff retention.;&.RF<br>Maister, D., Managing the Professional Services Firm, The Free Press, 1993, <br>pp. 157\(en159.<br> - This question was cloned from question #275 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&06.0&1&1&&0&1:v&&&N.
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CPSM2.456&mcs&0&Y&The most important factor in successful advertising is:&selecting the appropriate media.&determining the correct number of ad placements.;working with a competent ad agency.;developing a compelling message.;&.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> - This question was cloned from question #319 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.457&mcs&0&N&Of the following, the best reason to conduct the go/no-go process is to:&analyze probability of winning.&determine staff availability.;analyze cost of pursuit.;determine competition.;&Update of 10 - This question was cloned from question #335 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.458&mcs&0&N&At an initial client meeting, what is the greatest mistake a business development professional can make?&Talking too much&Failing to prepare;Asking irrelevant questions;Ignoring business protocol;&Rainmaking by Ford Harding Bob Adams, Inc 1994<br>pg 135<br><br> - This question was cloned from question #430 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.459&mcs&0&Y&The most factual source of information to learn about key people within prioritized prospect companies is:&Dun and Bradstreet.&Wikipedia.;Google.;Company annual report.;&.RF<br>Babiarz, B., SMPS Marketing Handbook, Chapter 1.1, Marketing Research, 2000,<br>p. 13.<br> - This question was cloned from question #261 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.460&mcs&0&N&Which of the following statements includes both a demographic and psychographic characteristic?&Mr. Brown is a golfer and earns more than $100,000&Ms. Perez is Hispanic and 40 years old;Mr. Jones is politically liberal and deeply religious;Ms. Murphy lives in Florida and has a graduate degree;&AEC Marketing Fundamentals by Kubal, Miller, Worth<br>BNI Building News<br>2004<br>page 153<br> - Kevin Doyle added this question per the decision of the Item Writing sub-committee on June 16-17, 2006.&&&a&01.0&1&1&&0&1:v&&&N.
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CPSM2.461&mcs&0&N&A firm transitions from a generalist strategy to a niche market specialization strategy. Which of the following is most likely to increase?&Profit&Revenue;Overhead;Expenses;&Architects Essential Marketing, David Koren, John Wiley Sons, 2004, page 27 AND Marketing Handbook, Ellen Flynn Heapes, BNI Building News, 2000, page 55 -- Kevin Doyle added this question per the decision of the Item Writing sub-committee on June 16-17, 2006.<br>&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.462&mcs&0&N&Which of the four P's of marketing is most likely to influence a firm's decision to offshore production work?&Price&Place;Promotion;Product;&AEC Marketing Fundamentals by Kubal, Miller, Worth, BNI Building News, 2004, page 99 -- Kevin Doyle added this question per the decision of the Item Writing sub-committee on June 16-17, 2006.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.463&mcs&0&N&Which type of teaming arrangement is designed to avoid litigation and disputes without a formal contract?&Partnering&Joint venture;Association;Strategic Alliance;&A/E/C Marketing Fundamentals by Kubal, Miller, Worth, BNI Publications, 2004, page 16 -- Kevin Doyle added this question per the decision of the Item Writing sub-committee on June 16-17, 2006.<br> - This question was edited per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.464&mcs&0&Y&Which is an essential element of a creative platform?&Target audience&Media mix;Marketing budget;Corporate identity;&AEC Marketing Fundamentals by Kubal, Miller, Worth, BNI Publications, 2004, page 158 -- Kevin Doyle added this question per the decision of the Item Writing sub-committee on June 16-17, 2006.<br> - This question was deactivated at the Item Writing Retreat on April 16, 2007.&&&a&05.0&1&1&&0&1:v&&&N.
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CPSM2.465&mcs&0&N&Of the following, which would require the highest marketing budget?&Diversifying into a new market&Increasing market share in a niche market;Maintaining a high percentage of repeat business;Operating in a mature market;&This question was cloned from question #282 and revised by Kevin Doyle per the decision of the Item Writing sub-committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007.&&&a&02.0&1&1&&0&1:v&&&N.
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CPSM2.466&mcs&0&N&The ultimate goal of all market research is to?&Help the company increase its revenue&Assimilate information on targeted market sectors;Systematically review strengths, weaknesses, opportunities, and threats;Adjust to changing market conditions;&A/E/C Marketing Fundamentals - Michael Kubal, Kevin Miller, Ronald Worth - BNI Publications - 2004 - pg.73. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.467&mcs&0&N&When developing a market research plan the first step is to:&Set priorities and proceed systematically&Define the problem and narrow the research objectives;Conduct a SWOT analysis;Create a work plan and make assignments;&A/E/C Marketing Fundamentals - Michael Kubal, Kevin Miller, Ronald Worth - BNI Publications, 2004 - pgs. 72-74. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.468&mcs&0&N&An appropriate goal of a competitive analysis is to help a firm:&Determine potential teaming partners&Identify the weaknesses of the firm;Establish market segments;Focus on its key clients ;&Marketing Handbook - BNI Publications - SMPS, 2000 - pg. 32. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.469&mcs&0&N&Market segment research will allow you to determine:&What specific buyers want or need&Opportunities from specific clients;Possible teaming partners;Potential competitors;&Marketing Handbook - BNI Publications - SMPS, 2000 - pgs. 31-32. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.470&mcs&0&N&Which of the following is the most appropriate first step in conducting marketing research?&Determine desired work.&Determine market size.;Determine market maturity.;Determine feasibility;&Plan-It - Lisbeth Quebe - SMPS, 2002 - pg. 22. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.471&mcs&0&N&What type of question is the best to use when conducting qualitative research?&Open-ended&Rank order;True/False;Matching;&Marketing Handbook - BNI Publications - SMPS, 2000 - pg. 9. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.472&mcs&0&N&What is the most important element to consider before entering a new market?&Market size and maturity&Market position and saturation;Market niche service providers;Market funding availability;&Plan-It - Lisbeth Quebe - SMPS, 2002 - pgs. 22-23. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.473&mcs&0&N&Which of the following is the most important factor in the long-term success of a company?&Client satisfaction&Market share;Research strategy;Fees and schedules;&Marketing Handbook - BNI Publications - SMPS, 2000 - pg. 19. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.474&mcs&0&N&The most important element of a successful strategic plan is:&Measurability&Acceptability;Ambitiousness;Tangibility;&Design, Market, Grow - Craig Park - SMPS, 2002 - pg. 6. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.475&mcs&0&N&Which of the following is an example of a psychographic characteristic?&Tolerance towards different cultures&Location of home;Level of education;Marital status;&A/E/C Marketing Fundamentals - Michael Kubal, Kevin Miller, Ronald Worth - BNI Publications, 2004 - pg. 153. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.476&mcs&0&N&Informed, demanding clients and tight fees are classic indicators of:&a mature market cycle&an emerging market;an inflationary cycle;a competitive marketplace;&Marketing the Professional Services Firm - Laurie Young - John Wiley Sons, 2005 - pg. 59. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.477&mcs&0&N&What is the primary benefit of niching?&increase profitability&decrease charge ratio;expand international work;track the rainmakers performance;&Marketing Handbook,SMPS, BNI Publications, 2000, pg. 63 - This question was created at the Item Writing Workshop on April 16, 2007.&&&a&02.0&&&&&1:v&&&N.
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CPSM2.478&mcs&0&N&A well-designed and implemented marketing plan will:&focus marketing efforts to make effective use of a firm’s resources&determine the current level of client satisfaction;analyze the effectiveness of the firm’s past marketing efforts;analyze the effectiveness of the firm’s client relationship management system;&Plan-It - Lisbeth Quebe - SMPS, 2002 - pg. 7. This question was created at the Item Writing Workshop on April 16, 2007.&&&a&02.0&&&&&1:v&&&N.
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CPSM2.479&mcs&0&N&Customizing a firm’s services to respond to a group of client’s common needs can be an important source of competitive advantage. This strategy is known as:&client segmentation&scenario planning;market auditing;behavioral research;&Marketing the Professional Services Firm, Laurie Young, John Wiley and Sons, 2006, pg. 79 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&02.0&&&&&1:v&&&N.
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CPSM2.480&mcs&0&&The words used to describe your firm, the behavior of staff, and the main marketing message all comprise:&brand strategy&advertising message;market plan;image study;&Marketing the Professional Services Firm, Laurie Young, John Wiley Sons, 2005, pg. 168. - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&02.0&&&&&1&&&N.
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CPSM2.481&mcs&0&N&The primary function of a lead tracking system is:&monitoring a firm’s individual marketing efforts&tracking proposal hit rates;reporting project wins and attributing credit;determining business development staff compensation;&Marketing Handbook, SMPS, BNI, 2000, Pg. 147 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.482&mcs&0&N&Which of the following is a benefit of the lead tracking system:&providing information to improve tactical and strategic planning&determining business development staff compensation;creating a schedule for project delivery;implementing business rules for pursuing leads;&Marketing Handbook, SMPS, BNI, 200, Pg. 147 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.483&mcs&0&N&Which of the following techniques would a professional services marketer employ to generate a steady backlog?&pipeline management&relationship management;referral networking;client loyalty program;&Marketing the Professional Services Firm, Laurie Young, John Wiley Sons, 2005, pgs. 198-199 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.484&mcs&0&N&Which of the following is a benefit of conducting a debriefing interview?&improve proposal effectiveness&clarify fee structure;comment on the selected firm;advise client on RFP process;&Marketing Handbook, SMPS, BNI, 2000, Pgs. 229-230 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.485&mcs&0&N&Which would be the best definition of “Promotion”?&Activities designed to increase a firm’s name recognition&All things a firm does to attract clients and win projects;Strategies and tactics used when chasing a particular project with a particular client;Endeavors that develop specific relationships to uncover leads;&Wired! How To Crawl Inside Your Client’s Mind for Success In Business Development, David A. Stone, American Consulting Engineers Council, 2000, Chapter 1 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.486&mcs&0&N&What should be the primary focus of a project press release for the client trade and professional media?&Impact the project has upon its readership&Effect the news has upon the local area;The firm’s specialties and clients;The firm’s standards;&Marketing Handbook, SMPS, BNI, 2000, Page 311 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.487&mcs&0&N&Which of the following accurately describes a company’s image?&Public perception&Controllable;Consistent;Objective;&Marketing Handbook, SMPS, BNI, 2000, Page 273 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.488&mcs&0&N&Of the following, what type of advertising is the best way to reach a targeted group of clients?&Direct mail advertisement&Trade magazine advertisement;Banner advertisement;Yellow page advertisement;&Marketing Handbook, SMPS, BNI, 200, Page 292 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.489&mcs&0&N&Which of the following is the most important element in creating a new company brochure?&Defining the message&Establishing a budget;Choosing a format;Setting up a schedule;&Marketing Handbook, Rena Frankle, SMPS, 2000, pgs. 292-293 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.490&mcs&0&N&To cultivate media relations and help in the success of the communications plan, the most important thing a marketing/public relations professional should do is: &return reporters’ phone calls promptly&ask to review articles prior to publication;send extra information about your firm;ask why the last press release was not published;&Marketing Handbook, SMPS, 2000, pg. 279 - This question was created at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&&&&&1:v&&&N.
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CPSM2.491&mcs&0&N&The primary objective of promotional activities is:&Increase name recognition&Bring in new work ;Improve niche market share;Enhance client relationships;&Marketing Handbook, SMPS, BNI, Pgs. 271-277 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.492&mcs&0&N&It is important to integrate all marketing programs and campaigns firm-wide. What is the most important reason behind this concept?&To be sure the messages are clear and consistent.&To make the best use of marketing resources.;To simplify the implementation schedule.;To take advantage of cross-selling opportunities.;&Marketing the Professional Services Firm, Laurie Young, John Wiley Sons, 2005, pg. 187 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.493&mcs&0&N&Which of the following budget methods is generally considered the most accurate and manageable?&Goal-based/bottom-up&Projection-based/comparison;Top-down/percentage;Data-based/intelligence;&Plan-It, Lisbeth Quebe, SMPS. 2002, pgs. 70-75 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.494&mcs&0&N&Which of the following budget methods would be likely to draw on information from comparable firms if historical cost data is not available?&Top-down/percentage&Goal-based/bottom-up;Projection-based/comparison;Data-based/intelligence;&Plan-It, Lisbeth Quebe, SMPS, 2002, pgs. 70-75 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.495&mcs&0&N&In a contract, the scope of work to be performed should include:&an outline of the work to be provided&a summary of past work performed;an overview of consultant firms;language outlined in the letter of intent;&Marketing Handbook, SMPS, 2000, Pg. 463 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.496&mcs&0&N&Mediation is preferred over arbitration in which of the following situations?&desire to start with a non-binding review&the item value is less than $10,000;prefer to keep the decision private;to avoid excessive legal fees;&Marketing Handbook, SMPS, 2000, pg. 465 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.497&mcs&0&N&A firm’s net multiplier is the ratio of:&net revenue to total direct labor&overhead costs to total direct labor;employer’s bill out to its payroll rate;the firm’s total direct labor to its direct labor;&Marketing Handbook, SMPS, 2000, pg. 433 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.498&mcs&0&&Which of the following describes the decision-making process of a prospective buyer?&Awareness, interest, desire, action&Interest, communication, desire, action;Advertising, interest, desire, action;Interest, communication, wants, action;&A/E/C Marketing Fundamentals, M. Kubal, K. Miller R. Worth, SMPS, 2000, pg. 163 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1&&&N.
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CPSM2.499&mcs&0&N&Which of the following is the marketer/business developer’s role after a new project is secured by a firm?&Occasionally call the client during the project&Schedule the project kick-off meeting;Confirm scope of work with the client;Take the client out to celebrate the win;&Marketing Handbook, SMPS, Dennis Paoletti, 2000, pg. 439 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.500&mcs&0&N&Which of the following contributes the most to an effective meeting?&a detailed, time specific agenda&a time that works for everyone;attendance by key decision makers;a comfortable, convenient meeting place;&Design, Market Grow, Craig Park, 2002, SMPS, pg. 150 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.501&mcs&0&N&An example of value pricing is?&Lump sum&Hourly rates;Time and materials;Direct personnel expense;&Marketing Handbook, SMPS, 2000, pg. 447 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.502&mcs&0&N&Which of the following is the biggest obstacle in implementing a successful CRM program?&Convincing staff to share client information.&Choosing the wrong hardware and software.;Providing sufficient training on the system.;Developing reports that provide meaningful data.;&Marketing the Professional Services Firm, Laurie Young, John Wiley Sons, 2005, pg. 188 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.503&mcs&0&N&Which of the following is the most effective demonstration of a successful marketing program?&Number of leads generated and percentage of new projects.&Percentage of marketing dollars spent per number of leads.;Cost of advertising and percentage increase in web site traffic.;Level of client satisfaction and percentage of repeat business.;&Marketing the Professional Services Firm, Laurie Young, John Wiley Sons, 2005, pg. 192 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.504&mcs&0&N&Which of the following is not an example of quantitative research?&A business publication conducting surveys to determine growth potential of a project delivery method.&A business development professional meeting with a prospective client to determine when an RFP will be issued.;A firm conducting a focus group to determine their clients’ perception of the firm’s services.;A marketing professional calling government agencies to determine funding availability for a municipal project.;&Marketing Handbook, SMPS, BNI, 2000, Pg. 17 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.505&mcs&0&N&If costs are assigned to each item in the marketing budget based on the business plan and marketing plan, which of the following budgeting methods is being used?&Goal Based&Projection;Percentage;Analysis;&Plan It, Lisbeth Quebe, SMPS, 2002, pg. 74 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&02.0&&&&&1:v&&&N.
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CPSM2.506&mcs&0&N&When qualifying a potential client, the best use of a network is to determine which of the following?&Does the client contact have the authority to make decisions?&Is this a client that my firm really wants to pursue?;Will the client's staff get along with my firm's technical staff?;What is the client's history with the firm?;&Marketing Handbook, SMPS, BNI, Chapter 2.2, pg. 129 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.507&mcs&0&&When starting a relationship with a potential client a good rule of thumb is to:&talk 20% of the time and listen 80%&talk 40% of the time and listen 60%;talk 50% of the time and listen 50%;talk 60% of the time and listen 40%;&Marketing Handbook, SMPS, BNI, 2000, Chapter 1.1, pg. 24 - This question was created at the Item Writing Retreat on April 16, 2007.&&&a&01.0&&&&&1&&&N.
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CPSM2.508&mcs&0&N&Of the following, the most important element of proposal development is:&provide all information requested in the RFP.&request a debriefing meeting.;incorporate professional graphics.;make a go-no-go decision.;&me162<br>.RF<br>Wallace, R. Wargo, M., Proposals, SMPS Core Series, 1991, pg. 7.<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was cloned from question 14 at the Item Writing Retreat on April 16, 2007.&&&a&04.0&1&1&&0&1:v&&&N.
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CPSM2.509&mcs&0&Y&Brand is created by:&the clients' perception.&the firm's marketing department.;the public relations consultant.;the firm's corporate identity.;&Ref: Park, Craig - Design. Market. Grow. - SMPS 2002 - page 92 - This question was cloned from question 354 at the Item Writing Retreat on April 16, 2007. - This question was deactivated per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&05.0&&&&&1:v&&&N.
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CPSM2.510&mcs&0&N&The driving goal of all research is to:&help a company increase its revenue&find information;identify growth opportunities;evaluate a firm's strength in the marketplace;&A/E/C Marketing Fundamentals, SMPS, BNI, 2004 pg.73 This question was created at the item writing retreat on May 19, 2008.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.511&mcs&0&N&To get the most income for the fewest marketing dollars, it’s usually best to:&focus on existing clients&pursue new clients;diversify into new markets;network with peer groups;&Plan-It, Lisbeth Quebe, SMPS, 2002 pg. 34 - This question was created at the item writing retreat on May 19, 2008.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.512&mcs&0&N&Of the following, which is the most important characteristic of an effective proposal?&Organized in the same order as the RFP.&Covers all information the client might want to know.;Includes a one-page cover letter.;Incorporates high quality graphics.;&Design. Market. Grow!, Craig Park, SMPS, 2002, pgs. 102 and 103 - This question was created at the item writing retreat on May 19, 2008.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.513&mcs&0&N&If the goal of the cold call is to get a face-to-face meeting, a professional services marketer should:&begin with an explanation of the call’s purpose&ensure the call lasts at least fifteen minutes;provide a comprehensive description of the firm’s qualifications;outline a specific solution for the prospective project;&Marketing Handbook for the Design and Construction Professional/Rainmakers, SMPS, BNI, 2000, pgs. 96/135 - This question was created at the item writing retreat on May 19, 2008.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.514&mcs&0&N&You’ve made the first appointment to speak with a prospective client. Which of the following is most important to accomplish?&Elicit the client’s concerns.&Request a follow-up meeting.;Ask for the business.;Discuss a project schedule.;&Marketing Handbook, SMPS (Ford Harding), BNI, 2000, pg. 145 - This question was created at the item writing retreat on May 19, 2008.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.515&mcs&0&N&Which of the following is an example of primary research?&Mailing questionnaires to existing clients.&Conducting a search on the intranet.;Purchasing a contact database.;Reviewing articles from a news clipping service.;&A/E/C Marketing Fundamentals, Kubal, Miller Worth, BNi Publications, 2004, pg. 217 - This question was created at the item writing retreat on May 19, 2008.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.516&mcs&0&N&Magazine advertising is most effective at accomplishing which of the following?&Creating awareness&Generating action;Identifying leads;Cultivating prospects;&AEC Marketing Fundamentals, Kubal, Miller and Worth, BNi, 2004 pg. 168 - This question was created at the item writing retreat on May 19, 2008.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.517&mcs&0&N&When trying to distinguish your firm’s service and capabilities from others, one of the most powerful persuasion tools to use is:&testimonials&project approach;resumes with photos;impressive cover letter;&Wired! How to Crawl Inside Your Client’s Mind for Success in Business Development, David A. Stone, ACEC Publication, 2000, pg. 105 - This question was created at the item writing retreat on May 19, 2008.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.518&mcs&0&N&A well-written executive summary in a proposal will:&present sound business reasons to select your firm&spark an emotional interest;help owners feel they are getting personal attention;establish a rhythm for the proposal;&The Marketing Handbook, SMPS, BNI, 2000, Pg. 206 - This question was created at the item writing retreat on May 19, 2008.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.519&mcs&0&N&A selection committee would be most likely to shortlist a firm based on a proposal that accomplishes which of the following?&Keeps the focus on the client.&Highlights the rich history of the firm.;Concentrates on the project team's extensive experience.;Addresses the commpetition's limitations.;&'Proposals from the Edge' by G. Lucy, SMPS Marketer Articles, April 1996 - This question was created at the item writing retreat on May 19, 2008.&&&a&04.0&&&&&1:v&1:v&&&N.
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CPSM2.520&mcs&0&N&A professional services marketer is selecting projects to include on a professional's resume for a proposal. Which of the following criterion is the most important?&Relevance to the proposed project.&Completed within the last five years.;Multiple members of the team have worked on it.;Previous experience with the client.;&Marketing Handbook, SMPS, BNI, 2000, Pg. 209 - This question was created at the item writing retreat on May 19, 2008.&&&a&04.0&&&&&1:v&&&N.
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CPSM2.521&mcs&0&N&Which is the following is the least important when considering expansion opportunities?&Desired location of key personnel&Current and prospective clients;Project type;Size of market;&Plan It, Lisbeth Quebe, SMPS, 2002, pg. 22 - This question was created at the item writing retreat on May 19, 2008.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.522&mcs&0&N&Firms establish themselves as experts in a particular area during which phase of the typical market curve?&Development phase&Growth phase;Maturity phase;Decline phase;&Plan It, Lisbeth Quebe, SMPS, 2002, pg. 23 - This question was created at the item writing retreat on May 19, 2008.&&&a&02.0&&&&&1:v&&&N.
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CPSM2.523&mcs&0&N&Which force or trend has the least impact on a market?&Competition&Economics;Demographics;Public policy;&Plan It, Lisbeth Quebe, SMPS, 2002, pg. 24 - This question was created at the item writing retreat on May 19, 2008.&&&a&01.0&&&&&1:v&&&N.
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CPSM2.524&mcs&0&N&Which exhibiting strategy is likely to have a higher rate of return on its investment?&Use a pre-conference email invitation with a coupon for a gift that attendees receive upon visiting the booth.&Have a continuous information video loop in an unmanned booth so staff can continue to work on billable projects.;Hire an outside graphic designer to create an attractive booth with lights and special collateral holders.;Designate a newly-hired marketing intern to man the booth and distribute give-aways.;&Plan It, Lisbeth Quebe, SMPS, 2002, pg. 44 - This question was created at the item writing retreat on May 19, 2008.&&&a&05.0&&&&&1:v&&&N.
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CPSM2.525&mcs&0&N&Which of the following is the first step in applying the Six Degrees of Separation concept?&Contact someone in your network, and ask him/her if he/she knows anyone associated with a project opportunity.&Call six contacts in your network to see what they know about an upcoming project opportunity.;Use staff from different departments to research an upcoming project opportunity.;Appoint staff to meet six people within the prospect organization to compile helpful information.;&Wired! How to Crawl Inside Your Client's Head, David A. Stone, ACEC, 2000, pg. 30 - This question was created at the item writing retreat on May 19, 2008.&&&a&03.0&&&&&1:v&&&N.
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CPSM2.526&mcs&0&N&There has been an incident to which a firm may be linked. The local media has called that firm’s marketing director for comment. What is the director’s most appropriate first step?&Implement the firm’s crisis communications plan.&Tell the reporter someone will return the call when more information is available.;Reply to the reporter with “no comment at this time”.;Transfer all incoming calls to voicemail until senior staff can convene.;&Building Profits, Kubal, Miller and Worth, McGraw-Hill, 2000, pg. 247 - This question was created at the item writing retreat on May 19, 2008.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.527&mcs&0&N&Which of the following items is most critical to an appropriate crisis communications plan?&Designating an appropriate spokesperson.&Sending the firm’s media kit to the press with comments.;Formulating a comprehensive written response.;Identifying appropriate media contacts.;&Building Profits, Kubal, Miller and Worth, McGraw-Hill, 2000, pg. 247 - This question was created at the item writing retreat on May 19, 2008.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.528&mcs&0&N&In training technical staff to become effective client account managers, which of the following is most important for them to know?&Project measures of success&Project fit in the overall marketing plan;Projects similar in scope;Cost of pursuing the project;&The Marketing Handbook, SMPS, BNI, 2000, Chapter 4.9, pgs. 418 - This question was created at the item writing retreat on May 19, 2008.&&&a&06.0&&&&&1:v&&&N.
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CPSM2.529&mcs&0&N&The primary benefit of using a niche marketing strategy is:&high demand, low supply.&low cost, high volume.;better capitalization, high visibility.;low risk, high return.;&.RF<br>Jackson E: The Handbook for Marketing Professional Services. SMPS, 1994,<br>Chap. 1.5, Clear Company Direction, p. 29.<br>Kevin Doyle revised this question per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was cloned from question CPSM2.063 and revised per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.530&mcs&0&N&The least factual source of information to learn about key people within a prospect company is:&Dun and Bradstreet.&Wikipedia.;Company web site.;Company annual report.;&.RF<br>Babiarz, B., SMPS Marketing Handbook, Chapter 1.1, Marketing Research, 2000,<br>p. 13.<br> - This question was cloned from question #261 and revised by Kevin Doyle per the decision of the Item-Writing sub committee on June 16-17, 2006. - This question was updated at the Item Writing Retreat on April 16, 2007. - This question was cloned from question CPSM2.459 and revised per the decision of the Item-Writing sub-committee on May 19-20, 2008. - K. Doyle&&&a&03.0&1&1&&0&1:v&&&N.
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CPSM2.531&mcs&0&N&Which of the following is most essential to consider when hiring a marketing consultant?&Skills&Compatibility;Experience;Cost;&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> - This question was updated at the Item Writing Retreat on April 16, 2007. This question was cloned from question CPSM2.246 on March 10, 2010 due to a grammatical error. K. Doyle&&&a&05.0&1&1&&0&1:v&&&N.
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