Continuing education quiz.
Tracking performance
By Steven Reider
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A branch scorecard helps a bank only if the bank:
[] Pays incentives for profitable products.
[] Rewards individuals rather than branches.
[] Has a formal sales training program.
[] Has no cap on incentive payments.
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An effective performance scorecard should be all of the following things EXCEPT for: [] Being easily understandable.
[] Having a wide variety of measured categories.
[] Having goals that are attainable.
[] Having categories of measurement that remain constant over time.
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The fairest way to measure account acquisition is:
[] Absolute units sold.
[] Performance against historic benchmarks.
[] Performance against market-based sales goals.
[] Dollar volume of new balances.
The "Chicken Salad" Strategy by Virginia Graves
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F&M offered lunch to targeted women customers for all of the following reasons EXCEPT:
[] Women are more likely to enjoy lunch at a fancy restaurant
[] Women opened and controlled a high percentage of household banking relationships.
[] It was a high-touch way to pursue deposit growth.
[] It was a low-cost marketing strategy.
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F&M's marketing strategy is based on the idea that customers:
[] Care only about rate.
[] Prefer electronic convenience.
[] Like party invitations.
[] Each have their unique reasons for choosing the bank.
Get Real by James H. Gilmore and B. Joseph Pine II
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In today's "experience economy," consumers increasingly bypass commoditized goods and services to:
[] Find the lowest price.
[] Engage with companies that advertise widely.
[] Spend time with companies that stage engaging experiences.
[] Do business with a name that is well known in the community.
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Nothing makes a branding effort fail faster than:
[] A phony product or service.
[] A lack of a good tagline.
[] A spokesman who projects the wrong image.
[] Poorly conceived advertising.
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The goal of rendering "authenticity" is to get people to:
[] Notice your name.
[] Pay attention to your benefits.
[] Perceive your offerings as real.
[] Accept you as...
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