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Brand Management: Aligning Business, Brand and Behaviour complete course is currently being offered by University of London & London Business School through Coursera platform. 

About this Course: 

Professor Nader Tavassoli of London Business School contrasts traditional approaches to branding - where brands are a visual identity and a promise to customers - to brands as a customer experience delivered by the entire organisation. The course offers a brand workout for your own brands, as well as guest videos from leading branding professionals. 

Also Check: How to Apply for Coursera Financial Aid


Brand Management: Aligning Business, Brand and Behaviour Quiz Answers - Coursera!

Brand Management: Aligning Business, Brand and Behaviour Week 1 Quiz Answers!

Q1. Which of these best describes the “brand image”? (select only one)

  • The strategic design of a differentiated customer value proposition
  • Those valued associations that are unique to a brand and set it apart from the competition
  • The name, logo, and other visual or non-visual aspects associated with a particular brand
  • What people think and feel with respect to a brand

Q2. Which of these factors foster a perfectly competitive market? (select all that apply)

  • Customers pretty much know everything
  • Competitors collude to set prices
  • Competitors offer products that are basically the same
  • Low-cost competitors erode profits for others

Q3. What are some of the potential benefits of having a strong brand purpose? (select all that apply)

  • It provides customer relevance
  • It maximises shareholder value
  • It attracts and motivates talent
  • It differentiates the brand from competitors

Q4. Which of these were mentioned as being drivers of value creation? (select all that apply)

  • Expectation
  • Experience
  • Extendability
  • Effectiveness
  • Efficiency
  • Endogeneity

Q5. The complementary approach discussed in this MOOC urges brands to focus more on which of the following? (select all that apply)

  • Employees
  • Competitors
  • Experiences
  • Social media
  • Consumers
  • Customers

Q6. Why does the complementary approach discussed in this MOOC extend beyond marketing and into functional areas such as human resources, operations and finance? (select all that apply)

  • These functional areas are internal customers who also experience the brand
  • Brand investments come at the expense of investments in other functional areas
  • The customer journey cuts across business processes
  • People across the organisation need to deliver on the brand promise

Q7. Which one of these concepts most closely corresponds to ‘brand differentiation’ (select only one)

  • Brand image
  • Competitive advantage
  • Customer value proposition
  • Brand purpose

Brand Management: Aligning Business, Brand and Behaviour Week 2 Quiz Answers!

Q1. What best predicts customer satisfaction, say with a shopping trip or an airline journey? (select only one)

  • The weighted average (by touchpoint importance) of the experience at each touchpoint
  • The average evaluation of the experience at each touchpoint
  • The overall evaluation across all touchpoints (i.e., holistic assessment)
  • The evaluation of the most positive experience (i.e., the peak)

Q2. True or False? So-called big data from online shopping and store cards (e.g., Tesco Club Card) promotes an experience focus within organisations.

  • False
  • True

Q3. True or False? The net value of perceived points-of-difference between two brands is a good representation of brand differentiation in the minds of customers.

  • True
  • False

Q4. Which best describes the external focus of an organisation with an experience offering? (select only one)

  • Public
  • Markets
  • Consumers
  • Customers

Q5. Which were examples in the videos used where the pricing provided a brand signature? (select all that apply)

  • Pret-a-Manger
  • John Lewis
  • Samsung
  • Pampers
  • The London Olympics
  • Ironman

Q6. Which best applies to the delivery of an experience offering? (select only one)

  • Assembled
  • Produced
  • Orchestrated
  • Sourced
  • Serviced

Brand Management: Aligning Business, Brand and Behaviour Week 3 Quiz Answers!

Q1. Which of these forces increase the need to align business, brand and behaviour? (select only one)

  • The customer-consumer journey cuts across business silos
  • The customer-consumer journey is for a consumer product or service rather than a business-to-business one
  • The customer-consumer journey is for a high-involvement product or service e.g. like buying a car or taking out a mortgage
  • The customer-consumer journey involves several decision makers

Q2. Which of the following brands were used in the video as examples of strong alignment between business, brand and behaviour? (select all that apply)

  • Disney
  • Unilever
  • Club Med
  • Apple
  • Reckitt Benckiser
  • Nokia Siemens
  • Goldman Sachs

Q3. Which of the following brands were used in the video as examples of mis-alignment between business, brand and behaviour? (select all that apply)

  • Club Med
  • Unilever
  • Pampers
  • Goldman Sachs
  • Nokia Siemens
  • Starbucks
  • Reckitt Benckiser

Q4. True or False? When two companies merge, their shared values provide the best basis for building a winning culture.

  • False
  • True

Q5. True or False? The brand promise to customers has to be the same as that to the employees.

  • False
  • True

Q6. Which of these factors is NOT a cause for brands to coordinate their strategy globally? (select only one)

  • Converging consumer needs
  • Economies of scale
  • Hyper-connected customers
  • The ‘not-invented-here’ syndrome

Q7. True or False? Unilever found that a command and control structure helped execute a global strategy for the Dove brand.

  • False
  • True

Brand Management: Aligning Business, Brand and Behaviour Week 4 Quiz Answers!

Q1. Which of the following are true? (select all that are true)

  • Companies who are leaders at organisational change have more top-down managerial pressure than change laggards
  • Keystone habits are those that have the highest barriers to adoption
  • Employees who are brand antagonists tend to have high levels of organisational engagement
  • Companies who are leaders at organisational change have more defined roles and responsibilities than change laggards
  • The 6As process of internal brand engagement is more similar to the sales funnel than the customer-consumer journey
  • Companies who are leaders at organisational change set more precise goals for results than change laggards
  • Companies who are leaders at organisational change set more concrete goals for behaviours than change laggards

Q2. Which concept refers to the alignment between brand and behaviour? (select only one)

  • Brand differentiation
  • Brand integrity
  • Brand authenticity
  • Brand hypocrisy
  • Brand equity

Q3. Which concept refers to the alignment between business and brand? (select only one)

  • Brand integrity
  • Brand differentiation
  • Brand hypocrisy
  • Brand authenticity
  • Brand equity

Q4. Which famous economist wrote that experience provided no value? (select only one)

  • Joseph Schumpeter
  • Adam Smith
  • Karl Marx
  • Kenneth Arrow

Q5. The 6As process is best described by which concept? (select only one)

  • Employee branding
  • Brand loyalty
  • Employer branding
  • Employee engagement

Brand Management: Aligning Business, Brand and Behaviour Week 5 Quiz Answers!

Q1. Which of these dimensions are traditionally used to assess “brand health”? (select all that apply)

  • How employees feel about the brand
  • Brand advertising share of voice
  • Brand loyalty levels
  • Customer purchasing of the brand
  • Brand investment levels
  • The profitability of the brand
  • The perceived performance of the brand
  • The level of brand awareness

Q2. Which of these dimensions reflects “internal brand health”? (select all that apply)

  • Brand acceptance
  • Brand architecture
  • Brand polarization
  • Brand understanding
  • Brand positioning
  • Brand advocacy

Q3. How do strong brands provide financial value to the firm? (select all that apply)

  • Lower public relations costs
  • Lower administration costs
  • Lower pay
  • Higher sales volumes
  • Price premiums

Q4. Which type of employee tends to accept to work for lower pay at a strong brand? (select all that apply)

  • Younger employees, as compared to older employees
  • Men, as compared to women
  • The CEO, as compared to other executives
  • People with higher level of education, compared to those with a lower level

Q5. True or false? Brand valuation of the trademark on the balance sheet is always lower than the valuation of the branded business as a whole.

  • True
  • False

Q6. True or false? Brand valuation of the trademark on the balance sheet is always lower than the value the brand provides to the business.

  • True
  • False                                                                                                 

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