From the description give answers of the question below: Herb Marks had built his enterprise on the faithful patronage of four specialty shops and a large contract from Elmore Distributors. But after two years, the maker of novelty pens and pencils had to rethink his strategy when his two-year contract with Elmore ended.
Herb had built a company reputation on the manufacture and distribution of a variety of wooden writing utensils with customized engravings. Specialty shops loved to display the products in their fancy, lighted showcases, but such specialty shops—alone—were not profitable. Herb Marks had established a brand name, known merely as Marks, and decided to expound on it.
Herb extended his writing utensil lines to include quills, felt-tip pens, and multiple-cartridge pens that write in different colors. He even added a line of various grades of personalized stationery and business cards. Perhaps Herb’s biggest added touch, however, was the addition of two salespeople who would work to explain the diverse array of products offered by Marks, as well as nurture existing accounts.
“We make an excellent product,” Herb Marks stated, “and we honor a good guarantee on everything we sell. But let’s face it—we face hundreds of competitors! We need Marks representatives out there to help prospects understand what they should demand in something so simple as a writing tool.”
The Marks brand was fast-becoming synonymous with top-notch customer service. Part of the purchase package brought personal visits from the Marks representative, before the purchase and long after.

Q1. What are the Products produced by "Marks"? What is their market strategy?
Q2. Does organization marketing occur in this scenario? Explain. Give suggestions for improvisation.