Week Two Lecture Market Opportunity Analysis Once an organization has conducted an environmental analysis, it is time to look deeper into the potential of a given population in order to determine if there is a potential for sales and profits. This is called a “Market Opportunity Analysis” (Ogden & Ogden, 2014), and it is conducted for the marketing team to be able to determine if the market under consideration has the required elements for the organization to make a profit.  Elements frequently considered on whether or not to enter into a market are Michael Porter’s (1979) five competitive strategies. Although Porter’s work was conducted 30 years ago, Porters five competitive strategies have stood the test of time and are used today in virtually every industry around the globe (Renko, Sustic, & Butigan, 2011): Rivalry among existing competitors; bargaining power of suppliers; bargaining power of buyers; threat of substitute products or services; and threat of new entrants (Porter). Understanding how each strategy impacts the organization’s industry as well as the surrounding members can be key to being able to identify the best markets with the highest probability of opportunities. Below is a graph of the five strategies and characteristics within each strategy. SMART Being able to accurately track the organization’s performance against the expectations is a critical activity. If the marketing strategy is performing below expectations, slight adjustments can be made in many cases. In extreme cases, the organization may have to reconsider its entire marketing strategy. One method for monitoring the marketing strategy’s progress toward meeting organizational objectives is to use the SMART metric of measurement. This stands for Specific, Measurable, Attainable, Relevant, and Time  (Ogden & Ogden, 2014). While the objectives can be for all the areas within marketing, this metric is most often used to measure whether or not the overall marketing strategy is performing according to expectations. In addition to the five competitive strategies, another component in the Market Opportunity Analysis is to identify a specific population group most likely to need and buy the organization’s goods or services, a target market. There are three components to identifying a target market: the consumer needs and will purchase your product; the consumer has enough money to purchase your product, and there are enough consumers in this targeted market segment to make it profitable for your organization to sell the product (Ogden & Ogden, 2014). Methods to communicate with the identified targeted market segment are achieved through the organizations Integrated Marketing Communications (IMC) strategy and will be discussed below. Consistency with IMC If the ultimate goal is to positively affect buyer behavior and increase sales which, in turn, will increase shareholder wealth, how might an organization set about communicating in such a manner that will attract .

1. Week Two Lecture
Market Opportunity Analysis
Once an organization has conducted an environmental analysis,
it is time to look deeper into the potential of a given population
in order to determine if there is a potential for sales and profits.
This is called a “Market Opportunity Analysis” (Ogden &
Ogden, 2014), and it is conducted for the marketing team to be
able to determine if the market under consideration has the
required elements for the organization to make a profit.
Elements frequently considered on whether or not to enter into
a market are Michael Porter’s (1979) five competitive
strategies. Although Porter’s work was conducted 30 years ago,
Porters five competitive strategies have stood the test of time
and are used today in virtually every industry around the globe
(Renko, Sustic, & Butigan, 2011): Rivalry among existing
competitors; bargaining power of suppliers; bargaining power of
buyers; threat of substitute products or services; and threat of
new entrants (Porter). Understanding how each strategy impacts
the organization’s industry as well as the surrounding members
can be key to being able to identify the best markets with the
highest probability of opportunities. Below is a graph of the
five strategies and characteristics within each strategy.
SMART
Being able to accurately track the organization’s performance
against the expectations is a critical activity. If the marketing
strategy is performing below expectations, slight adjustments
can be made in many cases. In extreme cases, the organization
may have to reconsider its entire marketing strategy. One
method for monitoring the marketing strategy’s progress toward
meeting organizational objectives is to use the SMART metric
of measurement. This stands for Specific, Measurable,

2. Attainable, Relevant, and Time (Ogden & Ogden, 2014). While
the objectives can be for all the areas within marketing, this
metric is most often used to measure whether or not the overall
marketing strategy is performing according to expectations.
In addition to the five competitive strategies, another
component in the Market Opportunity Analysis is to identify a
specific population group most likely to need and buy the
organization’s goods or services, a target market. There are
three components to identifying a target market: the consumer
needs and will purchase your product; the consumer has enough
money to purchase your product, and there are enough
consumers in this targeted market segment to make it profitable
for your organization to sell the product (Ogden & Ogden,
2014).
Methods to communicate with the identified targeted market
segment are achieved through the organizations Integrated
Marketing Communications (IMC) strategy and will be
discussed below.
Consistency with IMC
If the ultimate goal is to positively affect buyer behavior and
increase sales which, in turn, will increase shareholder wealth,
how might an organization set about communicating in such a
manner that will attract and engage its targeted market segment?
One method is to use an Integrated Marketing Communications
(IMC) strategy. The American Association of Advertising
Agencies suggests a single voice with a single message in all
marketing communication channels has the greatest chance of
being heard by the organization’s targeted market segment
(Navarro-Bailón, 2012). Repetition on of the single message
will also be effective (Ogden & Ogden, 2014). Although there
are many trends and venues a marketing professional can use
including glocalization and omni-channel marketing, there
remains the need for a consistent, single message to be
communicated to the organization’s targeted market segment in

3. order to increase brand awareness and positively affect buyer
behavior.
Forbes School of Business Faculty
References:
Navarro-Bailón (2012, July). Strategic consistent messages in
cross-tool campaigns: Effects on brand image and brand
attitude. Journal of Marketing Communications, 18(3), 189-202.
Ogden, J. R., & Ogden, D. T. (2014). Utilizing a strategic
marketing approach to managing marketing communications.
San Diego, CA: Bridgepoint Education, Inc.
Porter, M. E. (1979, July-August). How competitive forces
shape strategy. Harvard Business Review, 1-9.
Renko, N., Sustic, I., & Butigan, R. (2011). Designing
marketing strategy using the five competitive forces model by
Michael E. Porter – Case of a small bakery in Croatia.
International Journal of Management Cases, 13(3), 376-385.
.
Required Text
Ogden, J. R., & Ogden, D. T. (2014). Integrated marketing
communications: Advertising, public relations, and more. San
Diego, CA: Bridgepoint Education, Inc.
Required Resources
Articles
Begehr, J. (2014, February 3). How content will impact the
future of integrated communications. Retrieved from
http://www.forbes.com/sites/gyro/2014/02/03/how-content-will-
impact-the-future-of-integrated-communications/
Breaking (some of) the rules during a crisis. (2006). PR News,
62(34), 1. Retrieved from the ProQuest database.

4. Dalgleish, S. (2005). Sell the sizzle or sell the steak? Quality,
44(1), 26. Retrieved from the ProQuest database.
Garfield, B. (2006). An illogical spot, but an unforgettable
campaign. Advertising Age, 77(38), 67. Retrieved from the
ProQuest database.
Giovis, J. (2006, Sep 25). Businesses make 'friends': MySpace
clicks with retailers using site to create a buzz, boost in-store
sales. McClatchy - Tribune Business News. Retrieved from the
ProQuest database.
How to...pitch a blog. (2006). PR News, 62(34), 1. Retrieved
from the ProQuest database.
Ovaitt, F. & Jeffries-Fox, B. (2006). Tip sheet: In an eventful
time, what's the sponsor's ROI? PR News, 62(36), 1. Retrieved
from the ProQuest database.
Zeelenberg, M., & van Putten, M. (2005). The dark side of
discounts: An inaction inertia perspective on the post-promotion
dip. Psychology & Marketing, 22(8), 611-622. Retrieved from
the ProQuest database.
Recommended Resources
Websites
American Marketing
Association (https://www.ama.org/Pages/default.aspx)
BBDO Worldwide (http://www.BBDO.com)
Council of Public Relations Firms (http://www.prfirms.org)
DDB Worldwide (http://www.ddb.com)

5. Direct Marketing Association (http://www.thedma.org)
Grey Group (http://www.grey.com)
Leo Burnett Company, Inc. (http://www.leoburnett.com)
MarketingProfs (http://www.marketingprofs.com/)
Outdoor Advertising Association of
America (http://www.oaaa.org)
Pearson (2014). Online resources for CLOW . Retrieved from
http://www.pearsonhighered.com/clow/.
Public Relations Society of America (http://www.prsa.org)
Advertising Message
Welcome to the world of advertising! How many of you think
advertisers unfairly influence us and “make” us buy items we do
not need, cannot afford, and will not use? If you raised your
hand or silently said “I do,” then you are among a majority of
people who think advertisers will lie to encourage sales and
believe consumers are helpless pawns in the corporate game of
profitability.
Nothing could be further from the truth! Advertisers design
catchy slogans, phrases, and songs to help us remember the
points about a particular item the organization thinks will
appeal to us. Did advertisers create the need? No! Did
advertisers determine whether or not we wanted an item? Again,
no! Although the psychology behind buyer motivation is the
focus for another course, advertisers only use what is known to
appeal to a specific group of buyers in hopes of affecting sales.

6. We are entering a world of bright lights, vivid colors, and every
sensory perception will become aware when a commercial is on
that appeals to something we have decided we need. Why do we
want a Mercedes? Good quality? No, superior quality! But does
it really cost $30,000 more to manufacturer a Mercedes than,
say, a Ford? Most likely not. Then why do we have a mental
image of a Mercedes as a premium product? Why, advertisers,
of course! Keep in mind as we move throughout our course . . .
advertisers work very hard to write messages and music that
will appeal to us and motivate us into action.
The objective of advertising is to “inform, persuade, and
reminder consumers about business and organizational products
and other offerings” (Ogden & Ogden, 2014, section 4.1). There
are three message executional frameworks: cognitive; affective;
and conative, and how marketers determine which strategy has
the highest probability of producing the desired effect on
consumer behavior (Clow & Baack, 2012). Parker (2013) stated
national universities tend to use more emotional, ego-based ads
whereas regional universities tend to use more informational
and rational ads. National universities use the affective message
strategy, whereas regional universities use the cognitive
message strategy. The key is to determine what type of message
has the greatest chance of impacting consumer behavior.
Writing an advertising plan requires tedious and detailed
concentration on many items. Figure 4.1 (Ogden & Ogden,
2014) in our text lists the ten steps in writing an advertising
plan. As you can see from the figure, there is a tremendous
amount of work involved in the planning. Today’s marketing
managers are being held responsible for ROI within their
allocated budget, so time must be taken to get the advertising
plan written in a manner for the greatest possible return.
Media Selection

7. Media planning is written with the five W’s in mind (Ogden &
Ogden, 2014): who, what, why, when and where. Following this
format will ensure all the relevant information will be included
within the media planning. In addition, media planning must
take such factors as reach, frequency, and Gross Rating Points
(GRP) into consideration. Reach refers to the number of people
who will be exposed to the advertising message at least one
time while the advertising campaign is running. Frequency
refers to the average number of times the audience was exposed
to the advertisement during the campaign. Finally, Gross Rating
Points combine reach with frequency in an effect to determine
the weight of the message (Ogden & Ogden).
With all those ads running, how does an organization's message
get through all the "clutter"? Clow and Baack (2012) suggested
the use of celebrities could capture and keep audience attention.
In addition to incorporating the seven principles (visual
consistency, sufficient campaign duration, repeated taglines,
consistent positioning, simplicity, presentation of an
identifiable selling point, and creation of an effective flow) (p.
191), the authors suggested an effective manner of overcome the
clutter is ad repetition and running ads on various types of
media.
In our current economic downturn, media agencies are
scrambling to meet the advertising needs of their customers –
customers who now may not have enough money to pay for the
media contract still in effect (“Media Agencies,” 2008).
Organizations must now deliver results from advertising on an
increasingly decreasing advertising budget, a stressful situation
for the organization as well as the media agency. For example,
KFC has set high standards for their media agency and expect
delivery (“Meet,” 2008).
With so many choices available, which media might be the most

8. effective in attracting an organization’s targeted market
segment? According to Jeter (2003), an auto advertisement
works 50% of the time. But which 50% is working? And in
which advertising medium? A common theory, although not
supported by scientific methodology, is some media work better
than others. Vincent and Vincent (1996) claim television ads
have a significant effect on buyer motivating behavior, while
magazines are most effective for creating brand awareness.
Nowak, Cameron, and Krugman (1993) declare a survey
delivered by mail and telephone actually assist advertisers in
which media is most effective for an industry. Their findings
indicate audience reach and specific targeting of a desired
market segment are most important when selecting an
advertising media. Cost is secondary to audience reach.
Yet, how does an advertising executive determine the "best"
types of media? Kassaye and Vaccaro (1991/1992) suggested
that as the demographics and lifestyles of consumers change,
the traditional selection of media must be challenged and
reformed. In addition, the cost of such advertising must be
considered. Our text does a very good job of discussing reach,
frequency, opportunity to see, gross ratings, etc. Does it make
sense to advertise in a daily print newspaper if you are
advertising about a product targeted toward a Generation Y
consumer? Of course not! Instead, advertising professionals
must determine a venue where the targeted market segment
congregates. Where might a media venue be that offers the
greatest opportunity of reaching Generation Y consumers? We
will discuss this issue in greater detail within our discussion
forums. In conclusion, which media is “best”? In short, choose
an advertising media for an organization’s advertising message
that has the greatest probability of being read, seen, or heard by
the organization’s targeted market segments.

9. Forbes School of Business Faculty
References:
Clow, K. E., & Baack, D. (2012). Integrated advertising,
promotion, and marketing communications (5th ed.). Upper
Saddle River, NJ: Pearson Education, Inc.
Jeter, L. W. (2003, September 15-21). Auto ads pack punch, but
which medium works best? Mississippi Business Journal, A15.
Kassaye, W. W., & Vaccaro, J. P. (1991/1992, Winter).
Increasing advertising effectiveness through better selection of
the media. Review of Business, 13(3), 40.
Media agencies: Time for a new model? Marketing Week, 27.
Meet the client (2008, October 14). Media Week, 17.
Nowak, G. J., Cameron, G. T., & Krugman, D. M. How local
advertisers choose and use advertising media. Journal of
Advertising Research, 33(6).
Ogden, J. R., & Ogden, D. T. (2014). Utilizing a strategic
marketing approach to managing marketing communications.
San Diego, CA: Bridgepoint Education, Inc.
Parker, B. T. (2013). Institutional advertising in higher
education: A comparison of creative strategy, message content,
and executional devices in television commercials from national
and regional universities. American Academy of Advertising.
Conference Proceedings (online): 199. Lubbock, TX: American
Academy of Advertising.
Vincent, M. & Vincent, A. (1996, June). Which medium works
best? Admap, 31(6), 12.

10. Grading Rubric
Distinguished - Thoroughly assesses how branding has
increased in the last few decades. Effectively uses examples to
support position.
Proficient - Assesses how branding has increased in the last few
decades. Uses examples to support position, but minor details
are missing.
Basic - Vaguely assesses how branding has increased in the last
few decades. Somewhat uses examples to support position
and/or relevant details are missing.
Below Expectations - Attempts to assess how branding has
increased in the last few decades; however, does not use
examples to support position and significant details are missing.
Non-Performance - The assessment of how branding has
increased in the last few decades is either nonexistent or lacks
the components described in the assignment instructions.
Analyzes How the Organization Developed Its Brand Equity
Total: 3.00
Distinguished - Thoroughly analyzes how the organization
developed its brand equity. Effectively uses examples to support
position.
Proficient - Analyzes how the organization developed its brand
equity. Uses examples to support position, but minor details are
missing.
Basic - Vaguely analyzes how the organization developed its
brand equity. Somewhat uses examples to support position and
relevant details are missing.
Below Expectations - Attempts to analyze how the organization
developed its brand equity; however, does not use examples to
support position and/or significant details are missing.
Non-Performance - The analysis on how the organization
developed its brand equity is either nonexistent or lacks the
components described in the assignment instructions.

11. Assesses the Influence of Branding on an Organization’s IMC
Total: 3.00
Distinguished - Thoroughly assesses the influence of branding
on an organization’s IMC. Effectively uses examples to support
position.
Proficient - Assesses the influence of branding on an
organization’s IMC. Uses examples to support position but
minor details are missing.
Basic - Vaguely assesses the influence of branding on an
organization’s IMC. Somewhat uses examples to support
position and/or relevant details are missing.
Below Expectations - Attempts to assess the influence of
branding on an organization’s IMC; however, does not use
examples to support position and significant details are missing.
Non-Performance - The assessment on the influence of branding
on an organization’s IMC is either nonexistent or lacks the
components described in the assignment instructions.
Written Communication: Control of Syntax and Mechanics
Total: 1.00
Distinguished - Displays meticulous comprehension and
organization of syntax and mechanics, such as spelling and
grammar. Written work contains no errors and is very easy to
understand.
Proficient - Displays comprehension and organization of syntax
and mechanics, such as spelling and grammar. Written work
contains only a few minor errors and is mostly easy to
understand.
Basic - Displays basic comprehension of syntax and mechanics,
such as spelling and grammar. Written work contains a few
errors which may slightly distract the reader.
Below Expectations - Fails to display basic comprehension of
syntax or mechanics, such as spelling and grammar. Written
work contains major errors which distract the reader.
Non-Performance - The assignment is either nonexistent or

12. lacks the components described in the instructions.
Written Communication: APA Formatting
Total: 0.50
Distinguished - Accurately uses APA formatting consistently
throughout the paper, title page, and reference page.
Proficient - Exhibits APA formatting throughout the paper.
However, layout contains a few minor errors.
Basic - Exhibits limited knowledge of APA formatting
throughout the paper. However, layout does not meet all APA
requirements.
Below Expectations - Fails to exhibit basic knowledge of APA
formatting. There are frequent errors, making the layout
difficult to distinguish as APA.
Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.
Written Communication: Page Requirement
Total: 0.25
Distinguished - The length of the paper is equivalent to the
required number of correctly formatted pages.
Proficient - The length of the paper is nearly equivalent to the
required number of correctly formatted pages.
Basic - The length of the paper is equivalent to at least three
quarters of the required number of correctly formatted pages.
Below Expectations - The length of the paper is equivalent to at
least one half of the required number of correctly formatted
pages.
Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.
Written Communication: Resource Requirement
Total: 0.25
Distinguished - Uses more than the required number of
scholarly sources, providing compelling evidence to support
ideas. All sources on the reference page are used and cited

13. correctly within the body of the assignment.
Proficient - Uses the required number of scholarly sources to
support ideas. All sources on the reference page are used and
cited correctly within the body of the assignment.
Basic - Uses less than the required number of sources to support
ideas. Some sources may not be scholarly. Most sources on the
reference page are used within the body of the assignment.
Citations may not be formatted correctly.
Below Expectations - Uses an inadequate number of sources
that provide little or no support for ideas. Sources used may not
be scholarly. Most sources on the reference page are not used
within the body of the assignment. Citations are not formatted
correctly.
Non-Performance - The assignment is either nonexistent or
lacks the components described in the instructions.