Ch 12
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The marketing environment consists of internal and external forces that influence a company's ability to transact business. The microenvironment includes forces close to the company like customers, suppliers, competitors, and publics. The macroenvironment comprises larger societal forces like demographic, economic, natural, technological, political, and cultural factors. Marketers must monitor these forces and take a proactive approach to managing the environments to create favorable conditions.
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The document discusses the marketing environment, which includes the microenvironment and macroenvironment.
The microenvironment comprises forces close to the company that influence its ability to do business, such as suppliers, marketing intermediaries, customers, competitors, and publics.
The macroenvironment consists of larger societal forces in the demographic, economic, natural, technological, political, and cultural environments that affect whole industries. Understanding these environments helps companies respond strategically to opportunities and threats.
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The document discusses the marketing environment, which includes factors that influence a company's ability to transact business. The marketing environment has two levels: the microenvironment consisting of forces close to the company like customers, suppliers, competitors; and the macroenvironment consisting of larger societal forces like demographic, economic, natural, technological, political, and cultural forces. It provides details on the key elements in a company's microenvironment and each of the macroenvironmental forces.
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The document discusses the marketing environment, which includes the microenvironment and macroenvironment.
The microenvironment comprises forces close to the company that influence its ability to do business, such as suppliers, marketing intermediaries, customers, competitors, and publics.
The macroenvironment consists of larger societal forces in the demographic, economic, natural, technological, political, and cultural environments that affect whole industries. Understanding these environments helps companies respond strategically to opportunities and threats.
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The document provides an overview of analyzing a company's marketing environment, including the microenvironment and macroenvironment. It discusses the key actors in the microenvironment that affect the company's ability to serve customers, such as the company itself, suppliers, marketing intermediaries, customer markets, competitors, and publics. It then examines various forces in the macroenvironment, including demographic, economic, natural, technological, political, and cultural environments, and how understanding these forces can help a company respond effectively to changes in the marketplace.
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Web: auhbd.com/academic-writing
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The document discusses the marketing environment, which includes the microenvironment and macroenvironment.
The microenvironment comprises forces close to the company that influence its ability to do business, such as suppliers, marketing intermediaries, customers, competitors, and publics.
The macroenvironment consists of larger societal forces in the demographic, economic, natural, technological, political, and cultural environments that affect whole industries. Understanding these environments helps companies respond strategically to opportunities and threats.
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The document discusses the marketing environment, which includes the microenvironment and macroenvironment.
The microenvironment comprises forces close to the company that influence its ability to do business, such as suppliers, marketing intermediaries, customers, competitors, and publics.
The macroenvironment consists of larger societal forces in the demographic, economic, natural, technological, political, and cultural environments that affect whole industries. Understanding these environments helps companies respond strategically to opportunities and threats.
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The marketing environment consists of internal and external factors that affect a company's marketing decision-making and performance. The microenvironment includes suppliers, marketing intermediaries, customers, competitors, and publics. The macroenvironment includes political, economic, social, technological, demographic, and natural forces. Understanding the marketing environment through environmental scanning allows companies to identify strengths, weaknesses, opportunities, and threats to inform long-term business strategy and decision-making.
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The document discusses the internal and external environments of organizations. The external environment includes the general environment and task environment. The general environment comprises five dimensions - economic, technological, political-legal, socio-cultural, and international. The task environment includes competitors, customers, suppliers, regulators, and strategic partners that directly influence the organization. The internal environment consists of conditions within the organization like owners, employees, and organizational culture. Culture is determined by the founder and strengthened by success, and can be managed by understanding, rewarding, and promoting desired values.
Module 2 scanning the marketing environment
The document provides an overview of analyzing a company's marketing environment including the microenvironment and macroenvironment. It discusses the key parts of the microenvironment that directly impact the company such as departments, suppliers, marketing intermediaries, customers, and competitors. It then examines the macroenvironment including demographic, economic, natural, technological, political, and cultural forces outside the company's control that still influence its marketing decisions. The purpose is to understand all the internal and external factors shaping opportunities and threats to better respond to changes in the environment.
Marketing management
The document discusses the marketing environment and how it consists of internal and external factors that affect a company's ability to serve its customers. It describes the microenvironment as being close actors like suppliers, marketing intermediaries, customers and competitors. The macro environment includes larger societal forces like demographic, economic, natural, technical, political and cultural factors that influence opportunities and threats beyond a company's control.
Marketing Management (micro and macro environment)
Marketing management require and environment. Micro and macro environment is the core elements where marketers must look into. By failing so, companies will be in trouble.
Gbe & ibe comp ltd
This document discusses the global business environment and India. It provides an overview of key concepts like the business environment, marketing environment, and macroenvironment. The marketing environment consists of microenvironment factors close to the company and macroenvironment larger societal forces. The macroenvironment includes demographic, economic, technological, political/legal, cultural, and natural factors that can create opportunities or threats. The document also examines India's internal business environment and the factors shaping international trade.
Principles of Marketing 17e Chapter 3 Analyzing the Marketing Environment.pptx
The document summarizes key concepts from a marketing textbook chapter on analyzing a company's marketing environment. It describes the microenvironment including a company's departments, suppliers, marketing intermediaries, competitors, publics, and customers. It also outlines the macroenvironment forces of demographics, economy, natural environment, technology, politics, and culture that shape marketing opportunities. Effective marketing requires understanding how these environmental actors and forces affect building customer relationships and developing strategies accordingly.
marketing management unit 2 for mba semester1
The document provides an overview of key concepts related to a marketing management syllabus, including the business environment and its micro and macro factors. It discusses the company's microenvironment including suppliers, marketing intermediaries, customers, competitors, and publics. It then explains various elements of the macroenvironment like the political, economic, sociocultural, technological, natural, and legal environments. Specific trends within the demographic and economic environments are also summarized.
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The global market environment (marketing) chap3.ppt
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Principles of Marketing 17e Chapter 3 Analyzing the Marketing Environment.pptx
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Marketing notes (1)
This document discusses strategic planning for small businesses. It explains that strategic planning involves defining a business strategy and allocating resources to pursue that strategy. For small businesses, strategic planning should focus on dominating niche markets rather than having a small share of broad markets. The strategic plan needs to be changed when warning signs emerge, such as declining sales from core customers or changes in the competitive landscape. The strategic planning process is important for small business success and survival.
Marketing notes (1)
This document discusses several marketing challenges faced by business organizations and ways to overcome them. The key marketing challenges mentioned are rapidly changing customer needs and expectations, increasing domestic and global competition, the rising popularity of the internet, and having too many options to choose from. The document recommends ways for organizations to overcome these challenges, including becoming a learning organization through training, conducting market research, reevaluating the traditional 4Ps marketing mix framework, and adopting a marketing concept focused on customer satisfaction rather than sales. It also discusses different marketing philosophies and concepts as well as an overview of services marketing.
Ch 14
CRM aims to understand customer needs to manage relationships and maximize lifetime value. It integrates marketing, sales, service, and support through people, processes, and technology. CRM focuses on retaining existing customers in addition to gaining new ones, shifting from traditional marketing. Maintaining long-term customer relationships is critical to business performance. The purpose of CRM is to create value for both customers and the company over time by providing quality service. This competitive advantage helps with customer retention and building relationships.
Ch 13
Pricing is a key decision for any business. Companies must carefully consider factors like costs, competition, perceived value and demand to determine the right price point. An optimal price balances making a profit with attracting customers and market share. Firms also adjust prices over time based on sales performance and changing market conditions.
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Organizational culture and controlling are important aspects of management. An organization's culture can either positively or negatively impact employee behavior and performance. Effective controlling measures are needed to help ensure employees' actions are aligned with the organization's goals and strategies.
Ch 10
Channel design is an important consideration for any streaming service. It involves determining the types of content to offer viewers, how to organize that content for easy navigation, and how to promote specific shows and movies to drive viewership. The goal is to make it simple for users to find something engaging to watch while also exposing them to new options.
Ch 9
This document discusses service marketing and defines key characteristics of services. It notes that the service sector has grown significantly and now accounts for 60-75% of output in developed economies. Services are defined as activities that are intangible and don't result in ownership. Services have unique characteristics compared to products, including intangibility, inseparability, variability, perishability, and lack of ownership. A service continuum is used to categorize different types of offerings based on their tangible and intangible components. The key is that for services, production and consumption occur simultaneously and quality may vary between instances.
Ch 8
Marketing programs require careful planning to be effective. A marketing plan outlines the target audience, goals, budget, timeline, and tactics. It guides the implementation of promotional activities, messaging, and campaigns to attract customers and drive sales.
Ch 7
This document discusses various marketing strategies and competitive positions. It outlines strategies for expanding demand, protecting market share, and expanding market share. It also describes four main competitive positions: market leader, challenger, follower, and nicher. The document provides examples of companies that have adopted different competitive strategies, such as WD-40 innovating new product uses and Pepsi directly challenging market leaders. It also discusses organizing a company's marketing department through functional, geographic, product-based, market-based, and matrix structures.
Ch 6
WD-40 has been successful in expanding total demand for its product through finding new users, promoting new product uses, and encouraging greater usage. The document discusses WD-40's competitive strategy of product development, which includes expanding total demand and market share to protect profits. It asks what other brands have similarly focused on developing new applications for their products like WD-40.
Ch 5
Developing and positioning your brand is crucial. You must define what makes your brand unique and how it can solve customer problems better than competitors. Researching target audiences and crafting a clear brand message that resonates with them will help you effectively position your brand in the marketplace.
Ch 4
This document discusses understanding the target market, which is an essential aspect of forecasting and demand measurement. It defines key market terms like potential market, available market, target market, and penetrated market. Understanding the target market involves analyzing the total market potential, current demand, and future demand for the area or segment the company wants to serve.
Ch 3
This document defines and discusses key concepts for conducting an internal analysis of an organization, including organizational resources, capabilities, core competencies, and distinctive capabilities. It explains that an internal analysis identifies an organization's strengths and weaknesses by evaluating its vision, missions, strategies, resources, capabilities, and competencies. Conducting an internal analysis enables a firm to better understand itself and make strategic decisions.
Ch 2
Consumer behavior refers to the study of how individuals, groups, and organizations select, buy, use, and dispose of goods, services, ideas, or experiences to satisfy their needs and wants. It analyzes how emotions, attitudes and preferences affect buying behavior. Understanding consumer behavior is crucial for businesses to develop effective marketing strategies.
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The document discusses market opportunities in 1 paragraph. It likely focuses on identifying potential areas for business growth or new product lines based on current market conditions and trends. In a concise yet informative manner, it outlines some key opportunities the company could pursue to expand its customer base and increase profits.
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Ch 12
- 2. Marketing Environment • All the actors and forces influencing the company’s ability to transact business effectively with it’s target market. • Includes: – Microenvironment - forces close to the company that affect its ability to serve its customers. – Macroenvironment - larger societal forces that affect the whole microenvironment.
- 4. The Microenvironment Company Customers Publics Suppliers Competitors Intermediaries Forces Affecting a Company’s Ability to Serve Customers
- 5. The Company’s Microenvironment • Company’s Internal Environment- functional areas such as top management, finance, and manufacturing, etc. • Suppliers - provide the resources needed to produce goods and services. • Marketing Intermediaries - help the company to promote, sell, and distribute its goods to final buyers.
- 6. The Company’s Microenvironment • Customers - five types of markets that purchase a company’s goods and services. • Competitors - those who serve a target market with similar products and services. • Publics - any group that perceives itself having an interest in a company’s ability to achieve its objectives.
- 8. The Macroenvironment Demographic Technological Cultural Economic Political Natural Forces that Shape Opportunities and Pose Threats to a Company
- 9. The Company’s Macroenvironment • Demographic - monitors population in terms of age, sex, race, occupation, location and other statistics. • Economic - factors that affect consumer buying power and patterns. • Natural - natural resources needed as inputs by marketers or that are affected by marketing activities.
- 10. Key U.S. Demographic Trends Changing Age Structure Population is getting older Changing Family Structure Marrying later, fewer children, working women, and nonfamily households Geographic Shifts Moving to the Sunbelt and suburbs (MSA’s) Increased Education Increased college attendance and white-collar workers Growing Ethnic and Racial Diversity 73% Caucasian, 12% African-American, 10% Hispanic & 3.4% Asian
- 11. Economic Environment Changes in Consumer Spending Patterns Economic Development Changes in IncomeKey Economic Concerns for Marketers
- 12. Natural Environment Factors Affecting the Natural Environment More Government Intervention Shortages of Raw Material Increased Costs of Energy Higher Pollution Levels
- 13. The Company’s Macroenvironment • Technological - forces that create new product and market opportunities. • Political - laws, agencies and groups that influence or limit marketing actions. • Cultural - forces that affect a society’s basic values, perceptions, preferences, and behaviors.
- 14. Technological Environment Rapid Pace of Change High R & D Budgets Focus on Minor Improvements Increased Regulation Issues in the Technological Environment
- 15. Political Environment Greater Concern for Ethics Increased Legislation Changing EnforcementKey Trends in the Political Environment
- 16. Cultural Environment Of Organizations Of Nature Of Oneself Of Society Of the Universe Of OthersViews That Express Values
- 17. Responding to the Marketing Environment • Environmental Management Perspective –Taking a proactive approach to managing the microenvironment and the macroenvironment to affect changes that are favorable for the company. How? Hire lobbyists , run “advertorials”, file law suits and complaints, and form agreements.
- 20. SBU • It is a company within a company • The business is differentiated from the rest of the company • It has its own set of competitors • It is a separate profit centre
- 21. The BCG Matrix ??? Stars Dogs Cash Cows Mkt Share
- 22. SBU strategies • Build • Hold • Harvest • Divest
- 23. SWOT Analysis • Strengths • Weaknesses • Opportunities • Threats
- 24. The GE Model Business Strength Strong Medium Weak StrongMediumWeak
- 25. Ansoff’s Product-Market Grid Current products New products Current Mkts New Mkts Mkt penetration strategy Mkt development strategy Product development strategy Diversification strategy
- 26. The Planning Process • Analysing Market opportunities • Developing Marketing strategies • Planning Marketing Programs • Managing the Marketing Effort
- 27. Porter’s Generic Strategies • Overall cost leadership • Product Differentiator • Focus
- 28. Marketing Control • Annual Plan control • Profitability control • Strategic Control