The document is an assignment assessment report for a marketing student named Suresh Patel. It provides details of the assignment such as the campus, level, module name, date submitted, and assessor. It also includes the answer submitted by Suresh Patel for Assignment Question 1 on the topic of environmental scanning. The response defines environmental scanning, discusses its purpose and techniques such as SWOT analysis and PEST analysis. It also lists various internal and external factors and sources of information considered during environmental scanning.
The document provides an overview of environmental analysis, which involves monitoring internal and external factors that influence business decisions. It defines environmental analysis and scanning. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, and competitors, as well as the macroenvironment of demographic, economic, political, technological, and sociocultural forces. It provides examples to illustrate how these internal and external factors impact business decisions.
This document provides an overview of the contents to be covered in the GBBA 301A and GBBA 301B courses on fundamentals of business environment. The GBBA 301A course will cover topics such as components of culture, economic systems and policies in India, political systems, legal environment, and financial environment. The GBBA 301B course will involve students conducting environment scans of companies, analyzing socio-cultural differences across countries, studying economic environments, comparing political systems, and examining foreign exchange rates. Both courses aim to help students understand the business environment concept.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
This document discusses the motivators and drivers of strategic management. It outlines that strategic management is needed due to stiff competition between businesses and ever-changing market conditions. There are internal and external triggering events that can prompt top management to consider strategic changes, such as a new CEO, economic shifts, or technological developments. The document also briefly describes theories of the firm and other relevant theories that influence strategic management, such as theories of evolution, industrial organization, and resource-based views.
The document discusses the marketing environment and its internal and external factors. It can be summarized as follows:
[1] The marketing environment comprises internal and external factors that influence business operations. Internal factors include staff relationships, corporate culture and structure, and resource constraints. External factors make up the micro environment of suppliers, intermediaries, competitors and customers, as well as the macro environment including political, economic, social, technological, ecological, ethical and legal conditions.
[2] Key internal factors are developing positive staff relationships, managing both the formal and informal organizational structures, influencing corporate culture, and efficiently using limited resources. The micro environment directly impacts marketers and includes understanding suppliers, intermediaries, competitors and customer needs.
Analyzing a company’s external environmentM.S. SaHiR
This document discusses various strategic analysis tools and environmental factors that affect businesses. It explains that environmental analysis is used to identify internal and external elements that can impact an organization's performance. This includes assessing opportunities and threats from various factors. PESTLE analysis provides a high-level view of the political, economic, social, technological, legal, and environmental conditions for a business. Porter's Five Forces model also analyzes the competitive landscape including the threat of new entrants, power of suppliers and buyers, threat of substitutes, and industry rivalry. Key success factors within an industry that determine financial success are also discussed.
This document provides information about marketing management and the product life cycle. It defines marketing and discusses various marketing orientations like production, product, selling, and marketing concepts. It also explains the stages of the consumer decision making process and the product life cycle. The product life cycle includes the introduction, growth, maturity, and decline stages of a product.
The document discusses the strategic management process and environmental scanning. It describes the external environment as consisting of the societal environment made up of PEST factors (political, economic, social, technological), and the task environment including stakeholders. The internal environment includes analyzing a company's strengths, weaknesses, opportunities, and threats. Environmental scanning involves analyzing these external and internal factors. Strategies are then formulated using SWOT analysis and considering strategic groups within the industry.
The document provides an overview of environmental analysis, which involves monitoring internal and external factors that influence business decisions. It defines environmental analysis and scanning. The internal environment includes factors like values, management structure, and resources. The external environment includes the microenvironment of suppliers, customers, and competitors, as well as the macroenvironment of demographic, economic, political, technological, and sociocultural forces. It provides examples to illustrate how these internal and external factors impact business decisions.
This document provides an overview of the contents to be covered in the GBBA 301A and GBBA 301B courses on fundamentals of business environment. The GBBA 301A course will cover topics such as components of culture, economic systems and policies in India, political systems, legal environment, and financial environment. The GBBA 301B course will involve students conducting environment scans of companies, analyzing socio-cultural differences across countries, studying economic environments, comparing political systems, and examining foreign exchange rates. Both courses aim to help students understand the business environment concept.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
This document discusses the motivators and drivers of strategic management. It outlines that strategic management is needed due to stiff competition between businesses and ever-changing market conditions. There are internal and external triggering events that can prompt top management to consider strategic changes, such as a new CEO, economic shifts, or technological developments. The document also briefly describes theories of the firm and other relevant theories that influence strategic management, such as theories of evolution, industrial organization, and resource-based views.
The document discusses the marketing environment and its internal and external factors. It can be summarized as follows:
[1] The marketing environment comprises internal and external factors that influence business operations. Internal factors include staff relationships, corporate culture and structure, and resource constraints. External factors make up the micro environment of suppliers, intermediaries, competitors and customers, as well as the macro environment including political, economic, social, technological, ecological, ethical and legal conditions.
[2] Key internal factors are developing positive staff relationships, managing both the formal and informal organizational structures, influencing corporate culture, and efficiently using limited resources. The micro environment directly impacts marketers and includes understanding suppliers, intermediaries, competitors and customer needs.
Analyzing a company’s external environmentM.S. SaHiR
This document discusses various strategic analysis tools and environmental factors that affect businesses. It explains that environmental analysis is used to identify internal and external elements that can impact an organization's performance. This includes assessing opportunities and threats from various factors. PESTLE analysis provides a high-level view of the political, economic, social, technological, legal, and environmental conditions for a business. Porter's Five Forces model also analyzes the competitive landscape including the threat of new entrants, power of suppliers and buyers, threat of substitutes, and industry rivalry. Key success factors within an industry that determine financial success are also discussed.
This document provides information about marketing management and the product life cycle. It defines marketing and discusses various marketing orientations like production, product, selling, and marketing concepts. It also explains the stages of the consumer decision making process and the product life cycle. The product life cycle includes the introduction, growth, maturity, and decline stages of a product.
The document discusses the strategic management process and environmental scanning. It describes the external environment as consisting of the societal environment made up of PEST factors (political, economic, social, technological), and the task environment including stakeholders. The internal environment includes analyzing a company's strengths, weaknesses, opportunities, and threats. Environmental scanning involves analyzing these external and internal factors. Strategies are then formulated using SWOT analysis and considering strategic groups within the industry.
This document discusses environmental scanning and analysis for businesses. It defines the business environment and its internal and external components. The external environment includes micro factors like shareholders, suppliers, distributors, customers and competitors as well as macro factors such as political, economic, social and technological conditions. Environmental scanning involves monitoring these external and internal factors to identify opportunities and threats. It is important for setting strategy and gaining a competitive advantage. The document outlines various techniques for environmental scanning like surveys, historical analysis and input-output analysis. It also discusses analyzing different parts of the external environment like the natural, societal, task and international environments.
This document provides short summaries of material control and handling, labor productivity, personnel productivity, and strategic decision making. It also discusses operation strategy and its key elements. Finally, it describes different dimensions of quality including quality of design, conformance to design, utilization conditions, and after sales service. The key factors influencing plant location are also outlined, including availability of land, labor, inputs, transportation, markets, and infrastructure.
The chapter introduces strategic management, outlining its definition, key attributes, and three-step process of analysis, formulation, and implementation. It discusses the importance of stakeholder management and environmental forces that require organizational adaptability. Learning objectives are provided to understand these concepts and apply them through subsequent chapters analyzing goals, environments, strategies, and leadership.
The document discusses the marketing mix, which is defined as the set of controllable tactical marketing tools that a firm uses to influence demand for its products. The traditional marketing mix consists of the 4 Ps - Product, Price, Place, and Promotion. An extended marketing mix was introduced to accommodate services, adding the three Ps of People, Physical Evidence, and Process. An effective marketing mix matches customer needs, creates a competitive advantage, is well-blended, and matches a company's resources. The marketing mix elements are interdependent and must be carefully adjusted to achieve desired results.
This presentation is an effort to discover the role and importance of environmental factors and forces in routine marketing activities internally and externally at micro and macro level.
The document discusses concepts related to analyzing a company's external environment, including performing an external audit to identify key opportunities and threats in the general, industry, and competitive environments. It provides details on factors to consider in the economic, sociocultural, technological, legal/political, and competitive environments. Examples of tools for external analysis include the External Factor Evaluation Matrix (EFE) and Porter's Five Forces model for industry analysis.
Here are the answers to the objective type questions:
1. D
2. B
3. C
4. B
5. A
6. B
7. A
8. C
9. A
10. B
11. A
12. C
13. B
14. B
15. A
16. B
17. C
18. B
19. C
20. C
This document provides an overview of marketing research and outlines several key concepts:
1. It defines marketing research and discusses its purpose of helping companies make better business decisions.
2. Several stages in the evolution of marketing research are identified from the 1880s to the present.
3. Criteria for good research and qualities of effective research like being systematic, logical, empirical, and replicable are described.
4. The relationship between marketing research and marketing information systems is explored.
The document discusses several key concepts in marketing including definitions of marketing, the marketing concept, the marketing management process, marketing planning, marketing research, and the marketing environment. It provides definitions of marketing from several sources and outlines the implications of marketing for identifying customer needs and satisfying them profitably.
This document provides an overview of the marketing mix, also known as the 4Ps (Product, Price, Place, Promotion). It discusses how an extended marketing mix of 7Ps was developed to also account for services, adding People, Processes, and Physical Evidence. An effective marketing mix matches customer needs, creates competitive advantages, and is well-blended across elements. All elements of the mix are interdependent and must be carefully managed and adjusted together to satisfy customers profitably.
This document discusses tools and concepts for conducting an external strategic management audit. It outlines five broad categories of external forces - economic, social/demographic, political/legal, technological, and competitive. The document describes the process of performing an external audit, which involves gathering information, identifying opportunities and threats, prioritizing key factors, and communicating findings. It provides examples of variables to monitor within each category and emphasizes the importance of competitive intelligence programs.
1. Understand American cultural norms around work schedules, breaks, and personal time to avoid unrealistic expectations that demotivate workers.
2. Research U.S. labor laws and union regulations to navigate requirements appropriately and avoid conflicts.
3. Engage local managers familiar with U.S. workplace culture to adapt management styles and build trust with American employees accustomed to more autonomy and input.
Supermarkets have strong bargaining power over Coca-Cola as they:
- Buy in large volumes
- Control access to end customers
- Can threaten to stock substitute/competitor brands
- Have the ability to negotiate lower prices
Therefore, supermarkets can demand lower prices or better trade deals from Coca-Cola compared to smaller retail channels like convenience stores or soda shops. This gives supermarkets strong buyer power over Coca-Cola in the distribution channel. Meeting their demands impacts Coca-Cola's profits.
This document provides an overview of marketing research, including definitions, processes, methods and applications. It defines marketing research as the systematic process of identifying and solving marketing problems through data collection, analysis and reporting. The key stages are defined as problem identification, research design, data collection, data analysis, and reporting. Common problem-solving research includes segmentation, product, pricing, promotion and distribution research. Other topics covered include careers, selecting research suppliers, and the roles of marketing information systems and decision support systems. Ethics and stakeholders are also discussed.
Effects of factor analysis on the questionnaire of strategic marketing mix on...Alexander Decker
The document discusses a study that examined the effects of factor analysis on a questionnaire about strategic marketing mix and organizational objectives in the food and beverage industry. The results of the questionnaires were subjected to factor analysis, which showed several positive effects: 1) The correlation matrix was all positive and above 0.5, showing the adequacy of factor analysis. 2) Kaiser-Mayer Olkin value was 0.882, showing the data was suitable for factor analysis. 3) Eight factors were extracted explaining 72.6% of variability in the data. 4) Variables loaded strongly onto the factors. This shows factor analysis had significant positive effects on analyzing the questionnaire data.
Marketing information systems gather, analyze, and distribute market data to aid marketing decisions. They represent a balance between manager needs and economic feasibility. MKIS have four main components: marketing control, planning, research, and decision support systems. MKIS are organized with information flowing from production to customers and back to the company through manufacturers.
Marketing research systematically studies marketing problems to inform solutions. It became popular in the 1950s while MKIS emerged in the 1960s using computers. Research is retrospective while MKIS is continuous. Both aim to aid decision-making but MKIS has a broader scope.
1. Companies can grow from sole proprietorships to partnerships to larger private or public companies. Private companies have less access to capital than public companies, which can raise large amounts on the stock exchange.
2. Organizations typically change in response to their external environment or by developing competitive strengths internally. They may grow organically or through mergers and acquisitions. External factors driving change include social, legal, economic, political, and technological changes.
3. Factors affecting productivity include technical factors like technology and equipment, production factors, organizational factors, personnel factors, financial management, management skills, government regulations, and location. Productivity relies on optimizing all these factors.
Economic environment of business (1) by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
The document discusses the importance of understanding a business's environment. It defines the internal and external components of a business environment and explains how environmental analysis involves scanning, monitoring, forecasting, and assessing trends. Understanding opportunities and threats in the internal strengths/weaknesses and external macro/micro environments allows businesses to identify opportunities for growth, anticipate threats, and form effective strategies. Regular environmental analysis provides benefits like gaining competitive advantages, early warning of issues, adapting to changes, improving performance, informing strategic decisions, intellectual stimulation, and building a responsive company image.
Economic environment of business by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
The document discusses the economic environment of business. It defines business and outlines its key characteristics including profit motive, risk, and continuity of transactions. It then explains the importance of analyzing a business's internal and external environments. The internal environment includes organizational strengths and weaknesses, while the external or macro environment comprises factors like the economic, technological, political, and social landscapes that are outside a firm's control. Conducting a SWOT analysis allows a business to identify opportunities and threats in its task environment. Understanding how these internal and external factors interact is essential for strategic decision-making and helps businesses adapt to changes, spot new opportunities, and address potential threats in the economic environment.
The document provides information on business-to-business (B2B) marketing and industrial customers. It discusses that B2B marketing involves marketing products, services, and solutions to organizations for use in production or to facilitate their operations. Industrial customers include commercial enterprises, government bodies, institutions, and non-profit organizations. The document then describes characteristics of B2B markets, classifications of industrial products and customers, and strategies for marketing to different types of industrial customers like commercial enterprises and government entities.
This document discusses environmental scanning and analysis for businesses. It defines the business environment and its internal and external components. The external environment includes micro factors like shareholders, suppliers, distributors, customers and competitors as well as macro factors such as political, economic, social and technological conditions. Environmental scanning involves monitoring these external and internal factors to identify opportunities and threats. It is important for setting strategy and gaining a competitive advantage. The document outlines various techniques for environmental scanning like surveys, historical analysis and input-output analysis. It also discusses analyzing different parts of the external environment like the natural, societal, task and international environments.
This document provides short summaries of material control and handling, labor productivity, personnel productivity, and strategic decision making. It also discusses operation strategy and its key elements. Finally, it describes different dimensions of quality including quality of design, conformance to design, utilization conditions, and after sales service. The key factors influencing plant location are also outlined, including availability of land, labor, inputs, transportation, markets, and infrastructure.
The chapter introduces strategic management, outlining its definition, key attributes, and three-step process of analysis, formulation, and implementation. It discusses the importance of stakeholder management and environmental forces that require organizational adaptability. Learning objectives are provided to understand these concepts and apply them through subsequent chapters analyzing goals, environments, strategies, and leadership.
The document discusses the marketing mix, which is defined as the set of controllable tactical marketing tools that a firm uses to influence demand for its products. The traditional marketing mix consists of the 4 Ps - Product, Price, Place, and Promotion. An extended marketing mix was introduced to accommodate services, adding the three Ps of People, Physical Evidence, and Process. An effective marketing mix matches customer needs, creates a competitive advantage, is well-blended, and matches a company's resources. The marketing mix elements are interdependent and must be carefully adjusted to achieve desired results.
This presentation is an effort to discover the role and importance of environmental factors and forces in routine marketing activities internally and externally at micro and macro level.
The document discusses concepts related to analyzing a company's external environment, including performing an external audit to identify key opportunities and threats in the general, industry, and competitive environments. It provides details on factors to consider in the economic, sociocultural, technological, legal/political, and competitive environments. Examples of tools for external analysis include the External Factor Evaluation Matrix (EFE) and Porter's Five Forces model for industry analysis.
Here are the answers to the objective type questions:
1. D
2. B
3. C
4. B
5. A
6. B
7. A
8. C
9. A
10. B
11. A
12. C
13. B
14. B
15. A
16. B
17. C
18. B
19. C
20. C
This document provides an overview of marketing research and outlines several key concepts:
1. It defines marketing research and discusses its purpose of helping companies make better business decisions.
2. Several stages in the evolution of marketing research are identified from the 1880s to the present.
3. Criteria for good research and qualities of effective research like being systematic, logical, empirical, and replicable are described.
4. The relationship between marketing research and marketing information systems is explored.
The document discusses several key concepts in marketing including definitions of marketing, the marketing concept, the marketing management process, marketing planning, marketing research, and the marketing environment. It provides definitions of marketing from several sources and outlines the implications of marketing for identifying customer needs and satisfying them profitably.
This document provides an overview of the marketing mix, also known as the 4Ps (Product, Price, Place, Promotion). It discusses how an extended marketing mix of 7Ps was developed to also account for services, adding People, Processes, and Physical Evidence. An effective marketing mix matches customer needs, creates competitive advantages, and is well-blended across elements. All elements of the mix are interdependent and must be carefully managed and adjusted together to satisfy customers profitably.
This document discusses tools and concepts for conducting an external strategic management audit. It outlines five broad categories of external forces - economic, social/demographic, political/legal, technological, and competitive. The document describes the process of performing an external audit, which involves gathering information, identifying opportunities and threats, prioritizing key factors, and communicating findings. It provides examples of variables to monitor within each category and emphasizes the importance of competitive intelligence programs.
1. Understand American cultural norms around work schedules, breaks, and personal time to avoid unrealistic expectations that demotivate workers.
2. Research U.S. labor laws and union regulations to navigate requirements appropriately and avoid conflicts.
3. Engage local managers familiar with U.S. workplace culture to adapt management styles and build trust with American employees accustomed to more autonomy and input.
Supermarkets have strong bargaining power over Coca-Cola as they:
- Buy in large volumes
- Control access to end customers
- Can threaten to stock substitute/competitor brands
- Have the ability to negotiate lower prices
Therefore, supermarkets can demand lower prices or better trade deals from Coca-Cola compared to smaller retail channels like convenience stores or soda shops. This gives supermarkets strong buyer power over Coca-Cola in the distribution channel. Meeting their demands impacts Coca-Cola's profits.
This document provides an overview of marketing research, including definitions, processes, methods and applications. It defines marketing research as the systematic process of identifying and solving marketing problems through data collection, analysis and reporting. The key stages are defined as problem identification, research design, data collection, data analysis, and reporting. Common problem-solving research includes segmentation, product, pricing, promotion and distribution research. Other topics covered include careers, selecting research suppliers, and the roles of marketing information systems and decision support systems. Ethics and stakeholders are also discussed.
Effects of factor analysis on the questionnaire of strategic marketing mix on...Alexander Decker
The document discusses a study that examined the effects of factor analysis on a questionnaire about strategic marketing mix and organizational objectives in the food and beverage industry. The results of the questionnaires were subjected to factor analysis, which showed several positive effects: 1) The correlation matrix was all positive and above 0.5, showing the adequacy of factor analysis. 2) Kaiser-Mayer Olkin value was 0.882, showing the data was suitable for factor analysis. 3) Eight factors were extracted explaining 72.6% of variability in the data. 4) Variables loaded strongly onto the factors. This shows factor analysis had significant positive effects on analyzing the questionnaire data.
Marketing information systems gather, analyze, and distribute market data to aid marketing decisions. They represent a balance between manager needs and economic feasibility. MKIS have four main components: marketing control, planning, research, and decision support systems. MKIS are organized with information flowing from production to customers and back to the company through manufacturers.
Marketing research systematically studies marketing problems to inform solutions. It became popular in the 1950s while MKIS emerged in the 1960s using computers. Research is retrospective while MKIS is continuous. Both aim to aid decision-making but MKIS has a broader scope.
1. Companies can grow from sole proprietorships to partnerships to larger private or public companies. Private companies have less access to capital than public companies, which can raise large amounts on the stock exchange.
2. Organizations typically change in response to their external environment or by developing competitive strengths internally. They may grow organically or through mergers and acquisitions. External factors driving change include social, legal, economic, political, and technological changes.
3. Factors affecting productivity include technical factors like technology and equipment, production factors, organizational factors, personnel factors, financial management, management skills, government regulations, and location. Productivity relies on optimizing all these factors.
Economic environment of business (1) by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
The document discusses the importance of understanding a business's environment. It defines the internal and external components of a business environment and explains how environmental analysis involves scanning, monitoring, forecasting, and assessing trends. Understanding opportunities and threats in the internal strengths/weaknesses and external macro/micro environments allows businesses to identify opportunities for growth, anticipate threats, and form effective strategies. Regular environmental analysis provides benefits like gaining competitive advantages, early warning of issues, adapting to changes, improving performance, informing strategic decisions, intellectual stimulation, and building a responsive company image.
Economic environment of business by Neeraj Bhandari ( Surkhet.Nepal )Neeraj Bhandari
The document discusses the economic environment of business. It defines business and outlines its key characteristics including profit motive, risk, and continuity of transactions. It then explains the importance of analyzing a business's internal and external environments. The internal environment includes organizational strengths and weaknesses, while the external or macro environment comprises factors like the economic, technological, political, and social landscapes that are outside a firm's control. Conducting a SWOT analysis allows a business to identify opportunities and threats in its task environment. Understanding how these internal and external factors interact is essential for strategic decision-making and helps businesses adapt to changes, spot new opportunities, and address potential threats in the economic environment.
The document provides information on business-to-business (B2B) marketing and industrial customers. It discusses that B2B marketing involves marketing products, services, and solutions to organizations for use in production or to facilitate their operations. Industrial customers include commercial enterprises, government bodies, institutions, and non-profit organizations. The document then describes characteristics of B2B markets, classifications of industrial products and customers, and strategies for marketing to different types of industrial customers like commercial enterprises and government entities.
The document provides information on business-to-business (B2B) marketing and industrial customers. It discusses that B2B marketing involves marketing products, services, and solutions to organizations for use in production or to facilitate their operations. Industrial customers include commercial enterprises, government bodies, institutions, and non-profit organizations. The document then describes characteristics of B2B markets, classifications of industrial products and customers, purchasing orientations and practices of business customers, and strategies for managing the industrial marketing environment.
The document provides an overview of business environment analysis. It defines key terms like business, objectives of business, and importance of understanding the business environment. It discusses the micro and macro environment. The micro environment includes factors directly related to the firm like customers, competitors, suppliers, marketing intermediaries, and publics. The macro environment encompasses broader societal and economic forces like demographic, economic, political, technological, natural, and global factors. Understanding how these internal and external factors influence the business is important for strategic decision making and response.
The document discusses various techniques for environment scanning, which is defined as the process of collecting, evaluating, and delivering information for strategic purposes. It describes internal and external environmental components that are analyzed through techniques like SWOT analysis, organizational capabilities assessment, marketing capabilities assessment, and identifying critical success factors. The overall aim of environment scanning is to analyze opportunities and threats from the internal and external environment to help organizations strategize effectively.
This document provides an overview of business environment and analysis. It defines key terms like business, objectives of business, and importance of understanding the business environment. It describes the various internal and external influences on a business and frameworks for analyzing opportunities and threats. It also outlines the different components of the business environment, including the micro and macro environment, and relationship between organizations and their external environment.
The document provides information on strategic management and business policy case analysis. It discusses objectives of business policy, components generally included in business policy like marketing and finance. It also outlines guidelines for preparing case analysis, including focusing on facts, data, assumptions, and opinions. Additional topics covered include using SWOT analysis and evaluating internal and external environmental factors.
The document provides an overview of the marketing environment and its various components. It begins by defining the marketing environment and distinguishing between internal/controllable and external/uncontrollable factors. It then describes the key elements of the microenvironment including suppliers, intermediaries, customers, competitors, and publics. Finally, it outlines the macroenvironment and its demographic, economic, natural, technological, political, and cultural influences. The document aims to equip students with an understanding of the various forces that impact marketing management decisions.
The document discusses analyzing a company's marketing environment. It describes the internal environment as forces within a company, like departments, that influence marketing. The external environment includes the macro environment of broad forces like economic and technological changes, and the micro environment of close forces like customers and competitors. It provides details on analyzing each component of the external environment to identify opportunities and threats to help guide business strategy.
The document provides an overview of strategic management including definitions, comparison of strategic, tactical and operational levels, types of policies, and the strategic management process. It defines strategic management as the art and science of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives. The strategic management process involves vision and mission formulation, objective setting, strategy development, implementation, and performance evaluation. It aims to create value through exploiting core competencies and achieving synergy.
The document discusses strategic management, which includes environmental scanning, strategy formulation, strategy implementation, and evaluation and control. It aims to integrate management functions to achieve organizational success. Key aspects covered include performing SWOT and PEST analyses to assess internal/external factors, identifying the organization's mission, objectives, and strategies, and implementing programs and budgets to execute the strategy.
The document discusses various techniques for environment scanning, which is defined as the process of collecting, evaluating, and delivering information for strategic purposes. It describes internal and external environmental components that are analyzed as part of environment scanning. Some key techniques discussed include SWOT analysis, analyzing organizational capabilities, identifying critical success factors, and using a balanced scorecard to measure performance metrics.
The document discusses the business environment and its analysis. It defines business environment as all external factors that influence business operations and discusses its importance. It describes the four steps of environmental analysis as scanning, monitoring, forecasting, and assessment. The document also differentiates between the internal, micro, and macro external environment and provides examples of factors within each.
This document discusses marketing management and market research. It provides details on:
- Analyzing competitors using tools like Porter's Five Forces and SWOT analysis
- Conducting qualitative and quantitative market research using methods like surveys, focus groups, and observational studies
- Examining the micro and macro environment that influence supply and demand, including factors like demographics, economy, competitors, and regulations
- Defining characteristics of consumer markets based on demographic, behavioral, geographic factors
BUSINESS POLICY AND STRATEGY Unit 1&2.pptxGagan331641
1. The document discusses key concepts in business policy and strategy including strategy formulation, strategic management process, levels of strategy, vision and mission statements, goals and objectives, external environment analysis tools, Porter's five forces model, value chain analysis, and environmental factors affecting business.
2. It provides definitions and explanations of strategy, strategic management, the different levels of strategy, components of vision and mission statements, and the importance of setting goals and objectives.
3. Various external environment analysis tools are also summarized including SWOT analysis, PESTEL analysis, Porter's five forces model, value chain analysis, and categorization of environmental factors impacting business.
The document discusses various tools for strategic analysis including environmental scanning, SWOT analysis, Porter's five forces model, and VRIO analysis. Environmental scanning involves tracking trends in an organization's internal and external environment. SWOT analysis identifies strengths, weaknesses, opportunities, and threats. Porter's five forces model examines the competitive forces that shape an industry. VRIO analysis evaluates the value, rarity, imitability, and organization of a firm's resources and capabilities.
1. The document discusses various strategies, policies, and concepts related to strategic planning including levels of strategy, the BCG matrix, SWOT analysis, Porter's five forces model, and generic strategies.
2. It also covers the strategic planning process, including developing a vision and mission, strategic analysis both internally and externally, setting objectives, and implementing strategy.
3. Finally, the document discusses decision-making, including different environments, theories of decision-making, factors that influence decisions, and various decision-making techniques.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Assignment Assessment Report
Campus: Lucknow Year/semester 2011-2013
Level: PCL-II Assignment Type
B
Module Name: Sales Assessor’s Name Mr.Chatterjee
Reqd Submission
Student’s Name: Suresh Patel 25/02/2013
Date
Suresh.wlc@gmail.com Actual Submission
Email id & Mob No 25/02/2013
9628831164 Date
Stream Marketing Submitted to : Mr.Chatterjee
2. Answer No-1
Environmental scanning
Iam Marketing Head of Tata Motor And we are conducted the
environmental Scanning- Environmental scanning is one component of
the global environmental analysis. Environmental monitoring
environmental forecasting and environmental assessment complete the
global environmental analysis. The global environment refers to the macro
environment which comprises industries, markets, companies, clients and
competitors. Consequently, there exist corresponding analyses on the
micro-level. Suppliers, customers and competitors representing the micro
environment of a company are analyzed within the industry analysis.
Environmental scanning is a data collection practice. It is aimed at collecting
information about an environment such as an office or institution that can
be used in planning, development, and ongoing monitoring by managers
and supervisors. Once data has been collected with scanning it can be
processed and analyzed to create a brief to be used in decision making.
3. Environmental scanning is a data collection practice. It is aimed at collecting information
about an environment such as an office or institution that can be used in planning,
development, and ongoing monitoring by managers and supervisors. Once data has
been collected with scanning it can be processed and analyzed to create a brief to be
used in decision making
Careful monitoring of an organization's internal and external environments for detecting
early signs of opportunities and threats that may influence its current and future plans. In
comparison, surveillance is confined to a specific objective or a narrow sector.
4. Environmental Scanning & Monitoring-
Techniques
SWOT
PEST Techniques QUEST
Industry Analysis Competitor Analysis
5. SOURCES OF INFORMATION
Documentary or secondary sources
Magazines, newspaper, journals, books, trade
&industry Assn. publication, Govt. Publication, Annual
report of competitor company.
Mass media
Internal sources - employees, files, MIS, documents
EXTERNAL AGENCIES - Customers, marketing
intermediaries, suppliers, trade Assn., Govt. Agencies
FORMAL STUDIES - Consultants, Educational
Institutions, in-house Spying & Surveillance thro’ ex
employees of competitor or planting ‘moles’ in competitor
company.
7. TYPES OF ENVIRONMENT
1) INTERNAL ENVIRONMENT
2) EXTERNAL ENVIRONMENT
INTERNAL EXTERNAL
FACTORS BUSINESS FACTORS
DECISION
8. INTERNAL ENVIRONMENT
Important internal factors are
1) Value System
The value system of founders and those at the helm of affairs has important bearing on the choice of business,
the mission and objectives of the organization, business policies and practices.
2) Mission and Objectives
The business domain of the company , priorities , direction of development, business philosophy, business
policy etc. are guided by the mission and objectives of the company
3) Management Structure and Nature
The organizational structure, the composition of the Board of Directors, extent of professionalization of
management etc. are important factors influencing business decisions.
4) Internal Power Relationship
Factors like the amount of support the top management enjoys from lower levels and workers, share holders
and Board of Directors have important influence on the decisions and their implementation.
The relationship between the members of Board of Directors is also a critical factor
5) Human Resources
The characteristics of the human resources like skill, quality, morale, commitment, attitudes etc. could
contribute to the strength and weakness of the organization.
The involvement, initiative etc. of the people at different levels may vary from organization to organization.
6) Company Image and Brand Equity
The image of the company matters while raising finance, forming joint ventures or other alliances, soliciting
market intermediaries, entering purchase or sale contracts , launching new products etc.
1. Physical Assets and Facilities
2. R&D and Technological Capabilities
3. Marketing Resources
4. Financial Factors
9. EXTERNAL ENVIRONMENT
Two Types
Micro Environment
Consists of actors in the company’s immediate environment, that affects the performance
of the company.
Macro Environment
Consists of larger societal forces that affect all the actors in company’s micro
environment.
MICROENVIRONMENT
The suppliers
Marketing intermediaries
Competitors
Customers
Publics
MACRO ENVIRONMENT
Demographic
Economic
Natural
Technological
Political
Cultural forces
10. Iam Marketing Head of Tata so we use this type of Strategy
Process
• Strategy is combination of competitive moves and business approaches. It is
necessary to stand in front of competition.
• Strategy required to achieves superior performance & organization's goals.
• Strategy is an art and science of Formulating,Implementing,andEvaluatingCross-
Functional Decisions that enable an Organization to Achieve its Objectives in
competitive environments
Attracting and pleasing customers
–Staking out a market position
–Competing successfully
–Growing the business
–Conducting operations &
• –Achieve targeted objectives
• Identifying an organization’s existing vision, mission and setting objectives
followed by strategy formulation, implementation & evaluation.
• Formal planning process by the top management which involves strategy
formulation, implementation, and evaluation as an on-ending process performed
on a continuous basis.
• Top management’s major role is to identifying strategies that company will pursue
to attain goal so fearing growth and value creation
11. Factor of Environmental Scanning:-
• Events:-Past events of business environment is the main
factor of environment scanning. For example, if Govt. has to
control food prices, it has to scan every week prices of
vegetables, fruits, milk and other food items. For more
simplification of price rise, Govt. will calculate wholesale price
index.
• Trends:-Not just to see the past events are effective but to
establish the trends on the basis of events is also very
important because this is important factor of business
environment scanning. Suppose, you have to take decision
relating to your vegetable prices, you have all the past market
price data of same vegetable. Now, you will make a trend
graph. If there is an increasing trend, you will fix your
vegetable price according to this.
12. PESTEL Analysis
• It means political , economical, social and technological analysis. We scan following updates in it.
•
• Changes in Taxation Policy
• Changes in Trade regulations
• Changes in Governmental rules
• Changes in Unemployment Policy etc.
• Changes in Inflation rate
• Changes in Growth in spending power
• Changes in a pensionable age, suppose in Italy, pensionable age will be 67 years in 2026.
• Technological changes
• New or improved distribution channels
• Improved communication and knowledge transfer etc.
• moral factor
• Laws on
• Waste disposal
• Energy consumption
• Pollution monitoring etc.
• Unemployment law
• Health and safety
• Product safety
• Advertising regulations
• Product labeling etc.
13. What Is Marketing Communication
Marketing communications or integrated marketing communications are message and related media used to
communicate with a market. Marketing communications is the "promotion" part of the "marketing mix" or the
"four Ps": price, place, promotion, and product & Tool.
• Direct Marketing • Pop-ups
• Direct Mail • Banner Ads
• Generic Mailings • Public Relations
• Inserts • Press Releases
• Targeted Mailings • Media Relations
• Personalized • Advertorials
• Versions • Speeches
• Customized • Special Events
• One-to-One • Point of Purchase
• Direct Response • Packaging
• Telemarketing • Shelf talkers
• Fulfillment • Posters
• Inquiry Fulfillment • Displays
• Order Fulfillment • Electronic Media
• Advertising • CD ROMs
• Print • PDF’s
• Mass Media • Web sites
• Infomercials • Web stores/Shopping Carts
• Web Ads
14. Answer No-2
• I Like to Start the online Electronic Shop Like
• PHONE
• LAPTOP
• TELIVISION
• Camera
And all these product sale on the different e-commerece site
like Homeshop,Noooptool ,eBay ,Homeshop18,flipkart all
these site.
15. Introduction to Marketing
Communications (Marcom)
Integrated Marketing
Communication (IMC)
Programs
Business-to-Consumer Business-to-Business Integrated Marcom
(B2C) (B2B) B2C&B
16. The Tools of Marketing Communications
1. Media Advertising 5. Trade- and Consumer-Oriented 6. Event Marketing and
• TV Promotions Sponsorships
• Radio • Trade deals and buying • Sponsorship of sporting events
• Magazines allowances • Sponsorship of arts, fairs, and
• Newspapers • Display and advertising festivals
allowances • Sponsorship of causes
2. Direct Response and Interactive
Advertising • Trade shows 7. Marketing-Oriented Public
• Direct mail • Cooperative advertising Relations and Publicity
• Telephone solicitation • Samples 8. Personal Selling
• Online advertising • Coupons
3. Place Advertising • Premiums
• Billboards and bulletins • Refunds/rebates
• Posters • Contests/sweepstakes
• Transit ads • Promotional games
• Cinema ads • Bonus packs
4. Store Signage and Point-of- • Price-off deals
Purchase Advertising
• External store signs
• In-store shelf signs
• Shopping cart ads
• In-store radio and TV
17. The Role of Marketing Communications
Reminding
Informing
Persuading
20. Promotion Plan
Advertising
• Print advertising such as that in programs for events, trade journals, magazines, newspapers
• Direct mail
• Outdoor advertising, such as billboards and bus boards
• Broadcast advertising on radio and TV (or Internet sites)
Marketing Collateral
• You might choose to produce and distribute materials such as:
• brochures
• newsletters
• flyers
• Posters
Promotional Activities
• Sponsorships for special events (like fun runs)
• Participation in community projects and boards of directors
• Trade Shows - Your product or service might be one that is suited to exhibiting at a trade
show attended by your target audience. Trade shows are typically one- or two- day
events that allow businesses to set up exhibits or booths showcasing their products or
capabilities.
• Fairs (like Health Fairs, Job Fairs)
• Give-aways (like baseball caps and mugs with your logo)
• Coupons and free samples
• Conducting contests
21. Public Speaking and Conferences
Making speeches at conferences, professional association meetings and
other events positions you and your company as a leader in your field.
Attending conferences is also an opportunity to make valuable contacts
that lead to sales.
Publications-
such as newsletters, trade journals and books.
Media Relations Campaigns
A campaign is your overall plan for contacting and staying in touch with
targeted members of the media (reporters). You might want to develop a
media relations campaign if it would benefit your company to be
mentioned in newspaper, magazine or TV broadcasts viewed by your
target audience. Developing press releases, press kits and public service
announcements could be included in your media relations campaign
22. Promote Our Website On Social Media –
Linked-in, twitter
• Create an Excellent Profile
• Add Friends
• Join Groups
• Create your Own Group
• List your Events
• Syndicate your Blog
• Reach OUT
• Send Virtual Gifts
• Use the Marketplace
• Create a Community
• Posting regular status updates.
• Active group participation.
• Send messages and invitations to those in our network and to other
group members
• Try LinkedIn advertising