Module 2.1 - Situation analysis and marketing information sources The SENSES project co-funded by the European Union funds (ERDF and IPA) For more information check the official website: http://www.interreg-danube.eu/senses

1. Module 2.1.
Practical marketing tools for social
enterprises
Ing. Iveta Brouckova, Ph.D
RERA - Regional Development Agency of South Bohemia
CZECH REPUBLIK
2018
2018
Project co-funded by the European
Union funds (ERDF and IPA)

2. 2.1.2. Situation analysis and
marketing information sources

3. Situation analysis
• Definition of key problems and market opportunities
• Monitoring of state-of-art and current trends, both positive and negative
impact on the company = factors
• Answer to question: HOW IS MY COMPANY DOING?
• Situation analysis usually starts with analysis of the company‘s environment
Project co-funded by the European
Union funds (ERDF and IPA)

4. Marketing environment
• environment, where all the marketing activities take place
• all the elements and influence that affect the running company in present or
in the future, development of the company and creation & maintenance of
relationships with the target groups
• Division of marketing environment
– internal environment
– external environment
– microenvironment
– macroenvironment
Project co-funded by the European
Union funds (ERDF and IPA)

5. Marketing environment division
Internal environment:
• influence inside of the company
• Immediately affects its operation and up to certain level are influenceable
(especially by management of the company)
• e.g.: employees, type of leadership, production capacities and production
procedures, used technologies, location and image of the company, etc.
Project co-funded by the European
Union funds (ERDF and IPA)

6. External environment
• Influence comes from outside of the company from microenvironment or
macroenvironment
Microenvironment
• Created by the subject that operates near the company
• There is a possibility to affect it partially, especially selection of some of the
operating subjects
• Subjects in microenvironment:
– Vertical level - suppliers, intermedieries, business partners, customers
– Horizontal level - competitors, company & public (local communities,
groups of interest including media, etc.)
Project co-funded by the European
Union funds (ERDF and IPA)
Marketing environment division

7. Macroenvironment
• created on national or international level
• it has to be respected and obeyed = the company can’t influence it by
its activities at all or with big difficulties
• during the analysis of the influence of the macroenvironment, we have
to proceed from the analysis of distant environment (global
macroenvironment) towards the local environment and choose specific
factors relevant and important for the company + identified possible
development and impact on the company
• factors in macroenvironment: political, economic, socially-cultural (and
demographic), technological, legal and environmental (natural)
Project co-funded by the European
Union funds (ERDF and IPA)
Marketing environment division

8. Basic environment analysis
Porter‘s Five Forces Model
• Analysis of the field and its risks.
• The model works with five elements - forces - and is based on market
analysis, behaviour of the company and behaviour of the consumer. The
basis is the development estimation in the researched field and possible
behaviour of subjects operating on the market + estimation of risks that
threaten from the sides of those subjects.
Project co-funded by the European
Union funds (ERDF and IPA)

9. • current competitors - ability to influence the price and quantity of the
offered product = competition between current competitors
• potential competitors - a possibility of market entry, other influence of the
price and quantity of the offered product = threat of new company entering
the market
• suppliers - ability to influence the price and offered the quantity of needed
inputs = negotiating power of suppliers
• buyers (customers) - ability to influence the price and demanded quantity
of the product = negotiating power of buyers
• substitutes - price and quantity of products, that can at least partially
replace the offered product = threat of substitution products and services
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis

10. Analysis of competitors
After identification of the biggest competitors it is important to search for their
important characteristics (such as strategies, goals, strengths and weaknesses)
not only from the market point of view but also from the customers’ point of
view. Competitive maps are often used here.
The map of strategic competitor groups displays the field structure according to
chosen characteristics and helps the management to choose closest
competitors.
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis

11. PESTEL analysis
Analysis of the company’s environment that explore single phenomenon, influence,
events and risks that influence or will influence the company. It is also used in the area of
impact analysis as input to SWOT analysis.
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis
POLITICAL FACTORS:
• Political stability
• Governance stability
• Country‘s membership in
political-economic coalitions
• Tax policy
• Social policy
ECONOMIC FACTORS:
• GDP development
• The phase of economic cycle
• Interest rate
• Exchange rates
• Unemployment rate
• Inflation
• Purchasing power
SOCIAL-CULTURAL FACTORS:
• Customers‘ purchase power:
• habits,
• relationships,
• attitude,
• opinion,
• values,
• language,
• men & women behaviour,
• social stratification of society
• subculture presence
• Behaviour of society factors

12. PESTEL analysis
Analysis of the company’s environment that explore single phenomenon, influence,
events and risks that influence or will influence the company. It is also used in the area of
impact analysis as input to SWOT analysis.
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis
TECHNOLOGICAL FACTORS:
• Trends in research & development
• the speed of technological changes
• producing
• transportation
• storage
• ICT
ECOLOGICAL FACTORS:
• local, national & international
environmental issues and its
solutions such as sufficient
amount of materials, energy
costs, level of pollution, etc.
LEGAL FACTORS:
• regulations
• issues with the
procedure of certain
product certification

13. SWOT analysis
Universal analysis used for internal/external factors evaluation that can
influence the company as a whole, but also just certain areas, products, new
plans, risks management, etc.
• S = Strengths
• W = Weaknesses
• O = Opportunities
• T = Threats
The main goal is to identify and subsequently eliminate weaknesses, support
strengths, search for & use new opportunities and be aware of & prevent
threats.
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis

14. • External factors - according to the analysed problem it concerns the
environs of the company, environs of the organization unit, etc.
Opportunities and Threats are monitored and can work on the analysis of
trends in the broader area (e.g.: PESTLE analysis), from sector analysis
(e.g.: Porter's model), analysis of competitive position (market
segmentation, customers' needs analysis, competitors analysis).
• Internal factors - evaluation of what the company stands out in or what
needs to be improved. It monitors Strengths and Weaknesses and can
work on the financial analysis of the company, EFQM evaluation, analysis of
Value Stream Mapping, resources analysis (e.g.: VRIO analysis), product
portfolio analysis (e.g.: Boston matrix).
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis

15. Project co-funded by the European
Union funds (ERDF and IPA)
Basic procedure of the SWOT
analysis:
• focus on key and important factors
• the inclusion of facts and objective
factors (measurable) - without
speculations
• break down all the factors into four
SWOT quadrants
Basic environment analysis

16. Evaluation of the quadrants:
• S-O evaluation - how to use the S to exploit market O
• W-O evaluation - how to use O to lower or to eliminate W
• S-T evaluation - how to use S to deflect T
• W-T evaluation - how to lower T in relation to W
Project co-funded by the European
Union funds (ERDF and IPA)
Basic environment analysis

17. Acquiring marketing information
Marketing information
• Need for evaluation and analysis of the company’s situation brings a need
for a lot of information (data).
• Marketers will evaluate that they need certain information they can gain with
a use of internal and external data, marketing intelligence, marketing
research, etc. They can acquire it in needed form and needed time.
• Necessity to design and build marketing information system.
Project co-funded by the European
Union funds (ERDF and IPA)

18. Information sources
Generally starts with secondary resources and if the information to solve the
problem cannot be found it is necessary to lean primary resources.
It is important to compare expenses for gaining the information and the risk of
going through the procedure based on incomplete information.
Project co-funded by the European
Union funds (ERDF and IPA)
Acquiring marketing information

19. Secondary data:
Internal (information gained from internal sources of the company) and external
(information provided by subject outside of the company)
was collected for another purpose, are public, free of charge or chargeable.
Advantage - usually immediate accessibility, lower costs.
Disadvantage - relate to the origin of the data, it can be out of date, in other units, the
data collection methodology is not always clear, etc. Problems with reliability and quality
can appear.
Internal sources:
• marketing information system
• database / operating information system (cash flow evidence, invoicing, orders) and
CRM
Project co-funded by the European
Union funds (ERDF and IPA)
Acquiring marketing information

20. External sources:
• internet (necessity to watch reliability of information)
• search engines
• information portal - national institutions (ministries, statistical bureau, consumers
organizations, etc.)
• Web 2.0 - discussion groups, blogs, social media, etc.
• e-Commerce services
• commercial databases and agency research
• companies directory
• field analysis and research
• full-text databases
• traditional media
• printed publications - specialized books, magazines, newspapers
• television & radio
• annual report
• personal contacts
Project co-funded by the European
Union funds (ERDF and IPA)
Acquiring marketing information

21. Primary data:
• information gathered newly with a focus on a certain project, belongs to the
contractor
Advantage - correspond with the need of the contractor
Disadvantage - obtaining is expensive, time-consuming and requires
preparation
Project co-funded by the European
Union funds (ERDF and IPA)
Acquiring marketing information