Week 11 Flashcards

1
Q

The marketing environment

A

A company’s marketing environment consists of the actors and forces outside of marketing that affect marketing management’s ability to build and maintain successful relationships with target customers. Companies constantly watch and adapt to the changing environment.

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2
Q

The marketing environment is made up of:

A

The microenvironment and the macroenvironment

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3
Q

The company’s microenvironment

A

Marketing management’s job is to build relationships with customers by creating customer value and satisfaction.

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4
Q

Marketing success will require building relationships with

A
•
other company departments
•
suppliers
•
marketing intermediaries
•
competitors
•
various publics and
•
customers

that combine to make up the company’s value delivery network.

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5
Q

Suppliers

A

Suppliers form an important link in the company’s overall customer value delivery system. They provide the resources needed by the company to produce its goods and services. Supplier problems can seriously affect marketing. Marketing managers must be attentive to supply availability and costs.

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6
Q

Marketing managers must be attentive to supply availability and costs.

A


Supply shortages or delays, labourstrikes and other events can cost sales in the short run and damage customer satisfaction in the long run.

Rising supply costs may force price increases that can harm the company’s sales volume.

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7
Q

Marketing intermediaries

A

Marketing intermediaries help the company to promote, sell and distribute its products to final buyers.

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8
Q

Marketing intermediaries include

A
–
Resellers
–
physical distribution firms
–
marketing services agencies and
–
financial intermediaries.
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9
Q

Resellers

A

Resellers are distribution channel firms that help the company find customers or make sales to them.

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10
Q

Competitors

A

The marketing concept states that to be successful a company must provide greater customer value and satisfaction than its competitors do. Therefore, marketers must do more than simply adapt to the needs of target consumers. They also must gain strategic advantage by positioning their offerings strongly against competitors’ offerings in the minds of consumers.

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11
Q

Publics

A

A public is any group that has an actual or potential interest in or impact on an organisation’s ability to achieve its objectives.

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12
Q

There are seven types of publics:

A
–
Financial
–
Media
–
Government
–
Citizen-action
–
Local
–
General and
–
Internal
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13
Q

Customers

A

The aim of the entire value delivery system is to serve target customers and create strong relationships with them. Customers are the most important actors in the company’s microenvironment.

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14
Q

The company might target any, or all, of five types of customer markets.

A
–
Consumer markets
–
Business markets
–
Reseller markets
–
Government markets
–
International markets
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15
Q

The company macroenvironment includes

A

Demographic environment

Economic

Natural

Technological

Political

Cultural

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16
Q

Demographic environment

A
Demography is the study of human populations in terms of
–
Size
–
Density
–
Location
–
Age
–
Gender
–
Race
–
occupation and
–
other statistics.

The demographic environment is of major interest to marketers because it involves people, and people make up markets.

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17
Q

Generational marketing

A

The single most important demographic trend in Australasia is the changing age structure of the population. Due to the falling birthrates and longer life expectancies, the Australian and New Zealand populations are rapidly getting older.

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18
Q

The Changing family

A

The ‘traditional household’ consists of a husband, wife and children (and sometimes grandparents). Although two-parent families still make up a very large part of Australian families, this pattern is changing. Approximately 40 per cent of all family households have two parents living at home but, in the next 20 years, this is expected to fall slightly

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19
Q

Geographic shifts in population

A

This is a period of great migratory movements between and within countries. Australians, for example, are mobile people, with about 40 per cent of all Australian residents moving every five years.

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20
Q

Increasing diversity

A

Countries vary in their ethnic and racial makeup. The populations in both Australia and New Zealand are much more diverse, with nearly one in three people born overseas. In Australia, migrants from the United Kingdom make up the biggest group, but many people living in Australia who were born overseas are from New Zealand, China and India.

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21
Q

Economic environment

A

The economic environment consists of factors that affect consumer purchasing power and spending patterns. Economic factors can have a dramatic effect on consumer spending and buying behaviour.

Includes changes in income and changing consumer spending patterns

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22
Q

Changes in income

A

Marketers should pay attention to income distribution as well as to income levels. Over the past several decades, the rich have grown richer, the middle class has shrunk and the poor have remained poor.

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23
Q

Changing consumer spending patterns

A

consumers at different income levels have different spending patterns.

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24
Q

Natural environment

A

The natural environment involves the natural resources that are needed as inputs by marketers or that are affected by marketing activities. At the most basic level, unexpected happenings in the physical environment –anything from weather to natural disasters –can affect companies and their marketing strategies.

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25
Q

Environmental sustainability

A

Environmental sustainability means meeting present needs without compromising the ability of future generations to meet their needs. Concern for the natural environment has spawned an environmental sustainability movement. Today, enlightened companies go beyond what government regulations dictate. They are developing strategies and practices that create a world economy that the planet can support indefinitely.

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26
Q

Technological environment

A

The technological environment is perhaps the most dramatic force now shaping our destiny. Technology has released such wonders as antibiotics, robotic surgery, miniaturised electronics, laptop computers and the internet. It also has released such horrors as nuclear missiles, chemical weapons and assault rifles.

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27
Q

Political and social environment

A

The political environment consists of laws, government agencies and pressure groups that influence or limit various organisations and individuals in a given society. Marketing decisions are strongly affected by developments in the political environment.

28
Q

Cultural environment

A

The cultural environment is made up of institutions and other forces that affect a society’s basic values, perceptions, preferences and behaviours. People grow up in a particular society that shapes their basic beliefs and values. They absorb a world view that defines their relationships with others.

29
Q

Shifts in secondary cultural values

A

Marketers want to predict cultural shifts in order to spot new opportunities or threats. Several firms offer ‘futures’ forecasts in this connection. Although core values are fairly persistent, cultural swings do take place.

30
Q

Shifts in secondary cultural values

consider the impact of

A
–
popular music groups
–
movie personalities and
–
Other celebrities on young people’s hairstyling and clothing norms.
31
Q

How companies can react to the environment

A

Passive stance

Proactive stance

32
Q

Passive stance

A

Companies can view the environment as uncontrollable which they must react and adapt –passively accepting the environment and not attempting to change it. They develop strategies that will help the company avoid the threats and take advantage of the opportunities.

33
Q

Proactive stance

A

Assume that strategic options are not bounded by the current environment. Develop strategies to change the environment. Create and shape the industries and their structures

34
Q

Strategic Planning

A

the process of developing and maintaining a strategic fit between the organisation’s goals and capabilities and its changing marketing opportunities. Companies must identify long-run survival and growth that makes sense They will consider their situation, opportunities, objectives, and resources.

35
Q

Strategic planning questions

A

Where are we now?

Where do we want to be?

How will we get there?

36
Q

4 steps of company-wide strategic planning?

A

Defining the company mission

Setting company objectives and goals

Designing the business portfolio

Planning marketing and other functional strategies

37
Q

Company mission statements

A

A mission statement is a statement of the organisation’s purpose–what it wants to accomplish in the larger environment. A clear mission statement acts as an ‘invisible hand’ that guides people in the organisation

38
Q

A mission statement should not be

A

Product oriented

The sales or profits specific

39
Q

A mission statement should be

A
–
Meaningful, specific and motivating
–
Defined in terms of satisfying basic customer needs
–
Market oriented focusing on the custome
40
Q

Forging a sound mission begins with asking the following questions:

A

What is our business?

Who is the customer?

What do consumers value?

What should our business be?

41
Q

Setting company goals and objectives

A

Turn your mission into detailed supporting objectives for each level of management. A broad mission leads to a hierarchy of objectives, including business objectives and marketing objectives across all strategic business units (SBUs).

42
Q

What is a Strategic Business Unit (SBU)

A

Many companies have a structure with a number of strategic business units (SBUs), also known as Global Business Units (GBUs) in some businesses. These are the key business units that make up the company

43
Q

SMART Goals and objectives

A

Specific

Measurable

Attainable

Relevant

Time-bound

44
Q

Designing the business portfolio

A

Guided by the marketing organisation’s mission statement and objectives, management then plans its business portfolio. Business Portfolio is a collection of businesses and products that make up the company.

45
Q

The two steps of designing a business portfolio

A

Analyse current business portfolio and decide which businesses should receive more, less or no investment.

Shape the future portfolio by developing strategies for growth and downsizing

46
Q

Boston Consulting Group Growth Share Matrix

A

A portfolio-planning method that evaluates a company’s strategic business units (SBUs) in terms of its market growth rate and relative market share. SBUs are classified as stars, cash cows, question marks or dogs

1/10

47
Q

The Boston Consulting Group approach

A

Using the now-classic Boston Consulting Group (BCG) approach, a company classifies all its SBUs according to the growth-share matrix.

48
Q

Developing strategies for growth and downsizing

Product/Market Expansion Grid

A

A portfolio-planning tool for identifying company growth opportunities through:

Market penetration

Market development

Product development

Product diversification

1/10

49
Q

Planning marketing and other functional strategies

A

Each company department is a link in the company’s internal value chain. Each department carries out value-creating activities to design, produce, market, deliver and support the firm’s products

50
Q

Marketing strategy and the marketing mix

A

Companies cannot profitably serve all consumers in a given market -there are too many different kinds of consumers with too many different kinds of needs! Each company must divide up the total market, choose the best segments and design strategies for profitably serving chosen segments. This process involves (STP):

51
Q

STP:

A

Market segmentation

Market targeting

Differentiation and positioning

52
Q

Market segmentation

A

The process of analysing how a market is naturally broken into distinct groups of buyers who have different needs, characteristics or behaviours, and who might require tailored products or marketing programs. A market segment consists of consumers who respond in a similar way to a given set of marketing efforts.

53
Q

Market targeting

A

Market targeting involves evaluating each market segment’s attractiveness and selecting one or more segments to enter. A company should target segments in which it can profitably generate the greatest customer value and sustain it over time.

54
Q

Market differentiation

A

Differentiating the company’s market offering from that offered by competitors, to create superior customer value.

55
Q

Market positioning

A

Arranging for a product to occupy a clear, distinctive and desirable place in the minds of target consumers vs. competing products. Positioning is ‘why a shopper will pay a little more for your brand’. Marketers plan positions that distinguish their products from competing brands and give them the greatest advantage in their target markets

56
Q

Developing an integrated marketing mix

A

The marketing mix is the set of controllable, tactical marketing tools that the company blends to produce the response it wants in the target market. The marketing mix consists of everything the company can do to influence the demand for its product.

57
Q

Marketing analysis

A

Managing marketing begins with a complete analysis of the marketing organisation’s situation. A SWOT analysis can be used

58
Q

SWOT analysis

A

SWOT analysis

1/10

59
Q

Marketing planning

A

Through strategic planning, the company decides what it wants to do with each business unit. Marketing planning involves deciding on marketing strategies that will help the company attain its overall strategic objectives. A detailed marketing plan is needed for each business, product or brand

60
Q

Contents of a marketing plan

A

1/10 *2

61
Q

Marketing implementation

A

Marketing implementation is the process that turns marketing plans into marketing actions in order to accomplish strategic marketing objectives. While marketing planning addresses the what and why of marketing activities, implementation addresses the who, where, when and how.

62
Q

Marketing controls

A

Marketers must practice constant marketing control –evaluating the resultsof marketing strategies and plans, and taking corrective action to ensure that objectives are attained.

63
Q

Te 4 steps of marketing controls

A

Set the specific marketing goals

Measure its performance in the marketplace

Evaluates the causes of any differences between expected and actual performance

Take corrective action to close the gaps between goals and performance

64
Q

Measuring and managing return on marketing investment (ROI)

A

The net return from a marketing investment divided by the costs of the marketing investment. Marketing returns can be difficult to measure. In measuring financial ROI, both the Return and the Investment are measured in dollars

65
Q

ROI =

A

Gain from investment divided by cost of investment