Unit2.MarketingEnvironment2MarketingEnvironmentMarketingEnvironment-consistsoftheactorsandforcesoutsidemarketingthataffectmarketingmanagement’sabilitytodevelopandmaintainsuccessfulrelationshipswithitstargetcustomers.Includes:Microenvironment-forcesclosetothecompanythataffectitsabilitytoserveitscustomers.Macroenvironment-largersocietalforcesthataffectthemicroenvironment.3TheCompany’sMicroenvironment

（SeeP19）Company’sInternalEnvironment-functionalareasinsideacompanythathaveanimpactonthemarketingdepartment’splans.Suppliers-providetheresourcesneededtoproducegoodsandservicesandareanimportantlinkinthe“valuedeliverysystem”.MarketingIntermediaries

-helpthecompanytopromote,sell,anddistributeitsgoodstofinalbuyers.i.e.resellers.4TheCompany’sMicroenvironment

(SeeP19-20)Company’sInternalEnvironment-functionalareasinsideacompanythathaveanimpactonthemarketingdepartment’splans.Company’sMicro-environmentMarketingmanagementhasthetaskofattractingandbuildingrelationshipswithcustomersbycreatingcustomervalueandsatisfaction.However,marketingmanagementdoesnotaccomplishthistaskalone.Itssuccesswilldependonotheractorsintheorganization’smicro-environment—otherdepartments,suppliers,marketingintermediaries,customers,competitorsandvariouspublics.5TheCompany’sMicroenvironmentCustomers-fivetypesofmarketsthatpurchaseacompany’sgoodsandservices.Competitors-thosewhoserveatargetmarketwithsimilarproductsandservicesagainstwhomacompanymustgainstrategicadvantage.Publics-anygroupthatperceivesitselfhavinganinterestinacompany’sabilitytoachieveitsobjectives.6TheCompany’sMicroenvironmentIndesigningmarketingplans,marketingmanagementtakesotherorganizationgroupsintoaccount—groupssuchastopmanagement,finance,researchanddevelopment(R&D),purchasing,manufacturingandaccounting.Onefeatureofamarket-orientedorganizationisthatinformationissharedamongtheseinterrelatedgroupswhichtogetherformtheinternalenvironment.Seniormanagementsetstheorganization’smission,objectives,broadstrategiesandpolicies.Marketingmanagersmustmakedecisionswithintheplansmadebyseniormanagement.Seniormanagementmustapprovemarketingplansbeforetheycanbeimplemented.Marketing

managers

mustalsoworkcloselywithotherdepartmentsintheorganization.Thefinancedepartmentisconcernedwithfindingandusingfundstocarryoutthemarketingplan.R&Dfocusesontheproblemsofdesigningsafeandeffectiveproducts,aswellastheprocessesused.Purchasingconcernsitselfwithgettingsuppliesandmaterials,andmanufacturingisresponsibleforproducingthedesirednumberofcartonsoffinishedproduct.Inserviceorganizationssuchasretailers,werefertooperationsratherthanmanufacturing.Operationsmanagementhasthetaskofensuringthatstoresstockandsellthemerchandisewantedbycustomers,ormakingsuretheorganizationtakesonpersonnelwithparticularexpertiseinthecaseofmedicalclinicsandlawfirms.Accountingandfinancemeasurerevenuesandcostssoastohelpmarketingknowhowwellitisachievingitssalesandprofitobjectives.Suppliers:Suppliersareanimportantlinkintheorganization’soverallcustomer‘valuedeliverysystem’.Theyprovidetheresourcesneededbytheorganizationtoproduceitsgoodsandservices.Supplierdevelopmentscanseriouslyaffectmarketingprograms.Marketingmanagersmustwatchsupplyavailability.Supplyshortagesordelays,laborstrikesandothereventscancostsalesintheshortrunanddamagecustomersatisfactioninthelongrun.Marketingmanagersalsomonitorthepricetrendsoftheirkeyinputs.Risingsupplycostsmayforcepriceincreasesthatcanharmtheorganization’ssalesvolume.Marketingintermediaries(seeP21)Marketingintermediarieshelpanorganizationtopromote,sellanddistributeitsgoodstofinalbuyers.Theyincluderesellers,

physicaldistributionfirms,marketingservicesagenciesand

financialintermediaries.Resellersaredistributionchannelfirmsthathelptheorganizationfindcustomersormakesalestothem.Theyincludewholesalers(insomeindustriesreferredtoasdistributors)andretailerswhobuyandresellmerchandise.Inshort,Marketingintermediarieshelpthecompanytopromote,sell,anddistributeitsgoodstofinalbuyers.i.e.resellers.10Company’sInternalEnvironment11TheCompany’s

Microenvironment(SeeP23)Customers

-fivetypesofmarketsthatpurchaseacompany’sgoodsandservices.Competitors-thosewhoserveatargetmarketwithsimilarproductsandservicesagainstwhomacompanymustgainstrategicadvantage.Publics-anygroupthatperceivesitselfhavinganinterestinacompany’sabilitytoachieveitsobjectives.TypesofCustomerMarkets

(SeeP23Fig2.2)GovernmentMarketsInternationalMarketsResellerMarketsBusinessMarketsConsumerMarketsCompany

CompetitorsMarket-orientedorganizationsareawareoftheircompetitors’relativestrengthsandweaknesses.Theyrecognizethat,tobesuccessful,anorganizationmustprovidegreatercustomervalueandsatisfactionthanitscompetitors.Thus,marketersmustdomorethansimplyadapttotheneedsoftargetconsumers.Theymustalsogainstrategicadvantagebypositioningtheirofferingsagainstcompetitors’offeringsinthemindsofconsumers.14TypesofPublics(SeeP24)CompanyCitizenActionPublicsLocalPublicsGeneralPublicInternalPublicsGovernmentPublicsMediaPublicsFinancialPublics

Publics

company’smarketingenvironmentalsoincludesvariouspublics.Apublicisanygroupthathasanactualorpotentialinterestin,orimpacton,anorganization’sabilitytoachieveitsobjectives.Everyorganizationisinvolvedwithseventypesofpublics:(SeeP24)1.Financialpublicsinfluencetheorganization’sabilitytoobtainfunds.Banks,investmenthousesandshareholdersarethemajorfinancialpublics.2.Mediapublicsarethosethatcarrynews,featuresandeditorialopinion.Theyincludenewspapers,magazinesandradioandtelevisionstations.3.Governmentpublics—managementmusttakegovernmentdevelopmentsintoaccount.Marketingmanagementoftenneedstoconsulttheorganization’slawyersonissuesofproductsafety,truthfuladvertisingorresellers’rights.4.Citizen-actionpublics—consumergroups,environmentalgroups,minoritygroupsandotherpublicinterestgroupsmayquestionanorganization’smarketingdecisions.5.Localpublics—everyorganizationhaslocalpublicssuchasneighborhoodresidentsandcommunityprotectionorganizations.Largeorganizationsmayappointacommunityrelationsofficertodealwiththecommunity,attendmeetings,answerquestionsandcontributetoworthwhilecauses.6.Generalpublics—a

marketingorganizationneedstobeconcernedaboutthegeneralpublic’sattitudetowarditsproducts,servicesandactivities.Thegeneralpublic’simageoftheorganizationaffectsitsbuying.7.Internalpublics—anorganization’sinternalpublicsincludeitswagedemployees,salariedandcommissionedemployees,volunteers,managersandtheboardofdirectors.Largeorganizationsusenewslettersandothermeanstoinformandmotivatetheirinternalpublics.Whenemployeesfeelgoodabouttheirorganization,thispositiveattitudespillsovertoexternalpublics.Anorganizationcanpreparemarketingplansforitsmajorpublicsaswellasitscustomermarkets.Supposetheorganizationwantsaspecificresponsefromaparticularpublic—suchasgoodwill,favorablewordofmouthorperhapsdonationsoftimeormoney.Theorganizationwouldhavetodesignanofferforthispublicthatisattractiveenoughtoproducethedesiredresponse.ReviewofKeyTermsandConceptsmarketingenvironment/營銷環(huán)境Theactorsandforcesoutsidemarketingthataffectmarketingmanagement’sabilitytodevelopandmaintainsuccessfultransactionswithitstargetcustomers.micro-environment/微觀環(huán)境Theforcesclosetotheorganizationthataffectitsabilitytoserveitscustomers—theorganization,marketchannelfirms,customermarkets,competitorsandpublics.

suppliers/供應(yīng)商firmsandindividualswhoprovidetheresourcesneededbythecompanyanditscompetitorstoproducegoodsandservicesmarketingintermediaries/營銷中介firmsthathelptheorganizationtopromote,sellanddistributeitsgoodstofinalbuyers;theyincluderesellers,physicaldistributionfirms,marketingservicesagenciesandfinancialintermediaries

physicaldistributionfirms/實(shí)體分銷公司warehouse,transportationandotherfirmsthathelptheorganizationstockandmovegoodsfromtheirpointsoforigintotheirdestinations

marketingservicesagencies/營銷服務(wù)公司marketingresearchcompanies,advertisingagencies,mediafirms,marketingconsultingagenciesandotherserviceprovidersthathelptheorganizationtargetandpromoteitsproductstotherightmarketsfinancialintermediaries/金融中介banks,creditcompanies,insurancecompaniesandotherbusinessesthathelpfinancetransactionsorinsureagainsttherisksassociatedwiththebuyingandsellingofgoodspublic

/公眾anygroupthathasanactualorpotentialinterestin,orimpacton,anorganization’sabilitytoachieveitsobjectivesDiscussionandReviewQuestions:1.Whatismarketingenvironment?Cancompanieschangetheirmarketingenvironmentaccordingtotheirwill?2.Whenwesayfirm’smicroenvironment,whatdowemean?3.Whatarethemajoractorsinthefirm’smicroenvironment?4.Thesuppliersofacompanyarealsoanimportantaspectofthemicroenvironmentbecauseeventheslightestdelayinreceivingsuppliescanresultincustomerdissatisfaction.Pleasecomment.5.Whatarethemarketingintermediaries?Whatkindsofbusinessfunctionsdotheyperform?Provideexamples.6.Whatarethe5typesofcustomermarketsthecompanyfacing?7.Competitorsarealsoafactorinthemicroenvironmentandincludecompanieswithsimilarofferingsforgoodsandservices.Toremaincompetitivewhatmustacompanydo?8.Howmanytypesofpublicsarementionedinthetext?Giveanexampleforeachtypeofpublic.SelectedAnswers

toExercisesinUnit2I.Nofixedanswerstothesequestions;Studentsmaymakefreespeechaccordingtothetext.

II.

1strategicadvantage;2.mission;3.intermediaries;4.agencies;5.accounting;6.goodwill;7.expertise;8.microenvironment

III.

1.h2.d3.e4.b5.c6.g7.f8.a

IV.1.T;2.T;3.F;4.T;5.T;6.T;7.F;8.T

V.1.macro-environment;2.marketing;customers;3.weaknesses;competitors;4.intermediaries;5.Physical;distribution;6.microenvironment

VI.Omitted.

VII.1.Acompany’smarke