marketing envr
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MarketingEnvironment
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GROUP MEMBERS REHAN SIDDIQUI 1350
SMITA SONAWANE 1352 GAURAV WALAVALKAR 1360
MAHESH VANJARI 1358
SHAILENDRA UPADHYAY 1356 HARDIK TRIVEDI 1354
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Marketing Environment The factors and forces that affect marketing
managements ability to develop and maintainsuccessful transactions and relationships with itstarget customers.
1. Micro Environment
2. Macro EnvironmentEnvironmental Monitoring
Environmental ScanningThe process of
(1) Gathering information regarding companysenvironments.
(2) analyzing it
(3) forecasting the impact of whatever trends the analysis
suggests.
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The Companys Microenvironment
The forces close to the company that affect its abilityto serve its customers - the company, market channel
firms, customer markets, competitors and publics,
which combine to make up the firms value delivery
system.
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I. The Company
In designing marketing plans, marketing managementmust take other company groups, such as top
management, finance, research and development
(R&D), purchasing, manufacturing and accounting, into
consideration.
II. Suppliers
Firms and individuals that provide the resourcesneeded by the company and its competitors to
produce goods and services. MMs must watch
supply availability, shortage or delays, labor strikes,
price trends etc.
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III. Marketing Intermediaries
Firms that help the company to promote, sell anddistribute its goods to final buyer; they include
Resellers,
Physical distribution firms,
Marketing-service agencies Financial intermediaries.
IV. Customer/ Markets The company must study its customer/ markets closely,
keep up to date with changing customer requirementsand satisfy their needs, wants according to theirpurchasing power
Consumer Market, Business Market, Government,International Market etc.
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V. Competitors
The marketing concept states that, to besuccessful, a company must providegreater customer value an satisfactionthan its competitors. Thus, marketers
must do more than simply adapt to theneeds of target consumers.
They must also gain strategic advantage
by positioning their offerings stronglyagainst competitors offerings in theminds of consumers. They must strive toanticipate competitor activity and
strategy.
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VI. Publics
Any group that has an actual or potentialinterest in or impact on an organizations abilityto achieve its objectives.
a) Financial publics influence the companys ability toobtain funds. Banks, investment houses andstockholders are the principal financial publics.
b) Media publics are those that carry news, features andeditorial opinion. They include newspapers, magazines
and radio and television stations.c) Government publics Management must take
government developments into account. Marketersmust often consult the companys lawyers on issues ofproduct safety, truth in advertising and other matters.
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d) Citizen action publics A companys marketing decisions
may be questioned by consumer organizations,environmental groups, minority groups and otherpressure groups.
e) Local publics Every company has local publics, such asneighborhood residents and community organizations.
f) General public A company needs to be concerned aboutthe general publics attitude towards its products andactivities. The public image of the company affects itsbuying.
g) Internal publics A companys internal publics include its
workers, managers, volunteers and the board ofdirectors.
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Demographic Environment
The study of human population in terms of size,density, location, gender, race, occupation,
education etc.
Trends of interest: World population growth
Increased diversity
Changing age structures
Changing households
Higher education
Geographic shifts
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Economic environment
Factors that affect consumer buying powerand spending patterns
Trends of interest:
Changes in income, continued spending by
consumers
Consumer debt levels rising, savings down
Changing spending patterns
Stage of Business Cycle (prosperity, recession,depression and recovery)
Inflation
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Natural environment
Natural resources that are needed as
inputs by marketers or that are effected by
marketing activities.
Increased energy costs
Anti-pollution pressures
Changing role of governments
Growing shortages of raw materials
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Technological environment:
New technology creates new markets andopportunities
Replaces existing products and services
Research and development activity drives this
sector
Political environment Laws, government agencies, and pressure groups
Monetary and fiscal policies Social legislation & regulation
Business legislation is used to protect consumers,
businesses, and the interests of society
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Social & Cultural environment:
Institutions and other forces that influencesocietys basic values, perceptions,
preferences, and behaviors
Three Aspects of social environment Changes in our lifestyles & social values
Major social problems
Growing Consumerism
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A Case Study on
Marketing Environment
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FIRSTTransforming Travel
UKs largest transportation company.
Revenues of over 5 billions a year.
Employs over 135000 staff throughout UKand North America and moves over 2.5
billion passengers a year.
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Facts
First is the largest UK rail operator carrying
almost 270 million passengers every year.
Britains largest local bus operator with nearly9000 buses carrying around 3 million
passengers a day.
In North America, First is largest provider of
student transportation carrying 3 million students
every day
It is the leader in providing reliable, safe,
innovative and sustainable transport services.
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PESTEL analysis byF
IRST Political
Privatization of bus services leading to competition
resulting in low cost.
Economic
Respond to changes in demand from customers for
example First has responded to increased demand inthe Neath valley in Wales by working closely with theNeath port TALBOT council to run improved services
Congestion charges
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Social and Technological Factors
Social
Convenience and safety
Green consumers
Technological
Lower floor for easy entry
Smart cards
Infrastructure
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Environmental and Legal Factors
Environmental
Climate change strategy
Kyoto Protocol
Legal
Carbon credits
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CONCLUSION
It is possible to see PESTEL factors as threats.
However, First prefers to see them as opportunities.
Social trends are creating increasing numbers of older
passengers seeking comfortable easy-to accessbuses. Many people are seeking a greener form of
transport. A detailed PESTEL analysis helps First to
make appropriate plans to rise to the challenges of a
changing environment.FIRST is able to move forward with confidence and
grow its business.