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CHAPTER OVERVIEW
This chapter focuses on the factors that affect the organisation’s ability to develop and
maintain transactions with target customers. Changes to the macroenvironment factors
of demographics, economics, natural environment, technology, politics and culture,
shape the company’s opportunities and threats as do changes in the micro-environment.
The micro-environment includes the company’s suppliers, its marketing intermediaries,
its customers, its competitors and its publics. It also includes the arrangements of the
organisation, which shape the strengths and weaknesses of the company.
A key idea within this chapter is that, as far as possible, it is useful for the company to
be proactive about changes to the marketing environment rather than merely being
responsive to these changes. Those who are better able to predict and manage these
changes can gain a competitive advantage.
CHAPTER OBJECTIVES
1. List and discuss the importance of the elements of the marketing organisation’s micro-
environment, including the marketing organisation, marketing intermediaries, customers,
competitors and publics.
2. Explain the broad concept of the organisation’s macro-environment.
3. Outline the key changes occurring in the organisation’s macro-environment, including shifts
in the demographic, economic, technological, political, cultural and natural environments.
CHAPTER OUTLINE
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Marketing management has the task of attracting and building relationship with
customers by creating customer value and satisfaction. However, marketing
management does not accomplish this task alone. Its success will depend on other actors
in the organisation’s micro-environment – other departments, suppliers, marketing
intermediaries, customers, competitors and various publics (se Figure 5.1, p. 163).
The Marketing Organisation
The marketing organisation must study its customer markets closely. The
organisation can operate in five types of customer markets, shown in Figure 5.3,
p. 165:
1. Consumer markets: individuals and households that buy goods and services
for personal or household consumption.
2. Business markets: organisations that buy goods and services for further
processing or for use in their production process.
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3. Reseller markets: organisations that buy goods and services in order to resell
them at a profit.
4. Government markets: government agencies that buy goods and services in
order to produce public services or transfer those goods and services to others
who need them.
5. International markets: overseas buyers including consumers, producers,
resellers and governments.
Each market type has special characteristics that call for careful study by the
seller.
Competitors
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and pose threats to the organisation. The macroenvironment consists of the six major
forces shown in Figure 5.5, p. 169: demographic forces, economic forces, natural
forces, technological forces, political forces and cultural forces.
Demographic Environment
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according to Wilson MLI Research.
2. Youths. The number of 10 to 19 year olds consists of 2.6 million
consumers who buy or strongly influence purchases of products
ranging from health and beauty aids, clothing and food to stereo
equipment, cars, family travel, entertainment and secondary and
tertiary education.
3. Young adults. This group declined during the 1990s as a result of the
reduced fertility of the 1970s. Marketers who sell to the 20 to 34 age
group – furniture-makers, life insurance organisations, banks, sports
equipment, footwear and apparel manufacturers – can no longer rely
on increasing market size for increases in sales.
4. Early middle age. The baby-boom generation continues to move into
the just-under-40 to just-over-50 age group, creating huge increases.
This group is a major market for larger homes, renovations, new cars,
clothing, entertainment and investments.
5. Late middle age. The 40 to 64 age group had grown by 26% by the
end of the twentieth century. T his group is a major market for eating
out, travel, clothing, recreation and financial services.
6. Retirees. In 1995 this group included about 12% of all Australians.
This group has a demand for retirement communities, quieter forms
of recreation, single-portion food packaging, life-care and health-care
services and leisure travel.
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Movement from rural to urban areas. Australians have been moving
from rural to metropolitan areas for more than a century. The largest
cities account for most of the sales of expensive apparel, perfumes,
luggage and works of art.
Movement from the city to the suburbs. In the 1960s Australians made an
exodus from the inner cities to the suburbs. Australians living in the
suburbs engage in more casual, outdoor living and greater neighbourhood
interaction; they have higher incomes and younger families.
Changes in income
During the 1980s Australians and New Zealanders experienced the
‘consumption society’ to the full. Several failures associated with the
deregulated banking industry saw the business community fall into ill
repute. The years 2001 to 2003 saw the failures of Enron Corporation,
HIH Insurance, Ansett Airlines, and One.Tel. This and the terrorism
threats after September 11, 2001 have made consumers cautious. Despite
these events, incomes have risen in many important segments.
Marketers must also pay attention to income distribution. At the top are
the upper socio-economic class, the middle socio-economic class, lower
socio-economic class, and those below the poverty line. Value marketing
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has become the latest trend as markets look for ways to offer today’s
more financially cautious buyers greater value – just the right
combination of product quality and food service at a fair price.
The technological environment is perhaps the most dramatic force now shaping
our destiny. Technology has released medical wonders and advanced
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communication, however, it has also created mass means of destruction. Every
new technology replaces an older technology, creating new markets and new
opportunities.
Technological environment: ‘Forces that affect new technologies, creating new
product and market opportunities’ (p. 184).
Many of today’s common products were not available 100 years ago.
Scientists are currently working on a wide range of new technologies that
will revolutionise our products and production processes. The most
exciting work is being done in biotechnology, converging micro
computing and communications technologies, miniature electronics,
robotics and materials science. The challenge in each case is to make
practical, affordable versions of the products.
Increased regulation
As products become more complex, the public needs to know that they
are safe. Thus government agencies investigate and ban potentially
unsafe products. Such regulations have resulted in much higher research
costs and in longer times between new product ideas and their
introduction.
Political Environment
Legislation affecting business has increased steadily over the years. This
legislation has been enacted for many reasons. The first is to protect
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organisations from each other. Business executives all praise competition
but try to neutralise it when it threatens them.
Laws passed to define and prevent unfair competition are enforced by the
Australian competition and consumer commission (ACCC) or, if a
foreign organisation is involved, the Foreign Investment Review Board.
Even the Australian Constitution is involved. Section 93 of the
Constitution affects most organisations positively by ensuring that they
can trade freely between the states.
Individuals can take an organisation to task under state legislation for
what they consider to be misleading advertising or other dubious
activities. The federal Trade Practices Act has the greatest impact and is
discussed more in Chapter 21.
A second purpose of government regulation is to protect consumers from
unfair business practices. The third purpose of government regulation is
to protect the interests of society against unrestrained business behaviour.
To enforce the laws, several federal and state regulatory agencies have
been established. They can have a major impact on an organisation’s
marketing performance.
Federal
National Organisations and Securities Commission
Australian Department of Primary Industry
Australian Competition and Consumer Commission
Australian Telecommunications Commission
Australian Customs Service
Civil Aviation Safety Authority
National Health and Medical Research Council
Australian Trace omission (Austrade)
State
Weights and Measures Departments
State Power Commissions
Environmental Protection Authorities
Consumer Affairs Departments
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Persistence of cultural values
People in a given society hold many beliefs and values. Their core beliefs
and values have a high degree of persistence. Most Australians and New
Zealanders believe in working, getting married, giving to charity and
being honest. These shape more specific attitudes and behaviours found
in everyday life. Secondary beliefs and values are more open to change.
Believing in marriage is a core belief; believing that people should get
married early is a secondary belief. Marketers have some chance of
changing secondary beliefs.
Subcultures
Although core values are fairly persistent, cultural swings do take place.
Consider the impact of popular music groups, movie personalities and
other celebrities on young people’s hairstyles, clothes, and sexual norms.
The major cultural values of a society are expressed in people’s views of
themselves, of others and of organisations, society, nature and the
universe.
People’s views of themselves. People vary in the emphasis they place on
serving themselves versus serving others.
People’s views of others. More recently, observers have noted a shift
from a ‘me society’ to a ‘we society’ in which more people want to be
with, and serve, others.
People’s views of organisations. People vary in their attitudes towards
corporations, government agencies, trade unions, universities and other
organisations.
People’s views of society. People vary in their attitudes towards their
society: from patriots who defend it, to reformers who want to change it,
to malcontents who want to leave it.
People’s views of nature. People vary in their attitudes towards the
natural world. Some feel ruled by it, others feel in harmony with it and
still others seek to master it.
People’s views of the universe. Finally, people vary in their beliefs about
the origin of the universe and their place in it. Although most Australians
follow a particular set of religious beliefs, religious conviction and
practice have been declining through the years.
Responding to the Marketing Environment
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environment and do not try to change it. They analyse the environmental forces
and design strategies that will help the company avoid the threats and take
advantage of the opportunities the environment provides.
Other companies take a proactive stance toward the marketing environment.
These firms take aggressive actions to effect the publics and forces in their
marketing environment (e.g. hire lobbyists, stage media events, run advertorials,
press lawsuits and file complaints with regulators).
Marketing cannot always affect environmental forces – in many cases, it must
settle for simply watching and reacting to the environment.
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