Beruflich Dokumente
Kultur Dokumente
Value System
Other Factors
¾Physical Assets and Facilities
¾R & D and Technological Capabilities
¾Marketing Resources
¾Financial Factors
External Environment
Micro Environment
Suppliers
Customers
The choice of the customer segments should be made
by considering a number of factors including the
relative profitability, dependability, stability of demand,
growth prospects and the extent of competition.
Competitors
This competition among these products may be
described as desire competition as the primary task
here is to influence the basic desire of the consumer.
The competition among such alternatives which
satisfy a particular category of desire is called generic
competition.
In other words, there is a product form competition.
Finally the consumer encounters the brand
competition i.e., the competition between the different
brands of the same product form.
Marketing Intermediaries
MICRO
Internal
BUSINESS
NATURAL
FACTORS
PUBLICS COMPETITORS
MARKETING
INTERMEDIARIES
ENVIRONMENT
DEMOGRAPHIC
FACTORS
ENVIRONMENT
2. The economic policy of the government, needless
to say, has a very great impact on business. Some
types or categories of business are favorably
affected by government policy, some adversely
affected, while it is neutral in respect of others.
Demographic Environment
¾Spying
Choice of
Implementation Evaluation
Strategy
A strategy is, in fact, a means to achieve the ends or
objectives. Objectives should not be static, they should
be dynamic.
To formulate clear objectives, it is essential to get
definite answers to certain questions, viz., "what
business the company is in?" "What should the
company's business be?" "What will the company's
business be?"
Environmental analysis will help find answer to the
question what should the company's business be?. If
'what should be the business' is different from 'what is
the business', there is certainly a need for redefining
the business, matching the company resources to the
environment.
Identification of the threats and opportunities in the
environment and the strengths and weaknesses of the
firm is the cornerstone of business policy formulation;
it is these factors which determine the. course/courses
of action to ensure the survival and/or growth of the
firm.
Strategic Alternatives and Choice of
Strategy
A company may be confronted with several
alternatives such as:
1. Should the company continue in the same
business or get out of it completely or partly?
2. If it should continue in the same business, should it
grow by expanding the existing units, establishing
new units or by acquiring other units in the
industry.
3. If it should diversify, should it diversify into related
area or unrelated areas?
4. Should it grow by vertical integration?
A company which plans to market its products in
foreign markets may have the following
alternatives:
1. Manufacture the product completely in the home
country and export it to the foreign market.
2. Establish manufacturing facility in a free area like
an export processing zone and make exports from
there.
3. Establish manufacturing facility in the foreign
country and undertake the complete manufacturing
of the product there.
4. Manufacture the components at home and
assemble the product in the foreign market.
5. Contract some foreign firm for manufacturing the
product and do only the marketing of it.
6. Enter into licensing agreement with a firm in the
foreign market.
7. Establish a joint venture abroad for manufacturing
and marketing the product.