1. www.mhhe.com/fourps Evaluating Opportunities in the Changing Marketing Environment CHAPTER FOUR For use only with Perreault/Cannon/McCarthy or Perreault/McCarthy texts. © 2008 McGraw-Hill Companies, Inc. McGraw-Hill/Irwin

2. When we finish this lecture you should 1. 1. Know the variables that shape the environment of marketing strategy planning. 2. 2. Understand why company objectives are important in guiding marketing strategy planning. 3. 3. See how the resources of a firm affect the search for opportunities. 4. 4. Know how the different kinds of competitive situations affect strategy planning. 5. 5. Understand how the economic and technological environment can affect strategy planning.

3. When we finish this lecture you should 6. 6. Know why you might be sent to prison if you ignore the political and legal environment. 7. 7. Understand how to screen and evaluate marketing strategy opportunities.

4. Marketing Strategy Planning, Competitors, Company, & External Market Environment (Exhibit 4-1)

5. Evaluating Opportunities Screening criteriaScreening criteria Planning gridsPlanning grids Planning for multiple productsPlanning for multiple products Marketing Strategy Planning, Competitors, Company, & External Market Environment (Exhibit 4-1) Company Objectives Resources Competitors Current Prospective External Marketing Environment Economic Technological Political & Legal Cultural & Social Best opportunities to pursue

6. Resources and Objectives of the Firm Competitive Environment The Marketing Environment Cultural and Social Environment Economic Environment Technological Environment Political and Legal Environment External Marketing Environment Direct Marketing Environment Target Customers

7. Socially and Economically Useful Function Socially and Economically Useful Function Socially and Economically Useful Function Socially and Economically Useful Function Develop an Organization Develop an Organization Develop an Organization Develop an Organization Earn Profit Objectives Set Firm’s Course Three Basic Objectives Provide Guidelines Three Basic Objectives Provide Guidelines

8. Company Objectives Company Objectives Production Objectives Production Objectives Finance Objectives Finance Objectives Marketing Objectives Marketing Objectives HR Objectives HR Objectives R&D Objectives R&D Objectives Hierarchy of Objectives (Exhibit 4-2) Mission Statement Product Objectives Product Objectives Place Objectives Place Objectives Price Objectives Price Objectives Production Objectives Production Objectives Finance Objectives Finance Objectives HR Objectives HR Objectives R&D Objectives R&D Objectives Promotion Objectives Promotion Objectives Personal Selling Objectives Personal Selling Objectives Mass Selling Objectives Mass Selling Objectives Sales Promotion Objectives Sales Promotion Objectives

9. Financial Strength Producing Capability and Flexibility Producing Capability and Flexibility Financial Strength Producing Capability and Flexibility Producing Capability and Flexibility Company Resources May Limit Search for Opportunities Marketing Strengths

11. Monopoly Monopolistic Competition Oligopoly Monopoly Monopolistic Competition Oligopoly The Competitive Environment Avoid Head-On Competition! Know the Market Situation! Pure Competition

12. Monopolistic Competition

13. © 2008 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Avoiding Head-on Competition

14. Competitive Advantage Competitive Advantage Competitive Rivals Competitive Rivals Competitor Analysis Competitor Analysis Key Concepts Key Concepts Competitive Rivals Competitive Rivals Competitive Advantage Competitive Advantage Competitor Analysis Competitor Analysis Analyzing Competition Competitive Barriers Competitive Barriers

15. Seek Information About Competitors Seek Information About Competitors Ethical Issues Competition May Vary From Country To Country Competition May Vary From Country To Country Seek Information About Competitors Seek Information About Competitors Ethical Issues Competition May Vary From Country To Country Competition May Vary From Country To Country Direct Competition Can’t Always Be Avoided Direct Competition Can’t Always Be Avoided Marketers Need Information About Competitors

16. A moderately-priced jewelry store is trying to differentiate itself from other jewelry stores. The store prices products somewhat lower than the super-premium jewelry stores, but offers better products and services than low-end jewelry stores provide. The market situation this store faces sounds most like: A. A. pure competition. B. B. monopoly. C. C. oligopoly. D. D. monopolistic competition. E. E. oligopolistic competition Checking your knowledge

17. Chris wants to open a family-oriented restaurant in a thriving suburban area. Chris thinks a sports-based theme and broad menu will be attractive to the large number of families in the area. However, national chain restaurants, such as Chili’s, TGI Friday’s, and Applebee’s already draw large followings in the area. The existence of these chain restaurants is a significant: A. A. competitive rival. B. B. monopoly. C. C. competitive barrier. D. D. opportunity. E. E. competitive environment. Checking your knowledge

18. The Economic Environment Global Economy Key Economic Forces Key Economic Forces Rapid Change Interest Rates Rapid Change Interest Rates

19. The Technological Environment No one offers your business more selection than the computer store inside your computer. EGGHEAD.COM

20. Regional Economic Groupings Nationalism Regional Economic Groupings The Political Environment Consumerism Characteristics of the Political Environment

21. The Legal Environment – Key Antimonopoly Laws Sherman Act (1890) Clayton Act (1914) Federal Trade Commission (1914) Robinson-Patman Act (1936) Wheeler-Lea Amendment (1938) Antimerger Act (1950) Magnuson-Moss Act (1975)

22. The Legal Environment – Consumer Protection Agencies Federal Trade Commission (FTC) Food and Drug Administration (FDA) Consumer Product Safety Commission (CPSC) Federal Communications Commission (FCC) Environmental Protection Agency (EPA) “Let the Seller Beware”

23. Rising interest rates have slowed the housing market in the United States, slowing business for real estate developers, mortgage lenders, and construction firms. This is a tend in the: A. A. competitive environnent. B. B. technological environment. C. C. cultural environment. D. D. economic environment. E. E. legal environment. Checking your knowledge

24. Chrysler announced that it would begin offering Bluetooth wireless technology as an option in some of its vehicles. The development of Bluetooth is a significant development in the: A. A. technological environment. B. B. legal environment. C. C. corporate environment. D. D. social environment. E. E. personal environment. Checking your knowledge

25. Many states have appointed or elected commissions that oversee the business practices of utilities and other industries that serve the public interest. For a company operating in one of these industries, dealing with this important state-level regulatory commission is an important element of the: A. A. legal environment. B. B. social environment. C. C. monopoly environment. D. D. technological environment. E. E. corporate environment. Checking your knowledge

26. The Cultural and Social Environment

27. © 2008 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Keeping Competitive in the Social-Cultural Environment

28. The Federal Trade Commission informed Tropicana that it would have to stop advertising that one of the benefits of “heart-healthy” Tropicana orange juice was to lower blood pressure. For Tropicana, this situation was a significant development in the: A. A. economic environment. B. B. social environment. C. C. competitive environment. D. D. internal company environment. E. E. legal environment. Checking your knowledge

29. Dollars Years 012345 Product A Years 012345 Product B Screening Criteria Narrow Down Strategies (Exhibit 4-6) Total cost Sales Total cost Sales

30. Planning Grids Help Evaluate Portfolio Opportunities Business Strength Industry Attractiveness High Medium Low HighMediumLow No Growth Borderline Growth

31. Multiproduct Firms Have a Difficult Strategy Planning Job

32. Evaluating Opportunities in International Markets (Exhibit 4-8) InsensitiveSensitive Industrial products Basic commodity-type consumer products Consumer products that are linked to cultural variables

33. © 2008 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin Interactive Exercise: Wheel of Opportunity

34. You now 1. 1. Know the variables that shape the environment of marketing strategy planning. 2. 2. Understand why company objectives are important in guiding marketing strategy planning. 3. 3. See how the resources of a firm affect the search for opportunities. 4. 4. Know how the different kinds of competitive situations affect strategy planning. 5. 5. Understand how the economic and technological environment can affect strategy planning.

35. 6. 6. Know why you might be sent to prison if you ignore the political and legal environment. 7. 7. Understand how to screen and evaluate marketing strategy opportunities. You now

36. Mission statement Competitive environment Competitor analysis Competitive rivals Competitive barriers Economic and technological environment Technology Internet Nationalism North American Free Trade Agreement (NAFTA) Consumerism Cultural and social environment Strategic business unit (SBU) Portfolio management Key Terms