MARKET OPPORTUNITY ANALYSIS

AND
CONSUMER ANALYSIS

”
PREPARED BY:
AFRIDA E. LOPEZ, LPT, MBA
CONTENT

1 STRATEGIC MARKETING
VS. TACTICAL MARKETING PROCESS

2 MARKET ENVIRONMENT

3
MARKET RESEARCH

4
MARKETING MACRO-ENVIRONMENT
 The Strategic Marketing Process

Mission Situation Objective Marketing Strategy

Identification Analysis Setting Strategy Evaluation and
Development Control

A mission statement This step assesses and - Objectives are marketinf - Market Segmentation - Periodics monitoring and
defines evaluates the ff: targets that are SMART. - Identification of target evaluation are needed
- what an organization is - Market - These enable a company marget after the strategy is
-why it exist - Customers to control its marketing - Positioning developed.
- its reason for being - Competitors, and plan and provide consistent - Selection of broad - Necessary to identify
-its primary customers - Company’s internal and focus for all the functions of marketing strategies, and deviations and make
- products and services external environment an organization. - Translation of strategies necessary adjustments
it produces, and OBJECTIVE: - These objectives include into actions plans. and corrections.
- geographical are a of To identify the company’s sales revenues, market
operation strenghts and weaknesses share, and profits. 3 Categories of Strategy
as well as available - Objectives are used as 1. Cost Leadership
opportunies and possible basis for strategy selection 2. Differention
threats (SWOT). and development. 3. Focus
1

The Tactical Marketing

Process
 THE STRATEGIC THE TACTICAL
MARKETING PROCESS MARKETING PROCESS

• Seeks to establish a • Determines the

clear and concerted means or tactics to
01
01 implement the
direction for all
markteing activities • strategies
It involves
of an organization. identification of specific
activities, timetables,
02
responsibilities, and
• It includes plans to budgets and their
02 reach specific • implementation.
The objective is to
goals/objectives. ensure that the
03 strategies are
implemented
succesfully.
The Tactical Marketing Process

Marketing Action Marketing Activity

Strategies Plan/Tactics Activities Timetables

Monitoring
Activity Responsibility
and
Budgets Accountability
Control
MARKETING STRATEGIC MARKETING TACTICAL MARKETING
MIX
MARKETING ENVIRONMENT

MARKETING MICRO-ENVIRONMENT MARKETING MACRO-ENVIRONMENT

• The marketing environment includes forces • All business organizations operate within a
particular macro-environment. The Macro-
that are internal to the company or those
environment includes factors that are external to
that are relevant to its operation. the organization.
• There are 6 actors existing in a • Essentially, these can neither be influenced nor
microenvironment. They are: the company altered by the company. However, they can affect
(itself), suppliers, marketing intermediaries, a company’s operational viability.
customer markets, competitors, and publics.
• They can be opportunities, which a business
• The consideration of these is important as organization can take advantage of, or threats,
they affect the company’s ability to build which the company must avoid.
and maintain sustainable relationships with • It refers to the economic, politico-legal, socio-
current and prospective customers. cultural, demographic, technological and natural
environments.
MARKETING MICRO-ENVIRONMENT

1. The company (itself)

• In drafting marketing plans, marketing
management takes other company groups
into account—groups such as top
management, finance, research and
development (R&D), purchasing, operations,
human resources, and accounting.
• Marketing may be the “lifeblood” of an
organization, but it cannot exist
independentlt of other oragnizational
functions.
MARKETING MICRO-ENVIRONMENT

2. Suppliers
• Suppliers form an important link in the company’s
overall customer value delivery network.
• They provide the resources needed by the
company to produce its goods and services. Any
problems occured with suppliers can dramatically
affect marketing.
• In addition, supply availability and costs should be
monitored by the company in order to maintain
the production stability.
• Supply shortages or delays, natural disasters, and
other events can cost sales in the short run and
damage customer satisfaction in the long run.
• Increasing supply costs may force price increases
that can harm the company’s sales volume.
MARKETING MICRO-ENVIRONMENT

3. Marketing intermediaries
• Marketing intermediaries refer to individuals
or organizations which help the company in
production (production for lease), distribution
(wholesalers, retailers, agents & brokers),
promotion (advertising media companies),
finance (banks, financial companies) and even
marketing (marketing agencies).
• Similar to suppliers, marketing intermediaries
form an important component of the
company’s overall value delivery network.
Thus, today’s marketers recognize the
importance of working with their
intermediaries as partners rather than simply
as channels through which they sell their
products.
MARKETING MICRO-ENVIRONMENT

4. Customers
• Customers are not only visibly the targets of
the company's marketing activities, but also
the most important actor in its
microenvironment.
• Customers can affect its marketing activites.
For example, the company needs to research
characteristics (demographic, psychographic,
behaviorism...) of target customers in a
country in case it plans to expand its coverage
to this country.
• Customers create demand for products and
services.
• They can either be the customers or end-
users, businesses or organizations.
MARKETING MICRO-ENVIRONMENT

4. Customers
Five types of customer markets:
1. Consumer markets consist of individuals and
households that buy goods and services for personal
consumption.
2. Business markets buy goods and services for further
processing or use in their production processes.
3. Reseller markets buy goods and services to resell at a
profit.
4. Government markets consist of government agencies
that buy goods and services to produce public services
or transfer the goods and services to others who need
them
5. International markets consist of these buyers in other
countries, including consumers, producers, resellers, and
governments.
MARKETING MICRO-ENVIRONMENT

4. Competitors
• Competitors are a factor which both
positively and negatively affect the company's
marketing ability. On a hand, competitors
motivate the company to work hard for
better competitive advantages. On the other
hand, this factor can harm the company's
sales and profits.
• The marketing concept states that, to be
successful, a company must provide greater
customer value and satisfaction than its
competitors do.
MARKETING MICRO-ENVIRONMENT
5. Publics
• A public is any group that has an actual or potential interest in or impact on an organization’s
ability to achieve its objectives. We can identify seven types of publics:
1. Financial publics: This group can affect the company’s ability to obtain funds. Banks, investment
analysts, and stockholders are the major financial publics.
2. Media publics: Nowadays, communication can be seen as the strongest weapon in every area of
a society. Media publics possess this weapon because they take control of communication. This
group brings news, features, editorial opinions, and other content to audiences through television
stations, newspapers, magazines, and blogs and other social media. Sometimes, media publics can
help promote the company's image. However, media publics can also bring down a "big brand".
3. Government publics: Government publics are those who working on laws, bills, legislations,
taxes, quotas... which can affect the company's marketing ability. Management must take
government developments into account.
MARKETING MICRO-ENVIRONMENT
5. Publics
4. Citizen-action publics: A company’s marketing decisions may be questioned by consumer
organizations, environmental groups, minority groups, and others. Its public relations department can
help it stay in touch with consumer and citizen groups.
5. Internal publics: Internal public involves those who work for the company, such as workers,
managers, volunteers, and the board of directors. Their feelings, attitudes, perceptions can affect the
company's marketing ability. Different companies use different methods to motivate their internal
publics. When these groups feel good about the companies they work for, this positive attitude spills
over to the external publics.
6. General public: A company needs to be concerned about the general public’s attitude toward its
products and activities. The public’s image of the company affects its buying behavior.
7. Local publics: This group includes local community residents and organizations. Large companies
usually work to become responsible members of the local communities in which they operate.
MARKETING MICRO-
ENVIRONMENT
1. Demographic Macro-
Environment
• Demography environment is the study of human
populations in terms of size, density, location, age,
gender, race, occupation and other statistics and
its characteristics.

• Marketers are always interested in population-

related growth indices because the eventual
market growth rate in the long run largely
depends on the growth of population.
2. Economic Macro-Environment
• Economic Environment is those macro factors that
affect consumer buying power and spending
patterns.
• The economic environment has the highest influence
on the marketing decisions, consists of factors that
affect consumer purchasing power and spending
patterns and is basically about the level of demand in
the economy and is the most visible aspect in the
macroenvironment.
• It includes the level of income, policies, and nature of
an economy, economic resources, trade cycles,
distribution of income and wealth.

• When the income of a family or country (per capita

income) changes it also changes the buying behavior
and spending pattern of the family or country.
3. Socio-Cultural Macro-
Environment
• Of all the elements making up the macro
environment, perhaps social and cultural
environment factors are the most difficult to
evaluate, and hence pose the greatest
challenge to the marketing organisation.

• Social and cultural change manifests itself in

changing tastes, purchasing behaviour and
priorities of consumers and marketers need
to understand and identify these changing
trends.
4. Politico-Legal Macro-
Environment
• Legal environment also influences marketing
decisions. Changes in the political
environment often lead to changes in the
legal environment and in the existing laws
enforced. The legal environment sets how a
business should operate in society within the
law.
• It includes government actions, government
legislation, public policies, and acts which
affect the operations of a company or
business.
• These forces may affect an organization on a
local, regional, national or international level.
5. Technological Macro-
Environment
• The technological environment is perhaps
the most dramatic forces that create new
technologies, creating new product and
market opportunities.

• Technological changes occur in two ways.

Some changes evolve over a period of time.
But some technological changes are so strong
and disruptive in nature that they establish a
new consumption pattern.
5. Natural Macro-Environment
• Natural environment involves the natural
resources that are needed as inputs by
marketers or they are affected by marketing
activities.
• An analysis of the natural environment must
also include calamities often referred to as
“acts of God”.
What is SWOT Analysis?
• A SWOT Analysis is one of the most commonly used tools to assess
the internal and external environments of a company and is part of a
company’s strategic planning process. In addition, a SWOT analysis
can be done for a product, place, industry, or person. A SWOT analysis
helps with both strategic planning and decision-making, as it
introduces opportunities to the company as a forward-looking bridge
to generating strategic alternatives.

• SWOT is an acronym for Strengths, Weaknesses, Opportunities, and

Threats.
SWOT Analysis – Internal and
External Factors
• A SWOT analysis is divided into two main categories: internal factors and external factors.

Internal:
• Internal factors are the strengths and weaknesses of the company. Strengths are the characteristics
that give the business its competitive advantage, while weaknesses are characteristics that a
company needs to overcome in order to improve its performance.
Examples of internal factors include:
Company culture, Company image, Operational efficiency, Operational capacity, Brand awareness,
Market share, Financial resources, Key staff
Organizational structure
SWOT Analysis – Internal and
External Factors

External:
External factors are the opportunities and threats to the company. Opportunities are
elements that the company sees in the external environment that it could pursue in the
future to generate value. Threats are elements in the external environment that could
prevent the company from achieving its goal or its mission or creating value.
Changes in the external environment may be due to:
Societal changes, Customers, Competitors, Economic environment, Government regulations,
Suppliers, Partners and
Market trends
“ THANK YOU