MARK101 Chapter Notes - Chapter 2: Internal Communications, Middle Management, Target Market
13 Jun 2018
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Department
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CHAP 2: MARKETING ENVIRONMENT AND MARKETING ANALYSIS
I. Marketing
Environm
ent
1. Def
2. Environmenta
l Analysis
II. Internal
Environm
ent
1. Def
all of the internal and external forces that affet a arketer’s
ability to create, communicate, deliver and exchange offerings of
value.
an analytical approach that involves breaking the marketing
environment into smaller parts to better understand it.
- parts of the organisation, the people and the processes used
to create, communicate, deliver and exchange offerings that
have value.
- directly controllable by the organisation.
- strengths and weaknesses.
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2. Main
part of
org
3. Intern
al
marke
ting
- Senior management making decisions about the overall
objectives and strategy
- Middle management is typically responsible for a department
or a geographic region. Middle management makes decisions
about the overall objectives and strategy of the department
or geographic
- Functional departments, where organisations are structured
around specifc functions and/or regions.
– marketing
– sales
– research and development
– customer service
– distribution/logistics
– manufacturing
– finance
– human resources
– administration.
Functional department managers make decisions about the
overall objectives and strategy of their department
- Employees are responsible for carrying out the work required
to meet departmental objectives.
- External vendors (outsourcing), where organisations often
outsource functions and roles if they can be
done more effciently by specialist external providers.
- cultural framework and a process to achieve strategic
aliget etee frot‐lie eployees ad arketig.
- Internal marketing is practised in three main ways.
• First, the primary role of internal marketers is
to manage internal communications to ensure that
eployees’ atios are aligned with company goals
(internal communications).
• internal marketing managers use market research to
understand eployees’ eeds ad deads (internal
market research).
• provide the training needed by employees to reach
the opay’s goals
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III. Micro
Environm
ent
1. Def
2. Custo
mers
and
clients
3. Partne
rs
4. Comp
etitors
- consists of customers, clients, partners and competitors.
- not directly controllable by the organization
- current and future needs and wants of their target market.
- understand what their customers value now
• e ale to identify any changes in customer preferences
• e illig ad ale to respond to changes
• atiipate how needs and wants might change in the future
• e ale to ifluee customer preferences.
Identify, respond, predict change, influence
- Logistics is the term used to describe all the processes
involved in distributing products; it includes storage and
transport.
- Financiers. Financiers provide fnancial services such as
banking, loans and insurance, and the financial syste’s
infrastructure facilitates electronic payment transactions with
partners and customers.
- Advertising agencies. Small businesses tend to devise their
own advertisements, often with the help of the publication,
radio station or other medium they are advertising with.
- Retailers. businesses from which customers purchase goods
and services.
- Wholesalers intermediary acting between the producer and
the retailers to provide storage and distribution effciencies to
both.
- Suppliers provide the resources that the organisation needs to
make its products monitored for continuity of supply and
price
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Document Summary
Parts of the organisation, the people and the processes used to create, communicate, deliver and exchange offerings that have value. Directly controllable by the organisation. strengths and weaknesses: main. Senior management making decisions about the overall part of org objectives and strategy. Middle management is typically responsible for a department or a geographic region. Middle management makes decisions about the overall objectives and strategy of the department or geographic. Functional departments, where organisations are structured around specifc functions and/or regions. Functional department managers make decisions about the overall objectives and strategy of their department. Employees are responsible for carrying out the work required to meet departmental objectives. External vendors (outsourcing), where organisations often outsource functions and roles if they can be done more effciently by specialist external providers. cultural framework and a process to achieve strategic alig(cid:374)(cid:373)e(cid:374)t (cid:271)et(cid:449)ee(cid:374) fro(cid:374)t li(cid:374)e e(cid:373)ployees a(cid:374)d (cid:373)arketi(cid:374)g. Environm ent: def, custo mers and clients.
