Analysing the market – the macroenvironment

Getting started with analysing the market – An introduction to the microenvironments

The environment can impact you. Therefore, you must make sure that you are aware of the external factors that you can not control but that you have to adapt to. The macro analysis is composed by (PESTELI):

Political factors

How is the political situation on your market affecting you. It is very important to know all laws that could impact your business, all legislation.

economic factors

How is the economic situation on your market impacting you.

social FACTORS

What social trends should you pay attention to in order to benefit from or pay attention to when setting your strategies.

technological FACTORS

Any technologies that could affect your business that you should take into consideration.

industrial FACTORS

There may be aspects in the industry that you should take into consideration.

summary

Summarize the conclusions of how these aspects impact your business.

 

Internal Analysis

When analysing the company and doing the internal analysis it is important to get a picture of the situation of the company. Therefore these areas are studied:

  • The history of the company
  • The history of its products and description of the portfolio
  • The characteristics of the company structure
  • The mission and strategies
  • The productive capacity
  • The financial capacity
  • The capacity of innovation
  • The capacity of structure
  • Sell strategies
  • Communication strategies
  • Strengths and weaknesses

What do you suggest you need to analyze internally in order to get a good picture of your company?

Analysing the market – the microenvironment

Getting started with analysing the market – An introduction to the Market analysis

Analyzing the market is not an easy task but absolutely a must in order to understand what strengths and weaknesses your competitor’s show that you can benefit from. Although, it is good to keep in mind that the customer is the one that has the best “SWOT” of the competition – he or she will always know what differs you from the others and vise versa. If you understand the “photography of all your competitors” you get a picture of what your differentiators would be.

The question you have to ask yourself ALWAYS is what your customer would ask you: “why do I have to buy from you”?

When you think of your offering you have to be able to answer “and what?” questinos. Imagine that your customer is continually saying “and what”? (every time you argue for what makes you special) when you have said your 3rd or 4th reason for why they should buy from you, you have probably reached the limit of what your strengths are and main differentiators.

What is a market?

A market is a combination of:

  • money to spend
  • willingness to spend it

When study a specific market always calculate the size in % and the revenues in real value € in order to understand what you are dealing with. This doesn’t only give you an idea of the size of your market, it also helps you identify if you market price is average, lower or higher than the competition.

For some products, the price is a strategic factor and differentiator but its good to remember that it has to be very high or very low in relation to the others to be interpreted as an advantage by the customers when taking a buying decision. If you are in-between something and very generic the price would not be interpreted as a differentiator.

Different types of markets

A market is a wide description of “something” but hard to grasp. It is easier to look at it if you subcategories it like this.

  • Current market: the present market I have currently. E.g TeaSuscription niche Market).
  • Target market: what I would be able to reach because it exists. I.e. the market I try to reach with my marketing activities (e.g. the tea lovers on that market, the not yet tea lovers).
  • Potential market: the potential of the market. Those markets that I’m not targeting now, but aware of exists to be targeted (e.g. schools, enterprises, joint offering with other subscription services).
  • Total market: the universe of needs you can cover with your offer (e.g. the whole tea market).

Market ratios

It is good to make a study of what penetration you have on the current market and how much your participation is in order to identify where you may have a problem. The way of doing that is to study the relation between market penetration and market participation. There are different ratios that can indicate where you may have a problem. Where shall you start to look?. You are comparing the market with to business. 

What happens if my penetration of the market is 10% but my participation index is 8%? A probable reason is that you are selling to a price that is too low price compared to your competitors.

How to limit your market

Previous years, the physical market was easier to identify (local, regional, global) but with the online business this is not valid anymore as competition becomes global. Limiting the market may be harder, more complex and the competitor analysis of course more complex as well.

Is it a B2C or a B2B?

There is a clear difference in behavior of these two that needs to be taken into consideration when working with an offering, a strategy and communication.

  B2C B2B
Neutrality of buyer Individual or familiar Company or institution
Reason for use Personal or familiar Production, reselling and manteinement
Professionalism of the buyer Little and no A lot
Demand Elastic Inelastic (expect the price to be lower, not affected by demand)
Motivation Subjective Rational
Production Based a stock Based on order
Distribution channels Long Short
Publicity Very important Little important
Selling process Short Long
Selling staff Straight forward Technical / sell person

 Would you add something to these notes related to how to work with a market analysis?

Introduction to the External and Internal Analysis of your Strategic Marketing Plan

Getting started with the Analytical Phase of a Strategic Marketing Plan

In many companies the VP Marketing is the one that should drive the planning of the strategies related to product-market. Who would know better what the market wants, who the audience is and when to launch what? This role is the one that should know what products should be produced by the production department and sold by the sales department, based on his or her in-depth analysis of the market, the audience, the history of the company and the internal environment. In a Strategic Plan, you define which business is the one to focus on and in the Strategic Marketing Plan you focus on what products within that business you should focus on for what market, what segmentation strategies to apply, position on the market. Information vital in order to set the marketing mix – the action plan for implementing the defined strategies.

The analytical phase is composed by two mayor areas, the external and the internal analysis. The idea with applying these two analysis is to have a good base for making the diagnose of the situation: which are the opportunities, what threats should we be aware of, which strengths should we empower and which are the weaknesses this company or offering will meet on the studied market.

Working through the Market Analysis

The aim of the analysis is to know the historical evolution of the company, the marketclients and the providers in order to identify what opportunities and threats this market presence.

Naturally, you start with the External analysis – (includes the market analysis, the analysis of the customer, the providers and the competitors) but work in parallell with the internal analysis because you have to study the external side to understand what your internal strengths and weaknesses are. In next post I go through the external analysis and steps to take within that area.

What experiences would you like to share on the analytical phase of your Strategic Marketing Plan?