ANALYSING THE MARKETING

ENVIRONMENT

Dr. Pham Thi Hoa

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 MARKETING ENVIRONMENT
• A company’s marketing environment consists of the actors and forces outside marketing that affect
marketing management’s ability to build and maintain successful relationships with target customers.
Companies must constantly watch and adapt to the changing environment – or, in many cases, lead those
changes.
• The marketing environment consists of a microenvironment and a macroenvironment.

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 The microenvironment

• The microenvironment consists of the actors close to the company that affect its ability to engage and serve
its customers – the company, suppliers, marketing intermediaries, customer markets, competitors and
publics.
• The company
• In designing 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.
• All of these interrelated groups form the internal environment. Top management sets the company’s
mission, objectives, broad strategies and policies.

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• Suppliers
• Suppliers form an important link in the company’s overall customer value delivery network since they
provide the resources needed by the company to produce its goods and services.
• Marketing managers must watch supply availability and costs.
à Supply shortages or delays, natural disasters and other events can cost sales in the short run and damage
customer satisfaction in the long run.

• à Most marketers today treat their suppliers as partners in creating and delivering customer value.

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Ex: In the tough times of recovery from recession, many major companies have had to act to repair and
protect their supply chains in Europe. For example, companies like Sainsbury’s, Rolls-Royce, GlaxoSmith Kline,
Tesco, Vodafone and BT have lent money to suppliers to keep them afloat. In other cases, suppliers dropping
out of business has severely limited growth in the UK motor industry, where components suppliers are the vital
link in production. Managing supplier relationships closely is a particularly high priority for many industries in
the current environment.

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• Marketing intermediaries
• Marketing intermediaries help the company promote, sell and distribute its products to final buyers.
• They include resellers, physical distribution firms, marketing services agencies and financial intermediaries.
àLike suppliers, marketing intermediaries form an important component of
the company’s overall value delivery network. Thus, today’s marketers
recognise the importance of working with their intermediaries as partners
rather than simply as channels through which they sell their products.
Ex: when Coca-Cola signs on as the exclusive provider for a fast-food chain,
such as global chains like McDonald’s, as well as smaller chains, it provides
much more than just top four retailers dominate over two-thirds of all food
distribution. These organisations frequently have enough power to dictate
terms or even shut smaller manufacturers out of large markets.

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Ex: New social trends
• Social trends are important to marketing planning. Sometimes trends
may be surprising. In 2015, for example, there appeared to be a
boom in large families in the UK again – homes with four children or
more are at the highest level for 45 years. This appears to be the
impact of a changing ethnic composition of the British population
and more super-rich families opting for large families. Nonetheless,
overall family sizes are falling in Britain, as they are across Europe.

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Ex:
• Resellers are distribution channel firms that help the company find customers or make sales to them. These
include wholesalers and retailers that buy and resell merchandise. Selecting and partnering with resellers is
not easy. No longer do manufacturers have many small, independent resellers from which to choose. They
now face large and growing reseller organisations, such as Tesco in the UK, Walmart in the US, and Carrefour
and Metro in Europe. In the UK for example, Tesco alone accounts for over a quarter of all grocery sales, and
the
• Physical distribution firms help the company stock and move goods from their points of origin to their
destinations. Marketing services agencies are the marketing research firms, advertising agencies, media
firms and marketing consulting firms that help the company target and pro- mote its products to the right
markets.
• Financial intermediaries include banks, credit companies, insurance companies and other businesses that
help finance transactions or insure against the risks associated with the buying and selling of goods.

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• Competitors
• The marketing concept states that, to be successful, a company must provide greater customer value and
satisfaction than its competitors do.
à Thus, marketers must do more than simply adapt to the needs of target consumers. They also must gain
strategic advantage by positioning their offerings strongly against competitors’ offerings in the minds of
consumers.
• Publics
• A public is any group that has an actual or potential interest in or impact on an organisation’s ability to
achieve its objectives.

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Ex: Seven types of publics

• Financial publics. This group influences the company’s ability to obtain funds.
Banks, investment analysts and stockholders are the major financial publics.
• Media publics. This group carries news, features, editorial opinions and other
content. It includes television stations, newspapers, magazines, and blogs and
other social media.
• Government publics. Management must take government developments into
account. Marketers must often consult the company’s lawyers on issues of product
safety, truth in advertising and other matters.
• Citizen-action publics. A company’s marketing decisions may be questioned by
consumer organisations, environmental groups, minority groups and others. Its
public relations department can help it stay in touch with consumer and citizen
groups.
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• Internal publics. This group includes workers, managers, volunteers
and the board of directors. Large companies use newsletters and other
means to inform and motivate their internal publics. When employees
feel good about the companies they work for, this positive attitude
spills over to the external publics.
• 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 behaviour.
• Local publics. This group includes local community residents and
organisations. Large com- panies usually work to become responsible
members of the local communities in which they operate.

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Ex: General Public: Làn sóng tẩy chay thương
hiệu H&M
• Link: https://baophapluat.vn/lan-song-tay-chay-thuong-hieu-hm-bai-
hoc-cho-doanh-nghiep-post388005.html

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• Customers
• Customers are the most important actors in the company’s microenvironment.
• The company might target any or all of five types of customer markets.
• Consumer markets consist of individuals and households that buy goods and services for personal
consumption.
• Business markets buy goods and services for further processing or use in their production processes,
whereas reseller markets buy goods and services to resell at a profit.
• 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.
• Finally, international markets consist of these buyers in other countries, including consumers, producers,
resellers and governments.
à Each market type has special characteristics that call for careful study by the seller.

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 The macroenvironment

• The macroenvironment consists of broader forces that affect the actors

in the microenvironment.

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• The demographic environment
• Demography is the study of human populations in terms of size, density, location, age, gender, race,
occupation and other statistics.
• The demographic environment is of major interest to marketers because it involves people, and people make
up markets.
• The changing age structure of the population
• The single most important demographic trend in the world is the changing age structure of the population.

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Ex: How does median age vary across the world?
https://ourworldindata.org/age-
structure#:~:text=The%20global%20median%20age%20has,br
acket%20between%2025%20and%2065.
Ex: India has one of the youngest population profiles in the world – more than 70 per cent of the population is
under 35. By 2020, the median age in India will be 28, compared to 37 in China, 38 in the United States, 45 in
Western Europe and 49 in Japan. If demography defines destiny, then the next century will belong to India and
Africa. This is because their youthful population ensures that they will continue to enjoy a plentiful supply of
young workers supporting a relatively small population of elderly people. In demographic terms, their
‘dependency ratios’ will be favourable. In contrast, European Union countries, the United States and China will
all be carrying a growing burden because their populations are ageing and their dependency ratios will be
increasingly unfavourable. Countries with unfavourable age structures have concerns about a loss of dynamism
and a growing burden on public finances.

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• Generational differences in the developed world
• The baby boomers
• The post-World War II baby boomers were born between 1946 and 1964. Over the years, the baby boomers
have been one of the most powerful forces shaping the marketing environment.
• Maturing boomers are rethinking the purpose and value of their work, responsibilities and relationships.

Ex: Read Baby boomers on page 105

• Although they seek success, they are less materialistic than the other groups; they prize experience, not
acquisition.
• For many of the Gen Xers who are parents, family comes first – both children and their ageing parents – and
career second.

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• Generation X
• The baby boom was followed by a ‘birth dearth’, creating another generation of people born between 1965
and 1976. Author Douglas Coupland calls them Generation X because they lie in the shadow of the
boomers.
• Although they seek success, they are less materialistic than the other groups; they prize experience, not
acquisition. For many of the Gen Xers who are parents, family comes first – both children and their ageing
parents – and career second.

Ex: Read Generation X on page 106

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• Millennials (also called Generation Y or the echo boomers)
• Born between 1977 and 2000, these children of the baby boomers, are dwarfing the Gen Xers and becoming
larger even than the baby boomer segment.
• In the post-recession era, the Millennials are the most financially strapped generation. Facing higher
unemployment and saddled with more debt, many of these young consumers have near-empty piggy banks.

Ex: Read Generation Y on page 106

• Generation Z
• Hard on the heels of the Millennials is Generation Z, young people born after 2000 (although many ana-
lysts include people born after 1995 in this group).
• The Gen Zers make up the important ‘kids, tweens and teens’ markets. These young consumers also
represent tomorrow’s markets – they are now forming brand relationships that will affect their buying well
into the future.

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à On average, connected Gen Zers receive more than 3,000 texts per month. ‘If they’re awake, they’re online’,
quips one analyst. They have ‘digital in their DNA.
Ex: Read Generation Z on page 108

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• Changing family structures
• New household formats
• Married couples with children represent a smaller proportion of total
households while married couples without children represent a substantial
group, and single-parent households another.
• A growing percentage are non-family households – singles living alone or
adults of one or both sexes living together.
• More people are divorcing or separating, choosing not to marry, marrying
later, or marrying without intending to have children.
à Marketers must increasingly consider the special needs of non-traditional
house- holds because they are now growing more rapidly than traditional
households. Each group has distinctive needs and buying habits.
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• Singletons
Ex: Euromonitor estimates that the number of people living alone worldwide is increasing dramati- cally – in
2011 the global population of singletons had reached 277 million and this is expected to rise to 331 million by
2020, or around 16 per cent of all households. In Europe and North America single-person households already
stand at 31 per cent and 28 per cent of all households. Driving factors include greater female employment,
higher divorce rates, longevity and mass urbanisa- tion, as well as lifestyle choices made by individuals who
simply prefer living alone.

Ex: Experian divides the demographic of single people into: Starting Out Singletons – younger people who
own or rent and are reasonably affluent; Struggling Singletons – aged 18 to 25 years, the least affluent and
unlikely to own a home or car; Suddenly Singletons – affluent executives in their early 40s with high incomes,
probably divorced, who eat out regularly and have a busy lifestyle; and Solus Singletons – mainly elderly people
living on private pensions, who have downsized to live in small flats. Companies are trying to catch up with the
diverse social and shopping habits of the single household, by moving away from family-focused brands and ad
campaigns, but have to recognise diversity in needs and buying preferences within the singleton population.

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• Working women
• The significantly increased number of women in the workforce has spawned the childcare business and
increased the consumption of career-oriented women’s clothing, financial services, and convenience foods
and services.

Ex: Read working women’ stories on page 109

• The youth market
Ex: Read youth market ’ stories on page 110
• Older consumers and workers
Ex: Read older consumers and workers ’ stories on page 110

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• Geographic shifts in population
• Migration
• For a variety of reasons, the world’s migrant population is rising fast. Currently, about 3 per cent of the
world’s population live outside the country of their birth. Indeed, the economic recession of the late 2000s
led to that number falling slightly, as poor economic growth in host countries led some migrants to head
home.

Ex: Read Key pressure points for migration on page 111

• Increasing diversity
• Countries vary in their ethnic and racial makeup.

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Ex: At one extreme is Japan, where almost every- one is Japanese. At the other extreme is the United States,
with people from virtually all national origins. The United States has often been called a ‘melting pot’, where
diverse groups from many nations and cultures have melted into a single, more homogeneous whole. More
broadly, the UK is seeing the development of ‘super-diverse’ cities where no single ethnic group will provide
the majority. This pluralism encompasses places like Leicester, Birmingham, Slough, Luton and many of the
London boroughs. However, it is anticipated that immigrant and ethnic minority populations will not be
dominated by the currently strong Afro-Caribbean or Asian communities, but increasing numbers will come
from countries scattered across the world.
• Urbanisation of population
• In addition to flows of population between nations, there are significant movements within countries.
Ex: There is, for example, a continued trend toward the movement of people from rural to urban areas.
Evidence suggests that 500 million farmers will move to cities over the next 50 years, creating pressure on
already teeming cities like Mumbai, Delhi, Dhaka and Shanghai (each expected to be home to more than 20
million people), as well as Kinshasa, Cairo and Lagos (each expected to contain more than 15 million people). In
three decades China has been transformed into a mainly urban society by the movement of people from rural
areas to the cities.

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Ex: In most developed countries, the shift in where people live has also often caused a shift in where they
work. For example, the migration toward suburban areas has resulted in a rapid increase in the number of
people who ‘telecommute’ – work at home or in a remote office and conduct their business by phone, mobile
or the internet. This trend, in turn, has created a booming small office/home office market. An increasing
number of people are working from home with the help of electronic conveniences such as PCs, smartphones
and broadband internet access.
Ex: Many marketers are actively courting the lucrative telecommuting market. For example, WebEx, the web-
conferencing division of Cisco, helps overcome the isolation that often accompanies telecommuting. With
WebEx, people can meet and collaborate online via computer or smartphone, no matter what their work
location. ‘All you need to run effective online meetings is a browser and a phone’, says the company. With
WebEx, people working anywhere can interact with other individuals or small groups to make presentations,
exchange documents and share desktops, complete with audio and full-motion video.

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• The economic environment
• The economic environment consists of economic factors that affect consumer purchasing power and
spending patterns.
Ex: budget retailers like Aldi, Lidl, Poundland and Primark have been successful in growing business during
economic downturn, with the intention of retaining the new customer they have acquired from more
expensive competitors.
• The changing world order
• Nations vary greatly in their levels and distribution of income.
• Some countries have industrial economies, which constitute rich markets for many different kinds of goods.
• At the other extreme are subsistence economies; they consume most of their own agricultural and industrial
output and may offer few immediate market opportunities.
• In between are developing economies that can offer outstanding marketing opportunities for the right kinds
of products.

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Ex: Read the changing world order on page 114
• Changes in consumer spending
• Economic factors can have a dramatic effect on consumer spending and buying behaviour.
Ex: Until fairly recently, American and European consumers spent freely, fuelled by income growth, easily
available credit, a boom in the investment market, rapid increases in house values and other economic good
fortune. They bought and bought, seemingly without caution, amassing record levels of debt. However, the
free spending and high expectations of those days were dashed by the economic downturn, credit squeeze and
recession of the late 2000s and early 2010s. Having led the way in voluntary reduction of spending deficits, the
UK has entered a period of extreme austerity and is looking at a prolonged period of economic near-stagnation
and high unemployment numbers.
As a result, consumers have now adopted a back-to-basics frugality in their lifestyles and spending patterns
that will most likely persist for years to come. They are buying less and look- ing for greater value in the things
that they do buy. In turn, value marketing has become the watchword for many marketers. Marketers in all
industries are looking for ways to offer today’s more financially cautious buyers greater value – just the right
combination of product quality and good service at a fair price.

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• Income distribution
• Marketers should pay attention to income distribution as well as income levels.
Ex: Over the past several decades, the rich have grown richer, the middle class has shrunk and the poor have
remained poor. The top 5 per cent of American earners capture 22 per cent of the country’s adjusted gross
income, and the top 20 per cent of earners capture 51 per cent of all income. In contrast, the bottom 40 per
cent of American earners get just 11 per cent of the total income.

Ex: Read income distribution on page 115

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• The natural environment
• The natural environment involves the physical environment and the natural resources that are needed as
inputs by marketers or that are affected by marketing activities.

Ex: Although companies can’t prevent such natural occurrences, they should prepare for dealing with them.
For example, shipping companies such as FedEx and UPS maintain corps of meteorologists on their staffs to
anticipate weather conditions that might inhibit on-time deliveries around the world. ‘Someone awaiting a
package in Bangkok doesn’t care if it snowed in Louis- ville, Kentucky’, says a UPS meteorologist. ‘They want
their stuff.’

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Ex: Many companies today are looking to do more than just good deeds. More and more, companies are
making environmental sustainability a part of their core missions. For example, outdoor apparel and
equipment maker Patagonia donates 1 per cent of its revenue annually to environmental causes and adheres
fiercely to a ‘five Rs’ mantra: ‘reduce, repair, reuse, recycle and reimagine’. But more than just implementing
sustainability practices, Patagonia wants to ‘reimagine a world where we take only what nature can replace’. It
recently took sustainability to a whole new level when it told its customers, ‘Don’t buy our products’.

Read Patagonia case on page 118

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Ex: Electric vehicles
• The car-making business has also been under pressure to respond to environmental concerns, and has done
so. Hybrid vehicles (combining electric and conventional fuel-powered engines) like the Toyota Prius are
growing in popularity to some extent but account for less than 3 per cent of the global car market, because
of their high price compared to conventional cars. Electric vehicles are now being offered by most large car
groups – Nissan’s new Leaf has been made in Sunderland since 2013 – but carmakers admit their limited
ranges and higher prices will restrict sales. Biofuels to power cars have lost support because of
environmental concerns over how the fuel is produced – though many big carmakers have cars that run on
biofuels, and those than run on ethanol are a big market segment in sugar-rich Brazil. Hydrogen fuel cells
have great future promise because they have zero exhaust emissions and can cover long distances – but
there are environmental problems in producing the fuel and refuelling stations are expensive, limiting the
number of vehicles likely to be sold. In fact, engine downsizing is one of the most cost- effective ways of
cutting emissions, though lacking the glamour of new technologies – the UK government supported Ford’s
recent investment in a new generation of fuel-efficient engines in Britain. Nonetheless, sales of electric cars
were so poor, that at one point there were more charging points in the UK than there were electric cars on
the road, in spite of a government scheme offering grants toward the purchase of electric cars.

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• The technological environment
• The technological environment changes rapidly, creating new markets and opportunities.

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• The political and social environment
• The political environment consists of laws, government agencies and pressure groups that influence or limit
various organisations and individuals in a given society, covering issues such as competition, fair trade
practices, environmental protection, product safety, truth in advertising, consumer privacy, packaging and
labelling, pricing and other important areas.
• Regulations are constantly changing; what was allowed last year may now be prohibited, and what was
prohibited may now be allowed.
à Marketers must work hard to keep up with changes in regulations and their interpretations.

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Ex: The sanctions against Russia because of its incursions in the Ukraine; the Chinese government’s crack-
down on bribery and marketing transgressions, and control of internet access; the Indian government’s desire
to control inward investment and prevent the takeover of domestic firms by foreigners. For example, IKEA in
Sweden is keen to develop its furnishings business in India. In spite of local political controversy, after much
wavering the Indian government has recently decided to allow foreign retailers to enter the country. The
potential of the Indian market is attractive to many global retailers, including IKEA. Indeed, Mikael Ohlsson,
chief executive of IKEA, told the press he had been dreaming of selling flat-pack furniture to India’s rising
middle class. However, in spite of New Delhi rapidly moving to open its market to foreign retailers for the first
time, IKEA’s strategy was stalled initially. Only in August 2018 did IKEA finally open its first store in India. The
barrier was India’s legal requirements for single-brand retailers to source 30 per cent of their goods from local
small and medium sized companies in India.

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• The cultural environment
• The cultural environment consists of institutions and other forces that affect a society’s basic values,
perceptions, preferences and behaviours.
• People grow up in a particular society that shapes their basic beliefs and values.
• They absorb a world view that defines their relationships with others.

• The following cultural characteristics can affect marketing decision making:

• The persistence of cultural values
• People in a given society hold many beliefs and values.
• Their core beliefs and values have a high degree of persistence.
• These beliefs shape more specific attitudes and behaviours found in everyday life.
• Core beliefs and values are passed on from parents to children and are reinforced by schools, businesses,
religious institutions and government.
• Secondary beliefs and values are more open to change.

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Ex: Believing in marriage is a core belief; believing that people should get married early in life is a secondary
belief. Marketers have some chance of changing secondary values but little chance of changing core values. For
example, family-planning marketers could argue more effectively that people should get married later than not
get married at all.

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• Shifts in secondary cultural values
• Although core values are fairly persistent, cultural swings do take place. Consider the impact of popular
music groups, movie personalities and other celebrities on young people’s hairstyle and clothing norms.
Marketers want to predict cultural shifts to spot new opportunities or threats. The major cultural values of a
society are expressed in people’s views of themselves and others as well as in their views of organisations,
society, nature and the universe.
• People’s views of themselves
• People vary in their emphasis on serving themselves versus serving others.
• Some people seek personal pleasure, wanting fun, change and escape.
• Others seek self-realisation through religion, recreation, or the avid pursuit of careers or other life goals.
• Some people see themselves as sharers and joiners; others see themselves as individualists.
àPeople use products, brands and services as a means of self-expression, and they buy products and services
that match their views of themselves.
àMarketers can position their brands to appeal to specific self-view segments.

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Ex: Consider Sperry, maker of storied Sperry Top-Sider boat shoes (the first American brand of boat shoes
that was introduced into the boating and footwear markets):

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• People’s views of others
• People’s attitudes toward and interactions with others shift over time, that is the new technology-driven
communication.

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Ex: In recent years, some analysts have voiced concerns that the digital age would result in diminished human
interaction, as people buried themselves in social media pages or emailed and texted rather than interacting
personally. Instead, today’s digital technologies seem to have launched an era of what one trend watcher calls
‘mass mingling’. Rather than interacting less, people are using social media and mobile communications to
connect more than ever. Basically, the more people meet, network, text and socialise online, the more likely
they are to eventually meet up with friends and followers in the real world. However, these days, even when
people are together, they are often ‘alone together’. Groups of people may sit or walk in their own little
bubbles, intensely connected to tiny screens and keyboards. One expert describes the latest communication
skill as ‘maintaining eye contact with someone while you text someone else; it’s hard but it can be done’, she
says. ‘Technology-enabled, we are able to be with one another, and also “elsewhere”, connected to wherever
we want to be’. This new way of interacting strongly affects how companies market their brands and
communicate with customers. Consumers increasingly tap digitally into networks of friends and online brand
communities to learn about and buy products and to shape and share brand experiences. As a result, it is
important for brands to participate in these networks too.

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• People’s views of organisations
• People vary in their attitudes toward corporations, government agencies, trade unions, universities and
other organisations.

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Ex: Charlie Hustle – community identiy

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• There are very few things that can bring people
together to form a strong community like sports
can. Rooting for your favorite team automatically
creates a connection with other die-hard fans, and
that’s exactly what Charlie Hustle has taken
advantage of to create their brand community.
• This sporty t-shirt brand offers customers the
chance to show their hometown pride through
their Kansas City-dedicated clothing. A brand
community doesn’t have to have members across
the globe to be successful–sometimes keeping it
local helps you score big.
• What customers love most about Charlie Hustle is
the feeling of community that is
intrinsically displayed in every t-shirt. From their
vintage-made-fresh style to the Kansas City
branding on each piece of clothing, customers are
easily recognizable as a part of the Charlie Hustle
community when they wear their tee.

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• It’s not just the fashion that draws customers in,
though–Charlie Hustle’s Communi-Tees line is
dedicated to raising money for a local organization.
For example, their Operation Skyline Tee raises
money for helping children who are in poverty in
their city. Allowing customers to support a cause
that’s so close to home is what makes Charlie
Hustle’s brand community so successful.
• Along with its socially responsible values, Charlie
Hustle offers a rewards program to keep its brand
community engaged. Their Bleacher Club
Rewards encourage customers to keep hustling their
way through a tiered VIP program to reach all-star
status in order to unlock exclusive rewards like
event invites. With a brand that values local
community engagement so much, this type of
experiential reward is a perfect fit.
• Charlie Hustle has knocked it out of the park by
creating a brand that celebrates hometown pride
and gives customers an outlet to interact with like-
minded individuals.

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Ex: By and large, people are willing to work for major organisations and expect them, in turn, to carry out
society’s work. The past two decades have seen a sharp decrease in confidence in and loyalty toward busi- ness
and political organisations and institutions in many developed countries. In the workplace, there has been an
overall decline in organisational loyalty. Waves of company downsizings bred cynicism and distrust. In just the
past decade, major corporate scandals, rounds of layoffs resulting from the recession, the financial meltdown
triggered by Wall Street bankers’ greed and incompetence, and other unsettling activities have resulted in a
further loss of confidence in big business. Many people today see work not as a source of satisfaction but as a
required chore to earn money to enjoy their non-work hours. This trend suggests that organisations need to
find new ways to win consumer and employee confidence.

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• People’s views of society
• People vary in their attitudes toward their society – patriots defend it, reformers want to change it and
malcontents want to leave it. People’s orientation to their society influences their consumption patterns and
attitudes toward the marketplace.
• Consumers’ national emotion is an interesting example of how people’s view of society influences their
consumption.
Ex: Patriotism has been increasing gradually for the past two decades among many Western countries. One
annual consumer survey shows that some brands are highly associated with patriotism, such as Jeep, Coca-
Cola, Disney, Levi Strauss, Harley-Davidson, Gillette and Apple. Marketers respond with renewed ‘Made in
America’ pitches and ads with patriotic themes. For example, last summer, for the fourth of July holiday, Coca-
Cola launched a limited-edition red, white and blue flag can. Apple recently kicked off a $100 million ‘Made in
America’ push with the introduction of a new high-end Mac Pro personal computer. The Mac Pro, ‘the most
powerful Mac ever’, is built in Austin, Texas, with components made domestically. And Jeep’s recent patriotic
‘Portraits’ Super Bowl ad – which featured famous and ordinary faces of Americans who’ve driven Jeeps
through 75 years of wars, peace, boom times and bust – resonated strongly with Americans. ‘We don’t make
Jeep’, concludes the ad, ‘you do’. A similar push can be found in the UK, when manufacturers and retailers
stress the ‘Made in Britain’ label in their promotions.

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• People’s views of nature
• People vary in their attitudes toward the natural world – some feel ruled by it, others feel in harmony with it
and still others seek to master it.
• A long-term trend has been people’s growing mastery over nature through technology and the belief that
nature is bountiful.
• More recently, however, people have recognised that nature is finite and fragile; it can be destroyed or
spoiled by human activities.

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• People’s views of the universe
• People vary in their beliefs about the origin of the universe and their place in it.
• People have been moving away from materialism and dog-eat-dog ambition to seek more permanent values
– family, community, earth, faith – and a more certain grasp of right and wrong.
• This changing spiritualism affects consumers in everything from the television shows they watch and the
books they read to the products and services they buy.

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Ex: Using astrology makes sense in certain categories. Jewelry has
long offered the ability to find your zodiac sign and brands like
Gorjana offer just one example of what consumers shop for when
looking for more personalized or meaningful pieces.

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Source:
https://www.thespruce.com/best-
color-palettes-zodiac-sign-4782920
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Ex: Perfume subscription brand Scentbird helps match consumers with recommended fragrances
based on astrology, too. Using the foundational traits of each zodiac sign, the team at Scentbird
frequently curates lists of ideas based on what particular signs are drawn to.

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