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|CHAPTER 3 Analyzing the Marketing Environment 97
Competitors
The marketing concept states that, to be successful, a company must provide greater
customer value and satisfaction than its competitors do. Thus, marketers must do more
than simply adapt to the needs of target consumers. They also must gain strategic advan-
tage by positioning their offerings strongly against competitors’ offerings in the minds
of consumers.
No single competitive marketing strategy is best for all companies. Each firm should
consider its own size and industry position compared to those of its competitors. Large
firms with dominant positions in an industry can use certain strategies that smaller firms
cannot afford. But being large is not enough. There are winning strategies for large firms,
but there are also losing ones. And small firms can develop strategies that give them better
rates of return than large firms enjoy.
Publics
Public The company’s marketing environment also includes various publics. A public is any
Any group that has an actual or potential group that has an actual or potential interest in or impact on an organization’s ability to
interest in or impact on an organization’s achieve its objectives. We can identify seven types of publics:
ability to achieve its objectives. • 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 con-
sumer organizations, environmental groups, minority groups, and others. Its public
relations department can help it stay in touch with consumer and citizen groups.
• Local publics. This group includes neighborhood residents and community organi-
zations. Large companies usually work to become responsible members of the local
communities in which they operate.
For example, Office Depot serves
its communities through the Office
Depot Foundation, an independent,
nonprofit foundation that serves as
Office Depot’s primary charitable giv-
ing arm. The Foundation supports
a variety of programs that give chil-
dren tools to succeed in school and
in life; build the capacity of nonprofit
organizations; and help communities
prepare for and overcome disasters.
The company backs its “Listen Learn
Care” mission with several key com-
munity programs supporting children,
parents, and teachers. Since 2001, the
Foundation’s National Backpack Pro-
gram has donated new backpacks
containing essential school supplies to
more than 3.3 million deserving chil-
dren. The Office Depot Foundation
works with the Kids In Need Foun-
dation to fund Ready, Steady, GO!
Teacher Grants that inspire innovative
Publics: The Office Depot Foundation’s “Listen Learn Care” mission calls for giving hands-on learning projects in primary
children tools to succeed in school . . . and in life. Its National Backpack Program has and secondary classrooms. And the
donated new backpacks containing essential school supplies to more than 3.3 million company’s Be The Difference: Speak
deserving children. Up Against Bullying initiative spon-
Office Depot Foundation sors school assemblies for students,
