Stage One (strategic and marketing analysis) raises the question of where the organization is now in terms of its competitive position, product range, market share, financial position, and overall levels of capability and effectiveness. In addressing this question we are seeking to establish a baseline from which we can move forward.
Where are we now? According to the customer and competitor orientations (Day) = If an enterprise is managed a little better than customers expect, and if this is done in a slightly better way than competitors can manage, then the enterprise should be successful that focuses on year-on-year improvements in key operating ratios, or on improvements in sales volume without making direct comparisons with competitors. Such an orienta-tion is potentially disastrous when viewed in strategic terms. At the opposite extreme is a market-driven approach to marketing which seeks to balance a responsiveness to cus-tomers’ requirements on the one hand with direct competitor comparisons on the other

Interest groups= This advantage (or inducement) may be in the form of dividends to shareholders, wages to employees, continued business to suppliers of goods and services, satisfaction on the part of consumers, legal compliance from the viewpoint of government, responsible behavior towards society and the envir-onment from the perspective of pressure groups, and so on. Mid life crises = old way of doing marketing. Now customer needs should be a top purity as they are the most important asset a business has.

• Be aware of environmental changes and be more proactive to suit new demands.
• Wind suggests that this can be achieved by becoming closer to the customer.
• Importance of customer satisfaction = relationships
• Customer value= product offering and brand equity
• Different strategies need new thinking

Porter Five
1. Threat of