Marketing discussion questions and key concepts

Marketers Should Be Limited or Regulated When Targeting Vulnerable Market Segments

A vulnerable group is defined as individuals who have not attained the right age of making independent and informed decisions. All countries must take steps that seek to protect vulnerable groups most of whom are children. Currently, many governments are placing restrictions on advertisements that target children. However, some countries such as India have failed to conceptualize this problem. Currently, the Indian government supports the use of children in creating advertising messages. The national revenue department has been using children in their media commercials targeting parents who evade from paying taxes. In this regard, it is essential for the government should enact regulations on the contents of advertising messages and the primary target. It is wrong to use kids in marketing everything ranging from houses to diapers (Levi-Faur, 2011).

A market segment and a target market

A market segment is defined as an identifiable group of families, individuals, organizations, and businesses sharing some characteristics in a homogenous market. Market segments have a tendency of responding to a promotion or marketing offer in a predictable manner. On the other hand, a target market refers to a set of individuals sharing similar characteristics. Marketers generate the interest of selling services or products geared to this group. Business owners believe these people are likely to become loyal customers to a company (Levi-Faur, 2011).

The American Association of Advertising Agencies Web site and Advertising Ethics and Principles of the American Advertising Federation Web site

These websites hold that advertisers must discharge the responsibility of ethical advertising. This is achieved through recognizing their obligations to clients, public, and media tools. From these websites, advertising agencies should work under the frameworks of competition. It must be acknowledged that businesses will grow based on vigorous and keen competition and honest business conduct. However, if advertising agencies engage in unethical competition, it results in dilution of services, financial waste, diversion of the workforce, weak public confidence, and loss of prestige in advertising agencies and advertisements, too. The websites show that advertising institutions should be competent on the merit instead of attempting to discredit a rival institution directly or by circulating injurious rumors about the institution (Plaisance, 2009).

Cone, Feldman, and DaSilva regarding cause branding

I support Cone, Feldman, and DaSilva's arguments about cause branding. This is true because, for decades, cause-branding approaches have been helping social causes to enjoy the financial benefits and enormous support both internally and externally. These strategies have been helping corporations to enhance their image, improve employee loyalty, establish strong business relationships, and sell more volumes of products. For instance, Avon being the giant cosmetics industry committed the efforts of promoting breast cancer awareness across America in early 1994 (Kerin, 2007). The primary target of this campaign was women. The company's independent sales force engaged in the distribution of educational materials on their business cards. They also took an active part in fundraising walks for customers. This campaign contributed and raised $300 million for the case. In this case, the case, besides the cause acquiring more funds, it gained an enhanced profile and a host of supporters. Consequently, the company has seen workers increase their loyalty to their jobs and the cause. This is commendable at an era when the corporate wrongdoing wave has left customers yearning for good corporate citizenship. Corporations such as Avon have shown a sense of social responsibility in the current business environment characterized by undifferentiated services and goods. After going public, Avon became more significantly attractive in the eyes of stakeholders (Shimp, 2010).

Channel strategy is normally associated with segmentation

This is true. Channel strategies define the preferred customer channels especially in the evolving distribution networks. When considering market and product strategies, it is necessary to find a value proposition strategy. This involves focusing on segments that build and serve market value proposition. While designing an informed distribution channel strategy and network, the business will gain proper targeting. Channels strategy revolves on the development of creative technologies, investing in innovative capabilities and segmenting customer preferences. Customer segment preferences and channel strategy trends are crucial in developing the right investment decisions. An organization can develop a channel strategy around the most important customer segment (Reidenbach & Goeke, 2005).