Theories of Compulsive Buying Behaviour

Theories of Compulsive Buying Behaviour Above all, it should be noted that shopping is big business. Shopping centers employ approximately 8% of the US workforce. These portion of the workforce helps drive the machine that creates about  ½ of each state’s tax revenues and there are currently more malls and shopping centers that US high schools (Farrell, J. 2003, pp. xi-xii). Seemingly powering this juggernaut of commerce is ever increasing and apparently insatiable appetite of the modern consumer. Behind the 4x growth in the number of shopping centers and the over 3x growth in retail square footage during the 30-year period of 1970 – 2000, is the fact that Americans (and likely other â€Å"civilized† consumers) are consuming goods at twice (2x) the rate as they did in 1950 and ten-time(10x) as just over seventy years ago (Farrell, J. 2003, pp. xii-xiii). It is also worth noting that this increase in consumption is evidenced across all income levels though not necessarily equally across all segments (Gini, A. 2003, p. 85). In fact, more severe cases are significantly correlated to a lower the level of income, a greater likelihood of having below-average income and spending a lower percentage of income on sale items, suggesting overall an inability to handle financial issues well (Black, D. 2001, p. 23) As a ‘counter-statistic’, Americans have a level of production that is currently at approximately 2x that of the same period (1950). This implies that, we could consume the same amount as in 1950 and work half as much or, as reality has it, work even more to consume over twice as much (Gini, A. 2003 p. 82). Similarly, in a predictably correlational fashion, the not only has the number of shoppers and shopping centers increased but there has been a sharp increase in the number of newproducts, particularly in the advertised â€Å"must have† category as wellas the emergence of the entirely new â€Å"disposable† category (Pooler, J.2003, p. 9). As shoppers and products have changed, the relationship that existed between them has also morphed into something new. With the proliferation of retail venues that profer an ever-increasing number of products and categories, the arrival of the â€Å"disposable† product should not go unnoticed. Though without question, many if not most products are very high quality and manufactured to very exacting standards, many products are less durable or are â€Å"designed for obsolesce†. Durability was the characteristic that was promoted while the products of today push a message of convenience. In a society rampant with such explicit and implicit messages, it is no wonder that the emotional connections to most any product are decreasing (Pooler, J. 2003, p. 10). Products such as cameras or contact lenses were highly contemplated purchasesthat were expected to last a significant period of time. Likely more important than simple the volume of shopping is its intensity†¦shopping means more than it did in the past. Previously,people shopped for items that they needed. Now, such shopping still occurs but it occupies a small fraction of the process. Studies estimate that as much as 2/3 of consumer purchases are â€Å"unnecessary†(Pooler, J. 2003 p.2). This excess is bought from a want rather than need. As an additional sign of the times, consumer research has even indicated that over half of all gift purchases are actually gifts forâ€Å"me† (Pooler, J. 2003, p. 11). Shopping â€Å"used to be† a more utilitarian and logical task in which purchases were planned and for the most part, the consumer-focused onâ€Å"needs†. Contrasted with the modern shopper for whom it has been estimated that only about 1/3 of purchases are â€Å"necessary†, it is clear that unfulfilled desire must play a very much larger role (Pooler, J.2003, pp. 2, 6). For example, as Pooler states, â€Å"†¦people have a need for a new pair of pants but a desire to buy designer-label pants is a want†¦Ã¢â‚¬  (Pooler, J. 2003, p. 22). Today, brands are power, disposablecontacts are the norm and OTUC, â€Å"one-time use camera†, are almost always within arms reach. It is important to note these products arenot inferior†¦in many ways, they are functionally far superior toyesterday’s products, rather, simply illustrative of a pervasivementality that merits acknowledgement and consideration. Understandingthe mentality that these â€Å" wants†, in the minds of individual consumers,are likely felt to be â€Å"needs†. The eye of the would-be beholder isparticularly relevant. By utilizing the â€Å"Hierarchy of Needs†, it is possible to shed significant insight into how some of these psychological shifts are occurring. Developed by noted psychologist Abraham Maslow over 75years ago, this pyramid of hierarchically ordered needs is fundamental to many issues with psychological affect. At the base of the pyramid are â€Å"basic needs† such as food, shelter and clothing. Above the basic,physiological level are needs that could be classified as â€Å"safety† and would include anything that can provide psychological security and stability. Above this are â€Å"social† needs such as the need for friends and companionship. Nearing the top of the pyramid are needs under thelabel of â€Å"self-esteem† in which feeling such as pride and respectbecome important. Finally, the highest level of needs is characterizedas being â€Å"self-actualization† needs in which a person has the desire tomake the â€Å"most† of themsel ves and to â€Å"be† more. A key component of Maslow’s influence is his belief that higher needs can not be addressed until lower needs are satisfied. This is especially salient as most people living in â€Å"modern† civilized countries have all the more â€Å"basic† needs met. Consequently and with few exceptions, most can spend their days in pursuit of the satisfaction of â€Å"higher† needs such as self-esteem and self-actualization. As America or any modern society has evolved, psychologist and philosopher Eric Fromm indicates that society and its members have also evolved to a point at which â€Å"being† is confused with â€Å"having† (Gini,A. 2003, p. 84). Such as materialist possessive mindset will leavevacant the needs at the top of the pyramid and individuals will exhibitfeelings associated with not having these innate needs unfulfilled. Fromm further indicates that much of the symptoms of this empty questare typical of a â€Å"western† mindset and ultimately result in a mentalityof â€Å"to be much is to have much† (Gini, A. 2003, p. 82). To have a high standard of life means to enjoy a pleasure intensely and tire of it quickly. Simon Patten (Hine, T. 2002 p. 17) The fact that people, in general, are consuming more, that there are more products and more places to buy them go a long way in describing in somewhat imprecise yet accurate terms that context of modern society. Maslow’s hierarchy of needs also provides significant insight into the circumstances of the continuing patterns of increasing consumption that indicated a struggle to satisfy a need that cannot be satiated through the mechanism of acquiring things. At this point, a further differentiation between â€Å"needs† and â€Å"wants† can be drawn: a need is often physical and should be satisfied externally; a want is most likely a psychological, internally manifested desire. In the same way that you could not satisfy a real, physical hunger with psychological fish and chips, attempts to quench a psychological desire with a tangible object are likely short-lived and misguided and willend in psychological frustration. This misguided attempts to assuage one’s highest psychological needs is not unreasonable given the mixed messages in society of which there is a clear emphasis placed upon highly superficial qualities. Shopping is simply the process whereby one attempts to execute these omnipresent messages. As a cultural phenomenon, shopping is the procedural execution of economic decision-making. This decision-making takes places in a sea of in which image and emotion are perhaps more likely to take precedence of narrowly defined economic and functional utility. The price tag on an item reflects a certain value but the real value is in the eye of the consumer and is the item worth that much to me. Using economic terms such as opportunity cost and opportunity benefit are especially relevant as a purchase decision hangs in the balance: â€Å"what will my friends think?†, â€Å"does it make me more attractive?†, â€Å"does it make me happy?† are examples of what goes throug h the ‘new’ consumer mind. The fact that a product will do the job is, at best, necessary but not sufficient and, at worst, totally irrelevant. As noted above, the process of shopping along with the acquired resultant booty are a reflection of a changing culture and value system. â€Å"Shopping† is part of a manner by which a person defines who they are. What is bought, where it came from and the motives define a person for themselves and, probably in large measure, to others aswell. Just as important as what, where and why that someone bought something are the ‘facts of omission’: that they did not buy it at a certain store, etc. is as relevant as the ‘facts of commission’. Consider the following telling examples of self-expression: the shopper purchases prominently labeled Pampered Chef cookware in lieu of functionally equivalent store merchandise,the man who purchases a Polo sweater with its distinctive logo over the perhaps even pricier/better nondescript brand,the person who chooses name-brand drinks when company is expected over the undistinguishable other brand.While the rationale for purchases are intriguing issues, it is interesting to note that everyone thinks they are good at it (Pooler,J. 2003, p. 4). This is all the more interesting in light of how one might possibly define â€Å"good† or â€Å"success†. Certainly, in the mind of the â€Å"above average† or even â€Å"good† consumer, it would be a short-lived experience as the satisfaction of a successful hunt only fuels the thirst for additional quarry. That this ubiquitous activity is seldom relegated to being considered just a â€Å"functional† activity in whichâ€Å"functional† products are the goal is c onsistent with the fact that itis now something of a recreational pursuit in which objects of deep psychological desire are hunted with a relish most often associated with sports participation. As most activities in which there is the reward, shopping can go â€Å"tofar†. For many the allure of shopping can be a bit too much. The attraction of shiny products, sexy packaging, tempting displays, glamorous advertisements, ever-so-helpful service staff and the extreme ease by which one can proffer payment, it is no wonder that someâ€Å"over-succumb† to the retail sirens. Given a society that is behaviorally and cognitively conditioned respond to the stimulus of retail, it is no surprise that some spend beyond their means. Others may have the means to financially afford the habit but are continue to seek fulfillment in a venue that cannot provide anything else than transitory happiness until the cycle begins again. The idea of more, of ever increasing wealth, has become the center of our identity and our security, and we are caught by it as an addict by his drugs. Paul Wachtel (Gini, A. 2003 p. 81) The idea that shopping can get out of hand does not escape the attention of either popular press such as Essence or more scholarly tomes such as the Journal of Consumer Research or CNS Drugs [CentralNervous System]. â€Å"Behind the urge to splure† reads Essence, is often a person who some degree, find that they cannot help themselves. For some, a certain purchase is simply â€Å"merchandise†, even if a bit pricey and fashionable. For others, it may represent a conscious or unconscious â€Å"sense of entitlement† or it may be a form of self-medication that is termed in some circles to be â€Å"retail therapy†(Bridgeforth, G. 2004, p. 156). This so-called therapy is likely caused by the psychological frustration from the lack of lasting fulfillment of pasting attempts to achieve â€Å"self-actualization† via shopping as a compensation mechanism. While a problem in itself,‘shopping for psychological satisfaction’ may be masking serious is sues such as a ‘clinically-qualifying’ depression or just ‘regular’ issues for which shopping is simply a surrogate means to attain a bit of self-esteem through â€Å"good shopping†. Though many in the popular press refer to someone as being a â€Å"shopping addict†, it is important to note that there are different types of addiction. Commonly, when one refers to someone as an â€Å"addict†, the mind conjures up the person who is addicted to cocaine, methamphetamines or even alcohol. These types of addictions are undoubtedly very real and, because of their nature, are referred to as physiological addictions. The chemicals in the abused substanceshyper-stimulate certain receptors in the central nervous system and their prolonged use created a deficit in the body’s production of endogenous analog. Such a deficit is augmented by a strong desire for such chemical stimulation as well as certain psychological â€Å"needs† or perhaps more accurately, â€Å"compunctions†. If it were the case that shopping was addictive in the same way that drugs are, we might expect to find that purchases of various persons showed little trends in that the same types or categories of items did not construe a consistent purchase incidence. In actuality, items that tend to be moreâ€Å"emotional† in nature have a distinct tendency for a greater purchase frequency that items with than items with less potential for attachment(Pooler, J. 2003, pp. 24-25). For example, â€Å"duct tape† or â€Å"milk† are items that would not be likely to be on a shopping addict’s list whereas items such as jewelry, fashion items or â€Å"elegant† undergarments are strong contenders. Though not quite like a drug addiction, shopping for certain individuals can be maladaptive or pathological in nature. Though it can not be deemed a physiological addiction, as we will discuss in more detail later, there are physiological consequences and manifestations of what is otherwise a psychological presentation. For these individuals, the entire shopping experience is different: to someone who has not experienced it, it would seem almost inconceivable that a person could be â€Å"out of control† to the extent that those suffering from compulsive spending disorder report as being. As Black reports,â€Å"†¦compulsive shoppers often describe their experiences as being enhanced by color, lighting or the odor of stores, as well as the textures of clothing†¦ [with] some even describing the experience as being sexually exciting† (Black, D. 2001, p. 23). According to these same reports, 83% of compulsive shoppers report that it makes them feelâ€Å"happy† while 71% indicate a â€Å"powerful† feeling. This feeling persist in the face of the guilt and consequences following their purchases which, in many cases, are either returned or given away and not retained (Black, D. 2001, p. 23). In determining if someone should be fitted with the label layperson’s terms being of a â€Å"shopping addict† or a â€Å"shop-a-holic†, a key qualifier is the expression of consumer demand that could be considered to beâ€Å"irrational†. Such classification must be considered in the context of the consumer’s lifestyle and income. With this in mind, it is not the object of demand so much as an extreme emotional or otherwise inappropriate level of demand within a ‘reasonable’ framework of acceptability (Pooler, J. 2003, p. 26). For example, the strong desire of a comparatively wealthy person or perhaps the elite harrier who wants the ‘very latest’ in performance athletic footwear is insufficient to earn such a label. On the other hand, the individual who is not, by any stretch of the imagination, remotely athletic and whose income in inconsistent with shoe’s whose price exceeds ten hours wages would likely be labeled i rrational. Such information in conjunction with other facts and the overall context would be in line with consideration for such a designation. Another consideration in the determination of the appropriateness of anon-clinical label such as a shopping addict is the overall magnitude of the behavior. A common behavior is that people, when they feel they have done â€Å"a good job† with some task will â€Å"self-reward†. This construct is could generally be termed to be a more benign presentation of the â€Å"self-medicating† label often is implemented in regards to a work-related behavior. This â€Å"psychological pat on the back†, whether a alternative compensation mechanism or a pure positive reinforcement of a selected behavior. Regardless, there is an intuitive level of reasonableness in relation to the magnitude of the reward with the degree of difficulty or relative â€Å"greatness† of task achievement. Depending on a number of factors, one employee may seek self-gratification through treating themselves to lunch while another could give them a license to splurge and run up a dispropor tionately hefty bill. All in all, though it would be exceeding convenient if there were a blood test to determine if one were an addict, it is simply not the case. Despite this, there are certain patterns that do fit the criteria for shopping being an addiction. While there are diagnostic criteria for the determination that an individual is a â€Å"shopping addict†, it is quite likely just as useful to define â€Å"addictive† behavior as occurring when there is strong irrational desire based upon a perceived need for some stimulus despite, in the long run pathological or maladaptive. The addict may likely know that the pursuit of such a stimulus is not in their best interests or they may, through ignorance or extreme desire, be blind to the negative consequences of continued consumption. Defined similarly as beingâ€Å"behavior triggered by internal psychological tension and accompanied by relief and frustration†¦ performed repeatedly despite its negative consequences† by DeSarbo and Edwards in research conducted to more accurately ascertain related psychological factors, either definition seems to adequately capture the intuitive connotation for such an assessment (DeSarbo, W. and E. Edwards 2004, p. 231). If 10% of the population have a problem and 9 of your friends are OK†¦Is it YOU? While it may not, in fact, be â€Å"1 in 10†, the incidence of compulsive buying disorder has been estimated to be between 2-8% with the overwhelming majority being female and with a comparatively young( Before plunging headlong into the issue of shopping as an addiction, itis important to differentiate between â€Å"compulsive† and â€Å"impulsive† spending. The distinguishing feature between them is the source of the impetus as being internal or external. Internal motivations such as anxiety or the seeking of increased self-esteem or gratification are the motivations for compulsive spending. Impulsive spending is differentiated by the stimulus for purchase is being driven by an external mechanism such as a blinking package, prominent placement such as an endcap or a â€Å"special† (DeSarbo, W. and E. Edwards 2004, p.233). Such as differentiation is important as it is not uncommon for compulsive buyers to also be impulsive buyers yet there are discernable differences in their psychological makeup. Clearly, shopping can be addictive and merits attention and possibly intervention. While there are common sense guidelines to assessing the such behavior as indicated previouly, more standard criteria have been developed to aid both a person in determining that they ought to seek professional help as well as aiding mental health professionals in making a confirmatory diagnosis. Developed under the assumption that materialism is a pervasive and global human trait, the Diagnostic Screener for Compulsive Buying Behavior (DSCB) was developed with seven key items: I made only the minimum payments on my credit cards.I wrote a check when I knew I didn’t have enough money in the bank.I felt others would be horrified if they knew of my spending habits.If I have any money left at the end of a pay period, I just have to spend it.I bought things even though I couldn’t afford them.I bought myself something in order to make myself feel better.I felt anxious on days I didn’t go shopping (Kwak, H., G. Zinkman, M. Crask 2003, p. 166).These items had an approximate overall reliability of 0.75 and were significant at the p>.05 level. Despite this, in trials with multiple samples from both the US, represented individualized ‘western culture, and South Korea, representing more a community/group-driven eastern culture, the emergence of dimensionality in the data was observed. In US samples, the premise that the seven test items capture adequately the various psychological tensions and anxieties that a person who suffers from compuls ive buying issues is supported without modification. However, South Korean samples, though supporting the hypothesis this instrument can reliably detect such issues, revealed bi-dimensionality in two constructs of: â€Å"Financial outcomes† (items 1,2 and 3),â€Å"Unfettered spending† (items 4,5 and 6) (Kwak, H. 2004, p. 167).Such a finding indicates that, in some cultures, consumers may see that an certain issue has different or distinct angles. For example, either an problem with the financial outcomes of behaviors or the fact that one may not be very restrained in spending is likely seen as the same issue by American consumers. In essence, the answers may be the same and the result the same but the meaning that a certain culture places upon one factor or another is relevant and only reiterates the changing nature and that interpretation of such instruments cannot be removed from the culture. Additional research by DeSarbo and Edwards published in the Journal of Consumer Psychology in which advanced statistical controls were utilized provide significant additional insights in the both the nature of the problem of compulsive buying and the discernment of the problem itself. In this research the authors cite numerous previous studies in which the behavior of compulsive buying has been linked to a number of psychological personality characteristics such as: Dependence DenialDepressionLack of impulse controlLow self-esteemApproval-seekingAnxietyEscape coping tendenciesGeneral compulsivenessMaterialismIsolationExcitement-seekingPerfectionism In addition, the factors of family environment, childhood experiences with money and spending, family communication patterns, as well as factors such as the number of credit cards regularly used,degree of credit debt and other compulsive behaviors demonstrated have been identified as potential predictors of compulsive buying activity(DeSarbo, W. and E. Edwards 2004, p. 232). Of all the factors indicated in assessing the issues that predispose an individual to compulsive buying behaviors, the â€Å"escape from anxiety† is most often labeled as the most influential factor. As multiple studies indicate, â€Å"†¦compulsive buyers react to stress with higher levels of anxiety than do noncompulsive buyers†. When ‘stressed out’, compulsive shoppers attempt to utilize purchases as a compensation mechanism or as an escape from the anxiety (DeSarbo, W. and E. Edwards2004, pp. 235, 236). Additionally, the following significant contributing factors are listed below: 1. Self-Esteem– Cited as the most common deficiency in those who are compulsive shoppers, it is easy to see how the act of purchasing an item can convey a sense of power and entitlement although it is one that is short-lived (DeSarbo, W. and E. Edwards 2004, p. 236). This non-durable pleasure serves to enhance the vicious cycle in which the progressive qualities of the â€Å"disease† are exhibited. This cycle is virtually identical to many physiological addictions in which there is desensitization or habituation to a certain level of stimulus: which each engagement, the person wants/needs a larger â€Å"dose† or a greater frequency of stimulation. 2. Perfectionism – This trait is frequently associated with invididuals who suffer from addiction and is characterized as being â€Å"unrealistic† expectations whose unfulfillability can result in a variety of issues such as depression, anxiety, and self-doubt. By purchasing, individuals with this trait are seeking to assuage these feelings and, for a short while, they may succeed (DeSarbo, W. and E. Edwards 2004, p. 236). 3. Impulsiveness– In the scheme of medical or psychological diagnosis, â€Å"compulsive buying behaviors† are close relatives of obsessive-compulsive behavioral disorders. The inability to control impulsive thoughts and/or the related ability to defer gratification are likely important contributors to this behavior (DeSarbo, W. and E. Edwards 2004, pp.236, 237). Also, as indicated earlier, there should be a distinction drawn between â€Å"compulsive† and â€Å"impulsive† buying behaviors in which the stimulation for action is internal or external, respectively. 4. Locus of Control –Much compulsive buying is likely related to a internal struggle to gainâ€Å"control† of a confounding and stressful external environment. When a person chooses to make a purchase, feelings of control are present as the person chooses the object, means, timing, location and, in some cases, the cost of their desires. This highly controlled situation could likely be contrasted to the context of the balance of their lives in which they are at the whim of others and exert no control and possibly even little influence upon the events and objects in their day. As such, those who are characterized as being compulsive consumers are likely to view themselves as â€Å"being controlled externally† as they have an inability to see themselves from the perspective that they are able to influence their lives internally(DeSarbo, W. and E. Edwards 2004, p. 238). In addition, addition personality traits such as â€Å"excitement seeking†, â€Å"approval seeking† or â€Å"dependence† issues as well as environmental factors or familial factors are considered to be characteristics that can contribute to or perpetuate cycles of compulsive consumerism. An example of an environmental factors that are potentially relevant are â€Å"isolation† in which the occasion of compulsive buying may provide a social outlet or â€Å"materialism† in which ‘keeping up with the Jones’’ becomes a compelling rationale for such spending (DeSarbo, W. and E.Edwards 2004, p. 239). With regards to familial factors, there are a great many learned behaviors that are internalized as â€Å"normal† in the context of the home. Additionally, most people first experience with money and managing finances come through the context of chores, an allowance and forms of rationed spending. These early experiences have a signi ficant influence upon adult behaviors as is the case in which children learn that â€Å"money is a reward† or perhaps are not taught that saving is a very important part of earning as well as spending(DeSarbo, W. and E. Edwards 2004, pp. 239,240). One of the ultimate goals of psychology is to understand, predict and influence behavior. To more fully understand the role that these personality traits, environmental and family or sociological issues plays in the expression of compulsive buying behaviors, DeSarbo and Edwards utilized advanced regression techniques to â€Å"tease out†additional insights that would otherwise be â€Å"buried† in using simpler techniques. The basic idea behind regression analysis is to plot a line which represents the extent to which a certain factor or group of factors can explain the variance of measurable behaviors within a sample group. More basic regression techniques such as linear regression utilize a formula of y=mx+b in which y is the expected behavior and x is the independent variable in which there it is posited there will be a influence y. In its most basic forms, variables are â€Å"lumped together† and one can determine only is a certain combination significantly influences the outcome. In more intermediate approaches, differing variables can be accounted for by there relative contribution to the outcome. In the more advanced data manipulations, technology enables the rapid assessment of various combinations or â€Å"clusters† of variables can be examined in order to more fully account for the observed sample variability. It was such an approach, â€Å"clusterwise constrained and unconstrained step-wise regression analysis†, that was employed by DeSarbo and Edwards to predict the maximum likelihood of compulsive buying by grouping specific combinations of these factors which each iteration testing for deviations in outcome as various factors or groups of factors are included or omitted. Results from this manipulation confirm the difference between â€Å"compulsive† buying in which the behavioral stimulation is more due to internal psychological factors and â€Å"impulsive† buying in which key drivers are more externally biased. In this analysis, the study revealed the key predictors of compulsive buying to be self-esteem, dependence and anxiety. For impulsive buying, factors yielding statistically significant influence were determined to be denial, isolation, approval seeking and coping. Additionally, â€Å"impulsiveness† as a personality trait factor displayed a significan t degree of influence over internally- and externally-driven compulsive buying behaviors (DeSarbo, W. and E. Edwards 2004, p. 248). Though the assessment devices that can shed insight on such psychological concepts as are indicated above, when utilized by a trained technician, can provide a more â€Å"clinical† means by which compulsive buying issues can be gauged, many of the same indices are often incorporated in to what might be termed â€Å"user-friendly field assessment quizzes†. Such a screening tool may be especially helpful as a guide to help one self-determine if there is a potential likelihood of an issue that may need merit professional assistance. An example of this type of quiz is given below: 1. Do you hide purchases from your partner to avoid a fight?2. Are there garments in your closet from seasons past that still have tags on them?3. Do you â€Å"forget† about purchases made and then find yourself without the money to pay for them when the bill arrives at the end of the month?4. Have you consolidated your credit card debt or rolled it into a refinance?5. Do you travel at the drop of a hat and take additional trips before past trips are paid for?6. Do you tap into â€Å"emergency† savings regularly to make ends meet?7. Are you unable to contribute the maximum to your 401(k) because you need extra dollars to pay your bills?8. Have you withdrawn from or made loans against your 401(k)? (Bridgeforth, G. 2004, p. 158) Though these â€Å"yes or no† questions are relatively unsophisticated, they can provide significant insight into the issues identified by Kwak, et al., such as the emphasis on financial outcomes, unrestrained spending and activities that might be suggestive of behavioral patterns as opposed to single incidents. Grappling with the Gray Area†¦ A Continuum Approach to Pathology One of the key features of this â€Å"disease† is that, like many psychological issue, it typically begins almost unnoticed and gradually progresses. The initial cycle is likely to begin even innocuously yet the behavior of spending is reinforced by the association of the positive feeling that one has shortly after the purchase. Though this seems reasonable, there is a pronounced tendency on behalf of most people if not medical professionals are well to see illness in terms of a dichotomous perspective. While this is a convenient method, it is indeed too convenient to model the reality of a continuum-approach to this issue. Further, there are traits that seem to predispose one to compulsive spending such as personality or familial factor

Inline Skating

Inline Skating Marketing Plan Pegasus Sports This sample marketing plan was created with Marketing Plan Pro software. Plan Outline †¢ Executive Summary †¢ Situation Analysis o Market Summary ? Market Needs ? Market Trends ? Market Growth o SWOT Analysis ? Strengths ? Weaknesses ? Opportunities ? Threats o Competition o Product Offering o Keys to Success o Critical Issues †¢ Marketing Strategy †¢ Financials †¢ Controls Executive Summary Pegasus Sports International is a start-up aftermarket inline skating accessory manufacturer. In addition to the aftermarket products, Pegasus is developing SkateTours, a service that takes clients out, in conjunction with a local skate shop, and provides them with an afternoon of skating using inline skates and some of Pegasus' other accessories such as SkateSails. The aftermarket skate accessory market has been largely ignored. While there are several major manufacturers of the skates themselves, the accessory market has not been addressed. This provides Pegasus with an extraordinary opportunity for market growth. Skating is a booming sport. Currently most of the skating is recreational. There are however a growing number of competitions, both team orientated such as skate hockey as well as individual competitions such as speed skate racing. Pegasus will work to grow these markets as well as develop the skate transportation market, a more utilitarian use of skating. Several of Pegasus' currently developed products have patents pending and local market research indicates that there is great demand for these products. Pegasus will achieve fast, significant market penetration that will be achieved through a solid business model, long range planning, and a strong management team that will able to execute on this exciting opportunity. The three principals on the management team have over 30 years of combined personal and industry experience. This extensive experience provides Pegasus with the empirical information as well as the passion to provide the skating market with much needed aftermarket products. Pegasus will sell their products initially through their website. This â€Å"Dell† direct to the consumer approach will allow Pegasus to achieve higher margins and maintain a close relationship with the customers which is essential for producing products that have a true market demand. By the end of the year, Pegasus will have developed relationships with different skate shops and will begin to sell some of their products through the use of retailers. [pic] Sales Forecast | | |2003 |2004 |2005 | |Sales | | | | |Recreational |$455,740 |$598,877 |$687,765 | |Competitive |$72,918 |$95,820 |$110,042 | |Total Sales |$528,658 |$694,697 |$797,807 | | | | | | |Direct Cost of Sales |2003 |2004 |2005 | |Recreational |$82,033 |$107,798 |$123,798 | |Competitive |$13,125 |$17,248 |$19,808 | |Subtotal Direct Cost of Sales |$95,159 |$125,046 |$143,605 | Situation Analysis Pegasus is entering their first year of operation. The products have been well received and marketing will be key to deve lop brand and product awareness as well as grow the customer base. Pegasus International offers several different aftermarket skating accessories, serving the growing inline skating industry. Market Summary Pegasus posesses good information about the market and knows a great deal about the common attributes of the most prized customer. This information will be leveraged to better understand who is served, their specific needs, and how Pegasus can better communicate with them. [pic] [pic] [pic] Market Analysis | | | |2003 |2004 |2005 |2006 |2007 | | |Potential Customers |Growth | | | | | |CAGR | |Recreational |10% |19,142,500|21,056,750|23,162,425|25,478,668|28,026,535|10. 00% | |Fitness |15% |6,820,000 |7,843,000 |9,019,450 |10,372,368|11,928,223|15. 00% | |Speed |10% |387,500 |426,250 |468,875 |515,763 |567,339 |10. 00% | |Total |11. 36% |26,350,000|29,326,000|32,650,750|36,366,799|40,522,097|11. 36% | Market Needs Pegasus is providing the skating community with a wide range of acc essories for all variations of skating. Pegasus seeks to fulfill the following benefits that are important to their customers: †¢ Quality craftsmanship: The customers work hard for the money and do not enjoy spending it on disposable products that only work for a year or two. †¢ Well thought out designs: The skating market has not been addressed by well thought out products that serve skaters needs. Pegasus' industry experience and personal dedication to the sport will provide Pegasus with the needed information to produce insightfully designed products. †¢ Customer Service: Exemplary service is required to build a sustainable business that has a loyal customer base. Market Trends Pegasus will distinguish themselves by marketing products not previously available to skaters. The emphasis in the past has been to sell skates and very few replacement parts. The number of skaters is not restricted to any one single country, continent, or age group, so there is a world market. Pegasus has products for virtually every group of skaters. The fastest growing segment of this sport is the fitness skater. Therefore, the marketing is being directed to service this group. BladeBoots will enable them to enter establishments without having to remove their skates. BladeBoots will be aimed at the recreational skater, the largest segment; however SkateAids are great for everyone. There is one more way the sport of skating will grow, and that is through SkateSailing. This sport is primarily for the medium to advanced skater. The growth potential for this sport is tremendous. The sails Pegasus' has manufactured so far have ended up in Europe. The same thing happened with windsurfing. It started out here in Santa Monica but did not take off until it had already grown big in Europe. More and more groups are getting together on skate excursions in cities all over the world. For example, San Francisco has night group skating that numbers in the hundreds of people. The market trends are showing continued growth in all directions of skating. [pic] [pic] Market Growth With the price of skates going down due to competition by so many skate companies, the market has had steady growth throughout the world, with 22. 5 million in 1999 to over 31 million in 2002. The growth statistics for 2003 are estimated to be over 35 million. More and more people are discovering, and in many cases rediscovering, the health benefits and fun of skating. [pic] [pic] SWOT Analysis The following SWOT analysis captures the key strengths and weaknesses within the company, and describes the opportunities and threats facing Pegasus. Strengths †¢ In-depth industry experience and insight. †¢ Creative, functional product designers. †¢ The use of a highly efficient, flexible business model utilizing direct customer sales and distribution. Weaknesses The reliance of outside capital necessary to grow the business. †¢ A lack of retailers who can work directly face to face with the customer to generate brand and product awareness. †¢ The difficulty to develo ping brand awareness as a start-up company. Opportunities †¢ Participation within a growing industry. †¢ Decreased product costs through scales of economy. †¢ The ability to leverage other industry participants marketing efforts to help grow the general market. Threats †¢ Future/ potential competition from an already established market participants. †¢ A slump in the economy that could have a negative effect on people's spending discretionary income on fitness/ recreational products. The release of a study that calls into question the safety of skating or the inability to prevent major skating induced traumas. Competition Pegasus Sports International is forming its own market. While there are a few companies that do make sails and foils that a few skaters are using, Pegasus is the only one that is truly designed for and by skaters. The few competitors' sails are not designed for skating, but for windsurfing or for skateboards. In the case of foils, storage a nd carrying are not practical. There are different indirect competitors who are manufactures of the actual skates. After many years in the market, these companies have yet to become direct competitors by manufacturing accessories for the skates that they manufacture. Product Offering Pegasus Sports International now offers several products: †¢ The first product that has been developed is BladeBoots, a cover for the wheels and frame of in-line skates, which allow skaters to enter places that normally would not allow them in. BladeBoots come with a small pouch and belt which converts to a well-designed skate carrier. †¢ The second product is SkateSails. These sails are specifically designed for use while skating. Feedback that Pegasus has received from skaters indicates this could become a very popular sport. Trade marking this product is currently in progress. †¢ The third product will be referred to as SkateAid and be in production by December. Other ideas for products are under development, but Pegasus must hold back until they can protect themselves through pending patent applications. Keys to Success The keys to success are simply designing and producing products that meet market demand. Additionally, Pegasus must ensure total customer satisfaction. If these keys to success are achieved, Pegasus will become a profitable, sustainable company. Critical Issues Pegasus is still in the speculative stages as a start-up business. The critical issues are: †¢ Establish themselves as the premier skating accessory company. †¢ Pursue controlled growth that dictates that payroll expenses will never exceed the revenue base. This will help protect against recessions. Constantly monitor customer satisfaction, ensuring that the growth strategy will never compromise service and satisfaction levels. Marketing Strategy The key to the marketing strategy is focusing on the speed, health and fitness, and recreational skaters. Pegasus can cover about 80% of the skating market since they produce products geared towards each segment. Pegasus is able to address all of the different segments within the market because although each segment is distinct in terms of its users and equipment, Pegasus' products are useful to all of the different segments. Mission Pegasus Sports International's mission is to provide the customer with the finest skating accessories available. We exist to attract and maintain customers. With a strict adherence to this maxim, success will be ensured. Our services and products will exceed the expectations of the customers. Marketing Objectives †¢ Maintain positive, strong growth each quarter (not withstanding seasonal sales patterns). †¢ Achieve a steady increase in market penetration. †¢ Decrease customer acquisition costs by 1. 5% a quarter. Financial Objectives †¢ Increase the profit margin by 1% per quarter through efficiency and scale of economy gains. †¢ Maintain a significant research and development budget (as a percentage relative to sales) to spur future product developments. †¢ A double to triple digit growth rate for the first three years. Target Markets With a world skating market of over 31 million and steadily growing (statistics released by the Sporting Goods Manufacturers Association), the niche has been created. Pegasus' aim is to expand this market by promoting SkateSailing, a new sport which is popular at both Santa Monica and Venice Beach in California. The Sporting Goods Manufacturers Association survey indicates that skating now has more participation than football, softball, skiing, and snowboarding combined. The breakdown of participation of skating is as follows: 1+% speed (growing), 8% hockey (declining), 7% extreme/aggressive (declining), 22% fitness (nearly seven million–the fastest growing), and 61% recreational (first-timers). Our products are targeting the fitness and recreational groups, as they are the fastest growing. These groups are gearing themselves towards health and fitness, and combined, they can easily grow to 85% (or 26 million) of the market in the next five years. Positioning Pegasus will position themselves as the premier aftermarket skating accessory company. This positioning will be achieved by leveraging their competitive edge: industry experience and passion. Pegasus is a skating company formed by skaters for skaters. They are able to use their vast experience and personal passion for the sport to develop innovative, useful accessories for a broad range of skaters. Strategies The single objective is to position Pegasus as the premier skating accessory manufacturer, serving both the domestic market as well as international market. The marketing strategy will seek to first create customer awareness concerning the offered products and services and develop the customer base. The message that Pegasus will seek to communicate is that they offer the best-designed, most useful skating accessories. This message will be communicated through a variety of methods. The first will the use of their robust website. As well as a rich source of product information, the site will also be used for purchasing. A lot of time and money will be invested into the site to provide the customer with the perception of total professionalism and utility for Pegasus' products and services. The second method will be advertisements placed in numerous industry magazines. The skating industry is supported by several different glossy magazines designed to promote the industry as a whole. Additionally, there are a couple of smaller periodicals that serve the smaller market segments within the skating industry. The last method of communication is the use of printed sales literature. The two previously mentioned marketing methods will create demand for the sales literature that will be sent out to customers. The cost of the sales literature will be fairly minimal as it will use the already compiled sales information from the website. Marketing Mix Pegasus' marketing mix is comprised of the following approaches to pricing, distribution, advertising and promotion, and customer service. †¢ Pricing: This will be based on a per product retail price. †¢ Distribution: Initially Pegasus will use a direct to the consume distribution model. Over time Pegasus will use retailers as well. †¢ Advertising and Promotion: Several different methods will be used for the advertising effort. †¢ Customer Service: Pegasus will strive to achieve benchmarked levels of customer care. Marketing Research Pegasus is blessed with good fortune of being located in the center of the skating world, Venice, CA. Pegasus will be able to leverage this opportune location by working with many of the different skaters that live in the area. Pegasus was able to test out all of their products, not only with the principals who are accomplished skaters, but also the many other dedicated and â€Å"newbie† users located in Venice. The extensive product testing by a wide variety of users provided Pegasus with valuable product feedback and has led to several design improvements. Financials This section will offer the financial overview of Pegasus as it related to the marketing activities. Pegasus will address Break-even Analysis, sales forecasts, expense forecast, and indicate how these activities link to the marketing strategy. Break-even Analysis The break-even analysis indicates that $7,760 will be required in monthly sales revenue to reach the break-even point. [pic] [pic] [pic] Break-even Analysis | | | | |Monthly Revenue Break-even |$6,372 | | | | |Assumptions: | | |Average Percent Variable Cost |18% | |Estimated Monthly Fixed Cost |$6,363 | Sales Forecast Pegasus feels that the sales forecasting is conservative. Pegasus will steadily increase sales as the advertising budget allows. Please refer to the Sales Forecast Chart. Please note that while in the market segmentation section all of the potential customers have been broken down into separate groups, for the sales forecasts, the grouping has been changed Recreational and Competitive. By reducing the number of categories it allows the reader to quickly discern information, making the chart more functional. [pic] [pic] Expense Forecast The expense forecast will be used as a tool to keep the department in target and provide indicators when corrections / modifications are needed for the proper implementation of the marketing plan. [pic] [pic] [pic] Marketing Expense Budget | | |2003 |2004 |2005 | |Website |$25,000 |$8,000 |$10,000 | |Advertisements |$8,050 |$15,000 |$20,000 | |Other |$1,725 |$2,000 |$3,000 | | |———— |———— |———— | |Total Sales and Marketing Exp enses |$34,775 |$25,000 |$33,000 | |Percent of Sales |6. 58% |3. 60% |4. 14% | Controls The purpose of Pegasus' marketing plan is to serve as a guide for the organization. The following areas will be monitored to gauge performance: †¢ Revenue: monthly and annual. †¢ Expenses: monthly and annual. †¢ Customer satisfaction. †¢ New product development. Implementation The following milestones identify the key marketing programs. It is important to accomplish each one on time and on budget. [pic] Milestones | | | | | | | | |Advertising |Start Date |End Date |Budget |Manager |Department | |Marketing plan completion |1/1/2003 |2/1/2003 |$0 |Stan |Marketing | |Webiste completion |1/1/2003 |3/15/2003 |$20,400 |outside firm |Marketing | |Advertising campaign #1 |1/1/2003 |6/30/2003 |$3,500 |Stan |Marketing | |Advertising campaign #2 |3/1/1999 |12/30/2003 |$4,550 |Stan |Marketing | |Development of the retail channel|1/1/2003 |11/30/2003 |$0 |Stan |Marketing | |Name me |1/1/2 003 |1/15/2003 |$0 |ABC |Department | |Name me |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Name me |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Name me |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Other |1/1/2003 |1/15/2003 |$0 |ABC |Department | |Total Advertising Budget | | |$28,450 | | | |PR |Start Date |End Date |Budget |Manager |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Total PR Budget | | |$0 | | | |Direct Marketing |Start Date |End Date |Budget |Manager |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | Total Direct Marketing Budget | | |$0 | | | |Web Development |Start Date |End Date |Budget |Manager |Department | |Name me |1 /1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Total Web Development Budget | | |$0 | | | |Other |Start Date |End Date |Budget |Manager |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Name me |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Other |1/1/2006 |1/15/2006 |$0 |ABC |Department | |Total Other Budget | | |$0 | | | |Totals | | |$28,450 | | | Contingency Planning Difficulties and Risks †¢ Problems generating visibility, a function of being a internet-based start-up organization. †¢ An entry into the market by an already established market competitor. Worst Case Risks Include †¢ Determining that the business cannot support itself on an ongoing basis. †¢ Having to liquidate equipment or intellectual capital to cover liabilities.

The Inclusion of Transgender Women in the Miss Universe

Chapter I Introduction In a beauty-pageant-crazy country like the Philippines, the annual Miss Universe pageantry is a most-awaited event for many Filipinos. It is that time when many Filipino people gravitate towards their TV sets with their eyes wide open as though entranced on the pageant events as they unfold. Probably next to boxing, the Miss Universe pageant is the most-widely watched worldwide event in the Philippines. As evidence of the country’s penchant for this event, the country has fared quite well as far as producing winners is concerned. Gloria Diaz copped the coveted crown in 1969. Margie Moran duplicated the feat in 1973. And not a few others almost brought home the crown in their respective attempts: Miriam Quiambao†¦show more content†¦Scope and Delimitation The researcher has conducted its research in GenSantos Foundation College, Inc. and selected students from first year Bachelor of Science in Business Administration major in Marketing Management as respondents. Definition of Terms Transgender is a general term applied to a variety of individuals, behaviors, and groups involving tendencies to vary from culturally conventional gender roles. This was emphasized in this study. Students are a learner or someone who attends an educational institution. In some nations, the English term or its cognate in another language is reserved for those who attend university, while a schoolchild under the age of eighteen is called a pupil, in English or an equivalent in other languages. In its widest use, student is used for anyone who is learning. They wereShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesOverview 23 †¢ Inputs 24 †¢ Processes 25 †¢ Outcomes 25 Summary and Implications for Managers 30 S A L Self-Assessment Library How Much Do I Know About Organizational Behavior? 4 Myth or Science? â€Å"Most Acts of Workplace Bullying Are Men Attacking Women† 12 An Ethical Choice Can You Learn from Failure? 24 glOBalization! Does National Culture Affect Organizational Practices? 30 Point/Counterpoint Lost in Translation? 31 Questions for Review 32 Experiential Exercise Workforce Diversity 32 Ethical Dilemma

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