| Analyzing the Marketing Environment 87

Chapter 3 | Analyzing the Marketing Environment 87

simple pleasures of hearth and home.” Says another, “The instability of the economy . . . cre- ates uncertainty for consumers, and this uncertainty tends to make them focus more on be- ing home and finding ways to save money. It’s a return to more traditional values, like home-cooked meals.” 47

For example, the weaker economy of the past few years and increased nesting have given a boost to home appliances, such as high-end coffee makers and big-screen TVs. Con- sumer electronics chain Best Buy even ran an ad that cast the purchase of a 60-inch flat- screen HDTV not as self-indulgence but as an act of loving sacrifice and a practical alternative to other forms of entertainment. 48

In the ad, after a man sells his football season tickets to pay for the wedding, his grate- ful bride surprises him with a huge set so he can still watch the big game. A kindly salesman sums it up this way: “Another love story at Best Buy with a 60-inch TV in the middle.” Says a Samsung marketer, “People still have to live their lives. [They] may not spring for that 61-inch [TV], but they may get a 42-inch HDTV because they’re home and they’re with their families and they’ll spend $5 on a movie rental, versus $40 for the theater and $80 for dinner.”

People’s Views of Organizations. People vary in their attitudes toward corporations, government agencies, trade unions, universities, and other organizations. By and large, peo- ple are willing to work for major organizations and expect them, in turn, to carry out soci- ety’s work.

The past two decades have seen a sharp decrease in confidence in and loyalty toward America’s business and political organizations and institutions. In the workplace, there has been an overall decline in organizational loyalty. Waves of company downsizings bred cynicism and distrust. In just the last decade, rounds of layoffs resulting from the recent recession, major corporate scandals, 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 nonwork hours. This trend suggests that organizations need to find new ways to win consumer and employee confidence.

People’s Views of Society. People vary in their attitudes toward their society—patriots de- fend 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. American patriotism has been increasing gradually for the past two decades. It surged, how- ever, following the September 11, 2001, terrorist attacks and the Iraq war. For example, the summer following the start of the Iraq war saw a surge of pumped-up Americans visiting U.S. historic sites, ranging from the Washington D.C. monuments, Mount Rushmore, the Gettys- burg battlefield, and the USS Constitution (“Old Ironsides”) to Pearl Harbor and the Alamo. Following these peak periods, patriotism in the United States still remains high. A recent global survey on “national pride” found Americans tied for number one among the 17 democ- racies polled. 49

Marketers respond with patriotic products and promotions, offering everything from floral bouquets to clothing with patriotic themes. Although most of these marketing efforts are tasteful and well received, waving the red, white, and blue can prove tricky. Except in cases where companies tie product sales to charitable contributions, such flag-waving pro- motions can be viewed as attempts to cash in on triumph or tragedy. Marketers must take care when responding to such strong national emotions.

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