Consumer decision making becomes more extensive and
complex as purchase involvement increases. The lowest
level of purchase involvement is represented by nominal
decisions: a problem is recognized, long-term memory
provides a single preferred brand, that brand is purchased,
and only limited postpurchase evaluation occurs. As one
moves from limited decision making toward extended decision
making, information search increases, alternative
evaluation becomes more extensive and complex, and
postpurchase evaluation becomes more thorough.
Problem recognition involves the existence of a discrepancy
between the consumer's desired state (what the
consumer would like) and the actual state (what the consumer
perceives as already existing). Both the desired
state and the actual state are influenced by the consumer's
lifestyle and current situation. If the discrepancy between these two states is sufficiently large and important,
the consumer will begin to search for a solution to
the problem.
A number of factors beyond the control of the
marketing manager can affect problem recognition. The
desired state is commonly influenced by (1) culture/
subculture, (2) social status, (3) reference groups,
(4) household characteristics, (5) financial status/
expectations, (6) previous decisions, (7) individual development,
(8) motives, (9) emotions, and (10) the current
situation. The actual state is influenced by (1) past
decisions, (2) normal depletion, (3) product/brand performance,
(4) individual development, (5) emotions,
(6) government/consumer groups, (7) availability of
products, and the (8) current situation.
Before marketing managers can respond to problem
recognition generated by outside factors, they must be
able to identify consumer problems. Surveys and focus
groups using activity, product, or problem analysis are
commonly used. Human factors research approaches
the same task from an observational perspective. Emotion
research focuses on the role of emotions in problem
recognition and resolution.
Once managers are aware of problem recognition
patterns among their target market, they can react by
designing the marketing mix to solve the recognized
problem. This may involve product development or
repositioning, a change in store hours, a different price,
or a host of other marketing strategies.
Marketing managers often want to influence problem
recognition rather than react to it. They may desire to generate
generic problem recognition, a discrepancy that a
variety of brands within a product category can reduce, or
to induce selective problem recognition, a discrepancy
that only one brand in the product category can solve.
Attempts to activate problem recognition generally
do so by focusing on the desired state. However, attempts
to make consumers aware of negative aspects of
the existing state are also common. In addition, marketers
attempt to influence the timing of problem recognition
by making consumers aware of potential problems
before they arise.
Finally, managers may attempt to minimize or suppress
problem recognition by current users of their
brands.
