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Also, it is difficult to monitoring the demographic, political and cultural environments at the same time, and it is complicated to analyze all elements to anticipate the customer requirements. Furthermore, similar to the economic environment, some cases prove that the monitoring of the social environment to anticipating customer requirements cannot be always valid, especially when some unpredictable affairs happens, Yang and Li (2008) showed that in the April of 2008, Carrefour which is a French retail firm encounter a sudden crisis in China. The crisis stems from the widely spreading posts on the BBS, with some political reasons the posts call on all Chinese people not to go shopping in Carrefour on 1st May. And this appeal achieved a huge number of netizens’ supports. The survey of “whether or not boycott Carrefour” conducted by Sina Finance showed that over 560,000 users asserted that they would not go to Carrefour in the whole month. It is not difficult to image that what a large loss for Carrefour, however, it is cannot be monitored because Carrefour is extremely popular in China which have 73 hypermarkets, 8 supermarkets and 8 champions around the China.

To conclude, although it is difficult to monitor the social environment and the monitoring is not always valid to anticipate customer requirements, there is no doubt that the monitoring of social environment greatly contributes to anticipating customer requirements. Therefore, the smart marketers know how to track the demographic trends and indicate what their target customers want, and then take swift actions to cater this situation.