Marketing Mix Of Ethics Management at a Cross-border Enterprise A

Posted by Zander Henry on Aug-22-2018

1. marketing mix

1.1. Understanding the marketing mix

• The marketing mix is an important set of marketing tools and characteristics that a firm uses to increase penetration in the target market groups
• Using the marketing mix strategically includes focusing on seven important aspects of marketing and branding for an organization, namely: product, place, price, promotion, people, process, and physical evidence

1.2. Importance of marketing mix

• The marketing mix helps a company choose and decide on a suitable marketing strategy
• The marketing mix also helps a company in resource and budget allocation to different aspects of the marketing strategy and product development
• The marketing mix also allows a company to choose the right and effective marketing tactics for its promotional needs

2. Marketing mix for Ethics Management at a Cross-border Enterprise A

Ethics Management at a Cross-border Enterprise A makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix Ethics Management at a Cross-border Enterprise A is presented below:

2.1. Product

Product is one of the most important components of the Ethics Management at a Cross-border Enterprise A Marketing mix. The distinctive characteristics of the product by Ethics Management at a Cross-border Enterprise A are:

2.1.1. Quality

• Ethics Management at a Cross-border Enterprise A maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• Ethics Management at a Cross-border Enterprise A procures raw materials from reliable and trusted suppliers only
• These raw materials are processed under carefully maintained environments to maintain high and consistent quality of the products
• High quality promise and delivery also provides Ethics Management at a Cross-border Enterprise A with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by Ethics Management at a Cross-border Enterprise A are relatively easy to use
• All products come with a user manual, which is easy to understand and which provides simple instructions for product use
• The consumers can also call the 24/7 helpline to understand details about product usage
• Also, retail representatives provide detailed instructions and explanations regarding the use of the product at the time of the sale

2.1.3. Portfolio broadness

• Ethics Management at a Cross-border Enterprise A has a broad portfolio of products
• The broad portfolio helps Ethics Management at a Cross-border Enterprise A in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to Ethics Management at a Cross-border Enterprise A
• The broader product portfolio also adds more value for Ethics Management at a Cross-border Enterprise A

2.1.4. Benefits of product consumption

• Ethics Management at a Cross-border Enterprise A offers functional benefits to consumers of the product use
• These functional benefits are promised and delivered – however, they are also delivered by other similar products
• The distinguishing aspect of Ethics Management at a Cross-border Enterprise A is its delivery of emotional benefits to the consumer
• Products manufactured and sold by Ethics Management at a Cross-border Enterprise A promise consumers an ego boost, confidence, and security
• Ethics Management at a Cross-border Enterprise A also promises fulfilment of psychological needs on product consumption
• These psychological needs include, for example, the need for empathy, the need for belonging, and the need of feeling loved.

2.1.5. Different SKUs

• The products by Ethics Management at a Cross-border Enterprise A are available in different sizes
• Ethics Management at a Cross-border Enterprise A has made use of different SKUs to increase market penetration
• Different SKUs can be brought and used as per the consumption needs of the consumers, and the target markets
• Through the production of different SKUs, Ethics Management at a Cross-border Enterprise A has also increased the trial rate
• Different SKUs have also helped Ethics Management at a Cross-border Enterprise A improve its product accessibility

2.2. Price

Ethics Management at a Cross-border Enterprise A marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix Ethics Management at a Cross-border Enterprise A uses a combination of a number of techniques for pricing its products, which are detailed below:

2.2.1. Premium pricing

• By using premium pricing for some of its product ranges, Ethics Management at a Cross-border Enterprise A encourages favorable brand and product perceptions in target consumer groups
• Premium pricing for products also encourages a favorable quality perception of Ethics Management at a Cross-border Enterprise A products amongst consumers
• With premium prices, Ethics Management at a Cross-border Enterprise A has successfully also made some of its product ranges exclusive by restricting sales and production. This, in turn, leads to a perception g luxury in consumption products
• Premium prices add a touch of privilege and high value in Ethics Management at a Cross-border Enterprise A products
• Using elements of premium prices in other product ranges has also allowed Ethics Management at a Cross-border Enterprise A to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

• Since Ethics Management at a Cross-border Enterprise A has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
• With the use of psychological pricing, Ethics Management at a Cross-border Enterprise A also successfully adds more value to its products from the point of view of customers
• Ethics Management at a Cross-border Enterprise A also gains higher sales with psychological pricing
• Consumer purchase a higher amount of Ethics Management at a Cross-border Enterprise A products because of its use of psychological pricing
• Ethics Management at a Cross-border Enterprise A is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

• Ethics Management at a Cross-border Enterprise A is able to penetrate different regional markets optimally with the use of geographical pricing
• For offshore locations, geographical pricing also allows Ethics Management at a Cross-border Enterprise A to cover shipping and customs expenses
• Geographical pricing also allows Ethics Management at a Cross-border Enterprise A to maintain consistent revenue growth by altering pricing in different markets based on local currency value

2.2.4. Bundle pricing

• For some product ranges, Ethics Management at a Cross-border Enterprise A is also known to use bundle pricing strategy popularly
• Ethics Management at a Cross-border Enterprise A also uses bundle pricing during sales
• Bundle pricing increases the trial rate for consumers
• Ethics Management at a Cross-border Enterprise A experiences higher return on the cost of gaining a new customer
• With bundle pricing, Ethics Management at a Cross-border Enterprise A is also able to control costs and prices by lowering marketing and distribution expenses
• The use of bundle pricing also adds value to the umbrella brand name of Ethics Management at a Cross-border Enterprise A.

2.3. Placement

Ethics Management at a Cross-border Enterprise A places high importance on the placement of its products because it directly relates to accessibility for consumers.

2.3.1. Company-operated stored

• The company maintains stores operated by the management of Ethics Management at a Cross-border Enterprise A in all markets
• Company-operated stores give Ethics Management at a Cross-border Enterprise A higher control over operations as well as store layout and design
• Ethics Management at a Cross-border Enterprise A also interacts directly with the consumers and gathers important details regarding consumer behavior and consumer feedback through company-operated stores
• The company operated stores also give leverage to Ethics Management at a Cross-border Enterprise A in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

• Ethics Management at a Cross-border Enterprise A licensed stores also allow consumers to enjoy the various product offerings by the company
• Licensed stores also decrease the risk of financial and physical investment for Ethics Management at a Cross-border Enterprise A in unstable markets
• Licensed stores have also given Ethics Management at a Cross-border Enterprise A high business growth, and a boost for rapid market expansion and penetration
• Through licensed stores, Ethics Management at a Cross-border Enterprise A has also learned about local consumers and cultures
• Licensed stores and shops encourage sales of products by Ethics Management at a Cross-border Enterprise A by aligning it with local cultural values
• Licensed stores also help Ethics Management at a Cross-border Enterprise A in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

• Ethics Management at a Cross-border Enterprise A has developed a successfully operational website for online order placement and order tracking
• Ethics Management at a Cross-border Enterprise A also encourages sales through social media portals, where the company takes orders through direct messages, as well as through a mini-shop model
• The company also stocks products with online retailers such as Amazon and eBay, as well as smaller local online retailers as well
• Online retailing, and using the internet to make sales has boosted the sales for Ethics Management at a Cross-border Enterprise A and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• Ethics Management at a Cross-border Enterprise A also places its products in supermarkets and hypermarkets across the country
• A large number of Ethics Management at a Cross-border Enterprise A target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for Ethics Management at a Cross-border Enterprise A

2.3.5. Partner agents

• In offshore locations, Ethics Management at a Cross-border Enterprise A also makes use of partner agents for its products’ placement
• These partner agents are assessed and evaluated on strategic compatibility and reliance
• Ethics Management at a Cross-border Enterprise A contracts with partner agents in other countries and markets for its product placement to ensure quality control and terms of negotiation

2.4. Promotion

The marketing strategy for Ethics Management at a Cross-border Enterprise A also places high importance on the promotional tactics and strategies used. The promotional strategies allow the Ethics Management at a Cross-border Enterprise A to interact with the consumers and influence them directly. Ethics Management at a Cross-border Enterprise A uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

• Ethics Management at a Cross-border Enterprise A has corporate profiles on all social media websites and portals
• Ethics Management at a Cross-border Enterprise A uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows Ethics Management at a Cross-border Enterprise A to understand the customers, their needs and demands
• Ethics Management at a Cross-border Enterprise A uses this feedback and incorporates it in its broader marketing and organizational strategy
• Ethics Management at a Cross-border Enterprise A also maintains a corporate website – which highlights company information, product information as well as information regarding any ongoing campaigns and sales

2.4.2. Reward Programs

• Ethics Management at a Cross-border Enterprise A has a loyalty card program for its customers
• The loyalty card allows customers to redeem points in exchange for products or other exciting gifts, as directed by the company
• Each purchase is entered into the loyalty card by Ethics Management at a Cross-border Enterprise A and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by Ethics Management at a Cross-border Enterprise A on high valued purchases
• Frequent usage and purchase of products by Ethics Management at a Cross-border Enterprise A also has rewards against the loyalty card

2.4.3. Community Influencers

• Ethics Management at a Cross-border Enterprise A makes use of community influencers as its on-ground promotional efforts
• Ethics Management at a Cross-border Enterprise A identifies strong and confident individuals to be brand ambassadors in their communities
• Ethics Management at a Cross-border Enterprise A provides these brand ambassadors and community influencers with its product range and invites them to use it themselves to see benefits

2.4.4. Conventional marketing

• The company places advertisements in consumer-related magazines. This largely includes home decor, and home management magazines
• Magazine ads are not very frequent, but appear twice every quarter of the fiscal year
• In high-density locations, Ethics Management at a Cross-border Enterprise A also makes use of out of house hoardings
• Hoardings increase visibility for Ethics Management at a Cross-border Enterprise A and also work towards building stronger brand recall
• Ethics Management at a Cross-border Enterprise A also produces TV advertisements
• All TV advertisements have an emotional appeal to them
• TV advertisements by Ethics Management at a Cross-border Enterprise A have progressed to include a slice of life elements and characteristics
• TV advertisements by Ethics Management at a Cross-border Enterprise A also highlight the functional benefits of the product

2.5. People

The marketing mix of Ethics Management at a Cross-border Enterprise A also places an essential focus on people development and people building. This is because Ethics Management at a Cross-border Enterprise A realizes the importance of employees in building strong customer relationships. Ethics Management at a Cross-border Enterprise A develops its employee and people by focusing on the following aspects:

2.5.1. Training

• Ethics Management at a Cross-border Enterprise A makes sure that all employees undergo regular training sessions for skill development and enhancement
• Trainings at Ethics Management at a Cross-border Enterprise A are not the only field related, but also focus on essential management and organizational skills
• Training sessions and activities at Ethics Management at a Cross-border Enterprise A also identify with the employee's own needs of progression, development and growth
• All training sessions and activities designed and carried out by Ethics Management at a Cross-border Enterprise A take into consideration business goals and objectives, as well as employee's personal goals and aspirations
• Ethics Management at a Cross-border Enterprise A, therefore, tries to develop the employee as an organizational member, as well as an individual
• All training is engaging, and hands-on so that employees do not only learn but also experience

2.5.2. Organizational ownership

• Ethics Management at a Cross-border Enterprise A works on strengthening the organizational commitment in its employees
• Ethics Management at a Cross-border Enterprise A builds employee loyalty so that people can reflect their optimal best at work
• Ethics Management at a Cross-border Enterprise A also understands that satisfied employees will lead to happy and satisfied customers
• Ethics Management at a Cross-border Enterprise A regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• Ethics Management at a Cross-border Enterprise A also includes employees in decision making at different managerial levels, and regularly takes their feedback for different projects and products – which also work towards building organizational ownership

2.5.3. Motivation building

• Ethics Management at a Cross-border Enterprise A employees are the face of the organization
• Ethics Management at a Cross-border Enterprise A are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that Ethics Management at a Cross-border Enterprise A distributes
• Another source of motivation is appreciation programs where management appreciates and acknowledges the work and performance of different employees

2.5.4. Succession planning

• Ethics Management at a Cross-border Enterprise A remains one of the leading players in the industry also because of its focus on succession planning
• Ethics Management at a Cross-border Enterprise A conducts succession planning for all managerial levels
• Succession planning is done through internal promotions as well as external recruitments to meet the needs and demands of the vacant job position at Ethics Management at a Cross-border Enterprise A
• Strategic succession planning has allowed Ethics Management at a Cross-border Enterprise A to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

Ethics Management at a Cross-border Enterprise A has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at Ethics Management at a Cross-border Enterprise A are clearly defined and communicated to the employees
• Ethics Management at a Cross-border Enterprise A makes sure that employees are well trained, and knowledgeable of all processes relates to operations
• All stages of operational processes focus on maintaining a high quality level and standard of the products
• Systematic process re in place for all operation – from procurement to the final sale of the products
• All operational processes are maintained, checked, and uploaded through the internal portal of the organization for supervisory purposes
• The use of online portals for operational processes also builds a strong backup for managerial purposes at Ethics Management at a Cross-border Enterprise A

2.6.2. People Management

• Ethics Management at a Cross-border Enterprise A has also defined clear processes for people management through streamlining its human resource management department
• Ethics Management at a Cross-border Enterprise A has defined guidelines regarding recruitment, training, compensation management, and performance appraisal of employees
• All people related processes are not only communicated to the management and supervisors, but also to employees to create a sense of transparency, and an environment of trust
• Progressive people management systems and processes have allowed Ethics Management at a Cross-border Enterprise A to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• Ethics Management at a Cross-border Enterprise A also has defined policies and processes for managing and maintaining quality
• All products undergo triple quality checks to ensure that customers receive the best product
• In addition to quality checks at the production and distribution level, the management has also placed separate quality maintenance and quality check department
• The quality maintenance department has experts who make sure that not only the final product but also the processes involved in producing the product were infused with quality

2.6.4. Store management

• Ethics Management at a Cross-border Enterprise A manages store management through stringent and closely monitored policies and processes
• These processes relate to not only the floor and space design but also to the performance of the employees at the store
• The processes for store management also regularly monitor footfall and work on strategies to increase footfall through different tactics, and changes in the store design and store management
• The company also has a systematic process for customers who interact with the products and feel them before making the purchase
• The final sale at the store is also clearly defined – for the employees and the customers both
• Processes and policies are important for Ethics Management at a Cross-border Enterprise A for maintaining quality of the products, and for ensuring that the company does not experience any unnecessary expenses and costs

2.7. Physical evidence

The physical evidence is also important in the marketing strategy for Ethics Management at a Cross-border Enterprise A as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for Ethics Management at a Cross-border Enterprise A include:

2.7.1. Store atmosphere

• The store design and management for Ethics Management at a Cross-border Enterprise A is exciting and creative
• The store atmosphere makes the customers feel relaxed and comfortable –so that they can interact with, and enjoy product offerings by Ethics Management at a Cross-border Enterprise A at ease
• The store design is also important for Ethics Management at a Cross-border Enterprise A because it controls the level and nature of experience and interaction that the customers have with the product and the brand
• With company-operated stores, it is easier for Ethics Management at a Cross-border Enterprise A to control and manage the store atmosphere to be able to positively influence customers and to be able to appeal to them emotionally

2.7.2. Packaging

• Ethics Management at a Cross-border Enterprise A has unique packaging, which is different from other players in the industry
• Ethics Management at a Cross-border Enterprise A also has a vibrant touché to its packaging, which is regularly changed in terms of colors and patterns
• The logo for the company is simple, and recognizable by the consumers easily
• The brand logo has also become a symbol of confidence, ambition, and aspiration for consumers who use products by Ethics Management at a Cross-border Enterprise A
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by Ethics Management at a Cross-border Enterprise A

2.7.3. Website design

• The website design is simple and easy to use
• Ethics Management at a Cross-border Enterprise A has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of Ethics Management at a Cross-border Enterprise A also has the brand logo, and is packaged similarly to the products offered by the company
• The design patterns, and color change on the website with changes to the product packaging to match various campaign needs and sale offerings