Marketing Mix Of HOW NOT TO CUT HEALTH CARE COSTS

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 HOW NOT TO CUT HEALTH CARE COSTS

HOW NOT TO CUT HEALTH CARE COSTS makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix HOW NOT TO CUT HEALTH CARE COSTS is presented below:

2.1. Product

Product is one of the most important components of the HOW NOT TO CUT HEALTH CARE COSTS Marketing mix. The distinctive characteristics of the product by HOW NOT TO CUT HEALTH CARE COSTS are:

2.1.1. Quality

• HOW NOT TO CUT HEALTH CARE COSTS maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by HOW NOT TO CUT HEALTH CARE COSTS 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

• HOW NOT TO CUT HEALTH CARE COSTS has a broad portfolio of products
• The broad portfolio helps HOW NOT TO CUT HEALTH CARE COSTS in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to HOW NOT TO CUT HEALTH CARE COSTS
• The broader product portfolio also adds more value for HOW NOT TO CUT HEALTH CARE COSTS

2.1.4. Benefits of product consumption

• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS is its delivery of emotional benefits to the consumer
• Products manufactured and sold by HOW NOT TO CUT HEALTH CARE COSTS promise consumers an ego boost, confidence, and security
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS are available in different sizes
• HOW NOT TO CUT HEALTH CARE COSTS 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, HOW NOT TO CUT HEALTH CARE COSTS has also increased the trial rate
• Different SKUs have also helped HOW NOT TO CUT HEALTH CARE COSTS improve its product accessibility

2.2. Price

HOW NOT TO CUT HEALTH CARE COSTS marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix HOW NOT TO CUT HEALTH CARE COSTS 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, HOW NOT TO CUT HEALTH CARE COSTS encourages favorable brand and product perceptions in target consumer groups
• Premium pricing for products also encourages a favorable quality perception of HOW NOT TO CUT HEALTH CARE COSTS products amongst consumers
• With premium prices, HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS products
• Using elements of premium prices in other product ranges has also allowed HOW NOT TO CUT HEALTH CARE COSTS to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

• Since HOW NOT TO CUT HEALTH CARE COSTS has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
• With the use of psychological pricing, HOW NOT TO CUT HEALTH CARE COSTS also successfully adds more value to its products from the point of view of customers
• HOW NOT TO CUT HEALTH CARE COSTS also gains higher sales with psychological pricing
• Consumer purchase a higher amount of HOW NOT TO CUT HEALTH CARE COSTS products because of its use of psychological pricing
• HOW NOT TO CUT HEALTH CARE COSTS is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

• HOW NOT TO CUT HEALTH CARE COSTS is able to penetrate different regional markets optimally with the use of geographical pricing
• For offshore locations, geographical pricing also allows HOW NOT TO CUT HEALTH CARE COSTS to cover shipping and customs expenses
• Geographical pricing also allows HOW NOT TO CUT HEALTH CARE COSTS 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, HOW NOT TO CUT HEALTH CARE COSTS is also known to use bundle pricing strategy popularly
• HOW NOT TO CUT HEALTH CARE COSTS also uses bundle pricing during sales
• Bundle pricing increases the trial rate for consumers
• HOW NOT TO CUT HEALTH CARE COSTS experiences higher return on the cost of gaining a new customer
• With bundle pricing, HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS.

2.3. Placement

HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS in all markets
• Company-operated stores give HOW NOT TO CUT HEALTH CARE COSTS higher control over operations as well as store layout and design
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS in unstable markets
• Licensed stores have also given HOW NOT TO CUT HEALTH CARE COSTS high business growth, and a boost for rapid market expansion and penetration
• Through licensed stores, HOW NOT TO CUT HEALTH CARE COSTS has also learned about local consumers and cultures
• Licensed stores and shops encourage sales of products by HOW NOT TO CUT HEALTH CARE COSTS by aligning it with local cultural values
• Licensed stores also help HOW NOT TO CUT HEALTH CARE COSTS in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

• HOW NOT TO CUT HEALTH CARE COSTS has developed a successfully operational website for online order placement and order tracking
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• HOW NOT TO CUT HEALTH CARE COSTS also places its products in supermarkets and hypermarkets across the country
• A large number of HOW NOT TO CUT HEALTH CARE COSTS target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for HOW NOT TO CUT HEALTH CARE COSTS

2.3.5. Partner agents

• In offshore locations, HOW NOT TO CUT HEALTH CARE COSTS also makes use of partner agents for its products’ placement
• These partner agents are assessed and evaluated on strategic compatibility and reliance
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS also places high importance on the promotional tactics and strategies used. The promotional strategies allow the HOW NOT TO CUT HEALTH CARE COSTS to interact with the consumers and influence them directly. HOW NOT TO CUT HEALTH CARE COSTS uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

• HOW NOT TO CUT HEALTH CARE COSTS has corporate profiles on all social media websites and portals
• HOW NOT TO CUT HEALTH CARE COSTS uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows HOW NOT TO CUT HEALTH CARE COSTS to understand the customers, their needs and demands
• HOW NOT TO CUT HEALTH CARE COSTS uses this feedback and incorporates it in its broader marketing and organizational strategy
• HOW NOT TO CUT HEALTH CARE COSTS 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

• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by HOW NOT TO CUT HEALTH CARE COSTS on high valued purchases
• Frequent usage and purchase of products by HOW NOT TO CUT HEALTH CARE COSTS also has rewards against the loyalty card

2.4.3. Community Influencers

• HOW NOT TO CUT HEALTH CARE COSTS makes use of community influencers as its on-ground promotional efforts
• HOW NOT TO CUT HEALTH CARE COSTS identifies strong and confident individuals to be brand ambassadors in their communities
• HOW NOT TO CUT HEALTH CARE COSTS 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, HOW NOT TO CUT HEALTH CARE COSTS also makes use of out of house hoardings
• Hoardings increase visibility for HOW NOT TO CUT HEALTH CARE COSTS and also work towards building stronger brand recall
• HOW NOT TO CUT HEALTH CARE COSTS also produces TV advertisements
• All TV advertisements have an emotional appeal to them
• TV advertisements by HOW NOT TO CUT HEALTH CARE COSTS have progressed to include a slice of life elements and characteristics
• TV advertisements by HOW NOT TO CUT HEALTH CARE COSTS also highlight the functional benefits of the product

2.5. People

The marketing mix of HOW NOT TO CUT HEALTH CARE COSTS also places an essential focus on people development and people building. This is because HOW NOT TO CUT HEALTH CARE COSTS realizes the importance of employees in building strong customer relationships. HOW NOT TO CUT HEALTH CARE COSTS develops its employee and people by focusing on the following aspects:

2.5.1. Training

• HOW NOT TO CUT HEALTH CARE COSTS makes sure that all employees undergo regular training sessions for skill development and enhancement
• Trainings at HOW NOT TO CUT HEALTH CARE COSTS are not the only field related, but also focus on essential management and organizational skills
• Training sessions and activities at HOW NOT TO CUT HEALTH CARE COSTS also identify with the employee's own needs of progression, development and growth
• All training sessions and activities designed and carried out by HOW NOT TO CUT HEALTH CARE COSTS take into consideration business goals and objectives, as well as employee's personal goals and aspirations
• HOW NOT TO CUT HEALTH CARE COSTS, 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

• HOW NOT TO CUT HEALTH CARE COSTS works on strengthening the organizational commitment in its employees
• HOW NOT TO CUT HEALTH CARE COSTS builds employee loyalty so that people can reflect their optimal best at work
• HOW NOT TO CUT HEALTH CARE COSTS also understands that satisfied employees will lead to happy and satisfied customers
• HOW NOT TO CUT HEALTH CARE COSTS regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• HOW NOT TO CUT HEALTH CARE COSTS 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

• HOW NOT TO CUT HEALTH CARE COSTS employees are the face of the organization
• HOW NOT TO CUT HEALTH CARE COSTS are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that HOW NOT TO CUT HEALTH CARE COSTS 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

• HOW NOT TO CUT HEALTH CARE COSTS remains one of the leading players in the industry also because of its focus on succession planning
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS
• Strategic succession planning has allowed HOW NOT TO CUT HEALTH CARE COSTS to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

HOW NOT TO CUT HEALTH CARE COSTS has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at HOW NOT TO CUT HEALTH CARE COSTS are clearly defined and communicated to the employees
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS

2.6.2. People Management

• HOW NOT TO CUT HEALTH CARE COSTS has also defined clear processes for people management through streamlining its human resource management department
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• HOW NOT TO CUT HEALTH CARE COSTS 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

• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for HOW NOT TO CUT HEALTH CARE COSTS include:

2.7.1. Store atmosphere

• The store design and management for HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS at ease
• The store design is also important for HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS 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

• HOW NOT TO CUT HEALTH CARE COSTS has unique packaging, which is different from other players in the industry
• HOW NOT TO CUT HEALTH CARE COSTS 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 HOW NOT TO CUT HEALTH CARE COSTS
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by HOW NOT TO CUT HEALTH CARE COSTS

2.7.3. Website design

• The website design is simple and easy to use
• HOW NOT TO CUT HEALTH CARE COSTS has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of HOW NOT TO CUT HEALTH CARE COSTS 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