Marketing Mix Of Human Resources at Hewlett-Packard

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 Human Resources at Hewlett-Packard

Human Resources at Hewlett-Packard makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix Human Resources at Hewlett-Packard is presented below:

2.1. Product

Product is one of the most important components of the Human Resources at Hewlett-Packard Marketing mix. The distinctive characteristics of the product by Human Resources at Hewlett-Packard are:

2.1.1. Quality

• Human Resources at Hewlett-Packard maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by Human Resources at Hewlett-Packard 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

• Human Resources at Hewlett-Packard has a broad portfolio of products
• The broad portfolio helps Human Resources at Hewlett-Packard in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to Human Resources at Hewlett-Packard
• The broader product portfolio also adds more value for Human Resources at Hewlett-Packard

2.1.4. Benefits of product consumption

• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard is its delivery of emotional benefits to the consumer
• Products manufactured and sold by Human Resources at Hewlett-Packard promise consumers an ego boost, confidence, and security
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard are available in different sizes
• Human Resources at Hewlett-Packard 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, Human Resources at Hewlett-Packard has also increased the trial rate
• Different SKUs have also helped Human Resources at Hewlett-Packard improve its product accessibility

2.2. Price

Human Resources at Hewlett-Packard marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix Human Resources at Hewlett-Packard 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, Human Resources at Hewlett-Packard encourages favorable brand and product perceptions in target consumer groups
• Premium pricing for products also encourages a favorable quality perception of Human Resources at Hewlett-Packard products amongst consumers
• With premium prices, Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard products
• Using elements of premium prices in other product ranges has also allowed Human Resources at Hewlett-Packard to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

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

2.2.3. Geographical pricing

• Human Resources at Hewlett-Packard is able to penetrate different regional markets optimally with the use of geographical pricing
• For offshore locations, geographical pricing also allows Human Resources at Hewlett-Packard to cover shipping and customs expenses
• Geographical pricing also allows Human Resources at Hewlett-Packard 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, Human Resources at Hewlett-Packard is also known to use bundle pricing strategy popularly
• Human Resources at Hewlett-Packard also uses bundle pricing during sales
• Bundle pricing increases the trial rate for consumers
• Human Resources at Hewlett-Packard experiences higher return on the cost of gaining a new customer
• With bundle pricing, Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard.

2.3. Placement

Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard in all markets
• Company-operated stores give Human Resources at Hewlett-Packard higher control over operations as well as store layout and design
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard in unstable markets
• Licensed stores have also given Human Resources at Hewlett-Packard high business growth, and a boost for rapid market expansion and penetration
• Through licensed stores, Human Resources at Hewlett-Packard has also learned about local consumers and cultures
• Licensed stores and shops encourage sales of products by Human Resources at Hewlett-Packard by aligning it with local cultural values
• Licensed stores also help Human Resources at Hewlett-Packard in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

• Human Resources at Hewlett-Packard has developed a successfully operational website for online order placement and order tracking
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• Human Resources at Hewlett-Packard also places its products in supermarkets and hypermarkets across the country
• A large number of Human Resources at Hewlett-Packard target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for Human Resources at Hewlett-Packard

2.3.5. Partner agents

• In offshore locations, Human Resources at Hewlett-Packard also makes use of partner agents for its products’ placement
• These partner agents are assessed and evaluated on strategic compatibility and reliance
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard also places high importance on the promotional tactics and strategies used. The promotional strategies allow the Human Resources at Hewlett-Packard to interact with the consumers and influence them directly. Human Resources at Hewlett-Packard uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

• Human Resources at Hewlett-Packard has corporate profiles on all social media websites and portals
• Human Resources at Hewlett-Packard uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows Human Resources at Hewlett-Packard to understand the customers, their needs and demands
• Human Resources at Hewlett-Packard uses this feedback and incorporates it in its broader marketing and organizational strategy
• Human Resources at Hewlett-Packard 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

• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by Human Resources at Hewlett-Packard on high valued purchases
• Frequent usage and purchase of products by Human Resources at Hewlett-Packard also has rewards against the loyalty card

2.4.3. Community Influencers

• Human Resources at Hewlett-Packard makes use of community influencers as its on-ground promotional efforts
• Human Resources at Hewlett-Packard identifies strong and confident individuals to be brand ambassadors in their communities
• Human Resources at Hewlett-Packard 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, Human Resources at Hewlett-Packard also makes use of out of house hoardings
• Hoardings increase visibility for Human Resources at Hewlett-Packard and also work towards building stronger brand recall
• Human Resources at Hewlett-Packard also produces TV advertisements
• All TV advertisements have an emotional appeal to them
• TV advertisements by Human Resources at Hewlett-Packard have progressed to include a slice of life elements and characteristics
• TV advertisements by Human Resources at Hewlett-Packard also highlight the functional benefits of the product

2.5. People

The marketing mix of Human Resources at Hewlett-Packard also places an essential focus on people development and people building. This is because Human Resources at Hewlett-Packard realizes the importance of employees in building strong customer relationships. Human Resources at Hewlett-Packard develops its employee and people by focusing on the following aspects:

2.5.1. Training

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

• Human Resources at Hewlett-Packard works on strengthening the organizational commitment in its employees
• Human Resources at Hewlett-Packard builds employee loyalty so that people can reflect their optimal best at work
• Human Resources at Hewlett-Packard also understands that satisfied employees will lead to happy and satisfied customers
• Human Resources at Hewlett-Packard regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• Human Resources at Hewlett-Packard 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

• Human Resources at Hewlett-Packard employees are the face of the organization
• Human Resources at Hewlett-Packard are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that Human Resources at Hewlett-Packard 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

• Human Resources at Hewlett-Packard remains one of the leading players in the industry also because of its focus on succession planning
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard
• Strategic succession planning has allowed Human Resources at Hewlett-Packard to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

Human Resources at Hewlett-Packard has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at Human Resources at Hewlett-Packard are clearly defined and communicated to the employees
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard

2.6.2. People Management

• Human Resources at Hewlett-Packard has also defined clear processes for people management through streamlining its human resource management department
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• Human Resources at Hewlett-Packard 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

• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for Human Resources at Hewlett-Packard include:

2.7.1. Store atmosphere

• The store design and management for Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard at ease
• The store design is also important for Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard 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

• Human Resources at Hewlett-Packard has unique packaging, which is different from other players in the industry
• Human Resources at Hewlett-Packard 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 Human Resources at Hewlett-Packard
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by Human Resources at Hewlett-Packard

2.7.3. Website design

• The website design is simple and easy to use
• Human Resources at Hewlett-Packard has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of Human Resources at Hewlett-Packard 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