Marketing Mix Of Tesco 2013 Horsemeat Scandal

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 Tesco 2013 Horsemeat Scandal

Tesco 2013 Horsemeat Scandal makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix Tesco 2013 Horsemeat Scandal is presented below:

2.1. Product

Product is one of the most important components of the Tesco 2013 Horsemeat Scandal Marketing mix. The distinctive characteristics of the product by Tesco 2013 Horsemeat Scandal are:

2.1.1. Quality

• Tesco 2013 Horsemeat Scandal maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by Tesco 2013 Horsemeat Scandal 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

• Tesco 2013 Horsemeat Scandal has a broad portfolio of products
• The broad portfolio helps Tesco 2013 Horsemeat Scandal in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to Tesco 2013 Horsemeat Scandal
• The broader product portfolio also adds more value for Tesco 2013 Horsemeat Scandal

2.1.4. Benefits of product consumption

• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal is its delivery of emotional benefits to the consumer
• Products manufactured and sold by Tesco 2013 Horsemeat Scandal promise consumers an ego boost, confidence, and security
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal are available in different sizes
• Tesco 2013 Horsemeat Scandal 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, Tesco 2013 Horsemeat Scandal has also increased the trial rate
• Different SKUs have also helped Tesco 2013 Horsemeat Scandal improve its product accessibility

2.2. Price

Tesco 2013 Horsemeat Scandal marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix Tesco 2013 Horsemeat Scandal 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, Tesco 2013 Horsemeat Scandal encourages favorable brand and product perceptions in target consumer groups
• Premium pricing for products also encourages a favorable quality perception of Tesco 2013 Horsemeat Scandal products amongst consumers
• With premium prices, Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal products
• Using elements of premium prices in other product ranges has also allowed Tesco 2013 Horsemeat Scandal to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

• Since Tesco 2013 Horsemeat Scandal has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
• With the use of psychological pricing, Tesco 2013 Horsemeat Scandal also successfully adds more value to its products from the point of view of customers
• Tesco 2013 Horsemeat Scandal also gains higher sales with psychological pricing
• Consumer purchase a higher amount of Tesco 2013 Horsemeat Scandal products because of its use of psychological pricing
• Tesco 2013 Horsemeat Scandal is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

• Tesco 2013 Horsemeat Scandal is able to penetrate different regional markets optimally with the use of geographical pricing
• For offshore locations, geographical pricing also allows Tesco 2013 Horsemeat Scandal to cover shipping and customs expenses
• Geographical pricing also allows Tesco 2013 Horsemeat Scandal 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, Tesco 2013 Horsemeat Scandal is also known to use bundle pricing strategy popularly
• Tesco 2013 Horsemeat Scandal also uses bundle pricing during sales
• Bundle pricing increases the trial rate for consumers
• Tesco 2013 Horsemeat Scandal experiences higher return on the cost of gaining a new customer
• With bundle pricing, Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal.

2.3. Placement

Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal in all markets
• Company-operated stores give Tesco 2013 Horsemeat Scandal higher control over operations as well as store layout and design
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal in unstable markets
• Licensed stores have also given Tesco 2013 Horsemeat Scandal high business growth, and a boost for rapid market expansion and penetration
• Through licensed stores, Tesco 2013 Horsemeat Scandal has also learned about local consumers and cultures
• Licensed stores and shops encourage sales of products by Tesco 2013 Horsemeat Scandal by aligning it with local cultural values
• Licensed stores also help Tesco 2013 Horsemeat Scandal in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

• Tesco 2013 Horsemeat Scandal has developed a successfully operational website for online order placement and order tracking
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• Tesco 2013 Horsemeat Scandal also places its products in supermarkets and hypermarkets across the country
• A large number of Tesco 2013 Horsemeat Scandal target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for Tesco 2013 Horsemeat Scandal

2.3.5. Partner agents

• In offshore locations, Tesco 2013 Horsemeat Scandal also makes use of partner agents for its products’ placement
• These partner agents are assessed and evaluated on strategic compatibility and reliance
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal also places high importance on the promotional tactics and strategies used. The promotional strategies allow the Tesco 2013 Horsemeat Scandal to interact with the consumers and influence them directly. Tesco 2013 Horsemeat Scandal uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

• Tesco 2013 Horsemeat Scandal has corporate profiles on all social media websites and portals
• Tesco 2013 Horsemeat Scandal uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows Tesco 2013 Horsemeat Scandal to understand the customers, their needs and demands
• Tesco 2013 Horsemeat Scandal uses this feedback and incorporates it in its broader marketing and organizational strategy
• Tesco 2013 Horsemeat Scandal 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

• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by Tesco 2013 Horsemeat Scandal on high valued purchases
• Frequent usage and purchase of products by Tesco 2013 Horsemeat Scandal also has rewards against the loyalty card

2.4.3. Community Influencers

• Tesco 2013 Horsemeat Scandal makes use of community influencers as its on-ground promotional efforts
• Tesco 2013 Horsemeat Scandal identifies strong and confident individuals to be brand ambassadors in their communities
• Tesco 2013 Horsemeat Scandal 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, Tesco 2013 Horsemeat Scandal also makes use of out of house hoardings
• Hoardings increase visibility for Tesco 2013 Horsemeat Scandal and also work towards building stronger brand recall
• Tesco 2013 Horsemeat Scandal also produces TV advertisements
• All TV advertisements have an emotional appeal to them
• TV advertisements by Tesco 2013 Horsemeat Scandal have progressed to include a slice of life elements and characteristics
• TV advertisements by Tesco 2013 Horsemeat Scandal also highlight the functional benefits of the product

2.5. People

The marketing mix of Tesco 2013 Horsemeat Scandal also places an essential focus on people development and people building. This is because Tesco 2013 Horsemeat Scandal realizes the importance of employees in building strong customer relationships. Tesco 2013 Horsemeat Scandal develops its employee and people by focusing on the following aspects:

2.5.1. Training

• Tesco 2013 Horsemeat Scandal makes sure that all employees undergo regular training sessions for skill development and enhancement
• Trainings at Tesco 2013 Horsemeat Scandal are not the only field related, but also focus on essential management and organizational skills
• Training sessions and activities at Tesco 2013 Horsemeat Scandal also identify with the employee's own needs of progression, development and growth
• All training sessions and activities designed and carried out by Tesco 2013 Horsemeat Scandal take into consideration business goals and objectives, as well as employee's personal goals and aspirations
• Tesco 2013 Horsemeat Scandal, 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

• Tesco 2013 Horsemeat Scandal works on strengthening the organizational commitment in its employees
• Tesco 2013 Horsemeat Scandal builds employee loyalty so that people can reflect their optimal best at work
• Tesco 2013 Horsemeat Scandal also understands that satisfied employees will lead to happy and satisfied customers
• Tesco 2013 Horsemeat Scandal regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• Tesco 2013 Horsemeat Scandal 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

• Tesco 2013 Horsemeat Scandal employees are the face of the organization
• Tesco 2013 Horsemeat Scandal are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that Tesco 2013 Horsemeat Scandal 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

• Tesco 2013 Horsemeat Scandal remains one of the leading players in the industry also because of its focus on succession planning
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal
• Strategic succession planning has allowed Tesco 2013 Horsemeat Scandal to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

Tesco 2013 Horsemeat Scandal has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at Tesco 2013 Horsemeat Scandal are clearly defined and communicated to the employees
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal

2.6.2. People Management

• Tesco 2013 Horsemeat Scandal has also defined clear processes for people management through streamlining its human resource management department
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• Tesco 2013 Horsemeat Scandal 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

• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for Tesco 2013 Horsemeat Scandal include:

2.7.1. Store atmosphere

• The store design and management for Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal at ease
• The store design is also important for Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal 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

• Tesco 2013 Horsemeat Scandal has unique packaging, which is different from other players in the industry
• Tesco 2013 Horsemeat Scandal 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 Tesco 2013 Horsemeat Scandal
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by Tesco 2013 Horsemeat Scandal

2.7.3. Website design

• The website design is simple and easy to use
• Tesco 2013 Horsemeat Scandal has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of Tesco 2013 Horsemeat Scandal 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