Marketing Mix Of Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business

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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business

Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business is presented below:

2.1. Product

Product is one of the most important components of the Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business Marketing mix. The distinctive characteristics of the product by Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business are:

2.1.1. Quality

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has a broad portfolio of products
• The broad portfolio helps Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business
• The broader product portfolio also adds more value for Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business

2.1.4. Benefits of product consumption

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business is its delivery of emotional benefits to the consumer
• Products manufactured and sold by Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business promise consumers an ego boost, confidence, and security
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business are available in different sizes
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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, Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has also increased the trial rate
• Different SKUs have also helped Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business improve its product accessibility

2.2. Price

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

2.2.2. Psychological pricing

• Since Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
• With the use of psychological pricing, Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business also successfully adds more value to its products from the point of view of customers
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business also gains higher sales with psychological pricing
• Consumer purchase a higher amount of Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business products because of its use of psychological pricing
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

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

2.3. Placement

Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business in all markets
• Company-operated stores give Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business higher control over operations as well as store layout and design
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

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

2.3.3. E-commerce

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has developed a successfully operational website for online order placement and order tracking
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business also places its products in supermarkets and hypermarkets across the country
• A large number of Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business

2.3.5. Partner agents

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

2.4.1. Digital marketing

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has corporate profiles on all social media websites and portals
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business to understand the customers, their needs and demands
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business uses this feedback and incorporates it in its broader marketing and organizational strategy
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business on high valued purchases
• Frequent usage and purchase of products by Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business also has rewards against the loyalty card

2.4.3. Community Influencers

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

2.5. People

The marketing mix of Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business also places an essential focus on people development and people building. This is because Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business realizes the importance of employees in building strong customer relationships. Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business develops its employee and people by focusing on the following aspects:

2.5.1. Training

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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business works on strengthening the organizational commitment in its employees
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business builds employee loyalty so that people can reflect their optimal best at work
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business also understands that satisfied employees will lead to happy and satisfied customers
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business employees are the face of the organization
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business remains one of the leading players in the industry also because of its focus on succession planning
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business
• Strategic succession planning has allowed Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business are clearly defined and communicated to the employees
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business

2.6.2. People Management

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has also defined clear processes for people management through streamlining its human resource management department
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business include:

2.7.1. Store atmosphere

• The store design and management for Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business at ease
• The store design is also important for Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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

• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has unique packaging, which is different from other players in the industry
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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 Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business

2.7.3. Website design

• The website design is simple and easy to use
• Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of Valuing a Turnaround Plan for a Company in the Restaurant Equipment Business 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