What Is The Lesson To Learn From UK Retailer's Marketing Strategy

In the context of global expansion and competition of numerous businesses, effective marketing management is one of the key factors of success, playing an essential role in obtaining competitive advantage. Hence, the success of a company is determined by its ability to identify customers’ needs and offering products and/or services to satisfy them.

This study attempts to research and analyze both second hand literature as well as first hand observation. The report also plans to discuss the effects of retail image, personality and brand and their interrelations between the supermarkets, Coles and Woolworths in particular at the Westfield Kotara site.

To find such information, Macy’s must conduct a qualitative research to find segments based on personality, motives, lifestyles, and demographics. Macy’s can also study their consumers within different segments by observing the retail market targets. These nine subcategories distinguish consumer’s psychographics, personalities and shopping habits. The two groups that Macy’s consumers fall into are the middle class-contemporary and the traditionalists. The contemporaries are into fashion, and love to shop- most of the time purchase items impulsively. This fits the Macy’s consumers as the retail industry is constantly updating, progressing, and refreshing to stay within the style of the season and keep up with the latest trends. While other may prefer low key brands such as Macy’s own “Karen Scott” and “Alfred Dunner”. By being able to conduct research and fully understand these different segments, Macy’s has an upper hand on the marketing aspect of their business. While others may be looking to find out what works, it seams as if Macy’s has it down to a science. With the perfect amount of product for every target market.

The intensity of rivalry and the threat of substitutes are strong components for J.C. Penney to consider as they continue to strive for increased revenue and market share. Their two primary competitors are Macy’s and Kohl’s, both of whom have fiercely competitive strategies to be strong retail operations. For instance, while Macy’s offers a multitude of promotional deals and is working hard to choose products based upon demographics and geographic segmentation, Kohl’s is attempting to reduce their inventory levels and improve their marketing strategies in order to become a stronger competitor in the department store segment of the retail industry. In order to compete with their competitors, J.C. Penney aims to focus on their previously successful promotions and home department segmentations by bringing in new reputable designers in order to attract a larger customer base. Due to the fact that the intensity of rivalry and threat of substitutes are both moderately strong in the retail department store industry, J.C. Penney ought to be diligent in their implementation of strategies in order to achieve success in the retail business.

This report explores the marketing channel problems that David Jones, a high-end Australian department store chain, is currently experiencing. Since it was founded in 1838, David Jones has expanded to the 35 stores, two warehouse outlets, and the online site that it now operates. It is Australia’s second-largest department store chain and sells a range of the finest national and international brands. After suffering from a substantial decrease in sales and profits, David Jones implemented a Future Strategic Direction Plan in 2012, which saw its successful transformation into an omni-retailer, which consistent increases in the online sales since the new channel’s establishment. Woolworths Holdings Limited offered a takeover bid in 2014

By emphasising on product quality and customer service, it differentiated itself in the Australian market as the leading branded department store with 174 years heritage (DJS Announcement, 21st March 2012). However, David Jones currently faces significant threat of the structural changes of the modern retail industry. The globalisation effect of the internet has brought in greater global price comparisons, hence more competition from high growing online retailing. This includes not only domestic and international online retail pure-plays but also bricks and clicks retailers, brands selling through aggregator websites, as well as established international retailers opening stores in Australia. This threat is detrimental to David Jones as its weakness is its failure to keep up with technology and invest in its online store chain. In addition, David Jones is facing high and increasing funding costs. Nevertheless, there is still an opportunity for David Jones to be present in the new technologies distribution markets and appeal to online customers.

According to Keller(1993) the effective brand positioning gives a brand a competitive advantage or “unique selling proposition” that determines a reason why consumers are buying this product or service (Keller, 1993). Similarly, Kay (2004) argues that brand’s strength depends

Regardless of current channel, single channel businesses are becoming multi-channel businesses. Retail only are expanding to online services as

The competition has changed over the years from direct retailing; we are no longer in the age when there were sales people that had to go door to door, office to office and having home sales. Now a day’s people are using the internet to do most of their shopping. Customer expects to get the same service they would receive if they were in the stores as they would receive if they were shopping online. Companies are coming up with new ways every day to get their product out to the customers. It all balls down to the retailer keeping up with the demands of the consumer, who want things done in a simple and easy way, without leaving their homes or offices. There are so many avenues the retail has to consider to reach the consumer in this age, shopping on the internet, mobile shopping, direct mail, and catalogs. The marketing efforts by companies clearly show that each company aims toward a different audience.

Distribution channels for apparel and accessories included discount stores and factory outlets (26%), specialty stores (22%), department stores (21%), chains (15%), direct mail (8%), and other (8%).1 Accessories, apparel and footwear were categorized into three target markets, or “design ranges:” luxury, bridge, and moderate. Cox explained: Hermes, Prada, Chanel and Gucci would be considered luxury; Tahari and Ralph Lauren’s “Polo” were bridge, and Liz Claiborne would be considered a moderate brand. New market entrants need to be strategic when selling their designs because when it comes to fashion retailers the lines between these categories blur. At times it is difficult to fit into one category or into these certain classifications because a department store might consider you luxury, bridge, or moderate depending on their product mix. You want to be sure your line doesn’t get watered down. You always need to remember who you are. Even the fashion designers are beginning to spread themselves across categories. Prada recently created a new second line called “MiuMiu,” much like Donna Karan had created “DKNY.” When we first sold to department stores we knew that we needed to position ourselves in a certain way. We decided we were in between bridge and luxury, and that we would sell to the department stores that contained predominantly luxury lines.

“Marketing strategies can have a broad impact on the business in terms of instilling a marketing orientation among all those in the firm: the way of thinking or philosophy of the whole organization. However, marketing strategies can alternatively be seen as dealing only with the development of competitive advantages directly associated with the marketing function such as customer loyalty and distribution channel control. In the latter case, the domain is sometimes even further restricted by sole attention to the various element of the marketing mix rather than the more general issues of customer and channel relationships. There are two key

This report analysis the strategic branding policies of the online retailer ASOS and comprehends its position in the global market. It evaluates the standardisation and adaptation techniques ASOS employed to become the no.1 online retailer in the world. The company vigilantly practices standardisation and adaptation in its brand architecture and distribution channels. Its branding policies have made way for its accomplishing market dominance. ASOS approaches the market with a faultless differentiation technique through its

In today 's age, along with the arrival of the new economy and economic globalization, in the field of management discipline, as the most useful and dynamic subject -Marketing, it is a market activity research based on organisations and individuals clients.

A deep understanding to the statistics for the American consumer regarding shopper marketing is not just about what activity is in the store but about the capacity to gain an understanding from the influences right around the store brining in the new customers. Know your brand by grasping the benefits and money invested that would influence shopper’s decisions such as in a recession, the non-essentials is hit the hardest. Price is the dominant power of selection but is not the only choice. Shopper marketing is a marketing program set to approach customers inside of the brick and mortar stores.

The marketing strategy should be tailored around the firm's target market; if this were not the case marketing would be then less successful. Each aspect of the marketing mix would need to be formulated with the target market (consumer) in mind. For example the design of the product would need to be such that it would satisfy the consumer's needs. If it did not consumers would see no need to have it and buy a competitor's product. The price of