To discuss the strategic marketing in particulars first i would like to discuss the definition of strategic marketing so any marketing strategy which makes the company or organisation future scenario brighter or stronger is known as the strategic marketing.
The example of the organisation whose marketing strategy i would like to discuss here is Sainsbury and we would see and discuss its strategic marketing policies from different perspectives and angles and try to discuss all different tools and techniques Sainsbury uses to make its marketing strategy so before starting our work here is the little introduction of Sainsbury as an organisation.
John Sainsbury created the corporation approximately 140 years ago. Sainsbury objective has always been to give their clients with healthy, safe, fresh and tasty food. In fact, Sainsbury aim is to be the most excellent for food and health and in 2006 they were ranked 'top for health' by the National Consumer Council. This tribute was achieved not least because of their trade-leading manifold traffic light dietary labelling system, which they have rolled out to approximately 4,000 produce. It was also a consequence of the hard work they have made to get rid of hydrogenated vegetable oils, taste enhancers, fake colours, aspartame and saccharin from their foodstuff, to thrash government targets on salt decrease and connect clients in open, honest dispute about the barriers to well eating.
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But being ranked the best for foodstuff and healthiness will mean nothing unless they struggle to keep that position. This year they will be operational even harder to encourage their clients and social group to live vigorous lifestyles and to continue to make the commodities they sell as fresh, healthy and reasonable as they can.
LO1. how the marketing plan of Sainsbury supports strategic objectives
To discuss this further first we will have to see what are the strategic objectives of Sainsbury .Sainsbury has five core objectives which are as follows.
Great food at great prices
To make on and stretch the guide in food. By contribution of customers' passion for healthy, safe, fresh and delicious food, Sainsbury's will carry on to bring new and provide path in delivering excellent products at lighprices, sourced with dependability.
increasing the growth of complementary non-food ranges and service
To go on to accelerate the growth of non-food ranges and services following the ethics of quality and value and to give a broader shopping knowledge for customers.
Reaching more consumers through extra channels
To enlarge the reach of Sainsbury's brand by opening new expediency stores and developing the online operations.
Growing supermarket space
To enlarge the Company's store estate, aggressively seeking and initialising a pipeline of fresh stores and extending the mainly under-developed store collection to provide an even better food offer while also rising space for non-food ranges.
Active property management
The ownership of possessed assets gives operational litheness and the utilization of potential growth opportunities will maximise value.
Now after analysing these major objectives of Sainsbury we can see how the dissimilar the marketing plan of Sainsbury impact on these objectives.
The strategy of the Sainsbury impacts on the marketing plan
before discussing this topic we will have to observe what is the dissimilarity between marketing strategy and marketing plan . marketing strategy is a outline of your company's products and position in relation to the rivalry; your sales and marketing tactics are the exact actions you're going to undertake to achieve the goals of your marketing strategy.
So in effect, you can't have a marketing plan exclusive of a marketing strategy. But a marketing plan without a marketing strategy is a misuse of time. The marketing strategy gives the goals for your marketing plans. It informs you where you should go from here. The marketing plan is the exact roadmap that's going to get you there.
TV is an significant part of our medium mix delivering both sales returns and creative flexibilty with a mixture of spot advertising and sponsorship.
Always on Time
Marked to Standard
Anna Shirley, National Advertising Manager, Sainsbury
Sainsbury requirements to reach all customers with its Try Something New Today campaign
TV is used to emphasize the brand's exceptional range of new food ideas
split of the grocery marketplace increases year on year
Sainsbury's advertising strategy is designed to get people off the shopping treadmill and into more courageous eating.
beneath the strap line "Try Something New Today" - inaugurated in September 2005 - the store and representative Jamie Oliver aim to revive the nations' kitchens with more interesting meals.
The confront is the make sure this message delivers out from rivals' persistent focus on every day low prices. Sainsbury's wants to communicate that not only can it supply great excellence at good prices but also that it's the only store giving such a wide variety of useful ideas.
As a main supermarket it also has to express this message to the as broad group of people as possible. The plan is to reach all possible Sainsbury's customers and not just the well off.
the component parts in marketing plan of Sainsbury
â€¡ huge food at fair prices: To construct on and make bigger the lead in food. By input customersÂ· passion for healthy, safe, fresh and delicious food, SainsburyÂ·s will carry on to innovate and provide guidance in delivering quality products at reasonable prices, sourced with honesty.
â€¡ accelerating the enlargement of balancing non-food range and services: To continue to go faster the growth of non-food ranges and services next the principles of excellence and value and
to give a broader shopping experience for clients.
â€¡ getting more consumers through additional channels: To expand the reach of Sainsbury's brand by opening new expediency stores and just beginning the online home delivery business.
in spite of current financial conditions these principles remain important for consumers who give Sainsbury's most credit among the four main supermarkets for addressing the issues of most worrying to them.
1.3Issues of risk within a marketing plan of Sainsbury
Sainsbury's pattern for risk evaluation is reviewed at regular intervals as is a supplier's status and this may vary as the corporation learns more about the site or as standard develop. Sainsbury's policy is to intend for constant development of sites by establishing suitable improvement tactics with sensible timescales.
The risk evaluation process joint with the assessment of risk significance for countries enables Sainsbury's to prioritise its monitoring plan. The pecking order for monitoring is: -
â€¢ Self assessments by suppliers (low risk)
â€¢ Visits by Quality Managers/Quality Assurance Managers (medium and high risk)
â€¢ outside audits (medium and high risk)
â€¢various-stakeholder monitoring (through ETI pilots)
â€¢ Working with business to undertake industry wide issues e.g. commodities such as cocoa and coffee
High and medium risk suppliers - overall current status:
Sainsbury's has 262 elevated and medium risk straight suppliers. Of these, 155 have received an outside audit during the last two years. Some 15 sites are still to receive an audit and Sainsbury's plans to fund and complete these over the next few months. The balance of 87 was audited in2001.These suppliers are calculated high or medium risks because they source from high or medium risk countries. Those suppliers who have not before done so will concentrate three supplier workshops in 2010. These will highlight Sainsbury's expectations that suppliers bring in monitoring further along the supply chain and focus on action plans going forward.
Monitoring in 2010- summary:
Audits have been approved out in 40 countries. More cooperation have been identified in
2006 than in 2007 due to a change in reporting style. In 2004, if auditors had picked up three issues on one audit it was only raised as one nonconformity. This year Sainsbury's has reported them individually. It was decided in the strategy check at the end of 2001 that all suppliers would complete a self appraisal form, which would be held on site. The level of fulfilment to this policy is being assessed as part of an overall supplier fulfilment procedure audit looking at due thoroughness within the supply chain.
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In summary: -
â€¢ 468 self-assessments by suppliers to date
â€¢ 163 visits by Quality Managers/Quality Assurance Managers
2. 1 levels of importance of each component to Identify the the plan
You can't do a marketing plan exclusive of getting many people concerned. No issue what your size, get advice from all parts of your corporation: finance, manufacturing, workers, supply and so on--in adding to marketing itself. This is particularly important because it will catch all aspects of your corporation to create your marketing plan work. Your key people can give sensible input on what's attainable and how your goals can be reached, and they can split any insights they have on any prospective, as-yet-unrealized marketing opportunities, adding another aspect to your plan. If you're fundamentally a one-person management operation, you'll have to show off all your hats at one time--but at least meetings will be short!
What's the association involving your marketing plan and your business plan or vision statement? Your business plan spells out what your company is about--what you do and don't do, and what your final goals are. It encompasses further than marketing; it can include talks of locations, recruitment, financing, strategic alliances and so on. It includes "the vision thing," the booming words that spell out the magnificent purpose of your company in stirring language. Your business plan is the U.S. Constitution of your business: If you want to do something that's exterior the business plan, you need to also change your mind or modify the plan. Your company's business plan gives the surroundings in which your marketing plan must grow. The two documents must be reliable.
2.2 mitigation strategies for high risk components of the plan
Ever-changing patterns in client insist, globalization, multi-channel sharing, outsourced built-up, increased competition, security pressure, economic instability, and a growing focus on sustainability all add to the difficulty of supply chains.
The slump especially has highlighted the call for to build a risk-proof supply chain that's more able of dealing with market fluctuations, cost instability and local political instability. Climate modify poses another layer of risk to the supply chain, as more harsh and regular climate patterns threaten physical assets, such as industrialized plants, as well as food supplies and access to safe, steady sources of energy.
British grocery leader Sainsbury's warns that the short-term and long-term turbulences to its supply chain from weather change could considerably increase the functioning costs for suppliers, which would, in turn, brunt its business. Variable product prices around natural resources such as oil and food products and fuel prices also have a crash on the business.
Sainsbury of late won the Chartered Institute of Purchasing and Supply Awards 2009 for its work on a 'zero food waste to landfill project', which will use anaerobic absorption technology to turn all of its food waste into electricity by 2012, rather than burying it in the ground.
This will also save the corporation money, as the government is brusquely increasing landfill taxes year-on-year to dishearten profligate practices. Sainsbury's CEO Justin King said working with suppliers to decrease the supermarket's own carbon and energy bill is "absolutely essential".
2.3 marketing plan of Sainsbury
So Sainsbury's is next to Tesco into the world of "buy one, get another later" deals. Sainsbury's is starting the marketing promotion "Buy Now, Free Next Time". customers will get a coupon at the till point offer them the chance to claim a second product during their next shop, rather than choose it out instantly as in present "buy one, get one free offers".
The system will first open as a test in 470 Sainsbury's stores to see if it attracts customers using just two goods - white baguette sticks and Pampers brand nappies. clients will have two weeks to convert the vouchers and only four items implicated in the scheme can be used per deal., it has yet to open its version in stores, giving Sainsbury's the obvious advantage in innovating how it executes its marketing promotions.
3.1 the plan of Sainsbury to support strategic objectives
Start with a careful scrutiny and clear indulgent of the strategy and objectives of your business. What is the corporate growth strategy? This wide understanding is important for at most for three reasons. First, marketing knowledge is required to employ theoretical corporate strategy. Second, important marketing decisions such as which market niches to tackle, manufactured goods distribution channels, and direct marketing plans run directly from business strategy. And third, top management thinking and state of mind should provide the base for initialising the strategic marketing plan.
Begin by recognising your strategic business unit (SBU). This might be an whole company, a dissection, a product line, or a single product, as long as that unit is a split body for planning purposes (i.e., has its own management, admittance to resources, competitors, positioning plan, and customers). An SBU must be great enough to be a significant unit for strategy formulation and assessment, yet small enough for efficient preparation and marketing management.
There are four important elements to strategic planning at the SBU level:
recognition of the business
choice of strategies
organization of controls
What business are you in?
In "promotion Myopia", his classic 1976 article published in Harvard Business Review, Theodore Levitt pointed out that many organisations have gotten themselves in deep problem because they unsuccessful to understand just precisely what business they were in.
After knowing the nature of your business, move to a Situation Analysis, which might also be referred to as a marketing audit. You should do such reviews regularly to confine a "picture" of your current status. Your situation, of course, includes both external and internal components.
Financial-demographic variables. Financial forces are always significant; for example, an growing economy has basically different implication than one that is in economizing. You must also realize demographic factors, and particularly demographic shifts.
Technological variables, which now change at fast speed. New procedures, new goods, and new markets for formerly unimagined goods are the norm. certainly, the stipulate for new products/service can vigour you into obsolescence if you don't keep up. You simply can't pay for to ignore this aspect.
Political-legal variables, counting regulatory and tax issues, reporting needs, and the innumerable other issues that crash your business. The comparative impact depends on your sector, as management policies that are good for one sector can do important damage to another sector.
Sociocultural variables, the slight market and psychosomatic forces that change demand patterns and market dynamics.
Internal check. Then turn to a full review of internal processes, as well as information systems, product position, competition, delivery channels, market development, sales reimbursement, marketing costs, and expense budgets.
This "picture" gives you an objective stage from which to jump into the meat of the strategic planning development.
3.2 An approach of Sainsbury to gain agreement for the marketing plan
Sainsbury's also developed a strong private-label program. By the mid-1990s, its own-label products brought 68 percent of total sales. Four of the company's other products in particular made headlines in the early 1995s. Novon, a laundry detergent introduced in 1992, brought Sainsbury's move into head-to-head competition with national brands. Within just six weeks of Novona's introdion the company's share of the detergents market doubled to 23 percent. In 1995, Sainsbury's changed the formulation and packaging of its own cola beverage, reininventing it as 'Classic Cola.' The budget-priced cola featured red cans with italicized letters and a stripe; ads promoted the drink's 'Original American Taste.' Within just a few weeks, Classic Cola won 14 percent of Britain's total cola market, while sales of both Coca-Cola and Pepsi at Sainsbury stores plummeted. Not surprisingly, an incensed Coca-Cola demanded that Sainsbury's modify its packaging, claiming that the brands' resembalance stopped customers from discerning between them. The supermarket chain acquiesced, but significantly decreased the rival brand's share of shelf space in stores.
In a new effort at novelty, Sainsbury's launched Sainsbury's Bank ing February 1997, becoming the first supermarket organisation to open a fully licensed retail bank. A joint undertaking 56 percent owned by Sainsbury and 44percent by Bank of Scotland, Sainsbury's Bank originally offered telephone banking services in Sainsbury supermarkets, including two credit cards and two savings accounts. By early 1997 the new bank had 710,000 customer accounts with £1.6billion on deposit and had begun contributing personal loans and mortgages. A entire host of additional economic services were introduced over the new little years. Sainsbury's Bank was lucrative for the first time in fiscal 2000.
3.3 evaluation and review measure for the agreed plan of Sainsbury
Sainsbury's are abounding with continuous market research data from recognized sources such as Mintel and Nielsen and also from related suppliers who may have commissioned research. customer research can be:
Â qualitative (e.g. group discussions, taste panels)
Â Quantitative (e.g. large scale shopper surveys).
But developers also need to be aware of:
These can also be monitored through presence food related exhibitions, spirited shopping and visiting countries overseas.
FoodÂ health styles and Â lifestyle trends
The team will look at expediency food use, particular person household data and any issue that could influence product growth. These come from Government information or client suggestions, e.g. Our Healthier Nation. Report and request for lower fat choices led to the expansion of the Sainsbury's Be Good to Yourself variety. Sainsbury's possess knowledge management systems give NPD teams admission to the latest best practice, allow them to share ideas via an 'ideas bank' and find out from previous teams experiences in developing other products. Ideas may initiate from many sources, e.g. Sainsbury's idea developers, suppliers and customers.
Develop concept samples to own Brand Strategy
1. Â Preparing product idea brief - PLAN:
The project squad explores the different product alternative available with select supplier(s). Sainsbury's must propose a supplier to produce the product - this decision is base on a number of aspects such as the quality of product samples and costs submitted, as well as their past performance on present lines produced. No producer can supply Sainsbury's unless they have been visited, assessed and accepted. This ensures that the product will be manufactured to Sainsbury's severe safety and quality standards. A product idea concise is also produced at this stage. A product conception brief is an first outline of the product and considers aspects such as the plan of the packaging, the pack size, important product attributes (e.g. % chicken) and any on-pack claims (e.g. low fat). Samples are often ready in the kitchen at this stage for an early sensory assessment - these are known as 'kitchen samples'.
2. idea Vs the Brief - ACTION:
Working with one or more suppliers, samples are shaped. At the same time, product safety is examined and prices are broken down for investigation. The safety of a product must be examined at the initial possible stage in the development procedure - no product can be initiated without Product Safety endorsement. This assessment is called Hazard investigation and Risk evaluation. HACCP is a key part of this procedure. Suppliers are asked to give a flow chart of the process from the sourcing and receiving of ingredients and covering right through the manufacture, packing, storage and supply of the product. At each point in the process a team of Sainsbury's expert spot potential food safety hazards and make a decision to controls and checks that must be put in place to guarantee the safety of the finished product.
3. Â justification of Samples - CONFIRM:
The manufactured goods are trailed and tested. This step will also include sensory assessment. Samples of the product are continuously tested and examined throughout the growth process. A 'Quality feature Sheet' sets out criteria for the look, smell, taste and texture of a product. The product is described in feature, listing precisely how a perfect product should do
These criterion are obvious on a scale from 1 to 3. 1=reject and 3=meets quality. Sensory assessment may be carried out by the supplier as well as Sainsbury's in its Food Centre. The centre has a range of amenities which are used to perform sensory valuation. The sensory booths are used to record the responses from 'tasters' via a contestant. The program can record their preferences (i.e. likes and dislikes) for a variety of products, or evidence descriptions.
In this report i have tried to discuss briefly the strategic plan and marketing plan of tesco and also tried to explain different between the two phenomena's and we learned that how much its important for an organisation to make its marketing plan which actually determines the future of the company.