Essentials of Service Marketing Report (Assessment)

Introduction

Marketing is an inevitable process for every business because it enables a firm to communicate to its clients about its products (Gary & Kotler, 2005). There are various marketing concepts that a firm can adapt to market itself and its products. The choice of the concepts is dependent on the product under sale and the organizational objectives.

Corporate objectives and how they lead to the marketing objectives

Objectives are important because they define the course of action of the firm (Kotler & Armstrong, 2010). The automotive industry targets different customers with varying needs. The objectives of the automotive manufacturers are thus customer predetermined (Pride, Ferrell, Lukas, Schembri, & Niininen, 2012).

Marketing managers endeavour to create marketing mixes that correspond to customers’ needs (Wells, Burnett, & Moriarty, 2006). Therefore, a marketing manager in this industry has to consider variables such as price, distribution, promotion, and the product (Diamond & Pintel, 1972).

The Freelander model from Land Rover, for instance, targets customers in their 30s and 40s (Ghauri & Cateora, 2014). The automobile is a sports utility vehicle with high off-road and on-road capabilities (Quester, Pettigrew, & Kopanidis, 2014).

The objective of the carmaker is to sell this vehicle to an age group that is financially stable. However, this objective is not logical, as there is a bigger unexploited market beyond the set age bracket.

Organizational adherence to marketing concepts

Marketing concepts involve the production of products aimed at creating customer satisfaction (Pickton & Amanda, 2005). Therefore, the Land Rover Company focuses on selling the Freelander model to customers to satisfy their needs. The selling concept, conversely, aims at attracting customers to buy a product (Hoffman & Bateson, 2001).

The Freelander automobile boasts of features such as a stylish design, impeccable performance on-road and off-road, premium pricing, and an economical engine (Pride et al., 2012). These advanced features appeal to customers and help market the product (Reed, 2010).

Therefore, the company aims at selling more product units by flaunting the product’s superior features (Quester, Pettigrew & Kopanidis, 2014). The company also uses motion pictures during advertisements and television shows to attract potential customers (Barrie & Furnham, 1992). T

he adverts highlight the superior features of the vehicle, which inform potential customers on the vehicle’s capabilities. Additionally, these features arouse a desire to own the vehicle in the customers. The company adheres to selling and product marketing concepts of promotion as it focuses on the product’s quality and informs the customers of the product (Kotler, 1999).

The company’s core marketing strategy for achieving its objectives

Land Rover’s marketing strategies include creating awareness of the vehicle’s sports utility features, coordinated distribution, promotion, pricing, and targeting of customers with high buying ability (Kotler & Lane, 2009). These marketing strategies are central because they aim to increase sales and revenue.

The use of selling and marketing concepts also creates confidence in potential clients (Drummond & Ensor, 2005). The attractiveness of the vehicle catches the attention of customers and achieves the objective of the marketing manager, which is to attract customers. The use of superior product features creates a strong brand thereby helping the company to sell its automobiles at premium prices (Ghauri & Cateora, 2014).

Land Rover’s core marketing strategies of superior quality and attraction are sound strategies. The strategies, however, face challenges from other smaller models (such as the Mini Cooper) that are cheaper and cause less pollution (Pride et al., 2012).

The price of the Mini Cooper is far below that of the Freelander, and its fuel consumption is comparatively lower (Pride et al., 2012). Additionally, there is a market shift from large cars to smaller cars that offer practical solutions to common problems such as parking space, fuel economy and maintenance fees.

Conclusion

With the increase in utility concerns over status, companies have to market their products using a societal approach (Philip & Lane, 2009). Moreover, consumers have become aware of their needs and the best way to satisfy them (Priest & Welch, 1988).

References

Barrie, G., & Furnham, A. (1992). Consumer profiles: An introduction to psychographics. London: Routledge.

Diamond, J. & Pintel, G. (1972). Principles of marketing. New Jersey: FT Press.

Drummond, G. & Ensor, J. (2005). Introduction to marketing concepts. Great Britain: Butterworth-Heinemann.

Gary, A. & Kotler, P. (2005). Marketing: An introduction (7^th ed.). Upper Saddle River, N.J: Prentice Hall.

Ghauri, P. N. & Cateora P. R. (2014). International marketing. New York: McGraw-Hill Education.

Hoffman, D. K. & Bateson, J. E. G. (2001). Essentials of service marketing: Concepts, strategies and cases (2^nd ed.). Sydney: Cengage Learning.

Kotler, P & Lane, K. K. (2009). Marketing management (13^th ed.). Australia: Pearson Education International.

Kotler, P. & Gary, A. (2010). Principles of marketing. New York: Pearson.

Kotler, P. (1999). Marketing management: Analysis, planning, implementation, and control. New Jersey: Prentice Hall.

Pickton, D. & Amanda, B. (2005). Integrated marketing communications (2^nd ed.). New Jersey: Prentice Hall.

Pride, W. M., Ferrell, O., Lukas, B., Schembri, S., & Nininen, O. (2012). Marketing principles (1^st Asia Pacific ed.). South Melbourne: Cengage Learning.

Priest, S. & Welch, J. (1988). Creating a stress-free office. Hampshire: Gower Publishing Ltd.

Quester, P. G., Pettigrew, S., & Kopanidis, F. (2014). Consumer behaviour: Implications for marketing strategy (7^th ed.). New York: McGraw-Hill Education.

Reed, P. (2010). Strategic marketing: Decision making and planning (3^rd ed.). Sydney: Cengage Learning.

Wells, W., Burnett, J., & Moriarty, S. E. (2006). Advertising: Principles and practice (6^th ed.). New Jersey: Prentice Hall.