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Marketing strategies of the target corporation
Walmart target market case study
Marketing strategies of the target corporation
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Over the years Target has retailed a large variety of products but has differentiated itself by marketing itself as “cheap chic”. This communications strategy targeted an up-market cachet with quality merchandise at affordable prices. They bring new trends to shelves faster than other discount retailers and integrated “fast fashion” to result in more frequent shopper visits. Advertising campaigns such as “Expect More, Pay Less” work to communicate their target audience of younger, more affluent, and educated market. They have appealed to their markets “category need, brand awareness, brand attitude, and brand purchase intention” with its IMC strategies [482]. Walmart has conveyed a brand as a discount superstore, which consumers perceive
As I have outlined in the charts below, there are various similarities and differences between Wal-Mart and Target. Wal-Mart is Target’s primary competitor, and vice versa. Wal-Mart has a strong market presence in its global markets and has a diverse range of products and services that are affordable and available in stock. Target, on the other hand, does not have a strong market presence or efficient product supply; however, Target’s physical environment and innovative products further the brand’s image and value. Unfortunately, Target and Wal-Mart are both e-commerce laggards with major competitors such as Amazon. Target faces complications with their pricing strategies and their product availability, which hinders their strength when competing
According to Kantar Retail, most of Target’s shoppers are younger on average than its rivals, and more educated. That means it has to consistently offer something different and appealing; it emphasizes more on the latest-trend apparel, eye-catching home décor and exclusive designer merchandise than its competitors. This results in a willingness to pay a bit more for items by customers who are willing to pay a bit more. Moreover, this successful
Present day Federated consists of both Bloomingdale’s and Macy’s stores and operates in 34 states as well as Guam and Puerto Rico. While Bloomingdale’s and Macy’s provide both private and national brands and are similar in merchandising categories (men’s, women’s and children’s apparel, home décor, shoes, beauty, and accessories), they differ greatly in culture. Bloomingdale’s, being more upscale, targets consumers that are more concerned with trend and quality than they are price. Macy’s targets the more value oriented consumer and represents a broader Federated clientele. Macy’s represents 423 of the 459 Federated locations while Bloomingdale’s represents only 36 locations. Because I can better relate to the value conscious consumer of the Macy’s division and because they represent such a large portion of Federated, I will further explore their current characteristics and behaviors that suggest that they possess qualities of both monopolistic competition and oligopolies.
In my review of the JC Penny case, I focus on understanding the main reasons for the decline of the JC Penny brand as well as ways to stabilize and revive it. First, I assert that the main causes for the brand decline were caused by the actions of then CEO Ron Johnson who misunderstood what the JC Penny brand was about, which caused the company to lose sight of its target market. From there, I suggest that the company bring back popular private label brands, begin listening to their customers, and embrace the growth of online retail. Finally, in order to ensure long-term success and stability, JC Penny must be repositioned as a modern brand that truly cares about meeting the needs of its customers by striving to inspire them in their everyday lives.
Target Corporation pioneered value chain activities like focusing on customer experience through superior marketing, ability to attract global talent, sustain in and outbound supply logistics, develop supplies with a high-quality vendor and partners, a great customer service, extend return by 30 more days if purchased through Target brand store cards, and a skilled workforce supports its generic strategy of "Expect more Pay Less" improves competitive position that its rival cannot match. --
The message strategy that will be planned to be used for Trader Joe’s is the brand image strategy. Trader Joe’s pride themselves for providing quality products at lower cost than their competitors. Trader Joe’s must instill their brand image into the consumer’s mind and develop a trustworthy brand within the rural area of Livingston, Alabama. When planning to use the brand image strategy the marketing team has targeted three distinct targeted markets: college students, local families, and the local restaurants. This plan will be designed to make an impact for Trader Joe’s immediately and lastly for at least the next two years. There are many essential parts to implementing a brand image strategy that must be done in order to be successful.
In general merchandise retailing, Wal-Mart’s primary competitors are Target and Kmart. Retail superstores such as Circuit City and Bed, Bath, and Beyond, also provide retail competition. A survey found that the majority of respondents favored Wal-Mart over stores like Target and Kmart. Respondents claimed Wal-Mart offered lower prices, better variety and selection, and good quality. The needs of consumers is an important economic feature in all competitive environments. What attributes (price, variety, quality, etc.) prompt buyers to choose one retailer over another is very important in the competitive landscape.
“Nothing in a grocery store is where it is by accident. Every item on a shelf has been planned” (Paco Underhill). In the articles, “The Science of Shopping” by Malcolm Gladwell and “How Target Knows What You Want Before You Do” by Charles Duhigg, these authors exemplify effective marketing strategies which were composed by Paco Underhill and Andrew Pole. Underhill is an environmental psychologist; additionally he employs the basic idea that one’s surroundings influences ones behavior and invented structuring man-made environments to make them conducive to retail purposes. Pole was a statistician and revolved his entire life around using data to understand
It is obvious that Target guests, are not seeing the truth in their mission statement Expect More, Pay Less more reasons for them to adapt the revision mission statement that will help target reach their goal by fulfilling their brand promise. Sometimes words are not enough and by implementing tools and resources to support their goal will only benefits Target in the long run. If Target stand behind their mission which is the community, diversity and environment they must continue to live by the former CEO, Bruce Dayton words which are “businesses should act in the best interest of society” (Target.com). Target must give their guests what they want and that is to Pay Less for merchandise while educating them on how to do that every
It is safe to say that all companies have their strengths and weaknesses; if a company is prosperous, most likely the strengths overshadow the weaknesses. Target is a very innovative retail store that focuses on great customer service, a swift checkout, clean stores, and in stock merchandise. Target to many, is an expedient one stop shop, having everything from electronics, clothing, to groceries. Target also offers big name brands, such as Xhilaration, Massimo Supply Co., and Champion while still maintaining their guarantee of low prices. Target’s Bull’s–eye logo is recognized by 97% of people, being one of the most well known brands through the United States. One of the failures of Target happens to be their mission statement of “expect more pay less”. Unfortunately this statement is not true because Target’s biggest...
Paco Underhill, the author of Why We Buy: The Science of Shopping, created a company in which he and his colleagues credited themselves on mastering the science of shopping. Big name corporations would hire him and his company to execute research in their establishments, whether it is a department store or a family restaurant, and determine how they can be more efficient in their selling strategies. Through his years of service, Underhill has uncovered incredibly insightful bits of information that have allowed these companies who get the help of Underhill to have one up on the competition.
In hopes of revolutionizing their brand, JCPenney hired Ron Johnson, who reinvented retail at Apple, as the new Chief Executive Officer (Denning, 2013). This hope allowed for the company to gain the competitive advantage through merging technology and retail, as they attempted to broaden the JCPenney consumer base as well as reposition the JCPenney brand within the retail industry. Ron Johnson brought high hopes and potential for the company, however, he introduced changes too quickly. As a result of Johnson’s rapid change, consumers were reluctant and store traffic declined, which led to a 25% decrease in sales (Hartung, 2013). By focusing on the execution of Johnson’s plan, this paper will analyze JCPenney’s store innovation, “fair and square” pricing strategy, and consumer segmentation, with support from my summer experience as an Emerging Leader intern.
This report provides an analysis and evaluation of strategy implementation used by California Pizza Kitchen (CPK) and discusses the effectiveness of their strategy through organization design, control systems, people and culture. My research concluded that CPK relies on control systems to undertake a majority of the company’s operational activities and that human resources and organizational culture must support the strategy implemented, which it does in in the case of CPK.
What leverages awareness and attitude also influences behavior. When organizations focus on individuals and the way they think, believe, feel, and perceive in products, they expose what distinguishes their products and or services in the minds of consumers. Understanding how ...
4. Hale, Todd. “Understanding the Wal-Mart Shopper.” Nielson Trends & Insights: Page 1. 10/19/2008 http://www2.acnielsen.com/pubs/2004_q1_ci_walmart.shtml