Q.2.1 The evolution in marketing thought led to the development of the marketingconcept employed by Woolworths.

What is the stage in the evolution that Woolworths is in now and why
Transcribed Image Text:CASE STUDY: The Woolworths strategy in implementing the marketing concept We have six strategic focuses that we drive at a Group level. Our strategies will deliver future-fit businesses that return long-term profit growth and create sustainable value for all our stakeholders. 1. Customer relationships Strategic objectives for 2019 onwards: Our focus is on retaining our current customers, actively acquiring more customers in our target market, and increasing their penetration and spend. Our WRewards programme provides our customers with compelling loyalty benefits and offers and is key to building customer loyalty, driving customer acquisition, frequency, and spend. We will continue to use our customer database to further leverage data and perform deeper analytics to derive insights to drive further cross-selling and up-selling opportunities, optimise and personalise campaigns. 2. Towards connected retail Strategic objectives for 2019 onwards: We continue to move towards connected retail by delivering exceptional products and experiences to our customers in a seamless and integrated way. While stores will remain the dominant channel for South African consumers in the coming years, our customers are becoming connected, demanding retail experience. We are committed to improving our service for online customers and growing and improving our digital presence. digitally connected increasingly a We will continue to invest in our store footprint. We will continue to build the brand in the rest of Africa by focusing on our top countries and stores, growing space in East Africa and Mauritius. 3. Be a leading fashion retailer in the Southern hemisphere Strategic objectives for 2019 onwards: We aim to foster an emotional connection with our customers as we provide them with on-trend, stylish, quality, and affordable products and demonstrate our care for our customers, people, partners, community, and planet. Our Woolworths brand is the anchor of our FBH offer. Our newly elevated and capacitated design team will drive brand-focused ways of working to provide fashionable, stylish ranges appealing to the brands' relevant customer segment. We will ensure that we deliver 'the difference' by focusing on quality in everything that we do, developing desirable product with superior fit, fabric, and finish, enabled by staff and supplier training. We will actively focus on strengthening our value perception through delivering best-in-class quality products at surprisingly affordable prices.
Transcribed Image Text:4. Become a big food business with a difference Strategic objectives for 2019 onwards: We will reinforce our quality high ground by continuing to drive a 'quality first' mindset to ensure that we provide our customers with quality, safe products. Our customers' definition of health has shifted to a philosophy of wellbeing, balancing physical, social, and environmental factors. We are building an integrated world of wellbeing, which takes into account all these factors as we aim to become our customers' food partner in healthy living. We will continue to provide innovative, inspiring eating solutions catering for a variety of different customer needs. We continue to focus on improving our customers' price and value perceptions. We will continue to use data analytics to inform and tailor our price and promotions decisions to profitably drive sales. 5. Drive synergies and efficiencies across the Group Strategic objectives for 2019 onwards: We are investing in our supply chain to enhance store replenishment and online fulfilment capabilities at lower cost with increased control and elimination of 6. Embed the good business journey throughout our business Strategic objectives for 2019 onwards: We are aligned with the Group's focus areas and sustainability commitments, and will contribute towards these by continuing to develop sustainable practices. • To achieve our ambition of 'zero packaging waste to landfill', in the medium term, we are focusing on phasing out single-use shopping bags, removing unnecessary single-use plastics from stores, ongoing customer education on packaging in the elimination of food waste, and continuing to partner with government and industry stakeholders to develop technically and commercially viable solutions for recycling different plastics. We are passionate about playing our role in building South Africa and supporting inclusive growth. We contribute towards this by developing and communicating clear BBBEE targets for the next three years, and by continuing to support emerging businesses through our Supplier and Enterprise Development programme. capacity risk, facilitating decreased transport costs and better delivery lead times. We are implementing world-class the role of merchandise processes and systems, improving availability of products in both FBH and Food and evolving our IT platform to provide flexibility and support the delivery of innovative, cost-effective, and sustainable solutions. We focus on scientific retailing to turn data into actionable insights. We recognise that our partnerships with our suppliers provide us competitive advantage, and we committed to growing and protecting these relationships by integrating even more closely with them. with a are Our people are critical to the successful execution of our strategy. We aim to attract, inspire, engage, develop, reward, and retain the right and diverse talent, and enable collaboration through a modern and connected people experience.

Question

Q.2.1 The evolution in marketing thought led to the development of the marketingconcept employed by Woolworths.

What is the stage in the evolution that Woolworths is in now and why

Transcribed Image Text:CASE STUDY: The Woolworths strategy in implementing the marketing concept We have six strategic focuses that we drive at a Group level. Our strategies will deliver future-fit businesses that return long-term profit growth and create sustainable value for all our stakeholders. 1. Customer relationships Strategic objectives for 2019 onwards: Our focus is on retaining our current customers, actively acquiring more customers in our target market, and increasing their penetration and spend. Our WRewards programme provides our customers with compelling loyalty benefits and offers and is key to building customer loyalty, driving customer acquisition, frequency, and spend. We will continue to use our customer database to further leverage data and perform deeper analytics to derive insights to drive further cross-selling and up-selling opportunities, optimise and personalise campaigns. 2. Towards connected retail Strategic objectives for 2019 onwards: We continue to move towards connected retail by delivering exceptional products and experiences to our customers in a seamless and integrated way. While stores will remain the dominant channel for South African consumers in the coming years, our customers are becoming connected, demanding retail experience. We are committed to improving our service for online customers and growing and improving our digital presence. digitally connected increasingly a We will continue to invest in our store footprint. We will continue to build the brand in the rest of Africa by focusing on our top countries and stores, growing space in East Africa and Mauritius. 3. Be a leading fashion retailer in the Southern hemisphere Strategic objectives for 2019 onwards: We aim to foster an emotional connection with our customers as we provide them with on-trend, stylish, quality, and affordable products and demonstrate our care for our customers, people, partners, community, and planet. Our Woolworths brand is the anchor of our FBH offer. Our newly elevated and capacitated design team will drive brand-focused ways of working to provide fashionable, stylish ranges appealing to the brands' relevant customer segment. We will ensure that we deliver 'the difference' by focusing on quality in everything that we do, developing desirable product with superior fit, fabric, and finish, enabled by staff and supplier training. We will actively focus on strengthening our value perception through delivering best-in-class quality products at surprisingly affordable prices.

4. Become a big food business with a difference
Strategic objectives for 2019 onwards:
We will reinforce our quality high ground by
continuing to drive a 'quality first' mindset to
ensure that we provide our customers with quality,
safe products.
Our customers' definition of health has shifted to a
philosophy of wellbeing, balancing physical, social,
and environmental factors. We are building an
integrated world of wellbeing, which takes into
account all these factors as we aim to become our
customers' food partner in healthy living.
We will continue to provide innovative, inspiring
eating solutions catering for a variety of different
customer needs.
We continue to focus on improving our customers'
price and value perceptions. We will continue to
use data analytics to inform and tailor our price
and promotions decisions to profitably drive sales.
5. Drive synergies and efficiencies across the
Group
Strategic objectives for 2019 onwards:
We are investing in our supply chain to
enhance store replenishment and online
fulfilment capabilities at lower cost with
increased control and elimination of
6. Embed the good business journey throughout our business
Strategic objectives for 2019 onwards:
We are aligned with the Group's focus areas and
sustainability commitments, and will contribute
towards
these by continuing to
develop
sustainable practices.
• To achieve our ambition of 'zero packaging waste
to landfill', in the medium term, we are focusing on
phasing out single-use shopping bags, removing
unnecessary single-use plastics from stores,
ongoing customer education on
packaging in the elimination of food waste, and
continuing to partner with government and
industry stakeholders to develop technically and
commercially viable solutions for recycling different
plastics.
We are passionate about playing our role in
building South Africa and supporting inclusive
growth. We contribute towards this by developing
and communicating clear BBBEE targets for the
next three years, and by continuing to support
emerging businesses through our Supplier and
Enterprise Development programme.
capacity risk, facilitating decreased
transport costs and better delivery lead
times.
We
are
implementing
world-class
the role of
merchandise processes and systems,
improving availability of products in both
FBH and Food and evolving our IT
platform to provide flexibility and support
the delivery of innovative, cost-effective,
and sustainable solutions.
We focus on scientific retailing to turn
data into actionable insights.
We recognise that our partnerships with
our suppliers provide us
competitive advantage, and we
committed to growing and protecting
these relationships by integrating even
more closely with them.
with
a
are
Our people are critical to the successful execution
of our strategy. We aim to attract, inspire, engage,
develop, reward, and retain the right and diverse
talent, and enable collaboration through a modern
and connected people experience.

Accepted Answer

Woolworths Group Limited is multinational corporation and a major Australian retailer with…