Marketing orientation and its importance in planning

food securities industrying orientation and its importance in groomingHarris (2002, p. 247) Defines Marketing Orientation as The extent to which an establishment is perceive to typify in a coordinated, node and competitor-oriented fashion. Narver and Slaters (1990) too confirm there argon tierce dimensions of Marketing Orientation, customer orientation, competitor orientation, and interfunctional coordination.With merchandise orientation, a blood revolves its strategic decisions around the wants and take of the keister market, including probable customers. A attach to that is marketing-orientated has the commitment to valuing customers and the customers needs. In fact, it privy even contri hardlye to the transformation of a comp alls crease culture.This marketing concept involves terce inseparable steps in macrocosm customer- cerebrate. First, the wants and needs of the customers argon investigateed and identified. Then, the research outputs be studied by the marketers and spick-and-span crossways ar created ground on the consumer needs. Finally, customer satisfaction is aimed later public awargonness and introduction of the harvest-time is make.A marketing-orientated line of increases is characterised by miscellaneous attri only ifes. The comp some(prenominal) makes heavy and extensive recitation of marketing research, develops new and broad fruits, highlights product regard as and benefits, uses product innovation methods, and approach patterns supplementary run or customer benefits much(prenominal) as deli truly, installation, warranty, and credit availability. All these be ge ard toward customer proceeds.Marketing orientation has three common alternatives which back be adopted by a company and these atomic number 18 gross sales orientation, product orientation, and exertion orientation.Looking at Renaults orientation, the conclusion that we cook made is that Renault is a market orientated validation. The reaso n for this conclusion is Renault is very focused on the needs and wants for the consumer. They harbor una standardized types of autos focusing on diverse markets for their customer base. For example, Clio which is marketed at young adults who may go through a grim budget for acquire the railway machine. On the opposite side of the spectrum where the Laguna or Megane could be classed as a high specification family car.Also Renault has much(prenominal) of these cars in a figure of speech of sports pretenses. Due to the nature of the business which Renault is baffling in they have had to diverse the range of car flummoxs which they transport repayable to its competitors. For example Ford and Vauxhall.A nonher good example is Renault are in the process of developing hybrid cars and electric cars within its car range. gibe to Renault (2011) the first electric car forget be s grey-haired in Israel in 2011 and then in other countries. The reason for this has come f rom customer beg, consumers are more than than aware of rises in fuel footings and carbon emissions. This would be a classic example how Renault is a market orientated company.In terms of RD Renault listen to their consumers as different customers have different types of criteria when purchasing a car. Mack (1996) states That to reinforce customer stanchty they involve brisk customer in the design of its cars. According to Renault (2011) Renault- Nissan Alliance spend 4 billion Euros on the investment on electric parts. many a(prenominal) eastern European countries would have a different specification of a car compared to some whizz in the UK. For example countries such as Bulgaria and Romania need cars that al minuscule-down for commodiousr families.Also some countries may non require a car which has a soft top imputable to climate conditions macrocosm different in comparison to a country where the prevail is hot. Countries where the weather is endlessly warm may req uire cars to have air conditioning. The Renault car called Dacia Logan has created in 2004, this particular type of car was intentional for people in developing countries of the domain. The car was first change in Romania at a very cheap outlay of 5000 Euros and then strickled into South the States and India after proving a winner when the car was first launched. Demographics would play a major role in the RD aspect of the business so Renault would recognize where and how to market their last end product.Boddy (2008) defines PEST compendium as A technique for indentifying and listing the political, economic, social, expert, environment and legal factors.Political FactorsThe political factors in any country are largely responsible to alter a business environment as company may decide to wobble its business scheme based on the political scenario of the region it is based in. The g all overnment of any country regulates power supply, telecom and postal function and finance. The followers are the political factors that affect Renault within the UK.Current gross polityAccording to the Trade and Investment minister Digby J bingles the UK is becoming least attractive to work and invest due to the taxation polity, which was under insisting from opposition to tax rich foreign investors doing business in the UK. frankincense the labour party proposed a sleep together on taxing investors who are non-UK domiciled.Also a worth mention is VAT which means value added tax. It is charged on most goods and servicings that are VAT registered.The modern recession has affected a lot of businesses most grievously the car manufacturing in the UK, it raft be holdn as going through a bad phase for the automobile exertion. Thus UK motor agency served a budget to the current Government in the UK and urged it to create a salutary mix of policies to sustain step-up in the divide.Renault decided to follow the following measures to counter any future terrors in re gards to financial aspect of the analogous by the following measuresContinue to put pressure on banks to fork out more loansSupport automotive councilFreeze fuel duty quest the Kyoto protocol, more political pressure has been imposed to the polluting industries. Regarding the car market, Governments across the valet de chambre have established some environmental penalties and bonuses to manufacturers and consumers.For customers, they need to pay a tax to the government consort to the level of CO2 emissions.This dismiss have a massive influence for buyers, especially with sports car and ones with large locomotives which are regarded as the most polluting.Economic factorsOsbourn (2011) mentions Chancellor of Exchequer made a budget statement which is meant to reform the nations economy and this time the budget is objective and overly becomes the best place in Europe to invest, which is a good sign for car manufacturers as certain taxes applicable have been cut and import duty has been signifi stoogetly reduced, which is a sign of relief for car manufacturers.Godlevskaja et al (2011) states Many OEMs are expanding their model lines to entice new customers and amplification overall customer base range. Often at their competitors expense. At the aforesaid(prenominal) time growth increase is limited within the auto mobility industry as a whole. in the EU new car pick out fell 7.8 per cent to 14.7 million units in 2008 that ricochets consumer concerns about the economy the acquire power from consumers this could have been down toward the recession, despite this Renault would continuously market themselves to its potential consumers. Having customer awareness makes people want to leveraging their vehicles with newer models universe introduced.sociological FactorsThese factors constitute various social factors such as cultural aspects, demographics, actionstyles and attitudes. For e.g. whatever works in one country may not be flourishing in other, Renault may sell racing cars in France but for a market ilk India it needs to launch small cars as in this country small cars are much in demand due to the infrastructure of the company and world size.DemographicsRenault is the third largest car manufacturer in the world with its presence across Europe, Asia and even Africa thus it needs to proactive rather than reactive in developing in these countries. Its policy of developing strategic alliances with local manufacturers helps it to get an edge in the world(a) scenario as locals know their home market better, they use a assay and tested marketing strategy of targeting the right market segment to see if it works sells. Such alliances apart from fostering industrial harmony also helps in sharing of technological aspects of each firm, and helps develop new products such as the concept of electrical cars to save fuel and protect the environment.though Renault is a French company it has alliances across the Globe that helps it fo ster multicultural aspects. In which the sentiments of local population are not hurt as they continue using the alike product such as in case of Romania and Korea. Where in Renault acquired Dacia and Samsung motors respectively. Such alliances also help it to launch quick vehicles from one region to the other, also known as market instruction from Ansoffs matrix. Alez-Aller et al (2010) states knowing your customers needs and wants are decisive to winner to entry strategy within new regions. In depth abstract of macro and micro environment is key when consumers are looking to purchase vehicles.Technological FactorsAny company from any sector catering to any segment needs to change at some point, in coif to grow and survive the growing competition from consumers and competitors. Godlevskaja et al (2011) states Firms must(prenominal) constantly adjust their function portfolios because it is grave for companies to have a dynamic service portfolio that is adapted to various cust omer needs.Consequently companies that fail to do so lose in the long term as the outside world is very competitive and brutal to securing a position in the market. Companies oecumenical spend millions of property just to make sure that they do not lag behind if they lack the technical expertises. Renault (2011) quotes directly from its website Renault is committed to the teaching and implementation of new technologies into all aspect of our vehicles. Renaults engineers cover every tip roadholding, safety, comfort, soundproofing, etc. in their relentless quest to make motoring a pleasurable experience. hall porters five forces analysis and criticismIn order to chill out a strategy, a company must analyse its industry. til now the analysis of its competitor is not enough to understand all the aspects of the business. The types of businesses are various and numerous. But in almost all the industries, Michael E. Porter has identified a common structure composed by five ball -shaped forces. These are to take into consideration in order to implement a roaring strategy.1. The AnalysisFor our topic we will consider these five forces within the car industry adapted to the Renault Company.Rivalry among existing competitorsStrong competition very strong competitive rivalry in the cars sector, especially with the brands focusing on a particular market segment. E.g. Audi are becoming leaders on high standard quality cars, while TATA is undertaking the low follow cars segmentThe Asian manufacturers have a very strong growth thanks to their low cost cars and their quality car is very reliable. E.g. KIA and their 7 years warranty.The structure of the automotive industry is becoming more and more powerful because of all the merges and the joint ventures, so the competition is strong and aggressive.The holy terror of new entrantsLow threatFew new brands entering on the market for these important reasonsThe investment that has to be made is extremely important. o ddly in the manufacture part of the activity, where the investment must be important if the brand wants to get a competitive advantageThe experiment and the know-how are essential elements to have its place on its market, in particular on management of the costs and the competitiveness.The competitors already present are already puff up known brands. All these companies trend to be restructured into fewer big groups. These implicate that they are more powerful and do not let possibilities for any small new company to enter in the marketThe threat of substituteMild/ Relative ThreatEven if there are the other ways of transportation, the car remains indispensable nowadays. It is true that sometimes changing the transportation way can have some advantages as the cost (with the low cost airline carrier), the ethic of environment (with bionomic way of transports such as trains or the buses) or time in important factor within lsrger cities (with the underground), none of the transport wa y supply a good mix of utility, convenience, independence, and value afforded by automobiles.Nowadays, the automotive companies have a wide range of product, which can satisfy every demand, in adapting their cars in satisfying every new need, that increases the loyalty of the consumers to use cars. bargain power of the suppliersDependence Suppliers/CustomerThe purpose is being to establish a moolahable, reliable relation for both parts. But the parts suppliers are sometimes small manufactures so Renault has more pressure to put on its supplier in terms of priceHowever the image of Renault, as a reliable car company also depends on the quality of the car partsSuppliers are also important to Renault in terms of costs, correspond to Renault (2011) Suppliers account for 80% of total vehicle production costs. It is therefore essential for Renault to gain their commitment and to make them part of its approach to sustainable exploitationBargaining power of the buyersStrong power of d ialogThe consumers are the target of communication campaigns and marketing actions because it is more and more tempted to try other brandsThe final product are standardised, customers can put the pressure on the different vendors insisting on the fact that an equivalent car can be find from another company for approximately the same priceThe negotiation can be in the price, but also on obtaining more options or services with same price. This affects the costs to organisations2. Criticism of the Porters analysisThe three new forcesThe Porter analysis remains one of the most important marketing and strategy tool. However this analysis has been written by Porter during the 1980s, and the economic world has considerably changed during the last decades. Especially due to the net income and all the e-business that make evolved most of the industries.Larry Downes, co-author of Unleashing the Killer App Digital Strategies for Market Dominance relates in the article Beyond Porter that the Porters five forces analysis is no longer a complete tool to opt for a viable strategy.He describes new strategic frameworks composed by three new factors (forces), which permit to analysis the business area more relevantlyThe digitalisationDue to increase power of schooling technology, new business models will be born from the market. This allowed the global awareness of the consumers on the global market. The competitors will now not only be part of the same industry. Now the tour operator Thomas Cook can be a competitor of Renault. These two companies will push their clients to use their money to buy their product when there are the same pricesAccording to Recklies (2008) The old economy used IT as a tool for implementing change. Today technology had become the most important driver for change. in that respectfore mindsets have changed for organisations and how they get the final end product will require an element of technological advances for it to favored in modern society due to social factors.The globalizationThe globalisation of the market is nowadays something that a company cannot afford to ignore. The personal effects of the globalisation on businesses are betterment in the areas of distribution logistics and communication. The orbiculate companies have to adapt their strategies in function of the global network. These strategies remain more complex than what Porter describe. Its not a question of price or quality for the customers, but trying to reach a type of loyal relationship with a network of partners and consumers.The deregulationOne of the big changes in the business from the Porters model is the taking into consideration of the intervention of the governments in the business and in the industries. Because of the action of the states (new laws, new quality requirements, new importation/ export quotas) the industries and the organisations have to adapt their strategies, finding new alternatives to their business models.These factors bec ame important but they rarely appear into the Porter analysis. So an important Company like Renault cannot focus on this tool to create a solid and successful strategy. The purpose of the five forces model is to define the attractiveness of an industry in relation with theses 5 forces. But according to Dagmar Recklies In economics, the constellation of factors determines issues like profit maximisation or supernormal profits. So we can think that the Porters five forces analysis is a strategy tool that can be used only knowing its limitations and among others tools to be the base of a sort strategy.PlaceJobber (2006) defines price as The agreed value located on the shift by a buyer and seller. outlay is one of the fixed key factors in the marketing mix and should be commix together with all element of the marketing mix, to create customer value. It can be argued then that price interlinks with the other elements of the marketing mix and must be met by supply and demand to achi eve its best.Price in the marketing mix is very important to a business as it can determine if a company is successful or not when selling the product, it can be perceived that price can reflect quality when selling to consumers. The price can affect the following areas so its pivotal to have the right price strategy to market the right product.Pricing Goals Marketing Mix PricePrice can entangle the cost of production to an organisation and the strategy they use to market the product at a competitive price so consumers decide to use you, rather than your competitors. The price of a product can be sold at a cut-price to boost volume of sales. This can be a strategy used by organisations to gain market dispense which can have its positives and negatives. Walker (2006) states Having low prices may be perceived by consumers as being low quality. Organisation may market themselves so they may be seen as obtain profits on a short term basis. This is where promotion can be interlinked t o a pricing strategy. Organisations spend vast amounts on RD before setting prices on products. It can be argued that firms must price the product in a way which reflects the appropriate position of the product within the market.The balance for organisations is to maximise profits, but to have a consistent amount of sales. Marketers use this strategy as they maybe price orientated within the marketing mix. This is where product development would occur and knowing your target market well.Renault uses price within the marketing mix very well. Throughout its range of cars they have highlife cars including the Laguna all the way down to the Clio which is targeted on price with low maintenance costs. In terms of price to the Renault Clio it can be seen as being priced similar to its major competitors. Considering the Vauxhall Corsa, Ford Fiesta and also Peugeot 206.The pricing strategy of the Renault Clio new ranges from around 9,000 to 19,000 plus. There are many factors that can infl uence the prices of just one particular type of car. For example engine size, motor sport version etc The Clio range has the sport 2000, Dymanique, Gordini and also Bizu. This shows that the product has been diversified to achieve maximum price when selling the product to consumers.Clio serial publicationPriceSport 200016,000Dymanique11,000Gordini19,000Bizu9,000Walker (1996) shows that all other competitors i.e. Corsa and Fiesta are based around the same pricing strategy. This is because the car industry is large and production costs are not so important and creating the largest profit is not as necessary as it would be for a smaller organisation. The reason for Clio having the same pricing strategy as its competitors is because it is the only model in Renault range to predominately focus on lower cost with low quality from launch. Therefore it needs to be competitive with its rivals. The Clio model has do this very well as new models for the Clio are designed every few years. The Clio has been on the market for over 15 years proving its prosperity to its consumers who are aware of other markets available to them.The following is a perceptual map of small commercial cars sold and its comparison with the Renault Clio. It can be seen that the Clio and Corsa can be placed in the same category as each other, as both focus on price mainly. another(prenominal) small cars including Audi and BMW focus on both high quality and price as the reputation they have is that its a long term investment. The Skoda Fabia is a low priced car because of the reputation it held from its unreliable past, but its reputation has wearisome been strengthened back up.High Quality*BMW 1 SeriesAudi A4**Skoda FabiaLow Price High PriceVauxhall*Corsa*Renault ClioLow QualityRelationships can be built up amongst the consumer and the seller. Mack (1996) states that Renault try and use this strategy as much as possible when selling cars. But why do this? They do this to make the consumer fee l they are receiving a personalised service. just about dealerships offer free gift as an confirmatory way of making customers by their product too its competitors. Walker (1998) also says This has been a vital part of our strategy in helping to persuade customers that we can pull together their needs especially targeting smaller cars. However it can be argued this strategy possibly may not work in modern society. As many people are aware the automotive industry is very competitive, it is becoming quickly cost orientated in particularly markets, indirect costs such as fuel, insurance and tax.Trade-off analysis could be applied to the Renault Clio. Jobber (2006) says Features such as speed, petrol consumption, brand and price are placed in front of consumers and demanded which combinations they prefer. While the Clio Mk 3 was being designed it would have consulted potential buyers, they would have used rd for this because the car was designed to be low cost and wanted as many hi gh life as possible while concentrating on its hollow competence its price.However this analysis can have its limitations. When rd is taking place respondents may ask for a lot of things but all these additions may not be feasible. When asked to purchase the car consumers may not be instinctive to exchange money.ProductJobber (2006) defines product as A good service offered or performed by and organisation or individual, which is capable of satisfying customer needs.To have an effective product that consumers desire, it needs to be prices fairly and requires a Unique Selling Proposition. (USP) Walker et al (1998) states there are quartet elements which creates a well balanced and successful marketing mix. These take ond unified customer needsNeed for balanceCreates a competitive advantageMatches corporate resourcesThe product Renault Clio has historically been targeted at the younger aged population who maybe on a budget. The product is a smaller model compared to other ranges i n Renault yet also delivering the majority of luxury that other models offer. Including air-conditioning, climate control, Bluetooth and satellite sailing, this makes Clio very positive when it advertises the model to its consumers. The Clio then however meets the criteria set to have an effective marketing mix.Jobber (2006) states that Product development is important. As technology and tastes change, products become out of date and inferior to those of the competition, so companies must replace them with features that customers value. The fundamental feature of the new Clio model is the tom-tom feature. Renault and tom-tom have had to come to an agreement to include the satellite navigation to integrate this within the models. This has given Clio a competitive advantage over external competitors. Having a competitive advantage enables them to charge a subsidy price.However in few cases charging a premium price for products can have its down fall. Many consumers may not be will ing to pay extra for products that may not be essential, consequently consumers will move to Clios competitors such as the 206 and Corsa. The balance is conducted by market research to see what consumers want, referring back to trade off analysis.According to Renault (2011) Clio is its most successful range of car across Europe. This is because the product caters for a broad range of markets. The reason for can be considered when looking at the anatomy of the Clio. The core product (I) would be the car itself and the way it is strategically priced, as being a low value priced car compared to its other cars within its range. The reciprocal ohm layer would be products that add value to the overall product. Making it gibe customer needs and creating a competitive advantage. This could be as mentioned above, tom-tom, Bluetooth, keyless entry system, parking assist sensors and warranties. The outer layer includes extras which maybe indirectly related to the car including after sale sup port and credit sale. Many augmenting features are closely related to establishing a successful relationship between buyer and seller.ImageAnatomy of a product modelA product life cycle (PLC) can determine where the product lies within its life. Many organisation use different strategies to pro-long the life of its product. When a product reaches maximum maturity and seess signs its declining it then considers using Product/Market Ansoff matrix. This involves 4 different strategies that can be usedProduct developmentDiversificationMarket incursionMarket developmentThe reason for this is to maximise profits for Clio. Renault Clio mainly uses product development to change its model throughout years so customers have the opinion of upgrading and keeping up with trends rather than going to competitors.When the Clio was first launched it on the face of it begins in the introduction phase of the PLC and is strategically priced high. Jobber (2006) states that the Strategic marketing obj ective is to build sales by expanding the market for the product.The growth set up is next to follow, there is increase of sales and profit growth. The reason for this is due to increase in promotion by creating awareness. Renault Clio use TV advertisement predominately to penetrate the market. They also have their own Renault TV channel.The maturity act is where the product sales are at its peak whilst time is increasing. This is where the organisation may offer discounts or extra such as warranties. This is also the stage where product improvements occur at the peak of the maturity stage. The reasons for this includeMaintain competitive advantageFuture growthFirst move advantageThe decline stage is the final process of the PLC, the reason for this according to Walker (1998) is due to technological superior substitutes and also consumers change in preferences due to competition.The Renault Clio was an innovation that Renault developed due to competition from its competitors. Acc ording to Bloomberg airweek (2006) Renault was at number 49. Its competitors did not even reach the top 100 of innovated companies. opposite automotive companies included within the list lower than number 49, Nissan and Volvo. This information could now be argued because companies such as Ford, Volkswagen and Toyota are much more innovated in 2010 as they have developed cars whilst considering external factors such as the environmental factors. (Development of the Hybrid car)Distribution Mix MarketingThe distribution policy includes all decisions and actions that can be related to the delivery of our product to the customer.There are two different ways of distribution existing for Renaults company.Business to Business (B to B) = Company Retailer ConsumerBusiness to Consumer (B to C) = Company ConsumerEngineeringRenault is one of the biggest car industries worldwide. It is present through the world in around 201 countries, including Europe, North, key and South America, Africa, As ia and Oceania.An international applied science closer to the markets.The Techno Center (France)EngineeringThe Renault convention is deployed globally. It revolves around two componentsEngineering Central, the heart of the system and regional engineering spread over Renaults strategic markets.Engineering centersThe Techno Center (France), the heart of the engineering worldRenault Technologies AmericasRenault Technologies RomaniaRenault Technologies SpainRenault Samsun Technical CenterThis organisation is based on a standardised process of engineering at Renault World of unified technical standards, defining key functions and technical harmonisation of policies.A well-developed network of design centersRenault inclination America Latina in Sao PauloThe group relies on a couple network of five satellites design centers.Observatories real trends these emerge centers of vehicles for new markets.They are involved from the launch of a new project through to the production of the fina l concept car.The design centers areRenault Design ParisRenault Design Central EuropeRenault Design America LatinaRenault Samsung DesignRenault Design India 2 objectives areWarranty the best customer satisfaction all around the worldProduce close to the marketsRenaults industry realises two type of sell Either to the customers or to companies.But, all confounded, Renault has realised for the Year 2010 reporting videotape sales volumes with 2.6 million vehicles sold. Thanks to its positioning, essentially outside Europe, in the emerging countries, Renault has bounded its sales. Heres a graph which represents the market where Renault is present in 2010It is important to understand that the Clio is one of the best vehicles brand for Renault.In about 20 years, it has won more than 10 million customers around the world (100 countries). This success is thanks to a styling, comfort, safety, versatility and different equipment package worthy of cars from the next segment up.Renault Februar y 2011 sales in Europe regionIn February 2011, by