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JOHN LEWIS & PARTNERSHIP
Contents
TOC o "1-3" h z u Introduction PAGEREF _Toc162265780 h 3Operating Results PAGEREF _Toc162265781 h 3Strategic Issues Analysis PAGEREF _Toc162265782 h 4Marketing Mix Effectiveness PAGEREF _Toc162265783 h 5Product PAGEREF _Toc162265784 h 5John Lewis Product Strategy PAGEREF _Toc162265785 h 5Price PAGEREF _Toc162265786 h 6Place PAGEREF _Toc162265787 h 6Promotion PAGEREF _Toc162265788 h 6The company wishes to expand it internationally PAGEREF _Toc162265789 h 7Conclusion PAGEREF _Toc162265790 h 8References PAGEREF _Toc162265791 h 9
Introduction
John Lewis was created in the year of 1929 when John Spedan Lewis signed an irrevocable settlement in trust which meant that the business started his father in the year of 1864 would be given the settlement to workers "present and prospective. He wrote a constitution of partnership that was setting out co-owned businesses based on principles and sharing knowledge to gain power (Shipper and Hoffman, 2020). John Lewis was much admired even revised a business and this is not only, or simply a consequence of importance by different ways of JLP partnership to treated and rewarded of implications to treatment of quality and services they provided to customers. This is the consequence of extensive and rigorous management efforts to make a construct in which the partnership is known to be as understood aspect that falls in partnership. This is an extensive and pervasive conception that is not simply fabricated but based on reality (Sammour et al., 2020). This is the extended project to construct a reality that carries its consequences. In terms of brand architecture, the JLP has made an unusual investment in democratic structure and processes and they have elected members representative to the main board and it features a market to contrast with most of the companies.
Operating Results
In terms of operating results, the sales were up to 5% to 7.7bn and this is the recorded number of customers that have chosen to shop with Waitrose, the trading operational profit of 1,064m improved by 170m. The sales growth, combined with strong delivery top productivity programs across stores, costs to goods and supply chain underpin that improvement. By the full year, volume will be down to 1.5% and the average price will be up to 6.6%. (Vercueil and Nicolaides, 2021). The dynamics of the market of inflation and its low customer confidence especially in the first half of the year shape up patterns of trade. By slower volume in the very first half only passing one-half of the market rate of inflation to the customer means through the second half as customers are responding to market share (Kantar) declined. Trade dynamics and customer responses to new policies that grew the volume to market share. Over the full-year store, transactions grew about 6.8% and Waitrose has now delivered eight consecutive quarters of growth in the number of customers (Samdani, 2020).
In this challenging year of the sector, John Lewis delivers improvement to profitability in John Lewis which helps to make improvements in gross margin rate and productivity. Sales of John Lewis were 4.8bn, down 4%. Sales in a fashion that included beauty were on the year while he saw weaker sales in Home and technology. John Lewis has attracted to a record 13.4 million customers underlines to reach of the brand. The trading operations and its profit of 689m was 13m were better in year to year especially in the UK by converting sales into greater profit by of 689m (Swist et al., 2023). Improvement in gross margin improves to 1.0 percentage points and this efficiency savings across the supply chain and stores underpin this improvement. John Lewis has introduced 170 new brands and customers continue to turn on John Lewis for independence and unbiased advice over 200 partners that are now dedicated to fashion personal styling (Hall, 2021). Customers are willing to wanted more ways to the cost of their purchase and they launched payment options like electronic payment for customers who wanted to pay at different stages., John Lewis remained committed to making enhancements in customer experience across John Lewis's websites, and this makes it quicker and easier to shop online for delivery and to collect over 13,000 locations. Moreover, 50% of the customers use digital platform channels for shopping which demonstrates Omni-channels with apps to grow with components of sales (Spanke, 2020).
Strategic Issues AnalysisThe marketing approach of John Lewis is based on different key elements: the first is its partners (the approach of the owner-employees), the second one is its customers and the third is the profit. The business of John Lewis has three aims the first is to increase the Partner's advantage, the second one is to realize the potential of the market and the third is growth efficiency these three goals have efficiency to make strategic goals to make John Lewis as confident. The market segmentation varies according to needs, wants, demands and resources (Agirre-Aramburu et al., 2023). Market segmentation is a procedure in which John Lewis decided to make segments to overall group those who have similar attributes, buying behaviour and socio-economic background. The market segment of John Lewis includes retail strores that provides services that are part of its marketing mix. John Lewis is providing products that belongs to sector like Home and Design, Electricals and technology, Gifts and celebrations, Fashion and its beauty, and Baby and Child. In geographic segmentation, this is divided into overall markets based on geographic units such as countries, continents, zip codes, trading blocks and neighbourhoods. Geographic segmentation is efficient for the international market because of prospective customers that have different cultures and administrative systems (Adgzel, 2020).
Second is the cost of transportation that promotes crucial cost to value the position to delivery and this is prudent to geographic segmentation through cost savings in different locations with a complete difference (Karlsson, 2015). John Lewis's target market has various segmentations like financial resources target segmentation in which organisations have financial resources to target specific segments to promote capabilities, operational skills and financial resources and to target customers (Osakwe et al., 2023). The next is the product life cycle stage which has higher relevance to an international scenario where the product life cycle is based on social, economic, and regulations and has political reasons (Osakwe et al., 2023).
The competitive advantage of John Lewis is that they are promising to find out better prices elsewhere and the retailer will match the price by using Google Cloud and ML tools. John Lewis has main stores that are full of higher quality products and they have a larger number of commodities. Core competencies of John Lewis include customer engagement, maintaining the quality of products, clarity in strategic missions, result oriented, and aiming to make improvement and development (Singh et al., 2021). The portfolio of John Lewis includes a cost savings "road map" by achieving to required partnership plan development that is approved to be used in identifying funding areas, also promotes partnership plan refresh embedded in the annual cycle and methods to define and measure sufficient profit, financial targets and articulation to key sensitivities (Sjodin et al., 2021). Moreover, in the portfolio, there is a review capability to gap by building up to enable and supporting partnership plan deliveries and it improves transformation to capabilities roadmap plan by immediate priority areas that include reset of reporting, and set up a portfolio management to improve in communication and engagement.
Marketing Mix Effectiveness
Product
John Lewis's Product Strategy
John Lewis's product strategy is explained as follows: John Lewis is a leading premium retail store out of the UK. John Lewis provides an unparalleled range of services from personal styling and nursing styling advice to the installation of appliances and technical support. The retail stores provide several services that are part of the marketing mix. John Lewis provides several services to various sectors, including home and design. Electricals and technologies, gifts and celebrations to fashion and beauty (Spanke, 2020). In products, they are asserted with furnishing assortment by having their brands of duvets, pillows and furnishing fabrics that are made from Lancashire mill in the Herbert Parkinson and they are made to measure seven-day curtain, roller blinds and voile services (Sovacool et al., 2020).
Price
In pricing strategy, John Lewis believes that fairness to pricing has always been the heart of the business and this is to adopt a competitive pricing strategy for all products that keeps quality and promotes values in mind (Foster and Thelen, 2023). The company regulates the benchmark of its products against others in the market and this market ensures capturing the market with competitive pricing among all the players John Lewis has been monitoring the prices to proactively keep checking branded products to competitors in every day including online and during sales. This is also to find selling the same products with the same service to offline stores and this strategy got beneficial to customers by purpose to find out lower prices elsewhere and they can easily making price matching requests and annual revenue become excess to $3 billion (Spanke, 2020).
Place
The distribution strategy to John Lewis marketing mix, John Lewis is using a multi-channel strategy and this uses different distribution channels by catering to its customers. Not only does the brand have several exclusive retail outlets in Britain but they are aggressively spreading its wings to the E-commerce industry by tapping YouTube, Twitter and Facebook and they released smartphone applications to add convenience to customers. John Lewis has fifty stores in England they also have placed stores at Heathrow Airport and they also open up a concession to New South Wales, Australia (Keane et al., 2020).
Promotion
John Lewis adopted innovation in promotion strategies for products and has the creativity to use occasions of festivals every year they developed advertisements during the end of the season in the last ten years, and every year consumers have longer creative advertisements for a company that makes Christmas and to exploit emotional approach to appeal by well known campaign that are Buster the Boxes (Derda, 2024).
The company wishes to expand internationally
John Lewis focuses on meeting the needs of families with a variety of products services and celebrations all under one roof online, habits to shopping continue to make evolvement and this will become a 60% or 70% online retail by 2025, and this is alongside inspiring shops (Strafford, 2020). Both brands have added more local assortments that have reflected diversity to customers depending on where they live. Partnership grows to create assortment to reach new customers and to promote capabilities and they do not have building to trials (Roper, 2023).
John Lewis to its existing outlets in seven branches of South Korean department stores and this follows John Lewis's recent announcements to open shops-in shops to departments in three branches of Singapore stores Robinsons. The departments were sited in SM retailing locations across the Philippines, that is flagship stores in Makati and three of our Home stores and this is to sites in between 300 sq. ft. and 1000 sq. ft. that have dedicated staff. John Lewis has a part to seed its branding with international customers that includes international delivery to 33 countries (Pomerance and Solomon, 2024). By a wider range of own-branding home products that include beds, tableware and home accessories such as candles and photo framing to offering the dedication to John Lewis departments. The purpose of John Lewis to expand its business is to make profits and to make its products as renowned and trustworthy to make standings in the market.
John Lewis has operated 43 John Lewis shops across the UK around 31 departmental stores, and ten John Lewis at home and shops at St Pancras International and Heathrow Terminal. John Lewis Partnership and is the UK's largest example of workers to Co-ownership and all 30,000 John Lewis staff as partners in Business (Lye, 2022). The JLP is declaring its self-commitment to socially positive outcomes and there is distinctiveness to reveal only its commitment but also to external, social as well as environmental standards and responsibilities, and there is a fundamental commitment to ensuring positive outcomes for the employees. These commitments have been constructed and enriched in the JLP constitution, structural roles and processes, outcomes and values, the JLP is conventional to focus on business to orthodox that can afterthought to append with incorporate social responsibility and its commitment. John Lewis aim to make positive changes, improves lives and buildings to more sustainable future and to grow in the areas that are important for our customers like recycling, savings, insurance and private rented and social housing (Sammour et al., 2020).
Conclusion
This is to conclude that John Lewis was much admired even as a revised business and this is not only, or simply a consequence of the importance of different ways of JLP partnership to treat and reward of implications to the treatment of quality and services they provided to customers. In terms of operating results, the sales were up by 5% to 7.7bn and this is the recorded number of customers that have chosen to shop with Waitrose, the trading operational profit of 1,064m improved by 170m. The competitive advantage to John Lewis is that they are promising to find better prices elsewhere and retailers will match prices. John Lewis has main stores that are full of higher quality products and they have a larger number of commodities. John Lewis provides an unparalleled range of services from personal styling and nursing styling advice to the installation of appliances and technical support. This strategy was beneficial to customers by purpose of finding out lower prices elsewhere and they can easily make price matching requests and annual revenue become excess to $3 billion.
References
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