Publix strives to meet the every needs of each individual customer. Their objective is to match Publix’s products and services offered with demands from their customers to assure competitive success. Throughout the marketing division, the department ensures the customers necessities or requests drive the design and performance for the products proposed. Additionally, the marketing strategies determined would maximize the long-term profits that are effectively implemented throughout Publix’s organization. Successful implementation creates discernment among customers that illustrates marketing has successfully reached its target markets. The team of marketers believes in developing a group of expert resources and maintains a team of specialists rather than generalists. Among the areas of responsibilities for marketing of Publix organizations, the activities include: market and consumer research, product and brand marketing, advertising through market communications, events and sponsorships, graphic designs, package and label design and corporate identity or environmental design. The marketing group is divided into a group of diversified individuals with different backgrounds and experiences to stimulate new ideas and gain perspectives and a highly collaborative working environment. Target Markets- Basic strategies to satisfy target markets: Mass Marketing, Differentiated Marketing Strategy, Concentrated Marketing of Niche Marketing, and Direct Marketing Geographic’s
Publix supermarkets are widely know throughout the nation, especially for its slogan, “Where shopping is a pleasure”. Throughout each of the organizations locations, each area has been specifically designed to meet the requirements of each and every type of customer. Publix chooses to make sure the customers are able to shop in their grocery stores and find exactly what they need. This is made possible through market segmentation. Segmentations allow food distributors to align themselves with the local consumers to serve the audiences more efficiently (Marketing At Publix, 2014). In this case, Publix takes into account that more regions will be more productive than others so they distribute accordingly and set up locations tactically. Based on location, for example, Publix will change its name to fit into the community it distributes around. Recently, Publix has expanded into the Hispanic community in the Southeast where many Hispanics tend to migrate. Some of the locations near these Hispanic orientated communities named their locations to Publix Sabor, showing that the location emphasizes more Hispanic food products (Marketing At Publix, 2014).
Many areas where young individuals tend to reside, often times there will be Super Wal-Mart shopping centers or Winn Dixie grocery stores near by. The idea behind setting up these stores in a younger community is that these individuals usually look for lower prices and don’t care so much for the customer experience. Wal-Mart’s slogan, which is posted close to its brand name reads: “Always low prices”. Young individuals, especially students or young middle class adults will choose these shopping centers for the reliable lower prices on different products distributed through the organization. On the contrary, Publix locations will be seen in newer areas of developments, near newly built shopping plazas or newly built communities (Marketing At Publix, 2014). Publix strategically positions their locations where consumers will prefer to shop there for the customer service experience and quality time each of Publix’s members spends assisting each customer. Publix also is notorious, among no others, to assist the older individuals to their vehicles to when they are unable. This goes back to meet their infamous slogan. Currently, Publix is working on building a 20,000 square foot prototype to serve seaside communities and college towns....
References: Markerting At Publix. (2014, January 1). Retrieved from http://corporate.publix.com/careers/support-areas/corporate/departments/marketing
The Opposite of Wal-Mart. (2007, May 3). The Economist. Retrieved from http://www.economist.com/node/9122287
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