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Assignment Task:

Task:

Marketing for sustainability: Extending the conceptualisation of the marketing mix to drive value for individuals and society at large

 

ABSTRACT

The purpose of this paper is to provide new theoretical perspective on marketing for sustainability, par-ticularly for dealing with the environmental threat of climate change. We reconceptualise how marketing is operationalised through the conceptualisation of the marketing mix in order to permit the normalisation of sustainability considerations in business operations and consumption. To the traditional four Ps (product, price, promotion and place) we add but recalibrate for the specific purpose of sustainability partici- pants, processes, and physical evidence, and introduce: promise, principles, and partnership, arguing that each of these may be considered a controllable marketing variable that will contribute to the creation/ co-creation of individual and social value. This framework is developed and justified in order to make a novel contribution to marketing theory and practice. Limitations and future research directions con- clude the discussion.

 

Introduction

The American Marketing Association’s (2013) defining of marketing has repositioned our conceptualisation of marketing, moving it away from the (2004) notion of managing value-based custom-er relationships that benefit the organisation and its stakeholders to managing the “exchange of offerings that have value for custom-ers, clients, partners, and society at large” (American Marketing Association, 2013), and departing significantly further from the 1985 definition, which considered only the interests of individuals and organisations, and regarded marketing as: “the process of plan-ning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives” (Lusch, 2007). Ac- cording to Gundlach and Wilkie (2009), the AMA’s new aggregate view of marketing (“and its systemic properties”,

 

Case Study:

Germany’s Kaufland eyes Australia-entry decision

In September, 2019, the German supermarket retailer, Kaufland, the fourth biggest retailer in the world, announced plans to enter the Australian market. Kaufland initially planned to launch six sites in South Australia and nine sites in Victoria, a half a billion dollar plan that would challenge the existing supermarket sector. The duopoly of Coles and Woolworths has for some time faced strong competition from Kaufland's arch rival in the German market, the fellow-German company Aldi, which opened its first store in Australia in 2001. Aldi now has more than 500 stores in the country.

 

Questions

Section B: Case Discussion Questions (60 Marks)
1. What elements of the Five Forces Model are referred to in the above Kaufland case? (15 Marks)
2. Describe Kaufland’s competitive positioning strategy for the Australian market. (15 Marks)
3. (a) What elements of the competitive-marketing environment analysis might have played a role in dissuading Kaufland from going ahead with its plan to enter the Australian market? (15 Marks)
(b) How might the marketing mix for sustainability (Pomering, 2017) have been followed by Kaufland to help it overcome possible resistance in Australia, especially that concerning the possibility of the ACCC’s investigation mentioned by the Australian Financial Review?

 

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