Strategic marketing plan for morrisons

BML329 Strategic Marketing Plan for Morrisons

1502622 November 2017

Contents Section 1 - Introduction ............................................................................................................................................ 1 Section 2 - Objectives................................................................................................................................................ 1 2.0 Objective One.................................................................................................................................................. 1 2.1 Objective Two ................................................................................................................................................. 2 Section 3 - Strategy One - Provide brand clarity ................................................................................................ 2 3.0 British through Brexit .................................................................................................................................... 2 3.1 Clear Pricing Strategy ..................................................................................................................................... 3 3.2 Increase ethical practices............................................................................................................................... 3 3.3 Increase Morrisons match and more usage .............................................................................................. 4 Section 4 - Strategy Two – Strategic online alliances ........................................................................................ 4 4.0 Strengthen Bonds with Ocado ..................................................................................................................... 4 4.1 Continue supplying Amazon until internal resource completion ........................................................ 5 Section 5 - Appendices .............................................................................................................................................. 7 Appendix One – Supermarket Pestle Analysis ............................................................................................... 7 Appendix Two - Market attractiveness of 'the big four' supermarkets .................................................... 8 Appendix Three – Morrisons Company Overview ....................................................................................... 9 Appendix Four – Strategic Marketing Mix ..................................................................................................... 10 Appendix Five - Share of consumers holding supermarket loyalty cards and credit cards in the United Kingdom, in 2015 ................................................................................................................................... 11 Appendix Six - Strategic Marketing Mix Changes ........................................................................................ 13 Appendix Seven – Tows Analysis ..................................................................................................................... 14 Section 6 - References ............................................................................................................................................. 15

Section 1 - Introduction As of November 2017, Morrisons hold 10.4% of the UK grocery market share, 0.4% down from two years previous (Kantar, 2017). At one point Morrison’s was a confused brand with a mixed strategy and unpopular loyalty scheme (Vizard, 2015). They are however in the midst of a turnaround with the new marketing boss proving to be successful assisting in the last six quarters of growth (Hobbs, 2017). If Morrisons is to reclaim its share of the market, firm marketing strategies will need to be upheld.

Morrisons is a market follower and a cost leader in an oligopolistic market (Wilson and Gilligan, 1997). They generally follow Tesco at a distance while defending their portion of the market share, while their vertical integration of owning their own farms allows some flexibility in pricing. This assignment suggests objectives and strategies Morrisons could adopt in order to grow through research of internal and external factors. Appendix seven shows a TOWS analysis that helped to identify the best practice for these strategies whilst appendix six demonstrates the changes that would be made to the strategic marketing mix (McCarthy, 1960).

Section 2 - Objectives 2.0 Objective One To provide brand clarity by promoting a reliable British brand with an ethical rating score of minimum 12 out of 20 and 3.5% increase of overall market share in the UK by 2022.

The lack of brand clarity from Morrisons resulted in a huge loss of both profit and market share (Hobbs, 2016). They have already committed to being the first major supermarket to supply 100% British fresh meat and are also are increasing their number of suppliers from throughout the UK (Cox, 2017). Not only will promoting themselves as a British brand provide a stable brand identity but they may avoid problems with imports from the EU if Brexit is to lead to any changes in the law (BBC, 2017) as seen in appendix one.

Ethical shopping is a buyer hot button as it is a buyer decision that is being talked about (Aaker, 2014, p.30). Morrisons are currently only rated 2.5 out of 20 in the Ethical Consumer shopping guide which rates supermarkets on categories such as workers’ rights and animal welfare (Ethical Consumer, A, 2017). This is a problem as ethical shopping is not only a trend – 52.2% of consumers in the UK say they consider ethical issues when shopping (Statista, B, 2017). Aside from promoting a friendly and caring brand, an increase in ethical behaviour has other benefits such as maintaining staff 1

loyalty (Invest Northern Ireland, 2017). This objective meets Morrisons values and behaviour standards such as being 100% British and supporting colleges as seen in appendix 3.

2.1 Objective Two To improve Morrisons online presence and technology of distribution resulting in a 10% increase of online grocery market share and 24-hour delivery throughout the UK by 2022.

In 2014 Morrisons captured 0.9% of the online grocery market share (Roderick, 2016). There is huge opportunity for growth for Morrisons in this sector and also much indication that the online market will keep on growing. In 2016, sales in the online grocery market rose by an estimated 15% and it is forecast to reach £16.7 billion by 2021 (Mintel, 2017).

It is also important to not only serve the online market but to serve it efficiently – “53% of British people who shop online for groceries say that it’s important to have the ability to have online grocery orders delivered on the same day” (Mintel, 2017). This objective aligns with Morrisons strategies to be more competitive and make the core supermarkets strong again as seen in appendix three.

Section 3 - Strategy One - Provide brand clarity 3.0 British through Brexit Strategy one should lead to the achievement of objective one. One of the key tactics is to ensure that Morrison’s not only sell an increase in British products but that they also promote the fact – leading to two changes in the strategic marketing mix (appendix four). Brexit may influence imports supplied from the EU which could lead to possible price increases or difficulty in importing stock (BBC, A, 2017).

Morrisons already have an advantage over other supermarkets as its processing plants and owned farms are based in the UK (Kantar Retail, 2017). There is already a commitment to supply 100% fresh meat in stores but this should also be accompanied by frozen meat and other items easily sourced in the UK such as potatoes. 55% of UK respondents to a survey identified that they prefer buying local brands because they support local businesses and the positive influence it can have over the economy (The Nielsen Company, 2016). One in five people also say they are even more likely to buy British products after Brexit (due to wanting to support the domestic economy) demonstrating that an increase in local products will be the perfect promotional message to display in the next few months (Harmston, 2017).

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On the other hand, Morrisons membership in the European buying group AMS may lead to some commodity price fluctuations but many items, such as tropical fruits, cannot be sourced from the UK (Kantar Retail, 2017).

3.1 Clear Pricing Strategy As the supermarket industry is pure oligopoly, one of the only pricing strategies to compete with the market leaders is cost reductions (Wilson and Gilligan, 1997). Aldi and Lidl’s increase in market share is alarming to the big four supermarkets especially with their use of offensive tactics such as own brand baby products and award-winning wines (Butler, C, 2016).

However, supermarket promotions provided as defensive marketing tactics by the big four supermarkets are not always the most successful answer. "We are hearing from customers a real frustration with our industry…where promotions appear more about point scoring against competitors than engaging with customers and their needs," (Morrisons Spokesperson cited in Reuben, 2011).

With consumers sick of ever changing promotions everyday low prices and stability rather than special offers appear to appeal to more shoppers (Ritson, 2017). Morrisons could apply this knowledge by generating a price freeze on UK sourced M Savers products. A promise of stable pricing across basic products for the next 12 months would entrust consumer confidence in Morrisons throughout a period when Brexit is causing alarm (Harmston, 2017).

3.2 Increase ethical practices As identified in appendix 2 (figure 3), ethical shopping is growing in value. Consumer ethics affect consumer buyer behaviour as shoppers are increasingly aware of supermarkets values (Bones, 2014).

Shoppers have greater access to information than ever before which means they are aware of Tesco misrepresenting accounts and the fair pay for farmers debate. 63% of consumers believe UK farmers are not paid enough and 58% are willing to pay more for fair pay (Davies, 2016). Morrisons have launched a “Milk for farmers” range (Gwynne, 2016) but many consumers have found the price paid is still not enough and are swapping to more ethical routes such as local farm shops and apps such as Farmdrop.

Demonstrating thorough support for farmers by increasing the percentage of profit they earn could sway a large percentage of consumers to switch to Morrisons. This is backed up by the fact that 23.6% of consumers have started shopping at certain supermarkets due to their ethical record (Statista, B, 2017).

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It is not only the product in the marketing mix which should be changed. Ethical shoppers can be attracted by Morrisons promoting their ethical practices in magazines such as ethical consumer and in advertisements to encourage interest.

Aside from attracting more shoppers, Morrisons may also be able to build sales, attract investment, maintain staff loyalty and motivation and enhance trust in the company (Invest Northern Ireland, 2017).

3.3 Increase Morrisons match and more usage As seen in appendix 5, Morrisons match and more card is not as successful as its rival’s (Sainsbury’s and Tesco’s) loyalty schemes. Currently for a one pound spend five points are earnt and money-off vouchers are automatically printed at the till in stores or petrol stations once 5,000 points have been accumulated (Wm Morrison Supermarkets PLC, C, 2017).

The age range of grocery shoppers using loyalty cards is level, with 76% of millennials and baby boomers and 78% of generation Z using store cards in the UK (Statista, C, 2017). This shows that a loyalty scheme needs to apply to everyone. The use of a mobile app alongside the plastic card could diversify the experience so more young people are encouraged to use Morrisons loyalty scheme.

Research shows that 80% of customers prefer the idea of a loyalty scheme on a mobile app than on a plastic card as they “don’t need another piece of plastic in their wallets” (Bacon, 2015).

A growing sector is the use of games on smartphones to encourage young consumers to share vital shopping data which allows supermarkets to generate deals just for them (Peachey, 2015). Morrisons could incorporate this by providing free credits for a game on the app whenever a purchase has been made instore or online. This does not mean that plastic cards should be cancelled - “It’s about choice,” (Fisher citied in Bacon, 2015).

Morrisons could also form a strategic alliance with companies such as restaurants where reward points can provide a discount. The scheme would rival Tesco’s Clubcard reward scheme where vouchers can be spent on activities and restaurants (Tesco Clubcard, 2017).

Section 4 - Strategy Two – Strategic online alliances 4.0 Strengthen Bonds with Ocado Strategy two should lead to the achievement of objective two. Morrisons are currently in a 25-year contract with Morrisons that started in 2013. The basis of the agreement is that Ocado will provide Morrisons with infrastructure such as technology, warehouse, staff and vans to fulfil Morrisons online grocery market whilst Morrisons will fund research into technology (Ruddick, 2013). The first

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warehouse based in London and store-picking system will open in 2018 with Morrisons planning to increase the number of non-food products it sells online (Butler, A, 2016).

The deal was revised in 2016, allowing Morrisons to use its own stores to pick products for delivery which will double its reach. Ocado also have fewer restrictions preventing it from working with other retailers. There are still however strict rules on alliances with the other big four supermarkets and also market challengers Aldi and Lidl (BBC, 2016).

Morrisons were at risk of damaging relations with Ocado when they partnered with Amazon for short term wholesale purposes. Nevertheless, the strategic alliance with Ocado has a long-term goal as they support Morrisons own online retail stores (Moore, 2016). The partnership with Ocado could still be improved on as Ocado’s distribution centres throughout the UK could be expanded to allow Morrisons greater customer reach (Ocado, 2017). The strategic marketing mix development of product will see Morrisons increase its online presence and take a larger portion of the market.

The online market is set to grow with a clear willingness of consumers to use virtual supermarkets (Nielsen, 2015) as identified in appendix one.

The product Morrisons supply is also changing as Ocado’s technology relies on systems such as automation (BBC, B, 2017). The stronger the bond Morrisons have with Ocado, and the greater the access to technology, the greater the competitive advantage they will have over online grocery market competition.

4.1 Continue supplying Amazon until internal resource completion As identified is appendix one, Amazon is a new entrant to the market that is increasingly becoming a market challenger with a growing market share (Elder, 2017). Amazons partnership with Morrisons offers ‘prime’ customers their weekly grocery shop within one hour (Butler, A, 2016). Allying with an Amazon has proven to be a competitive advantage for Morrisons. For example: when Amazon bid for ‘Whole Foods’ in June 2017, most major supermarkets shares dropped whilst Morrison’s climbed (Elder, 2017). The partnership allows Morrisons fans to receive products within the hour. The only other supermarket to offer delivery within an hour is Sainsburys who are still developing their ‘chop chop’ service available in London (Sillitoe, 2017).

The partnership with Amazon not only protects Morrisons from some of the effects Amazon will have on the industry, but also gives Morrisons a head start on delivering groceries from its stores, providing a much needed sales boost (Butler, A, 2016). The benefits however are only short term as Amazons rise is a large factor in Ocado’s falling profits (Rovnick, 2017). As Morrisons are in a 25year contract with Ocado, assisting in the growth of their main competition may be self-deprecation.

A head start on online delivery is a benefit to Morrisons until its partnership with Ocado is fully

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running. However, as Morrisons stake in Ocado grows, the alliance with Amazon should be ready to end.

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Section 5 - Appendices Appendix One – Supermarket Pestle Analysis

Political

Risk Potential Risk Opportunity

Brexit – Imports may be affected by any changes in laws. (BBC, A, 2017).

Monopoly restrictions – Takeovers may be blocked as each supermarket can only own a certain percentage e.g.. Tesco (The Guardian, 2007).

Sunday trading law - Calls have been made to relax closure on Sundays (Eleftheriou-Smith, 2016).

Sugar tax – This will increase prices of many products including supermarkets own brands (Boseley, 2016).

5p bag law – 5p bags are now being phased out by some supermarkets (Smithers, 2017).

Economical

Increase in minimum wage – could lead to loss of jobs (GOV.UK, 2017).

Merges and Takeovers – such as Sainsburys and Argos (Jahshan, 2016).

New Entrants to market - Amazon taking market share (Elder, 2017).

Misrepresenting accounts – Tesco had to pay a fine of £129m for misrepresenting accounts (Ruddick and Kollewe, 2017).

Buying crops years ahead – natural disasters could ruin crops (Selby, 2017).

Sociocultural

Consumer Ethics – affects consumer buyer behaviour (Bones, 2014).

Food trends - less red meat, vegetarian and added protein (Lempert, 2016).

More single people - smaller food packs and ready meals (Millard, 2015).

Convenience of 24 hour shops.

Accessibility – Aldi have introduced student shuttlebuses (Barrell, 2015).

Technological

Contactless cards and apple pay – Could alter where consumers shop if they can pay for goods easier (Titcomb, 2017).

Self-scan - means less staff are needed but increases theft (Knapton, 2016).

Online competition – Willingness to use virtual supermarkets (Nielsen, 2015).

Legal

Zero hour contracts – found to cause anxiety and may become illegal (McVeigh, 2014).

Taxation policies – push up food prices (Warrell, 2014).

Environmental Environmental protection – Supermarkets have the chance to improve their environmental impact (Tesco PLC, 2017).

Animal welfare – There is pressure on supermarkets to guarantee their supplies have had high animal welfare (Ethical Consumer, B, 2017).

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Appendix Two - Market attractiveness of 'the big four' supermarkets

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Appendix Three – Morrisons Company Overview

Wm Morrison Supermarkets PLC, A (2017). Wm Morrison Supermarkets PLC, B (2017).

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Appendix Four – Strategic Marketing Mix

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Appendix Five - Share of consumers holding supermarket loyalty cards and credit cards in the United Kingdom, in 2015 None of these

15%

Waitrose Credit Card

2%

ASDA Money Credit Card

2%

Card Type

Sainsbury's Credit Card

5%

M&S Credit Card

7%

MyWaitress Card

12%

Tesco Credit Card

13%

Morrisons Match and More Sainsbury's Nectar Card

28% 52%

Tesco Clubcard

66%

0%

10%

20%

30%

40%

Percetage

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50%

60%

70%

Adapted from: Statista, A. (2017).

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Appendix Six - Strategic Marketing Mix Changes Marketing Mix Product Place Price Promotion

Changes  British through Brexit  Increase of ethical practice  Increase online presence  Develop clear pricing strategy  Morrisons loyalty improvements  Promotion of ethical British products at a set value

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Appendix Seven – Tows Analysis

Internal Strengths (S)  Morrisons is well-situated as its processing plants are based locally in the UK (Kantar Retail, 2017).  Alliances with Ocado and Amazon (Moore, 2016).

Internal Weaknesses (W)  Exposed to commodity price fluctuations due to its membership in the European buying group AMS (Kantar Retail, 2017).  Morrisons match and more card is not as successful as its rival’s loyalty schemes (Statista, A, 2017).

External Opportunities (O)  “Promotions appear more about point scoring against competitors than engaging with customers and their needs” (Morrisons Spokesperson cited in Reuben, 2011).  Consumer Ethics – affects consumer buyer behaviour (Bones, 2014).  A big area of growth is the use of games on smartphones to encourage young consumers to share vital shopping data. (Peachey, 2015).

SO  Clear Pricing Strategy.  Increase and promotion of ethical practice.  British through Brexit.



External Threats (T)  Brexit – Imports may be affected by any changes in laws. (BBC, A, 2017).  Aldi and Lidl’s increase in market share (Ritson, 2017).  Online competition – Willingness to use virtual supermarkets (Nielsen, 2015).  Public reception showed an overwhelming backing for farmers with 63% of consumers believing UK farmers are not paid enough (Davies, 2016).

 

ST Price Match or less on everyday items.

Improve Strategic Alliances.

WO Increase Morrisons match and more loyalty card usage.

Adapted from: Weihrich, (1982).

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