gines with the mix of penetration and prestige pricing, they use penetration pricing for pure version of the car and prestige pricing strategy for the prestige and dynamic version of the car. Excluding the customers who are not sensitive to prices and care more about brand value, appearance, comforts and environmental friendliness than prices, a great number of customers have high price sensitiveness and prefer lower prices and high quality products. However, this mixed pricing strategy will confuse the consumers about the brand value to some extent (Mitchell and Papavassiliou 1999). Furthermore, Land Rover also has its own price distinctiveness all over the world. Using Range Rover Evoque as an example, in the UK, the minimum price of SD4 Diesel is ￡29205; the same types in United Stated and China are ￡25482 and ￡58383 respectively.
Thirdly, A more efficient distribution channel would bring less cost in delivery and help to enhance service quality and customer satisfaction (Jobber 2001). It could be found that a traditional exclusive distribution channel would lead to inconvenience for customers when they needed repairs or maintenance services, so channel integration with international networks was formulated. As stated in the company’s annual report, Land Rover has overall 174 markets, through a global network of 18 national sales companies, 83 importers, 61 export partners and 2241 franchise sales dealers. For further penetrating Chinese market, Land Rover co-branded with its partnership Chery Automobile China to set up the biggest parts distribution centre in China in order to facilitate delivery and rapidly response to the dealers and the end consumers’ parts ordering with this centre being capable of supporting 2,000 outbound lines per day. Nevertheless, co-branding will influence a brand’s positioning when customers blame the originated brand with their dissatisfaction towards] new products, and bring with it a number of risks to damage the originated brand equity (Washburn et al 2000).
Finally, Chu and Keh (2006) has stated: “without adequate capitals invested in promotion, it might be difficult for firms to build their own brand value”. All the entire effort Land Rover has exerted on promotion is to improve consumers’ loyalty towards its brand value and deliver its brand spirit-adventure. Land Rover organised a series of activities, such as off-road challenges, fun drives and rallies. A specially designed off-road simulation test track was constructed outside the showroom in Kollupitiya, to demonstrate the brand’s off-road supremacy. Besides these, Land Rover has one of the most active owners club – the LROC. With its membership, the LROC renders yeoman service towards promoting the link between Land Rover and the spirit of adventure. On the other hand, improving corporate social responsibility (CSR) is an approach to enhancing customers’ awareness of brand value, thus improving the sales of products. Melo and Galan (2010) concluded that when CSR is optimally conducted in the business context, it will maximally contribute to the improvement of brand value. Through Land Rover’s community and global CSR, the company not only improves the value of its brand, but also gets young people to have the opportunity to access advanced knowledge through education partnership, and gets the lives of millions of people improved.
The new marketing mix integrated with relationship marketing 整合关系营销的新营销组合
However, tangible products are not the only factor in the evaluation of the success
