Marketing Mix (4Ps) Analysis of LinkedIn Bridging the Global

Employment Gap
Posted by Addison on Jul-19-2022

About 4Ps Model

The 4p model of marketing comprises elements of the product, price, promotion, and place (Chernev, 2018; Kucuk, 2017). The model is
commonly referred to as the marketing mix. The marketing mix of the LinkedIn Bridging the Global Employment Gap allows and facilitates it in
achieving its marketing objectives as well as in positively influencing the target audience (Baines, Fill, & Rosengren, 2017). The elements
identified in the marketing mix are typically used by the LinkedIn Bridging the Global Employment Gap for marketing its product and service,
and for brand development and building activities. These elements are critically fundamental for the development and creation of marketing
plans and marketing strategies by the LinkedIn Bridging the Global Employment Gap – especially for developing and sustaining competitive
advantage (Chernev, 2018; Stead & Hastings, 2018; Grewal & Levy, 2021). LinkedIn Bridging the Global Employment Gap ensures that the
elements identified for the marketing mix model work together cohesively, and complement each other in all its marketing strategies and
plans (Abratt & Bendixen, 2018; Deepak & Jeyakumar, 2019).

Product
The product refers to the actual good or service that is being marketed to the consumers by LinkedIn Bridging the Global Employment Gap,
and which will be consumed by the target audience of the LinkedIn Bridging the Global Employment Gap (Groucutt & Hopkins, 2015). The
product or the service being offered by LinkedIn Bridging the Global Employment Gap largely aims to fulfill a market need and demand, as
well as works to create demand by providing a unique and fulfilling customer experience (Stead & Hastings, 2018; Sahaf, 2019).

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Quality
Product quality for LinkedIn Bridging the Global Employment Gap largely refers to how well the company is able to satisfy the customers’
needs and demands through its product and service offerings (Baines, Fill, & Rosengren, 2017; Deepak & Jeyakumar, 2019). In addition to this,
the product quality for LinkedIn Bridging the Global Employment Gap further includes the adherence of the company and its product and
service offerings to industry standards and benchmarks as well as the ability of the same to serve its meaning and purpose comprehensively
(Iacobucci, 2021; Groucutt & Hopkins, 2015; Chernev, 2018).

Customer demand fulfillment

The ability of the product and service to fulfill customer demands as well as its purpose, and to work efficiently and effectively are important
facets of product quality for LinkedIn Bridging the Global Employment Gap (Iacobucci, 2021; Deepak & Jeyakumar, 2019). LinkedIn Bridging
the Global Employment Gap ensures that its products are available for customers at affordable prices by controlling internal costs (Wu & Li,
2018).

Warranty
The warranty extended by LinkedIn Bridging the Global Employment Gap includes the guarantee that the company to its customers regarding
the functioning and the quality of the purchased food and service (Abratt & Bendixen, 2018). In addition, LinkedIn Bridging the Global
Employment Gap’s warranty also includes any compensation that the company has promised to give the customers in case the product and
service fall short of the marketed benefits and functionalities (Išoraitė, 2016; Grewal & Levy, 2021; Kucuk, 2017).

Packaging
LinkedIn Bridging the Global Employment Gap focuses thoroughly on the packaging and makes sure it includes the process of designing,
evaluating, and developing a container for the products and services being manufactured and marketed (Deepak & Jeyakumar, 2019; Baines,
Fill, & Rosengren, 2017). The packaging of the product and the service allows LinkedIn Bridging the Global Employment Gap to highlight the
product's purpose, as well as provides ease in transportation, gives room for more prolonged shelf life, and creates a unique and delightful
customer experience (Kareh, 2018; Park, 2020).

Brand
The LinkedIn Bridging the Global Employment Gap invests in developing brands out of its products and service offerings. This means that the
LinkedIn Bridging the Global Employment Gap engages in brand-building activities for its offerings i.e. associating specific designs and
communications with its products to ensure differentiation, and easier communication with the target audience (Gillespie & Swan, 2021).

Building the brand

The branding-building activities undertaken by the LinkedIn Bridging the Global Employment Gap ensure that its target audience is better able
to relate to the offerings (Abratt & Bendixen, 2018). Through this, the LinkedIn Bridging the Global Employment Gap ensures higher loyalty
and repeat purchases, as well as positive perception creation for its offerings (Khan, 2014; Kareh, 2018).

Features
Product features or characteristics refer to the product traits and attributes present in the offerings of LinkedIn Bridging the Global
Employment Gap that allow the company to successfully deliver unique value to customers through the products and services manufactured
and offered (Varadarajan, 2015; Kotler & Keller, 2021). The product traits and features also allow LinkedIn Bridging the Global Employment Gap
to create points of differentiation from the competition for its offering (Kotler & Keller, 2021; Park, 2020).

Product style
LinkedIn Bridging the Global Employment Gap makes sure to focus on the design and the look of the product, and the ability of the same to
meet the expectations and lifestyle of the target audience (Groucutt & Hopkins, 2015). The LinkedIn Bridging the Global Employment Gap
ensures that the product style and design complement its features and purpose.

Functionality
LinkedIn Bridging the Global Employment Gap makes sure that the product manufactured fulfills its purpose, and meets customer expectations
(Abratt & Bendixen, 2018). LinkedIn Bridging the Global Employment Gap focuses on the product design, and how well it is able to fulfill the
demands of the customers, as well as fill in the market gap (Baines, Fill, & Rosengren, 2017)
Experience
LinkedIn Bridging the Global Employment Gap products provide the customers with an exceptional and unique experience upon consumption
(Kotler & Keller, 2021). This experience includes interaction with the products that leads to different unique and positive customer feelings and
helps the LinkedIn Bridging the Global Employment Gap maintain differentiation from the competition (Varadarajan, 2015; Kotabe & Helsen,
2020).

Availability
LinkedIn Bridging the Global Employment Gap ensures that its product and service offerings are available for its target consumers at various
retail setups. The easy availability ensures that consumers are able to purchase the offerings of LinkedIn Bridging the Global Employment Gap
from various locations, allowing the LinkedIn Bridging the Global Employment Gap to create an advantage over competing players (Kotler &
Keller, 2021; Chernev, 2018).

Convenience
One point of focus for LinkedIn Bridging the Global Employment Gap in its product offering is convenience. The LinkedIn Bridging the Global
Employment Gap ensures that its products and service are easy and convenient to use. The factor of convenience allows LinkedIn Bridging the
Global Employment Gap to enjoy a higher consumption rate, as well as increased sales and trials (Kotabe & Helsen, 2020; Kucuk, 2017).

After-sales service
LinkedIn Bridging the Global Employment Gap caters to after-sales queries and demands of customers, which also includes processes of
returns as well as exchanges. The after-sales service of company LinkedIn Bridging the Global Employment Gap is detrimental and critical in
determining customer satisfaction with its offerings (Iacobucci, 2021; Chernev, 2018).

Sizes
LinkedIn Bridging the Global Employment Gap has different SKUs in the product available. LinkedIn Bridging the Global Employment Gap has
its products available in various SKU sizes which helps the company boost its sales, as different customer groups have different demands for
the product quantity – depending on their usage, income as well as lifestyle (Grewal & Levy, 2021; Deepak & Jeyakumar, 2019).

Price
The element of price in the marketing mix refers to the value that customers pay for the service or the product offered by LinkedIn Bridging
the Global Employment Gap. The pricing strategy and the price of the offerings are critical because it determines three success for LinkedIn
Bridging the Global Employment Gap by directly influencing the profit levels and revenue for the company (Kotabe & Helsen, 2020; Kotler &
Keller, 2021; Deepak & Jeyakumar, 2019).

Discounts
One of the ways through which the LinkedIn Bridging the Global Employment Gap influences its pricing strategies is through offering
discounts on its product and service offerings. Discounted pricing for the LinkedIn Bridging the Global Employment Gap means that LinkedIn
Bridging the Global Employment Gap decreases the price of the product and service in order to generate interest, or even unload excessive
inventory and stock; as well as for boosting sales (Baines, Fill, & Rosengren, 2017).

Margins
LinkedIn Bridging the Global Employment Gap makes room for margins through the additional value charged in price over the cost – which
allows the LinkedIn Bridging the Global Employment Gap to build profit for its offerings (Kucuk, 2017). The margins available to the LinkedIn
Bridging the Global Employment Gap largely depend on the offering and its quality itself, in addition to the brand equity and brand value of
the company.

Payment method
A significant factor of the pricing element of the marketing mix for the LinkedIn Bridging the Global Employment Gap includes the payment
methods that the company offers (Kotler & Keller, 2021; Abratt & Bendixen, 2018). Since the LinkedIn Bridging the Global Employment Gap
largely operates distribution to retail via agents and retailers, it ensures the inclusion of different payment methods. This includes digital
payment, cash payment, as well as credit allowances (Grewal & Levy, 2021; Groucutt & Hopkins, 2015).

Pricing strategy
Penetrative pricing strategy
For LinkedIn Bridging the Global Employment Gap, the penetrative pricing strategy is adopted as it allows the company higher trial generation
of its products and services in the desired target market, as well as allows the building of a broader reach for its product offerings by ensuring
easier affordability (Baines, Fill, & Rosengren, 2017).

Introductory pricing strategy

For new products that the company launches, LinkedIn Bridging the Global Employment Gap ensures to adopt an introductory pricing
strategy. This means that the company prices its products and service offerings at relatively lower prices than the competition. This
introductory pricing strategy allows the company to increase trial generation, achieve higher penetration, as well as lead to the generation of
increased brand awareness and recall (Kucuk, 2017).

Aggressive/competitive pricing strategy

For existing products, LinkedIn Bridging the Global Employment Gap uses a competitive and aggressive pricing strategy. This ensures that the
products are available readily at competitive prices. Aggressive and competitive pricing strategies allow the LinkedIn Bridging the Global
Employment Gap to experience high rates of growth and experience by allowing the buildup of consumer loyalty and following based largely
on product attributes and quality instead of price– leading to the generation of higher brand equity and value for LinkedIn Bridging the Global
Employment Gap (Deepak & Jeyakumar, 2019).

Place
The element of place within the 4Ps model of the marketing mix largely refers to the locations where company LinkedIn Bridging the Global
Employment Gap stocks its product and service offerings for consumers' accessibility and purchase. LinkedIn Bridging the Global Employment
Gap ensures to include all possible placements which are easily accessible to and available for the company's target audience (Iacobucci, 2021;
Išoraitė, 2016). With the advancement of technology, LinkedIn Bridging the Global Employment Gap has expanded the placement of its
products beyond the traditional brick-and-mortar retail spaces, to include modern Omni channel retail platforms as well (Iacobucci, 2021).

Physical stores/retail
The physical retail and stores i.e. the traditional brick and mortar spaces continue to be the prioritized locations for product placement by
LinkedIn Bridging the Global Employment Gap (Iacobucci, 2021; Groucutt & Hopkins, 2015; Abratt & Bendixen, 2018).

Retail types
These include hypermarkets, upper markets, and smaller grocery stores - all of which allow increased accessibility and availability of LinkedIn
Bridging the Global Employment Gap’s products and services to its target audience. Physical retail has a higher footfall and allows direct
interaction of the LinkedIn Bridging the Global Employment Gap brand and its product offerings with the consumers (Groucutt & Hopkins,
2015; Groucutt & Hopkins, 2015; Chernev, 2018).

E-commerce
E-tailers
The LinkedIn Bridging the Global Employment Gap also stocks its products on e-commerce retail shops – such as amazon. This allows the
LinkedIn Bridging the Global Employment Gap higher access and penetration in other markets, as well as in secondary consumer groups.
Moreover, e-commerce retailing is more cost-effective for the LinkedIn Bridging the Global Employment Gap (Wu & Li, 2018; Chernev, 2018;
Baines, Fill, & Rosengren, 2017).
Company-owned website
In addition to stocking products with other e-trailers, the LinkedIn Bridging the Global Employment Gap also manages orders through its own
website, where consumers can place orders for LinkedIn Bridging the Global Employment Gap’s products directly. This allows the LinkedIn
Bridging the Global Employment Gap greater control over stock and inventory management, as well as distribution networks – allowing the
buildup of stronger relations with consumers.

Lastly, the LinkedIn Bridging the Global Employment Gap also takes limited orders through social media pages and platforms (Wu & Li, 2018;
Baines, Fill, & Rosengren, 2017).

Aggregators
Another way through which LinkedIn Bridging the Global Employment Gap uses e-commerce is by stocking its offerings with aggregators
(Kucuk, 2017). This allows the LinkedIn Bridging the Global Employment Gap to maximize its reach and increase penetration. At the same time,
it also allows increased trial generation and repeats purchases for the LinkedIn Bridging the Global Employment Gap product offerings
(Išoraitė, 2016; Groucutt & Hopkins, 2015).

Specialty stores
Interestingly, the LinkedIn Bridging the Global Employment Gap also stocks its products with specialty stores (Grewal & Levy, 2021). This gives
the company direct exposure to its target market and audience and allows the consumers to directly interact with the brand and its offerings-
without too much clutter (Kotler & Keller, 2021; Gillespie & Swan, 2021). The specialty stores are located in prime locations, and allow LinkedIn
Bridging the Global Employment Gap higher penetration and reach, leading to increased brand awareness for its product offerings (Groucutt
& Hopkins, 2015; Išoraitė, 2016).

Direct sales
The LinkedIn Bridging the Global Employment Gap also has a trained sales team for making direct sales (Kotler & Keller, 2021). LinkedIn
Bridging the Global Employment Gap targets not only B2C consumers but also B2-B consumers (Chernev, 2018; Grewal & Levy, 2021). Both
these categories, also make use of direct marketing whereby the sales agents and teams visit the target audience and business directly and
detail the product features and benefits (Kotler & Keller, 2021; Groucutt & Hopkins, 2015).

B2B and direct sales

LinkedIn Bridging the Global Employment Gap’s team makes sales instantly during field visits for the company (Sahaf, 2019; Stead & Hastings,
2018). The target audience is carefully profiled and selected by the LinkedIn Bridging the Global Employment Gap so that the sales
representatives are able to filter out the clutter (Gillespie & Swan, 2021; Išoraitė, 2016). LinkedIn Bridging the Global Employment Gap is able
to easily contact and communicate with the desired business groups only (Groucutt & Hopkins, 2015; Abratt & Bendixen, 2018).

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Inventory management
LinkedIn Bridging the Global Employment Gap effectively manages its inventory and fulfills the retailer's demand in time to ensure that it
manages customer relations efficiently – and does not lose any customers. LinkedIn Bridging the Global Employment Gap has also introduced
automation in inventory management which allows it to improve efficiency and speed, and reduce error rates (Park, 2020; Gillespie & Swan,
2021; Kucuk, 2017).
Transportation
For LinkedIn Bridging the Global Employment Gap, this includes choosing cos effective transportation means for inventory handling, as well as
order deliveries to customers, as well as retailers. The company uses third-party transportation, as well as manages its own in-house
transportation networks for ensuring on-time order deliveries (Abratt & Bendixen, 2018; Chernev, 2018; Grewal & Levy, 2021).

Promotion
The element of promotion in the marketing mix for LinkedIn Bridging the Global Employment Gap largely refers to the tactics and activities of
communication that the company has adopted for promoting its products and services – including the brand, and its offerings, as well as other
product features, characteristics, and activities (Varadarajan, 2015; Gillespie & Swan, 2021). The communication is largely targeted toward the
LinkedIn Bridging the Global Employment Gap's target audience and is aimed to increase brand awareness, brand loyalty as well as sales of the
company (Wu & Li, 2018; Grewal & Levy, 2021).

Direct marketing
For its more specific products and offerings, LinkedIn Bridging the Global Employment Gap uses direct marketing. LinkedIn Bridging the Global
Employment Gap directly emails potential customers- especially its B2B consumers for detailing its product offerings and features. LinkedIn
Bridging the Global Employment Gap uses personalized messages and captures new clients and customers for the business. In addition to
direct emailing, the LinkedIn Bridging the Global Employment Gap also makes use of telemarketing and direct mail for targeting audiences
through direct marketing (Chernev, 2018; Sahaf, 2019).

In-store promotion
LinkedIn Bridging the Global Employment Gap also focuses on in-store promotions for appealing to the customers, and boosting sales as well
as raising brand awareness and profile of its offerings (Baines, Fill, & Rosengren, 2017). For LinkedIn Bridging the Global Employment Gap, the
in-store promotions include offering price discounts, loyalty points, and flash sales for its products. In addition, the company also invests in
building up the POS within the store locations (Stead & Hastings, 2018; Groucutt & Hopkins, 2015).

Social media marketing

One of the more contemporary forms of marketing and promotion for LinkedIn Bridging the Global Employment Gap includes social media
marketing. The company has an official presence and profiles on social media platforms such as Facebook and Instagram, and regularly uses
these platforms to promote its offerings, and product features and characteristics (Stead & Hastings, 2018). In addition, these platforms are
also used by LinkedIn Bridging the Global Employment Gap to inform consumers about using sales and discounts to increase in-store footfall.

Traditional advertising
The LinkedIn Bridging the Global Employment Gap continues to use traditional marketing tactics and promotional platforms as well – largely
for mass marketing purposes. The company especially focuses on TV advertisements, ad print media advertising for this purpose (Išoraitė,
2016; Iacobucci, 2021).

TV
TV advertisements are generally placed in prime time for higher visibility and reach by LinkedIn Bridging the Global Employment Gap. The TV
advertisements use functional as well as emotional appeals to communicate the message of the LinkedIn Bridging the Global Employment Gap
to the audiences (Iacobucci, 2021; Stead & Hastings, 2018).

Print
Print media and advertisements are published in newspapers and magazines – both of which are generally consumed in high proportion by
the broader target audience of the LinkedIn Bridging the Global Employment Gap (Chernev, 2018; Iacobucci, 2021; Stead & Hastings, 2018).

Radio
The LinkedIn Bridging the Global Employment Gap also places advertisements on the radio to appeal to a segment of the target population.
The radio communications by the LinkedIn Bridging the Global Employment Gap are usually shorter and focus on functional appeal only (Park,
2020; Išoraitė, 2016; Groucutt & Hopkins, 2015).

Integrated marketing communications

The advertisement and promotional messages by LinkedIn Bridging the Global Employment Gap for all mediums and channels however are
built on an integrated plan, and ensure that they reflect messages and communication that is similar to the overall campaign to void confusion
and discrepancies (Gillespie & Swan, 2021; Kotler & Keller, 2021). The use of integrated marketing and integrated media has allowed the
LinkedIn Bridging the Global Employment Gap to build strong relations with the consumers through prompting conversations and discussions
directly with them (Deepak & Jeyakumar, 2019; Sahaf, 2019; Stead & Hastings, 2018).

Conclusion
The 4p model or the marketing mix is an important aspect of brand building and development for the LinkedIn Bridging the Global
Employment Gap and significantly guides the company in the chalking out of its strategic marketing goals and plans. The marketing mix
model or the 4P model has helped the LinkedIn Bridging the Global Employment Gap in increasing its products’ and services’ reach and
penetration and witness high levels of expansion and growth. The model has also led LinkedIn Bridging the Global Employment Gap towards a
better understanding of its target audience and consumers. This understanding, in turn, has fostered strong emotional relations and increased
loyalty on part of consumers towards the company – leading to an overall increase in the brand value and brand equity, as well as higher levels
of brand affiliation, brand awareness, and brand recall. Together, the marketing mix has helped the company boost its sales and revenue by
aligning its offerings with the needs and demands of the consumers, and the market more effectively and efficiently.

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Gap?

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References
Abratt, R., & Bendixen, M. (2018). Strategic marketing: Concepts and cases. New York, United States: Routledge.

Baines, P., Fill, C., & Rosengren, S. (2017). Marketing. New York, United States: Oxford University Press.

Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg, Germany: Cerebellum Press.

Deepak, R., & Jeyakumar, S. (2019). Marketing management. New Delhi, India: Educreation Publishing.

Gillespie, K., & Swan, K. (2021). Global marketing. New York, United States: Routledge.

Grewal, D., & Levy, M. (2021). M: marketing. New York, United States: McGraw-Hill Education.

Groucutt, J., & Hopkins, C. (2015). Marketing. London: Macmillan International Higher Education.

Iacobucci, D. (2021). Marketing management. Boston, Massachusetts, United States: Cengage Learning.

Išoraitė, M. (2016). Marketing mix theoretical aspects. International Journal of Research-Granthaalayah, 4(6), 25-37.

Kareh, A. (2018). Evolution of the four Ps: Revisiting the marketing mix. Retrieved June 2022, from
https://www.forbes.com/sites/forbesagencycouncil/2018/01/03/evolution-of-the-four-ps-revisiting-the-marketing-mix/

Khan, M. (2014). The concept of ‘marketing mix’and its elements. International journal of information, business and management, 6(2), 95-107.

Kotabe, M., & Helsen, K. (2020). Global marketing management. Hoboken, New Jersey, United States: John Wiley & Sons.

Kotler, P., & Keller, K. (2021). Marketing Management (15th global edition). London, United Kingdom: Pearson Education Limited.

Kucuk, S. (2017). Marketing and Marketing Mix. In Visualizing Marketing (pp. 3-7). London, United Kingdom: Palgrave Macmillan.

Park, S. (2020). Marketing management (Vol. 3). Retrieved June 2022, from
https://books.google.com.pk/books/about/Marketing_Management.html?id=p6v7DwAAQBAJ&redir_esc=y
Sahaf, A. (2019). Strategic marketing: Making decisions for strategic advantage. New Delhi, India: PHI Learning Pvt. Ltd.

Stead, M., & Hastings, G. (2018). Advertising in the social marketing mix: getting the balance right. In Social Marketing (pp. 29-43). London,
England: Psychology Press.

Varadarajan, R. (2015). Strategic marketing, marketing strategy and market strategy. AMS review , 5(3), 78-90.

Wu, Y., & Li, E. (2018). Marketing mix, customer value, and customer loyalty in social commerce: A stimulus-organism-response perspective.
Internet Research., 28(1), 74-104.

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