Summative Assessment: NTU EMBA started Jan 2017

MKTG45256: Managing Marketing

Student: N0748187

26 July 2017
Words: 3992

The Marketing Audit of John Lewis and their Home & Interiors
Department.

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This submission is the result of my own work. Primary and secondary

sources of information and any contributions to the work by third parties,

Other than my tutors, have been fully and properly attributed. Should this

statement prove to be untrue I recognise the right and duty of the Board of

Examiners to take appropriate action in line with the university’s regulations

on assessment’.

Signed ………… N0748187………………………… Dated ……26/07/2017………

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SET Marketing

Simple Effective on Target

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Contents
Executive summary................................................................................................................................5
Introduction...........................................................................................................................................5
Marketing Audit.....................................................................................................................................7
The Home interior market.....................................................................................................................7
Strategic Audit...................................................................................................................................8
Macro Analysis...................................................................................................................................8
Political Factors..............................................................................................................................8
Economic factors............................................................................................................................9
Social/Cultural Factors.................................................................................................................10
Technological Factors...................................................................................................................10
Micro Analysis..................................................................................................................................10
Industry Competitors...................................................................................................................10
Threat of New Entrants................................................................................................................11
Bargaining Power of Buyers.........................................................................................................11
Bargaining Power of suppliers......................................................................................................12
The threat of substitutes..............................................................................................................12
SWOT Profile....................................................................................................................................12
Marketing Objectives for John Lewis and review.............................................................................12
Price.............................................................................................................................................12
Product........................................................................................................................................13
Place............................................................................................................................................13
Promotion....................................................................................................................................14
Conclusion...........................................................................................................................................14
Appendix A..........................................................................................................................................16
References...........................................................................................................................................17

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Executive summary

The following report will provide current market analysis for John Lewis Partnership and in particular
their Home & Interiors department.
John Lewis has survived for 153 years and operating as long as marketing started its journey into the
business world. It is fascinating to see how John Lewis despite very turbulent 2000’s adapted the
latest marketing tools and techniques and managed to progress and reinvent itself from a Trusted
brand to and Loved & Trusted one.
We will look in detail at the most recent trends in home interiors and design services market, analyse
it and reflect how John Lewis positions itself in this market.
There is a new dominant logic in marketing where its underlying philosophy is that all products and
services, as well as the customer, are operant resources and treated as such if this marketing applied
in real life commercial environment will generate a long term viable and profitable business.
In this report after we analyse the market and position of John Lewis, we will look into if and how
this logic is manifesting in the company and how potentially can be the new evolutionary step for
John Lewis in the next 5 to 10 years.

Introduction
A dominant logic is continuously evolving in marketing (Vargo and Lusch 2004). Operand resources
(tangible items and products) were and in many cases still are the primary focus of companies.
Operant resources add value to products as well as generating more operant resources, for example,
skills that are augmented into products and services that generated from those products, like John
Lewis’s home & interiors department.
Our consultancy will look into the details of how the Home and interiors department of John Lewis is
marketed and how they are evolving towards this New Dominant Logic for marketing.

We will look into more detail of this department and critically analyse and report their new
transitional period and their marketing strategy after conducting our analysis.
We will start with a market research on Home and interiors and from the market analysis, we will do
a Macro and Micro analysis for John Lewis’s home department.

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Various tools are available for this analysis. PEST or PESTEL, BCG, GE-McKinsey nine-box matrix, VRIO
model (Wheelen 2002), Porter's Five Forces and SWOT are the most commonly used.
A SWOT (Learned, Andrews et al. 1965) analysis can be sufficient as a standalone framework
generating an assessment for John Lewis’s marketing strategy as it looks at both Macro and Micro
environments. While PESTEL looks in depth Political, Economic, Social, Technological, Environmental,
Legal external forces (Fahy John 2015), they are mainly part of the external macro environmental
factors that influence John Lewis and can generate a lot of information. SWOT can include all those
factors in a simpler easy to follow form and PEST can be included in the Opportunities and Threats in
SWOT.
SWOT analysis on its own can oversimplify John Lewis’s data while it is too easy to miss some of the
external factors.
Using PEST analysis, we can identify the Macro environment forces that potentially act upon John
Lewis and input them into SWOT’s Opportunities and Threats.
The micro environment factors will be analysed by Porter's Five Forces. BCG and the improved GE-
McKinsey nine-box matrix (Kotler 2008), (Quickmba.com 2010) could be used to examine the internal
environment of John Lewis. Although those tools offer in depth industry information, they have their
limitations. As argued by (Kotler 2008), (Quickmba.com 2010) the main limitations are; they can be
complicated, challenging and time-consuming to implement. They offer a limited view of the
Business Units interactions and their advice is limited for future planning. Though they could provide
a high growth suggestion. In the current economic climate thought, they are not compatible the way
John Lewis’s positioning its self for the future to become a loved brand all year around (Hobbs 2017)
and with sustainable growth for the next decade (Lewis 2017a).
At the moment John Lewis has a turnover but lacks profitability (Lewis 2017a). Porter's Five Forces
although a simple tool (Fahy John 2015) and (mindtools.com 2017) it will give us an understanding of
John Lewis’s competitive forces in the Home Department and help us suggest potential profitability.
Porter's Five Forces have a limitation on multi-functional organisations (Boundless 2017) like John
Lewis thought this disadvantage becomes an advance applied to a single department of John Lewis.
Porter's Five Forces can generate false conclusions when not considering - uncertainty (Boundless
2017) and the fast changing as well as the very competitive environment of home and interior
markets.
VRIO marketing framework (Jurevicius 2013) is mainly suitable for single product marketing. Though
it is adaptable, for this study, it will not be implemented

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Our consultancy likes to keep things simple, efficient and to KISS (Kotler 2008) “Keep It Simple
Stupid.”

Finally, we will present our Marketing mix for the Home and interiors department. 7Ps (Booms 1981)
might be more comprehensive but are predominantly used in the service industries.
John Lewis’s home department includes bespoke services, though it is predominantly product
orientated so to simplify our analysis we will use the 4 Ps (McCarthy 1965) Product, Price, Promotion,
Place to reflect on John Lewis positioning
In Conclusion of our marketing research and analysis, we will offer suggestions and views of John
Lewis’s current marketing plan for their Home and interiors department and conclude if they are
adapting to this new dominant logic in marketing.

Marketing Audit
John Lewis is one of the key and major players in the retail industry offering a broad range of
products and services (Lewis 2017b). Their ability to operate for the last 153 years is underlined by
their constitution and ability to be adaptive and flexible (Lewis 2017e). Diversifying and being more
than just a retailer offers the opportunity to branch off and provide new products and services. One
of them is their Home and Design service department.
From John Lewis’s 2016 annual report (Lewis 2017c), although sales were up profit was down. The
same pattern followed in the 2017 report (Lewis 2017a).
Since 2015 John Lewis has recognised early shifts in the market that can become opportunities
(Lewis 2017c). This realisation shows determination from John Lewis to adapt and diversify. From
their last few years financial statements (Lewis 2017c) there is a continuous growth in the Christmas
sales. Since 2008 John Lewis, by reworking their marketing strategy managed to become from a
Trusted Brand to a Loved & Trusted Brand (Hobbs 2017). From the 2016 annual report, it is evident
that they have achieved their goals though they are mainly loved and trusted brand at Christmas
only.
John Lewis’s primary asset is The Home and interiors department (including home technology), and it
is growing rapidly (Slide 2015), (Maker 2016), (Maker 2014) as people’s shopping trends have
changed (Bulman 2017)

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The Home interior market
The Home interiors market in the UK is worth £28.6 Billion and is expected to grow by 14.8% by the
end of 2021 (Westgarth 2017b). Almost a quarter of this market is the living and dining sector.
Accessorising the household and creating a unique environment to live in, even in a turbulent
economy is a significant spending in the UK (Westgarth 2017a). You can say that home interior is like
real chocolate; it makes you feel good without feeling guilty. Another sector in the home interiors is
The Connected Home. Consumers are aware of The Internet of Things (Parrett 2016), through a slow
start, the industry is expected to grow globally to 120 Billion USD by 2022 (mordorintelligence.com
2017).
When it comes to home and interiors, people are engaged on an emotional level. Injecting
personality to their homes (Westgarth 2017b),(Westgarth 2017a) is an essential element for
shopping for home decor. People like to experiment styling their home and over 45’s like choice. In
general people like something more stylish and fashionable for their homes since they spent more
time at home and the home is becoming a hub of entertainment for friends and family. Also people
increasingly working from home (Westgarth 2017a) raises the demand for a better living
environment. Finally, market research shows us that advice on home design is the second most
sought after service in department stores (Sender 2017).

At this stage in a “traditional” market audit, we would be performing a consumer market

segmentation. MINTEL financial tracker suggests that consumer confidence is not picking up for
department stores like John Lewis (Sender 2016). Although the Home décor market is based on a
well buoyant home market and by its nature is very unpredictable. The home interiors market
incorporates the whole family and to an extent spending for home is essential for all household
incomes and classes. The new dominant logic (Vargo and Lusch 2004) suggests a holistic market
approach, where the market segmentation is abandoned, while current marketing framework tools
can be used to work in complex and adaptive environments like in department stores.

Strategic Audit

Macro Analysis
Political Factors
John Lewis prides its self on its democratic partnership model for all employees seen as partners.
According to UK employment regulations (Gov.Uk 2017), partners classed as self-employed with
limited rights; their rights only include discrimination and health & safety. In the case of Tiffin v

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Lester Aldridge LLP (Preece 2012) the Court of appeal ruled that someone as a partner cannot claim
employee rights. As argued by (Preece 2015) Member or Employee dual status is not possible and
terms of employment must be clarified. John Lewis constitution (Lewis 2017d) states the status of all
its member as partners, although it specifies that a long term employment is their goal, the fact
remains that partners are not employees. In the latest statement from the new director Paula
Nickolds, there will be redundancies (Jahshan 2017) thus potentially giving a negative impact on the
partnership values and potentially generate employment disputes that are not easily solved in courts
under the current employment regulations.

Brexit potentially can affect sales in the home department thought since John Lewis is operating
currently in the UK it might not affect them directly. Indirectly there is evidence of split opinion after
Brexit as suggested by online comments for example (Butler 2017). According to those online
comments, some people may stop shopping at John Lewis because of the media they use to
advertise are associated with “hate speech”.
Brexit also appears to slowing consumer confidence (Perkins 2017).
Although John Lewis operates within their CSR manifesto there could be potential issues in the
future if regulations change regarding the use of leather in their home interiors products as pointed
out in the (Ethical_Consumer 2017) report; this matter requires attention.

Economic factors
HMRC identified an accounting error of £36 million in the calculation of minimum salary (BBCnews
2017). As a result, John Lewis accounts showed worse performance that was recorded in their report.
(Lewis 2017a). This situation is challenging John Lewis with their growth plans implementation in
2017.
There is currently some mention in the media that the UK is overdue for an interest rate increase. As
a result, it could potentially tighten the household budget (Webb 2017). Although unemployment is
at its lowest, salaries have not increased, while some households because of high mortgages may
end up with less disposable income to purchase home interiors. Higher interest rates deter spending
on credit (Brassington 2013) especially on larger ticket items like; sofas, whole house redesign or a
full set of blinds. On the other hand, because of the high house prices, people tend to spend more
for their homes (Westgarth 2017a).
Low interest rates have helped the home interior market, as argued by (Fahy John 2015) any change
in interest rates is followed immediately by changing consumer spending habits.
There is no indication for VAT to change, adding some stability in the consumer market since any
increases on VAT usually passed to customers.

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Import duties may affect the John Lewis home department although many home interior items and
services are available from within the UK (Lewis 2017f). The issue may arise further along in the
supply chain especially the origin of raw materials that might need to be imported.

Social/Cultural Factors
The type of goods and services demanded by consumers depends on their social background,
attitudes and beliefs (Fahy John 2015).
Although John Lewis home department operates in the UK at the moment, so there are no broad
global cultural considerations, there is a perception being a middle to upper classes shopping
destination.
There is a shift in bespoke, more individual home interiors that appeal to a wider age and class
customer audience.
An emerging demographic of people marrying later or stay single (Knipe 2016) in combination with
busy lifestyles and increasing demand to work from home (Ellis 2016) or part time as well as
entertaining friends (mainly amongst young professionals), may affect the market for the home and
interiors.

Technological Factors

When it comes to technological forces that affect Home interiors the field is vast and very diverse
(Wright 2014).
Augmented reality apps, in-store and online product sales integration, digital printing and CNC
machines, crowd sourcing designs and products, methods of payments and loyalty schemes,
personalisation AI algorithms, smart connected home, advanced manufacturing techniques and new
e-commerce models are some of the current technologies that affect home interiors and design.
Social media and mobile apps are shaping the Home interiors market and its nature (Wright 2014).
As simple as a single tweet or online comments and recommendations can make or break a line of
products or a service. Social media creates the need to have, emulate or desire (Whitbourne 2013).

As presented by (Fahy John 2015) technology can offer new opportunities and need for investment
hence creating more augmented products with services where more complex systems emerge (Vargo
and Lusch 2004).

Micro Analysis

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Industry Competitors
John Lewis home & interiors department is the largest most dominant in the UK market among all
other department stores (Sender 2016). John Lewis has an at least 50% competitive advantage than
of House of Fraser, the second largest department's store in home interiors.
Smaller interior stores collectively could be a larger threat.
IKEA and other specialist brands are close competitors
The home interior market is fragmented; John Lewis currently has 8.8% of that market (Sender
2017).

Threat of New Entrants

IKEA to introduce smaller local and high-street shops (Ikea 2015)
Entry barriers: hefty fixed costs on high street (rent, rates), unproven concept, experimental stage.
Amazon wants to expand on physical properties for their interior and home department (Mogg
2017). Serious threat although, entry barriers: massive infrastructure investment very tight
construction and planning regulation in the UK
Due to the highly fragmented market and technology advances, there is a continuous introduction of
new producers/retailers and design services. Entry barriers: to capture the market at a sufficient
level, so they become viable. Because the original capital investment required and the heavily
regulated market from manufacturing to the retail floor, the threat is considered low.
Discount retailers can enter the market offering same goods at lower prices.

At the same time, John Lewis has the added value services and their own product range that give
them the competitive advantage required to position them at the top end of Mid-range department
stores while appealing to a wider audience.
From the market research (Westgarth 2017a) we see that over 80% of home interiors are purchased
in physical shops. Amazon entering the high-street in this sector can potentially be a large threat.

Bargaining Power of Buyers.

Due to the highly fragmented market of Home interiors and services customers have a variety of
price, quality and level of services.
This unprecedented choice gives the customers a huge advantage to dictate what they wish to pay.
The reputation as a trusted brand, John Lewis has an advantage here. Also, they are the only
department store in the UK where its home and interiors department is more than 50%. This
competitive advantage though is fragile because of the diversity and fast changing nature of this
market (Westgarth 2017a).

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Bargaining Power of suppliers
Small threat as John Lewis has its own branded production working closely with their manufacturers
and raw material supply chain (Lewis 2017f). Also, has in-house interiors services.
Restrictions in the supply of some raw materials and environmental targets and policies may increase
such materials cost. Suppliers will potentially not only be passing this cost on but may also ask a
premium price to deliver. For example, if the current way of production for leather becomes a non-
environmental friendly issue.
John Lewis has a competitive advance by helping their suppliers feel supported and part of a family.

The threat of substitutes

New designers and manufacturers are coming into the market regularly with alternative products
and services. To deliver substitute goods and / or design services requires some degree of quality and
in most cases to conform with UK regulations. Cheap import substitute products give a bad name to
any home interiors retailer and are counterproductive to long term growth. Home design services are
challenging to replicate and introduce to the market as they require trust from the consumer.

SWOT Profile
Compiling the SWOT profiles of John Lewis (refer to appendix A) it is evident that despite the current
unstable economic climate and fragmented Home and interiors market they have some competitive
strengths.

Marketing Objectives for John Lewis and review.

The success of John Lewis Christmas promotions helped them to increase their customers and
revenue. By studying their 2016 and 2017 annual reports (Lewis 2017c), John Lewis is taking into
account the successes of those campaigns and seems to consider all Macro and Micro elements and
instead of reacting to the external dynamics and actions of its competitors actively becomes
proactive to be one step ahead.

Price
As mentioned in (Brassington 2013) price is more than just calculating margin profits and ratios. John
Lewis was mainly known to appeal to middle to upper class financially comfortable usually over 40.
They are carefully repositioning themselves by introducing a lower priced home interior items for
example, lamp shades for £15, to capture a wider audience. Although John Lewis pride themselves as
credible and high quality these lower prices can be seen as “cheap” damaging their reputation.

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Product
John Lewis interiors products are augmented with services and feel good factors. To be one step
ahead of the competition there is the introduction of bespoke furniture design and one to one
consultation as well as a choice of materials.
It seems that the cheaper smaller items for the home are almost a reaction of the market requiring
some feel-good factor products for the home. Without spending much the customer can have a John
Lewis product in their home.
There is a potential danger here that going for value range products may increase sales but since
John Lewis reputation is good quality products with guarantee, the value products will be seen as not
that good and might be a lot of returns, generating a lot of admin as well as diminish their
reputation.
Services are seen as products by (Kotler 2008) though according to (Vargo and Lusch 2004) are more
than part and an extension of physical products.
This reorientation seems to be adapted by John Lewis by offering their own branded bespoke made
furniture and interiors aided by in-house designers. Furthermore, adding value to new products via
exclusively collaborating with external designers.

Place
In response to the threats and rivalry John Lewis department stores are becoming “Cathedrals” of
retail rather than distribution locations for products.
Their pilot London and lately refurbished Birmingham stores, place the home and interiors in the
heart of the department store. (Fahy John 2015) says that store atmosphere creates the identity of
the retailer.
John Lewis in their latest annual report mention that their ambition is their spaces to act as places of
inspiration.
They realised that purely selling goods in a store is not sufficient enough. It seems that John Lewis is
proactively using (Levitt 1960) marketing myopia to diversify their stores to sustain them.
John Lewis also accentuates online as a place to sell. The experience is; clean, simple as well as
informative. It gives the customer the option to preview an item and from our research, we found
that is also an introductory tool to the physical experience that awaits in store. As (Brassington 2013)
suggests; online shopping adds value to the “bricks and mortar” retailers and adding a two-way
dialogue.

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Promotion
John Lewis seems they are embracing a more push pull strategy (Brassington 2013),(Lewis 2017a),
Not only they offer products for the home, but via the latest social media technology, they encourage
an interactive dialogue and feedback.
John Lewis is at a cognitive stage that started with a marketing and repositioning discussion in 2015
as mentioned in their 2016 report (Lewis 2017c). They placed the sheds to become a Loved &
Trusted brand at the heart of the customers.
Their promotional budget is relatively small and predominantly advertising on TV, through via social
media and by exploiting their trusted status, they manage to deliver a promotional campaign that
supersedes M&S promotional budget at a fraction of the cost; this is achieved by implanting a multi
channel strategy (Rigby 2017)

John Lewis marketing is based on adapting the SOSTAC framework (SMITH 2003),(Dudovskiy 2012)
We can see clearly that John Lewis new strategy is repositioning themselves from loved and trusted
for Christmas to loved and trusted for the whole year. By implementing a multi channel (Rigby 2017)
and personalised (Sillitoe 2017) strategy, they are embracing the new dominant logic in marketing,
and from their latest annual report (Lewis 2017a), it is evident that they are placing the customer at
the heart of everything they do.
Using the 4C’s (Fahy John 2015) Clarity, Consistency, Credibility and Competitiveness are
repositioning themselves in the home of the consumer.
John Lewis strategy is evolutionary and embraces the new dominant logic in marketing where
interactivity, connectivity and ongoing relationships with clients, suppliers and members are linked
collaboratively. Such a strategy is risky, but at the same time, it offers a competitive advance to
competitors. A competitive advantage is more than products having competitive prices and better
products (Fahy John 2015) it is a synergy of actions that differentiate the company from the
competition (Vargo and Lusch 2004).

Conclusion
John Lewis has been a trusted brand and always had a low-key approach to marketing. When the
recession hit the economy in 2007, they had to evolve to survive. For the first time in 2008 appointed
a Marketing director(Fahy John 2015).
Using marketing tools and bringing all our market research together into a SWOT profile we
compared our findings with John Lewis last two financial reports 2016 and 2017 (Lewis 2017c).
Combined with media reports it is evident that while John Lewis has achieved their marketing target

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to become a Loved & Trusted brand, it has happened only during Christmas. Their latest strategy,
where its seeds planted in 2015, is going to implementation stage in 2017. The new managing
director Paula Nickolds says that John Lewis “needs to reinvent itself to meet “profound” changes”
(Vandevelde 2017). Their strategy not only is looking the current year but at the same time is
adaptive to the dynamics of the retail and in particular home and interiors market with an outlook of
evolving by 2022 (Lewis 2017a)
In marketing, John Lewis seems to differentiate and reposition themselves. They achieve this by
going beyond the marketing myopia where a “dying growth” (Levitt 1960) takes place and as argued
by (Vargo and Lusch 2004),(Constantinides 2006). It seems that John Lewis is adopting a new
evolving marketing logic where the customer is at the heart of how they operate while creating
relations with those customers. In a sense, the customer becomes an operant resource and the
interactions with John Lewis generate more operant resources, in effect more future business
opportunities could be formed. Thus establishing a business that creates sustainable revenue and
profit in the long term.
John Lewis greatest strength is the home and interiors department which is marketed as a space
where the customer will be inspired. Their main place that Home interiors and services offered are
those “Cathedrals of Retail” which can be intimidating especially if a client wishes to have a one to
one design consultation. We suggest initially as a marketing exercise to open a few smaller boutique
shops where the customer feels cosy and comfortable to visit. They can be marketing beacons
showcasing how close John Lewis is to the household and potentially can increase sales of bespoke
design services that are harder to sell in a large department store.
We suggest keeping the budget products as a marketing strategy of “feel good factor” rather than
expanding to the low-cost market and risk tarnishing or even damaging their trusted reputation.

Finally, Amazon and IKEA are the main and major rivals, with Amazon planning to open home and
interiors high street stores. Also, IKEA is looking to increase popularity with millennials with new hi-
end designer collaborations (Baram 2017). We suggest John Lewis to evolve the designer
collaboration and be one step ahead, by offering partnerships and opportunities to new and
emerging designers as well as established ones. Not only there will be a plethora of new and
innovative products for home, but the Loved and Trusted image of Johns Lewis will be enhanced and
help establish it beyond Christmas.

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Appendix A
Strengths:
 55% strong Home interior department
compared with another department
stores
 Trusted long established brand?
 Within UK manufacturing and in-house
services?
 The market thinks quality products
with trusted service.
 Reliable customer service?
 Lending the technology to offer
services with unique social media
follow?
 Good relationship with the suppliers
 Personalised design services.
Opportunities:
 There is a demand for home
personalisation, and a one stop shop for
design product supply and installation
fits the busy household
 Designer collaborations
 Latest advances in technology mainly
the smart connected home.
 Explore the latest digital
manufacturing
 Latest home interiors design
technology and apps
Weaknesses:
 8.8% market share in a very
segmented Home interior market?
 Price tag, although new products and
services introduced to appeal to wider
range
 In some instances, the market
considers John Lewis “POSH” rather
than “Loved”
 Sales lost due to weaker online
platform compared to Amazon?
Threats:
 Brexit and suggestions of increasing
interest rates lowered consumer
confidence
 Bad image from redundancies
 Amazon looking to open a high-street
home and interiors stores
 The introduction of lower prices items
may impact in the guilty and image of
the brand
 Sales to profits ratios is marginally good
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