EXECUTIVE SUMMARY

Argos is a multi-channel retailer recognised for choice, value and convenience that sells
general merchandise and products for the home throughout the UK and Republic of Ireland
using various retail formats (HRG, 2008).

Argos majors in home enhancement products, electrical goods, toys, jewellery, sports and
leisure equipment with electrical goods making up 50% of its sales mix.

Argos intends to capitalize on customers need for HDTV compatible equipments as

government intends to change fully to digital signal by the end of 2012. The major challenge
is designing a package that will be appealing enough to get customers to change their old TVs
for a new HDTV ready TV set in the face of deepening economic turmoil and uncertainty
about when it will end.

Argos has decided to capitalize on the two major months (December and January) when
customers are expected to trade the most to take advantage of customers already formed habit
of trading during these seasons. Differentiating and positioning itself on superior (value)
service and empathy for customers, Argos intends to synchronize its marketing and
communications efforts effectively to be able to achieve its goal of increasing market share
and holding its former customer base.
1.0 INTRODCUTION

To take advantage of the full switch-over to digital signal, Argos has decided to capitalize on
the two major months (Dec, Jan) when customers are expected to trade the most. Argos will
be holding its present customer base and building new market share through various
promotional and advertising strategies.

Considering the present state of the economy, Argos has decided to focus on the segment that
seems most profitable while relying on its P-O-S displays and advertising to bring in other
customers as a spill-over effect of advertising is bound to happen. Argos major challenge is
to convince its customers who already possess a TV set to change it for an advanced HDTV
ready/iDTV TV set.

The present price wars in the retailing market have to be avoided. Argos already sells at a low
price and consequently, entering into such wars may hurt the company as it might be forced
to cut price below cost price.

Argos is a multi-channel retailer recognised for choice, value and convenience that sells
general merchandise and products for the home to its numerous customers.

1.1 CORPORATE MISSION

Argos’ mission is to be a leading retailing group that offers customers a broad range of
products that is relevant to their present needs through various payment and retail channel
option at a comparatively better price than its competitors.
2.0 EXTERNAL AUDIT

2.1 Political Factors – The government of UK intends to change its old television
broadcast signal from analogue to digital (digital switchover). It will have achieved this in
every region by the end of 2012. As a result, everybody is obliged to ensure that they either
upgrade their television sets or buy a new one if they want to continue receiving television
broadcast after the switchover is completed.

2.2 Economic Factors – There is presently an economic crisis in the country majorly due
to weakening property markets, a global credit crisis and high commodity costs (BBC, 2008).
Unemployment rate is at 5.8% (Financial Times, 2008) and projected to rise significantly to
over 8% by end of 2009 (OECD cited in BBC, 2008).

Inflation is presently at 4.5% and Interest rate has been cut to 2% on 4th of December (Bank
of England, 2008). Banks are currently withdrawing on the amounts they lend out even
though the lending rate has been said to drop (BBC, 2008)

Speculations of the severity of the economic crisis is making consumers spend less, withdraw
from “premiumisation” and some delay purchases as the pattern has been in previous
recessions in the hope that product prices will still come down further. (Timesonline, 2008).
This “delayed spending” coupled with declining inflation is a threat as they could further
worsen the economic downturn (BBC, 2008).

2.3 Socio-cultural factors – the most obvious lifestyle change is cocooning. Job loss,
economic crisis, devaluation of the pound, expensive abroad vacation prices (which has been
reflected in an 8% drop in Air traffic (Financial Times, 2008)) are together pushing more
people to stay indoors. It has consequently had an effect on the demand for consumer
electronics such as flat-screen TVs and surround sound systems (GMID, 2008).

2.4 Technological Factors – Government has decided to change to digital transmission

because it offers more services than analogue and allows households to pick digital stations
with ordinary aerials (DigitalTelevision, 2008). This is forcing flat screens out of market
because they are not HDTV compatible.
3.0 MICRO ENVIRONMENT

3.1 Market - Increase in sales of Digital TVs, especially HDTVs is forecasted to increase
as they are not yet common in UK households (GMID, 2008). This increase is expected to
also cause an increase in the sales of complementary products such as digital boxes,
receivers, digital video recorders, etc.

Volume sales of televisions and projectors in 2007 grew by 4.7% in the UK mostly due to
declining unit prices and switch to digital formats. HDTVs registered a volume sales growth
of 42.6% over the prior year (GMID, 2008).

Digital TV has a market share of over 43% as of 2007 with CRT format television having
about 57% of the television market in the UK. LCD and plasma formats represent 22.1% and
18.4% of the market respectively (GMID, 2008).

TV manufacturer, Philips had the highest share in the TV market during 2002 – 2006 with
Sony and Panasonic following closely behind. Others include Samsung, JVC, Sharp and LG.
Sharp and LG recorded the highest growth which was reckoned to the fact that they focused
on HDTVs which they sold at a comparable cheaper price than the leading manufacturers
(GMID, 2008).

UK population with digital service is at 86% with 37% digital terrestrial, 36% digital satellite
and 13% digital cable (OFCOM, 2008). 75% of the population of Yorkshire has digital TV
service. Prior to the digital switch over, digital service can be received now using either a
CRT or a “HDTV ready” TV set. However, digital TV service should not be mistaken for
Digital TV or HDTV sets.

3.2 Competitors

Major competitors include, Tesco, Asda, PC World and Curry’s, and online retailer
Amazon.co.uk. All competitors have internet presence. Tesco recently has been trying to
imitate Argos’ retailing style with its Tesco direct catalogue and in-store shops.

The financial crisis is making it difficult for businesses to gain access to credit and so ease of
entry into the retailing market is tougher than before. The need to establish sourcing and
distribution operations on a scale required to be competitive in the long term in the face of a
weakening currency is another potential barrier. This is necessary because economies of scale
is key to generating attractive customer propositions as well as operational cost.

3.3 Customer – consumers’ income is contracting and so buying pattern is changing

(Financial Times, 2008; GMID, 2008). Customers are now turning to cheaper options (about
41%) and buying less of premium products (34%) (ONS, 2008) to maximize their decreasing
purchasing power. Many may delay their Christmas purchases in the hope of last-minute
discounts (Times, 2008)

The middle-aged and couples without kids (dinks) with higher dispensable income and strong
spending power (in the past) has been purchasers of premium brands (GMID, 2008). They
are more likely to live in houses (instead of apartments or rented houses) and therefore spend
more to equip their homes. They are more likely than the younger age groups to watch
television using a television set instead of online (GMID, 2008) using computers which are
substitutes to TV sets.

Yorkshire and the Humber have a population of 5,142,000 (with 2,170,000 households).
34.9% are ABC1, and 52.5% are classified as C2DE. 2,440,000 of the people of working age
(47.5% of total population) make up the Yorkshire and the Humber’s labour force. (ONS,
2008). Households in the region with married/cohabiting couples who have no child or
dependent kids is at 35.2% (763,840) (ONS, 2008).

4.0 INTERNAL ANALYSIS

Argos’ aims to increase market shares by expanding its retail outlets and offering a cheaper
offer for branded products. This it achieves by;

(1) Selling existing product in new market – e.g. India

(2) Market penetration – by expanding and using multiple retail outlets
(3) Backward integration – by acquiring Alba and Bush brand names

Argos’ sales record shows a decent growth in profit since the past three years. This year it
recorded a second quarter loss in total sales of 1.6% (a like-for-like sales drop of 5.8%)
despite opening nine new stores and relocation of two (Mintel, 2008; PCRetail news, 2008).
4.1 Current Market Segment

By using different retail formats and carrying a very wide range of products (19000 products
across 13 categories), Argos is positioned using a differentiated market (segmented) strategy.
However, on one hand its low price caters for value-conscious customers while its branded
product line is able to meet the demands of customers who are style/brand conscious.

4.2 Product Offering

Argos product line for television is divided into 6 (Argos, 2008). These include;

- Combis (TVs with inbuilt DVD players)

- TV packages (TVs with cabinet stands)
- Traditional TVs (CRT TVs and flat screens)
- LCD TVs
- Plasma TVs
- Projectors

All TV mixes come in different screen sizes (14” – 52”) and brand (Sony, Panasonic, LG,
Sharp, Wharfedale, Philips, Samsung, JVC).

Other related products and accessories include;

- DVD packages (DVD, Blu-ray and video recorders and players)

- Digital TV packages (Digital TV recorders, boxes, aerials and digital satellite
receivers) and
- Home cinema speaker systems
- TV stands and wall brackets

4.3 Place

Argos sells its products using three major formats; Store formats (Argos Call & Collect store,
Argos extra, Argos store) online, and home-shopping via catalogues. It distributes some
products like video games through Royal mail in addition to its own personal delivery
service.

Orders can be made either by phone, text, online or in-store and then collected from any of
the in-store formats or delivered directly to customers’ homes usually for a token.

Home-shopping rate of growth fell every year from 2002 (12%) to 2006 (2%) (GMID, 2007)
due to development of on-line retailing. Decline in Argos’ home-shopping sales was offset by
an increase in internet retailing sales (GMID, 2008). Recent trend in consumers’ lifestyle
(cocooning) is projected will cause an increase in home-shopping volume and sales value and
will benefit internet retailing also. Presently, Argos accounts for 16% of Internet retail sales
(GMID, 2008).

4.4 Price

Argos uses an everyday low pricing strategy which it is able to achieve mainly by cutting cost
through the kind of retailing channels it uses which doesn’t require a large shop space and a
lot of staffs. Argos is able to reflect this cost reduction in the prices it charges its customers.
It also achieves lesser prices through shared infrastructure with Homebase.

4.5 Promotion

Argos advertises indirectly through its home-shopping catalogues and also through
commercial TV like ITV 4.
5.0 SWOT ANALYSIS

STRENGTH WEAKNESS
§ 1.1 Million active store card § Over-dependence on UK market
customers and an email database of § Size compared to its major
1
over five million customers competitors
§ Low-cost product § Inability for customers to see
§ Integrated multi-channel capability products on display in-store
§ Size of stock it carries which gives it (especially for high risk goods such as
a buying leverage TV)
§ Ability to by-pass intermediaries in § Relatively low advertising
sourcing some products

OPPORTUNITY THREAT
§ Governments motive to cross-over
from analogue terrestrial TV signal to
digital signal
§ Cocooning
§ Proportion of market without digital
TVs
§ High vacation/Holiday and outdoor
entertaining expenses
§ 1.1 Million active store card
customers and an email database of
over five million customers
§ Incursion of
supermarkets/hypermarkets into
catalogue retailing (Tesco Direct
catalogues)
§ Global economic crisis which is
causing a strain on consumer’s
income
§ Decline in sales of its parent
company’s other brand, Homebase
6.0 MARKETING STRATEGY

6.1 MARKETING OBJECTIVES

1. To achieve a 25% increase in the sales of digital TV each month by building and
holding market share.
2. To achieve a steady increase in market share growth.

6.2 TARGET MARKET

Our target market includes families aged 25 – 64 without kids/dependent kids. This segment
is chosen because of their higher buying power (made possible because they have double
income and don’t have child obligations) and they have a taste for products that others may
perceive as luxury.

We will be focusing on three major psychographic needs;

1. Pleasure seekers – people who want entertainment (movies, TV soaps) and want the
theatre effect at home. This group are concerned about the image and the sound
quality of the TV and other added functions.
2. Functionality seekers – people who want to just watch TV especially to catch on with
what is happening in the economy nationally and globally.
3. Image seekers – people who want TV as an art/fashion statement (a focal point) in
their homes. They are also feature conscious. They want something that looks
sophisticated because it all adds to the image of the TV.

6.3 POSITIONING/STRATEGY

Argos will position itself through niche marketing. It will create digital TV packages for
different sub groups. Its product would include brand new HDTV ready, iDTV/HDTV with
in-built digital box, flat screens, digital TV set box, and Home Theatre. Argos’ product line
will be reduced to allow for greater efficiency by cutting down on its unprofitable products
like furniture which the housing crisis has made there to be less demand for. TV combos also
will be dropped because they are not popular anymore (GMID Report, 2008).

Our product is in the early growth stage, however, the present economic situation which has
resulted in customer’s loss of confidence coupled with decline in sales has to be considered.
We will try and use direct marketing using interactive cd-rom which will serve as a virtual
outlet.

Price is certainly one of the obvious reasons why consumers buy a product (Parente, 2004).
However, Argos will avoid price wars with its competitors and differentiate itself by
portraying to customers an image of a company that seeks to always give them the best
irrespective of the economic tune of the country. Argos’ pricing has been known to be low
compared to others offering the same product therefore Argos will position itself basically on
service and convey the message of a brand that identifies with its customers situation
(emotional motivation). Price cuts will be reflected more in the service that Argos offers to
its customers (like offering discounted delivery, installation and recycling) other than in the
actual product.

Argos will build and hold its market share through intensive advertising.

6.4.0 Marketing Mix

6.4.1 Product Mix

Our product mix will include HDTV ready/iDTV packages, Home Theatre packages,
Upgrade packages and Traditional TV package.

1. HDTV ready or iDTV package

This package includes brand new HDTV ready or iDTV sets.

Argos will carry more smaller-screen size LCD and Plasma TVs (24”, 30”, 32” and 37”) in
our inventory than the wider screen ones (40”, 42”, and 46”).

The digital TV brands will consist of premium priced models (Philips, Panasonic and Sony)
and less-priced models (LG, Sharp and Samsung). We are carrying premium brands because
they have the largest share of the UK TV market and people that have been used to them may
find it difficult switching brand since they are “tested and trusted brands” to them.

2. Upgrade package and Accessories

This includes products for upgrade and customers that have an “HDTV ready” set and
accessories or complimentary products. In this range are mounting brackets/stands, home
cinema speakers system, digital set boxes, digital video recorders, antennas and
amplifiers/converters for Communal Aerial Broadcast Distribution and digital TV compatible
cables (HDMI cable, DVI-D and audio cables, or audio and component video cables). We
will carry all this varieties as a fulfilment of our vision to offer customers a wide range of
product options.

3. Home Theatre Packages

This is HDTV/iDTV package with home cinema speaker systems. This package is taking
into consideration the trend in cocooning (Financial Times, 2008) which is projected to
intensify and the increasing cost of outdoor entertainment which may cause families to rather
create the cinema experience in their homes (GMID, 2008).

4. Traditional TV Package

Flat screen TVs for customers that are reluctant to buy Plasma/LCD TV.

6.4.2 Promotion

1. Our objective is to inform and remind our customers about the various packages that
Argos has to help them prepare for a smooth digital switchover.
2. To persuade customers to take advantage of the Christmas and New Year offers
convincing them that Argos has their best interest in mind.
3. To build customer loyalty through emotional appeal.

We will encourage every customer to get ArgosCard or Argos MasterCard so that they can
take benefit of our special buy-now pay later offers. Other offers open to all our customers for
the Christmas and New Year include;

• 10% discount for installation, recycling of old product and delivery for purchase that
is up to £250 or the customer gets 10% off any other “Upgrade package and
Accessories” chosen
• 20% discount for installation, recycling of old product and delivery for purchase that
is up to £750 or 20% off any other “Upgrade package and Accessories” item chosen.
 • Half price for any “Upgrade package and Accessories” item chosen if you buy digital
TV (32” and above screen sizes only) and Home cinema speaker systems together.
• Raffle offer – Buy a digital TV and spend an additional £29.99 on other items and you
are entitled for a raffle ticket that will be drawn at the end of January for 80 lucky
winners. The prize gifts will be a 160GB DVR or a £60 Home Cinema kit.

These offers end 15th of January. The offer is meant to stimulate and motivate customers to
buy during these periods.

We will use advertising on television media, and our website to reflect our message of
“Togetherness” to our customers. We will also place our adverts on Comparison Shopping
Engines (kelkoo.co.uk and PriceGrabber.co.uk) which have been said to be becoming popular
of late and also use Point-of-Sale displays.

A special TV interactive cd-rom and a brochure/guide titled “Be prepared, get digital” would
be available for pick up in our stores. The brochure will be sent to targeted homes using our
customer database of 1.1 million active store card holders (HRG, 2008). The cd-rom will
contain reviews, FAQs and demonstrations of the various digital TVs that Argos carries in
stock and information concerning the digital switch over. Prices will not be included in the
cd-rom. Links in the cd-rom when clicked if the customer’s personal computer is connected
to the internet will bring customers directly to Argos website where they can find out price
details or make a purchase. However, the cd-rom content can be downloaded or viewed
online also. The brochure contains more detailed information about different TV brands and
their various features than the usual Argos home-shopping catalogue. It is a special TV
edition which will be available for only two months. It also contains FAQs about the various
TV formats, digital switch-over and direction on how to view the interactive TV section on
our website.

The concept stems from the fact that Customers will need information on alternative brands
or choices so as to compare before making a purchase decision. (Dibb. et. al., 2006). The
high price and risk associated with digital TV will need extensive decision making.

The cd-rom is to persuade them indirectly because we know it’s difficult to make customers
go against their decisions about a product when the product is a high risk product and
especially considering the recent financial pressure and economic situation. At the end of
every item will be the phrase “buy now” as a prompting that seals a sale.

6.4.3 Advertising strategy

The Unique Selling Proposition in the retailing industry now is price which is inevitable
considering the present state of the economy. On the contrary, instead of us focusing on
unique selling proposition, we will focus on creating a unique selling personality. We will
create a personality for our brand that reflects warmth, caring and togetherness.

The creative proposition will be “Together, forever, whenever ...don’t shop for it, Argos it”

Argos will run advertisement through television media and online. The advert will depict
how Argos helps its customers to have a hassle free change both in the digital changeover and
also in the change in their lifestyle (as they result into cocooning) emphasizing how it helps
them turn their living room to a place of comfort that they can always look forward to. The
message will show Argos working at ensuring that their customers have a home and not just a
house or a building. The ad will show features available on HD format which the traditional
TV formats cannot express and the special offers at Argos available to help them get the best
out of HD. This is because there is high probability that people in our segment will at least
have a TV.

There will be an in-store display (Point-of-Purchase advertising) on digital-transition that

emphasizes the features and advantages of HDTV and digital TV signal. This will be to
inform and remind customers in the shop as they will be shopping around for other products.

6.4.4 Price

We will use a triad of break-even point in combination with marginal analysis (Perreault et.
al., 2008) and meet-the-competition strategy (Blythe, 2003) to set our prices. We don’t want
to compete on price but neither do we want our prices to be too far from competitors prices.
Therefore, we will use break-even point and marginal analysis to set our lowest and highest
price and then use meet-the-competion/going-rate strategy for comparison/check to ensure
that the chosen price is not too far (either lower or higher) from the competition.

Changes in prices are expected considering the present unstable economy. The drop in the
pound value could make import prices high and that may have to be reflected even in store
prices of commodities. Exchange rates and drop in total demand could make manufacturers
change prices. Therefore, to adjust prices, we will use a “price bundling or unbundling” tactic
respectively (Jobber, 2007).

Prices will be set using figures ending with *.99 (e.g. 24.99, 109.99) and when prices need to
be adjusted new prices will be set using an awkward, inconsistent number series like
changing a DVR price from 24.99 to 18.37 or 19.32.

6.4.5 Place

There will be intensive distribution at our in-store formats. However, with the use of the
special TV edition interactive cd-roms and brochure Argos hopes to increase its non-retail
format share of the market.

Our website will be upgraded to offer customers opportunity to track the progress of their
ordered products and to watch 3D demonstrations of digital TV. We will build an extra desk
in-store for digital TV and switchover enquiries with computer at the desk for our staff to use
to show customers demonstrations of digital TV. We will keep to our former retail formats.
We will use the proposed cd-rom, brochure and the link (to download and access the content
of the cd-rom from our website) to help customers assess the products virtually since our
store format is a weakness for such high-involvement products like digital-TVs. Customers
don’t have the luxury of been able to physically see the product until they order for them.

Sales analysis will be used with a just-in-time logistics system (Kotler et. al., 2005) to reduce
inventory cost and avoid disappointing customers.
7.0 BUDGET AND FINANCIAL FORECAST

MARKETING EXPENSE BUDGET

December January
Website upgrade 8,000 -
In-store overhauling (Extra desk + Computer cost) 2,500 -
Printed brochure 3,000 -
CD-ROM 7000 -
Mail expense 1,300 -
Cost of training staffs (3 days training) 1,500 -
Advertisement 12,500 8,000
Total sales and marketing expenses 27,000 27,000
Total expenses 62800 35,000
Expected average price (for all TV sizes) 787.83 per unit 787.83 per unit
Expected average quantity 200 250
Gross sales 157566 196957.5
Gross Profit 94766 161957.5

N: B: The increase in expected average quantity in January is based on the marketing

objective to increase sales by 25% each month

8.0 IMPLEMENTATION & CONTROL

Because of the expected traffic, we will work with a reputable recruitment agency, which will
help provide part-time employees (for the Christmas and New Year period) who have good
customer relationship skill. We will train employees to know certain necessary details and
information about TVs in general and the various brands and possibilities available for a
smooth transition from analogue to digital. They will offer technical advices for customers
who want to buy TVs or who want to know their possible options.

Argos will make a substantial investment in all its employees to improve customer service.
With time, Argos will withdraw its “Traditional TV package” which is presently in the late
maturity stage and about to become “dogs” according to the BCG matrix (Lancaster and
Reynolds, 2004).
We will try and get feedback from our customers who will be asked to fill a free-post
questionnaire to tell us about how satisfied they are.
We will use sales data to monitor revenue in the digital TV and related accessories sector to
see if we are progressing or see if any marketing element needs to be adjusted. We will
monitor the brands and sizes that people are buying the most so that we can adjust our
inventory.
9.0 CONCLUSION

Having set the direction for marketing and stating the appropriate strategies, Argos would
ensure that all aspects of its operations (internal and external) are well synergized. Argos will
ensure that its marketing and communications plan are integrated to achieve maximum
effectiveness and efficiency of its proposed plan.
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APPENDIX