Acting in this direction the company has built up a range of steps that go further than the functionality of the car and tap into lifestyle and urban culture, bringing together like-minded customers.
On the other hand, Schiffman et al (2003) argue that as per economic theory flourishing product differentiation escorts to monopolistic competition and is incoherent with the setting for perfect competition, which take account of the prerequisite that the products of competing companies ought to be just right switches. MINI’s successful product differentiation truly signifies creating a monopolistic competition, and the evidence is that the product range of the company has grown from the Hatch, to the Convertible, to the Clubman and most freshly the Countryman. The marketing endeavours have had been oriented towards making and offering innovative and strange products to make certain appeal to its varied target segments. The product portfolio MINI leaves no scope for competing companies to have right switches timely and appropriately.
Reaching to customers with product offering constitutes the core part in marketing strategy of a company (Kotler, 2005). The different markets may well be reached in the course of different channels of distribution. However, the distribution focus of MINI is on a particular distribution channel in the form of dealership. MINI relies upon its network of Dealerships to ensure that their core brand values are articulated to its customers and prospects. Prospects may be aware of the MINI story, but it is the dealer that has to tell the story in such a way that it converts the prospects into customers.