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Use marketing as a perspective from which to analyse shell oil company s strategic business context

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Over one-century operation, the poor reputation and brand image for the Royal Dutch Shell has been so persistent especially in the last 50 years, that it has simply refused to go away (Tangen, 2003). This problem has led to the questioning of whether the Royal Dutch Shell is indeed capable of marketing its products using the modern marketing approaches such as inbound marketing strategy, which enhances the brand name and brand image of the business, as a way of attracting the customers to the business. This discussion seeks to analyze outbound marketing challenge as the major challenge consistently facing Royal Dutch Shell, with a view to recommending how the issue can be mitigated. The marketing inefficiency of the Royal Dutch Shell has remained a major issue of concern since the company was started in 1907.

The marketing inefficiency challenges faced by the Royal Dutch Shell arise from the company applying outbound marketing strategy, as opposed to inbound marketing (Global Energy, 2013). Outbound marketing strategy entails driving the products to the consumers, as opposed to drawing the consumers to the products.

While inbound marketing is a marketing strategy that entails a business drawing the consumers towards purchasing a certain products through improving the brand reputation, outbound marketing seeks to push the product to the market through vigorous advertising and promotion campaigns for the product, while ignoring the brand reputation (Global Energy, 2013). Therefore, the management of Royal Dutch Shell has focused on pushing the Shell brand to the customers, as opposed to creating a reputable brand, which then attracts the customers to purchase the company’s products. The bad reputation that the Royal Dutch Shell has relates to its interaction with the surrounding society in which the company has its operations.

The major reputation scandals that tainted the image of the company were the Brent Spar and the Ken Saro Wiwa cases, which have tainted the image of the company in the eyes of the international community (Tangen, 2003). In the Brent Spar case of 1995, the company planned on deep sea disposal of one of its oil storage tanker, but was vehemently opposed by the international community despite the UK government issuing Royal Dutch Shell with a permit disposal (Anon, 1999).

Later, shell admitted to have unwittingly sought to undertake an oil disposal that would have had a negative environmental effect on the whole of Europe’s

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preview essay on Use marketing as a perspective from which to analyse shell oil company s strategic business context
  • Pages: 12 (3000 words)
  • Document Type: Essay
  • Subject: Marketing
  • Level: Undergraduate
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