The brand aims to offer delicious and great quality food at competitive prices in order to hold strong customer service experiences (Sainsburys.co.uk, 2022).

For instance, the threats of the Covid-19 pandemic has influenced Sainsbury to become a "digital-first business" as, throughout the crisis period, 87% of their sales have been made online (Stevens 2020). Out of such bold innovation plans, it has been possible for Sainsbury to indulge in direct competition with big market players in the supermarket industry.

For instance, the higher inflation rate has pushed Sainsdy’s product prices high, but the brand has endeavoured to improve its value proposition (Conchie 2021). In order to revamp their profitability, Sainsbury focused more on online channels for sales rather than offline platforms.

It has also shown Sainsbury’s strong acquisition of technological skills and digital platforms, especially in the e-commerce segment.

As a result, it has become possible for Sainsbury to hold resilience in the technological evolution across the UK whereas online sales have helped them to know customers better. For instance, Sainsbury has taken special care towards its intellectual properties by eliminating TM Clubcard that was infringing the brand’s property rights (Pilcher 2019). Besides that, Sainsbury has become more CSR-centric when it comes to controlling climate-based factors.

In this way, Sainsbury deals with macro-environmental situations to keep itself on consumers` priority lists. 

The effectiveness in achieving the goals has to be measured. Sainsbury mainly offers products like grocery items associated with food and beverage products. Additionally, Sainsbury’s services include online channels through which customers can easily book their orders which are promised to be delivered at their doorstep at a faster pace. On the other hand, in order to know what products or services Sainsbury offers more clearly, it is important to know who the target audience of Sainsbury`s is.

In terms of Geographic segment, customers can find Sainsbury stores beyond the UK boundaries. In countries like Scotland, Ireland, Belfast and the North East US, Sainsbury operates its stores for shipping healthy food and grocery products due to its heavy demand in such locations. From the demographic viewpoints, Sainsbury targets family units, especially mothers to offer them healthier and reasonable products in bulk. That is why Sainsbury has been considered as an effective brand that has the highest level of consumer satisfaction compared to its major competitor Tesco (Rohwer and Topi? 2019). Based on this, Sainsbury has obtained a competitive positioning strategy from the viewpoints of their business and customers both.

On the contrary, Sainsbury faces challenges in sales performance where it experienced a drop of 1.4% in sales in general merchandise stores in 2018 (Mua and Anyieni 2019). Thus, Sainsbury has shifted its focus more on healthy offerings which can be taken under consideration as one of its USPs.

Sainsbury has around 600 supermarkets and 800 convenience stores from where buyers can purchase products easily. Ali (2018) noticed that Sainsbury has a good distribution network but it often faces competitive pressures.

Sainsbury uses both traditional and digital media both for advertisements where they include mediums like TV, newspaper, radio, social media and billboards. However, it has been effective to use the 4Ps of the marketing mix in order to assess Sainsbury`s efforts in building its business profile from a customer`s shoe.

In order to be competitive, Sainsbury and ASDA which is another UK-based supermarket brand decided to merge through which they could acquire market shares. On the contrary, they have been alleged for pushing up the product prices as their £7bn deal threatened consumers to have limited shopping choices of poor quality products (Wood 2019). Hence, their deal was blocked by CMA who investigated the matter more closely so that customers’ service experience could remain resilient and consistent. Fansi and Nkwantchoa (2020) opined that the convergence between Sainsbury and ASDA was intended to develop a complementary network including more than 2,800 grocery stores.

Their plan did not work as the mission of the deal was not suitable for Sainsbury’s actual business values. Out of this plan, Sainsbury had to deal with customers and its suppliers unethically which could lead the business to make a negative impression on customers. In order to rationalise their deal, Ansoff Matrix as a core marketing model can be aligned with this situation. Through the aid of the Ansoff Matrix, it becomes easier to generalise the available information regarding current market situations (Kukartsev et al. 2019). Therefore, a company like Sainsbury can ensure efficient ways to develop their business concerning available products or services, resources and capabilities.