Customer Values in Mini

This brand is not only financially economical to the owners but also it allows eighty percent of the car’s floorpan to be easily used by the passengers and luggage. In the year 1999, the Mini was ranked and voted second as the most influential car in the 20th century, ahead of the Volkswagen Beetle and Citroen DS, and behind the Fold T Model (Cameron, 2018). The Mini was marketed under the Morris and Austin names upon its production in 1959, as the Morris Mini-Minor and Austin Seven. The two versions, being Cooper S and Mini Cooper has had several successes in both rallying and racing, for instance, the brand won three consecutive year races in Monte Carlo Rally (Church, 2014). The Mini, being known to many due to its attractive and appealing shape and primarily being economical, has continuously conquered the markets and existing competition through its innovative strategies and customer value considerations.

According to the sales manager, the newly produced Mini was what the world was waiting for, this was because other companies and brands had begun to be innovative and creative in providing customer preferences. The production of the BMW Mini was a major breakthrough for the Mini brand and arguably a deep understanding of the customer values. Its basic shape won the hearts of many people not only in Britain but also from the United States of America and Australia. Its updated design on the outside and inside the bonnet tailored to the needs of modern consumers (Mattioli, 2013). By developing customer-based models Mini has been able to understand the customer values. The production of the New Mini which was the latest model by Mini brand offered certain features which had not existed in any other Mini before (Freund & Martin, 2008).

They included an improved 134 fuel engine, reduced carbon dioxide emissions, and a self-parking function, these features were equivalent to the paid amount. By understanding the value proposition Mini is able to provide customer value, the Mini brand is well aware of the services they offer and are objected at producing cars which does not cost the owners. By embracing evolution Mini has been able to create customer value. Over the last decades since the production of Morris Mini and Austin Seven, Mini has keenly focused on the integration role with the increasing number of component manufacturers (Cameron, 2018). How Mini Delivers Customer Values Understanding niches enable Mini to deliver customer values. By studying and understanding the market in and out Mini is able to create a sense of specific niches and segments which are relevant.

Certain changes in language and strategy help the brand in making focused and relevant decisions, for instance, the first Mini to be produced was as a result of studying the outside market, giving relevant gaps which needed to be filled. By understanding the business model changes the brand has been able to deliver to its customers (Kandampully & Juwaheer, 2009). The modern world keeps on evolving with time, often faster than many people are not able to keep up, Mini has continued to keep up with the evolving world and thus the products they produce are relevant, this way Mini is able to deliver customer values. Briefly, Mini was produced as a small economy car in the year 1959 by a British Motor Company.

The mini is arguably one of the greatest icons in the British culture, specifically in the in the 1960’s. The mini has a multitude of benefits to the users and owners ranging from clear drive layouts, appealing shapes, and colors and ample space for passengers and luggage. The brand is marketed under the names of both Morris and Austin have had a great impact on the car industry (Mattioli, 2013). The Mini, which is known to many for being economical has continuously conquered the markets and existing competition through its innovative strategies and customer value considerations. , Flint, D. J. , M. B. , & Slater, S. Freund, P. , & Martin, G. Fast cars: hyper consumption and its health and environmental consequences.  Social theory & health, 6(4), 309-322. Kandampully, J.