Marketing Analysis: Jessops Europe Ltd & Just Groupe Plc

This report provides a comparative marketing analysis of two companies: Jessops Europe Limited, a photographic equipment manufacturer and retailer, and Just Groupe Plc, a financial services provider for retirees. The analysis covers the aims and objectives of each organization, detailing Jessops' focus on providing high-quality photographic experiences and Just Groupe's emphasis on financial solutions for post-retirement individuals. It explores the core values of each company, highlighting Jessops' commitment to product innovation and customer needs, and Just Groupe's focus on customer well-being and financial benefits. The report also examines the types of stakeholders and their expectations within each organization, differentiating between Jessops' technically skilled stakeholders and Just Groupe's marketing-oriented stakeholders. Finally, it contrasts the content and focus of their annual reports, noting Jessops' product/service-centric approach versus Just Groupe's growth and revenue-centric approach. References are provided at the end.

Running Head: MARKETING
Organisation Analysis
Name of the Student
Name of the University

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Aims and Objectives of Organisations
Company A: Jessops Europe Limited
Jessops Europe Limited is a British company that manufactures and sales various
photographic equipments like camera, drones, lenses, video accessories and others. Since its start
up in 1935, it has come a long way and has grown considerably in the past few decades (Speed et
al. 2019). The main objective of the company is to provide best photographic experience to the
customers who will be able to click high quality images and videos with the devices sold by the
company. The aim of the company is to manufacture more advanced photographic equipments
and accessories that are aligned with the changing requirements of the customers.
Company B: Just Groupe Plc
Just Group Plc is a company that mainly provides financial help and solutions to the
people post retirement. They are basically a variant of banking type services that allow the
people post retirement receive financial backing for medical treatment and other purposes as well
as various products and services that support their wellbeing (Sun 2017). The company follows
its own unique business model that enables it to use a scalable operating model with superior risk
management and maximizing financial benefits.
Values of Organisations
Company A: Jessops Europe Limited
The main value of the organisation lies in the types of the products sold by the company
and the company’s eagerness to improve the products with the latest technology to fulfill the

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changing needs of the customers. The company provides significant value to the customers and
evolves the products based on the customer requirements and trends (Jones and Livingstone
2018). The company also includes teams of technically adept and skilled employees and
stakeholders who are able to identify the trends in the market and demands of the customers and
the products are developed and manufactured accordingly.
Company B: Just Groupe Plc
Just Group’s values lies in the customers only i.e. the company gives considerable
importance to the post retirement lives of people who needs financial benefits and solutions after
their working days are over (Heavey, Baxter and Birks 2019). The company provides various
financial solutions as well as products and services that benefit these categories of customers but
at the same time, the company generates high amount of revenue through the suitable use of
financial business model.
Types of Stakeholders in Organisations and their Expectations
Company A: Jessops Europe Limited
Since Jessops is generally a manufacturing and selling company, most of the stakeholders
assigned are technically skilled and adept. The stakeholders chosen must have high knowledge of
photographic instruments and equipments and should also be able to identify the main trends in
the market in terms of photography (Leatherbarrow and Fletcher 2014). The company constantly
updates and upgrades its products based on the technical development in the field and hence, the
stakeholders must be able to identify the beneficial technologies for this purpose. Furthermore,
the stakeholders must also be able to specify the customers’ requirements and assign
manufacture of devices that perfectly suit their needs and are also cost effective.

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Company B: Just Groupe Plc
The stakeholders in this company must have sufficient marketing knowledge instead of
technical. The entire business model of this company relies on country wide marketing for
generating revenue by procuring more and more new customers. Hence, the stakeholders of this
company must be adept knowledge of procuring customers and provide them with services
beneficial for them as also beneficial for the company in terms of generation of revenue (Abbott
et al. 2019). The stakeholders are also assigned to identify the market trends including the rise
and fall of stocks in the share market in order to adjust the business model of the company
accordingly.
Details from Company Annual Reports
Company A: Jessops Europe Limited
This company does not have many details in the annual reports except the revenue
generated and other information related to the types of products sold. The company has also
published various photographs posted by their customers after clicking with the cameras and
other photographic devices sold by them. Through the annual reports, the company mainly
focuses on the quality of the services they have provided throughout the year and how the future
customers can get their benefits, products and services from the company as well. Hence, the
annual reports of the company are product/service centric rather than revenue centric.
Company B: Just Groupe Plc
The annual reports and others documents of this company are full of the revenue margins,
profit generated and other statistical information related to the company in the market. On these

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reports, the company focuses on their own growth through the increase in the number of
customers, the details of business model that they use, risk management plans utilized by them
and others. Hence, it is clear that their reports are basically growth and revenue centric rather
than service centric.

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References
Abbott, D., Beecham, J., Le Bihan, B., Birks, Y., Campbell, J., Challis, D., Forder, J., Van
Houtven, C., Johansson, L., Knapp, M. and Manthorpe, J., 2019. Editorial Officer: Nick Brawn.
Available at: https://jltc.ubiquitypress.com/articles/8/galley/5/download/
Heavey, E., Baxter, K. and Birks, Y., 2019. Financial advice for funding later life care: A
scoping review of evidence from England. Journal of Long-Term Care, pp.51-65. Available at:
http://eprints.lse.ac.uk/91497/
Jones, C. and Livingstone, N., 2018. The ‘online high street’or the high street online? The
implications for the urban retail hierarchy. The International Review of Retail, Distribution and
Consumer Research, 28(1), pp.47-63. Available at:
https://www.tandfonline.com/doi/abs/10.1080/09593969.2017.1393441
Leatherbarrow, C. and Fletcher, J., 2014. Introduction to Human Resource Management: A
Guide to HR in Practice. Kogan Page Publishers. Available at: https://books.google.com/books?
hl=en&lr=&id=gULODgAAQBAJ&oi=fnd&pg=PP1&dq=Leatherbarrow,+C.+and+Fletcher,+J.,
+2014.+Introduction+to+Human+Resource+Management:+A+Guide+to+HR+in+Practice.
+Kogan+Page+Publishers.&ots=Dt2m2dMLHL&sig=7XV9XPcu1d8zKsJVSDcKeX8p2_Y
Speed, C., Nissen, B., Pschetz, L., Murray-Rust, D., Mehrpouya, H. and Oosthuizen, S., 2019.
Designing New Socio-Economic Imaginaries. The Design Journal, 22(sup1), pp.2257-2261.
Available at: https://www.tandfonline.com/doi/pdf/10.1080/14606925.2019.1595023
Sun, J., 2017. Three essays in financial economics: systemic risk, pension economics and income
inequality. Available at: https://core.ac.uk/download/pdf/146459552.pdf