SPAR Case StudyThe company in my district that I find most customer-centric would be my local food retailer, SPAR. This simply means that they have used a proven, tactical sales method that allows them to predictably generate more revenue without increasing their sales costs. By focusing their businesses and products on consumer demand, they have managed to build numerous profitable and sustainable relationships with their customers. SPAR offers a 'Double Money Back Quality Guarantee' on all SPAR branded products. On top of that, they keep up with the brand's standards by having their products tested on a monthly basis by an independent lab. This way they create a feeling of security around their brand. Customers who demand high quality at a reasonable price and a sense of security about the products they purchase are more likely to use a SPAR branded item. SPAR opens at 7am and closes at 7.30pm. This is done to accommodate customers who wish to do their shopping before or after work. They provide a safe environment for shoppers as they have friendly and visible security. Many customers, who demand security, feel safe and comfortable while shopping. The cashiers, staff and managers are well trained, friendly and reliable, many of whom have been with the company for many years and have developed relationships with their customers. These relationships allow them to provide certain products on demand such as magazines, pasta sauces, certain fruits and vegetables, and select cuts of meat, etc. to reliable customers. Question 2 Demographically we can segment the market into groups based on age, gender, family size, income, family life cycle and occupation. The target market will specifically be men and women aged between 18 and 45. This segment was selected as many people younger than this age continue to have their meals selected while those who are older than this range and seek a healthier and more holistic lifestyle. For secondary target markets, healthier products should be provided as well as products for children. A large part of the target market will be businesspeople earning between R36,000 and R400,000 per annum. Target markets earning less than this amount may not have as much disposable income to spend on Dunkin' Donuts products. Cheaper products should be available for secondary target markets with less purchasing power. Using psychographics we can segment the market into groups based on social class, lifestyle and personality characteristics.