From 4Ps to 7Ps
The original marketing mix — developed by E. Jerome McCarthy in 1960 — comprised four Ps: Product, Price, Place and Promotion. These four elements captured the core decisions a company makes about what it sells, how it prices it, where it distributes it, and how it communicates about it.
As marketing evolved, particularly with the growth of service industries, three additional Ps were added: People, Process and Physical Evidence. These capture the human, operational and tangible dimensions of service delivery that the original 4Ps didn't account for. Together, the 7Ps provide a more complete picture of a brand's internal marketing activity.
Product · Price · Place · Promotion — the core commercial decisions. Designed primarily for product-based businesses.
Adds People · Process · Physical Evidence to address service delivery, customer interaction and the tangible cues that signal quality.
The 7Ps form the internal analysis layer of a marketing audit — they're what a business controls and can change. They sit alongside the micro environment (semi-controllable factors like suppliers and competitors) and the macro environment (uncontrollable forces captured by PESTEL).
The seven Ps in depth
Applying the 7Ps in an audit
In a marketing audit, the 7Ps are used to evaluate how effectively a brand is performing across each internal dimension. The goal is not just to describe each P — it's to assess it, identify strengths worth building on and weaknesses worth addressing.
The key questions to ask for each P are: How strong is the brand's performance here? How does it compare to key competitors? What could be improved? And what does this P tell us about strategic priorities?
How to rate each P
The Marketing Audits tool asks you to rate each P on a four-point scale: Strong, Good, Fair or Weak. Use these as genuine assessments, not defaults. A brand that rates Strong across every P hasn't been critically analysed — it's been described favourably. Real audits find weaknesses.
- Strong — the brand is a market leader or best-in-class on this dimension. Competitive advantage.
- Good — performing well but not exceptional. Meets or slightly exceeds market expectations.
- Fair — adequate but with clear room for improvement. Vulnerable to competitive pressure.
- Weak — underperforming significantly. A liability that needs strategic attention.
Worked example — Irn Bru
- Product — Strong. Distinctive, iconic flavour with near-universal recognition in Scotland. Sugar-free and 1901 variants expand the range. Clear USPs that competitors haven't replicated.
- Price — Good. Positioned as an accessible everyday treat — competitive with cola brands. The sugar tax has increased retail price modestly but hasn't significantly damaged value perception.
- Place — Good. Strong distribution across Scottish supermarkets and convenience stores. Weaker outside Scotland — limited national retail presence compared to Coca-Cola and Pepsi.
- Promotion — Strong. Award-winning, deeply Scottish advertising with high brand recall. Social media presence is active. However, primarily Scotland-focused.
- People — Good. Strong internal brand culture. Customer service is largely positive though less visible than in direct-to-consumer businesses.
- Process — Fair. Distribution and production processes are functional but not a competitive differentiator. Limited direct-to-consumer digital commerce.
- Physical Evidence — Strong. Distinctive orange can design with immediate recognition. In-store presence strong in Scotland. Packaging redesigns have maintained heritage while feeling contemporary.
Apply the 7Ps in a full marketing audit
Rate all seven Ps alongside the micro and macro environments and generate a complete audit report.