Marketing Mix Of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up

Posted by Zander Henry on Aug-22-2018

1. marketing mix

1.1. Understanding the marketing mix

• The marketing mix is an important set of marketing tools and characteristics that a firm uses to increase penetration in the target market groups
• Using the marketing mix strategically includes focusing on seven important aspects of marketing and branding for an organization, namely: product, place, price, promotion, people, process, and physical evidence

1.2. Importance of marketing mix

• The marketing mix helps a company choose and decide on a suitable marketing strategy
• The marketing mix also helps a company in resource and budget allocation to different aspects of the marketing strategy and product development
• The marketing mix also allows a company to choose the right and effective marketing tactics for its promotional needs

2. Marketing mix for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up

DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is presented below:

2.1. Product

Product is one of the most important components of the DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up Marketing mix. The distinctive characteristics of the product by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up are:

2.1.1. Quality

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up maintains the high quality of products
• High product quality is maintained by adding value during different stages of the value chain
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up procures raw materials from reliable and trusted suppliers only
• These raw materials are processed under carefully maintained environments to maintain high and consistent quality of the products
• High quality promise and delivery also provides DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up with a distinctive competitive advantage

2.1.2. Ease of use

• The products manufactured and sold by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up are relatively easy to use
• All products come with a user manual, which is easy to understand and which provides simple instructions for product use
• The consumers can also call the 24/7 helpline to understand details about product usage
• Also, retail representatives provide detailed instructions and explanations regarding the use of the product at the time of the sale

2.1.3. Portfolio broadness

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has a broad portfolio of products
• The broad portfolio helps DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up in reaching different target groups in the market
• Also, the broad portfolio allows financial strength to DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up
• The broader product portfolio also adds more value for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up

2.1.4. Benefits of product consumption

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up offers functional benefits to consumers of the product use
• These functional benefits are promised and delivered – however, they are also delivered by other similar products
• The distinguishing aspect of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is its delivery of emotional benefits to the consumer
• Products manufactured and sold by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up promise consumers an ego boost, confidence, and security
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also promises fulfilment of psychological needs on product consumption
• These psychological needs include, for example, the need for empathy, the need for belonging, and the need of feeling loved.

2.1.5. Different SKUs

• The products by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up are available in different sizes
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has made use of different SKUs to increase market penetration
• Different SKUs can be brought and used as per the consumption needs of the consumers, and the target markets
• Through the production of different SKUs, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has also increased the trial rate
• Different SKUs have also helped DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up improve its product accessibility

2.2. Price

DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up uses a combination of a number of techniques for pricing its products, which are detailed below:

2.2.1. Premium pricing

• By using premium pricing for some of its product ranges, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up encourages favorable brand and product perceptions in target consumer groups
• Premium pricing for products also encourages a favorable quality perception of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up products amongst consumers
• With premium prices, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has successfully also made some of its product ranges exclusive by restricting sales and production. This, in turn, leads to a perception g luxury in consumption products
• Premium prices add a touch of privilege and high value in DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up products
• Using elements of premium prices in other product ranges has also allowed DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

• Since DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
• With the use of psychological pricing, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also successfully adds more value to its products from the point of view of customers
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also gains higher sales with psychological pricing
• Consumer purchase a higher amount of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up products because of its use of psychological pricing
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is able to penetrate different regional markets optimally with the use of geographical pricing
• For offshore locations, geographical pricing also allows DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to cover shipping and customs expenses
• Geographical pricing also allows DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to maintain consistent revenue growth by altering pricing in different markets based on local currency value

2.2.4. Bundle pricing

• For some product ranges, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is also known to use bundle pricing strategy popularly
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also uses bundle pricing during sales
• Bundle pricing increases the trial rate for consumers
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up experiences higher return on the cost of gaining a new customer
• With bundle pricing, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is also able to control costs and prices by lowering marketing and distribution expenses
• The use of bundle pricing also adds value to the umbrella brand name of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up.

2.3. Placement

DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up places high importance on the placement of its products because it directly relates to accessibility for consumers.

2.3.1. Company-operated stored

• The company maintains stores operated by the management of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up in all markets
• Company-operated stores give DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up higher control over operations as well as store layout and design
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also interacts directly with the consumers and gathers important details regarding consumer behavior and consumer feedback through company-operated stores
• The company operated stores also give leverage to DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up licensed stores also allow consumers to enjoy the various product offerings by the company
• Licensed stores also decrease the risk of financial and physical investment for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up in unstable markets
• Licensed stores have also given DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up high business growth, and a boost for rapid market expansion and penetration
• Through licensed stores, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has also learned about local consumers and cultures
• Licensed stores and shops encourage sales of products by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up by aligning it with local cultural values
• Licensed stores also help DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has developed a successfully operational website for online order placement and order tracking
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also encourages sales through social media portals, where the company takes orders through direct messages, as well as through a mini-shop model
• The company also stocks products with online retailers such as Amazon and eBay, as well as smaller local online retailers as well
• Online retailing, and using the internet to make sales has boosted the sales for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also places its products in supermarkets and hypermarkets across the country
• A large number of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up target groups shop from supermarkets and hypermarkets
• Placement in supermarkets and hypermarkets also improve cost efficiency for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up

2.3.5. Partner agents

• In offshore locations, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also makes use of partner agents for its products’ placement
• These partner agents are assessed and evaluated on strategic compatibility and reliance
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up contracts with partner agents in other countries and markets for its product placement to ensure quality control and terms of negotiation

2.4. Promotion

The marketing strategy for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also places high importance on the promotional tactics and strategies used. The promotional strategies allow the DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to interact with the consumers and influence them directly. DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has corporate profiles on all social media websites and portals
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up uses its social media presence to directly, engage with consumers
• This direct engagement and interaction allows DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to understand the customers, their needs and demands
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up uses this feedback and incorporates it in its broader marketing and organizational strategy
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also maintains a corporate website – which highlights company information, product information as well as information regarding any ongoing campaigns and sales

2.4.2. Reward Programs

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has a loyalty card program for its customers
• The loyalty card allows customers to redeem points in exchange for products or other exciting gifts, as directed by the company
• Each purchase is entered into the loyalty card by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up and is valued for points against the products’ monetary value
• The loyalty card can be purchased or is given complementary by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up on high valued purchases
• Frequent usage and purchase of products by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also has rewards against the loyalty card

2.4.3. Community Influencers

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up makes use of community influencers as its on-ground promotional efforts
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up identifies strong and confident individuals to be brand ambassadors in their communities
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up provides these brand ambassadors and community influencers with its product range and invites them to use it themselves to see benefits

2.4.4. Conventional marketing

• The company places advertisements in consumer-related magazines. This largely includes home decor, and home management magazines
• Magazine ads are not very frequent, but appear twice every quarter of the fiscal year
• In high-density locations, DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also makes use of out of house hoardings
• Hoardings increase visibility for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up and also work towards building stronger brand recall
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also produces TV advertisements
• All TV advertisements have an emotional appeal to them
• TV advertisements by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up have progressed to include a slice of life elements and characteristics
• TV advertisements by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also highlight the functional benefits of the product

2.5. People

The marketing mix of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also places an essential focus on people development and people building. This is because DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up realizes the importance of employees in building strong customer relationships. DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up develops its employee and people by focusing on the following aspects:

2.5.1. Training

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up makes sure that all employees undergo regular training sessions for skill development and enhancement
• Trainings at DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up are not the only field related, but also focus on essential management and organizational skills
• Training sessions and activities at DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also identify with the employee's own needs of progression, development and growth
• All training sessions and activities designed and carried out by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up take into consideration business goals and objectives, as well as employee's personal goals and aspirations
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up, therefore, tries to develop the employee as an organizational member, as well as an individual
• All training is engaging, and hands-on so that employees do not only learn but also experience

2.5.2. Organizational ownership

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up works on strengthening the organizational commitment in its employees
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up builds employee loyalty so that people can reflect their optimal best at work
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also understands that satisfied employees will lead to happy and satisfied customers
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also includes employees in decision making at different managerial levels, and regularly takes their feedback for different projects and products – which also work towards building organizational ownership

2.5.3. Motivation building

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up employees are the face of the organization
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up are motivated through the exciting and creative organizational culture
• Employees are also motivated through different reward programs and bonuses that DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up distributes
• Another source of motivation is appreciation programs where management appreciates and acknowledges the work and performance of different employees

2.5.4. Succession planning

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up remains one of the leading players in the industry also because of its focus on succession planning
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up conducts succession planning for all managerial levels
• Succession planning is done through internal promotions as well as external recruitments to meet the needs and demands of the vacant job position at DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up
• Strategic succession planning has allowed DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

• All operations at DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up are clearly defined and communicated to the employees
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up makes sure that employees are well trained, and knowledgeable of all processes relates to operations
• All stages of operational processes focus on maintaining a high quality level and standard of the products
• Systematic process re in place for all operation – from procurement to the final sale of the products
• All operational processes are maintained, checked, and uploaded through the internal portal of the organization for supervisory purposes
• The use of online portals for operational processes also builds a strong backup for managerial purposes at DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up

2.6.2. People Management

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has also defined clear processes for people management through streamlining its human resource management department
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has defined guidelines regarding recruitment, training, compensation management, and performance appraisal of employees
• All people related processes are not only communicated to the management and supervisors, but also to employees to create a sense of transparency, and an environment of trust
• Progressive people management systems and processes have allowed DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also has defined policies and processes for managing and maintaining quality
• All products undergo triple quality checks to ensure that customers receive the best product
• In addition to quality checks at the production and distribution level, the management has also placed separate quality maintenance and quality check department
• The quality maintenance department has experts who make sure that not only the final product but also the processes involved in producing the product were infused with quality

2.6.4. Store management

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up manages store management through stringent and closely monitored policies and processes
• These processes relate to not only the floor and space design but also to the performance of the employees at the store
• The processes for store management also regularly monitor footfall and work on strategies to increase footfall through different tactics, and changes in the store design and store management
• The company also has a systematic process for customers who interact with the products and feel them before making the purchase
• The final sale at the store is also clearly defined – for the employees and the customers both
• Processes and policies are important for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up for maintaining quality of the products, and for ensuring that the company does not experience any unnecessary expenses and costs

2.7. Physical evidence

The physical evidence is also important in the marketing strategy for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up include:

2.7.1. Store atmosphere

• The store design and management for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up is exciting and creative
• The store atmosphere makes the customers feel relaxed and comfortable –so that they can interact with, and enjoy product offerings by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up at ease
• The store design is also important for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up because it controls the level and nature of experience and interaction that the customers have with the product and the brand
• With company-operated stores, it is easier for DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up to control and manage the store atmosphere to be able to positively influence customers and to be able to appeal to them emotionally

2.7.2. Packaging

• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has unique packaging, which is different from other players in the industry
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also has a vibrant touché to its packaging, which is regularly changed in terms of colors and patterns
• The logo for the company is simple, and recognizable by the consumers easily
• The brand logo has also become a symbol of confidence, ambition, and aspiration for consumers who use products by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up
• The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up

2.7.3. Website design

• The website design is simple and easy to use
• DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
• The corporate website of DBS Transformation B Going Digital and Creating a 22 000 Person Start-Up also has the brand logo, and is packaged similarly to the products offered by the company
• The design patterns, and color change on the website with changes to the product packaging to match various campaign needs and sale offerings