Marketing Mix Of To Say or Not To Say A

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 To Say or Not To Say A

To Say or Not To Say A makes use of the marketing mix strategically to achieve not only the marketing objectives but also the broader organizational objectives.

Marketing Mix To Say or Not To Say A is presented below:

2.1. Product

Product is one of the most important components of the To Say or Not To Say A Marketing mix. The distinctive characteristics of the product by To Say or Not To Say A are:

2.1.1. Quality

To Say or Not To Say A maintains the high quality of products
High product quality is maintained by adding value during different stages of the value chain
To Say or Not To Say A 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 To Say or Not To Say A with a distinctive competitive advantage

2.1.2. Ease of use

The products manufactured and sold by To Say or Not To Say A 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

To Say or Not To Say A has a broad portfolio of products
The broad portfolio helps To Say or Not To Say A in reaching different target groups in the market
Also, the broad portfolio allows financial strength to To Say or Not To Say A
The broader product portfolio also adds more value for To Say or Not To Say A

2.1.4. Benefits of product consumption

To Say or Not To Say A 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 To Say or Not To Say A is its delivery of emotional benefits to the consumer
Products manufactured and sold by To Say or Not To Say A promise consumers an ego boost, confidence, and security
To Say or Not To Say A 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 To Say or Not To Say A are available in different sizes
To Say or Not To Say A 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, To Say or Not To Say A has also increased the trial rate
Different SKUs have also helped To Say or Not To Say A improve its product accessibility

2.2. Price

To Say or Not To Say A marketing mix focuses on a hybrid strategy for pricing to obtain maximum value for its products. The marketing mix To Say or Not To Say A 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, To Say or Not To Say A encourages favorable brand and product perceptions in target consumer groups
Premium pricing for products also encourages a favorable quality perception of To Say or Not To Say A products amongst consumers
With premium prices, To Say or Not To Say A 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 To Say or Not To Say A products
Using elements of premium prices in other product ranges has also allowed To Say or Not To Say A to maintain significantly high profits and a consistent business growth

2.2.2. Psychological pricing

Since To Say or Not To Say A has a number of different product ranges and product groups, the use of psychological pricing has been beneficial
With the use of psychological pricing, To Say or Not To Say A also successfully adds more value to its products from the point of view of customers
To Say or Not To Say A also gains higher sales with psychological pricing
Consumer purchase a higher amount of To Say or Not To Say A products because of its use of psychological pricing
To Say or Not To Say A is able to increase its target audience and broaden its target purchaser groups

2.2.3. Geographical pricing

To Say or Not To Say A is able to penetrate different regional markets optimally with the use of geographical pricing
For offshore locations, geographical pricing also allows To Say or Not To Say A to cover shipping and customs expenses
Geographical pricing also allows To Say or Not To Say A 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, To Say or Not To Say A is also known to use bundle pricing strategy popularly
To Say or Not To Say A also uses bundle pricing during sales
Bundle pricing increases the trial rate for consumers
To Say or Not To Say A experiences higher return on the cost of gaining a new customer
With bundle pricing, To Say or Not To Say A 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 To Say or Not To Say A.

2.3. Placement

To Say or Not To Say A 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 To Say or Not To Say A in all markets
Company-operated stores give To Say or Not To Say A higher control over operations as well as store layout and design
To Say or Not To Say A 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 To Say or Not To Say A in terms of decisions regarding the stocking of different product items

2.3.2. Licensed stores

To Say or Not To Say A 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 To Say or Not To Say A in unstable markets
Licensed stores have also given To Say or Not To Say A high business growth, and a boost for rapid market expansion and penetration
Through licensed stores, To Say or Not To Say A has also learned about local consumers and cultures
Licensed stores and shops encourage sales of products by To Say or Not To Say A by aligning it with local cultural values
Licensed stores also help To Say or Not To Say A in localizing its product offerings to enhance brand equity and band image

2.3.3. E-commerce

To Say or Not To Say A has developed a successfully operational website for online order placement and order tracking
To Say or Not To Say A 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 To Say or Not To Say A and has also increased the accessibility of its products for consumers.

2.3.4. Supermarkets and hypermarkets

To Say or Not To Say A also places its products in supermarkets and hypermarkets across the country
A large number of To Say or Not To Say A target groups shop from supermarkets and hypermarkets
Placement in supermarkets and hypermarkets also improve cost efficiency for To Say or Not To Say A

2.3.5. Partner agents

In offshore locations, To Say or Not To Say A also makes use of partner agents for its products’ placement
These partner agents are assessed and evaluated on strategic compatibility and reliance
To Say or Not To Say A 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 To Say or Not To Say A also places high importance on the promotional tactics and strategies used. The promotional strategies allow the To Say or Not To Say A to interact with the consumers and influence them directly. To Say or Not To Say A uses a 360-degree approach in its promotional activities, and makes use of the following means of promotion:

2.4.1. Digital marketing

To Say or Not To Say A has corporate profiles on all social media websites and portals
To Say or Not To Say A uses its social media presence to directly, engage with consumers
This direct engagement and interaction allows To Say or Not To Say A to understand the customers, their needs and demands
To Say or Not To Say A uses this feedback and incorporates it in its broader marketing and organizational strategy
To Say or Not To Say A 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

To Say or Not To Say A 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 To Say or Not To Say A and is valued for points against the products’ monetary value
The loyalty card can be purchased or is given complementary by To Say or Not To Say A on high valued purchases
Frequent usage and purchase of products by To Say or Not To Say A also has rewards against the loyalty card

2.4.3. Community Influencers

To Say or Not To Say A makes use of community influencers as its on-ground promotional efforts
To Say or Not To Say A identifies strong and confident individuals to be brand ambassadors in their communities
To Say or Not To Say A 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, To Say or Not To Say A also makes use of out of house hoardings
Hoardings increase visibility for To Say or Not To Say A and also work towards building stronger brand recall
To Say or Not To Say A also produces TV advertisements
All TV advertisements have an emotional appeal to them
TV advertisements by To Say or Not To Say A have progressed to include a slice of life elements and characteristics
TV advertisements by To Say or Not To Say A also highlight the functional benefits of the product

2.5. People

The marketing mix of To Say or Not To Say A also places an essential focus on people development and people building. This is because To Say or Not To Say A realizes the importance of employees in building strong customer relationships. To Say or Not To Say A develops its employee and people by focusing on the following aspects:

2.5.1. Training

To Say or Not To Say A makes sure that all employees undergo regular training sessions for skill development and enhancement
Trainings at To Say or Not To Say A are not the only field related, but also focus on essential management and organizational skills
Training sessions and activities at To Say or Not To Say A also identify with the employee's own needs of progression, development and growth
All training sessions and activities designed and carried out by To Say or Not To Say A take into consideration business goals and objectives, as well as employee's personal goals and aspirations
To Say or Not To Say A, 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

To Say or Not To Say A works on strengthening the organizational commitment in its employees
To Say or Not To Say A builds employee loyalty so that people can reflect their optimal best at work
To Say or Not To Say A also understands that satisfied employees will lead to happy and satisfied customers
To Say or Not To Say A regularly shares different reward programs for employees, including stock sharing, so that their organizational commitment and ownership is enhanced
To Say or Not To Say A 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

To Say or Not To Say A employees are the face of the organization
To Say or Not To Say A are motivated through the exciting and creative organizational culture
Employees are also motivated through different reward programs and bonuses that To Say or Not To Say A 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

To Say or Not To Say A remains one of the leading players in the industry also because of its focus on succession planning
To Say or Not To Say A 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 To Say or Not To Say A
Strategic succession planning has allowed To Say or Not To Say A to be prepared for different challenges, and also be resourceful enough to deflect them

2.6. Process

To Say or Not To Say A has organized and systematic processes in place to make sure that the business experiences consistent growth.

2.6.1. Operations

All operations at To Say or Not To Say A are clearly defined and communicated to the employees
To Say or Not To Say A 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 To Say or Not To Say A

2.6.2. People Management

To Say or Not To Say A has also defined clear processes for people management through streamlining its human resource management department
To Say or Not To Say A 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 To Say or Not To Say A to keep its workforce motivated and happy – which reflects in satisfied customers

2.6.3. Quality maintenance

To Say or Not To Say A 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

To Say or Not To Say A 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 To Say or Not To Say A 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 To Say or Not To Say A as it works towards influencing the consumers in favor of the brand and its offerings. The physical evidence for To Say or Not To Say A include:

2.7.1. Store atmosphere

The store design and management for To Say or Not To Say A 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 To Say or Not To Say A at ease
The store design is also important for To Say or Not To Say A 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 To Say or Not To Say A 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

To Say or Not To Say A has unique packaging, which is different from other players in the industry
To Say or Not To Say A 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 To Say or Not To Say A
The packaging of the products is sophisticatedly done and matches the brand image developed and maintained by To Say or Not To Say A

2.7.3. Website design

The website design is simple and easy to use
To Say or Not To Say A has a customer friendly user interface which allows easy navigation and understanding of its various product offerings
The corporate website of To Say or Not To Say A 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

3. References

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Harish, R., 2008. Brand Architecture and its Applications in Strategic Marketing:The Example of L’Oréal. The Icfai Journal of Marketing Management, 7(2), pp. 39-51.

Išoraitė, M., 2009. Theoretical aspects of marketing strategy. Ekonomika ir vadyba: aktualijos ir perspektyvos: mokslo darbai, Volume 1, pp. 114-125.

Keller, K., 2001. Mastering the marketing communications mix : Micro and macro perspectives on integrated marketing communication programs. Journal of Marketing Management, Volume 17, p. 819–847.

Kotler , P., 2003. Marketing Management. New Jersey: Pearson Education Inc.

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Kotler, P., 211. Reinventing marketing to manage the environmental imperative. Journal of Marketing, 75(4), pp. 132-135.

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Schmitt, B., 1999. Experiential marketing. Journal of Marketing Management, p. 57.

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Zahay, D. & Griffin, A., 2010. Marketing strategy selection, marketing metrics, and firm performance. Journal of Business & Industrial Marketing, 25(2), pp. 84-93.

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