Marketing Planning and Mix Development for the DSO †Free Samples

Question: Discuss about the Marketing Planning and Mix Development for the DSO. Answer: Introduction For any organisation,marketing involves the identification of customer needs and recognizing the differences between groups of customers. organisations may not be able to do everything to satisfy every customer in their markets, this may be due to lack of needed resources. It also means that marketers have to be clever when targeting their offers at people that really want and need them(Dant Brown, 2009). In this manner this report conducts a market segmentation analysis of DSO by focusing on the Business to Business and Business to Customer segmentation so as to known what the group needs to do to gain customer loyalty and attract new markets. Target Market ( B2B) According to Mohr, (2009 ), the business to business markets the main aim of segmentation will involve research through clusters of the likeminded organisations in order to aloe for themarketing of the program to focus more on the subset of the prospect which are able to purchase the offering. Often there is a strong pressure to use customer segmentation in the business to business marketing as this will allow for the organisation to win competitive advantage since there is little to differentiate a product from the other. In this manner, the segmentation is also able to link strongly with the marketing strategy to achieve a sustainable differentiation position of the organisation. One of the importance of segmenting the DSC customer will transverse the many functional domains in the organisation, this will include the supply and demand side of the customers. also since the customer facing nature of marketing and sales, the domains will also typically represent the early adapters of segmentation schemes so as to support the planning purposes for the concert and the tactical operations. one of the way that this would be done is through improving the cross-sell campaign response rate when knowing exactly the kind of customers that have the highest propensity to attend the event or value propositions that are most likely to resonate with the target audience(Gottlieb, et al., 2014). Also the manager may decide to make reasonable assumptions with respect to the markets for the concert through key insights from the segmentation. Segmentation Model For the success of the DSO, a good segmentations model which is elegant, intuitive in the simplicity and the usefulness in the marketing settings. As in the previous studies, the segmentation will involve the relationship that the customer have with the art form of classical music and the relationship the customers have with the DSO. In this manner, the segmentation strategy for the institution will first require an understanding of this relationship and the attendance of the concert(Ta, et al., 2015). In this manner, such factors will be investigated with regard to the knowledge and art form and the desire to learn more. It will be important to find out the history of attendance on the live concert, the customer preference levels for the types of orchestras that the DSO presents. It will also look at the use of classical music recordings and he classical music radio, the openness when it comes to attending live concerts with no regard to the other factors. This is whether classical music attendance will be valued by the individual customers social reference group. The other strategy will be the use of data from the national public telephone survey, the analysis of cluster will also be employed to a create a segment model which will be based on the relations that the customers have with the art form. The other dimension will also entail a model that revolves around the relationships of the consumer with a specific orchestra. The institution will also have to look of the target customers have ever attended or considered attending. It will also look at whether they have ever purchased or repeatedly purchased, whether they are current or former buyers and the types of concerts that they have been purchasing(Churchill Iacobucci, 2004). It will also look at their most recent attendance and if they may in one way or another have friend or relatives that attend. Their kind of experience will also be looked at as to determine their attitude on the future of the attendance. Gaps Model for Improving DSO services As part of the B2B marketing, the DSO can also use the Gaps model do describe its service quality through analyzing the perceived and expected services. For an organisation to be able to examine the service quality, the gaps model looks at five potential service quality gaps which can be useful in providing unique services to their audience. The first four models looks at the ways that the service provider will give to the audience(Campbell Brown, 2011). By analyzing the four gaps, DSO will be able to determine reasons for differences between the perceived services and expected services. In this manner they will be able to take steps that will ensure they have eliminated the gap that is most apparent to the customer. Managing the perception of expectations from the customers When the organisation is able to measure the service quality it provides to its customer, it is one of the challenges that comes through due to the fact that it is determined by other intangible factors. Unlike a product that has physical features which is measured in a much more objective manner, the entertainment quality will contain other psychological features. According to the authors of the gaps model of service quality, they also came up with a multiple item scale known as the SERVQUAL with is used in measuring the quality of service provided by the company. The principal measure of the quality of service is focused in measuring the gap between the service and the dimension of the audience. These dimensions of services will also be used by the customer as a way of judging the quality of services that they receive from time to time. Dant Brown, (2009) also defined the gap between the service and the customers for the 10 dimensions that include; responsiveness, reliability, courtesy, competence, security, credibility, communication, access, knowing and understanding their customers. in 1988 also the authors were able to reduce the dimensions by looking at reliability, tangibility, assurance, responsiveness and empathy. Tangibility This looks at the product, the physical facilities and communication materials that are used in marketing. In this manner, DSO will have to provide physical representations of the images or the services that their target audience and especially new people who will attend the DSO events a chance to evaluate the quality of their products(Baker, 2016). Tangibility will also look at the ability to perform the promised services by looking at the accuracy and dependability. In this manner, DSO will have to look at reliability in regard to the companys ability to deliver the marketed services, this is about customer experience, the solution of customer problem, provision of services and the pricing of the DSO concerts(Campbell Brown, 2011). In this sense, they should also remember that customer are always interested in companies or organisations which deliver what they have paid for, especially with regard to the core service attributes. Responsiveness With regard to responsiveness, DSO should express their ability to listen to the needs and desires of their customer. In this dimension thus, they will need to be more attentive and respond promptly to be able to deal with the requests from their customers, complaints, questions and problems. In this manner, responsiveness to the customer will entail being able to communicate to their customer through the length of time so that they do not have to wait for the assistance, or be able to answer questions and pay attention to problems(Gottlieb, et al., 2014). In this manner, responsiveness will also capture the notion on ability and flexibility that it provides to customer in terms of arranging the concert hours, days and genres. Assurance In this manner, DSO needs to always assure their customers of a great customer experience. They need to have more knowledge of their customer expectations and they should show this through trust and confidence. In this manner, the dimension will be very important for the services that the customer will be looking for and the risk that is involved and whether they would be feeling uncertain with regard to the ability to evaluate the much needed outcome(Gottlieb, et al., 2014). One example is an insurance company or a hotel room service. Customer will always trust and be confident that their needs will be met so long as the relationship is established. Empathy This will involve the caring aspect and individualized attention that each customer is given by the company. the main reason for caring will be to convey the message that customer are special and unique(Gottlieb, et al., 2014). In this manner, DSO should make customer make they feel good and understood as being very important to the success of DSO. Social segmentation DSO needs to ensure that their products are targeted to meet the needs of customer from different social and economic backgrounds including students and single persons. The quality, brand, scheme and the time given for the concerts and value for buying an album or event ticket should be the one that will influence the audience toward DSO. The main area here is the packaging of the product, it should be targeted at different groups of concert lovers because they are economically friendly and will also provide easy interest in the group(Dant Brown, 2009). They need to be able to target people with low income as well so as to make the product affordable for all groups. Segmentation should include different types of concerts and events by using demographic data. The importance of this type of segmentation will be to understand the wants and needs of their customers through the marketing mix. Segmentation is also demographic as different genre will fit different groups in terms of income , age and occupation. They will thus use this marketing research data in their avail to target different customer groups in the market. In the same manner, they should have an economic package which will be targeted at the young and middle class groups. The size, price and quality of the activities need to influence these groups to buy their tickets or records. This groups should be part of the segments since it provides one of the most profitable margin and it is also useful to the customers who are comfortable with the pricing instead of squashing them with one ticket and price tag for a record(Campbell Brown, 2011). At all times DSO should remember that its main mission will be to maximize its profit through ensuring that the product is accepted by the target through listening to the opinions of their customers and make the products up to the standard to attract more customers. market segment for DSO should thus ensure the use of life cycle customer size, reach and economic ability(Campbell Brown, 2011). The importance of segmenting it this way is that it will ensure customers buy their product at the right pric e, attend their concerts at the right time and they run the right promotion. B2C Target Market In the business to consumer segmentation, the DSO will have to with five categories of segmentation that will look at the demographics, geographic, psychographic, geodemographic and customer behavior. In these categories, the orchestra will be able to cover other characteristics of the customer that are measurable, descriptive, intangible or tangible so long as they relate to the consumers preferences and the relationships they have with the product(Dubelaar, et al., 2005). According to (Lloyd, 2005), geographic segmentation will look at the location for the DSO customer with regard to the variables like the country where classical music is most popular, city, climate, traffic and population density. Also when looking at the demographic segmentation, the orchestra will have to look at issues such age, gender, income levels of target customer, education, occupations, social class, and nationality. In this regard, the variable will provide a standard category that consumers have in terms of value to the group. In the same line, geodemographic segmentation for DSO will look be about analyzing people with regard to where they live. In this manner the group will need to combine the demographic and geographic information all together. The psychographic segmentation on the other hand will be looking at the lifestyles of the people who might attend the concerts or by the groups albums(Collis Hussey, 2013). This will look at their lifestyles, attitudes, activities, opinions and values of the potential customers. lastly is the behavioral segmentation will be looking at the actually behavior of customers with regard to their responses on the music that the DSO is producing. Some of the variable that the group can use in this is the user ratings, brand loyalty, how sensitive they are with regard to the prices, readiness to attend concerts and occasions. Market Analysis for DSO With regard to the DSO, the company will have to utilize two main strategies when segmenting and targeting a new market for their products. The first one will look at the brand strategy and the other one will concentrate on the pricing strategy. According to Aleksandrovich Timurovich, (2013), a brand strategy will happen when a group is able to find a way that can enable it diverge from other, they need to be able to differentiate what they are offering to their audience through creating a unique product and branding it in order to offer stands that are superior and relevant in value for their target audience. The DSO brand should be able to give them a value added of intangible assets, this could also be used in separating them with other music concert groups in terms of style, design, organisation and a combination of what the consumers expect from them, as this is the only way that they are going to gain in the market share. In this manner they need to be consistent when it comes to advertising of their products to create more awareness of their products(Dant Brown, 2009). When the customers become aware of the group and their product, then they will be in a strong position with regard to brand presence to the extent that it becomes the first thing in their mind when they think about classical music concerts. Brand awareness is thus good as it creates a reason for customer to continue buying tickets and albums and provides a basis for creating good customer relationships(Dubelaar, et al., 2005). One example is when DSO brand awareness is about the releasing of new products in terms of different genres for local audience and international audience so as to cover different markets for different preferences. For DSO thus, the main proposition of the brand will be entertainment. The main element of the proposition will look at the types of music genres they produce, they different groups they address, the mood of the music and keeping audience entertained(Dubelaar, et al., 2005). In addition, supreme follows with regard to innovation of a product, this is important as it enables the product achieve a long term objective by taking a form of timely and new products launches so as to enable the brand become more close in meeting the needs of different types of preferences from the consumers view. The second B2C segmentation will look at the pricing strategy that DSO will implement to their customers. this is a very vital strategy in influencing markets. When there is the limited use of the pricing strategy when it comes to holding and gaining competitive advantage, this will result to opportunities where companies that are willing to redesign their portfolios will come up with some unorthodox mix up in terms of strategies. One of the way that DSO can utilize this strategy will be through cutting the price of concert tickets which is one of the easiest ways they can be able to absorb customer(Lloyd, 2005). In this regard, the control of prices is a useful segment to fit different markets for the orchestra. One of the ways that this can be done is when presenting a new concert through cutting down the price of the first concert ticket to open the group to new audiences and make more customers know about the group. It can also include having free gifts like group T shirts, free autographed albums or buying one more than and getting another album free, or providing a special discount for this who attend their concerts(Dubelaar, et al., 2005). This will also be determined by particular seasons for the concert and dates as this is what is normally used as a criteria in the marketing industry to enable groups obtain more profits. In addition, such actions will also be useful in executing during the main event depending on the geographical setting of the concert(Dubelaar, et al., 2005). When it comes to the cutting down of prices, this may also increase the demand of the product, however, there could be a major barrier to use with regard to value pricing which is always meant to belief that the markets for entertainment industry are always elastic, meaning, pricing may not be a major determinant of customer appeal. However, one of the reasons that DSO can implement pricing as a B2C strategy will be on the grounds that it compares the exact right price which meets the customer expectations(Dubelaar, et al., 2005). In addition, if the group conducts a blind folded type of pricing it may lead to poor competition levels with its competitors. This in the end leads to poor sales eventually the group losing more profits and customers as well. This is because, in the event that customers get used to the purchasing of products on the sale price, it will become difficult for them to raise the price one more time. It is thus more unacceptable and the risk will eventually grow. In this manner, customer will also have to consider seriously on the price of the product, meaning that pricing strategy may not be as suitable in the long term. The group also need to focus on fits for the different criterion with regard to marketing strategies. The main heart of marketing strategies is to create value for the group. This is defined as the ration between the cost and benefits on what the customer gets and what the organisation is ready to give(Collis Hussey, 2013). In this manner, the suitability of the target should be one that is obvious, it should be able to improve the group recognition, the quality of their orchestra and the price should be able to serve the same purpose for the customer and for the group. This is the main missio n of marketing and segmentation. The organisation should also remember that marketing will entail other risks like investments in building sponsorship, advertising and the cost of holding and event. In this manner, segmentation should be a continuous process all along to ensure that both the customer and the group are satisfied. Conclusion In conclusion, marketing for DSO should consider both the long term and short term impacts. Segmentation should be done in a way that it is going to be suitable, feasible, and long term. In this manner segmentation will have become a tool which enable the group to identify different preferences of customers in various markets and provide them with the best possible product that is able to meet the group or individual requirements. In this manner they will also be in a position to bring a number of benefits for the organisation and the consumer. The new orchestra market for DSO thus will be able to gain different consumer that have different needs. Once this is done well, then the organisation will have met the needs for segmentation. References Aleksandrovich, R. Timurovich, B., 2013. Singularities of marketing activities of small businesses: attracting and retaining customers. Modern Management Technology. Baker, S., 2016. New Consumer Marketing: Managing a Living Demand System.. Chichester: John Wiley Sons.. Campbell, H. Brown, R., 2011. Benefit-cost analysis: financial and economic appraisal using spreadsheets. 1 ed. New York: Cambridge University Press. Churchill, G. A. Iacobucci, D., 2004. Marketing Research: Methodological Foundations (with InfoTrac). In: 9, ed. Cambridge: South-Western College Pub, pp. 22-45. Collis, J. Hussey, R., 2013. Business research: A practical guide for undergraduate and postgraduate students.. s.l.:Palgrave macmillan.. Dant, R. Brown, J., 2009. 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