Answer no.

1 experiential retailing
In today's changing retail landscape, the integration of experiential retail is keeping brands relevant. ... As
a result, customers walk away with a positive and memorable impression of the brand, and it's that
impression that keeps them coming back for more.
retailers get competitive advantage through development of personal/private/store brands. These products
are designed, produced and marketed exclusively by the retailer and are sold by that retailer only. For
example, if someone want to buy 'Star and Sitara' cosmetics, you can buy it from pantaloon.

Answer no.2 ways of marketers to engaged in social media

1. Keep on top of optimum post lengths
Getting a balance between length and content can be a fine line to tread. Post length could be the
difference between a potential customer engaging with your brand and scrolling past. That’s why it’s so
important to know what works well on each of your chosen social media platforms.

It’s harder to keep on top of social post length than it might seem. Optimum post lengths for major social
media platforms can shift with updates to layout and post format, especially on mobile.

Generally speaking, engagement decreases the longer your post gets. So, keep it short, keep it snappy, and
make every character count. Use these guidelines to plan out your posts across different platforms:

Facebook: 25–55 characters

LinkedIn (InMail): 200 characters
Twitter: 71–100 characters
Instagram: 140–150 characters
Pinterest: 200 characters for the description, image size 735px by 1102px
Youtube: 3 minutes of video
Delivering Business Advice directly

2. Post at the right time

When is your target audience the most active on social media? If you can answer this question, you can
maximize your potential for post engagement and reach.

For example, if you’re an analyst firm, you might push your latest report to social between 7:00–9:00 a.m.
so that your audience can read it as they commute. On the other hand, if you’re a skincare company
targeting teenagers, you might post your how-to videos and skincare tips in the after-school period, from
3:30–6:00 p.m.

To some extent, you’ll be able to determine your optimal posting times using buyer personas and good
old-fashioned intuition. If you really want to drill down, however, you could use social media analytics
tools for real-time, precise insights into follower behavior.

Tools like Followerwonk and Tweriodanalyzebehavior pattern data on a level impossible to achieve
manually. This allows you to identify trends and behavior patterns much earlier, so you can match your
posting times precisely.

3. Know when to lead the conversation . . . and when to sit back

A dominant theme in a recent Social Trends Report notes that an increase in social media use presented
significant opportunities for brands, but that many businesses jumped into conversations too soon,
sabotaging their chances of success.2

“Smart brands sat back and listened, then won with creative, original ways of fitting into the social
conversation to break through the wall of indifference,” states the report. But how do you do this?

It’s all about social listening. Take some time to figure out what your audiences are talking about, and
then think about how your brand could contribute to these conversations meaningfully.

4. Create discussions, not (just) adverts

Brand accounts that exist solely to promote their products and services hold a limited appeal for social
media users.

People enjoy going on social media to connect, to learn, to be entertained, to talk about things that interest
them—all of which hold more immediate appeal than direct, TV-style advertising.
To be clear, there’s nothing wrong with direct advertising on social media—it works very well with the
right strategy. The key is balancing it out with a feed full of engaging content to build an identity your
followers love and identify with.

Replying to and engaging with your customer base is essential here—engagement requires two parties,
and if you never reply people will stop commenting. See social media as a two-way conversation, not a
one-way ad channel.

You could also try the following techniques to build social media discussions:

Share third-party articles relevant to your followers’ interests.

Share useful onsite content like blogs and how-to guides.
Show support for charities and other initiatives relevant to your follower base.
Run the occasional competition.
Encourage followers to create user-generated content for use.

Answer no3. Service-profit chain is a theory and business model

The Service-Profit Chain
The service-profit chain establishes relationships between profitability, customer loyalty, and employee
satisfaction, loyalty, and productivity. The links in the chain (which should be regarded as propositions)
are as follows: Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of
customer satisfaction. Satisfaction is largely influenced by the value of services provided to customers.
Value is created by satisfied, loyal, and productive employees. Employee satisfaction, in turn, results
primarily from high-quality support services and policies that enable employees to deliver results to
customers. (See the exhibit “The Links in the Service-Profit Chain.”)

The Links in the Service-Profit Chain

The service-profit chain is also defined by a special kind of leadership. CEOs of exemplary service
companies emphasize the importance of each employee and customer. For these CEOs, the focus on
customers and employees is no empty slogan tailored to an annual management meeting. For example,
Herbert Kelleher, CEO of Southwest Airlines, can be found aboard airplanes, on tarmacs, and in
terminals, interacting with employees and customers. Kelleher believes that hiring employees who have
the right attitude is so important that the hiring process takes on a “patina of spirituality.” In addition, he
believes that “anyone who looks at things solely in terms of factors that can easily be quantified is
missing the heart of business, which is people.” William Pollard, the chairman of ServiceMaster,
continually underscores the importance of “teacher-learner” managers, who have what he calls “a
servant’s heart.” And John McCoy, CEO of Banc One, stresses the “uncommon partnership,” a system of
support that provides maximum latitude to individual bank presidents while supplying information
systems and common measurements of customer satisfaction and financial measures.

A closer look at each link reveals how the service-profit chain functions as a whole.
Customer Loyalty Drives Profitability and Growth
To maximize profit, managers have pursued the Holy Grail of becoming number one or two in their
industries for nearly two decades. Recently, however, new measures of service industries like software
and banking suggest that customer loyalty is a more important determinant of profit. (See Frederick F.
Reichheld and W. Earl Sasser, Jr., “Zero Defections: Quality Comes to Services,” HBR September–
October 1990.) Reichheld and Sasser estimate that a 5% increase in customer loyalty can produce profit
increases from 25% to 85%. They conclude that quality of market share, measured in terms of customer
loyalty, deserves as much attention as quantity of share.

Banc One, based in Columbus, Ohio, has developed a sophisticated system to track several factors
involved in customer loyalty and satisfaction. Once driven strictly by financial measures, Banc One now
conducts quarterly measures of customer retention; the number of services used by each customer, or
depth of relationship; and the level of customer satisfaction. The strategies derived from this information
help explain why Banc One has achieved a return on assets more than double that of its competitors in
recent years.

Customer Satisfaction Drives Customer Loyalty

Leading service companies are currently trying to quantify customer satisfaction. For example, for several
years, Xerox has polled 480,000 customers per year regarding product and service satisfaction using a
five-point scale from 5 (high) to 1 (low). Until two years ago, Xerox’s goal was to achieve 100% 4s
(satisfied) and 5s (very satisfied) by the end of 1993. But in 1991, an analysis of customers who gave
Xerox 4s and 5s on satisfaction found that the relationships between the scores and actual loyalty differed
greatly depending on whether the customers were very satisfied or satisfied. Customers giving Xerox 5s
were six times more likely to repurchase Xerox equipment than those giving 4s.

This analysis led Xerox to extend its efforts to create apostles—a term coined by Scott D. Cook, CEO of
software producer and distributor Intuit, describing customers so satisfied that they convert the uninitiated
to a product or service. Xerox’s management currently wants to achieve 100% apostles, or 5s, by the end
of 1996 by upgrading service levels and guaranteeing customer satisfaction. But just as important for
Xerox’s profitability is to avoid creating terrorists: customers so unhappy that they speak out against a
poorly delivered service at every opportunity. Terrorists can reach hundreds of potential customers. In
some instances, they can even discourage acquaintances from trying a service or product. (See the exhibit
“A Satisfied Customer Is Loyal.”)

A Satisfied Customer Is Loyal

Value Drives Customer Satisfaction

Customers today are strongly value oriented. But just what does that mean? Customers tell us that value
means the results they receive in relation to the total costs (both the price and other costs to customers
incurred in acquiring the service). The insurance company Progressive is creating just this kind of value
for its customers by processing and paying claims quickly and with little policyholder effort. Members of
the company’s CAT (catastrophe) team fly to the scene of major accidents, providing support services
like transportation and housing and handling claims rapidly. By reducing legal costs and actually placing
more money in the hands of the injured parties, the CAT team more than makes up for the added
expenses the organization incurs by maintaining the team. In addition, the CAT team delivers value to
customers, which helps explain why Progressive has one of the highest margins in the property-and-
casualty insurance industry.

Employee Productivity Drives Value

At Southwest Airlines, the seventh-largest U.S. domestic carrier, an astonishing story of employee
productivity occurs daily. Eighty-six percent of the company’s 14,000 employees are unionized. Positions
are designed so that employees can perform several jobs if necessary. Schedules, routes, and company
practices—such as open seating and the use of simple, color-coded, reusable boarding passes—enable the
boarding of three and four times more passengers per day than competing airlines. In fact, Southwest
deplanes and reloads two-thirds of its flights in 15 minutes or less. Because of aircraft availability and
short-haul routes that don’t require long layovers for flight crews, Southwest has roughly 40% more pilot
and aircraft utilization than its major competitors: Its pilots fly on average 70 hours per month versus 50
hours at other airlines. These factors explain how the company can charge fares from 60% to 70% lower
than existing fares in markets it enters.

At Southwest, customer perceptions of value are very high, even though the airline does not assign seats,
offer meals, or integrate its reservation system with other airlines. Customers place high value on
Southwest’s frequent departures, on-time service, friendly employees, and very low fares. Southwest’s
management knows this because its major marketing research unit—its 14,000 employees—is in daily
contact with customers and reports its findings back to management. In addition, the Federal Aviation
Administration’s performance measures show that Southwest, of all the major airlines, regularly achieves
the highest level of on-time arrivals, the lowest number of complaints, and the fewest lost-baggage claims
per 1,000 passengers. When combined with Southwest’s low fares per seat-mile, these indicators show
the higher value delivered by Southwest’s employees compared with most domestic competitors.
Southwest has been profitable for 21 consecutive years and was the only major airline to realize a profit
in 1992. (See the exhibit “How Southwest Compares with Its Competitors.”)
Employee Satisfaction Drives Loyalty
In one 1991 proprietary study of a property-and-casualty insurance company’s employees, 30% of all
dissatisfied employees registered an intention to leave the company, a potential turnover rate three times
higher

Marketing plan
I have 2 business plan the one i have already doing which is home tution i thing that i will earn money
this and then save .
The 2 plan i will purchase some used motor cycles and the repaie it and then sale at proper price and 2 i
will purchase bikes and then sale in a minimum price on credit for a few months on credit which i have
alredy experience about it.
That i how that i promote
First of all i make advertisement about seling of new and old motorcycles through zero dollar marketing i
make i clear content and then make a great SEO’S and get reference to our old customer and aware them .
so that they can promote my aim to sale motor bike for new customer and they would also find new
customers and i can advertise through social media marketing and post my content facebook

Zero dollar marketing

Zero dollar marketing is generally means that you can grow or you can build your business without
money.

Zero dollar marketing is systematic way to uncover what works for you business without the funds in
place to lunch a full scale marketing campaign how can an entrepreneur compete with the big dogs?

If any one start up a business without money so first off all he should have a business plan or idea or idea
means you should have a target customer , that how purchase his product.

Hoe are your competitor and you would know that where you reached mean you shall have clear you
mission and vision.

Why to zero dollar marketing strategies

1 content marketing

Content marketing is a strategic approach focused on creating and distributing valuable relevant and
consistent content to attract and relating clearly defined audience and ultimately, to drive profitable action.

Type of content
  Blog articles
 Videos
 Podcasts
 Social media marketing
 Emails
 Info graphics
 Cartoons
 Quizzes
 Generators/calculators
 assesments
 apps

why content marketing for business

1. increased sales

2. cost saving
3. better customer what who have more loyalty

(2) SEO’S
Search engine optimization is the art and science of getting pages to rank higher in search engine
such as google because search is one of the main ways which people discover content online
(3) REFERENCE customer
This are customer that represent a segment of the market of your very well and in zero dollar
marketing you should reference fron your customers because they give a better reference
(4) EMAIL
You can sent email people and potential customers to introduces product
(5) SOCIAL MEDIA MARKETING
It refers to process of gaining attention through social media sites
Popular are
1. facebook
2. instagram
3. twitter
4. youtube

(6) COLL B
Collaboration marketing is the process of bringing targeted multiple team members or brands to achieve
marketing goals
(7) BUILD DATABASE
It is a collection of related data that is stored off a computer and organised in a manner enables
information.

References
(Bhandari, 2020)

Bhandari, G., 2020. Intelligent Retailing: Experiential Marketing Practices in Apparel Retail. Journal of
Advanced Research in Dynamical and Control Systems, 12(SP3), pp.766-771.