Thank You!
Thank you for your email subscription. Check your email to get Coupon Code.
Marketing Mix (4Ps) Analysis of Director Networks Good for the Director Good for Shareholders
Posted by Addison on Jul-19-2022
About 4Ps Model
The 4p model of marketing comprises elements of the product, price, promotion, and place (Chernev, 2018; Kucuk, 2017). The model is commonly referred to as the marketing mix. The marketing mix of the Director Networks Good for the Director Good for Shareholders allows and facilitates it in achieving its marketing objectives as well as in positively influencing the target audience (Baines, Fill, & Rosengren, 2017). The elements identified in the marketing mix are typically used by the Director Networks Good for the Director Good for Shareholders for marketing its product and service, and for brand development and building activities. These elements are critically fundamental for the development and creation of marketing plans and marketing strategies by the Director Networks Good for the Director Good for Shareholders – especially for developing and sustaining competitive advantage (Chernev, 2018; Stead & Hastings, 2018; Grewal & Levy, 2021). Director Networks Good for the Director Good for Shareholders ensures that the elements identified for the marketing mix model work together cohesively, and complement each other in all its marketing strategies and plans (Abratt & Bendixen, 2018; Deepak & Jeyakumar, 2019).
Product
The product refers to the actual good or service that is being marketed to the consumers by Director Networks Good for the Director Good for Shareholders, and which will be consumed by the target audience of the Director Networks Good for the Director Good for Shareholders (Groucutt & Hopkins, 2015). The product or the service being offered by Director Networks Good for the Director Good for Shareholders largely aims to fulfill a market need and demand, as well as works to create demand by providing a unique and fulfilling customer experience (Stead & Hastings, 2018; Sahaf, 2019).
Quality
Product quality for Director Networks Good for the Director Good for Shareholders largely refers to how well the company is able to satisfy the customers’ needs and demands through its product and service offerings (Baines, Fill, & Rosengren, 2017; Deepak & Jeyakumar, 2019). In addition to this, the product quality for Director Networks Good for the Director Good for Shareholders further includes the adherence of the company and its product and service offerings to industry standards and benchmarks as well as the ability of the same to serve its meaning and purpose comprehensively (Iacobucci, 2021; Groucutt & Hopkins, 2015; Chernev, 2018).
Customer demand fulfillment
The ability of the product and service to fulfill customer demands as well as its purpose, and to work efficiently and effectively are important facets of product quality for Director Networks Good for the Director Good for Shareholders (Iacobucci, 2021; Deepak & Jeyakumar, 2019). Director Networks Good for the Director Good for Shareholders ensures that its products are available for customers at affordable prices by controlling internal costs (Wu & Li, 2018).
Warranty
The warranty extended by Director Networks Good for the Director Good for Shareholders includes the guarantee that the company to its customers regarding the functioning and the quality of the purchased food and service (Abratt & Bendixen, 2018). In addition, Director Networks Good for the Director Good for Shareholders’s warranty also includes any compensation that the company has promised to give the customers in case the product and service fall short of the marketed benefits and functionalities (Išoraitė, 2016; Grewal & Levy, 2021; Kucuk, 2017).
Packaging
Director Networks Good for the Director Good for Shareholders focuses thoroughly on the packaging and makes sure it includes the process of designing, evaluating, and developing a container for the products and services being manufactured and marketed (Deepak & Jeyakumar, 2019; Baines, Fill, & Rosengren, 2017). The packaging of the product and the service allows Director Networks Good for the Director Good for Shareholders to highlight the product's purpose, as well as provides ease in transportation, gives room for more prolonged shelf life, and creates a unique and delightful customer experience (Kareh, 2018; Park, 2020).
Brand
The Director Networks Good for the Director Good for Shareholders invests in developing brands out of its products and service offerings. This means that the Director Networks Good for the Director Good for Shareholders engages in brand-building activities for its offerings i.e. associating specific designs and communications with its products to ensure differentiation, and easier communication with the target audience (Gillespie & Swan, 2021).
Building the brand
The branding-building activities undertaken by the Director Networks Good for the Director Good for Shareholders ensure that its target audience is better able to relate to the offerings (Abratt & Bendixen, 2018). Through this, the Director Networks Good for the Director Good for Shareholders ensures higher loyalty and repeat purchases, as well as positive perception creation for its offerings (Khan, 2014; Kareh, 2018).
Features
Product features or characteristics refer to the product traits and attributes present in the offerings of Director Networks Good for the Director Good for Shareholders that allow the company to successfully deliver unique value to customers through the products and services manufactured and offered (Varadarajan, 2015; Kotler & Keller, 2021). The product traits and features also allow Director Networks Good for the Director Good for Shareholders to create points of differentiation from the competition for its offering (Kotler & Keller, 2021; Park, 2020).
Product style
Director Networks Good for the Director Good for Shareholders makes sure to focus on the design and the look of the product, and the ability of the same to meet the expectations and lifestyle of the target audience (Groucutt & Hopkins, 2015). The Director Networks Good for the Director Good for Shareholders ensures that the product style and design complement its features and purpose.
Functionality
Director Networks Good for the Director Good for Shareholders makes sure that the product manufactured fulfills its purpose, and meets customer expectations (Abratt & Bendixen, 2018). Director Networks Good for the Director Good for Shareholders focuses on the product design, and how well it is able to fulfill the demands of the customers, as well as fill in the market gap (Baines, Fill, & Rosengren, 2017)
Experience
Director Networks Good for the Director Good for Shareholders products provide the customers with an exceptional and unique experience upon consumption (Kotler & Keller, 2021). This experience includes interaction with the products that leads to different unique and positive customer feelings and helps the Director Networks Good for the Director Good for Shareholders maintain differentiation from the competition (Varadarajan, 2015; Kotabe & Helsen, 2020).
Availability
Director Networks Good for the Director Good for Shareholders ensures that its product and service offerings are available for its target consumers at various retail setups. The easy availability ensures that consumers are able to purchase the offerings of Director Networks Good for the Director Good for Shareholders from various locations, allowing the Director Networks Good for the Director Good for Shareholders to create an advantage over competing players (Kotler & Keller, 2021; Chernev, 2018).
Convenience
One point of focus for Director Networks Good for the Director Good for Shareholders in its product offering is convenience. The Director Networks Good for the Director Good for Shareholders ensures that its products and service are easy and convenient to use. The factor of convenience allows Director Networks Good for the Director Good for Shareholders to enjoy a higher consumption rate, as well as increased sales and trials (Kotabe & Helsen, 2020; Kucuk, 2017).
After-sales service
Director Networks Good for the Director Good for Shareholders caters to after-sales queries and demands of customers, which also includes processes of returns as well as exchanges. The after-sales service of company Director Networks Good for the Director Good for Shareholders is detrimental and critical in determining customer satisfaction with its offerings (Iacobucci, 2021; Chernev, 2018).
Sizes
Director Networks Good for the Director Good for Shareholders has different SKUs in the product available. Director Networks Good for the Director Good for Shareholders has its products available in various SKU sizes which helps the company boost its sales, as different customer groups have different demands for the product quantity – depending on their usage, income as well as lifestyle (Grewal & Levy, 2021; Deepak & Jeyakumar, 2019).
Price
The element of price in the marketing mix refers to the value that customers pay for the service or the product offered by Director Networks Good for the Director Good for Shareholders. The pricing strategy and the price of the offerings are critical because it determines three success for Director Networks Good for the Director Good for Shareholders by directly influencing the profit levels and revenue for the company (Kotabe & Helsen, 2020; Kotler & Keller, 2021; Deepak & Jeyakumar, 2019).
Discounts
One of the ways through which the Director Networks Good for the Director Good for Shareholders influences its pricing strategies is through offering discounts on its product and service offerings. Discounted pricing for the Director Networks Good for the Director Good for Shareholders means that Director Networks Good for the Director Good for Shareholders decreases the price of the product and service in order to generate interest, or even unload excessive inventory and stock; as well as for boosting sales (Baines, Fill, & Rosengren, 2017).
Margins
Director Networks Good for the Director Good for Shareholders makes room for margins through the additional value charged in price over the cost – which allows the Director Networks Good for the Director Good for Shareholders to build profit for its offerings (Kucuk, 2017). The margins available to the Director Networks Good for the Director Good for Shareholders largely depend on the offering and its quality itself, in addition to the brand equity and brand value of the company.
Payment method
A significant factor of the pricing element of the marketing mix for the Director Networks Good for the Director Good for Shareholders includes the payment methods that the company offers (Kotler & Keller, 2021; Abratt & Bendixen, 2018). Since the Director Networks Good for the Director Good for Shareholders largely operates distribution to retail via agents and retailers, it ensures the inclusion of different payment methods. This includes digital payment, cash payment, as well as credit allowances (Grewal & Levy, 2021; Groucutt & Hopkins, 2015).
Pricing strategy
Penetrative pricing strategy
For Director Networks Good for the Director Good for Shareholders, the penetrative pricing strategy is adopted as it allows the company higher trial generation of its products and services in the desired target market, as well as allows the building of a broader reach for its product offerings by ensuring easier affordability (Baines, Fill, & Rosengren, 2017).
Introductory pricing strategy
For new products that the company launches, Director Networks Good for the Director Good for Shareholders ensures to adopt an introductory pricing strategy. This means that the company prices its products and service offerings at relatively lower prices than the competition. This introductory pricing strategy allows the company to increase trial generation, achieve higher penetration, as well as lead to the generation of increased brand awareness and recall (Kucuk, 2017).
Aggressive/competitive pricing strategy
For existing products, Director Networks Good for the Director Good for Shareholders uses a competitive and aggressive pricing strategy. This ensures that the products are available readily at competitive prices. Aggressive and competitive pricing strategies allow the Director Networks Good for the Director Good for Shareholders to experience high rates of growth and experience by allowing the buildup of consumer loyalty and following based largely on product attributes and quality instead of price– leading to the generation of higher brand equity and value for Director Networks Good for the Director Good for Shareholders (Deepak & Jeyakumar, 2019).
Place
The element of place within the 4Ps model of the marketing mix largely refers to the locations where company Director Networks Good for the Director Good for Shareholders stocks its product and service offerings for consumers' accessibility and purchase. Director Networks Good for the Director Good for Shareholders ensures to include all possible placements which are easily accessible to and available for the company's target audience (Iacobucci, 2021; Išoraitė, 2016). With the advancement of technology, Director Networks Good for the Director Good for Shareholders has expanded the placement of its products beyond the traditional brick-and-mortar retail spaces, to include modern Omni channel retail platforms as well (Iacobucci, 2021).
Physical stores/retail
The physical retail and stores i.e. the traditional brick and mortar spaces continue to be the prioritized locations for product placement by Director Networks Good for the Director Good for Shareholders (Iacobucci, 2021; Groucutt & Hopkins, 2015; Abratt & Bendixen, 2018).
Retail types
These include hypermarkets, upper markets, and smaller grocery stores - all of which allow increased accessibility and availability of Director Networks Good for the Director Good for Shareholders’s products and services to its target audience. Physical retail has a higher footfall and allows direct interaction of the Director Networks Good for the Director Good for Shareholders brand and its product offerings with the consumers (Groucutt & Hopkins, 2015; Groucutt & Hopkins, 2015; Chernev, 2018).
E-commerce
E-tailers
The Director Networks Good for the Director Good for Shareholders also stocks its products on e-commerce retail shops – such as amazon. This allows the Director Networks Good for the Director Good for Shareholders higher access and penetration in other markets, as well as in secondary consumer groups. Moreover, e-commerce retailing is more cost-effective for the Director Networks Good for the Director Good for Shareholders (Wu & Li, 2018; Chernev, 2018; Baines, Fill, & Rosengren, 2017).
Company-owned website
In addition to stocking products with other e-trailers, the Director Networks Good for the Director Good for Shareholders also manages orders through its own website, where consumers can place orders for Director Networks Good for the Director Good for Shareholders’s products directly. This allows the Director Networks Good for the Director Good for Shareholders greater control over stock and inventory management, as well as distribution networks – allowing the buildup of stronger relations with consumers.
Lastly, the Director Networks Good for the Director Good for Shareholders also takes limited orders through social media pages and platforms (Wu & Li, 2018; Baines, Fill, & Rosengren, 2017).
Aggregators
Another way through which Director Networks Good for the Director Good for Shareholders uses e-commerce is by stocking its offerings with aggregators (Kucuk, 2017). This allows the Director Networks Good for the Director Good for Shareholders to maximize its reach and increase penetration. At the same time, it also allows increased trial generation and repeats purchases for the Director Networks Good for the Director Good for Shareholders product offerings (Išoraitė, 2016; Groucutt & Hopkins, 2015).
Specialty stores
Interestingly, the Director Networks Good for the Director Good for Shareholders also stocks its products with specialty stores (Grewal & Levy, 2021). This gives the company direct exposure to its target market and audience and allows the consumers to directly interact with the brand and its offerings- without too much clutter (Kotler & Keller, 2021; Gillespie & Swan, 2021). The specialty stores are located in prime locations, and allow Director Networks Good for the Director Good for Shareholders higher penetration and reach, leading to increased brand awareness for its product offerings (Groucutt & Hopkins, 2015; Išoraitė, 2016).
Direct sales
The Director Networks Good for the Director Good for Shareholders also has a trained sales team for making direct sales (Kotler & Keller, 2021). Director Networks Good for the Director Good for Shareholders targets not only B2C consumers but also B2-B consumers (Chernev, 2018; Grewal & Levy, 2021). Both these categories, also make use of direct marketing whereby the sales agents and teams visit the target audience and business directly and detail the product features and benefits (Kotler & Keller, 2021; Groucutt & Hopkins, 2015).
B2B and direct sales
Director Networks Good for the Director Good for Shareholders’s team makes sales instantly during field visits for the company (Sahaf, 2019; Stead & Hastings, 2018). The target audience is carefully profiled and selected by the Director Networks Good for the Director Good for Shareholders so that the sales representatives are able to filter out the clutter (Gillespie & Swan, 2021; Išoraitė, 2016). Director Networks Good for the Director Good for Shareholders is able to easily contact and communicate with the desired business groups only (Groucutt & Hopkins, 2015; Abratt & Bendixen, 2018).
Inventory management
Director Networks Good for the Director Good for Shareholders effectively manages its inventory and fulfills the retailer's demand in time to ensure that it manages customer relations efficiently – and does not lose any customers. Director Networks Good for the Director Good for Shareholders has also introduced automation in inventory management which allows it to improve efficiency and speed, and reduce error rates (Park, 2020; Gillespie & Swan, 2021; Kucuk, 2017).
Transportation
For Director Networks Good for the Director Good for Shareholders, this includes choosing cos effective transportation means for inventory handling, as well as order deliveries to customers, as well as retailers. The company uses third-party transportation, as well as manages its own in-house transportation networks for ensuring on-time order deliveries (Abratt & Bendixen, 2018; Chernev, 2018; Grewal & Levy, 2021).
Promotion
The element of promotion in the marketing mix for Director Networks Good for the Director Good for Shareholders largely refers to the tactics and activities of communication that the company has adopted for promoting its products and services – including the brand, and its offerings, as well as other product features, characteristics, and activities (Varadarajan, 2015; Gillespie & Swan, 2021). The communication is largely targeted toward the Director Networks Good for the Director Good for Shareholders's target audience and is aimed to increase brand awareness, brand loyalty as well as sales of the company (Wu & Li, 2018; Grewal & Levy, 2021).
Direct marketing
For its more specific products and offerings, Director Networks Good for the Director Good for Shareholders uses direct marketing. Director Networks Good for the Director Good for Shareholders directly emails potential customers- especially its B2B consumers for detailing its product offerings and features. Director Networks Good for the Director Good for Shareholders uses personalized messages and captures new clients and customers for the business. In addition to direct emailing, the Director Networks Good for the Director Good for Shareholders also makes use of telemarketing and direct mail for targeting audiences through direct marketing (Chernev, 2018; Sahaf, 2019).
In-store promotion
Director Networks Good for the Director Good for Shareholders also focuses on in-store promotions for appealing to the customers, and boosting sales as well as raising brand awareness and profile of its offerings (Baines, Fill, & Rosengren, 2017). For Director Networks Good for the Director Good for Shareholders, the in-store promotions include offering price discounts, loyalty points, and flash sales for its products. In addition, the company also invests in building up the POS within the store locations (Stead & Hastings, 2018; Groucutt & Hopkins, 2015).
Social media marketing
One of the more contemporary forms of marketing and promotion for Director Networks Good for the Director Good for Shareholders includes social media marketing. The company has an official presence and profiles on social media platforms such as Facebook and Instagram, and regularly uses these platforms to promote its offerings, and product features and characteristics (Stead & Hastings, 2018). In addition, these platforms are also used by Director Networks Good for the Director Good for Shareholders to inform consumers about using sales and discounts to increase in-store footfall.
Traditional advertising
The Director Networks Good for the Director Good for Shareholders continues to use traditional marketing tactics and promotional platforms as well – largely for mass marketing purposes. The company especially focuses on TV advertisements, ad print media advertising for this purpose (Išoraitė, 2016; Iacobucci, 2021).
TV
TV advertisements are generally placed in prime time for higher visibility and reach by Director Networks Good for the Director Good for Shareholders. The TV advertisements use functional as well as emotional appeals to communicate the message of the Director Networks Good for the Director Good for Shareholders to the audiences (Iacobucci, 2021; Stead & Hastings, 2018).
Print media and advertisements are published in newspapers and magazines – both of which are generally consumed in high proportion by the broader target audience of the Director Networks Good for the Director Good for Shareholders (Chernev, 2018; Iacobucci, 2021; Stead & Hastings, 2018).
Radio
The Director Networks Good for the Director Good for Shareholders also places advertisements on the radio to appeal to a segment of the target population. The radio communications by the Director Networks Good for the Director Good for Shareholders are usually shorter and focus on functional appeal only (Park, 2020; Išoraitė, 2016; Groucutt & Hopkins, 2015).
Integrated marketing communications
The advertisement and promotional messages by Director Networks Good for the Director Good for Shareholders for all mediums and channels however are built on an integrated plan, and ensure that they reflect messages and communication that is similar to the overall campaign to void confusion and discrepancies (Gillespie & Swan, 2021; Kotler & Keller, 2021). The use of integrated marketing and integrated media has allowed the Director Networks Good for the Director Good for Shareholders to build strong relations with the consumers through prompting conversations and discussions directly with them (Deepak & Jeyakumar, 2019; Sahaf, 2019; Stead & Hastings, 2018).
Conclusion
The 4p model or the marketing mix is an important aspect of brand building and development for the Director Networks Good for the Director Good for Shareholders and significantly guides the company in the chalking out of its strategic marketing goals and plans. The marketing mix model or the 4P model has helped the Director Networks Good for the Director Good for Shareholders in increasing its products’ and services’ reach and penetration and witness high levels of expansion and growth. The model has also led Director Networks Good for the Director Good for Shareholders towards a better understanding of its target audience and consumers. This understanding, in turn, has fostered strong emotional relations and increased loyalty on part of consumers towards the company – leading to an overall increase in the brand value and brand equity, as well as higher levels of brand affiliation, brand awareness, and brand recall. Together, the marketing mix has helped the company boost its sales and revenue by aligning its offerings with the needs and demands of the consumers, and the market more effectively and efficiently.
References
Abratt, R., & Bendixen, M. (2018). Strategic marketing: Concepts and cases. New York, United States: Routledge.
Baines, P., Fill, C., & Rosengren, S. (2017). Marketing. New York, United States: Oxford University Press.
Chernev, A. (2018). Strategic marketing management. Berlin/Heidelberg, Germany: Cerebellum Press.
Deepak, R., & Jeyakumar, S. (2019). Marketing management. New Delhi, India: Educreation Publishing.
Gillespie, K., & Swan, K. (2021). Global marketing. New York, United States: Routledge.
Grewal, D., & Levy, M. (2021). M: marketing. New York, United States: McGraw-Hill Education.
Groucutt, J., & Hopkins, C. (2015). Marketing. London: Macmillan International Higher Education.
Iacobucci, D. (2021). Marketing management. Boston, Massachusetts, United States: Cengage Learning.
Išoraitė, M. (2016). Marketing mix theoretical aspects. International Journal of Research-Granthaalayah, 4(6), 25-37.
Kareh, A. (2018). Evolution of the four Ps: Revisiting the marketing mix. Retrieved June 2022, from https://www.forbes.com/sites/forbesagencycouncil/2018/01/03/evolution-of-the-four-ps-revisiting-the-marketing-mix/
Khan, M. (2014). The concept of ‘marketing mix’and its elements. International journal of information, business and management, 6(2), 95-107.
Kotabe, M., & Helsen, K. (2020). Global marketing management. Hoboken, New Jersey, United States: John Wiley & Sons.
Kotler, P., & Keller, K. (2021). Marketing Management (15th global edition). London, United Kingdom: Pearson Education Limited.
Kucuk, S. (2017). Marketing and Marketing Mix. In Visualizing Marketing (pp. 3-7). London, United Kingdom: Palgrave Macmillan.
Park, S. (2020). Marketing management (Vol. 3). Retrieved June 2022, from https://books.google.com.pk/books/about/Marketing_Management.html?id=p6v7DwAAQBAJ&redir_esc=y
Sahaf, A. (2019). Strategic marketing: Making decisions for strategic advantage. New Delhi, India: PHI Learning Pvt. Ltd.
Stead, M., & Hastings, G. (2018). Advertising in the social marketing mix: getting the balance right. In Social Marketing (pp. 29-43). London, England: Psychology Press.
Varadarajan, R. (2015). Strategic marketing, marketing strategy and market strategy. AMS review , 5(3), 78-90.
Wu, Y., & Li, E. (2018). Marketing mix, customer value, and customer loyalty in social commerce: A stimulus-organism-response perspective. Internet Research., 28(1), 74-104.
Related Article
- PESTEL Analysis of Director Networks Good for the Director Good for Shareholders
- Hofstede Cultural Model of Director Networks Good for the Director Good for Shareholders
- Net Present Value (NPV) Analysis of Director Networks Good for the Director Good for Shareholders
- Corporate Social Responsibility of Director Networks Good for the Director Good for Shareholders
- Director Networks Good for the Director Good for Shareholders Discounted Cash Flow (DCF) Analysis
- VRIO Analysis of Director Networks Good for the Director Good for Shareholders
- Director Networks Good for the Director Good for Shareholders Case Solution
- Marketing Strategy for Director Networks Good for the Director Good for Shareholders
- Blue Ocean Strategy of Director Networks Good for the Director Good for Shareholders
Latest Feedback
Jacob Nathan
Verified
In order to get a treat from me, my friend suggested this service. I got assistance from the service and got good marks but I'm not happy because I shall have to give a party to my friend.
Lily Raymon
Verified
I was trying to deal with the assignment by myself and stressed. I allowed them to deal with the paper and were very pleased. Thank you very much!
Aadiv Faraj
Verified
The charges of this service were not out of my budget and discounts were the main reason that brought me here. Now the authenticity of the paper keeps me in contact with this service again and again.
Mathis Darsey
Verified
Considerable paper!! Communication with the expert was totally right and this service is a blessing for me. Thanks!
Marina Adrien
Verified
This site is very helpful for marketing assignments. I got what I wanted from it. Thank you very much!
Mohamed Bengaji
Verified
Genius writer guided me during the exams. I have received an A grade. I am thinking of getting admission to Oxford. Need you guys prayers. Thanks a lot to everyone of this service!
Calculate the Price of Your Order
Next Article
- Pro Forma Earnings: What's Wrong with GAAP? Marketing Mix
- Sensitivity of CEO Wealth to Stock Price: A New Tool for Assessing Pay for Performance Marketing Mix
- Pledge (and Hedge) Allegiance to the Company Marketing Mix
- CEO Health Disclosure at Apple: A Public or Private Matter? Marketing Mix
- Do ISS Voting Recommendations Create Shareholder Value? Marketing Mix
- The Resignation of David Sokol: Mountain or Molehill for Berkshire Hathaway? Marketing Mix
- Tesla Motors: The Evolution of Governance from Inception to IPO Marketing Mix
- Seven Myths of Corporate Governance Marketing Mix
- Seven Myths of Executive Compensation Marketing Mix
- Are Current CEOs the Best Board Members? Marketing Mix
Previuos Article
- Making the Case Marketing Mix
- Joe Smith's Closing Analysis (B) Marketing Mix
- Joe Smith's Closing Analysis (A), Spanish Version Marketing Mix
- GMAC: The Pipeline Marketing Mix
- On Writing Teaching Notes Well Marketing Mix
- Exxon Corp.: Trouble at Valdez Marketing Mix
- Ashland Oil, Inc.: Trouble at Floreffe (A) Marketing Mix
- Ashland Oil, Inc.: Trouble at Floreffe (B) Marketing Mix
- Ashland Oil, Inc.: Trouble at Floreffe (C) Marketing Mix
- Ashland Oil, Inc.: Trouble at Floreffe (D) Marketing Mix
Be a great writer or hire a greater one!
Academic writing has no room for errors and mistakes. If you have BIG dreams to score BIG, think out of the box and hire EssayPandas with BIG enough reputation.
Our Guarantees
- Quality assured
- Proof of no plagiarism
- Qualified writers
- Data security
- 24/7 support
- On time delivery
Interesting Fact
Most recent surveys suggest that around 76 % students try professional academic writing services at least once in their lifetime!
Order Now