“金融后. .很明显,我们一直在做数字仍不够,其实一分钱的下降,如果我们真的爬起来,在未来的几年里,它可能会使我们以不同的方式去做我们一直寻求与收购”(p.3前et al .,2015)。
“After Danamon..it became quite apparent that everything we’d been doing on digital was still not enough and actually the penny sort of dropped that if we really scaled this up, over the next couple of years, it might actually allow us to do in a different way what we’d been seeking to do with an acquisition” (Kien et al., 2015, p.3).
DBS is now continuing to grow in Asia. It is also exploring other marketing opportunities. For this expansion, DBS is heavily reliant on its technology investment, but the question is how to invest and what to invest in next. DBS wants its investment to be that it enables it to stay at the forefront of banking innovation and also stick to its original goals of working on reaching out to different population segments.
This report analyses existing research studies on how business organizations and banks in particular make use of social media analytics and the form of successes that banking institutions have encountered in the context of social media analytics. This is information on the competitive sectors for DBS. In addition, specific social media platforms with respect to DBS are considered, which based on the existing implementations that it is involved in. The social media investment that best fits DBS’s banking is presented as a combination of B2B and B2C social media analytics.