8 EMARKETING ECONSULTANCY INTERVIEW Read the Econsultancy Interview

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8. E-MARKETING

8. E-MARKETING

ECONSULTANCY INTERVIEW Read the Econsultancy Interview on pp. 415 -416 of Chapter 8 and

ECONSULTANCY INTERVIEW Read the Econsultancy Interview on pp. 415 -416 of Chapter 8 and visit the Guess. com to answer the following questions: Do you see the branding or the store when you first visit the Guess. com? How do they choose online partners?

LEARNING OUTCOMES Assess the need for separate e-business and e-marketing strategies Create an outline

LEARNING OUTCOMES Assess the need for separate e-business and e-marketing strategies Create an outline e-marketing plan intended to implement the e-marketing strategy Distinguish between marketing communication characteristics of traditional and new media.

MANAGEMENT ISSUES How do we integrate traditional marketing approaches with e -marketing? How can

MANAGEMENT ISSUES How do we integrate traditional marketing approaches with e -marketing? How can we use electronic communications to differentiate our products and services? How do we redefine our marketing and communications mixes to incorporate new media?

E-MARKETING What is marketing? Marketing is the management process responsible for identifying, anticipating and

E-MARKETING What is marketing? Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitability. http: //www. cim. co. uk/resources/understandingmarket/definitionmkti ng. aspx http: //en. wikipedia. org/wiki/Marketing What is e-marketing? The application of marketing principles and techniques to achieve marketing goals via e-communication technology. http: //www. quirk. biz/resources/88/What-is-e. Marketing-and-how-is-it-better-than-traditionalmarketing

E-MARKETING Which e-marketing tools can assist and how? Identifying customer needs Anticipating demand for

E-MARKETING Which e-marketing tools can assist and how? Identifying customer needs Anticipating demand for digital services • Satisfying customer needs Profitably

Figure 8. 1 The operational and management processes of e-marketing Source: Econsultancy (2008)

Figure 8. 1 The operational and management processes of e-marketing Source: Econsultancy (2008)

Figure 8. 1 The operational and management processes of e-marketing (Continued) Source: Econsultancy (2008)

Figure 8. 1 The operational and management processes of e-marketing (Continued) Source: Econsultancy (2008)

Figure 8. 2 The e-marketing plan in the context of other plans

Figure 8. 2 The e-marketing plan in the context of other plans

E-Marketing Plan Figure 8. 3 SOSTAC™ – a generic framework for e-marketing planning

E-Marketing Plan Figure 8. 3 SOSTAC™ – a generic framework for e-marketing planning

SOSTAC • The last slide mentioned 5 S, which is translated from Japanese http:

SOSTAC • The last slide mentioned 5 S, which is translated from Japanese http: //en. wikipedia. org/wiki/5 S_%28 methodology%29 Sorting Straighten Sweeping (Systematic Cleaning) Standardizing Sustaining

Figure 8. 4 Usage of detailed e-marketing plans in e-commerce organizations Source: Econsultancy (2008)

Figure 8. 4 Usage of detailed e-marketing plans in e-commerce organizations Source: Econsultancy (2008)

Situation Analysis Figure 8. 5 Inputs to the e-marketing plan from situation analysis

Situation Analysis Figure 8. 5 Inputs to the e-marketing plan from situation analysis

Situation Analysis—SWOT Analysis Figure 8. 6

Situation Analysis—SWOT Analysis Figure 8. 6

Situation Analysis--Example SWOT Analysis Figure 8. 6

Situation Analysis--Example SWOT Analysis Figure 8. 6

Situation Analysis-Customer demand analysis for the car market Figure 8. 7

Situation Analysis-Customer demand analysis for the car market Figure 8. 7

SITUATION ANALYSIS Competitor Analysis The suggested aspects to be analyzed are list on p.

SITUATION ANALYSIS Competitor Analysis The suggested aspects to be analyzed are list on p. 426 in the text. A common approach is benchmark testing of various aspects between the company and its competitors.

SITUATION ANALYSIS BENCHMARKING Financial performance – current profitability of echannel activities Marketplace performance –

SITUATION ANALYSIS BENCHMARKING Financial performance – current profitability of echannel activities Marketplace performance – market share and sales trends and significantly the proportion of sales achieved through the Internet. Business and revenue models – do these differ from other marketplace players? Marketing communications techniques – is the customer value proposition of the site clear? Does the site support all stages of the buying decision from customers who are unfamiliar with the company through to existing customers? Are special promotions used on a monthly or periodic

Situation Analysis Benchmarking Services offered – what is offered beyond brochureware? Is online purchase

Situation Analysis Benchmarking Services offered – what is offered beyond brochureware? Is online purchase possible, what is the level of online customer support and how much technical information is available? Implementation of services – these are the practical features of site design such as aesthetics, ease of use, personalization, navigation and speed. The 7 Ps-product, price, package, promote, place, positioning, people

Situation Analysis Benchmarking Figure 8. 8 Benchmark comparison of corporate websites Source: Bowen Craggs

Situation Analysis Benchmarking Figure 8. 8 Benchmark comparison of corporate websites Source: Bowen Craggs & Co (www. bowencraggs. com)

Situation Analysis Benchmarking Intermediary Analysis Who are the intermediaries of the business? Why this

Situation Analysis Benchmarking Intermediary Analysis Who are the intermediaries of the business? Why this analysis is important? Internal Marketing Audit Business effectiveness Marketing effectiveness Internet effectiveness

The relationship of objectives, strategies and performance indicators for a B 2 B company

The relationship of objectives, strategies and performance indicators for a B 2 B company (in order of priority) Table 8. 3

The relationship of objectives, strategies and performance indicators for a B 2 B company

The relationship of objectives, strategies and performance indicators for a B 2 B company (in order of priority) (Continued) Table 8. 3

Example Internet marketing objectives within the balanced scorecard framework for a transactional e-commerce site

Example Internet marketing objectives within the balanced scorecard framework for a transactional e-commerce site Table 8. 4

Objective Setting Figure 8. 9 Future online promotion contribution and online revenue for a

Objective Setting Figure 8. 9 Future online promotion contribution and online revenue for a B 2 B company

EXAMPLES OF SMART EMARKETING OBJECTIVES Start-ups – acquiring a specific number of new customers

EXAMPLES OF SMART EMARKETING OBJECTIVES Start-ups – acquiring a specific number of new customers or to sell advertising space to generate a specified revenue that will hopefully exceed investment in site creation and promotion! Established mobile phone operator – increase customer retention by reducing churn from 25% to 20% Established media company – increase online revenue, target of 20% online contribution to revenue by offering new

EXAMPLES OF SMART EMARKETING OBJECTIVES Established business-to-business engineering company – increase overall revenue by

EXAMPLES OF SMART EMARKETING OBJECTIVES Established business-to-business engineering company – increase overall revenue by 5%, through targeting sales in new international markets Reduce costs of routine customer service by 10% to enable focus on delivery of specialized customer service

Strategy Setting Summary of typical focus for main types of e-commerce-related strategic initiatives Table

Strategy Setting Summary of typical focus for main types of e-commerce-related strategic initiatives Table 8. 5

Strategy Setting Table 8. 5

Strategy Setting Table 8. 5

Strategy Setting Summary of typical focus for main types of e-commerce-related strategic initiatives (Continued)

Strategy Setting Summary of typical focus for main types of e-commerce-related strategic initiatives (Continued) Table 8. 5

STRATEGY SETTING DE KARE SILVERS ES TEST The author suggests that the likelihood of

STRATEGY SETTING DE KARE SILVERS ES TEST The author suggests that the likelihood of a customer buying online is affected by 1. Product characteristics. Does the product need to be physically tried, or touched before it is bought? 2. Familiarity and confidence. Does the consumer recognizes and trusts the product and brand? 3. Consumer attributes. These shape the buyer’s behaviour – are they amenable to online purchases in terms of access to the technology skills available and do they no longer wish to shop for a product in a traditional retail environment?

Strategy Setting Table 8. 6 Product scores in de Kare-Silver (2000), electronic shopping potential

Strategy Setting Table 8. 6 Product scores in de Kare-Silver (2000), electronic shopping potential test

STRATEGY SETTING Marketing and Product Positioning the aggregate perception the market has of a

STRATEGY SETTING Marketing and Product Positioning the aggregate perception the market has of a particular company, product or service in relation to their perceptions of the competitors. http: //en. wikipedia. org/wiki/Positioning_%28 marketing% 29 Ch 5, Fig. 5. 19 on p. 301 presents options to gain certain market positions Digital products may be offered on the web to enhance the value of existing products

Strategy Setting --target marketing strategy development Figure 8. 11

Strategy Setting --target marketing strategy development Figure 8. 11

STRATEGY SETTING Target Market Strategies Evaluation and selection of appropriate segments and the development

STRATEGY SETTING Target Market Strategies Evaluation and selection of appropriate segments and the development of appropriate offers It involves 4 stages as displayed in Fig. 8. 11 on p. 437 Various options for a digital marketing campaign are summarized in table 8. 7 on p. 438 displayed on the next slide

Table 8. 7 A range of targeting and segmentation approaches for a digital campaign

Table 8. 7 A range of targeting and segmentation approaches for a digital campaign

STRATEGY SETTING Target Market Strategies—Online Campaign Should we target the campaign based on one

STRATEGY SETTING Target Market Strategies—Online Campaign Should we target the campaign based on one variable or multiple variables? Depending on what variables are used, the response rate changes as displayed on the next slide.

The extent to which different types of segmentation variables tend to be predictive of

The extent to which different types of segmentation variables tend to be predictive of response Figure 8. 12

STRATEGY SETTING 5 questions should be asked when setting the strategy 1. 2. 3.

STRATEGY SETTING 5 questions should be asked when setting the strategy 1. 2. 3. 4. 5. Who are our customers? How are their needs changing? Which do we target? How can we add value? How do we become first choice?

STRATEGY SETTING Online value proposition A clear differentiation of the proposition from competitors based

STRATEGY SETTING Online value proposition A clear differentiation of the proposition from competitors based on product features or service quality http: //en. wikipedia. org/wiki/Perceptual_mapping Target market segment(s) that the proposition will appeal to How the proposition will be communicated to site visitors and in all marketing communications. Developing a tag line can help this

STRATEGY SETTING Online value proposition How the proposition is delivered across different parts of

STRATEGY SETTING Online value proposition How the proposition is delivered across different parts of the buying process How the proposition will be delivered and supported by resources – is the proposition genuine? Will resources be internal or external?

STRATEGY SETTING Example OVPs ‘Compare. Buy. Save’. Kelkoo (www. kelkoo. com) ‘Earth’s biggest selection’.

STRATEGY SETTING Example OVPs ‘Compare. Buy. Save’. Kelkoo (www. kelkoo. com) ‘Earth’s biggest selection’. Amazon (www. amazon. com) ‘Search the largest inventory of cars and trucks on the Internet. More than 1. 5 million listings, updated daily’ (www. autotrader. com) The Citibank site design (www. citibank. com) uses a range of

Figure 8. 13 Firebox (www. firebox. com) Use Web 2. 0 for interaction

Figure 8. 13 Firebox (www. firebox. com) Use Web 2. 0 for interaction

NEW MEDIA MARKETING 1. Interactivity 2. Intelligence 3. Individualization 4. Integration 5. Industry restructuring

NEW MEDIA MARKETING 1. Interactivity 2. Intelligence 3. Individualization 4. Integration 5. Industry restructuring 6. Independent of location

Summary of communication models for (a) traditional media, (b) new media Figure 8. 14

Summary of communication models for (a) traditional media, (b) new media Figure 8. 14

Summary of degree of individualization for (a) traditional media (same message), (b) new media

Summary of degree of individualization for (a) traditional media (same message), (b) new media (unique messages and more information exchange between customers) Figure 8. 15

Figure 8. 16 Channels requiring integration as part of integrated e-marketing strategy

Figure 8. 16 Channels requiring integration as part of integrated e-marketing strategy

Figure 8. 17 Channel integration required for e-marketing and mixed-mode buying

Figure 8. 17 Channel integration required for e-marketing and mixed-mode buying

TACTICS 1. Market tactics are traditional based on the elements of market mix (4

TACTICS 1. Market tactics are traditional based on the elements of market mix (4 Ps and 7 Ps) 2. Alternatives approaches include customerdriven tactics ad customer-relationship management

Figure 8. 18 The elements of the marketing mix

Figure 8. 18 The elements of the marketing mix

TACTICS— ISSUES WITH THE MIX ONLINE Do we vary the mix online or replicate

TACTICS— ISSUES WITH THE MIX ONLINE Do we vary the mix online or replicate offline? Is the offer clear – brand proposition, online offer? Is online differentiation defined? Is online differentiation communicated? Key online mix variables Product Price Place Promotion Service: People, Process, Physical evidence

Zipf’s law, showing decrease in popularity of items within an ordered sequence—Read Box 8.

Zipf’s law, showing decrease in popularity of items within an ordered sequence—Read Box 8. 2 on p. 450 Figure 8. 19

TACTICS— ONLINE MIX OPTIONS Product Extend range Narrow range—only some products online Online-only products

TACTICS— ONLINE MIX OPTIONS Product Extend range Narrow range—only some products online Online-only products (banks) Develop new brand (Egg, Canadian. Tire bank) Migrate existing brand (HSBC) Partner with online brand (Waterstones and Amazon) More options—ref. p. 452

Tactics— Online mix options Price Differential pricing: Reduce online prices due to price transparency

Tactics— Online mix options Price Differential pricing: Reduce online prices due to price transparency and competition (easy. Jet) Maintain price to avoid cutting into offline sales (Dixon) New pricing options (software, music): Rental Pay per use Reverse auctions (B 2 B) Dynamic pricing (Concert tickets)

Tactics— Online mix options Place = avoiding channel conflicts How to avoid channel conflct?

Tactics— Online mix options Place = avoiding channel conflicts How to avoid channel conflct? Disintermediation – sell direct Reintermediation – partner with new intermediaries Countermediation: Form new intermediaries Partner with existing intermediaries Distance from intermediaries (Abbey National)

Tactics— Online mix options Promotion elements—Ref. p. 462, Table 8. 8 Selective use of

Tactics— Online mix options Promotion elements—Ref. p. 462, Table 8. 8 Selective use of new online tools for different stages of the buying process and customer lifecycle Online only campaigns Integrated campaigns – incorporating online tools into communications mix

Options for the online vs offline communications mix (a) online > offline, (b) similar

Options for the online vs offline communications mix (a) online > offline, (b) similar online and offline, (c) offline > online Figure 8. 22

Tactics— Online mix options Typically important for service delivery http: //marketingteacher. com/Lessons/lesson_marketing_mix. htm People—interaction

Tactics— Online mix options Typically important for service delivery http: //marketingteacher. com/Lessons/lesson_marketing_mix. htm People—interaction with customers Automate – use web self-service, offer customer choice Process Change process for service – contact strategies Physical evidence Site design – differentiate or support brand Fulfillment quality

BRANDING Leslie de Chernatony and Malcolm Mc. Donald described ‘brand’ in their classic 1992

BRANDING Leslie de Chernatony and Malcolm Mc. Donald described ‘brand’ in their classic 1992 book, Creating Powerful Brands, as an identifiable product or service augmented in such a way that the buyer or user perceives relevant unique added values which match their needs most closely. Furthermore, its success results from being able to sustain these added values in the face of competition.

BRANDING AAKER – BRAND EQUITY Brand awareness Perceived quality Brand associations Brand loyalty How

BRANDING AAKER – BRAND EQUITY Brand awareness Perceived quality Brand associations Brand loyalty How can these be enhanced online for the B 2 C Company?

Table 8. 9 Traditional measures of brand equity and online measures of brand equity

Table 8. 9 Traditional measures of brand equity and online measures of brand equity

BRANDING-IDENTITY 8 Principles for choosing a brand name Short Simple Suggestive of the category

BRANDING-IDENTITY 8 Principles for choosing a brand name Short Simple Suggestive of the category Unique Illiterative Speakable Shocking Personalized

Changes to brand perception and behaviour as a result of using the Internet for

Changes to brand perception and behaviour as a result of using the Internet for research Figure 8. 23 Source: Brand. New. World: AOL UK/Anne Molen (Cranfield School of Management)/Henley Centre, 2004

The influence of brand knowledge on purchase. Matrix for question ‘I will buy a

The influence of brand knowledge on purchase. Matrix for question ‘I will buy a product if …’ Figure 8. 24 Source: Brand. New. World: AOL UK/Anne Molen (Cranfield School of Management)/Henley Centre, 2004

ACTIONS AND CONTROL What activities should be conducted Questions to be asked Typical e-marketing

ACTIONS AND CONTROL What activities should be conducted Questions to be asked Typical e-marketing plan framework—ref. pp. 469 -470 Control can be achieved using both traditional marketing research and web analytics

Figure 8. 25 Napster (www. napster. co. uk)

Figure 8. 25 Napster (www. napster. co. uk)