Digital marketing strategy project

Student Numbers:
10084552
10063827
10060868
Course Title: Certificate in Digital Marketing (BCE07CDM)
Lecturer: Brendan Maguire
Module/Subject Title: Digital Planning & Management (BMS2910)
Assignment Title: Create a Digital Marketing Strategy
No. of Words: 3,278

TABLE OF CONTENTS
1. EXECUTIVE SUMMARY .......................................................................................... 3
2. SITUATION ANALYSIS............................................................................................ 3
2.1. SWOT & PESTLE Analysis............................................................................. 4
2.1.1. Technological Issues................................................................................ 4
2.1.2. Legal Issues ............................................................................................. 4
3. OBJECTIVES ........................................................................................................... 6
4. STRATEGY ............................................................................................................ 10
4.1. Introduction................................................................................................... 10
4.2. Stellar Toi Strategy ....................................................................................... 10
5. TACTICS ................................................................................................................ 12
5.1. Smartphone app ........................................................................................... 12
5.2. Website......................................................................................................... 12
5.3. Twitter........................................................................................................... 13
5.4. Facebook...................................................................................................... 13
5.5. Email… ......................................................................................................... 14
5.6. YouTube ....................................................................................................... 15
5.7. Affiliates ........................................................................................................ 15
6. ACTION PLAN ....................................................................................................... 16
7. CONTROL .............................................................................................................. 19
REFERENCES.............................................................................................................. 22
APPENDICIES.............................................................................................................. 27
Appendix A: Sample Stellar Toi Keywords ................................................................. 27
List of Figures
Figure 1: SWOT Analysis.............................................................................................. 5

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1. EXECUTIVE SUMMARY
This document outlines a comprehensive six-month digital marketing strategy for the
new Irish lager Stellar Toi.
It is planned around the SOSTAC®
model (Smith, 2011) and will seek to position Stellar
Toi as a socially-responsible brand that not only provides its consumers with great-
tasting lager at affordable prices, but one which actively supports and encourages
“community”-focused activities such as music, sports and charity events.
The strategy includes a full situation analysis that has identified a growing lager market
in Ireland; clear and measurable objectives; an overall strategy aimed primarily at
creating initial brand awareness; specific tactics for each channel that target the
strategic aims; and clear action and control plans that will identify the human resources
tasked with implementing and monitoring the strategy and the tools they will use.
2. SITUATION ANALYSIS
Around 60% of alcohol sold in Ireland is purchased in the off-trade (supermarkets,
convenience stores, etc) and is linked to lower pricing (RCPI, 2013). A slight recent
decrease in overall beer consumption is mainly linked to the economic downturn,
although Bord Bia states that smart strategies targeting consumers according to age,
gender, price and location demographics are still key (Hargan, 2010). Heineken Ireland
has actually grown its lager market share recently (Business Post, 2013), with lager
nationwide accounting for 65% of total beer sales, with the stout/ale market dropping to
30% (DII, 2013). In general terms, the economic forecast for 2014 is positive (DoF,
2013).
Specifically, it is expected that a campaign beginning in April that also takes in the
Football World Cup should be ideally placed to build substantial brand awareness,
result in good initial sales figures, and capture a reasonable portion of market share.
Pubs in particular should be keen to participate in the brand’s marketing activities, given
that football and lager have a longstanding association and that alcohol promotions will
be particularly attractive to the core football fan demographic.

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2.1. SWOT & PESTLE Analysis
A full SWOT analysis is shown on page 5, with the technological and legal issues facing
the campaign (Kotabe and Helson, 2011) discussed below.
2.1.1. Technological Issues
The digital landscape, and especially social media, is prone to changes and updates.
Apps are a mushrooming business and wading through them to take advantage of one
or two is time-consuming and costly. As the mobile market is ever expanding and
suggestions have been made that it has actually overtaken the “desktop internet”, one
cannot brush aside such an important market.
2.1.2. Legal Issues
Facebook does not allow alcohol advertisements, meaning that extra care and
innovative ways to bypass this have to be created.

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Figure 1: SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
 Expert knowledge of social media and
advertising campaigns
 Dedicated team as per Belbin’s (2012)
ideal team model
 Strong knowledge of the nightlife
landscape
 Lack of in-house development skills
means that apps development has to
be outsourced, thereby reducing
control
 An affordable prime lager at a time
that the stout/ale market is
contracting and the lager market is
growing
 Numerous weekly events and the
World Cup creates opportunities for
marketing promotions
 Off-trade sales are growing
 Dedicated team
 Comprehensive budget
 Sports clubs are feeling the downturn
and are open to sponsorships
 Main customer targets are people
who are familiar with social media
and still of an outgoing nature
 Many strong, long-established
competitors, e.g, Heineken & Coors
 Unlike competitors, not having a
brewery in situ precludes visitor tour
and merchandise revenue
(Guinness 2012)
 The recession and therefore
consumers’ continuing reduced
spending power is a key variable
 Despite optimistic economic
forecasts, global instability means
that a reverse situation is not
unthinkable
External Environment
Internal Environment

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3. OBJECTIVES
This section will define this campaign’s objectives using the RACE planning framework (Chaffey, 2013a), while also
ensuring that they are inherently “SMART” (MacLeod, 2012). The table below is adapted from Chaffey (2013b).
OBJECTIVE TYPE
(CHANNEL*)
OBJECTIVE SUBSTANTIATION STRATEGIES KPIs
Reach, Act &
Engage (Facebook)
50,000 ‘Likes’ by 30
September 2014.
Facebook’s popularity allows
the campaign to reach a large
audience (EightyTwenty,
2013).
The target appears realistic
considering rival brands’
statistics (Heineken, 2013;
Carlsberg, 2013).
Regular content
updates, competitions
and offers of
sponsorship.
Page ‘Likes’ should
serve to “reach”
additional people.
See Control section.
Reach, Act &
Engage (Facebook)
Average of 500 ‘talking
about this’ per week
from 1 May 2014.
As above. As above. As above.
Reach, Act &
Engage (Twitter)
100 tweets per week
from Stellar Toi followers
Twitter’s popularity allows the
campaign to reach a large
Regular content
updates, competitions
As above.

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mentioning the brand
from 1 June 2014.
audience (EightyTwenty,
2013).
and offers of
sponsorship.
Tweets about the
brand should serve to
“reach” additional
people.
Act & Convert
(Twitter)
50 click-throughs weekly
to the main Stellar Toi
website.
As above. Engaging content (see
above) is used as a
tool to drive people to
the main website
where important
objectives can be
achieved, e.g., e-
newsletter sign-ups.
As above.
Reach & Engage
(YouTube)
Joint Youtube/TV advert
launched on 1 April
2014; target of 100,000
views by 30 September
2014.
YouTube is the second most
popular search engine (Elliott,
2013); allows people to easily
share Stellar Toi content,
thereby promoting the brand
to reach a larger audience.
Viewing, liking, and
sharing of videos will
serve to reach a larger
audience.
As above.

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Reach & Engage
(YouTube)
Second advert launched
on 10 June 2014; target
of 250,000 views by 30
September 2014.
As above. As above. As above.
Convert & Engage
(Website)
Five online sales
monthly from June 2014
onwards.
Apart from generating
revenue, the gathered order
and personal information can
generate future sales leads
and potentially be used in
direct marketing campaigns.
Discounts for online
bulk orders will
hopefully result in
positive peer referrals,
thereby driving further
sales.
SEO and CPM will
drive traffic.
As above.
Reach (Website) 50,000 unique Stellar
Toi website visitors by
30 September 2014
The website is the channel
where important objectives
can be achieved, e.g., e-
newsletter sign-ups.
SEO and CPM to drive
traffic.
All keywords will be
“community-focused”.
As above.
Reach, Convert &
Engage (Website)
25,000 app downloads
by 30 September 2014.
Downloads allow the capture
of personal information that
can subsequently be used in
Users enticed to
download by offering
them information and
As above.

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direct marketing campaigns,
e.g., personalised emails.
promotions, etc (See
Tactics).
Reach, Convert &
Engage (Email)
Target numbers for e-
newsletter subscribers:
 Medium-term: 3,000
by 20 September
2014
 Long-term: an
extensive email
database
E-newsletter sign-ups will
allow the capture of personal
information that can be used
in direct marketing
campaigns, e.g.,
personalised emails.
Users enticed to sign
up by offering them
information and
promotions, etc (See
Tactics).
Positive peer referrals
should serve to “reach”
additional people and
encourage additional
sign-ups.
As above.

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4. STRATEGY
4.1. Introduction
An essential component of any digital marketing plan is a carefully-crafted strategy that
defines in clear terms exactly how a company aims to meet its desired objectives
(Thompson and Strickland, 1997). While the generic term “strategy” has attracted
numerous definitions by leading theorists (Chandler, 1963; Mintzberg, 2007; Hill and
Jones, 2010) it is perhaps best thought of as a series of steps that ultimately lead to
business success.
Perhaps the most useful interpretation, however, comes from Michael Porter who
asserted: “Competitive strategy is about being different. It means deliberately choosing
a different set of activities to deliver a unique mix of value (Porter, 1996, p. 73)”. This
value, of course, being the value that consumers see a product delivering for them, and
as Kotler and Armstrong (2012) highlight, it is increasingly a company’s digital
marketing strategy that drives the marketing communication processes that promotes a
product’s value to consumers.
4.2. Stellar Toi Strategy
Absolutely fundamental to this strategy is the attempt to position Stellar Toi as a brand
that values “community” – not only in the online sphere, but in the sense that it will seek
to actually promote, sponsor and support community initiatives on the ground. Much
like Molson Coors’ (no date) “Community Cheer” initiative, music events, exhibitions,
charities and sports clubs will be targeted as potential marketing outlets for the brand,
with the digital marketing strategy designed to support these initiatives.
To run alongside the underlying “community” ethos, marketing activities will openly
stress that while the company sells an alcoholic product it is nevertheless acutely aware
of its social responsibilities. Therefore, messages promoting the responsible
consumption of alcohol will feature prominently is in the company’s online content and
conduct.

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The strategy will be specifically crafted to appeal to the 18-45 year-old demographic,
since these individuals are the primary users of the internet channels and platforms
utilised in this campaign (EightyTwenty, 2013), as well as representing a high proportion
of the economy’s main spenders (Rodgers, 2013). The brand will be positioned as a
high-quality yet reasonably-priced product, meaning that prices will not be above
average. From a generic psychographic perspective, this campaign will be aimed at
individuals that understand the value of community, see themselves as socially-
responsible adults, generally like to have fun in the company of others, and who
appreciate good-quality lager at affordable prices – meaning that marketing activities
are likely best aimed at society’s strivers, exeriencers and makers (Antonides and van
Raaij, 1998; StrategicBusinessInsights, 2012). Finally, since past behaviour is widely
accepted as the most accurate predictor of future conduct, this campaign will aim to
utilise behavioural segmentation as informed through the analysis of potential
customers’ online activity (Chaffey, 2009; Armstrong and Kotler, 2013).
This strategy will primarily focus on using social media platforms to promote the brand
and engage with customers and/or potential community partners. Due to the nature of
the product and the aforementioned targeting tactics, Facebook, the Stellar Toi website,
Twitter and YouTube will be utilised as the main sites of engagement, with SEO and
CPM display advertising used as ancillary tools that help to drive traffic to these
platforms. Apart from the use of social media platforms, other key elements of the
strategy are a focus on email marketing and a mobile app.
Finally, this campaign will be planned around the six-month timescale between 1 April to
30 September 2014, for the reason that the brand is specifically looking to take
advantage of being able to promote itself around the time of the Football World Cup
taking place between 12 June and 13 July. Beer and football have a longstanding
association, and by starting the campaign just prior to the event and subsequently
extending it up to and beyond the beginning of the 2014-15 Premier League season in
England in August, it is hoped that the brand can gain top-of-mind awareness amongst
football supporters.

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5. TACTICS
This section summarises each channel’s key tactics. For clarification, Pinterest,
Instragram and Google+ will not be utilised due to their relatively low popularity in
Ireland (EightyTwenty, 2013). Despite Google+ apparently having a 15% share of the
market, competitors such as Carlsberg and Heineken do not seem to use the platform,
and even brands that do, such as the Irish Times, have only a couple of thousand
“Followers” (Irish Times, 2013a) versus tens of thousands on Facebook and Twitter
(Irish Times, 2013b; Irish Times, 2013b). Similarly, LinkedIn’s business-focused
platform was not deemed appropriate for a lager brand.
5.1. Smartphone app
Objective: 25,000 downloads
 Creating an app modelled on Carlsberg’s “Event Finder” (Feldschloesschen, 2011)
that allows users to find local Stellar Toi-sponsored events, and gives them access
to maps showing venues serving the lager and access to exclusive competitions.
 Facilitates a World Cup-“themed” (Johnson, 2011) interaction with the brand,
whereby fans can share pictures of themselves enjoying the football with a Stella Toi
across social media platforms.
5.2. Website
Objective: 50,000 unique visitors
 Focus on SEO and ideally a top three organic SERP position and high CTR (Siu,
2012).
 Backlinks that positively influence SERP rankings will be encouraged by creating
engaging content and building relationships with community partners (Eridon, 2012;
Ball, 2013), and by posting on other blogs and websites.
 CPM display network campaign for its ability to create essential brand awareness
(El-Shinnawy, 2013).

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 For SEO, and particularly the display campaign, Keyword Planner and Übersuggest
(Tomlinson, 2013) will be used to identify long tail keywords (Appendix A) that suit
the campaign’s “community”-focused objectives while generating an acceptable
CTR.
 Unlike third-party platforms such as Facebook, Stellar Toi has total control over its
website’s design and functionality – making it the preferred channel for “engaging”
(Chaffey, 2013a) and building long-term customer relationships. To incentivise
website visits, it will be the only channel where community groups/sports clubs can
avail of 30% discounts on bulk Stellar Toi purchases.
5.3. Twitter
Objectives: 100 weekly tweets and 50 click-throughs
 Regularly posting engaging and promotion-focused content that directs people to the
main website, thereby encouraging shares and hopefully increasing follower
numbers as highlighted by research (GlobalWebIndex (2013).
 Similar to Corona Light’s “Most Liked” campaign (Pereira & O’Dell, 2011) or Miller’s
“TimeintheD” contest (Moss, 2013), regular competitions revolving around sharing
photos/ideas/suggestions that could then be used on Stellar Toi promotional
materials.
5.4. Facebook
Objectives: 50,000 ‘likes’ and 500 people weekly ‘talking about this’
 Regular status updates to keep people interacting with the page – crucial when
trying to increase the ‘talking about this’ metric (Kriel, 2012).
 Posts will be short, since research suggests that “posts with 80 characters or less
receive 23% higher interaction than longer posts” (Buddy Media, 2012, p. 16).

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 “Calls to action” such as requests for “likes” and “shares” will be used frequently,
since these potentially elicit up to “48% higher than average” interaction rates (ibid,
p. 26).
 These calls to action will include competitions, such as for World Cup-themed Stellar
Toi T-Shirts, with the aim being brand awareness and additional likes.
 Other tactics for above-average interaction rates (Buddy Media, 2012) will see
posting restricted to 1-2 times daily; the use of “questions” such as Sol’s (2013) 27
November 2013 post asking people to pick between either music or films; and the
inclusion of photos in posts – a clear feature of Carlsberg’s (2013) page.
5.5. Email
Objectives: Medium term: 3,000 subscribers; Long-term: extensive email database
 Mailchimp (2013) will be used to conduct direct marketing campaigns, in light of
email’s many benefits such as cost-effectiveness, relatively high open- and click-
through rates versus PPC and CPM advertising, measurability, and email’s high ROI
versus other direct marketing channels (Newsweaver, 2012).
 Email is excellent for building crucial brand awareness (Newsweaver, 2012).
 Subject lines will be personalised, which according to research can result in 22.2%
higher-than-average opening rates (Nelson, 2012), as well as improved click-though
rates in some studies (Sutton, 2012; MarketingCharts, 2013).
 Subject line keyword research will be taken into account to optimise open- and click-
through rates (Nanji, 2013) with “Free Delivery”, “New”, “Voucher” and “Sale”
seeming particularly applicable for encouraging online sales of Stellar Toi.

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5.6. YouTube
Objectives: First advert: 100,000 views; Second advert: 250,000 views
 Both adverts will feature one or more “big” names – a time-tested tactic, especially
when directed by a well-known director – with Coors Light’s recent “Closest to Cold”
campaign featuring Jean Claude Van Damme being one example (Charles, 2012).
 Both adverts will feature call-to-action overlays at the end of the video in order to
drive traffic to the main website (Georgieva, 2009).
 SEO tactics will focus particularly on fully utilising the “description”, adding
appropriate “tags”, and embedding the videos on the main website to increase the
videos’ rankings (Smith, 2013).
5.7. Affiliates
Objectives: 50,000 unique website vistors; five online sales monthly; 25,000 app
downloads; all e-newsletter subscribers targets
 Click-through logos will be added to partner sports club websites, in exchange for
sponsorship and a discount of 30% on Stellar Toi orders for campaign’s duration.
 Brand awareness will be built by sponsoring activities in VEC colleges in exchange
for backlinks on their websites.
 Partnership deals with some of the best “gigging” venues and charities offering:
 30% discounts during the campaign
 Stellar Toi logo on their sites with backlinks and click-throughs to the main
website
 Sponsorship of television programmes in exchange for product placements

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6. ACTION PLAN
The Action Plan should adhere to the RACE framework wherever applicable, and aims for cross-platform and mobile
compatibility (Android, iOS, Blackberry, Windows, OS X, etc.). While this strategy focuses on the digital marketing
channels, in order to maximise success, traditional off-line advertising (i.e., billboards, radio, television, print, press
releases) are indispensable – especially during the early brand awareness-building stages.
The largest percentage of the marketing budget has been allocated to the creation of the YouTube/TV adverts, since
celebrity names and well-known directors will be expensive. Also, SEM activities will be relatively costly; apps
development will require third-party expertise that has to be paid for; and successful affiliates will need to be rewarded.
CHANNEL PERCENTAGE
OF BUDGET
EMPLOYEE FREQUENCY ACTIONS HOW
Affiliates 5%  Campaign
Manager
 Weekly
Prospecting
 Monthly
CRM
 Prospecting
new affiliates
 CRM with existing
affiliates
 Meetings
 Searches for
prospects
 Requests
 Exploit opportunities
Apps 10%  Web Designer
 Third-party
developers
 Weekly  Develop App
 Engagement/Converse
& Listen
 Update/Change on a
 Analysis

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need basis
Email 2%  WebDesigner
 Assistant
Team Leader
 Twice-
weekly batch
emailing
 Content creation
 Batch processing
 Customise/Personalise
 Writing/compiling
newsletters
 Mailchimp
Facebook 2%  Web Designer  Daily  Posting content
 Engagement (Share,
Like, Comment)
 Interact
 Facebook
 Facebook Insights
Website 2%  Campaign
Manager
 Web Designer
 Weekly  Updating site
 Engagement
(subscriptions,
newsletters,
competitions, prizes,
FAQ)
 Site visits of rivals
 SEO
 Create backlinks
 Google Analytics
 Alexa (backlinks)
Twitter 2%  Web Designer  Daily  Engage (favourite, re-
tweet, tweets)
 Create tweets
 Twitter
 Twitonomy

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YouTube 60%  Team Leader  Weekly  Viewing performance
 Optimise search
 YouTube Analytics
SEO 2%  Web Designer
 Campaign
Manager
 Weekly  Optimise CTR
 Diminish Bounce Rate
 Keyword search
analysis of rivals
 Keyword Planner
 SEOMoz
SEM 15%  Campaign
Manager
 Weekly  Enhance CTR
 Optimise CPM
 Keyword Planner
 Übersuggest
TOTAL: 100%

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7. CONTROL
Control work will begin in week two as time has to be given to various tasks before one can begin interpreting the data.
CHANNEL EMPLOYEE FREQUENCY METRICS TOOLS
Affiliates  Campaign manager  Weekly  Website CTR  Google Analytics
Apps  Web Designer  Weekly  Website CTR
 Engagement/Conversion
 Total downloads
 Google Mobile App
Analytics
 Ad4Perf or Flurry
Email  Web Designer
 Assistant Team
Leader
 Twice Weekly  CTR
 Subscriber Numbers
 Website visits
 Mailchimp
Facebook  Web Designer  Twice Weekly  CTR to site landing page
 Monthly Engagement
(Shares, Likes, Comments,
‘talking about this’)
 App downloads
 Facebook Insights
Website  Campaign Manager
 Web Designer
 Weekly  Website CTR
 New, unique, returning
visitors
 Adsense
 Alexa (backlinks)

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 Age demographics
 Engagement (subscriptions,
newsletters, competitions,
prizes)
 Bounce Rate
 Site visits
 SEO
 Backlinks
 Traffic sources
Twitter  Web Designer  Twice Weekly  Engagement (favourites, re-
tweets, tweets)
 CTR to website
 Twitonomy
YouTube  Team Leader  Weekly  Views
 Likes
 Shares
 Comments
 Website CTR
 Age Demographics
 YouTube Analytics
SEO  Web Designer  Weekly  CTR  Google Analytics

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 Campaign Manager  PPC
 Bounce Rate
 Keyword search analysis
 SEOMoz
SEM  Campaign manager  Weekly  Website CPC  Google Analytics

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APPENDICIES
Appendix A: Sample Stellar Toi Keywords

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