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Digital marketing assignment 30.3.2015- final

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Digital marketing assignment 30.3.2015- final

  1. 1. Department of Marketing Assignment Session: 2014/2015 Semester: Two Core/Elective: Elective Degree: MSc Marketing Class Code/Title: MK989 Customer Management 2 Class Coordinator: Dr. Ewelina Lacka Assignment: Individual Final Submission Date: Wednesday, 30th March at 12.00pm Name ARUN SHIVA KESAVAMOORTHY Title eMarketing strategy assessment and development
  2. 2. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 1 TABLE OF CONTENTS EXECUTIVE SUMMARY_____________________________________1 1. Company Introduction _____________________________________2 1.1 Different forms of online presence _______________________2 2. eMarketing strategy_______________________________________4 2.1 Macro Environment __________________________________5 2.2Mirco Environment ___________________________________9 2.2.1 Consumer analysis and persona development _________9 2.2.2 Competition analysis ___________________________14 2.2.3 Key competitors_______________________________15 2.2.4 Suppliers ____________________________________15 2.2.5 Internal Audit ________________________________15 3. eMarketing objectives_____________________________________16 4. Strategy and tactic formulation_____________________________18 5. Evaluation and Implementation plan ________________________21 6. Conclusion ______________________________________________23 7. References ______________________________________________24
  3. 3. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 2 Executive Summary The Internet is pervasive and in the UK more than 70% people uses it every day (ONS, 2013). The purpose of this report is to assess the current eMarketing strategy of a company and develop new eMarketing strategy. The Willow Tea rooms located at the heart of Glasgow city center is a popular Tea shop and is among the leading ones in the city. The company also has its presence in many kinds of media like earned, paid and owned. Assessing the online marketing environment highlights the opportunities and challenges that the digital medium provides the company to extend its services through online communications and as a channel medium. The company and its current eMarketing strategy is internally audited to find the strengths and weakness with respect to the digital environment and potentially to identify the scope of response to external threats and opportunities in relation to the competition. SMART objectives are developed which are in line with its overall business objectives, to aid the formulation of strategies the company shall adopt in the longer run. The objectives pertains to interaction, conversion and brand building goals in general. Strategies suggested are market development and penetration, customer engagement and social media, and positioning and differentiating. Market penetration strategy and customer engagement is to increase the number and frequency of sales, market development strategy is to target new customer segment and positioning and differentiation strategy to build brand awareness and product favorability. It is also suggested that various tools like email, social media, SEO, online PR, affiliate, website should be integrated with traditional advertising communications to establish conversations and conversions. Changes in few marketing mix elements that might give company a differential competitive edge to build the brand are also suggested. Evaluation and the implications of overall effectiveness and the KPI’s to attain, refine and manage the strategies in the long run are also discussed.
  4. 4. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 3 1. Company Introduction: THE WILLOW TEA ROOMS, are tea rooms located at two locations in Glasgow, one at Sauchiehall street and the other at Buchanan street. The tea room is designed by Charles Rennie Mackintosh in 1904 who was a famous Scottish artist, architect, designer and water colourist. The Willow Tearooms in Sauchiehall Street is still one of the major attractions for local and international visitors visiting Glasgow. Tearooms, located in the central city provide traditional food and drinks with a mouth-watering experience. The most popular item is the afternoon served 3-tiered cake stand. Apart from these, the company sells a wide range of Mackintosh and Glasgow products that are designed in-house that includes jewellery, tote bags, candles, homeware and other stationery items. 1.1 Different forms of online presence: The three different types of offline and online media activities are earned, owned and paid media (Stephen & Galak, 2012). Especially in an online environment, earned media which is not generated directly by the company refers to the information published in the published editorials, word-of-mouth (WOM) through review sites, blogs, online public relations (PR) and other communities which affects sales and other marketing performance measures (Chevalier & Mayzlin, 2006; Villanueva & Hanssens, 2008). Paid media refers to the company’s direct spending in the form of affiliate marketing, display ads and paid search to reach the consumers and prospective consumers. Owned media is the one owned by the company. In the online environment, the company has its own website and social media presence like Facebook, Twitter, Google+, Flickr and Tumblr. The company’s three media presence has been tabulated in the table 1.
  5. 5. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 4 Earned Media Paid Media Owned media Publisher editorial 1. Herald Scotland 2. BBC 3. Chisel and Mouse 4. Evening Times 5. Glasgow Welcomes 6. Experiencing Scotland 7. Glasgow architecture 8. Great cake places 9. Glasgow guide 10. Picture Britain 11. Wikipedia Word-of-mouth 1. Trip advisor 2. Yelp 3. Food list 4. Visit Scotland 5. Virtual tourist 6. lonely planet 7. Scottish food review 8. Love Wall 9. Glasgow gay cities 10. Zomato 11. Tripomatic 12. Foursquare 13. Pinterest Affiliate Marketing 1. Glasgow mackintosh 2. Glasgow leading attractions 3. Scot cities 4. CRM society 5. What’s on Glasgow 6. Hi Glasgow airport hotel 7. Cool places 8. Click on Glasgow 9. Green tourism Website www.willowtearo oms.co.uk/ Social Media 1. Facebook 2. Twitter 3. Google+ 4. Flickr 5. Tumblr Table 1: Online media types of the company “The Willow Tea Rooms” 2. eMarketing strategy: Digital marketing strategy is similar to the traditional marketing but the key difference is it being a multichannel marketing strategy and the focus on specific objectives pertaining to this channel and consistent with the consumers’ requirements. It is important to assess the existing marketing strategies and the use of this channel in conjunction with the other channels as a part of it. SOSTAC planning model as illustrated by Chaffey and Smith (2008, p. 442) is a framework (as shown in the figure 1) that involves assessing, developing and implementing activities strategically as a long-term marketing plan. Situation analysis describes the marketing environment i.e., at both macro and micro level and are as follows:
  6. 6. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 5 Figure 1. SOSTAC eMarketing strategy development model (Smith & Chaffey, 2008) 2.1 Macro environment: Political: Political forces have the interactions that are necessary to bring the regulations in to force by various industry-backed bodies, consumer groups, government agencies and public opinion. Recent proposal from Ofcom, the UK regulator for telecommunications identifies data privacy as the greatest single barrier to the development of the Internet of things (Webley, 2015). Other areas of Internet governance include network security, spectrum availability and network addresses. Under current tax jurisdiction law, VAT tax is applicable to both customer and supplier if the transaction and delivery happens in the UK. Exports to private customers in the EU region will either attract UK VAT or local VAT chargeable and exports to other countries will attract zero-tax. Britain government commits strategically to world-class connectivity, consumer safety and reduced cost of communication services. This might pave the way for small companies to adopt innovative technologies for the additional growth of business.
  7. 7. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 6 Economical: History repeats itself with economic boom and recession. The web 2.0 explosion has certainly witnessed it. The Internet contributes an estimated 8.3% to Britain’s GDP (Dean et al. 2012). Internet usage has increased 78% from 2011 among the age group of 14 and above. Economic factors like market growth rate, unemployment, interest and inflation rate, exchange rates can affect digital marketing activities. For example, Digital economy has added new job titles of around 1500 which haven’t existed in 1990’s (O’Connor, 2015), have a catalytic effect on the overall economic performance. The basic structure of the economy service dominant rather than services and calls for the service provider to provide the value with customer centric focus understanding the precise needs in detail (Grönroos & Gummerus, 2014). Social: Changes in demographic variables and its impact on the society is far more important than the demographics itself. There is an issue addressed by the Oxford Internet institute as “Internet disengagement” which is a form of “Social exclusion” (people in social housing). There is increase in user generated content in review and social networking sites that is owned by the company. The UK’s online initiative between 2000 and 2004 has been the largest contributor to reach the consumers and businesses operating online. 6.4 million People in the UK don’t have access to the Internet and 1 million don’t have the relevant skills to access (ONS, 2013). Terminologies in the Internet are scary which endangers the children safety. Patterns of Internet consumption hasn’t changed dramatically but the social networking sites users’ proportion stand at 61%. Use of social media and other forums tends to be complementary rather than substitute of traditional communication channels. The more perceived benefits of the Internet usage among the younger generation created a new form of digital divide from the older generation nevertheless Internet accessibility being the same. The five socio-cultures shown in the figure 2 and table 2 shows that these characteristic groups are not tied to a single demographic variable. For example, Moderates are retired people who constitute the middle income segment and are prominent in the age group 65 and above whereas adigitals are prominent in the age group 45 and above who are retired and living in urban areas. Environment: In the recent days, there are also socio-environment concerns regarding the impact of Internet usage on the environment. Companies that wish to be present online can embed their positioning as green or environmentally concerned and shall then be embedded in the marketing communications.
  8. 8. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 7 Table 2 Background characteristics of Cultural categories Figure 2 Internet cultures in 2013 (Source: Oxford Internet survey, 2013)
  9. 9. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 8 Technological: The UK is keen to become a smart-city leader in the world. “Smart city” project won by Glasgow from the UK government in 2013 (BBC, 2013; BIS, 2013) will be used to provide better services to the Glaswegians. The Technology Strategy Board, who has provided the grant will encourage innovation to be deployed to improve the services that addresses many problems including life expectancy and will bring together health, public safety, transport and energy making a better place to live. Public will also have the access of information through Internet that will be provided all around city through Wi-Fi hotspots around (Matheson, 2014). This is likely to impact SME’s of which only 35% trade online as on 2014 and still 64000 homes which doesn’t have the broadband access (GlasgowCityCouncil, 2014). It is also expected to create a likely impact on online shopping and change the demand for retail space and other services industries as well which might enable a global competitive edge over others in terms of modern communications infrastructure (Patrick, 2015). The location based services (including SMS based and mobile GPS based) are paving way for businesses to deliver the services quickly and effectively through convergence of mobile and social media called Social location based marketing. The Willow Tearooms company has its website with its own domain name with the Second-level domain (SLD) as co.uk and is not verified for the owner identity by any third-party for SSL (Secure Sockets Layer protocol). The website isn’t encrypted even for the transaction pages make it vulnerable to digital security issues which many consumers might not prefer to shop online. It is also believed that these technological forces might create a platform to customize products or services to the individual consumer levels. Legal: Increasing political pressure and public opinions deems larger amount of digital laws and assures the netizens a regulatory online framework. The key issues that are covered by the law includes the type of information collected online, privacy issues with cookies, disabled users discrimination, brand and trademark protection including intellectual property rights in the digital platform, online advertising law and contract law (figure 3). Hence, any business practice should take these legal constraints to do the business in a legal and ethical way. Often, the companies that breach these laws will damage their own reputation they gained from the past years and this will certainly have marketing implications in the future online trading environment.
  10. 10. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 9 Figure 3 Significant laws that controls digital marketing (Chaffey & Ellis-Chadwick, 2012) 2.2 Micro-environment: 2.2.1 Consumer analysis and persona development: In the knowledge economy, the consumer is more demanding and powerful than the retailer (Doherty & Ellis-Chadwick, 2010). Demand analysis helps to analyse the number of potential visitors, level and extent of Internet usage to make effective digital campaigns. In the UK, a study by Statista (2014) suggests that 84% households have access to Internet in 2014 as opposed to 9% in 1998. Figure 4 shows that more than 80% of UK house-holds have access to at least one of the three devices (laptop, smartphone or tablet) mentioned. Figure 5 shows that there is an overall increase in the broadband usage among the households. Purchasing goods and services online seems to be the second preferred Internet usage among the UK Internet users (Ofcom, 2014). Preliminary results as shown in the figure 7 suggest that over
  11. 11. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 10 the years the search term tea and café is on the rise (Google Trends, 2014). Rodgers, et al., (2007) suggests the different motivations for using the web and are information acquisition, socialization, entertainment and shopping. Based on this framework, the following characteristics can be used for segmentation. They are community participation, product experience, interaction with friends and read news about current events and exploration. Consumer persona as shown in the table 3 is a useful tool in developing customer-centric online strategies and also a key part of marketing analysis. Figure 4. Percentage of Households that have at least one of these devices (Deloitte, 2014) Figure 5. Household take-up of communication services (Ofcom, 2014)
  12. 12. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 11 Figure 6. Purchases made over the Internet by age group (ONS, 2013) Figure 7. Consumers interest over time (Google Trends, 2014)
  13. 13. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 12 Figure 8. Primary and secondary reasons for the consumers to shop online (TheStatisticsPortal, 2014)
  14. 14. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 13 Persona 1-Core product consumers: Consumers who sees tea as a healthy alternative aged 40+ to coffee and wants to consume tea and its related products online so that he/she might be informed about the special events or menu. This will help them to engage with the brand in experiencing the products by keeping them informed continuously through online communications. Persona 2- Sight-seers: Tourists who arrive at Glasgow for sight-seeing and wishes to see the heritage sites and designs associated with the city and want to experience the richness food and drink products. They will search online for the food and drinks and they are not the repeat purchasers but expect to see reliable and complete information before they make the purchase. They might also want to purchase the artistic products that they see in the gallery or might be interested to purchase later online and deliver to their place or country. They view the city as smart and convenient life style provided by the Internet as described by Brengman, et al., (2005). Persona 3-Relaxers: A study suggests by VisitScotland (2013) that 69% of the consumers in the UK enjoy taking short walks less than 2 miles and 54% enjoy trying local specialty food and drink. Consumers who enjoy taking a short walk and interested in trying specialty food might need the information or WOM on the go online. They may be couples and might also be interested in being loyal and wants to be informed and like to engage with the products or the brand. Persona 4-B2B: Businesses that search for the food delivery for an event planned and needs to find the information online for contacting them and placing the booking. Some businesses might be stocking the products like aprons, oven gloves and tea towels for reselling and might need the information to purchase online. Table 3. Consumer personas for “The Willow Tea Rooms”
  15. 15. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 14 2.2.2 Competition analysis: Competition is inevitable in any sector and its nature varies with traditional and online environment. It is essential to understand the updated five forces model (Porter, 2001) in relevance to the online environment to gain the competitive advantage in turn framing the unique selling proposition to offer value to the consumers. The following five forces will explain the impact of Internet on the five forces. Bargaining power of buyers: For the company, buyers bargaining power comes through the ease of access to the information. The main sources of information spread is through online intermediaries including search engines, WOM through review sites like trip advisor, yelp and various social media sites. Bargaining power of consumers remains high due to the fact that all the other competitors are adaptable and flexible to the online environment in serving the consumers. Bargaining power of suppliers: Multiple channels in the online act as suppliers to provide services to the consumers. Multiplicity of channels makes it more efficient and less costly to reach the consumers. The power of suppliers is less due to the flexibility and adoptability of changing nature by the firms to the business environment. Threat of Substitute services: Threat of new substitute is moderate as the new channel online can relatively provide information regarding products and services. It can involve new kinds of social media services and mobile applications and new ways of reaching different target segments. Threat of new entrants: Threat of new entrants like any competitor introducing their presence in the form of website or social media is relatively less (i.e., simple and easier in the Web 2.0 world). Barriers to entry are almost small when compared to the traditional business environment. This barrier for new entrants is different from the barriers to succeed in the online environment. Competition rivalry: Commoditization of the services has resulted in the intense competition in the online marketplace. This competition is due to the many number of competitors and their size of the business which is relatively the same. Switching costs for the customers is almost negligible as finding the similar services are relatively very simple. Differentiation is the key to compete against the other firms in offering perceived difference by the consumers
  16. 16. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 15 that are recognizable and valuable. Exit barriers are more considering the communication strategies and the costs invested over the period of time. 2.2.3 Key competitors: The key direct competitors are listed below  The Hidden lane tea room  The Cup and Saucer vintage tea  Cupglasgow  Cushion and cake  Whittard of Chelsea  The Tea rooms  Waverly tearoom  The Glasgow tearooms  The Tea garden  Tchai ovna house of tea  Martyn’s tea room  The butterfly and the pig  Glasgow botanical gardens 2.2.4 Suppliers: Suppliers include website developers, technology management firms, online marketing intermediaries and the logistics team who deliver the products that is ordered online by the customers. Website developed and hosted by Big Fish Internet Ltd for The Willow Tea Rooms. Online marketing intermediaries such as search engines (eg: Google and Yahoo), evaluator portals (eg: TripAdvisor and Yelp) are currently providing promotion space for the company including the Social media networks like Facebook and Twitter. 2.2.5 Internal Audit: Reviewing the direct contribution of the digital platform, it is found very important for the company to drive its sales indirectly if not much directly through its activities. Relative costs of updating and promoting the site remain moderately high but are crucial for the effectiveness of the business given the indication of the competition stance in the marketplace. In terms of Marketing effectiveness the company has less audience share in the online market since the core products i.e., tea and other food items served through traditional channel (Shop). Brand equity remains fairly moderate and isn’t much contributing directly to
  17. 17. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 16 customer retention or loyalty. It has moderate provision for enquiries to generate leads and sales but has a lot of room for improvement in terms of audience engagement. The Company has very limited resources in the area of SEO, PPC and online PPC advertising but exhibit limited but distinctive capabilities in affiliate marketing. Technological infrastructure also is limited in terms of its limited usage of delivering the customer experience through CMS and CRM. Website of the company, a simple interactive place for product information and enquiry forms supported by e-mail, can be regarded as Level 3 on the stages model scale. Table 4 shows the SWOT analysis for the company in specific to the digital medium. 3. eMarketing objectives: The next step after the situation analysis is the setting up of business objectives which must be specific, measurable, actionable, relevant and time-bound (SMART). The following business objectives are proposed which is SMART enough for the year 2015-18 and inline with the overall business objectives of the company. 1. Increase by 10% the frequency and number of sales from the existing repeat customers. 2. To acquire 3000 new unique customers and conversion rate of 25% to the product information area 3. To increase product awareness or favorability towards the brand.
  18. 18. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 17 The Willow Tea Rooms Strengths –S 1. Good reputation for tea and existing brand 2. Existing customer base Weaknesses –W 1. Poor web experience 2. Limited site engagement or interactivity Opportunities – O 1. Number of Suppliers 2. New markets 3. Alliances/Co- branding SO Strategies 1. Increase the lifetime value of customers through more engagement with the company 2. Leverage the customer market base through increase of presence with many suppliers (online) 3. Partnership or affiliate marketing WO strategies 1. Launch value-adding experiences (eg: video, infographics) 2. Acquisition strategy Threats – T 1. Intense competition (Price) 2. New competitive products 3. New entrants ST Strategies 1. Partnership with complementary brand 2. Create own customer reviews WT Strategies 1. Differential online pricing strategy with lower-cost base products 2. Customer engagement strategy to increase conversion, value per transaction and lifetime value 3. Online PR and managing consistency across all web platforms as a differentiation strategy to gain an edge over competition Table 4. Digital channel specific SWOT analysis
  19. 19. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 18 4. Strategy and tactic formulation: In order to increase the number and frequency of sales the company should adopt Market penetration strategy, which involves selling the existing products to the existing markets. This can be done by a tactic called propensity modelling, segmenting the customers based on the behavioural response like types of products, frequency and value. Based on this the company may tailor segment offers through email using newsletters and e-blasts, personalized website messages, phone communications in conjunction with the social media strategy for cross-sales and more repeat visits through customer engagement. This will help company use the resources more effectively and relevant to customers in building the life time value. For example: targeting the most frequent or active customers will help effectively increase the number of sales. To gain new and unique customers, the company should adopt market development strategy to acquire new customer segment by the people visiting Glasgow. The Internet channel is the only channel to this segment and they can’t be reached by TV’s or magazines or radio. Ranking the page higher when the potential customers search for information becomes more crucial. SEO techniques can be used to rank the site higher in order. Content richness and updation on websites and visibility in different social media, online PR, setting up blogs, link building, affiliate marketing and keywords inclusion are the tactical combinations that help customers find the needed information in the form of unpaid listings on Google search. PPC (pay per click) advertising need not to be used since it involves financial and time resources and also the impression among customers about what the paid advertising does. After the acquisition, they can be developed to repeat customer by email marketing to promote the gift and other products once they will be in their home country or town after visit to the shop. Website, email and traditional distribution for goods delivery will be used in conjunction to maintain the repeat purchase from this segment which can cover various geographical locations adding the place element of the marketing mix. Website experience is also crucial as transactions happen here and customers should feel sense of ease and flexibility when they land here. Website design should be benchmarked on the review of competitor’s websites as well considering content and design architecture and marketplace positioning although Website quality i.e., WEBQUAL (Loiacono, et al., 2002) functional dimensions are equally important. Providing good user experience also needs the company to select the right content
  20. 20. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 19 management system (CMS). On standardised website, personal recommendations can be made which allow quick repurchases and consumer can see the related products during the check out as highlighted by Peppard & Rylander (2005) when a consumer segment is tailored with email promotion offer that have been captured via offline and online customer touch points. Hence, the company can adopt multi-channel communication strategy based on consumer segment preferences (Neslin, et al., 2006) and then tailor the message to key segments which is called e-CRM to enhance the customer experience. The prerequisite for a consumer to engage in transaction is for sellers to connect with each other. It is a challenging metric and possible only by satisfying existing transactional customers through continued interaction and facilitate transition through different stages in the consumer engagement cycle i.e., from connection to engagement through interaction, satisfaction, retention, commitment and advocacy (Sashi, 2012). A mix of offline and online strategies can help this transition. For example: intergration of website, e-mail, social media and traditional advertising communications. Online engagement through social media (eg: wikis, blogs and video sites) establish the conversations and conversions through content generation and value creation (Sashi, 2012; Sawhney, et al., 2005). Demand analysis of customer channel and business potential across each platform should be a starting point to have a good social media strategy. Figure 9. Effectiveness rating of Social media in the UK and content marketing tactics (Axonn, 2015)
  21. 21. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 20 Figure 10. Social media active accounts in the UK (VisitScotland, 2013) Richer content in the social media helps innate customer engagement and provide reach to the consumers (Thackeray, et al., 2008). In each media consumers prefer certain kind of content as a benchmark. Video is preferred in YouTube, infographics in Twitter and Facebook for photo and video sharing. For example: Despite the fact that there are less active twitter accounts in the UK 30% as shown in the figure 10, Twitter is more effective than any other media in the UK and is evident from the usage of more infographics (61%) usage in 2015 compared to 2014 (57%) as seen in the figure 10. Depending on the customer persona and the population usage of social media, the types of content and frequency can be worked on. Streamlining the content and tracking the business impact can be done through the use of software such as Hootsuite or Tweetburner. This optimization of social media insights might then be used to refine the marketing activities. Social CRM which involves customer to customer interactions in all kinds of media will enhance competitive edge over the competition to the brand. The company can adopt the favourable price strategy in the marketing mix in relatively specific to the digital channel to enhance the brand positioning i.e., it can use the Internet to offer the discounts on its products when the demand is low. For example: on weekdays or during the time when the tea shop is less filled the company can then able to offer its prospective customers some discounts on its products to fulfill the capacity. This is in line with Kim et al., (2004) who concluded that cost leadership and differentiation combination will be more effective than stand-alone elements in the online
  22. 22. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 21 business for gaining differential advantage as shown in the figure 11 to the brand and in increasing the customer life time value. Figure 11 E-Business competitive strategy as a continuum (Kim, et al., 2004) 5. Evaluation and Implementation plan: “Measurement is what makes marketing a science, rather than a superstition” (DeMers, 2014). Structured measurement will commence from measurement to metrics and finally the data collection and analysis tools. The company can assess the website channel behavior by actionable metrics such as activity time, user frequency, and user actions (eg: purchase conversion rate, product information access, average pages per visit, registration or content access). Channel specific traffic can be measured from google analytics (“Acquisition”) to see the outperforming social media channels and used for customer segmentation. Social media KPI’s with respect to the RACE framework should be used to assess the indicators objectively to assess the goals attainment as shown in the figure 12 (Chaffey, 2015). Content management system softwares (CMS) that are available online for free (eg: plone) can be used by the company. E-mail marketing should have the CRITICAL success factors for a good response rate (Chaffey, 2010).
  23. 23. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 22 Figure 12 Social media metrics (Chaffey, 2015 & Seiter, 2015)
  24. 24. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 23 6. Conclusion: eMarketing is simply a channel marketing strategy and needs to be integrated to the other channels to perform in an effective way (Chaffey & Ellis-Chadwick, 2012). Situation of the online environment looks to grow robustly and service levels expectations from the consumers and competition rivalry is about to get more intense irrespective of the economic situation of the market as witnessed during the 2008 recession. Without the leverage of customization and synchronization with the offline marketing environment the company can’t gain a competitive differential advantage. To attain the traffic building, conversion and interaction, brand building objectives the company is advised to implement necessary changes by adopting the recommended strategies and tactics to obtain the goals. As quoted by Bob Napier (Ex-CIO, Hewlett Packard) - “You can’t manage what you can’t measure”. Hence, business performance measurement and management system are vital to any company’s successes. In conclusion, it’s not just doing the right things that matters but also doing things rightly.
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