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Formulating Your E-Commerce Marketing Strategy Don Bacon, Ph.D. Daniels College of Business University of Denver
Hierarchy of Objectives Business Mission Business Objectives Marketing Objectives Marketing Strategy Source: adapted from Kotler & Armstrong,  Principles of Marketing
Hierarchy of Objectives Example Business Mission Business Objectives Marketing Objectives Marketing Strategy Increase agricultural productivity Research new 3 fertilizers Raise profitability 20% Increase sales 15% Reduce costs 5% Increase product availability and promotion Cut price and call on large farms abroad Increase mkt share in domestic mkt Enter new foreign mkts Source: adapted from Kotler & Armstrong,  Principles of Marketing “ Specific, Measurable” “ Actions” “ Specific, Measurable”
Mission Statements ,[object Object],[object Object],[object Object],DCB Examples
Mission Statement Example ,[object Object],[object Object],[object Object],[object Object]
Determinants of E-Commerce Marketing Strategy Business Mission Business Objectives Marketing Objectives Marketing Strategy Target-Market Definition Specification of the Four P’s Traditional ,[object Object],[object Object],[object Object],[object Object],Market-Related Technology Issues Four P-Related Technology Issues E-Commerce
E-Commerce Marketing Strategy Opportunities Target-Market Definition Specification of the Four P’s ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Market-Related Technology Issues ,[object Object],[object Object],[object Object],[object Object],[object Object]
Traditional Market Segmentation Variables ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],B2C B2B
E-Commerce Market Segmentation Variables ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],B2C B2B Computer, Internet connection, browser Online interests Likes technology Sites visited
Forrester’s Technographics Source:  www.forrester.com , downloaded 2/17/00, see also Mary Modahl (2000)  Now or Never ,[object Object],[object Object],[object Object],[object Object]
Forrester’s Technographics Source:  www.forrester.com , downloaded 2/17/00
Forrester’s Technographics Source:  www.forrester.com , downloaded 2/17/00
Using Technographics ,[object Object],[object Object],[object Object],[object Object]
Situational Segmentation Adapted from Hoffman & Novak (1996).  Marketing in Hypermedia Computer-Mediated Environments:  Conceptual Foundations.  Journal of Marketing 60 (July), 50-68.
Market-Related Technology Issues ,[object Object],[object Object],[object Object],[object Object],[object Object],Strategies can be developed for each segment
Information Products ,[object Object],[object Object],[object Object]
Demand in Differentiated Market (Capturing Value) Quantity Everyone to the left of this guy would have paid more than $X. Price $X
Demand in Differentiated Market (Capturing  More  Value) Quantity Marketer’s Ideal: Offer different prices to different customers (price discrimination) to maximize capture of value (revenue) Price $X Examples: Printers, airfare, cars, banner ads. Any added revenue is attractive with information products because the marginal cost is so low.  $Z Added revenue $Y $A
Differentiating Information Products ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],“ Versioning ” See Shapiro and Varian (1998). Versioning.  Harvard Business Review , or  Information Rules  (same authors).
Information Products ,[object Object],[object Object],[object Object]
Top 5 Reasons Why You at Least Need Brochureware ,[object Object],[object Object],[object Object],[object Object],[object Object]
Site Design Basics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],See also Janal (2000)  Marketing on the Internet
Optimizing Brochureware to Bring in Leads Search the web via search engines or portals to find  information  and  possible vendors Identify a few suppliers who appear to meet what might be your criteria Send e-mail to each supplier, asking for salesperson contact Marketing Implications: SEO, list with key portals.  Include useful content on your site.  Understand key criteria; attempt to influence criteria. Make it easy for prospects to contact you; follow up quickly. Self-qualified leads? What the prospect does…
Advertising ,[object Object],[object Object],[object Object],[object Object]
Action Items to  Promote Your Site: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Adapted from Boris Kontsevoi,  Site Promotion Case Study, ClickZ Forum, March 24, 2000
“How is your site promotion budget allocated?” Note: 40% said “don’t know” Source: Forrester Research, Inc. (June, 1999)
Traditional Banner Ads ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Advertising Options ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Payment methods Ad formats Ad delivery ,[object Object],[object Object],[object Object]
Advertising ,[object Object],[object Object],[object Object],[object Object]
Service Overview ,[object Object],[object Object],[object Object]
Service is Part of Your “Augmented Product” Product Service Augmented product See Levitt (1980) “Marketing Success Through Differentiation – of Anything”  Harvard Business Review.
Pricing and Ignorance Approximate quote from George Stigler (1961). The Economics of Information.   Journal of Political Economy 69 (3). “ The difference in prices in a market are in indicator of the ignorance in the market” In commodity markets, if all prices were known to all buyers, sellers would not be able to charge different prices.
Pricing More Than Your Product Figure 12.9, Hanson (2000)  Principles of Internet Marketing ,[object Object],[object Object],[object Object]
Drive Customers to Interact via Cost-Effective Media ( “Customer Migration”) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Reduced cost/interaction But recognize that you must offer customers a medium they are comfortable with (Peppers & Rogers).
Tips for Moving Customers to the Internet ,[object Object],[object Object],[object Object],[object Object],[object Object],Some of these points came from Helen Tueffel’s (VP at Solant) presentation at the July, 2000 IQPC B2B eCustomer Care Conference in Chicago.
More Powerful Motivators for Moving to the Internet ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Some of these points came from Helen Tueffel’s (VP at Solant) presentation at the July, 2000 IQPC B2B eCustomer Care Conference in Chicago.
If you want to keep them on the Internet… You better keep them satisfied!
A Satisfaction Primer The Expectancy Disconfirmation Paradigm: Dissatisfaction  occurs when  performance  falls short of  expectations  (negative disconfirmation). Satisfaction  occurs when  performance  meets or exceeds (positive disconfirmation)  expectations . Delight  may occur when performance positively surprises the customer by delivering the unexpected.
Customer Expectations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Forrester Research Inc., adapted from report in  1to1,  February 2000 Online Shopping Expectations
Typical Delays in Response to Customer E-mail Source: Peppers & Rogers Group,  1to1 , February, 2000 Delay in responding to customer e-mail among Media Metrix’s top 30 e-commerce sites (September, 1999)
Performance v. Expectations at B2B Sites ,[object Object],[object Object],[object Object],[object Object],[object Object],Source: Forrester study reported in “B2B Web Sites Fail Usage Test.”  EcommerceTimes , January 12, 2000.
Service Overview ,[object Object],[object Object],[object Object]
Online Customer Service ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Customer service for every budget:
Using Static FAQs ,[object Object],[object Object],[object Object]
Using Dynamic FAQ Knowledge Base on Site Search knowledge base by topic or keyword Knowledge Base delivers FAQs Solved? Yes: Happy customer No: repeat or send e-mail Source: conversations with Right Now Technologies Rightnowtech .com Armstrong floor
Using FAQ Knowledge Base via E-mail Send e-mail question  System reads e-mail, sends acknowledgement Old FAQ OK? Knowledge Base delivers likely FAQs to human Update database  E-mail FAQ link  Yes Write new FAQ No Source: conversations with Right Now Technologies Rightnowtech .com Rightnowtech  demo http://demo.rightnowtech.com/cgi-bin/du
Ben & Jerry’s ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: Right Now Technologies
Automating E-mail Responses to Customers Customer Question Match? Special Attention? Experienc Experience Experience Proper staff can  answer? Send solution to customer no yes no yes yes Source: Hanson (2000)  Principles of Internet Marketing
Matching with EchoMail ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source:  Technology Review , January/February 2000, p. 45
The Human Touch ,[object Object],[object Object],[object Object]
Choosing Online Support Technologies Fixed Cost Variable Cost Call center, online chat Dynamic FAQ E-mail auto responder Static FAQ Quality? Consider how many customers you have, and how unique the customer service needs are.
U.S. Annual B2B Sales Generated by Medium Source: WEFA Group, Marketing News 7/3/2000 Billions
Online Customer Service ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Customer service for every budget:
Personalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customized or Personalized? ,[object Object],[object Object],[object Object],Source: www.personalization.com
Personalization Adds Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
One Experience with Personalization ,[object Object],[object Object],[object Object],[object Object],Source: Andy Borland, CEO ClickZ Network, August 1999.
Customized Websites ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Endorsement Examples ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Collaborative Filtering Also known as recommender systems, collaborative filtering involves identifying two customers with similar product preferences and offering recommendations to one based on the known ratings of the other. ,[object Object],[object Object],[object Object]
Use Collaborative Filtering When… ,[object Object],[object Object],[object Object]
Problems with  Collaborative Filtering Problems with Collaborative Filtering include: 1) Prevalence of missing data and complex decision models means large samples required 2) Insufficient data at start-up 3) Customers may have to buy or rate many products before model can be used 4) Predictive performance not great
Rules-Based Systems ,[object Object],[object Object]
Rules-Based System Example ,[object Object]
Rules-Based Systems (cont.) Rules-based systems are used when: 1) Meaningful rules are available (from experts, deduction, or reliable inference) 2) Customer preference follow simple, predictable patterns Problems with Rules-Based systems The most predictive rules may require sensitive customer information and/or asking detailed questions (as with CASE systems).
Computer Assisted Self-Explication (CASE) ,[object Object],[object Object],[object Object],Example:  personalogic .com  decision guides for cars, homes, pets, etc.
Choosing Customization and Personalization Tools Needs differentiation Attribute complexity Adapted from Figure 7.12, Hanson (2000)  Internet Marketing Highly Differentiated Needs Uniform Needs CASE  (Computer-Assisted Self-Explication) Rule-Based Few and quantifiable attributes Collaborative Filtering Endorsements Complex and/or qualitative or intangible attributes
“ Anonymous Personalization” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cliff Allen (1999)  Achieving Anonymous Personalization  (I&II), found through www.searchz.com
Personalization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Distribution Online  ,[object Object],[object Object],[object Object],[object Object]
Does Selling Direct Online Make Sense for You? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Take a Sniff on the Web ,[object Object],[object Object],[object Object],[object Object],[object Object],Newsweek, August 28, 2000, p. 61-62.
Feel a Web Page ,[object Object],[object Object],[object Object],Newsweek, August 28, 2000, p. 61-62.
eBags Example ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],ebags .com
Quality of Information Intermediaries May Provide ,[object Object],[object Object],[object Object],[object Object]
Other Benefits of Intermediaries ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Intermediaries (cont.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Facilitating Purchase/Delivery Intermediaries No Intermediaries Buyers Sellers Buyers Sellers Intermediaries are most beneficial in complex, fragmented markets.
Direct Can’t Do It All
Keeping Existing Channel Happy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Distribution Online  ,[object Object],[object Object],[object Object],[object Object]
Metrics and Tracking ,[object Object],[object Object]
Hierarchy of Objectives Example Business Mission Business Objectives Marketing Objectives Marketing Strategy Increase agricultural productivity Research new 3 fertilizers Raise profitability 20% Increase sales 15% Reduce costs 5% Increase product availability and promotion Cut price and call on large farms abroad Increase mkt share in domestic mkt Enter new foreign mkts Source: adapted from Kotler & Armstrong,  Principles of Marketing “ Specific, Measurable” “ Actions” “ Specific, Measurable”
Establishing Your Performance Measures ,[object Object],[object Object],[object Object],[object Object],[object Object]
Sample Metrics to Consider ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Metrics for Ad Vehicles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Metrics for Direct Sales Sites ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Metrics for Customer Service Sites ,[object Object],[object Object],[object Object],[object Object],[object Object],These objectives are also relevant to internal customer service
Analyzing Log Files ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Software for Analyzing Log Files ,[object Object],[object Object],[object Object],[object Object],[object Object]
Establishing Your Performance Measures ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Formulating Ec Strategy

  • 1. Formulating Your E-Commerce Marketing Strategy Don Bacon, Ph.D. Daniels College of Business University of Denver
  • 2. Hierarchy of Objectives Business Mission Business Objectives Marketing Objectives Marketing Strategy Source: adapted from Kotler & Armstrong, Principles of Marketing
  • 3. Hierarchy of Objectives Example Business Mission Business Objectives Marketing Objectives Marketing Strategy Increase agricultural productivity Research new 3 fertilizers Raise profitability 20% Increase sales 15% Reduce costs 5% Increase product availability and promotion Cut price and call on large farms abroad Increase mkt share in domestic mkt Enter new foreign mkts Source: adapted from Kotler & Armstrong, Principles of Marketing “ Specific, Measurable” “ Actions” “ Specific, Measurable”
  • 4.
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  • 12. Forrester’s Technographics Source: www.forrester.com , downloaded 2/17/00
  • 13. Forrester’s Technographics Source: www.forrester.com , downloaded 2/17/00
  • 14.
  • 15. Situational Segmentation Adapted from Hoffman & Novak (1996). Marketing in Hypermedia Computer-Mediated Environments: Conceptual Foundations. Journal of Marketing 60 (July), 50-68.
  • 16.
  • 17.
  • 18. Demand in Differentiated Market (Capturing Value) Quantity Everyone to the left of this guy would have paid more than $X. Price $X
  • 19. Demand in Differentiated Market (Capturing More Value) Quantity Marketer’s Ideal: Offer different prices to different customers (price discrimination) to maximize capture of value (revenue) Price $X Examples: Printers, airfare, cars, banner ads. Any added revenue is attractive with information products because the marginal cost is so low. $Z Added revenue $Y $A
  • 20.
  • 21.
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  • 24. Optimizing Brochureware to Bring in Leads Search the web via search engines or portals to find information and possible vendors Identify a few suppliers who appear to meet what might be your criteria Send e-mail to each supplier, asking for salesperson contact Marketing Implications: SEO, list with key portals. Include useful content on your site. Understand key criteria; attempt to influence criteria. Make it easy for prospects to contact you; follow up quickly. Self-qualified leads? What the prospect does…
  • 25.
  • 26.
  • 27. “How is your site promotion budget allocated?” Note: 40% said “don’t know” Source: Forrester Research, Inc. (June, 1999)
  • 28.
  • 29.
  • 30.
  • 31.
  • 32. Service is Part of Your “Augmented Product” Product Service Augmented product See Levitt (1980) “Marketing Success Through Differentiation – of Anything” Harvard Business Review.
  • 33. Pricing and Ignorance Approximate quote from George Stigler (1961). The Economics of Information. Journal of Political Economy 69 (3). “ The difference in prices in a market are in indicator of the ignorance in the market” In commodity markets, if all prices were known to all buyers, sellers would not be able to charge different prices.
  • 34.
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  • 38. If you want to keep them on the Internet… You better keep them satisfied!
  • 39. A Satisfaction Primer The Expectancy Disconfirmation Paradigm: Dissatisfaction occurs when performance falls short of expectations (negative disconfirmation). Satisfaction occurs when performance meets or exceeds (positive disconfirmation) expectations . Delight may occur when performance positively surprises the customer by delivering the unexpected.
  • 40.
  • 41. Typical Delays in Response to Customer E-mail Source: Peppers & Rogers Group, 1to1 , February, 2000 Delay in responding to customer e-mail among Media Metrix’s top 30 e-commerce sites (September, 1999)
  • 42.
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  • 46. Using Dynamic FAQ Knowledge Base on Site Search knowledge base by topic or keyword Knowledge Base delivers FAQs Solved? Yes: Happy customer No: repeat or send e-mail Source: conversations with Right Now Technologies Rightnowtech .com Armstrong floor
  • 47. Using FAQ Knowledge Base via E-mail Send e-mail question System reads e-mail, sends acknowledgement Old FAQ OK? Knowledge Base delivers likely FAQs to human Update database E-mail FAQ link Yes Write new FAQ No Source: conversations with Right Now Technologies Rightnowtech .com Rightnowtech demo http://demo.rightnowtech.com/cgi-bin/du
  • 48.
  • 49. Automating E-mail Responses to Customers Customer Question Match? Special Attention? Experienc Experience Experience Proper staff can answer? Send solution to customer no yes no yes yes Source: Hanson (2000) Principles of Internet Marketing
  • 50.
  • 51.
  • 52. Choosing Online Support Technologies Fixed Cost Variable Cost Call center, online chat Dynamic FAQ E-mail auto responder Static FAQ Quality? Consider how many customers you have, and how unique the customer service needs are.
  • 53. U.S. Annual B2B Sales Generated by Medium Source: WEFA Group, Marketing News 7/3/2000 Billions
  • 54.
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  • 63. Problems with Collaborative Filtering Problems with Collaborative Filtering include: 1) Prevalence of missing data and complex decision models means large samples required 2) Insufficient data at start-up 3) Customers may have to buy or rate many products before model can be used 4) Predictive performance not great
  • 64.
  • 65.
  • 66. Rules-Based Systems (cont.) Rules-based systems are used when: 1) Meaningful rules are available (from experts, deduction, or reliable inference) 2) Customer preference follow simple, predictable patterns Problems with Rules-Based systems The most predictive rules may require sensitive customer information and/or asking detailed questions (as with CASE systems).
  • 67.
  • 68. Choosing Customization and Personalization Tools Needs differentiation Attribute complexity Adapted from Figure 7.12, Hanson (2000) Internet Marketing Highly Differentiated Needs Uniform Needs CASE (Computer-Assisted Self-Explication) Rule-Based Few and quantifiable attributes Collaborative Filtering Endorsements Complex and/or qualitative or intangible attributes
  • 69.
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  • 80. Facilitating Purchase/Delivery Intermediaries No Intermediaries Buyers Sellers Buyers Sellers Intermediaries are most beneficial in complex, fragmented markets.
  • 82.
  • 83.
  • 84.
  • 85. Hierarchy of Objectives Example Business Mission Business Objectives Marketing Objectives Marketing Strategy Increase agricultural productivity Research new 3 fertilizers Raise profitability 20% Increase sales 15% Reduce costs 5% Increase product availability and promotion Cut price and call on large farms abroad Increase mkt share in domestic mkt Enter new foreign mkts Source: adapted from Kotler & Armstrong, Principles of Marketing “ Specific, Measurable” “ Actions” “ Specific, Measurable”
  • 86.
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