Student Numbers:
10084552
10063827
10060868
Course Title: Certificate in Digital Marketing (BCE07CDM)
Lecturer: Brendan Ma...
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY ......................................................................................
3
1. EXECUTIVE SUMMARY
This document outlines a comprehensive six-month digital marketing strategy for the
new Irish lager...
4
2.1. SWOT & PESTLE Analysis
A full SWOT analysis is shown on page 5, with the technological and legal issues facing
the ...
5
Figure 1: SWOT Analysis
Strengths
Opportunities
Weaknesses
Threats
 Expert knowledge of social media and
advertising ca...
6
3. OBJECTIVES
This section will define this campaign’s objectives using the RACE planning framework (Chaffey, 2013a), wh...
7
mentioning the brand
from 1 June 2014.
audience (EightyTwenty,
2013).
and offers of
sponsorship.
Tweets about the
brand ...
8
Reach & Engage
(YouTube)
Second advert launched
on 10 June 2014; target
of 250,000 views by 30
September 2014.
As above....
9
direct marketing campaigns,
e.g., personalised emails.
promotions, etc (See
Tactics).
Reach, Convert &
Engage (Email)
Ta...
10
4. STRATEGY
4.1. Introduction
An essential component of any digital marketing plan is a carefully-crafted strategy that...
11
The strategy will be specifically crafted to appeal to the 18-45 year-old demographic,
since these individuals are the ...
12
5. TACTICS
This section summarises each channel’s key tactics. For clarification, Pinterest,
Instragram and Google+ wil...
13
 For SEO, and particularly the display campaign, Keyword Planner and Übersuggest
(Tomlinson, 2013) will be used to ide...
14
 “Calls to action” such as requests for “likes” and “shares” will be used frequently,
since these potentially elicit u...
15
5.6. YouTube
Objectives: First advert: 100,000 views; Second advert: 250,000 views
 Both adverts will feature one or m...
16
6. ACTION PLAN
The Action Plan should adhere to the RACE framework wherever applicable, and aims for cross-platform and...
17
need basis
Email 2%  WebDesigner
 Assistant
Team Leader
 Twice-
weekly batch
emailing
 Content creation
 Batch pro...
18
YouTube 60%  Team Leader  Weekly  Viewing performance
 Optimise search
 YouTube Analytics
SEO 2%  Web Designer
 ...
19
7. CONTROL
Control work will begin in week two as time has to be given to various tasks before one can begin interpreti...
20
 Age demographics
 Engagement (subscriptions,
newsletters, competitions,
prizes)
 Bounce Rate
 Site visits
 SEO
 ...
21
 Campaign Manager  PPC
 Bounce Rate
 Keyword search analysis
 SEOMoz
SEM  Campaign manager  Weekly  Website CPC...
22
REFERENCES
Antonides, G., and van Raaij, W.F. (1998) Consumer Behaviour: A European
Perspective. Great Britain: John Wi...
23
Enterprise. Cambridge, Massachusetts: MIT Press.
Charles, G. (2012) ‘Coors Light brings back Van Damme for £2.5m TV and...
24
1793a1323d4d%7D_twitter_infographic_UK_SMB.gif?utm_campaign=EM_UK_N
T_SMB_SurpriseEgg_Email5&utm_medium=email&utm_sourc...
25
December 2013).
MarketingCharts (2013) ‘Personalized Promotional and Triggered Emails Seen
Delivering Strong Results’. ...
26
2013).
Siu, E. (2012) ‘24 Eye-Popping SEO Statistics’. Available at:
http://www.searchenginejournal.com/24-eye-popping-...
27
APPENDICIES
Appendix A: Sample Stellar Toi Keywords
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Digital marketing strategy project

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A project that outlines how a beer company could use digital channel marketing to drive and create traffic, gain leads and increase ROI.

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  1. 1. 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
  2. 2. 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
  3. 3. 3 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.
  4. 4. 4 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.
  5. 5. 5 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
  6. 6. 6 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.
  7. 7. 7 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.
  8. 8. 8 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.
  9. 9. 9 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.
  10. 10. 10 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.
  11. 11. 11 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.
  12. 12. 12 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).
  13. 13. 13  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).
  14. 14. 14  “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.
  15. 15. 15 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
  16. 16. 16 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
  17. 17. 17 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
  18. 18. 18 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  Google Analytics  Keyword Planner  SEOMoz SEM 15%  Campaign Manager  Weekly  Enhance CTR  Optimise CPM  Google Analytics  Keyword Planner  Übersuggest TOTAL: 100%
  19. 19. 19 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  Google Analytics  Adsense  Alexa (backlinks)
  20. 20. 20  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
  21. 21. 21  Campaign Manager  PPC  Bounce Rate  Keyword search analysis  SEOMoz SEM  Campaign manager  Weekly  Website CPC  Google Analytics
  22. 22. 22 REFERENCES Antonides, G., and van Raaij, W.F. (1998) Consumer Behaviour: A European Perspective. Great Britain: John Wiley & Sons Ltd. Armstrong, G. and Kotler, P. (2013) Marketing: An Introduction. 11th Global edn. United States of America: Pearson Education Limited. Ball, J. (2013) ‘Link Building 101: Utilizing Past and Current Relationships’. Available at: http://searchenginewatch.com/article/2308627/Link-Building-101-Utilizing-Past- and-Current-Relationships (Accessed: 28 November 2013). Belbin, M. (2012) ‘Belbin Team Roles’. Available at: http://www.belbin.com/rte.asp?id=8 (Accessed: 2 December 2013). Buddy Media (2012) ‘Strategies for Effective Wall Posts: A Timeline Analysis’. Available at: http://michaellorinfriedman.com/wp-content/uploads/2013/01/Strategies-for- EffectiveWallpost_2012_Final.pdf (Accessed: 3 December 2013). Business Post (2013) ‘Heineken says Irish pubs face difficult 2013’. Available at: http://www.businesspost.ie/#!story/Home/News/Heineken+says+Irish+pubs+face +difficult+2013/id/19410615-5218-511b-8e2d-2a7500857567 (Accessed 18 November 2013). Carlsberg (2013) ‘Carlsberg’. Available at: https://www.facebook.com/Carlsberg?fref=ts (Accessed: 21 November 2013). Chaffey, D. (2009) E-Business and E-Commerce Management: Strategy, Implementation and Practice. 4th ed. Italy: Pearson Education Limited. Chaffey, D. (2013a) ‘Introducing RACE: a practical framework to improve your digital marketing’. Available at: http://www.smartinsights.com/digital-marketing- strategy/race-a-practical-framework-to-improve-your-digital-marketing/ (Accessed: 28 November 2013). Chaffey, D. (2013a) ‘Introducing RACE: a practical framework to improve your digital marketing’. Available at: http://www.smartinsights.com/digital-marketing- strategy/race-a-practical-framework-to-improve-your-digital-marketing/ (Accessed: 28 November 2013). Chaffey, D. (2013b) ‘How to integrate objectives and strategy when creating a marketing plan’. Available at: http://www.smartinsights.com/goal-setting- evaluation/goals-kpis/integrated-online-marketing-strategy-a-tool-for-integrating/ (Accessed: 26 November 2013). Chandler, A.D. (1963) Strategy and Structure: Chapters in the History of American
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  24. 24. 24 1793a1323d4d%7D_twitter_infographic_UK_SMB.gif?utm_campaign=EM_UK_N T_SMB_SurpriseEgg_Email5&utm_medium=email&utm_source=Eloqua&elq=6d 1cf547bb34489e89365a20daa511f1&e (Accessed: 28 November 2013). Guinness (2012) ‘Visitor numbers increase by 10% in 2011’. Available at: http://www.guinness-storehouse.com/en/pressrelease.aspx?prid=43 (Accessed: 2 December 2013). Hargan, C. (2010) ‘Targeted innovation key to kick starting alcoholic beverage market’. Available at: http://www.bordbia.ie/industryservices/information/alerts/Pages/Targetedinnovati onkeytokickstartingalcoholicbeveragemarket.aspx (Accessed 18 November 2013). Heineken (2013) ‘Heineken’. Available at: https://www.facebook.com/heineken?fref=ts (Accessed: 21 November 2013). Hill, C.W.L. and Jones, G.R. (2010) Strategic Management Theory: An Integrated Approach. 10th edn. USA, Mason: South-Western Cengage Learning. Irish Times (2013a) ‘The Irish Times’. Available at: https://plus.google.com/u/0/+irishtimes/posts (Accessed: 3 December 2013). Irish Times (2013b) ‘The Irish Times’. Available at: https://www.facebook.com/irishtimes (Accessed: 3 December 2013). Irish Times (2013c) ‘The Irish Times’. Available at: https://twitter.com/IrishTimes (Accessed: 3 December 2013). Johnson, L. (2011) ‘Heineken taps into holiday cheer with themed app’. Available at: http://www.mobilemarketer.com/cms/news/advertising/11511.html (Accessed: 28 November 2013). Kotabe, M. and Helson, K. 2011. Global Marketing Management. 5th ed. Asia: John Wiley & Sons, Inc. Kotler, P. and Armstrong, G. (2012) Principles of Marketing. 14th Global edn. United States of America: Pearson Education Limited. Kriel, N. (2012) ‘Facebook Insights: What does “Talking about this” mean?’. Available at: http://www.nickykriel.com/blog/social-media/facebook-insights-what-does- talking-about-this-mean/ (Accessed: 3 December 2013). MacLeod, L. (2012) ‘Making SMART Goals Smarter’, Physician Executive, 38(2), pp. 68-72. Mailchimp (2013) ‘About’. Available at: http://mailchimp.com/about/ (Accessed: 3
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  27. 27. 27 APPENDICIES Appendix A: Sample Stellar Toi Keywords

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