Xay Dung Chien Luoc Marketing Online

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Xay Dung Chien Luoc Marketing Online …

Xay Dung Chien Luoc Marketing Online
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  • 1. Digital MarketingStrategyJacob Orquin PhD researcherAarhus School of Business
  • 2. E-business models Chaffey & Smith (2008)
  • 3. The e-marketing plan Chaffey (2009)
  • 4. Online strategy modelGuava Media, Nyborg (2009) Which KPI’s? Who are the Qualitative/explorative analyses customers? segments, position, messages Qualify the Quatitative analyses customers/ market Cross- & upsales, loyalty Touchpoint Integration of digital strategy in corporate/ strategy marketing strategy Implementation Acqusition & conversion Measurement / optimization
  • 5. Online marketing process Userpilot, Orquin (2009) Define Business Business goals drive KPI Goals formulation that drive the data collection. Web analytics ask what is happening and directs other (re)Define KPI’s quantitative and qualitative studies to answer why it is happening.Web Analytics Quantitative Qualitative The data is analysed and action Metrics Metrics Metrics points are generated. Ultimately, the purpose is to make Analysis data driven decisions on what to implement and optimize in the online marketing mix. Action points Control
  • 6. Online strategy model SOSTAC Chaffey & Smith (2008)
  • 7. Situation analysisDemand-, competitor-, intermediary analysis,internal marketing audit, (SW)OT, SLEPT/PEST Chaffey (2007)
  • 8. Internet and industry structure Porter (2001)
  • 9. Demand analysisOnline resources like Google insights should beused to asses search volume and demand Chaffey (2007)
  • 10. Competitor analysis Diese et al. (2000) suggest the following equation to assess competitor brand perception: Customer value (brand perception) = Product quality X Service quality Price X Fulfillment time A shortcut to assess competitor performance on customer satisfaction:TDC : 3,7/10 Telmore: 8,6/10 Bibob : 9,6/10 www.trustpilot.dk
  • 11. Intermediary analysis Chaffey & Smith (2008)
  • 12. Internal marketing auditThe internal marketing audit asseses companyperformance on:Business effectiveness Internet revenue contribution Cost-benefit analysis of producing and updating websiteMarketing effectiveness Market share, sales, leads, retention rates etc.Internet effectiveness Unique visitors, conversion rates, goals etc.
  • 13. Opportunities / threats Chaffey (2007) Chaffey & Smith (2008)
  • 14. Opportunities / threats Chaffey & Smith (2008)
  • 15. SLEPT/PEST Social factors Economic factors · ___________ · ___________ · ___________ · ___________ · ___________ · ___________Political factors Legal & ethical factors· ___________ · ___________ What factors matters the· ___________ · ___________ most for an e-tailer like· ___________ Amazon.com? · ___________ Technological factors · ___________ · ___________ · ___________
  • 16. Objective settingClear objectives are critical for the formation ofstrategies, tactics, and KPI’s. Remember theSMART mnemonic: Specific Measurable Achievable Realistic Time-constrained
  • 17. Strategic objective setting Chaffey & Smith (2008)
  • 18. Business value4 ways of creating business value with e-business proposed by Marchand et al. (1999).
  • 19. Online revenue contributionDoes online revenue contribution cannibalizeoffline turnover or where does the market comefrom? Chaffey (2007)
  • 20. Strategy process A generic strategy process model proposed by chaffey (2007)
  • 21. 6 key decisionsThe strategy definition is driven by theobjectives and vision. Chaffey (2007)
  • 22. Market/product positioningWhat could the positioning parameters be for aonline music store? Suggested parameters: · ______________ · ______________ · ______________ · ______________ · ______________ · ______________
  • 23. Target market strategy Chaffey & Smith (2008)
  • 24. Tactics and the marketing mixDefining the 7 P’s in an online context: Chaffey (2007)
  • 25. ProductThe internet allows for long tail economics whichdramatically affects the product variety. Anderson (2008)
  • 26. ProductThe death of the 20/80 rule. Instead:1) Make everything available.2) Cut the price in half. Now lower it.3) Help me find it. Anderson (2008)
  • 27. PriceTwo main approaches: Start-ups used low-price models to establish customer base Existing firms transferred existing prices to the webCustomers have focus on price and often use price comparisonengines kelkoo, pricerunner, and the Danish EDBpriserHowever, only 8% are aggressive price shoppers!
  • 28. PlaceThe internet has large implications on place mainly because of global reach. Thiscan lead to channel conflicts:A communication channel only Particularly when manufacturers offer an exclusive, or highly selective distribution approach; e.g., Rolex watches The choice of distribution channel may dilute brand imageA distribution channel to intermediariesA direct sales channel to customers May not be appropriate when prices vary geographical areas; no existing contracts/agreements; low pre-sales and after-sales supportAny combination of the above Sales representatives may be threatened, however they are important for generating leads Hanson and Kalyanam (2007); Chaffey (2007); Allen and Fjermstad (2001)
  • 29. Promotion Chaffey & Smith (2008)
  • 30. Matching communication andbuying behavior Chaffey & Smith (2008)
  • 31. Service P’sParasuraman et al. (1985) suggest that service quality isjudged on following parameters: tangibles, reliability,responsiveness, assurance, and empathy.Which service parameters do you think matters the most toonline shoppers?· ______________ Wupti.com uses their customer support actively as a value· ______________ proposition· ______________· ______________· ______________
  • 32. Branding on the internetTransfer traditional brand online  Leverage existing brand equity; cautious of the risk that if website is of poor quality in terms of performance, structure & information content, brand identity is negatively affected.  Companies like Guiness, Orange, ArgosExtend traditional brand: variant  Companies create slightly different version of their brand on the web; target different segments  Used to distinguish from rivals; however might be problems with brand recognition; brand trust & quality associations may be damagedPartner with existing digital brand  Promote it products in association with a strong Internet brand such as Yahoo! or MSN, example, Waterstones and AmazonCreate new digital brand  Entirely new brand; for example, if offline brand has negative connotations or is too traditional; Egg banking service – part of Prudential; can attract younger segments
  • 33. Brand architecture Branded House House of BrandsImportant Efficient use of branding resources Avoids stretching of confusing thebranding Lower cost of new product introductions brandadvantages Allow demographic segmentation Can dominate product category association with powerful name Helps reduce channel conflictsImportant Allows traffic-building efforts targeting a single Allows focused contentonline homepage rather than many Permits short click trails fromadvantages Reinforces authority statues by sharing in-bound homepage to interest areas links Simplifies the imagery and look & Creates multiple reasons for user visits feel decisions Allows easier tracking of visitors Allows better measurement of brand specific campaignsImportant Complicates content choice Hinders cross-selling opportunitiesonline Creates possible navigation problems Reduces likelihood of frequentchallenges Creates difficulties measuring ad effectiveness of customer visits due to fatigue individual brandsURL choices Homepage URL is umbrella brand Separate URLs for each brand Hanson and Kalyanam (2007)
  • 34. Getting real on internet tactics A list of internet marketing tactics from a review of exsisting research and best practices Pughe (2006).
  • 35. ActionsWhat’s missing? Adapted from Bager (2009) KPI 1 KPI 2 KPI 3 KPI 4 KPI 5Action 1 X XAction 2 X XAction 3 X XAction 4 XAction 5 X X X
  • 36. Tasks Chaffey (2007)
  • 37. e-CRM proces Visitor Retention Attraction E-mail marketing efficiency efficiency Partner & Online PR & Focal OVP sponsor Targeted Offer plan Offline Backlinks Touch point deals Search Onlinecommunications URL Online ad strategy Touch frequency Permission marketing Reach List size Strategy reach policy % reach Event-triggered e-mails List R quality Campaign e-mails Profile Form CPA Online value Copy depth Attrition % Proposition (OVP) Cost writing R R Offer Template CPC CPM quality effectiveness Relevance Layout Demand generation Persuasion Macro- Number of conversion Micro- members rates Unsubscribe Conversion R R Activity or response levels Value rates Value rates of members proposition proposition (% active and Offer quality R – Recency Availability Touch Reactivation Touch Reactivation Satisfaction F – Frequency Performance frequency campaigns frequency campaigns With M – Monetary value) R R Customer Experience Usability Key Cause Site Portal Category Conversion Retention Research Efficiency Efficiency R cause Primary cause Secondary cause (metrics=blue) Required Effect Chaffey (2009)
  • 38. Organizational structure Chaffey (2007)
  • 39. Control - Performance management Chaffey & Smith (2008)
  • 40. Performance measurement Chaffey & Smith (2008)
  • 41. Performance measurement Chaffey & Smith (2008)
  • 42. Performance measurement Chaffey & Smith (2008)
  • 43. ContactFeel free to contact me:M: +45 2217 8621T: +45 8648 6884F: +45 8615 3988E: jalo@asb.dkW: www.asb.dk/staff/jaloContact me onwww.linkedin.com/in/orquin