Trinity Kitchen Digital Marketing Plan

Digital and Interactive Marketing Eleanor Prendergast 33314245
1
Digital and Interactive Marketing
MODULE TUTOR: NEIL KELLEY
STUDENT ID: 33314245
WORD COUNT: 3907
DATE ASSIGNMENT SUBMITED: 23/05/2014

2
Executive Summary
The aim of thisreport wasto identifylimitationin TrinityKitchen’scurrentDigital Marketingstrategy
and throughthe analysisof the internal andexternal analysis,propose SMARTobjectives.
An in-depthanalysisof TrinityKitchen’sdigitalmarketingactivitieswasconductedtohighlighttheir
currentposition,andprovide directionthroughthe use of objectives.These werethem
implementedintoaGantt chart to give a specifictime frame,andmake the objectivesSMART.
It’srecommendedthatTrinityKitchen:
- To create and improve individual social media presence, separate to that of Trinity Shopping
Centre,ultimatelyincreasingsocial visibilityto6,000+, withinthe next6months.
- To create an individual website for Trinity Kitchen, keeping the link with Trinity Shopping
Centre to maintain keyword rankings, but allowing for specific social share buttons, email
sign ups and create its own online presence. Within the next 6 months, they will maintain or
increase SEOvisibility,andincrease theirfocusonthe foodindustryinrelationtokeywords.
- To increase m-commerce through the use of online promotions, mobile purchasing (Google
Wallet,PayPal) andthe developmentof aTrinityKitchen‘App’,withinthe next6months
.

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Contents Page
1.0 Introduction Page 1
1.1 The Company Page 1
1.2 Market Insight Page 1
1.3 Report Purpose Page 1
1.4 Current Digital Activity Page 1
2.0 Key Findings Page 2
2.1 Micro Environment Page 2
2.1.1 Porter’s 5 forces Page 2-3
2.1.2 Customer Analysis Page 4
2.1.3 CompetitionAnalysis Page 4-5
2.1.2.1 SEO (Search Engine Optimization) Marketing Page 5
2.1.2.2 Website/Content Page 5
2.1.2.3 Social Page 5
2.2 Macro Environment Page 6
2.3 TOWS Analysis Page 7
3.0 Digital Marketing Objectives Page 8
Objective 1: Page 8
Objective 2: Page 8-9
Objective 3: Page 9
3.1 SMART Objectives Page 10
3.2 5S’s Page 11

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4.0 Strategy Page 14
4.1 RACE Page 14
4.2 Online Value Proposition Page 14
4.3 SegmentationTargeting Positioning(STP) Page 15
4.3.1 Segmentation Page 15
4.3.2 Targeting Page 15
4.3.3 Positioning Page 15
5.0 Tactics Page 16
5.1 8 P’s Page 16
5.1.1 Recommendations Page 16
Recommendation1 Page 16
Recommendation2 Page 16-17
Recommendation3: Page 17
6.0 GANTT Chart Page 18
7.0 Control & Measurement Page 19
8.0 Bibliography Page 21
9.0 Appendix Page 25

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1.0 Introduction
1.1 The Company
TrinityKitchendescribesthemselvesas “'a unique mix of vibrantrestaurantsandstreetfoodvans'”
(Trinityleeds.com,2014) TrinityKitchenwasestablishedaspart of TrinityShoppingCentre,Leeds,in
autumn2013. It followsthe everincreasinglypopular‘popupshop’foodculture,withchanging
monthlyvenues (Swipely.com,2014).Each month5 of the UK’s verybeststreetfoodtradersare
invitedtojoinTrinityKitchen,these include;genuine streetfoodcans,carts,shedsandtrucks,
ensuringthere is alwayssomethingnew.These rotatingfoodtradersworkalongside seven
permanentcages,barsand restaurants. (Trinityleeds.com,2014)
1.2 Market Insight
Althoughthe ‘popupshop’foodculture hasbeentradingformany yearsinthe formof foodvans, it
isa relativelynewconceptbringingthemaltogetherintoajointfoodhall.Itsnearestcompetitors
therefore canbe classedasup marketfast-food(Swipely.com,2014).Althoughbigbrandfood
outletsdominate the high-street,itisthe non-brandedin-store cateringoutletsthatbettermeetthe
needof convenience-ledconsumers,appealingtoalmosthalf (44%) of consumers.
1.3 Report Purpose
Throughthe use of the SOSTACframework,the currentdigital marketingsituationwillbe analysedin
relationtothe macro and microenvironmental,andinternal analysis.Thiswillformasetof SMART
objectivesthatwill aimtoimprove TrinityKitchen’sdigital marketingactivities;thiswill create a
digital marketingplanthatwill be implementedovera6 monthperiod.
From the macro and microenvironmental andinternal analysis,aTOWS analysiswill be createdto
linkthe strengths,opportunities,and weaknessesandthreatstogether,togive TrinityKitchenaview
of impactsof theirdigital environment.Thiswillallow forTrinityKitchentobe aware of potential
strengthsandopportunitiesandact uponthem, andalsoto advise onhow bestavoidthe potential
threatsand weaknesses.Relevanttheoriesandmodelswillbe usedtodevelopthe digital marketing
plan,withattentiontocompetitors,toensure thatTrinityKitchenmaintainstrongadigital
environment.
1.4 Current Digital Activity
As showninAppendix1(Section1.3.1/1.3.2),TrinityKitchenhave shown astrong increase indigital
activity,since theiropeninginautumn2013, through a selectionof mediaplatforms.Theyhave
strongSEO visibility,witharatingof 7,893, due to a vastnumberof organic keywords,returnedby
such sitesasGoogle. (Guardian,2014)
TrinityKitchenhas12,266 Facebookusers‘checkedin’,whichincreaseswordof mouthadvertising
for TrinityKitchen,which O'Connor(2014) describesasthe ‘bestad’,as people trust friends.
Howevertheydonotcurrentlyhave theirownTwitteraccount,there isonlya TrinityShopping
Centre twitter,althoughtheyfrequentlyuse hashtagsanduser-generatedcontent(#trinityleeds) to
create trends,thisisa flawin theirdigital activity,asthe more social platformstheyenter,the more
twoway communicationcanbe created.

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2.0 Key Findings
TrinityKitchen’sSEOimplementationhasvastlyincreasedsince itsopeninginautumn2013.
(SearchMetric,2014) Due to the website beingpartof the largerTrinityShoppingCentre website,it
has ledtoincreasedorganickeywordsandSEOvisibility,leadingtoincreasedtraffic.Thishasalsoled
to a widerspreadinthe break-downof keywordsbyindustry (see Appendix1,(Figure 1)),resulting
ina cross cultural spreadof digital marketing,;there isavastcultural diversity indigital marketing,
(Chaffey,Ellis-ChadwickandChaffey,2012), especiallyasminoritypopulationsbecomeheavyusers
of electronicdevices,the more backlinkstoTrinity Kitchen,the easieritisto tap intothisnew
market. (Mintel,2014)
Theyare currentlymissingoutonkeydigital mediaplatformopportunitiessuchasTwitter,and
email updates.TrinityKitchendonothave theirownTwitterpage,theyrelyonhashtags
(#trinitykitchen)andtrendsfromthe TrinityShoppingCentre Twitterpage,fortheironline presence
on Twitter,thismeansthattheyare missingouton a keydigital marketingactivity.Although,aswith
SEO, the linktoTrinityShopping Centre will increasetraffic,the additionof theirownTwitterpage
wouldexpandtheirsocial mediapresence.
Withthe wide expansionof technological advances,(see Appendix1, Section1.1.4),digital
marketingisbecominganincreasinglyimportantcommunicationtool.With77% of UK households
havingaccessto the internetand80% of TrinityKitchen’smaintargetmarket,aged18-34 own
smartphones;thiscreatesincreasingpressuretocreate new andinnovative digital activities,to
remaincompetitive,andasTrinityKitchenare lackinginsome aspects,these will be focusedonin
the digital marketingplan.
2.1 Micro Environment
To evaluate the microenvironmentof TrinityKitchen,Appendix 1(Section1.2) theoretical toolswill
be used,to evaluate the controlledforces.
2.1.1 Porter’s5 forces
Porter’s5 forces,isusedto understandthe fundamental forcesthatdetermine the profitsinan
industry (Ahlstromand Bruton, 2010) The tool is usedtoevaluatedexternal influencesonthe
orgnisation:Threatof NewEntry,Competitive Rivalry,SupplierPower,BuyerPowerandThreatof
Substitution.Once acompanyunderstandstheseforcesitcanthendevelopabusinesslevel strategy
that allowsthe businesstoeithertake advantage of,orshieldthemselvesfromthese forces.
(Ahlstromand Bruton, 2010)
A digitally-adaptedPorter’s5Forceswill be evaluated,asshownbelow;

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Figure 1: Porter’s 5 Forces: Trinity Kitchen

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2.1.2 CustomerAnalysis
Accordingto Swipely.com(2014) the ‘popup shop’foodculture isbecomingincreasinglypopularin
the UK. Schefsky(2013) statesthat withthe morphingof offlineandthe virtual,Facebook,
Instagram,and Snapchat,whichmimicthispop-upbrandculture,itcreates emergingdemographics
withsignificantbuyingpower:urbancultural creatives,technoratis,andexperience seekerswho
favorshort-lived,dynamic,andlow-brandedengagement.Althoughthere are notmanystatistical
reportson ‘popup shops’asof yet,we can assume a similardemographicasthe ‘fastfoodoutlet’
culture;The majority(58%) of UK 16-24 year oldshave declared‘FastFoodOutlets’astheirmost
popularvisitedvenuesforlunch (Mintel,2014)
In total,the MOSAICUK groupsand types,demographicof TrinityKitchenconsistedof 38.57% of the
UK. The customer group identified to be focused on for this report will be the ‘Rental Hubs’ category;
061: CareerBuilders,062:Central Pulse,066: StudentScene (Experian.co.uk,2014). The justification
for thisselectionisdue tothe correlationbetween Schefsky(2013)’sdemographicsof the ‘popup
shop’culture,andtheiraccessto the digital worldsuchas;
 Social Media
 Technological hardware:SmartPhones,Tablets,
 Internet‘savvy’
Furthercustomeranalysis: (see Appendix1,section1.2.1)
2.1.3 CompetitorAnalysis
As the ‘popup shop’foodculture becomesevermore popular,there are boundtobe competitors,
howeverinLeedsthere are noother‘popup shop’competitors.Therefore the competitorslooked
at for thisreportfollowthe same foodtypes,andup-market‘fast-food’cultures,asTrinityKitchen;
NandosandWOKON. The competitoranalysisconsistsof presentrivals,inrelationtotheirdigital
activities,thatTrinityKitchenmustovercome inordertoreachits objectives,byanalysingtheir
strengthsandweaknessesandpredictbothstrategicandtactical initiatives.(Fleisherand
Bensoussan,2007).
The selectedcompetitorsof TrinityKitchen,beinganalysed,NandosandWOKON,are onfairly
differentscales;Nandosbeingaglobal chainwhereasWOKON isindependentlyowned,thiswillhelp
to give a wide insightintoavarietyof digital activitiesof bothsmall,andlarge competitors. The key
elementsof eachcompetitorare:
Table 1: Competitor Analysis Overview (see Appendix 1, section 1.2.2.)
Nandos WOKON
 No paidvisibility
 Good use of visual brandingonwebsite
 Range of online social share buttons
 Social mediapresence
 Highsocial visibility:4,371,894
 Hightraffic:107,376
 SEO visibility:973
 No paidvisibility
 Good use of visual brandingonwebsite
 Range of online social share buttons
 Social mediapresence
 Low social visibility:2,921
 Low traffic:46
 SEO visibility:0

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HoweverTrinityKitchenopenedin autumn2013, and alreadyhasa large, increasing,digital
presence,almostonparwithNandos,a global chain,withinamatterof months.
Furthercompetitoranalysis: (seeAppendix 1,section1.2.2)
2.1.2.1 SEO (SearchEngine Optimization) Marketing
TrinityKitchencurrentlyhasthe mid SEOvisibilityof the three.AsTrinityKitchenonlyestablishedin
autumn2013, ithas quicklymanagedtoestablishadigital presence higherthanthatof its
competitors. Thistherefore showsthattheyare alsostill increasingtheirSEOvisibility(See Appendix
1, 1.3.2), whereasNandos,althoughsomewhatrecoveredhave seen adecrease inSEOvisibilityin
the same time span,and WOKON althoughtheyhave aSEO visibilityscore of 0, doshow a
fluctuatinggradient (Suite,2014). As WOKON have a social visibilityscore of 0, itcannot be
determinedhowtheydistribute theirkeywords, andhoweveritcanbe assumedthat theydonot
purposelycreate them.
Furthercompetitoranalysis: (seeAppendix1,section1.3.1)
2.1.2.2 Website/Content
Both NandosandWOKON bothhave social share buttons,whichallowsforeasytravel between
digital activities,whichmakesiteasyto“strike while the ironishot”,andencourage the audience to
share or networkat the momentof consumingthe content.Thiswill increase shares,likes,tweets
and pinsculminatinginincreasesocial visibilityandultimatelyincreasingtheironlinepresence
(Garner,2012). Althoughthere isasocial share buttonon the TrinityKitchenwebsite,asitispart of
the TrinityShoppingCentre website,theylinktothe TrinityShoppingCentre socialmediapages.
Waldowand Falls (2013) suggestthat email signupshouldbe the mostprominentcall-to-actionon
any website. All three websiteshave easyaccesstoemailssignupsfor promotions,newsandoffers
which are easily accessed. However Trinity Kitchen’s email signup, similar to the social share buttons,
are sign-upsforthe TrinityShoppingCentre,whichcoulddeterthose whodonotwishto receive
emailsaboutotherindustrieswiththe Centre.(See appendix1,section1.2.2)
2.1.2.3 Social
As WOKON have a social visibilityscore of 0, theyare of no competitivethreatinthisinstance;
howeverNandosasa global chainhave a grand score of 4,371,894. AlthoughTrinityKitchen’ssocial
visibilityscore isafractionof Nandos,at 31,529, theywere onlyestablishedinautumn2013,
showingthe generationof popularityandactivityonmajorsocial networks (seeappendix1,section
1.3.2.3)
Both WOKON andNandoshave theirownFacebookandTwittersites,withlinksviasocial share
buttonson theirwebsites,enablingconsumerstoshare,like,tweetandpinculminatinginincrease
social visibilityandultimatelyincreasingtheironline presence (Garner,2012) Howeveralthough
TrinityKitchenhave the social share buttons,theydirectthe consumertothe TrinityShopping
Centre social sites,whichwill losepossibledirectinteractionswithTrinityKitchen.AlthoughWOKON
has social share buttonsonthe webpage,the Facebooklinkisbroken;thisalsocreatesalossin
interactionbetweenthe consumerandthe company.

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2.2 Macro Environment
The macro environment,sometimesreferredtoas‘the remote environment’,consistsof five key
forces,whichcan significantlyaffectorganisational success;Political,Economical,Technological,
Environmental andLegal. (Chaffey,Ellis-ChadwickandChaffey,2012).
Table 2: Macro Environment (see Appendix 1, section 1.1 for more details)
Notes PESTEL
Factors
Potential
Impacts
Implications
&
Importance
Political
Economical
Technological
Environmental
Legal
H = High
M=
Medium
L = Low
U =
Undecided
Time
Frame:
Short
Medium
Long
Type:
Opportunity
or Threat
Implication:
Increasing
Reducing
Not Yet
Determined
Relative
Importance:
H=High
M=Medium
L=Low
Increase in
technology
(Tablet,
smartphones)
Technological Medium Long Opportunity Increasing High
Licence for
4G
Political Medium Medium Opportunity Not yet
Determined
Medium
European
privacy laws
Political Low Medium Threat Not yet
Determined
Low
Household
spending
drops 2%
Economic Medium Long Threat Reducing Medium
23% of UK
households
have no
access to the
internet
Socio-cultural Low Long Threat Reducing Low
14% increase
in mobile
internet
usage
Technological Medium Long Opportunity Increasing Medium
Google Wallet Technological Low Medium Opportunity Increasing Low
Increase in
digital
channels
Technological Medium Long Opportunity Increasing Medium
‘copycat’
websites
Legal Low Short Threat Not yet
determined
Low
Increase in
consumer
rights(online)
Legal Low Long Threat Not yet
determined
Low
Online
Spamming
Environmental Medium Long Threat Not yet
determined
Low

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2.3 TOWS Analysis
A ‘TOWS’analysiswill linkandsummarise the strengths,weaknesses,opportunitiesandthreatsof
the SWOT analysis (see Appendix1,section1.4) Howeverexternal andinternal environmentsare
dynamic,andsome factorsmay change overtime,therefore evaluationof these factorsshouldbe
continuous;TOWSanalysisof the past,and continue withanalysisof the present. (Koontz,
O'Donnell andKoontz, 1974)
Table 3: TOWS Analysis (see Appendix 1, section 1.4 for more information)
TOWS Analysis Strengths (Internal)
1. 14% increase inmobile
users
2. Increase intechnology
(Tablet,Smartphone)
3. 80% of target audience
use smartphones
4. Increase inSEO visibility
5. Increase inkeyword
rankings,due tolinkwithTrinity
ShoppingCentre
6. Hightrafficrating
7. Good use of hashtags
Weaknesses (Internal)
1. Keywordindustrytoo
diverse,notenoughfocusonfood
2. 23% of householdslack
internetaccess
3. Lack of directsocial share
Buttons
4. Lack of directemail signup
5. Lack of social media
Updates
6. No payper clickmedia
7. No individual Twitterpage
for TrinityKitchen
Opportunities (External)
1. Licence for 4G network,aimed
at 99% of population
2. Increasedprivacylaws,
consumersfeel saferonthe
internet
3. Newtechnology:NearField
Communications(NFC) expands
the abilityof purchasing
4. Minoritypopulationsbecome
heavyusersof electronicdevices
SO Strategies
Create individual social media
presence and conjoined yet
separate to Trinity Shopping
Centre
(S4, S5, S7 – O1, O4)
Use Google Wallet to allow
online purchasing at the POS
(S1, S2, S3 – O3)
WO Strategies
Focus on m-commerce as mobile
internet users increase faster than
home internet users
(W2 – O1, O4)
Focus on individual online presence,
separate to Trinity Kitchen; email,
social media
(W3, W4, W5, W7 – O1, O4)
Threats (External)
1. Privacylawsmay affectthe
amountof data collectedonline
2. Householdspendingdrops
2%
3. Competitorshave
individualwebsites; whilstTrinity
Kitchenremainspartof Trinity
ShoppingCentre
4. Competitorsuse online
salespromotion,whereasTrinity
Kitchendoesnot
5. Lack of ownTwitterpage
ST Strategies
Continue as part of Trinity
Shopping Centre, to maintain
SEO visibility and keyword
rankings, but create individual
online presence:website,social
media
(S11, S12 – T3, T5)
WT Strategies
Through the use of an increase in
independent social media; Twitter,
trends, pins, shares and likes, to
implement the use of online sales
promotion
(W3, W5, W7 – T4, T5
Throughthe use of the TOWS analysis,aset of digital marketingfocussedaimsandobjectivescanbe
produced;thiswill be incorporatedwiththe original marketingplanpurpose (seesection1.3)

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3.0 Digital Marketing Objectives
Using information gathered from the macro and micro environmental analysis and TOWS analysis,
digital marketing objectives for Trinity Kitchen have been created. These objectives must be SMART
(Specific, Measureable, Attainable, Realist and Time), this SMART test will ensure that the objectives
are well-definedandtominimize misinterpretation (Richman,2006)
Objective 1:
To create and improve individual social media presence, separate to that of Trinity Shopping
Centre, and create the Trinity Kitchen App, ultimately increasing social visibility to 6,000+, within
the next6 months.
1. Create individual TwitterAccount
Trinity Kitchen does not currently hold their own Twitter account; their only presence on Twitter is
the Trinity Shopping Centre hashtags (#trinitykitchen). Although this is a common trend, the
implementation of their own individual site will increase the social media following lead to an
increase insocial visibility.
2. Pre-approvedupdatestoallowforconstantsocial presence
Trinity Kitchen needs to create pre-approve updates, as they lack social media content updates (see
Appendix 1, section 1.3.3.2). This is a more efficient way to increase social media presence, as it
saves individual research each time content is needed; this should be done weekly to ensure that
the contentisup to date. (IAG Blogs, 2014).
3. TrinityKitchen‘App’
With the increase of digital marketing, organisations need to ensure that they are using the right
platforms. Not all consumers will go straight for the web browser, but instead turn to an App for
information, guidance and promotions. As these Apps become integrated and allow users to sign up
using Facebook and Twitter, it gives the organisation the power to share on the users’ wall. (Evans,
2010) This will help to work towards the aim of increasing social visibility to 6,000+ in the next 6
months.
Objective 2:
To create an individual website for Trinity Kitchen, allowing for specific social share buttons, email
sign ups and create itsown online presence,withinthe next 6 months.
1. Website
The creation of their own website will not take away from their SEO visibility as they will still have
the links, and it doesn’t matter where the links originate (Schrenk, 2006) However the creation of
their own website will help to differentiate them from the other restaurants and bars in trinity, help
to focus on the food industry in relation to keywords, and allow for the implementation of social
share buttonsand email signups.

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2. Social share buttons
Although there is a social share button on the Trinity Kitchen website, as it is part of the Trinity
Shopping Centre website, they link to the Trinity Shopping Centre social media pages. Once the
individual website and Twitter page has been created, social share links to Facebook and Twitter can
be implemented;thiswill create easytravel throughoutdigital platforms.
3. Email signups
As with social share buttons, once an individual website is created for Trinity Kitchen, it will allow for
email sign ups solely for the purpose of Trinity Kitchen. This may increase the amount of email
signups as it is more specific, there is less risk for the consumer of spam. It also allows for more
detailedemail marketingandpromotions.
Objective 3:
To increase m-commerce through the use of online promotions, mobile purchasing (Google Wallet,
Pay Pal), withinthe next6 months
1. ContactlessPayment
With the introduction of Near Field Communications (NFC) it gives consumers access to their bank
accounts through software such as the Google Wallet. This allows for sales promotion and
contactless purchasing through the Google Wallet, allowing consumers to pay via digital format, in
store. Through the use of promotions via these NFC tools, it will allow Trinity Kitchen to send
promotions instantly via mobiles, and with 80% of the target market owning smart phones, this will
allowdirectcontactwiththem(see Appendix 1,section1.2.1).

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3.1 SMART Objectives
Objective Specific Measureable Achiev
able
Realistic Timing
1. To create
and improve
individual
social media
presence
1. Create separate
social mediafrom
TrinityShopping
Centre
2. Increase social
visibilityto6,000+
3. Create the Trinity
KitchenApp
Thisis
measurable,by
using‘Search
Metrics’to
monitorthe
increase insocial
visibility. (Suite,
2014)
Yes Thisis relevant
to the company,
as the target
audience,aged
18-24
increasinglyuse
social media
The Twitterpage
and App will be
createdby
14/06/14, to run
for the whole 6
monthplan.The
social visibility
will be monitored
throughout,but
shall reach6,000
by 01/12/14
2. To create
an individual
website for
Trinity
Kitchen
1. Maintainlink
withTrinityShopping
Centre,tomaintain
keywordrankings
2. Individual
social share buttons
3. Individual
email signup
4. Increase SEO
visibility
5. Increase
focuson the food
industryinrelation
to keywords
Thisis
measurable as
SEO visibilityand
keywordrankings
can be monitored
using‘Search
Metrics’.The
email andsocial
share buttonscan
be measuredby
the increase in
likes,comments
and shares.
(Suite,2014)
Yes Thisis relevant
to the company
as all objectives
will helpto
achieve an
increase in
digital activity.
The individual
website will be
createdby
21/06/14, to run
for the majority
of the 6 month
plan.The rest will
be monitored
throughout,but
shall be evaluated
usingsearch
metricsby
01/12/14
3. To
increase m-
commerce
1. Online promotions
2. mobile purchasing
(Google Wallet,Pay
Pal)
Thisis
measurable by
the numberof
online promotion
and mobile
purchasingused.
Yes Thisis relevant
as it makesit
easier,andgives
more incentive
for consumers
to purchase.
The promotions
will use apulsing
strategy
throughoutthe 6
months.Each will
be evaluatedat
the endof the 6
months;
01/12/14

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3.2 5S’s
A significantchallengefordigital marketingisthatthere are goingtobe manydifferentmeasures
that will have tobe groupedto be meaningful.The categorisationof the aforementionedobjectives
intogroupswill helptoidentifysuitable objectives.The 5Sframeworkof sell,speak,serve,save and
sizzle providesasimple frameworkforthis. (Chaffey,2000)
Sell:Objective 3
As a ‘popup’foodstore,consumersare unable topurchase online,howeverobjective 3,statesthat
withthe implementation of NearFieldCommunications(NFC),assoftware suchasGoogle Wallet
and PayPal,consumerswill be able topayonline fortheirproductseveninanofflinesale.

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Speak:Objective 1
As the keytargetmarketis aged18-24, social mediaisan importantpart of the digital marketing
plan.The individual Twitteraccountandpre-approvedcontentup-dateswillaimtocreate an
ongoingandsocial presence.AsconsumersoptforAppsoverthe conventional webbrowser,The
TrinityKitchenAppwill also seektolinkthisinformationwithFacebookandTwitterapps,makingit
easierto‘strike while the ironishot’.
Serve:Objective1& 2
Withan individual website,socialmediaandemail itwill make iteasierforconsumerstodirectly
contact TrinityKitchen,meaningabetterservice toitscustomers.
Save:Objective 2
AlthoughdifferentiatingitselffromTrinityShoppingcentre inrelationtosocial mediaandtheir
website,the linkwithTrinityShoppingCentrewill share costs,makingthe digital activitiesof Trinity
Kitchenmustcheaper.
Sizzle:Objective
Throughthe use of NearFieldCommunications(NFC)promotionscanbe usedin conjunctionwith
online paymentmethodstoofferinstantdiscounts;somethingthatcompetitorsare notoffering.

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3.3 8P’s: Objectives
The table belowhighlightswherethe “8P’s” marketingmix have beenidentifiedwithinthe three
mainobjectives forTrinityKitchen:
Table 3: 8 P’s marketing mix
Marketing Objective 1 Marketing Objective 2 Marketing Objective 3
Product X
Price X
Promotion X X
Place
Process X X X
Performance X X
People
Philosophy X X
(See section3.4for detailsonnewobjectives)

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4.0 Strategy
4.1 RACE
As a digital marketingplan,the frameworkfollowedinthisinstance isRACE;Reach,Act,Convertand
Engage.Thishelpscompaniestotake bestadvantage of opportunitiesavailable fromdigital
marketing. (Chaffey,2014) Inorder to implementthisstrategy the currentsegmentation,targeting
and positioning(STP) mustbe identified.
Reach - buildawarenessonothersites
Act - engage audience withbrand
Convert- achieve conversiontomarketinggoals
Engage - buildcustomerandfanrelationships
As the keywordandbacklinkrankingsare high(see Appendix 1,section1.3.2.1),the ‘reach’section
of RACEis fairlystable,meaningthatthe objectivesshouldbe focusedonAct,ConvertandEngage.
(Chaffey,2014)
4.2 Online ValueProposition
The online value propositionisthe customervalue proposition,the online unique sellingpoint.Itis
importantto clearlycommunicate onlineexperiencesandcontentTrinityKitchencanofferforeach
site,appand social media.Contentmarketingiscore tothisas shownbelow:
Thisshowsthe importance of contentmarketing,andthe needforclearcommunicationacrossall
platforms.Thereforethe individual website andTwitterforTrinityKitchen,andthe pre-approved
contentwill helptoensure thatthe contentiseasilyunderstoodbythe consumer.
Audience use of
digital and social
media > Personas
Commercial goals >
Customer
engagement > OVP
> Marketing Mix
Branded
Content
Marketing
Strategy
Integrated
Marketing
Communications
Strategy
Integrated
Digital platform
tactics and tools

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4.3 SegmentationTargetingPositioning(STP)
Marketersneedtoknowthe wantsandneedsof theircustomers,sothat theyare able to provide
productsand servicestosatisfythem. (Strydom,2004) Thismakes the STP process;segmentation,
targetingandpositioning,avital part of a digital marketingplan.
4.3.1 Segmentation
Accordingto the MOSAICUK groupsand types,demographic,itcanbe assumedthatTrinity
Kitchen’stargetmarketis38.57% of the UK.
4.3.2 Targeting
As there are not manystatistical reportson‘popup shops’asof yet,we can assume a similar
demographicasthe ‘fastfoodoutlet’culture; The majority(58%) of UK 16-24 yearoldshave
declared‘FastFoodOutlets’astheirmostpopularvisitedvenuesforlunch (Mintel,2014) The
customergroupidentifiedtobe focusedonforthisreportwill be the ‘Rental Hubs’category;061:
CareerBuilders,062: Central Pulse,066: StudentScene (Experian.co.uk,2014). (See section2.1.2)
As almost80% of 18-34 year oldownssmartphones,andalmost50% of those aged25-44 own a
tablet(Mintel,2014) thistarget marketisideal tobe targeted throughdigital activates.
4.3.3 Positioning
Competitive positioninginvolvesthe identificationof competitors, inthe same market,target
segmentsorniches,todevelopacompany’sownpositioning. (Hooley,SaundersandPiercy,2004)
Through the use increase use of social media and digital platforms, it will increase online value
proposition (see section 4.2). This help to increase brand values and aim to generate a more positive
consumer perception. It is essential the social media and digital platforms reflect Trinity Kitchen’s
attitudes and values in a way that differentiates them from their competitors, and the content will
helptocomplete the RACEframework(see section4.2)
Below is a perceptual map highlighting Trinity Kitchen’s position in relation to its identified
competitors:WOKON andNandos.

16
5.0 Tactics
5.1 8 P’s
The marketingmix variablesare keydecisionsacompanytake toensure theysatisfytheircustomers
and remainprofitable(Pride,2011) Therefore itisimportantthatthe recommendationsgivento
TrinityKitchenfollowthese variables.
5.1.1 Recommendations
Recommendation1
To create and improve individual social media presence, separate to that of Trinity Shopping
Centre,ultimatelyincreasingsocial visibilityto 6,000+, withinthe next 6 months.(See section3.0)
Product: Trinity Kitchen needs to ensure that they stay whilst expanding their online presence and
social mediaactivities,thattheymaintaintheirstandardof customerservice.
Promotion: By creating an individual Twitter Account it allows for external communications, such as
word of mouth, using social media platforms. Users can tweet, re-tweet andfavourite Trinity Kitchen,
whichwill increase theirsocial visibility.
Process: As consumers turn to Apps before the conventional web browser, it is important for Trinity
Kitchentocreate an App to ensure thatthe processisthe most suitable forthe consumer.
Physical Evidence: The new Twitter account, as described above,will create physical evidence. Social
media activities, such as the integration of online and offline marketing, swapping free samples and
promotionsinreturnforsocial mediaposts,will alsogainphysical evidence.
Recommendation2
To create an individual website for Trinity Kitchen, keeping the link with Trinity Shopping Centre
to maintain keyword rankings and SEO visibility, but allowing for specific social share buttons,
email sign ups and create its own online presence.(See section3.0)
Physical Evidence: The creation of a new website for Trinity Kitchen will allow them to use their own
email sign ups and social share buttons. This will help to focus the keyword rankings on the food
industry, and weighted so much on the other industries within Trinity Shopping Centre. However,
the links between Trinity Kitchen and Trinity Shopping Centre need to be kept to maintain keyword
rankings,backlinksandSEO visibility.
Process: By having social share buttons that are directly linked to Trinity Kitchen’s social media it
makes it easier for the consumer to move from one platform to another. This is important in terms
of ‘striking when the iron is hot’ as consumers will not search for the social media sites, they need to
be presentonthe website.
Promotion: The implementation of individual email sign-ups for Trinity Kitchen makes it easier to
create more personal email marketing for each customer; as they have signed up to Trinity Kitchen

17
and not just Trinity Shopping centre, all food promotions, news and information can be directed at
them,withpromise forahigherresponse rate.
Recommendation3:
To increase m-commerce through the use of online promotions, mobile purchasing (Google Wallet,
Pay Pal) and the developmentofa Trinity Kitchen‘App’,within the next 6 months
Process: The introduction of Near Field Communications (NFC) allows customers to pay online, when
purchasing in an offline environment. This will increase the capacity for consumers to pay when
visitingTrinityKitchen,whichleadsontopromotion.
Promotion: The Google Wallet for instance, NFC software, also allows for promotions whilst paying
withthisservice.This createsanurgentneedforthe productand will thereforeincreasesales.
Table 5: Usage of 8 P’s in recommendations
Recommendation 1 Recommendation 2 Recommendation 3
Product X
Price
Promotion X X X
Place
People
Process X X X
Physical
Evidence
X X
Productivity

18
6.0 GANTT Chart

19
7.0 Control & Measurement
Marketingperformance analyticsisessential forTrinityKitchentodeliverbetterresultsandbigger
returns.It allowsthe capabilitytomeasure andjustifythe impactof the digital marketingactivity
effortsonthe bottomline. (IBM,2014) As TrinityKitchenaimtowardsincreasingtheironline
presence asan individual entity,separatetothatof TrinityShoppingCentre,theyneedtoensure
that the appropriate measurementguidelinesare inplace tooptimize planning,budgetingand
execution. (IBM,2014)
Website analytics/explorertoolssuchasSearch Metrics,MajesticSEO and PageRank Statuswill be
usedto measure the following:
- SEO Visibility
- BacklinkProfile:tosee whatnew siteshave beenlinkingbacktoGreggs.co.uk,determiningif
theywere ethicallyacquired(throughContentMarketing)andtosee the value of the
inboundlink
- Google PageRank
These will be measuredonaweeklybasis,particularlybecause SearchMetricsSEOVisibility
crawlsand returnsdata fromsitesbasedona week’scollectionanddetermineswhetherthere’s
beenanincrease or decrease fromp.
Objective 1
Website analyticstoolssuchasSearchMetrics,MajesticSEO and PageRankStatus,aswell associal
mediameasurementsuchas (Howsociable.com,2014) will be usedtoanalyse andmeasure the
following:
 Social visibilityscore
 Individual socialvisibility:FacebookandTwitter
 Backlinkprofile:see whatnewsiteshave beenlinkingtoTrinityKitchen,andevaluatingthe
progressintofocussingonthe foodindustry
 Numberof tweets,shares,likesandcommentsonFacebookandTwitter:since new
implementedindividual Twitteraccount
 Monitormobile Appusage

20
Objective 2
SearchMetrics will be usedto analyse:
 TrinityKitchenindividual websiteSEOvisibility
 Keywordrankings
 Backlinks
Google analyticswill be usedtoanalyse:
 Email signups
 Social share buttons
Objective 3
Google analyticswill be usedasthe Google Walletisamainaspectof this objective:
 Google WalletAPI
 Google WalletinstantbuyAPI
 Google WalletobjectAPI
 Google Walletfordigital goodsAPI
These objectiveswill be monitoredonaweeklybasis,inparticularasthe SearchMetricsToolssuch
as SEO and social visibility,keywordrankingsandbacklinksare performedonaweeklybasis.This
makesiteasyto collectand determinethroughasystematicapproach.

21
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9.0 Appendix
1.0 Context Analysis
Thispaperwill be comprisedof a SOSTACsituationanalysis,SOSTACstandsfor
 Situation – where are we now?
 Objectives– where dowe wantto be?
 Strategy – howdo we getthere?
 Tactics – how exactlydowe getthere?
 Action – what isour plan?
 Control – didwe get there?
The current situationof Trinitykitchenwill therefore be determinedusingamixture of macroand
microenvironmentalanalysis,andaninternal analysis.
1.1 Macro Environment
1.1.1 Political
 In 2013 parliamentpassedthe licence forOfcomtoauctionof spectrumto allow the new roll-out
of 4G, thiswas aimedtocover 99% of the population,withoutsubjectingthemtoan undue level
of cost.Thiswill be extremelybeneficial tothe companyinrelationtodigital marketingas,using
mobile internetbecomesfasterandeasier,withnoundue change incost. (UKParliament, 2014)
 “Britainseeksopt-outof newEuropeansocial mediaprivacylaws”thiswill allow social media
usersto be in control of theirpersonal data;thisiscalledthe “rightto be forgotten”,inthe data
protectionregulation. (Bowcott,2013) Thiswill affectdigital marketingasthere willbe lessdata
available throughsocial media;howeveritcouldalsogive consumersconfidence toshare data,
knowingthattheyhave the powerto retract.
1.1.2 Economic
 In the fourthquarterof 2008, householdspendingdropped2% whichwasthe firstfall in
householdspendingsince 1968; and it continuedtofall.Althoughthe economyhasbegunto
recoverfromthe recession,consumersare still warywhenitcomestospending.Thiswill directly
affectthe digital marketingof trinity,astheyneedtoensure thattheyare usingpersuasiveand
cost effectivesalespromotiontoentice moneyconsciousconsumers. (Ons.gov.uk,2014)
1.1.3 Socio-cultural
 There isa vastcultural diversity,inrelationtodigital marketing;inthe UK,23% of householdsdo
not have internetconnection,therefore theyare indangerof beingleftbehindasbanks,retailers
and manyconsumersincreasinglyturntomobile devise inalmosteveryaspectof theirdailylife.
(Chaffey,Ellis-ChadwickandChaffey,2012) thiswill effectdigital marketingactivitiesasitmeans
that thismarketcannot be reached.
 Due to cultural differences,notall organisationsreportpositiveimpactsfromdigital
technologies,suchas;museums,inparticularrelationtorevenue andaudience development.
1.1.4 Technological
 There has beenahuge increase inthe amountof people accessingthe internetontheirphone;
the national statisticssurvey(2011) showeda14% increase inusage,fromthe previousyear.
(Chaffey,Ellis-ChadwickandChaffey,2012)
 In the UK, 77% of householdshave accesstothe internet,whichhave turnedtoonline banking,
and retailers. (Chaffey,Ellis-ChadwickandChaffey,2012)
 The newestcategory,establishingitself inthe UKiscontactlesspayment,throughthe use of

26
NearFieldCommunications(NFC) Forexample,Googlehave the google wallet,whichallowsfor
salespromotionandpurchasingthroughthe google wallet.Thisisestimatedtoreachtotal
paymentsof $50 billionby2014. (Chaffey,Ellis-ChadwickandChaffey,2012)
 Pay Pal isanotherexample of onlinepaymentsolution,whichprovidessafe online purchasing;
the online service ensuresthatbankdetailsare notsenttothe retailers. (Paypal.com,2014)
1.1.5 Legal
 A recentreportshowsthe effortstheyare takingtominimise copycatwebsites.Although
monitoredbythe advertisingstandardsagency,theydonothave the powerto take action,
meaningthatit isan increasinglycommonpractice. (Asa.org.uk,2014)
1.1.6 Environmental
 Althoughdigital marketingmayhave areducedcarbonfootprint,due tothe negationof print
advertising,howeveritwill still have environmental impacts.Withthe rise insocial mediasuch
as; twitter,Facebook,Instagram,andemail marketingconsumersare beingconstantlyspammed
by online retailersandorganisation.Aswellasthistheyare at risk of personal informationbeing
sharedonline,theseare corporate social responsibilityissueseffectthe communitysurrounding
trinitykitchenandneedtobe ensuredthattheyare careful not to crossboundaries.
(Figarodigital.co.uk,2014)
1.2 Micro environmental
1.2.1 Customer analysis
 As trinitykitchenhasa‘popup shop’culture,withchangingmonthlyvenuesitcreates
urgencyto the consumer.Thiswidensthe targetmarketasit reliesmore heavilyonfootfall,
and physical featurestoentice the customertoeachstall. (Swipely.com,2014)
 The foreverchangingmix of streetfoodretailers opensup the targetmarket;different
culturesandtastesinterestedineachfoodretailer.
 Accordingto MOSAICUK groups andtypes,demographic,itcanbe assumedthat trinity
kitchen’stargetmarketconsistsof 38.57% of the UK. (Experian.co.uk,2014)
 Although‘popupshops’are not generallyassociatedwiththe stigma of ‘fastfood’theycan
be classedinthe same category. The majority(58%) of UK 16-24 year oldshave declared
‘FastFood Outlets’astheirmostpopularvisitedvenuesforlunch (Mintel,2014)
 Since the majorityof trinitykitchen’stargetmarketare aged16-24, itis essentialto
understandwhatdigital platformstheyuse;
o 2011 saw the strongestgrowthinrecentyearsfor the purchase of mobiles, (Mintel,
2014), as well astabletsinthose aged18-34. (Mintel,2014)
o Almost80% of 18-34 yearold ownssmartphones,andalmost50% of those aged25-
44 owna tablet. (Mintel,2014)
o Minoritypopulationsare becomingheavyusersof electronicdevicesandtheir
populationsare growing (Mintel,2014)
Thisshowsthat TrinityKitchen’scurrenttargetmarketare becomingincreasinglyactiveon
digital platforms,therefore thisisakeycommunicationforthem.Asthere isalsoanincrease
inminoritypopulation’sonline presence,thiscreatesapotential newmarkettocontact
throughdigital marketing.

27
1.2.2 Competitor analysis
As there are no other‘popup shop’retailersinthe centre of Leeds,similarupmarket‘fastfood’
establishmentswillbe usedtocomplete acompetitoranalysis.BurgerKing
1.2.2.1 WOKON (www.wokon.com)
 Website:
o Good use of visual branding, to ensure the consumers they are on the right
website.
o Use of pricing promotions and special offers
o Range of onsite social share buttons – Twitter, Facebook – although the link
to Facebook is broken.
o Easy access to email signups for promotions, news and offers
 Social Media:
(Howsociable.com,2014) gave WOKON a magnitude score of 2/10 betweenthe 05/05/14-12/05/14
o Twitter: https://twitter.com/wokonnoodles
 1,558 followers
 Link to Facebook account
 Information of nearest restaurant
 Poor use of hash tags, which allows for trends to develop
o Facebook:https://www.facebook.com/pages/Wokon-Noodle-
Bar/162333457115757
 The Facebook site name on WOKON’s website and Twitter is a broken
page, and the page is unavailable.
 Another page, created by visitors who tag themselves there, has 114
likes, and 2,102 people have tagged themselves there.
o SEO: (Suite,2014)
 Traffic of 46 in the time period: 31/10/13-01/05/14
 Theyhave no paidvisibility
 They have a social visibility of 2,921
 SEO visibility score of 0

28
1.2.2.2 Nandos (http://www.nandos.co.uk/leeds)
 Website:
o Good use of visual stimulus; moving images – to show more promotions
o They have one social share button – Twitter
o Easy access to email signups for promotions, news and offers
o A range of visible sales promotion and offers
 Social Media:
(Howsociable.com, 2014) gave Nandos a magnitude score of 5.5/10 between the 05/05/14-
12/05/14
o Twitter: https://twitter.com/NandosUK
 1.35M followers
 Good use of hash tags, for example #wingroulette and #fingerselfie,
which is a promotion of theirs at the moment, this will lead to trends
 Consistent style as the website
 Link to website
o Facebook:
 2,753,185 likes
 Continuous visual theme with twitter and website
 At least one post per day, maintaining their online presence
 Nandos Trinity (in the same outlet as Trinity Kitchen) has 337 likes,
and 1,656 people checked in there.
o SEO: (Suite,2014)
 Traffic of 107,376 in the time period: 31/10/13-01/05/14
 They have no paid visibility
 They have a social visibility of 4,371,894
 SEO visibility score of 973

29
1.3 Internal analysis
TrinityKitchen’swebsiteandotherdigital activitieswill be analysedinordertoassessitscurrent
strengthsandweaknessesinrelationtodigital marketing.
1.3.1 Current Digital Activity
Industry Spread (SearchMetrics, 2014)
The industry spread refers to the backlinks connected with Trinity Leeds, through the use of
keywords, these can be web pages, and directory’s or top level domains. This can help to
show popularity and trends of cultural or semantic interest. These have then been
categorised into industry sectors, the percentage of key words are shown in the pie chart
below:
As expected the industry sector that holds the majority of the keywords linking to Trinity
Kitchen is “food”, followed closely by media/events.
Figure 1: industry spread
Figure 3 – TrinityKitchenKeywordIndustrySpread
Food:18.81%; Media – Events:12.75%; Home – Garden:10.98%; Gifts – Occasions:10.64%; Apparel:
10.64%. Travel – Tourism:8.56%; Sports – Fitness:5.22%;ConsumerElectronics:4.53%;Health:
3.81%; Other:14.06%.

30
1.3.2 Strengths
1.3.2.1 SEO visibility
SEO visibilityinvolvessearchvolume andthe positioningof rankingkeywords.Since TrinityKitchen
openedinautumn2013, it hasshowna positive influx of SEOvisibility,asshownbelow,withaSEO
visibilityratingof 8,094. Thisis due to the numberof organic keywords,returnedbysitessuchas
Google. (The Guardian,2014)
Figure 2: SEO Visibility
1.3.2.2 Website
The website forTrinityKitchen,asitislocatedina shoppingcentre,ismerelyasectiononthe
‘Trinityshoppingcentre’website.Thismakesitlooklessimportantasitisnot a single entity,and
comesunderthe Trinityumbrella,insteadof anindividual brand.However,asthe Trinitywebsite
has variouslinkstootherfoodanddrink,retailersandwebsitesinincreasesthe keywordrankings.
As shownbelow,the top10 keywordrankingsare all denominationsfromthe Trinityshopping
centre website. (SearchMetrics,2014) There are also Range of onsite social share buttons;Twitter,
FacebookandYouTube.
Figure 3: keywordtraffic

31
1.3.2.3 Social
(Howsociable.com, 2014) gave Trinity kitchen a magnitude score of 1.9/10 between the 05/05/14-
12/05/14
 Twitter:
o Although Trinity Kitchen does not have their own twitter, Trinity shopping center
and the popup shopshash tag: #trinitykitchen,resultingintrendsonTwitter.
 Facebook:(https://www.facebook.com/TrinityKitchen?ref=br_tf)
o 1,093 likes
o They tend to only post when there is an event, making their online presence un-
regular,thisneedstochange inorderto create a solidonline presence.
o 12,266 have checkedinonline,atTrinityKitchen
 SEO: (Suite,2014)
o Trafficof 17,840 (top5 keywordrankings) in the time period: 31/10/13-01/05/14
o Social Visibilityscore of: 31,529
o SEO Visibilityscore of: 8,094
1.3.3 Weaknesses
1.3.3.1 Website:
 The website for Trinity Kitchen, as it is located in a shopping centre, is merely a
section on the ‘Trinity shopping centre’ website. This makes it look less important as
it is not a single entity, and comes under the Trinity umbrella, instead of an
individual brand.
 They currently have no pay per click media; this would enhance their targeting, as it
is a cost-effective way to target consumers who are currently interested in a product
or service offered by Trinity Kitchen. (TechnicallyMarketing,2014)
 Each individual restaurantpage isthe same,andhas no character;this makesitharderto
distinguishbetween the restaurants.(Trinityleeds.com,2014)
 The linksonthe website tosocial mediaare notto‘TrinityKitchen’social mediasites,rather
to the TrinityShoppingCentre,sothere isnodirectlinkbetweenthe TrinityKitchensection
of the domainandthe social mediaplatforms. (Trinityleeds.com,2014)
1.3.3.2 Social:
 Twitter:
o There isno separate twitterpage forTrinityKitchen,althoughitistrendedthrough
TrinityShoppingCentre,throughthe use of hashtags,#trinitykitchen,if theywere
to have theirown twitterpage itwouldcreate a higheronline presence and
interactionwithconsumers,leadingtoevenhighertrends
 Facebook
o The last poston TrinityKitchen’sFacebookpage was20/03/14, theytendto only
poston Facebookwhenthere isanevent, andthis doesnotmaintaina constant
online presence,whichisneededtocreate a solidonline presence.

32
1.3.3.3 Industry (Keyword) Spread
Although the industry sector that holds the majority of the keywords linking to Trinity
Kitchen is “food”, this is followed closely by other industries such as; media, home-garden,
apparel, and other. Although this could be due to the Trinity Kitchen website being part of
the Trinity Shopping centre website, it shows that the keywords aren’t targeting or
dominating the “food” industry. (Suite,2014)
1.4 SWOT analysis
Strengths Weaknesses
 Huge increase inthe amountof people
accessingthe internetontheirphone;
showinga14% increase inusage in2011.
 77% of UK householdshave accesstothe
internet. (Chaffey,Ellis-Chadwickand
Chaffey,2012)
 Increase intechnologyhasledtothe
decrease inpricesforcomputers,phones
and tablets,makingthemeasiertopurchase,
leadingtoan increase ine-commerce andm-
commerce. (Macro environmental forces,
2013)
 The main targetmarketof TrinityKitchenis
aged16-24. As80% of 18-34 yearsoldsown
smart phones,itmakesitincreasinglyeasy
to contact the target marketthroughdigital
marketing. (Mintel,2014)
 TrinityKitchenhave hada vastincrease in
theirSEO visibilitysince openinginAutumn
2013 and have a SEO visibilityratingof 7,893
(the Guardian, 2014)
 Withthe Trinity Kitchenwebsitebeingpart
of the TrinityShoppingcentre website,ithas
increase the keywordrankingssubstantially,
and increasedtrafficthroughthe other
relatedtrinityretailers.
 AlthoughTrinityKitchendoesnothave their
owntwitter,Trinityshoppingcenterandthe
popup shopshash tag: #trinitykitchen,
resultingintrendson Twitter
 Trafficof 17,840 (top5 keywordrankings) in
the time period: 31/10/13-01/05/14

 23% of UK householdsdonothave accessto
the internet,meaningthatthistarget market
ismissedbyany digital marketingactivities.
 The social medialinksonthe TrinityKitchen
website,donotlinktothe TrinityKitchen
social mediaplatforms,butthe Trinity
shoppingcentre.
 Lack of visual stimulusonthe website,
whereas Nandos have movingimageryfor
salespromotionandinformation,Trinity
have a verystandard layoutforeach
restaurant.
 There isno individualsignuptonewsletters,
eventsorpromotionsforTrinityKitchen,
onlythe TrinityShoppingcentre.
 Althoughthere isalogofor TrinityKitchen,
theydo nothave a consistentlayout,soitis
no alwaysclearthat social mediaplatforms
are related.
 The last poston TrinityKitchen’sFacebook
page was 20/03/14, theytendto onlypost
on Facebookwhenthere isanevent,and
thisdoesnot maintainaconstantonline
presence,whichisneededtocreate asolid
online presence.
 They currently have no pay per click
media; this would enhance their
targeting, as it is a cost-effective way to
target consumers who are currently
interested in a product or service offered
by Trinity Kitchen. (TechnicallyMarketing,
2014)
 Each individual restaurantpage isthe same,
and has nocharacter; thismakesit harderto
distinguishbetweenthe restaurants.
(Trinityleeds.com,2014)
 There isno separate twitterpage forTrinity

33
Kitchen,althoughitistrendedthrough
TrinityShoppingCentre,throughthe use of
hash tags,#trinitykitchen,if theywere to
have theirowntwitterpage itwouldcreate a
higheronline presence andinteractionwith
consumers,leadingtoevenhighertrends

Opportunities Threats
 In 2013 parliamentpassedthe licence for
4G, aimedat99% of the population.This
makesaccessto the internetfasterand
easierforconsumers, withoutanundue
price rise.Allowingforanincrease in
communicationsviam-commerce anddigital
marketing. (UKParliament,2014)
 As governmentbringsinnewprivacylaws
online,itwill improve publicsafety,which
will ease consumeractivitiesonline, andlead
to an increase inusage (Telegraph,2012)
 Newtechnology,NearFieldCommunications
(NFC) expandsthe abilityof purchasing
online;suchasthe Google WalletandPay
Pal. (Chaffey,Ellis-ChadwickandChaffey,
2012)
 Minoritypopulationsare becomingheavy
usersof electronicdevices,thisopensupa
newpotential markettobe communicated
throughdigital marketingactivities. (Mintel,
2014)
 Privacylawscouldaffectthe amountof data
collectedonline,asconsumerswill gainthe
rightto remove theirpersonal information
permanentlyonline. (Bowcott,2013)
 In 2008 householdspendingdropped2%,
the firstfall since 1968, due to the recession,
thiswill effectTrinityasconsumerbecome
more moneyconscious(Ons.gov.uk,2014)
 Keycompetitors;Nandos andWOKON,have
theirownunique website,whereasTrinity
Kitchenhasa sectiononthe TrinityShopping
website,makingitalongerprocessto
search.
 The keycompetitorsalsouse sales
promotionthroughtheirwebsite andsocial
media,whereasTrinityKitchendoesnot,this
couldentice customersaway.
 Nandoshave a veryup to date Twitterpage
that has hightrendingpromotionsthatcould
take businessawayfromTrinity,astheydo
not have theirownTwitterpage.

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