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  1. 1. Student name: Karolina Sykut Course: Marketing (Creative Advertising) Student ID: 15096211 Company: Mango
  2. 2. Section 1a. Communication challenges 1) Global challenges Global issues Mango marcomm challenges 1a: In the country of origin, Spain, average unemployment was on 23% in January 2015 of which more than 50% among 25 year olds. (Euromonitor, 2015) Mango target audience is 25 – 35 plus now with Violeta by Mango 45+. With high unemployment especially among 25s Mango need to rethink their price strategy and communicate good value and quality of their clothes. 1b: Spain has one of the lowest birth rates of 9.88/1000 population (CIA 2015) in the world. Because of the bad economy young consumers can not start their family and house. (Euromonitor, 2015) One of Mango recent lines is Mango Kids. Mango must push for campaigns of this collection as less people are having kids. Decrease in prices would be recommended (bad economy), as the prices in kids wear are on average £29.99) – quite expensive against competitors (from £7.99) 1c: Digital media users are in growth and their lifestyles are changing with the technology – mobile phones as the most used digital tool (3,649 billion users). UK market leads in shopping online -2/3 of country population shop online every month at least once. (We are social, 2015) Lifestyle trends for UK include smartphones video consumption, increased tablet purchases, smartphone clothes shopping, but the report also indicates that people are looking on their smartphones for apps with help to improve their health and fitness. (Euromonitor, 2015) Mango is using all the most popular online channels (Website, Facebook, Twitter, Pinterest, Youtube) and has its own App. It also created new App #Somethingincommon for their new campaign. Nonetheless, these channels must be integrated and their website apart from being adjust to be more easy to shop, has to be updated (Information about the company is old – no news about rebranding H.E. by Mango to Mango Man. Company must keep up with the technology trends and increase its presence online. 2) Industry challenges Fashion retail industry issues Mango marcomm challenges 2a: Customers are looking for more responsible brands among retailers. (Warc, 2013). In 2013 Mango was one of the European retailers that were involved with factory collapse in Bangladesh. Moreover, Mango refused to sign an agreement with the other companies to pay the compensation to families of victims. Customers wants to know exactly what they buy, where the product Deliver in a more clear way an information to customers about where all the clothing lines are being made, what are the conditions in warehouses and what is the pay in these countries, where Mango has their manufacturers or at least deliver an information if the pay is a living wage. Especially after the scandal in 2013 Mango should take care of its image and take under consideration customers’ needs.
  3. 3. comes from, who made it, how the company is getting involved with the environment. 2b: Primark (owned by Associates Foods low price chain store with clothing, accessories and home line) has entered the Spanish retail market in 2008. (Warc, 2015) It is also a rival in some countries that Mango entered. Pressure on lowering prices is high, Mango must either adopt their prices to their audience needs or improve their brand image to make people shop there. It’s highly important to communicate with customers as for example Mango in UK is quite expensive compered to its origin country (currency conversion). 3) Organisation challenges Mango issues Mango marcomm challenges 3a: Integrating traditional marketing channels with digital marketing („offline” marketing with „online” marketing) (Warc, 2015) Creating a strategy to launch online store in every country Mango operates and integrate their online presence with all the channels and with traditional campaigns and spots by investing in IT team. To integrate the image of the brand. 3b: Retail competitors. Main competitor for Mango is Inditex Group, Spanish retailer whose most important brand is Zara. (Business of fashion, 2013) Zara may be considered as much more fashionable retailer and in fact, their strategy with delivering new trends to customers is only 5 weeks – aim to 2 weeks. (Passport, 2015) Take and advantage of sectors that Zara is not performing at all and not putting its interest in, for example: collaborating with celebrities and supermodels. Although other brands do this (Topshop, H&M) it is giving Mango the recognition – the best example is successful new campaign with supermodels Kate Moss and Cara Delavigne. 3c: Keep up with competitors and with trends – demand for menswear is currently growing faster than for womenswear. It has raised in last 5 years 22% and Mintel predicts that by 2019 it will reach £16.6 billion. (Mintel, 2015) To create campaign and strategy to promote menswear more. As with other Mango lines it is not recognisable as Mango SHE. Make events when launching this collection in stores (last example: opening in Manchester – no event, no awareness, no help from company in promoting new brand).Online strategy to make it more popular on Facebook and Instagram. 3d: Online shopping – delivery times. Mango delivery to the store, it takes 4 -11 working days to deliver a parcel to the store while in Zara it is only 3-5 working days. Next offers free next day delivery. A lot of customers resign from ordering by iPad in store because of this reason. Mintel report indicates that more flexible delivery times are highly demanded by customers and it would encourage them to buy more. (Mintel, 2015) Mango must optimise management system of online sales. It has to minimalize the distance between the warehouse and the customer.
  4. 4. Priority of challenges and justification: 1) 1c: As the technology is changing so fast, brands need to be aware of current trends. In digital world brands that are not present frequently enough online and are not using most important marketing channels and social media will be unrecognisable and quickly forgotten. Mango is using most of the channels available now (Facebook, Pinterest, Twitter, Youtube and mobile apps), but its activity can be improved, especially regarding mobile apps which will be the future of marketing (Warc, 2015). 2) 3a: Integrating all the marketing channels in the company was already a plan for Mango for 2015 (Warc, 2015), but Mango must also show an integrated image of the brand including stores designs, collection designs, all the brands Mango represents and online strategy. 3) 2a: Showing an awareness of the environment and economy is crucial for modern brands as they have no privacy anymore and everything they do is visible for customers. Anything that goes wrong has a huge impact because of the social media. Today’s brands need to be trustworthy and likable (Warc, 2015). 4) 3d: With all the competitors dealing with this issue it seems to be highly important to shorten the delivery time, as Mango might be losing some percentage of their sales for this reason. Studies shows (Mintel, 2015) that flexibility in delivery times is one of the most important factors to encourage them to buy online now. Section 2a. Objectives Chosen challenge: 1c. Objective 1 To launch an updated subpage titled „About Mango” within 2 months. Objective 2 Increase the brand awareness  To acquire approx. 20% new likes on Facebook from 9 353 156m to 15m (main competitor – 23 453 731m) by December 2016. Objective 3 To launch a Mango blog in next 12 months  Public new posts at least once a week  Create an attractive content focused on the company activities, not only the product. Objective 4 Increase the engagement with customers online in next 12 months
  5. 5.  To minimize the bounce rate from 21.57% to 18% (main competitor – 15%)  To increase the percentage of referrals from social sites to Mango website ( from 3.03% to 4% (main competitor – nearly 5%)  To increase the monthly traffic reach from average 6.5m to 10m (main competitor – 16m on average). Objective 5 To implement an integrated strategy on social platforms Mango already uses: Twitter, Facebook, LinkedIn, YouTube, Instagram in next 6 months  To launch a Snapchat account - crucial because Snapchat’s audience is entirely mobile (Econsultancy, 2015)  By creating the new digital marketing team responsible to launch new integrated content at all channels  By launching new profiles (separated for specific countries) on already existing social media. Objective 6 To increase the growth in the online market share by 19% from 17,67% in 2015 to 21,3% by December 2016 (see Appendix 1 for assumption calculations). 1.All figures taken from website analysis (Similarweb, 2015). Main competitor – Zara. 2.Online market share assumption based on 2013 figures and added 9% growth and for 2016 target 19% (FashionMag, 2013). Priority of objectives, justification and risk of discarding Objective Justification Risk of discarding 6 (challenge 3d must be executed) Current trends shows that shopping online is higher than shopping in store (Warc, 2015). To see the growth in this market Mango must increase interaction with customers, but most importantly change the delivery online policies, which are a serious problem now for the company. On Twitter and on Facebook customers’ comments are very negative. Unfortunately, they are mostly about delivery time which is even longer during sale periods and issues with online orders in general. If objective is discarded, there only will be more unhappy customers. 5 Mango as a store-based retailer needs to reach its target audience on all available channels. Content on its social media varies. Mango is not present on Snapchat, which should be considered since Snapchat has 100m daily active users: 65% of them share content every Not creating an account on one of most important social sites nowadays in a larger perspective will cost Mango loosing potential customers. Even though Mango’s target audience is 25+, there is a
  6. 6. day, 8,679 photos are shared every second and 76% of users like shopping online and they are mostly aged between 13-24yrs (Econsultancy 2015). Also, not many of Mango’s competitors are on Snapchat yet, so this would be a chance to jump ahead competition. casual collection with specific design and prints that easily could reach Snapchat’s users. Mango would lose an opportunity to show its product range in a most popular photo- sharing platform. 4 Increasing engagement with customers is highly important as numbers indicates that competitors are coping better with online activities (Similarweb, 2015). Also, for this objective the brand awareness in general is critical. Zara, main competitor, has much more recognition, which drives customers into the store. Support: traditional advertising – spots in TV (as now), publications in magazines, and more cooperation with fashion bloggers, posters and banners on the bus stops. To be successful with undertaken actions, just being online is not enough. Therefore tactics require a multi-channel approach incorporating the best of digital and traditional media (SmartInsights, 2015). Section 2b. CSFs Objective 6 CSFs Risk if not achieved Shorter delivery time. Customers opt out from buying online in Mango, because delivery time is too long. In such a highly competitive market as fashion retail and shopping online, the company will simply loose potential customers in the battle with other brands that offer even NEXT DAY delivery for FREE. Budget. Objectives can’t be achieved if the company will not allocate sufficient funds for digital marketing. However, Mango in their sustainability report indicates that IT will be one of their main focus (Warc, 2015).
  7. 7. Objective 5 CSFs Risk if not achieved New scheduled plan for posting any content on all social media channels – must be integrated and innovative. If content is not properly planned, the information customers will receive is misleading and not interesting (most likely). Company needs to try to adopt and adjust to frequent changes. Information provision (Calisir, 2010). Information about the company must be updated and adequate. Visitors and users need to know exactly what company stands for, what represents and what products it offers, especially now when people are looking for responsible, likable brands that could inspire them with healthy-lifestyle ideas. Running social media sites. To introduce the new, attractive content all the social media platforms must be in use properly. If channel doesn’t drive any traffic and there are no page impressions and visits, new content will disappear. Objective 4 CSFs Risk if not achieved New content on social media channels. Brands to stay on top are urgent to be able to deliver more content to stay competitive. Nonetheless, content must be important for targeted audience (SmartInsights, 2014). Access to Google Analytics for IT/ Digital Marketing Team. Inability to analyse the impact of the digital strategy and to ensure if objectives are met. It is crucial to know all the figures regarding online presence. Access to Toolkit. Toolkits are the best tool to get the information we need to see the results.
  8. 8. Section 3a. Critique Website Website is the main tool for Mango in its digital marketing approach. It is responsive, which means that it is designed to perfectly fit on desktops, tablets and smartphones (Forbes, 2013). It is mobile friendly with big pictures, easy to scroll. It’s international, highly-localised and country-specific with language translation. Localisations are adapted to specific country and with adequate currency format (Chaffey, 2012). Landing page for Mango is Users can opt-in for a newsletter on the bottom of the main page. The website is easy to navigate. Consistency is high as the main options (search, register, basket etc.) are positioned in the same place on different landing sites (Chaffey, 2012). Website is simple, because options are limited (Chaffey, 2012) – menu is always the same on different landing pages, all the additional information is always on the bottom, however it is not always shown on other sites which makes it harder for customers to come back to main menu. Links to social media are all at the bottom. Social media buttons are quite small, considering their importance - they could be more visible for users. There are 3 spots that are usually the most successful to return good amount of clicks – top right corner of a web page, both left and right side of the content and the bottom of the page (Socialmediatoday, 2015.) “People are known to interact maximum at the top right hand side of the page” (Haskell, 2015: online). In UK and worldwide market search with key word MANGO was on regular level throughout the year 2015. The trend is the same worldwide – steep raise in the last week of November from 60 to 100 (Google Trends, 2015), probably caused by Black Friday promotions. It is possible, because compered to its competitor, Zara, Mango had much better offer, everything -30%. To increase online sales Mango also offered -30% on everything EXCLUSIVELY online on Monday, after the Black weekend. Mango may keep up with trends for shopping and making it easy for customers, nonetheless the rest of the website is slightly neglected. Most importantly: ABOUT MANGO. This section has not been updated in a long time. On the bottom Mango advertise to shop Mango Man, but in the company’s description this brand is still under the name H.E. by Mango. “About us” is one of the first three sites users go to while visiting the website (Inc., 2010). Therefore, it is important to have it updated and attractively designed as it is up 24hours/day, always accessible for customers.
  9. 9. Twitter account Mango Twitter account currently has 725 000 followers. Mango has joined Twitter in 2010. Brands Mango Man and Violeta by Mango also have separate accounts, however Mango Man is relatively new (changed after rebranding from H.E. by Mango) with 14 500 followers. Presence on a Twitter is critical, as it is one of the main social sites to engage with customers, but creating new accounts for specific countries would be advised. Mango is an international company, so perhaps profiles for countries that generate the most traffic to the website (Spain 13,37%, France 12,49%, Turkey 10,23% and Poland 9,06%) should be launched (Similarweb, 2015). For now, Twitter account is mainly used to respond to customers’ complaints. Tweets are posted in many different languages, which may be discouraging for followers. Mango tweets mostly in English and Spanish, however German and French is also being used on the account. From time to time there is some other content shared, but as mentioned above – this account is based on customer service, which in fact doesn’t make a good image of the company as it gets there a lot of complaints – especially regarding DELIVERY time. Instagram accounts Mango currently has 4 accounts on Instagram – MANGO, Mango MAN, Violeta by Mango and Mango KIDS. Mango account for Violeta is not marked as an official account, which may restrain users from following it, because of the safety reasons. Mango Instagram account has currently 3,7m followers with 2105 posts. New pictures and short clips are posted every 1-2 days. It is working well, however more engaging content would be advised. Posts on Instagram don’t have to be limited only to collection and events strictly connected with it. Example to look at: River Island profile on Instagram – sharing not only content about the brand, but also trying to reach followers with fun hashtags and stories, more playful approach. E-mail marketing Mango has an e-mail newsletter, which customers can sign up for on the website or in the store. Newsletter offers notifications about current promotions and new arrivals. Customer database must be mostly gathered online, because people are not very likely to share their personal details in store. Still, some stores are requested to try to support database cards.
  10. 10. Newsletter is being sent to customers very often, it varies but comes up to 2 times a day. It might be too often – open rate will get lower (Chaffey, 2012). It reminds about current offers, how much longer they will be valid etc. Mango alerts its customers about the sale start and further reductions. In the past many customers were willing to join the newsletter, because twice a year Mango had offered them exclusively 30% and 40% discount. The company however does not practice it anymore. It’s worth mentioning that H&M (in comparison) always offer 25% discount for new customers signing up for their newsletter. E-mails are adjusted to mobiles. If it is an email only regarding what’s new in store, there are only pictures with prices of the garments. Facebook page Currently 9,387,754 likes, which is half of the main competitor likes, Zara - 23,469,365. Nonetheless, Mango in comparison has more pages with as follows: Mango Man 106,491 likes and Violeta by Mango 37,945 likes. From Facebook page, users can be easily redirected to other social profiles. Post are shared every day. Information regards news about new arrivals, new collection and events. Again, the more engaging content would be advised as this profile started to be a customer service answering for complaints mainly, similarly to Twitter account. Search engine Mango is on 46 position in UK for top 50 sites in clothing/shopping category (Similarweb, 2015). Organic search volume for Mango in the latest months was 301k with 193m of results (Semrush, 2015). is the first result that appears in Google results. All the first page results are regarding Mango store. However, pictures results are only for mango fruit, which is unfortunate, but the name is strictly associated. Links to Mango social sites can be found after the 4th page of results. Still people are visiting the website from 1) Twitter, 2) Facebook and 3) Instagram as the top 18 organic search results show (Semrush, 2015). YouTube channel YouTube channel exists since 2008. It has 19,817 subscribers with 9,079,690 views. Videos are posted max. every 2 week period of time. Content is interesting: includes new TV spots, short videos from photoshoots, interviews with celebrities and fashion bloggers, contests that fashion bloggers were part of and most importantly, videos from fashion shows.
  11. 11. Videos are highly important for conversion rates. They can either be an introduction to the brand and its collection or they can be just driving an awareness of the brand. They definitely enhance customer experience (Econsultancy, 2014). For now Mango is doing well on YouTube channel, content is being shared frequently enough. LinkedIn profile 129 836 followers. It’s more professional profile, mostly about new store openings and job offers. Optionally news regarding new campaigns and technological issues are posted. This profile is good to attract people who would be interested in developing their career with Mango. Pinterest @Mangofashion boards are visually attractive. Each one is connected with particular brand of Mango. Currently Mango has 50.6k followers on Pinterest and 4.1k pins. Mobile apps Mango has currently 2 mobile apps – the most important for online shopping and second created for latest campaign called #somethingincommon with Kate Moss and Cara Delavigne. It is a good support for campaign and an effort to engage customers with the company. It is a simple photo app where users can add their own ideas – pictures that have #somethingincommon. Mobile app MANGO is very simple, easy to shop, intuitive. It is a great support for in-store sales, because online store is the only with all the stock available – this is how app and sales by iPad are advertised. Research indicates that people are still buying more via their laptops and tablets, however every year the usage of mobile devices is growing, especially among people under 35s (Mintel, 2014). Google+ Mango currently has a Google+ account. 534 202 followers, 33m views. Account is updated, has connections to all the other social channels. Google+ is an important choice for retailers as helps with Google SEO (Wishpond, 2015).
  12. 12. Section 3b. Proposal DSM approach/channel Techniques Advantages Disadvantages 1 Snapchat account – a mobile only app about “instant expression” used to share photos instead of talking (The Guardian, 2015) Sharing a content with users on a daily basis, but not focusing strictly only on promoting products. Organise competitions to engage people. Make promotions available only for certain time for Snapchat’s audience. Use it for live stream from fashion shows. Actions taken on Snapchat will have huge impact on the younger target audience, especially if we look for increase in the online market share. Live stream from fashion shows will attract younger audience. Missing other segment of Mango’s audience which is above 25yrs. It is said that Mango aims for people 25+, however recently it tries to get younger people too. Also, results can only be seen in engagement. 2 E-mail marketing (newsletter) – the promotion of products or services via e-mail (MarketingTerms, 2015) Offer a discount for customers while signing up. Maintain current activities with sending retention emails. Send an e- mail in the best hours for retail: 10-11am or 4-6pm (SmartInsights, 2013). Well designed and with attractive content, additionally sent at the right time for specific segment – open rate can be even at 26% (SmartInsights, 2013). Difficulty of keeping recipients engaged (Chaffey, 2012). Also, increasing bounce rate if the e-mail address is not valid anymore or our e-mail is reported as spam. 3 Twitter –. Social network, site that facilitates peer-to- peer communication (Chaffey, 2012) Create an account only for Customer Service AND create separate accounts for countries like France, Spain, Turkey and Poland which generate more traffic. Integrate content with Facebook and Instagram. Easy access for all the users, short content. Easy platform to communicate with customers on a daily basis. Twitter is not very popular in European countries, mostly is being used in United States and UK. Mango has most of the users in France, Spain, Poland and Turkey, where other channels are more important. 4 Blog – frequent, chronological publications of ‘personal’ thoughts (MarketingTerms, 2015) More “human” face of the brand. Behind the scenes of new stores openings, backstage from runways. Introduce the product for customer. Great way to show customers what exactly company is doing, what is happening ‘behind the scenes’, get them more intimate insight. In digital age people are getting bored with longer content, so blog may not attract many people. Unless posts are well-written: dynamic, short, and interesting.
  13. 13. 5 Instagram – photo sharing site (Chaffey, 2012) Maintain current activity. Visual content is currently the most attractive for users. Not much space to add anything else, except photos. Content must be well- planned. 6 Website Update subpage “About Mango”. Maintain current standards and design. Website is critical for any company, any brand. This is the main source of information. Possibly, in social media era not many people are looking for information on the actual website. 7 Facebook – Social network, develops user-generated content (Chaffey, 2012) Keep up with changes in Facebook technology. Use live stream on fashion shows and events promoting campaigns. Facebook is the main social channel for Mango. People can comment and add their content. There is no full control over social media. That’s why negative comments are ruining the image of the brand. 8 Google+ - social networking service Maintain current standards. Even more pressure to develop this channel as it helps with SEO. Update invalid links. Google plus is another way to communicate with target audience. Also, it is very important for rankings. Not that popular among other networks. Requires time and work to be maintained, results are however not certain. Priority: DSM 1, 3 and 6. HOWEVER… all approaches are useful for integrated digital strategy. Channels support each other. Section 4a. Integrated planning January 2016 – December 2016 Approach Jan - March April - June July - August Sept - Dec Snapchat account Research/ preparation of the content for next 6 months Launch the new account with promotional, “funny” campaign. ongoing ongoing Website 1)Prepare the content about
  14. 14. the company – January 2)Update the website - February Blog Plan blog schedule. Research/blog optimisation. First posts – April. Put out the content. Promote new blog in social media and newsletter. Promote in social media and in the newsletter Promote in social media and in the newsletter. Feedback results/ traffic on site. Twitter Preparation for new profiles – information campaign throughout existing channels Launch of separate accounts for France, Spain, Turkey and Poland Delivering information about new profiles to enhance communication with customers Introducing new account only for Customer Service E-mail Market research – how many new contacts can we get if we offer a discount Introduce new opt-in for newsletter (discount), also applies if existing recipient will recommend it to a friend Keep promoting on social media / in the newsletter Annual Review Instagram Current activities Engage users in competition that will gain new followers – get the feedback Current activities Current activities/ Annual review Facebook Research / new Facebook options overview / optimisation First live stream from fashion show Contest – gain new likes throughout engagement and interaction with existing “friends” Ongoing / reviews of new tools – if any, implement them into the strategy Google+ Update links on Google+ account. Current activities – more focus on posting on this channel ongoing Ongoing / review the importance of the channel
  15. 15. Section 4b. Evaluation and business case Approach Objective KPIs / Evaluation Brand awareness: To acquire approx. 20% new likes on Facebook from 9 353 156m to 15m (main competitor – 23 453 731m) by December 2016. Evaluation of the number of likes every quarter. KPI:  Facebook page engagement rate Engagement: To minimize the bounce rate from 21.57% to 18% (main competitor – 15%) External KPIs:  Conversion rate  Revenue growth rate  Traffic on site  Average time spent on site (now 5min 17 sec on average)  Product page visits  Referrals sources (focus on social media) To increase the growth in the online market share by 19% from 17,67% in 2015 to 21,3% by December 2016 To increase the percentage of referrals from social sites to Mango website ( from 3.03% to 4% (main competitor – nearly 5%) To increase the monthly traffic reach from average 6.5m to 10m (main competitor – 16m on average). Integrated strategy: Snapchat account To launch a Snapchat account in next 6 months. Evaluation of the designing process and results achieved during use. Measure the engagement. No KPIs available. To launch a Mango Blog by December 2016. Evaluation of the feedback from readers. Traffic on site. Page impressions. Retention: e-mail marketing KPIs Response measures  Delivery rate – indicates if e-mail bounced because not valid address or it goes to spam folder (Chaffey, 2012)
  16. 16.  Open rate - indicates through downloaded images if e-mail was opened, but might not be accurate (Chaffey, 2012)  Click rate – how many people of those who received an e-mail have opened it (Chaffey, 2012) To get this data Mango must use ESPs for tracking their e-mails activities.
  17. 17. References: 1) Kemp, S. (2015) We are social. [Online] [Accessed on 20th January 2015] 2) Chow, L.L. (2015) [Online] [Accessed on March 2015] ntRef=1dee422f-7901-4fbe-96d6- 5a12fc3898c9&q=Mango&CID=A104331&PUB=EVENT-REPORTS 3) Mehta, N. (2013) [Online] [No date] ntRef=6400f1a6-9968-4320-bd69- 0824dda6a86b&q=Mango&CID=A100539&PUB=ADMAP 4) Passport (2015) [Online] [Accessed on April 2015] 8135ac39821b.PDF 5) CIA (2015) Central Intelligence Agency. [Online] [No date] 6) Reuters (2013) Business of fashion. [Online] [Accessed on 17th June 2013] retail-fashion-rivals-inditex-and-hm 7) Euromonitor (2015) Euromonitor International. [Online] [Accessed on June 2015] 8) Mintel (2015) Mintel Academic. [Online] [Accessed on March 2015] 9) Mintel (2014) Mintel Academic. [Online] [Accessed on August 2014] file:///C:/Users/user/Downloads/Fashion%20Online%20-%20UK%20- %20August%202014%20-%20Issues%20and%20Insights.pdf 10) SimilarWeb (2015) Similarweb. [Online] [Accessed on October 2015] 11) Simpson, J. (2015) Econsultancy. [Online] [Accessed on 30th November 2015] 12) FMag (2015) [Online] [Accessed on 27th August 2015] increase-by-48-,562547.html#.VmGiNnaKHC0 13) Steimle, J. (2013) Forbes [Online] [Accessed on 8th November] responsive-website-before-2014/ 14) Chaffey, D., Ellis-Chadwick, F. (2012) Digital marketing: strategy, implementation and practice. 5th ed., Harlow: Pearson 15) Haskell, E. (2015) Social media today. [Online] [Accessed on 1st April 2015] while-adding-social-media-buttons-your-website 16) Google Trends (2015) Google trends. [Online] [No date] 012m&cmpt=q&tz=Etc%2FGMT 17) Garcia, C. (2010) Inc. [Online] [Accessed on 18th October 2010]
  18. 18. 18) SimilarWeb (2015) Similarweb. [Online] [No date] 19) Rayers, S. (2014) Econsultancy. [Online] [Accessed on 19th March 2014] marketing 20) Sender, T. (2014) Mintel Academic. [Online] [Accessed on 27th June 2014] 21) Semrush (2015) Semrush. [Online] [No date] 22) Dredge, S. (2015) The Guardian. [Online] [Accessed on 17th June 2015] parents 23) Mango. (2012) Annual report 2012. Barcelona: Mango. 24) Consky, A. (2015) [Online] [Accessed on September 2015] ntRef=5f50bb82-7c31-4193-b7e6- 63c3f9298369&q=shopping+online&CID=A105581&PUB=ESOMAR 25) Beigel, N. (2014) Prestashop. [Online] [Accessed on 6th February 2014] should-keep-an-eye-on/ 26) Steeves, N. (2015) Wishpond. [Online] [No date] plus-marketing-resources/does-using-google-plus-increase-my-search-ranking/ 27) Calisir, F. (2010) "The relative importance of usability and functionality factors for online auction and shopping web sites", Online Information Review, Vol. 34 Iss: 3, pp.420 – 439 28) Swan, S. (2014) SmartInsights. [Online] [Accessed on 17th December 2014] success-2015/ 29) SmartInsights (2015) SmartInsights. [Online] [No date] 30) MarketingTerms (2015) Marketing terms. [Online] [No date] 31) Chaffey, D. (2013) SmartInsights. [Online] [Accessed on 4th June 2013]
  19. 19. Appendix 1 Online market share % = overall sales / total online sales * 100 Figures from:, October 2015 2013: 1.846 bilion euro overall sales 124 milion euro online sales + assuming 9% uplift every year (9% lift recorded in 2013 – 1 846 000 000 / 124 000 000 * 100 = 14,88% online market share in 2013 + assuming 9% uplift in 2014 = 16,21% + assuming 9% uplift in 2015 from 2014 = 17,67% Let’s assume that target will be higher than actual uplift in previous years – 19%. I’m taking that number because for UK for Market Street for this year the target was +19% in sales. So our target will be more or less 21, 3%.