Digital audit for The Lady Musgrave Trust

1. 1
Suzanne Wootton Tutor: Alicia Marr
N9180567 Word Count: ~ 1637
Suzanne Wootton
N9180567
AMB330
AMB330
DIGITAL AUDIT AND
PLANNING PORTFOLIO
LANNING PORTFOLIOLADY MUSGRAVE TRUST
LADY MUSGRAVE TRUST

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Table of Contents
1.0 Introduction .............................................................................................. 3
2.0 Digital Media Audit ................................................................................... 4
3.0 Target Audience Analysis and Product and Competitor Overview .......... 7
3.1 Target Audience Analysis .................................................................... 7
3.2 Product Overview ................................................................................ 8
3.3 Competitor Overview........................................................................... 8
4.0 Consumer Insights ................................................................................. 10
5.0 Recommendations................................................................................. 11
5.1 Establish Consistency Across Social Media....................................... 11
5.2 Establish a Search Engine Marketing Plan ........................................ 11
5.3 Establish Fresh Website .................................................................... 11
7.0 References............................................................................................. 12

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1.0 Introduction
As the oldest charity in Queensland, The Lady Musgrave Trust’s (LMT) vision is “for women and their
children, throughout Queensland, to be free from homelessness,” (Lady Musgrave Trust, 2015). In
more recent years, the charity market has been inundated resulting in saturation. Failing to penetrate
this market successfully, a digital evaluation and reconstruction has been prepared for the brand.
This report analyses current digital platforms, product offerings, and the competitor market. In
conclusion, it provides recommendations for the digital marketing future of LMT.

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2.0 Digital Media Audit
Client: The Lady Musgrave Trust Date: 13/03/2018
Criteria Observations, comments, and analysis Rating
1-10*
Digital
Strategy
Studies by Miller, 2009, verified the exponential power of social and digital
media for brand development (Palmer & Koenig‐Lewis, 2009). To be
successful in growth, a brands digital strategy ought to reflect their core
vision. As a charity, LMT’s paramount objective is to maximise fundraising.
The brand utilizes digital through an array of channels, generating basic
engagement, however failing to maximise reach. LMT’s digital strategy is
unclear and waivers between platforms. The brand’s lifestyle façade,
present on Instagram and Facebook, aims to target the market, however
introduces weaknesses in transparency and objectives.
Whilst providing appropriate information on the main website, unclear
menu mapping makes navigation difficult and information hard to find.
The key driver of trust in Australians is a charity’s ability to illustrate how
they use their resources and donations (ACNC, 2013; Populus, 2016). The
brands failure to exemplify this online only weakens brand affinity with
customers.
Whilst it is evident that the current digital media strategy is engendering
some success, the extent to which they are fulfilling the brands key
objective is limiting.
4
Strategically
consistent,
company-
created
brand
messages
With consideration of colour schemes, content, timeliness, and overall
demeaner, it is clear the brand lacks digital consistency.
Whilst Instagram and Facebook exemplify uniformity in content, the
quality and relevance of the individual posts vary. Additionally, the brand’s
Twitter has lacked content since 2016 and was used as a means of
awareness with homelessness facts, rather than prompting engagement
and donations – the charity’s prime focus. LMT’s main website indistinctly
targets sufferers as well as donators, a market that is not addressed on
any other medium.
Together, the platforms lack unison and synergy, disallowing a
harmonious brand image. The brands target markets vary, the key colour
scheme is not evident, and the content lacks strategical consistency.
2
* Where 0 indicates a lack of achievement and 10 represents optimum achievement

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Digital tools
and social
media used
by the
company
Main Website https://www.ladymusgravetrust.org.au/
Guide Website https://thehandyguide.com/
Twitter https://twitter.com/lady_musgrave
Followers: 223 Engaged: 4
Instagram https://www.instagram.com/theladymusgravetrust/
Followers: 604 Engaged: 40
Facebook https://www.facebook.com/TheLadyMusgraveTrust
Followers: 1702 Engaged: 18
The brand employs a marketing advising agency which helped reach 26
million in 2016, however their digital media statistics reflect a reach much
lower than this. This unearths a lack of connection between reach and
action, traditional and digital.
The main website uses Google Analytics to track and capitalize on page
activity and engagement. The brand’s Facebook uses conversion and
trends programs, Facebook Pixel and Signal. Despite this, the Handy
Guide website utilizes no tracking features, leaving the exact numbers for
conversion and download unknown.
The brand hosts a low domain authority score of 24/100 (Moz Analytics,
2018), representative of their ineffective backlink analysis, lowering their
search engine rankings and overall traffic. Thus, failing to infiltrate the
market before competitors.
3
Examples of
content
shared
Image 1: Example of Twitter Post (Lady Musgrave Trust, 2017)
Target Audience Women, young to older adults
Intended Action Generate further donations through success stories
Appropriateness In line with a consumer’s desire to know where
donations are going, capitalizes on sympathy and
empathy, easy ability to share
4

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Image 2: Example of Instagram Feed (Lady Musgrave Trust, 2018)
Target Audience Women, older adults
Intended Action generate conversation,
positivity, and awareness of upcoming
events
Appropriateness Inconsistent with Twitter
feed, most consistent with colour scheme,
no links to donate in captions. No direct
action or clear vision and meaning
Image 3: Example of Facebook Content (Lady Musgrave Trust, 2018b)
Target Audience Women, affluent, older
adults
Intended Action Unclear
Appropriateness Inconsistent with other
platforms, no correlation with brand’s vision
Strategic
user
engagement
Image 4: Comparison of User Engagement v Competitor (Lady
Musgrave Trust, 2018b; Orange Sky Laundry, 2017)
The brand’s engagement with the
audience varies between social platforms.
Image 4 illustrates the slower response
time from LMT versus a competitor.
Image 5: Comparison of User Engagement v Competitor (Lady
Musgrave Trust, 2018)
Image 5 illustrates an inconsistency
in responses on Instagram, resulting
in consumers discouraged from
commenting again.
Overall, the brand has applied an
elementary level of tools to target a
market but has failed to spark engagement. This is evident in the lack of
reviews and comments on Facebook, as well as retweets and comments
on Twitter.
4

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3.0 Target Audience Analysis and
Product and Competitor Overview
3.1 Target Audience Analysis
LMT has identified Queenslanders aged 50+ as their target market. With 90% of women in this
market identifying helping others as an integral part of themselves (Sensis, 2017), and 80% of global
purchasing decisions accountable to women (Barclay’s Wealth, 2011), they become the ideal focus of
the future campaign.
Roy Morgan (2009/10; Roy Morgan, 2017) indicated the economic status of those in AB and C
Quintiles to be synonymous with higher donations. Conveniently, a quarter of the target market fall
into this category (Roy Morgan, 2017).
Contribution to social networking sites is at 99% (Roy Morgan, 2017), with majority of activity falling
under emails (Australian Communication and Media Authority (2016). In rates of participation, Google,
Facebook, LinkedIn, Youtube, Pinterest, Twitter, and Instagram, follow respectively (Sensis, 2017;
Australian Communications and Media Authority, 2016). On average, the market has a much larger
network on LinkedIn than other platforms (Sensis, 2017).
An optimal time for penetration is recognized in the afternoon Monday to Friday, with 68%
engagement (Roy Morgan, 2017), and a third having no preference of the content they consume at
this time (Sensis, 2017). The market has a much higher than average engagement rate with coupons
and discounts. Whilst seemingly easy to lure, the target market faces great barriers to digital
purchase, with only 10% comfortable giving their details over the internet (Sensis, 2017).
Furthermore, they are identified as hedonic shoppers – reached with emotive experiences that
resonate with them (Wahyuddin, 2017). With one in four women experiencing emotional abuse by a
partner, potential for empathetic connection is heightened (ABS, 2014).

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3.2 Product Overview
LMT offers a range of support services for women enduring homelessness, with heightened pride in
their ‘Handy Guide for Homeless Women’. 20,000 guides are provided annually, with an average
cost of 85c per copy, excluding administration costs (Kelly, 2018). Additionally, to online donations,
the brand executes fundraising events, gaining a large reach and lump sum donation (Lady
Musgrave Trust, 2016).
In a profoundly saturated market, the company aims to breakaway with its point of difference, being
the oldest charity in Queensland. With 133 years of experience, the brand has assisted 10,000
homeless women (Kelly, 2008; QUT, 2018). The product entails high involvement research and low
involvement post purchase. Investigation is commonly done into return on investment (ROI) for
donations, a key motive in deciding on a charity to donate to (Potomac, 2003). Lady Musgrave Trust’s
lack of palpable display for this can cause a large barrier to purchase.
3.3 Competitor Overview
Image 6: Google Search for Homeless Charities
With 52,165 other Australian charities, competition is
inflated (Australian Charities and Not-For-Profits
Commission, 2016). With a plethora of charities
focusing on homelessness, LMT fails to surpass the
leaders. In 2016, the brand received $91,555 in
donations (The Lady Musgrave Trust, 2016), compared
to a competitor’s $150,000 from a single fundraiser
(Lighthouse Foundation, 2016).
Google Search immediately shows the lack of SEO
employed by LMT in comparison with competition,
failing to be discovered in the first few pages of results.

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Competitor analysis:
Website/Mobile Adaptability Social Media Channels
my friends’ place
- Consistent colours
- Clear vision
- Transparent
- Clear call to action
- Quick escape button
- Easy navigation
(My Friends’ Place, 2018)
Facebook, Instagram, LinkedIn
- Instagram: high
engagement
- Instagram: lack of presence
- Consistent colours
- Mild lack of consistency
amongst content
- Lack of call to action on
social media
(My Friends’ Place, 2017)
(My Friends’ Place, 2017b)
(My Friends’ Place, 2018b)
Sheltered by Grace
- Consistent colours
- Easy navigation
- Clear vision
- Clear call to action
- Effective graphs
(Sheltered by Grace, 2016)
Facebook, Twitter, Pinterest
- Extremely high
engagement on Facebook
- Quick response time
- Highly consistent with
Facebook uploads
- Relatable posts
- Shareable posts
(Sheltered by Grace, 2017)
(Sheltered by Grace, 2018)
Lighthouse
Foundation
- Consistent colours
- Clear call to action
- Transparency
- Useful information
(Lighthouse Foundation, 2018)
Facebook, Twitter, Youtube,
LinkedIn
- High engagement on
platforms
- Positive reviews
- Consistent posting
- Videos enhance
transparency
- Shareable content
- Consistent branding
(Lighthouse Foundation, 2018b)
(Lighthouse Foundation, 2018c)
(Lighthouse Foundation, 2018d)
(Lighthouse Foundation, 2018e)

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4.0 Consumer Insights
Data shows that Queensland women aged 50+ are driven to buy through hedonic motivations,
sparking emotional arousal (Haas & Kenning, 2014). Higher involvement entices greater hedonism,
fulfilling the shoppers’ motives (Teed et al, 2010). With heightened emotions, and likelihood to relate
and resonate with others, the following consumer insights have been strategically developed;
- Women want trust in a brand, through transparency and financial assurance (Delargy, 2018;
Charities Aid Foundation, 2013)
- Women are targeted through emotional experiences to which they resonate with
- Women are hedonic, resulting in the pursuit of an engaging shopping experience both pre
and post-purchase

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5.0 Recommendations
5.1 Establish Consistency Across Social Media
Research demonstrates consistent communication, in addition to consistent brand messaging, drives
positivity, trust, and loyalty (Stiller, 2016; Li et al, 2016). With 40% of Australians previously unfollowing
a brand for irrelevant content, it is clear that:
- community
- positive and consistent interaction
- and relevant content
are integral parts to a successful social media plan.
Facebook, Youtube, LinkedIn, and Pinterest have the capability to work in tandem to achieve these
goals. Despite being the target market’s four primary platforms, other small businesses fail to utilize
majority but Facebook (Sensis, 2017). Thus, leaving a gap in the market, providing LMT the
opportunity for penetration with minimal clutter (Roy Morgan, 2017).
Despite Twitter being a common platform amongst competitors, it not only has the lowest
participation rate of social platforms within the target market (Roy Morgan, 2017, Australian
Communications and Media Authority, 2016), but also continues to have the highest drop off rate
(Sensis, 2017). Additionally, the target market’s network size within Twitter is the third lowest in
comparison to other mediums (Sensis, 2017).
5.2 Establish a Search Engine Marketing Plan
It is recommended LMT reviews their SEM and implements a more effective plan through key
words, tags, and greater financial input. Google Analytics show organic visitors make up for just
under 40% of traffic (Google Analytics, 2018). With 82% of the market using search engines to make a
purchase decision, and majority of the market applying a search strategy before purchase,
discoverability on Google is exceptionally imperative (Google, 2014/15). SEM has been proven to be
highly beneficial in gaining competitive advantage, a tool necessary in a market saturated to this
caliber (Zenetti et al, 2014). A strategic SEM will ensure a highly targeted campaign for the brand.
5.3 Establish Fresh Website
With majority of target users accessing internet through mobiles and tablets, it is recommended LMT
optimizes their site for mobile (Sensis, 2017). Lack of mobile optimization can have a drastically
negative impact on a business and lowers the chance of search engines displaying the webpage in
results (Manderscheid & Wukitsch, 2014). To implement a clear call for action, the LMT website
should also be redesigned to be consistent in colour, content, and vision. Studies show design
quality is a key factor in a consumer’s decision to purchase (Zhou et al, 2009). Real stories, clear
menus, and the focus on donating or seeking help ought to be the principal focus’.

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7.0 References
ABS. (2014, June 27). Media Release - One in four women has experienced emotional abuse by a partner (Media Release).
Retrieved March 17, 2018, from http://www.abs.gov.au/AUSSTATS/abs@.nsf/Latestproducts/4102.0Media
Release52014?opendocument&tabname=Summary&prodno=4102.0&issue=2014&num=&view
ACNC. (2013). Public trust and confidence in Australian charities (p. 5, Rep. No. 3592). Chantlink.
Australian Charities and Not-For-Profits Commission. (2016). AUSTRALIAN CHARITIES REPORT (Rep.). Retrieved March 19,
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Barclay's Wealth. (2011). Understanding the Female Economy: The Role of Gender in Financial Decision Making and
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https://www.instagram.com/theladymusgravetrust/?hl=en

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Lady Musgrave Trust. (2018b). Lady Musgrave Trust Facebook. Retrieved March 19, 2018, from
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_charities_2016.pdf

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