Ied online marketing seminar 3rd year max ramaciotti


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Ied online marketing seminar 3rd year max ramaciotti

  1. 1. 3rd Year Seminar Online Marketing 3rd year seminar - 144 -
  2. 2. Me Me - 145 -
  3. 3. Me online Maxrama - 146 -
  4. 4. The Seminar The Seminar - 147 -
  5. 5. The Course: WHAT The Course - WHAT Define the Activities Mix Verifica The Analysis How to brief a supplier Define the Goals WHAT The Web Site Ecommerce How promotion and ADV change Social networks - 148 -
  6. 6. The Course: Digital Ecosystem The Course: Digital Ecosystem ABOUT THE DIGITAL ECOSYSTEM As in the natural world, there are several ecosystems which have some species in common, others which are similar having followed a process of adaptation to local conditions, and others which are endogenous. A "digital ecosystem" has been developing around us, going far beyond the desktop and quickly spreading through every type of device available. "An ecosystem is a system whose members benefit from each other's participation via symbiotic relationships (positive sum relationships)." as for the digital ecosystem, it is a "digital environment" populated by "digital species" which can be software components, applications, online services, information, business models, etc. As in the natural world, there are several ecosystems which have some species in common, others which are similar having followed a process of adaptation to local conditions, and others which are endogenous. Now in the digital ecosystem, you will be able to see the new digital species that are emerging and which will help cleanse the ecosystem, bringing back the power to the user. - 149 -
  7. 7. The Course: Digital ecosystem (online) The Course - WHAT - 150 -
  8. 8. The Course: Digital ecosystem The Course - WHAT - 151 -
  9. 9. Digital Ecosystems Definitions The Course - WHAT Digital Business Ecosystems (DBEs) defined The DBE website defines a DBE as the enabling technologies and the paradigms supporting Regional Growth and Innovation in Business Ecosystems mainly composed by SMEs. It goes on to elaborate that…. A natural life ecosystem is defined as a biological community of interacting organisms plus their physical environment. In the same way, a business ecosystem is "the network of buyers, suppliers and makers of related products or services” plus the socio-economic environment, including the institutional and regulatory framework. A digital ecosystem is a self-organising digital infrastructure aimed at creating a digital environment for networked organisations that supports the cooperation, the knowledge sharing, the development of open and adaptive technologies and evolutionary business models. The digital ecosystem approach transposes the concepts to the digital world, reproducing the desiderable mechanisms of natural ecosystems. As several interacting natural ecosystems exist, several digital ecosystems exists due to differentiation and the development of endemic product and services tailored to specific local needs. A digital ecosystem results from the combination of : 1) the free digital ecosystem knowledge- and service-oriented infrastructure, as a public common resource ; 2) the digital components, services and the formalised knowledge which "populate" such infrastructure . A digital ecosystem means to be the ICT-enabling technology for business ecosystems based on the dynamic and amorphous interaction among a multiplicity of small organisations. Business Ecosystem + Digital Ecosystem = ( Innovation Ecosystems or Digital Business Ecosystem ) A Digital Business Ecosytem or Innovation Ecosystem results from the structurally coupled and co-evolving digital ecosystem and business ecosystem. A network of digital ecosystems, will offer opportunities of participation in the global economy to SMEs and to less developed or remote areas. These new forms of dynamic business interactions and global co-operation among organisations and business communities, enabled by digital ecosystem technologies, are deemed to foster local economic growth. This will preserve local knowledge, culture and identity and contribute to overcome the digital divide. Download the DBE book (240 pages) Check the Table of Contents Download Full Book (low res 5.56MB) Download Full Book (high res 85MB) - 152 -
  10. 10. The Course: WHY The Course - WHY Brief Orientation Engagement WHY Analysis Develop skills Evaluation Strategy design - 153 -
  11. 11. Marketing & Marketing Online 1. Segmentation, 9. Process 2. Targeting, 8. Service, Traditional 3. Positioning, Marketing 7. Brand, 4. Differentiation, 6. Selling, 5. Marketing-Mix (Product, Price, Place, Promotion), 1. Communitization, 9. Collaboration 2. Confirming, 8. Caring, New Wave 3. Clarifying, Marketing 7. Character, 4. Coding, 6. Commercialization, 5. Crowd-Combo (Co-Creation, Currency, Communal Activation, Conversation), - 154 -
  12. 12. Principles Some principles - 155 -
  13. 13. Cluetrain manifesto The Cluetrain Manifesto - 1999 A powerful global conversation has begun. Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter —and getting smarter faster than most companies. These markets are conversations. Their members communicate in language that is natural, open, honest, direct, funny and often shocking. Whether explaining or complaining, joking or serious, the human voice is unmistakably genuine. It can't be faked. Most corporations, on the other hand, only know how to talk in the soothing, humorless monotone of the mission statement, marketing brochure, and your-call-is-important-to-us busy signal. Same old tone, same old lies. the cluetrain manifesto No wonder networked markets have no respect for companies unable or unwilling to speak as they do. But learning to speak in a human voice is not some trick, nor will corporations convince us they are human with lip service about "listening to customers." They will only sound human when they empower real human beings to speak on their behalf. - 156 -
  14. 14. Web 2.0 In the opening talk of the first Web 2.0 conference (October 2004), O'Reilly and John Battelle summarized what they saw as the themes of Web 2.0. They argued that the web had become a platform, with software above the level of a single device, leveraging the power of the "Long Tail", and with data as a driving force. According to O'Reilly and Battelle, an architecture of participation where users can contribute website content creates network effects. - 157 -
  15. 15. Il contenuto How Web Content changes - 158 -
  16. 16. Five Mutable Laws The Five Mutable Laws of Web Marketing, by Dr. Ralph F. Wilson 1. The Law of the Dead End Street a. The first law goes like this: Setting up a website is like building a storefront on a dead-end street. If you want any shoppers, you must give them a reason to come. 2. The Law of Giving and Selling a. An important element of Web culture is "free stuff." The Law of Giving and Selling says: Attract visitors to your site by giving away something free, and then try to sell something additional to those who visit. 3. The Law of Trust a. Assuming your products or services are priced competitively and are of good quality, your most significant sales barrier is trust. Trust is the essential lubricant of Web business; without trust, business grinds to a halt. 4. The Law of Pull and Push a. The Fourth Mutable Law of Web marketing is: Pull people to The Five Mutable Laws of Web Marketing your site by your attractive content, then push quality information to them regularly via e-mail. 5. The Law of the Niche a. The Law of the Niche is last but not least. Let me state it this way: Big businesses like and Wal-Mart have the money and clout to "own" whole segments of the marketplace. Small businesses succeed by finding niches that are either unfilled or only partially filled, and filling them with excellence. - 159 -
  17. 17. 15 Princicples 15 Principles of Internet Marketing, Conversation Marketing 1. No one's lives depend on what we do. 2. But people's livelihoods do. So take your work seriously, and take pride in it. 3. 75% of your audience uses a search engine to find you. Get used to it. All the banners and 'viral' marketing on earth won't come close to results produced by a top 5 ranking for a relevant phrase. 4. But, a broad base is better. Don't rely on just one marketing vehicle. Build a complete internet marketing strategy that includes, at a minimum, paid search, organic search, e-mail and online PR. 5. Never underestimate the power of an angry customer. 6. Never underestimate the power of a happy customer. 7. Pretty is great. Easy is better. 8. You're not the customer. 9. Karma exists. Treat customers and prospective customers with respect, and they'll reciprocate. Spam them, annoy them, and lie to them, and they'll retaliate. 10. Risk is necessary. 15 Principles of Internet Marketing | 11. Risk without measurement is suicide. Analytics are a must. Internet Marketing Strategy: Conversation Marketing 12. IT is not marketing. Don't make them run the web site. It's not fair to anyone. 13. A web site does not equal an internet marketing strategy. 14. Plan, but adapt. Don't be stubborn. Listen to what your customers tell you in their response. 15. All marketing has a message. What's yours? - 160 -
  18. 18. Principles Understand & Analyse - 161 -
  19. 19. Crossmedia consumption Some evidences People aged 12 - 24 are notching up 23 cumulative hours a day, engaged in up to five activities simultaneously. NMA, April 2009 On the phenomenon of "continuous partial attention": over 25% of Internet users surveyed in the UK, FR, DE, IT, US, and Japan in October 2008 said they go onto the Internet at the same time as watching TV "most of the time". Ofcom, November 2008 36% of UK broadband users (aged 16-55) state they have both the TV and Internet on in the same room every day. On weekdays the time when TV and Internet multi-tasking is most likely to happen is around 8pm in the evening. TNS/YouTube Media & Audience Study (broadband users aged 16-55), December 2008 - 162 -
  20. 20. ADV: time and expenditure Time & Investments One of the biggest reasons to be hopeful about the outlook for the continued growth of the Internet advertising industry is that when you look at the time U.S. consumers spend on the Internet versus the amount of ad dollars which go there, the proportions are out of whack. As recently as 2008, U.S. consumers spent 38 percent of their media consumption time on the Internet (29 percent if you exclude teens and young adults), but it attracted only 8 percent of advertising dollars. Whereas consumers spent 37 percent of their media consumption time on TV, which captured 32 percent of advertising dollars. If you believe that time is money, advertising dollars should continue to flow towards the Internet. JPMorgan Forecasts A 10.5 Percent Rebound In U.S. Display Advertising in 2010 - 163 -
  21. 21. What to measure How and What to measure: just say “no” to fluffy metrics. The problem all these audience metrics have, whether youʼre talking about an online websiteʼs visitors, a magazineʼs circulations numbers, or a television programʼs gross rating points, is that none of them are actually reflective of how many people actually saw, listened to, or otherwise engaged with your ad. why would we fantasize that it is possible to measure anything accurately across the entire World Wide Web? The only metrics that can be measured accurately are how much the advertiser spends (expenses) and how much they make (revenue). I recommend advertisers get their own Web metrics in order, and learn how to tie them to the only reports that matter: P&L, Balance Sheet & Cash Flow. 1. They must continuously work with their audience to understand its needs and focus on providing relevant content and advertisements. 2. They must work with publishers to help them clearly define what theyʼre trying to accomplish. They must define key performance metrics (e.g., the actions that will define their success). 3. Work with advertisers so that the ads they produce are contextually advertisers-should-be-measuring/ relevant to the content they are producing. 4. Make sure advertisers continuously optimize the ads to achieve better results. 5. Constantly be in discussions with the audience so the promises that marketers make are being met (e.g., not pissing off YOUR audience). the only time people react to an ad is if itʼs relevant to them. - 164 -
  22. 22. Where to act Where to act Special operations “Display” Adv Online promotion Direct Search Adv - 165 -
  23. 23. What about customer Your customers first - 166 -
  24. 24. Untitled Premises Cost to Acquire Customers (CAC) The ability to monetize those customers, or LTV (which stands for Lifetime Value of a Customer) - 167 -
  25. 25. Customer acquisition Customer acquisition cost Besides a future marketing campaign, the Internet marketing consultant will evaluate the current advertising campaign that the company has. Any advertising costs spotted by the Internet marketing consultant that is equal to or more than the customer acquisition cost should be reviewed. Once the Internet marketing consultant knows the customer acquisition cost, he can then use this as a reference point to gauge new means of attracting customers. Companies should be about the customer and not themselves if they want to stay in business. A good Internet marketing consultant knows that all businesses need customers to survive. To acquire and keep a customer, a business has to show a customer how their product or service benefits the customer. Every company needs a good customer service or customer relations department also. Internet marketing consultants should design an efficient customer acquisition strategy. Customers want to know and feel secure that if they do have a problem with the product or service that there is some sort of warranty from the company. To retain a customer, a company has to provide good communication with the customer. Customers want to know that they are appreciated by the company. internet-marketing/customer-acquisition- Customers want to feel satisfied with the product or service that the business is cost.html providing, and they want to be treated with respect. - 168 -
  26. 26. Customer retention Vs value retention Customer retention & value retention 1. Increasing purchases as tenure grows: a. over time, customers come to know their suppliers. Providing the relationship is satisfactory, trust grows while risk and uncertainty are reduced. Therefore, customers commit more of their spending to those suppliers with whom they have a proven and satisfactory relationship. Also, because suppliers develop deeper customer intimacy over time, they can enjoy better yields from their cross-selling efforts. 2. Lower customer management costs over time: a. the relationship startup costs that are incurred when a customer is acquired can be quite high. It may take several years for enough profit to be earned from the relationship to recover those acquisition costs. For example, it can take six years to recover the costs of winning a new retail bank customer. In the B2B context in particular, ongoing relationship maintenance costs such as selling and service costs can be low relative to the costs of winning the account. Therefore, there is a high probability that the account will become more profitable on a period-by-period basis Customer-retention-vs-value-retention as tenure lengthens. These relationship maintenance costs may eventually be significantly reduced or even eliminated as the parties become closer over time. In the B2B context, once automated processes are in place, transaction costs are effectively eliminated. Portals largely transfer account service costs to the customer. In the B2C context, especially in retailing, the assertion that acquisition costs generally exceed retention costs is hard to prove. This is in part because it is very difficult to isolate and measure customer acquisition costs. Ecommerce make it more measurable 3. Customer referrals: a. customers who willingly commit more of their purchases to a preferred supplier are generally more satisfied than customers who do not. They are therefore more likely to utter positive word-of- mouth and influence the beliefs, feelings and behaviours of others. Research shows that customers who are frequent buyers are heavier referrers. For example, online clothing customers who have bought once refer three other people; after ten purchases they will have referred seven. In consumer electronics, the one- time customer refers four; the ten times customer refers. The referred customers spend about 50 to 75 percent of the referrer's spending over the first three years of their relationship. However, it is also likely that newly acquired customers, freshly enthused by their experience, would be powerful word-of-mouth advocates, perhaps more than longer-term customers who are more habituated. 4. Premium prices: a. customers who are satisfied in their relationship may reward their suppliers by paying higher prices. This is because they get their sense of value from more than price alone. Customers in an established relationship are also likely to be less responsive to price appeals offered by competitors. - 169 -
  27. 27. Drivers to balance Balancing flows leveraging on online - 170 -
  28. 28. Inbound Marketing Inbound marketing and its opposite outbound marketing have various meanings depending on the context. One pair of definitions[1][2][3][4] are: Inbound marketing is a style of marketing that focuses on getting found by customers. This sense is related to relationship marketing and Seth Godin's idea of permission marketing. David Meerman Scott recommends that marketers "earn their way in" (via publishing helpful information on a blog etc.) in contrast to outbound marketing where they used to have to "buy, beg, or bug their way in" (via paid advertisements, issuing press releases in the hope they get picked up by the trade press, or paying commissioned sales people, respectively). Next best action marketing can also be applied. Antonym: Traditional marketing (outbound marketing) is where companies focus on finding customers by advertising. This sense is related to intrusion marketing and Godin's term interruption marketing. An older pair of definitions[5] are: Inbound marketing is market research. In contrast to the above, pieces of information about customer needs, not customers themselves, flow into the company. Knowledge of customer needs drives future product capability. This sense is related to the term product management. Peter Drucker believed[6] this to be the quintessence of marketing. Antonym: Outbound marketing is marketing communications. In this sense, information about finished product capability flows out to prospective customers who have a need for it. This sense is related to the term product marketing. - 171 -
  29. 29. Key tools External Internal Online reputation CRM Benchmark Key tools Business Intelligence Report Analytics - 172 -
  30. 30. CRM CRM Key principles 1. Attracting new customers costs more than retaining existing customers a. A satisfied customer stays with a company longer, spends more and may deepen the relationship. For example a happy credit card customer may enlist the companyʼs financial services and later take travel insurance. b. This is an easy “sell”, compared with direct marketing campaigns, television advertisements and other sophisticated and expensive approaches to attract new customers. 2. Customer service costs real money a. Real costs are associated with providing customer service and companies spend in line with a customerʼs value. If you are a high value customer or have the potential of being high value, you will be serviced more carefully. b. Companies reduce the cost of customer service by using telephone voice response systems, outsourcing call centers to cheaper locations, and self-servicing on the internet. However, companies risk alienating customers through providing an impersonal service. service.html c. Some internet banking companies are bucking the trend by charging customers to contact them. In exchange, customers receive better interest rates due to reduced overheads and are satisfied with that. 3. Understand your customersʼ needs and meet them a. How can you meet your customersʼ needs, if you donʼt know them? To understand your customerʼs needs, just listen to the “voice of the customer” and take action accordingly. b. Customer listening can be done in many ways, for example feedback forms, mystery shopping, and satisfaction surveys. Some companies involve senior employees in customer listening to ensure decisions benefit the customer as much as the company. 4. Good process and product design is important a. Good quality customer service is only one factor in meeting customer needs. Well designed products and processes will meet customersʼ needs more often. Quality movements, such as Six Sigma, consider the “cost of quality” resulting from broken processes or products. Is it better to service the customer well than to eradicate the reason for them to contact you in the first instance? 5. Customer service must be consistent a. Customers expect consistent quality of customer service; with a similar, familiar look and feel whenever and however they contact the company. b. Say you visit an expensive hairdressing salon and receive a friendly welcome, a drink and a great haircut. You are out of town and visit the same hairdressing chain and get no friendly welcome, no drink and a great hair-cut. Are you a satisfied customer who will use that chain again? Probably not, as you did not receive the same customer service – which is more than a good hair-cut. 6. Employees are customers too a. The quality management movement brought the concept of internal and external customers. Traditionally the focus was on external customers with little thought given to how internal departments interacted. Improving relationships with internal customers and suppliers assists delivery of better customer service to external customers, through reduced lead-times, increased quality and better communication. b. The “Service-Profit Chain” model developed by Harvard University emphasizes the circular relationship between employees, customers and shareholders. Under-staffed, under-trained employees will not deliver good quality customer service, driving customers away. Equal effort must be made in attracting, motivating and retaining employees as is made for customers, ultimately delivering improved shareholder returns. Better shareholder returns mean more money is available to invest in employees and so the circle continues. 7. Open all communications channels a. The customer wants to contact you in many ways – face to face, by mail, phone, fax, and email - and will expect all of these communication channels to be open and easily inter-mingled. b. This presents a technical challenge, as it requires an integrated, streamlined solution providing the employee with the information they need to effectively service the customer. 8. Every customer contact is a chance to shine a. If a customer contact concerns a broken process, then empowered employees will be able to resolve the complaint swiftly, possibly enhancing the customerʼs perception of the company. Feeding back this information allows corrective action to be made, stopping further occurrences of the error. b. If you inform customers about new products or services when they contact you, you may make a valuable sale, turning your cost centre into a profit centre. This is only possible when you have a good relationship with your customer, where you understand their specific needs. A targeted sales pitch will have a good chance of success, as the customer is pre-sold on the companyʼs reputation. 9. People expect good customer service everywhere. a. Think about an average day – you travel on a train, you buy coffee, you work. You expect your train to be on time, clean and be a reasonable cost. You expect your coffee to be hot and delivered quickly. You expect your work mates to work with you, enabling you to get the job done. b. People become frustrated when their expectations are not met, and increasingly demand higher service quality in more areas of their lives. c. Providing outstanding customer service at the right price is the holy grail of most companies. It is worth remembering that we all experience customer service every day. We can learn from these and apply them in our own line of work, whatever it may be. The quality of customer service will make you stand out from your competitors – make sure itʼs for the right reasons - 173 -
  31. 31. CRM Planning - The Approach Planning CRM - The Approach - 174 -
  32. 32. CRM - The Touchpoints Customer Touch points Key-concept Online Touchpoints an Example (Talisma Corporation Customer interaction tools) - 175 -
  33. 33. Business intelligence definition Business Intelligence skills, processes, Business Intelligence (BI) refers to technologies, applications and practices used to support decision making. BI technologies provide historical, current, and predictive views of business operations. Common functions of Business Intelligence technologies are reporting, online analytical processing, analytics, data mining, business performance management, benchmarking, text mining, and predictive analytics. Business Intelligence uses technologies, processes, and applications to analyze mostly internal, structured data and business processes while Competitive Intelligence, is done by gathering, analyzing and disseminating information with or without support from technology and applications, and focuses on all-source information and data (unstructured or structured), mostly external to, but also internal to a company, to support decision making. - 176 -
  34. 34. Analytics How Are People Behaving on Your Site - 177 -
  35. 35. Online reputation Online Reputation Management Online reputation management, or ORM, is the practice of consistent research and analysis of oneʼs personal or professional, business or industry reputation as represented by the content across all types of online media. It is also sometimes referred to as online reputation monitoring, maintaining the same acronym. Specifically, the online media that is monitored in ORM is: 1. Traditional or mainstream websites 2. Social networks 3. Consumer Review sites 4. Social news/bookmarking sites 5. Collaborative Research sites such as Yahoo Answers, Rediff Q&A 6. Independent discussion forums 7. User-generated content (UGC)/Consumer Generated Media (CGM) 8. Blogs 9. Microblogging (Twitter....) 10. Blogging communities Online_reputation_management - 178 -
  36. 36. Online reputation measuring tools Online reputation measuring tools 1. Search & Aggregators a. i. 1. To begin with, we'll look at Trackur. This new tool scours blogs, news sites, images, and videos for you to track your name, company brands, industry trends, or even news about your competitor. The tool allows you to search for a keyword or keywords, but also allows you to filter that search to include only instances where that keyword is coupled with other words and/or filter out instances where certain other keywords are present. Once the search has been customized, it can be saved and then subscribed to via an RSS feed or email. The items Trackur finds can also be bookmarked or emailed. brand-monitoring-tools/ b. how_to_manage_your_online_reputation i. .php 1. One of the simplest and easiest ways to track something on the way, your reputation or otherwise, is to use Google Alerts. With this free service, you can search either all of Google's properties, or you can specify that only News, Blogs, Web, Video, or Groups is searched. You can then configure the Alerts results to be emailed to you either as it happens, once a day, or once a week. There is also a page where you can edit the alerts once they are created or delete them when they are no longer in use. c. i. 1. The blog search engine Technorati is also a good free resource for tracking what's being said in the blogosphere. The service indexes posts as they are published and with any search you do on the site, there is an RSS button that you can use to subscribe to the search. When viewing the results on the web site, you can click between tabs to see just the Posts, Blogs, Photos, or Videos containing your search terms. d. MonitorThis i. ii. 1. A simple online tool called MonitorThis lets you subscribe to results of a search from 22 different search engine feeds at the same time. The engines searched include the main search engines like Google, MSN, and Yahoo, as well as smaller engines like Plazoo, Blogmarks, and Topix. The results are provided in OPML format. Although you have to copy and paste the code into a file you create on your computer in order to subscribe, it's still worth checking out as the list of engines searched makes this a good resource. e. Create Your Own Custom Search 2. Social Search a. i. 1. Social meter scans the major social websites to analyze a webpage's social popularity. Currently we scan, Digg, Furl, Google, Jots, Linkroll, Netscape, Reddit, Shadows, Spurl, Technorati, and Yahoo My Web. b. i. 1. Social Media Alerts Like Google Alerts but for social media. Receive free daily email alerts of your brand, company, CEO, marketing campaign, or on a developing news story, a competitor, or the latest on a celebrity.Social Mention is a social media search engine that searches user-generated content such as blogs, comments, bookmarks, events, news, videos, and microblogging services. It allows you to track mentions of your brand across all of these areas. Other social search engines include Serph and Keotag. c. i. 1. A service from Keotag is a great tool for bloggers and those researching a topic in the blogosphere. The site lets you just search for items that are tagged with a particular keyword. d. 3. Blog Comments a. i. BackType ii. Backtype is a tool for monitoring blog comments. If people commented on various blog posts, citing your name, you never used to have a way of tracking it, until now. Backtype is a service that lets you find, follow, and share comments from across the web. Whenever you write a comment with a link to your Web site, Backtype attributes it to you. 4. Social Comments a. i. ii. Yacktrack lets you search for comments on your content from various sources, such as Blogger (blogger), Digg (Digg), FriendFeed, Stumbleupon (StumbleUpon), and Wordpress (WordPress) blogs. For instance, if you comment on a blog, you can locate other people who are commenting on that same blog post and rejoin the conversation. iii. My favorite feature of this tool is the “Chatter” tab, which allows you to perform keyword searches on social media sites and then notifies you of instances of your brand name. Yacktrackʼs search page results also give you an RSS feed for the search term. You can also use Commentful and co.mments to track your social comments on the web. 5. Discussion Boards a. i. ii. Along with blogs and traditional news stories, discussion boards are another channel where people can gather in a community and talk about you. Most people disregard discussion boards until they see other sites commenting on information viewed on them. Use to get instant alerts from threads citing your name. iii. Boardreader and Big Boards are other tools that work similar to this one 6. Twitter a. i. ii. Twitter (Twitter) messages (tweets) move at the speed of light, and if you donʼt catch them they will spread like a virus. Using Twitter search (tweetzi Twitter Search), you can locate any instances of your name and decide whether you want to tweet back or ignore them. It really depends on the context and meaning of the tweet. iii. Conduct a search for your name, your companyʼs name, or various topics youʼre interested in and then subscribe via RSS. Twilert and TweetBeep are additional tools you can use to receive email alerts. 7. Tools & Services a. i. FiltrBox 1. While all the other tools listed are quite rudimentary, this one is rather complex and intelligent. Instead of being hit with hundreds or even a thousand results for your brand name, Filtrbox only delivers the most relevant, credible mentions of things you need to track. Its “FiltrRank” technology scores content based on three dimensions: contextual relevance, popularity and feedback. You can look back to previous searches 15 days out for free as well. 8. Your Network a. networkA lot of people overlook a strong network when it comes to monitoring their brands. If you have a robust network, especially people in your industry who observe the same keywords as you, then you will receive important updates without even asking for them. - 179 -
  37. 37. Benchmark Benchmarking Benchmarking is the process of comparing the business processes and performance metrics including cost, cycle time, productivity, or quality to another that is widely considered to be an industry standard benchmark or best practice. Essentially, benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard. The result is often a business case and "Burning Platform" for making changes to make improvements. Also referred to as "best practice benchmarking" or "process benchmarking", it is a process used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice companies' processes, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices. - 180 -
  38. 38. Principles Setting GOALS - 181 -
  39. 39. Goal Definition Goal - 182 -
  40. 40. Untitled SMART Goals ◆ Specific ◆ Measurable ◆ Achievable ◆ Realistic ◆ Time Sensitive - 183 -
  41. 41. Strategic plan - process Strategic Plan - Process !" Vision Define the vision and set a mission Measure statement with hierarchy of goals and objectives Discover Control !" SWOT !" Monitor and get feedback from Analysis conducted according to the implemented processes to fully control the desired goals operation Implement Implement Formulate !" !" Implementation of the agreed upon Formulate actions and processes to be processes taken to attain these goals Design - 184 -
  42. 42. Environment But …. What about the ENVIRONMENT the circumstances, objects, or conditions by which one is surrounded From: - 185 -
  43. 43. Why study the environment Why study the environment? ◆ Measurable ◆ Achievable ◆ Realistic - 186 -
  44. 44. Situation: the environment Environment: Online Internet users 1.73 billion – Internet users worldwide (September 2009). 18% – Increase in Internet users since the previous year. 738,257,230 – Internet users in Asia. 418,029,796 – Internet users in Europe. 252,908,000 – Internet users in North America. 179,031,479 – Internet users in Latin America / Caribbean. 67,371,700 – Internet users in Africa. 57,425,046 – Internet users in the Middle East. 20,970,490 – Internet users in Oceania / Australia. - 187 -
  45. 45. Situation: social Online Environment: Online Social Social media 126 million – The number of blogs on the Internet (as tracked by BlogPulse). 84% – Percent of social network sites with more women than men. 27.3 million – Number of tweets on Twitter per day (November, 2009) 57% – Percentage of Twitterʼs user base located in the United States. 4.25 million – People following @aplusk (Ashton Kutcher, Twitterʼs most followed user). 350 million – People on Facebook. 50% – Percentage of Facebook users that log in every day. 500,000 – The number of active Facebook applications. - 188 -
  46. 46. Ecommerce Conversion Rate Environment: Ecommerce Conversion Rates Statistics When benchmarking conversion rate, site owners should go beyond headline conversion rates to compare these four key types of conversion rate: 1. Overall site session (visit) conversion rate a. as reported in the Coremetrics example 2. Visitor conversion a. ratecalculated by dividing the number of conversion events by the number of unique visitors within a defined time period. 3. Shopping basket conversion rate a. percentage who add item to basket who convert, e.g. 4. Session search conversion rate a. (percentage of visits which include a search (notice that conversion rate and average order value (AOV) tends to be higher for these visitors - 189 -
  47. 47. Ecommerce Conversion Vaulue Situation: Ecommerce Conversion - 190 -
  48. 48. Situation: Ecommerce Conversion Situation: Ecommerce Conversion 2 US UK - 191 -
  49. 49. Situation: social commerce Situation: Social commerce Luxury Institute research revealed that, of the customers who shop for high-end merchandise online, 78 percent of them did so in order to find the best price while nearly as many, 77 percent, did so to compare brands (BrandWeek, January 2010). Customer Stories campaign drove 13,000 new prospects for La-Z-Boy. (La-Z-Boy, 2009) - 192 -
  50. 50. Customer value Agrawal et al. (2001) have performed a further analysis where they modeled the theoretical change in net present value contributed by an e-commerce site in response to a 10% change in these performance drivers: 1. Attraction a. Visitor acquisition cost – 0.74 % change in NPV b. Visitor growth – 3.09 % change in NPV 2. Conversion a. Customer conversion rate – 0.84 % change in NPV b. Revenue per customer – 2.32 % change in NPV 3. Retention a. Cost of repeat customer – 0.69 % change in NPV b. Revenue per repeat customer – 5.78 % change in NPV c. Repeat customer churn rate – 6.65 % change in NPV d. Repeat customer conversion rate – 9.49 % change in NPV This modeling highlights the importance of on-site marketing communications and the quality of service delivery in converting browsers to buyers and buyers into repeat buyers. - 193 -
  51. 51. The Target -Online Target: Online Consumers - 194 -
  52. 52. Online consumer behaviour Target: Online Consumers Key Findings - 195 -
  53. 53. Untitled Target: Online Consumers behaviour Need "End-to-End" Convenience use the Internet to make their lives easier, and tend to log on with a specific purpose in mind Simplifiers Simplifiers spend just 7 hours per month on the Web, they have the longest tenure online (49% have been online for over 5 years) Read Online, Buy Offline Want "What's New" Sportsters (just 4% of active online users) Sportsters They access over four times as many pages as the average user, and move focus on sports and entertainment sites. quickly among the domains, continually seeking new experiences. constitute just 8% of the active user Read Online, Buy Offline population, but they account for 32% of online time Surfers Only half of Routiners have made purchases online, and just 6% have made Routiners a site needs five or more online purchases. cutting-edge Online Consumer design and Routiners want superior content and the features, constant sense they are getting "something special What they want updates, a strong online brand, and an assortment of products and Thrilled by the Hunt services. only 8% of active online users and spend less time online than the average user, Excited by the Novelty they represent 52% of eBay visitors account for 36% of the active user sites must appeal to Bargainers population them on both rational and emotional levels, satisfying their need for just 42% have made purchases online competitive pricing, the What they want Connectors (versus an average of 61%) excitement of the "search," and the desire 40% of them have been online less than for community two years GOAL Move them to simplifiers - 196 -
  54. 54. Structure of a goal Company Target Company goal Disintermediation (sell-direct) Create new online intermediary (countermediation) the evaluation and selection of Channel structure modifications. Target market strategies appropriate segments and the Partner with new online or existing development of appropriate offers. intermediaries Do-nothing! Positioning and Define online customer value proposition differentiation strategies. (OVP). how should internal structures be changed to deliver e-marketing Organisational restructuring required. ONLINE how should the structure of links with other GOALS organisations be changed to achieve e- marketing objectives Internet will primarily complement the Resourcing - Internet companyʼs other channels or primarily marketing priorities replace other channels sell more existing products Market penetration into existing markets Attraction sell into new market Market development Market and product the balance on investment on customer CRM focus and financial control Conversion digital products or services development acquisition and retention can be developed that can be Product development strategies delivered by the Internet. Retention new products are developed which are sold into new markets Diversification - 197 -
  55. 55. Online goals in short 5 key goals of Online Marketing 1. Objective Sell a. Define objectives for selling to the customer online 2. Objective Serve a. Define objectives for serving the customer online 3. Objective Speak a. Define objectives for speaking to the customer online 4. Objective Save a. Define objectives for saving online 5. Objective Sizzle a. Define objectives for enhancing the brand online - 198 -
  56. 56. 10 online marketing goals Top 10 Online Marketing Goals for B2B Marketers 1. Improve Number of Leads - a. bottom line is lead generation and improving ROI. 2. Improve the Quality of Online Leads - a. better leads can mean quicker and potentially more sales. 3. Improve the Overall Online Experience - a. keep your users' needs first and foremost to help build lifetime value and relationship. Improving the online experience will help improve repeat visits and help generate top of mind awareness. 4. Improve the Engagement Rate - a. engaging the user with proper use of conversion triggers and calls to action can help increase the number of leads that are generated. 5. Move Prospects Through the Buying Process/Funnel - a. A key goal for B2B marketers should be to help solve the needs of their prospects by providing them with all of the information they need to make a purchase decision as they work through the buying funnel. 6. Increase the Number of Qualified Visitors to your sites - a. increasing the number of qualified visitors to your site means a greater chance for obtaining more qualified leads. 7. Reduce Cost of Leads - a. an effective online strategy can help reduce the cost of each lead that is generated. 8. Increase Online Inquiries - a. one of the more important conversions that B2B marketers should focus on is to increase online inquiries that have the potential to become qualified leads. Depending on the phase of the buying funnel the user is at, you can use your online marketing strategy to intercept the prospect and increase the number of email requests or phone calls for additional information inqueries that the user may have. 9. Promote Offline Sales - a. use online to drive offline business. The majority of actual B2B transactions will take place offline. 10. Deliver Customer Service and Value to Your Target Market(s) - a. rounding out the top 10 online marketing goals for B2B marketers is delivering value to your site visitors. No explanation is needed as providing customer interception points and delivering effective customer service online can provide positive results offline. - 199 -
  57. 57. Risorse Other Resources 1. Internet Stats a. i. 2. Collections a. Luxury Online marketing Short essentials-of-luxury-digital-marketing Gerd Leonhard - Luxury Future ! ! future-of-the-luxury-market-gerd-leonhard-luxury- interactive-london-march-17-2009 Tutorial - Marketing Plan marketing=business-plan&title=How%20to%20Write%20a %20Marketing%20Plan - 200 -
  58. 58. Principles The Online Mix - 201 -
  59. 59. Online budget Proportion of marketing budget allocated to digital channels Allocation of budget to digital media channels - 202 -
  60. 60. Optimize digital marketing Mix Optimize digital marketing Mix optimising-your-digital-marketing-mix - 203 -
  61. 61. Digital Marketing Mix Starting point Digital Marketing Mix Starting point - 204 -
  62. 62. Digital Marketing Mix: Onsite Digital Marketing Mix: Onsite - 205 -
  63. 63. Digital Marketing Mix: Social media Digital Marketing Mix: Social media - 206 -
  64. 64. Digital Marketing Mix: the Budget Digital Marketing Mix: the Budget - 207 -
  65. 65. Digital Marketing Mix in short Digital Marketing Mix in short - 208 -
  66. 66. Digital Marketing Mix - 209 -
  67. 67. Social Networks Social Networks - 210 -
  68. 68. What The conversation Prism - 211 -
  69. 69. Untitled Social Network and Communities on Fashion 1. a. Chictini is a fashion social network that focuses on fashion discovery. You can submit products and show off your personal style while connecting with people like yourselves. 2. 3. a. 2threads is a social network with style. It is a place where anyone with a penchant for fashion can come to look, love and buy fashion all in one, easy to reach place. No matter who you are or where you are from 2threads is a place where you can engage in all your guilty fashion-fixated vices. b. 4. a. is a fashion community and social network for people who love fashion. Keep up with cutting edge fashion, become a fashioniser. b. 5. a. The Fashion Network is a social networking website designed to be used specifically by those passionate about fashion and style. Here you will be able to connect with like minded individuals from across the globe. The Fashion Network is brought to you by Chatter. b. 6. a. My Kids Fashion is the kids fashion industry's first social network created for designers, retailers, manufacturers and consumers located across the globe. My Kids Fashion is managed by - Online Guide to Kids Fashion Worldwide. b. 7. a. StyleCaster is a fashion social network where influencers connect with each other, explore the world of style, share content and get recommendations from peers and experts around the world. b. 8. a. is an online style club for people who live for fashion, design and shopping. It's where you meet your style muses and follow them as they discover and share their latest finds. Part social-networking club, part pop-culture lab , is one big ensemble cast of trendsetters creating, discovering and buying the next big thing! b. 9. a. Tee shirt company base on people contribution b. 10. a. community based tee shirt company b. 11. a. Our platform helps to democratize fashion, where fans give the yay or nay to which designs get produced and sold. The UsTrendy community helps uncover the gems of top-rated indie designers, who get a shot at making their fashion dreams a reality b. 12. a. Community contributions with a brand-based cataglogue: news, articles, videos, images b. 13. a. Weardrobe is the easiest way to share photos of what you wear b. 14. a. Polyvore's easy-to-use virtual styling tool lets people mix and match products from any online store to create their own fashion collections called "sets". The Polyvore community consists of trendsetters, shoppers and aspiring stylists, who create more than 30,000 sets daily and spend an average of 10 minutes on the site per visit. With over 6 million unique visitors and 140 million pageviews per month, Polyvore is the largest fashion community site in the world. b. 15. a. The Visual Platform For Creative People Promote and distribute your work Curate your own content through the Visual CuratorTM Discover people and build relationships Spot trends and get accessto sources of inspiration 16. 17. a. A site for adventurous fashionistas to try their hand at creating their own clothes with patterns, tips, a forum and more. b. 18. a. the web's premiere shoe community. Here you can organize your shoe collection to perfection, and show it off to your friends and other shoe aficionados. Share shoe pics, shop for shoes, read our Morning Shoe Report, and enjoy our superior collection of shoe quotes, and shoe videos, updated every weekday. Or, join our vibrant community of shoe bloggers: b. 19. a. StyleMob is a new community for street fashion inspiration. Our mission: to create a place for real people to have a say about fashion. When you come to StyleMob, you find out how real people put together their outfits and upgrade your own look with fresh ideas. b. 20. a. Blog and “standard” community Get advice, give advice, share excitement about a new purchase, or just have a good yak. Even with thousands of members, the forum is an intimate place where great friendships have been bor b. 21. a. NOTCOT is a visual filtration of ideas + aesthetics + amusements. NOTCOT's two sites have become the daily sources of inspiration for creatives everywhere, fighting the good fight against "creative block" since 2005 with visually stunning imagery, the latest in international trends, and a passion for all things well designed. b. 22. a. is a community of creatives, design lovers, and trendsetters - where .org serves as the studio bulletin board gone digital - each image and caption brings you to a place worth visiting. It's about sharing what inspires you b. 23. a. La première communauté de Fashion Addicts pour diffuser son Style, ses meilleurs Looks, ses bons plans mode, et gagner des fringues ! b. 24. a. It is a place for people to organize and execute their own sense of what is fashion. We want you to show us what that look is. Style du Jour is perfect for the person who is looking to express themselves or is too busy to fuss with an unorganized closet. We will help you organize your wardrobe online so you have an easy, manageable, and fun way to put your look together. b. 25. a. Social Shopping, celebrity monitoring, community to share your outfit and the things you love b. 26. a. upload your clothes (images are outlined) create and share your outfit, get comment and suggestion from the community b. 27. a. PopSugar Community is the place to dish on the latest gossip, share fashion finds, learn beauty secrets, review movie and tv shows, discussmom advice, swap delicious recipes, live happy and healthy, and much more. b. 28. a. Upload your look and get comments, easy tool to create spot on images b. - 212 -
  70. 70. Why Social Networks: What people do - 213 -
  71. 71. Untitled Max Ramaciotti - 214 -