Slide 8.1 Chapter 8 E-Marketing David Chaffey, E-Business

Slide 8.1 Chapter 8 E-Marketing David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.2 Learning Outcomes Assess the need for separate e-business and e-marketing strategies Create an outline e-marketing plan intended to implement the e-marketing strategy Distinguish between marketing communication characteristics of traditional and new media. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.3 Management Issues How do we integrate traditional marketing approaches with e-marketing? How can we use electronic communications to differentiate our products and services? How do we redefine our marketing and communications mixes to incorporate new media? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.4 E-Marketing The definition of marketing by the Chartered Institute of Marketing (http://www.cim.co.uk/) is: Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitability Which e-marketing tools can assist? – Web, e-mail, databases, wireless and digital television David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.5 How Do E-Tools Support Marketing? Identifying how can the Internet be used for marketing research to find out customers’ needs and wants? Anticipating we have seen in Chapter 5 that anticipating the demand for digital services(the online revenue contribution) is key to governing the resource allocation to e-business. Satisfying a key issue for e-marketing is how to achieve customer satisfaction through the electronic channel; this raises issues such as: is the site easy to use, does it perform adequately,what is the standard of associated customer service and how are physical products dispatched? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.6 Figure 8.1 The operational and management processes of e-marketing Source: Econsultancy (2008) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.7 Figure 8.1 shows that there are three main operational processes involved in e-marketing. These are: Customer acquisition. Attracting visitors to a web site or promoting a brand through reaching them via search engines or advertising on other sites. Customer conversion. Engaging site visitors to achieve the outcomes the site owner seeks such as leads, sales or browsing of other content. Developing a satisfactory customer experience is vital to this. Customer retention and growth. Encouraging repeat usage of digital channels and for transactional sites, repeat sales. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.8 Figure 8.1 The operational and management processes of e-marketing (Continued) Source: Econsultancy (2008) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.9 Figure 8.2 The e-marketing plan in the context of other plans David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.10 Figure 8.2 The e-marketing plan in the context of other plans. Figure 8.2 shows that typically there is a hierarchy of plans in an organization with the corporate or business plan informing the marketing plan and this then informing specific market plans for different products or geographical markets. There is usually a separate communications plan which details the marketing campaigns that need to be executed to achieve the marketing objectives from the marketing plan. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.11 Figure 8.3 SOSTAC – a generic framework for e-marketing planning David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.12 Figure 8.3 SOSTAC – a generic framework for emarketing planning We will use a similar strategy process model for emarketing planning to that introduced in Chapter 5. In this chapter we use the SOSTAC framework developed by Paul Smith (1999) and this summarizes the different stages that should be involved in a marketing strategy from strategy development to implementation (Figure 8.3). The stages involved can be summarized as: Situation – where are we now? Objectives – where do we want to be? Strategy – how do we get there? Tactics – how exactly do we get there? Action – what is our plan? Control – did we get there? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.13 Figure 8.4 Usage of detailed e-marketing plans in e-commerce organizations Source: Econsultancy (2008) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.14 Figure 8.4 Usage of detailed e-marketing plans in ecommerce organizations as an international e-consultancy survey of ecommerce managers shows (Figure 8.4). In the longer term, once an organization has successfully defined its approaches to Internet marketing, it is likely that a separate Internet marketing strategy or e-marketing plan will not need to be developed each year since the Internet can be considered as any other communications medium and integrated into existing communications plans as suggested by Figure 8.4. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.15 Figure 8.5 Inputs to the e-marketing plan from situation analysis David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.16 Figure 8.5 Inputs to the e-marketing plan from situation analysis Figure 8.5 shows the inputs from situation analysis that inform the emarketing plan. These mainly refer to a company’s external environment. The study of an organization’s online environment was introduced in Figure 2.1 and Figure 2.3 where it was noted that there was the immediate (micro-)environment of customers, competitors, suppliers and intermediaries and a broader (macro-)environment of social, legal, political, economic and technological characteristics. Situation analysis will involve consideration of all of these factors and will form the basis for defining objectives, strategies and tactics. Consideration of the SLEPT or macro-environment factors is a major topic that is covered in Chapter 4. In this chapter we will concentrate on what needs to be analyzed about the more immediate marketplace in terms of customers, competitors, intermediaries and market structure. An internal audit of the capability of the resources of the company such as its people, processes and technology also needs to take place. In Chapter 5 we introduced the use of a SWOT analysis for an organizations’ digital channels. The SWOT can be used to summarize the range of analyses covered in this section. Figure 8.6 gives an example of a typical Internet SWOT David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.17 Demand Analysis Questions What percentage of customer businesses have access to the Internet? What percentage of members of the buying decision in these businesses have access to the Internet? What percentage of customers are prepared to purchase your particular product online? What percentage of customers with access to the Internet are not prepared to purchase online, but are influenced by web-based information to buy products offline? What is the popularity of different online customer engagement devices such as Web 2.0 features such as blogs, online communities and RSS feeds? What are the barriers to adoption amongst customers of different channels and services and how can we encourage adoption? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.18 Figure 8.6 Example SWOT analysis David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.19 Figure 8.7 Example SWOT analysis (Continued) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.20 Activity Competitor Analysis You are an e-commerce manager within the AA or a similar motoring organization – Which criteria would you use to compare a competitor’s online offering? – Group them under five or six headings – Conduct an assessment of your services against competitors such as RAC and Green Flag – Products – car breakdown cover, insurance. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.21 Benchmarking Organizational E-Marketing Capabilities Financial performance – current profitability of e-channel activities Marketplace performance – market share and sales trends and significantly the proportion of sales achieved through the Internet. Business and revenue models – do these differ from other marketplace players? Marketing communications techniques – is the customer value proposition of the site clear? Does the site support all stages of the buying decision from customers who are unfamiliar with the company through to existing customers? Are special promotions used on a monthly or periodic basis? Beyond the competitor’s site, how do they make use of intermediary sites to promote and deliver their services? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.22 Benchmarking Organizational E-Marketing Capabilities (Continued) Services offered – what is offered beyond brochureware? Is online purchase possible, what is the level of online customer support and how much technical information is available? Implementation of services – these are the practical features of site design such as aesthetics, ease of use, personalization, navigation and speed. The 7Ps David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.23 Figure 8.7 Customer demand analysis for the car market David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.24 Figure 8.8 Benchmark comparison of corporate websites Source: Bowen Craggs & Co (www.bowencraggs.com) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.25 Assessment of the future online promotion contribution and online revenue for a B2B company, for Product A, Europe Figure 8.9 David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.26 Figure 8.10 easyJet web site Source: www.easyjet.com David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.27 Table 8.3 The relationship objectives, strategies and performance indicators for a B2B company (in order of priority) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.28 Table 8.3 The relationship objectives, strategies and performance indicators for a B2B company (in order of priority) (Continued) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.29 Another Approach To Goal Setting Business effectiveness. Contribution of site to revenue (see objective setting), profitability and any indications of the corporate mission for the site. The costs of producing and updating the site will also be reviewed, that is cost-benefit analysis Marketing effectiveness. These measures may include: – leads; sales; retention; market share; brand enhancement and loyalty; Customer service – These measures will be assessed for each of the different product lines delivered through the web site. The way in which the elements of the marketing mix are utilized will also be reviewed. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.30 Another Approach To Goal Setting (Continued) Internet effectiveness. These are specific measures that are used to assess the way in which the web site is used, and the characteristics of the audience – Such measures include specialist terms such as hits and page impressions that are collected from the log file, and also more typical techniques such as focus groups and questionnaires to existing customers. From a marketing point of view, how clear the value proposition of the site is for the customer should be noted David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.31 Example Internet marketing objectives within the balanced scorecard framework for a transactional e-commerce site Table 8.4 David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.32 Examples of SMART E-Marketing Objectives Start-ups – acquiring a specific number of new customers or to sell advertising space to generate a specified revenue that will hopefully exceed investment in site creation and promotion! Established mobile phone operator – increase customer retention by reducing churn from 25% to 20% Established media company – increase online revenue, target of 20% online contribution to revenue by offering new online services and media sales. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.33 Examples of SMART E-Marketing Objectives (Continued) Established business-to-business engineering company – increase overall revenue by 5%, through targeting sales in new international markets. Reduce costs of routine customer service by 10% to enable focus on delivery of specialized customer service. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.34 Table 8.5 Summary of typical focus for main types of e-commerce-related strategic initiatives David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.35 Table 8.5 Summary of typical focus for main types of e-commerce-related strategic initiatives (Continued) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.36 Table 8.5 Summary of typical focus for main types of e-commerce-related strategic initiatives (Continued) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.37 Figure 8.11 Stages in target marketing strategy development David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.38 De Kare-Silver ES Test 1. Product characteristics. Does the product need to be physically tried, or touched before it is bought? 2. Familiarity and confidence. Considers the degree the consumer recognizes and trusts the product and brand 3. Consumer attributes. These shape the buyer’s behaviour – are they amenable to online purchases in terms of access to the technology skills available and do they no longer wish to shop for a product in a traditional retail environment? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.39 Table 8.6 Product scores in de Kare-Silver (2000), Electronic Shopping Potential Test David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.40 Online Value Proposition A clear differentiation of the proposition from competitors based on product features or service quality. Target market segment(s) that the proposition will appeal to. How the proposition will be communicated to site visitors and in all marketing communications. Developing a tag line can help this. David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.41 Online Value Proposition (Continued) How the proposition is delivered across different parts of the buying process How the proposition will be delivered and supported by resources – is the proposition genuine? Will resources be internal or external? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.42 Example OVPs ‘Compare. Buy. Save’. Kelkoo (www.kelkoo.com) ‘Earth’s biggest selection’. Amazon (www.amazon.com) ‘Search the largest inventory of cars and trucks on the Internet. More than 1.5 million listings, updated daily’ (www.autotrader.com) The Citibank site design (www.citibank.com) uses a range of techniques to illustrate its core proposition and OVP. The main messages are Welcome to Citibank: The one-stop solution for all your financial needs – Look for a product or service; Learn about a financial product; Find a location. – David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.43 Table 8.7 A range of targeting and segmentation approaches for a digital campaign David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.44 Figure 8.12 The extent to which different types of segmentation variables tend to be predictive of response David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.45 Figure 8.13 Firebox Source: www.firebox.com David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.46 Figure 8.14 Content publication and syndication process Source: Smart Insights (2011) The best tools and tracking techniques to save time on your social syndication. Dave Chaffey, 18 January 2011. http:www.smartinsights.com/blog/digital-marketing-strategy/tools-tracking-social-syndication David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.47 Figure 8.15 Summary of communication models for: (a) traditional media, (b) n media David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.48 Figure 8.16 Summary of degree of individualization for (a) traditional media (same message), (b) new media (unique messages and more information exchange between customers) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.49 Figure 8.17 Channels requiring integration as part of integrated e-marketing strategy David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.50 Figure 8.18 Channel integration required for e-marketing and mixed-mode buying David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.51 Figure 8.19 The elements of the marketing mix David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.52 Issues With Varying The Mix Online Do we vary the mix online or replicate offline? Is the offer clear – brand proposition, online offer? Is online differentiation defined? Is online differentiation communicated? Key online mix variables – – – – – Product Price Place Promotion Service: People, Process, Physical evidence David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.53 Online Mix Options Product –Extend range (Tesco) –Narrow range (WH Smith iDTV) –Online-only products (banks) –Develop new brand (Egg) –Migrate existing brand (HSBC) –Partner with online brand (Waterstones and Amazon) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.54 Online Mix Options (Continued) Price – Differential pricing: Reduce online prices due to price transparency and competition (easyJet) Maintain price to avoid cannibalization of offline sales (Dixon) – New pricing options (software, music): Rental Pay per use Reverse auctions (B2B) Dynamic pricing (Concert tickets) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.55 Online Mix Options (Continued) Place avoiding channel conflicts – Disintermediation – sell direct – Reintermediation – partner with new intermediaries – Countermediation: Form new intermediaries Partner with existing intermediaries Distance from intermediaries (Abbey National) David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.56 Online Mix Options (Continued) Promotion – Selective use of new online tools for different stages of the buying process and customer lifecycle – Online only campaigns – Integrated campaigns – incorporating online tools into communications mix David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.57 Online Mix Options (Continued) Service – People Automate – use web self-service, offer customer choice – Process Change process for service – contact strategies – Physical evidence Site design – differentiate or support brand Fulfilment quality David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.58 Varying The Mix - Supermarkets Mix Tactics applied online Product Price Place Promotion Service www.tesco.com, www.sainsburystoyou.co.uk, www.waitrose.com David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.59 Varying The Mix - Airlines Mix Tactics applied online Product Price Place Promotion Service www.ryanair.com, www.easyjet.com, www.ba.com David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.60 Branding Leslie de Chernatony and Malcolm McDonald described ‘brand’ in their classic 1992 book, Creating Powerful Brands, as ‘an identifiable product or service augmented in such a way that the buyer or user perceives relevant unique added values which match their needs most closely. Furthermore, its success results from being able to sustain these added values in the face of competition.’ David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.61 Aaker – Brand Equity Brand awareness Perceived quality Brand associations Brand loyalty How can these be enhanced online for the B2C Company? David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.62 Table 8.9 Traditional measures of brand equity and online measures of brand equity David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.63 Figure 8.20 Zipf’s law, showing decrease in popularity of items within an ordered sequence David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.64 Figure 8.21 Price elasticity of demand for a relatively elastic product David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.65 Figure 8.22 Price elasticity of demand for a relatively inelastic product David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.66 Figure 8.23 Options for the online vs offline communications mix (a) online offline, (b) similar online and offline, (c) offline online David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.67 Figure 8.24 Changes to brand perception and behaviour as a result of using the Internet for research Source: BrandNewWorld: AOL UK/Anne Molen (Cranfield School of Management)/Henley Centre, 2004 David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.68 Figure 8.25 The influence of brand knowledge on purchase. Matrix for question ‘I will buy a product if ’ Source: BrandNewWorld: AOL UK/Anne Molen (Cranfield School of Management)/Henley Centre, 2004 David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012

Slide 8.69 Figure 8.26 Napster Source: www.napster.co.uk David Chaffey, E-Business & E-Commerce Management, 5th Edition, Marketing Insights Limited 2012