digital marketing assignment 30.3.2015- final

Department of Marketing

Assignment

Session: 2014/2015

Semester: Two

Core/Elective: Elective

Degree: MSc Marketing

Class Code/Title: MK989 Customer Management 2

Class Coordinator: Dr. Ewelina Lacka

Assignment: Individual

Final Submission Date: Wednesday, 30th

March at 12.00pm

Name ARUN SHIVA KESAVAMOORTHY

Title eMarketing strategy assessment and

development

http://www.strath.ac.uk/

MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy

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TABLE OF CONTENTS

EXECUTIVE SUMMARY _____________________________________ 1

1. Company Introduction _____________________________________ 2

1.1 Different forms of online presence _______________________ 2

2. eMarketing strategy _______________________________________ 4

2.1 Macro Environment __________________________________ 5

2.2 Mirco Environment ___________________________________ 9

2.2.1 Consumer analysis and persona development _________ 9

2.2.2 Competition analysis ___________________________ 14

2.2.3 Key competitors _______________________________ 15

2.2.4 Suppliers ____________________________________ 15

2.2.5 Internal Audit ________________________________ 15

3. eMarketing objectives _____________________________________ 16

4. Strategy and tactic formulation _____________________________ 18

5. Evaluation and Implementation plan ________________________ 21

6. Conclusion ______________________________________________ 23

7. References ______________________________________________ 24


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Executive Summary

The Internet is pervasive and in the UK more than 70% people uses it every day (ONS, 2013).

The purpose of this report is to assess the current eMarketing strategy of a company and develop

new eMarketing strategy. The Willow Tea rooms located at the heart of Glasgow city center is a

popular Tea shop and is among the leading ones in the city. The company also has its presence in

many kinds of media like earned, paid and owned. Assessing the online marketing environment

highlights the opportunities and challenges that the digital medium provides the company to

extend its services through online communications and as a channel medium. The company and

its current eMarketing strategy is internally audited to find the strengths and weakness with

respect to the digital environment and potentially to identify the scope of response to external

threats and opportunities in relation to the competition. SMART objectives are developed which

are in line with its overall business objectives, to aid the formulation of strategies the company

shall adopt in the longer run. The objectives pertains to interaction, conversion and brand

building goals in general. Strategies suggested are market development and penetration,

customer engagement and social media, and positioning and differentiating. Market penetration

strategy and customer engagement is to increase the number and frequency of sales, market

development strategy is to target new customer segment and positioning and differentiation

strategy to build brand awareness and product favorability. It is also suggested that various tools

like email, social media, SEO, online PR, affiliate, website should be integrated with traditional

advertising communications to establish conversations and conversions. Changes in few

marketing mix elements that might give company a differential competitive edge to build the

brand are also suggested. Evaluation and the implications of overall effectiveness and the KPI’s

to attain, refine and manage the strategies in the long run are also discussed.


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1. Company Introduction:

THE WILLOW TEA ROOMS, are tea rooms located at two locations in Glasgow, one at

Sauchiehall street and the other at Buchanan street. The tea room is designed by Charles

Rennie Mackintosh in 1904 who was a famous Scottish artist, architect, designer and water

colourist. The Willow Tearooms in Sauchiehall Street is still one of the major attractions for

local and international visitors visiting Glasgow. Tearooms, located in the central city provide

traditional food and drinks with a mouth-watering experience. The most popular item is the

afternoon served 3-tiered cake stand. Apart from these, the company sells a wide range of

Mackintosh and Glasgow products that are designed in-house that includes jewellery, tote

bags, candles, homeware and other stationery items.

1.1 Different forms of online presence:

The three different types of offline and online media activities are earned, owned and paid

media (Stephen & Galak, 2012). Especially in an online environment, earned media which is

not generated directly by the company refers to the information published in the published

editorials, word-of-mouth (WOM) through review sites, blogs, online public relations (PR)

and other communities which affects sales and other marketing performance measures

(Chevalier & Mayzlin, 2006; Villanueva & Hanssens, 2008). Paid media refers to the

company’s direct spending in the form of affiliate marketing, display ads and paid search to

reach the consumers and prospective consumers. Owned media is the one owned by the

company. In the online environment, the company has its own website and social media

presence like Facebook, Twitter, Google+, Flickr and Tumblr. The company’s three media

presence has been tabulated in the table 1.


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Earned Media Paid Media Owned media

Publisher editorial

1. Herald Scotland

2. BBC

3. Chisel and Mouse

4. Evening Times

5. Glasgow

Welcomes

6. Experiencing

Scotland

7. Glasgow

architecture

8. Great cake places

9. Glasgow guide

10. Picture Britain

11. Wikipedia

Word-of-mouth

1. Trip advisor

2. Yelp

3. Food list

4. Visit Scotland

5. Virtual tourist

6. lonely planet

7. Scottish food

review

8. Love Wall

9. Glasgow gay

cities

10. Zomato

11. Tripomatic

12. Foursquare

13. Pinterest

Affiliate Marketing

1. Glasgow mackintosh

2. Glasgow leading

attractions

3. Scot cities

4. CRM society

5. What’s on Glasgow

6. Hi Glasgow airport

hotel

7. Cool places

8. Click on Glasgow

9. Green tourism

Website

www.willowtearo

oms.co.uk/

Social Media

1. Facebook

2. Twitter

3. Google+

4. Flickr

5. Tumblr

Table 1: Online media types of the company “The Willow Tea Rooms”

2. eMarketing strategy:

Digital marketing strategy is similar to the traditional marketing but the key difference is it

being a multichannel marketing strategy and the focus on specific objectives pertaining to

this channel and consistent with the consumers’ requirements. It is important to assess the

existing marketing strategies and the use of this channel in conjunction with the other

channels as a part of it. SOSTAC planning model as illustrated by Chaffey and Smith (2008,

p. 442) is a framework (as shown in the figure 1) that involves assessing, developing and

implementing activities strategically as a long-term marketing plan. Situation analysis

describes the marketing environment i.e., at both macro and micro level and are as follows:

http://www.willowtearooms.co.uk/

http://www.willowtearooms.co.uk/


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Figure 1. SOSTAC eMarketing strategy development model (Smith & Chaffey, 2008)

2.1 Macro environment:

Political: Political forces have the interactions that are necessary to bring the regulations in to

force by various industry-backed bodies, consumer groups, government agencies and public

opinion. Recent proposal from Ofcom, the UK regulator for telecommunications identifies

data privacy as the greatest single barrier to the development of the Internet of things

(Webley, 2015). Other areas of Internet governance include network security, spectrum

availability and network addresses. Under current tax jurisdiction law, VAT tax is applicable

to both customer and supplier if the transaction and delivery happens in the UK. Exports to

private customers in the EU region will either attract UK VAT or local VAT chargeable and

exports to other countries will attract zero-tax. Britain government commits strategically to

world-class connectivity, consumer safety and reduced cost of communication services. This

might pave the way for small companies to adopt innovative technologies for the additional

growth of business.


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Economical: History repeats itself with economic boom and recession. The web 2.0

explosion has certainly witnessed it. The Internet contributes an estimated 8.3% to Britain’s

GDP (Dean et al. 2012). Internet usage has increased 78% from 2011 among the age group of

14 and above. Economic factors like market growth rate, unemployment, interest and

inflation rate, exchange rates can affect digital marketing activities. For example, Digital

economy has added new job titles of around 1500 which haven’t existed in 1990’s

(O’Connor, 2015), have a catalytic effect on the overall economic performance. The basic

structure of the economy service dominant rather than services and calls for the service

provider to provide the value with customer centric focus understanding the precise needs in

detail (Grönroos & Gummerus, 2014).

Social: Changes in demographic variables and its impact on the society is far more important

than the demographics itself. There is an issue addressed by the Oxford Internet institute as

“Internet disengagement” which is a form of “Social exclusion” (people in social housing).

There is increase in user generated content in review and social networking sites that is

owned by the company. The UK’s online initiative between 2000 and 2004 has been the

largest contributor to reach the consumers and businesses operating online. 6.4 million People

in the UK don’t have access to the Internet and 1 million don’t have the relevant skills to

access (ONS, 2013). Terminologies in the Internet are scary which endangers the children

safety. Patterns of Internet consumption hasn’t changed dramatically but the social

networking sites users’ proportion stand at 61%. Use of social media and other forums tends

to be complementary rather than substitute of traditional communication channels. The more

perceived benefits of the Internet usage among the younger generation created a new form of

digital divide from the older generation nevertheless Internet accessibility being the same.

The five socio-cultures shown in the figure 2 and table 2 shows that these characteristic

groups are not tied to a single demographic variable. For example, Moderates are retired

people who constitute the middle income segment and are prominent in the age group 65 and

above whereas adigitals are prominent in the age group 45 and above who are retired and

living in urban areas.

Environment: In the recent days, there are also socio-environment concerns regarding the

impact of Internet usage on the environment. Companies that wish to be present online can

embed their positioning as green or environmentally concerned and shall then be embedded

in the marketing communications.


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Table 2 Background characteristics of Cultural categories

Figure 2 Internet cultures in 2013 (Source: Oxford Internet survey, 2013)


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Technological: The UK is keen to become a smart-city leader in the world. “Smart city”

project won by Glasgow from the UK government in 2013 (BBC, 2013; BIS, 2013) will be

used to provide better services to the Glaswegians. The Technology Strategy Board, who has

provided the grant will encourage innovation to be deployed to improve the services that

addresses many problems including life expectancy and will bring together health, public

safety, transport and energy making a better place to live. Public will also have the access of

information through Internet that will be provided all around city through Wi-Fi hotspots

around (Matheson, 2014). This is likely to impact SME’s of which only 35% trade online as

on 2014 and still 64000 homes which doesn’t have the broadband access

(GlasgowCityCouncil, 2014). It is also expected to create a likely impact on online shopping

and change the demand for retail space and other services industries as well which might

enable a global competitive edge over others in terms of modern communications

infrastructure (Patrick, 2015). The location based services (including SMS based and mobile

GPS based) are paving way for businesses to deliver the services quickly and effectively

through convergence of mobile and social media called Social location based marketing. The

Willow Tearooms company has its website with its own domain name with the Second-level

domain (SLD) as co.uk and is not verified for the owner identity by any third-party for SSL

(Secure Sockets Layer protocol). The website isn’t encrypted even for the transaction pages

make it vulnerable to digital security issues which many consumers might not prefer to shop

online. It is also believed that these technological forces might create a platform to customize

products or services to the individual consumer levels.

Legal: Increasing political pressure and public opinions deems larger amount of digital laws

and assures the netizens a regulatory online framework. The key issues that are covered by

the law includes the type of information collected online, privacy issues with cookies,

disabled users discrimination, brand and trademark protection including intellectual property

rights in the digital platform, online advertising law and contract law (figure 3). Hence, any

business practice should take these legal constraints to do the business in a legal and ethical

way. Often, the companies that breach these laws will damage their own reputation they

gained from the past years and this will certainly have marketing implications in the future

online trading environment.


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Figure 3 Significant laws that controls digital marketing (Chaffey & Ellis-Chadwick, 2012)

2.2 Micro-environment:

2.2.1 Consumer analysis and persona development:

In the knowledge economy, the consumer is more demanding and powerful than the retailer

(Doherty & Ellis-Chadwick, 2010). Demand analysis helps to analyse the number of potential

visitors, level and extent of Internet usage to make effective digital campaigns. In the UK, a

study by Statista (2014) suggests that 84% households have access to Internet in 2014 as

opposed to 9% in 1998. Figure 4 shows that more than 80% of UK house-holds have access

to at least one of the three devices (laptop, smartphone or tablet) mentioned. Figure 5 shows

that there is an overall increase in the broadband usage among the households. Purchasing

goods and services online seems to be the second preferred Internet usage among the UK

Internet users (Ofcom, 2014). Preliminary results as shown in the figure 7 suggest that over


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the years the search term tea and café is on the rise (Google Trends, 2014). Rodgers, et al.,

(2007) suggests the different motivations for using the web and are information acquisition,

socialization, entertainment and shopping. Based on this framework, the following

characteristics can be used for segmentation. They are community participation, product

experience, interaction with friends and read news about current events and exploration.

Consumer persona as shown in the table 3 is a useful tool in developing customer-centric

online strategies and also a key part of marketing analysis.

Figure 4. Percentage of Households that have at least one of these devices (Deloitte, 2014)

Figure 5. Household take-up of communication services (Ofcom, 2014)


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Figure 6. Purchases made over the Internet by age group (ONS, 2013)

Figure 7. Consumers interest over time (Google Trends, 2014)


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Figure 8. Primary and secondary reasons for the consumers to shop online

(TheStatisticsPortal, 2014)


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Persona 1-Core product consumers: Consumers

who sees tea as a healthy alternative aged 40+ to

coffee and wants to consume tea and its related

products online so that he/she might be informed

about the special events or menu. This will help

them to engage with the brand in experiencing the

products by keeping them informed continuously

through online communications.

Persona 2- Sight-seers: Tourists who arrive at

Glasgow for sight-seeing and wishes to see the

heritage sites and designs associated with the city

and want to experience the richness food and

drink products. They will search online for the

food and drinks and they are not the repeat

purchasers but expect to see reliable and complete

information before they make the purchase. They

might also want to purchase the artistic products

that they see in the gallery or might be interested

to purchase later online and deliver to their place

or country. They view the city as smart and

convenient life style provided by the Internet as

described by Brengman, et al., (2005).

Persona 3-Relaxers: A study suggests by

VisitScotland (2013) that 69% of the consumers

in the UK enjoy taking short walks less than 2

miles and 54% enjoy trying local specialty food

and drink. Consumers who enjoy taking a short

walk and interested in trying specialty food might

need the information or WOM on the go online.

They may be couples and might also be interested

in being loyal and wants to be informed and like

to engage with the products or the brand.

Persona 4-B2B: Businesses that search for the

food delivery for an event planned and needs to

find the information online for contacting them

and placing the booking. Some businesses might

be stocking the products like aprons, oven gloves

and tea towels for reselling and might need the

information to purchase online.

Table 3. Consumer personas for “The Willow Tea Rooms”


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2.2.2 Competition analysis:

Competition is inevitable in any sector and its nature varies with traditional and online

environment. It is essential to understand the updated five forces model (Porter, 2001) in

relevance to the online environment to gain the competitive advantage in turn framing the

unique selling proposition to offer value to the consumers. The following five forces will

explain the impact of Internet on the five forces.

Bargaining power of buyers: For the company, buyers bargaining power comes through the

ease of access to the information. The main sources of information spread is through online

intermediaries including search engines, WOM through review sites like trip advisor, yelp

and various social media sites. Bargaining power of consumers remains high due to the fact

that all the other competitors are adaptable and flexible to the online environment in serving

the consumers.

Bargaining power of suppliers: Multiple channels in the online act as suppliers to provide

services to the consumers. Multiplicity of channels makes it more efficient and less costly to

reach the consumers. The power of suppliers is less due to the flexibility and adoptability of

changing nature by the firms to the business environment.

Threat of Substitute services: Threat of new substitute is moderate as the new channel online

can relatively provide information regarding products and services. It can involve new kinds

of social media services and mobile applications and new ways of reaching different target

segments.

Threat of new entrants: Threat of new entrants like any competitor introducing their presence

in the form of website or social media is relatively less (i.e., simple and easier in the Web 2.0

world). Barriers to entry are almost small when compared to the traditional business

environment. This barrier for new entrants is different from the barriers to succeed in the

online environment.

Competition rivalry: Commoditization of the services has resulted in the intense competition

in the online marketplace. This competition is due to the many number of competitors and

their size of the business which is relatively the same. Switching costs for the customers is

almost negligible as finding the similar services are relatively very simple. Differentiation is

the key to compete against the other firms in offering perceived difference by the consumers


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that are recognizable and valuable. Exit barriers are more considering the communication

strategies and the costs invested over the period of time.

2.2.3 Key competitors:

The key direct competitors are listed below

The Hidden lane tea room

The Cup and Saucer vintage tea

Cupglasgow

Cushion and cake

Whittard of Chelsea

The Tea rooms

Waverly tearoom

The Glasgow tearooms

The Tea garden

Tchai ovna house of tea

Martyn’s tea room

The butterfly and the pig

Glasgow botanical gardens

2.2.4 Suppliers:

Suppliers include website developers, technology management firms, online marketing

intermediaries and the logistics team who deliver the products that is ordered online by the

customers. Website developed and hosted by Big Fish Internet Ltd for The Willow Tea

Rooms. Online marketing intermediaries such as search engines (eg: Google and Yahoo),

evaluator portals (eg: TripAdvisor and Yelp) are currently providing promotion space for the

company including the Social media networks like Facebook and Twitter.

2.2.5 Internal Audit:

Reviewing the direct contribution of the digital platform, it is found very important for the

company to drive its sales indirectly if not much directly through its activities. Relative costs

of updating and promoting the site remain moderately high but are crucial for the

effectiveness of the business given the indication of the competition stance in the

marketplace. In terms of Marketing effectiveness the company has less audience share in the

online market since the core products i.e., tea and other food items served through traditional

channel (Shop). Brand equity remains fairly moderate and isn’t much contributing directly to


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customer retention or loyalty. It has moderate provision for enquiries to generate leads and

sales but has a lot of room for improvement in terms of audience engagement. The Company

has very limited resources in the area of SEO, PPC and online PPC advertising but exhibit

limited but distinctive capabilities in affiliate marketing. Technological infrastructure also is

limited in terms of its limited usage of delivering the customer experience through CMS and

CRM. Website of the company, a simple interactive place for product information and

enquiry forms supported by e-mail, can be regarded as Level 3 on the stages model scale.

Table 4 shows the SWOT analysis for the company in specific to the digital medium.

3. eMarketing objectives:

The next step after the situation analysis is the setting up of business objectives which must

be specific, measurable, actionable, relevant and time-bound (SMART). The following

business objectives are proposed which is SMART enough for the year 2015-18 and inline

with the overall business objectives of the company.

1. Increase by 10% the frequency and number of sales from the existing repeat

customers.

2. To acquire 3000 new unique customers and conversion rate of 25% to the product

information area

3. To increase product awareness or favorability towards the brand.


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The Willow Tea

Rooms

Strengths –S

1. Good reputation for tea

and existing brand

2. Existing customer base

Weaknesses –W

1. Poor web experience

2. Limited site engagement or

interactivity

Opportunities – O

1. Number of Suppliers

2. New markets

3. Alliances/Co-

branding

SO Strategies

1. Increase the lifetime value

of customers through more

engagement with the

company

2. Leverage the customer

market base through

increase of presence with

many suppliers (online)

3. Partnership or affiliate

marketing

WO strategies

1. Launch value-adding

experiences (eg: video,

infographics)

2. Acquisition strategy

Threats – T

1. Intense competition

(Price)

2. New competitive

products

3. New entrants

ST Strategies

1. Partnership with

complementary brand

2. Create own customer

reviews

WT Strategies

1. Differential online pricing

strategy with lower-cost base

products

2. Customer engagement

strategy to increase

conversion, value per

transaction and lifetime value

3. Online PR and managing

consistency across all web

platforms as a differentiation

strategy to gain an edge over

competition

Table 4. Digital channel specific SWOT analysis


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4. Strategy and tactic formulation:

In order to increase the number and frequency of sales the company should adopt Market

penetration strategy, which involves selling the existing products to the existing markets.

This can be done by a tactic called propensity modelling, segmenting the customers based on

the behavioural response like types of products, frequency and value. Based on this the

company may tailor segment offers through email using newsletters and e-blasts,

personalized website messages, phone communications in conjunction with the social media

strategy for cross-sales and more repeat visits through customer engagement. This will help

company use the resources more effectively and relevant to customers in building the life

time value. For example: targeting the most frequent or active customers will help effectively

increase the number of sales.

To gain new and unique customers, the company should adopt market development strategy

to acquire new customer segment by the people visiting Glasgow. The Internet channel is the

only channel to this segment and they can’t be reached by TV’s or magazines or radio.

Ranking the page higher when the potential customers search for information becomes more

crucial. SEO techniques can be used to rank the site higher in order. Content richness and

updation on websites and visibility in different social media, online PR, setting up blogs, link

building, affiliate marketing and keywords inclusion are the tactical combinations that help

customers find the needed information in the form of unpaid listings on Google search. PPC

(pay per click) advertising need not to be used since it involves financial and time resources

and also the impression among customers about what the paid advertising does. After the

acquisition, they can be developed to repeat customer by email marketing to promote the gift

and other products once they will be in their home country or town after visit to the shop.

Website, email and traditional distribution for goods delivery will be used in conjunction to

maintain the repeat purchase from this segment which can cover various geographical

locations adding the place element of the marketing mix. Website experience is also crucial

as transactions happen here and customers should feel sense of ease and flexibility when they

land here. Website design should be benchmarked on the review of competitor’s websites as

well considering content and design architecture and marketplace positioning although

Website quality i.e., WEBQUAL (Loiacono, et al., 2002) functional dimensions are equally

important. Providing good user experience also needs the company to select the right content


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management system (CMS). On standardised website, personal recommendations can be

made which allow quick repurchases and consumer can see the related products during the

check out as highlighted by Peppard & Rylander (2005) when a consumer segment is tailored

with email promotion offer that have been captured via offline and online customer touch

points. Hence, the company can adopt multi-channel communication strategy based on

consumer segment preferences (Neslin, et al., 2006) and then tailor the message to key

segments which is called e-CRM to enhance the customer experience.

The prerequisite for a consumer to engage in transaction is for sellers to connect with each

other. It is a challenging metric and possible only by satisfying existing transactional

customers through continued interaction and facilitate transition through different stages in

the consumer engagement cycle i.e., from connection to engagement through interaction,

satisfaction, retention, commitment and advocacy (Sashi, 2012). A mix of offline and online

strategies can help this transition. For example: intergration of website, e-mail, social media

and traditional advertising communications. Online engagement through social media (eg:

wikis, blogs and video sites) establish the conversations and conversions through content

generation and value creation (Sashi, 2012; Sawhney, et al., 2005). Demand analysis of

customer channel and business potential across each platform should be a starting point to

have a good social media strategy.

Figure 9. Effectiveness rating of Social media in the UK and content marketing tactics

(Axonn, 2015)


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Figure 10. Social media active accounts in the UK (VisitScotland, 2013)

Richer content in the social media helps innate customer engagement and provide reach to the

consumers (Thackeray, et al., 2008). In each media consumers prefer certain kind of content

as a benchmark. Video is preferred in YouTube, infographics in Twitter and Facebook for

photo and video sharing. For example: Despite the fact that there are less active twitter

accounts in the UK 30% as shown in the figure 10, Twitter is more effective than any other

media in the UK and is evident from the usage of more infographics (61%) usage in 2015

compared to 2014 (57%) as seen in the figure 10. Depending on the customer persona and the

population usage of social media, the types of content and frequency can be worked on.

Streamlining the content and tracking the business impact can be done through the use of

software such as Hootsuite or Tweetburner. This optimization of social media insights might

then be used to refine the marketing activities. Social CRM which involves customer to

customer interactions in all kinds of media will enhance competitive edge over the

competition to the brand. The company can adopt the favourable price strategy in the

marketing mix in relatively specific to the digital channel to enhance the brand positioning

i.e., it can use the Internet to offer the discounts on its products when the demand is low. For

example: on weekdays or during the time when the tea shop is less filled the company can

then able to offer its prospective customers some discounts on its products to fulfill the

capacity. This is in line with Kim et al., (2004) who concluded that cost leadership and

differentiation combination will be more effective than stand-alone elements in the online


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business for gaining differential advantage as shown in the figure 11 to the brand and in

increasing the customer life time value.

Figure 11 E-Business competitive strategy as a continuum (Kim, et al., 2004)

5. Evaluation and Implementation plan:

“Measurement is what makes marketing a science, rather than a superstition” (DeMers,

2014). Structured measurement will commence from measurement to metrics and finally the

data collection and analysis tools. The company can assess the website channel behavior by

actionable metrics such as activity time, user frequency, and user actions (eg: purchase

conversion rate, product information access, average pages per visit, registration or content

access). Channel specific traffic can be measured from google analytics (“Acquisition”) to

see the outperforming social media channels and used for customer segmentation. Social

media KPI’s with respect to the RACE framework should be used to assess the indicators

objectively to assess the goals attainment as shown in the figure 12 (Chaffey, 2015). Content

management system softwares (CMS) that are available online for free (eg: plone) can be

used by the company. E-mail marketing should have the CRITICAL success factors for a

good response rate (Chaffey, 2010).


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Figure 12 Social media metrics (Chaffey, 2015 & Seiter, 2015)


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6. Conclusion:

eMarketing is simply a channel marketing strategy and needs to be integrated to the other

channels to perform in an effective way (Chaffey & Ellis-Chadwick, 2012). Situation of the

online environment looks to grow robustly and service levels expectations from the

consumers and competition rivalry is about to get more intense irrespective of the economic

situation of the market as witnessed during the 2008 recession. Without the leverage of

customization and synchronization with the offline marketing environment the company can’t

gain a competitive differential advantage. To attain the traffic building, conversion and

interaction, brand building objectives the company is advised to implement necessary

changes by adopting the recommended strategies and tactics to obtain the goals. As quoted by

Bob Napier (Ex-CIO, Hewlett Packard) - “You can’t manage what you can’t measure”.

Hence, business performance measurement and management system are vital to any

company’s successes. In conclusion, it’s not just doing the right things that matters but also

doing things rightly.


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BBC, 2014. Tomorrow's cities - How do cities get smarter?. [Online]



BBC, 2015. Smart devices: Is privacy loss inevitable?. [Online]



BIS, 2013. Smart Cities background paper. [Online]

Available at:

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1209-smart-cities-background-paper-digital.pdf


Brengman, M. et al., 2005. Segmenting Internet shoppers based on their Web-usage-related

lifestyle: a cross-cultural validation. Journal of Business Research, 58(1), pp. 79-88.

Chaffey, D., 2006. Total e-mail marketing. 2nd ed. Elsevier, Oxford: Butterworth-Heinemann.

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Available at: http://www.smartinsights.com/email-marketing/email-communications-

strategy/email-marketing-the-critical-factors-for-success/


Chaffey, D., 2015. Introducing RACE: a practical framework to improve your digital marketing.

[Online]

Available at: http://www.smartinsights.com/digital-marketing-strategy/race-a-practical-framework-

to-improve-your-digital-marketing/


Chaffey, D. & Ellis-Chadwick, F., 2012. Digital marketing: strategy, implementation and practice. Fifth

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Chevalier, J. A. & Mayzlin, D., 2006. The effect of word of mouth on sales: Online book reviews.

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Clarke, H., 2014. Monitoring e-commerce, 2014, The UK: Office for National Statistics.

Deloitte, 2014. Media Consumer 2014: The Digital divide. [Online]

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Consumer-Survey-2014.pdf



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digital marketing assignment 30.3.2015- final

Business

new emarketing strategy

current emarketing strategy

differentiation strategy

market development strategy

emarketing objectives

market penetration strategy

customer engagement

online marketing environment