A E-marketing plan for Television Broadcasts Limited

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2.StrategicE-MarketingandPerformanceMetrics.pptx

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Digital Media for E-marketing Chapter 2

Strategic E-Marketing and

Performance Metrics

Goals, Strategy, Objectives, Tactics

Goals

These are your broad outcomes.

eg. Make our book the #1 best-seller in the health and wellness category.

Strategy

The approach you will take to accomplish your goals.

eg. Increase the amount of content we publish on social channels supporting the book’s topics, ideas, and opinions.

Goals, Strategy, Objectives, Tactics

Objectives

These are measurable steps you will take to achieve the strategy.

eg. Increase unique visitors from social channels to the book’s website by 50 percent in 2019

Tactics

These are the tools or tasks used in pursuing an objective related to a strategy.

eg. Through the use of health and wellness influencers, leverage the exposure with branded hashtags and behind the scenes content using Instagram Stories, Facebook Live, and Twitter.

Strategic Planning

The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing market opportunities.

Process identifies firm’s goals for

Growth

Competitive position

Geographic scope

Other objectives, such as industry, products, channels, etc.

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Strategy

Strategy is the means to achieve a goal.

E-business strategy

Deploys enterprise resources to reach performance objectives and create competitive advantage.

E-marketing strategy

Capitalizes on information technology to reach specified objectives.

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ESP: Environment, Strategy, and Performance

The ESP model illustrates the relationships among environment, strategy, and performance.

A SWOT analysis of the business environment (E) leads to the development of strategy (S) and the measurement of performance (P).

Performance metrics are designed to evaluate effectiveness and efficiency of e-business and e-marketing operations.

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ESP model focuses on strategy and performance

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Business Models

A company will select one or more business models as strategies to accomplish enterprise goals.

An e-business model is a method by which the organization sustains itself in the long term using information technology, which includes its value proposition for partners and customers as well as its revenue streams.

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SELECTING A BUSINESS MODEL

Components of business model selections:

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Level of Commitment to E-Business

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Activity-Level E-Business Models

Online purchasing

Order processing

E-mail

Content publishing

Business intelligence (BI)

Online advertising and public relations (PR)

Online sales promotions

Pricing strategies

Social media communication

Search marketing

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Business Process-Level E-Business Models

Customer relationship management (CRM)

Knowledge management

Supply chain management

Community building

Affiliate programs

Database marketing

Enterprise resource planning (ERP)

Mass customization

Crowdsourcing

Freemium

Location-based marketing

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Enterprise-Level E-Business Models

E-commerce refers to online transactions: selling goods and services on the internet.

Social commerce uses social media to facilitate online sales.

Direct distribution is when manufacturers sell directly to consumers.

Content sponsorship is a form of e-commerce in which companies sell advertising on their Web pages, YouTube videos, or other online media.

A portal is a point of entry to the internet that combines diverse content from many sources.

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Enterprise-Level E-Business Models, cont.

Social network sites are those that bring users together to share interests and personal or professional profiles.

Online brokers are intermediaries who assist in the purchase negotiations without actually representing either buyers or sellers.

Manufacturer’s agents represent more than one seller.

Purchasing agents represent buyers.

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Pure Play

Pure plays are businesses that began on the internet.

They represent the final level of the pyramid.

Pure plays face significant challenges.

They must compete as new brands.

They may need to take customers away from established businesses.

Some pure plays have redefined industries: Yahoo!, Google, Twitter, Flickr, and eBay.

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The Amazon Story

Founded in 1995 as an online retailer.

Did not become profitable until Q4 2001.

In 2018, generated $233 billion in net sales, $10 billion in net income.

Leveraged its competencies into different e-business models.

Core business is online retailing, “everything store.”

Established e-commerce partnerships.

Developer services provider.

Content provider.

Created the first affiliate program.

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The Amazon Story, cont.

Founder and CEO Jeff Bezos is not interested in expanding to the physical world.

Amazon’s success is based on selection, lower prices, better availability, innovative technology, and better product information.

Which of Amazon’s core competencies do you think will drive its strategy in the future?

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Performance Metrics Inform Strategy

Performance metrics are specific measures designed to evaluate the effectiveness and efficiency of operations, online and offline.

Performance metrics:

Provide measurable outcomes.

Must be easy to understand and use.

Must be actionable.

Can motivate employees to make decisions that lead to desired outcomes.

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Web Analytics

Web analytics is the e-marketing term for the study of user behavior on Web pages.

Metrics measure activities such as:

Click throughs from advertising.

Page views.

Number of comments posted on a blog.

Number of fans on a company Facebook page.

Conversions to sales.

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Data Collection

Data for Web analytics are collected in several ways:

Website server logs

Cookie files

Page tags

Geolocation

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Metrics Used to Measure Internet Marketing Performance

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The Balanced Scorecard

The Balanced Scorecard provides a framework for understanding e-marketing metrics.

The Balanced Scorecard provides 4 perspectives.

Customer perspective

Internal perspective

Learning and growth perspective

Financial perspective

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The Balanced Scorecard: Customer Perspective

The customer perspective scorecard includes ways to measure goals such as customer satisfaction, engagement and retention.

Loyalty and satisfaction measures may include percentage of visitors who return to site, time between visits, and shopping cart abandonment.

Customer engagement could include the number of comments, photos or videos posted.

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The Balanced Scorecard: Internal Perspectives

The Internal perspective includes ways to measure goals related to the quality of online services and measures for the entire supply chain.

Number of customers who use service

Number of complaints in social media

Amount of time to answer customer e-mail

Number of updates per day

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The Balanced Scorecard: Learning and Growth Perspectives

The learning and growth perspective scorecard includes human resources, product innovation and continuous improvement of marketing processes.

Number of new service products to market

Number of customer complaints and fixes

Number of conversions from online leads

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The Balanced Scorecard: Financial Perspectives

The financial perspective scorecard includes ways to measure financial goals such as sales, profits and return on investment (ROI), including:

Sales growth and market share.

Average order value.

Individual customer profit.

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Social Media Performance Metrics

Awareness/Exposure

Unique visitors

Page views

Impressions

Number of searches

Search engine ranking

Number of followers, registrations, or subscribers

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Brand Health Metrics

Share of Voice (SOV)

Sentiment

Brand influence

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Engagement Metrics

Content viewership

Tagging, bookmarking or “likes”

Membership/Follower

Number of shares

Content creation

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Action & Innovation Metrics

Action metrics

Click-through to an advertiser’s site.

Contact form completion or registration.

Event attendance.

Purchase.

Innovation metrics

Number of ideas shared.

Trend spotting.

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