Capstone Digital Marketing

1 | P a g e H i m a n s h u D u t t

Capstone Digital Marketing

2 | P a g e H i m a n s h u D u t t

TABLE OF CONTENTS

EXECUTIVE SUMMARY 3

CLIENT ANALYSIS 4-6

Business Model

Online Presence

Trends in customer's purchasing patterns

Market Size, Trends, & Competition

SWOT Analysis

CONSUMER DECISION JOURNEY 8

3 Scenarios as per the Problem Statement section

Grainer needs focusing on remaining 4 stages of CDJ

ANALYSIS TOOLS PRESCRIBED 9

PROBLEM STATEMENT DEFINED AS PER 3 SCENARIOS GIVEN 9-11

Planning Document

KEY METRICS USED FOR COLLECTING & ANALYZING DATA 11-15

Tabulating the major KPI and Data Collection

Cum Analysis Source and Metrics

BUSINESS GOALS & KEY METRICS 16-18

STRATEGIES – DISPLAY ADS & EMAILERS 18-21

Scenario – 1: When customers come directly to Grainger.com

Scenario – 2: When customers go first to Boschtools.com and

then land at Grainger.com

CONTENT STRATRGY FOR GRAINGER 22-23

RECOMMENDATIONS 23-24

REFERENCES 25-26

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EXECUTIVE SUMMARY

The business objective at Grainger is to increase 10% sales of Bosch power tools on its website. At

present the Company website contributes to one-third of its revenue. To achieve this objective

Company is recommended to pursue 3 changes in its Customer Decision Journey (CDJ:

Improve Brand Awareness & the Sales Process:

It was identified that Brand needs to more visible in power tools segment for customers to

recognize the brand, and subsequently reduce the efforts of the customers in reaching out for the

Brand.

Need to grow loyalty:

It was prescribed that Brand must create better engagement with consumers on its social media

page, promote the Bob Community, and overall create 'emotional and preferred choice

branding'. It need to co-create and encourage positive 'word of mouth' by capturing voice of the

customer through Surveys and create brand advocates.

Re-position the Brand:

We found that brand personality needs a change. It needs to re-position the brand as – a B2B

online retail business that saves time and money (through guest check-outs, inventory

management and help with locating desired product at the right price).

Further each of these goals was evaluated for different scenarios.

Customer visits Boschtools.com but not Grainger.com (Scenario 1)

Customer visits Boschtools.com and then Grainger.com (Scenario 2)

Customer visits Grainger.com directly and makes the purchase (Scenario 3)

The report further analyzes the various website / digital metrics in the light of the data made available

by the Company (like for example click through rate, CPA, ROAS etc.) and data sourced through third

party sites like AnalyzeWords, Google Trends, Similarweb and Compete to formulate strategy for

meeting the stated business objective.

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CLIENT ANALYSIS

Business Model

Grainger is a B2B (business to business) firm with$9.4 billion sales in 2013 and operating cash

flow of $986 million.

Company operates (in U.S) through its network of 416 branches and distribution centers, and

online through Grainger.com.

Two-Channels as business model: Multi-channel with a salesforce, branches, phone and web,

and a single-channel online- model designed specifically for smaller customers.

Partnership Model with Bosch Tools to enable Grainger sells Bosch Tools through its

distribution network. Target is to increase Bosch Power tools by 10% on Grainger.com.

Power tools division generated about 40% of Sales for Bosch (in 2012)

(https://www.boschtools.com/us/en/).

Online Presence

Grainger is 15th-largest e-retailer in North America with $3 billion in online sales in 2013.

33 percent or 1/3 of Sales comes from the Online Channel through some 300,000 million online

products.

Grainger.com Industry rank is #6 and country rank (in U.S) is #1945. It gets 86% web traffic

from U.S alone and 1.76% from Canada and 1.25% from Mexico thereafter. Avg. visit duration

on its homepage is 00.0.3:56 minutes. Pages per visit are 4.80 and bounce rate is 43.60%.

61.98% traffic is from Search out of which 84% is from Organic Searches. 0.51% traffic is from

Social wherein 34% is from Reddit and 33% from Facebook.

(https://www.similarweb.com/website/grainger.com)

iPhone app, Live Chat with Photo applications for ease of placing order.

Customer Segment

Grainger's value proposition: to provide the best combination of product selection, local

availability, and speed of delivery and simplicity of ordering at the lowest total cost of

acquisition.

End Buyer: Offices who want “fix-it-fast” solutions.

http://pressroom.grainger.com/phoenix.zhtml?c=194987&p=irol-newsArticle&ID=1898544).

Trends in customer's purchasing patterns

Focus on Customer Savings: 20 to 40 cents of every dollar is wasted when customers purchase

MRO products.

Impact: web orders expected to grow to 40 percent or 50 percent in next few years.

Primary customers who are Industrial professionals visit Bob community while Secondary

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customers who are DIY visit their Facebook Page. Only 11% of these are active on both – bob

community as well as FB.

Recommendation from a colleague is one the key purchase driver of sales.

http://www.digitaltrainingacademy.com/casestudies/2014/09/social_crm_case_study_how_bos

ch_learned_to_target_select_trades_on_facebook.php)

Market Size, Trends, & Competition

Market size: Highly fragmented, $115 billion facilities maintenance market.

Trend: MROs are focusing on enabling their customers to purchase goods through their online

e-procurement platforms and expansions.

Why e-procurement: It can help both firms and customers achieve overall cost savings by

around 5-10%. Quick shipment, free one year returns increases its attractiveness (e.g. Amazon

Supply) (Source:http://reliabilityweb.com/articles/entry/recent_impacts_of_e-

procurement_on_the_mro_industry_maintenance_repair/).

Major Players: Fastenal, Applied Industrial Technologies, Inc., Graybar Electric Company, Inc.

WESCO International, Inc. (Source: http://brandongaille.com/the-top-5-grainger-competitors/).

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SWOT Analysis

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CONSUMER DECISION JOURNEY

This section will analyze Grainger’s Consumer Decision Journey (CDJ) with regards to its business

objective. There are 3 Scenarios through which we can look at this Journey.

3 Scenarios as per the Problem Statement section

Scenario 1: Customers visit Boschtools.com, look at a power tool, but do not visit

Grainger.com.

Scenario 2: Customers visit visit Boschtools.com and look at a power tool first and then visit

Grainger.com, log in to Grainger.com, and visit the power tools category.

Scenario 3: Customers visit Boschtools.com, look at a power tool, and then visit Grainger.com,

log in to Grainger.com, and visit the plumbing category but not power tools.

We now start with evaluating each of these Scenarios based on CDJ model.

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Based on the information available, the customer is visiting Boschtools.com first and then may or may

not visit Grainger.com further.

This tells us two important things common for all the three Scenarios –

First, Customers have already passed through the 'Trigger' stage because they have need for

the power tools.

Second, they have also passed the second stage 'Initial Consideration Set' since they are

already aware of or checking Boschtool.com for their need. It confirms that consumers know /

recall about the Brand ('Boschtools').

Scenario 2 and 3 further tells us that consumers know about Grainger as well and therefore we

can safely conclude that consumers has passed both first and second stages of CDJ model here.

Scenario 2 and 3 also tells us that consumers are somewhere in the 'Active Evaluation Stage'

which is stage 3 since consumers have logged-in and are assumed to be checking-up the desired

products. However we don't know yet if the products satisfying their needs since we haven't

have any information on their post purchase experience in problem statement. Hence we will

include this stage as well into our evaluation.

Grainer needs focusing on remaining 4 stages of CDJ

We need to focus on remaining four stages (given below) of CDJ here for our marketing campaign

around the above business objective:

Active Evaluation: Do my products satisfy consumers' needs?

Google's ZMOT will tell us here if the adequate information was available for consumers to

take decisions.

Moment of Purchase: Do my sales efforts result in wins for my brands?

This stage deals with P&Gs First and Second Moment of Truth that identifies if the product was

worth a purchase.

Post Purchase Experience: Do the experiences I deliver fulfill customer expectations?

This stage will help us know if consumer is satisfied with purchase. What are his chances to

return back for more? How does he perceive the brand now after having experienced it?

Loyalty Loop: Do customers advocate for my brand?

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This stage will uncover if the customer's going to recommend me to his family and friends and

help firm increase its sales and spread a positive word of mouth.

ANALYSIS TOOL PRESCRIBED

PROBLEM STATEMENT DEFINED AS PER 3 SCENARIOS GIVEN

Scenario 1: Customers visit Boschtools.com, look at a power tool, but do not visit Grainger.com.

In this case business objective should be: 'Build Awareness' & 'Improve Sales Process' – because

customers know Bosch but not Grainger or maybe they find shortcomings in the current Grainger's

Sales Process.

For e.g. Grainger may ask itself:

How can we make our brand more visible in power tools segment especially the brand's visual

entity?

Do my customers recognize my brand or have top of the mind recall for us?

How can I improve the sales experience for my customers? How can I reduce their efforts in

finding/ searching for product on our website? How can we help them do a quick purchase?

CDJ Stages Reason

Active Evaluation

Moment of Purchase Outcome Analysis

Post Purchase Experience

Loyalty Loop

Analysis Tool

Prescribed

A/B testing or Split

testing

Test response from consumers by comparing two versions of a web page to see

which one performs better. (Source: https://vwo.com/ab-testing/)

Measures engagement, customer satisfaction, connecting with customers and

ultimately impact of this connectivity on profitability. (Source:

http://www.liveperson.com/) & (Source:

http://www.kaushik.net/avinash/digital-marketing-and-measurement-model/)

Voice of Customer

(Experience Survey

and then Brand

Advocacy)

Anything that helps gathers feedback from consumers. customer’s feedback

about their experiences with and expectations for your products or services.

Source: https://www.qualtrics.com/research-suite/voice-of-customer/) Brand

advocacy requires delighting customers and exploring co-creation with them,

involving them into designing 4Ps. (Source:

http://www.forbes.com/sites/ashoka/2014/02/04/why-co-creation-is-the-future-for-all-of-us/#1a0ea173478e

)

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(https://www.vertical-leap.uk/blog/how-to-increase-brand-awareness/)

Scenario 2: Customers visit visit Boschtools.com and look at a power tool first and then visit

Grainger.com, log in to Grainger.com, and visit the power tools category.

In this case business objective should be: 'Grow Loyalty' – since customers already coming to the right

place. Grainger should focus on getting customers to advocate for brand.

Here the firm may ponder on:

How can I get customers to join our online community for engagement? (create emotional /

preferred choice branding).

How can we involve our customers in co-creation and help us design our 4Ps?

Can we generate a positive word of mouth from our advocate customers and reduce

doppelganger brand image on the internet?

Source: Craig J. Thompson, Aric Rindfleisch and Zeynep Arsel (2006)

Scenario 3: Customers visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in

to Grainger.com, and visit the plumbing category but not power tools.

In this case business objective should be: 'Re-position the Brand' to fulfill customer expectations.

Wisdom is to alter the brand’s position incrementally from the established position, playing off of

current assumptions about the brand

The question can be:

Should we entail a change in the brand’s promise and its personality?

How can we focus on changing what customers associate with our brand and sometimes

competing brands?

Planning Document

Key Questions Types of Data Needed Sources

How can reduce customer effort

in finding / seeking products?

Re-positioning the brand.

Voice of the Customer –

Qualitative mostly.

Customer perception of brand

image, its personality and

promise.

Brand-Customer Surveys

How can I get customers to join

our online community for

engagement?

Monitor Social Media Figures –

No. of likes (Quantitative) as

well as Remarks what is good or

bad on the site (Qualitative)

Social Media Analytics

(Clickstream Analysis)

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How can we improve our sales

process / funnel?

Organic Traffic on website Search (organic, direct and paid)

Traffic

KEY METRICS USED FOR COLLECTING & ANALYZING DATA

3 Business Objectives identified for Grainger were:

Build Awareness and Improve Sales Process

Grow Loyalty

Re-position the Brand

In the light of these objectives, we now analyze the data sets given in the file.

Following points can be summarized from the data sets.

Grainger power tools category' has better 'impressions' and 'clicks' rate compared to

Boschtools.com but lesser 'CTR' (click through ratio) and 'Spend'.

o This proves problem with Grainger's sales process and need for improvement thus our

first business objective stands valid.

But 'Grainger power tools category' has over twice the number of orders and over 10 times

higher the revenue compared to Boschtools.com leading to Grainger's better cost per acquisition

(CPA) but at the same time a higher ad-spend leading to Grainger's higher 'ROAS' (Return on

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Advertising Spend).

o This proves Grainger is spending more on the online advertisement making an effort

towards building awareness as discussed in the first objective.

CTR at 6% is similar for 'Grainger and Bosch power tools visitors but no purchase' together

compared to 'Bosch tools visitors only' but at much higher CPA.

o This proves Grainger needs to grow customer loyalty to cut down on its high cost of

acquisition – CPA.

'Grainger and Bosch power tools visitors with purchase' has a much lower CPA compared to all the 4

scenarios. This proves Grainger Sales are better when traffic is sourced through Bosch tools and

possibility of 'no sales' through this channel is minimal. So Grainger needs re-positioning the brand to

create seamless experience between those who comes to Bosch tool first and then lands over to its

power tools selection.

Information sourced through Google Trends confirms need for improving brand awareness and sales

process for Grainger. The search has significantly come down for Grainger tools.

Click-wise Data Analysis

Next we analyze the day-wise 'Clicks' on its website (from the given file).

According to this data, 'Thursday and Monday' seems to be the best days for campaigns. Next we

evaluate Google Trends (for search / relevance) for both – Grainger and Bosch for comparison.

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Source: https://www.google.co.in/trends/explore?q=grainger%20tools,bosch%20tools

Next we analyze the customer sentiments via Analyze Words to look at brand personality for building

awareness and find out how customers think -both emotionally as well as socially.

Source: http://www.analyzewords.com/index.php

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Let us now analyze data on website engagement for Grainger vis-a-vis to its nearest competitor

Fastenal for reference. Data is taken for last 6 months.

Source: https://www.similarweb.com/website/grainger.com?competitors=fastenal.com

As evaluation suggests engagement rate for 'Grainger' is poor than its competitor 'Fastenal' in terms of

average visit duration on website, pages per visit and the bounce rate despite also 5 times higher traffic

compared to the competitor. This information also confirms the need for improving the sales process

and re-positioning the brand.

Source: http://likealyzer.com/facebook/grainger

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Tabulating the major KPI and Data Collection cum Analysis Source and Metrics

Possible Bias Sources & Reducing them

Bias must be eliminated to ensure effective analysis. Some sources of bias in preparing this analysis

are:

Multiple data points for analysis hence chances for interpretation bias is high. Also data

insufficiency can be attributed to this cause.

Second chance for biasness may arise from Error of Omission and Commission.

Biasness can be reduced if not completely ruled-out. We used MS Excel based calculations for

interpreting the data and removed the data that was insufficient or not fit to proceed for interpretation.

S.No. KPI Outcome Data Collection Source Analysis Source

1 Brand Awareness Impressions & Clicks

2 Sales Process Click through Rate

3 Analyze the ad-spend by both – Grainger and Bosch Sales Process

4 Sales Process Cost per Acquisition

5 Sales Process Clicks per Day

6 Comparison of Search trends for Grainger and Bosch Brand Awareness Google Trends Search / Relevance

7 Find out how customers think for brand Grainger Loyalty AnalyzeWords

8 Loyalty SimilarWeb

9 Analyze the FB page – their most significant platform Brand Awareness LikeAlyzer

Understand web traffic for Grainger and Bosch power

tools separately

Data File – Grainger &

Bosch

Find out effectiveness of display ads / search

advertising

Return on Advertising Spend

Evaluate cost of acquiring the client – first separately

for both and then for 'Grainger and Bosch tools

together'

Measure day-wise metric for web traffic on Grainger

site

Sentiment Analysis Rate –

Emotional, Social

Find out where Grainger web engagement stands at

vis-a-vis to Fastenal (Competitor)

Engagement Rate Analysis

– Avg. web page visit

duration, Pages per visit and

Bounce rate

Response Rate, Response

Time, Amplification Rate,

Likes Growth

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BUSINESS GOALS & KEY METRICS

Source: Avinash Kaushik, “Best Web Metrics/KPIs for a Small, Medium or Large Sized Business”

(2011)

The metrics we used for our analysis to meet our 3 business objectives are given below.

Objective 1 – Improve Brand Awareness and Sales Process

We looked at the data sheets to determine web traffic on the Company website through number of

impressions and clicks. This will help us understand the present 'brand awareness' level in comparison

to Bosch power tools and thereafter with the closest competitor 'Fastenal' basis the Click through Rate.

We looked at improving Sales Process by finding out Sales Results against the Advertising spend

(called as return on advertising spend) for both the Companies. We further evaluated CPA – cost per

acquisition – for both Companies to find out if present Sales process is really flawed or not.

Objective 2 – Loyalty

To address our next objective we analyzed the present engagement rate Grainger has with its

customers. For this we analyzed the search trends, Facebook presence and the competitor's ranking to

determine the customer behaviour.

We used Analyze Words for Sentiment Analysis to find out emotional and social state of customers –

to find out how customers think towards the Brand. We further probed where Grainger stands in terms

of web engagement in comparison to its nearest competitor Fastenal using Similarweb as tool. This

helped us address the state of customer perception towards the brand basis of – average page visit

duration, pages per visit, bounce rate etc.

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Objective 3 – Re-positioning the Brand

The information collated and analyzed suggests need for Grainger to Re-position the Brand. Though

there's a little data evident in this area (but going through Google Hangout in the module) we can

firmly say it needs focusing on Do-It-Yourself Power Tools category. More information on its Bob

Community like per visit goal value, days to conversion since customers enrollment into Bob

Community and macro-micro conversion rate.

Type of benchmarks we can use

We suggest Company to look at:

Reducing the response rate and response time replying on Facebook page to fans towards

attracting the Loyalty.

Increase the engagement rate vie. avg. page visit duration, page visit and bounce rate to deal

with users' experience.

Improve the cost per acquisition, and return on advertising spends to make sales process more

robust and spill-proof.

Best days for campaign identified are - Thursday and Monday.

KPI Outcome Data Collection Source Analysis Source

1 Brand Awareness Impressions & Clicks

2 Sales Process Click through Rate

3 Sales Process

4 Sales Process Cost per Acquisition

5 Sales Process Clicks per Day

6 Brand Awareness Google Trends Search / Relevance

7 Loyalty

8 Loyalty

9 Analyze the FB page – their most significant platform Brand Awareness

S.No.

Understand web traffic for Grainger and Bosch power

tools separately

Data File – Grainger &

Bosch

Find out effectiveness of display ads / search

advertising

Analyze the ad-spend by both – Grainger and Bosch Return on Advertising Spend

Evaluate cost of acquiring the client – first separately

for both and then for 'Grainger and Bosch tools

together'

Measure day-wise metric for web traffic on Grainger

site

Comparison of Search trends for Grainger and Bosch

Find out how customers think for brand Grainger AnalyzeWordsSentiment Analysis Rate –

Emotional, Social

Find out where Grainger web engagement stands at

vis-a-vis to Fastenal (Competitor) SimilarWeb

Engagement Rate Analysis

– Avg. web page visit

duration, Pages per visit and

Bounce rate

LikeAlyzer

Response Rate, Response

Time, Amplification Rate,

Likes Growth

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For clarity of understanding a summary of objectives taken and type of analytics benchmark required

has been presented below:

STRATEGIES – DISPLAY ADS & EMAILERS

Brands use four channels to develop customer relationships.

For online advertising brands follow the below steps:

Improve Targeting Using E-mailers and Display Ads

As per the problem statement, broad marketing goal at Grainger is to improve targeting through e-mails

and display ads for both the scenarios – a) customers coming directly to Grainger.com and, b)

customers are coming directly to Boschtools.com.

Objectives are:

1. Brand Awareness 2. Sales Process 3. Loyalty

Clickstream Analysis

Outcome Analysis

Voice of the Customer

Google analytics Consumer Surveys

Feed burner Google Trends, Co-relate

Various tools used are:

Click Through Rate Cost per Acquisition Engagement Rate

Avg. Page Duration

Response Rate, Time

Page Visits

Relevance

Growth Likes

Bounce Rate

Search

Return on Advertising

Spend

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Display Ads as Strategy

Brands use display to intercept customers on their Customer Decision Journey. These ads have grown

to become interactive with high social engagement. Some examples include Banners, Interstitial, Pop-

ups and Pop-unders, Floating ads, Wallpaper ads, and Map ads.

To target customers better Company needs to collect and analyze: Demographics, Interest and Intent

and do Re-marketing basis the Display ads. Similarly the Company needs to look at CPA (cost per

acquisition) for measuring display ads effectiveness and not (solely) on the impressions like in the case

of CPC (Cost per Click) and CPM (Cost per Mille). CPA will help track their Return on Investment

(ROI).

Grainger uses display interest-based advertising (also referred as personalized or targeted ads).

Company does this by using information gathered about prospects over time across multiple Sites,

including mobile apps. These interest-based ads may be served to customers on Grainger Sites, in

emails or on third-party Sites.

These ads are based on information prospects / customers submit on Company Sites or Sites run by

third parties. It may also be based on other interactions prospects have with us or our content. This

might include interactions in Company branch offices, or through e-mailers prospects get from

Company. It could also be based on other activities and behaviors that prospects demonstrate online or

through interactions with us or third parties (https://www.grainger.com/content/help_adverstandc).

E-mailers as Strategy

Emailing can be used at all the stages of Consumer Decision Journey (CDJ) unlike Display Ads.

Comparatively also its a cheaper medium but effective only when you have sufficient details of the

segment you want to send communication to.

Problem with display ad “our eyes know these common areas of the site where ads are typically located

and we are accustomed to skimming over these ads” and that “almost 50% of clicks on mobile ads are

accidental” which means wasted money. Also, almost everyone can recognize an ad instantly and know

that the motive behind it is to sell a product or service unlike display ads that last on average 1.6

seconds, consumers spend almost 345 times longer engaging with branded content (markerly.com).

Going by these drawbacks, Grainger should minimize the use of Display ads and on the other hand,

increase content or E-mail marketing. In e-mailer marketing strategy Grainger needs to focus on

reducing the 'Bounce Rate' instead chasing the Click-through rate (hubspot.com)

Let's now review above strategies as per the Scenarios given.

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Scenario – 1: When customers come directly to Grainger.com

There are two scenarios further.

One – attracting the prospect buyers and,

Two – cross-sell to existing customers.

E-mailer strategy for prospects:

Grainger buys the data sourced through data marketing vendors based on required segmentation

(demographics, interest and intent) and shoots email about Bosch products available at Grainger

Power Tools category for purchase.

Grainger analyses the Click through rate, bounce rate and cost per acquisition based on

conversion.

E-mailer strategy for Existing customers:

Grainger sends communication to existing customers based on details fetched from past-

purchase details and opt-in data.

Here the bounce rate and click-through rate are expected to be better comparatively and CPA

will be lower.

Display Advertising:

Here as well we can think of two instances.

One – where prospect has landed on Grainger.com after searching for Bosch power tools

(through display ad).

Two – where prospect has directly come to Grainger.com and sees the Bosch tools display ad

and browses through the power tools category.

Display ads should be used by Grainger for third party sites (from where the traffic will be directed to

Grainger.com) and on its own website as well for promoting Bosch tools.

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Scenario – 2: When customers go first to Boschtools.com and then land at

Grainger.com

Likelihood of Grainger customer going to Boschtools.com is less since he's already familiar

with the brand and its product lines.

E-mail marketing will not be much relevant here. Only display advertising should be used. It

will help redirect the traffic from Boschtool.com to Grainger's site.

Promote display ads where Grainger is shown as Bosch partner for more impact.

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CONTENT STRATEGY FOR GRAINGER

A sound content strategy will ask:

Who this content is intended at?

What purpose will it serve?

For answers we need to look at the following components of content creation.

Brand essence

Customer personas

Matching content to goals

Auditing the content

Prescribed Content Strategy

Grainger is an 'Industrial Products' brand. Its brand attributes (essence) can be listed as:

For time-poor people

Those who want to save money

How does it help with that?

Buying only what you need, when you need

Cut the time it takes to manage your inventory

Overall Brand Essence is – Grainger helps you take costs out and gain the time you need to manage

your business.

Positioning is - You've got a job to do. We want to help you do it for less. (Source: Grainger.com)

Crux: The Company needs to highlight - How it help time-poor people to manage inventory

replenishment, saving costs and efforts. It has put this beautifully on its website but not made much use

of it in terms of banner ads or in e-mailer campaigns.

Grainger Customer Personas

Grainger's customers are:

Those looking for easy check-out on products.

Who don't want to get register first in order to order from its web-site.

Want automated solutions for inventory management for their offices.

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Crux: According to these, Grainger has now 2 sets of customers:

Set 1: Customers who create an account with Grainger through the registration process.

Set 2: Customers who do “guest check-out”.

Guest checkout can expedite the check-out process and potentially reduce cart abandonment (Source:

The Guest Checkout, www.shopify.in)

Our Recommendations to Grainger

Grainger's objective is to increase 10% sales of Bosch tools through its website. To accomplish this

Company needs to – increase brand awareness and sales process then grow loyalty and re-position

itself for larger/new target audience. This is how it can be done:

Focusing a portion of Company's website on business customers or a micro-site.

Conceptualize the needs of a B2B online retail – which help you buy through the maze of

products, interested in buying bulk without cumbersome registration process, and delivers

quick.

Why B2B online retail model – because Online retail accounted for a third of all of their

business sales (in 2013). (Source: http://ecommerceinsiders.com/ecommerce-websites-grainger-

b2b-retail-2213/)

Position in message – Guest Check-out facility, Assistance in product selection, inventory

management to save customer time and costs.

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Mock ad can be:

Get the best of both worlds

Save both - Your Time & Money in one breath.

Let Grainger help you place the order. Just call or chat. Our Representative will help

you select the product you want from our 1 million plus catalogue. So that you save

more time doing things that need your attention.

What's more we've made it simple to check-out

with our Guest Check-out feature. So goodbye long Registration pages.

GRAINGER

Measure 'likelihood to recommend' and 'intention to purchase' as metrics using the NPS survey

method (https://www.netpromoter.com/). This will help them grow customer loyalty by

capturing the voice of customer and create customer advocates. This is most critical in order to

'Grow Loyalty' – one of our critical objectives.

Discounting / promotion deals – Company can decide at its own discretion. This can be a good

tool for brand awareness, attracting new customers to the Brand

(http://smallbusiness.chron.com/discount-pricing-strategy-794.html).

Word Count: 3861

Capstone Digital Marketing

25 | P a g e H i m a n s h u D u t t

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