The E-Marketing Plan. Creating an E-Marketing Plan Why would a company pay so much to design and...
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The E-Marketing Plan
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Creating an E-Marketing Plan
Why would a company pay so much to design and build its Internet presence ?
– To protect the corporate and brand identities
– Complexity of designing e-marketing strategies
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Creating an E-Marketing Plan An E-Marketing Plan is a company’s
blueprint for strategic direction
Ad hoc – Companies develop strategies without the development of an E-Marketing Plan
• Example: www.yahoo.com
75% of e-business will fail due to flaws in planning
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A Seven Step Marketing Plan
1. Conduct a situation analysis.
2. Identify target stakeholders
3. Set objectives
4. Design marketing mix strategies to meet objectives
5. Design action plan
6. Develop a budget
7. Develop an evaluation plan
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Exhibit 8 - 2 Marketing Plan Process
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• Large Web sites are not profitable ventures, but they are more concerned with establishing their brands, ex: Amazon
• Start-Up companies are funded by:
–Private funds (family and friends)
–Angle Investors
–Venture capitalist (VCs)
•“I invest in people, not ideas,” Arthur Rock (VC), “If you find good people, if they’re wrong about the product, they’ll make a switch.”
Venture Capital E-Marketing Plan
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• VCs look for plans that show:
• the e-business idea is a solid one,
• the entrepreneur has some idea of how to run the business
• Once the start up business begins to boom, the VC looks for an exit plan, and the stock usually goes public, IPO
• The VC gets their money back and looks for another investment
Venture Capital E-Marketing Plan
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Key Success Factors Key Dangers
Make it easy for customers to do business with you. Focus on the end customer for your products and services. Redesign your customer-facing business processes from the end customer’s point of view. Wire your company for profit: Design a comprehensive, evolving electronic business architecture. Foster customer loyalty, the key to profitability in electronic commerce.
Don’t completely redesign a business to become an e-business. Don’t suspend good project management rules in the name of e-business. Don’t assume technology can do all the heavy lifting in e-business implementation. Don’t focus solely on current customers for e-business. Stay alert for new competition.
Exhibit 8 - 3 Critical Success Factors and Dangers for E-BusinessSource: Success from Seybold (1998); danger from GartnerGroup (1999)
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The Existing Marketing Plan
• Working with existing information is the best place to start, if you want to follow current positing strategies.
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Conduct an Environmental Scan
–Legal/Political Environment •Taxation, access, copyrights, & encryption
– Technological Environment•Communication Infrastructures
•Bandwidths, and New browsing devices
Situation Analysis
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Conduct an Environmental Scan
–USER Trends •Focus on how the net audience has changed over the last six months, last year, etc…
•Are there any trends?
•Is there any important target segments coming online?
–World Economies •Understand overseas economies, also do they have the proper infrastructures to support what we are doing?
Situation Analysis
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Develop a Market Opportunity Analysis
- Includes both demand & supply analysis
•Demand side, reviews potential profitability
•Supply side, reviews competition, and finds competitive advantages
- SWOT
Situation Analysis
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Internal Capability Examples
Customer interactions E-commerce, customer service, distribution channels
Production and fulfillment SCM, production scheduling, inventory management
People Culture, skills, knowledge management, leadership and commitment to e-business
Technology ERP systems, legacy applications, networks, Web site, security, IT skills
Core infrastructure Financial systems, R&D, HR
Exhibit 8 - 4 Key Internal Capabilities for E-BusinessSource: Adapted from Kalakota (1999)
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Situation Analysis Develop a Market Opportunity Analysis
Market Opportunity Analysis includes both demand and supply analyses.
The demand portion reviews various market segments in terms of potential profit.
The supply analysis review competition in selected segments that are under consideration
The purpose of the supply analysis is to assist in forecasting segment profitability and finding competitive advantages in the online market.
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SWOT
Strengths, Weaknesses, Opportunities and Threats
This analysis objectively evaluates the company’s strengths and weaknesses with respect to the environment and the competition
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Strategic Opportunities A Key element in setting strategic goals is to take stock of where the company
currently is and the level of commitment that it wishes to make to a business.
The lowest level impacts individual business activities such as order processing.
The next level impacts business processes such as customer relationship management
The next level, enterprise is where the firm automates many business processes in a unified system
EB = EC + BI + CRM + SCM + ERP
ERP – the key here is to make sure that the processes work well together in a unified system
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Activity
Business Process
Enterprise
PurePlayBusiness transformation
(competitive advantage,industry redefinition)
Effectiveness(Incremental sales,customer retention)
Efficiency(Cost
reduction)
Pure dot-com(E*Trade)
Click and Mortar(eSchwab)
Customerrelationshipmanagement
Brochureware,Order processing
Leve
l of
busi
ness
impa
ct
Exhibit 8 - 5 Level of Commitment to E-Business
Source: adapted from www.mohanbirsawhney.com
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Pure Play Advantages
They are not held to the same standards of profitability as the brick-and-mortar stores
They are held to be smaller and have more agile cultures able to move quickly in response to market fluctuations
The final level is comprised of internet pure plays
Pure plays are companies without brick and mortar presence
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Activity Level Business Process Level Enterprise Level
Online market research Online purchasing Brochureware Content publisher E-mail Online advertising Online sales promotions Order processing Cost reduction using electronic means Negotiated pricing online Segmented pricing online Content sponsorship online
Knowledge managementCustomer relationship management (CRM)Supply chain management (SCM)E-Commerce: tangible productsDirect sellingCommunity building onlineAffiliate programDatabase marketing
E-tailerBit vendorOnline exchangeOnline brokerageMetamediaryInfomediaryVirtual mallShopping agentReverse auctionOnline buyer’s coopMass-customization tools
Exhibit 8 - 6 Menu of Opportunities at Various Levels of Commitment
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Identify Target Stakeholders
When multiple targets are identified, they should be ranked in order of importance so resources can be allocated accordingly
Each market should be well profiled by its characteristics, behavior and desires
Firms must understand the value proposition for each market.
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Set Objectives
Use carefully worded objectives that flow from plan analyses that have a task, contain a specific measurement device, and has a time frame for accomplishment.
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Design Marketing Mix Strategies to Meet the Objectives
Strategic justification – shows how the strategy fits with the firms overall mission and objectives
Operational justification – identifies and quantifies the specific process improvements that will result from the strategy
Technical justification – shows how technology will fit and provide synergy with current IT capabilities
Financial justification – examines cost/benefit analysis
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Marketing Mix Component Chapter Business Model
Product 4 Digital value through new products
Price 4 Cost reduction using E-marketingNegotiationSegmented pricing
Distribution
5 Content sponsorshipDirect sellingInfomediaryIntermediaries Broker: Online exchangeOnline auction Agent: Manufacturer’s agentAffiliate programMetamediaryVirtual mallShopping agent Reverse auctionBuyer cooperative E-tailer bit vendorTangible products
Marketing Communication 6
Content publishingE-mailCommunity buildingOnline advertisingOnline sales promotion
Relationship Marketing 7 CRM
Exhibit 8 - 7 Selected E-
Business Models Are
Also Marketing
Strategies
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Action Plan
Project Scope Site Development Site Promotion Site Maintenance
An action plan will decide which strategies are best to promote the business or company. Having decided that an Internet presence is essential the following considerations are necessary:
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Web Site Example:Project Scope
•To decide the level of Internet and e-commerce commitment that is both beneficial, cost effective and advantageous to the company.
•To evaluate the need for e-mail contact between stakeholders and staff, and what staffing is necessary to implement such a program.
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Site DevelopmentBuild, Buy or Rent, the Following Considerations
Apply:
Outsourcing – speeds completion of the project Personnel Cost Savings Faster Loading Site User Friendly Product More Professional Graphics & Information Outsourcers are aware of Copyright Rules First Impression is Paramount
http://www.forrester.com/
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Agency (Affiliation)
Headquarters
1999 Projected Revenue (in thousands)
% Increase over 1998
1999 Employees
1 Sapient 1 Cambridge, MA
276,844 67.9 2,011
2 iXL, Atlanta 1 Atlanta *214,000 230.8 *1,700
3 USWeb/CKS 1, 2 San Francisco *170,000 86.8 *1,050
4 Razorfish (Omnicom) 1 New York 150,000 983.6 1,300
5 Digitas 2 Boston *135,000 237.5 700
6 TMP Worldwide 1, 2 New York *125,000 149.2 *350
7 c2o Interactive Architects (EDS) 1
Dallas 125,000 177.8 350
8 Euro RSCG Worldwide Interaction (Havas) 1
New York 120,900 54.0 793
9 AppNet 1 Bethesda, MD 110,000 521.5 1,000
10
Grey New Technologies 1 New York 106,000 41.3 850
11
OgilvyInteractive 1 (WPP)
New York 100,000 66.7 650
12
Agency.com1 (Omnicom) New York *100,000 278.0 1,000
13
Luminant Worldwide (Y&R)
Dallas 95,883 NA 800
14
Organic (Omnicom) San Francisco *80,000 188.8 681
15
Xceed1 New York 74,000 19.4 450
Exhibit 8 - 8 Top 15 U.S. Interactive Advertising Agencies
Source: Adapted from AdweekOnline (www.adweek.com)
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Site Promotion Register Site with Search Engines Use Metatags, Keywords and HTML tags List Site with Appropriate Directories Utilize Electronic Press Releases Link to Complimentary Web Sites Incorporate Web Site Address in all Media Consider Banner Advertising Consider Hiring an Outside Firm to Promote Web Site
Links to Site Promotion & Search Engines: www.yahoo.com/ www.hotbot.com
www.excite.com http://www.adjacency.com/
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Exhibit 8 - 9 Adjacency (Sapient) Builds and Promotes Web Sites for Clients
Source: www.adjacency.com
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Site Maintenance
Decide How Often to Update Site
Decide Whether to Outsource or Update in House
Evaluate the need for Human Resource for Web Site Maintenance
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Budgeting Evaluate the cost/benefits analysis &
Identify Potential Revenue Streams:
E-Commerce – Do we sell on-line?
Content Sponsorship – Banners, Buttons, Sponsorships
Intermediary Fees – Broker and Agent Fees
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Revenue Streams
Initial funds to support a Web site come from:– Investors– Loans– Firm’s operating budget
Revenue streams that produce Internet profits come mainly from:– Direct sales– Advertising sales– Other fees
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Cost SavingsBy Selling and Marketing On-line
Eliminating elements of the traditional distribution chain
Increases possibilities of greater revenue
Saves on traditional marketing costs (printing, postage)
Increases target market to world-wide audience
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Intangible Benefits
Goodwill Brand Equity Audience Measurement Public Relations Customer Satisfaction
The industry is developing exponentially creating new marketing opportunities, although they may be hard to measure
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Cost/Benefit AnalysisAnalyze the cost
of e-marketing versus the benefits
Revenue increases Cost decreases Intangible benefits Goodwill Brand/Image Building Relationship Building
ISP Costs Hardware and
Software Costs Design Costs Maintenance Costs
Benefits Costs
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Evaluation PlanMonitor and Track Site Usage
Cognitive Measure unique visits and impressions
Attitudinal Survey customers for brand satisfaction objective: CRM, firm would use AOV (average order value) and LTV (lifetime
customer value) Transactive
Measure purchases, site traffic, previous paths and click-through rate
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The End