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A E-Marketing Plan For Television Broadcasts Limited
Strategic E-Marketing and
Performance Metrics
1
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.
©2018
2
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.
©2018
3
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.
2-4
©2018
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.
2-5
©2018
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.
2-6
©2018
ESP model focuses on strategy and performance
2-7
©2018
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.
2-8
©2018
SELECTING A BUSINESS MODEL
Components of business model selections:
2-9
©2018
Level of Commitment to E-Business
2-10
©2018
Activity-Level E-Business Models
Online purchasing
Order processing
Content publishing
Business intelligence (BI)
Online advertising and public relations (PR)
Online sales promotions
Pricing strategies
Social media communication
Search marketing
2-11
©2018
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
2-12
©2018
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.
2-13
©2018
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.
2-14
©2018
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.
2-15
©2018
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.
©2014 Pearson Education, Inc. publishing as Prentice Hall
2-16
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?
2-17
©2014 Pearson Education, Inc. publishing as Prentice Hall
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.
2-18
©2018
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.
2-19
©2018
Data Collection
Data for Web analytics are collected in several ways:
Website server logs
Cookie files
Page tags
Geolocation
2-20
©2018
Metrics Used to Measure Internet Marketing Performance
2-21
©2018
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
2-22
©2018
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.
2-23
©2018
©2018
24
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
2-25
©2018
©2018
26
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
2-27
©2018
©2018
28
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.
2-29
©2018
©2018
30
©2018
31
Social Media Performance Metrics
Awareness/Exposure
Unique visitors
Page views
Impressions
Number of searches
Search engine ranking
Number of followers, registrations, or subscribers
2-32
©2018
Brand Health Metrics
Share of Voice (SOV)
Sentiment
Brand influence
2-33
©2018
Engagement Metrics
Content viewership
Tagging, bookmarking or “likes”
Membership/Follower
Number of shares
Content creation
2-34
©2018
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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