digital marketing lecture 3
TRANSCRIPT
digital and interactive marketing #DM
3
situation analysis
SOSTAC planning framework planning framework…
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situation analysisobjectivesstrategytactics
actioncontrol
growth
position
competive
corporate
marketing
digital
resources
scheduling
Smith, 1990
7P’s
marketing
the macro environment
the micro environment
strategysystems
functionsresources
suppliers
other stakeholders
intermediaries
competitors
customers
political forces
social cultural forces
technological forces
economic forces
environmental forces
legal forces
environments
the internal
environment
situation analysis...
PESTEL analysis…Your Notes PESTEL
FactorsPotential Impact
Implications & Importance
About your organisation & how the factors might impact on DIGITAL marketingfor your organisation/SBU
PoliticalEconomicSocialTechnologicalEnvironmentalLegal
H = HighM = MediumL = LowU = Undecided
Time Frame:ShortMediumLong
Type:Opportunity orThreat
Implication:IncreasingReducingNot yet determined
Relative ImportanceH = HighM = MediumL = Low
…what’s going on?
growth of e and m commerce
showrooming
media fragmentation
…changing legislation, DPA, PECR, Cookies, Parody…
…3D printing, AR, graphene, wearable tech, Li-Fi
…disruption and innovation
…increasing online video audiences
Dual-screening
“hyper-connectivity”
BIG data
…market economies, new economies and currencies
marketing
the macro environment
the micro environment
strategysystems
functionsresources
suppliers
other stakeholders
intermediaries
competitors
customers
political forces
social cultural forces
technological forces
economic forces
environmental forces
legal forces
environments
the internal
environment
situation analysis...
stakeholder analysis...
Which publics are important to the firm’s operations?
How strong are company-stakeholder relationships?
What is the impact of corporate actions on these publics?
Are they increasing or decreasing in importance?
What actual or potential impact could they have on the business?
What are the interests of each relevant public?
Which groups pose a threat and which an opportunity?
What are their communications needs?
Monitor… Minimal Effort
Keep Informed
Keep Satisfied Key Players
Low Level of Interest High
Hig
h L
evel
of I
nflu
ence
Lo
w
Mendelow, 1991
customer analysis...
segment characteristics
decision-making process
involvement
perceived risks
awareness, perception and attitude
influence
media consumption and use
digital media consumption in the UK, 2015…
85% of go online using any device, any where…
tablet ownership highest with 35 – 64 year olds
50% prefer apps, only 36% prefer browsers…
Average weekly internet usage is 20.5 hours (2015)
Social media growth is fuelled by 55 – 64 year olds
61% of mobile users go online with the device
consider how media is scheduledOfcom, 2015
…change in key technology activities…
Ofcom, 2015
…growth in key technology platform usage…
Ofcom, 2015
search
social
site
Porter’s five forces…Bargaining power of suppliers
Threat of new entrantsThreat of substitutes
Bargaining power of customers
Intensity of existing rivalry
Porter, M, 1979, HBR
…using the strategic groups model
CE
A
B
D Firms within a strategic group have similar strategies
Strategic dimension 1
Strategic dimension 2
The relative position of groups shows how alike or different their strategies are
Adapted from Porter, 1980
investment priorities, objectives & goals
market importance & commitment
relative strengths & weaknesses
competitors - now? 5 years on?
weaknesses making them vulnerable
changes likely in future strategies
‘7 step competitor analysis drill’
effect on industry, market & you
Davidson, 1997
INB
OU
ND
LOG
IST
ICS
OPE
RAT
ION
S
OU
TB
OU
ND
LOG
IST
ICS
MA
RK
ET
ING
& S
ALE
S
SER
VIC
E
FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
PROCUREMENT
MARGIN
MARGIN
Support
activities
Primary Activities Source: Porter
Porter’s value chain…
Porter, M, 1985
website analysis...
user experience… UX
traffic
Findability and SEM
content
Responsiveness and mobile
interaction
…analytics
…social media presence
comments, likes, fans, traffic…
…follows, RTs, favourites
Facebook, LinkedIn, Twitter, Instagram, Pinterest, blogs…
…sentiment analysis
…social bakers
socialmention
Paid for tools like Radian6 or Wildfire
Internal analysis...
strengths and weaknesses
linked to use and availability of resources…
and analysis of current digital activity…
…McKinsey 7S Framework
Strategy... the plan(s) devised to maintain and build
competitive advantage over the competition
Systems...the daily activities and procedures that staff members
engage in to get the job done
Shared Values... the core values of the company that are evidenced in the
corporate culture and the general work ethic
Structure...the way the organisation is structured and who reports to whom
Style... the style of leadership adopted
Staff... the employees and their general capabilities
Skills... the actual skills and competencies of the employees working for the company.
…simplistic but often used model
…designed to help identify key causes of
problems in organisation’s as a TQM approach
Can use it for human, financial, material and
asset audit… for strengths and weaknesses
5M’s..?
men, money, minutes, machines, management
also consider…
…strengths and weaknesses of current digital mix
website
social media…
UX
traffic and flow
CGM
…web presence model
1. brochurewear
2. transactional
3. entertainment
4. affiliate
5. relationship
TOWS Analysis
Strengths Weaknesses
Opportunities“Maxi-Maxi” Strategies
Strengths used to maximise opportunities
“Mini-Maxi” Strategies
Minimise weaknesses by taking advantage of
opportunities
Threats“Maxi-Mini” Strategies
Strengths used to minimise threats
“Mini - Mini” Strategies
Minimise weaknesses and avoid threats
Weihrich, 1982