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Suzanne Wootton Tutor: Alicia Marr N9180567 Word Count: ~ 1637

Suzanne Wootton N9180567

AMB330

AMB330

DIGITAL AUDIT AND PLANNING PORTFOLIO

LANNING PORTFOLIO LADY MUSGRAVE TRUST

LADY MUSGRAVE TRUST

Suzanne Wootton – n9180567 – amb330

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Table of Contents

1.0 Introduction .............................................................................................. 3

2.0 Digital Media Audit ................................................................................... 4

3.0 Target Audience Analysis and Product and Competitor Overview .......... 7

3.1 Target Audience Analysis .................................................................... 7

3.2 Product Overview ................................................................................ 8

3.3 Competitor Overview ........................................................................... 8

4.0 Consumer Insights ................................................................................. 10

5.0 Recommendations ................................................................................. 11

5.1 Establish Consistency Across Social Media ....................................... 11

5.2 Establish a Search Engine Marketing Plan ........................................ 11

5.3 Establish Fresh Website .................................................................... 11

7.0 References............................................................................................. 12

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1.0 Introduction

As the oldest charity in Queensland, The Lady Musgrave Trust’s (LMT) vision is “for women and their children, throughout Queensland, to be free from homelessness,” (Lady Musgrave Trust, 2015). In more recent years, the charity market has been inundated resulting in saturation. Failing to penetrate this market successfully, a digital evaluation and reconstruction has been prepared for the brand. This report analyses current digital platforms, product offerings, and the competitor market. In conclusion, it provides recommendations for the digital marketing future of LMT.

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2.0 Digital Media Audit

Client: The Lady Musgrave Trust Date: 13/03/2018

Criteria Observations, comments, and analysis Rating 1-10*

Digital

Strategy

Studies by Miller, 2009, verified the exponential power of social and digital media for brand development (Palmer & Koenig‐Lewis, 2009). To be successful in growth, a brands digital strategy ought to reflect their core vision. As a charity, LMT’s paramount objective is to maximise fundraising. The brand utilizes digital through an array of channels, generating basic engagement, however failing to maximise reach. LMT’s digital strategy is unclear and waivers between platforms. The brand’s lifestyle façade, present on Instagram and Facebook, aims to target the market, however introduces weaknesses in transparency and objectives. Whilst providing appropriate information on the main website, unclear menu mapping makes navigation difficult and information hard to find. The key driver of trust in Australians is a charity’s ability to illustrate how they use their resources and donations (ACNC, 2013; Populus, 2016). The brands failure to exemplify this online only weakens brand affinity with customers. Whilst it is evident that the current digital media strategy is engendering some success, the extent to which they are fulfilling the brands key objective is limiting.

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Strategically

consistent, company-

created brand

messages

With consideration of colour schemes, content, timeliness, and overall demeaner, it is clear the brand lacks digital consistency. Whilst Instagram and Facebook exemplify uniformity in content, the quality and relevance of the individual posts vary. Additionally, the brand’s Twitter has lacked content since 2016 and was used as a means of awareness with homelessness facts, rather than prompting engagement and donations – the charity’s prime focus. LMT’s main website indistinctly targets sufferers as well as donators, a market that is not addressed on any other medium. Together, the platforms lack unison and synergy, disallowing a harmonious brand image. The brands target markets vary, the key colour scheme is not evident, and the content lacks strategical consistency.

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* Where 0 indicates a lack of achievement and 10 represents optimum achievement

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Digital tools

and social media used

by the company

Main Website https://www.ladymusgravetrust.org.au/ Guide Website https://thehandyguide.com/ Twitter https://twitter.com/lady_musgrave

Followers: 223 Engaged: 4 Instagram https://www.instagram.com/theladymusgravetrust/

Followers: 604 Engaged: 40 Facebook https://www.facebook.com/TheLadyMusgraveTrust

Followers: 1702 Engaged: 18 The brand employs a marketing advising agency which helped reach 26 million in 2016, however their digital media statistics reflect a reach much lower than this. This unearths a lack of connection between reach and action, traditional and digital. The main website uses Google Analytics to track and capitalize on page activity and engagement. The brand’s Facebook uses conversion and trends programs, Facebook Pixel and Signal. Despite this, the Handy Guide website utilizes no tracking features, leaving the exact numbers for conversion and download unknown. The brand hosts a low domain authority score of 24/100 (Moz Analytics, 2018), representative of their ineffective backlink analysis, lowering their search engine rankings and overall traffic. Thus, failing to infiltrate the market before competitors.

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Examples of

content shared

Image 1: Example of Twitter Post (Lady Musgrave Trust, 2017)

Target Audience Women, young to older adults Intended Action Generate further donations through success stories Appropriateness In line with a consumer’s desire to know where

donations are going, capitalizes on sympathy and empathy, easy ability to share

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Image 2: Example of Instagram Feed (Lady Musgrave Trust, 2018) Target Audience Women, older adults Intended Action generate conversation, positivity, and awareness of upcoming events Appropriateness Inconsistent with Twitter feed, most consistent with colour scheme, no links to donate in captions. No direct action or clear vision and meaning

Image 3: Example of Facebook Content (Lady Musgrave Trust, 2018b)

Target Audience Women, affluent, older adults Intended Action Unclear Appropriateness Inconsistent with other platforms, no correlation with brand’s vision

Strategic

user engagement

Image 4: Comparison of User Engagement v Competitor (Lady Musgrave Trust, 2018b; Orange Sky Laundry, 2017)

The brand’s engagement with the audience varies between social platforms. Image 4 illustrates the slower response time from LMT versus a competitor.

Image 5: Comparison of User Engagement v Competitor (Lady Musgrave Trust, 2018)

Image 5 illustrates an inconsistency in responses on Instagram, resulting in consumers discouraged from commenting again. Overall, the brand has applied an elementary level of tools to target a

market but has failed to spark engagement. This is evident in the lack of reviews and comments on Facebook, as well as retweets and comments on Twitter.

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3.0 Target Audience Analysis and Product and Competitor Overview 3.1 Target Audience Analysis LMT has identified Queenslanders aged 50+ as their target market. With 90% of women in this market identifying helping others as an integral part of themselves (Sensis, 2017), and 80% of global purchasing decisions accountable to women (Barclay’s Wealth, 2011), they become the ideal focus of the future campaign. Roy Morgan (2009/10; Roy Morgan, 2017) indicated the economic status of those in AB and C Quintiles to be synonymous with higher donations. Conveniently, a quarter of the target market fall into this category (Roy Morgan, 2017). Contribution to social networking sites is at 99% (Roy Morgan, 2017), with majority of activity falling under emails (Australian Communication and Media Authority (2016). In rates of participation, Google, Facebook, LinkedIn, Youtube, Pinterest, Twitter, and Instagram, follow respectively (Sensis, 2017; Australian Communications and Media Authority, 2016). On average, the market has a much larger network on LinkedIn than other platforms (Sensis, 2017). An optimal time for penetration is recognized in the afternoon Monday to Friday, with 68% engagement (Roy Morgan, 2017), and a third having no preference of the content they consume at this time (Sensis, 2017). The market has a much higher than average engagement rate with coupons and discounts. Whilst seemingly easy to lure, the target market faces great barriers to digital purchase, with only 10% comfortable giving their details over the internet (Sensis, 2017). Furthermore, they are identified as hedonic shoppers – reached with emotive experiences that resonate with them (Wahyuddin, 2017). With one in four women experiencing emotional abuse by a partner, potential for empathetic connection is heightened (ABS, 2014).

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3.2 Product Overview LMT offers a range of support services for women enduring homelessness, with heightened pride in their ‘Handy Guide for Homeless Women’. 20,000 guides are provided annually, with an average cost of 85c per copy, excluding administration costs (Kelly, 2018). Additionally, to online donations, the brand executes fundraising events, gaining a large reach and lump sum donation (Lady Musgrave Trust, 2016). In a profoundly saturated market, the company aims to breakaway with its point of difference, being the oldest charity in Queensland. With 133 years of experience, the brand has assisted 10,000 homeless women (Kelly, 2008; QUT, 2018). The product entails high involvement research and low involvement post purchase. Investigation is commonly done into return on investment (ROI) for donations, a key motive in deciding on a charity to donate to (Potomac, 2003). Lady Musgrave Trust’s lack of palpable display for this can cause a large barrier to purchase.

3.3 Competitor Overview Image 6: Google Search for Homeless Charities

With 52,165 other Australian charities, competition is inflated (Australian Charities and Not-For-Profits Commission, 2016). With a plethora of charities focusing on homelessness, LMT fails to surpass the leaders. In 2016, the brand received $91,555 in donations (The Lady Musgrave Trust, 2016), compared to a competitor’s $150,000 from a single fundraiser (Lighthouse Foundation, 2016). Google Search immediately shows the lack of SEO employed by LMT in comparison with competition, failing to be discovered in the first few pages of results.

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Competitor analysis:

Website/Mobile Adaptability Social Media Channels my friends’ place

- Consistent colours - Clear vision - Transparent - Clear call to action - Quick escape button - Easy navigation

(My Friends’ Place, 2018)

Facebook, Instagram, LinkedIn

- Instagram: high engagement

- Instagram: lack of presence - Consistent colours - Mild lack of consistency

amongst content - Lack of call to action on

social media

(My Friends’ Place, 2017) (My Friends’ Place, 2017b) (My Friends’ Place, 2018b)

Sheltered by Grace

- Consistent colours - Easy navigation - Clear vision - Clear call to action - Effective graphs

(Sheltered by Grace, 2016)

Facebook, Twitter, Pinterest

- Extremely high engagement on Facebook

- Quick response time - Highly consistent with

Facebook uploads - Relatable posts - Shareable posts

(Sheltered by Grace, 2017) (Sheltered by Grace, 2018)

Lighthouse Foundation

- Consistent colours - Clear call to action - Transparency - Useful information

(Lighthouse Foundation, 2018)

Facebook, Twitter, Youtube, LinkedIn

- High engagement on platforms

- Positive reviews - Consistent posting - Videos enhance

transparency - Shareable content - Consistent branding

(Lighthouse Foundation, 2018b) (Lighthouse Foundation, 2018c) (Lighthouse Foundation, 2018d) (Lighthouse Foundation, 2018e)

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4.0 Consumer Insights Data shows that Queensland women aged 50+ are driven to buy through hedonic motivations, sparking emotional arousal (Haas & Kenning, 2014). Higher involvement entices greater hedonism, fulfilling the shoppers’ motives (Teed et al, 2010). With heightened emotions, and likelihood to relate and resonate with others, the following consumer insights have been strategically developed;

- Women want trust in a brand, through transparency and financial assurance (Delargy, 2018; Charities Aid Foundation, 2013)

- Women are targeted through emotional experiences to which they resonate with - Women are hedonic, resulting in the pursuit of an engaging shopping experience both pre

and post-purchase

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5.0 Recommendations

5.1 Establish Consistency Across Social Media Research demonstrates consistent communication, in addition to consistent brand messaging, drives positivity, trust, and loyalty (Stiller, 2016; Li et al, 2016). With 40% of Australians previously unfollowing a brand for irrelevant content, it is clear that:

- community - positive and consistent interaction - and relevant content

are integral parts to a successful social media plan. Facebook, Youtube, LinkedIn, and Pinterest have the capability to work in tandem to achieve these goals. Despite being the target market’s four primary platforms, other small businesses fail to utilize majority but Facebook (Sensis, 2017). Thus, leaving a gap in the market, providing LMT the opportunity for penetration with minimal clutter (Roy Morgan, 2017). Despite Twitter being a common platform amongst competitors, it not only has the lowest participation rate of social platforms within the target market (Roy Morgan, 2017, Australian Communications and Media Authority, 2016), but also continues to have the highest drop off rate (Sensis, 2017). Additionally, the target market’s network size within Twitter is the third lowest in comparison to other mediums (Sensis, 2017).

5.2 Establish a Search Engine Marketing Plan It is recommended LMT reviews their SEM and implements a more effective plan through key words, tags, and greater financial input. Google Analytics show organic visitors make up for just under 40% of traffic (Google Analytics, 2018). With 82% of the market using search engines to make a purchase decision, and majority of the market applying a search strategy before purchase, discoverability on Google is exceptionally imperative (Google, 2014/15). SEM has been proven to be highly beneficial in gaining competitive advantage, a tool necessary in a market saturated to this caliber (Zenetti et al, 2014). A strategic SEM will ensure a highly targeted campaign for the brand.

5.3 Establish Fresh Website With majority of target users accessing internet through mobiles and tablets, it is recommended LMT optimizes their site for mobile (Sensis, 2017). Lack of mobile optimization can have a drastically negative impact on a business and lowers the chance of search engines displaying the webpage in results (Manderscheid & Wukitsch, 2014). To implement a clear call for action, the LMT website should also be redesigned to be consistent in colour, content, and vision. Studies show design quality is a key factor in a consumer’s decision to purchase (Zhou et al, 2009). Real stories, clear menus, and the focus on donating or seeking help ought to be the principal focus’.

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7.0 References ABS. (2014, June 27). Media Release - One in four women has experienced emotional abuse by a partner (Media Release). Retrieved March 17, 2018, from http://www.abs.gov.au/AUSSTATS/abs@.nsf/Latestproducts/4102.0Media Release52014?opendocument&tabname=Summary&prodno=4102.0&issue=2014&num=&view ACNC. (2013). Public trust and confidence in Australian charities (p. 5, Rep. No. 3592). Chantlink. Australian Charities and Not-For-Profits Commission. (2016). AUSTRALIAN CHARITIES REPORT (Rep.). Retrieved March 19, 2018, from Australian Government website: http://australiancharities.acnc.gov.au/wp-content/uploads/2017/12/Australian-Charities-Report-2016-FINAL-20171203.pdf Australian Communications and Media Authority. (2016, August 04). Digital lives of older Australians (Rep.). Retrieved March 17, 2018, from https://www.acma.gov.au/theACMA/engage-blogs/engage-blogs/Research-snapshots/Digital-lives-of-older-Australians Barclay's Wealth. (2011). Understanding the Female Economy: The Role of Gender in Financial Decision Making and Succession Planning for the Next Generation(Rep.). Retrieved March 17, 2018, from https://www.home.barclays/content/dam/barclayspublic/documents/news/986-699-BW_Female-Client-Group-report.pdf

Charities Aid Foundation. (2013, May). Applying behavioural insights to charitable giving (Rep.). Retrieved March 19, 2018, from http://good2give.ngo/wp-content/uploads/2016/04/CAF_Charitable_Giving_Report_May_2013.pdf

Delargy, C. (2018, March 15). Charities and Public Trust. Retrieved March 19, 2018, from http://www.behaviouralinsights.co.uk/charitable-giving/charities-and-public-trust/

Google. (2014/15). Consumer Barometer. Retrieved March 15, 2018, from https://www.consumerbarometer.com/en Google Analytics. (2018). Google Analytics of The Lady Musgrave Trust: 18 Dec 2017 – 27 Feb 2018 [data file]. Retrieved March 13, 2018, from QUT Blackboard https://blackboard.qut.edu.au/bbcswebdav/pid-7199903-dt-content-rid-10908578_1/courses/AMB330_18se1/Lady%20Musgrave%20online%20activity.pdf Haas, A., & Kenning, P. (2014). Utilitarian and Hedonic Motivators of Shoppers’ Decision to Consult with Salespeople. Journal of Retailing, 90(3), 430-430. doi:10.1016/j.jretai.2014.05.003 Kelly, L., Dr. (2018, February 21). Digital Portfolio: Lecture 1 [Lecture Recording]. Retrieved March 17, 2018, from https://lecturecapture.qut.edu.au/ess/echo/presentation/b58b979f-a6ea-4c9a-a206-0078076d2ab6?ec=true Lady Musgrave Trust. (2015). The Lady Musgrave Trust - What We Do. Retrieved March 13, 2018, from https://www.ladymusgravetrust.org.au/what-we-do Lady Musgrave Trust. (2015b). Domestic Violence Services. Retrieved March 17, 2018, from https://www.ladymusgravetrust.org.au/Domestic-Violence-Services/ Lady Musgrave Trust. (2016). Annual Report 2016 (Rep.). Retrieved March 15, 2018, from https://www.ladymusgravetrust.org.au/resources/Documents/Resources/2016%20The%20Lady%20Musgrave%20Trust%20Annual%20Report.pdf Lady Musgrave Trust. (2017). Lady Musgrave Trust Twitter. Retrieved March 19, 2018, from https://twitter.com/lady_musgrave Lady Musgrave Trust. (2018). Lady Musgrave Trust Instagram. Retrieved March 19, 2018, from https://www.instagram.com/theladymusgravetrust/?hl=en

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Lady Musgrave Trust. (2018b). Lady Musgrave Trust Facebook. Retrieved March 19, 2018, from https://www.facebook.com/TheLadyMusgraveTrust?fref=ts Li, J., Li, X., & Zhu, B. (2016). User opinion classification in social media: A global consistency maximization approach. Information & Management, 53(8), 987-996. doi:10.1016/j.im.2016.06.004 Lighthouse Foundation. (2016). Annual Report 2016 (Rep.). Retrieved March 19, 2018, from http://lighthousefoundation.org.au/wp-content/uploads/2013/08/Lighthouse-Foundation-Annual-Report-2015_2016-FINAL.pdf Lighthouse Foundation. (2018). Lighthouse Foundation Home Page. Retrieved March 19, 2018, from http://lighthousefoundation.org.au/ Lighthouse Foundation. (2018b). Lighthouse Foundation LinkedIn. Retrieved March 19, 2018, from https://www.linkedin.com/company/lighthouse-foundation-australia/ Lighthouse Foundation. (2018c). Lighthouse Foundation Youtube. Retrieved March 19, 2018, from https://www.youtube.com/user/1991Lighthouse Lighthouse Foundation. (2018d). Lighthouse Foundation Twitter. Retrieved March 19, 2018, from https://twitter.com/LighthouseFdn Lighthouse Foundation. (2018e). Lighthouse Foundation Facebook. Retrieved March 19, 2018, from https://www.facebook.com/LighthouseFdn/ Manderscheid, R., & Wukitsch, K. (2014). Healthy People 2020: Developing the potential of mobile and digital communication tools to touch the life of every American. Journal of Communication in Healthcare, 7(1), 8-16. doi:10.1179/1753807614y.0000000043 Moz Analytics. (2018). Open Site Explorer: Link Researcher & Backlink Checker. Retrieved from https://moz.com/researchtools/ose/links?site=https%3A%2F%2Fwww.ladymusgravetrust.org.au%2F&filter=&source=external&target=page&group=0&page=1&sort=page_authority&anchor_id=&anchor_type=&anchor_text=&from_site= My Friends’ Place. (2017). My Friends’ Place Instagram. Retrieved March 19, 2018, from https://www.instagram.com/myfriendsplaceqld/ My Friends’ Place. (2017b). My Friends’ Place LinkedIn. Retrieved March 19, 2018, from https://www.linkedin.com/company/myfriendsplacequeenslandinc/ My Friends’ Place. (2018). My Friends’ Place Home Page. Retrieved March 19, 2018, from http://myfriendsplace.com.au/ My Friends’ Place. (2018b). My Friends’ Place Facebook. Retrieved March 19, 2018, from https://www.facebook.com/alwayskeptsafe/ Orange Sky Laundry. (2017). Orange Sky Laundry Facebook. Retrieved March 19, 2018, from https://www.facebook.com/OSLaundryAU/ Palmer, A., & Koenig‐Lewis, N. (2009). An experiential, social network‐based approach to direct marketing. Direct Marketing: An International Journal, 3(3), 166-166. doi:10.1108/17505930910985116

QUT. (2018). Lady Musgrave Trust Brief [doc]. Retrieved March 13, 2018, from QUT Blackboard https://blackboard.qut.edu.au/webapps/blackboard/content/listContent.jsp?course_id=_138694_1&content_id=_7199908_1 Populus. (2016). Public trust and confidence in charities (Rep.). Retrieved March 15, 2018, from https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/532104/Public_trust_and_confidence_in_charities_2016.pdf

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Potomac. (2003). Choosing Charities: How To Pick a Nonprofit Partner That Fits The Bill. PR News, 59(12). Retrieved March 19, 2018, from https://search-proquest-com.ezp01.library.qut.edu.au/docview/204213170?pq-origsite=summon. Roy Morgan. (2010, June 26). 12.6 million Australians have donated to charity in the last 12 months, affluent more likely to donate to charity. Retrieved March 17, 2018, from http://www.roymorgan.com/findings/over-12-million-have-donated-to-charity-201305150648 Roy Morgan. (2017). Roy Morgan single source Australia: Oct 2012 - Sep 2017 [data file]. Retrieved March 13, 2018, from QUT Blackboard https://blackboard.qut.edu.au/webapps/blackboard/content/listContent.jsp?course_id=_138694_1&content_id=_7199908_1 Sensis. (2017, June 22). Sensis Social Media Report 2017 (Rep.). Retrieved March 19, 2018, from https://www.sensis.com.au/asset/PDFdirectory/Sensis-Social-Media-Report-2017.pdf Sheltered by Grace. (2016). Sheltered by Grace Home Page. Retrieved March 19, 2018, from http://www.sbg.org.au/ Sheltered by Grace. (2017). Sheltered by Grace Twitter. Retrieved March 19, 2018, from https://twitter.com/shelteredbg Sheltered by Grace. (2018). Sheltered by Grace Facebook. Retrieved March 19, 2018, from https://www.facebook.com/ShelteredByGrace/ Stiller, J. (2016, August 30). The Importance of Maintaining Brand Consistency on Social Media: 4 Ways to Stay on Top [Blog Post]. Retrieved March 26, 2018, from https://medium.com/greater-than/the-importance-ofmaintaining-brand-consistency-on-social-media-299e11f499dd#.67gljwttr Teed, M., Norman, C., Aung, M., Adlam, D., Goswami, S., Surgeoner, B., & Zhu, B. (2010). Wal‐Mart is coming to Guelph: Hedonic to utilitarian shoppers perceptions. Qualitative Market Research: An International Journal, 13(2), 130-153. doi:10.1108/13522751011032584 Wahyuddin, M., Setyawan, A. A., & Nugroho, S. P. (2017). Shopping Behavior Among Urban Women. Mediterranean Journal of Social Sciences, 8(1), 306-311. doi:10.5901/mjss.2017.v8n1p306

Zenetti, G., Bijmolt, T. H., Leeflang, P. S., & Klapper, D. (2014). Search Engine Advertising Effectiveness in a Multimedia Campaign. International Journal of Electronic Commerce, 18(3), 7-38. doi:10.2753/jec1086-4415180301 Zhou, T., Lu, Y., & Wang, B. (2009). The Relative Importance of Website Design Quality and Service Quality in Determining Consumers’ Online Repurchase Behavior. Information Systems Management, 26(4), 327-337. doi:10.1080/10580530903245663