digital marketing strategy project

Student Numbers:

10084552

10063827

10060868

Course Title: Certificate in Digital Marketing (BCE07CDM)

Lecturer: Brendan Maguire

Module/Subject Title: Digital Planning & Management (BMS2910)

Assignment Title: Create a Digital Marketing Strategy

No. of Words: 3,278

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY .......................................................................................... 3

2. SITUATION ANALYSIS............................................................................................ 3

2.1. SWOT & PESTLE Analysis ............................................................................. 4

2.1.1. Technological Issues ................................................................................ 4

2.1.2. Legal Issues ............................................................................................. 4

3. OBJECTIVES ........................................................................................................... 6

4. STRATEGY ............................................................................................................ 10

4.1. Introduction ................................................................................................... 10

4.2. Stellar Toi Strategy ....................................................................................... 10

5. TACTICS ................................................................................................................ 12

5.1. Smartphone app ........................................................................................... 12

5.2. Website ......................................................................................................... 12

5.3. Twitter. .......................................................................................................... 13

5.4. Facebook ...................................................................................................... 13

5.5. Email… ......................................................................................................... 14

5.6. YouTube ....................................................................................................... 15

5.7. Affiliates ........................................................................................................ 15

6. ACTION PLAN ....................................................................................................... 16

7. CONTROL .............................................................................................................. 19

REFERENCES .............................................................................................................. 22

APPENDICIES .............................................................................................................. 27

Appendix A: Sample Stellar Toi Keywords ................................................................. 27

List of Figures

Figure 1: SWOT Analysis .............................................................................................. 5

3

1. EXECUTIVE SUMMARY

This document outlines a comprehensive six-month digital marketing strategy for the

new Irish lager Stellar Toi.

It is planned around the SOSTAC® model (Smith, 2011) and will seek to position Stellar

Toi as a socially-responsible brand that not only provides its consumers with great-

tasting lager at affordable prices, but one which actively supports and encourages

“community”-focused activities such as music, sports and charity events.

The strategy includes a full situation analysis that has identified a growing lager market

in Ireland; clear and measurable objectives; an overall strategy aimed primarily at

creating initial brand awareness; specific tactics for each channel that target the

strategic aims; and clear action and control plans that will identify the human resources

tasked with implementing and monitoring the strategy and the tools they will use.

2. SITUATION ANALYSIS

Around 60% of alcohol sold in Ireland is purchased in the off-trade (supermarkets,

convenience stores, etc) and is linked to lower pricing (RCPI, 2013). A slight recent

decrease in overall beer consumption is mainly linked to the economic downturn,

although Bord Bia states that smart strategies targeting consumers according to age,

gender, price and location demographics are still key (Hargan, 2010). Heineken Ireland

has actually grown its lager market share recently (Business Post, 2013), with lager

nationwide accounting for 65% of total beer sales, with the stout/ale market dropping to

30% (DII, 2013). In general terms, the economic forecast for 2014 is positive (DoF,

2013).

Specifically, it is expected that a campaign beginning in April that also takes in the

Football World Cup should be ideally placed to build substantial brand awareness,

result in good initial sales figures, and capture a reasonable portion of market share.

Pubs in particular should be keen to participate in the brand’s marketing activities, given

that football and lager have a longstanding association and that alcohol promotions will

be particularly attractive to the core football fan demographic.

4

2.1. SWOT & PESTLE Analysis

A full SWOT analysis is shown on page 5, with the technological and legal issues facing

the campaign (Kotabe and Helson, 2011) discussed below.

2.1.1. Technological Issues

The digital landscape, and especially social media, is prone to changes and updates.

Apps are a mushrooming business and wading through them to take advantage of one

or two is time-consuming and costly. As the mobile market is ever expanding and

suggestions have been made that it has actually overtaken the “desktop internet”, one

cannot brush aside such an important market.

2.1.2. Legal Issues

Facebook does not allow alcohol advertisements, meaning that extra care and

innovative ways to bypass this have to be created.

5

Figure 1: SWOT Analysis

Strengths

Opportunities

Weaknesses

Threats

Expert knowledge of social media and

advertising campaigns

Dedicated team as per Belbin’s (2012)

ideal team model

Strong knowledge of the nightlife

landscape

Lack of in-house development skills

means that apps development has to

be outsourced, thereby reducing

control

An affordable prime lager at a time

that the stout/ale market is

contracting and the lager market is

growing

Numerous weekly events and the

World Cup creates opportunities for

marketing promotions

Off-trade sales are growing

Dedicated team

Comprehensive budget

Sports clubs are feeling the downturn

and are open to sponsorships

Main customer targets are people

who are familiar with social media

and still of an outgoing nature

Many strong, long-established

competitors, e.g, Heineken & Coors

Unlike competitors, not having a

brewery in situ precludes visitor tour

and merchandise revenue

(Guinness 2012)

The recession and therefore

consumers’ continuing reduced

spending power is a key variable

Despite optimistic economic

forecasts, global instability means

that a reverse situation is not

unthinkable

External Environment

Internal Environment

6

3. OBJECTIVES

This section will define this campaign’s objectives using the RACE planning framework (Chaffey, 2013a), while also

ensuring that they are inherently “SMART” (MacLeod, 2012). The table below is adapted from Chaffey (2013b).

OBJECTIVE TYPE

(CHANNEL*)

OBJECTIVE SUBSTANTIATION STRATEGIES KPIs

Reach, Act &

Engage (Facebook)

50,000 ‘Likes’ by 30

September 2014.

Facebook’s popularity allows

the campaign to reach a large

audience (EightyTwenty,

2013).

The target appears realistic

considering rival brands’

statistics (Heineken, 2013;

Carlsberg, 2013).

Regular content

updates, competitions

and offers of

sponsorship.

Page ‘Likes’ should

serve to “reach”

additional people.

See Control section.

Reach, Act &

Engage (Facebook)

Average of 500 ‘talking

about this’ per week

from 1 May 2014.

As above. As above. As above.

Reach, Act &

Engage (Twitter)

100 tweets per week

from Stellar Toi followers

Twitter’s popularity allows the

campaign to reach a large

Regular content

updates, competitions

As above.

7

mentioning the brand

from 1 June 2014.

audience (EightyTwenty,

2013).

and offers of

sponsorship.

Tweets about the

brand should serve to

“reach” additional

people.

Act & Convert

(Twitter)

50 click-throughs weekly

to the main Stellar Toi

website.

As above. Engaging content (see

above) is used as a

tool to drive people to

the main website

where important

objectives can be

achieved, e.g., e-

newsletter sign-ups.

As above.

Reach & Engage

(YouTube)

Joint Youtube/TV advert

launched on 1 April

2014; target of 100,000

views by 30 September

2014.

YouTube is the second most

popular search engine (Elliott,

2013); allows people to easily

share Stellar Toi content,

thereby promoting the brand

to reach a larger audience.

Viewing, liking, and

sharing of videos will

serve to reach a larger

audience.

As above.

8

Reach & Engage

(YouTube)

Second advert launched

on 10 June 2014; target

of 250,000 views by 30

September 2014.

As above. As above. As above.

Convert & Engage

(Website)

Five online sales

monthly from June 2014

onwards.

Apart from generating

revenue, the gathered order

and personal information can

generate future sales leads

and potentially be used in

direct marketing campaigns.

Discounts for online

bulk orders will

hopefully result in

positive peer referrals,

thereby driving further

sales.

SEO and CPM will

drive traffic.

As above.

Reach (Website) 50,000 unique Stellar

Toi website visitors by

30 September 2014

The website is the channel

where important objectives

can be achieved, e.g., e-

newsletter sign-ups.

SEO and CPM to drive

traffic.

All keywords will be

“community-focused”.

As above.

Reach, Convert &

Engage (Website)

25,000 app downloads

by 30 September 2014.

Downloads allow the capture

of personal information that

can subsequently be used in

Users enticed to

download by offering

them information and

As above.

9

direct marketing campaigns,

e.g., personalised emails.

promotions, etc (See

Tactics).

Reach, Convert &

Engage (Email)

Target numbers for e-

newsletter subscribers:

Medium-term: 3,000

by 20 September

2014

Long-term: an

extensive email

database

E-newsletter sign-ups will

allow the capture of personal

information that can be used

in direct marketing

campaigns, e.g.,

personalised emails.

Users enticed to sign

up by offering them

information and

promotions, etc (See

Tactics).

Positive peer referrals

should serve to “reach”

additional people and

encourage additional

sign-ups.

As above.

10

4. STRATEGY

4.1. Introduction

An essential component of any digital marketing plan is a carefully-crafted strategy that

defines in clear terms exactly how a company aims to meet its desired objectives

(Thompson and Strickland, 1997). While the generic term “strategy” has attracted

numerous definitions by leading theorists (Chandler, 1963; Mintzberg, 2007; Hill and

Jones, 2010) it is perhaps best thought of as a series of steps that ultimately lead to

business success.

Perhaps the most useful interpretation, however, comes from Michael Porter who

asserted: “Competitive strategy is about being different. It means deliberately choosing

a different set of activities to deliver a unique mix of value (Porter, 1996, p. 73)”. This

value, of course, being the value that consumers see a product delivering for them, and

as Kotler and Armstrong (2012) highlight, it is increasingly a company’s digital

marketing strategy that drives the marketing communication processes that promotes a

product’s value to consumers.

4.2. Stellar Toi Strategy

Absolutely fundamental to this strategy is the attempt to position Stellar Toi as a brand

that values “community” – not only in the online sphere, but in the sense that it will seek

to actually promote, sponsor and support community initiatives on the ground. Much

like Molson Coors’ (no date) “Community Cheer” initiative, music events, exhibitions,

charities and sports clubs will be targeted as potential marketing outlets for the brand,

with the digital marketing strategy designed to support these initiatives.

To run alongside the underlying “community” ethos, marketing activities will openly

stress that while the company sells an alcoholic product it is nevertheless acutely aware

of its social responsibilities. Therefore, messages promoting the responsible

consumption of alcohol will feature prominently is in the company’s online content and

conduct.

11

The strategy will be specifically crafted to appeal to the 18-45 year-old demographic,

since these individuals are the primary users of the internet channels and platforms

utilised in this campaign (EightyTwenty, 2013), as well as representing a high proportion

of the economy’s main spenders (Rodgers, 2013). The brand will be positioned as a

high-quality yet reasonably-priced product, meaning that prices will not be above

average. From a generic psychographic perspective, this campaign will be aimed at

individuals that understand the value of community, see themselves as socially-

responsible adults, generally like to have fun in the company of others, and who

appreciate good-quality lager at affordable prices – meaning that marketing activities

are likely best aimed at society’s strivers, exeriencers and makers (Antonides and van

Raaij, 1998; StrategicBusinessInsights, 2012). Finally, since past behaviour is widely

accepted as the most accurate predictor of future conduct, this campaign will aim to

utilise behavioural segmentation as informed through the analysis of potential

customers’ online activity (Chaffey, 2009; Armstrong and Kotler, 2013).

This strategy will primarily focus on using social media platforms to promote the brand

and engage with customers and/or potential community partners. Due to the nature of

the product and the aforementioned targeting tactics, Facebook, the Stellar Toi website,

Twitter and YouTube will be utilised as the main sites of engagement, with SEO and

CPM display advertising used as ancillary tools that help to drive traffic to these

platforms. Apart from the use of social media platforms, other key elements of the

strategy are a focus on email marketing and a mobile app.

Finally, this campaign will be planned around the six-month timescale between 1 April to

30 September 2014, for the reason that the brand is specifically looking to take

advantage of being able to promote itself around the time of the Football World Cup

taking place between 12 June and 13 July. Beer and football have a longstanding

association, and by starting the campaign just prior to the event and subsequently

extending it up to and beyond the beginning of the 2014-15 Premier League season in

England in August, it is hoped that the brand can gain top-of-mind awareness amongst

football supporters.

12

5. TACTICS

This section summarises each channel’s key tactics. For clarification, Pinterest,

Instragram and Google+ will not be utilised due to their relatively low popularity in

Ireland (EightyTwenty, 2013). Despite Google+ apparently having a 15% share of the

market, competitors such as Carlsberg and Heineken do not seem to use the platform,

and even brands that do, such as the Irish Times, have only a couple of thousand

“Followers” (Irish Times, 2013a) versus tens of thousands on Facebook and Twitter

(Irish Times, 2013b; Irish Times, 2013b). Similarly, LinkedIn’s business-focused

platform was not deemed appropriate for a lager brand.

5.1. Smartphone app

Objective: 25,000 downloads

Creating an app modelled on Carlsberg’s “Event Finder” (Feldschloesschen, 2011)

that allows users to find local Stellar Toi-sponsored events, and gives them access

to maps showing venues serving the lager and access to exclusive competitions.

Facilitates a World Cup-“themed” (Johnson, 2011) interaction with the brand,

whereby fans can share pictures of themselves enjoying the football with a Stella Toi

across social media platforms.

5.2. Website

Objective: 50,000 unique visitors

Focus on SEO and ideally a top three organic SERP position and high CTR (Siu,

2012).

Backlinks that positively influence SERP rankings will be encouraged by creating

engaging content and building relationships with community partners (Eridon, 2012;

Ball, 2013), and by posting on other blogs and websites.

CPM display network campaign for its ability to create essential brand awareness

(El-Shinnawy, 2013).

13

For SEO, and particularly the display campaign, Keyword Planner and Übersuggest

(Tomlinson, 2013) will be used to identify long tail keywords (Appendix A) that suit

the campaign’s “community”-focused objectives while generating an acceptable

CTR.

Unlike third-party platforms such as Facebook, Stellar Toi has total control over its

website’s design and functionality – making it the preferred channel for “engaging”

(Chaffey, 2013a) and building long-term customer relationships. To incentivise

website visits, it will be the only channel where community groups/sports clubs can

avail of 30% discounts on bulk Stellar Toi purchases.

5.3. Twitter

Objectives: 100 weekly tweets and 50 click-throughs

Regularly posting engaging and promotion-focused content that directs people to the

main website, thereby encouraging shares and hopefully increasing follower

numbers as highlighted by research (GlobalWebIndex (2013).

Similar to Corona Light’s “Most Liked” campaign (Pereira & O’Dell, 2011) or Miller’s

“TimeintheD” contest (Moss, 2013), regular competitions revolving around sharing

photos/ideas/suggestions that could then be used on Stellar Toi promotional

materials.

5.4. Facebook

Objectives: 50,000 ‘likes’ and 500 people weekly ‘talking about this’

Regular status updates to keep people interacting with the page – crucial when

trying to increase the ‘talking about this’ metric (Kriel, 2012).

Posts will be short, since research suggests that “posts with 80 characters or less

receive 23% higher interaction than longer posts” (Buddy Media, 2012, p. 16).

14

“Calls to action” such as requests for “likes” and “shares” will be used frequently,

since these potentially elicit up to “48% higher than average” interaction rates (ibid,

p. 26).

These calls to action will include competitions, such as for World Cup-themed Stellar

Toi T-Shirts, with the aim being brand awareness and additional likes.

Other tactics for above-average interaction rates (Buddy Media, 2012) will see

posting restricted to 1-2 times daily; the use of “questions” such as Sol’s (2013) 27

November 2013 post asking people to pick between either music or films; and the

inclusion of photos in posts – a clear feature of Carlsberg’s (2013) page.

5.5. Email

Objectives: Medium term: 3,000 subscribers; Long-term: extensive email database

Mailchimp (2013) will be used to conduct direct marketing campaigns, in light of

email’s many benefits such as cost-effectiveness, relatively high open- and click-

through rates versus PPC and CPM advertising, measurability, and email’s high ROI

versus other direct marketing channels (Newsweaver, 2012).

Email is excellent for building crucial brand awareness (Newsweaver, 2012).

Subject lines will be personalised, which according to research can result in 22.2%

higher-than-average opening rates (Nelson, 2012), as well as improved click-though

rates in some studies (Sutton, 2012; MarketingCharts, 2013).

Subject line keyword research will be taken into account to optimise open- and click-

through rates (Nanji, 2013) with “Free Delivery”, “New”, “Voucher” and “Sale”

seeming particularly applicable for encouraging online sales of Stellar Toi.

15

5.6. YouTube

Objectives: First advert: 100,000 views; Second advert: 250,000 views

Both adverts will feature one or more “big” names – a time-tested tactic, especially

when directed by a well-known director – with Coors Light’s recent “Closest to Cold”

campaign featuring Jean Claude Van Damme being one example (Charles, 2012).

Both adverts will feature call-to-action overlays at the end of the video in order to

drive traffic to the main website (Georgieva, 2009).

SEO tactics will focus particularly on fully utilising the “description”, adding

appropriate “tags”, and embedding the videos on the main website to increase the

videos’ rankings (Smith, 2013).

5.7. Affiliates

Objectives: 50,000 unique website vistors; five online sales monthly; 25,000 app

downloads; all e-newsletter subscribers targets

Click-through logos will be added to partner sports club websites, in exchange for

sponsorship and a discount of 30% on Stellar Toi orders for campaign’s duration.

Brand awareness will be built by sponsoring activities in VEC colleges in exchange

for backlinks on their websites.

Partnership deals with some of the best “gigging” venues and charities offering:

30% discounts during the campaign

Stellar Toi logo on their sites with backlinks and click-throughs to the main

website

Sponsorship of television programmes in exchange for product placements

16

6. ACTION PLAN

The Action Plan should adhere to the RACE framework wherever applicable, and aims for cross-platform and mobile

compatibility (Android, iOS, Blackberry, Windows, OS X, etc.). While this strategy focuses on the digital marketing

channels, in order to maximise success, traditional off-line advertising (i.e., billboards, radio, television, print, press

releases) are indispensable – especially during the early brand awareness-building stages.

The largest percentage of the marketing budget has been allocated to the creation of the YouTube/TV adverts, since

celebrity names and well-known directors will be expensive. Also, SEM activities will be relatively costly; apps

development will require third-party expertise that has to be paid for; and successful affiliates will need to be rewarded.

CHANNEL PERCENTAGE

OF BUDGET

EMPLOYEE FREQUENCY ACTIONS HOW

Affiliates 5% Campaign

Manager

Weekly

Prospecting

Monthly

CRM

Prospecting

new affiliates

CRM with existing

affiliates

Meetings

Searches for

prospects

Requests

Exploit opportunities

Apps 10% Web Designer

Third-party

developers

Weekly Develop App

Engagement/Converse

& Listen

Update/Change on a

Analysis

17

need basis

Email 2% WebDesigner

Assistant

Team Leader

Twice-

weekly batch

emailing

Content creation

Batch processing

Customise/Personalise

Writing/compiling

newsletters

Mailchimp

Facebook 2% Web Designer Daily Posting content

Engagement (Share,

Like, Comment)

Interact

Facebook

Facebook Insights

Website 2% Campaign

Manager

Web Designer

Weekly Updating site

Engagement

(subscriptions,

newsletters,

competitions, prizes,

FAQ)

Site visits of rivals

SEO

Create backlinks

Google Analytics

Alexa (backlinks)

Twitter 2% Web Designer Daily Engage (favourite, re-

tweet, tweets)

Create tweets

Twitter

Twitonomy

18

YouTube 60% Team Leader Weekly Viewing performance

Optimise search

YouTube Analytics

SEO 2% Web Designer

Campaign

Manager

Weekly Optimise CTR

Diminish Bounce Rate

Keyword search

analysis of rivals

Google Analytics

Keyword Planner

SEOMoz

SEM 15% Campaign

Manager

Weekly Enhance CTR

Optimise CPM

Google Analytics

Keyword Planner

Übersuggest

TOTAL: 100%

19

7. CONTROL

Control work will begin in week two as time has to be given to various tasks before one can begin interpreting the data.

CHANNEL EMPLOYEE FREQUENCY METRICS TOOLS

Affiliates Campaign manager Weekly Website CTR Google Analytics

Apps Web Designer Weekly Website CTR

Engagement/Conversion

Total downloads

Google Mobile App

Analytics

Ad4Perf or Flurry

Email Web Designer

Assistant Team

Leader

Twice Weekly CTR

Subscriber Numbers

Website visits

Mailchimp

Facebook Web Designer Twice Weekly CTR to site landing page

Monthly Engagement

(Shares, Likes, Comments,

‘talking about this’)

App downloads

Facebook Insights

Website Campaign Manager

Web Designer

Weekly Website CTR

New, unique, returning

visitors

Google Analytics

Adsense

Alexa (backlinks)

20

Age demographics

Engagement (subscriptions,

newsletters, competitions,

prizes)

Bounce Rate

Site visits

SEO

Backlinks

Traffic sources

Twitter Web Designer Twice Weekly Engagement (favourites, re-

tweets, tweets)

CTR to website

Twitonomy

YouTube Team Leader Weekly Views

Likes

Shares

Comments

Website CTR

Age Demographics

YouTube Analytics

SEO Web Designer Weekly CTR Google Analytics

21

Campaign Manager PPC

Bounce Rate

Keyword search analysis

SEOMoz

SEM Campaign manager Weekly Website CPC Google Analytics

22

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27

APPENDICIES

Appendix A: Sample Stellar Toi Keywords

digital marketing strategy project

Marketing

stellar toi strategy

overall strategy

lager market share

situation analysis

growing lager market

swot analysis

new irish lager stellar

lager nationwide accounting