digital and interactive marketing #DIM

3

situation analysis

SOSTAC planning framework planning framework…

1

2

3

4

5

6

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, 2014…

83% 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 16.8 hours (2013)

Social media growth is fuelled by 55 – 64 year olds

57% of mobile users go online with the device

consider how media is scheduledOfcom, 2014

…growth in key technology platform usage…

Ofcom, 2014

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

ETIN

G&

SA

LES

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

similarweb.com

…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

socialbakers

socialmention

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