strategic e-marketing and performance metrics e-m arketing /6e c hapter 2

E-MARKETING/6ECHAPTER 2

©2014 PEARSON EDUCATION, INC., PUBLISHING AS PRENTICE HALL

2-2 CHAPTER 2 OBJECTIVES

After reading Chapter 2, you will be able to: Explain the importance of strategic planning,

strategy, e-business strategy, and e-marketing strategy.

Identify the main e-business models at the activity, business process, and enterprise levels.

Discuss the use of performance metrics and the Balanced Scorecard to measure e-business and e-marketing performance.

Enumerate key performance metrics for social media communication.


2-3 THE AMAZON STORY

Founded in 1995 as an online retailer. Did not become profitable until Q4 2001. In 2011, generated $48.1 billion in net sales,

$631 million in net income. Leveraged its competencies into different e-

business models. Core business is online retailing, “everything

store.” Established e-commerce partnerships with

Target, Macy’s, and others. Developer services provider. Content provider. Created the first affiliate program.

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, product availability, innovative technology, and better product information.

Which of Amazon’s core competencies do you think will drive its strategy in the future?


2-4

https://www.youtube.com/watch?v=98BIu9dpwHU


2-5 STRATEGIC PLANNING

“A managerial process to develop and maintain a viable fit between the organization’s objectives, skills, and resources and its changing market opportunities”.

Process identifies firm’s goals for Growth Competitive position Geographic scope Other objectives, such as industry,

products, etc.

Explain the importance of strategic planning, strategy, e-business strategy, and e-marketing

strategy.


2-6

ESP: ENVIRONMENT, STRATEGY,

AND PERFORMANCE The e-marketing plan flows from the

organization’s overall goals and strategies. The ESP framework 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.


2-7 ESP FRAMEWORK


2-8 STRATEGY

Strategy is the means to achieve a goal. Military roots. Tactics are detailed plans to implement the

strategies Objectives, strategies & tactics can exist at

many different levels in a company. E.g. Growing 10%

E-STRATEGY

E-business strategy Strategy that deploys enterprise

resources to reach performance objectives and create competitive advantages.

Corporate-level (enterprise-level) E.g. Wal-Mart, MIS with suppliers

E-marketing strategy Strategy that capitalizes on information

technology to reach specified marketing objectives.


2-9

E-BUSINESS PROJECTS

Most strategic plans explain the rationale for the chosen objectives and strategies.

Four appropriate types of rationale for e-business projects: Financial justification examines cost/benefit analysis and

uses standard measures such as ROI. Operational justification determines whether the

company has the staff capability to engage customers in social media.

Organizational justification involves the corporate culture and its fit with the new strategy.

Strategic justification shows how the strategy fits with the firm’s overall mission, goals, and strategies.

Technical justification asks whether the company has the technical expertise needed to implement the project.


2-10


2-11 BUSINESS MODELS

A business model is a method for long-term survival and a value proposition for partners, customers, and revenue.

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.


2-12SELECTING A BUSINESS

MODEL A firm will select one or more business

models as strategies to accomplish enterprise goals.

Components of business model selections:

Customer value Scope

Price Revenue sources

Connected activities Implementation

Capabilities Sustainability

Identify the main e-business models at the activity, business process, and enterprise

levels.

SELECTING A BUSINESS MODEL,

CONT.


2-13

Customer value create value through product offerings that are differentiated from the competition.

Scope which markets does the firm serve and are they growing?

Price are the products priced to appeal to markets and achieve company share and profit objectives?

Revenue sources where is the money coming from? Is it plentiful enough to sustain growth and profit objectives over time?

SELECTING A BUSINESS MODEL,

CONT.


2-14

Connected activities

What activities will the firm need to perform to create value? Does the firm have those capabilities?

Implementation Does the company actually have the ability to make it so?

Capabilities Does the firm have the financial, core competencies, and human resources available to make the selected models work?

Sustainability Will the model selected create a competitive advantage over time?

E-BUSINESS MODELS

E-business models are defined by a method in 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.

Even though the Internet spawned the vast majority of e-business models, it is very important to remember that e-marketing and e-business models may operate outside the Internet.


2-15

E-BUSINESS MODELS, CONT.

VALUE AND REVENUE Value

Value encompasses the customer’s perceptions of the product’s benefits, specifically its attributes, brand name, and support services.

Value is similar to the marketing concept, which suggests that the social and economic justification for an organization’s existence is the satisfaction of customer wants and needs.

Value can be determine by determining whether there are more benefits than costs: Value = Benefits - Costs

Revenue E-business strategies help to decrease internal costs E-business strategies also increase the enterprise

revenue stream.

2-16

MENU OF STRATEGIC E-BUSINESS MODELS

A key element in setting strategic objectives is to take stock of the company’s current situation and decide the level of commitment to e-business in general and e-marketing in particular.

The higher the firm travels up the pyramid, the greater its level of commitment to e-business.


2-17


2-18

LEVEL OF COMMITMENT TO E-BUSINESS

Pure Play

Enterprise

Business Process

Activity

Pure Dot-Com (Amazon) Click and Mortar (eSchwab, most retailers) Customer Relationship Management Brochureware E-Mail

Leve

l of b

usine

ss Im

pact

Business Transformation (competit ive advantage, industry redefinition) Effectiveness (customer retention) Efficiency (cost reduction)


2-19ACTIVITY-LEVEL

E-BUSINESS MODELS This level affects individual business activities that

can save the firm money, is low risk, and can include:

1. Online purchasing2. Order processing3. E-mail4. Content publishing5. Business intelligence (BI)6. Online advertising and public relations (PR)7. Online sales promotions8. Pricing strategies 9. Social media communication10. Search marketing


2-20

BUSINESS PROCESS-LEVEL

E-BUSINESS MODELS This level changes business processes to increase

the firm’s effectiveness and can include:1. Customer relationship management (CRM)2. Knowledge management (KM)3. Supply chain management (SCM)4. Community building5. Affiliate programs6. Database marketing7. Enterprise resource planning (ERP)8. Mass customization9. Crowdsourcing10. Freemium11. Location-based marketing

ENTERPRISE-LEVEL E-BUSINESS MODELS

The firm automates many business processes in a unified system. Some traits of this level may be:1. E-commerce: refers to online transactions: selling

goods and services on the internet.2. Social commerce: uses social media to facilitate

online sales.3. Direct distribution: is when manufacturers sell

directly to consumers.4. Content sponsorship: is a form of e-commerce in

which companies sell advertising on their Web pages, YouTube videos, or other online media.

5. Portal: A portal is a point of entry to the internet that combines diverse content from many sources.


2-21

ENTERPRISE-LEVEL E-BUSINESS

MODELS6. Social network sites: are those that bring

users together to share interests and personal or professional profiles.

7. Online brokers: are intermediaries who assist in the purchase negotiations without actually representing either buyers or sellers (Online exchange, Online auction, B2B exchange).

8. Manufacturer’s agents represent more than one seller.

9. Purchasing agents represent buyers.


2-22


2-23 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!, Twitter, and eBay.


2-24PERFORMANCE METRICS

INFORM STRATEGY Performance metrics (Key performance

indicators KPIs) 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.

Discuss the use of performance metrics and the Balanced Scorecard to measure e-business and e-marketing performance.


2-25 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


2-26 DATA COLLECTION

Data for web analytics are collected in several ways: Website server logs, IP addresses are

recorded Cookie files are written Page tags are inserted Geolocation tracks users

Web analytics software helps companies analyze data on server logs for marketing purposes.


2-27

ONLINE MARKETING MEASUREMENT TOOL

USE


2-28THE 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

THE BALANCED SCORECARD (CONT.)

2-29



2-30

THE BALANCED SCORECARD:

CUSTOMER PERSPECTIVE The customer perspective scorecard includes

ways to measure goals such as customer loyalty and retention, engagement, satisfaction, etc. 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.


2-31


INTERNAL PERSPECTIVES The Internal perspective scorecard

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 website updates per day


2-32

THE BALANCED SCORECARD: LEARNING & GROWTH

PERSPECTIVES The learning and growth perspective

scorecard includes human resources, product innovation and continuous improvement of marketing processes. Number of new products and features Number of customer complaints and

fixes Conversions from online leads


2-33


FINANCIAL PERSPECTIVES The financial perspective scorecard

includes ways to measure financial goals such as sales, profit and return on investment. Sales growth and market share Return on invested capital Average order value Individual customer profit

SOCIAL MEDIA PERFORMANCE METRICS Unique visitors Page views Impressions Number of searches Search engine ranking Number of followers, registrations, or

subscribers

©2014 Pearson Education, Inc. publishing as Prentice Hall

2-34

Enumerate key performance metrics for social media communica-tion

BRAND HEALTH METRICS

Share of Voice (SOV)

Sentiment

Brand influence


2-36

ENGAGEMENT METRICS

Content viewership

Tagging, bookmarking or “likes”

Membership/Follower

Number of shares

Content creation


2-37

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.


2-38


2-39

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright © 2014 Pearson Education, Inc. Copyright © 2014 Pearson Education, Inc. Publishing as Prentice HallPublishing as Prentice Hall

strategic e-marketing and performance metrics e-m arketing /6e c hapter 2

Documents