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- 1. Digital Marketing Capstone Anubhav Dogra 3/26/22 Digital Marketing Specialization
- 2. Digital Marketing Capstone Anubhav Dogra Page | 1 2022 Table of Contents Executive Summary------------------------------------------------------------------------------3 1. Client Analysis----------------------------------------------------------------------------------4 1.1 Grainger--------------------------------------------------------------------------------4 1.1.1 Business Model and Strategy for Growth---------------------------4 1.1.2 Online Presence-----------------------------------------------------------5 1.1.3 Customer Base and their Purchase Trends------------------------7 1.2 MRO Industry in North America--------------------------------------------------9 1.2.1 MRO Market Trends----------------------------------------------------10 1.3 Bosch----------------------------------------------------------------------------------11 1.3.1 Bosch Power Tools-----------------------------------------------------12 1.3.2 Primary and Secondary Customers---------------------------------13 1.3.3 Perceptions of Bosch Power Tools---------------------------------14 1.3.4 SWOT Analysis----------------------------------------------------------15 1.3.5 Online Presence---------------------------------------------------------16 2. Problem Statement--------------------------------------------------------------------------17 3. Consumer Decision Journey--------------------------------------------------------------18 3.1 Phases of Consumer Decision Journey (CDJ)-----------------------------18 3.1.1 Scenarios------------------------------------------------------------------19 3.1.2 Scenarios Mapping------------------------------------------------------20
- 3. Digital Marketing Capstone Anubhav Dogra Page | 2 2022 3.1.3 Customers’ Concerns--------------------------------------------------21 3.1.4 Analysis Mapping--------------------------------------------------------22 3.2 Business objectives from marketing campaigns---------------------------23 3.2.1 Scenario Mapping-------------------------------------------------------25 3.2.2 Planning Document-----------------------------------------------------26 4. Data Collection and Analysis--------------------------------------------------------------28 4.1 Data Collection----------------------------------------------------------------------29 4.1.1 Key Performance Indicators (KPIs)---------------------------------30 4.1.2 Biases----------------------------------------------------------------------31 4.2 Data Analysis and Benchmarks------------------------------------------------34 5. Channel and Content Strategy------------------------------------------------------------38 5.1 Email and Display Campaigns--------------------------------------------------40 5.2 List of Recommendations--------------------------------------------------------47 6. Test and Control Plan-----------------------------------------------------------------------54 7. Word Count------------------------------------------------------------------------------------64 8. Citations----------------------------------------------------------------------------------------64
- 4. Digital Marketing Capstone Anubhav Dogra Page | 3 2022 Executive Summary This is a consolidated digital marketing plan that includes the steps that need to be taken in order to meet the business objectives. Plan will take you from the Client analysis to the Test and Control plan.
- 5. Digital Marketing Capstone Anubhav Dogra Page | 4 2022 1. Client Analysis 1.1 Grainger Grainger is a massive Business-to-Business (B2B) distributor of MRO supplies and other related products and services. William W. Grainger founded the company in Chicago, Illinois, in 1927. They currently serve 157 countries around the world, generating revenue of 13.2 billion USD per year (2021). Overall sales for this year (2022) are expected to be between 14.1 and 14.5 billion dollars, according to the supplier. They offer 1.5 million products from tens of thousands of reputable MRO vendors. 1.1.1 Business Model and Strategy for Growth Grainger stated in 2021 that its company will be re-segmented into two reportable segments: High-Touch Solutions (N.A.) and Endless Assortment. Grainger has a continual improvement attitude that focuses on driving growth while keeping a conservative cost structure, resulting in excellent returns and smart investments. Each business model distinguishes itself through distinct means of relationship development, order origination, and fulfilment, but all are based on and backed by
- 6. Digital Marketing Capstone Anubhav Dogra Page | 5 2022 Grainger's overall commitment to best-in-class supply chain, industry knowledge, strong financials, and a strong culture. [1] Fig. 1 High-Touch Solutions and Endless Assortment Fig. 2 High-Touch Solutions and Endless Assortment 1.1.2 Online Presence Grainger operates a website at [2], through which it provides information on its various products, services, and operating locations. The Company’s website also serves as an online sales channel, with customers able to browse the Company’s
- 7. Digital Marketing Capstone Anubhav Dogra Page | 6 2022 catalogue of products, place orders, and arrange deliveries. Moreover, the company has various social media pages: Facebook: 233,102 followers and 226,136 likes. Twitter: 26,100 followers. Instagram: 12,200 followers. LinkedIn: 161,185 followers. YouTube: 8,990 followers. Other than social media marketing, Grainger does display media, email, paid search, and SEO By doing SEO (Search Engine Optimization), we found some estimated figures [3]: Organic Keywords: 3,007,734 o Estimated Monthly SEO Clicks: 3,219,528 o Estimated Monthly SEO Click Change: -428,735 Paid Keywords: 285,559 o Estimated Monthly PPC Clicks: 219,770 o Estimated Monthly Google Ads Budget: $5,219,862 Organic Traffic: 94%
- 8. Digital Marketing Capstone Anubhav Dogra Page | 7 2022 1.1.3 Customer Base and their Purchase Trends Grainger's international customer base has access to a wide range of products. Small and medium-sized businesses, large corporations, government entities, and other institutions are among the company's customers. Grainger targets purchasing managers or employees in facilities, maintenance departments, and service shops in a variety of industries, including: Manufacturing includes companies that make goods, textiles, and plastics. Hospitality includes hotel chains, restaurants, and other service businesses. Transportation: Various transportation and logistics companies. Government: Local, state, and federal bodies and government agencies. Retail: Digital and physical retailers across multiple sectors. Healthcare: Healthcare providers, medical distributors, and pharmaceutical companies. Education: Various educational and academic institutions. Fig. 3 Category-wise customer sales [1]
- 9. Digital Marketing Capstone Anubhav Dogra Page | 8 2022 Grainger primarily serves customers across the US and Canada. The company also generates a small portion of its revenue through sales to customers across Europe, Asia and Latin America. Fig. 4 Country-wise website visits [4] Grainger (NYSE: GWW) reported results for the third quarter 2021 with sales of $3.4 billion, up 11.7% and up 11.9% on an organic, daily, constant currency basis compared to the third quarter 2020, driven by strong performance in both the High-Touch Solutions N.A. and Endless Assortment segments.
- 10. Digital Marketing Capstone Anubhav Dogra Page | 9 2022 Fig. 5 Revenue reported and adjusted [5] 1.2 MRO Industry in North America During the forecast period, the US Maintenance, Repair, and Operations (MRO) market is expected to grow at a CAGR of 2%. (2021 - 2026). The outbreak of COVID-19 has left the United States as one of the worst-affected countries on the planet. As a result of the shrinking demand and several supply chain and operational challenges, this continues to have a negative impact on various industries. With the growing disruptions in the global supply chain, MRO vendors are finding it difficult to maintain their SKUs. [6]
- 11. Digital Marketing Capstone Anubhav Dogra Page | 10 2022 1.2.1 MRO Market Trends Trends & Insights: The trade war is expected to inflate MRO spare part categories by 8-12 percent, according to a Beroe survey [7] of the top 5 global MRO distributors/integrators. MRO distributors/integrators predict that no single MRO category will be completely targeted; however, depending on raw material usage, certain categories, such as power transmission, tools, and fasteners, may bear the brunt of the attack more than others. Due to multiple vendors operating in both the domestic and international markets, the Maintenance, Repair, and Operations (MRO) market in the United States is extremely competitive. The following are some of the market’s major players: 1. WESCO International Inc. 2. Ferguson PLC 3. NOW Inc. (DistributionNOW) 4. Sonepar SA 5. W.W. Grainger Inc.
- 12. Digital Marketing Capstone Anubhav Dogra Page | 11 2022 Fig. 6 Market Summary [8] 1.3 Bosch Robert Bosch GmbH, globally known as Bosch, is a German engineering and technology company headquartered in Gerlingen, Germany founded by Robert Bosch in 1887 in Stuttgart, Germany. Robert Bosch Stiftung GmbH, founded in 1964, is a philanthropic organization based in Germany. It gets its money by owning a majority stake (92%) in Robert Bosch GmbH. It implements and funds social, artistic, and scientific programs in line with the desires of Robert Bosch, who died in 1942. The Bosch Group is a leading global supplier of technology and services. It employs roughly 401,300 associates worldwide (as of December 31, 2021). According to preliminary figures, the company generated sales of 78.8 billion euros in 2021. Its operations are divided into four business sectors:
- 13. Digital Marketing Capstone Anubhav Dogra Page | 12 2022 Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and Building Technology. [8] 1.3.1 Bosch Power Tools The Robert Bosch Power Tools GmbH, a division of the Bosch Group, is one of the world’s leading providers for power tools, garden tools, power tool accessories and measuring tools. In 2020, its roughly 20,000 associates generated sales of 5.1 billion euros, about 85 percent of which outside of Germany. With brands such as Bosch and Dremel, the division stands for customer focus and great engineering progress. [9] The core success factors are innovative strength and pace of innovation. One of its subsidiaries is Robert Bosch Tool Corporation, headquartered in Mount Prospectus, Illinois, United States. It is a power tool and accessory manufacturer that creates, produces, and sells its products. Drills, screw guns, hammers, planers, grinders, metalworking, polishers, sanders, saws, and other equipment are available from the company. In the United States, Robert Bosch Tool services industrial supply companies, tool specialists, retail hardware stores, mass merchants, and home improvement centers. [10]
- 14. Digital Marketing Capstone Anubhav Dogra Page | 13 2022 1.3.2 Primary and Secondary Customers Bosch Power Tools is systematically implementing the relevant brand promises in the marketing mix both in the segments for DIY and for professional users. This results in two brand worlds: The green world is geared to the needs of DIY users, who want to turn their own ideas into reality in their home and garden projects. The blue world, on the other hand, is geared to the needs of professional users, who are essentially concerned with efficient and effective work on the construction site. [11] The primary customers are those who will be directly using the product and the marketing campaign is directly targeted towards them. For example: carpenter, electrician, plumber, general contractor, etc. Their specific needs: Quality of the product. Features of the product. Specifications of the product. Usage of the product. The secondary customer includes the group of people who influence the purchase decision of the primary customer. So, the marketing campaign is targeted accordingly. For example: finance manager, purchase manager, etc. Their specific needs: Usefulness of the product.
- 15. Digital Marketing Capstone Anubhav Dogra Page | 14 2022 Price of the product. Time of delivery. Trends among primary/secondary customers: In terms of B2B (Business-to-Business) marketing, the need for a product is recognized by the primary consumer. The role of the secondary consumer is to either approve or reject the demand. There is a direct relation between primary and secondary customers as the primary consumer can pressurize the secondary one to ensure that a certain product will be purchased. Quality is the common consideration to all the primary and secondary customers of the brand. Power tools are outpacing the hand tools. Shift from corded to cordless tools. [12] 1.3.3 Perceptions of Bosch Power Tools Customers consider it to be one of the premium brands in the market. Moreover, it is favored by many professional workers and companies because of its durability
- 16. Digital Marketing Capstone Anubhav Dogra Page | 15 2022 and optimal performance. Although it is rather expensive than other brands, but the overall feedback of the brand is very positive. [13] [14] [15] 1.3.4 SWOT Analysis We have created a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of Bosch Power Tools Company using a website at [16] Fig. 7 Bosch SWOT Analysis
- 17. Digital Marketing Capstone Anubhav Dogra Page | 16 2022 1.3.5 Online Presence Bosch power tools has its own official website at [17]. The company is also active on different social media channels: Facebook: 2,646,829 Followers and 2,631,351 Likes. Twitter: 35,700 followers. Instagram: 367,000 Followers. LinkedIn: 30,491 Followers. YouTube: 18,600 Followers.
- 18. Digital Marketing Capstone Anubhav Dogra Page | 17 2022 2. Problem Statement To design a multi-channel digital marketing campaign for the client, Grainger, as they target a sales increase of Bosch Power Tools by 10% on grainger.com. The client wants the campaigns to focus on displayadvertising and email for thisproject.
- 19. Digital Marketing Capstone Anubhav Dogra Page | 18 2022 3. Consumer Decision Journey 3.1 Phases of Consumer Decision Journey (CDJ) 1. Trigger. 2. Initial consideration set. 3. Active evaluation. 4. Moment of Purchase. 5. Post Purchase Experience. 6. Loyalty Loop. [18]
- 20. Digital Marketing Capstone Anubhav Dogra Page | 19 2022 Fig. 8 Consumer Decision Journey [19] 3.1.1 Scenarios How can Grainger increase sales of Bosch Tools power tools on Grainger.com to customers who first visit Boschtools.com? Consider the scenarios listed below. Scenario 1: Audiences that visit Boschtools.com, look at a power tool (For example a drill), but do not visit Grainger.com. Scenario 2: Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the power tools category.
- 21. Digital Marketing Capstone Anubhav Dogra Page | 20 2022 Scenario 3: Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the plumbing category but not power tools. 3.1.2 Scenarios Mapping Scenario CDJ Phase 1 Initial Consideration 2 Active Evaluation 3 Moment of Purchase Scenario 1 Initial consideration - Do consumers recall and recognize my brand? The customer goes to a well-known manufacturer solely to learn about the power tools available on the market and from this specific manufacturer. Customer is at the start of the CDJ and conducts a market analysis. As a result, the customer does not proceed to the retailer. Scenario 2 Active evaluation - Do my products satisfy consumers’ needs?
- 22. Digital Marketing Capstone Anubhav Dogra Page | 21 2022 The customer already has a perception and understanding of the power tool market (manufacturers, retailers, prices, and so on), but he hasn't decided what he wants and is unsure whether the products selected meet his needs and requirements. It's also possible that this is an existing customer who is familiar with the brand. Scenario 3 Moment of purchase - Do my sales efforts result in wins for my brands? The customer completed his evaluation, gaining a comprehensive understanding of the power tools market. However, he was not convinced that this particular retailer was a good choice for power tool purchases, and he decided to shift his focus to other categories. This could also be an existing customer who was dissatisfied with their previous experience with power tools but is satisfied with the retailer's other offerings. 3.1.3 Customers’ Concerns Scenario CDJ Phase Concern 1 Initial Consideration Lack of brand awareness. Too much information. Reliability of the information provided.
- 23. Digital Marketing Capstone Anubhav Dogra Page | 22 2022 2 Active Evaluation The advantages over competitors are hazy and ambiguous. Complete and straightforward description of the product is not accessible. There is no way to compare goods (against own products and competitors). 3 Moment of Purchase Poor customer service. Customers are not happy with the return policy. 3.1.4 Analysis Mapping Scenario CDJ phase Concern Analysis 1 Initial Consideration Lack of brand awareness. Too much information. Reliability of the information provided. Google Trends. [20] Google Ads Keyword Planner. [21]
- 24. Digital Marketing Capstone Anubhav Dogra Page | 23 2022 2 Active Evaluation The advantages over competitors are hazy and ambiguous. Complete and straightforward description of the product is not accessible. There is no way to compare goods (against own products and competitors). AdWords Campaign Experiments. [22] Google Website Optimizer. [23] 3 Moment of Purchase Poor customer service. Customers are not happy with the return policy. Invoca. [24] LivePerson. [25] 3.2 Business objectives from marketing campaigns Build Awareness: Do consumers recognize and recall my brand? o Asking whether consumers are aware of the brand or product will quantify the need for. o Increasing brand awareness is a popular marketing objective because it doesn't matter how large a company is or how much brand
- 25. Digital Marketing Capstone Anubhav Dogra Page | 24 2022 loyalty they may have, many still see the opportunity to increase how many others know about the company and its offerings. More brand awareness usually equates to more customers, more sales and, ultimately, more money for the business. Influence Consideration: Do my products satisfy consumers’ needs? o If the products do not, consumers will choose competitors’ items, revealing the need to influence consideration. o In the consideration stage, leads have been changed into marketing qualified leads and are seen as prospective customers. Marketers can send prospects more information about products and offers through automated email campaigns, while continuing to nurture them with targeted content, case studies, free trials, and more. Improve the Sales Process: Do my point-of-sale efforts result in wins for my brand? o Leaks in the sales process (Example – cart abandonment) point to a need for improvement. Reposition the Brand: Do the experiences I deliver fulfil customer expectations? o Unmet expectations can lead to poor customer experience and a need to reposition the brand.
- 26. Digital Marketing Capstone Anubhav Dogra Page | 25 2022 Increase Loyalty: Do customers advocate for my brand? o Customer advocate for a brand will reveal whether a brand can be satisfied with its level of loyalty. o Your current customers have a lot of power. They can provide you with valuable word-of-mouth marketing and help you increase your sales by buying more of what you're offering. It is probably important that your company be able to retain current customers and increase their loyalty to your business. [26] [27] 3.2.1 Scenario Mapping Scenario Business Objective 1 Build Awareness of the Grainger.com 2 Influence Consideration to buy at Grainger.com 3 Reposition the Brand of Grainger.com
- 27. Digital Marketing Capstone Anubhav Dogra Page | 26 2022 3.2.2 Planning Document Business Objective Key Question Data Sources Build Awareness Do consumers recall and recognize Grainger.com brand? Search Volume Google Trends [28] Influence Consideration Do Bosch products presented at Grainger.com satisfy the consumers’ needs? Customer Inquiries Google Analytics [29] Reposition the Brand Do the experience delivered at Grainger.com related to Bosch products fulfill customer expectations? Consumer Feedbacks Invoca [30]
- 28. Digital Marketing Capstone Anubhav Dogra Page | 27 2022 To increase sales of Bosch Power Tools by 10% on Grainger.com Build Awareness Do consumers recall and recognize Grainger.com brand? Search Volume(Data) Google Trends(Source) Influence Consideration Do Bosch products presented at Grainger.com satisfy the consumers’ needs? Customer Inquiries(Data) Google Analytics(Source) Reposition the Brand Do the experience delivered at Grainger.com related to Bosch products fulfill customer expectations? Consumer Feedbacks(Data) Invoca(Source)
- 29. Digital Marketing Capstone Anubhav Dogra Page | 28 2022 4. Data Collection and Analysis Business Objective Key Question Data Sources Build Awareness Do consumers recall and recognize Grainger.com brand? Search Volume Google Trends Influence Consideration Do Bosch products presented at Grainger.com satisfy the consumers’ needs? Customer Inquiries Google Analytics Reposition the Brand Do the experience delivered at Grainger.com related to Bosch products fulfill customer expectations? Consumer Feedbacks Invoca
- 30. Digital Marketing Capstone Anubhav Dogra Page | 29 2022 4.1 Data Collection Marketing data collection is another one of those marketing terms that sound simple but can actually be very complex in practice. At root, marketing data collection is simply the collection of data from all your marketing efforts, campaigns, partners, and projects. In the table below the key data could be found that will be collecting and analyzing in this project. Business Objective Data to Collect Build Awareness Search Volume Google Trends Influence Consideration Customer Inquiries Google Analytics Reposition the Brand Consumer Feedbacks Invoca
- 31. Digital Marketing Capstone Anubhav Dogra Page | 30 2022 4.1.1 Key Performance Indicators (KPIs) Key performance indicators (KPIs) are business metrics used by corporate executives and other managers to track and analyze factors deemed crucial to the success of an organization. Effective KPIs focus on the business processes and functions that senior management sees as most important for measuring progress toward meeting strategic goals and performance targets. The following KPIs are planned to be used to help direct the collection/analysis of the data. Below is the table with the KPIs against the data to be collected/analyzed [31] [32]. Business Objective Data to Collect KPIs Build Awareness Search Volume Google Trends Bounce Rate Applause Rate Amplification Rate Conversation Rate Loyalty Rate Click Through Rate Cost per Acquisition Traffic Rate
- 32. Digital Marketing Capstone Anubhav Dogra Page | 31 2022 Influence Consideration Customer Inquiries Google Analytics Conversation Rate Conversion Rate Macro/Micro Conversion Rate Economic Value Days to Conversion Rate Shopping Cart Abandonment Rate Cost per Acquisition Customer Lifetime Value Reposition the Brand Consumer Feedbacks Invoca Macro/Micro Conversion Rate Economic Value Percent New Visits Cost per Acquisition 4.1.2 Biases Cognitive biases are errors in the way we perceive our environments and make judgements. And as they affect nearly all of us, marketers are able to capitalize on them. Marketing techniques have evolved greatly in the modern era. Marketing is no longer limited to just the idea of advertising and branding products. It is about
- 33. Digital Marketing Capstone Anubhav Dogra Page | 32 2022 creating awareness about products in the mind of the consumer such that a particular product can resonate better [33] [34] [35]. All types of biases sampling bias, questionnaire bias, and interpretation bias are relevant for the data to be collected: Sampling bias - In the market research world, sampling bias is a consistent error that arises due to the way a survey's sample was selected. It occurs when a sample is not random, meaning certain types of respondents are more or less likely to be chosen for the sample. This is a chance that some categories of the customers could be excluded in order to reflect better results. Questionnaire bias - Questionnaire bias is a result of unanticipated communication barriers between the investigator and respondents that yield inaccurate results. Bias may arise from the way individual questions are designed, the way the questionnaire as a whole is designed, and how the questionnaire is administered or completed. There a risk that questions to customers (to measure brand awareness) could be created in the way to demonstrate good results. Interpretation bias - An interpretation bias may be defined as a tendency to interpret ambiguous information in a consistent manner. There is a chance that negative results of the objectives’ analysis will be interpreted to demonstrate better outcomes
- 34. Digital Marketing Capstone Anubhav Dogra Page | 33 2022 In order to mitigate or eliminate abovementioned biases high level quality assurance must be established. Team of the analytics will review the data collected and the subsequent results of the analysis based on the data collected. The final review will be performed by the independent third party with the necessary expertise. Only after proper quality assurance the results will be presented to the client. Fig. 8 Traffic and Engagement of Grainger.com [36]
- 35. Digital Marketing Capstone Anubhav Dogra Page | 34 2022 4.2 Data Analysis and Benchmarks Business Objective Data to Collect KPIs Build Awareness Search Volume Google Trends Bounce Rate Applause Rate Amplification Rate Conversation Rate Loyalty Rate Click Through Rate Cost per Acquisition Traffic Rate Influence Consideration Customer Inquiries Google Analytics Conversation Rate Conversion Rate Macro/Micro Conversion Rate Economic Value Days to Conversion Rate Shopping Cart Abandonment Rate Cost per Acquisition
- 36. Digital Marketing Capstone Anubhav Dogra Page | 35 2022 Customer Lifetime Value Reposition the Brand Consumer Feedbacks Invoca Macro/Micro Conversion Rate Economic Value Percent New Visits Cost per Acquisition Descriptive analysis - to quantitatively describe the main features of a collection of data. In essence, it describes a set of data: Typically, the first kind of data analysis performed on a data set. Commonly applied to large volumes of data. Description and interpretation processes are different steps. Bivariate type of statistical descriptive analyses.
- 37. Digital Marketing Capstone Anubhav Dogra Page | 36 2022 Inferential analysis - to test theories about the nature of the world in general (or some part of it) based on samples of “subjects” taken from the world (or some part of it). That is, use a relatively small sample of data to say something about a bigger population: Inference is commonly the goal of statistical models. Inference involves estimating both the quantity we care about and our uncertainty about our estimate. Inference depends heavily on both the population and the sampling scheme. Exploratory analysis - to analyze data sets to find previously unknown relationships: Exploratory models are good for discovering new connections. They are also useful for defining future studies/questions. Exploratory analyses are usually not the definitive answer to the question at hand, but only the start. Exploratory analyses alone should not be used for generalizing and/or predicting. Causal analysis - to find out what happens to one variable when you change another: Implementation usually requires randomized studies. There are approaches to inferring causation in non-randomized studies.
- 38. Digital Marketing Capstone Anubhav Dogra Page | 37 2022 Causal models are said to be the “gold standard” for data analysis. Predictive analysis - to analyze current and historical facts to make predictions about future events. In essence, to use the data on some objects to predict values for another object: Model predicts, but it does not mean that the independent variables cause. Accurate prediction depends heavily on measuring the right variables. Although there are better and worse prediction models, more data and a simple model works really well. Prediction is very hard, especially about the future references. [37] Benchmark Target Bounce Rate Decrease by 20% Applause Rate Increase by 15% Amplification Rate Increase by 15% Loyalty Rate Increase by 15% Click Through Rate Increase by 20% Cost per Acquisition Decrease by 10% Traffic Rate Increase by 30% Conversion Rate Increase by 20%
- 39. Digital Marketing Capstone Anubhav Dogra Page | 38 2022 Shopping Cart Abandonment Rate Decrease by 15% Macro/Micro Conversion Rate Increase by 17% Percent New Visits Increase by 30% 5. Channel and Content Strategy Main Category Sub-Category Description Users landing on Grainger.com directly New customers Many new customers visit Grainger.com on a daily basis. Grainger wants to target these new customers and increase the sales of Bosch power tools on Grainger.com Current customers Grainger wants to cross-sell or up-sell different categories of Bosch brand products to customers who have purchased Bosch
- 40. Digital Marketing Capstone Anubhav Dogra Page | 39 2022 power tools on Grainger.com Users landing on Boschtools.com first Scenario 1 Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com Scenario 2 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the power tools category Scenario 3 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the plumbing category but not power tools Landing Pages: There are two landing pages on Grainger.com:
- 41. Digital Marketing Capstone Anubhav Dogra Page | 40 2022 The Bosch brand filtered search landing page A specific item landing page Email Database: Grainger will be using its internal email database, which has users who have expressed interest in the power tools category. Your response here should provide a strategy for using display advertising and email. Include tables/ visuals to describe the strategy. 5.1 Email and Display Campaigns Below is presented the content plan for email and display campaigns focused on Audience Category 1 (all methods include location-based and demographic-based analytics): [38] Category Sub-Category Objective Objective New customers Increase brand awareness Increase conversion Increase sales 10% by Grainger.com
- 42. Digital Marketing Capstone Anubhav Dogra Page | 41 2022 Current customers Increase sales 10% by Grainger.com Influence consideration Reposition the brand Audience New customers Display ad (only Grainger.com): Use market-driven strategy Increase awareness Increase conversion Display ads via RBT (banners) Overlay banners with the offer to provide email and receive a 10% coupon for Bosch tools purchase Rich media ad on the landing pages Email:
- 43. Digital Marketing Capstone Anubhav Dogra Page | 42 2022 Integrated with the CRM and display ad. Once new customer credentials are registered in the CRM, he/she will start to receive regular emails with the offers, discounts, etc. Current customers Display ad (only Grainger.com): Traffic-driven strategy Banners via RBT based on customers’ insight like previous purchases and search results Overlay banner ad with the upsell and cross-sell offers based on customer’s history Email:
- 44. Digital Marketing Capstone Anubhav Dogra Page | 43 2022 Integrated with the CRM and display ad. Regular messages with product catalogue that could be interesting to the customer (based on the history), coupons Ex - 15-20%, limited offers only to existing customers Tools Media agencies CMS In-house solutions (UX, design, marketing) Google Display Network Voiceandtone.com Other considerations Voice and the tone10 - brand’s voice should reflect its personality and identity. It should be consistent across all content. Tone should adapt according to the context of the content SEO Mobile marketing Social marketing
- 45. Digital Marketing Capstone Anubhav Dogra Page | 44 2022 Describe how your email and display campaigns will vary for the different scenarios mentioned in Audience Category 2. [39] Category Sub-Category Objective Objective Scenario 1 Build brand awareness of the Grainger.com Scenario 2 Influence consideration to buy at Grainger.com Scenario 3 Reposition the brand of the Grainger.com Audience Scenario 1 Banners via RBT Overlay banners with the offer to buy at the Grainger.com and receive a coupon and provide email address Integrated with the CRM and display ad. Once new customer credentials are registered in the CRM, he/she will start to receive
- 46. Digital Marketing Capstone Anubhav Dogra Page | 45 2022 regular emails with the offers, discounts, etc. Scenario 2 Banners via RBT based on customers’ insight like previous purchases and search results Overlay banner ad with the upsell and cross-sell offers based on customer’s history Integrated with the CRM and display ad. Regular messages with product catalogue that could be interesting to the customer (based on the history), coupons Ex - 15- 20%, limited offers only to existing customers
- 47. Digital Marketing Capstone Anubhav Dogra Page | 46 2022 Scenario 3 Banners via RBT based on customers’ insight like previous purchases and search results Overlay banner ad with the offer to return to power tools section Integrated with the CRM and display ad. Regular messages with product catalogue that could be interesting to the customer (based on the history), coupons Ex - 15- 20%, limited offers only to existing customers Tools CMS Media agencies Google Display Network Voiceandtone.com
- 48. Digital Marketing Capstone Anubhav Dogra Page | 47 2022 Other considerations Voice and the tone - brand’s voice should reflect its personality and identity. It should be consistent across all content. Tone should adapt according to the context of the content SEO Mobile marketing Social marketing 5.2 List of Recommendations List of recommendations for the content and tone of the message and visuals to be used for the campaign should include specifics about the content of the message and should refrain from using abstract examples. Instead, it should provide details about why Bosch power tools will help you and why it is the first choice for the power tools and email should look for this. Content of email and display campaigns should be aligned with Bosch’s brand essence and its product positioning in the marketplace. It means that content of both email and display campaigns should be very precise, direct, clear and of high quality as the German
- 49. Digital Marketing Capstone Anubhav Dogra Page | 48 2022 products are. It should not be funny as Bosch does not deliver fun and delivers quality and precision. It is very important that the substance of the email and display campaigns discloses the advantage of the Bosch power tools over its competitors. Language of the content should be simple and clear. [40] Category Recommendation Email Voice and the tone - brand’s voice should reflect its personality and identity. It should be consistent across all content. Tone should adapt according to the context of the content. Emails should be sent every week including promotional information, updates on the products, just some interesting facts about Bosch power tools, links to social media with customers review of the
- 50. Digital Marketing Capstone Anubhav Dogra Page | 49 2022 products or DIY videos on YouTube. Display Display ads via RBT (banners) Overlay banners with the offer to provide email and receive a 10% coupon for Bosch tools purchase. Rich media ad on the landing pages. Visuals should be friendly and not too technical, Ex - some episodes from the regular life and how Bosch power tools help customers to overcome daily struggles. Recommendations for Display ad: Scenario 1: Under this scenario, what the company (Grainger) has to do, is create brand awareness on the website of Bosch power tools. Below is a mock-up ad which shows the type of ad that can be displayed.
- 51. Digital Marketing Capstone Anubhav Dogra Page | 50 2022 Scenario 2: For the customers who have logged in, and finalized the products, but have abandoned the cart, display ads can be showed on websites such as answer.com, facebook.com, etc. to ensure that they are reminded about the products viewed and the discounts available. Below is a mock-up ad as an example.
- 52. Digital Marketing Capstone Anubhav Dogra Page | 51 2022 Scenario 3: For the customers who have logged in but have not visited the power tools category, it is important that a display ad be made to ensure that the customers are reminded about the usage of the product and its features. This display ad can be used on Google and Facebook to ensure that the customers are redirected to the website and specifically, the power tools category. Below is a mock-up ad as an example. Recommendations for Email Ad: Scenario 1: It is important for Grainger to ensure that Emails are being sent to the targeted consumers who have visited Bosch. The company can ensure that they get registrations by providing incentives to the consumers. Below is an Email ad mock-up as an example.
- 53. Digital Marketing Capstone Anubhav Dogra Page | 52 2022 Scenario 2: The biggest issue faced by the company is in terms of the abandonment rate or the shopping cart abandonment. The company can either send display ads or also send personalized Emails using cookies to remind the consumer that they have an unpurchased item in their cart. Below is an Email ad mock-up as an example.
- 54. Digital Marketing Capstone Anubhav Dogra Page | 53 2022 Scenario 3: The major problem is that the consumer visits another category instead of the power tools category. There can be a link which will redirect the consumer directly to the power tools category or the webpage of the power tools on Grainger. Below is an Email ad mock-up as an example.
- 55. Digital Marketing Capstone Anubhav Dogra Page | 54 2022 6. Test and Control Plan Market research helps you make informed business decisions. It involves systematically gathering, recording and analyzing data about customers, competitors and the market, and turning this data into insight that can drive marketing strategies, product design and positioning and communications strategies. Online market research is the process of using digital tools, data and connections to get valuable insights about a brand’s target audience. Technology plays a key role in gathering data and connecting with research participants and can make the whole process quicker and easier to manage than traditional offline research methods. Traditional and online market research have the same goals and underlying principles, but online market research has the benefit of using digital technology, which provides a range of benefits: The Internet is always on, meaning that data is readily available at any time. Many of the processes for finding, gathering and storing data can be automated.
- 56. Digital Marketing Capstone Anubhav Dogra Page | 55 2022 You have access to a large number of participants around the world at the click of a button. A lot of the information you will use is already being automatically collected such as web analytics and social media data all you need to do is access it. Fig. 9 Marketing Research Cycle [41]
- 57. Digital Marketing Capstone Anubhav Dogra Page | 56 2022 Main Category Sub-Category Description Research Details Users landing on Grainger.com directly New Customers Many new customers visit Grainger.com on a daily basis. Grainger wants to target these new customers and increase the sales of Bosch power tools on Grainger.com. Objectives: 1. To gain insights into your consumers: What customers want and need from the brand? What customers like and dislike about the brand? Why potential customers might choose our brand over another? Current Customers Grainger wants to cross- sell or up-sell different categories of Bosch brand products to customers who have purchased Bosch power tools on Grainger.com. Users landing on Boschtools.com first Scenario 1 Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com. 2. Find new potential sales avenues, customers, products and more.
- 58. Digital Marketing Capstone Anubhav Dogra Page | 57 2022 Scenario 2 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the power tools category. 3. Find and engage new audiences. Strategies to be used: 1. Primary research 2. Secondary research 3. Quantitative 4. Qualitative Scenario 3 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the plumbing category but not power tools.
- 59. Digital Marketing Capstone Anubhav Dogra Page | 58 2022 Below table explains the tools to be used within each of the market strategies. Research Type Source Primary Google Trends Google Analytics Secondary Customer communications Google.com / Yahoo.com / Bing.com Nielsen.com Pewresearch.org Qualitative Online surveys o Google Forms o Survey Monkey o Microsoft Forms Online focus groups o Google Hangouts o Skype
- 60. Digital Marketing Capstone Anubhav Dogra Page | 59 2022 o Microsoft Teams o Zoom Online monitoring Online ethnography Research based on secondary data should precede primary data research. It can be used in establishing the context and parameters for primary research. Examples of the secondary research [42]
- 61. Digital Marketing Capstone Anubhav Dogra Page | 60 2022 With all research there is a given amount of error to deal with. Bias may arise during surveys and focus groups, for example, interviewers leading the respondents. Or bias may be present in the design and wording of the questions themselves. There could be sample errors or respondent errors. Using the Internet to administer surveys removes the bias that may arise from an interviewer. However, with no interviewer to explain questions, there is potential for greater respondent error. This is why survey design is so important, and why it is crucial to test and run pilots of surveys before going live. Respondent errors also arise when respondents become too familiar with the survey process. The general industry standard is to limit respondents to being interviewed once every six months. Sample error is a fact of market research. Some people are just not interested, nor will they ever be interested, in taking part in research. Are these people fundamentally different from those who do? Is there a way of finding out? To some extent, web analytics, which track the behavior of all visitors to your website, can be useful in determining this.
- 62. Digital Marketing Capstone Anubhav Dogra Page | 61 2022 When conducting online research, it is crucial to understand who is in the target market, and what the best way to reach that target market is. Web surveys can exclude groups of people due to access or ability. It is vital to determine if is this is acceptable to the survey, and to use other means of capturing data if not. Quantitative Qualitative Data Gathered Numbers, Figures, Statistics, Objective Data Opinions, Feelings, Motivations, Subjective Data Questions Answered What? Why? Group Size Large Small Data Sources Surveys, Web Analytics Data Focus groups, social media Purpose Tests known issues or hypotheses. Seeks consensus, the norm. Generalizes data. Generates ideas and concepts – leads to issues or hypotheses to be tested. Seeks complexity. Puts data in context.
- 63. Digital Marketing Capstone Anubhav Dogra Page | 62 2022 Advantages Statistically reliable results to determine if one option is better than the alternatives Looks at the context of issues and aims to understand perspectives. Challenges Issues can be measured only if they are known prior to starting. Sample size must be sufficient for predicting the population. Shouldn’t be used to evaluate pre-existing ideas. Results are not predictors of the population.
- 64. Digital Marketing Capstone Anubhav Dogra Page | 63 2022 Below is an example of an online survey [43]:
- 65. Digital Marketing Capstone Anubhav Dogra Page | 64 2022 7. Word Count 5836 8. Citations [1] Grainger, “Fact Book 2021.” About us. business models, 2021, pages 1 and 2. [2] “Homepage.” Grainger. https://www.grainger.com/ . [3] “Monthly Domain Overview.” SpyFu. SpyFu, Inc. 2022. www.spyfu.com/overview/domain?query=grainger.com . [4] “Competitive Analysis, Marketing Mix and Traffic.” Alexa. Alexa Internet, Inc. 2022. www.alexa.com/siteinfo/grainger.com . [5] “Press Release Details.” Grainger. W.W Grainger, Inc. 2021. pressroom.grainger.com/news/press-release-details/2021/Grainger-Reports- Results-For-The-Third-Quarter-2021/default.aspx . [6] “United States Maintenance, Repair, and Operations (MRO) market – growth, trends, Covid-19 impact, and forecasts (2022-2027).” Mordor Intelligence. Mordor Intelligence. 2022. www.mordorintelligence.com/industry-reports/united-states- maintenance-repair-and-operations-mro-market .
- 66. Digital Marketing Capstone Anubhav Dogra Page | 65 2022 [7] “Maintenance, Repair & Operations (MRO) Market Description.” Beroe. Beroe Inc. 2022. www.beroeinc.com/category-intelligence/maintenance-repair-and- operations-market/ . [8] “Our History.” Bosch. Robert Bosch GmbH. 2022. www.bosch.com/company/our-history/ . [9] “Bosch Power Tools Company.” Bosch. Robert Bosch Power Tools GmbH. 2022. www.bosch-pt.com/ww/int/en/company/ . [10] “Robert Bosch Tool Corp.” Bloomberg. Bloomberg L.P. 2022. www.bloomberg.com/profile/company/VAC/A:US . [11] “High demand meets a strong brand: Bosch Power Tools achieves sales record.” Bosch. Robert Bosch GmbH. 2022. www.bosch- presse.de/pressportal/de/en/high-demand-meets-a-strong-brand-bosch-power- tools-achieves-sales-record-225984.html . [12] “3 Trends in the Power Tools Industry.” Grainger KnowHow. W.W. Grainger, Inc. 2022. www.grainger.com/know-how/equipment-information/kh-hvls-trends- drilling-the-power-tools-market . [13] “How is Bosch as a brand perceived in the power tools category?”. Quora. www.quora.com/How-is-Bosch-as-a-brand-perceived-in-the-power-tools- category . [14] “Bosch Power Tools breaks down data silos for customer service.” DIGITAL COMMERCE 360. Digital Commerce 360 | Vertical Media LLC. 2022.
- 67. Digital Marketing Capstone Anubhav Dogra Page | 66 2022 www.digitalcommerce360.com/2020/09/08/bosch-power-tools-breaks-down- data-silos-for-customer-service/ . [15] “What Could Bosch do to Become Your Favorite Power Tool Brand?” TOOLGUYD. 2022. toolguyd.com/bosch-favorite-power-tool-brand-question/ . [16] “Homepage.” Venngage. 2022. infograph.venngage.com/infographics . [17] “Power Tools for Professionals.” Bosch. Robert Bosch Tool Corporation. 2022. www.boschtools.com/us/en/ . [18] “Consumer Decision Journey: What It Is and How To Use It.” Indeed. Indeed. 2022. www.indeed.com/career-advice/career-development/consumer-decision- journey . [19] “Ten years on the consumer decision journey: Where are we today?” McKinsey & Company. McKinsey & Company. 2022. www.mckinsey.com/about- us/new-at-mckinsey-blog/ten-years-on-the-consumer-decision-journey-where- are-we-today . [20] “W.W. Grainger.” Google Trends. Google. 2022. trends.google.com/trends/explore?q=%2Fm%2F0cp307 . [21] “KEYWORD PLANNER.” Google Ads. Google. 2022. ads.google.com/intl/en_in/home/tools/keyword-planner/ . [22] “Campaign Drafts and Experiments.” AdWords API. Google Developers. 2022. developers.google.com/adwords/api/docs/guides/campaign-drafts- experiments .
- 68. Digital Marketing Capstone Anubhav Dogra Page | 67 2022 [23] “Welcome to Google Optimize!” Optimize. Google. 2022. optimize.google.com/optimize/home/#/accounts . [24] “Better Experiences. More Conversions. Higher Revenue.” INVOCA. Invoca Inc. 2022. www.invoca.com/ . [25] “Deliver one-to-one support at the scale of billions.” LIVEPERSON. LivePerson. 2022. www.liveperson.com/solutions/customer-care/ . [26] “10 Marketing Plans Objectives to Consider and the KPIs To Measure Them.” Indeed. Indeed. 2022. www.indeed.com/career-advice/career- development/marketing-planning-objectives . [27] “How the Marketing Funnel works From Top to Bottom.” SKYWORD. Skyword Inc. 2022. www.skyword.com/contentstandard/how-the-marketing- funnel-works-from-top-to-bottom/ . [28] “W.W. Grainger.” Google Trends. Google. 2022. trends.google.com/trends/explore?q=%2Fm%2F0cp307 . [29] “Welcome to Google Analytics.” Analytics. Google. 2022. analytics.google.com/analytics/web/provision/#/provision . [30] “Better Experiences. More Conversions. Higher Revenue.” INVOCA. Invoca Inc. 2022. www.invoca.com/ . [31] “Best Social Media Metrics: Conversation, Amplification, Applause, Economic Value.” Occam’s Razor by Avinash Kaushik. AVINASH KAUSHIK. 2022.
- 69. Digital Marketing Capstone Anubhav Dogra Page | 68 2022 www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification- applause-economic-value/ . [32] “8 Most Important Metrics and KPIs for Ecommerce Business Owners.” instantShift. InstantShift. 2022. www.instantshift.com/2015/05/26/ecommerce- metrics-and-kpis/ . [33] “10 cognitive biases that make your marketing more effective.” MYCUSTOMER. Sift. 2022. www.mycustomer.com/marketing/strategy/10- cognitive-biases-that-make-your-marketing-more- effective#:~:text=Cognitive%20biases%20are%20errors%20in,of%20advertising %20and%20branding%20products . [34] “How to avoid sampling bias in your market research surveys.” Medium. Medium. 2022. medium.com/haven-insights/how-to-avoid-sampling-bias-in-your- market-research-surveys- d8058480f779#:~:text=In%20the%20market%20research%20world,be%20chos en%20for%20the%20sample . [35] “A Catalog of Biases.” National Library. National Library. 2022. www.ncbi.nlm.nih.gov/pmc/articles/PMC1323316/#:~:text=Questionnaire%20bia s%20is%20a%20result,questionnaire%20is%20administered%20or%20complet ed . [36] “grainger.com.” similarweb. Similarweb LTD. 2022. www.similarweb.com/website/grainger.com/#overview .
- 70. Digital Marketing Capstone Anubhav Dogra Page | 69 2022 [37] “Six Types of Analyses Every Data Scientist Should Know.” DATA SCIENTIST INSIGHTS. Alexa. Newspaper WordPress Theme by TagDiv. 2022. datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist- should-know/ . [38] “How to plan a Display campaign.” Google Ads Help. Google. 2022. support.google.com/google-ads/answer/172627?hl=en . [39] “A Beginner’s Guide to Content Strategy for the Web: 10 Things You Need to Know.” WordStream. WordStream. 2022. www.wordstream.com/blog/ws/2012/11/28/content-strategy . [40] “A Beginner’s Guide to Content Strategy for the Web: 10 Things You Need to Know.” WordStream. WordStream. 2022. www.wordstream.com/blog/ws/2012/11/28/content-strategy . [41] “6 Steps of Successful Market Research Process.” NAVADHI. NAVADHI Market Research Pvt Ltd. 2022. www.navadhi.com/blog/6-steps-successful- market-research-process . [42] “W.W. Grainger.” Google Trends. Google. 2022. trends.google.com/trends/explore?q=%2Fm%2F0cp307 . [43] “Page One.” Marketing Survey. Marketing Survey. 2022. www.surveyexpression.com/Survey.aspx?id=ad3eb730-1d74-4e78-8d12- a3b7d52bfabf .
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Vadim-Ussoltsev-Module6-Final Task
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- B. M. Mekail Sarwar (192051056)
DIGITAL MARKETING CAPSTONE VADIM USSOLTSEV MAY 2020 1 DIGITAL MARKETING CAPSTONE TABLE OF CONTENTS EXECUTIVE SUMMAR
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DIGITAL MARKETING CAPSTONE VADIM USSOLTSEV MAY 2020 1 DIGITAL MARKETING CAPSTONE TABLE OF CONTENTS EXECUTIVE SUMMARY .................................................................................................................................... 2 1. CLIENT ANALYSIS ........................................................................................................................................ 3 1.1 OVERVIEW ............................................................................................................................................... 3 1.1.1 Overview and business model ........................................................................................................ 3 1.1.2 Growth model ................................................................................................................................... 3 1.2 MAINTENANCE, REPAIR, AND OPERATION (MRO) INDUSTRY IN THE NORTH AMERICAN REGION .......................................................................................................................................................... 3 1.2.1 Overview ............................................................................................................................................ 3 1.2.2 Major characteristics and trends .................................................................................................... 4 1.2.3 Major players .................................................................................................................................... 4 1.3 OVERVIEW ............................................................................................................................................... 6 1.3.1 Audience ........................................................................................................................................... 6 1.3.2 Primary audience ............................................................................................................................. 6 1.3.3 Secondary audience ........................................................................................................................ 7 1.4 SWOT ANALYSIS ..................................................................................................................................... 7 1.5 OVERLAPS BETWEEN BOSCH AND BOSCH POWER TOOLS BRAND IMAGE ................................. 7 1.6 SOCIAL MEDIA PRESENCE .................................................................................................................... 7 2. PROBLEM STATEMENT ............................................................................................................................. 10 3. CONSUMER DECISION JOURNEY ............................................................................................................ 11 3.1 SCENARIOS ........................................................................................................................................... 11 3.2 SCENARIOS MAPPING.......................................................................................................................... 11 3.3 CUSTOMERS CONCERNS .................................................................................................................... 11 3.4 ANALYSIS MAPPING ............................................................................................................................. 12 3.5 BUSINESS OBJECTIVES ....................................................................................................................... 12 3.6 PLANNING DOCUMENT ........................................................................................................................ 12 4. DATA COLLECTION AND ANALYSIS ........................................................................................................ 13 4.1 DATA COLLECTION ............................................................................................................................... 13 4.2 KPIs ......................................................................................................................................................... 13 4.3 BIASES.................................................................................................................................................... 13 4.4 DATA ANALYSIS AND BENCHMARKS ................................................................................................. 14 5. CHANNEL STRATEGY ................................................................................................................................ 16 5.1 EMAIL AND DISPLAY CAMPAIGNS ...................................................................................................... 16 5.2 LIST OF RECOMMENDATIONS ............................................................................................................ 18 6. TEST AND CONTROL PLAN ....................................................................................................................... 19 7. WORD COUNT ............................................................................................................................................. 23 8. CITATIONS ................................................................................................................................................... 23 VADIM USSOLTSEV 2020 2 DIGITAL MARKETING CAPSTONE EXECUTIVE SUMMARY This is a consolidated digital marketing plan that includes the steps that need to be taken in order to meet the business objectives. Plan will take you from the Client analysis to the Test and Control plan. VADIM USSOLTSEV 2020 3 DIGITAL MARKETING CAPSTONE 1. CLIENT ANALYSIS 1.1 OVERVIEW 1.1.1 Overview and business model W.W. Grainger, Inc. is a broad line, business-to-business distributor of maintenance, repair and operating (MRO) supplies and other related products and services. More than 3.5 million businesses and institutions worldwide rely on Grainger for products in categories such as safety, material handling and metalworking, along with services like inventory management and technical support. Approximately 5,000 suppliers provide Grainger with 1.7 million products stocked in the company’s distribution centers (DCs) and branches worldwide. Grainger employs 24,600 team members across the globe. 1 Grainger's customers are two million businesses and institutions in more than 150 countries. The Grainger team works closely with customers to better understand their challenges and provide cost-saving solutions. Grainger's team members serve customers around 96,000 times every day through multiple channels: • Sales network • Branch network • Website - Grainger.com • The Grainger Catalog Delivering commitments to its customers is the #1 priority at Grainger. Grainger is committed to developing employees who help them win with its customers. These attributes define how the Grainger conducts business and how interacts with others: • • • • • Wow the Customer: Take personal responsibility for creating an exceptional customer experience Have a Winning Attitude: Make courageous decisions Drive for the Best Results: Work hard with integrity Make the Team Better: Take personal responsibility for the team's success Lead the Way: Build a sustainable team that lives by Grainger's four performance drivers 1.1.2 Growth model2 Grainger growth model is focused on tracking record of driving top line growth at attractive margins: • • Increasing share of wallet with existing customers through high-touch model Driving new customer acquisition through midsize customer strategy and endless assortment model 1.2 MAINTENANCE, REPAIR, AND OPERATION (MRO) INDUSTRY IN THE NORTH AMERICAN REGION 1.2.1 Overview The global power tools market size was valued at $32,664 million in 2019. Power tools have transformed different industries such as automotive, construction, and other by saving the effort and time necessary for simple tasks, such as screw driving to complicated tasks including breaking and sawing. 1 2 https://s23.q4cdn.com/963347031/files/doc_downloads/factsheet/2019_Snapshot.pdf https://invest.grainger.com/home/default.aspx VADIM USSOLTSEV 2020 4 DIGITAL MARKETING CAPSTONE The power tools market has witnessed continuous growth in the past few years and is projected to grow even further during the forecast period (2020-2024). The market is expected to be driven by various growth enhancing factors such as rapid industrialization, increasing construction and infrastructure development, growing demand for commercial vehicles, etc. However, the market is not free from challenges that are hindering its growth. Some of the major challenges faced by the market are human safety risks and high maintenance cost. 1.2.2 Major characteristics and trends North America held the second largest market for the power tools owing to the growth in the manufacturing industries and well-established distribution network. However, the high labor cost is the primary concern for the manufacturers in the region. Global Power Tools Market by Region, 20183 Growing demand for cordless tools coupled with the rapid adoption of flexible battery systems, increasing popularity of ‘DIY Culture’ and infrastructural developments to meet the needs of a growing population has propelled the demand for power tools market in North America. Moreover, growing investment in the housing sector would lead to a surge in demand for power tools over the coming years. North America Power Tools market size is expected to grow moderately during 2020-2026. In the USA, there has been an increased demand for efficient power tools due to the growing popularity of flexible battery systems that eliminate redundancy and galvanize the productivity of power tool operators. However, during the forecast period, the Canada market is expected to register substantial growth in the demand for power tools on the back of a surge in infrastructure projects in the country. Based on applications, the industrial segment is likely to maintain the largest market share in the North America power tools market during the forecast period. Based on modes of operation, the share of electric tools in the market is at an all-time high and is likely to grow further during the forecast period. Moreover, the growing trend of self-renovating houses in North America due to the high costs of hiring professional plumbers, carpenters, electricians, etc. is likely to increase residential demand for drilling and fastening tools during the forecast period. 1.2.3 Major players4 3 4 https://www.marketresearchfuture.com/reports/power-tools-market-3571 https://craft.co/ww-grainger/competitors VADIM USSOLTSEV 2020 5 DIGITAL MARKETING CAPSTONE VADIM USSOLTSEV 2020 6 DIGITAL MARKETING CAPSTONE 1.3 OVERVIEW The company was set up in in Stuttgart in 1886 by Robert Bosch. Operations are divided into 4 business sectors: • mobility solutions • industrial technology • consumer goods • energy and building technology The Power Tools Division of the Bosch Group is the world market leader for power tools and power tool accessories. The core success factors are innovative strength and pace of innovation. Each year, Bosch launches more than 100 new power tools onto the market. For more than 100 years, Bosch has been a leader in quality and innovation in North America. Our passion for excellence stems from our founder, Robert Bosch, whose conviction and purpose are indelibly woven into the fabric of the company. Bosch is committed to making customers' lives safer, more efficient and more comfortable through the innovations and services supplied. Each year, Bosch spends more than $5.7 billion, or eight percent of sales revenue, on research and development, and applies for over 3,000 patents worldwide. North America is home to numerous Bosch facilities, including research laboratories, administrative and engineering centers, manufacturing plants and offices. The company employs nearly 24,000 associates in North America. 1.3.1 Audience The Consumer Goods business sector contributed some 23% of total Bosch Group sales in 2018. Its Power Tools division is a supplier of power tools, power-tool accessories, and measuring technology. In addition to power tools such as hammer drills, cordless screwdrivers, and jigsaws, its extensive product portfolio also includes gardening equipment such as lawnmowers, hedge trimmers, and high-pressure cleaners. 1.3.2 Primary audience Bosch develops innovative, high quality power tools that are guaranteed to produce professional results in all fields of craftsmanship aimed at professional users in trade and industry, the DIY market. Key Professional Trades: • • General Contractors Carpenters VADIM USSOLTSEV 2020 7 DIGITAL MARKETING CAPSTONE • • • • • • • • • Concrete & Masonry Facilities Maintenance Electricians Plumbers HVAC Remodelers Woodworkers Framers Landscapers 1.3.3 Secondary audience5 Amateur crafters who need easy-to-use power tools at affordable price. This new target audience is increasing and will increase year-to-year. 1.4 SWOT ANALYSIS6 STRENGTHS • • • • • • • • Highly successful at Go-To-Market strategies for its products. Highly skilled workforce Strong Brand Portfolio Strong distribution network Successful track record of developing new products – product innovation. Strong Free Cash Flow Successful track record of integrating complimentary firms through mergers & acquisition Superb Performance in New Markets WEAKNESSES • Not highly successful at integrating firms with different work culture • The marketing of the products left a lot to be desired • Investment in Research and Development is below the fastest growing players in the industry • High attrition rate in work force • Limited success outside core business • The company has not been able to tackle the challenges present by the new entrants in the segment and has lost small market share in the niche categories OPPORTUNITIES THREATS • Government green drive also opens an opportunity for procurement of Bosch products by the state as well as federal government contractors • Stable free cash flow provides opportunities to invest in adjacent product segments • The market development will lead to dilution of competitor’s advantage and enable Bosch to increase its competitiveness compare to the other competitors • New customers from online channel • The new technology provides an opportunity to Bosch to practices differentiated pricing strategy in the new market • Changing consumer buying behavior from online channel could be a threat to the existing physical infrastructure driven supply chain model • Growing strengths of local distributors • No regular supply of innovative products • Economic recession caused by COVID-19 pandemic • Currency fluctuations especially given the volatile political climate in number of markets across the world • Increasing trend toward isolationism in the American economy • New technologies developed by the competitor or market disruptor 1.5 OVERLAPS BETWEEN BOSCH AND BOSCH POWER TOOLS BRAND IMAGE Strong overlap exists to those who are not familiar with the Bosch company and its product categories. Personally, I thought it was the same and only after starting the research I got the understanding what is the difference between these two. I assume the same feeling and perception emerges for the vast of the customers. 1.6 SOCIAL MEDIA PRESENCE Bosch Power Tools is presented in the following social media including website: 5 6 https://assets.bosch.com/media/global/bosch_group/our_figures/pdf/bosch-today-2019.pdf http://fernfortuniversity.com/term-papers/swot/1433/1056-bosch.php VADIM USSOLTSEV 2020 8 DIGITAL MARKETING CAPSTONE Traffic overview for https://www.boschtools.com/us/en/ as of March 20207: Traffic by countries: Social media: Top referrals: 7 https://www.similarweb.com/website/boschtools.com VADIM USSOLTSEV 2020 9 DIGITAL MARKETING CAPSTONE Search: VADIM USSOLTSEV 2020 10 DIGITAL MARKETING CAPSTONE 2. PROBLEM STATEMENT To design a multi-channel digital marketing campaign for the client, Grainger, as they target a sales increase of Bosch Power Tools by 10% on Grainger.com. The client wants the campaigns to focus on display advertising and email for this project. VADIM USSOLTSEV 2020 11 DIGITAL MARKETING CAPSTONE 3. CONSUMER DECISION JOURNEY 3.1 SCENARIOS How can Grainger increase sales of Bosch Tools power tools on Grainger.com to customers who first visit Boschtools.com? Consider the scenarios listed below. • • • Scenario 1: Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com Scenario 2: Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the power tools category Scenario 3: Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the plumbing category but not power tools 3.2 SCENARIOS MAPPING Initial consideration Moment of purchase Active evaluation Scenario 3 - Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the plumbing category but not power tools Scenario 2 - Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the power tools category Scenario 1 - Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com Scenario 1 - Initial consideration - Do consumers recall and recognize my brand? - customer visits the well-known manufacturer just to understand what power tools are presented on the market and by this particular manufacturer. Customer is in the very beginning of the CDJ and performs the market analysis. That’s why the customer does not go further to retailers. Scenario 2 - Active evaluation - Do my products satisfy consumers’ needs? - the customer already has a perception and understanding of the power tools market (manufacturers, retailers, prices, etc.) but still hasn’t decided yet what exactly he wants and has doubts on whether selected products meet his needs and requirements. Also, this could be an existing customer who is aware of the brand. Scenario 3 - Moment of purchase - Do my sales efforts result in wins for my brands? - the customer performed his evaluation, he got full perception of the power tools market but was not convinced enough that this particular retailer is a good choice to have a purchase of power tools and decided to shift his attention to other categories. Also, this could be an existing customer who is not satisfied with the previous experience with the power tools but is fine with the other categories provided by the retailer. 3.3 CUSTOMERS CONCERNS CDJ phase Initial consideration Scenario 1 Active evaluation 2 Moment of purchase 3 VADIM USSOLTSEV Concern • • • Too many information Low brand awareness Reliability of the information provided • • • Full and simple description of the product is not available Advantages over the competitors are not clear and indistinct Products’ comparison is not available (against own products and competitors) • • • Online purchase is not available Customer service quality is low Return policy is not customer friendly 2020 12 DIGITAL MARKETING CAPSTONE 3.4 ANALYSIS MAPPING CDJ phase Scenario Initial consideration 1 Concern • • • Too many information Low brand awareness Reliability of the provided • Full and simple description of the product is not available Advantages over the competitors are not clear and indistinct Products’ comparison is not available (against own products and competitors) • Active evaluation 2 • Moment of purchase • • • 3 Analysis • • AdWords Keyword Tool Google Trends • • Google Website Optimizer AdWords Campaign Experiments • • Mongoose Metrics LivePerson information Online purchase is not available Customer service quality is low Return policy is not customer friendly 3.5 BUSINESS OBJECTIVES Scenario Business objective 1 Build awareness of the Grainger.com 2 Influence consideration to buy at Grainger.com 3 Reposition the brand of Grainger.com 3.6 PLANNING DOCUMENT Business objective Key question Data → Sources Build awareness Do consumers recall and recognize Grainger.com brand? Search volume → Google Trends Influence consideration Do Bosch products presented at Grainger.com satisfy consumers’ needs? Customer inquiries → CSR DB Traffic → Google Analytics Reposition the brand Do the experience delivered at Grainger.com related to Bosch products fulfill customer expectations? Consumer feedbacks → Mongoose Metrics VADIM USSOLTSEV 2020 13 DIGITAL MARKETING CAPSTONE 4. DATA COLLECTION AND ANALYSIS Business objective Data → Sources Key question Build awareness Do consumers recall and recognize Grainger.com brand? Search volume → Google Trends Influence consideration Do Bosch products presented at Grainger.com satisfy consumers’ needs? Customer inquiries → CSR DB Traffic → Google Analytics Reposition the brand Do the experience delivered at Grainger.com related to Bosch products fulfill customer expectations? Consumer feedbacks → Mongoose Metrics 4.1 DATA COLLECTION In the table below the key data could be found that will be collecting and analyzing in this project. Business objective Data to collect Build awareness Search volume → Google Trends Influence consideration Customer inquiries → CSR DB Traffic → Google Analytics Reposition the brand Consumer feedbacks → Mongoose Metrics 4.2 KPIs The following KPIs are planned to be used to help direct the collection/analysis of the data. Below is the table with the KPIs against the data to be collected/analyzed. Business objective Build awareness Influence consideration Reposition the brand Data to collect Search volume → Google Trends, Google Analytics Customer inquiries → CSR DB Traffic → Google Analytics Consumer feedbacks → Mongoose Metrics KPI • • • • • • • • Bounce Rate Applause Rate Amplification Rate Conversation Rate Loyalty Rate Click Through Rate Cost per Acquisition Traffic Rate • • • • • • • • Conversation Rate Conversion Rate Macro/Micro Conversion Rate Economic Value Days to Conversion Rate Shopping Cart Abandonment Rate Cost per Acquisition Customer Lifetime Value • • • • Macro/Micro Conversion Rate Economic Value Percent New Visits Cost per Acquisition 4.3 BIASES All types of biases sampling bias, questionnaire bias, and interpretation bias are relevant for the data to be collected: • Sampling bias - this is a chance that some categories of the customers could be excluded in order to reflect better results VADIM USSOLTSEV 2020 14 DIGITAL MARKETING CAPSTONE • Questionnaire bias - there a risk that questions to customers (to measure brand awareness) could be created in the way to demonstrate good results • Interpretation bias - there is a chance that negative results of the objectives’ analysis will be interpreted to demonstrate better outcomes In order to mitigate or eliminate abovementioned biases high level quality assurance must be established. Team of the analytics will review the data collected and the subsequent results of the analysis based on the data collected. The final review will be performed by the independent third party with the necessary expertise. Only after proper quality assurance the results will be presented to the client. Business objective Data → Sources Key question Build awareness Do consumers recall and recognize Grainger.com brand? Search volume → Google Trends Influence consideration Do Bosch products presented at Grainger.com satisfy consumers’ needs? Customer inquiries → CSR DB Traffic → Google Analytics Reposition the brand Do the experience delivered at Grainger.com related to Bosch products fulfill customer expectations? Consumer feedbacks → Mongoose Metrics 4.4 DATA ANALYSIS AND BENCHMARKS Business objective Build awareness Influence consideration Reposition the brand Data to collect Search volume → Google Trends, Google Analytics Customer inquiries → CSR DB Traffic → Google Analytics Consumer feedbacks → Mongoose Metrics KPI • • • • • • • • Bounce Rate Applause Rate Amplification Rate Conversation Rate Loyalty Rate Click Through Rate Cost per Acquisition Traffic Rate • • • • • • • • Conversation Rate Conversion Rate Macro/Micro Conversion Rate Economic Value Days to Conversion Rate Shopping Cart Abandonment Rate Cost per Acquisition Customer Lifetime Value • • • • Macro/Micro Conversion Rate Economic Value Percent New Visits Cost per Acquisition The analysis listed and explained below will be employed on the data collected (if any)8: 1/ Descriptive analysis - to quantitatively describe the main features of a collection of data. In essence, it describes a set of data: • Typically, the first kind of data analysis performed on a data set • Commonly applied to large volumes of data • Description and interpretation processes are different steps • Bivariate type of statistical descriptive analyses 8 https://datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist-should-know/ VADIM USSOLTSEV 2020 15 DIGITAL MARKETING CAPSTONE 2/ Inferential analysis - to test theories about the nature of the world in general (or some part of it) based on samples of “subjects” taken from the world (or some part of it). That is, use a relatively small sample of data to say something about a bigger population: • Inference is commonly the goal of statistical models • Inference involves estimating both the quantity we care about and our uncertainty about our estimate • Inference depends heavily on both the population and the sampling scheme 3/ Exploratory analysis - to analyze data sets to find previously unknown relationships: • Exploratory models are good for discovering new connections • They are also useful for defining future studies / questions • Exploratory analyses are usually not the definitive answer to the question at hand, but only the start • Exploratory analyses alone should not be used for generalizing and/or predicting 4/ Causal analysis - to find out what happens to one variable when you change another: • Implementation usually requires randomized studies • There are approaches to inferring causation in non-randomized studies • Causal models are said to be the “gold standard” for data analysis 5/ Predictive analysis - to analyze current and historical facts to make predictions about future events. In essence, to use the data on some objects to predict values for another object: • Model predicts, but it does not mean that the independent variables cause • Accurate prediction depends heavily on measuring the right variables • Although there are better and worse prediction models, more data and a simple model works really well • Prediction is very hard, especially about the future references Benchmark VADIM USSOLTSEV Target Bounce Rate Decrease by 20% Applause Rate Increase by 15% Amplification Rate Increase by 15% Loyalty Rate Increase by 15% Click Through Rate Increase by 20% Cost per Acquisition Decrease by 10% Traffic Rate Increase by 30% Conversion Rate Increase by 20% Shopping Cart Abandonment Rate Decrease by 15% Macro/Micro Conversion Rate Increase by 17% Percent New Visits Increase by 30% 2020 16 DIGITAL MARKETING CAPSTONE 5. CHANNEL STRATEGY Main Category Sub-Category Description New customers Many new customers visit Grainger.com on a daily basis. Grainger wants to target these new customers and increase the sales of Bosch power tools on Grainger.com Current customers Grainger wants to cross-sell or up-sell different categories of Bosch brand products to customers who have purchased Bosch power tools on Grainger.com Scenario 1 Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com Scenario 2 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the power tools category Scenario 3 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the plumbing category but not power tools Users landing on Grainger.com directly Users landing on Boschtools.com first Landing Pages: there are two landing pages on Grainger.com: • The Bosch brand filtered search landing page • A specific item landing page Email Database: Grainger will be using its internal email database, which has users who have expressed interest in the power tools category. Your response here should provide a strategy for using display advertising and email. Include tables/ visuals to describe the strategy. 5.1 EMAIL AND DISPLAY CAMPAIGNS 1/ Below is presented the content plan for email and display campaigns 9 focused on Audience Category 1 (all methods include location-based and demographic-based analytics): Category Sub-Category Objective New customers • • • Increase brand awareness Increase conversion Increase sales 10% by Grainger.com Current customers • • • Increase sales 10% by Grainger.com Influence consideration Reposition the brand Objective Display ad (only Grainger.com): Audience 9 New customers • • • • • Use market-driven strategy Increase awareness Increase conversion Display ads via RBT (banners) Overlay banners with the offer to provide email and receive a 10% coupon for Bosch tools purchase • Rich media ad on the landing pages Email: https://support.google.com/google-ads/answer/172627?hl=en VADIM USSOLTSEV 2020 17 DIGITAL MARKETING CAPSTONE • Integrated with the CRM and display ad. Once new customer credentials are registered in the CRM, he/she will start to receive regular emails with the offers, discounts, etc. Display ad (only Grainger.com): • • Current customers Traffic-driven strategy Banners via RBT based on customers’ insight like previous purchases and search results • Overlay banner ad with the upsell and crosssell offers based on customer’s history Email: • • • Tools • • • • Other considerations • • • Integrated with the CRM and display ad. Regular messages with product catalogue that could be interesting to the customer (based on the history), coupons e.g. 15-20%, limited offers only to existing customers CMS Media agencies In-house solutions (UX, design, marketing) Google Display Network Voiceandtone.com Voice and the tone10 - brand’s voice should reflect its personality and identity. It should be consistent across all content. Tone should adapt according to the context of the content SEO Mobile marketing Social marketing 2/ Describe how your email and display campaigns will vary for the different scenarios mentioned in Audience Category 2. Category Objective Sub-Category Objective Scenario 1 • Build brand awareness of the Grainger.com Scenario 2 • Influence consideration to buy at Grainger.com Scenario 3 • Reposition the brand of the Grainger.com • • Banners via RBT Overlay banners with the offer to buy at the Grainger.com and receive a coupon and provide email address Integrated with the CRM and display ad. Once new customer credentials are registered in the CRM, he/she will start to receive regular emails with the offers, discounts, etc. Scenario 1 • Audience • • Scenario 2 • 10 Banners via RBT based on customers’ insight like previous purchases and search results Overlay banner ad with the upsell and crosssell offers based on customer’s history Integrated with the CRM and display ad. Regular messages with product catalogue that could be interesting to the customer (based on https://www.wordstream.com/blog/ws/2012/11/28/content-strategy VADIM USSOLTSEV 2020 18 DIGITAL MARKETING CAPSTONE the history), coupons e.g. 15-20%, limited offers only to existing customers • • Scenario 3 • • Tools • • • Other considerations • • • • Banners via RBT based on customers’ insight like previous purchases and search results Overlay banner ad with the offer to return to power tools section Integrated with the CRM and display ad. Regular messages with product catalogue that could be interesting to the customer (based on the history), coupons e.g. 15-20%, limited offers only to existing customers CMS Media agencies Google Display Network Voiceandtone.com Voice and the tone - brand’s voice should reflect its personality and identity. It should be consistent across all content. Tone should adapt according to the context of the content SEO Mobile marketing Social marketing 5.2 LIST OF RECOMMENDATIONS List of recommendations for the content and tone of the message and visuals to be used for the campaign should include specifics about the content of the message and should refrain from using abstract examples. Instead it should provide details about why Bosch power tools will help you and why it is the first choice for the power tools and email should look for this. Content of email and display campaigns should be aligned with Bosch’s brand essence and its product positioning in the marketplace. It means that content of both email and display campaigns should be very precise, direct, clear and of high quality as the German products are. It should not be funny as Bosch does not deliver fun and delivers quality and precision. It is very important that the substance of the email and display campaigns discloses the advantage of the Bosch power tools over its competitors. Language of the content should be simple and clear. Category Recommendation • Email • • • Display 11 • • Voice and the tone11 - brand’s voice should reflect its personality and identity. It should be consistent across all content. Tone should adapt according to the context of the content Emails should be sent every week including promotional information, updates on the products, just some interesting facts about Bosch power tools, links to social media with customers review of the products or DIY videos on YouTube Display ads via RBT (banners) Overlay banners with the offer to provide email and receive a 10% coupon for Bosch tools purchase Rich media ad on the landing pages Visuals should be friendly and not to technical, e.g. some episodes from the regular life and how Bosch power tools help customers to overcome daily struggles https://www.wordstream.com/blog/ws/2012/11/28/content-strategy VADIM USSOLTSEV 2020 19 DIGITAL MARKETING CAPSTONE 6. TEST AND CONTROL PLAN Market research helps you make informed business decisions. It involves systematically gathering, recording and analyzing data about customers, competitors and the market, and turning this data into insight that can drive marketing strategies, product design and positioning and communications strategies. Online market research is the process of using digital tools, data and connections to get valuable insights about a brand’s target audience. Technology plays a key role in gathering data and connecting with research participants and can make the whole process quicker and easier to manage than traditional offline research methods. Traditional and online market research have the same goals and underlying principles, but online market research has the benefit of using digital technology, which provides a range of benefits: • The Internet is always on, meaning that data is readily available at any time. • Many of the processes for finding, gathering and storing data can be automated. • You have access to a large number of participants around the world at the click of a button. A lot of the information you will use is already being automatically collected such as web analytics and social media data all you need to do is access it. Market research cycle12: Main Category Sub-Category Description Research details New customers Many new customers visit Grainger.com on a daily basis. Grainger wants to target these new customers and increase the sales of Bosch power tools on Grainger.com Current customers Grainger wants to cross-sell or upsell different categories of Bosch brand products to customers who have purchased Bosch power tools on Grainger.com Objectives: 1/ To gain insights into your consumers: - What customers want and need from the brand - What customers like and dislike about the brand - Why potential customers might choose our brand over another Users landing on Grainger.com directly 12 https://www.redandyellow.co.za/content/uploads/2017/11/eMarketing-Chapter-4-Market-Research.pdf VADIM USSOLTSEV 2020 20 DIGITAL MARKETING CAPSTONE Users landing on Boschtools.com first Scenario 1 Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com Scenario 2 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the power tools category Scenario 3 Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, login to Grainger.com, and visit the plumbing category but not power tools 2/ Find new potential sales avenues, customers, products and more 3/ Find and engage new audiences Strategies to be used: 1/ Primary research 2/ Secondary research 3/ Quantitative 4/ Qualitative Below table explains the tools to be used within each of the market strategies: Research type Source Primary • • Google Trends Google Analytics Secondary • • • • Customer communications Google.com / Yahoo.com / Bing.com Nielsen.com Pewresearch.org • Online surveys: - Google.Forms - Survey Monkey - Microsoft Forms Online focus groups - Google Hangouts - Skype - Microsoft Teams - Zoom Online monitoring Online ethnography • Qualitative • • Research based on secondary data should precede primary data research. It can be used in establishing the context and parameters for primary research. Examples of the secondary research13: 13 https://trends.google.com/trends/?geo=US VADIM USSOLTSEV 2020 21 DIGITAL MARKETING CAPSTONE With all research there is a given amount of error to deal with. Bias may arise during surveys and focus groups, for example, interviewers leading the respondents. Or bias may be present in the design and wording of the questions themselves. There could be sample errors or respondent errors. Using the Internet to administer surveys removes the bias that may arise from an interviewer. However, with no interviewer to explain questions, there is potential for greater respondent error. This is why survey design is so important, and why it is crucial to test and run pilots of surveys before going live. Respondent errors also arise when respondents become too familiar with the survey process. The general industry standard is to limit respondents to being interviewed once every six months. Sample error is a fact of market research. Some people are just not interested, nor will they ever be interested, in taking part in research. Are these people fundamentally different from those who do? Is there a way of finding out? To some extent, web analytics, which track the behavior of all visitors to your website, can be useful in determining this. When conducting online research, it is crucial to understand who is in the target market, and what the best way to reach that target market is. Web surveys can exclude groups of people due to access or ability. It is vital to determine if is this is acceptable to the survey, and to use other means of capturing data if not. VADIM USSOLTSEV 2020 22 DIGITAL MARKETING CAPSTONE Below is the example of the online survey14: 14 https://www.surveyexpression.com/Survey.aspx?id=ad3eb730-1d74-4e78-8d12-a3b7d52bfabf VADIM USSOLTSEV 2020 23 DIGITAL MARKETING CAPSTONE 7. WORD COUNT 4,956 8. CITATIONS https://s23.q4cdn.com/963347031/files/doc_downloads/factsheet/2019_Snapshot.pdf https://invest.grainger.com/home/default.aspx https://www.marketresearchfuture.com/reports/power-tools-market-3571 https://craft.co/ww-grainger/competitors https://assets.bosch.com/media/global/bosch_group/our_figures/pdf/bosch-today-2019.pdf http://fernfortuniversity.com/term-papers/swot/1433/1056-bosch.php https://www.similarweb.com/website/boschtools.com https://www.coursera.org/learn/digital-analytics/lecture/487oL/lesson-2-preparing-for-the-analysis-journeypart-1 https://www.coursera.org/learn/digital-analytics/lecture/xOQUP/lesson-2-preparing-for-the-analysis-journeypart-2 https://www.coursera.org/learn/digital-analytics/lecture/487oL/lesson-2-preparing-for-the-analysis-journeypart-1 https://www.coursera.org/learn/digital-analytics/lecture/xOQUP/lesson-2-preparing-for-the-analysis-journeypart-2 http://www.instantshift.com/2015/05/26/ecommerce-metrics-and-kpis/ https://www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification-applause-economicvalue/ https://bits.blogs.nytimes.com/2013/06/19/new-ways-marketers-are-manipulating-data-to-influence-you/ https://www.kaushik.net/avinash/data-quality-sucks-lets-just-get-over-it/ https://www.kaushik.net/avinash/best-web-analytics-tools-quantitative-qualitative/ https://www.coursera.org/learn/digital-analytics/lecture/epriY/lesson-5-data-management-in-practice-part-1 https://www.coursera.org/learn/digital-analytics/lecture/cfZvM/lesson-5-data-management-in-practice-part-2 https://www.coursera.org/learn/digital-analytics/lecture/McxGn/lesson-3-data-collection-part-i-unstructureddata https://www.coursera.org/learn/digital-analytics/lecture/anrjJ/lesson-4-data-collection-part-ii-structured-data https://datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist-should-know/ https://www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification-applause-economicvalue/ https://www.coursera.org/learn/digital-analytics/lecture/anrjJ/lesson-4-data-collection-part-ii-structured-data https://support.google.com/google-ads/answer/172627?hl=en https://www.wordstream.com/blog/ws/2012/11/28/content-strategy https://www.redandyellow.co.za/content/uploads/2017/11/eMarketing-Chapter-4-Market-Research.pdf https://trends.google.com/trends/?geo=US https://www.surveyexpression.com/Survey.aspx?id=ad3eb730-1d74-4e78-8d12-a3b7d52bfabf VADIM USSOLTSEV 2020
Report "Vadim-Ussoltsev-Module6-Final Task"
DMKT2410 - Digital Marketing Capstone
- Identify a marketing problem or opportunity to formulate a recommended course of action.
- Apply research skills in acquiring and analyzing internal and external data.
- Analyze factors in the external environment that could affect marketing decisions.
- Develop digital marketing strategies that align with business goals and marketing objectives.
- Demonstrate knowledge of the core concepts of digital marketing and management.
- Demonstrate knowledge in implementing, testing and measuring a digital marketing strategy.
- Demonstrate proficiency in communication by writing and presenting a business report.
- Apply technology to research, analyze, design, create, measure and communicate business decisions.
- Demonstrate the ability to work effectively individually and in a team.
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IPS/BAS 495 Undergraduate Capstone Projects
The IPS/BAS 495 Course centers around a Capstone Project which is the final course taken by students within the Bachelor of Arts in Interdisciplinary Professional Studies (IPS) and the Bachelor of Applied Science Programs. The capstone projects are a final requirement for graduation.
The Bachelor of Arts in Interdisciplinary Professional Studies (IPS) helps students take creative ownership of their education by combining their ideas and experiences with new, interdisciplinary learning opportunities to better understand context and discover new connections; to create mindful, collaborative, and productive relationships; and to become reflective and adaptive learners.
The Bachelor of Applied Science (BAS) is an interdisciplinary degree that capitalizes on, and complements, a technical associate degree (AAS). The BAS Degree builds on students' technical expertise.
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5 Online Presence Bosch power. Digital Marketing Capstone Anubhav Dogra Page | 17 2022 2. Problem Statement To design a. Digital Marketing
Capstone Committee: Art Challis, Ed.D., Chair. Ellen Treanor, M.A.. Matthew H. Barton, Ph.D. Page 2
In this capstone project of the Digital Marketing Specialization course we are called to develop a channel strategy to increase sales of Bosch power tools
This is to certify that the project entitled “To Study Accounts Receivable Management System of Manufacturing Company In Pune ” Submitted to Bharati
The client wants the campaigns to focus on display advertising and email for this project. Page 12. VADIM USSOLTSEV. 11 DIGITAL MARKETING CAPSTONE. 2020.
DMKT2410 - Digital Marketing Capstone. PDF Download. Credits. 3 (3/0/0). Description. This course is designed to provide students an opportunity to
CAPSTONE PROJECT MARKETING.docx - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free.
Project 5: Capstone Project: Multi-channel personal or hobby brand project. Take a look at some examples of projects created by Digital Marketing Program
Course Overview: Ben Bentzin, Marketing Capstone, MKT 370 Sec. ... company focusing on digital technologies for schools and universities
The BAS Degree builds on students' technical expertise. Follow. index. Submissions from 2022 2022. PDF · Digital Transformation and Higher Education, Teresa M.