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UVM OutReach

How to Plan a Successful Digital Marketing Capstone Project

Posted by Guest Blogger on October 13, 2022   5 min. read

uvm digital marketing capstone project presentation

By Christopher Hill

One of the benefits of the UVM Digital Marketing Fundamentals course is that students are exposed to a variety of digital marketing channels. This includes Social Media, Search Engine Optimization, Display, and Paid Advertising, Email Marketing, Mobile Marketing, and Analytics. Over the course of eight weeks, students learn the inner workings of these channels from instructors who actually work in those fields. All of this to prepare their capstone project, a presentation of a marketing plan that serves as the ultimate display of a student’s fundamental knowledge of digital marketing. 

However, the question many potential students ask before starting the course is “How can I possibly plan, create, and build a marketing plan in just under eight weeks?” 

What is the Capstone Project?

The assignment is simple: consider a problem facing a brand of the student’s choosing and build a multifaceted marketing campaign that they believe can solve it. Students are able to select any brand they desire, even the brand that they currently work for or plan to interview with in the future. They’re also able to choose the specific challenge for that brand that they want their eventual marketing plan to face. And it’s the selection of that challenge that begins to piece the puzzle together for students. Because the challenge chosen could impact the type of digital marketing campaign one would choose. 

For example, a student who chooses a challenge of a “new product launch” might feel that the best marketing campaign for them would be a  product giveaway . Or a brand that needs to “increase customer loyalty” might be a good candidate to consider a  contest  or  mobile app . These options are provided to students when the class starts so it’s more of a match game than it is pulling something unknown from a hat. There is certainly nuance, but students have a lifeline in the Digital Marketing Fundamentals instructors who are there to help guide them. 

digital marketing capstone project pdf example

The lovely part is, there are typically no wrong answers during the selection part of the process, with the most important thing being that a definitive brand, challenge, and campaign are chosen. However, there is a common trap that can derail the campaign discussion, and that is for a student to consider it good enough to simply say that they’ll use multiple marketing channels to market their brand better. This eliminates the focus for the student and therefore makes their job much harder. Rather than demonstrating the  correct and specific  use of the included marketing channels that are relevant for a particular campaign, they are instead only capable of showing a  general  use of the marketing channels, which isn’t what the capstone project is for. 

Every capstone should feature more than one digital marketing channel, as a truly good marketing campaign typically does. It’s the goal of the course for students to learn when and how to use these marketing channels, which is why the initial selection process is so crucial.

Which Marketing Channels Should I Choose for my Capstone Project?

This is the biggest question for the students in Digital Marketing Fundamentals Professional Certificate . But it’s also one that students don’t need to have an answer for in the first week. As the course unfolds, there are a number of opportunities for students to learn about the various marketing channels. This includes the weekly live sessions where the instructors, subject matter experts in their field, touch on all the key takeaways and applications for that module’s channel. So students can file away tactics and use cases for their own capstone project. 

But aside from this, one of the most basic ways for students to figure out which marketing channels they should use for their capstone is to consider the basics of their challenge and campaign. For example, if the challenge is to increase leads consider these questions: where is the brand currently getting leads? Do they have a submission form on their website? If it is, then that automatically opens the door for marketing channels like Search Engine Optimization and/or Paid Advertising, channels that to varying degrees rely on web pages for lead capturing. Do the brand’s social media pages link back to the website? Well, there is another channel for the student to consider. 

digital marketing capstone project pdf example

Sometimes, it’s that simple to get started and if the student isn’t sure of where to begin, then the instructors are there to provide some firm direction and context.

So even though it seems daunting, the capstone project is actually one of the many elements of the Digital Marketing Fundamentals course that students will find rewarding. It helps them see the marketing landscape through the eyes of a seasoned digital marketer, while also giving them something tangible to include in their portfolios, should they find themselves on the job hunt . Going through this course can be one of the best ways to gain a working knowledge of a number of channels, as well as build a foundation for what could be your future career path.

digital marketing capstone project pdf example

Christopher Hill is a Senior Account Executive at  PureRED  and Academic Coach in  The University of Vermont’s Digital Marketing Professional Certificate  program. In addition to his work as a digital marketer, Hill is a published author, father, husband, and avid sports fan.

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Vadim-Ussoltsev-Module6-Final Task

Vadim-Ussoltsev-Module6-Final Task

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

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    The client wants the campaigns to focus on display advertising and email for this project. Page 12. VADIM USSOLTSEV. 11 DIGITAL MARKETING CAPSTONE. 2020.