01 e Markt Plan
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Transcript of 01 e Markt Plan
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The E-Marketing Plan
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Creating an E-Marketing Plan
Why would a company pay
so much to design and build
its Internet presence ?
To protect the corporate and
brand identitiesComplexity of designing e-
marketing strategies
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Creating an E-Marketing Plan
An E-Marketing Plan is a companysblueprint for strategic direction
Ad hocCompanies develop strategies
without the development of an E-
Marketing Plan
Example: www.yahoo.com
75% of e-business will fail due to flaws
in planning
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A Seven Step Marketing Plan
1. Conduct a situation analysis.
2. Identify target stakeholders
3. Set objectives
4. Design marketing mix strategies to meet
objectives
5. Design action plan6. Develop a budget
7. Develop an evaluation plan
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Exhibit 8 - 2 Marketing Plan Process
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Large Web sites are not profitable ventures, butthey are more concerned with establishing their
brands, ex: Amazon
Start-Up companies are funded by:
Private funds (family and friends)
Angle InvestorsVenture capitalist (VCs)
I invest in people, not ideas, Arthur Rock (VC), Ifyou find good people, if theyre wrong about the
product, theyll make a switch.
Venture Capital E-Marketing Plan
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VCs look for plans that show:
the e-business idea is a solid one,
the entrepreneur has some idea of how to run the
business
Once the start up business begins to boom, the VC
looks for an exit plan, and the stock usually goes
public, IPO
The VC gets their money back and looks for
another investment
Venture Capital E-Marketing Plan
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Key Success Factors Key Dangers
Make it easy for customers to do
business with you.
Focus on the end customer for
your products and services.
Redesign your customer-facing
business processes from the endcustomers point of view.
Wire your company for profit:
Design a comprehensive, evolving
electronic business architecture.
Foster customer loyalty, the key
to profitability in electronic
commerce.
Dont completely redesign a
business to become an e-business.
Dont suspend good project
management rules in the name of e-
business.
Dont assume technology can doall the heavy lifting in e-business
implementation.
Dont focus solely on current
customers for e-business.
Stay alert for new competition.
Exhibit 8 - 3 Critical Success Factors and Dangers for E-Business
Source: Success from Seybold (1998); danger from GartnerGroup (1999)
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The Existing Marketing Plan
Working with existing information is the
best place to start, if you want to followcurrent positing strategies.
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Conduct an Environmental Scan
Legal/Political Environment
Taxation, access, copyrights, & encryption
Technological Environment
Communication Infrastructures
Bandwidths, and New browsing devices
Situation Analysis
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Conduct an Environmental Scan
USER Trends
Focus on how the net audience has changed over the last six
months, last year, etc
Are there any trends?
Is there any important target segments coming online?
World Economies
Understand overseas economies, also do they have the properinfrastructures to support what we are doing?
Situation Analysis
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Develop a Market Opportunity Analysis
- Includes both demand & supply analysis
Demand side, reviews potential profitability
Supply side, reviews competition, and findscompetitive advantages
- SWOT
Situation Analysis
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Internal Capability Examples
Customer interactions E-commerce, customer service,
distribution channels
Production and fulfillment SCM, production scheduling,
inventory management
People Culture, skills, knowledge
management, leadership and
commitment to e-business
Technology ERP systems, legacy applications,
networks, Web site, security, IT skills
Core infrastructure Financial systems, R&D, HR
Exhibit 8 - 4 Key Internal Capabilities for E-Business
Source: Adapted from Kalakota (1999)
Si i A l i
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Situation Analysis
Develop a Market Opportunity Analysis
Market Opportunity Analysis includes both demandand supply analyses.
The demand portion reviews various marketsegments in terms of potential profit.
The supply analysis review competition in selectedsegments that are under consideration
The purpose of the supply analysis is to assist inforecasting segment profitability and findingcompetitive advantages in the online market.
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SWOT
Strengths, Weaknesses, Opportunities and Threats
This analysis objectively evaluates the
companys strengths and weaknesses withrespect to the environment and the
competition
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Strategic Opportunities A Key element in setting strategic goals is to take stock of
where the company currently is and the level of commitmentthat it wishes to make to a business.
The lowest level impacts individual business activities such asorder processing.
The next level impacts business processes such as customerrelationship management
The next level, enterprise is where the firm automates many
business processes in a unified system
EB = EC + BI + CRM + SCM + ERP
ERPthe key here is to make sure that the processes work
well together in a unified system
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Activity
Business Process
Enterprise
PurePlayBusiness transformation(competitive advantage,
industry redefinition)
Effectiveness(Incremental sales,customer retention)
Efficiency(Cost
reduction)
Pure dot-com(E*Trade)
Click and Mortar(eSchwab)
Customerrelationshipmanagement
Brochureware,Order processing
Levelofbusinessimpact
Exhibit 8 - 5 Level of Commitment to E-Business
Source: adapted from www.mohanbirsawhney.com
http://www.mohanbirsawhney.com/http://www.mohanbirsawhney.com/http://www.mohanbirsawhney.com/http://www.mohanbirsawhney.com/http://www.mohanbirsawhney.com/http://www.mohanbirsawhney.com/http://www.mohanbirsawhney.com/ -
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Pure Play
Advantages
They are not held to the
same standards of
profitability as the brick-
and-mortar stores
They are held to be
smaller and have more
agile cultures able to
move quickly in responseto market fluctuations
The final level is comprised
of internet pure plays
Pure plays are companies
without brick and mortar
presence
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Activity Level Business Process Level Enterprise Level
Online market research
Online purchasing
Brochureware
Content publisher
E-mail
Online advertising
Online sales promotions
Order processingCost reduction using
electronic means
Negotiated pricing online
Segmented pricing online
Content sponsorship online
Knowledge management
Customer relationship
management (CRM)
Supply chain management
(SCM)
E-Commerce: tangible
products
Direct sellingCommunity building online
Affiliate program
Database marketing
E-tailer
Bit vendor
Online exchange
Online brokerage
Metamediary
Infomediary
Virtual mall
Shopping agentReverse auction
Online buyers coop
Mass-customization tools
Exhibit 8 - 6 Menu of Opportunities at Various Levels
of Commitment
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Identify Target Stakeholders
When multiple targets are identified, they should beranked in order of importance so resources can beallocated accordingly
Each market should be well profiled by itscharacteristics, behavior and desires
Firms must understand the value proposition foreach market.
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Set Objectives
Use carefully worded objectives that flow from
plan analyses that have a task, contain a specific
measurement device, and has a time frame foraccomplishment.
D i M k i Mi S i
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Design Marketing Mix Strategies to
Meet the Objectives Strategic justificationshows how the strategy
fits with the firms overall mission and objectives
Operational justificationidentifies andquantifies the specific process improvements thatwill result from the strategy
Technical justificationshows how technology
will fit and provide synergy with current ITcapabilities
Financial justificationexamines cost/benefit
analysis
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Marketing Mix Component Chapter Business Model
Product 4 Digital value through new products
Price 4 Cost reduction using E-marketingNegotiation
Segmented pricing
Distribution 5 Content sponsorship
Direct selling
Infomediary
Intermediaries
Broker: Online exchangeOnline auction
Agent: Manufacturers agent
Affiliate program
Metamediary
Virtual mall
Shopping agent
Reverse auction
Buyer cooperative
E-tailer bit vendorTangible products
Marketing Communication 6 Content publishing
E-mail
Community building
Online advertising
Online sales promotion
Relationship Marketing 7 CRM
Exhibit 8 - 7
Selected E-Business
Models Are
Also Marketing
Strategies
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Action Plan
Project Scope
Site Development
Site Promotion
Site Maintenance
An action plan will decide which strategies are best to
promote the business or company. Having decided that
an Internet presence is essential the following
considerations are necessary:
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Web Site Example:
Project ScopeTo decide the level of Internet and e-commerce commitment
that is both beneficial, cost effective and advantageous to the
company.
To evaluate the need for e-mail contact between stakeholders
and staff, and what staffing is necessary to implement such a
program.
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Site Development
Build, Buy or Rent, the Following ConsiderationsApply:
Outsourcingspeeds completion of the project
Personnel Cost Savings Faster Loading Site
User Friendly Product
More Professional Graphics & Information
Outsourcers are aware of Copyright Rules First Impression is Paramount
http://www.forrester.com/
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Agency (Affiliation) Headquarters
1999
Projected
Revenue (in
thousands)
%
Increase
over 1998
1999
Employees
1 Sapient 1 Cambridge,
MA
276,844 67.9 2,011
2 iXL, Atlanta 1 Atlanta *214,000 230.8 *1,700
3 USWeb/CKS 1, 2 San Francisco *170,000 86.8 *1,050
4 Razorfish (Omnicom) 1 New York 150,000 983.6 1,300
5 Digitas 2 Boston *135,000 237.5 700
6 TMP Worldwide 1, 2 New York *125,000 149.2 *350
7 c2o Interactive Architects
(EDS)
1
Dallas 125,000 177.8 350
8 Euro RSCG Worldwide
Interaction (Havas) 1
New York 120,900 54.0 793
9 AppNet 1 Bethesda, MD 110,000 521.5 1,000
1
0
Grey New Technologies 1 New York 106,000 41.3 850
1
1
OgilvyInteractive 1
(WPP)
New York 100,000 66.7 650
1
2
Agency.com1 (Omnicom) New York *100,000 278.0 1,000
1
3
Luminant Worldwide
(Y&R)
Dallas 95,883 NA 800
1
4
Organic (Omnicom) San Francisco *80,000 188.8 681
1
5
Xceed1 New York 74,000 19.4 450
Exhibit 8 - 8 Top
15 U.S. Interactive
Advertising
Agencies
Source: Adapted
from AdweekOnline
(www.adweek.com)
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Site Promotion
Register Site with Search Engines
Use Metatags, Keywords and HTML tags
List Site with Appropriate Directories
Utilize Electronic Press Releases
Link to Complimentary Web Sites
Incorporate Web Site Address in all Media
Consider Banner Advertising
Consider Hiring an Outside Firm to Promote Web Site
Links to Site Promotion & Search Engines:
www.yahoo.com/ www.hotbot.com
www.excite.com http://www.adjacency.com/
http://www.yahoo.com/http://www.hotbot.com/http://www.excite.com/http://www.adjacency.com/http://www.adjacency.com/http://www.excite.com/http://www.hotbot.com/http://www.yahoo.com/ -
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Exhibit 8 - 9 Adjacency (Sapient) Builds and Promotes Web Sites
for Clients
Source:www.adjacency.com
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Site Maintenance
Decide How Often to Update Site
Decide Whether to Outsource or Update inHouse
Evaluate the need for Human Resource for WebSite Maintenance
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BudgetingEvaluate the cost/benefits analysis &
Identify Potential Revenue Streams:
E-CommerceDo we sell on-line?
Content SponsorshipBanners, Buttons,
Sponsorships
Intermediary FeesBroker and Agent Fees
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Revenue Streams
Initial funds to support a Web site come from:
Investors
Loans
Firms operating budget
Revenue streams that produce Internet profitscome mainly from:
Direct sales
Advertising sales
Other fees
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Cost Savings
By Selling and Marketing On-line
Eliminating elements of the traditionaldistribution chain
Increases possibilities of greater revenue
Saves on traditional marketing costs (printing,postage)
Increases target market to world-wide audience
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Intangible Benefits
Goodwill
Brand Equity
Audience Measurement
Public Relations
Customer Satisfaction
The industry is developing exponentially
creating new marketing opportunities, although
they may be hard to measure
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Cost/Benefit Analysis
Analyze the cost
of e-marketing versus the benefits
Revenue increases
Cost decreases
Intangible benefits
Goodwill Brand/Image Building
Relationship Building
ISP Costs
Hardware and
Software Costs
Design Costs
Maintenance Costs
Benefits Costs
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Evaluation Plan
Monitor and Track Site Usage Cognitive
Measure unique visits and impressions
Attitudinal
Survey customers for brand satisfaction
objective: CRM, firm would use AOV
(average order value) and LTV (lifetime
customer value) Transactive
Measure purchases, site traffic, previous
paths and click-through rate
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The End