Prepared Curtis Maher N8640955, Jordan Dunham N9667083, Kevin Chan N9216120, Miley Lan N9596852, Summer Johnston N9486445

Tutor: Kara Burns

Table of Contents

1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.0 Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

2.1CustomerAnalysis........................................................................................................................3

2.2CompetitorAnalysis.....................................................................................................................7

2.3MarketAnalysis............................................................................................................................9

2.4EnvironmentalAnalysis..............................................................................................................10

3.0StrategicObjectives...................................................................................................................12

4.0 Execution Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

4.1CreatingAdvantage....................................................................................................................13

4.2ValueProposition.......................................................................................................................13

4.3Buildingandmanagingthebrandequityandrelationship........................................................14

4.4Energizingandleveragingthebusiness.....................................................................................15

4.5CreatingNewBusinesses...........................................................................................................16

5.0 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

6.0 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

7.0. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

8.0 Reference List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

9.0 Meetings and Record of tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

2

1.0 Executive Summary The following Strategic Marketing report for our client Femeconomy, outlines an

evaluation of the current United States market, its consumers and other

environmental factors concerning the profitability of the organisation within an

international market. Through the critical analysis of these components, a viable plan

for a strategic path for Femeconomy has been forged.

The foundation of this strategic plan for Femeconomy’s venture towards the U.S.

market is centered on the two (2) SMART strategic objectives. The first objective is

focussed on utilising digital strategies across social media channels to generate

brand awareness and the second objective targets forming strategic alliances with

already established U.S. based companies. These strategic objectives coupled

together provide the pillars in which the strategic plan for Femeconomy moving into

the U.S. market is built on. The report explores these strategic objectives into greater

depth, whilst also illustrating an Execution Strategy set up for success for

Femeconomy within the U.S. market. Furthermore, an accurate budget and the

allocation of resources are also provided for the client.

In conclusion, this Strategic Marketing report with a current U.S. market environment

analysis, key strategic objectives and a feasible strategic path for the organisation is

recommended to be implemented and followed, to ensure profitability and longevity

for Femeconomy in an international market.

3

2.0 Analysis 2.1 Customer Analysis In the Australian market, Femeconomy initially targeted the Fast Tracker market in

an effort to capture potential clients through a B2B strategy by offering membership

tiers. Targeting these female business leaders proved successful, however, this

strategy placed emphasis predominantly on obtaining clients while excluding the end

user market segment. The end users are those consumers who are not potential

clients but are inclined to change their consumer habits and champion behind female

led brands. Specifically, Femeconomy has thus far overlooked the potential of the

millennial generation. While harder to monetise, capturing and engaging this market

would offer a lot of power and influence to Femeconomy as a brand.

All consumers are growing socially aware, none more so then the millennial

generation. In Nielson’s 2016 annual Global Corporate Sustainability Report, results

found that it is the millennial generation that are most expecting of companies to

make public declarations of ethical business practices. Along with being the largest

generational segment in the United States (Weinbaum, 2016), evidence clearly

demonstrates that this generation is most receptive to ethical issues (Smith, 2011)

and is often characterized by a social conscious and inclination towards activism

(Hira, 2007).

Considering the highly political, moral and ideological nature of Femeconomy, it is

useful to target those consumers with political predispositions that align with

Femeconomy’s approach of responding to social inequality. While political views are

complicated and varied, the liberal-conservative/left-right continuum gives useful

approximations of opinion with predictive validity across a range of social issues

(Jost, 2007). Liberals on average are more inclined to seek out change and strive

towards equality whereas conservatives have a resistance to change and an

acceptance of inequality within society (Hirsh, DeYoung, Xu & Peterson, 2010).

4

Figure 1 below displays the political distribution across the United States in 2017

with the blue states representing the most progressive and therefore those in which

Femeconomy’s ideal target customer segments are located.

Figure 1. Political Ideology by State. Retrieved from http://news.gallup.com/poll/226730/conservative-leaning-states-drop

5

The two customer segments are further detailed in Table 1 below - the Fast Tracker

(client) and Ethically Aware Millennials (end user).

Table 1: Femeconomy target customer segments

Fast Trackers Ethically Aware Millennials

Demographic · Female business leaders

· Age 30-35

· 24% of the population with

34% earned income

· Upper-middle to elite

income earners

· Board directors, CEOs and

successful business owners

· Young female consumers,

born between

approximately 1985 and

1999

Psychographic · Educational elite

· Success driven

· Strong career aspirations

· Liberal/progressive political

predisposition

· Seek out change and

novelty both personally and

politically

· Liberal/progressive

political predisposition

· Strong social conscience

· Inclined towards activism

· Respectful of diversity

· Loyal to friends, family and

communities rather than

corporate entities

· Receptive to ethical issues

· Highly intelligent

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Geographic · Liberal leaning states

· Large cities

· Predominantly New York -

most Women owned businesses

(See Appendix A)

· Liberal leaning states

Note. Fast Tracker consumer segment adapted from Harvard Business Review

(2009).

7

2.2 Competitor Analysis In Table 2 below a strength, weakness, and threat analysis has been conducted in

order to assess Femeconomy’s main competitors in the market – Gender Fair and

LedBetter.

Table 2: Competitor Analysis

Gender Fair (Gender Fair, 2018) LedBetter (LedBetter, 2018)

Strengths · Well established in the American

market

· Active on Facebook, Instagram and

LinkedIn

· Team of 15 made up of employees

and board members

· Companies are rated using metrics

derived from the Women’s

Empowerment Principles (WEPs)

· Supported by grant from the

International Women’s Media

Foundation (IWMF)

· Active on Twitter, LinkedIn and

Facebook with a respectable

combined following of 845 (Twitter,

2018; LinkedIn, 2018; Facebook,

2018)

· Well designed, easy to use website

Weaknesses · Only evaluates and provides information

on American companies

· Website is not seamless and is quite

hard to navigate

· Have a very low following on LinkedIn of

46

· Does not provide company information

on their website only on their mobile

app

· Small database of 237 companies

· Limits consumer awareness and

choice

Possible threats to

Femeconomy

· Dominating the Facebook realm with

10,179 likes (Facebook, 2018)

· The larger number of team members

has allowed the company to have

specific divisions i.e. client services,

research

· Largely a volunteer run project –

lower running costs and more

money for research

· Have an application making their

services more accessible to their

target market and the community

8

Whilst both LedBetter and Gender Fair are active on social media, Femeconomy is

active across a large number of sites with the highest following on each platform

apart from Facebook in which it comes in second to Gender Fair (Femeconomy

2018; Facebook, 2018). In regard to accessible company rankings for consumers,

Femeconomy leads with a total of 2021 companies on their website and 926

companies Femeconomy approved (Femeconomy, 2018). LedBetter however, has a

database of 237 approved companies (LedBetter, 2018), and Gender Fair just over

130 companies (Apple Inc., 2018). Both Gender Fair and LedBetter focus solely on

American companies which again, sees Femeconomy leading the market as their

database is comprised of companies world-wide (Gender Fair, 2018; LedBetter,

2018; Femeconomy, 2018). In terms of the websites design, LedBetter is the leading

company of the three due to its customer friendly, colourful, enticing design.

Femeconomy should consider enhancing the website to an even more user friendly

platform, allowing ease of navigation.

The Human Rights Campaign (HRC) is the largest civil rights and political lobbying

organisation in America (The Human Rights Campaign, 2018). The HRC Corporate

Index rates companies based on LGBTQ equality and similarly encourages

consumers to shop with said companies in support of equality over companies that

have not met the approval requirements (The Human Rights Campaign, 2018). The

campaign provides their research information via an online database, downloadable

PDF, and a mobile application (The Human Rights Campaign, 2018; Apple Inc.,

2018). As such, the HRC has a strong online presence and growth. However, as the

HRC’s main focus is LGBTQ equality and not gender equality such as Femeconomy,

they do not pose as immediate competition for Femeconomy rather as a secondary

competitor.

9

2.3 Market Analysis After analysing the current U.S. market, research suggests that geographically New

York, California, Hawaii and Vermont are some of the leading states in gender

equality rankings across the country (Sauter & Stebbins , 2017). Additionally, the

gender pay gap in major cities like New York, Detroit, Washington (D.C.), Denver

and Philadelphia are rated some of the best within USA (Women On Business,

2017). There are several smaller cities ranked higher than the ones listed above,

however focusing on larger population density cities allows for a maximisation of

profitability (Goodwin , 2018).

The distribution systems within the U.S. market for Femeconomy would potentially

be achieved through the target market of Fast Trackers passing on the

organisation’s objective to their tribe of followers. Essentially, this would raise brand

awareness in Femeconomy’s targeted U.S. locations, and effectively create gender

equality with followers being influenced to choose female led brands.

The competition in the U.S. market for Femeconomy is unsaturated, with only two (2)

main competitors and currently minimal threats for potential entrants. Additionally,

there is minimal cost structure within the industry and it is a growing market with

customers becoming more socially aware of gender equality issues. As a result of

this, profitability within the industry is significantly high for Femeconomy, if new

market strategies are implemented successfully.

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2.4 Environmental Analysis

In today’s digitalized environment, messages are being transmitted across platforms

in real time. Social structures are altered due to global communications, leading to a

higher rate of consumer awareness. This has especially been reflected in ethical

trade, which can be seen in the reduction in meat consumption, the enlargement in

sustainable products, and in Femeconomy’s’ instance, the increasing awareness

over the Gender Equality topic (Aaker, 2017). For marketers, there is a new world of

consumer segments that’s being driven by the values of global ethical consumption.

As seen in Table 3 below, a PEST analysis has been conducted, and the external

macro environment has been assessed surrounding Femeconomy’s desire to enter

the United States. As Aaker (2008) suggests, the most useful areas of inquiry for an

Environmental analysis’ incorporates political/economic influences, and consumer

and technological trends.

11

To maximize returns on investment, owners of Femeconomy must consider the

environment as outlined in the PEST analysis before developing a market entry plan.

Political There are many business protocols that one must still consider before expanding abroad. The American political structure is socially conservative, supporting free-market capitalism (Santander, 2018).

The Wall Street journal published a survey which found that 60 percent of the American public thinks that Trump is on the “Wrong Track” (Nizza, 2018). Having over half of the general public not in support of their president exemplifies the current political awareness. Relevant to “Women Empowerment”, Hillary Clinton only missed out by a small margin to become the first ever female president of the United States. There is large opportunity for Femeconomy to capitalize on the political polarisation and attention of ethically aware millennials who are inclined for change in the United States.

Economic The United States economy grew 2.3% in 2017, an acceleration from the 1.5% in 2016 (Santander, 2018). Consumer spending, which accounts for more than two-thirds of U.S. economic activity, increased steadily in 2017 and is likely to remain supported by rising economic activity (Santander, 2018). A healthy and attractive economy, Femeconomy will need to consider start-up costs upon expansion into the inflating United States. The strength of the dollar will impact the costs of starting up the international business. To reduce this barrier, it would be ideal to partner up with firms that already have established experiences and local knowledge. A chance for Femeconomy to put their networking into effective use.

Social Intermediaries like Austrade allows businesses to outline of some of the most essential practices one must adhere to when working in the US. With the rise in global consumer awareness, the likes of health and general well-being, and being sustainable has had the power to influence society beyond their actions. These messages are able to be communicated effectively due to a high rate of technology adoption (BBC, 2018). An e-commerce presence in the U.S. can also be complemented by other online channels, each element tying into the broader business plan and marketing strategy (Austrade, 2018). To further illustrate the powerful effects of internet adoption, key findings from Googles’ big data acquired on search terms relating to ‘Gender equality’ during last year’s International Womens day saw a record high peak, whilst there were also growing searches in terms such as ‘Sexual Harassment’ and ‘Workplace Representation’ (Google Trends, 2018). These are promising signs for a business model such as Femeconomy. As Budell and Young (2018) mentions that the general public wants to understand what’s happening, and they are moved to engage with gender equality related themes.

Technological

Technology is commonly known as the main driver of disruption in global business, as innovation in this area has re-structured all industries in some way to adopt new forms of technology into their daily operations (Aaker, 2017). The demand for technology in the U.S. is driven by government, corporates, individuals, and educational institutions, meaning that the opportunity to utilize digital marketing strategies is highly evident in this origin (Austrade, 2018). Evident in New York, where direct competitors Gender Fair is situated, there has already been acceptance by people across different areas, gaining a large sum of engaging followers. As a foreign business, it would be appropriate to enter the market with a digital mindset, open to potential opportunities to further innovate.

Table 3: PEST Analysis of current Environment

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3.0 Strategic Objectives After analyzing the customer and competitor profiles, it was evident that Gender Fair

only targets upon publicly held corporate companies, whilst Femeconomy has a

differential focus on privately held companies with female business leaders. Within

this market and environment, it is evident that Femeconomy has a clear consumer

segmentation on Fast Trackers and Ethically Aware Millennials but requires a clear

marketing strategy when expanding into the United States. The preliminary objective

is to focus on utilizing digital strategies on social channels to gain brand awareness.

Key to this objective is linking influencer marketing into the companies social media

strategy, as they can pass on the organisation’s objective to their tribe of followers,

all with the objective of growing a bigger network driven by “Women Empowerment”

that’s hard for competitors to replicate. Further, engaging these influencers around

key annual and social movement events such as International Women’s Day will

ensure maximum impact and message synergy.

Femeconomy’s low headcount combined with their limited resources create

additional market barriers when entering the United States. In a world where the

marketplace is becoming increasingly competitive, strategic alliances offer an

effective way to cut through market barriers and gain instant access to consumers in

new markets. There are many already well-established U.S. based companies that

target the same consumer as Femeconomy, however, offer non-competing services.

Brandshop is a U.S. based company that specialises in pop-up shops showcasing

female-led retail businesses and encourages consumers to become advocates of the

brands (Williams, 2015). In addition to the pop-up shop, these events usually include

daylong speaker series featuring successful women sharing their story. Not only

would a strategic alliance expose Femeconomy to Ethically Aware Millennials, but

Brandshop’s clients are also potential Femeconomy members. Forming long-term

strategic alliances with such companies will ultimately increase profits, brand

exposure and grant Femeconomy a sustainable competitive advantage within the

marketplace.

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4.0 Execution Strategy 4.1 Creating Advantage A sustainable competitive advantage (SCA) is a component or mixture of

components of the business strategy that delivers significant advantage over both

present and future competitors (Aaker, 2008). It is important when creating SCA to

note that even a marginal difference in a company can influence a consumer’s

decision-making process and therefore companies must be meaningful and

sustainable for consumers (West et al., 2015). For SCA to be effective, companies

need to ensure that it is visible to the consumers, the key being to link value

proposition to the positioning strategy (Tantalo & Priem, 2016). For example, the

products reliability and ensuring this is well established in consumers mind so they

choose your company over a competitor. As Femeconomy is well established in

Australia and has some market in both America and the United Kingdom, this would

provide them with a competitive advantage as their competition are yet to expand

their research internationally. This would therefore allow Femeconomy to start

developing a sustainable competitive advantage and begin embedding in consumers

that the company’s research is reliable and a leader in the market.

4.2 Value Proposition

Value propositions offered from Femeconomy fall into several dimensions, which is

visible through; being a global citizen and reducing the time it takes to make an

ethically informed decision, and the benefits that the service itself brings to

consumers socially and emotionally. The benefits of the value dimension can be

most clearly seen in the social or emotional effects by those consumers making a

purchase either as a client or as an end user (Aaker, 2014). Femeconomy offers

high support to its clients, which competitors in the surrounding market don’t seem to

be achieving when comparing service offerings. Further, by building a disruptive

“Female empowered” network, this will help to drive these emotional and social

benefits. Creating an effective selling offer (Eggert, Frow, Payne, 2017).

14

Using digital marketing strategies as outlined in strategic objective #1, effectively

selecting fast tracker influencers to build a larger network will help to promote the

service so that the target consumer will be able to endure a visible value proposition.

This suggestion of becoming a part of a large social ‘tribe’ can help to frame

continuous improvement in future business activities (Radziwill, 2015). The brands

value proposition along with the sustainable competitive advantage of having a large

network helps to create a strong position in the chosen market.

4.3 Building and managing the brand equity and relationship.

Buyer self-concept encapsulates the idea that people fundamentally align

themselves with products or brands because it says something positive about them

as an individual or an individual they aspire to be (Sirgy, 1982). Embedded within the

brand name itself, an original portmanteau coined to denote females within the

economy, Femeconomy creates the sense that the consumers are part and parcel

with the brand.

Femeconomy’s target consumers are temperamentally inclined to seek change and

strive for equality. Femeconomy offers a market-based solution for achieving quality

around its brand essence of women empowering women. Buying into the

Femeconomy brand reinforces the perceptions of the consumer’s self-concept.

A study conducted across the United States and 15 European countries discovered

that even after adjusting for demographic factors, liberals in the United States and

leftists in the European countries were more likely than conservatives to buy or

refrain from buying a product for political reasons (Jost, Langer, & Singh, 2017).

15

4.4 Energizing and leveraging the business

In regard to energising and leveraging Femeconomy, it has been analysed that the

primary goal for the organisation is to invest into digital strategies, and in support,

utilizing influencers as well as key dates and events throughout the year for synergy.

Fundamentally, this links back to Strategic Objective #1 for the business. Through

the endorsement and implementation of scheduled events like, U.S. Women’s

Equality Day (Sunday, 26th August 2018) and International Women’s Day (Friday, 8th

March 2019), Femeconomy would effectively increase brand awareness, potential

market share and ultimately gender equality within the U.S. market (National

Women’s History Project, 2018). Additionally, an increase in social media interaction

and engagement on all available platforms prior to and throughout the appropriate

scheduled campaigns are critical in ensuring target market consciousness and

overall brand awareness.

Femeconomy’s ideology should be driven by innovation for its consumers and

female led brands, as such, the creation of a ‘Femeconomy App’ for Apple and

Android users should be strongly considered. Essentially, the application would

readily provide consumers with organisational information, as well as a ‘collaboration

feature’ that allows women to brainstorm and throw ideas around a cyber space to

effectively promote female led brands to consumers on a global scale.

In terms of leveraging Femeconomy’s service offering, there is potential to link the

organisation into the ‘Well-Being and Health supplements’ industry. Through

endorsing a female led Health Supplement brand in partnership with Femeconomy

fast-tracker’s, it would result in a substantial follow-on effect with their tribe of

followers on social media platforms. Furthermore, this directly correlates back to the

preliminary Strategic Objective (#1) by providing a way to utilise digital strategies

through social channels in order to gain brand awareness.

16

4.5 Creating New Businesses The targeted U.S. market is fundamental for creating new business for

Femeconomy. A shift from the Australian market to the U.S. market encompassed a

comprehensive environment and consumer analysis, as well as key specific strategic

marketing objectives. All of these components are vital in ensuring a smooth

transition and adaptation to a new market.

Furthermore, success within the U.S. market for Femeconomy could potentially

create new business growth opportunities with other countries like Canada, U.K. and

other countries within Europe being attractive uncaptured markets for the

organisation.

17

5.0 Budget Item Estimated cost Duration and Justification Channels

Paid Marketing on social media channels

Set aside $500 USD per month - For 800 clicks, plus a small margin for additional linkage to Instagram.

Will be continuous until there’s a strong foundation of a new client base and more end users. The average cost for ‘Cost per click’ ads for business services in the United States is about $0.58 (Daciuk, 2017). The budget has been set to facilitate Facebook ads targeting the initial key cities, which is also realistic to break-even. Facebook now also facilitate Facebook ads to link directly to the businesses Instagram for a small additional fee (Facebook, 2018).

Facebook and Instagram (Linked In and Twitter will remain organic.)

Endorsements – Influencers and Campaigns

Research suggests an avg. of $200-250 per social media platform post for Influencers (Heald, 2018). Allocated budget of $5,000 per campaign.

Payment for endorsements and Influencers will commence immediately, allowing Femeconomy to gain traction within the U.S. market before physical entry. Once significant market share is captured, Influencer social media posts will continue on a monthly basis, along with a guaranteed Femeconomy tick approval for Influencers and/or organisations. Campaign costs will be centered around specific calendar dates (i.e. U.S. Women’s Equality day) and on the leading weeks up to the event.

Instagram, Facebook, Twitter, LinkedIn, YouTube and Snapchat.

Search Engine Optimization (SEO)

$200 AUD per month

SEO will be in place for the first 2-3 months to support the objective of building brand awareness, as mentioned in the analysis, Femeconomy’s website will be the face of the business. Once organic rankings improve to a visible position in key cities, then SEO may be reduced or not entirely required. Seen in the graph extracted from Google Adwords (2018) in Appendix B, keywords been geographically targeted in focus areas, as well as segmented by age: (30-45) and gender: (Females).

Google Adwords

Additional Headcount (United States)

$17 USD per hour An additional “Marketing Assistant” role will be opened up to be based out of the U.S. This position will not be full time, but rather on a casual contract. As a business based largely on relationships, it’s essential to have a face and identity to facilitate the brand for meetings. Research shows that the average hourly wage in the U.S. for a Marketing Assistant is $14.14 per hour (Indeed, 2018). By paying above the average wage Femeconomy will portray a competitive position for some strong potential candidates.

Linked In, Indeed.com

18

6.0 Conclusion

It has become evident through careful research that whilst Femeconomy has a clear

target market and consumer segment (Fast Trackers and Ethically Aware

Millennials) they lack a clear marketing strategy in terms of expanding internationally.

In terms of competition Gender Fair and LedBetter posed as the greatest competition

to the company however, after a careful analysis of these companies it was clear

Femeconomy is the dominant player in the market in the majority of factors

analysed. Through following the execution strategy outlined in the report, the

company will have a clear course of action and the best chance of success when

expanding to the U.S. market. In conclusion, from assessing the company

Femeconomy, entering into the U.S. market poses as an attractive business

opportunity however, does not come without variables that will need to go under

careful consideration.

19

7.0. Appendices

Appendix A: Most Women-Owned Businesses by City

Figure A1. Most Women-Owned Businesses by City. Retrieved from https://nycfuture.org/data/breaking-through-women-owned-businesses-in-the-nations-25-largest-cities

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Appendix B: Keyword Planner tailored for Femeconomy

Figure B1. Keyword Planner tailored for Femeconomy. Retrieved from https://adwords.google.com/ko/KeywordPlanner

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8.0 Reference List

Aaker, D. (2008). Strategic Market Management. John Wiley & Sons.

Aaker, D. (2014). Strategic Market Management (10th ed., Vol. 1). United States: Wiley.

American Express. (2017). State of Women Owned Businesses Report. Retrieved from http://about.americanexpress.com/news/docs/2017-State-of-Women-Owned-Businesses-Report

Apple Inc. (2018). Gender Fair. Retrieved from https://itunes.apple.com/us/app/gender-fair/id1212184377?mt=8

Apple Inc. (2018). HRC Foundation's Buyer's Guide on the App Store. Retrieved from https://itunes.apple.com/us/app/hrc-foundation-buying-for/id345618414?ls=1&mt=8

Austrade. (2018). Export Markets - United States of America. Retrieved from https://www.austrade.gov.au/Australian/Export/Export-markets/Countries/United-States-of-America/Doing-business

Budel, K., & Young, L. (2018, March). Searching for gender equality: Why International Women’s Day is one moment in a growing digital march. Retrieved from https://www.thinkwithgoogle.com/advertising- channels/search/international-womens-day-digital-engagement/

Daciuk, E. (2017). Facebook Advertising Costs by Industry 2018. Retrieved from https://fitsmallbusiness.com/how-much-does-facebook-advertising-cost/

Eggert, A., Frow, P., & Payne, A. (2017). The customer value proposition: Evolution, development, and application in marketing. Journal of the Academy of Marketing Science, 45(4), 467-489. doi:10.1007/s11747-017-0523-z

Facebook. (2018). Business Advertiser Help Center. Retrieved from https://www.facebook.com/business/help/952192354843755

Facebook. (2018). Gender Fair. Retrieved from https://www.facebook.com/GenderFair/

Facebook. (2018). LedBetter. Retrieved from https://www.facebook.com/getledbetter

Femeconomy. (2018). Brands Archive. Retrieved from https://femeconomy.com/brand/

Gender Fair. (2018). Our Mission | Gender Fair. Retrieved from http://www.genderfair.com/who-we-are/

Goodwin, J. (2018, January 20th). Demographic forces affect profitability and growth. Retrieved from https://www.ft.com/content/4ad8bee4-fc53-11e7-9b32-d7d59aace167

Google Adwords (2018). Keyword Planner. Retrieved from https://adwords.google.com/ko/KeywordPlanner

Heald, E. (2018, February 5th). How Much Should You Pay Social Media Influencers? Retrieved from https://sproutsocial.com/insights/paying-social-media-influencers/

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Hira, N. (2007). You raised them, now manage them (twentysomethings in the workplace). Human Resource Management International Digest, 15(7). doi: 10.1108/hrmid.2007.04415gad.007

Hirsh, J., DeYoung, C., Xiaowen Xu, & Peterson, J. (2010). Compassionate Liberals and Polite Conservatives: Associations of Agreeableness With Political Ideology and Moral Values. Personality And Social Psychology Bulletin, 36(5), 655-664. doi: 10.1177/0146167210366854

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