digital  and  interactive  marketing    #DIM  

3  

situation  analysis  

SOSTAC  planning  framework    

planning  framework…  

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5

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situation  analysis  objectives  strategy  tactics  

action  control  

growth  

position  

competive  

corporate  

marketing  

digital  

resources  

scheduling  

Smith,  1990  

7P’s  

marketing  

the  macro  environment  

the  micro  environment  

     

strategy  systems  functions  resources  

suppliers  

other  stakeholders  

intermediaries  

competitors  

customers  

political  forces  

social  cultural    forces  

technological  forces  

economic  forces  

environmental  forces  

legal  forces  

environments  

the    internal  environment    

situation  analysis...  

PESTEL analysis… Your Notes PESTEL

Factors Potential Impact

Implications & Importance

About your organisation & how the factors might impact on DIGITAL marketing for your organisation/SBU

Political Economic Social Technological Environmental Legal

H = High M = Medium L = Low U = Undecided

Time Frame: Short Medium Long

Type: Opportunity or Threat

Implication: Increasing Reducing Not yet determined

Relative Importance H = High M = Medium L = Low

…what’s  going  on?  

growth  of  e  and  m  commerce  

showrooming  

media  fragmentation  

…changing  legislation,  DPA,  PECR,  Cookies…  

…3D  printing,  AR,  graphene,  wearable  tech  …disruption  and  innovation  

…increasing  online  video  audiences  

Dual-­‐screening      

“hyper-­‐connectivity”  

BIG  data  

…market  economies,  new  economies  and  currencies

 

marketing  

the  macro  environment  

the  micro  environment  

     

strategy  systems  functions  resources  

suppliers  

other  stakeholders  

intermediaries  

competitors  

customers  

political  forces  

social  cultural    forces  

technological  forces  

economic  forces  

environmental  forces  

legal  forces  

environments  

the    internal  environment    

situation  analysis...  

stakeholder  analysis...  Which  publics  are  important  to  the  Yirm’s  ope

rations?  

How  strong  are  company-­‐stakeholder  relationships?  

What  is  the  impact  of  corporate  actions  on  these  publics?  

Are  they  increasing  or  decreasing  in  importance?  

What  actual  or  potential  impact  could  they  have  on  the  business?  

What  are  the  interests  of  each  relevant  public?  

Which  groups  pose  a  threat  and  which  an  opportunity?  

What  are  their  communications  needs?  

Monitor…    Minimal  Effort   Keep  Informed  

Keep  SatisYied   Key  Players  

customer  analysis...  

                                     segment  characteristics  

decision-­‐making  process  

involvement  perceived  risks  

awareness,  perception  and  attitude  

inYluence  

media  consumption  and  use  

 digital  media  consumption  in  the  UK,  20

13…  

83%  of  18-­‐24  year  olds  own  a  smart  phone  

tablet  ownership  highest  with  35  –  44  year  olds    

Use  of  internet  anywhere,  any  device  is  79%  

Average  weekly  internet  usage  is  16.8  hours    

Scoial  media  growth  is  fuelled  by  55  –  64  year  olds  

53%  of  mobile  users  go  online  with  the  devi

ce  

consider  how  media  is  scheduled  

…growth  in  key  technology  platform  usage…  

Ofcom,  2013  

Porter’s  Yive  forces…  Bargaining  power  of  suppliers  

Threat  of  new  entrants  Threat  of  substitutes  

Bargaining  power  of  customers  

Intensity  of  existing  rivalry  

Porter,  M,  1979,  HBR  

…using  the  strategic  groups  model  

C  E  

A  

B  

D   Firms  within  a  strategic  group  have  similar  strategies  

Strategic  dimension  1  

Strategic  dimension  2  

The  relative  position  of  groups  shows  how  alike  or  different  their  strategies  are  

Adapted  from  Porter,  1980  

investment  priorities,  objectives  &  

goals  

market  importance  &  commitment  

relative  strengths  &  weaknesses  

 competitors  -­‐  now?  5  years  on?  

weaknesses  making  them  vulnerable  

changes  likely  in  future  strategies  

‘7  step  competitor  analysis  drill’  

effect  on  industry,  market  &  you  

Davidson,  1997  

INBOUN

D  LOGISTICS  

OPERATIONS  

OUTBOUND  

LOGISTICS  

MARKETING  

&  SALES  

SERVICE  

FIRM  INFRASTRUCTURE  

HUMAN  RESOURCE  MANAGEMENT  

TECHNOLOGY  DEVELOPMENT  

PROCUREMENT  

Primary  Activities  Source:  Porter  

Porter’s  value  chain…  

Porter,  M,  1985  

website  analysis...  

user  experience…  UX  

trafYic  

Findability  and  SEM  

content  

Responsiveness  and  mobile  

interaction  

…analytics  

alexa.com  

…social  media  presence  

comments,  likes,  fans,  trafYic…  

…follows,  RTs,  favourites  

Facebook,  LinkedIn,  Twitter,  Instagram,  Pinterest,  blogs…  

…sentiment  analysis  

…social  bakers  

socialmention  

Paid  for  tools  like  Radian6  or  WildYire  

socialbakers  

socialmention  

Internal  analysis...  strengths  and  weaknesses  

linked  to  use  and  availability    of  resources…  

and  analysis  of  current  digital  activity…  

…McKinsey  7S  Framework  

Strategy...  the  plan(s)  devised  to  maintain  and  build  

competitive  advantage  over  the  competition  

Systems...the  daily  activities  and  procedures  that  staff  members  

engage  in  to  get  the  job  done  

Shared  Values...  the  core  values  of  the  company  that  are  evidenced  in  the  

corporate  culture  and  the  general  work  ethic  

Structure...the  way  the  organisation  is  structured  and  w

ho  reports  to  whom  

Style...  the  style  of  leadership  adopted  

Staff...  the  employees  and  their  general  capabilities  

Skills...  the  actual  skills  and  competencies  of  the  employ

ees  working  for  the  company.  

…simplistic  but  often  used  model  

…designed  to  help  identify  key  caus

es  of  

problems  in  organisation’s  as  a  TQ

M  approach  

Can  use  it  for  human,  Yinancial,  material  and  

asset  audit…  for  strengths  and  weaknesses  

5M’s..?  

men,  money,  minutes,  machines,  management    

also  consider…  

…strengths  and  weaknesses  of  current  digital  mix  

website  

social  media…  

UX  

trafYic  and  Ylow  

CGM  

…web  presence  model  

1.  brochurewear  

2.  transactional    

3.  entertainment    

4.  afYiliate  5.  relationship  

TOWS  Analysis  

Strengths   Weaknesses  

Opportunities  

 “Maxi-­‐Maxi”  Strategies  

 Strengths  used  to  

maximise  opportunities  

 “Mini-­‐Maxi”  Strategies  

 Minimise  weaknesses  by  taking  advantage  of  opportunities  

Threats  

 “Maxi-­‐Mini”  Strategies  

 Strengths  used  to  minimise  

threats  

 “Mini  -­‐  Mini”  Strategies  

 Minimise  weaknesses  and  

avoid  threats  

Weihrich,  1982