Digital marketing assignment 30.3.

2015- final
1. 1. Department of Marketing Assignment Session: 2014/2015 Semester: Two
Core/Elective: Elective Degree: MSc Marketing Class Code/Title: MK989 Customer
Management 2 Class Coordinator: Dr. Ewelina Lacka Assignment: Individual Final
Submission Date: Wednesday, 30th March at 12.00pm Name ARUN SHIVA
KESAVAMOORTHY Title eMarketing strategy assessment and development
2. 2. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 1
TABLE OF CONTENTS EXECUTIVE
SUMMARY_____________________________________1 1. Company Introduction
_____________________________________2 1.1 Different forms of online presence
_______________________2 2. eMarketing
strategy_______________________________________4 2.1 Macro Environment
__________________________________5 2.2Mirco Environment
___________________________________9 2.2.1 Consumer analysis and persona
development _________9 2.2.2 Competition analysis
___________________________14 2.2.3 Key
competitors_______________________________15 2.2.4 Suppliers
____________________________________15 2.2.5 Internal Audit
________________________________15 3. eMarketing
objectives_____________________________________16 4. Strategy and tactic
formulation_____________________________18 5. Evaluation and Implementation plan
________________________21 6. Conclusion
______________________________________________23 7. References
______________________________________________24
3. 3. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 2
Executive Summary The Internet is pervasive and in the UK more than 70% people uses
it every day (ONS, 2013). The purpose of this report is to assess the current eMarketing
strategy of a company and develop new eMarketing strategy. The Willow Tea rooms
located at the heart of Glasgow city center is a popular Tea shop and is among the
leading ones in the city. The company also has its presence in many kinds of media like
earned, paid and owned. Assessing the online marketing environment highlights the
opportunities and challenges that the digital medium provides the company to extend its
services through online communications and as a channel medium. The company and its
current eMarketing strategy is internally audited to find the strengths and weakness with
respect to the digital environment and potentially to identify the scope of response to
external threats and opportunities in relation to the competition. SMART objectives are
developed which are in line with its overall business objectives, to aid the formulation of
strategies the company shall adopt in the longer run. The objectives pertains to
interaction, conversion and brand building goals in general. Strategies suggested are
market development and penetration, customer engagement and social media, and
positioning and differentiating. Market penetration strategy and customer engagement is
to increase the number and frequency of sales, market development strategy is to target
new customer segment and positioning and differentiation strategy to build brand
awareness and product favorability. It is also suggested that various tools like email,
social media, SEO, online PR, affiliate, website should be integrated with traditional
advertising communications to establish conversations and conversions. Changes in few
marketing mix elements that might give company a differential competitive edge to build
the brand are also suggested. Evaluation and the implications of overall effectiveness
and the KPI’s to attain, refine and manage the strategies in the long run are also
discussed.
4. 4. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 3 1.
Company Introduction: THE WILLOW TEA ROOMS, are tea rooms located at two
locations in Glasgow, one at Sauchiehall street and the other at Buchanan street. The tea
room is designed by Charles Rennie Mackintosh in 1904 who was a famous Scottish
artist, architect, designer and water colourist. The Willow Tearooms in Sauchiehall Street
 is still one of the major attractions for local and international visitors visiting Glasgow.
Tearooms, located in the central city provide traditional food and drinks with a mouth-
watering experience. The most popular item is the afternoon served 3-tiered cake stand.
Apart from these, the company sells a wide range of Mackintosh and Glasgow products
that are designed in-house that includes jewellery, tote bags, candles, homeware and
other stationery items. 1.1 Different forms of online presence: The three different types of
offline and online media activities are earned, owned and paid media (Stephen & Galak,
2012). Especially in an online environment, earned media which is not generated directly
by the company refers to the information published in the published editorials, word-of-
mouth (WOM) through review sites, blogs, online public relations (PR) and other
communities which affects sales and other marketing performance measures (Chevalier
& Mayzlin, 2006; Villanueva & Hanssens, 2008). Paid media refers to the company’s
direct spending in the form of affiliate marketing, display ads and paid search to reach the
consumers and prospective consumers. Owned media is the one owned by the
company. In the online environment, the company has its own website and social media
presence like Facebook, Twitter, Google+, Flickr and Tumblr. The company’s three
media presence has been tabulated in the table 1.
5. 5. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 4
Earned Media Paid Media Owned media Publisher editorial 1. Herald Scotland 2. BBC 3.
Chisel and Mouse 4. Evening Times 5. Glasgow Welcomes 6. Experiencing Scotland 7.
Glasgow architecture 8. Great cake places 9. Glasgow guide 10. Picture Britain 11.
Wikipedia Word-of-mouth 1. Trip advisor 2. Yelp 3. Food list 4. Visit Scotland 5. Virtual
tourist 6. lonely planet 7. Scottish food review 8. Love Wall 9. Glasgow gay cities 10.
Zomato 11. Tripomatic 12. Foursquare 13. Pinterest Affiliate Marketing 1. Glasgow
mackintosh 2. Glasgow leading attractions 3. Scot cities 4. CRM society 5. What’s on
Glasgow 6. Hi Glasgow airport hotel 7. Cool places 8. Click on Glasgow 9. Green tourism
Website www.willowtearo oms.co.uk/ Social Media 1. Facebook 2. Twitter 3. Google+ 4.
Flickr 5. Tumblr Table 1: Online media types of the company “The Willow Tea Rooms” 2.
eMarketing strategy: Digital marketing strategy is similar to the traditional marketing but
the key difference is it being a multichannel marketing strategy and the focus on specific
objectives pertaining to this channel and consistent with the consumers’ requirements. It
is important to assess the existing marketing strategies and the use of this channel in
conjunction with the other channels as a part of it. SOSTAC planning model as illustrated
by Chaffey and Smith (2008, p. 442) is a framework (as shown in the figure 1) that
involves assessing, developing and implementing activities strategically as a long-term
marketing plan. Situation analysis describes the marketing environment i.e., at both
macro and micro level and are as follows:
6. 6. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 5 Figure
1. SOSTAC eMarketing strategy development model (Smith & Chaffey, 2008) 2.1 Macro
environment: Political: Political forces have the interactions that are necessary to bring
the regulations in to force by various industry-backed bodies, consumer groups,
government agencies and public opinion. Recent proposal from Ofcom, the UK regulator
for telecommunications identifies data privacy as the greatest single barrier to the
development of the Internet of things (Webley, 2015). Other areas of Internet governance
include network security, spectrum availability and network addresses. Under current tax
jurisdiction law, VAT tax is applicable to both customer and supplier if the transaction and
delivery happens in the UK. Exports to private customers in the EU region will either
attract UK VAT or local VAT chargeable and exports to other countries will attract zero-
tax. Britain government commits strategically to world-class connectivity, consumer
safety and reduced cost of communication services. This might pave the way for small
companies to adopt innovative technologies for the additional growth of business.
7. 7. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 6
Economical: History repeats itself with economic boom and recession. The web 2.0
explosion has certainly witnessed it. The Internet contributes an estimated 8.3% to
Britain’s GDP (Dean et al. 2012). Internet usage has increased 78% from 2011 among
the age group of 14 and above. Economic factors like market growth rate,
unemployment, interest and inflation rate, exchange rates can affect digital marketing
 activities. For example, Digital economy has added new job titles of around 1500 which
haven’t existed in 1990’s (O’Connor, 2015), have a catalytic effect on the overall
economic performance. The basic structure of the economy service dominant rather than
services and calls for the service provider to provide the value with customer centric
focus understanding the precise needs in detail (Grönroos & Gummerus, 2014). Social:
Changes in demographic variables and its impact on the society is far more important
than the demographics itself. There is an issue addressed by the Oxford Internet institute
as “Internet disengagement” which is a form of “Social exclusion” (people in social
housing). There is increase in user generated content in review and social networking
sites that is owned by the company. The UK’s online initiative between 2000 and 2004
has been the largest contributor to reach the consumers and businesses operating
online. 6.4 million People in the UK don’t have access to the Internet and 1 million don’t
have the relevant skills to access (ONS, 2013). Terminologies in the Internet are scary
which endangers the children safety. Patterns of Internet consumption hasn’t changed
dramatically but the social networking sites users’ proportion stand at 61%. Use of social
media and other forums tends to be complementary rather than substitute of traditional
communication channels. The more perceived benefits of the Internet usage among the
younger generation created a new form of digital divide from the older generation
nevertheless Internet accessibility being the same. The five socio-cultures shown in the
figure 2 and table 2 shows that these characteristic groups are not tied to a single
demographic variable. For example, Moderates are retired people who constitute the
middle income segment and are prominent in the age group 65 and above whereas
adigitals are prominent in the age group 45 and above who are retired and living in urban
areas. Environment: In the recent days, there are also socio-environment concerns
regarding the impact of Internet usage on the environment. Companies that wish to be
present online can embed their positioning as green or environmentally concerned and
shall then be embedded in the marketing communications.
8. 8. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 7 Table
2 Background characteristics of Cultural categories Figure 2 Internet cultures in 2013
(Source: Oxford Internet survey, 2013)
9. 9. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 8
Technological: The UK is keen to become a smart-city leader in the world. “Smart city”
project won by Glasgow from the UK government in 2013 (BBC, 2013; BIS, 2013) will be
used to provide better services to the Glaswegians. The Technology Strategy Board, who
has provided the grant will encourage innovation to be deployed to improve the services
that addresses many problems including life expectancy and will bring together health,
public safety, transport and energy making a better place to live. Public will also have the
access of information through Internet that will be provided all around city through Wi-Fi
hotspots around (Matheson, 2014). This is likely to impact SME’s of which only 35%
trade online as on 2014 and still 64000 homes which doesn’t have the broadband access
(GlasgowCityCouncil, 2014). It is also expected to create a likely impact on online
shopping and change the demand for retail space and other services industries as well
which might enable a global competitive edge over others in terms of modern
communications infrastructure (Patrick, 2015). The location based services (including
SMS based and mobile GPS based) are paving way for businesses to deliver the
services quickly and effectively through convergence of mobile and social media called
Social location based marketing. The Willow Tearooms company has its website with its
own domain name with the Second-level domain (SLD) as co.uk and is not verified for
the owner identity by any third-party for SSL (Secure Sockets Layer protocol). The
website isn’t encrypted even for the transaction pages make it vulnerable to digital
security issues which many consumers might not prefer to shop online. It is also believed
that these technological forces might create a platform to customize products or services
to the individual consumer levels. Legal: Increasing political pressure and public opinions
deems larger amount of digital laws and assures the netizens a regulatory online
framework. The key issues that are covered by the law includes the type of information
collected online, privacy issues with cookies, disabled users discrimination, brand and
trademark protection including intellectual property rights in the digital platform, online
 advertising law and contract law (figure 3). Hence, any business practice should take
these legal constraints to do the business in a legal and ethical way. Often, the
companies that breach these laws will damage their own reputation they gained from the
past years and this will certainly have marketing implications in the future online trading
environment.
10. 10. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 9
Figure 3 Significant laws that controls digital marketing (Chaffey & Ellis-Chadwick, 2012)
2.2 Micro-environment: 2.2.1 Consumer analysis and persona development: In the
knowledge economy, the consumer is more demanding and powerful than the retailer
(Doherty & Ellis-Chadwick, 2010). Demand analysis helps to analyse the number of
potential visitors, level and extent of Internet usage to make effective digital campaigns.
In the UK, a study by Statista (2014) suggests that 84% households have access to
Internet in 2014 as opposed to 9% in 1998. Figure 4 shows that more than 80% of UK
house-holds have access to at least one of the three devices (laptop, smartphone or
tablet) mentioned. Figure 5 shows that there is an overall increase in the broadband
usage among the households. Purchasing goods and services online seems to be the
second preferred Internet usage among the UK Internet users (Ofcom, 2014). Preliminary
results as shown in the figure 7 suggest that over
11. 11. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 10 the
years the search term tea and café is on the rise (Google Trends, 2014). Rodgers, et al.,
(2007) suggests the different motivations for using the web and are information
acquisition, socialization, entertainment and shopping. Based on this framework, the
following characteristics can be used for segmentation. They are community
participation, product experience, interaction with friends and read news about current
events and exploration. Consumer persona as shown in the table 3 is a useful tool in
developing customer-centric online strategies and also a key part of marketing analysis.
Figure 4. Percentage of Households that have at least one of these devices (Deloitte,
2014) Figure 5. Household take-up of communication services (Ofcom, 2014)
12. 12. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 11
Figure 6. Purchases made over the Internet by age group (ONS, 2013) Figure 7.
Consumers interest over time (Google Trends, 2014)
13. 13. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 12
Figure 8. Primary and secondary reasons for the consumers to shop online
(TheStatisticsPortal, 2014)
14. 14. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 13
Persona 1-Core product consumers: Consumers who sees tea as a healthy alternative
aged 40+ to coffee and wants to consume tea and its related products online so that
he/she might be informed about the special events or menu. This will help them to
engage with the brand in experiencing the products by keeping them informed
continuously through online communications. Persona 2- Sight-seers: Tourists who arrive
at Glasgow for sight-seeing and wishes to see the heritage sites and designs associated
with the city and want to experience the richness food and drink products. They will
search online for the food and drinks and they are not the repeat purchasers but expect
to see reliable and complete information before they make the purchase. They might also
want to purchase the artistic products that they see in the gallery or might be interested
to purchase later online and deliver to their place or country. They view the city as smart
and convenient life style provided by the Internet as described by Brengman, et al.,
(2005). Persona 3-Relaxers: A study suggests by VisitScotland (2013) that 69% of the
consumers in the UK enjoy taking short walks less than 2 miles and 54% enjoy trying
local specialty food and drink. Consumers who enjoy taking a short walk and interested in
trying specialty food might need the information or WOM on the go online. They may be
couples and might also be interested in being loyal and wants to be informed and like to
engage with the products or the brand. Persona 4-B2B: Businesses that search for the
food delivery for an event planned and needs to find the information online for contacting
them and placing the booking. Some businesses might be stocking the products like
aprons, oven gloves and tea towels for reselling and might need the information to
purchase online. Table 3. Consumer personas for “The Willow Tea Rooms”
15. 15. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 14
2.2.2 Competition analysis: Competition is inevitable in any sector and its nature varies
with traditional and online environment. It is essential to understand the updated five
forces model (Porter, 2001) in relevance to the online environment to gain the
competitive advantage in turn framing the unique selling proposition to offer value to the
consumers. The following five forces will explain the impact of Internet on the five forces.
Bargaining power of buyers: For the company, buyers bargaining power comes through
the ease of access to the information. The main sources of information spread is through
online intermediaries including search engines, WOM through review sites like trip
advisor, yelp and various social media sites. Bargaining power of consumers remains
high due to the fact that all the other competitors are adaptable and flexible to the online
environment in serving the consumers. Bargaining power of suppliers: Multiple channels
in the online act as suppliers to provide services to the consumers. Multiplicity of
channels makes it more efficient and less costly to reach the consumers. The power of
suppliers is less due to the flexibility and adoptability of changing nature by the firms to
the business environment. Threat of Substitute services: Threat of new substitute is
moderate as the new channel online can relatively provide information regarding
products and services. It can involve new kinds of social media services and mobile
applications and new ways of reaching different target segments. Threat of new entrants:
Threat of new entrants like any competitor introducing their presence in the form of
website or social media is relatively less (i.e., simple and easier in the Web 2.0 world).
Barriers to entry are almost small when compared to the traditional business
environment. This barrier for new entrants is different from the barriers to succeed in the
online environment. Competition rivalry: Commoditization of the services has resulted in
the intense competition in the online marketplace. This competition is due to the many
number of competitors and their size of the business which is relatively the same.
Switching costs for the customers is almost negligible as finding the similar services are
relatively very simple. Differentiation is the key to compete against the other firms in
offering perceived difference by the consumers
16. 16. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 15 that
are recognizable and valuable. Exit barriers are more considering the communication
strategies and the costs invested over the period of time. 2.2.3 Key competitors: The key
direct competitors are listed below  The Hidden lane tea room  The Cup and Saucer
vintage tea  Cupglasgow  Cushion and cake  Whittard of Chelsea  The Tea rooms 
Waverly tearoom  The Glasgow tearooms  The Tea garden  Tchai ovna house of tea 
Martyn’s tea room  The butterfly and the pig  Glasgow botanical gardens 2.2.4
Suppliers: Suppliers include website developers, technology management firms, online
marketing intermediaries and the logistics team who deliver the products that is ordered
online by the customers. Website developed and hosted by Big Fish Internet Ltd for The
Willow Tea Rooms. Online marketing intermediaries such as search engines (eg: Google
and Yahoo), evaluator portals (eg: TripAdvisor and Yelp) are currently providing
promotion space for the company including the Social media networks like Facebook and
Twitter. 2.2.5 Internal Audit: Reviewing the direct contribution of the digital platform, it is
found very important for the company to drive its sales indirectly if not much directly
through its activities. Relative costs of updating and promoting the site remain moderately
high but are crucial for the effectiveness of the business given the indication of the
competition stance in the marketplace. In terms of Marketing effectiveness the company
has less audience share in the online market since the core products i.e., tea and other
food items served through traditional channel (Shop). Brand equity remains fairly
moderate and isn’t much contributing directly to
17. 17. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 16
customer retention or loyalty. It has moderate provision for enquiries to generate leads
and sales but has a lot of room for improvement in terms of audience engagement. The
Company has very limited resources in the area of SEO, PPC and online PPC
advertising but exhibit limited but distinctive capabilities in affiliate marketing.
Technological infrastructure also is limited in terms of its limited usage of delivering the
customer experience through CMS and CRM. Website of the company, a simple
 interactive place for product information and enquiry forms supported by e-mail, can be
regarded as Level 3 on the stages model scale. Table 4 shows the SWOT analysis for
the company in specific to the digital medium. 3. eMarketing objectives: The next step
after the situation analysis is the setting up of business objectives which must be specific,
measurable, actionable, relevant and time-bound (SMART). The following business
objectives are proposed which is SMART enough for the year 2015-18 and inline with the
overall business objectives of the company. 1. Increase by 10% the frequency and
number of sales from the existing repeat customers. 2. To acquire 3000 new unique
customers and conversion rate of 25% to the product information area 3. To increase
product awareness or favorability towards the brand.
18. 18. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 17 The
Willow Tea Rooms Strengths –S 1. Good reputation for tea and existing brand 2. Existing
customer base Weaknesses –W 1. Poor web experience 2. Limited site engagement or
interactivity Opportunities – O 1. Number of Suppliers 2. New markets 3. Alliances/Co-
branding SO Strategies 1. Increase the lifetime value of customers through more
engagement with the company 2. Leverage the customer market base through increase
of presence with many suppliers (online) 3. Partnership or affiliate marketing WO
strategies 1. Launch value-adding experiences (eg: video, infographics) 2. Acquisition
strategy Threats – T 1. Intense competition (Price) 2. New competitive products 3. New
entrants ST Strategies 1. Partnership with complementary brand 2. Create own customer
reviews WT Strategies 1. Differential online pricing strategy with lower-cost base
products 2. Customer engagement strategy to increase conversion, value per transaction
and lifetime value 3. Online PR and managing consistency across all web platforms as a
differentiation strategy to gain an edge over competition Table 4. Digital channel specific
SWOT analysis
19. 19. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 18 4.
Strategy and tactic formulation: In order to increase the number and frequency of sales
the company should adopt Market penetration strategy, which involves selling the
existing products to the existing markets. This can be done by a tactic called propensity
modelling, segmenting the customers based on the behavioural response like types of
products, frequency and value. Based on this the company may tailor segment offers
through email using newsletters and e-blasts, personalized website messages, phone
communications in conjunction with the social media strategy for cross-sales and more
repeat visits through customer engagement. This will help company use the resources
more effectively and relevant to customers in building the life time value. For example:
targeting the most frequent or active customers will help effectively increase the number
of sales. To gain new and unique customers, the company should adopt market
development strategy to acquire new customer segment by the people visiting Glasgow.
The Internet channel is the only channel to this segment and they can’t be reached by
TV’s or magazines or radio. Ranking the page higher when the potential customers
search for information becomes more crucial. SEO techniques can be used to rank the
site higher in order. Content richness and updation on websites and visibility in different
social media, online PR, setting up blogs, link building, affiliate marketing and keywords
inclusion are the tactical combinations that help customers find the needed information in
the form of unpaid listings on Google search. PPC (pay per click) advertising need not to
be used since it involves financial and time resources and also the impression among
customers about what the paid advertising does. After the acquisition, they can be
developed to repeat customer by email marketing to promote the gift and other products
once they will be in their home country or town after visit to the shop. Website, email and
traditional distribution for goods delivery will be used in conjunction to maintain the repeat
purchase from this segment which can cover various geographical locations adding the
place element of the marketing mix. Website experience is also crucial as transactions
happen here and customers should feel sense of ease and flexibility when they land
here. Website design should be benchmarked on the review of competitor’s websites as
well considering content and design architecture and marketplace positioning although
Website quality i.e., WEBQUAL (Loiacono, et al., 2002) functional dimensions are equally
 important. Providing good user experience also needs the company to select the right
content
20. 20. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 19
management system (CMS). On standardised website, personal recommendations can
be made which allow quick repurchases and consumer can see the related products
during the check out as highlighted by Peppard & Rylander (2005) when a consumer
segment is tailored with email promotion offer that have been captured via offline and
online customer touch points. Hence, the company can adopt multi-channel
communication strategy based on consumer segment preferences (Neslin, et al., 2006)
and then tailor the message to key segments which is called e-CRM to enhance the
customer experience. The prerequisite for a consumer to engage in transaction is for
sellers to connect with each other. It is a challenging metric and possible only by
satisfying existing transactional customers through continued interaction and facilitate
transition through different stages in the consumer engagement cycle i.e., from
connection to engagement through interaction, satisfaction, retention, commitment and
advocacy (Sashi, 2012). A mix of offline and online strategies can help this transition. For
example: intergration of website, e-mail, social media and traditional advertising
communications. Online engagement through social media (eg: wikis, blogs and video
sites) establish the conversations and conversions through content generation and value
creation (Sashi, 2012; Sawhney, et al., 2005). Demand analysis of customer channel and
business potential across each platform should be a starting point to have a good social
media strategy. Figure 9. Effectiveness rating of Social media in the UK and content
marketing tactics (Axonn, 2015)
21. 21. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 20
Figure 10. Social media active accounts in the UK (VisitScotland, 2013) Richer content in
the social media helps innate customer engagement and provide reach to the consumers
(Thackeray, et al., 2008). In each media consumers prefer certain kind of content as a
benchmark. Video is preferred in YouTube, infographics in Twitter and Facebook for
photo and video sharing. For example: Despite the fact that there are less active twitter
accounts in the UK 30% as shown in the figure 10, Twitter is more effective than any
other media in the UK and is evident from the usage of more infographics (61%) usage in
2015 compared to 2014 (57%) as seen in the figure 10. Depending on the customer
persona and the population usage of social media, the types of content and frequency
can be worked on. Streamlining the content and tracking the business impact can be
done through the use of software such as Hootsuite or Tweetburner. This optimization of
social media insights might then be used to refine the marketing activities. Social CRM
which involves customer to customer interactions in all kinds of media will enhance
competitive edge over the competition to the brand. The company can adopt the
favourable price strategy in the marketing mix in relatively specific to the digital channel
to enhance the brand positioning i.e., it can use the Internet to offer the discounts on its
products when the demand is low. For example: on weekdays or during the time when
the tea shop is less filled the company can then able to offer its prospective customers
some discounts on its products to fulfill the capacity. This is in line with Kim et al., (2004)
who concluded that cost leadership and differentiation combination will be more effective
than stand-alone elements in the online
22. 22. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 21
business for gaining differential advantage as shown in the figure 11 to the brand and in
increasing the customer life time value. Figure 11 E-Business competitive strategy as a
continuum (Kim, et al., 2004) 5. Evaluation and Implementation plan: “Measurement is
what makes marketing a science, rather than a superstition” (DeMers, 2014). Structured
measurement will commence from measurement to metrics and finally the data collection
and analysis tools. The company can assess the website channel behavior by actionable
metrics such as activity time, user frequency, and user actions (eg: purchase conversion
rate, product information access, average pages per visit, registration or content access).
Channel specific traffic can be measured from google analytics (“Acquisition”) to see the
outperforming social media channels and used for customer segmentation. Social media
KPI’s with respect to the RACE framework should be used to assess the indicators
 objectively to assess the goals attainment as shown in the figure 12 (Chaffey, 2015).
Content management system softwares (CMS) that are available online for free (eg:
plone) can be used by the company. E-mail marketing should have the CRITICAL
success factors for a good response rate (Chaffey, 2010).
23. 23. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 22
Figure 12 Social media metrics (Chaffey, 2015 & Seiter, 2015)
24. 24. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 23 6.
Conclusion: eMarketing is simply a channel marketing strategy and needs to be
integrated to the other channels to perform in an effective way (Chaffey & Ellis-Chadwick,
2012). Situation of the online environment looks to grow robustly and service levels
expectations from the consumers and competition rivalry is about to get more intense
irrespective of the economic situation of the market as witnessed during the 2008
recession. Without the leverage of customization and synchronization with the offline
marketing environment the company can’t gain a competitive differential advantage. To
attain the traffic building, conversion and interaction, brand building objectives the
company is advised to implement necessary changes by adopting the recommended
strategies and tactics to obtain the goals. As quoted by Bob Napier (Ex-CIO, Hewlett
Packard) - “You can’t manage what you can’t measure”. Hence, business performance
measurement and management system are vital to any company’s successes. In
conclusion, it’s not just doing the right things that matters but also doing things rightly.
25. 25. MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy 24 7.
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