Digital Campaign Strategy for Grainger-BOSCH

Prepared by - Sahaj Mehta

August 2020
 Table of Content

Executive Summary 3
Problem Statement 4

CLIENT ANALYSIS GRAINGER.COM 5

Business model 5
Strategy for growth 5
Online Presence 6
CUSTOMER SEGMENTATION 8
Maintenance, Repair, and Operation(MRO) industry in the North American region 8

BOSCH TOOLS 9
BOSCH CUSTOMERS 10
BOSCH CUSTOMER TRENDS AND PERCEPTION 10
BOSCH SWOT ANALYSIS 11
Assumptions regarding overlaps between Bosch and Bosch Power Tools brand image 11
BOSCH Power Tools Online Presence 12
Social Media Presence : 12
WEBSITE 12

Granger’s Consumer Decision Journey 13

Scenarios 14
First Scenario 14
Second Scenario 14
Third Scenario 15
Analysis of Scenarios 15
BUSINESS OBJECTIVES 16

Data Collection and Analysis 17

Data that will be Used 18
Key Performance Indicators (KPI) 18
Bias and how to avoid it 19
Adopted Analysis 19
Benchmarks 22

The Channel and Content Strategy 22

Emails and Display Campaigns for Audience Category 1 and Category 2 22
EMAIL 24
My Recommendations for Content and Tone of the Message 25
The tone of the message and visuals 25

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 Having Content aligned with Bosch 26

TEST AND CONTROL 27

Research Objectives 27
Primary and Secondary Research 28
Testing 28

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 Executive Summary

This digital marketing plan attempts to pave the way to sustainable profits for both

Grainger, an MRO supply chain company, and Bosch Power Tools, a section of Bosch

company that excels in automotive and power tools. The aim of the plan is to increase

the sales of Bosch Power Tools at the Grainger website with 10% by designing a

multi-channel digital campaign. In order to do that, we start by defining and identifying

both companies, defining the trend of their industries, and describing their digital assets.

Given the three scenarios given of the potential customers, we will place these

customers in their respective phases of Consumer Decision Journey (CDJ) in order to

come with a marketing objective for each scenario and be able to conduct the

necessary measures. After defining that, we will define and identify the data we need for

the marketing objectives and the method we will be adopted for collecting the data. To

analyze the data, we will need to adopt a blend of the known analysis known including

descriptive, inferential, exploratory, causal, and predictive. The next stage will be to set

up the channel and content strategies for this digital marketing plan that includes the

tone of the copy as well as and the general philosophy of the content that will be

deployed. Finally, in the test and control, we will set research objectives that would

serve as a benchmark in order to test, evaluate, monitor the success and failure of the

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digital marketing plan and adapt it accordingly

Problem Statement

This section identifies the problem we are trying to solve in this present document.

“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.”

Grainger is a firm that supplies MRO (Maintenance, Repair, and Operation) products.
They provide anything that a firm may need which may not become part of the final
product. The supplies can be procured through Grainger.com, from 370 branches
across the USA, or over the phone. They are a business-to-business (B2B) company
and have a global footprint with many subsidiaries in different countries across the
globe. Even though Grainger is a B2B firm, it is actually very similar to a B2C firm,
where they market to the end consumer as well. Traditionally, Grainger would have
done marketing campaigns by itself over various platforms such as search ads,
displays, social, etc. Recently, they have started looking at partnering with their big
suppliers to conduct joint promotional campaigns. Bosch Tools is one such supplier.
Bosch Tools, a unit of Bosch, supplies power tools to Grainger, and Grainger is one of
the main B2B resellers of Bosch. Bosch Tools has several other B2C online partners
and a few B2B partners as well.

Grainger and Bosch Tools are partnering together to explore ways to increase sales of
power tools. They would like to increase sales by 10% by working more closely to sell
more products to existing customers, find new customers, and sell across product
categories as well. Boschtools.com is itself a consumer-facing website and has data on
customer behavior, and Bosch is sharing this data with Grainger.

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 CLIENT ANALYSIS GRAINGER.COM

Business model

Granger is a prominent supplier for MRO products. ​Grainger specifically targets

purchasing managers or workers in facilities maintenance departments and service
shops across a wide range of industries, including:

Manufacturing​, including goods producers, textile companies, and plastics

manufacturers;
Hospitality​, including hotel chains, restaurants, and other service industry
operators;
Transportation​, including various transportation and logistics companies;
Government​, including local, state, and federal bodies and government
agencies;
Retail​, including digital and physical retailers across multiple sectors;
Healthcare​, including healthcare providers, medical distributors, and
pharmaceutical companies; and
Education​, including various educational and academic institutions.

​Strategy for growth

Grainger’s strategy for growth is “speed and convenience”. Grainger defines its
target segment by a specific situation: when customers need products quickly
and with no hassle, which is different from most competitors. The company does,
in fact, sell just about every type of product to just about every type of customer.
So while most distributors try to get a lot of revenue out of a small number of
customers, Grainger wants to get a little revenue out of every customer. On a
regular basis, purchasing agents, maintenance personnel, warehouse managers,
etc., need something quickly and conveniently. In those situations, they go to the
supplier who is most likely to have all of the needed items (which is called
“assortment convenience”), has the most effortless ordering system, and can
deliver goods the fastest. In these situations, customers are not very
price-sensitive, even if they are very hard-nosed buyers when negotiating

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 traditional contracts
some of the ways Grainger delivers value for “speed and convenience”
purchasers:
The most locations. The most inventory. The best catalog. The easiest to use
website

Online Presence

Granger is ranked #4469 in global internet engagement on alexa.com and #2482 globally on
similarweb.com

Website traffic trends - ​Granger receives 94.74% of its traffic from the USA with
Canada following behind at 1.13%.

TRAFFIC SOURCES -

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ENGAGEMENT

Social Media Presence -

Facebook Page: 195,000 followers

Twitter: 25000 followers
LinkedIn: 94,000 followers
YouTube: 4037 subscriptions
Instagram: 4516 follower

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CUSTOMER SEGMENTATION

CUSTOMER DEMOGRAPHICS

United States 94.74%

Canada 1.13%
India 0.55%
Mexico 0.54%
China 0.42%

NOTE:​ ​All data is collected from similarweb.com

Maintenance, Repair, and Operation(MRO) industry in the North

American region

The manufacturing industry is the backbone for the maintenance, repair, and overhaul
(MRO) distribution market. Growth of North America as one of the leading
manufacturing regions is anticipated to drive the market over the projected period.

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Furthermore, the development of advanced manufacturing techniques in the region
owing to high investment in R&D activities is estimated to fuel market growth.
North America has the maximum levels of investments in the manufacturing industry.
The intense energy profile, enhanced infrastructure quality, and active government
support for innovation in the region are projected to augment demand for MRO.
Furthermore, manufacturers focus on optimum use of energy with minimum downtime,
which is positively impacting the market growth
E-commerce has been a game-changer for MRO products and services not only in
North America but across the globe. According to a report by Supply Chain Quarterly,
the advent of e-commerce in the distribution of MRO products has revolutionized the
process of procurement, along with increasing the efficiency and accuracy of
manufacturing processes in various end-use industries.
The North America MRO distribution market size is expected to reach USD 194.38
billion by 2025 at a 3.1% CAGR during the forecast period, according to a new report by
Grand View Research, Inc. Increasing technological advancements in the region, such
as smart factories and ranking predictive analytics, are expected to boost product
demand over the forecast period.
Industry participants are engaged in providing high quality, competitively priced
products, along with complying with industrial standards for safety. However, improper
waste management associated with MRO materials is likely to hamper market growth.
Furthermore, large and sluggish movement of inventories of MRO products is expected
to restrain its growth.

Citations

https://s1.q4cdn.com/422144722/files/doc_downloads/factbook/2020/Grainger_FB20.pdf

. ​https://www.similarweb.com/website/grainger.com/

​https://www.alexa.com/siteinfo/grainger.com

https://www.grandviewresearch.com/industry-analysis/north-america-maintenance-repairoverhaul-mro-distribution-market

.​https://www.grandviewresearch.com/press-release/north-america-maintenance-repair-overhaul-mro-distribution-market-analysis

6. ​https://www.cleverism.com/company/w-w-grainger/

​BOSCH TOOLS
Bosch is a multinational company that specializes in manufacturing mobility solutions,
industrial technology, consumer goods; and energy and building technology operations.

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The company has more than 360,000 associates around the world, manpower about
370,000 employees worldwide, and with sales that exceeded 70 million Euros. It has
also a good reputation for the quality and reliability of its products and services as well.
There are also other brands that belong to Bosch as well such as Skil, Dremel, RotoZip,
and so on. Among the categories that the company is considered to pioneer in is power
tools division with more than 100 tools being presented to the market each year. The
category also contains other sub-categories that are respectively
● Power tools such as hammers, cordless power tools, grinders, etc.
● Power tools accessories such as oscillating multi-tool accessories, band saw blades,
etc.
● Power tool attachment such as abrasive cutoff machine attachments, circular saw
attachments, etc.

BOSCH CUSTOMERS

According to a case study published in ​Digital Marketing Academy​, customers on

the Facebook page seem to be a younger generation especially woodworkers.
What is striking though, is that the interest of the audience that generally visits
the website is surprisingly art and entertainment which is likely to include again,
and as confirmation for the case study mentioned above, younger age groups,
namely millennials. This category is likely to represent the secondary audience
for Bosch power tools that help increase brand awareness. As for the primary
audience, it is also corporate clients be it procurement departments of companies
or mid-sized ones.

BOSCH CUSTOMER TRENDS AND PERCEPTION

Generally, customers are likely to buy from Bosch power tools upon a
recommendation of one of the colleagues or friends which a key asset to
capitalize on and turn into a benefit. In this context, Bosch power tools are
considered by clients to be of good quality and thanks to the company values
that are based on quality and reliability and the perception of customers,
according to reviews, who consider it a strong brand although the doppelganger
campaigns launched by some competing companies.

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 BOSCH SWOT ANALYSIS

Strengths: Power tool industry leader, best distribution partner in Grainger and
other top MROs, premium price but reliable tools.

Weaknesses: Outsourced tool production to Asia risks damaging brand similar to

the decline of Craftsman tools.

Opportunities: Marketing directly to customers who can influence purchasing

decisions within their organization.

Threats: Upstart tool distributors such as Northern Tool and Harbor Freight have
large and fast-growing retail distribution points for their low-cost, house brand
tools with lifetime warranties.

Assumptions regarding overlaps between Bosch and Bosch

Power Tools brand image

I assumed both brands were synonymous with each other, only to find that Bosch
as the parent company has an umbrella of retail tool brands such as Skil,

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 Skilsaw, Dremel, RotoZip and of course the professional line bearing the proud
name, Bosch Power Tools; all of which many people have heard of through retail
home improvement retailers. Because of the synonymity of brand name, many
people overlap Bosch and Bosch Power Tools brand image.

BOSCH Power Tools Online Presence

Social Media Presence :

Facebook - 2,401,837 followers
Youtube - 15,400 subscribers
Twitter - 1,822 followers
LinkedIn - 17,533

Thus, we can see that Bosch Power tools have a very strong presence on social media
with Facebook taking most of its chunk. Bosch has active customer service engagement
on these platforms, as well as instructional videos on YouTube.

WEBSITE

BOSCH Power Tools website boschtools.com have 254.83K total visits with an average
visit duration of 7 minutes 6 seconds and 2.76% page per visit in the last six months as
per similarweb.com with 77.40% traffic from search. 55.68% of this traffic comes from
United States of America

BOSCH Power Tools website gets 97.57% traffic from organic searches while getting
only 2.43% from paid searches which shows an extremely strong online presence of the
company

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 CITATIONS
https://www.similarweb.com/website/boschtools.com/#overview
https://trends.google.com/trends/explore?geo=US&q=Bosch%20Power%20Tool
https://www.bosch.us/en/us/our_company_1/business_sectors_and_divisions_1/power_tools_1/power-tools.html

Granger’s Consumer Decision Journey

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Scenarios

The focus of this analysis will be based on three possible scenarios:

1. Audiences that visit Boschtools.com look at a power tool (for example, a drill), but do
not visit Grainger.com

. 2. Audiences that visit Boschtools.com look at a power tool, and then visits
Grainger.com, logs in to Grainger.com, and visit the power tools category.

3. Viewers that visit Boschtools.com look at a power tool, and then visits Grainger.com,
logs in to Grainger.com, and visit the plumbing category but not power tools.

First Scenario
In scenario 1, we may venture and say that they can be placed in the initial
consideration stage, especially for new visitors who are checking the brand and
reviewing and collecting more information about Bosch tools. Here, there is not a trigger
since the need has already been created, and customers are likely to look for solutions
to cover it. The possible second audiences are returning visitors and secondary
customers who are instead actively evaluating the pros and cons of what they are going
to buy, and here they must be aware of the brand, already have considered it, but they
want to dig deeper. However, for the sake of keeping things more consistent, they can
be placed at active evaluation. The concerns and questions of customers at this stage
are mainly knowing the reliability of the products being offered and their characteristics
along with the pricing that is being offered.

Second Scenario
In this scenario, the fact reflects that they’re rather in the borders of active evaluation
and are entering the moment of purchase or in other words, they’re going back to ZMOT
but with less tension where other competitors have almost lost hope to attract them.
Here, the customers are likely to make the purchase but they still leave room for
hesitation and for final change of thought. The concerns of customers with this scenario
is maybe looking for more proofs and credentials in order to endorse their decisions.

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Third Scenario
In this scenario, we see that if we put these stations they have visited and put on CDJ we will be
able to imply that this audience is initially considering their options and alternatives and then
actively visiting Grainger Plumber category upon a trigger that may have been created either at
Bosch Tools or at Gcom and if we torture the number far enough they’ll either validate or refute
this claim. Indeed, the customers here are going back and forth from active evaluation to trigger.
Having said that, customers in this scenario are rather involved in some kind of competitively
digging up for information about more information in regard to Bosch, and also they just may
have realized that there is another need they need to fulfill as well.

Scenario CDJ Stage Customers concerns

Scenario 1 Active evaluation Reliability of the brand and whether

it’s better than other products and
pricing.

Scenario 2 Moments of purchase Looking for more proofs to endorse

their final decisions and starting to
proceed the purchase

Scenario 3 Initial consideration Comparing other products.

Analysis of Scenarios

First Scenario
It is necessary that the company performs a competitive intelligence through evaluating
what other competing brands are offering and how they are offering their products along
with the platforms they are most active in. Also, it should concentrate on experimenting
and testing with the aim of brushing up on the journey of active evaluators. Some of the
metrics that need to be looked at are, for example, average time spent on a page, exit
rate, and so on.

Second Scenario

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 Here in order to have more accurate insights on what is going on, the analysis should
be based on outcome analysis and also conversion. Some of the metrics that help us in
this matter are, for instance: visitor recency, add-to-cart conversion rate, shopping cart
abandonment rate, etc.

Third Scenario
Here, the company should also run experimentation along with some clickstream
analyses to able to guess what is attracting customers to the plumbing category. There
are some metrics we adopt here, such as CTR, CPA, CPC, etc.

BUSINESS OBJECTIVES

Scenarios Business Key Questions Data--- source Create: Planning document

Objective

Audiences that Influence Are the customers - Average Time Audiences who visited Bosch to
visit consideration satisfied with the Spent on Page, Exit look at power tools, but not visited
Boschtools.com, products in terms of Rate, Page Per Visit. Grainger.com are those
look at a power quality, reliability, and Source: Web considering the needs of power
tool (for example pricing? Analytics Platforms. tools and started information
a drill) but do not Does the Website help gathering. They are assumed to
visit visitors find what - Exit Page, Bounce be those who are already
Grainger.com they’re looking for? Rate,..etc Source: experienced with Bosch products
Analytics platforms, and visited the website because
Usability studies. they know about Bosch. Or, the
audiences might be those who
started research and have heard
about Bosch due to its brand
awareness. The business
objective at this stage is to make
sure about the Bosch products.
Because they are at a trigger
stage and visited the most
well-known brand that came to
their minds, it’s important to
provide product options and make
them consider buying Bosch’s
power tools at the moment of
purchase.

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Audiences that Improve Do the pages show the - Add-to-Cart Audiences who made it to
visit Sales products in a Conversion Rate Grainger.com’s power tool
Boschtools.com, Process convincing manner that Source: Google categories are those who are at
look at a power lead to sales? How do Analytics. the active evaluation period and
tool, and then the customers fulfill the almost made their mind to make a
visit purchase process and - Cart Abandonment purchase. They have a set goal to
Grainger.com, how to make it quicker Rate, Exit Rate. buy a power tool, looked at the
log in to and without hesitation Source: Google options at Bosch.com, and came
Grainger.com, Analytics. to Grainger.com to look into more
and visit the power tools. Because they first
power tools visited Bosch.com, it means that
category Bosch is the most powerful brand
for them to consider. The
business objective at this stage is
to improve the sales process and
let them make a final decision on
the purchase. Through analyzing
the final driver for the consumers
who ended up making a
purchase, we could come up with
what has been the most important
factor for consumers to make
decisions.

Audiences that Increase How do the customers Trends, New visits - Audiences who digressed to other
visit Brand find the category and Google Trends. categories at Grainger.com are
Boschtools.com, Awareness do they recognize it Direct traffic - alexa, not at their active evaluation
look at a power similarweb. stage. They might be just looking
tool, and then Social media metrics around what tools they might be
visit - tools of the trade. needing, and looking at various
Grainger.com, Reviews on business kinds of categories on the
log in to - websites of the website. Therefore, it is important
Grainger.com, trade. to raise brand awareness to these
and visit the Other competitors consumers who might come back
plumbing strategies - CI later when they are at the active
category but not websites ( E.g: evaluation stage.
power tools alexa)

Data Collection and Analysis

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Data that will be Used
In order to reach reliable outcomes from the analysis and for the sake of staying within
SMART ( ​specific, measurable, achievable, realistic and timely) ​objectives that do not
go beyond what we have as data resources, it is more preferable to conduct a
descriptive analysis given the small amount of data access we’ve been granted which
includes looking at raw data and therefore, giving basic foundation to conduct more
advanced analyses. We will also refer to inferential analysis for the sake of identifying
more traits of the personas that we’re going to construct here. Within that context, we
will be needing to extract data from Google Analytics, especially those related to the
average session, bounce rate, page depth, etc. Also, we will be collecting data from
OpenTracker in terms of social media analytics. Added to that, we will be frequently
analyzing the results from Google Trends to gauge their interests and what they’re
talking about.

Key Performance Indicators (KPI)

The objectives that we have set forward which are respectively: influence consideration,
improve the sales process, and increase brand awareness; the key performance
indicators that we will adopt as signposts to measure flow and success of the strategy
will be as follows:

Influence Consideration: Average page depth, average session, CTR, ROAS,

amplification rate,

Improve sales process: shopping cart abandonment rate which is calculated by

dividing the number of people who don’t complete check-out on the number of
people who start check out, customer lifetime value(CLV)

Increase brand awareness: Rate of new visitors compared to returning visitors,

the conversion rate from social media. Bounce rate= the number of visitors who
leave immediately divided by the total number of visitors. Direct traffic,
amplification and applause rate, CTR, Unique Opens, ROAS,

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Bias and how to avoid it
One of the challenges that we may face here while collecting data from these different
resources if we don’t pay close attention to the methods on how we’re collecting data, is
bias. Bias may alter or may result in results that are contradictory to what we have
expected beforehand. It is clear in our case that one of these issues is the sample bias
where we may have a sample that doesn’t qualify for statistical significance and
therefore cannot be applied or generalized to the remaining states knowing that Excel
data provided by Grainger have been already altered for commercial reasons. Added to
that, one of the pitfalls that we will try to avoid is to exclude some customers or
audiences that may look like a reason for the decline of our business objective, yet they
are necessary for us in order to conduct an objective data collection that allows us to
have sound insights that help us in the content strategy. Moreover, having only a
sample data from the client, namely Grainger, aggravates our task to collect valid and
reliable data since the data provided are for the sake giving example not really for the
sake of taking it as a basis to conduct a fully-fledged data collection since incomplete
data is likely to lead to ambiguous outcomes that may be interpreted in several ways.
Having said that, our task seems to daunt with incomplete data; however, we can
compensate for that lack and mitigate the potential outcomes if we strive to adopt an
array of data resources from different sources and engage into what Avinash termed
multiplicity where he advocates the use of a diaspora of tools in order to have sound
data after comparing them others. As for the sampling bias as well as the number of the
sample and whether it would be of a statistical significance or not, the most likely
approach we have to trigger here is to look at the patterns and statistically analyze it to
see whether there are any redundancies, controversies or not. As for interpreting issue,
it is true that the data are incomplete, but we may bypass that by building a mini-model
that is based on the data provided and offer a way to test its reliability through test and
control. This seems to be the
least that can be done when offered with incomplete data set and getting around that
needs art and craft.

Adopted Analysis

As we have already quickly touched on the possible analyses that we are likely to
conduct, it’s time here to go deeper about the other categories that we will use

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sporadically depending on the nature of the business objective under investigation. In
this regard, we are going to focus on descriptive analysis as a first fashion to delve
deeper into the analysis. This allows us to take a snapshot of the web traffic,
clickstream, and also competitive intelligence. The data sources that we foresee to base
our analysis upon are: Google Analytics, and OpenTracker. The data that would be
instrumental if I have access to are those related to the competitors of Bosch and
Grainger where while these data can be available, it will help close any existing gaps in
performance in regards to other competitors. As an example of analysis, By looking at
the structured data provided by Grainger and Bosch power tools that we can imply the
following outcome represented in this chart:

By taking a closer look at the above diagram it seems there is more spending on visitors
visiting Grainger & Bosch but making no purchase which should be the focus of the
future marketing strategy in order to see how to mitigate that cost and turn into a
benefice knowing that the ROAS percentage for visitors going to Grainger & Bosch

CITATIONS
https://www.kaushik.net/avinash/multiplicity-succeed-awesomely-at-web-analytics-20

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and making no purchase is 0.24%. Added to that, by looking at the daily clickstream
habits of the audience on the website we can get many insights on what, where, and
when customers are doing what they are doing. The following pivot chart demonstrates
this:

The previous pivot chart reveals that the surfing patterns of customers tend to be at its
peak on Monday and Tuesday as well in terms of CPA which may give insights about
the correct timing of applying marketing strategies and campaigns such as display ads,
etc.

We also need to launch some research tools that give us more power over the data
we’re collecting especially the ones that fulfill the inferential analysis such as guest
surveys that we would be launching for returning and new visitors who visit Bosch
power tools. This will give us more insights about the persona of this segment which will
eventually help us tailor more user-based ads and more personalized email campaigns.
In addition to that, we need to run a strong multivariate and A-B testing in order to find a
correlation that may lead us to causalities which is the core feature of causal analysis.
We need beforehand to define the control and independent variable in these
experiments so can compare it against the experiment and control groups. This is
necessary in order to avoid interpretation bias and also in order to reach more reliable
and valid data here so we can apply especially to reach our business objective, namely
here influencing consideration. Due to the shortage of data, it seems to me a bit
challenging to engage in a predictive analysis that requires more data to be processed
and tidied up into manageable data sets let alone the tedious process of
conceptualizing an attribution modeling.

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Benchmarks

The benchmarks we plan to use here is to increase the average session by 20%, page
depth by 15%, amplification & applause rate by 30%, and also decrease shopping cart
abandonment rate by 15%. This is not an exhaustive list but rather an overview of the
most important benchmarks that we wanted to highlight here.

The Channel and Content Strategy

Emails and Display Campaigns for Audience Category 1 and Category 2

To determine the best possible channel for a display advertising campaign we need to
look at the social traffic data of grainger.com to determine the best channel. The social
traffic data of grainger.com is as follows :

As we can see Facebook is clearly the most dominant channel.

Moving forward, In order to have a sound a reliable email and ad display campaigns for
the users in each category, we will divide that into the following elements: Email will
consist of regular follow-up emails and promotional emails that are targeted to primary

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customers who are mainly procurement department officers. As for the first category of
the users, email should be a natural completion of what these users have been already
doing since this will likely bridge the possible gap present in them. Display ads should
be programmatically triggered at different stages of CDJ once a need is spotted and this
could be at the different platforms especially Facebook where most of the users are
active there. This can be done in multivariate tests in order to offer constant feedback
and any necessary update for the test and control phase. Display ads should not be
only designed to trigger a call to action to check more products but should be also
designed to hook on more users to join, for instance, the newsletter so as to get more
demographic data about them and to be able to personalize and gage their needs more
accurately. Actually, display ads, as stated before, should be used in three different
scenarios with different marketing objectives: whether to catch the users’ attention or to
retain them or to stand among the crowd while they are in their active evaluation.
Accordingly, it should be an ongoing process with an ongoing adaptation and change.
For example ads like these can have a good impact on new customers

For the sake of offering them incentives to apply the call to action, the ad should
explicitly and simply entice users by promising them special offers that are not available

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to the outside circle of the ad. Since the ads are designed to hesitant users whether
new or returning one, it is really necessary that they lead to landing pages that are
reliable of what is stated in the ad else we risk to lose the users due the advertising
fatigue s/he may go through. Also, the landing page should promote and make use of:

● Mention in one sentence what Bosch Tools is

● Collapse filters by default but offering an option to show them according to the
need of the user so he can’t be intimidated by the plethora of filters.

CITATIONS
https://www.similarweb.com/website/grainger.com/#social
https://cms.gearwrench.com/WebShareNFS/drupal/files/images/multisite_ads_pdf/GW%20Air%20Impact%20Wrenches%20IslandHalf4C%
20for%20PD-PTEN%20%20--%20%20GearWrench-Product_Ad2-FINAL.pdf
https://www.pinterest.com/pin/386465211767099722

EMAIL
The channel of email is very crucial for primary users, namely procurement department
officers since it allows them to have up-to-date information about what is new. Primary
users should receive more personalized follow-up emails based on their experience on
the website and what they have conducted so far, and also promotional emails to let
them know what is trending, and to keep them up with the new advances power tools
industry even if it doesn’t belong to Bosch in terms of research and development since
this will create credibility. But we should be aware not to overwhelm this category with
information since they are busy officers who may not read from A to Z what is in the
newsletter for instance. To put it in other words, we should use more often email
channels for the second scenario which were possible phases that we have chosen for
it so far is a moment of purchase and, and to a moderate level for the first scenario
where users are in their active evaluation. The first scenario also needs more ad
retargeting to convince more the clients to evaluate and dig up Bosch power tools at
Granger.com. The Audience Category 2 should be targeted with more ads rather than
email channels since they’re still outside the radar of Granger.com and we don’t want to
switch them off by bombarding them with emails and even we still lack important
demographic information about them. Accordingly, we would approach them as follows:
-
Scenario 1: here, promotional emails and retargeting should be applied.
Scenario 2: Here more personalized follow-up email campaigns should be
conducted in order to assist and guide them in this scenario.

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 Scenario 3: banners that call to subscribe to the newsletter and benefit from
seasonal or promotional orders, and after they subscribe only with their emails,
they receive a confirmation email that would lead them to another page that asks
more demographic information.

My Recommendations for Content and Tone of the Message

In order to sustain the relationship with customers, the content of the visuals and the
emails should be well crafted and well studied before delivering it to the customers. It is
important to keep in mind the busy schedule of the audience that we are to address and
by that, we are meant to point right away to the point and be direct by using simple and
short sentences as well as reiterating and capitalizing on the original idea of Bosch
power tools are the right one because they do the right job which would be compatible
with Bosch philosophy and value as well. Added to that, the tone of ads should interpret
the credo of “man in the action” so users will retain the practical side of what Bosch
power tools can do. This will inspire and encourage users to have the tool since they will
be seeing the same need they’re looking for being reached by a model man in action
and humans like to model by nature. For instance, the tone of the banner should reflect
something similar to the following picture

CITATIONS
https://toolguyd.com/bosch-bluetooth-connected-brushless-drill-hammer-drill/
​https://w​ww.nngroup.com/articles/f-shaped-pattern-reading-web-content/

The tone of the message and visuals

The language of the emails whether promotional of follow-up should not be too long so
as not to scare away the users from reading some of it at all since according to studies
humans can only focus for 20 minutes and beyond that it is hard to put a full focus on
the subject under question, namely here reading an email or a newsletter. Also, the
language of the follow-up email should reflect an understanding of the user and should
never feel that it is only a mass email else the user won’t feel that he’s being treated as

To: <email>

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From: Grainger Support staff
Subject: Need Help? We Are Here.

Dear, <customer name>

I’m and I thought that you may need my help in regard to your research about the
product you want to buy and guide you on what suits your needs. If you need live
assistance on what to buy kindly click on the following link<link to online chat with the
customer> and I will be directly chatting with you while you’re surfing on the website to
look for what you need.

As Grainger, we always believe that the time for our customers is precious and that is
why we encourage you to connect with us when you need assistance.

Thank you.

The tone and the language should not be too intrusive so as the client doesn’t feel he’s
being watched and that we’re trying to hard-sell our products, but rather we just need to
remind him that we are here and we can help if he wants.

Having Content aligned with Bosch

In order to make sure that the message being delivered through the marketing channels
is compatible and aligned with Bosch branded, it is necessary to establish a roadmap
and guidelines on how Grainger and Bosch collaborate together in order to increase the
positive effects and to avoid any inconsistencies between the channels and the values
of Bosch. Having said that, the core value of Bosch should resonate in every ad
especially quality that Bosch prides about. This does not mean that the rules or
standards imposed by Bosch should coerce Grainger to stay within them but rather they
should serve as a foundational element for more creative display ads and emails that
are delivered based on what Bosch believes to be its core feature.

Sahaj Mehta 26
TEST AND CONTROL

Research Objectives

Setting research objectives will ensure that they are linked to the Key performance
indicators (KPI) and that they are not irrelevant or outside the scope of the campaign.
Having said that, the research objectives should include an observable action and the
subject under question. Thus, SMART research objectives will establish a strong
chance of getting reliable and valid outcomes. The below figure briefly summarizes
SMART components

As a

reminder, we’re trying to set three research objectives in order to increase the sales of
the Bosch Power Tools section at Granger.com with 10%. Within that context, it is
necessary that Grainger conduct primary research about customers and their behavior
by conducting surveys and questionnaires and other necessary primary research
methods. The research objectives turn around these three poles:

Influencing consideration with the hypothesis of whether the products offered or

displayed satisfy the consumer needs. Hence, Grainger should conduct research
about user behavior relying on Google Analytics provided data. -

How to improve the sales process with the hypothesis of whether the sales
efforts result in wins for the brand.

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 Raising brand awareness with the hypothesis of whether consumers recall and
recognize the brand under question. Hence, the research objective here should
be based on knowing whether customers are aware that Granger.com has a
section for Bosch Power Tools.

Negating or confirming the aforementioned hypothesis will require us to use an array of

primary and secondary research methods that include the collection of qualitative and
quantitative data in order to have more accurate insights and predictions of the
campaign and to proactively.
Having said that, these are the research resources and methods that seem to be fit for
each phase and objective: -

We will heavily rely on secondary research and quantitative methods related to

statistical data from Google Analytics related ROI, ROAS, and so on. It is also
important here to conduct surveys and questionnaires that are considered to be
primary research tools in order to have more qualitative data in this matter.

Primary and Secondary Research

The primary and secondary research that Grainger should adopt for that purpose is the
following:

Google Analytics in order to have structured data ( secondary research) to be

able to gain insights in terms of user behavior before, during, and after visiting
Granger.com.
Google Alerts in order to have more data and insights in terms of brand
sentiment. - Customers’ surveys and questionnaires to have more primary
quantitative data about them.
A/B multivariate tests and experimentations in order to gather more primary data
in terms of their behavior.
Secondary data related to email marketing effectiveness such as open rate, the
forward rate that can be considered quantitative and secondary in type

Testing

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It is necessary to carry out some steps prior to launching the campaign in order to
simulate the flow of how things would go. In this regard, I suggest that the digital
marketing campaign should follow Successive Approach Model (SAM) used in
instructional design especially in its test phase where it goes through four stages of
testing that are respectively: -

Decision proof: where here the prototype of the campaign should be applied to a
sample of customers to gauge their interactions, expectations as well as their
feedback. It is necessary here to send in this decision proof the sample of the
campaign to all related stakeholders such as designers, digital marketers,
instructional designers, and any related stakeholders even if it’s outside their
discipline since they can provide valuable data.
Alpha phase: comes after receiving feedback from decision proof and making the
necessary modifications. Here the campaign should contain all the necessary
elements such as rich media, videos, and other related assets. -
Beta phase: here the campaign should be fully-fledged as it should be in the real
world and should have already applied the modifications suggested in the Alpha
stage.
Gold phase: is the actual launching of the campaign while keeping an eye on KPI
that was agreed before in order to adapt when necessary.

Briefly, the KPI that should be set forward are the following:
● CTR for the first scenario.

● Shopping Cart Abandonment rate for the second scenario

● Clickstream analysis KPI’s for the third scenario

Added to that, conducting a guest survey can benefit improve the reliability and validity
of research objectives. Since this latter will be likely to be conducted online the sample
size should be of statistical significance so as to qualify to be quantitatively congruent
with the standards. Also, the informants or the customers should be divided into control
and experimental groups by setting the dependent and independent variables. This will
allow us to identify the effectiveness of what we have set and to find out any
correlations and eventually causalities that may help refine the research objectives and
therefore the outcomes of the whole strategy campaign. However, we should be aware
to take into consideration any confounding variables that may occur

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