Telco Example

CIM Membership Number: 38456913
Module Title: Digital Strategy
Level: Diploma in Professional Marketing
Accredited Study Centre: Next School Of Business (PVT) Ltd
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Membership Number 38456913 Digital Strategy
Title Conversion Rate Optimization Strategy for

Sri Lanka Telecom
To Chief Marketing Officer
From Manager / Digital Marketing
Date 30 June 2016
Page 2 of 67
TABLE OF CONTENTS
1. Task 01: BRIEFING PAPER ................................................................................................................ 6

1.1. Organization Summary ............................................................................................................. 6
1.2. Purpose & the Benefit of CRO ................................................................................................... 7
1.3. Monitoring & Reporting Future Development of CRO ............................................................... 8
2. Task 02: DIGITAL MARKETING AUDIT INTO SRI LANKA TELECOM .................................................... 9
2.1. Executive Summary .................................................................................................................. 9
2.2. External Digital Marketing Environment Analysis ...................................................................... 9
2.3. Digital Behavior & Identity of a Key Customer Segment Analysis for CRO ................................ 11
2.4. Internal Appraisal of Digital Marketing Activities for Digital Acquisition & Conversion............. 13
2.5. Digital Strategic Options for the Organization in CRO .............................................................. 14
3. Task 03: DIGITAL MARKETING PLAN FOR SRI LANKA TELECOM ..................................................... 16
3.1. Introduction ........................................................................................................................... 16
3.2. Objectives .............................................................................................................................. 16
3.3. Digital Marketing Strategy ...................................................................................................... 17
3.4. Digital Marketing Activities ..................................................................................................... 19
3.5. Digital Marketing Activities into Wider Marketing Activities .................................................... 20
3.6. Control & Measure Performance ............................................................................................ 22
4. BIBLIOGRAPHY .............................................................................................................................. 24
5. APPENDICES .................................................................................................................................. 28
5.1. Appendix 01: Macro digital disruptive factors ......................................................................... 28
5.2. Appendix 02: Micro digital disruptive factors .......................................................................... 29
5.3. Appendix 03: Digital activities of slt.lk according to Similarweb.com ....................................... 31
5.4. Appendix 04: Digital activities of slt.lk according to Google Analytics ...................................... 32
5.5. Appendix 05: Facebook competition statistics on PEOTV ........................................................ 33
5.6. Appendix 06: Digital activities of slt.lk according to Facebook.com/SLtelecom ........................ 33
5.7. Appendix 07: Highlights of SLT annual report 2015 ................................................................. 34
5.8. Appendix 08: Digital marketing activities appraisal ................................................................. 34
5.9. Appendix 09: SWOT analysis ................................................................................................... 36
5.10. Appendix 10: Customer analysis ............................................................................................. 37
5.11. Appendix 11: Broadband landing page weaknesses ................................................................ 37
Page 3 of 67
5.12. Appendix 12: PEOTV landing page weaknesses ....................................................................... 38

5.13. Appendix 13 - Gantt chart ....................................................................................................... 38
5.14. Appendix 14 – Estimated Budget ............................................................................................ 39
6. LIST OF FIGURES ............................................................................................................................ 40
6.1. Figure 01: A/B testing ............................................................................................................. 40
6.2. Figure 02: Multivariate testing ................................................................................................ 40
6.3. Figure 03: slt.lk Traffic overview ............................................................................................. 41
6.4. Figure 04: slt.lk Traffic by countries......................................................................................... 41
6.5. Figure 05: slt.lk Traffic by sources ........................................................................................... 42
6.6. Figure 06: Dialog.lk & slt.lk Twitter Performance Index ........................................................... 42
6.7. Figure 07: slt.lk Organic keywords........................................................................................... 43
6.8. Figure 08: slt.lk Social traffic ................................................................................................... 43
6.9. Figure 09: slt.lk Audience Interest ........................................................................................... 44
6.10. Figure 10: slt.lk Also visited websites ...................................................................................... 44
6.11. Figure 11: slt.lk Demographics - Age ....................................................................................... 45
6.12. Figure 12: slt.lk Interests - Affinity categories (reach) .............................................................. 46
6.13. Figure 13: slt.lk landing pages ................................................................................................. 47
6.14. Figure 14: slt.lk Overview........................................................................................................ 48
6.15. Figure 15: slt.lk Queries .......................................................................................................... 49
6.16. Figure 16: Post 01 – PEOTV Facebook competition ................................................................. 49
6.17. Figure 17: Post 02 – PEOTV Facebook competition................................................................. 50
6.18. Figure 18: Overview of Facebook statistics.............................................................................. 50
6.19. Figure 19: People who liked organization Facebook ................................................................ 51
6.20. Figure 20: People who engaged with organization Facebook .................................................. 51
6.21. Figure 21: Highlights of SLT annual report 2015 ...................................................................... 52
6.22. Figure 22: RACE methodology ................................................................................................. 52
6.23. Figure 23: Digital customer journey ........................................................................................ 53
6.24. Figure 24: Dialog.lk Traffic Overview ....................................................................................... 53
6.25. Figure 25: Dialog.lk traffic Sources .......................................................................................... 54
6.26. Figure 26: Dialog.lk Referrals .................................................................................................. 54
6.27. Figure 27: Dialog.lk Search ...................................................................................................... 55
6.28. Figure 28: dialog.lk referrals ................................................................................................... 55
Page 4 of 67
6.29. Figure 29: Dialog.lk Display Advertising ................................................................................... 56

6.30. Figure 30: Dialog.lk Related Mobile Apps ................................................................................ 56
6.31. Figure 31: Dialog.lk & slt.lk Facebook performance index ....................................................... 57
6.32. Figure 32: Dialog.lk & slt.lk Twitter Performance Index ........................................................... 58
6.33. Figure 33: Dialog.lk & slt.lk YouTube Performance Index ......................................................... 58
6.34. Figure 34: slt.lk mobile version Google speed test................................................................... 59
6.35. Figure 35: slt.lk desktop version Google speed test ................................................................. 59
6.36. Figure 36: dialog.lk mobile version Google speed test ............................................................. 60
6.37. Figure 37: dialog.lk desktop version Google speed test ........................................................... 60
6.38. Figure 38: www.slt.lk home page ............................................................................................ 61
6.39. Figure 39: www.dialog.lk home page ...................................................................................... 62
6.40. Figure 40: Existing Broadband landing page ............................................................................ 64
6.41. Figure 41: Proposed Broadband landing page for CRO ............................................................ 65
6.42. Figure 42: PEOTV landing page ............................................................................................... 66
6.43. Figure 43: Proposed PEOTV landing page for CRO ................................................................... 67
Page 5 of 67
1. TASK 01: BRIEFING PAPER
1.1. Organization Summary

Organization Sri Lanka Telecom PLC ( Also known as ‘SLT’ in short term)
name
Type of Sri Lanka Telecom PLC profitable national telecommunication services company.
organization One of Sri Lanka’s most valuable blue chip companies in the country.
Size of Employees – 6500 total (Professionals – 100, Non-professionals - 200)
organization Turnover – 90 billion as at 31 December 2014
No of operating branches – 105 (Island wide)
Products & Main products – Fixed and Mobile Telephony, Broadband, IPTV
Services Main services – Voice, data, broadband, wholesale, enterprise, TV and mobile
Integrated solution portfolio – Voice, Networking, Data Hosting, Managed Services, Cloud
Computing services and Mobile based consumer.
Customer B2B & B2C
base 06 million customers including multinational corporations, large & small corporates, public
sectors, retail and domestic customers.
Main Dialog Axiata (www.dialog.lk) is a mobile based telecommunication services organization
competitors that provides all telecommunication services as same as SLT. A child company of Axiata
Group Berhad (www.axiata.com) which is one of the leading telecommunications groups in
Asia with approximately 290 million subscribers in ten countries.
(Table 1.1 – Organization summary)
Financial Highlights 2015 2014 Change Highlights of share prices 2015 2014 2013
Revenue (Rs in Billion) 40.56 38.95 4.13 Highest Value (Rs.) 54.90 57.30 50.00
Profit after tax (Rs in Millions) 1,728 3,324 -48.01 Lowest Value (Rs.) 43.00 33.33 36.10
Earnings per share (Rs.) 0.96 1.84 Last Traded price (Rs.) 47.00 49.90 37.00
Return on equity 2.94% 5.67% Market Capitalization 84.83 90.00 66.78
Gearing Ratio 0.22 0.22 (Rs.billion)
Dividends to equity 1,606 1,534 (Table 1.3 – Highlights of share prices)
shareholders (in millions)
(Table 1.2 – Financial Highlights)
Currently company has lengthy customer life cycle and it takes average one and half months to
become a customer. Customer gets information online and offline also to make sure whether
the service fits customer’s requirements. For example customer contact SLT contact center,
meet SLT teleshop front officers to get details or need recommendation from a friend before a
purchase. This especially applies when a customer selects Broadband service because WOM
considered as a must in Sri Lanka.
In further SLT has all digital marketing properties but those are not considered by customers at
a purchasing stage and still using offline activities only such as fill a form to get a connection
which is available online at website.
If company can mitigate gaps in customer life cycle it will directly cause for a considerable
increase in revenue while increasing profit margins of the company. It will cause to increase in
dividends values and share prices as well.
Page 6 of 67
1.2. Purpose & the Benefit of CRO
Subject The purpose & benefit of CRO and how it can adopted for future development
Author Manager / Digital Media
Date 30.06.2016
SLT digital media team monitored that www.slt.lk gets high volume of visitors (Appendix 03),
but very less converts into leads or sales and all these traffic is wasted. Since it is top digital
marketing priority to convert leads in to sales a key character which CRO has been identified
that can assist in conversion.
What is Conversion Rate Optimization
In digital marketing, Conversion Rate Optimization (CRO) is a system for increasing the
percentage rate of visitors to a website that convert into business leads or paying customers (
wikipedia.org 2016) (Gregorio,J. 2016).
Using Structured, systematic methods and tool kits that support CRO, quantitative and
qualitative data can be collected and analyzed. This will further benefit discover, quantify, and
prioritize issues which can be turned in to a hypothesis to drive opportunities such as leads,
profitability, customer satisfaction and ultimately fatten the customer sales funnel.
How CRO works in practice within digital marketing strategy
CRO seeks to increase the percentage of website visitors that take a specific action (such as
submitting a web form, making a purchase, signing up for a trial, etc). There are no of
techniques (Dean, B. 2015) that can be adapted to corporate digital strategy. These techniques
can be done by methodically testing alternate versions or process (wikipedia.org 2016). Also
CRO can be further adapting by informing, enticing. Few examples of CRO techniques,
Method Technique
1. Alternate A/B testing - Comparing 02 versions of a web page randomly with similar visitors to see
version which one performs better and the one that gives a better conversion rate wins. (vwo.com
2016) (Figure 01)
Multivariate testing - An extended version of A/B testing with more than two variants and
more combinations of multiple elements (optimizely.com 2016) (Figure 02)
2. Alternate Minimizing number of steps in checkout process - Easing the process will push more
process people to the end of the funnel. (Dean, B. 2015)
Auto filled checkouts - Less typing for the user, especially on mobile.
3. Informing Incorporate video - Educating users with different types of videos such as demo, explainer,
users case studies, and testimonials will make more confident to step further
4. Entice Social Media - Encourage customers to share their purchase on social media and adding
number of likes, users, followers or customers as social proof.
(Table 1.4 – How CRO works in practice within digital marketing strategy)
In further to this the USA president Mr. Barack Obama had used CRO in practice for the election
campaign (Rush, K. 2014) (Kissmetrics.com 2012).
Benefit of having a strategic focus on CRO
Page 7 of 67
Benefit Description
1. Understand the Can monitor visitors are interacting online, what type of friction is causing
customer better bottlenecks within sales funnel. (Hassan, A. 2015)
2. More customers Reduce cost per acquisition (Hassan, A. 2015)
3. Successful SEO Google's algorithm changes rapidly and it's difficult to assess weight the search
campaigns engine puts on CRO but good CRO practices will support a successful SEO
campaign (Mediaworks 2014)
4. Enhance the Organization can monitor customer journey and refine content on an ongoing
customer journey basis to support customer funnel to fatten. (Ratcliff, C. 2015)
5. Better user Constant testing such as removing barriers, simplifying forms, clarifying
experience navigation, will lead to a better user experience and improved customer journey
and therefore making organization’s site a better place to browse.
6. Informed decisions Decisions based on data.
7. Monetary benefits Identifying opportunities and cut down over spends on useless actions, efforts
where done previously.
(Table 1.5 – Benefit of having a strategic focus on CRO)
1.3. Monitoring & Reporting Future Development of CRO

Digital marketing environment is continuously evolving, therefore suggesting below
recommendations for organization to monitor and report future developments of contemporary
CRO practice and updates to stay current and play ahead of competitors.
Recommendations Description
1. Appoint a committee Identify individuals who has passionate about digital and marketing.
The team can collaborate with internal department.
2. Sign up for CRO related blogs, This will help stay with digital savvy community and grab knowledge
webinars, newsletters & podcasts to organization
3. Attend tradeshows and This will helps to associate with other industry practitioners who
workshops has real examples in practicing CRO
4. Monitor competitor activities This will assists how local and global companies use CRO
5. Download CRO relevant materials Download articles from leading digital giants KissMetrics & CrazyEgg
6. Research Scrutinize what other companies do for same problems
7. Monitor trending topics Google trends tool helps to identify rising search query trends
8. Appoint non-technical team This group will identify whether the web is access easily
(Table 1.6 – Monitoring and reporting future development of CRO throughout the organization)
Reporting within the organization

Acquired knowledge can be circulate via intranet to relevant parties within the organization
Summary
The key benefit of CRO is it assists to generate more leads or sales without investing more
money on website traffic. Also company can take more informed decisions over statistics. Hence
increasing of ROI and overall profitability can be expected (wikipedia.org 2016).
Recommendation
The digital marketing environment is getting complex and dynamic. A key concept like CRO can
adapt and evolve overtime. Therefore further research on www.slt.lk corporate web will benefit
in developing digital marketing strategy with specific focus on CRO.
Page 8 of 67
2. TASK 02: DIGITAL MARKETING AUDIT INTO SRI LANKA TELECOM
Title Digital marketing plan in to optimize conversion rate

To Chief Marketing Officer
Writer Manager / Digital Media
Date 30.06.2016
2.1. Executive Summary

The report aims to provide Sri Lanka Telecom with practical and effective recommendations on
how to optimize conversion rate from existing digital presence within next 06 months.
A comprehensive research and digital marketing audit has been conducted, and divided in to 03
key areas following by TOWS to identify key digital strategic options for the organization and
process, and then respond to SLT digital marketing environment.
Objectives were identified and developed through critical analysis of this research
1. To increase revenue by converting potential broadband customers to higher packages by
2% and increase purchase rate of extra GB from direct Broadband searches (42.66%) by
28th February 2017.
2. To increase revenue by converting potential “Double player” broadband users to “Triple
player” (buy PEOTV) by 1% from direct PEOTV searches (4.92%) by 28th February 2017.
The objectives listed will be achieved using an STP, OVP and RACE strategies. The focused
segment is the category of 18-34, using a pull strategy and concentrated targeting. The
objectives will be measured using tools relevant to the purpose.
For the digital marketing plan, SOSTAC model is used in developing CRO strategy for SLT.
2.2. External Digital Marketing Environment Analysis
An analysis conducted into organization’s external digital marketing environment into two,
which marco and micro to identify what key disruptive factors that may affect the organization.
Macro digital desruptive factors
A PESTEL analysis is a framework that used by marketers to analyze and monitor the macro-
environmental factors that have an impact on an organization in the long run
(professionalacademy.com 2016). (Refer appendix 01 for comprehensive PEST analysis)
Macro digital disruptive factors & overview Time Opportunity Impact Importance
Frame or Threat
Political
Newly appointed ministry for digital infrastructure Long Threat High High
(mtdi.gov 2015)
Government attempt on banning social media Long Threat High High
(therepublicsquare.com 2013)
Economical
Government taxes (Gamage, M. 2016) Low Threat Low Low
Page 9 of 67
Fluctuation of monetary value of LKR (Gunadasa, S. - Threat Medium Medium

(2015) (exchange-rates.org 2016)
Social
Multiple devices usage Long Opportunity Increasing Medium
Multi social platforms usage Long Opportunity Low Medium
Key changes in customer behavior (Perinpam, G. Long Opportunity Increasing High
2014) (Duncan, E., Hazan, E., and Roche, K. 2014)
Technology
Google loon (theguardian.com 2016) - Opportunity Low Low
Apps for specific use Long Opportunity High High
Rise of mobile coupons (Justin 2010) Long Opportunity Low Low
Augmented Reality (Karr, D. 2014) Long Threat Increasing High
Location based services (Snow, S. 2010) Long Opportunity High High
(Table 2.1 – Macro digital disruptive factors, refer Appendix 01)
Micro digital descriptive factors

Porter's Five Forces framework used to analyze the level of competition within SLT digital
marketing industry and business strategy development (Porter. M, 1980)(wikipedia.org 2016).
(Refer appendix 02 for comprehensive Porter’s Five Forces framework analysis)
Micro digital disruptive factors and overview Time Opportunity Impact Importance
Frame or Threat
Bargaining power of buyers

Unlike trend (Morrison, K. 2015) Long Threat Increasing High
Digital physical evidence Long Threat High High
User generated contents (UGC) (Knoblauch, M. 2014) Long Threat Increasing High
Email saves in separate tab/folder (Drell, L. 2013) Long Threat Low Low
Email phishing and unsubscribe Long Threat Increasing low
Advocacy imperative Long Threat Increasing High
Personalized customer experience (Smith, A. 2015) Long Threat High High
Bargaining power of suppliers
Third party advertising Long Threat Increasing Low
Google’s changing algorithm in search engines Long Threat High High
(moz.com 2016)
Google monopoly (Baer, D. 2014) Long Threat Medium Medium
Email agencies Long Threat Low Low
Facebook interface changes Long Threat Increasing Low
Higher bidding rates (socialmouths.com 2014) Long Threat Increasing High
Limits in social marketing tools (Rajeck, J. 2014) Long Threat High High
Threat of new entrants
Arise of other social platforms Long Opportunity High High
Wearable tech (Ahuja, M. 2016) Long Threat Low Low
NetFlix (Fernando, L. 2016) Long Threat Low Low
Threat of substitutes
Smart TV (Patil, Y. 2015) Long Opportunity Low Low
Industry rivalry
Page 10 of 67
Paid PR Low Threat Low Low

Advertising Low Threat Low Low
Web analytic tools Long Threat Low Low
Competition on bidding Long Threat increasing High
(Table 2.2 – Micro digital disruptive factors, refer Appendix 02)
Key disruptive factors of external digital environment

Opportunities Threats
1. Multiple devices usage 1. Newly appointed ministry for 7. User generated contents (UGC)
2. Multi social platforms digital infrastructure 8. Advocacy imperative
usage 2. Government attempt on 9. Personalized customer experience
3. Key changes in customer banning social media 10. Google’s changing algorithm in
behavior 3. Augmented Reality search engines
4. Apps for specific use 4. Location based services 11. Higher bidding rates
5. Arise of other social 5. Unlike trend 12. Limits in social marketing tools
platforms 6. Digital physical evidence 13. Competition on bidding
(Table 2.3 – Key disruptive factors of external digital environment)
Above mentioned (refer Table 2.3) are the opportunities and threats that found within macro
and micro environment.
2.3. Digital Behavior & Identity of a Key Customer Segment Analysis for CRO
Analyzing digital behavior in the context of customer journeys (refer Figure 23) where web users
take as they execute certain actions online help to explore user insights. Defining probability
models of segments and personas based on their digital behavior from tens of thousands of
user journeys, is the key to identify potential personas that can increase to conversions.
To identify the similarities of digital behavior and identity of a key customer segment two
analyzing tools used which are similarweb.com and Google analytics because to clarify whether
both tools provide similar statistics.
Summary of digital behavior according to similarweb.com

Data gathered from www.similarweb.com and analyzed to determine the digital user behavior
(similarweb.com 2016). (Refer appendix 03 for detailed information).
Traffic overview Majority users are in the Sri Lanka

Traffic by countries According to the traffic the user is a sound internet user and average social
network user
Top Referring Sites According to the top 05 sites its content are relevant to younger, tips of
technology
Top Destination Sites According to the top 05 sites its content are relevant to younger
Top organic key words Majority findings for broadband related topics
Interests Music, movie and entertainment
(Table 2.4 – Summary of digital behavior according to similarweb.com) (refer Appendix 03)
Page 11 of 67
Summary of digital behavior according to Google Analytics

Data gathered from Google analytics and analyzed to determine the digital user behavior
(Google.com 2016). (Refer appendix 04 for detailed information).
Age Group Age of 18-24 (27.96%) and 25-34 (39.32%) has highest sessions on web.
Overall age in between 18 – 34 has 67.28% engagement
Interests TV, Movies, Music, Entertainment, Celebrities, Sports (cricket), Travel
Landing pages 42.66% Broadband direct searches
4.92% PEOTV direct searches
Page views 50.26% looking for Broadband related pages
3.06% looking for PEOTV
(Table 2.5 – Summary of digital behavior according to Google Analytics) (refer Appendix 04)
Facebook competition – “ASK your Friend and WIN” 06 Month Rental Free PEOTV
Data gathered from SLT Facebook competition conducted for PEOTV product and analyzed to
determine the digital user behavior (SLtelecom 2016). The competition has aligned with 2015
World T20 Cricket World Cup to win 06 month rental free PEOTV connection. (Refer appendix
05 for detailed information).
Among two posts has been conducted for PEOTV Facebook competition organic post provides
71% positive engagement for PEOTV.
Description Reach Views Likes Comments Shares Engagement vs. Views

Organic post 1730 264 53 128 7 71%
Boosted post 183307 16026 353 298 73 5%
(Table 2.6 – Facebook competition) (refer Appendix 05)
Based on the analysis and statistics, identified commonalities in digital activities and behavior
into which Broadband and PEOTV, that are key products of the organization.
In further to this, SLT annual report 2015 (slt.lk 2016) (refer Appendix 07) cements above
assessment with proven statistics that there is increment and trend in Broadband and PEOTV.
Potential segment 01
Broadband package users to upgrade to higher packages or sell extra GB
According to statistics (refer Table 2.4 & 2.5), Organic key words, Destinations sites, Landing
pages and Page titles indicate customers are mainly engaging for broadband and they are more
concern on their usage.
Therefore there is a very good opportunity either in selling extra GB or package upgrading for
higher packages in Broadband product.
Potential segment 02
‘Double player’ broadband users to buy PEOTV
According to statistics (refer Table 2.4 & 2.5), in selecting web sites and interests as mentioned
Page 12 of 67
from engaged audience, it clearly shows that there are customers who like entertainment and
movie related stuffs. Also engagement of Facebook competition organic post (refer Table 2.6)
shows how many positive interactions towards on to win PEOTV connection.
There are 03 key products categories which “Single Player” (Voice only), “Double player” (Voice
+ Broadband), (Voice + PEOTV) and “Triple Player” (Voice + Broadband + PEOTV) packages.
From these categories there is an opportunity in converting “Double Player” (Voice + Broadband
) user in to “Triple Player”.
2.4. Internal Appraisal of Digital Marketing Activities for Digital Acquisition & Conversion
RACE methodology (refer Figure 22) has been applied to assess digital marketing activities. It
follows that marketing funnel or the customer life cycle (refer Figure 23) and monitors the way
of using multiple digital marketing assets by any organization to build awareness and attract
new audience (Chaffey, 2010).
Analysis of digital marketing tools and platforms
Customer RACE Description Dialog SLT Status
Journey
Exploration Reach Website visitors 791K 1.10M Very good
Direct 48.82% 69.33% Good
Referrals 14.77% 11.34% Poor
Search 28.52% 16.96% Poor
Social 5.89% 1.35% Very poor
Mail 1.80% 0.82% Poor
Display 0.20% 0.20% Poor
Apps availability Yes No Very critical
Decision Act Web interface Brilliant Dull Poor
Making Augmented reality Yes No Very critical
Time on Website 05:18 M 02:58 M Good
Page Views 6.81 4.17 Good
FB performance 37% 30% Poor
Twitter performance 14% 23% Good
FB service level 78% 100% Very Good
Purchase Convert Bounce Rate 27.93% 17.67% Good
Registration for services 800 78 Poor
Current sales 38,000 10,000 Poor
Advocacy Engage No of FB fans 1.3M 321K Very critical
No of Twitter Fans 181K 21.9K Very critical
FB engagement 0.83% 0.69% Average
FB Response time 4.5h 57h Very critical
Retweets by fans 118 65 Poor
Apps downloads Yes No apps Very critical
(Table 2.7 - Analysis of digital marketing tools and platforms) (refer Appendix 08)
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Strengths and weaknesses of digital marketing activities

Strength Weaknesses
1. No of monthly website visitors 1. No mobile apps
2. No of Direct website visitors 2. Very poor social population in FB and Twitter
3. Good performance of website 3. Slow engagement in Facebook
4. Less electronic word of mouth (eWoM)
5. Poor activities in email & display ad platforms
6. Web interface need to refurbish
7. No augmented reality activities
(Table 2.8 – Strengths and weaknesses of digital marketing activities)
Above mentioned are strengths and weaknesses found from digital marketing activities which
done by SLT.
2.5. Digital Strategic Options for the Organization in CRO
Information gathered to SWOT based on previous findings (Refer Table 2.3 & 2.8 for detailed
information) realigned in TOWS to identify key digital strategic options to focus on optimizing
conversion rates (Refer appendix 09 for comprehensive SWOT analysis).
The TOWS matrix is used for strategic planning and helps to identify opportunities and threats in
order to measure them against internal strengths and weaknesses (zideate.com 2016).
TOWS analysis Strength Weaknesses
1. No of monthly website 4. No mobile apps
visitors 5. Very poor social population
2. No of Direct website visitors in FB and Twitter.
3. Good performance of 6. Slow engagement in
website Facebook
7. Less electronic word of
mouth (eWoM)
8. Poor activities in email &
display ad platforms
9. Web interface need to
refurbish
10. No augmented reality
activities
Opportunities (SO) Objectives (WO) Objectives
1. Broadband package users to 1. Convert potential broadband 1. Develop a mobile app for
upgrade to higher packages customers to higher specific use of Broadband
or sell extra GB packages or sell extra GB (W1, O6)
2. “Double player” broadband (S1, S2, O1)
users to buy PEOTV 2. Social media campaign to
3. Multiple devices usage 2. Convert potential “Double increase social population
4. Multi social platforms usage player” broadband users to (W2,W3,W4,O3,O7)
5. Key changes in customer buy PEOTV (S1,S2,O2)
behavior 3. Refurbish web site with
6. Apps for specific use latest techniques
Page 14 of 67
7. Arise of other social (W6,W7,O5)

platforms
Threats (ST) Objectives (WT) Objectives
1. Newly appointed ministry 1. Strengthen web site more 3. Improve other social
for digital infrastructure with augmented realities, channels simultaneously
2. Government attempt on digital physical evidence, Facebook (W2,T1,T2)
banning social media user generated contents,
3. Augmented Reality and advocacy by users 4. Integrate web site with
4. Location based services (S3,T3,T6,T7,T8) augmented realities , UGC
5. Unlike trend elements, and enhance with
6. Digital physical evidence 2. Convert website visitors fans digital physical evidences
7. User generated contents of Facebook and Twitter (W6,W7,T3,T6,T7,T8)
(UGC) (S1, S2,T11,T12,T13)
8. Advocacy imperative 5. Advertising right content to
9. Personalized customer right person at right time
experience (W5,T4,T5,T9,T10)
10. Google’s changing algorithm
in search engines
11. Higher bidding rates
12. Limits in social marketing
tools
13. Competition on bidding
(Table 2.9 – TOWS analysis) (refer Appendix 09)
Above mentioned are key digital strategic options for CRO in the context of digital marketing
activities in SLT.
Summary
According to the digital marketing research and audit conducted into organization’s external
digital environment and internal marketing activities, there are significant factors identified as
threats, opportunities, strengths and weaknesses, which current situation (refer Appendix 09) of
the organization’s digital environment.
Following by TOWS analysis, strategic options are identified in order to focus on relating
optimize conversion rates from key findings.
Recommendation
According to the digital marketing research and audit conducted in to organization’s digital
environment, key digital strategic options which SO1 and SO2 can be implemented for CRO.
Other founded strategic options can be used to support in boosting.
Page 15 of 67
3. TASK 03: DIGITAL MARKETING PLAN FOR SRI LANKA TELECOM
3.1. Introduction
This digital marketing plan is based on previous research findings and external and internal
digital marketing audit focused on CRO.
This digital marketing plan will be addressed identified key digital strategic options (refer Table
2.9) with focus on optimizing conversion rate from existing opportunities and exploit
organization’s strengths to turn threats in to opportunities in an agile digital manner.
Other digital strategic options findings of TOWS other than selected objectives are correlated to
leverage objectives even more.
3.2. Objectives
With the use of the TOWS matrix, digital objectives have been created to aid CRO.
The objectives have been developed using the SMART framework (refer Table 3.1), this
considers exactly what is to be achieved, where, when and with which audience (Fill, 2009).
Also shown how the performance will be measured using key performance indicators (KPI) and
this helps organization’s to understand how well they are performing in relation to their
objectives (Marr, 2014).
According to the “Digital Behavior & Identity of a Key Customer Segment Analysis for CRO” in
previous findings (refer Topic 2.3) is Broadband users. There for Broadband customer segment
were selected in optimizing conversions.
Objective Specific Measurable Achievable Realistic Timed KPI
1. To increase revenue Convert Increase  Attain a Internal 30  No of Double
by converting potential extra GB website web Feb player
potential broadband broadband sales and development developme 2017 package
customers to higher customers Broadband service to nt team upgrades to
packages by *2% and to higher package update certain has higher
increase purchase rate packages upgrading aspects capability packages
of extra GB from direct and by 2%  Industry to enhance  Avg. extra GB
Broadband searches increase conversion website sales
(42.66%) within 06 extra GB rate *2% increment
months purchase  Time on site
(S1, S2, O1)  Bounce rate
2. To increase revenue Convert Sell “Triple  Attain a Internal 30  No of Triple
by converting potential player” software & web Feb player
potential “Double “Double packages by web developme 2017 package
player” broadband player” 1% development nt team upgrades
users to “Triple player” broadband service has  Avg. Triple
(buy PEOTV) by *1% users to Industry capability player sales
from direct PEOTV “Triple conversion to enhance increment
searches (4.92%) player” rate *2% website  Time on site
within 06 months  Bounce rate
(S1, S2, O2)
(Table 3.1 - Objectives)
Page 16 of 67
It can be assumed that SLT has a wide range of segments. To concentrate on CRO for the
selected objectives it is needed to identify which segment to be addressed.
3.3. Digital Marketing Strategy
Segmentation Targeting Positioning (STP)

The STP model is useful when creating marketing communications plans since it helps marketers
to prioritize propositions and then develop and deliver personalized and relevant messages to
engage with different audiences (Hanlon, A. 2013).
Segmentation
Segmentation involves grouping consumers with similar wants, needs and responses (Lilien,
Rangaswamy and De Bruyn, 2013) segmentation is necessary because a single digital service is
unlikely to meet the needs of all customers in the market (Fill, 2009).
According to statistics (refer Appendix 03, 04 & 06) SLT has age of 18-65 customer segments and
there is high engaged with Broadband related terms and PEO TV consecutively. Also monitored
they have similar interests of music, movie, TV, celebrities, travel which is more relevant to
PEOTV IPTV. Again there is 1.26% directly searching for promotions and offers. There is 78% in
males and 22% in females in overall percentage.
Focusing on one segment will warrant the use of the limited resources available as the
resources will be used more effectively to attract the given segment.
Target audience
Since the overall segment has similar identifications, targeted segment selected based on age
and engagement according to the statistics (refer Appendix 03 & 04) focusing on CRO.
To be more specific with objectives, age in between 18-24 and 24-34 selected as whole because
both segments have the highest engagement and size with Broadband and PEO TV.
Category Description
Demographic Target audience 01 - Youth (age 18-24)
This is the second most activated segment. Youth segment that age of 18-24 represents
27.96% engagement (refer Appendix 04) according to Google Analytics from total traffic
and 41% (refer Appendix 06) according to Facebook. Also There are 40% males and 11%
are females in percentage within the segment and overall 51% in total in age wise.
Assumption
In Sri Lanka the youth that age of 18-24 are still dependants from parents. Also engaged in
higher education there for internet is very important. Actual user will be the child and
payer would be parent. Therefore target segment can influence their parents to get more
extra GB or transfer higher packages for education or any other purpose as they are
curious on learning and being entertained.
Target audience 02 - Youth adult (age 24-34)
This is the most activated segment. Youth adult segment that age of 24-34 represents
39.32% engagement (refer Appendix 04) according to Google Analytics from total traffic
and 22% (refer Appendix 06) according to Facebook. Also There are 24% males and 7%
are females in percentage within the segment and overall 31% in total in age wise.
Page 17 of 67
Assumption
In Sri Lanka the youth that age of 24-34 are independents from parents. They have
finished higher education and occupied with job therefore actual user will be they. This
segment needs internet to explore and being connected with social media. Also have time
to watch TV and like to being entertained.
Psychographic This segment reads reviews of others and engaged with them by rating. Use social media
mostly through Facebook to engage with SLT.
Lifestyle Both groups which “Youth” and “Youth Adults” are interested in TV, movies, music,
entertainment, celebrities, sports (cricket) and travel.
Geography 97.55% majority lives within the country.
Behavior There are 42.66% Broadband direct searches and 4.92% PEOTV direct searches from
overall searches. 55% mobile devices & 45% fixed devices are used to engage with social
channels which mean the average user connects internet via two devices because SLT
based on fixed line internet.
(Table 3.2: Target audience)
Customer persona
Detailed customer persona for target audience (refer Appendix 10) is given.
Positioning
Positioning is the process that first occurs in the minds of consumers, but it is a marketer’s
interest to try to influence the way consumers position the organization (Strydom, 2004).
The positioning will mainly focus on key strengths, features and benefits of Broadband and
PEOTV.
This is created through the use of promotion, price, place and product. The more intense a
positioning strategy, typically the more effective the marketing strategy is for a company
(Lauren, L. 2016).
Online value proposition (OVP)
The online value proposition is customer value proposition, organization’s USP online. It's
important to clearly communicate what online experiences and content SLT can offer for each
site, app and type of social presence. Content marketing plays big role in this (smartinsights.com
2013).
The OVP extends this to the reasons such as why customers will click on, return, register or buy
from SLT site and ideally feel motivated enough to share their experience (smartinsights.com
2013).
Scenario 01 for online value proposition to objective 01
Broadband has different packages that have different data bundles. Once the given data is over
it gets automatically slow due to Fairy User Policy according to Telecommunications Regulations
Committee. Therefore users of the selected segment are sensitive on remaining quota to stay
connected with fast internet speed.
Also to transfer to next package when given quota is over it is lengthy process as the customer
need to contact SLT call center or physically visit SLT teleshop. Therefore it is needed ease to get
upgraded next package and get extra GB via online.
Page 18 of 67
Also it is needed to communicate benefits and reasons to upgrade to next Broadband package
because needs and wants are getting widening with time.
Online value proposition for objective 01
1. Change to next package online. It has more data.
2. Top up with extra GB online and enjoy fast surfing.
Scenario 02 for online value proposition to objective 02
PEOTV is based on internet protocol therefore it has HD quality pictures, rewind TV option,
picture in picture option and many other features. PEOTV has channels such as movies, music,
travel, sports (Cricket) which matches with interests of target segments. As these people are
young and enthusiastic about exploring world and enjoy.
Therefore it is needed to communicate features and benefits to the segment clearly.
Online value proposition for objective 02
1. Music, Movies PEOTV has all you like. Enjoy life.
RACE Strategy
The RACE model provides access to the key strategies, which will allow SLT to establish how to
position themselves and manage digital marketing activities in a more structured way. RACE
consists of four steps or online marketing activities designed to help brands engage their
customers throughout the customer lifecycle (Chaffey, D. 2015).
RACE stands for Reach > Act > Convert > Engage. These four critical components related
consecutively as customer acquisition, Interaction, conversion, customer retention. For each
part of RACE it needs to be defining certain key digital marketing activities to help improve
results throughout the customer lifecycle (Chaffey, D. 2015).
As the objectives are focused on CRO, the RACE funnel need to concentrate on Act and Convert
components with specific digital marketing activities with the focus on CRO.
3.4. Digital Marketing Activities
Tactics to conversions rate optimization of landing pages

Existing Broadband Landing page has weaknesses (refer Appendix 11) (Figure 40) and existing
PEOTV Landing page has weaknesses (refer Appendix 12) (Figure 42). Therefore below tactics
needed to be implemented. Landing pages for Broadband and PEOTV with focus on CRO are
proposed (Figure 41 & 43).
Action Broadband landing page PEOTV landing page
1. Landing page  Option to purchase extra GB online  Option to upgrade PEOTV online
optimization  Option to upgrade Broadband
(smartinsights.com  Option to upgrade Triple player
2015) (WO3) (ST1) online
2. AB and multivariate  Testing two different versions of  Testing two different versions of
testing landing page landing page
(smartinsights.com  Change page elements such as  Change page elements such as
2015) heading, image, form, button, heading, image, form, button,
Page 19 of 67
placements placements
 Alternative version are served to  Alternative version are served to
visitors randomly visitors randomly
3. Insert testimonial &  To build trust among visitors and  To build trust among visitors and
demo video of a boost conversion boost conversion
product
4. Add social widgets of  Build trust and entice the online  Build trust and entice the online
customer advocacy visitor on promo visitor on promo
(WT2) (ST2)  convert visitor to a follower  convert visitor to a follower
(Table 3.3 – Tactics to conversions rate optimization of landing pages)
Offers to optimize objective 01 & 02

Objective Offer
01 1. 02 months rental free Broadband offer will be given to 10 users selected by random
basis in each month who upgrade their packages to higher packages via Broadband web
form to improve conversion rate
2. 05 extra GB will be given to 10 users selected by random basis in each month that
purchase extra Giga Bytes via Broadband page to improve purchase rate
02 3. 03 months rental free PEOTV offer will be given to users who upgrade their packages to
higher packages from “Double player” to “Triple player” via Broadband web form to
improve conversion rate
(Table 3.4 – Offers to optimize objective 01 & 02)
Digital marketing activities to achieve objective 01 & 02

1. Facebook campaign
2. Twitter campaign
3. Google display ad campaign
4. Email marketing campaign
5. YouTube advertising
3.5. Digital Marketing Activities into Wider Marketing Activities

Following options can be integrated with organization’s wider marketing activities.
Option Method Description
1. QR Code  Monthly bills “Upgrade and Win” competition
 News papers Customer can scan and log in to Broadband or PEOTV
 Pennant at Teleshops landing page via Smartphone and upgrade to next
higher package. Different QR codes to track each.
2. IVR (Integrated  Promoted IVR Pre Recorded voice audio on call
Voice Recorder)  On call waiting IVR Recorded voice audio can be use either to inform callers
to call center or users at home.
3. TV Screens at  Testimonial video Display promo, demo, and testimonial videos
billing queues  Demo video Promotion videos can be shown to teleshop visitors
4. SMS campaign  Smart phones Awareness campaign and responsive SMS with link to
 Responsive link landing pages.
5. Radio  Music shows Youth targeted radio show
Page 20 of 67
 Promote # tag Youth programs. #tag to measure awareness on radio

Morning (8 – 9 am) and Evening (5 – 6 pm) only
(Table 3.5 – Digital marketing activities in to wider marketing activities)
Implementation of Digital Strategy

Key points are addressed as mentioned in customer journey (Figure 23) with below marketing
activities online and offline.
Awareness Consideration Conversion Advocacy
• Facebook ads • Offer • Website • Engagement

• Google ads • Social widgets •Footfall into will not be
• Twitter • Demo video SLT teleshops concentrated
•call center in this
• Direct Email • Testimonial video
sales marketing
• QR Code • Call-To-Action buttons plan
• IVR • AB testing
• TV Screens at billing • Multivariations
queue
• SMS campaign
• Radio
Estimated budget for 06 month digital marketing plan

Gantt chart, budget calculation and justification (envisage return on investment) are calculated.
(Refer appendix 13 & 14 for detailed information)
Budget
Item Digital activity Description Responsibility
(USD)
1. Web  Broadband landing page 02 landing pages for AB and Internal -
optimization multivariate testing
 PEOTV landing page 02 landing pages for AB and Internal -
optimization multivariate testing
 Broadband testimonial Making the videos Digital Agency 150
and demo videos
 PEOTV testimonial and Making the videos Digital Agency 150
demo videos
 Social widgets Insert to landing page Internal -
2. Testimonial  YouTube advertising Promoted with AB testing Digital Agency 14190
and demo
3. 02 months  Facebook advertising Promoted with AB testing Digital Agency 9460
rental free  Twitter advertising Do Digital Agency 4730
Broadband  Google advertising Do Digital Agency 14190
offer  Email Do Digital Agency 480
4. 05 extra GB  Facebook advertising Promoted with AB testing Digital Agency 9460
offer  Twitter advertising Do Digital Agency 4730
 Google advertising Do Digital Agency 14190
 Email Do Digital Agency 480
5. 03 months  Facebook advertising Promoted with AB testing Digital Agency 1100
Page 21 of 67
rental free  Twitter advertising Do Digital Agency 550

PEOTV  Google advertising Do Digital Agency 1650
offer  Email Do Digital Agency 480
Total 75990
(Table 3.6 – Estimated budget for 06 month digital marketing plan)
Wider marketing activities estimation is not included as it not in control within digital marketing
budget.
3.6. Control & Measure Performance
Control and measurement of digital marketing activities

Success and effectiveness of the digital marketing plan will be traced according to the metrics
given below. The objectives will be measured using their KPI’s shown in table 3.1.
Item Digital activity Tools Technique Metrics

1. Web  landing  Google  A/B test  Website CTR
pages Analytics  Load time  New, unique, returning visitors
optimization  Optimization  Age demographics
 No of registrants via web form
 Bounce Rate
 Traffic sources
 Heat map  Crazy egg  No of clickable element on red
heated areas
 AB test  Google  Multivariate  No of conversion rate
Analytics
 Testimonial  YouTube  Multivariate  View rate
& demo analytics videos  Likes, Shares, Comments
videos  Website CTR
 Social   Realignment  No of shares from web
widgets
2. Offers  Facebook  Facebook  Ad scheduling  CTR to site landing page
advertising insights  Comments (inquiries)
 Twitter  Twitonomy  Ad scheduling  CTR to website
advertising
 Google  Google  Ad scheduling  Impressions
advertising Analytics  Website CTR
 Email  Mail chimp  Multivariate  CTR
 Open rate
 Website visits through email
link
(Table 3.7 – Control and measure of digital activities)
Page 22 of 67
Control and measurement of wider marketing activities
Item Activity Tools Technique Metrics

1. QR Code  Scan  QR code  Link to landing pages  No of scans from monthly
generator bill, pennant, news papers
2. IVR  IVR  Computer  Provide option to speak  No of IVR completion call
promo telephony to agent  Abandoned calls
integration  Limit to menu 5 options  No of call center inquiries
(CTI)  Dial pad response  First call resolution (FCR)
 Navigation of application
3. TV Screens  Testimo Not  Publish videos on  No of inquiries on location
at billing nial & applicable rotation basis along with
queue demo corporate commercials
videos
4. SMS  Landing  SMS  Personalized messages  No of clicks from link
campaign pages servers  Relevant info only  Mobile traffic to web
promo  Attach URLs
 Offer
details
5. Radio  #tag  Twitonomy  Single question method  No of #tag mentioned
 No of call center inquiries
 Surveys
(Table 3.8 – Control and measure offline digital integrated activities)
In further to these marketing activities it need to monitored and adjust further according to the
requirement on an ongoing basis.
Summary
In implementing marketing plan information that gathered from research into the concept, and
process of conversion rate optimization has conducted.
Focusing on conversion rate optimization through relevant digital strategic options is important
to higher results. All recommendations made across objectives, strategy, tactics and control are
justified and demonstrated synergy with key findings from the TOWS analysis, as well as each
section of the digital marketing plan.
Recommendation
The above digital marketing plan addresses to conversion rate optimization of Sri Lanka Telecom
digital marketing environments based on research findings and audits.
Page 23 of 67
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Page 27 of 67
5. APPENDICES
5.1. Appendix 01: Macro digital disruptive factors

This section considers SLT macro digital environment. The macro environment consists of the
elements that do not have an immediate influence on the organization.
Key disruptive factors are beyond organization’s control. A PESTEL analysis is a framework or
tool used by marketers to analyze and monitor the macro-environmental factors that have an
impact on an organization in long run. (professionalacademy.com 2016)
Macro digital disruptive factors and overview Time Opportunity Impact Importance
Frame or Threat
Political
Newly appointed ministry for digital infrastructure Long Threat High High
Sri Lanka has newly appointed “Ministry of Digital
infrastructure& Telecommunication” as social media
was a key factor in bringing power to the new
government in 2016. (mtdi.gov 2015)
Government attempt on banning social media Long Threat High High
Government brought banning social platforms
specially Facebook in 2013 February due to radical
doctrine against government.
(therepublicsquare.com 2013)
Economical
Government taxes Low Threat Low Low
Increased taxes on telecommunication will lead
public refrain using more internet. (Gamage, M.
2016)
Fluctuation of monetary value of LKR - Threat Medium Medium
Dollar rate fluctuation causes unexpected rate
varies in digital campaigns (Gunadasa, S. 2015)
(exchange-rates.org 2016)
Social
Multiple devices usage Long Opportunity Increasi Medium
one person has smart phone and laptop or desktop ng
that will make complex to analyzed customer
behavior on digital but probability in engaged with
internet high
Multi social platforms usage Long Opportunity Low Medium
Using of more than two social platforms causes
more expenditure to engage, tailored campaigns,
need more team to monitor. Probability in engaging
with internet is high
Key changes in customer behavior Long Opportunity Increasi High
Device shift – from PCs to mobile/touch devices ng
Communications shift – from voice to data and
video
Social shift – from growth to monetization
Page 28 of 67
Content shift – from bundled to fragmented.

Video shift – from programmed to user-driven
(Perinpam, G. 2014)( Duncan, E., Hazan, E., and
Roche, K. 2014)
Technology
Google loon - Opportunity Low Low
Sri Lankan government hopes the venture will
provide high-speed internet with extensive coverage
and cheaper rates for data (theguardian.com 2016)
Apps for specific use Long Opportunity High High
Apps typically for a specific, single purpose makes
barrier to engage with customers.
Rise of mobile coupons Long Opportunity Low Low
QR codes, mobile coupon redemption technologies
and smart phones in general continue to evolve,
(Justin 2010)
Augmented Reality Long Threat Increasi High
within the next decade, automobiles and mobile ng
devices will be fully infused with augmented reality
(Karr, D. 2014)
Location based services Long Opportunity High High
With the recent rise of location-based social
networks like Foursquare, Gowalla, and Loopt, it
would appear that location technology is something
new. (Snow, S. 2010)
(Table 5.1 – Appendix 01: Macro digital disruptive factors)
5.2. Appendix 02: Micro digital disruptive factors

This section considers SLT micro digital environment. The micro environment consists of the
elements or forces that influence SLT directly (Jain, 2010).
Porter's five forces analysis is a framework that helps to analyze the level of competition within
an industry and business strategy development. (Porter. M, 1980) (wikipedia.org 2016)
Micro digital disruptive factors and overview Time Opportunity Impact Importance
Frame or Threat
Bargaining power of buyers
Unlike trend Long Threat Increasi High
People use social media sites to enjoy not to watch ng
commercial ads therefore needs to adapt or use
creative campaigns (Morrison, K. 2015)
Digital physical evidence Long Threat High High
Online chat, site speed and site design,
compatibility,
User generated contents (UGC) Long Threat Increasi High
Millennial trust user-generated content 50% more ng
than other media (Knoblauch, M. 2014)
Email saves in separate tab/folder Long Threat Low Low
Page 29 of 67
Email efficiency rate will go down as Gmail (or by

user deliberately customizing) introduced a separate
label for emails many emails automatically saves
there and unless open it purposely promoted emails
will never seen (Drell, L. 2013)
Email phishing and unsubscribe Long Threat Increasi low
As no of emails receives a day tend to unsubscribe is ng
high or not open or deletes without reading.
Advocacy imperative Long Threat Increasi High
People believe peer, Reliable digital payment ng
systems
Personalized customer experience Long Threat High High
Generic messages to customers and prospects are
losing their effectiveness. Today, tailoring
interactions to individuals is crucial to make the
sale. (Smith, A. 2015)
Bargaining power of suppliers
Third party advertising Long Threat Increasi Low
Key web sites that has ranked above and influence ng
on audience such as web sites like news, blogs will
block Google ads and demand for their price.
Google’s changing algorithm in search engines Long Threat High High
Each year, Google changes its search algorithm
around 500–600 times (moz.com 2016)
Google monopoly Long Threat Medium Medium
Google owns about 67% of the global search market
(Baer, D. 2014)
Email agencies Long Threat Low Low
Email agencies does not provide statistics of email
open rate, reach, etc
Facebook interface changes Long Threat Increasi Low
Introduction of new items such as angry button will ng
empower competitors, rivals to make negative
impact on Facebook posts
Higher bidding rates Long Threat Increasi High
Competition on advertising may cause customer to ng
unsubscribe organization. Solution is to get in to
good contents to attract people. CSR programs.
(socialmouths.com 2014)
Limits in social marketing tools Long Threat High High
20%rule in Facebook, GDN rules, Google advertising
limits (Rajeck, J. 2014)
Threat of new entrants
Arise of other social platforms Long Opportunity High High
New trends in other social media platforms such as
Instagram, Snapchat, FourSquare
Wearable tech Long Threat Low Low
Page 30 of 67
Penetration and trends in wearable techs will

increase by time, creating a personalization trend in
device recognition and improved customer
experience and automation of service to take place.
(Ahuja, M. 2016)
NetFlix Long Threat Low Low
Netflix will be available for the public on any device
that has an Internet connection. (Fernando, L. 2016)
Threat of substitutes
Smart TV Long Opportunity Low Low
More than 50% of TV viewers use their smart TV
apps to surf the net and view free online content.
(Patil, Y. 2015)
Industry rivalry
Paid PR Low Threat Low Low
Online PR articles that paid by competitors with
alias name
Advertising Low Threat Low Low
Video advertising by competitors with subtle
sarcastic way against SLT
Web analytic tools Long Threat Low Low
Tools such as similarweb.com, rivaliq.com uncover
data to competitors and any one that search for.
Competition on bidding Long Threat increasi High
To display ads on social channels has increased ng
(Table 5.2 – Appendix 02: Micro digital disruptive factors)
5.3. Appendix 03: Digital activities of slt.lk according to Similarweb.com

Data gathered from www.similarweb.com to and analyzed to determine the digital user
behavior (smartinsights.com 2015). (Refer Figure 03-10 for detailed information)
Traffic overview Total Visits 1.10M
Time On Site 00:02:58
Page Views 4.17
Bounce Rate 17.67%
Traffic by countries Sri Lanka 97.55 %
Korea 0.37 %
United States 0.34 %
Qatar 0.29 %
India 0.21 %
Traffic Sources Direct 69.33 %
Referrals 11.34 %
Search 16.96 %
Social 1.35 %
Mail 0.82 %
Display 0.20 %
Top Referring Sites Sltnet.lk, Elakiri.com, Aluth.com, Zoom.lk, Calllanka.com
Top Destination Sites Web2.sltnet.lk,Trc.gov.lk,Sltpass1.sltnet.lk, Rainbowpages.lk,
Page 31 of 67
Top organic key words slt usage meter, slt, slt usage, usage meter, slt broadband packages
Interests Music and Audio, Movies, TV And Video, Telecommunications, Search Engine
Also visited websites Baiscopelk.com, Elakiri.com, Dialog.lk, Zoom.lk, Google.lk
(Table 5.3 – Appendix 03: Digital activities of slt.lk according to Similarweb.com) (Refer Figure 03-10)
5.4. Appendix 04: Digital activities of slt.lk according to Google Analytics

Data gathered from Google Analytics to and analyzed to determine the digital user behavior
(Google.com 2016). (Refer Figure 11-15 for detailed information)
Age group 18-24 (27.96%)
25-34 (39.32%)
35-44 (16.18%)
45-54 (7.61%)
55-64 (4.85%)
65+ (4.09%)
Affinity category TV Lovers
Technophiles
Movie Lovers/South Asian films
News junkies & Avid readers
Mobile Enthusiasts
Music Lovers/world music fans
Shutterbugs, Entertainment & Celebrity news junkies
Sports fans/Cricket enthusiasts
Travel buffs
Landing pages slt.lk (13.42%)
slt.lk/en/broadband/usage-meter (13.16%)
slt.lk/broadband (9.41%)
slt.lk/en/personal/internet(7.39%)
slt.lk/en/my-slt (5.48%)
slt.lk/en/personal/telephone(4.97%)
slt.lk/en/personal/internet/dialup-services/my-account (3.06%)
slt.lk/en/personal/peotv (2.92%)
slt.lk/en/personal/broadband/ftth/packages (2.25%)
slt.lk/en/personal/peo-tv/channels (2.00%)
Page title Broadband (23.43%)
(Page views 1,010,082) Broadband Usage Meter (22.31%)
SLT.LK (17.06%)
4G/LTE Broadband Packages (2.68%)
Smartline (FTTx) Packages (1.84%)
Peo TV Packages (1.80%)
MySLT (1.73%)
Contact Us General Feedback (1.29%)
Search (1.27%)
Promotions & Offers (1.26%)
(Table 5.4 – Appendix 04: Digital activities of slt.lk according to Google Analytics) (Refer Figure 11-15)
Page 32 of 67
5.5. Appendix 05: Facebook competition statistics on PEOTV

Data gathered from SLT Facebook to and analyzed to determine the digital user behavior
(SLtelecom 2016). (Refer Figure 15-17 for detailed information)
Reach Views Likes Comments Shares Engagement
vs Views
Post 1 (boosted) 183307 16026 353 298 73 5%
 20% ruled added first
frame of video
 Boosted online
Post 2 (organic) 1730 264 53 128 7 71%
 Descriptive first frame of
video
 Shared among SLT fans
(Table 5.5 – Appendix 05: Facebook competition statistics on PEOTV) (refer Figure 15-17)
SLT had conducted a competition on PEOTV on PEOTV to win 6 month rental free connection on
parallel to T20 Cricket world cup 2016. Post 01 and 02 are videos and post 01 has on organic
engagement and post 02 has been boosted.
5.6. Appendix 06: Digital activities of slt.lk according to Facebook.com/SLtelecom

Data gathered from Facebook analytics to and analyzed to determine the digital user behavior
(SLtelecom Insights 2016). (Refer Figure 18-20 for detailed information)
Age group Total Male Female
Engagement 13-17 28 % 26 % 2%
18-24 41 % 32 % 9%
25-34 22 % 17 % 5%
35-44 5% 4% 1%
45-54 1.43 % 0.909 % 0.521 %
55-64 0.596 % 0.375 % 0.221 %
65+ 0.375 % 0.297 % 0.078 %
Age 13-17 7.906 % 7% 0.906%
18-24 51% 40% 11%
25-34 31% 24% 7%
35-44 6% 5% 1%
45-54 1.523% 1% 0.523%
55-64 0.707% 0.482% 0.225%
65+ 0.577% 0.465% 0.112%
Fans average Men 78% (81% total engagement)
Women 22% (19% total engagement)
Device usage Mobile 55%
Fixed 45%
(Table 5.6 – Appendix 06: Digital activities of slt.lk according to Facebook.com/SLtelecom) (refer Figure
18-20)
Page 33 of 67
5.7. Appendix 07: Highlights of SLT annual report 2015

Highlights of the SLT annual report shows that there is a major increment on key products of SLT
which is Broadband and PEOTV (SLT Annual Report 2016). (Refer Figure 21 for detailed
information)
2014 year 2015 year Growth rate
Broadband 490,048 531,437 8.5%
PEOTV 124,851 174,278 39.6%
(Table 5.7 – Appendix 07: Highlights of SLT annual report 2015) (refer Figure 21)
5.8. Appendix 08: Digital marketing activities appraisal

Digital marketing activities are those that use digital tools to carry out marketing goals. Today
that typically means internet based activities. In most cases, digital marketing is centered on a
central destination (a company website) and the other methods of digital marketing are used to
concentrate traffic on that website to drive company growth. (David, C. 2015).
The most common digital marketing activities are:
1. Content Marketing (Web Pages, Blogging, Syndication, etc.)
2. HTML, CSS, Javascript (Website, Landing Pages, etc)
3. Search Engine Marketing (Google Adwords, etc.)
4. Email Marketing (Mailchimp, etc.)
5. Social Marketing (Facebook, Twitter, LinkedIn, Google+, Youtube)
6. Search Engine Optimization (Meta info, keywords, etc.)
7. Community Marketing (Slack, Reddit, Forums, etc.)
8. Video Marketing (Youtube, Vimeo, Wistia, etc.)
SLT has conducted below mentioned digital marketing activities according to mentioned above.
(Refer Figure 24-39 for detailed information)
Dialog SLT Performance against competitor
HTML
Web site  Total visit 791K  Total Visits 1.10M Very good.
 Time on site 00:05:18  Time On Site 00:02:58
 Page views 6.81  Page Views 4.17
 Bounce rate 27.93%  Bounce Rate 17.67%
Website  Clean  Heavy texts Poor. Corporate web site need
interface  Good imagery  Dull images refurbish.
 Colors eye catchy  Colors are pale
 Easy navigation  Lengthy navigation
Google Page  Mobile page Speed  Mobile page Speed Same. Can be improving more.
speed insight 50% 42%
 Passed rules 4  Passed rules 5
 User experience  User experience 99%
100%
Web page Speed 60% Web page Speed 60% Same.
Passed rules 3 Passed rules 2
Page 34 of 67
Referrals
Top Referring  Wow.lk  Sltnet.lk, Poor. SLT has no ownership within
Sites  Ideamart.lk  Elakiri.com top 05 referral sites while Dialog
 Elakiri.com  Aluth.com has 02 owned web referrals sites
 Checkout.ikman.lk  Zoom.lk which Wow.lk & Ideamart.lk
 Techguru.lk  Calllanka.com
Top  Paystage.com  Web2.sltnet.lk Poor
Destination  Hnbpg.hnb.lk  Trc.gov.lk
Sites  Facebook.com  Sltpass1.sltnet.lk
 Cn.tatami-  Rainbowpages.lk
solutions.com  Migs.mastercar
 Wow.lk
SEO
Organic Organic 99.42% Organic 100% Poor. SLT has not optimized SEO
Searches Paid 0.58% Paid 0% while Dialog has positioned their
 dialog,  slt usage meter key products’ as top 05 SEO terms.
 dialog 4g  slt
 dialog tv  slt usage
 dialog.lk  usage meter
 dialog bill  slt broadband
 1625 more packages
 922 more
Paid Searches 27 paid keywords No Nil
Social Media
Social media Total 5.89% Total 1.35% Same. SLT has untapped channels
(from direct  FB 92.79%  FB 79.62%, where Dialog has presence like
traffic)  YT 5.39%  YT 18.22%, Stack Overflow, Pinterest and
 Twitter 1.30%  Twitter 1.50%, Google Plus.
 Stack Overflow 0.21%  LinkedIn 0.32%, SLT has professionals as statistics in
 G+ 0.12%  Pinterest 0.05% LinkedIn
Facebook  Performance index 37  Performance index 30 Very Poor. Very poor with the
performance  No of Fans 1.3M  No of Fans 321K numbers of fans, and response
index (last 28  Engagement 0.83%  Engagement 0.69% time.
days)  Post interaction 0.31%  Post interaction 0.58%
 Service Level 78 %  Service Level 100%
 Response time 4.5h  Response time 57h
 Post per day 2.7  Post per day 1.9
Twitter  Performance index 14  Performance index 23 Very Poor.
performance  Tweets 443  Tweets 74
index (last 28  Tweets/day 16  Tweets/day 2.6
days)  No of Likes 812  No of Likes 283
 Retweets 118  Retweets 65
 Engagement 0.019%  Engagement 0.058%
 Conversation 86%  Conversation 4.1%
YouTube  Subscribers 2.2k  Subscribers 538 Poor. Need to be developed.
performance  Channel views 1.6M  Channel views 224k
Page 35 of 67
index (last 28  Total videos 476  Total video 672

days)  No of avg. Videos 10  No of avg. Videos 12
 Total Views 1.6k  Total Views 3.3k
 Views per Video 160  Views per Video 274
 Likes 20  Likes 2
 Dislikes 2  Dislikes 3
 Comments 0  Comments 0 224k 672 12 3.3k 274 2
Email
Marketing
1.80% 0.82% Very poor. Need to focus on email
based activities such as coupons.
Search Engine
Marketing
Display  Youtube.com, No Nil
Advertising  Diply.com,
 Ebay.com
Mobile Apps Yes No Nil. SLT has no any mobile app
where Dialog has more than 20
both in Android and Apple.
Content
Marketing
Others Yes No Nil. SLT has no supporting webs.
supporting Dialog has shopping carts, forums,
web
(Table 5.8 – Appendix 08: Digital marketing activities appraisal) (Sources - Figure 24-39, statistics as at
01.05.2016 - 03.05.2016)
5.9. Appendix 09: SWOT analysis

A SWOT analysis is an integral part of a company's strategic planning process because it
provides a good all-around view of the company's current and forward-looking situation.
Strength Weaknesses
1. No of monthly website visitors 1. No mobile apps
2. No of Direct website visitors 2. Very poor social population in FB and Twitter
3. Good performance of website 3. Slow engagement in Facebook
4. Less eWOM
5. Poor activities in email & display ad platforms
6. Web interface need to refurbish
7. No augmented reality activities
Opportunities Threats
1. Potential segment 01 – Broadband package 1. Newly appointed ministry for digital
users to upgrade to higher packages or sell infrastructure
extra GB 2. Government attempt on banning social media
2. Potential segment 02 – “Double player” 3. Augmented Reality
broadband users to buy PEOTV 4. Location based services
3. Multiple devices usage 5. Unlike trend
4. Multi social platforms usage 6. Digital physical evidence
5. Key changes in customer behavior 7. User generated contents (UGC)
Page 36 of 67
6. Apps for specific use 8. Advocacy imperative

7. Arise of other social platforms 9. Personalized customer experience
10. Google’s changing algorithm in search engines
11. Higher bidding rates
12. Limits in social marketing tools
13. Competition on bidding
(Table 5.9 – Appendix 09: SWOT analysis)
5.10. Appendix 10: Customer analysis

Simplified information prepared for targeted segments based on previous findings (refer
Appendix 03, 04 & 06).
Persona 01 (18-24 years old) Persona 02 (25-34 years old)
Background  School leavers  Graduates
 Tertiary education  Working full-time
 Single  Single/Married
Demographics  Male (78%) and Female (22%)  Male (78%) and Female (22%)
 18-24 years old  25-34 years old
 Less than 30000.00 LKR  Above 30000.00 LKR
 Living with parents  Living with parents/separate home
Geographic  Sri Lanka  Sri Lanka
Interests  TV  TV
 Movies  Movies
 Music  Music
 Sports  Sports
 Celebrities  News
Identifiers  Technology savvy  Technology savvy
 Frequent internet/social user  Frequent internet/social user
 Less income as they look for usage  Can spend for needs
 Compare with other service  Compare with other service providers
providers  Uses phone to access the internet.
 Uses phone to access the internet  Also have laptop or desktop
 Also have desktop or laptop  Likely to share reviews on forums,
 Likely to look at reviews on youth social channels of service provider
forums on service provider
Challenges  Managing to monthly internet quota  Managing to monthly internet quota as
as given to selected package given to selected package
 Stay connected to internet  Stay connected to internet
Common  Sensitive on monthly Broadband  Sensitive on monthly Broadband data
objections data usage usage
(Table 5.10 – Appendix 10: Customer analysis)
5.11. Appendix 11: Broadband landing page weaknesses

Broadband landing page (refer Figure 40) has major weaknesses as follows.
1. Existing broadband page is too lengthy

2. No Call-to-Action (CTA) given clearly.
Page 37 of 67
3. There are 05 key activities in 05 different pages therefore visitors have to check 05
pages.
i. Purchase additional volume online
ii. Change your portal settings
iii. Check your Broadband usage
iv. Change your Broadband password
v. Test your connection speed
5.12. Appendix 12: PEOTV landing page weaknesses

Broadband landing page (refer Figure 41) has major weaknesses as follows.
1. Existing broadband page is too lengthy

2. No Call-to-Action (CTA) given clearly.
5.13. Appendix 13 - Gantt chart

Description Jul Aug Sep Oct Nov Dec Jan Feb
Preparing campaign materials
 Landing pages
 Integration of social widgets
 Testimonials & Demo videos
 Testimonial & Demo videos
Launching
Web
 Landing pages optimization
 Testimonial & Demo videos
 Web analysis (landing pages)
02 months rental free Broadband offer
 FB, Twitter, Google advertising
 Email
 Social campaign & email analysis
 Winners selection
05 extra GB gift offer
 Email
03 months rental free PEOTV offer
 Email
QR code availability in SLT teleshops
IVR campaign
Page 38 of 67
TV screens at billing queues

SMS campaign
Radio Show
Monitoring and Reporting
 Progress
 Competitor
 Weekly report
(Table 5.11 – Appendix 13: Gantt chart)
5.14. Appendix 14 – Estimated Budget

Based on total reach 1.10 M to the landing pages of Broadband 43%* (42.66%) and PEOTV 5%*
(4.92%) below estimated budget has been proposed for the digital marketing plan.
Envisage audience
Landing page Total traffic Percentage Target conversion Targeted conversion
Broadband 11,00,000 43/100 4,73,000 2/100 9460
Extra GB 11,00,000 43/100 4,73,000 2/100 9460
PEOTV 11,00,000 5/100 55,000 1/100 550
(Table 5.12 – Envisage audience)
Envisage budget
Description Target audience USD rate Frequency Total (USD)
Web
Landing pages Internal
Testimonial video
Video making 300
YouTube 4,73,000 0.03 01 (06 month duration) 14190
Broadband offer
Facebook 4,73,000 0.02 01 (06 month duration) 9460
Twitter 4,73,000 0.01 01 (06 month duration) 4730
Google 4,73,000 0.03 01 (06 month duration) 14190
Email 5,00,000 20 24 times (04 time a month) 480
05 extra GB offer
Facebook 4,73,000 0.02 01 (06 month duration) 9460
Twitter 4,73,000 0.01 01 (06 month duration) 4730
Google 4,73,000 0.03 01 (06 month duration) 14190
Email 5,00,000 20 24 times (04 time a month) 480
PEOTV offer
Facebook 55,000 0.02 01 (06 month duration) 1100
Twitter 55,000 0.01 01 (06 month duration) 550
Google 55,000 0.03 01 (06 month duration) 1650
Email 55,000 20 24 times (04 time a month) 480
Net total (USD) 75990
(Table 5.13 – Envisage budget)
Page 39 of 67
Envisage return on investment

User Average user No of users Years (05) Life Time Value (USD)
Double player 20 USD (monthly) 9460 60 months 113,52,000
Extra GB 05 USD (monthly) 9460 60 months 28,38,000
Triple player 30 USD (monthly) 550 60 months 9,90,000
Total (USD) 151,80,000
(Table 5.14 – Envisage return on investment)
6. LIST OF FIGURES
6.1. Figure 01: A/B testing
(Figure 01: A/B testing, Source – https://vwo.com/ab-testing)
6.2. Figure 02: Multivariate testing
(Figure 02: multivariate testing, Source – https://www.dynamicyield.com/wp-

content/uploads/2014/05/testing.jpg)
Page 40 of 67
6.3. Figure 03: slt.lk Traffic overview
(Figure 03: slt.lk traffic overview, Source – similarweb.com, statistics as at 24.04.2016)
6.4. Figure 04: slt.lk Traffic by countries
(Figure 04: slt.lk traffic countries, Source – similarweb.com, statistics as at 24.04.2016)
Page 41 of 67
6.5. Figure 05: slt.lk Traffic by sources
(Figure 05: slt.lk traffic by sources, Source – similarweb.com, statistics as at 24.04.2016)
6.6. Figure 06: Dialog.lk & slt.lk Twitter Performance Index
(Figure 06: dialog.lk & slt.lk twitter performance index, Source – similarweb.com, statistics as at
24.04.2016)
Page 42 of 67
6.7. Figure 07: slt.lk Organic keywords
(Figure 07: slt.lk organic keywords, Source – similarweb.com, statistics as at 24.04.2016)
6.8. Figure 08: slt.lk Social traffic
(Figure 08: slt.lk social traffic, Source – similarweb.com, statistics as at 24.04.2016)
Page 43 of 67
6.9. Figure 09: slt.lk Audience Interest
(Figure 09: slt.lk audience interest, Source – similarweb.com, statistics as at 24.04.2016)
6.10. Figure 10: slt.lk Also visited websites
(Figure 10: slt.lk also visited websites, Source – similarweb.com, statistics as at 24.04.2016)
Page 44 of 67
6.11. Figure 11: slt.lk Demographics - Age
(Figure 11: slt.lk demographics – age, Source – Google Analytics, statistics as at 26.04.2016)
Page 45 of 67
6.12. Figure 12: slt.lk Interests - Affinity categories (reach)
(Figure 12: slt.lk interests – affinity category, Source – Google Analytics, statistics as at 26.04.2016)
Page 46 of 67
6.13. Figure 13: slt.lk landing pages
(Figure 13: slt.lk landing page, Source – Google Analytics, statistics as at 26.04.2016)
Page 47 of 67
6.14. Figure 14: slt.lk Overview
(Figure 14: slt.lk overview, Source – Google Analytics, statistics as at 26.04.2016)
Page 48 of 67
6.15. Figure 15: slt.lk Queries
(Figure 15: slt.lk queries, Source – Google Analytics, statistics as at 26.04.2016)
6.16. Figure 16: Post 01 – PEOTV Facebook competition
(Figure 16: Post 01 – PEOTV Facebook competition, Source – www.facebook.com/SLtelecom/videos

/1189389827738424, statistics as at 30.04.2016)
Page 49 of 67
6.17. Figure 17: Post 02 – PEOTV Facebook competition
(Figure 17: Post 02 – PEOTV Facebook competition, Source – https://www.facebook.com/

SLtelecom/videos/1188099611200779, statistics as at 30.04.2016)
6.18. Figure 18: Overview of Facebook statistics
(Figure 18: Overview of Facebook statistics, Source – https://www.facebook.com/SLtelecom/insights/,

statistics as at 10.05.2016)
Page 50 of 67
6.19. Figure 19: People who liked organization Facebook
(Figure 19: People who liked organization Facebook, Source – https://www.facebook.com /SLtelecom
/insights/, statistics as at 10.05.2016)
6.20. Figure 20: People who engaged with organization Facebook
(Figure 20: People who engaged with organization Facebook, Source – https://www.facebook.com/
SLtelecom / insights/, statistics as at 10.05.2016)
Page 51 of 67
6.21. Figure 21: Highlights of SLT annual report 2015
(Figure 21: Highlights of SLT annual report, Source – http://www.slt.lk/sites/default/files/reports-

html/annual/2015/ highlights.html, statistics as at 10.05.2016)
6.22. Figure 22: RACE methodology
(Figure 22: RACE methodology, Source - http://www.smartinsights.com/wpcontent/uploads/2015/01/

race - digital -strategy-funnel -infographic1.jpg)
Page 52 of 67
6.23. Figure 23: Digital customer journey
(Figure 23: digital customer journey, Source - http://www.crownpeak.com/blog/jim-howard/20141106-

does-marketing-really-own-the-customer-experience.aspx)
6.24. Figure 24: Dialog.lk Traffic Overview
(Figure 24: dialog.lk traffic overview, Source – similarweb.com, statistics as at 01.05.2016)
Page 53 of 67
6.25. Figure 25: Dialog.lk traffic Sources
(Figure 25: dialog.lk traffic sources, Source – similarweb.com, statistics as at 01.05.2016)
6.26. Figure 26: Dialog.lk Referrals
(Figure 26: dialog.lk referrals, Source – similarweb.com, statistics as at 01.05.2016)
Page 54 of 67
6.27. Figure 27: Dialog.lk Search
(Figure 27: dialog.lk search, Source – similarweb.com, statistics as at 01.05.2016)
6.28. Figure 28: dialog.lk referrals
(Figure 28: dialog.lk referrals, Source – similarweb.com, statistics as at 01.05.2016)
Page 55 of 67
6.29. Figure 29: Dialog.lk Display Advertising
(Figure 29: Dialog.lk Display Advertising, Source – similarweb.com, statistics as at 01.05.2016)
6.30. Figure 30: Dialog.lk Related Mobile Apps
Page 56 of 67
(Figure 30: Dialog.lk Related Mobile Apps, Source – similarweb.com, statistics as at 01.05.2016)
6.31. Figure 31: Dialog.lk & slt.lk Facebook performance index
(Figure 31: Dialog.lk & slt.lk Facebook performance index, Source – fanpagekarma.com, statistics as at
02.05.2016)
Page 57 of 67
6.32. Figure 32: Dialog.lk & slt.lk Twitter Performance Index
(Figure 32: Dialog.lk & slt.lk Twitter Performance Index, Source – fanpagekarma.com, statistics as at
02.05.2016)
6.33. Figure 33: Dialog.lk & slt.lk YouTube Performance Index
(Figure 33: Dialog.lk & slt.lk YouTube Performance Index, Source – fanpagekarma.com, statistics as at
02.05.2016)
Page 58 of 67
6.34. Figure 34: slt.lk mobile version Google speed test
(Figure 34: slt.lk mobile version Google speed test, Source – https://developers.google.com/
speed/pagespeed, statistics as at 03.05.2016)
6.35. Figure 35: slt.lk desktop version Google speed test
(Figure 35: slt.lk desktop version Google speed test, Source – https://developers.google.com/
Page 59 of 67
6.36. Figure 36: dialog.lk mobile version Google speed test
(Figure 36: dialog.lk mobile version Google speed test , Source – https://developers.google.com/
6.37. Figure 37: dialog.lk desktop version Google speed test
(Figure 37: dialog.lk desktop version Google speed test, Source – https://developers.google.com/
Page 60 of 67
6.38. Figure 38: www.slt.lk home page
(Figure 38: www.slt.lk home page, Source – www.slt.lk as at 16.05.2016)
Page 61 of 67
6.39. Figure 39: www.dialog.lk home page
Page 62 of 67
(Figure 39: www.dialog.lk home page, Source – www.dialog.lk as at 16.05.2016)
Page 63 of 67
6.40. Figure 40: Existing Broadband landing page
(Figure 40: Existing Broadband landing page, Source – www.slt.lk/en/broadband as at 30.05.2016)
Page 64 of 67
6.41. Figure 41: Proposed Broadband landing page for CRO
(Figure 41: Proposed Broadband landing page for CRO)
Page 65 of 67
6.42. Figure 42: PEOTV landing page
(Figure 42: PEOTV landing page, Source – http://www.slt.lk/en/personal/peo-tv as at 30.05.2016)
Page 66 of 67
6.43. Figure 43: Proposed PEOTV landing page for CRO
(Figure 43: Proposed PEOTV landing page for CRO)
Page 67 of 67

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CIM Membership Number: 38456913

Module Title: Digital Strategy

Level: Diploma in Professional Marketing

Accredited Study Centre: Next School Of Business (PVT) Ltd

*Dependant on the requirements of the brief.

I hereby give consent for this assignment/project, if accepted, to be used by CIM

Title Conversion Rate Optimization Strategy for

1. Task 01: BRIEFING PAPER ................................................................................................................ 6

5.12. Appendix 12: PEOTV landing page weaknesses ....................................................................... 38

6.29. Figure 29: Dialog.lk Display Advertising ................................................................................... 56

1. TASK 01: BRIEFING PAPER

1.1. Organization Summary

1.2. Purpose & the Benefit of CRO

1.3. Monitoring & Reporting Future Development of CRO

Reporting within the organization

2. TASK 02: DIGITAL MARKETING AUDIT INTO SRI LANKA TELECOM

Title Digital marketing plan in to optimize conversion rate

2.1. Executive Summary

2.2. External Digital Marketing Environment Analysis

Fluctuation of monetary value of LKR (Gunadasa, S. - Threat Medium Medium

Micro digital descriptive factors

Bargaining power of buyers

Paid PR Low Threat Low Low

Key disruptive factors of external digital environment

Summary of digital behavior according to similarweb.com

Traffic overview Majority users are in the Sri Lanka

Summary of digital behavior according to Google Analytics

Description Reach Views Likes Comments Shares Engagement vs. Views

Strengths and weaknesses of digital marketing activities

2.5. Digital Strategic Options for the Organization in CRO

7. Arise of other social (W6,W7,O5)

3. TASK 03: DIGITAL MARKETING PLAN FOR SRI LANKA TELECOM

3.3. Digital Marketing Strategy

Segmentation Targeting Positioning (STP)

3.4. Digital Marketing Activities

Tactics to conversions rate optimization of landing pages

Offers to optimize objective 01 & 02

Digital marketing activities to achieve objective 01 & 02

3.5. Digital Marketing Activities into Wider Marketing Activities

 Promote # tag Youth programs. #tag to measure awareness on radio

Implementation of Digital Strategy

Awareness Consideration Conversion Advocacy

• Facebook ads • Offer • Website • Engagement

Estimated budget for 06 month digital marketing plan

rental free  Twitter advertising Do Digital Agency 550

3.6. Control & Measure Performance

Control and measurement of digital marketing activities

Item Digital activity Tools Technique Metrics

Control and measurement of wider marketing activities

Item Activity Tools Technique Metrics

Chaffey, D (2015) Introducing RACE: a practical framework to improve your digital

David, C (2015) What are digital marketing activities?, Available

Dean, B. (2015) Conversion Rate Optimization Techniques: The Complete List,Available

Google.com (2016) Google analytics, Available at: http://www.google.lk/analytics (Accessed: 24

Gregorio,J. (2016) Conversion Rate Optimization 101 – Understanding CRO, Available

Gunadasa, S. (2015) Sri Lankan currency fallssharpl, Available at:

Hanlon, A (2013) The Segmentation, Targeting and Positioning model, Available

Jain, A. (2010). Principles of Marketing. V.K Enterprises, p.62.

Lauren, L (2016) What Is Positioning in a Marketing Plan?, Available

Mediaworks (2014) What is CRO?,Available at: http://digitalmarketingmagazine.co.uk/digital-

Morrison, K. (2015) Why People Unfollow Brands on Social Media, Available

moz.com (2016) Google Algorithm Change History, Available at: https://moz.com/google-

mtdi.gov (2015) Ministry of Telecommunication and Digital Infrastructure, Available at:

optimizely.com (2016) What is Multivariate Testing?, Available