Positioning Happy Marketer's Digital Marketing Services To Their Clients For Higher Impact

ACTION LEARNING PROGRAM
GLOBAL MASTERS IN BUSINESS ADMINISTRATION (GMBA)
POSITIONING HAPPY MARKETERS SERVICES TO ITS CLIENTS FOR IMPACT

Submitted by:
Under the guidance of:
Maheshwar Ramakrishnan
Internal Mentor Name:

Prof Subba Iyer
GAPR11IT058
Shailesh Karri
Designation: Professor
GAPR11IT081
SP JAIN SCHOOL OF GLOBAL MANAGEMENT

SINGAPORE
ALP Report Happy Marketer product positioning

Report side title
ACTION LEARNING PROGRAM (INFORMATION TECHNOLOGY MANAGEMENT)

GMBA APR11
16-Mar-12
ACTION LEARNING PROGRAM
ON
POSITIONING HAPPY MARKETERS SERVICES TO CLIENTS FOR IMPACT
Submitted in partial fulfillment of the requirement of

Global Masters in Business Administration (GMBA)
INFORMATION TECHNOLOGY MANAGEMENT
POSITIONING HAPPY MARKETERS SERVICES TO ITS CLIENTS FOR IMPACT

Submitted by:
Under the guidance of:
Maheshwar Ramakrishnan
Internal Mentor Name:

Prof Subba Iyer
GAPR11IT058
Shailesh Karri
GAPR11IT081
Designation: Professor
Corporate Mentor
Name: Mr Prantik Mazumdar
Designation: Partner
SP JAIN SCHOOL OF GLOBAL MANAGEMENT

SINGAPORE
16-Mar-12
ACKNOWLEDGEMENT
We would like to first acknowledge our sincere gratitude to Prof Subba Iyer for
connecting us with Happy Marketer and providing us with this project and an
invaluable learning opportunity. His guidance and assistance helped shape the
direction of the project.
Further, we wish to thank each of the Partners at Happy Marketer Private Ltd, Mr
Prantik Mazumdar, Mr Rachit Dayal and Mr David Liem for their invaluable
support and candor throughout the project. Together, they made the project a
fun experience and invited us to work on their ongoing projects which added
futher insights into the project and helped shape it holistically.
We also wish to thank Prof Veena Maam for all her support throughout the ALP
process whenever we approached her.
Sincerely:Maheshwar Ramakrishnan
GAPR11IT058
Shailesh Karri
GAPR11IT081
S P JAIN SCHOOL OF GLOBAL MANAGEMENT

SINGAPORE
16-Mar-12
DECLARATION
We hereby declare that the matter included in this ALP report titled Positioning
Happy Marketer Services to clients for Impact is the result of study and
interviews carried out by us. We further declare that this is our original work and
has not been published anywhere before.
This Project Work has been carried out for the sole purpose of submission in
partial fulfillment of Global Masters in Business Administration (GMBA) at SP Jain
School of Global Management, Singapore.
The above is true to the best of our knowledge and understanding.
We have read, understood and signed the Code of Ethics in accordance with
the IIP Guidelines.
Project Team:
(Sign) --------------------------Maheshwar Ramakrishnan (GAPR11IT058)
(Sign) --------------------------Shailesh Karri (GAPR11IT081)

Internal Project Mentor
Name: Prof Subba Iyer
Designation : Professor
Signature :
S P JAIN SCHOOL OF GLOBAL MANAGEMENT

SINGAPORE
16-Mar-12
Positioning Happy Marketer services for better impact
MaheshwarRamakrishnan, ITM
GAPR11IT058
K. V. Shailesh, ITM
GAPR11IT081
16-Mar-12
Table of Contents
Executive Summary ............................................................................................ 8
Chapter 1: Introduction ...................................................................................... 9
1.1. The Context ............................................................................................................................ 9
1.2. Marketing ............................................................................................................................... 9
1.3. Digital Marketing .................................................................................................................. 9
1.3.1. Social Media Advertising ................................................................................................ 10
1.3.2. Mobile Advertising.......................................................................................................... 11
1.3.3. Display Advertising ........................................................................................................ 11
1.3.4. Search Engine Marketing ................................................................................................ 11
1.3.5. Web Analytics ................................................................................................................. 11
1.4. Happy Marketer .................................................................................................................. 12
Chaper 2: Research Methodology ................................................................. 13

2.1. Problem Identification ........................................................................................................ 13
2.2. Scope and Objectives........................................................................................................... 14
2.2.1. Scope ................................................................................................................................ 14
2.2.2. Objectives ........................................................................................................................ 14
Chapter 3: Industry Analysis ............................................................................ 15

3.1. Customer Purchase Cycle................................................................................................... 16
3.1.1. Awareness ....................................................................................................................... 16
3.1.2. Evaluate ........................................................................................................................... 17
3.1.3. Purchase .......................................................................................................................... 18
3.1.4. Use ................................................................................................................................... 19
3.1.5. Advocate .......................................................................................................................... 19
3.1.6. Bond................................................................................................................................. 20
Chapter 4: Conceptual Framework ................................................................ 21

4.1. Rationale ............................................................................................................................... 21
4.2. Basis ....................................................................................................................................... 22
4.3. Customer Lifecycle .............................................................................................................. 23
4.4. Customer Tasks.................................................................................................................... 23
4.5. Brand Digital Strategy......................................................................................................... 24
4.6. Digital Marketing Metrics .................................................................................................. 25
4.7. Application ........................................................................................................................... 25
4.7.1. Methodology .................................................................................................................... 26
4.7.2. Banking ........................................................................................................................... 26
4.7.3. Tertiary Education .......................................................................................................... 28
4.7.4. Hospitality ....................................................................................................................... 29
4.7.5. Telecommunications ........................................................................................................ 30
4.8. Benefits .................................................................................................................................. 30
4.9. Limitations ............................................................................................................................ 31
Chapter 5: Conclusion ..................................................................................... 31

Chapter 6:References ...................................................................................... 33
16-Mar-12
7. Appendix ....................................................................................................... 35
7.1. Application of Framework ................................................................................................. 35
7.1.1 Telecommunications ......................................................................................................... 35
7.1.2 Hospitality ........................................................................................................................ 36
7.1.3. Education ........................................................................................................................ 37
7.1.3. Banking ........................................................................................................................... 38
16-Mar-12
Executive Summary
The concept of direct and one-to-one marketing is still the most effective mode of
reaching out to the customer even though a number of innovations and progress has
been made in the field of Marketing. However, with rising costs and inflation, direct
marketing proves to be an expensive means of spreading a brands reach. Digital
Marketing plays a vital role in bridging this chasm. The best fit between a customer and
a brand is when the brand is able to reach the customer at the most opportune moment
when the customer is in need of a particular product or experience. Brands should
perceive the Internet as a huge mall where each surfer is a shopper and can be
influenced at every click. To get an idea of the speed of information transactions on the
Internet; in 60 seconds there are 694,445 search queries on Google, 510,040 comments
posted on Facebook, more than 98,000 tweets, close to 600 new videos on YouTube, and
13,000 iPhone app downloads.
The customer lies at the heart of any marketing campaign. Therefore we start with the
customer. The customer today is well aware and connected to rest of the customer
community. Its not possible to bluff the costumer into buying anything anymore. So, we
try to understand what drives customer decision-making. With inspiration from a HBR
article we categorize the customer decision making into 6 phases. Then we do a deep
dive into each phase and related customer activities.
Further, we look at the digital marketing industry to identify cases that are unique and
innovative. This is to build perspective into technological innovations as well as how
brands are adopting various strategies to influence customer decision-making. We have
identified 4 broad industry verticals viz. tertiary education, banking, hospitality and
telecom services for this analysis. The choice of these verticals is to address Happy
Marketers clients primary areas of business.
We further crystallized learnings from the various case studies and in combination with
our secondary research and industry analysis, we generated a framework that aimed to
address four key challenges of the report positioning against competition, leveraging
digital marketing against competitors, estimating ROI from digital campaigns and the
lack of awareness of digital marketing and how it fit into the overall marketing strategy
of an organization.
The proposed framework revolves around the paying customer and the various stages
one would follow while purchasing a product or adopting an experience. The six stages
were Awareness, Evaluate, Purchase, Use, Advocate and Bond. For each of the stages,
we identified customer tasks and recommended a firms digital strategy. Further to
measure the firms performance in each of the six stages, we incorporated quantitative
metrics into the framework.
The framework was further tested with companies such as OCBC, UOB, DBS, NTU,
NUS, StarHub, Singtel, M1, Marina Bay Sands, Raffles Hotel and Fullerton Hotel. Each
of the companies in the four verticals were scored and benchmarked with the highest
performing brand.
16-Mar-12
Chapter 1: Introduction
1.1. The Context
Internet and world: It is hard to imagine the world without Internet and the World Wide
Web. From its inception in the 1960s (ARPANET, for defense) the Internet has pretty
much touched our lives in all possible ways. From the Hollywood movies like Matrix to
Economic downturn of 2008 it has played a vital role. The web has become an integral
part of the human ecosystem on this planet.
Looking at the evolution of the World Wide Web we can see that we have made a
phenomenal progress in bringing the world online. From a content centric model the
web had evolved to a search centric model. Now, again the online businesses are
evolving and being people-centric.
1.2. Marketing
The growth in size of national and international economies during the industrial
revolution led to birth of modern marketing. The technological advancements have led
to the emergence of new technologies and marketing channels. The invention of
Gutenberg's printing press in 1450 enabled mass-production of flyers and brochures.
1836 saw the first paid ad in newspaper. Advertising moved from print to radio and
television in 1922 and 1941 respectively. With Internet and the advent of E-Commerce in
1970s marketing reached new heights. The Internet has also empowered the customer
with unlimited knowledge. Today, customers are exactly aware of what they want and
its not easy to fool them into buying anything.
1.3. Digital Marketing

With millions of brands in the world and every product getting commoditized, it is
important for any brand to communicate rightly its value proposition to its customer.
Understanding your customer and going for direct marketing techniques is the need of
the hour. The Internet offers a huge potential in this regard. Brands should perceive the
Internet as a huge mall where each surfer is a shopper and can be influenced at every
click. To get an idea of the speed of information transactions on the Internet; in 60
seconds time there are 694,445 search queries, 510,040 comments on Facebook, more
than 98,000 tweets, close to 600 new videos on YouTube, and 13,000 iPhone apps
downloads. The question is: can any brand afford to be left out?
There are several digital marketing channels available now a days and each has its own
strengths. Online digital marketing can be categorized into 4 broad categories:
16-Mar-12
Social
Media
Mobile
Display
Search
SEO/SEM
Figure 1: Digital Marketing Channels
1.3.1. Social Media Advertising

This form of advertising primarily banks on existing social networks. One of the
advantages of advertising on social networks is that one can make you of information
like demographics, interests and group trends to target their ads more precisely.
To generate a better understanding social media advertising can be categorized into 3
categories:
Direct advertising based on network of friends: This is the most effective form of
social media advertisings as it builds immense credibility and trust into a
product one of your friend has just bought. The Facebook beacon project is an
example off this. However, there has been some controversy regarding this type
of advertising as it exploits personal relations for commercial purposes and
raises privacy concerns
Direct advertising placed on social networking site: This is very similar to the
conventional
ntional display banner ads. For e.g. on the right column on Facebook site as
bricks. But, social media display ads have the advantage of using user
demographic information for targeted advertising. Also, many application
developers put ads on their applica
applications
tions (which are part of the social network)
Indirect advertising by creating groups or fan pages: This is a novel concept
where interest groups or company fan pages are created on social networks.
Once a good subscriber base is build it can be effecti
effectively
vely used to create a
marketing contest, understand customer sentiment, launch new product, create
conversations on the brand etc. This can turn into a very effective self propelled
marketing channel
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10

1.3.2. Mobile Advertising
The advent of smartphones and mobile broadband has made mobiles almost as
powerful as the personal computer in terms of processing power. This combined with
the ability to track your location based on GPS has offered tremendous opportunities to
marketers in mobile advertising arena. Also, an interesting fact to note is that the total
sales of smartphones is expected to surpass the sales of PCs and laptops (put together) in
2012. This means the reach of mobile ads would be much higher.
Different types of mobile ads can be: mobile web banner (top of the page), in app
advertising, video advertising, MMS ads, SMS ads, voice ads played during IVRS,
Location based advertising like SCVNGR and Foursquare.
1.3.3. Display Advertising
Display advertising is probably the most conventional form of digital advertising
medium. This ranges for static ad banners to more lucid animated ads or video ads,
which are more attention grabbing. The ad publishers sell ad space on their web sites,
which brands use to display their banners. The publishers are paid based on the traffic
they draw to their site or based on the number of customers who click on the ad. As the
Internet user is turning a blind eye towards these display ads marketers are also
constantly innovating using new technologies and concepts to keep the customers
enticed. YouTube videos now have an ad video before the main video, some ad banners
are like microsites embedded into the webpages allowing the user to see unlimited
content and then there are certain ads which, when clicked occupy the whole user screen
creating an interacting experience for the user.
1.3.4. Search Engine Marketing
Search has become the gateway to the Internet so much so that Google has become a
verb in our dictionaries. Search Engine Marketing is based on a pull strategy. It works
by promoting a website by increasing its visibility in the search results when a user
searches online. There are various strategies adopted by brands to grab a higher rank in
search; some pay for keywords which are meaningful for their business whereas others
try to improve the content on their websites or cross linking to other websites.
1.3.5. Web Analytics
Now as digital marketing channels and concepts are evolving and becoming more and
more complex so are the ways of measuring their success. There are various web
analytics tools in market today. Their offerings range from measuring simple parameters
like site traffic to as complicated as social media sentiment. Google Analytics and Adobe
Omniture are the prominent players in the web analytics domain.
We wanted to understand the market share of each of the aforementioned tools in our
analysis and since we could not find any such data available in our literature survey, we
wrote our own scripts and Chart 1 highlights the trend among four verticals. The
verticals were selected based on the positioning of Happy Marketers services in each of
them.
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11
Chart 1: Market share analysis of the various analytics tool across four verticals
1.4. Happy Marketer

Happy is a digital marketing firm based out of Sin
Singapore.
gapore. It has close to close to 5 years
of experience in online communications, web content development, internet marketing
strategy, web site analysis, SEO /SEM and sales copyrighting. Happy Marketer is one of
the first to have Google Certified Advertisi
Advertising professionals in Singapore.
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12
Chaper 2: Research Methodology

In order arrive at the most appropriate solution we needed to take deep dive into
understanding the problems at hand. Once the problem is clearly identified we
formulate a set of objectives, w
which
hich would address multiple facets of this problem. The
subsequent steps would address all or some of these objectives.
Problem
Identification
Market
Analysis
Expert
Interviews
Objective
Definition
Literature
review
Conceptual
Framework
Report
Figure 2: Research Methodology
2.1. Problem Identification

The challenges/problems faced by Happy Marketer team while winning new contracts
cont
are:
Digital marketing is relatively new (esp. social and mobile): As difficult as it is to

sell any new product in the market it holds good for these services as well.
Another, reason is the fact that most of the CXOs are in their late 40s and have
trusted the conventional marketing channels like print media, TV, billboards etc.
and do not have much faith in these new concepts. This creates the need of
telling success stories and testimonials of how firms (local and global) have
benefited from digita
digitall marketing. These cases should be relevant to Happy
Marketers clientele and the industry verticals they operate in.
The link between offline and online: Many companies look at digital marketing
as a new initiate and do not understand how online and offli
offline
ne marketing
channels can be integrated for a greater impact. It becomes mandatory to explain
16-Mar-12
13
to the prospective clients how digital marketing fits into the big picture and
online clicks can be converted to in-store footfalls.
Measuring ROI from these campaigns: The ultimate question any business head
would ask before investing into any opportunity would be what would be the
ROI?. As talked in the introduction section, linking digital marketing efforts to
numbers, which matter to the business, is a big challenge. Marketing firms are
still struggling with metrics, which can precisely measure the performance.
Mapping digital marketing to overall strategy: Pitching digital marketing
services with the intent of selling is what almost all marketing firms do. But,
understanding the clients business, their current state and telling them exactly
what marketing strategy should be adopted in order to get the best results would
be a value proposition. If Happy Marketer has the ability to quantify the
positioning of a prospective client with respect to other competitors then it
would create immense value to both parties.
2.2. Scope and Objectives

2.2.1. Scope
The scope would involve identifying three successful yet unique campaigns in four
verticals on Digital Marketing and to draw suitable inferences. Furthermore, the
campaigns would be assessed for their impact by baselining and benchmarking these
campaigns towards pre-determined metrics. This would help create a more compelling
value proposition for Happy Marketer with which they could target potential clients.
2.2.2. Objectives
The scope translates into the following 3 objectives:
3 Unique yet successful campaigns in Banking, Telecommunications, Hospitality

and Educational institutes.
A strategic conceptual model for Happy Marketers to take it to their clients and
map their existing campaigns and services to the model.
Metrics to assess campaign performance and impact.
Figure 3: Industry verticals analyzed for this report
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14
Chapterr 3: Industry Analysis

Today, digital marketing, online advertising and analytics together have significant
impacts in almost every industry. We selected Tertiary education, Banking, Hospitality
and Telecom industries for the purpose of this report. The selection of these industries
was based on Happy Marketers services and their positioning in digital marketing. The
five arms of digital marketing as aforementioned in Chapter 1 are targeted specifically at
these industries and hence the report would help deliver a holistic perspective in this
regard.
Prior to analyzing the impact and deriving
unique examples for each of the industries as
mentioned above, we started with the
customer. In our interactions with the
Partners of Happy Marketer (from now on
referred to as the Happy Marketers in th
this
report), we found that the success or the
uniqueness of every digital marketing
campaign depended on the business
objective. A truly attractive digital marketing
campaign that enables to create a sizeable
community and brand awareness without
actually delivering
elivering economic value would
Figure 4:: Illustration of a customer
custo
eventually prove to be an ineffective
purchase lifecycle
campaign. We inferred from such interviews
that for a successful online strategy, the
company would need to align its campaign tasks to the customers purchase life cycle
(as illustrated in Figure 4).
As previously mentioned in Section 2, we found that the foremost pain point for Happy
Marketer was effectively converting corporates into trying out and eventually
purchasing digital marketing services. For example, in one of Happy Marketers
Marketer client
meetings, questions such as ROI and true value of the increase in brand awareness lead
discussions. Thus, by focusing on unique examples and case studies from around the
world in the various industries, we aim to highlight the importance of digital
digita marketing
and reaching out to the customer at various touch points.
In this regard, the customer life cycle outlined the structure for each of the industry
verticals. For instance, in the case of tertiary education, the customer would be the
potential student, the awareness phase would involve searching for different
universities that match his or her requirements, evaluate would involve comparing
different universities, purchase would reflect enrolment, use would be actually
attending courses and the stu
student
dent life, advocate and bond would be akin to career
services, graduation and playing the role of alumni for future students. We set out to
find examples in each phase as outlined above as to how potential tertiary education
customers of Happy Marketer cou
could
ld potentially adopt innovative methods of reaching
16-Mar-12
15

out to potential students at various touch points. Hence, the customer purchase life cycle
gave us the structure and the basis on which we could develop the framework for
Happy Marketer and outline the strategic and tactical tasks that universities need to
follow.
Although we had previously outlined in Section 1 that one of our key objectives of this
report was to define a digital marketing framework, we aspired to create a practical
report that not only Happy Marketer but also its customers could relate to. In this
regard, for each of the verticals, we have employed a fictitious character, John, who
would wear different hats of different personas through the different industry verticals
that we analyze in the upcoming sections of the report. From the perspective of the
different personas, we wish to address how the different demographics can be reached
using digital marketing. With this in mind, we hope to have painted certain customers
that are hard to reach out to and how digital marketing could potentially bridge the gap
between them and Happy Marketers customer.
3.1. Customer Purchase Cycle

Customers for any product or service are the people or entities who contribute to the
companys top line or revenue. The customer purchase cycle categorizes the behavior of
a customer into 6 phases, which would be elaborated in the following sections.
3.1.1. Awareness
At this phase the customer is exposed to brands over various media channels. The
customer may be unaware of the brand and its products/services. This is where brands
need to gain customer attention by communicating the value offered by them and
become their top of mind mention. This is done by online display ads, email news
letters, social media campaigns etc.. On the offline front TV ads and print ads do the job.
Online marketing enables targeted marketing efforts and ensures better returns. This is
possible because consumer demographics, browsing and search patterns can be
monitored online. Further a push or a pull strategy can be employed. Push strategy is
applicable when the consumer is unaware of his/her needs and gets exposed to an Ad
and realizes a need or interest. On the other hand the pull strategy holds good when the
consumer is aware of his/her need and searches for options online e.g. 1-year MBA
program, hotels in Singapore. This is where SEO/SEM tactics can be put to use.
When identifying unique examples of display ads, we noted the following common
elements that are required to build an engaging display ad that would inspire users to
want to find out more information:
A catchy video that subtly conveys the message of the brand and its value
An interactive element that users can involve with
A tag line that communicates value or promotions
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16
Example: Sheraton Hotel-Pillow

Pillow fight Ad
Analysis
Description: This Ad is more of a game
that allows users to burst pillows and
have fun. Once the pillow fight is over
there is a pop-up
up directing to the room
booking page
Observations: Primary goal is not
n room
booking but letting users have fun
3.1.2. Evaluate
The Evaluate phase is the stage when a customer is aware of the presence of a brand.
He/she narrows down to a few brands for a given service or product and tries to
evaluate the pros and cons of them to make the ultimate buying decision. This makes it
important for brands to focus on this phase to become the brand of choice for customer.
The presence of Internet and Web 2.0 has given voice to the customer and an incredible
channel for the new customers
tomers to interact with the existing customers to get reviews
about the product. There are online blogs, discussion forums, Facebook fan pages and
YouTube channels where consumers can listen to what these companies and their
existing customers speak. Now, what existing customers speak can be either good or
bad for the companies. So, it becomes all the more important for the companies not to
ignore these channels and actively engage in the conversations to understand the
expectations and concerns their custo
customers
mers have. A balance in spending in these avenues
is a crucial decision since the Evaluate phase is one that ultimately helps decide the
prospective customer to make the Go, No
No-Go decision.
Example: TripAdvisor, Hotel reviews
Analysis
Description:
Allows
llows Facebook login and shows reviews
by Facebook friends. Holds as many as 35
million reviews for 450,000 hotels
Observations:
Users give higher credibility to
hotels reviewed by their Facebook
friends. This leads to better
conversions
Reviewed hotels have
h
higher
bookings
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17
3.1.3. Purchase
Purchase phase is where the actual conversion takes place. When a user subscribes to a
service or purchases a product. This is most important part of the goal funnel. Research
shows that this is the phase where maximum dropouts happen. Therefore it becomes
important to maximize the convenience of transactions at this phase. Following points
should be kept in mind while managing these transactions:
A simple landing page which calls for an action with least effort
Amount of information requested from the user should be minimal
Auto fill forms should be used to enable easy capture of information
In a multi step sign-in
in or check
check-out,
out, a progress indicator keeps the user aware of
the effort/time required
This mandates a convenient

nient landing page, which would then generate higher
conversions.
Example: Google-Click
Click to call
University of Phoenix Youtube Channel
Analysis
Description:
Applicable for mobile advertising this
feature enables users to directly click a
number (while browsing) to make a
call. E.g. the illustration shows the
search results for Singapore hotels.
When user clicks the phone number
from one of the results it directly makes
the phone make a call.
Observations:
The cost of a click to a website
link is equal to a cost of click to
call
Increased convenience leads to
as high as 5% to 30% increase in
CTR
Description:
Completely customized channel with
large number of common man videos.
This means they do not have few very
popular videos but many videos each
off the viewers may relate to.
Observations:
Touches each viewer at an
emotional level
Reduces the cost of video making
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18

3.1.4. Use
At this phase the consumer owns the product and actively engages or uses it. This is
where customer support comes into pictu
picture.
re. Only satisfied customers talk good about
the product/service. Hence it is important to keep the customers happy at this stage also.
Many innovations are taking place when we talk about online customer service. Many
companies are using twitter and Faceb
Facebook
ook as a means of resolving customer issues and
concerns. Support is vital when we talk about products.
Another aspect of this phase is the experience during this interaction. Experience is tied
closely with services. The way you are treated at a hotel, yo
your
ur experience through a
course at a university, are all examples of this.
Brands should make sure that they meet the promises of quality and service, which are
made at the time of sale. And bands which manage to surpass this promise lead to what
is called as customer delight.
Example: SCVNGR at Boston Univ.
Analysis
Description:
Boston university collaborates with scvngr
to create location-based
based challenges that go
hand-in-hand
hand with offline real events to
create the ultimate engagement. E.g. for a
hockey
key tournament 2 teams playing on the
field and the corresponding students of the
supporting houses play scavngr online
Observations:
Location based challenges make
integration
with
physical
surroundings possible
There is element of fun, challenge
and team
m effort involved
3.1.5. Advocate
The advocate phase is an outcome of the bond phase. This is when the consumer starts
to talk about the brand, the good and bad experiences. They in turn influence the
customers who are in the evaluate phase of the lifecy
lifecycle.
cle. As mentioned earlier there are
numerous channels online for consumers to express their opinion. Companies need to
actively monitor and participate in these online conversations.
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19

Example: Roger Smith Life hotel
Analysis
Description:
This is a hotel for art enthusiasts.
Promotes users to write about hotel by
offering them 10% for writing blogs.
Observations:
Active on YouTube, Twitter, Blog
to enable communication with
customers
Focus is not on the services offered
by hotels but on the theme
customers want
3.1.6. Bond
This is the dream stage for every brand. At this stage the customers become lifetime
customers and brand ambassadors. They promote the brand without any kind of
incentives. This stage is typically achieved by repeated satisfact
satisfactory
ory interaction with the
brand, which leads to this bonding, which connects the brand to the customer at an
emotional level.
Example: Bell Canada Social portrait
Analysis
Description:
Bell Canada offers this Facebook
application which uses words from your
Facebook comments and posts to generate
your social portrait
Observations:
Induces fun and promotes sharing
Generates conversation
Example: Axis bank Meri zindagi ka

safar
Description:
This is again a Facebook application that
picks locations
ocations from your profile and
calculates the distance travelled in your
life.
Observations:
Links to the memories of the useruser
emotional connect
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20
Chapter 4: Conceptual Framework
Figure 16: Digital Marketing Measurement Framework that aligns a companys online
strategy to the purchase lifecycle of its paying customer and the metrics to follow
4.1. Rationale
In our interviews with the Partners at Happy Marketer, we noted that there were two
key challenges that they faced while positioning their services to their clients for better
impact. The foremost challenge was to gain customer buy-in from corporates who were
mostly from the Gen X era. Digital marketing is a recently established disruption in the
marketing industry and is yet to prove its mettle among traditional marketers who
happen to be the decision makers that digital marketing agencies such as Happy
Marketer deal with every day. Hence, the benefits and the return from digital marketing
campaigns in the view of traditional marketers were still unclear and this posed a
significant challenge.
Secondly, traditional marketers viewed digital marketing as an isolated entity. The idea
of integrating digital and the overall marketing strategy of the brand has still not been
addressed.
Another key challenge was to educate marketing decision makers the impact that digital
marketing campaigns could create and how they could position their brands against
their competitors.
Our project was aimed at understanding these challenges and addressing them with a
conceptual model that would not only help view digital marketing from a new
perspective but also position Happy Marketers services for better impact.
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21

Our approach to formulating the conceptual model was to first begin with the customer
and work backwards towards structuring a brands digital strategy. Once we managed
to understand a customer and the tasks one would perform while addressing a specific
need, we were able to clearly map and align the required digital strategy of the brand.
We define customer as the end user of a product or a service, who contributes to a
companys top line sales figures. In the four verticals we have selected, a student would
be a customer of tertiary education, a visitor / tourist for hospitality, a retail customer for
banking and a mobile / landline / Internet subscriber for the telecommunications
industry.
4.2. Basis
The circular structure of the framework stems from the fact that a customers purchase
decision is usually circular and originates from the awareness phase and one cycle
would end at the bonding phase. A brief explanation of each of the phases was
explained in each of the industry verticals outlined in Section 3.
The strength of this conceptual model lies in the flexibility and the alignment between
the customers purchase lifecycle and the companys online strategy. In this regard, we
can have two broad cases where a company might find itself on the framework.
The first situation is when the company is starting fresh and does not have any digital
media presence. In this regard, the decision makers could start from the paying
customer (the green circle in middle) and work their way up to their online strategy. For
example, without any digital media presence, it is of utmost importance to first build
awareness among customers of their brand and their products. For this the company
would have to adopt an awareness strategy where it would need to post display ads and
invest in search engine marketing to spread its reach. This would be followed by the
evaluation phase where the company would have to drive engagement once customers
are now aware of their product. Subsequently, they would have to entice customers,
drive conversion, which in turn should potentially drive advocacy and bonding among
customers. Without the current digital media presence, it is easy for the company to
embrace the framework and follow the various tasks outlined in order to align with the
paying customer.
On the other hand, a company might find itself with an online strategy already in place.
This particular type of companies could potentially evaluate where their online strategy
is on the framework. For example, if companies find themselves on the Engagement /
Enticement stage in their online strategy, they would need to find out what would
drive conversion. This could be either found out from their competitors relative
positioning on the framework or from the various tasks outlined.
Thus, the framework gives the flexibility to either start with the paying customer (a
student in the case of universities) or from the companys online strategy. It is also
important to note that this framework was postulated keeping in mind Happy
Marketers service offerings so that they would effectively align with the corporate
objectives thereby positioning it for a much larger impact on their potential customers.
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22
4.3. Customer Lifecycle

As defined previously, for the purpose of defining the framework, a Customer is one
who pulls out his or her wallet and pays to acquire a product or a service. We studied
over 30 cases in all and broadly categorized the various tasks of the customer into six
phases. The structure was made circular so as to indicate the repeat purchase aspect of
the customer decision process.
In order to understand the customer purchase lifecycle better, lets take a look at an
offline example before delving deeper into digital ones. For instance, if Mr Smith wishes
to book a hotel room stay for his family, and has currently only decided the location of
his vacation to be Singapore. In this case, he is unaware of the hotels there or the various
promotions and discounts. Typically (in the absence of digital marketing), he would
approach a travel agent and would enquire about various options available in Singapore
at the intended time of vacation. The travel agent would be expected to give a suit of
options with hotels and room types matching his budgetary constraints and location
preferences. This stage would be referred in our framework as the Awareness stage.
Subsequently, he would evaluate the menu of options offered to him and narrow down
based on some cognitive features such as cost, features, locality. Lets assume he
narrows down to three hotels Marina Bay Sands, The Fullerton and Raffles Hotel. This
stage where Mr Smith delves deeper into the options he has selected would be referred
to as the Evaluate stage in our framework. Subsequently, he would approach the travel
agent once more and make the purchase and as the name suggests this would be the
third stage of our proposed framework. The fourth stage would be when Mr Smith and
his family arrives in Singapore and stays at the chosen hotel. We refer to this stage as the
Use stage where the customer experiences the product or service offered to him. Upon
completion of his vacation, we expect that he would advocate his stay either positively
or negatively to his peers by word of mouth the phase we refer to as the Advocate
stage. This is a very critical stage to the brand as it determines whether the customer
would stay or exit the lifecycle. If the customer is satisfied with his / her experience,
especially in the case that the hotel and the service provided to him far exceeded his
expectations, we expect that the customer would not only advocate the brand but also
bond with the brand and other customers, which neatly brings us to the next stage
simply referred to as Bond. In this stage, theres a two-way interaction between the
brand and the customer and also among existing customers. This could be by word of
mouth, interactions, road shows and so forth.
Thus, we believe the model is robust enough to incorporate all the stages of the
customer in terms of traditional marketing. We explore further to see a fit between the
customers lifecycle and the brands digital strategy.
4.4. Customer Tasks

The framework further outlines the various tasks that a customer would undertake in
order to fulfill his / her specifications portrayed in the lifecycle. As described in Figure
16, for instance, in the Awareness stage, a customer would discover and learn about the
product or experience that a brand has to offer. Similarly, one would research and
16-Mar-12
23

compare the product features involving more cognitive attributes in the Evaluate
phase. Subsequently, register, sign
sign-in
in or purchase for the third stage, experience
ex
the
product in the fourth, evangelize and review in the fifth and finally portray qualities of
showing loyalty towards the particular brand. We align these tasks to the customer
lifecycle so that they can be further integrated into the brands dig
digital
ital marketing
strategy. Consequences of not aligning have been covered in Section 4.5.
4.5. Brand Digital Strategy

The digital strategy of a brand refers to the goals and long
long-term
term plan of action that a
brand may chart out in order to meet its objectives. These objectives could be to increase
awareness of a particular product, increase revenues or simply to accomplish customer
service and customer care better and faster. We postulate that if a customer is at the
Awareness stage, as seen in Figure 16, the brand
rand needs to adopt a Spread Awareness
strategy and one of the tactical methods of doing so would be to increase the inventory
of ads that are currently serving the brand. The subsequent steps have been outlined and
aligned accordingly with the customer lifecycle.
At this point, a question may arise as to whats the need for alignment and why mention
it here. Ultimately, any marketing strategy would depend on the brands positioning in
the market and its intended objective. If a company is releasing a new product, its focus
would be to spread awareness and hence acquire new customers or make existing
customers purchase the product. For example, if P&G is releasing a new soap product,
based on the positioning of the product, it would need to align its digital
digit marketing
strategy. In this case, it would select a spread awareness approach and would employ
advertising online in order to achieve this. However, on the other hand, if a Brand
Manager at P&G wishes to energize the customer base of a certain product,
product say Gillette,
it would need to create a strategy that would help customers advocate or bond with the
product, hence their plan of action would be in the region of drive engagement,
energize.
Figure17: Social Media disaster story of McDonalds
Figure 17 shows an example when a social media strategy for McDonalds went horribly
wrong when they changed the twitter handle they were promoting from
#MeetTheFarmers to #McDStories. The strategy was to revitalize followers of
McDonalds brand on Twitter, but when they changed the handle from a generic term to
a specific brand, they made the mistake of misaligning their strategy at the Advocate
stage rather than the Bond stage. As a result of this brand miscommunication,
McDonalds brand image took a social med
media
ia thrashing. This more than any other
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24

reasons stresses the importance of alignment between the various facets of the digital
media measurement framework illustrated in Figure 16.
4.6. Digital Marketing Metrics

When a company sets out to chart its digital strategy to target their customers, it is
always prudent to measure their performance regularly. In this regard, no framework
would be
complete without a set of metrics and ours is no different. We have
approached the framework with alignment as the for
foremost
emost criteria in mind and hence
for metrics we have shortlisted 26 metrics in all and aligned them with the digital
strategy of the brand, the customer tasks and the customer lifecycle, thereby making the
framework robust enough to be applied anywhere in the lifecycle of the customer. For
instance, if P&G from our earlier example intends to boost its audience in the Awareness
phase, they would simply need to measure the five metrics as outlined in Figure 16 and
those that align with the Awareness stage of the lifecycle.This
This would increase the
likelihood of a P&G customer to move to the Evaluate and eventually to the Purchase
stage of the lifecycle, thereby increasing the chance of converting potential to paying
customers for P&G such is the effectivenes
effectivenesss of the framework and its impact that could
be implied on Happy Marketers potential clients.
However, we encountered a key issue in that we were unable to acquire data for all the
metrics we had shortlisted. For example, access to information such as li
lifetime
fetime value of a
customer for any company would be restricted to the Brand Managers of that particular
company and hence difficult for us to obtain. In this regard, the framework met its first
of many limitations which will be further enunciated in the su
subsequent
bsequent sections of the
report.
4.7. Application
In order to prove the effectiveness of the framework and the metrics used, we wanted to
run it many times across the verticals in which Happy Marketer had a presence
Hospitality, Banking, Telecommunicati
Telecommunications
ons and Tertiary education. We selected three
companies in each vertical and applied the methodology illustrated in Figure 18.
18
Figure 18: Methodology followed to apply framework in Hospitality, Banking,

Telecommunications and Tertiary education
16-Mar-12
25

4.7.1. Methodology
As outlined in Figure 18,, we set weights for each stage in the customer lifecycle for every
vertical studied in the paper. In the Banking vertical, we assigned the highest weights to
the Use, Advocate and Bond stages, followed by Awareness and Ev
Evaluate
aluate and finally the
lowest to Purchase. It must be noted that these weights were assigned relatively and is
upto the user of the framework to modify the weights as per his / her requirements.
These weights were calculated with the help of interviews wit
with
h the Partners of Happy
Marketer and other expert interviews with digital marketers from PropertyGuru.com.sg.
The final weights were then calculated and were arrived at after contemplation and
using our own assumptions to the best of our secondary research and literature survey.
In this regard, once the weights were calculated, we set out to calculate scores for each
vertical in each of the six stages using the metrics. We identified Alexa.com,
socialmention.com and Hubspot.com as our primary sources of in
information
formation for the
different metrics.
4.7.2. Banking
We then assigned DBS Bank as the benchmark for the Banking vertical. The basis of
assigning DBS as the benchmark for the vertical stemmed from the fact that the bank
performed predominantly well across m
most
ost of our metrics in the different stages of the
lifecycle.
The two banks we used for comparison against the benchmark were OCBC and UOB. In
all the three banks were chosen since they were regional banks with little impact from
offline brand equity referring
rring to the impact a traditional customer would have on the
online strategy so as to bring equality among assessing the different banks.
Figure 19: Scores derived from the framework of UOB and OCBC when compared with
DBS as the benchmark
Figure 19 illustrates
ustrates the various scores achieved by the two banks in question. However,
the drawback of using the bar chart was that we were unable to illustrate the weights of
different stages in the customer lifecycle. In this regard, we took the model a step further
furthe
and mapped the scores and weights on the framework that we showed in Figure
16earlier. Figure 20 shows this figure.
16-Mar-12
26
Figure 20: Illustration

llustration of the scores of each of the banks with respect the different weights
in each stage of the customer lifecycle
To interpret Figure 20 one needs to first visualize that the higher the distance from the
center of the circle higher the score of the bank. There are three sizes of the various
bubbles in the figure. They refer to the three types of weights that were assigned
assign
in
relation to each other to the different stages of the customer lifecycle. This type of
illustration thus solved our earlier problem of illustrating the scores with the different
weights in the bar chart.
The most interesting aspect of the scoring as
aspect
pect of the framework is the competitive
positioning facet that can be interpreted immediately. It clearly shows that although
OCBC beats out UOB in two of the three critical stages in the framework, its
performance in the Advocate stage is so low compared to UOB, that UOB wins this
round by a whisker. The final scores we arrived at for UOB and OCBC were 40 and 36
respectively as illustrated in our very own speedometer ((Figure 21)!
Figure 21 shows the final scores of UOB vs OCBC with DBS as the benchmark
Our diagnosis and reasoning for the various scores are as follows. OCBCs scores in the
Awareness stage were better than those of UOB OCBCs website had more
impressions, higher traffic from search engines and a much larger index of web pages.
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27

Each of thee above metrics highlights the importance of being in the eye of the customer
when he / she is looking for a particular product / service such as a credit card or a loan.
In the Evaluate stage however, UOB performs better primarily due to the number of
unique
que visitors that it managed to attract over the course of the past month. However,
users preferred to spend more time on OCBCs website rather than of UOB. It must also
be noted that there were other parameters such as Calls and CTR of digital marketing
campaign
ampaign banners that could not be measured due to unavailability of such data in the
public domain. All three banks did not have a website and considering that the banks
had a high level of traffic from search engines, we strongly recommend maintaining an
updated blog so as to drive traffic to the banks main website.
However, the biggest impact comes when UOB wins in the Advocate stage very easily.
Owing to the fact that OCBC does not have a substantial facebook page to engage
potential and current custom
customers
ers compared to UOBs active Credit Cards page, we scored
UOB much higher than OCBC in this all important stage, thus tilting the weight towards
OCBC in the final score.
4.7.3. Tertiary Education
National University of Singapore was identified as the bench
benchmark
mark for Tertiary
Education and Nanyang Technological University and Singapore Management
University were the two universities selected for comparison. The primary purpose of
selecting the three regional universities was to bring uniformity and the regional
regiona
element into the framework. This would further make the framework taut and more
practical for digital marketing practitioners.
We identified Awareness, Advocate and Bond stages as having the highest weights in
relation to other stages in the customer lif
lifecycle.
Figure 22: Scores for NTU vs SMU on the framework
Once the scores were measured using the various outlined metrics on the framework,
we identified NTU to have a score of 56 compared to SMUs 49.
16-Mar-12
28

Awareness
Interest
Purchase
Use
Advocate
Bond
Total
Weight
Education(Student)
30
20
10
20
30
30
21%
14%
7%
14%
21%
21%
NTU
84
54
27
43
71
33.33
56
SMU
60.52
57
24
63
56
25.4
49
Table 1: Illustration of the weights and final scores of NTU and SMU using NUS as the
benchmark
We identified that NTU had a much stronger position than SMU relatively on the
Awareness and Advocate stage. After studying the numbers, it is evident that more
people spend more time on NTUs website than SMUs and they also blog about their
experience. This level of user
user-generated
generated content and advocacy was not observed in the
case of SMUs Facebook or twitter pages.
4.7.4. Hospitality
Happy Marketer rates Hospitality as its second most important vertical and hence we
took the numbers and ensured the practicality of the scores by mapping them on the
framework. Figure 23 highlights the results of comparing Raffles Hotel vis--vis
vis
Fullerton Hotel while keeping Marina Bay Sands as the benchmark. A similar
methodology to the previous verticals was followed and the following scores were
arrived at.
Figure 23: Hospitality vertical scores of Raffles and Fullerton Hotels
There were two key observations from the fundamental nature of the hospitality
vertical. Firstly, we identified that the traffic from search engines for the hotels
h
we
considered was three times higher on average compared to the other verticals studied in
this paper. Although, that maybe the case, the number of pages indexed on the three
hotels studied was quite less and a proper SEO strategy is highly recommended
recommend in order
to canonically position the pages as favorable to search engines.
Our second observation was that people tended to advocate and bond with hotels and
their branding more than other verticals. For example, cognitive features such as pricing,
comfort
ort were secondary as compared to the experience of staying or dining at a specific
hotel. In this regard, we identified Awareness, Evaluate and Advocate as the three most
important phases in the customer lifecycle for the hospitality sector.
16-Mar-12
29

4.7.5. Telecommunications
ommunications
The limitation that is immediately observed while studying telecommunications sector
in Singapore is the fact that there are only three telcos in the region Singtel, StarHub
and M1. We identified Singtel as the benchmark due to their abilit
ability
y to generate much
higher levels of advocacy and engagement on their social media pages in relation to
remaining two. After following a similar methodology as observed in the previous
verticals, we identified the scores that are illustrated in Figure 24.
Figure 24: StarHub vis

vis--vis
vis M1 on the digital marketing framework
Awareness
Weight
Telco
Score
Evaluate
Purchase
Use
Advocate
30
20
30
20
10
23%
15%
23%
15%
8%
StarHub
77
36
15
53
29
M1
50
39.00
28
33
14
Table 2 highlighting the scores of StarHub vis
vis--vis M1
Bond
20
15%
29
21
Total
42
33
4.8. Benefits
The primary rationale behind the framework was to conceptualize a model whereby a
digital marketer from any company would be able to chart his / her marketing plan for
their organization
tion in the short to medium term so as to address their customers at the
best possible customer touch points. When we decided to address these challenges
posed by clients of Happy Marketer, the framework was designed to go further and be
able to provide a score for them that would enable their Business Development
Managers to approach Marketing Heads of corporations to enable buy--ins so as to
improve Happy Marketers revenues. In this regard, we believe that the framework
effectively projects the companys positioning against its competitors. With this critical
information and the recommended steps to follow in order to derive greater economic
value, we feel digital marketers from these companies are better equipped to make
higher ROI decisions.
enefit that stems from the framework is its robustness and ability to set
The second benefit
precise goals for various departments in the organization. For example, advertising and
sales teams could be sitting in two different locations, but the fact that the framework
alignss them with specific metrics helps in identifying and shutting down communication
gaps between the brand and the customer.
16-Mar-12
30

Thirdly and perhaps the most useful feature of the framework is its ability to show the
right metric required for the intended result. Precise metrics such as impressions are
required to gauge the awareness stage of the organization and so forth.
Finally and most importantly, it helps to visualize an alignment model between a
brands digital strategy and the customers purchase lifecycle. Addressing the customer
at each of the touchpoints on the lifecycle helps in regular communication with the
customer thereby not leaving a doubt in his / her mind of the ability or the features of
the product. Converting the customer to further purchase the product would require the
emotional triggers in his mind to combine with the cognitive elements to create synergy.
4.9. Limitations
As with any framework, there are limitations based on the various assumptions we have
made. Firstly, we propose that the framework and the weights for each of the four
verticals would not hold true in the case of startups and SMEs. SMEs are more focused
on getting to know their customers and vice versa and at that stage, they would not
worry about customer retention, advocacy or bond. They would plan these stages but
would not be critical as opposed to awareness and evaluate stages. We regard these as
the two most important stages for a startup depending on the maturity of the company
and its position in its industry.
However, we also feel that the framework is robust enough to accommodate changes in
weights. If the company wishes to experiment the different digital marketing strategies
that are available it may do so by simply altering the weights that we have
recommended.
Secondly, the customer lifecycle studied here and in the Harvard / McKinsey paper are
catered to companies with B2C interactions. We feel that when businesses act as
customers as in the case of B2B, the lifecycle theory does not hold true and different
stages could be thought of for those type of interactions. Hence, the framework is
constrained with B2C interactions alone.
Finally, although the framework comprises of 26 different metrics, all of them are
quantitative. The challenge is on to find a tool that can parse human conversations to
study sentiments of a particular product / brand. In this regard, it is highly impossible
to incorporate these qualitative metrics into the framework to study other companies
and the benchmarked company.
Chapter 5: Conclusion
We set out to address the challenges posed by clients to Happy Marketer Pte Ltd and
propose a framework that would conceptualize these and crystallize them into
applications in different verticals that Happy Marketer had a presence in. The
framework that we have proposed is robust to not only incorporate the customer
lifecycle, but also the customer tasks, the brands digital strategy and the various metrics
for each stage in the customer lifecycle process. Once we had a framework to work with,
16-Mar-12
31

we identified
dentified the verticals and applied it to each of them by comparing three companies
in each vertical.
Our take on digital marketing as a field is that it is an industry that is seeing
unprecedented growth at the decline of traditional print media (see Figure
re 25).
25
Figure 25: Decline of Print Advertising Revenue Adjusted for Inflation
The rise of digital marketing and the fall of print advertising enunciate that direct
marketing is the way forward. In the traditional sense, direct marketing would be one
where
re one sales person would address one customer at any point in time. However, in
todays context this has proved to be extremely expensive. To address this gap, digital
marketing plays a vital role. Digital marketing provides the ultimate match between a
customers
ustomers preferences and a companys product offerings. As we observed in a case
study of Harrahs Entertainment in Las Vegas when an individual, Mr Smith enters the
casino along with his family. The case is that he loves playing on the slot machines, loves
lov
Mediterranean food and lets assume theres one Mediterranean restaurant across the
street that is running light on customers. The power to connect these dots is the essence
of personalized digital marketing and thats where the world is headed in our
view.Figure 26 shows Forresters take on this.
Figure 26: Forrester Research showing the way forward for Digital Marketing revenues
16-Mar-12
32

Our third learning stems from another case study we came across from a
telecommunications service provider located in the UK, named Telefonix. Their research
shows that the cost per lead from exhibitions is usually 1500 vis--vis 30 from web and
organic search results from Google. The impact of digital marketing thus transcends
across verticals and industries and is currently almost a 100 billion dollar industry.
Furthermore, in the traditional world, when a company sells a product to the customer,
unless if the customer called to complain, the company would not know whether the
customer is promoting the product to others, whether he likes or dislikes it and so forth.
Digital marketing on the other hand provides the power of reporting thereby allowing
the company to be closer to the customer and to enable tracking. This is a controversial
issue on topic and we shall not delve into the ethics of capturing user information,
although our view is that instead of being shown ads that are not personalized, we
could see some ads that are relevant to us and on which we may actually click and
purchase.
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7. Appendix
7.1. Application of Framework
7.1.1 Telecommunications
Starhub
Stages
Awareness
Impressions
Search Traffic
Reach
Sites Linking In
Pages indexed
100
20
20
20
20
20
M1
Singtel
Benchmark
0.000339
0.000177
0.000436
23%
39%
172
59200
13%
42%
118
5750
14.70%
35%
241
138000
0.000436
0.228
0.42
241
138000
Starhub
15.55
20.00
18.57
14.27
8.58
M1
8.12
11.23
20.00
9.79
0.83
76.9754564 49.9732007
Evaluate
Unique Visitors
Calls
Time on Site
CTR
Blog
100
20
20
20
20
20
Purchase
Goal Funnel
Bounce Rate
Cost per visit
Economic Value
Cost per prospect
100
20
20
20
20
20
4.9
4.7
4.6
250
313
252
4.9
0
313
0
0
20.00 19.1836735
0.00
0
15.97
20.00
0.00
0.00
35.97
34%
17%
28%
0.0073
0.004
0.01
0
17% a
0
0.01
0
0.00
0.58
0.00
14.60
0.00
15.18
28.00
0
0
1.30%
33.33
0.00
20.00
53.33
0.00
0
33.33
33.33
11.5151515
6.09756098
0
0
5.92129126
6.41025641
29.94
4.54545455
6.09756098
0
0
1.10627494
2.66666667
14.42
29.7101449 21.0144928
29.7101449 21.0144928
Use
Response Time
Customer Satisfaction
# issues / customer
100
33.3333333
33.3333333
33.3333333
6.80%
1.30%
4.70%
Advocate
# of comments / post
# of shares / post
# of UGC
# of Unlikes
# talking
# likes / post
100
16.6666667
16.6666667
16.6666667
16.6666667
16.6666667
16.6666667
7.6
1.5
0%
0
653
25
3
1.5
0%
11
4.1
0%
122
10.4
1838
65
11
4.1
0
0
1838
65
Bond
Repeat Purchase
Lifetime Value
Repeat Mentions
100
33.3333333
33.3333333
33.3333333
0.41
0.29
0.46
0.46
23
39.18
20.00
8
16-Mar-12
36
7.1.2 Hospitality
Raffles
Stages
Awareness
Impressions
Search Traffic
Reach
Sites Linking In
Pages indexed
100
20
20
20
20
20
Evaluate
Unique Visitors
Calls
Time on Site
CTR
Blog
100
20
20
20
20
20
Purchase
Goal Funnel
Bounce Rate
Cost per visit
Economic Value
Cost per prospect
100
20
20
20
20
20
Fullerton
MBS
Benchmark
0.000037
0.000014
0.00015
34%
39%
1937
4670
35%
37%
478
2940
34.60%
34%
2106
5910
3.4
3.4
3.8
259
119
228
32%
47%
36%
0.0012
0.00042
0.0042
0.00015
0.35
0.39
2106
5910
3.8
0
259
0
0
0
32% a
0
0.0042
0
Raffles
4.93
19.60
20.00
18.40
15.80
78.73
Fullerton
1.87
20.00
18.97
4.54
9.95
55.33
17.89 17.8947368
0.00
0
20.00
9.19
0.00
0.00
0.00
0.00
37.89
27.08
0.00
20.00
0.00
5.71
0.00
25.71
12.78
10.00
0.00
33.33
43.33
33.33
0
18.81
52.14
10.78
2
Use
Response Time
# issues / customer
100
33.3333333
33.3333333
33.3333333
21
88
1.40%
2.01%
1.60%
5
0
1.40%
Advocate
# of shares / post
# of UGC
# of Unlikes
# talking
# likes / post
100
16.6666667
16.6666667
16.6666667
16.6666667
16.6666667
16.6666667
0
0
0%
0
780
15
1
1
41%
0
595
22
13.5
17
67%
0
8182
121
13.5
17
67%
0
8182
121
0 1.2345679
0 0.98039216
0 10.2736318
0
0
1.58885358 1.2120101
2.0661157 3.03030303
3.65496928
16.73
Bond
Repeat Purchase
Lifetime Value
Repeat Mentions
100
33.3333333
33.3333333
33.3333333
0.28
0.33
0.42
0.42
22.2222222 26.1904762
22.2222222 26.1904762
16-Mar-12

7.1.3. Education
NTU
Stages
Awareness
Impressions
Search Traffic
Reach
Sites Linking In
Pages indexed
100
20
20
20
20
20
Evaluate
Unique Visitors
Calls
Time on Site
CTR
Blog
100
20
20
20
20
20
Purchase
Goal Funnel
Bounce Rate
Cost per visit
Economic Value
Cost per prospect
100
20
20
20
20
20
SMU
NUS
Benchmark
0.000588
0.000225
18%
36%
1100
335000
1
17%
37%
551
64700
1
0.001401
16.20%
37%
1710
199000
1
0.001401
0.179
0.37
1710
335000
1
5.9
6.5
7.1
333
358
384
7.1
0
384
0
1
33%
30%
30%
0.0091
0.0049
0.0209
Use
Response Time
# issues / customer
100
33.3333333
33.3333333
33.3333333
3.26
1.401
1.276
2.90%
2.90%
Advocate
# of shares / post
# of UGC
# of Unlikes
# talking
# likes / post
100
16.6666667
16.6666667
16.6666667
16.6666667
16.6666667
16.6666667
2
3.14
26%
0
461
21.67
Bond
Repeat Purchase
Lifetime Value
Repeat Mentions
100
33.3333333
33.3333333
33.3333333
0.42
0
30% a
0
0.0209
0
NTU
SMU
8.39
3.21
20.00
19.11
19.46
20.00
12.87
6.44
20.00
3.86
0.00
0.00
80.7189608 52.6252677
NTU
SMU
16.62 18.3098592
0.00
0
17.34
18.65
0.00
0.00
20.00
20.00
53.96
56.96
0.00
18.33
19.73
0.00
8.71 4.68899522
0.00
27.04
24.42
5.40%
1.276
0
2.90%
10.00
0.00
33.33
43.33
30.07
0
33.33
63.40
1.1
1.85
46%
0
462
14.5
4
3.4
0%
0
546
21
4
3.4
0.46
0
546
21.67
8.33333333
15.3921569
16.6666667
0
14.0720391
16.6666667
71.13
4.58333333
9.06862745
16.6666667
0
14.1025641
11.5079365
55.93
0.32
0.24
0.42
33.3333333 25.3968254
33.3333333 25.3968254
16-Mar-12
37

7.1.3. Banking
UOB
Stages
Awareness
Impressions
Search Traffic
Reach
Sites Linking In
Pages indexed
100
20
20
20
20
20
Evaluate
Unique Visitors
Calls
Time on Site
CTR
Blog
100
20
20
20
20
20
Purchase
Goal Funnel
Bounce Rate
Cost per visit
Economic Value
Cost per prospect
100
20
20
20
20
20
OCBC
DBS
Benchmark
UOB
OCBC
0.000588
0.000225
9%
37%
55
4520
12%
36%
237
5920
0.001046
10.10%
43%
298
90300
0.001046
0.12
0.43
298
90300
7.5
3.31
3.12
268
400
243
7.5
0
400
0
1
20.00
0.00
13.40
0.00
0.00
33.40
17%
23%
22%
0.0084
0.0072
0.0363
0
17%
0
0.0363
0
0.00
20.00
0.00
4.63
0.00
24.63
11.24
15.00
17.21
3.69
1.00
48.1445147
UOB
Use
100
Response Time33.3333333
33.3333333
# issues / customer
33.3333333
2.077
1.401
1.572
2.06%
1.50%
3.00%
Advocate
100
# of comments16.6666667
/ post
# of shares / post
16.6666667
# of UGC
16.6666667
# of Unlikes 16.6666667
# talking
16.6666667
# likes / post 16.6666667
1
2
0
0
216
7
1.5
0
0
0
8
1.3
5
0
0
0
84
17.5
Bond
100
Repeat Purchase
33.3333333
Lifetime Value 33.3333333
Repeat Mentions
33.3333333
0.44
0.46
0.32
1.401
0
1.50%
0.46
4.30
20.00
16.74
15.91
1.31
58.2635145
OCBC
8.826666667
0
20.00
0.00
0.00
28.83
11.81
3.966942149
15.77
17.25
0.00
20.89
38.14
33.33
0
33.33
66.67
3.33333333
0
0
0
42.8571429
6.66666667
52.86
5
0
0
0
1.587301587
1.238095238
7.83
31.884058
31.884058
33.33333333
33.33333333
16-Mar-12
38

Positioning Happy Marketer's Digital Marketing Services To Their Clients For Higher Impact

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ACTION LEARNING PROGRAM

GLOBAL MASTERS IN BUSINESS ADMINISTRATION (GMBA)

POSITIONING HAPPY MARKETERS SERVICES TO ITS CLIENTS FOR IMPACT

Under the guidance of:

Internal Mentor Name:

SP JAIN SCHOOL OF GLOBAL MANAGEMENT

ALP Report Happy Marketer product positioning

ACTION LEARNING PROGRAM (INFORMATION TECHNOLOGY MANAGEMENT)

ALP Report Happy Marketer product positioning

ACTION LEARNING PROGRAM

POSITIONING HAPPY MARKETERS SERVICES TO CLIENTS FOR IMPACT

Submitted in partial fulfillment of the requirement of

INFORMATION TECHNOLOGY MANAGEMENT

POSITIONING HAPPY MARKETERS SERVICES TO ITS CLIENTS FOR IMPACT

Under the guidance of:

Internal Mentor Name:

SP JAIN SCHOOL OF GLOBAL MANAGEMENT

ALP Report Happy Marketer product positioning

S P JAIN SCHOOL OF GLOBAL MANAGEMENT

ALP Report Happy Marketer product positioning

(Sign) --------------------------Maheshwar Ramakrishnan (GAPR11IT058)

(Sign) --------------------------Shailesh Karri (GAPR11IT081)

S P JAIN SCHOOL OF GLOBAL MANAGEMENT

ALP Report Happy Marketer product positioning

Positioning Happy Marketer services for better impact

ALP Report Happy Marketer product positioning

Chaper 2: Research Methodology ................................................................. 13

Chapter 3: Industry Analysis ............................................................................ 15

Chapter 4: Conceptual Framework ................................................................ 21

Chapter 5: Conclusion ..................................................................................... 31

ALP Report Happy Marketer product positioning

ALP Report Happy Marketer product positioning

ALP Report Happy Marketer product positioning

1.3. Digital Marketing

ALP Report Happy Marketer product positioning

Figure 1: Digital Marketing Channels

1.3.1. Social Media Advertising

ALP Report Happy Marketer product positioning

ALP Report Happy Marketer product positioning

1.4. Happy Marketer

ALP Report Happy Marketer product positioning

Chaper 2: Research Methodology

Figure 2: Research Methodology

2.1. Problem Identification

Digital marketing is relatively new (esp. social and mobile): As difficult as it is to

ALP Report Happy Marketer product positioning

2.2. Scope and Objectives

3 Unique yet successful campaigns in Banking, Telecommunications, Hospitality

Metrics to assess campaign performance and impact.

Figure 3: Industry verticals analyzed for this report

ALP Report Happy Marketer product positioning

Chapterr 3: Industry Analysis

ALP Report Happy Marketer product positioning

3.1. Customer Purchase Cycle

ALP Report Happy Marketer product positioning

Example: Sheraton Hotel-Pillow

ALP Report Happy Marketer product positioning

This mandates a convenient

University of Phoenix Youtube Channel

ALP Report Happy Marketer product positioning

ALP Report Happy Marketer product positioning

Example: Axis bank Meri zindagi ka

ALP Report Happy Marketer product positioning