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Strategic Planning for Digital Marketing Communications Company: Bookstore.co.uk

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CHALLENGES AND OBJECTIVES 1a Challenges Business challenges 1. Economic / Political Issue: The sluggish economy / Global ceconomic crisis. UK consumers are spending less online with Econsultancy (2011a) reporting a drop in basket values of 10% between June/July and 20% July/August this year, leading to 7% and 14% falls in turnover for these periods respectively. The results are even more startling when compared to 2010 figures. Between July/August 10 basket values grew by 9% on June/July of that year with overall turnover showing growth of 8% (Econsultancy, 2011a.) Unemployment is now at a 17 year high of 2.62 million (BBC,2011), deepening financial woes yet Mintel (2010) projects that unemployment will fall slightly by 2015. Even given a slight increase in employment figures, purse-strings will continue to be tightened. Challenge: Mintel (2011a) reported 87% of internet users had bought something online during 2010, however they were limiting themselves to just one or two industries. The challenge is to not only keep customers returning to sites and spending money but also spending more and varying their online purchases when they do. 2. Legal issue: Ethical practice and legislative adherence: Data protection laws create a problem with regards to the information you capture and the usage of it therein. Personal information is extremely valuable to marketers yet an ethical tight-rope must be trod in order to balance benefiting users experience and exploiting privacy (Chaffey, 2009.) The level of information consumers are willing to share can be measured through optin / out practices. Internet law and practices are frequently updated and have proven to be controversial notably with Facebooks actions frequently questioned. Contracts relating to cancellations, delivery, returns policies, and pricing must be drawn up professionally and adhere to rules outlined by the European Union (Chaffey, 2009) reassuringly, measures such as disclaimers can be introduced as protection to retailers if mistakes are made (Sparrow, 2000.) Accessibility is a major concern for sites and relates to ease of access for all users. In the UK these regulations fall directly under the Disability and Discrimination Act 1995 (Chaffey, 2009.) Challenge: To be aware of up-to-date legislation and assure implementation, provide detailed disclaimers relating to sale and return and ensure accessibility to all users. 3. Social Issue: Rise of the smart shopper. With unemployment set to rise in 2012, GDP forecast to fall and disposable income flat-lining (HMRC, 2011) consumers have become extra savvy with 55% of UK consumers researching products before making a purchase (Mintel, 2001a) through price-comparison sites (43% of internet users) with many refusing to pay full price for goods (Mintel, 2011a). In the UK alone, 24 million have used price comparison sites (Mintel, 2010c.) Trendwatching.com (2011) labelled this growing trend, dealerchic, and reported that for consumers it is not only accepted behaviour but in fact admired by fellow shoppers, the increase in popularity of the price comparison site has also lead to increased price transparency. Challenge: Less cash circulating in the economy, rising unemployment and consumers not only becoming increasingly frugal but also actively investing time in searching out the best deals means that businesses are far more susceptible to brand disloyalty, backed up by Datamonitor (2011), whose research shows that buyer independence and low-cost switching of supplier have led to tremendous consumer power growth. The challenge is to provide a unique service proposition in order to generate leads and retain custom. 4. Social Issue: The active consumer. Internet users are becoming increasingly active on product review sites more than 130 in the UK alone (Mintel, 2011a) - 64% have read peer reviews before purchasing a product (Mintel, 2011d) yet the same report does suggest that scepticism belies some transactions as consumers receive differing price information from site to site. Less than 20% of consumers have submitted their own reviews on such sites and a mere 13% have actively participated in product discussions online (Mintel, 2011d), yet as Godin (2008) points out, in order to generate a movement only a small percentage of overall users need to be actively participating to posts. This being, 20% of active submissions would create more than enough review content to engage and influence consumer opinion. Challenge: As Ryan and Jones (2009) point out, its not a case of being the cheapest its about the unique value proposition that your overall product and service provides which will generate leads. Therefore the challenge for businesses is to find the best balance between price and service in order to provide value to the consumer best fitting to their needs which they perceive the competition cannot match.

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Industry challenges 5. Economic Issue: Entry to market: There are three dominant market leaders: Waterstones, WHSmith and of course, Amazon with two further SMEs in Foyles and Blackwells taking up a large amount of the market share (Datamonitor360, 2011). Waterstones - the market leader - had an annual turnover in 2010 greater than 488mn (FAME, 2011a) with Amazon turning over 147mn (FAME, 2011b), it must be noted that these retailers have other revenue sources such as bricks and mortar stores in the case of waterstones and diversification of product in the case of Amazon. These figures are unimaginable for Bookstore.co.uk and present a huge challenge for a company of your size. Challenge: Gaining market share in a highly saturated market through limited funds. 6. Social Issue: Level of engagement from youngsters. With a wealth of new entertainment options available to youngsters today, books face an increasingly difficult challenge of engagement. Fortunately for the medium, 36% claim to read during the week and 28% at weekends, this is in contrast to a mere 7% who claim to play computer games at any point (Mintel, 2010b.) Further research (Mintel, 2011b) shows that a mere 9% of Brits currently store files online, with over two thirds say they enjoy the physical nature of books and the subtle relationships they form with them (Mintel, 2011b). Generation X + Y embrace the new technology, as they have grown up with technology at the heart of both their social and school life, with the 25-34 year olds being the most engaged online for leisure purposes (Mintel, 2010d.) The introduction of e-readers such as the Kindle have proved popular with 12.8 million devices sold worldwide by 2010 (48% of these were Kindle products) (IDC, 2011) and will grow so with traditional print based purchasers peaking at 45-54 years old (Mintel, 2011b), the younger generation will undoubtedly turn more and more so to e-readers or a combination of both physical books and e-books (Mintel, 2011b.) Challenge: Nurture and cultivate the younger generations appreciation and usage of new technology whilst simultaneously leveraging the sustained popularity of reading amongst the young in order to engage this and future generations. Organisational challenges 7. Technological / Social Issue: Absence of social-media presence. Social media is growing quicker than any media before it (Osburn, 2011) with Facebook (2011) now claiming in excess of 800 million users worldwide, 350million accessing the site through mobile devices and 50% of users logging on, on any given day. Studies by Mintel (2011e) show that 40% of the UK public actively use one social media site, with 23% actively engaged with two platforms, however 30% of those surveyed claimed that they found the sites too intrusive. An ever increasing number of businesses are leveraging this medium, with 70% (Econsultancy, 2011b) using social media to connect with their audience the second most popular form of digital communication behind that of a main website. Challenge: To connect to the audience in an original, engaging way through the medium of social media without appearing intrusive or aggressive in nature. 8. Technological Issue: Security / Trust. Although credited with one, the website currently does not promote a visible security certificate. Gefen and Heart (2006) state that customers trust directly influences their online purchasing decisions and later their decision to provide personal data in order to finalise any transaction therein. McKnight, Choudhury and Kacmar, (2002.) Mintel (2011a) report that 62% of consumers believe that purchases online are secure, yet consumers prefer to purchase from sites which they are familiar with as this breeds trust (Mintel, 2011a), this is backed up by the work of Gefen and Heart (2006.) Google has recently launched the currently in-beta Google Trusted Stores scheme which provides an on-site badge which proves a sites trustworthiness through association with Google (Econsultancy, 2011c.) Incorporating this badge will no doubt lead to increased trust and better SE placement yet the drawback is that sites may be required to provide traffic and delivery data in order to reap the benefits. Challenge: To create a site and brand which harbours trust in potential customers whilst also delivering lasting satisfaction to customers in after-sales support and action. 9. Technological Issue: Lack of traffic to the site. Data collected from Alexa (2011a) places Bookstore.co.uk as the 74,687th visited site in the UK with a bounce rate of 50.8%, 2.9 average page views and 112 backlinks. Surprisingly, the data shows that a mere 48.1% of traffic originated in the United Kingdom (further data was not available.) In comparison, Waterstones is ranked 740th in terms of UK traffic, 45.2% bounce rate, 10.9 average page views and 4,469 backlinks (Alexa, 2011b.) When compared to a more direct competitor in Bookdepository.co.uk the data is just as alarming. Alexa (2011c) positions Bookdepository.co.uk as the 1,328 th most visited site in the UK an (at worse) 44.8% bounce rate, 6.4 average page views and 5,410 backlinks. The

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average time spent on these sites is: 1m55s, 4m58s, and 4m20s respectively. Either there is a lack of trust with the site, an issue with usability or engagement. Challenge: Drive further traffic to the site by various means and deliver an engaging, usable experience once leads have been made. 10. Social Issue: Lack of brand awareness. According to Mintel (2011a), retail brand names have been crucial factors in converting internet users into internet spenders, and increasing the proportion of spend that consumers are prepared to make online, therefore a development of a brand is key if you are to gain market share. As Saeaeksjaervi and Samiee (2011) customers will continuously purchase from companies (and therefore the brand which they represent and vice-versa) which they can buy into. Therefore, building brand identity is key to establishing customers. Research by Gammoh, Koh and Okoroafo (2011) highlights that although branding is powerful when attempting to generate leads and create a customer base, Global Consumer Cultural Positioning (GCCP) that is, the position of a brand at global level is far more influencial than that of a Local Consumer Cultural Postioned (LCCPed) product this is a problem for your organisation as it quite clearly falls under the label of the latter. To an ever-increasing state, corporations are working to relationship marketing models (Chaffey et al 2009), the hope is that customers will begin to exhibit both emotional and behavioural loyalty which, when combined with the appropriate CRM strategy will lead to True Loyalty (Sargeant and West, 2001) and a lasting deep-meaning B2C relationship. Challenge: Developing a brand identity and appropriate CRM and e-CRM strategies in order to engage and retain custom over the customer life-cycle. 1b Objectives 1. Drive traffic to the site: Growth objective. Challenge met: 10 *Secure 100 unique visitors within first month with an incremental 5% per proceeding month. *Achieve top 3 positioning from Google organic search for critical key-phrases *Implement offline marketing incentives with relevant call to action 2. Build trust: Lead generation / Retention objective Challenge met: 9 * Uniform pages to promote familiarity throughout site *Sign-up to Google Trusted Stores scheme and employ prominent positioning of security certificate on home and transactional based pages * Community interaction and engagement practices Spread out across the year. *Introduction of re-commerce (Trenwatching.com, 2011a) initiatives 3. Increase stickiness: Retention objective. Challenge met: 10 * Achieve stickiness of 4 minutes ***in line with current data from competitors*** *Reduce bounce rate by 10% (from previous data) by ensuring leads land on appropriate pages to their initial search ***from what to what?*** * introduce added-value services and cross-selling. 4. Increase sales: Conversion objective. Challenges met: 1 / 3 / 5 / 7 *Achieve AOV of ***compare competitors levels in order to decide on a price*** 15 *Introduce and promote cross-selling initiatives *Achieve basket drop-out rate of <30% - Better than industry standard (Econsultancy, 2011b)

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*Gain market share of 5% within 12 months A value of 22,093 from total market value of 441,873 (BML, 2011.)

5. Encourage interaction with content / Build brand awareness: Growth / Retention objective Challenges met: 6 / 8 / 11 * Build, develop and sustain social media presence. * Enable customer endorsement via social media third-party plug-ins. *Create customer reviews and rating platform on site TECHNIQUES AND REQUIREMENTS 2a Critique Competitors site and previousBookstore.co.uk marketing communications strategy Website Bookstore.co.uk critique: The site faces great usability issues. Following the Dotcom crash at the turn of the millennium and the subsequent revival of e-commerce in the shape of Web2.0, users now expect much more from their online shopping experience. They dont simply want to be provided with the function enabling them to shop, they want to be given a pleasant experience whilst carrying out their e-retail therapy (Neilsen, 2011.) 50% of UK consumers claim that they will abandon their cart if their preferred payment option is not available (Charlton, 2009), Bookstore.co.uk accepts payment via the majority of major credit and debit card companies. Issues lie within checkout on the site. 77% of consumers have claimed they have experienced problems when attempting e-commerce payment and 46% stating they have terminated a transaction resulting from these problems with 13% claiming they had shared their problems via online forums (Clark, 2009.) Therefore this is a major issue and one which threatens the very viability of a site. When attempting to pay for products on the site - even once signed - in an error message continuously appears claiming that the user is not authorised to purchase (numerous e-mail accounts were set up and tested to verify the issue.) When adding items to the basket, functions such as save for later exist, however once returned to the product page, no information on order total or number of items in basket is immediately available, users must click through onto view basket in order to retrieve this information such functionality reduces the efficiency of usability and will lead to lesser AOVs. Although a valid security certificate is held it is hidden two levels into the site, making it virtually invisible to the average customer. This needs to be given greater prominence on the site given the importance of trust outlined earlier in this report. Further usability issues exist concerning white space. Best-sellers are positioned far down on the left-panel, Neilsen (2010) suggests that important content should be placed as close to the top of the page on the left hand side as 69% of viewing time is spent on this side of a site. Content links are arranged in an illogical manner with no clear order, creating confusion for the user with subjects such as photography places above the browse by category tab yet positioned alongside delivery charges and advanced search. When a category is selected, sub-categories align across the top of the middle column as mentioned, users automatically train their eyes towards the left-hand column meaning this information may be missed and users may believe that their product is unavailable. With this being the case, they are highly likely to shop somewhere else due to the saturation of this market. Although most products do have a product review attached to them, there is no user review functionality currently available on-site such functionality is claimed to be vital by 88% of consumers, yet only 42% of retailers provide it (Wasing 2011), another opportunity to build consumer trust and differentiate from the market. Competitors such as Bookdepository.co.uk have introduced social media plug-ins for both Facebook and Twitter, allowing customers to share their purchasers or views on stock with friends online. Research from Keane (2010) suggests that although blog posts by friends are still seen to be the most reliable source of information when it comes to purchasing decisions at 26%, yet posts by friends on Facebook returned a 23%

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trust rate. Worryingly, data from the same report showed that posts on Twitter were trusted 12% of the time, suggesting that the platform be best used for B2C trust building communications, not e-commerce purposes. Social Media Bookstore.co.uk critique: Up until 26/11/2012 there was no social media take-up to speak of. A twitter account is now active with regular daily updates yet many posts are retweets from other sources or personal remarks from the owner in fact tweets incorporating a call to action for the site provide just 15.7% of content clearly the opportunity for lead generation is not being optimised here. Facebook pages are currently being utilised by 70% of local business (Singlegrain,2011) as part of their marketing in order to raise awareness of their product and engage with the current, tech-savvy under-25s which take up 45% of overall internet usage (ITU,2011) as well as the older generation who are connecting with the technology at an ever increasing rate (Mintel, 2010e.) Bookstore.co.uk has made no attempt to create a presence on this platform to connect with its audience. Ostrow (2010), reports that 22.7% of online activity is spent through social networking. As a comparison, gaming - the second largest contributor - takes a 10.2% share. Research collected by Bodnar (2011) shows that the average Facebook user spends 23 minutes on the site during each and every visit, with Facebook (2011) claiming that more than 50% of their active users log-in every day. Further indicating the power of social media in todays market. Competitor critique Thebookpeople.co.uk: Show an active approach to twitter, using the platform for CRM purposes (responding to customer queries, posting direct response questions), release updates, promotional offers and competitions. This had led to the company collecting 4,673 followers and promoted on 176 lists. The latter is more important in terms of brand equity as it acts to re-affirm customers as to the viability of the brand. The brand also hosts an active Facebook page with 6,890 likes. These numbers are built through hyper interaction from the company itself. Engagement occurs throughout the site through on page questions and competitions, the info page refers to the family values of the company and frequently mentions customers and their needs throughout the mission statement. Alongside this there is encouragement for customers to leave feedback and post up queries which are replied to efficiently, in a personable and informal manner this approach has been gratefully appreciated by the community with numerous positive comments posted on the site from customers thus leveraging the power of peer review to strengthen CRM and deepening the companies online brand equity in the eyes of customers. Robles (2011) writing for Econsultancy notes that just 25% of companies with a Twitter account respond to customer queries, dropping to 17% on Facebook, 11% when those customer comments were negative. Clearly there is an opportunity here to deepen consumer trust and loyalty simply by responding on these platforms and as mentioned earlier, when customers do encounter a negative experience, they do not shy away from spreading the word on review sites and consumer forums. A blog is also run parallel to the main site, rich in content, covering topics from around the publishing spectrum. At the bottom of each blog post there is the option to share the content across 5 different platforms (plus options to bookmark or add to RSS feed), a twitter feed is embedded whilst the Facebook and indeed Twitter accounts are advertised within the blog along with an option to sign up to the sites newsletter and RSS feed. E-mail Bookstore.co.uk critique: A newsletter subscription is offered on the site and once subscribed a confirmation e-mail is sent yet the subsequent correspondence is sparse and un-targeted. Newsletters are sent out at irregularly and inconsiderate of seasonal opportunity. At the initial point of sign-up limited information is requested of the subscriber and even once registered, no further permission marketing is attempted to garner additional data for future targeted e-marketing. Past-purchases, AOV and frequency data which can all be sourced from individual account information is also neglected, failing to be translated into targeted correspondence, Kelleher (2011) in Econsultancy, points out that findings have shown that if targeted correctly, e-mail marketing can lead to increased income of anywhere between 45 and a staggering 200%.

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Competitor critique Waterstones: Once registered with Waterstones, customers are offered the opportunity to opt-in to a targeted, timed newsletter surrounding their tastes and preferences which they highlight through tick-boxes via their account page. Waterstones also offer a free loyalty card scheme, encouraging customer loyalty and from a marketing communications point of view, this is extremely useful as the data gathered from sales via the unique number of each card can be extrapolated and utilised in future marketing campaigns. Each purchase accumulates points towards discounts on later purchases, encouraging customer extension through perceived benefit of points, promoting repeat purchase and behavioural loyalty. 73% of UK adults now use a loyalty card (Mintel 2009) indicative of immense popularity yet just 7% aim to shop as much as they can through a store which they hold a card for and a mere 2% claimed they would shop elsewhere if their current store scrapped such a scheme. Conflictingly, research by Mintel (2009) suggests that loyalty cards play a large role in the potential of cross-selling for retailers who incentivise customers to purchase through conditional voucher-based offers regularly mailed out yet this type of action sees a take-up of just 14%. 2b Proposals SOCIAL MEDIA * Introduction of plug-ins Introduction of Facebook like buttons for each product on the site as well as homepage This is free to incorporate and will increase both brand awareness and traffic. Facebook will also be rolling out Facebook Gestures (Mashable, 2011) which will allow inclusion of buttons such as read and bought within a product description page which when pressed would, again, appear on that users Facebook profile. According to Facebooks internal research (Mashable, 2011), younger users are put off liking pages due to implied endorsement yet they would be more willing to hit buttons which distanced them from any direct promotion. Facebook also offer a comment function which can be embedded within individual product pages themselves. The beauty of this is that users do not need to sign-in to the site to post comments, the can simply sign-in through their Facebook accounts. There are however possible consequences to this such as spam and malicious posts, therefore the site would need to be moderated to some extent to make sure that comments are kept clear. Including Google +1 buttons as another option for users will secure stronger SEO rankings. According to Mintel (2011c), every impression of a +1 button feeds information through to Google which improves SEO positioning. Google +1s also affect pagerank scores and therefore the likelihood of increased back-links from quality sources. * Creation of Facebook Page Once customers have liked content within the site, this information will automatically be transferred on their Facebook wall and friends newsfeed. In order to capitalise on this, it is highly recommended that a Facebook page be created to generate future leads to the site from such referrals. This page should primarily be used for CRM purposes and therefore it is advised that content relating to releases, reviews and other push-marketing be kept to a minimum, if not avoided completely. Competitions and special event information would be considered prime content for the site. Facebooks Questions should also be leveraged for further engagement with consumers in order to gauge their perceptions on service, stock and usage. Two-way engagement must not be overlooked as consumers will submit queries which must be answered many corporate Facebook pages are set-up and left unmanaged by owners this mistake must not be made as correspondence is not only vital to maintaining excellent CRM but also developing trust and brand identity. Links both to the companies blog, Twitter account and main site should also be advertised within the info section of the site. * Management of Twitter account The Twitter account is already active and must be maintained for reasons relating back to that of an inactive Facebook corporate profile. Users will engage with this platform but to a lesser extent to that of Facebook, it is therefore suggested that the Twitter account be used primarily to interact with industry specialists such as publishers, blog-owners, authors, critics and so on with a view to nurturing relationships, leading to excellent back-linkage to the main site. As a result of these actions, new releases and reviews can be released through this platform with the relevant nods to authors and publishers attached via hash-tag. Also of consideration is the timing of tweets. The platform can be leveraged to raise awareness of the brand through releasing tweets

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which coincide with the release of a movie-tie-in release (such as that of Harry Potter and Dan Brown Trilogy) or indeed a major book release itself. When major events such as these occur, the topics trend on large scale and it is important that is capitalised upon. SEO * Creation of blog *Content specific keyword placement Although time-consuming, the creation and maintenance of a blog can boost trust. There is plenty of scope for SEO development through this medium. For example, keyphrase terms are given greater priority over keywords on SERPs (Chaffey, 2009) with many employable techniques available to increase SERP positioning. It is recommended that the site produces a separate blog which is connected to the main site via a link on the home page. Each entries content should refer to a subject matter on the main site. This can include products (reviews and stock information), events (both company and industry specific e.g. World Reading Day), promotions and industry related posts. Each article should include one back link to the main site to a specific, post related page this is important as irrelevance is also marked by the SE spiders as spam. It is imperative to consider the copy on each page, as on page optimisation is extremely important to results on SERPs considerations include keyphrase density, placement in headings, anchor-text, propinquity to head of document, use of alternative image text and document meta-tagging (Chaffey, 2009). A major consideration for SEO is to avoid over-usage of keywords as SE spiders will mark this as spam, severely damaging SEO objectives. N.B: These approaches should also be introduced on all product pages throughout the main website. SEO *Engagement with industry experts and bloggers There are a number of ways to improve link-building goals. Chaffey and Smith (2008) suggest that although natural back-links can occur through useful content, there is a need to be proactive in order to increase this number. It is recommended to identify popular content, creating pages covering this content under a suitable tab. For this market it is suggested that tabs containing titles such as: publishers, review sites and blog-rolls be used although, due to Googles algorithm, the quality of the outbound link source must be taken into account in order to avoid damaging SEO placement. A simple way to check the quality of the outbound source is through its page-rank score or through checking inbound links to the site through Alexa searches. Therefore it is advised to link up with recommended associate sites such as trade associations, industry bloggers and critics. It must be pointed out that keyword meta-tagging will only assist with internal searches, this should be considered as an integral part of usability (Neilsen, 2011.) PPC *Paid-for advertising campaign Google Trends (2011) data shows that searches for keywords and phrases, Book, Books Bookstore and Weybridge Bookstores, show no peak time at any point in the year, suggesting that on a small budget, there is little opportunity for gain through running seasonal PPC campaigns. A Google search for the keyword, Book, returns results showing The Book People at the top position and The Book Depository in 5th position. Waterstones and WHSmith, the two largest competitors in the market take up 8th and 9th positions respectively. A search for Books, returns similar results with The Book Depository positioned 2nd and The Book People in 3rd with WHSmith and Waterstones in 4th and 5th. Data from Google Adwords Traffic Estimator (2011) points to a great opportunity to utilise a small budget in order to quickly gain a visible positioning for this search. According to the data, a budget of 60 set aside for the keyword, Books, should return an estimated 107 clicks per day at a cost of 58.33 ( 54pence per click) and an advertising positioning of between 1st and 2nd. It is suggested that for a company of this size, two separate approaches are taken to the PPC campaign. Due to over-indulgence at Christmas time people do not have a lot of disposable income during the first quarter of the year, therefore a two-month, 60 per day budgeted campaign should be run from February. Sales figures will need to be boosted during the second quarter, due to this a full three-month PPC campaign is advised to be run, increasing the daily budget to 80 before returning to a two month, 60 daily budget strategy during the 3rd quarter, starting in July in order to capitalise on students returning to school in early September. Finally, during the fourth quarter, with a view to boosting sales ahead of the Christmas period, a full three-month campaign should again be rolled out with a maximum budget of 100 allocated during this period. This will result in a total yearly budget of 16,631.

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USABILITY / NAVIGATION * Improved Website lay-out *Up-selling / Bundling The search function is too specific Leaving no room for miss-spelling or grammatical error, which older generations are notably prone to(Mintel, 2010e.) In order to increase the success rate for searches with errors, pages must be optimised for these mistakes with the appropriate tags attached this will increase AOV and in turn reduce the level of basket abandonment. Security clearly is a primary driver for consumers and must be considered by all websites, least not sites with limited visibility and lack of brand awareness. It is suggested that the security certificate is given a more prominent position throughout the site, optimally uniformly below the users basket re-assuring the customer throughout the purchasing process. Navigational links are vitally important when it comes to consumers on-site experiences as they act as the lifeline, threading the user through the site. Left-hand panel links on the site need to be re-arranged in alphabetical order with the best-sellers list being given its own link near the top of the panel users will automatically gravitate to this link. Second level navigation problems persist and must be rectified as users attention predominantly lies on the left of a site (Neilsen, 2010) yet sub-category navigation currently lies to the top of the middle column. It is suggested that a drop down column is attached to all primary categories and become available once those targets are chosen this will simplify navigation and also make it a much more intuitive experience for the user. The basket itself is an extremely important aspect to any ecommerce site as consumers are much more likely to terminate transactions if problems are experienced during the buying process. Currently, no basket total is provided to the consumer during the buying process. Automatic basket calculations must be made on-site with additional data showing quantity totals. This is of benefit to the company as consumers need not navigate away from the product page until checkout. Opportunities to cross-sell are currently being ignored. Introducing ASOS-style (Rouke,2011) suggestions based on product tagging would introduce a persuasive element to sales it is suggested that top-sellers and highvalue goods be suggested through this method encouraging increased AOV and customer value. A further consideration is to incorporate an up-selling bundling approach to these suggestions with discounts applying to orders which include numerous similar products. It has already been shown that consumers today look for value when shopping online and this method will increase OVP, strengthening its position in the market. E-mail *Improved newsletter correspondence * Greater targeting *Personalisation The current approach to e-mail marketing is un-targeted and widely irrelevant as information such as previous purchases, frequency and AOV arent utilised when creating correspondence. Communications are irregular and there are no seasonal correspondence techniques to speak of. It is strongly advised that an IDIC approach to marketing on all levels is employed This can be done through the current registration process (Identification), segmentation of customers through opt-in data deliverables (Differentiation), targeted e-mail (Customisation) and suggested social media platforms (Interaction.) Two generic e-mails should be sent out to every individual in the companys database each month on a twoweekly rotation, with a timed despatch for Wednesdays rotating between 19.00 - 22.00 hours and 06.00 and 10.00 hours as per suggested through research (Kissmetrics, 2011). A further single, targeted e-mail should be delivered on weekends between 06.00 and 09.00 hours as although bounce rates are higher during this period at 11%, open and click-through rates are also at their highest at 44% and 10% respectively (Kissmetrics, 2011). Information already held within the database must be utilised for targeted marketing. Data such as name, age, past purchases and RFM information is already known and can be extracted in order to present personalised offers for customers. Permission marketing should be employed in order to extrapolate richer data for communication purposes. Once users are signed in to their account, opt-in techniques to highlight personal genre tastes and preferences through tick-boxes should be introduced this information can then be fed into the database and used when creating targeted e-mail in order to provide user-specific offers. Seasonal communication is also advised to be introduced, specifically around Christmas as sales figures are boosted around this period. Generic e-mail and targeted response e-mail should be content heavy with

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seasonal offers and releases from November ceasing after the final e-mail before the 25th of December with content switching to January sales offers thereafter. Users have been shown to desire recognition and be treated as an individual when signing into accounts online it instils a sense of security, reassuring trust in the process. Sense and respond (Chaffey, 2009) communication techniques can be employed to provide this, using individuals data in order to welcome them personally to the site through each and every visit. 2c + 2d CSF and KPI reportage Objective 1: CSFs Risks if not implemented KPIs of achievement

Sustained PPC analysis through Google PPC campaign failure to reach specified Adwords and Trends reports in order to target group. Missed opportunity to seize suggest optimum keyphrase employment. upon seasonal peaks in demand. SEO skills of staff in order to understand Poor SEO positioning of products or worse SEO positioning and implementation and principles of technique still, raised SEO positioning of irrelevant bounce rate % to provide optimum content for blog and product for keyphrase search. website. Successful approaches made to local stores Failed offline integration resulting for offline integration practices. in weak local reach and diminished market share. Level of % of stores willing to take part.

Objective 2: CSFs Uniform colour scheme, typography and layout employed throughout main site and other social media platforms. Assured implementation of prominent security certificate and Google Trusted Stores scheme badge and usage throughout site. Engagement with customer feedback and questions through social media achieve feedback response timed goals. Community interaction advertised across multiple channels and offers / prizes honoured. Risks if not implemented Weakened branding leading to diminished trust and eventually, Increased cart abandonment. Minimal or absence of trust with site resulting in defection to competitors. Bounce rate and cart abandonment reduction KPIs of achievement

Poor consumer experience with possible negative reviews extending to peer-review sites. Diminished reach and awareness and reduction in consumer loyalty satisfaction.

Ratio of + to feedback through social media analysis % change in subscription and un-subscription figures

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Objective 3: CSFs Creation of engaging and original content offering added value to the customer journey. Risks if not implemented Lack of engagement, increased bounce rate and cart abandonment. KPIs of achievement Average page views > 2.9 (previous average) Stickiness level - Average time spent on site > 4 minutes (Leading competitor average.) Ensuring relevant landing page from organic and paid-for search. Creation of relevant meta-tags for optimum internal search results for cross-selling and bundle initiatives. Objective 4: CSFs Risks if not implemented KPIs of achievement Increased page views AOV increase Increased bounce rate. Bounce rate < 50.8% (previous level) Increased AOV

Frustrating buying process for consumer, lack of satisfaction Loyalty and reduced AOV.

Improved basket functionality and success Navigational problems leading to rate, meeting of customer ecommerce reduced AOV and increased expectations. defection to competition. Continued analysis of drop-out rate and customer feedback. Creation of relevant cross-selling bundles and on site-promotion. Increased acceptance of online shopping, combined with better brand visibility and value proposition. Objective 5: CSFs Sufficient time allocated to development of social media content and upkeep of platform. Adoption of plug-ins across all content pages on main site and share facilities within blog. Monitoring of visitor content created on Facebook comment plug-in and active feedback delivery. Risks if not implemented Perceived inactivity and poor customer engagement, reduced traffic and damage brand reputation. Missed opportunity for multi-platform sharing by users and SEO optimisation through plug-in promotion. Lack of understanding of customer expectations and inaction. Failure to increase AOV and customer extension. Lack of traffic to site, reduced spend and trust issues.

Increased average items in basket Increased traffic and greater AOV

KPIs of achievement Continued growth of followers and likes.

Increased SEO position for individual keyphrases.

Malicious and / or spam content missed, Zero level of abuse response fulfilment negated. Poor customer reported. experience and brand perception.

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Incentivise interaction through competition and promotion.

Reduced chance of customer engagement resulting in stagnation of platform.

Response to every social media post.

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COMMUNICATIONS PLANNING 3a Offline Integration Traditional engagement techniques Book club: Technique: Local customers vote in store or through Facebook fan page questions for a bi-weekly selected book which will then be heavily discounted throughout the two-week period. Customers will then be invited to a dedicated after-hours book club meeting where the book is reviewed and discussed. Photos can be taken of the events and posted onto the Facebook page or used as original material for blog content. A new selection of books will then be made available for voting following the meeting. Results: Brand loyalty, community generation, extended lifetime value. Poetry / Short story competitions: Technique: Separate competitions run for children and adults Advertised through Twitter, blog, Facebook page and Press Releases. Themed and timed to coincide with book releases and seasonal activity such as Valentines Day, Easter, Summer School Holidays, Halloween, Bonfire Night, Christmas and the New Year. Submissions to be entered via Twitter or Facebook page (dependent on competition) and judged by staff with prizes awarded to winners and discount vouchers presented to all that take part. Results: Community generation, increased sales, online brand interaction. Press releases: Technique: Timed press releases to local and national newspapers, trade magazines, expert bloggers and radio stations. Results: Brand exposure, increased awareness, opportunity for quality back-links and affiliation. Innovative engagement techniques Book Hunt: Technique: Dummy books randomly placed throughout local area with attached QR code directing customer to product specific page on website. Directions attached to the back of the book instruct user to return item in person to store or post back via pre-paid envelope attached inside providing e-mail address in order to receive unique discount code. The same process can then be repeated ad infinitum. Similar campaigns have been run by crowd-sourcing site Threadless.com and in the Greek city of Thessaloniki. Results: WOM marketing, increased brand awareness. Sticker campaign: Technique: Commission printing of stickers encouraging reading. Incorporate store and website address call to action, targeting local cafes, bars and other social hubs for targeted placement. Ask permission from selected sites with discount codes offered for staff and recommendations posted through blog page for participating outlets. Results: Cementation of store throughout local community, brand awareness and WOM marketing. Book amnesty: Technique: Promote return of used books from members of the public for a specified time-scale twice yearly in return of discount vouchers. Advertise that these books will then be delivered by the company to selected, affiliated charities. Results: CRM, perceived CSR, customer engagement Pop-up store: Technique: Ask permission of local stores to use their interior / exteriors for QR code accessed stores. Selected products are visually displayed on walls through print / posters with QR functionality represented Consumers use smart-phone technology to interact with displays which take them content specific pages within main site where they can then purchase the selected product. A similar campaign has been run by John Lewis with encouraging returns (Lake,2009.) Results: Increased engagement with younger audience, multi-channel sales, increased brand exposure.

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3b Media Plan Approach Social media Quarter 1 Facebook like and Twitter buttons introduced. Google +1 buttons added. Facebook Fan page created- Content to be added twice daily. Twitter account maintained . Blog created and initial content produced not yet launched. Quarter 2 Facebook gestures introduced. Quarter 3 Gesture click rate monitored and improvements made. Quarter 4 Promotion of Christmas activities across all platforms.

SEO

Blog sent live Updated weekly.

Website

Basket improvements, uniformed layout and security / trust issues addressed. Search meta-tagging improvements begun.

Content optimised for page-specific SEO. Meta-tagging continued. Database and account restructuring for introduction of targeted e-mails.

E-mail

Run usability test Introduction of generic bi-weekly newsletter.

Vouchers offered to all subrscribers.

Current SEO performance of both blog and website analysed through SEOmoz. Continued content optimisation. New layout created in preparation for Christmas promotions. Meta-tagging completed and review of basket conversion rate and AOV begun. Run usability test Targeted e-mail rolled out using opt-in data from accounts.

Christmas period layout introduced To be removed during the first week of Quarter one the following year.

PR

Contact local companies with a view to introducing sticker campaign.

PPC

60 per day PPC campaign run for two months Starting February

Press releases sent out to local radio stations and newspapers promoting new site / blog and Spring Book Amnesty. Full three-month, 80 per day PPC campaign run Book amnesty Capitalising on Spring cleans and New starts

Christmas themed emails sent out highlighting discounts Targeted e-mail focusing on discounts relating to users preferences. Press release sent outlining seasonal offers.

60 PPC campaign run for two months Starting July Begin affiliation and back-link associations with industry experts and bloggers. Introduction of book club.

Offline

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Full three-month PPC campaign run with budget increased to 100 per day Pop-up stores introduced to capitalise on lastminute Christmas shopping Forgotten presents etc.

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Sticker campaign introduced. Book hunt initiated.

Sticker camp. Cont. Book hunt cont.

Sticker camp. Cont. Book hunt cont.

3d ROI Bookstore.co.uk should measure the return on investment primarily through figures highlighting an increase in trust and awareness such as stickiness levels, page views and traffic levels. As outlined, the primary objective of the website should be initially to build trust amongst its current customers as they have already been identified and should be treated as possible referrers for future custom. Trust levels can be measured through RFM models and targeted e-mail survey. Although a great amount of money will be spent on the redesign of the website, it is one of the key elements of this digital communications plan. The website, as Jones and Ryan (2009) point out, is the only real-estate a company owns online, it is the hub of communications and of course, the focal point of sales. As Chaffey (2009 pg374) and Neilsen (2011) indicate, customers expect a lot more from their online ecommerce experience since the dotcom bubble burst at the turn of the century they dont just want to be able to shop, the want to be given an enjoyable all-round shopping experience. That is why the planned improvements to basket functionality, search efficiency and navigational layout will all reap financial rewards. Now that users can efficiently find what they are looking for and in one page view basket contents and total order value, conversion rates will increase significantly and cart abandonments reduce accordingly. The introduction of permission marketing to account information will benefit the companies e-mail marketing campaigns by allowing targeted segmentation of customers and the ability to distribute relevant correspondence and offers. This will result in increased trust, site traffic and spend. Offline techniques have been designed for localisation, nurturing local community trust whilst providing integration through the social media presence. Competitions advertised and run through the bricks and mortar store itself will be auctioned on the social media platforms, providing a call to action and a reason for customers to visit the sites. It is extremely easy to measure engagement through the social media platforms suggested through Facebook Insights, Twitalyzer.com (for Twitter analysis) and in built analysis tools for blog statistics. The greatest expenditure for the company will be through the continuous PPC campaign. Its success will be judged through site traffic and checkout conversion yet the CPC rate of 0.54 represents an extremely affordable price for guaranteed SERP placement with the average book currently retailing at above 7(Mintel 2011b.)

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