Digital Campaign Planning

Advanced IMC
Session 4

Agenda
Situation Analysis
Customer Analysis - Understanding the
customer journey
Group activity and presentation
RACE Framework
Other stages of SOSTAC

SOSTAC model (Smith, 2003)

Situation Analysis
Where are we now?
Your Situation Analysis should contain a
thorough analysis of:
Customers
Competitors
Partners (and intermediaries)
Competencies
Performance/Results
Market trends

Customer Analysis
Who?
Why?
How?

Understanding the Customer

Journey

http://blogs.forrester.com/steven_noble/10-10-28-its_time_to_bury_the_marketing_funnel

Understanding the Customer

Journey

(Edelman, 2010)

Understanding the Customer

Journey

Digital Personalities

(IBM, 2011)

Information / Experience seeking

behaviour models

Directed information-seekers.
Undirected information-seekers.
Directed buyers.
Bargain hunters.
Entertainment seekers.

(Lewis & Lewis, 1997))

Mapping Customer Journey

Identifying Customer Touch Points and Channels

Mapping Customer Journey

Customer Journey Activities / Actions

Awareness
Research
Purchase
PostPurchase

Discover
Explore
Buy
Engage
(Noble, 2010)

Consider
Evaluate
Buy
Enjoy
Advocate
Bond
(Edelman,2010)

Mapping Customer Journey

Mapping Customer Journey

In Class Activity
Map the Customer journey for subscribing to a
broadband provider
Pick a provider of your choice
Pick a core customer segment
Identify key touchpoints
Identify key activities
Map the journey and identify any area along the
journey that needs improving.

Be ready to present your journey map

Situation Analysis
Where are we now?
Your Situation Analysis should contain a
thorough analysis of:
Customers

Competitors
Partners (and intermediaries)
Competencies
Performance/Results
Market trends

Partners and Intermediaries

Intermediaries
Affiliates
Influencers
Marketing Marriages/Strategic Alliances
Link partners
Syndication partners
Advertising partners

Situation Analysis
Where are we now?
Your Situation Analysis should contain a
thorough analysis of:
Customers
Competitors
Partners (and intermediaries)

Competencies
Performance/Results
Market trends
PESTLE

Importance of communications
objectives
Provide a means of communication
and coordination between groups

Provide a guide for decision making

Provide a benchmark for measuring / evaluating
success or failure of the campaign

Guidelines for setting objectives

Specific

Is the variable to be influenced by the campaign clearly defined,

e.g. awareness? perception? attitudes?

Measurable

Performance must be assessed in relation to a specific measure,

e.g. to increase awareness by a stated percentage

Achievable

Are the objectives do-able within the given resources?

Realistic

Are the objectives founded in reality and relevant to the brands

context?

Targeted

Is the target audience clearly defined?

Timed

Over what period are the results to be generated?

Setting communications objectives

Example
To generate trial amongst new customers
R To generate 500 new leads for the sales force to
follow up within 3 months

Setting communications objectives

Example
To increase awareness amongst 25-45 year-old
ABC1 males
R To increase awareness from 20% to 45% within
10 weeks of the campaign amongst 25-45 yearold ABC1 males

Setting communications objectives

Example
R The communications objective for the period
December to June 2013-14 (timed) is to create
85% (measurable and achievable) prompted
awareness (specific) of current male customers
in the 24-45 year-old age group earning
35,000+ (targeted)

Setting communications objectives

Exercise
Caf con Leche is a new chain of coffee shops which has
recently opened a branch in Kingston. Set some SMART
communications objectives for the local branch, assuming
that:
Caf con Leches central marketing department has identified the
target audience as sophisticated 25-45 year old ABC1 coffee
drinkers seeking an authentic European coffee drinking experience
There is already intense local competition from Costa Coffee,
Starbucks and several other coffee houses
Caf con Leche is positioned as an authentic European caf
experience

Setting communications objectives

Exercise
Crunch n Munch is an established brand of breakfast
cereal, popular in the 1980s, but which has been losing
market share over the last 10 years. Set some SMART
communications objectives for the re-launched brand,
assuming that:
The brand will be re-launched in 2014, with a view to appealing to
a newly identified target audience of 30-45 year old snackers who
do not see cereal only as a breakfast item
The brand will be sold through traditional supermarkets, but also in
snack sized boxes at railway stations and commuter route
newsagents

The Race Approach to Objectives

The Race Approach to Objectives

The Race Approach to Objectives

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The Race Approach to Objectives

Types of Conversion
Two types of conversion
Macro Conversion
Micro Conversion

Macro Conversion

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Micro Conversion

The Race Approach to Objectives

RACE Framework

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RACE KPIs

Reach
Using acquisition tools to encourage prospects
to visit the brands site

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Act
Motivating the prospect to interact with the brand

Convert
Turning the prospect into a paying customer

Engage
Creating a lifetime relationship with the customer

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Strategy
Target Markets (essential)
Objectives (its helpful to summarize what
objectives the strategy should deliver)
Positioning (essential)
Processes (strategy can involve new processes these may overlap with integration)
Partnership (strategic alliances and marketing
marriages can make marketing easy)

Strategy
Target Markets (essential)
Objectives (its helpful to summarize what
objectives the strategy should deliver)
Positioning (essential)
Processes (strategy can involve new processes these may overlap with integration)
Partnership (strategic alliances and marketing
marriages can make marketing easy)

Strategy
Sequence (or stages, e.g. Develop Credibility
before Raising Visibility)
Integration (of data this may overlap with
Processes major opportunity here)
Tactical Tools (or channels: list the priority tools
PPC, SEO, email or PR and Content)
Engagement (what level of engagement is
required?)

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Strategy
Sequence (or stages, e.g. Develop Credibility
before Raising Visibility)
Integration (of data this may overlap with
Processes major opportunity here)
Tactical Tools (or channels: list the priority tools
PPC, SEO, email or PR and Content)
Engagement (what level of engagement is
required?)

Strategy
Sequence (or stages, e.g. Develop Credibility
before Raising Visibility)
Integration (of data this may overlap with
Processes major opportunity here)
Tactical Tools (or channels: list the priority tools
PPC, SEO, email or PR and Content)
Engagement (what level of engagement is
required?)

Tactics

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Tactics

Actions

Who is going to do what?

When are they going to do what?
What is the resource allocation for the action?
What are the key performance indicators?
How is performance going to be recorded?

Actions

Systems
Processes
Guidelines
Checklists
Internal Marketing

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Guidelines
E.g. Social Media guidelines

10-Point Social Media Policy Everyone W ill Understand written by Jeff Roach

Checklists
E.g Social Media checklist LinkedIn

5 LinkedIn Company Page Tips to Enhance Your Marketing by Jason Miller

Internal Marketing
Mini Action Plan

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Control
How do we monitor performance?
What will be measured, by whom, when (how
frequently).
List of KPIs measured
Daily
Monthly etc.

Quality, Value, Volume

What happens if you are way below or above the

target?
Reporting to management

Class Activity
In your groups review the assignment brief and
the SOSTAC model
Outline how you think you can apply this model
to your group assignment brief.

References
Chaffey, D., & Ellis-Chadwick, F. (2012). Digital
Marketing: Strategy, Implementation and Practice.
Pearson.
Edelman, D. C. (2010). Branding in the digital age.
Harvard Business Review, 88(12), 62-69.
IBM (2012). Beyond digital: Connecting media and
entertainment
to
the
future.
http://public.dhe.ibm.com/common/ssi/ecm/en/gbe03
482usen/GBE03482USEN.PDF
Lewis, H. and Lewis, R. (1997) Give your customers
what they want, selling on the Net., Executive Book
Summaries, 19(3)

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