MK989 eMarketing Strategy for The Willow Tea Rooms

Department of Marketing
Assignment
Session: 2014/2015
Semester: Two
Core/Elective: Elective
Degree: MSc Marketing
Class Code/Title: MK989 Customer Management 2
Class Coordinator: Dr. Ewelina Lacka
Assignment: Individual
Final Submission Date: Wednesday, 30th
March at 12.00pm
Name ARUN SHIVA KESAVAMOORTHY
Title eMarketing strategy assessment and
development

MK989 Customer Management 2 The Willow Tea Rooms eMarketing strategy
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TABLE OF CONTENTS
EXECUTIVE SUMMARY_____________________________________1
1. Company Introduction _____________________________________2
1.1 Different forms of online presence _______________________2
2. eMarketing strategy_______________________________________4
2.1 Macro Environment __________________________________5
2.2Mirco Environment ___________________________________9
2.2.1 Consumer analysis and persona development _________9
2.2.2 Competition analysis ___________________________14
2.2.3 Key competitors_______________________________15
2.2.4 Suppliers ____________________________________15
2.2.5 Internal Audit ________________________________15
3. eMarketing objectives_____________________________________16
4. Strategy and tactic formulation_____________________________18
5. Evaluation and Implementation plan ________________________21
6. Conclusion ______________________________________________23
7. References ______________________________________________24

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Executive Summary
The Internet is pervasive and in the UK more than 70% people uses it every day (ONS, 2013).
The purpose of this report is to assess the current eMarketing strategy of a company and develop
new eMarketing strategy. The Willow Tea rooms located at the heart of Glasgow city center is a
popular Tea shop and is among the leading ones in the city. The company also has its presence in
many kinds of media like earned, paid and owned. Assessing the online marketing environment
highlights the opportunities and challenges that the digital medium provides the company to
extend its services through online communications and as a channel medium. The company and
its current eMarketing strategy is internally audited to find the strengths and weakness with
respect to the digital environment and potentially to identify the scope of response to external
threats and opportunities in relation to the competition. SMART objectives are developed which
are in line with its overall business objectives, to aid the formulation of strategies the company
shall adopt in the longer run. The objectives pertains to interaction, conversion and brand
building goals in general. Strategies suggested are market development and penetration,
customer engagement and social media, and positioning and differentiating. Market penetration
strategy and customer engagement is to increase the number and frequency of sales, market
development strategy is to target new customer segment and positioning and differentiation
strategy to build brand awareness and product favorability. It is also suggested that various tools
like email, social media, SEO, online PR, affiliate, website should be integrated with traditional
advertising communications to establish conversations and conversions. Changes in few
marketing mix elements that might give company a differential competitive edge to build the
brand are also suggested. Evaluation and the implications of overall effectiveness and the KPI’s
to attain, refine and manage the strategies in the long run are also discussed.

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1. Company Introduction:
THE WILLOW TEA ROOMS, are tea rooms located at two locations in Glasgow, one at
Sauchiehall street and the other at Buchanan street. The tea room is designed by Charles
Rennie Mackintosh in 1904 who was a famous Scottish artist, architect, designer and water
colourist. The Willow Tearooms in Sauchiehall Street is still one of the major attractions for
local and international visitors visiting Glasgow. Tearooms, located in the central city provide
traditional food and drinks with a mouth-watering experience. The most popular item is the
afternoon served 3-tiered cake stand. Apart from these, the company sells a wide range of
Mackintosh and Glasgow products that are designed in-house that includes jewellery, tote
bags, candles, homeware and other stationery items.
1.1 Different forms of online presence:
The three different types of offline and online media activities are earned, owned and paid
media (Stephen & Galak, 2012). Especially in an online environment, earned media which is
not generated directly by the company refers to the information published in the published
editorials, word-of-mouth (WOM) through review sites, blogs, online public relations (PR)
and other communities which affects sales and other marketing performance measures
(Chevalier & Mayzlin, 2006; Villanueva & Hanssens, 2008). Paid media refers to the
company’s direct spending in the form of affiliate marketing, display ads and paid search to
reach the consumers and prospective consumers. Owned media is the one owned by the
company. In the online environment, the company has its own website and social media
presence like Facebook, Twitter, Google+, Flickr and Tumblr. The company’s three media
presence has been tabulated in the table 1.

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Earned Media Paid Media Owned media
Publisher editorial
1. Herald Scotland
2. BBC
3. Chisel and Mouse
4. Evening Times
5. Glasgow
Welcomes
6. Experiencing
Scotland
7. Glasgow
architecture
8. Great cake places
9. Glasgow guide
10. Picture Britain
11. Wikipedia
Word-of-mouth
1. Trip advisor
2. Yelp
3. Food list
4. Visit Scotland
5. Virtual tourist
6. lonely planet
7. Scottish food
review
8. Love Wall
9. Glasgow gay
cities
10. Zomato
11. Tripomatic
12. Foursquare
13. Pinterest
Affiliate Marketing
1. Glasgow mackintosh
2. Glasgow leading
attractions
3. Scot cities
4. CRM society
5. What’s on Glasgow
6. Hi Glasgow airport
hotel
7. Cool places
8. Click on Glasgow
9. Green tourism
Website
www.willowtearo
oms.co.uk/
Social Media
1. Facebook
2. Twitter
3. Google+
4. Flickr
5. Tumblr
Table 1: Online media types of the company “The Willow Tea Rooms”
2. eMarketing strategy:
Digital marketing strategy is similar to the traditional marketing but the key difference is it
being a multichannel marketing strategy and the focus on specific objectives pertaining to
this channel and consistent with the consumers’ requirements. It is important to assess the
existing marketing strategies and the use of this channel in conjunction with the other
channels as a part of it. SOSTAC planning model as illustrated by Chaffey and Smith (2008,
p. 442) is a framework (as shown in the figure 1) that involves assessing, developing and
implementing activities strategically as a long-term marketing plan. Situation analysis
describes the marketing environment i.e., at both macro and micro level and are as follows:

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Figure 1. SOSTAC eMarketing strategy development model (Smith & Chaffey, 2008)
2.1 Macro environment:
Political: Political forces have the interactions that are necessary to bring the regulations in to
force by various industry-backed bodies, consumer groups, government agencies and public
opinion. Recent proposal from Ofcom, the UK regulator for telecommunications identifies
data privacy as the greatest single barrier to the development of the Internet of things
(Webley, 2015). Other areas of Internet governance include network security, spectrum
availability and network addresses. Under current tax jurisdiction law, VAT tax is applicable
to both customer and supplier if the transaction and delivery happens in the UK. Exports to
private customers in the EU region will either attract UK VAT or local VAT chargeable and
exports to other countries will attract zero-tax. Britain government commits strategically to
world-class connectivity, consumer safety and reduced cost of communication services. This
might pave the way for small companies to adopt innovative technologies for the additional
growth of business.

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Economical: History repeats itself with economic boom and recession. The web 2.0
explosion has certainly witnessed it. The Internet contributes an estimated 8.3% to Britain’s
GDP (Dean et al. 2012). Internet usage has increased 78% from 2011 among the age group of
14 and above. Economic factors like market growth rate, unemployment, interest and
inflation rate, exchange rates can affect digital marketing activities. For example, Digital
economy has added new job titles of around 1500 which haven’t existed in 1990’s
(O’Connor, 2015), have a catalytic effect on the overall economic performance. The basic
structure of the economy service dominant rather than services and calls for the service
provider to provide the value with customer centric focus understanding the precise needs in
detail (Grönroos & Gummerus, 2014).
Social: Changes in demographic variables and its impact on the society is far more important
than the demographics itself. There is an issue addressed by the Oxford Internet institute as
“Internet disengagement” which is a form of “Social exclusion” (people in social housing).
There is increase in user generated content in review and social networking sites that is
owned by the company. The UK’s online initiative between 2000 and 2004 has been the
largest contributor to reach the consumers and businesses operating online. 6.4 million People
in the UK don’t have access to the Internet and 1 million don’t have the relevant skills to
access (ONS, 2013). Terminologies in the Internet are scary which endangers the children
safety. Patterns of Internet consumption hasn’t changed dramatically but the social
networking sites users’ proportion stand at 61%. Use of social media and other forums tends
to be complementary rather than substitute of traditional communication channels. The more
perceived benefits of the Internet usage among the younger generation created a new form of
digital divide from the older generation nevertheless Internet accessibility being the same.
The five socio-cultures shown in the figure 2 and table 2 shows that these characteristic
groups are not tied to a single demographic variable. For example, Moderates are retired
people who constitute the middle income segment and are prominent in the age group 65 and
above whereas adigitals are prominent in the age group 45 and above who are retired and
living in urban areas.
Environment: In the recent days, there are also socio-environment concerns regarding the
impact of Internet usage on the environment. Companies that wish to be present online can
embed their positioning as green or environmentally concerned and shall then be embedded
in the marketing communications.

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Table 2 Background characteristics of Cultural categories
Figure 2 Internet cultures in 2013 (Source: Oxford Internet survey, 2013)

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Technological: The UK is keen to become a smart-city leader in the world. “Smart city”
project won by Glasgow from the UK government in 2013 (BBC, 2013; BIS, 2013) will be
used to provide better services to the Glaswegians. The Technology Strategy Board, who has
provided the grant will encourage innovation to be deployed to improve the services that
addresses many problems including life expectancy and will bring together health, public
safety, transport and energy making a better place to live. Public will also have the access of
information through Internet that will be provided all around city through Wi-Fi hotspots
around (Matheson, 2014). This is likely to impact SME’s of which only 35% trade online as
on 2014 and still 64000 homes which doesn’t have the broadband access
(GlasgowCityCouncil, 2014). It is also expected to create a likely impact on online shopping
and change the demand for retail space and other services industries as well which might
enable a global competitive edge over others in terms of modern communications
infrastructure (Patrick, 2015). The location based services (including SMS based and mobile
GPS based) are paving way for businesses to deliver the services quickly and effectively
through convergence of mobile and social media called Social location based marketing. The
Willow Tearooms company has its website with its own domain name with the Second-level
domain (SLD) as co.uk and is not verified for the owner identity by any third-party for SSL
(Secure Sockets Layer protocol). The website isn’t encrypted even for the transaction pages
make it vulnerable to digital security issues which many consumers might not prefer to shop
online. It is also believed that these technological forces might create a platform to customize
products or services to the individual consumer levels.
Legal: Increasing political pressure and public opinions deems larger amount of digital laws
and assures the netizens a regulatory online framework. The key issues that are covered by
the law includes the type of information collected online, privacy issues with cookies,
disabled users discrimination, brand and trademark protection including intellectual property
rights in the digital platform, online advertising law and contract law (figure 3). Hence, any
business practice should take these legal constraints to do the business in a legal and ethical
way. Often, the companies that breach these laws will damage their own reputation they
gained from the past years and this will certainly have marketing implications in the future
online trading environment.

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Figure 3 Significant laws that controls digital marketing (Chaffey & Ellis-Chadwick, 2012)
2.2 Micro-environment:
2.2.1 Consumer analysis and persona development:
In the knowledge economy, the consumer is more demanding and powerful than the retailer
(Doherty & Ellis-Chadwick, 2010). Demand analysis helps to analyse the number of potential
visitors, level and extent of Internet usage to make effective digital campaigns. In the UK, a
study by Statista (2014) suggests that 84% households have access to Internet in 2014 as
opposed to 9% in 1998. Figure 4 shows that more than 80% of UK house-holds have access
to at least one of the three devices (laptop, smartphone or tablet) mentioned. Figure 5 shows
that there is an overall increase in the broadband usage among the households. Purchasing
goods and services online seems to be the second preferred Internet usage among the UK
Internet users (Ofcom, 2014). Preliminary results as shown in the figure 7 suggest that over

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the years the search term tea and café is on the rise (Google Trends, 2014). Rodgers, et al.,
(2007) suggests the different motivations for using the web and are information acquisition,
socialization, entertainment and shopping. Based on this framework, the following
characteristics can be used for segmentation. They are community participation, product
experience, interaction with friends and read news about current events and exploration.
Consumer persona as shown in the table 3 is a useful tool in developing customer-centric
online strategies and also a key part of marketing analysis.
Figure 4. Percentage of Households that have at least one of these devices (Deloitte, 2014)
Figure 5. Household take-up of communication services (Ofcom, 2014)

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Figure 6. Purchases made over the Internet by age group (ONS, 2013)
Figure 7. Consumers interest over time (Google Trends, 2014)

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Figure 8. Primary and secondary reasons for the consumers to shop online
(TheStatisticsPortal, 2014)

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Persona 1-Core product consumers: Consumers
who sees tea as a healthy alternative aged 40+ to
coffee and wants to consume tea and its related
products online so that he/she might be informed
about the special events or menu. This will help
them to engage with the brand in experiencing the
products by keeping them informed continuously
through online communications.
Persona 2- Sight-seers: Tourists who arrive at
Glasgow for sight-seeing and wishes to see the
heritage sites and designs associated with the city
and want to experience the richness food and
drink products. They will search online for the
food and drinks and they are not the repeat
purchasers but expect to see reliable and complete
information before they make the purchase. They
might also want to purchase the artistic products
that they see in the gallery or might be interested
to purchase later online and deliver to their place
or country. They view the city as smart and
convenient life style provided by the Internet as
described by Brengman, et al., (2005).
Persona 3-Relaxers: A study suggests by
VisitScotland (2013) that 69% of the consumers
in the UK enjoy taking short walks less than 2
miles and 54% enjoy trying local specialty food
and drink. Consumers who enjoy taking a short
walk and interested in trying specialty food might
need the information or WOM on the go online.
They may be couples and might also be interested
in being loyal and wants to be informed and like
to engage with the products or the brand.
Persona 4-B2B: Businesses that search for the
food delivery for an event planned and needs to
find the information online for contacting them
and placing the booking. Some businesses might
be stocking the products like aprons, oven gloves
and tea towels for reselling and might need the
information to purchase online.
Table 3. Consumer personas for “The Willow Tea Rooms”

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2.2.2 Competition analysis:
Competition is inevitable in any sector and its nature varies with traditional and online
environment. It is essential to understand the updated five forces model (Porter, 2001) in
relevance to the online environment to gain the competitive advantage in turn framing the
unique selling proposition to offer value to the consumers. The following five forces will
explain the impact of Internet on the five forces.
Bargaining power of buyers: For the company, buyers bargaining power comes through the
ease of access to the information. The main sources of information spread is through online
intermediaries including search engines, WOM through review sites like trip advisor, yelp
and various social media sites. Bargaining power of consumers remains high due to the fact
that all the other competitors are adaptable and flexible to the online environment in serving
the consumers.
Bargaining power of suppliers: Multiple channels in the online act as suppliers to provide
services to the consumers. Multiplicity of channels makes it more efficient and less costly to
reach the consumers. The power of suppliers is less due to the flexibility and adoptability of
changing nature by the firms to the business environment.
Threat of Substitute services: Threat of new substitute is moderate as the new channel online
can relatively provide information regarding products and services. It can involve new kinds
of social media services and mobile applications and new ways of reaching different target
segments.
Threat of new entrants: Threat of new entrants like any competitor introducing their presence
in the form of website or social media is relatively less (i.e., simple and easier in the Web 2.0
world). Barriers to entry are almost small when compared to the traditional business
environment. This barrier for new entrants is different from the barriers to succeed in the
online environment.
Competition rivalry: Commoditization of the services has resulted in the intense competition
in the online marketplace. This competition is due to the many number of competitors and
their size of the business which is relatively the same. Switching costs for the customers is
almost negligible as finding the similar services are relatively very simple. Differentiation is
the key to compete against the other firms in offering perceived difference by the consumers

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that are recognizable and valuable. Exit barriers are more considering the communication
strategies and the costs invested over the period of time.
2.2.3 Key competitors:
The key direct competitors are listed below
 The Hidden lane tea room
 The Cup and Saucer vintage tea
 Cupglasgow
 Cushion and cake
 Whittard of Chelsea
 The Tea rooms
 Waverly tearoom
 The Glasgow tearooms
 The Tea garden
 Tchai ovna house of tea
 Martyn’s tea room
 The butterfly and the pig
 Glasgow botanical gardens
2.2.4 Suppliers:
Suppliers include website developers, technology management firms, online marketing
intermediaries and the logistics team who deliver the products that is ordered online by the
customers. Website developed and hosted by Big Fish Internet Ltd for The Willow Tea
Rooms. Online marketing intermediaries such as search engines (eg: Google and Yahoo),
evaluator portals (eg: TripAdvisor and Yelp) are currently providing promotion space for the
company including the Social media networks like Facebook and Twitter.
2.2.5 Internal Audit:
Reviewing the direct contribution of the digital platform, it is found very important for the
company to drive its sales indirectly if not much directly through its activities. Relative costs
of updating and promoting the site remain moderately high but are crucial for the
effectiveness of the business given the indication of the competition stance in the
marketplace. In terms of Marketing effectiveness the company has less audience share in the
online market since the core products i.e., tea and other food items served through traditional
channel (Shop). Brand equity remains fairly moderate and isn’t much contributing directly to

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customer retention or loyalty. It has moderate provision for enquiries to generate leads and
sales but has a lot of room for improvement in terms of audience engagement. The Company
has very limited resources in the area of SEO, PPC and online PPC advertising but exhibit
limited but distinctive capabilities in affiliate marketing. Technological infrastructure also is
limited in terms of its limited usage of delivering the customer experience through CMS and
CRM. Website of the company, a simple interactive place for product information and
enquiry forms supported by e-mail, can be regarded as Level 3 on the stages model scale.
Table 4 shows the SWOT analysis for the company in specific to the digital medium.
3. eMarketing objectives:
The next step after the situation analysis is the setting up of business objectives which must
be specific, measurable, actionable, relevant and time-bound (SMART). The following
business objectives are proposed which is SMART enough for the year 2015-18 and inline
with the overall business objectives of the company.
1. Increase by 10% the frequency and number of sales from the existing repeat
customers.
2. To acquire 3000 new unique customers and conversion rate of 25% to the product
information area
3. To increase product awareness or favorability towards the brand.

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The Willow Tea
Rooms
Strengths –S
1. Good reputation for tea
and existing brand
2. Existing customer base
Weaknesses –W
1. Poor web experience
2. Limited site engagement or
interactivity
Opportunities – O
1. Number of Suppliers
2. New markets
3. Alliances/Co-
branding
SO Strategies
1. Increase the lifetime value
of customers through more
engagement with the
company
2. Leverage the customer
market base through
increase of presence with
many suppliers (online)
3. Partnership or affiliate
marketing
WO strategies
1. Launch value-adding
experiences (eg: video,
infographics)
2. Acquisition strategy
Threats – T
1. Intense competition
(Price)
2. New competitive
products
3. New entrants
ST Strategies
1. Partnership with
complementary brand
2. Create own customer
reviews
WT Strategies
1. Differential online pricing
strategy with lower-cost base
products
2. Customer engagement
strategy to increase
conversion, value per
transaction and lifetime value
3. Online PR and managing
consistency across all web
platforms as a differentiation
strategy to gain an edge over
competition
Table 4. Digital channel specific SWOT analysis

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4. Strategy and tactic formulation:
In order to increase the number and frequency of sales the company should adopt Market
penetration strategy, which involves selling the existing products to the existing markets.
This can be done by a tactic called propensity modelling, segmenting the customers based on
the behavioural response like types of products, frequency and value. Based on this the
company may tailor segment offers through email using newsletters and e-blasts,
personalized website messages, phone communications in conjunction with the social media
strategy for cross-sales and more repeat visits through customer engagement. This will help
company use the resources more effectively and relevant to customers in building the life
time value. For example: targeting the most frequent or active customers will help effectively
increase the number of sales.
To gain new and unique customers, the company should adopt market development strategy
to acquire new customer segment by the people visiting Glasgow. The Internet channel is the
only channel to this segment and they can’t be reached by TV’s or magazines or radio.
Ranking the page higher when the potential customers search for information becomes more
crucial. SEO techniques can be used to rank the site higher in order. Content richness and
updation on websites and visibility in different social media, online PR, setting up blogs, link
building, affiliate marketing and keywords inclusion are the tactical combinations that help
customers find the needed information in the form of unpaid listings on Google search. PPC
(pay per click) advertising need not to be used since it involves financial and time resources
and also the impression among customers about what the paid advertising does. After the
acquisition, they can be developed to repeat customer by email marketing to promote the gift
and other products once they will be in their home country or town after visit to the shop.
Website, email and traditional distribution for goods delivery will be used in conjunction to
maintain the repeat purchase from this segment which can cover various geographical
locations adding the place element of the marketing mix. Website experience is also crucial
as transactions happen here and customers should feel sense of ease and flexibility when they
land here. Website design should be benchmarked on the review of competitor’s websites as
well considering content and design architecture and marketplace positioning although
Website quality i.e., WEBQUAL (Loiacono, et al., 2002) functional dimensions are equally
important. Providing good user experience also needs the company to select the right content

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management system (CMS). On standardised website, personal recommendations can be
made which allow quick repurchases and consumer can see the related products during the
check out as highlighted by Peppard & Rylander (2005) when a consumer segment is tailored
with email promotion offer that have been captured via offline and online customer touch
points. Hence, the company can adopt multi-channel communication strategy based on
consumer segment preferences (Neslin, et al., 2006) and then tailor the message to key
segments which is called e-CRM to enhance the customer experience.
The prerequisite for a consumer to engage in transaction is for sellers to connect with each
other. It is a challenging metric and possible only by satisfying existing transactional
customers through continued interaction and facilitate transition through different stages in
the consumer engagement cycle i.e., from connection to engagement through interaction,
satisfaction, retention, commitment and advocacy (Sashi, 2012). A mix of offline and online
strategies can help this transition. For example: intergration of website, e-mail, social media
and traditional advertising communications. Online engagement through social media (eg:
wikis, blogs and video sites) establish the conversations and conversions through content
generation and value creation (Sashi, 2012; Sawhney, et al., 2005). Demand analysis of
customer channel and business potential across each platform should be a starting point to
have a good social media strategy.
Figure 9. Effectiveness rating of Social media in the UK and content marketing tactics
(Axonn, 2015)

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Figure 10. Social media active accounts in the UK (VisitScotland, 2013)
Richer content in the social media helps innate customer engagement and provide reach to the
consumers (Thackeray, et al., 2008). In each media consumers prefer certain kind of content
as a benchmark. Video is preferred in YouTube, infographics in Twitter and Facebook for
photo and video sharing. For example: Despite the fact that there are less active twitter
accounts in the UK 30% as shown in the figure 10, Twitter is more effective than any other
media in the UK and is evident from the usage of more infographics (61%) usage in 2015
compared to 2014 (57%) as seen in the figure 10. Depending on the customer persona and the
population usage of social media, the types of content and frequency can be worked on.
Streamlining the content and tracking the business impact can be done through the use of
software such as Hootsuite or Tweetburner. This optimization of social media insights might
then be used to refine the marketing activities. Social CRM which involves customer to
customer interactions in all kinds of media will enhance competitive edge over the
competition to the brand. The company can adopt the favourable price strategy in the
marketing mix in relatively specific to the digital channel to enhance the brand positioning
i.e., it can use the Internet to offer the discounts on its products when the demand is low. For
example: on weekdays or during the time when the tea shop is less filled the company can
then able to offer its prospective customers some discounts on its products to fulfill the
capacity. This is in line with Kim et al., (2004) who concluded that cost leadership and
differentiation combination will be more effective than stand-alone elements in the online

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business for gaining differential advantage as shown in the figure 11 to the brand and in
increasing the customer life time value.
Figure 11 E-Business competitive strategy as a continuum (Kim, et al., 2004)
5. Evaluation and Implementation plan:
“Measurement is what makes marketing a science, rather than a superstition” (DeMers,
2014). Structured measurement will commence from measurement to metrics and finally the
data collection and analysis tools. The company can assess the website channel behavior by
actionable metrics such as activity time, user frequency, and user actions (eg: purchase
conversion rate, product information access, average pages per visit, registration or content
access). Channel specific traffic can be measured from google analytics (“Acquisition”) to
see the outperforming social media channels and used for customer segmentation. Social
media KPI’s with respect to the RACE framework should be used to assess the indicators
objectively to assess the goals attainment as shown in the figure 12 (Chaffey, 2015). Content
management system softwares (CMS) that are available online for free (eg: plone) can be
used by the company. E-mail marketing should have the CRITICAL success factors for a
good response rate (Chaffey, 2010).

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Figure 12 Social media metrics (Chaffey, 2015 & Seiter, 2015)

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6. Conclusion:
eMarketing is simply a channel marketing strategy and needs to be integrated to the other
channels to perform in an effective way (Chaffey & Ellis-Chadwick, 2012). Situation of the
online environment looks to grow robustly and service levels expectations from the
consumers and competition rivalry is about to get more intense irrespective of the economic
situation of the market as witnessed during the 2008 recession. Without the leverage of
customization and synchronization with the offline marketing environment the company can’t
gain a competitive differential advantage. To attain the traffic building, conversion and
interaction, brand building objectives the company is advised to implement necessary
changes by adopting the recommended strategies and tactics to obtain the goals. As quoted by
Bob Napier (Ex-CIO, Hewlett Packard) - “You can’t manage what you can’t measure”.
Hence, business performance measurement and management system are vital to any
company’s successes. In conclusion, it’s not just doing the right things that matters but also
doing things rightly.

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Available at:
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1209-smart-cities-background-paper-digital.pdf
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[Online]
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to-improve-your-digital-marketing/
Chaffey, D. & Ellis-Chadwick, F., 2012. Digital marketing: strategy, implementation and practice. Fifth
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Consumer-Survey-2014.pdf

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