Electronic Marketing

1. Electronic Marketing Chapter 4The Actions of Marketing Implementation 2004 Joel Reedy and Shauna Schullo

2. Minding the Details • Customer tracking system • Record individual purchasing habits or special interests • Inventory tracking devices in medium to large companies • Purchase dates • Length of warranty • Categories of merchandise • Gift or personal use • Payment preference • Different characteristics are important to different industries 2004 Joel Reedy and Shauna Schullo

3. Minding the Details • Reporting formats • Mailing lists of customers, dealers, wholesalers, or prospects • Customer service or maintenance records • Sales movements in planning future advertising expenditures • “Coupon keys” identify sources • Tracking software also will organize the information into easy-to-read and understand reports with color graphs or charts 2004 Joel Reedy and Shauna Schullo

4. Keeping in Touch with the Customer • E-mail notices • Global positioning satellite system (GPS) is a valuable differentiation factor in transportation • Sample of customer inquires is electronically forwarded to the marketing department every day; follow-up questions or replies can be issued within a time standard, such as twenty-four hour promise of response 2004 Joel Reedy and Shauna Schullo

5. Setting Priorities for Action • Marketing implementation can be simple or complex • Can require international, national, regional, or local efforts • It may bring together manufacturers, wholesalers, and retailers 2004 Joel Reedy and Shauna Schullo

6. Setting Priorities for Action • Importance of organization and delegation • Outlining the tasks • Determining who will implement these tasks • Breaking down the big program into bite-size portions • Coordinate internal personnel and tasks as well as external resources for e-commerce • Online implementation can be complex since longer lead times are required by telecommunications or hardware suppliers • Suppliers can be of great help, many marketers will outsource some crucial activities 2004 Joel Reedy and Shauna Schullo

7. Setting Priorities for Action • Suppliers, key people or organizations working outside the company must understand • What final outcomes are expected • How the work or systems are to be designed • How progress is to be measured • Who the people that comprise the supplier’s staff are and what qualifications the staff has 2004 Joel Reedy and Shauna Schullo

8. Setting Priorities for Action • Understanding continued… • What the length of the engagement is expected to be • How ongoing maintenance of the Web site is to be performed • How or when the supplier is to be paid • Prepayments • Installment payments • Milestone payments 2004 Joel Reedy and Shauna Schullo

9. Setting Priorities for Action • There are mixed opinions on the value or flexibility in using outside suppliers • Supporters’ position on hiring an outside firm • Supporters pose that engaging outside software developers adds fresh thinking and objectivity • Introduces experience gained from other assignments • Pushes overhead costs to the consulting firm 2004 Joel Reedy and Shauna Schullo

10. Setting Priorities for Action • Opinions continued… • Opponents’ position on hiring outside the firm • Consultants charge up-front retainers • Lack necessary proof or promise of successful completion • Many people have trouble visualizing the end product or service • Worry that outside suppliers’ staffs are incompetent 2004 Joel Reedy and Shauna Schullo

11. Setting Priorities for Action • Checking Suppliers • The supplier firm’s credentials are easily checked by calling current and past clients • Speaking with suppliers that have done business with the company • Financial inquiry report such as Dunn and Bradstreet financial profiles • Marketer asks about the supplier’s business practices 2004 Joel Reedy and Shauna Schullo

12. Setting Priorities for Action • To assure that equal attention is paid to the client • Write into the business contract who will be the company contact • Identify the software design team • Identify who in each firm will be the arbitrators should problems or misunderstandings arise 2004 Joel Reedy and Shauna Schullo

13. Setting Priorities for Action • Concern with confidentiality and security issues • Careful screening of the software firm and its associates • Nondisclosure agreements should be signed by all parties, including supplier and client interests • Fortifying buildings • Security personnel to accompany building visitors from check-in to checkout • Verification of authenticity with credible companies that supply services to the building • Should be suspicious of liaisons such as hiring the brother-in-law’s software company or employing an old college chum of the CEO 2004 Joel Reedy and Shauna Schullo

14. Assigning Program Responsibilities • Efficiency • CPM (cost per thousand) • GRP (gross rating points) • TRP (target rating points) • Page hits • Clickthroughs • “Unique visitors” • Effectiveness 2004 Joel Reedy and Shauna Schullo

15. The Disadvantages of Implementation • Companies that fail do not have a thorough understanding of • What they have created • How to maintain • How to evolve 2004 Joel Reedy and Shauna Schullo

16. Planning for the Entire Year • Bring the marketing process to life through Object & Task method using concurrent and linear activities • Begin by setting out specific tasks • Setting objectives for various exposure vehicles such as Web design or newspaper or allied traditional media • Developing the copy and graphic approach for the media • Selecting and budgeting for media support • Planning the distribution • Training the retailer and salespeople • Identifying any other potential objective 2004 Joel Reedy and Shauna Schullo

17. Measuring Performance • Any marketing plan that does not estimate acceptable goals and the time and budget allocated to reach the goals is an incomplete marketing plan • Do not forget the P of Performance • Set performance measurement at the beginning • Monitor it along the way • Compare at the end 2004 Joel Reedy and Shauna Schullo