tag:blogger.com,1999:blog-25504976424318306452024-02-20T18:55:20.192-08:00Digital MarketingAnonymoushttp://www.blogger.com/profile/03263560964733655763noreply@blogger.comBlogger6125tag:blogger.com,1999:blog-2550497642431830645.post-31480990326104519232018-10-12T12:47:00.000-07:002018-10-12T12:47:01.554-07:00Business model<img height="193" src="https://media.licdn.com/media/gcrc/dms/image/C4D12AQFLV2ef2ZjWhg/article-cover_image-shrink_600_2000/0?e=1544659200&v=beta&t=0ej5CEVEHT0ZrED5Qwk54SgzhdjtnrZImP93eqeet1w" width="640" /><br />
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<span style="background-color: white; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; font-size: 20px;">Your business model could be one of many and ensuring your digital strategy fits into this is crucial. Creating an aggressive e-commerce strategy for a relationship-based B2B business would not be a good fit. Likewise, leading with a pure content and social media strategy for a sales-focused retailer is highly unlikely to deliver the sales volumes you need to achieve. It is vital that you therefore fit your strategy to your business model. There are many different definitions of business model and within those there are many models. Below is a list of three common business models, some of their qualities and how they apply to your digital marketing strategy.</span><br />
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<span style="background-color: white; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; font-size: 20px;">This model includes organizations that sell products that appeal to a broad range of consumers at an affordable price. An example of this type of business is fast-moving consumer goods (FMCG) companies. Selling a large number of products such as food, clothing or toys involves being able to attract a high volume of customers to your website and stores. This means creating awareness through above-the-line advertising, acquiring visitors and converting them into customers. This would also require a robust customer service process. Therefore all digital channels are relevant here.</span><br />
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<span style="background-color: white; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; font-size: 20px;">This model is a direct-to-consumer business that has a highly targeted service. This could include products for people living with a specific disability or products to ultra-high-net-worth individuals. Whilst this model also appeals directly to consumers, it works with a specific niche such as those in a specialist trade or ultra-high-net-worth individuals. Using broadcast media is not relevant in most of these scenarios as the majority of the viewers will not be potential customers. Creating trust and advocacy is essential, however, so a deep content strategy and first-class experience are crucial to success.</span><br />
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<span style="background-color: white; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif;"><span style="font-size: large;">The B2B model includes organizations such as wholesalers or technology resellers that are selling directly to other businesses. Here you are dealing with other business people rather than end consumers. These business people are of course still individuals and it is important not to forget that human psychology still applies. They do, however, have very different expectations. You may be seen less as a brand and more as a supplier, which creates a very different relationship. Your customers may be more cynical or aggressive than B2C customers as they have specific objectives and goals to achieve. You may find that traditional marketing messages and sales techniques are less well received. Therefore the focus should be more on relationships through CRM, content and direct value-added discussions rather than through advertising. It is still important, however, for these customers to be able to find your site and the information they need to get to.</span></span><br />
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<span style="background-color: white; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; font-size: 20px;">Within these broader business models there are of course many specific models. A B2B IT company may be a hardware product provider or a service support provider. The service model would require more of a focus on screen sharing and CRM whilst the product model would require more of an acquisition and conversion focus. A B2C model may be simply to sell products at a significant margin or simply to gain traffic in order to make advertising revenue.</span><br />
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<span style="color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; font-size: large;">One interesting trend in business models in recent years is the freemium model. This model has grown in popularity and is essentially the method of attracting users by giving a percentage of your product or service for free and offering a more interesting, deeper experience for a price. A good example of this is the music-streaming industry with businesses such as Spotify and Deezer employing this technique. One other point here is that business models can shift and shape over time. There are many examples of this such as IBM, but there are also some more recent changes in the digital space.</span><br />
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Anonymoushttp://www.blogger.com/profile/03263560964733655763noreply@blogger.com8tag:blogger.com,1999:blog-2550497642431830645.post-20909585485758353142018-10-09T10:01:00.005-07:002018-10-09T10:01:44.260-07:00Customer centricity<div style="background: 0px 0px rgb(255, 255, 255); border: 0px; box-sizing: inherit; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; line-height: 3.2rem; margin-bottom: 3.2rem; margin-top: 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">
<img height="395" src="https://media.licdn.com/media/gcrc/dms/image/C4D12AQFDU6A-QKT-sw/article-cover_image-shrink_600_2000/0?e=1544659200&v=beta&t=_8P-VkTxwwO_XObQxUeCo19JgaxEY7rKJv2qje19V1c" width="640" /></div>
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<span style="font-size: large;">Many organizations claim to be customer centric, many of those include customer centricity in their values, but not all of these businesses truly make their key decisions with a customer-first mentality. So what? Why does it matter that some do and some don’t? In short, it doesn’t. We are not looking to define what your business strategy should be – the important consideration here is that you are honest about what your values are, as that means you can truly work towards achieving your goals.</span></div>
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<span style="font-size: large;">Being customer centric, in its purest form, means making your decisions around what is best for your customers. This might mean making some financial sacrifices, reducing profits or creating work that does not directly benefit the organization. If your business claims to be customer centric then a good question to ask yourself is whether you really are putting the customer decisions ahead of the financial decisions. This is not to say that putting your financial decisions ahead of your customer decisions is a bad thing. There are circumstances where this is entirely appropriate. For example, your shareholders may demand a profit or sales target that you are not likely to achieve without increasing your prices, or you may not be able to afford the improvements that the customer demands without compromising the financial performance of the business.</span></div>
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<span style="font-size: large;">According to research by Deloitte Consulting and Deloitte & Touche, customer-centric organizations are 60 per cent more profitable than those that are not and they have lower operating costs (Deloitte, 2014). This may motivate your business to take this strategy seriously but the most important thing is to ensure that your organization is open and honest about its true motivations, as this will dictate your strategy. Building a strategy that is customer centric in order to fit with the business values will create serious problems if these values are not truly lived. For example, a customer-centric strategy may involve setting up a dedicated social service team to ensure a fast turnaround to customer messages. It may involve purchasing CRM software to enable deep personalization and could also include spending money on paid search to ensure customers find the relevant pages, even if they have no commercial goals. If, however, the organization is not actually customer centric then these initiatives may well come under scrutiny for not generating financial value, but it would be too late to remove the people who had been recruited and so your strategy may gain a poor reputation amongst your stakeholders. It is worth ensuring that your strategy is truly aligned with your genuine level of customer centricity.</span></div>
Anonymoushttp://www.blogger.com/profile/03263560964733655763noreply@blogger.com0tag:blogger.com,1999:blog-2550497642431830645.post-1325434568461715172018-10-08T12:12:00.000-07:002018-10-08T12:12:26.654-07:00Customer lifetime value<br />
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<img height="192" src="https://media.licdn.com/media/gcrc/dms/image/C4D12AQGCg0jf3IR2aQ/article-cover_image-shrink_720_1280/0?e=1544659200&v=beta&t=GnAvQtU0aB0fkBYFTAn78_PeS6ciKpR253Febdzo3pY" width="640" /></div>
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<span style="background-color: white;"><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">Customer lifetime value (CLTV or sometimes LTV) is quite simply the value or profit attributed to a customer for their entire customer lifecycle. This can be relatively simple to calculate in some businesses and incredibly complex in others. Either way, one thing is true: there are many factors that influence it and many levers that can be pulled to alter it. Cost per acquisition (CPA) has long been used as a key metric in marketing and especially so in digital marketing due to tracking technology and the transparency of data. However, this has certainly been criticized as too simplistic a view. For example, if you know that a customer spends $100 buying a product from you that has a margin of $50 and it costs you $40 to acquire that customer then you can be happy that you have acquired them profitably. If that customer then leaves and never comes back then we have a simple model. If, however, the average customer comes back another 3.2 times and phones your call centre twice per purchase then you have additional income and expenditure for this customer that is not taken into consideration. The CPA model continues to be used in channels such as affiliate marketing as it enables businesses to remove the risk of cost-per-click payments where conversions are not guaranteed. It would be far too complicated in most instances to ask affiliates to abide by your CLTV model as so many of the variables would be out of their control. CLTV can be used to determine which customers are the most profitable and to define segments based on this, which can then be targeted appropriately.</span></span></div>
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Calculating CLTV</h3>
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;">There are several different ways to calculate CLTV but we focus on the simple approach. I would recommend understanding the different models in more detail to fully appreciate the complexities of CLTV and ensure you have a model or combination of models that is appropriate for your business. In order to calculate your CLTV using the simple method you need to have an understanding of the following two variables: 1) number of periods that a customer remains with you (customer lifetime); 2) average margin per customer in a period.</span><br />
<span style="font-size: large;"><span style="font-family: "arial" , "helvetica" , sans-serif;">In order to help understand these variables there are some common factors that need to be understood and these are therefore also the levers that can be pulled to improve your CLTV:</span></span><br />
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">Length of customer lifetime:</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">CRM programmes</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">member-get-member schemes</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;"> loyalty schemes</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">service levels</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">Average margin per customer:</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">repeat purchases</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">cross-selling and up-selling</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;"> returns and refunds</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">pricing and discounts</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">operating costs</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">conversion rates</span></li>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">segmentation</span></li>
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<span style="font-size: large;">The formula in simple terms is therefore as follows:</span></div>
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<span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="font-size: large;">CLTV = Lifetime × Avg Margin</span></span></div>
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<span style="font-size: large;">To give an example of this we can look at a retailer. This particular retailer manages to attract each customer to its store 3.9 times per week on average and those customers spend $21.69 on average during each visit. We therefore know that the customers are spending $21.69 × 3.9 = $84.59 per week. We want to understand our CLTV in terms of years so we can simply multiply by 52 to get an annual customer value of $4,399. We know that each customer has a profit margin of 10 per cent so we know that our profit per customer is actually $439. On average we know that customers stay with us for 15 years and so our CLTV is $439 × 15 = $6,585. That gives us a target figure to acquire customers. We know that we can spend up to $6,585 to acquire a customer over their lifetime.</span></div>
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What does this mean for digital marketing? </h3>
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<span style="font-size: large;">There are many models in digital marketing that are forced upon us. As mentioned above there are cost-per-acquisition and cost-per-click models that are very common. There are also cost-per-impression (sometimes costper-mille), cost-per-action and cost-per-lead models, amongst others. Whilst we are forced to use these as payment methods it is often all too easy to relax into using these as the key performance indicators (KPIs) for running the channels. CLTV is not something that can be implemented purely within one area of your business, but if this model is appropriate then it should be integrated within digital marketing as much as anywhere else. Digital marketers are blessed with exceptional amounts of data so we have the opportunity to understand our customers and the variables involved in greater detail than other areas of the business. This opportunity is golden and should not be wasted.</span></div>
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Anonymoushttp://www.blogger.com/profile/03263560964733655763noreply@blogger.com0tag:blogger.com,1999:blog-2550497642431830645.post-11300917091582387312018-10-05T00:19:00.003-07:002018-10-05T00:19:32.366-07:00Boston Consulting Group matrix<img src="https://media.licdn.com/media/gcrc/dms/image/C4D12AQFDoLmV-l2G0A/article-cover_image-shrink_720_1280/0?e=1544054400&v=beta&t=4YWFTsmeEDm4kpvTN8CqgHsv9bFn8T0EaSYeNdXqb1s" /><div>
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According to Bruce Henderson, founder of the Boston Consulting Group, "To be successful, a company should have a portfolio of products with different growth rates and different market shares". This model is similar to the brand perceptual model in that it uses a matrix. However, the Boston Consulting Group (BCG) matrix is used for a very different purpose. The model categorizes products in a portfolio into stars, cash cows, dogs and question marks by looking at market share and market growth. This is why it is sometimes called the growth–share matrix. It is used primarily to maximize long-term value creation in a business by maximizing high-potential areas and minimizing poor performers.</div>
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<span style="font-size: small;">Cash cows – high market share in a slow-growth environment</span></h3>
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Cash cows are strong and safe products. They generate money steadily in a market that is not growing at any pace and, as such, do not require much investment. As a result they are highly profitable.</div>
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<span style="font-size: small;">Dogs – low market share in a slow-growth environment</span></h3>
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Dogs are not the strongest part of the portfolio and can in fact be damaging for a business. They tend to break even and so do not offer a great deal of benefit to the business. Businesses will generally look to reduce dogs or sell them off and should be very wary of investing money into them as returns are unlikely.</div>
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<span style="font-size: small;">Question marks – low market share in a high-growth environment</span></h3>
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Question marks are aptly named as they can go in either direction. They are growing rapidly but have a low share so they consume a lot of cash and do not generate a great deal. A question mark can become a "star" if it gains market share and then even a "cash cow" if the market slows, but it also has the potential to be a "dog" if the market slows before it has gained momentum. Decisions around what to do with question marks must be based on extensive analysis – to invest or not to invest.</div>
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<span style="font-size: small;">Stars – high market share in a high-growth environment</span></h3>
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Stars generate cash due to having a strong market share but they also swallow up a lot of investment due to the high growth environment. Once the growth declines, stars become cash cows; therefore, having a range of stars in your portfolio that can become the next cash cows is an important strategy.</div>
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The matrix itself shows not only the position of each product but also, by utilizing the area or size of each category, the value of each product. This therefore gives a snapshot of profitability and cashflows of an organization. Ultimately, cash cows and dogs are at either end of the scale and so all business units will move to one end or the other eventually and there is a common path: question mark – star – cash cow – dog. Of course it is not the situation for most companies, or indeed the aim, to have a set of products that simply fall into one of these categories and in fact a blend of these is important to be able to describe your portfolio as balanced:</div>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"> Cash cows exist to supply funds that can be used to invest in the future of the company. </li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">Stars, due to their high growth potential and high market share, are the products that build this future. </li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">Question marks are items to steer into your next set of stars. </li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">Dogs should be removed.</li>
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One key thing to remember is that the BCG matrix has complications and has been misinterpreted and misused many times, so understanding the intricacies of it and how to apply it (and indeed when to apply it) is crucial.</div>
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<span style="font-size: small;">What does this mean for digital marketing?</span><span style="font-size: 2rem;"> </span></h3>
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The BCG matrix will inform which products you should be selling through which methods and channels, which will influence your overall digital strategy. You can also use it to assess your digital channels themselves and understand, therefore, whether you are applying your focus effectively. For example, is paid search a cash cow or a dog? The value of this channel is often debated and so being able to substantiate where your channels fit on the BCG matrix is a great way to communicate how your channel strategy will be managed. Moving SEO from a question mark to a star is a common goal of businesses that have poor natural search performance but understand the steps to make improvements.</div>
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Anonymoushttp://www.blogger.com/profile/03263560964733655763noreply@blogger.com0tag:blogger.com,1999:blog-2550497642431830645.post-74673895022059938162018-10-02T12:12:00.002-07:002018-10-02T12:12:30.874-07:00Segmentation<div style="background: 0px 0px rgb(255, 255, 255); border: 0px; box-sizing: inherit; color: rgba(0, 0, 0, 0.75); font-family: "Source Serif Pro", serif; line-height: 3.2rem; margin-bottom: 3.2rem; margin-top: 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">
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<span style="font-size: large;">We will look at personalization, which is the ultimate goal of tailored communications and is far more possible than it was just 10 years ago. It is, however, still vitally important to understand segmentation as well.Consumers will always have similarities in their behaviours, demographics, buying patterns and other factors that enable you to group them into segments. This enables smarter, more appropriate targeting and messaging within your marketing communications. These groups will have different uses for products and varying perspectives on services. Their lifestyles will be inherently different as will be their needs, aspirations, opinions and much more.</span></div>
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<span style="font-size: large;">Five common forms of segmentation – geographic, demographic, behavioural, benefit and psychographic – are listed below, including the advantages and disadvantages of each alongside how businesses use these methods.</span></div>
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Geographic</h3>
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<span style="font-size: large;">Perhaps the simplest of all segmentation strategies, this is quite simply the location of the individuals being analysed. Businesses that have regional retail outlets will have some focus on this but it can also prove a useful tool to understand where to target your marketing. That could be outdoor or press advertising but from a digital perspective it may inform your geo-targeting or data selection for your strategy. The disadvantage is quite simply that this is very basic and tells you next to nothing about the individuals themselves.</span></div>
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Demographic </h3>
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<span style="font-size: large;">A very common form of segmentation, demographics includes factors such as age, race, gender, education, employment, income and economic status. It is therefore an area of segmentation that gives a reflection of the characteristics of a group of people. Demographic segmentation is used by governments and a very broad range of organizations as it can answer questions such as 'Who can afford to buy my product?' and 'Will this group of consumers be the right age range for my product?'</span></div>
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<span style="font-size: large;">The disadvantage of this type of segmentation is that there is a large assumption that people with similar characteristics will behave similarly, which is far from the truth. If someone is a French, 45-year-old factory worker who has had a poor education will they behave the same way as all their colleagues in the factory who are of roughly the same age? No. They will have different passions, hobbies and much more. To understand this in more detail we need to understand behavioural segmentation.</span></div>
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Behavioural </h3>
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<span style="font-size: large;">Behavioural segmentation is becoming increasingly possible. It has historically been difficult to understand consumer behaviour but in the big data world we are able to understand consumers a lot more, especially those in the digital space. This method groups consumers by buying patterns and usage behaviours. This is an excellent way of talking to individuals in a way that is highly likely to resonate with them. It is useful when talking about specific products or use occasions.</span></div>
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<span style="font-size: large;">Behavioural does not of course give such a black-and-white view as demographic segmentation and therefore is not an exact science. For example, behaviour can change with your lifestyle. Divorce, children and retirement are key examples of when life changes could result in behaviour changes. It is therefore vital to be working with data that is up to date. With behavioural segmentation you have the advantage of being highly relevant to your audience whilst also running the risk of missing the mark completely.</span></div>
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Benefit </h3>
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<span style="font-size: large;">Something that is vital to understand in marketing, and in fact business in general, is that perception is key. How you are perceived will impact your career – we all know the clichés about first impressions. Well, this form of segmentation is based around consumer perceived benefit. Many businesses use this to understand the consumer base and to inform product development and marketing opportunities. A good example of this is the fashion industry. If you imagine retailers of coats and jackets: some consumers will look for warm winter coats for their ski holidays, some for all-weather jackets for their outdoor lifestyle, some for lightweight jackets they can wear whilst exercising, some for smart coats for work and some purely for fashion. The perceived benefit of your coat will appeal differently to each different segment, so perhaps you need to change the perception of your coat or bring out a new range to appeal to a new segment.</span></div>
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Psychographic </h3>
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<span style="font-weight: normal;"><span style="font-size: large;">Psychographic segmentation sounds exceptionally complex but it is simply an understanding of a consumer’s lifestyle. This includes studying activities, opinions, beliefs and interests. Understanding these elements can, similarly to behavioural segmentation, result in messaging and products that truly resonate with the individuals. For example, individuals may be environmentalists, Buddhists, body builders or movie lovers (or any combination of these). Creating segments on this basis creates a more 'real' view of the individuals than geographic or demographic segmentation ever could.</span></span></div>
Anonymoushttp://www.blogger.com/profile/03263560964733655763noreply@blogger.com0tag:blogger.com,1999:blog-2550497642431830645.post-91035582859351208322018-10-02T11:51:00.002-07:002018-10-02T11:55:26.914-07:00History of Digital Marketing<div style="background: 0px 0px rgb(255, 255, 255); border: 0px; box-sizing: inherit; color: rgba(0, 0, 0, 0.75); font-family: "source serif pro", serif; line-height: 3.2rem; margin-bottom: 3.2rem; margin-top: 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;">
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<span style="font-weight: normal;">Digital Marketing first appeared as a term in the 1990s, but it was a different world then, Web 1.0 was primarily static content with very little interaction and no real communities. The first banner advertising started in 1993 and the first web crawler was created in 1994. This was the beginning of search engine optimization (SEO) as we know it. This may not seem a deep and distant past but when we consider that this was 4 years before Google launched, over 10 years before Youtube, and that social media was not even a dream at this point, it shows just how far we have come in a short time.<br />Once Google started to grow at pace and Blogger was launched in 1999 the modern internet age began. Blackberry, a brand not connected with innovation any more, launched mobile e-mail and MySpace appeared.MySpace was the true beginning of social media as we define it today, but it was not as successful as it could have been from a user experience perspective and ultimately that is what led to its downfall. Google's introduction of Adwords was their real platform for growth and remains a key revenue stream for them to this day. Their innovation, simple interface and accurate algorithms continue to remain unchallenged (although Bing have been making some good steps forward in recent years). Cookies have been a key development and also a bone of contention over recent years with a new regulation and ongoing privacy debates Whilst cookies have played a role in the ongoing privacy concerns of digital technology, they have also been a key development in delivering relevant content and therefore personalizing user experience.<br />Web 2.0 was a term coined in 1999 by Darcy DiNucci but not really popularized until Tim O'Reilly in 2004. With Web 2.0 there was no ovr-haul of technology as the name might suggest, but more a shift in the way that websites are created. This allowed the web to become a social place, it was an enabler for online communications and so Facebook, Twitter, Instagram, Pinterest, Skype and others were born. One trend that has certainly appeared in the last 10 years is an increase in buzzwords. There seems to be a new word or phrase for everything. From 'big data' to 'dark social', new terms arrive all the time. At nearly every marketing conference I attend these days there is one speaker who is trying to socialize a new phrase they have coined. Whilst these buzzwords can inspire us and open our eyes to new ways of thinking, they rarely change the underpinning strategic planning of an effective marketing-led organization. For this reason, below I will show some of the established models, with one eye on the digital perspective.</span></h2>
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<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">The 4 Ps</span> - The established marketing model</li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Porter's five forces</span> - A view of competitive positioning</li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Brand positioning mapping</span> - Analysing your perceptual positioning</li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Customer lifetime value </span>- Understanding true customer value</li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Segmentation, targeting and positioning</span> - Understanding the customer</li>
<li style="background: 0px 0px; border: 0px; box-sizing: inherit; font-size: 20px; margin: 2.4rem 0px 2.4rem 3.2rem; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background: 0px 0px; border: 0px; box-sizing: inherit; font-weight: 600; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Boston Consulting Group matrix</span> - Product categorization</li>
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