Contents Section 1 – Introduction.......................................................................................................................... 1 1.0 Objective of report ........................................................................................................................ 1 1.1 Dahlia Marketing Ltd..................................................................................................................... 1 1.2 SOSTAC Model .............................................................................................................................. 1 Section 2 – Situational Analysis .............................................................................................................. 2 2.0 Purpose of a situational analysis................................................................................................... 2 2.1 Macro environment ...................................................................................................................... 2 2.1.1 Political factors....................................................................................................................... 2 2.1.2 Economic factors .................................................................................................................... 2 2.1.3 Socio cultural factors.............................................................................................................. 2 2.1.4 Technological factors ............................................................................................................. 2 2.1.5 Legal Factors .......................................................................................................................... 3 2.1.6 Environmental factors ............................................................................................................ 3 2.2 Competitive environment ............................................................................................................. 3 2.2.1 Area Insight ............................................................................................................................ 3 2.2.2 Search Engine Results ............................................................................................................ 3 2.3 Micro environment ....................................................................................................................... 4 2.3.1 Brand Analysis ........................................................................................................................ 4 2.3.2 5S analysis .............................................................................................................................. 4 2.4 Customer environment ................................................................................................................. 5 2.4.1 Customer Insight .................................................................................................................... 5 2.4.2 Decision making process ........................................................................................................ 5 Section 3 – The objectives ...................................................................................................................... 6 3.0 Background of objectives .............................................................................................................. 6 3.0.1 Changes from the brief .......................................................................................................... 7 3.0.2 Explanation ............................................................................................................................ 7 3.1 Objectives...................................................................................................................................... 7 Section 4 – Strategy ................................................................................................................................ 7 4.0 Marketing Strategy ....................................................................................................................... 7 4.0.1 Ansoff’s matrix ....................................................................................................................... 7 4.0.2 Segmentation ......................................................................................................................... 8 4.1 RACE approved strategy................................................................................................................ 8 Section 5 – Tactics ................................................................................................................................... 9 5.0 Tactic One – Interactive Media ..................................................................................................... 9
5.1 Tactic Two – SEO and Website Additions ................................................................................... 10 5.1.1 Search engine optimisation................................................................................................. 10 5.1.2 Content Syndication ............................................................................................................. 11 5.1.3 FAQ Page .............................................................................................................................. 11 5.1.4 Press Release Page ............................................................................................................... 11 5.2 Tactic Three – Segmented Customer Emails............................................................................... 12 5.3 The schedule ............................................................................................................................... 12 Section 6 – Evaluation and Control ....................................................................................................... 13 6.0 Importance of evaluation............................................................................................................ 13 6.1 Measurements of tactic one ....................................................................................................... 13 6.2 Measurements of tactic two ....................................................................................................... 13 6.3 Measurements of tactic three .................................................................................................... 13 Section 7 – Conclusion .......................................................................................................................... 14 Section 8 – Appendices ......................................................................................................................... 15 Appendix One - Creative Director CV................................................................................................ 15 Appendix Two - PESTLE Analysis ...................................................................................................... 17 Appendix Three - Area Insight.......................................................................................................... 18 Appendix Four – 5S Analysis ............................................................................................................. 19 Appendix Five – Customer Insight .................................................................................................... 20 Appendix Six – Decision making process .......................................................................................... 21 Appendix Seven - Race Model .......................................................................................................... 22 Appendix Eight – Storyboard ............................................................................................................ 23 Appendix Nine – The Periodic Table of SEO Success Factors............................................................ 24 Appendix Ten – Periodic table of success factors analysis applied to the Gail Race website .......... 25 Appendix Eleven - Gantt chart .......................................................................................................... 26 Section 9 - References........................................................................................................................... 27
Section 1 – Introduction 1.0 Objective of report We would like to take the opportunity to thank Gail Race Interiors for selecting Dahlia Marketing Ltd to create their strategic marketing plan. The purpose of this report is to develop the marketing strategies suggested in the project brief. These strategies will reach new customers, convert digital marketing clicks to enquiries and engage with previous customers leading to repeat business.
1.1 Dahlia Marketing Ltd Dahlia Marketing Ltd is a Chichester based agency that has extensive experience creating and implementing marketing schemes for companies such as Goodwood and Rosewood London. We specialise in high end companies whether they are small medium enterprises or on a larger scale although our digital marketing campaign for the charity ‘Cat and Rabbit Rescue Centre’ demonstrates fully our knowledge of strategies such as SEO and Vlogging. For the full CV of Creative Director Eloise Downer please see appendix one. The values that our company hold and guarantee to bring to your project are to be; inquisitive, innovative, collaborative, devoted, enthusiastic and to deliver results.
1.2 SOSTAC Model The structure of this report will follow the SOSTAC model taken from Chaffey and Smith (2008) as seen in figure 1 although the actions segment is not implemented. This model is suitable for this report as all the strategies are digital.
Figure 1: SOSTAC Model. Adapted from: (Chaffey and Smith, 2008).
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Section 2 – Situational Analysis 2.0 Purpose of a situational analysis In order to successfully create and implement a marketing strategy we need to fully understand the present situation and any potential future factors (Wilson and Gilligan, 1997, p. 44). As shown in the brief thorough research has been conducted into the macro and micro environments of Gail Race Interior. This report develops that research further.
2.1 Macro environment The macro environment is examined in a PESTLE analysis as shown in appendix two.
2.1.1 Political factors It is not clear what effect Brexit will have on the interior design industry. Furniture, fabrics and materials that are outsourced from Europe may change in price due to tariffs or become harder to obtain (Ransom, 2017). This may lead to competition between interior designers for certain products and designs. Alternatively, trading from other countries outside the EU may be encouraged which could influence design styles. In response Gail Race Interiors could seize the opportunity and investigate trends from countries where supply will be easily accessible and use this as a competitive advantage (PwC, 2017).
2.1.2 Economic factors Brexit is not only a political factor but also could have repercussions on the economy. These repercussions – like everything with Brexit – are unpredictable (Jackson, 2017). If the economy does fall it will lower the level of disposable income meaning that people are less likely to spend out on ‘luxury’s’ such as interior design (Masterson, Phillips and Pickton, 2017).
2.1.3 Socio cultural factors Interior design is successful not only for the results but the lifestyle of people in the UK means that they would generally rather be travelling or endorsing in another leisure activity than using their spare time to redecorate. An increase in emigration (possibly due to Brexit) could lead to potential clients leaving the country (Dearden, 2017) and second home owners selling their UK properties.
2.1.4 Technological factors Developing technology is changing how companies operate. For example - apps are being continuously generated such as those that allow customers to use augmented reality to see what
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the finished design will look like (Augment, 2017). Gail Race Interiors could potentially implement this to demonstrate to customers what the finished result of their home will look like. Websites are now a key part of the decision-making process with 81% of consumers conducting online research before making a purchase decision (Morrison, 2014). Gale Race Interiors website should be completely up to date and operation including on mobiles.
2.1.5 Legal Factors Following Brexit, domestic legislation may be changed that affect how SME’s are run. Many SME’s are worried about how investment and staffing will be affected (The Guardian, 2017), while others are hopeful of the backing of SME’s that will be provided by the government (Ho, 2017).
2.1.6 Environmental factors Attitudes and opinions are developing and sustainability is currently a buyer hot button (Aaker, 2014, p.30). Some customers may demand ethically sourced décor and materials for their interior design so Gail Race should be aware of the background of all supplies. A final possibility for environmental factors is that if a material becomes harder to source (possibly due to Brexit) the price will increase and customers may turn elsewhere.
2.2 Competitive environment 2.2.1 Area Insight The infographics in appendix three show the commentary of the population that Gail Race Interiors is appealing to in relevance of location. The average house prices and annual pay in these areas are some of the highest in the country potentially leading to proud homeowners with large disposable income. There are also high numbers of people in managerial roles and these statistics can be compared with a customer insight.
2.2.2 Search Engine Results Gail Race Interiors places on the 8th page in Googles search engine results when searching for ‘Interior Design West Sussex’. The domain is the 2nd organic search result on that page. Gail Race Interiors does not place in the 360 organic search engine results when googling ‘Interior Design London’. With up to 500 monthly searches on average the website is missing huge potential (Moz, 2017, A).
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2.3 Micro environment 2.3.1 Brand Analysis The brand perception model in figure 2 helps identify exactly what customers want from the brand and what they are receiving. The core of Gail Race Interiors is a stylish, luxury and serene brand. The brand is sophisticated and provides clients with comfort and confidence. Clients feel rejuvenated while they get show their friends how stylish they are.
2.3.2 5S analysis
Figure 2: Brand Analysis Model.
81% of shoppers visit a brands website before purchasing. This is why it is so important to have a website at its full potential and why a 5S analysis of the Gail Race Interiors website has been conducted as seen in appendix four. Areas were identified where the website is currently performing well alongside areas that could be developed. The goal of the website is to generate a lead and take the viewer to the enquiry form as it is servicesorientated. Opportunities were identified to better serve viewers using google analytics to monitor activity and find drop off points. The social listening tool Radian6 could also pick up digital chatter across social media platforms allowing Gail Race a chance to respond and learn from responses. Gail Race interiors have a good social media presence but they do not rank very highly in search engine results which could be improved through SEO. An FAQ page is also missing from the website that may save time and money as repeatedly asked questions could be answered. The website sizzles as it is elegant and Gail Race Interiors is repeatedly mentioned on the design website ‘Houzz’.
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2.4 Customer environment 2.4.1 Customer Insight A customer insight in appendix five shows who typical clients of interior design are. They are female, in generation X and tend to have degree level or above education. The fact that they usually have children will reflect on the design on their home. Research also shows that the top three rooms to redecorate are the kitchen, bathroom and living room with kitchens costing the most (Bplans, 2017).
2.4.2 Decision making process To understand a ‘Gail Race Interiors’ customer, appendix six shows the decision-making process adapted from Blackwell et al (2001) which can be used to identify the process of purchase. The first step is need recognition and problem awareness. Hiring an interior designer for a private home is hedonic motivation as the client wants to feel relaxed and their home to have the ‘wow factor’ (Jessica, 2012). Belonging to the social class AB is an environmental influence of why someone would hire an interior designer as research shows they are the typical client (Bplans, 2017), it is likely they would also have friends and family in this social class too who may further influence the decision. Individual differences indicate the personal reasons that an interior designer may be hired. A professional family or family with children may feel that they don’t have the time to project manage themselves while those with a motivation for style and notability can benefit from the resources and contacts available to the designer (Kathy Kuo Home, 2017). For a commercial property, the motivation is to make an investment from exploiting an opportunity (MaRS, 2009) as the estate will be of a higher value after professional redecoration. Either way the decision is a voluntary response made in a conscious state. The second stage of the decision-making process is the information search. Internal information comes from what the client already knows about the interior design business and experiences they have had before. Stimuli may also come from advertisements or stories from friends and families as demonstrated in the moment of truth model in figure 3. Coercive power is important in this situation as a trusted friend would have no reason to lie.
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ZMOT Previous client of Gail Race Interiors shares positive experience with a friend.
FMOT
SMOT The purchase is made and the client is satisfied.
The friend then visits the website and makes an enquiry.
Figure 3: ZMOT, FMOT, SMOT Model.
The external search for information comes from research conducted by the client whether that is online or offline including using the website ‘Houzz’ to read reviews and view images of designers in their local area (Houzz, 2017). Online magazines such as ‘Freshome’ and ‘Country Living’ may also be studied. The process is emotional more that rational as there is an aim for the designs to ‘stimulate consumers emotional responses’ (Zhang et al, 2015). The next stage is the evaluation of alternatives. The evoked set are all the interior designers the client is aware of whilst their consideration set are the ones that meet their needs (Moutinho and Chien, 2008, p. 41). Cut offs are companies that are not suited to the client for example they may exceed their budget or not be available in their area. The client then makes the purchase by hiring Gail Race Interiors if they are available. The location of purchase may be online if the client wishes to book through email or face to face after a consultation. Post purchase evaluation is the final stage which will hopefully leave the client satisfied and willing to hire Gail Race Interiors again or recommend them, however, dissatisfaction will lead to disappointment in the brand and possible brand avoidance (Lee et al, 2009).
Section 3 – The objectives 3.0 Background of objectives Porter (cited in Chaffey and Ellis-Chadwick, 2012) has addressed how ‘experimental’ internet marketing has led to the failure and economic loss of both ‘dot-com’ and previously established companies. Objectives need to be set to ensure that marketing strategies are suitable and likely to be beneficial for the company they are designed for.
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3.0.1 Changes from the brief Dahlia Marketing Ltd did not receive any feedback leading to drastic changes following the plan outlined in the brief. We have however included the decision-making process in section 2.4.2 to allow Gail Race Interiors to further understand their client.
3.0.2 Explanation To aid planning a marketing campaign, Chaffey’s (2016) RACE model has been applied. Appendix seven is an adaption of this model and the individual tools that could be implemented to improve each RACE aspect. From analysis of Gail Race Interiors, we have decided to incorporate all aspects of the RACE model into the campaign objectives to ensure customers at every stage of the process are engaged.
3.1 Objectives The objectives of the marketing plan are as follows: 1. To raise awareness of the brand and reach new customers through creative and shareable media and achieve 100,000 unique visitors to the website within 12 months. 2. To increase site conversion rates of enquiries to 15% within 12 months by fully engaging the viewer. 3. To engage with previous customers, continuing a personal experience and leading to an increase of repeat business of 15% in 12 months.
Section 4 – Strategy 4.0 Marketing Strategy Formulating a strategy involves identifying the tactics that fit best with the company and are most likely to achieve the set objectives (Chaffey and Ellis-Chadwick, 2012). The strategy for this campaign is a mixture of both tradigital marketing and social media marketing as there are tactics that both have a push and pull orientation (Tuten and Solomen, 2015, p. 23).
4.0.1 Ansoff’s matrix Ansoff’s matrix is an analytical tool that has been used to identify an overall strategy. As seen in figure 4, the marketing plan is focusing on existing products and existing markets, therefore, adapting a market penetration strategy. This knowledge ensures that the chosen tactics head in the right direction. As identified in Chaffey and Ellis-Chadwick (2012), market penetration strategies
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should include market share growth, customer loyalty improvement and customer value improvement. Products
Existing
Existing
New
Market Penetration
Product Development
Strategy
Strategy
Market Development
Diversification Strategy
Markets New
Strategy
Figure 4: Ansoff Matrix Model. Adapted from: (Ansoff cited in
4.0.2 Segmentation
Mind Tools, 2017).
From the customer insight and decision-making process research Dahlia Marketing Ltd have created an overview of who a typical Gail Race Interiors client is. The marketing plan needs to be attractive to this client and tactics should be chosen that will appeal to the target market (Brassington and Pettitt, 2000, p. 902). 66% of generation X prefer to interact online (Campaigner, 2017) however there is evidence to suggest that pairing traditional marketing channels with digital marketing is the most successful strategy (Register Media, 2016). As Gail Race Interiors is an internet based company a mainly digital marketing plan would be appropriate. Women in generation X are the most likely to engage in home improvement media. They are attracted to opportunities to learn and want to be asked for their feedback and have information shared with them regularly (Williams and Page, 2010). Suggestions and not rules work best with generation X (Altstiel and Grow, 2017) and their priorities are balancing family, life, and work (Williams and Page, 2010).
4.1 RACE approved strategy Tactics shown in appendix seven were analysed taking into consideration the target market and that the plan is focused on market penetration. Three tactics were chosen that best meet the objectives and ensure that every component of the RACE model is met as shown in figure 5.
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Figure 5: RACE Tactics. Adapted from: (Chaffey, 2016).
Section 5 – Tactics 5.0 Tactic One – Interactive Media The first tactic is interactive media that reaches out to potential clients and addresses objective one. It is social media marketing with a pull orientation as attention is gained via interactivity and sharing is involved (Tuten and Solomen, 2015, p. 23). An interactive video will be posted onto various digital media platforms starting with YouTube as its base. Appendix eight shows a brief storyboard for the content of the video. In summary; the video will feature Gail designing four different mood boards for living room designs. The end of the video will ask the viewer which mood board they would choose and the viewer can then follow the click through link over their chosen mood board. Each link will take the viewer to a page on the ‘Gail Race Interiors’ website where they can view the finished interior based on the design that they have selected. The curious viewer will then explore the website and potentially share the video on their social media channels. The cycle can then start again. This is a multichannel campaign as the video will be promoted across social media, email and the website (Fill and Turnbull, 2005). It must be interactive and viewable on mobile devices with an ideal running time of 45 seconds. Home owners will be targeted through Facebooks data marketing (Facebook, 2017) and local awareness advertisement will be used as location services will share the video with those in the West Sussex and London area (Vahl, 2015). It is essential that subtitles are included as 85% of video on Facebook is watched silently (Patel, 2016). For other social media sites (Twitter, Pinterest, Instagram and LinkedIn) the video will be shared with a link to the interactive YouTube video. This will also be the case with emails sent to previous clients and connections alongside a short message promoting the exciting media.
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This is initially paid media as it will be a paid ad campaign to grow ‘Gail Race Interiors’ social community (Booher, 2016). As the video becomes shared content that starts conversations in communities and gains likes and fans it will develop into earned media (Tuten and Solomen, 2015). Word of mouth is a strong technique to reach new tribe members and spread awareness through social media marketing (Vahl, 2015) and could also trigger the ZMOT, FMOT, SMOT model (figure 3). The video also creates a chance for viewers to ‘share’ their ideas (Chaffey, 2010). Sustainable products will be featured that this will draw positive attention. 94% of households in London and the South-East use internet showing that the desired client area can engage with this tactic (Office for National Statistics, 2017). Generation X are also the generation that spend the most time on Facebook – typically 6 hours 58 minutes a week (Bromwich, 2017) and “Xer women are the highest viewers of home improvement media and the most likely to engage in home improvement” (Williams and Page, 2010) demonstrating that a paid advert on Facebook would reach the target market.
5.1 Tactic Two – SEO and Website Additions 5.1.1 Search engine optimisation Tactic two focuses on a pull orientation as website content attracts inbound traffic and dialogue will be improved (Tuten and Solomen, 2015, p.23). 81% of shoppers conduct online research before buying (Morrison, 2014) so SEO is an essential part of any successful company. The periodic table of SEO success factors (appendix nine) has been applied to the Gail Race Website with the findings shown in appendix ten. There are eight elements that can be improved on. Content Words – After conducting keyword research we have discovered that there are not enough keywords relevant to interior design on the website. Keywords are important to allow both humans and ‘crawlers’ to find the website through search engine algorithms (Tuten and Solomen, 2015, p.183). Suggested keywords include ‘décor, ‘architecture’ and ‘consulting’ (Trafficestimate, 2017). Long tail keywords should also be increased to optimise the site (Tuten and Solomen, 2015, p.183. ‘Interior design London’ and ‘Interior Design West Sussex’ would direct more results to the website as would including the titles of rooms likely to be redecorated such as ‘Interior Design Kitchen’ (Moz, 2017, B). Fresh – The website is not updated regularly enough; a blog has been started in 2017 but currently has one entry. This could be continued with original content to build the websites value (Tuten and
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Solomon, 2015, p. 174). Tactic one will help to liven up the website and content syndication would also help to keep the site fresh. Thin – The home page is the landing site for the website but it should include a bit more content including the most relevant keywords to improve SEO (Rowles, 2015). Architecture Speed – The speed of the website is 1.68 seconds with 47 requests. Loading time can be improved by combining all scripts into a single script and minifying JavaScript and CSS (Cascading Style Sheets) (Neil Patel, 2017). HTTPS – The connection to the website is not secure. An SSL certificate should be purchased that will not only protect the website from damages and data theft but increase the SEO ranking and referral data (Keys, 2017). Social Reputation and Shares – How often pages are shared is related to the engagement of the content. Like organic links on websites, gaining organic social shares is earned (Tober et al, 2014). A share from a more reputable social media account such as ‘Houzz’ or ‘Freshome’ is a better-quality share and will improve rankings greater than a less reputable social media account (Search Engine Land, 2017). Tactic one will create shareable media to promote the website and generate strong backlinks.
5.1.2 Content Syndication Live feeds from social media sites such as Facebook and Pinterest should be added to the website. This engages website viewers and can boost traffic to the site (Delamarter, 2013). The high standard Houzz reviews ‘Gail Race Interiors’ has received would stand out.
5.1.3 FAQ Page An FAQ page not only improves SEO but also relieves purchasing anxieties that potential clients may have. It will give Gail Race an opportunity to creatively answer questions and earn trust by demonstrating knowledge all whilst saving the time and money that it takes to reply to each of the questions on an individual basis (Kumar, 2016).
5.1.4 Press Release Page A press release page will keep clients up to date and encourage purchases from website views as brand trust is strengthened. Strong links from reputable sources also benefit SEO (Halasz, 2017).
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5.2 Tactic Three – Segmented Customer Emails Segmented customer emails are tradigital marketing, as they offer outbound messaging with interactivity and personalisation (Tuten and Solomen, 2015, p.23). They are a form of customer relationship management that are faster and cheaper than traditional direct marketing media (Pelsmacker, Geuens and Van den Bergh 2007). Database marketing identifies the different target groups by using email marketing organisational tools (Hexton, 2016). They key ways recipients will be segmented are: Past Purchases - Segmented customer emails can be sent related to the client’s previous purchase, for example, clients who have recently had their kitchen redecorated would not be interested in receiving emails on kitchen design. They may however be interested in interior design prospects for their bathroom (Bernanzzani, 2017). Customers Who Refer – Trusted clients that have referred Gail Race before are brand advocates and key to the ZMOT, FMOT, SMOT model. Emails involved around loyalty rewards would work well (Bernanzzani, 2017). Customers Who Haven't Reviewed – Reviews build trust in a company. Asking clients to give some feedback can benefit projects in the future and improve reputation (Bernanzzani, 2017). Purchase Cycle – It is estimated that rooms are redecorated on average every five years (Orlove, 2008: Graham and Brown, 2017). When a previous client is coming to the end of their purchase cycle and are likely to want to rehire an interior designer, Gail Race can be at their “point of need” (Bernanzzani, 2017). Gaining permission for email marketing is essential – clients must agree to future contact (Pelsmacker, Geuens and Van den Bergh 2007).
5.3 The schedule The full project is expected to take three and a half months with induvial timings reflected in the GANTT chart in appendix eleven. Dahlia Marketing Ltd are able to conduct the project in house aside from filming the interactive media. Our commission is 15% of the overall project.
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Section 6 – Evaluation and Control 6.0 Importance of evaluation To ensure that the strategy is successful and the set objectives are met KPI’s must be implemented.
6.1 Measurements of tactic one The key measurement of tactic one is unique visitor numbers to the Gail Race website (Tuten and Solomon, 2015). As stated in objective one, the goal is to achieve a minimum of 100,000 unique visitors to the website within 12 months. Unique visitor numbers are preferable to page views as they allow a deeper understanding of the breadth of an audience (Chaffey and Ellis-Chadwick, 2012). The click through rates of the video will produce an understanding of which social media sites are the most successful at generating a lead for interior design. Interactive metrics such as the number of shares the video receives should also be used to identify the most useful social media tools (Tuten and Solomon, 2015).
6.2 Measurements of tactic two Google analytics will be used to measure the success of tactic two focusing on the site conversion rates of enquiries as objective two states a 15% increase within 12 months. This conversion rate will show the number of enquiries made for every 1000 visitors and should be monitored over the year. Bounce rates will also be studied in order to identify pages that can benefit from SEO improvement (Chaffey and Ellis-Chadwick, 2012).
6.3 Measurements of tactic three Tactic three can be monitored by both the response rate to the emails and conversions to purchases following the customer journey from the email to purchase (Chaffey, 2017). An increase of repeat business of 15% is desired within 12 months in order to meet objective three, this can be observed through feedback forms and data management (Shopify, 2017).
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Section 7 – Conclusion
In conclusion, we have researched developed the most effective marketing strategy to appeal to your audience. This strategy will introduce new clients to ‘Gail Race Interiors’ as well as encouraging repeat purchase from previous ones. If you have any more questions at all please contact us.
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Section 8 – Appendices Appendix One - Creative Director CV
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Appendix Two - PESTLE Analysis
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Appendix Three - Area Insight
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Appendix Four – 5S Analysis
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Appendix Five – Customer Insight
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Appendix Six – Decision making process
(Adapted from Blackwell et al, 2001)
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Appendix Seven - Race Model
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Appendix Eight – Storyboard
Created on Storyboard That
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Appendix Nine – The Periodic Table of SEO Success Factors
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Appendix Ten – Periodic table of success factors analysis applied to the Gail Race website Factor Content
Elements Quality – Well written and quality content. Research – Some keywords used. Words – Not enough relevant words. Fresh – No not updated regularly. Vertical – No Vertical content but works with website. Answers – Yes. Thin – Home page should include content. Architecture Crawl – Yes. Duplicate – Yes. Mobile – Does work for mobile devices and no app. Speed – Speed good but recommended improvements. URLS – Yes. HTTPS – Connection is not secure. Cloaking – Yes. HTML Titles – Yes. Description – Yes. Structure – Yes. Headers – Yes. Stuffing – No. Hidden – No. Trust Authority – Yes. Engage – N/A. History – No. Identity – BIID Registered. Piracy – No. Ads – No. Links Quality – Yes. Text – Yes. Number – There are 32 links that point to www.gailrace.com. Paid – No. Spam – No. Social Reputation – Could improve. Shares – No. Red text indicates elements that can be improved on.
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Appendix Eleven - Gantt chart
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Section 9 - References Aaker, D. (2014). Strategic Market Management, 10th edn, Danvers: Wiley. Altstiel, T., Grow, J. (2017). Advertising Creative, 4th Edition, SAGE Publications: California. Anderson, S. (2017). ‘What Is the IDEAL Keyword Density Percentage To Improve Rankings?’ HOBO [Online] Available at: http://www.hobo-web.co.uk/keyword-density-seo-myth/ (Accessed: 15 December 2017). Askegaard, S., Bamossy, G., Hogg, M., Solomon, M. (2009) Consumer Behaviour: A European Perspective, 3rd edn, Essex: Prentice Hall. Augment. (2017). ‘Try furniture at home before buying’, Augment [Online] Available at: http://www.augment.com/augmented-reality-for-interior-design/ (Accessed 28 November 2017). Bernanzzani, S. (2017). ‘30 Ways to Slice Your Email Database for Better Email List Segmentation’, HubSpot [Online] Available at: https://blog.hubspot.com/marketing/email-list-segmentation (Accessed: 27 September 2017). Blackwell, R. D., Miniard, P. W., & Engel, J. F. (2001) Consumer Behavior, 9th edn, London: Harcourt College Publishers. Boast. (2016). ‘The Ultimate Checklist: How to Integrate Testimonials Into Your Inbound Marketing Strategy’, Boast [Online] Available at: http://boast.io/wp-content/uploads/2016/03/The-UltimateChecklist-How-To-Integrate-Testimonials-Into-Your-Inbound-Marketing-Strategy.pdf (Accessed: 11 April 2017). Booher, M. (2016). ‘How R.A.C.E. Process Strategy Impacts Digital Marketing’, WebDirexion [Online] Available at: https://webdirexion.com/online-marketing/how-r-a-c-e-process-strategy-impactsdigital-marketing (Accessed: 11 April 2017). Bplans. (2017). ‘Interior Design Business Plan’, Bplans [Online] Available at: http://www.bplans.com/interior_design_business_plan/market_analysis_summary_fc.php (Accessed: 27 September 2017). Brand Matters. (2016). ‘How Brands Get Recommended: Brand Archetypes’, Brand Matters [Online] Available at: https://www.brandmatters.com.au/images/pdfs/Brand%20Archetypes_Factsheet.pdf (Accessed: 11 April 2017). Brassington, F., Pettitt, S. (2000). Principles of Marketing, 2nd edn, Essex: Pearson Education Limited.
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