Digital Campaign Plan Assignment

Digital

Marketing

Plan Grainger & Bosch Power Tools

Li, Yun Jan, 2017

Content 1. CLIENT ANALYSIS............................................................................................................................................................2

1.1 Grainger......................................................................................................................................................................21.1.1 Business Mode and Strategy to Growth...........................................................................................................21.1.2 E-commence.....................................................................................................................................................21.1.3 Customers.........................................................................................................................................................21.1.4 Market Trend in MRO Business.......................................................................................................................3

1.2 Bosch Power Tools.....................................................................................................................................................31.2.1 Bosch’s Brands in Power Tools.......................................................................................................................31.2.2 Customers and Market Trends..........................................................................................................................31.2.3 SWOT Analysis................................................................................................................................................41.2.4 Online Presence................................................................................................................................................4

2. PROBLEM STATEMENT...................................................................................................................................................53. CONSUMER DECISION JOURNEY..................................................................................................................................6

3.1 Scenarios Analysis......................................................................................................................................................63.1.1 Scenario 1:........................................................................................................................................................63.1.2 Scenario 2:........................................................................................................................................................63.1.3 Scenario 3:........................................................................................................................................................7

4. DATA COLLECTION AND ANALYSIS...........................................................................................................................84.1 Data Analysis on Existing Data...................................................................................................................................8

4.1.1 Campaign Timing.............................................................................................................................................84.1.2 Customer Segmentations..................................................................................................................................9

4.2 Extra data, Biases and Solutions...............................................................................................................................124.2.1 Extra Data in Need.........................................................................................................................................124.2.2 Biases.............................................................................................................................................................12

5. CHANNEL STRATEGY....................................................................................................................................................135.1 Email and Display Strategy.......................................................................................................................................13

5.1.1 Audiences Category 1: Users Landing On Grainger.Com First.....................................................................135.1.2 Audiences Category 2: Users Landing On Boschtools.Com First..................................................................13

5.2 Content & Tones.......................................................................................................................................................145.2.1 Content...........................................................................................................................................................145.2.2 Tones..............................................................................................................................................................145.2.3 Visuals............................................................................................................................................................14

6. TEST AND CONTROL PLAN..........................................................................................................................................166.1 Research Objectives..................................................................................................................................................166.2 Primary and Secondary Research..............................................................................................................................166.3 Measures and Methodology......................................................................................................................................166.4 Test & Control Plan..................................................................................................................................................17

7. SUMMARY........................................................................................................................................................................188. REFERENCES....................................................................................................................................................................19

1. CLIENT ANALYSIS

1.1 Grainger

1.1.1 Business Mode and Strategy to Growth

Grainger is an international company focusing on MRO (Maintenance, Repair, and Operation) business. Its strategy to growth is to run business

with large firms (B2B mode) and to obtain higher margin from time-sensitive customers.

• In order to keep growth, Grainger would continue its current competitive advantages in large customers, and expend business in medium

customers with new services, products and online websites 12.

• Among entire customers, Grainger focuses on gaining higher margin in a niche market with time-sensitive customers 13. The key element

to implement this strategy is keeping the most inventories and increasing the number of offline stores.

1.1.2 E-commence

Grainger own multiple online distribution channels, like, Zoro, MonotaRO 14 and Cromwell Direct 15, and sells its products primarily on

Grainger’s main website. Its traffic data shows the majority of its visits on Grainger.com came from U.S (78.3%) and only a few of visits were

from other countries (3.3% China and 1.8% Canada). Among all of the visits, 23% visitors came from search engine itself suggesting a great

number of visitors had low brand awareness about Grainger.

Fig 1.1 Regional-Wise Visitors of Grainger’s Official Website (4)

1.1.3 Customers

Grainger’s customers are divided into large consumer market, middle consumer market and small consumer market (Fig 1.2). Grainger has

strong competitive advantages with large consumers who have long-term and international big contracts 16. As middle customers are Grainger’s

second major income source, Grainger is expected to expend this market in the following years.

Fig 1.2 Large, Middle and Small Customers of Grainger 16

Industry-wise, Grainger’s business is heavily spread across multiple industries, in which customers from heavy manufacturing industry,

commercial industry and government demands occupy 45% of the sales in 2015.

Fig 1.3 Grainger’s Sales across Different Customers Category16

1.1.4 Market Trend in MRO Business

Based on Grainger’s Fact Book in 2016 16, MRO market will keep grow with estimated market value at 363 billion USD, and 25-27% and

31%-32% ROI rate in 2016 and 2020. During the growth, market trends were found17:

� Increasing demand for power tools than hand tools

� High Demand from Professionals

� China Dominates Power tool Market

� Shift from Corded to Cordless

� DIY Trend Gaining Tractions in Developing world

� Lithium-ion batteries replacing Ni-Cd

� Focus on Product development

� Resurgence of Construction industry in Emerging countries

1.2 Bosch Power Tools

1.2.1 Bosch’s Brands in Power Tools.

The Bosch Group, located in Stuttgart Germany, is a global supplier of technology and services with approximately 375,000 associates and

generated sales of $ 78.3 Billion in 2015(1). Bosch’s business can be divided into 4 sectors including mobility solution, Industrial Technology,

consumer goods and energy and building, among which consumer goods sector produced 25%18 of total sales of Bosch in 2015. Being part of

consumer goods sector, power tool division operates under multiple brands across the world (Fig 1.5).

Fig 1.4 A Glimpse of Bosch’s Brand 19

1.2.2 Customers and Market Trends.

The primary and secondary customers of Bosch are professionals and DIYer. According to the report in 2015, markets of power tools for both of

professional and light users would have a boost in the next a few years due to the increasing demands from housing market and undergoing

constructions in developing countries17. Besides the strong demands for power tools over hand tools, lithium battery powered cordless power

tool also has a great potential in the market due to high durability, lightweight, highly efficient and conveniences17. For professional customers,

growing demands for sophisticated projects drive product suppliers investing heavily in product development17.

1.2.3 SWOT Analysis

Bosch’s SWOT analysis can be summarized in Table 1.120

Table 1.1 SWOT of Bosch

Strength

� Strong R & D capabilities: 3800 Patents

� High Quality products with strong customer’s loyalty

� Against risk with balanced operational portfolio and different

sectors

� International presences

Weakness

• Slow response to dynamic market demands

• Employee Productivity

• Extensively process oriented

• Huge Debts

Opportunities

� Increasing demand for quality long serving products

� Innovative new technologies and products

Threads

� New players in sector indicating intensive competition

� Low sales due to high pricing.

1.2.4 Online Presence

Bosch does build a strong image on Social Media like Facebook, Instagram and Twitter. All of those official accounts are updated on daily basis,

and are product centric with few interactions between its followers. Meanwhile, it also seems Bosch has not started its digital campaign and

promotion across those social platforms.

a. self-owned Forum21 b. Bosch on Facebook22

c. Bosch on Instagram 23 d. Bosch Power Tools On Twitter 24

Fig 1.5 Bosch Power Tools On Social Media

2. PROBLEM STATEMENT

On objective of this Campaign is to increasing Bosch’s power tool sales on Grainger’s website by solving following questions:

� Question 1: How can Grainger increase sales of Bosch Tools power tools on Grainger.com to customers who first visit Boschtools.com?

Consider the scenarios listed below.

- Scenario 1: Audiences that visit Boschtools.com, look at a power tool (for example a drill), but do not visit Grainger.com

- Scenario 2: Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit

the power tools category

- Scenario 3: Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit

the plumbing category but not power tools

� Question 2: How can Grainger cross-sell/up-sell more Bosch products from categories beyond power tools to its existing customers? You

can assume that these existing customers have already bought Bosch brand tools on Grainger.com.

3. CONSUMER DECISION JOURNEY

Fig 3.1 McKinney’s Customer Decision Journey

In McKinney’s Customer Decision Journey (CDJ) in Fig 3.1 (1), business objectives in CDJ phase can are:

• Build an awareness

• Influences consideration

• Improves sale prices

• Reposition the brand

• Grow Loyalty

3.1 Scenarios Analysis

In this sector, customers in each scenario will be explored from 4 different aspects:

� What is the CDJ phase?

� What is the Key questions?

� What are the concerns?

� What are the business objectives?

3.1.1 Scenario 1:

Audiences that visit Boschtools.com, look at a power tool, but do not visit Grainger.com

� CDJ Phase: Initial Consideration.

� Key Questions: Do customers recall and recognize Grainger’s brand?

� Concerns: As customers have already shown their interests to purchase power tool by landing on Bosch’s power tool website, this behavior

also suggests either there is a lack of Grainger’s brand awareness here, or those customers have strong loyalty to Bosch and prefer to

purchase products on Bosch’s website.

� Objectives: The business objective is to grow a brand awareness which can be achieved by:

- Building a Grainger’s brand awareness to customers with little knowledge about this brand;

- Converting Bosch’s hardcore customers to Grainger’s web with appropriate promotion methods.

3.1.2 Scenario 2:

Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the power tools

category

� CDJ Phase: Loyalty Loop.

� Key Questions: Whether customers advocate for my brand?

� Concerns: Customers in this scenario knew both Bosch’s and Granger’s brand with the interests in purchase power tools. The main

concern is how to shorten the CDJ process by enhancing loyalty loop.

� Objectives: The main objective is enhancing customer loyalty

3.1.3 Scenario 3:

Audiences that visit Boschtools.com, look at a power tool, and then visit Grainger.com, log in to Grainger.com, and visit the plumbing category

but not power tools

� CDJ Phase: Active Consideration

� Key Questions: Whether my products satisfy consumers’ needs and

� Concerns: Despite customers in this scenario knew both Bosch’s and Granger’s brand, but they did not land on the desired page. Those

customers might have no interests in power tools, wait for proper discount or have no desire for Bosch’s products. The key concerns here

are how to understand the mechanism underneath this behavior and how to transvers those customers in the power tool category and

generate revenues.

� Objectives: Reposition brand and Influences consideration

4. DATA COLLECTION AND ANALYSIS

In order to fulfil the objective of the entire campaign, it is important to obtain a framework of Grainger and Bosch’s online data in advance.

4.1 Data Analysis on Existing Data

4.1.1 Campaign Timing

As most of the data had a similar pattern that lowest impression happened on weekends, it is easier to simplify it on weekly basis. However due

to some missing data especially on Sunday (ROA & CPA), this analysis can be only used as a general guideline for marketing other than

exclusive plan for precise actions.

Fig 4.1 Quick Glimpse of Impression across entire time period

By averaging all of the data in Fig 4.1 into weekly basis, several obvious trends were observed as:

1. Average impression reached its maximum value on Monday, kept decreasing through the weekdays, reached its global minimum on

weekends. (Fig 4.2)

2. The first highest CTR was obtained on weekends, and the second highest CTR was on Thursday. (Fig 4.2)

3. Impressions and CTR were not tightly connected (Fig 4.2).

4. Impressions were closely related to spending on acquiring customers. Increasing impression number definitely needs more investment in

spending (Fig 4.3).

5. CPA was lowest on Sunday along with the lowest ROAs as well indicating poor efficiency of investment on Sunday. Second global

minimum or CPS happened on Thursday along with the Highest ROAs rate suggesting good efficiency of investment on those days (Fig

4.4).

Combining results mentioned above, it shows Wednesday and Thursday might be the a good time window to conduct the campaign since: a.

Wednesday and Thursday have second highest CTR rate and impression number can be enhanced by increasing spending, and b. Wednesday

and Thursday have highest ROAs and the second lowest CPS. There are two Benchmarks here that a. ROAs must higher than 1 to generate net

profit, and b. average of CPA should higher than $ 46.07 as the standard on E-commence business 2.

Fig 4.2 Average Impression VS CTR on Weekly Basis

Fig 4.3 Average Impression VS Spendings on Weekly Basis

Fig 4.4 Average CPA VS ROAs on Weekly Basis

4.1.2 Customer Segmentations

By dividing previous data into different customer categories, it shows:

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1. Impression number increased with spending;

2. CTR was less attached to spending and had the highest value to Grainger & Bosch Visitor and No Purchase.

3. CPA was the highest to Grainger & Bosch Visitor and No Purchase, and relatively lower for Grainger Power Tools Category and Grainger

& Bosch Visitor and Purchase.

4. Investments in Grainger Power Tools Category, and Grainger & Bosch Visitor and Purchase were the only two generating positive net

profits (ROA > 1).

As both segmentations generated positive net profit with ROA >1 and lower CPA, It is better to conduct campaigns on customers in Grainger

Power Tools Category and Grainger & Bosch Visitor and Purchase. The benchmarks are the same as:

� ROAs >1: Positive return on investment

� Average of CTR >$ 46.07 (Standard on E-commence business)2

Fig 4.5 Average Impression Vs Spend

Fig 4.6 Average Impression Vs CTR

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Fig 4.7 Average ROAs Vs CTR

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4.2 Extra data, Biases and Solutions

4.2.1 Extra Data in Need

Besides existing traffic data mentioned above, other data are also required to obtain deepen insights of each shopping Scenario. While analyizing

each customer group, we need to find out following questions in advance.

� What is our objective in this niche market?

� Is this a valuable niche market segment?

� What is the profile of customers?

� What how to measure outcomes?

As business for individual shopping Scenario have already been set in previous chapter, KPIs and data for different Scenarios are listed in Table

4.1

Table 4.1 KPIs and Data

Value of the market Profile of customers Measurement of outcome

Scenario 1 KPIs:

� Market value

� Volume & growth rate

� CPA and ROA

Data:

� Sales, Traffic, CPA and

ROA

KPIs:

� Heat Map

Data:

� Demographic & Geographic IP

analysis

� Purchase History,

� Page depth

� CPA, ROA, Bounce rate

KPIs:

� Sales of this customer group, feed backs from

social media

Data:

� Traffic between two companies,

� Bounces rate, Applause rate, Amplification rate

� rate of positive comments from comment sections,

� generated sales,

� Click Trough Rate, CPA and ROA

Scenario 2

Scenario 3

4.2.2 Biases

Potential biases generated in data analysis and their solution are listed in table 4.2.

Table 4.2 Biases & Solutions

Biases Solution

Questionnaire Bias:

� Quality of comments and feedbacks might be influenced by external

factors like undergoing promotion campaign

� Taking data as clean as possible by avoiding data from special

events

� Weighting the importance of feed backs by its amplification

rate.

Interpretation bias of data:

� Data and traffics are time dependence and highly sensitive to external

factors, like shopping season and promotion strategies from

competitor, complementary products and substitute products.

� Using time independence variables (CPA and Click through

rate) in analysis

� Using YoY seasonal data as the benchmark.

Sampling Bias:

� Traffics might be created by employees from Bosch and Grainger for

test or promotion purpose.

� Increasing data collecting sample set

� Using IP filter to remove undesired data.

5. CHANNEL STRATEGY

5.1 Email and Display Strategy

E-mail & newsletter strategy can be only applied on existing customers. Therefore, their contents should focus on promoting products and

building loyalty. Meanwhile as most browser apps provide ads-block functions, which decrease the utilities of floating ads, pop-ups and

pop-downs, it is better to invest on banners, wallpaper ads, interstitial ads and map ads. Display Contents should be varied depending on pages

on viewing.

5.1.1 Audiences Category 1: Users Landing On Grainger.Com First

Users landing on Grainger.com directly including new customers include first time visitors without valid email address and returned customers.

� E-mail & newsletter strategy:

- Content about Selling products: promotions, discount, updates and coupons about Bosch’s products

- Content about building Loyalty:

a) Surveys regarding satisfaction about online shopping and product feedback

b) Newsletters of useful experiences and hints about power tools.

� Display Strategy: Display strategy can be deployed targeting both new visitor and current customers.

- Home page: Provide promotion details, like discount and coupons, with direct links to Bosch’s brand sector or power tool category.

- Product landing page: Provide complementary information as product availability both online and offline and, relevant or

complimentary products.

5.1.2 Audiences Category 2: Users Landing On Boschtools.Com First

Scenario 1：As all of the traffics are on Bosch’s website, digital campaign should be mainly conducted by Bosch.

� E-mail & newsletter strategy: Content should focus on enhancing Bosch’s products and re-marketing Grainger’s Brand.

- Content about building Loyalty on Bosch:



- Contents about building Grainger’s presences:

a) List Grainger as Bosch’s distributor on each email with direct links to Grainger;

b) Newsletters about Grainger’s market place in MRO business and its strength in distribution channels

� Display Strategy: All of the display methods should be used to convert Bosch’s traffic to Grainger while enhancing Bosch’s image in

power tools. Both home page and product landing page provide the same contents as mentioned in Audience Category 1.

Scenario 2：Customers here are in loyalty loop phase and initial consideration phase, and have accounts on both Bosch’s and Grainger’s websites

� E-mail & newsletter strategy: Besides enhancing Bosch’s products, content should also focus on customers’ loyalty .

- Content about Selling products: promotions, discount, updates and coupons about Bosch’s products

- Content about building Loyalty on Bosch and Grainger:



� Display Strategy:

- On home page, contents should contain general information about the campaign between Bosch and Grainger. Information includes

discount and coupons with direct links to Bosch’s brand sector or power tool category on Grainger.

- On product landing page, display contents should contain details messages about products and its promotion including discount and

coupons, complimentary products and product availability both online and offline.

Scenario 3：Customers require remarketing and Grainger should conduct the major part in this segment of digital campaign.

� E-mail & newsletter strategy: Contents concentrate on remarketing customers in Grainger’s power tool category.

- Voice of Customers: Surveys regarding satisfaction about online shopping and product feedback

- Remarketing:

a) Promotions, discount, updates and coupons about Bosch’s power tools on Grainger’s websites.

b) Newsletters of useful experiences and hints about Bosch’s power tools.

� Display Strategy:

- On home page, contents should contain general information about the campaign between Bosch and Grainger. Information includes

discount and coupons with direct links to Bosch’s brand sector or power tool category on Grainger.

- On product landing page, display contents should contain details messages about products and its promotion including discount and

coupons, complimentary products and product availability both online and offline.

5.2 Content & Tones

5.2.1 Content

In Jerry McCarthy’s 4P theory, marketing activities can be summarized into 4 categories: Placement, Product, Promotion and Price. In this

campaign, it is clear that Bosch plays Product role, Grainger plays Placement role and both of them are engaged in Promotion role together:

� Grainger should focus on demonstrating its strengths in distribution channel with information such as:

- Dominant position in MRO business (Market value)

- The most efficient delivery system: (Inventory, pick up locations and number of stores,)

� Bosch should focus on advertising its products in terms of product design, durability and efficiency with professional manner.

5.2.2 Tones

Tones of the content are varied depending on different customers groups.

� New visitors with short online history: Tone of contents should be light, persuasive and attractive. Goal here is to obtain customer’s

attention, to earn customers agreement and to build a strong brand image. For instance, in order to deliver Bosch’s professional manner in

power tools to customers, persuasive tone can be ”More than 50% professional trust Bosch’s power tools in their work” or “ Ten funny

facts about Bosch’s power tool”.

� Existing customers: Tone in this phase should be firm, determined and professional. The goal here is to create a special identity for our

customers and to enhance customer’s loyalty. For instance, in each message delivered, Bosch should enhance the idea that its products are

made for professionals with strong title along with figures and videos.

5.2.3 Visuals

Both Grainger and Bosch should enhance others visuals on their websites.

� Grainger should increase Bosch presences on its power tool category by increasing pictures of Bosch’s products. For instance, in

Grainger’s power tool category, current page only has partial of Bosch’s brand, which can be barely seen and be recognized by visitors

(Fig 1). It can be further enhanced by replacing all category pictures with Bosch’s products. All of the pictures should contain entire and

complete Bosch’s logo. Meanwhile, Bosch’s products should be on the top of every secondary category and recommendation list showing

on the side of the page (Fig 5.2).

� Bosch should also increase Grainger’s presences on its site as well by adding Grainger as one of its authorized distributors with buying

button. In order to maximize outcomes, Bosch can move Grainger’s name on the top of the distributors’ list which Bosch has made a good

example on its website already (Fig 5.3).

Fig 5.1 Grainger’s Power Tool Category: Bosch’s Brand is in complete 3

Fig 5.2 Grainger’s Power Tool Category: Bosch’s products is not placed on top4

Fig 5.3 Bosch’s distributors: Grainger has been listed on the top of the list5

6. TEST AND CONTROL PLAN

6.1 Research Objectives

The core of planning a feasible marketing campaign is to quantify estimated outcome in gain-and-loss in advance through existing information.

The basic objectives for market research in this campaign are:

� Identify effective marketing channels for each customer group:

Marketing channels have different weight in each customer group. Display is the most effective channel for the first new customers on

Grainger’s website who have not provided valid E-mail addresses yet. Meanwhile both E-mail and Display strategies can be employed for

existing customers, and their weights of effectiveness should be estimated in advance. Meanwhile, In terms of social media, Facebook is

still the most popular platform suggesting its highest effectiveness while conducting campaign on social media2.

� Identify the key factors of content in each marketing channel:

In order to maximize marketing outcome, it is necessary to identify key factors, like the length of content, color, number of back links and

brand in content in terms of attractiveness and sales in each marketing channel. Similar research on the effectiveness on SEO can be seen

from references1.

� Estimate and quantify outcomes of the entire campaign:

Whether to execute a marketing campaign is all about estimated gains and losses, which can be obtained by combining outcomes from

previous analysis.

6.2 Primary and Secondary Research

In order to obtain accurate insight about the objectives mentioned above, both Primary and Secondary Research are required. As secondary data

are published or existing reports with structured data, it is better to start with secondary research first and obtain the framework of the project.

Table 6.1 Data sources for Primary & Secondary Research

Secondary Research

(Published data)

ü Research Engine: Provide structured data about user behaviors, like Google analytic, Google

News and Google Achieve

ü Publications:

ü Pewinternet.org: Insights of E-commence8, social media7 and Customers’ Behavior

ü Econsultancy.com: Insights of advertising, B2B and etc9

Primary Research

(Exact data we need)

ü Website traffic and online history

ü Sales number from each customer group

ü Website heat map

ü Survey & questionnaire: Provide quantitative data about customers

ü Feedbacks from previous campaign: E-mail open rate

6.3 Measures and Methodology

Except online monitoring method, which has the least impact on user online experience, both survey and focus group methods do require a

certain degree of involvement from users and should be handled with extra caution.

• Survey: Both pop-up survey and E-mail survey MUST have limited pages and simple objectives to reduce discomfort from customers. As

customers might be biased, survey should not contain any incentives, and it is better to use open answers and sales in the survey.

• Focus Group: Focus group methodology is time consuming and very challenging be applied on all customers. It can be used as the

primary research sources on highly loyalty customers. In order to reduce the negative influence on user experiences and eliminate bias,

the length should be less than 1 hour, and the research should be volunteered without any incentives as well.

6.4 Test & Control Plan

As decisions cannot be made based on instincts, A/B testing is strongly recommended before the full launch of the campaign. In order to

eliminate bias and obtain accurate data, A/B tests MUST contain enough data, at least 1000-2000 per case. There are 7 basic aspects10 to conduct

A/B testing in a digital campaign:

1. Ad headlines: At least, it is better to design 2 head lines per customer group and channel as a start. The proper headlines could increase the

CTR rate and increase the marketing effectiveness as well.

2. Ad copy: As the headlines are usually limited, we can try to put some message in Ad copy and verify its effectiveness in the campaign.

3. Creative: the effects of Images, colors, and text should be combined together to achieve maximum visual effect.

4. Ad units: After finding the proper contents in step 3, ad size also should be optimized for both desktop users and small screen users as well,

like

5. Time of day: A/B test can tell us the most effective time to conduct the campaign in a day.

6. Days of the week: As in previous chapter, it is clear that Wednesday and Thursday are the most effective time to conduct a campaign, A/B

test should be conduct here for the maximum effectiveness.

7. Call-to-actions: This aspect can be applied on both E-mail strategy and Display strategy11. In both of them, we can change the color and

text on CTA bottom and measure its click rate to optimize its effects.

7. SUMMARY

The final objective in this campaign is to increase Bosch’s power tool sales on Grainger’s website. In Chapter 3, we differentiated customers in 5

different groups and established individual business goals regarding their CDJ positions. Based on past traffic data, it seems campaign should be

conducted during the weekdays, especially on Wednesday and Thursday. Meanwhile, customers in two categories, Grainger Power Tools

Category, and Grainger & Bosch Visitor and Purchase, have the potential to obtain maximum outcomes from the campaign. In Chapter 5, we

illustrated possible display and content strategy, and built a test and control plan in Chapter 6.

However, in order to kick this campaign into motion, we still need more insights from missing data and complete the evaluation process in

advance. For instance, some ROA data were missing in the past traffic report which might mislead the conclusion, and it was also impossible to

evaluate gain-and -loss of this campaign without supports from both companies.

As a marketer in cell phone industry, I do strongly recommend both companies put more efforts in feasibility study before kick this campaign in

real life.

Words. 3998

8. REFERENCES

1. Lesson 2 handouts, Digital Analytics for Marketing Professionals: Marketing Analytics in Practice, Coursera, Dec, 2016, https://d396qusza40orc.cloudfront.net/dmanalyticspractice/lecture_slides/COURSERA_PRACTICE_MODULE%201_LESSON%202_white.pdf

2. Google AdWords Benchmarks for YOUR Industry”, Nov 2016, http://www.wordstream.com/blog/ws/2016/02/29/google-adwords-industry-benchmarks

3. Grainger’s Power Tool Category, Grainger, Dec, 2016 https://www.grainger.com/category/power-tools/ecatalog/N-bio?analytics=nav

4. Grainger’s cordless Category, Grainger, Dec, 2016 https://www.grainger.com/category/cordless-impact-wrenches/cordless-tools/power-tools/ecatalog/N-k1b?cm_sp=S_Product-_-PO_L1_PowerTools-_-CordlessImpactWrenches

5. Bosch’s distributors’ list, Bosch, Dec, 2016 https://www.boschtools.com/us/en/where-to-buy/bosch-tools-online-partners/

6. Top 6 SEO trends- What factors boost rankings in Google searches, Digital Strategy Consulting, June, 2013, http://www.digitalstrategyconsulting.com/intelligence/2013/06/top_6_seo_trends_what_factors_boost_rankings_in_google_searches.php

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Http://Www.Futuremarketinsights.Com/Articles/Power-Tools-Market 18. Bosch In North America, Bosch, Bosh, 2016, Http://Www.Bosch.Us/Media/Us/Publication/Bosch_Bina2016.Pdf 19. Bosch In North America, Bosch, 2013, Http://Www.Bosch.Us/Media/Us/Publication/2013_Bina.Pdf 20. Bosch SWOT, PREZI, July, 2013, Https://Prezi.Com/L0lp2mmrufyt/Bosch-Swot/ Bosch Power Tool 21. Forum, Bosch, 2016, http://www.bosch-professional.com 22. Bosch Power Tool on Facebook, Facebook, 2016, https://www.facebook.com/BoschToolsNA 23. Bosch Power Tool on Instagram, Instagram, 2016, https://www.instagram.com/boschtoolsna/ 24. Bosch Power Tool on Twitter, Twitter, 2016, https://www.twitter.com/BoschToolsNA

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Digital Campaign Plan Assignment