Dmk201 Lecture 3

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About MeMy name is Ryan Busch, I have been a marketer for the last 10 years and a teacher for a My name is Ryan Busch, I have been a marketer for the last 10 years and a teacher for a little more than 2 years.

Professionally, I work in marketing and product management and development--specifically in educational marketing and technologies since 2005. I currently serve as a consultant on social media and digital marketing programs in the higher education space, and I am also the Chief Marketing Officer for Piccolo International University.

I am married to my best friend and we have a happy home with two wonderful dogs. I am a classically trained musician whose interests, in the last 10-15 years, have moved more towards European folk music with a little electric guitar playing to boot. Consequently, I have a collection of accordions, concertinas, saxophones, and penny whistles--plus a Gibson Les Paul knock-off--that I play whenever I get a chance.

Last bit of info: I have eaten fire, gone skydiving, and milked cows--but never all at the same time :)

Piccolo International University• http://onlinepiu.com/about/vision-and-mission.aspx•Digital Marketing Certificates: http://onlinepiu.com/digital-marketing-certificate-program/•Bachelor’s Degree: http://onlinepiu.com/bachelor-degree-in-digital-marketing/

These LecturesThis is a highly innovative concept—these lectures blend live lecture, with for-credit online college courses—congratulations on being a part of the future of higher education!

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1. The concept of personas have a been used in market research and segmentation

studies and have strong use in the digital marketing arena (Chaffey et al, 2006, p.75).studies and have strong use in the digital marketing arena (Chaffey et al, 2006, p.75).

2. Consider the scenario as a series of questions asked by the visitor (Chaffey et al, 2006,

p.75).

3. Buyer Behavior

1. Trackers - know exactly what they want, using online to find it in a way that

meets their needs

1. 46” Samsung LED TV, 120hz

2. Hunters – know generally what they want, uses online to find options

1. New TV

3. Explorers – no particular product in mind, might be looking for a present, or just

investigating options (Chaffey et al, 2006, p.79).

4. Competitors

1. Benchmarking should be continual rather than occasional.

5. Intermediaries

1. Google—is an important intermediary with very specific practices that help you

to determine how to maximize the relationship

2. Ebay and Amazon.com are intermediaries

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Managing the problem-solving process is much like fitting a square peg into a square hole.

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1. Planning is strategic—the work is done in advance.

1. Creation of an action1. Creation of an action

2. Actions are tactical-the work is done in response to the situation.

1. Deployment of a reaction

3. Strategy informs tactics.

4. Strategic Process

1. Define the problem

2. Collect information and data

3. Analyze the information

4. Create a plan

5. Act on the plan

6. Measure the results

5. Once measured, remember to respond

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15C’s from Grafton Mine at http://www.marketing-plan-success.com/Articles/Situation/

1. While situational analysis can be done broadly, on this case, apply this concept more

specifically to “digital” – for example: How does digital marketing function within the

company?

2. Goal is to develop a foundation which includes factors that influence performance.

3. Start with a “problem” that must be overcome

1. Facets for Analysis;

1. Company – Internal analysis, products and processes

2. Collaborators – Partners, Internal (some external)

3. Customers – External—your market

4. Competitors-External-your industry

5. Climate or Environment –Macro considerations: government policies or

regulations, economic considerations

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SWOT analysis helps to coalesce the data from situational analysis into the main factors to

be addressed in the planning process.be addressed in the planning process.

Internal Factors = Under the company’s control

External Factors = Out of the company’s control

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My matching factors, elements of strategy are revealed:

•SO=Attacking

•WO=Build Strength for Attacking

•ST=Defensive

•WT=Build Strength for Defensive

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1. SPECIFIC

1. Broadly defined objectives are tough to track1. Broadly defined objectives are tough to track

1. Increasing sales is broad

2. Increasing ecommerce sales is better

3. Increasing ecommerce sales of Reebok high top sneakers by 20% in Q3 is

best

2. MEASURABLE

1. Can the objective be tracked with some sort of measurement

1. Dollars

2. Visitors

3. Comments by visitors…

3. ACTIONABLE

1. SMART objectives can be instituted to yield a change

1. Increasing sales is hard to enact

2. Developing a better website to increase ecommerce sales of Reebok

high top sneakers by 20% in Q3 is actionable

4. RELEVANT

1. Does the objective solve a problem faced by the manager

1. Does the company even need to increase sales of Reebok sneakers?

5. TIME-RELEATED

1. Does the objective have a defined start and stop point for measurement

1. Q3 is a natural timeframe

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Balanced Scorecard (BSC)

1. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a 1. It was originated by Drs. Robert Kaplan (Harvard Business School) and David Norton as a

performance measurement framework that added strategic non-financial performance

measures to traditional financial metrics to give managers and executives a more

'balanced' view of organizational performance (from:

http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/5

5/Default.aspx)

2. Essentially—the BSC is an approach designed to better evaluate the journey rather than

just the results.

3. The four "perspectives" proposed were[17]:

1. Financial; answers the question “how do we look to shareholders”?

2. Customer; answers the question “how do customers see us”?

3. Internal Business; answers the question “what must we excel at”?

4. Innovation and Learning; answers the question “how can we continue to

improve”? (from "The Balanced Scorecard - Measures that Drive Performance",

Harvard Business Review, Feb. 1992 cited in

http://en.wikipedia.org/wiki/Balanced_scorecard)

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Lecture Schedule

Click Here to View and Join—please share it with your friends!

http://edufire.com/classes/11167-digital-marketing-dmk201-at-www-onlinepiu-

com/schedule

Lecture 1:Thursday Dec 3 at 6:00 PM (all times Arizona)

Lecture 2:Thursday Dec 10 at 6:00 PM

Lecture 3:Thursday Dec 17 at 6:00 PM

Lecture 4:Thursday Jan 7 at 6:00 PM




Lecture 8:Thursday Feb 4 at 6:00 PM

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Education

Dmk201 Lecture 3