Digital Marketing Strategy An Integrated Approach to Online Marketing (Simon Kingsnorth) (z-lib.org)

332 Conversion, Retention and Measurement

As may be apparent from comparing the common rule-based attribution
models, a marketer will have to run these models in conjunction with each
other and often run a set of the models for each element of the activity run-
ning, whether that be different sites that adverts are placed on or, more
likely in the case of programmatic executions, the different strategies and
campaign elements, eg awareness, action and retargeting strategies. This
can prove quite lengthy and, although rule-based attribution represents a
vitally important step forward in allowing advertisers to understand con-
sumer behaviour in a multichannel world, it is still quite assumptive and
therefore does not provide perfect measurement of how budget is deployed.
On the other hand, data-driven attribution looks to solve that issue entirely.
The companies that provide this service collect all possible campaign and
site data from an advertiser and use a mathematical model to analyse the
importance of each touchpoint. The algorithms they use to do this are their
proprietary-developed intellectual property and as such are closely guarded
secrets. However, enough about their methods can be explained for a deci-
sion on which supplier to select.

Fundamentally, every user journey and touchpoint of paid (and non-paid)
media are assessed against all other customer journeys and a set of algorithms
determine how effective a contribution the different campaign and marketing
components contribute – thus allowing advertisers and marketers to assess
the performance of individual components and work out the best way to
deploy future budgets.

Ultimately, attribution modelling allows marketers a robust as possible
way to avoid channel conflict. Savvy marketers have always looked at activity
holistically but the available data often forces them, often inadvertently, to
put their channels into conflict, looking at the pricing and values of channels
individually and not at how they interact together and the effect that they
have on each other.

Reporting

All of these analytics tools are incredibly powerful and give you the data you
need to report on the success of your digital strategy, but ultimately they are
worthless if not pulled together into a strong reporting format and process.
In order to enlighten yourself and your stakeholders on the progress you
are making, and to see the challenges that you face, a strong dashboard is
necessary and this will need to be appropriate to your goals as well as your
stakeholders’ objectives, which may necessitate different versions. There are

Measuring Success Through Data Analytics and Reporting 333

two primary areas to consider when building your reporting: the data and
the presentation.

Data

The data you use, no matter from which source, must be tailored to the
audience that will be consuming it. This means understanding the needs of
your audience and also their knowledge of digital. The focus of your content
providers will be on the engagement in their content and which themes are
gaining the most interest. An important measure of this may be bounce rate,
but if your content providers are not digital savvy then they may not under-
stand what this metric means. Having this perspective is crucial to ensure
that your reports resonate with the end user and enable you to tell your
story to a receptive audience.

As well as tailoring your reports for your audience, you will also need
to ensure that your strategy is represented. If you have implemented a
digital marketing strategy that focuses heavily on organic search then this
should feature in all reports. How is your content featuring in the organic
rankings? How have your new designs improved site audit results? What
SEO signals have been created by your social strategy? Ensure that you
align the reports with your goals as well as those of your audience or your
story will be incomplete. How often you produce and circulate these re-
ports also needs consideration. Producing reports can take time, and auto-
mation should be considered where possible. Many of the above tools
have options to deal with this. Also there will be meetings in your business
that demand reports, but no reporting should be produced without robust
data available. You should never compromise the quality of the report
simply to meet a meeting timescale, or you can do serious harm to your
story.

One key element to build into your reports is how you will measure
success. For example, are you comparing against sales targets or historical
achievements? When comparing against historical data there are a number
of common comparisons but each of these has its disadvantages, which you
must be aware of:

●● Year on year (YoY): comparison with last year’s results can be useful in
showing growth over time and also ensures that any seasonal differences
are almost eliminated. It does not, however, give true visibility of changes
in market conditions since 12 months ago, which in many industries can
be vast.

334 Conversion, Retention and Measurement

●● Month on month (MoM): this can be useful for reporting against budgets
and any growth or decline over the year. It does not, however, account for
seasonal changes. In many industries, for example, January will always
be stronger than December or vice versa, so this really tells us very little.

●● Week on week (WoW): this can show very dynamic and recent fluctuations
in data, which can be useful in seeing where changes have had an impact but
it also means that many other factors will be playing a part in the fluctua-
tions, and so pulling the data apart into actionable insights can be difficult.

Finally, considering predictive analysis is important. Using the data to report
historically is useful but using the data to predict what will be coming is far
more powerful. Forecasting should be a key part of your reporting processes
and you should be able to make recommendations to the business on what
your stakeholders can be doing to capitalize on the trends you are seeing.
Hindsight by itself offers little value.

Presentation

When producing your reports, presentation can be just as important as the
data itself. Ensuring that your audience can immediately understand what
they see, what it means to them and what actions they can take from it is
vital to taking your stakeholders on the journey with you. In order to do this
you should always keep the following principles (consider this a checklist)
at the front of your mind:

●● Tell a story. Every good story has a beginning, a middle and an end. Your
report should be no different. Not just a collection of numbers but a nar-
rative about why I should believe your message. These three stages can be
defined in the following three simple questions: What are we trying to
achieve? Did we achieve it? What do we do next? If your dashboard can
do this then you will have a strong start.

●● So what? This is a question you should be asking yourself all the time. We
achieved 10 per cent conversion rate this January. So what? Last year we
only achieved 9 per cent. So what? So we have increased by 1 per cent, a
gain of over 10 per cent. So what? Market conditions were difficult so
this increase actually represents a significant gain. You can go on for
some time with this challenging question, but ultimately this means you
will always have a strong output from your data. Commentary is impor-
tant in a dashboard to show that you understand and are acting on the
data you have, so ensure you ask the ‘so what?’ question at all times.

Measuring Success Through Data Analytics and Reporting 335

●● Keep it simple. This is always a good principle in marketing. Never as-
sume knowledge or that what is obvious to you is obvious to anyone else.
Really challenge yourself to create something that everyone will under-
stand. This does not mean you need to dumb down the content but that
you need to communicate it clearly. Remember that you are deep in the
knowledge whereas your audience may not understand the context. Keep
the graphs simple, the data clear and the commentary sharp and to the
point.

●● Graphics. Using graphics to bring data to life is a very strong way of com-
municating your message, especially when dealing with time frames.
Trends can be absorbed much faster and easier by the human brain with
the use of graphics than through numbers or words.

●● Label it up. Ensure you label everything clearly. It is easy to forget to add
the axis to the chart or to label whether you are working in GBP or USD.
Incorrect labelling can lead to incorrect assumptions, which can prove
costly if not discovered before decisions are made.

●● Check, check and check again. Finally, it is obvious – but always check
your data. The number of reports produced with faulty data, incorrect la-
belling or unrealistic assumptions is astounding. It is easily done as reports
often evolve over a period of time before being circulated so always check,
check and check again. It is also often worth having an independent person
to check, as fresh eyes can often spot the mistakes that you may miss.

There are many tools now available to help with data visualization.
Platforms such as Qlik Sense, Tableau and Google Charts offer simple ways
to display data in interactive and beautiful formats that are easy for anyone
to understand. The outputs are only as good as the inputs, of course, so en-
sure your data is accurate, but this can be far more effective than an Excel
or PowerPoint format. It is also useful for digital marketers to show that
they are using the latest digital platforms.

Summary

In this chapter we examined how the data landscape has evolved, with big
data becoming a more common challenge for businesses. We looked at how
data needs to be managed and interpreted carefully due to the issues that
can be presented through the human factor and through data alignment. We
reviewed analytics and the key areas that these tools cover , as well as the metrics

336 Conversion, Retention and Measurement

you should expect to review from each. We also looked at some potential
suppliers, but there are many more available and so you should conduct your
own research before making any decisions. Finally, we looked at reporting
and how turning your data and analytics into meaningful dashboards is
vital if you are to take your stakeholders on your journey with you. In the
next and final chapter we look at how to present your strategy to your
decision makers to ensure you gain the approval and support you need to
deliver a world-class digital marketing strategy for your organization.

Chapter checklist 

●● The data landscape 
●● The reliability of data-based decisions 
●● What are analytics? 
●● Tools and technology 
●● Attribution modelling
●● Reporting

Further reading

●● On big data:
Marr, B (2015) Big Data: Using smart big data, analytics and metrics to
make better decisions and improve performance, John Wiley & Sons

●● On web analytics:
Kaushik, A (2009) Web Analytics 2.0, Sybex. In his book Avanish
covers web analytics in a great deal of depth and so this is a very
useful read for anyone who will be using analytics in their strategy,
which is most of us.
Sharma, H (2018) Maths and Stats for Web Analytics and Conversion
Optimization, Blurb

Measuring Success Through Data Analytics and Reporting 337

●● On a broader view of marketing metrics:
Davis, J A (2013) Measuring Marketing: 110+ key metrics every
marketer needs, John Wiley & Sons. This is recommended if you
want to gain a broad understanding of the key metrics for marketing
as a whole, rather than specific digital marketing.

●● On social media analytics:
Bali, R and Sarkar, D (2017) Learning Social Media Analytics with R:
Transform data from social media platforms into actionable business
insights, Packt Publishing

References

McKinsey (2011) [accessed 1 November 2015] Big Data: The Next Frontier for
Innovation, Competition and Productivity [Online] http://www.mckinsey.com/
insights/business_technology/big_data_the_next_frontier_for_innovation

An implementation guide is available at:
www.koganpage.com/DigitalMarketingStrategy/2

338

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339

PART FIVE
Tailoring your final
digital marketing
strategy

340

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341

Putting together 20
your digital
marketing strategy

What we will cover in this chapter

This chapter looks at how we pull together all of the elements we have
d­ iscussed throughout this book into one robust, future-proofed and docu-
mented strategy. We will structure this in the way that is most effective to tell
your story and most logical to help you plan out the delivery as smoothly as
possible.

Chapter goals

By the end of this chapter you should have a clear view of how to apply the
theory and how to turn the wealth of information in the digital marketing
field into a story that you can communicate effectively, both within your
company and with investors or other external stakeholders.

Where to start

Throughout this book we have looked at a diverse range of areas that make
up digital marketing from planning and regulations to channel optimization
and technology. Whether you are building your first digital strategy, devel-
oping a transformation project or looking to refine your existing strategy,
the following steps will take you through how best to construct the final
documented strategy itself.

At this point you should know your audience, competitive landscape,
brand, proposition and goals. You should understand the relevant business
and planning models that will help you create the framework. You should

342 Tailoring Your Final Digital Marketing Strategy

understand consumer trends and the technology landscape. You should
a­ ppreciate the possibilities in digital and how each area affects the rest of the
ecosystem. You should know what you want to measure and have a view of
how you could approach that. You should also have some ideas of how your
content strategy could play out or improve. Now you need to knit this
­together into a powerful strategy. But where do you start?

If you have the above pieces of the puzzle in place you have the ‘Why’. If
you don’t, you should go back and put these in place before you read ­further.
You now need the ‘What’ and ‘How’, which will in turn dictate the ‘When’.
Building out this detailed strategy will help you significantly in the
i­mplementation. In this chapter we will therefore look at how we pull
t­ogether the elements of your strategy that we have discussed in this book to
create one integrated strategy that is smart, cohesive and robust.

It is important to keep in mind throughout this chapter that the focus
here is on how you build your strategy, not on how you put it into place.
That is equally crucial, of course, but this book is not intended to be a ‘how
to’ guide for implementation as there are plenty of resources online and
agencies that can help you with this.

To build an effective strategy it is helpful to break it down into stages or
phases. Each stage runs through a number of tasks that take your strategy
to the next level. As with each step of a journey, this helps you and your
stakeholders understand how your strategy will move forwards in an organ-
ized and methodical manner. We will therefore break down the build of your
strategy into six stages. If you have existing digital marketing activity you
may well recognize one of these phases as where your business is on the
journey, and you could potentially pick up from there.

Stage one: assessment

This stage happens before your strategy starts to take shape. Alongside the
areas you should already understand, you also need to ensure your back-
ground work is done. Much of this was discussed in the early chapters of
this book.

Cultural assessment

Understand the culture of your business. Is it sales-focused or brand-f­ ocused?
Is it a creative organization or analytical? Is the company a risk-taker or

Putting Together Your Digital Marketing Strategy 343

focused on brand safety? These factors amongst others will determine how
you approach and position your strategy to your internal audience.

Leadership buy-in (and regular check-ins)

Engage your leadership team early to ensure they are aware of what you are
doing and can line up their teams behind you to ensure you have the support
you need to implement this.

Technology assessment

You need to understand your technology stack. Do you have any marketing
technology in place such as a CMS, marketing automation suite, document
management system, analytics platform, social management tools, SEO
tools etc? Also, what is your wider tech landscape – your server status and
speed, coding skills within the organization, app performance and reviews?

Budget

You may need to complete your strategy to justify your budget or you may
know your budget at this stage. If you don’t know your budget then you will
need to have some high-level conversations with whomever controls the
purse strings to get a rough guide to enable you to build a sensible strategy,
or your final strategy is at risk of being too bold or not bold enough.

Resource

Review your team and any resources across the business that are needed to
deliver this. Do you have the volume and quality of resource you need to
deliver your strategy and is it set up in the optimal way? If not you will need
to consider recruitment, training, perhaps even redundancies or restructures.

Stakeholder and working group set-up

At this stage you should also establish any working groups with key internal
stakeholders to give them the chance to feed in their thoughts and experi-
ences. You will not think of everything and your business partners will be
crucial in delivering the best possible outcome. They will also be big sup-
porters of your strategy if you are solving their problems.

344 Tailoring Your Final Digital Marketing Strategy

Stage two: the foundations

This is the first stage of constructing your strategy. Here we look at the
pieces you need to have in place before you can start to promote your busi-
ness heavily. For example, sending consumers to a poor website is going to
damage your results in the short term and your branding in the long term.
Launching a campaign without the supporting customer service in place will
result in complaints that will escalate quickly.

Customer service

The first area to assess is customer service. Why? Because once you start to
promote your business you open yourself up for customers to contact you
via digital with questions and complaints, and you cannot then take time to
construct your service plans. See Chapter 18 for more detail.

SMS messaging

As we have discussed, consumers are increasingly using messaging for direct
communications of every type. You should look at the technology and process
for this early on in your strategy. Chapter 12 contains the detail you need.

Historic performance

If your company is not a brand new start-up then you should have some
historic data. That may be some social media posts, content engagement or
sophisticated campaigns. It may only be offline marketing data or sales con-
version figures. Whatever you have you should conduct a detailed analysis
of performance to find any trends that will be relevant to inform your strat-
egy and help predict performance.

Targeting and segmentation

You should already know your audience but here you need to consider ex-
actly who they are and how you find them. How will you target them across
the various channels you employ and how will you effectively segment your
data. Will you be able to target people by job title on LinkedIn or use pro-
grammatic display to find them? What search terms are relevant? Will you
customize your website to account for the various segments? Refer to
Chapter 1 for more information.

Putting Together Your Digital Marketing Strategy 345

Regulations

It is crucial that you understand the regulatory environment. You may have
legal and compliance advisors in your business who can help you with this.
This can help you understand the requirements in your industry but you
also need to understand marketing regulations. Privacy and data protection,
the GDPR, accessibility and other relevant terms that will affect your mes-
sages, channels, data collection and controls, for example. This is discussed
in Chapter 5.

Data strategy

Keeping the regulations in mind, you need to build a data strategy. How will
you collect and retain the data? What will you do to cleanse and maintain
the data on a regular basis? Who will own it and how will you connect your
data sets together? How will you resolve data conflicts, such as if your inter-
nal sales numbers don’t match those provided by an affiliate? How will you
get your single customer view in place to enable the best possible, client-
centric decision making? We looked at data in Chapter 19.

Attribution strategy

You also need to establish at this stage what your preferred attribution strat-
egy will be. Do you favour pure last-click attribution? If your strategy is
very broad and complex perhaps you need to weight it more evenly across
the journey? Either way, you need to establish this now. This is discussed in
Chapter 19.

Targets

You know your goals but what are your exact targets? You need to set spe-
cific targets for your activity now. What numbers do you aim to achieve?
Consider sales, conversion rates, cost per acquisition, content engagement
levels, retention, issue resolution speed and the other metrics we have
d­ iscussed throughout the book.

Retention strategy

If you are attracting clients you need to know how you will retain them in
advance. You must not fall into the trap that many organizations do of

346 Tailoring Your Final Digital Marketing Strategy

w­ aiting until there is a problem before building a retention strategy or it will
be too late. This is discussed in detail in Chapter 17.

Content strategy

Before you can make your social media or SEO strategies effective, have
your website rich and keep clients informed across multiple channels, you
need a content strategy so you must establish this early on. Chapter 14 is
important to understand here.

Partnerships

If there are partnership opportunities then discussions will take time and
should begin early in your strategy.

Website

No marketing can happen until you have a destination for the consumer to
visit. Your website needs to be developed with a responsive vision,
a­ ppropriate analytics, clearly thought-through journeys and ideally person-
alization. This should include flexibility and platforms such as a CMS to
enable quick content delivery and the many other areas we have discussed
throughout the book to maximize SEO, experience and conversion. Ensure
you have understood Chapter 16 for this.

Analytics

As well as adding the appropriate tagging to your site, you need to ensure
your analytics platform is customized with appropriate goals and reports
are built and standardized at this stage to ensure your data is correctly col-
lected from day one as this can be difficult or impossible to go back and fix.
See Chapter 19 for the detail.

SEO fundamentals

Ensure you consider the SEO triangle at this stage. Does your site plan in-
clude strong SEO principles such as hierarchy, content, speed etc? See
Chapter 8 for the detail here.

Putting Together Your Digital Marketing Strategy 347

Social foundations

You should plan your social presence now. You can link to your website and
should launch the relevant channels. You do not need to be everywhere, only
where your audience may be. Consider opening branded channels, individ-
ual channels for staff if they have external profiles. Consider how your
­content plays out and differentiates across them. See Chapter 11 for more
information.

Reporting dashboards

Now that you have your website, analytics, social media plans, SEO, reten-
tion and content plans, you need to build a dashboard that your stakehold-
ers will buy in to that clearly tracks latest results and progress over time
(consider 13 months rolling timelines) to be able to report progress once
your strategy launches.

Stage three: sophistication

We have now planned the foundations. We have the destinations planned
and we know how we will plan and manage our content. We know whom
we are targeting and how we attract and retain customers. Yet our strategy
is still fairly basic. Chances are that at least some of our competitors are
more sophisticated. To really win we need to become much smarter. This is
where we move to stage three.

Data collection, append, cleanse

Ensure that the data you have is in a fit state. Without good-quality and
complete data sets as well as the correct processes in place throughout the
entire organization, your sophistication stage will quickly fall apart. You
should take the time to cleanse your data to ensure accuracy, append miss-
ing data to your data sets, train your staff and build or rebuild your systems
to make this possible. This also includes ensuring you have the relevant
marketing permissions and, ideally, a preference centre in place to enable the
best possible personalization of your communication strategy. Consider
using third parties to help with this.

348 Tailoring Your Final Digital Marketing Strategy

Cultural considerations

A ‘one size fits all’ strategy, as we have discussed throughout the book, is not
good enough. If your organization works across multiple territories you must
consider this as it includes languages, culture, pricing, payment methods, dis-
tribution channels and a great deal more. This can be intensive work and
using local experts is crucial, but the work can save embarrassing and dam-
aging issues, create seismic shifts in performance and enable you to beat the
competition. Keep in mind that cultures don’t just change by country but also
by regions within countries, by religious beliefs, by gender and much more.

Localization

Consider your local strategy. If you have stores, for example, you need to
ensure they are SEO optimized. Local strategy is becoming increasingly im-
portant as most search engines, social networks and other digital platforms
continue to focus on relevancy.

Personalization

Everyone on this planet is different. The expectation for businesses to know
individuals has grown enormously, as we discussed in Chapter 15. Use your
data and consider AI to build unique experience across your platforms and
you will see improvements across all of your metrics.

Channels

You now know what you plan to say, how you say it and what your targets
are. You should apply your knowledge of the channels from Chapters 8 to
11 to decide how you best set up your channel strategy. Are all of these
channels relevant and how do they integrate with each other? Also, how do
they integrate with the offline channels, for example ensuring your paid
search is performing with strength when your television commercials are
running? This is a big part of your planning phase with a great deal of detail.
Do not rush this.

Communications strategy, CRM

Plan your comms strategy. You know what content you are producing and
what channels you have available so now you should decide what you will

Putting Together Your Digital Marketing Strategy 349

send, to whom and how frequently. Your preference centre plans should be
built in here as well, alongside your personalization and e-mail marketing.
Chapter 17 can aid you here.

E-mail and automation

Look at your e-mail channel. Your comms strategy is in place so what plat-
form do you need to deliver this effectively? Refer to Chapter 12 for more
detail here.

Stage four: formalize

We now have a clear strategy that has been built on solid data and knowl-
edge, has strong foundations and is sophisticated and future proofed. This
now needs to be documented and communicated if it is going to be embed-
ded within the organization, which is essential if it is going to reach its
maximum potential.

Strategy and transformation documentation

Document your strategy. All the hard work you have done above should
come together into a document or a series of documents. You must clearly
lay out what you are trying to achieve, how you will achieve that over what
time frame and at what cost. You may wish to compile a detailed written
document for the teams that will be heavily involved in the implementation
including processes and diagrams. This will also help with briefing suppliers
and selecting platforms. For your senior stakeholders and decision makers,
however, you are more likely to want to produce a high-level visual presen-
tation. Storytelling remains, in my view, the most powerful tool at a human’s
disposal. Do not underestimate the power of bringing your story to life and,
if you are unsure of the support you will get, find a storyteller who can help
you bring this to life. I have created templates that are available from
www.koganpage.com/DigitalMarketingStrategy/2

Disseminate, educate, convince

In 2015, I developed the 6S Framework for presenting to decision makers.
Below is a high-level view of this.

350 Tailoring Your Final Digital Marketing Strategy

The 6S Framework

●● Synopsis: what’s the answer?
–– Executive summary.

●● Scene setting: why are we doing this?
–– Reminder of the goals and targets.
–– Background.
–– Company history.
–– Competitors.
–– Market.
–– Consumer/customer.
–– Approach.
–– Assumptions.
–– Expectations.
–– Contents and what is coming next.

●● Story: what are we doing and why? Should I agree?
–– Channels.
–– Website.
–– Brand impact.
–– Resource.
–– Suppliers and partners.

●● Sums: how much does it cost?
–– Financial plans.

●● Steps: how and when does this happen?
–– Clear action plan.
–– Timescales.
–– Responsibilities.

●● Surprise! What about...?
–– Be prepared for questions.

Before beginning your presentation, however, it is important to understand
the psychology of our decision makers. Figure 20.1 below is helpful and you
will probably recognize your audience as fitting into one of these boxes.

Putting Together Your Digital Marketing Strategy 351

Figure 20.1  Types of decision making

Individual Personal Preference This is simply the preference of
Consensus the individual with no analysis or
consultancy

Pros and Cons These simple methods help to frame
the decision but ultimately result in
one person’s decision

Flipism A flip of a coin.The individual cannot
decide but does not look for input,
leaving it to ‘fate’

Participative Decision Making Where one decision maker seeks
input from a group to gain additional
input

Where a group scores the various
Voting-Based Decision Making options and proceeds based on

the combined results

Consensus Decision Making A majority must approve the given
course of action but the minority
must also accept the decision

If you have built a robust strategy by following the above steps and you use
the 6S Framework, positioning your story effectively for the psychology of
your decision makers, then you have given yourself the strongest chance of
having your strategy ratified and you can move to implementation.

Stage five: continuous improvement

Now you are live. Your strategy is working and everyone has bought into it.
Congratulations. But I’m afraid I have bad news. You can’t relax. Your
s­trategic planning never ends. I can guarantee you only one result of your
strategy, and that is that some of it will be wrong. No matter how smart you
have been, there will be some assumptions or tests that simply won’t work
out as you hoped. As a result you will need to adjust your plans. New tech-
nology will arrive; consumer trends will change; the world economy may
shift. All of this means you need to stay agile.

Review your strategy annually. Your channel management and the day-
to-day tactical implementation will, of course, be in a constant state of
­review through your daily tracking, weekly reporting, monthly dashboards
and quarterly reviews, but your actual strategy itself also needs to stay flex-

352 Tailoring Your Final Digital Marketing Strategy

ible. Therefore, you should take the time once a year to review it, under-
stand how the landscape has changed and work through whether it is still
appropriate to continue along the chosen path for the remainder of the
strategy, be it three or five years, or whether it is appropriate to make
changes. Do not let pride get in the way here. You must be willing to change –
that is essential to success in digital marketing. A strategy that is no longer
relevant will not become more relevant if you leave it alone.

Depending on the complexity of your strategy, implementation can be the
hardest stage but, as any successful entrepreneur or angel investor will tell
you, an idea without action will never be more than an idea. The greatest
strategy ever written is worth nothing if it is never implemented.

Summary

The above steps will give you an effective guide to the process of construct-
ing your strategy and the detail throughout the book gives you enough
­information to build out each channel and process. The channels and digital
landscape change continuously so do use third parties, your analytics and
insight platforms and the market to keep yourself up to speed.

We have discussed throughout the book that digital is an ecosystem. You
cannot implement some of this without considering the rest. As part of this,
your organization also needs to be lined up. An organization that works in
silos will never deliver its best results and there are still far too many of
these. If this is you then I strongly encourage you to break the silos down.

It is an exciting time to be working in this field and as technologies such
as AI, IoT, VR and AR, amongst many more, continue to move at pace, the
opportunities for delivering exciting, smart digital strategies are growing all
the time. You must not be swept up in the excitement though. Keep your
discipline and focus on what is important for your business and your cus-
tomers, and implement these technologies as appropriate.

Finally, I wish you the best of luck. Whether you are learning about digi-
tal marketing, implementing your first strategy or reviewing your existing
strategy, I hope this book is a useful guide and tool for this process. If you
need any further assistance with your digital strategy or would like to dis-
cuss speaking or training opportunities, don’t hesitate to reach out to me.
My contact details are in ‘About the author’ at the beginning of the book.

I hope to be reading about your award-winning strategy in the near future.

Putting Together Your Digital Marketing Strategy 353

Further reading

●● On decision making:
Hardman, D (2009) Judgment and Decision Making: Psychological
perspectives, Blackwell. This includes some fantastic insights into the
psychology of this interesting field.

●● On project management:
Newton, R (2016) Project Management Step by Step: How to plan and
manage a highly successful project, 2nd edn, Pearson

●● On effective presentations:
Ledden, E (2017) The Presentation Book: How to create it, shape it and
deliver it! Improve your presentation skills now, 2nd edn, Pearson
Business

354

INDEX

Note: N umbers, acronyms, ‘Mc’ and ‘+’ within main headings are filed as spelt out. ‘#’ is
ignored in filing order. Page locators in italics denote information contained within a
figure or table.

A/B testing 92–93, 201, 208, 272–73 alt text 122, 124, 130
abandonment metric 312 Amazon 13, 45, 67, 252–53, 289
above-the-line marketing 10–11, 14, 34, 39, see also Alexa; Echo
American Express 45
109, 136, 240, 283 amplification 185, 244, 309
account management 204 analytics 7, 35, 167, 169, 178, 235, 272,
acquisition metrics 147, 244–45
see also cost per acquisition (CPA) 288–89, 293, 315–37, 346
action completion metric 208 see also Google Analytics
action plans 96, 98, 105, 106–07, 108, anchor text 122, 133
animation 156, 160
109–12, 114–15 AOV (average order value) 143, 148
ad copy 140, 144–45, 147, 148, 152 Apple 64, 134, 289
ad extensions 140 apps 72, 85, 86, 101, 165, 178, 198, 226,
ad groups 144, 148, 151
ad networks 156, 157, 161 273, 304
ad position 147–48 see also WhatsApp
ad scheduling 149 artificial intelligence (AI) 88, 99, 134, 252,
see also day parting
ad servers 156, 161–62, 169, 171 290, 303, 311
Adidas 231–32 Asia Pacific 55–56, 58, 175
Adobe 205, 290, 320–21, 329 Ask.fm 182
Adobe Marketing Cloud 269, 320 asynchronous tagging 327–28
advanced paid search 149–52 attribution modelling 170, 172, 330–32
advertising 10, 33, 155–73, 183, 185, 199, audience 143, 164–65, 167–68, 177,

270, 274 221–22, 226, 236, 344
display 11, 31, 33, 41, 50, 63, 214, 243 personas 24, 125, 247, 248
social 174, 178–94, 322–23 see also B2B; B2C; consumers;
TV (television) 11, 49, 270
see also above-the-line marketing; ad customers; user experience (UX)
audio content 161, 224
copy; ad extensions; ad groups; ad audits 100–01, 248
positions; day parting; Google Ads; augmented reality (AR) 99, 188
Lead Generation Australia 42, 71, 151, 259–60
advocacy (advocates) 39, 189, 190, 234, authenticity 223–24
259, 276, 291–92, 299, 323 automation 73, 151, 153, 196–210, 281,
Adwords see Google Ads
affiliate marketing 9, 20, 35, 44, 87, 142, 289–90, 306, 333, 343, 349
152, 226 automotive industry 18–19, 167, 170, 241
Africa 56, 58 see also car industry; Toyota
agencies 15, 65, 66, 101, 109, 115, 128 average ad position 147–48
Agile approach 67, 85, 91, 92, 269, 308 average engagement rates 323
Airbnb 76–77, 183 average order value 143, 148
Alexa 87, 134, 266
algorithms 122, 124, 132, 135, 147, Baby Boomers (older consumers) 56, 57
252–53, 332 backlinks 122, 132, 325, 326
backward integration 17
Baidu 247

Index 355

banner adverts 10, 33, 160, 168, 171, 172 broad matching 145–46
Bayesian inference logic 167 B2B 38, 39, 98, 135, 148, 219, 281, 286, 301
behaviour 56–58, 227–28 channel strategy 181, 184, 186, 216
behavioural data 164–65, 320–21, 322 B2C 38–39, 183, 184, 232–33, 281, 324
behavioural personalization 256–58 budgets 62, 67–69, 90, 97, 115–17, 144,
behavioural segmentation 23
Belgium 50, 151 153, 343
below-the-line marketing 10–11 business analysts 268
benefit segmentation 23 business-based phasing 103–04, 117
biddable media 142, 242 business case 85–89
bids 65, 140 business models 38–41
see also paid search; real-time bidding see also B2B; B2C
business priorities 62, 69–71
(RTB) business requirements documents (BRDs) 91
big data 23, 256, 316, 335 business reviews 111–12
Bing 141 buyers 12, 16, 17, 157–59
Blogger 179 buying cycle 226, 227–28
blogs (blogging) 86, 129, 179, 189, 201, buzz 324

225, 226, 236, 240, 242 calendar-based phasing 103
see also micro-blogging calendars 103, 239–40, 290
Bloom & Wild 180 callbacks 307
boards 85 calls to action 201
see also leadership team; senior canned replies 306
car industry 88–89, 171
management see also automotive industry; Toyota
Boston Consulting Group matrix 8, 24–27 cash cows 25, 26
bounce rates 228, 229–30, 244, 321, CC Communications 203
channels 301–08
324, 333 see also content; earned media; e-mails;
bouncebacks 207–08
Brainlabs 151 forums; owned media; paid media;
brainstorming 126–27, 223, 237, 274 voice
brainwriting 237, 248 charity 75
brand 34, 35, 39, 42, 43–45, 57, 176, Chartered Institute of Marketing 66
chatbots 303
223–24, 248, 274 Children’s Online Privacy Protection Act
see also brand awareness; brand (COPPA) 257
China 41, 42, 71, 144, 175, 185, 247
conversation; brand engagement; click-through conversions 169
brand equity; brand guidelines; click-through rates (CTR) 17, 34, 129, 147,
brand hijacking; brand loyalty; brand 163, 168, 170, 208, 321, 324
positioning mapping (maps); brand click-to-call 150
uplift/ recall surveys; brand values; clicks 147, 169
brand volume see also click-through conversions; click-
brand awareness 42, 98, 107–09, 162, 178, through rates (CTR); click-to-call;
209, 228, 234, 283 cost per click (CPC); pay per click
brand conversation 193 (PPC)
brand effect 34, 35 clients 291, 292
brand engagement 234 cloud storage 72, 126, 176, 269, 320, 330
brand equity 14, 15 CLTV (customer lifetime value) 8, 19–21,
brand guidelines 235 149, 313
brand hijacking 152 CMS (content management system) 93, 115,
brand loyalty 292–93 239, 343, 346
brand positioning mapping (maps) 8, 18–19 co-browsing 307
brand uplift/ recall surveys 170 co-creation 85, 276
brand values 43, 44, 109, 266, 281 Coca-Cola 259–60
brand volume 192
Brandwatch 176, 193, 329
British Friendly 89–90
British Gas 64

356 Index

cold calling (messaging) 212 context, user experience 267, 270–71
collaborative filtering 288, 289 contextual targeting 165–66
communication 100, 203–04, 236, 280–81, contingency planning 112–13, 117
continuous improvement 12, 70, 149, 168,
286, 290, 348–49
see also contact strategy; e-mails; jargon; 218, 351–52
see also test-and-learn philosophy
language; messaging; personalization; controls 111–13, 117
repeat campaigns; single campaigns; see also Gantt charts; risk (risk
social customer service; social media;
tone management)
company content 241 conversion metrics 148
comparison sites 135–36, 228 see also average order value; conversion
Competitive Advantage (Porter) 12
competitive rivalry 15–16 rates; revenue generated
competitor analysis (competitive intelligence) conversion rates 105, 148, 168, 180, 186,
65, 152, 177, 235
see also brand positioning mapping 216, 246, 269, 272–73, 324
(maps); Porter’s five forces see also funnel conversions; goal
completion rates 171, 216
consensus decision making 351 conversions; view-through
consistency 44–45, 176, 297, 300 conversions
consumers 54–60, 70, 227–28, 299 cookies 62, 72, 162, 325
see also audience; B2C; customers; user copy see ad copy; written copy
experience (UX) copywriters 268
consumption metrics 244 cost per acquisition (CPA) 20, 21,
contact centres 290, 309 143, 163
contact strategy 280, 282–87, 296, 301–02, cost per action 21
303, 305, 311 cost per click (CPC) 20, 21, 140, 142, 146,
contact strategy response curve 284–85 147, 153, 191
content 225, 226, 241 cost per completed view 171–72
content audit checklist 248 cost per impression (mille) 21, 156
Content Bubble 238–39 cost per lead (CPL) 21, 148, 218, 244
content calendars 239–41 cost per order (CPO) 148
content dissemination 193 cost per X (CPX) 208, 209
content distribution 226, 242 costs 16, 17
content editing checklists 241 see also cost per acquisition (CPA); cost
content engagement 311, 344, 345 per action; cost per click (CPC); cost
content marketing 221–25, 227–34 per completed view (CPCV); cost
content strategists 268 per impression (mille); cost per lead
content strategy 33, 35, 38, 39, 67, 105, (CPL); cost per order (CPO); lead
213–14, 220–50, 279, 346 costs; sums
advertising 158, 160, 161 creative assets 156
automation 73 creative designers 268
e-mails 201–03, 208 credibility 221–22
Met Office 86–87 CRM systems 7, 289–90
online 131, 301–02, 311 cross-channel attribution 330
personalization 256, 258, 269, 290, 292 cross-selling 109, 215, 287–88
and SEO 110, 123–24, 128–34, 136, CTR (click-through rates) 17, 34, 129, 147,
192, 326 163, 168, 170, 208, 321, 324
social media 177, 179, 181, 183–84, culture 41–42, 46, 86–87, 114, 230–31,
185–86, 187–88, 190–91, 193, 247, 274, 313, 342–43, 348
322–25 custom ad scheduling 149
see also CMS (content management see also day parting
system); content engagement; custom attribution model 331
duplicate content; gated content customer-centricity (customer focus) 45, 85,
content tags 129 88, 89–90
content writers 239 customer interviews (user interviews) 235, 271
customer relationship management (CRM)
7, 39, 41, 45, 158, 217–18, 252,
278–94, 348–49

Index 357

customer reviews 17, 133, 179, 181, 184, direct response prospecting 162, 163
187, 234, 288 Disavow 133
Disney 257
see also ratings display advertising 11, 33, 41, 50, 63,
customer satisfaction 35, 51, 107, 280,
155–73, 214, 243
296, 297 documentation 91, 92, 100, 232–33, 302,
customer service 46, 109, 295–314, 329, 344
see also personalization 306, 312, 349–51
customer support 289 see also business requirements
customers 212, 291, 292, 298
see also B2B; CLTV (customer lifetime documents (BRDs); Gantt charts;
master budgets
value); consumers; customer- dogs 25, 26
centricity (customer focus); customer double-diamond design thinking 275
interviews (user interviews); DSP (demand side platform) 156, 158, 161,
customer relationship management 162, 169
(CRM); customer reviews; customer Dunning-Kruger effect 255–56
satisfaction; customer service; single duplicate content 130, 133
customer view; user experience (UX)
e-mail marketing 33–34, 35, 63, 196–206,
dashboards 193, 332, 347 207–10, 214–15, 226, 227, 242
data 49–51, 126–27, 257–58, 280–81,
e-mail platforms 205–06
317–18, 329, 335, 344, 347 e-mails 7, 73, 100, 160, 279, 280, 281, 282,
see also analytics; behavioural data;
306, 312
big data; data-capture adverts personalization 98, 202–03, 206, 256,
data protection; data strategy;
demographics; metadata; privacy; 258
reporting structure 201
data alignment 317–18 warm-up 285
data analysts 269 see also e-mail marketing; e-mail
data-capture adverts 160
data mining 126–27 platforms; spam
data ownership 329 earned media 242, 249
data protection 71–74, 197, 204–05, 345 eBay 13–14
see also GDPR (General Data Protection Echo 304
Regulation) economies of scale 14, 15
data strategy 33–34, 345 editorial calendars see content calendars
day parting 140, 149 efficiency metrics 148–49
deadlines 103, 106, 107, 110 eHarmony 254
decision making 114, 351 empathy 297, 299–300, 310
Deezer 40 engagement 197, 234, 323
Deliveroo 150–51 content 311, 344, 345
demand generation 234 social media 179, 182, 185, 188,
demand side platform (DSP) 156, 158, 161,
162, 169 190–91
demographics 7, 22, 23, 164, 183, engagement metrics 171, 192–93, 244, 323
243, 321 engaging content 235, 245, 246
design thinking 88, 274–76 entry barriers 14
developers 268 environmental targeting 166
device targeting 167 ethnographic models (ethnography) 271, 276
differentiation 86–87, 136, 145, 187, 223 Europe 42, 43, 50, 58, 176, 206, 245–46,
digital marketing ecosystem 35
digital natives 56 257
digital transformation 16, 83–94 see also France; GDPR (General Data
Digital Transformation Initiative 90
digitalization 84–85 Protection Regulation); Germany;
digitization 84 United Kingdom (UK)
event calendars 240
exact matches 145, 146
exit barriers 14, 15
expandable adverts 160, 171
eyeball tracking 271

358 Index

Facebook 33, 40, 176, 178, 183, 184, 185, GlobalWebIndex 236
198, 222, 257 goal completion metric 208
goal conversions 322
advertising 189–91, 243 goals 87–88, 96, 98, 100, 101, 104–06, 117,
metrics 192, 193
mood experiment 258 177, 281
see also Facebook Insights; Facebook see also objectives
Google 7, 32, 62–63, 67, 71, 124, 130–35,
Messenger; Power Editor; Stories
Facebook Insights 183, 185, 193, 329 192, 228–30, 247
Facebook Messenger 206, 304 quality score 33, 140, 146–47, 148
failure, measuring 245 training courses 66
fashion industry 23, 179, 190 user experience 267
fast-moving consumer goods (FMCG) sector and YouTube 184
Google Ads 19, 40–41, 127, 142, 143, 147,
38, 98, 170
Fensi Tong 185 151, 152
financial services industry 14, 90, 135–36, Google Alerts 215
Google Analytics 126, 143, 193, 317, 319,
225, 283
first-contact resolution 312 325, 329
first interaction model 331 Google Assistant 134
5G coverage 58, 224 Google Certified Shops 150
5Ts, e-mail marketing 199–202 Google Charts 335
Flash 130 Google Chrome 41
Flickr 179, 187 Google Consumer Barometer 42
flipism 351 Google Keyword Optimizer 235
focus groups 235 Google Keyword Planner 127, 142
follow-up communication 203–04, 286 Google Maps 150
followers 32, 67, 179, 185, 190, 192, 243, Google+ 222
Google Search Console 130, 330
244, 323, 324–25 Google Shopping 151–52
forecasting 115, 116–17, 334 Google Webmaster 130, 133
forums 178, 181–83, 304–05 government policy 14
forward integration 16 graphics 335
4 Ps of marketing 8–12 growth-share matrix 8, 24–27
4 Rs (goal setting) 104
4G coverage 58 halo effect 34, 127, 142, 169, 283
France 50, 150 halo terms 97, 112
freemium model 39–40, 319 hard bounces 207–08
frequency 280, 281, 282 heading tags 129
fun 222 heatmap software 271, 326
functional content 131, 234, 245, 246 Hertz Europe 245–46
funnel conversions 322 hierarchy, SEO 122, 129–30
future proofing 329 high perceived-value loyalty 199, 292–93
high-value loyalty 292
Gantt charts 68, 111 HIPPO (highest paid person’s opinion)
gated content 200
GDPR (General Data Protection Regulation) culture 114
historic data 344
62, 72, 73, 157, 197–98, 257, 282, hits 318
328, 345 Hitwise 236
generation differences 56, 85–86, 134, 198, hold time 312
227–28, 236 Hootsuite 176, 188
see also millennials; older consumers horizontal competition 12
(Baby Boomers) Hostelworld 320–21
Generation Z 227–28 HSBC 283, 308
geo-based targeting 166–67 Huffington Post 179, 246
geographic segmentation 22 human factor, and data 317
Germany 50, 150, 297 human UX 272, 274
global strategy 41–43

Index 359

IAB 161, 172 see also keyword analysis; keyword
Ice Bucket Challenge 74, 75 contextual targeting; keyword
ideation 237, 242, 248, 276 density; Keyword Optimizer;
immersive experiences 224 Keyword Planner; keyword research
implementation, SEO 110, 124
impression share 148 KeywordTool.io 127
impression trackers 162 knowledge 297, 300, 303
impressions 147, 148, 156, 159, 162, 243, known knowns 77, 116–17
known unknowns 77
260, 323 KPIs (key performance indicators) 21, 51,
see also cost per impression (mille)
in-house skills 66 136, 168
in-page banner adverts 160
in-page rich media 160 labelling 335
in-stream adverts 161, 171, 172 ladder of loyalty 291–92
inbound links see backlinks language 42–43, 126, 129, 134, 144, 158,
individual customers 298
industry context 241 300, 303, 321, 348
industry growth 15–16 lead cost 218
influencers 188–89, 192, 215, 242 Lead Gen forms 215, 216
infographics 86, 179, 187, 225, 227, 236 lead generation 148, 167, 170, 186,
information, live 160
innovation 45, 47–48, 63–64, 87, 151, 187, 211–19
Lead Generation (advertising solution) 216
270, 329 lead quality 218
innovation champions 47 lead scoring 212–13
innovation spaces 48 lead timeliness 218
insight 49–51, 56, 280 leadership team 1, 45, 46, 48, 64, 101,
Insights 183, 185, 193, 329
Instagram 179, 180, 183–84, 188, 227–28 113–14, 343
integration 301 see also senior management; thought
interaction designers 268
interactions 213, 244, 268, 272 leaders
interactive voice response 303 Lean techniques 67, 92
interesting content 223, 235, 238 legacy systems 89–90
internal communications plan 100 legal implications 247, 345
international content 247 see also GDPR (General Data Protection
internet 56, 58, 270
Internet of Things (IoT) 86, 99, 224, 290, Regulation)
lifestyle 42
304 lifetime value (LTV) see CLTV (customer
interviews 235, 271
IR 216 lifetime value)
linear attribution model 331
Japan 42, 144 link buying 132, 133
jargon 4, 140, 141, 300 link swaps 132
LinkedIn 180–81, 185–86, 215, 216, 222,
key performance indicators (KPIs) 21, 51,
136, 168 243, 344
links 110, 122, 123–24, 132–33, 244, 302,
Keyhole 176
keyword analysis 235, 322 306
keyword contextual targeting 165–66 see also backlinks; site links
keyword density 122, 123 live chat 301, 302–03, 304, 307, 312
Keyword Optimizer 235 live content 224
Keyword Planner 127, 142 live information adverts 160
keyword research 125–28, 131, 142 live video 184, 187, 224
keywords 32, 134, 140, 144, 145–46, 151, localization 41, 202, 246, 247, 348
location 10, 14, 15, 22, 72, 73, 150, 171, 321
191, 240, 246, 254 see also geo-based targeting; geographic

segmentation
loyalty 199, 290–93
loyalty programmes 292–23
see also rewards
LTV see CLTV (customer lifetime value)

360 Index

McIlroy, Rory 309–10 mobile ad units 161
Magnitude Finance 167–68 mobile phones 13, 64, 85, 150, 161,
Manifesto for Agile Development (2001) 92
margin metrics 148 247, 303
market reach 192 modelling audiences 167–68
mass markets 10–11, 38–39, 57 moderation, forums 178, 305
master budgets 116 MoneySupermarket 135–36
match types 140, 145–46 month on month reporting 116, 334
measurement (metrics) 107, 140, 141, Moz 235, 330
MRC 172
147–49, 171, 178, 192–94, 243–46, multivariant testing see split A/B testing
311–13, 333–34 Myers-Briggs Type Indicator 114
display campaign 168–72
e-mail marketing 197, 207–09 NASA 316
lead generation 148, 212, 218 natural language 126, 129, 134
reach 323 negative contextual targeting 165–66
sentiment 182, 324 negative matches 146
SEO 325–26 net promoter score (NPS) 312–13
social media 322, 323 Netflix 270, 289
traffic 143 Netmums 181, 182
vanity 32, 185, 323, 324–25, 326 networks see professional networking;
see also analytics; bounce rates;
conversion rates; cost per acquisition search networks
(CPA); key performance indicators new market entrants 12, 13–14
(KPIs); net promoter score (NPS); new visitor metrics 170
quality scores; response rates; server- next best action 288
based analytics niche markets 39
media 142, 242–43, 249, 332 #nomakeupselfie 74–75
see also rich media; visual media North America 43, 58
Meeker, Mary 85–86 see also United States
Meetup 178, 187
member-get-member programmes 20, 98, objectives 96, 98, 105, 106–08, 117, 169,
209, 217 233–35
mentions 192, 209, 215, 243, 324
messaging 175, 206–10, 212, 226, 269, see also goals
285–87, 304, 306, 344 offline channels 216–17
Messenger 206, 304 older consumers (Baby Boomers) 56, 57
Met Office 86–87 online content 131, 301–02, 311
meta description 129 online marketing 7
metadata 122 online questionnaires 51
Michelin Guide 222 open exchange buying see real-time bidding
micro-blogging 179
see also Sina Weibo; Twitter (RTB)
Middle East 175–76 optimization specialists 269
middleware 89–90 orders 148
milestones 69, 70, 102, 103, 191 organizational structure 87, 135–37,
see also objectives
millennials 57, 86, 227–28, 259 230–31, 232, 248, 267, 268
minimum viable product 93 see also culture; planning flow;
mission (statements) 96, 98, 99
mobile 7, 62, 72, 101, 135, 176, 187, 236, recruitment; resources; silos; skill set
270, 323 (skills); training
advertising 165, 171 Outbrain 243
e-mail 201 owned media 242, 249
and live chat 303
see also mobile phones; smartphones paid advertising 183, 199
paid media 242–43, 249, 332
paid search 32, 46, 63, 139–54, 166, 168,

214, 283, 317, 320
skills set 65
see also Google Ads; pay per click (PPC)

Index 361

paid search campaigns 144 processes 232–33, 239, 300
Pancentric Digital 89–90 product list ads 151–52
Paper Tiger 203–04 product owners 269
participative decision making 351 products 8–9, 12, 13, 151–52
partnerships 346 profanity 300, 305
path-to-conversion reporting 163, 331 professional networking 180–81
pay per click (PPC) 32, 35, 140, 141–42, 269 see also LinkedIn
see also paid search profitability 14
payments 43 programmatic advertising 33, 155–59,
peer reviews 181, 228
penalties 132–33, 135 164–68
perceptual positioning maps see brand project managers (management) 67–68, 269
promotion 10–12
positioning mapping (maps) proof of concept 65, 92–93, 308
perfect competition 16 propensity models 288, 293
permissions 34, 72, 73, 194, 197, 347 proposals 69, 102
personal data 257–58 proposition effect 34
personal preference 114, 351 pros and cons (decision making) 351
personalization 54–55, 88, 251–61, 279, prospects 291
psychographic segmentation 23, 167
281, 298, 320, 347, 348 publishers 140, 156, 159, 165
Amazon 13, 45
content 240, 269, 290, 292 QQ Mobile 206
e-mails 98, 202–03, 205, 306 qualitative research 49, 51, 266, 269
Google 41, 62–63 quality see lead quality; quality metrics;
websites 205, 346
personalization specialists 269 quality scores
personas 24, 125, 247, 248 quality metrics 192, 193
phased planning 103–04, 117 quality scores 33, 140, 146–47, 148
photography industry 14–15 quantitative research 49–50, 51, 266, 269
phrase matches 146 question marks 25, 26
Pinterest 179, 187 questionnaires 51
PistonHeads 167–68, 181, 182 quick wins 70–71
planning 95–18, 239–41
see also roll-back plans RAG status 68
planning flow 105 ranking factors 123, 124, 228–29
PLAs 151–52 ratings 17, 149–50, 181
Pocket-Lint 179 reach metrics 192–93, 243–44, 323
Pokemon Go 188 reactive content 239
Porter’s five forces 8, 12–17 real-time bidding (RTB) 157, 159
position-based attribution model 331 real-time planning 96, 99–103, 117
positive contextual targeting 165–66 recall surveys 170
post-click actions 169 recruitment 66–67
post-impression (view) events 169 Reevoo 150, 181
Power Editor 180 referrals 217
PPC see pay per click (PPC) regulation 62, 71–74, 76, 77, 193,
predictive analytics 288–89, 293, 334
presentation 227, 334–35, 349 204–05, 345
price makers (takers) 16 see also GDPR (General Data Protection
pricing 9–10, 13, 14
priorities, business 62, 69–71 Regulation)
privacy 62, 71–73, 193–94, 247, 257 relevancy 86, 107, 207, 223, 281, 301
see also data protection repeat campaigns 284
private marketplaces (PMPs) 156, 159 reporting 163, 289, 331, 332–35
proactive planning 239–41 research 49–51, 125–28, 131, 142, 228,
problem identification 236
problem statements 237 266, 269, 271–72
resource (time) 67–69, 114–15, 117, 231
resources 343
response rates 49, 116, 324

362 Index

response time (responsiveness) 283–85, 298, senior management 85, 114–15
306, 312 see also leadership team
sense checking 127–28
retargeting 143, 156, 158, 159, 163–64, sentiment metric 182, 193, 324
169, 332 SEO (search engine optimization) 32–33,

retention strategy 234, 279–82, 286, 288, 63, 110, 121–38, 191–92, 269
292, 293, 345–46 and content strategy 214
metrics 325–26
return on ad spend 171 see also Baidu; Google; Yandex
return on investment (ROI) 143, 148, 149, SEO (search engine optimization) analytics

171, 198, 203, 216, 320 325–26, 330
revenue generated 148, 171 SERP real estate 134–35
reviews server-based analytics 318, 319, 329
business 111–12 service designers 268
customer 17, 133, 179, 181, 184, 187, service level agreements 329
share of voice 153, 324
228, 234 shareability 183, 222
see also ratings shopping behaviour 50, 57, 58, 151–52,
rewards 217, 255, 286–87
see also loyalty programmes 292
Rice Bucket Challenge 76 sign-off processes 239
rich media 156–57, 160, 162, 171 silos 2, 7, 113, 230, 232, 259, 296, 352
right to be forgotten 62, 73, 247 simplicity (simplification) 75, 88, 335
risk (management) 77, 112–13, 117 Sina Weibo 42, 179, 185, 247
risk matrix 112 single campaigns 282–83
Roadmap 228–29 single customer view 259
robots 122, 130, 131, 153, 318 Siri 134
ROI (return on investment) 143, 148, 149, site links 140, 149, 150
site maps 122, 130
171, 198, 203, 216, 320 site structure 129–31
roll-back plans 65 Sitecore Experience Cloud 269
Royce, Winston W 91 6S Framework 349–51
RTB 157, 159 skill set (skills) 33, 46, 62, 65–66, 67, 69,
rule-based attribution 331–32
rules 44, 305 77, 113–14, 117, 309
Rumsfeld, Donald 77 skippable videos 161
SLAs 329
Sales Navigator 186, 215 Slideshare 181
sales (sales funnel) 108, 289, 293, 324 SMART objectives 106–08
see also cross-selling; social selling; ­ smartphones 13, 42, 58, 67, 84, 184
SMS 198, 206–07, 226, 344
up-selling SnapChat 33, 183, 184, 186–87, 188,
Salesforce Marketing Cloud 176, 205, 290,
198, 228
330 ‘so what’ test 222, 334
scrum masters 269 social advertising 174, 178–94, 322–23
search see paid search; search engine social analytics 322–25, 329–30
social customer service 309–11
marketing (SEM); search networks; social engagement metrics 244
search uplift; SEO (search engine social media 17, 35, 45, 62, 63, 73, 74–76,
optimization)
Search Console 130, 330 84, 132, 174–95
search engine marketing (SEM) 140, 142 advertising 171, 322–23
search networks 140, 147 customer service 309–11, 312
search uplift 169 e-mail marketing 198, 202
seasonal events (seasonality) 116, 166, 247, generational influence 227–28, 236
333–34 lead generation 215–16
secondary data sources 127 measurement (metrics) 244, 322, 323
segmentation 22–24, 126, 163, 167–68, and SEO 32–33
254, 279, 344
selflessness 75
SEMRush 127

Index 363

see also Brandwatch; Facebook; Flickr; tag-based analytics 319
Hootsuite; Instagram; LinkedIn; tag management 327–28
Pinterest; Sina Weibo; SnapChat; tags 122, 123–24, 128–29, 319, 327–28
social analytics; social triggers; targeting (target groups) 164–70, 199–200,
Twitter
226, 236, 344, 345
social networking 175, 176–77, 178 progammatic 33, 155–59
see also Baidu; Facebook; Instagram; see also audience; retargeting
Tech Radar 179
Meetup; Sina Weibo; SnapChat; technical implementation, SEO 110,
Twitter; YouTube
social personality 176–77 122–24, 128–29
social publishing 188 technical UX 272–73
social selling 186 technology 15, 56, 58, 62, 63–65, 343
social triggers 244 see also ad servers; apps; artificial
soft bounces 208
sophistication 88, 347–49 intelligence (AI); augmented reality
spam 74, 132, 197, 202, 256, 279, (AR); automation; cloud storage;
282, 305 CRM systems; digital transformation;
split A/B testing 92–93, 201, 208, 272–73 internet; Internet of Things (IoT);
Spotify 40 legacy systems; messaging; mobile;
sprints 92 robots; virtual reality (VR)
star ratings 17, 149–50 Technology Adoption Lifecycle model
stars 25, 26 63–65
State Bicycle Company 190–91 templates, e-mail 201
Stickyeyes 129, 228 Tencent 206
Stories 184, 186, 188 test-and-learn philosophy 12, 65, 70, 91,
storytelling 69, 299, 334, 349 102, 149, 168, 180, 201
strategic UX 272, 274 see also continuous improvement
strategies 96, 108–09, 117 theme-based phasing 103
strategists 269 thought leaders 189, 215
strategy 1–2, 48, 96, 102, 233–35, 333, through-the-line marketing 11
341–53 time see resource (time); time-based
see also Boston Consulting Group objectives; time-based targeting;
matrix; brand positioning mapping timeliness
(maps); business priorities; CLTV time-based objectives 107
(customer lifetime value); contact time-based targeting 166
strategy; content strategy; data timeliness 200, 218, 223, 280
strategy; 4Ps of marketing; global title tags 123, 128–29
strategy; Porter’s five forces; retention tone 201, 235, 299, 300, 306
strategy; segmentation; strategies; tools 225
targeting (target groups) Toyota 19, 299
subject lines 202, 208 traffic metrics 143, 147–48, 170
substitute products 12, 13 training 14, 41, 65, 66, 103, 205, 214
sums 350 transparency 157, 297, 298–99, 305
see also costs trend-based forecasting 116
suppliers 16–17, 328–29 trends 116, 297, 311, 344
supply side platform 156 TripAdvisor 181
surprise and delight messages 286 true personalization 254
surveys 170, 235 TrueView 161
suspects 291, 292 trust 39, 181, 231–32, 258, 297, 299
switching costs 13, 16, 17 Trustpilot 150, 181
synchronous tagging 327, 328 TV (television) adverts 11, 49, 161, 270
TweetDeck 188
Taboola 243 Twitter 14, 42, 132, 179, 184–85, 188, 244,
tactical e-mails 202 309, 310, 329
tactical personalization 259 British Gas 64
tactical UX 272–73 Coca-Cola 260
metrics 192, 193

364 Index

Uber 89, 183, 273–74 visual designers 268
unique visitors 324 visual identity 43–44, 201
uniqueness 76 visual media 179–80
United Airlines 309–10 see also Flickr; Instagram; Pinterest;
United Kingdom (UK) 42, 50, 71, 88, 150,
video; YouTube
157, 166–67, 246, 283, 297 VisualDNA 167–68
United States 42–43, 71, 74, 77, 142, 188, vloggers 184
voice 56, 58, 87, 303–04
232, 299 see also share of voice; tone
unknown unknowns 77 volume metrics 192–93, 243–44
up-selling 200, 287–88, 293, 307 voting-based decision making 351
URL structure 105, 130
usability testing 271 W questions 106, 107
usefulness 222 warm-up e-mails 285
user-defined personalization 254–56 Watchfinder 143
user experience (UX) 265–77, 296, 303, waterfall development 91–92
weather 42, 72, 86–87
322, 326–27, 330 web analytics 272, 319, 321–22, 329
user experience designers 268 web chat see live chat
user-generated content 133 web 2.0 17, 84
user interviews (customer interviews) 235, Webmaster Tools 130, 133
websites 9, 84, 205, 214, 227, 236, 242,
271
user researchers 269 268, 296, 346
see also live chat; web analytics; web 2.0;
value metrics 244–45
values, brand 43, 44, 109, 266, 281 Webmaster Tools; Wordpress
vanity 75 WeChat 206, 304
vanity metrics 32, 185, 323, 324–25, 326 week on week reporting 334
vertical competition 13 Weibo Tasks 185
video 55, 73, 100, 160, 161, 171–72, WhatsApp 85, 206, 304
win-back messages 287
180, 187 word of mouth 41, 98, 109, 228, 274, 286
see also live video; YouTube Wordpress 18, 179
video completion rate 171 working groups 343
view-through conversions 169 workshops 274–75
view-through rates (VTR) 171, 244, 311 written copy 225
viewability 158, 172
viral marketing 74–76, 98, 100, 108, 185, Yandex 247
year on year reporting 116, 333
191, 260 YouTube 100, 132, 161, 175, 179, 184, 187,
virtual reality (VR) 58, 99, 188, 224, 225,
192, 193, 302
226, 352
vision (statements) 45, 96, 98, 99 Zipcar 89
vision-based planning 96, 97–99, 100–02,

104–11, 117
visits 323–24

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