Digital Marketing PDF

DIGITAL-MARKETING Digital-Business SC Digital-MARKETING CR RG Digital-PROCUREMENT Digital-COMMERCE DIGITAL-MARKETING  DIGITAL-MARKETING Focus digital marketing use tools and techniques (digital platforms/m...

DIGITAL-MARKETING Digital-Business SC Digital-MARKETING CR RG Digital-PROCUREMENT Digital-COMMERCE DIGITAL-MARKETING  DIGITAL-MARKETING Focus digital marketing use tools and techniques (digital platforms/media ) for interaction with audience to reach certain goals: acquisition, conversion, retention. These goals relate to certain activities  DIGITAL-MARKETING Process choices and supporting activities Top Marketing Channels for 2024 [+Data] (hubspot.com) The Top Marketing Channels, And How They’ll Change in 2023 [+Data] (hubspot.com) DIGITAL-MARKETING relation  DIGITAL-MARKETING GET / ATTRACK CUSTOMERS TO 1. ACQUISITION DIGITAL PLACE TO CONVERT MAKE CUSTOMERS 2. CONVERSION MEET DIGITAL OUTCOMES / convert MAKE CUSTOMERS 3. RETENTION RETURN TO DIGITAL PLACE  DIGITAL-MARKETING ASPECTS ACQUISITION (A): seo sem Offline !!!! affiliate marketing bsp e-mail marketing billboards viral marketing SNW’s  DIGITAL-MARKETING Complex set up SEO Best Practices: 10 Tips to Improve Your Google Rankings (backlinko.com)  DIGITAL-MARKETING With SEM budget wins !! SEO vs. SEM: What Is The Difference and How It Affects You (semrush.com) How Google Ads Works - Google Ads Explained in 10 Minutes - YouTube DIGITAL-MARKETING DIGITAL-MARKETING  DIGITAL-MARKETING Viral marketing –SN’s Jonah Berger, marketing professor at the Wharton School at the University of Pennsylvania and author of the bestseller Contagious: Why Things Catch On. Any emotion that fires us up, humor, excitement, but also anger and anxiety--drives us to share.“ It deals with psychology: Viral Marketing - The Psychology Behind Why Things Catch On - Enabler Space https://www.youtube.com/watch?v=mE_V8k8ihYU (humor) A HUNTER SHOOTS A BEAR TIPP EX Cannes 2011 Film Bronze – YouTube (excitement)  DIGITAL-MARKETING CONVERSION (C): create BETTER content create IRESISTIBLE proposition create “good” content i.c.w. usability: design / layout accessibility navigation service / support  DIGITAL-MARKETING CONVERSION (C): Product/service as such Exceptional, compelling content Decisions related to content marketing -content engagement value (what engages?) -content media (which ‘carriers’ for what!) -content participation (interactive consumption) -content accessibility (adaption irt media) -  DIGITAL-MARKETING 100% opening time Reasons for drop out unclear message unclear / difficult registration unclear product / service proposal paying process % visitors navigation guidance Interest 1st impression Product Purchase selection  DIGITAL-MARKETING RETENTION (R): redevelop proposition (re)develop / maintain (outbound) communication previous issues but also loyalty-programs DIGITAL-MARKETING  DIGITAL-MARKETING Situation analysis Internally & externally Demand ? Competition ? Capability? Resources?  DIGITAL-MARKETING Objectives Where to go/what to reach? Concrete goals? Customer acquisition Customer satisfaction Engagement  DIGITAL-MARKETING Strategy How to get to objectives? Customer acquisition > by new segmentation Customer satisfaction > by new OVP Engagement > by new using new tools  DIGITAL-MARKETING Perfect fit to strategy ideas Tactics Customer acquisition & new segmentation > new social networks Customer satisfaction > new OVP > interactive content systems Long tail concepts > go for less popular products but still profitable sales tnx to the internet  DIGITAL-MARKETING Actions Managerial aspect Who’s doing what when and why? RACI New organizational set up And especially……..  DIGITAL-MARKETING Controls Our achievements / pay off? Concrete goals? Customer acquisition Customer satisfaction Engagement Traditional market research (thesis) Client satisfaction scores Website analytical programs INPUT FOR NEXT SITUATION ANALYSIS Customer experience & service design Digitizing processes/systems for this purpose asks for analysis Base for this analysis: understand the business AND user requirements Typical analysis activity: -what are the current customer demands? -what is the current process ? -what are current digital solutions we offer for what purpose? -what are the possible alternatives for digital solutions ? Customer experience & service design Why? Customer experience & service design Process knowledge is essential : - Process mapping: who’s responsible for what task - Task analysis: breaking down the process into activities > tasks > sub tasks Method to do that: Flowcharting or IDEF It will show activities in logical order and gives opportunity to point out spots for “digitalization” or like Ward & Peppard say: ‘understand where IT investment will be significant to the total Investment’. Customer experience & service design Not only digitalizing process activities is an issue. Part of digitalizing the system also means using the right data model in the database we use. https://www.meltwater.com/en/blog/data-structuring Data decide on the right service, followed by the targeted experience. SENDING THE WRONG OFFER TO THE WRONG ENTITY Here we mean technically !!! How do we differ between a lead and a client and a relation? It’s about attributes. Data modelling helps us out here. Customer experience & service design Within design (system: processes, process applications, tools, websites, apps & use cases) UCD is very important. https://www.interaction- design.org/literature/topics/user-centered-design In designing the system, the user must be put in the middle!! The concept here is to create a satisfying experience by looking (making use of) at the user. Take into consideration > how to deliver rational, emotional values and meet promised experiences. Customer experience & service design Customer experience & service design Key concept in User Centred Design. Defines how easy designs ((digital) products) are to use to complete a task  Customer experience & service design In rational area sites must show ease of use, relevance and acceptable performance only then come emotions Other service quality aspects Customer experience & service design Efficiency, effectiveness and satisfaction in its use to reach certain goal. Involving the user in design and evaluation (UCD user centred design)  User centred design Focus on the use of the use of users Throughout process of 1st design until final version Where and how to make use of users? analysis Ok? Ok? Ok? Ok? design prototype final version  User centred design Who uses it ? What is it used for? ? Details to decide on in early phase. Interaction with stakeholders is a must  User centred design For example: a city tour application Who? For what? Where? New middle-aged foreign tourist culturally involved Explaining local historical arte facts during city site-seeing activities. User centred design Characteristics of (a few) user(s) Persona Information seeking Use cases Information seeking steps in logical order Use case scenarios User centred design User / usage demands detail: -interface (touch, mouse click, text entry) -functionality (task possibilities) -performance (comfort, safety, motivation)  User centred design For example: a city tour application What does a tourist want? -Scanning & explanation artefacts? -sight-seeing guidance? Tour application: -picture recognition -3 seconden response -scanable info-menu: architect; Can we deliver? historical meaning; present function User centred design Phase of making design concrete: Mock up (tangible models) Wireframe (website) Blue print (website) Prototype (working) User centred design User centred design  User centred design Eye tracking A/B testing Monitoring sessions App feedback tools (survey) Before : improving design After implementation (Google analytics) https://vwo.com/blog/eye-tracking-website- optimization/#:~:text=Eye%20tracking%20is%20the% 20process,of%20an%20eye%2Dtracking%20system. Design is iterative process ? Digital business transformation Designing customer experiences is ongoing process that asks for ongoing digital business transformation. Why? Constant response to environmental changes: -technological innovations -changing customer demand  Digital business transformation Ward and Peppard: Concept of understanding where, which and how digital investments will be significant to the investments SIGNIFICANT TO THE COMPANY’ S BUSINESS  Digital business transformation Companies might depend for their business performance to certain degree on IS/IT applications high low dependency  Digital business transformation IT/IS applications might contain certain potential to contribute to business objectves high potential low high low dependency  Digital business transformation Role of IT for future to opportunity compete high Business IT opportunity opportunity driven driven >competitive focus >innovation focus potential to perform To be effectively efficient Business issue driven IT issue driven low >current performance >utility focus focus high low dependency Digital business transformation Digital business transformation Supply Chain Management  Supply Chain Management Best way to align all supply activities from company’s suppliers and company’s delivery of service & products to customers. Optimization of material flows and associated Information flows within company’s operations Good SCM brings increased profitability thru minimizing operational costs driver digital business  Supply Chain Management SO strategy: What is Supply Chain Management? Adopt new technology & Definition and Introduction | AIMS UK - distribution for new services in (new) markets YouTube 4 ST strategy: Adapt new technology to meet market needs 3 WO strategy: Improve technology for (new) services in markets 2 WT strategy: Adopt technology to be competitive in service & product ? SC-M 1 https://www.youtube.com/watch?v=SXDvH gjRNDQ SCM & IT functionalities SCM & IT specifications SCM & IT guarantees  Supply Chain Management Track & trace: added value for customer upstream supply chain downstream supply chain supplier organization customer intermediary intermediary buy-side sell-side inbound logistics outbound logistics  Supply and value chain Management Inbound logistiscs > production > outbound logistics > marketing & sales Value network Market research > product development > market products > procure materials > production > manage selling & fulfilment  Supply Chain Management Modern digitalized -SCM: quality of service increases : reduction order-to-delivery time 24/7 convenience better deals: effective inventory management reduction manufacturing costs Value stream : efficiency in -problem solving -info management CHAIN VALUE FOCUS !! -physical transformation  Supply Chain Management ?? In between brainteaser! Computer brand ‘build to order concept’ related to cost leadership corporate strategy and digital information management. Focus > -customer at the controls -reduced order delivery time (cycle time) -efficient and effective inventory management -reduction of costs Design virtual organization !! Market driver !  Supply Chain Management SCM >>> Business Model !!!!!! Computer ONLINE ORDERING/CONFIGURATION PLATFORM( A) brand company CUSTOMER TRACK & TRACE ( B) DISTRIBUTOR EFFICIENCY CLOUD (C) MANUFACTURER A + B+ C = VALUE PROPOSITION  Supply Chain Management E-scm depends on good partnerships Managing partnerships: ????? -focus on core competencies of involved parties -reduced number of partners (dedicated) with willingness to share (information) -TRUST !!!!!! PROCUREMENT  E-PROCUREMENT DRIVERS 1. CONTROL 2. COST 3. PROCESS 4. PERFORMANCE 5. SUPPLIER MANAGEMENT E-SCM/PROCUREMENT Market share is under pressure efficient & smart scm (procurement) has become more important in creating profit  SBM4C E-BUSINESS STRATEGY DIGITAL BUSINESS & E-COMMERCE MANAGEMENT SBM Drs. C. Grefkens Academic year 24-25 1  SBM4C E-BUSINESS STRATEGY First things first OBJECTIVE STRUCTURE COURSE BOOK ASSESSMENT 2  SBM4C E-BUSINESS STRATEGY OBJECTIVE Prepare students as future managers to identify and review key decisions to get their organizations to (further) digital business; Understand and consider the process of making these decisions. why? 3  SBM4C E-BUSINESS STRATEGY MANAGERS SHOULD BE EQUIPPED (SKILLS/COMPETENCIES) TO LEAD DIGITAL TRANSFORMATION OF ANY KIND -operations, accounting & finance, S&M are blended with IT (digital systems) -every staff member is affected digital by infrastructure -managers must decide on digital out-organizational relations (up/down stream) https://www.simplilearn.com/who-is-a-digital-transformation-manager-article https://www.soundingboardinc.com/blog/7-leadership-capabilities-digital- transformations/ https://emmainternational.com/are-managers-equipped-to-lead-a-digital- transformation/ 4  SBM4C E-BUSINESS STRATEGY STRUCTURE (1) 6 Weekly lectures 3 Workshops 1 Q&A session Home study activities 5  SBM4C E-BUSINESS STRATEGY COURSE BOOK 6  SBM4C E-BUSINESS STRATEGIES Cost leadership Experience & Service design 7  SBM4C E-BUSINESS STRATEGIES ASSESSMENT: Exam 30 MC & 5 open questions 8  SBM4C E-BUSINESS STRATEGIES Assessment criteria Your MC -answers must show that you comprehend the issue referred to in the questions. You must be able to demonstrate your understanding by choosing the right answers. Your open question answers must show that you are able to evaluate issues referred to in the questions. You must be able to present or defend opinions by making judgements about information, validity of ideas, quality of work based on the right and valid criteria. The exam questions are based on the book chapters to be studied, content of lectures and workshops and articles. The result will be marked from 1 to 10. Book: Digital Business and E-commerce management, Chaffey and others, 7th Edition. 9  SBM4C E-BUSINESS STRATEGIES 30 mc 5 open questions Reproduction Application Understanding Knowledge Comprehension Application Analysis Evaluation Creating Present and defend opinions Using new knowledge. Examine and break Compile information by making Demonstrative understanding of facts and Solve problems to new information into parts by together in a different judgments about Exhibit memory of previously-learned materials by ideas by organizing, comparing, translating, situations by applying identifying motives or way by combining information, recalling facts, terms, basic concepts and answers interpreting, giving descriptions, and stating acquired knowledge, facts, causes. Make inferences elements in a new validity of ideas main ideas techniques and rules in a and find evidence to pattern or proposing or quality of work different way support generalizations alternative solutions based on a set of criteria mention conclude calculate deduce conclude categorise describe interpret demonstrate illustrate criticise compose define distinguish use distinguish contrast formulate identify paraphrase make clarify interpret design label summarise produce dissect support summarise list select develop sketch justify rewrite quote/cite clarify organise validate explain in own words relate defend translate transfer compare extrapolate change weigh prepare 10  SBM4C E-BUSINESS STRATEGIES Meaning & Scope E-BUSINESS OR E-COMMERCE OR E-MARKETING* IT’S NOT THE SAME !!!! *E is digital 11  SBM4C E-BUSINESS STRATEGIES E business E commerce E marketing ? 12  SBM4C E-BUSINESS STRATEGIES 13 https://avsight.net/demo/ 14 15  Individual customer 16 Production procurement Retailing additional services Purpose for KLM? 17 Catering goods Kerosene Procurement: Cost effective value adding to core product Strategy ? 18  E-BUSINESS E-marketing ? 19  E-marketing E-marketing ! 20  E-marketing Digital marketing modalities / techniques For reaching out to….…company’s audience. Audience? Using either paid, earned or owned media https://www.investopedia.com/terms/d/digital-marketing.asp https://www.infidigit.com/blog/types-of-digital-marketing/ 21 Sell side e-commerce /marketing or… down stream digital audience reach ADVERTISING Paid search Display ads Affiliate marketing Online media options Digital signage Paid media DIGITAL PROPERTIES PARTNER NETWORKS Website(s) Blogs Owned Earned Publisher editorial Influencer outreach Mobile apps media media W-o-M Social presence Social networks https://www.eftepedia.nl/ 22  ADVERTISING Paid search Display ads Affiliate marketing Digital signage techniques Paid media media DIGITAL PROPERTIES PARTNER NETWORKS Website(s) Blogs Owned Earned Publisher editorial Influencer outreach Mobile apps media media W-o-M Social presence Social networks DEPENDING ON STRATEGY TO GET TO BEST DIGITAL BUSINESS OPPORTUNITIES 23  E-BUSINESS ADOPTION Adoption Drivers: cost/efficiency & competitiveness Digital Business Adoption 24  E-BUSINESS ADOPTION Barriers to consumer digital adoption Cost -switching costs No perceived Barriers benefit -additional value Failing skills consumer operationality digital adoption Security Failing trust -data safeness -operationality -fulfilment 25  E-BUSINESS ADOPTION Digital Barriers Business consumer Adoption New products digital New services drivers New communication adoption FAILURE OR SUCCES ???? 26  E-BUSINESS ADOPTION 2014 ew p ro d ucts N ces New servi m u n i cat ions New com https://www.mendix.com/blog/why-do-digital-transformations-fail/ https://whatfix.com/blog/digital-transformation-failures/ 27  E-BUSINESS ADOPTION 2014 28  SBM4C E-BUSINESS STRATEGIES Situation analysis – environmental scan 29  SBM4C E-BUSINESS STRATEGIES 30  SBM4C E-BUSINESS STRATEGIES 5 4 3 1 2 31  SBM4C E-BUSINESS STRATEGIES framework for summarizing strategy for (online) business -Self-service Activities to Actual -Automated service Audience -Form partnerships deliver VP to -Community -Take advantage offer to to whom get to building of them & audience -Personal guidance offer will revenue their audience appeal Processes & Method of people involved reaching to create & audience deliver VP Costs in How do we get general: type money out of it? & amount 32  SBM E-BUSINESS STRATEGIES framework for summarizing strategy for (online) business Right Right Right focus on -Right partnerships activities to customers’ Right actual audience deliver VP to possible offer to relationships to whom get to revenue audience offer will appeal Right processes Right & people involved to method of create & deliver reaching VP audience Right costs in Right revenue general: type formula & amount 1 1  SBM4C E-BUSINESS STRATEGIES Workshop 1: a set-up to evaluate digital business model possibilities Value proposition Customer relationships Key resources Canvas Customer segments Key activities Channels strategy Customer relationships Key resources Cost structure elements Channels Revenue streams Customer opportunity Operational validation Finance validation validation Assessing phases Assessing digital opportunity Assessing digital opportunity Assessing digital opportunity value risks financials Action 1 customer Action 3 assess opportunity Action 5 conduct financial Action opportunity screening risks analysis steps Action 2 refine customer Action 4 revise opportunity Action 6 apply value proposition financial controls Push a nonacceptable Overpromising & Risky revenue/profit formula Pitfalls business into the market underdelivering 2  SBM4C E-BUSINESS STRATEGIES Situation analysis – environmental scan 3 3  SBM4C E-BUSINESS STRATEGIES RIGHT ENVIRONMENTAL SCAN > RIGHT BUSINESS MODEL > SUCCES Market reach Market possibilities Market competitiveness 4  SBM4C E-BUSINESS STRATEGIES The extra dimension of the digital initiative 5 5  SBM4C E-BUSINESS STRATEGIES The extra dimension of the digital initiative 6  SBM4C E-BUSINESS STRATEGIES Following KLM’s business community 7 7  SBM4C E-BUSINESS STRATEGIES What makes Airbnb’s community great is that it serves as a one-stop shop for onboarding new hosts and getting them up to speed with how Airbnb works. There’s also lots of info under the “Help” section for troubleshooting when things go wrong, which they occasionally do. And, to connect hosts on more than just opening their homes, Airbnb also includes a section called “Interests” to promote conversations and friendship building. Airbnb is using its brand community to help its hosts do their best work and create a welcoming space for guests, and that’s pretty cool! The extra dimension of the digital initiative 8 8  SBM4C E-BUSINESS STRATEGIES CUSTOMER VALUE PROPOSITION new service offer (business club) ONLINE VALUE PROPOSITION e-tool usage (performance/ convenience) 9 9  SBM4C E-BUSINESS STRATEGIES Six C’s 10 10  SBM4C E-BUSINESS STRATEGIES Six C’s OVP https://www.davechaffey.com/digital-marketing-strategy/retail-e-commerce- online-value-proposition-case-study-sportshoes-com/ https://www.larksuite.com/en_us/topics/ecommerce-glossary/online-value- proposition-ovp 11 11  SBM4C E-BUSINESS STRATEGIES FOR BOTH CVP AND OVP IT COMES DOWN TO ENSURING THE FOLLOWING: - The uniqueness of the concept - The innovative character of the concept - The absolute performance of execution - The attractiveness of the concept - The reasurance behind the concept > right choice 12 12  SBM4C E-BUSINESS STRATEGIES Concepts (digital initiatives)) like these ask for Top operational execution seamless online experience and thus ADEQUATE TECHNOLOGICAL INFRASTRUCTURE !!! Architecture of hardware, software, content and data that delivers digital service to employees, customers & partners 13  SBM4C E-BUSINESS STRATEGIES Quality of OVP >>> Quality of components: -functionality -accessibility -availability -speed -responsiveness Service quality experienced by users 14  SBM4C E-BUSINESS STRATEGIES Processing applications Connectivity /interaction Data (processed) stored Data / content distribution 15  SBM4C E-BUSINESS STRATEGIES Five-layers in relation Outside world Data /content Service applications E-business Data repository system infrastructure layers System software Network system servers 16 16  SBM4C E-BUSINESS STRATEGIES Outside world Service applications Differentiating position in market place: right services THE WANTED & WORKING MOUSE TRAP !!! 17  SBM4C E-BUSINESS STRATEGIES Concepts: Saas Iaas (Paas) for distinguishing quality 18  SBM4C E-BUSINESS STRATEGIES SaaS vs PaaS vs IaaS: What’s The Difference & How To Choose – BMC Software | Blogs E-business Strategy https://www.saasholic.com/understanding-saas-benefits-and- challenges/ 19 19  SBM4C E-BUSINESS STRATEGIES Upgrading e-business, e-marketing and e-commerce activities (propositions) deals with adaption stages: Technological innovation trigger >> interest Peak of inflated expectations >> over enthusiasm Trough of disillusionment >> unfashionable disappointments Slope of enlightenment >> practical application benefits Plateau of productivity >> benefits overall accepted Gartner’s Hype Cycle 20  SBM4C E-BUSINESS STRATEGIES Upgrading e-business, e-marketing and e-commerce activities deals with adaption stages: Technological innovation trigger A potential technology breakthrough kicks things off. Early proof-of-concept stories and media interest trigger significant publicity. Often no usable products exist, and commercial viability is unproven. 21  SBM4C E-BUSINESS STRATEGIES Upgrading e-business, e-marketing and e-commerce activities deals with adaption stages: Technological innovation trigger Peak of inflated expectations Early publicity produces a number of success stories — often accompanied by failures. Some companies take action; many do not. 22  SBM4C E-BUSINESS STRATEGIES Upgrading e-business, e-marketing and e-commerce activities deals with adaption stages: Technological innovation trigger Peak of inflated expectations Trough of disillusionment No Interest anymore as experiments and implementations fail to deliver. Producers of the technology shake out or fail. Investments continue only if the surviving providers improve their products to the satisfaction of early adopters. 23  SBM4C E-BUSINESS STRATEGIES Upgrading e-business, e-marketing and e-commerce activities deals with adaption stages: Technological innovation trigger Peak of inflated expectations Trough of disillusionment Slope of enlightenment More instances of how the technology can benefit the enterprise start to crystallize and become more widely understood. Second- and third-generation products appear from technology providers. More enterprises fund pilots; conservative companies remain cautious. 24  SBM4C E-BUSINESS STRATEGIES Upgrading e-business, e-marketing and e-commerce activities deals with adaption stages: Technological innovation trigger Peak of inflated expectations Trough of disillusionment Slope of enlightenment Plateau of productivity Mainstream adoption starts to take off. Criteria for assessing provider viability are more clearly defined. The technology's broad market applicability and relevance are clearly paying off. 25  SBM4C E-BUSINESS STRATEGIES 26  SBM4C E-BUSINESS STRATEGIES 27  SBM4C E-BUSINESS STRATEGIES When to step in??? 28  SBM4C E-BUSINESS STRATEGIES Identifying emerging technology with competitive possibilities also part of e-business strategy ! Technology networking Crowdsourcing Technology hunting Technology mining Technology incubators 29  Digital Business Strategy ? CORPORATE STRATEGY Long term direction,scope and activities of company, which brings advantages by using the right resources within a changing environment so that market(s) needs are met. 1  Digital Business Strategy CORPORATE STRATEGY Where is the business trying to get to in the long-term (strategic direction) Which markets should a business compete in and what kind of activities are involved in such markets? How the business perform better than its competition in those markets? What resources (skills, assets, finance, relationships, technical competence, facilities) are required in order to be able to compete? What external, environmental factors affect the businesses' ability to compete? What are the values and expectations of the stakeholders who have interest in and power over the business 2  Digital Business Strategy DIGITAL BUSINESS STRATEGY ? Approach by which digital opportunities (tools / platforms) can support company activities AND thus Support corporate strategy. 3  Digital Business Strategy ? Corperate strategy Digital-Business Strategy Business Regional Functional unit strategy strategy strategy Digital-Business Strategy Digital-Business Strategy Digital-Business Strategy 4  Digital Business Strategy STRATEGY PROCESS MODEL Logical follow up of ‘activities’ Which ones??? 5  Digital Business Strategy Strategy – easyJet plc 6  Digital Business Strategy 7  Digital Business Strategy 8  Digital Business Strategy High productivity and strong cost culture 9  Digital Business Strategy OVP ?? 10  Digital Business Strategy ESA - easyJet signs up for Iris space-enabled digital skies Digital satellite pilot communication application. Optimize fly routes: -efficient routes saving time and fuel and carbon emission 11  Digital Business Strategy cost leadership Key digital business strategic and operational decisions 12  Digital Business Strategy Digital strategy is not just how to do business online It is very much how to do business differently -improvement processes -additional profitability 13  Digital Business Strategy BASICS BEHIND DIGITAL STRATEGY OUTPERFORMING COMPETITION CREATING DIFFERENTIAL VALUE 14  Digital Business Strategy 15  Digital Business Strategy E-$TRATEGY STRATEGIC ANALYSIS: -EXTERNAL MARKETPLACE FACTORS -INTERNAL RESOURCES macro international aspects micro competition techniques S I organization I C public opinions competition local aspects 16  Digital Business Strategy SWOT SO strategy: WO strategy: Adopt new techniques & Improve techniques for distribution for new (new) services in markets services in (new) markets ST strategy: WT strategy: Adapt new techniques to Adopt techniques to be meet market needs competitive in service & product Where do we stand? what can we do? 17  Digital Business Strategy SWOT TREND SETTER EARLY ADOPTER LATE(R) ADAPTOR STATUE 18  Digital Business Strategy Strategic decisions (digital strategy) 1.Which channel mix ? Priority? 2.Which market & product development strategy? 3.How to position online services best in relation to competition? 4.New business model issues: (paid) value added services 5.Business chain changes? (related to 1) ( sell side) 6.Business chain changes? (related to 3 & 4 (buy side) 7.Internal efficiency opportunities? 8. Organizational set up? 19  Digital Business Strategy 20