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MGMT 59000: Digital Marketing
Strategy
Fall
2012 每Module 2 by Qiang Liu
liu6@purdue.edu,
496-6221, MW 2:50 pm每 4:20 pm, RAWL 2058
411
Krannert Building, office hours: T, Th 2:00 pm每3:00 pm
or by appointment
Course Description
Digital marketing is where marketing meets the internet and other forms
of new media, such as smart phones and even games consoles. It includes online
advertising and participating in social media, but it can also include online
listening and monitoring, and search engine optimization. Through a combination
of lecture, case studies, and course projects, you will develop capabilities in
developing, implementing, and evaluating digital marketing strategies.
Course Objectives
1. Enable you to rethink marketing in the evolving digital age
2. Understand how digital marketing strategies fit with companies＊ overall
marketing strategy
3. Learn to develop, implement, and evaluate digital marketing plan
4. Understand the major tools of digital marketing: online ads, search
engine optimization, paid search ads, organic social media, social media ads,
and others.
5. Explore the future development of digital marketing
Course Materials
Required: case packet and assigned readings (see course schedule).
Optional: Groundswell
by Li and Bernoff (2011), Social Media Marketing: A Strategic Approach by Baker et al. (2012),
and Internet Marketing: Integrating
Online and Offline Strategies by Roberts and Zahay
(2012).
Grade Components:
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Two Quizzes
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20%
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Course Project
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35%
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Document (Team)
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30%
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Presentation (Team)
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5%
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Class Participation (Individual)
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20%
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Case
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25%
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Two Executive Summaries (Team)
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8%
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Two Executive Summaries
(Individual)
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17%
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100%
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Grade Scale
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Top 50%
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A每 to A
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40-50%
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B to B+
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0-10%
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B每
and below
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Team
Students are expected to form a team of 4 people by
Oct 24 to do the team assignment. At the end of the semester, team members will
confidentially evaluate the contribution of their colleagues. Individual grades
for team assignments will be derived from the team grade, the peer evaluation,
and the instructor＊s inputs.
Quiz
The quiz will consist of multiple choice questions and short-answer
questions that may be based on the concepts, theories and cases. As such, it is
essential that you pay attention to the concepts, theories and prepare each
case analysis during the module in order to prepare yourself for the quizzes.
Course Project: Digital
Marketing Consulting Project
Digital marketing consulting project is an
experiential learning component of this course. Each team will find a business
as its digital marketing consulting client. Please do not hesitate to ask if
you need help finding one. Online resources for client search are listed as the
following:
(1) Great Lafayette commerce member list: http://www.glpi.org/directory
(2) Purdue Research Park company list:
http://purdueresearchpark.com/businessprofiles
(3) Purdue Discovery Park center list:
http://www.purdue.edu/discoverypark/main/assets/pdfs/DP_Directory.pdf
Each team needs to submit a document for the client
project at the end of module. The formatting guidelines for the document: Times
New Roman 12, double-spaced, 1§ margins minimum, 15 pages maximum for the main
text. Tables and exhibits can be attached as appendix. The document typically
includes these major components:
(1) Client Brief: Provide an overview of your client＊s business and a brief
discussion of its overall marketing strategies. What product/service does this
business offer? What is the target market? Who are major competitors? What is
the business＊s positioning?
(2) Digital Marketing Situation Analysis: What are targeted consumers＊
digital behaviors and needs? What is your client＊s digital marketing presence?
What are its competitors＊ digital marketing presences? Do you need to re-define
the client＊s S-T-P strategy based on the digital marketing situation analysis?
(3) Goals and Strategies: Propose the strategic goals of your digital marketing
plan; Develop a list of key words that can be used in your digital marketing
efforts; Choose which strategies (A-E-C-C-C) to achieve the goals and develop
specific approaches for the chosen strategies.
(4) Implementation: You provide a tool specific tactics for the implantation
of your digital marketing strategies. What are specific tactics of using search
engine marketing, social media marketing, on-line display advertising, email
marketing and so on. Search engine marketing and social media marketing are
required in this project and a two-page explanation needed if a team chooses
not to include them.
(5) Measurement and Tuning: You select tools to track, measure, and evaluate
your digital marketing activities. What are key performance indicators for your
measurement against your strategic goals? How are you going to tune up your
digital marketing plan based on analysis of your experimental efforts?
Class Participation
Grading class participation is necessarily
subjective. However, I do have criteria for evaluating effective class
participation.
1. At the end of each class period, students are assigned a score of 0, 1,
2, and 3. At the end of the module, the total numerical score calculated by
summing the daily scores will be curved to determine students＊ final
participation grade. Students are encouraged to check their daily participation
scores and help the instructor to trace their participation in a more
accurately way.
2. On time class attendance is mandatory. Lateness to class will adversely
affect your grade. Students who must miss class should advise the instructor of
their absence by e-mail at least one hour before the beginning of the missed
class, except in emergency situations. If a student is excused from class,
she/he will be assigned a score of 1 for the day. Unexcused absences are scored
as a 0 for the day.
3. Attendances with no or little participation are scored as 1 for the day.
Attendances with some meaningful participation are scored as 2 for the day. The
score of 3 is assigned to students who make excellent quality class
participation for the day. It should be noted that not every student will be
able to actively participate daily 每 therefore, some scores of 1 are to be
expected. Class participation is not limited to comments and responses to
questions that the instructor asks. Insightful questions that extend the
discussion meaningfully are strongly encouraged. Questions seeking
clarification are also welcome (Questions on optional reading are not
encouraged in class). Quality is not a function of ※air time§ you take up. The
instructor will evaluate the participation quality on the following dimensions:
a. Timing: Is the comment relevant to the discussion? Is this an appropriate
time to raise this issue?
b. Insight/Understanding: Does the comment add to our understanding of the
situation? Is the comment a constructive challenge or an extension to a
previous comment?
c. Evidence: Can the participant support her/his point with any evidence
(data based, experience based, anecdotal, etc.)?
d. Preparation: Does the comment demonstrate an understanding of the
theories, concepts, case facts, and analytical tools presented in class
lecturers or reading materials?
4. A laptop or tablet computer might be helpful for some class activities.
However, to enable all students to focus on the class discussion without
distraction, you are asked NOT to use your laptops in class for any purposes
other than those immediately relevant to the class discussion, and to turn
off/silence your cell phones. Non-adherence to the policy will adversely affect
your participation grade.
5. In a case discussion, I may cold-call on students to start the
discussion. I will also cold-call on students at other times, so please be
prepared on the material assigned for the day. For cases, please be prepared to
present your analysis and recommendation and discuss the questions provided
under each case in the course schedule.
Case Executive
Summaries
Each team is
expected to select two out of the eight cases in the case packet to write case
executive summaries. In addition, each student is expected to select two out of
the remaining cases to write case executive summaries. Each executive summary
should be no more than two double-spaced pages. Tables and exhibits can be
attached as appendix. A title page and the appendix do not count toward the
two-page limit. Each executive summary must follow these formatting guidelines:
Times New Roman 12, double-spaced, 1§ margins minimum. An executive summary will
typically cover 1) the overarching problem facing managers/key person, 2) your
recommendation, 3) the rationale for your recommendation. A complete analysis
of pros/cons of your recommendation relative to all alternative options is
expected in this part.
Academic Integrity
I urge you to
conduct yourselves honestly and honorably in this course. You are expected to
comply with Purdue University＊s Student Code of Conduct and the University＊s
stated expectations regarding Academic Integrity. With this in mind, I ask that
you come to me if you find yourself in a situation where you are having
difficulty coping with the demands of student life or the teamwork involved in
this course. My goal is to serve you in the best manner that I can 每 please do
not hesitate to contact me if you need help. http://www.purdue.edu/usp/acad_policies/student_code.shtml
http://www.purdue.edu/ODOS/osrr/integrity.htm
Feedback
This course is developed in response to students＊
demand and aims to prepare students for marketing in the evolving digital age.
I welcome and appreciate your feedback and/or suggestions any time in the
course.
Tentative Class Schedule
2nd
Module Fall 2012
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Session 1 (W,
Oct 17)
Introduction
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Reading
1.
Syllabus
2.
Digital Marketing Consulting Project Guideline
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Session 2 (M,
Oct 22)
Marketing in
The Digital Age
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Reading
1.
The Consumer Decision Journey, McKinsey Quarterly,
No3, 2009
2.
Big Pop Seen for Online Ads, WSJ, 6/8/11
3.
The Future of Shopping, HBR, 12/11.
4.
Citi Won't Sleep on Customer Tweets, WSJ,
10/04/2012
5.
Types of Online Advertising:
http://www.webadvantage.net/digital-marketing-services/online-media-buying-planning/types-of-online-advertising
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Session 3 (W,
Oct 24)
Customer
Centricity
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Reading
1.
EMC2: Delivering Customer Centricity,
Case Packet.
2.
The Customer-Centric Organization, Booz Allen
Hamilton, 07/04.
3.
Digital Body Language, ELOQUA research report,
2009.
Case
Discussion Questions
4.
How has EMC executed customer-centricity? What are
critical aspects of EMC＊s customer centricity initiatives?
5.
Has EMC earned a decent return on investment of
customer centricity? Has customer centricity served a sustainable advantage
(for early days, growth stage, 2010, and in the future)? How might customer
centricity differ between EMC＊s traditional B2B environment and its new B2C
environment?
6.
How have EMC＊s recent strategic moves (within the
past ten years) supported its customer-centric approach? How have the made it
harder for the company to practice customer-centricity?
7.
How have the Internet, social media, and Web 2.0
technologies changed the way B2B and B2C customers buy?
8.
How is technology affecting EMC＊s ability to
execute customer-centricity? What are the benefits and risks of digital
interactions with customers? Can high-tech replace high-touch? Why or why
not?
9.
How effective are EMC＊s methods for measuring and
tracking customer satisfaction? What risks do you see in their current
methods?
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Session 4 (M,
Oct 29)
Marketing
Research in the Digital Age
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Reading
1.
Communispace, Case Packet.
2.
Retailers Tweak Sites to Spur Sales, WSJ,
12/23/2011.
3.
Are You Talking to Me, WSJ, 6/18/12
Case
Discussion Question
4.
As a brand manager would you use Communispace＊s service? When would you use it? When
wouldn＊t you use it? What are the advantage and disadvantages of this market
research tool compared with alternative methods?
5.
What is Communispace＊s
competitive advantage? How is the company creating value?
6.
What do you think of Communispace＊s
business model? How is it different from that of traditional market research
companies?
7.
If you were Dane Hessan,
would you launch a WOM product? What impact would this launch have on the
company brand?
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Session 5 (W,
Oct 31)
Search Engine
Marketing
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Reading
1.
To read about Google Analytics, check out the
resources at
http://www.google.com/analytics/discover_analytics.html.
2.
Google Search Engine Optimization Starter Guide:
http://static.googleusercontent.com/external_content/untrusted_dlcp/www.google.com/en/us/webmasters/docs/search-engine-optimization-starter-guide.pdf
3.
Google Readies New Local-Ad Assault, WSJ, 6/4/12.
4.
Read the following materials in the AdWords Learning Center at this URL: http://support.google.com/adwords/?hl=en
Event
5.
Bring a
computer to the class today
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Session 6 (M,
Nov 5)
Integrating
Online and Offline Strategies
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Reading
1.
BBVA Compass: Marketing Resource Allocation, Case
Packet.
Case
Discussion Questions
2.
What is the role of offline and online advertising
for acquiring checking account customers for the bank?
3.
In 2010, the bank allocated $1.22 million or 21%
of the total ad budget to online advertising for acquiring checking account
customers (see Tables B&C), while allocating the rest to offline
marketing efforts for this account. However, only 5% of new checking accounts
came from online channel, while offline branches accounted for 80% of the new
checking accounts (page 3). Is the offline and online media allocation
appropriate?
4.
Why did BBVA sign sponsorship deals with NBA and
ESPN? Do you agree with their decision?
5.
Are there differences in the quality of checking
customers acquired through offline and online channels? How do the customer
lifetime value and acquisition costs differ across these two channels?
6.
What is the role of display and search advertising
in acquiring new checking account customers? Is the 2010 budget allocation
between display and search reasonable?
7.
Why is the bank spending money across various
display ad networks? Which ad networks are working better and would you
change the budget allocation across them?
8.
How would you allocate the bank's 2011 marketing budget
across various media options?
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Session 7 (W,
Nov 7)
The Media
Industry in the Digital Age: Content
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Reading
1.
Demand Media, Case Packet.
2.
YouTube to Double Down on Its 'Channel'
Experiment, WSJ, 07/30/12
Case
Discussion Questions
3.
What revenue sources does Demand Media rely on?
4.
What are the growth prospects for each?
5.
Who are Demand Media's competitors? Collaborators?
6.
Which should management prioritize -- content
quality or that content be found by search engines?
7.
How should the business respond if Web audiences
begin to rely more on social recommendation than search in the future?
Event
8.
Quiz 1
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Session 8 (M,
Nov 12)
Social Medial
Marketing
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Reading
1.
What＊s Your
Company＊s Facebook LPM, Strategy+Business,
12/19/2011.
2.
The Big Doubt Over Facebook, WSJ, 5/1/12
3.
Do Social Deal Sites Really Work? HBS, May, 2012.
4.
Oxford Scholar: Your 1,000 Friends on Facebook Are
A Mirage, Forbes, 7/18/12
5.
Scaling Up Social Media, Strategy+Business, autumn 2012.
6.
Why Ads Are Imitating the Photos in Your
Smartphone, WSJ, 10/1/12
7.
The Race: Build the Instagram
of Video, WSJ, 5/8/12
8.
Twitter Tries Cranking Up the Money Machine, AllthingsD, 08/30/12
Event
9.
Meet The
Instructor about Your Consulting Project Either on Tuesday or Thursday
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Session 9 (W,
Nov 14)
Social Media Monitoring
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Reading
1.
Sephora Direct: Investing in Social Media, Video,
and Mobile, Case Packet.
2.
Seven Guidelines for Achieving ROI from Social
Media, eMarketer, Ramsey, 2010.
Case
Discussion Questions
3.
Assuming she receives the additional funding, how should
Bornstein allocate her budget across the various digital categories? Given
that the additional funding requested must be shifted from Sephora＊s other
marketing spending, where would you propose to cut? Why?
4.
What do you make of Sephora＊s digital and social
media efforts as of the fall of 2010? Was it wise in your opinion to create
Beauty Talk as a separate social platform to Facebook?
5.
As Sephora increasingly dabbles with digital
marketing and social media, which competitors should the company be most worried about?
6.
What metrics do you propose Sephora Direct use to
measure the success of its digital efforts going forward?
7.
What should be the strategic goal of Sephora＊s
digital & social marketing program? How can Bornstein satisfy the CEO＊s
desire to win in the digital space?
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Session 10 (M,
Nov 19)
User Generated
Content (UGC) and Platform
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Reading
1.
PatientsLikeMe: An Online
Community of Patients, Case Packet.
2.
TED talk by Jamie Heywood, CEO of PatientsLikeMe
http://www.youtube.com/watch?v=WQ2PFoHptK8
3.
Pinterest's Rite of Web
Passage〞Huge Traffic, No Revenue, WSJ, 02/16/12
Case
Discussion Questions
4.
Why do patients join PLM? Does the platform work
for any disease?
5.
What are the reactions of physicians to sites like
PLM? Do you agree with them?
6.
Should PLM launch the General Platform? If yes,
how does it ensure that it is as successful in engaging patients as its
current platform? If no, how does PLM grow?
7.
So far, PLM has generated revenues by providing
market research to pharmaceutical companies. Should it expand its business
model to insurance companies and research institutions? Does it have the
potential of becoming the "Bloomberg of medical data"?
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Session 11 (M,
Nov 26)
Mobile
Marketing
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Reading
1.
Bank of America: Mobile Banking, Case Packet.
2.
Citi Discloses Security Flaw in Its iPhone App,
WSJ, 07/27/10
3.
Facebook Seeks to Boost Revenue from Mobile Ads,
WSJ, 6/5/12.
4.
Twitter＊s Mobile Ads Begin to Click, WSJ, 6/28/12.
5.
PayPal, Discover Team Up on Mobile Payments, WSJ,
08/22/12
Case
Discussion Questions
6.
What benefits does mobile banking provide to
consumers? Why have so many consumers not adopted mobile banking yet?
7.
What is the motivation for Bank of America to
offer mobile banking to its customers? What are the associated costs and risks
to the bank?
8.
What lessons can the bank learn from its online
banking operations? What were the costs and benefits of migrating customers
to online banking?
9.
How is mobile technology likely to influence the
banking industry in the future?
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Session 12 (W,
Nov 28)
The Media
Industry in the Digital Age: Pricing
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Reading
1.
The New York Times Paywall,
Case Packet.
2.
The Economics of Two-Sided Markets, Journal of
Economic Perspectives, V23, summer 2009.
Case
Discussion Questions
3.
Is the Paywall working?
4.
How would you evaluate the current Paywall compared with the two prior ones? Do you think it
is appropriately designed compared with the Financial Times or the Wall
Street Journal?
5.
Why are newspapers in trouble? What is the goal of
The Times in creating the Paywall?
6.
Should The Times actively manage its transition
from print to digital?
7.
Does the Paywall seem
like a good strategy for newspapers in general?
Event
8.
Quiz 2
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Session 13 (M,
Dec 3)
Guest Speaker (Tentative)
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Event
1.
Saurabh Goorha, Business Director of Product
Management in Dow Jones & Company, Inc.
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Session 14 (W,
Dec 5)
Student
Presentation
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Event
1.
Client project
document due on Dec 7
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