This digital marketing plan aims to help Bagel Nash grow its digital presence in the UK over the next six months. Research found that Bagel Nash currently has high SEO visibility but a website with a high bounce rate and low social media engagement. The plan proposes three objectives: creating a mobile app to achieve 500 downloads, decreasing the website bounce rate, and increasing social media followers. Tactics include improving the website design, using more engaging social content, and developing a mobile app. The plan segments the target audience as 20-24 year olds and will measure objectives using tools like app downloads, bounce rate, and social media analytics.
1. 1
COURSE: BA (Hons) Marketing
MODULE TITLE: Digital Marketing
TUTOR: Anderson Lima
STUDENT NAME: Ben Cherry (C3332515)
ASSIGNMENT: Component 1: Mobile Application Briefing Paper
WORD COUNT: 1,096
DATE OF SUBMISSION: 12th January 2015
2. 2
Contents Page
1.0 Introduction p2
2.0 Delivering value to customer segment p4
3.0 Procedures to develop the app p5
4.0 Key metrics to measure the effectiveness of the app p7
4.1 Acquisition p7
4.2 Engagement p7
4.3 Outcome p8
5.0 Bibliography p9
6.0 App screenshots p10
6.1 Budget & Piggy Bank Process p10
6.2 Sharing Tips p11
6.3 Deals & Discounts p11
3. 3
1.0 Introduction
The purpose of thisbriefingpaperistointroduce the StudentPiggyBankapp,show how it delivers
value tothe customersegment,analyse the procedureswent throughtodevelopthe appandkey
metricsto measure the effectivenessof the app.
4. 4
2.0 Delivering value to customer segment
A mobile applicationisastandalone software thatrunsontop of a computer’soperatingsystem
(Contentious,2011). StudentPiggyBank(SPB) isa new appaimedat Universitystudentwhoneed
helpwithbudgetingtheremoney.SPB willbe launchedacrossthe UKwiththe maintarget of
makingitan essential appforstudents. UsingAcorn(2014) the marketissegmentedas ‘Financially
stretched- Studentflatsandhallsof residence’.
A Mintel reportin2014 foundthat 54% of full-time universitystudentsare concernedaboutnot
havingenoughmoney.The appgivesaplace for studentstocontrol there money,save upwith
friendsandshare moneysavingtipswithstudentsacrossthe UK.
“Students,are the mostlikelytosaythat theyenjoysearchingfordiscounts.Thisispartlybecause
theywill have the widestrange of devicestobe able tosearch fordealsina varietyof online and
offline channelsbutalso,if theyare students,itisprobablydemandedbytheirfinancial
circumstancesandthe chance of findingaleisure experiencewhichcanbe had at a heftydiscount
on itsnormal price is quite compelling.”(Mintel,2013).
On there smartphones,everyweek43%of studentsvisitthere online bankingand37% make
purchases(ConsumerBarometer,2014).This showsthe moneyconsciousside tostudents,with
more checkingthere online accountsthanmakingpurchases.SPBaddsvalue forstudentsasitgives
thema place to control there moneyaswell asprovide dealsanddiscountsforbusinessesnearby.
81% of studentsuse there smartphonesweeklytovisitsocial networksites(ConsumerBarometer,
2014) thisshowshowimportantcreatingshareable contentisforthiscustomersegment.Forthis
reason,embeddedinthe appisthe abilitytoadd friends(see screenshot6.2.2),communicate with
them,share tips/deals(see screenshot6.2.3) and alsoshare a piggybankwith addedfriends(see
screenshot6.1.5).The social abilityrunsthroughthe core of the app.
5. 5
Figure 1.1
Source:Mintel
Figure 1.2
Source:Mintel
3.0 Procedures to developthe app
In termsof moneymanagement,Universitystudentscanstruggle withthe large outflow of money.
There ishowevernobugetingappscurrentlymade forUK studentsonthe appstore;the
developmentof the apptherefore came frompersonal needsandexperience.
To begin,researchwasconductedonstudentsspendinghabitsthrougha2014 studentlifestyles
Mintel report.Asshowninfigure 1.1 there are a range of differentexpenditureforstudentswiththe
mainexpense beingrentandfood/drink, the restbeingbuiltupfromleisure activitiesandother
personal purchases.
Figure 1.2 shows that the mainreasonsfor studentstogo to universityisto‘studya specificsubject
that theyare interestedin’andtoalso‘geta betterpaid-jobthatrequiresspecificqualifications’.
Studentshoweverhave concernswhilstatuniversitywhichcanhinderthere learning,shownin
figure 1.3 54% of studentssaidthat‘not havingenoughmoney’wasaworryfor them.These findings
prove that a budgettingappwouldreduce studentsconcernswhenstudyingaswell aspositively
changingthe £56 monthlysavings seeninfigure1.1.
6. 6
Figure 1.3
Source:Mintel
Whenit came to makingthe app, the online app-creationtool Appshedwasused.The ideawasto
deliverasolitarybudgetplanner;aplace forthe studentto lookat the in andoutflowsof there
money.However,itwasfeltthatitwasimportantto add value tothe app. Thiswas neededfortwo
reasons;to give potentialcustomersagreateramountof reasonsto downloadthe appandthe
secondto give potential to make moneyfromthe app.
The idea,wasto include adeals& discountspage,a place thatbusinesseswill postoffersspecifically
targettedtostudents(see screenshots6.3).Thisisa benefitforbusinessesasitgivesthema place to
target a large studentaudience italsohelpsthe studentsticktotheirbudget.
In orderto gainmore downloadsitwasimportanttoinclude afriendssection;where studentscan
add friends,share moneysavingtipsandalsosave moneywiththeminajointpiggybank(see figure
6.1.5). There was alsoa sectionaddedforsharingmoneysavingtips,notonlywithaddedfriendsbut
withstudentsacrossthe UK (see figure 6.2.1).
7. 7
Figure 2.0
Source:Singer,2012
4.0 Keymetrics to measure the effectiveness of the app
Regardlessof the platform(s)yourapplivesonorthe toolsyou use to measure it,it'scritical to
measure three keyareas:acquisition,engagement,andoutcomes (Singer,2012).
At one time countingdownloadswasasufficientwaytoevaluate the successof anapp,but that's no
longerthe case.Downloadnumbersdonotnecessarilyreflectthe actual numberof people usingan
app,for example,northe impactanapp mighthave ina market(Albright,2012).
4.1 Acquisition
Acquisitionmetricsshowyouhowpeopleare findingyourappandwhetherthey're continuingto
use it (Singer,2012).Withinacquisition,the numberof downloadswill be measuredfromboththe
AppStore and Google Play.AccordingtoLacalytics(2014) 20% of apps are usedonlyonce after
downloading.Itistherefore necessarytomake sure thatthose whodownloadedthe appremain
engagedwithit.Tomeasure this,the numberof dailylauncheswillbe monitoredthroughGoogle
Analytics(2014).
4.2 Engagement
Engagementmetricshelpyouunderstandhow usersare interactingwithyourappsoyou can add
more of whattheylike andremove whattheydon't(Singer,2012). Here,userswill be monitoredby
howtheymove throughthe app and how theygetfrom the home page to where itistheyare
aimingtoget to. Forexample,if itisfoundthatusershave to go throughlotsof pagesin orderto get
fromA to B, it wouldbe importanttoshortenthe sequence toimprove the userfriendliness.
In termsof engagement,SPBoffersusersthe abilitytoposttipsandshare a piggybankwithfriends.
Consequently,the numberof newpostsandpiggybanksmade will be observedtosee if these are
popularfeatureswithinthe app.
8. 8
4.3 Outcome
The Outcome is abouthowthe app impactsthe bottom line.Itidentifiesthe metricsthatshow the
businessvalue the apphascreated,andamplifiesthe areasthatare showingthe mostvalue (Singer,
2012). SPB carriesa space forbusinessestoadvertise theirstudentdealsmeaningthatitwould be
possible tomeasure the numberof click-trough’sontothe advertisedpagessite.Thiswill be done to
determine whichadvertisementsandoffersare mostpopularwiththe studentmarket.
9. 9
5.0 Bibliography
Acorn (2014). STUDENT FLATSAND HALLS OFRESIDENCE. [online] Available at:
http://acorn.caci.co.uk/data/#t34_p1[Accessed11Dec. 2014].
Albright,P.(2012). How doyou measure the successof an app?Customerengagementiskey.
[online] FierceDeveloper.Available at:http://www.fiercedeveloper.com/story/how-do-you-
measure-success-app-customer-engagement-key/2012-04-09 [Accessed3Dec. 2014].
Consumerbarometer.com,(2014). ConsumerBarometer.[online] Availableat:
https://www.consumerbarometer.com/en/graph-
builder/?question=M7b1&filter=country:united_kingdom%7CC1:16_24[Accessed2 Dec.2014].
Contentious (2011) What’sa mobile app?.[online] Available at:
http://www.contentious.com/2011/03/02/whats-a-mobile-app/[Accessed5Dec.2014].
Google (2014). Google AnalyticsMobile AnalyticsAndReporting –Google Analytics.[online]
Available at:http://www.google.co.uk/analytics/features/mobile-app-analytics.html [Accessed3
Dec. 2014].
Localytics (2014). App RetentionImproves - AppsUsedOnlyOnce Declinesto20%. [online] Available
at: http://info.localytics.com/blog/app-retention-improves[Accessed3Dec. 2014].
Mintel (2013) Leisure Review-UK, [online] p.1. Available at:
http://academic.mintel.com.ezproxy.leedsbeckett.ac.uk/display/638284/ [Accessed 1 Dec. 2014].
Singer,A.(2012). What You ShouldKnow AboutMeasuringYourMobile App.[online] ClickZ.
Available at:http://www.clickz.com/clickz/column/2213378/what-you-should-know-about-
measuring-your-mobile-app[Accessed1Dec.2014].
13. 1
COURSE: BA (Hons) Marketing
MODULE TITLE: Digital Marketing
TUTOR: Anderson Lima
STUDENT NAME: Ben Cherry (C3332515)
ASSIGNMENT: Component 2: Bagel Nash Digital Marketing Plan
WORD COUNT: 3,865
DATE OF SUBMISSION: 12th January 2015
14. 2
Executive Summary
Thisdigital marketingreportwascommisionedtoprovide Bagel Nashwith aseriesof practical
suggestionsastohowtheycan plantheirdigital growthinthe UK forthe nextsix months. The report
isbasedon extensive researchintothe microandmacro environmentsidentifyingkeyissuesand
makingrecommendationsonhowtoresolve them.
ResearchfoundthatBagel Nashcurrentlyhas a website withahighbounce rate,social mediapage
witha lownumberof followersandhighSEOvisibility.The propseddigital marketingaimand
objectivesweredevelopedthroughthoroughanalysisof thisresearch:
Aim:To acquire newcustomerstotheirdigital platforms,retainexistingdigitalcustomersaswell as
raisingawarenessof the product.
Create a mobile application for Bagel Nash and achieve 500 downloads by August ‘15.
Improve the website design and add social network links to the website in order to decrease
the bounce rate from 56% to 45% by August ‘15.
Use more engaging social media content to increase social visibility from 183 to 300 by
August ’15.
The objectiveslistedwill be achievedusinganSTP,OVPand RACEstrategies.The segmentdiscussed
isthe 20-24 year oldmarket,usinga pull strategyandconcentratedtargetingforthe ‘Rising
Prosperity- Socialisingyoungrenters’(Acorn,2014).The objectiveswill be measuredusing tools
relevanttothe purpose.
15. 3
Contents Page
Executive Summary p2
1.0 Introduction p6
1.1 Company Background p6
1.2 Digital Presence p6
1.3 Report Purpose p6
2.0 Summary of Content Analysis p7
2.1 Internal Analysis p7
2.1.1 Search Engine Optimisation p7
2.1.2 Website p7
2.1.3 Social Media p7
2.2 Macro Environment p7
2.3 Micro Environment p8
2.3.1 Customer Analysis p8
2.3.2 Competitor Analysis p8
2.3.2.1 SEO p8
2.3.2.2 Website p8
2.3.2.3 Social Media p9
2.4 TOWS Analysis p9
3.0 Objectives p11
3.1 Digital Marketing Objectives p11
3.2 Chaffey’s 5S Model p12
4.0 Strategy p13
4.1 STP p13
4.1.1 Segmentation p13
4.1.1.1 Customer Persona p13
4.1.2 Targeting p14
4.1.3 Positioning p15
4.1.1.1 Online Value Positioning p15
4.2 RACE Strategy p15
4.3 Ansoff’s Matrix p17
16. 4
5.0 Tactics p18
5.1 Recommendation one: Website Design p18
5.2 Recommendation two: Engagement p18
5.3 Recommendation three: Mobile Application p19
5.4 Digital Marketing Mix p19
5.4.1 Promotion p20
5.4.2 People p20
5.4.3 Process p20
5.4.4 Physical Evidence p20
6.0 Implementation Plan p21
6.1 Gantt Chart p22
6.2 Budget p23
7.0 Control and Measurement p24
7.1 Objective one p24
7.2 Objective two p24
7.3 Objective three p24
8.0 Conclusion p25
9.0 Bibliography p26
Appendix p30
A.1 Macro Environment p30
A.2 Micro Environment p31
A.2.1 Customer Analysis p31
A.2.2 Competitor Analysis p32
A.2.2.1 Subway p32
A.2.2.1.1 SEO p32
A.2.2.1.2 Website & App p32
A.2.2.1.3 Social Media p33
A.2.2.2 Filmore and Union p33
A.2.2.2.1 SEO p33
A.2.2.2.2 Website & App p33
A.2.2.2.3 Social Media p34
17. 5
A.2.3 Internal Analysis p34
A.2.3.1 SEO p34
A.2.3.2 Website & App p34
A.2.3.3 Social Media p35
A.3 SWOT Summary p36
List of Tables
Table 2.1 TOWS Matrix p10
Table 3.1 SMART Objectives p11
Table 3.2 Chaffey’s 5S Model p12
Table 4.1 Customer Persona p14
Table 4.2 RACE Model p16
Table 4.3 Ansoff Matrix p17
Table 5.1 Marketing Mix p20
Table 6.1 Gantt chart p22
Table 6.2 Budget plan p23
Table A.2.1 PESTLE Analysis p30
Table A.2.2 Competitor Digital Comparison p32
Table A.3.1 SWOT Summary p36
List of Figures
Figure A.1.1 Subway Website p37
Figure A.1.2 Filmore and Union Website p37
Figure A.1.3 Filmore and Union Website p38
Figure A.1.4 Bagel Nash Website p38
Figure A.2.1 Bagel Nash Twitter p39
Figure A.2.2 Bagel Nash Twitter p39
Figure A.2.3 F&U Twitter p40
18. 6
1.0 Introduction
1.1 Company Background
Bagel Nashis a Britishchain of bagel fastfoodrestaurantsfoundedin1987 in Leeds,WestYorkshire,
England. The companyrun 14 coffee shop/bagelbars:six inLeeds,one inHuddersfield,Derby,
NottinghamandHull,andtwoin ManchesterandYork. “As a business,we are totallycommittedto
producingonlythe healthiestandfreshestbakeryproducts”(Bagel Nash,2014).
1.2 Digital Presence
Bagel Nashis active onFacebook,TwitterandInstagramthese platformsare usedfordigital
communications.Theyhave acleanandfunctioningwebsiteandalsorankhighlyonrelevant
searchesonsearch engines.The digital presence andactivitiesof Bagel Nashare discussedinfurther
depthinthe appendix sectionA.2.3.
1.3 Report Purpose
Thisreportsaimsto provide Bagel Nashwithpractical andeffective recommendationsonhow to
grow theirdigital presence inthe UK.It aimsto retainexistingcustomersthatinteractwithBagel
Nashonline andraise awarenessof the producttocapture new customersviaresponse tothe digital
suggestionsoffered.
In-depthresearchwillbe providedintothe internalstrengthandweaknessesandalsohighlight
threatsand opportunitiesfoundinthe external environment. The reportwill offerrecommendations
that will be implementedoverasix monthperiod.
19. 7
2.0 Summary ofContext Analysis
The contextanalysiswill collectandreviewinformationbasedon Bagel Nash’sexternalenvironment
and internal processestomake informedstrategicdecisions(Chaffeyetal, 2009). By consideringthe
macro and microenvironments, Bagel Nash canmonitorandeffectivelyrespondthrough
differentiationandcompetitive advantagestosurvive andprosper(ChaffeyandChadwick,2012).
Providedare ananalysisof the highlightedareasinwhichBagel Nashperformwell digitallyin
comparisonwith theircompetitorsSubwaysandFilmore &Union. A summaryof the keyfindingsis
detailedbelow.
2.1 Internal Analysis
The internal analysisfocusesonreviewingthe resources,capabilities,andcompetenciesof Bagel
Nash;withthe goal of identifyingthe company’sstrengthsandweaknesses(Hill andJones,2010).
2.1.1 Search Engine Optimisation
SearchEngine Optimisation(SEO) isthe processof increasingthe numberof visitorstothe website
by achievingahighrankin the searchresultsreturnedbya searchengine (Enge etal,2012). Bagel
Nash’sSEO is highlyrankeduponsearchesforthe companyname andalso highlyplacedinasearch
for “Bagel”.Appendix2.3.1describeshow poorlythe companyrankinsearchesforhealthyfood
optionsinLeeds.
2.1.2 Website
The website isclean,usesgoodimageryandprovidesrelevantinformationtovisitors(see figure
A.1.4).Navigationaroundthe websiteiseasy,leadingtoa gooduserexperience.The weaknesses
include anunformattedmobile/tabletwebsite leadingtodifficultnavigationaroundthe site on
these devices;thismeansthatfora gooduserexperience visitorsmustbe usingadesktoppc/laptop
- a probable factorof the siteshighbounce rate (56%) (SimilarWeb,2014).
Althoughthe majorityof Bagel Nash’sadvertisingrunsthroughthe company’s social network
account onlyBagel Nash’stwitterpage ispromotedon the website.There isnoindicationof the
sitesFacebookandInstagrampages(see appendix A.2.3.2) (see figure A.1.4).Bagel Nashhasno
mobile application.
2.1.3 Social Media
Bagel Nashhas a presence onFacebook,TwitterandInstagramand have a social visibilityof 183
(SearchMetrics,2014). The pagesare updatesregularly,althoughthe large majorityof postsinvolve
promotionratherthanengaging contenttoinvolve followers(see appendixA.2.3.3) apossible factor
inwhy Bagel Nashhave a lowerfollowingin comparisontoitscompetitors(see tableA.2.2).
2.2 Macro Environment
Thissectionisan analysisof Bagel Nash’sMacro Environment.The macroenvironmentinvolves
elementsthatdonothave an immediate impactonthe performance of anorganisation,although
theymay inthe longerterm.Althoughthe elementscaninfluence Bagel Nash,itisnotpossible to
20. 8
control them(Baines,Fill,Page,2011).In orderto summarise the macro environmentaPESTLE
analysishasbeenproduced(see sectionA.1;table A.2.1).
2.3 Micro Environment
ThissectionconsidersBagel Nash’smicroenvironment.The microenvironmentconsistsof the
elementsorforcesthatinfluence Bagel Nashdirectly(Jain,2010). Includedisananalysisof the
customersandcompetitors.
2.3.1 Customer Analysis
It isexpectedthatBagel Nashtargeta wide range of segmentsinthe marketbutfor the purpose of
thisreport,onlyone of these segmentswill be discussed.The segmentthatwill be discussedis
basedon a Keynote (2014) report.The reportstatesthat youngerage groupsare the mainvisitorsof
sandwichshopswithalmosthalf (49%) of 20 to 24 year-oldsmakinganynumberof visitsto
sandwichshopsin2013.
Withinthisage group the customergroupwill be youngprofessionals,recently graduatedfrom
universitywithafull time job.Theseconsumersfitintothe ‘O’(Liberal opinions) sectionof the
MOSAICUK groupsand typesframework(Experian,2009). ACORN’sRisingProsperity- Socialising
youngrenters(GroupD, type 17) analysesthe digital behaviourof thissegment.
Thissegmentistwice aslikelyasaverage toowntabletPCsand smartphones,mostwill alsoowna
laptop.90% of 16-24 year oldsuse theirmobile toaccessthe internet(ONS,2013).Social networking
sitesare usedto establishbusinesscontactsmore thanto follow celebritiesandwhile some might
become a fanof a brand mosttendto use social medialessthanaverage (Acorn,2014). See
Appendix A.2.1forthe full customeranalysis.
2.3.2 Competitor Analysis
Bagel Nashis competingwithalarge range of competitorsinthismarket;for the purpose of this
report,the competitive focuswill be withSubwayandFilmore &Union(F&U).Bothhave been
chosendue to theirhealthyfoodoptionsandbecause of the locationof the branches.The
competitiveanalysiswillfocusonidentifyingthreats,opportunitiesandstrategicuncertaintieswhich
are createdbySubwayand F&U’s moves,strengthsandweaknesses(Aaker&McLoughlin,2010).
2.3.2.1 SEO
Both competitorsrank highlyuponsearchesfortheirrespectivecompany name;the highresultsare
an assortmentof the company’swebsite andrelevantsocial mediapages.F&Urankhighlyduring
searchesfor“healthylunchfood”,anarea inwhichSubwayandBagel Nash have struggledto
achieve ahighrank. ThisgivesF&U a competitive advantagetopersonssearchingforhealthylunch
options.
2.3.2.2 Website
Both competitors’websitesare accessible throughadesktopcomputer,tabletandmobile platform.
Figure A.1.1 andA.1.3 showsthe subway and F&U home pagesrespectively.
21. 9
Subway’swebsiteisuserfriendlyandeasytonavigate;the tabbednavigationmakesinformation
easyto find.Thisimprovesthe userexperience,asseeninthe websitesbounce rate of just26.5%
and average page viewsof 6.81 (SimilarWeb,2014).
Upon enteringF&U’swebsite,the visitorisgreetedwithapopuppersuadingthemtosubscribe in
orderto receive “updatesandexclusiveoffers” (see figure A.1.2).Thisputsanegative impactonthe
userexperience asitlengthensthe time ittakesthe visitortofindthe informationthattheyneed.
Withthe average time spentonthe site beingnine secondsitisclearthat thisimmediatelyputs
visitorsoff entering.
The website itself isclutteredandinformationisspreadoveralarge range of tabs. Withinthe tabs
the contentincludedislargelytextbasedmeaningvisitorshave toreadlarge amountsof textto find
informationneeded.Thishasa badimpact onthe amountof page viewsandbounce rate seenin
table A.2.2.
2.3.2.3 Social Media
As an international brand,Subwaywill carrya higherpresence onsocial media(see table A.2.2).The
table showsa far superiorfollowingonTwitterandFacebookincomparison,howeverSubwaydo
not run an Instagramaccount (see appendix 2.2.1.3).F&U isactive on a range of social media
accounts.These accountsare updatedandmaintainedirregularly,theysee contentpostedweekly
(see appendixA.2.2.2.3).
Both companies’ use theiraccountstoengage theirfollowersandinteractinorder to resolve
possible problems.SomethingthatBagel Nashdoesnotoffer(discussedinsection2.1.3).
2.4 TOWS Matrix
The TOWS matrix (see table 2.1) presentsa mechanismforfacilitatingthe linkagesbetween
companystrengthsandweaknessesandthreatsandopportunitiesof the environment (gatheredin
the SWOT summary(see sectionA.3)) (Proctor,2014) the linkagesmatchedcreate objectivesand
provide direction(Bamford&West,2010).
22. 10
STRENGTHs
1. Bagel Nash rank high on
relevant searches on search
engines.
2. The website is clean, well-
functioning and easy to
navigate.
3. Positive reviews on Trip
Advisor.
4. The social mediasites are used
well to respond to customer
enquiries effectively.
5. Bagel Nashis secondonGoogle
search for “Bagel”.
WEAKNESSES
1. Do not currently have a
mobile application.
2. Low amount of following on
all social networks.
3. The website is not altered for
mobile and tablet use.
4. Visitors spend little average
time on the website.
5. No links on the website
directing customers to the
Facebook and Instagram
accounts.
6. Bagel Nashstruggle toengage
with their followers on social
networks.
7. Highbounce rate (56%).
8. Bagel Nash is not ranked high
when searching for “healthy
lunch food Leeds”.
OPPORTUNITIES
1. On the AppStore the Subway app
has negative reviews and Filmore
and Union have no reviews.
2. The target segment is twice as
likely as average to own tablet
PCs and smartphones, most will
also own a laptop.
3. 16-24 yearoldsare 2x more likely
than average adult to be swayed
by others opinions; they are
influenced by reviews online.
4. The launch of Apple Pay (Early
2015) could change consumers’
perceptions and alleviate their
security concerns.
5. Target segment is likely to have
downloaded free and paid for
apps.
(SO) OBJECTIVES
Implement the use of Apple Pay
in branches upon its UK release
(S3, O3, O4)
(WO) OBJECTIVES
Alter the mobile website to
make it useable on these
devices (W3, W4, W7, O2)
Create prominent links on the
website to all Bagel Nash Social
networking pages (W2, W5, O3)
Create a mobile application for
Bagel Nash (W1, W3, O5)
Improve the company’s SEO
involving searches in healthy
foods (W8, O3)
THREATS
1. On social networks, the
segment might become a fan of a
brand but most tend to use social
media less than average.
2. The increasing speed of social
media means that information
can be communicated
internationally in a matter of
minutes.
3. Both competitors have mobile
applications.
4. Both competitors post content
that aims to engage and interact.
(ST) OBJECTIVES
Continue to respond to
customer enquiries quickly and
create engaging conversation
with followers (S4, T2)
(WT) OBJECTIVES
Create a mobile application for
Bagel Nash (W1, W3, T3)
Include engageable content on
social network accounts (W2,
W6, T1, T3, T4)
Table 2.1: TOWS Analysis
23. 11
3.0 Objectives
3.1 Digital Marketing Objectives
Withthe use of the TOWS matric, digital objectiveshave beencreatedtoaidBagel Nash’sdigital
presence improvement.The objectiveshave beendevelopedusingthe SMARTframework (see table
3.1), thisconsidersexactlywhatistobe achieved,where,whenandwithwhichaudience (Fill,2009).
Alsoshownishowthe performance will be measuredusingkeyperformance indicators(KPI);this
helpsorganisations tounderstandhowwell theyare performinginrelationtotheirobjectives(Marr,
2014).
Objective Specific Measurable Achievable Realistic Timed TOWS KPI
1. Create a
mobile
application
for Bagel
Nash and
achieve 500
downloads
by August
‘15.
Create a
mobile
application.
Achieve 500
downloads.
Very
achievable.
Competitors’
apps show its
success.
Many
companies’
available to
produce an
app.
August
2015
W1, W3,
O5
Number
of app
download
s
2. Improve the
website
design and
add social
network
links to the
website and
in order to
decrease the
bounce rate
from 56% to
45% by
August ‘15.
Improve
website
formatting
and add
social
network
links.
Decrease
bounce rate
to 45%.
Easy to attain
a website
developer to
update certain
aspects of the
site.
Many
companies’
available to
improve the
website
design.
August
2015
W3, W4,
W7, O2
Bounce
Rate
3. Use more
engaging
social media
content to
increase
social
visibility
from 183 to
300 by
August ’15.
Introduce
more
engaging
social
media
updates.
Increase
social
visibilityto
300.
Measuredby
the number
of ‘likes’
‘comments’
and
‘retweets’
Time is
available to
add engaging
content.
Bagel Nash
already
updates
their social
media.
August
2015
W2, W6,
T1, T3, T4
Social
visibility
score.
Table 3.1: SMART Objectives
24. 12
3.2 Chaffey’s 5S Model
Chaffey(2010) suggestedthatfordigital marketingobjectivestobe good,theymustcovera range of
differentmeasureswhichare usedtohelpset,review andcontrol performance.Table 3.2showsthe
5S’s; sell,speak,serve,save &sizzle andhow the digital objectivessetfitthese elementsandare
therefore effective.
5 S Element Objective Explanation
Sell 1 & 2
The mobile application (objective one) will impact
customers’ interaction with their loyalty card,
increasing purchases. Make the website design more
appealing (objective two) will make company
information easier to find.
Speak 3
Engaging customers on social media (objective three)
will promote positive communications and
relationships between Bagel Nash and the consumers.
Serve 1, 2 & 3
Make the website available on other devices and
creating an app will make company information easier
to find. All objectives serve the customers by adding
value and providing extra benefits.
Save 3
The social media communication is a free platform to
use, meaning the only cost included is labour.
Sizzle 1, 2 & 3
All objectives will extend the brand presence on digital
platforms. Updates to the website and the creation of
the app will reinforce and make the presence
effective.
Table 3.2: Chaffey’s 5S Model
25. 13
4.0 Strategy
For the three givenobjectivestobe successfullymetBagel Nashwill employapull strategy;thisis
suggesteddue tothe nature of the recommendationsprovided.The pull strategyfocusesits
promotional effortsonendconsumers(ensuringthatthere isvaluable,qualitycontentonWebsites
and social media) (Lamb,HairandMcDaniel,n.d.).
4.1STP
In relationtodigital marketing,STP canhelpdevelopmore relevantdigital communications
by applyingmarketingpersonas by alternative tactical customersegmentationapproaches(Smart
Insights,2013). The processconsists of three activities;segmentation,targetingandpositioning.
4.1.1 Segmentation
Segmentationinvolvesgroupingconsumerswithsimilarwants,needsandresponses(Lilien,
RangaswamyandDe Bruyn,2013) segmentationisnecessarybecauseasingle digital service is
unlikelytomeetthe needsof all customersinthe market(Fill,2009). It can be assumedthatBagel
Nashis targetinga wide range of segments,howeverforthe purpose of thisreport,onlyone will be
concentratedon.
As showninthe customerprofile in appendix A.2.1,the concentratedsegmentwill be graduatesand
youngprofessionalsaged20-24. The assumptionthatthisisa keysegmentisbasedona Keynote
(2014) reportthat foundthat youngerage groupsare the mainvisitorsof sandwichshopswith
almosthalf (49%) of 20 to 24 year-oldsmakinganynumberof visitstosandwichshopsin2013. This
segmentwill be associatedwith ACORN’sRisingProsperity- Socialisingyoungrenters(GroupD,type
17) (Acorn,2014).
In termsof the segmentsdigitalbehaviourtheyare twice aslikely asaverage toowntabletPC’sand
smartphones,mostwill alsoownalaptop (ONS,2013). Theywill share content,readblogs,andvisit
online datingsites. Itisextremelyunlikelyanyof these youngpeople will nothave gone online inthe
past week(Acorn,2014).
4.1.1.1 Customerpersona
A customerpersonaisessentiallyarepresentative of atype of buyerthat hasbeenidentifiedas
havinga specificinterestinBagel Nashoritsproducts (Scott,2010). Below,table 4.1showsa buyer
personafromthe detailedsegment.
26. 14
John- Young Professional
Background:
Graduate
Working full-time
Single
Demographics:
Male and Female
20-24 years old
Above £15,000 per annum
Flat sharing
Identifiers:
Social/ outgoing
Urban cool
Technology savvy
Frequent internet user
Disposable income
Goals:
Job progression
Dating
Challenges:
Managing full time employment and
personal needs
Eating healthy
Time restricted
How we help:
Provide healthy lunch time food options
quickly
Real quotes:
“I struggle to give myself a healthy
balanced diet due to my busy
lifestyle”
Common objections:
Likelytolookat reviewsormenus
online beforetheychoose whereto
eat out.
Swayedbyothersopinions.
Highlylikelytouse theirphone to
access the internet.
Average user of social media
4.1.2 Targeting
Valenzuela(2014) writesthatthere are fouroptionsafterdecidingwhichmarkettotarget.The four
strategiesare undifferentiated,differentiated,niche and micro-marketing.
Bagel Nashwill adoptthe niche (concentrated)targetingstrategytodeliverasetof communications
and marketingmix variablestomeettheirneeds. Niche targetingtargetsonlyone segment;inBagel
Nash’scase 20-24 youngprofessionals (see section4.1.1).Focusingonone segmentwill warrantthe
use of the limitedresourcesavailableasthe resourceswill be usedmore effectivelytoattract the
givensegment.
Table 4.1: Customer Persona
27. 15
4.1.3 Positioning
Positioningisthe processthatfirstoccurs inthe mindsof consumers,butitisa marketer’sinterest
to try to influencethe wayconsumerspositionthe organisation(Strydom, 2004).
The positioningstrategywill focusmainlyonestablishingthemfurtherasa healthyandfreshlunch
time option.Toensure Bagel Nashappealstothe talkedabouttarget,theywill focusonbeingan
‘urban’and ‘trendy’place toeat.It isalsoimportantfor the consumerstofeel connectedtothe
brand.Bagel Nashcan be positionedinthismannerthroughdevelopinganonline value proposition
(Chaffey&Chadwick,2012).
4.1.3.1 Online value proposition (OVP)
A value propositionisastatementof the variousbenefitsofferedbyabrandwhichcreate value for
the consumer(Close etal.,2012) The OVPwill defineBagel Nash’sonlineexperience; andhelpto
attach visitorsonto the site/appbydistinguishingfromcompetitors.
Objective 2(Improvingthe websitedesign) will create abenefitovercompetitorsasitwill lowerthe
bounce rate and match competitor’sstrengths.The chosensegmentare twice aslikelytoown
tabletsandsmartphones(ONS,2013) therefore the value of makingthe site visible onthese devises
isvital.
As thissegmentismore likelytobe persuadedbyothersopinions(KantarMedia,2013) onthe social
mediapages(objective 3) Bagel Nashshouldretweetpositivecommentsfromcustomers;thiswould
match F&U’s technique (seeappendixA.2.2.2.3). Seeingpositive remarksaboutBagel Nashon
person’ssocial mediacouldattractnewcustomers. Ontopof thiscontentpostedwill engagethe
audience inordertoconnectand builda relationshipwithcustomers helpingcustomerretention.
The app (objective 1) will provide visitorswitheasyaccesstoBagel Nash’smenu,offersandloyalty
card. This adds value tothe customeras it providesconvenience.
4.2RACE Strategy
The RACE model providesaccesstothe keystrategies,whichwill allow Bagel Nashtoestablishhow
to positionthemselvesandmanage theirmarketingactivitiesinamore structuredway. RACE
consistsof fourstepsor online marketingactivitiesdesignedtohelpbrandsengage theircustomers
throughoutthe customerlifecycle (Chaffey,2013).A RACE model funnelspecifictoBagel Nashhas
beencreatedtoshowhowthe proposedplanwill acquire andretainexistingdigital customer (see
table 4.2).
28. 16
REACH
Reach means building awareness of the brand, its products/services on other websites
and in offline media in order to build traffic by driving visits to different web presences
like the main site or social media sites (Chaffey, 2013). Bagel Nash currently amasses a
respectable number of visits per month to the website (see table A.2.2). The objectives
provided will look to build awareness through the use of the company’s social media
accounts.
ACT
This is the stage where Bagel Nash will interact with its audience and encourage
visitors to take action on the website (Chaffey, 2013). The content on the
website needs to be relevant, useful and problem solving. Getting customers to
act by looking at menus and other company information will lower the sites
bounce rate. In relevance to the objectives it involves getting the audience to
join the loyalty scheme and download the mobile application as well as interact
with the company on social media.
CONVERT
Due to the fact that Bagel Nash offer no online products, the
conversion point will be measured by the bounce rate, social
visibility and the number of app downloads/app usage.
ENGAGE
The engage stage is where customer relationships are
built overtime through multiple interactions (Chaffey,
2013). Social interactions will boost the customer
lifetime value and can be measured through the amount
of audience sharing i.e. retweets and favourites on
Twitter. This will be aided by the more engaging social
content.
Table 4.2: RACE Model
29. 17
4.3 Ansoff Matrix
The Ansoff matrix describesthe fourpossiblecombinationsof productsandmarkets.There willbe
differentmarketingresponsestoeachpermutationof the market(Mcdonald,2008).
The set of three objectivesprovidedcoveramarketcurrentlytargetedbyBagel Nashtherefore risk
here islow.The purpose of thisreportis to acquire new andretainexistingcustomers;objectivetwo
and three consequentlyfocusonmarketpenetrationand marketdevelopment.AsBagel Nashdo
not currentlyhave amobile application objectiveone has therefore beenplacedinthe ‘new
products’section,aproduct aimedtoimprove the consumersexperience (seetable 4.3).
Existing Products New products
MARKET PENETRATION
Objective Two: Add social network links to
the website and improve the website
design in order to decrease the bounce
rate from 56% to 45% by August ’15.
Objective Three: Use more engaging social
media content to increase social visibility
from 183 to 300 by August ’15.
PRODUCT PENETRATION
Objective One: Create a mobile application
for Bagel Nash and achieve 500 downloads
by August ’15.
MARKET DEVELOPMENT DIVERSIFICATION
NewMarketsExistingMarkets
Table 4.3: Ansoff Matrix
30. 18
5.0 Tactics
5.1 Recommendation one- Website Design
In orderto achieve objective twoitisimportantforBagel Nashto improve theirwebsitedesign,this
will encourage visitorstostayand decrease the company’sbounce rate. The more relevantthe site,
the landingpage,andoffer,the more likelythe visitoristomove forwardratherthanbackward (Lee
and Seda,2009). Inorder to keepBagel Nashwebsitevisitorsclickingthroughthe website itis
recommendedthatthey:
Have a clear call to action on the landing page- one of the biggestcausesof a highbounce rate is
visitorconfusion(Mashable,2013).Bagel Nash consequently needstomake areasof visitorinterest
easyto find.Thisinvolvesrenamingthe tabbedpagesonthe headerof the siteshomepage-some of
the current namesdonot depictwhatiswithineachtab.For example the “Love Bagels”tabstores
the companymenu;howeverthisisunclearandaddsto visitorconfusion (see figureA.1.4).The
target segmentislikely tovisitthe website inordertobrowse the menu(Mintel,2013) therefore
thiscall to action shouldbe presentandclearlyvisible.
Formatthemobile and tablet websites- Mobile usersdonotlike tobe forcedto view a watered
downversionof a website andwill generallyleave or"bounce"fromawebsite thatisnotformatted
for mobile devices(LaDieu,2014).It istherefore highlyrecommendedthatmobile andtablet
websitesare reformattedtoaddto the userexperienceanddetervisitorsfromimmediately exiting
the website (increasingthe bounce rate).Thisrecommendationisreinforcedbyconsumer
barometers(2014) findingsthatthe discussedsegmentismore likelytobrowse the internetona
smartphone ortabletincomparisontoa computer. Thishasbeeninfluencedbythe improvementof
4G technology,makingiteasierforthe publictostay connectedtothe internet(Mintel,2013)
Integratesocialmedia on to the website- Due to Bagel Nashusinguse theirsocial mediaasa
promotional tool itisimportanttotransferwebsite visitorstotheirsocial pages.Woodrow (2012)
foundthat social mediabuttonsshouldbe displayedonthe top,bottomor alongthe side of your
home page. Bagel Nashcurrentlyonly presents alinktothe Twitterpage and don’tofferlinksto
FacebookandInstagram.It isadvisedthatthisis resolvedinorderto helpachieve objective 3.
Promotetheapp- Whenthe newmobile applicationisdevelopedandmade availableitis
recommendedthatabannerisplacedon the companywebsite detailingarewardfordownloaders.
Thiswill helptoachieve objectiveone.
5.2 Recommendation two- Engagement
While creatingqualitycontentisamust, itis importanttoengage youraudience (Forbes,2014).The
followingalterationswill be made onsocial mediatoaccomplishobjectivetwo:
Retweet customerspositivefeedback- AsdemonstratedbyF&U’stwitteraccount(see figure A.2.3)
theycommonlyretweetpositive reviewsandcommentsaboutthe customersexperiencewiththe
company.Retweetscan be exploitedasaformof wordof mouth(Jansenetal,2009). Retweetingis
useful because itshowsthatBagel Nashcare about whatits consumersthinkandwrite aboutit
(Garzone andIlie,n.d.).16-24 yearoldsare twice as likelythananaverage adulttobe swayedby
31. 19
othersopinions (KantarMedia,2013), thisisimportantas thistechnique wouldbe effective for
targetingthe segment.
Changethecontentuploaded- If Bagel Nash isgoingtocontinue touse theirsocial mediatosell,
theywill struggle togainfollowers(Smith,2011).It isimportantthat Bagel Nashtry to engage with
followersthroughmore conversational means;i.e.talkingtocustomersandpostingcontentwhich
isn’tdirectlypromotingthe product,howeverpromote the companyitself asa likeable brand.
Simplyaskingaquestionbeforeending the tweetcouldleadtohigherchance of engagement(Chan,
2014). BusinessInsider(2013) foundthatthe besttime forbrands to tweetisbetween1and3pm,
Monday to Thursday,itisrecommendedthatBagel Nashupdate theirsocial mediawithinthis
bracket. The accounts shouldhoweverbe regularlymonitoredtoquicklyansweranycustomer
queries.
Twitter competition- To entwine objectivesone andthree itisrecommendedthatacompetitionis
offeredtothe public.Lee (2012) suggeststhatTwittercompetitionsare more effective atbuilding
engagementthananyotheronline (paid) investments. Forexample, aTwittercampaignurging
customerstotweeta hashtagsuch as #BagelNashgiveawayandalsosignuptothe new loyalty
scheme (bydownloadingthe newapp) whichwillputcontestantsinwithachance of winninga
prize.
5.3 Recommendation three- Mobile application
In relationtoobjective three,anewfree mobile applicationwillbe offeredtothe targetmarketto
provide anewmethodforcustomersto interactandaccess informationaboutBagel Nash.Itisalso
advisedthatthe loyaltyscheme isbuiltintothe app, similartothe subwayandF&U apps.ONS
(2013) foundthat the targetmarketis likelytodownloadapplicationsfortheirsmartphones.
The loyaltyscheme will be builtintothe apptofurtherimprove the userexperience.Havingthe
loyaltycardon a mobile applicationmakesit easiertocarryaround,and it makesitaccessible for
the consumerto see howmanypointsor rewardstheyhave gained.Thisprovesacompellingreason
for consumerstoreturnto theirfavourite merchants(andthe app) repeatedlyinordertoamass
points(Allums,2014).
5.4 Digital marketing mix
Thissectiondescribeshowthe marketingmix isappliedtoBagel Nash’sdigital marketingstrategies.
The 7Ps help companiestoreviewanddefinekeyissuesthataffectthe marketingof itsproductsand
servicesandisoftennowreferredtoasthe 7Ps frameworkforthe digital marketingmix.Today,it’s
recommendedthatthe full 7Psof the marketingmix are consideredwhenreviewingcompetitive
strategies(SmartInsights,2013).Table 5.1 showsthe impactthat usingthese tacticswill have onthe
marketingmix.
Due to the nature of thisreportand the recommendationsprovided,notall ‘P’s’are relevantto
whathas beenproposed.Asseenintable 5.1promotion,processandphysical evidence are key
digital mix areasforfocusingononline.
32. 20
Elementsof Marketing
Mix
Recommendation 1 Recommendation 2 Recommendation 3
Product
Promotion
Price
Place
People
Process
Physical Evidence
5.4.1 Promotion
The website,appandsocial mediapageswill be usedascommunicationtoolstoinformcustomers
aboutcompanyinformation,PR andspecial offers.Theseare effectivemethodsasONS(2013) found
that 88%of 18-24 year oldsuse the internetdaily.
5.4.2 People
The social mediaaccountswill aimto respondtocustomerqueriesfastandeffectively(see section
5.2). Althoughhardto achieve online,thiswill provide apersonalisedcontactwiththe customer.
5.4.3 Process
Overall,all recommendationswill improve the customersprocess.Onthe website,informationwill
be easiertofind;furthermore the customerswill be able toaccessinformationeasilyontheir
smartphonesandtablets(see section5.1) improvingthe userexperience onthe website.The social
mediapageswill be updatedwithrelevantinformationandalsoansweranyqueriescustomershave
makingiteasiertointeract.Finally,the applicationwill givecustomersaplatformtoreview their
loyaltycardand explore offersandcompanyinformation.
5.4.4 Physical Evidence
All three platformsare perceptibleareasof Bagel Nash.Associationswilltherefore be made by
customersbetweenthe appandwebsitetowardthe brandas a whole.Consequently,creating
betternavigationandmobile accesstothe websiteandappwill underpin the professional lookof
the company.Social mediaupdateswill reinforce thisandcontentpostedwill registerthe brandas
‘urban’and ‘trendy’.
Table 5.1: Marketing Mix
33. 21
6.0 ImplementationPlan
6.1 Gantt Chart
Table 6.1 isa Gantt chart whichshowsthe dimensionsof the projectoveraperioda six month
period,theyshowhowthe projectwill be phasedoverthisperiod(CIM,2004).
6.2 Budget
Bagel Nashhave expressedthattheyhave abudgetof £30,000 forthis six monthproject.Table 6.2
showsthe predictedcostsof implementingeachobjective.
35. 23
Total Budget
£30,000
Month
February March April May June July
Digital Tools and Activity
Bagel Nash App
AppDevelopment £2,500 £2,500 0 0 0 0 £5,000
AppMaintenance 0 0 £500 £500 £500 £500 £2,000
Bagel Nash Website
Mobile & tablet
formatting
£4,000 0 0 0 0 0 £4,000
Website
Development
0 £3,000 0 0 0 0 £3,000
Website
Maintenance
0 0 £500 £500 £500 £500 £2,000
Social Media
Social Media
manager
£2,000 £2,000 £2,000 £2,000 £2,000 £2,000 £10,000
Competition 0 £500 0 0 0 0 £500
Total Costs Per
Month
£8,500 £8,000 £3,000 £3,000 £3,000 £3,000 £28,500
Total Cost: £28,500
Table 6.2: Budget Plan
36. 24
7.0 Control and measurement
This section reviews how Bagel Nash will review the success and effectiveness of the digital
marketing plan and determine whether the objective goals have been achieved. The
objectives will be measured using their KPI’s shown in table 3.1 (see section 3.1).
7.1 Objective one
Create a mobile application for Bagel Nash and achieve 500 downloads by August ‘15.
Downloadnumbersdonotnecessarilyreflectthe actual numberof people usinganapp,for
example,northe impactanapp mighthave ina market(Albright,2012). The numberof downloads
will be measuredfromboththe AppStore andGoogle Play.AccordingtoLacalytics(2014) 20% of
apps are usedonlyonce afterdownloading.Itisthereforenecessarytomake sure that those who
downloadedthe appremainengagedwithit. Tomeasure this,the numberof dailylauncheswill be
monitoredthroughGoogle Analytics(2014).
7.2 Objective two
Improve the website design and add social network links to the website and in order to
decrease the bounce rate from 56% to 45% by August ‘15.
To measure objective two, Bagel Nash will use Google Analytics and Alexa to review the
sites bounce rates and the improved effectiveness of the sites landing pages. This will be
reviewed upon the original bounce rate of 56% with the aim of achieving one of 45% will the
aid of the suggestion offered in section 5.1.
7.3 Objective three
Usemore engaging socialmedia contentto increase socialvisibility from183 to 300 by August ’15.
Objective three will ultimatelybe measuredusingSearchMetricstoreview theirsocial visibilityin
comparisontothe earlierfigure.Othermeasurementforthe engagementwillinvolvethe use of
toolssuchas FacebookInsightandTwitterAnalyticstomeasure the amountof shares,comments,
retweetsandmentions.Tomonitor the successof the Twittercompetition(see section5.2) Keyhole
will be used.
37. 25
8.0 Conclusion
The above digital marketingplanhasprovided Bagel Nash withaseriesof digitalmarketing
objectivesinordertoacquire newcustomerswhile retaining existingcustomersthroughonline
platforms.
38. 26
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PESTLE Factor Overview Impact and Importance
Factor How the factor could potentially effect Bagel Nash Time Frame Opportunity or Threat Potential Impact Importance
Social Only 27% of smartphone owners used this device to shop online in the
last three months, as consumers continue to be wary about submitting
payments details on mobile devices (Mintel, 2014).
Medium Threat Low Medium
Social Food brands are most commonly mentioned on Twitter, which accounts
for three quarters of all mentions online (Mintel, 2012).
Long Opportunity High Medium
Social Growth in e and m commerce has led to an expected growth of 82% in
total UK online retail sales between 2014-2019 (Mintel, 2014)
Long Opportunity Low Medium
Social As the age profile in Facebook grows, younger users are finding it less
socially acceptable and are moving towards What’s App (Smart Insights,
2014).
Long Threat Increasing High
Social Consumers are now just as likely to have access to a tablet computer as
they are a desktop PC, with household ownership reaching 54% and 55%
respectively as of October 2014 (Mintel, 2014).
Long Opportunity Medium Low
Technological The increasing speed of social media means that information can be
communicated internationally in a matter of minutes (Marketing
Magazine, 2013).
Medium Threat Medium High
Technological The launch of Apple Pay (Early 2015) could change consumers’
perceptions and alleviate their security concerns (Mintel, 2014).
Long Opportunity Increasing Medium
Technological Consumers’ behaviour has seen an increased use of tablet and mobile
browsing along with improved 4G technologies. These improvements
mean that customer’ behaviour media consumption is shifting to the
use of mobile technologies (Mintel, 2013).
- Opportunity Medium Medium
Legal The Data Protection Act requires you to process personal data fairly and
lawfully (ICO, 2014)
Long Threat High High
Appendix
A.1 Macro Environment
Table A.2.1: PESTLE Analysis
43. 31
A.2 Micro Environment
A.2.1 Customer Analysis
It can be expectedthatBagel Nashtargeta wide range of segmentsinthe marketbutforthe
purpose of thisreport,onlyone of these segmentswill be discussed. The segmentthatwill be
discussedisbasedon a Keynote (2014) report.The report statesthat youngerage groupsare the
mainvisitorsof sandwichshopswithalmosthalf (49%) of 20 to 24 year-oldsmakinganynumberof
visitstosandwichshopsin2013.
Youngerage groupsare likelytobuysandwichesfromthese premisesonbreaksfromwork
(Keynote,2014). Assuch, Bagel Nash’sservice isbuiltfor‘onthe go’consumers,inthiscase,lunch
breaksfromwork. These consumersfitintothe ‘O’(Liberal opinions) section of the MOSAICUK
groupsand typesframework(Experian,2009). Thissegmentwill geographicallybe locatedinthe
seventownsandcitiesinwhichBagel Nashoperates;howeverthe higheramountwill come from
Leedsdue to the largeramountof branches.
Withingenderdifferencesof visitingsandwichshops,there islittletoseparate the two.However,of
the menwho didvisitsandwichshops,thesewere more likelytovisitmore frequently. Intermsof
social grade,those ingradesB and C1 were the mostlikelytohave visitedsandwichshopsin2013
(37.6%),followedbythose insocial grade A. Consumersinthe highersocial gradeshave more
available financesandsoare more able topurchase lunchesfromsandwichshops,whereasthose in
the lowersocial gradesare more likelytosave moneybytakingthe likesof apackedlunchto work
(Keynote,2014). Furthermarketresearchfoundthatthissegmenta higherpercentage preferredto
take away theirfoodfromthe sandwichbar (24.5%) than eatingin(15.1%) (Keynote,2014). This
information againemphasesthe consumersneedforfast processing.
ACORN’sRisingProsperity- Socialisingyoungrenters(GroupD,type 17) analysesthe digital
behaviourof thissegment.Thissegmentistwice aslikelyasaverage toowntabletPCsand
smartphones,mostwill alsoownalaptop. 90% of 16-24 yearoldsuse theirmobile toaccessthe
internet(ONS,2013). Theyare more likelyto have downloadedfree andpaidforappsto their
phone,whichtheymightuse toaccessfinancial information,lifestyle andentertainment.
Theyare more likelythanaverage touse theirphone tolocate shopsandrestaurants,accesscontent
witha QR scanner,use GPS, downloadmusic,andwatchvideo.Theirsociabilityextendstothe
internet.Theywillshare content,readblogs,andvisitonline datingsites. Itisextremelyunlikelyany
of these youngpeoplewillnothave gone onlineinthe pastweek(Acorn, 2014).
Social networkingsitesare usedtoestablishbusinesscontactsmore thanto follow celebritiesand
while some mightbecome afanof a brand mosttendto use social medialessthanaverage.Instead,
these people will be outwiththeirfriends,havingameal,goingtothe cinemaor a club,generally
livingayoungsocial lifestyle (Acorn,2014).
Thissegmentislikelytolookatreviewsormenusonlinebefore theychoose where toeatout
(Mintel,2013). 16-24 year oldsare 2x more likelythanaverage adulttobe swayedbyothers
opinions;theyare influencedbyreviewsonline (KantarMedia,2013).
44. 32
A.2.2 Competitor analysis
The sandwichand coffee marketis facedwithfragmentationandongoingcompetition among
brandsand emergingcompetitors. The UK markethas developedastrongmarketfor coffee culture
as well asa demandfor sandwiches,lunchand breakfastitemsonthe go(KeyNote,2014).
Therefore itisclearthat the competitionwithinthismarketisfierce meaningthere are many
competitorsforBagel Nash.Forthe purpose of thisreport,the competitive focuswill be with
SubwayandFilmore &Union.
Subwayhasbeen chosendue toboth presentingthemselvesasahealthylunchtime option withthe
productsthat theyofferandalsothe ‘eatfresh’slogan.Filmore&Unionhave beenchosen due to
theirhealthyfoods;shownintheirslogan‘eatclean:eatpure’ andbecause of theirlocal branchesin
the Leedsarea,the same as Bagel Nash.
A.2.2.1 Subway
A.2.2.1.1 Search Engine Optimisation
Subwayisrankedtop onGoogle whensearchingfor“Subway”,alsopresentonthe firstpage are the
company’sFacebookandTwitteraccounts.Itranks thirdwhensearching“eatfresh”the company’s
slogan. The highesttrafficcomesfromsearchesincluding“subway”“subwaymenu”and“subway
jobs”. Subway’sSEOvisibilitycurrentlystandsat4,531 fallingfrom4,965 a monthprevious(Social
Metrics,2014).
A.2.2.1.2 Website &App
Subway’swebsiteisaccessible throughadesktopcomputer,tabletandmobile platform.Inorderto
create easierusabilitythe mobileandtabletplatformshave beenadaptedtoimprove the user
experience. Figure A.1.1showsthe subwayhome page andmobile homepage.
The website isuserfriendlyandeasytonavigate;the tabbednavigationmakesinformationeasyto
find.The website itselfisverysimplistic,itisn’tclutteredanditonlypresentsinformationthatisa
neededbythe visitor;thisincludesmenus,offers,store locatorandstore information. Thisimproves
the userexperience,asseeninthe websitesbounce rate of just26.5% and average page viewsof
6.81 (SimilarWeb,2014).
Website
visits
Page
views
Time on
site
Bounce
Rate %
Twitter
Followers
Facebook
Likes
Instagram
Followers
App
Bagel Nash 8k 1.72 00:00:32 56.41% 1.7k 1k 115 No
Subway 360k 6.81 00:03:18 26.48% 13.7k 447.5k - Yes
Filmore and
Union
3k 1.22 00:00:09 81.25% 2.8k 2.4k 908 Yes
Table A.2.2: Competitor Digital Comparison
45. 33
Subwayalsohas a downloadableapp formobile andtablet;the apploadsthe customersloyaltycard
and monitorstheircurrentloyaltypointsbalance.Reviewsonthe AppStore suggestthatan update
isnecessaryforuse on newersmartphone devices.
A.2.2.1.3 Social Media
As an international brand,itisexpectedthatSubwaywill carrya higherpresence onsocial media
(see table A.2.2).The table showsafar superiorfollowingonTwitterandFacebookincomparison,
howeverSubwaydonotrun an Instagramaccount. Social visibilityis 18,514,132 (SearchMetrics,
2014).
Subwayupdatestheirsocial mediaaccounts,onthe majority,daily.Howeverthere are certaintimes
where the page will notbe updatedfora longerlengthof time.Onthese pagesSubway isupdated
withnews,photosandpromotions.Some of these postsinvariablycarrycelebrityendorsement. The
accounts offersome poststhatinteractandengage withitsfollowers;however the majorityof
responsestocustomercomplaints are automated,detailingthe customertocontact themvia
telephoneorapplicationform.Thisshows theirsocial mediasupporttobe indolentandunhelpful.
A.2.2.2 Filmore and Union
A.2.2.2.1 Search Engine Optimisation
Filmore andUnionisrankedtop whensearchingfor“Filmore andunion”andalsowhensearching
“Filmore”.Uponfurthersearches,theyoperate poorlyonlocationsearcheswith afifthpage ranking
on a search for“VictoriaquarterLeeds”. Howeverwhensearching“healthylunchfoodleeds” F&Uis
locatedonthe firstpage,onthe top of the Google Maps list. F&U’ssocial visibilityiscurrently8
(Social Metrics,2014) whichis expectedly inferiortoSubway.
A.2.2.2.2 Website &App
Filmore andUnion’swebsiteiscompatible ondesktop,tabletandmobile.AswithSubway,the tablet
and mobile platformshave beenadaptedtomake usabilityeasier(see figure A.1.3).Uponentering
the website,the visitorisgreetedwithapopuppersuadingthemtosubscribe inordertoreceive
“updatesandexclusive offers”.Thisputsa negative impactonthe userexperience asitlengthens
the time ittakesthe visitortofindthe informationthattheyneed. Withthe average time spenton
the site beingnine secondsitisclearthatthisimmediatelyputsvisitorsoff entering.
The website itself isclutteredandinformationisspreadoveralargerrange of tabs. Withinthe tabs
the contentincludedislargelytextbasedmeaningvisitorshave toreadlarge amountsof textto find
informationneeded.Forvisitors the site hasalotof scrollingwhichhasa bad impacton the amount
of page views andbounce rate seenintable A.2.2.
Filmore andUnionalsohave an app whichallowsuserstomonitoritse-loyaltycard,receive special
offersandbrowse menus.The appcurrentlyhasno reviewsonthe AppStore whichsuggeststhere
haven’tbeenmanydownloads.
46. 34
A.2.2.2.3 Social Media
F&U is active ona range of social mediaaccounts;Facebook,Twitter,InstagramandPinterest.These
accounts are updatedandmaintainedirregularly,they seecontentpostedweekly, howeverthiscan
on some occasionsbe done ona dailybasis;social visibilityis1,886 (Searchmetrics,2014). The
Twitteraccountis mostactive withposts due to F&U ‘retweeting’customers’interactionwith them.
The accounts interactwithvisitorswell,usingaconversational approachtohelpresolve possible
problems whichengagesandaddsinvolvement.
Contentuploadedincludesphoto’s,news andgoodwell messagestofollowers.
A.2.3 Internal analysis- Bagel Nash
A.2.3.1 Search Engine Optimisation
Bagel Nashis toprankedon Google whensearchingfor“Bagel Nash”,alsoprominentonthe first
page is a linktothe Twitteraccountand alsoreviews.The companyisranked5thon Google when
searchingjustfor“bagel”,seentobe the highestrankedfoodstore.Bagel Nash isnotusinganypaid
visibilityonGoogle.
On Bagel Nash’swebsiteitisstatedthattheyare “committedtoproducingthe healthiestand
freshestproducts”(Bagel Nash,2014),it istherefore expectedthattheirrankingwill be highon
searchesforhealthylunchfoodinLeeds.However,the companyhave struggledtoclimbtoa high
rankinginsearchesinvolvinghealthyfoods.IncomparisontoF&U,Bagel Nashare poorlyvisible, this
givesF&U a competitive advantagedue tobothcompanies’operatinginthe healthfoodsmarket.
The company’sSEO visibilitycurrentstandsat183 a 19 increase fromthe monthprevious(Search
Metrics,2014).
A.2.3.2 Website
The website iscleanandfresh,italsouses goodproductimagery.The use of a tabbednavigation
alongthe page headermakesthe operationforthe userveryeasy (see figureA.1.4).
The weaknessesof the website are thatit isaccessible throughadesktopcomputer,tabletand
mobile platform.However,the site isnotformattedaccordinglytothe device;the same formatis
usedon all platforms.Thismakesthe site difficulttonavigate onmobile/tabletdue tothe smaller
buttonsand links;apossible factorinthe siteshighbounce rate of 86% (SimilarWeb,2014). The
website alsocontainsalarge abundance of information,presentedusingbigsectionsof textwhich
can dissuade visitorsfromreading.
A linktothe company’sTwitterpage isshownon the home page yetthere isno indicationtowards
Bagel Nash’sFacebookorInstagramaccounts. The linkto the Twitteraccountis alsoonlyshownon
the home page;on competitorssiteslinkstosocial mediaaccountsare prominentatthe headerof
all pages.
Bagel Nashdoesnot currentlyhave amobile applicationtoaddvalue toits customersegment.
47. 35
A.2.3.3 Social Media
Bagel Nashhas a presence onFacebook,TwitterandInstagram. They respondquicklyandeffectively
to all customerfeedbackandquestionsandhave a social visibilityof 1,583 (Search metrics,2014).
The social mediaaccountsare updateddailywithcontentthatdoesnotengage andservesto
increase sales.
Bagel Nashstruggle to involve customers,theirsocial mediapresence isusedtosolelyincrease sales
(see figure A.2.1),thisgiveslittlevalue tocustomersand itleadstoa low level of customer
involvementandengagement.Bagel Nashhave nopostswhichare designedtoengage customers,
thisexplainsBagel Nash’slowlevel of followingonall social networksincomparisontoits
competitors(see table A.2.2).
48. 36
A.3 SWOT Summary
STRENGTHS WEAKNESS’
Bagel Nash rank high on relevant
searches on search engines.
The website is clean, well-functioning
and easy to navigate.
Positive reviews on Trip Advisor.
The social media sites are used well to
respond to customer enquiries
effectively.
Bagel Nash is second on Google search
for “Bagel”.
Do not currently have a mobile
application.
Low amount of following on all social
networks.
Bagel Nash is not ranked high when
searching for “healthy lunch food
Leeds”.
The website is not altered for mobile
and tablet use.
Visitors spend little average time on the
website.
Bagel Nash struggle to engage with their
followers on social networks.
High bounce rate (56%).
OPPORTUNITIES THREATS
On the App Store the Subway app has
negative reviews and Filmore and Union
have no reviews.
The target segment is twice as likely as
average to own tablet PCs and
smartphones, most will also own a
laptop.
16-24 year olds are 2x more likely than
average adult to be swayed by others
opinions; they are influenced by reviews
online.
The launch of Apple Pay (Early 2015)
could change consumers’ perceptions
and alleviate their security concerns
(Mintel, 2014).
On social networks, the segment might
become a fan of a brand but most tend
to use social media less than average.
The increasing speed of social media
means that information can be
communicated internationally in a
matter of minutes.
Both competitors have mobile
applications.
Both competitors post content that aims
to engage and interact with its
followers.
Table A.3.1: SWOT Summary
