Digital Marketing Capstone.pdf

Digital Marketing
Capstone
Anubhav Dogra 3/26/22
Digital Marketing
Specialization

Digital Marketing Capstone Anubhav Dogra
Page | 1 2022
Table of Contents
Executive Summary------------------------------------------------------------------------------3
1. Client Analysis----------------------------------------------------------------------------------4
1.1 Grainger--------------------------------------------------------------------------------4
1.1.1 Business Model and Strategy for Growth---------------------------4
1.1.2 Online Presence-----------------------------------------------------------5
1.1.3 Customer Base and their Purchase Trends------------------------7
1.2 MRO Industry in North America--------------------------------------------------9
1.2.1 MRO Market Trends----------------------------------------------------10
1.3 Bosch----------------------------------------------------------------------------------11
1.3.1 Bosch Power Tools-----------------------------------------------------12
1.3.2 Primary and Secondary Customers---------------------------------13
1.3.3 Perceptions of Bosch Power Tools---------------------------------14
1.3.4 SWOT Analysis----------------------------------------------------------15
1.3.5 Online Presence---------------------------------------------------------16
2. Problem Statement--------------------------------------------------------------------------17
3. Consumer Decision Journey--------------------------------------------------------------18
3.1 Phases of Consumer Decision Journey (CDJ)-----------------------------18
3.1.1 Scenarios------------------------------------------------------------------19
3.1.2 Scenarios Mapping------------------------------------------------------20

Page | 2 2022
3.1.3 Customers’ Concerns--------------------------------------------------21
3.1.4 Analysis Mapping--------------------------------------------------------22
3.2 Business objectives from marketing campaigns---------------------------23
3.2.1 Scenario Mapping-------------------------------------------------------25
3.2.2 Planning Document-----------------------------------------------------26
4. Data Collection and Analysis--------------------------------------------------------------28
4.1 Data Collection----------------------------------------------------------------------29
4.1.1 Key Performance Indicators (KPIs)---------------------------------30
4.1.2 Biases----------------------------------------------------------------------31
4.2 Data Analysis and Benchmarks------------------------------------------------34
5. Channel and Content Strategy------------------------------------------------------------38
5.1 Email and Display Campaigns--------------------------------------------------40
5.2 List of Recommendations--------------------------------------------------------47
6. Test and Control Plan-----------------------------------------------------------------------54
7. Word Count------------------------------------------------------------------------------------64
8. Citations----------------------------------------------------------------------------------------64

Page | 3 2022
Executive Summary
This is a consolidated digital marketing plan that includes the steps that need to
be taken in order to meet the business objectives. Plan will take you from the
Client analysis to the Test and Control plan.

Page | 4 2022
1. Client Analysis
1.1 Grainger
Grainger is a massive Business-to-Business (B2B) distributor of MRO supplies
and other related products and services. William W. Grainger founded the
company in Chicago, Illinois, in 1927. They currently serve 157 countries around
the world, generating revenue of 13.2 billion USD per year (2021). Overall sales
for this year (2022) are expected to be between 14.1 and 14.5 billion dollars,
according to the supplier. They offer 1.5 million products from tens of thousands
of reputable MRO vendors.
1.1.1 Business Model and Strategy for Growth
Grainger stated in 2021 that its company will be re-segmented into two reportable
segments: High-Touch Solutions (N.A.) and Endless Assortment. Grainger has a
continual improvement attitude that focuses on driving growth while keeping a
conservative cost structure, resulting in excellent returns and smart investments.
Each business model distinguishes itself through distinct means of relationship
development, order origination, and fulfilment, but all are based on and backed by

Page | 5 2022
Grainger's overall commitment to best-in-class supply chain, industry knowledge,
strong financials, and a strong culture. [1]
Fig. 1 High-Touch Solutions and Endless Assortment
Fig. 2 High-Touch Solutions and Endless Assortment
1.1.2 Online Presence
Grainger operates a website at [2], through which it provides information on its
various products, services, and operating locations. The Company’s website also
serves as an online sales channel, with customers able to browse the Company’s

Page | 6 2022
catalogue of products, place orders, and arrange deliveries. Moreover, the
company has various social media pages:
Facebook: 233,102 followers and 226,136 likes.
Twitter: 26,100 followers.
Instagram: 12,200 followers.
LinkedIn: 161,185 followers.
YouTube: 8,990 followers.
Other than social media marketing, Grainger does display media, email, paid
search, and SEO
By doing SEO (Search Engine Optimization), we found some estimated figures
[3]:
 Organic Keywords: 3,007,734
o Estimated Monthly SEO Clicks: 3,219,528
o Estimated Monthly SEO Click Change: -428,735
 Paid Keywords: 285,559
o Estimated Monthly PPC Clicks: 219,770
o Estimated Monthly Google Ads Budget: $5,219,862
 Organic Traffic: 94%

Page | 7 2022
1.1.3 Customer Base and their Purchase Trends
Grainger's international customer base has access to a wide range of products.
Small and medium-sized businesses, large corporations, government entities,
and other institutions are among the company's customers. Grainger targets
purchasing managers or employees in facilities, maintenance departments, and
service shops in a variety of industries, including:
 Manufacturing includes companies that make goods, textiles, and plastics.
 Hospitality includes hotel chains, restaurants, and other service
businesses.
 Transportation: Various transportation and logistics companies.
 Government: Local, state, and federal bodies and government agencies.
 Retail: Digital and physical retailers across multiple sectors.
 Healthcare: Healthcare providers, medical distributors, and pharmaceutical
companies.
 Education: Various educational and academic institutions.
Fig. 3 Category-wise customer sales [1]

Page | 8 2022
Grainger primarily serves customers across the US and Canada. The company
also generates a small portion of its revenue through sales to customers across
Europe, Asia and Latin America.
Fig. 4 Country-wise website visits [4]
Grainger (NYSE: GWW) reported results for the third quarter 2021 with sales of
$3.4 billion, up 11.7% and up 11.9% on an organic, daily, constant currency basis
compared to the third quarter 2020, driven by strong performance in both the
High-Touch Solutions N.A. and Endless Assortment segments.

Page | 9 2022
Fig. 5 Revenue reported and adjusted [5]
1.2 MRO Industry in North America
During the forecast period, the US Maintenance, Repair, and Operations (MRO)
market is expected to grow at a CAGR of 2%. (2021 - 2026). The outbreak of
COVID-19 has left the United States as one of the worst-affected countries on the
planet. As a result of the shrinking demand and several supply chain and
operational challenges, this continues to have a negative impact on various
industries. With the growing disruptions in the global supply chain, MRO vendors
are finding it difficult to maintain their SKUs. [6]

Page | 10 2022
1.2.1 MRO Market Trends
Trends & Insights:
 The trade war is expected to inflate MRO spare part categories by 8-12
percent, according to a Beroe survey [7] of the top 5 global MRO
distributors/integrators.
 MRO distributors/integrators predict that no single MRO category will be
completely targeted; however, depending on raw material usage, certain
categories, such as power transmission, tools, and fasteners, may bear
the brunt of the attack more than others. Due to multiple vendors
operating in both the domestic and international markets, the Maintenance,
Repair, and Operations (MRO) market in the United States is extremely
competitive. The following are some of the market’s major players:
1. WESCO International Inc.
2. Ferguson PLC
3. NOW Inc. (DistributionNOW)
4. Sonepar SA
5. W.W. Grainger Inc.

Page | 11 2022
Fig. 6 Market Summary [8]
1.3 Bosch
Robert Bosch GmbH, globally known as Bosch, is a German engineering and
technology company headquartered in Gerlingen, Germany founded by Robert
Bosch in 1887 in Stuttgart, Germany. Robert Bosch Stiftung GmbH, founded in
1964, is a philanthropic organization based in Germany. It gets its money by
owning a majority stake (92%) in Robert Bosch GmbH. It implements and funds
social, artistic, and scientific programs in line with the desires of Robert Bosch,
who died in 1942. The Bosch Group is a leading global supplier of technology
and services. It employs roughly 401,300 associates worldwide (as of December
31, 2021). According to preliminary figures, the company generated sales of
78.8 billion euros in 2021. Its operations are divided into four business sectors:

Page | 12 2022
Mobility Solutions, Industrial Technology, Consumer Goods, and Energy and
Building Technology. [8]
1.3.1 Bosch Power Tools
The Robert Bosch Power Tools GmbH, a division of the Bosch Group, is one of
the world’s leading providers for power tools, garden tools, power tool accessories
and measuring tools. In 2020, its roughly 20,000 associates generated sales of
5.1 billion euros, about 85 percent of which outside of Germany. With brands such
as Bosch and Dremel, the division stands for customer focus and great
engineering progress. [9] The core success factors are innovative strength and
pace of innovation. One of its subsidiaries is Robert Bosch Tool Corporation,
headquartered in Mount Prospectus, Illinois, United States. It is a power tool and
accessory manufacturer that creates, produces, and sells its products. Drills,
screw guns, hammers, planers, grinders, metalworking, polishers, sanders, saws,
and other equipment are available from the company. In the United States, Robert
Bosch Tool services industrial supply companies, tool specialists, retail hardware
stores, mass merchants, and home improvement centers. [10]

Page | 13 2022
1.3.2 Primary and Secondary Customers
Bosch Power Tools is systematically implementing the relevant brand promises
in the marketing mix both in the segments for DIY and for professional users. This
results in two brand worlds: The green world is geared to the needs of DIY users,
who want to turn their own ideas into reality in their home and garden projects.
The blue world, on the other hand, is geared to the needs of professional users,
who are essentially concerned with efficient and effective work on the construction
site. [11]
The primary customers are those who will be directly using the product and the
marketing campaign is directly targeted towards them. For example: carpenter,
electrician, plumber, general contractor, etc.
Their specific needs:
 Quality of the product.
 Features of the product.
 Specifications of the product.
 Usage of the product.
The secondary customer includes the group of people who influence the purchase
decision of the primary customer. So, the marketing campaign is targeted
accordingly. For example: finance manager, purchase manager, etc.
Their specific needs:
 Usefulness of the product.

Page | 14 2022
 Price of the product.
 Time of delivery.
Trends among primary/secondary customers:
 In terms of B2B (Business-to-Business) marketing, the need for a product
is recognized by the primary consumer.
 The role of the secondary consumer is to either approve or reject the
demand.
 There is a direct relation between primary and secondary customers as the
primary consumer can pressurize the secondary one to ensure that a
certain product will be purchased.
 Quality is the common consideration to all the primary and secondary
customers of the brand.
 Power tools are outpacing the hand tools.
 Shift from corded to cordless tools. [12]
1.3.3 Perceptions of Bosch Power Tools
Customers consider it to be one of the premium brands in the market. Moreover,
it is favored by many professional workers and companies because of its durability

Page | 15 2022
and optimal performance. Although it is rather expensive than other brands, but
the overall feedback of the brand is very positive. [13] [14] [15]
1.3.4 SWOT Analysis
We have created a SWOT (Strengths, Weaknesses, Opportunities, Threats)
analysis of Bosch Power Tools Company using a website at [16]
Fig. 7 Bosch SWOT Analysis

Page | 16 2022
1.3.5 Online Presence
Bosch power tools has its own official website at [17].
The company is also active on different social media channels:
Facebook: 2,646,829 Followers and 2,631,351 Likes.
Twitter: 35,700 followers.
Instagram: 367,000 Followers.
LinkedIn: 30,491 Followers.
YouTube: 18,600 Followers.

Page | 17 2022
2. Problem Statement
To design a multi-channel digital marketing campaign for the client, Grainger, as
they target a sales increase of Bosch Power Tools by 10% on grainger.com. The
client wants the campaigns to focus on displayadvertising and email for thisproject.

Page | 18 2022
3. Consumer Decision Journey
3.1 Phases of Consumer Decision Journey
(CDJ)
1. Trigger.
2. Initial consideration set.
3. Active evaluation.
4. Moment of Purchase.
5. Post Purchase Experience.
6. Loyalty Loop. [18]

Page | 19 2022
Fig. 8 Consumer Decision Journey [19]
3.1.1 Scenarios
How can Grainger increase sales of Bosch Tools power tools on Grainger.com to
customers who first visit Boschtools.com? Consider the scenarios listed below.
 Scenario 1: Audiences that visit Boschtools.com, look at a power tool
(For example a drill), but do not visit Grainger.com.
 Scenario 2: Audiences that visit Boschtools.com, look at a power tool,
and then visit Grainger.com, log in to Grainger.com, and visit the power
tools category.

Page | 20 2022
 Scenario 3: Audiences that visit Boschtools.com, look at a power tool,
and then visit Grainger.com, log in to Grainger.com, and visit the
plumbing category but not power tools.
3.1.2 Scenarios Mapping
Scenario CDJ Phase
1 Initial Consideration
2 Active Evaluation
3 Moment of Purchase
Scenario 1
Initial consideration - Do consumers recall and recognize my brand? The
customer goes to a well-known manufacturer solely to learn about the power tools
available on the market and from this specific manufacturer. Customer is at the
start of the CDJ and conducts a market analysis. As a result, the customer does
not proceed to the retailer.
Scenario 2
Active evaluation - Do my products satisfy consumers’ needs?

Page | 21 2022
The customer already has a perception and understanding of the power tool
market (manufacturers, retailers, prices, and so on), but he hasn't decided what
he wants and is unsure whether the products selected meet his needs and
requirements. It's also possible that this is an existing customer who is familiar
with the brand.
Scenario 3
Moment of purchase - Do my sales efforts result in wins for my brands?
The customer completed his evaluation, gaining a comprehensive understanding
of the power tools market. However, he was not convinced that this particular
retailer was a good choice for power tool purchases, and he decided to shift his
focus to other categories. This could also be an existing customer who was
dissatisfied with their previous experience with power tools but is satisfied with the
retailer's other offerings.
3.1.3 Customers’ Concerns
Scenario CDJ Phase Concern
 Lack of brand awareness.
 Too much information.
 Reliability of the information provided.

Page | 22 2022
2 Active Evaluation
 The advantages over competitors are hazy
and ambiguous.
 Complete and straightforward description of
the product is not accessible.
 There is no way to compare goods (against
own products and competitors).
 Poor customer service.
 Customers are not happy with the return
policy.
3.1.4 Analysis Mapping
Scenario CDJ phase Concern Analysis
 Lack of brand awareness.
 Too much information.
 Reliability of the information
provided.
 Google Trends.
[20]
 Google Ads
Keyword Planner.
[21]

Page | 23 2022
2 Active Evaluation
 The advantages over
competitors are hazy and
ambiguous.
 Complete and
straightforward description of
the product is not accessible.
 There is no way to compare
goods (against own products
and competitors).
 AdWords
Campaign
Experiments. [22]
 Google Website
Optimizer. [23]
 Poor customer service.
 Customers are not happy
with the return policy.
 Invoca. [24]
 LivePerson. [25]
3.2 Business objectives from marketing
campaigns
 Build Awareness: Do consumers recognize and recall my brand?
o Asking whether consumers are aware of the brand or product will
quantify the need for.
o Increasing brand awareness is a popular marketing objective
because it doesn't matter how large a company is or how much brand

Page | 24 2022
loyalty they may have, many still see the opportunity to increase how
many others know about the company and its offerings. More brand
awareness usually equates to more customers, more sales and,
ultimately, more money for the business.
 Influence Consideration: Do my products satisfy consumers’ needs?
o If the products do not, consumers will choose competitors’ items,
revealing the need to influence consideration.
o In the consideration stage, leads have been changed into marketing
qualified leads and are seen as prospective customers. Marketers
can send prospects more information about products and offers
through automated email campaigns, while continuing to nurture
them with targeted content, case studies, free trials, and more.
 Improve the Sales Process: Do my point-of-sale efforts result in wins for
my brand?
o Leaks in the sales process (Example – cart abandonment) point to a
need for improvement.
 Reposition the Brand: Do the experiences I deliver fulfil customer
expectations?
o Unmet expectations can lead to poor customer experience and a
need to reposition the brand.

Page | 25 2022
 Increase Loyalty: Do customers advocate for my brand?
o Customer advocate for a brand will reveal whether a brand can be
satisfied with its level of loyalty.
o Your current customers have a lot of power. They can provide you
with valuable word-of-mouth marketing and help you increase your
sales by buying more of what you're offering. It is probably important
that your company be able to retain current customers and increase
their loyalty to your business. [26] [27]
3.2.1 Scenario Mapping
Scenario Business Objective
1 Build Awareness of the Grainger.com
2 Influence Consideration to buy at Grainger.com
3 Reposition the Brand of Grainger.com

Page | 26 2022
3.2.2 Planning Document
Business
Objective
Key Question Data  Sources
Build Awareness
Do consumers recall and recognize
Grainger.com brand?
Search Volume  Google Trends
[28]
Influence
Consideration
Do Bosch products presented at
Grainger.com satisfy the consumers’
needs?
Customer Inquiries  Google
Analytics [29]
Reposition the Brand
Do the experience delivered at
Grainger.com related to Bosch
products fulfill customer
expectations?
Consumer Feedbacks  Invoca
[30]

Page | 27 2022
To increase sales of
Bosch Power Tools by
10% on Grainger.com
Build Awareness
Do consumers recall and
recognize Grainger.com
brand?
Search Volume(Data) 
Google Trends(Source)
Influence Consideration
Do Bosch products presented
at Grainger.com satisfy the
consumers’ needs?
Customer Inquiries(Data) 
Google Analytics(Source)
expectations?
Consumer Feedbacks(Data) 
Invoca(Source)

Page | 28 2022
4. Data Collection and Analysis
Business
Objective
Key Question Data  Sources
Build Awareness
Do consumers recall and recognize
Grainger.com brand?
Search Volume  Google Trends
Influence
Consideration
Do Bosch products presented at
Grainger.com satisfy the consumers’
needs?
Customer Inquiries  Google
Analytics
expectations?
Consumer Feedbacks  Invoca

Page | 29 2022
4.1 Data Collection
Marketing data collection is another one of those marketing terms that sound
simple but can actually be very complex in practice. At root, marketing data
collection is simply the collection of data from all your marketing efforts,
campaigns, partners, and projects. In the table below the key data could be found
that will be collecting and analyzing in this project.
Business Objective Data to Collect
Build Awareness Search Volume  Google Trends
Influence Consideration Customer Inquiries  Google Analytics
Reposition the Brand Consumer Feedbacks  Invoca

Page | 30 2022
4.1.1 Key Performance Indicators (KPIs)
Key performance indicators (KPIs) are business metrics used by corporate
executives and other managers to track and analyze factors deemed crucial to
the success of an organization. Effective KPIs focus on the business processes
and functions that senior management sees as most important for measuring
progress toward meeting strategic goals and performance targets. The following
KPIs are planned to be used to help direct the collection/analysis of the data.
Below is the table with the KPIs against the data to be collected/analyzed [31] [32].
Business Objective Data to Collect KPIs
Build Awareness Search Volume  Google
Trends
 Bounce Rate
 Applause Rate
 Amplification Rate
 Conversation Rate
 Loyalty Rate
 Click Through Rate
 Cost per Acquisition
 Traffic Rate

Page | 31 2022
Customer Inquiries 
Google Analytics
 Conversion Rate
 Macro/Micro Conversion Rate
 Economic Value
 Days to Conversion Rate
 Shopping Cart Abandonment
Rate
 Customer Lifetime Value
Consumer Feedbacks 
Invoca
 Economic Value
 Percent New Visits
4.1.2 Biases
Cognitive biases are errors in the way we perceive our environments and make
judgements. And as they affect nearly all of us, marketers are able to capitalize
on them. Marketing techniques have evolved greatly in the modern era. Marketing
is no longer limited to just the idea of advertising and branding products. It is about

Page | 32 2022
creating awareness about products in the mind of the consumer such that a
particular product can resonate better [33] [34] [35].
All types of biases sampling bias, questionnaire bias, and interpretation bias are
relevant for the data to be collected:
 Sampling bias - In the market research world, sampling bias is a consistent
error that arises due to the way a survey's sample was selected. It occurs
when a sample is not random, meaning certain types of respondents are
more or less likely to be chosen for the sample. This is a chance that some
categories of the customers could be excluded in order to reflect better
results.
 Questionnaire bias - Questionnaire bias is a result of unanticipated
communication barriers between the investigator and respondents that yield
inaccurate results. Bias may arise from the way individual questions are
designed, the way the questionnaire as a whole is designed, and how the
questionnaire is administered or completed. There a risk that questions to
customers (to measure brand awareness) could be created in the way to
demonstrate good results.
 Interpretation bias - An interpretation bias may be defined as a tendency
to interpret ambiguous information in a consistent manner. There is a chance that
negative results of the objectives’ analysis will be interpreted to demonstrate
better outcomes

Page | 33 2022
In order to mitigate or eliminate abovementioned biases high level quality
assurance must be established. Team of the analytics will review the data
collected and the subsequent results of the analysis based on the data
collected. The final review will be performed by the independent third party with
the necessary expertise. Only after proper quality assurance the results will be
presented to the client.
Fig. 8 Traffic and Engagement of Grainger.com [36]

Page | 34 2022
4.2 Data Analysis and Benchmarks
Business Objective Data to Collect KPIs
Build Awareness Search Volume  Google
Trends
 Bounce Rate
 Applause Rate
 Amplification Rate
 Loyalty Rate
 Click Through Rate
 Traffic Rate
Customer Inquiries 
Google Analytics
 Conversion Rate
 Economic Value
 Days to Conversion Rate
 Shopping Cart Abandonment
Rate

Page | 35 2022
 Customer Lifetime Value
Consumer Feedbacks 
Invoca
 Economic Value
 Percent New Visits
Descriptive analysis - to quantitatively describe the main features of a collection
of data. In essence, it describes a set of data:
 Typically, the first kind of data analysis performed on a data set.
 Commonly applied to large volumes of data.
 Description and interpretation processes are different steps.
 Bivariate type of statistical descriptive analyses.

Page | 36 2022
Inferential analysis - to test theories about the nature of the world in general (or
some part of it) based on samples of “subjects” taken from the world (or some part
of it). That is, use a relatively small sample of data to say something about a bigger
population:
 Inference is commonly the goal of statistical models.
 Inference involves estimating both the quantity we care about and our
uncertainty about our estimate.
 Inference depends heavily on both the population and the sampling
scheme.
Exploratory analysis - to analyze data sets to find previously unknown
relationships:
 Exploratory models are good for discovering new connections.
 They are also useful for defining future studies/questions.
 Exploratory analyses are usually not the definitive answer to the question
at hand, but only the start.
 Exploratory analyses alone should not be used for generalizing and/or
predicting.
Causal analysis - to find out what happens to one variable when you change
another:
 Implementation usually requires randomized studies.
 There are approaches to inferring causation in non-randomized studies.

Page | 37 2022
 Causal models are said to be the “gold standard” for data analysis.
Predictive analysis - to analyze current and historical facts to make predictions
about future events. In essence, to use the data on some objects to predict values
for another object:
 Model predicts, but it does not mean that the independent variables cause.
 Accurate prediction depends heavily on measuring the right variables.
 Although there are better and worse prediction models, more data and a
simple model works really well.
 Prediction is very hard, especially about the future references. [37]
Benchmark Target
Bounce Rate Decrease by 20%
Applause Rate Increase by 15%
Amplification Rate Increase by 15%
Loyalty Rate Increase by 15%
Click Through Rate Increase by 20%
Cost per Acquisition Decrease by 10%
Traffic Rate Increase by 30%
Conversion Rate Increase by 20%

Page | 38 2022
Shopping Cart Abandonment Rate Decrease by 15%
Macro/Micro Conversion Rate Increase by 17%
Percent New Visits Increase by 30%
5. Channel and Content Strategy
Main Category Sub-Category Description
Users landing on Grainger.com directly
New customers
Many new customers visit
Grainger.com on a daily
basis. Grainger wants to
target these new customers
and increase the sales of
Bosch power tools on
Grainger.com
Current customers
Grainger wants to cross-sell
or up-sell different
categories of Bosch brand
products to customers who
have purchased Bosch

Page | 39 2022
power tools on
Grainger.com
Users landing on Boschtools.com first Scenario 1
Audiences that visit
Boschtools.com, look at a
power tool (for example a
drill), but do not visit
Grainger.com
Scenario 2
power tool, and then visit
Grainger.com, login to
Grainger.com, and visit the
power tools category
Scenario 3
power tool, and then visit
Grainger.com, login to
Grainger.com, and visit the
plumbing category but not
power tools
Landing Pages: There are two landing pages on Grainger.com:

Page | 40 2022
 The Bosch brand filtered search landing page
 A specific item landing page
Email Database: Grainger will be using its internal email database, which has
users who have expressed interest in the power tools category.
Your response here should provide a strategy for using display advertising and
email. Include tables/ visuals to describe the strategy.
5.1 Email and Display Campaigns
 Below is presented the content plan for email and display campaigns
focused on Audience Category 1 (all methods include location-based
and demographic-based analytics): [38]
Category Sub-Category Objective
Objective
New customers
 Increase brand
awareness
 Increase conversion
 Increase sales 10% by
Grainger.com

Page | 41 2022
Current customers
 Increase sales 10% by
Grainger.com
 Influence
consideration
 Reposition the brand
Audience New customers
Display ad (only
Grainger.com):
 Use market-driven
strategy
 Increase awareness
 Increase conversion
 Display ads via RBT
(banners)
 Overlay banners with
the offer to provide
email and receive a
10% coupon for Bosch
tools purchase
 Rich media ad on the
landing pages
Email:

Page | 42 2022
 Integrated with the
CRM and display ad.
Once new customer
credentials are
registered in the CRM,
he/she will start to
receive regular emails
with the offers,
discounts, etc.
Current customers
Display ad (only
Grainger.com):
 Traffic-driven strategy
 Banners via RBT
based on customers’
insight like previous
purchases and search
results
 Overlay banner ad
with the upsell and
cross-sell offers based
on customer’s history
Email:

Page | 43 2022
 Integrated with the
CRM and display ad.
Regular messages
with product catalogue
that could be
interesting to the
customer (based on
the history), coupons
Ex - 15-20%, limited
offers only to existing
customers
Tools
 Media agencies
 CMS
 In-house solutions (UX, design, marketing)
 Google Display Network
 Voiceandtone.com
Other considerations
 Voice and the tone10 - brand’s voice should reflect its
personality and identity. It should be consistent
across all content. Tone should adapt according to
the context of the content
 SEO
 Mobile marketing
 Social marketing

Page | 44 2022
 Describe how your email and display campaigns will vary for the
different scenarios mentioned in Audience Category 2. [39]
Category Sub-Category Objective
Objective
Scenario 1
Build brand awareness of the
Grainger.com
Scenario 2
Influence consideration to buy at
Grainger.com
Scenario 3 Reposition the brand of the Grainger.com
Audience Scenario 1
 Banners via RBT
 Overlay banners with the offer to
buy at the Grainger.com and
receive a coupon and provide email
address
 Integrated with the CRM and
display ad. Once new customer
credentials are registered in the
CRM, he/she will start to receive

Page | 45 2022
regular emails with the offers,
discounts, etc.
Scenario 2
 Banners via RBT based on
customers’ insight like previous
purchases and search results
 Overlay banner ad with the upsell
and cross-sell offers based on
customer’s history
display ad. Regular messages with
product catalogue that could be
interesting to the customer (based
on the history), coupons Ex - 15-
20%, limited offers only to existing
customers

Page | 46 2022
Scenario 3
 Banners via RBT based on
customers’ insight like previous
purchases and search results
 Overlay banner ad with the offer to
return to power tools section
display ad. Regular messages with
product catalogue that could be
interesting to the customer (based
on the history), coupons Ex - 15-
20%, limited offers only to existing
customers
Tools
 CMS
 Media agencies
 Google Display Network
 Voiceandtone.com

Page | 47 2022
Other considerations
 Voice and the tone - brand’s voice should reflect its
personality and identity. It should be consistent across all
content. Tone should adapt according to the context of
the content
 SEO
 Mobile marketing
 Social marketing
5.2 List of Recommendations
List of recommendations for the content and tone of the message and visuals to
be used for the campaign should include specifics about the content of the
message and should refrain from using abstract examples. Instead, it should
provide details about why Bosch power tools will help you and why it is the first
choice for the power tools and email should look for this. Content of email and
display campaigns should be aligned with Bosch’s brand essence and its product
positioning in the marketplace. It means that content of both email and display
campaigns should be very precise, direct, clear and of high quality as the German

Page | 48 2022
products are. It should not be funny as Bosch does not deliver fun and delivers
quality and precision. It is very important that the substance of the email and
display campaigns discloses the advantage of the Bosch power tools over its
competitors. Language of the content should be simple and clear. [40]
Category Recommendation
Email
 Voice and the tone - brand’s
voice should reflect its
personality and identity. It
should be consistent across all
content. Tone should adapt
according to the context of the
content.
 Emails should be sent every
week including promotional
information, updates on the
products, just some interesting
facts about Bosch power tools,
links to social media with
customers review of the

Page | 49 2022
products or DIY videos on
YouTube.
Display
 Display ads via RBT (banners)
 Overlay banners with the offer to
provide email and receive a 10%
coupon for Bosch tools
purchase.
 Rich media ad on the landing
pages.
 Visuals should be friendly and
not too technical, Ex - some
episodes from the regular life
and how Bosch power tools help
customers to overcome daily
struggles.
Recommendations for Display ad:
Scenario 1: Under this scenario, what the company (Grainger) has to do, is create
brand awareness on the website of Bosch power tools. Below is a mock-up ad
which shows the type of ad that can be displayed.

Page | 50 2022
Scenario 2: For the customers who have logged in, and finalized the products,
but have abandoned the cart, display ads can be showed on websites such as
answer.com, facebook.com, etc. to ensure that they are reminded about the
products viewed and the discounts available. Below is a mock-up ad as an
example.

Page | 51 2022
Scenario 3: For the customers who have logged in but have not visited the power
tools category, it is important that a display ad be made to ensure that the
customers are reminded about the usage of the product and its features. This
display ad can be used on Google and Facebook to ensure that the customers
are redirected to the website and specifically, the power tools category. Below is
a mock-up ad as an example.
Recommendations for Email Ad:
Scenario 1: It is important for Grainger to ensure that Emails are being sent to
the targeted consumers who have visited Bosch. The company can ensure that
they get registrations by providing incentives to the consumers. Below is an Email
ad mock-up as an example.

Page | 52 2022
Scenario 2: The biggest issue faced by the company is in terms of the
abandonment rate or the shopping cart abandonment. The company can either
send display ads or also send personalized Emails using cookies to remind the
consumer that they have an unpurchased item in their cart. Below is an Email ad
mock-up as an example.

Page | 53 2022
Scenario 3: The major problem is that the consumer visits another category
instead of the power tools category. There can be a link which will redirect the
consumer directly to the power tools category or the webpage of the power tools
on Grainger. Below is an Email ad mock-up as an example.

Page | 54 2022
6. Test and Control Plan
Market research helps you make informed business decisions. It involves
systematically gathering, recording and analyzing data about customers,
competitors and the market, and turning this data into insight that can drive
marketing strategies, product design and positioning and communications
strategies.
Online market research is the process of using digital tools, data and connections
to get valuable insights about a brand’s target audience.
Technology plays a key role in gathering data and connecting with research
participants and can make the whole process quicker and easier to manage than
traditional offline research methods.
Traditional and online market research have the same goals and underlying
principles, but online market research has the benefit of using digital technology,
which provides a range of benefits:
 The Internet is always on, meaning that data is readily available at any time.
 Many of the processes for finding, gathering and storing data can be
automated.

Page | 55 2022
 You have access to a large number of participants around the world at the
click of a button. A lot of the information you will use is already being
automatically collected such as web analytics and social media data all you
need to do is access it.
Fig. 9 Marketing Research Cycle [41]

Page | 56 2022
Main Category Sub-Category Description Research Details
Users landing on
Grainger.com
directly
New Customers
Many new customers
visit Grainger.com on a
daily basis. Grainger
wants to target these
new customers and
increase the sales of
Bosch power tools on
Grainger.com.
Objectives:
1. To gain insights into
your consumers:
 What customers want
and need from the
brand?
 What customers like
and dislike about the
brand?
 Why potential
customers might
choose our brand over
another?
Current
Customers
Grainger wants to cross-
sell or up-sell different
categories of Bosch
brand products to
customers who have
purchased Bosch power
tools on Grainger.com.
Users landing on
Boschtools.com
first
Scenario 1
Boschtools.com, look at
a power tool (for
example a drill), but do
not visit Grainger.com.
2. Find new potential
sales avenues,
customers, products
and more.

Page | 57 2022
Scenario 2
a power tool, and then
visit Grainger.com, login
to Grainger.com, and
visit the power tools
category.
3. Find and engage new
audiences.
Strategies to be used:
1. Primary research
2. Secondary research
3. Quantitative
4. Qualitative
Scenario 3
a power tool, and then
visit Grainger.com, login
to Grainger.com, and
visit the plumbing
category but not power
tools.

Page | 58 2022
Below table explains the tools to be used within each of the market strategies.
Research Type Source
Primary
 Google Trends
 Google Analytics
Secondary
 Customer communications
 Google.com / Yahoo.com /
Bing.com
 Nielsen.com
 Pewresearch.org
Qualitative
 Online surveys
o Google Forms
o Survey Monkey
o Microsoft Forms
 Online focus groups
o Google Hangouts
o Skype

Page | 59 2022
o Microsoft Teams
o Zoom
 Online monitoring
 Online ethnography
Research based on secondary data should precede primary data research. It can
be used in establishing the context and parameters for primary research.
Examples of the secondary research [42]

Page | 60 2022
With all research there is a given amount of error to deal with. Bias may arise
during surveys and focus groups, for example, interviewers leading the
respondents. Or bias may be present in the design and wording of the questions
themselves. There could be sample errors or respondent errors. Using the
Internet to administer surveys removes the bias that may arise from an
interviewer. However, with no interviewer to explain questions, there is potential
for greater respondent error.
This is why survey design is so important, and why it is crucial to test and run
pilots of surveys before going live. Respondent errors also arise when
respondents become too familiar with the survey process. The general industry
standard is to limit respondents to being interviewed once every six months.
Sample error is a fact of market research. Some people are just not interested,
nor will they ever be interested, in taking part in research. Are these people
fundamentally different from those who do? Is there a way of finding out? To some
extent, web analytics, which track the behavior of all visitors to your website, can
be useful in determining this.

Page | 61 2022
When conducting online research, it is crucial to understand who is in the target
market, and what the best way to reach that target market is. Web surveys can
exclude groups of people due to access or ability. It is vital to determine if is this
is acceptable to the survey, and to use other means of capturing data if not.
Quantitative Qualitative
Data Gathered
Numbers, Figures,
Statistics, Objective Data
Opinions, Feelings,
Motivations, Subjective
Data
Questions Answered What? Why?
Group Size Large Small
Data Sources
Surveys, Web Analytics
Data
Focus groups, social
media
Purpose
Tests known issues or
hypotheses.
Seeks consensus, the
norm.
Generalizes data.
Generates ideas and
concepts – leads to
issues or hypotheses to
be tested.
Seeks complexity.
Puts data in context.

Page | 62 2022
Advantages
Statistically reliable
results to determine if
one option is better than
the alternatives
Looks at the context of
issues and aims to
understand
perspectives.
Challenges
Issues can be measured
only if they are known
prior to starting.
Sample size must be
sufficient for predicting
the population.
Shouldn’t be used to
evaluate pre-existing
ideas.
Results are not
predictors of the
population.

Page | 63 2022
Below is an example of an online survey [43]:

Page | 64 2022
7. Word Count
5836
8. Citations
[1] Grainger, “Fact Book 2021.” About us. business models, 2021, pages 1 and 2.
[2] “Homepage.” Grainger. https://www.grainger.com/ .
[3] “Monthly Domain Overview.” SpyFu. SpyFu, Inc. 2022.
www.spyfu.com/overview/domain?query=grainger.com .
[4] “Competitive Analysis, Marketing Mix and Traffic.” Alexa. Alexa Internet, Inc.
2022. www.alexa.com/siteinfo/grainger.com .
[5] “Press Release Details.” Grainger. W.W Grainger, Inc. 2021.
pressroom.grainger.com/news/press-release-details/2021/Grainger-Reports-
Results-For-The-Third-Quarter-2021/default.aspx .
[6] “United States Maintenance, Repair, and Operations (MRO) market – growth,
trends, Covid-19 impact, and forecasts (2022-2027).” Mordor Intelligence. Mordor
Intelligence. 2022. www.mordorintelligence.com/industry-reports/united-states-
maintenance-repair-and-operations-mro-market .

Page | 65 2022
[7] “Maintenance, Repair & Operations (MRO) Market Description.” Beroe. Beroe
Inc. 2022. www.beroeinc.com/category-intelligence/maintenance-repair-and-
operations-market/ .
[8] “Our History.” Bosch. Robert Bosch GmbH. 2022.
www.bosch.com/company/our-history/ .
[9] “Bosch Power Tools Company.” Bosch. Robert Bosch Power Tools GmbH.
2022. www.bosch-pt.com/ww/int/en/company/ .
[10] “Robert Bosch Tool Corp.” Bloomberg. Bloomberg L.P. 2022.
www.bloomberg.com/profile/company/VAC/A:US .
[11] “High demand meets a strong brand: Bosch Power Tools achieves sales
record.” Bosch. Robert Bosch GmbH. 2022. www.bosch-
presse.de/pressportal/de/en/high-demand-meets-a-strong-brand-bosch-power-
tools-achieves-sales-record-225984.html .
[12] “3 Trends in the Power Tools Industry.” Grainger KnowHow. W.W. Grainger,
Inc. 2022. www.grainger.com/know-how/equipment-information/kh-hvls-trends-
drilling-the-power-tools-market .
[13] “How is Bosch as a brand perceived in the power tools category?”. Quora.
www.quora.com/How-is-Bosch-as-a-brand-perceived-in-the-power-tools-
category .
[14] “Bosch Power Tools breaks down data silos for customer service.” DIGITAL
COMMERCE 360. Digital Commerce 360 | Vertical Media LLC. 2022.

Page | 66 2022
www.digitalcommerce360.com/2020/09/08/bosch-power-tools-breaks-down-
data-silos-for-customer-service/ .
[15] “What Could Bosch do to Become Your Favorite Power Tool Brand?”
TOOLGUYD. 2022. toolguyd.com/bosch-favorite-power-tool-brand-question/ .
[16] “Homepage.” Venngage. 2022. infograph.venngage.com/infographics .
[17] “Power Tools for Professionals.” Bosch. Robert Bosch Tool Corporation.
2022. www.boschtools.com/us/en/ .
[18] “Consumer Decision Journey: What It Is and How To Use It.” Indeed. Indeed.
2022. www.indeed.com/career-advice/career-development/consumer-decision-
journey .
[19] “Ten years on the consumer decision journey: Where are we today?”
McKinsey & Company. McKinsey & Company. 2022. www.mckinsey.com/about-
us/new-at-mckinsey-blog/ten-years-on-the-consumer-decision-journey-where-
are-we-today .
[20] “W.W. Grainger.” Google Trends. Google. 2022.
trends.google.com/trends/explore?q=%2Fm%2F0cp307 .
[21] “KEYWORD PLANNER.” Google Ads. Google. 2022.
ads.google.com/intl/en_in/home/tools/keyword-planner/ .
[22] “Campaign Drafts and Experiments.” AdWords API. Google Developers.
2022. developers.google.com/adwords/api/docs/guides/campaign-drafts-
experiments .

Page | 67 2022
[23] “Welcome to Google Optimize!” Optimize. Google. 2022.
optimize.google.com/optimize/home/#/accounts .
[24] “Better Experiences. More Conversions. Higher Revenue.” INVOCA. Invoca Inc.
2022. www.invoca.com/ .
[25] “Deliver one-to-one support at the scale of billions.” LIVEPERSON.
LivePerson. 2022. www.liveperson.com/solutions/customer-care/ .
[26] “10 Marketing Plans Objectives to Consider and the KPIs To Measure Them.”
Indeed. Indeed. 2022. www.indeed.com/career-advice/career-
development/marketing-planning-objectives .
[27] “How the Marketing Funnel works From Top to Bottom.” SKYWORD.
Skyword Inc. 2022. www.skyword.com/contentstandard/how-the-marketing-
funnel-works-from-top-to-bottom/ .
[29] “Welcome to Google Analytics.” Analytics. Google. 2022.
analytics.google.com/analytics/web/provision/#/provision .
[30] “Better Experiences. More Conversions. Higher Revenue.” INVOCA. Invoca Inc.
2022. www.invoca.com/ .
[31] “Best Social Media Metrics: Conversation, Amplification, Applause, Economic
Value.” Occam’s Razor by Avinash Kaushik. AVINASH KAUSHIK. 2022.

Page | 68 2022
www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification-
applause-economic-value/ .
[32] “8 Most Important Metrics and KPIs for Ecommerce Business Owners.”
instantShift. InstantShift. 2022. www.instantshift.com/2015/05/26/ecommerce-
metrics-and-kpis/ .
[33] “10 cognitive biases that make your marketing more effective.”
MYCUSTOMER. Sift. 2022. www.mycustomer.com/marketing/strategy/10-
cognitive-biases-that-make-your-marketing-more-
effective#:~:text=Cognitive%20biases%20are%20errors%20in,of%20advertising
%20and%20branding%20products .
[34] “How to avoid sampling bias in your market research surveys.” Medium.
Medium. 2022. medium.com/haven-insights/how-to-avoid-sampling-bias-in-your-
market-research-surveys-
d8058480f779#:~:text=In%20the%20market%20research%20world,be%20chos
en%20for%20the%20sample .
[35] “A Catalog of Biases.” National Library. National Library. 2022.
www.ncbi.nlm.nih.gov/pmc/articles/PMC1323316/#:~:text=Questionnaire%20bia
s%20is%20a%20result,questionnaire%20is%20administered%20or%20complet
ed .
[36] “grainger.com.” similarweb. Similarweb LTD. 2022.
www.similarweb.com/website/grainger.com/#overview .

Page | 69 2022
[37] “Six Types of Analyses Every Data Scientist Should Know.” DATA
SCIENTIST INSIGHTS. Alexa. Newspaper WordPress Theme by TagDiv. 2022.
datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist-
should-know/ .
[38] “How to plan a Display campaign.” Google Ads Help. Google. 2022.
support.google.com/google-ads/answer/172627?hl=en .
[39] “A Beginner’s Guide to Content Strategy for the Web: 10 Things You Need to
Know.” WordStream. WordStream. 2022.
www.wordstream.com/blog/ws/2012/11/28/content-strategy .
[40] “A Beginner’s Guide to Content Strategy for the Web: 10 Things You Need
to Know.” WordStream. WordStream. 2022.
www.wordstream.com/blog/ws/2012/11/28/content-strategy .
[41] “6 Steps of Successful Market Research Process.” NAVADHI. NAVADHI
Market Research Pvt Ltd. 2022. www.navadhi.com/blog/6-steps-successful-
market-research-process .
[43] “Page One.” Marketing Survey. Marketing Survey. 2022.
www.surveyexpression.com/Survey.aspx?id=ad3eb730-1d74-4e78-8d12-
a3b7d52bfabf .

Digital Marketing Capstone.pdf

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Digital Marketing Capstone.pdf

Similaire à Digital Marketing Capstone.pdf (20)

Dernier

Dernier (20)

Digital Marketing Capstone.pdf