digital marketing plan for trinity kitchen
TRANSCRIPT
Digital Marketing Plan for Trinity Kitchen
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Executive Summary
The aim of this report was to identify limitation in Trinity Kitchen’s current Digital Marketing strategy and through the analysis of the internal and external analysis, propose SMART objectives.
An in-depth analysis of Trinity Kitchen’s digital marketing activities was conducted to highlight their current position, and provide direction through the use of objectives. These were them implemented into a Gantt chart to give a specific time frame, and make the objectives SMART.
It’s recommended that Trinity Kitchen:
- To create and improve individual social media presence, separate to that of Trinity Shopping Centre, ultimately increasing social visibility to 6,000+, within the next 6 months.
- To create an individual website for Trinity Kitchen, keeping the link with Trinity Shopping Centre to maintain keyword rankings, but allowing for specific social share buttons, email sign ups and create its own online presence. Within the next 6 months, they will maintain or increase SEO visibility, and increase their focus on the food industry in relation to keywords.
- To increase m-commerce through the use of online promotions, mobile purchasing (Google Wallet, Pay Pal) and the development of a Trinity Kitchen ‘App’, within the next 6 months
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Contents Page
1.0 Introduction Page 1
1.1 The Company Page 1
1.2 Market Insight Page 1
1.3 Report Purpose Page 1
1.4 Current Digital Activity Page 1
2.0 Key Findings Page 2
2.1 Micro Environment Page 2
2.1.1 Porter’s 5 forces Page 2-3
2.1.2 Customer Analysis Page 4
2.1.3 Competition Analysis Page 4-5
2.1.2.1 SEO (Search Engine Optimization) Marketing Page 5
2.1.2.2 Website/Content Page 5
2.1.2.3 Social Page 5
2.2 Macro Environment Page 6
2.3 TOWS Analysis Page 7
3.0 Digital Marketing Objectives Page 8
Objective 1: Page 8
Objective 2: Page 8-9
Objective 3: Page 9
3.1 SMART Objectives Page 10
3.2 5S’s Page 11
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4.0 Strategy Page 14
4.1 RACE Page 14
4.2 Online Value Proposition Page 14
4.3 Segmentation Targeting Positioning (STP) Page 15
4.3.1 Segmentation Page 15
4.3.2 Targeting Page 15
4.3.3 Positioning Page 15
5.0 Tactics Page 16
5.1 8 P’s Page 16
5.1.1 Recommendations Page 16
Recommendation 1 Page 16
Recommendation 2 Page 16-17
Recommendation 3: Page 17
6.0 GANTT Chart Page 18
7.0 Control & Measurement Page 19
8.0 BibliographyPage 21
9.0 Appendix Page 25
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1.0 Introduction
1.1 The Company
Trinity Kitchen describes themselves as “'a unique mix of vibrant restaurants and street food vans'”
(Trinityleeds.com, 2014) Trinity Kitchen was established as part of Trinity Shopping Centre, Leeds, in autumn 2013. It follows the ever increasingly popular ‘pop up shop’ food culture, with changing monthly venues (Swipely.com, 2014). Each month 5 of the UK’s very best street food traders are invited to join Trinity Kitchen, these include; genuine street food cans, carts, sheds and trucks, ensuring there is always something new. These rotating food traders work alongside seven permanent cages, bars and restaurants. (Trinityleeds.com, 2014)
1.2 Market Insight
Although the ‘pop up shop’ food culture has been trading for many years in the form of food vans, it is a relatively new concept bringing them altogether into a joint food hall. Its nearest competitors therefore can be classed as up market fast-food (Swipely.com, 2014). Although big brand food outlets dominate the high-street, it is the non-branded in-store catering outlets that better meet the need of convenience-led consumers, appealing to almost half (44%) of consumers.
1.3 Report Purpose
Through the use of the SOSTAC framework, the current digital marketing situation will be analysed in relation to the macro and micro environmental, and internal analysis. This will form a set of SMART objectives that will aim to improve Trinity Kitchen’s digital marketing activities; this will create a digital marketing plan that will be implemented over a 6 month period.
From the macro and micro environmental and internal analysis, a TOWS analysis will be created to link the strengths, opportunities, and weaknesses and threats together, to give Trinity Kitchen a view of impacts of their digital environment. This will allow for Trinity Kitchen to be aware of potential strengths and opportunities and act upon them, and also to advise on how best avoid the potential threats and weaknesses. Relevant theories and models will be used to develop the digital marketing plan, with attention to competitors, to ensure that Trinity Kitchen maintain strong a digital environment.
1.4 Current Digital Activity
As shown in Appendix 1 (Section 1.3.1/1.3.2), Trinity Kitchen have shown a strong increase in digital activity, since their opening in autumn 2013, through a selection of media platforms. They have strong SEO visibility, with a rating of 7,893, due to a vast number of organic keywords, returned by such sites as Google. (Guardian, 2014)
Trinity Kitchen has 12,266 Facebook users ‘checked in’, which increases word of mouth advertising for Trinity Kitchen, which O'Connor (2014) describes as the ‘best ad’, as people trust friends. However they do not currently have their own Twitter account, there is only a Trinity Shopping Centre twitter, although they frequently use hashtags and user-generated content (#trinityleeds) to create trends, this is a flaw in their digital activity, as the more social platforms they enter, the more two way communication can be created.
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2.0 Key Findings
Trinity Kitchen’s SEO implementation has vastly increased since its opening in autumn 2013. (SearchMetric, 2014) Due to the website being part of the larger Trinity Shopping Centre website, it has led to increased organic keywords and SEO visibility, leading to increased traffic. This has also led to a wider spread in the break-down of keywords by industry (see Appendix 1, (Figure 1)), resulting in a cross cultural spread of digital marketing,; there is a vast cultural diversity in digital marketing, (Chaffey, Ellis-Chadwick and Chaffey, 2012), especially as minority populations become heavy users of electronic devices, the more back links to Trinity Kitchen, the easier it is to tap into this new market. (Mintel, 2014)
They are currently missing out on key digital media platform opportunities such as Twitter, and email updates. Trinity Kitchen do not have their own Twitter page, they rely on hash tags (#trinitykitchen) and trends from the Trinity Shopping Centre Twitter page, for their online presence on Twitter, this means that they are missing out on a key digital marketing activity. Although, as with SEO, the link to Trinity Shopping Centre will increase traffic, the addition of their own Twitter page would expand their social media presence.
With the wide expansion of technological advances, (see Appendix 1, Section 1.1.4), digital marketing is becoming an increasingly important communication tool. With 77% of UK households having access to the internet and 80% of Trinity Kitchen’s main target market, aged 18-34 own smartphones; this creates increasing pressure to create new and innovative digital activities, to remain competitive, and as Trinity Kitchen are lacking in some aspects, these will be focused on in the digital marketing plan.
2.1 Micro Environment
To evaluate the micro environment of Trinity Kitchen, Appendix 1 (Section 1.2) theoretical tools will be used, to evaluate the controlled forces.
2.1.1 Porter’s 5 forces
Porter’s 5 forces, is used to understand the fundamental forces that determine the profits in an industry (Ahlstrom and Bruton, 2010) The tool is used to evaluated external influences on the orgnisation: Threat of New Entry, Competitive Rivalry, Supplier Power, Buyer Power and Threat of Substitution. Once a company understands these forces it can then develop a business level strategy that allows the business to either take advantage of, or shield themselves from these forces. (Ahlstrom and Bruton, 2010)
A digitally-adapted Porter’s 5 Forces will be evaluated, as shown below;
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Figure 1: Porter’s 5 Forces: Trinity Kitchen
2.1.2 Customer Analysis
According to Swipely.com (2014) the ‘pop up shop’ food culture is becoming increasingly popular in the UK. Schefsky (2013) states that with the morphing of offline and the virtual, Facebook, Instagram, and Snapchat, which mimic this pop-up brand culture, it creates emerging demographics with significant buying power: urban cultural creatives, technoratis, and experience seekers who favor short-lived, dynamic, and low-branded engagement. Although there are not many statistical reports on ‘pop up shops’ as of yet, we can assume a similar demographic as the ‘fast food outlet’ culture; The majority (58%) of UK 16-24 year olds have declared ‘Fast Food Outlets’ as their most popular visited venues for lunch (Mintel, 2014)
In total, the MOSAIC UK groups and types, demographic of Trinity Kitchen consisted of 38.57% of the UK. The customer group identified to be focused on for this report will be the ‘Rental Hubs’
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category; 061: Career Builders, 062: Central Pulse, 066: Student Scene (Experian.co.uk, 2014). The justification for this selection is due to the correlation between Schefsky (2013)’s demographics of the ‘pop up shop’ culture, and their access to the digital world such as;
Social Media Technological hardware: Smart Phones, Tablets, Internet ‘savvy’
Further customer analysis: (see Appendix 1, section 1.2.1)
2.1.3 Competitor Analysis
As the ‘pop up shop’ food culture becomes ever more popular, there are bound to be competitors, however in Leeds there are no other ‘pop up shop’ competitors. Therefore the competitors looked at for this report follow the same food types, and up-market ‘fast-food’ cultures, as Trinity Kitchen; Nandos and WOKON. The competitor analysis consists of present rivals, in relation to their digital activities, that Trinity Kitchen must overcome in order to reach its objectives, by analysing their strengths and weaknesses and predict both strategic and tactical initiatives. (Fleisher and Bensoussan, 2007).
The selected competitors of Trinity Kitchen, being analysed, Nandos and WOKON, are on fairly different scales; Nandos being a global chain whereas WOKON is independently owned, this will help to give a wide insight into a variety of digital activities of both small, and large competitors. The key elements of each competitor are:
Table 1: Competitor Analysis Overview (see Appendix 1, section 1.2.2.)
Nandos WOKON No paid visibility Good use of visual branding on website Range of online social share buttons Social media presence High social visibility: 4,371,894 High traffic: 107,376 SEO visibility: 973
No paid visibility Good use of visual branding on website Range of online social share buttons Social media presence Low social visibility: 2,921 Low traffic: 46 SEO visibility: 0
However Trinity Kitchen opened in autumn 2013, and already has a large, increasing, digital presence, almost on par with Nandos, a global chain, within a matter of months.
Further competitor analysis: (see Appendix 1, section 1.2.2)
2.1.2.1 SEO (Search Engine Optimization) Marketing
Trinity Kitchen currently has the mid SEO visibility of the three. As Trinity Kitchen only established in autumn 2013, it has quickly managed to establish a digital presence higher than that of its competitors. This therefore shows that they are also still increasing their SEO visibility (See Appendix 1, 1.3.2), whereas Nandos, although somewhat recovered have seen a decrease in SEO visibility in the same time span, and WOKON although they have a SEO visibility score of 0, do show a fluctuating gradient (Suite, 2014). As WOKON have a social visibility score of 0, it cannot be
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determined how they distribute their keywords, and however it can be assumed that they do not purposely create them.
Further competitor analysis: (see Appendix 1, section 1.3.1)
2.1.2.2 Website/Content
Both Nandos and WOKON both have social share buttons, which allows for easy travel between digital activities, which makes it easy to “strike while the iron is hot”, and encourage the audience to share or network at the moment of consuming the content. This will increase shares, likes, tweets and pins culminating in increase social visibility and ultimately increasing their online presence (Garner, 2012). Although there is a social share button on the Trinity Kitchen website, as it is part of the Trinity Shopping Centre website, they link to the Trinity Shopping Centre social media pages.
Waldow and Falls (2013) suggest that email sign up should be the most prominent call-to-action on any website. All three websites have easy access to emails signups for promotions, news and offers which are easily accessed. However Trinity Kitchen’s email signup, similar to the social share buttons, are sign-ups for the Trinity Shopping Centre, which could deter those who do not wish to receive emails about other industries with the Centre. (See appendix 1, section 1.2.2)
2.1.2.3 Social
As WOKON have a social visibility score of 0, they are of no competitive threat in this instance; however Nandos as a global chain have a grand score of 4,371,894. Although Trinity Kitchen’s social visibility score is a fraction of Nandos, at 31,529, they were only established in autumn 2013, showing the generation of popularity and activity on major social networks (see appendix 1, section 1.3.2.3)
Both WOKON and Nandos have their own Facebook and Twitter sites, with links via social share buttons on their websites, enabling consumers to share, like, tweet and pin culminating in increase social visibility and ultimately increasing their online presence (Garner, 2012) However although Trinity Kitchen have the social share buttons, they direct the consumer to the Trinity Shopping Centre social sites, which will lose possible direct interactions with Trinity Kitchen. Although WOKON has social share buttons on the web page, the Facebook link is broken; this also creates a loss in interaction between the consumer and the company.
2.2 Macro Environment
The macro environment, sometimes referred to as ‘the remote environment’, consists of five key forces, which can significantly affect organisational success; Political, Economical, Technological, Environmental and Legal. (Chaffey, Ellis-Chadwick and Chaffey, 2012).
Table 2: Macro Environment (see Appendix 1, section 1.1 for more details)
Notes PESTEL Factors
Potential Impacts
Implications &
ImportancePolitical
EconomicalH = High
M= Time
Frame:Type:
Opportunity Implication: Increasing
Relative Importance:
5
TechnologicalEnvironmental
Legal
MediumL = Low
U = Undecide
d
ShortMedium
Long
or Threat ReducingNot Yet
Determined
H=HighM=Medium
L=Low
Increase in technology
(Tablet, smartphones)
Technological Medium Long Opportunity Increasing High
Licence for 4G
Political Medium Medium Opportunity Not yet Determined
Medium
European privacy laws
Political Low Medium Threat Not yet Determined
Low
Household spending drops 2%
Economic Medium Long Threat Reducing Medium
23% of UK households
have no access to the
internet
Socio-cultural Low Long Threat Reducing Low
14% increase in mobile internet
usage
Technological Medium Long Opportunity Increasing Medium
Google Wallet Technological Low Medium Opportunity Increasing LowIncrease in
digital channels
Technological Medium Long Opportunity Increasing Medium
‘copycat’ websites
Legal Low Short Threat Not yet determined
Low
Increase in consumer
rights (online)
Legal Low Long Threat Not yet determined
Low
Online Spamming
Environmental Medium Long Threat Not yet determined
Low
2.3 TOWS Analysis
A ‘TOWS’ analysis will link and summarise the strengths, weaknesses, opportunities and threats of the SWOT analysis (see Appendix 1, section 1.4) However external and internal environments are dynamic, and some factors may change over time, therefore evaluation of these factors should be continuous; TOWS analysis of the past, and continue with analysis of the present. (Koontz, O'Donnell and Koontz, 1974)
Table 3: TOWS Analysis (see Appendix 1, section 1.4 for more information)
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TOWS Analysis Strengths (Internal)1. 14% increase in mobileusers2. Increase in technology(Tablet, Smartphone)3. 80% of target audienceuse smartphones4. Increase in SEO visibility5. Increase in keywordrankings, due to link with Trinity Shopping Centre6. High traffic rating7. Good use of hashtags
Weaknesses (Internal)1. Keyword industry toodiverse, not enough focus on food2. 23% of households lackinternet access3. Lack of direct social shareButtons4. Lack of direct email sign up5. Lack of social mediaUpdates6. No pay per click media7. No individual Twitter pagefor Trinity Kitchen
Opportunities (External)1. Licence for 4G network, aimed at 99% of population2. Increased privacy laws, consumers feel safer on the internet3. New technology: Near Field Communications (NFC) expands the ability of purchasing4. Minority populations become heavy users of electronic devices
SO Strategies
Create individual social media presence and conjoined yet separate to Trinity Shopping
Centre(S4, S5, S7 – O1, O4)
Use Google Wallet to allow online purchasing at the POS
(S1, S2, S3 – O3)
WO Strategies
Focus on m-commerce as mobile internet users increase faster than
home internet users(W2 – O1, O4)
Focus on individual online presence, separate to Trinity Kitchen; email,
social media(W3, W4, W5, W7 – O1, O4)
Threats (External)1. Privacy laws may affect theamount of data collected online2. Household spending drops2%3. Competitors haveindividual websites; whilst Trinity Kitchen remains part of Trinity Shopping Centre4. Competitors use onlinesales promotion, whereas Trinity Kitchen does not5. Lack of own Twitter page
ST Strategies
Continue as part of Trinity Shopping Centre, to maintain
SEO visibility and keyword rankings, but create individual
online presence: website, social media
(S11, S12 – T3, T5)
WT Strategies
Through the use of an increase in independent social media; Twitter,
trends, pins, shares and likes, to implement the use of online sales
promotion(W3, W5, W7 – T4, T5
Through the use of the TOWS analysis, a set of digital marketing focussed aims and objectives can be produced; this will be incorporated with the original marketing plan purpose (see section 1.3)
3.0 Digital Marketing Objectives
Using information gathered from the macro and micro environmental analysis and TOWS analysis, digital marketing objectives for Trinity Kitchen have been created. These objectives must be SMART (Specific, Measureable, Attainable, Realist and Time), this SMART test will ensure that the objectives are well-defined and to minimize misinterpretation (Richman, 2006)
Objective 1:
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To create and improve individual social media presence, separate to that of Trinity Shopping Centre, and create the Trinity Kitchen App, ultimately increasing social visibility to 6,000+, within the next 6 months.
1. Create individual Twitter Account
Trinity Kitchen does not currently hold their own Twitter account; their only presence on Twitter is the Trinity Shopping Centre hashtags (#trinitykitchen). Although this is a common trend, the implementation of their own individual site will increase the social media following lead to an increase in social visibility.
2. Pre-approved updates to allow for constant social presence
Trinity Kitchen needs to create pre-approve updates, as they lack social media content updates (see Appendix 1, section 1.3.3.2). This is a more efficient way to increase social media presence, as it saves individual research each time content is needed; this should be done weekly to ensure that the content is up to date. (IAG Blogs, 2014).
3. Trinity Kitchen ‘App’
With the increase of digital marketing, organisations need to ensure that they are using the right platforms. Not all consumers will go straight for the web browser, but instead turn to an App for information, guidance and promotions. As these Apps become integrated and allow users to sign up using Facebook and Twitter, it gives the organisation the power to share on the users’ wall. (Evans, 2010) This will help to work towards the aim of increasing social visibility to 6,000+ in the next 6 months.
Objective 2:
To create an individual website for Trinity Kitchen, allowing for specific social share buttons, email sign ups and create its own online presence, within the next 6 months.
1. Website
The creation of their own website will not take away from their SEO visibility as they will still have the links, and it doesn’t matter where the links originate (Schrenk, 2006) However the creation of their own website will help to differentiate them from the other restaurants and bars in trinity, help to focus on the food industry in relation to keywords, and allow for the implementation of social share buttons and email sign ups.
2. Social share buttons
Although there is a social share button on the Trinity Kitchen website, as it is part of the Trinity Shopping Centre website, they link to the Trinity Shopping Centre social media pages. Once the individual website and Twitter page has been created, social share links to Facebook and Twitter can be implemented; this will create easy travel throughout digital platforms.
3. Email sign ups
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As with social share buttons, once an individual website is created for Trinity Kitchen, it will allow for email sign ups solely for the purpose of Trinity Kitchen. This may increase the amount of email signups as it is more specific, there is less risk for the consumer of spam. It also allows for more detailed email marketing and promotions.
Objective 3:
To increase m-commerce through the use of online promotions, mobile purchasing (Google Wallet, Pay Pal), within the next 6 months
1. Contactless Payment
With the introduction of Near Field Communications (NFC) it gives consumers access to their bank accounts through software such as the Google Wallet. This allows for sales promotion and contactless purchasing through the Google Wallet, allowing consumers to pay via digital format, in store. Through the use of promotions via these NFC tools, it will allow Trinity Kitchen to send promotions instantly via mobiles, and with 80% of the target market owning smart phones, this will allow direct contact with them (see Appendix 1, section 1.2.1).
3.1 SMART Objectives
Objective Specific Measureable Achievable
Realistic Timing
1. To createand improve individual
1. Create separate social media from Trinity Shopping
This is measurable, by using ‘Search
Yes This is relevant to the company, as the target
The Twitter page and App will be created by
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social media presence
Centre2. Increase social visibility to 6,000+3. Create the Trinity Kitchen App
Metrics’ to monitor the increase in social visibility. (Suite, 2014)
audience, aged 18-24 increasingly use social media
14/06/14, to run for the whole 6 month plan. The social visibility will be monitored throughout, but shall reach 6,000 by 01/12/14
2. To createan individual website for Trinity Kitchen
1. Maintain linkwith Trinity Shopping Centre, to maintain keyword rankings2. Individualsocial share buttons3. Individualemail sign up4. Increase SEOvisibility5. Increasefocus on the food industry in relation to keywords
This is measurable as SEO visibility and keyword rankings can be monitored using ‘Search Metrics’. The email and social share buttons can be measured by the increase in likes, comments and shares. (Suite, 2014)
Yes This is relevant to the company as all objectives will help to achieve an increase in digital activity.
The individual website will be created by 21/06/14, to run for the majority of the 6 month plan. The rest will be monitored throughout, but shall be evaluated using search metrics by 01/12/14
3. Toincrease m-commerce
1. Online promotions2. mobile purchasing (Google Wallet, Pay Pal)
This is measurable by the number of online promotion and mobile purchasing used.
Yes This is relevant as it makes it easier, and gives more incentive for consumers to purchase.
The promotions will use a pulsing strategy throughout the 6 months. Each will be evaluated at the end of the 6 months; 01/12/14
3.2 5S’s
A significant challenge for digital marketing is that there are going to be many different measures that will have to be grouped to be meaningful. The categorisation
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of the aforementioned objectives into groups will help to identify suitable objectives. The 5S framework of sell, speak, serve, save and sizzle provides a simple framework for this. (Chaffey, 2000)
Sell: Objective 3
As a ‘pop up’ food store, consumers are unable to purchase online, however objective 3, states that with the implementation of Near Field Communications (NFC), as software such as Google Wallet and PayPal, consumers will be able to pay online for their products even in an offline sale.
Speak: Objective 1
As the key target market is aged 18-24, social media is an important part of the digital marketing plan. The individual Twitter account and pre-approved content up-dates will aim to create an ongoing and social presence. As consumers opt for Apps over the conventional web browser, The
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Trinity Kitchen App will also seek to link this information with Facebook and Twitter apps, making it easier to ‘strike while the iron is hot’.
Serve: Objective 1 & 2
With an individual website, social media and email it will make it easier for consumers to directly contact Trinity Kitchen, meaning a better service to its customers.
Save: Objective 2
Although differentiating itself from Trinity Shopping centre in relation to social media and their website, the link with Trinity Shopping Centre will share costs, making the digital activities of Trinity Kitchen must cheaper.
Sizzle: Objective
Through the use of Near Field Communications (NFC) promotions can be used in conjunction with online payment methods to offer instant discounts; something that competitors are not offering.
3.3 8P’s: Objectives
The table below highlights where the “8 P’s” marketing mix have been identified within the three main objectives for Trinity Kitchen:
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Table 3: 8 P’s marketing mix
Marketing Objective 1 Marketing Objective 2 Marketing Objective 3Product X
Price XPromotion X X
PlaceProcess X X X
Performance X XPeople
Philosophy X X(See section 3.4 for details on new objectives)
4.0 Strategy
4.1 RACE
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As a digital marketing plan, the framework followed in this instance is RACE; Reach, Act, Convert and Engage. This helps companies to take best advantage of opportunities available from digital marketing. (Chaffey, 2014) In order to implement this strategy the current segmentation, targeting and positioning (STP) must be identified.
Reach - build awareness on other sites
Act - engage audience with brand
Convert - achieve conversion to marketing goals
Engage - build customer and fan relationships
As the keyword and back link rankings are high (see Appendix 1, section 1.3.2.1), the ‘reach’ section of RACE is fairly stable, meaning that the objectives should be focused on Act, Convert and Engage. (Chaffey, 2014)
4.2 Online Value Proposition
The online value proposition is the customer value proposition, the online unique selling point. It is important to clearly communicate online experiences and content Trinity Kitchen can offer for each site, app and social media. Content marketing is core to this as shown below:
This shows the importance of content marketing, and the need for clear communication across all platforms. Therefore the individual website and Twitter for Trinity Kitchen, and the pre-approved content will help to ensure that the content is easily understood by the consumer.
4.3 Segmentation Targeting Positioning (STP)
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Audience use of digital and social media > Personas
Commercial goals > Customer
engagement > OVP> Marketing Mix
Branded Content
MarketingStrategy
IntegratedMarketing
CommunicationsStrategy
IntegratedDigital platform tactics and tools
Marketers need to know the wants and needs of their customers, so that they are able to provide products and services to satisfy them. (Strydom, 2004) This makes the STP process; segmentation, targeting and positioning, a vital part of a digital marketing plan.
4.3.1 Segmentation
According to the MOSAIC UK groups and types, demographic, it can be assumed that Trinity Kitchen’s target market is 38.57% of the UK.
4.3.2 Targeting
As there are not many statistical reports on ‘pop up shops’ as of yet, we can assume a similar demographic as the ‘fast food outlet’ culture; The majority (58%) of UK 16-24 year olds have declared ‘Fast Food Outlets’ as their most popular visited venues for lunch (Mintel, 2014) The customer group identified to be focused on for this report will be the ‘Rental Hubs’ category; 061: Career Builders, 062: Central Pulse, 066: Student Scene (Experian.co.uk, 2014). (See section 2.1.2) As almost 80% of 18-34 year old owns smartphones, and almost 50% of those aged 25-44 own a tablet (Mintel, 2014) this target market is ideal to be targeted through digital activates.
4.3.3 Positioning
Competitive positioning involves the identification of competitors, in the same market, target segments or niches, to develop a company’s own positioning. (Hooley, Saunders and Piercy, 2004)
Through the use increase use of social media and digital platforms, it will increase online value proposition (see section 4.2). This help to increase brand values and aim to generate a more positive consumer perception. It is essential the social media and digital platforms reflect Trinity Kitchen’s attitudes and values in a way that differentiates them from their competitors, and the content will help to complete the RACE framework (see section 4.2)
Below is a perceptual map highlighting Trinity Kitchen’s position in relation to its identified competitors: WOKON and Nandos.
5.0 Tactics
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5.1 8 P’s
The marketing mix variables are key decisions a company take to ensure they satisfy their customers and remain profitable (Pride, 2011) Therefore it is important that the recommendations given to Trinity Kitchen follow these variables.
5.1.1 Recommendations
Recommendation 1
To create and improve individual social media presence, separate to that of Trinity Shopping Centre, ultimately increasing social visibility to 6,000+, within the next 6 months. (See section 3.0)
Product: Trinity Kitchen needs to ensure that they stay whilst expanding their online presence and social media activities, that they maintain their standard of customer service.
Promotion: By creating an individual Twitter Account it allows for external communications, such as word of mouth, using social media platforms. Users can tweet, re-tweet and favourite Trinity Kitchen, which will increase their social visibility.
Process: As consumers turn to Apps before the conventional web browser, it is important for Trinity Kitchen to create an App to ensure that the process is the most suitable for the consumer.
Physical Evidence: The new Twitter account, as described above, will create physical evidence. Social media activities, such as the integration of online and offline marketing, swapping free samples and promotions in return for social media posts, will also gain physical evidence.
Recommendation 2
To create an individual website for Trinity Kitchen, keeping the link with Trinity Shopping Centre to maintain keyword rankings and SEO visibility, but allowing for specific social share buttons, email sign ups and create its own online presence. (See section 3.0)
Physical Evidence: The creation of a new website for Trinity Kitchen will allow them to use their own email sign ups and social share buttons. This will help to focus the keyword rankings on the food industry, and weighted so much on the other industries within Trinity Shopping Centre. However, the links between Trinity Kitchen and Trinity Shopping Centre need to be kept to maintain keyword rankings, back links and SEO visibility.
Process: By having social share buttons that are directly linked to Trinity Kitchen’s social media it makes it easier for the consumer to move from one platform to another. This is important in terms of ‘striking when the iron is hot’ as consumers will not search for the social media sites, they need to be present on the website.
Promotion: The implementation of individual email sign-ups for Trinity Kitchen makes it easier to create more personal email marketing for each customer; as they have signed up to Trinity Kitchen and not just Trinity Shopping centre, all food promotions, news and information can be directed at them, with promise for a higher response rate.
Recommendation 3:
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To increase m-commerce through the use of online promotions, mobile purchasing (Google Wallet, Pay Pal) and the development of a Trinity Kitchen ‘App’, within the next 6 months
Process: The introduction of Near Field Communications (NFC) allows customers to pay online, when purchasing in an offline environment. This will increase the capacity for consumers to pay when visiting Trinity Kitchen, which leads onto promotion.
Promotion: The Google Wallet for instance, NFC software, also allows for promotions whilst paying with this service. This creates an urgent need for the product and will therefore increase sales.
Table 5: Usage of 8 P’s in recommendations
Recommendation 1 Recommendation 2 Recommendation 3Product X
PricePromotion X X X
PlacePeopleProcess X X XPhysical Evidence
X X
Productivity
6.0 GANTT Chart
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7.0 Control & Measurement
Marketing performance analytics is essential for Trinity Kitchen to deliver better results and bigger returns. It allows the capability to measure and justify the impact of the digital marketing activity efforts on the bottom line. (IBM, 2014) As Trinity Kitchen aim towards increasing their online presence as an individual entity, separate to that of Trinity Shopping Centre, they need to ensure that the appropriate measurement guidelines are in place to optimize planning, budgeting and execution. (IBM, 2014)
Website analytics/explorer tools such as Search Metrics, Majestic SEO and PageRank Status will be used to measure the following:
- SEO Visibility- Backlink Profile: to see what new sites have been linking back to Greggs.co.uk, determining if
they were ethically acquired (through Content Marketing) and to see the value of the inbound link
- Google PageRank
These will be measured on a weekly basis, particularly because Search Metrics SEO Visibility crawls and returns data from sites based on a week’s collection and determines whether there’s been an increase or decrease from p.
Objective 1
Website analytics tools such as Search Metrics, Majestic SEO and PageRank Status, as well as social media measurement such as (Howsociable.com, 2014) will be used to analyse and measure the following:
Social visibility score Individual social visibility: Facebook and Twitter Backlink profile: see what new sites have been linking to Trinity Kitchen, and evaluating the
progress into focussing on the food industry Number of tweets, shares, likes and comments on Facebook and Twitter: since new
implemented individual Twitter account Monitor mobile App usage
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Objective 2
Search Metrics will be used to analyse:
Trinity Kitchen individual website SEO visibility Keyword rankings Backlinks
Google analytics will be used to analyse:
Email sign ups Social share buttons
Objective 3
Google analytics will be used as the Google Wallet is a main aspect of this objective:
Google Wallet API Google Wallet instant buy API Google Wallet object API Google Wallet for digital goods API
These objectives will be monitored on a weekly basis, in particular as the Search Metrics Tools such as SEO and social visibility, keyword rankings and backlinks are performed on a weekly basis. This makes it easy to collect and determine through a systematic approach.
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8.0 Bibliography
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9.0 Appendix
1.0 Context Analysis
This paper will be comprised of a SOSTAC situation analysis, SOSTAC stands for
Situation – where are we now? Objectives – where do we want to be? Strategy – how do we get there? Tactics – how exactly do we get there? Action – what is our plan? Control – did we get there?
The current situation of Trinity kitchen will therefore be determined using a mixture of macro and micro environmental analysis, and an internal analysis.
1.1 Macro Environment
1.1.1 Political In 2013 parliament passed the licence for Ofcom to auction of spectrum to allow the new roll-out
of 4G, this was aimed to cover 99% of the population, without subjecting them to an undue level of cost. This will be extremely beneficial to the company in relation to digital marketing as, using mobile internet becomes faster and easier, with no undue change in cost. (UK Parliament, 2014)
“Britain seeks opt-out of new European social media privacy laws” this will allow social media users to be in control of their personal data; this is called the “right to be forgotten”, in the data protection regulation. (Bowcott, 2013) This will affect digital marketing as there will be less data available through social media; however it could also give consumers confidence to share data, knowing that they have the power to retract.
1.1.2 Economic In the fourth quarter of 2008, household spending dropped 2% which was the first fall in
household spending since 1968; and it continued to fall. Although the economy has begun to recover from the recession, consumers are still wary when it comes to spending. This will directly affect the digital marketing of trinity, as they need to ensure that they are using persuasive and cost effective sales promotion to entice money conscious consumers. (Ons.gov.uk, 2014)
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1.1.3 Socio-cultural There is a vast cultural diversity, in relation to digital marketing; in the UK, 23% of households do
not have internet connection, therefore they are in danger of being left behind as banks, retailers and many consumers increasingly turn to mobile devise in almost every aspect of their daily life. (Chaffey, Ellis-Chadwick and Chaffey, 2012) this will effect digital marketing activities as it means that this market cannot be reached.
Due to cultural differences, not all organisations report positive impacts from digital technologies, such as; museums, in particular relation to revenue and audience development.
1.1.4 Technological There has been a huge increase in the amount of people accessing the internet on their phone;
the national statistics survey (2011) showed a 14% increase in usage, from the previous year. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
In the UK, 77% of households have access to the internet, which have turned to online banking, and retailers. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
The newest category, establishing itself in the UK is contactless payment, through the use of Near Field Communications (NFC) For example, Google have the google wallet, which allows for sales promotion and purchasing through the google wallet. This is estimated to reach total payments of $50 billion by 2014. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
Pay Pal is another example of online payment solution, which provides safe online purchasing; the online service ensures that bank details are not sent to the retailers. (Paypal.com, 2014)
1.1.5 Legal A recent report shows the efforts they are taking to minimise copycat websites. Although
monitored by the advertising standards agency, they do not have the power to take action, meaning that it is an increasingly common practice. (Asa.org.uk, 2014)
1.1.6 Environmental Although digital marketing may have a reduced carbon footprint, due to the negation of print
advertising, however it will still have environmental impacts. With the rise in social media such as; twitter, Facebook, Instagram, and email marketing consumers are being constantly spammed by online retailers and organisation. As well as this they are at risk of personal information being shared online, these are corporate social responsibility issues effect the community surrounding trinity kitchen and need to be ensured that they are careful not to cross boundaries. (Figarodigital.co.uk, 2014)
1.2 Micro environmental
1.2.1 Customer analysis
As trinity kitchen has a ‘pop up shop’ culture, with changing monthly venues it creates urgency to the consumer. This widens the target market as it relies more heavily on footfall, and physical features to entice the customer to each stall. (Swipely.com, 2014)
The forever changing mix of street food retailers opens up the target market; different cultures and tastes interested in each food retailer.
According to MOSAIC UK groups and types, demographic, it can be assumed that trinity kitchen’s target market consists of 38.57% of the UK. (Experian.co.uk, 2014)
Although ‘pop up shops’ are not generally associated with the stigma of ‘fast food’ they can be classed in the same category. The majority (58%) of UK 16-24 year olds have declared ‘Fast Food Outlets’ as their most popular visited venues for lunch (Mintel, 2014)
Since the majority of trinity kitchen’s target market are aged 16-24, it is essential to understand what digital platforms they use;
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o 2011 saw the strongest growth in recent years for the purchase of mobiles, (Mintel, 2014), as well as tablets in those aged 18-34. (Mintel, 2014)
o Almost 80% of 18-34 year old owns smartphones, and almost 50% of those aged 25-44 own a tablet. (Mintel, 2014)
o Minority populations are becoming heavy users of electronic devices and their populations are growing (Mintel, 2014)
This shows that Trinity Kitchen’s current target market are becoming increasingly active on digital platforms, therefore this is a key communication for them. As there is also an increase in minority population’s online presence, this creates a potential new market to contact through digital marketing.
1.2.2 Competitor analysis
As there are no other ‘pop up shop’ retailers in the centre of Leeds, similar up market ‘fast food’ establishments will be used to complete a competitor analysis. Burger King
1.2.2.1 WOKON (www.wokon.com)
Website:o Good use of visual branding, to ensure the consumers they are on the right
website. o Use of pricing promotions and special offerso Range of onsite social share buttons – Twitter, Facebook – although the link
to Facebook is broken.o Easy access to email signups for promotions, news and offers
Social Media:
(Howsociable.com, 2014) gave WOKON a magnitude score of 2/10 between the 05/05/14-12/05/14
o Twitter: https://twitter.com/wokonnoodles 1,558 followers Link to Facebook account Information of nearest restaurant Poor use of hash tags, which allows for trends to develop
o Facebook:https://www.facebook.com/pages/Wokon-Noodle-Bar/162333457115757
The Facebook site name on WOKON’s website and Twitter is a broken page, and the page is unavailable.
Another page, created by visitors who tag themselves there, has 114 likes, and 2,102 people have tagged themselves there.
o SEO: (Suite, 2014)
Traffic of 46 in the time period: 31/10/13-01/05/14
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They have no paid visibility They have a social visibility of 2,921 SEO visibility score of 0
1.2.2.2 Nandos ( http://www.nandos.co.uk/leeds )
Website:o Good use of visual stimulus; moving images – to show more promotionso They have one social share button – Twittero Easy access to email signups for promotions, news and offerso A range of visible sales promotion and offers
Social Media:
(Howsociable.com, 2014) gave Nandos a magnitude score of 5.5/10 between the 05/05/14-12/05/14
o Twitter: https://twitter.com/NandosUK 1.35M followers Good use of hash tags, for example #wingroulette and #fingerselfie,
which is a promotion of theirs at the moment, this will lead to trends Consistent style as the website Link to website
o Facebook: 2,753,185 likes Continuous visual theme with twitter and website At least one post per day, maintaining their online presence Nandos Trinity (in the same outlet as Trinity Kitchen) has 337 likes,
and 1,656 people checked in there.o SEO: (Suite, 2014)
Traffic of 107,376 in the time period: 31/10/13-01/05/14
They have no paid visibility They have a social visibility of 4,371,894 SEO visibility score of 973
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1.3 Internal analysis
Trinity Kitchen’s website and other digital activities will be analysed in order to assess its current strengths and weaknesses in relation to digital marketing.
1.3.1 Current Digital Activity
Industry Spread (SearchMetrics, 2014)
The industry spread refers to the backlinks connected with Trinity Leeds, through the use of keywords, these can be web pages, and directory’s or top level domains. This can help to show popularity and trends of cultural or semantic interest. These have then been categorised into industry sectors, the percentage of key words are shown in the pie chart below:
As expected the industry sector that holds the majority of the keywords linking to Trinity Kitchen is “food”, followed closely by media/events.
Figure 1: industry spread
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Figure 3 – Trinity Kitchen Keyword Industry SpreadFood: 18.81%; Media – Events: 12.75%; Home – Garden: 10.98%; Gifts – Occasions: 10.64%; Apparel: 10.64%. Travel – Tourism: 8.56%; Sports – Fitness: 5.22%; Consumer Electronics: 4.53%; Health: 3.81%; Other: 14.06%.
1.3.2 Strengths
1.3.2.1 SEO visibility SEO visibility involves search volume and the positioning of ranking keywords. Since Trinity Kitchen opened in autumn 2013, it has shown a positive influx of SEO visibility, as shown below, with a SEO visibility rating of 8,094. This is due to the number of organic keywords, returned by sites such as Google. (The Guardian, 2014)
Figure 2: SEO Visibility
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1.3.2.2 Website
The website for Trinity Kitchen, as it is located in a shopping centre, is merely a section on the ‘Trinity shopping centre’ website. This makes it look less important as it is not a single entity, and comes under the Trinity umbrella, instead of an individual brand. However, as the Trinity website has various links to other food and drink, retailers and websites in increases the keyword rankings. As shown below, the top 10 keyword rankings are all denominations from the Trinity shopping centre website. (SearchMetrics, 2014) There are also Range of onsite social share buttons; Twitter, Facebook and YouTube.
Figure 3: keyword traffic
1.3.2.3 Social
(Howsociable.com, 2014) gave Trinity kitchen a magnitude score of 1.9/10 between the 05/05/14-12/05/14
Twitter:o Although Trinity Kitchen does not have their own twitter, Trinity shopping center
and the pop up shops hash tag: #trinitykitchen, resulting in trends on Twitter.
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Facebook: (https://www.facebook.com/TrinityKitchen?ref=br_tf)o 1,093 likeso They tend to only post when there is an event, making their online presence un-
regular, this needs to change in order to create a solid online presence.o 12,266 have checked in online, at Trinity Kitchen
SEO: (Suite, 2014)o Traffic of 17,840 (top 5 keyword rankings) in the time period: 31/10/13-01/05/14o Social Visibility score of: 31,529o SEO Visibility score of: 8,094
1.3.3 Weaknesses 1.3.3.1 Website:
The website for Trinity Kitchen, as it is located in a shopping centre, is merely a section on the ‘Trinity shopping centre’ website. This makes it look less important as it is not a single entity, and comes under the Trinity umbrella, instead of an individual brand.
They currently have no pay per click media; this would enhance their targeting, as it is a cost-effective way to target consumers who are currently interested in a product or service offered by Trinity Kitchen. (Technically Marketing, 2014)
Each individual restaurant page is the same, and has no character; this makes it harder to distinguish between the restaurants. (Trinityleeds.com, 2014)
The links on the website to social media are not to ‘Trinity Kitchen’ social media sites, rather to the Trinity Shopping Centre, so there is no direct link between the Trinity Kitchen section of the domain and the social media platforms. (Trinityleeds.com, 2014)
1.3.3.2 Social: Twitter:
o There is no separate twitter page for Trinity Kitchen, although it is trended through Trinity Shopping Centre, through the use of hash tags, #trinitykitchen, if they were to have their own twitter page it would create a higher online presence and interaction with consumers, leading to even higher trends
o The last post on Trinity Kitchen’s Facebook page was 20/03/14, they tend to only post on Facebook when there is an event, and this does not maintain a constant online presence, which is needed to create a solid online presence.
1.3.3.3 Industry (Keyword) Spread
Although the industry sector that holds the majority of the keywords linking to Trinity Kitchen is “food”, this is followed closely by other industries such as; media, home-garden, apparel, and other. Although this could be due to the Trinity Kitchen website being part of the Trinity Shopping centre website, it shows that the keywords aren’t targeting or dominating the “food” industry. (Suite, 2014)
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1.4 SWOT analysis
Strengths Weaknesses Huge increase in the amount of people
accessing the internet on their phone; showing a 14% increase in usage in 2011. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
77% of UK households have access to the internet. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
Increase in technology has led to the decrease in prices for computers, phones and tablets, making them easier to purchase, leading to an increase in e-commerce and m-commerce. (Macro environmental forces, 2013)
The main target market of Trinity Kitchen is aged 16-24. As 80% of 18-34 years olds own smart phones, it makes it increasingly easy to contact the target market through digital marketing. (Mintel, 2014)
Trinity Kitchen have had a vast increase in their SEO visibility since opening in Autumn 2013 and have a SEO visibility rating of 7,893 (the Guardian, 2014)
With the Trinity Kitchen website being part of the Trinity Shopping centre website, it has increase the keyword rankings substantially, and increased traffic through the other related trinity retailers.
Although Trinity Kitchen does not have their own twitter, Trinity shopping center and the pop up shops hash tag: #trinitykitchen, resulting in trends on Twitter
Traffic of 17,840 (top 5 keyword rankings) in the time period: 31/10/13-01/05/14
23% of UK households do not have access to the internet, meaning that this target market is missed by any digital marketing activities. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
The social media links on the Trinity Kitchen website, do not link to the Trinity Kitchen social media platforms, but the Trinity shopping centre.
Lack of visual stimulus on the website, whereas Nandos have moving imagery for sales promotion and information, Trinity have a very standard layout for each restaurant.
There is no individual sign up to newsletters, events or promotions for Trinity Kitchen, only the Trinity Shopping centre.
Although there is a logo for Trinity Kitchen, they do not have a consistent layout, so it is no always clear that social media platforms are related.
The last post on Trinity Kitchen’s Facebook page was 20/03/14, they tend to only post on Facebook when there is an event, and this does not maintain a constant online presence, which is needed to create a solid online presence.
They currently have no pay per click media; this would enhance their targeting, as it is a cost-effective way to target consumers who are currently interested in a product or service offered by Trinity Kitchen. (Technically Marketing, 2014)
Each individual restaurant page is the same, and has no character; this makes it harder to distinguish between the restaurants. (Trinityleeds.com, 2014)
There is no separate twitter page for Trinity Kitchen, although it is trended through Trinity Shopping Centre, through the use of hash tags, #trinitykitchen, if they were to have their own twitter page it would create a higher online presence and interaction with consumers, leading to even higher trends
Opportunities Threats In 2013 parliament passed the licence for
4G, aimed at 99% of the population. This Privacy laws could affect the amount of data
collected online, as consumers will gain the
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makes access to the internet faster and easier for consumers, without an undue price rise. Allowing for an increase in communications via m-commerce and digital marketing. (UK Parliament, 2014)
As government brings in new privacy laws online, it will improve public safety, which will ease consumer activities online, and lead to an increase in usage (Telegraph, 2012)
New technology, Near Field Communications (NFC) expands the ability of purchasing online; such as the Google Wallet and Pay Pal. (Chaffey, Ellis-Chadwick and Chaffey, 2012)
Minority populations are becoming heavy users of electronic devices, this opens up a new potential market to be communicated through digital marketing activities. (Mintel, 2014)
right to remove their personal information permanently online. (Bowcott, 2013)
In 2008 household spending dropped 2%, the first fall since 1968, due to the recession, this will effect Trinity as consumer become more money conscious(Ons.gov.uk, 2014)
Key competitors; Nandos and WOKON, have their own unique website, whereas Trinity Kitchen has a section on the Trinity Shopping website, making it a longer process to search.
The key competitors also use sales promotion through their website and social media, whereas Trinity Kitchen does not, this could entice customers away.
Nandos have a very up to date Twitter page that has high trending promotions that could take business away from Trinity, as they do not have their own Twitter page.
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