Vadim-Ussoltsev-Module6-Final Task

DIGITAL MARKETING
CAPSTONE
VADIM USSOLTSEV
MAY 2020
1 DIGITAL MARKETING CAPSTONE
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................................... 2
1. CLIENT ANALYSIS ........................................................................................................................................ 3
1.1 OVERVIEW ............................................................................................................................................... 3
1.1.1 Overview and business model ........................................................................................................ 3
1.1.2 Growth model ................................................................................................................................... 3
1.2 MAINTENANCE, REPAIR, AND OPERATION (MRO) INDUSTRY IN THE NORTH AMERICAN
REGION .......................................................................................................................................................... 3
1.2.1 Overview ............................................................................................................................................ 3
1.2.2 Major characteristics and trends .................................................................................................... 4
1.2.3 Major players .................................................................................................................................... 4
1.3 OVERVIEW ............................................................................................................................................... 6
1.3.1 Audience ........................................................................................................................................... 6
1.3.2 Primary audience ............................................................................................................................. 6
1.3.3 Secondary audience ........................................................................................................................ 7
1.4 SWOT ANALYSIS ..................................................................................................................................... 7
1.5 OVERLAPS BETWEEN BOSCH AND BOSCH POWER TOOLS BRAND IMAGE ................................. 7
1.6 SOCIAL MEDIA PRESENCE .................................................................................................................... 7
2. PROBLEM STATEMENT ............................................................................................................................. 10
3. CONSUMER DECISION JOURNEY ............................................................................................................ 11
3.1 SCENARIOS ........................................................................................................................................... 11
3.2 SCENARIOS MAPPING.......................................................................................................................... 11
3.3 CUSTOMERS CONCERNS .................................................................................................................... 11
3.4 ANALYSIS MAPPING ............................................................................................................................. 12
3.5 BUSINESS OBJECTIVES ....................................................................................................................... 12
3.6 PLANNING DOCUMENT ........................................................................................................................ 12
4. DATA COLLECTION AND ANALYSIS ........................................................................................................ 13
4.1 DATA COLLECTION ............................................................................................................................... 13
4.2 KPIs ......................................................................................................................................................... 13
4.3 BIASES.................................................................................................................................................... 13
4.4 DATA ANALYSIS AND BENCHMARKS ................................................................................................. 14
5. CHANNEL STRATEGY ................................................................................................................................ 16
5.1 EMAIL AND DISPLAY CAMPAIGNS ...................................................................................................... 16
5.2 LIST OF RECOMMENDATIONS ............................................................................................................ 18
6. TEST AND CONTROL PLAN ....................................................................................................................... 19
7. WORD COUNT ............................................................................................................................................. 23
8. CITATIONS ................................................................................................................................................... 23
VADIM USSOLTSEV 2020

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.

1. CLIENT ANALYSIS
1.1 OVERVIEW
1.1.1 Overview and business model
W.W. Grainger, Inc. is a broad line, business-to-business distributor of maintenance, repair and
operating (MRO) supplies and other related products and services. More than 3.5 million businesses
and institutions worldwide rely on Grainger for products in categories such as safety, material handling
and metalworking, along with services like inventory management and technical support. Approximately
5,000 suppliers provide Grainger with 1.7 million products stocked in the company’s distribution centers
(DCs) and branches worldwide. Grainger employs 24,600 team members across the globe. 1
Grainger's customers are two million businesses and institutions in more than 150 countries.
The Grainger team works closely with customers to better understand their challenges and provide
cost-saving solutions. Grainger's team members serve customers around 96,000 times every day
through multiple channels:
• Sales network
• Branch network
• Website - Grainger.com
• The Grainger Catalog
Delivering commitments to its customers is the #1 priority at Grainger. Grainger is committed to
developing employees who help them win with its customers. These attributes define how the Grainger
conducts business and how interacts with others:
• Wow the Customer: Take personal responsibility for creating an exceptional customer experience
• Have a Winning Attitude: Make courageous decisions
• Drive for the Best Results: Work hard with integrity
• Make the Team Better: Take personal responsibility for the team's success
• Lead the Way: Build a sustainable team that lives by Grainger's four performance drivers
1.1.2 Growth model2
Grainger growth model is focused on tracking record of driving top line growth at attractive margins:
• Increasing share of wallet with existing customers through high-touch model
• Driving new customer acquisition through midsize customer strategy and endless assortment
model
1.2 MAINTENANCE, REPAIR, AND OPERATION (MRO) INDUSTRY IN THE NORTH AMERICAN
REGION
1.2.1 Overview
The global power tools market size was valued at $32,664 million in 2019. Power tools have transformed
different industries such as automotive, construction, and other by saving the effort and time necessary for
simple tasks, such as screw driving to complicated tasks including breaking and sawing.
1 https://s23.q4cdn.com/963347031/files/doc_downloads/factsheet/2019_Snapshot.pdf
2 https://invest.grainger.com/home/default.aspx

The power tools market has witnessed continuous growth in the past few years and is projected to grow even
further during the forecast period (2020-2024). The market is expected to be driven by various growth
enhancing factors such as rapid industrialization, increasing construction and infrastructure development,
growing demand for commercial vehicles, etc. However, the market is not free from challenges that are
hindering its growth. Some of the major challenges faced by the market are human safety risks and high
maintenance cost.
1.2.2 Major characteristics and trends
North America held the second largest market for the power tools owing to the growth in the manufacturing
industries and well-established distribution network. However, the high labor cost is the primary concern for the
manufacturers in the region.
Global Power Tools Market by Region, 20183
Growing demand for cordless tools coupled with the rapid adoption of flexible battery systems, increasing
popularity of ‘DIY Culture’ and infrastructural developments to meet the needs of a growing population has
propelled the demand for power tools market in North America. Moreover, growing investment in the housing
sector would lead to a surge in demand for power tools over the coming years.
North America Power Tools market size is expected to grow moderately during 2020-2026. In the USA, there
has been an increased demand for efficient power tools due to the growing popularity of flexible battery systems
that eliminate redundancy and galvanize the productivity of power tool operators. However, during the forecast
period, the Canada market is expected to register substantial growth in the demand for power tools on the back
of a surge in infrastructure projects in the country.
Based on applications, the industrial segment is likely to maintain the largest market share in the North America
power tools market during the forecast period. Based on modes of operation, the share of electric tools in the
market is at an all-time high and is likely to grow further during the forecast period. Moreover, the growing trend
of self-renovating houses in North America due to the high costs of hiring professional plumbers, carpenters,
electricians, etc. is likely to increase residential demand for drilling and fastening tools during the forecast
period.
1.2.3 Major players4
3 https://www.marketresearchfuture.com/reports/power-tools-market-3571
4 https://craft.co/ww-grainger/competitors


1.3 OVERVIEW
The company was set up in in Stuttgart in 1886 by Robert Bosch. Operations are divided into 4 business
sectors:
• mobility solutions
• industrial technology
• consumer goods
• energy and building technology
The Power Tools Division of the Bosch Group is the world market leader for power tools and power tool
accessories. The core success factors are innovative strength and pace of innovation. Each year, Bosch
launches more than 100 new power tools onto the market.
For more than 100 years, Bosch has been a leader in quality and innovation in North America. Our passion for
excellence stems from our founder, Robert Bosch, whose conviction and purpose are indelibly woven into the
fabric of the company.
Bosch is committed to making customers' lives safer, more efficient and more comfortable through the
innovations and services supplied. Each year, Bosch spends more than $5.7 billion, or eight percent of sales
revenue, on research and development, and applies for over 3,000 patents worldwide.
North America is home to numerous Bosch facilities, including research laboratories, administrative and
engineering centers, manufacturing plants and offices. The company employs nearly 24,000 associates in
North America.
1.3.1 Audience
The Consumer Goods business sector contributed some 23% of total Bosch Group sales in 2018. Its Power
Tools division is a supplier of power tools, power-tool accessories, and measuring technology. In addition to
power tools such as hammer drills, cordless screwdrivers, and jigsaws, its extensive product portfolio also
includes gardening equipment such as lawnmowers, hedge trimmers, and high-pressure cleaners.
1.3.2 Primary audience
Bosch develops innovative, high quality power tools that are guaranteed to produce professional results in all
fields of craftsmanship aimed at professional users in trade and industry, the DIY market. Key Professional
Trades:
• General Contractors
• Carpenters

• Concrete & Masonry

• Facilities Maintenance
• Electricians
• Plumbers
• HVAC
• Remodelers
• Woodworkers
• Framers
• Landscapers
1.3.3 Secondary audience5
Amateur crafters who need easy-to-use power tools at affordable price. This new target audience is increasing
and will increase year-to-year.
1.4 SWOT ANALYSIS6
STRENGTHS WEAKNESSES
• Highly successful at Go-To-Market strategies for • Not highly successful at integrating firms with
its products. different work culture
• Highly skilled workforce • The marketing of the products left a lot to be
• Strong Brand Portfolio desired
• Strong distribution network • Investment in Research and Development is
• Successful track record of developing new below the fastest growing players in the industry
products – product innovation. • High attrition rate in work force
• Strong Free Cash Flow • Limited success outside core business
• Successful track record of integrating • The company has not been able to tackle the
complimentary firms through mergers & challenges present by the new entrants in the
acquisition segment and has lost small market share in the
• Superb Performance in New Markets niche categories
OPPORTUNITIES THREATS
• Government green drive also opens an • Changing consumer buying behavior from online
opportunity for procurement of Bosch products by channel could be a threat to the existing physical
the state as well as federal government infrastructure driven supply chain model
contractors • Growing strengths of local distributors
• Stable free cash flow provides opportunities to • No regular supply of innovative products
invest in adjacent product segments • Economic recession caused by COVID-19
• The market development will lead to dilution of pandemic
competitor’s advantage and enable Bosch to • Currency fluctuations especially given the volatile
increase its competitiveness compare to the political climate in number of markets across the
other competitors world
• New customers from online channel • Increasing trend toward isolationism in the
• The new technology provides an opportunity to American economy
Bosch to practices differentiated pricing strategy • New technologies developed by the competitor or
in the new market market disruptor
1.5 OVERLAPS BETWEEN BOSCH AND BOSCH POWER TOOLS BRAND IMAGE
Strong overlap exists to those who are not familiar with the Bosch company and its product categories.
Personally, I thought it was the same and only after starting the research I got the understanding what is the
difference between these two. I assume the same feeling and perception emerges for the vast of the customers.
1.6 SOCIAL MEDIA PRESENCE
Bosch Power Tools is presented in the following social media including website:
5 https://assets.bosch.com/media/global/bosch_group/our_figures/pdf/bosch-today-2019.pdf
6 http://fernfortuniversity.com/term-papers/swot/1433/1056-bosch.php

Traffic overview for https://www.boschtools.com/us/en/ as of March 20207:
Traffic by countries:
Social media:
Top referrals:
7
https://www.similarweb.com/website/boschtools.com

Search:

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 display advertising
and email for this project.

3. CONSUMER DECISION JOURNEY

3.1 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
• 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
3.2 SCENARIOS MAPPING
Initial consideration Active evaluation Moment of purchase
Scenario 2 - Audiences that Scenario 3 - Audiences that

Scenario 1 - Audiences that visit Boschtools.com, look at a
visit Boschtools.com, look at a
visit Boschtools.com, look at a power tool, and then visit
power tool, and then visit
power tool (for example a Grainger.com, log in to
Grainger.com, log in to Grainger.com, and visit the
drill), but do not visit
Grainger.com, and visit the plumbing category but not
Grainger.com
power tools category power tools
Scenario 1 - Initial consideration - Do consumers recall and recognize my brand? - customer visits the
well-known manufacturer just to understand what power tools are presented on the market and by this particular
manufacturer. Customer is in the very beginning of the CDJ and performs the market analysis. That’s why the
customer does not go further to retailers.
Scenario 2 - Active evaluation - Do my products satisfy consumers’ needs? - the customer already has
a perception and understanding of the power tools market (manufacturers, retailers, prices, etc.) but still hasn’t
decided yet what exactly he wants and has doubts on whether selected products meet his needs and
requirements. Also, this could be an existing customer who is aware of the brand.
Scenario 3 - Moment of purchase - Do my sales efforts result in wins for my brands? - the customer
performed his evaluation, he got full perception of the power tools market but was not convinced enough that
this particular retailer is a good choice to have a purchase of power tools and decided to shift his attention to
other categories. Also, this could be an existing customer who is not satisfied with the previous experience with
the power tools but is fine with the other categories provided by the retailer.
3.3 CUSTOMERS CONCERNS
CDJ phase Scenario Concern
• Too many information
Initial consideration 1 • Low brand awareness
• Reliability of the information provided
• Full and simple description of the product is not available
• Advantages over the competitors are not clear and indistinct
Active evaluation 2
• Products’ comparison is not available (against own products
and competitors)
• Online purchase is not available
Moment of purchase 3 • Customer service quality is low
• Return policy is not customer friendly

3.4 ANALYSIS MAPPING

CDJ phase Scenario Concern Analysis
• Too many information • AdWords Keyword Tool
Initial • Low brand awareness • Google Trends
1
consideration • Reliability of the information
provided
• Full and simple description of the • Google Website Optimizer
product is not available • AdWords Campaign
• Advantages over the competitors Experiments
Active evaluation 2 are not clear and indistinct
• Products’ comparison is not
available (against own products and
competitors)
• Online purchase is not available • Mongoose Metrics
Moment of • Customer service quality is low • LivePerson
3
purchase • Return policy is not customer
friendly
3.5 BUSINESS OBJECTIVES
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
3.6 PLANNING DOCUMENT
Business objective Key question Data → Sources
Do consumers recall and recognize
Build awareness Search volume → Google Trends
Grainger.com brand?
Do Bosch products presented at
Customer inquiries → CSR DB
Influence consideration Grainger.com satisfy consumers’
Traffic → Google Analytics
needs?
Do the experience delivered at
Consumer feedbacks → Mongoose
Reposition the brand Grainger.com related to Bosch
Metrics
products fulfill customer expectations?

4. DATA COLLECTION AND ANALYSIS

Grainger.com brand?
needs?
Metrics
4.1 DATA COLLECTION
In the table below the key data could be found that will be collecting and analyzing in this project.
Business objective Data to collect
Influence consideration
Reposition the brand
Metrics
4.2 KPIs
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.
Business objective Data to collect KPI
• Bounce Rate
• Applause Rate
• Amplification Rate
Search volume → Google Trends, • Conversation Rate
Build awareness • Loyalty Rate
Google Analytics
• Click Through Rate
• Cost per Acquisition
• Traffic Rate
• Conversation Rate
• Conversion Rate
• Macro/Micro Conversion Rate
• Economic Value
Influence consideration Customer inquiries → CSR DB • Days to Conversion Rate
Traffic → Google Analytics • Shopping Cart Abandonment
Rate
• Customer Lifetime Value
Consumer feedbacks → Mongoose • Economic Value
Reposition the brand • Percent New Visits
Metrics
4.3 BIASES
All types of biases sampling bias, questionnaire bias, and interpretation bias are relevant for the data to be
collected:
• Sampling bias - this is a chance that some categories of the customers could be excluded in order to
reflect better results

• Questionnaire bias - there a risk that questions to customers (to measure brand awareness) could be
created in the way to demonstrate good results
•Interpretation bias - there is a chance that negative results of the objectives’ analysis will be interpreted
to demonstrate better outcomes
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.
Grainger.com brand?
needs?
Metrics
4.4 DATA ANALYSIS AND BENCHMARKS
Business objective Data to collect KPI
• Bounce Rate
• Applause Rate
• Amplification Rate
Search volume → Google Trends, • Conversation Rate
Build awareness • Loyalty Rate
Google Analytics
• Click Through Rate
• Traffic Rate
• Conversation Rate
• Conversion Rate
• Economic Value
Influence consideration Customer inquiries → CSR DB • Days to Conversion Rate
Traffic → Google Analytics • Shopping Cart Abandonment
Rate
• Customer Lifetime Value
Consumer feedbacks → Mongoose • Economic Value
Reposition the brand • Percent New Visits
Metrics
The analysis listed and explained below will be employed on the data collected (if any)8:
1/ 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
8 https://datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist-should-know/

2/ 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
3/ 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
4/ 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
• Causal models are said to be the “gold standard” for data analysis
5/ 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
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%
Shopping Cart
Decrease by 15%
Abandonment Rate
Macro/Micro
Increase by 17%
Conversion Rate
Percent New Visits Increase by 30%

5. CHANNEL STRATEGY
Main Category Sub-Category Description
Many new customers visit Grainger.com on a daily
basis. Grainger wants to target these new
New customers
customers and increase the sales of Bosch power
Users landing on tools on Grainger.com
Grainger.com
directly Grainger wants to cross-sell or up-sell different
categories of Bosch brand products to customers
Current customers
who have purchased Bosch power tools on
Grainger.com
Audiences that visit Boschtools.com, look at a
Scenario 1 power tool (for example a drill), but do not visit
Grainger.com
Users landing on Scenario 2 power tool, and then visit Grainger.com, login to
Boschtools.com first Grainger.com, and visit the power tools category
power tool, and then visit Grainger.com, login to
Scenario 3
Grainger.com, and visit the plumbing category but
not power tools
Landing Pages: there are two landing pages on Grainger.com:
• 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
1/ Below is presented the content plan for email and display campaigns 9 focused on Audience Category 1 (all
methods include location-based and demographic-based analytics):
Category Sub-Category Objective
• Increase brand awareness
New customers • Increase conversion
• Increase sales 10% by Grainger.com
Objective
• Increase sales 10% by Grainger.com
Current customers • Influence consideration
• Reposition the brand
Display ad (only Grainger.com):
• Use market-driven strategy
• Increase awareness
• Increase conversion
• Display ads via RBT (banners)
Audience New customers
• 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:
9 https://support.google.com/google-ads/answer/172627?hl=en

• 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.
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
Current customers
Email:
• Integrated with the CRM and display ad.
Regular messages with product catalogue that
could be interesting to the customer (based on
the history), coupons e.g. 15-20%, limited offers
only to existing customers
• CMS
• Media agencies
Tools • In-house solutions (UX, design, marketing)
• Google Display Network
• Voiceandtone.com
• 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
Other considerations
• SEO
• Mobile marketing
• Social marketing
2/ Describe how your email and display campaigns will vary for the different scenarios mentioned in
Audience Category 2.
Category Sub-Category Objective
Scenario 1 • Build brand awareness of the Grainger.com
Objective Scenario 2 • Influence consideration to buy at Grainger.com
Scenario 3 • Reposition the brand of the Grainger.com
• Banners via RBT
• Overlay banners with the offer to buy at the
Grainger.com and receive a coupon and
provide email address
Scenario 1
• Integrated with the CRM and display ad. Once
new customer credentials are registered in the
CRM, he/she will start to receive regular emails
Audience with the offers, discounts, etc.
• Overlay banner ad with the upsell and cross-
Scenario 2 sell offers based on customer’s history
• Integrated with the CRM and display ad.
10 https://www.wordstream.com/blog/ws/2012/11/28/content-strategy


• Overlay banner ad with the offer to return to
power tools section
Scenario 3 • Integrated with the CRM and display ad.
• CMS
• Media agencies
Tools
• Google Display Network
• Voiceandtone.com
• 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
Other considerations
• 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 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.
Category Recommendation
• Voice and the tone11 - 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
Email • 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 products or DIY videos on YouTube
• Display ads via RBT (banners)

• Overlay banners with the offer to provide email and receive a 10%
coupon for Bosch tools purchase
Display • Rich media ad on the landing pages
• Visuals should be friendly and not to technical, e.g. some episodes
from the regular life and how Bosch power tools help customers to
overcome daily struggles
11 https://www.wordstream.com/blog/ws/2012/11/28/content-strategy

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.
• 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.
Market research cycle12:
Main Category Sub-Category Description Research details

Many new customers visit Objectives:
Grainger.com on a daily basis. 1/ To gain insights into your
Grainger wants to target these consumers:
New customers
new customers and increase the
- What customers want and
Users landing on sales of Bosch power tools on
need from the brand
Grainger.com Grainger.com
- What customers like and
directly Grainger wants to cross-sell or up- dislike about the brand
sell different categories of Bosch
Current - Why potential customers
brand products to customers who
customers might choose our brand
have purchased Bosch power
over another
tools on Grainger.com
12 https://www.redandyellow.co.za/content/uploads/2017/11/eMarketing-Chapter-4-Market-Research.pdf

Audiences that visit 2/ Find new potential sales

Boschtools.com, look at a power avenues, customers,
Scenario 1 products and more
tool (for example a drill), but do not
visit Grainger.com 3/ Find and engage new
audiences
Audiences that visit
Boschtools.com, look at a power Strategies to be used:
Users landing on Scenario 2 tool, and then visit Grainger.com, 1/ Primary research
Boschtools.com login to Grainger.com, and visit the 2/ Secondary research
first power tools category
3/ Quantitative
Audiences that visit 4/ Qualitative
Boschtools.com, look at a power
tool, and then visit Grainger.com,
Scenario 3
login to Grainger.com, and visit the
plumbing category but not power
tools
Below table explains the tools to be used within each of the market strategies:
Research type Source
• Google Trends
Primary
• Google Analytics
• Customer communications
• Google.com / Yahoo.com / Bing.com
Secondary
• Nielsen.com
• Pewresearch.org
• Online surveys:
- Google.Forms
- Survey Monkey
- Microsoft Forms
• Online focus groups
Qualitative - Google Hangouts
- Skype
- Microsoft Teams
- 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 research13:
13 https://trends.google.com/trends/?geo=US

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.
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.

Below is the example of the online survey14:
14 https://www.surveyexpression.com/Survey.aspx?id=ad3eb730-1d74-4e78-8d12-a3b7d52bfabf

7. WORD COUNT
4,956
8. CITATIONS
https://s23.q4cdn.com/963347031/files/doc_downloads/factsheet/2019_Snapshot.pdf
https://invest.grainger.com/home/default.aspx
https://www.marketresearchfuture.com/reports/power-tools-market-3571
https://craft.co/ww-grainger/competitors
https://assets.bosch.com/media/global/bosch_group/our_figures/pdf/bosch-today-2019.pdf
http://fernfortuniversity.com/term-papers/swot/1433/1056-bosch.php
https://www.similarweb.com/website/boschtools.com
https://www.coursera.org/learn/digital-analytics/lecture/487oL/lesson-2-preparing-for-the-analysis-journey-
part-1
https://www.coursera.org/learn/digital-analytics/lecture/xOQUP/lesson-2-preparing-for-the-analysis-journey-
part-2
https://www.coursera.org/learn/digital-analytics/lecture/487oL/lesson-2-preparing-for-the-analysis-journey-
part-1
https://www.coursera.org/learn/digital-analytics/lecture/xOQUP/lesson-2-preparing-for-the-analysis-journey-
part-2
http://www.instantshift.com/2015/05/26/ecommerce-metrics-and-kpis/
https://www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification-applause-economic-
value/
https://bits.blogs.nytimes.com/2013/06/19/new-ways-marketers-are-manipulating-data-to-influence-you/
https://www.kaushik.net/avinash/data-quality-sucks-lets-just-get-over-it/
https://www.kaushik.net/avinash/best-web-analytics-tools-quantitative-qualitative/
https://www.coursera.org/learn/digital-analytics/lecture/epriY/lesson-5-data-management-in-practice-part-1
https://www.coursera.org/learn/digital-analytics/lecture/cfZvM/lesson-5-data-management-in-practice-part-2
https://www.coursera.org/learn/digital-analytics/lecture/McxGn/lesson-3-data-collection-part-i-unstructured-
data
https://www.coursera.org/learn/digital-analytics/lecture/anrjJ/lesson-4-data-collection-part-ii-structured-data
https://datascientistinsights.com/2013/01/29/six-types-of-analyses-every-data-scientist-should-know/
https://www.kaushik.net/avinash/best-social-media-metrics-conversation-amplification-applause-economic-
value/
https://www.coursera.org/learn/digital-analytics/lecture/anrjJ/lesson-4-data-collection-part-ii-structured-data
https://support.google.com/google-ads/answer/172627?hl=en
https://www.wordstream.com/blog/ws/2012/11/28/content-strategy
https://www.redandyellow.co.za/content/uploads/2017/11/eMarketing-Chapter-4-Market-Research.pdf
https://trends.google.com/trends/?geo=US
https://www.surveyexpression.com/Survey.aspx?id=ad3eb730-1d74-4e78-8d12-a3b7d52bfabf

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DIGITAL MARKETING

VADIM USSOLTSEV 2020

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• Concrete & Masonry

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Traffic overview for https://www.boschtools.com/us/en/ as of March 20207:

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3. CONSUMER DECISION JOURNEY

Initial consideration Active evaluation Moment of purchase

Scenario 2 - Audiences that Scenario 3 - Audiences that

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3.4 ANALYSIS MAPPING

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4. DATA COLLECTION AND ANALYSIS

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• Integrated with the CRM and display ad. Once

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the history), coupons e.g. 15-20%, limited offers

• Display ads via RBT (banners)

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6. TEST AND CONTROL PLAN

Main Category Sub-Category Description Research details

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Audiences that visit 2/ Find new potential sales

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Below is the example of the online survey14:

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