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The Internet marketing approach that works for one
business is not of necessity the proper strategy for
another. Each campaign depends on a exclusive ratio and
combination of customer demographics, services or products
offered, business objectives, capabilities reputation.
Our Internet marketing plan should be developed, tested,
implemented, analyzed and revisited every year or as the
business needs change and the Internet grows.
The following questions harden target audience
geographic locations. Businesses that be aware of their audience
can take insignificant steps in move backward – from the customer to
the sale – developing the perfect path headed for profits.
*What's the existing economic surroundings?
*What opportunities and obstacles does the business face?
*What business objectives are desired?
*What does the business sell?
*Who are the customers?
*How computer and Internet-suave are the customers now
and in one year?
*Why should customers buy the product or service with the
business as an alternative of its competitors?
*How is product or service communication managed with
customers?
*Who does what, when?
*How is progress and accomplishment measured (ROI, cost-per-lead,
cost-per-acquisition)?
*What internal trends are in the offing (sales volume monthly
and yearly, revenue, profits, traffic and conversion,
usability)?
*Who competes?
*Who are current customers (segmentation, attitudes and behavior)?
*Who are customers a year from now?
*What are the circulation channels (direct and indirect)?
*What is each customer knowledge (scenarios help to envision
each step and expectation)?
While these are broad questions, each may be adapted to a variety of
industries and business models.
The Communications, Media & Technology Group (CMT) at Booz-Allen
and Hamilton, a leading International management and technology
consulting firm, conducted an industry analyze evaluating successful
e-business companies to determine the e-business impact on the
worldwide competitive landscape.
Amazon, AOL, Yahoo, Dell and Hotmail. Results, published in
"Insights, Vol. 7, Issue 1" entitled Ten Success Factors in
e-Business, reveal that:
*92 percent of senior executives worldwide believe the
Internet will transform or have a major impact on the global
marketplace
* 61 percent believed the Internet would facilitate achieving
strategic goals as technology offers opportunities for companies
to upgrade customer service, gain global reach and reduce costs.
30 percent said the Internet demands a complete business strategy
vary in order to align with war.
*Worldwide CEOs felt companies would be put on to restructure
as the Internet enables comprehensive enterprise (89 percent),
stimulates a more open and hands-on corporate customs (88 percent)
and encourages the transformation from conventional hierarchical
organization to networks of shifting teams.
The Internet's significance in today's business landscape is
undeniable. Consumer understanding of corporate online appearance
and marketing efforts grow more essential each day. To meet this
demand, however, the study concluded that many major corporations,
while aware of changes needing to take place within the organization,
struggled to follow-through with implementation. The key questions
they suggested recognized businesses demand themselves are:
*Which business segments should get highest priority for e-business?
*What are the biggest associated challenges and threats?
*Which business models are appropriate and do able?
*How should the new business be developed—out of the existing
organization or through a new, take apart body?
*Are the right people on board to do e-business?
*What partnerships and alliances are desired for a victorious
launch?
*What are the implications for business processes and IT
infrastructure?
*Do we want to prevent, admit or foster the cannibalization of
our established business?
By analyzing major e-business establishments and their marketing model,
the study unveiled ten specialized criteria for success along the
customer life sequence in the new economy.