Your Web Site's Objective

Written by Bobette Kyle


Based onrepparttar strategic marketing plan book "How Much for Justrepparttar 121471 Spider?"

Do you know your Web site's objective? With an objective to help overcome your main challenges, you can work smarter, not harder. Through this second article inrepparttar 121472 four part Web Site Marketing Plan series, learn how you can consider business building models and customer stages when setting objectives.

Think of a Web site objective asrepparttar 121473 "big picture". In general terms,repparttar 121474 objective answersrepparttar 121475 question "How can I userepparttar 121476 site to overcome my business's main Internet related challenge?" or "What isrepparttar 121477 purpose of my site?".

~~~~~~~~~~~~~~~~~~~ Customer Stages: Awareness, Interest, Trial, Repeat ~~~~~~~~~~~~~~~~~~~

When setting your objective, it may help to think in terms of awareness, interest, trial, and repeat. These concepts are often used in marketing to explainrepparttar 121478 stages a new customer (or site visitor, in this case) goes through onrepparttar 121479 path to becoming loyal to your business. The potential visitor must first become *aware* of your site. Once aware, you must spark an *interest* withrepparttar 121480 potential visitor, motivating her/him to *trial* - responding to a call to action on your site. After (s)he visits your site, that person becomes *loyal* by revisiting inrepparttar 121481 future.

You may be able to most effectively build your business by focusing on one or two of awareness, interest, trial, or repeat visits, then changing your focus over time. If your site is brand new or known to very few people, for example, your plan is likely to concentrate on ways to increase awareness and interest. A focus on interest and trial may be in order, however, if you get an above-average number of "window shoppers" - visitors who never purchase (or do not respond to some other call to action). Alternately, for example, if you sell multiple products or a product that needs replenishing, focus on repeat purchases may be more effective.

~~~~~~~~~~~~~~~~~~~ Business Building Models ~~~~~~~~~~~~~~~~~~~

Direct Revenue/e-Commerce

Some ofrepparttar 121482 most known Web site objectives relate to e- commerce or other types of direct revenue fromrepparttar 121483 site. That is,repparttar 121484 objective is to establish a direct source of revenue from either orders or advertising space. There are different e-commerce options, or models, to consider if your site objective is direct revenue. To learn about your options, go to http://www.bpubs.com/Internet_and_E-Commerce/ and explore articles inrepparttar 121485 "Strategies and Models" section.

There are other valuable ways, beyond direct revenue, a Web site can enhance your business:

Build Brand Image

A long-term objective for your site could be to improve sales by building an image for your product, brand, and/or company. Increasingly, this is an explicit goal for large companies with ample budgets. Small-budget companies can follow suit on a more affordable scale by building an image duringrepparttar 121486 natural course of marketing. You can do this by consistently presenting similar design elements and "personality" at each point of contact withrepparttar 121487 world - whether that contact be virtual or physical.

Enhance Customer Service

Your site can increase revenue indirectly by improving customer service. When customers are more satisfied, they tend to spreadrepparttar 121488 word about your products as well as buy more often themselves. Another way your site can indirectly increase sales through enhanced customer service is by supporting sales through other channels. Customers often do product research on a Web site then later place orders via catalogue, telephone, sales representatives, a physical retail store, mail, and/or fax. In all of these cases, a Web site indirectly contributes to buildingrepparttar 121489 business.

Strategies for Your Web Site Marketing Plan

Written by Bobette Kyle


Based onrepparttar strategic marketing plan book "How Much for Justrepparttar 121470 Spider?"

How strong are your Web site strategies? Do they move your business toward achieving your objectives or overall goals? Think of your strategies as a framework that clarifiesrepparttar 121471 approaches you will take in meeting your Web site's objectives. They are more specific thanrepparttar 121472 objective, but do not include exact details. After developingrepparttar 121473 strategic framework, you will fill inrepparttar 121474 details with tactics (I will leave tactics discussions for later, in part four of this series.).

You can increase your strategies' effectiveness by taking into considerationrepparttar 121475 business environment you operate in - both online and offline. Two approaches to analyzingrepparttar 121476 business environment are to complete 1) an industry analysis such as Porter's Five Forces and 2) a situation analysis such as a SWOT analysis.

~~~~~~~~~~~~~~~~~~~~ Porter's Five Forces ~~~~~~~~~~~~~~~~~~~~

A formal industry analysis, such as Michael Porter's Five Forces, is more in depth than simply looking for trends and general industry information and can help you better develop successful strategies.

Michael Porter's Five Forces can provide insight into both your online and offline competitive environments. Inrepparttar 121477 Five Forces Model, Porter explains that in any industry there are five forces that influence what happens withinrepparttar 121478 industry:

1. Existing companies, 2. potential new companies, 3. substitutes for products offered, 4.repparttar 121479 suppliers, and 5.repparttar 121480 customers.

These five forces combine to make uprepparttar 121481 business environment. By studyingrepparttar 121482 structure of and dynamics between these forces, you can discover opportunities for improving upon your strategies. Porter designed his basic model to be applied to an entire industry. The same analytical method, however, could also be used to study a narrower universe, such as online presence within an industry. When developing your Web site marketing plan, for example, you can identifyrepparttar 121483 "forces" as:

* Competitors: Those sites that offerrepparttar 121484 same product, service, or information as your site.

* Potential new entrants: Your site-less off-line competitors as well as new companies enteringrepparttar 121485 industry via a Web site.

* Customers: Visitors and potential visitors to your Web site and your competitors’ sites.

* Suppliers: Those companies that supply you withrepparttar 121486 products (or parts if you are a manufacturer) and/or services offered on your site. Other suppliers arerepparttar 121487 Web hosting, software, and other vendors that supply Web- enabling technology.

* Substitutes: Other means and sources forrepparttar 121488 same products, services, or information as your Web site provides.

Using these definitions forrepparttar 121489 five forces, you can get a clearer picture ofrepparttar 121490 business environment in which your Web site competes. Be aware, however, this is not a true Five Forces analysis. This analysis only borrows Porter’s forces to lend structure. His full analysis goes beyondrepparttar 121491 information gathering and cursory analysis explained here. By fully utilizing Porter’s strategic methods you can gain an even clearer picture ofrepparttar 121492 industry, resulting in sounder strategies. To fully appreciate Porter's model, study his two classics, "Competitive Strategy: Techniques for Analyzing Industries" and "Competitive Advantage: Creating and Sustaining Superior Performance".

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