Report: Foodprint’s strategic paths and digital opportunities – Analysing business model, value cocreation and the digital customer journey
BUSMGT 755: STRATEGIC DIGITAL MARKETING
Quarter One 2022
Overview
This individual assignment counts for 40% for your overall grade. The purpose of this assignment is to develop strategic paths and digital opportunities for Foodprint as a foundation for the firm’s digital marketing strategy.
Foodprint’s mission is to reduce food waste by developing a digital platform that connects eateries with customers. According to Foodprint’s research, “in New Zealand alone, cafes, restaurants and supermarkets produce 50,000 tonnes of food waste. Over 60% of this is completely avoidable” (Foodprint, 2021). The Foodprint platform strives to address this environmental problem by allowing customers to purchase food from eateries (that is still in good quality but will be wasted if not consumed) at a lower price. Strategically, Foodprint wants to connect and engage with customers in New Zealand and increase online sales on the digital platform. You will support Foodprint and develop strategic paths and digital opportunities for a target market in New Zealand.
You will analyse Foodprint’s (1) business model, (2) value cocreation processes with and among different stakeholders, (3) digital customer journey and (4) prioritize and think through Foodprint’s digital business opportunities using rapid prototyping.
This assignment is for you to experience the thought processes and tasks required to assess the foundations for a digital marketing strategy.
The theoretical frameworks of service-dominant logic, digital/platform business models, design thinking and (mobile) web design as well as your experience from the client briefing and the two design thinking workshops will allow you to apply what you have learned to assess the strategic paths and digital opportunities for Foodprint in New Zealand. Further, your desk research about the industry and competitors in New Zealand will provide a solid basis for your report.
This assessment and the design thinking processes are quite similar to what is done throughout advanced marketing organizations and allows you to gain valuable practical experiences. We will run the design thinking workshops digitally, using a software called Miro. This software is used by leading digital design agencies and thus, gives you additional skills to work in increasingly digital environments.
Content guidelines (four components)
The following questions should be answered in your report:
1. How does Foodprint work? Describe the business model of the firm.
2. Map different stakeholders of Foodprint and describe how they cocreate value through and with Foodprint?
3. Evaluate the digital customer journey of your target customers based on design thinking. Analyse potential activities, touch points, pain points and needs of these customers, which result in digital opportunities for Foodprint.
4. Prioritize these digital opportunities and design a rapid prototype for one of the prioritized digital opportunities.
Specifications report
1. Intended audience: The report should be written as if you are submitting an analysis as a digital marketing consultant. The Director and Founder of Foodprint is the intended audience. Use professional language and show proper usage of marketing terminology.
2. Word count and references: This report should be 2000 words ± 10%. Your word count will begin with the executive summary and will end before the references. Figures, graphs and tables and the appendix are not considered for the word count. Reports over the word limit will be penalized. Your references should follow APA 6 format.
3. Structure of your report: Make sure to structure your analysis wisely. There is
no given structure
that you have to follow. It is part of the assignment to decide for a structure, that: a) responses to all of the above questions and b) is useful and intuitive for a manager to follow. Consider managers very often do not have time to read such reports word by word. Make sure a manager gets quickly an overview of the most important facts, in the executive summary, but also throughout the report.
You are encouraged to include figures, graphs and tables in the main body of your report, additional background research can be included in the appendices. Please note that appendices are supporting material so you should not rely on these to get your message across.
This report assesses the following learning outcomes:
LO1 Analyse the business model, customer journey and the service design of contemporary business environments through the application of theoretical frameworks.
LO5 Persuade managers and entrepreneurs of justified recommendations regarding their digital marketing strategy using both written and oral formats.
This assessment meets the following graduate attributes:
1. Disciplinary knowledge and practice
3. Solution seeking
4b. Communication (Written)
5a. Independence
Grading Criteria
|
Exemplary |
Competent |
Needs Work |
|
|
Executive Summary (5%) |
The executive summary gives on one page a clear and convincing overview of the most essential insights of the report. |
The executive summary is presented succinctly and clearly in no more than one page. |
The executive summary provides some structure, but is not presented succinctly. |
|
Analysing business model, value cocreation and the digital customer journey leading to digital business opportunities (50%) |
Evidence of in-depth analysis and reflection on issues; exhibits excellent ability to be insightful, logical and systematic in approach. Excellent range of sources analysed critically. Clear, coherent linkage of knowledge gathered from client brief, design thinking workshops and the desk research and linked with appropriate theoretical frameworks in a meaningful way. |
Evidence of good analysis and reflection on issues; exhibits some ability to be insightful, logical and systematic in approach. Good range of sources analysed critically. Connections drawn between knowledge gathered from client brief, design thinking workshops and the desk research and linked with appropriate theoretical frameworks. |
Shows only limited analysis and reflection on issues; does not exhibit insight or logic in approach. Good range of sources with some attempt to analyse critically. Some attempt to create coherent connections between knowledge gathered from client brief, design thinking workshops and the desk research and theoretical frameworks, but not always clear. Framework(s) not wholly appropriate. |
|
Structure, presentation and visualization (25%) |
Ideas and their presentation show a high degree of creativity and originality; report is well structured, precise, engaging, with an easy flow and varied sentence structure. Introduction and conclusion are relevant and cohesive. |
Ideas and their presentation show some degree of creativity and originality; reasonably well structured, engaging, and the flow and language structure are acceptable. Introduction and conclusion are relevant and cohesive. |
Limited amount of originality and creativity; needs a better flow, structure and language. Many aspects of the report do lack clear structure and flow. Introduction and conclusion are generally relevant and cohesive. |
|
Practicability (10%) |
The report is perfectly tailored for the audience. Evidence of deep reflections on Foodprint’s business model and business practice. Exhibiting the ability to analyse the complexity of their business issues in a logical and systematic fashion and presenting insights in a language and structure that resonates with practitioners. |
The report addresses the audience. Reflections on Foodprint’s business model and business practice. Analysis of the complexity of their business issues systematically in some depth. |
The report addresses in parts the audience. Reflections are largely relevant to the business model and business practice of Foodprint. |
|
Writing, language and referencing (10%) |
References show an ability to examine academic material to support critical analysis and meet correct APA format. Report contains no spelling errors, correct punctuation, is grammatically correct and uses complete sentences. The report is within the word limit. |
There are sufficient quality references and citations, and these meet correct APA format with only a few minor errors. Report contains very few spelling errors, correct punctuation, is generally grammatically correct and uses complete sentences. The report is slightly over the word limit or slightly under the word limit of 2000± 10% words. |
References and citations are included and generally meet correct APA format with some errors, but lack quality and/or are applied in a limited or superficial manner. Report contains occasional lapses in spelling, punctuation and grammar. The report is significantly over the word limit or significantly under the word limit of 2000 ± 10% words. |
Learning Outcomes
•
Develop the ability to prioritize business
opportunities.
•
Develop the ability to conduct actor mapping for
Foodprint
’s
business
.
Prioritizing business opportunities
Potential: how much of an improvement to the current state could this make out of 10?
Importance: how valuable could this be in terms of a return on investment out of 10?
Ease: how easy (e.g., technically) will this be to implement out of 10?
Score = Potential out of 10 + Importance out of 10 + Ease out of 10 ÷ 30 x 10
The highest scoring idea should be the one you move forward with.
Prioritizing business opportunities
Business
opportunity
Potential
Importance
Ease
Score
•
Prioritize your digital opportunities by applying
the PIE framework.
•
Use the Miro whiteboard to do this activity.
Activity 1
Points to remember
· Bring one of the digital business opportunity tomorrow that you want to prototype.
· The digital business opportunity must not overlap with a business opportunity you want to prototype in your individual assessment. Each student should prototype a different digital business opportunity in their assessment.
· Download the free version of Marvel. Be familiar with it and learn how to use it before the TBL class.
· Fully develop your customer persona for the assessment. You can do secondary research to justify your target market.
4
4
Consider the broad spectrum of actors who will be
touched by the business of
Foodprint
.
Don’t limit your thinking just to the customers. You
may need to consider governments, suppliers, other
businesses
, or
competitors.
http://www.designkit.org/methods/1
1
Map
your actors
Activity 2: Mapping actors of
Foodprint’s
business
1
With your team,
write down the people, groups, organizations
that are
directly involved
in your project. Write all the groups
down on post
–
its and put them on the whiteboard so you can
visualize your audience.
2
3
4
Now add people or groups who are
peripherally relevant
, or
are associated with your direct audience.
Think about the connections these people have with each other. Who
might be the main beneficiaries? Who are the skeptics? Who might
create / perceive which value (monetary, social, environmental, …)
Try to visualize these connections.
Now arrange these Post
–
its into a map of actors involved in the value
creation processes of
Foodprint’s
business.
http://www.designkit.org/methods/1
1
Learning Outcomes achieved
•
Develop the ability to prioritize business
opportunities.
•
Develop the ability to conduct actor mapping for
Foodprint’s
business.
Design
th
in
king
Week 2 plenary
M
on
day, 17 January 2022
Learning
outcomes of today’s session
•
Differentiate between traditional
and
current perspectives of design.
•
Understand design thinking and its process.
•
Be familiar with
the
different tools of design thinking.
•
Learn about convergent and
divergent
thinking.
Innovation
Accident
Vision
Process
Innovation as an individual process
–
Aha moment!
Innovation as a collaborative process
Creativity as a discipline of art
Creative confidence
Creative confidence is the ability to think about problems in the society
and the planet,
produce
big ideas and act on them
(
David Kelley,
Founder at IDEO
)
.
Perspectives of design in marketing
©
Varqa Bahar
Traditional thinking to design
· Design as a tactical approach.
· Making an already developed idea more attractive for customers.
· Making new products and technologies aesthetically appealing.
· For example, designing product packaging, handbags, and communication materials (e.g., online banners, posters).
Current thinking to design
· Design as a strategic approach.
· Developing new ideas to get the job done.
· Developing innovative and practical solutions to address consumer needs and desires.
· For example, designing digital banking solutions for consumers at the bottom of the pyramid.
Brown (2008)
What
is design thinking
?
© Julia
Fehrer
Three lenses of design thinking
© Julia
Fehrer
Viability
Desireability
Feasibility
What do people desire? What are
their needs? What delights them?
What solutions are technologically and organizationally
feasible? What new capabilities should the organization
develop? What changes should the organization make to
their existing processes?
How is the solution financially,
socially and environmentally viable?
Finding the sweet spot
:
•
What does the
future customer
experience
mean
for us as an
organization?
•
Are we developing
solutions
that helps
the
society and the planet
?
•
What
barriers
do we
need to remove to
offer innovative solutions?
•
Does our
process need to change
–
if it
does, how?
•
What kind of
new technology
do we
need?
FINANCIAL,
SOCIETY, PLANET
Viability
TECHNOLOGICAL/
ORGANIZATIONAL
CAPABILITIES
Feasibility
HUMAN NEEDS
Desireability
INNOVATION
Three lenses of design thinking
© Julia
Fehrer
Class discussion
•
Think about a good designed experience vs a bad designed
experience.
•
The experience can be online vs offline
•
You can relate to design that addresses social/environmental aspects
Design thinking: Non
–
linear, iterative process.
© Interaction Design Foundation
Empathize
•
The ability of one person to fully understand and be sensitive to another
person’s thoughts, feelings and attitudes (
merriam
–
webster dictionary).
•
Focusing on the user’s perspective and not our (biased) assumptions.
•
Interviewing
with a curious mind
:
asking “what” “how” and “why”
questions to develop deep insights.
•
Ethnography
:
observing users in their natural/real
–
life setting.
•
Netnography
:
observing human behaviour online (e.g., communities)
© Interaction Design Foundation
Examples of questions with a curious mind
•
What do you think about food waste?
•
What do you do to reduce food waste?
•
How does reducing food waste make you feel?
•
Why do you contribute towards reducing food waste?
•
What apps do you have on your phone to order food?
•
How often do you order food online?
•
Why do you order food online?
•
Why does it matter to you whether a café is close vs far to your
home?
© Varqa Bahar
Define a problem statement
Three components of a problem statement:
•
Users:
Be very specific (not broad such as elderly)
•
Needs:
What are the users trying to achieve? It is their goals and
motivations. Don’t think of it as nouns (solutions, products, services)
but as verbs (e.g.,
pendrive
vs storing data).
•
Insights:
Why are they trying to achieve it? How do they want to feel?
•
Problem statement format
:
“User
X…..
needs Y…because (insights)”
© Interaction Design Foundation
Defining a problem: focusing on the solution (noun)
Darkness
Darkness
Example of a problem statement
· User: Educ
ated
professionals, high income, inner city home, tech-savvy, nuclear household.
· Need: Commute to work in a way to reduce carbon footprint.
· Insight: Because they are anxious about global warming and want to protect the planet for the future of their children.
© Varqa Bahar
SET A TIME LIMIT STAY FOCUSED REFRAIN FROM ENCOURAGE WEIRD AIM FOR QUANTITY BUILD ON OTHERS’
JUDGMENT/CRITICISM AND WACKY IDEAS IDEAS
|
STAY VISUAL |
ALLOW ONE CONVERSATION AT A TIME |
© Interaction Design Foundation
Class discussion: Brainstorming
(10
minutes
)
•
Brainstorm radical ideas for the following problem statement:
•
User
:
People (20+ years old) with limited mobility and mostly bed
ridden in Auckland city, supported by their parents and family
members.
•
Need
:
to engage in work to serve others.
•
Insight
:
because they want to contribute to society and feel socially
included and respected.
© Varqa Bahar
Prototyping: what will the solution look like?
•
Producing inexpensive, scaled
–
down versions of the product (or specific features found
within the product) to investigate the ideas you’ve generated.
© Interaction Design Foundation
Testing
•
Sharing the prototype with users
•
Based on user feedback, reflecting (what did I learn?), and improving the prototype.
•
Test again. Repeat.
© Interaction Design Foundation
Design thinking: Non
–
linear, iterative process.
© Interaction Design Foundation
Convergent
and
divergent
thinking
©
medium.com, Jasper Liu
For additional insight: Ted talks video by Tim brown
© Varqa Bahar
Design thinking process by Jeanne
Liedtka
© Professor Jeanne
Liedtka
Customer
journey mapping
© AKQA
Value chain analysis
Mind mapping
Customer
engagement
Cognitive
engagement
Affective
engagement
Behavioral
engagement
Passion
Loving
Adoring
Mad for
Concentr
–
ated
Immersed
Focused
on
Absorbed
in
Purchase
WOM
Repeat
purchase
Time
Hollebeek
2011
Concept developing
•
Creating a more in
–
depth description about a solution:
•
What is the value proposition?
•
What are the features and benefits?
•
What is the probable
price and how will we co
–
create service with customers?
Assumption testing
•
Testing the underlying hypotheses of an idea by gathering data to
explore whether the hypothesis holds true or not.
•
Providing home delivery service is not viable for
Foodprint’s
business.
•
Customers will want to pick up food from an eatery
provided that
it is
close to their homes.
Assumption testing
© Varqa Bahar
© Varqa Bahar
© Varqa Bahar
Customer co
–
creation
•
Involving customers to provide
not only feedback but also insight
on how to improve a prototype.
Customers also become
designers.
© Varqa Bahar
Learning
launch
•
Launching the service in a “small scale” to
test the solution. In this case, customers
are “paying” for the solution.
© Varqa Bahar
Design thinking process by Jeanne
Liedtka
© Professor Jeanne
Liedtka
As per the assessment this is the challenge “Foodprint wants to connect and engage with customers in New Zealand and increase online sales on the digital platform.”
According to Michal Garvey’s presentation we can either focus on:
· customer acquisition and conversion (i.e., new customers)
· remarketing of current leads to convert to customers (i.e., existing customers).
© Varqa Bahar
Learning outcomes of today’s session
•
Differentiate between traditional and current perspectives of design.
•
Understand design thinking and its process.
•
Be familiar with the different tools of design thinking.
•
Learn about convergent and divergent thinking.
© Varqa Bahar
Strategic digital marketing<
/
b>
Week 1 plenary
Sunday
,
9 January 20
22
Learning outcomes of today’s session
•
Underst
and
digital marketing and the content of the course
.
•
Reimagine digital marketing strategy
•
Understand digital platforms and its characteristics
•
Understand marketing through the lens of service dominant logic
“the marketing of products and services using digital channels”.
“An adaptive
,
technology
–
enabled process by which firms collaborate with customers and partners to jointly create, communicate, and deliver value for all stakeholders”
(
Kannan and Li, 201
7
)
• The definition we will use in this course
:
Digital marketing is the application of digital technologies to not only address the needs of the firm’s customers and its immediate stakeholders, but also
address the needs of the society and the planet.
: Miro
Digital tools to facilitate learning:
Mimic pro is a digital marketing simulation designed to apply analytics, SEO and digital advertising. You will be responsible to manage the digital campaigns of a camera brand.
The GSM has paid for the Mimic pro subscription (see modules)
Digital tools to facilitate learning:
7
© Varqa Bahar
Digital tools to facilitate learning
10
Live client:
Foodprint
11
· Reimagine digital marketing strategy
· Understand digital platforms and its characteristics
· Understand marketing through the lens of service dominant logic
15
Reimagining digital marketing strategy
•
Marketing strategy focuses heavily on the firm
and its immediate stakeholders. Marketers
usually strive to solve “business problems” to
enhance economic profits.
•
We need to reimagine marketing strategy to
address the needs of the society and the planet.
Marketing strategy now needs to align to the
UN sustainable development goals.
•
In this course, we will learn how we are going to
apply digital marketing and digital technologies
to solve pressing problems in the world.
Responsible
principle
Respectful
principle
Resilient
principle
Responsible principle focuses on taking a “balanced approach” of addressing the needs to firm, its stakeholders, as well as the society and the planet.
18
© Varqa Bahar
Respectful principle embraces equality, diversity and social inclusion in marketing practice. As a result, vulnerable, disadvantaged, and previously marginalized communities are empowered to make their own meaningful contributions in society.
How can digital technologies help people with limited mobility (e.g., due to spinal cord injury or cerebral palsy) do everyday life activities such as texting, calling a cab, controlling tv or do online banking?
de Ruyter et al., 2021
Resilient principle focuses on
ensuring
“longevity” and “sustainability” of our digital solutions amidst disruptions in the business environment caused by
for example,
COVID19, natural disasters, political and cultural barriers.
Online education has helped marginalized, excluded communities access education that would not have been possible otherwise.
Principles to reimagine digital marketing strategy
Responsible
principle
Respectful
principle
Resilient
principle
Think about digital solutions for the following problems in the society:
· Youths with hearing impairment are finding it challenging to participate in education and team-based activities in colleges and universities.
· There is inequality in the quality of health care for people living in cities vs in villages.
de Ruyter et al., 2021 17
22
© Varqa Bahar
de Ruyter et al., 2021 17
de Ruyter, K., Keeling, D. I., Plangger, K., Montecchi, M., Scott, M. L., & Dahl, D. W. (2021). Reimagining marketing strategy: driving the debate on grand challenges. Journal of the Academy of Marketing Science, 1
–
9. Advance online publication.
https://doi.org
/10.1007/s11747-021-00806-x
Digital platforms: What
are they?
Platforms facilitate interactions between
different stakeholders (or “sides”) who may
not have been able to interact otherwise
(
Mcintyre
and
Srinavasan
, 2017). Each type
of stakeholder represents a “side” hence
platforms are multi
–
sided in nature.
We are hopping into strangers’ cars (Uber), welcoming strangers into our spare rooms (AirBnB), eating food in their dining rooms (Feastly). We are letting them rent our cars (Turo, Getaround), our boats (Boatbound), our houses
A glimpse of the influence (HomeAway). We are entrusting complete
of platforms strangers with our most valuable possessions, our personal experiences –
and our very lives.
Jason Tanz (Journalist)
Platforms have disrupted traditional industries and facilitated the creation of a sharing economy.
© Julia Fehrer
22
© Varqa Bahar
© Varqa Bahar
Stakeholders involved in digital platforms (Android)
· Network effects is the ability of a platform to expand the number of companies (hotels, airlines) and/or customers (tourists) participating on the platform, so that all parties benefit from a larger marketplace (Bahar, Nenonen and Starr Jr., 2022).
· Would you join Instagram if none of your friends were on it?
· Would you use Ctrip if the choices of hotels were less?
The value of platforms will only increase based on network effects (e.g., Whatsapp was sold for 19 billion dollars).
Characteristics of digital platforms: Network centrality
•
Platforms are “intermediaries” and hold a central position in the
business network as it is a hub through which all interactions different
stakeholders take place (Bahar, Nenonen and Starr Jr., 2021).
Characteristics of digital platforms: Matchmaking
Matchmaking is the ability of a platform to efficiently enable
connections between firms (e.g., hotels) and customers (e.g., tourists)
based on specific criteria such as location, price, and customer service
levels (Benoit et al., 2017; Halaburda et al., 2018).
© Varqa Bahar
© Varqa Bahar
Characteristics of platforms: Capacity utilization
•
Platforms enable the use of resources that would not be fully utilized
before.
Parking spaces
Holiday homes
© Julia Fehrer
Characteristics of platforms: Modularity
•
Modularity relates to creating a portfolio of services on the platform.
© Julia Fehrer and Varqa Bahar
· In the hospitality industry, platforms are replacing the use
Platforms disrupting of traditional travel agents. In fact, more than 50% of all different industries hotel bookings are done via platforms (Rossini, 2015).
· Uber is replacing the use of taxi services.
© Varqa Bahar
Dark side of digital platforms
High bargaining power is usually abused:
· Charging high fees (e.g., Hotels pay more 25% commissions)
· Enforcing rules (e.g., rate parity clause)
· Replicating high demand products at lower prices.
Bahar, Nenonen and Starr Jr., (2021, 2022)
© Varqa Bahar
Digital platforms address UN SDG goals
Pathao
in Bangladesh addresses the UN goal
#8
enabling decent work
and economic growth.
Ghana’s
Esoko
addresses the UN SDG goal
#1
reducing poverty and
#8
enabling economic growth.
Foodprint
in New Zealand addresses the UN goal
#12
ensuring
sustainable consumption.
Parker, G., Van Alstyne, M., & Choudary, S. (2016). Platform revolution: How networked markets are transforming the economy—and how to make them work for you. New York, NY: W.W. Norton & Company.
A service dominant logic to marketing
The focus is on the company’s goods
and improving its sales:
How can we
help customers use our credit cards
more? How can we increase customer
acquisition for our credit cards?
American Express was touted as the
“next best [credit card] product”
The focus is on helping customers get
a job done:
How can we work with our
partners to help customers make
better purchases? What solutions can
we offer customers to make
purchasing more seamless?
Traditional logic
Service dominant
dominant logic
Our thinking needs to shift from focusing on goods and what is currently
produced by the firm to developing solutions that helps customers get the
job done more efficiently.
© Varqa Bahar
© Varqa Bahar
Bettecourt et al. 2014
© Varqa Bahar
A service dominant logic to marketing
Value is defined as units of output.
Value is defined as an experience.
Value depends on context.
Traditional logic
Service dominant
dominant logic
Our thinking needs to shift from focusing on value as units of output to
value as an experience and value in context.
A service dominant logic to marketing
© Julia Fehrer & Varqa Bahar
Service is an “add on” or an
augmentation of goods:
for example,
after sales support provided to
customers for the goods purchased.
Service takes a backstage and is an
after thought of the product.
Service is always what a company
offers.
Direct service
:
banking, education.
Indirect service
:
provide via goods,
printing service provided via printers.
Goods are the vehicles of service.
Traditional logic
Service dominant
dominant logic
Our thinking needs to shift from considering companies as
“manufacturing companies” to “service companies”
A service dominant logic to marketing
Customers are passive recipients of
products.
Customers are involved in value co
–
creation to get
the job done.
High participation: Weight loss
programs
Low participation: Insurance service
Traditional logic
Service dominant
dominant logic
Our thinking needs to shift from considering customers as passive
recipients of products, to active participants in value co
–
creation.
So, what is service?
•
Service
is the application of skills, knowledge and competences to get
the job done.
•
All firms and individuals integrate resources to get an entire job done.
•
Operant resources
are primary resources (knowledge, skills) and
operand resources
(
devices, computer software) are only valuable in
combination with operant resources.
© Julia Fehrer
© Varqa Bahar Bettecourt et al. 2014
Bettecourt et al. 2014
© Varqa Bahar Bettecourt et al. 2014
Essential reading
•
Bettencourt, L. A.,
Lusch
, R. F., & Vargo,
S. L. (2014). A Service Lens on Value
Creation: Marketing’s Role in Achieving
Strategic Advantage.
California
Management Review
,
57
(1)
,
44
–
66
.
https://doi.org
/
10.1525
/cmr.
2014.57.1
.
4
4
SD logic thinking by Stephen Vargo
Learning outcomes achieved
•
Understood digital marketing and the content of the course.
•
Reimagined digital marketing strategy: responsible, respectful and
resilient.
•
Understood the characteristics of digital platforms
•
Understood marketing through the lens of service dominant logic
© Varqa Bahar
© Varqa Bahar
755 Sustainability
What is
sustainability?
Sustainability
Sustain
Ability
Remember
BUSMGT711?
Sustainability
A ‘megatrend’
The Anthropocene
Key stats:
Declining water quality
Plastic garbage islands the size of Queensland
Microplastics in the Mariana trench
Antibiotic resistant superbugs
Losing 70% of biodiversity during the Anthropocene
Challenge:
Definition
Issues of definition
Wide variegation & ambiguity
Conflicting interests
The UN
‘sustainable development is development that meets the needs of
the present without compromising the ability of future generations
to meet their own needs’
Challenge:
European
economic
system
Neoliberalism
Wealth distribution
European view of a civil future & Colonialism
Three
branches
(possibly 4)
Environmental
Social
Economic
Cultural (but less of a priority atm)
The Social
Enterprise
Stakeholder
theory
(Freeman)
Those who affect, or are affected by, an organisation
Stakeholders vs Shareholders
Key challenges
Stakeholders and sustainability:
Identify important and RELEVANT stakeholders
Careful balancing of stakeholder interests
Mutual interest in sustainability
Normative, rather than instrumental stance
Report
The following questions should be answered in your report:
1. How does Foodprint work? Describe the business model of the
firm.
2. Map different stakeholders of Foodprint and describe how they
cocreate value through and with Foodprint?
3. Evaluate the digital customer journey of your target customers
based on design thinking. Analyse potential activities, touch points,
pain points and needs of these customers, which result in digital
opportunities for Foodprint.
4. Prioritize these digital opportunities and design a rapid prototype
for one of the prioritized digital opportunities.
Hi there
I have had a look at a few student draft submissions for this assignment, and one or two people do not seem to be following the assignment brief.
According to the assignment brief, the main body of your report MUST contain information about the following. You need to make sure you incorporate theories and concepts you have covered in your lessons into this part. I have highlighted where some of this material can be found. Also, PARTS 3 and 4 are really a crucial part of this assignment.
· 1. How does Foodprint work? Describe the business model of the firm.
· 2. Map different stakeholders of Foodprint and describe how they cocreate value through
and with Foodprint? Week 1 material talk about Service Dominant Logic or material about sustainability that Tae talked about in his video; this part also seems to link to the client brief/problem statement.
· 3. Evaluate the digital customer journey of your target customers based on design
thinking. Analyse potential activities, touch points, pain points and needs of these
customers, which result in digital opportunities for Foodprint.
· This part is crucial, and draws on material you covered in Week 2. Most people seem to do this by:
· Identifying the target consumer.
· Creating a Consumer Persona (also may using an Empathy interviews)
· Create a Digital Consumer Journey for this persona. Many students visualise this in a table.
· From this Consumer Journey you should be able to identity Digital Opportunities base on the needs/pain points.
· Use some method to prioritize these opportunities.
· 4. Prioritize these digital opportunities and design a rapid prototype for one of the
prioritized digital opportunities.
· Week 3 has material about how to do this.
Your report should use visualizations (Tables and Charts, Images) to help the reader understand the information. It should also have an Executive Summary, and short Introduction and Conclusion.
I hope this helps.
Web Design
•
“The design is not just what
it looks
like
and feels like.
The design is how it works”
—
Steve Jobs.
Learning outcomes of today’s session
•
Designing
a
website that is highly
usable.
•
Designing a website to enhance
conversion.
•
Designing a website for different
customer segments
.
•
Optimizing
landing pages.
•
Pursuing
A/B testing.
•
Developing a
mobile first
design.
© Varqa Bahar
Design for usability
© Varqa Bahar
How can we make websites more usable?
FOLLOWING
WEBSITE
CONVENTIONS
CREATING EFFECTIVE
VISUAL HIERARCHIES
BREAKING PAGES
INTO CLEARLY
DEFINED AREAS
ELIMINATING
DISTRACTIONS
FORMATTING
CONTENT TO
SUPPORT SCANNING
MAKING IT OBVIOUS
WHAT IS CLICKABLE
Following website conventions
Creating
effective visual
hierarchies
Breaking pages into clearly defined areas
© Varqa Bahar
© Varqa Bahar
© Varqa Bahar
Eliminating
distractions
© Varqa Bahar
Formatting
content to
support
scanning
Making it obvious what is clickable
How can we make websites more usable?
CREATING EFFECTIVE
VISUAL HIERARCHIES
ELIMINATING
DISTRACTIONS
MAKING IT OBVIOUS
WHAT IS CLICKABLE
© Varqa Bahar
Class discussion
•
Go through the website of
https://www.kiwihotel.co.nz
/
•
Evaluate the usability of the website:
•
Does the website follow website conventions?
•
Does the website have visual hierarchies?
•
Do they break pages into clearly defined areas?
•
Did they eliminate distractions? Or are there any distractions?
•
Is the content formatted in a way to support scanning? Or is it
like
a
brochure?
•
Is it obvious what is clickable on the website?
© Varqa Bahar
Design for conversion
Design for conversion
•
What are you offering?
•
Why should I pick you? (What is the UVP?)
•
What do you want me to do next?
© Varqa Bahar
Design for conversion: https://miro.com/
Core design principles for conversion
Call to action
Context
Clarity
Congruence
Design for conversion: Magento
Core design principles for conversion
Credibility
Closing
Continuance
Design for conversion: https://marvelapp.com/
© Varqa Bahar
© Varqa Bahar
Design for conversion: https://marvelapp.com/
Design for conversion: Magento
Web design for different
customer segments
© Varqa Bahar
© Varqa Bahar
© Varqa Bahar
Designing website for different customer segments:
New vs existing customers
Designing website for different customer segments:
men and women
Conversion rate optimization: A/B testing
Version A
Version B
Never stop A/B testing to optimize conversion rate of the website.
© Varqa Bahar
Landing page
© Varqa Bahar
Landing page “matching” the ad
•
Product/service
•
Message
•
Visual components
© Varqa Bahar
· Websites should be designed primarily for mobile devices and adapted to larger screens rather than the other way around.
· Designers need to be aware of differences in needs between mobile and desktop users.
Learning outcomes of today’s session
•
Designing a website that is highly
usable.
•
Designing a website to enhance
conversion.
•
Designing a website for different
customer segments.
•
Optimizing
landing pages.
•
Pursuing
A/B testing.
•
Developing a
mobile first
design.
© Varqa Bahar
Question for Foodprint
1. How does the company make money? What are the sources of income? What is the approximate percentage? Has the company made a profit so far?
Foodprint retains a 15% of each item sold through the app. This is inclusive of GST and other service fees, eg payments provider. This is our only way of generating revenue. We do not charge the eateries a joining fee or monthly subscription for example. We are not yet profitable.
2.Are these organisations count as sponsors, investors, or…? What kind of stakeholders are they? Does the company pay for anything they have provided?
3. Should these organisations above be counted as shareholders or stakeholders? If stakeholders, who are Foodprint’s shareholders?
The above are external stakeholders. Foodprint’s Shareholders are myself and the Garvey Family Trust. This is public information that can be found on the companies register.
4. What time does the food usually start to be served?
Food is available from 7am-9pm. It’s up to the eateries what they would like to sell and when. Our peak time is usually from about 1.30pm. If you want to get a feel for this, I would suggest downloading the app. Even those not currently in NZ should still be able to download it and you’ll be able to select an address in Auckland, say the university or just put in Queen Street to see what’s happening in this area.
This is a good attempt at an Executive Summary but it seem too long to me. The reader is
the client (the Foodprint) manager, so you need to make the description of what Foodprint
does and how it currently creates value shorter; the emphasis should be on how
Foodprint’s service could be improved based on your analysis .
Article Error
Article Error
Article Error
Sp.
Article Error
Article Error
Article Error
1
3
4
5
s
6
7
how does
Foodprint
make its
money?
9
10 11
Article Error
Sp.
1
2
13
1
4
15
16
Run-on Missing “,”
Sp.
Article Error
Article Error
9
17 I am not quite
sure what the
overall purpose
of
this
paragraph is?
Are you trying
to say what is
good about the
FoodPrint app
from a design
thinking point
of view is?
1
8
19
who is the
target
consumer
you are
doing the
digital
consumer
journey for?
Article Error
Prep.
P/V
Proofread
Sp.
Article Error
Article Error
20
21
Sp.
Prep. Article Error
Sp.
Sp.
Sp.
Article Error
Label this; and also maybe reduce the line
spacing to make it fit on one page?
22
23
24
25
Article Error
26
27
Compound
Article Error
1
2
3
4
4
5
7
8
6
9%
SIMILARITY INDEX
7%
INTERNET SOURCES
3%
PUBLICATIONS
8%
STUDENT PAPERS
1 2%
2 1%
3 1%
4 1%
5 1%
6 1%
7 1%
Foodprintstrategy..edited x
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to University of Huddersfield
Student Paper
Submitted to University of Melbourne
Student Paper
Christophe Feltus. “Deriving Information
System Security and Privacy From Value
Cocreation Theory”, International Journal of
Service Science, Management, Engineering,
and Technology, 2019
Publication
Submitted to University of Auckl
and
Student Paper
Submitted to Nelson Marlborough Institute of
Technology
Student Paper
myassignmenthelp.com
Internet Source
Submitted to AUT University
Student Paper
8 1%
9 <1%
Exclude quotes Off
Exclude bibliography Off
Exclude matches Off
Submitted to Victoria University of Wellington
Student Paper
ethicallykate.com
Internet Source
FINAL GRADE
5/0
Foodprintstrategy..edited x
GRADEMARK REPORT
GENERAL COMMENTS
Instructor
PAGE 1
Text Comment. This is a good attempt at an Executive Summary but it seem too long to
me. The reader is the client (the Foodprint) manager, so you need to make the description of
what Foodprint does and how it currently creates value shorter; the emphasis should be on
how Foodprint’s service could be improved based on your analysis .
Article Error You may need to remove this article.
Article Error You may need to remove this article.
Article Error You may need to remove this article.
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Article Error You may need to remove this article.
Article Error You may need to remove this article.
Article Error You may need to remove this article.
PAGE 2
Comment 1
encouraging ..
Strikethrough.
Article Error You may need to remove this article.
Comment 3
and
Comment 4
I don’t think you have ‘evaluated’ these .. you seem to have just decsribed them
Comment 5
report
Text Comment. s
Comment 6
.Then, but analysing the digital consumer journey, the report comes up with a number of
digital business opportunities for Foodprint, and priorities and thinks through these …
Comment 7
with consumers
Text Comment. how does Foodprint make its money?
Strikethrough.
Comment 9
lowers carbon
Comment 10
Is this a new paragraph?
Comment 11
can you explain or define this?
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
PAGE 3
Run-on This sentence may be a run-on sentence.
Missing “,” Review the rules for using punctuation marks.
Comment 12
?
Comment 13
FoodPrint
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Comment 14
Do you have evidence for this?
Comment 15
feedback about
Comment 16
this seems repetitive?
Article Error You may need to remove this article.
Article Error You may need to remove this article.
PAGE 4
Comment 17
, which is
Text Comment. I am not quite sure what the overall purpose of this paragraph is? Are
you trying to say what is good about the FoodPrint app from a design thinking point of view
is?
Article Error You may need to remove this article.
Comment 18
is built around these three lenses:
Prep. You may be using the wrong preposition.
P/V You have used the passive voice in this sentence. You may want to revise it using the
active voice.
Comment 19
do you need this sentence here? is this part of societal needs?
Proofread This part of the sentence contains an error or misspelling that makes your
meaning unclear.
Text Comment. who is the target consumer you are doing the digital consumer journey
for?
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Article Error You may need to remove this article.
Article Error You may need to remove this article.
PAGE 5
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Prep. You may be using the wrong preposition.
Article Error You may need to remove this article.
Comment 20
which are beyond their price range
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Sp. This word is misspelled. Use a dictionary or spellchecker when you proofread your
work.
Comment 21
These are not very evident to me .. maybe you should be a chart of the digital consumer
journey along each stage in an Appendix to see how the digital opportunities align with the
needs/pain points?
Article Error You may need to remove this article.
PAGE 6
Text Comment. Label this; and also maybe reduce the line spacing to make it fit on one
page?
PAGE 7
Comment 22
please refer to your table. E.g. See Table 1 above.
Comment 23
this
Article Error You may need to remove this article.
Comment 24
New paragraph
Comment 25
do you think another chart comparing the new system with the old one would be useful to
help visualize how the new system would be better?
PAGE 8
Comment 26
label this chart. eg. Figure 1 XXXX
Compound These two words should be a compound word.
Article Error You may need to remove this article.
Comment 27
reducess
PAGE 9
PAGE 10
PAGE 11
Executive summary
FoodPrint is a digital platform designed to connect eateries with surplus food to potential customers online. The eateries upload their surplus food at half the price on the platform, where potential customers make purchases in their nearby eateries and come to collect. The eateries, therefore, make a profit on food that could have otherwise gone to waste, and the customers get the food, which is good for consumption at half the price, saving them their money. FoodPrint operates using the B2C business model in which it connects businesses that are the food makers to the potential customers. FoodPrint digital marketing strategy takes the responsible principle that entails adopting a balanced approach taking care of the needs of the eateries, customers, and society. FoodPrint stakeholders include FoodPrint employees, producers, and consumers. Both producers and consumers cooperate in value co-creation. Customers are active participants in a service dominant logic; they have to help the producers, who are the service creators understand their preferences by providing the appropriate feedback via the digital platform. FoodPrint design thinking is built on the three lenses: Desirability, feasibility, and viability. Digital customer journey refers to interactions between the users and a company’s brand. FoodPrint creates its brand awareness through various touchpoints; a website that introduces its brand to the target customers; eateries, and potential clients. Through the website, the users can download the FoodPrint app and follow the activities of the food distribution software through shared media platforms such as Facebook and Instagram. Evaluation of the Foodprint’s customer journey, various business ideas can be deduced to help improve from the current state that includes:
Integrating a chatbox
,
Expanding the producers and market base
,
Outsourcing delivery drivers
,
Adopting email marketing
, and improving on feedback. On prioritizing the business opportunities, improving the feedback is the recommended business opportunity since it is a link to discovering other business opportunities, eradicating any loopholes, and giving the customer an opportunity to participate be part of the platform design process.
Introduction
FoodPrint is an application designed to ensure environmental sustainability by reducing food wastage and sustainable diets for the consumers as well (Newshub, 2022). It is an innovation designed with human needs at the center while providing ease of doing business and protecting the environment. This paper evaluates Food Print’s business model, value co-creation processes with and among different stakeholders, digital customer journey, and prioritize and thinks through Foodprint’s digital business opportunities using rapid prototyping.
FoodPrint business model
A business model gives the picture or a representation of how a company operates; the products sold, services provided, how it makes profits, caters for expenses and locates its target market (Ardolino et al., 2020). FoodPrint adopts a Business to Consumer business model (B2C) (Ardolino et al., 2020). FoodPrint connects eateries with surplus food that could waste consumers at a relatively discounted price. The use of digital technology helps restaurants, cafes, and food makers to have sustainable operations by assisting them in selling all the food that could have gone to waste (Foodprint, 2022). On the other hand, selling good food that could have gone to landfills helps reduce pollution and release carbon gas into the environment contributing to a safer planet. FoodPrint helps food retailers to make more profit while allowing customers to access affordable food. FoodPrint digital marketing strategy takes the responsible principle (Mandal, 201
7
). The foodPrint digital platform tries to adopt a balanced approach taking care of the needs of the eateries, customers, and society. The business problem at hand is that eateries end up wasting food, which is thrown away when the shelf life ends, the thrown food ends up in landfills polluting the environment. On the other hand, society has people going without food yet we have wasted food that was good. FoodPrint acts as an intermediary providing a platform for eateries with surplus food to connect with consumers and eradicate chaos (Foodprint, 2022).
Stakeholders mapping and value co-creation
The foodPrint digital platform is an interface connecting different stakeholders, mainly its employees, interested producers, and consumers. Producers involved are all the eateries with a surplus that is likely to go to waste. Consumers are the customers who purchase food from these eateries that include anyone who has the app; however, FoodPrint has its eyes in areas with a strong presence of students. The platform match makes these eateries with potential customers use a service dominant logic approach to marketing (Lessard, 2015); this is achieved through providing a digital solution on how customers purchase foodstuffs and helping them locate eateries near their locations, making the process very smooth (Ethically Kate, 2022). Customers get their value through experience, which they can share feedback by giving reviews on the FoodPrint app rating their experience. The goal is to connect customers to places where they can get food at discounted rates and provide them with room to give specifications and preferences and search for foodstuff that suits their taste. Both producers and consumers cooperate in value co-creation. Customers are active participants in a service dominant logic; they have to help the producers, who are the service creators understand their preferences by providing the appropriate feedback via the digital platform (Lessard, 2015). On the other hand, the eateries deliver the food to the consumers with its correct value preventing wastage and making more profits. The FoodPrint stakeholders work together to prevent food wastage, save money, and rescue the environment to ensure sustainable consumption (Love Food Hate Waste, 2022).
Digital customer journey
Design thinking entails coming up with world-changing innovations through balancing desirability that is the human needs at hand, feasibility referring to the technological capabilities, and viability, which is the societal needs (Mandal, 2017). FoodPrint design thinking is built three lenses; one, it embraces desirability in design thinking by addressing the human food problem bearing in mind that the world suffers from food insecurity (Nzherald.co.NZ, 2022); unfortunately, it is noted that a third of the world’s food produced for human consumption ends up in landfills. Therefore, reducing food wastage saves our planet from carbon emissions coming from uneaten food. The platform gives eateries an opportunity to make profits on food that could have gone to waste while providing clients a chance to enjoy meals at subsidized prices (Ethically, Kate, 2022). Two, feasibility; the digital marketing technology is very suitable in that it connects eateries to potential customers; it continually creates a database of customers and helps them locate nearby eateries from their places of residence; the customers can explore the various food categories, make orders and then go to collect making the technology very useful. Lastly, the viability design thinking lenses take care of the environment; the surplus food that was to go to landfills is saved, keeping the planet from greenhouses gases that come from animal dietaries (Newshub, 2022).
Digital customer journey refers to interactions between the users and a company’s brand (Moon et al., 2016). FoodPrint has a well-articulated customer journey from awareness creation to service acquisition. FoodPrint creates its brand awareness through various touchpoints. First, the company has a website that introduces its brand to the target customers: eateries and potential clients. Through the website, the users can download the FoodPrint app and follow the activities of the food distribution software through shared media platforms such as Facebook and Instagram (Foodprint, 2022). Additionally, the website has a contact page, which provides an email and engages the FoodPrint employees. The website markets the FoodPrint brand quite well; those wishing to be partners can get in touch and add their eateries. The eaterie’s pain point is that they have surplus food that goes to waste. Henceforth joining FoodPrint will help them make a profit on food that would have gone to waste, and they will also play an important role by reducing the environmental pollution. On the other hand, consumers are target customers who will buy food from the eateries, and their pain point is food affordability. FoodPrint allows consumers to get food that they could buy at prices out of range in restaurants at half the price (Love Food Hate Waste, 2022).
The foodPrint customer journey begins with the awareness that eateries offer good food at excellent prices, and such foods can be ordered by downloading the mobile app. A client can search and discover various eateries from the mobile app and identify those close to their location(Foodprint, 2022). The client then orders food from their preferred eatery, makes the
pay
ment, and presents the receipt to the eatery to collect the food. Additionally, the client can specify their favorite food for specialized experiences, such as getting notifications when their favorite food is on the shelf. Further, the client can leave reviews to give their expertise on the platform for future improvement. FoodPrint connects these customers to food that could go to waste, such as a canceled order or food leftover after a shift ends.
Analyzing the FoodPrint digital customer journey, the following business opportunities are evident. First, real-time communication is missing from the platform, such as a chatbox where producers and consumers can familiarize themselves faster. A chat box will provide a real-time feel and customer support, improving the performance. Secondly, the customer base can be improved by targeting a larger group of producers and consumers to create a large pool of eateries. FoodPrint should focus on the individual consumers and group consumers, such as employees of certain companies. Third, Food distribution is another business opportunity that can be explored though it should apply for group customers willing to bear the costs where possible. Since providing home delivery for FoodPrint could be challenging, it is advisable to try also to connect with delivery drivers to provide delivery services to customers; this will remove the distance barrier. Sometimes customers could place orders but lack time to collect them due to their tight schedules; hence delivery services are necessary. Moreover, using delivery services could assist eateries to access a bigger customer base, including those that are far. Fourth, email marketing is another business opportunity for FoodPrint; it entails creating an email list for all the subscribed customers and creating automated emails sent once or twice a week. Lastly, improving feedback helps identify gaps in the customer journey and discover other customer needs that could be incorporated. Feedback can be done through surveys, which are reported back to the customer care desk, helping do away with all the loopholes.
Prioritizing Business Opportunities
|
Business Opportunity |
Potential |
Importance |
Ease |
Score |
|||||||||||
| Integrating a chatbox | 7 |
9 |
8 |
||||||||||||
| Expanding the producers and market base |
10 |
||||||||||||||
| Outsourcing delivery drivers |
7.7 |
||||||||||||||
| Adopting email marketing |
8.6 |
||||||||||||||
|
Improving on feedback |
9.3 |
Prioritizing the business opportunities looks at their potential, importance, and ease of implementation. Improving on feedback is the highest scoring business opportunity (9.3). The business opportunity has great potential to improve the operations of the FoodPrint platform by helping discover the customer experiences and get their insights; This can help eradicate any loopholes and even adopt better suggestions. Therefore, it is a business opportunity that helps understand the customers’ needs and provides a way of enhancing the current state. On the importance, feedback is key because it helps measure if the platform’s goals are met. Lastly, it is very easy to implement a feedback system like customer surveys to help improve their service experience. Applying the rapid prototyping, the digital customer journey will change by including a robust feedback system besides the existing rating one experience. The feedback system gives the customers an opportunity to participate in the design-making process and eradicate any assumptions.
The above prototype is then tested to see if it meets its expectations and is adopted.
Conclusion
FoodPrint is an excellent application providing a digital platform to satisfy human needs and protect the environment. The app design is human centered with a major goal of providing food to customers with small budgets at half the usual price and giving eateries with surplus food, which would go to waste an opportunity to sell it at half the price. The strategy makes food affordable because eateries make more profits, generally lowering the charges on the food. The cooperation between eateries and potential customers creates value to the society in reducing food wastage, which in turn results greenhouse gas emissions. Improving customers’ feedback will help FoodPrint to have a sustainable pathway in the market while promoting sustainable consumption and the planet.
REFERENCES
Lessard, L. (2015). Modeling Value Cocreation Processes and Outcomes in Knowledge-Intensive Business Services Engagements. Service Science, 7(3), 181-195. doi: 10.1287/serv.2015.0104
Foodprint: The App That Reduces Food Waste & Saves You Money — Ethically Kate. (2022). Retrieved 6 February 2022, from
https://ethicallykate.com/blog/2020/8/5/foodprint-the-app-that-reduces-food-waste-saves-you-money
Download the Foodprint app and stop delicious food being thrown away | Love Food Hate Waste. (2022). Retrieved 6 February 2022, from
Download the Foodprint app and stop delicious food being thrown away
Ardolino, M., Saccani, N., Adrodegari, F., & Perona, M. (2020). A Business Model Framework to Characterize Digital Multisided Platforms. Journal Of Open Innovation: Technology, Market, And Complexity, 6(1), 10. doi: 10.3390/joitmc6010010
Moon, H., Han, S., Chun, J., & Hong, S. (2016). A Design Process for a Customer Journey Map: A Case Study on Mobile Services. Human Factors And Ergonomics In Manufacturing & Service Industries, 26(4), 501-514. doi: 10.1002/hfm.20673
Foodprint. (2022). Retrieved 6 February 2022, from
https://foodprint.app/
Newshub. (2022). Retrieved 6 February 2022, from
https://www.newshub.co.nz/home/lifestyle/2019/06/foodprint-the-game-changing-new-app-ready-to-tackle-our-food-waste-problem.html
Nzherald.co.nz (2022). Retrieved 6 February 2022, from
https://www.nzherald.co.nz/brand-insight/the-food-problem-nz-should-not-have/STBEWGPQCREG5LRGSTTJ7NISLI/
Mandal, P. (2017). Understanding Digital Marketing Strategy. International Journal Of Scientific Research And Management. doi: 10.18535/ijsrm/v5i6.11
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