Digital Marketing Planning

 

Project Front Sheet

 

CIM Number                     38416362

Unit Title                            Digital Marketing Planning

 

Level/Award                     Unit assignment submitted in partial fulfillment of the requirements of

CAM Diploma in Digital Marketing

 

CIM-Accredited

Study Centre                    The Marketers’ Forum

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Digital Marketing Planning

From                                   Digital Marketing Assistant in Ooredoo

 

To                                         Digital Marketing Manager in Ooredoo

Word Count

Task One

Digital Marketing Plan: 3,299 words.

Task Two

Briefing Paper for Ooredoo Senior Management: 1,099 words.

Total: 4,398 words.

Date                                    June 2013 Board

Table of Contents

Digital Marketing Plan……………………………………………………4

Briefing Paper for Ooredoo Senior Management……………….19

Appendices…………………………………………………………………..25

Bibliography…………………………………………………………………31

 

Task One

Digital Marketing Plan: 3,299 words.

 

 

 

 

1.0                 Digital Marketing Plan

This report seeks to develop a six-month digital marketing plan related to the commercial launch of Ooredoo (its overview in appendix 1) new 4G network in Qatar (nokiasiemensnetworks.com, 2013). The plan aims to enhance the dialogue, personalisation and interaction between Ooredoo and Qatar customers via a new service – a crowdsourcing 4G coverage map app. This enhancement should ultimately increase subscriptions to Ooredoo mobile phone service. The report starts with outlining the digital marketing plan and concludes with a briefing paper for Ooredoo Senior Management.

The plan is designed after an adapted version of the somewhat-generic SOSTAC® (Situation Analysis, Objectives, Strategy, Tactics, Action and Control) marketing planning model – an infographic applying SOSTAC to digital marketing (Smith, cited in Chaffey, 2012).

1.1                 Situation Analysis

 

In the context of digital marketing, the situation analysis tackles the issue of “where we are now” to form a link between the internal audit and competitor research (internal vs. external perspective), according to Friesner (n.d.) The detailed audit can be found in appendix 3.

 

1.1.1 Analysis of Vodafone Qatar’s Online Offerings (as of 10 April 2013)

 

Channel/Actor/Force Description
  1. 1.     Website
 www.vodafone.qa. Vodafone Qatar also makes use of other websites via, for instance, display advertising (e.g., banners).
  1. 2.     Mobile Website
 www.vodafone.qa/go/en/mobilehome is a mobile-friendly site designed and optimised for the small physical size of mobile device form factors such as user input/operating, screen size and display resolution.
  1. 3.     Mobile Apps
 Vodafone mobile apps are downloadable viaapps.vodafone.com.eg.
  1. 4.     SMS/MMS
 Short and multimedia messages are regularly sent to customers by Vodafone Qatar.
  1. 5.     Outbound Calling*
 An outbound call is one made by a Vodafone Qatar call center agent to a customer.
  1. 6.     BBM Broadcast
 Vodafone Qatar can send a broadcast message to customers of Vodafone Qatar BlackBerry Services.
  1. 7.     IVR
 Interactive Voice Response enables Vodafone Qatar customers to address their own inquires.
  1. 8.     On-Hold Messaging
 Customers can get more info about Vodafone Qatar products, services, offers etc. while queuing for a call centre agent.
  1. 9.     Self-Service Machines
 Touch-screen kiosks located in Vodafone Qatar and third-party shops to access a self-service system.
  1. 10.   Social Profiles
 FB: 217,036 likes; LinkedIn: 5,143 followers; Twitter: 16,497 followers; YouTube: 288 subscribers; Foursquare & Instagram: No official account; and Google+: 730 followers.
  1. 11.   Business Portals Profiles
 E.g., www.myqbd.com.
  1. 12.   Directory Listings Profiles
 E.g., www.qataronlinedirectory.com.
  1. 13.   Search
 SEO-friendly. Can be reached via all major search engines such as Google, Bing and Yahoo! Search.
  1. 14.   eMail
 Vodafone Qatar sends service-related, notification, info, etc. messages to (internal/external)

customers via eMail. Customer can contact Vodafone Qatar via eMail: care.qa@vodafone.com.
  1. 15.  eNewsletters
 Yes: www.vodafone.qa/en/support/promotions/newsletter-sign-up
  1. 16.   In-Shop Plasma Screens
 Conveying messages to Vodafone Qatar customers queuing in its shops.
  1. 17.   Pay TV
 No.

* Phone calling / messaging over networks – whether public switched telephone or internet protocol – involves use of digital channels. It is part of digital marketing (ft.com, n.d.)

 

 

 

 

 

 

 

1.1.2 Interaction, Personalisation and Dialogue within Ooredoo’s Online Presence

 

1.1.2.1  Strengths (Internal)

 

  • Many interactive, personalised digital channels: web site, mobile site, mobile apps, short messaging service, multimedia messaging service, outbound calling, BlackBerry messenger broadcast, interactive voice response, on hold messaging, self service machines, social profiles on FB; LinkedIn; Twitter; YouTube; Foursquare; Instagram & Google+, business portal profiles, directory listing profiles, eMailing, in-shop screens and pay TV.
  • Established, dialogue-loving customer base.
  • Existing experienced staff with deep knowledge of the sector and the market.
  • Better ranking in search engine results because of content generated – since 4G testing stage. Currently, Ooredoo remains the only 4G provider in Qatar (Sambidge, 2012).
  • Top management commitment to address digital demands and use digital channels to directly engage with customers as being done, for instance, by Ooredoo’s Chairman of the Board of Directors himself on Twitter (qtel-dev.projets-en-cours.net, 2012).

 

1.1.2.2  Weaknesses (Internal)

 

  • Brand perception. Ooredoo has until recently been known as Qtel – short for Qatar Telecom. There is also the issue of user migration from some of Qtel social profiles to Ooredoo ones. For example, as of 10 April 2013, Ooredoo Qatar’s YouTube Channel has 67 subscribers, whereas Qtel Qatar’s YouTube Channel has 362 ones.
  • Multi-channel support with customer high expectations of fast responses.
  • Staff familiarity with 4G network speed and devices.
  • Reaching out to online communities. For instance, there is no Ooredoo official account on Qatar Living. Qatarliving.com is a very popular user-driven online community about life in Qatar, featuring user submitted discussions, maps, and reviews.
  • Use of digital channels and the data they generate not maximised.
  • No specific point of contact for coordination between online channels themselves and between online channels and offline channels.

1.1.3 Ooredoo’s Online Presence Distinctiveness Compared with that of Vodafone Qatar

 

Ooredoo’s online presence distinctiveness is mainly supported by its huge customer base and service portfolio compared with that of Vodafone Qatar. Whereas Ooredoo aims to cover the whole of Qatar with its 4G network by the autumn of 2014 (ooredoo.qa, 2013), Vodafone Qatar is yet to start its 4G trial.

Before Vodafone Qatar as a start-up switched on its mobile network in March 2009 (vodafone.qa, 2009), Ooredoo had until that point been the only telecommunications player in the Qatari field, with a history dating back to 1949. While the state of Qatar offers Ooredoo strategic support (its chairman enjoys State Minister status), the UK’s Vodafone Group – highly experienced in digital marketing and regularly partnering with the likes of Google and Facebook – supports Vodafone Qatar. The Vodafone Group has an overall board control of Vodafone Qatar and has expressed confidence that there will be an opportunity to own a majority stake (currently 22.95%) in Vodafone Qatar in the future (telegeography.com, 2012).

Comparing ‘likes’ as an affinity measurement in their FB pages somehow illustrates how the main type of support each company receives affects its online offerings:

Vodafone Qatar has joined FB on 12 February 2010 and its page is followed by 217,036 fans as of 10 April 2013.

Ooredoo has joined FB on 21 March 2010 and its page is followed by 234,761 fans as of 10 April 2013.

Channel/Actor/Force Ooredoo (as of 10 April 2013) Vodafone Qatar (as of 10 April 2013)
1. Website Yes Yes
2. Mobile Website Yes Yes
3. Mobile Apps Yes Yes
4. SMS/MMS Yes Yes
5. Outbound Calling Yes Yes
6. BBM Broadcast Yes Yes
7. IVR Yes Yes
8. On-Hold Messaging Yes Yes
9. Self-Service Machines Yes Yes
10. Social Profiles Yes Yes
FB 234,761 likes 217,036 likes
LinkedIn 12,521 followers 5,143 followers
Twitter 40,524 followers 16,497 followers
YouTube 67 subscribers (formerly 362 at Qtel’s YouTube Channel: www.youtube.com/user/OfficialQtelQatar) 288 subscribers
Foursquare 290 friends No official account
Instagram 3,315 followers No official account
Google+ 11 followers (formerly 154 at Qtel Qatar:https://plus.google.com/105714988094512647968 730 followers
Pinterest 3 followers No official account
11. Business Portals Profiles Yes Yes
12. Directory Listings Profiles Yes Yes
13. Search Less SEO-friendly More SEO-friendly
14. eMail Yes Yes
15. eTickets Yes No
16. eNewsletters Focused on loyalty programme members (ooredoo.qa, 2013) Open to all
17. In-Shop Plasma Screens Yes Yes
18. Pay TV Yes No

1.2                 Objectives

Ooredoo vision: Enriching people’s lives as a leading international communications company.

1.2.1 Business Objective

To get a crowdsourcing 4G coverage map app ready for users to download by end of September 2013.

1.2.2 Marketing Objective

 

To conclude the app contest by securing a mobile app development team of 1, 2, 3 or 4 person(s) by end of July 2013.

1.2.3 Digital Marketing Objectives

 

1.2.3.1       Acquisition

 

To increase by 10% unique visitors of Ooredoo’s web & mobile sites by end of 2013.

 

1.2.3.2       Conversion

 

To get the app downloaded 20,000 times by end of 2013.

 

1.2.3.3       Retention

 

To get 10,000 actively engaged users of the app by end of 2013.

1.3                 Strategy

 

Product development as a strategic choice has sales increase as its aim. This aim is reached by developing products for a company’s existing market – Ooredoo’s 4G coverage map app in Qatar (kfknowledgebank.kaplan.co.uk, n.d.)

1.3.1 Target Market

 

1.3.1.1       Segmentation

 

Any Qatar resident aged between 9 (bbc.co.uk, 2009) to 84 (thenextweb.com, 2011) and owning a mobile device capable of running downloaded third-party applications.

Ages can be determined as buying a SIM card in Qatar requires an ID.

In Qatar, mobile penetration stands at almost 100%, as of January 2013 (ictQATAR, 2013).

Qatar has at least 2.3 million cell phones in a country of around 2 million people (Dennis et al., 2013).

Also, Qatar’s population is small with high personal/disposable income (Metodieva, 2012).

1.3.1.2       Targeting

 

To engage the segment’s decision-making process with issue recognition (4G coverage) and info gathering stages, which could range from searching for developers via word of mouth marketing to active usage of the app (Hoyer and MacInnis, 2008, p. 194).

In particular, to engage the young Qataris who form the main momentum behind the Information & Communication Technology (ICT) penetration in Qatar. Qatari citizens whose ages range between 15 and 24 enjoy the highest ICT penetration rates of any other age group, across all rates, including for mobile services (approximately 100 percent), the Internet (98 percent), and computers (97 percent). Qatari youth are also leading the ship of smartphone usage. For them, that usage is not only limited for core services such as voice calls and texting, but – increasingly – also for eMailing, instant messaging, web browsing , next-generation entertainment features and social networking (ictQATAR, 2013).

Demographics: All Qatar residents who make use of the telecommunications services, digital channels and / or are interested in the latest device / network fashions and capabilities that exist.

Behaviour: Active users of the telecommunications services who are aware of Ooredoo 4G network, make use of its digital channels and / or 4G services.

What are customer needs/wants? Customers want to have a 4G device and enjoy fast streaming of high bandwidth content and quick transferring of large files amongst the social groups, preferably before everybody else does.

How do customers relate to this offering in particular? Customers want instant and accurate knowledge of the 4G network coverage and speed to cheer them up wherever they happen to be in a 4G zone. Currently, customers need to visit the following Ooredoo’s web page:

http://www.ooredoo.qa/en/DP_4G_ZONES to check 4G availability and speed. Moreover, the current 4G coverage map gets updated on a slow pace. When the map page was visited on 26 May 2013, the caption beneath it read “Coverage last updated on the 01.05.2013”. Furthermore, the map depicts an approximation of coverage. Customers don’t want to be put off by constantly chasing the 4G signal.

Do customers know anything about it? Few would expect an app to solve such an issue.

Is it important to customers? Yes. They want to be the first to have 4G devices and be seen to be the first to have those devices for the 4G reason.

What difference does it make? For many customers having the latest mobile device is the most important element of the relationship with Ooredoo.  All of Ooredoo latest 4G devices, their price and their usability mean little to a customer who does not have instant knowledge of the 4G network coverage whenever they are in a 4G zone.

The 4G rollout experience should be engaging for today’s data hungry customers. The current experience of detecting coverage runs contrary to the whole idea behind a 4G network – speed.

Media consumption habits? In Qatar (menamediasurvey.northwestern.edu, 2013):

89% of the population watches TV for 18 hours a week.

90% uses the internet.

On average, 23 hours are spent weekly on using the internet through wireless handheld devices.

On average, 2 hours are spent daily on social networking sites (FB is top for 88%).

The internet is top (72%) for news and current events and top (75%) for entertainment.

TV ranks first (52%) for generally-reliable info.

Arabic is the top language for TV (59%), radio (64%) and newspaper (57%) but English is the top one for accessing the internet (76%).

eMail checking (67%) tops the list of daily internet usage. Next comes web surfing or browsing (54%). After that is looking for news – local, national, international (50%).

15% uses the internet to get information about a product at least once a day.

70% uses the internet to increase contact with friends.

62% agrees that quality of news reporting has improved over the past two years.

1.3.1.3       Positioning

Ooredoo 4G coverage map app of customers, by customers and for customers.

1.3.1.4       Online Value Propositions

 

In light of the explanation offered by Peterson et al. (2010), the answers to the following questions form the company’s online value proposition:

  • Benefits and solutions: real engagement with and easy use of the free app.
  • Issues and needs: instant knowledge of whether a place is 4G-covered.
  • Competition: wide range of 4G services with no current 4G competition.
  • Repeat use: the app is personal and its info is presented at the customer’s finger tip.

1.4                 Tactics

 

1.4.1 Marketing Mix

 

1.4.1.1  Product

WaveApp. Detailed description of the app and its contest is in appendix 2.

1.4.1.2  Price

Free.

1.4.1.3  Place

 

If a multi-platform native apps approach is the choice, the place is Ooredoo sites and the platforms’ app stores.

If mobile web or hybrid mobile app development is selected, the app is hosted.

1.4.1.4  Promotion

WaveApp message (announcing the contest and when the app is ready) is to be tweaked so as to respect the look and feel of every channel in its users’ eyes.

Visually appealing QR codes linking to web & mobile web landing pages of WaveApp (where the contest is announced and then the app is to be downloaded) are to be placed where possible, especially on offline channels. Implementation examples include (metrics: Referral traffic and conversion – tool: Google analytics. Other analytics tools such as the channel’s tools and web log analysis software can be used for cross-checking):

FB: Together with a pupil-widening FB cover photo, FB Mobile App Install Ads are run. FB is also used to deal with customer service inquiries with a dedicated member of Ooredoo digital personnel responsible for interacting with all customer comments. Requesting FB users to vote on their top 4G zones with 4G device and 4G subscription opinion polls are frequent. Consulting FB fans to advise on prioritising zones to be covered with 4G is regular.

LinkedIn: Ooredoo’s overview and employee insights in the LinkedIn Company Directory are to be amended so as to focus more on the current 4G rollout. The Really Simple Syndication (RSS) feed of WaveApp pages and Ooredoo Twitter profile are linked to Ooredoo LinkedIn account so that both appear on Ooredoo LinkedIn page. A LinkedIn Group (forum) is established to discover 4G-minded professionals and participate in 4G discussions. Ooredoo Event Updates and Job Offers are to keep LinkedIn members informed about Ooredoo 4G network, thus promoting Ooredoo the brand and helping find the right candidates to recruit when 4G-related demand picks up.

Twitter: Appropriate Twitter page branding is to be created. At a minimum, 2 tweets per day are to be published about the 4G rollout. These are to include links leading to Ooredoo pages like the 4G technology, the 4G benefits, the current 4G coverage map, how-to tips (e.g., how to use WaveApp to measure speed), 4G frequently asked questions, etc. Re-tweeting interesting 4G industry news, incorporating hashtags and “following” credible sources is a good way to carve up a pool of quality, genuinely interested followers – evangelists willing to download, actively use and market Ooredoo’s WaveApp.

YouTube: Because customers usually cannot try WaveApp before deciding to download it, having a video demonstrating it in action has digitally become a “must have” for Ooredoo when looking to maximise its use by customers. A video can communicate what a written script and a screengrab cannot: winding life through the app advertised. It tells customers precisely what WaveApp does with sound and picture in motion. By showing a brief video of WaveApp in action, people can view all the app main specs and get more excited about it. Also, videos usually get more shared, liked and commented on. The video is to be accompanied by a keyword-rich written description to replace it in case it doesn’t load and to boost search results. It also includes links to WaveApp pages.

1.4.1.4.1 Above The Line (ATL)

 

  • Web & mobile web pages
  • Google AdWords Pay-Per-Click (PPC) campaign
  • TV commercial on Qatar TV
  • Out-of-home advertising
  • Online banners on Ooredoo sites (especially product info pages) + (suggested) event-organising parties’ sites + news, current events and entertainment sites
  • FB post and banner
  • Social media ads
  • Twitter post and page branding
  • DJ Liner (Qatar Broadcasting Service & Sout Alkhaleej radios)
  • Mozaic banner

1.4.1.4.2 Below The Line (BTL)

  • Flyers
  • Retail branding for Ooredoo shops/ posters/ danglers and window stickers
  • Self-service machine branding/ screen
  • Premium dealers and 3rd party shops
  • Booth branding in shopping malls
  • Gift items
  • Floor stickers
  • Roll-ups

1.4.1.4.3 Direct Communication

  • eMail shots
  • eBill banner branding
  • eVoucher slip back side
  • IVR
  • On-hold message
  • SMS
  • MMS
  • BBM

1.4.1.4.4 Internal Communication

  • Internal screen Ooredoo Building
  • Ooredoo building branding
  • Elevator branding
  • Flyer distribution to Ooredoo employees
  • Yammer social post
  • Internal announcement using an attractive HTML design
  • A3 back to back poster

1.4.1.4.5 Public Relations (PR)

 

  • Press release
  • Press conference
  • PR stunt

 

 

 

1.5                 Action

Project schedule:

Activity Cost £ Jul. Aug. Sep. Oct. Nov. Dec.
ATL
Web & mobile web pages Internal
Google AdWords 20,000
TV commercial on Qatar TV 30,000
Out-of-home advertising 50,000
Online banners Internal
FB post and banner Internal
Social media ads Internal
Twitter post and page branding Internal
DJ Liner 1000
Mozaic banner Internal
BTL
Flyers 1000
Retail branding Internal
Self-service machine branding/ screen Internal
Premium dealers and 3rd party shops 35,000
Booth branding in shopping malls Internal
Gift items 10,000
Floor stickers 15,000
Roll-ups 15,000
Direct Communication
eMail shots Internal
eBill banner branding Internal
eVoucher slip back side Internal
IVR Internal
On-hold message Internal
SMS Internal
MMS Internal
BBM Internal
Internal Communication
Internal screen Ooredoo Building Internal
Ooredoo building branding Internal
Elevator branding Internal
Flyer distribution to Ooredoo employees Internal
Yammer social post Internal
Internal announcement Internal
A3 back to back poster 1000
PR
Press release Internal
Press conference Internal
PR stunt 20,000
Contest
QMIC 75,000
Financial prize 60,000
SPOC for channel coordination Internal
WaveApp availability for users Internal
Information Management
Developing  processes to manage information, data development & support Internal
4G smartphones for digital staff use 2,000
Total 300,000

Note: Figures are estimated market prices and can vary from those actually quoted by various external vendors.

1.6                 Control

 

Objective Key Metric Monitoring Method
To get a 4G coverage map app

ready for users to download

by end of September 2013.

 Ready app Staff reporting based on

existing analytics tools.

 
To conclude the app contest by securing

a mobile app development team of

1, 2, 3 or 4 person(s) by end of July 2013.

 A mobile app development team of

1, 2, 3 or 4 person(s)

 Staff reporting based on

existing analytics tools.

 
To increase by 10% unique visitors of

Ooredoo’s web & mobile sites

by end of 2013.

 Number of unique visitors Staff reporting based on

existing analytics tools.

 
To get WaveApp downloaded

20,000 times by end of 2013.

 Number of downloads Staff reporting based on

existing analytics tools.
To get 10,000 actively engaged users of

WaveApp by end of 2013.

 WaveApp engagement:

  • Number of screens seen per visit
  • Order in which screens are viewed
  • Number of technical errors
  • How often visitors return to WaveApp
  • how long sessions last
  • Time individual WaveApp elements

take to load

  • Social recommendation
  • Ad click
 Staff reporting based on

existing analytics tools.

 

Task Two

Briefing Paper for Ooredoo Senior Management: 1099 words.

 

 

 

 

2.0                 Briefing Paper for Ooredoo Senior Management

 

2.1                 The Digital Planning Process

 

Planning can be understood as a welcome break from running the day-to-day activities of digital Ooredoo, offering the chance to step back and wear critical glasses to see where Ooredoo needs to be heading. Or it may be viewed as a bitter antidote, a resource-consuming process resulting in a plan that soon dates and is quickly binned (oxfordcollegeofmarketing.com, 2012).

“Yet plan we must. The process of planning may be more important than the plans that emerge. The planning occasion requires managers to schedule ‘thinking time’. Managers must think about what has happened, what is happening, and what might happen. Managers must set goals and get agreement. The goals must be communicated to everyone. Progress towards the goals must be measured. Corrective actions must be taken when the goals are not being achieved. Thus planning turns out to be an intrinsic part of good management” (Kotler, 1999, p. 166).

The process begins with an audit. A systematic review of Ooredoo’s online presence is a good start to strategy development and resource allocation (Smiciklas, 2011). Systematic reviews are hard to update, however (Ebrahim, 2011).

Then an infographic applying SOSTAC to digital planning is used. While this digital marketing plan has adapted the somewhat generic yet beautifully simple SOSTAC model, the inherent overlap during each stage of planning makes breaking down the model into discrete process steps difficult (Bhandari, 2012).

An analysis of Vodafone Qatar online offerings yields better understanding of the Qatari digital marketplace and allows Ooredoo to look for new techniques or to further focus on what is already part of the plan. Nevertheless, ooredoo.qa has to be careful not to take everything employed by vodafone.qa as employable. There might be unfair advantages used by Vodafone Qatar that the search engines will allow (to Vodafone Qatar), or that a piece of information might be detrimental or erroneous (Santos, 2009). Section 2.3 below highlights an example of acceptable SEO practices.

A Gantt chart is also utilised. It is usually useful in presentations and coordination with stakeholders, yet it may not include all of the information necessary to make informed decisions during the plan execution (ds.psu.edu, n.d.)

2.2                 Potential Barriers to the Successful Implementation of the Digital Marketing Plan

 

  • The contest might result in a working prototype rather than Ooredoo’s new service – WaveApp.

At this point Ooredoo Technology Business Unit is to take over.

  • WaveApp downloading is not picking up.

In this case the following sales promotional activity is to take place:

  • 4G mobile devices with post-paid service: free, unlimited local calls, SMS and data for a whole month.
  • 4G mobile devices with pre-paid service: 1000 units (1 unit = 1 minute of local calling or 1 SMS) and unlimited data to be used in a month.
  • Inter-departmental (or inter-personal) conflict: This opportunity to have different voices is to be leveraged in creating the campaign and WaveApp. For instance, a creative brief (by its very name) should be brief, allowing copywriters a wide margin to play.
  • Emergency absence of key digital personnel from work: A backup implementation team is to be prepared (Ooredoo digital personnel titles are in Appendix 3).
  • Staff motivation: Unless face-to-face meetings between senior management and frontline employees are regular, the best way to gain the most out of the plan is lost – convincing (Larkin and Larkin, 1996).

2.3                 Advice to Marketing Team Based on Technological & Marketing Trends

The following SEO advice is to be observed when designing WaveApp-downloading page. Based on Flores’s SEO audit checklist (2011, cited in Soames, 2011) and what vodafone.qa is better at, it highlights weaknesses that are important yet easy-to-fix, using ooredoo.qa’s homepage as an example.

  • When disabling JavaScript in a visitor’s browser to see ooredoo.qa the way a search engine web crawler views it, JavaScript or Ajax-based elements are found to be missing (e.g., rotating banners), revealing crawling issues as shown below:

Figure 1: JavaScript enabled

Figure 2: JavaScript disabled

  • Homepage: Contact details are not clearly stated.
  • Navigation: the top red bar for navigation (links to Mobile, Landlines, Broadband and Entertainment) is dysfunctional when disabling JavaScript.
  • Category and Subcategory Pages: Instead of a “more” button, using a better anchor-text nomenclature such as (Reward yourself) is friendlier to both eyes and web crawlers.
  • Optimised Page Content:
  • Title tag: Should be keyword-rich, such as “Pre- &-Post-Paid SIMs, BlackBerry, iPhone, Samsung, 4G & Internet – Ooredoo” rather than the current “Ooredoo – Home”.
  • Alt-image tags: E.g., <img src=” tariff calculator.gif” alt=” design your own plan using Ooredoo tariff calculator”>. The alt attribute provides visitors with alternative information for an image should the latter fail to load.
  • Keyword, Meta description and H1 & H2 tags: These improve search engine rankings by helping visitors define the topic/content of the page and ensuring proper document layout, yet are not currently used on ooredoo.qa’s homepage.
  • URLs: A webpage is normally accessible via only one URL that is short, easy-to-remember and eye-friendly. This is also helpful in tracking – one URL per page to monitor in the analytics tool’s dashboard. Currently:

http://www.ooredoo.qa/en

http://www.ooredoo.qa/en/

http://www.ooredoo.qa/en/home

http://www.ooredoo.qa/en/consumerhome

http://www.ooredoo.qa/en/consumerhome?CSRT=2892021776185076412

  • Discreet use of languages, platforms and methodologies (e.g., JavaScript, Flash and Ajax, respectively) that lead to indexing and crawling issues should be considered.
  • Off-Page SEO: Robot.txt file should be uploaded and edited in such a way that would allow for better indexing/crawling by the search engines.

Ooredoo digital personnel should also reach out to grouped netizens. Reaching out to active online communities not only has the benefit of building relationships with potential avatars in Ooredoo’s digital realm, but also (and more so) accessing their own established base (Ng, 2012, p. 115). As of 29 May 2013, qatarliving.com (above-mentioned) ranks 11 according to www.alexa.com, is the top local site and surpassed only by the likes of Google and Facebook.

In addition, knowledge of how customers think is essential (Zaltman, 2003). Hence comes the importance of distributing 4G smartphones to Ooredoo digital personnel.

Here is one of the first internal memos sent by new CEO Marissa Mayer to all Yahoo! staff (Carlson, 2012):

… A few weeks ago, we said that we would look into smartphone penetration rates globally and take those rates into account when deciding on corporate phones. Ideally, we’d like our employees to have devices similar to our users, so we can think and work as the majority of our users do.

Moving forward, we’ll offer you a choice of devices as well as provide monthly plans for the data and phone.

Mayer has taken over the reins in a company immersed in harsh realities (Rogowsky, 2013).

Finally, the next 6-month training should see Ooredoo digital personnel observing Google’s 20% rule: review the WaveApp experience and critique it (Greene, 2010).

 

 

 

 

 

 

 

 

 

 

 

 

 

3.0                 Appendices

3.1  Organisation Overview

Ooredoo www.ooredoo.qa (until recently known as Qtel – short for Qatar Telecom) is the largest telecommunications company in Qatar (Delmar-Morgan, 2013). Its offers include fixed, mobile, satellite, digital and fibre services for consumers and businesses. Ooredoo is also the ultimate parent company of the Ooredoo Group. The Group operates differently-branded companies in which Ooredoo has a controlling interest. These companies are now all being re-branded as Ooredoo (reuters.com, 2013). Ooredoo continues to fiercely expand the Group mainly through acquisitions (Shahine, 2013).

 

Company Vision

Enriching people’s lives as a leading international communications company (ooredoo.qa, 2013)

Company Description

  • The Ooredoo Group is an international mobile and fixed telecommunications operator mainly operating in Qatar, Kuwait, Indonesia, Tunisia, Iraq, Oman and Algeria (insideview.com, n.d.)
  • One of the fastest-growing telecommunications firms in the world by revenue mainly because of diversification and continuous growth in broadband services and mobile data (investegate.co.uk, 2013)
  • About:

– Customer base of over 91 million

– Revenue in QAR: 34.13bn

– Net income in QAR: 3.11bn

– Employees: 1.83k

– Incorporated in 1987 and listed on the Qatar Exchange (Doha Securities Market)   in 1998 (ft.com, n.d.)

  • Strategic support from the Qatari government (Hall, 2013)

 

Company Ownership Profile (ooredoo.qa, 2013)

Others
Abu Dhabi Inv. Auth.
21%
10%

Other Qatari

government

related

entities

17%

State of Qatar

52%

 

 

 

 

 

 

Focus

  • Three business lines – consumer broadband, consumer mobile, and corporate managed services
  • Three geographies – Middle East, North Africa and Asia Pacific (reuters.com, n.d.)

Worldwide Presence (ooredoo.qa, 2013)

Wireless
Wireless and Wireline

Qatar

 

 

 

 

 

 

 

 

 

3.2  WaveApp

 

A wave gains momentum via available means – Ooredoo’s internal & external customers – and prepares them for the next one – 5G (bbc.co.uk, 2012).

As a crowdsourcing 4G coverage map app, it gathers map data from users who use the 4G service. This keeps users engaged throughout the whole 4G rollout journey.

In addition, crowdsourcing with smartphones can unleash the full potential of crowdsourcing, enabling users to transparently contribute to complex and novel issue tackling. A smartphone crowd is constantly on the move, detecting and thus providing incredible amounts of opportunistic data that allows for new applications and services (Chatzimilioudis et al., 2012).

Ooredoo is to sponsor the mobile app contest which is to be run by Qatar Mobility Innovations Centre (QMIC) in collaboration with Ooredoo’s Technology Business Unit.

Ooredoo co-sponsored a similar contest before when it was Qtel and the centre was Qatar University Wireless Innovations Centre, with great financial prizes and certificates awarded to winners of the contest (thepeninsulaqatar.com, 2010). If deemed necessary, other event-organising parties to consider are ictQATAR’s Digital Society Department, Qatar University and Qatar Foundation. The latter includes branch campuses of eight international universities, Qatar Science and Technology Park, Qatar Computing Research Institute, etc.

The platforms to consider – in order of usage – are Android OS, iOS, RIM OS and Windows OS. Mobile web or hybrid mobile app development can also be considered – in addition or as an alternative – since Qatar residents are not app-downloading fans (Metodieva, 2012).

 

 

 

 

 

 

 

 

 

 

 

 

 

3.3  Digital Marketing Audit

 

 

3.3.1  Existing Digital Marketing Activities

 

 

Channel/Actor/Force Description
  1. 1.     Website
 www.ooredoo.qa. Ooredoo also makes use of other websites via, for instance, display advertising (e.g., banners).
  1. 2.     Mobile Website
 m.ooredoo.qa is a mobile-friendly site designed and optimised for the small physical size of mobile device form factors such as user input/operating, screen size and display resolution.
  1. 3.     Mobile Apps
 Ooredoo Mobile Self-Service App is downloadable viam.ooredoo.qa/mss. Other ad hoc apps include Why Qtel Quiz – a contest which engages customers by testing their knowledge of Ooredoo products and services:http://www.facebook.com/QtelQatar/app_421492477929743.
  1. 4.     SMS/MMS
 Short and multimedia messages are regularly sent to customers by Ooredoo.
  1. 5.     Outbound Calling
 An outbound call is one made by a Ooredoo call center agent to a customer.
  1. 6.     BBM Broadcast
 Ooredoo can send a broadcast message to customers of Ooredoo BlackBerry Services.
  1. 7.     IVR
 Interactive Voice Response enables Ooredoo customers to address their own inquires.
  1. 8.     On-Hold Messaging
 Customers can get more info about Ooredoo products, services, offers etc. while queuing for a call centre agent.
  1. 9.     Self-Service Machines
 Touch-screen kiosks located in Ooredoo and third-party shops to access a self-service system.
  1. 10.   Social Profiles
 Ooredoo is present on all major social networking sites such as Facebook (FB), LinkedIn, Twitter, YouTube, Foursquare, Instagram and Google+.
  1. 11.   Business Portals Profiles
 E.g., www.qatcom.com.
  1. 12.   Directory Listings Profiles
 E.g., www.yellowpages.qa.
  1. 13.   Search
 Ooredoo.qa can be reached via all major search engines such as Google, Bing and Yahoo! Search.
  1. 14.   eMail
 Ooredoo sends service-related, notification, info, etc. messages to (internal/external) customers via eMail. Customer can contact Ooredoo via eMail:www.ooredoo.qa/en/CONTACT_CUSTOMERCARE
  1. 15.   eTickets
 This contact method allows site visitors to contact Ooredoo by opening an eTicket.
  1. 16.  eNewsletters
 Not available for everyone to sign up for. Sent to Ooredoo’s Rewards Programme members (ooredoo.qa, 2013).
  1. 17.   In-Shop Plasma Screens
 Conveying messages to Ooredoo customers while queuing in its shops.
  1. 18.   Mozaic TV
 Ooredoo subscription-based television services.
  1. 19.  Communications
 Two-way, whether one-to-many (e.g., Ooredoo FB page) or one-to-one (e.g., eTicketing).
  1. 20.  Customisation
 E.g., Personalised eMails (Dear X) and” Welcome X” (after log-in).
  1. 21.  Coordination
 Done with all business units, especially Customer Service, Sales, Inventory and Technology.
  1. 22.   Control
 Monitored through analytics tools to ensure clearly defined objectives are met.
  1. 23.   Corporate Culture
 Ooredoo is committed to providing customers with new interactive digital channels.
  1. 24.  Convenience
 E.g., customers can shop whenever they want through the eShop element on www.ooredoo.qa.

 

3.3.2  Ooredoo Digital Personnel

 

 

Function Team
Directorship Head of digital marketing and social engagement.
Business Senior manager – online sales.
Development Technical project manager and online product manager.
Content Content manager, 2 copywriters (English and Arabic), graphics designer and 3 executors.
Search Online marketing manager.
Social Social media manager, social media assistant and 3 executors.
Support IT, customer service and back office (order processing).

 

3.3.3  Micro Environment

 

 

Actor/Force Description
Suppliers Digital agencies and IT support.
Intermediaries Payment gateway providers, search engines, social networks and third-party sits/directories.
Publics

 

 Customers (internal or external, existing or potential), media, investors, consumer protection groups and online communities such as www.qatarliving.com.
Customer
  • Qataris and expatriates in Qatar.
  • Telecommunications active users with interest in the latest devices and networks available.
  • They want to have a new device and be seen with it amongst the social groups, preferably before everybody else has one.
  • In Qatar, mobile penetration stands at almost 100%, as of January 2013 (ictQATAR, 2013).
Competition
  • Telecommunications services: Vodafone Qatarwww.vodafone.qa. Hardware: www.vodafone.qa and any online shop shipping to Qatari addresses.
  • Vodafone Qatar as a start-up switched on its mobile network in March 2009 (vodafone.qa, 2009).
  • The UK’s Vodafone Group – highly experienced in digital marketing – supports Vodafone Qatar. The Group has an overall board control of its Qatari business and has expressed confidence that there will be an opportunity to own a majority stake (currently 22.95%) in Vodafone Qatar in the future (telegeography.com, 2012).
  • Ooredoo’s online presence distinctiveness is supported by its huge customer base and service portfolio compared with that of Vodafone Qatar (does not provide 4G service yet).

 

 

3.3.4  Macro Environment

 

 

Actor/Force Description
Political Ooredoo enjoys the strategic backing of the wealthy, stable state of Qatar (Hall, 2013). The latter’s eGovernment ranks high in multichannel service delivery (United Nations, 2012, p.74).
Economic Qatar has one of the most competitive economies in the Middle East and North Africa region, with one of the highest per capita GDP worldwide (International Monetary Fund, 2012).
Socio-demographic Qatar’s rank on the United Nation’s eParticipation index is 9 (United Nations, 2012, p. 134).
Technological

 

 A household has one smartphone, two computers, and three mobile phones, on average.

Internet penetration rate is very high among mainstream individuals (transient labourers excluded). There is a surge in adopting more convenient, portable forms of technology to access the internet, especially smartphones and tablets (ictQATAR, 2013).
Environmental Qatar supports green solutions in the telecommunications sector (buildgreen.ae, 2012).
Legal The Ministry of Business and Trade and ictQATAR (the independent telecommunications regulator).

 

 

3.3.5  SWOT Analysis

 

Strengths (Internal)

Weaknesses (Internal)
  • Many digital channels.
  • Established distribution.
  • Established customer base.
  • Existing experienced staff.
  • Better ranking in search engine results because of content generated since 4G testing stage (Sambidge, 2012).
  • Top management commitment to address digital demand.
  • Brand perception (user migration from Qtel to Ooredoo).
  • Multi-channel support.
  • Staff familiarity with 4G network speed and devices.
  • Reaching out to online communities.
  • Use of digital channels and the data they generate not maximised.
  • No single point of contact (SPOC) for channel coordination.

Opportunities (External)

Threats (External)
  • Relatively low-cost channels to advertise and cross-sell the new 4G contracts and devices.
  • Partnerships with content providers (e.g., free movies).
  • Increasing use of Ooredoo digital channels by customers.
  • Growth in online communities in Qatar.
  • 2-way communication to educate and engage customers.
  • Qatar’s ICT landscape of internet penetration and mobile technology adoption.
  • New (online-only) entrants (selling 4G devices).
  • Vodafone Qatar ratcheting up use of its digital channels.
  • High customer expectations (e.g., immediate response to a FB inquiry).
  • Overwhelming response to 4G on digital channels.
  • Some channels (social media profiles) might be hacked.
  • Privacy concerns.
  • Negative viral marketing; e.g.,  by dissatisfied customer(s).

 

 

3.3.6  Level of Ooredoo Web Presence

Another aspect of auditing Ooredoo digital marketing is examining its level of online delivery. Chaffey et al. (2009, p. 217) maintain that there are 6 levels through which a company passes while developing its web presence, from Level 0 (no presence) to Level 5 (fully interactive one). Ooredoo is at Level 4. (interactive one supporting transactions, self-service and online help.)

3.3.7 Website

 

  1. Info about Ooredoo;
  2. Products (e.g., devices), services (e.g., voice and data plans – packs, calculators, designing one’s tariff, etc.) offers, application forms and apps for both businesses and consumers;
  3. Online registration;
  4. Rewards programmes – Nojoom (enrolment) and Nokhba (invitation – for the more valued customers);
  5. Careers;
  6. Terms and conditions (e.g., Ooredoo website, services, loyalty programmes, etc.);
  7. Supply chain department site (eProcurement);
  8. Investor relations;
  9. Press releases;
  10. eShop, eTopUp and ePayments;
  11. Regulatory and Interconnect (ictQATAR);
  12. Privacy policy;
  13. Help tutorials;
  14. Customer care;
  15. Find us (locations of stores, self-service machines, online support and Ooredoo on FB, YouTube, Twitter and LinkedIn);
  16. Contact details and site map.

 

3.3.8 Mobile Website

 

  1. Self-service of one’s account(s) – mobile, fixed, billing, etc.;
  2. eTopUp;
  3. Loyalty Programmes;
  4. Reserving numbers (paid-for, easy-to-remember numbers such as 07888888888 – very popular in Qatar);
  5. Telephone directory (residential and business);
  6. Privacy policy;
  7. Terms & conditions (for using the site);
  8. Find us (locations of stores, self-service machines, online support and Ooredoo on FB, YouTube, Twitter and LinkedIn);
  9. Contact details; and
  10. A link to switch to full website.

 

3.3.9 Search

 

Component Description
Site Access Disabling JavaScript and cookies reveals access issues (ooredoo.qa crawling issues).
Homepage Visitor-experience issues.
Global Navigation Disabling JavaScript reveals links-related issues.
Categories and Subcategories Anchor-text issues.
Optimised Web Content Title tags, Alt-image tags, H1 & H2 tags, meta descriptions, URLs and a balanced use of JavaScript are all issues to be considered.
Off-Page Search Engine Optimisation (SEO) Ooredoo.qa is not fully indexed.

 

3.3.10    Social (as of 10 April 2013)

 

Social Network Description
FB 234,761 likes.
LinkedIn 12,521 followers
Twitter 40,524 followers.
YouTube 67 subscribers (formerly 362 at Qtel’s YouTube Channel:www.youtube.com/user/OfficialQtelQatar).
Foursquare 290 friends.
Instagram 3,315 followers.
Google+ 11 followers (formerly 154 at Qtel Qatar:https://plus.google.com/105714988094512647968.

 

 

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