You market and sell to people and how you get them to know, like and trust you is done by treating them, not like a statistic, but like a person.
It’s called a funnel because more people will enter the top than will exit the bottom.
In other words, you will take measurable steps to build the relationship that builds trust and rapport, educates and finally motivates people to buy.
Sales funnels can look a million different ways and incorporate both online and offline tactics.
Sign-up to get posts via e-mail and get a FREE copy of my book, 17 Things These Entrepreneurs Wish They'd Known Before Starting Their Businesses. Youa€™ll be joining the 130,000 Smart Insights members from 80 countries who trust our advice to Plan, Manage and Optimize their marketing. I was recently speaking at the Internet Retailing Expo and when attending, I noticed Tesco announcing their online marketplace.
This interested me as yet another sign of Tesco responding to online opportunities, in this case by opening a marketplace to sell products from other retailers as part of its Tesco Direct offering.
It looks as if Tesco are testing how to best integrate the marketplace approach now, as part of a soft-launch. I was also interested that at the show Tesco talked about how the marketplace supported Tesco's core business strategy to support long-term growth.
Rather than creating a new strategy each year, Tesco has a series of common strategy elements that it adds to each year. It's well-known that Tesco is not currently delivering the financial performance it has previously, the original strategic principles were set out in 1997 when Tesco set out a strategy to grow the core business and diversify with new products and services in existing and new markets (some of you will recognise these strategic goals as part of the review using the Ansoff matrix). Since then, this strategy enabled Tesco to grow by entering expanding markets in the UK a€“ such as financial services, general merchandise and telecoms a€“ and new markets abroad, initially in Europe and Asia and more recently in the United States.
Here I will outline the main elements of theA Tesco business strategy showing, where relevant, how it is aligned with digital strategy.
Tesco Direct and the latest marketplace initiative are clearly aligned with this - Tesco has seen the growth of Amazon and eBay marketplace and is responding to these.
This was another the original goals from 1997 - to be a a€?successful international retailera€™.
We can expect that if successful in the UK, the marketplace concept will be rolled out in other markets too. If you want to find out more about how Tesco supports this strategy through technology I recommend following Nick Lansleya€™s Tech for Tesco blog.
Non-food services like Telecoms and Banking now account for 16% of Group total although these are mainly implemented in the UK. This was added in 2007; ita€™s apparently a response to negative perception about the brand an a corporate social responsibility push. Tesco say: a€?Our brand has evolved from a logo above a few stores in the UK to a multitude of store, product and service brands across the world. It seems that by team, Tesco refer to leaders to help build the team and achieve growth rather than building a team of all employees. So, thata€™s the summary of the Tesco business strategy, at least the public-facing strategy. Thanks for everything you have done for us (E-Business students), I am doing case study on Tesco specially about the future and what is the vision for the future.

I am also an e-business student working as part of my course syllabus on the same kind of project can you please help me with case study. From what I see, ita€™s questionable if the planning or implementation of contact management is as effective it could or should be across many organisations.
We all know it helps companies to identify how to best interact with their prospects or customers at each touchpoint with their organisation, to add value to improve the customer experience and relationship. It can be damaging and annoy your customers, especially if the message is not relevant or reaches only a small proportion of your customers - as data quality is poor, for example, 5% of your customers may have mobile numbers, or 10% open your emails. Another tip, is to use customer insight which is available to you as it will help enormously with your communications planning. Is the information in the communication relevant to everyone or do we need to segment our customer communications? Is there any legal information which we have to send them out as part of our operational or professional legal guidelines (depends on industry if FSA)?
How will they contact us (channels), and like us to respond;A  different according to our segments or personas? When will it add value to provide extra information, to ultimately persuade them to choose your products or services? As an organisation, when is it the right time to engage with them to help with your business goals a€“ nurturing to drive conversion, retention for lapsed or abandoned customers, upsell or cross-sell more products or services?
Bearing in mind, there has to be a cut-off to the number of contacts, so don't over communicate and ensure it's relevant!A  Your Content marketing strategy is vital.A  Use Customer Insight or industry benchmarking to identify this. From my experience, there are different approaches to this and Ia€™m sure the list is not exhaustive. The Social Media team may be blasting out invites to join your Facebook page, Marketing sending out off-line messages to promote an event and the Call Centre running call campaigns.A  How many times are we all contacting the same customers? There are different approaches to consider, dependent on youa€™re customer lifecycle or product buying cycle, but this approach covers many of the key areas to consider in your contact plan.
For example, it can be 12-18 months for a course, 3 months for vitamin tablets or 24 months for a phone contract. In the HE market, the segmentsA  may be Home or Overseas students, whereas in the Insurance sector, it could be by the value or type of policy. Some companies may choose to drill this down further by personas or purely define their segments as 'personas'. Now you have mapped out the information needs at each touchpoint in the cycle - identified timing and content, or revised it. At the end of your session, I'm sure there will be a series of consultation and sign off, before you are ready to look at systems, technology, internal processes, ownership, the nitty-gritty of content etc. Don't forget, it's also a great visual calendar for your communication strategy to keep you on track. From my own experience, I have only used an email system which was embedded into a bespoke CRM system . To help you find a system which provides you with the features you have mentioned, I would recommend Dave’s blog post on reviewing email systems, which provides some great recommendations on email campaign systems, with reviews and advice when choosing the right vendor. From experience of choosing systems, ita€™s always worth asking for a 30 day trial with account management support before you commit and there are many free systems out there too. Along the way, there are systematic steps you should take to keep the relationship alive and thus move people down the funnel.

You'll learn to use social media effectively for marketing, to make your website more powerful and much more! I thought it would be useful to present as often examples of business strategy are not usually published in annual reports and the like and ita€™s useful to learn. It's a good example of strategy development because of the focus on where growth is going to come from. The strategy now has seven parts and is refined to apply to our five business segments a€“ the UK, Asia, Europe, the United States and Tesco Bank. This is a classic method of developing a digital strategy - to score different strategic options for digital marketing based on how well they align with the business strategy.
In 1997, international businesses generated 1.8% of the Groupa€™s profits, today they represent 25%. Tesco now say that as many of their international businesses are established, well-known brands in their local market, they aim to grow these further. Therea€™s little evidence of this being supported online at a local level - the online presence is still overwhelmingly commercial. Finding methods to add value to brands is at the heart of all effective digital strategies, so we can expect Tesco expect their brand managers to use digital in this way.
I think it shows the need for clarity in strategy and my main point, that digital strategy must be shown to support business strategy to get the recognition and resourcing it needs to be effective. So, what do you thing is good for Tesco to be done in the nearest future of course in the e-business point of view? It seems that while the need is recognised, time is not set aside to create a contact management plan, integrated across customer touchpoints. Sometimes this will be defined in a single channel, for example in this post Dave Chaffey shows how to create an effective email marketing contact planA with examples such as this of how direct mail or telesales can be integrated dependent on response.
If different teams areA working independently considering one channel in isolation can be damaging to your brand and customer relationship by creating inconsistency.
Some companies plan independently and focus individually on a separate strategy for each channel;A  email campaigns, outbound call campaigns or even direct mail and have a fragmented approach across the organisation. I agree that there are many tools out there with often too many features, and not those which we seek to be important. On one level, this relates to our Retail brands such as the Tesco brand itself, but it also refers to our Product brands such as F&F and Technika and our Pillar brands such as Finest and Valuea€?. In this post, I'll reference what is needed, that is, to create a framework and planning tool to plan and roll-out the communication strategy, aligned to the business goals which may include conversion, gaining more customer insight, optimise customer engagement and relationship building, improve service, retention, up-sell or cross-sell opportunities.
A Do not focus your contact plan solely on one channel such as email marketing or purely broadcast messages. Then deliver customer profiles and segmentation that provide a deep understanding of what customers think, feel and do".
Think about medium; phone, SMS, letter, etcA  You may need to come back to this, once you have assessed your systems' functionality, quality of data and resources.
This will identify any gaps for additional communication (where you can add value to your customers or prospects), or where there is too much.

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