Table of Contentsfocussed on utilising digital strategies across social media channels to generate...
Transcript of Table of Contentsfocussed on utilising digital strategies across social media channels to generate...
Prepared Curtis Maher N8640955, Jordan Dunham N9667083, Kevin Chan N9216120, Miley Lan N9596852, Summer Johnston N9486445
Tutor: Kara Burns
Table of Contents
1.0 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
2.0 Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2.1CustomerAnalysis........................................................................................................................3
2.2CompetitorAnalysis.....................................................................................................................7
2.3MarketAnalysis............................................................................................................................9
2.4EnvironmentalAnalysis..............................................................................................................10
3.0StrategicObjectives...................................................................................................................12
4.0 Execution Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
4.1CreatingAdvantage....................................................................................................................13
4.2ValueProposition.......................................................................................................................13
4.3Buildingandmanagingthebrandequityandrelationship........................................................14
4.4Energizingandleveragingthebusiness.....................................................................................15
4.5CreatingNewBusinesses...........................................................................................................16
5.0 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
6.0 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
7.0. Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
8.0 Reference List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
9.0 Meetings and Record of tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
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1.0 Executive Summary The following Strategic Marketing report for our client Femeconomy, outlines an
evaluation of the current United States market, its consumers and other
environmental factors concerning the profitability of the organisation within an
international market. Through the critical analysis of these components, a viable plan
for a strategic path for Femeconomy has been forged.
The foundation of this strategic plan for Femeconomy’s venture towards the U.S.
market is centered on the two (2) SMART strategic objectives. The first objective is
focussed on utilising digital strategies across social media channels to generate
brand awareness and the second objective targets forming strategic alliances with
already established U.S. based companies. These strategic objectives coupled
together provide the pillars in which the strategic plan for Femeconomy moving into
the U.S. market is built on. The report explores these strategic objectives into greater
depth, whilst also illustrating an Execution Strategy set up for success for
Femeconomy within the U.S. market. Furthermore, an accurate budget and the
allocation of resources are also provided for the client.
In conclusion, this Strategic Marketing report with a current U.S. market environment
analysis, key strategic objectives and a feasible strategic path for the organisation is
recommended to be implemented and followed, to ensure profitability and longevity
for Femeconomy in an international market.
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2.0 Analysis 2.1 Customer Analysis In the Australian market, Femeconomy initially targeted the Fast Tracker market in
an effort to capture potential clients through a B2B strategy by offering membership
tiers. Targeting these female business leaders proved successful, however, this
strategy placed emphasis predominantly on obtaining clients while excluding the end
user market segment. The end users are those consumers who are not potential
clients but are inclined to change their consumer habits and champion behind female
led brands. Specifically, Femeconomy has thus far overlooked the potential of the
millennial generation. While harder to monetise, capturing and engaging this market
would offer a lot of power and influence to Femeconomy as a brand.
All consumers are growing socially aware, none more so then the millennial
generation. In Nielson’s 2016 annual Global Corporate Sustainability Report, results
found that it is the millennial generation that are most expecting of companies to
make public declarations of ethical business practices. Along with being the largest
generational segment in the United States (Weinbaum, 2016), evidence clearly
demonstrates that this generation is most receptive to ethical issues (Smith, 2011)
and is often characterized by a social conscious and inclination towards activism
(Hira, 2007).
Considering the highly political, moral and ideological nature of Femeconomy, it is
useful to target those consumers with political predispositions that align with
Femeconomy’s approach of responding to social inequality. While political views are
complicated and varied, the liberal-conservative/left-right continuum gives useful
approximations of opinion with predictive validity across a range of social issues
(Jost, 2007). Liberals on average are more inclined to seek out change and strive
towards equality whereas conservatives have a resistance to change and an
acceptance of inequality within society (Hirsh, DeYoung, Xu & Peterson, 2010).
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Figure 1 below displays the political distribution across the United States in 2017
with the blue states representing the most progressive and therefore those in which
Femeconomy’s ideal target customer segments are located.
Figure 1. Political Ideology by State. Retrieved from http://news.gallup.com/poll/226730/conservative-leaning-states-drop
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The two customer segments are further detailed in Table 1 below - the Fast Tracker
(client) and Ethically Aware Millennials (end user).
Table 1: Femeconomy target customer segments
Fast Trackers Ethically Aware Millennials
Demographic · Female business leaders
· Age 30-35
· 24% of the population with
34% earned income
· Upper-middle to elite
income earners
· Board directors, CEOs and
successful business owners
· Young female consumers,
born between
approximately 1985 and
1999
Psychographic · Educational elite
· Success driven
· Strong career aspirations
· Liberal/progressive political
predisposition
· Seek out change and
novelty both personally and
politically
· Liberal/progressive
political predisposition
· Strong social conscience
· Inclined towards activism
· Respectful of diversity
· Loyal to friends, family and
communities rather than
corporate entities
· Receptive to ethical issues
· Highly intelligent
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Geographic · Liberal leaning states
· Large cities
· Predominantly New York -
most Women owned businesses
(See Appendix A)
· Liberal leaning states
Note. Fast Tracker consumer segment adapted from Harvard Business Review
(2009).
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2.2 Competitor Analysis In Table 2 below a strength, weakness, and threat analysis has been conducted in
order to assess Femeconomy’s main competitors in the market – Gender Fair and
LedBetter.
Table 2: Competitor Analysis
Gender Fair (Gender Fair, 2018) LedBetter (LedBetter, 2018)
Strengths · Well established in the American
market
· Active on Facebook, Instagram and
· Team of 15 made up of employees
and board members
· Companies are rated using metrics
derived from the Women’s
Empowerment Principles (WEPs)
· Supported by grant from the
International Women’s Media
Foundation (IWMF)
· Active on Twitter, LinkedIn and
Facebook with a respectable
combined following of 845 (Twitter,
2018; LinkedIn, 2018; Facebook,
2018)
· Well designed, easy to use website
Weaknesses · Only evaluates and provides information
on American companies
· Website is not seamless and is quite
hard to navigate
· Have a very low following on LinkedIn of
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· Does not provide company information
on their website only on their mobile
app
· Small database of 237 companies
· Limits consumer awareness and
choice
Possible threats to
Femeconomy
· Dominating the Facebook realm with
10,179 likes (Facebook, 2018)
· The larger number of team members
has allowed the company to have
specific divisions i.e. client services,
research
· Largely a volunteer run project –
lower running costs and more
money for research
· Have an application making their
services more accessible to their
target market and the community
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Whilst both LedBetter and Gender Fair are active on social media, Femeconomy is
active across a large number of sites with the highest following on each platform
apart from Facebook in which it comes in second to Gender Fair (Femeconomy
2018; Facebook, 2018). In regard to accessible company rankings for consumers,
Femeconomy leads with a total of 2021 companies on their website and 926
companies Femeconomy approved (Femeconomy, 2018). LedBetter however, has a
database of 237 approved companies (LedBetter, 2018), and Gender Fair just over
130 companies (Apple Inc., 2018). Both Gender Fair and LedBetter focus solely on
American companies which again, sees Femeconomy leading the market as their
database is comprised of companies world-wide (Gender Fair, 2018; LedBetter,
2018; Femeconomy, 2018). In terms of the websites design, LedBetter is the leading
company of the three due to its customer friendly, colourful, enticing design.
Femeconomy should consider enhancing the website to an even more user friendly
platform, allowing ease of navigation.
The Human Rights Campaign (HRC) is the largest civil rights and political lobbying
organisation in America (The Human Rights Campaign, 2018). The HRC Corporate
Index rates companies based on LGBTQ equality and similarly encourages
consumers to shop with said companies in support of equality over companies that
have not met the approval requirements (The Human Rights Campaign, 2018). The
campaign provides their research information via an online database, downloadable
PDF, and a mobile application (The Human Rights Campaign, 2018; Apple Inc.,
2018). As such, the HRC has a strong online presence and growth. However, as the
HRC’s main focus is LGBTQ equality and not gender equality such as Femeconomy,
they do not pose as immediate competition for Femeconomy rather as a secondary
competitor.
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2.3 Market Analysis After analysing the current U.S. market, research suggests that geographically New
York, California, Hawaii and Vermont are some of the leading states in gender
equality rankings across the country (Sauter & Stebbins , 2017). Additionally, the
gender pay gap in major cities like New York, Detroit, Washington (D.C.), Denver
and Philadelphia are rated some of the best within USA (Women On Business,
2017). There are several smaller cities ranked higher than the ones listed above,
however focusing on larger population density cities allows for a maximisation of
profitability (Goodwin , 2018).
The distribution systems within the U.S. market for Femeconomy would potentially
be achieved through the target market of Fast Trackers passing on the
organisation’s objective to their tribe of followers. Essentially, this would raise brand
awareness in Femeconomy’s targeted U.S. locations, and effectively create gender
equality with followers being influenced to choose female led brands.
The competition in the U.S. market for Femeconomy is unsaturated, with only two (2)
main competitors and currently minimal threats for potential entrants. Additionally,
there is minimal cost structure within the industry and it is a growing market with
customers becoming more socially aware of gender equality issues. As a result of
this, profitability within the industry is significantly high for Femeconomy, if new
market strategies are implemented successfully.
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2.4 Environmental Analysis
In today’s digitalized environment, messages are being transmitted across platforms
in real time. Social structures are altered due to global communications, leading to a
higher rate of consumer awareness. This has especially been reflected in ethical
trade, which can be seen in the reduction in meat consumption, the enlargement in
sustainable products, and in Femeconomy’s’ instance, the increasing awareness
over the Gender Equality topic (Aaker, 2017). For marketers, there is a new world of
consumer segments that’s being driven by the values of global ethical consumption.
As seen in Table 3 below, a PEST analysis has been conducted, and the external
macro environment has been assessed surrounding Femeconomy’s desire to enter
the United States. As Aaker (2008) suggests, the most useful areas of inquiry for an
Environmental analysis’ incorporates political/economic influences, and consumer
and technological trends.
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To maximize returns on investment, owners of Femeconomy must consider the
environment as outlined in the PEST analysis before developing a market entry plan.
Political There are many business protocols that one must still consider before expanding abroad. The American political structure is socially conservative, supporting free-market capitalism (Santander, 2018).
The Wall Street journal published a survey which found that 60 percent of the American public thinks that Trump is on the “Wrong Track” (Nizza, 2018). Having over half of the general public not in support of their president exemplifies the current political awareness. Relevant to “Women Empowerment”, Hillary Clinton only missed out by a small margin to become the first ever female president of the United States. There is large opportunity for Femeconomy to capitalize on the political polarisation and attention of ethically aware millennials who are inclined for change in the United States.
Economic The United States economy grew 2.3% in 2017, an acceleration from the 1.5% in 2016 (Santander, 2018). Consumer spending, which accounts for more than two-thirds of U.S. economic activity, increased steadily in 2017 and is likely to remain supported by rising economic activity (Santander, 2018). A healthy and attractive economy, Femeconomy will need to consider start-up costs upon expansion into the inflating United States. The strength of the dollar will impact the costs of starting up the international business. To reduce this barrier, it would be ideal to partner up with firms that already have established experiences and local knowledge. A chance for Femeconomy to put their networking into effective use.
Social Intermediaries like Austrade allows businesses to outline of some of the most essential practices one must adhere to when working in the US. With the rise in global consumer awareness, the likes of health and general well-being, and being sustainable has had the power to influence society beyond their actions. These messages are able to be communicated effectively due to a high rate of technology adoption (BBC, 2018). An e-commerce presence in the U.S. can also be complemented by other online channels, each element tying into the broader business plan and marketing strategy (Austrade, 2018). To further illustrate the powerful effects of internet adoption, key findings from Googles’ big data acquired on search terms relating to ‘Gender equality’ during last year’s International Womens day saw a record high peak, whilst there were also growing searches in terms such as ‘Sexual Harassment’ and ‘Workplace Representation’ (Google Trends, 2018). These are promising signs for a business model such as Femeconomy. As Budell and Young (2018) mentions that the general public wants to understand what’s happening, and they are moved to engage with gender equality related themes.
Technological
Technology is commonly known as the main driver of disruption in global business, as innovation in this area has re-structured all industries in some way to adopt new forms of technology into their daily operations (Aaker, 2017). The demand for technology in the U.S. is driven by government, corporates, individuals, and educational institutions, meaning that the opportunity to utilize digital marketing strategies is highly evident in this origin (Austrade, 2018). Evident in New York, where direct competitors Gender Fair is situated, there has already been acceptance by people across different areas, gaining a large sum of engaging followers. As a foreign business, it would be appropriate to enter the market with a digital mindset, open to potential opportunities to further innovate.
Table 3: PEST Analysis of current Environment
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3.0 Strategic Objectives After analyzing the customer and competitor profiles, it was evident that Gender Fair
only targets upon publicly held corporate companies, whilst Femeconomy has a
differential focus on privately held companies with female business leaders. Within
this market and environment, it is evident that Femeconomy has a clear consumer
segmentation on Fast Trackers and Ethically Aware Millennials but requires a clear
marketing strategy when expanding into the United States. The preliminary objective
is to focus on utilizing digital strategies on social channels to gain brand awareness.
Key to this objective is linking influencer marketing into the companies social media
strategy, as they can pass on the organisation’s objective to their tribe of followers,
all with the objective of growing a bigger network driven by “Women Empowerment”
that’s hard for competitors to replicate. Further, engaging these influencers around
key annual and social movement events such as International Women’s Day will
ensure maximum impact and message synergy.
Femeconomy’s low headcount combined with their limited resources create
additional market barriers when entering the United States. In a world where the
marketplace is becoming increasingly competitive, strategic alliances offer an
effective way to cut through market barriers and gain instant access to consumers in
new markets. There are many already well-established U.S. based companies that
target the same consumer as Femeconomy, however, offer non-competing services.
Brandshop is a U.S. based company that specialises in pop-up shops showcasing
female-led retail businesses and encourages consumers to become advocates of the
brands (Williams, 2015). In addition to the pop-up shop, these events usually include
daylong speaker series featuring successful women sharing their story. Not only
would a strategic alliance expose Femeconomy to Ethically Aware Millennials, but
Brandshop’s clients are also potential Femeconomy members. Forming long-term
strategic alliances with such companies will ultimately increase profits, brand
exposure and grant Femeconomy a sustainable competitive advantage within the
marketplace.
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4.0 Execution Strategy 4.1 Creating Advantage A sustainable competitive advantage (SCA) is a component or mixture of
components of the business strategy that delivers significant advantage over both
present and future competitors (Aaker, 2008). It is important when creating SCA to
note that even a marginal difference in a company can influence a consumer’s
decision-making process and therefore companies must be meaningful and
sustainable for consumers (West et al., 2015). For SCA to be effective, companies
need to ensure that it is visible to the consumers, the key being to link value
proposition to the positioning strategy (Tantalo & Priem, 2016). For example, the
products reliability and ensuring this is well established in consumers mind so they
choose your company over a competitor. As Femeconomy is well established in
Australia and has some market in both America and the United Kingdom, this would
provide them with a competitive advantage as their competition are yet to expand
their research internationally. This would therefore allow Femeconomy to start
developing a sustainable competitive advantage and begin embedding in consumers
that the company’s research is reliable and a leader in the market.
4.2 Value Proposition
Value propositions offered from Femeconomy fall into several dimensions, which is
visible through; being a global citizen and reducing the time it takes to make an
ethically informed decision, and the benefits that the service itself brings to
consumers socially and emotionally. The benefits of the value dimension can be
most clearly seen in the social or emotional effects by those consumers making a
purchase either as a client or as an end user (Aaker, 2014). Femeconomy offers
high support to its clients, which competitors in the surrounding market don’t seem to
be achieving when comparing service offerings. Further, by building a disruptive
“Female empowered” network, this will help to drive these emotional and social
benefits. Creating an effective selling offer (Eggert, Frow, Payne, 2017).
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Using digital marketing strategies as outlined in strategic objective #1, effectively
selecting fast tracker influencers to build a larger network will help to promote the
service so that the target consumer will be able to endure a visible value proposition.
This suggestion of becoming a part of a large social ‘tribe’ can help to frame
continuous improvement in future business activities (Radziwill, 2015). The brands
value proposition along with the sustainable competitive advantage of having a large
network helps to create a strong position in the chosen market.
4.3 Building and managing the brand equity and relationship.
Buyer self-concept encapsulates the idea that people fundamentally align
themselves with products or brands because it says something positive about them
as an individual or an individual they aspire to be (Sirgy, 1982). Embedded within the
brand name itself, an original portmanteau coined to denote females within the
economy, Femeconomy creates the sense that the consumers are part and parcel
with the brand.
Femeconomy’s target consumers are temperamentally inclined to seek change and
strive for equality. Femeconomy offers a market-based solution for achieving quality
around its brand essence of women empowering women. Buying into the
Femeconomy brand reinforces the perceptions of the consumer’s self-concept.
A study conducted across the United States and 15 European countries discovered
that even after adjusting for demographic factors, liberals in the United States and
leftists in the European countries were more likely than conservatives to buy or
refrain from buying a product for political reasons (Jost, Langer, & Singh, 2017).
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4.4 Energizing and leveraging the business
In regard to energising and leveraging Femeconomy, it has been analysed that the
primary goal for the organisation is to invest into digital strategies, and in support,
utilizing influencers as well as key dates and events throughout the year for synergy.
Fundamentally, this links back to Strategic Objective #1 for the business. Through
the endorsement and implementation of scheduled events like, U.S. Women’s
Equality Day (Sunday, 26th August 2018) and International Women’s Day (Friday, 8th
March 2019), Femeconomy would effectively increase brand awareness, potential
market share and ultimately gender equality within the U.S. market (National
Women’s History Project, 2018). Additionally, an increase in social media interaction
and engagement on all available platforms prior to and throughout the appropriate
scheduled campaigns are critical in ensuring target market consciousness and
overall brand awareness.
Femeconomy’s ideology should be driven by innovation for its consumers and
female led brands, as such, the creation of a ‘Femeconomy App’ for Apple and
Android users should be strongly considered. Essentially, the application would
readily provide consumers with organisational information, as well as a ‘collaboration
feature’ that allows women to brainstorm and throw ideas around a cyber space to
effectively promote female led brands to consumers on a global scale.
In terms of leveraging Femeconomy’s service offering, there is potential to link the
organisation into the ‘Well-Being and Health supplements’ industry. Through
endorsing a female led Health Supplement brand in partnership with Femeconomy
fast-tracker’s, it would result in a substantial follow-on effect with their tribe of
followers on social media platforms. Furthermore, this directly correlates back to the
preliminary Strategic Objective (#1) by providing a way to utilise digital strategies
through social channels in order to gain brand awareness.
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4.5 Creating New Businesses The targeted U.S. market is fundamental for creating new business for
Femeconomy. A shift from the Australian market to the U.S. market encompassed a
comprehensive environment and consumer analysis, as well as key specific strategic
marketing objectives. All of these components are vital in ensuring a smooth
transition and adaptation to a new market.
Furthermore, success within the U.S. market for Femeconomy could potentially
create new business growth opportunities with other countries like Canada, U.K. and
other countries within Europe being attractive uncaptured markets for the
organisation.
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5.0 Budget Item Estimated cost Duration and Justification Channels
Paid Marketing on social media channels
Set aside $500 USD per month - For 800 clicks, plus a small margin for additional linkage to Instagram.
Will be continuous until there’s a strong foundation of a new client base and more end users. The average cost for ‘Cost per click’ ads for business services in the United States is about $0.58 (Daciuk, 2017). The budget has been set to facilitate Facebook ads targeting the initial key cities, which is also realistic to break-even. Facebook now also facilitate Facebook ads to link directly to the businesses Instagram for a small additional fee (Facebook, 2018).
Facebook and Instagram (Linked In and Twitter will remain organic.)
Endorsements – Influencers and Campaigns
Research suggests an avg. of $200-250 per social media platform post for Influencers (Heald, 2018). Allocated budget of $5,000 per campaign.
Payment for endorsements and Influencers will commence immediately, allowing Femeconomy to gain traction within the U.S. market before physical entry. Once significant market share is captured, Influencer social media posts will continue on a monthly basis, along with a guaranteed Femeconomy tick approval for Influencers and/or organisations. Campaign costs will be centered around specific calendar dates (i.e. U.S. Women’s Equality day) and on the leading weeks up to the event.
Instagram, Facebook, Twitter, LinkedIn, YouTube and Snapchat.
Search Engine Optimization (SEO)
$200 AUD per month
SEO will be in place for the first 2-3 months to support the objective of building brand awareness, as mentioned in the analysis, Femeconomy’s website will be the face of the business. Once organic rankings improve to a visible position in key cities, then SEO may be reduced or not entirely required. Seen in the graph extracted from Google Adwords (2018) in Appendix B, keywords been geographically targeted in focus areas, as well as segmented by age: (30-45) and gender: (Females).
Google Adwords
Additional Headcount (United States)
$17 USD per hour An additional “Marketing Assistant” role will be opened up to be based out of the U.S. This position will not be full time, but rather on a casual contract. As a business based largely on relationships, it’s essential to have a face and identity to facilitate the brand for meetings. Research shows that the average hourly wage in the U.S. for a Marketing Assistant is $14.14 per hour (Indeed, 2018). By paying above the average wage Femeconomy will portray a competitive position for some strong potential candidates.
Linked In, Indeed.com
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6.0 Conclusion
It has become evident through careful research that whilst Femeconomy has a clear
target market and consumer segment (Fast Trackers and Ethically Aware
Millennials) they lack a clear marketing strategy in terms of expanding internationally.
In terms of competition Gender Fair and LedBetter posed as the greatest competition
to the company however, after a careful analysis of these companies it was clear
Femeconomy is the dominant player in the market in the majority of factors
analysed. Through following the execution strategy outlined in the report, the
company will have a clear course of action and the best chance of success when
expanding to the U.S. market. In conclusion, from assessing the company
Femeconomy, entering into the U.S. market poses as an attractive business
opportunity however, does not come without variables that will need to go under
careful consideration.
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7.0. Appendices
Appendix A: Most Women-Owned Businesses by City
Figure A1. Most Women-Owned Businesses by City. Retrieved from https://nycfuture.org/data/breaking-through-women-owned-businesses-in-the-nations-25-largest-cities
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Appendix B: Keyword Planner tailored for Femeconomy
Figure B1. Keyword Planner tailored for Femeconomy. Retrieved from https://adwords.google.com/ko/KeywordPlanner
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8.0 Reference List
Aaker, D. (2008). Strategic Market Management. John Wiley & Sons.
Aaker, D. (2014). Strategic Market Management (10th ed., Vol. 1). United States: Wiley.
American Express. (2017). State of Women Owned Businesses Report. Retrieved from http://about.americanexpress.com/news/docs/2017-State-of-Women-Owned-Businesses-Report
Apple Inc. (2018). Gender Fair. Retrieved from https://itunes.apple.com/us/app/gender-fair/id1212184377?mt=8
Apple Inc. (2018). HRC Foundation's Buyer's Guide on the App Store. Retrieved from https://itunes.apple.com/us/app/hrc-foundation-buying-for/id345618414?ls=1&mt=8
Austrade. (2018). Export Markets - United States of America. Retrieved from https://www.austrade.gov.au/Australian/Export/Export-markets/Countries/United-States-of-America/Doing-business
Budel, K., & Young, L. (2018, March). Searching for gender equality: Why International Women’s Day is one moment in a growing digital march. Retrieved from https://www.thinkwithgoogle.com/advertising- channels/search/international-womens-day-digital-engagement/
Daciuk, E. (2017). Facebook Advertising Costs by Industry 2018. Retrieved from https://fitsmallbusiness.com/how-much-does-facebook-advertising-cost/
Eggert, A., Frow, P., & Payne, A. (2017). The customer value proposition: Evolution, development, and application in marketing. Journal of the Academy of Marketing Science, 45(4), 467-489. doi:10.1007/s11747-017-0523-z
Facebook. (2018). Business Advertiser Help Center. Retrieved from https://www.facebook.com/business/help/952192354843755
Facebook. (2018). Gender Fair. Retrieved from https://www.facebook.com/GenderFair/
Facebook. (2018). LedBetter. Retrieved from https://www.facebook.com/getledbetter
Femeconomy. (2018). Brands Archive. Retrieved from https://femeconomy.com/brand/
Gender Fair. (2018). Our Mission | Gender Fair. Retrieved from http://www.genderfair.com/who-we-are/
Goodwin, J. (2018, January 20th). Demographic forces affect profitability and growth. Retrieved from https://www.ft.com/content/4ad8bee4-fc53-11e7-9b32-d7d59aace167
Google Adwords (2018). Keyword Planner. Retrieved from https://adwords.google.com/ko/KeywordPlanner
Heald, E. (2018, February 5th). How Much Should You Pay Social Media Influencers? Retrieved from https://sproutsocial.com/insights/paying-social-media-influencers/
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Hira, N. (2007). You raised them, now manage them (twentysomethings in the workplace). Human Resource Management International Digest, 15(7). doi: 10.1108/hrmid.2007.04415gad.007
Hirsh, J., DeYoung, C., Xiaowen Xu, & Peterson, J. (2010). Compassionate Liberals and Polite Conservatives: Associations of Agreeableness With Political Ideology and Moral Values. Personality And Social Psychology Bulletin, 36(5), 655-664. doi: 10.1177/0146167210366854
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