Project Front Sheet
CIM Number 38416362
Unit Title Digital Marketing Planning
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CAM Diploma in Digital Marketing
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Digital Marketing Planning
From Digital Marketing Assistant in Ooredoo
To Digital Marketing Manager in Ooredoo
Digital Marketing Plan: 3,299 words.
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
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)
||www.vodafone.qa. Vodafone Qatar also makes use of other websites via, for instance, display advertising (e.g., banners).|
||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.|
||Vodafone mobile apps are downloadable via apps.vodafone.com.eg.|
||Short and multimedia messages are regularly sent to customers by Vodafone Qatar.|
||An outbound call is one made by a Vodafone Qatar call center agent to a customer.|
||Vodafone Qatar can send a broadcast message to customers of Vodafone Qatar BlackBerry Services.|
||Interactive Voice Response enables Vodafone Qatar customers to address their own inquires.|
||Customers can get more info about Vodafone Qatar products, services, offers etc. while queuing for a call centre agent.|
||Touch-screen kiosks located in Vodafone Qatar and third-party shops to access a self-service system.|
||FB: 217,036 likes; LinkedIn: 5,143 followers; Twitter: 16,497 followers; YouTube: 288 subscribers; Foursquare & Instagram: No official account; and Google+: 730 followers.|
||SEO-friendly. Can be reached via all major search engines such as Google, Bing and Yahoo! Search.|
||Vodafone Qatar sends service-related, notification, info, etc. messages to (internal/external)
customers via eMail. Customer can contact Vodafone Qatar via eMail: email@example.com.
||Conveying messages to Vodafone Qatar customers queuing in its shops.|
* 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
18.104.22.168 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).
22.214.171.124 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)|
|2. Mobile Website||Yes||Yes|
|3. Mobile Apps||Yes||Yes|
|5. Outbound Calling||Yes||Yes|
|6. BBM Broadcast||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|
|12,521 followers||5,143 followers|
|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|
|3,315 followers||No official account|
|Google+||11 followers (formerly 154 at Qtel Qatar: https://plus.google.com/105714988094512647968||730 followers|
|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|
|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|
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
To increase by 10% unique visitors of Ooredoo’s web & mobile sites by end of 2013.
To get the app downloaded 20,000 times by end of 2013.
To get 10,000 actively engaged users of the app by end of 2013.
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
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).
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.
Ooredoo 4G coverage map app of customers, by customers and for customers.
126.96.36.199 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.
1.4.1 Marketing Mix
WaveApp. Detailed description of the app and its contest is in appendix 2.
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.
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.
188.8.131.52.1 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
184.108.40.206.2 Below The Line (BTL)
- 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
220.127.116.11.3 Direct Communication
- eMail shots
- eBill banner branding
- eVoucher slip back side
- On-hold message
18.104.22.168.4 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
22.214.171.124.5 Public Relations (PR)
- Press release
- Press conference
- PR stunt
|Web & mobile web pages||Internal|
|TV commercial on Qatar TV||30,000|
|FB post and banner||Internal|
|Social media ads||Internal|
|Twitter post and page branding||Internal|
|Self-service machine branding/ screen||Internal|
|Premium dealers and 3rd party shops||35,000|
|Booth branding in shopping malls||Internal|
|eBill banner branding||Internal|
|eVoucher slip back side||Internal|
|Internal screen Ooredoo Building||Internal|
|Ooredoo building branding||Internal|
|Flyer distribution to Ooredoo employees||Internal|
|Yammer social post||Internal|
|A3 back to back poster||1000|
|SPOC for channel coordination||Internal|
|WaveApp availability for users||Internal|
|Developing processes to manage information, data development & support||Internal|
|4G smartphones for digital staff use||2,000|
Note: Figures are estimated market prices and can vary from those actually quoted by various external vendors.
|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.
take to load
|Staff reporting based on
existing analytics tools.
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.
- Homepage: Contact details are not clearly stated.
- 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:
- 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).
3.1 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).
Enriching people’s lives as a leading international communications company (ooredoo.qa, 2013)
- 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)
– 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)
|Abu Dhabi Inv. Auth.|
State of Qatar
- 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 and Wireline|
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
||www.ooredoo.qa. Ooredoo also makes use of other websites via, for instance, display advertising (e.g., banners).|
||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.|
||Ooredoo Mobile Self-Service App is downloadable via m.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.|
||Short and multimedia messages are regularly sent to customers by Ooredoo.|
||An outbound call is one made by a Ooredoo call center agent to a customer.|
||Ooredoo can send a broadcast message to customers of Ooredoo BlackBerry Services.|
||Interactive Voice Response enables Ooredoo customers to address their own inquires.|
||Customers can get more info about Ooredoo products, services, offers etc. while queuing for a call centre agent.|
||Touch-screen kiosks located in Ooredoo and third-party shops to access a self-service system.|
||Ooredoo is present on all major social networking sites such as Facebook (FB), LinkedIn, Twitter, YouTube, Foursquare, Instagram and Google+.|
||Ooredoo.qa can be reached via all major search engines such as Google, Bing and Yahoo! Search.|
||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|
||This contact method allows site visitors to contact Ooredoo by opening an eTicket.|
||Not available for everyone to sign up for. Sent to Ooredoo’s Rewards Programme members (ooredoo.qa, 2013).|
||Conveying messages to Ooredoo customers while queuing in its shops.|
||Ooredoo subscription-based television services.|
||Two-way, whether one-to-many (e.g., Ooredoo FB page) or one-to-one (e.g., eTicketing).|
||E.g., Personalised eMails (Dear X) and” Welcome X” (after log-in).|
||Done with all business units, especially Customer Service, Sales, Inventory and Technology.|
||Monitored through analytics tools to ensure clearly defined objectives are met.|
||Ooredoo is committed to providing customers with new interactive digital channels.|
||E.g., customers can shop whenever they want through the eShop element on www.ooredoo.qa.|
3.3.2 Ooredoo Digital Personnel
|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
|Suppliers||Digital agencies and IT support.|
|Intermediaries||Payment gateway providers, search engines, social networks and third-party sits/directories.|
|Customers (internal or external, existing or potential), media, investors, consumer protection groups and online communities such as www.qatarliving.com.|
3.3.4 Macro Environment
|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).|
|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
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.)
3.3.8 Mobile Website
|Categories and Subcategories||Anchor-text issues.|
|Off-Page Search Engine Optimisation (SEO)||Ooredoo.qa is not fully indexed.|
3.3.10 Social (as of 10 April 2013)
|YouTube||67 subscribers (formerly 362 at Qtel’s YouTube Channel: www.youtube.com/user/OfficialQtelQatar).|
|Google+||11 followers (formerly 154 at Qtel Qatar: https://plus.google.com/105714988094512647968.|
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