18493572501400left5676900Which inbound marketing strategy should GetSocial B

18493572501400left5676900Which inbound marketing strategy should GetSocial B.V. Implement to increase the purchase of its “SDK tool” by App developers in the US?
00Which inbound marketing strategy should GetSocial B.V. Implement to increase the purchase of its “SDK tool” by App developers in the US?
46187499427626October 6, 2017
00October 6, 2017
Priscilla Owusu Boateng (11007893) FIP-8-fINAL rEPORT 4500349250center290090900

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Student: Priscilla Owusu Boateng
Student number: 11007893
Program: IBMS FT
Prepared for: FIP8 Committee
October 6, 2017
FIP8 Report
Which inbound marketing strategy should GetSocial BV Implement to increase the purchase of its “SDK tool” by Mobile App Developers in the US?
Sponsor Company: GetSocial B.V
Contact person: Hugo Damásio
Telephone: +31 (0) 6 154 271 06
Email:[email protected]
CERTIFICATION OF AUTHORSHIP: I at this moment certify that I am the sole author of this report. All assistance I have received from outside sources have been documented in the report, as well as, listed after the conclusion under “Works cited” This report was created exclusively by me specifically for the course IP8
and sponsor organization, at The Hague University
Signature……………..……………… Date: October 6, 2017
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I would like to express my sincere gratitude to the all Mighty God for seeing me through his study.

Another thanks goes to coach Mr. Meulens and my in-Company Viral Patel and Hugo Damásio, not forgetting Mr. Hoekstra for accepting to guide me when things seemed tough and almost impossible.

To my family, I say thank you for your patience, love and prayers especially to my late Grandmother Nana Manua II of Pitiku, Afram Plains District Donkorkrom Kwahu, Ghana.

Executive Summary
This report is a bachelor Thesis that was commissioned by GetSocial B.V, a company that provides Software as a Service to mobile app developers’, marketers and product managers in the form of a comprehensive SDK tool. The company is attempting to increase purchase on the U.S market which is its biggest market regarding sales and blog subscription.

GetSocial is a small sized business and seeks a way to improve the purchase of its SDK tool with inbound marketing in the U.S hence this study. This marketing plan is meant to strengthen its already existing marketing efforts.
This study was to investigate how GetSocial can acquire B2B customers in the app developer market using inbound marketing. Both internal and external environment of GetSocial were analyzed. The Internal analysis entailed GetSocial’s current situation in terms of its marketing efforts including its value proposition and competitive advantages. The external analysis described GetSocial’s competitors, the customers and the climate.

The competitors were analyzed looking at their product offering as well as marketing effort. This was to help identify what they could be doing right and how GetSocial can top that.

Customers were analyzed based on their purchasing decision, buying behavior and buyer
Journey. The Climate was analyzed to see how forces could affect GetSocial and its customers as well.

All these factors after establishing contributed to creating an inbound marketing strategy for GetSocial.

TOC o “1-3” h z u Preface PAGEREF _Toc517296949 h 4Executive Summary PAGEREF _Toc517296950 h 5Chapter 1: Introduction PAGEREF _Toc517296951 h 10Company Background PAGEREF _Toc517296952 h 11Business problem: PAGEREF _Toc517296953 h 13Purpose and Significance PAGEREF _Toc517296954 h 15Limiting factors and their impact on the study PAGEREF _Toc517296955 h 15Chapter 2: Literature Review PAGEREF _Toc517296956 h 17Digital Marketing -Inbound Marketing PAGEREF _Toc517296957 h 18Internal Analysis PAGEREF _Toc517296958 h 20Company PAGEREF _Toc517296959 h 20External Analysis PAGEREF _Toc517296960 h 25Competitors PAGEREF _Toc517296961 h 25Consumer PAGEREF _Toc517296962 h 26Climate PAGEREF _Toc517296963 h 26External Factor Analysis Summary (EFAS) PAGEREF _Toc517296964 h 26Strategic Factor Analysis Summary (SFAS) PAGEREF _Toc517296965 h 27Customer Acquisition Cost PAGEREF _Toc517296966 h 27Chapter 3: Research Questions PAGEREF _Toc517296967 h 28The Central research question PAGEREF _Toc517296968 h 28Sub research questions PAGEREF _Toc517296969 h 28Chapter 4: Research methods PAGEREF _Toc517296970 h 30Research design PAGEREF _Toc517296971 h 30Data Collection Method PAGEREF _Toc517296972 h 30Chapter 5: Desk Research Findings PAGEREF _Toc517296973 h 34Part I: Internal Findings PAGEREF _Toc517296974 h 34Business Model Canvas PAGEREF _Toc517296975 h 35Key Partners PAGEREF _Toc517296976 h 36Key Resources PAGEREF _Toc517296977 h 37Primary Value Chain activities PAGEREF _Toc517296978 h 39Current Financial Analysis PAGEREF _Toc517296979 h 45Customer Acquisition Cost PAGEREF _Toc517296980 h 46VRIO Framework PAGEREF _Toc517296981 h 49IFAS Summary table PAGEREF _Toc517296982 h 52Part II External Findings PAGEREF _Toc517296983 h 53Findings showed that that SafeSDK was PAGEREF _Toc517296984 h 68Climate PAGEREF _Toc517296985 h 69Meaning of Pestel Findings PAGEREF _Toc517296986 h 70Case Study Conducted by Optimize 3.0 Agency, New York. PAGEREF _Toc517296987 h 71Findings from both Case Studies PAGEREF _Toc517296988 h 71What GetSocial can also implement from this Studies PAGEREF _Toc517296989 h 75Chapter 6: Field Research Findings PAGEREF _Toc517296990 h 76Part 1: Questionnaire findings PAGEREF _Toc517296991 h 76Summary of findings from Questionnaire PAGEREF _Toc517296992 h 78Part 2 In-depth Interview findings (Interview with 2 Potential Customers) PAGEREF _Toc517296993 h 80Inbound marketing strategy based on findings from Interview. PAGEREF _Toc517296994 h 83 PAGEREF _Toc517296995 h 83Sales Team Interviews findings (Part 3) PAGEREF _Toc517296996 h 83External Factors Analysis Summary (EFAS) PAGEREF _Toc517296997 h 85Chapter 7: Strategic factors Analysis (SFAS) PAGEREF _Toc517296998 h 87Chapter 8: GetSocial’s Buyer Persona PAGEREF _Toc517296999 h 90Chapter 9:Inbound Marketing Budget for 2 years PAGEREF _Toc517297000 h 92Chapter 10: Conclusions PAGEREF _Toc517297001 h 94Chapter 11: Recommendations PAGEREF _Toc517297002 h 97Chapter 12: Works Cited PAGEREF _Toc517297003 h 100Appendix 1: Glossary PAGEREF _Toc517297004 h 105Appendix 2: Osterwalder Business Model Canvas PAGEREF _Toc517297005 h 106Appendix 3: Interview with sales team PAGEREF _Toc517297006 h 107Appendix 4 Interview with Potential customer PAGEREF _Toc517297007 h 110Appendix 5: Interview 2 with Potential Customer PAGEREF _Toc517297008 h 113Appendix 6: B2B Business Calculator PAGEREF _Toc517297009 h 116Appendix 7: Questionnaire PAGEREF _Toc517297010 h 117Appendix 8: Grade List (Osiris) PAGEREF _Toc517297011 h 122Appendix 9: Website Report on GetSocial (Nibbler) PAGEREF _Toc517297012 h 128Appendix 10: Website report on Branch (Nibbler) PAGEREF _Toc517297013 h 129Appendix 11 Website Report on SafeSDK (Nibbler) PAGEREF _Toc517297014 h 130Appendix 12 Optimize 3.0 inbound marketing strategy case studies PAGEREF _Toc517297015 h 131Executive Summary PAGEREF _Toc517297016 h 131Case Study #1: AffordableLanguageServices.com PAGEREF _Toc517297017 h 132What We Found PAGEREF _Toc517297018 h 132Strategy PAGEREF _Toc517297019 h 132Results PAGEREF _Toc517297020 h 133Case Study #2: SportCourtEast.com PAGEREF _Toc517297021 h 136What We Found PAGEREF _Toc517297022 h 136Strategy PAGEREF _Toc517297023 h 137Results PAGEREF _Toc517297024 h 138Conclusion PAGEREF _Toc517297025 h 140About Optimize 3.0 PAGEREF _Toc517297026 h 141Optimize 3.0 PAGEREF _Toc517297027 h 141

Tables and Figures
TOC h z c “Figure” Figure 1: SDK user acquisition PAGEREF _Toc516110997 h 13Figure 2:SDK retention PAGEREF _Toc516110998 h 13Figure 3: SDK Analytic Feature PAGEREF _Toc516110999 h 14Figure 4: SDK Revenue generating feature PAGEREF _Toc516111000 h 14Figure 5: Conceptual Framework PAGEREF _Toc516111001 h 18Figure 6: The 5cs Analysis framework PAGEREF _Toc516111002 h 21Figure 7: Porter’s Value Chain PAGEREF _Toc516111003 h 23Figure 8: VRIO Framework PAGEREF _Toc516111004 h 24Figure 9: GetSocial’s Value Chain PAGEREF _Toc516111005 h 40Figure 10: GetSocial’s activities Analysis PAGEREF _Toc516111006 h 42Figure 11: Value Analysis of GetSocial’s Primary Activities PAGEREF _Toc516111007 h 42Figure 12: Value Analysis of GetSocial’s Secondary Activity PAGEREF _Toc516111008 h 43Figure 13: Improvement in Primary Activities PAGEREF _Toc516111009 h 43Figure 14: Improvement in Secondary Activities PAGEREF _Toc516111010 h 44Figure 15: GetSocial’s VRIO Framework Checklist PAGEREF _Toc516111011 h 50Figure 16: GetSocial’s IFAS PAGEREF _Toc516111012 h 53Figure 17:Branch.io website test score PAGEREF _Toc516111013 h 64Figure 18: SafeSDK Website test score PAGEREF _Toc516111014 h 66Figure 19: GetSocial’s buyer journey PAGEREF _Toc516111015 h 83Figure 20: Inbound Strategy for GetSocial PAGEREF _Toc516111016 h 84Figure 21: GetSocial’s EFAS PAGEREF _Toc516111017 h 87Figure 22: GetSocial’s SFAS PAGEREF _Toc516111018 h 89Figure 23: GetSocial’s Persona 1 PAGEREF _Toc516111019 h 91Figure 24: GetSocial’s Persona 2 PAGEREF _Toc516111020 h 92Figure 25: Inbound Marketing Budget PAGEREF _Toc516111021 h 95

Chapter 1: Introduction
Over the years companies have had to buy attention through ads and other promotional materials in other to get the company’s name out to the public and likely influence sale. As a result of globalization and the Internet age, businesses find themselves competing not only with companies in proximity but with those internationally thereby making the marketplace very competitive. Advertising creates an opportunity for companies to put themselves out there and as such considered vital to a company’s success thus treated accordingly. For this reason, most businesses allocate substantial advertising funds just to meet this need. However, for small companies or startups, this could be challenging.
A trend that is catching up very fast with both big and small companies today is inbound marketing. Inbound marketing as Scott Anderson Miller describes it in his book Inbound marketing for dummies, is a marketing strategy that specifically aims to attract those potential customers who have signaled or demonstrated an interest in what one’s organization has to offer (11). In simpler terms this means that inbound marketing aims to catch the attention or interest of potential customers who are already online looking for answers, products or solution to an identified need.
Companies with products and services that can meet such needs publish relevant contents or information in the form of blog posts, videos, demonstration etc. on social media and other platforms where the customer is likely to search for information.

Tech Target.com puts it best as it being a marketing effort to attract customers through a company-created internet content which appears on online platforms such as blog posts, search engine optimization (SEO) and social media. This approach tries to make it easier for customers who are already looking for services or products through the internet to find what a company offers.

Inbound marketing have potential customers come to the company instead of marketers vying for their attention. It depends less on interruptive outbound marketing technique such as cold emailing, direct mail or TV or radio advertisements hence less costly. (HubSpot 2016).

Inbound marketing uses contents to reach potential customers that they deem relevant to their identified need, and it also encourages them to share hence spreading through word of mouth. Inbound marketing is a cheaper to execute since most of the platforms that help share contents are free to use thereby helping smaller companies to compete with bigger companies for customers on the same level.

Company BackgroundThe sponsor company GetSocial B.V is a Cloud-based young and innovative company established in 2014 in The Hague. The company is a software as a service company that offers solutions for mobile app developers thereby empowering their products and marketing staff with growth tools to maximize user acquisition, engagement, and retention (GetSocial.im).
Simply put GetSocial offers a set of software development tools that app developers can incorporate in their apps to help enrich their apps with the special functionalities.

It offers this in the form of Software development Kit (SDK) with functionalities that helps apps in user acquisition, user engagement and retention.
Currently, on the market, most app developers would have to go through separate publishers to install any of the functionalities mentioned above. GetSocial offers a fast and easy alternative for app developers and publishers by presenting a three in one functionality tool (comprehensive Software development Kit) hence its competitive advantage.
GetSocial is a Software as a service company (SaaS) or on-demand Software. SaaS is a software and licensing model in which software is licensed on a subscription base and centrally hosted. The company generates revenue by selling its software development kit to app developers and publishers via its website in the form of subscription.

At this juncture, a brief description of all three features will be given to give a clear understanding as to what GetSocial’s product offering is.

From here forth Software Development Kit shall be abbreviated to SDK throughout this report.

GetSocial’s SDK offers the below-mentioned functionalities.
34389392092215Figure 1: SDK user acquisitionFigure 1: SDK user acquisition310004226689300The user acquisition feature also known as the smart invite. With an entirely easy to use automated and customized run-in app referral system GetSocial enables app developers to boost their app install and engagement by encouraging their user to invite other friends to use their apps via WhatsApp, Kik, and Kakao, etc. other than traditional social media sites like Facebook or Twitter. In short, this feature enables developers to send smart invites, Smart links (powerful links for marketing campaigns), Deep links (to improve user experience) retargeting (add users to targeting campaigns), insights (key insight into what drives App’s viral growth), reward successful referrals (to motivate users).

35147251194435Figure 2:SDK retentionFigure 2:SDK retentionSecond is the user connect/ retention feature or the Chat: The chat equips mobile app developers with the tool to have a one on one private conversations, create clan-based rooms to enable one to many conversations. This feature offers to developers social graphs (fully automated social groups for apps), In-App friend recommendation (Users to recommend people they may know).
341295922199330032143702150745Figure 3: SDK Analytic FeatureFigure 3: SDK Analytic Feature41287701397000The last feature is Engage/the Analytics feature and revenue generation feature. This feature tracks frequency, timing, and length of the app usage by monitoring how users are engaging with the social functions and how it is impacting lifetime value and retention. Activity Feed (Build an App community), User management (Gives insight to App users).

The revenue Generation feature or the Social in-app purchase helps developers to add in-app purchase items through social engagement and endorsements to create a community-driven sales force.
304949318597Figure 4: SDK Revenue generating featureFigure 4: SDK Revenue generating feature
Business problem:GetSocial has twenty developers for its tech department, two personnel for the finance department with one employee for the marketing department. The company brings in temporary team members to support the marketing department from time to time. GetSocial has an international customer base with prospects coming in from Europe, Asia, and America. The U.S. is its most significant market regarding sales and blog subscription.
According to Chief Operating Officer Viral Pattel, the company has witnessed about 20% drop in its blog subscriptions in the last year on the US market, whereas competitors are recording thirty to forty percent 20%-30% more in customer subscription to their blogs.

The company generates its revenue from the sale of this comprehensive SDK tools to app developers and publishers via its website. However according to the CEO Jeroen Bouwman, just like most startups, the company’s cost outweighs its revenue and does not have huge advertising budget nor the staff to implement and reinforce its advertising efforts hence relies heavily on its blog publications and contents to reach prospects. GetSocial recorded a total revenue of €1,170,000 from the last quarter of 2016 as against a total operating expense of €1,223,000 thereby the operating cost outweighing revenue by € 53,000. GetSocial is seeking an affordable and less labor intensive approach to reach more of its American prospects and hopefully turn them into customers and in turn increase sale.

This report presents a study that was conducted on the American market, specifically on independent mobile app developers and those working in companies. The result of the study resulted in identifying an inbound marketing strategy that can be executed by a small sales team (less labor intensive) but ultimately helps increase the number of prospects who visit GetSocial’s website (traffic) and purchase/download this tools (sales) in the U.S.
The scope of this study was limited to U.S. market with its subjects being both Independent app developers and app developers working in companies. The study focused only on the sales/marketing department of GetSocial.
The United States was chosen as the market of study not only because it is GetSocial’s most significant market but also the U.S. has a very high presence of industry publisher giants such as Deal Rovio (the makers of angry bird’s game). As a result of the massive presence of these significant publishers, app developer companies, and independent app developers, this market acts as a trendsetter for other mobile app industry markets. Getting these publishers and developers to purchase GetSocial’s SDK kit would open more sales opportunities in other countries for GetSocial.
Sales and marketing were chosen as the focus because it is the primary initiator and facilitator of all marketing and sales programs the company undertakes.

Purpose and SignificanceThe goal and primary objective of this research was to investigate how GetSocial can increase the purchase of its SDK tool by mobile app developers (working for Companies and Freelance/independent developers) using inbound marketing. The research provides GetSocial with an incoming marketing strategy that will assist GetSocial in enhancing the company’s current digital marketing efforts and further aid in acquiring more customers hence increase purchase.

Limiting factors and their impact on the studyDigital marketing is at its best when coupled with traditional marketing efforts within an Organization. However, this study focused only on inbound marketing (digital marketing synonymous to inbound marketing) excluding outbound marketing (equivalent to traditional marketing strategy). This study allowed for a segmented marketing approach and not universal one for GetSocial.

Also inbound marketing is quite new or nascent in marketing and as such presented the challenge of finding very few literature and studies on the subject.

The target market throughout this study is called the mobile app developer industry or market. This sector entails both app developers (developers working in companies and independent or freelance developers) and app publishers in the U.S.
However, the study focused only on app developers. The said target or segment was chosen because this is the primary segment of GetSocial. Therefore any section that didn’t fall within this part was left out of the study making it quite narrow.

Another limitation was time, this research like all other studies required extensive researching and studying to meet its set goals. All this was time-consuming and because this study was to be completed in a limited time frame of about three months posed a time challenge.

Chapter 2: Literature Review
The purpose of this research was to investigate which inbound marketing strategy GetSocial BV should implement in order to increase the purchase of its SDK tool by app developers in the U.S. Therefore the goal of this study was to present an inbound marketing strategy to GetSocial BV. To achieve this goal a set of relevant business theories and concept were analyzed in the literature review. The literature review aided in generating sub-questions that contributed to the answering of the central research question.

Below is the theoretical framework upon which this study was developed followed by the literature review.
Inbound Marketing
326390075565External Analysis
Porter’s 5 Forces
B2B buying behaviour
PESTEL Analysis
00External Analysis
Porter’s 5 Forces
B2B buying behaviour
PESTEL Analysis
22860075565Internal Analysis
Business Model Canvas
VRIO Analysis
00Internal Analysis
Business Model Canvas
VRIO Analysis


2540007620Inbound Marketing Strategy
00Inbound Marketing Strategy

Figure SEQ Figure * ARABIC 5: Conceptual FrameworkDigital Marketing -Inbound MarketingThanks to the wide connectivity of the internet, marketing teams all over the world both big and small tend to incorporate some form of digital marketing in their marketing effort hence making it a widely used marketing strategy. HubSpot calls digital marketing as an umbrella term for all online marketing efforts. By doing this businesses leverage digital channels such as Google search, social media, email and their website to connect with their current and prospective customers. (HubSpot.com)
Lierbaman takes this meaning further by stating that, by this term ‘digital marketing’ doesn’t differentiate between push and pull marketing tactics (or what we might now refer to as ‘inbound’ and ‘outbound’ methods both can still fall under the umbrella of digital marketing. (Lierbaman 2016). What this means is that Digital marketing can be either inbound or outbound.
A quick look at Digital “outbound tactics” shows that this marketing effort aims to put a marketing message directly in front of as many people as possible in the online space, regardless of whether it’s relevant or welcomed. Whereas digital “inbound tactics” uses online content to attract their target customers onto their websites by providing assets that are helpful to them (Riley ;You.com). Hence inbound marketing is not forced on customers but rather is discovered by customers themselves through contents that they find useful.

According to HubSpot, since 2006, inbound marketing has been the most effective marketing method for doing business online. Instead of the old outbound marketing methods of buying ads, buying email lists, and praying for leads, inbound marketing focuses on creating quality content that pulls people toward your company and product, where they naturally want to be.
Inbound marketing focusses on connecting businesses with leads with the highest propensity to become customers and ultimately long-time advocates to the business product. Most companies put all their web energy on their website, however, this should not be so, and 75% of their focus should be on what is happening off their website concerning their brand, competitors and in their industry. A company’s focus should include creating communities outside of their website for people to connect with them and their products and others within the community. Ultimately this outside focus will drive people back to their website (Brian Halligan & Dharmesh Shah, 12).
4 Cs Analysis (Adapted Version of 5Cs Analysis)
The 3C’s model which was developed by Kenichi Ohmae a renowned Japanese strategy guru, is a business model that focusses on three strategic factors for success. It offers a strategic look at the three factors that according to the author strategist should focus on for success when constructing a business strategy. These three factors include the: The Customer, Competitors and Company, only by targeting this three could a sustained competitive advantage could be attained. The model is said to have been extended by marketers to form the 5c analysis adding two more Cs namely, Collaborators and Climate. However only climate was included in this study excluding collaborators for simplicity. The relevance of this model to this research was that the model helped examine GetSocial’s external environmental factors and internal capabilities hence offering the researcher a clear understanding of GetSocial’s resources, products, and market situation. The result being the base for the inbound marketing strategy for GetSocial. Therefore the internal and external analysis was conducted based on four strategic factors from proposed by this model hence company (internal), competitor (external), consumer (external) and climate (external).

Figure SEQ Figure * ARABIC 6: The 5cs Analysis frameworkInternal AnalysisCompanyBusiness Model Canvas
The Osterwalder business model canvas was used to generate more insight on how GetSocial is performing internally. The model throws more light on how GetSocial creates, delivers and captures added value. The canvas consists of 9 building blocks in which each block defines a particular part of a company.
The Business Model Canvas provides a good starting point for the internal analysis. It also throws light on how GetSocial delivers, creates and/or captures added value. It is important not only in terms of economics and financial statements, but equally so in cultural, demographic, or social terms. The model focusses on what drives a business (Dondjio and Haafst 20). The canvas is used to determine how each component of GetSocial operates. By applying this canvas potential weaknesses and strengths can easily be spotted, then that information can be used to anticipate and be acted upon accordingly.

One of the building blocks in this canvas identifies GetSocial value propositions, hence making this model instrumental in answering the first sub research question in this study.

Also in order for to deliver its value proposition GetSocial needs a channel thus, the channel building block. To sum up the model helped in analyzing the current position of GetSocial in order to identify and create an appropriate inbound marketing strategy.

32588202078990Figure 7: Porter’s Value ChainFigure 7: Porter’s Value Chain325907415722600The Porter’s Value ChainThe Porter’s value chain talks about how organization can change business inputs into outputs in such a way they get greater value than the original cost they put in the creating of those outputs. The way in which an organization manages its value chain activities determines cost and affects profit. (mindtools.com).

Mindtools.com explains value chain to be a set of activities that an organization carries out to create value for its customers. This model provided by Porter presents a general-purpose value chain that can be used to examine all of GetSocial’s activities and see how all these activities are inter connected and contribute to creating outputs for customers. This model was used by the researcher to help in identifying the various activities GetSocial’s go through to convert inputs into outputs.

This model presents two main activities hence Primary and Secondary.

Primary Activities
Inbound Logistics, Operations Output Logistics, Marketing and sales.

Secondary Activities:
Procurement, Human Resource department and all supporting department.

VRIO Framework
According to Barney, the resources of a company should be valuable, rare, imperfectly imitable and non-substitutable. Thus, once the resources of the company are identified, it is crucial to evaluate these resources. Therefore, the third model which was used in the internal analysis is Barney and Hesterly’s VRIO Framework.

This model/framework aided in the internal analysis of GetSocial, it helped in identifying as to if GetSocial has a sustainable competitive advantage (Barney and Hersterly 137).The framework consists of four attributes that a company’s resources must possess to become a source of sustained competitive advantage.

Each attribute answered by yes or no helps determines whether GetSocial’s competitive potential is al; a competitive parity, a temporary competitive advantage, an unused competitive advantage or a sustained competitive advantage.

1907903138176000The competitive potential is determined by questioning the value, rarity, imitability, and organization. According to Barney, a company’s resources should be valuable, rare, imperfectly imitable le and non-sustainable.

107352748804Figure 8: VRIO FrameworkFigure 8: VRIO Framework
Internal Factor Analysis Summary (IFAS)
Having identified the internal current situation of GetSocial with the above-mentioned models and theories the researcher was able to complete the Internal Factor Analysis Summary (IFAS). The IFAS is a strategic-management summary step that is conducted after an internal analysis. This strategy-formulation tool summarizes and evaluates the major strengths and weaknesses in the functional areas of GetSocial, and it also provides a basis for identifying and evaluating relationships among those areas.

External AnalysisCompetitors
Porter’s 5 Forces Model
The Porter’s 5 forces Model is commonly used to help gain understanding of the competitive environment in a new or an existing markets. The model presents five competitive forces which shape industry competition (Porter 3). The purpose of this model to this research, therefore, was to help analyze the U.S app market and current competitors.

Chaffey mentions that monitoring of competitor use of e-commerce marketing to acquire and retain customers is especially critical in the online marketplace due to the dynamic nature of internet medium (Chaffey et al. 167). The writers recommends several online tools that could be used for benchmarking including Nibbler. Nibbler is an online tool used in analyzing websites after which it presents a report based the websites, SEO, Marketing, Social Media accessibility among other things.

Since GetSocial solely operates online via its website using this online tool is a good consideration. This way GetSocial can review and improve aspects of online marketing by merely letting the online tool analyze competitors’ website, SEO, social media, accessibility and technology. Competitor benchmarking will help GetSocial to; review competitors’ online marketing strategy, identify the gaps in GetSocial’s current capabilities and ultimately aids in creating GetSocial’s inbound marketing strategy. In the end GetSocial can learn from competitors’ online or digital marketing approach. The ultimate goal is it to identify what competitors are doing right and what GetSocial can learn from them and even do better
The B2B Buyer Journey
To be successful and grow your business and revenues, companies must match the way they market their products with the way their prospects learn about and shop for your products. Brian Halligan and Dharmesh Shah (7).

In order to generate good B2B leads, a keen understanding of the buyer journey is essential. With the help of the B2B buyer journey model the app developer consumer’s buying journey could be mapped out. Mapping this out helps to understand the process GetSocial’s target market goes through to first become aware of, consider and purchase GetSocial’s SDK or feature app. The buyer journey is a three step process as displayed below. The model has been adapted for the purpose of this research.

Having mapped out these steps the GetSocial’s target market’s buying decision behavior can be identified therefore help give a better understanding on how to communicate effectively with target market as well as build a buyer persona from the findings (answering sub question two).

Moving on, the last external environmental factor category, Climate will be analyzed using the PESTEL analysis. This tool is essential in conducting an external analysis when carrying out a performing a market study. It gives an overview of diverse macro environmental factors that GetSocial has to thoroughly consider. Having perceived these factors GetSocial can learn to maximize benefits from these opportunities while minimizing the threats to the company. These Macro factors as mentioned includes: Political, Economic, Sociological, Technological, Environment and Legal.

External Factor Analysis Summary (EFAS)
After the conducted external analysis, an External Factor Analysis summarizes and evaluates GetSocial’s external environment. This was important for the study in the sense that the summary indicates whether GetSocial is able to effectively take advantage of existing opportunities along with minimizing the external threats. After the External Factor Analysis Summary, a Strategic Factor Analysis Summary is presented.

Strategic Factor Analysis Summary (SFAS)
The Strategic Factor Analysis Summary, also referred to as Quantitative SWOT Analysis, is a framework which was developed by T. L. Wheelen and J. D. Hunger. The model summarizes the strategic factors of an organization by combining external factors from the EFAS table with the internal factors from the IFAS table of an organization. The Strategic Factor analysis Summary is relevant for this research because it assesses the strategic positioning and the degree of responsiveness of GetSocial towards the present as well as emerging market and industry dynamics to be competitive and to be able to harness potential growth opportunities effectively by leveraging its structural and core strengths while negating environmental threats accordingly.

Customer Acquisition Cost
Customer Acquisition Cost is very important internally and externally to a company. External wise it is key metric that investors are very interested in especially at its early stage or when a new product is being launched. Customer acquisition cost allows companies to determine its profitability by studying the difference between how much money each customer will bring into the business and the cost of obtaining them.

Chapter 3: Research Questions
The focus of this research was to come up with a strategy that GetSocial could implement to increase the purchase of its feature tool (SDK) by mobile app developers in the U.S.
The Central research question
Which inbound marketing strategy should GetSocial implement to increase the purchase of its “SDK tool” by App developers in the U.S?
To answer this Central research question a couple of sub questions were developed to compound to answering it.

Sub research questions
What is GetSocial’s value proposition?
To identify GetSocial’s differential advantage over rival’s products and services. Thereby helps to define how useful GetSocial is to app developers based its value proposition. Also to identify which resources is available to GetSocial and how is it being put to use to create value for customers.

What is GetSocial’s customer type/persona?
To identify who the GetSocial’s customers are, what basic need do they seek to satisfy, how best can they be reached, which online format or platform are they active on or best suits them? Which medium are they familiar with and view their contents on? As well as to identify what influence their choice in an SDK.

What is the purchasing behavior of GetSocial’s target market
To identify the target market’s needs and buying behavior to create an inbound marketing strategy catered to their needs and behavior. The idea is to zoom in on the purchasing journey of GetSocial’s customers in order to identify what they go through before they embark on a decision to make a purchase.
What are competitors doing differently?
To know who GetSocial’s competitors are and what they are doing differently or better. The idea here is to know what competitors are offering differently to the market and how are they doing their inbound marketing differently.

Which inbound marketing strategy (with a two-year timeline span) should GetSocial implement?
Having answered all the previous questions the next stage is to identify an inbound marketing strategy that best suits GetSocial. This question is to help identify a strategy GetSocial can adopt having answered all the questions above.

How much budget does GetSocial need to allocate for this strategy?
This is to help identify how much money the company will need to allocate to meet the execution of this inbound marketing strategy.

Chapter 4: Research methods
Research designThis Chapter aims to describe the research design that was used in the study to arrive at its findings thereby answering the researched questions. It touches on how the research was conducted and the data collected and the method used.
To come up with the findings in this study, this research was built on two research designs namely, quantitative and partially qualitative research designs respectively.

Saunders et al. establish that in business and research design combining this both qualitative and quantitative elements is likely (161). In this light, this research can be categorized as a multiple research design and a qualitative one as such.

It is however important to state that the target market for this study has been both independent App developers and App developers working in Companies.

Data Collection MethodField research
Unstructured Interview- (Head of Sales team)
An unstructured interview was conducted with the Head of Sales Mr. Hugo Damásio In an unstructured interview, the interviewee is given the opportunity to talk freely about events, behavior and beliefs in relation to the topic area. This type of interview is sometimes called non directive. (Saunders et al 394).
The purpose to this interview was to identify GetSocial’s value proposition as perceived by the staff who work within the company and are in charge of communicating this value to prospective customers. The head of sales was specifically selected in order to assure reliability of the interview and also GetSocial has only one person on the sales team hence the head of sales.

Semi-structured interview (2 potential customers)
When it is necessary to understand the reason the decision your research participants have taken or to understand the basis for their attitudes and opinion, one is likely to need to conduct an in-depth or semi-structured interview (Saunders et al. 394).

Two prospects were interviewed via Facebook. This potential customers or prospects identified on GetSocial’s Facebook page who have liked some articles published by the company some time back. The interview focused on understanding the purchasing behavior of this prospects and the role of inbound marketing plays or influence in their purchases in relation to SDK tools. The interview was recorded and transcribed therefore can be found in the appendix.
An online questionnaire was issued via survey monkey which was administered on the company’s website (with the help of the COO Mr. Viral Pattel) and on LinkedIn where prospects and visitors were asked to take. On the LinkedIn page Jeroen Bouwman the CEO encouraged the company’s contacts to answer the questionnaire.

The questionnaire instead focused on serving as a base to understating the App developer (consumer) buying behavior and also what they think of GetSocial’s value proposition. Since this study aimed at presenting an inbound marketing strategy, the questionnaire sought to uncover the preferred social media tool among prospects.

Sampling size
With sample merely being a subset of a population, the researcher deliberately based the selection of the sample size on the number of active subscribers to GetSocial’s blogs. After which the population was stratified using a B2B sampling calculator. GetSocial gets between 300-500 visitors in a week on its website in the US with about 60 leaving at least their email address. The population size inputted therefore was 60 and upon calculations the identified sample size was 52. Fifty potential customers had to be surveyed to achieve a response that is accurate to within 5% and 95% confidence level. However, only 51 response were received within the time frame of the study. In spite of this, the researcher still considered the response to be reliable due to the two interviews that were conducted with an App developers and Marketing and Sales manager of an App company.

Desk Research
Secondary data was collected using a range of websites, relevant books, and articles and a report on a case study conducted by Optimize 3.0 which is an inbound marketing agency in New York.

Websites: The websites that were used mainly to understand inbound marketing was HubSpot and Statista provided target market or prospects dynamics as well. WeareSocial (slide share) was another website used, WeareSocial reports on various market and global trends; this site gave insight to the App Developer market as well as SaaS market insight. The CIA website was also used to know about the communication and internet infrastructure in the U.S.

Another resource for the desk research was the HHS database offering access to databases like Business Source Elite, MarketLine Advantage, Google Scholar and Ebsco.

Books from Dave Chaffey and Philip Kotler was extensively used in this research among others that can be found in the works cited list.
Already existing articles and documents – either in print or digitized – on the topic were analyzed and used to support the secondary data collection. The researcher also made a review of concepts and models covered in the Hague university IBMS curriculum.

A report written on 2 case studies conducted by Optimize 3.0 Agency, New York was also studied and included in this study. In this case study Optimize 3.0 presents steps that the companies in the case study could implement in order to strengthen their inbound marketing efforts.

Data Analysis
Findings from the unstructured interview (Head of sale), in-depth interview with GetSocial’s potential buyers (App developers) were analyzed and presented in this report in summary.

Validity and Reliability
The interviewer prepared adequately before interviewing the Sales Team making sure to be well informed about the topic. Interview questions were adequately prepared for. Questions that were asked during the interviews were not manipulated in any way to force a certain type of predetermined reaction. This process helped to prevent or reduce data bias.

The genuineness of the secondary data sources such as articles, report, documents, theories, case studies and models was evaluated by paying close attention to the source of information.

An evaluation of the secondary sources was done to make sure that the information had not been manipulated in any way. This evaluation was performed by reviewing the secondary data and comparing it with similar data to verify where they both differ.

The secondary data were analyzed systematically to decide on the extent of content relevant to the research questions. The analysis of the data was done by critically reviewing the literature.

Chapter 5: Desk Research Findings
This part of the research is presented in two parts with part I conveying the internal findings of this study and the part II presenting the external findings. This two parts are structured by the 4c analysis with Company being the first factor, followed by Competition, Customers and lastly Climate. All these factors are geared towards analyzing the internal and external environment of GetSocial.
Part I: Internal Findings
Osterwalder Business Model Canvas (BMC)
The model helps to use detailed information collected from each building block in the organizational to provide an internal analysis. This model hence prompts thoughts within the separate activities or resources in the organization. This model aids in having a complete overview on GetSocial and shows how all its resources come together to deliver, creates or captures added value. With the Business Model canvas, a careful study is done on the blocks/ resources which helps in meeting GetSocial’s value proposition.

Porter’s Value Chain Model
Having identified the various blocks that makes up GetSocial as an organization the activities these blocks undertake to help create value for customers was also studied using Porter’s value chain model. The Porter’s Value chain model simply aid in identifying the activities GetSocial undertakes using its available resources to create value for customers in other to create a competitive advantage. This analysis also helped to identify activities that can be improved to increase competitive advantage.

Having identified the key resources and activities of GetSocial they were examined using VRIO. According to Barney, the resources of a company should be valuable rare, imitable and non-substitutable. This points out that not only should a company’s resources and activities be identified or studied but also it is important to evaluate these resources hence the Barney and Hesterly’s VRIO framework.

Finally is the IFAS summery which was developed using the findings gathered using the above mentioned models. The IFAS points out penitential weakness and strength (internal) of GetSocial.

Business Model CanvasValue Proposition:
Internal findings revealed that GetSocial strives to help app developers and owners to make their apps more lucrative. It proposes to help end app poverty by presenting a three in one software development kit SDK that aid in acquiring customers, engaging, retaining and finally contribute to monetizing apps. GetSocial’s stated value proposition according to the CEO is: To provide a complete solution to drive organic user acquisition and social engagement all from a single source. This proposition is met using these features:
Smart invite: This feature helps app developers to customize, personalize and automate their in-app referral system to boost their app install and user acquisition rate. The feature encourages existing users of the app to invite their friends using popular apps like WhatsApp, Kik, and Kakao among other rather than relying on Facebook.

The beauty in this feature is that it helps apps to be found clearly through organic search thus free. Developers need not pay to be found organically. With the above smart invite feature users to invite others helping boost app use.

Analytic Feature: This feature offers app developers access to a fully developed graph for their apps that connects users with their invited friends irrespective of invite channel. It gives pp developers a vivid picture and graphic representation of their app development and growth.
Engagement Feature: Activity feed allows developers and owners to increase user engagement. Users can share their achievements or news, communicate with each other and get activities of other users, like them, or get likes, comment other posts or be commented. All this can help developers to make a new world inside their apps and bring a social component there. On the other side, activity feed can be used for announcements.
GetSocial’s SDK price is based on Daily Active Users (DAU) and the price plan. The price plan starts at $199 a month. Customers can make payment of their plan by PayPal, Invoice and soon to be a credit card.

Customer Segment
GetSocial creates value for customers with the intention to help app developers and owners get the outmost best from their apps. Its customer segments consist mainly of mobile app developers and mobile app publishers. It also markets to products and marketing teams of new and existing mobile apps.

Key Partners
GetSocial’s key partners are Pingdom, Apptopia, HubSpot and Gamedevmap all of whom are US-based companies.
Pingdom: This Company provides GetSocial with website and server uptime monitoring. Its function entails monitoring the period in which a computer system is up is functional and available. It checks on GetSocial’s website availability at over 60 polling locations globally.

HubSpot: GetSocial depends on Hubspot’s marketing Software to build and modify its website, to get its contents published, assist in converting visitors on its website to leads. In short, Hubspot aids GetSocial in increasing traffic, converting leads and help gain return on investment which is also backed by a support team.

Apptoppia: It provides mobile data insight on the app industry. GetSocial relies on their insight and data presented to build their SDKs. The idea gathered from Apptopia goes a long way to help the company decide on what approach to take regarding their product.

Key Activities
GetSocial has two key activities. The two key activities include software development and maintenance. The Company’s engineers make the Software development kit after which they continue to service it by conducting regular updates and maintenance.

Key Resources
The company’s key resource is its developers and Code base which is simply the whole collection of source code that is used to build a particular software system, application or software component. Another Key resource of GetSocial is its website which is its main source of reaching customers and selling to them. It relies solely on its website to make sales and all transactions.
Customer Relationship
GetSocial gets and grows its customer base through blogging and online support services or groups. It participates in Tech conferences and markets to potential customers. It also contributes and chips from time to time in various online support platforms though not that regularly according to Viral Pattel the COO. Another effort is also from its sales support team that responds to every inquiry made on its website within two working days, the company claims of a 100% personal support system.

Channels through which GetSocial reaches its customers include its website as well as through blog posts, Social Media and discussion forums for apps and all related topics. It does make contributions on some of this forums however it is not as active as some its major competitors per COO Viral Pattel. The company likes to post content on topics and trends from the app industry and encourage sharing and discussion among its followers on Facebook, LinkedIn and on its websites. GetSocial tends to use contents to lead interested readers or viewers back to its Website.
Cost Structure
GetSocial’s main cost is salaries paid to staff for developing and maintaining the core software. Other cost includes all partner costs as well as cost allocated to the DevOps pipeline.

Revenue Stream
GetSocial has only one revenue stream which is the monthly customer subscription. The company only makes revenue when customers subscribe to use the SDK tool which they can download after GetSocial has worked out a plan that suits their need and what fits them. Upon subscribing the user is billed every month till the stipulated end date after which it can be renewed. The revenue stream is that of a monthly one paid subscriptions to the service.
The following business model called the Porter’s value chain model provides more information on the Key activities of GetSocial.

Porter’s Value Chain Model
Primary Value Chain activities For the purpose of the industry in which GetSocial operates, software as a service field, the Porter’s value chain matrix was adapted to suit it. The SaaS Value chain can be divided into two sub chains namely the supply chain (primary activity) and demand chain (secondary activity).

Supply chain /Primary Activity: Purchasing, research ; development, distribution.

Demand Activity/Secondary Activity: Marketing, Sales and Service.

762002219325Figure 9: GetSocial’s Value Chain00Figure 9: GetSocial’s Value Chain762003270250
The Supply Chain (Primary Activity)
The Supply Chain originally by Porter was meat to depict how various parts in an organization come together to turn raw material into products to provide value for customers. In the case of GetSocial the supply chain is responsible for turning software from other companies and servers into one software development solution hence its SDK.
This involves the purchasing department buys the raw materials (System integration).

Research and development (engineering) focuses on constantly improving usability, reliability and costs of its SDK. They ensures to stay abreast of time when it comes to new technological findings and trends in terms of new algorithms that can demonstrate significant improvement over the existing solution. This department is responsible for building the SDK and going back to fix any error that come up. The development resources and the project schedule is managed so to cope with dynamic market demands. To better manage development risks, the team implement agile software engineering practices (e.g., Scrum, Kanban).

Lastly is the distribution department that makes the SDK available. The team deploys the software into the service in an automated manner. The team continuously monitor the system with metrics and collect customer usage data.
They are responsible for collecting performance and quality data. The data is made available to the whole team through a centralized portal and daily reports. It is also responsible for making sure the research and development team ensures improvement.

They work closely with R;D to provide feedback for improving the product in future releases. They collaborate with the customer service team as the second-line technical support.

The Demand Chain (Supporting Activity)
The demand chain is responsible for generating awareness of the solution that the Supply chain has built, turning that awareness into customers, then serving those customers.
The marketing department builds demand for the product, through content marketing campaigns more so blog posts and SEOs. Through blog posts GetSocial teach its audience about their identified problem after which they provide them with something in the form of a solution or information about their product offering and how it is the best solution to their problem. The goal of marketing is to get readers to move from learning about GetSocial’s offering to drop their contact or ultimately make a purchase. The team also use social media platforms and blog posts to inform prospects about new products or services they are creating.

The Sales department of GetSocial is responsible for negotiating with GetSocial’s buyers or customers and closing deals as well as in customizing a plan that best fits them and their needs.
Finally the service department responsible for renewing and upgrading payment plans and ensuring customer satisfaction. This department also engages with lead customers and partners in order to understand product feedback on experiences,
-39370023050500Step 1: Activity Analysis
Figure SEQ Figure * ARABIC 10: GetSocial’s activities Analysis
-25400028892500Step 2: Value Analysis of Primary and Secondary Activities
Figure SEQ Figure * ARABIC 11: Value Analysis of GetSocial’s Primary ActivitiesStep 3: Activity Analysis

Figure SEQ Figure * ARABIC 12: Value Analysis of GetSocial’s Secondary Activity
left40550800Step 3: Changes Needed or Improvement
Figure SEQ Figure * ARABIC 13: Improvement in Primary ActivitiesFigure SEQ Figure * ARABIC 14: Improvement in Secondary ActivitiesSupply Chain/ Primary Activity improvement
Purchasing Improvement:
Like any software company GetSocial relies heavily on its system integrators partners to offer value for its customers. System integrators are known to also cause a lot of drawbacks if not managed well in terms of latest updates and software integration. Customer will look to GetSocial if their technology doesn’t work so it is important for GetSocial to make sure their partners are delivering up to the standard they are required to.

R;D Improvement:
R;D can incorporate automated aids in the development component as well as automation assurance systems to ensure the quality of GetSocial’s SDK tools. Also early error or bug detectors can help R&D to work efficiently and effectively.

Distribution Improvement:
GetSocial can involve customers in the testing process before release by doing this bugs and errors can be detected early enough before it actually goes live. This way not only does the company get to put out quality products but also give developers and users a feel of their new features and possibly get them to make a purchase commitment in the near future.

In as much as planned maintenance is required to keep applications updated and secure it can also cause dissatisfaction among customers. However sharing this information in advance can help reduce the level of uneasiness that comes with it.

Demand Chain/ Support Activity improvements
Marketing Improvement:
GetSocial can also use testimonials from satisfied customers who have used its product to give a real life example of people who have taken the benefits that GetSocial provides. App developers who have used GetSocial’s SDK can testify to its benefits and encourage other users to buy too.

Sales Improvement:
Sales team can encourage satisfied customers to choose a pricier version of the plan they already have with GetSocial. Getting already satisfied customer to upgrade to a better version can be an easier way to increase revenue than convincing new customers to buy GetSocial’s product.

Still under sales, dunning management system can be used. Dunning management is a series of auto reminders and notifications for customers who need to renew their plan with GetSocial. This can be a soft reminder to customers as well as serve as a means of informing customer when a payment fails to go through. This system can also notify GetSocial’s customers that their plan is up for renewal. This automation system will save the sales department time and ensure payments are made on time and as such ensures productivity.

Service Improvement:
A change that GetSocial’s service department can implement is communicating new features and development to customers far in advance before they happen. This way existing customers are not off board from the new features but are actually well informed on how to have a maximum benefit from this new feature. Service department can make this communication about two month prior to when the new features will be implemented. This way customers can transition smoothly to this new features.

Lastly the sales department can reduce the use of automated customer service or historical categorization to answer customer questions and enquiries. It is important that the service department is transparent and open in potential problems in order to build a long term trust with customers.

Current Financial Analysis
Another important internal feature that was studied was the financial strength of GetSocial by taking a look at its financial reports. The reason to this was to identify if GetSocial is financially stable and capable to take on any activity.

For a clear view of the company’s strength, some financial ratio were used as units of measurement. The ratios included: Current Ratio, which showed financially sound the company was to meet its short-term obligations and long-term obligations
The current ratio was calculated by dividing the current asset by current liabilities from the year’s data 2015, 2016. All amounts are in Euros.

Current Ratio = Current Asset/Current Liabilities
Curent Asset = $85000
Liabilities = $60000
$85000/$60000= 1.43
Current Asset = $150000,
Current Liabilities = $60000
$150000/$60000 = 2.5
The above ratio calculation indicates a positive growth on the part of GetSocial
Another calculation made was the Net working capital
The Net working capital calculated using information from the years used in the current ratio.

Net working capital is simply the current asset minus current liabilities, hence,
$85000-$60000= $25000
$ 150000-$60000 = $90000
Just as the current ratio, there is a significant growth in the net
Working capital. Thus GetSocial can be considered to be financially stable.

Customer Acquisition Cost
Customer acquisition cost is an essential metric for measuring the success of marketing spend and for the growth of GetSocial. This metric will help identify the resource that has to be allocated to acquire an additional customer.

The formula for calculating the Customer acquisition cost is:
Customer Acquisition Cost = Total expenditure for customer acquisition/ Number of Customers acquired
However, because GetSocial is a SaaS Company hence offers software as a service the adapted version of Customer Acquisition Cost was used to capture all three variables that composes it. This variable includes CPL (marketing cost), Touch Cost (Sales staff salaries) and Conversion rates (Number of sales/Number Leads).
CPL (marketing cost) for 2015 = $7000
Touch Cost (Sales staff salaries) = $21,200
Conversion rates (Number of sales/Number Leads) = (322/3,540) = 0.09 =9.1%
(CPL per customer + ‘Touch’ costs per customer) * Conversion rate
Customer Acquisition Cost = ($7000+$21200)* 0.09 = $2538
The average monthly subscription plan GetSocial’s customer go in for starts is at the price of $199 and for a year that is $2388. The number of customers that GetSocial acquired in 2016 can be calculated using the total sales and the average spent on subscription by customers in 2016. Hence the total sales revenue for 2016 is $ 768936.

Therefore there were 322 customers acquired in 2016 with a churn rate of 4% in this year as mentioned in the financial statement. (Not displayed in this report for confidential reasons)
There is various cost mentioned in the income statement of 2016 all working towards the acquisition of customers. Some of these cost includes Salaries, Hosting Bandwidth, addworks, social display adds among others.

VRIO FrameworkThis framework aids in evaluating GetSocial’s resources and capabilities in order to find out if it can be a source of sustain competitive advantage. The resources could be classified as being tangible or intangible. The VRIO framework simply aids in conducting an internal resource-based analysis of GetSocial’s strength and weakness.

VRIO check table on GetSocial resources and capability
Resource or Capability Valuable Rare Imitable Organized to exploit
Code Base Yes Yes Yes Yes
Developers Yes No Yes Yes
Website Yes No Yes Yes
Ability to drive organic use Yes Yes Yes Yes
100% personal support Yes No Yes Yes
Option of a full customization of SDK Yes Yes Yes Yes
3 in 1 SDK (comprehensive SDK) Yes Yes Yes Yes
Figure SEQ Figure * ARABIC 15: GetSocial’s VRIO Framework ChecklistResources
Code Base
Like any SaaS company its code base is essential to the development of its software kit solutions hence a resource. The code base entails all humanly written code-files saved in its source control. This resource of knowledge base helps in creating value for customers and presents a competitive advantage. This resource can be costly to be imitated by competitor or anyone, and competitors don’t possess it too. GetSocial is well organized to utilize this Code Base to its fullest potential.

GetSocial’s developers and code base are a part of its resources and an essential one for its success.

GetSocial’s website is an essential resource that it relies on for transactions and also operates. Upon filling contact details and payment plan, customers can download the SDK from the GetSocial’s website. The website contributes to providing value for customers, yet it does not pose a competitive advantage. Competitors also have websites so cannot be considered to be rare. Website building or get can be expensive, but it is affordable enough for competitors to make however GetSocial is set up well to utilize this resource to its fullest potential
Ability to drive organic Use
GetSocial has the know-how to help app developers grow their apps via organic search which means they don’t have to pay money to be found. A value that app developers appreciate. This GetSocial’s ability is valuable in providing customer value and presents a competitive advantage over rivals. Competitors don’t pose the same skill so can be considered rare. It is also costly to be imitated, and GetSocial is well organized to exploit this resource or ability yet not so rare and can be imitated by competitors. The organization is, however, setup well to utilize this.
100% personal support
The company offers a 100% support system to developers to help them get the maximum performance for their SDK purchased from the company. With well-informed engineers and developers on the team, all the necessary knowledge is available to make this happen thereby contributing to providing customer value. This is, however, is not rare as to the fact that competitors are or maybe doing it too. It is not costly to imitate, but GetSocial is well organized to take advantage of this resource.
Option for full customization of SDK
GetSocial has the capability to help app developers to build custom apps and tailor experience for their use. Hence helping to create a relevant mobile experience tailored to suit who is using the app thereby encouraging mobile retention (Value). This capability is valuable rare because competitors don’t have it too and GetSocial is well organized to utilize this resource.

A single Source for all features (Comprehensive SDK)
GetSocial’s capability to offer customers a comprehensive SDK with three essential elements that generally customers would have had to go through separate publishers to purchase any of the features makes it a valuable one. Competitors may not have a similar offer hence making it rare. Imitating this capability would require a lot of money and as such can be considered not imitable. The organization is set up well to utilize or exploit this ability.

IFAS Summary tableStrength Weight Rating Score Comments
A single source for all features 0.05 3 0.15 GS presents to developers all three features from a single source hence saving them money and time.

Ability to drive organic use 0.5 3 0.15 Ability to help apps to be found clearly through organic search. Developers need not pay to be found organically. With smart invite feature users to invite others hence boosting organic use of developer’s app.

Full customization of SDK 0.2 4 0.7 GetSocial can customize SDK solution to fit the specific need of particular customers
100% support system 0.1 3 0.4 Readily available engineers and marketers to offer support before and after sales
Weakness Weight Rating Score Comments
Small sales team 0.2 1 0.2 GetSocial has only one person on the sales team and as such lacking enough skills to embark on stronger marketing efforts.

Single source of income 0.15 2 0.3 GetSocial has a single source of income. The company generates its revenue based on the sales of its SDK, making its revenue source limited
Narrow marketing effort
0.1 2 0.2 Relies solely on digital marketing.

Inability to measure return on blog posting 0.15 2 0.3 GetSocial is unable to measure the return on its blog posts and online contents. This, therefore, makes it hard to see how this effort which the company undertakes well is yielding returns and contributing to profit margin
Total 1 2.4
Figure SEQ Figure * ARABIC 16: GetSocial’s IFASPart II External FindingsSoftware as a Service (SaaS) Market trends in the U.S.

According to a report by Transparency market research, the outsourcing of software development and ancillary services has boosted the global SaaS market over the last few years. Also, the constant change in business requirement with modern IT trends is compelling companies to focus on SaaS solutions to provide effective deployment approach thereby adding to the growth rate of the SaaS market. The Global SaaS market’s valuation is expected to rise at a CAGR of 27.90% between 2015 and 2022 and increase from US$23.8 billion in 2014 to US$164.3 billion by the end of 2022.
Transparency Market Research (TMR) states that the competitive landscape in the global Software as a Service (SaaS) Market is likely to be significantly fragmented due to a large number of players. Some of the key players in the global market are Oracle Corp., Salesforce.com Inc., and ADP Inc. The wide range of products of these companies, excellent business and marketing strategies, and seamless services are expected to fuel the growth of the global market in the coming years.
In a report by Finance online, the SaaS market’s boost could also be attributed to Techies and Developers wanting to be in charge again hence more developer-centric businesses are looking for SDK and APIs for specialized features.
Papadopoulos (2013) mentions that, to support mobile developers globally a new SDK economy has emerged to meet the needs of mobile app developers. There has been as much as 500 SDK startups and Enterprise IT incumbents that have emerged since 2009 to assist developers in app prototyping and debugging, to user analytics, planning tools, and customer support. Thereby giving developers millions of tools to monetize their apps, test monitor app performance, manage security study user behaviors, cross promote apps to attract and engage users.

The Smartphone App Developers industry is in the growth stage of its life cycle. In the ten years to 2021, industry value added (IVA), a measure of the contribution of the industry to the overall economy, is expected to grow at an annualized rate of 26.9%. Over the same period, total GDP is expected to grow at a much slower annualized rate of 2.1%. Great technological innovation and high adoption rates by consumers, as well as an increasing number of industry players, are attributing to industry growth. Product innovation and flexible product segments also display an industry in its growth stage. (IBISWorld 2016).

B2B adapted -B2D Buying Behavior (Buyer to Developer)
To increase the purchase of GetSocial’s SDK tool with the help of inbound marketing, it is necessary for GetSocial to understand the U.S (B2D) consumer buying behavior, and their path to purchase, use of inbound marketing channels and lastly the B2D decision-making process. Having established this, the researcher could identify an inbound marketing strategy that best suits GetSocial’s target market.
This field research findings on GetSocial’s customers/consumers in the U.S are an extension of the desk research.

Since inbound marketing in itself is a form of digital marketing, and digital marketing entails promoting or creating brand awareness using electronic devices using the internet or online activities to facilitate the exchange of ideas, products and services (Netha,2017 ) it was essential to review the internet/digital accessibility in the U.S.
As a base to understand the Business to Developer buying behavior of U.S consumers, a look into the digital or internet accessibility was needed.
According to the CIA, the United States has a total of 246,809,221 internet users, and that is 76.2% of the population hence making it the third largest internet user country in the world as of 2016. Mobile users were about 416.684 million.
In a report titled Developer’s economics 2013 to 10+1 insights by SlashData, the 4th of a research series based on an online survey with 3400 respondents and global sample with Europe 39%, Asia 27% and North America 24% mentions that the Business to Developer (B2D) market, has seen a continual expansion in the last three years, with a flurry of B2D startups emerging to address the ever-increasing developer needs. It goes ahead to state that for every 1,000 app startups, there is a developer tools startup. In parallel, there is consolidation taking place via organic expansion (e.g., Flurry, Papaya expanding services organically) and via mergers and acquisitions (e.g., Appcelerator acquired Aptana, Cocoafish, Particle Code and Nodeable, Apigee acquired Usergrid and Instaops, Burstly acquired TestFlight and Flurry acquired Trestle) (22).

Also, Developers have moved from being coders to innovators, designers and makers – and a prized customer for the 100s of firms making up the SDK economy, part of the bigger B2D (business to app developer) market. Developer needs haven’t changed much in the last few years; what has changed is the influx of startups.

App developers today have over 500 third-party tools (APIs, SDKs, components) to choose from, catering to every stage along the developer journey. Developer tools, from ad networks to user analytics SDKs are a core part of the Android and iOS platform economics, and a major platform differentiator.

In another report titles State of the Developer Nation Q3 2017, it was gathered that the influence of developers on technology purchasing decision in organizations is very clear. Over 87% with a leadership function no how small, as well as two-thirds of front-line coders, are somehow involved in purchase decisions. The world of developer tooling has fundamentally shifted: it is no longer the purchasing department that vendors need to woo, but the developer who will use their tools on the floor, and their direct team manager. The report goes on to say that more than a third of developers (incl. 38% of front-line developers) acquire tools for their personal use. This is by itself an important market, but more importantly, it allows developers to act as a ‘wedge point’. They can introduce tools in an organization for personal use or at small scale, and when proven evangelize the tool across the wider organization. Targeting individual developers, therefore, becomes a viable strategy for enterprise sales.

B2D buying behavior
In an article by Apurva Dave, who is the VP of marketing for Jut, the operations data hub for DevOps he explains four key areas marketers need to focus on in Business to developer marketing, namely: human motivators, a flipped sales cycle, content and community. Below is an explanation of these terminologies.

Human motivators
According to Apurva, developers want to solve the problem in front of them; they want their lives to be easier. They want to focus on doing what they do better. So as a company that wants to provide a service or products to them, your product should either gets some low-priority things out of their way or provides a revolutionary approach to a core challenge they may be struggling with. If a company understands app developers, their challenge, and what they the company are providing, then is this company most likely able to craft a message that will resonate well with these app developers. From there it’s a matter of degrees and inspiration to take a company seeking to win over an app developer message from merely functional to eye-catching.
Flipped sales cycle
A company’s message may get a developer to initially use or try your product, but from there the product does all the work of delivering on the promise your message made. Which is unlike sales-driven B2B selling where it might require in some cases, a lots of PowerPoint, white boarding among other things, before the target business ever gets to try your product. The author points out that from experience, when it comes to developers, the most important thing one can do is quickly and easily let them use your product.

Apruva Dave goes on to establish that with developers, much of the core integration and the programmatic interface is exactly what you need to get into their hands. Developers do not want to trial the product. They do not want to demo the product. They want to use the product to accomplish a meaningful task at some scale that is meaningful for their ongoing operations, without regard to a 30-day trial period or typical sales engagement.

To the author, one of the most exciting parts about marketing to developers has been the value and importance of content marketing. Which he simply puts as writing good stuff that developers cares about. He, however, points out that this does not mean developers will start using your products right away but they might agree to spend time reading what you wrote, reading the next thing you write, and some will eventually use your free offering.

The writer outlined the following three kinds of contents that matters to developers: As quoted.

”Documentation. It’s down in the weeds of docs that developers figure out what your product is, what it does, and how it works. It is essential to Invest in making your documentation a fantastic experience.

Code. Do you want content that developers will connect with? Code is what they do day in day out, so it’s lingua franca. You can give them something useful that also expresses what you care about.

Blog posts and articles. Tap into the broader issues that a developer deals with and start cultivating a relationship. Another cool example of this is Segment’s new Analytics Academy. It’s still young, but the concept is to provide a free, lightweight class on how developers and SaaS BI teams should think about analytics.”
Developer communities are of critical importance in B2D marketing. An organization with the objective to show up in developer communities be it online or offline to simply sell their wares it likely to see limited success. Similarly, if it ends up creating a low organization success is still eminent if their goal is to make sales. The author explains that communities take time and an organization is most likely to see success if they join an existing one.

With other audiences, a more traditional approach of offering a product, building a face-to-face relationship through a sales cycle still works and makes sense. With developers, the model isn’t quite the same.

Meaning of Findings
There sure is an increase in the global SaaS market stemming from the constant change in business requirement with modern IT trends companies wishing to provide effective deployment approach for their products indicating a global market possibility for GetSocial.

In order lights as a result of most Techies and Developers wanting to be in charge again of their apps there is more developer-centric businesses looking for SDK and APIs for specialized features, with the right marketing efforts GetSocial can tap into this new turn of events thus a market opportunity for GetSocial.
Also not only is there a growth is SaaS companies and their demands for SDK tools but developers have also moved from being mere coders to become innovators, designers and makers making them the target for a lot of SDK companies hence causing influx of startups comping up with SDKs and APIs to meet the needs of app developer consequently causing a possible threat to GetSocial.

Adding to this the findings revealed another trend that can pose a threat to GetSocial. Lately app developers have more than 500 third-party tools to choose from and Android and iOS platforms provide also from ad networks to SDKs as core part of their platform making it a major economic and platform differentiator for developers. With industry giants like Android and IOs at play developers have a wider and cheaper options to choose from and as such GetSocial will have to have more to give than its competitors.

Further the findings pointed out that in recent time’s developers have major influence on technology purchasing decision and are involved in the process in most organizations pointing out that the sales departments are not the target to focus on but the developers who are the actual users. It was also learnt that developers can also introduce tools in organization on a small scale and when proven to be good they advocate for it to be used in the wider organization hence making the marketing efforts targeting of developers individually a good strategy. What this means for GetSocial is that though developers tends to be part and work for organizations, marketing campaigns should not be geared necessarily to management or those in decision making positions but rather to developers who through the power of influence can push for GetSocial’s SDK to be used in the entire organization.

In terms of B2D or Business to developer marketing Apurva Dave elaborates on four important aspects GetSocial’s marketing team can focus on. GetSocial needs to focus on understanding developers and their core challenge. Also GetSocial shouldn’t market to developers using PowerPoints , white boarding and the likes though this may work for other forms of customers but with developers the best way to win them is to let them use GetSocial’s’ SDK right away this could take the form of free trial. Moving on putting content out there will not guarantee developers using GetSocial’s SDK but rather they may spend time with GetSocial’s contents and use its trial. Contents GetSocial can implement includes documentation, codes and blogs posts and articles. The findings also indicated that it is important for GetSocial to join a developer community not just to sell product (that will surely fail) but to be an active contributor. The findings recommends GetSocial joining an existing developer community since it will be too much work to build one from the scratch.

The following is an extension of the desk research findings which was done on GetSocial’s competitors active on the U.S market. This findings presents a brief information on the competitors and what differentiates them from GetSocial in terms of product offering price and their website score analysis using Nibbler (an online tool for testing how good a website is)
Branch based in the United States, just like GetSocial provides software as service solutions that helps increase mobile conversion, retention, and engagement through deep routing user routing and personalized app experience. Per its website, this company does not only provide an SDK tool with all this functionality but focusses on making sure links lead customers to the right and specific place on a website or in a native app without any distraction. Branch competes for the same customer mobile app sector as GetSocial as well web sector too.

Branch.io offers a similar service as GetSocial thereby compete for the same app developer money. In an interview with GetSocial’s sales team, it was gathered that Branch is very active on the websites that developers look to for information (like Quora, stack overflow, etc.). They also have a robust ambassador program where they have different ambassadors in different markets.

Branch uses the approach of being a regular contributor to this kind of websites. An approach GetSocial does not use very much. It was also seen that Branch uses a solid ambassador program where they put in place ambassadors in different markets.

Branch has a partnership with the best names in the mobile industry to bring app developers informative marketing, growth and technical webinars.
Another strength Branch possesses its market focus, Branch focuses on both mobile and web users whereas GetSocial focusses on only mobile users.

Branch claims to have the ability to track attribution past the install stage down to the user level. This then offers developers the ability to see what is driving downloads and in-app purchases are it from mobile or web sources. Hence helping developers to target the most influential users
An active presence on information websites for developers (like Quora, stack overflow, etc.).

Branch,io Website analysis overall score 9.2.3044197126478Figure SEQ Figure * ARABIC 17:Branch.io website test scoreFigure SEQ Figure * ARABIC 17:Branch.io website test score2133600351599500Branch,io Website analysis left23368000Score
SafeSDKSafeSDK is one of the GetSocial’s competitor’s on the American market though not directly a rival both SafeSDK and GetSocial compete for the same developer dollar. Per its website its service monitors third-party SDKs in real time to warn developers about prospects privacy, performance, and stability issues. With this service developers can choose to turn off certain SDK features without affecting the app performance.

Its proposition is to provide security to app developers and publishers by providing them with data and knowledge about the external tools they incorporate in their apps. SafeSDK also offers a complete mobile SDKs management platform, enabling publishers monitor and control SDK’s in real time and as a result building safer apps. The company claims to be the only provider of a solution that covers the entire span of the app development cycle right from finding the top-rated SDKs to monitoring and real-time control of SDKs. For SafeSDK developers only pay when they go live. Their price range is at $300 to $1200 depending on the solution packet a developer chooses. While pricing is based on daily active users for GetSocial, SafeSDK’s is that of a monthly active user base, meaning they are charged based on the number of people who opens a developers app at least once within the last thirty days.

Though SafeSDK is a bit pricier than GetSocial below are its highlighted strengths.

Catering for the entire span of Apps (complete solution)
Security to app developers
Pay only when you go life
Different/ diverse solution plan
Strong presence on Forums, platforms or Developers Social Network
Providing knowledge to developers
SafeSDK Website analysis score was 7.7.

87757018732500SafeSDK Website analysis score

17346931044956Figure SEQ Figure * ARABIC 18: SafeSDK Website test scoreFigure SEQ Figure * ARABIC 18: SafeSDK Website test score
Porter’s 5 Forces
Having studied the two major competitors of GetSocial the porter’s five forces is used to analyze the competitive intensity and attractiveness of the business sector in which GetSocial operates which is the SaaS (Software as a service) Business sector.

Porter’s five forces model suggest that there exist five competitive forces that form the rules of competition, which includes the entry of new competitors, the threat of substitutes, the bargaining power of buyers, the bargaining power of suppliers and the rivalry among existing competitors. In an article by Michael Cullen titled “Why Your SaaS startup will probably fail” the writer presents an analysis of the SaaS industry using the Porter’s five forces. Below is what gathers from his analysis was.
Force 1-The threat of New Entry
The article elaborates that barriers to entering the SaaS market is almost non-existent or relatively low. As a result of the availability of cheap Platform as a service (PaaS) and Infrastructure as a Service (IaaS) like AWS, Azure and others. A lot of upfront cost that use to present a challenge to small players who wanted to enter the traditional software industry is now taken away making the various inputs required to start a SaaS company quiet ubiquitous. In short, a SaaS company can easily get off the ground quickly. Again in recent times is SaaS is seen as a trendy industry hence increasing the number of entrants seeking to get a share of this industry.
Costs involved in developing a product or service in this industry are relatively low, with a few thousand dollars competitors could create a product or service and enter this market easily.
Force 2- The Buyer Power
The buyer power force is seen to be a major driver of competition in the SaaS industry. This power can be attributed to the level of information that is available to buyers. Free trails is a standard practice in this industry and as a result buyers can have a good feel or experience with any application before committing to a purchase. The analysis revealed also that monthly rolling contract without any long term commitment are also common in SaaS model so buyers can decide to switch to any other provider at any time contractually. Product differentiation is also quite low considering the ease with which features can be replicated.
Fundamentally though, the focus of SaaS companies on customer success and doing everything in their power to drive long-term value of the customer is a sure sign that buyer power is very high.

Force 3- The threat of substitution
SaaS companies just like GetSocial’s immediate substitute is the age long on premise IT software which is involves having it installed and run on computers on the premise of the using organization. According to Michael Cullen SaaS applications is expected to be five times on demand than on premise applications by the end of 2018 hence indicating a win for the SaaS industry if not a threat to on premise IT. Factors that will cause customers to move back to traditional model is said to be quickly disappearing and as such the true substitutes to SaaS companies are their fellow SaaS rivals.

Force 4-Supplier Power
The bargaining power of suppliers are known to be that low in the industry in which GetSocial operates “SaaS”. According to the article the there is a number of platform providers that SaaS companies can use to develop their applications and the commoditized nature of storage ,compute, database and other services has led to a fall the costs in recent years. It is easy for any SaaS provider with the technical know how to keep their applications and switch to other providers if need be. Also supplier cost are a small proportion of the cost faced by SaaS companies like GetSocial in comparison to the revenue opportunity in the market they operate.

Force 5- Competitive rivalry
The competition and rivalry in SaaS industry is known to be fierce among big players like Microsoft, Google, SAP and SalesForce. This competition is manifested in the form of price wars and a battles for large accounts. However startup are not having it any different, there is also fierce competition among startups who are now entering the industry. Evidence of this competition is seen in constant battle to differentiate in order to stand out and keep customer acquisition cost low and to keep customer once they sign up.

Meaning of findings
Upon studying GetSocial’s two major competitors in Branch.io and SafeSDK these were the following activities that the findings showed that these companies were doing differently thus titled strength.

Findings showed that that SafeSDK was catering for the entire span in terms of apps security (complete solution) hence quite different from of GetSocial’s offering. With SafeSDK developers only pay when they go life. The company also gave diverse solution plan whereas GetSocial talks about customizing a solution plan to suite everyone. SafeSDK was seen to have a very strong presence on forums, platforms or Developers Social Network providing knowledge to developers. SafeSDK has as website analysis score was 7.7.

It was also learnt that Branch.io focuses on both mobile and web users whereas GetSocial focusses on only mobile users. Branch.io liked to partner with big players in the industry to bring information to its users as well as being very active on information websites for developers (like Quora, stack overflow, etc.). Branch.io has a website analysis score of 9.2.

Studying the SaaS market where GetSocial operates in through Porters five forces revealed that, the SaaS industry has low entry barriers hence very easy to enter and as such GetSocial needs to understand that it is most likely to get more rivals by the day. The SaaS industry or market also is seen to have a major buyer power hence a driver of competition in the industry. What this means to GetSocial is that developers have a lot of influence when it comes to this industry they play in SaaS industry’s immediate substitute is on premise IT but this sector does not pose as much threat than rival SaaS companies do. Supplier power is known to be low and the competition and rivalry in the SaaS fierce for both industry giants and startups.
The Pestel model is included because it gives a clear indication of all the possible external factors that GetSocial could encounter in its operation in the U.S.
It is however imperative to state that for this study Political and Legal factors are treated as one.

In the United States, it is generally assumed that when a person working on the development of an app has a development right and as such he or she is the legal owner and it copyright protected. According to appentive.com, there is an exception to the rule when the work is completed in the “scope of employment” or also called work done for hire hence the 0legal property of the employer and no the employee (appentive.com). This means that app developers working in companies may not own the right to apps they develop or work on and as such taking certain decisions regarding purchases may not be theirs to make a managerial call. Also though developers may be the end users of SDKs, to some extend marketing effort geared towards them may prove futile since they do not own it but they can make recommendation to management after they have tried or tested SDKs and consider them helpful in their work.

According to Statista.com in the period of 2014-2016, the average overall mobile gaming expenditure per user amounted to 77.6 U.S. dollars. Again the mobile retail commerce in the U.S. is expected to amount to 206.53 billion dollars in revenue by 2018, up from 80.94 billion in 2015. This indicates a positive light for any company that deals in mobile retail commerce. In a key consumer insight report presented by newzoo.com, the 160 million American gamers will spend up to 25.1 billion 2017. This information indicates the mobile market to be on the rise and as such a market worth investing or entering and for those already on this market an opportunity to increase their efforts to meet the increase in mobile retail commerce.

According to Satista.com, as a result of an increase in smartphone and tablets market, the potential for software developers wanting to succeed with a particular app has contributed to the increase in freelancers and programmers working in the app development sector. The website goes on to state that this market is steadily expanding and evolving mentioning that there could be a strong market for an even greater range of electronic devices other smartphones and tablets, the expansion will include televisions, connected cars, game consoles and VR devices. Newzoo.com in a report mentions that the more than 52% between the ages of 21-35 of mobile gamers in the U.S are men, this demographic is similar to what GetSocial’s current which is 24-3. What this findings indicates is that, the freelance or independent app developer market is increasing and can mean also good news to SDK providers since app developers are constantly looking for ways to make the best out of their apps and also make their work easier. Also this finding throws light on an upcoming market
Meaning of Pestel FindingsThe findings from the pestel analysis implies that app developer in the U.S may not have full ownership to their app since it may have been developed while they were still employed in an organization and as such may not have the legal right to make certain decision concerning the app. This mean that GetSocial will have to gear some of its marketing efforts to the managers in charge of the app. economically the U.S market is likely to see some significant growth in the mobile ecommerce as well as other sectors some of which GetSocial can consider expanding their product offering into.

Case Study Conducted by Optimize 3.0 Agency, New York.This upcoming part in this report presents two case studies that were done in the U.S by an inbound marketing agency in New York called Optimize 3.0. The agency which is also a Hubspot platinum level partner, presents the results on a case study it conducted on 2 companies to strengthen their inbound marketing efforts. Optimize 3.0 works with small to medium size companies seeking to initiate inbound marketing campaigns, as well as with large scale enterprises looking to strengthen existing efforts with inbound marketing.
In the report Optimize 3.0 presents the outcome of 2 Case Studies on 2 companies namely Affordable Language Services.Com and Sport Court East.com.
This report studies was included in this study because it demonstrates with examples and empirical data the levels of success a company can achieve when pricing downloads are introduced onto a website. Since GetSocial’s sells its SDK tool via its Website by customers filling in their billing details and after which they can download the tool the outcome from the case studies presented in this report proved to some extent useful to GetSocial.
Findings from both Case Studies
The reports emphasizes blogging to be one of the building blocks of inbound marketing strategy and as such when done correctly and consistently can fulfill many roles not to leave out SEO and Social engagement. It goes on to draw attention to conversion content as a company’s most valuable and informative content since with this kind of content prospects are willing to part with their contact info in order to access it. This content which could be premium or freemium represents an inbound marketer’s “holly grill” hence leads.

The report elaborates that a lot of websites or companies often present premium content often as a case study, tip sheet or how-to-guide. However through experience from working with companies and websites on their content strategy, Optimize 3.0 has identified one of the easiest to miss, straightforward, effective yet controversial download strategies: Price. The report therefore demonstrate with examples and empirical data the levels of success a company can achieve when pricing downloads are introduced onto a website.

The following are the information gathered per each company, the strategy Optimize 3.0 recommended and the result or outcome after implementation of the strategy recommended by Optimize 3.0. A copy of the report can also be found in the Appendix.
Case Study 1 Affordable Language Services.com
AffordableLanguageServices.com (ALS) is a language translation company that offer value for businesses, manufacturers and medical bodies such as hospitals.
Upon contacting Optimize 3.0, ALS had been on Hubspot platform for three months with the hope of increasing its conversion rate, the outcome of which weren’t significant.

Upon careful study using Hubspot’s Sources tools, Optimize 3.0 identified that ALS’s
Conversion rate was lacking in some areas and this was directly related to a death of conversion opportunities on their site. It was seen that ALS gets Only 41 leads out of 18,433 visits to their website making it have a conversion rate of a mere 2%.
Taking into consideration the types of buyers that ALS targets, Optimize3.0 saw that they could create a Price Chart for common and rare translations on a cost per word basis. Optimize 3.0 recommended not to put this onto the website directly, but as a download so that ALS could capture leads thereby outlining these steps For ALS to follow:
Steps recommended by Optimize 3.0
Build price chart as a download
Build landing page
Optimize landing page for price related terms
Make the price chart as prominent as possible on every page and the home page
Support price chart with blog post(s)
Added a discount offer to the workflow (since we know these leads are price conscious)
Add to newsletter update
Results after implementing these steps
The price chart went live in mid-February 2013 and has resulted in 256 total submissions as of mid-July 2013 with a 14% conversion rate.

Having added a Price Chart landing page right into the main navigation to give it prominence throughout the site Optimize 3.0 created and optimized a blog posts as well as the landing page with specific “Price” and “Fees” related terms.

And lastly, since at this point it was clear these leads are interested in price, it added a discount offer to the email workflow.

Conclusion of ALS Case Study
Overall, the ALS price chart was evidently a success story. It generated over 300 leads still recording positive results.

Case Study 2 – SportCourtEast.com
Sport Court East (SCE) is a provider and installer of Sport court game flooring for residential and commercial buyers. These are considered particularly high end items.

For SCE the time commitment needed to update and manage Hubspot was difficult for an owner who had many other commitments. SCE contacted Optimize3.0 if they could improve their inbound marketing results.
What Optimize 3.0 found out was that an overall low conversions rate and a particularly a disturbing downward trend in conversions during SCE’s busiest spring selling season. Optimize 3.0 then set a goal find a way to reverse this negative trend.
The first important challenge Optimize 3.0 identified that SCE was facing was that many of its competitors were providing a lower cost product causing SCE to lose the price dialogue online. The goal then became to devise a plan that could address the situation by controlling the cost of conversion. To achieve this Optimize 3.0 followed these steps.


Build price chart as a download
Design a pricing landing page
Optimize landing page for price related terms
Make the price chart as prominent as possible on every page and the home page
Increase blogging to offset declines in organic search
Add price chart to newsletter update
The price chart introduced a range of info about the SCE installation and pricing. The company wanted to show how many factors that went into the purchase of sports flooring. The pricing chart went live June 3rd, 2013 and after 50 days had 87 submissions. The conversion rate of the pricing chart as of the time of the study was at 25%.
The Price Chart was a bold decision for SCE. It bucked the industry trend and managed to gain back some control over the price dialog online. With a 25% conversion rate it was evident that many buyers were interested in their product costs.
The report also recommends creating smart buttons that offer discount to leads that have downloaded the price chart upon site revisit as well as creating workflows with discount offer to the price conscious.
What GetSocial can also implement from this StudiesFrom the case study it is learnt that GetSocial can implement the following inbound marketing efforts in order to increase conversion and sales.

Social engagement
Conversion Content
Premium: case study, tip sheet or how-to-guide
Pricing downloads on website

Chapter 6: Field Research Findings
The field research presents findings from the response of an online administered Questionnaire. (Part 1) Interviews outcome with two interviews with an App developer and a Sales or marketing manager of an app (Part 2), unstructured interview findings with GetSocial’s Sales Team (Part 3) and lastly an Observation of Social networking sites of Geosocial (Part 4) to make a persona. This chapter ends with (EFAS).

Part 1: Questionnaire findings
The aim of the questionnaire was to help the researcher understand Prospects interest in GetSocial’s full value proposition by asking questions in relation to the features GetSocial offers, by identifying their preferred feature. Also the questionnaire was geared towards knowing GetSocial’s customers in order to create a persona. To help in understanding the buying decision journey of customers the questionnaire sought to find out their most preferred means of communication and how they learn about new products popular or most preferred social networking sites was also touched upon.

The Questionnaire received fifty-one responses. The population of the questionnaire was stratified according to the number daily visits to the company’s website in the U.S. which is 60 visitors in a day with 52 as the sample size.

Interest in GetSocial’s product offering (Interest in GetSocial’s Value Proposition)
Respondents who also were visitors to the website of GetSocial during the study were asked if they were interested in a complete package offering which includes all in-app elements. A combined majority of about 50% indicated either high or slight interest level in a complete package offering. Whereas about half of the respondents showed no interest in a complete package.

Also, a combined majority of about 85% of the respondents either indicated that they would not be so likely or not at all likely to buy a complete in-app package. A combined minority of about 15% indicated positive likelihood of actually buying an in-app element package from GetSocial.

Factor considered in choosing an In-App element or SDK (Interest in GetSocial’s Value Proposition)
The respondents indicated the most important factors they considered when choosing an in-app element was pricing. A majority of about 56% of the respondents indicated that Price is an important factor in their decision making it the most dominant factor when choosing an SDK or in-app element. Quick response to questions came second as the next most important factor respondents considered, followed by Technology or the tech-savvy nature of the product.
Use of SDK (Interest in GetSocial’s Value Proposition)
49% of the respondents indicated their interest in a User Engagement in-App element. About 39% of the respondent gave their preference to a User Retention in-App element. The remaining respondents showed interest in either an Organic User Acquisition or a Monetization in-App element.

From the response from the survey, it was evident the persona description of the 51 respondents who visited GetSocial’s website during the period of the study were mostly marked by individuals from “other” professional backgrounds at a 73%. Whereas a combined total of about 27% of the respondents were identified themselves as Marketers, Developers, Product Manager, all of this description falls under GetSocial’s target audience. This implies that GetSocial is getting visits to its websites however most of the visitors do not identify as the company’s target audience
Preferred online source of information (Buyer Journey)
The questionnaire probed into the preferred online format for receiving and searching for information about companies, products and service offerings. The respondent could choose multiple and answers. A majority of respondents indicated that they used or preferred multiple types of online format such as Customer Reviews, Video, Social Media, Reviews and Short Articles, etcetera.

The response indicates that respondents are receptive to different types of online formats, although a much lower preference was given to online formats such as Audio and long articles or contents.

Also, a majority of the respondents indicated that during the week, they spend minutes to hours on reading blog posts.

The data propose that a majority of the respondents use social media contents to search for products or stay informed about products and services.

Social Media (Buyer Journey)
The questionnaire also dived into social media channel regarding which is mostly used by the respondents. The respondents choose from among multiple answers. A majority of about 76% of the respondents use Facebook. They also use social media channels such as Twitter, LinkedIn, Google+ and YouTube. Implying that, a majority of the respondents are active users of
Social media, especially Facebook and are best reached through them. One big trend in the response was the use of social media and the online forums to begin this purchase process of searching and to gather information. This indicates that this app developer industry tends to seek information about products through contents which help them make informed decisions.

Summary of findings from Questionnaire
The value prospects that prospects are interested in the most includes:
User engagement feature of GetSocial’s SDK
Persona Description
Other professions
Product Manager
Buyer Journey
Facebook is the most used social media platform

Part 2 In-depth Interview findings (Interview with 2 Potential Customers)
The two in-depth interview can be summarized in three themes namely, Awareness, Consideration, Purchase and also Social Networking and Content marketing.

This theme is to aid in understanding the decision-making process of the Mobile App developer or potential customer.

Having recognized a need or symptoms of a problem, both interviewees pointed out that they like to type in their problem or their need in Google search. Doing so all manner of information popup including Blog contents EBooks, Whitepapers industry reports or views from people in the industry. They then start reading some of this content to get a clearer picture of what their problem is and go on to read about possible solutions. Some also ask questions on forums and platforms where other developers or professionals are active on. Over here some are willing to share their experience and recommendations. They also learn of providers that are highly spoken of and those that they should avoid.
Based on the information gathered the prospect defines their problem or opportunity based on the contents they have read and also identify a couple of Solutions out there to consider.

Having found a couple of solution providers, they scan through their websites. It was made clear that they were likely to quickly exit a website if it was poorly designed. Also, the buyer or Developer screens through the website to find the one with the best solution plan for his need thereby dropping all potential vendors that least meet their need.
Another factor for consideration was the size of the SDK or usage, stability, SDK’s effect on the battery life as well as the effect on the memory usage. The freelance developer pointed out that poorly optimized SDK leads to a poorly optimized resource consumption leading to inefficient resource utilization. Reviews and free trials are ways to make they are committing to the right product.
Also Privacy Terms was an important factor. It was learnt that third-party libraries could slow apps down, because of crashes, or even worst maliciously steal user data. This then makes Developers extremely cautious when selecting an SDK to include in their Apps. Apple’s app store has the strict privacy policy and as such screens all Apps applying to be on the Apps store. Apps vying to be on it goes through tough screenings process to ensure the Apps don’t have hidden bugs and are not stealing user data. Apps found violating the privacy policy are immediately banned.

After res prospect reviews extensively and benchmarks their results and they decides on a solution to go for. They then make contacts or inquire information from the Solution provider or company.

Both interviewees were of the view that the Price was a factor when deciding on the right solution provider to do business with. Not forgetting the fact that app developers are competing in a tough arena with most apps barely making revenue. Hence agreeing with the findings from the questionnaire that most prospects place much emphasis on the price they are charged.

Another factor that was pointed out was Privacy Terms. It was learned that third-party libraries could slow apps down, because of crashes, or even worst maliciously steal user data. This then makes Developers extremely cautious when selecting an SDK to include in their Apps. Apple’s app store has the strict privacy policy and as such screens all Apps applying to be on the Apps store. Apps vying to be on it goes through tough screenings process to ensure the Apps don’t have hidden bugs and are not stealing user data. Apps found violating the privacy policy are immediately banned.

Also platforms like Branch firebase were also learnt to provide similar benefits to that of GetSocial and prospects are most likely to choose those over GetSocial base on price and features. Mobile Platform and devise support system was also a factor hence IOS, Android, etc.

Social Media and Content marketing
This theme was added to identifying the buyer’s journey in order to understand the role of Social Media and how Content marketing can be sued effectively.

Interview with the freelance developer revealed that though developers are stereotyped as being socially shy or geeks, yet they are among the most active users of social networks. It was gathered that they usually prefer sites that are community driven and focus on quality content. Developers see social networks as a great place to learn from colleagues, contact clients, find solutions to problems and resources as well improve their skills. This result goes ahead to affirm the role of Social media and networks in the decision-making process thereby making it important to study hence its inclusion.

Developer’s buyer Journey map-381003540125Figure 19: GetSocial’s buyer journeyFigure 19: GetSocial’s buyer journeyright12001500

Inbound marketing strategy based on findings from Interview.
GetSocial can combine some solutions as customers go through the buyer journey stages hence awareness, attraction and decision stages. Based on the Customer journey mapped out in the previous chapter this is the inbound marketing approach that can be used.

left184150Figure SEQ Figure * ARABIC 20: Inbound Strategy for GetSocialFigure SEQ Figure * ARABIC 20: Inbound Strategy for GetSocialSales Team Interviews findings (Part 3)
From the Unstructured interview with the Sales team answered by the sales team Accurate DAU (Daily Active Users) & revenue estimates was hard to monitor. Though the company has a subscription with Apptopia, a provider of industry data, this information was not very accurate. More accurate services are much more expensive.
The team also went ahead to expressed that they lack more information and contact details for the right people in the target companies.
The team also touched on another challenge which was undertaking customer research to get the right person or the customer. The team also said that a marketing effort they think could use some improvement is the outbound marketing and more work on positioning in the market. Also, GetSocial could contribute on sites like stack overflow and make PR releases around the customer.

External Factors Analysis Summary (EFAS)Opportunities Weight Rating Score Comments
Significant growth in the App Developer Market in the U.S 0.2 4 0.8 The App developer market continuous to see increase in growth which translates into increase in the services provided by companies like GetSocial
High demand for SDKs and APIs features 0.2 4 0.8 There is the rise the number of Developers who are seeking the opportunity to be in charge of their Apps as well as seeking tools that can perform basic functions in their apps which can save them time. Hence increasing the demand for SDKs and API with features to help boost their Apps in the U.S.

New Influential power of developers on technology purchasing decisions 0.1 3 0.3 Developer’s new found influence is an opportunity that GetSocial can take. Developers can introduce tools in an organization for personal use or at small scale, and when proven evangelize the tool across the wider organization
Threats Weight Rating Score Comments
intense ambassadorship and partnership by rivals 0.2 1 0.2 GetSocial’s competitors embarks on solid ambassador program where they put in place ambassadors in different markets. They are also very active on forums like Quora and other communities where developers
Fierce Competition among competitors 0.15 2 0.3 The competition and rivalry in SaaS industry is known to be fierce among big players like Microsoft, Google, SAP and SalesForce and for startups like GetSocial resulting in price wars and battle for bigger market share
Copy right and Legal Restrictions 0.1 2 0.2 The copyright law in the U.S gives the right to a developer to own app when he makes it however if he makes it still employed it is then considered to be owned by the employer. This hinders developers who are GetSocial’s main target from making certain decision concerning their apps.
0.15 2 0.3 Total 1 2.7
Figure SEQ Figure * ARABIC 21: GetSocial’s EFASThis score of 2.7 indicates that GetSocial is moderately taking advantage of current opportunities and maximizing the potential adverse effect of external threats.

Chapter 7: Strategic factors Analysis (SFAS)-71755925900Internal Factors (IFAS Table)
External Factors Table
(EFAS Table) Strength (S)
S1: Comprehensive SDK
S2: Ability to drive organic use/growth
S3: Full customization of SDK offering
S4: 100% Support system Weakness (W)
W1: Small sales team
W2: No Ambassador program
W3: Low presence on Social Networking sites/Forums
W4: Inability to measure return on blog posting
Opportunities (O)
O1: Growth in the App Developer Market in the U.S
O2: High demand for SDKs and APIs with features
O3: New Influential power of developers on technology purchasing decisions SO Strategies
The comprehensive nature of GetSocial’s SDK is feature can be used as selling point to market to both old and new developers. The demand for SDKs can be used to increase sales by presenting yet once again the benefit of ability to drive app organic use, and with the increase in App developer market, this could be a competitive advantage. pay for user acquisition. GetSocial helps generate is naturally WO Strategies
By increasing its Sales team, GetSocial can take more sales initiatives to take advantage of the growth in the developer market
GetSocial can join communities and platforms to share and contribute in discussion and industry matters. Geosocial get to create awareness of its product and to pick up on real customer concerns. W
Threats (T)
T1: Rivals intense ambassadorship and partnership
T2: More competitors entering the SaaS and SDK market
T3: Legal restrictions
ST (Strategies)
Full customization of SDK tools offering creates a competitive advantage for GetSocial to compete with new competitors entering the SaaS market WT Strategies
By increasing its activity and involvement sites and forums as well investing in brand ambassadorship, GetSocial can portray a trust worthy image to the App developer community and win their trust
Figure SEQ Figure * ARABIC 22: GetSocial’s SFASExplanation
The SFAS Analysis presents ways that GetSocial can create a competitive advantage by using its identified strengths to take advantage of the external opportunities as well as presenting efforts to take in order offset its weakness by taking advantage of the opportunities.

Strength and Opportunity =Competitive Advantage
With its comprehensive nature of SDK as a strength, GetSocial’s can boldly use this feature as selling point to market to both old and new developers in the ever growing app developer industry by communicating its benefits.

The demand for SDKs can be used to increase sales by presenting yet once again the benefit of ability to drive app organic use. GetSocial’s ability to do this helps customers to increase their app usage without paying money for marketing. Organic growth is one thing that most app developers like since it is free hence cost effective especially if the developer just started.

The new Influential power of developers on technology purchasing decisions in most organizations makes them a great target and opportunity worth pursuing. GetSocial can use its ability to customize its SDK to meet the specific needs of the developers. A satisfied developer is most likely to recommend it to management for purchase. GetSocial also customize it SDK to meet unique need in the organization.
Weakness and Opportunity =Competitive advantage
GetSocial can join communities and platforms to share and contribute in discussion and industry matters. Geosocial get to create awareness of its product by contributing to matters and discussions on developer forums or communities. This was GetSocial can pick on certain needs and understanding of prospects and fashion its product to meet this need.
Strength and Threat =competitive advantage
Full customization of SDK tools offering creates a competitive advantage for GetSocial to compete with new competitors entering the SaaS market. It can
Weakness and Threat
By increasing its activity and involvement sites and forums as well investing in brand ambassadorship, GetSocial can portray a trust worthy image to the App developer community and win their trust.

Chapter 8: GetSocial’s Buyer PersonaGetSocial’s Customer Buyer Persona 1
33991553057525Figure 23: GetSocial’s Persona 1Figure 23: GetSocial’s Persona 133995941143000Sandra Anderson
Professional Marketer (VP, Director, Manager for a software company)
Mid-Sized Company (20-200) employees
Small marketing Team (1-5 people)
41, marries with 2 kids (11 and 7)
Support sales with collateral and leads
Manage company communications
Build awareness
Too much to do
Not sure how to get there
Marketing tool and Channel mess
Loves GetSocial Because
Can support sales team for easy generation of Leads
Analytics for easy Communications and reporting to CEO
Most Used Social Media Platform
GetSocial Customer Persona 2
412750028257500George Kontokolias
Free Lance App Developer (Independent)
Work on contract Base
Computer Science Degree
35 years, has a girlfriend and a dog
Achieve about 75% code coverage across issues within 6 months
Writing Codes with fewer bugs
Develop Great Apps
342709513970Figure 24: GetSocial’s Persona 2Figure 24: GetSocial’s Persona 2Over Crowded market place
Monetizing Apps
Coding everything could be time-consuming
Loves GetSocial Because
Can monetize App easily
Helps save time during coding
Most Used Social Media Platform
Facebook/ Twitter

Chapter 9:Inbound Marketing Budget for 2 years
From the findings from the study an inbound marketing strategy is identified below is a budget for this inbound marketing strategy based on GetSocial’s financial strength. This Budget seeks to give an estimation of the cost that GetSocial is likely to incur when it decides to go ahead with this inbound marketing strategy. This I an annual budget and as such for two years GetSocial will need a budget of $23,520 to execute this inbound marketing strategy.

Strategy Activity Quantity Cost/Year
Increase Sales Team
Hire More employees Support the marketing team 2 employees $3600
Active participation in Communities
Join communities and platforms Contribute constantly to topics and discussions Est.360 hours Covered by the cost above
Brand Ambassadorship
Ambassador to promote GetSocial in a positive light Boost sales of SDK 1 ambassador $1000
Search Marketing
Search Marketing Google AdWords strategy 2 $1560
Search Marketing Key Word Analysis/SEO 2 $1000
Paid Media
Social Media Social Network Setup 1 $1000
Earned Marketing
Blog Content Content marketing Est. 500 hours Incorporated in the hours and pay of the marketing team
Content Marketing EBooks 3 $1000
Content Marketing Whitepapers 2 $1600
Shared Media
Content Marketing Case studies/blogs/Videos $1000
Total $11,760
(For 2 years =$23520)
Figure SEQ Figure * ARABIC 25: Inbound Marketing Budget
Cost benefit analysis
Benefit Benefits within 1 year
2 percent revenue increase $23 400
Paying brand ambassadors to promote the GetSocial’s SDK tool can help save money by reducing promotional and other marketing cost $8 000
Improve GetSocial’s website visibility and increase sales $ 10 000
Increase customer retention and satisfaction (happy customer are likely to buy again or upgrade their plan to and expensive one) $ 11 000
Reduce marketing cost through free sharing of GetSocial’s contents by saving GetSocial some money $8000
Total $ 60,400
Figure 26: Cost benefit of Inbound Marketing strategy
The payback time for this inbound marketing strategy when implemented is:
$11,760/$ 60,400= 0.195 of a year which is approximately 2.5 months.

Chapter 10: Conclusions
This research study set out to investigate which inbound marketing GetSocial should implement to increase the purchase its SDK tool by app developers in the U.S. To achieve this goal a set of sub research questions were answered using an internal and external analysis approach. Following is the conclusion gathered from having answered the sub research questions.
As to what the value proposition of GetSocial is, the internal analysis revealed that GetSocial was a technology-driven company with the passion to help app developers make the most out of their apps. Its value proposition thrives on the promise to offer a complete solution to drive organic user acquisition and social engagement all from a single source. This two value proposition became a competitive advantage which strengthen the company’s position in SaaS market in the US. GetSocial’s success can be attributed to its ability to offer a complete solution from a single source as well help ensure organic growth of apps thus saving developers both publisher and marketing cost.

Moving on, based on the two interviews and questionnaires two customer persona was created for GetSocial namely the independent app developer and the marketer persona. The app developer persona exhibited a challenge or need to survive on an overcrowded market place, as well as having a challenge in monetizing this/her apps, the time consuming nature of coding everything from scratch as concern and as such SDK could help save them this time. The online format that the independent app developer is quite familiar with includes Facebook, blog post as well community or platforms such as Quora. The app developer also expressed that the prices of an external tool to some extend influence their choice.
The marketer persona was one that was faced with the challenge of having to deal with too much to do and as such a tool to make their jobs easier is always good idea in terms of marketing. It was also gathered there is also the challenge on how to accomplish certain task especially in a software developing market where there different tools and terminologies that they have to know and understand in order to communicate to management and as such analytical tools saves always comes I handy. It was also learnt that the marketer is also already bombarded with so many tools and channels which can be confusing if not create a mess. Price was an important influence when choosing any tool. Social networking cites and blogs were are a popular source of information and learning about new products.

To identify the target market’s needs and buying behavior to create an inbound marketing strategy a study into the purchasing behavior of GetSocial’s target markets revealed through field research that B2B buyers in the U.S lean towards vendors who understand their need. Additionally It was understood from the study that the purchasing behavior of the target market (app developers and marketers ) that upon realizing a need, can turn to google search, forums, and social networking sites for information as well as reading informative contents from companies offering the solution they seek. They then educate and inform themselves on SDK’s effect on the battery life as well as the effect on the memory usage through reviews and free trials.

Moving on it was learned that some third party libraries could maliciously steal user data raising all privacy concern and as such developers and marketers are very keen on this part. It was discovered that developers see social networks as a great place to learn from colleagues, contact clients, find solutions to problems and resources as well improve their skills. Facebook was the most used social media channel as well as others channels Twitter, LinkedIn, Google+ and YouTube as twitter. Price is an important factor to these prospects and s such a considerable fact when choosing an SDK or product to buy. User Engagement in-app element stood out as the most likely feature to be demanded among the target market or potential customers. Facebook was the most used social media channel as well as others channels Twitter, LinkedIn, Google+ and YouTube as twitter. Price is an important factor to these prospects and s such a considerable fact when choosing an SDK or product to buy. User Engagement in-App element stood out as the most likely feature to be demanded among this prospects or potential customers.

Further, the outcome of the competitive analysis showed that GetSocial competitors in relation to inbound marketing had a very strong presence on social networks, communities and platforms such as Quora where developers and competitors exchange and share ideas. Branch which happens to be GetSocial’s strongest competitor proved to be very active on such social network site and had brand ambassadorship, something GetSocial is missing.
Still in light of what competitors are doing, external market analysis showed that there is a significant growth in the App Developer market and demand for SDKs is on the rise creating opportunities for SaaS companies and an increase in this sector as well. It was also seen that competition and rivalry in SaaS industry is known to be fierce among big players like Microsoft, Google, SAP and SalesForce and for startups like GetSocial resulting in price wars and battle for bigger market share causing a challenge for startups.
From all the above findings an inbound marketing strategy that was identified best for GetSocial includes participating in communities and Networking sites actively yet not in an aggressive manner, hiring a brand ambassador to represent the company in a positive light, pay for GetSocial’s content to appear on third party channels using blog contents to draw in more prospects and lastly use shared media.

Finally it was revealed that GetSocial will need about $89,100 to execute the above mentioned strategies.

Chapter 11: Recommendations
With the goal to increase the purchase of GetSocial’s SDK tool in the U.S using inbound marketing, the following point is recommended for GetSocial The recommendation below should be executed with the inbound marketing strategy in the previous Chapter.

Increase Sales Team
To increase the purchase of its SDK tool by developers (B2B customers) in the U.S through an inbound marketing strategy, GetSocial must first of all increase its current sales team by hiring 2 more staff members. Having only one person on the sales team doesn’t only prove daunting to the person but can cause the company to miss out on other marketing efforts it could be undertaking which at the moment it cannot due to its small sales team.

Increasing the sales team can help meet the growth demand in the SaaS sector in which it operates as well as compete better with rivals and also undertake stronger marketing efforts.

Participate in communities and Networking sites actively
GetSocial should embark on more social networking activities by being active contributors on forums where people in the app industry share ideas. GetSocial can contribute to topics and share its knowledge on discussion and can refer to itself and the solution it offers in relation to such matters. This should be done in a less aggressively manner and not making it too obvious that it is there on the forum for commercial gains. The benefit to this is that it will help create a sense of trust from prospects as well as help GetSocial to understand the real needs of prospects and in tend meet these needs with products prospects will find valuable.

Brand Ambassadorship
GetSocial should learn from its major competitor and invest in brand ambassadorship by hiring someone as a brand ambassador who will help represent GetSocial in a positive light and be a contributor on social network sites where developers interact and share ideas in the U.S. Having a brand image in the form ambassadorship is likely to get more customers to identify with the company’s product and in tend influence sales. Brand ambassador program if well implemented can cause ambassadors to be good listeners to other customers and record their feedback and opinions so that GetSocial can act upon it. GetSocial can also create group forum where its brand ambassadors and customers can share their feedback and experience with GetSocial’s product. Brand ambassadors also can defend GetSocial’s reputation and can help reduce promotional cost in times of new product launch.

Search Marketing
Search marketing tools like SEO and SEM can help GetSocial to increase traffic to its website through a paid listing or a paid search. Another approach is Google Adworks and Keyword marketing/ analysis . From the study it was realized that prospects turn google general search for a solution to an identified need. Using Search Engine Optimization (SEO) can increase GetSocial’s chances of being the first choice of prospects or at least be found faster and easier by prospects which can increase GetSocial’s chances of being chosen over competitors.

Paid Media
GetSocial can pay for its contents to appear on third media party channels, this could be on social media sites Twitter, Facebook, and LinkedIn among others so to earn more views. Doing this will help the company to reach prospects which otherwise it was not likely to reach. The benefit to this is that the more aware people get to be on GetSocial and its product offerings the more likely are they to consider a purchase.
Earned Media
This entails GetSocial writing blogs contents about problems prospects face. This could be in the form of discussions on popular topics and trends and engaging conversation. Press releases could be written in an attempts to influence and encourage industry writers or businesses to write about GetSocial’s products. Also GetSocial can creates contents based on the needs and challenges of its persona’s. GetSocial can benefit this by getting its prospects to feel understood by them which from the findings from this study is important for its prospects.
Shared Media
This means to use social networks and technologies controlled by consumers, i.e. Industry-leading blogs mentioning GetSocial’s work. GetSocial can put up creative contents in the form videos that help prospect solve a particular problem, increase their skills and get the best out of their apps while throwing light on GetSocial and its product offering in a subtle way. This approach can help GetSocial to take advantage of the free sharing system that comes with it to increase awareness on its product and possible increase sales.

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Appendix 1: GlossaryB2B: This term simply means business-to-business, which is a model that focuses on selling products and services to other companies.

Customer journey: A description of modern multi-channel behavior as consumers use different media to select suppliers, make purchases and gain customer support.

IaaS: Infrastructure as Service (IaaS) is a service model that delivers computer infrastructure on an outsourced basis to support enterprise operations
On-premise IT: is installed and runs on computers on the premises (in the building) of the person or organization using the software, rather than at a remote facility such as a server farm or cloud.

PaaS: Product as a Service are used for application, and other development while providing cloud components to software
SaaS: Software as a service (SaaS) is a model for the distribution of software where customers access software over the Internet. In SaaS, a service provider hosts the application at its data center and a customer accesses it via a standard web browser.

Sales lead: A sales lead is a potential sales contact, an individual or organization that expresses an interest in your goods or services.

SDK: Software Development Kit an SDK is a collection of software used for developing applications for a specific device or operating system.

Appendix 2: Osterwalder Business Model Canvas

Appendix 3: Interview with sales teamUnstructured Interview with GetSocial’s Sales Team.

Please tell me your name
Answers-Hugo Damásio
What is your Job at GetSocial
Answers-Sales Manager
How long have you been with GetSocial
Answers- Since 2014 when it was established
How would you describe what your company does?
GetSocial is one of its kind seeking to help App developer’s marketers and product support team to make the best out of their Apps. We offer a comprehensive software development kit for developers. Currently on the market developers will have to go through separate publishers so to get all of this features which we offer on a single platform.

How would you describe your value proposition?
So about this study
Who do you consider as your customers?
We are targeting Publishers and App developers in the US. The U.S is our biggest market and has got a lot Of Giant players in the game.

What information do you wish you had about customers?Answers-Accurate DAU (Daily Active Users) & revenue estimates. We have a subscription on Apptopia, which provides industry data, but it’s not very accurate. More accurate services are much more expensive. Also, information and contact details for the right people in the target companies.
What information are customers looking for most of the time?Answers- Mostly numbers on how our technology work, as well as pricing and implementation time estimates.

What opportunities of growth do you think GetSocial is missing?Answers- We could be targeting more verticals inside the mobile industry (like retail, publishing, etc.) but are constrained by the limited size of the market.
Who would you consider to be your toughest competitor on the American market?Answers- Branch.io
What are they doing right?
Answers-They are very active on the websites that developers look to for information (like Quora, stack overflow, etc.). They also have a solid ambassador program where they have different ambassadors in different markets.
What functions or process consume most of your time?Answers-Customer research, getting to the right person in a company that that’s why we believe having a customer persona description in this study is essential. Generally.
Which part do you think can use some improvement?Answers-Outbound marketing can be better, we need to work on our positioning among other things. But for now we are focusing on inbound marketing since it is easy for a small sales team to implement and of course likely to be cheaper
What marketing effort do you wish to see GetSocial undertake more?Answers- External articles on sites like stackoverflow, and PR releases around successful customer implementations. Generally we lack a specific structure in our approach and no science and as such will like to have a process that can be followed at the end of this study. A growth tactics from the bottom and let’s see how this goes. Some of the actions taken are based on intuition
Which effort do you think is working and which is not working?Answers- Case studies are very effective, as is a small video we made showing how our technology works in Ubisoft’s Face Up game. Return from our blogging is hard to measure, we put out a lot of content, but we can’t measure the return yet.
What is the best part of your Job?Answers-Seeing customers use our technology effectively
Appendix 4 Interview with Potential customer
What is your Name?
Angela Watson
What do you do?
Answers- You can say I am in charge of all things marketing in a midsize
Tech Company.

What does your company do?
We develop innovative assistive technology software for iOS and MacOS X platforms. We develop applications to assist people with certain disabilities to also utilize technology.

What does your job entails?
Answer-I’m in charge of supporting sales with generating leads and I also manage the company’s communications and help build awareness.
What are some of the challenges in your Job?
Answers-Difficulty in interpreting Data report , How is this?………,Marketing lingo as they call it in this environment I work in a sort of dialect that keeps changing with new vocabularies being entered every year as new strategies an ideas spring up. As a marketer it can be daunting to keep up to date on marketing linguistics in order to operate accurately and to be able to report and interpret extensively to Executives including the CEO.

The worst part to this is that if you are unsure or don’t understand certain data type you will not be able to accurately interpret the significance and impact of that data. This makes it difficult for you to strategically leverage areas that have good ROI.

In order to make sure am reporting accurately or interpreting well I will say Inbound marketing companies from companies is highly valuable. Studying their collection of report and data gathering tools, and experience, gives me an insight into nearly every facet of marketing campaigns and managing our products.

So would you consider inbound marketing to have influence in your decision making journey?
Answers- Yes Certainly, in this industry we rely a lot on knowledge and also very necessary to keep up with trends in the industry. And to do this means reading and gathering information. Industry reports from experts is an important source of information and also webinars.

Does Social networking help you?
Answers- Yeah being active on industry-specific communities and professional networks is a must in recent days. On in there you learn of people in the same industry as you doing tremendously and achieving significant results. This can inspire you to go harder or learn from them. Also rather than making your own mistakes you can learn from others who may already have some valuable experience to share. Just to mention a few of the benefits.

What are some of the factors in decision making process as a marketer for your company?
Most of the issues we have are very technical as you know. Technology keeps changing all the time, so it is important to update current technologies to industry standards. Also, you want to have the edge over your competitors so if there is any new technology out there which can help you achieve that you want it. So yes technology or savviness is a factor.

Are you aware of GetSocial and its product and services?
Answers- Yes
How did you hear about is?
Well I tend to use LinkedIn A lot and once a while you come across feeds from companies. So I stumbled upon them by accident through a news feed on LinkedIn. Ihave also since read a couple of blogs on their websites.

Thank you for your time
Answers- No thanks

Appendix 5: Interview 2 with Potential Customer
What is your name?
George Kontokolias
What is your Job?
Answer- I am a freelance developer.

What is your job description?
Answer- As an independent App developer, my job allows me to work on different projects and with new technologies. It is normally for short durations hence on contract base offering exposure to something new and industries. Usually developing turns to maintained gigs working on the same project not to say It is bad but for someone who looks forward to change could be challenging
Do you use SDK tools?
Answer- Yeah, in simple terms it helps me to incorporate in my app features which otherwise would have had to build from the scratch hence taking a lot of time. So yeah SDK are helps.

Does Social networking help you?
Yeah for instance when I was leaving my company to become an independent developer I made known my decision on my network and that where I received most of my Gigs. Most developers are often seen as shy an but they are very active and vibrant on platforms with other gigs.
How do you learn of new products in the industry?
Social networking cites helps a lot. On these sites and communities people talk about their experiences from using certain products and even share certain incites which one couldn’t know unless they had used the products too. So I will say you get to know more about products and to some extend save you money and time from wasting on products that are not worth the money or time. Also in this industry as a result of fierce completion a lot of companies encourage free trials and as such helps us to know more about their product as to if it is something we want or spend or dollar on.

What is your major challenge as an App developer?
Answer- I would say is marketing. After you are done coding the next major concern is marketing the app. You may have developed a great app but the challenge is making sure everyone knows about it. Then you will have to turn to advertising which requires a budget. Generic user acquisition is the best yet can prove to be hard to achieve
What are some of the things you consider in designing an app?
Answer- Any app that you develop must have analytics and attribution. There are plenty of free tools or paid one’s that tell you how many sources of traffic you are getting. However accuracy is essential for effective managing decisions.

Are you aware of GetSocial and its product and services?
Answers- Yes but not entirely sure
How did you hear about is?
Answers- Through a blog article I once read.

Can you tell me how you go about purchasing any service or product you consider needed for your work?
Answers-well most of the time you hear about products from fellow gigs or colleagues in the same field but in cases you are not sure just like any other person seeking a product you just google to find out what is out there. There are cases also that you came across blogs and the very need you are seeking a solution to. But most of the rime you already know what you want but then it doesn’t hurt looking for what is out there since this industry has something new to offer every day. Twitter has got some strong gig communities where you can know a lot of other things out there.

Does price play a role in terms of choosing a provider?
Answers-Well as an independent developer considering how saturated the app market is it is important to make sure you are getting the best out of your apps but then you wouldn’t want to spend exorbitantly so yeah I do consider how much is being charged for service or whatever product. Cos in in the end you are in to make money so yeah.

Are there other factors you consider in choosing a service or product in this case an SDK?
Answers-Privacy Terms s really important cos you don’t want your app being banned on play store or app store. Nor slow could slow apps down, because of crashes, or even worst maliciously steal user data. Taking Apple’s app store for instance has the strict privacy policy and as such screens all Apps applying to be on the Apps store. Apps vying to be on it goes through tough screenings process to ensure the Apps don’t have hidden bugs and are not stealing user data. Apps found violating the privacy policy are immediately banned. So yeah this is a big deal.

What are goals as a developer?
Answers-I would probably say to achieve about 75% code coverage across issues within 6 months and also just like every other developers or programmer’s dream to write Codes with fewer bugs. Developing a great apps on a whole is my goal.

Appendix 6: B2B Business Calculator

Appendix 7: Questionnaire

Appendix 8: Grade List (Osiris)
P.O. Boateng
Erasmusweg 737
Study Progress Overview
Student number11007893
Date28 March 2018
Degree programmeInternational Business and Management Studies – Fulltime
Study programmeIBMS-HFVT13 – Main Phase 2013 (COHORT2012) Credits in ECTS-units
Study programme Minimum credits to be obtained Credits obtained Passed
Basic Programme 180,0 160,0 No
Others 0,0 Total 180,0 160,0 No
Study programme component Type Minimum credits to be obtained Credits obtained Passed
all parts below
1 Post Propaedeutic Phase year 2-3-4 180,0 160,0 No
all the parts below
1.1 MAJOR 135,0 115,0 No
all the parts below
1.1.1 YEAR 2 Mandatory 45,0 45,0 Yes
1.1.2 YEAR 3- Mandatory 30,0 30,0 Yes
1.1.3 YEAR 4- Mandatory 60,0 40,0 No
1.2 MINOR (Year 2 ; 3) 45,0 45,0 Yes
all the parts below
1.2.1 MINOR (year 2) Minor or electives 15,0 15,0 Yes
1.2.2 IP6: STUDY ABROAD MINOR Restricted choice 30,0 30,0 Yes
Total 180,0 160,0 No
Grades – Study programme
Component Course Credits Date Grade Category
YEAR 2 IBMS-QRS-11 Qualitative Marketing Research 2011+ 2,0 16-10-2013 6,5 QRS3: written examweight 100 16-10-2013 6,5 IBMS-IP3-13 IP3: Integrated Project 3 2013 3,0 06-12-2013 6,4 1.IP3 Qualitative researchweight 40 18-10-2013 7,5 2.1.IP3 Quantitative weight 30 research 06-12-2013 4,5 3.IP3-FinalDefenseweight 20 02-12-2013 7,5 4.IP3-Indiv. contributionweight 10 01-12-2013 6 IBMS-QUM-11 QUM-3 (2010-Coh.2009+) 4,0 21-01-2014 6,0 QUM-31: Written exam weight 70 07-01-2014 5,5 QUM-31: Written exam weight 70 16-10-2013 5 QUM-3.2: IND.SPSS
EXAM weight 30 21-01-2014 7,2 QUM-3.2: IND.SPSS
EXAM weight 30 19-12-2013 4 IBMS-ECO-3-13 Economics 3,0 19-12-2013 7,0 ECO3: Witten exam weight 60 19-12-2013 6,5 ECO3: Indiv. Presentation weight 15 11-12-2013 7,5 ECO3: Indiv.Assignmnt weight 15 11-12-2013 7,8 ECO3: Grp Assignmnt weight 10 11-12-2013 8,3 IBMS-EBC3-13 English Busin.Communication 3 4,0 24-01-2014 6,8 EBC-3 Indiv.report writing weight 35 24-01-2014 8 EBC-3 Indiv.report writing weight 35 06-12-2013 4,8 EBC-3-oral exam weight 30 24-01-2014 6,0 EBC-3-Essay weight 35 10-01-2014 6,5 EBC-3-Essay weight 35 18-10-2013 5 Participation weight 0 19-12-2013 P IBMS-FIN4-12 Finance 4 (FIN-4) 2012+ 3,0 02-06-2017 6,3 Written Exam: MCQ;OQ weight 80 02-06-2017 6,3 Written Exam: MCQ;OQ weight 80 27-06-2016 3,9 Written Exam: MCQ;OQ weight 80 30-05-2016 4,1 Written Exam: MCQ;OQ weight 80 28-05-2014 4,3 Online exercises weight 20 28-05-2014 6,4 IBMS-MAC4-12 Management Accounting 4 2012+ 3,0 02-06-2014 5,6 Online exercisesweight 20 01-06-2014 5,8 MAC4.1: written exam 1weight 40 02-06-2014 5,9 MAC4.1: written exam 1weight 40 02-04-2014 5,3 MAC4.2: written exam 2weight 40 25-05-2014 5,2 IBMS-IP4-13 Integrated Project 4 (2013) 4,0 05-06-2014 6,8 Annual Report weight 45 19-05-2014 6,1 Fin. planning weight 20 21-05-2014 8,3 Company Presentat weight 15 04-04-2014 7 Ind. Portfolio weight 20 05-06-2014 7,0 Participation weight 0 04-04-2014 C IBMS-LAW4-11 iNTERNATIONAL LAW 4 (L
2011+ AW4) 3,0 05-06-2014 6,1 Written Exam weight 70 05-06-2014 5,8 Grp. Assignment weight 30 05-06-2014 7,1 Component Course Credits Date Grade Category
IBMS-MIN4-12 Managmt Information Systems (MIN4)
2012+ 3,0 16-05-2014 6,7 Website/app or web presence weight 40 25-04-2014 7,2 Project planning weight 35 16-05-2014 5,6 IT Labs weight 10 14-03-2014 9,8 Fin.Planning Excel weight 15 19-03-2014 6 IBMS-OBM4-13 Organisational .Behavior ;
Management (OBM-4) 3,0 27-05-2014 6,2 Written Examweight 70 27-05-2014 6,0 Grp assignmts ; present.weight 30 07-05-2014 6,8 IBMS-EBC4-13 English Business Communication 4
(2011) 4,0 05-04-2014 7,8 Presentationweight 40 04-04-2014 7,5 Meeting:ind.assessm.weight 20 04-04-2014 8 Report ; peer assessmweight 40 31-03-2014 8 Participationweight 0 05-04-2014 C Participationweight 0 04-04-2014 C IBMS-IMC-11 Int./ Integrated Marketing Communication 4 (IMC4) 3,0 18-06-2014 5,5 Written Exam: MCQ;OQweight 60 18-06-2014 4,9 Assignments ; weight 40
Participatio 01-05-2014 6,5 IBMS-DLS34-13 DEVELOPMENT ; LEARNING 3/4 3,0 05-06-2014 C 1.MI:mentor interview weight 1 05-06-2014 C HRP-3 /Sales weight 1 19-12-2013 P CT-3 weight 1 01-12-2013 P 4.Participation weight 0 16-05-2014 P YEAR 3- IBMS-GMM5-12 Global Markt. Managmt 5 2012 (GMM-
5) 4,0 26-06-2015 6,5 Written Examweight 60 26-06-2015 6,7 Written Examweight 60 18-12-2014 4,1 Dig.PF/Export Planweight 40 10-11-2014 6,4 IBMS-ILW5-11 International Law 5 2011+ (ILW-5) 3,0 15-12-2014 6,7 Written Exam weight 70 15-12-2014 6,8 Group PORTFOLIO weight 30 15-12-2014 6,7 IBMS-IP5-14 Integrated Project 5 4,0 05-12-2014 6,9 1.IP5-Research Proposal weight 0 19-09-2014 C 2.IP5-Final Report and defense weight 70 05-12-2014 6,6 4.Participation;contr weight 0 05-12-2014 C 3.Individual Defense weight 30 05-12-2014 7,7 IBMS-LOM5-11 Logistics Management 5 (LOM5) 2011 4,0 14-12-2014 7,1 Written Examweight 70 14-12-2014 7,4 Individual Portfolioweight 30 14-12-2014 6,4 IBMS-MIN5-14 Management Information 5
2014 (
MIN-5) 4,0 01-06-2017 5,5 1.Company Research weight 30 24-05-2015 5,6 1.Company Research weight 30 17-10-2014 4,6 2.Research presentation weight 10 17-10-2014 6,7 3.Min5 ITLAB Access weight 10 08-12-2014 4,7 4.Min5 Access weight 50 01-06-2017 5,5 4.Min5 Access weight 50 18-01-2017 1 4.Min5 Access weight 50 01-06-2016 1 4.Min5 Access weight 50 21-01-2016 2,5 4.Min5 Access weight 50 18-12-2014 4,0 Component Course Credits Date Grade Category
IBMS-MAC5-12 Management Accounting 4,0 12-01-2018 5,8 MAC: written exam weight 80 12-01-2018 5,7 MAC: written exam weight 80 11-10-2017 3,3 MAC: written exam weight 80 16-12-2016 2,4 Written Exam weight 80 31-03-2016 1,0 Online exercises weight 20 16-12-2014 6,5 IBMS-EBC5-13 English Busin. Communication 5 2013 4,0 18-12-2014 6,7 ind. Fluency Testweight 0 18-12-2014 P Formal Report Projectweight 100 18-12-2014 6,7 Participationweight 0 18-12-2014 P IBMS-PSAI-14 Development ; Learning Skills (PSAI-5) 3,0 08-02-2015 C 1.Mentor Interview weight 50 08-02-2015 C 2.Portfolio weight 50 01-02-2015 C 3.Participation weight 0 01-02-2015 C YEAR 4- IBMS-IP7-13 IP-7 INTERNSHIP 27,0 05-04-2016 C INTERNSHIP 2011+ weight 100 05-04-2016 C IBMS-SMM8-11 Strategic Marketing Management 3,0 11-11-2016 6,0 Written Exam weight 70 26-05-2016 5,5 Personal portfolio weight 30 11-11-2016 7,4 Personal portfolio weight 30 12-04-2016 2,8 IBMS-BI-15 Business Intelligence 3,0 14-10-2016 6,0 PowerPivot BI weight 100 14-10-2016 6,0 PowerPivot BI weight 100 12-04-2016 3,1 Individual Excel (MyITLabs) weight 0 17-06-2016 NYC Individual Excel (MyITLabs) weight 0 08-04-2016 P IBMS-AEC8-11 Applied Economics 8 2011+ (AEC-8) 3,0 30-03-2016 5,9 Written Examweight 70 30-03-2016 5,7 Grp.presentationweight 30 23-03-2016 6,5 IBMS-FIN8-11 Valuation 3,0 05-02-2017 6,9 Assignment: case basedweight 100 05-02-2017 6,9 Assignment: case basedweight 100 17-06-2016 2,7 IBMS-DLS78-13 Development ; Learning Skills: Career
Building Skills 1,0 09-02-2018 C 1.MENTOR INTERVIEWweight 100 01-05-2016 P 2.FINAL Reportweight 100 09-02-2018 C 3.Eventsweight 100 01-04-2016 P IBMS-IP8-13 Final Integrated Project 8 (FIP-8) 2013 ( 20,0 ) Research proposal weight 0 Individual research weight 70 registered for: 2017/blockYEAR Individual presentation ;
Defence weight 30 registered for: 2017/ blockYEAR Kick-off week FIP8 weight 0 12-04-2016 C MINOR (year 2) IBMS-HMVT13-BIA Minor Business in Asia 15,0 19-06-2014 6,9 Socio-Cultural
Environment (SCE) weight 1 17-10-2013 6,7 Political Economy of Asian Growth (PEG) weight 1 19-06-2014 7,0 Political Economy of Asian Growth (PEG) weight 1 16-10-2013 NYC Business Management in Asia (BEM) weight 1 19-10-2013 7,1 Business Case Studies (BCS) weight 1 01-09-2013 8,3 M12-Busin.Ethics for M12 BIA weight 1 18-06-2014 5,5 ComponentCourse Credits Date Grade Category
ABROAD MINOR IP6 SA Intercultural competencies module 03 3,0 16-09-2015 C
Assessment of Study weight 100 abroad modules 16-09-2015 C IBMS-SA27-11 IP6-Study Abroad Elective: 27 27,0 04-11-2015 C
Assessment of Study weight 100 abroad modules 04-11-2015 C Grades – Other
These grades do not count for this study progra
Course mme
Credits D ateGrade Category
IBMS-FIN4-11 Finance 4 (FIN-4) 2011 ( 3,0 ) 26-06-2014NYC
Written Exam: MCQ;OQ weight 100 26-06-20143,5 Credits per period
Total number of credits obtained per academic year per period (only pass or compensated grades)
Academic year 1st period 2nd period 3rd period 4th period 5th period Total Credits
Average outside
grade programme
2013 2,0 14,0 4,0 37,0 0,0 57,0 0,0 6,60
2014 0,0 18,0 0,0 4,0 0,0 22,0 0,0 6,78
2015 30,0 0,0 30,0 0,0 0,0 60,0 0,0 5,90
2016 6,0 3,0 0,0 7,0 0,0 16,0 0,0 6,10
2017 0,0 5,0 0,0 0,0 0,0 5,0 0,0 5,80
Rights can be derived from this information two months after the test was scheduled.

Appendix 9: Website Report on GetSocial (Nibbler)4826009969500
Appendix 10: Website report on Branch (Nibbler)left3175
Appendix 11 Website Report on SafeSDK (Nibbler)7493001524000

Appendix 12 Optimize 3.0 inbound marketing strategy case studies

Inbound Marketing Strategy Case Studies:
The Priceless Download

Executive Summary
As an inbound marketer, we all know the importance of blogging. It is one of the pillars of the inbound strategy. When done correctly, a consistent blog fulfills many important roles, not the least of which is SEO and social engagement. However, what about conversion content? This is the your most valuable and informative content; what someone is willing to part with their contact info to access. This premium (or freemium) content represents an inbound marketer’s holy grail: Leads.
Premium content is presented often as a case study, tip sheet or how-to guide. However, over time, working with companies and websites on their content strategy, we’ve indentified one of the most easy-to-miss, straightforward, effective yet controversial download strategies: Price.
In the following two case studies, Affordablelanguageservices.com and SportCourtEast.com, we demonstrate with examples and empirical data the levels of success you can achieve when pricing downloads are introduced onto a website. Use these examples as a guide for your own website’s inbound marketing download implementation.
Case Study #1: AffordableLanguageServices.com
AffordableLanguageServices.com (ALS) is a language translation company targeting primarily businesses, manufacturers and medical entities such as hospitals. When they sought out Optimize 3.0 they had been on the Hubspot platform for three months. The results were not overwhelming. They were thinking of churning off the service. We engaged with them to analyze how we could improve their conversion rates.
What We Found
Using Hubspot’s Sources tools we quickly isolates their issues. Their conversion rate was sorely lacking and this was directly related to a dearth of conversion opportunities on their site.

Only 41 leads from 18,433 visits for a conversion rate of .2%. A major issue.
After discussing the types of buyers that ALS targets we determined that while not industry standard, they could create a Price Chart for common and rare translations on a cost per word basis. We decided not to put this onto the website directly, but as a download so that we could capture leads.
We followed these steps:
Build price chart as a download
Build landing page
Optimize landing page for price related terms
Make the price chart as prominent as possible on every page and the home page
Support price chart with blog post(s)
Added a discount offer to the workflow (since we know these leads are price conscious) – Add to newsletter update
Pricing Chart Landing Page http://www.affordablelanguageservices.com/translation-costs/:

The price chart went live in mid February 2013 and has garnered 256 total submissions as of mid July 2013 with a 14% conversion rate.

Overall conversions were up significantly:

We added Price Chart landing page right into the main navigtion to give it prominence throughout the site.

We created and optimized a blog posts as well as the landing page with specific “Price” and “Fees” related terms:

Finally, since we know that these leads are interested in price, we added a discount offer to the email workflow:

Conclusion: Overall, the ALS price chart was a resounding success. With over 300 leads we are still seeing positive results.
Case Study #2: SportCourtEast.com
Sport Court East (SCE) is a provider and installer of Sport Court game court flooring for residential and commercial buyers. These are particularly high end items, not unlike installing a pool. Like ALS, the time commitment needed to update and manage Hubspot was difficult for an owner who gets pulled in many different directions. Via referral, SCE sought out Opitmize
3.0 to see if they could improve their inbound marketing results.
What We Found
Low conversions overall and a particularly disturbing downward trend in conversions during SCE’s busiest Spring selling season. Without much time to salvage the selling season we needed to figure out how to reverse this negative trend.

One of the biggest issues facing SCE is that many of their competitors provide a lower cost product. SCE was losing the price dialog online. We devised a plan to address that head on: Control the cost conversation. To do that we decided to buck industry practice and address sport flooring cost head on and regain the cost conversation.
We followed these steps:
Build price chart as a download
Design a pricing landing page
Optimize landing page for price related terms
Make the price chart as prominent as possible on every page and the home page
Increase blogging to offset declines in organic search
Add price chart to newsletter update
Landing Page http://www.sportcourteast.com/sport-court-cost:

The price chart contains a range of info about the SCE installation and pricing. The owner o f the company wanted to show how the many factors that go into the purchase of sports flooring. This includes elements beyond the various types of sports flooring such as site excavation. The pricing chart is live June 3rd, 2013 and after 50 days has 87 submissions. The conversion rate of the pricing chart is running at 25%.

In the first 50 days after launch SCE had 87 submissions for their price chart. The previous best 50 day submission rate was 35 – more than doubling the submission rate.

We optimized the price chart landing page for “cost” related keywords:

Promoted the price chart landing page right in the main nav:

Conclusion: The Price Chart was a bold decision for SCE. It bucked the industry trend and managed to gain back some control over the price dialog online. With a 25% conversion rate it is apparent that many buyers are curious about what their product costs.
Create smart buttons that offer discount to leads that have downloaded the price chart upon site revisit
Create workflows with discount offer to the price conscious
Price is at the forefront of all buying decisions. As a result they are also part of a buyer’s search strategy. We’re programmed to seek out what product and service costs. It’s increasingly important to own the conversation about price for your services. If giving this information away on your website is too sensitive, simply create a download and turn these price shoppers into leads. Support the landing page with SEO optimization related to cost and price since these are easy wins. Be sure to blog about price and cost. Don’t hide your price landing page – prominently place it in the main navigation of the site. As you can see from these case studies herein, these strategies will drive qualified visits to your site.
About Optimize 3.0

Optimize 3.0 is an Inbound Marketing agency founded by Doug Kirk. We help companies get more qualified visitors and conversions using SEO, blogging, and social media.
Optimize 3.0
16 Spruce Rd
Larchmont, NY 10538
914 646 6369

Edit inbound marketing literature frame work EFAS reas as ESFAS
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