EY Report_Digital Marketing Plan

1a. Challenges:
Business Environment Issues Challenges
1Business Uncertainty: Τhe present
financial climate seems quite looming
and current business owners hesitate to
proceed with innovative decisions and
push business forward without the
promise of a stable future. This
uncertainty leads to a short-term focus.
(Evans, 2013)
The need to craft informed long-term strategies:
No matter how hazardous the business environment may
look, designing a long-term plan will help the owner
overcome the pitfalls and build his business value.
(Evans,2013)
Increased selection and Competition:
The current competitive business
landscape creates obstacles to promote
effectively products to potential
customers and retain the existing.
Detecting customers as well as
discovering the best way of messaging
them, are issues that put a lot of
pressure on companies.(Conner, 2013)
Effective Marketing policies and customer loyalty:
Companies should figure out the appropriate marketing
channels to apply so as to keep up with the competitors.
Smartphones, Twitter, social media and other
communication channels facilitate this complicated process
and get their messages out.(Conner, 2013)
Priority Identified: Challenge 2 – gaining customer loyalty through effective marketing
Audit Environment Issues Challenges
1. Audits are becoming more and
more complex: In addition to
normal audit programmes,
internal auditors are now
increasingly required to provide
risk assurance and risk
lessening advice to their firm
management. All of these
processes of fact-gathering,
planning, spreading and
monitoring demand the wide
use of current
technology.(Swanson,
Boultwood, 2013)
1. Harnessing current Technology: It is imperative that
audit companies integrate the right technological
programs and systems to achieve: a)efficient
planning of audit tasks, b)evaluation of audit risks,
c)better management of audit resources, d)improved
collaboration between auditors and
auditees.(Swanson, Boultwood, 2013)
2. Giant organizations like the
big four (KPMG, EY, DELOITTE,
PWC) that are becoming more
and more active on social
media, sometimes strive to
effectively integrate it into their
daily business. Their massive
size as well as the faceless
environment within the
workforce, hinder the
engagement of employees with
the usage of current marketing
channels. (Isaacson, Peacey,
2012)
2. Crafting, execution and implementation of social
media strategies: KPMG’ leaders have successfully
delivered real value to all of their stakeholders, by
engaging their employees with improved social media
tactics and engagement models. (Isaacson,
Peacey,2012)
Priority identified-delivering value by implementing social media policies and engagement models

EY Global Issues Marcomm Challenges
3. High turnover and low trust raise relationship
issues.
EY conducted a survey to investigate how
consumers are likely to switch suppliers and how
easy is it to approach the level of trust. More
specifically, the survey reveals that consumers in
Latin America (81%), the Middle East and India
(79%) are more favourable to insurance industry
compared to the other regions. Markets such as
Europe (61%), UK (53%) and Australia (53%), show
much lower levels of trust. (EY Global, 2014)
3. Gaining customer loyalty and trust:
Designing policies to find out what really matters to
customers in their relationships with insurers:
a) cost/terms, b)benefits/coverage, c)
communications and service-related factors
d) frequency and relevance of communications (30%
of consumers globally); the latter is the most
important reason to conclude an agreement.
e) service and experiential factors
(EY Global, 2014)
1. Lagging behind in a digital race:
Given the continuously rapid digital change, it is vital
that it should be pointed out that anyone standing
still, means falling further behind. An EY global
insurance leader, in a survey conducted in 2015,
states that the insurance industry is lagging behind
other providers in developing innovative and
customer-friendly digital experiences.
1.Adoption of Digital Technology trends:
The digital revolution has transformed the way
companies communicate customers, creating an
environment where marketing, data and technology
must work together. Life insurers are less advanced
because of organizational silos, multiple distribution
channels and legacy technology which affect the
speed at which new strategies are adopted.
2. As customers embrace digital advances, insurance
companies should re-design their distribution policies
and partner relationships: EY reveals that consumers
show increasing readiness to the usage of digital
contact channels other than in-person interactions
for a host of daily tasks. Although some customers
are still attracted by the familiar, the majority (80%
of customers) tend to use more remote channels for
various tasks and transactions. Τhis change of
managing daily tasks resulted in vital reforms in
some markets within distribution environment.
Consequently, insurers have to take action and
respond to this ‘shifting’.(EY Global, 2014)
2.Develop, implement and promote flexible
multichannel methods that fit all customers:
Insurance companies should be alert to manage any
potential channel conflict that may arise. The key
tactics to meet this challenge are: a)optimizing a
blend of contact methods; offering three to four
different digital contact channels can be the best
possible number to handle over 50% of
customers.(EY Global, 2014).
Priority Identified: Adoption of Digital Technology trends
2a. Objectives (for challenge prioritized–Adoption of digital technology trends)
Objectives Risks Potential Impact:
Objective 1:
Improve customer service and
increase retention within 6months
by:
i)integrating big data & analytics
ii) by running monthly surveys
iii) using customer CRM models.
Action:
Cost, energy, time spend ,
workforce training seminars
required
Inaction: Lagging behind
competitors who have undergone
substantial digital changes to their
organizational structures to satisfy
their customers,decline of
retention rates, losing competitive
advantage
1)Better management
mindset, ↑ customer
acquisition
2)shorter planning cycles
3) ↑ turnover as more
projects are running across
different functions at the
same time
4) Keeping pace with
competitors or even
dominate

Objective 2:
Improve SEO Rankings by increase
of Website traffic:
i)by optimizing website
performance to decrease bounce
rate from 48,56%(assumption) to
38,56% within 6 months.
ii)by increasing visits(currently
10,818) by 10% within 6 months
(SimilarWeb, 2015) and referral
traffic from 23,42%(SimilarWeb,
2015) to 43% (assumption)
iii)by investing in SEM paid
campaigns (through PPC web
models) and internet
campaigns(using banners)
iii)a domain/subdomain change
Action:
Higher costs as a result of
recruiting SEO experts , extra
effort, good plan and time
management required ,in case of
a domain change: extensive prior
communication with multiple third-
parties and preparation required,
sometimes unforeseen costs
,temporary loss of rankings
Inaction: Lagging behind
competitors that keep improve
their Website’s Content quality
lower customer engagement,
↑ bounce rate
1)Gaining competitive
advantage through
improved Website content,
2) Improvement of customer
experience , 3)↑ of
customer acquisition ,4)
strong returns after content
marketing investments
5)↑ of rankings
6)increase probability of
conversions
Objective 3:
Brand awareness and increase of
customer engagement & loyalty
within 6months by:
i)smart social media monitoring
,blog start-up
ii)lmproving mobile app
performance by launching a new
app
ii)online display advertising for
brand building
iii) ↑ open rates, ↓ email bounces
by email Optimization-
Personalization through leveraging
CRM data and google analytics
Action:
Higher costs for app campaign and
display ad, recruitment of
‘Webmasters’ is required, extra
effort needed for
continuous monitoring of
competitors performance
Inaction:
losing competitive advantage in
social media, lagging behind other
competitive Brands,↑ of bounce
emails, ↓ customer loyalty
↓ customer retention, ↓ revenues
1)improvement of customer
engagement and user
interaction
2)Gain customer loyalty
3)the new domain is
disseminated on social
networkssocial traffic↑ ,
↑ website traffic, ↑ SEO
rankings
4)Improvement of brand
image
5)gain competitive
advantage
Priorities Identified: Objectives 2&3
2b. CSFs
General: 1) Understanding of Finance/Insurance Market is one of the most important key
drivers for success: This will allow the organization to focus on what will make a difference. Know
the answers to “What benefits will my launching plan emerge?” and “What do my competitors offer?”,
‘’How can I achieve maximization of customer satisfaction?’’, ‘’ How can I acquire more customers?’’.
This will help insurance operators develop effective customer messaging and increase ROI. (PM360,
2015) In case of lagging behind in market awareness, it is likely that the company will not be aware of
the appropriate information and trends to better tailor customers.
General:2) Considering all costs: While marketing automation software has become more
affordable, pricing methods and fees vary quite a lot, according to client requirements and project
complexity. Before implementing any technology, boosting displaying or social media advertising, the
company should be aware of all the costs involved, including those associated with training and support.
If any external party providing consulting services throughout the project to fully understand the
technology and benefit from its capabilities, this can significantly add to the total cost and should be
included in the initial budget. In case of not taking all costs into consideration the forthcoming digital
plan is more likely to turn out to be unrealistic. (Econsultancy, 2011)
General: 3) Defining the actual deployment time: Given the complexity of marketing, business
models and internal processes, this can vary a lot. Marketing operators need to work closely together

with their chosen provider to develop realistic deployment schedules and roadmaps. Approaching
marketing automation in a hasty way, is a major trap that companies often fall into. The latter raises
risks of effective implementation as a result of inefficient preparation. Taking time to manage internal
expectations and develop a well-thought implementation roadmap is a key success factor. On the
contrary, a frivolous view of approaching marketing automation may emerge extra costs as well as
weakness to meet the sought objectives. (Econsultancy, 2011)
General: 4) Empowerment equals accountability: making team members accountable for the
success of whatever part of the marketing plan they are responsible for. This will produce better
decision-making as long as team members are supportive of each other. Systematic execution, timely
development, and sticking to the basics of a marketing plan putting them together will allow the
successful management of an upcoming plan leading eventually to optimization of profitability for the
company. (PM360, 2015
(Objective3 )i) 8)Collaboration of specialized insurance teams: Insurance teams must connect
the dots with definitive metrics, such as sales, loyalty and customer satisfaction, that prove the business
impact prior to any investment. Without these metrics they won’t be able to end up to right relevant
investments. ii) 9) Social and Email content freshness: Necessary research on the content that
rivals use, to identify the weaknesses and proceed with appropriate improvements in each channel. In
case of regarding the rivals’ social performance, any random movements may destroy the desired
results.
(objective 3):7)Customer-Focused Front-Line Organization: Most personnel should always use
some additional training to hone their existing skills and make them more aware of the specific "do's
and don'ts" of customer interaction. By refining customer-focused, integrated processes, the
organization can meet its customers' emerging needs and reduce all other duties that could take the
attention away from the organization's customer focus (e.g., miscellaneous administrative duties).As a
result, the organization is able to focus all of the necessary attention to the customer. If that can’t
happen, the risk of losing loyal customers may always arise. (S4Growth, 2004)
(for objective 3):6)An “impact discovery” phase is necessary: the first step in the decision to
set up a plan such as undertake a new plan is really a phase in which any and all teams and third-party
vendors collaborate, use, engineer, disseminate or monitor the company’s domain (e.g. in case of a
domain change) and try to identify which areas will be affected. If they don’t deserve attention prior
final decision->bad impact on rankings, as referral links to pages on the site from social, marketing
sites, emails, partner and news sites might not be legitimate anymore.
General: 5) Apply the Right Technology: The availability and proliferation of technology solutions
can be very confusing, and sometimes misleading. The company will still need to carefully investigate
alternative technologies, as well as their applications to its specific situations. The best way to do this
is to design its plans and structures around the most realistic technology solutions, and only focus on
the ones that will directly help in achieving its objectives. If this won’t happen, the solutions can become
very expensive, despite downward price trends, resulting in only minimal returns on investment
(S4Growth, 2004) Critique: Management of priorities based on significance but ultimately on a timely
manner: Before setting up a new marketing plan: Research and collection of data (needs, inefficiencies,
competition) within relevant Market(here within Finance-Audit Industry)Calculation of a draft budget
of the forthcoming planDefining of time required after taking into consideration any possible ‘slips’
and obstacles in order to reach wanted targetsOptimizing the organization of marketing personnel to
respond as effectively as possible. Compound of metrics and connection of data that give valuable
information for marketing fundamentals (loyalty, engagement, brand presence). Simultaneously
consideration of customer’s needs is an imperative in this point as continuously ’changing’ customers
remain a challenge within todays marketing spectrumA ‘preparation phase’ is considered necessary
to gather up information and make comparisons with rivals, prioritization of movesAll things
considered, a successful digital plan campaign requires implementation of the appropriate and latest
technology tools(Challenge prioritized)

3a. Existing Digital & Social Media Communtication Activities that meet the challenge
prioritized:
Channels:
Social media &
channels
(FACEBOOK,TWITTER,
LINKEDIN, PINTEREST,
STUMBLEUPON,GMAIL,
DIGG,YOUTUBE)
Facebook EY Global:
i)35,266 likes:
Page:providing News and
Content on a moderate
basis, multiple content
provided on fb pages
such as(EY Careers giving
information for any
emerging job
opportunities in every
branch worldwide), EY UK
Page ,etc.,
TWITTER:Tweets:5,294
Following Followers:151K
LINKEDIN:1,244,795
followers
 EY Social Media
Traffic: 1,85%(
SimilarWeb,
2015)
Facebook : 49.30%
Twitter16.27%
 Linkedin16.09%
 Vk.com4.63%
 Youtube4.42%
EY Blogs : EY Captain’s
Blog EY ,
Energy Blog EY
UK(Captain’s Blog, 2014)
(Energy hub, 2015)
EY E-COMMERCE
CERTIFICATION
PROCESS:
Critique-Rivals:
(with facebook traffic reaching the first place
49,30%)(SimilarWeb, 2015)
Robust Content :posts of images, videos, surveys, reports,
infographics
However insurers need to embrace more the social media wave:
They should be taking social media more seriously recognizing its
value as a relatively inexpensive tool and a means to engage with
and influence sceptical , digitally savvy younger consumers.(EY
Global, 2013)
Competitor(KPMG):
Facebook: 191,726 likes
Twitter @KPMG:
TWEETS9,826 FOLLOWING2,321 FOLLOWERS212K
 LIKES1,003 LISTS1
KPMG Social Media Traffic: 1,72% (SimilarWeb, 2015)

In Assurance and
Advisory Services:
Ernst & Young`s
Information Systems
Assurance and Advisory
Services (ISAAS) practice
has launched
CyberProcess
Certification. It combines
a series of ISAAS`s
service lines and industry
disciplines to provide an
eCommerce solution that
combines on strong
authentication,
transaction security, and
the maintenance of online
customer privacy.(itWeb,
1999).
EY Global Website:
RESULTS ON DESKTOP
THE LAST 3 MONTHS:
EY OVERVIEW:
(SimilarWeb, 2015)
Global Rank: 10,818
(SimilarWeb, 2015)
Category Rank: Finance
> Accounting Edit: 4↑
Referrals: 23,32% of
search is from referrals
Organic Searches:
99.44%
Paid Searches: 0.56%
SEO :
Search Traffic: 52,25 %
EY Global Official Website
Visitors: 10,818(Global
Rank)
(SimilarWeb, 2015)
Competitor KPMG Blog Enterprise: WHAT WE DO/OUR
CLIENTS/OUR RESOURCES (overview of the company), regular
posts (KPMG blog, 2015)
KPMG Comment: robust content( imagery, good design-
navigation, blog monthly archives) EY Comment: Weakness: not
engaging, tedious, sophisticated content, hard to navigate
(hindering user’s experience), not attracting, not giving basic
information about EY as a Brand /background
KPMG : B2B e-commerce:
KPMG Crimsonwing B2B eCommerce offers businesses the ability
to implement sophisticated online trading models cost effectively
and in short timescales. It enables businesses to drive down the
cost of doing business at the same time as helping you to acquire
new customers. (Crimsonwing, 2015)
A successful B2B eCommerce system that include:1)Customer price
lists, 2)Customer controlled user management with multi-level
approvals,3)customer unique catalogue, 4)Complex discount rules,
5)Customer rebates, 6)Product configuration, 7)Support for buying
groups and affiliations, Management and deployment of large
volumes of web content,8) Advanced ERP integration
Comment: EY Weakness
Website Description:
Design and Navigation: weak; quite hard for users to find the
content as the grouping of navigation menus and categories
looks quite complex from a first visit to the webpage
Function Usability and User interaction: satisfactory but not
ideal; not very easy for visitors to use the site and accomplish
their goals while there. (Chaffey, 2012)
Localisation: √ language translation for international customers
RESULTS ON DESKTOP THE LAST 3 MONTHS:
Competitor(KPMG) OVERVIEW:
Global Rank: 15,511(SimilarWeb, 2015)
Category Rank :8↑
SEO Competitors Ranking:
Website Rank
Deloitte.com 7,318
Pwc.com 11,100
Kpmg.com 15,032

ORGANIC RESEARCH
EY:
Organic Search: Traffic
3,05K
EY Organic Research
Position:
KEYWORDS 179K
TRAFFIC 183K
TRAFFIC COST $389K
ORGANIC POSITION
CHANGES :
1 - 100 (333)
EY URL:
KEYWORDS:1
TRAFFIC: 4
TRAFFIC COST: 0$
EY Backlinks:
Backlinks 839.1k
Anchors 24.5k
Referring domains 14.7k
Referring IPs 12.5k
Accenture.com 4,103
Eoy.ca 17,845,115
SimilarWeb, 2015): EY climps up World Financial Services
rankings (ranks fourth place) Comment: When searching on
Google Search Engine for auditing services, KPMG takes the lead.
Competitors Organic Research Position:
KEYWORDS 179K
TRAFFIC 183K
TRAFFIC COST $389K
ORGANIC COMPETITORS 1 - 100 (58,639)
EY VS KPMG,
Search Direct Traffic: 21,21% 19,91%
search Traffic from Referrals: 23,42% 10,31%
Traffic from display advertising: 0,29% 0,04%
EY Website Testing: Results
Category Benchmark:
Overall Quality: 100% have issues, worse than average
Errors 20% have issues, worse than average
Accessibility 100% have issues, worse than average
Compatibility 60% have issues, worse than average
Privacy 0% have issues, better than average
Search 100% have issues, worse than
average(Powermapper, 2015)
EY Web Page speed Testing: Competitor KPMG’ Website:
http://www.ey.com/GL/en/Home 63% faster than all
tested pages
Page size: Load Time:
3.8MB 3.26 (Pingdom, 2015)
Requests: Perf. Grade:
72 82/100
Result: The website is faster than 51% of all tested
websites(Pingdom, 2015)

EY Mobile Apps: (for
Iphone, Ipad, Androit ,
Blachberry)A variety of
applications effectively to
engage and interact with
companies, clients,
graduates:1)EY
INSIGHTS APP:
(RATINGS 4 STARS)
2)EY PERFORMANCE
APP: (3,6 STARS
RATINGS) 3) EY
CONNECT APP (4,7)
4)EY MEETINGS APP:
5) EY REPORTING APP
:(3 STARS)
6) EY GLOBAL ONE
TRACER APP: (3,8
STARS) 7)EY CAREERS
APP:
EY Website Metatag testing: Results Comment: satisfactory
but not the best; the system didn't detect any high-severity
problems (MetatagsCheck, 2015)
Meta tag
Statu
s
Value
Content-
Type
text/html;charset=utf-8
Title
Advisory, Assurance, Tax, Transaction
Services - EY - Global
Descriptio
n
EY provides global services to help you
retain the confidence of investors, manage
your risk, strengthen your controls and
achieve your potential.
Keywords
family office, family business, private
wealth
Optimize Your Website for the Most
Popular Keywords!
Robots index,follow
Competitor(KPMG) Mobile apps(for Iphone, Ipad):
KPMG Events app
KPMG Global Tax Event
KPMG Global Tax
KPMG GCC Conference
KPMG UK Event Manager
KPMG Go: Comment: Basic Difference –EY’s weakness
Description: KPMG GO for iPhone® and iPad® gives you
instant access and insight into developing your personal brand, an
essential task when transitioning from school to the professional
world. Through videos, interactive tools, and insight directly from
successful professionals, you’ll find tips, hints, and advice on
personal branding, job hunting, networking, resume writing,
interviewing skills.(KPMG, 2015)

EY Newsroom:
1)PRESS RELEASES( in
the Website, Yahoo News,
Google news)
2)PR CONTACTS
3)ANALYST RELATIONS
4)FACTS AND FIGURES
Comment:
FACTS AND FIGURES: some general essential info about the
company global revenue-number of people globally, global CEO 
A Holistic view about company’s background, progress, revenues
(EY Global, 2015)
Critique: EY marketers possess and handle a mass variety of Web assets and channels that allow them
to build strong relationships with clients and to keep pace with competitors. However ‘adoption of the
current and latest digital trends’ will always be a challenge in today’s Digital Age. Therefore, EY
Webmasters should stay updated to manage to cope with any emerging weaknesses so as to achieve
long-lasting relationships with clients as well as competitive presence.
3b.Proposals-Critique to meet the objectives:
 Create a click-through landing page distinct from the Website: a click-through page
without a form; giving a brief description of services offered so as to “warm up” a visitor till the
point he is closer to go on checking the whole official page and contact EY. increase of
Website traffic, increase of conversion rate( increase of percentage of the website’s visitors
who take desired action, ↓ of bounce rates as the visitors won’t leave the page, ↑ of newletters
subscriptions, ↑ followers on Twitter and on Facebook led to these pages after clicking on CTA
buttons for social sharingboost of Brand Increase of SEO ranking (unbounce, 2015)
 Create a Lead generation Landing Page: to capture user data, such as a name and email
address. The purpose of the page is to collect user information that will allow EY to market to
and connect with the prospect at a subsequent time. As such, a lead capture page will contain
a form along with a description of what a visitor will get in return for submitting his personal
data. (E.g. participation in a social event taking place in EY office block regarding EY
careers)increase of website traffic, ↑ of conversion rate, ↓ of bounce rates as more visitors
will get motivated to subscribe and attend said social event. Therefore they will be more
interested in being aware of EY’ s background information, provided across official Website.
(unbounce, 2015)increase website trafficimproving corporate imageincrease of SEO
ranking.
 Change Website’s Architecture-Design-Navigation for WPO/SEO:A good SEO
structure that is user friendly, easy to navigate, will all aid in increasing rankings and driving
conversions later down the line; (SpottedPanda, 2012) √playing around with navigation menus
and categories grouping these in a way that makes sense to visitors or even shortening website
to facilitate customer experience and engage easily first-time visitors with the content that
looks by default perplexing. At the same time, it would be helpful if EY’s marketers used more
display advertising(as current traffic rate coming from display is currently very low

0,29%)connecting it to website, on the condition that they integrate it in the website and not
implementing it as a standalone supportive tool. bounce rates↓ , conversion rate↑ , brand
awareness/reputation.(Marketing Land, 2015)
 Use of first-party and third-party cookies for user tracking: cookies coming from the
website or from other banner ads on the website that help storing information about the users,
about their preferences etc.leveraging this data to improve user’s experience in the website,
increase site traffic, ↑ SEO rankings(opentracker, 2015).
 Boost Page speed: From the results of previous testing, it was resolved that EY Global website
is 51% faster than all tested websites. After testing KPMG’ Website (current dominant
competitor in rankings within audit industry) is 63% faster than all tested pages. (Pingdom,
2015)->EY boost speed of its website and in this way improve user ‘s experience, increase
traffic and receive a ranking score(Search Engine Land, 2015)i)by making the website more
simple by removing video or slides that from one hand aim at building user’s engagement but
on the other hand they slow down the page speed.
 Event Promotion CTA button (banner)after balancing page speed with Rankings
&Traffic: Putting an event promotion CTA to raise awareness of the events. (It needs
attention though, as many sites prefer an increase in traffic due to share buttons but they
have to cope with the inevitable decrease in rankings.) The best part about this type of CTA
is that there are endless places someone can put it. For customers, it might be more effective
placing this on their login page, dashboard, or even on a placement near social media CTAs.
Or for leads, marketers usually make this CTA appear in company’s blog sidebar.  building
interaction with customer, gain engagement, increase traffic,↑ rankings.
 Running surveys in a regular basis: Increasing the number of running
surveys(Quicksprout, 2015) on a monthly basis as in this way, information is provided about
why existing clients or potential ones aren’t interested now in company’s services or what
parts of the website they find confusing.->improve customer experience, gain loyalty,
increase site traffic.
 SEO Proposal Metatag- Adding more key words/long-tail content on June:
According to the abovementioned Metatag Testing, not major issues were identified.
(MetatagsCheck, 2015) However the keywords metatag is too short. EY’s webmasters should
provide more meta tag keywords using the appropriate type (e.g. Meta description attribute)
to give a better description of the page so as to increase traffic by letting Google know who
are they and what they provide, for instance: meta tags <insurance>,
<financial>,<services>.(WordStream, 2015)
 PPC Paid Search Campaign-Set up of PPC landing Page: e.g. Google Adwords
campaign, after researching and selecting the right keywords, to organizing those keywords
into well-organized campaigns and ad groups, then setting up PPC landing pages that are
optimized for conversions. Paid campaigns provide far more control over the ranking of ads
than they do over organic search rankings which are volatile.
 Affiliate marketing campaign: where other website owners will place ads for EY on their
websites. These affiliates will be given a code for EY’s banner ad to place on their website
and so having the freedom to promote their own website. In promoting their website they
are also attracting attention to EY website because of the banner ad driving visitors to the
other site.  Increase EY site traffic, increase rankings.
 Increasing online press releases on a monthly basis->Increase Website traffic and
Brand presence(Light Space & Time, 2015)
 Social Media Ad campaign: Facebook, LinkedIn and YouTube (owned by Google) can
serve up ads targeted to incredibly specific groups of people. The data that can someone
collect by that may uncover significant details about the target audience, and help improve
the overall SEO strategy and as a result increase social and site traffic, rankings↑ (Moz,
2011)
 Posting content on a regular basis on Linkedin to increase referrals and SEO traffic:
i) The world’s largest professional social network is now a valuable publishing platform on its

own. The company should be posting interesting content to LinkedIn more often. Doing so-
>can boost traffic to the site, as well as increase profile within Audit industry increase social
traffic, improve brand awareness, prevail over competitors. ii)Becoming more active on
Linkedin; sharing a link to a page that simply needs a bump in traffic now and again increase
of referral traffic, SEO Traffic. Nevertheless, there is always a risk that these attempts can
sometimes appear spammy as followers’ tolerance may vary. (Wordstream, 2014),
(Wordstream, 2012)
 Online Display Advertising campaign: Generating display ads based on EY existing text
ads to improve display ad performance and build brand awareness(Smallbiz, 2015)
 Making e-Newsletters more interactive to gain loyalty: The key to ensuring newsletter’s
potency is to enhance its interactivity. 1) i) with Video downloads: .ii) with Polls: People love
to be asked their opinion. Using newsletter to conduct a simple poll about the business and its
offerings, then sharing the results with the audience benefit from the feedback as participants
feel empowered that they had a hand in helping you evaluate their businessincrease of open
rates, ↑ of customer trust and loyalty (ProvenSystems, 2012)
2) Providing links of EY blog, EY facebook page, EY Twitter to drive customers to subsequent
pages and increase social media traffic, followers, views. 3) Writing a more i) customer-
friendly subject line, ii)a personalised subject lineincrease of open rates, ↑ of click-
through rates, decrease of mail bounces, gain customer’s loyalty (Gigya, 2015)
 In case of a domain change, SEO experts recommend moving only a portion of site
and being careful of the name of the domain the company desires to move: In terms
of Branding, not a few companies decide to change over to a new domain. The latter leads
inevitably to a temporary loss of company’s rankings. To avoid a mass disruption to occur, it is
safer to move only a portion of your site, for instance, a subdomain, so that to mitigate the
loss of rankings.(Forbes, 2015)
 Targeted email marketing campaign: by integrating Web Analytics and CRM(Customer
Relationship Management) data to send targeted emails to recipients as well as tracking all
types of email bounces(soft, hard bounces)customer engagement, higher conversion
rates(PreactCRM,2015) (Marketingsherpa, 2012)
 Boost Offline content marketing by: printing brochures encompassing a wide range of
topics within industry, on a monthly basisimprove customer engagement and brand presence
 To run surveys on a regular basis to improve customer service: through regular surveys
they will have the chance to be aware of customer’s preferences, needs and proceed with
subsequent actions.
 Mobile Performance Optimization by launching a new mobile app on March to
compete with the biggest rival within Audit-Financial Services Industry (KPMG): for
the successful launching of the app, these steps are deemed necessary: 1)On January:
i)setting goals, creation of an engaging video to show off the app’ s capabilities ii)Finding a
brainstorming name for the app e.g. WHY EY?. ii) Launching this app for Ipad, Iphone,
encompassing android as well to create competitive advantage (KPMG apps not compatible
with android). 2) On February: Collaboration with reporters and bloggers to extend
awareness of the new app’s score and the new potential users. 3)i) On March: two –three
days before the launch offering a ’sneak peak’ at social channels/media previews of the app if
possible; ii)On March –Launching; Organizing and finalizing of visual assets. The more
visuals including artwork, logos, screenshots and video the more likely to achieve existing and
potential customer’s engagement. iii) Tapping existing users: encouraging the existing
fans-users to help with spreading the word. (through blog, social media, newsletters) iv)Post-
launch: Staying active on social media and interacting with users (posting questions, receiving
feedbacks for the new app), can be the key to building ‘EY’ Brand in the financial services
realm, drive social and website traffic as well as becoming a threat for competitors.(Mashable
uk, 2015), (KPMG, 2015)
 Launching a new B2B e-commerce business system on March: To transact
professionally with buying organizations in a Digital spectrum keeping pace with competitors

(KPMG), or even gain competitive advantage, build client’s loyalty and trust, grow brand
awareness.
 Creating a new, interactive Blog: ‘Trust Service Providers’, equal to the
competitor’s: generate leaders by posting worth-sharing content and increasing activity on
other social mediaIncrease social media presence, develop brand recognition.
Critique: Significance: priority should be given to all new approaches-proposals that refer to EY’ s
weaknesses/ inefficiencies compared to those of competitor’s strengths(KPMG)( Blog, mobile app, B2B
Ecommerce system). Next, keeping active in social media on a regular basis, running regular surveys,
SEO & Web Performance improvement undoubtedly remain key factors for achieving Brand awareness
and higher rankings. Provided that budget evaluation-allocation as well as significance of said priority
queue have already been considered->an effective 6-month strategic planning template could be as
follows:
4a. Integrated Digital Marketing Plan:
Digital Campaign
Plan: Period Jan
2016-Jun 2016
Online & offline activities to meet the objectives
Jan Feb Mar Apr May Jun
Web
Assets/Channels/C
ampaigns
Change
of
Website
design-
navigatio
n
Integr
ate
CRM
model
s-
target
ed
mails
Lead
Generati
on
Landing
Page
Event Promotion CTA
Website -
SEO/Digital Asset
Optimization Surve
y
Persona
lised
subject
line
Social Media
Target
ed
email
Marke
ting
Camp
aign
Blog/ Startup
Trust
Servic
e
Provid
ers'
Blog
Mobile apps Boost
Site
speed:re
move
video
New
app:
Why
EY?
Third
phase
Set of
first
and
third-
party
cookie
s
Survey
Email/Newsletter
Online
Press
Release
Meta tag
keywords:<insurance>
,<financial>
Campaigns New
app:
Why EY?
First
phase
New
app:
Why
EY?
Secon
d
phase
survey
surve
y
B2B E-commerce
Surve
y
B2B e-
commer
ce
Provid
e links
Print of
brochur
es
Online Press Release

Display
ad
Campaig
n
busines
s
system
within
emails
Social
Media
Ad
Campai
gn
Offline content
channel/Other
regular activities
Affiliat
e
Camp
aign
Interacti
ve
eNewsle
tter:
Video/P
olls
Set up
of
PPC
Landi
ng
Page
Survey
Survey
Online
Press
Release
Online
Press
Releas
e
Online
Press
Release
Online
Press
Relea
se
Subdom
ain
change
Regular
posts in
channels
/ linkedin
priority
Regul
ar
posts
in
chann
els/
linkedi
n
priorit
y
Regular
posts in
channel
s/
linkedin
priority
Regul
ar
posts
in
chann
els/
linkedi
n
priorit
y
Regular
posts in
channel
s/
linkedin
priority
Regular posts in
channels/ linkedin
priority
4b. KPIs (Metrics-Evaluation-Prioritization-Critique):
Objectives Approach KPIs 6-month target
Current Position-
Comments-
SEO
Optimization
and ↑ Website
Traffic(Websit
e
Performance,
↓ bounce
rates, SEM
paid
campaigns,
domain
change)
Website
Performance
Optimization(
WPO)
No. of Visitors
Increase by
10%
Benchmark currently
10,818 visitors
(SimilarWeb, 2015)
referral traffic %
increase by
10%
currently 23,32%
(SimilarWeb, 2015
Load
time/speed(dynatrace
,2015)
decrease by
10%
currently 3,26 sec
(Pingdom, 2015)
Web browser
compatibility %
Increase by
15%
currently
60%(Powermapper,20
15)
SEO
% search direct
traffic
increase by
10%
currently
21,21%(Powermapper
,2015)
% bounce rate
decrease by
10%
currently
48,56%(assumption)
No. of mobile visits
to site
increase by
15%
currently approx.
354,827 (assumption)
Brand
Awareness
,customer
engagement &
Loyalty(Social
Media
Brand
Awareness,
Customer
engagement
% social media traffic
increase by
0,1%
currently
1,85%(similarWeb)
No. of followers in
Linkedin
increase by
30%
currently 1,244,795(EY
Linkedin page)

monitoring,
New mob
app/Blog,
display, CRM
data for email
optimization)
No. of Twitter
followers
increase by
15%
currently 151K (EY
Twitter page)
interaction game
metrics (e
consultancy, 2015)
Post-activity,
feedbacks,com
ments
currently not posting
on a regular basis
App Ratings
curently average 3,5
stars(EY Insights,
2015)
Customer
Loyalty(email
optimization)
%open rate in emails
increase by
20%
currently
11%(assumption)(Sup
eroffice, 2015)
No. of bounce emails
decrease by
10%
currently 30
undelivered messages
(assumption)(Kaushik,
2007)
%click-through
rate:(clicks/impressio
ns)*100 increase by 2%
currently 10%
(assumption)(motive,
2008)
KPIs - Critique:
Approach 1: WPO: the traffic of the website is a basic factor to measure how appealing is the site to
visitors (usability/accessibility, the ease of navigation, the content provided). However making
continuous comparisons with the competitor’s websites has become an imperative. Hence only the no.
of traffic itself does not help to measure and conclude to valid results).referral traffic: is the visits that
came to EY site from sources outside of its search engine. Pros: the referral traffic helps to identify all
the online properties that send website traffic, it gets website’s content in front of new audiences, it
creates new opportunities for audience engagement and conversions. Load Page: very important for
enabling user’s experience; 3 KPI’s required to measure Load time/speed- 3 interesting phases of a
web site from an end-user performance perspective namely, time impression, on Load time, fully
loaded. However, a regular speed testing is required as well as tracking of the website’s content (if
contains video hinders even more page loading), testing of competitor’s websites. Web Browser
compatibility: how the website is compatible to different browsers. A way to test the site’s compatibility
is i) trying as many browsers as possible, ii) writing clean HTML. Priorities: (Page speed, Number of
visits): These two indicators have to be monitored together as well as be compared to the competitors
correspondingly. (EY weakness: Load Page time > than KPMG’s site).
Approach 2 SEO: Search traffic and bounce traffic; search traffic: the no. of visitors driven to the website
by clicking in search results lead to the site. However bounce rate is deemed a more reliable tool to
evaluate web page performance as it indicates the quality of traffic to the website (the visitors that
leave the page without keeping navigation within the page. Mobile visits: vital indicator to measure the
mobile Website performance of the Brand, by leveraging it to compare Brand’s reputation with
competitors in terms of mobile customer engagement with the website. Nonetheless, this indicator itself
is not enough to evaluate effectively Brand performance. Priority (Bounce rate: the most important out
of the three KPI’s, as it gives detailed information, pointing out the weaknesses of Site.
Approach 3 i) Brand Awareness/engagement: Social Traffic rate is a massive indicator; it reveals the
social performance of the Brand, gives information about the customer’s engagement and interaction.
Nevertheless, the monitoring of each of the channels’ traffic individually, is necessary for lucid
conclusions as well as examination of competitor’s performance in all channels. Number of followers in
Twitter, Linkedin are good indicators of social performance but not themselves(comparisons are
necessary).Post-activity, comments , feedbacks, app ratings are considered really helpful indicators to
have valid conclusions about how and in which degree a brand interacts effectively with users within

social channels; helpful tools for monitoring mobile app performance whatsoever. Taking feedbacks
from users and keep checking app ratings are vital parametres to pinpoint weaknesses and become
more active to fix them. Priority: Interaction KPIs as they give credence to the weaknesses and
inefficiencies in terms of customer engagement. ii) Loyalty (Email Optimization): open rate 11% (10
mails opened, from 90 delivered): good indicator to check how engaging is the email content (if subject
line attracts new users). It would be better to be synchronized with no. of bounce emails KPI and CTR
–KPI (a ratio of users click on a link to no. of total users that view the mail) for better and more precise
results in order to identify which mails where bounced or not clicked and why).Priority: CTR rate: the
most trustworthy out of three as it measures effectively the customer loyalty compared to the other
two that monitor only how many mails were opened with no further user action.
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