AMB330 Assessment 1:

Digital Audit and

Planning Portfolio

2018

COMPANY: THE LADY MUSGRAVE TRUST ANTHONY NGUYEN

TUTOR: EKATERINA MUKOVNIKOVA (WED 3PM TUTORIAL)

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Table of Contents

1.0 Introduction ................................................................................................................................ 2

2.0 Digital Audit ................................................................................................................................ 3

3.0 Target Audience and Competitor Analysis .................................................................................. 5

3.1 Target Audience ...................................................................................................................... 5

3.2 Competitor Analysis ................................................................................................................ 6

4.0 Consumer Insight ........................................................................................................................ 6

5.0 Recommendations ...................................................................................................................... 7

5.1 Recommendation 1: Reallocate resources to Twitter ........................................................ 7

5.2 Recommendation 2: Women’s magazines ......................................................................... 7

5.3 Recommendation 3: Content Management ...................................................................... 7

Reference list .................................................................................................................................... 8

Appendices ..................................................................................................................................... 10

Appendix 1: Inconsistent Brand Messages .................................................................................. 10

Appendix 2: Targeting the Wrong Audience ............................................................................... 11

Appendix 3: Examples of Content Shared ................................................................................... 12

Appendix 4: Competitor Analysis ................................................................................................ 14

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1.0 Introduction

Specialising in aiding homeless young women, The Lady Musgrave Trust is a charity

organisation whom is the subject for this digital audit and planning portfolio. This

investigation aims to analyse the strengths and weaknesses within the organisation’s digital

presence. However, the challenge lies with identifying and understanding the target audience

who is presumably 50+ year old women. Knowing this, The Lady Musgrave Trust’s objective

is developing effective strategies and tactics to help build interaction on the organisation’s

digital media channels. Furthermore, the significance of this investigation is then

demonstrated by the recommendations constructed with data obtained through the digital

audit and analysis of consumer insights and competitors.

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2.0 Digital Audit

The Digital Audit below will assess the effectiveness of all digital media channels and content

distributed using a rating scale from 1 to 10 with 10 being the most positive outcome.

Client: The Lady Musgrave Trust Date: 16/03/2018

CRITERIA EXAMPLES OR OBSERVATIONS RATING 1 TO 10

DIGITAL STRATEGY

The Lady Musgrave Trust’s current digital strategy aims to provide informative content surrounding the organisation’s goals of rescuing homeless young women; in hopes of inspiring consumers to support and donate. The sense of urgency delivered through touching and emotion grabbing content will help drive consumers to make a buying decision (Burnett & Lunsford, 1994). Various social media platforms were used to engage with the younger audience whilst networking events help connected with a more mature audience to raise awareness and interest. The objective was to build brand-consumer relationships, an important element to consider for a charity organisation (Bloemer & Kasper, 1995). However, the lack of execution for this vision is evident by poor management on most of their digital media channels. As a result, brand equity may have been impacted which can lead to less donors.

4 (Below Average)

STRATEGICALLY CONSISTENT, COMPANY-CREATED BRAND MESSAGES

It is evident that the execution of the digital strategy amongst all digital platforms were not consistent. Each channel accurately reflected the core what The Lady Musgrave Trust would like to achieve. However, an element of branding consistency is to maintain precise delivery of brand messages across all platforms which is currently being neglected (Broniarczyk & Alba, 1994). E.g. the bios and slogans for each platform is inconsistent and do not match (Refer to Appendix 1). To avoid attracting the wrong audience (Refer to Appendix 2), consistent utilisation of the company logo, slogans, and content is required to reinforce brand messages.

5 (Average)

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DIGITAL TOOLS AND SOCIAL MEDIA USED BY THE COMPANY

What the company currently uses: 1. Website:

https://www.ladymusgravetrust.org.au/ 2. Facebook:

https://www.facebook.com/TheLadyMusgraveTrust/ 3. Twitter:

https://twitter.com/lady_musgrave 4. Instagram:

https://www.instagram.com/theladymusgravetrust/ 5. LinkedIn:

https://www.linkedin.com/company/the-lady-musgrave-trust/

It can be seen that the Website and Facebook were the most effective out of the five as they were the most active in raising awareness, delivering brand messages, promoting events, engaging with users, and providing a platform to offer services and receive donations. Whereas, the other three social media pages either had poor management of content distributed or is considered inactive such as Twitter. The organisation’s Instagram page is a major weak point due to the irrelevant content being distributed (Refer to Appendix 2). The organisation also fails to take advantage of Twitter’s capabilities as a platform for discussions and user engagement while LinkedIn as a professional platform to build brand equity was neglected.

4 (Below Average)

EXAMPLES OF CONTENT SHARED

These are 3 pieces of content the brand has shared: 1. The Handy Guide (Service Directory) 2. Sponsor a Space (Donations) 3. Annual ShelterHer Cocktail Party (Events Promotion) The analysis of the Target Audience and Ideal Action was also identified (Refer to Appendix 3).

7 (Good)

STRATEGIC USER ENGAGEMENT

The Lady Musgrave Trust does a decent job targeting young women interested in supporting and raising awareness using social media platforms. Cues to provoke interest comes from content demonstrating statistical evidence, support from iconic female figures, and networking events providing opportunities to make professional connections in which the target audience is not limited. However, user engagement and feedback is significantly low across all social media platforms which suggests the content is not engaging enough. Thus, most of the user engagement may have occurred offline.

5 (Average)

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In a high media consumption generation, having a strategy for content distribution through

popular digital media channels is currently the most effective method for The Lady Musgrave

Trust to achieve its major goals: To build awareness, support, and donations (English & Johns,

2016). From the Digital Audit of The Lady Musgrave Trust, it is clear that the organisation’s

digital presence has a lot of room for improvement particularly in these areas: the digital

strategy, consistency of brand messages, and digital tools used. Therefore, taking into account

the shift in target audience, the reallocation of resources is to be considered.

3.0 Target Audience and Competitor Analysis

3.1 Target Audience

The Lady Musgrave Trust has shifted direction from young women to a more mature target

audience comprised of 50+ year old individuals with a skew towards women. Research has

revealed the increase in involvement and contribution towards the community has a direct

correlation to people getting older (Yao, 2015). The advantage over the younger cohort

derives from the financial freedom these older participants have acquired, offering more

disposable income (Helix Personas, 2018). In addition, the retirement life has provided more

time for leisure which makes the older cohort the ideal guests for The Lady Musgrave Trust’s

networking events. This prosocial behaviour can result in hedonic benefits for both the donor

and beneficiary (Dunn, Aknin, & Norton, 2008). Female donors would feel a sense of

accomplishment for rescuing young women from homelessness, taking into the possibility of

this issue effecting their own daughters. Thus making 50+ year old women the ideal target

audience.

Analysing Roy Morgan data (2017) has revealed that 89% of women over the age of 50 believe

helping others is an important part of their identity. Additionally, 63% of the same group feel

that they are financially stable now and 50% prefer support longer term development aid

projects over emergency appeals (Roy Morgan, 2017). Suggesting that this cohort of women

has had a successful career in which they would like to contribute part of their disposable

income to short and long term charitable causes. Thus, this particular audience will be more

likely to be convinced of the value in supporting the Trust to make a donation or Sponsor a

Space.

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In terms of digital presence, research has shown internet usage for browsing social

networking sites averaging 8.3 hours per week among older women (Hill, Beynon-Davies, &

Williams, 2018). However, traditional media such as television, radio, newspaper, and

magazines remain dominate averaging 40 hours of consumption per week. Furthermore, 68%

revealed that the internet is more of an informational tool than an entertainment tool (Roy

Morgan, 2017). This is important to consider as internet adoption among the elderly has been

a recent occurrence in this digital age (Niehaves & Plattfaut, 2014). Thus, the internet is not

particularly important for this target and the distribution of content using traditional media

should be considered.

3.2 Competitor Analysis

The Lady Musgrave Trust is competing for every charity dollar which indicates that any other

charity is considered a competitor. Three Queensland based charities have been identified

and analysed as shown in Appendix 4.

4.0 Consumer Insight

Analyse of the data revealed that women over the age of 50 feel financially stable and are

interested contributing to the community for personal satisfaction. However, the internet is

merely an information tool and traditional media is still heavily used in daily life. As a result,

the consumer insights for the targeted audience are:

When browsing certain internet sites, they want content that is informative and

relevant.

As believers of self-reward, charities will likely attract interest and affect purchasing

decisions.

They respond more with their heart than their head when dealing with charities.

Knowing their money is being used locally, makes them feel more comfortable.

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5.0 Recommendations

5.1 Recommendation 1: Reallocate resources to Twitter

What Bring back life to The Lady Musgrave Trust’s Twitter page.

Why Twitter is an effective platform for charities that stretches beyond than simply

posting content with an emphasis on user engagement. Furthermore,

Twitter’s limited posting format allows users to response, retweet, and have

conversations about trending topics in a timely manner. The Trust can provide

more efficient customer service while also being able to make quick

announcements of upcoming events and important notices (Bulearca &

Bulearca, 2010).

How Utilise the budget to invest in Twitter Ads while managing analytics through

TweetReach, an analytical tool by Union Metrics (2018).

5.2 Recommendation 2: Women’s magazines

What Integrate traditional media strategies

Why Traditional media sources remain popular amongst women over the age of 50.

Data has revealed that the average hours spent per week on traditional media

sources is greater than time spent online where 27% has expressed buying

magazines provides enjoyment (Gatto & Tak, 2008). Thus, the Trust can take

advantage of this appeal to gain prospective donors.

How Advertise with Bauer Media Group (2018) to distribute content in one of their

Women’s Lifestyle magazines such as the Women’s Weekly to have access to

almost 1,500,000 magazine readers.

5.3 Recommendation 3: Content Management

What Generate original content that is consistent and regularly updated across all

platforms.

Why Brand consistency is an important element for any organisation to consider.

Brand equity and recognition can be improved if content is consistent across

all platforms, making it easier to deliver brand messages. Additionally,

consumer decision is often affected by the appearance of the brand. Thus, any

inconsistency can present barriers in building trust (Broniarczyk & Alba, 1994).

How 1) Identify which social media platforms are weak and strong

2) Remove any irrelevant content that doesn’t relate to objectives

3) Use the primary platform as a guide when distributing to others

4) Ensure content is informative, original, and interesting

5) Integrate the Handy Book often to raise awareness

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Reference list Bauer Media Group. (2018). The Australian Women’s Weekly: Ad Specs. Retrieved from

https://www.baueradvertising.com.au/brands/australian-womens-weekly/

Broniarczyk, S. M. & Alba, A. W. (1994). The Importance of the Brand in Brand Extension.

Journal of Marketing Research, 31(2), 214-228. doi: 10.2307/3152195

Bulearca, M. & Bulearca, S. (2010). Twitter: a Viable Marketing Tool for SMEs? Global Business

and Management Researc, 2(4), 296-309. Retrieved from

https://search.proquest.com/openview/f21220ca6f87eacca13f02a3d75ae053/1?pq-

origsite=gscholar&cbl=696409

Bloemer, J. M. M. & Kasper, H. D. P. (1995). The complex relationship between consumer

satisfaction and brand loyalty. Journal of Economic Psychology, 16(2), 311-329.

https://doi.org/10.1016/0167-4870(95)00007-B

Burnett, M. S. & Lunsford, D. A. (1994). Conceptualizing Guilt in the Consumer Decision‐

making Process. Journal of Consumer Marketing, 11(3), 33-43.

https://doi.org/10.1108/07363769410065454

Dunn, E. W., Aknin, L. B., & Norton, M. I. (2008). Spending money on others promotes

happiness. Science, 319, 1687–1688. doi: 10.1126/science.1150952

English, R., & Johns, R. (2016). Gender considerations in online consumption behavior and

internet use. Hershey, PA: Information Science Reference, an imprint of IGI Global.

Retrieved from https://www-igi-global-

com.ezp01.library.qut.edu.au/gateway/book/141942

Gatto, S. L. & Tak, S. H. (2008). Computer, Internet, and E-mail Use Among Older Adults:

Benefits and Barriers. Education Gerontology, 34(9), 800-811.

https://doi.org/10.1080/03601270802243697

Helix Personas. (2018). 105 Financial Freedom. Retrieved from

http://www.helixpersonas.com.au/browse/leading-lifestyles/personas/105-financial-

freedom/overview

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Hill, R., Beynon-Davies, P., & Williams, M. D. (2008). Older people and internet engagement:

Acknowledging social moderators of internet adoption, access and use. Information

Technology & People, 21(3), 244-266. https://doi.org/10.1108/09593840810896019

Niehaves, B. & Plattfaut, R. (2014). Internet adoption by the elderly: employing IS technology

acceptance theories for understanding the age-related digital divide. European Journal

of Information Systems, 23(6), 708-726. https://doi.org/10.1057/ejis.2013.19

Roy Morgan data. (2017). AMB330 Digital Portfolio: RMR Semester 1 2018 [Assignment

material]. Retrieved from https://blackboard.qut.edu.au/bbcswebdav/pid-7199903-dt-

content-rid-10993219_1/xid-10993219_1

The Lady Musgrave Trust. (2018). The Handy Guide. Retrieved from

https://thehandyguide.com/

Union Metrics. (2018). TweetReach: New Twitter Engagement Analytics. Retrieved from

https://tweetreach.com/about/twitter-engagement-analytics/

Yao, K. (2015). Who Gives? The Determinants of Charitable Giving, Volunteering, and Their

Relationship. Wharton Research Scholars, 126. Retrieved from

http://repository.upenn.edu/wharton_research_scholars/126

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Appendices

Appendix 1: Inconsistent Brand Messages Social Media Platform Example

Twitter

Facebook

Instagram

Linkedin

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Appendix 2: Targeting the Wrong Audience

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Appendix 3: Examples of Content Shared

The Handy Guide Sponsor a Space Annual ShelterHer

Cocktail Party

Type Service Directory Donations Events Promotion

Target

Audience

Homeless Women in

Queensland

Young and old women

who has disposable

income.

Women interested in

networking and

donating.

Ideal Action “The Handy Guide for Homeless Women in Queensland has been developed to provide support services for women who are without shelter or at risk of becoming homeless. It provides vital services including emergency phone numbers, accommodation, food and welfare, health services, legal assistance, community and specialist services, employment, and facilities (The Lady Musgrave Trust, 2018).

Raise awareness about

homeless women and

children while informing

on how others can help

and donate.

Present a networking

opportunity for those

who are interested in

The Lady Musgrave

Trust to learn more

about its cause and

potentially become a

supporter who may

donate

Content https://thehandyguide.com/

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https://www.ladymusgravetrust.org.au/Sponsor-a-Space

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Appendix 4: Competitor Analysis Share the Dignity Anglicare Southern

Queensland Sheltered by Grace

Target Market Young and old women

Financial stable families

High net worth individuals

Religious families

Volunteers

Type of Competitor Direct Charity focusing on aiding women suffering from homelessness.

Indirect Charity focusing on aiding anyone from homelessness not just women.

Services Focuses on fundraisers run by volunteers.

Gains support through people donating sanitary items

Offers a monthly subscription service

Donation of any amount in the form of “Gifts”

Supportive accommodation for women and children

One off and monthly donations

Volunteering services

Promotional Strategies

Social Media: Facebook, Twitter, and Instagram

Social Media: Facebook, LinkedIn, Twitter, and Instagram

Social Media: Facebook and Twitter

Potential Strengths Strong and active social media presence with a lot of user engagement.

User friendly and updated website.

Many sponsors and support from well-known brands.

Has experience in other support services such as disability and old age.

Transformation stories can help inspire and attract new donors.

Potential Weaknesses No emergency contact details

Long and unappealing donation process

Low following on all social media platforms