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Scenario
Your small marketing consulting firm was recently hired by Costa’s Customs. Costa’s Customs is a clothing retail company considering a complete rebranding, as their current reputation is dated and no longer appealing to desired market segments. In the past, Costa’s Customs experimented with digital marketing initiatives but the campaign had been poorly thought out and poorly implemented. The previous campaign had very little engagement and was a failure that turned management off from online marketing channels completely. Costa’s Customs’ current marketing strategy ignores all forms of digital marketing. They’ve come to your company for advice and recommendations for improving their marketing efforts. Your administrator has put together some preliminary research on Costa’s Customs’ background for you to look over. Click on the link below and read through it in order to familiarize yourself with the business.
With the growing number of digital marketing campaigns in various states of development and implementation, you realize that you need to get a handle on how to analyze and report on the performance of each. After discussing this with your administrator, she has given you a spreadsheet from a paid search campaign on the Adwords platform and has asked you for a report analyzing this historical data. Your administrator has given data from the case company’s previous campaigns in the form of two Excel spreadsheets. One is a Google Adwords campaign. and the other is a Bing Ads campaign.You have been asked to create a report which includes the following:
- Introduce the importance of website analytics through an executive summary focused on how best to use Google Analytics to track metrics that align with Costa’s business goals.
- Analyze paid search campaign results in the supplied spreadsheet and summarize insights, optimization recommendations, and trend identification.
- Conclude your report.
- Why it is important to track digital marketing campaigns and ensuing website traffic for Costa’s using Google Analytics?
- What are some key metrics to track? How do you turn that data into actionable decisions?
All Combined Campaigns AdWords
Campaign
Ad Cost Mgmt. Fee
Total Cost
# of Call
Tracking
Calls # of Form Submissions
Date
Clicks
Impr.
CTR
Avg. CPC
Avg. Ad
Pos.
Total Conv.
Cost / Conv.
PPC Conv. Rate
10/22/2017
483
3996
8.84%
$9.71
1.12
$5,580.71
$837.11
$6,417.82
54
74
128
$50.14
26.50%
10/15/2017
487
3582
10.24%
$9.92
1.09
$4,926.74
$739.01
$5,665.75
57
91
148
$38.28
30.39%
10/8/2017
505
3502
11.02%
$7.36
1.09
$4,656.46
$698.47
$5,354.93
71
102
173
$30.95
34.26%
10/1/2017
472
3652
10.09%
$9.85
1.1
$4,335.90
$650.39
$4,986.29
70
98
168
$29.68
35.59%
9/24/2017
502
3826
11.40%
$8.78
1.05
$5,334.17
$800.13
$6,134.30
53
77
130
$47.19
25.90%
9/17/2017
477
3808
9.57%
$11.14
1.1
$4,761.77
$714.27
$5,476.04
49
100
149
$36.75
31.24%
9/10/2017
413
3257
10.90%
$8.44
1.14
$4,651.09
$697.66
$5,348.75
51
74
125
$42.79
30.27%
9/3/2017
353
3200
9.70%
$7.57
1.15
$3,682.48
$552.37
$4,234.85
36
76
112
$37.81
31.73%
8/27/2017
428
3351
9.70%
$7.92
1.11
$4,644.35
$696.65
$5,341.00
40
87
127
$42.06
29.67%
8/20/2017
435
3676
8.27%
$7.32
1.11
$4,536.03
$680.40
$5,216.43
42
81
123
$42.41
28.28%
8/13/2017
386
3640
8.68%
$7.70
1.08
$3,981.42
$597.21
$4,578.63
37
62
99
$46.25
25.65%
8/6/2017
418
3741
7.71%
$8.55
1.11
$4,454.93
$668.24
$5,123.17
39
84
123
$41.65
29.43%
7/30/2017
407
3824
9.11%
$9.32
1.12
$4,404.30
$660.65
$5,064.95
47
89
136
$37.24
33.42%
7/23/2017
415
3889
8.55%
$8.37
1.11
$4,914.72
$737.21
$5,651.93
42
95
137
$41.25
33.01%
7/16/2017
303
3280
8.01%
$7.96
1.11
$3,264.72
$489.71
$3,754.43
43
57
100
$37.54
33.00%
7/9/2017
353
3297
8.97%
$8.23
1.09
$4,007.41
$601.11
$4,608.52
41
56
97
$47.51
27.48%
7/2/2017
331
3208
9.93%
$8.97
1.13
$3,423.30
$513.50
$3,936.80
43
85
128
$30.76
38.67%
6/25/2017
366
2714
8.43%
$7.65
1.12
$4,021.46
$603.22
$4,624.68
48
74
122
$37.91
33.33%
6/18/2017
293
2885
8.89%
$8.24
1.14
$3,230.22
$484.53
$3,714.75
38
70
108
$34.40
36.86%
6/11/2017
288
2814
9.99%
$8.34
1.14
$3,175.92
$476.39
$3,652.31
49
35
84
$43.48
29.17%
5/21/2017
375
3130
9.51%
$7.70
1.15
$3,106.44
$465.97
$3,572.41
32
26
58
$61.59
15.47%
5/14/2017
375
3307
9.69%
$6.95
1.15
$3,241.00
$486.15
$3,727.15
36
13
49
$76.06
13.07%
5/7/2017
434
3448
10.37%
$7.04
1.14
$2,913.72
$437.06
$3,350.78
33
17
50
$67.02
11.52%
4/30/2017
561
4405
11.65%
$6.53
1.11
$3,999.31
$599.90
$4,599.21
61
14
75
$61.32
13.37%
4/23/2017
530
4376
8.39%
$6.10
1.13
$4,521.97
$678.30
$5,200.27
55
19
74
$70.27
13.96%
4/16/2017
427
4215
6.97%
$6.39
1.14
$3,416.55
$512.48
$3,929.03
43
16
59
$66.59
13.82%
4/9/2017
431
3948
8.55%
$7.40
1.13
$3,454.02
$518.10
$3,972.12
36
15
51
$77.88
11.83%
4/2/2017
394
3779
9.18%
$9.11
1.12
$4,077.55
$611.63
$4,689.18
26
11
37
$126.73
9.39%
3/27/2017
234
3548
9.48%
$9.64
1.12
$2,893.50
$434.03
$3,327.53
21
5
26
$127.98
11.11%
3/19/2017
242
3364
6.20%
$7.25
1.1
$3,148.14
$472.22
$3,620.36
25
11
36
$100.57
14.88%
3/12/2017
195
3451
4.35%
$9.24
1.08
$2,987.33
$448.10
$3,435.43
21
10
31
$110.82
15.90%
3/5/2017
166
3330
4.05%
$9.13
1.11
$2,878.62
$431.79
$3,310.41
21
9
30
$110.35
18.07%
2/26/2017
241
3754
6.41%
$9.81
1.11
$3,922.27
$588.34
$4,510.61
26
6
32
$140.96
13.28%
2/19/2017
210
3163
8.17%
$10.30
1.1
$3,277.32
$491.60
$3,768.92
19
6
25
$150.76
11.90%
Bing Ads Weekly Performance
Week Ending
10/22/2017
10/15/2017
10/8/2017
10/1/2017
9/24/2017
9/17/2017
9/10/2017
9/3/2017
8/27/2017
8/20/2017
8/13/2017
8/6/2017
7/30/2017
7/23/2017
7/16/2017
7/9/2017
7/2/2017
6/25/2017
6/18/2017
6/11/2017
6/5/2017
5/21/2017
5/14/2017
5/7/2017
4/30/2017
4/23/2017
4/16/2017
4/9/2017
4/2/2017
3/26/2017
3/19/2017
3/12/2017
3/5/2017
2/26/2017
2/19/2017
Clicks Impr.
CTR
Avg. CPC
97
1,804 5.38%
$11.32
193
3,334 5.79%
$6.44
194
3,470 5.59%
$8.19
130
2,060 6.31%
$9.94
94
1,658 5.67%
$10.32
121
1,775 6.82%
$11.32
137
3,263 4.20%
$10.53
129
3,399 3.80%
$9.68
115
2,629 4.41%
$12.47
124
2,055 6.03%
$11.07
117
2,180 5.37%
$10.18
113
1,990 5.68%
$10.54
146
3,681 3.97%
$12.24
143
3,156 4.53%
$8.65
139
2,468 5.59%
$9.06
138
2,447 5.64%
$10.54
151
3,658 4.13%
$13.59
113
2,639 4.28%
$11.64
105
2,137 4.91%
$8.83
128
2,582 4.96%
$8.30
156
3,097 5.04%
$10.44
96
2,980 3.22%
$11.42
89
2,624 3.78%
$8.43
101
3,191 3.17%
$12.47
87
2,798 3.11%
$10.94
85
1,185 7.70%
$10.06
74
1,003 7.38%
$10.28
76
754 10.80%
$9.00
72
753 9.56%
$10.16
58
811 7.15%
$7.39
43
1,115 3.86%
$10.11
73
1,502 4.86%
$8.93
63
1,990 3.17%
$12.40
73
1,856 3.93%
$11.61
54
922 5.86%
$11.42
Avg. Ad
Pos.
1.17
1.3
1.34
1.3
1.29
1.31
1.14
1.14
1.12
1.19
1.32
1.36
1.3
1.36
1.34
1.41
1.46
1.41
1.25
1.24
1.26
1.35
1.39
1.37
1.3
1.27
1.28
1.13
1.11
1.1
1.14
1.08
1.14
1.13
1.1
Ad Cost Campaign Mgmt. Fee Total Cost
$1,097.77
$164.67
$1,262.44
$1,243.22
$186.48
$1,429.70
$1,588.90
$238.34
$1,827.24
$1,292.54
$193.88
$1,486.42
$970.36
$145.55
$1,115.91
$1,369.79
$205.47
$1,575.26
$1,442.26
$216.34
$1,658.60
$1,248.27
$187.24
$1,435.51
$1,446.09
$216.91
$1,663.00
$1,373.26
$205.99
$1,579.25
$1,191.27
$178.69
$1,369.96
$1,190.75
$178.61
$1,369.36
$1,787.54
$268.13
$2,055.67
$1,236.87
$185.53
$1,422.40
$1,259.69
$188.95
$1,448.64
$1,453.93
$218.09
$1,672.02
$2,051.87
$307.78
$2,359.65
$1,315.61
$197.34
$1,512.95
$927.04
$139.06
$1,066.10
$1,062.86
$159.43
$1,222.29
$1,610.57
$241.59
$1,852.16
$1,096.08
$164.41
$1,260.49
$750.67
$112.60
$863.27
$1,286.59
$192.99
$1,479.58
$951.94
$142.79
$1,094.73
$854.72
$128.21
$982.93
$761.08
$114.16
$875.24
$684.18
$102.63
$786.81
$731.74
$109.76
$841.50
$428.87
$64.33
$493.20
$434.92
$65.24
$500.16
$652.20
$97.83
$750.03
$781.09
$117.16
$898.25
$847.66
$127.15
$974.81
$616.69
$92.50
$709.19
# of Call
Tracking
Calls # of Form Submissions
5
12
6
8
7
12
5
10
5
10
8
13
3
8
6
9
8
7
7
9
5
5
2
6
6
11
6
14
9
17
5
9
9
12
7
5
4
9
2
3
7
6
2
2
9
11
6
7
4
12
5
9
6
4
5
12
3
6
3
5
3
2
2
2
2
4
2
2
2
4
Total Conv.
17
14
19
15
15
21
11
15
15
16
10
8
17
20
26
14
21
12
13
5
13
4
20
13
16
14
10
17
9
8
5
4
6
4
6
Cost / Conv.
$74.26
$102.12
$96.17
$99.09
$74.39
$75.01
$150.78
$95.70
$110.87
$98.70
$137.00
$171.17
$120.92
$71.12
$55.72
$119.43
$112.36
$126.08
$82.01
$244.46
$142.47
$315.12
$43.16
$113.81
$68.42
$70.21
$87.52
$46.28
$93.50
$61.65
$100.03
$187.51
$149.71
$243.70
$118.20
PPC Conv. Rate
17.53%
7.25%
9.79%
11.54%
15.96%
17.36%
8.03%
11.63%
13.04%
12.90%
8.55%
7.08%
11.64%
13.99%
18.71%
10.14%
13.91%
10.62%
12.38%
3.91%
8.33%
4.17%
22.47%
12.87%
18.39%
16.47%
13.51%
22.37%
12.50%
13.79%
11.63%
5.48%
9.52%
5.48%
11.11%
Business: Costa’s Customs
Industry: Retail Clothing and Tailoring
Owners: Alberto and Sara Costa
Employees: 43
Management Staff: 10
History: Costa’s Customs is a medium to high-end tailoring and clothing shop established in 1968 by
husband and wife team Alberto and Sara Costa. The Costa family emigrated from Italy in the early 1900s
and brought their ancestral knowledge of clothing and tailoring with them. The business is family
oriented with three generations working in and around the facilities.
Originally, Costa’s was strictly a standard B2C tailoring shop. Customers would bring in articles of
clothing, get measured for alterations, and the Costa employees would then make customizations
specific to each person’s needs. In the early 2000s Costa’s expanded their offerings to include selling
name brand quality clothing lines. This made Costa’s Customs a one stop-shop by combining retail
clothing purchases and any alterations the customer might need. Shoppers could now come in, pick
something out, and immediately get measured for tailoring.
Current Status: Costa’s has two locations in the Chicagoland area. Their original shop is located about 10
minutes north of downtown Chicago. A second location was added five years ago and is situated 30
minutes outside of Chicago in the affluent western suburb of Oakbrook. They offer both men’s and
women’s attire ranging from professional dress to more upscale casual wear. Costa’s emphasizes quality
materials and precise fittings in an effort to put customers in to comfortable clothing that will last.
Common products available for purchase include suits, dress shirts, jeans, slacks, dresses, and coats.
Offerings are available in store or on a fully functioning website where products can be browsed,
measurements can be entered, and purchases can be made.
Costa’s is departmentalized in to a functional structure that breaks apart the tailoring and retail clothing
aspects of the company. Both departments have their own manager who then filter up to the store
manager. Each location has its own functional setup and each store manager reports up to owners
Alberto and Sara Costa. This allows for decentralized decision making and a narrow span of control.
Costa’s takes pride in listening to and rewarding their employees. They believe that developing and
retaining employees long-term will lead to better relationships with repeat customers and more
engaged workers.
Marketing Position: Costa’s positions themselves as a medium to high-end clothing retailer that sets
themselves apart through customer centric business practices. They strive to go above and beyond for
consumers both in their product offerings and a superior buying experience. The retail locations present
a cozy yet professional atmosphere with attentive employees that listen to customer needs. These
locations are a physical representation of what Costa’s embodies. Each store is tastefully decorated,
highlights the quality of their services, and provides amenities to present a certain level of comfort to
shoppers. Costa’s also has an established reputation within the surrounding communities due to their
history with the city of Chicago and their involvement with neighborhood outreach. This involvement
has created general goodwill towards the company and a recognition for the value they bring to the
area.
Target Market: Costa’s main target market has always been upper middle class business professionals
from ages 25 and up and from the Chicagoland area. These individuals include men and women of all
ethnicities who make upwards of $60,000/year. Costa customers are fashion forward, value outward
appearances, and feel at their best when they look their best. They also tend to lean towards high levels
of loyalty, enjoying feeling valued by a company, and are comfortable purchasing big ticket clothing
items.
Marketing Strategy: Marketing efforts at Costa’s have traditionally been focused on word of mouth
and the occasional ad spots in local media. The general idea would be to let the quality of the products
and satisfaction of customers speak for the business and generate demand. These strategies have been
met with success in the past but Costa’s average customer has slowly gotten older and older. This
presents a problem as Costa’s business model is based around developing longer standing relationships
with consumers that benefit from repeat business. Management has been exploring ways to reach out
to younger demographics in order to find new connections that will hopefully last. Recently they did
attempt a digital marketing campaign meant to filter consumers to both the new website and the
physical locations. It was expensive and had very mixed results. Some new customers were brought in to
the shop but not enough to justify the money put in to the campaign. Details on strategy, tactics, and
objectives of that previous campaign are featured in the following pages of this report.
Costa’s Digital Marketing Plan
Important: Below are the details provided by Costa’s on their previous attempt at a digital marketing
campaign. You will find information on the situation analysis, objectives, strategy, tactics, as well as past
analytics performance. Our research team has simplified the information to make analysis easier and to
focus on the more important data they collected and decisions that they made. This information will be
helpful in pinpointing Costa’s success and failures for digital marketing choices that will need to be made
going forward. It is worth nothing that the previous campaign was mostly considered a failure.
Situation Analysis
•
Strengths
o Company Culture: Costa’s actively considers the well-being, engagement, and
development of their employees. This has created a family atmosphere that is furthered
by the closeness of relationships between the staff. The company is flexible and
receptive to employee needs which has led to a wealth of benefits for the business.
o Staff Expertise: Employees at Costa’s maintain a high level of knowledge in both
fashion and properly tailoring articles of clothing. Much of what they do on the tailoring
side is above and beyond the average shop. The care and precision necessary to
properly tailor expensive materials sets them apart from the competition.
o Customer Centric Business Processes: Many of the processes at Costa’s are designed
with the end user in mind. Special care is put in to creating a company where customers
will feel comfortable, are understood, and catered to. Examples span from the
atmosphere at the physical locations to lenient customer service policies.
•
Weaknesses
o Retail Brand Selection: Costa’s has chosen and relies on very specific brands to supply
them with the clothing and accessories necessary to do business. Contracts and
agreements with these companies are generally fiercely negotiated often leaving Costa’s
on the losing end. At the same time, customers have come to expect specific brands in
Costa’s inventory. Because of this, Costa’s has avoided pivoting to new clothing lines
and companies.
o Existing Marketing Efforts: Costa’s tried and true marketing efforts have been
successful in the past but have not adapted to changing times. Not only do they rarely
look at what has become traditional media, but they have also avoided commitment to
o
any type of digital platform up until this point. This has led to an aging customer
segment and a company hungry for new customers.
Timely Tailoring Services: The tailors at Costa’s, being the industry experts that they
are, tend to be perfectionists when it comes to making alterations and getting clothing
out to customers. This need to get everything perfect can lead to a backlog of work,
which means customers that are being forced to wait longer than should be necessary.
It can also force Costa’s to suffer in terms of revenue and cash flow as customers won’t
leave clothing for tailoring business if the wait is too lengthy.
•
Opportunities
o Online Shopping: Growth in the online retail segment continues to grow as consumers
become more and more comfortable shopping online. While Costa’s does have most of
the infrastructure in place, this has not been an area where many sales are currently
coming from. The increase in mobile devices and instant access to the Internet ensures
that this trend isn’t going anywhere.
o Collaborations: It has become very common in fashion for shops like Costa’s to
collaborate with the companies that create the clothing in order to form an exclusive
line of items that’s only sold at the shop. Costa’s currently does not do this and has
never pursued it. On a more local level, Costa’s also does not have many existing
partnerships with other businesses in the surrounding areas. This is a missed
opportunity as Costa’s reputation is a strength that could be utilized.
o Consumer Segment Expansion: Costa’s has focused on the same customer for almost
the entirety of their existence. As the marketplace changes, so do the consumer
segments. There is potential opportunity in Costa’s looking to other target markets as
potential revenue streams.
•
Threats
o Volatile Fashion Trends: Fashion trends, in regards to style of clothing, cut, and even
materials, change quickly and often. Keeping up with these trends can prove both
difficult and costly. Societal ideas of what is currently in style could drastically impact
the stock on the retail side and the knowledge needed on the tailoring side.
o Evolving Competitive Market: There are no real barriers to entry in the tailoring and
clothing business. The ease of entry in to the clothing entry for new companies is high
and they easily and quickly start fighting with Costa’s for market share. All a business
o
initially needs is the segment knowledge and a small amount of infrastructure.
Competition tends to be fierce and abundant especially near the downtown location.
Economic Downturn: Costa’s has survived through many economic downturns over the
years. These dips in the economy are outside of our control and hit our bottom line
immediately. Expensive clothing is a luxury and one of the first things eliminated when
consumers have to tighten their budgets due to factors like unemployment and a loss of
discretionary income.
Objectives, Strategy, & Tactics
•
•
Objective: Grow online clothing sales by 50% within 6 months
o Strategy: Redesigning company website to make it more intuitive for consumers.
Although we don’t have research to back it up, we believe that customers are avoiding
purchasing online because the site’s capabilities and interface are dated. Improving
these areas of the site will help keep consumers there longer and make them more
likely to purchase.
▪ Tactic: Accomplishing this strategy can be done in a three-tiered approach. We
will first identify and interview local firms that make appealing looking websites.
We will then ask them for mockups and ideas on how the design can be
improved. Finally, management will choose which business to go forward with
for the final website implementation. This should ensure that we’re looking at a
variety of options and finding one that we think will closely represent our brand
image.
Objective: Increase website traffic by 100% within 18 months
o Strategy: Drastically increase funding to online marketing. It’s our belief that this
objective can easily be achieved simply through monetary means. Our online presence
up until this point has been nonexistent so spending more money, regardless of what
it’s on, will still be an effective use of funds.
▪ Tactic: Accomplishing this strategy starts with polling other businesses to see
which platforms they use. Based off of that information we will then select the
two most popular platforms and increase our budget in those areas by 200%.
Implementing bulk ads with standard messaging would finalize this tactic. Again,
this should be an easy objective to accomplish. The research and details do not
matter much and this seems to mostly be a budgeting issue.
Paid Search Campaign Bing Ads Performance
Paid Search Campaign All AdWords Performance
