Welcome to Online Marketing Services

Success in Busines is success in Online Marketing. To prosper in today’s modern internet-driven world, businesses need a online presence and marketing your products and services effectively requries a solid online marketing strategy.

At Onlinemarketing-services.co.uk we provide a range of SEO, PPC, Link Building and Online Marketing Services. If you are interested in obtaining a quote for a specific SEO or Online Marketing Service, please contact us at info@onlinemarketing-services.co.uk.

We  support fully white hat techniques in helping to design and implement a strategy to drive traffic to your website and to help convert traffic to sales at every step of the process, we have provided a range of introductory advice to several online marketing topics, these should help to point you in the right direction.

We guarantee very competitive prices to our range of online marketing services, which are:

• Designing and implementing Online Marketing Strategies
• Improving site conversion rates.
• Onsite SEO and Offsite SEO
• Natural Link Building Techniques
• PPC strategies
• Google Adsense Management and Implementation
• Online Branding and Exposure
• Social Networking techniques

We are a friendly, informal team that are committed to delivering results within budget and within a set deadline, contact us for a quote today.

 Experiential learning

 I believe that modules like Marketing Environments, Strategic Marketing and Marketing Consultancy have more of an effect in developing personal attitudes, perceptions and opinions of marketing in real life, than other syllabus based modules. In relation to my degree, I feel that these modules provide the practical knowledge necessary for a successful future career.

However, it is important to stress that experiential learning must be one of many forms of learning, since as developing individuals we need to be supplied with knowledge that we do not know and cannot realistically learn through experience such as, economic models, consumer behaviour and existing marketing theories and examples.

Experiential learning in my degree has allowed me to activity influence the outcome of projects, through active experimentation with my internal resources and the environmental forces. This is a critical process that develops an individual’s ability to judge situations, identify opportunities and threats and make a decision, which are essential abilities of any good marketer.

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 Peer Review

There are a number of advantages and disadvantages of the peer review process:

So was it effective? I think it is necessary, although not entirely effective. I appreciate that there is no way of preventing internal politics from affecting the peer review marks and so will always effect the accuracy of the peer review process. However, it may be possible to reduce the effect of these politics by providing a larger scoring scale, instead of the 3 part scoring scale for contributions to research, report and team working.

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Report Writing

The final report was created through the following process:

• Sections split between members – forwarded to team leader

• Various all day meetings with the entire team used to discuss the contents of the report sections. Team leader made skeleton notes of points to be included in the section.

• Final report was written up by a few team members, lead by the team leader – We thought it was important for the report to have continuity and coherence in style, language and structure, so we decided to leave the task of writing up the report to a few team members.

• However, this was by no means a one man effort. The content of the report incorporates sections from all group members with different specialist areas, although to ensure a consistent flow of written communication, the final proofing and editing had to be done by one person.

We decided that the report had to be concise, clear and contain “the meat” that was missing in our initial presentations. Throughout the report, there are various points of summary to clarify the material and ensure than the client fully understands the overall strategy.

We believe this is a very effective structure, as the report starts by setting the scene and defining the problem. Then the results and analysis of our substantial research is explained, followed by initial recommendations based on the research analysis. Then the overall strategy is outlined, followed by detail in all areas of the strategy and communications campaign.

Strategies and action plans that need to be undertaken by the client are summarised and final recommendations are made.

This is a very logical flow of material, and I believe that this structure allowed the team to fully understand the meaning of there work and how it fit into the final report, creating an environment for effective teamwork.

Leadership

In the first few months of this project, the group had functional leadership – (whose position is achieved by virtue of their expertise) – This was quickly accepted by the group as the most efficient means to start this project, with a clear leader to drive the work effort.

Peters and Austin (1986) identified a list of characteristics of a ‘leader’ and ‘non-leader’. Below are some of the relevant characteristics to this projects leadership:

• Cheerleader – Often said encouraging words during meetings

• Arrives early, stays late – correct in the majority of meetings.

• Decisive and Persistent

• Straightforward – To the point.

• High Commitment to the project

• Good communication skills

However, some of the leadership characteristics not present in the group leader where:

• Delegates whole important jobs – only in rare cases to those with special skills.

• Prefers discussion rather than written reports

• Gives honest, frequent feedback

• Has a high level of trust, tolerance and respect to team member’s opinions.

Initially, leadership was very important in establishing a group structure amongst ten unfamiliar individuals. The advantages of a clear leader at the beginning of this project, was that work was able to start quickly and a lot was achieved in the first few months. However, the disadvantages were that many group members did not fully understand the purpose of the work and how it fit into the overall structure of the module. A more integrated and informal start could have been less productive however it may have created a better understanding of the objectives and the meaning of work to be undertaken in the long-term.

The main role of the leader in this group was to:

• Gather updates from different group areas such as primary research team, secondary research team, creative team etc.

• Delegate new tasks between group members

• Head meetings and decide on group deadlines for work tasks.

Overall, this was not a ‘perfect’ leadership style as suggested through theory, however I believe it was very successful in regards to our team and the project.

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 Other Team Models

Initial Team structure

* Mechanistic approach

* Demarcation of function

* Poor x-functional communication

* Inward looking - closed to change

* A bureaucracy

Features: - Assigned roles, divided team, to increase productivity.

Advantages:

• Leadership focused – improved productivity

• Quicker decision making process

Disadvantages:

• One-way, downward communication, leading to confusion and difficulty in creating fluency between work from different team sections.

• Created ‘Clicks’ between group members

• Caused conflict based around some sub-groups claiming to do more work than others

• Conflict over work being dictated, power and authority.

Final team model

* Organic approach – Matrix Structure

* A predisposition to lateral as opposed to vertical communication

* Commitment to completing the project was seen as more important than individual differences.

* Emphasis on dynamism - moving the project forward.

Features: -

• Much more integrated

• Multiple directions of communication

• Removal of roles

• Improvement in morale and work ethic.

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 Team Working Process

The team working processes in the above table shows a shift towards a Integrated communication model, where all members understand the problem and are in positions to provide ideas for solutions.

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 Group size

The larger the group, the greater the range of expertise and quality between member, however the lesser the chance of equality and participation by all members. Larger groups also have a greater risk of splitting into sub-groups or ‘cliques’ which can create barriers between members of different cliques.

In relation to this group, having ten members mean that sub-grouping was inevitable, especially since we initially decided to split the group into MD, primary, secondary, creative, account manager teams. On reflection this was very productive although, this process fragmented the group effort too much leading to a lower level of understanding of the overall objectives, which hindered the development of integrated communication

Effective groups

McGregor lists various characteristics of effective groups. Those shown in red were absent from the group and those in green are ‘ineffective group characteristics’

As the above table shows, over the six month period there was a significant transformation in the group structure towards becoming a more effective team. However, initial conflicts were still present, although these were minimal and discussion was still dominated by one or two people, although I do not agree with McGregor that this is a ‘ineffective group characteristic’, if all members equally contribute to the conversation, it is much more time-consuming and less productive, as more time is spent discussing instead of forming plans for action.

Effective Team working

Group characteristics:

• Formal – constituted for a precise purpose.

• Collective identity – based on a combination of common circumstances and environmental factors (all students at Newcastle doing business degrees)

• Shared aims and objectives – To achieve a good mark, by successfully completing the project.

Tuckman (1965) outlines a 4 part process to effective team working, these are explained below with reference to this project:

Forming: Creation of team, familiarising personalities, strengths, capabilities, assessment of the group purpose, initial social norms and values and leader appointment.

• This process happened in September/October 2006 – Initial meetings.

Storming: First creative burst of the group, producing first document, mutual assessment of expertise and work process. This resulted in initial group disagreements and personality conflicts in relation to power and authority.

• Preparation for the Oral Presentation of Research Plans to Clients – Nov 2006.

• Initial conflict through limited sharing of responsibility in the Powerpoint presentation creation team leader took full control.

Norming: Establishing group norms and values. These are the underlying codes of conduct, to base assessment of performance activities and contributions.

• December 2006, in preparation for progress surgery’s the group learned from initial presentation and ‘normed’ group values over the following series of meetings.

Performing: Getting the work done and assessing performance. Attention given to group effectiveness and cohesion.

• Jan/Feb 2007 – After Semester 1 exams, the group reunited, conflicts reached a peak, resulting in a blowout, this was a very important event as after this moment the group could identify the problems and work towards solving them. Productivity significantly increased after this event and remained constant to the final presentation.

 Power, Influence and Authority

• Influence – is where a person, group or organisation changes the attitudes, values, behaviour priorities and activities of others.

• Power – is the capability to exercise influence in these ways

• Authority – is the legitimisation of the capability to exercise influence and the relationship by which this is exercised. – Source: Pettinger (2002)

Responsibility and accountability normally come with authority – In the formation of the final report I had the responsibility to solely complete the primary research section. This provided me with authority, through a source of knowledge and expertise in a given area (primary research). Throughout this project there was a variety of sources of power and influence that affected the group dynamic, some of these are listed below, with the appropriate level of relevance to the group dynamic:

Physical power – Low, no group members were particularly large or intimidating.

Expert power – Medium – some team members had more experience of marketing through industry placements, and since the project demanded this knowledge, the member gained power and influence amongst the group.

Referent power – Low – based on the degree of attractiveness of the person, no team member had any more power based solely on attractiveness.

Charismatic power – High – charisma is the effect of one personality on others, the ability to exert influence based force of personality, real life examples include; Richard Branson (Virgin) and Anita Roddick (Bodyshop). In the group, this type of power explains the gradual transformation of the team structure over the six month period as team member’s attitudes, perceptions and working relationships changed as we got more familiar with individuals personalities.

Resource power – High – the ability to influence others based on the command of resources. Since some groups members had particular abilities in areas such as research, interviewing skills and client communication, sections were divided based on these abilities.

Reward power – Medium – All team members, some more than others were aware of the rewards of a high standard of work, since this module had such as large contribution to the final degree mark. However, there was a minor rift between the members aiming for a 1^st class degree and those aiming for a 2.1, as the former would be motivated to complete work to the very best of their ability.

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