Maersk Line Company Analysis
Maersk Line was effective in social networking sites because it utilized an effective strategy to reach its objectives. For example, the corporation viewed social media as an effective instrument for communicating and engaging with a more significant number of prospective clients (Katona & Sarvary, 2014). The corporation saw that more individuals than ever before were utilizing social media sites. The firm’s ability to see this potential contributed to its success. The company used tailored strategies for each social media channel. The organization chose and conveyed an ideal message to the envisioned stakeholders. For instance, the organization utilized LinkedIn to promote its business strategy. Facebook was created to connect clients and supporters from around the world. Maersk has been sharing all of its tales with its targeted shareholders, drawing more fans on social media (Katona & Sarvary, 2014). The corporation’s initial emphasis on its internal employees made it simpler to recruit additional employees. Additionally, the company desired to target its consumers and business partners. These strategies explain the social media success of Maersk Line.
The Reaction of Maersk’s Competitors to Its Social Media Success
Maersk Line’s adversaries may respond to the corporation’s achievement by embarking on prominent social media marketing of their own. Businesses are increasingly turning to contemporary technologies to sustain themselves in the marketplace and get a strategic edge (Li et al., 2021). Twitter, LinkedIn, Facebook, Instagram, YouTube, and even some of the newer frameworks like TikTok are all examples of social networking sites that allow businesses to communicate with and interact with consumers where they already spend their time. Entrepreneurs can successfully engage their target market if they have a robust social media approach and the capacity to develop compelling content (Li et al., 2021). As a result, their competitors will be forced to adopt the same techniques to sell their services without performing lengthy investigations or engaging technological specialists to develop the most successful social networking sites.
Consequently, their competitors will face increased competition due to Maersk’s effectiveness in e-commerce. There are a lot of firms that are quite successful in physical retail but bomb spectacularly online and in social media. The distinction is that shoppers pursue brands in traditional brick-and-mortar establishments, whereas, on media platforms, corporations are responsible for actively seeking out potential customers (Voorveld, 2019). Therefore, they will use whatever social media channel they are available in, leading to inconsistent posts and insufficient responses.
On the other hand, a lack of experienced individuals to handle their social media accounts could jeopardize competitors’ online campaigns to meet consumers’ expectations. This is because the execution process demands sufficient time for staff education and research. It will not take long for competitors to respond, and most of them will not be able to achieve their objectives because of poor implementation and preparation. In addition to earning subscribers and interactions, competitors will be confronted by contemporary consumers’ expectations. As corporations move into the metaverse, an increasing number of individuals are attracted to developing innovations, especially non-fungible cryptocurrencies, augmented reality, and virtual places. Millennials of shoppers anticipate utilizing technology in the future while engaging with brands. Individuals desire to associate with a firm that shares their beliefs. 71% of individuals believe organizational advocacy is vital, particularly regarding social and diversity-related problems. However, Maersk’s rivals will find it challenging to advocate for this, leaving the choice to their institution’s executives. Therefore, if Maersk’s competitors do not examine their identity and adopt a constructive attitude, they will likely become stagnant or out of date.
Maersk’s Promotional Decisions
Maersk needs to adapt to the ever-evolving marketplace by researching continuously to assess the shifting requirements of its clients and viewers. This is true notwithstanding the recent triumphs that Maersk has seen. The organization needs to use various platforms to appeal to a wide range of user demographics, including academic background, age, and ethnicity. Currently, the company targets commercial users, who make up most of its clients, mainly using LinkedIn as a principal venue. As a result, they typically cannot meet the requirements of other customers who like using different platforms. Even though social networking is an increased interaction and promotional medium, Maersk should modernize its websites to appeal to senior citizens. This is primarily because most people who use the internet were born before the rise of social media. It is more official to use a webpage, particularly while participating in business-to-business (B2B) transactions.
In the future, Maersk should do away with the Facebook measurements they use to evaluate their advertisements’ return on assets (ROI). The effectiveness of items published on social networking sites is being tracked using Google Analytics, which many companies presently utilize. The ability of Google Analytics to monitor how well videos, images, flash, and social media operate is one of the reasons why it is ideally suited for the environment of the future. On the other hand, this technology does not cost anything and may track more than ten million visits to a website every month. With the use of analytical instruments, the organization could determine which promotional platforms are most successful by assessing the responses of visitors and the number of website traffic.
Maersk should also consider utilizing Adobe Analytics, which is another helpful online analytics product for its marketing activities. It is an excellent tool for market research and enables stakeholders to determine which websites are the most beneficial based on the volume of online traffic and the total number of pages visited (Jarman et al., 2019). Using Adobe Analytics, Maersk will combine, compare, and interpret information taken from any technological point along the customer experience. The company will obtain the informative framework required to design superior client encounters by conducting in-depth analyses, utilizing diverse reporting methods, and utilizing predictive intelligence.
In addition, Adobe Analytics allows businesses to evaluate the effectiveness of their marketing activities by analyzing online information summaries. The solution delivers crucial information necessary for enhancing online marketing initiatives in areas such as customizing interactions, driving better ad expenditure, and monetizing content and programs (Jarman et al., 2019). It will offer Maersk a chance to improve advertising and consumer engagement tactics with each quantifiable activity that a consumer or prospect makes when engaging with the company. Adobe Analytics possesses a seemingly endless number of capabilities that, when combined, make it possible to gain significant information for Internet advertising. The following are some qualities that marketing professionals find to be the most valuable.
- Unrestricted real-time categorization: Build concise consumer segments utilizing an unlimited number of metrics and parameter configurations and analyses that can be contrasted to uncover new categories, analytics, and critical performance metrics to maximize the benefit of its digital visitors (Jarman et al., 2019).
- Integrated support for Microsoft Excel: Investigate the electronic information in a manner that is most appropriate for the company’s requirements. Excel can gather and mechanically analyze data and execute individualized analyses and representations.
- Performance of the campaign that has been optimized: Maersk may increase its ROI by evaluating the effectiveness of conversions from Adobe and third-party programs and concentrating marketing expenditure on the best pathways and initiatives functioning the best (Jarman et al., 2019).
References
Jarman, D., Smith, R., Gosney, G., Kampel, L., Leithner, M., Simos, D., Kacker, R., & Kuhn, R. (2019, April). Applying combinatorial testing to large-scale data processing at Adobe. In 2019 IEEE International Conference on Software Testing, Verification and Validation Workshops (pp. 190-193). IEEE.
Katona, Z., & Sarvary, M. (2014). Maersk line: B2B social media – “It’s communication, not marketing”. California Management Review, 56(3), 142-156. Web.
Li, F., Larimo, J., & Leonidou, L. C. (2021). Social media marketing strategy: Definition, conceptualization, taxonomy, validation, and future agenda. Journal of the Academy of Marketing Science, 49(1), 51-70. Web.
Voorveld, H. A. (2019). Brand communication in social media: A research agenda. Journal of Advertising, 48(1), 14-26. Web.
