Digital Marketing: Unsuccessful Brand Strategy and Target Customers

This essay discusses Telestra's failed digital marketing strategy and target customers. It explores the brand's Facebook, Instagram, and Twitter pages. The target customers of Telestra are individuals who have access to phones, including business persons, school kids, and farm workers. The brand's digital marketing strategy failed due to a lack of skilled teams and improper knowledge. Telestra has increased its marketing investment on social media platforms such as Facebook, Instagram, and Twitter. The essay also provides insights into the demographics of Telestra's social media pages.

Running head: DIGITAL MARKETING
Digital Marketing
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Table of Contents
1. Explain of unsuccessful of brand in the digital marketing strategy.............................................2
2. Describe the target customer of the brand...................................................................................3
3. Facebook page.............................................................................................................................3
4. Instagram page.............................................................................................................................4
5. Twitter page.................................................................................................................................5
References........................................................................................................................................7

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1. Explain of unsuccessful of brand in the digital marketing strategy
Telestra brand gives some example of failed digital marketing strategy. The company is
largest communication organization builds and operates the telecommunication networks,
internet access, and pay for television, products and services. The company is undergoing a
change program in the digital marketing to become more customer focused in the market. The
company is paying for Google ads, Facebook ads to send traffic to the useless websites. The
website is failed to connect with visitor, therefore it is not able to build trust. It is failed to
communicate value of their services and products to the customers (Armstrong et al. 2015). The
website visitor goes back to Google to look for the competition. The company hired team with
improper skills as well as knowledge so that digital demands of customers are met.
The company is implemented digital marketing to deliver qualified leads; return on the
investment needs skilled teams with expertise. Supported by the new digital hub,
www.telestra.com and social tag, new content program are included of digital advertising,
multimedia articles and social media posts (Kingsnorth 2016). Telestra has increased the
marketing investment on the social media platforms such as Facebook, Instagram, and Twitter
over the years as latest campaign is more successful in the history of Telestra. The company
heads as digital first as the marketing dollars speed up precedent half mode point. Increasing of
the digital portion of budget means that Telestra is better at the cross selling of products and
services (Ryan 2016). The target market of network is running which will deliver great return of
investments.

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2. Describe the target customer of the brand
Telestra can target anyone those are using phones and access to the phones. The target
customers that the brand is appealed are business persons, farm workers, business, school kids
and farm workers those can afford phones such that each one is in the age group. The marketing
is changing to the age group as the younger generation is more tech savvy. The company is
paying attention to craft the digital marketing strategies by focused on the age, gender and
income (Baltes 2015). The company is not able to meet with speed, ease along with convenience
of the digital demands from the personal lives to modify the way they are working. The company
is not doing online to speed up process for doing the business internally; they need doing for the
customers. There is lack of strategy to the customer experiences will have an impact on digital
transformation (Patrutiu-Baltes 2016). The company does not have high level of cost to
implement digital marketing in the business functions. There are also lacks of technical staffs
those can implement of digital platforms, therefore the brand is not succeed to meet the needs of
target customers digitally. In order to meet with customer’s expectations, Telestra implements
three main social media platforms such as Facebook, Instagram and Twitter. The platforms can
enable development and management of the social media solutions (Kannan 2017). It can
provide capability to create social media websites as well as services with completed
functionality of the social media networks.
3. Facebook page
The Facebook page of Telestra shows images, three posts of their telecommunication
services so that the customers can aware of the products and services that they are offering to

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their target groups and customers those can afford mobile services. Before starting to implement
the Facebook page, the website is hub of the business and should look to be professional ad
showcase what Telestra offers to their customers. In the about section of the company, a
company website link is provided, function of the company and mission statement is provided. A
small tagline is provided for the company. Three posts are provided for the company based on
the telecom services such as 5G, Wi-Fi services are mentioned in the posts so that the customers
can know about the products and services. The Facebook page identifies the audience from total
number of likes of people. Demographics of Facebook page is looked by clicking on like tab to
get more information of people (Järvinen and Karjaluoto 2015). The page is implemented login
using Facebook. The Facebook page is consisted of timeline, about, photos, likes and posts.
Photos are also provided for the company from where the customers are more interested an
attractive to the Facebook page. An username associated with the page will allow the customers
to tag the business in posts plus comments.
4. Instagram page
This social media platform is used to promote the products and services of Telestra
among the target customers of the company. The Instagram page shows number of posts,
followers and following. Three posts are provided based on the business functions of Telestra
with options of like and download. Instagram hashtags are provided with purpose for the brands
as well as customers alike. The Telestra brand is smart about the approaches to the hashtags and
seems to be forced and alternative. From the page, it is known about the demographics profile of
target groups (Taiminen and Karjaluoto 2015). The hashtags are provided to get followers for the
brand so that their brand should become attractive to the customers. It has to be focused on

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community aspects and built real relations with the audiences. It has power to get the users
involved throughout branded along with user generated contents. Building of followers become
easier when there is promotion of followers and provide content they want. The three posts show
that it has ability to get the brand discovered. It will help to increase discoverability. A
subcategory is selected to help people find the page in the searches. The posts provide brief
statement of what the business does and how to help the customers. A casual tone is used in
Instagram even if the business is to be conservative. The contracts are also invited to follow
where the followers are provided the business social media authority. Once the Instagram is used
in the business, then there is a creation of stories to drive the customer engagements. The stories
are consisted of short photos based on the brand.
5. Twitter page
The timeline of Twitter shows ability to embed the collection of tweets on the website.
This is the page to bring the Twitter content as well as functionality of the web pages and
applications which will enable the audience to share the content plus follow the accounts of
Twitter (Järvinen and Karjaluoto 2015). The Tweet button is the social button of the website for
the visitors easier to share the content with the followers on the page. Follow button is the social
button enables the visitors to engage with the Twitter account of Telestra. The profile picture is
chosen which can visually represent the business and brand. It will fit the small space. The image
is not on the profile page, but it is the icon on each Tweet of the post. Event photos, featured
products, used of graphic with the text and highlighted the work and team. The image is swap for
spotlighting the promotions, products as well as events (Ryan 2016). An important tweet post is
provided at top of the timeline by means of pinning it there. More option is clicked on Tweet

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when the user wants to pin as well as select pin to the profile page. This feature is used to ensure
that the visitors to the profile is not missed the latest news.

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References
Armstrong, G., Kotler, P., Harker, M. and Brennan, R., 2015. Marketing: an introduction.
Baltes, L.P., 2015. Content marketing-the fundamental tool of digital marketing. Bulletin of the
Transilvania University of Brasov. Economic Sciences. Series V, 8(2), p.111.
Järvinen, J. and Karjaluoto, H., 2015. The use of Web analytics for digital marketing
performance measurement. Industrial Marketing Management, 50, pp.117-127.
Kannan, P.K., 2017. Digital marketing: A framework, review and research agenda. International
Journal of Research in Marketing, 34(1), pp.22-45.
Kingsnorth, S., 2016. Digital marketing strategy: an integrated approach to online marketing.
Kogan Page Publishers.
Patrutiu-Baltes, L., 2016. Inbound Marketing-the most important digital marketing
strategy. Bulletin of the Transilvania University of Brasov. Economic Sciences. Series V, 9(2),
p.61.
Ryan, D., 2016. Understanding digital marketing: marketing strategies for engaging the digital
generation. Kogan Page Publishers.
Taiminen, H.M. and Karjaluoto, H., 2015. The usage of digital marketing channels in
SMEs. Journal of Small Business and Enterprise Development, 22(4), pp.633-651.

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