MBA631 Digital Marketing Strategy Report: Restaurant Hubert

This report presents a digital strategy and marketing audit of Restaurant Hubert, a French restaurant. It examines the restaurant's strategic objectives, including revenue generation, expense diversification, and market positioning through digital marketing. The analysis covers the key digital platforms used, such as the official website, social media, and third-party websites, and evaluates the content and its effectiveness in engaging customers. The report also assesses how the platforms work together and identifies any calls-to-action. The findings highlight the suitability of digital marketing for achieving the restaurant's goals, with recommendations for improvement. The report references relevant literature to support its arguments and conclusions, offering valuable insights into digital marketing practices for small businesses.

Running head: DIGITAL STRATEGY
Digital Marketing Business Strategy
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Introduction:................................................................................................................................3
Part 1. Identify the strategic objectives for the company in terms of their digital marketing
strategy. What is the company trying to accomplish with these efforts? What evidence did you
find to suggest these objectives? Is digital marketing actually suited to that strategy?...............4
Revenue generation:....................................................................................................................4
Diversification of expenses and losses so as generate high net profits:......................................4
Segmentation, targeting and positioning (STP):..............................................................................5
Suitability of the digital marketing to the aforementioned strategies:.........................................5
Part 2. Briefly identify the key digital platforms in which you believe the company is engaging
with customers.............................................................................................................................6
Official website:...............................................................................................................................6
Social media website:......................................................................................................................6
Third party website:.........................................................................................................................7
Part 3. Describe the kind of content, if any, the company is programming in each of its digital
platforms. If applicable, analyse the content and your experience engaging in each space.
Things to consider are: degree of engagement (i.e., 1:1 or broad publishing of content), brand
& message consistency, level of uniqueness, ability to solve problems/answer questions,
added-value, ease of use, etc........................................................................................................7
Part 4. Analyze how the various platforms are either working together or existing in silos:..........8

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Part 4. Comment, as relevant, on any direct calls-to-action/direct incentives on a digital
platform intended to drive sales of tickets, merchandise, or other revenue for the company:....9
Conclusion:......................................................................................................................................9
Strategic planning:.....................................................................................................................10
Training of employees:..............................................................................................................10
References:....................................................................................................................................11

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Introduction:
Digital marketing of products have opened new business opportunities for small
businesses. Langley and Leyshon (2017) opine that digital platforms bear several benefits for the
small scale companies. First of all, small businesses have limited resources compared to the
multinational companies. Hence they can mobilise limited resources to market their products.
This capability of mobilising sufficient resources towards advertisement of products limit the
access the small firms gain to customer bases which in turn results in generation of low profits.
Digital marketing enables small companies to market their products before a large base of
consumers which in turn boost revenue generation (Nylén and Holmström 2015). The small scale
companies in order to reap these advantages of digital platforms today use the platform
aggressively to advertise their products and attract customers. The aim of the paper would be
conducting a marketing audit of a small scale restaurant called Restaurant Hubert which is a
French restaurant based in Sydney (Restauranthubert.com. 2019). The restaurant is a small scale
firm which offers eatery services and event services. The restaurant markets its products through
its official website and also through online food delivery portals. The digital platform of the
restaurant enables it advertise its products namely, food, wine and event management as well
accept reservations which generates revenue. The sections which would follow would delve into
several aspects of the digital marketing of the restaurant.

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Part 1. Identify the strategic objectives for the company in terms of their digital marketing
strategy. What is the company trying to accomplish with these efforts? What evidence did
you find to suggest these objectives? Is digital marketing actually suited to that strategy?
The analysis of the digital platform of the Restaurant Hubert shows that the firm aims to
ensure achievement of certain strategic objectives by using its digital platform:
Revenue generation:
The first strategic aim which the Restaurant Hubert aims to achieve by using its official
website is revenue generation. This is evident from the fact that small companies are not able to
mobilise immense amount of capital to promote their goods and services (collectively known as
products). For example, multinational restaurant chains owing to their public limited company
status are able to raise immense amount of capital which they are able to inject into their
promotional mixes to attract an immense base of customers (Miller 2016). Small firms like the
Restaurant Hubert are not able to source this immense amount of capital to channelize towards
product advertising. Thus, in this case the digital platforms of these restaurants provide
information about their products which create demand in the market. This enables the restaurants
like Restaurant Hubert attract customers which in turn generate revenue.
Diversification of expenses and losses so as generate high net profits:
The second business objective which the Restaurant Hubert wants to achieve by digitally
marketing its goods (food products) and services (like event management services and in-house
services) is diversification of expenses and losses in order to generate high profits. Burns (2016)
in his work mentions that small business firms should always control their expenses in order to
ensure sufficient net profit. Rodrigues and Villasante (2016) narrows that context to small scale
restaurants to point out that these restaurants should aim to shorten their service provision

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processes to ensure maximum profit by incurring minimum expenses. It must be pointed out that
small sized restaurants have to bear immense costs to carry on their operations like procuring of
supplies, hiring of trained chefs and maintaining an appropriate ambience. It can also be pointed
out that small scale restaurants may not be able to generate sufficient profits or in other words
incur losses in the initial years. This means that digital marketing of its products may enable the
Restaurant Hubert to generate sufficient revenue so as to diversify its expenses and losses. This
would enable the firm to generate high net profits (Lynn and Brewster 2018). Thus, it is evident
that digital marketing strategy of the Restaurant Hubert would enable the company to generate
high net profits to diversify its expenses and losses.
Segmentation, targeting and positioning (STP):
The third objective which the digital marketing strategies of small scale companies aim to
achieve is segmentation, targeting and positioning of the firms profitably in the market. The
small scale firms in order to ensure that they are able to attract the appropriate segments of
customers so as to serve them and generate high revenue, have to market their products on the
digital platforms. Advertisement of products on the digital platforms enable the small firms
attract large numbers of consumers which they can target with their products (Raguseo, Neirotti
and Paolucci 2017). This attracting of appropriate bases of customers enable the small scale
firms to position themselves in the market profitably. Thus, it is evident from the discussion that
digital marketing strategy enables the firms to execute their respective STP strategically (Ryan
2016).
Suitability of the digital marketing to the aforementioned strategies:
The analysis of the aforementioned objectives show that digital marketing strategy can be
suitably applied to achieve them. The first objective which the Restaurant Hubert aims to ensure

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by using digital marketing strategies in generation of high revenue. This is because digital
marketing strategies like using of websites both own as well as third party enable the small scale
restaurant attract an immense consumer base which enables the firm to generate high revenue
(objective 1). However, it can also be pointed out that small scale restaurants have to incur
immense initial expenses (Ozili 2018). These restaurants may incur losses in the initial phase.
This means that digital marketing enables these firms with sufficient gross profit or revenue so as
to diversify their high expenses and losses in order to generate immense gross profits.
Part 2. Briefly identify the key digital platforms in which you believe the company is
engaging with customers.
The following are the digital platforms on which the Restaurant Hubert is present:
Official website:
The first form of digital presence which Restaurant Hubert enjoys is through its own
official website. The official website represents the restaurant before the external stakeholders
like the customers, suppliers and event management companies. The official website of the
restaurant provide complete information about the menu, events hosted at the restaurant and
career details. The detailed yet sophisticated presentation of the webpages enable the restaurant
create strong impression among the external stakeholders like customers both individual
customers and business customers (Stankovska, Josimovski and Edwards 2016). This would
enable the restaurant to attract more reservations which would generate more revenue. Moreover,
official website would enable the restaurant to attract more customers to its premises which
would generate more revenue.

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Social media website:
The second form of digital presence is social media presence. The Restaurant Hubert is
communicate with its customers on platforms of social media websites like Facebook and
Instagram (von Briel, Davidsson and Recker 2018). This enables the restaurant to communicate
with its customers on regular bas. The customers are able to post pictures of dining at the
restaurant. Similarly, the customers can post feedback about their customer service experience at
the restaurant which provides proof of the service and food quality of the restaurant. Positive
feedback enables the restaurant to attract more customers, thus generating more revenue.
Third party website:
The Restaurant Hubert enjoys a strong digital presence in the form of third party
websites. The restaurant enjoys presence on the website of online catering firms and travel
companies. These third party companies provide information about the restaurant on their
websites. This enables the restaurant attract new customers like tourists who view the third part
websites. Thus, it is evident that third party website presence enables the Restaurant Hubert
acquire new customers which enables it to boost its revenue generation (Chen, Jaw and Wu
2016).
Part 3. Describe the kind of content, if any, the company is programming in each of its
digital platforms. If applicable, analyse the content and your experience engaging in each
space. Things to consider are: degree of engagement (i.e., 1:1 or broad publishing of
content), brand & message consistency, level of uniqueness, ability to solve
problems/answer questions, added-value, ease of use, etc.
The content which is available on the official website of the Restaurant Hubert is
extremely informative and is capable of engaging the customers. However, it can be pointed out

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that the information available on the website as well as the features of the interface require to
undergo some changes in order to attract more customers. For example, as far as the brand and
message consistency is concerned, it can be pointed out that the restaurant needs to provide more
information about its business (Hagiu and Altman 2017). The information could include data
regarding average numbers of customers served daily and revenue generated during the previous
five years. Similarly, the website can provide more information about the leadership team. The
official website should enable the viewers gain information about the unique products of the
restaurants. It should also provide scope to visitors post their queries which the marketing team
would the restaurant would solve.
Part 4. Analyze how the various platforms are either working together or existing in silos:
The different social media platforms work together to contribute and strengthen the
digital presence of business organisations like the Restaurant Hubert. The first platform which
comes into consideration is the official websites of the firms owing them. The official websites
play a very important role in informing the visitors about the different attributes of the firm. For
example, the visitors of the official website of the Restaurant Hubert would be able to gain
information about the restaurant, its food products and its location (Karjaluoto, Ulkuniemi and
Mustonen 2015). The second group of digital platforms which come into the picture are the
social media platforms like the Twitter and Facebook. These platforms enable the restaurant to
communicate with customers on regular basis. The social media platforms like Youtube can be
used to spread information about the methods food products are prepared using videos. These
videos enable the Restaurant Hubert create a strong perception among the customers which in
turn enables it to attract more new customers (Kumar et al. 2016). The third type of digital
platform which the restaurant uses consist of websites owned by third party firms. These third

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party firms like travel websites and food blogs enable the restaurant attract new customers. It can
be pointed out that the links to each of these digital platforms are present on the others’
webpages. This clearly shows that the the digital portals act in a coordinated manner to boost the
revenue generation of the small scale firms like the Restaurant Hubert (Musa et al. 2016).
Part 4. Comment, as relevant, on any direct calls-to-action/direct incentives on a digital
platform intended to drive sales of tickets, merchandise, or other revenue for the company:
The Restaurant Hubert can incentivise the use of digital platforms to gain advantages like
sale of tickers, merchandise and ultimately boost the revenue generation. The digital platform
can allow the restaurant to advertise its food offerings and services before a larger base of
consumers. Thus, the digital platforms are capable of generating more business if used
strategically. Business organisations in order to attract more orders on the digital platforms
should encourage more people to visit their websites. For example, the Restaurant Hubert can
encourage more people to visit its website by giving offers like discounts on the first orders and
gift coupons (Sudhakar, Kattepogu and David 2017). The marketing department can also shell
out offers like providing gift vouchers to customers upon placing orders beyond a certain amount
of money. The gift vouchers would enable the customers enjoy discounts at specific retail chains
which would create value to them. This would enable the restaurant create value for the
customers. The receiving of more orders online would enable the restaurant to generate more
revenue (Moran and Muzellec 2017). This receiving of more orders would enable the restaurant
the manufacture more food products (finished goods). This would enable the restaurant mobilise
more raw materials towards manufacture of food products, thus resulting in maintenance lower
inventory costs and incurring lower inventory costs. This means that the restaurant would enjoy
higher profits by using digital platforms to generate business (Fink and Graf 2018).

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Conclusion:
The discussion above clearly points out the rising importance of digital platform in
generating business for business organisations including small scale business. The small scale
companies like the Restaurant Hubert can use digital platforms to promote their business and
attract customers. It is also clear that the digital platforms like the social media, the official
websites of the companies and third party website act in an integrated manner to attract more
customers. The small scale restaurants like Restaurant Hubert should incentivise usage of their
digital platforms. However, it is clear that small scale firms like the Restaurant Hubert should
align their respective digital marketing strategies with their business needs. The following are the
recommendations which can be placed before the management bodies of these small scale firms:
Strategic planning:
It can be recommended that the management of the small scale firms like the Restaurant
Hubert should form digital marketing plans strategically. The aim should be to spend minimum
amount towards implementation of the digital marketing strategies in such a way so as to gain
access to maximum possible customers. This would ensure that restaurants like Restaurant
Hubert are able to acquire maximum customers and generate high revenue. This would ensure
that digital marketing expenses are diversified over this immense revenue base to generate high
net profits, thus achieving the first two objectives.
Training of employees:
It can be recommended that the employees of the small scale restaurants like the
Restaurant Hubert are trained to use digital marketing channel to serve customers. These well
trained employees would enable these firm to position themselves as premium customer service

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providers in the market. This would enable these small scale firms to target appropriate customer
segments to generate high revenue, thus achieving the third objective.

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References:
Burns, P., 2016. Entrepreneurship and small business. Palgrave Macmillan Limited.
Chen, Y.Y.K., Jaw, Y.L. and Wu, B.L., 2016. Effect of digital transformation on organisational
performance of SMEs: Evidence from the Taiwanese textile industry’s web portal. Internet
Research, 26(1), pp.186-212.
Fink, H. and Graf, Y., 2018. Forecasting the Effects of In-Store Marketing on Conversion Rates
for Online Shops. Forecasting, 1(1), pp.70-89.
Hagiu, A. and Altman, E.J., 2017. Finding the platform in your product. Harvard Business
Review, 95(4), pp.94-100.\
Karjaluoto, H., Ulkuniemi, P. and Mustonen, N., 2015. The role of digital channels in industrial
marketing communications. Journal of Business & Industrial Marketing.
Kumar, A., Bezawada, R., Rishika, R., Janakiraman, R. and Kannan, P.K., 2016. From social to
sale: The effects of firm-generated content in social media on customer behavior. Journal of
Marketing, 80(1), pp.7-25.
Langley, P. and Leyshon, A., 2017. Platform capitalism: the intermediation and capitalisation of
digital economic circulation. Finance and society., 3(1), pp.11-31.
Lynn, M. and Brewster, Z.W., 2018. A within-restaurant analysis of changes in customer
satisfaction following the introduction of service inclusive pricing or automatic service
charges. International Journal of Hospitality Management, 70, pp.9-15.\
Miller, C., 2016. An Analysis of the International Expansion of Burger King.

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Moran, G. and Muzellec, L., 2017. eWOM credibility on social networking sites: A
framework. Journal of Marketing Communications, 23(2), pp.149-161.
Musa, H., Li, S.C.H., Abas, Z.A. and Mohamad, N., 2016. Adoption factor of mobile marketing:
the case of small medium enterprises in Malaysia. International Review of Management and
Marketing, 6(7S), pp.112-115.
Nylén, D. and Holmström, J., 2015. Digital innovation strategy: A framework for diagnosing and
improving digital product and service innovation. Business Horizons, 58(1), pp.57-67.
Ozili, P.K., 2018. Impact of digital finance on financial inclusion and stability. Borsa Istanbul
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Raguseo, E., Neirotti, P. and Paolucci, E., 2017. How small hotels can drive value their way in
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Sudhakar, B.D., Kattepogu, N. and David, A., 2017. Marketing Assistance and Digital Branding-
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