MKG203 - Digital Marketing Communication Plan Report for SCT Logistics

This report provides a comprehensive digital marketing communication plan for SCT Logistics, an Australian interstate transport organization. The report begins with an executive summary and introduction to SCT Logistics, including its history and operations. A key component is a thorough competitive analysis, evaluating the bargaining power of buyers and suppliers, threats of new entrants and substitute products, and rivalry among existing competitors. A detailed SWOT analysis highlights the company's strengths, weaknesses, opportunities, and threats. The report then addresses SCT Logistics' target marketing, branding, and positioning strategies, including an undifferentiated marketing approach. It proposes digital strategies, including owned, paid, and earned media, and offers specific recommendations for improvement. The report also outlines a digital marketing communication (DMC) mix plan, including social media management, advertising, and email marketing, along with strategies for monitoring, control, and asset management. Finally, the report concludes with a summary of key findings and recommendations for SCT Logistics to enhance its digital marketing efforts.

Running Head: Logistics 0
Digital Marketing Communication

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Executive Summary
This report was initiated to evaluate the digital marketing communication objective
and plan of the SCT Logistics, which is specialized in operating rail haulage, warehousing to
transporting activities from the year 1974. Additionally, it also discusses the competitive
analysis, SWOT analysis, targeting, as well as positioning strategies from a digital
perspective. The competitive analysis has been evaluated to assess the strength as well as
weakness of the competitor. The SWOT analysis is being executed to possibly influence the
success and profitability of the organization. In the following, an effort has been made to
discuss the branding and positioning strategies that can be used effectively in the
organization.

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Introduction
This report elaborates a brief discussion about SCT Logistics. It is covering the
company introduction, competitive analysis, and SWOT analysis. Additionally, it also
discusses the digital marketing objective and describes the company’s positioning, target
market, and positioning form a digital perspective. Apart from this, the discussion has also
been made on monitoring & control and mixed plan for SCT Logistics (Rojas & Flores,
2016). In the following, an effort has been made to offer any recommendation for these
strategies.
Introduction to the company
SCT Logistics is an Australian interstate transport organization, which was initiated
by Peter Smith in 1974. The organization operates in all Australian capitals involving
Sydney, Melbourne, Perth, Brisbane, Parkes, and Adelaide. It is stated that SCT offers
Australia’s most effective and independent freight services, which made SCT Logistics multi-
modal, national, and logistics organization. They are specializing in operating in the road as
well as rail haulage. The Australian rail network was being initiated to enable private
operator so that they can make full utilization of publicly retained railway track (Topan,
Eruguz, Ma, van der Heijden & Dekker, 2019).
Competitive analysis
Competitive analysis is a holistic framework that takes strategic decision by
identifying the existing competition.

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(Jurevicius, 2019)
Bargaining power of buyers
In the Logistics industry, low switching costs and minimum differentiation indicated a
lot of bargaining power of buyers. It is stated that manufacturing is becoming more and more
customized, which induces the consumers in SCT logistics. Currently, the customers expect
to attain their shipments faster with more transparency and flexibility at a lower price. It is
quite evident that buyers are the immediate consumers of the organizations as they are not
necessarily the end consumers. They have the power and recognition due to the reason of the
accessibility of a vast number of providers. But since they are not accumulated, their extents
are decreased to medium (Liu, Prajogo & Oke, 2016).
The threat of New Entrants
It is seen that the new entrants’ in SCT logistics brings innovation as it provides the
new way of carrying things and pressure on SCT logistics through reducing costs, delivering
new value, and lower pricing strategy to the consumers. Due to these sharing business
models, the organization suppliers and customers, which end up being the potential entrants
to the industry. These assets develop new start-ups that are utilized through innovative
technology to deliver interactive benchmarking of the existing rates and shipping cost.
Therefore, there is a necessity to SCT logistics of Australia to establish strategies and resolve
the hurdles to maintain competitive edge (Lee & Song, 2015).

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Bargaining Power of Suppliers
The suppliers have been very low bargaining power of suppliers over the SCT
logistics. It is stated that the suppliers who deliver forklift to cranes & trucks and lightweight
vehicles. Since these suppliers are found in abundance in the marketplace and they are
selected on their differentiated prices. Therefore, suppliers might enter into the market to
become the competitors and delivers services as per negotiation power and capacity. It is
stated that the reason behind increasing bargaining power of supplier is that there is a few
number of suppliers in the Australian logistics industry (Xiaoyan & Shichang, 2015).
Threats of Substitute Products
The threat of substitutes is low because the logistics industry is a developing industry
and it delivers a varied assortment of services at diverse prices ranges. It is stated that
Logistics range from the supply chain, warehousing to transporting. It is the only substitutes,
which is delivered for transportation with an additional cost attached to them. Therefore, the
consumers do not have an alternative option for the services delivered by the SCT logistics
(Kumar, Zhalnin, Kim & Beaulieu, 2017).
Rivalry among the Existing Competitors
The rivalry among the existing completion is extremely high and because of low
differentiation, the organizations are competing with their quality and prices of the services.
It is stated that intense rivalry makes it hard for opponents to enhance their market
profitability. The competition is very high in the logistics industry because of the presence of
globally renowned players. The competition is majorly depending upon the quality and price
of service. It is quite easy for individuals to switch for more convenient prices and low entry
barriers increase the rivalry in the industry (Laari, Töyli & Ojala, 2017).
SWOT analysis
Strength Weakness
 SCT logistics has strong financial
profits and position as it has strong
support of FedEx.
 SCT logistics has built expertise at
generating new markets and achieving
success as well as profitability.
 SCT logistics has maintained a huge
workforce across several geographical
extents resulted in mismanagement
impacting the brand presence.
 SCT logistics has a limited brand presence
as compared to dominant players in the

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 SCT logistics has developed the
automation of activities, which has
enabled the organization to scale down
depending upon the demand conditions
in the market.
 SCT logistics is progressively
implemented new projects and created
profitable returns by developing
revenue streams.
 SCT logistics has developed a varied
assortment of the network that can reach
potential market opportunities (Piecyk
& Björklund, 2015).
industry.
 SCT logistics also faced intense
competition from other players as well as
local post.
 SCT logistics need more investment in
innovative technologies to integrate the
processes across the board.
 It is quite evident that SCT logistics are
among the dominant organizations and
faced challenges in diversifying to other
segments (Awasthi & Baležentis, 2017).
Opportunities Threats
 SCT logistics has a strong presence in
several markets to deliver
comprehensive services.
 SCT logistics has initiated the demand
for warehousing and logistics services.
 They have enhanced the utilization of
logistics services such as consumers,
automotive, technology, industrial, and
retail.
 SCT logistics have maintained a
partnership with several other
organizations, which can be used for
expansion and growth (Gunasekaran,
Subramanian & Papadopoulos, 2017).
 SCT logistics is facing intense competition
with Linfox Company, APL logistics, and
DHL International.
 The company also deals with lawsuits in
several markets concerning product
standards in those markets.
 It is stated that the shortage of skilled
manpower in specific international market
depicts a continuous development for SCT
logistics in those markets (Marchet,
Melacini, Sassi & Tappia, 2017).

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Company’s target marketing, positioning, and branding
The SCT logistics will execute and conduct an undifferentiated marketing strategy to
influence the buying power of consumers at a reasonable cost and time. This approach can be
beneficial for the logistics industry as it focusses on the target market, branding, and
positioning in order to achieve the profits (Chu, Wang & Lado, 2016).
Target marketing
The SCT logistics is operating in the corporate sector and majorly concentrates on the
prospective as well as potential customers. They should also identify and fulfill the needs as
well as requirements of the customers. In developed economies, the corporate sector becomes
more active and vibrant (Kennedy & Guzmán, 2016).
Branding
The SCT logistics has initiated its diverse products and it has an effective position in
the industry. The diverse products can assist its clients for various purposes conveniently
while conducting warehousing, supply chain, and transporting activities. They have
effectively developed brand positioning as compared to other companies in this sector
(Prakash & Barua, 2017).
Positioning
The SCT logistics have utilizes prices based positioning strategies to target the
particular segment of the consumer with their effective services. Their main objective is to
utilize supply chain activities more rapidly rather than other activities (Lee, Kim, Seo &
Hight, 2015).
Digital strategy
The SCT logistics can take effort to utilize digital strategies for reducing the concern
in less time and cost. These strategies are listed below-
 Owned Media- The SCT logistics can implement this tool to enhance the products and
services effectively. It is quite evident that it can create more profitability and
goodwill by implementing content advertising such as mobile site and website of the
organization.
 Paid Media-The SCT logistics can attain the awareness associated with the processes
by implementing the paid design with placement. The sources, which can be accessed
by SCT logistics are YouTube, display, paid social, and pay per click.

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 Earned Media-The SCT logistics can implement earned media and social listening in
order to communicate directly with prospective customers (Vural & Tuna, 2016).
Recommendation
 They need to concentrate on rapidly changing growth and technology advent in the
logistics industry.
 They need to work collectively to support each other and assist the organization to be
competitive.
 They need to embrace some cooperative approaches, which can improve their
business activities (Salo, 2017).
Digital Marketing Communication SMART Objective
 The SCT logistics main objective is to develop customer engagement within 5 months
in order to generate a greater understanding of the social media channel.
 Their SMART objective is to make sure the protection of the suitable fare and
transported material is achieved in the next 3 years with the help of a digital platform.
Digital marketing communication Mix plan
The SCT logistics can execute a best and effective DMC mix plan due to develop a
close connection with the clients and assist them to generate positive feedback. SCT logistics
can utilize this tool so that they can effectively and efficiently understand the needs of the
customers.
 Social Media Management- It is stated that SCT logistics can take effective use of
social media management so that they can maintain the goodwill and brand image of
the organization. There is a social media channel which can be Instagram, Snapchat,
and Twitter.
 Advertising—It is stated that advertising can be done online by SCT logistics as this
can establish brand engagement and brand loyalty by securing the digital perspective.
 Email marketing- It is stated that E-mail marketing can be the best tool for the SCT
logistics so that they can make a healthy relationship with the customers and
contributes towards understanding the preferences of the products and demands of the
clients (Ardito, Petruzzelli, Panniello & Garavelli, 2019).

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Monitoring and Control
Gaining control and feedback strategy
It is stated that the SCT logistics can understand the needs and preferences of the
customers and implement the same strategy to accumulate the belief and convictions of the
consumers. They can also generate this strategy to attain control, which can be beneficial for
the company to create brand awareness.
Asset management
The SCT logistics can take effort to utilize the Asset management strategy so that they
can develop the inflow as well as the outflow of the cash. This approach can direct towards
the company so that they can invest money to maintain transportation and logistics activities.
Coordinate activities
The SCT logistics can review warehouse as well as other activities, which assist in the
control and monitoring the attainment of goals and objectives. It is stated that they can launch
a media campaign to develop the revenue projections and competitive edge so that they can
achieve future projections (Zheng, Sang, Zhong, Liu, Liu, Mubarok & Xu, 2018).
Conclusion
In conclusion, it is stated that the SCT logistics can execute the suitable prices in the
transportation and warehouse of the products. They need to adopt fair promotion for the
advertisement of the products as well as services. In the above, the discussion has also been
made on the competitive analysis, SWOT analysis, and company’s target market as well as
positioning in the market. In addition, it also discusses the mix plan as well as monitoring &
control of the market. It is stated that SCT logistics might establish digital marketing
objectives and generate the approach of the digital perspective of the organization. Hence, it
can be concluded that SCT logistics need to embrace several strategies to enhance monitoring
and control in order to evaluate the performance of the organization.

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References
Ardito, L., Petruzzelli, A. M., Panniello, U., & Garavelli, A. C. (2019). Towards Industry 4.0:
Mapping digital technologies for supply chain management-marketing
integration. Business Process Management Journal, 25(2), 323-346
Awasthi, A., & Baležentis, T. (2017). A hybrid approach based on BOCR and fuzzy
MULTIMOORA for logistics service provider selection. International Journal of
Logistics Systems and Management, 27(3), 261-282
Chu, Z., Wang, Q., & Lado, A. A. (2016). Customer orientation, relationship quality, and
performance: the third-party logistics provider’s perspective. The international
journal of logistics management, 27(3), 738-754
Gunasekaran, A., Subramanian, N., & Papadopoulos, T. (2017). Information technology for
competitive advantage within logistics and supply chains: A review. Transportation
Research Part E: Logistics and Transportation Review, 99, 14-33
Jurevicius, O. (2019). The 5 Powerful Forces that Impact your Profit. Retrieved from
https://www.strategicmanagementinsight.com/tools/porters-five-forces.html
Kennedy, E., & Guzmán, F. (2016). Co-creation of brand identities: consumer and industry
influence and motivations. Journal of Consumer Marketing, 33(5), 313-323
Kumar, I., Zhalnin, A., Kim, A., & Beaulieu, L. J. (2017). Transportation and logistics cluster
competitive advantages in the US regions: A cross-sectional and spatio-temporal
analysis. Research in Transportation Economics, 61, 25-36

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Laari, S., Töyli, J., & Ojala, L. (2017). Supply chain perspective on competitive strategies
and green supply chain management strategies. Journal of cleaner production, 141,
1303-1315
Lee, E. S., & Song, D. W. (2015). Competition and co-operation in maritime logistics
operations. In Handbook of Ocean Container Transport Logistics, 12, 477-496
Lee, Y. K., Kim, S. H., Seo, M. K., & Hight, S. K. (2015). Market orientation and business
performance: Evidence from franchising industry. International Journal of
Hospitality Management, 44, 28-37
Liu, Z., Prajogo, D., & Oke, A. (2016). Supply chain technologies: Linking adoption,
utilization, and performance. Journal of Supply Chain Management, 52(4), 22-41
Marchet, G., Melacini, M., Sassi, C., & Tappia, E. (2017). Assessing efficiency and
innovation in the 3PL industry: an empirical analysis. International Journal of
Logistics Research and Applications, 20(1), 53-72
Piecyk, M. I., & Björklund, M. (2015). Logistics service providers and corporate social
responsibility: sustainability reporting in the logistics industry. International Journal
of Physical Distribution & Logistics Management, 45(5), 459-485
Prakash, C., & Barua, M. K. (2017). Flexible modelling approach for evaluating reverse
logistics adoption barriers using fuzzy AHP and IRP framework. International
Journal of Operational Research, 30(2), 151-171
Rojas, A. R., & Flores, J. L. M. (2016). Logistics Geostrategy as a Decision Factor to Locate
a Multimodal Logistics Platform. In Handbook of Research on Managerial Strategies
for Achieving Optimal Performance in Industrial Processes, 21(4), 61-75
Salo, J. (2017). Social media research in the industrial marketing field: Review of literature
and future research directions. Industrial Marketing Management, 66, 115-129
Topan, E., Eruguz, A. S., Ma, W., van der Heijden, M. C., & Dekker, R. (2019). A Review of
Operational Spare Parts Service Logistics in Service Control Towers. European
Journal of Operational Research, 32(1), 333-345

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Vural, C. A., & Tuna, O. (2016). The prioritisation of service dimensions in logistics centres:
a fuzzy quality function deployment methodology. International Journal of Logistics
Research and Applications, 19(3), 159-180
Xiaoyan, W., & Shichang, L. (2015). Research on Incentive Mechanism in Logistics
Provider's Service Quality Improvement. In 2015 International Conference on
Intelligent Transportation, Big Data and Smart City, 53(6), 645-648
Zheng, P., Sang, Z., Zhong, R. Y., Liu, Y., Liu, C., Mubarok, K., & Xu, X. (2018). Smart
manufacturing systems for Industry 4.0: Conceptual framework, scenarios, and future
perspectives. Frontiers of Mechanical Engineering, 13(2), 137-150
Appendix 1: Website Redesign
It is stated that the website redesign can be done by implementing an integrated framework to
the homepage with certain variation in the structure. It has been shown the following
screenshots of the current web page, and they need some changes, which are
highlighted. The SCT logistics incorporates our people, improving our staff, careers,
and safety centre. It is quite evident that the SCT logistics can adopt several initiatives
to attract customer as well as logistics service provider and enhances success. They
can take customer complaints column with respect to recapitalize the success and
profitability.