Singapore Market Entry: Key Performance Indicators for Whiskey Brand

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Added on  2023/04/17

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This report outlines key performance indicators (KPIs) for a whiskey brand entering the Singaporean market, focusing on social media engagement, online competitions, and whiskey pairing dinners. The KPIs for social media include measuring the popularity of the brand's social media page through likes and tracking the conversion rate of social media participants to buyers, utilizing PowerBi to identify trends and reasons for increased engagement. For online competitions, such as counting the number of bottles, KPIs involve determining the inflow of active users and assessing customer loyalty through repeat participation, using Clear analytics for data representation and future forecasting. Regarding whiskey pairing dinners, the report suggests measuring the demand for whiskey in fine dining restaurants compared to domestic sources, identifying preferred flavors, and evaluating the impact of social media activities on demand using board software. The overall aim is to provide actionable insights for the whiskey brand to optimize its market entry strategy in Singapore.
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Running head: KEY PERFORMANCE INDICATORS

Key performance indicators
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1KEY PERFORMANCE INDICATORS
Activity: social media likes
Social media likes are important to consider due to the reason that it will help to identify
the popularity of the particular social media page of the whiskey brand. Thus, the more will be
the likes in the social media page, the more is the customer engagement and the more is the
popularity of the page among the target customers. It should be measured in identifying the
popularity of the whiskey brand prior to the entry in the Singaporean market (Morard, Stancu
and Jeannette 2013). The key performance indicator for this activity will be the determination of
the changes in the pattern of likes prior and after the implementation of the social media
activities. Thus, if the trend of likes gets increased after the implementation of the social media
activities, then it can be concluded as successful or vice versa. In this case, PowerBi will an
effective choice due to the reason that with the help of PowerBi, the trend of likes can be
identified (Kemper, Baars and Lasi 2013). For example, the certain period or festive season
when the likes are more or due to any new activities on the social media page. Thus, the exact
reasons of getting likes along with the time of getting the maximum likes can be identified with
this intelligence tool (Parmenter 2015). If it is identified that likes are getting higher just for
certain festive seasons then it can be concluded that the initiate social media activities are not
being able to attract the social media users and vice versa. The conversion rate of the customers
from social media participants to buyer will also be measured, which will help to identify the
sales rate.
Activity: online competition to count number of bottles
There are number of online competition being initiated by the brands in order to increase
the engagement of the customers in the page as well as enhancing the attractiveness. The
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2KEY PERFORMANCE INDICATORS
advantage of initiating competition over random post is that customer engagement gets more
in the online competition and interests of them also stays more due to the presence of gifts or
prizes. Initiation of the online competition in counting number of bottles will help the whiskey
brand in connecting with the target audience. In this case, the key performance indicator will be
the determination of inflow of active users during the competition. This will help to identify the
exact number of users being attracted by the competition and the extent to which they are
participating. Moreover, another key performance indicator will be the determination of
customer loyalty (Yin, Zhu and Kaynak 2015). This is due to the reason that it is important to
identify whether the users already participated in the competition for the first time are
participating further or not. If the participation of the users for more than 1 time is more, then it
can be concluded that the initiated activity is effective enough in engaging with the users or vice
versa. Clear analytics can be used in this case, which can help in having the graphical
representation of the data (Sangar and lahad 2013). Thus, the analysis process will get easier for
whiskey brand. In addition, with the help of the clear analytics, the prediction will also get more
effective. This will further help the whiskey brand in properly forecasting for the future course of
action. The number of winner from the competition ultimately buying the brand will be
identified to measure the sales probability and trend from initiating online competition.
Activity: whiskey pairing dinner
Customers having preferences for whiskey during dinner are one of the major revenue
generators for the whiskey brands and thus they should be targeted. In terms of the key
performance indicators, the recommended one will be the determination of demand of whiskey
in the fine dine restaurants as compared to the domestic sources. As the location for wine pairing
dinner is already chosen, thus the measurement will be on the basis of particular days and season
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3KEY PERFORMANCE INDICATORS
of maximization of the demand for whiskey with dinner. Moreover, the particular flavor being
more preferred by the customers with dinner will be measured and it will help in calculating the
potentiality of different types of whiskey getting paired with dinner (Bhatti, Awan and Razaq
2014). In this case, board software will be beneficial due to the reason that this tool will help to
measure the particular type or variants of whiskey getting more paired with dinner. This will help
the particular whiskey brand in introducing the most popular variant in extensive manner for this
customer segment (Elias, Aufaure and Bezerianos 2013). Moreover, this tool will also help in
getting the idea about the changes in the demand for whiskey during dinner time after and before
initiating certain social media activities.
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4KEY PERFORMANCE INDICATORS
Reference
Bhatti, M.I., Awan, H.M. and Razaq, Z., 2014. The key performance indicators (KPIs) and their
impact on overall organizational performance. Quality & Quantity, 48(6), pp.3127-3143.
Elias, M., Aufaure, M.A. and Bezerianos, A., 2013, September. Storytelling in visual analytics
tools for business intelligence. In IFIP Conference on Human-Computer Interaction (pp. 280-
297). Springer, Berlin, Heidelberg.
Kemper, H.G., Baars, H. and Lasi, H., 2013. An integrated business intelligence framework.
In Business Intelligence and Performance Management (pp. 13-26). Springer, London.
Morard, B., Stancu, A. and Jeannette, C., 2013. Time evolution analysis and forecast of key
performance indicators in a balanced scorecard. Global Journal of Business Research, 7(2), pp.9-
27.
Parmenter, D., 2015. Key performance indicators: developing, implementing, and using winning
KPIs. John Wiley & Sons.
Sangar, A.B. and Iahad, N.B.A., 2013. Critical factors that affect the success of business
intelligence systems (BIS) implementation in an organization. International Journal of Scientific
& Technology Research, 2(2), pp.176-180.
Yin, S., Zhu, X. and Kaynak, O., 2015. Improved PLS focused on key-performance-indicator-
related fault diagnosis. IEEE Transactions on Industrial Electronics, 62(3), pp.1651-1658.
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