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I am fortunate to have shared my journey of understanding how the Internet can be harnessed

for marketing with thousands of students and marketing professionals and I thank you for

sharing your experiences with me. I have also been fortunate to work with many e-marketing

and e-commerce specialists to support them and their organisations on their journeys. These

have been important in highlighting the success factors for digital marketing. So, thanks to Pip

Chesters and David Grant at 3M, Piers Dickinson at BP, Julian Brewer at Barclays, Sonia

Davidson at Bank of Scotland Corporate, Matt Dooley at HSBC, Eileen Pevreall and David

Hedges at CIPD, Martyn Etherington and Mike Rizzo at Tektronix, and fellow ‘e-consultants’,

Ashley Friedlein, Jim Sterne, Neil Mason, Danyl Bosomworth and Richard Coombes.

The authors would like to thank the team at Pearson Education in Harlow for their help in

the creation of this book, especially Rhian McKay who managed the book through the pro-

duction process.

As always, especial thanks go to my family for supporting me in the many hours, days and

weeks of writing.

Dave Chaffey

The publishers are grateful to the following for permission to reproduce copyright material:

Figures 1, 4.3, 4.22, 4.24 and 4.25 from Managing an E-commerce team. Integrating digital

marketing into your organization, author: Dave Chaffey, reprinted by permission of E-consul-

tancy.com Ltd. (E-consultancy 2005); Figure 1.1 screenshot from http://www.easyjet.com reprinted

by permission of easyJet Airline Company Ltd.; Figures 1.1, 1.2, 1.7, 1.8, 1.15, 2.3, 2.8, 2.24,

2.25, 2.26, 4.11, 4.13, 4.17, 4.18, 5.2, 5.3, 5.5, 5.6, 5.9, 6.14, 6.15, 7.5, 7.9, 7.11, 7.12, 8.15a,

8.15b, 8.21, 10.1a, 10.1c, 10.1d, 10.2, 10.4, 10.6, 10.7, 11.1, 11.2d, 11.3 and 11.4 screenshot

frames reprinted with permission from Microsoft Corporation; Table 1.1 reprinted from

EMarketing Excellence – at the Heart of EBusiness, 2ndEditionby P. R. Smith and D. Chaffey,

Copyright 2005, with permission from Elsevier (Smith, P. R. and Chaffey, D. 2005); Figure 1.2

screenshot from http://www.castrol.com reprinted by permission of Castrol Limited; Figure 1.7

screenshot from http://www.dubit.co.uk, © Dubit Limited 2006, reprinted by permission of Dubit

Limited; Figure 1.8 screenshot from http://www.northwestsupplies.co.uk reprinted by permission of

North West Supplies Ltd.; Figure 2.1 compiled from ABC Electronic, http://www.abce.org.uk,

reprinted by permission of ABC Electronic; Figure 2.2 reprinted by permission of Interactive

Media in Retail Group (IMRG); Table 2.4 from M. de Kare-Silver, EShock 2000. The Electronic

Shopping Revolution: Strategies for Retailers and Manufacturers, pub 2000, Macmillan, reproduced

with permission of Palgrave Macmillan (de Kare-Silver, M. 2000); Table 2.5 from Omnibus

Survey, Office for National Statistics, reproduced under the terms of the Click-Use Licence

(ONS 2005); Figure 2.6 from Deise et al. (2000) Executive’s Guide to E-business. From Tactics to

Strategy. Copyright © John Wiley & Sons, Inc. 2000. This material is used by permission of

John Wiley & Sons, Inc.; Table 2.6 from H. Menteth et al., Multi-channel experience consis-

tency: evidence from Lexus in Interactive Marketing, Vol. 6, Issue 4, 2005, reproduced with

permission of Palgrave Macmillan (Menteth, H. et al. 2005); Figure 2.8 screenshot from

http://www.screentrade.co.uk reprinted by permission of Lloyds TSB Group plc; Figure 2.15 data

from http://www.itu.int/ITU-D/ict/statistics/at_glance/Internet04.pdf reproduced with the

kind permission of ITU; Figure 2.16 from Mori Technology Tracker, January 1997 – September

2005, reprinted by permission of Market and Opinion Research (MORI); Figures 2.17, 5.7, 5.8

and 8.13 from Brand New World: AOL UK/Anne Molen (Cranfield School of

Management)/Henley Centre, 2004, reprinted by permission of AOL UK; Figure 2.18 from

Hitwise (www.hitwise.co.uk) reprinted by permission of Hitwise UK Ltd.; Figures 2.19 and

2.20 from e MORI Technology Tracker, reprinted by permission of Market and Opinion

Research (MORI); Figure 2.21, Table 11.2, Figures 11.6, 11.7, 11.8, and 11.9 from Business in

Acknowledgements

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