BMM120 Social Selling and E-commerce – Gymshark Strategic Analysis For this assessment, you will produce a 3,000‑word (+/- 10%) individual report analysing the social selling and e‑commerce strategy of one pre‑selected
BMM120 Social Selling and E-commerce – Gymshark Strategic Analysis For this assessment, you will produce a 3,000‑word (+/- 10%) individual report analysing the social selling and e‑commerce strategy of one pre‑selected organisation and proposing an integrated improvement plan.
You must choose one of the following companies:
Gymshark PLouise Monday.com HelloFresh Vinted Mail Chimp No other companies may be selected for this assignment.
Your report should be based only on secondary data (e.g. company websites, social media channels, news articles, industry reports, reviews, academic and practitioner sources). You must not contact the company, access any internal or confidential data, or conduct primary research such as surveys or interviews.
Using your chosen company, you are required to:
Introduce the company and its digital sales context Briefly outline the organisation’s business model, target markets (B2B/B2C), key products/services, and the role of digital channels (website, social media, marketplaces, apps) in its selling approach. Conduct a current‑state audit of digital selling and e‑commerce Analyse the company’s website‑based e‑commerce or lead‑generation funnel, including UX, product/service presentation, trust signals, checkout/lead capture, and fulfilment or post‑purchase experience. Audit its social selling activity across key platforms (for example, Instagram, TikTok, Facebook, LinkedIn), focusing on how content, creators/influencers, calls‑to‑action, and links drive users towards conversion. Map the main customer journey stages and digital touchpoints, identifying key strengths, weaknesses, and gaps in the current approach. Critically evaluate relevant e‑commerce and digital selling trends (LO1) Identify and critically discuss current trends that are most relevant to your chosen company (e.g. social commerce, live shopping, AI‑driven personalisation, retail media, subscription models, influencer marketing, LinkedIn‑led social selling). Evaluate opportunities, risks, and strategic implications of these trends for the organisation, using up‑to‑date academic literature and high‑quality practitioner sources. Critically analyse website‑based e‑commerce (LO2) Demonstrate a critical understanding of how the company’s website supports conversion, trust, and customer experience. Diagnose key performance issues and opportunities relating to UX, navigation, product pages, messaging, payment, delivery/returns, and post‑purchase communication, supported by relevant theory and evidence. Critically appraise social selling techniques (LO3) Evaluate how effectively the organisation uses social platforms for selling, not just for awareness or engagement. Consider platform fit, audience behaviour, content–sales balance, social proof, relationship‑building, and conversion pathways (e.g. shoppable posts, link‑in‑bio journeys, demo/trial CTAs, live shopping). Distinguish clearly between activity/engagement metrics and genuine selling effectiveness. Develop strategic recommendations and an integrated plan (LO4) Propose a coherent, prioritised social selling and e‑commerce strategy for the next 12months. Show how your recommendations integrate website‑based e‑commerce, social selling, and other relevant channels (e.g. email/CRM, marketplaces, offline touchpoints) into an omnichannel plan. Outline a clear implementation logic (phasing, focus areas) and a suitable KPI framework, explaining what should be measured and why.
