G2 Group 6: Boost Juice Bars Singapore

boost1Originating from Australia, Boost Juice Bars is an international retail chain that has over 350 stores operating in 17 countries. Boost Juice Bars have managed to establish themselves as a healthy brand, taking pride in offering healthy and nutritious products to consumers. Boost Juice Bars Singapore (BoostSG) first started out in November 2006 and has now expanded to 12 stores here in Singapore. With their philosophy of “love life”, Boost targets young adults aged 15 to 35 who seek for a healthy alternative to fast food. They aim to influence ordinary people to become healthier by changing their eating habits and exercising more.

Upon research on recent consumerism trends, we discovered that healthy consumerism is on the rise. Healthy food categories experienced greater growth than indulgent food categories, shifting consumer preferences. In the Asia Pacific region, 71% of the people surveyed would change their diet to lose weight, 50% were cutting down on sugar, fats, and increasing natural, fresh products. 93% of people in Asia pacific were also willing to pay more for healthier choice, with 43% willing to pay premium for all-natural products.

Observing the word cloud hashtags on Synthesio, for both Twitter and Instagram, a common hashtag consumers have mentioned were “healthy”, and in their respective platforms, “#customerexperience”, “#resolutionsfor2016”, “#calories”, “#fitness” and “#diet”, showing how they appear to be established as a healthy choice. However, while Boost Juice Bars are established as a healthy brand, their current marketing strategies do not focus on portraying a healthy brand image. As such, they are not fully capitalizing on their strengths, that they are a healthy choice, and not fully leveraging on the rising healthy consumerism trend. Moreover, BoostSG’s social media accounts do not garner a wide social media following considering that they are an international brand. Their Facebook account has only received 14,403 likes, while their Instagram account has a measly 596 followers. Despite the small following, they are still unable to achieve good social media engagement, having little to no customer involvement over their social media platforms.

These aforementioned points led us to our research question. How can Boost Juice Bars Singapore align its current strategies to its healthy brand image by improving social media engagement? With this research question, we hope to: In the short run, increase brand awareness of BoostSG and its social media platforms, as well as to improve its social media engagement. And in the long run, manage consumers’ impression of BoostSG more effectively and create stronger brand association between BoostSG and a healthy lifestyle.

In order to achieve these objectives, we have come up with 3 strategies. The first strategy is a collaboration between Boost Juice Bars and The Smart Local over Facebook and YouTube. The second strategy, “Boost Yourself”, attempts to let consumers take charge of their own drinks by holding an Instagram contest whereby users can create their own original recipes and possibly featuring these drinks in BoostSG stores. The last strategy involves collaboration between BoostSG and The Yoga Co. and using SnapChat to share these collaboration events.

To find out more details about our strategies and the journey of how we are planning to execute them, do stay tune for our presentation in class. We can’t wait to share more with you then!

2 Workers dead, does SMRT care?

Recently, 2 workers died in an incident whilst at work on SMRT train tracks. While much discussion has been made regarding SMRT’s current safety measures, I am appalled by what I see in the following screenshot:

IMG_2016-03-23 18:00:31

It can be noted that this response on social media (Facebook) is considered within the realm of crisis communication, and what our minister has done is basically the technique of diminishing the severity of the incident, by diverting attention to good news, before offering his condolences. This, inevitably, led to responses such as this:

IMG_2016-03-23 18:00:36

In retrospect, it can be seen that leaders of many corporations (e.g. Shell) attempt to downplay the severity of an incident, but it always backfires. A more sincere, and possibly effective method would be to take up full responsibility instead. Although it may result in immediate losses (of reputation), but this is minimised, and the organisation will be also commended for taking up full responsibility and providing compensation.


What are your thoughts?

G1 – Group 9: Bata


Hey guys, here’s a summary of our research on Singapore’s most well-known shoe company, Bata.

If you think that Bata is a local and cheap neighbourhood brand, boy you are so wrong. In fact, Bata is a large, global footwear manufacturer and retailer present in 90 countries and headquartered in Switzerland. So, before you think of Bata as a “Buy and Throw Away” brand, think about all that effort injected into these European styled shoes.

Noting that Singaporeans have a generally negative impression of the Bata brand, we decided to analyse Bata Singapore and attempt to come up with suggestions that can help improve its social media marketing efforts, which are currently weak and ineffective.

Despite Bata being a brand that targets various segments in the market, we feel that Bata can start off by focusing on a particular target audience when establishing a foothold on social media. Since Bata is particularly strong in its product offering for young children, with its Bubblegummers diffusion line and iconic white canvas school shoes, our proposed strategies aim to target the primary purchasers of children footwear. Through primary and secondary research, we uncovered that this group of primary purchasers are young mothers, aged below 40 with one or more children.

Research on young mothers provided us with the following findings:


With the selection and understanding of our target audience, we came up with the following objectives:

  1. Assist Bata in increasing its following by young mothers on social media platform
  2. Create engagement opportunities for young mothers on Bata’s social media platforms
  3. Establish brand trust among young mothers in the Bata brand

Hence, to meet our objectives, we propose that Bata ramps up its social media efforts with the key message of being a brand for families, promoting togetherness and positioning itself as a dependable partner in consumers’ family life. This underlying message connects the proposed strategies, which fall under a newly introduced theme titled Bata Families.

Our suggested strategies will be specific to each platform, by concentrating on three social media platforms:

  1. Facebook: #batafamilies discount promotion to inform and attract
  2. Instagram: #batafamilies contest and pass-it-along strategy to encourage sharing and interaction
  3. Bata Mobile Application: user forums, loyalty points and featured bloggers

To conclude, our research aims to assist Bata in building up their social media presence by targeting the young mothers in Singapore. We believe that with our suggestions, Bata can utilise the power of social media and realise its underdeveloped potential to be young mothers’ preferred footwear brand for their children.

We look forward to sharing more about our project with you!

Group members:
Crystal Soh, Nguyen Son Nam, Tan Mei Yu Irina, Tran Que Hien and Yew Shu Hui Amanda

G1 Group 3 A Better Florist

Hello everyone! My group (G3) and I will be presenting on A Better Florist, and here’s an overview to get you excited!

A Better Florist is a Singapore-based self-funded flower e-Commerce startup founded by ex-Googler, Steve Feiner in May 2015. Steve saw an chance to disrupt the booming online floral retail industry, that was cluttered with exorbitant prices, stale products, and a dizzying array of boutiques and arrangement, and he took it. A Better Florist thus aims to differentiate itself with the unique value proposition of “giving and receiving flowers as a simple, affordable and beautiful experience”.

Considering that A Better Florist was founded less than a year ago, our group thinks that its accumulation of a relatively strong following on its Instagram and Facebook accounts are commendable. However, we have identified a lack of community engagement, reflected by infrequent updates and similarity in content to competitors’. As A Better Florist is in the business of selling products with strong emotional values, we believe that community engagement is a key success driver that will allow them to tighten relationship with existing customers and reach out to new segments. Through our surveys conducted, we were able to further assess behaviours and preferences of the target customer segment.

Based on results from our primary and secondary research, we have come up with 3 main objectives we aim to achieve with our recommended strategies:

  1. Improve A Better Florist’s brand awareness
  2. Provide A Better Florist and its customers with an effective feedback loop
  3. Increase the retailer’s social media following.

Our group also came up with a few long-term strategies  around the theme of “Happiness Guaranteed”, namely:

  • To restructure their usage of social media platforms;
  • “Share Your Story” initiative
  • Developing an effective feedback channel

For the restructuring of their usage of social media platforms, we would like to provide A Better Florist of a brief guideline of the main content of each individual platform to ensure that they are utilised effectively. As for the “Share Your Story” initiative, we would like to introduce an on-going video initiative where potential customers who have special occasions coming up will be invited to share their personal stories with the appeal of a possible free bouquet and filming of their special moments through blasts on all their social media platforms. A Better Florist will be selecting a story once every two weeks, working closely with the chosen participant to plan out their course of action before the actual execution of the surprise plan. An edited video will be subsequently uploaded to YouTube and shared on A Better Florist’s social media platform including Facebook, Instagram and Twitter. However, while it’s an ongoing campaign, the frequency can be decreased after we get the initial impact so as not too tire out the audience.

Here’s a sneak peek of our proposed initiative shoutout:


Finally, for the development of a more effective feedback channel, customers will be guided to their “Talk To Us” page on their website to leave any feedback that they may have, in the delivery confirmation email after purchases. This is to ensure a centralised link between A Better Florist and its customers. Upon collating and reviewing the feedback, customers with positive reviews will be contacted and offered a discount off their next purchase while negative feedback will be addressed privately and immediately.

In conclusion, we believe that A Better Florist has the potential to achieve beyond what they have now and we hope that by magnifying the emotional aspect of their products, we will be able to successfully create an engaged community and consequently evoke top-of-mind recall of its brand when its target segment is making a purchase decision on flowers.

To learn more about our ideas, please look forward to our presentation in class! 🙂

Francesca, Sandra, Annabella, Dorab, Melissa


G2 – Group 5: The Book Café


Hi everyone!

Our group’s target company will be The Book Café, a quaint little café situated conveniently in the heart of Singapore. It prides itself on its large selection of books that customers are free to browse, while enjoying a nice cup of handcrafted coffee in a relaxing ambience suited for customers to unwind in after a long day.

From our research, we have found that The Book Café has great potential to utilise its social media platforms for outreach. At present, they have very few followers and likes on both their Facebook and Instagram pages. Their website is also lacking, with a visually-unappealing interface and outdated content (their last update was Christmas 2013!). Moreover, their website does not provide any platform for interaction between customers or with the café (eg. lack of a forum or a discussion board).

Through our observations, we have identified 3 main selling points that The Book Café can capitalise on to draw new customers, namely:

  • The variety of reading material available to customers
  • A nice relaxing ambience with unique aesthetics
  • Provision of a great place to study and eat

From there, we came up with objectives for the Café, namely:

  • Short term: To increase their social media reach and brand awareness
  • Long term: To develop a sense of brand loyalty towards The Book Café

Given the Café’s selling points and the objectives that were decided upon, we propose the following strategies, which target specific audiences:

  • Strategy 1: Targets young working adults (aged between 25 and 34 years old) that are book fanatics and café-lovers
    • #1 – Posting daily inspirational quotes
    • #2 – #bookedthatquote campaign
  • Strategy 2: Targets tourists/travellers visiting Singapore
    • #1 – Impression management
    • #2 – #PeekaBook campaign
  • Strategy 3: Targets youths (aged between 15 and 25 years old) who enjoy café-hopping
    • #1 – Monthly themed Instagram contest
    • #2 – #readbetweenthelines promotion

We will be sharing more about our strategies during the presentation, so see you in class!


Darren Chong, Leong Jia Qin, Loh Jia Wei, Melvin Toh, Tan Wan Ting

Picture credits: http://www.cravingsandwanderlust.com/2011/07/book-cafe-robertson-quay-singapore.html

G2 Group 8 – Under Armour (Project Summary)

Greeting fellow classmates,

Our group is doing a research on Under Armour.

So far, UA has five stores and concessions in Singapore, three in the Philippines and three in Malaysia. Despite the outstanding reputation UA has in North America, we felt that there were many rooms of improvement for UA to build upon their social media strategies to refine their branding in Singapore.

Currently, UA is strong in their branding in North America by being very engaged through storytelling and getting their consumers to talk about the brand online. However, in Singapore, there were very limited effort done to engage with their consumers here. Despite having 5 stores in Singapore, many are still very unsure of what the brand is all about. Worse, the small number of followers on Instagram and Facebook makes it even harder for it-savvy consumers to learn more about the brand.

Thus, we came up with three important objectives:

  1. To develop brand community in Singapore
  2. To increase UA Singapore social media followers
  3. To enhance brand perception of UA in Singapore

We want to deliver this whole notion about how hard work pays off at the end of the day in order to achieve their goals. Using UA’s underdog strategy, we also want to align our message strategy with their current one. We aimed to attract women, Singaporeans who are more price sensitive and low brand loyal consumers whose main criteria when it comes to buying sportswear is the high performance and quality that UA can provide.

We came up with long and short term strategies. For long term strategy, we would like to host a yearly obstacle course race whereby UA is the main sponsor for the shirts and collaterals. We would use facebook to provide details of the race and mobile application to help runners to keep track of their runs. Not only that, we would use Instagram to encourage participants to upload their photos and tag UA Singapore page to garner more followers and traffic into the page.

As for short term strategy, we would create an online Instagram photo contest whereby dedicated and loyal customers can upload their best photos when they are wearing UA clothes or accessories. This is to engage more with the consumers and recognise their loyal consumers. Another suggestion would be to collaborate with famous local athletes to be the brand ambassadors so that they would help UA to build a community of UA fans on Instagram.

All in all, we believe that UA has a great potential to be one of the famous sportswear in Singapore, due to its high performance quality and the meaning that is labelled to the brand. With the rising lifestyle of going to the gym and being more fit, UA can tap on these people to build a strong and loyal community in Singapore.

We hope you will look forward to our presentation to know more about what we have found from the research that we have done on Under Armour. 🙂

G1 Group 6: SMRT


Hi everyone! I am Zoe from G1, and my group and I will be presenting on SMRT.

We all know that SMRT is an important public transport operator in Singapore, and that more commuters are relying on trains with the enhancement of its railway systems, it is of upmost importance that SMRT builds a strong corporate communications strategy to increase its reputation and brand value. This is especially since SMRT’s current efforts seem inadequate to effectively manage the negative sentiments of its commuters. As such, our group has looked into SMRT’s current social media strategies to identify and suggest social media strategies for SMRT to adopt.

SMRT is currently active on 4 social media platforms: Facebook, Twitter, its mobile application and a company blog.

We found that SMRT did well in communicating on its corporate blog with a small but loyal group of readers who are interested in the technicalities of train faults. However, synthesio’s social listening and our survey that measured the effectiveness of SMRT’s social media usage showed us that SMRT has room for improvements in its other social media platforms.

Guided by our primary and secondary research, we have come up with a list of objectives that SMRT’s future strategies should fulfil. They are to:

  • Reduce public displeasure regarding breakdowns,
  • Improve public perceptions and opinions of SMRT and improve company image and,
  • Strengthen brand identity through differentiation between SBS and SMRT.

We have also come up with a list of solutions to meet the objectives above. These include increasing public awareness of SMRT’s Facebook page and feedback application, using humour on Facebook, Twitter and SMRT’s future Instagram page to reduce public displeasure, announcing SMRT’s CSR efforts on Facebook to create awareness and engagement and ultimately improve public perceptions of SMRT, and lastly, differentiating SMRT from SBS by improving its existing mobile application.

In conclusion, we hope that our strategies provide SMRT with solutions to increase its brand reputation and public perception. We hope you’re excited about our project and see you in class!

Group members: Daniel Chia, Claudia Koh, Zoe Toh, Hiroshi Kondo, Teryne Ichige

G1: Group 2 – Bone Marrow Donation Programme (BMDP)

Screen Shot 2016-03-23 at 5.11.00 PM

Hello everyone! We are Group 2 and we have chosen the Bone Marrow Donation Programme (BMDP) in Singapore as our organization.

But first, what is BMDP?

Well, BMDP is a non-profit organization that builds and manages Singapore’s sole registery of volunteer bone marrow donors. In addition to gathering potential donors and identifying each donor’s bone marrow, BMDP also works alongside a network of organizations to help match each patient with terminal blood-related diseases with their  potential match.

Each day 6 people are diagnosed with blood-related diseases.

Trust us, we were surprised too! With at least 50 patients waiting to find a matching donor, bone marrow transplants could be their only hope for survival. However, despite the slowly growing donor pool, the chances of finding a donor with a matching DNA profile is 1 in 20,000.

Due to previous misconceptions about the difficulty, pain, and inconvenience of the donation procedure, many individuals are reluctant to join the donor pool. For example, the misinformation about the ineligibility of donors from certain ethnic or religious groups as well as the supposed requirement that the donor and recipient must be from the same background continues to prevent many individuals from donating.

Fortunately, the procedure for bone marrow extraction has significantly advanced to the point where it is comparable to an extended blood donation. Therefore, individuals from all backgrounds in between the ages of 17 and 49 are now able to heroically give patients a second chance at life.

Great! So why isn’t everyone running to sign up for bone marrow donations?

Recently, BMDP has set a goal to increase its donor pool by 50,000 donors within the next three years. However, one of the major struggles that BMDP faces is tackling the misinformations we have previously mentioned. Therefore, through our research, we created a framework for BMDP’s target audience to help BMDP solve this problem.

Viewers -> Empathizers -> Doers

  • Viewers:
    • People who have a neutral perspective of BMDP and are aware of the cause
  • Empathizers:
    • People who have a positive perspective of BMDP and actively share information about the cause
  • Doers:
    • People who have a positive perspective of BMDP and donate to the cause through bone marrow donations or monetary means

In addition, we created a breakdown objectives to achieve BMDP’s goal of 50,000 donors.

  • Objective 1:
    • To improve the perception of bone marrow donation amongst the general public
  • Objective 2:
    • To build a cause community that actively shares and spreads the word
  • Objective 3:
    • To increase the sustainability of donations and strength volunteer networks

With our target audience and our objectives in mind, we created an integrated social media campaign to compliment BMDP’s current offline donor drives and road shows.

Testing, testing. One, two, three!

For our social media campaign, we have created three different strategies that will we would like to briefly share with you below.

  • Fill Up A Life
    • For this strategy, we will challenge the public to help us fill up a room with 20,000 balloons. With each balloon being inflated as a result of either a $5 donation or 1 cheek swab, the final collection of balloons will symbolize the difficulty for patients to find the 1 in 20,000 match.
  • SnapMatch
    • By leveraging Snapchat’s instantaneous nature, creating a BMDP Snapchat account will allow BMDP to reach its younger target audience by sending immediate updates as well as educational, step-by-step views of the bone marrow donation procedure. In addition, BMDP can also use Snapchat’s features such as Face-Swap to create interactive activities at its offline events.
  • Matcha Matcha
    • With the creation of a mobile app, BMDP will provide a platform to address its volunteers, speak to BMDP followers, and inform individuals with FAQs and infographics. Furthermore, by featuring a flip the card game that simulates the stress that comes with finding a match within a short period of time, we hope that individuals will also be able to have a sense of what patients have to go through on a daily basis.

Sounds too good to be true!

Of course! However, there are always limitations to each social media strategy. For our strategies, some limitations include the growing trend of “slacktivism” where youths have been found to feel empathetic, but refrain from acting upon those emotions. This trend can reduce the effectiveness of our strategies if most of BMDP’s target audience remains as “viewers” and “empathisers” instead of making the transition to “doers.”

At the same time, through several case studies, we have found that this problem can be solved by integrating exciting, interactive, and engaging content in order to encourage BMDP’s followers to take action.

All in all, it is very important to realize that the desire and decision to donate lies within the intrinsic motivation and beliefs of the individual. Therefore, through our proposed strategies, we hope to help BMDP in its educational, outreach, and engagement efforts. As a result, we hope that the public will not only be able to notice BMDP’s impact on the lives of others, but will also take the initiative to become the key to survival of another individual.

How can I help?

We are glad to hear that you are interested in BMDP’s cause to help patients with terminal blood-related diseases. To help out, visit any of the links below to receive updates on BMDP’s next events and donor drives.

G2 Häagen-Dazs


Morning everyone, here’s a short overview to our group’s project on Häagen-Dazs (Singapore)!

Since its inception in Singapore in 1983, Häagen-Dazs has become one of the leading super-premium ice cream brands in Singapore. The brand has immersed Singaporeans in a world of indulgence with their delectable ice cream offerings made of premium quality ingredients.

For our project, we identified a gap in Häagen-Dazs’ marketing communication towards a particular age group of consumers, youths. Through our focus group discussions (FGDs) and surveys, we were able to glean insights about youths’ perception of Häagen-Dazs and Ben & Jerry’s as its competitor of focus. We also carried out a field study at Häagen-Dazs latest pop-up store in iLight @ Marina Bay, which many youths patronised. In light of the increasing spending power amongst youths and their renewed demand for sophisticated desserts, it is imperative for Häagen-Dazs to strategize so that its brand is communicated clearly to target this segment of customers

As part of our research, we analysed both Häagen-Dazs and Ben & Jerry’s social media accounts, namely Facebook and Instagram. We discovered interesting similarities as well as stark differences between the 2 brands in terms of their content strategy and social media initiatives. Both brands made use of user-generated content by reposting their customers’ pictures. They also promoted their new flavours through their social media accounts. However, Ben & Jerry was better at engaging its consumers and creating buzz by infusing the local Singaporean culture into its brand.

We came up with 3 main objectives that we plan to achieve with our Häagen-Dazs Youth Outreach Project.

  1. Increase engagement on social media with youths
  2. Improve brand attitudes amongst youths via special events
  3. Improve purchase intent with a call to action in a CSR campaign

This project will last over a period of 14 months, beginning in January 2017 till February 2018.

Our strategies will be rolled out in 3 stages and utilises social media platforms such as Facebook, Instagram and YouTube. Apart from that, our strategies integrate both the digital world with the physical through special live events, to create a unique experiential brand experience for everyone.

Stage 1: Artisan Collection Video Sharing & Native Advertising
Stage 2: Häagen-Dazs Artisan Showcase
Stage 3:#meltingmoments CSR campaign

Each stage of the Youth Outreach will have its own metrics to measure its success. Of course, we know that risks are involved in a long-term strategy as such, but we have also come up with a holistic evaluation of these possible challenges and how we look to solve them should they occur.

We can’t wait to share our ideas with the class and we hope you look forward to it! 🙂

David, Julia, Courtney, Darshini, Yujun