(G1) GROUP 13 | UBER

Let’s Grab an Uber!


Uber started as an app to connect people who need rides with people who can provide one, driving their own car. It has been a trendsetter in using technology to make services such as taxi rides and food delivery convenient and efficient. In addition to making transportation more accessible, they contribute to local economies.

Uber has invaded all seven continents, and four social media sites, namely Facebook, Twitter, Instagram and LinkedIn.

Target audience

Uber’s audience is not targeted at a particular demographic, but caters mainly to tech-savvy customers. In our proposal we are focusing on Uber Singapore. A few other target groups we have identified include people aged 18 and above (as card payment is a common option) as well as morning commuters who might prefer UberPool.

Research Question

How can Uber better leverage its use of social media platforms to improve its public image and customer satisfaction?

Value of study

Uber is a major player in the phenomenon of shared economies. Traditional services such as food delivery, accommodation, retail commerce and of course taxi services are becoming increasingly “socialized,” in terms of the use of media platforms. As a company that relies heavily on smart phones, internet data and GPS location, their need for social media to promote and engage is evident. They are also decentralized as the capital and resources do not belong to Uber itself, but rely on social networks.

Uber’s current strategy and its problems

Currently, Uber’s social media content focuses solely on promotional messages. Some of their other popular posts include congratulatory/condolence messages. Uber’s main channel of social communication is Facebook. They then post the same content on Twitter and Instagram.

The problem with this is that there is constant one-way communication through promotional codes, leaving little room for engagement. The Uber team is inefficient at responding to customer comments and complaints on Facebook, lowering customer satisfaction and loyalty. They lack content-optimization for each of the platforms, not utilizing the features and specific purposes of each. Uber also fails to capitalise on key calendar events such as F1 Singapore, Ultra Singapore, National Day and Singapore Food festival. Posting varied and interesting content could increase awareness and ridership.


Our research will take place through the following methods:

  • Analysis of:
    • Social Media platform choices
    • Coherence of message strategy across platforms
    • Content-audience engagement levels
  • Benchmarking against major competitors
  • Analysis of three key calendar events
  • We are considering holding interviews/focus groups to find out customer perceptions about the feasibility of our suggestions.

Possible proposed strategies

We will look into:

  • Content strategy in terms of messaging style and content optimization for each platform.
  • Follower recruitment strategy, perhaps through social media campaigns and external brand spokespersons.
  • We suggest hashtag campaigns, lucky draws, sharing of driver and rider experiences, daily updates and improved customer response.
  Facebook   Twitter  Instagram
Role in social media strategy Promotions, service updates, new services, customer feedback, news releases Daily updates, promo codes, pre-event reminders, service hotline User/driver stories, destination photos, hashtag campaigns
Possible campaigns Lucky draw, weekly Uber driver introduction campaign Customer response services Sharing of ride stories, hashtag campaigns, cool Uber rides

By: Jasraj Singh Chadha, Aparna Nellore, Joo Jian Rong Julian, Neo Wei Lun Leonard

G1 [Group 8] Jetstar Asia

Group Project Proposal of Jetstar Asia
G1 | Group 8 | Gao Qing Chen, Gavin Hartman Adithama, Myat Pan Phyu


Hi Everyone!
Here is our proposal for our analysis of Jetstar Asia’s social media strategies.

Jetstar Asia Airways is a low-cost airline based in Singapore, managed by Newstar Holdings Pty Ltd which is owned jointly by Singapore Westbrook Investments (51%) and Qantas Group (49%). The company runs under the Jetstar group’s umbrella. Its mission is to “offer low fares to enable more people to fly to more places, more often”. It was first launched in December 2004 and provides services to 22 popular destinations across North and Southeast Asia. Since then, it has achieved several accolades from various reputable organisations. Due to its late entry into the market, the airline differentiated itself from its competitors by flying further; anywhere within a 5-hour radius from Singapore. Going forward, it aims to expand into many new routes among the Asia area in the future in order to obtain wide international coverage.

Why Jetstar Asia? (Situational Analysis)
Currently separate blog or websites exist for customers to complain about negative customer experiences with Jetstar Asia. Also, there are many customers writing in complaints at Jetstar Asia’s social media about the poor customer service they faced while flying with Jetstar (e.g. last minute cancellation of flights, baggage loss, delays, wrong deduction of money, inconsistent promotion time, etc.).

Problem #1
These complaints tarnish its image as its consumers are active social media users and are thus highly influenced by words of mouth and online review. This is further supported by a 2012 Nielsen’s annual global social media report which revealed that 67% of Singaporeans’ choice of travel related purchases are based on social media websites. To make the matters worse, we have observed that Jetstar Asia tends to give standardized or perfunctory responses to customers complaints, without addressing individual customer’s real concerns. While complaints for poor customer services are common in aviation industry, its competitor airlines such as AirAsia and TigerAir tend to attend to the complaints in a timely and customised manner. As a result, Jetstar Asia fails to portray itself as an airline that cares for its customers and suffers a severe loss of customer trust and good image. These customers are then turned away from Jetstar Asia to other airlines, leading to a loss of existing customer base.

Problem #2
Jetstar Asia’s target destinations are Southeast and North Asian countries such as Myanmar, Cambodia, Thailand, Hong Kong and China. From our research, we have observed that all of its social media platforms use English as the sole communication language. Although some social media sites such as Facebook allow users to change their language settings, posts by Jetstar Asia are still in English language. This raises another problem for Jetstar Asia as this current social media strategy creates a communication barrier with its target customers. According to EF English Proficiency Index 2015, which ranks countries by English skills, many of Jetstar Asia’s destination countries are ranked to have very low to moderate proficiency in English (Figure 1). This means that many of its marketing strategies and campaigns to increase customer engagement on social media platforms may not be able to reach out to its intended potential customers effectively, leading to a loss of potential profit.

Screen Shot 2016-09-23 at 6.49.06 PM.png

Figure 1: Ranking of English Proficiencies in Asian countries (EF EPI Index 2015)

Research Question:
How can Jetstar Asia make changes to its current social media strategies to execute effective crisis management in order to retain and attract more customers?

Practical Value of Study:
Our recommendations aim to serve as content strategies that will fulfil the following objectives:

  • Objective 1: To handle and alleviate the negative perceptions and emotions associated to the airline due to the complaints.
  • Objective 2: To increase customer engagement in its target destinations.
  • Objective 3: To improve its brand image among customers to become a dominant player in the budget airline industry in the long run.


Finding the target audience
Content Analysis

– Analysis of Instagram accounts of Jetstar Asia and competitors.

– Analysis of Facebook pages: Jetstar Asia and competitors.

– Analysis of other social media platforms of Jetstar Asia and competitors.

Segmentation of audience to find the target customers using Social Exchange Theory.

Finding the feasible media platform for the message
We will be doing secondary research (surveys/researches carried out before) to find out Jetstar Asia’s target audiences and the social media platforms that they mostly use.

After we have pin-pointed our target customers, we plan to conduct a focus group (qualitative research) discussion with them to measure how receptive they are to our new proposed social media strategies. Their responses would allow us to gauge and estimate the success of our new strategies. For instance, focus group with potential customers from target destinations could be carried out to find out how much more they are incentivised to fly with Jetstar Asia if its social media posts are in their native languages.

Analysing the effectiveness of potential media channels to deliver the message to the target audience
We will be measuring the outcome (direct or indirect) that results from implementing our proposed strategies on the potential media channels, by tracking the number of likes/comments/shares. If the outcome is good in terms of more likes/number of shares/ hashtags on social media platforms and more turn-up rate for events/competitions, then these potential media channels would have successfully delivered our intended message to the target audience. One possible limitation is that some customers may not be bothered to like or share the Facebook pages and posts even though they have benefited from the new initiatives. Hence, a more indicative measure to assess the effectiveness would be to look at the sales of ticket or booking rates.

Jetstar Asia is currently facing two problems which are significantly tarnishing its reputation and have repercussions on its profitability level. Thus we aim to utilize the data and insights gained from our analysis of its existing social media strategies to propose new strategies that would allow Jetstar Asia to manage crises effectively in the future.








G1 |Group 14| NKF Singapore

Academic Value of Study

This report seeks to use NKF as a case-study to analyze the effectiveness of social media strategies for non-profit organizations and provide recommendations on strategies that non-profit organizations can adopt.



Who is NKF?

NKF is the largest kidney foundation in Singapore, helping out close to 2/3 of the total number of patients in Singapore who have been diagnosed with kidney failure. Their work involves promoting kidney transplants as well providing quality subsidized dialysis treatment in their dialysis centers. Aside from helping patients, they also spend a lot of their time in organizing various events to increase public awareness on kidney failure as well as conducting health screenings.


Since inception, NKF has been one of the better known and successful charities in Singapore. Their annual Charity Show, that was used to raise awareness and funds, was very well received by the public and at its peak, the charity managed to raise over $62 million in donations and grants to support their cause.

However, their credibility was significantly affected when a widely publicized legal battle in 2005 revealed that funds had been misappropriated by their then CEO T.T. Durai. Support for the organization fell drastically and continues to fall despite government intervention to help rebuild public confidence. The backlash that they received also led them to retreat away from the public eye.


Almost 10 years later, the organization returned into the spotlight in 2015 by launching a 20-episode serial on channel 8. Their return was prompted by the increasing rate of Kidney failure in Singapore and the resulting increase in demand for their services. However, their current strategies seem to rely on the traditional media and has not developed much from a decade ago, possibly due to lack of awareness and understanding of new media. Furthermore, publicity efforts for their organization and events have been meek which could possibly suggest the management’s fear of backlash.



Our main goal would be to develop the social media presence and reduce their reliance on traditional media. Our strategies will be targeted at the following

  1. Rebuilding public confidence back in the organization
  2. Increasing awareness and support for their activities
    1. Increase overall support in terms of monetary donations as well as volunteers for events (50% increase in donations)
  3. Increasing awareness of kidney failure and how people can help (possibly increase the number of donors)

Brief justification 

  Traditional Media Social Media
Cost efficiency Expensive, likely to trigger debate over how their funds are being spent and in the worst case, might bring up the 2005 scandal Much more cost efficient, the money saved can be directed towards more primary activities
Goal alignment   NKF trades on their relationship with their supporters which is in line with what social media seeks to achieve – building and maintaining relationships


Possible Messages to be Delivered

  • Donating is an easy process; there are more ways to donate
  • Help NKF to save lives; we do it together
  • Take care of your kidneys so we won’t have to take care of you



Target Audience: Millenials (Age 21-35)

  • Tech Savvy
  • Higher usage of social media (familiar with the various platforms)
  • More receptive to social media “marketing” as their mindsets are not as settled yet and also, there were less aware of the details of the 2005 incident
  • More disposable income as some of the are just starting work
  • More free time to participate in events as they have relatively less commitments and are free to plan their own schedules

  • Focus Group : Same as target audience. Through on word association
    • What are you donating habits? Frequency? Which organisations?
    • What do you feel about the NGOs in SG in general? Any particular organisation or campaigns that stand out to you?
    • Are you aware of NKF? Are you aware of any kidney donation possibility?Have you donated to NKF and what is the frequency
  • Sentiments Measurement: Public Survey – likert scale
    • How you feel? Will you donate? What other things do you think is important? Will you participate in the activities? Donation habits/attitude towards charities?
  • Secondary Research: News articles and blogs
  • Problem Identification
  • Competitor analysis (Social Baker)
    • Top content, most engaged campaigns (e.g. bucket challenge)
    • Benchmark KPI against competitors (Number of fans, total engagement last year, click through to website etc.)
  • Campaign Message
  • Set budget, A/B Testing for ad campaigns for Facebook Ads, EDMs, Instagram.
  • Measure Awareness, Engagement, Word-of-mouth over 1 month, 3 months and 6 months


Social Media Platforms


Base for choice

  • Current social media platforms utilized by NKF
    • As their marketing/corporate communications team is very small (~10 people), it would not be practical to utilize to many different platforms as it would be too troublesome to maintain
    • Strategies can be implemented faster as there is no set up time, employees already know the basic features of the platform and how to utilize them
    • They can tap on the existing followers in these platforms
  • Popular apps/usage patterns of the target group
    • Ensure that we are reaching out to our audience
  • Features of the social media
    • Can it support the strategies that we wish to suggest?
    • Is it easy enough for the managers to manage as well as monitor?
Facebook Instagram Snapchat
–       Already utilized by NKF

–       Top social media network in Singapore with 3.8 millions registered users


–       Already utilized by NKF

–       2nd most popular social media network in Singapore


–       Currently not utilized by NKF

–       Good platform to provide live footage of their events

–       Largely unused for publicity efforts in Singapore ànd they can be a pioneer in it

–       Customizable features

*While YouTube is also a feasible platform for NKF, the videos can easily be linked over to Facebook or uploaded on Facebook itself. Hence, we think that more emphasis should be spent on maintaining Facebook rather than YouTube.




G1(group 5) Amazin’Graze



Company Background

Amazin’Graze is a start-up originating from Kuala Lumpur, Malaysia. It is an online retailer of healthy handmade snacks that aims to change the way people consume snacks on a daily basis. The company was founded in 2015, and they have recently expanded their operations to Hong Kong and Singapore. They strongly believe in eating right, not less and use only raw ingredients that have high nutritional value in their products. The use of high quality raw ingredients followed by meticulous preparation resulted in fun, tasty and innovative combinations such as salted gula melaka granola, tom yum kaffir lime nut mix and all natural cashew butter, just to name a few.

Why Amazin’Graze?

The reason why we chose Amazin’Graze was due to their passion for food and their interesting snack creations. Moreover, the company’s mission to promote healthy eating habits alongside its desire to create an online community regarding health and body image is a cause we identify with. We were impressed with how they managed to combine more modern flavour profiles with traditional asian elements. We also chose to work on Amazin’Grace because it is a relatively new player in Singapore’s online food retail and health food segment. With its success in the Malaysian market, we see a huge potential for Amazin’Grace in the Singaporean market given the increasing awareness of health and fitness in the country. Thus, their mission to create a community promoting healthy eating habits and positive body image resonates very well with the public. With an array of online health food retailers in Singapore, we believe the company will truly benefit from an effective social media strategy. This will enable the company to create a stronger brand presence amidsts local competitors.


Why we chose this topic

Singapore continues to be ranked at the top when it comes to having the longest average weekly working hours globally. Additionally, there has been an increasing trend of unhealthy snacking that eventually leads to abnormal weight gain. Statistics has also shown that more than 3 in 5 Singaporeans have gained weight since starting work with many attributing it to unhealthy snacking. Stress eating is also known as uncontrolled eating whereby one is unable to control the amount and frequency of their food intake. The healthy, affordable and tasty snacks by Amazin’Graze would thus be the perfect alternative to counter the habit of unhealthy snacking.

Target Audience

As Amazin’Graze produces its products meticulously by hand, our target audience consists of young, affluent adults with spending power who are invested in living and eating healthily. Given the company’s choice of e-commerce as a platform, its target audience must be tech-savvy as well. Through the creation of brand presence and demand, we aim to assist the company in expanding to B2B sales to artisanal restaurants and cafes. This would give us greater exposure as well as opportunity to attract like-minded consumers who are interested in or are already eating healthy foods.


We identified 2 main issues that Amazin’Graze is currently facing:

  • Insufficient brand presence in Singapore

Despite the increasing trend of unhealthy snacking, the demand for healthier alternatives are slowly increasing as well. Hence, there are currently several players already established in the Singapore market. Given the competition, it is not easy for Amazin’graze to compete with more established firms such as MadeReal and Boxgreen. The lack of a first-mover advantage definitely poses greater difficulty in terms of brand establishment. Hence, we hope to use relevant social media strategies to help improve their brand presence and capture market demand.

  • Current social media strategy lacks interactive communication and feedback from consumers


Amazin’graze’s current social media strategy is a one-way engagement model that fails to encourage a two-way conversation with consumers. While the company’s active use of Facebook and Instagram is commendable, these efforts have solely been based on out-going content. For example, the company’s activity on these platforms have been solely informative rather than interactive in nature. As such, Amazin’Graze has not been able to fully tap on the potential of social media engagement. This has also led to a lack of proper measurable engagement which have not allowed the company to back better-informed decisions in terms of strategy.


Project goals

The main goal of our project would be to increase the brand presence with the use of social media thereby increasing sales and sustainability of the business.

With the company’s mission and vision, social media can be utilised to shape brand identity through storytelling. We thus aim to better communicate the company’s vision to its target audience.

Ultimately, we hope to fulfill Amazin’Graze’s mission of building an online community that encourages healthy living by also creating awareness of the availability of affordable healthy snacks.


We aim to conduct a field study by surveying the working population on their snacking patterns. To get a deeper insight on consumers’ taste and preference as well as their experience with Amazin’Graze, we hope to also conduct a focus group session with some of them. In addition, an interview with the Managing Director of Amazin’Graze Singapore would certainly help us improve and strengthen their current media strategies. In the area of secondary research, we will be looking through various online food forums to gather consumer sentiments about ‘healthy snack’ and their experience with Amazin’Graze and their competitors.


Despite existing competitors in the market, the product flavours offered by Amazin’Graze are unique and the use of social media platforms increases the legitimacy of brand quality. We believe that Amazin’Graze can truly utilise the power of social media influence to create a strong brand image, increase publicity and market presence in Singapore, Malaysia and HongKong.


By: Amanda Tan, Isabel Lim & Celestine Chun (G1)

G1 [G10] Fila

About Fila

Fila, Inc. is an Italian-South Korean sporting goods company. It was founded in 1911 in Italy, and is one of the world’s largest sportswear manufacturing companies. Its primary competitors are Adidas, Nike, Puma and Reebok.

Our project proposal will be tailored for its U.S. audience.

Why Fila?

Fila came to our team’s attention as a consistently underrated brand of sportswear. Since its heyday in the 1990s, it has fallen out of favor among a key demographic group—the youth—and became relegated to the shadows of Adidas and Nike. A preliminary social media audit also found that Fila has not effectively used social media platforms to connect with consumers.

We realized that recent trends in the fashion industry presented exciting opportunities to revitalize a tired brand. Two trends are particularly salient:

(1) The resurgence of retro-nostalgia among millennials and

(2) the rise of sportswear as class of fashion in its own right.

As a sportswear brand priding itself on heritage-focused designs, the climate is ripe for Fila to regain its relevance among millennials. The key to this is to carve out a distinct identity in the midst of a crowded sportswear landscape that will resonate with a niche target audience among the millennials.

Our research question

How can social media and nostalgia-driven communications help refresh a brand?

Academic & practical value

  1. We want to address a research gap in social-media enabled, nostalgia-driven communications.
  • Research studying the efficacy of nostalgia-driven advertising (Noel, 2008) exists. However, there is a dearth of literature on how social media can be used to reconnect with millennials (via leveraging nostalgic sentiments) to revitalize a brand. Our project will attempt to address this gap.
  • We also want to explore how brands can remain competitive by using modern tools to push old-school products—a subject we found interesting because the two appear to be contradictory in nature.
  1. We want to challenge the notion that communications theories are irrelevant outside of the classroom.
  • Communications practitioners often dismiss or neglect the value of academic frameworks. Our project aims to dispel such notions by utilizing communications theories to inform our social media strategy. The final proposal aims to be both actionable and research-evidenced.

Communications objectives

Our goal is to reestablish Fila’s brand relevance among millennials through the use of social media campaigns.

Social media will be the key medium which Fila needs to utilize to reach millennials. To achieve our goal, we will be pursuing the following communications objectives:

  • To raise awareness of the Fila brand among Gen Y and Gen Z consumers and
  • To carve out a niche identity for Fila as the alternative brand for the creative, independent community.
    • Includes the building of an online community on selected social media platforms.

Key messages

Our campaign strategy will build on Fila’s brand message of remain vintage, but never conventional. We will do this while riding on the waves of (1) rising nostalgia for retro designs among millennials and (2) the rise of sportsluxe fashion.

Building on this, we also intend to appeal to millennials’ love for individual expression and creativity.

Our key messages are:

  1. Fila is the voice of the independent creative spirit. Celebrating the individual, embracing unconventionality, Fila returns to a time where indie artists had true freedom of expression.
  2. Fila: both timeless and contemporary. Big brands are mainstream, ever-changing and transient. Only Fila embodies effortless heritage; anti-establishment in its rebellion against mainstream consumerism.

Target Audience

Who we’re going to target

We will be targeting fashion-conscious millennials. Academic theories which will be applied in identifying and justifying our choice includes social network theory, diffusion of innovation and stakeholder mapping theory.

We’re going to target millennials because…

Millennials are fashion-forward, early adoption consumers*, and will have increasing disposable income. This is a demographic group Fila, as a sportswear consumer brand, must capture to become visible and relevant again.

How we’re going to reach them

Fila needs to be where millennials are: on social media. This includes Facebook, Instagram, Twitter and Snapchat. The brand has some online presence, but it has a long way to go in curating content and building a community.


There are two things we want to measure:

(1) Brand engagement level

(2) Changes in brand perception/awareness before and after our campaign.

Measuring brand engagement

  • of likes, increase in user base/followers, no. of active users on page, hashtags, comments and shares, views, reposts
  • Sentiment analysis tools/social engagement tools
    • g. SocialBakers

Measuring brand perception

  • Before-and-after brand perception and awareness surveys
  • Sentiment analysis/social engagement tools


  • We selected Fila because we are excited about the opportunities present for the brand. The current industry climate is ripe for Fila to regain lost ground with a key demographic—millennials—and a robust social media is the way to reach them.
  • At the same time, we will be exploring how social media-enabled, nostalgia-driven communications can revitalize a brand.
  • In the coming weeks, our team will be working on expanding our research, refining our problem definition, understanding the psychographics of our target group, and developing an executable strategy for reaching millennials.




(G2) Group 5 – FUJIFILM Singapore (Capturing moments one step at a time)

Have any of you ever been envious of social media influencers’ flawless Instagram feeds and blog posts? Fact is, most of them go beyond Apple/Android devices and use physical cameras to get that alluring effect and high definition photographs. If you’re looking for an option to get a physical camera, why not look to Fujifilm?


Background of company

Fujifilm Corporation, Japan  was founded in 1934 as Japan’s pioneering photographic film maker, while Fujifilm Singapore, a wholly-owned subsidiary of Fujifilm Corporation, Japan, has been present in Singapore for more than 20 years. The principal activities of the Company consist of Document Solutions (47%), Information Solutions (39%), and Imaging Solutions (14%). We will focus on Fujifilm’s Imaging Solutions aspect for our project. 

Fujifilm’s Competitors:

We have identified Fujifilm Singapore’s competitors that are also in the market of providing imaging solutions to be Nikon, Canon and Olympus. All four companies are Japanese corporations with headquarters in Singapore, with one of their principal business activities being camera and lens manufacturing.

Why did we choose to do on this topic and particularly on Fujifilm Singapore?

1. Rise of Social Media


Photo sharing sites have gained popularity exponentially over the years, with top sites having a high number of users all over the world.

  • Facebook: 1,712 million
  • Tumblr: 555 million
  • Instagram: 500 million
  • Twitter: 313 million

*Figures as of September 2016

Great emphasis has been placed on photo and video sharing on the various social media sites in recent years. In 2014, Facebook has also announced its plans to focus on sharing largely through video content by 2019. (Check this out here: http://www.pcworld.com/article/2844852/facebook-will-be-mostly-video-in-5-years-zuckerberg-says.html)

2. Impact of Social Media on Photography


With the rise of social media, opportunities abound for people to explore the field of photography, regardless of whether they are novices or experts. There is an observed trend of people who were initially non-enthusiasts, now having a newfound interest in photography. This emergence of social media platforms has also given rise to ‘social media influencers’ with aesthetically attractive news feeds.

These major improvements in technology have also resulted in smartphones gaining traction in the recent decade. Consequently, the initial large digital camera business has reached a mature state and profitability has been undone quickly by smartphone cameras.

3. Fujifilm Singapore’s Lack of Activity on Social Media Platforms

For most millennials, sharing through posting photos and videos on their social media accounts has been an integral part of their lives. Hence, social media platforms would therefore be a very effective way of reaching out to them. However, through preliminary research, we discovered that Fujifilm barely utilizes its various social media platforms effectively to engage consumers. This is especially so when compared to their competitors and even Fujifilm’s subsidiaries in other countries such as Malaysia and Indonesia. As such, we have identified great potential in leveraging on social media to improve Fujifilm’s outreach, which leads us to our research question below.





Which brings us to our research question:

How can Fujifilm Singapore leverage on social media to widen its consumer base and shift the preferences of Millennials* from using cameras on handheld devices to Fujifilm’s camera products?

*For the purposes of this project, we have defined Millennials to be anyone aged between 18-25 in 2016.

Project Goals

Based on the problems we identified, here are our two main goals for this project

1. Changing tastes and preferences

This goal is targeted at social media users who desire “insta-worthy” photographs but are currently utilising only their Smartphone cameras to achieve this function. This is because they value the convenience and immediacy of an “all-in-one” handheld device and perceive Smartphone cameras as sufficient to meet their needs. However, our aim is to change this mindset and convince social media users of the value of a digital camera as superior to a handheld device.

2. Persuading potential buyers to choose Fujifilm

This goal targets non-enthusiasts who have discovered a newfound interest in photography through social media platforms and are considering investing in a digital camera. They possess the purchasing power and willingness but are undecided on their choice of brand. Our aim is to persuade them of the value that Fujifilm can offer, leading to the purchase decision of Fujifilm cameras over other competitor brands.

Value of Study

Our group believes that our study will bring value in these ways:

  1. Value to Fujifilm Singapore: Build better engagement with Fujifilm’s customers and increase brand awareness of Fujifilm cameras and their product attributes, thereby increasing sales of the cameras
  2. Value to Consumers: Provide consumers with more options to pursue photography apart from their use of handheld devices such as mobile phones.
  3. Value to Future Researchers: To explore how increased brand awareness via social media can lead to increased sales for companies in the digital imaging industry.


To seek answers to answer our research question, both primary and secondary research will be conducted, as detailed below.

For primary research methods, we will be surveying millennials on their:

  1. Current perception of Fujifilm Singapore
  2. Needs and preferences/what interests them
  3. Most preferred and used medium (i.e. Instagram, Facebook) and platform for capturing photos nowadays (i.e. mobile phones/digital cameras)

We will also conduct a focus group discussion to allow millennials to test out a physical camera and see what they like about it

As for secondary research, we will be conducting in-depth research on:

  1. Millennials’ spending behaviour, needs and preferences, what they are influenced by, what they value
  2. Fujifilm’s current social media activities
  3. Social media activities that competitors are engaging in

To assess the effectiveness of our proposed solutions, we will be relying on the following metrics:

  1. Increase in engagement rates
  • Target: 20,000 likes on Facebook 
(with 50% increase in engagement)
as well as 2,000 followers on Instagram
  1. Increase in brand recall
  • Target: 50% higher recall rate
  • Method: Comparison of results from pre- and post- campaign surveys
  1. Higher click-through rate of website
  • Target: 50% higher click-through rate
  1. Increase in sales of Fujifilm camera products
  • Target: 15% increase in sales revenue



Although Fujifilm Singapore has the capabilities to meet the needs of its target consumers, it is not utilising readily accessible mediums such as Facebook and Instagram to leverage on the current trends. Our team hopes that our proposal and future recommendations will allow Fujifilm Singapore to reach out to Millennials and revive the trend of physical cameras.





G2 (Group 2) – Airbnb

Hello Class! Our group has chosen to analyse Airbnb. Here’s a background of the company and why we would like to do work on Airbnb as our project.

Background and Analysis of Organization: Airbnb

Airbnb is an online platform that provides an avenue for people to book cheap, comfortable and homely accommodations. There are more than 2 million available listings in 34,000 cities in over 151 countries with an estimated net worth of $30 billion.


Airbnb offers users the chance to share experiences with the rest of the Airbnb community and the world by sharing their homes and experiences with each other. Instead of staying in an expensive and impersonal hotel rooms, guests have the opportunity to live in a home filled with personality and memories, and the chance to interact with their local hosts. As co-founder, Brian Chesky said, “At the end of the day… you’re getting a sense of belonging.”

Airbnb has a very strong presence on many of the largest social media platforms such as Facebook, Instagram, Twitter, and Snapchat. Their current social media strategy focuses largely on content marketing. The majority of their posts are aesthetic and scenic photographs of various Airbnb destinations featuring satisfied customers. Airbnb also uses social media to engage its community through ‘social media challenges’ whereby users are encouraged to share stories about their creative acts of hospitality.

The target group that we will be focusing on for this project will be tech-savvy millennials, people who use the internet generally to get around their daily routine and also hobbies like travel. These are also social media savvy people. The general age group of our target group would be approximately 20-30 years’ old.

Research Question

How can Airbnb use social media to rebuild their reputation amongst current and potential customers?

As Airbnb has been growing steadily, so has the number of cases about safety issues. Extensive media coverage of such cases has adversely impacted their reputation due to the perceived poor handling of said issues. Airbnb has also received a lot of public flak over the past few years regarding the way their safety measures are implemented, and how they respond to customer complaints regarding safety breaches. This has strained their relationship with the current Airbnb community and has made potentials customers hesitant about using their services.

Hence, we have decided to base our project on how Airbnb can improve its social media strategy to pull ahead of the competition and recoup its losses. The possible reasons for the above are a lack of variety of marketing content, inefficient utilisation of existing platforms and untimely responses to customers. We believe that social media is a highly effective way to expand its market share, appeal to a wider audience, and build up a strong, loyal brand community that ensures its long-term sustainability.

Value of Study:

As Airbnb is an online platform that works on the principle of the Sharing Economy, their presence is dominantly (and limited to) the digital space, i.e. their main way of communicating to their customers is via social media. Hence, a research study with a focal point on reassuring customers on their reputation is of immediate concern to Airbnb and their success as a business.

Objective 1: Find out how to maximise the efficiency of their various communication channels.

Objective 2: Build an involved and engaged community of informed users.


We will be using carrying out and/or collecting quantitative and qualitative data for our research study. Using the information collected, we will then develop suggestions on how Airbnb can enhance its social media strategy.

1) Analysis and Evaluation of Airbnb’s Current Social Media Strategy

We will be tracking two aspects that affect the aforementioned:

  • Their management of their current social media accounts: Instagram, Twitter, Snapchat, Facebook and Youtube regarding how do they communicate with customers about safety concerns on social media platforms
  • The analysis of two of their largest competitors: Couchsurfing.com and Expedia.

2) Analysis based on Secondary and Primary  Research

Firstly, we will be conducting secondary research using Synthesio and other Sentiment Analysis tools such as SocialMention.com to conduct sentiment analysis regarding the general feeling people have regarding Airbnb. This allows us to better understand what drives consumer interests so that we can better tailor our recommendations to maximize impact. For primary research, to back up our findings from secondary research, we will be conducting a survey to gather a sample population’s impression of Airbnb and its reputation. We will also be using data collected using the Synthesio platform in Week 5’s class as well as other Sentiment Analysis tools/websites (such as SocialMention.com) to gather the overall impression of Airbnb.


Our final deliverable for Airbnb will be a detailed social media campaign on the safety of users. The aim of this campaign will be to educate users on how to be responsible guests as well as hosting tips and also to reassure hosts of the safety of their homes with Airbnb. This safety campaign will be delivered in an enticing and engaging manner, much like Airbnb’s current style of content marketing. This is to deliver critical information to our target audience in a way that will make it easier to absorb and makes full use of the unique characteristics of social media while keeping in mind the changing ways people consume information in this digital age.

By Apurva, Jyot, Maika. (G2)

G2 (Group 11) – Intel

Intel Corporation

Founded on July 18, 1968, Intel Corporation is an American multinational technology company engaged in the design and manufacture of digital technology platforms. In addition to producing processors, Intel also harnesses the capabilities of the cloud, the ubiquity of the Internet of Things, the latest advances in memory and programmable solutions, and the promise of always-on 5G connectivity.

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Intel’s Main Revenue Streams and Interests

Current Social Media Strategies

Known for being a successful B2B company that leverages on B2C communications on social media, Intel has a heavy social media presence – ranging from Facebook to its own platforms – such as Intel And Me and iQ.intel.com, a content hub that aims to drive brand affinity with interesting articles and content.


At the moment, Intel works in partnerships with Original Equipment Manufacturers such as Dell, HP, Lenovo, Microsoft and ASUS – hoping to drive up demand for these OEM’s personal computer (PC) products so as to drive up demand for Intel’s processor chips:

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A Facebook campaign that Intel Singapore did in collaboration with ASUS to drive consumer interest in the ASUS ROG GT51 Gaming desktop.

Current Business Climate and Intel’s challenges

Currently, Intel is facing an uphill battle with its previous strategy of boosting PC sales.


(Source: http://www.extremetech.com/computing/231852-windows-10-blamed-for-continued-drop-off-in-system-shipments-flat-it-spending)

Intel’s chips were the bedrock of its fortunes yet PC sales have continued to be on a global decline. Amid the poor outlook, Intel laid off 12,000 of its workers in April 2016.

As a result of this trend, Intel has been trying to refocus its business away from the declining PC industry towards data centers and the Internet of Things (IoT) – a vision of the world being filled with billions of connected devices.

Research Value

While conducting our research, we found that most academic studies centered around social media strategies in a B2C context.

As a group, we saw the academic value in exploring social media in the B2B context as well. In light of that, we hope to answer the following question: To what extent can social media be used to further the business objectives of a B2B company like Intel?

Project Goals

For this project, we seek to build a social media ecosystem for Intel that compromises both B2B and B2C communications that will be best aligned to Intel’s business objectives.

This will assist Intel in gaining a first mover advantage and a strong foothold in the IoT industry, which we have previously identified as Intel’s new business focus moving forward.

Future Steps

We propose 3 main steps that we will be embarking on in order to garner a deeper understanding of Intel’s current operations and its future prospects.

Firstly, it involves understanding Intel’s current business environment, challenges and objectives. This helps us to identify target consumers or businesses that are interested in diving into the IoT solutions industry.

Secondly, we seek to evaluate Intel’s current social media performance using the traditional metrics of engagement such as the number of reactions, shares and comments. This will be complemented by a qualitative analysis of the comments they have received in their campaigns. This will help us to identify gaps in their current strategy, and to make recommendations on improvements.

Lastly, by evaluating the performance of other B2B businesses on their current strategies we hope to learn the effectiveness of potential media channels. We will then apply our learning to assist Intel in utilizing social media to drive its message.



Aisyah, Angel, Catarina, Wei Xuan 🙂

(G2) Group 10 – Red Dot Design Museum Singapore

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Red Dot Design Museum first opened in Germany and the Red Dot Design Museum Singapore was subsequently established to better connect with the Asian design scene. Red Dot Design Museum Singapore exhibits the latest design trends from around the world. All exhibits at the museum are winners of the three international Red Dot Design Award; namely Red Dot Award: Product Design, Red Dot Award: Communication Design and Red Dot Award: Design Concept.

Red Dot Singapore also hosts an art flea market, MAAD (Market of Artists and Designers) monthly. Through MAAD flea market events, Red Dot Singapore seeks to create a platform for aspiring artists, designers and entrepreneurs to showcase their products. MAAD was initiated by Red Dot Singapore in 2006 and is a primary focus for Red Dot Singapore.

Existing Active Channels

Red Dot Museum Singapore currently employs Facebook, Google Plus pages and Youtube in their social media strategy. For MAAD, the Museum creates a separate Facebook event on a monthly basis. MAAD also has its own Instagram profile and Google Plus page.

Focus of Project

Our group has decided to focus on the MAAD event held monthly by Red Dot Singapore because the Museum has been actively attempting to improve MAAD’s social media strategy/content. Their goals are to expand MAAD’s campaign reach and boost engagement with MAAD’s social media accounts.

We studied the museum’s own social media strategy and found that it is well established and that they already have a clear message and direction which is working for them. Thus, we will not be focusing on the museum’s own strategy as we feel there is less value to be added as opposed to MAAD’s social media strategy.

We feel MAAD’s social media strategy can be further developed and improved upon as the museum is looking to boost interaction with MAAD’s social media platforms, event visibility and ultimately, foot traffic at their events. Their end goal is to increase the promotion of and appreciation for the arts and design scene in Singapore.

Current Issues

MAAD has begun to face a fall in visitorship over the past few months, which has created a cause for concern for the museum as they worry it could lead to a vicious cycle; less visitors would result in a decline in interest of artists and designers to even showcase at MAAD events. MAAD’s social media channels are not garnering enough interaction with the general public who come as visitors to the event as noted by the number of followers and likes per post.

There has also been considerable diversion of attention away from MAAD events and its social media platforms as evidenced by the fall in visitor traffic and initial primary research conducted by the Museum.

Research Questions

1)     How can MAAD use social media platforms to better raise awareness for the local arts and design scene?

2)    How can MAAD leverage on social media to position itself as the premier platform for local artists and designers to showcase their work and to increase engagement with a wider audience?

Value of Study

We hope to generate an increased awareness of MAAD as a place where Singaporeans can come to appreciate the arts and design in a relatable way.

Through improving MAAD’s social media campaigns, we would like to foster and develop both local and foreign artists and entrepreneurs through positioning MAAD as an event where their work can be recognized and valued.


We want to analyze the platforms MAAD is using to gain publicity and assess how effective their efforts have been thus far so as to help improve upon or generate completely new social media campaigns.

From this, we hope to increase engagement with the public and draw more visitors to MAAD events. We would also like to develop a greater reach to Singaporeans by identifying influencers with large followings who have skills and interests relevant to MAAD’s themes.


We will be conducting primary research through surveys to find out about the general attitudes of Singaporeans towards the arts and how aware they are of such events. This will help us to better identify the gaps in MAAD’s social media strategies and tailor our strategies accordingly.

We will be using case studies of similar events held locally and abroad. This will enable us to study the various social media campaigns that have been employed, which will help us in creating our own strategies that would work the best for MAAD.

We will also be evaluating influencers in Singapore to identify who would be the best suited to help in pushing out our social media campaigns for MAAD.


By: Meliza Tan, Melissa Cheok, Marcus Yeo


Kerbside Gourmet (“Kerby”)

Company Background

 Kerbside Gourmet, known more affectionately as “Kerby”, made its debut on the streets of Singapore in 2013. This environmentally friendly Toyota Hino hybrid truck is also Asia’s first social enterprise gourmet food truck – a vision brought to life by its founder, Luan.  With its strong social outlook, Kerby operates on a BAMGAM (Buy A Meal, Give A Meal) basis through partnerships with other volunteer welfare organizations.

Starting with a simple love for fresh produce and wholesome food, now, Kerbside keeps its customers happy through its 3-prong activation strategy:

  • Brand Activation – where clients can use the truck to promote a brand, message or cause
  • Onsite Catering – where Kerby serves food at a client’s choice of location with a customized menu) and
  • Street Vending – where Kerby serves its gourmet food truck menu at concerts and events around Singapore

Moreover, being nomadic, Kerby does not have a fixed location or operating hours – leaving its fans to search for its whereabouts through the Kerbside Gourmet Twitter page.



As one of the first movers in the mobile food industry in Singapore, Kerbside Gourmet only has two competitors – the Travelling C.O.W and the Coffee Bandits. However, with the Coffee Bandits focusing on coffee, and the Travelling C.O.W serving comfort food rather than gourmet food, we believe that Kerby does not have any direct competitors in the same market space.

Target Audience

While Kerby inculcates an all inclusive and wholesome culture, it aims to reach out to discerning individuals who seek an alternative, sublime dining experience. Being a first mover in the mobile food industry in Singapore, Kerby could potentially capture a large portion of the consumer market by capitalizing on its unique nomadic traits in an otherwise saturated F&B industry.

Our Motivations

  1. Novelty
    The mobile food industry has witnessed great success in countries like the USA and Canada, and has seen significant growth over the past decade.
    However, the mobile food industry is still a relatively uncharted and undeveloped industry in Singapore due to the beauretic red tape and high costs involved. As Kerbside Gourmet is the first mover in the Singapore mobile food industry, we are excited to work on this relatively new and intriguing food concept in Singapore.
  1. Relevance
    Due to the nomadic nature of the food truck business, they are heavily reliant on word-of-mouth and social media in order to establish relationships with its consumers. We want to analyse the importance of social media, and ways to maximize the effectiveness of these social media channels, to drive communication between Kerbside Gourmet and its potential consumers.
  1. Growth Potential
    Kerby has already seen interest and excitement amongst Singaporeans, especially those who actively seek out new eating experiences. This, coupled with the success of food trucks in other national markets, gives us confidence that Kerbside Gourmet can achieve great success with the right social media strategy. If it is able to maximize the use of its social media channels, we believe that Kerby will not only grow its loyal fan base, but it could even kick start the growth of the mobile food industry in Singapore.

Current Marketing Strategies

Kerby is currently active on its Twitter (97 Followers), Facebook (7.6K Likers) and Instagram (997 Followers) social media pages, and has an updated website. It relies mainly on its Facebook and Twitter pages to communicate its whereabouts to potential consumers. However, given its relatively small following on its social media pages, we foresee the possibility of significant growth on these platforms through the implementation of new social media engagement activities.

Main Project Goal

Our main objective is to foster stronger customer relationships between Kerby and its consumers. We intend to do so through the implementation of new initiatives on its social media pages. The implementation of these initiatives will foster a heightened sense of loyalty amongst existing consumers, and attract new consumers to Kerby’s unique business proposition. We believe that strengthening customer relationships will ultimately lead to Kerby establishing a dominant market position with top-of-mind awareness in the mobile food industry.

Research Question


Given our objectives for this project, we have come up with the following research question: “How can Kerbside Gourmet leverage on social media to build strong customer relationships in the mobile food industry”

Method of Research

We aim to gather more data on customer expectations from a food truck in Singapore, their general sentiments on the mobile food industry, and their willingness or interest to participate in various social media led initiatives, to be better equipped to design our strategy for Kerby.

The collection of this research will be done through:

  1. Primary Research
    – Focus Groups
    – In-depth Interviews
    – Online Surveys
  1. Secondary Research
    – Case Studies
    – Online Research

We have chosen to utilize primary research to better understand the attitudes and behavior potential consumers towards the mobile food industry and secondary research to understand the industry in more established markets and understand how we can emulate the success of food trucks in other markets in Singapore.


In conclusion, our proposed strategies will help Kerbside Gourmet establish relationships with their customers and turn them into loyal customers and brand advocates. In addition, this project will also allow us to examine the effects social media has on the consumption choices of Singaporeans and explore the effectiveness of social media as a key tool for the growth of Singapore’s first food truck business. We hope that Kerbside Gourmet will be able to change the landscape of the food industry and the use of social media as it rises in the ranks to become a household name in Singapore.