Jetstar Asia – G1 -Group 8

  • 1.      Background and Analysis of Jetstar Asia
    1.1 Organization Overview

    Jetstar Asia Airways, launched in December 2004, is a low-cost airline based in Singapore, managed by Newstar Holdings Pty Ltd which is owned jointly by Singapore Westbrook Investments and Qantas Group. The company runs under the Jetstar group’s umbrella. It has a mission to “offer all day, every day low fares to enable more people to fly to more places, more often” (Jetstar Airways, 2015). Currently, it provides services to 22 destinations across the Asia Pacific region with its 18 A320 aircraft. The airline has achieved several industry and customer awards, such as placed 4th in the Best Low-Cost Airlines in Asia category in the 2016 World Airline Awards.


    1.2 Situational Analysis

    1.2.1 Low Cost Airline Industries

    In recent years, there has been a pent-up demand generated by the rising stream of middle-class consumers flying with low cost carrier (LCC) airlines across Asia. This was due to the increased demand for value for money among the passengers, so that they are able to spend their budget more on accommodation, shopping and dining. The LCC airline is attractive to price-sensitive customers such as young, leisure travellers (Snyder, 2014).
    To achieve competitive advantages in the midst of increased competition in LCCs industry, understanding and adapting customer’s demands are important factors to survive in this highly competitive world as this will lead to customer satisfaction. Reliability, responsiveness and empathy are important dimensions to achieve that customer satisfaction (Kim & Lee, 2011; Snyder, 2014). Therefore, LCC airlines are continuously improving its customer service to provide high service quality which in turn will improve customer satisfaction, leading to customers’ loyalty and retention. By doing so, this will directly affect the business performance, profitability and sustained growth of the airlines.

    1.2.2      Jetstar Asia

    According to Jetstar Pacific Airlines Marketing Department 2014’s survey result, service quality which consists of service performance and reputation occupies 71.6% on air ticket purchasing decision (Snyder, 2014). However, the service quality performance of the Jetstar brands has deteriorated (Snyder, 2014; Qantas, 2015). This was evidenced by low Net Promoter Score (NPS), which is a proxy for gauging the customer’s overall satisfaction with a company’s product or service and the customer’s loyalty to the brand (Qantas, 2015). The poor service quality mainly comes from the soft service which represents the performance of the front line employees such as the customer service employees’ ability in handling problems in the event of delayed or cancelled flights (Snyder, 2014). Furthermore, one study showed that the average response time of Jetstar Asia’s social media account is relatively slow compared to other low cost airlines such as Tigerair Singapore and AirAsia (Kalaiarasan, Appannan & Doraisamy, 2015).
    Currently, Jetstar Asia has been slow in response and insincere to customer complaints on social media such as Facebook and Instagram, which mostly were about poor customer service they faced while flying with airline. There are also separate blogs and websites for customers to complain about negative experiences with the airline which could lead to a negative word-of-mouth effect (Appendix A – Figures 1 & 2). Some example of the customers’ experiences will be the last minute cancellation, delay status, unhelpful and rude staff and baggage loss. Hence, Jetstar Asia suffered low costumer’s satisfaction as there are many criticisms, leading to loss of customer trust and good image, which could potentially erode its sales.

    1.3 Competitors Analysis of Social Media Strategy

    Jetstar Asia’s competitors are low budget airlines in Singapore market, namely Tigerair, AirAsia and Scoot. We will be examining Jetstar Asia and its competitors’ social media strategies to evaluate their respective strengths and weaknesses.

    Jetstar Asia’s Social Media Strategy

    Jetstar Asia has a significant shift in marketing spending as 40% of its budget is allocated for marketing on social media platforms (Jetstar Airways, 2011). This shows that the marketing focus of the company will shift to social media platforms. However, the lack of its effort in managing the reputation on these platforms, such as Facebook, has resulted in numerous complaints. This would in turn affect other customers’ decisions when they use the social media (Digital Influence Lab, 2016) which ultimately affect the business.
    There are also areas in which the airline has done well in its social media communication. For instance, its latest digital media marketing strategy involves inviting aspiring travel bloggers to share their travel dreams in an online video contest. It also held a social media competition which the winners received a once-in-a-lifetime trip. The response to both of the strategies were overwhelming.


    Tigerair’s Social Media Strategy

    Tigerair is more active in different social media platforms in different countries. Not only it looks far to expand their logo brand, but it also tries to create and communicate unique travel experiences for its customers (Tiger Airways, 2016)
    AirAsia’s Social Media Strategy

    Through an external agency, Publicis Mojo, AirAsia does their social media marketing to create viral contents while staying relevant to what AirAsia intended to promote (Majur, 2013).

    Scoot’s Social Media Strategy

    Scoot has actively sought feedback and suggestions from fans on their Facebook page on different aspects of their product offerings (Tan, 2012). Its social media strategies place a great emphasis on customers’ engagement by keeping fans involved in the brands’ activities to remain relevant and stay ahead of competitors.
    Insights drawn from competitors’ strategies analysis

    We observe that competitors are utilising social media in the ways that are more in line with customers’ expectations such as engaging customers in a two-way communication. Hence, to remain competitive and stay ahead in the airline industry, Jetstar Asia needs to rebrand its strategies.

    1.4 Research Question

    Based on the competitive landscape and the current problems that Jetstar Asia faces, the research question is: How can Jetstar Asia make changes to its current social media strategies to improve its image?

2. Critical Analysis and Evaluation of Social Media Strategy

2.1 Sentiment Analysis

As our focus is to measure the user sentiments which reflect customer satisfaction towards the brand, Jetstar Asia’s Facebook visitor posts were monitored manually from August to October 2016.


Of the total of 368 user comments during the period monitored, 43% of them shared their negative experiences with Jetstar Asia (Appendix B). Most of the comments were about complaints the travel disruptions such as delays, cancellations, unhelpful contact centre, problems on booking, mishandled baggage.


Although Jetstar Asia replied most of the comments, however, the company merely provided standardised reply in most complaint situations. As such, we feel that the company has not effectively addressed the individual concerns and negative sentiments on its social media by answering the customers’ complaints more personally and sincerely which are important for the success of a service company.

2.2. Promotion Strategy Focus

Figure 1: Sales-focused post of Jetstar Asia

Analysis of Jetstar Asia’s social media platforms showed that the airline’s posts are primarily marketing-focused with the purpose of boosting sales. It mainly posts pictures of discounts or promotions (Figure 1). Although the promotion was welcomed by the customers, its reach was limited. The promotion was not synchronized across all of its social media so it did not draw much customers’ attention. Furthermore, all of Jetstar Asia’s marketing posts on Facebook are replicated on other platforms, showing airline’s little effort in differentiating its postings to leverage on the different functions provided by the social media platforms.


From the above analysis, we feel that customers will be more engaged in its sales if there is a platform for customers to share and discuss with fellow customers. There is also a potential to gain more media exposure if the company creates more well designed photos and posts.

Figure 2: Selfie competition post (PR-focused) of Jetstar Asia

We have observed that there is a higher customer engagement when the company posts more PR-related and value-adding contents. One such example is the selfie competition (Figure 2). This shows that airline should continue to engage customers through competitions instead of sales-focused posts. Its posts are still lacking as the contents are not as visually appealing as competitors’ posts. Hence, it should improve its post contents on social media.

2.3 Content Analysis

Using Socialbakers as our social media analytic tool, we have done content analysis on Jetstar Asia and its LCC peers – Tigerair and AirAsia. On sales promotion-related posts, Jetstar Asia’s posts are very wordy and lack the visual appeal to attract people (Appendix C – Figure 1). According to Breene (2013), people have a short attention span and thus, eye-catching headings and summarized information are crucial to attract people’s attention. Hence, Jetstar Asia should design more well-edited social media posts with clearer information.
Although Jetstar Asia has attractive sales, its posts fail to attract the customers’ interest. On the other hand, AirAsia and Tigerair’s sales promotion-related posts have attractive headings (Appendix C – Figures 2 & 3). For AirAsia specifically, its content is very clear and concise which is really helpful for the social media users to acquire and share the information with their family, colleagues and friends.
Moreover, Socialbakers’ analysis has revealed that the most engaging posts for Jetstar Asia are those that engage customers through competitions followed by informational post such as things-to-do in its destinations (Appendix D – Figures 1 & 2). This is in line with our own observation of Jetstar Asia’s Facebook page that these two types of posts generated the most interaction between the company and its customers. Also, competitors’ most engaging posts with the highest number of interactions are those that call for interaction from customers and not those that are sales-driven. Since all these posts have the common themes of being interactive and personalized, we can incorporate them in our social media strategies.

3. Impact on Business due to Current Problems

The significant shift in marketing spending shows Jetstar group’s increased focus on social media and acknowledges the significance of social and digital media as a marketing tool. Jetstar Asia’s ventures have been hailed as the long-term growth engine for its parent company, Qantas. However, the latest financial data shows Jetstar Asia has struggled to record strong financial results (Qantas, 2015). 

Qantas group consists of Jetstar group and Qantas cargo. Jetstar group’s revenue contributes 49% of the total revenue of Qantas, and among the Jetstar group itself, Jetstar Asia has a significant revenue contribution. According to Qantas Annual Reports (Year Ending 30 June), the group revenue has dropped by 71.6% in the past 8 years (Figure 3). One of the contributory factors is due to poor service quality (Qantas, 2015). Thus, Jetstar Asia is not doing well as company expects and the annual growth of Jetstar Asia is declining sharply. If this poor performance continues to persist, we estimate that the group’s revenue would be further affected.



4. Proposed Social Media Strategies

4.1 Main Objectives

Figure 4: A summary of the main objectives

4.1.1 Short-term goal 1: To handle and alleviate the negative perceptions and emotions associated to the airline due to complaints

The situational analysis revealed that Jetstar Asia is not being transparent with its customers and unresponsive to customers’ complaints. These negative complaints when left unaddressed could spiral out of control. There is a need for the airline to be more open as a business and to better manage these complaints, specifically by consolidating them in another channel to have better control and organisation. Furthermore, there is also a need to monitor the feedbacks regularly and take prompt actions to reduce customer dissatisfactions.

4.1.2 Short-term goal 2: To improve customers’ attitudes towards the airline by creating positive sentiments

After addressing customers’ concerns, the airline needs to re-connect with its customers, and improve their perceptions towards the brand. Key to achieve this is to get to the basic of what had made it appealing in the first place and re-ignite the passion it had attracted from the customers. The objective is to offset negative customer experiences and remind customers about other good aspects of the airline by appealing to their pathos, thereby generating positive sentiments and word-of-mouth in the process.

4.1.3 Long-term goal 3: To improve the airline’s long term brand image to have a sustainable business

In the long run, it is important to put in place measures to signify the commitment to a change in its customer service. Low cost carrier business is highly competitive and there is a low switching cost for customers. Hence, to strengthen customers’ loyalty towards the brand, airline needs to establish a brand community.

4.2 Target Audience

4.2.1 Demographics

We have chosen youths aged 18-24 and young working adults with middle income who are in the age group of 25-34 as the target group for implementing proposed strategies. Analysis of social media landscape in Singapore shows that 74% of Singaporeans uses social media regularly and 31% of those users are between 25 and 34 years old and 28% between 15-24 years (Appendix E – Figure 1) (Digital Influence Lab, 2016).

4.2.2 Social Media Platform

According to Singapore Business Review, there are more than 2.8 million Facebook users in Singapore. The age group that has the highest usage of Facebook is currently 25-34 with total of 896,128 users, followed by the users in the age of 18-24 (Singapore Business Review, 2012). This is followed by YouTube and Instagram (Appendix E – Figure 2). Hence, we will be mainly using Facebook and YouTube for our proposed strategies.

4.3 Proposed Strategies

4.3.1 Short-term strategy 1: A Fresh Start

To better handle and alleviate the negative perceptions resulting from the complaints, we suggest to set up a “AfreshJETSTART” forum.

Rationale and literature support

The emergence of social media has altered the way customers communicate word-of-mouth (WOM) information. In the past, customers shared experiences in person with a limited number of social contacts. Today, social media allow them to share their experiences with more people (Lin, Fan & Chau, 2014). As such, WOM communication has a significant influence on the network members of their purchasing decision on product and services (Gregoire, Salle & Tripp, 2014). In particular, negative word-of-mouth communication can negatively affect the attitudes, purchasing intentions and brand’s image (Balaji, Khong & Chong, 2016). Hence, it is crucial that affected brands such as Jetstar Asia are attentive to online complaints, take prompt action to resolve them through frequent monitoring on forums. This would aid to reduce customer discontent and prove that the airline cares and listens to customers’ concerns.
Message strategy

Through this strategy, we want to drive home the following key messages with common themes of being interactive and transparent.

Key messages
  1. Inform and provide customers on follow-up plans
  2. Build trust with customers by being transparent about the problems
  3. Build rapport with customers by addressing complaints promptly
  4. Communication of actions taken by airline to resolve complaints
  5. Share about improvement in customer satisfaction



The forum will be embedded in our proposed Jetstar Asia’s website and some of its contents will be shared on Facebook page.

Features and benefits

Feature 1: Forum discussion classified by complaint topics

Currently, there exists different websites for customers to write complaints apart from Facebook page. Also at Facebook, customers write complaints at random posts and some of them are repeated. Hence, current situation makes it difficult for airline to address these concerns and causes various rumours about the brand to go largely unchallenged. To solve this, we propose a forum to consolidate the complaints classified by categories to improve airline’s response time (Appendix F – Figure 1). Customers who face similar problems can click on the relevant thread to check for the airline’s response (Appendix F – Figure 2). It also enables the airline to filter and prioritise the category that requires immediate attention. For instance, due to volcano eruption warnings in Indonesia, scheduled flights are cancelled and ‘Cancelled Flights’ section would be prioritised over others. This allows the airline to address urgent issues quickly and mitigate potential customer dissatisfactions.


Feature 2: Display of actions taken by airline

We have observed that airline tends to give standardized responses to customers’ complaints, without addressing individual customer’s real concerns. Thus, for each post, we propose to provide personalised responses as personalization is proven to improve customer relationships (Appendix F – Figure 3).
Furthermore, for each post, we propose to have a “Tracker” which will show the actions taken by airline to address the issue. Displaying a progress status helps the airline to prove that it is serious about resolving complaints and is not merely paying “lip service”. Tracker also features the countdown of time estimated to respond to feedback and provide follow-up plans (Appendix F – Figure 4). This assures the customers that they are well taken care of by the airline and the burden of inconvenience or paying additional accommodation fees do not fall on them. Also, this is a more transparent approach as compared to its usual Facebook response to get in touch via email, suggesting that airline does not want to be upfront with its customers and prefer to settle things behind closed doors.
Feature 3: Sharing of improvement in customer satisfaction

Below each post, a text box would be provided for customers to share about how prompt actions by airline have benefited them (Appendix F – Figure 5). Once the issues have been addressed, Jetstar Asia could screenshot and post detailed descriptions of the actions taken, accompanied by customers’ positive testimonials on Facebook.


Key Performance Indicators

The intended outcome of the strategy is to reduce negative perceptions resulting from complaints, and this can be measured by observing a change in number of complaints on Facebook page and other platforms. Also, we want to make improvement in airline’s response time and customer satisfaction by measuring number of ‘likes’ to airline’s response.

Possible obstacles

Firstly, existing customer service staff might go back to the old way of replying in an insincere manner. To tackle this, prelude to launching this forum, we propose the staff to undergo personalized email writing courses and professional training to handle different cases of complaints. Secondly, airline might incur large costs from providing follow-up accommodation plans. This can be overcome due to strong financials from the parent group. Also, this could be the motivation for the airline to improve its operations to save on accommodation costs.

4.3.2 Short-term strategy 2: ‘Re-ignition of emotional bond’ Video Campaign

To improve customers’ attitude towards the airline, we suggest to conduct a video campaign to re-kindle consumers’ emotional bond with the brand.
Rationale and literature support

A ‘bolstering posture’ strategy, which includes reminding customers about the brand’s past good performances, is proven to be an effective post-crisis communication strategy (Cheng, 2011). This can be seen from the success story of Toyota’s rebranding campaign to rebuild its reputations. After Toyota was forced to recall 9 million vehicles in the United States due to trapped accelerator pedals causing high-speed accidents, social media was utilised to respond to the crisis (Lacy, 2010; Working, 2011). It created ‘Auto-Biography’ on Facebook for owners to share stories about their experiences with the brand. As people reflected on their experiences, they were reminded that Toyota is a trustworthy vehicle manufacturer. Eventually, its brand opinion and purchased considered improved by 22% and 29% respectively. Given that Jetstar Asia has won numerous awards, we believe that a similar strategy will be highly effective. This is especially so because travel and holiday expenses contribute the most to the household expenditure in Singapore (Choo & Wei, 2015). Thus, airline could play on the affinities of people having strong memories of their travel experiences.

Figure 5: Average monthly expenditure on online purchase
Following a big detrimental revelation that Volkswagen’s cars used software to falsify the emissions test results, its marketing campaign placed a deliberate focus on consumers and their relationship with the brand rather than its technology. It features a “young boy in an original VW Beetle and follows his life through a series of important moments that are made possible by a Volkswagen” (Vizard, 2016). It then ends with his son looking out from a new Volkswagen car’s window and inviting customers to create their “perfect” Volkswagen.
From these two success stories, we can draw key lessons that even in unfavorable times with negative customer emotions, there are still customers who have close emotional bond with the brand and it is important to harness this strength. When consumers think back about the positive experiences, it reinforces these positive feelings. Thus, in line with airline’s 12th anniversary this December, we propose to have two and a half weeks long video campaign in lieu with competition.
Message strategy

Through this campaign, we want to drive home messages with common themes of customer engagement and reinforcement of positive experiences.

Key messages
  1. Rekindle and evoke good memories customers had with airline
  2. Generate more positive buzz and sentiments
  3. Adopts ‘humanised brand’ approach by engaging users emotionally


Facebook, Instagram, Twitter & YouTube

 Features and benefits

Phase 1

As a prelude to the video competition, airline will run promotional campaigns on all of its social media accounts (Appendix F – Figure 6), with a focus on Facebook. We plan to engage two groups of influencers to generate more interest in the campaign. The first group is The Sam Willows as it is the first Southeast Asian act to break into Spotify’s global viral 50 chart (Min, 2015) and its network of influence can increase the campaign’s reach. The Gentle Bones is the second influencer due to its popularity among our target group. Each of these influencers would be posting a minute-long video recounting about the pleasurable times they had with airline (Appendix F – Figure 7).
Phase 2

Phase 2 marks the start of video competition, which officially starts on 1st December 6am. There are 4 steps to the competition as follows:

Step 1: Take a video of 1 to 2 minutes long, sharing about the time Jetstar Asia has had a positive impact on customers.

Step 2: Upload on Jetstar Asia Facebook page and hashtag #myJetstarAsiaStory.

Step 3: Gather as many votes as possible. Only ‘likes’ on Jetstar Asia’s Facebook page are considered.

Step 4: Announcement of top 2 winners and 10 runner-ups.


Phase 3

To incentivize people to post, we propose to have 2 categories of winners: a post with the most number of likes and a post with the most touching story. Both winners will be awarded with a 3D2N hotel package at Movenpick Resort and Spa in Boracay for 4 people. Top 12 stories will be collaged and made into a video montage with a storyline that appreciates all the passengers that have flown with Jetstar Asia through its 12 years of services. It will end with a concluding remark that ‘Jetstar Asia is a part of people’s lives and people’s lives are a part of Jetstar Asia’s’.

Key Performance Indicators

As this campaign can be concurrently run across all its 22 destinations, we aim to see a total of 4,500 video posts added to the Facebook page to generate positive buzz and customer engagement. We plan to use output metrics such as post engagement, reach and a change in number of complaints to measure improvement in customers’ sentiments. Lastly, we aim to see an increase in number of Facebook followers.

Possible obstacles

There is a possibility that target groups who dislike both influencer groups may not want to participate in the competition. Thus, we plan to conduct offline promotions such as road shows at popular places in Singapore.

4.3.3 Long-term strategy 3: Building a Brand Community

To improve long term brand image to have a sustainable business, we propose to build a brand community.

Rationale and literature support
Brand community is proven to play a mediating role in the customer-brand relationships and have an influence on brand loyalty and trust. Brand community commitment is said to have a stronger effect on word-of-mouth than on constructive complaints (Hur, Ahn & Kim, 2011). One way to enhance trust is through information dissemination, in the form of members sharing their personal experiences and brand reviews (Hur, Ahn & Kim, 2011).
It has been proven that constant interactions and long-term relationships are crucial in building trust (Hakanen & Soudunsaari, 2012). Also, community interaction and reward for members’ activities are found to significantly impact brand community commitment (Jang, Olfman, Ko, Koh & Kim, 2014). Thus, there is a need to provide incentives for members to stay in the community.
Message strategy

Through this campaign, we want to drive home messages with common themes of quality customer service and brand ambassadors.

Key messages
  1. Customers’ opinions are important to airline.
  2. Airline wants to promote conversations among like-minded customers.


Features and benefits

Feature 1: ‘MyJetstar Journey’ Ambassador Program

It is a program of having customers as brand ambassadors to represent customers and do quality check on the airline. It is on a voluntary basis and passengers need to sign up on the website to participate while purchasing air tickets. A customer will be selected upon agreement and he/she has to film the entire journey with Jetstar Asia, from the time he/she leaves home, to the airport, to the plane and until arrival at the destination. The video will be free of script and ambassadors can comment, make suggestions or compliment their travel experience with Jetstar Asia. The videos will then be posted to the website and shared among the community members to generate a talking point.
Feature 2: Mileage Points

Currently, only full-service carriers give mileage points. Thus, to differentiate Jetstar Asia from its budget airline competitors, we propose to implement a mileage points system. There will be 2 types of mileage accrual: one based on purchased fare class (Table 1) and another based on destination (Table 2). This system serves to reward frequent flyers as these mileage points could be exchanged for in-flight benefit

Table 1: Mileage classification based on purchased fare class


Table 2: Mileage classification based on destination


Feature 3: Share your tips

In order to generate talking points among customers, we propose to include this feature encouraging passengers to write in reviews, suggestions and share their travelling tips with fellow passengers. To incentivise passengers to participate, we propose airline to give out various freebies such as mileage points, food and gift vouchers.
Key Performance Indicators

We would be using number of sign-ups for Ambassadors program, number of people writing reviews and tracking of mileage points system to measure customers’ involvement.

5. Limitationspost

Execution of the abovementioned strategies would definitely incur additional costs for the brand. However, we feel that strong financials from the parent group would help to cover the costs. More importantly, these costs are short-term expenses necessary to reap many potential monetary gains in the future.

Another limitation is the short time period used to examine complaints on Jetstar Asia’s Facebook page. Instead of the 3 months’ observation period used for this report, a longer time frame would allow us to gain more comprehensive insights of the problem.

6. Conclusion

With the high number of complaints that Jetstar Asia’s currently facing, such as poor service quality in the event of delayed, as well as the stiffer competition in low cost airline industry, it is important for the airline to take swift action to improve its image. Understanding and adapting to customers’ demands is important to remain competitive in the industry.

Social media has increasingly shaped influence on people’s decisions. As such, Jetstar Asia is recommended to embrace the power of social media as a tool to tackle the existing problems and improve its image, in order to be in a better position to face market competition and stay ahead of the competitors.

[G2 – Group 12] Universal Studios Singapore #MemoriesOfUSS


Located within Resorts World Sentosa (RWS), Universal Studios Singapore (USS) is a family-oriented theme park similar to its other locations worldwide. Unsurprisingly, this theme park, which started operations in 2010, is one of the factors that boost Singapore’s tourism significantly. Its visitors can experience cutting-edge rides, attractions and shows based on their favourite blockbuster films and television series which include the world’s tallest duelling roller-coaster, Battlestar Galactica. USS also hosts special annual events such as “Halloween Horror Nights”(HHN). Events have unique themes such as HHN2016’s ‘Lady Death’.

However, whilst USS’s popularity has remained sustained, this could not be said about the main attraction of RWS which is their casinos.


The headline “Genting Singapore goes into the red in Q4”, as shown on Channel News Asia, showcases this predicament very clearly. Due in part to the anti-graft measures being put in place in China and the general slowing of the global economy, RWS’s general financial performance have suffered. This why my group proposal to mitigate this through the promotion of USS has the primary attraction for visiting the resort, enabled through aggressive promotion on social media. Our group feels that RWS has not fully maximized the potential earning power of USS due to not allowing USS’s brand to be clearly communicated to potential visitors globally. The aim of our group is to increase the number of visits and increase visitor spending in USS.

Analyzing USS, we find that USS’s main strengths are its strong variety of rides and its strategic location in the regional hub of Singapore. Its weakness is its relatively more expensive tickets and tendency for having long waiting times for rides. USS’s opportunities is increasing population in Singapore with a higher disposable income and the growing Asian middle class, being more willing and able to pay for high quality experiences. The main threat for USS is the presence of strong and rivalrous competitors in the entertainment industry.

Doing deeper analysis of how USS conducts its social media presence, we realized that much of USS’s social media and even online presence, is subsumed under RWS’s brand. Other than RWS official website, there is a RWS Facebook (1,062,644 Likes) and Instagram (33,600 followers), a RWS YouTube channel (7844 subscribers), and a dedicated RWS blog called RWScoop. Whilst there is a purpose to this strategy, namely that RWS wants to portray a wholistic experience approach, it also means that prominent attractions of the resort are not given the opportunity to shine.


As a result, USS does not possess any independent social media page and instead, a visit to RWS’s facebook page may result in you seeing news about a restaurant, as shown above, which we feel is a waste to not allow multiple brands draw in the visitors to RWS. This is despite the fact that USS’s unofficial page has more than 99,910 likes and have had more than 1M check-ins.

This is further compounded by the fact that much of RWS social media presence is fairly low on generating positive buzz and consumer engagement; most of the mentions on social media as shown using Synthesio metrics are mostly indifferent or neutral.


As such, our social media objectives intends to accomplish two things: First, create a more unique and independent brand image for USS and second, make the USS experience more personal and tailored to individual visitors.

Our target audience are the millennials aged 18-35 years regardless of whether they are Singaporeans or tourists. In terms of their consumption behaviour, these group of people is the largest consumer segment through their high expenditure in the entertainment services.

Our strategy to accomplish this are three fold: First, “MemoriesOfUSS” campaign and message. Second, utilize the USS Adventures (#UUSA) app to go enjoy a personalized journey through USS. Third, Giveaway Contests.

First, the “MemoriesOfUSS” strategy is intended as a multi-platform approach to revitalize USS’s brand image and attempt to begin building more substantive engagement with its online audience. We propose the launching of a campaign entitled “MemoriesOfUSS”, to be used in taglines and hashtags, among others. The idea behind this campaign is to sell the image of the theme park as a place to create memories and enjoy experiences, instead of merely a leisure activity.

Second, the USSA app would augment the social media campaign, as well as serve other useful functions in the park. We propose developing an application to be used in real-time while visitors are at USS, called USS Adventure (USSA). This application is meant to act an complementary add-on during the user’s visit USS. In order to personalize the experience for different visitors, when a user enters USS and downloads the app, they are first prompted to answer several personality questions. The app then plots a customized route for the user through USS.

The first value-add of the app here is that instead of users having to use physical maps to plan their journey within the park grounds and physically checking queue durations and show timings, the USSA app provides a path suited to the user’s preferences (as indicated during the short questionnaire portion) and calculates a best-fit route that also takes queue and show timings into account.

In addition, at every QR checkpoint which would be located in the queue lines of rides, the app will prompt the user to take a picture using a filter as shown below, with an automatic prompt after that to share the picture on Facebook/Instagram using the designated campaign hashtags (which will be automatically generated).


These photo taking opportunities not only give users an activity to distract them from the monotony of queuing but also creates a “desire” and “curiosity” effect when friends see it.

Lastly, giveaways. This strategy is mainly designed as an auxiliary measure to increase the effectiveness and mitigate the drawbacks of the first two strategies, as well as to generate more positive buzz online. We propose organizing giveaway contests of tickets to USS events such as the aforementioned Halloween Horror Nights, entry tickets to USS itself for repeat visits, or other RWS attractions such as restaurants or theatre shows. The contest entries would consist of visitors entering their own #USSA posts after having completed one playthrough of the USSA application, with the giveaway prizes being awarded to the most up-voted #USSA playthrough by other Facebook/Twitter users. This encourages sharing and engaging among users and their own social networks. This strategy is easily scalable for any RWS events and attractions.

In summary, despite some gaps in social media marketing currently present with USS, presence of rivals and vulnerability to economic slumps (being a luxury attraction), USS remains a highly marketable product with a lot of future potential. Our social media campaign hopes not only to tap into new markets by ramping up the company’s online presence, user engagement and distinguishing its brand image, but by personalizing individual visitor experiences and hopefully creating a more vibrant online community as well.

(G1) Group 9: Hopscotch Bar

“Craft cocktails for every occasion”


What, Hopscotch? 

Hopscotch by Mixes from Mars is a craft cocktail bar tucked within the clandestine courtyard of former traffic police headquarters, Red Dot Traffic. Started in September 2014, Hopscotch has gone on to become one of Singapore’s more notable craft cocktail bars, with features in publications such as Travel and Leisure Magazine Southeast Asia.

The concept of Hopscotch is based on a single mantra; To deliver a quality and noteworthy customer experience. The drinks concept is for the delivery of craft cocktails with a local twist. Each drink incorporates some form of local element, be it in substance, form, or both. Their cocktails also tend to utilize forms of molecular mixology techniques, along with their favourite local themed shots.

Drawing inspiration from the game, Hopscotch also has a games corner, which features retro games which locals once enjoyed as kids. Hospcotch seeks to creates a unique experience through cocktails, the nostalgic games area, stir-fried wok food as well as friendly and outgoing staff.


Current problems faced by Hopscotch 
-Lack of weekday crowd: the venue is packed on Fridays, Hopscotch, however, faces an issue with drawing a decent crowd on any other day (even Saturdays). Some of this is attributed to the rather obscure location in the heart of the Central Business District, and the lack of a working crowd on Saturdays.

-Lack of brand awareness online: With a small following online, most of the customers are referred to the bar by word of mouth.Despite Hopscotch’s poor visibility from a crowd, and it’s rather speakeasy nature, the bar has been rather successful in drawing a good number of regulars. But relying on such archaic methods is unsustainable as the growth of customer base is slow and its name gets lost in the chatter in comparison to its more vocal competitors.

Why Social Media for Hopscotch?

Current customer demographic and target audience

Hopscotch’s current customer demographic is formed mostly of young working professionals between 26 and 40 years old, and have a good mix of both males and females. A sizeable portion of these patrons come from the people working nearby in the CBD area. However, statistics on the bar’s social media page reveals that more than 80% of fans and users engaging its social media platform are from the 18-34 year old age category. This reveals a mismatch between the current crop of customers and the demographic that Hopscotch appeals to. Consequently, this also presents an opportunity to tap on a currently unexplored demographic of late teens and young adults.

Therefore, an ideal Hopscotch customer is an individual aged between 20-40 years old, one who is looking for a unique drinking experience and a no-frills environment to enjoy the company of friends. Its customers are active on social media, so must Hopscotch!


The Power of Social Media for F&B Outlets

The 2013 Green Hasson Janks Food & Beverage Industry Survey indicate that more than three-quarters (78.9 percent) of respondents report that social media has a significant impact on their company. The difference between social media and traditional websites is the two-directional content. More specifically, business need to allow customers to give their opinions and feedback (Janks, G.H. ,2013).

A Paper Review of Credibility of Media Sources found that for mid to high interest group individuals, as our ideal customer would fall under, peer sources are considered more reliable and effective in creating buyer intent. With every Facebook user a potential peer contributor, the peer source review of Hopscotch can go a long way in creating a reputation for the business, as well as a community of followers.


How is Hopscotch’s social media doing currently?


After 2 years, Hopscotch has less than 2000 likes on Facebook, a dismal growth rate of 6% over 2 months and a total of 300 interactions over 30 post, which is an astoundingly poor 10 per post.

Competitor Analysis


Several key competitors have been narrowed down based on the type of demographics that the bars cater too.

It can be observed clearly that Hopscotch bar is trailing behind on social media marketing with less than 2000 likes. Being a bar that is 2 years old, it is trailing behind competitor TESS bar which was opened just last year. It becomes pertinent that Hopscotch has to improve on its social media platforms to keep up with its competitors.

Current Marketing Strategies

Interview with Founder Takeaways: Hopscotch markets a lot through word of mouth, stemming from the initial networks of the co-owners, and stretching on to include the networks of regular patrons.

Hopscotch also relies strong press coverage on media channels such as “The Straits Times”, “Honey Combers”, and “City Nomads” for their initial crowd. The flow of articles however, have slowed down significantly. And also due to the influx of many newer bars, the word of mouth marketing process however, has been rather slow. People seem to forget that Hopscotch is present.

On social media front, all of Hopscotch’s platforms are personally managed by the owners and only through Facebook and Instagram. Content includes posts about the staff, drinks, games, promotions, and upcoming events and happenings. The owners currently do not use the Facebook boosting function due to cost constraint, and lack of familiarity. On further discussing with the owners, we also found out that they do not have an in house marketing team, which is quite a normal case for many small businesses. 

Here are some of the key areas we have identified where they are lacking:


How does Hopscotch leverage on social media to overcome its challenges?

Objectives and Goals

Embracing Hopscotch’s unique value proposition of unique craft cocktails presented in interesting ways, meaningful customer service, pleasing vibes, and the fact that the drinks are rather expensive; the team has come to the realization that marketing Hopscotch Bar is akin to marketing a luxury product, where the prices of products and services are high, but promises an experience like no other.  Our team has come up with the slogan of “an experience like no other”.

Goals set the course for any campaign. Our goals align with Hopscotch’s theme of building an organic following based on the experience being sold. We intend to kickstart the campaign with some immediate buzz, followed by a constant stream of good and effective content distribution and long run audience building.

Short-Term Strategies

Strategy 1: Integration of Refined Content Creation

1.1 Canva:

Canva is a free and easy to use graphic design software that can serve its purpose as a content creation tool for Hopscotch. As a bar operating in the nightlife/F&B industry, attractive and visually appealing collateral is key to set any business apart from the myriad of competitors out there. Canva allows a user with little to zero background experience to create beautiful posts to capture the attention of our audiences online. 

screen-shot-2016-11-14-at-9-57-26-pmFig 1. Sample post created for Hopscotch within 5 mins with Canva

1.2 Emphasis on creating good social media posts:

We want to exact very high post standards for Hopscotch to follow in order to keep up with its peers:

Use bright, well-lit and eye catching photos – This allows our followers to have something aesthetically pleasing to the eye when they see our posts so that they can associate positive sentiments towards Hopscotch.

Match and pair fontsAnother method to create visually appealing posts is to do font matching. According to Canva, a suitable font that Hopscotch can consider is Montserrat, as it portrays a contemporary feel that is simple yet effective (Pack, 2015).

Post at relevant timingsIn an interview that was conducted with the editor of Whatsnextsg, a local lifestyle blog, He reported based on his company’s social media statistics, the optimal time for posts on social media in Singapore are meal times. We focused to posting during meal times and have noted an increase in the number of likes.
By posting at consistent meal timings that is tested and proven by an influential media outlet, it allows Hopscotch to be consistent in their social media posts which allows followers to know when to expect content from us. In the long run, this might inculcate a sense of familiarity in them, such that they can look forward to fresh updates from us during meal times on a consistent basis.

Connect captions and pictures/videos After going through Hopscotch’s social media feed, we have identified some posts that mentioned their new and unique cocktails but the post was a shot of their bartender and not the cocktail itself. This is not effective as followers are not able to visualize the new cocktails that Hopscotch wants to market. We recommend that there has to be a link between the subject matter of the post and what is in the pictures/videos so that the followers are able to understand the entirety of the posts instead of feeling confused by the mismatch between the subject matter and image.

Diversify post mediums and content Hopscotch has primarily been utilizing photos and snapshots of their bar, cocktails or people. Hopscotch should consider a   two pronged approach to improve their outreach. Firstly, they should diversify the mediums that they employ to include YouTube/Facebook videos or even snapchat. This would be useful because the followers will get bored of merely looking at static photos of Hopscotch. Secondly, Hopscotch should consider diversifying their content as well. They should explore coming up with creative and novel ways to subtly market themselves, such as interesting videos on how their cocktails are made and so on. This diversification will allow followers to be constantly surprised by our content, and will set Hopscotch apart from its competitors as well.

Create links and call to actions – According to Thomas & Brook-Carter (2011), interaction with customers is a very effective method to market the brand. Therefore, we intend to create posts that will allow customers to like and share our page, and by doing so, they stand a chance to win free cocktails. Letting users be a part of this campaign allows greater interaction, and this will make them become more attached to the brand (Thomas & Brook-Carter, 2011).

Encourage staff to share posts – Currently, content is only shared to fans of the hopscotch Facebook page. By encouraging staff and co-owners to share such content on their personal social media accounts, we can tap onto their existing networks. According to the Social Network Theory , this would be beneficial to us especially if they have high closeness, centrality and betweenness in the social groups that they belong to.

1.3 Establish Partnerships with Media Producers

The third strategy is to establish partnerships with media producers so that Hopscotch bar is able to leverage on additional content such as videos to expand the social media reach of its different platforms. Our group managed to get media production company, Orhsome Productions, to help take a corporate video of Hopscotch’s 2nd year anniversary to test the effectiveness of a good viral video marketing strategy. The reach of this video has since hit the 10k mark, and has 4.8k views. This is indicative that having such videos, on top of the conventional posts, is indeed very effective as a marketing strategy and helps to contribute to our larger aim of promoting ‘an experience like no other’ at Hopscotch Bar.

What we propose is that Hopscotch continue to build such relations with media producers so that from time to time, we can leverage on the effectiveness of such videos online to gain a larger following in our various social media platforms in the long run“>Link to video

 2. Media Outreach for audience building

Media Networking Event

The last short term strategy is to host a unique media networking event/drinks tasting event to spread awareness that Hopscotch bar actually exists.

In Singapore, the press and media has always been the key channel of distribution to the public. They have a significantly large reach to the general populace. Therefore, on top of just inviting social media influencers like most of the businesses are doing, we intend to invite Tier 1 and Tier 2 media stakeholders as well. This includes people from the traditional press, radio, television and popular lifestyle blogs such as Honeycombers, Nightdowhat, Ieatishootipost Whatsnextsg, Smart Local and the like. We can reach out to hundreds and thousands of followers if the bar can showcase its chops effectively. The brand should engage in conversations with the attendees to build rapport with these media stakeholders, which will only put the bar in an even better light

screen-shot-2016-11-14-at-9-27-35-pmFig 2. Instagram worthy items that may end up on the social media accounts if given the opportunity

Long Term Strategies
Our strategies in long haul for Hopscotch will focus heavily on creating an online presence and audience. A strong online community not only gives the brand credibility, but also allows Hopscotch a platform to interact with its members, creating brand loyalty and awareness and solving the dreaded weekday slum. 

 1. Share for Shots Giveaway

A proposed weekly contest held on Hopscotch’s relevant social media platforms, “Share for Shots” aims to engage and educate the public using product incentives.

The advantages of having such a simple, yet engaging campaign, is its effectiveness in building and educating the brand’s fan base. Likes from the contest allow us to physically acquire followers, thoughts on which product contestants would like to try prevent contestants to actually do research and educate themselves on the brand and its products; no shot can be consumed online, and winners will have to physically make their way down to the bar, which may lead to sales on site and further exposure when they post their review of the products online.

2. Comprehensive Content Schedule

We assisted the founders overcome some of the challenges they face with social media, we came up with a complete content strategy for Facebook for the entire month of December, 2016. Post schedule will focus a lot on featuring their brand and its product through informative and engaging product posts and events schedule. However, this should be done in tandem with post about staff and customers, in order to perpetrate Hopscotch’s image as a bar for friends and the Singaporean drinking community and create a more relatable online impression for its followers. Timings are in strict adherence to meal times, and mediums varied. 


3. Press Distribution

We came up with a simple and comprehensive press kit for Hopscotch to engage media outlets with. The straightforward layout aims to allow for key information on drinks and the bar etc. to stand out and eye-catching visuals to entreat journalist to cover Hopscotch due to its unique products. Press distribution is also a cost-efficient method of creating brand awareness and building audiences as media kits are created in house, distributed over email and picked up by interested media outlets at no cost most of the time. The articles generated create substantial outreach for the brand on each outlets extensive follower base and lends credibility to the brand as it is now associated with reputable media outlets.

Screen Shot 2016-11-14 at 10.27.56 pm.png
Fig 3. Results after 2 short months reveals promise for such a strategy


4. Influencer Marketing


Soh Pei Si (@speishi) hosted her 21st birthday at Hopscotch and talked about on her relevant social media platforms. Multiple enquiries were made to Hopscotch thereafter about using the venue for similar events and for reservations. The reach and pull of these celebrities is definitely something Hopscotch should explore as it has proven to work particularly well for their business in particular.

We recommend they explore reaching out to prominent social media influencers with the opportunity to host their events for free at Hopscotch’s venue, in exchange for the possibility of spontaneous coverage for the brand. Similarly, paid partnerships in the form of bar ambassadors can be looked at to create strong brand associations with such noteworthy influencers like Lady Iron Chef and Seth Lui.

5. Events platform

Hopscotch should look to explore priming its premises as an events venue for weekday corporate events. A stones throw from the corporate businesses in CBD area and other tertiary institutes like Singapore Management University, Hopscotch can use social media to provide awareness of this ideal events venue for the relevant organizations.Using the power of corporate social media like Linkedin to fulfil B2B services as corporate events host instead of relying on typical B2C publicity, which is unlikely to work because theres high resistance towards leisure on typical weekdays. Especially since weekday evening events are usually popular amongst businesses.



Monitoring the progress since the team started managing Hopscotch’s Facebook page, we have achieved much within this short time span of one and a half months. The page fan base grew tremendously, and we were extremely lucky to be able to capitalize on Hopscotch’s second anniversary to promote much of our content.


During this period, Hopscotch is also able to garner its three all-time best posts in terms of engagements and reach. The executive team at Hopscotch were extremely happy with our results, and we personally hope that the owners will continue adopting the long term strategies we have charted for Hopscotch Bar.


See you at Hopscotch soon!

Prepared by:
Lemuel Low, Roger Yip, Peh Jun Jie

(G2) Group 10 – Red Dot Design Museum Singapore (MAAD)



The Red Dot Design Museum Singapore is currently located at the former Traffic Police Building in Tanjong Pagar. The building was painted in red to signify the brand of the Museum as a creative hub.

Red Dot Singapore hosts a monthly flea market MAAD (Market of Artists and Designers) since July 2006. The MAAD was established to provide aspiring artists, designers and entrepreneurs a platform to showcase their products. The art market is the longest and largest recurring art market in Singapore.

Goal and Mission

The Red Dot Singapore’s ultimate goal is to create a vibrant art community in Singapore. By spreading awareness about art and design, the company hopes that more people will start appreciating the arts and view it as a viable career option.

Thus, our strategies follow the goal of Red Dot Singapore and the three strategies works together to create a vibrant art community in Singapore.

Social Media Analysis and Evaluation

MAAD’s current social media platforms are Instagram, Facebook page events and Google plus.

Lack of Emphasis on Artists and Creations in Social Media Posts

The posts do not explain what the product is or who the artist is. There is little to no backstory and merely mentions which artist will be at that month’s MAAD. Thus, MAAD’s content is one-dimentional and lacks engagement.


Use of Weak and Unmemorable Hashtags

MAAD’s current use of hashtags, while unique to their event, are not easily memorable neither are they catchy. #LateNightShopping, #CreativeMarketPlace, #PlanYourFridaysWisely and #NotYourUsualFlea are some examples that are too long and cumbersome to remember.


Lack of Proper Representation in Photos on Instagram and Facebook

Photo posts on Instagram and Facebook are currently poorly curated as firstly, not all are informative to followers. These posts do not accurately represent the types of products that will be sold.


Synthesio Analysis

The following shows the sources of social media which MAAD gets the most number of mentions


MAAD gets 77% of it’s mentions from Instagram, 11% from Twitter, 6% from I – S Knows Singapore, 4% from Facebook, 1% from Plush Asia One and 1% from Her, and has had no negative sentiment, with the bulk of it’s sentiment being neutral (323 mentions) and a small portion being positive (59 mentions). The reason for the large number of sentiment being neutral is because most of the mentions are informative in nature, as compared to positive reviews or feedback from the event.

Identification and Analysis of Competitors

Emphasis on Featuring Artists and Creations in Social Media Posts

Both competitors, The Local People and Maker’s Market put heavy emphasis on publicizing the artists that showcase at their events, the types of products these artists sell as well.  These competitors also link the social media accounts of these artists in their Instagram and Facebook posts to allow followers to access more information about these artists easily


Event Collaboration and Joint Publicity on Social Media

One of MAAD’s competitors that we have identified is The Local People – similar to MAAD, they are an independent monthly art market that encourages artists to display their works for sale. However, our group has identified that they have a much bigger following of 17.2 thousand followers on Instagram alone as compared to MAAD’s meagre 1.8 thousand followers.


Target Audience

The target audience we are hoping to direct our social media strategy at involve two distinct groups: Artists & Designers and Members of the public

Our Proposed Social Media Strategy


  • Raising Awareness
  • Attracting more artists and visitors
  • More people to join the arts community

Strategy 1: Leveraging on stronger hashtags on Instagram and Facebook to promote artists and designers:  #MAADTalentedArtists

Our first social media strategy involves the use of the hashtag on both MAAD’s Facebook and Instagram – #MAADTalentedArtists. It is aimed at being shareable content which will initially be rolled out on MAAD’s own Facebook and Instagram accounts and then hopefully be further shared by the account’s followers.

Strategy 2:  Publicizing MAAD’s Workshops Using Simple Call-to-Action Hashtags: #MyArtStory

The second strategy aims to engage with the general public. In order to connect the artists and designers with the general public, classes by the vendors will be held once a month during MAAD. At the end of each lesson, the participants will have a product that they created and the pictures of each person and their product will be posted onto the MAAD Instagram and Facebook page with the hashtags #MyArtStory. To generate more awareness, the participants are encouraged to post their own photos on their personal social media accounts with the same hashtag

Strategy 3: Creating Informative Shareable Video Content To Generate More Publicity on Social Media

Short time-lapse videos are to be created monthly, aiming to feature the highlights of MAAD. These will be shared on Facebook, MAAD’s own website as well as YouTube. It aims to connect with visitors on a deeper level and will focus on the visitor experience of attending a MAAD event. These videos will feature the details of the activities happening during the event.

There might also be possible synergistic gains with the second strategy of #MyArtStory when combining the 2 strategies together, as consumers feel more engaged when they are shown the possible activities they can participate in during the event.


Ultimately, we hope that MAAD can achieve the goal of creating a vibrant art community!

Amazin’Graze – Say Yes to Healthy!



Founded in 2015, Amazin’Graze is a startup originating from Kuala Lumpur, Malaysia. The company is an online retailer of healthy, handmade snacks. It differentiates itself through offering products that are both unique and innovative in terms of flavour profiles. Amazin’Graze’s mission is to change the way people snack on a daily basis, raising awareness of the importance of healthy eating.

In 2016 this year, the company expanded operations to Singapore and Hong Kong. As this is a fairly recent expansion, the company has struggled with achieving a strong brand presence and establishing market share in these two new markets. The bulk of its customer base remains to be centralised in Malaysia. Our project thus aims to focus on a social media strategy specific to Singapore.

This leads us to our research question:

How can Amazin’Graze utilise social media to create a strong, differentiated brand identity and increase engagement with target audiences in order to boost sales and gain more market share?

Current Context: The rise of unhealthy snacking habits in Singapore

A 2015 Labour Market report by the Ministry of Manpower revealed that Singapore holds the top position for having the longest average working hours in the world. In addition, more than half of Singapore workers reported higher stress levels over the last six months. In Singapore alone, more than three in five workers have gained weight since starting work. Additionally, research has also shown that snacking has positive effect on mental health and cognitive performances. 

Hence, the issue of unhealthy workplace snacking is a rising trend that needs to be addressed in Singapore. This presents Amazin’Graze with a huge opportunity to tap on unhealthy eating trends to further promote its mission and beliefs.


Analysis of current social media strategies:

We observed Amazin’Graze’s social media activity for a three-month duration from July 2016 to October 2016. As Amazin’Graze solely utilizes two main social media platforms, Facebook and Instagram, our analysis will be based on both platforms. However, we will focus our analysis on the company’s Facebook insight metrics.


We identigied four recurring themese – Women, Health, Community and Engagement – that are central to the company’s social media posts. The focus on these four content themes remains consistent across both Facebook and Instagram posts, which is essential in building a strong social media and brand identity.

The three posts in which received the most user engagement were:

  1. Video posts that shared dynamic and short healthy recipes
  2. Posts related to Amazin’Graze’s story and founding
  3. Giveaway posts

Given the higher user engagement of such content, Amazin’Graze should capitalise on themes to boost its brand identity and create more tailored content to better encourage user engagement. Moreover, we suggest improving cross-platform promotion given the strong utilisation of both social media platforms and content consistency. 

Facebook page insights:

Our analysis of Amazin’Graze’s Facebook page insights is based on:

Reach: The number of people who viewed a post

Impressions: The number of times one’s content or post is displayed

Engagement: The number of interactions people have with the content (Likes, Comments, Shares)

The company currently engages in paid Facebook advertising.Based on the data retrieved,  it is clear that paid advertising significantly boosts the presence and user traffic to each generated Facebook post.

We observed that effectiveness must be measure in terms of unique user engagement. This is because engagement reflects whether or not Amazin’Graze’s target audience is both receptive and interested in the nature of the content of each Facebook post. An increase in unique user engagement will also translate to attracting a larger pool of untapped target audiences.

Despite high visibility of each post on Facebook, the content of each post has failed to engage users. This reflects a lack of interest users have with existing content, which ultimately translates to weakened brand perception and presence. Thus, our social media strategies will be tailored to boost user engagement on Amazin’Graze’s social media platforms. 

Web Traffic:

Based on current web traffic metrics, we observe that Amazin’Graze currently holds the highest average daily visitors to its web store in comparison to Boxgreen and Madereal.

When daily visitors are segmented based on location, 65% of Amazin’Graze’s daily visitors come from Malaysia. In comparison, 77.7% of Boxgreen’s webstore visitors come from Singapore. This stresses the need for more targeted social media strategies based on location. As such, our proposals will be specifically tailored to the Singapore market so as to effectively differentiate Amazin’Graze from competitors and boost market share in Singapore.

Current challenges

1.Amazin’Graze perceived as as Malaysian Brand

Amazin’Graze has an extremely Malaysian centric feed. In the few posts that aimed to address the Singaporean and Hong Kong communities, content was largely ambiguous. 

2. Perception of Granola as a Breakfast Meal

Results from our primary research showed that 71% of our sample felt that Granola was more of a breakfast meal instead of a snack. The company similarly stated their difficulties in changing people’s perception of granola.

3. Low Market Share Due to Low Brand Awareness

Our primary research revealed that Amazin’Graze has low brand awareness.



Brand awareness

We hope to increase Amazin’Graze’s brand awareness through the strategies proposed which aim to differentiate the products that Amazin’Graze offers by emphasising the availability of healthy snacks with fun and local flavours such as Gula Melaka.

Targeted and localized branding based on geographical location

With the visible lack of organization of their Facebook page, there is a need for the creation of separate Facebook pages for each specific country that Amazin’Graze operates in.

Brand synergy: Establish a strong, differentiated overarching brand image

The message to consumers should still be uniform and consistent across all of the Facebook pages, ensuring a consistent brand image in each market. 

2. Changing consumer perceptions and behaviour towards healthy snacks

We hope to change consumer perceptions by differentiating Amazin’Graze’s products as snacks that are versatile and can be eaten at all times of the day.

3. Increase engagement with target audience to drive sales

Despite having high traffic to the web store, Amazin’Graze faces difficulties in translating them to sales. The proposed strategies aim to not only increase engagement but to increase sales for the company

Target Audience


Our first group of target audience consists of young, working females age 26-35. The target audience’s motivations would include wanting a great tasting snack that is healthy, convenient, fun and social.


The second group of target audience are that of corporate and cafes that share similar values. The corporate and business motivations would include wanting snacks that are tasty and are great complements to the existing food selections.

Message Strategy

In efforts to directly target each specific audience, we have three main messages with the aim to directly address their concerns and overcome the challenges.

Female target audience: Amazin’Graze is a healthier alternative without compromising in taste.

Corporate Businesses: Amazin’Graze is aligned with their businesses’ social responsibility efforts within the organization.

Cafes: Amazin’Graze offers products that would complement and value add to the food that they serve at the cafes.

To sum it up, the main message that Amazin’Graze would like to spread is that Healthy eating does not have to compromise on taste, convenience and friends.

Methodology in finding targeted consumers

Amazin’Graze currently utilises Google analytics to find their targeted audience. We felt that Facebook analytics could further enhance their search especially since one of our proposed strategies would encompass the use of Facebook as a platform. Functions such as Facebook graph search, audience insights and interest suggestions on Facebook would ease the search process of target audience.

Proposed Social Media Platforms

Amazin’Graze is currently on Facebook and Instagram, but we propose expanding our current social media platforms by branching out to Youtube. We identified 3 reasons as to why we chose these 3 platforms:

  1. Emphasis on visual elements
  2. Ability to harness a brand community through video content
  3. Seamless Advertising

Proposed Strategies

  • MissIndependent Youtube Video Campaign


Miss Independent is a youtube video campaign that mainly targets Amazin’Graze’s main consumer group, the female working population between the age of 26 and 35. The video campaign will feature short stories about the different types of female characters we see in Singapore and how they have integrated Amazin’Graze products into their lives.


  1. Increase brand awareness
  2. Increase consumer engagement
  3. Strengthen brand image
  • Amazin’Grecipies Instagram Campaign


The case study on Oreo’s Snack Hack inspired the idea behind ‘Amazin’Grecipes’, an Instagram campaign that will feature a series of dynamic, engaging content that showcases quick, simple meal preparations and recipes incorporating Amazin’Graze’s products.


  1. Increase engagement with target audience
  2. Help existing and non-existing customers visualise the appeal and usability of Amazin’Graze products
  3. Help overcome the negative perceptions towards health foods as being poor in taste & appeal.   


By: Amanda Tan Shu Hui, Isabel Audrey Lim Pinxiu, Celestine Chun Wei Ting



[G2 Group 9] Citi-SMU Financial Literacy Club – Going Social!

Hi all,

My group has chosen Citi-SMU Financial Literacy Club as our client, and we have summarized our findings and recommendations in the blog post below. Enjoy!Citi -SMU logo.jpgClub’s History and Background

Citi-SMU Financial Literacy club is a student-led club born out of collaboration between Citi Singapore and Singapore Management University with the support of Citi Foundation. The club was established after a 2005 National Financial Survey concluded that young adults need expert assistance to acquire personal financing skills (Citi-SMU, 2013). The club’s primary objective is to advocate financial literacy to young adults in Singapore.

Screen Shot 2016-11-14 at 8.27.18 pm.pngClub’s Key Activities

(ⅰ) Train-The-Trainers programme

Citi-SMU Financial Literacy club grooms students and aspiring changemakers from diverse backgrounds through an official “Train-The-Trainers programme”. This program is designed to empower them with the soft skills and knowledge to become in-house trainers capable of promoting Financial Literacy. After students have completed the program and are certified as trainers, they subsequently serve as front-line advocates for financial literacy through events and interactions with beneficiaries.

(ⅱ) Spreading Financial Literacy to the Community Service – Beneficiary Engagements

The main role of a qualified trainer would be to engage beneficiaries to affect positive change in financial management behaviour. They will mainly focus on the lower income communities to help them manage their financial resources. There are many ways in which the trainers outreach to their beneficiaries – notable past events include Financial Carnivals, Gamified Activities, Board Games, and also a Mobile App Game centered on Financial Management.screen-shot-2016-11-14-at-8-30-50-pmKey Stakeholders

We have identified three main groups of Stakeholders, and we have taken into consideration each group’s interest to craft our strategies.


Club’s Competitors



Analysis of Existing Channels – LinkedIn

Given that LinkedIn is a business-oriented platform, the club uses it as a channel to connect with working professionals. However, an analysis of the page reveals that it currently only has 20 followers, 8 connected profiles, and a grand total of 2 posts since its inception in May 2016. Although the club has presence in this front, LinkedIn appears to be a neglected social media channel.


Analysis of Existing Channels – Facebook

In comparison to LinkedIn, the club’s Facebook page has a greater degree of media activity. As of October 2016, the club has received 1208 likes, which is a decent number for a student-led club. In addition, the club has also other rich mediums beside word centric posts – it has 8 videos showcasing the various aspects of the club as well as hundreds of photos accentuating the various workshops, co-operation and training that had taken place over the years.

Post Engagement

On Facebook, the club generally posts on a weekly basis. There are three different types of posts that can be seen: original content, third party content, and event-centric content. Original content refers to financial news articles or blogs written by the club’s executive committee. Third party content is shared content from an outside source that provides financial news. Event-centric content is posted whenever the club holds or participates in events that promote financial literacy. The posts with the fewest number of views appear to be those where there are articles and links to third party organizations or services. These tend to receive only 1 like. The types of posts which receive the greatest number of “likes” are those involving and engaging a large number of people or students such as photos from large events, competitions or workshops. Posts that involve a large number of people tend to receive the most “likes”.

In contrast to LinkedIn, Facebook has a higher frequency of posts, likes and comments. However, our analyses reveals that the club lacks engagement with its audience. Furthermore it can be said that there were no clear direction or strategy the club has for its Facebook page – most of the strategies and content on Facebook felt inconsistent and haphazard.



Underlying Concept behind our Social Media Strategies

We took reference from a book titled “UnMarketing” by Scott Stratten published in 2010. In the book, a particular quote stood out – “Marketing is not a task, it is not a department. It is not a job. Marketing happens every time you engage (or not) with your past, present, and potential customers”.

There were three key points we obtained through this book:

Be Funny (if it suits your brand)

Create viral content by being funny, evoking emotions, and by making people laugh and say “Wow!”.

Word-of-Mouth Marketing (WOM)

To build strong WOM, one must portray himself as an expert in his field, or at least be marketed as an expert.

Focus on your customers

All marketing foundations are built on relationships. It is important to always consider the customer’s perspective, and provide something of value to them.

Obtaining insights from on these three key points, we developed our “UnMarketing” trident to tackle the problems currently faced by Citi-SMU Financial Literacy Club.


Strategies for the First Prong



Strategies for the Second Prong






Strategies for the Third Prong



Evaluation of our Strategies



Our strategic trident adopts a triple-pronged approach – focussing on different objectives with each strike. Our group believes that the most pressing issues for the club will be mitigated if strategies from the first two prongs are adopted. In the event there is sufficient resources, strategies from the third prong should be implemented in order to improve the club’s branding and outreach in Singapore.




G2: SMRT – SMRTConnect with us!


“Circle Line disruption, Uber surges, and CTE Jams, as commuters live out a nightmare scarier than Halloween” – Quoted from, one of Singapore’s most prominent website for local news in a sarcastic way. This incident was not foreign to most Singaporeans as the circle line broke down only recently on 2nd October 2016.

As mentioned in our blogpost previously, our team picked SMRT due to their various operational and communication issues they face. We felt that there is a need to analyse and recommend areas of improvement for our main public transportation provider in Singapore. Given the immense pressure from commuters in reaction to SMRT’s poor service provision (e.g. train breakdowns) and inadequate (i.e. slow and evasive) communications, it is crucial for SMRT to improve their communication efforts.

Our target audience are MRT commuters who are engaged on social media. Our team further surveyed 42 MRT commuters at City Hall MRT Station and found that there are extensive negative sentiments towards the communication efforts of SMRT. A low score of 3.81 out of 10 was found for SMRT’s perceived communication efforts, which was measured by commuters’ impressions of transparency, authenticity and the perceived level of interaction that SMRT gave to them. Given the lack of communication efforts by SMRT, it is palpable that commuters turned to social media to vent their emotions. As such, SMRT should channel their resources and focus on improving their communication with commuters via social media.


With the end goal of improving public perception of SMRT’s communications, our team propose that the SMRTConnect application should be the official channel for communication, news and updates. Through our research, we noticed that SMRT has been operating on too many social media platforms, and negative consumer sentiments have since overwhelmed these platforms such that it becomes ‘noise’ that is hard to track. This increases the difficulty for SMRT to effectively respond, since various viewpoints are distributed across too many social media platforms. Furthermore, these numerous platforms cause commuters to spread negative feedbacks and sometimes unfounded rumours instead of communicating to SMRT. Lastly, commuters do not perceive SMRT’s communications as two-way and transparent. We plan to resolve SMRT’s communication issues by channelling all communications to one platform and to translate transparency, authenticity and two-way communications.

As such, our team has established an objective:

To streamline SMRT’s communication strategy and to restore customer confidence regarding SMRT’s competence and reliability in communication.”

Our goal:

“To establish a single official communication channel (i.e. Expanding SMRT’s current application – The SMRTConnect) which translate transparency and authenticity to commuters.”

To achieve our goal and eventually our objective, we came out with a “3-step-process” to engage commuters to use the SMRTConnect application




Our first strategy aims to raise awareness of the existence of SMRTConnect through:

  • Harnessing existing Social Media Platforms: leveraging on SMRT current Social Media platforms and periodically advertise the existence and various functions of SMRTConnect.
  • Diverting users from existing platforms to SMRTConnect: Inform commuters that new information would only be reflected on the application. However, this would be done incrementally and in phases (e.g. 3 years). In essence, we are promoting platform cannibalisation.

  • Engage Native Advertising: To market the application by using native advertising in the form of editorial content, such as posts on popular forums like Reddit, Hardwarzone,, gossip article pages like Yahoo! Articles and video sharing websites like YouTube.

After increasing awareness of SMRTConnect, it is important that commuters are engaged with, as well as increase the usage of the application. Hence, there needs to be various incentives to engage commuters to use the application. As such, the following are strategies to “increase usage of the App”:

  • Establishing SMRTPay: Making use of the Near-Field Communication (NFC) technology and applying the payment function of an Ezlink card into the App. SMRTPay draws inspiration from ApplePay, such that commuters can use the App as an ezlink card. Furthermore, value-added services such as incorporating “transport expense” widget enable commuters to trak their transport expenses. In the event of unfortunate breakdowns, SMRT will be able to reimburse fare directly into SMRTpay.
  • Complementary Rides: Drawing inspirations from Uber Referral programme, we will enlist the existing social networks of commuters, and draw word of mouth to pass on the awareness of SMRTConnect to new users. As such, with every referral, both the referrer and referee gets complementary ride value. Social Exchange Theory supports this mutually beneficial transaction and would encourage further exchanges with other parties.
  • Partnership with various retail outlets: Value-added services such as flashing the app to allow for discounts and coupons on partnership stores will be included as well.
  • Daily Rewards programme: To reinforce desired behaviour (i.e. daily usage of the application) through operant conditioning. Commuters will be awarded loyalty points with every day access to the application.

Lastly, our third strategy include sustaining usage of the application. – “We want you to continue to use the app as the official platform for information.

Our strategies will not stop at increasing usage but aim to sustain the habit of using the application. Since effective Social Marketing involves honesty and transparency (Shim, 2016), our retainment strategies will focus on ensuring that the application’s contents are authentic and transparent. This will in turn, translate to our objective(s), allowing for sustaining continual usage in the long run.

  • Authenticity: Information provided through SMRTConnect would always be factually accurate, true, and fully reflective of SMRT’s position. This includesintroducing digital signatures for messages. For instance, to have each message consistently signed off by a ‘Patrick Nathan, SMRT’s Vice President of Communications’ or ‘Lim Chek Boon, Boon Lay station manager.’ This would provide a figure that is accountable for the news that they publish. Such stakeholder management strategies would assure the public that information provided will be more trustworthy than any other social media platforms. Although these efforts may seem small,it is a small step in public communications which goes some way in ensuring accountability. As such, messages become not just a blank promise but an actual statement of intent.



  • Transparency: Ensure that SMRT always be transparent in communications. Through the definition by Garvey (2000), transparent only is defined when the motives of participants are fully known to all. To apply the definition, SMRT should not withhold any news about train breakdowns or investigation reports, as well as consistently reply pertinent queries and criticisms on their social media (i.e. two-way communication). Hence, our team has come up with sub-points to establish how SMRT can be transparent.
  • Stream live video footage of affected train stations where a breakdown might have occurred. This allows commuters to gauge the situations themselves, instead of relying on a crafted PR message that ‘everything is under control. Commuters can swiftly take the replacement shuttle services’..What commuters would prefer is if they can decide for themselves whether the shuttle bus queues are as swift as they claim,before they get to the affected destination. Such a live streaming function is unscripted, with no propagandistic vibes, allowing commuters to know “We give you the information, you make your decision.”


  • Engaging commuters in a two-way communication. This can be established through actively replying to social media comments and criticisms on SMRTConnet. We had established that currently SMRT is not listening to the commuters and that communications are one-sided. This resulted in negative responses from commuters even though the message broadcasted was celebratory. Social Penetration Theory supports this in pointing out that SMRT should be involved with each commuter individually and personally. In fostering such customer-to-customer relationship, SMRT would then be able to manage their impressions and create trust (Shim, 2016).

In conclusion, our team aims to restore commuter’s confidence regarding SMRT’s competence and reliability in communication. As such, we established a plan to re-strategise current strategies for SMRT’s Social Media Tools. There are currently too many platforms SMRT is on and it results in numerous “noise”. The existence of many platforms have also allowed commuters to vent all sorts of emotions and negative comments and rumours across the various platforms. As such, it becomes hard for SMRT to resolve these concerns before they spread. Hence, our proposed plan is to establish an official communication channel – Expanding on the current SMRTConnect App and channelling its resources to provide real-time, authentic and transparent information that matters to commuters. These strategies are break into a 3 -step process according to the summary diagram below.

We believe proposed strategies will improve public perceptions of SMRT as well as their communication strategies!


G1 – Team 12 – Ministry of Health

Hi guys, we are team 12 consisting of Dawn, Keith and Kimberly. Our presentation was analysing the efforts of the Ministry of Health on the topic of Ischaemic Heart Disease.

gtimedia-gradsingapore-moh-employer directory.jpg


The Ministry of Health is the official health organisation led by the government managing the public health system in Singapore. Their tasks include providing public information on common diseases and health issues, including the Ischaemic Heart Disease, the second cause of death in Singapore, one of the main reasons that we chose this disease to be the top priority of our project.

The Ischaemic Heart Disease, also known as the Coronary Artery Disease, is a common type within the group of cardiovascular diseases, and is basically a blockage or narrowing of the arteries that supply blood to the heart muscle, possibly causing heart attacks as a result.

Current efforts of the Ministry of Health

Currently, the Ministry of Health provides preventive health screenings in Singapore, both for cardiovascular risk factors and for Coronary Artery Disease detection. The main purpose for those screenings is to enable lifestyle interventions to reduce the burden of cardiovascular diseases, they provide information for timely intervention to disrupt the progression from risk to disease burden. Mainly, they want to emphasise that the purpose is to effectively control the symptoms instead of just preventing heart attacks. Also, the Ministry of Health has established the Public Health Intelligence Branch, formerly called the Risk Analysis, in 2007. This branch mainly conducts horizon scanning to identify public health threats. As cardiovascular diseases became more prominent in Singapore, programs that encourage the adoption and maintenance of healthy lifestyle habits, including having a healthy diet, regular physical activity, and leading a smoke-free lifestyle, have also been established.

Regarding their online efforts, the Ministry of Health has a very limited presence. There is very limited information available on their official website, and there are no specific social media platforms to promote awareness or provide information for specific diseases. They do have an official certified Facebook page, but they have only ever posted one message on the Ischaemic Health Disease before, as is shown below.

Screen Shot 2016-11-14 at 18.42.24.png

Screen Shot 2016-11-14 at 18.42.10.png

This post, however, got 63 likes, which is more than the usual amount of likes that the Facebook page gets. As an analysis of the posts showed, the posts get, in general, an average of 50 likes. However, the page has 49000 likes on Facebook, which would expectedly create some response from the audience on the posts. As the research has also shown, responses are rare and it showed that the page had a low engagement with its public and very little interaction with the users.


So, we believe that their online presence could and should definitely be improved. So first and foremost, we want to build an online presence of the Ministry of Health in order to increase the awareness of Ischaemic Heart Disease. Secondly, we want to work from offline education in schools and hospitals to online social education and presence. Also, we want to create a social media strategy that is beneficial for our target audience, since our target audience will not always be as present on social media platforms as we hope them to be, you will read more about this later. And lastly, we want to show that social media can be used beyond the traditional business context and can also be effective in promoting social awareness.

So following these abstract ideas, we have come up with 3 main objectives:

  1. Increase the awareness of the Ischaemic Heart Disease;
  2. Create a care community for both patients & potential at risk individuals;
  3. Create a platform to share upcoming events and initiatives.


The Heartkeeper™ is an official non-profit app funded and supervised by the Ministry of Health designed to prolong healthy lifestyles for individuals through information and assistance. Ischaemic heart disease is the second highest death cause in Singapore, totalling up to 19.8%. We have decided to create the app to tap on the popularity of social media in Singapore, as we are one of the most active country as stated by our sources. However, utilizing popular platforms to spread our cause may not be very effective based on our research because our primary target audience mostly consists of the older generation (>40). They currently do not compromise majority of the users in Social Media, especially those ages 60 and up. Therefore, the Heartkeeper™ is tailored for the ease of use, keeping in mind that most of our users might be using apps for the first time and of the older age group. The main channel of distribution of the app will be through healthcare providers under MOH, such as doctors and nurses after consultation. They will be actively recommending this app to those who they think would benefit from it, and at the same time, emphasize the credibility of the app.

Screen Shot 2016-11-14 at 19.05.54.png


  1. Tailored for the ease of use (verified by pilot studies)
  2. Has all 4 languages (all content are translated manually)
  3. Scientific tips and facts that is verified by the MOH, updated regularly
  4. Updates on the latest health treatments available
  5. Forums (anonymity option available) that are moderated by trained experts and doctors
  6. Events such as free check-ups and social support groups


Why would you make the app then, if age is a general concern to using social media?

In 2017, 2G services will not be available anymore. Therefore, most simple and affordable phones will have access to 3G and the app feature. In fact as of current, most phones that do not have the app feature have already phased out from the market. Also, we place emphasis that our app is recommended through official healthcare providers, and it is a non-profit service. Credibility is one of the strengths of our strategy.

What if they don’t even have a phone?

It is plausible that perhaps the older age group of our target (>60) might not have the intention to own a phone at all. Therefore, it will be recommended to their relatives or social workers who stay or visit them. This way, it is still more convenient for them to obtain information, although the only downside to this would be that they cannot access the forums.

How safe is the app for someone with no experience on the internet?

Firstly, all content uploaded are scientifically valid and verified by the MOH. As for the forums, trained experts or doctors will be monitoring actively as to disprove any unreliable information. The events will only consist of those from registered organizations such as community centres and hospitals. There will be no advertisements. One major factor that made us want to create an app instead of using popular social media platforms are the risks associated with the latter. New users to web 2.0 face the risk of scams, unreliable advertising and dubious health facts. We have to take responsibility and precaution if we are the ones who bring new users into using web 2.0 functions.

App showcase

Screen Shot 2016-11-14 at 18.52.14.pngScreen Shot 2016-11-14 at 18.52.39.pngScreen Shot 2016-11-14 at 18.52.55.pngScreen Shot 2016-11-14 at 18.52.46.pngScreen Shot 2016-11-14 at 18.53.02.pngScreen Shot 2016-11-14 at 18.53.09.png


So, we would like to play into our target audience by providing an alternative social media platform in the form of an app. This app will easily provide them with all the information that they need, as well as they are able to ask questions as much as they like. The app will have an easy interface as well as it will be available in all four local languages. In this way, we would like to increase the awareness of the Ischaemic Heart Disease and combine the offline activities with the online information and forums. Also, we hope that we have shown that social media can be used for more than just promoting a brand or product in the traditional business context, and that it can also be used to promote social awareness on an important health issue.