G2 Individual Social Media Project: O School Ltd


O School Ltd, a pioneer dance studio in Singapore, is well known for its instructors who possess top notch skills in their own respective styles and thus providing classes of the utmost professional levels. Other than providing classes for people who are already well-versed in dance, O School Ltd also provides classes for beginners. This shows that they cater their services to basically everyone who has an interest in picking up or improving in dance. O School Ltd is a social enterprise which was set up in 2006, with 3 social objectives they hope to achieve:

  1. To generate funds for low income Singapore youths to complete their secondary school education via City College
  2. To provide training and employment opportunities for talented youths
  3. To celebrate youth potential and talents via O School events

Presently, O School Ltd is located at *SCAPE, a “heartbeat of youth culture” in Singapore. O School Ltd offers 8-course classes for $130 and single open classes for $20 ($14 to members), prices which are relatively affordable to youths in Singapore today. It is thus evident that O School Ltd is extremely focused around target audience of youths, which can be especially seen from their young and energetic brand image.

Research Question

Is O School Ltd effectively making use of its social media platforms to portray itself as a social enterprise?


Currently, O School Ltd is taking a native advertising approach, whereby the content they post on each of their social media platforms are unique to the platform itself. Information of events and dance videos are being posted on Facebook, real-time updates of events and classes are being tweeted, and behind-the-scenes information and daily occurrences are being posted as pictures on Instagram.

The strategies used by O School Ltd are effective in creating engagement and word of mouth, it is not successful in building exposure as all the engagement and word of mouth are still maintained within the current dance community, the highly-involved group, and not getting out to other potential consumers.

Moreover, with regards to being a social enterprise, none of the content posted on any of O School Ltd’s social media platforms have anything to do with it being a social enterprise, meaning that  O School Ltd is not effectively branding themselves as a social enterprise.


i) Reinventing the message

Rather than focusing purely on the dance aspect of the organization, such as with the hashtag “#dancelah”, O School Ltd can reinvent the message to incorporate the societal aspect as well.  The new hashtag that I would suggest is “#danceforsociety”. This new hashtag would invigorate curious minds to investigate why “for society”, and it will also help portray the social cause of O School Ltd.


ii) Endorsements and Approval from raiSE and MSF

With the endorsement and approval from these highly reputable corporate sources, consumers will be more inclined to believe that the social cause of O School Ltd is more legitimate and essential, especially those customers who are lowly-involved. Upon seeing that such respectable and reliable organizations support O School Ltd, both highly and lowly-involved consumers will be more motivated to purchase their products as their belief and trust that the money will help the society is increased.


iii) “You can make a difference”

O School Ltd can film a video-blog of the where the money goes after leaving the consumers hands. For example, a video of how a child is able to study in a secondary school because of the funds that O School Ltd is providing can be taken. On top of this, it can also portray this child dancing, and adding in a documentary showing how while the funds are financially supporting this child, dance is supporting the child mentally and emotionally.


If O School Ltd is better able to make use of their social media to portray itself as a social enterprise, they will be able to leverage on the fact that people are willing to pay for a good cause, and pay more as well, to increase their revenues and help achieve their social objectives at a heightened result.

G2 Group 6: Boost Juice Bars Singapore

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

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

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

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

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

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