(G1) Group 9: Hopscotch Bar

“Craft cocktails for every occasion”

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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.

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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!

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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.

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How is Hopscotch’s social media doing currently?

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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

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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:

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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

https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2FHopscotchByMFM%2Fvideos%2Fvb.1456528131285649%2F1787763871495405%2F%3Ftype%3D3&show_text=0&width=560“>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
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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. 

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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.

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Fig 3. Results after 2 short months reveals promise for such a strategy

 

4. Influencer Marketing

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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.

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Conclusion

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.

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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.

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See you at Hopscotch soon!

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

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

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Background 

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.

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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.

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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.

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Synthesio Analysis

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

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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 World.com, 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

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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.

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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

Objectives

  • 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.

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

Amazin’Graze – Say Yes to Healthy!

 

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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.

Themes:

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.

Objectives

1.Branding

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

B2C

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.

B2B

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

Overview

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.

Objectives

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

Overview

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.

Objectives

  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.

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Club’s Competitors

 

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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.

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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.

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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.

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Strategies for the First Prong

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Strategies for the Second Prong

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Strategies for the Third Prong

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Evaluation of our Strategies

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Summary

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.

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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.

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Background

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.

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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.

Objectives

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.

Heartkeeper

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.

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Features

  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

Concerns

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

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Conclusion

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.

Fila USA – Remain Vintage, but Never Conventional.

Remain Vintage, but Never Conventional.

 That is the unwavering mission statement that forms the very core of Fila’s brand identity. Yet despite remaining true to this brand promise, Fila’s unique brand identifier of staying true to heritage while pursuing creative innovation had become drowned in the sea of aggressive branding and marketing campaigns by its competitors.

Our team believes that Fila has great potential to make a comeback. Recent fashion trends indicate that millennials are riding a wave of nostalgia-inspired fashions style. Our social media strategy report will analyse the current shortcomings with Fila’s existing brand strategy and introduce a strategic social media strategy to once again restore Fila to its former glory.

Social Media Audit

We conducted an audit of Fila’s three main social media assets (Facebook, Twitter and Instagram) and crystallised the following insights. Please note that all data is based on the period of 17 Jun 2016 – 14 Sep 2016.

Facebook Audit

Fila’s Facebook following is low for a company for its size. There are only 17,000 likes, which pale significantly to Nike’s 27 million, Adidas’s 24.7 million and New Balance’s 1.5 million.
Content

Fila’s content is unengaging and conventional. Most posts feature updates of its products, some with extensive write-ups. Typically, likes and shares do not go above double digits and there is practically no two-way conversation between the brand and consumers. Other types of content feature tennis-related news (as Fila supports American tennis professionals). There is also a lack of alignment with Fila’s new pivot towards heritage or nostalgia-themed apparel and identity.

 

There is one interesting observation. According to data obtained from Socialbakers, while Nike, Adidas and New Balance clearly dwarfed Fila in terms of sheer absolute numbers, Fila had the highest relative engagement numbers. What this means is that in terms of percentage, Fila had the highest portion of engaged followers, indicating that a loyal community does exist.

Twitter

Overall, Fila is highly active in Twitter in terms of posting activity, averaging about two posts a week. As on its Facebook, Fila has few followers (standing at 12,200) and almost no engagement with its followers. Once again, there is a lack of alignment with Fila’s new pivot towards heritage or nostalgia-themed apparel and identity.

Content

It appears that Fila does not understand the proper use of Twitter. Most of its posts are re-tweets, with almost no original tweets of its own. Fila also does not respond to tweets from its community. Fila neither leverages Twitter’s platform as the shortform news update site that it has become nor users it to engage in conversation with its community. Another significant problem is that Fila does not use Fila-related hashtags at all.

Instagram

Fila’s Instagram is the best-performing out of the three in terms of numbers, with about 123,000 followers. However, when put into context relative to its key competitors, it also lags significantly behind. Nike has 65.4 million followers, Adidas has 15.3 million followers and New Balance has 1.7 million followers.

Content

Like its Facebook and Twitter pages, Fila is relatively active on Instagram, averaging at about 2 posts weekly. Unfortunately, the problems outlined in its Facebook and Twitter pages persist here. There is a lack of engagement with its followers, and also insufficient alignment with Fila’s new pivot towards heritage or nostalgia-themed apparel and identity. Instagram does perform slightly better than the others in terms of being on-theme; the post with famed deceased 90s rapper Tupac wearing Fila clothes was by far the most liked post of all.

Target Audience

Who we’re going to target

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

Why Millennials

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

How we’re going to reach them

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

Problem Identification and Research Question

Dipstick Survey

The American press has been portraying Fila in a relatively positively light. Their renewed focus on heritage fashion and vintage designs were both on-brand and positively received by fashion magazines. On the surface, it appears that Fila had begun a successful turnaround for its flagging brand.

However, it may be misleading to assume that preliminary message alignment between media and Fila meant that the message had translated to millennials. We decided to ascertain if there was a perception gap between the millennials and Fila’s message strategy using a dipstick survey.

We sent the informal dipstick survey to 20 friends in the USA. The questions were as follows:

  1. Name the top three brands that come to mind when you think about sportswear.
  2. What do you think Fila’s brand stands for?
  3. What do you associate with Fila’s sportswear?

Unfortunately, it appeared that Fila’s message had yet to reach its target audience. None of the responses indicated Fila as one of the top three brands that come to mind when asked about sportswear, and all gave mixed answers about what they thought Fila’s brand stood for. When pressed to associate Fila’s sportwear with something, the answers were also mixed and unfavourable. 

What this reveals is a clear brand perception gap. Fila needed to more proactively and aggressively craft brand messages in a targeted manner.

Part of the problem is clear – as revealed in the social media audit, Fila was sorely lacking in the social media space. Crucially, it also revealed that Millennials did not view Fila as culturally relevant, and were unclear as to what Fila stood for at all.

Research Question

This led us to our research question: How can Fila leverage nostalgia-marketing and social media to drive a rebranding strategy?

 

Communications Objectives

To establish a distinct Fila brand identity that resonates with millennials, a robust social media strategy is vital. To that end, we identified two specific communications objectives that we will be crafting our targeted tactics for. We developed an integrated communications strategy to ensure that the tactics are aligned with the communications objectives, which in turn are aligned with our strategic direction.

The communications objectives are as follows:

  • To increase engagement on social media platforms
  • To boost Fila’s relatability and cultural relevance factor among millennials

Tactics

Tactic 1 | Creating an Active Brand Community

How it works

We will be creating a brand-new community page, linked directly from Fila’s main USA webpage. It will look something like the mock-up below.

Clicking on the community tab will bring the user to the official Fila Community page.

Why it works

Our social media audit of Fila’s brand assets revealed two important insights:

  • Fila lacked two-way engagement with its audience, and yet
  • In terms of relative engagement, Fila boasted higher numbers than even Nike, Adidas or New Balance.

This is a clear opportunity to develop Fila’s brand community. As it is, there is a small but ardent following of Fila’s products. What they now need is a space to share and communicate their ideas and enthusiasms with other like-minded individuals. Building a community page will simultaneously feed this demand as well as create a dynamic page where new fans can visit and interact with the Fila community, while keeping in-step with the most updated Fila news.

Tactic 2 | #RemainVintage Instagram Competition

How it works

The next tactic aims to kick-start Fila’s social media revival and funnel traffic to the new community page set up in Tactic 1. In this vein, the #RemainVintage Instagram competition will increase engagement and solidify brand identity within the community while increasing conversation of the brand on social media platforms.

 

The campaign involves community members posting a side-by-side of a throwback, vintage photo and a similar photo of themselves now. Instagram posts should be captioned with what “vintage” means to the user, describing what the word embodies and what they believe the vintage spirit to be. The purpose of the campaign is to reinforce Fila’s brand identity as “always vintage, never conventional”, and to expose the current relevance and demands of a niche market in which Fila is best fit to provide for.

Why it works

The competition should be kicked off by celebrity influencers who embody the concept of vintage or draw inspiration from a nostalgic time but at the same time remain relevant and well-liked such as Drake, Rihanna, Future, and Tinashe, whose fan base overlaps with that of which Fila hopes to tap into. These influencers will either wear Fila attire or post throwback photos of themselves or their idols in Fila attire.

To incentivize community members to participate in the competition, Fila should announce that winners of the competitor will be given the opportunity to be appointed brand ambassadors and be invited to walk for Fila at the New York Fashion Week. Top posts, measured by the total number of likes garnered by the end of the competition period, will be selected and reviewed by Fila to determine two winners that best embody the Fila “Always vintage, but Never Conventional” message. This is so Fila can convey its intent to be community-inclusive but also gives Fila the power to conduct internal reviews to select its brand ambassadors as it sees fit.

Tactic 3 | Drake as creative director of Fila

Fila would collaborate with Drake’s label October’s Very Own (OVO) to release exclusive series of footwear and apparel that would be available to the public as well as featured in his music videos.

Both Fila and Drake will release teasers on social media channels such as Facebook and Instagram leading up to the official launch with the hashtag #OVOxFILA (Appendix X ) to generate buzz around the brand and solidify the alignment of Fila with Drake’s image.

Why it works

We conducted comprehensive research before selecting Drake as the creative director for Fila. Despite his mainstream success, Drake has a soft spot for the 1990s (Frederick, 2016) which is reflected in his music and in his fashion choices. He is clearly inspired by idols of his youth as evidenced by his sampling of music by MC Hammer, Whitney Houston, Wu-Tang Clan, amongst others in his present-day hits. Through successfully incorporating aspects of old-school, nostalgic elements into modern, relevant music, Drake proves, time and time again, that it is possible to “remain vintage, but never conventional.”

However, despite being labelled a hip-hop artist, Drake also combines his abilities of rapping, singing, song writing, and composing. He constantly challenges the traditional boundaries and critics have even said there is “nothing contemporary” about his artistic choices (Caramanica, 2015). His vulnerability and authenticity exhibited in his music has given him the illusion of relatability to young people.

Drake is a cultural icon that is on-brand for Fila and fulfils the component of “imaginative aspiration” for the Fila community – that is, Drake is someone that the millennial, vintage-inspired Fila community look up to, aspire to be, and will try to emulate. A possible collaboration post can be found below.

G1 Group 3 Sentosa Development Corporation

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Hello Prof and classmates!

Cliff, Yashanti and Dion here reporting on behalf of the State of Fun, Sentosa! *Salutes*

Here’s a quick summary of our presentation.

Building the Dragon’s Favourite Playground

Our client is the Sentosa Development Corporation (SDC) which manages and promotes the attractions on Sentosa and the focus of our project was to expand its visitorship from amongst the Chinese tourist market.

How did we arrive at that focus? Well, we looked at the 2016 Singapore Tourism Board report which had a specific section on the Chinese market and were able to draw three main areas of growth potential that SDC could tap on and they are as follows:

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Of course, the key ingredient that could make or break a marketing strategy is having a good understanding of our target audience. We discovered that…

  • They are mostly novice travellers. The relaxation of travel laws and simplification of visa application mean that most Chinese are either embarking on outbound tourism for the first time (as opposed to in-country travels) or have only started to do so in recent years. Due to inexperience and fear of cultural barriers, they prefer group travel more strongly than experienced travellers.
  • They are comfortable with technology and are social media-savvy. This, together with their collectivistic orientation means that word-of-mouth influence generated online spreads fast and strong.
  • They have their own ecosystem of social media. Due to the great firewall of China, they have domestic versions of western social media platforms like Facebook and Twitter.
  • They see tourism as “status travel”. Checking off iconic places, monuments and experiences is a kind of currency for social prestige that they seek to accumulate on their travels to facilitate social comparison within their social networks.

Do as the Chinese Do

At the heart of our marketing strategy is how to get Sentosa a spot on their checklists. Our social media strategy aims to build a distinct brand identity that is durable and easily recognisable. To do so, we have to (1) identify the right content, market them on (2) the right social media platform via (3) the right execution strategies.

The Right Content

SDC should portray Sentosa as a place for fun group activities. “Group” speaks to the Chinese’s collectivistic nature, especially for novice travellers who always move around in groups. “Activities” highlights Sentosa’s unique value proposition compared to most other tourist attractions. By giving them an opportunity to actively participate in activities with their friends and families rather than passively observe (at the zoo, for example) they can better create a travel experience that is unique to them, which would help to keep social comparison interesting and fresh.

Here’s an example of what the right content should look like:

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The Right Platform

There are three key reasons why we identified Sina Weibo as the optimal platform to market Sentosa’s brand identity to the Chinese.

  1. Its overwhelming popularity as compared to all other native Chinese social media platforms;
  2. Its function as an aggregator allows SDC to circulate content on other Chinese social media networks via social logins
  3. Its unidirectional structure of relationships which allows for more honest and authentic conversations (users are allowed to repost, comment and like posts by others without prior need for mutual followership).

To increase searchability, we proposed that SDC adopt the shortest and most intuitive hashtag (#圣淘沙) to exploit Sina Weibo’s search engine algorithm. This serves to curate relevant content for potential Chinese visitors as well as drive traffic to SDC’s page.

The Right Execution

The last part of our recommendation is a two-part execution strategy to create buzz about Sentosa’s brand identity and drive traffic towards their content on Sina Weibo.

As a top-down approach, we proposed partnerships with influencers and we have three main reasons why we think it would work. First, it is a quick-fix way for SDC to boost its followership by tapping on their extensive networks. Second is that the Chinese cultural trait of respecting authority and valuing expert opinions would make them more inclined to trust the endorsement of an established appropriate influencer. And finally, most influencers gain their popularity by giving us an up-close look into their personal lives. This means that their content is usually more relatable and authentic, all closer to the brand identity that SDC should be trying to push.

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To complement the influencer strategy, a social media contest is a bottom-up approach that seeks to create buzz by encouraging user-generated content from Chinese travellers who have been to Sentosa.

Besides expanding their followership and improving hashtag usage, the entry criteria would incentivise users to not only post but also share their content with their own networks to generate more votes for themselves. By extension, they would be helping to share Sentosa’s brand identity as well.

Evaluation and Future Enhancements

In considering the above-mentioned strategies as a whole, we acknowledge a lack in social media analysis specific to Sina Weibo. To figure out the consumption preference of Sina Weibo users (e.g. optimal video length), SDC either needs to invest in these analytical tools or gauge using trial-and-error.

As for the social media competition, we recognise the risk of poor participation rates. To mitigate this risk, SDC must pay close attention to the participation rate online. If numbers fall below expectation, they should roll out small incentives at Sentosa (e.g. free ice cream, free tram rides, etc.) to encourage visiting mainland Chinese tourists to post content of their visit with the appropriate hashtags.

Given that novice Chinese travellers will eventually transition into seasoned travellers with new sets of expectations and preferences. SDC needs to prepare a strategy that will cater to these behaviours. One avenue to do so is to engage them on travel websites such as Ctrip, Qunar, Ali Trip, and Maotuying.

Lastly, once we have built up a brand community, the next step would be to engage them. This will be done via WeChat and its functions which the Chinese are so accustomed to. Some future additions to WeChat may include itinerary planning, hotel bookings, restaurant reservations, transport solutions, and payments to create a seamless, unmatched experience.

That’s all for now!

TSUJIRI Singapore – G1 – Group 6

Introduction

TSUJIRI is a matcha tea franchise specialising in matcha desserts and beverages, such as parfaits, shaved ice desserts, teas, lattes, and even take-home products such as tea bowls and tea powders. Its rich history dates back to 1860. Originally established in Uji, Kyoto, Japan by founder Riemon Tsuji, it helped advance the tea industry and marketed itself on its authenticity, rich flavours, freshness of ingredients, and Japanese culture.
Today, it has expanded across Asia and now has 3 branches set up in Singapore at high traffic areas – The first branch being situated at 100AM Tanjong Pagar, the second at 313 Somerset, and the latest branch at The Central. However, the Singaporean branches have been underperforming for the past three years, with low sales and weak social media presence as compared to its many competitors in the industry. As a result of poor sales, TSUJIRI has been forced to relocate its 313 Somerset branch to Centrepoint, an area with lower rental costs, but also much lower foot traffic. As such, our paper seeks to identify possible ways to improve TSUJIRI Singapore’s social media presence, raise industry awareness, and raise brand awareness, and translate these efforts into sales.

Target Audience

We identified millennials as TSUJIRI’s target audience (age 18-34), mainly because TSUJIRI’s stores are located around the CBD area, populated mainly with working adults on the weekdays.

TSUJIRI also attempts to market itself to Japanophiles, tapping on its ties to Japanese culture and history.

As with most Japanese cuisine, TSUJIRI also prides itself on the visual appeal and presentation of its products. This instantly makes many of their products “Instagram-worthy” and makes it easily marketable on various social media platforms.

Lastly, while other TSUJIRI outlets around the globe have marketed matcha as a superfood or health food, TSUJIRI Singapore has yet to do that. Coupled with the increasing number of health-concerned citizens in Singapore, this might prove to be a market worth tapping on.

Identified Issues

Issue #1 – Poor Brand Awareness

Even though TSUJIRI outperforms its local competitors when it comes to number of stores and strategic placement of stores, its lack of marketing strategies (both online and offline) and non-existent social media presence has resulted in poor brand awareness, barely appearing on anyone’s radar. TSUJIRI cannot survive if it continues to rank low on the awareness scale, since it can only rely on a small handful of loyal customers and a walk-in crowd.

Issue #2 – Poor Industry Awareness and Knowledge

Over the course of our research, we found that although there is a perceived matcha craze in Singapore and online search trends for matcha have been slowly climbing upwards, a majority of Singaporeans have not actually visited a dedicated matcha establishment such as TSUJIRI or Matchaya. In addition to this, we found that there was a lot of misinformation about matcha, with some thinking that it is limited to green tea or an ice-cream flavour.

Even if there is a growth in brand awareness, any marketing efforts meet a roadblock since the population is not familiar with the concept of matcha. As such, industry awareness is a major problem as well, but also presents an opportunity for TSUJIRI to establish itself as the main matcha ambassador in Singapore.

Issue #3 – Ineffective consumer engagement on social media platforms

Despite being around for 4 years, TSUJIRI has a lower following and engagement rate as compared to its competitors. Maccha House also started in 2012, but it has twice the number of fans and the highest engagement rate among all three. Matchaya on the other hand, was only established last year, however it has quickly gained a devoted following that dwarfs that of TSUJIRI.
To maintain a devoted clientele, regular interaction with clients is indispensable, especially if a brand is to survive in the long run. Additionally, research has shown that fan engagement has a positive effect on enhancing brand awareness, word of
mouth publicity and purchasing intentions.

Objectives

Objective #1: Raise Industry Awareness

As stated previously, with the current state of the matcha industry, any promotion
mechanisms or attempts at raising brand awareness would be severely limited. There are also many misconceptions about matcha products which could further impede social media strategies. As such, our first objective is to raise awareness of the matcha industry and to adequately inform our target audience of the product.

Objective #2 :Establish TSUJIRI as the main matcha ambassador of Singapore

As we raise awareness of matcha, TSUJIRI can be positioned to be the main matcha
ambassador of Singapore. This will allow TSUJIRI to reap any positive benefits associated with matcha products and it will give it an advantage over the competition. Even though the matcha industry has been in Singapore for a long time, no other matcha establishment has yet attempted to be the ambassador of matcha, giving us the first-mover advantage in this area.

Objective #3: Increase consumer base through social media engagement

After establishing a strong online presence, we seek to translate that into sales through various means of social media engagement with the consumer base and sustaining growth in both sales and followers.

Message Strategy

Keeping in line with the TSUJIRI global franchise, our strategies will continue to advocate TSUJIRI’s brand values of authenticity, richness of matcha products, freshness of ingredients, and strong ties to Japanese culture.

We will also not be restricting the product to Japanophiles or the foodie crowd, but instead, we intend to increase the perception of its accessibility to a wider audience, pronouncing that matcha products are for everyone. This allows us to have a wider consumer base which is necessary in the initial stages of raising industry awareness and brand establishment. It will also increase the reach of our strategies.

Social Media Strategy

We propose a 3-phase strategy to be carried out over the course of 10 months. It will utilise the existing 3 platforms: Website, Facebook, and Instagram. Each phase will tap on the success of its precedent through linking elements in order to multiply its reach and effectiveness.

Phase 1: Setup Phase

Phase 1 seeks to tackle TSUJIRI’s poor social media infrastructure and provide a wide foundation for our following strategies. It aims to increase product recognition and identification, create a large bank of quality content for sustained release across social media platforms, and to create a wide fan base and increase TSUJIRI’s following. This phase will last 2 months.

There is a need to build a brand story and to get people excited about Matcha. We intend to create a depository of photos with curated descriptions to sustain TSUJIRI for a year for bi-weekly release. In addition to this, we have designed a list of hashtags to be tagged onto every post made by TSUJIRI in order to increase its reach. The list consists of both hashtags unique to TSUJIRI and we aim to increase their visibility and popularity by also tagging posts with more developed and related hashtags with a decent sized following. We will also look to design and fabricate a mobile matcha machine to be used in phase 2 and to allow TSUJIRI to conduct pop-up events.

We will create 3 videos for TSUJIRI Singapore with the aim of building a brand story using quality and engaging content while increasing brand and industry awareness. It utilises advertisement, educational, and contest elements and will be published across all 3 platforms.

The first video is a basic “Watch This Space” video, teasing the offline event which will be held in phase two. The video and the event will be hosted by local celebrity Michelle Chia and also feature 8 social media personalities, teasing their appearance at the event. Michelle Chia will narrate the video, informing viewers of the attractive prizes, the food, and the attendance of the social media personalities. Then she will instruct viewers to stay tuned to TSUJIRI’s social media accounts for contest details. Half the personalities are dedicated food bloggers, the other half are general lifestyle and event bloggers. This allows us to appeal to a larger audience instead of restricting ourselves to only the discerning foodie crowd.

Videos 2 and 3 introduce the contest and educational elements. To enter the contest, contestants must like and share the video on Facebook. They must also comment on the original video with the correct answer to the question found in the video, give a witty response about why they want to attend the event, and they must tag a friend that they want to bring along to the event. There will be 5 winners per video. We chose this route to allow us to tap not only on current followers of TSUJIRI, but to expand our reach the friends of fans as well as the fans of social media personalities across various fields. Video 2 aims to raise industry and product awareness by speaking about “O-Matcha”, TSUJIRI’s brand of matcha products, while video 3 will explain the history of TSUJIRI and TSUJIRI’s brand values to link matcha products to the TSUJIRI brand and presence in Singapore.

Phase 2: Main Event: “O My Matcha”

Riding on the hype and following established in phase 1, phase 2 aims to sustain the awareness and hype about TSUJIRI by creating brand ambassadors within the community, and eventually translate the new publicity into sales.

The “O My Matcha!” event will be held on a Friday at 7pm. The venue will be an event space at 100AM, Tanjong Pagar, which is in the same mall as a TSUJIRI outlet. The location places us near multiple Japanese F&B tenants and with the timing, we can capture both the after-dinner crowd as well as the Japanese cuisine diners.

The event will last approximately 2.5 hours and will be filmed and livestreamed on Facebook with occasional updates on Instagram. The general event flow is that the audience will have a freestyle explanation and Q&A session of 7 menu items. The creation of each item will be demonstrated by a professional and served to the crowd. Attendees will also be given the opportunity to recreate these dishes themselves, reinforcing the expertise and professionalism needed to craft each item, increasing the perceived prestige of TSUJIRI products. The session will end off with a photo-session and distribution of gift baskets (consisting of TSUJIRI take-home products and snacks, bento boxes, and a lifetime discount card applying to all TSUJIRI products) to the attendants. Passers-by and onlookers will be given flyers which also act as coupons, providing discounts and driving foot traffic towards the nearby TSUJIRI branch. The Instagram and Facebook accounts will be monitored for the entirety of the event, with staff responding to queries and comments in real time.

Footage of the event will be curated into 2 types of videos. The first video is a thank-you video, lasting approximately 2 minutes and will screen highlights of the event, ending off with a short thank-you message to all attendants and TSUJIRI fans. This video will be posted across all 3 accounts within a week of the event and will be re-shared and reposted on occasion. The second type of videos are 45-second highlight videos. Each video will be based on an item prepared during the “O My Matcha!” event, will provide a short background on the dish and, a time lapse of its preparation, along with the attendants’ attempts at recreating the dish. These videos will be released on a monthly basis in phase 3 and will tie in with promotional events.

Phase 2 thus increases the perceived prestige and authenticity of TSUJIRI products while also increasing their perceived accessibility. With the educational and informational elements in both Phase 1 and Phase 2, it also interweaves TSUJIRI’s brand and matcha products intricately, establishing TSUJIRI as the industry ambassador in Singapore. It also provides us with a content source to be used over the course of the next 7 months.

Phase 3: Themed Sales and Promotions

The final phase will last for 7 months and builds upon the success of the previous phase, growing and directing the community that will rally around TSUJIRI. It aims to sustain the hype generated in phases 1 and 2 while translating that hype into sales, promoting user-generated content through themed contests and weekly features of fan posts, and it will also release the curated Instagram posts created in Phase 1 on a weekly basis (which now have increased effectiveness due to the larger and more active fan base built in the preceding phases), and will be featured across all 3 platforms.

Each month will have a theme, each relating to an item that was created during the “O My Matcha!” event.  A week before the month starts, all 3 accounts will tease the theme of the month with the corresponding previously curated 45-second highlight video. For the entire month, there will be a discount on that themed item with the occasional flash sale with either discounts or 1-for-1 sales. There will be weekly features of customer posts of the item on the Facebook and Instagram accounts, with a post notifying the customer that he or she has won a gift basket consisting of TSUJIRI take-home products. At the end of the month, pictures of all 4 or 5 winners redeeming their gift basket at a TSUJIRI outlet will be added onto the next month’s teaser video to further generate hype. In addition to all this, the mobile matcha machine from preceding phases will now be used for pop-up events.

This strategy allows us to turn our fan base into an active community, turning them into active brand ambassadors and spreading TSUJIRI’s brand through word-of-mouth recommendations. Our themed promotions also lower the barriers to entry of our competitions, increasing the chances of our strategies and competition elements being effective. The community and themed month strategies will also allow TSUJIRI to maintain the event hype generated in phase 2 long after it has ended.

Conclusion

Our proposed strategies are ultimately aimed at raising sales and profit through the use of social media to raise brand and industry awareness with promotion mechanisms to translate the increased publicity into sales. Each strategy has a linking element to allow us to multiply the effectiveness of each strategy as time goes on, leading to a sustainable growth in sales and consumer base. Though this does require a large investment, we believe that by tapping on TSUJIRI’s innate strengths and creating a sustainable growth engine in the form of an active community, the costs will be justified and the strategies will prove profitable for TSUJIRI Singapore, whilst setting a strong foundation for any other campaigns or strategies after our strategy has ended.