Hellooo there! Samantha here, representing Group 7 (Shandy, Jing Yi, Jeslyn & Mary). Here’s a brief recap of our project for those of you who missed it 🙂
Hi guys! Thought I would share one of my favourite campaigns by Cadbury that used social media in a fun and creative way to raise awareness for its Dairy Milk brain in Australia.
Challenge Cadbury was facing: Chocolate industry was getting increasingly saturated and Cadbury was not doing enough to sell its Dairy Milk brand, which was hence becoming boring to consumers.
Consumer Insight: Everyone has a favourite chocolate flavour but they still like trying new flavours.
Big Idea: Create a buzz around people’s favourite flavours and raise awareness of the variety of flavours offered by Cadbury in the process.
Social Media Strategy
What? Flavour-Matching Facebook-Powered Vending Machine
How? Vending machine’ scans users Facebook profiles and analyses their preferences based on ‘likes’ (e.g. movie; tv shows; singers etc). Based on this analysis, the machine will choose a chocolate flavour that matches your personality.
End Result? A short description on your personality and of course, a free bar of chocolate that Cadbury believes matches your personality.
Why did this work?
- Used Facebook in an engaging and creative manner
- Generate excitement amongst consumers
- Integration of various mediums (e.g. TV adverts; print posters; sales promotions; Facebook engagement posts etc)
Introduction to Universal Studios Singapore (USS)
Back in March 2010, Southeast Asia’s first Hollywood movie theme park, Universal Studios Singapore(USS) was opened. Located on Sentosa, Singapore’s designated leisure island, it has proved to be a contributing factor to the success of Resorts World Sentosa (RWS) which is operated by Gentings Singapore. Resorts World Sentosa’s mission is as follows:
“We come to work everyday to provide the most memorable guest experience with innovative and differentiated products and services.”
In USS, visitors are able to experience cutting-edge rides, attractions and shows based on their favourite blockbuster films and television series. One of its star attraction would have to be Battlestar Galactica which is the world’s tallest duelling roller-coaster. Apart from that, USS also host special annual events such as “Halloween Horror Nights”. In 2016, the theme park was most recognised by TripAdvisor’s Travellers’ Choice Award as the top amusement park attraction in Asia for the third year in a row, leaving Hong Kong Disneyland and Ocean Park ranked as the second and third respectively.
Why did we select USS?
Despite that, Resorts World Sentosa is not doing well as a whole. For the entire financial year of 2015, Genting Singapore’s net profit slumped 85% and its annual revenue fell 16% year-on-year. This is mainly due to the weak performance in its gaming business (casino) with its revenue falling at 38% from the 2nd quarter of 2014 to 2nd quarter of 2015. Growth in non-gaming revenues seem to have increased and help offset some of the declines in the gaming side of the business but it is clearly not enough. The number of USS visitors have increased through the quarters but visitor’s spending has decreased.
Business problem faced by RWS – Gaming revenues are down.
Solution – Boost profits in non-gaming sectors and thus, USS is the centrepiece of their strategy.
Hence, our main project goal is to increase profits of USS. This can be done via 2 ways which is to increase visitors to USS and to increase visitor’s spending in USS. Based on our observations regarding USS social media presence, we believe that USS have not utilise social media to increase its brand awareness as well as increase its competitive edge against other place of attractions.
Therefore, our research topic is:
‘How can Universal Studios Singapore utilise social media technologies to increase its brand awareness to international visitors and increase its competitive edge against other tourist attractions?”
Current social media presence
Universal Studios Singapore currently does not have its own official website and social media page such as Facebook and Instagram. It is featured in ‘Resorts World Sentosa’ official website together with other RWS attractions, hotels and spas and casino. Information found in the website mainly focuses on the rides and shows in USS. However, there is a lack of information regarding other aspects of USS such as the restaurants and gift shops there.
For Facebook, Universal Studios Singapore has an unofficial page with about 97,000 Likes as well as customer feedback/reviews and tagged photos. This suggests that social media users would engage quite substantially with an official page if it were to be created. As compared to its regional competitor, Hong Kong Disneyland, the number of likes for HK Disneyland official facebook page is way higher which is about 10 times more.
Overall, one of USS’s weakness is its inactive and weak social networking and online presence. There is also a lack of exposure in advertising media.
Main messages to be delivered
Going back to the mission of the company, “We come to work everyday to provide the most memorable guest experience with innovative and differentiated products and services.”
USS failed to incorporate this mission in its social media strategies. There are no platforms for visitors to share their memorable experience with USS. Therefore, the main message to be delivered is “COME TO USS TO CREATE MEMORABLE MOMENTS WITH YOUR LOVED ONES”
We would also incorporate ‘’Universal Studios Singapore is Asia’s best theme park.” as stated by TripAdvisor in our strategy. This in turn, will create awareness of the recognition held by USS in which many people are unaware of.
In addition, we would also share more on what is available in USS apart from its rides and shows.
Method of research on target audience
As the broader mass market consumer base of USS is nearing saturation, this proposal will focuses on tourists. Through a survey, we aim to discover psychological determinants in regards to theme park, what do they spent on in theme parks other than the rides as well as their media consumption activities.
Method of marketing
Our group will be using a mixed approach in which to allow USS to expand presence and engagement on current platforms such as Facebook, Instagram, TripAdvisor etc. We would also explore new venues of localised and popular social media outlets such as Weibo, WeChat, etc. Connecting with users around the region via these previously untapped platforms can connect USS with new consumer bases.
In conclusion, we hope to come out with strategies to bring Universal Studios Singapore to the forefront of tourists’ minds when visiting Singapore, and to expand its regional brand image awareness.
Gavin Bellson, CEO of Hooli, the Google-like fictional company in HBO’s hit show Silicon Valley, indulging in invigorating intellectual curiosity and a competitive mind, hasn’t a care about what it takes to buy whatever seems attractive and stock-it-on promising start-ups. Likewise, major turn-ons that motivate most Silicon Valley tech tycoons might not merely be ROI number-crunching like any merely mediocre traders. More exactly, their self-indulgent causes are humane commitment “To make the world a better place” and/or self-righteousness based on an “It-has-to-be-me” mindset.
Their playing with giga-investment decisions on cutting-edge, maybe even game-changing technologies, flying cars, free-internet-distribution balloons, drones and the like, might essentially be the same as that of the show’s Erlich Bachman, self-claiming he did something superspecial and creative with a hell of exorbitant silly parties that represents Hawaii in Alcatraz decorating with real dinosaur bones that cost a fortune for merely a short term rent. They’re all carefree egotripping with all the $$$-tsunami from scalable IPO and corporate shares given to founders and investors, enabling them to wallow in party time atop of insatiable demands for Brain entertainment.
Similarly, our perspective on Google’s recent blunder on Google Plus and its ignominious retreat in the war against Facebook … Actually, it began at the wrong end, clashing with Facebook simply in revengeful reaction to i) some of its skilled workforce defecting in that direction, and ii) Facebook’s phenomenal growth, a la the slur of “short-lived college-town fever …” Remember? Google believed it had the upper-hand and that it could leverage on what Facebook does not have, namely search, solid user-base, ultimately-better tech platform, a more-integrated mail-service platform, YouTube, maps, the list goes on … Google carried out the plan to prove its belief they actually perform better than Facebook. Yes, definitely technological determinism, Valley boys’ typical projection of the world around themselves.
But, as we all already know, for Google Plus it didn’t go as planned. Facebook responded vigorously and, to put it mildly, Facebook has a whole lot of vigour, (a whole lot of capital-C Clout). So, no surprise, it routed its contender (as I write this, Russia’s 1812 rout of Napoleon keeps coming to mind). This is a story of a win by the Facebook people despite their technological shortcomings compared to Google Plus. Thing is, the winning team has more Moxie. That word says it all: They eagerly committed themselves, were determined to win, confident that sheer force of character can achieve the intended outcome. In contrast, Googlers seemed more relaxed, perhaps intoxicated with their well-established empire, resting on their laurels (so to speak).
Does this view hold true? Does it take into account all factors behind Facebook’s success?
Recently with my husband I for the first time came to an interesting bar: it used drones to serve tables! He deliberately picked it to cover a story on that very topic. Then a surprise: I learned that the bar not only is well known, but also close to my school, literally small-ball-throw close. So it sank in that although I’ve been here two years I never had explored the neighborhood close to campus, never registered its coffee shops, restaurants, bars, museums, bookstores … in a word, its character! Nor had I felt genuine curiosity toward what this city has to offer. I wonder why. Imagine a similar lapse in, for example, Paris, Barcelona, Zurich … in the last two of which, actually, I have been (also in the last two years) and where I did explore. Probably here I simply haven’t been in the mood because this city is for me my workplace where my necessary focus is my career performance. Bottom line: One’s workplace city is hardly where one’s leisure time is given over to relaxing and chilling out. Nor does it necessarily intrigue one’s curiosity.
Invoking the example of my usual look-away from what surrounds my workplace might explain why people have little notion of what Google Plus is all about, or don’t even know it exists. Odd, this, considering that by a simple glance around, a single click on their existing Gmail account, they’d have a sense of it. No doubt Google Plus is a technically well-designed and efficient platform. And, across the board, the Google platform works well for us, especially when we pursue max efficiency in our online behaviors, whether work or leisure, and especially when we Google business websites to prepare a client meeting, check emails needing our utmost immediate attention and reply, share docs with co-workers, need doc-edit tools, navigate fastest travel paths, etc. That said, Google might not be the most convenient or emotionally feel-right option when we want to simply kick-back, chill with friends and colleagues, giggle at selfies, share comments, or just sneak-peep into celeb lives. Those are exactly what we do on Facebook. This might address some part of my previous question as to why people turn away from the feature-laden, fascinating, new, social network platform.
In looking closely at what Silicon Valley tech tycoons such as Google, Facebook, and MS are doing in pursuit of future long-term business, I claim it is exactly what Gavin Belson does in the show: his driving impetus is insatiable appetite for personal visions and daydreaming. To elaborate, he, Belson, doesn’t, and they, hi-tech giants, don’t, care about what customers want to do on their platform. More indulgent for them than their customers’ wants is technological utopianism dabbling in the anything-everything technically possible. Scents of narcissism and self-indulgence linger in the immediate air of Must-be-I-none-else. In such an ethos are embodied the take-no-prisoners, and the burnt-earth slashes of disrupting competitors by picking fights over issues, or brutal and ruthless buy-outs. Incited by Facebook’s unprecedented success in social networking, Google launched Google Plus, and MS merged LinkedIn, rather than focusing on what they do really well and in which they have real expertise.
On top of that, the further conjecture that many Silicon Valley tech gurus phase out a good number of unrealized business projects and secret missions being propelled by quiet ambition.A major corporate entity, SamSung, for instance, based in the small-scale thus financially-infertile Korean market (i.e., in comparison to the US), has much at stake when it goes for a new business category. Example: invading the auto industry purely on the CEO’s personal whim and vision. In contrast, Silicon Valley is a flood of money, so once one maintains one’s foothold in the major sector of one’s business, one will be safe in poking around and angling at anything infatuating even beyond one’s core business domain. Right?
Well, the problem caused at the users’ end is that their core identities, mostly, inhibit their expansion to other domains. When Google wants to act like Facebook, its very being Google tends to disrupt the plan. Likewise for Facebook … Example: Facebook, once endeavoring to go beyond mere photo-sharing and communication, put visionary effort into creating its own economic ecosystem … But it didn’t work out.
When one wants to share selfies taken by Instagram and manage one’s social identity and relationships, Facebook is the go-to place. But it’s surely not the place where many would go for their commercial transactions with virtual currency like Bitcoin.
Absolutely no denigrations of tech people’s pure intellectual devotion and visionary efforts are intended here. Nor I am saying all their money games turned out flops or deserved scorn. But the question remains: What did we learn and what should we learn from past incidents? Some other questions as well: What is the true meaning of innovation and vision, and in what ways does technology really help us better the world?. In many cases, clearly observing going somewhere we previously didn’t locate should not be enough to prove we are progressing. Instead, in many cases, those moves turned out to be nothing but self-obsession, a like-we-got-to-do-something-anyways moment.
Thus we move to another angle to answer my initial question; How come did Facebook end up beating Google, the Silicon Valley moguls’ big bro? Maybe we might say Facebook was into furthering its own zone to stay abreast of what it is, while Google tried to be what it isn’t. And the major or minor interface and service improvement Facebook achieved during the rock down period might be the consequence of what we could label truly-practiced innovation, i.e., getting to one’s core competency, enriching what already is inside one, gauging the scope and amount of what one’s box can contain practically.
So, to innovate and grow further, both practically and theoretically, surely our primary ethos should be to master the underlying mechanisms already in our box, rather than lurk at street corners, then sneak into others’ boxes?
Maybe some of you may have heard of Zalora, or even are loyal customers to them. Zalora is an online fashion retailer in Asia-Pacific region, including Singapore. Basically, we are able to shop and purchase fashion items from Zalora online and have them delivered to us. Zalora has seen a rapid growth, as much as 70% increase in their sales revenue in one year! BUT, unfortunately the company suffered EUR 80 million in the same year as well. Why is this so? Because, as much as the sales revenue increased, it did not match up the sales forecast of the company. Hence, the company is “growing” faster (in terms of spending money to expand itself) than it can generate profits. Part of the reason of the slow growth can be attributed from the fact that there is a lack of brand awareness here in Singapore! (as mentioned by Zalora themself in their annual reports)
Hence, this brings me to my research question:
How can Zalora effectively use social media to increase brand awareness in Singapore?
Analysis of social media
So for my paper, I’ve identified Facebook, Instagram and Twitter to do my analysis on.
Zalora have quite a large number of followers on Facebook, with 171,000 likes on their Singapore page. Having such a large number will allow Zalora to potentially engage the large consumer base with the brand. However, the interaction on Facebook is VERY low. They have over 170 thousand followers, but on average, their posts have less than 10 likes and comments. (legit, go check out their page)
Their Instagram have about 26,100 followers and over 2,600 posts. The level engagement on Instagram is slightly better. This could be because, unlike Facebook, they actually post curated content on Instagram. This would better enable their audience to relate to the content. On Instagram, they reached out to influencers such as Joakim Gomez, 987FM DJ and producer, and several few smaller fashion bloggers. This is good because the influencers’ reach is actually larger than Zalora’s. (for eg. the same picture posted by Zalora and Gomez, but Gomez picture have over 3x more than Zalora) However again, engagement level is still low on Instagram. On average, every post have only about 0 to 3 comments.
Zalora’s Twitter have about 6,800 followers and over 16 thousand tweets.
Out of the 16,000 tweets, about…. 95% is replies to their customers. And majority of these replies are pretty much customer services. Customers post a question (more often a complain) on Twitter and tag @Zalorasingapore, and Zalora very actively replies to these tweets promptly! This is good because a lot of customers actually receive prompt assistance via Twitter. However, that’s all about what their Twitter is doing. Mainly, it is just a customer service platform. Out of the 6 weeks of analysis, they only posted 10 non-replies tweet, thats on average 1 to 2 tweet a day. That definitely will not engage its audience at all.
But Twitter have a lot of potential to increase brand awareness for Zalora. Generated from Synthesio, Twitter is the social media platform with the most social media activity of Zalora. But why then is their follower count so low? Further analysis revealed that most of the Zalora mentions on Twitter, are by users who are NOT following Zalora currently.
Out of all 3 platforms, it seems that Twitter is currently the platform that is weakest in social media marketing, and hence holds the highest potential. I will also recommend minor strategy for Facebook and Instagram as well.
A two pronged approach is taken here.
Short aim: Increase number of followers on Twitter account
Long aim: Increases brand awareness and engagement among its customer
In the short run, Twitter should use influencers to quickly and greatly increase its account awareness. So for example, they can get Gomez to also start promoting for them on Twitter. Also, Zalora should make use of Twitter’s promoted post service and get their account known to those active Twitter users who are talking about Zalora, but are not following them.
In the long run, I recommend Zalora to transform their Twitter from a “customer service platform” into a “fashion platform”. The main issue on Twitter is the lack of new content. By introducing #ZaloraInspire, Zalora can post about 8 pictures daily, and these pictures will feature people wearing Zalora’s apparels. This fashion platform will be a platform where their audience and customers will be able to engage themselves by viewing the pictures for inspiration on what new outfit to wear or buy.
Their Facebook have a large number of followers, and I think Zalora should take advantage of it. In the analysis, it was observed that ‘give away’ posts seen a significant increase in their user engagement (everyone want the free stuff, haha). Hence, I recommend Facebook to have a ‘share cap’ for their give-away post. For example, before Zalora issue out a $20 e-voucher to everyone, the particular post have to be shared a total of 5,000 times. As more users share the post on their Facebook wall, Zalora will be able to tap on each individual’s network and increase its brand awareness.
We established that people like free stuff, so similarly in Instagram, I recommend Zalora to kick start with their ZaloraAwards initiative. This ZaloraAwards is an on-going competition where users send in their picture with them wearing Zalora’s apparels. Zalora then will determine a winner, and post their picture on their social media accounts. Winners not only get a monetary incentive, but also recognition. UGC posted by Zalora will also gain the trust and engagement of the users.
So these are my three recommendations for Zalora! They are pretty much summarised in this post, so some details may be left out. Please feel free to give me your opinions regarding them, or ask any questions!
Thank you for reading!!
Jeremy Pek Qing Wei (G2)
Please find here the summary of my research on the fast-fashion industry in the context on Facebook.
The research question focus on the relation between the fast-fashion industry culture and strategy and its presence on Facebook and how a fast-fashion company can engage effectively its customers through Facebook to compete against its competitors.
Analysis & Findings:
Zara uses Facebook mainly to post pictures of its clothing collection. We can describe Zara as an occasional to rare poster on Facebook. Because of its very low usage frequency of its page, Zara fails to engage its customers. The consequence is that customers do not participate and react to its posts even if the brand has a great number of fans online. The variety of posts is extremely poor also and disengage even more the attention of its customers.
The brand is able to post regularly on its pages and the usage of sub-pages dedicated to countries in particularly helps H&M to mobilize its customers’ attention. Thanks to the frequency of its posts, the brand can communicate efficiently what are the new trends and the new products in local stores as on the online store. Thanks to this usages of the sub-pages H&M is also able to target more precisely its customers per country and address special content to each category.
Mango’s Facebook page is mainly used to post pictures of its products, videos of photo shootings or events organized and links to the online store for its products. Mango has a clear advantage on its competitors: thanks to the frequency as the variety of its posts, it can engage a larger part of its Facebook fans, even if the brand counts less fans in total.
A first strategy for Zara to better engage its customers would be to create sub-pages per country as H&M has done. The goal of this strategy is to create a better dialogue with its customers thanks to relevant posts targeting precisely them and to avoid general messages which cannot reach any target as it is the case actually
A second strategy Zara can learn from its competitors is to post interesting content regularly on its Facebook page. This strategy is closely related with the first one as the content will need to be targeted to customers for each sub-page. Moreover, as Zara business strategy is to respond quickly to its customers’ demand thanks to its efficient supply chain, its presence online should reflect that strength of delivering new products quickly by posting shootings and videos to present these new products to its customers.
A strategy would be to create a dialogue between stylists of Zara and its customers. Each week a new stylist from Zara will share its tips with the fans. Stylists will provide tips on the Facebook pages concerning the way to mix different garments, which garments to select in order to fit to each morphology… Zara could moderate the dialogue between the stylists and its customers, and between customers themselves.
Finally, Zara could create contests on its Facebook page. The aim of the contest is to share pictures, on the Zara’s page, of customers wearing Zara’s products and obtain the maximum of likes from then Facebook population. These contests should empower fans to become brand ambassadors
Thank you reading!
Hi everyone, my name is De Zhong and my research report is on Malaysia Airlines Berhad!
Dang dang dang!
That’s right, the airline carrier which unfortunately got thrown into the spotlight after 2 of its planes met with unfortunate incidents. Well, it has been a trying time for MAS (I’m gonna call it that from now) as even before the incidents, they were already in trouble as there are just SO many strong competitors in the region, such as from Singapore Airlines Limited and Garuda Indonesia!
So what happened after is that they basically had to fire staff, hire a new CEO – but he has been doing a rather good job! Just a few days ago, an article has been published stating that they have just profited for THE FIRST TIME since the incidents!
I am very excited to see what will happen in the near future as MAS progresses to become an inspiration to other businesses out there which have met with trials and tribulations.
Alright, but firstly, here’s the two questions I was pondering whilst doing the research report. They are written below!
- How is Malaysia Airlines Berhad currently utilizing its social media platforms in order to engage with its key stakeholders?
- How can Malaysia Airlines Berhad, through social media initiatives, reestablish a
reputation of trust and safety for the corporation, and ultimately increasing profitability to pre-incident levels?
So basically for my research report, I looked at MAS’s Facebook, Instagram and Twitter accounts, in comparison to the other national airlines in the vicinity, namely Garuda Indonesia (who actually also suffered from incidents in the past but has managed to become such a respected airline after restructuring), and the one and only Singapore Airlines!
Strong competition aye.
Alright now to my findings!
I compared the 3 airlines to each other and WOW were they different. For example, Garuda Indonesia posts more commonly in Bahasa Indonesia (they are sure missing out on a lot of people like me who can’t speak Bahasa), and Singapore Airline’s social media is like reading a gigantic “fact-of-the-day” book, its really interesting and filled with little bite sized pieces of information about travel, tourism and culture!
Whereas for MAS, I am quite surprised but elated that they are not doing too badly too – in fact they have more followers on Twitter than SIA! HA!
But back to serious business:
MAS’s social media account is quite unique, focusing on its staff, and peripheral cues such as happy people to portray optimism on its platforms. Yes! On its people. While this may not work for everyone (for example, personally I’m not so interested in looking at photos of the staff and managers no matter how handsome or pretty they are), but it does BUILD PERSONAL RELATIONSHIPS with the people who follow the account.
But at the same time, if you look at these pictures of the smiling staff and think to yourself…
“HEY. They weren’t smiling when they served me rancid coffee on the plane.”…
Then you know what’ll happen?
Negative sentiment is a major issue, as people are generally critics and only listen to negative stuff most of the time. I bet you’ll notice this a lot more than the usual “Good job posts eh”, coz this is more exciting, ain’t it?
So, if we look at MAS’s sentiment analysis as below:
11.8% is way too much.
Let me give you this analogy.
Let’s say I buy a plate of chicken rice at the hawker centre. And there’s a single cockroach leg in it. I make a big fuss, and a complaint on social media.
Does the public see that the other 10000000 plates of chicken rice are nice and tasty? NO!
So you’ve got my point.
My aim now, is to bring down these little pieces of negative sentiment to 5% (a realistic goal coz 0% is impossible) – How so? I will DIVERT and DETER.
DIVERTING, by putting up call-to-action posts to ENCOURAGE users to give feedback (and hopefully inclusive of the bad ones) via messaging them directly, and not post it on social media and all. BUT this requires their effort to be very consistent and timely in fixing problems as well.
Here’s an example of what they can do!
Yup, friendly language, hashtags and all – I AM CONVINCED AND I WILL MESSAGE THEM.
So what about DETERRING then?
Well, we will be PROACTIVE in engaging in a social media campaign, unified by #TheMASLife hashtag. In essence, they are already posting pictures of their employees (yay!), what I am suggesting is for them to actually make it into a campaign, and build upon it by including inspirational accounts of why they joined MAS and etc.
Here’s an example!
Basically, everyone already knows our sob story. Now’s OUR turn to tell them that WE MADE IT BACK, to serve you guys.
And isn’t that beautiful?
Well of course, on hindsight, these communication strategies rely a little on fate. If MH370 is found, and we know how the plane was lost, then MAS would be better able to tell its key stakeholders that they either have made the necessary changes to prevent such an incident from happening again, or scapegoat someone else.
That’s all folks, and I am so happy that I have signed up for this module with you guys! Till the summer holidays!!!
De Zhong 🙂
This is a summary of my individual project. I chose to focus on the Facebook activities of 3 car brands which I’m sure everyone has heard of, namely: Ferrari, BMW and Audi.
Car ads are commonly seen on traditional media such as television and newspapers. However, it is increasingly prevalent to see companies advertising about their cars on a plethora of online platforms. With numerous car brands in the market, the question I had in mind was, how do car brands differ from one another in terms of their advertising campaigns and the underlying purpose of their approaches.
My research question explores the overarching idea of how these 3 car brands uses Facebook to attain their respective business goals. I further analysed the content posted by each of the 3 car brands in order to find out the purpose and underlying message that the brands are trying to get across to the audience.
My data collection period span over a duration of two weeks, from 22 February to 7 March. I have tracked indicators such as the number of likes on their official Facebook pages, number of likes, shares, comments and views (applicable only to video posts) on each of their posts to assess the level of brand awareness of the cars. Next, I proceed to individual post to analyse the message of each post and whether these messages resonate with their respective business goals by looking at the nature of the posts (pictorial vs video), their captions and hashtags (if any). This provides me with insights as to how each of the brand choose to engage with their audience.
Through my findings, I found that each of the car brands’ strategy has distinctive strengths and weaknesses. However, Audi appears to lacking as compared to the other Ferrari and BMW in the areas of innovative content and business-to-customers’ engagement.
Strategy: Hashtag Campaign, #Audi-Garde
Audi could revitalize its hashtags by creating more novel hashtags that would complement the hashtags of their cars. An example could be, “#Audi-Garde” that is align with their business goal that targets innovation. Audi could pilot a hashtag campaign that uploads pictures of the engineering process of their cars. For instance, a caption “Behind the scenes of #AudiQ5…do look forward to our next #Audi-Garde.”This strategy provides Audi with two potential benefits. Firstly, it generates buzz for the next Audi car. Secondly, with these pictures and the appropriate use of #Audi-Garde, it highlights a subtle message to the audience that Audi is consistently working to define innovation.
To conclude, with a myriad of benefits in establishing an online presence, car brands can no longer rely solely on traditional media advertising. Having established an online presence, Ferrari, BMW and Audi should continually enhance their social media strategies in order to secure a strong brand positioning in the market. As such, the recommendations that I have proposed are not the only solutions that these brands could implement, instead they should be on a constantly pursue new and fresh methods to bring their brands to greater heights!
For my individual research, I have chosen four things I love: chocolate, ice cream, cookies and Facebook, and the brands are Kit Kat, Haagen-Dazs and Oreo (I don’t think they need further introduction, right?). For the assignment, I analyzed their Singapore’s page, except for Oreo, that only have a global account.
My research question was “How effectively Haagen-Daza, Kit Kat and Oreo use Facebook to engage users in order to maintain them as loyal fans in Singapore?”. I chose that because they are the top brands of their category, but I wanted to understand why and how they keep that level, specifically in Singapore, since that’s where we live.
After that, I went to the Data Collection, which was from February 28th to March 28th. During that period I could notice a lack of engagement from the brands followers, so with the objectives of generate WOM effect and increase the level of engagement, I came up with three strategies specifically for Kit Kat.
The first one was to create a contest on Facebook with the hashtag #mybreakSG, where people would post a picture or video of their break from studies or work and share with their friends. The winner would get limited edition flavors of Kit Kat.
The second strategy was the Break Day, an event which the public would pick up the attractions based on a survey on the Kit Kat Facebook’s page. On the day, besides those attractions, there would be F&B with Kit Kat products.
The last strategy was to “promote” their loyal fans as Brand Ambassadors. Through the #mybreakSG campaign, Kit Kat would track the consumers that post pictures or videos even after the contest is over, showing their continuous love for the brand. They would be invited to share their experiences with the chocolate, but they wouldn’t know the criteria Kit Kat used to pick them, so there wouldn’t be spam.
Miriam S. Hirano
Alex and Ani (A&A), founded in 2004 by Carolyn Rafaelian, was built around her core beliefs in positive energy, symbolism and spirituality. It specializes in manufacturing, designing and selling jewellery such as necklaces, rings and their signature expandable bangles. A&A embodies a unique business model that incorporates corporate consciousness in every direction. Believing in the power of giving, it channels resources to charity organizations and initiated Charity By Design (CBD), a campaign encompassing the idea of spreading positive energy globally.
My research paper compromises of 2 research questions:
Research Question #1: How is Alex and Ani presently using its social media platforms to garner support for its philanthropic efforts?
Research Question #2: How is Alex and Ani engaging its customers, thus creating an affinity for the brand?
I will be examining and analysing only 3 of A&A’s SMPs. I have chosen to focus on its Facebook- and Instagram page as well as its YouTube channel. The rationale for choosing those 3 platforms is because of the differing engagement levels and the drastic variation in the number of Facebook page likes, Instagram followers and YouTube channel subscribers.
Below is an infographic that capture the essence of my research project.