Group 5 – Suunto Singapore

Hi everyone!

Here’s a follow up on our project 🙂

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COMPANY INTRODUCTION

Founded in 1936, Suunto is a Finnish manufacturer of sports instruments for adventurers worldwide. Suunto’s product line ranges from premium sports watches to accessories that aid in various sports such as diving, climbing, and triathlons. In Singapore, Suunto’s merchandise are available at sports retailers such as World Sports and Royal Sporting House.

Internationally, Suunto is a highly-recognised brand, with a substantial following of 382,245 fans on its global Facebook page (@Suunto). These fans receive frequent updates regarding Suunto’s partnerships, brand ambassadors, and product information.

Singapore is a promising market for Suunto as tech wearables such as sports watches are becoming increasingly popular, with a 69% increase in retail volume in 2016 (Euromonitor, 2016). However, Suunto has been unable to fulfil its business potential in Singapore, as our conversations with the company reveal that consumer awareness and sales levels remain low.

Suunto Singapore believes that social media can help them achieve their business goals. The trend of sharing fitness tips on social media, coupled with Singaporeans’ high mobile and internet penetration rates have led to increased integration of social media with fitness (Euromonitor, 2016). Additionally, sports and fitness enthusiasts are the main sharers of fitness information on social media (Euromonitor, 2016) thus indicating how social media can raise awareness of sports-related wearable technology.

Thus, our project seeks to answer the following research question: How Suunto can use social media to increase brand awareness among athletes and sports enthusiasts, so as to forge a strong community around the brand and increase sales in the long run.

 

TARGET AUDIENCE

Currently, Suunto Singapore targets male athletes between the ages of 18 to 30-years-old that exercise two to six times a week, for at least three hours each. Based on this information and further research, our group expanded the target audience to include females and water sports enthusiasts. This is because of the growing number of women who have an interest in sports and fitness (Euromonitor, 2015), as well as Suunto’s core competency in dive computers that give it a competitive advantage in manufacturing watches for water sports.

PRIMARY RESEARCH

Our primary research comprised of 19 in-depth interviews and an observational study. For the in-depth interviews, we interviewed individuals who considered themselves as sports enthusiasts for an average of 20 minutes each, guiding them through a structured discussion on their awareness of sports watch brands, current lifestyle, and social media usage. We then conducted an observational study at MacRitchie Reservoir Park to gain insights on the social media usage patterns of sports watch users and non-users. Their opinions assisted us in identifying strengths and weaknesses of Suunto’s current social media strategy.

            In-depth Interviews (IDIs)

We started the interviews by asking broad questions to gain insights from our participants and progressed to more in-depth questions targeting their perceptions on sports watches and their social media habits. To glean a better representative of each segment, participants included male and female users and non-users of sports watch brands, from various income groups.

Most IDI participants had positive perceptions of sports watches and would use one if it can enhance their trainings. However, only 21% of the participants have heard of Suunto, compared to 74% who have heard of Garmin and 26% who have heard of Polar. This suggests that Suunto has very low brand awareness compared to its main competitor, Garmin.

As for social media habits, 94% of the participants use Facebook as their main social media channel, mainly to keep up with the latest news and trends. The high usage rates can be attributed to positive network effects as there are more than 1.23 billion daily active users, thus making Facebook the most popular social network worldwide (Statista, n.d.). Hence, Facebook is an important platform in increasing consumer awareness of Suunto, and our group will utilize a pull strategy to attract users to the page.

Additionally, 84% of participants also mentioned Instagram as one of their most frequently used social media channels. Participants explained that while they use Facebook to gain general information, Instagram is used to share photos and personal milestones with a smaller, more intimate circle of contacts. This helped our group understand how target users’ media habits differ across platforms. We will thus include Instagram in Suunto’s social media campaign as it can help us reach consumers on a more personal level.

Next, 47% of participants also listed Snapchat as one of their most frequently used social media platforms. Participants explained that Snapchat is used to post photos and videos that are less visually aesthetic, such as funny faces or mundane everyday scenes. A small percentage of participants also highlighted that they enjoyed reading listicles in Snapchat’s ‘Discover’ section, which are published by Snapchat’s content partners. As such, we can capitalize on this small but substantial percentage of users by pushing out relevant information on sports and fitness.

Lastly, most participants said they would follow brands online if these brands had engaging stories and attractive giveaways. Therefore, we should capitalize on Suunto’s rich history in manufacturing diving computers to establish trust in their product quality, modernize this story to be more relatable to consumers’ needs, and carry out periodic giveaways to further engage consumers.

            Observational Study

We observed 200 runners at MacRitchie Reservoir Park to find out the percentage of sports enthusiasts who own a sports watch, and among these, who owns a Suunto watch. 61 runners (30%) use a sports watch to track key workout statistics. Out of those 61 runners, only 1.5% had a Suunto watch while others used watches from competitor brands Garmin (64%), Polar (18%), Fitbit (13%), and Timex (3%). In terms of social media habits, out of the 61 people who wore sports watches, 90% of them also engaged with their mobile phone. Out of these 55 mobile phones users, 54 were surfing social media platforms on their phone, with 70% using Facebook and 30% using Instagram.

SECONDARY RESEARCH

Facebook boasts 3.5 million active users every month in Singapore, and is used to keep updated on the latest product and brand offerings (Kantar TNS, 2015). Majority of Singaporeans (60%) used a search engine to aid them in their purchase decisions (Google Barometer, 2014), with Facebook ranked among the top three search engine/social media sites that Singaporeans used to do so (Alexa, 2015).

The number of Instagram users in Singapore has been growing steadily every year, from 51% in 2014 to 63% in 2016. 85% of Instagram users in the APAC region are aged between 16 to 24-years-old. Instagram users cite the appeal of highly-curated, beautifully-edited pictures as the reason for using the platform (Lawrence, 2016).

Meanwhile, Snapchat usage in Singapore has doubled from 19% in 2015 to 37% in 2016 (Lawrence, 2016). An analysis of Snapchat usage found that the platform is best for “raw, in-the-moment, humorous” content (Lawrence, 2016). Furthermore, Snapchat’s user demographics comprise of 70% females (Macmillan, 2013), and 71% of users are under 34-years-old (Reisinger, 2015). More than half (58%) of Snapchat users in the APAC region are aged between 16 to 24-years-old (Lawrence, 2016), thus falling within Suunto’s target audience.

With the increase in Singaporeans’ adoption of these platforms, brands can more easily access and engage with their target audience. However, 22% of consumers in Singapore ignore online content from brands, because they perceive such efforts as invasive (Lawrence, 2016).  Thus, brand content must be integrated naturally into the platform, be tailored specifically to the chosen platform, and offer content that provides value to consumers.

More engaging content can be produced through collaboration with online influencers, with almost half of consumers aged 16 to 24-years-old (40%) saying that they trust what other people say about brands rather than official sources such as brand websites (Lawrence, 2016).

COMPETITOR ANALYSIS

            Premium Sports Watches

Garmin is Suunto’s closest competitor in Singapore due to their similar product offerings and pricing strategies in the field of premium sports watches. Known for its GPS technology in industries such as auto motives and aviation, its venture into wearable technology has greatly increased competition in the sports watch industry (Anderson, 2013).

Although Polar is also considered as a close competitor of Suunto (Hall, 2016), due to their lack of social media presence in Singapore, Polar will not be included in this competitor analysis.

Facebook

Both Suunto and Garmin have a social media presence in Singapore. Both brands have a Facebook page, but only Garmin has a local Instagram account.

Suunto Singapore’s Facebook presence is markedly less established when compared with Garmin. While Suunto has 380,000+ followers on its old Facebook page (@SgSuunto) and 2300+ followers on its current Facebook page (@Singapore.Suunto), both still trail behind Garmin, which has 1,500,000+ followers on its Singapore page (@GarminSG).

Unlike Suunto, Garmin has localised its social media strategy and expanded its content beyond product promotion and general events. Garmin’s more engaging social media strategy has helped the brand achieve top-of-mind-awareness as noted during our IDIs, and a strong social media presence in Singapore (Socialbakers, 2017a).

Comparing Suunto’s content with Garmin’s, the latter shares articles, fitness tips, and their brand ambassadors’ lifestyle and training insights to facilitate interaction and engagement with consumers, resulting in approximately 264 interactions per week compared to Suunto’s 24.

Instagram

As mentioned previously, Suunto does not have a Singapore-based Instagram account. Garmin, however, has a Singapore-based Instagram page (@GarminSG) with 2,466 followers. From December 2016 to March 2017, a total of 77 posts were uploaded, amounting to approximately six posts a week.

Garmin’s page enjoys an average of 440 interactions per week (Socialbakers, 2017b), and publishes targeted, consistent, and localised content in tandem with their Facebook page.

 Not having an Instagram page means that Suunto is not reaching a large swathe of its target audience, especially millennials (19 to 29-year-olds), who are very active on Instagram (Pew Research Center, 2015). As our primary research also finds that Instagram is among the most popular social media platforms for sports-related content, Suunto is clearly forfeiting a significant opportunity to reach and engage with its target audience.

            Activity Tracker Watches

In addition to competing with premium sport watch brands, Suunto also competes with activity tracker watch brands such as Fitbit, Samsung, and Apple. As both Samsung Gear and Apple Watch do not have a social media presence in Singapore, our evaluation will only include Fitbit Singapore.

Facebook

Fitbit has a dedicated local account on Facebook (@FitbitSG), which has garnered over 1,894,018 fans as of March 2017 (Fitbitsg, 2017). The page features regular updates, with at least one post per day. Content ranges from product updates to health, fitness, and nutrition tips. Unlike Garmin, Fitbit appeals to the mass market and does not demonstrate a localised strategy. However, as Suunto is a premium sports watch brand with a niche market, it should develop a localised strategy like Garmin’s to enable its target audience to better identify with the brand (Omuus, 2016).

Similar to Suunto, Fitbit does not have an Instagram account in Singapore. Hence, with respect to its competitor’s social media strategies, Suunto should take necessary actions to stay competitive.

CURRENT SOCIAL MEDIA EFFORTS

Having evaluated Suunto’s social media efforts using the data obtained from Socialbakers (December 2016 to March 2017), these are our findings:

Reach

Facebook is the only social media platform Suunto utilizes in Singapore. In mid-2016, Suunto Singapore moved from its old Facebook page (@SgSuunto) to (@Singapore.Suunto). However, while its active Facebook page has only 2300 fans, the inactive, yet verified page has approximately 165-times more followers (SgSuunto, 2017), which may cause confusion among current and potential fans. Also, by only being present on Facebook, Suunto loses opportunities to build better relations with its target audience, who are active on other platforms.

Frequency of Posts

Suunto only published 14 Facebook posts in the three-month-period, posting approximately once a week. While social media can build brand awareness and foster consumer engagement, Suunto’s limited and irregular posting prevents them from reaping these benefits.

Quality of Posts

Suunto posts two types of content: product promotions and event updates. Posts on product updates comprise of product photos with a lengthy caption and website link, while event updates feature the Suunto Fitness Group (SFG). Currently, these posts only comprise the event date, time, and location, without any follow-up photos or videos to document the session. Although these posts are relevant to the brand, they are not engaging, and instead come across as generic and lacking in variety. Additionally, Suunto has not adopted a localised social media strategy, which could make the brand unappealing to locals.

 Engagement

Over the three-month-period, (@Singapore.Suunto) received an average of only 24 interactions per week. Promoted posts represented 104 of the share of interactions, while organic and undetected amount to 55 and 150 respectively. This shows that Suunto adopts an unappealing one-way social media strategy, without providing opportunities for user interaction. Additionally, the lack of localised or varied content results in poor reach and engagement levels among   Singaporean users.

 EVALUATION OF CURRENT SOCIAL MEDIA STRATEGY

According to Hutter et al. (2013), a brand’s social media presence is important in increasing consumer’s brand awareness, word-of-mouth, and ultimately, drives consumer purchase intentions. However, Suunto’s current level of brand awareness is very poor, with 85% of IDI participants being unaware of the brand. This problem is exacerbated by having two locally-based Facebook pages. The lack of clear communication regarding the transition to the new page may prevent interested users from following Suunto on Facebook. Thus, Suunto needs to clearly designate the page that fans should follow by deleting the old page and getting the new page officially verified, so that users who search for Suunto Singapore will be directed to the new page.

In terms of engagement, Suunto’s current social media strategy does not sufficiently engage its fans as they do not produce content that inspire discussion amongst followers and promote two-way interaction. Also, as Suunto currently does not have local Instagram and Snapchat accounts, they should create both accounts before implementing the following social media strategies, as these are the second and third most popular platforms among their target audience.

PROPOSED SOCIAL MEDIA STRATEGY

            Brand Story

To increase brand awareness and create opportunities for user interaction and engagement, we will use brand storytelling to highlight (1) Suunto’s expertise as a pioneer in its field, (2) how Suunto makes its users ‘stronger together’ and (3) Suunto’s value of inclusivity. These three main facets can create a cohesive brand story for Suunto – a brand that has the expertise to help sports and fitness enthusiasts train better.

As such, we devised three strategies to be organically implemented across Facebook, Instagram, and Snapchat, the three most popular social media channels used by Suunto’s target audience.

Our first strategy, Suunto Heritage, emphasises Suunto’s rich history of pioneering dive technology before having diversified into premium technologies for other sports such as running and mountaineering. By effectively communicating their heritage, premium brands can improve consumer perception and increase purchase intentions, as consumers of premium goods associate brands with a long, rich history with expertise in producing superior products (Chelminski & DeFanti, 2016). In addition, 42% of IDI participants mentioned that a brand’s history was one of the factors influencing their purchase decisions. Thus, by communicating their rich heritage, Suunto can differentiate itself from competitors and gain awareness amongst target consumers.

Secondly, our Stronger with Suunto strategy aims to convey product benefits that resonate with our target audience, through emotional motivators. Social media influencers will be engaged to push information regarding Suunto’s products and launch conversations regarding the functionality of Suunto watches. This form of native advertising can increase product awareness and the credibility of our marketing message (Gerberich, 2017) by demonstrating how Suunto’s products are crucial in the enhancement of a user’s training experience (Morrison, 2015). This can result in more fully-connected customers, who are 52% more valuable to brands in terms of purchase and usage frequency (Leemon, Magids & Zorfas, 2015). Therefore, highlighting how users can be stronger with Suunto’s products can increase product awareness and opportunities to engage with the target audience.

Lastly, highlighting Suunto’s brand image as inclusive can appeal to all types of individuals, increasing the likelihood of brand patronage. This is in line with Suunto’s defining strength – its wide range of products catering to all kinds of sports. By building on Suunto’s value of inclusivity through targeting users across sports and genders, Suunto’s diverse target audience can better identify with the brand. Once consumers identify with the brand, brand loyalty and positive word-of-mouth increases (Han, Kim & Park, 2001). Indeed, 57% of IDI participants mentioned that they were attracted to brand stories that they could identify with. As such, Suunto’s story can centre around inclusivity, and how gender, physical disabilities, and other characteristics are not barriers to greatness, but can be instead seen as a uniting force to conquer new territories with the help of Suunto products. With a greater number of users interested in the brand, Suunto can build an online community who are united and interested to engage with the brand.

Through a cohesive brand story, our target audience will be able to identify Suunto as a brand with the best expertise to help all sports and fitness enthusiasts train better.

STRATEGIES

            Suunto Heritage

Objectives

  1. To increase interest and brand awareness among competitive athletes and sports enthusiasts.
  2. Differentiate Suunto from other sports watch brands such as Garmin and Polar.

Rationale

Suunto Heritage utilizes a pull strategy with a mix of videos, pictures, and infographics to increase current and potential consumers’ understanding of Suunto by featuring Suunto’s rich history of innovation.

 Execution

Time Period: April 2017 – June 2017

 Goals for Facebook are in percentages as it builds on Suunto’s existing fans and views, while goals for Instagram and Snapchat are in numbers as Suunto does not have existing Instagram and Snapchat accounts.

 Facebook

A video providing an overview on the milestones of Suunto’s sports watches over the years will be released to mark the start of the campaign.

Subsequently, text content such as articles and infographics on Suunto’s heritage will be posted weekly to showcase past Suunto watch models and how they were made. This provides consumers with a deeper understanding of the expertise behind Suunto’s product development.

Instagram

High-definition pictures will be posted on Instagram weekly, with each picture featuring a vintage sports watch, a historical figure, or watch-making process, along with an insightful caption. Users will be invited to visit Facebook to read the full article.

Snapchat

As IDIs have shown that consumers enjoy discovering short, interesting titbits of content on Snapchat, snaps will be posted on Suunto’s Snapchat to celebrate the brand’s milestone anniversaries.

            Stronger with Suunto

Objectives

  1. Increase product awareness and interest among current and potential Suunto users
  2. Promote engagement between Suunto and the target audience

Rationale

Stronger with Suunto taps into local influencers’ existing clout in the sporting community to reach out to current and potential of Suunto watches, with the goal of increasing product awareness and engagement.

The influencers for this strategy are chosen based on their betweenness and closeness to our target audience and their embodiment of Suunto’s core values of “Innovation”, “Determination” and “Inclusivity”. The high betweenness quotient will increase the reach of Suunto‘s social media efforts, while high closeness allows Suunto to more effectively call for action and collect feedback from the target audience.

Execution

Time Period: April 2017 – June 2017

Influencer Selection

Yip Pin Xiu embodies Suunto’s spirit of conquering new territories by showing that an indomitable spirit can overcome any obstacle. By partnering with her, Suunto will be making a clear statement that we are inclusive and support athletes of all backgrounds. Pin Xiu is also a good fit for Suunto because Suunto’s aqua watches can significantly improve her training by keeping track of her physiology and training progress.

Timothee Yap’s role as a student-athlete will resonate with a large percentage of Suunto’s target audience and his massive 16.4k reach on Instagram will significantly boost Suunto’s reach on social media. Furthermore, Suunto’s land watches will be helpful in tracking his training variables and in planning his recovery sessions.

 Facebook

Product reviews, blog posts, listicles and media coverage of Suunto’s influencers will be shared on Facebook, with content published thrice weekly.

Paid content such as product features and reviews from tech-focused content portals like TechCrunch and RunnersWorld aim to increase product awareness among users seeking information on Suunto’s products. The links can also promote engagement in the form of shares and comments among Suunto users.

In-house content will mainly be focused on informational articles on Suunto’s products. These articles can be taken from Suunto’s global editorial team, and if necessary, be repackaged for the Singaporean market by localizing the content. Additionally, Suunto can engage in brand journalism and content marketing by publishing content such as posts highlighting the functionality of Suunto watches. Suunto can also exhibit thought leadership by producing original articles such as “How exercise increases happiness”, that are less sales-focused but still introduce Suunto’s business while branding them as a fitness and sports expert. By producing such content, Suunto can increase product awareness and engage with consumers experiencing the zero-moment-of-truth (ZMOT) purchase behaviour (Lecinski, 2011).  This is validated by our primary research, with our IDIs revealing that Suunto’s target audience use social media to collect information before making a purchase. Thus, Suunto must increase their social media reach to build interest amongst consumers and create brand awareness, which can lead to an increase in product sales.

General content includes news articles about general fitness, land, and aqua sports, in addition to local athletes’ achievements that can double as media coverage of Suunto’s influencers. This provides an additional avenue for Suunto to engage with current and potential users, as the inspirational nature of these articles is likely to invite likes and shares beyond Suunto’s current follower base.

 Instagram

Based on IDIs, 78% of participants mentioned that they would be attracted to social media campaigns offering giveaways, and that they will not only be motivated to contribute, but will also tell their friends about the giveaways.

As such, Timothee and Pin Xiu will each promote a single monthly giveaway with two posts per week, using the #strongerwithsuunto hashtag to promote Suunto’s Spartan Ultra watch as the prize.

 This incentive can increase engagement between Suunto and our target audience. According to the Social Exchange Theory (Emerson, 1976), consumers will interact with brands only if the benefits outweigh the costs of doing so. Thus, providing watches as prizes greatly increases the expected benefit of the interaction, while inspiring word-of-mouth around the brand.

 Alongside the giveaways, content detailing the functionalities of products will be posted to increase product awareness and encourage discussion among fans. These posts can also nurture fandomization, where fans who take pride in being part of the Suunto community will not only engage in apprenticeship behaviour to educate new fans, but also be motivated to prove their ownership of the brand by interacting with posts and sharing their thoughts and knowledge (Netzer, 2016).

Snapchat

Snapchat will complement Stronger with Suunto’s Facebook and Instagram content by encouraging the conversion of views into sales. Sunny, Suunto’s Snapchat personality, will helm Suunto’s Snapchat, as IDIs found that consumers usually follow personalities instead of brands on Snapchat. Sunny will share fitness tips every Friday for the Fitness Friday campaign, share promotional codes for the Mega-Sale Monday campaign, and announce new product launches for the Sneak Peek Saturday campaign.

            Suunto Tribe

Objectives

  1. Retain new and existing fans through social media engagement
  2. Build an online community around the Suunto brand

 Rationale

To promote sustainable interest in Suunto after the Suunto Heritage and Stronger with Suunto campaigns, our third strategy builds an online community around sports, fitness, and the Suunto brand. Continual engagement by encouraging community interaction can strengthen loyalty to the Suunto brand.

Pin Xiu and Timothee can initiate the creation of the online community, Suunto Tribe. Suunto’s social media platforms will be a dialog Magnet to increase conversation, grow network effects, increase word-of-mouth, and strengthen brand loyalty by sharing stories of training with their teammates while using Suunto products.

Execution

Time Period: June 2017 – August 2017

As Suunto will be active on all three social media platforms by the start of the Suunto Tribe strategy, all goals are in percentages as they build on existing fans and views.

 Facebook

Monthly live streams in the form of AMA(ask-me-anything) s with Pin Xiu and Timothee will be held on Suunto’s Facebook page, where they will answer questions and share how Suunto watches enhance their training performance.

Suunto can set questions centred around the campaign themes of inclusivity and being stronger together. Additionally, besides asking questions and finding out more about their favourite influencers, Suunto fans can forge community bonds by posting comments and interacting with other users on the page.

Instagram

Picture posts on Instagram with the hashtag #suuntotribe can foster a community spirit among existing Suunto followers, while motivating potential users to switch to Suunto for its positive and inclusive community. Users will be encouraged to share pictures accompanied with captions about how Suunto enhances their trainings and can find like-minded Suunto users by tapping on the hashtag #suuntotribe.

Pin Xiu and Timothee will feature in picture posts on their own as well as Suunto’s Instagram page discussing topics such as “Why I love my #suuntotribe”. Photos of them exercising will be accompanied by anecdotes on why they feel that Suunto nurtures a sense of community and togetherness.

To foster two-way interaction on these posts and to promote Suunto’s complementary accessories, Suunto can tap into the Social Exchange Theory (Emerson, 1976) by hosting weekly giveaways to motivate users to share their own stories in response to the influencers’ posts. Users with especially engaging posts will receive a Suunto accessory to enhance their training.

Snapchat

Snapchat will complement Suunto Tribe’s Facebook and Instagram content and establish a personal relationship with viewers.

Sunny Search will be held weekly, where Suunto’s Snapchat personality, Sunny, will post a snap at an unidentified running route and invite viewers to guess the location of the route by replying to the snap. The answer will be revealed the following Wednesday through an aesthetic picture post on Instagram, thus capitalizing on the different strengths of Suunto’s platforms. This strategy can increase brand identity by humanising the brand, and utilizes the Psychological Ownership Theory (Pierce, Kostova & Dirks, 2001), which states that users enjoy a feeling of validation from providing their opinions to the community, to encourage replies and guesses to Sunny Search despite the lack of extrinsic rewards.

Takeover Tuesday allows prominent sports influencers to take over Suunto’s Snapchat account for one day every fortnight. These takeovers provide viewers with exclusive, personal insights into the influencer’s daily life, and shows them being part of the Suunto Tribe by incorporating Suunto watches in their workout.

To attract participants for the SFGs, Suunto can post snaps of attendees using Suunto watches during training, and emphasise the sense of community and camaraderie. This allows viewers to see the Suunto products at work and witness the #suuntotribe spirit as attendees exercise and bond together. To sustain engagement, Suunto can invite surprise guests, such as the influencers, to take part in the SFGs, and highlight new running routes, diving spots, and fitness tips that emerge in each session.

EVALUATION

All strategies will be evaluated on a whole based on their reach, frequency and quality of posts, as well as engagement at the end of the stipulated campaign period to determine its success.

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CONCLUSION

Based on our research, the proposed strategies will lead to a significant improvement in Suunto’s social media content. An improvement in content quality, frequency, and online interactions can reinforce Suunto’s brand and increase reach and consumer engagement. As the recommended strategies were developed to capitalize on Suunto’s strengths and give Suunto a competitive advantage over its competitors, both in the short-term (through Suunto Heritage and Stronger with Suunto), and the long-term (through Suunto Tribe), our group is confident that the implementation and constant evaluation of our strategies will lead to Suunto’s increased online presence and sales in the Singapore market.

Last but not least, our group would like to thank Prof Shim for the valuable and engaging lessons, Pui Fang for answering our queries so earnestly and writing the weekly summaries that came in very handy in our preparation for finals and everyone else in the class for your insightful questions during class and the friendliness shown whenever we asked for help 🙂

Yours Truly,
Crystal,Jun Yong, Nicole, Samantha, Theodora

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(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!