Marketing Strategy Essay Online For Free - Free Essay Example

Sample details Pages: 9 Words: 2571 Downloads: 6 Date added: 2017/06/26 Category Marketing Essay Type Case study Level High school Did you like this example? This essay will discuss the current social media strategy of EE (Everything Everywhere) and provide recommendations for how their strategy can be improved. EE is a British mobile network provider that was established in 2010 as part of a joint venture between T-Mobile and Orange (EE, 2015a). The company was the first digital communications provider to offer 4G services in the U.K., as well as the countrys first provider of contactless mobile payments (EE, 2015a). Don’t waste time! Our writers will create an original "Marketing Strategy Essay Online For Free" essay for you Create order As of 2015, EE provides access to its network to over 29 mobile operators which services a total of 5.7 million customers (EE, 2015b). In addition to offering mobile services, the company operates over 700 retail outlets across the county. Within its retail operations EE sells mobile handsets, tablets and branded broadband which brought its revenue to over ÂÂ £6 billion in 2014 (EE, 2015b). Due to EEs operational size they are able to competitively offer services that their competition do not have. In 2013 EE developed an exclusive partnership with BT to offer customers free access to BT Wi-Fi hotspots nationwide (Thomas, 2015). In 2015, EE plan to grow their strategy in mobile communications by being the first provider to offer 5G coverage (Thomas, 2015). Part of EEs current success is their strong focus on social media marketing as part of their marketing mix. The head of EEs social marketing states that, digital is at the heart of (EEs) ethos (Green, 2013) and with this they focus on using social media in new ways to communicate with customers. Saravanakumar et al (2012) argue that the role of traditional marketing is disappearing and new media marketing like social media enables a brand to communicate to a wider audience. Due to this trend EE has invested heavily in social media communications. As of 2015 EE has over 800 000 likes on their Facebook page and over 100 000 followers through Twitter (TalkWalker, 2015). Saravanakumar et al (2012) write about social media playing a hybrid role in the promotions mix. While it allows for companies to talk to their customer base, at the same time, it allows for customers to talk about the brand. Due to the power of word-of-mouth, EE have focused on shaping customers discussions to ensure they are aligned with the organisations goals. Part of this strategy was to launch a social media campaign in 2014 with the brand ambassador, Kevin Bacon (Ridley, 2014). To tie in with the World Cup Kevin Bacon was par t of a humorous social media campaign demonstrating the power of EEs 4G network. To enable a dialogue the public were encouraged to share the advert through social media for exclusive World Cup merchandise. In 2015 in an effort increase brand presence EE invested heavily in online sponsorship. Part of this strategy was the sponsorship of the British Bafta awards, which allowed them to launch the social media hashtag #EEBaftas (EE, 2015c). From the live event over 16 000 tweets used the hashtag allowing the public to associate the awards with the brand and to further spread awareness of the brand through online word-of-mouth (Deering, 2015). With customers no longer just being passive recipients, it is up to companies to engage and learn from customers (Hanna et al, 2011). Garretson (2008) argues that customers are now taking an active role in co-creating the promotional message and provide opinions on the role a company plays branding wise. As stated earlier, EE have social me dia as one of their current promotional strategies, which has ended up being a key competitive strength for them. With their business being in mobile communications, social media has allowed for active engagement from the initial purchase of the product (i.e. mobile phone) to the day-to-day usage. EE focuses on continual active engagement via a blend of traditional and social media to create experiences that involve the customers. Hanna et al (2011) argues that companies must focus their social media approach as an integrated strategy to bring the customer experience to the forefront. These strengths are highlighted in EEs current social media campaign of the EE Wembley Cup. Launched in 2015, the EE Wembley Cup is a ten week media campaign focusing on offering EE customers the opportunity to play in the iconic Wembley Stadium (EE, 2015d). Using all social media platforms EE is focused on creating daily communication with followers to create engagement and encourage feedback. The first strength with this is the active involvement with the public, by using the Wembley stadium as the key focal point to the campaign EE are able to target audiences with a recognisable brand. Initially, traditional media drove reach to create hype behind the campaign, while social media created intimacy as EE are actively using YouTube and Facebook to provide daily updates (EE, 2015d). Karpinski (2005) argues that for a social media strategy to work, it must empower customers. Customers are more trusting of their own opinions and opinions of their peers (Hanna et al. 2011). EE have recognised this and have focused on only using their social media accounts to post the media content, relying on customers to spread the communications virally (EE, 2015d). To further develop intimacy, the campaign focuses on customers using their mobile phones to record their footballing skills and sending it to friends via the hashtag #EEWembleyCup. EE are enabling passive bystanders to be part of the campaign as active hunters who seek out and take part with the internet-based campaign (Hanna et al, 2011). With customers actively influencing the brand message, EE are also using the strength of the campaign to seek customers opinions on their phone services. To encourage fans to participate, EE are offering a free 4G service when using their newly launched Wembley smartphone app (EE, 2015d). Once downloaded, the app allows for EE to measure customer participation with the campaign and see who the social media influencers are. Schultz (2007) states that companies can use the social media ecosystem to view online chatter which serves as a crystal ball that helps companies determine future product of service strategies. While EE are successful at creating a social media strategy that focuses on creating engagement with customers. Their current strategy primarily revolves around controlled events and branding opportunities. Neti (2011) argues that social media strategy ca n engage with customers on helping to promote a brand or product, however it can also help increase customer loyalty through customer support services. EE have demonstrated the ability to attract new customers, however their social media strategy is failing to help retain current customers. As of 2015 EE has a one star rating with Trust Pilot, an online customer watchdog service, who rate the company poorly on their ability to solve customer issues and complaints (Trust Pilot, 2015). Due to poor communications via social media platforms, EE were accused of ignoring customer complaints and not providing accurate or adequate information. All of which accumulated in Ofcom issuing EE a ÂÂ £1million fine over its handling of customer complaints (Paton, 2015). Neti (2011), states that a company must have a social media strategy that is flexible to deal with ever changing issues that can emerge from its viral nature. For EE, the fallout from the Ofcom fine led to a massive campaign over social media from unhappy customers who voiced their complaints. Rather than issue a statement addressing complaints, the social media strategy was to remain silent which led to angry opinion leaders creating viral groups openly criticizing the EE brand (EE Complaints and I Hate EE Facebook Groups received over 5000 followers). Due to the backlash the EE head office finally issued a statement directly through Facebook apologising to customers. Berthon et al (2012) highlight that a company must have a social media strategy that monitors local news and situations across all social media platforms that concerns a companys brand. What may start as a minor issue can spread through word-of-mouth via opinion leaders and must be addressed quickly to avoid a catastrophe for the brands media image (Berthon et al, 2012). Assaad and Gomez (2011) also highlight another potential challenge with social media as a strategy is the issue of privacy and personal security. Within the social me dia sphere there is a niche element who are overly concerned with how their data is used. For EE a key component of their social media strategy is the interactions with customers via social media campaigns. However in 2015 EE was listed as the most-complained about provider to Ofcom due to the breach of data. Customers who had interacted with EEs social media campaigns discovered that their data was being accessed by other advertisers to target them with further promotions (BBC, 2015). Gotta and OKelly (2006) argue that a social media strategy must be open to all audiences to avoid privacy concerns and potential bad publicity. From analysing EEs current social media strategy there is a pattern emerging on how EE use social media to communicate with customers. Currently EEs social media strategy is still driven by old fashioned marketing ideas and focuses too heavily on short-term effects in sales. This incentive-induced behaviour relies on the use of recognisable brand ambassador s and controlled marketing events to drive sales rather than retention (Pradiptarini, 2011). The recommendation of this essay is for EE to address the way they deal with customer complaints via social media. As demonstrated through their current issues with angry customers, EE need a viable solution in making sure that complaints do not spread virally. Firstly EE need to create an audience strategy (Evans, 2010) and discover who are the opinion leaders discussing the brand. Assaad and Gomez (2011) highlight, that using these highly opinionated customers can provide a benefit. If addressed correctly, their opinion can actually spread a positive message about the brand and EE could turn a negative into a positive. Other telecoms providers like Virgin Media use social media to search key compliant words and directly communicate with customers to solve issues before they spread into the public sphere (Brown, 2010). Pradiptarini (2011) suggests that for a social media strategy to w ork, a company must communicate humbly and honestly with its audience. For EE, having a focus on dramatic campaigns helps to capture new audiences attention. However, they also must continue to satisfy current customers needs for information (Pradiptarini, 2011). It is a further recommendation for EE to set up a social media strategy focused solely on current customers; which targets the need to provide information and solutions to current customer issues. A successful example of this was Ford Motor Company who split their Twitter account into @Ford who focused on brand promotion and @FordService who directly address customer queries (Ratcliff, 2014). In conclusion EE are one of the primary examples of how to carry out a strong social media marketing strategy. EEs operational size means that they have the resources to create marketing campaigns that use a mix of traditional and new media to interact with new audiences. Through brand ambassadors, sponsorship and viral-based events , EE have created a strong brand through word-of-mouth. However this focus on creating new customers through social media is also their weakness in their current strategy. As of 2015, EE have no viable way of addressing a complaint or question via their social media networks. Instead, when complaints or issues emerge, their social media accounts either ignore or hide any issues with the brand. This closed dialogue has led to opinion leaders turning on the brand and spreading negative messages via the same social media platforms that EE use to promote the company. From studying examples of Virgin Media and Ford, it is the recommendation of this essay for EE to directly target these opinion leaders through a specialised social media strategy and focus on rebuilding trust and creating long-term relationships. As academics have demonstrated, trust is one of the key factors in social media strategy if the target audience is going to change buying behaviour, influence peers and remain loyal to a brand. It is vital for EE to recognise the characteristics of their entire target market and ensure that all groups are addressed via their social media strategy to ensure success. References Assaad, W., Gomez, J.M. (2011) Social Networking in marketing (Social Media Marketing), International Journal of Managing Public Sector Information and Communication Technologies. 2 (1), pp 1-10. [Online] Available at: https://airccse.org/journal/mpict/papers/0911ijmpict02.pdf Berthon, P.R., Pitt, L.F., Plangger, K., Shapiro, D. (2012) Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy, Journal of Business Horizons. 55 (1), pp. 261-271. [Online] Available at: https://www.sciencedirect.com/science/article/pii/S0007681312000080 Brown, A. (2010). Virgin Media and Social Media: How were using it for customer service. SlideShare.net. [Online] Available at: https://www.slideshare.net/AlexBrownVM/2010-0915-virgin-media-and-social-media-conference-deck BBC (2015) EE tops consumer landline and broadband complaints, BBC.co.uk. [Online] Available at: https://www.bbc.co.uk/news/technology-32704573 Deering, S. (2015) Ho w BAFTA uses social media. Linkhumans.com. [Online] Available at: https://linkhumans.com/case-study/bafta EE. (2015a) About EE. Ee.co.uk. [Online] Available from: https://ee.co.uk/our-company/about-ee EE. (2015b) EE Results for the year ended 31 December 2014. Ee.co.uk. [Online] Available from: https://ee.co.uk/our-company/financials/2015/02/05/ee-results-for-the-year-ended-31-december-2014 EE. (2015c) EE British Academy Film Awards. Ee.co.uk. [Online] Available at: https://ee.co.uk/ee-and-me/entertainment-sport/ee-baftas EE. (2015d) EE launches the Wembley Cup: an exclusive online series starring football-loving YouTube talent #EEWembleyCup. Ee.co.uk. [Online] Available at: https://ee.co.uk/our-company/newsroom/2015/07/15/EE-launches-the-Wembley-Cup-an-exclusive-online-series-starring-football-loving-YouTube-talent-WembleyCup Evans, L. (2010) Social Media Marketing: Strategies for Engaging in Facebook, Twitter Other Social Media. U.S.A: Que Publishing Garretson, R. (2008) Future tense: The global CMO Report. Economist Intelligence Unit. [Online] Available at: https://graphics.eiu.com/upload/Google%20Text.pdf Gotta, M., OKelly, P. (2006) Trends in Social Software. Journal of Collaboration and Content Strategies. 1, pp 1-44. [Online] Available at: https://qbx6.ltu.edu/vitrc/CoolTools/Trends%20in%20Social%20Software.pdf Green, C. (2013) Inside EEs social media command centre. Information Age [Online] Available from: https://www.information-age.com/it-management/strategy-and-innovation/123457200/inside-ees-social-media-command-centre Hanna, R., Rohm, A., Crittenden, V.L. (2011) Were all connected: The power of the social media ecosystem, Business Horizons. 54 (3), pp. 265-273. [Online] Available at: https://www.sciencedirect.com/science/article/pii/S0007681311000243 Karpinski, R. (2005) The next phase: Bottom-up marketing. Journal of Business-to-Business Marketing, 90 (5), pp. 38. [Online] Available at: https://connection.ebscoho st.com/c/articles/17013683/next-phase-bottom-up-marketing Neti, S. (2011) Social Media and its role in marketing. International Journal of Enterprise Computing and Business Systems, 1 (2), pp. 1-16. [Online} Available at: https://www.ijecbs.com/July2011/13.pdf Pradiptarini, C. (2011) Social Media Marketing: Measuring Its Effectiveness and Identifying the Target Market, Journal of Undergraduate Research, 1, pp 1-11. [Online] Available at: https://www.uwlax.edu/urc/JUR-online/PDF/2011/pradiptarini.MKT.pdf Ratcliff, C. (2014) Why is Fords social media strategy so good? Econsultancy.com. [Online] Available at: https://econsultancy.com/blog/64701-why-is-ford-s-social-media-strategy-so-good/ Ridley, L. (2014) Kevin Bacon rides UKs biggest rollercoaster in EE spot. Campaignlive.co.uk. [Online] Available at: https://www.campaignlive.co.uk/article/1294856/kevin-bacon-rides-uks-biggest-rollercoaster-ee-spot#ozH8R4gga8zMKeHf.99 Saravankumar, M., and Sganthalakshmi, T. (2012) Soc ial Media Marketing. Life Science Journal, 9 (4), pp. 4444-4451. [Online] Available at: https://dipeco.economia.unimib.it/corsi/817/esercitazioni/social_media_mktg.pdf Schultz, D. (2007) Snackbyte: A View of the ecosystem. Deborahschultz.com. [Online] Available at: https://www.deborahschultz.com/deblog/2007/11/snackbyte-a-vie.html TalkWalker. (2015). Social Media Analytics for EE Report. Talkwalker.com. [Online] Available at: https://www.talkwalker.com/uk/academy/industries/telecoms/social-media-analytics-for-ee/ Thomas, S. (2015) EE 4G hits 90% population coverage and 600 towns. 4G.co.uk. [Online] Available at: https://www.4g.co.uk/4g-news/operators/ee-4g-hits-90-population-coverage-and-600-towns_300113487.html Trust Pilot. (2015) EE Review 2015. Trustpilot.com. [Online] Available at: https://uk.trustpilot.com/review/ee.co.uk

Beijing, People s Republic Of China Essay - 1670 Words

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Music empowerment Essay Example For Students

Music empowerment Essay Campbell readings brings to light the benefits of this holistic tool. Among other things, it gives us detailed instructions for toning (singing of prolong sounds, usually simple vowels on a single note) which anyone can perform, taking us very deeply into the mystery that is our voice. The main goal of these exercises is to alleviate the ailments, moods and clearing the mind from clutter. These exercises can also lessen certain minor physical problems such as headaches and perhaps even a few major ones. I was extremely interested in the basic concepts f achieving these goals. I personally tried some of the breathing exercises and even though I knew I would not master the technique, it was very insightful and educational. When I look at the impact the power of sounds, music, and toning have had in my personal life one conclusion is certain, it had brought balance to my mind, emotions, and the release of stress. Having been raised in a community where music, sounds and vibrations were and still are part of our lives have enabled me to use these methods for refinancing energies in my body causing it to re-center ending peace from within. This is what gospel music does for me. It reaches deep inside my soul, transforming my spirit and healing my sadness in times of need. It truly makes me feel closer to my creator. Never had I realize how powerful this concept really is until I found myself in situations where even unconsciously, humming, singing or listening to all of these sounds created a state of trust, hope and vision towards the future. In Campbell and Gardner readings, I was able to appreciate the explanation and benefits making sounds can have and how good it makes you feel. Furthermore, I was able to learn that sound is not Just sound, it helps put us back in touch with ourselves bringing absolutely important knowledge that could greatly influence and benefit anyone. These readings takes the reader in a Journey into toning and self-discovery, guiding us to self-expression, self- exploration and healing. In conclusion, sounds has the capacity to affect us on all levels-physical, emotional, mental, and spiritual. This work ties together a number of traditions. Also this readings stimulate specific areas of the body, mind and soul. In order to relate to people in a harmonious way, tone of voice is all important, for it is the tone which conveys feelings. Both readings also relates to spiritual strength, it suggests feeling the tones and sounds as they interact with and affect in a positive way your inner being, opening us to experience a rejuvenation. Music empowerment 3rd session By Claudia have enable me to release stress, frustration, and worries to the point I no longer feel overwhelmed. Reading Don G Campbell Healing Power of Breath, Tone and Music and Kay Gardner Sounding the Inner Landscaped Describes the power found in many forms of music and its healing powers through its structure. Embarking on a quest into self-discover and the keys to unlock healing power through of sounds. Different sounds creates perception a power so strong that moves everything around it. The drone is the basis of healing music in that each tone that is sounded for a long period of time will touch the physical body in a specific area. This types of tones can be utilized to break down blockages in certain areas of the body. Sound bath

Top ten reasons why large companies fail to keep their best talent

Table of Contents Brief Article Overview List in order of Priority How to know if these things are happening Action Plan to prevent the 10 Things Measuring Success Conclusion References Brief Article Overview The article â€Å"Top ten reasons why large companies fail to keep their best talent† by Jackson Eric sets out to highlight the reasons why major companies find it hard retaining staff. The article begins by stating that while large organizations have vast resources that they can use to retain their best staff, they still fail to keep their most talented staff from leaving.Advertising We will write a custom essay sample on Top ten reasons why large companies fail to keep their best talent specifically for you for only $16.05 $11/page Learn More Loss of talented staff negatively affects the organization’s performance and for this reason, it is important to know the reasons why employees leave. Jackson (2011) therefore goes on to pro vide a list of ten reasons for this failure in staff retention by large companies. The reasons articulated range from those that are as a result of the company being large to personal reasons by both the managers and the staff. The article concludes by noting that with a scarcity of talent being expected, organizations need to overcome this issues that cause talented staff to leave. List in order of Priority Big Company Bureaucracy Who’s the Boss? The Missing Vision Thing Poor Annual Performance Reviews No Discussion around Career Development Failing to Find a Project for the Talent that Ignites Their Passion Lack of Accountability and/or telling them how to do their Jobs Shifting Whims/Strategic Priorities Lack of Open-Mindedness Top Talent likes other Top Talent How to know if these things are happening Being able to know if these things which cause top talent to leave are happening is of great significance. If the activities mentioned below are taking place, then you wil l know that these things are happening in your company. The organization has inflexible procedures and demands that a rigid hierarch and chain of command be followed at all times and decision making is entrusted only to the top company employees. In addition to this, the company’s vision and strategy is come up with by the top management and then imposed on the rest of the employees who have no say in the company’s vision. The company’s managers are overwhelmed with work and therefore do not have any time to engage in conversations with the employees to find out their passions or even provide feedback on their performance reviews. The company lacks clear goals and objectives and it keeps on moving the top talent to work on the latest project without giving them time to complete previous projects they may be interested in. The organization also lacks any well defined career development plan for its employees and the talented staff cannot see any clearly set out c areer path for them. Promotions and advances are also given in a haphazard manner and at the discretion of top management.Advertising Looking for essay on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company avoids hiring top talent since they demand more competitive payment packages and as a result of this, the company is filled with average employees and a few talented staff who end up feeling frustrated. When hiring managers, the company does not deeply review the competence of the new manager in dealing with high talent. The company also does not providing executive coaching for the new manager and he/she is expected to be adept at working with his staff. Action Plan to prevent the 10 Things An action plan is needed to ensure that the reasons for talented employees leaving are mitigated or eliminated altogether. Decision making should be more decentralized with employees being given an opportunity to voice th eir suggestions. This will demonstrate that the organization values the input of its staff and appreciates them as valued players in the organization. In addition to this, the organization should inform of even consult employees when changes that affect them are about to take place. While money is a major motivation for employees, they are also concerned about their professional growth (Donaldson-Feilder, et al. 2011). This is in line with Herzberg’s two-factor theory which states that in addition to monetary rewards, work conditions also act as incentives for workers to be more productive. The organization should therefore come up with schedules for career advancement and managers should take on mentoring roles to the employees and encourage growth. The organization should also carry out regular evaluations of the performance of their employees and the evaluations should be focused on improving the productivity of individual employees. Moss and Sanchez (2004) assert that fee dback on the evaluations is therefore crucial since without feedback, employees will not be able to improve on their shortcomings. Selection of managers should not depend entirely on skill-based analysis. A competency analysis should also be engaged in to ensure that the candidate has solid authoritative personality and prior managerial experience. The managers in the organizations will be encouraged to adopt leadership styles that do not alienate them with the employees. For example, transformational leadership which looks for â€Å"potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower† will be most appropriate (Harris Nelson 2007, p.356). Such a leadership style will raise job satisfaction and increase employee performance and productivity. Managers will also be required to take time to foster relationships with the employees. Research by Kellerman (2007) demonstrated that when managers showed concern for their staff, th e staff reciprocated by increased productivity.Advertising We will write a custom essay sample on Top ten reasons why large companies fail to keep their best talent specifically for you for only $16.05 $11/page Learn More Measuring Success There have to be specific and measurable goals and objectives in order to tell the effectiveness of the staff retention action plan. The first measure of success will be in the evident behavioral change in the company staff. There will be reduced rates of turnover and the company will be able to attract more talented staff who will express interest in working for the company due to the favorable work conditions. An even more important measure of success will be in the increase in organization’s productivity as the talented staff gets even more involved in the affairs of the organization. The company’s quarterly financial statements will attest to significant improvements which may be caused by the innova tions by the talented staff. The company will become a market leader in innovation as its key talent come up with novel products for the organization. Conclusion In this paper, I have carried out an analyses of the article â€Å"Top ten reasons why large companies fail to keep their best talent† by Jackson Eric. From It, I have learnt the major reasons why top talents leave major organization. Remedies to these problems have been proposed so as to help organization’s maintain their talented staff and hence increase their competitiveness. Some of the major lessons that I have learnt from this case study is that making employees feel valued is of great importance in not only increasing their performance but maintaining them in the organizational workforce. References Donaldson-Feilder, E., Lewis, R. Yarker, J. (2011). Preventing stress in organizations: how to develop positive managers. Boston: John Wiley Sons. Kellerman, B. (2007) ‘What Every Leader needs to kno w About Followers.’ Harvard Business Review 85, (12) 84-91. Harris, T.E. Nelson, M. (2007). Applied organizational communication: theory and practice in a global environment. London: Taylor Francis.Advertising Looking for essay on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Jackson, E. (2011). Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent. Web. Moss, S.E. Sanchez, J.I. (2004). Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18 (1), 34-54. This essay on Top ten reasons why large companies fail to keep their best talent was written and submitted by user D0m1n0 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.