O PLANEJAMENTO DA COMUNICAÇÃO ON-LINE: Como a velocidade no fluxo da informação altera a forma de planejar

O advento da internet causou uma revolução na forma como a sociedade se relaciona. A consolidação das mídias sociais na ambiência digital acentuou o poder das mudanças e forçou a comunicação a rever paradigmas. O imediatismo e a velocidade com que a informação se propaga num processo simétrico de mão dupla – emissor e receptor – mudou a forma de trabalhar, pensar e planejar. O presente trabalho traz uma pesquisa com profissionais de comunicação e analisa como o fator prazo tem impactado no processo do planejamento de longo prazo – tradicionalmente anual – das ações voltadas para o ambiente digital. A pesquisa baseou-se em amplo referencial teórico das áreas de comunicação, marketing, redes e mídias sociais, tecnologia, administração, além de institutos de pesquisas e empresas. A fim de descrever as experiências vividas pelos profissionais, empreendemos ainda uma pesquisa qualitativa com entrevistas em profundidade, com amostra não probabilística, com foco nas disciplinas de marketing e propaganda e relações públicas. Os resultados apontam para um aprendizado ainda sendo conquistado, dia após dia, a partir de tentativas e erros, onde a preocupação dos profissionais fica dividida entre o prazo de antecedência com que é feito um planejamento e a obrigatoriedade de sua revisão contínua.

Crisis communication in politics: forgiveness as image restoration tool

Crisis communication is a widely treated field. There are lot of works and guides which provide helpful information in order to face crisis situations successfully (Alcat, 2005, Benoit, 1997) and articles about case studies (Nespereira, 2014, Blaney y Benoit 2001). Nonetheless, most of times, these guides are focused on business or corporations (Abeler, 2010) and there are not such information about crisis communications in politics (Gaspar e Ibeas, 2015). The field is smaller if we speak about forgiveness as restoration image tool in politics (Harris 2006). Despite all, we live in “forgiveness era” as Krauze said (1998) where people demand to politicians to apologize when they have mistakes (Harris et al. 2006:716). So, we will try to make an approach to forgiveness in politics as a image restoration tool and analyze its capabilities in order to face crisis management.

Exploring the effectiveness of virtual product placement on recall and recognition of new brands

This paper investigates the effectiveness of virtual product placement as a marketing tool by examining the relationship between brand recall and recognition and virtual product placement. It also aims to address a gap in the existing academic literature by focusing on the impact of product placement on recall and recognition of new brands. The growing importance of product placement is discussed and a review of previous research on product placement and virtual product placement is provided. The research methodology used to study the recall and recognition effects of virtual product placement are described and key findings presented. Finally, implications are discussed and recommendations for future research provided.

Visitor Relationship Management (VRM) - Repeat Visitation Opportunities for Destination Marketing Organisations

In competitive tourism markets the consumer-traveller is spoilt by choice of available destinations. Successfully differentiating a destination and getting noticed at decision time is arguably the focus of activities by destination marketing organisations (DMOs). In pursuit of differentiation, three emergent themes in the marketing literature during the past decade have been branding, integrated marketing communications (IMC), and customer relationship management (CRM) a fundamental goal of each being stimulating customer loyalty. However there has been little attention given to destination loyalty in the tourism literature. The purpose of this paper is to report an exploratory investigation of visitor relationship management (VRM) by DMOs. Based on interviews with the management of 11 regional tourism organisations (RTO) in Queensland, Australia, the opportunities for, and immediate challenges of, VRM are discussed. While each RTO recognised the potential for VRM, none had yet been able to develop a formal approach to engage in meaningful dialogue with previous visitors from their largest market.