Definición de un proceso para la creación de perfiles institucionales en redes sociales de acuerdo a su estrategia de Social Media Marketing

Desde el 23 de febrero de 2004 la ETS Ingenieros Informáticos posee un perfil en dos redes sociales: Twitter y Facebook. Desde un primer momento el departamento de Unidad de Imagen y Comunicación, encargado de dichos perfiles, ha tenido claro que este era solo el primer paso para aprovechar al máximo las ventajas de las redes sociales en un contexto educativo universitario. En este trabajo se quiere dar forma a esa aspiración desarrollando una expansión del uso de las redes sociales. En este trabajo se analizan los seis primeros meses de trabajo con el perfil de Twitter y la página de Facebook con el objetivo de averiguar qué ha funcionado y qué ha fallado en la estrategia inicial prevista. Primero, se plantea un acercamiento desde el punto de vista estadístico con los datos que arrojan diferentes herramientas de análisis social y después, desde el punto de vista personal con las respuestas de la propia comunidad de la Escuela a una encuesta de satisfacción con los nuevos canales de comunicación. Además, de cara a la creación de nuevos perfiles se analiza el trabajo que realizan en ellas otras universidades y escuelas de informáticas. Con todos los datos sobre el trabajo previo se construyen una serie de buenas prácticas para instituciones universitarias en redes sociales que servirán para desarrollar los planes editoriales de dos nuevos perfiles: un canal de YouTube y una página de LinkedIn. Para terminar, se deja constancia de todo el proceso realizado en una metodología propia que servirá para poder seguir aumentando la red social de la escuela en el futuro con un enfoque en el alumno y que se fundamentará en el análisis y la mejora constante. Se espera que esta metodología pueda servir de modelo para la creación de perfiles sociales en otras universidades o para mejorar las ya existentes.---aBSTRACT---Since February 23rd of 2014, ETS Ingenieros Informáticos had a profile in two of the most popular social networks: Twitter and Facebook. From the beginning, the Communication Department in charge of these profiles knew that this was only a starting point to take advantage of all the advantages that social networks can bring to a higher education context. Thus, this paper aims at developing an expansion of the use of social networks. The present paper analyses the first sixth months of the use of the Twitter profile and the Facebook page to determine the aspects of the initial strategy that worked successfully and those that needed improvement. Firstly, I present a statistical approach the data from a statistical point of view taking into account all the information provided by the different social analysis tools. Then, I complement this first approach with a more personal point of view including the answers of the university community to a satisfaction survey regarding the new communication channels. Finally, in order to create new profiles, other universities’ work is reviewed and examined in depth. Taking into account the previous work, a series of good practices for university institutions is developed in order to be used as the basis of the new social plan to include two new social networks: a YouTube channel and a LinkedIn page. Finally, the whole process is described in a methodology that could be used to increase the School’s social network in the future. This procedure is student-centred and based on the constant analysis and improvement of the results. It is hoped that this methodology could be used as an example of a social network profile creation or improvement for other universities’ strategy.

AID's experience with contraceptive social marketing : a synthesis of project findings /

"PN-AAL-073"--Cover.

Social welfare implications of Federal marketing orders for fruits and vegetables /

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O Marketing nas Instituições Particulares de Solidariedade Social:

O Terceiro Sector surge para colmatar as necessidades que o Estado não consegue dar resposta e, consequentemente melhorar a qualidade de vida dos mais vulneráveis. As Instituições Particulares de Solidariedade Social (IPSS), objeto de estudo desta dissertação, constituem uma parte das organizações sem fins lucrativos do Terceiro Sector. Neste sentido, importa ressalvar que na atualidade assistimos ao crescimento de organizações sem fins lucrativos, relacionado com a diminuição de apoios estatais aos mais vulneráveis, que tem colocado desafios às organizações sem fins lucrativos, nomeadamente às IPSS, que são confrontadas com o problema da sustentabilidade. Assim, torna-se imperativo que as IPSS assumam técnicas de gestão do sector lucrativo, nomeadamente, ferramentas de marketing, que poderão constituir uma mais-valia para a sustentabilidade da instituição. Nesta linha de pensamento, a investigação tem como objetivo percecionar a perspetiva dos diretores técnicos das IPSS do concelho de Barcelos sobre a importância do marketing e da existência de um plano de marketing na sua organização, de modo a contribuir para um melhor desempenho da instituição na sociedade. Deste modo, para responder aos objetivos estabelecidos realizou-se um estudo descritivo de tipo qualitativo, tendo sido utilizado como instrumento de recolha de dados a entrevista semi-estruturada. Dos principais resultados obtidos destaca-se que, apesar de reconhecido por parte dos diretores técnicos o contributo da utilização do marketing para as IPSS estudadas e existência da necessidade por parte dos mesmos em investir na formação nesta área, verifica-se a inexistência de um plano de marketing e a utilização de estratégias de marketing de forma intuitiva. De acordo com os resultados obtidos é imperativo que as direções técnicas e presidentes das IPSS repensem sobre a comunicação da missão organizacional, se estão a rentabilizar os serviços e a determinar qual o melhor uso dos recursos para atingir os objetivos institucionais.

Creating demand for better health by using social marketing techniques

The most significant environmental change to support people who want to give up smoking is the legislation to ban smoking in public places. Following Scotland in March 2006, and Wales and Northern Ireland in April 2007, England moves one step closer to being smoke free on 1 July 2007, when it becomes illegal to smoke in almost every enclosed public place and workplace. Social marketing will be used to support this health promoting policy and will become more prominent in the design of health promotion campaigns of the future. Social marketing is not a new approach to promoting health but its adoption by the Government does represent a paradigm shift in the challenge to change public opinion and social norms. As a result some behaviours, like smoking or excessive alcohol consumption, will no longer be socially acceptable. The Department of Health has decided that social marketing should be used in England to guide all future health promotion efforts directed at achieving behavioural goals. This paradigm shift was announced in Chapter 2 of the “Choosing health” White Paper with its emphasis on the consumer, noting that a wide range of lifestyle choices are marketed to people, although health as a commodity itself has not been marketed. The DoH has an internal social marketing development unit to integrate social marketing principles into its work and ensure that providers deliver. The National Centre for Social Marketing has funding to provide ongoing support, to build capacity and capability in the workforce. This article describes the distinguishing features of the social marketing approach. It seeks to answer some questions. Is this really a new idea, a paradigm shift, or simply a change in terminology? What do the marketing principles offer that is new, or are they merely familiar ideas repackaged in marketing jargon? Will these principles be more effective than current health promotion practice and, if so, how does it work? Finally, what are the implications for community pharmacy?

Measuring social identity in interfunctional research in marketing

Management of social identities is important for optimizing intergroup relations in organizations, and for overall organizational performance. Research on marketing’s intergroup relations employs different social identity constructs. This leaves managers and academics confused as to what impact different social identity constructs have on organizational outcomes. We therefore tested the impact of competing social identity constructs (i.e., functional identity [FI], organizational identity [OI]) on important outcomes. We find different combinations of social identity constructs result in different levels of relationship quality and departmental performance, and that FI and OI measures provide more useful information than the accepted relative functional identity or OI measures in isolation. Academic and practical implications are advanced.

The New (Marketing) Role of Firms as Media Content Providers – The case of SME’s Strategic Social Media Presence

In the new social media context, it is gradually more common to say that each party can itself be considered a media content provider, firms included (through their brand pages). This tendency is reflected in a rising professional field called “content marketing”. This study incorporates the perspective of small and medium-sized enterprises (SMEs) into the scope of social media (SM) as a marketing communications and media content distribution system. In an exploratory content analysis of 20 official SM brand pages with 1281 analyzed posts the authors study how SMEs respond to the advent of a new paradigm of marketing communications with special attention to their usage of media-specific contents. SM impels companies to eventually rethink the traditional one-way communication flow of their marketing messages and to incorporate a new, two-way communication into their marketing strategy, where (their engaged and involved) users can create, modify, share and discuss content related to the firm’s activity. This study’s preliminary results show that diffusing content generally acts for SMEs as a facilitator to involve fans by offering a thematized space for them to manifest themselves in company-related topics. Therefore, content adds to the firms’ possibilities of brand positioning by offering a reflection of fans’ company- and contentrelated behavior, which is a supplementary source of information.

The Attributes of Social Media as a Strategic Marketing Communication Tool

New digital trends are transforming the media industry landscape, modifying elemental characteristics and attitudes of companies as well as of consumers. Firms often claim that their presence in social media (SM) is a key element to success. SM helps companies rethink the traditional one-way flow of their marketing messages and to incorporate a new interactive pattern into their communications. Nevertheless, these tendencies involve problems of strategic myopia for firms that do not structurally integrate these tools. One main problem is that institutions can rarely differentiate between the various types of SM and the attributes thereof, while the literature equally reveals a number of contradictions in the subject. The present conceptual paper lays the foundations of a strategic approach to SM and discusses its theoretical implications. Following an overview on the concept of SM, through a content analysis of the specialized management literature (n = 14), we present various best practices and reflect on the apparent lack of strategic thinking in using SM as a marketing application. Then, we compare these practical examples with general marketing strategy theory. By merging theory and practice, we aim to provide an insight towards a well-founded application of SM as a genuinely strategic marketing tool.

Hogyan kezeljük a „közösségi ügyfeleket”? – Social CRM marketing és IT megközelítésben (How to manage social customer? Social CRM in marketing and IT context.)

Van egy szó, ami egyre fontosabb lesz a társadalom és a vállalatok számára is, ez a szó a közösség. A közösséghez tevékenységek tartoznak, és ezen a ponton kapcsolódik be a vállalat. A vállalkozások az elmúlt években a közösségi igényeket a CRM-(Customer Relationship Management) megoldásokkal szolgálták ki. Informatikailag a közösségi hálózatok, már nemcsak vállalkozási folyamatot, hanem ehhez kapcsoltan az emberek társadalmi igényét is megpróbálják lefedni az elektronika lehetőségeivel. Egyre inkább a közösségi vállalkozások korát éljük, melyben a folyamathoz tartozó közösségek megosztják, egymás rendelkezésére bocsátják az információkat. A korábbi klasszikus CRM-rendszerek csak begyűjtötték az információkat, ezzel ellenben a közösségi CRM-rendszerek kétirányú kommunikációt folytatnak, párbeszédet kezdeményeznek az ügyfelekkel, buzdítják őket, hogy mondják el a véleményüket. Vajon ez az új stratégia,egy teljesen új világot hoz el a vállalatok számára, vagy csak a CRM fejlődésének egy újabb fokát jelenti? A szerzők erre a kérdésre keresik a választ gyakorlati esetek és szakirodalmi publikációk feldolgozásával. ______ There is a word that begins to be more and more important for the society and the companies, and this word is community. We can talk about social networks, people seek the social demand they already had as a part of their lives for a long time, and this means that it appears in the electronic society as an essential need too. The community is not enough, activities are also needed and this is the point where the companies link in, who promote their goods and facilities to the outside world and with this they use the next stage of customer relationship management, the fulfilment of social needs. We live in the age of social shopping, communities are everywhere and everyone shares information, and up to the present classic CR M systems ran from static databases. On the contrary social CR M systems perform a two-way communication, start a conversation with customers and encourage them to tell their opinions, which always changes on social media, so they build a dynamic database and communicate with customers through response-reactions. Does this new strategy bring a whole new world to companies or is it only another step in the development and another channel of CRM?

Análisis de la crítica social al marketing

Cada vez un mayor número de analistas y críticos sociales asocian el marketing con el consumo exagerado, y afirman que las empresas a menudo planifican la obsolescencia de sus productos con el ánimo de que los compradores adquieran nuevas versiones que incorporan muy pocas mejoras funcionales. Pero, además, aseveran que la publicidad agrega demasiados costos al precio de los productos y que la ganancia bruta de los fabricantes es exagerada. Las críticas se extienden al señalamiento de abusos en el poder político de algunos grupos de industrias y a la discriminación de distritos habitados por familias de bajos ingresos. Al compás de las respuestas de los mercadólogos, los consumidores se organizan y cobra relevancia el concepto de que el marketing debe ser socialmente responsable y que los compradores potenciales pueden educar sus deseos más superfluos y caprichosos.