Sähköpostista sosiaaliseen mediaan - sosiaalisen median strategia muoviteollisuusalan yritykselle

Sosiaalinen media on muuttanut markkinointia vuorovaikutteisuudella, avoimuudella ja läpinäkyvyydellä. Siksi yritysten kannattaa miettiä kuinka ja miksi lähteä mukaan sosiaaliseen mediaan. Tutkimusta asiasta on rajallisesti ja siksi tässä työssä rakennetaan sosiaalisen media strategia muoviteollisuusalan yritykselle. Työn empiirisessä osuudessa sosiaalisen median strategisia tavoitteita kysyttiin Uponorin johdolta sähköpostikyselyllä. Tulokset analysoitiin kvalitatiivisesti. Lisäksi kartoitettiin Uponorin henkilökunnalle tehdyn verkkopohjaisen lähtötila-analyysin avulla sosiaalisen median käyttöönottoa edistäviä ja estäviä tekijöitä yrityksissä. Aineisto analysoitiin kvantitatiivisin menetelmin. Tulosten perusteella myönteinen suhtautuminen voi edistää sosiaalisen median käyttöönottoa yrityksissä. Toisaalta tutkimuksessa ei voitu osoittaa, että yrityskulttuuriset tekijät estäisivät sosiaalisen median käyttöönottoa. Sosiaalisen median strategia rakennettiin teorian ja kyselyiden tulosten perusteella. Sosiaalisen median käyttö yrityksissä lisääntyy, joten jatkotutkimusta tarvitaan sosiaalisen median hyödyntämisestä yrityskontekstissa myös ulkoisten sidosryhmien osalta.

Impacto de los medios sociales en la estrategia de las organizaciones

Dado el impacto que las redes sociales tienen en la vida diaria de los países desarrollados o en vías de desarrollo, éstas han pasado a tener un papel clave en dicho desarrollo social. Dicha consideración no sólo debe centrarse en cómo las personas forman las redes, sino las herramientas que emplean y la forma en la que estas deben ser tratadas por las organizaciones para conseguir una posición preferencial con los usuarios que forman las redes (considerando el creciente número de éstos todos los días). El presente trabajo trata de exponer la diferencia entre medios sociales y redes sociales, estableciendo una diferencia clara entre entre ambos, define lo que son los medios sociales (Social Media en Inglés), qué se debe considerar para que el uso de los mismos tenga una carácter exitoso en sus operaciones y cómo las organizaciones perciben la diferencia competitiva que éstos aportan en sus actividades. Una vez definida, destacamos la importancia de la consideración de estos nuevos medios en las estrategias de la compañías. Para ello, debemos ver el ecosistema de los medios sociales de forma general, y focalizarnos en la relación marca-compañía con el usuario/cliente. La inclusión de los medios sociales en las estrategias de las compañías, primero de forma independiente y, posteriormente, de forma integrada, hace que los modelos de negocio de las compañías se vayan adaptando a los tiempos. Se describe el cambio de paradigma de los modelos de negocio afectados por la introducción de los medios sociales, los elementos y tipos de modelos de negocio que se pueden tener, así como la adaptación de los modelos establecidos a los nuevos modelos. Posteriormente se ve cómo las compañías incluyen los medios sociales en su estrategia, a través de una planificación de medios sociales,partiendo de qué es una estrategia y cómo debe evaluarse. Una vez se ha definido el contexto (qué son los medios sociales, redes sociales, modelo de negocio, estrategia; así como sus características), se definen los bloques funcionales de los medios sociales, con su paralelismo en términos de la estrategia de las compañías, así como se indican determinados factores de éxito para su adopción. Hasta ahora, estamos mirando la organización de forma individual pero, dentro del mercado en el que desarrollan sus actividades, éstas deben ser evaluadas sobre el grado de desarrollo de los medios sociales en sus operaciones; y poder establecer así comparativas, con otras organizaciones, en relación a su grado de implantación. Con dicho objetivo, desarrollaremos un modelo de madurez de medios sociales (Social Media Maturity Model, SMMM o SM3), de forma teórica. ¿Cómo considerar dicho modelo de forma realista?. Basándonos en el método del estudio de casos, se realizará una análisis e investigación de diferentes organizaciones que nos indicará el grado de aproximación del modelo de madurez referenciado, con respecto a la realidad. ABSTRACT Considering the impact that social networks have in the daily life in developed or developing countries, they have come to play a key role in this social development. This consideration should not only focus on how people set up networks, but the tools they use and how these ones should be addressed by organizations to achieve a preferential position with users, forming networks (considering the increasing number of them every day). This work tries to explain the difference between social media and social networking, establishing a clear difference between them, defines what is Social Media, which should be considered for its use has a successful character in their operations and how organizations perceive the competitive edge they bring in their activities. Once they are defined, we remark the importance of considering these new media in companies strategies. For this, we see the social media ecosystem in general, and to focus on brandcompany relationship with the user/client. The inclusion of social media strategies in the companies, independently and in a integrated way, makes the business models of companies evolve along the time. It is described the paradigm shift in business models affected by the introduction of social media, elements and types of business models that can be had, and the adaptation of established models to new models. After that, it’s shown how companies include social media strategy through social media planning and building on what is a strategy and how it should be evaluated. Once the context is defined (what is social media, social networking, business model, strategy, and its features), the functional blocks of social media are defined, with its parallelism in terms of the strategy of companies and specific success factors are indicated. So far, we are looking at the organization individually but within the market in which they operate, they must be evaluated on the degree of development of social media in their operations; and to establish and compare with other organizations in relation to their degree of implementation. With this goal, we will develop a maturity model for social media (Social Media Maturity Model, SMMM or SM3), theoretically. How to consider the model realistically?. Based on the case study method, the analysis and research of different organizations that it will indicate the accuracy of the maturity model referenced with respect to the actually performed.

Sosiaalisen median yksilöbrändin merkitys työnhaussa ja yritysten näkökanta työntekijän sosiaalisen median käyttäytymiselle

Työn tavoitteena oli tutkia, kuinka yksilön brändi muodostuu sosiaalisessa mediassa ja mitä sosiaalisen median kanavia suositaan työnhakijoiden ja yritysten keskuudessa. Haettiin myös alueellisilta yrityksiltä vastausta siihen, perehdyttävätkö he uusia työntekijöitä sosiaalisen median käyttäytymisessä. Tietolähteinä käytettiin brändin luomiseen ja sosiaalisen median strategiaan keskittyvää kirjallisuutta sekä yrityksien ja opiskelijoiden haastatteluja. Työn tuloksina todettiin suosituimmiksi kanaviksi itsensä markkinointiin verkostoitumispalvelu LinkedIn. Yritykset korostivat omien projektien merkitystä osaamisen näyttämisessä työnhaussa ja hyvin viestittyä persoonallisuutta hakemuksissa arvostettiin.

Para lá dos jornalistas: influencer relations, uma nova era de Media Relations

Dissertação apresentada à Escola Superior de Comunicação Social como parte dos requisitos para obtenção de grau de mestre em Gestão Estratégica das Relações Públicas.

Redes sociais como ferramenta para a divulgação de ações de responsabilidade social corporativa: o estudo de caso da TOMS

Relatório de estágio de mestrado em Ciências da Comunicação (área de especialização em Publicidade e Relações Públicas)

Sisältöstrategia ja sosiaalinen media osana B2B-yrityksen markkinointia

Tämä kandidaatintutkielma käsittelee sosiaalisen median markkinointia ja sisältöstrategiaa osana B2B-yrityksen markkinointiviestintää. Case-yrityksenä toimineen Maestron kanssa toteutettiin tutkimus, jossa pyrittiin selvittämään suomalaisen yritysjohdon tapoja käyttää sosiaalista mediaa ja kuluttaa sisältöjä. Tulosten perusteella pystyttiin selvittämään kohderyhmälle soveltuvimmat sisältötyypit ja kanavat, sekä tarkastelemaan valittujen markkinointiviestinnän muotojen soveltumista B2B-ympäristöön.

Generic intertextuality in online social activism: the case of the It Gets Better project

The It Gets Better project has been held up as a model of successful social media activism. This article explores how narrators of It Gets Better videos make use of generic intertextuality, strategically combining the canonical narrative genres of the exemplum, the testimony, and the confession in a way that allows them to claim ‘textual authority’ and to make available multiple moral positions for themselves and their listeners. This strategy is further facilitated by the ambiguous participation frameworks associated with digital media, which make it possible for storytellers to tell different kinds of stories to different kinds of listeners at the same time, to simultaneously comfort the victims of anti-gay violence, confront its perpetrators, and elicit sympathy from ‘onlookers’. This analysis highlights the potential of new practices of online storytelling for social activism, and challenges notions that new media are contributing to the demise of common narrative traditions.

Speak Good English Movement in Singapore : Reactions in Social and Traditional Media

The first Speak Good English Movement, SGEM, took place in 2000, and has been organized annually ever since. Speaking a “standard” form of English is considered to bring increased personal power. However, the SGEM wants the Singaporeans to use “standard” English in their private life as well. A decade after the beginning of the campaign, a Speak Good Singlish Movement was started. Based on studies of language and identity, it is understandable why some Singaporeans might feel the SGEM threatens their identity. However, the reactions towards the campaign are mainly positive. For the purposes of this analysis, Twitter messages, Facebook pages, and newspaper articles from The Straits Times were collected. The SGEM has hailed both direct and indirect praise and criticism in both social and traditional media: Five newspaper articles praise the campaign while five criticize it; the results are nine and seven respectively for social media. This thesis looks at reactions towards the SGEM in both social and traditional media, analyzes how these reactions might relate to the ideas of the power of language, its variety and the relation of language and identity.

Social-analytics firms churn out world cup visuals

Three weeks into the world's most famous football tournament, you'd be forgiven for thinking those charts, maps and infographics you've been seeing everywhere were some kind of symptom of your World Cup fever. They are actually the result of a strategy shift by marketing teams in the social-media-measurement space, which have been investing more heavily in designers and content that can show off their products in a visual way.

El nuevo reto de relación con los clientes: Social CRM

La evolución de Internet al modelo Web 2.0, ha creado el nuevo sistema denominado Social Media, donde han proliferado un número ingente de redes sociales, que han cambiado las formas de relación y colaboración entre los usuarios, así como la relaciones de éstos y las empresas. En respuesta a estos dramáticos cambios sociales y tecnológicos, que actualmente están dando forma a las relaciones negocio-empresa, las empresas están descubriendo que es necesario modificar la estrategia de utilización del CRM (Customer Relationship Management) con sus clientes y desarrollar nuevas capacidades que permitan la creación de valor con los clientes. Y es aquí donde aparece el concepto de Social CRM, entendido como una estrategia centrada en entender, anticiparse y responder mejor a las necesidades de los clientes existentes o potenciales, aprovechando los datos sociales, para crear unas fuertes relaciones beneficiosas para ambas partes. En este trabajo se describe un modelo de adopción de Social CRM, aplicando un método de análisis “Top-Down”, y basado en el modelo de Gartner denominado “The Eight Building Blocks of CRM” [1]. El presente trabajo descompone el modelo de adopción descrito por Gartner, en los siguientes puntos. - Una decisión estratégica de la compañía - Asomarse a la realidad social - Analizar las redes sociales. - Metodología de adopción. - Despliegue y extensión en todos los departamentos de la compañía y la adaptación de los recursos humanos. - Selección e integración con las plataformas tradicionales de CRM - Análisis de herramientas de monitorización de Social CRM El modelo propuesto tiene dos objetivos, por un lado pretende proporcionar la visión de cómo CRM puede influir en los resultados empresariales en la era del cliente social, y por otro, proporcionar a los administradores cómo las inversiones y los recursos existentes de CRM puede ser integrados con las nuevas tecnologías y procesos para formar capacidades que pueden mejorar el rendimiento del negocio. ABSTRACT. “The Internet evolution to Web 2.0 model has created a new system called Social Media, where have proliferated a huge number of social networks which have changed the relationship and collaboration forms user-to-user and user-to-company. In response to these dramatic social and technological changes that are currently shaping the business-business relationships, companies are finding it necessary to modify the strategy for use of CRM (Customer Relationship Management) with customers and develop new capabilities to creating value with customers. And here is where the concept of Social CRM appears, understood as a focus on understanding, anticipating and responding to the needs of existing and potential customers strategy, leveraging social data to create a strong mutually beneficial relationships. In this paper describes an adoption model of Social CRM, using a "Top-Down" analysis method and based on the model of Gartner called "The Eight Building Blocks of CRM" [1]. This paper decomposes the adoption model described by Gartner in the following points. - A company strategic decision. - Look at social reality. - Analyze social networks. - Methodology adoption. - Deployment and extension in all departments of the company and the adaptation of human resources. - Selection and integration with traditional CRM platforms. - Analysis of monitoring tools for Social CRM. The proposed model has two objectives, firstly aims to provide insight into how CRM can influence business outcomes in the era of the social customer, and secondly, to provide administrators how investments and existing resources can be integrated CRM with new technologies and processes for developing capabilities that can increase business performance”.

Socialising Around Media (SAM): Dynamic Social and Media Content Syndication for Second Screen

Today's generation of Internet devices has changed how users are interacting with media, from passive and unidirectional users to proactive and interactive. Users can use these devices to comment or rate a TV show and search for related information regarding characters, facts or personalities. This phenomenon is known as second screen. This paper describes SAM, an EU-funded research project that focuses on developing an advanced digital media delivery platform based on second screen interaction and content syndication within a social media context, providing open and standardised ways of characterising, discovering and syndicating digital assets. This work provides an overview of the project and its main objectives, focusing on the NLP challenges to be faced and the technologies developed so far.

Dynamic Social and Media Content Syndication for Second Screen

Social networking apps, sites and technologies offer a wide range of opportunities for businesses and developers to exploit the vast amount of information and user-generated content produced through social networking. In addition, the notion of second screen TV usage appears more influential than ever, with viewers continuously seeking further information and deeper engagement while watching their favourite movies or TV shows. In this work, the authors present SAM, an innovative platform that combines social media, content syndication and targets second screen usage to enhance media content provisioning, renovate the interaction with end-users and enrich their experience. SAM incorporates modern technologies and novel features in the areas of content management, dynamic social media, social mining, semantic annotation and multi-device representation to facilitate an advanced business environment for broadcasters, content and metadata providers, and editors to better exploit their assets and increase their revenues.

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?

Economia criativa e estratégia como prática social: uma abordagem teórico-empírico-conceitual a partir de ambientes criativos de grupos musicais

This study seeks to identify how creative environments of musical groups are configured in the Strategy as Practice perspective as theoretical, empirical and conceptual models. It develops within the theoretical framework, discussions on the context of the Creative Economy, Creative Industries, creative environment, organizational paradigm of Creative Economy, music as a creative environment and business, design and dynamics of Strategy as Practice and conjecture about the contextualism and other epistemological currents. The study is shaped as an exploratory and descriptive research, utilizing the qualitative method and being characterized as a Grounded Theory. A total of four musical groups of different styles, markets and areas of operation with over ten years of activity were surveyed. The Grounded Theory and simple observation methods were used for both data collection and analysis. The software ATLAS.ti. was used to help with the analysis. The research shows that the bands perceive the specialized expertise in the virtual social media as a strategic differentiator. It also shows that the groups nourish individuation and the differentiation in their relationship with the individual. Finally, it validates that these organizations get teams involved and value the dynamic design of their routines in strategic decision making, paying attention to a strategic social bias. Strategy and Creative Practice is the main category that emerged from the data. This category is explained through the three aforementioned results. It shows that organizations that are part of the Creative Economy perform simultaneously and dynamically creative and strategic making at both artistic and managerial levels.The theory created is validated by the principles of degree of coherence, functionality, relevance, flexibility, density and integration, and it is inserted in the contextualism principle, which points the knowledge as related to the context in which it is placed and discussed.

Almetrics: measuring the influence of the media on the social impact of research

Social media is changing the way we interact, present ideas and information and judge the quality of content and contributions. In recent years there have been hundreds of platforms to freely share all kinds of information and connect across networks. These new tools generate activity statistics and interactions among users such as mentions, retweets, conversations, comments on blogs or Facebook; managers references showing popularity ratings of more references shared by other researchers or repositories that generate statistics of visits or downloads of articles. This paper analyzes that have meaning and implications altmetrics, what are its advantages and critical platforms (Almetric.com, ImpactStory, Plos altmetrics, PlumX), reports progress and benefits for authors, publishers and librarians. It concluded that the value of alternative metrics as a complementary tool citation analysis is evident, although it is suggested that you should dig deeper into this issue to unravel the meaning and the potential value of these indicators to assess their potential.