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B A R A T T A E N T E R P R I S E S I N C O R P O R A T E D
Fall 14
08 Fall
DIGITAL MARKETING CAMPAIGN
PRESENTED BY:
SALVADOR RODRIGUEZ AUGUSTINE SIMS ALEX GANDARA ANITA WANG
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1. Introduction ....................................................................................................................... 4 1.1 Background .............................................................................................................................. 4 1.2 Company Statements ............................................................................................................ 4 1.2.1 Vision Statement .............................................................................................................................. 4 1.2.2 Mission Statement ........................................................................................................................... 4
2. Situation Analysis ............................................................................................................ 5 2.1 The Customer (Demographics) ......................................................................................... 5 2.1.1 Target Segment ................................................................................................................................. 5 2.1.2 Target Segment Demographics .................................................................................................. 5 2.1.3 Target Segment Psychographics ............................................................................................... 5 2.1.4 Target Segment Personas ............................................................................................................. 6
2.2 The Market ............................................................................................................................... 9 2.2.1 Market Size ......................................................................................................................................... 9
2.3 Competitors ............................................................................................................................ 10 2.3.1 Direct Competition Matrix ........................................................................................................ 10 2.3.2 Competition Matrix Findings ................................................................................................... 10
2.4 Decision Influencers ............................................................................................................ 11 2.5 Overall SWOT ......................................................................................................................... 11 2.5.1 Strengths .......................................................................................................................................... 11 2.5.2 Weaknesses ..................................................................................................................................... 11 2.5.3 Opportunities ................................................................................................................................. 11 2.5.4 Threats .............................................................................................................................................. 12
2.6 Digital Specific SWOT .......................................................................................................... 12 2.6.1 Strengths .......................................................................................................................................... 12 2.6.2 Weaknesses ..................................................................................................................................... 12 2.6.3 Opportunities ................................................................................................................................. 12 2.6.4 Threats .............................................................................................................................................. 12
3. Goals and Objectives .................................................................................................... 13 3.1 Strategic Goals ....................................................................................................................... 13 3.2 Objectives ................................................................................................................................ 13 3.3 Digital Goals ........................................................................................................................... 13 3.3.1 Facebook ........................................................................................................................................... 13 3.3.2 Instagram ......................................................................................................................................... 13 3.3.3 Twitter ............................................................................................................................................... 14 3.3.4 Website ............................................................................................................................................. 14 3.3.5 Yelp ..................................................................................................................................................... 14
3.4 Non-‐Digital .............................................................................................................................. 14 4. Strategy ............................................................................................................................. 14 4.1 Segmentation & Content Targeting ................................................................................ 14 4.2 Positioning .............................................................................................................................. 15 4.2.1 Positioning Statement ................................................................................................................. 15 4.2.2 Target Segment Message Hierarchy ..................................................................................... 15 4.2.3 Segment Specific Positioning Statement ............................................................................ 15 4.2.4 Credibility ......................................................................................................................................... 16
4.3 Digital Marketing Mix ......................................................................................................... 16 4.3.1 Product .............................................................................................................................................. 16 4.3.2 Price .................................................................................................................................................... 16 4.3.3 Place .................................................................................................................................................... 17
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4.3.4 Promotion ........................................................................................................................................ 17 4.3.5 Target ................................................................................................................................................. 17
4.4 Brand Strategy ...................................................................................................................... 17 4.5 Overall Representation and Presence ........................................................................... 18 4.5.1 Website strategy ........................................................................................................................... 18 4.5.2 Search Engine Optimization (SEO) ........................................................................................ 18 4.5.3 Reputation Management ........................................................................................................... 18 4.5.4 Web Design Layout ...................................................................................................................... 19
4.6 Content and Engagement Strategy ................................................................................. 19 4.7 Digital Acquisition Strategy .............................................................................................. 19 4.7.1 Natural Search Engine Marketing .......................................................................................... 20 4.7.2 In-‐Store Print Media .................................................................................................................... 20 4.7.3 Word of Mouth ............................................................................................................................... 20 4.7.4 Digital Sharing ................................................................................................................................ 20
4.8 Digital Conversion Strategy .............................................................................................. 21 4.8.1 Potential Customer to new Follower Conversion Strategy ........................................ 21 4.8.2 New Follower to in-‐store conversion Strategy ................................................................ 21
4.9 Digital Retention Strategy ................................................................................................. 22 4.10 Multichannel Integration Strategy ............................................................................... 22 4.11 Social Media Marketing Strategy .................................................................................. 22 4.12 Continued Digital Presence Strategy ........................................................................... 22
5. 5. Tactics ........................................................................................................................... 23 5.1 Activation Plan ...................................................................................................................... 23
6. Actions and Controls .................................................................................................... 23 6.1 Budgets .................................................................................................................................... 23 6.2 Timeline .................................................................................................................................. 23 6.3 Key Performance Indicators (KPI’s) .............................................................................. 24 6.3.1 Website ............................................................................................................................................. 24 6.3.2 Facebook ........................................................................................................................................... 24 6.3.3 Instagram ......................................................................................................................................... 24 6.3.4 Twitter ............................................................................................................................................... 25 6.3.5 Yelp ..................................................................................................................................................... 25
6.4 Digital Analytics .................................................................................................................... 25 6.4.1 Iconosquare ..................................................................................................................................... 25 6.4.2 Facebook Analytics ...................................................................................................................... 25
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1. Introduction
1.1 Background
Baratta Enterprises Incorporated is a vehicle registration company that offers broker-‐agent services. It is owned and operated by Christine Baratta, and is located in the East Village District of Downtown Long Beach. Christine founded Baratta Enterprises in 1996 and has over 30 years of experience in the vehicle registration industry. Baratta offers customers competitive rates, along with a bilingual staff to meet the needs of a variety of markets. Commercial vehicle registration requires obtaining many licenses and permits to legally cross state lines nationwide and is the primary focus of business for Baratta.
The vehicle registration industry has become increasingly competitive, and for this reason Baratta has diversified the market. To remain on the cutting edge of competition, Baratta has supervised the foundation of two industry-‐ specific programs, creating a reasonably priced and user-‐friendly design for the management of a commercial fleet.
Baratta is an established company with a steady flow of business, yet the company does not have a presence on social media.
1.2 Company Statements
1.2.1 Vision Statement It is the vision of Baratta Enterprises Inc. to create a personable, ethical and friendly environment where people can go to and trust that their vehicle registration and businesses will be secure.
1.2.2 Mission Statement
It is Baratta’s mission to provide a bilingual staff and competitive rates for those who are not able to or don’t have the time to go to the DMV for the security of their vehicle or business. Baratta will serve as a middleman between bureaucracy and the client to ensure the safety and security to all its patrons.
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2. Situation Analysis
2.1 The Customer (Demographics) Age: 30-‐50 Sex: Male Ethnicity: Latin American, Caucasian Language: English/Spanish Employment Status: Business Owners Local: Yes Location: Long Beach, San Pedro, Wilmington, and Signal Hill.
2.1.1 Target Segment
We have segmented Baratta Enterprises’s primary focus into a group that we have named “Big Riggers.” Big Riggers require many permits and licenses and rely on Baratta’s business to keep their own businesses from coming to a halt.
2.1.2 Target Segment Demographics
Age: 35-‐45 Sex: Male Ethnicity: Latin American, Caucasian Language: English/Spanish Smartphone Owners: Yes (Daily Users) Employment Status: Business Owners Local: Yes Location: Long Beach (Downtown & Port of Long Beach Area), San Pedro, Wilmington, and Signal Hill. All cities are located in California.
2.1.3 Target Segment Psychographics
• Long Haul Drivers • Seeking break from working long hours • Humor seekers / Comic Relief Seekers • Entertainment Seekers • Travelers • Always on the road • Actively taking photos • Truck enthusiasts
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• Looking for competitive rates • Looking for a good deal
2.1.4 Target Segment Personas
Our focus is a younger market that utilizes social media and smartphones in their day-‐to-‐day experiences. Here we have two different personalities within our age of focus. Both of these young men are avid social media users with very different demographics, but both essential to our campaign as they are influential to their followers. Some characteristics we target include:
• Always on the road • Established Social Media Presence • Rely Heavily on Smartphones • Works for a large trucking company • Create a zone of entertainment • Influential Users • Enjoy the overall experience of trucking
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Ideal Persona 1
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Ideal Persona 2
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2.2 The Market The port of Long Beach is where our main target market lies. It is a meeting place for countless trucking companies to meet and pick up the cargo that has to be delivered nationwide.
2.2.1 Market Size
Base Customer Market Size
Long Beach San Pedro Wilmington
Harbor City Signal Hill
Total Population 462,522 70,081 1,659 25,946 10,963
Age 18-‐65+ 312,403 47,352 1,120 17,531 7,407
The “Big Riggers”
Market Size
Long Beach
San Pedro
Wilmington Harbor City
Signal Hill
Total Population
462,522 70,081 1,659 25,946 10,963
Males 226,718 31,536 1,266 11,676 4,933
Hispanic 165,092 20,323 481 7,524 2,631
Age 35-‐44 72,342 15,622 266 4,035 1,704
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2.3 Competitors
2.3.1 Direct Competition Matrix
2.3.2 Competition Matrix Findings
Although none of these companies are located in the same territory of our target market, we realized that these other companies still hold an impressive amount of customers in the market. From our findings we were able to conclude that Atlantis Insurance is one of our most formidable competitors. Although they do not rate as well in customer service and years of experience, we were able to conclude that Atlantis Insurance and American licensing Services rivaled Baratta in the competition matrix. Baratta Enterprises has a competitive advantage in the following aspects of the direct competition matrix:
• Every staff member is bilingual • Christine’s knowledge and expertise in the industry • Competitive service rates • Atmosphere
Baratta Enterprises lacks in:
• Timeliness (due to a small staff)
These findings were used in our campaign to realize our competitive advantage and how it can be successfully applied to our marketing efforts.
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2.4 Decision Influencers
“Big Riggers” are individuals who are on social media platforms for entertainment, diversion, (from the solitude of driving all day) and dissemination of relevant information. By observing our target on the social platforms we created, we were able to conclude that users who consistently posted entertaining content (showcasing trucks, beautiful locations, humorous memes) were able to gather more views, and naturally, more followers. We focused on mirroring the posting patterns of a select few users on instagram who had the most followers and interaction between followers. By mirroring their behavior with our most powerful platform (Instagram) we were able to initiate a following for Baratta in its process to become a decision influencer.
2.5 Overall SWOT Baratta Enterprises has a broad assortment of strengths, weaknesses, opportunities, and threats that can be changed with some guidance to maximize the capability of their company.
2.5.1 Strengths
• Great Customer Service • Over 28 years of experience in the field • Process saves time and trip to the DMV • Local, Downtown Long Beach
2.5.2 Weaknesses
• Slightly higher service fees than DMV • The company is not well know in the local or vehicle registration
community • Location is not ideal for close parking • Website is not well organized and had too much cluttered
information • Lacking digital presence
2.5.3 Opportunities
• Give valuable information to truckers on the road • Build brand recognition
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2.5.4 Threats • Potential customers are loyal to other vehicle registration
companies • Unable to successfully reach target market
2.6 Digital Specific SWOT Unfortunately, Baratta was severely lacking with their digital platforms. They only had a website that was not updated for years, was unorganized and loaded with too much overwhelming information. We had to create accounts for Baratta on Instagram, Facebook, and Twitter to reach their Big Riggers target market and gain awareness for their company.
2.6.1 Strengths
• Informational website
2.6.2 Weaknesses
• No social media presence • Target market are not heavy social media users (Male, age 35-‐40)
2.6.3 Opportunities
• Ability to build brand recognition through the use of social media
2.6.4 Threats
• Not enough user activity on social media • Unable to successfully reach target market
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3. Goals and Objectives
3.1 Strategic Goals
1. Generate online awareness 2. Create sustainable social media platforms for the brand 3. Create consumer engagement and interest through social media platforms 4. Increase local visibility 5. Inform consumers about useful registration rules and knowledge
3.2 Objectives
To obtain these four goals, we needed to determine digital and non-‐digital objectives for Baratta. For digital objectives, we decided to focus on Facebook, Instagram, Twitter, their website, and Yelp. Since we are not capable of changing her website, our objective will be to communicate any suggestions we have to make her website more user friendly. To facilitate their non-‐digital goals, our non-‐digital objective would need to focus more on increasing local visibility in the Long Beach area.
3.3 Digital Goals
3.3.1 Facebook
• Obtain 50+ page likes (12/1/14) • Encourage participation and engagement on posts (12/1/14) • Create a friendly community for consumers and truckers
(12/1/14)
3.3.2 Instagram
• Obtain 200+ followers (12/1/14) • Encourage participation and engagement on posts (12/1/14) • Create a friendly community for consumers and truckers
(12/1/14)
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3.3.3 Twitter
• Obtain 50+ followers (12/1/14) • Encourage participation and engagement on posts (12/1/14) • Create a friendly community for consumers and truckers
(12/1/14)
3.3.4 Website
• Communicate suggested recommendations to maximize website effectiveness to owner and website designer (10/3/14)
3.3.5 Yelp
• Incorporate positive testimonial (11/13/14)
3.4 Non-‐Digital • Adhere social media decals to the front of store location (10/1/14) • Initiate and document a practical digital marketing proposal that the owner can
continue after our assistance (12/1/14)
4. Strategy
4.1 Segmentation & Content Targeting
As mentioned in the situation analysis, we want Baratta Enterprises to target Big Riggers. This includes a market of truckers that are involved in social media and are looking for an online community to share their thoughts among other truckers, a comic relief from constant driving, and gain insight and information about relevant trucking regulations. Baratta felt that Twitter, Facebook, and Instagram were the most practical social media platforms for their target audience of Big Riggers. Through these mediums they would be able to post coupons, communicate relevant information about fraud protection, and post memes about the daily life of a trucker.
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4.2 Positioning
4.2.1 Positioning Statement
Baratta Enterprises Incorporated is a Broker-‐Agent for insurance located in the East Village District of Downtown Long Beach. Baratta offers customers competitive rates, along with a bilingual staff to meet the needs of a variety of markets. Commercial vehicle registration requires obtaining many licenses and permits to legally cross state lines nationwide and is the primary focus of business for Baratta. To remain on the cutting edge of competition, Baratta has supervised the foundation of two industry specific programs creating a reasonably priced and user-‐friendly design for the management of a commercial fleet. They are an established company with a steady flow of business, with a newly emerging presence on social media.
4.2.2 Target Segment Message Hierarchy
• Trustworthy and honest business practices • Safety and security • Personable and bilingual • Online community • Ethical and friendly environment
4.2.3 Segment Specific Positioning Statement
Baratta Enterprises Incorporated offers customers competitive rates and a bilingual staff. They focus on obtaining many licenses and permits to legally cross state lines nationwide. Baratta wants to create a personable, ethical and friendly environment where people can go to trust that their vehicles and businesses will be secure. Baratta Enterprises Inc. also provides a bilingual staff and competitive rates for those who are not able to or don’t have the time to go to the DMV for the security of their vehicles or business. Baratta serves as a middleman between Bureaucracy and the client to ensure the safety and security to all its patrons.
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4.2.4 Credibility
Baratta’s credibility will come from providing truckers with an online community and bring awareness to a company that provides insight and information about relevant trucking regulations and trustworthy business practices. Because one of our main goals was to gain awareness of the brand, we chose to build a comfortable and friendly online environment for truckers. We also wanted to create accounts on platforms that is easy to participate with. Our group also created testimonials for Baratta Enterprises to gain additional credibility for their digital marketing efforts.
4.3 Digital Marketing Mix
4.3.1 Product
With the new and easier-‐to-‐use website, we plan to provide convenience and flexibility for Baratta’s potential and geographically diverse customers by integrating the use of PayPal to pay for services online as well as walking in store. The content on the old website will mostly remain the same, except now, content will be more simply organized for better navigation and understanding, the site will be more visually appealing, and there will be social media links incorporated for more brand-‐to-‐customer interaction and relationship-‐building.
4.3.2 Price
Baratta’s prices are higher than that of the DMV, where some of the same services are offered. But the extra cost pays for smaller crowds and lines, and better and faster customer service. However, there are discounts customers can take advantage of after leaving a positive feedback on Yelp or for interacting with the company (sharing or liking photos, answering questions, entering contests, etc.)
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4.3.3 Place There were a few issues with Baratta’s online presence -‐ there was no social media presence, the website was poorly designed and there wasn’t any way of interacting with consumers. We solved these problems by recommending Baratta to build a new website that’ll be easier to navigate and creating multiple social media platforms (Facebook, Instagram, Twitter, Yelp). The website and social media sites would be present on each platform. So social media links/icons will be present on the website, and the link to the website will be on all social media platforms. We established Baratta’s social media presence and raised brand awareness as well as interact with potential customers.
4.3.4 Promotion
Baratta’s services will be promoted throughout its entire social media platforms, where redeemable coupons are made available, and where contests and posts increase interaction and activity among customers/potential customers.
4.3.5 Target Our target market consists of male truckers between the ages 25-‐35, who we call Big Riggers. They are usually people who would need Baratta’s services in getting commercial vehicle registration. We want to create a community where these truckers can go to for entertainment, information about Baratta’s business, and most importantly, a digital family they can feel comfortable calling their own. Our plan in achieving this goal was to first create different social media platforms to establish a digital presence. We would post pictures, memes, digital coupons, information and comments to get people to be interactive and involved.
4.4 Brand Strategy
Our brand strategy for Baratta Enterprises is to establish a digital presence by improving the company’s website and creating multiple social media platforms. We want to build relationships with existing customers, and form bonds with potential customers through online interaction. By doing this, we hope to not only create relationships, but to raise awareness of the brand, to build loyalty, and to generate positive word-‐of-‐mouth.
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4.5 Overall Representation and Presence
4.5.1 Website strategy
We recommend to hire a web developer to revamp the confusing, dull website -‐ to make the website not only more mobile friendly and accessible, but also more visually appealing and less dense. Our target consists of people who spend a lot of time online, whether it’s during their stops on the road, while they’re eating, or when they’re off work. They typically have smart phones and/or tablets to keep them connected to the digital world, and we want to build a consistent and positive brand image that consumers can identify with through all our existing platforms.
4.5.2 Search Engine Optimization (SEO)
The website has not been updated since 2004, which is 10 years ago, and the class schedule online is from 2012. With the website outdated and the owner’s lack of knowledge of current necessities SEO was not even something Baratta considered. The home page was filled with way too much information and words. Within the new website, multiple pages are planned to be designated to a specific topic or section of the site to raise SEO with more keywords. We hope and plan for the web developer’s rebuilding of the site to increase visibility.
4.5.3 Reputation Management
Consumers nowadays trust other consumers more than the company’s words about its business. We explained the importance of Yelp, and how reputation management can help create and maintain Baratta’s image with positive experiences and feedback, therefore, we asked Chris to encourage her clients to leave a positive feedback on Yelp after a good experience with Baratta. We will obtain positive testimonials from long-‐time clients to place onto her website, but we hope that a presence on Yelp will also boost her image.
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4.5.4 Web Design Layout
We live in a generation where just information giving isn’t enough. How someone views and feels about a company plays a vital role in whether they will explore the company’s background, nonetheless do business with it. A company’s website is usually the first encounter a consumer makes with the company -‐ it is where they go for information on hours and location and information on services/products provided. Baratta’s website was cluttered and filled with too much information on one page that made it confusing and unpleasant to look at. We communicated with Chris the way information could be arranged and showed her a few examples of some beautifully organized layouts and sites. We hope that the new website design will have a focus point and be more visually appealing, yet also stay informative.
4.6 Content and Engagement Strategy
Our content and engagement strategy was to post useful information about the industry and business, and create entertaining posts to build brand awareness, generate interest, and build relationships. In hopes to gain some rapport and credibility, information will mostly revolve around topics on license registration and/or the industry, so that the target segment is constantly updated on changes with rules and regulations, price changes, etc. To generate interest, we will create funny memes so people can associate positive feelings and a sense of happiness with our posts. We will also give promotional discounts to those interested in Baratta’s services, or might potentially be interested. We hope that with these tactics, we can create and maintain relationships with our new following whether it’s gaining likes or attention, answering questions, or conversing.
4.7 Digital Acquisition Strategy With the implementation of three new social media platforms, we plan to
gain traffic to not only those platforms, but also to the new and improved Baratta website with natural search engine marketing, in-‐store media, word-‐of-‐mouth and digital sharing.
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4.7.1 Natural Search Engine Marketing
There aren’t many other results that come up when we type in Baratta Enterprises. But when we type in more broad terms like car registration, or truck licensing, Baratta does not come up. To help this situation, we plan to have the website built in a way where it will raise SEO, and hopefully get a higher ranked natural search listing. Certain keywords will be placed on several different pages of the website instead of everything being put onto one homepage.
4.7.2 In-‐Store Print Media
We plan to use in-‐store print media to attract more attention from customers and passerby’s, and hope to drive more traffic to Baratta’s digital platforms by pasting decal stickers of Baratta’s new Facebook, Twitter and Instagram outside the store’s front window. This way, people can become aware of Baratta’s social media presence. There were also printed 10% off service fee coupons to distribute to potential customers and for existing customers to use after providing a positive feedback on Yelp in the store. These coupons and decals will not only raise brand awareness, but also drive traffic to the store and digital platforms.
4.7.3 Word of Mouth
Baratta doesn’t really have a loyal fan base in the digital world, but it does have very satisfied clients. We gathered positive testimonials from clients of 5-‐10 years and plan to post them on the new website. We look for these existing clients to use positive word of mouth with other people as they did with us, and will post those positive thoughts on digital platforms like Yelp to generate a positive image around Baratta’s brand. This all in turn should be able to help increase the amount of traffic online.
4.7.4 Digital Sharing
Posts with beneficial information, discounts, contests and funny memes were created in hopes to provide entertaining and engaging content for Baratta’s digital followers. Sharing content that moves people to share or like the posts will lend a hand in driving traffic to Baratta’s digital platforms as well as raise brand awareness.
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4.8 Digital Conversion Strategy With the old website, Baratta did not allow its customers the
convenience to make payments online. But with the new website, it hopes to incorporate making payments digitally. For now, the digital conversion strategy will revolve around the previously touched points in raising brand awareness through digital platforms.
4.8.1 Potential Customer to new Follower Conversion Strategy
Every potential customer and customer is important. We will strive to first get Baratta’s brand out more through interactive posts on several social media platforms. We understand that posts can get viral, people who are active online love sharing and engaging in content they like and that it is an important aspect in generating new followers. We plan to create interesting, fun and/or useful posts to engage with and attract existing customers, new followers, and potential customers. We know that certain actions like sharing or liking posts can show up on that person’s news feed, a place where all their followers can witness what they’re doing. With these types of posts, we hope current followers will repost, share or like to attract new followers since people typically trust their friends’ opinions more than the company’s. We can measure the effectiveness of this strategy by monitoring the amount of followers gained each week.
4.8.2 New Follower to in-‐store conversion Strategy
The focus with this strategy will be on how well we utilize social media to attract new followers, and then keep them interested with offers they can’t find from Baratta’s competitors (coupons, discounts, useful and updated information, etc.) We were lucky that Christine had built good rapport along with her decades of experience in the industry. It will be less difficult to create a sense of trust in someone who is considered as friendly, helpful and professional. The tricky part will be to get these followers to take action and go to the store for business. We plan to create incentives like limited time discounts and coupons to create a sense of urgency to motivate new followers to take action and go to the store. We will also try to monitor when our posts are liked most at, so we could be effective in posting at the best times to best reach our target segment.
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4.9 Digital Retention Strategy
Our digital marketing goal for Baratta was to increase brand awareness among social media users and increase visibility in the local city (Long Beach). Our tactics included creating social media accounts and building a follower count by targeting truckers/truck fanatics and local customers, our team was able to do this by searching truck-‐related hash tags, following individuals who fit our targets profile, which was male truckers between ages 35-‐45, as well as long beach businesses and residents. On Instagram, Facebook and Twitter we would post memes with a photo of a truck or truck related image and a comedic caption for humor, we would also post promotional offerings and important information about the business and how its services could benefit the consumer. In order to gain and retain awareness on social media we created a destination where they could always stay updated on beneficial information, have questions answered, and converse with like-‐minded individuals while accessing one of our channels.
4.10 Multichannel Integration Strategy
We integrated our channels by linking our posts, for example when we posted a photo on Instagram that image was then shared on Facebook and Twitter. We focused on posting relative and consistent content on all channels, with the same message, theme, and voice. Our goal was to be homogenous amidst all networks to avoid brand confusion, maintain image and reserve attentive followers.
4.11 Social Media Marketing Strategy
Our social media marketing strategy encompassed various components from our overall strategy such as; brand strategy (4.4), overall reputation and presence (4.5), content and engagement strategy (4.6), digital acquisition strategy (4.7), and digital retention strategy (4.9). Our digital marketing goal for Baratta Enterprises Inc., was to generate online awareness, create sustainable online social media platforms for the brand, create consumer engagement and interest through social media platforms, increase local visibility, and inform consumers about useful registration rules and knowledge.
4.12 Continued Digital Presence Strategy
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Baratta’s social media presence was non-‐ existent prior to us coming in and building one, the reason was because the owner lacked the understanding of operating these networks. In order to eliminate this problem we met with owner Christine once every two weeks not only to keep her updated on our progress but also to teach her how to operate Instagram, Facebook and Twitter and to answer any questions she had about the accounts. We took these actions so that her presence would remain active after the conclusion of our project.
5. 5. Tactics
5.1 Activation Plan
Our activation plan consisted of implementing and executing all strategies above. Salvador was in charge of creating the decals for the Baratta office as well as creation of the humorous memes we posted on our range of social media accounts. Anita was in charge of contacting owner Christine for meetings and reaching out to customers for testimonials. Alex was in charge of posting regular content on our twitter account and building our following base. Augustine was in charge of posting regular content on our Facebook account and building our page likes. We jointly met with Baratta’s owner once every two weeks to update her on our progress, answer any questions, gain new information and teach her the inner workings of Instagram, Facebook, and Twitter, to limit confusion once our project ended on November 25, 2014.
6. Actions and Controls
6.1 Budgets There was no cost for this campaign; all of our printing was handled by Salvador through his internship with Konica Minolta.
6.2 Timeline
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Date Description
10/2 Create and implement social media sites (i.e. Instagram, Facebook, Twitter)
10/4 Create and post social media decals for the Baratta office window
10/6 Begin showing owner Christine how to navigate social accounts
10/17 Second meeting with owner for update and lessons on social media
10/30 Third meeting with owner for update and lessons on social media
11/7 Reached 200+ followers on Instagram
11/12 Reached 50+ likes on Facebook
11/14 Launch 10% off Promotion
11/19 Obtain testimonials from customers for website
11/21 Fourth & final meeting with owner for update and lessons on social media
6.3 Key Performance Indicators (KPI’s)
6.3.1 Website
• Visits • Pages Per Visit • Bounce Rate • Average Time on Site • Percentage of New Visits
6.3.2 Facebook
• Page Likes (currently at 52) • Content Likes • Content Shares • Number of Promotional Participants • Number of User Generated Threaded Discussions
6.3.3 Instagram
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• Number of Followers (currently at 230) • Content Likes • Content Comments • Number of Promotional Participants
6.3.4 Twitter
• Number of Followers (currently at 17) • Content Retweets • Content Comments or Questions • Number of Promotional Participants
6.3.5 Yelp
• Number of Reviews Posted by Customers
6.4 Digital Analytics
In regards to digital analytics we are using Iconosquare and Facebook Analytics as additional tactics for measuring our social media traffic. Both are efficient in tracking of the effectiveness, popularity, and number of friends/followers. Our team will be using Iconosquare for twitter and Instagram measurement and Facebook analytics for Facebook.
6.4.1 Iconosquare
Iconosquare allows users to view their total number of likes, most and least popular users, most and least popular media, most and least commented media, top supporters, best followers and so much more. Iconosquare is instrumental granting consumers the ability to tailor their data specifically to their market needs.
6.4.2 Facebook Analytics
Facebook analytics refers to Insight where users can view their reach, engagement and number of likes for each photo. Insight also allows users to boost their content, granting Facebook the ability to market the company and build its fan base and likes, for a fee.
