By Vanessa Caroline
Thesis in Brief
- Motivation behind this thesis
-The aim of this paper
-Observations during this process
The Bigger Context
-Offline and Online Link
-Do all Companies have to be Online?
-Managerial Implications: Speed of Change.
-Online and offline do not operate in a vacuum
THESIS IN BRIEF
Social media is part of everyday life regardless company or
consumer, and from a personal perspective it cames across as
the easiest thing to do.
Secondly, it became more interesting after meeting a company
brand manager who was not sure of how to take their brand to this
environment as he looked at his brand as one that would not
provide any emotional attachments to their consumers.
Following initial reasearch discovered no clear model available to
assist companies facing the problem described above.
THESIS IN BRIEF
• Attempt to bridge the gap between offline and online branding by
creating a less process oriented model to assist brand managers in
managing a brand online.
• Develop an operational branding model that is iterative and that ties
the company to the consumer and the mode of approach
Push and pull strategies should be balanced.
Brands do matter-as they offer a promise.
Taking a brand online is not a gurantee for sucess.
Internet users are evolving faster than the companies.
No prescription for managing a brand online-constant trial and
Companies in control of their brands with clear cut roles stand
a chance to adopt to change faster.
THE BIGGER CONTEXTONLINE & OFFLINE LINK
Observation: Communication to consumers from either mode has to be aligned. And consumers like that physical
connection through offline activities to get closer to their brands.
From a managerial perspective
Offline is where the emotions are created and this is still modus operandi for most
If your POS is a physical store, then the online activities are primarily for promotional
purposes and not reflecting the store presence can result in a lack of sales.
It is also becoming more evident that even purely online companies are trying to
incorporate this physical connection with their customers.
If you are inconsistent towards customers they are likely to walk away.
THE BIGGER CONTEXTDO ALL COMPANIES
HAVE TO BE ONLINE?
Observation-All businesses should be acessible online, but not necessarilly on social
platforms. Businesses who have the ability to learn and understand the requirements of socail
media presence should embrace the opportunities.
Why acessible online
People are reliant on finding information on the web before making decisions and it will only
become prevelent with subsquent generations.
In the environment where the margins are tight, companies need as many consumers as
possible and being online give the company exposure a broader customer base.
Online presence for cost cutting drives, eg a youTube instructional video would save a company
customer service calls. This can also be on the company website.
THE BIGGER CONTEXTWHY NOT
If you have control of your company and clear cut roles, then it is easier to adopt a socail media
Theories of social media assume an emotional attachement from the consumer, that may not be
the case for every company and its products.
Social media is a promotional tool, so if do not fully understand where the emotional value of
your product is, then it the wrong place to be.
To drive revenue from these medias, you have to first engage your audience by communicating
in a relevant way with them.
In a time when people engage with brands across a wide variety of touch points, relevance has
Marketers who evolve their strategies to an engaged commerce approach have much to gain.
In context of this thesis- The model emphasizes that
the online environment is not static, therefore strategy requires
But the question still remains how often can a firm do this in
Change management takes time, and it is a process that a
company cannot do all the time.
NEW ANGLE-ONLINE AND
OFFLINE DO NOT OPERATE
IN A VACUUM
From a research perspective; Could be interesting to explore the
cause and effect relationship between offline and online activities
since they do not operate in a vacuum.
How much does offline activities affect the online activities and vice versa? For example,
have companies experienced a boost in sales of products when the strategies are
aligned? What has happened when they are not aligned? If a company has behaved
improperly offline, has this affected their online traffic?
There have been cases – BP’s oil leak, but it is circumstantial and not a quantative
assesment. So its something we believe will have a great effect but how great that effect is
no one knows.