Social media strategy & management dolmio - lombardo - oudet - planel - vaysse

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Evaluation of the progress made by Dolmio in adopting Social Media. …

Evaluation of the progress made by Dolmio in adopting Social Media.

This report was made by a group of 4 MSc International Management students from Strathclyde Business School (UK).

If you have any comment, please do contact us at contactdolmioteam@gmail.com or on Twitter at
@eBenoitVaysse / @Solene_Oudet

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  • 1. Dolmio Social Media Strategy Michele Lombardo (201172648), Solène Oudet (201188321), Jonathan Planel (201165056), and Benoît Vaysse (201170574) Master of International ManagementSupervisor Dr Jim HamillCoursework Assignment Social Media: Strategy and Management (MK804)Due Date July 6th 2012Word Count 3,499 words
  • 2. Table of Contents1 Introduction ................................................................................................................................................ 32 Presentation of the company ...................................................................................................................... 3 2.1 Overview of the company ................................................................................................... 3 2.2 Country Selection ................................................................................................................ 4 2.3 Target Market ...................................................................................................................... 43 Current Social Media strategy.................................................................................................................... 5 3.1 Internal Social Media presence ........................................................................................... 5 3.1.1 Main website .......................................................................................................... 5 3.1.2 Papa’s Big Tomato Challenge ................................................................................ 5 3.2 External Social Media presence .......................................................................................... 6 3.2.1 Facebook ................................................................................................................ 6 3.2.2 YouTube................................................................................................................. 6 3.2.3 Wikipedia ............................................................................................................... 7 3.3 Overall Performance ........................................................................................................... 74 Main competitors’ strategy ........................................................................................................................ 7 4.1 Knorr ................................................................................................................................... 8 4.2 Heinz ................................................................................................................................... 8 4.3 Saclà .................................................................................................................................... 95 Implementation of a new Social Media strategy ........................................................................................ 9 5.1 Business objectives ............................................................................................................. 9 5.2 Customer segment ............................................................................................................. 10 5.3 Actions .............................................................................................................................. 10 5.3.1 Wikipedia ............................................................................................................. 10 5.3.2 Blog ...................................................................................................................... 11 5.3.3 YouTube............................................................................................................... 12 5.3.4 Facebook .............................................................................................................. 13 5.3.5 Website................................................................................................................. 14 5.3.6 Mobile App .......................................................................................................... 15 5.3.7 Pinterest ................................................................................................................ 16 5.3.8 Second Life .......................................................................................................... 16 5.4 Resources .......................................................................................................................... 176 Conclusion................................................................................................................................................ 177 References ................................................................................................................................................ 188 Glossary.................................................................................................................................................... 199 Appendix .................................................................................................................................................. 20 9.1 Appendix 1: Dolmios Challenge Do it like Dolmio ......................................................... 20 9.2 Appendix 2: Facebook Users Criticizing Dolmios Italian Positioning ............................ 20 9.3 Appendix 3: Facebook Users Criticizing Dolmios Advertising Campaign ..................... 21 9.4 Appendix 4: Facebook Users Criticizing The Quality of Dolmios Products ................... 21 2
  • 3. 1 IntroductionThe rise of Social Media has revolutionized power struggles between brands and consumers and howbrands engage with consumers, since only 14% of consumers trust brand advertisements while 78%of consumers trust peer recommendations (Qualman, 2010). Contrary to the old mentalityconsisting of automating customer service, Social Media now puts customers directly in contact withbrands, which creates new expectations and a desire to be heard. Thus, companies must make themost of Social Media to develop their brand value and brand attributes (Edosomwan et al., 2011)and become aware that “Social marketing eliminates the middlemen, providing brands with theunique opportunity to have a direct relationship with their customers and to both listen and talk”(Weiner, 2009).This report will analyze the current Social Media strategy of the pasta sauces’ brand Dolmio, contrastit with that of its main competitors, and suggest relevant recommendations and best practices forimprovements. Our approach to measure Social Media performance and set key success factors willrespectively be based on the 6I’s framework, which stands for Involvement, Interaction, Intimacy,Influence, Insight (Customers) and Impact (Business), and on the 4C’s framework, which stands forContent, Consumer, Conversation, and Conversion.2 Presentation of the company 2.1 Overview of the companyDolmio is a brand launched in 1985 and owned by the American multinational Mars, Incorporated. Itoperates in the packaged food sector and focuses on cooking sauces as well as canned andpreserved pasta. Dolmio wants to position its products as healthy and “easy to do”. Today, Dolmioalready has a strong presence in several markets such as the United Kingdom, Ireland and Australia.Dolmio’s strategy is to penetrate new profitable markets with a portfolio of products meeting thelocal needs. 3
  • 4. 2.2 Country SelectionGiven that Dolmio locally adapts its marketing strategy to each country for greater efficacy, thisreport focuses on the UK market since it represents the largest existing market for the two flagshipproducts of Dolmio’s portfolio, namely the Canned Preserved Pasta and the Pasta sauces, asillustrated in Table 1 below. Table 1: Revenues in million pounds by country for 2011 (Euromonitor, 2012)In addition, our choice has also been motivated by the higher number of Social Media users in theUnited Kingdom compared to other countries in which Dolmio is present (see Table 2 below), whichwill enable a greater impact for our new Social Media strategy. Table 2: Number of Social Media Users in million by country in 2011 (Smith, 2011) 2.3 Target MarketIn the United Kingdom, Dolmio has built its brand equity and its leading position on the quality of itsproducts and on the image of the Italian family embodied in the Dolmio’s family characters. Dolmio’stargeted customers give great importance to family, work, leisure, and good food but are sometimestoo busy to spend time cooking. Two years ago, Dolmio decided to give a clearer Italian positioningto its products through humoristic campaigns, which received mitigated opinions. More recently,Dolmio seems to have decided to occupy the family segment, with cooking sauces made for at leastfour people and the adoption of family packs. Dolmio has also recently launched two new productranges, Express and Pasta Vista, that offer individual and healthy meals ready to serve in a fewminutes and that target young working people with no time to cook. 4
  • 5. 3 Current Social Media strategyIn line with the words of Scott Cook, co-founder of Intuit, “a brand is no longer what we tell theconsumer it is – it is what consumers tell each other it is” (Peters, 2012). Thus it is essential forDolmio to assess its e-reputation and current Social Media strategy in order to take the appropriatemeasures. 3.1 Internal Social Media presence 3.1.1 Main websiteDolmio’s website is quite poor in usage of Social Media. The FOD (Feedback On Discussion) is verylimited with a general contact tab and the possibility to rate recipes (with no comment). The recipesalso offer social sharing and bookmarking functions with the possibility to share or bookmark onFacebook, Twitter, Digg, Delicious, StumbleUpon and MySpace.There is no Mash-up; videos are embedded in the website but not from YouTube or another socialvideo platform. The website also lacks UGC (User Generated Content) and direct link to externalSocial Media channels. 3.1.2 Papa’s Big Tomato ChallengeDolmio has embedded a temporary website to the core one on the occasionof the Papa’s Big Tomato Challenge running from March 31st to August 5th2012 and targeting kids. It is a very interactive website with many games,the use of Mash-up with Google Maps, and of UGC with the possibility toupload ones’ photo for a game.Internet users have to sign up and come back 5 days in a row to completethe game, which builds loyalty and engagement with the brand. However, we can regret that nodirect interaction is possible. 5
  • 6. 3.2 External Social Media presence 3.2.1 Facebook There is only one general Facebook page for Dolmio that was created on September nd 22 , 2010 on the occasion of an advertising campaign involving a competition DoitlikeDolmio (See Appendix 1), combined with the creation of a specific webpage www.doitlikedolmio.com. The challenge, aimed at teenagers, encouraged people to record a video of them imitating one character of the Dolmio family. Using the 6I’s approach, even during the challenge,Dolmio did not create a real interaction with its fans, with a very limited number of likes andcomments per post. The Facebook page has only been monitored during the two months of thecampaign, and then completely abandoned, leading to unanswered negative comments, a decreasein the number of “like” and of people talking about the brand. The current total lack of monitoringand interaction is very negative for Dolmio, with people directly criticizing its Italian positioning,advertising campaign, and the quality of its product, urging Dolmio to react, with no success at all(see Appendix 2, 3 and 4). 3.2.2 YouTubeAs for the Facebook Page, the Dolmio’sYouTube Channel, named Dolmio2010, hadbeen specifically created for the 2010’sadvertising campaign, and has not beenupdated or monitored since then. Consideringthe limited timeframe of the challenge, therewas a relatively good involvement in terms ofnumber of views and comments: 10 videosposted, 164 subscribers, 276,000 views. Thus,using the 6I’s approach, the results were quiteencouraging with a positive intimacy and manyinteractions thanks to an active monitoringduring the two months. Nevertheless, conversations were mainly initiated by the users and not thebrand. 6
  • 7. 3.2.3 WikipediaThe description of the brand is very succinct and might not answer the questions of the internetusers looking for information about Dolmio. 3.3 Overall PerformanceThe analysis of Dolmio’s individual Social Media channels shows that Dolmio’s presence on SocialMedia is not successful with regards to the 6I’s framework, is very poor (no account on Twitter,LinkedIn, Pinterest, no Mobile App or Blog) and completely lacks monitoring since the end of thechallenge DoitlikeDolmio in 2010. This leads to a very low volume of mentions and the incapacity ofDolmio to create a positive buzz or generate business impacts. Overall, using PerformanceMeasurement tools such as SocialMention, we can note that comments about Dolmio areambivalent about the quality of the products and the Italian positioning.4 Main competitors’ strategyTaking into account market shares, Knorr, Heinz and Saclà are Dolmio’s three main competitors inthe United Kingdom (Euromonitor, 2011). In order to contrast Dolmio’s strategy with that of itscompetitors, this part describes their fans community in three Social Media channels (see Table 3below) and analyzes some of their notable Social Media achievements. Table 3: Fans Community of Dolmios competitors on YouTube, Facebook and Twitter 7
  • 8. 4.1 KnorrKnorr is Dolmio’s most invested competitor in Social Media. Its main UK website, designed as arecipe book, presents several social features such as social sharing.Knorr’s Social Media strategy focuses on recipes’ recommendations and on the use of Knorrproducts through educative and attractive videos and pictures. Knorr is quite reactive to commentsand successful in encouraging active participation through feedbacks and recipes’ suggestions.However, the fact that Knorr monitors many different social platforms, namely several Facebookpages corresponding to different products, in addition to a UK Facebook page, makes theimplementation of a strong ecosystem and homogeneous strategy relatively difficult to control.Besides, the very strong focus on recipes on every Social Media channel might not be the mosteffective strategy in terms of business impact.Besides, it is interesting to highlight that Knorr is owned by the group Unilever whose strategy hasrecently shifted away from using Social Media simply for massive fans acquisition to a stronger long-term engagement via broader CRM programmes (Clark, 2012). Thus, Unilever’s strategy is to bemore in agreement with the 6I’s approach by increasing consumers’ involvement and intimacy aswell as daily interactions with them. 4.2 HeinzHeinz’s Social Media strategy mainly focuses on Facebook. This choice is highlighted on the homepage of its UK website with the importance given to the Facebook page. 8
  • 9. In the United Kingdom, Heinz’s most recent and successfulsocial media campaign was for its Classic soups and wasachieved on Facebook due to the platform’ strong socialsharing features (MDG, 2012). The aim of the campaign was tocreate a buzz, enhance fans’ engagement and drive sales withthe message that Heinz is the best medicine. The concept was to reward Facebook fans with anexclusive offer enabling them to customize the iconic Heinz label with a recipient’s name beforesending it to a sick friend. During this one-month campaign, Heinz sold 2,000 personalized cansthrough the Heinz UK Facebook page, doubling its fan base to more than 32,000 likes. Through theemotional vector of sickness, Heinz managed to increase customer intimacy. 4.3 SaclàConsidering the 6I’s approach, Saclà is indisputably the weakest actor. Even if it has a presence onthe three main Social Media channels (although no Facebook page is dedicated to the UK market),the interactions with consumers are really limited. This strategy does not create any intimacy orinvolvement and therefore does not generate business impact.5 Implementation of a new Social Media strategy 5.1 Business objectivesOur recommended new Social Media strategy is built to bring multiple business benefits to Dolmioand is split among lag and lead objectives. Concerning lag objectives, our Social Media strategy willhelp Dolmio keep its leading position in the United Kingdom by acquiring new customers and byenhancing customer experience and loyalty. Regarding lead objectives, our strategy will strengthenDolmio’s brand awareness and improve its e-reputation that has suffered from negative andunanswered customers’ feedbacks. Finally, our recommended Social Media strategy will have asbusiness objective to serve Research and Development thanks to the inputs of existing and potential 9
  • 10. customers, enabling Dolmio to adapt its products according to their needs and expectations. 5.2 Customer segmentGiven the evolution of Dolmio’s positioning in the United Kingdom and of its e-reputation, werecommend Dolmio to target relatively high-income working families that are also health-concerned,cooking amateurs and interested in online educational tools for their children. According to MintelOxygen (2011), this segment corresponds to the Online Socialites and Social Explorers. OnlineSocialites represent 34% of Internet users present on social networks, 96% of them using Facebook,and mainly shopping at M&S, Asda and Tesco. Social Explorers represent 19% of Internet userspresent on social networks, 91% of them using Facebook, and usually shopping at Asda, Morrisonsand Sainsbury’s. 5.3 ActionsIn line with the business objectives and customer segment, we recommend Dolmio to connect withits customers via eight channels. 5.3.1 WikipediaWikipedia is often used for initial research before looking for more precise information in the officialwebsite and represents therefore the first image people will have of the company. Today, thecontent on Dolmio’s Wikipedia page is obsolete and therefore does not give a positive and accurateimage of the company. It needs to be upgraded and updated. Content: Relate the evolution of the company in a enhancing but subtle way and neutral tone. As a Wikipedia page can be modified by anyone, Dolmio needs to constantly monitor its presence on Wikipedia to keep the information up-to-date and prevent negative insights. Consumer: First source of information, objective to generate clicks to Dolmio’s website. Conversation: Not a platform for direct interactions with customers. Conversion: Evolution of the Wikipedia page as a traffic source to the website - Google Analytics. Good practice: Coca-ColaWikipedia serves as a very rich and detailed source of information about Coca-Cola, from theevolution of its products to that of its advertising. 10
  • 11. Every section is very detailed with direct links to relevant sources. 5.3.2 BlogA blog will enable Dolmio to initiate conversations and enhance customer experience and loyaltythrough the building of a strong fans community. Content: Articles should be posted on a weekly basis with topics related to the origin and quality of Dolmio’s products, culinary education tools for kids, healthy issues and recipes. Picture and videos should be used in order to favour intimacy and involvement. Consumer: The community will be built via Dolmio’s website and Facebook page and other blogs sharing articles from Dolmio’s blog. Conversation: For each article, FOD by readers will be encouraged through comments and interactions with other readers and Dolmio’s website administrator. 11
  • 12. Conversion: Number and quality of interactions, time spent, number of visitors vs number of new visitors - Google Analytics, Topsy, SocialMention. Good practice: Scrambling EggsScrambling Eggs (http://scramblingeggs.blogspot.fr/) is one of the most popular blogs for food-related topics. It is written by Shelagh Ryan, owner of London Café. Without making directadvertising for her business, she manages to build a strong fans community that brings newcustomers to her café through word-of-mouth. 5.3.3 YouTubeDolmio’s YouTube channel should be an initiator of online conversations and buzz, and createaffection to the brand by using emotional vectors such as humour. Content: Post a video of recipe at least as often as a recipe has been published on the blog. Also post past and current commercials to show the evolution of the brand. Videos should be educational, targeted to families and using humour. Consumer: Community mainly built via the external link on the website, blog and Facebook Page. Conversation: FOD and UGC will be used. Users will be encouraged to give their opinions and share the videos thanks to engaging videos (such as Interactive videos). Conversion: Number of views and comments, analysis of comments, buzz – Topsy, SocialMention. Good practice: Tipp-ExIn its “Tippexperience” interactive video (http://youtu.be/4ba1BqJ4S2M), Tipp-Ex engage withviewers, that become co-creators of the video, by asking them to choose the end of the video andthen replace the word “shooting” by something else (“hug” for example). The video went viral, withmore than 20 million views. 12
  • 13. 5.3.4 FacebookIn order to better control its e-reputation, foster interactions and attract new potential customers,Dolmio needs to be very active on Facebook that represents one of its main Social Media channels. Content: The Facebook page needs to be updated several times a week. Any comment, positive or negative, needs to be taken into consideration, carefully and with humour. All types of content (photos, poll questions, etc) should be used in order to trigger involvement and intimacy. Consumer: The involvement of Dolmio in Facebook groups related to its industry and customer segment will enable the brand to attract new fans. Conversation: Direct and daily interactions with customers will enhance customer experience. 13
  • 14. Conversion: Number of fans, interactions, and people talking about Dolmio - Facebook Insights, SocialMention, Topsy. Good practice: M&M’s FranceM&M’s France has been very successful in engaging with its fans through humour and rewards. Inone year and a half, M&M’s France reached over 1 million fans and the rank of third Facebook pagein France. 5.3.5 WebsiteDolmio’s website will have to be redesigned to better target our customer segment and highlight thequality and healthy nature of Dolmio products. Content: Information should be precise and up-to-date, and the tone should be professional. It should contain Mash-up from YouTube and Google Maps (such as Store finder for Dolmio products). Consumer: As the website will be the official window of the brand, the URL of the website should be displayed in every support of communication, both online and offline. Conversation: To improve customer experience, its market knowledge, and enhance its R&D, Dolmio should set up FOD features for all its products. An online community should be built to share hocus-pocus and recipes to increase influence and involvement. Conversion: Evolution of the activity on the website - Google Analytics. Good practice: ChelseaChelsea has succeeded in building a very strong fans community on its own website via the inclusionof many social features. 14
  • 15. 5.3.6 Mobile AppDolmio should strongly consider launching a mobile app that will enable to attract new customersand enhance customer experience and loyalty through the use of the advantages of geo-localisationand mobility. Content: Through Geo-localisation (and Mash-up with Google Map), the app would enable users to find the nearest store with Dolmio products. The app would also offer coupons, rewards to customers, daily recipes’ ideas and a notepad platform for customers. Constant updates (accuracy of distributors, validity of coupons) would be necessary. Consumer: This app should be promoted on every Dolmio’s Social Media channel and website. Conversation: Conversation would only be possible via FOD. Conversion: Number of downloads – App Store, Android Market. Good practice: Sainsbury’s Sainsbury’s mobile app has been very popular with more than 250,000 downloads in one year. 15
  • 16. 5.3.7 PinterestPinterest is a new social sharing platform for photos that drives more traffic than Google+, Linkedinand YouTube combined. For that reason, it is a springboard for Dolmio’s brand awareness in order toattract new customers and foster loyalty. Content: Update several times a day. Photos of recipes for visual support for blog articles. Consumer: Via external links into Dolmio’s website and Social media channels. Conversation: Via FOD and repins. Conversion: Number of followers, repins, clicks ending on the blog – Google Analytics. Good practice: Kraft FoodsKraft Foods has developed a community of almost 30,000 followers on its Pinterest page dedicatedto recipes. 5.3.8 Second LifeSecond Life could be used by Dolmio to develop its R&D and test its products before production. Content: Virtual version of the products. The game should be updated every time Dolmio is willing to release a new product to see its impact. Consumer: Current Users of Second Life. Conversation: Feedbacks from Second Life users. Conversion: Number of purchases of the product on Second Life. 16
  • 17. Good practice: American ApparelAmerican Apparel has successfully managed to use Second Life as a platform to get feedbacks on thedevelopment of new products and thus decide whether to produce them or not. 5.4 ResourcesA Social Media strategy needs to be managed properly and constantly. The implementation of thestrategy by the right resources will create the conditions for success. We recommend allocating onefull-time community manager to monitor Dolmio’s Social Media presence and e-reputation. Thisemployee will be in charge of monitoring and measuring the effect of his or her actions through theuse of Social Media Management Tools. Actions will be monitored and measured at three levels: theIndividual Social Media channels, the overall buzz, and the business impact in relation to thebusiness objectives previously described.6 ConclusionThe current presence of Dolmio on Social Media is very poor and ineffective. The brand is onlypresent on five different platforms (Core Website, Affiliated Website, Facebook, YouTube andWikipedia) and lacks interactions and involvement in all of them. Dolmio’s attempts on externalSocial Media channels have been entirely devoted to punctual advertising campaigns, namely theDoitlikeDolmio challenge in 2010. Since then, its Social Media presence has not been monitored andmanaged at all, hurting Dolmio’s e-reputation with negative comments from Internet users feelingcompletely neglected. This lack of involvement is all the more detrimental to Dolmio that its maincompetitors (Knorr, Heinz, Saclà) are more and more active on Social Media.Therefore, through the effective and constant management of eight different channels (Wikipedia,Blog, YouTube, Facebook, Website, Mobile App, Pinterest and SecondLife) by a full-time CommunityManager, we recommend Dolmio to develop its online presence in order to strengthen its brandvalue and meet several business objectives: increase customer acquisition, experience and loyalty;enhance Dolmio’s brand awareness and e-reputation; improve Research & Development. To do so,some platforms will have to be redesigned and updated while some others will have to be entirelycreated. Besides, we advise Dolmio to move from its current segment onto wealthy familiesconcerned by healthy and tasty food, and interested in educational tools for their kids. 17
  • 18. 7 ReferencesClark, N. (2012), “Social brands: Unilever shifts focus from social media to word of mouth”,http://www.marketingmagazine.co.uk/news/1116155/Social-brands-Unilever-shifts-focus-social-media-word-mouth/ (Accessed June 2012)Edosomwan, S. et al. (2011), “The History of Social Media and its Impact on Business”, The Journal ofApplied Management and Entrepreneurships, XVI(3), pp. 79-91.Euromonitor International (2012), Packaged Food 2012, February 2012, Retrieved from EuromonitorPassport GMID database.Euromonitor International (2011), Pasta in the United Kingdom, December 2011, Retrieved fromEuromonitor Passport GMID database.MDG (2012), “Heinz UK Fans Warm Up to Facebook Personalization Campaign”,http://www.mdgadvertising.com/blog/heinz-uk-fans-warm-up-to-facebook-personalization-campaign/ (Accessed June 2012)Mintel Oxygen (2011), Social Media and Networking, May 2011, London: Mintel Oxygen Ltd.Peters, T. (2012), “Your Brand Is the Sum of the User’s Entire Experience”,http://timpeters.org/general/your-brand-is-the-sum-of-the-users-entire-experience/ (Accessed June2012)Qualman, E. (2010), “Social Media Revolution Video”,http://www.socialnomics.net/2010/05/05/social-media-revolution-2-refresh/ (Accessed June 2012)Smith, T. (2011), “World map of global social media usage”,http://wearesocial.net/blog/2011/06/world-map-global-social-media-usage/ (Accessed June 2012)Weiner, B. (2009), “Social Marketing Playbook”, http://www.360i.com/trk/360i-Social-Marketing-Playbook.html (Accessed June 2012) 18
  • 19. 8 GlossaryBlog: Publishing SiteCRM: Consumer Relationship ManagementDelicious: Social Bookmarking SiteDigg: Social Bookmarking SiteE-reputation: Image that Internet Users are having about a brand or a personFacebook Insights: Web Page analysis service dedicated to Facebook page ownersFacebook: Social Networking siteFOD: Feedback On DiscussionGoogle Analytics: Web page analysis dedicated to the websites ownersInteractive Video: Video in which the viewer is required to interplay in a defined wayInternal Social Media: Social Media embedded into the websiteLinkedIn: Social Networking Site designed for professionalsMash-up: Combination of external resource into another one.Mobile App: Internet application that runs on smartphones and other mobile devicesMySpace: Social Networking SitePinterest: Social Photos Sharing SiteSecondLife: Virtual WorldSocialMention: Search engine for Social WebStumbleUpon: Social Bookmarking SiteTopsy: Search engine for Social WebTwitter: Micro-blogging SiteUGC: User Generated ContentURL: Uniform Resource LocatorWikipedia: Publishing SiteYouTube: Social Videos Sharing Site 19
  • 20. 9 Appendix 9.1 Appendix 1: Dolmios Challenge Do it like Dolmio 9.2 Appendix 2: Facebook Users Criticizing Dolmios Italian Positioning 20
  • 21. 9.3 Appendix 3: Facebook Users Criticizing Dolmios Advertising Campaign9.4 Appendix 4: Facebook Users Criticizing The Quality of Dolmios Products 21