Social Media Branding: Roche, Novartis and Weleda
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Social Media Branding: Roche, Novartis and Weleda Social Media Branding: Roche, Novartis and Weleda Document Transcript

  • Social  media  relationship  quality  of  three  Swiss  brands    Roche  –  Novartis  –    Weleda                              Course:  Digital  Marketing  Professor:  Andreina  Mandelli  Submission  date:  22.  November  2012  Group:  Maria  Zhukova  Emilie  Høyer  Laura  Pelizzari  Mengyue  Zhai  Shan  Qing  Wang  Miaomiao        
  • Executive  Summary  In   this   report,   an   analysis   of   the   quality   of   relationship   building   in   social   media   for   Roche,  Novartis   and   Weleda   will   be   carried   out   and   be   evaluated   by   seven   variables   which   are   social  presence,   dialog/customer   engagement   management,   sentiment/advocacy   management,  support/value,  innovation,  leadership  and  linking  value/community.      A   vote   (between   1   and   10)   will   be   assigned   to   the   brands   on   each   variable,   based   on   our  subjective   evaluations.   The   aim   of   this   report   is   to   establish   an   overview   of   social   media  branding   for   Roche,   Novartis   and   Weleda,   and   to   provide   the   readers   with   a   good  understanding  about  the  impact  of  social  media  branding  in  the  healthcare  industry.        Finally,  we  compare  the  ratings  between  the  different  brands,  and  sum  up  with  a  conclusion.                     2    
  • Table  of  Contents    Executive  Summary..........  ……………………………………………………………………......2    Introduction……………………………………………………………………………………………4    Roche………………………………………………………………………………………………………4  Social  presence………………………………………………………………………………………….…4  Dialog/customer  engagement  management…………………………………………………...……5  Sentiment/advocacy  management……………………………………………………………….……6  Support/value……………………………………………………………………………………………...7  Innovation…………………………………………………………………………………………………..8  Leadership.…………………………………………………………………………………………………10  Linking  value/community………………………………………………………………………………11    Novartis……………………………………………………………………..……………………………12  Social  presence……………………………………………………………………….……………………12  Dialog/customer  engagement  management………………………………………………...………13  Sentiment/advocacy  management…………………………………………………………….………15  Support/value…………………………………………………………………...…………………………17  Innovation……………………………………………………………………………………..……………18  Leadership.………………………………………………………………………………….………………19  Linking  value/community………………………………………...…………………………………………………20    Weleda…………………………………………………………………………….……………………….21  Social  presence……………………………………………………………………….…………………….21  Dialog/customer  engagement  management…………………………………………………….…………….22  Sentiment/advocacy  management………………………………………………………………………………...24  Support/value………………………………………………………………………………………………25  Innovation……………………………………………………………………...……………………………26  Leadership.……………………………………………………….…………………….……………………27  Linking  value/community……………………………………..…………………………………………28    Conclusion………………………………………………………………..………………………………29     3    
  • Introduction  The   analysis   of   social   media   in   public   relations   is   one   of   the   most   popular   research   topics   today  (McCorkindale,   2010)1.   However,   while   many   top   corporates   are   using   social   media,   they   are   not  using   their   sites   efficiently   to   disseminate   information   about   their   brand   and,   most   importantly,   they  are  not  actively  engaging  their  customers  with  relation-­‐building  strategies  (ibid).  Through  social  media  many  healthcare  stakeholders  have  the  ability  to  discuss  treatments;  patients  are   using   social   media   sites   to   share   and   compare   their   experiences   with   pharmaceutical   treatments  (Baldwin   et   al,   2011)2.   Leading   pharmaceutical   companies   could   embrace   this   opportunity   to   engage  with   their   many   different   stakeholder   groups,   in   particular   their   patients,   to   keep   them   at   the   centre  and   see   them   as   partners   rather   than   as   a   distant   and   insignificant   part   of   their   target   audience.    In   this   report,   an   analysis   of   the   quality   of   relationship   building   in   social   media   for   Roche,   Weleda  and   Novartis   will   be   carried   out   and   to   be   evaluated   by   seven   variables   which   are   social   presence,  dialog/customer   engagement   management,   sentiment/advocacy   management,   support/value,  innovation,  leadership  and  linking  value/community.  A  vote  (between  1  and  10)  will  be  assigned  to  the  brands  on  each  variable,  based  on  our  subjective  evaluations.   The   aim   of   this   report   is   to   establish   an   overview   of   social   media   branding   for   Roche,  Novartis   and   Weleda,   and   to   provide   the   readers   with   a   good   understanding   about   the   impact   of  social  media  branding  in  the  healthcare  industry.  Finally,  we  compare  the  ratings  between  the  different  brands  and  sum  up  with  a  conclusion.      Roche  Social  presence:  8  points  On  Roche’s  webpage  a  list  of  different  social  medias  are  listed  in  which  the  brand  is  present.  The  list  includes   some   of   the   most   popular   communication   platforms   such   as   Twitter,   Facebook,   YouTube,  LinkedIn,  Xing  and  Blog3,  which  prove  that  Roche  puts  a  lot  of  effort  in  trying  to  be  broadly  present  on  social  platforms.  Roche  argue,  that  the  aim  of  using  the  many  community  platforms  is  an  attempt                                                                                                                  1http://www.prsa.org/Intelligence/PRJournal/Documents/content_analysis_of_the_fortune_50s_facebook.pdf  2  Baldwin  M,  Spong  A,  Doward  L,  Gnanasakthy  A.  Patient-­‐Reported  Outcomes,  Patient-­‐Reported  Information:  From  Randomized  Controlled  Trials  to  the  Social  Web  and  Beyond.  The  Patient:  Patient-­‐Centered  Outcomes  Research  2011;4(1).  3  http://www.roche.com/socialmedia   4    
  • to   change   the   way   of   communication,   interaction   and   doing   business.   This   attempt   is   done   both  externally  and  within  the  Roche  network.  In   our   opinion   Roche’s   current   presence   on   the   platforms   shows   that   Roche   understands   the  importance  of  being  presented  in  social  medias.  On  Roche’s  webpage  a  document  regarding  “social  media  principles”  is  accessible  (see  picture  below),  in  which  Roche  proposes  the  following  guidelines  for   using   social   media.   This   statement   supports   the   impression,   that   Roche   makes   a   lot   of   effort   in  being  aware  of  how  social  medias  should  be  handled  and  used:    Source:  http://www.roche.com/socialmedia  When  considering  other  platforms  that  could  be  relevant  for  Roche’s  business  and  relation  strategy,  we   suggest   web   pages   like   PharmPro   and   Healthcare   Today,   which   are   news-­‐platforms   about  healthcare   and   technology   development   in   the   healthcare   industry.   As   Roche   already   uses   these  webpages  for  press  releases  about  new  product,  but  they  could  consider  using  such  platforms  more  widely,  e.g.  providing  critical  research-­‐articles  about  future  technological  development  of  healthcare  products,  to  seem  more  pro-­‐active  and  consumer-­‐oriented.    In   sum   we   have   ranked   Roche’s   social   presence   8   points,   due   to   the   high   awareness   and   use   of   social  platforms.  However  we  believe,  that  the  information  and  activity  could  be  improved  and  made  more  customer  relevant.  Dialog/customer  engagement  management:  4  points  Now   that   we   have   an   overview   of   the   different   social   platforms   that   Roche   uses,   we   will   look   into  how   many   users   Roche   has   managed   to   contact   and/or   engage.   When   looking   at   Roche’s   Twitter-­‐profile   user   responses   mostly   stem   from   people   linked   to   the   healthcare   industry.   On   Roche’s   5    
  • Facebook-­‐profile   they   have   less   than   10.000   “likes”,   and   the   updates   posted   by   Roche   is   seldom  commented   on.   From   this   data   it   seems   that   Roche   have   some   difficulty   trying   to   engage   potential  users  of  their  products  on  the  social  platforms.  It  seems  that  the  communication  often  is  information-­‐oriented   and   lack   a   sincere   attempt   to   create   a   real   dialog   with   the   customers.   This   creates   the  impression   that   Roche   lacks   experience   and   creative   ideas   about   how   to   engage   the   customers   more  actively  on  the  platform.      In   sum   we   have   ranked   Roche’s   dialog   with   customers   4   points,   as   we   will   argue,   that   Roche   only  creates  limited  brand  awareness,  since  they  have  not  so  far  succeeded  in  engaging  customers  on  the  social  platforms.  It  is  not  enough  for  Roche  to  be  present  on  the  social  platforms  they  also  need  the  skill  of  creating  customer-­‐feedback  and  -­‐dialog.  Sentiment/advocacy  management:  2  point  Next   we   will   move   on   to   evaluate   customer   satisfaction   about   Roche   and   potential   evidence   about  positive   word   of   mouth.   We   will   present   our   assumptions   only   on   the   basis   of   data   available   on  Roche’s  social  platforms.    Customer/stakeholder   comments,   about   Roche   made   on   the   various   social   platforms   are   mostly  positive  but  we  will  argue  this  is  not  the  same  as  saying  there  is  not  negative  word  of  mouth  about  Roche.   As   mentioned   earlier,   less   than   10.000   “liked”   Roche’s   Facebook-­‐profile,   which   is   quit   little  compared  to  the  total  number  of  customers  using  Roche’s  products  or  employees  working  at  Roche.  This   fact   could   indicate   that   a   lot   of   customers   either   think   that   Roche’s   Facebook-­‐profile   is  uninspiring  and  not  worth  liking,  or  that  people  are  unaware  of  Roche  presence  on  Facebook.  A  third  explanation   could   be,   that   people   did   not   like   the   profile   because   of   bad   experience   with   or  impression  of  the  brand  Roche.  Either  way,  10.000  likes  are  not  even  close  to  a  statement  saying  that  Roche  is  widely  liked  and  shared  by  people  all  over  the  world.    We   will   further   argue,   that   comments   and   likes   on   online   platforms   like   Facebook   and   Blog   are  usually   positive,   since  only   people   with   interest   and   engagement  in   a   brand   visit   its   social   platforms.  If   someone   wanted   to   express   negative   feedback   or   complain,   we   assume   that   such  customers/stakeholders   would   approach   the   company   directly,   or   participate   in   critical   articles   or  research  about  the  issue.    We  have  not  found  any  data  indicating  how  Roche  manage/stimulate  positive  comments.  However,  we   found   a   recent   scenario   where   Roche   is   not   handling   customer   comments   and   negative  conversations   actively.   The   webpage   BMJ.com   –   a   leading   British   medical   journal   by   doctors   for  doctors   and   patients,   posted   a   critical   article   saying   that   Roche’s   flu-­‐drug;   Tamiflu   was   ineffective  and   that   they   demanded   that   all   data   regarding   the   development   of   the   product   should   be   released.   6    
  • Since   the   release   of   this   negative   statement   about   Roche,   we   have   not   found   any   responds   from  Roche  on  either  of  its  social  platforms.  Using  Analytical  Tools  We   have   used   the   program   friends.skuttle.com,   which   is   an   analytical   tool   to   monitor   a   brand’s  Facebook   presence,   campaigns   and   competitors.   The   following   analysis   using   this   simple   Facebook  activity  report  for  Roche  shows  a  number  of  interesting  characteristics:      Source:  friends.skuttle.com    To   sum   up,   we   give   Roche   2   points   for   handling   both   negative   comments   and   stimulate   positive  conversations,  since  their  efforts  seem  to  be  undeveloped  and  non-­‐existing  at  the  moment.    Support/value:  5  points  In  this  section  we  will  explore  whether  Roche  offers  free  and  valuable  content  to  customers.    When  looking  at  Roche  webpage,  a  platform  called  Responsibility  Center  shows  an  impressive  list  of  different  engagements  that  Roche  are  involved  in.  The  list  includes  a  lot  of  activities  that  are  free  and  valuable  for  customers.  To  name  a  few  Roche  provide;  campaigns  to  raise  funds  to  vulnerable  kinds  all   over   the   world4,   an   educational   program   for   African   regions   about   cancer5,   a   report   about                                                                                                                  4  http://www.roche.com/responsibility/sustainability/policies_guidelines_and_positions.htm  5  http://www.roche.com/sust-­‐educare.pdf   7    
  • frequently  asked  questions  about  animal  testing6  and  an  attempt  to  implement  Greenhouse  Gases  to  support  the  fight  against  global  climate  changes7.    When  looking  at  Roche’s  social  platforms,  the  Twitter-­‐profile  supports  a  steady  flow  of  information  regarding  resent  research  developments  and  new  product  launches,  whereas  the  Blog-­‐webpage  are  used  as  an  online  job-­‐portal  containing  available  job-­‐positions  within  Roche.  In  other  words,  Roche  does   not   make   any   obvious   attempts   to   provide   free   customer   value   on   any   of   their   social   platforms,  but   rather   uses   them   as   a   channel   through   which   they   provide   information   and   advertising   about  their  image  and/or  products.  In  our  opinion,  Roche  could  benefit  from  making  their  social  media  presence  more  personalized,  e.g.  providing   information/answering   questions   regarding   customers’   personal   medical   experience.  Through  such  additional  services,  Roche’s  customers  could  benefit  from  additional  information  given  about   their   personal   experience   with   Roche’s   products,   and   learn   more   about   their   health  development.  In   total   we   rank   Roche’s   additional   support/value   5   points,   since   they   engage   in   a   lot   of   activity  globally,  but  lack  a  more  local  connection  with  users  of  Roche’s  products.      Innovation:  8  points  In   this   section   we   will   examine   whether   Roche   is   engaged   in   different   kinds   of   collaborations   as   well  as   whether   different   cooperation   have   resulted   in   new   products   or   solutions   to   healthcare-­‐related  problems.    Through   Roche’s   webpage   it’s   clear   that   product   development   and   innovations   are   done   with   help  from   more   than   150   different   alliances   and   partnerships 8.   These   collaborations   bring   together  creative   and   diversified   sources   of   knowledge   that   align   innovation   across   multiple   disciplines   like  biochemistry,  biology,  and  physics  and  engineering.  Many  collaborators  constitute  the  foundation  of  Roche’s   technological   research   and   development   department,   and   future   expansion   of   the   product  portfolio.    In  addition,  Roche  collaborate  with  diagnostics  to  come  up  with  custom-­‐made  solutions  for  patients,    through  which  smaller  partners  are  invited  to  contribute  to  product  development9.      The   way   through   which   Roche   tries   to   support   and   build   upon   their   collaborations   is   through  surveys  and  frequent  interaction.  Roche  is  highly  engaged  in  creating  what  they  call  an  “innovation                                                                                                                  6  http://www.roche.com/ar_faqs.pdf  7  http://www.roche.com/greenhouse_gases.pdf  8  http://www.roche.com/research_and_development/partnering/roche_partnering/our_alliances.htm  9  http://www.roche.com/research_and_development/partnering/roche_partnering.htm   8    
  • network”,  that  is  seen  as  a  gateway  to  scientific  excellence10,  which  is  why  Roche  focus  a  lot  of  energy  on  building  collaborations.    From   multiple   surveys   conducted   by   Roche   and   third   parties,   Roche   gathers   feedback   from  customers   in   order   to   optimize   communication   channels   as   well   as   sales   and   marketing   plans11.  Recently,   Roche’s   department   in   Spain   received   the   Madrid   Excellence   Reward   for   customer  confidence  and  creating  suitable  value  by  meeting  customers’  satisfaction12.    When   looking   at   Roche’s   webpage,   we   only   find   limited   attempts   to   include   the   broad   mass   of   actual  and   potential   customers.   Further,   as   seen   on   Roche’s   Facebook-­‐profile,   the   attempt   to   include   or  activate  customers  had  limited  success.  See  the  image  below:    Source:  Facebook:  “Roche  Careers”    Even  though  Roche  tries  to  engage  customer  participation,  their  attempt  was  only  “liked”  by  6  people.  We  suggest,  that  Roche  could  post  more  intrigues  and  eye-­‐catching  posts,  and  restrain  the  customers’  attention  by  following  up  with  comments  and  new  insights.  As  it  is,  Roche  does  not  reply  those  few  responds   that   appears   once   in   a   while,   which   gives   the   impression,   that   the   attempt   to   create  communication  and  dialog  is  insincere  and  shallow.      In  sum  we  have  assigned  Roche  8  points  regarding  their  current  innovation-­‐level.  We  definitely  see  a  strong   collaboration   behind   the   development   of   the   products,   and   some   strong   attempts   to   maintain                                                                                                                  10  http://www.roche.com/rd_partnering.pdf  11  http://www.roche.com/search.htm?query=2011&x=0&y=0,  Roche  2011  annual  report  12  http://www.roche.com/search.htm?query=2011&x=0&y=0,  Roche  2011  annual  report   9    
  • a   widespread   innovation   network.   However,   when   focusing   on   Roche’s   attempt   to   build   customer-­‐networks  on  social  platforms,  they  still  have  a  long  way  to  go.    Leadership:  6  points    In   this   section   we   will   evaluate   Roche’s   attempt   to   create   figurative   story   telling   and   evaluate  whether  the  brand  is  connected  to  relevant  influencers  in  social  medias.  When  looking  at  the  front  page  of  Roche’s  website,  a  film  presents  a  catchy  sales  talk  about  the  aim  of  Roche  and  how  they  operate13.  The  film  is  made  trustworthy  through  facts  and  real-­‐life  insights  from  Roche’s   manufacturing   quarters.   Further   the   film   tries   to   capture   a   three-­‐folded   product-­‐focus,  namely   to   capture   and   deliver   benefit   to   patients,   pharmaceuticals   and   researchers14.   Even   though  the   film   is   presented   from   an   objective   and   matter-­‐of-­‐factly   point   of   view,   which   is   mostly,   is   in   favor  of   an   approach   toward   pharmaceuticals   and   researches,   the   patient   point-­‐of-­‐view   is   supported  through  an  additional  film  that  pops  up  right  after  the  first  film  has  ended.  The  second  film  focuses  entirely  on  the  patient,  by  telling  a  story  about  Roche’s  products  from  a  personal  point  of  view.  The  film  is   about  a  pianist   who  got  his  life  and  passion  back,  due  to  some  of  Roche’s  new  technological  developments.   The   film   captures   a   real-­‐life   scenario,   to   which   both   actual   and   potential   customers  can  relate,  while  succeeding  in  presenting  the  positive  benefits  of  using  Roche’s  products.        When  looking  at  Roche’s  Facebook-­‐profile  and  other  social  platforms,  Roche’s  storytelling-­‐ability  is  not   nearly   as   accurate   and   personalized   as   the   films   on   the   home   webpage.   The   majorities   of   the  posts  on  the  social  platforms  are  made  by  Roche  and  are  formulated  from  a  Roche-­‐employee  point  of  view.   This   perspective   does   not   succeed   in   inviting   customers   to   participate   in   the   conversation,  which  shows  on  the  nonexistent  response  under  each  post  (see  picture  below).     Source:  Facebook:  “Roche  Careers”                                                                                                                  13  http://www.roche.com/index.htm  14  http://www.roche.com/products.htm   10    
  • However,  the  tones  of  the  posts  are  trustworthy  and  as  a  viewer  you  get  the  impression  that  Roche  has  their  internal  capabilities  and  developments  under  control,  as  the  employees  explaining  the  aim  of  the  posts  are  presented  as  calm,  rational,  healthy  and  forthcoming.  We   suggest   that   Roche   could   benefit   from   a   more   creative   way   of   posting   statements,   in   order   to  activate  and  capture  attention  on  the  social  platforms.  Further  we  suggest,  that  Roche  put  an  effort  in  building  a  correlation  with  influencers  of  different  social  platforms.  Such  influencers  could  be  real-­‐life  customers,  whom  have  had  experience  with  the  treatments  (both  doctors  and  patients).    In   total,   we   rate   Roche’s   Leadership   ability   6   points,   since   a   lot   more   can   be   done   to   capture   the  attention   and   perspective   of   the   users   on   the   social   platforms,   but   that   some   relevant   material  already  exists  (e.g.  the  films),  but  are  not  yet  made  available  on  the  relevant  social  platforms.    Linking  value/community:  4  points  In   this   final   section   we   will   examine   whether   Roche   is   positioned   as   a   connector,   and   how   Roche  handles  users’  connection/relatedness  on  the  different  social  platforms.    As  our  analysis  above  indicates  so  far,  Roche  is  not  seen  upon  as  a  social  connector.  We  believe  that  Roche   should   work   more   on   all   of   its   presents   on   social   media   platforms.   This   conclusion   is   based  upon  the  number  of  visitors  found  on  the  different  platforms:  Twitter:  24.046  followers,  Facebook:  9.593,  YouTube:  260  views  and  LinkedIn  18.003  members15.    Source:  Twitter:  “Roche”    Source:  Facebook:  “Roche  Careers”                                                                                                                  15  http://www.linkedin.com/groups?home=&gid=2314868   11    
  •  Source:  Youtube:  “F.  Hoffmann-­‐La  Roche  Ltd.”  In   sum   this   picture   could   look   much   more   positive,   since   members,   followers   and   “likes”   is   not  arguably   high   considered   the   size   of   Roche,   which   is   why   Roche   only   gets   4   point   as   a   social  connector.      Novartis  Novartis  is  a  Swiss  multinational  pharmaceutical  company  with  headquarters  in  Basel,  Switzerland,  ranking  number  two  in  sales  among  pharmaceutical  industry  worldwide  in  201016.  Social  presence:  9  points    Source:  http://www.novartis.com/newsroom/stay-­‐up-­‐to-­‐date/index.shtml    From   the   homepage   of   Novartis,   you   can   see   related   links   to   Novartis’s   social   media   platforms   as   the  picture  shown  above.  The  brand  of  Novartis  is  present  mainly  in  five  public  social  media  platforms;  these   are   Twitter,   YouTube,   Facebook,   LinkedIn   and   Flickr,   and   each   platform   presents   relevant  information   for   supporting   their   business   and   relationship   long-­‐term   strategy   which   is   keeping                                                                                                                  16http://www.imshealth.com/deployedfiles/ims/Global/Content/Corporate/Press%20Room/Top-­‐line%20Market%20Data/2010%20Top-­‐line%20Market%20Data/Top_20_Global_Products.pdf   12    
  • growing   in   a   dynamically   changing   healthcare   environment   by   focus   on   innovation,   diversify  portfolio  and  improve  efficiency  in  business  processes17.      In   addition,   Novartis   has   developed   CML   Earth   (shown   as   below)   that   is   a   social   network   that  especially   connects   Chronic   Myeloid   Leukemia   patients,   while   the   site   welcomes   patients,   patient  groups   and   healthcare   professionals   from   around   the   world   to   be   CML   focused.   As   well   as   online  cystic  fibrosis  (CF)  community,  Novartis  has  also  involved  to  expend  their  business  service.    Source:  http://blog.kruresearch.com/2009/06/novartis-­‐cml-­‐earth/    Comparatively  speaking,  among  healthcare  sector,  Novartis  has  not  only  have  established  their  own  account   on   public   social   platforms,   but   it   has   created   its   own   social   media   platform   with   a   global  target   focus.   For   a   healthcare   brand   like   Novartis,   social   media   means   so   much   more   than   just  pushing  their  brand  or  gain  awareness,  such  as  CML  earth,  which  is  a  good  innovation  approach  to  improve  their  effect  in  certain  business  area  to  expand  their  healthcare  business.      Dialog/  customer  engagement  management:  3  points    In   this   part,   we   want   to   find   the   reach   of   Novartis’   social   media   by   finding   out   how   many   users  Novartis   has   contacted   through   social   media.   The   official   page   face   book   demonstrates   that   5.52%   of  the   members   are   discussing   the   brand   (1122   talking/   20308   likes).   When   talking   about   Twitter,  there   are   30899   followers   on   Twitter,   the   context   on   Twitter   is   most   about   some   advertising   and  nearly   each   tweet   has   the   customer   comments   or   following,   but   Novartis   hardly   responded   to   the                                                                                                                  17  http://www.novartis.com/newsroom/media-­‐releases/en/2010/1463217.shtml   13    
  • activity.   From   the   social   platforms   which   are   provided   by   Novartis,   we   know   that   the   number   of  users   connected   the   brand   through   social   media   is   huge,   but   the   data   shows   that   the   users   are   not  very  active  on  these  social  media.      Source:  http://www.youtube.com/user/Novartis/featured    Source:  http://www.facebook.com/novartis?ref=ts&fref=ts    Source:  https://twitter.com/novartis  Then   we   look   at   the   content   of   these   websites,   we   try   to   find   if   Novartis   has   a   visible   strategy   to  stimulating  participation  and  customer  engagement.    The   Facebook   website   includes   a   lot   of   pictures   that   introduce   the   company’s   product   and   the   R&D  achievement.  They  also  use  a  timeline  to  show  their  company,  so  the  customers  can  better  understand  the  history  of  the  company.  But  we  hardly  find  there  is  any  obvious  and  official  channel  that  Novartis  connect  with  their  customer  to  provide  some  useful  information  or  try  to  improve  the  enthusiasm  of   14    
  • the  customer.  So   it   appears   that   Novartis   treats   social   media   as   a   platform   for   advertising   instead   of   stimulating  participation  and  customer  engagement.    Source:  http://www.youtube.com/watch?v=dj8GD8kD76w&feature=plcp    Novartis   has   also   posted   some   advertising   videos   on   YouTube,   the   amount   of   the   viewers   is   large,  while  the  participators  is  small,  such  as  the  above  video  that  had  only  12  people  participating  in  this,  even   though   the   viewers   is   4572.   There   is   another   reason   that   the   users   are   not   so   active.   Novartis  forbids  customer  to  comment  on  the  video,  this  measure  inhibits  the  customers’  enthusiasm.  From   the   points   mentioned   above,   we   think   Novartis   really   did   something   to   attract   customer’s  attention,  but  it  seems  that  they  only  emphasize  the  introduction  and  display  of  the  company’s  product  while  ignoring  the  opportunity  to  build  a  connection  with  their  customer.  We  believe  there  is  a  lot  of  room  in  this  part,  and  if  they  take  advantage  of  the  customer  engagement,  the  company  will  be  benefit  a  lot.  All  in  all,  we  give  the  3  points  to  Novartis.    Sentiment/  advocacy  management:  4  points    In  this  sector,  we  will  focus  on  the  customer  satisfaction  about  Novartis  and  the  influence  from  word  of   mouth.   What   content   are   people   interacting   about?   How   rich   are   the   conversations?   How   many  different  people  are  engaging?  We  think  those  are  important  questions  for  us  to  keep  in  mind,  when  to  evaluate   the   customer   satisfaction   based   on   the   small   data   available   on   Novartis’s   social   media  platforms.   Customer/stakeholder   comments   about   Novartis   made   on   the   various   social   media  platforms  are  mostly  positive,  which  is  not  necessary  the  same  as  word  of  mouth.  However  there  were  only   limited   comments   online,   which   might   be   because   of   the   healthcare   industry   and   the   special  behavior  of  customers  as  patients,  and  for  the  unique  Novartis’  s  social  community  like  CML  earth  that  are   quite   popular   but   mainly   for   the   users   who   related   about   that   certain   healthcare   segment.   As   15    
  • mentioned   earlier,   for   their   public   social   platform   there   is   only   little   percentage   among   the   total  number  of  customers  involved  to  talk  about  the  brand  or  products.  This  fact  could  indicate  that  a  lot  of  customers   were   patients,   on   one   hand   they   would   prefer   to   go   for   the   official   page   to   get   official  support  for  the  serious  health  issue  which  is  understandable  and  reasonable,  on  the  other  hand  that  after  recover  they  may  not  enthusiastic  to  talk  about  the  sadness  sickness  memory.    Using  Analytical  Tools  By  applying  the  friends.skuttle.com  analysis  for  Novartis,  we  get  the  following  characteristics:    Source:  friends.skyttle.com  1.   While  the   numbers   of   negative   posts   are   minimal  and  positive  posts  are  numerous,  the  sentiment  over  the  previous  3  months  has  significantly  decreased  2.  The  majority  of  posts  are  deemed  to  have  a  neutral  opinion  3.  Generally  posts  have  decreased  by  one  third  over  a  period  of  three  months    By   using   the   same   analytical   tool,   we   obtain   richer   information   about   Novartis   User   Behavior   as  follows:     16    
  • Novartis   may   be   writing   about   fairly   “safe”   topics   but   their   user   engagement   has   decreased  significantly.  The  long  tail  is  interesting  too.  Some  72  different  users  are  interacting  with  the  Facebook  page   but   only   three   of   the   users   have   posted   more   than   10   posts.   The   majority   has   posted   less   than  twice.    To   sum   up,   we   give   Novartis   4   points   for   handling   both   negative   comments   and   stimulate   positive  conversations,   since   their   effort   seem   to   be   maintain   reputation   by   posting   safe   topics   in   a   neutral  way.  Support/  value:  6  points  In  this  part,  we  first  look  to  see  if  Novartis  has  offer  free  and  valuable  content  to  the  customer.  When  we  look  at  the  Novartis  homepage,  we  can  find  that  the  corporate  responsibility  is  to  improve  global  heath   by   reaching   more   patients.   The   company   has   provided   the   low   price   medicine   poor   people  particularly   in   the   developing   world   and   also   try   their   best   to   overcome   the   barriers   to   access   to  benefit  some  limited  available  person.    “To  make  a  meaningful  impact  in  solving  some  of  society’s  biggest  health  challenges,  Novartis  focuses  its  CSR  efforts  on  three  key  areas:  reaching  more  patients,  partnering  for  results  and  doing  business  responsibly.  These  areas  are  a  part  of  the  Novartis  business  strategy  and  underscore  our  purpose  of  caring  and  curing.”  -­‐-­‐  by   George  Gunn,  Head,  Corporate  Social  Responsibility  and  member,  Executive  Committee  of  Novartis18.  All   these   years,   Novartis   does   their   best   to   connect   with   their   patients.   Novartis   has   built   two  specialize   institutions:   The   Novartis   Vaccines   Institute   for   Global   Health   (NVGH)   and   The   Novartis  Institute   for   Tropical   Diseases   (NITD)   to   further   implement   their   policy   that   benefits   patients.   Form  2000,  Novartis  has  provided  free  treatment  for  leprosy  patients  worldwide.  In  2010,  37,000  patients  in   about   80   countries   received   Glivec   (it   is   a   Novartis   drug   for   CMLpatients)   or   Tasigna   (a   second-­‐generation   medicine   used   in   CML   patients)   through   their   global   patient   assistance   programs   and  through  the  support  of  more  than  1,000  physicians19.  Then   we   look   at   whether   Novartis   offers   some   useful   information   through   their   website.     We   found  that  through  the  widely  used  media  platforms,  not  owned  by  Novartis  (Facebook,  Twitter,  YouTube),  the  company  may  not  fully  participate  in  interaction  with  the  customers.  But  from  the  channels  above,  the  users  can  receive  information,  reply,  through  comments  &  posts  from  the  company.                                                                                                                  18  http://www.novartis.com/corporate-­‐responsibility/improving-­‐health/index.shtml  19  http://www.novartis.com/corporate-­‐responsibility     17    
  • We   do   not   have   the   exact   percentage   of   users   who   receive   information,   reply   through   answers   or  make   posts   of   the   company,   but   we   did   know   that   Novartis’   efforts   to   achieve   the   goal   to   supply   some  help  through  the  Internet.  At   the   end   of   2009,   Novartis   has   participated   in   a   social   media   campaign   to   reach   the   online   CF   (cystic  fibrosis)  community.  The  results  are  quite  impressive,  and  a  lot  of  the  CF  patients  and  their  families  have  got  help  by  Novartis  through  the  Internet20.    For   these   reasons   mentioned   above,   we   think   that   on   the   one   hand,   Novartis   has   always   tried   their  best   to   offer   some   useful   information   to   the   patient   and   keep   to   achieving   their   corporate  responsibility.   On   the   other   hand,   Novartis   can   do   a   better   job   in   take   advantage   of   the   social   media   to  offer  some  help  to  customers,  so  we  consider  that  Novartis  deserves  6  points  in  this  area.  Innovation:  8  points  When  we  look  at  the  performance  of  Novartis  in  innovation,  we  first  noticed  that  when  entering  the  company’s   homepage,   there   are   some   pictures   introducing   the   company,   the   first   of   them   said   that:  “innovation   is   the   essence   of   the   mission   of   Novartis.”   So   we   think   innovation   accounts   a   lot   in   the  company’s  business.  Actually,  if  you  go  through  the  annual  report,  you  can  find  the  Novartis  mission  on  the  first  page  that  they  want  to  discover,  develop  and  successfully  market  innovative  products  to  prevent  and  cure  diseases,  to  easing  suffering  and  to  enhance  the  quality  of  life.    Next   step,   we   want   to   find   whether   the   company   has   asked   for   collaboration.   When   searching   the  Novartis   homepage,   you   can   find   the   collaboration   sector   in   the   homepage.   Like   the   picture   below,  collaboration  is  very  important  in  the  company’s  strategy.    Source:  http://www.novartis.com/about-­‐novartis/collaborations/process.shtml    If   we   enter   in   the   NIBR   (Novartis   Institute   for   Biomedical   Research)   website,   we   can   see   that   Novartis  has  already  built  an  official  group  to  better  achieve  the  collaboration.                                                                                                                  20  www.novartis.com/corporate-­‐responsibility     18    
  •  Source:  http://www.nibr.com/collaborations/index.shtml    Novartis   used   to   collaborate   with   patient   groups   in   online   communities   to   develop   new   drugs21.  Novartis   has   executed   a   public   relations   program   in   the   year   2007,   there   are   about   30,000   patient  participated  in  this  programme22.  The  feedback  is  pretty  good;  hundreds  of  people  were  interested  in  this   company   at   the   end   of   the   activity.   These   results   have   a   good   influence   on   Novartis’   social  influence.   In   order   to   encourage   this   activity,   Novartis   was   given   “the   best   innovation   award”   for  reward  the  media  effort23.  Think   about   all   these   efforts   Novartis   did,   and   the   success   they   have   achieved,   especially   that   they   put  the  innovation  as  their  long-­‐lasting  mission.  We  consider  giving  a  high  score  of  8  in  this  sector.  Leadership:  7  points  We  are  looking  whether  people  have  shared  the  stories  about  Novartis  in  the  social  media.  We  have  found   that   Novartis   are   active   in   building   its   brand   awareness.   It   has   working   with   YouTube   videos   to  come  up  with  some  winners  to  promote  the  company’s  brand.  What’s  more,  Novartis  has  also  given  a  clear   direction   for   the   customer,   because   the   social   media   effect   on   YouTube   is   consistent   with   the  company’s  product.    On   the   website;   brandadvocat.com,   people   can   read   a   vivid   and   detailed   story   about   “why   Novartis  leadership  took  the  long  view?”  it  is  very  impressive24.  When   you   enter   the   Novartis   homepage,   you   can   find   that   the   company   introduces   its   innovative  products   with   a   large   selection   of   articles.   What’s   more,   from   the   “Video   stories”   people   can   learn  about  the  company  from  a  different  point  of  view.  The  videos  are  made  up  by  the  patients  who  were  cured  or  being  treated  by  the  medicines  and  vaccines  produced  by  Novartis.                                                                                                                  21  http://www.novartis.com/  22  http://www.novartis.com/downloads/investors/reports/novartis-­‐annual-­‐report-­‐2011-­‐en.pdf  23  http://www.cliohealthcare.com/winners_media/2010/pr/pdf/401000796_1_supporting.pdf  24  http://www.brandadvocat.com/stories/novartis/   19    
  •  There   are   lots   of   patients   who   share   their   stories   on   this   website,   and   people   can   share   or   e-­‐mail   after  they   have   watched   the   video.   So   we   think   this   social   media   conversation   is   quite   influential   and  trustworthy.  But  looking  at  the  unofficial  websites,  almost  all  of  them  have  a  link  to  the  Novartis  brand  homepage  sites.  The  problem  is  that  there  are  hardly  any  discussions  with  their  customers.  Meanwhile,  we  found  Novartis   does   not   allow   users   to   comment   on   some   media   platforms,   so   these   measures   will   have   a  negative   effect   on   the   transparency   and   honesty   to   some   degree.   And   the   numbers   who   shared   the  posted  information  on  the  platforms  is  not  satisfactory.25  Linking  value/  community:  4  points  A   recent   Knowledge   Networks   survey   found   that   many   people   view   social   media   as   “social”   rather  than  “commercial.”  We   think   that   Novartis   has   not   done   well   enough   in   terms   of   making   the   brand   become   a   social  connector.   They   should   try   their   efforts   to   achieve   this   goal.   Because   we   should   never   forget   the  reason     “why   do   people   really   use   social   media?   àStay   in   touch”.   So   once   Novartis   can   make   use   of  this,  it  will  bring  it  numerous  advertising  effects,  thus  will  generate  greater  profits.  Through  their  website,  the  customer  can  share  their  experience  with  their  friends  through  the  above  social  media  platforms.  On  Facebook,  there  are  1122  out  of  20308  followers  talking  about  Novartis,  so  it   is   5.52%   percentage   of   users   sharing   experience   with   their   peers   and   use   this   brand-­‐relate   social  media.   It   is   not   an   expected   data,   we   hope   Novartis   can   take   advantage   of   this   part   in   social   media  advertising,  because  the  friends’  experiences  “even  the  peers”  sharing  is  much  more  persuasive  than  the  company  publicizing26.    In   effect   the   Novartis   strategic   goal   of   putting   the   patient   at   the   center   can   be   effectively   facilitated  through   the   use   of   Social   media.   While   health   care   professional   and   patients   need   information   from                                                                                                                  25  http://www.dtcperspectives.com/images/email/OTC%20Perspectives%201009%20web.pdf  26  http://www.facebook.com/novartis   20    
  • Novartis  that  is  readily  accessible  and  trustworthy,  they  could  also  be  offered  the  opportunity  to  add  knowledge  to  that  process.  Baldwin  et  al  (2010)  see  the  clinical  trial  process  as  being  an  ideal  example  where   information   on   drug   effectiveness   could   be   shared   to   the   benefit   of   all   parties   using   social  media.   Stakeholder   (particularly   patient)   conversations   maybe   an   essential   part   in   this   process.  Nevertheless,   corporates   need   to   be   aware   of   ethical   issues   such   as   patient   confidentiality   and  accuracy  of  information  shared.  We  find  that  Novartis  creates  their  own  website  to  introduce  their  products  and  connect  to  the  users  for  some  feedback  instead  of  giving  some  social  media  authority  to  use  their  brand.  Thus  we  say  that  Novartis   prefers   managing   proprietary   brand   communities   directly   to   support   independent   brand  communities.    Weleda  Social  presence:  7  points    On   Weleda’s   main   webpage   there   is   no   mention   about   their   presence   on   social   media   or   any  integrated  links.  You  are  requested  to  select  a  specific  country  in  order  to  access  its  relating  website.  By  selecting  the  desired  country  from  the  main  page,  you  are  redirected  to  the  specific  website  which  presents  different  approaches  in  terms  of  social  media  integrated  links.  For  this  report  we  focused  the  analysis  on  the  American,  Swiss  and  Russian  webpages.  The   list   in   the   American   webpage   includes   the   most   popular   communication   platforms   such   as  Twitter,   Facebook,   YouTube,   Google+   and   Pinterest   which   is   a   clear   signal   that   the   Weleda’s  American  section  is  putting  lots  of  efforts  in  becoming  a  social  point  of  reference  for  the  community  and  not  only  a  seller.    They  also  created  their  own  Blog,  where  regularly  articles  about  new  products,  lines  or  events  are  published  and  where  users  can  interact  each  other.  The   list   in   the   Swiss   webpage   is   not   present   at   all,   which,   for   us,   is   quite   surprising   being   that  Weleda’s  headquarter  is  located  in  Basel.  After  a  more  detailed  research,  the  Weleda  Headquarter  in  Basel  made  us  clear  that  even  though  they  were  born  in  Switzerland,  the  main  market  is  USA  where  that  kind  of  clients  are  more  “social”  than  Europeans.      There   are   two   official   web   pages   of   Weleda   in   Russia.   One   of   them   consist   all   general   information  about   the   product,   and   another   one   created   especially   for   pregnant   women   or   women   with   newborn  babies.  Both  webpages  have  links  to  each  other.  Moreover,  among  the  most  popular  communication  platforms,  those  webpages  include  just  Facebook.  Also  Weleda  takes  active  participation  in  one  more  Facebook   group,   devoted   to   herbal   cosmetics.   We   think   here   is   also   important   to   notice   official   21    
  • Weleda   webpage   in   Ukraine,   because   it   is   also   for   Russian-­‐speaking   users.   Ukrainian   webpage  includes   the   official   group   in   Facebook   and   in   another   social   web,   Vkontakte   with   a   profile   of   around  180   million   users   all   over   the   world.   Also   Weleda   created   blog,   where   news   about   new   products  regularly  appears.      In  our  opinion  Weleda  is  perfectly  aware  of  the  value  of  social  platforms  and  the  importance  of  being  “social”  in  the  market,  but  it  is  focusing  all  “efforts”  on  the  markets  which  are  relevant  for  them,  like  for  example  USA.    A  “social  media”  policy  document  is  not  available  in  none  of  the  3  main  markets  websites.  Although  the   absence   of   such   a   document,   the   social   media   marketing   strategy   of   Weleda   focuses   the   power   of  social  media  on  its  relevant  markets.  In  support  of  that,  we  have  the  evidences  on  topsy.com  which  show   us   about   4500   mentions   for   the   American   market,   whereas   for   the   Swiss   market   only   500  mentions,  but  for  the  Russian  market  it  doesn’t  exceed  a  lot  -­‐  there  are  around  560  mentions  at  the  moment.27    Finally  we  have  ranked  Weleda’s  social  presence  7  points,  due  to  the  high  awareness  of  the  value  of  social   platforms,   as   the   American   website   demonstrated,   but   the   social   presence   could   be   more  consistent  in  all  website  introducing  unique  guidelines,  getting  at  the  same  time  advantages  from  the  global   presence,   considering   the   fact   that   the   tendency   of   using   “social   media”   is   continuously  increasing.    Dialog/customer  engagement  management:  6  points  A  general  overview  about  the  3  analyzed  markets  is  now  set.  The  next  point  of  our  analysis  consists  in  analyzing  how  many  users  Weleda  reached.  According   to   the   Weleda’s   American   Twitter-­‐profile,   the   majority   of   twitters   come   from   users  involved  in  the  healthcare  sector  (both  professionals  and  “addicted  health-­‐care  products”  users).  The  Weleda’s  American  Facebook-­‐profile  collects  more  than  43.000  “likes”  and  about  285  users  talk  about   it.     A   general   pattern   has   came   out   of   the   analysis:   Weleda   reacts   to   comments   only   when   it  comes   to   direct   requests2   and   to   very   positive   comments3,   whereas   for   comments   which   do   not  present  any  “extraordinary”  aspects28,  Weleda  is  not  responding  at  all.                                                                                                                  27  http://topsy.com/s/weleda?allow_lang=de&window=d6       22    
  •                        Source:  Weleda’s  North  America  Facebook  profile    There   are   around   1454   “likes”   in   Russian   group,   and   just   74   users   talk   about   it.     Based   on   several  comments   in   the   groups   we   think   that   Weleda   created   a   dialog   with   its   customers,   but   in   private  messages,  so,  it  is  hard  to  evaluate.    We   suppose   that   lack   of   dialog   can   be   partly   caused   by   customers   itself,   who   create   unofficial   groups  in  social  webs  and  communicate  with  each  other.  Those  people,  who  know  more  information,  share  it  with   other   users   and   answer   their   questions.   That’s   why   some   users   of   Weleda   may   likely   follow  unofficial  groups  and  web  pages.      From   this   data,   Weleda   seems   that   it   is   following   its   main   “strategy”:   “Focus   only   on   what   is   very  important   or   relevant   to   them”.   It   seems   that   Weleda   wants   to   develop   a   dialogue   only   with   those  customers   who   are   actually   asking   for   something   (good   customer   service)   and   with   the   advocates,  which   are   already   satisfied   with   their   products,   but   can   strongly   increase   their   reputation.   North-­‐American  Weleda’s  Facebook-­‐profile  management  actually  is  doing  better  than  its  current  colleagues  in   Russia,   where   the   number   of   groups’   followers   in   social   webs   is   relatively   small,   and   of  Switzerland,   which   are   not   present   at   all   in   the   Swiss   division.   In   sum   we   have   ranked   Weleda’s  dialog  with  customers  6  points,  as  we  will  argue,  that  Weleda  only  creates  limited  brand  awareness  according  to  the  countries  they  want  to  be  recognized  in  and  this  could  lead  to  an  inconsistency  of  the  brand  recognition  worldwide.  We  can  argue  furthermore  that  Weleda,  or  at  least,  the  American  Weleda’s   social   media   website   management   has   succeeded   in   engaging   customers   on   its   platforms,  but   Facebook   needs   more   attention   which   on   the   contrary   is   present   on   the   American   Weleda’s   23    
  • Twitter,   since   every   comments   gets   a   reply,   it   doesn’t   actually   matter   the   nature,   a   great   point   not   to  let  the  website  static  and  this  therefore  the  dialogue  building  process.      In  our  opinion  Weleda  should  apply  the  Twitter  management  principles  also  to  Facebook.  Sentiment/advocacy  management:  4  points  The   next   point   of   our   analysis   consists   an   evaluation   of   the   customers’   satisfaction   about   Weleda,  based  on  Weleda’s  social  media  users’  comments.  Weleda’s  customers  are,  generally,  positively  commenting  on  the  social  media,  but  even  though  this  is  not  a  signal  of  a  good  management,  because  in  other  platforms  such  as  makeupalley.com,  are  fully  rich  in  negative  comments,  which  get  no  reply  and  this  can  be  easily  defined  as  bad  word-­‐of-­‐mouth.    As   stated   before,   Weleda’s   Facebook   and   Twitter   profile   present   a   huge   number   of   “liked”   or  “followers”  but  actually  the  activity  on  the  profiles  is  very  low,  which  is  quite  of  inconsistent  to  the  actual  number  of  users.  This   feeble   activity   could   hide   many   reasons   such   as:   1)   A   bad   communication   management/  customer  engagement;  2)  uninspiring  or  not  useful  website  to  the  relevant  audience  3)  the  current  customers  of  Weleda  don’t  use  Internet  and  are  not  therefore  “social”.  Usually,   negative   comments   on   online   platforms   like   Facebook   and   Blog   are   not   present   at   all.   We  assume  that  negative  complaints  are  directly  addressed  to  the  company;  and  we  mainly  noticed  that  complaints   are   addressed   to   products   in   products   reviews   websites,   where   unfortunately   the  company   is   not   present   at   all   and   cannot   interact   with   customers.   Therefore   it   would   be   highly  suggested  to  be  present  also  in  other  unofficial  platforms,  especially  in  the  biggest  beauty  products  review  websites.  In   regards   to   concerns   and   doubts   directly   addressed   to   the   company   we   have   evidence   that   the  reply  is  prompt  and  personally  designed  and  addressed.  29    We  assume  therefore  that  all  Weleda’s  division  management  privately  deals  with  negative  comments  or  questions.  Using  Analytical  Tools  By  applying  the  friends.skuttle.com  analysis  for  Weleda,  we  get  the  following  characteristics:                                                                                                                  29  http://www.cookiesteaandmakeup.com/2012/10/02/news-­‐alcool-­‐nei-­‐prodotti-­‐weleda-­‐alcuni-­‐chiarimenti-­‐dallazienda/   24    
  •  Source:  friends.skyttle.com    Support/value:  5  points  In   the   following   section   we   will   try   to   evaluate   the   quality   of   the   contents   that   Weleda   offers   to   its  community.  Very   surprisingly   the   Swiss   website   offers   lot   of   valuable   contents   to   its   customers,   given   that   one   of  the   pillar   of   the   company   are   the   bio-­‐elements   used   for   its   products,   Weleda   shows   many   videos  about  bio-­‐  products  cultivations  and  the  natural  collection.  30  We  assume  that  this  aspect  hides  basically  two  main  points:  a)  to  convince  people  about  the  quality  of  the  products  they  use  b)  to  offer  a  valuable  range  of  contents  to  its  clientele  (in  this  case  about  the  quality  of  their  products).  As   the   American   platform   is   one   of   the   more   active,   they   are   engaged   in   many   ecofriendly   and  sustainable   social   projects,   just   to   name   the   main   projects.   Weleda   is   cooperating   together   with   New  Caledonia   involving   locals   in   the   extraction   process.   Long-­‐term   fair-­‐trade   arrangements   have   been  set  with  Uganda.  The   content   of   Russian   platforms   is   relatively   wide.   All   the   information   about   the   company,   its  product,  philosophy  and  so  on  presented  on  these  web  pages.  Despite  the  fact,  that  the  main  purpose  is   obviously   commercial,   the   platform   provides   free   customer   service   such   as   advice   about   how   to  take   care   about   the   babies   and   your   own   body.   The   information   may   be   quite   useful   not   just   for                                                                                                                    30  http://www.weleda.ch/de/service/filme/   25    
  • Weleda’s   consumers.   Customers   also   the   opportunity   to   ask   expert   online   and   receive   the   advice  about  how  to  take  care  and  how  to  use  cosmetics  in  a  proper  way.  By  default,  web  page  provides  also  the  answers  on  the  most  popular  questions.  There  is  no  opportunity  to  evaluate  what  percentage  of  users   receive   the   answers   and   required   services,   because   there   is   no   public   discussion   on   the   official  web   pages,   but   possibility   to   apply   to   the   company   in   a   private   way,   via   e-­‐mail.   As   was   mentioned  earlier,  the  same  we  can  say  about  group  in  Facebook.  There  are  almost  no  questions  from  customers,  but   positive   comments   about   cosmetics   and   replies   to   Weleda’s   publications.   Facebook   group  organizes  quizzes  among  followers  and  publishes  main  news  regularly.      The  American  Weleda’s  YouTube  profile  is  the  channel  where  the  majority  of  visual  flow  information  is  stored.  It  offers  its  150  users  news  about  products  launches,  but  the  majority  of  the  videos  stored  concern  more  or  less  the  quality  of  their  products  and  the  real  natural  aspect  of  them,  starting  with  the  collection  process  until  the  production  chain  process.    The  Swiss  division  offers  more  or  less  the  same  quality  videos  but  quantitative  speaking  they  are  less.      Considering  the  social  platforms  in  which  Weleda  is  present;  the  Twitter-­‐profile  contains  mostly  new  product  launches,  whereas  its  Blog  webpage  is  about  new  product  launches,  but  also  about  tips  and  facts  about  the  company.  In   other   words,   Weleda   seems   to   count   on   YouTube   and   its   blog   as   platforms   for   delivering   free  content   for   its   customers   and   not   only   for   commercial   purposes.   Where   Facebook   has   more   a   selling  and  commercial  aspect.  For  Facebook  and  Twitter,  we  could  generally  suggest  a  more  personalized  approach,  which  instead  is  more  present  on  the  blog.  Finally  we  rank  Weleda’s  additional  support/value  5  points,  since  they  give  many  valuable  content,  but   still   the   ”selling”   aspect   is   strongly   present,   even   though   we   can   generally   say   that   a   more  “personalized  and  social”  outline  is  recognizable  in  the  official  website.  Innovation:  5  points  This  section  is  meant  to  analyze  if  Weleda  tends  to  collaborate  with  its  customers  or  partners  looking  forward  for  innovation  which  leads  consequently  to  new  products.    Through   Weleda’s   webpage   it   is   cleared   which   are   the   partners   and   their   role,   but   on   external  platforms31,   Weleda   is   that   product   developments   and   innovations   are   done   with   help   from   more  than   150   different   alliances   and   partnerships.   These   collaborations   bring   together   creative   and                                                                                                                  31  http://www.fondsgoetheanum.ch/en/campaigns/medicine-­‐therapy-­‐and-­‐healthcare/anthroposophical-­‐medicine-­‐effective-­‐efficient-­‐functional.html   26    
  • diversified  sources  of  knowledge  that  align  innovation  across  multiple  disciplines  like  biochemistry,  biology,  and  physics  and  engineering.    The   company   doesn’t   ask   for   collaboration   openly.   There   are   no   users   proposing   new   ideas   for  development  and  innovation.  At  least  on  official  platforms  and  open  access.  But  Weleda  is  open  for  dialog   and   collaboration   with   different   organization   and   initiative   groups,   which   are   inspiring   to  implement   ecological   projects.   Weleda   declares   about   its   ecological   approach   to   all   activities   and  tendency  to  reduce  the  influence  on  the  environment.    Even   though   Weleda   doesn’t   seem   engaged   in   involving   its   customers   in   innovation   research   or  suggestions,  some  customers  feel  free  to  give  their  own  suggestions32  (see  the  image  below)        In   the   end,   we   have   assigned   Weleda   5   points   regarding   their   innovation   level.   We   see   an   effort   in  trying  to  be  specialized  when  it  comes  to  innovation  and  research,  but  we  are  strongly  convinced  that  innovation  could  also  come  from  its  customers.    Leadership:    3  points    The  next  section  is  dedicated  to  the  evaluation  of  Weleda’s  efforts  in  creating  storytelling  and  their  weight  in  the  social  media  world.  Both   the   Weleda’s   American   Official   Website   and   the   YouTube   channel   are   rich   in   short   movies,  which  cover  different  themes:  their  philosophy,  some  launches  of  new  products  and  the  majority  of  the   videos   posted   on   these   platforms   try   to   explain   the   vision   of   the   company   and   the   working  process1.    The   movies   have   the   aspect   of   real-­‐life   videos   and   deliver   the   idea   of   genuine   and   natural   raw  materials,   which   deliver   at   their   turn,   genuine   and   natural   products.   The   majority   of   the   videos                                                                                                                  32  From  Weleda’s  North  America  Facebook  Profile   27    
  • explain  how  they  get  their  products  re-­‐connecting  them  to  their  social  programs  of  fair-­‐trade  in  the  world.    Weleda’s   official   web   platforms   in   Russia   present   detailed   story   about   brand’s   history   and   overall  development.   Reports   and   articles   on   official   web   pages   create   feeling   of   transparency   and  trustworthy,   by   giving   the   customers   a   general   idea   about   company’s   activities,   partners,   products  and  sources.      The  YouTube  channel  is  also  fully  rich  of  unofficial  videos,  which  are  posted  by  Weleda’s  customers.  Basically   these   videos   are   all   reviews   about   Weleda’s   products   but   unfortunately   Weleda   is   totally  absent  when  it  comes  to  commenting  or  replying  to  these  videos.  The  Twitter  account  doesn’t  offer  any  relevant  story  telling  attempt,  it  is  mainly  use  for  launching  new  products  or  advising  others.  The   story-­‐telling   on   the   official   North-­‐American   website   occupies   basically   a   couple   of   pages   entirely  full   of   words,   point   that   doesn’t   encourage   Weleda’s   customers   in   better   knowing   the   company,   even  though  the  general  style  of  the  story-­‐telling  section  is  getting  more  and  more  informal  compared  to  other   Weleda’s   countries   website,   it   lacks   of   attraction.   A   simple   use   of   images   and   pictures   could  better   attract   customers.   We   also   suggest   to   clearly   integrate   videos   in   their   storytelling   and   to   store  them  in  a  “Films”  category  of  the  website.    Weleda’s   leadership   ability   is   evaluated   with   3   points,   since   on   the   website   we   have   relevant   content  for  the  users  such  as  the  films,  but  could  be  better  integrated  in  the  main  social  media  platforms  as  well  as  in  the  official  website.  Linking  value/community:  2  points  In   this   last   paragraph,   we   are   going   to   try   to   evaluate   whether   Weleda   is   perceived   as   a   social  connector  and  its  capability  of  managing  users’  connection  on  the  relevant  social  platforms.    As   we   know,   Weleda   created   brand   communities   in   social   media,   such   as   groups   in   Facebook   or   blog  in  Twitter.  But  there  is  a  lack  of  communication  among  customers.  On  official  web  pages  customers  do  not  have  the  opportunity  to  talk  to  each  other.  On  the  other  hand,  Facebook  gives  all  abilities  to  be  in  touch,  but  still  doesn’t  serve  as  a  connector.    So  far,  our  research  indicated  the  Weleda  is  not  yet  fully  perceived  as  a  social  connector,  but  it  is  on  the   right   way.   Working   more   on   social   media   platform   (official   and   unofficial)   activities   and  presence,  Weleda  can  boost  its  users’  perception  in  quality  of  social  connector.   28    
  • Conclusion    The  first  part  about  social  presence,  Novatis  is  rated  as  the  highest,  with  9  points.  Novatis  is  not  only  present   on   the   existing   social   network   platforms,   but   has   further   developed   its   own   platform   for  patients   worldwide   to   connect   with   other   patients   who   have   experience/used   the   medicine   of  Novartis.    For  the  second  part,  dialogue,  Weleda  is  doing  more  than  the  others  because  they  try  to  answer  and  create   dialogue   with   customers.   Whereas   Roche   and   Novatis   has   wider   presence   on   social   media  platforms,  they  don’t  use  them  properly  to  develop  an  active  connection  with  customers.    For  the  sentiment,  none  of  the  companies  reach  their  potential  on  this  part.  According  to  the  ratings  we  gave  to  these  companies,  we  can  conclude  that  none  of  them  are  doing  well  in  advocacy  management  in  social  webs.  The  percentage  of  positive  and  negative  references  is  different,  but  also  the  amount  of  customers   differs   –   that   is   why   Weleda   and   Novartis   received   the   same   grade.   We   suppose   that   all  three  companies  have  the  potential  do  well  in  this  part  of  digital  marketing  in  the  future.      For   the   fourth   part,   support,   we   came   to   the   conclusion   that   Novartis   deserves   the   highest   grade,  because  it  provides  more  additional  services,  as  they  participated  in  social  media  campaign  to  reach  the  online  cystic  fibrosis  community.  So,  definitely  they  are  doing  better  than  their  competitors  from  Weleda  and  Roche.    For   the   fifth   part   about   innovation,   we   think   that   Roche   and   Novartis   deserve   equally   high   grades  because  of  their  willingness  to  collaborate,  and  actually  they  have  a  huge  amount  of  partners,  which  cause   endless   innovations.   But   there   is   no   feedback   from   customers,   we   didn’t   see   any   propositions   in  order  to  improve  the  product  that  is  why  we  didn’t  give  them  the  highest  grade  –  there  are  still  a  lot  of  things  to  improve.      For   the   sixth   part,   about  leadership,   we   have   rated   Novartis   highest   in   creating   stories   and   leadership,  and  the  main  reason  for  it  is  due  to  deep  customers  involvement,  which  the  other  two  companies  does  not  do.  Thus,  such  type  of  activity  creates  high  awareness  and  attracts  customers’  attention.    On  our  opinion  all  three  companies  could  do  better  in  linking  and  socially  connecting  with  customers.  But   among   the   companies   we   evaluated,   we   think   Weleda   is   doing   the   worst.   They   have   established  their   presence   on   social   platforms,   but   have   not   done   anything   to   provide   brand   value   and   make   29    
  • customers  to  communicate  with  each  other,  through  these  social  media  platforms.      In  the  table  below,  we  have  summarized  our  ratings  of  the  three  companies:      In  this  report,  we  have  analyzed  the  current  social  media  situation  for  three  health  care  businesses,  based   on   available   online   information.   We   are   aware,   that   in   order   to   create   a   more   accurate   and  diverse   picture   of   the   three   companies,   further   information   should   have   been   taken   into  consideration   –   e.g.   conduct   interviews   about   customer   brand   awareness   and   search   other   news-­‐oriented  platforms.    In  current  years,  social  media  is  becoming  increasingly  developed  and  form  a  fundamental  channel  through   which   companies   are   able   to   target   certain   customers   and   create/build   upon   their   image.  This  fact  emphasizes  the  need  to  carefully  use  and  measure  activities  on  online  social  platforms,  in  order  to  align  company  vision  and  image  with  customer  needs  and  developments. 30