BUS2SMV Social Media and Visualisation Assessment 2 Socia

BUS2SMV Social Media and Visualisation
Assessment 2: Social Media Marketing Plan
Word limit – 1500 words (+-10%) (excluding Cover Page,
Executive Summary, References and Appendices)
Format – Times New Roman, 11 font size, 1.15 spacing, 12pt
spacing between paragraphs.
Brief Structure
NORTH Link’s Assistive Technology Cluster
Purpose
To develop a social media marketing strategy and campaign to
raise the B2B profile of our
new Assistive Technology cluster and bring in new
organisations to work with.
Organisational
Background
NORTH Link is a strong regional partnership of industry,
education, health and government,
established in 1995, that plays an integral role across northern
metropolitan Melbourne.
A business network and regional economic development

advocacy group representing
Melbourne’s northern region, NORTH Link comprises local
councils, local tertiary education
institutions, industry, and health.
NORH Link manages/operates a number of projects contributing
to the overall aim of
economic development of Melbourne’s north.
On top of advocacy to government and research into the region,
projects NORTH Link
manage/run include:
• Melbourne’s North Food Group and Melbourne’s North
Advanced Manufacturing
Group, industry groups that grant SMEs discounted access to
trade shows,
information webinars, industry tours, collaborative
opportunities and more.
• Jobs Victoria Employment Services provider, helping long
term (or at risk of long
term) unemployed people find work – particularly those with
disabilities, poor
English, single parents, etc.
• Data Analytics Hub and Northern Industry Student Placement
Program, two student

placement programs that connect businesses with education to
set up student
placements and real-world class projects such as this.
Relevant Project
Marketing Goal
Theams
• Draw interest from businesses that don’t currently engage with
our program
• Drive collaboration and communication between health and
manufacturing
• Create sharable content that executive staff at larger
organisations will show
to less senior staff to broaden knowledge throughout partner
organisations as
to the work being done.
NORTH Link is launching a new Assistive Technology Cluster.
Assistive technology are
devices or other goods that assist disabled people in living with
their disability. A
wheelchair or hearing aid could be considered an assistive
technology. Australia often
imports these kinds of devices, which are often not fit for
purpose or require

customisation to be properly effective. This may mean needing
to send the devices back
overseas if the customisation is especially critical.
https://northlink.org.au/
Challenges
1. The Assistive Technology Cluster is competing for
communications airspace with
several other programs and regional news. How can we ensure
that we have a
continuous feed of interesting content for the Assistive
Technology Cluster that will
ensure that the audience is engaged even through posts that
don’t relate to the
program.
Eg: If I am a healthcare worker, I may not care about Advanced
Manufacturing Group
posts or student placements. How many posts should be about
Assistive Technology
compared to other programs? What is the tone?
2. The chasm between healthcare/disability and manufacturing.

The challenge of the
project as a whole is to bring these two industries into the same
space to build a
conversation and drive collaboration. Naturally, this issue is
exhibited in the social
media content which needs to address and interest both
audiences.
3. How to develop an ongoing media campaign to highlight
Australian's ability to work
together to create and modify AT products that are appropriate
for Australians and
how to promote the concept that all people experience disability
at times in their life
so AT is for everyone.
Competitors Current medical/assistive technology
manufacturers
Current or Previous
social media Work
NORTH Link Facebook:
https://www.facebook.com/MelbournesNorthlink
NORTH Link LinkedIn:
https://www.linkedin.com/company/7591368
Target Market

• Manufacturing Business owners
• Health organisation executives
Example organisations: DPV Health, Sutton Tools, Brite,
Swinburne University
Intended social
media
Communications Mix
Facebook, LinkedIn, website, EDM (Electronic Direct Mail).
Key
Issues/Considerations
• Anything done on social media will likely need to point to our
website so that
people can engage.
• We’re unlikely to be selling anything in a traditional sense.
Other relevant
information
Expected budget of approximately $5000. Would like to know
how realistic this is or what
could be done with a higher or lower budget.
Current plan is to leverage existing platforms. If new, dedicated
platforms are suggested,
there will need to be justification.
We currently run separate pages for Melbourne’s North Food
Group.
MNFG Facebook: https://www.facebook.com/Melbour nesNFG

MNFG LinkedIn: https://www.linkedin.com/company/13743000/
https://www.facebook.com/MelbournesNorthlink
https://www.linkedin.com/company/7591368
https://www.facebook.com/MelbournesNFG
https://www.linkedin.com/company/13743000/
Task - Develop a Social Media Content Strategy to achieve the
Marketing Goal
above. Outline presented below.
1. Cover Page
2. Executive Summary (10% of the overall word limit, NOT
INCLUDED IN THE FINAL WORD COUNT)
a. Efficiently summarise the report including key findings and
takeaways and proposed courses of action.
b. Here is a good video outlining what has to be included –
click here to watch
c. Here is a detailed guide to writing a good Exec Summary –
Crafting a Powerful Executive Summary - HBS
Working Knowledge - Harvard Business School
3. Introduction (100-150 words) – Introduce organisation and
purpose of this report. Outline of the rest of report.

4. Social Media Audit
a. SWOT (min 3 pts. for each of SWOT). This SWOT is for the
social media component of the organisation.
b. Competitor Review (Week 3) – Use SocialBlade and any
other mechanism to conduct this. You can also go on
competitor website to check.
c. Social Media Monitoring - Use elements from BuzzSumo,
Brand24 and/or another social media monitoring tool.
You will need to present the analysis with appropriate
schreenshots of dashboards from the tool(s) you have
used. Do not simply copy the full dashboard from these
locations without any proper analysis or explanation.
5. Social Media Goals and Objectives
a. Out of the marketing goals theams provided select TWO and
develop Two major goals
b. For each of the goals, develop 3-4 SMART Objectives
(minimum of 2 Objectives per Goal selected)
6. Segmentation & Targeting
a. Create the TWO potential Personas based on the Target
Market presented in the brief. One for each type of target
mentioned in the above brief.
Also make sure that you describe the segmentation variables for

B2B before you include personas you created.
Please look at the examples provided under resources section to
get a better idea.
7. Proposed social media campaigns (2 campaigns). Each
Campaign will include (must use creative graphics)
a. Type of campaign – Select and briefly explain your coice i.e.,
link it with the Persona characteristics (e.g.
#healthytasty, #back2campus, giveaways, testimonials, free
professional development seminars, get career ready
etc.)
b. Platform(s) – Justify platform mix (using the honeycomb
framework and competitor review)
c. Duration – For how long you want to run these campaigns.
d. Key Message – Campaign specific
e. Goals and Objectives (this is campaign specific, which must
align with the main goals and objectives)
f. Engagement and Content Strategy – Description of the
execution, type of content, intended outcome etc.
g. Budget – rough estimation of costing to run the campaign
h. Visual Mockup of the campaign – you can use Canva,
Photoshop etc.

https://students.unimelb.edu.au/academic-skills/explore-our-
resources/report-writing/executive-summaries
https://hbswk.hbs.edu/archive/crafting-a-powerful-executive-
summary
https://hbswk.hbs.edu/archive/crafting-a-powerful-executive-
summary
8. Activation Plan
a. Table with activities and timeline – Use GANTT chart (from
week 4)
b. You can also include a sample of the social media content
calendar in the appendix. This will not be part of the
word limit. Would be an excellent addition.
9. Monitoring Performance
a. Define how you will measure performance/progress. The
metrics selected must justify the objectives it is
measuring. Metrics must match the above objectives.
10. References (not included in the word count)
a. Minimum of 6 academic references. In text-references needed
b. Harvard referencing style (see
https://latrobe.libguides.com/harvard)
11. Appendix/Appendices – (if used, not included in the word
count)

https://latrobe.libguides.com/harvard
1

2
Table of Contents
1. Executive Summary
...............................................................................................
... 2
2. Introduction
...............................................................................................
.............. 3
3. Situation Analysis
...............................................................................................
...... 4

3.3 Macro-Environmental Analysis
.............................................................................................
6
4. Competitor Analysis
...............................................................................................
.. 8
5. Goals and Objectives
...............................................................................................
. 9
6. Segmentation
...............................................................................................
........... 9
7. Targeting
...............................................................................................
.................10
8. Positioning
...............................................................................................
...............10
9. Campaign Theme
...............................................................................................
.....11
10. Engagement and Content Strategy
......................................................................12
10.1 Engagement Strategy
...............................................................................................
........ 14

10.Activation Plan
...............................................................................................
...........16
11.Monitoring Performance
............................................................................................1
7
12. Appendices
...............................................................................................
................18
Figure 1 : Zimmermann on Premiere Sites
................................................................................ 3
Figure 2 : Zimmermann Social Media Analytics
....................................................................... 6
Figure 3 : Social media
comaprison..............................................................................
............. 8
Figure 4 : Perceptual Mapping of
Competitors.......................................................................... 8
1. Executive Summary
The report undertaken encapsulates the social media audit of the
luxury resort wear brand
Zimmermann and its position in the retail sector of Australia.
The brand despite being

active on its social media, is facing hassles of low engagement
and reputation after a
rumoured backlash of racism at workplace. To counter the low
brand image and generate
social and sustainable content, ‘#IamaZimmerWoman ’
campaign is curated : focusing on
the empowerment and social issues enforced by Zimmermann,
which is presently not
displayed on its social media but can produce concrete
positivity towards the brand. The
campaign will bring together seven inspiring influential women
from diverse backgrounds
who will share their empowering journeys with the audience,
urging them to break the
barriers of fear. The campaign will run for 12 weeks where as
Instagram, Facebook and
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Twitter will be the primary platforms for the campaign
execution as it has the maximum
following for the brand.
2. Introduction

In 1991, Australian sisters Nicky and Simone Zimmermann gave
birth to their eponymous
label, Zimmermann. The real core of the brand is its creative
fusion of fashion and swim wear,
truly embracing feminine floral prints, flattering designs and
sophisticated silhouettes. The
label focuses on high end consumers who believe in investing in
high quality and timeless
creations with women who aspire to identify Zimmermann’s
representation which is ; Sheer
elegance, modernity and Sophistication.
Growing exponentially, the brand today has headquarters in
Sydney with 22 boutiques in
Australia, and many international flagship studios in London,
New York and Europe. In
addition, Zimmermann has spectacular listings of stockists,
including Barneys New York, Saks
Fifth Avenue, Bloomingdales, Harrods, Harvey Nichols, and
David Jones. It is also one of the
leading brands on premier online stores such as Net-a-Porter
and Fartetch.

Figure 1 : Zimmermann on Premiere Sites
Employing over 700 people, it generated a revenue of $ $70.14
million (USD) in 2019.
Zimmermann has also successfully broadened its reach by
developing ardent accessories,
shoes, jewellery and kids-wear lines. The brand has products
ranging between $100-5000
catering to all segments mentioned above (Zimmermann, 2020).
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Values
Delicate and elegant, the precise offerings show a flawless
blend of romanticism with a hint
of boho inspiration. Zimmermann portrays an attitude of
integrity and respect for the

environment, which is evident in its vision quotes like " It is
our mission to make beautiful
clothes in a beautiful way”. Its communication strategy whirls
around delivering positive
customer experience, high quality design and product,
sustainable and ethical production,
environmental care and team proficiency which is delivered
through its high accessibility
and friendly services (Zimmermann, 2020)
The brand Is struggling with a challenge of low engagement on
its social media platforms
and urgency to enhance its brand image. A recent backlash of
racism in the workplace has
lead to degradation of the brands reputation. Even though the
brand has come up with a
report of Uniqueness and Diversity and Instagram Apology, an
effective counter plan should
be curated in order to gain back the image (Zimmermann, 2020)
(Refer to Appendices A).
The following is a report undertaking the brands micro and
macro situational analysis,
followed by definite goals and objectives to be achieved.
Further, a strategic classification in

the form of segmentation, targeting and positioning is
discussed. Lastly, the campaign
strategies and plans are discussed to improve the brands social
presence and popularity.
Zimmermann has a dynamic social media presence on Instagram
and Facebook with active
posting of content and promotion of products. Other flatforms
like Youtube, Twitter,
Wechat and Pinterest are also ardently utilized by the brand.
Instagram is the foremost used
platform, for sharing high quality images and videos of
products, campaigns and promoting
people who are carrying the products. Facebook, on the other
hand has an efficient Shop
Now button which redirects the users to Zimmerman websites
and is used for customer
interaction. Both the platforms including Pinterest, have regular
posting but there is lack of
Ready to Wear Swimwear Accessories Menswear Shoes

5
brand engagement with the public. Twitter and Youtube have
less followers as compared to
their competitors.
Below is the following of the various social platforms :
Facebook : 461,970 Instagram : 2.1 Million
Pinterest : 42,000
Twitter : 21.6k Youtube : 2.3K
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Figure 2 : Zimmermann Social Media Analytics
3.3 Macro-Environmental Analysis
Twitter : 21,600 Youtube : 2,360
POLITICAL

• Zimmerman’s 70% production is done in China
• It is subject to Fair Workers Right and Labor Laws in China
• Australia does not have stringent advertisement limits on
social media and digital marketing. Changes in
the 'Consumer Data Right' system can, however, trigger
problems with the current use of consumer data
and must be closely monitored.
• It is subject to the Australian Consumer law for fair
advertising of products online and Australian Border Force
for export and import
• Uneasiness between Australia and China post COVID-19 affair
might cause trade problems
• Free Trade Agreement
• Due to the Pandemic, Majority of production which is in
China has disrupted supply chain and unsteady profits.
(Australian competitiona and consumer protection, 2020)
7

ECONOMICAL
• Expected revenue for Luxury Retail Sector has been changed
from an increment of 5.7% to a decline of
3.8% due to COVID-19.
• 47,189 – Adjusted disposable Income per person in Australia
• Revenue from Clothing sector is anticipated to plunge by
12.5% due to negative purchasing power
• High price point may cause concerns for consumers to buy
online
• Online orders have increased 49% In Australia
SOCIAL
• 88% of Australia’s population shops online. Some brands have
witnessed a surge in sales due to lockdown.
• With retail spending in Australia dipping by 8% consumers are
adapting to online shopping
• The brand is under the scanner for a backlash for extremely
high prices and also a rumour of racism
In the workplace.
• JobKeeper support

TECHNOLOGICAL
• 22.31 million people in Australia have access to Internet
• With only online transactions now, labels presence all over
shopping portals will be beneficial
Zimmermann’s Website is well updated with all collections and
has an easy check out process
• JobKeeper support
LEGAL
• 10% GST on all items purchased overseas below AU$1000
• Australia has a rank of 14 on Ease of doing Business
• 33%-37% Tax rate of targeted Audience in Australia
ENVIRONMENTAL
• Increased demand for Ethical and Sustainable clothing among
consumers. Value of price for high quality.
• Public wants to invest in brands that are ecological and
believe in paying fair wages to employees
• Zimmermann’s policies state the brand actively works towards
reduction in environmental resources
• Sustainability should be promoted online for a reputable brand

image
(IBIS World , 2020)
(IBIS World , 2020)
(IBIS World, 2020)
(Judd, 2020)
(IBIS World, 2020)
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4. Competitor Analysis
Perceptual mapping
Figure 3 : Social media comaprison

Figure 4 : Perceptual Mapping of Competiton
ZIMMERMANN 462K 2.1M
21.6K 2.36K
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6. Segmentation
The primary aim of campaign is to broaden customer base on
social media and enhance
brand image by posting content focusing on ethical production,
fair workplace and women
empowerment. Zimmermann will focus on an audience of 18-40
year old women who are
confident in their skin and believe in taking a sense of pride in
associating with the label.
Study suggests that people respond much better to labels that
portray corporate social
10
responsibility, with 73% consumers believing that brands should
focus on social service

rather than products (Lindgreen, 2010). ( Refer to Appendices B
)
7. Targeting
The major content of the campaign will be posted on Instagram,
Facebook and Twitter in
order to target the current audience. Look alike audience will be
captured by the use of
Instagram and Facebook Ads who believe in social issues like
smashing patriarchy, sexism,
racism and empowering women. Custom audience of
Zimmermann will also be aimed, to
broaden the reach of the campaign and spread awareness of the
brand messages. (Refer to
Appendices C)
Social messages will spread like fire on Twitter with
appropriate hashtags and tweet
mentions which will further direct audience on Instagram. The
main concept is to curate a
Brand Story and build emotional connections with the audience
who share the same
perceptions and notions. (Higgs, 2011) The target of audience
will be manipulated as per

the analytics report in between the campaign for the best results
of reach and impressions.
8. Positioning
According to research, 18 million people use social media and
about 9,442,000 people use
Instagram which culminates for 37.2% of the whole population.
Where as, facebook is the
most used platform with over 17.1 million Australians
consisting of 14+ audience (Statista,
2020). Therefore, the primary platforms chosen for this strategy
are Facebook and
Instagram. The social messages will also be shared on twitter.
The mission is to build a brand
series and touch the emotional aspect of market, connecting
with the users (Kidwell, 2011)
Instagram, with a following of 2.1M and suitable analytics will
be apt for the brand to
engage its users with as its popular and includes 57% of females
aged between 18-40, which
is our ideal target group. The feature of “post on facebook too”
on Instagram will be used to
reach out to the facebook family of the brand. Facebook
includes the mature population

and provides a good desktop experience too. (Refer to
Appendices D)
The planned campaign is based on Facebook and Instagram's
platform expertise. With the
11
rise of IGTV, Facebook with its video recommendations and
Instagram, both sites drive more
videos to their users as they want them to remain on the site and
not abandon it as if links
were attached.
9. Campaign Theme
Campaign : #ImaZimmerWoman
This campaign will showcase seven Australian real inspiring
women from diverse
backgrounds and ethnicities wearing Zimmermann clothing
,coming together to break down
the stereotypes revolving around being a woman. Through this
initiative, they will celebrate
their differences, imperfections and experiences that truly make
them who they are. The

stories will be told in an attempt to connect with the users
emotionally, urging them to
embrace their insecurities and be a #ZimmerWoman.
WHO IS A ZIMMER WOMAN?
She is Confident. She is strong. She is open to life. She is
Fearless. She has wings. She is
Unstoppable. She breaks the barriers. She is beautiful. She
embraces herself and her
dreams. She is Empowered. She is a ZimmerWoman.
Today, Consumers in Australia are most connected with a
brand when its value proposition
aligns with their perceptions and beliefs. They want to connect
with brands which are
environmentally and socially responsible. By incorporating real
experiences of personalities
talking about empowerment will evoke customer affinity,
increase the brand image and
enhance the emotional connection between both (Ezgi, 2017).
Furthermore, it will help add
richness and depth to the experience of owning a Zimmermann
product and create long

lasting relationships. The campaign will focus on getting more
interaction for the audience
and developing a greater brand engagement (Refer to
Appendices E)
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Platform : Instagram, Facebook, Twitter
Duration : 12 Weeks
Stage one : Building Connection
A video series of seven videos, sharing experiences of seven
inspiring and influential women
stating what makes them a #ZimmerWoman. The campaign will
run for seven weeks, and
new video will be posted every Sunday. These short videos will
start with the woman in
frame addressing herself, her occupational journey, struggles,
learnings and how she relates
herself to the idea of being a #zimmerWoman. All the women in
the campaign are victims of
some social issue like body shaming, sexism, society’s ideas of

beauty and stereotypes. They
will talk about how they broke the shackles and came out
stronger as individuals with wings
helping them to fly high (Kamal, 2011). The women
approached, hold power and influence
to make a difference in the world also have a major following
on their social media which
will be beneficial for the brand in terms of reaching people.
When the audience see’s these
faces associating with Zimmermann, they will induce positive
feelings and reputation for the
label. The women in the campaign are :
First Trans-Model of
Australia
WEEK 1

13
Renowned Olympic
Athlete
Renowned Singer
and Rapper
Famous Actor

WEEK 2
WEEK 3
WEEK 4
14
10.1 Engagement Strategy
Famous Model

Founder of
Zimmermann
WEEK 5
WEEK 6
Former Prime
Minister
WEEK 7
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The women in their videos will urge the audience to feel
confident in their skin and speak up
for themselves in order to boost their self esteem. The
celebrities will ask the audience to
upload their videos on their Instagram feed sharing their
empowering stories, tagging
@zimmermann and other fellow women on their post to
encourage the movement with the
hashtag #ImaZimmerwoman. In the end of the campaign, 3
winners will be announced who
have the most touching stories and will create the maximum
impact on the audience. The
winners videos will be shared on Zimmermann’s Social media

platforms and they will be
rewarded with the labels merchandise. This movement will get
people discussing about the
movement and increase brand engagement on social media.
More shares, tagging and
commenting will be done in order to spread the key messages.
This will lead to gain of
followers and increased brand image. Influencers will also be
asked to be a part of this
movement and share their stories as it’ll create a broader
audience base. It will produce a
huge amount of user-produced data and activities as audience
have a chance to be a co-
creator that will additionally aid in completing the strategy’s
objectives. Meanwhile,
Zimmermann will keep posting relevant content on its media
handles and promote the
campaign with Facebook and Instagram Ads. Stories and Posts
are the optimal mix for
having brand engagement and reputation enhancement with the
cost advantage of Pay-Per-
Click offered by the platforms. Meanwhile, Zimmermann will
keep posting relevant content
on its media handles and promote the campaign with Facebook

and Instagram Ads. Stories
and Posts are the prime mixture for having increased brand
engagement and reputation
improvisation with the cost mover advantage of Pay-Per-Click
provided by the platforms.
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10.Activation Plan

17
11.Monitoring Performance
The aforementioned KPI’s will be tracked and analysed by
Inbuilt Instagram and Facebook
performance insights and Ads Manager along with the
additional help of social media
manager software HootSuite, to attain an easy access of one
stop destination for all the
analysis, task management and progress report of the campaign.

Likes
Social Shares
Brand Mentions
Tags
Post Reach
Post Impressions
Links in the stories
Audience Growth Rate
Click Through Rate
Average Engagement Rate
Traffic Conversion
Ads impressions
Applause Rate
Cost Per Click/ Per Thousand
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12. Appendices

A. Zimmermann Apology for Racism
B. Instagram and Facebook Analytics for Australia

1. Executive Summary2. Introduction3. Situation Analysis4.
Competitor Analysis5. Goals and Objectives6. Segmentation7.
Targeting8. Positioning9. Campaign Theme10. Engagement and
Content Strategy10.1 Engagement Strategy10.Activation
Plan11.Monitoring Performance12. Appendices
1
Social Media Marketing Plan on Pana Organic

MKT5SMS: Social Media Strategy
Name of Professor: Dr. Abhinav Shrivastava
La Trobe University
Winnie Wai Chung, Wong
20138953
World Count: 2,723 Words

Date: 7 May 2021
2
Table of Contents
1. Executive Summary 3
2. Introduction 4
3. Situation Analysis 4 - 7
5. Marketing Strategy 8 - 14
5.1 Segmentation and Targeting
5.2 Personas
5.3 Positioning
6. Engagement and Content Strategy 14 - 19
6.1 Customer Contact Plan
6.2 Key Brand Messages
7. Activation and Measurement Plan 20 - 24

8. Bibliography 25 - 27
9. Appendices 28 - 42
3
1. Executive summary
In later 2019, the novel coronavirus (COVID-19) emerged, and
it became a global
pandemic by the first quarter of 2020. This evidently changed
consumers behaviours around
the world. It created a rise in demand for more sustainable
source products. Due to challenging
economic times, consumers became wearier of what they
purchased. This consequently affect
the way Pana Organic (written as Pana in the following report)
operates and produce its
products. The aim of this strategic social media marketing plan
is to outline how Pana Organic
can grow in both business and profitability wise during in a
post-pandemic time. The strategy

includes strategic approaches on how to achieve two sets of
goals, drawn from the situational
analysis, during a slow global economic recovery caused by
COVID-19. By implementing the
mentioned strategy approaches and tactics, Pana will have a
successful chance to gain an
estimated of 20% in total revenue in 12 months and potentially
be the number one vegan
organic chocolate company in the southern hemispheres and
globally.

4
2. Introduction
Panagiotis Barbounis founded Pana Organic in 2012 when he
was switching his diet to a
vegan diet. He found it there was a lack of vegan chocolate in
the market at that time. Along
with his experience in the hospitality, food and beverage
industry, he ventured into creating his
own vegan and organic chocolate. Barbounis started with just
chocolate bars and expanded to
ice-cream, spreads, cocoa powder a recipe book and recently,
eco-tote bag. Pana Organic
(Pana) has ventured into the United Kingdom (UK) and
European (EU) markets as well on the
domestic market. Pana uses five social media platforms to
engage with its customers, as shown
in the audit. However, this report also outlines that Pana’s
website is considered as a social
media platform as McEvenue et al. (2016) notes websites are
symbiotic to other social media
platforms similarly to Facebook and Instagram.
This report is a social media marketing plan for Pana. It will be

highlighting core
components on Pana’s current performance on social media and
implying suggested
measurements along with an activation plan to the mentioned
strategies. As majority of
consumers in EU countries bare many similarities to consumers
in UK, the marketing strategy
will be focusing on consumers in UK region. This will give
Pana an easier targeting path for
both domestic and international markets.
This reports also highlights key brand messages, an activation
plan and an estimated budget
allocation of $10,486.45 for Pana in the launch of the suggested
campaigns. This report aims
to further improve Pana’s social media performance and to
ensure that the company will the
top vegan organic chocolate company in Australia and possibly
the world.
3.1 PESTLE ANALYSIS

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Table 1 PESTLE Analysis on Australia
3.2 Competitor Analysis
6
This report further analyses direct competitors of Pana which is
shown in Appendix 1
in addition to the social media audit’s review of Pana’s
competition. Alter Eco Chocolate,
Bennetto, Loving Earth and Hey Tiger are the four main
competitors they compete in vegan
and organic products market along with Pana. Based on Google
Trends, though there is a
demand in vegan and organic chocolate (see Appendix 2), only
a small percentage of
consumers know the brand Pana Organic (See Appendix 3), and
they are from Australia. With
that being said, only 33% of Australian consumers know the

brand name. Pana needs to ensure
that it has competitive advantage over its competition, and this
can be derived from the
following SWOT analysis.
3.3 Social Media SWOT Analysis
Table 2 SWOT Analysis based on Pana’s Social Media
Accounts
3.3.1 Strength and Opportunities (Internal analysis)
Based on the SWOT analysis, Pana has strong promotions on
channels (Pana Organic
2020a), and it guides viewers and customers on how to use its
products in baking. Pana aims
to educate its viewers that one could do so much more with
chocolates and spreads. This
consequently became another strength of Pana, in building an
active community which formed
customer-to-customer (C2C) engagement. Pana highly engages
with its customers, especially
Internal External
Strengths

1) Building an active community
2) Strong promotions on social media
3) Highly engaging with customers (A
dedicated site for its international customers)
Weaknesses
1) Range varies
2) Growing competition
3) Monitoring engagement can be complex
Opportunities
1) Giveaways and contests
2) Other sports endorsements
3) CSR opportunities with engagement
Threats
1) New technology changes
2) Privacy concerns
3) Undeclare allergen
7

in the comments section of its Instagram which insinuates to
more C2C engagement, making
the brand link with people across the globe. In addition, Pana
has its UK website to carter and
engage with buyers from mainland UK and twenty-nine other
EU countries.
Pedla (2021) states Pana has become a major sponsor of
Melbourne’s local athletic
cycling team. This has opened a new pathway for Pana to
venture into, tying in sports and its
products. Ewing-Chow (2020) notes many professional and elite
athletes are incorporating
veganism in their lifestyles. She reviews that the plant-based
diet can reportedly reduce
cardiovascular risks and diseases. Fitness has been a trending
topic and Pana should seize this
opportunity to promote together with other sports brands or
teams on its social media platforms.
This will essentially change other consumers’ perception of
vegan chocolate. Based on the
social media audit, Pana’s employees are not active in engaging
customers except the founder
himself. This can be an opportunity Pana can explore by having
more engagement with

customers, its employees and other communities as this will
create a strong CSR strategy for
the company, especially on LinkedIn.
Abidin (2016) highlights due to the increasing usage of social
media, it causes brand
dilution. This means that Pana could hosts giveaways or
competitions on its Instagram,
Facebook and LinkedIn to assure that its brand image is strong
and create more brand
awareness among its competitors. It would further enhance
engagement among consumers and
allow Pana to focus on which audience to target as McCarthy
and Winer (2019) reported it is
cost effective if companies apply the Pareto 80/20 rule which
states that 20% of customers
make up 80% of the sales. By leveraging on the strengths and
optimising the opportunities, it
will cost Pana less to develop marketing campaigns in the long
run because the return on
investment (ROI) will be high, as highlight in the social media
audit.
3.3.2 Weaknesses and Threats (External Analysis)

A major weakness is that Pana’s product range varies
differently in-store and online.
When Pana launched its Easter chocolate eggs, they were not
sold on the website but only in
independent grocers and major supermarkets in Australia. Based
on the competitor analysis,
there is growing competition of vegan and organic chocolates.
‘Hey Tiger’ is a direct
competitor for Pana along with other major chocolate brands
that Pana have to compete on
supermarket shelves.
8
According to Pana (2020b), the company uses Google Analytics
to track how the
website is utilised by consumers and other tools to ensure that
the brand is engaging with
consumers. Monitoring engagement can be complex for Pana as
it uses different vendor suites
to monitor engagement. Pana uses cookies which can be threat
as Mathews-Hunt (2016) states
companies have no control on third party cookies. Consumers

might not want to agree to Pana’s
website cookies due to privacy invasion. Pana also do not have
control over social media
companies such as Facebook constantly introducing new
technology and design changes
(Facebook 2020). Product recalls is another major threat for
Pana. In 2019, ‘Pana Organic
Raspberry Chocolate 45g’ had to be recalled due to an
undeclared allergen (NSW Food
Authority 2019). This might have brought a slight damage to the
brand’s reputation.
In terms of privacy concerns, Pana should consider examining
having a privacy Trustmark
on its site as Stanaland et al. (2011) states it reduces
consumers’ privacy concerns. Pana needs
to minimise the weaknesses and threats in the SWOT analysis
by ensuring to disclose necessary
information to the customers, adapt to third party vendor
changes and develop a consistent
customer experience online and offline.
Pana aims to achieve two set of goals based on the strengths and

opportunities identified in
the situation analysis. A bottom-up approach would allow Pana
to achieve the objectives and
goals aimed at ensuring strong brand image and awareness and
increase in revenue, as mapped
out in the ROI section of the social media audit. Hoffman and
Fodor (2010) state a bottom-up
approach could help a company achieve its desired potential
outcome in sales by taking
customers wants and needs into business consideration.
Mahoney (2016) established the
SMART (specific, measurable, attainable, and relevant)
framework to support organisations to
achieve their goals. Pana aims to achieve these objectives and
goals within the period of 12
months.
Goal 1: To increase brand awareness of Pana vegan chocolate
through social media contests
in the domestic market.
9

Objectives:
1. To increase an estimate of 10% month over month
engagement on Facebook and Instagram
with likes, shares and comments.
2. To increase the number of sales enquiries by 10% within 12
months, as measured by its
customer relationship management (CRM) tools.
3. To increase domestic sales of chocolates by 10% within 12
months, as measured by Google
Analytics
Goal 2: To build Pana’s reputation internationally as the
preferred choice for vegan chocolate
through promotional campaign.
Objectives:
1. To build brand awareness in each EU and UK markets by 5%
within 6 months through
tracking the engagement on social media platforms.
2. To increase number of sales in each EU and UK markets by
5% within 12 months,
as measured by Google Analytics

3. To increase the number of sales enquiries in each EU and UK
markets by 5%, as measured
by its customer relationship management (CRM) tools.
5. Marketing Strategy (Segmentation, Targeting
and Positioning)
The market segments for Pana’s marketing strategy were
developed following of the
international and domestic markets. As mentioned, Pana should
focus on the same three
markets because it is more cost efficient. Pervin et al. (2014)
states consumers of Western
countries have very similar buying behaviour. Hence, the
personas developed will be based on
the three markets mentioned.
5.1 Segmentation & Targeting
5.1.1 Segment One: Domestic Market (Australian market)
10
This segment is identified as the target segment that Pana can
position its marketing

strategy to increase brand awareness and subsequently drive
sales.
Geography
In geo-map shown in Appendix 3, 33% Australians specifically
search for ‘Pana
organic ice cream’ and it is further broken down into regions.
Predominantly the search comes
from Victoria, followed by Queensland, Western Australia and
New South Wales. In Appendix
4, Google Trends shows the type of Pana products with some
consumers specifically typing
the name of supermarket after. Pana is providing customers with
easy accessibility to its
products. Long-term, Pana can promote its products to regions
such as Northern Territory
and/or South Australia.
Demographics
In a recent survey by Euromonitor International (2020a), it is
shown that consumers in
the age groups, 20-29 and 40-49 have approximately 50% of
consumers who would look for
healthy ingredients in food and beverages, with majority stating
that they are vegans (See

Appendix 5). More than 50% of the respondents between the
ages 60 and above are would
often look for healthy ingredients and this is the segment that
highly likely to purchase
sustainably produced items as they are the most sustainable and
green segment (See Appendix
6).
Behaviour
In terms of behaviour, this report will focus on technology
behaviour among Australian
consumers. Appendix 7 and 8 show consumers between the ages
of 20-29 does the most online
shopping. Though consumers between the ages 40-49 and 60
and above spend more of their
time browsing online, they do not shop much online but instead
would do in-store shopping
instead.
Psychographics
Domestic consumers bare similar values with other consumers
in their demographic
groups that provides them with information reliability and/or
security.

11
5.1.2 Segment Two: International Market (UK & EU markets)
This segment is identified as the target segment that could
strengthen and build Pana’s
reputation and presence internationally.
Geography
In geo-map shown in Appendix 2, many consumers in both EU
and UK countries search
vegan chocolate. The data is reflected in Pana’s international
shipping information, with Pana
shipping to specific listed countries in EU and mainland UK
(Pana Organic 2020c). Pana also
provides shipping to other countries that are not listed as well.
Demographics
In a recent survey by Euromonitor International (2020b), it is
shown that consumers in
the age groups 20-29 and 60 and above have more than 50% of
consumers who would look for
healthy ingredients in food and beverages whereas the middle
age group of 40-49 are below
50%. The percentage vegans are fairly lower than the domestic
market, indicating that the UK

market are still relatively new to veganism. (See Appendix 9).
Unlike the Australian market,
results did not show that UK consumers are likely to purchase
sustainability produced products
(See Appendix 10).
Behaviour
In terms of behaviour, this report will focus on technology
behaviour among UK
consumers. Appendix 11 and 12 show consumers between the
ages of 20-29 does the most
online shopping and browsing through or updating their social
media. Consumers between the
ages 40-49 and 60 and above often spend their time browsing
online (See Appendix 13), these
are the segments that are not as price conscious as the younger
segments.
Psychographics
Appendix 10 shows the UK market sustainability values and
lifestyle is not strong.
Previous research in consumer buying behaviour indicates that
societal exposure reflects to
different consumption. For instance, veganism and sustainable
living is not promoted as

much in UK due to the lack of products availability or exposure,
and education among
12
consumers (Water 2018). This gives Pana an opportunity to not
only promote the product but
to educate consumers on the health benefits of vegan and
organic consumption.
5.2 Personas
The following personas presented represents both consumer
segments in the
mentioned international and domestic markets. The personas are
built from three age
groups that connects with Pana and how Pana can bridge with
the gap of consumer
behaviour by positioning itself strategically based on the
segmented target markets.
Figure 1: Customer Persona One Amanita, or Pana to target the
first consumer demographic
in the age group 20-30.

13
Figure 2: Customer Persona Two Wolfgang, for Pana to target
the first consumer
demographic in the age group 40-49
Figure 3: Customer Persona Three Jonas and Angelica, for Pana
to target the first
consumer demographic in the age group 60 and above
14
5.3 Positioning
Reviewing the competitor analysis (See: Situation Analysis),
Pana’s online value
proposition (OVP) is positioning itself as positioned itself a
sustainable brand to merge both
healthy yet eco-friendly (Anderson 2016) in the digital sphere.
Barbounis has intended to
position the company as a raw, organic chocolate that ‘Loves
your insides’ and ‘Loves the
earth’ (Morrows 2012) ad has been diligently promoted it since
the business started. Kietzmann
et al. (2011) presents the honeycomb framework of social media

that distinguishes seven
functional building blocks of social media as a business tool for
companies and the impacts or
implications on Pana’s business capabilities.
Social Media
Platforms
Functional building Blocks
(Kietmann et al. 2011)
Impact of Pana’s Capabilities
Instagram 1. Conversations
2. Relationships
3. Sharing
- Pana monitoring consumer engagement
- Pana build relations with its current and potential customers
- Pana able to share more recipes and customers experience
with its products
Facebook 1. Groups
2. Conversations
3. Sharing

- Pana identifying groups formed (i.e., People who share
similar interests in organic & vegan products)
- Pana monitoring engagement among consumers
- Pana managing and identifying what can be a potential viral
post
LinkedIn 1. Sharing
2. Reputation
3. Presence
- Pana sharing its promotional campaigns and activities that it
has been doing (i.e., CSR projects)
- Pana is able to build a reputation with its employees being
advocates of the brand
- Pana is able to build its presence
Website 1. Presence
2. Identity
- Pana cannot control cookies from third parties from other
platforms (Pana Organic 2020b)
- Since Pana uses Google Analytics, Pana should monitor and

identify, when and where the customers are coming from
Table 3: Honeycomb Framework
15
A brief summary of marketing mix is derived the table above to
help Pana target its segments.
Product - Both segments are health-conscious segments,
regardless of the age groups. Pana
should distinguish which type of products to target based on
different personas. For instance,
persona 3 tend to use Facebook often so Pana should push
promotional campaigns on the
platform of its range of spreads or recipe book.
Price - Pana priced its products in a moderate price range
comparatively to its competitors who
have highly priced their products.
Place - Pana should have the same product range across both
online and offline distribution
channels.

Promotion - Using the 3 mention platforms to market its
products as it can be considerably
more cost efficient.
6.1 Customer Contact Plan
Figure 4: Pana customer journey map
16
Table 4: Stages of the Pana Customer Journey Map
6.2 Key Brand Messages
Theme 1(Extrinsic
Motivation): Stand a chance to win a month’s supply of
chocolate
Duration: Months that have special sales
Platform: Facebook and Instagram (stories & posts)
Target Audience: All 3 personas in the domestic market
Theme 2 (Intrinsic

Motivation): Personalise your own chocolate
Duration:
Monthly campaign (but only to limit numbers of customers)
i.e. - Limited numbers of personalised chocolates per month
Platform: Facebook and Instagram (stories & posts)
Target Audience: All 3 personas in the international market
Theme 3 (Intrinsic
Motivation): Discover our recipe of the month…
Duration: Monthly
Platform: Facebook, Instagram, LinkedIn (stories & posts)
Target Audience: All 3 personas in both international and
domestic markets
Table 5: Framework for Pana’s marketing campaigns
Theme 1
The rationale behind this campaign is to essentially increase
sales for Pana in the
months that have (See part 7: Gantt Chart). To illustrates this,
Pana could use similar tactic as
Willy Wonka in Charlie and the Chocolate Factory. Extrinsic
motivation was used to entice
customers to buy more chocolates and in return a reward was

giving to the customers. This
naturally increased sales. Waters (2018) further notes that the
AU, UK and EU markets favours
17
Facebook and Instagram than other platforms. The campaign
will entail customers purchasing
chocolate bars and having a lucky winner to win a month’s
supply of Pana products. Instagram
and Facebook have tools such as the ‘Swipe Up’ and ‘Learn
More’ tool that Pana could link
the campaign for customers to participate. Pana should use the
concept as it blends with its
traditional in-store purchase efforts by utilising Facebook and
Instagram.
Theme 2 and Theme 3
Themes 2 and 3 ties into the intrinsic motivation of the
campaigns. Through the
campaigns, Pana could spark customers’ curiosity and fulfil
their purposes. This will create
brand awareness among customers who are seeking for vegan
products and entices customers
who are unaware of the brand (Di Domenico and Ryan 2017).

To illustrates this, customers
could personalise chocolate boxes through 2 simple pages that
the customer types his/her
name and chooses a desired image to be printed onto the box.
Pana already does short recipes
on Instagram and on Facebook. However, to create a bond
between customers and the brand,
Pana could have a short caption to encourage customers to
participate in creating luscious
desserts using their recipes. This will not only create brand
awareness, but it will allow Pana
to bridge across different groups of personas.
The following are examples brand message for Pana in relation
to the table above on
the 3 platforms:

18
i) Instagram
19
ii) Facebook
20

iii) LinkedIn
21
7. Activation and Measurement Plan
Figure 5: Gantt Chart for Pana social media in the next 12
months
The above Gantt chart is a timeline for the year 2021 which
highlights Pana’s suggested campaign activation plan
throughout the year.
The chart is further summarised to indicate what are the colour
representing and which campaign themes Pana should use in
order to maximise
profits throughout the year.
Colours on the Gantt chart Explanation
Dark orange and blue - Months that have special sales
- Campaign surrounding theme 1
- January: New Year’s/Back to School Sales
- February: Valentine’s Day Sales

- April: Easter Sales
- May: Mother’s Day
- August: Winter sales (only applicable to Australia
segment)
22
- November: Black Friday/Cyber Monday/Singles Day
sales
- December: Christmas/Boxing/year end sale
Light orange - Focus on campaigns surrounding theme 2 and 3
more
Yellow and green - SEO should be all year-round to target both
market
segments
- Pana’s should maintain the same in-house team to
monitor
- Campaigns surrounding theme 2 and 3 can be focus
here as well
The following shows a monitoring and measureme nt table for

all the social media platforms. To minimise costs, it is proposed
that Pana
should use the table to review outcomes for the purpose the
proposed marketing campaigns succession rate.
Marketing Activity Date of review Monitoring methods Ideal
Review outcomes for the next
12 months
Facebook Weekly Facebook Insights and Business to know
metrics
Google Analytics to know:
- Bounce rate
- Overall average visit length of all visitors
- Average time per page view
- Total number of visits
- 10% monthly growth on each
impressions & engagement
(likes, comments, shares)
- 20% visits to company website
from Facebook ads

- 12% increase on number of
wall response time
23
- 15% growth in number of
click-through-rate (CTR) of
links posted in posts
Instagram Weekly Instagram business analytics tool
- Monitor what people are saying about the
brand
- ROI reporting
Hootsuite to monitor
- Performance data
- Best times to publish
- Engage with customers
- Monitor messages/comments
- 10% monthly growth in

number of views of
view/photos
replies & comments
subscribers
profile/page views
click-through-rate (CTR) of
links posted in posts
LinkedIn Monthly LinkedIn business analytics tool
- Monitor what people are saying about the
brand
- ROI reporting

connections
recommendations
mentions
24
Hootsuite to monitor
- Performance data
- Best times to publish
- Engage with customers
- Monitor messages/comments
comments on posts
- 5% growth in number of click-
through-rate (CTR) of links

posted in posts
SEO to both UK &
AU websites
Monthly Google Analytics to track:
- Demographics and interest of website visitors
- Recency and frequency of visits (new or
returning visitors)
- Sources of website traffic (i.e. from domains
like Facebook etc)
- Where visitors travel within the website
unique visitors for each UK
and AU sites
- 20% growth in number of sales
for each UK and AU sites
enquiries for each UK and AU

sites
- Sustaining 10% of customers
retention
Table 6: Monitoring and Measurement for Pana
The below figures of the budget table are based on the rationale
of the lowest cost for all channels listened. It is calculated on
the basis of
a minimum average per day and derived from WebFx (2020)
estimated price list of the platforms (See Appendix 14 and 15).
The total estimated
25
budget for Pana for the next 12 months is $10,486.45. It will
optimally provide the business lower cost on customer
acquisition by optimising
the conversion rate (Di Fatta et al. 2018), following Pareto’s
80/20 rule. In the long run, it will be more cost effective for
Pana in the next 12
months if the suggested strategies were to be properly executed.
Month Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec
Marketing/Promotion

Other websites 150 150 150 150 150 150 150
Pana website - - - - - - - - - - - -
SEO Initiative 550 550 550 550 550 550 550 550 550 550 550
550
Facebook 30 30 7.19 30 30 7.19 7.19 30 7.19 7.19 30 30
LinkedIn 20 20 7.91 20 20 7.91 7.91 20 7.91 7.91 20 20
Instagram 50 50 6.59 50 50 6.59 6.59 50 6.59 6.59 50 50
Tools (Hootsuite) 169 169 169 169 169 169 169 169 169 169
169 169
Total 969 969 740.69 969 969 740.69 740.69 969 740.69 740.69
969 969
Table 7: Budget Table
In conclusion, by implementing this strategic social media
marketing plan will give Pana a potentially successful chance in
being the number one
vegan organic chocolate company in the world.
26
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29
9. Appendices
Appendix 1
Competitor Analysis - Pana Organic Direct Competition

30
Appendix 2
Compared Breakdown by Region based on the 3 search trends:
Vegan chocolate, Organic
Chocolate & Pana Organic in the past year
Source: Google Trends (2021)
31
Appendix 3
Graph and Geo-map of the 3 search trends: Vegan chocolate,
Organic Chocolate & Pana
Organic in the past year

Source: Google Trends (2021)
32
Appendix 4
Geo-map breakdown on 4 search trends: Vegan chocolate,
Organic Chocolate, Pana Organic, Pana Organic Double
Chocolate Ice Cream, Pana
Chocolate Pana Organic Hazelnut Chocolate Spread in the past
year
Source: Google Trends (2021
33
Appendix 5
Health: Dietary Restrictions by age based on Consumer
Behaviour in Australia

Source: Euromonitor International (2020a)
34
Appendix 6
Ethical life: Green Behaviours and Activism by age based on
Consumer Behaviour in

Australia
35
Appendix 7
Technology: Services accessed on a mobile phone by age based
on Consumer Behaviour in

Australia
36
Appendix 8
Home life: at home activities by age based on Consumer
Behaviour in Australia

37
Appendix 9
Health: Dietary Restrictions by age based on Consumer
Behaviour in United Kingdom

Source: Euromonitor International (2020b)
38
Appendix 10
Ethical life: Green Behaviours and Activism by age based on
Consumer Behaviour in United
Kingdom

39
Appendix 11
Technology: Services accessed on a mobile phone by age based
on Consumer Behaviour in
United Kingdom

40
Appendix 12
Technology: Mobile phone activities by age based on Consumer
Behaviour in United
Kingdom

41
Appendix 13
Home life: at home activities by age based on Consumer
Behaviour in United Kingdom

42
Appendix 14
How Much Does Social Media Advertising Cost in 2020?
Social Media
Platform
Min. Ad budget Ave.
Advertising
Cost (CPC)

Ave.
Advertising
Cost (CPM)
Facebook $1 per day for
impressions
$5 per day for
clicks, likes or
views
$15 per day to
website
diversion
$0.97 per click $7.19 per 1000
impressions
Instagram $1 per day for
impressions
$5 per day for
clicks, likes, or

views
$15 per day to
website
diversion
$3.55 per click $7.91 per 1000
impressions
LinkedIn $2 per click
$10 per day
$5.26 per click $6.59 per 1000
impressions
SEO (Google
ads)
$550 a month $1.50 per click N/A
Source: WebFx (2020)

43
Appendix 15
Hootsuite Plans
Source: Hootsuite 2021
3. Situation Analysis4. Goals and Objectives5. Marketing
Strategy (Segmentation, Targeting and Positioning)6.
Engagement and Content Strategy7. Activation and
Measurement Plan
CSE1OOF/CSE4OOF Class Implementation Assessment 2
Create an object-oriented design from a problem description,
document it with a UML diagram,
and implement that UML diagram as a working Java program
extra.life
+ power.up
=
umpvs.hitfuvb

Assigned to students Friday 8 April 2022
Due Sunday 1 May @ 11:55pm (end of Week 8)
Worth 15% of your final marks
No late submissions accepted
You will, using object-oriented principles, design a class from a
problem description,
document that design with a UML diagram, and implement it as
a working Java program.
Solving it will help you find the answer to life, the universe,
and everything! (It’s BQ, of course.)
Specifically, you are tasked with implementing a class that will
convert numbers to and from
base-26 (Hexaicosadecimal).
The Problem
You’ll all be familiar with our normal base-10 (decimal)
number system:
0, 1, 2, 3, 4, 5, 6, 7, 8, 9
You should also be familiar with base-2 (binary), in which there
are only two values:
0, 1

There are several other number systems that are important to
computer scientists, including
base-8 (octal):
0, 1, 2, 3, 4, 5, 6, 7
And base-16 (hexadecimal):
0, 1, 2, 3, 4, 5, 6, 7, 8, 9, a, b, c, d, e, f
I’ve got a typewriter on which, unfortunately, all the number
keys are broken. But I still want to
do maths! Luckily, all the letter keys work, so I’ve got a handy
set of 26 symbols laying around.
So I’m in luck: All I have to do is write out my numbers in
base-26 (hexaicosadecimal)!
a 0 h 7 o 14 v 21
b 1 i 8 p 15 w 22
c 2 j 9 q 16 x 23
d 3 k 10 r 17 y 24
e 4 l 11 s 18 z 25
f 5 m 12 t 19
g 6 n 13 u 20
Now, I’ve gotten pretty good at thinking in hexaicosadecimal,
but I keep getting bad grades in
maths because nobody else can understand it! Your job is to

help me out by writing a Java
program that can convert numbers from base-10 to base-26 and
vice versa.
Part I: Create your “test harness” (10 marks)
We’ll get to maths in a minute. First, you should create the
main() function that you can use to
test your program. Create a new class called
HexiacosadecimalNumber. Within that class,
create your main() function. The main function should behave
as follows:
First, it should ask the user to indicate what mode it should be
in. If the user types ‘h’ or ‘H’, the
program should ask them to input a hexaicosadecimal number
(that is, a String). The program
should then read that number into a variable, and print it back
to the command line (for now).
If the user types ‘d’ or ‘D’, the program should ask them to
input a decimal number (that is, a
double). The program should then read that number into a
variable, and print it back to the
command line (for now). If the user types ‘q’ or ‘Q’, the
program should exit. If the user types
anything else, the program should display the message
“INVALID INPUT”, and then prompt the
user again. The program should then ask the user again what
mode it should be in, and repeat
the process until the user types ‘q’ or ‘Q’ at the prompt.
To accomplish this, you will need to use a Scanner object in
combination with a loop containing

an if-else block.
Part II: Add your attributes and methods (10 marks)
Your HexaicosadecimalNumber class should know how to
express a number in both
hexaicosadecimal and decimal. To do this, it should have two
attributes: stringRepresentation
and doubleRepresentation. (What types should these variables
be, and what should their
access modifiers be?)
Your HexaicosadecimalNumber class should have two
constructors, both of which will
populate the two attributes appropriately. One will take as input
a String (representing a
number in hexaicosadecimal), and the other will take as input a
double. Both methods have to
populate both attributes.
You might now be thinking, “How do I populate both attributes
when I only have one
representation as input to the constructor?” You will need two
helper functions:
hexaicosadecimalStringToDouble(String in) and
doubleToHexaicosadecimalString(double in).
You should call these functions in your constructors as needed.
You should also override the toString() method of
HexaicosadecimalNumber. This is a special
method that belongs to Java’s Object() class, from which all
other classes – including
HexaicosadecimalNumber – are derived. The signature of the
toString() method is

public String toString()
As you can see from the method signature, this function is
public, takes no arguments, and
returns a String. This function is called automatically when an
object of that class is printed, for
example by System.out.println().The string should be in the
following format:
stringRepresentation (doubleRepresentation)
That is, if your hexaicosadecimal number object is named temp
and contains the value abcde
(for which the equivalent decimal representation is 19010.0;
check this later!), the result of
calling
System.out.println(temp)
should be
abcde (19010.0)
For the two “helper” functions -

doubleToHexaicosadecimalString(double in) – just have them
return “dummy” values for now.
(I.e. return 0.0 from the first function, and “NOT
IMPLEMENTED” from the second.) At this
point, you should have a complete working program (that
doesn’t do much). Compile and run
your program. If you encounter errors, fix them before
continuing.
Part III: Convert from a natural hexaicosadecimal number to a
double (15 marks)
Your next step is to convert a “natural” (that is, whole and zero
or positive) hexaicosadecimal
number to its equivalent decimal representation. (Where should
this code go? Hint: You
shouldn’t create any more methods than you already have.)
We’ll start with just natural
numbers for now to keep things simple, but eventually we’ll be
dealing with hexaicosadecimal
numbers that are floating point – like floating.point – and/or
negative – like -negative.
The algorithm for doing this might look something like:
accumulator = 0
for each character in the input String from left to right
baseValue = the integer equivalent of the current character
accumulator += baseValue * 26length of the whole String –
(index of the current character + 1)
return accumulator
This is relatively straightforward using appropriate methods

from the String class and the Math
class, but computing “the integer equivalent of a character” can
be a little bit tricky if you’ve
never seen it before.
One thing to note is that characters in Java use the Unicode
standard, which in turn contains
the ASCII standard (a table of ASCII characters can be found
here:
https://www.cs.cmu.edu/~pattis/15-
1XX/common/handouts/ascii.html)
Another thing to note is that characters in Java are equivalent to
their character code. (That is,
char c = ‘a’; is exactly the same as char c = 97.)
A third thing to note is that the characters in ASCII are
arranged in order. (That is, a = 97, b = 98,
c = 99…z = 122).
A fourth thing to note is that while ‘a’ (97) and ‘A’ (65) have
different character codes, you
already know a convenient function that can ensure that your
hexaicosadecimal string is all
lowercase (or all uppercase, if you prefer), regardless of how it
was typed in.
If you take all these points together, you should be able to
extract a single character from the

input string and convert it to its equivalent hexaicosadecimal
value (That is, a/A = 0, b/B = 1, c/C
= 2, … z/Z = 25) simply. (By “simply” I mean one or two short
lines of code; if you find yourself
wanting to use more than this, perhaps go back to the drawing
board.)
Part IV: Convert from a floating point hexaicosadecimal number
to a double (20 marks)
The next step is to expand our hexaicosadecimal converter to
take not just natural numbers,
but floating point (a/k/a rational) numbers. The good news is
that you’re already halfway done,
with your work from the previous section!
What you need to do is wrap your code from the previous
section in an if-else block. IF (the
input string does not contain a decimal point), do exactly what
you did before. IF (the input
string DOES contain a decimal point), do what you did before,
except where your code had “the
length of the whole string”, you’ll instead need “the length of
the part of the string that comes
before the decimal point.” That will get you the whole number
part of the number. Then you’ll
need a second loop that looks just at the part of the string that is
to the right of the decimal
point, and adds those values into the accumulator. (Hint:
Negative exponents correspond to
dividing instead of multiplying. That is, 10-1 = 0.1 and 26-1 =
0.03846, 10-2 = 0.01 and 26-1 =
0.001479, and so on.)
Part V: Convert from a NEGATIVE WHOLE NUMBER OR

FLOATING POINT hexaicosadecimal
number to a double (5 marks)
Extend your solution from Part VI to enable conversion of
NEGATIVE (that is, beginning with “-“)
hexaicosadecimal numbers to doubles.
Part VI: Convert from a double WITHOUT A FRACTIONAL
PART to a hexaicosadecimal string (15
marks)
Much like we did with the other method, we’re going to start by
solving this problem for the
situation of a double that does not have a fractional part – that
is, with nothing to the right of
the decimal point – and get that working first. Only then (in the
next section) will we proceed to
solve the general problem of doubles with a fractional part.
temp = the input double converted to an integer type
stringAccumulator = “”
while (temp > 0)
currValue = the remainder when temp is divided by 26
c = currValue converted to the corresponding ASCII value
put c at the beginning of stringAccumulator
temp = the quotient when temp is divided by 26
return stringAccumulator
(NOTE: doubles can contain much bigger values than integer
types like int or even long. For the
purposes of Part V, you can assume that the value of your

double safely fits within the integer
type you are using.)
(NOTE on NOTE: To figure out the maximum value that a
variable of a given type can take on,
you can use the equivalent class. For example, there is a class
Integer that provides
convenience methods for working with ints, a class Double for
working with doubles, a class
Long for working with longs, and so on.
Integer:
https://docs.oracle.com/javase/7/docs/api/java/lang/Integer.html
Double:
https://docs.oracle.com/javase/8/docs/api/java/lang/Double.html
Long:
https://docs.oracle.com/javase/8/docs/api/java/lang/Long.html
These classes have many useful methods for working with
values of the associated types. For
example, if you want to know the largest value that a variable of
a given type can hold, you can
access the CLASS_NAME.MAX_VALUE attribute – for
example, Integer.MAX_VALUE)
Part VII: Convert from a double WITH OR WITHOUT A
FRACTIONAL PART to a hexaicosadecimal
string (20 marks)
Again, we’re building on our solution from Part VI, in which we
solved for a double that did not
have a fractional part. We’re about to relax that restriction, so
now our input doubles can have

a fractional part as well as a whole number part.
First, we have to get the fractional part. In Part VI, we got the
whole number part by converting
the double to an integer type. To get the fractional part, all we
have to do is subtract the
integer from the double.
If the fractional part is zero, the solution is the same as in Part
VI. If the fractional part is NON-
zero, things get a bit trickier. There are multiple ways to solve
this problem, but the easiest one
is to essentially use the same method we did in Part V.
However, before we can use that same
algorithm, we have to convert the fractional part to a
corresponding integer type value. (For
example, if the fractional part was 0.25, the corresponding
integer type value would be 25; if
the fractional part was 0.12345, the corresponding integer type
value would be 12345. In short,
you need to move the decimal point to the right end of the
number.) If we could do that, we’d
be set; we’d just be able to run the algorithm from Part V once
on the whole number part, put a
“.” in the middle, and then run it again on the corresponding
integer for the fractional part.
I’m leaving the rest to you. There are a number of ways to
generate the corresponding integer
values for a fractional part. You have all the tools you need
already; it can be done in a handful
of lines with just a loop and basic Java mathematical operations.
(But a more elegant solution

might be found if you look into other Java classes, such as the
BigDecimal class…)
Part VIII: Convert from a NEGATIVE double WITH OR
WITHOUT A FRACTIONAL PART to a
hexaicosadecimal string (5 marks)
Extend your solution from Part VII to enable conversion of
negative doubles to
hexaicosadecimal strings.
[Assign2$java HexaicosademcailNumber
Please enter 'h' to convert from hexaicosadecmial to decimal, or
'd' to convert from decimal, or 'q' to quit:
h
Please enter your hexaicosadecmial number:
game
game (105772.0)
h
game.over
game.over (105772.56979141137)
h
-game
-game (-105772.0)
d
Please enter your decimal number:
1234

bvm (1234.0)
d
1234.5678
bvm.otvqzh (1234.5678)
d
-1234
-bvm (-1234.0)
h
bvm.otvq
bvm.otvq (1234.5677978712226)
s
INVALID INPUT
q

extra.life
+ power.up
=
umpvs.hitfuvb
The Problem
number system:
0, 1, 2, 3, 4, 5, 6, 7, 8, 9

0, 1
base-8 (octal):
0, 1, 2, 3, 4, 5, 6, 7
0, 1, 2, 3, 4, 5, 6, 7, 8, 9, a, b, c, d, e, f
a 0 h 7 o 14 v 21
b 1 i 8 p 15 w 22
c 2 j 9 q 16 x 23
d 3 k 10 r 17 y 24
e 4 l 11 s 18 z 25
f 5 m 12 t 19

g 6 n 13 u 20
vice versa.
as follows:

an if-else block.
helper functions:

following format:
calling
should be

abcde (19010.0)
continuing.
double (15 marks)
accumulator = 0
for each character in the input String from left to right
baseValue = the integer equivalent of the current character
accumulator += baseValue * 26length of the whole String –

(index of the current character + 1)
return accumulator
This is relatively straightforward using appropriate methods
from the String class and the Math
class, but computing “the integer equivalent of a character” can
be a little bit tricky if you’ve
never seen it before.
One thing to note is that characters in Java use the Unicode
standard, which in turn contains
the ASCII standard (a table of ASCII characters can be found
here:
https://www.cs.cmu.edu/~pattis/15-
1XX/common/handouts/ascii.html)
Another thing to note is that characters in Java are equivalent to
their character code. (That is,
char c = ‘a’; is exactly the same as char c = 97.)
A third thing to note is that the characters in ASCII are
arranged in order. (That is, a = 97, b = 98,
c = 99…z = 122).
A fourth thing to note is that while ‘a’ (97) and ‘A’ (65) have
different character codes, you
already know a convenient function that can ensure that your
hexaicosadecimal string is all
lowercase (or all uppercase, if you prefer), regardless of how it
was typed in.

If you take all these points together, you should be able to
extract a single character from the
input string and convert it to its equivalent hexaicosadecimal
value (That is, a/A = 0, b/B = 1, c/C
= 2, … z/Z = 25) simply. (By “simply” I mean one or two short
lines of code; if you find yourself
wanting to use more than this, perhaps go back to the drawing
board.)
Part IV: Convert from a floating point hexaicosadecimal number
to a double (20 marks)
The next step is to expand our hexaicosadecimal converter to
take not just natural numbers,
but floating point (a/k/a rational) numbers. The good news is
that you’re already halfway done,
with your work from the previous section!
What you need to do is wrap your code from the previous
section in an if-else block. IF (the
input string does not contain a decimal point), do exactly what
you did before. IF (the input
string DOES contain a decimal point), do what you did before,
except where your code had “the
length of the whole string”, you’ll instead need “the length of
the part of the string that comes
before the decimal point.” That will get you the whole number
part of the number. Then you’ll
need a second loop that looks just at the part of the string that is
to the right of the decimal
point, and adds those values into the accumulator. (Hint:

Negative exponents correspond to
dividing instead of multiplying. That is, 10-1 = 0.1 and 26-1 =
0.03846, 10-2 = 0.01 and 26-1 =
0.001479, and so on.)
Part V: Convert from a NEGATIVE WHOLE NUMBER OR
FLOATING POINT hexaicosadecimal
number to a double (5 marks)
Extend your solution from Part VI to enable conversion of
NEGATIVE (that is, beginning with “-“)
hexaicosadecimal numbers to doubles.
Part VI: Convert from a double WITHOUT A FRACTIONAL
PART to a hexaicosadecimal string (15
marks)
Much like we did with the other method, we’re going to start by
solving this problem for the
situation of a double that does not have a fractional part – that
is, with nothing to the right of
the decimal point – and get that working first. Only then (in the
next section) will we proceed to
solve the general problem of doubles with a fractional part.
temp = the input double converted to an integer type
stringAccumulator = “”
while (temp > 0)
currValue = the remainder when temp is divided by 26
c = currValue converted to the corresponding ASCII value
put c at the beginning of stringAccumulator
temp = the quotient when temp is divided by 26

return stringAccumulator
(NOTE: doubles can contain much bigger values than integer
types like int or even long. For the
purposes of Part V, you can assume that the value of your
double safely fits within the integer
type you are using.)
(NOTE on NOTE: To figure out the maximum value that a
variable of a given type can take on,
you can use the equivalent class. For example, there is a class
Integer that provides
convenience methods for working with ints, a class Double for
working with doubles, a class
Long for working with longs, and so on.
Integer:
https://docs.oracle.com/javase/7/docs/api/java/lang/Integer.html
Double:
https://docs.oracle.com/javase/8/docs/api/java/lang/Double.html
Long:
https://docs.oracle.com/javase/8/docs/api/java/lang/Long.html
These classes have many useful methods for working with
values of the associated types. For
example, if you want to know the largest value that a variable of
a given type can hold, you can
access the CLASS_NAME.MAX_VALUE attribute – for
example, Integer.MAX_VALUE)
Part VII: Convert from a double WITH OR WITHOUT A

FRACTIONAL PART to a hexaicosadecimal
string (20 marks)
Again, we’re building on our solution from Part VI, in which we
solved for a double that did not
have a fractional part. We’re about to relax that restriction, so
now our input doubles can have
a fractional part as well as a whole number part.
First, we have to get the fractional part. In Part VI, we got the
whole number part by converting
the double to an integer type. To get the fractional part, all we
have to do is subtract the
integer from the double.
If the fractional part is zero, the solution is the same as in Part
VI. If the fractional part is NON-
zero, things get a bit trickier. There are multiple ways to solve
this problem, but the easiest one
is to essentially use the same method we did in Part V.
However, before we can use that same
algorithm, we have to convert the fractional part to a
corresponding integer type value. (For
example, if the fractional part was 0.25, the corresponding
integer type value would be 25; if
the fractional part was 0.12345, the corresponding integer type
value would be 12345. In short,
you need to move the decimal point to the right end of the
number.) If we could do that, we’d
be set; we’d just be able to run the algorithm from Part V once
on the whole number part, put a
“.” in the middle, and then run it again on the corresponding
integer for the fractional part.

I’m leaving the rest to you. There are a number of ways to
generate the corresponding integer
values for a fractional part. You have all the tools you need
already; it can be done in a handful
of lines with just a loop and basic Java mathematical operations.
(But a more elegant solution
might be found if you look into other Java classes, such as the
BigDecimal class…)
Part VIII: Convert from a NEGATIVE double WITH OR
WITHOUT A FRACTIONAL PART to a
hexaicosadecimal string (5 marks)
Extend your solution from Part VII to enable conversion of
negative doubles to
hexaicosadecimal strings.
[Assign2$java HexaicosademcailNumber
h
game
game (105772.0)
h
game.over
game.over (105772.56979141137)
h
-game

-game (-105772.0)
d
1234
bvm (1234.0)
d
1234.5678
bvm.otvqzh (1234.5678)
d
-1234
-bvm (-1234.0)
h
bvm.otvq
bvm.otvq (1234.5677978712226)
s
INVALID INPUT
q

extra.life
+ power.up
=
umpvs.hitfuvb
The Problem

number system:
0, 1, 2, 3, 4, 5, 6, 7, 8, 9
0, 1
base-8 (octal):
0, 1, 2, 3, 4, 5, 6, 7
0, 1, 2, 3, 4, 5, 6, 7, 8, 9, a, b, c, d, e, f
a 0 h 7 o 14 v 21

b 1 i 8 p 15 w 22
c 2 j 9 q 16 x 23
d 3 k 10 r 17 y 24
e 4 l 11 s 18 z 25
f 5 m 12 t 19
g 6 n 13 u 20
vice versa.
as follows:

an if-else block.

helper functions:
following format:
calling

should be
abcde (19010.0)
continuing.
double (15 marks)

BUS2SMV Social Media and Visualisation Assessment 2 Socia

BUS2SMV Social Media and Visualisation Assessment 2 Socia

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