The Global Social Media Check-Up examined how the Global Fortune 100 are using popular social media platforms to communicate with their stakeholders.
The data for this study was collected between November 2009 and January 2010 among the top 100 companies of the 2009 Fortune Global 500 companies. Sample size for countries/regions: U.S. = 29 companies, Europe = 48 companies, Asia-Pacific = 20 companies, Latin America = 3 companies. Because of the low sample size for Latin America, data is only broken out for this region for overall activity rates. “Active” accounts have at least one post in the past 3 months. Outliers have been noted. Data was collected by Burson-Marsteller’s global research team.
The Global Social Media Check-up 2011 (Burson-Marsteller) - FEB2011Sociatria.com
Analiza (y compara con 2010) el uso que las 100 mayores empresas del mundo hacen de Facebook, Twitter, YouTube y blogs, con datos globales y por mercados. (En inglés)
Burson-Marsteller 2011 Global Social Media Check-upBurson-Marsteller
The Second Annual Burson-Marsteller Global Social Media Check-up examines the Fortune Global 100’s use of popular social networking platforms such as: Twitter, Facebook, YouTube, corporate blogs and other local and language-specific social networks.
The findings from an analysis by Burson-Marsteller and Proof Digital of the Fortune 100's use of Key Social Media Channels, including Twitter, Facebook Fan Pages and Blogs. Released: Summer 2009
Still Setting the Pace in Social Media: The First Longitudinal Study of Usage...Elizabeth Lupfer
This research shows that charitable organizations are still outpacing the business world and academia in their use of social media. In the latest study (2008) a remarkable eighty-nine percent of charitable organizations are using some form of social media including blogs, podcasts, message boards, social networking, video blogging and wikis. A majority (57%) of the organizations are blogging. Forty-five percent of those studied report social media is very important to their fundraising strategy. While these organizations are best known for their non-profit status and their fundraising campaigns, they demonstrate an acute, and still growing, awareness of the importance of Web 2.0 strategies in meeting their objectives.
The Global Social Media Check-up 2011 (Burson-Marsteller) - FEB2011Sociatria.com
Analiza (y compara con 2010) el uso que las 100 mayores empresas del mundo hacen de Facebook, Twitter, YouTube y blogs, con datos globales y por mercados. (En inglés)
Burson-Marsteller 2011 Global Social Media Check-upBurson-Marsteller
The Second Annual Burson-Marsteller Global Social Media Check-up examines the Fortune Global 100’s use of popular social networking platforms such as: Twitter, Facebook, YouTube, corporate blogs and other local and language-specific social networks.
The findings from an analysis by Burson-Marsteller and Proof Digital of the Fortune 100's use of Key Social Media Channels, including Twitter, Facebook Fan Pages and Blogs. Released: Summer 2009
Still Setting the Pace in Social Media: The First Longitudinal Study of Usage...Elizabeth Lupfer
This research shows that charitable organizations are still outpacing the business world and academia in their use of social media. In the latest study (2008) a remarkable eighty-nine percent of charitable organizations are using some form of social media including blogs, podcasts, message boards, social networking, video blogging and wikis. A majority (57%) of the organizations are blogging. Forty-five percent of those studied report social media is very important to their fundraising strategy. While these organizations are best known for their non-profit status and their fundraising campaigns, they demonstrate an acute, and still growing, awareness of the importance of Web 2.0 strategies in meeting their objectives.
By TNS' Global Rapid Growth & Emerging Markets Insights team
- Digital in rapid growth & emerging Markets
- Keys to succeeding in the traditional trade
- View from the Trenches: 10 things you won’t learn on Google
There is a 33-point gap between global trust in multinational companies based in developed markets (76 percent) and those in emerging markets (43 percent). The inaugural 2013 Emerging Markets Supplement to the Edelman Trust Barometer explores the unique trust challenges facing companies headquartered in emerging markets, with particular focus on those based in BRIC countries.
Learn more: http://edl.mn/17WUyOK
SMPS Build Business 2016 - Attack of the Drones! Adopting Disruptive TechnologyNathan C. Wood
Drones, laser scanning, and the cloud … OH MY! The technology revolution is happening in the A/E/C industry but are we prepared for it? Do we even know how it works? While the bells and whistles look awesome and our clients are amazed by what the technology can do, a major hurdle for firms is “people-first innovation”. Companies are not properly educated on how to capture the return on investment when it comes to cutting-edge technology. This session will discuss the risk associated with innovative technology, how marketing and business development can utilize the data to be client-centric, and how to get leadership on board with an implementation plan.
Megatrends, innovation and futureproofing.Mark McCrindle
Avoiding change fatigue and thriving amidst the chaos is the requirement of leaders today. Futureproofing requires us to not only observe the trends but to strategically respond to them. Futurist and data scientist Mark McCrindle analyses the top demographic and social trends to help us know the times.
Megatrends are strong global forces affecting everything and all life on our planet. By viewing the world from a distance and over several centuries, there are 8 global forces of change that stand out. They are: Population boom; Rapid urbanization; Ferocious consumption; Technology rush; Digital transformation; Global connectedness; Environmental degradation and Wealth inequality.
Harnessing the Power of Entrepreneurs to Open Innovationaccenture
Entrepreneurs and startups are crucial to economic growth and job creation. Yet despite the mythology that has built up around the disruptive power of startups, the overwhelming majority need to leverage the market presence and scale of larger, established enterprises if they are to be truly successful. Meanwhile, large companies are feeling pressure to innovate and become more entrepreneurial, yet find their culture and structures getting in the way. Large companies and entrepreneurs need to collaborate more effectively and take a journey towards more Open Innovation. But how?
This Accenture presentation was made to the G20 Young Entrepreneurs Alliance Summit, Istanbul, Turkey on September 8, 2015.
Tracxn Research - Industrial Robotics Landscape, February 2017Tracxn
A number of investments in 2016 were made by CVCs such as GE Ventures, Caterpillar, Medtronic, and Mitsubishi UFJ Capital, who envision robotic technology to be implemented in their area of expertise.
What's going on with robots? What's coming next? From drones to autonomous vehicles, service robots, social robots or toys, here is a fairly broad overview.
2016 Edelman TRUST BAROMETER - Global ResultsEdelman
Our 2016 Edelman TRUST BAROMETER revealed trust levels in all four institutions have reached its highest level since the Great Recession, with business receiving the largest increase in trust among both the informed public and the larger general population.
There is a growing trust disparity that has put business in a new situation of strength, a unique position that translates into an opportunity to help mend the trust divide.
For more information, visit www.edelman.com/trust2016
The ppt Sujoy and I made for the Psi Phi ( An Inter School Competition held by our School). Our Topic was Artificial Intelligence.
Credits:
Theme Images from ESET NOD32 (My Antivirus of Choice)
Backgrounds from SwimChick.net (Amazing designs here)
Credits Image from Full Metal Alchemist (One of my favorite Anime).
By TNS' Global Rapid Growth & Emerging Markets Insights team
- Digital in rapid growth & emerging Markets
- Keys to succeeding in the traditional trade
- View from the Trenches: 10 things you won’t learn on Google
There is a 33-point gap between global trust in multinational companies based in developed markets (76 percent) and those in emerging markets (43 percent). The inaugural 2013 Emerging Markets Supplement to the Edelman Trust Barometer explores the unique trust challenges facing companies headquartered in emerging markets, with particular focus on those based in BRIC countries.
Learn more: http://edl.mn/17WUyOK
SMPS Build Business 2016 - Attack of the Drones! Adopting Disruptive TechnologyNathan C. Wood
Drones, laser scanning, and the cloud … OH MY! The technology revolution is happening in the A/E/C industry but are we prepared for it? Do we even know how it works? While the bells and whistles look awesome and our clients are amazed by what the technology can do, a major hurdle for firms is “people-first innovation”. Companies are not properly educated on how to capture the return on investment when it comes to cutting-edge technology. This session will discuss the risk associated with innovative technology, how marketing and business development can utilize the data to be client-centric, and how to get leadership on board with an implementation plan.
Megatrends, innovation and futureproofing.Mark McCrindle
Avoiding change fatigue and thriving amidst the chaos is the requirement of leaders today. Futureproofing requires us to not only observe the trends but to strategically respond to them. Futurist and data scientist Mark McCrindle analyses the top demographic and social trends to help us know the times.
Megatrends are strong global forces affecting everything and all life on our planet. By viewing the world from a distance and over several centuries, there are 8 global forces of change that stand out. They are: Population boom; Rapid urbanization; Ferocious consumption; Technology rush; Digital transformation; Global connectedness; Environmental degradation and Wealth inequality.
Harnessing the Power of Entrepreneurs to Open Innovationaccenture
Entrepreneurs and startups are crucial to economic growth and job creation. Yet despite the mythology that has built up around the disruptive power of startups, the overwhelming majority need to leverage the market presence and scale of larger, established enterprises if they are to be truly successful. Meanwhile, large companies are feeling pressure to innovate and become more entrepreneurial, yet find their culture and structures getting in the way. Large companies and entrepreneurs need to collaborate more effectively and take a journey towards more Open Innovation. But how?
This Accenture presentation was made to the G20 Young Entrepreneurs Alliance Summit, Istanbul, Turkey on September 8, 2015.
Tracxn Research - Industrial Robotics Landscape, February 2017Tracxn
A number of investments in 2016 were made by CVCs such as GE Ventures, Caterpillar, Medtronic, and Mitsubishi UFJ Capital, who envision robotic technology to be implemented in their area of expertise.
What's going on with robots? What's coming next? From drones to autonomous vehicles, service robots, social robots or toys, here is a fairly broad overview.
2016 Edelman TRUST BAROMETER - Global ResultsEdelman
Our 2016 Edelman TRUST BAROMETER revealed trust levels in all four institutions have reached its highest level since the Great Recession, with business receiving the largest increase in trust among both the informed public and the larger general population.
There is a growing trust disparity that has put business in a new situation of strength, a unique position that translates into an opportunity to help mend the trust divide.
For more information, visit www.edelman.com/trust2016
The ppt Sujoy and I made for the Psi Phi ( An Inter School Competition held by our School). Our Topic was Artificial Intelligence.
Credits:
Theme Images from ESET NOD32 (My Antivirus of Choice)
Backgrounds from SwimChick.net (Amazing designs here)
Credits Image from Full Metal Alchemist (One of my favorite Anime).
This Presentation will give you an overview about Artificial Intelligence : definition, advantages , disadvantages , benefits , applications .
We hope it to be useful .
Il 69% delle società asiatiche utilizzano oggi almeno un media sociale per comunicare (+50% rispetto all’anno precedente). In Europa e Stati Uniti l’adozione rimane costante (rispettivamente 89% e 84%), ma cresce l’interattività dell’uso. Questi i risultati del secondo Social Media Check Up, una ricerca condotta da Burson-Marsteller
The results of this study are compared to last year’s Burson-Marsteller “Global Social Media Check-up 2010,” which analyzed the social media presence of companies on the 2009 Fortune Global 100 list. While there was a slight shift from last year in the companies on the Fortune Global 100 list, this did not have a significant impact on results.
The Burson-Marsteller Asia-Pacific Social Media Study is a review and analysis of social media activity by 120 major companies across 12 markets in Asia-Pacific; Australia, China, Hong Kong, India, Indonesia, Japan, Malaysia, Philippines, Singapore, South Korea, Taiwan and Thailand. The companies surveyed comprise the top 10 companies per country as ranked in the 2009 Wall Street Journal Asia 200 Index.
Webinar by Feedsy for Centrepoint Alliance:
- How having a social media can benefit your business
- Which social media profile(s) are right for your business
- How to make content more personal
- What you should expect from social media (and what you should not expect!)
- Techniques to manage and run your business' profiles
- Advertising 101 - how to get started with boosted posts
Provide the confidence for an advice based business to enter and thrive in the social media space.
Australians are increasingly turning to social media to communicate and network, with June 29 Sensis statistics revealing that 79% of us now have at least one social media profile, and 59% of us use it daily.
And it's not just young people. 86% of 40-49 year olds use social media regularly and 59% city-dwellers aged over 50 access social media every day.
So how can you make the jump with your business? Feedsy digital communications specialists will help you cut through the jargon in this informative and tangible workshop.
NIRI Capital Social Media and Investor Relations - January 6, 2010Darrell Heaps
Slides from a presentation I gave to the NIRI Capital Area Chapter on Jan 6, 2010. Some of the slides are repetitive from previous presentations. Includes an overview of the recent trends of how social media is being used for investor relations.
What are the most Important trends in Social Media for Public Relations and Marketing in 2015? Explaining how the social media landscape will continue to change and how especially the public relations field needs to adapt.
Reasons why smart marketers and business leaders need to pay close attention to the voice of the customer as a significant part of their business strategy.
Social Media Disclosure - Is Now the Time? - June 14, 2011Darrell Heaps
The use of social media by institutional and retail investors is growing at a significant rate. Companies that have embraced social media as a core element of their disclosure are seeing a substantial increase in awareness of their company and their ability to attract and influence investors.
Based on these findings, on June 14, 2011 Q4 sponsored a Lunch ‘n’ Learn session at the 2011 NIRI Annual Conference which sought to answer this question:
‘Is now the time for all companies to adopt social media disclosure and move beyond compliance to a more efficient and effective model of disclosure?’
“A Voice for Young Syrian Refugees,” a supplementary survey carried out alongside the 9th annual ASDA’A Burson-Marsteller Arab Youth Survey 2017 is focused on the hopes, concerns and aspirations of young Syrian refugees living as refugees in Jordan and Lebanon.
For the survey, the international polling company PSB Research conducted 400 face-to-face interviews of young Syrian refugees aged 18-24 years, split equally between men and women, who are living in refugee settlements in Jordan and Lebanon.
The full Arab Youth Survey 2017 consists of 3,500 face-to-face interviews with Arab men and women aged 18 to 24. Fieldwork was conducted from February 7 and March 7, 2017. The survey is the largest of its kind of the region’s largest demographic, and covers the six Gulf Cooperation Council states (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE), North Africa (Algeria, Egypt, Libya, Morocco, and Tunisia), the Levant (Iraq, Jordan, Lebanon and the Palestinian Territories) and Yemen. The Survey has not included Syria since 2011, due to the civil unrest in the country.
“ One of the essential questions facing sports organisations today is how to grow in an increasingly competitive and globalized market place while, at the same time, staying true to their roots and core values.” Burson-Marsteller, a leading strategic communications and public relations firm, has teamed up with international tour organiser Match IQ to get to the heart of this issue. We invited some of the thought leaders in the industry to give their expert insights on how best to engage with audiences abroad.
The “Making it in America: The View from America” survey developed by Burson-Marsteller and conducted by research firm PSB sheds light on Americans’ sentiments about the current state of the economy, as well as their feelings about the future.
From June 1-5, 2017, PSB conducted 1500 interviews with a General Population Survey*. The margin of error for the total sample is +/- 2.53% and larger for subgroups. The data was weighted to be nationally representative.
This survey builds off the June 2017 Executive Survey* by McKinsey & Company, which surveyed 259 U.S. Business Leaders representing the full range of regions, industries, company sizes, functional specialties, and tenures.
*Please note that within the survey findings, the terminology “Americans” and “American Population” refers to the General Population Survey and “Business Leaders” refers to the Executive Survey.
Each year in March, China’s leaders meet at the Lianghui, or “Two Sessions,” in Beijing to discuss policies and progress, review the government work plan and approve the national budget for the coming year. This year’s sessions were significant as the final meetings before the upcoming leadership transitions – which have even greater significance for China’s ongoing reform. There was an emphasis on stability, continuity and a gradual adjustment of the growth model. In what may be his final work report, Premier Li Keqiang pledged to deepen reforms, restructure the economy and improve people’s well-being. This was again largely in line with the themes set out in the Third Plenum of the 18th Communist Party Congress in 2013. The significance of the upcoming leadership transition was highlighted by the focus of commentators on the potential meaning of remarks by the Premier at the conclusion of his annual work report: “See you again, if there’s a chance.” In the document below, Burson-Marsteller’s analysts examine the outcomes of this year’s Two Sessions, and outline considerations for global companies in China in the current period of transformation.
Burson-Marsteller, in partnership with Penn Schoen Berland (PSB), interviewed business decision-makers about the value and challenges of various platforms – specifically conferences and events, corporate awards and rankings, and digital and social channels. Our research sought to identify which platforms are most relevant today, and which emerging platforms companies are gravitating toward to reach and influence stakeholders in the future.
Burson-Marsteller, in partnership with Penn Schoen Berland (PSB), interviewed business decision-makers about the value and challenges of various platforms – specifically conferences and events, corporate awards and rankings, and digital and social channels. Our research sought to identify which platforms are most relevant today, and which emerging platforms companies are gravitating toward to reach and influence stakeholders in the future.
Gender Equality Conversations Survey: The Issues and PlatformsBurson-Marsteller
The Gender Equality Conversations Survey: The Issues and Platforms was conducted by Penn Schoen Berland (PSB) in partnership with Burson-Marsteller Advantage Women. The survey demonstrates how communications has played an important role in the advancement of gender equality throughout history and fueled policy battles and held businesses accountable for equality in the workplace.
The survey showcases beliefs about the importance of speaking out on women’s issues, the most effective ways to be vocal, the platforms audiences use to stay informed and the persistent challenges women face in the workplace.
The data encourages us to continue to explore how communication tactics around gender equality milestones have and will propel women’s issues to the forefront of political and corporate agendas.
Continue the conversation with us on Twitter using the hashtags #BursonTogether and #BMAdvantageWomen.
Friending in High Places: Business Leaders On Facebook and InstagramBurson-Marsteller
Executive engagement on social media has become an integral part of the corporate communication mix, and Facebook and Instagram are making their way into executive floors and boardrooms of many global companies. For the last six years, Burson-Marsteller has studied how heads of state, governments and international organizations use social media
channels. For the last two years, it has produced reports specifically about world leaders’ use of Facebook. This year, in addition to studying world leaders, Burson-Marsteller conducted this study of business leaders to see how they connect with their audiences on Facebook and
Instagram.
The findings described here are based on a survey conducted by Penn Schoen Berland (PSB) in partnership with Burson-Marsteller and Fan Experience from January 18th-21st, 2017. The survey was conducted
online among a national sample of N=1000 people who plan to watch the Super Bowl this year and who watched the Super Bowl last year. Additional information available upon request.
The Burson-Marsteller Age of Trump Technology Policy SurveyBurson-Marsteller
Research for The Burson-Marsteller Age of Trump Technology Policy Survey was conducted by Penn Schoen Berland (PSB) on behalf of Burson-Marsteller to explore attitudes and perceptions about the future of the technology industry. To meet these objectives, PSB conducted an online quantitative study from December 6th to December 13th, 2016 among Technology Elite (n=504) and General Public respondents (n=1000).
All Technology Elites are age 25+ with at least a college education, have a household income of $100,000+ in the coastal regions and $75,000+ in the heartland, live within 30 miles of a city with a significant technology industry presence reflecting a mix of established and start-up technology firms, and follow news about technology closely. The margin of error for the Technology Elites total sample is +/- 4.3% and larger for subgroups. The margin of error for the General Public total sample is +/- 3.00% and larger for subgroups.
Just over 100 days have passed since Theresa May crossed the threshold of Ten Downing Street and we have learned this government is starkly different from its recent predecessors in tone and operation.
Burson Latino leverages our experts, their experience and Burson-Marsteller’s strategic communications approach and innovative tools to help clients connect and engage with the dynamic and fast-growing U.S. Hispanic population. We build carefully tailored, insight-driven programming that goes beyond a simple translation of messaging.
The Latino Vote: Surprising Sentiments on Issues and Candidates is Burson Latino’s latest survey on how Latino registered voters feel about the candidates and the issues at stake in the primary elections. The survey of 1,300 registered Latino voters nationwide was conducted from Jan. 29 to Feb. 6, 2016, in collaboration with Research Now, New American Dimensions and the Center for Multicultural Science.
World Leaders on Periscope is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of Periscope channels of governments and world leaders.
World Leaders on LinkedIn is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of 154 LinkedIn pages and profiles.
World Leaders on Vine is Burson-Marsteller’s latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller’s highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study has been expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine.
Burson-Marsteller has identified a total of 47 Vine channels, most of which have been verified by Twitter and carry a green verification mark. Only 19 of these channels are active and the rest are either dormant for more than a year, or have never posted a Vine.
World Leaders on YouTube is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study, now in its fifth year. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube and more niche digital diplomacy platforms such as Snapchat, LinkedIn, Google+ and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
World Leaders on Instagram is Burson-Marsteller's latest research into how world leaders, governments and international organizations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube, Google+ and more niche digital diplomacy platforms such as Snapchat and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
World Leaders on Facebook is Burson-Marsteller's latest research into how world leaders, governments and international organisations communicate via social media. The research builds on Burson-Marsteller's highly acclaimed annual Twiplomacy study. Initially focused solely on Twitter, the 2016 study is being expanded to other social media platforms including Facebook, Instagram, YouTube, Google+ and more niche digital diplomacy platforms such as Snapchat and Vine. An analysis of each separate platform will be released each month in the run up to the publication of the complete Twiplomacy study in May 2016.
The A-Generation Study, carried out by Burson-Marsteller Africa, showcases six trends that reflect the new attitudes and changing priorities of African youth in 2016. Findings show that young cosmopolitan Africans are taking a bold approach to creating their own futures empowered by a new, technology-enabled world order and the loosening of previously restrictive social hierarchies.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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2. Methodology
• The sample was the companies on the Fortune Global 100 list. The sample
breaks down as follows:
• 29 U.S. companies
• 48 European companies
• 20 Asia-Pacific companies
• 3 Latin American companies. (Because of the small sample size, results for the 3 Latin American
companies is included in the overall results, but this data is not broken out in the detailed analysis.)
• Data was collected between November 2009 and January 2010.
• “Active” accounts have at least one post in the past 3 months.
• Outliers have been noted.
• Data was collected by Burson-Marsteller’s global research team.
Burson-Marsteller Evidence-Based Communications 2
3. Most Global Companies Use At Least One Social Media Platform
More than one-half (79%) of the top 100 companies in the Fortune Global 500 index
are using at least one of the social media platforms (Twitter, Facebook, YouTube or
corporate blogs) considered in this study.
Burson-Marsteller Evidence-Based Communications 3
4. Not Many Global Companies Use all Platforms Simultaneously
Only 20% of the major international companies are utilizing all four platforms to
engage with stakeholders.
Global Companies Using All Four Platforms
30% 28%
25%
25%
20%
20%
15%
15%
10%
5%
0%
Total U.S. Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 4
5. Global Companies Find Value from Engaging in Social Media
Twitter is the most popular social media tool among Fortune Global 100 companies, with
almost two-thirds (65%) having a presence on the social network. At least one-half are
reaching audiences through Facebook (54%) and YouTube (50%). One-third maintain
corporate blogs.
Percentage of Fortune Global 100 Companies with...
70% 65%
60% 54%
50%
50%
40% 33%
30%
20%
10%
0%
Twitter accounts Facebook fan pages YouTube channels Corporate blogs
Burson-Marsteller Evidence-Based Communications 5
6. Those Who Are Active Have Multiple Accounts in Each Channel
Global companies with Twitter accounts have an average of 4.2 accounts each, and AT&T, Nokia
and Samsung have at least 15 accounts each. The number of blogs is also high, driven up by
companies that have multiple blogs on their websites. Most often these blogs are all accessible
from a single page on the company website, providing a consistent look and tone of the blogs,
even if the subject matter of the blogs varies.
Number of Accounts Per Company
5
4.2 4.2
4
3
2.1
2 1.6
1
0
Twitter accounts Facebook fan YouTube Corporate blogs
pages channels
Base = companies with at least one account
Burson-Marsteller Evidence-Based Communications 6
7. Companies Recognize Value in Frequent and Sustained Engagement
Many companies have high activity levels on social networking sites. The vast majority
with active Twitter accounts (82%) have tweeted in the past week and at a high volume
(average of 27 tweets each). Fifty-nine percent have posted on their Facebook fan
pages, 68% posted YouTube videos and 36% blogged.
Frequency and Volume of Social Media Participation
Social Media site Frequency of Activity Percent with Activity # of posts
Twitter Past week 82% 27 tweets
Facebook Past week 59% 3.6 posts
YouTube Past month 68% 10 videos
Blog Past month 36% 7 blog posts
Burson-Marsteller Evidence-Based Communications 7
9. Over 70% in the U.S. and Europe Have Twitter Presence
Almost two-thirds (65%) of the Fortune Global 100 have Twitter accounts, including similar
percentages in the U.S. (72%) and Europe (71%). The average is driven down by Asian
companies with only 40% on Twitter; Asian companies primarily use social media to
communicate with their Western stakeholders.
Twitter Accounts
80% 72% 71%
65% 67%
60%
40%
40%
20%
0%
Total U.S. Europe Asia-Pacific LatAm
Burson-Marsteller Evidence-Based Communications 9
10. Companies in all Regions are Talking on Twitter
The high volume of activity includes news, promotional information, product information,
relevant research, customer service and, to a lesser extent, HR postings.
Fortune Global 100 Activity on Twitter in Past Week
Total U.S. Europe Asia-Pacific
Percentage of Fortune Global 100
82% 82% 82% 84%
Accounts with tweets
Average Number of tweets 27 25 30 28
Burson-Marsteller Evidence-Based Communications 10
11. What Companies are Talking About on Twitter
Deutsche
Telekom Fiat UK used
uses @FIAT_UK for
@deutsch events and
eteteleko promotions like
m for Pink My Ride.
announcem
ents and
news.
The Home Depot
customer care team
uses
@HomeDepot for
customer service
purposes.
Burson-Marsteller Evidence-Based Communications 11
12. Stakeholders Want to Hear What Companies are Saying
Companies in each region have an average of at least 1,000 followers for each account, with
an overall average of 1,479 accounts, indicating that stakeholders want to hear what
companies have to say on Twitter. Forty-two percent of global companies are being tweeted
about. Particularly, almost one-half (48%) of U.S. companies are being tweeted about.
Interest in Companies on Twitter
Total U.S. Europe Asia-Pacific
Number of Followers Per Account 1,489 1,732 1,081 1,769
Percentage of Fortune 100 Companies
42% 48% 36% 33%
that Twitterers are Tweeting About
Burson-Marsteller Evidence-Based Communications 12
13. Companies are Responding to Others
While some companies are just using social media as another channel to disseminate
information, many are participating in dialogue with stakeholders. Thirty-eight percent of
companies are responding to people’s tweets. About one-third (32%) are retweeting
comments from others, particularly American companies (41%).
Corporate Responses and Retweets
60%
49%
43% 41%
40% 38%
32%
25% 23% 28%
20%
0%
Total U.S. Europe Asia-Pacific
Percent Responding to People's Tweets Percent Retweeting
Burson-Marsteller Evidence-Based Communications 13
14. Companies are Also Participating
Volkswagen’s @Volkswagen, run by their US
PR department, engages in conversations with
other users.
Verizon Communication’s @VerizonCareers
retweets content to help followers.
Burson-Marsteller Evidence-Based Communications 14
15. Companies are Also Following Others
Not only are companies responding to people’s tweets, they are taking the initiative to
follow others, building a more symbiotic relationship with Twitter users. In general,
companies have more followers than people they are following.
Number of Users Companies Follow
1,000 899
871
800 731
600
429
400
200
0
Total U.S. Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 15
16. Companies on Twitter Have Multiple Active Accounts
Often activity on Twitter is led by a sub-division of the company or a regional office,
and not by the corporate headquarters. Many of the Fortune Global 100 companies
have multiple Twitter accounts; Samsung has at least 18 accounts and LG has 14, both
driving up the Asia-Pacific average of 5.4 accounts.
Number of Twitter Accounts Per Company
7 6.6
6 5.4
5
4.2
4
3 2.7
2
1
0
Total U.S. Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 16
17. Companies on Twitter Have Multiple Active Accounts
For example, AT&T has multiple accounts for consumer information, corporate news,
local search, different communities and business information.
Burson-Marsteller Evidence-Based Communications 17
19. Over Half of Fortune Global 100 Companies Have Facebook Fan Pages
U.S. companies are the most prominent on Facebook, with over two-thirds (69%) having fan
pages. A lower percentage of European companies – albeit over half of them (52%) – have fan
pages. Lower percentages of Asian and Latin American companies are on Facebook. Asian
company Facebook fan pages are focused on Western stakeholders, not their local audiences.
Facebook Fan Pages
80%
69%
60% 54% 52%
40%
40% 33%
20%
0%
Total U.S Europe Asia-Pacific LatAm
Burson-Marsteller Evidence-Based Communications 19
20. Companies With Fan Pages are Fairly Engaged
Well over one-half (59%) of companies posted on their Facebook fan page in the past week,
and a much higher percentage of European companies had posts (82%). Companies in
Europe also posted more frequently (average of 5 posts in the past week) compared with the
overall average (3.6 posts). Most company postings are about general company news, and
product/promotion news that would be targeted to consumers.
Activity on Fan Pages in Past Week
Total U.S. Europe Asia-Pacific
Percentage of Fortune 100 Fan Pages with
59% 46% 82% 51%
Posts
Average Number of Posts 3.6 2.1 5.0 3.8
Burson-Marsteller Evidence-Based Communications 20
21. Corporate Fan Pages Have Tens of Thousands of Fans
The vast number of fans per page (average 40,884) demonstrates that people do want to
engage with companies on Facebook.
Number of Fans
60,000
53,941
50,000 46,400
40,884
40,000
30,000
23,971
20,000
10,000
-
Total U.S Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 21
22. Fan Pages Provide Venues for Fans to Voice Opinions
Many of the fans are active on the company pages, with 51% of the pages having “likes” from
fans in the past week and 43% having fan-initiated posts. Facebook fan pages have a unique
ability for allowing company stakeholders to initiate comments and present opinions in a
single location for both the company and other stakeholders to see. Many comments are
positive (i.e., “Love this!”) and some are specific complaints about products (many with
company responses).
Facebook Fan Activity on Corporate Fan Pages
Burson-Marsteller Evidence-Based Communications 22
23. Fan Pages Provide Venues for Fans to Voice Opinions
Vodafone UK’s 183,532 fans “like” and
comment on posts.
Target has 879,613 fans who like to
interact and post on the company’s page.
Burson-Marsteller Evidence-Based Communications 23
24. Companies Have Multiple Fan Pages
As with Twitter accounts, some companies have multiple fan pages. Within one company there
may be fan pages managed by different parts of the company, such as a regional division, a
product division, or a research division. Asia’s average is driven up by Sony which has at least
15 fan pages.
Number of Facebook Fan Pages per Company
6
4.9
4
2.1 1.9
2 1.6
0
Total U.S. Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 24
25. Companies Have Multiple Fan Pages
Sony has different fan
pages for different
products and divisions.
Burson-Marsteller Evidence-Based Communications 25
27. U.S. Companies are Most Likely to Have YouTube Channels
Fifty-nine percent of U.S. companies in the Fortune Global 100 have YouTube channels
compared with 52% in Europe, 35% in Asia-Pacific and 33% in Latin America.
Entertainment/electronics and auto companies are most likely to have YouTube channels.
Proportion of Companies with YouTube Channels
70%
59%
60%
50% 52%
50%
40% 35% 33%
30%
20%
10%
0%
Total U.S. Europe Asia-Pacific LatAm
Burson-Marsteller Evidence-Based Communications 27
28. Companies are Actively Adding Videos to Their Channels
The majority of companies (68%) with YouTube channels have added videos in the past
month.
YouTube Activity in the Past Month
Total U.S. Europe Asia-Pacific
Percentage of Channels with
68% 77% 62% 71%
Posts
Average Number of Videos
10 12 10 5
Posted
Burson-Marsteller Evidence-Based Communications 28
29. Viewers Want to See Videos from Companies
Viewers are actively watching corporate videos. There was an average of 38,958 views per
video channel. Many viewers also maintain a relationship with the company via YouTube,
with an average of 452 subscribers per channel and 54% of the channels boasting
comments from viewers.
Viewer Activity on YouTube
Total U.S. Europe Asia-Pacific
Subscribers Per Channel* 452 576 389 383
Video Views Per Channel* 38,958 49,027 19,912 73,456
Percentage of Channels with Comments
54% 50% 52% 71%
from Viewers
*outliers have been removed
Burson-Marsteller Evidence-Based Communications 29
30. Global 100 Companies on YouTube
Companies like BMW are frequently
uploading videos to keep consumers
entertained.
BMW’s videos elicit comments and
engagement from fans.
Burson-Marsteller Evidence-Based Communications 30
31. Companies Have Multiple YouTube Channels
Companies with YouTube channels have more than one. While Asia-Pacific companies
in the Fortune 100 are least likely to have a YouTube channel, those that do (i.e., LG,
Sony and Hyundai) have more than one.
Number of YouTube Channels per Company
3
2.0
2 1.6 1.7
1.3
1
0
Total U.S. Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 31
33. Blogs Are More Popular In Asia-Pacific
One-third of the Fortune Global 100 companies have active blogs. Corporate blogs are even
more popular in Asia-Pacific, partly because Asian corporations are still more comfortable
with online communications where they can closely manage the conversation.
60% Global 100 Companies with Blogs
50%
40% 34%
33% 33%
25%
20%
0%
Total U.S. Europe Asia-Pacific LatAm
Burson-Marsteller Evidence-Based Communications 33
34. Frequency of Blog Posts Varies Greatly
Companies with blogs publish updates with a variety of frequencies. Only 11% of active U.S.
company blogs had posts in the past three months as compared to 83% of European blogs and
77% of Asia-Pacific blogs. The U.S. blogs also had fewer blog posts. However, 90% of the U.S.
blogs had responses from readers demonstrating that they found the blog content engaging,
even if it was relatively infrequent.
Blog Activity in The Past Month
Total U.S. Europe Asia-Pacific
Percentage of Blogs with Posts* 36% 11% 83% 77%
Average Number of Blog Posts 7 3 10 14
Percentage of Blogs with Comments to Posts 76% 90% 73% 71%
*An active blog was defined as one with at least one post in the past 3 months. Burson-Marsteller Evidence-Based Communications 34
35. Those With Blogs Have Multiple Blogs
As with other forms of social media, companies that have blogs tend to have multiple blogs.
Multiple blogs allow multiple voices from the company to demonstrate expertise in their
specialty area.
Number of Corporate Blogs Per Company
10
8.9
8
6
4.2
4 3.1
2 1.5
0
Total U.S. Europe Asia-Pacific
Burson-Marsteller Evidence-Based Communications 35
37. 1. Monitor Your Own – And Competitors - Social Media Presence
• There are software platforms available that allow you to not only monitor
content but also track influence and sentiment.
• Conduct frequent searches on Twitter, Facebook, YouTube and via online
search to see what your stakeholders are saying about you – and also what
stakeholders find when they seek you out.
• Analyze the chatter about your company. It is valuable data that can serve
as a focus group of thousands to help you define your messaging moving
forward.
• Also, monitor what is being said about your competitors. Recognize that
this information is critical to managing the company’s reputation online.
• If you find corporate accounts developed by your employees, brands or
business units identify the source and ensure that the account is aligned
with your overall Corporate Social Media Strategy
Burson-Marsteller Evidence-Based Communications 37
38. 2. Get Top Management “Buy In”
• Encourage senior management to be aware of – and, optimally, participate
in social media - to foster appropriate participation by employees on behalf
of the company. Setting a positive example is the best method of social
media leadership.
Burson-Marsteller Evidence-Based Communications 38
39. 3. Develop a Social Media Strategy
• Base the strategy on overarching business objectives.
• Ensure a cohesive brand voice and corporate message.
• Establish the strategy on continuous social media involvement, not just
“campaigns.” The social media dialogue is on-going and your presence must
be constant also.
• Include resourcing and budget into the strategy that reflect a commitment
to continuous engagement in and measurement of social media.
• Conduct a Social Media Check-up to validate the organization’s current
online positioning. From there, it becomes more intuitive to develop a
strategy that meets business goals and is measurable.
Burson-Marsteller Evidence-Based Communications 39
40. 4. Define and Publish a Social Media Policy
• Acknowledge that the company realizes social media is becoming a critical
part of the way people communicate.
• Provide parameters for employees to engage in social media on behalf of
the business and define the implications around their participation.
• Allow for flexibility and creativity within a framework to give employees
critical guidance to leverage social media on behalf of the company.
• Ensure that employees understand both the policy and the strategy and
have resources available if and when they have questions
Burson-Marsteller Evidence-Based Communications 40
41. 5. Develop an Internal Structure
• Ensure your employees understand both the policy and the strategy and
have resources to turn to if and when they have questions.
• Have a well defined structure around social media management within the
organization. For some organizations that may involve one employee in the
communications function who is the known manager of your social media
strategy. In others it may involve a task-force approach with several
employees taking responsibility for different areas.
• Avoid an onerous process for your organization’s social media involvement,
but have simple guidelines that are flexible within the established
framework can prevent a chaotic social media presence.
Burson-Marsteller Evidence-Based Communications 41
42. 6. Contribute to the Community
• Take your cues from what stakeholders seem to be asking for and let them
influence your presence. For example, if consumers are asking about
product specifications online, create a Twitter account with updates about
new products and product hints and tips. If stakeholders are complaining
about product and service issues, develop a social media channel to receive
and respond to these issues.
• Use an authentic personal tone and provide content that is of value to
users. This involves creating content that contributes to the community and
helps them meet their needs as opposed to always providing content that is
marketing or promotional in nature. If your social media presence is
organized and consistent, stakeholders will find you and turn to you as a
resource.
Burson-Marsteller Evidence-Based Communications 42
43. 7. Participate in Good Times and in Bad
• Leverage negative feedback from stakeholders as an opportunity to share
the company’s point of view or set the record straight. While there may be
instances where a company should refrain from commenting, in general
stakeholders will be more impressed to know the company is listening to
complaints and trying to rectify problems.
• Develop a process in advance that defines how and when to respond to
negative content or misinformation posted in social media. This may involve
assessing influence of the social media site, the reach of the content, the
authority of the author, or the tone of the dialogue and then deciding
whether or not to proceed.
• Do not leave incorrect information unchallenged. Social media content is
highly searchable and can live forever. More often than not, responding
provides a mechanism to “be on the record” and ensures that others who
access the content also learn your point of view.
Burson-Marsteller Evidence-Based Communications 43
44. 8. Be Prepared to Respond in Real Time
• Be prepared to respond to a social media crisis immediately. The social
media conversation takes place in real time, and even 24 hours may be too
long to address a viral chain of negative dialogue about your brand.
Responding immediately can stave off reputation damage that may take
months to repair.
• Consider running a social media crisis simulation to put your crisis response
strategy to the test.
Burson-Marsteller Evidence-Based Communications 44
45. 9. Measure the Impact of Your Social Media Engagement
• Determine key metrics to track, such as numbers of followers, types of
comments from stakeholders, tone of comments, in order to gauge how
well your social media strategy is working.
• Conduct research with stakeholders to determine how your message is
coming across and if stakeholders are finding the company responsive via
social media channels.
• Consider social media engagement as another part of the marketing and
communications mix and incorporate social media measurement in the
organization’s broader measurement of overall brand reputation and sales.
Burson-Marsteller Evidence-Based Communications 45
46. Contacts
United States: Latin America: EMEA:
Erin Byrne Felix Leander Daniel Jorg
Chief Digital Strategist Digital Strategist EMEA Digital Practice Lead
212.614.4824 (305) 347-4392 +41313567362
Felix.Leander@BM.com Daniel.Jorg@bm.com
erin.byrne@proofdigitalmedia.com
www.Twitter.com/fleander www.twitter.com/danieljoerg
www.twitter.com/erinbyrne
Unites States: Asia Pacific:
B.L. Ochman Charles Pownall
Managing Director of Emerging Media Digital Strategist
Proof Integrated Media 65 6829 9350
b.l.ochman@proofdigitalmedia.com Digital Strategist
www.twitter.com/whatsnext Charles.Pownall@bm.com
www.twitter.com/cpownall
Burson-Marsteller Evidence-Based Communications 46