This document provides recommendations for United Way Allegheny County's (UWAC) social media strategic plan based on an analysis of UWAC's current online presence. It identifies key frameworks for developing strategies, including a user behavior model to understand how to engage users from awareness to advocacy, and a social media management model to improve internal practices. Recommendations include measuring social media volume to strengthen presence, activities to increase engagement, and performance to improve impact. Holistic measurement across channels is suggested to require additional technology or expert support. The document aims to provide direction to foster donors and elevate engagement through UWAC's social media presence.
The document discusses infrastructure financing challenges and opportunities. It notes that over 1 billion people lack access to electricity and clean water. Meeting global infrastructure needs presents financing challenges but also opportunities to involve private investors through public-private partnerships. Sustainable infrastructure is important for achieving economic growth while reducing poverty and environmental impacts. A variety of public and private financing sources can be tapped, including development banks, bonds, equity and loans. Coordination between public and private partners is important to leverage private financing cost-effectively for sustainable development goals.
The document provides five tips for creating an effective PowerPoint presentation: 1) Know your audience and tailor the presentation to them, 2) Use images more than text as images are better remembered, 3) Keep the presentation short and simple, 4) Make sure the text is large enough to be seen clearly, and 5) Choose colors carefully so they enhance the message without being distracting. The tips are meant to make the presentation engaging and ensure the audience understands the key points.
This document discusses current concepts in hypospadiology. It begins by defining hypospadias and describing the different types. The causes of hypospadias are largely unknown but may include endocrine disorders, genetics, environmental factors, and growth factors. There are three main steps to hypospadias surgery: correcting chordee, replacing the missing urethra, and reconstructing the ventral radius of the penis. Common procedures for primary hypospadias include the Thiersch-Duplay technique, Snodgrass technique, Mathieu procedure, and onlay urethroplasty. Other techniques described include the MAGPI procedure, Devine-Horton procedure, bladder graft urethroplasty,
- Nearly three-quarters of surveyed companies are taking action to improve the effectiveness of their disclosures, primarily focusing on annual (10-K) and quarterly (10-Q) reports.
- Companies are focusing on disclosing only material information, reducing redundancies, and eliminating outdated information. They aim to improve consistency across communications.
- Benefits of more effective disclosures include favorable reactions from stakeholders and process efficiencies. However, determining materiality remains a key challenge.
- Regulators and standard-setters can help by providing more guidance on materiality considerations and identifying exemplar disclosures. Companies plan to continue improvement efforts going forward.
Cory Klemashevich Resume - PhD Chemical EngineeringCory Klemashevich
Cory Klemashevich is a Ph.D. candidate in chemical engineering at Texas A&M University specializing in mammalian cell culture and virology. He has 6 years of experience as a research assistant studying obesity, inflammation, and HCV infection. He is recognized for his problem solving skills, diligence, and ability to analyze data without bias. Klemashevich has authored several peer-reviewed publications and presentations, including one for which he received an award for outstanding presentation. He is currently seeking to identify microbial compounds that influence inflammatory responses.
Alexandre Joseph Iacono successfully completed the online course "Sport Sponsorship. Let them Play" through Coursera and authorized by Universitat Autònoma de Barcelona. The course certificate, dated August 6, 2016, confirms Iacono's identity and participation in the course on sport marketing taught by Richard Denton of Johan Cruyff Institute.
This document provides an overview of Toyota's production system (TPS), Just-in-Time (JIT) manufacturing, and lean manufacturing principles. It discusses the history and key figures in developing TPS, including Taiichi Ohno and Shigeo Shingo. The two pillars of TPS are described as Just-in-Time and Jidoka (autonomation). Methods for implementing lean such as heijunka level loading, kanban pull systems, reducing lot sizes and setup times to minimize waste are also summarized.
Integrating big data into the monitoring and evaluation of development progra...UN Global Pulse
This report provides guidelines for evaluators, evaluation and programme managers, policy makers
and funding agencies on how to take advantage of the rapidly emerging field of big data in the design
and implementation of systems for monitoring and evaluating development programmes.
The report is organized in two parts. Part I: Development evaluation in the age of big data reviews the data revolution and discusses the promise, and challenges this offers for strengthening development monitoring and evaluation. Part II: Guidelines for integrating big data into the monitoring and evaluation frameworks of development programmes focuses on what a big data inclusive M&E system would look like.
The document discusses infrastructure financing challenges and opportunities. It notes that over 1 billion people lack access to electricity and clean water. Meeting global infrastructure needs presents financing challenges but also opportunities to involve private investors through public-private partnerships. Sustainable infrastructure is important for achieving economic growth while reducing poverty and environmental impacts. A variety of public and private financing sources can be tapped, including development banks, bonds, equity and loans. Coordination between public and private partners is important to leverage private financing cost-effectively for sustainable development goals.
The document provides five tips for creating an effective PowerPoint presentation: 1) Know your audience and tailor the presentation to them, 2) Use images more than text as images are better remembered, 3) Keep the presentation short and simple, 4) Make sure the text is large enough to be seen clearly, and 5) Choose colors carefully so they enhance the message without being distracting. The tips are meant to make the presentation engaging and ensure the audience understands the key points.
This document discusses current concepts in hypospadiology. It begins by defining hypospadias and describing the different types. The causes of hypospadias are largely unknown but may include endocrine disorders, genetics, environmental factors, and growth factors. There are three main steps to hypospadias surgery: correcting chordee, replacing the missing urethra, and reconstructing the ventral radius of the penis. Common procedures for primary hypospadias include the Thiersch-Duplay technique, Snodgrass technique, Mathieu procedure, and onlay urethroplasty. Other techniques described include the MAGPI procedure, Devine-Horton procedure, bladder graft urethroplasty,
- Nearly three-quarters of surveyed companies are taking action to improve the effectiveness of their disclosures, primarily focusing on annual (10-K) and quarterly (10-Q) reports.
- Companies are focusing on disclosing only material information, reducing redundancies, and eliminating outdated information. They aim to improve consistency across communications.
- Benefits of more effective disclosures include favorable reactions from stakeholders and process efficiencies. However, determining materiality remains a key challenge.
- Regulators and standard-setters can help by providing more guidance on materiality considerations and identifying exemplar disclosures. Companies plan to continue improvement efforts going forward.
Cory Klemashevich Resume - PhD Chemical EngineeringCory Klemashevich
Cory Klemashevich is a Ph.D. candidate in chemical engineering at Texas A&M University specializing in mammalian cell culture and virology. He has 6 years of experience as a research assistant studying obesity, inflammation, and HCV infection. He is recognized for his problem solving skills, diligence, and ability to analyze data without bias. Klemashevich has authored several peer-reviewed publications and presentations, including one for which he received an award for outstanding presentation. He is currently seeking to identify microbial compounds that influence inflammatory responses.
Alexandre Joseph Iacono successfully completed the online course "Sport Sponsorship. Let them Play" through Coursera and authorized by Universitat Autònoma de Barcelona. The course certificate, dated August 6, 2016, confirms Iacono's identity and participation in the course on sport marketing taught by Richard Denton of Johan Cruyff Institute.
This document provides an overview of Toyota's production system (TPS), Just-in-Time (JIT) manufacturing, and lean manufacturing principles. It discusses the history and key figures in developing TPS, including Taiichi Ohno and Shigeo Shingo. The two pillars of TPS are described as Just-in-Time and Jidoka (autonomation). Methods for implementing lean such as heijunka level loading, kanban pull systems, reducing lot sizes and setup times to minimize waste are also summarized.
Integrating big data into the monitoring and evaluation of development progra...UN Global Pulse
This report provides guidelines for evaluators, evaluation and programme managers, policy makers
and funding agencies on how to take advantage of the rapidly emerging field of big data in the design
and implementation of systems for monitoring and evaluating development programmes.
The report is organized in two parts. Part I: Development evaluation in the age of big data reviews the data revolution and discusses the promise, and challenges this offers for strengthening development monitoring and evaluation. Part II: Guidelines for integrating big data into the monitoring and evaluation frameworks of development programmes focuses on what a big data inclusive M&E system would look like.
This document discusses social impact analysis and its importance in project design and implementation. It provides:
1) An overview of social impact analysis and how it identifies project stakeholders and beneficiaries.
2) Details the three levels at which social analysis can be conducted from development strategies to project implementation.
3) Outlines factors to consider in social analysis like affected groups, their needs and capacity, as well as potential adverse impacts.
4) Emphasizes how social analysis helps ensure projects are socially responsive and benefits are equitably distributed.
Evaluating Your Social Media Efforts for OptimizationDebra Askanase
How do you know if your social media systems are working for your organization, or just getting in its way? Or if your social media channels are effective? This presentation offers a methodology for evaluating the success of your social media efforts within each channel as well as how optimized your social media systems are for success. The presentation includes two case studies plus a sample systems self-assessment matrix, a sample online fundraising self-assessment matrix, and a sample social media channel assessment matrix.
From social media to social business topic 2 - the social innovation of mark...Kantar Media CIC
This document discusses social media research and defines it as having four components: social data research, social culture research, social platform research, and social business research. It focuses on social data research, explaining that social media data is unsolicited, unstructured, and uninhibited compared to traditional market research data. It also discusses how social media data is collected, processed, stored, and analyzed using text mining and sentiment analysis to provide metrics on topics like brand buzz volume and sentiment.
Angharad Francis, community manager and Emily Boardman, community manager, Social Misfits Media
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
The document outlines a strategy roadmap for using social media to promote takaful (Islamic insurance). It begins with an analysis of social media usage among Muslim populations globally. It then discusses the need for a formal social media strategy to support marketing goals. The proposed roadmap includes conducting a situation analysis, setting goals, developing strategies and tactical plans, and measuring performance. Key steps involve listening to audiences, analyzing insights, engaging communities, and continually measuring and adapting the strategy over time. The goal is to use social media not as an end in itself, but as a means to add business value.
Workshop proceedings of "Identifying contextualized indicators to measure SDGs"4th Wheel Social Impact
Keeping social impact management at the centre, 4th Wheel Social Impact is committed to strengthening social programs in India by improving the way they are designed, implemented, monitored and evaluated. The organization believes the integration of data, technology and partnerships will enable the achievement of the Sustainable Development Goals (SDGs).
The workshop focussed on Theory of Change, Indicator Development, SDG linkages of indicators.
This workshop was supported by Swedish Institute.
1) The document discusses using social media for recruiting and outlines strategies for developing an effective social media recruiting program.
2) It provides examples of how the military branches are using social media and emerging technologies for recruiting.
3) The document concludes with a checklist for assessing an organization's employment brand and developing a social media recruiting strategy.
The document summarizes a presentation on using social media for recruiting. It discusses why social networking is important for recruiting, how to develop an effective social media strategy, challenges to address, and examples from the military of integrating social media. The presentation provides a checklist for organizations to assess their employment brand and develop an ongoing social media presence to engage candidates.
1) The document discusses using social media for recruiting and outlines strategies for developing an effective social media recruiting program.
2) It provides examples of how the military branches are using social media and emerging technologies for recruiting.
3) The document concludes with a checklist for assessing an organization's employment brand and developing a social media recruiting strategy.
The document summarizes a presentation on using social media for recruiting. It discusses why social networking is important for recruiting, how to develop an effective social media strategy, challenges to address, and examples from the military services. Key points include how social media allows two-way engagement with candidates, the importance of identifying community managers and target audiences, and factors like policies and guidelines to consider.
A. Poetz: Tools For Outreach Program Planning - page mockups for stakeholder ...anneliesepoetz
The document summarizes a workshop on tools developed by NCCID for HIV/STBBI outreach workers. It discusses the importance of planning outreach programs, including articulating goals and measuring success. It then describes two NCCID tools: the Outreach Planning Guide, which outlines the four steps of planning and evaluation; and the Outreach Planning Guide Checklist, which helps users inventory their program and stay focused on goals. Attendees will provide feedback on these tools and how to improve them.
UCB i190 Spring 2014 ICTD in Practice Lect 4San Ng
This document provides an overview of the class website and schedule for an Information and Communications Technology for Development (ICTD) course. The course covers conceptual topics in the first four weeks such as what is development and ICTD. It then focuses on ICTD in practice, with technical applications covered in weeks 5-8 and management in weeks 9-14. Sample topics within the technical applications section include infrastructure, telecenters, agriculture, health and education. Theories of development are also discussed.
Web2LLP Workshop, Coventry, 8 November 2013
Using Social Media to Foster Collaborative Work in Multi-Disciplinary Cross-Border Projects
Auhtors: Richard Moureau and Federico Fragasso
Social media communication uncovering design intricaciesANSHUL GUPTA
Delphique is one of the flagship events that MDI organizes on a yearly basis. This presentation was presented by the communications research panel 2010 during the event this year (20-21 November 2010). Research involved understanding the critical factors for understanding the behaviour of the social media user on social media.
The Social Nature of Engineering + InnovationKristin Halpin
More and more, organizations in the science, technology, and engineering industry are using social media as a tool to reach their audiences. They are successfully positioning their organizations and employees as thought leaders to advance industry knowledge and drive innovation. These organizations that have taken the plunge into the world of social media are learning that the tool enhances the efficiency of internal and external communications needs in the industry. Messages shared through social media channels are quicker than traditional communication forms and allow for real-time interaction and outside feedback that drive ideas and innovation further and faster than ever. Like any tactic, social media is most effective when integrated into an overall communications strategy, connected to business objectives, and informed by research, planning, and measurement.
This document outlines the process for developing a cluster strategy and action plan. It discusses key steps like forming a leadership team, conducting analysis, developing networks, and organizing initiatives. It emphasizes involving stakeholders through workshops and interviews to understand expectations, conduct SWOT analyses, and define strategic objectives and action fields. Methods are presented for prioritizing actions based on impact, effort, and number of beneficiaries. The document provides templates for planning actions, assigning responsibilities and resources, and calculating staff and funding needs to implement the cluster strategy.
Social return on investment (SROI) is an approach to evaluating programs and projects that aims to account for non-financial outcomes using monetary values. It measures social, environmental, and economic impacts in relation to costs to generate an SROI ratio. The document outlines the SROI method, including establishing scope, mapping outcomes, valuing outcomes, calculating impact, and generating the ratio. It also discusses appropriate and inappropriate uses as well as challenges, such as quantifying social impacts and explaining financial proxies to stakeholders.
Getting from Here to There: Eight Characteristics of Effective Economic & Com...Scott Hutcheson, Ph.D.
The document describes a two-phase mixed methods study that identified characteristics of effective community and economic development strategies.
Phase 1 involved interviews with experts that identified 8 key factors: network structures, asset-based frameworks, iterative planning/implementation, inclusion of short-term goals, decentralized implementation, metrics for learning, high trust among participants, and readiness for change.
Phase 2 surveyed strategy participants and found positive correlations between reported effectiveness and the presence of the 8 factors, supporting network structures, asset-based approaches, iterative processes, and other characteristics as indicators of effective strategies. The study provides insight into distinguishing effective versus ineffective development initiatives.
The Social Value Chain Ytzik Aranov Feb 2010 V2Ytzik Aranov
This document outlines a social media marketing blueprint created by Social2B. It discusses how social media has changed the rules of engagement and marketing funnels. The Social2B methodology is a 5 phase process for developing a social media strategy and ongoing management. It uses a "Social Value Chain" approach to analyze how social media impacts each department in a company and how departments can leverage social communities. The goal is to improve operations, create strategic alliances, and increase social media ROI.
The document outlines plans for renovating the website for United Way Allegheny County. Key aspects of the renovation include:
1. Syncing the main website and microsites with CRM software to streamline email collection, content management, and personalized emails.
2. Implementing a responsive design for mobile compatibility and a user-friendly interface with intuitive calls to action.
3. Collecting email addresses through focused channels and interest-based personalized emails to drive users to take desired actions.
The document discusses how social media has transformed consumption of the Olympics since 2008. It notes the exponential increases in social media users and mobile devices between the 2008 Beijing, 2012 London, and 2014 Sochi games. This led to more real-time and mobile consumption of the Olympics. However, it also presented new challenges for athletes, host countries, the IOC, and other stakeholders to navigate appropriate use of social media and dealing with misinformation and political discussions on platforms. Specific issues that arose from Sochi 2014 regarding social media use by athletes and for political discussions are explored in more depth.
This document discusses social impact analysis and its importance in project design and implementation. It provides:
1) An overview of social impact analysis and how it identifies project stakeholders and beneficiaries.
2) Details the three levels at which social analysis can be conducted from development strategies to project implementation.
3) Outlines factors to consider in social analysis like affected groups, their needs and capacity, as well as potential adverse impacts.
4) Emphasizes how social analysis helps ensure projects are socially responsive and benefits are equitably distributed.
Evaluating Your Social Media Efforts for OptimizationDebra Askanase
How do you know if your social media systems are working for your organization, or just getting in its way? Or if your social media channels are effective? This presentation offers a methodology for evaluating the success of your social media efforts within each channel as well as how optimized your social media systems are for success. The presentation includes two case studies plus a sample systems self-assessment matrix, a sample online fundraising self-assessment matrix, and a sample social media channel assessment matrix.
From social media to social business topic 2 - the social innovation of mark...Kantar Media CIC
This document discusses social media research and defines it as having four components: social data research, social culture research, social platform research, and social business research. It focuses on social data research, explaining that social media data is unsolicited, unstructured, and uninhibited compared to traditional market research data. It also discusses how social media data is collected, processed, stored, and analyzed using text mining and sentiment analysis to provide metrics on topics like brand buzz volume and sentiment.
Angharad Francis, community manager and Emily Boardman, community manager, Social Misfits Media
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
The document outlines a strategy roadmap for using social media to promote takaful (Islamic insurance). It begins with an analysis of social media usage among Muslim populations globally. It then discusses the need for a formal social media strategy to support marketing goals. The proposed roadmap includes conducting a situation analysis, setting goals, developing strategies and tactical plans, and measuring performance. Key steps involve listening to audiences, analyzing insights, engaging communities, and continually measuring and adapting the strategy over time. The goal is to use social media not as an end in itself, but as a means to add business value.
Workshop proceedings of "Identifying contextualized indicators to measure SDGs"4th Wheel Social Impact
Keeping social impact management at the centre, 4th Wheel Social Impact is committed to strengthening social programs in India by improving the way they are designed, implemented, monitored and evaluated. The organization believes the integration of data, technology and partnerships will enable the achievement of the Sustainable Development Goals (SDGs).
The workshop focussed on Theory of Change, Indicator Development, SDG linkages of indicators.
This workshop was supported by Swedish Institute.
1) The document discusses using social media for recruiting and outlines strategies for developing an effective social media recruiting program.
2) It provides examples of how the military branches are using social media and emerging technologies for recruiting.
3) The document concludes with a checklist for assessing an organization's employment brand and developing a social media recruiting strategy.
The document summarizes a presentation on using social media for recruiting. It discusses why social networking is important for recruiting, how to develop an effective social media strategy, challenges to address, and examples from the military of integrating social media. The presentation provides a checklist for organizations to assess their employment brand and develop an ongoing social media presence to engage candidates.
1) The document discusses using social media for recruiting and outlines strategies for developing an effective social media recruiting program.
2) It provides examples of how the military branches are using social media and emerging technologies for recruiting.
3) The document concludes with a checklist for assessing an organization's employment brand and developing a social media recruiting strategy.
The document summarizes a presentation on using social media for recruiting. It discusses why social networking is important for recruiting, how to develop an effective social media strategy, challenges to address, and examples from the military services. Key points include how social media allows two-way engagement with candidates, the importance of identifying community managers and target audiences, and factors like policies and guidelines to consider.
A. Poetz: Tools For Outreach Program Planning - page mockups for stakeholder ...anneliesepoetz
The document summarizes a workshop on tools developed by NCCID for HIV/STBBI outreach workers. It discusses the importance of planning outreach programs, including articulating goals and measuring success. It then describes two NCCID tools: the Outreach Planning Guide, which outlines the four steps of planning and evaluation; and the Outreach Planning Guide Checklist, which helps users inventory their program and stay focused on goals. Attendees will provide feedback on these tools and how to improve them.
UCB i190 Spring 2014 ICTD in Practice Lect 4San Ng
This document provides an overview of the class website and schedule for an Information and Communications Technology for Development (ICTD) course. The course covers conceptual topics in the first four weeks such as what is development and ICTD. It then focuses on ICTD in practice, with technical applications covered in weeks 5-8 and management in weeks 9-14. Sample topics within the technical applications section include infrastructure, telecenters, agriculture, health and education. Theories of development are also discussed.
Web2LLP Workshop, Coventry, 8 November 2013
Using Social Media to Foster Collaborative Work in Multi-Disciplinary Cross-Border Projects
Auhtors: Richard Moureau and Federico Fragasso
Social media communication uncovering design intricaciesANSHUL GUPTA
Delphique is one of the flagship events that MDI organizes on a yearly basis. This presentation was presented by the communications research panel 2010 during the event this year (20-21 November 2010). Research involved understanding the critical factors for understanding the behaviour of the social media user on social media.
The Social Nature of Engineering + InnovationKristin Halpin
More and more, organizations in the science, technology, and engineering industry are using social media as a tool to reach their audiences. They are successfully positioning their organizations and employees as thought leaders to advance industry knowledge and drive innovation. These organizations that have taken the plunge into the world of social media are learning that the tool enhances the efficiency of internal and external communications needs in the industry. Messages shared through social media channels are quicker than traditional communication forms and allow for real-time interaction and outside feedback that drive ideas and innovation further and faster than ever. Like any tactic, social media is most effective when integrated into an overall communications strategy, connected to business objectives, and informed by research, planning, and measurement.
This document outlines the process for developing a cluster strategy and action plan. It discusses key steps like forming a leadership team, conducting analysis, developing networks, and organizing initiatives. It emphasizes involving stakeholders through workshops and interviews to understand expectations, conduct SWOT analyses, and define strategic objectives and action fields. Methods are presented for prioritizing actions based on impact, effort, and number of beneficiaries. The document provides templates for planning actions, assigning responsibilities and resources, and calculating staff and funding needs to implement the cluster strategy.
Social return on investment (SROI) is an approach to evaluating programs and projects that aims to account for non-financial outcomes using monetary values. It measures social, environmental, and economic impacts in relation to costs to generate an SROI ratio. The document outlines the SROI method, including establishing scope, mapping outcomes, valuing outcomes, calculating impact, and generating the ratio. It also discusses appropriate and inappropriate uses as well as challenges, such as quantifying social impacts and explaining financial proxies to stakeholders.
Getting from Here to There: Eight Characteristics of Effective Economic & Com...Scott Hutcheson, Ph.D.
The document describes a two-phase mixed methods study that identified characteristics of effective community and economic development strategies.
Phase 1 involved interviews with experts that identified 8 key factors: network structures, asset-based frameworks, iterative planning/implementation, inclusion of short-term goals, decentralized implementation, metrics for learning, high trust among participants, and readiness for change.
Phase 2 surveyed strategy participants and found positive correlations between reported effectiveness and the presence of the 8 factors, supporting network structures, asset-based approaches, iterative processes, and other characteristics as indicators of effective strategies. The study provides insight into distinguishing effective versus ineffective development initiatives.
The Social Value Chain Ytzik Aranov Feb 2010 V2Ytzik Aranov
This document outlines a social media marketing blueprint created by Social2B. It discusses how social media has changed the rules of engagement and marketing funnels. The Social2B methodology is a 5 phase process for developing a social media strategy and ongoing management. It uses a "Social Value Chain" approach to analyze how social media impacts each department in a company and how departments can leverage social communities. The goal is to improve operations, create strategic alliances, and increase social media ROI.
Similar to Marketing_social media_strategic_plan (20)
The document outlines plans for renovating the website for United Way Allegheny County. Key aspects of the renovation include:
1. Syncing the main website and microsites with CRM software to streamline email collection, content management, and personalized emails.
2. Implementing a responsive design for mobile compatibility and a user-friendly interface with intuitive calls to action.
3. Collecting email addresses through focused channels and interest-based personalized emails to drive users to take desired actions.
The document discusses how social media has transformed consumption of the Olympics since 2008. It notes the exponential increases in social media users and mobile devices between the 2008 Beijing, 2012 London, and 2014 Sochi games. This led to more real-time and mobile consumption of the Olympics. However, it also presented new challenges for athletes, host countries, the IOC, and other stakeholders to navigate appropriate use of social media and dealing with misinformation and political discussions on platforms. Specific issues that arose from Sochi 2014 regarding social media use by athletes and for political discussions are explored in more depth.
The document outlines the scope and process for renovating the website of "abg". It identifies current issues with the existing site and proposes 4 directions to address them, including migrating to a content management system and building a separate site for "abg prints". It also evaluates 3 options for forming a project team, selecting an in-house designer and programmer. Finally, it provides a draft project schedule across 4 months with expected outputs and timeframes for each stage of preliminary planning, designing, coding, testing, and launch.
The document discusses improving the communication strategy for the art gallery ABG. It identifies issues with the current categorization of artists and inventory, and communication channels. It proposes solutions such as developing a digital showroom, using QR codes, renovating the website to include news and social media links, and creating a separate website for the gallery's print inventory (ABG Prints). This would help address problems like the lack of communication for secondary inventory, ineffective use of materials, a static website, and brand confusion. Sample screenshots demonstrate how the digital showroom and QR codes could enhance the customer experience. In total, the proposed strategy aims to better organize and promote the gallery's artists, artworks and brands through modified offline and online channels.
This document summarizes a presentation analyzing United Way of Allegheny County's (UWAC) social media utilization. It discusses key findings regarding UWAC's current supporters and online presence. Regarding supporters, UWAC relies heavily on corporate donations from a diverse mix of organizations, and targets donors between ages 25-44. For online presence, UWAC's website is text-heavy and its social media lacks engaging content like photos and videos. The presentation evaluates UWAC's channels, content, and supporters to develop recommendations for strengthening UWAC's online community and donor engagement.
Pittsburgh Ballet Theatre School Programming ExpansionSophia Ahn
The document is a presentation by a group of Carnegie Mellon University students for their client Pittsburgh Ballet Theatre. It provides an overview of their project to develop an expanded programming plan for Pittsburgh Ballet Theatre's school. In Module 1, the students conducted internal and external analyses. Their internal analysis included interviews with Pittsburgh Ballet Theatre staff to identify themes and a customer survey. Their external analysis was a study of competitor ballet schools to identify trends. They synthesized the findings to develop concept directions for the expanded programming.
Universal Merit Awards Sri Lanka Marketing by Franchise Batao.pdfFranchiseBatao
Universal Merit Awards 2024: Celebrating Global Talent in Colombo
The vibrant city of Colombo, Sri Lanka, will host the Universal Merit Awards 2024 on August 7 at the BMICH International Convention Centre. This prestigious event will celebrate exceptional talents from around the world.
Chief Guest: Former President and Prime Minister of Sri Lanka, His Excellency Shri Mahinda Rajapaksa.
Organizers:
Prof. Kartik Rawal, founder of Allso Group
Ashish Kumar Aggarwal, founder of Franchise Batao
Dushyant Pratap Singh, Bollywood director
Praveen Kumar Joshi, astrologer
Local Arrangements: Sri Lankan music composer and singer, Priyantha Ratnayake.
The event will honour individuals from 12 countries for their outstanding contributions. Attendees can expect a night of glitz, glamour, and inspiring performances, providing a valuable platform for networking and collaboration.
Join us in Colombo for an extraordinary celebration of global excellence on August 7, 2024!
Top 10 Digital Marketing Institute in lucknow.pptxzaireendigitech
Welcome to our ppt on the top 10 digital marketing institutes in Lucknow! If you're looking to enhance your skills in the dynamic field of digital marketing, Lucknow offers several excellent training options. Our curated list highlights the best digital marketing institutes in Lucknow, providing comprehensive courses that cover SEO, social media marketing, PPC, content marketing, and more. These institutes are renowned for their experienced faculty, practical training, and industry-relevant curriculum. Whether you're a beginner or a professional seeking to upgrade your skills, these institutes can help you achieve your career goals in digital marketing.
This document was submitted as part of interview process for Marketing Specialist position at DTA Promotion, an Indonesian company which offers 360 degree marketing services, including ATL and BTL advertising platform.
2024 Trend Updates: What Really Works In SEO & Content MarketingSearch Engine Journal
The future of SEO is trending toward a more human-first and user-centric approach, powered by AI intelligence and collaboration. Are you ready?
Watch as we explore which SEO trends to prioritize to achieve sustainable growth and deliver reliable results. We’ll dive into best practices to adapt your strategy around industry-wide disruptions like SGE, how to navigate the top challenges SEO professionals are facing, and proven tactics for prioritizing quality and building trust.
You’ll hear:
- The top SEO trends to prioritize in 2024 to achieve long-term success.
- Predictions for SGE’s impact, and how to adapt.
- What E-E-A-T really means, and how to implement it holistically (hint: it’s never been more important).
With Zack Kadish and Alex Carchietta, we’ll show you which SEO trends to ignore and which to focus on, along with the solution to overcoming rapid, significant and disruptive Google algorithm updates.
If you’re looking to cut through the noise of constant SEO and content trends to drive success, you won’t want to miss this webinar.
A brief analysis of SHEIN's digital transformation.
SHEIN’s business model:
1. D2C cross-border ecommerce: SHEIN integrate the manufactures from Guanzhou to make clothes and deliver direct to customers.
2. Digital marketing: Data driven online marketing for user acquisition.
3. Digital transforming vendor chain: the most core of the revolution to shorten the innovation and lead time.
4. Outstanding user experience: International delivery in high efficiency
Leverage four parts of the user satisfaction process and integrate related resource and information flow, which making SHEIN an international leading D2C ecommerce company.
• Keeping utilizing data in all process is another core capability. From the page click, sales metrics, fabric sourcing to manufacturing time, all data is integrated for decision making, leading an upward customer preference and much efficient business decision making process.
Digital Marketing Company in India - DIGI BrooksDIGI Brooks
This infographic provides guidance on marketing analytics, helping businesses grow using tools like Google Analytics and AI, measuring ROI, and analysing future trends to track business development.
https://digibrooks.com/digital-marketing-services/
HEM Webinar - Navigating the Future - Social Media Trends for 2024 in Educati...Higher Education Marketing
Explore our comprehensive slides on the 2024 social media landscape, tailored for educators and marketing professionals in the field of education. With more than 5 billion social media users worldwide and an average individual engagement across as many as seven platforms monthly, understanding these dynamics is crucial for effective educational outreach. Our slides delve into the pivotal trends and strategic adaptations necessary for thriving in this digital arena. Don't miss this opportunity to enhance your strategies with our expert insights.
3 Best “Add to Calendar” Link Generator Tools (2024)Y
“Add to Calendar” link generator tools allow users to create links that add events directly to digital calendars like Google Calendar, Apple Calendar, and Outlook.
These tools simplify event scheduling by generating short URLs or QR codes that, when clicked or scanned, automatically insert event details into a user’s calendar.
They are ideal for streamlining the promotion of events in emails, websites, and social media, enhancing engagement and ensuring attendees don’t miss important dates.
These tools are designed to cater to diverse needs, from personal event planning to professional event promotion, ensuring your attendees can easily add events to their preferred calendar.
Cal.et is a versatile and user-friendly tool that allows you to create “Add to Calendar” links for seamless event scheduling and promotion.
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Marketing_social media_strategic_plan
1. Social Media Analysis
for Future Strategic Planning
United Way Allegheny County
Measuring Social Media
May 2014
2. Table of Contents
United Way Allegheny County
Social Media Analysis
for Strategic Plan
I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX
3. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX
4. Sophia Ahn Yi Liang Yu Ma
PROJECT MANAGER
Ankit Shah Rui Zhang
• Planning
• Research and
review
• Strategy
Development
• Life cycle
mapping
• Report and
Presentation
• Research and
review
• Strategy
development
• Insight synthesis
• Report and
presentation
• Draft Agenda
• Social Media
Data Analytics
• Strategy
Development
• Report and
Presentation
• Understanding
the working of
the system
• Data Analytics
Tools
• Google &
Facebook
analytics
• Strategy &
Direction
• Presentation
• Market research
• Trend analysis
• Social media
strategy
benchmarking
case study
• Brandwatch/Com
score data
analysis
• Presentation
3
I
II
III
IV
VI
V
I. INTRODUCTION
(1) Team Members
Yi Liang
HCPM
Business Strategist
Sophia Ahn
MAM
Marketing Strategist
Yu Ma
PPM
Data Analyst
Rui Zhang
MAM
Research Analyst
Ankit Shah
MISM
Data Analyst
• MISM: Master of Information Systems Management
• HCPM: Healthcare Policy & Management
• MAM: Master of Arts Management
• PPM: Public Policy Management
5. I
II
III
IV
VI
V
I. INTRODUCTION
4
Strategic DirectionBenchmark AnalysisAs-is Analysis
STEP I STEP II STEP III
• Conduct analysis on UWAC’s current online presence to provide a direction
for suture social media strategic plan that aims to foster donors and elevate
engagement of social engager base
(2) Purpose and Scope
6. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX
7. I
II
III
IV
VI
V
Top channels in connecting with people
MOBILE
Giving & Donating
#1
(Millennials, Generation X)
WEBSITE SOCIAL MEDIA
Marketing Success
#1
Marketing Success
#2
Staying in Touch
#1
Staying in Touch
#3
6
II. PROJECT OVERVIEW
(1) Background
Slide #56
8. I
II
III
IV
VI
V
• Unclear call-to-action in websites
• Emails do not direct users to
the website or social accounts
• No app or mobile-web capability
• Too many accounts under one channel
(Program websites) (UWAC website)(email)
x
x
(Social Media)
7
• Disconnect
• Distracted user path
• Incompatibility with mobile
• Unnecessary complexity
II. PROJECT OVERVIEW
(1) Background
UWAC’s current online communication state
9. I
II
III
IV
VI
V
Website should be
the final destination for users
Social media should act as support
channels to drive up more meaningful
traffic to the website
(UWAC website)(Program websites)(email) (Social Media)
8
II. PROJECT OVERVIEW
(2) Premise
Premise I – User’s final destination
10. I
II
III
IV
VI
V
EXTERNAL FACTORS
INTERNALFACTORS
Activating
Expanding
Proliferating
[Social Activeness Stages]
• Social activeness depends on
internal and external factors
• Internal business practices should
sync up with external user
behaviors
9
II. PROJECT OVERVIEW
(2) Premise
Premise II – Internal and external factors
Understanding the current position of
social activeness stage is critical in
determining relevant future actions
Slide #59
11. I
II
III
IV
VI
V
II. PROJECT OVERVIEW
(3) Framework
External
User Behavior Model
Internal
Social Management Model
How to collect and measure
data on user behavior
How to achieve best practices
within UWAC
1 2 3 4 5
+
10
12. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(1) MEASURING VOLUME – STRENTHEN PRESENCE
(2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(3) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX
13. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(0) User Behavior Model & Level of Measurement
Recognize
that UWAC
exists
AWARENESS
1
Understand
specific
causes and
programs
KNOWLEDGE
2
Want to get
more
involved
INTEREST
3
Participate
and show
support
ACTION
4
Create own
media
content and
recruit
peers
ADVOCACY
5
12
User Behavior Model
14. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(0) User Behavior Model & Level of Measurement
1 Measuring volume
To Strengthen Presence
Measuring activities
To Increase Engagement
2
Measuring performance
To Improve Impact
3
13
Level of Measurement
15. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
• To strengthen presence by tracking selected and individual metrics
o Each social channel has a different range of user activity
o Same action can mean different level of engagement
o Not all metrics are relevant to every organization
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
14
Measuring Volume
16. I
II
III
IV
VI
V
Ref. Google Analytics
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
15
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Total visits
• Total revisits
• Total unique
visits
• Bounce rate
• Visitors staying
less than 1 min
• Revisits
• Greater than 5
total page views
• Number of
clicks on
‘volunteer’,
‘advocate’,
‘give’ and ‘your
$ at work’
• Number of
inquiries sent
from website
• Number of
donations
made through
‘Individual
donor’ link
• Completed
participate on
sign-up form in
micro-websites
• Visitors
repeating
‘Action’
behavior
WEBSITE
• Website
Slide #60-63
17. I
II
III
IV
VI
V
Ref. Twitter
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
16
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Total followers • Number of
tweet clicks
leading to the
tweets
• Favorites
• Replies
• Retweets
• Un-follows
• Hashtags (#)
• Mentions (@)
• Number of
clicks on links in
the tweet
• User-created
tweets
TWITTER
• Twitter
Slide #64-67
18. I
II
III
IV
VI
V
Ref. Facebook
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
17
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Total reach
• Total fans
• Post reach • Post likes
• Comments
• Shares
• Un-likes
• Event check-in’s
• Page mentions
and tags
• Number of
clicks on links in
posts
• User-created
postings
FACEBOOK
• Facebook
Slide #68-69
19. I
II
III
IV
VI
V
Ref. LinkedIn
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(1) Measuring Volume – Strengthening presence
18
32 4 51 AWARENESS KNOWLEDGE INTEREST ACTION ADVOCACY
• Page views • Total followers • Likes
• Comments
• Shares
• Key search
words
• Number of
times appeared
in search results
• Un-follows
• Number of
applicants to
job postings
• User generated
content
LINKEDIN
• LinkedIn
Slide #70-71
20. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• To Increase Engagement by observing trends and measure combination of
metrics
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
19
Measuring Activities
21. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• Observing trends & combination of metrics
o Duration + Source + Season + User journey
o Data-centric planning
Observe
1
Set Goal
2
Take Action
3
Measure &
Evaluate
4
20
22. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• Key questions
o When and which landing page has meaningful visits? How long do they stay?
o From where those traffics are generated? Do they visit other pages?
Observe
1
21
Slide #72
23. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
• Key questions
o When and which landing page has meaningful visits? How long do they stay?
o From where those traffics are generated? Do they visit other pages?
Observe
1
22
Slide #73
24. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
Set Goal
Observe
1
2
• Key questions
o Increasing which level of engagement?
o When, where, and how?
❶ Close to recruiting season,
Timing
❷ convert the visitors with motivation in career (knowledge)
to the ones with (interest) in getting involved with UWAC’s programs,
KNOWLEDGE INTEREST
Lead Landing page
❸ through career related pages
23
25. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
Take Action
Set Goal
3
Observe
1
2
• Key questions
o Do more, Change, Add, Remove?
o Feasible? Effective?
24
26. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(2) Measuring Activities – Increase Engagement
Measure &
Evaluate
Take Action
4
Set Goal
3
Observe
1
2
• Key questions
o Compare before and after, increased? Decreased?
o Worked? Didn’t work?
KNOWLEDGE INTEREST
25
27. I
II
III
IV
VI
V
Ref.
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
26
• To Improve Impact by converging the channels in a holistic manner
Measuring Activities
28. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
27
• UWAC’s utilization of the current
analytic tools is staying at the
fundamental and individual level
Understanding the value of social
media activities requires more
sophisticated analytics
29. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
28
• UWAC’s utilization of the current
analytic tools is staying at the
fundamental and individual level
Holistic measurement of online
communication activities needs
technology and/or expert support
30. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
• LITHIUM
• SPREADFAST
• RADIAN 6
• SMALLACT
• KISSMETRICS
• HUBSPOT
Customization of
Metrics
Competitor
Analysis
Non-Profit
Specialty
Integration of
Social Media
Email & Website
Tools and Analytics
Campaign, event
Measurement
Content Tools
and Analytics
Mobile-FriendlyIntegration of
Legacy CRM
Labeling
Internal Social
Team Capability
Customization of
Metrics
Integration of
Social Media
Email & Website
Tools and Analytics
Internal Social
Team Capability
Campaign, event
Measurement
29
• To measure impact, technology/expert support is needed
[Vendor List] [Criteria List]
Relevant criteria
Slide #74-79
31. I
II
III
IV
VI
V
III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
(3) Measuring Performance – Improve Impact
30
Good Fair Not Much
Integration of
Social Media
Campaign, event
Measurement
Email & Website
Tools and Analytics
Customization of
Metrics
Internal Social
Team Capability
• Team’s evaluation result on six vendors
32. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(2) MEASURING VOLUME – STRENTHEN PRESENCE
(3) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(4) MEASURING PERFORMANCE – IMPROVE IMPACT
(0) SOCIAL MEDIA MANAGEMENT MODEL
(1) PEOPLE
(2) CHANNEL
(3) CONTENT
FINAL TAKEAWAY
APPENDIX
33. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(0) Social Media Management Model
PEOPLE
CHANNEL CONTENT
Talent needed to manage
online social presence
Audience response to
messages and their delivery
Highway infrastructure for
intelligible information
32
Social Media Management Model
34. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) People
KNOWLEDGE
Up-to-date understanding of
organization’s goals and efforts
STRATEGY
Ability to execute a strategic
approach DILIGENCE
Constant surveillance of the fast-
paced social world
• Key questions
o What makes successful social media communication implementation?
33
People
35. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) People
Investing in an in-house communication department
and/or social media management internal staff is desirable
34
36. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Consolidation Action by user
on website
First contact
Confused • Distracted • Lost Clear • Focused • On Course
35
• Key questions
o How UWAC’s online channel mechanism can be improved?
Channel – Consolidation
37. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Consolidation of dispersed accounts
of one social channel is desirable
36
38. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Slide #80-90
37
NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
Website Evaluation Categories
Channel – Website
• Key questions
o Is UWAC’s main website functioning well enough to be a final destination for users?
39. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(2) Channel
Updating and renovating website
to keep pace with the web 2.0 trend is desirable
Strong Visual
Hierarchy
Simple click
path
Consistency in
design
Easier
navigation
Up-to-date
information
38
40. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
QUALITY
USER-
ORIENTED
SUPPORT
Quality message matters.
It’s about them, not us.
Systematic support is important.
39
Content
41. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
Organization & program-based ▶Trending or theme-basedQUALITY
USER-
ORIENTED
SUPPORT
Strategic Hashtag
Better accessibility, more stories, diversification
40
A Colorful and
Popular Twitter
Conversation
Between U.K.’s Top
Snack Producers After
Customer Complaint
Oreo’s creative use of
Fashion Week
42. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
41
QUALITY
USER-
ORIENTED
SUPPORT
System to Collect
Better accessibility, more stories, diversification
Have implementation partners provide
clean, heartwarming, and visual media
8 - 29 - 2013 to 5 - 7 – 2014
Most recent news update
was 8 months, 1 week, 2
days ago
Only story in “Stories of
Volunteers” is the assistance
provided by the Allegheny
Fire Department in removing
snow during a dateless
period
43. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
42
QUALITY
USER-
ORIENTED
SUPPORT
Gamification
Fun, Enjoyable, Convenient
Reward participation by giving virtual recognition
(e.g., highlighting donor levels)
Games promotes motivation to be further engaged
Jive Software
Super Civic Quest: Facebook hide-and-seek game that
motivates users to learn more about the new Honda Civic
coupe
#HGGameDay - Home Depot’s
Instagram photo contest during
college football season
44. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
43
QUALITY
USER-
ORIENTED
SUPPORT
Burrito Time
Convenient, personalized
Increase social media activity during lunch hours (i.e., 12 - 2 PM for UWAC
specifically) on the weekdays to catch more attention of users
• Burrito Time: Optimal
period during lunch break
hours when employees
check social accounts
• Through the statistical
analysis of social media
activity, the Burrito Time for
UWAC was calculated to be
at 12 - 2 PM
45. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
44
Catchy Title
US Navy teaching algebra to a villageof 80
childrenin rural Malaysia
Learn More Link
STAY CONNECTED!
QUALITY
USER-
ORIENTED
SUPPORT
Email Strategy
Personalized, easy, effective, intimate
The content, delivery, and strategic approach of emails have to be
reassessed for social media in light of the constraint of the workplace.
• For example, future emails sent to
corporate partners may only be a way to
collect personal contact information of the
donors so that the CRM system can
forward UWAC content to personal email
addresses
• The donor then can review the message at
a more convenient time
46. I
II
III
IV
VI
V
IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(3) Content
45
QUALITY
USER-
ORIENTED
SUPPORT
Search Engine Optimization
High visibility, more connection, easy access
Make websites search engine friendly by incorporating
more recognizable search terms in title tags, urls and meta description
VisibleOff the Radar
• PGH Free Taxes
• #1 Search Result
• Be a 6th Grade Mentor
• #5 Search Result
• 21 and Able
• PA 211
• United Way Pittsburgh Free tax prep
Pittsburgh
Mentor, volunteer,
PittsburghDonate, volunteer, Pittsburgh,
healthcare, human services,
disability, young people
47. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(2) MEASURING VOLUME – STRENTHEN PRESENCE
(3) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(4) MEASURING PERFORMANCE – IMPROVE IMPACT
(1) (0) SOCIAL MEDIA MANAGEMENT MODEL
(2) PEOPLE
(3) CHANNEL
(4) CONTENT
FINAL TAKEAWAY
APPENDIX
49. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
48
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
External Internal
1 2 3 4 5 +
50. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
49
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
Strong Visual
Hierarchy
Simple click
path
Consistency in
design
Easier
navigation
Up-to-date
information
Final destination
51. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
50
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for usersConsolidation
52. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
51
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for users
• Understand UWAC’s User Behavior Model and
- Measure volume to strengthen presence
- measure activities to increase engagement
- measure performance to improve impact
AWARENESS
1
KNOWLEDGE
2
INTEREST
3
ACTION
4
ADVOCACY
5
53. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
52
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for users
• Understand UWAC’s User Behavior Model and
- Measure volume to strengthen presence
- measure activities to increase engagement
- measure performance to improve impact
• Hire a vendor for holistic and more sophisticated
measurement
54. I
II
III
IV
VI
V
V. FINAL TAKEAWAY
53
• Acknowledge where UWAC stands in social
activeness stages
• Develop strategic approach both internally and
externally
• Website should be final destination
- Website renovation should be first priority
• Consolidate dispersed accounts and providing
focused pathway for users
• Understand UWAC’s User Behavior Model and
- Measure volume to strengthen presence
- measure activities to increase engagement
- measure performance to improve impact
• Hire a vendor for holistic and more sophisticated
measurement
• Hire internal staff for more relevant and effective
social communication
QUALITY
USER-ORIENTED
SUPPORT
55. I
II
III
V
VI
INTRODUCTION
PROJECT OVERVIEW
RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS
IV
(1) BACKGROUND
(2) PREMISE
(3) FRAMEWORK
(1) TEAM MEMBERS
(2) PROJECT PURPOSE & SCOPE
RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS
(1) (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT
(2) MEASURING VOLUME – STRENTHEN PRESENCE
(3) MEASURING ACTIVITIES – INCREASE ENGAGEMENT
(4) MEASURING PERFORMANCE – IMPROVE IMPACT
(1) (0) SOCIAL MEDIA MANAGEMENT MODEL
(2) PEOPLE
(3) CHANNEL
(4) CONTENT
FINAL TAKEAWAY
APPENDIX
56. Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
PART ① - Context Review
PART ② - Social Activeness Index
PART ③ - Metric Examples
PART ④ - Google Analytics Example
PART ⑤ - Vendor Study
PART ⑥ - Website Evaluation
57. Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Next Generation of American Giving,” Blackbaud
PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
56
Gen Y
(18-32)
Gen X
(33-48)
Boomers
(49-67)
Matures
(68 +)
62%
47%
-
-
59%
53%
46%
-
53%
49%
-
-
47%
40%
42%
-
43%
60%
-
-
-
-
40%
52%
-
-
30%
34%
-
-
21%
-
62%
46%
60%
52%
46%
59%
53%47%
62% 47%
40%
42%
GIVING BY CHANNEL & GENERATION IN AMERICA
• How Different Generations Donate
Mobile
phone
Work
place
Retail
purchase
Org.’s
website
Behalf
of org.
Direct
mail
Honor/
tribute
Monthly
Slide #6
58. Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Next Generation of American Giving,” Blackbaud
PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
57
• How People Stay in Touch with the Organization They Donate to
IMPORTANT WAYS TO STAY IN TOUCH
32%
28%
27%
23%
13%
3%
3%
website
newsletter
events
email
social
mobile app.
text message
32%
13%
website
social
Slide #6
59. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Activities Contributing to Marketing Success
ACTIVITIES CONTRIBUTING TO MARKETING SUCCESS
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Next Generation of American Giving,” Blackbaud
58
45
43
43
35
27
26
24
24
24
6
Design, development and maintenance
of the Corporate Website
Marketing on Social Networks
(Facebook, LinkedIn, Twitter)
Digital or Online Advertising
CMS
Commerce experience
search marketing
email marketing
mobilemarketing
analytics
company blog
Slide #6
60. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Social Activeness Stages
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref. “The Social Engagement Index – A benchmark Report by Spredfast,” Spreadfast
59
UWAC’S CURRENT POSITION & GOALSOCIAL ACTIVENESS STAGES
1
3
2
1
2
3
ACTIVATING
EXPANDING
PROLIFERATING
PATRONS
ORGANIZATION
ACTIVATING EXPANDING PROLIFERATING1 2 3
Recognized
• Importance
of social media
• How to
connect with
Millennials
Tested
• Activated
most popular
social services
• Trying
different
methods to
enhance
engagement
Planning
• Reviewing
as-is
• Preparing for
strategic plan
• Setting
direction and
considering
vendors
UWAC
Slide #9
61. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
60
3 INTEREST
• Number of
clicks on
‘volunteer’,
‘advocate’,
‘give’ and ‘your
$ at work’
Slide #15
62. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
61
3 INTEREST
• Number of
inquiries sent
from website
Slide #15
63. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
62
4 ACTION
• Number of
donations
made through
‘Individual
donor’ link
Slide #15
64. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
63
4 ACTION
• Completed
participate on
sign-up form in
micro-websites
Slide #15
65. PART ① PART ② PART ③
Slide #16
PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
64
2 KNOWLEDGE
• Number of
tweet clicks
leading to the
tweets
66. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
65
• Favorites
• Replies
• Retweets
3 INTEREST
Slide #16
67. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
66
4 ACTION
• Hashtags (#)
• Mentions (@)
Slide #16
68. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
67
4 ACTION
• Number of
clicks on links in
the tweet
Slide #16
69. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
68
4 ACTION
• Event check-in’s
Slide #17
70. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
69
4 ACTION
• Page mentions
and tags
Slide #17
71. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
70
3 INTEREST
• Key search
words
Slide #18
72. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Metric example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
71
3 INTEREST
• Number of
times appeared
in search results
Slide #18
73. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Google Analytics Example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: Google Analytics
72
Slide #21
74. PART ① PART ② PART ③ PART ④
Slide #22
PART ⑤ PART ⑥
• Google Analytics Example
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: Google Analytics
73
75. PART ① PART ② PART ③ PART ④
Slide #29
PART ⑤ PART ⑥
• Vendor Study - Lithium
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.lithium.com/products-solutions/social-media-management
http://www.lithium.com/products-solutions/social-media-analytics 74
• Serve industries such as food, airline, communication, gaming, IT, publishing, finance,
education, automotive, non-profit
• Major Client: Pizza Hut, Air Canada, Cisco, Honda, Olympics, the Scleroderma Foundation
“We're combining
consumer reach and
reputation system
with the leading
community platform;
building a trusted
online connection
between consumers
and the brands they
care about.”
Key features:
• Role-based UI—good for managing social media team
• Integrate Facebook and Twitter into one interface.
• Ready-to-use response templates
• Integrate with you original CRM system
• Tag, highlight and archive conversations, label contacts
• Able to track performance based on campaigns.
• Enable to conduct competitor analysis
• Evaluate customer satisfaction with response and social media posts
• Diversify contents on your website
PRODUCT OUTLINE
• Management-friendly system for
Marketing/Social media team
• Provide customer satisfaction
evaluation
• Lack of website and email
analysis.
• Unable to provide solutions to the
problems and direct edit on the
platform.
VS.
76. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Vendor Study - Lithium
• Serve industries such as real-estate, non-profit, food, entertainment, communication
advertising/marketing/PR agency
• Major Client: HomeAway, AARP, Whole Foods Market, Warner Brother, AT&T, Ogilvy
“Strengthen your
social media
management with
Spredfast, the leader
in enterprise social
media platforms. Our
SMMS delivers hard
statistics for your
company.”
Key features:
• Set the targeted demographics for your posts.
• Integrate Facebook and Twitter into one interface.
• Tag, highlight and archive conversations, label contacts
• Able to track performance based on campaigns.
• Work on mobile devices
• Customizable metrics and goals for social media management.
• Build up your content library for social media to expand your social team
• Manage different brands.
• Clear indication of progress and level of engagement
PRODUCT OUTLINE
• Allow customization for target
audience, metric and goals for
social media platforms and
campaigns
• Content Library that allows the
every organization employee to
access the contents that will be
posted on social media
• Lack of website and email
analysis.
• Not a good integration with
original CRM, not enough
detailed info on individual
followers
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.spredfast.com/our-platform/
http://www.spredfast.com/our-platform/performance-index/ 75
Slide #29
77. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Serve industries such as food, airline, communication, gaming, IT, publishing, finance,
education, automotive, non-profit
• Major Client: Pizza Hut, Air Canada, Cisco, Honda, Olympics, the Scleroderma Foundation
“Listen with Radian6”
“Social insights that
drive real business
results.”
Key features:
• Word map about hot topics.
• Comprehensive content analysis and management
• Detailed demographic info about groups audience
• Integrate social platforms into one interface
• Integrate with you original CRM system
• Tag, highlight and archive conversations, label contacts
• Able to track performance based on campaigns.
• Enable to conduct competitor analysis
PRODUCT OUTLINE
• Great Content analysis and
management
• Big company with a large number
of users, quality software and
services.
• Lack of website and email
analysis.
• Unintuitive interface
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
• Vendor Study - Lithium
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.salesforcemarketingcloud.com/products/social-media-listening/
76
Slide #29
78. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Vendor Study - Lithium
• Serving non-profit sector: charities, education, healthcare
• Major clients: American Diabetes Association, National Wildlife Federation,
University of Texas, American Red Cross
“We give you
social data.
You raise more
money.”
Key features:
• Convert your original CRM system into individual social media profiles
• Label and prioritize your contacts
• Integrate Facebook and Twitter into one interface.
• Tag conversations for management, schedule posts,
• Able to group people by actions or events
• Run on the cloud—Portable
• Quality client service comes with the product
Thrive Social CRM
• Pricing: $1,188
(suggested by the
vendor) per user per
year for all features
PRODUCT OUTLINE
• Affordable price
• Focus on social media: Social
CRM for non-profit
• Lack of website and email
analysis.
• Unable to track users overall
online activities and find
problems of communication
• Not enough insights on detail
performance on social media
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://smallact.com/software/thrive/
http://smallact.com/software/socialvision/ 77
Slide #29
79. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Vendor Study - Lithium
• Serve: communication, telecommunication, services
• Major Clients: MailChimp, Buffer, LiveChat, Campaign Monitor
“Google Analytics
tells you what’s
happening.
KISSmetrics tells
you who’s doing it.”
Key features:
• Google Analytics “add-on”
• Find a specific person and see a history of what they have ever done since they get in
touch with you online.
• Indicate the what’s preventing people from getting to the next step.
• Group people by actions or events
• Analyze effectiveness of marketing of an event/campaign
Pricing: $150/month
(Customer behavior
tracking and reporting
tools)--$250/month--
$500/month (1-on-1
services)
PRODUCT OUTLINE
• Analysis people’s actions based on
their behavior and process of
engagement (online/offline) of
events and campaigns
• Not a strong enough social CRM
system.
• Unable to connect with your
own CRM system.
• Not enough insights on overall
performance on social media
• Unable to provide solutions to
the problems and direct edit on
the platform.
VS.
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: https://www.kissmetrics.com/features
78
Slide #29
80. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥
• Serving 17 industries including non-profit sector
• Major clients: TheHopeLine, Thunderbird Online, Florida Institute of Technology,
National Institute for Fitness & Sports
Key features:
• Integrate Email, Website, Facebook, Twitter, LinkedIn, and original CRM into one system
with comprehensive analysis.
• Track and measure the performance of email, website and social media platforms
• Track history of communication and action of individual audience on email, website and
social media.
• Provide solutions to the problems of every online presence;
• Customize email and website layout for different groups of contacts.
• Tag, highlight and archive conversations with followers.
• Label and prioritize contacts
• Work on mobile devices
• Manage different brands.
• Provide competitor analysis
• Allow A/B testing for website and email
• Allow to conduct search engine optimization
- social media
marketing
- email marketing,
- content management
- web analytics
- search engine
optimization
“All-in-one Inbound
Marketing
Software”
• Pricing: $200/month
(basic)--$800/month
(Pro)--
$2,400/month
(Enterprise)
PRODUCT OUTLINE
• Integrate email, website and
social media in terms of design,
test, and measurement, and
management
• Unable to cover every detailed
metrics on social media
• Expensive
VS.
• Vendor Study - Lithium
Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
Ref.: http://www.hubspot.com/products
79
Slide #29
81. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
80
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Too many external links in the very front page, as well as a page with important program information
• Mixture of inconsistent
target: “open in new
window”, “open in same
window”, “main frame
change”
Slide #37
82. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
81
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• User’s journey to a video clip takes three clicks
CLICK 1
CLICK 2
CLICK 3
Slide #37
83. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
82
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Lack of consistency among main and program websites
Slide #37
84. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
83
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• No strategic use of color, generating unattractive
Slide #37
85. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
84
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Major call-to-action menu is in no way emphasized
Slide #37
86. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
85
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• The film menu is placed as top menu and photos menu is at the bottom along with other ancillary menus
Slide #37
87. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
86
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Inactive buttons
Slide #37
88. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
87
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Broken links pushes users to leave the site
Slide #37
89. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
88
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Text heavy pages
Slide #37
90. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
89
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Broken links pushes users to leave the site
Slide #37
91. PART ① PART ② PART ③ PART ④ PART ⑤ PART ⑥Appendix
United Way Allegheny County
Social Media Analysis
for Strategic Plan
90
EXAMPLES NAVIGATION LOOK & FEEL USABILITY READABILITY MAINTENANCE
• Lack of prompt updates
Slide #37