Increasing sales in a digital environment – Strategic exploration to leverage Social

Medias for the clothing brand 8Js

Submitted for: Bachelor of Art in Hospitality and Luxury Brand Management

Glion Institute of Higher Education

November 2016
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EXECUTIVE SUMMARY

This research was conducted in order to provide the recently-created clothing brand 8Js

with strategic digital recommendations to leverage its social media platforms.

The research draws attention to the fact that multiple insights were merged so as to

provide 8Js with the most accurate and thoroughly develop recommendations. Indeed, first

through extensive review of literature and then through qualitative interviews and quantitative

questionnaires, researchers ensured that their recommendations were based on tangible trends

observed from this aforementioned triple-insight. Seeking to better understand the digital

behavior of 8Js targeted customers and offer strategic recommendations stemming from industry

professionals and theories, this research is tailored to 8Js

Thereby, researchers further analyzed how upscale/luxury companies made use of social

media to generate more awareness and trust, as well as creating communities with their

customers to generate loyalty and long-lasting relationships. Furthermore, the study showed

different trends in getting digitally engaged consumers, alongside with their behavior towards

social media and digital purchasing. The findings showed disparities in age categories in their

digital purchasing behavior yet researchers aimed to provide 8Js with global recommendations,

thus looking to soften these disparities.

This research used the mixed method approach with 158 valid questionnaires to analyze

the quantitative (trend) aspect and 8 community managers and blogger (4 and 4) interviews to

determine the qualitative (strategic) part. The research concluded with clear and straightforward

recommendations for 8Js to implement a digital strategy that would allow leveraging their social

media.

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ACKNOWLEDGMENTS

Throughout this applied-business project journey, the researchers found guidance and

assistance through different persons, whom researchers here wish to acknowledge and most

sincerely thank.

To begin with, Mrs. Jini Heller acted as a mentor and tutor to our group, providing clear

and accurate feedback as well as well-thought advises to ensure that we kept the right objectives

as well as the correct mindset for such a project.

Then, Mrs. Anu Laukkala was of real help for us thanks to her theoretical guidance with

regards to the requirements of the applied-business project.

Researchers also wish to thank Mr. Darren Sleeman for his views during classes and

other discussions with him, which always proved extremely insightful and applicable to our

project.

Moreover, researchers wish to thank Mrs. Marie-Pierre Schickel and Mr. Claudio

Marenco Mores of the Domus Academy (Milan) for their help with regards to the data-gathering

tools and other assistance provided during the researchers’ time in Milan.

Also, researchers wish to thank all interviewees and questionnaire respondents who took

time to provide this research with the primary data it requires.

We also wished to thank our families for the support they provided throughout this

research, as well as since researchers enrolled in GIHE.

At last, researchers wish to thank a few friends, without whom this paper would definitely

not be the same due to their definite emotional support: Manuel Job, Jules Rat, Adam Jezierski,

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Manoel Assaf, Vincent Peroux, Miguel Rojas Carulla, Louise Blein, Joshua Pitoun and many

more…

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TABLE OF CONTENT

List of tables and figures……………………………………….…………………………....Page 6

1. Introduction…………………………….………………………………………………....Page 8

1.1 Theoretical Background……………………………………………………………...Page 8

1.2 Rationale…………….……….……………………………………………………....Page 9

1.3 Aims & Objectives…………….………………………..……………………….…..Page 10

2. Literature Review………………………………………………………………………..Page 11

2.1 Digital Marketing…..………………………………………………………………Page 11

2.2 Brand Identity & Relationships……...……………………………..………………Page 13

2.3 Digital Consumer Behavior and Decision-Making Cycle……..………….….……Page 18

2.4 Social Media Marketing………………..………………………………………..…Page 23

2.5 Leveraging Social Media………………………….………………………….……Page 27

2.6 Conceptual Framework………..……...………….……………………………….. Page 29

3. Research Methodology……………………………………….……………………….....Page 30

3.1 Data Collection………………………….………………...………………………..Page 30

3.1.1 Primary Data……………………………………….………...……..Page 31

3.1.1.1 Tools…………………………………………………...…...Page 32

3.1.1.1.1 Interviews (qualitative data) ………...…………..Page 32

3.1.1.1.2 Questionnaire (quantitative data) ………………..Page 33

3.1.1.2 Samples………...…………………...….…………..……....Page 34

3.1.2 Secondary data……………………………….……………………..Page 36

3.2 Data Analysis…………...………………………….……………………….……..Page 37

3.2.1 Method of Analysis………………………….……………………..Page 37

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3.2.2 Validity…………...…………………….…………………………..Page 37

3.2.3 Reliability……...……………………….…………………..……....Page 38

3.2.4 Limitations……………..……………….…………………………..Page 39

3.3 Pilot Study………………………………………………………..…………..…....Page 40

4. Analysis, results & discussion……………………………….…………………………..Page 41

4.1 Results & analysis……………….………………….……….………………......Page 41

4.1.1 Questionnaire results, analysis & discussion..…………………......Page 41

4.1.1.1 Characteristics of the respondents………………...………..Page 41

4.1.1.2 Section 1 – Brands & Social Medias……....…………...…..Page 44

4.1.1.3 Section 2 – Trends in Social Media Marketing……...…......Page 49

4.1.1.4 Section 3 – Digital Consumption..………………...……......Page 51

4.1.1.5 Section 4 – Bloggers…………………….………...………..Page 55

4.1.2 Interview results & analysis………………........................………..Page 58

4.1.2.1 Luxury Brands’ Community Managers…..……..……...…..Page 58

4.1.2.2 Fashion Bloggers………………….........................………..Page 61

4.2 Discussion………………………………….……………………..…………..Page 63

5. Recommendations & Conclusion…….………………….…………………..…………..Page 65

5.1 Recommendations……………………………………………………………Page 65

5.2 Conclusion………………………………………………….………………..Page 72

6. References.………………………………...………….……………………..…………..Page 73

7. Appendix……………………...……….………………………………….....…………..Page 84

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LIST OF TABLES & FIGURES

Literature Review

Figure 1 – Proposed conceptual model of communication in social media based brand equity

Zailskaitė-Jakštė, L., & Kuvykaitė, R. (2016)

Figure 2 – The Brand Identity Prism (Kapferer, 1997)

Figure 3 – The relationship between online traffic and brand strength (Luo & Zhang, 2013)

Figure 4 – The Consumer behavior process (Engel, Blackwell & Miniard, 1995)

Figure 5 – Applying the EKB model to the digital world

Figure 6 – Consumer decision-making journey in a digital world (Moran, Muzellec & Nolan,

2014)

Figure 7 – The Social Media strategy cone (Effing & Spil, 2016)

Figure 8 – The three levels of customer engagement (Schivinski, Christodoulides & Dabrowski,

2016)

Figure 9 – The phases of development of social media strategies (Kim & Ko, 2012)

Methodology

Figure 10 – Characteristics of quantitative & qualitative data (Healey and Rawlinson, 1994)

Results & Analysis

Figure 11 – 8Js & regional connectivity (Provided by the brand)

Figure 12 – 8Js & connectivity according to age (Provided by the brand)

Figure 13 – Gender & age category of questionnaire respondents

Figure 14 – Male respondents’ age category and origins

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Figure 15 – Respondents & digital consumption

Figure 16 – Age category of respondents

Figure 17 – Respondents’ branded digital engagement

Figure 18 – Digital engagement & purchasing behavior

Figure 19 – Ranked motivations behind respondents’ digital engagement with a brand per age

category

Figure 20 – Digital engagement & personal interests

Figure 21 – Digital engagement & lifestyle

Figure 22 – Digital engagement & trust

Figure 23 – Respondents’ use of Social medias in digital decision-making

Figure 24 – Respondents’ responsiveness to targeted marketing campaigns

Figure 25 – Number of items purchased online in the last 12 months

Figure 26 – Social media and influencing purchase decisions

Figure 27 – Respondents’ responsiveness to Social Media promotions

Figure 28 – Ranked motivations behind respondents’ purchasing decisions per age category

Figure 29 – Social Media and consumption: digital & physical

Figure 30 – Respondents’ engagement with blogs

Figure 31 – Comparing respondents’ trust in social & blogs

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1. INTRODUCTION

1.1Theoretical Background

Over the last decade, digital marketing took over traditional strategies and social media

(SM) became one of the most commonly used communication tool (Tiago & Veríssimo, 2014). It

became so important in communication strategies that all companies now aim to take advantage

of their SMs. From international companies to local businesses, all commercial entities look to

implement digital and SM strategies that generate awareness, better customer acquaintance and

wider promotional reach (Neti, 2011). Moreover, consumers began shifting away from

traditional marketing tools such as TV, radio and magazines when researching information

(Mangold & Faulds, 2009). Empowered consumers have thus been swiftly involved in social

networking platforms, looking to engage in interactions with brands who sought insights on their

purchasing behavior (Andzulis, Panagopoulos, & Rapp, 2012). With the constant increase in

digital consumerism, companies began using SM as strategic instruments to approach their target

market, drifting from awareness-oriented objectives towards more financial ambitions (Smith,

2011). Nowadays, regardless of the industry, SM ranks amongst highest priorities for all

companies wishing to expand or sustain growth, eager to be ahead of competitors in terms of

digital engagement. Currently, social medias are used in order to facilitate communication

efficiency, expand awareness and foster customer interaction through comments and opinions

(Tiago and Veríssimo, 2014). Social medias are now considered “business take-off tools” for

newly established brands (Kim and Ko, 2012). Furthermore, well-established brands seek to

multiply interactions with customers while using specific if not exclusive channels such as live

broadcasts and creating their own application (Kim and Ko, 2012). The old fashioned ways of

communication are being replaced with a new two-way interactive strategy which is not limited

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by time -space or medium. Now marketers are forced to invest in SM and constantly innovate

due to the ease of access to information online (Asur and Huberman, 2010). Moreover, SM allow

facilitating customer relationships, enhancing brand equity and business development; SMs also

provide better understanding of customer feedback and improvement of company performances,

thus generating greater revenues and reducing in marketing costs (Luo, Zhang, and Duan, 2013).

This research focuses on analyzing the digital and SM strategy environment surrounding

the newly-established brand 8Js, a high end fashion clothing inspired from the classic motorsport

racing, created by Sacha Prost in 2013.

1.2 RATIONALE

The researchers have been approached by Mr. Sacha Prost, creator of the brand 8Js, who

wished to improve and develop 8Js SM strategy with the focused aim of leveraging these new

digital marketing tools.

Throughout this paper, the researchers will try to identify the best digital and SM strategy

for a high-end luxury fashion brand while seeking to identify and establish a genuine correlation

between the digital marketing and the online sales of the brand. Moreover, numerous studies

have shown that a thorough SM strategy will increase the level of awareness of a brand, as well

as allow gaining loyal customers and engaging new ones if the strategy is focused on the right

target market.

Handling such a research will be beneficial for 8Js as it will allow them to understand

how to reach their target market using the new technologies available today and create content

that will attract new customers and generate sales on their online store. Lastly this paper will

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have as a main objective to understand the SM atmosphere and create an adequate strategy for

8JS to increase their sales.

1.3 AIMS & OBJECTIVES

The aim of this applied business project is to create and develop a digital marketing &

communication strategy allowing 8J’s to leverage its SM platforms with the objective to drive

sales and increase brand awareness.

Also, this research project will investigate the inherent connection between SMs and

online sales so as to understand what turns a follower into a customer; thus seeking to

comprehend how a SM strategy is built according to the newest trends can drive online sales on

8J’s website.

As the theoretical starting point of the applied business project, the literature review will

be developed following the concepts and other theories displayed in the objectives stated here:

1. To determine the relationship between the online sales of a fashion brand and its brand

awareness (and online engagement).

2. To explore and determine the different SM tools that will prove effective towards 8J’s

community and its primary target market, as well as understand the different profiles of

online customers.

3. To identify with research, the on-going and upcoming trends in the SM marketing

strategies for high-end clothing brands.

4. To assess the market’s responsiveness to a SM marketing strategy leveraging the brand’s

identity, heritage and the lifestyle it promotes.

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2. LITERATURE REVIEW

The literature review is a crucial milestone in the writing of an applied business project,

as it provides the theoretical and conceptual background to the primary research to be held by

using previous researchers’ findings as a foundation. In this way, the aim of this literature review

is to display different models and theories that will be developed and applied throughout this

applied business project, thus basing the research upon prior peer-reviewed concepts

(Bolderston, 2008).

2.1 DIGITAL MARKETING

Prior to displaying the theories and other concepts which apply to social-media, one must

understand what composes a digital marketing strategy. Indeed, the dotcom bubble of the late

1990’s has tremendously reshaped the contemporary marketing practices, due to the emergence

of new tools and means to reach an ever-increasing number of consumers (Wang and Tang,

2003). Similarly, consumers’ ways of purchasing and behaving with regards to brands and

products evolved considerably due to the amount of information available and the overwhelming

amount of marketing materials each individual encounters daily. “The digitization and

networking of information transform marketing communications into a vastly different set of

practices for connecting consumers and brands” wrote Mulhern (2009), thus emphasizing the

new era of digital marketing for both brands (& marketers) and consumers. In this way, the

digital marketing strategies are built to ensure the same objectives as traditional marketing,

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simply with extremely diversified means. One may then wonder how digital marketing differs

from traditional. Digital marketing provides a brand with a virtual image, which grew more

important than the physical one in many cases (Hermanaviciute and Marques, 2016). In the

digital environment, brands act differently than in the physical world as their targets are to be

reached directly if marketers wish for their communications to be effective. Moreover, digital

marketing proves more efficient in reaching wider audiences as its objectives are slightly

different than those of traditional marketing. Indeed, as introduced by Welling and White (2006),

digital marketing has four main objectives, which are to increase the efficiency of

communications, to foster customer relationship communications and interaction, to create

awareness and help build brands, and finally to generate sales. These objectives are thus inherent

to brands and their community, aiming to increase all levels of engagement, loyalty and financial

returns (Järvinen, Tollinen, Karjaluoto, & Jayawardhena, 2012; McLaughlin, 2015). Thus, the

literature states the ability to broaden and increase a brand’s awareness, as well as its reach,

through the new means available to marketers.

In this way, one of the cornerstones of digital marketing would be content marketing. Defined by

the Content Marketing Institute as the “marketing technique of creating and distributing

valuable, relevant and consistent content to attract and acquire a clearly defined audience – with

the objective of driving profitable customer action”; content marketing allows for marketers to

broadcast campaigns and messages with the aim of increasing a brand’s customer equity

(Patrutiu Baltes, 2015). Thus, the new media available to marketers gives way to push-oriented

marketing strategies, with the aim of constantly providing customers with new brand messages,

products and campaigns, so as to generate purchase intentions or at least a certain desire to be

involved with a brand (Chipp and Chakravorty, 2016). Customers’ connectivity with the brands

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is thus constantly sought and reaffirmed (Mulhern, 2009), pushing marketers to increase their

digital exposure on the different platforms and through the different tools available.

Rakic and Rakic (2014) further emphasized the direct and dynamic nature of the digital

marketing era with the concept of “digital media customerization”, which analyzes the constant

dialogue between a brand and its customers. They thus accentuate the role of the customer in this

two-way communication stream, giving way to a marketing culture that is said to be

participatory (Ashman, Solomon & Wolny, 2015), hence the new role taken by consumers as the

main integrated actor (Rakic and Rakic, 2014).

Brands are thus to develop strategies integrating myriad of new tools as well as new actors,

namely customers, aiming to constantly increase their customer equity as well as awareness, with

the final objective of driving financial returns.

2.2 BRAND IDENTITY & RELATIONSHIPS

As part of communication strategies, brands develop relationships with consumers with

the aim of creating an on-going dialogue that can be leveraged. Bruhn, Schoenmueller and

Schäfer (2012) further enquired the role of different digital relationships that brands build online

with their consumers by contrasting them with former relationships developed through

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traditional marketing means, specifically in terms of impacting brand equity. Their findings

indicated that digital communications were especially efficient in the consumers’ perception of

brand image, contrasting with traditional marketing’s higher impact on brand awareness. In this

way, a digital marketing strategy would only strengthen the image of the brand in the mind of the

consumers who already know the brand as well as the bond they have with this brand; but it

would barely help in generating new relationships for the brand. However, such vision is not

necessarily shared by all researchers and theorists on the matter. As shown in the figure below,

Zailskaitė-Jakštė and Kuvykaitė (2016) aimed to develop a conceptual model to see how SM

communications affected brand equity:

Zailskaitė-Jakštė and Kuvykaitė thus highlight the direct connection between SM and brand

equity (in which they include awareness, associations and loyalty), thus doing more than simply

strengthening preexisting bonds, but creating new ones. As shown in the figure above,

consumers engage in communications online according to their “antecedents”, which display

their preferences and personal motives for engaging with a brand. The key for SM relationships

is thus to ensure that the identity of the brand is present through all forms of communications so

as to create valuable relationships with consumers (Karpińska-Krakowiak, 2016). SMs thus have

to reflect the identity of the brand to be efficient with the consumers/users they communicate

with. In this way, a brand aims to build relationships according to its internal values and the

culture it thrives on.

In this way, the concept of brand identity comes into play to better understand what

brands should include in their SM strategies. The brand identity prism developed by Kapferer

(1997) can thus apply to the SM communications conducted by brands, as they highly influence

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the perceived image of the consumers. If SM are inherent to the “relationship” dimension, they

also reflect and include elements of 4 of the 5 remaining dimensions:

The

“reflection” dimension refers to the way a consumer perceives what a brand stands for, SM and

direct interaction have great potential in affecting this dimension. The concept of “self-image”

refers to what the consumer thinks of himself with regards to ownership of the brand. This may

also be affected by the way the brand communicates its lifestyle and specific values. The

“culture” of a brand refers mainly to the organizational values and what the brand uses to

legitimate these values, such as “made in..” or other inspirations. A brand’s “personality” refers

to when a brand becomes a person, which in the case of SM communications can include the

expressions of a brand through specific bloggers or models. Kapferer’s identity prism thus

proves crucial in digital communications as the digital users reflect to their preferences (or other

elements that Zailskaitė-Jakštė and Kuvykaitė place among the antecedents) when looking to

engage with a brand (Mogos, 2015). The prism thus helps identifying the elements constitutive

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of a brand’s identity, which must be displayed or included in some way in the communications

so as to develop bonds and relationships with consumers who appeal to such features. Here, the

relationships thus reflect multiple dimensions of branding as consumers seek to engage with

brands thriving on a culture engaging their personal preferences (Iazzi, Vrontis, Trio and

Melanthiou, 2016).

The digital marketing thus allows for brands to create genuine communities of

consumers, who share (a) common interest(s), either in the brand itself or its heritage (Quinton,

2013). These communities represent a genuine tool to raise the awareness of a brand as new

consumers will feel included in a community in which they are engaged through branded content

(Bányai, 2016).

Moving away from Kapferer’s prism, a brand’s identity also plays an inherent role in

establishing relationships with consumers, as consumers relate to their preferences or their

subjective values to establish brand preferences (Luo and Zhang, 2013). In this way, the

following figure developed by Luo and Zhang (2013) displays the connections that exist between

three dimensions: site traffic (referring to the online performance of the brand in terms of

awareness and the community it creates), online buzz (which refers to the customer’s attitude in

regards with the brand, mostly regarding engagement and word-of-mouth) and firm performance.

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Luo and Zhang establish a tangible connection between a brands ability to engage

customers and create a community (online buzz) and the “brand interest”, which actually refers

to how customers recognize themselves in the brand’s identity.

At last, communities and other relationships stemming from brands can also take the form

of what Zailskaitė-Jakštė and Kuvykaitė (2016) call “customer-to-customer communication”. In

the era of digital communications, certain customers have been gained a genuine influential aura

thanks to their personal digital community; these influencers are called bloggers. According to

the theory of the “megaphone effect”, the digital era allows for greater potential audiences,

meaning a greater number of potential customers. This was further developed by McQuarrie,

Miller and Phillips (2013) who emphasized the role played by bloggers nowadays, who often

have access to a greater influential power than brands themselves and influencer marketing

becoming amng the main contemporary marketing tools. “More consumers now have more

opportunities to reach thousands of others consumers than ever before” (McQuarrie, Miller &

Phillips, 2013). Such actors’ role is growing in importance as negative reviews have a clearly

negative effect on purchase intentions, and the same is true for positive reviews which have a

noticeably positive effect on the perception of the products or brands (de Vries, Gensler and

Leeflang, 2012). In this way, these newly-established communities rely heavily on brands

without granting exclusivity to any brand, allowing for multiple brands to have recourse to iconic

online actors (Pihl, 2014). The world of fashion consumers relies heavily on bloggers and other

influencers as they often appear as examples in terms of taste and trends (Wolny and Mueller,

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2013). Furthermore, bloggers often embody what average consumers appeal to, and the

relationships between bloggers and brands are done in order to foster the brand to a broader or at

least more diverse audience than the brand’s community (Arvidsson and Caliandro, 2016).

2.3 THE CONSUMERS’ ONLINE JOURNEY

DIGITAL CONSUMER BEHAVIOR AND DECISION-MAKING CYCLE

When looking to understand how consumers relate to a brand and react to its

communication strategies (whether it is digital or traditional), examining the consumer behavior

allows for further findings which may help marketers. Specifically, for digital marketing,

marketers aim to understand what specific role these platforms play in consumer behavior and

decision-making. Initially developed by Engel, Blackwell and Miniard (1995) for traditional

marketing and looking to understand the process under which consumers went in their decision-

making, this model was adapted later for digital strategies. Initially, the EBM model displays

how consumers aim to assess both utility and functionality features of products through a simple

process shown below:

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In this traditional model, the availability of information and peer-to-peer review (as well as the

predominance of E-WOM) which are inherent to the digital marketing strategies are not taken

into consideration. Thus, aiming to understand the specificity of the digital decision-making

process would allow marketers to understand how consumers may be influenced at each stage

and thus how to better leverage digital marketing strategies.

The stakes are here to understand the journey taken by consumers online, from

discovering a new brand to being an engaged customer, taking part in the digital community and

fostering new relationships for the brand. Seeking to understand the digital decision-making

cycle is done so as to generate loyalty among digital consumers who may never have

experienced the brand physically (Fulgoni, 2016). In this way, Ashman, Solomon and Wolny

(2015) aimed to apply the EKB model to the digital strategies. Consumers share experiences, and

positive experiences often give way to the recognition of a need for others. SM then provide the

best platforms to gather information, and the amount of reviews facilitate the decision in terms of

evaluation of alternatives. As stated in their article, SM “provide a never-ending loop of peer-to-

peer information sharing about brands and products which often give way to grouped or

community-wide decisions/opinions of brands”. The key element which appears here is in the

post-purchase behavior (labelled outcome in the above-presented figure), which takes the place

of E-Word-of-Mouth in the case of SM. Moran, Muzellec and Nolan (2014) further emphasized

the role of E-WOM in the decision-making, showing that brands grew less responsible for

consumer behavior as consumers related to other consumers. They stressed that consumers

underwent “moments of truth” throughout their digital decision-making journey, allowing them

to better assess which products and brands they should affiliate with (see figure 6).

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The following figure thus provides a framework of the EKB model applied to the digital

consumers:

Looking away from the EKB model, Moran, Muzellec and Nolan (2014) identified the

specificity of the online decision-making process as being extensively based on “pushing”

products to consumers (Chipp and Chakravorty, 2016). As shown in the figure below, consumers

gain awareness of a brand from a branded stimulus, which later gives way to information search.

However, digital platforms are numerous for gathering information and the amount of

information available usually aims to assists consumers in making the best decision (based on

reviews and peer-to-peer interactions) as shown by Moran, Muzellec and Nolan (2014).

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This new way of communicating among consumers thus has a greater impact on brands

than what brands communicate themselves, or at least among what some referred to as “digital

natives” (Williams, Crittenden, Keo and McCarty, 2012). In this way, consumers play a definite

role in the decision-making process of other consumers through sharing of experience (Cf. The

Megaphone Effect). Customers are thus highly empowered in the digital age as their reviews also

greatly influence the success of a brand and specific communication strategies (Ali Acar and

Puntoni, 2016). If researchers have proved that SM do not necessarily enhance purchase

intentions for high-end brands, they provide brands with greater means to create desires and

appeal among potential consumers (Phan, 2011). Nevertheless, demographics come into play

when looking to determine the efficiency of SM on consumers as the behavior of digital natives

is more bound to be influenced by SM communications (Kumar, Bezawada, Rishika,

Janakiraman and Kannan, 2016). In addition to the differences in behavior stemming from

generational differences, culture also influences the way consumers relate to the information they

find online, whether it stems from organizations or peer-consumers (Goodrich and de Mooij,

2014).

The era of digital marketing thus clearly shifted the decision-making process of

consumers, from being a personal process to being community-wide. Consumers thus feel

included in a wider process to which they participate by sharing their experiences through E-

Wom (Schivinski, Christodoulides and Dabrowski, 2016). This thus clearly impacts the

consumer’s journey when making decisions regarding a brand as they now seek to engage in

peer-to-peer interactions rather than seek with branded interactions (Schivinski et al., 2016).

Nevertheless, brands are still at the core of this process as they are at the origin of branded

content. Tripathi (2014) aimed to identify the crucial dimensions in generating online

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engagement. First, a brand must inspire confidence, with products compiling with the promises.

Then, a brand must have integrity, which helps providing consumers with a sense of security and

fairness. The third dimension deals with a sense of pride in ownership. Finally, brands must

communicate some “passion”, which extensively deals with customers’ affects and imagination.

Tripathi also emphasizes that the myriad of alternatives and products available to digital

consumers should lead marketers to create value through their interactions, as “informed,

networked, empowered and active customers are increasingly co-creating value with the firm,

which keeps them engaged” (Prahlad and Ramaswamy, 2004). The creation of value is thus

shared and brands are not fully in control of their own marketing or at least of what stems from

their digital marketing strategies, as customers are empowered and value becomes co-created

(Ramaswamy and Ozcan, 2016).

Customer engagement thus appears as the main objective of digital marketing, thus

keeping it in line with traditional marketing’s objective of developing lasting bonds with loyal

customers (Gallup Consulting, 2008). Gallup Consulting’s report also further enquires this

connection between brands and consumers, accentuating the “emotional” aspect which proves

most effective in generating loyalty. In this way, the brand-generated content must target

emotions rather than functionality (Kirk, Chiagouris, Lala and Thomas, 2015). This emotional

content helps creating a bond between the brand and the customer and must be carefully

implemented through all phases of the decision-making cycle as satisfying customers’ emotions

once is not enough to secure lasting relationships.

Furthermore, the digital era also changed the relationship of trust between brands and

consumers, as products cannot be experienced in the online sphere. As shown by Tripathi (2014),

the combination of “rational trust” and affection is what engages a consumer with a brand.

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Customers who are fully engaged with a brand also proved to have higher spending habits with

the brand, as well as being less sensitive to price tags.

Thus, the EKB model clearly lacks a digital implementation despite its application to the

digital marketing era (Ashman et al., 2015), failing to include broader factors that impact

consumer’s behavior, such as sociocultural factors for example (Jacoby, 2002).

In their implementation of the EKB model to the digital era, Ashman et al (2015) develop

the “participatory model”, with the main novelty of analyzing how consumers involve with each

other based on their taste and preferences in a “hive-minded mentality” (Earls, as cited by

Ashman et al., 2015), which circles back to the communities previously explored. Consumers are

thus highly influenced by communities, and engagement gives way to engagement. Indeed,

consumers proved more influenced by engaged consumers and bloggers than by brand-generated

content. Thus, brands are not the sole creators of loyalty and engagement due to the digitalization

of marketing strategies. This can be exemplified with the notion of trust. As consumers cannot

experience or see a product in a digital sphere, they tend to rely exclusively on the goodwill of

reviews and public figures (López and Sicilia, 2014). Wolny and Mueller (2013) also showed

that personal interest had a great impact in engagement, as consumers interact with brands that

resemble them.

2.4 SOCIAL MEDIA MARKETING

As introduced in the aforementioned review for digital marketing, the new marketing

culture is growing towards being inherently participative. In this way, the end-user or customer is

to be included in what used to be exclusively firm-generated content (Evans, 2010). As a new

tool for marketing, SMs have taken centre-stage in the contemporary society due to the myriad of

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individuals, businesses and different causes it gathers. However, as a new phenomenon, SM

differ due to the myriad of existing platforms, yet some researchers have attempted to provide a

general definition of SM. Carr, Decreton, Qin, Rojas, Rossochacki & Yang (2014) define SM as

“An array of platforms that allow people to interact, create, share, and/or exchange information

and ideas in virtual communities and network”, thus putting the emphasis on the direct

interaction existing between users (peer-to-peer, B2C & B2B) as well as the different

communities which gather individuals on the basis of their interest or attachment to a certain

entity (a brand for example). Carr et al.’s definition is further completed by Evans (2010), who

developed the idea that SM strategies are developed with a simple goal in mind: engaging the

customer in a “collaborative conversation”. Here, the mutuality and the duality of the exchanges

is stated and emphasized, thus showing that SMs enable brands to benefit from their relationship

with their consumers (Icha and Edwin, 2016). SMs appear as the most direct way for brands to

communicate the value of their brands and their products; and the only manageable way for

brands to develop a community.

Developed by Effing and Spil (2016), the social strategy cone provides thorough

understanding of the what it takes for a brand to develop a SM strategy. The different stages of

development of a SM strategy are displayed, and the seven key elements of SM marketing are

sorted accordingly.

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At the bottom are the initial decisions made

regarding the audience (which often refers to the target market) and the channel choice which

must be carefully adapted to the said target market as well as integrated in the marketing

communications tools fitting the brand image. With regards to the second phase, diffusion

gathers policies, resources and goals, which are set internally. Then third phase of maturity in the

development of a SM strategy ensures the continuity in the interaction through the content

activities as well as achievement of the previously set goals and objectives through the

monitoring.

If the cone provides a set framework for brands to develop a SM strategy, it forgets to

encompass the potential that SM represents for customer relationship management. Maecker,

Barrot, and Becker

(2016) go beyond

what the Effing and

Spil’s cone

displayed, claiming

that SMs are the best available tool for brands to manage their relationships with both existing

and potential customers. Indeed, the myriad of platforms available to marketers allows them to

use of different strategies according to their different tools, which enables them to adapt their

interactions according to the type of users they are addressing. This was further developed by

Choudhury and Harrigan (2014), with the concept of “Social CRM”, which allows for highly

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efficient customer engagement initiatives due to the information available to marketers. Here, the

availability of information is also dual, as customers also have access to an ever-increasing

amount of data from brands and industrial entities, which often shapes their brand preferences.

Indeed, the engagement often correlates with the preferences of the customers as shown by

Schivinski et al. (2016), who tried to measure customer engagement with brands on SMs.

Stemming from Shao’s research (as stated by Schivinski et al., 2016) was the idea that

consumers acted with brands on SM differently according to their level of engagement with the

brand, as consumer choices were dictated by their preferences (Bronner and de Hoog, 2014). In

their research, the three levels were the following:

The three researchers however stressed the lack of tangible information on how

consumers used SMs (which is crucial for a brand wishing to leverage its SM platforms).

Nevertheless, their research provides a ranking of the levels of engagement, and surprisingly

consumption lies at the bottom, meaning the lowest level engagement. This often results from

online phenomenon in which certain products are sought, through specific marketing methods

referred to as buzzing (Hewett, Rand, Rust and van Heerde, 2016). In this way, customers seek

possession of goods before looking to be involved on a brand’s SM platforms (as shown in the

figure below). The CRM in the digital era thus clearly shifted as customers used to involve

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themselves differently than with possession (Quinton, 2013), and engagement can be leveled

differently, through production/consumption of branded content (Ashley and Tuten, 2015).

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2.5 LEVERAGING SOCIAL MEDIA

As developed by Kim and Ko (2012), the main purpose of a thoroughly developed SM

strategy is to drive sales, through retail and e-commerce. As previously developed, brands use

SMs to develop bonding relationships with their customers, and this is especially applicable for

high-end and luxury brands since the recent economic crisis (Kim and Ko, 2012): as the

symbolic value is not sufficient to ensure the survival of the brand, SM strategies should be used

to attract new customers and widen their consumer base by displaying a lifestyle to which they

appeal.

Moreover, although a direct influence of SM over the buying behavior has yet to be

established, researchers have shown that customers who interact with a brand have a tendency to

spend more and be more engaged with that specific brand (Maecker et al., 2016).

Xie and Lee (2015) disagree with Kim and Ko on the main purpose of a SM strategy,

arguing that driving sales only comes second to giving a better overview of the brand to the

consumers. This was further emphasized by researchers who established that likes, shares or

clicks could not relate in any way to the buying behavior of consumers even though it showed

that consumers were allegedly more attracted to the brand (Fugoni, 2015; Hanna, Rohm and

Crittenden, 2011).

However, if a company wishes to benefit and leverage its SM strategy, it enters a

continuous process which requires extreme commitment and constant monitoring (Andzulis,

Panagopoulos and Rapp, 2012). This research also proved how nowadays, a successful sale

campaign requires a certain use of SM due to the reach it offers, especially among digital natives.

Furthermore, in the establishment of a SM strategy, success often stems from a company’s will

to understand what customers are looking for, and then integrating this dimension at the core of

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the strategy. This is made possible by studying a combination of data analytics and social

influences, as the better knowledge of the customer allows better communication (Powers,

Advincula, Austin, Graiko and Snyder, 2012).

Kim and Ko’s research (2012) is also completed with the following figure, showing the

different phases of social strategy development, differing with what Schivinsky et al. (2016)

proposed in their social strategy cone.

Indeed, this four-stage development model treats SMs as a selling tool, in which loyal and

engaged customers can fully express themselves and live their relationship with a brand. Here,

leveraging SM is presented as the main objective of SM strategies, proving its potential in terms

of sales. When dealing with fashion brands, exclusivity is sought and SMs must reflect the brand

values and heritage; this multichannel opportunity provides brands with means to enhance the

customer experience, SM being an effective tool for CRM (Blázquez, 2014).

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2.6 CONCEPTUAL FRAMEWORK

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3. Research Methodology

Here, researchers presented their methodology in the data gathering process. To ensure

that the findings provided the best potential knowledge for the brand at stakes, different tools

were used to provide the widest potential range of valuable data.

Furthermore, a thoroughly developed methodology will provide a framework for future

researchers to base their studies on, as this research will be extensively exploratory. Defined by

Robson (as cited by Saunders, Lewis and Thornhill, 2007) as the appropriate research method to

“seek new insights”, the exploratory methodology of research will thus allow the research team

to analyze the data gathered with the aim of identifying trends and other processes which may

positively influence the leveraging of SM.

3.1 Data Collection

To ensure that the data gathered is as accurate and valuable as possible, different data

gathering methods will be used, as well as different types of data. The more complete a

methodology in terms of variety of data and gathering tools, the more precise and genuine the

findings (Walliman, 2011).

3.1.1 Primary data

As this applied business project aims at providing a brand with tangible insights from

digital consumers, primary data will be collected. In order to better benefit from different

insights, both qualitative and quantitative data will be gathered through different tools.

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Qualitative data presents the strengths and weaknesses presented in the table below (from

Saunders et al., 2007). However, these weaknesses will be addressed as the qualitative data will

be gathered through interviews and not open surveys.

In this way, the subjectivity of the primary qualitative data gathered will not harm the

results as it would focus on a single participant, a professional of the industry. Also, the

systemization issue will not apply due to the number of interviewees.

Quantitative primary data will also be gathered through a wider data gathering process

(digital surveys and questionnaires) with the aim of providing numerical data that will be

arranged so as to generate tangible insights from the potential consumers, thus helping

researchers identifying trends to help the brand leverage its SMs.

Also, quantitative data proves more efficient in standardizing data, which will help

researchers identify on-going trends (Creswell, 2009) in the world of digital consumers.

The table presented below summarizes the different characteristics of gathering and

analyzing both quantitative and qualitative data (Healey and Rawlinson, 1994).

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3.1.1.1 Tools

Researchers believe that merging findings from two different types of data gathering tools

will provide tangible and sufficient primary data for this research on leveraging strategies SMs

for fashion brands.

3.1.1.1.1 Interviews (qualitative data)

Interviews with industry specialists will be conducted by the researchers to gain

qualitative data. Reducing these qualitative data gathering interviews to two will reduce the time

to systematize the answers and provide clearer findings (Saunders et al., 2007). In this way, the

researchers aim at conducting the following interviews with specialists (at least 4 of each to

provide sufficient data):

- Luxury brands’ community managers: assess what the key performance indicators are to

monitor the efficiency of their SM strategy. Theses specialists will be aware of SM

strategies that brands use in order to attract new consumers online as well as leveraging

strategies for a brand’s SM communication, thanks to their professional experience.

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- Fashion bloggers: assess the efficiency of influencer marketing by looking at

communication objectives and provide insights on how brands have recourse to bloggers

to increase their sales or achieve other key performance indicators.

The data gathered from these specialists will not be quantified and will thus be exclusively

qualitative. The researchers will aim to identify trends and valuable insights to provide the brand

with beneficial information from these specialists. However, to provide more thorough findings,

the interviews will take part in two separate questioning sets. First, all specialists will be asked

the same questions in order for the researchers to find potential recurrences in their answers, thus

providing this research with genuine trends stemming both bloggers and communication

specialists. Differences may also help understand their different role and point-of-view in the

digital marketing strategy. In a second part, each specialist will be asked questions specific to

their function in the industry; therefore, helping research gather precious insights on their

specific fields and roles within the industry.

3.1.1.1.2 Questionnaire (quantitative data)

If insights from industry specialists will definitely provide researchers with beneficial and

valuable information, insights from the consumers will allow better understanding of their

behavior and motivations in digital retail. Surveys and questionnaires target a wider audience

than interviews as they are sent out to individuals who are free to answer and provide their

subjective views on the topic at stakes (Saunders et al., 2007). Furthermore, due to the wider

reach, questionnaires allow a broader overview, from both the respondents’ anonymity and their

subjective differences (Walliman, 2011).

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Nevertheless, researchers must act carefully with the results as the anonymity of the

respondents is often a reason for them to answer without much thought or care. Researchers must

then proceed cautiously with their findings and moderate potential fake trends identified from

careless responses. The questionnaire is designed so as to provide quantitative data, due to the

difficulty in handling a wide range of quantitative data (Saunders et al., 2007).

The objectives of the questionnaire will be to gain insights on consumers and their digital

behavior with regards to purchasing. Looking to assess their motivations, a certain emphasis is

put on trust and their behavior in branded relationships or influencer marketing.

At last, the questionnaire was split into four different categories (namely Brands &

Social, Trends in Social Media Marketing, Digital Consumption & Bloggers) to allow better

identification of patterns and trends in the answers. Additionally, this theme-based organization

provides focused findings that can later be merged to generate more accurate insights.

3.1.1.2 Samples

To achieve the objectives of this research, a sample matching with the target market and

potential consumers of the brand was chosen. Documents displaying different internet-based

analytics were provided and helped identifying the main characteristics of the brand’s

consumers. In this way, the research will aim to set its sample on the brand’s current and

potential consumers, compiling different features to provide a profile of the brand’s digital

consumers.

First, with regards to geographical priorities, researchers aim to focus their sample on

European markets, as the brand is focused on Europe for its retail strategy. This is further

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confirmed by the Google analytics figure presented below, with 9 out the top 10 countries being

European, adding up to 72.5% of the total visits.

Despite the United States in 4th position, their answers will be filtered out as the brand in

question must cover the delivery fees for its e-commerce platform thus reducing its profit margin

(which goes against a leveraging strategy).

With regards to other demographic considerations, the internet analytics documents also

provided valuable information on the visitors. The figure presented below shows the different

age categories and the percentage of the visits they represented. The sample thus focused on the

highest visiting categories, being 25-54, adding up to 74.4% of the total visits. Also, younger

customers lack sufficient buying power to be included in the sample for a research aiming to

leverage SMs. At last, the questionnaire targeted men as 8Js had no female line.

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In the end, the sample gathered a wide range of profiles, which can be summarized

around a European man, ranging between 25 and 55 years old, that was either a racing fan or a

fashion aficionado. In order to gather sufficient data and provide valid and credible analyses

based on a wide range of potential customers, the researchers aimed to gather a minimum of 150

responses from respondents fitting the aforementioned profile.

To ensure that only answers from these profiles were gathered, filter questions were set in

the questionnaire, filtering out those who did not fit the said profile.

3.1.2 Secondary data

As presented in the literature review, this research also extensively used previous

researchers’ findings as a foundation. Multiple theories have been addressed so as to provide a

conceptual background to support the objectives of this research. In addition to these elements,

the brand provided the researchers with Google analytics documents displaying infographics

(some of which were presented above).

3.2 Data analysis

3.2.1 Method of analysis

To provide and guarantee an efficient data analysis process, the results will be analyzed

using the interpretivist approach, which widely aims at interpreting and giving understanding of

social behaviors and trends (Saunders et al., 2007). Also, the interpretivist method allows for

better data categorization as the responses provide insights which may be arranged in categories.

Furthermore, this approach investigates causal relationships, with an emphasis on the “cause-to-

effect” relationships (Saunders et al., 2007).

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Also, to ensure the reliability and validity of the findings, the results will be analyzed

alongside with the secondary data made available from the brand as well as the theoretical

background and literature review completed earlier.

Qualitative and quantitative data will provide a dual insight: the quantitative data will

inform researchers on the current state of digital consumer behavior, which when analyzed will

give way to clear observations and facts. The qualitative data will provide more strategy-oriented

data as to current industry practices. Recommendations for the brand will come about by

merging these insights into tangible strategic actions that should be undertaken in order to

leverage SMs.

3.2.2 Validity

To ensure the validity of the research, the researchers will first conduct a pilot study to a

smaller sample in the first phase of the research. Walliman (2011) says that pilot studies are the

most common way to try out ideas that include working with people and companies. Moreover,

in order to gain trust and respect, the most appropriate way to do it is through pilot studies

(Creswell, 2009, p.88). After the pilot studies, adjustments will be made in order to adapt the

tools to findings from the pilot, allowing for a fluent flow of information for the actual study.

Also all the interviews will be conducted with experts in the industry, who have a solid

background within the topic and can assure clear and relevant answers to the study. After

receiving the results, the researchers will use a triangulation way of verifying the results by

comparing them with the literature and theories used for the research to add validity to the study

(Creswell, 2009, p. 190). Furthermore, the results will always be peer reviewed by the tutor so

that the study will not be biased and will ensure that a third party has agreed with the findings as

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well as the tools leading to them. Due to the fact that in real life not everything is aligned, this

research will not exclude negative or discrepant answers which will disagree with the general

knowledge of the theme thus ensuring a better validity of the study (Creswell, 2009).

3.2.3 Reliability

First of all, in order for the research to be reliable and credible the researchers will make

sure that the data collected will correspond with the existing literature thus creating a good level

of stability for the project (Golafshani, 2003). Moreover, the researchers will ensure that there is

no deviation from the used codes creating mistakes and ruining its reliability. To ensure that the

answers are linear any type of foreign language response will be transcribed and translated in an

objective manner, allowing for the study to be understood by all readers. Also the team members

will constantly meet discuss and share information to make sure that everyone has the same

knowledge and follows the same path (Creswell, 2009; Golafshani, 2003). The questionnaires

will be design in such a way that the answers will be as objective as possible and leaving as little

space for error as possible (Saunders, Lewis, & Thornhill, 2007, p.149). The data will be

collected objectively and fully, thus assuring that it is reliable and valuable. At last, the analyzed

data will be conducted with all the members of the research so that bias analysis can be avoided.

3.2.4 Limitations

The main limitation and threat for this research would be the lack of responses from the

sample group during the data gathering process. Another risk would be that the answers may not

genuinely transcribe the respondents’ subjectivity and specificity. The use of a limited sample of

people will also to restrict the interpretation of the result, however limiting the sample would

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also prevent general conclusions. The interview and questionnaires will be sent out to different

communities and not only to the clients of the brand. Finally, the chosen sample for this research

may prove hard to reach and gather answer from.

Also, concerning the interviews, very different and sometimes contradicting insights may

alter the identification of general trends. The lack of strategic insights of bloggers could also

harm generalization of results and tangible findings from these qualitative data.

3.3 Pilot study

In order to ensure that the data gathering tools allowed the researchers to reach the

objectives intended, a pilot study was conducted. The intent was to redesign potential

misunderstandings in the questionnaire, as well as guarantee that the results gathered would

indeed provide tangible insights and allow for genuine recommendations, prior to launching the

actual data-gathering process. Indeed, unaddressed mistakes would harm the data analysis and

further recommendation stages, and potentially blur-out respondents, thus making their answers

less accurate.

In this way, the questionnaire was first sent out to 20 people. After analyzing the results

in lights of our literature review and other research, minor modifications were made in the order

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to categorize the answers and develop a more logical order. For that matter, the age category ’55

and above’ was added as their digital behavior proved exactly similar to the ’46 to 55’ age

category.

Another important modification brought about by the pilot study was to re-categorize a

question as a filter question. Indeed, the question “Are you a digital consumer?” thus became a

filter question, as researchers only filtered out those who answered “No”. Thereby, the research

focuses only on those who have purchased goods online, which we believe will prove more

accurate in the context of this research.

As for the interviews, mock-ups were conducted to ensure that the data would be valuable

for the research. In addition, digital marketing specialists gave their insights and allowed the

researchers to redesign the interviews accordingly, as the first version often called for similar

answers and was thus quite redundant. The main focus was to make the interviews self-

explanatory, as many respondents had little time to spend answering them.

4. Analysis, results & discussion

4.1 Results & analysis

In order to ensure that each data-gathering tool fulfills its intended objectives,

questionnaire results will be analyzed separately from interviews in the first place. In this way,

researchers will focus on identifying consumer-based tendencies in digital consumption from the

questionnaire’s analysis and more tangible insights from professionals by analyzing interviews.

In the discussion phase, a common analysis will be conducted so as to merge primary data

findings with theoretical analyses done beforehand. Thereby, the findings from questionnaires

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will be developed in lights of professionals’ vision in the discussion, which ensures that dual

insights participate to provide the best recommendations for 8Js.

4.1.1Questionnaires results – Analysis & Discussion

4.1.1.1Characteristics of the respondents

As expressed earlier, the pilot study allowed to refine the filtering questions, which ensured that

respondents matched best 8Js’ customer profile and targeted audience. Thereby, understanding

the digital behavior of 8Js target market would generate focused insights for that particular

group. In three days, 422 responses were gathered, filter questions allowed retaining 158

responses from intended profiles.

After disposing of all females’ answer due to 8Js exclusive focus on male clothing lines

and answers from males below 25, researchers ensured that respondents came from Europe,

where the brand’s retailing strategy is set and best digital reach is set.

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The next step was to ensure that all respondents had been digital consumers, for this study

focuses on understanding the role SM played on their online purchasing behavior

The three pie-charts

display that 14 of the 172

European males fitting the

age profile were filtered out

as they claimed to have

never purchased

anything online.

To summarize, the focused sample gathered 158 respondents (37.44% of all answers initially

gathered, 56.63% of all males’ answers) who, thanks to the filters applied, matched the following

characteristics:

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Respondents proved rather diverse in age, as displayed in the pie chart below, ensuring cross-

generational relevance. The majority of respondents, aged 25-35, actually portrayed the current

state of digital users, who are mainly digital natives (Prensky, 2005). This age-based

categorization investigated different age groups’ online behavior, and furthermore provided

details on how different generations made use of SMs in their digital behavior.

From here, the analyses followed the sections in which the questionnaire was arranged

(see p.30). In some cases, a categorized analysis following age groups proved more efficient to

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gain understanding of consumers’ digital behavior. However, a general approach is preferred in

order to generate global strategic recommendations. Each section below looks to assess the

digital behavior and online responsiveness of 8Js target market through different current

practices

4.1.1.2 Section 1 - Brands & Social medias

In this section, we aimed to gather insights on branded relationships that consumers had

on SMs so as to understand what 8Js should focus on for its strategic SM targeting. In 94.9% of

answers, respondents claimed following brands on SMs (Q5) thus emphasizing the high digital

branded-engagement of our audience with little variations from age categories. From there and

theoretical inputs, it appeared that SMs were the preferred contemporary channel of branded

communication.

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Nevertheless, such data required further insights. Thereby, researchers found it crucial to gain

better understanding of the reasons why one followed a brand.

In this way, Q5 looked to rate the extent to which respondents followed brands they

purchased from. Interestingly enough, age proved to critically affect digital engagement as

shown in figure 18. Indeed, as shown in the figure below, respondents aged 25-35 showed more

inclined to following a wide-range of brands with an average of 4.3. Their online engagement

with a brand is thus non-representative of their purchasing behavior, as opposed to older

categories. Here, 36 & above appear rather digitally loyal to the brands they purchase from,

transcribing this loyalty into carefully-selected digital engagement. The figure below visually

transcribes that the willingness to engage digitally with unpurchased brands declines with age.

To further

develop this, Q9 looked to list motivations behind respondents’ digital engagement with a brand

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on SMs. Indeed, in lights of the aforementioned statement on generational disparities in online

engagement, it appeared that 25-35 had other motivations than their sole purchasing relationship

to get engaged digitally with a brand.

Figure 19 below ranks the motivations behind the digital engagement per age category as

well as the percentage of respondents which listed each reason among their motivations.

Here, the aforementioned

generational disparities came

to light, as “Current trends” and “Peers/Social Surrounding” were listed among the main reasons

behind digital engagement for 25-35. The two older categories ranked “Product functionality”,

“The brand itself” and “Brand reputation” almost similarly. On the one hand, 25-35 proved

careless in their digital engagement, more influenced by external sources than their subjective

attachment or recognition in the brand. On the other hand, it appeared that 36 & above followed

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brands for reasons echoing their consumption and purchasing behavior. Age here influenced

respondents, as older men seem to have a fixed set of values and taste, while younger

respondents proved less definite and mature.

This observation was later completed with Q10 & Q11, which looked to assess the

relationship between digital engagement and the “passions” and “lifestyle” of respondents. As

presented in the two figures below, 46 & above were strongly attached to engaging with brands

that relate to their personal interests and lifestyle. However, this allowed to further emphasize the

carelessness of 25-35 in their digital engagement. Not only did they claim following brands they

had never purchased from; they also claimed getting digitally engaged with brands they felt no

connections with whatsoever. The 3.96 in figure 20 transcribed that their personal interests

mattered little in digital engagement. Figure 21 allowed researchers to conclude that their digital

engagement correlated more their aspirations than their genuine purchase intentions. In lights of

their engagement with brands they did not purchase from, this showed that they turned to

branded SM pages for trends rather than other commercial aspirations.

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Nevertheless, 36-45 seemed rather in-line with both statements; yet 46 & above clearly

agreed. The 1.58 in both figures 20 & 21 analyzed alongside with the 2.28 in figure 18 stressed

their digital attachment to brands they both purchased from and shared interests with, thus

showing the value of their digital engagement for brands.

This proved crucial when looking at the communication aspect of SMs. Indeed,

researchers assessed the trust respondents had in branded SM content, and how it demonstrated

in the role SM played in their decision-making. As shown in figure 22 below, both 36-45 and 46

& above expressed relative trust in branded SM communication, which not only stemmed from

their engagement with brands they felt connected to, but also their willingness to refer to SM for

decision-making, as shown in figure 23. Digital natives showed more disbelief, which

researchers relate to their overwhelming exposure to digital communications.

Summary of “Brands & Social medias”

This section of the questionnaire provided multiple insights on the digital behavior of 8Js

targeted audience. As researchers aimed to compile these insights into a global strategic

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guideline for 8Js to better reach and retain males aged 25 & above through social medias, many

age-based disparities highlighted that categories behaved very differently with regards to SM.

First, findings revealed that developing privileged digital branded relationships with 25-

35 was complicated due to their volatile digital behavior. Furthermore, 25-35 showed less

coherence and loyalty in their engagement, as it proved mostly influenced by external influences

and social trends. Their digital engagement is thus to be considered less valuable. They also

referred less to SM in their decision-making, which emphasized their recourse to external

sources/influences.

Older age categories (especially over 46) however demonstrated the value of their digital

engagement for a brand, as well as the potential they represented for leveraging SM. Indeed,

their high trust and use of SM in decision-making could provide tangible strategic opportunities

for 8Js. The value of this for 8Js is that the SM strategy should target older age categories, whose

engagement was more genuine as they expressed connection to a brand and related to it, rather

than only aspired to it. Researchers concluded that older age categories had reached a stage with

less aspirational connections to brands.

4.1.1.3 Section 2 - Trends in Social Media Marketing

Made of one single question, this section intended to verify the previous findings through

evaluation of a tangible SM strategic tool: targeted ads. The aim was also to assess the

conversion opportunities with the targeted audience from SM and the reach to such digital

clients.

As displayed in figure 24, older groups showed higher clicking-rate thus reinforcing the

findings from the previous section. Indeed, not only are 36 & above more thoroughly engaged

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with brands, they also answer better to campaigns where their profiles are matched with a brand.

This may stem from the fact that their internal views (passions & lifestyle) mattered more when

engaging, thus allowing more precise digital profiling as their digital engagement proved

relevant of their interests and lifestyle.

Average

When looking to leverage SM, brands should target the most responsive users in terms of

marketing efforts. Merging findings from section 1 and 2 of the questionnaire, researchers sought

to better understand the targeted audience’s digital engagement and behavior to provide 8Js with

insightful strategic recommendations for its SM strategy.

Summary of “Trends in Social Media Marketing”

Following findings from section one, older age categories seemed more attractable for

brands online through profiling and targeting, and thus once again more valuable in their digital

engagement. However, in a more global approach, the entire sample of 158 respondents seemed

rather in-line with statement with an average index of 3.88 (thus averaging to “sometimes”),

meaning that 8Js target market is rather responsive to such marketing trends. Thereby, 8Js

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consumer-base could expand with a certain emphasis on targeted advertising on SM.

Nevertheless, findings revealed that profiling older age groups could prove more effective, which

researchers attributed to their higher trust in branded SM communications. Younger audiences

kept showing their lack of trust in SM with lower willingness to click on targeted ads

4.1.1.4 Section 3 - Digital Consumption

After ensuring through filter questions that all respondents were indeed digital

consumers, researchers sought insights on the recurrence of their digital purchasing behavior.

As shown in table 25, 93.04% (147/158) of our sample purchased at least one item online

in the last 12 months. If such categories do not allow precise appreciation of the number of

digital transactions they were involved in, the modal class “3-5” lead researchers to think that

most had recourse to digital shopping on multiple occasions. In this way, 8Js target market

showed genuine commercial activities online, which went in the way of digitally leveraging 8J

SM platforms.

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From this high digital commercial activity and willingness to convert from a follower to a

customer, researchers sought better understanding of the role played by SM in triggering

purchasing intentions and behavior. As shown in figure 26, 25-35 once again expressed their

relative trust in SM with the lowest average. When in lights of findings regarding the

importance of SM in respondents’ decision-making, older categories displayed higher referral to

SM. While 25-35 has recourse to SM for trend-based inquiries, it appeared that SM impacted the

entire decision-making of older categories, from information search to evaluating alternatives,

and even purchasing act (targeted ads). Researchers thus concluded a genuine conversion

potential of SM for older categories.

To further investigate this aspect, the questionnaire later looked to assess the promotional

value of SM for the targeted audience and how it transcribed in terms of sales. This aspect was

examined in lights of figure 28, which looked to ranked respondents’ motivations in purchasing

decisions.

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The above-presented pie charts thus clearly emphasized previous observations, showing

older categories’ high responsiveness to the brands they engaged with. Hence their appeal to

promotional campaigns, which also echoed their selective digital engagement with brands.

When analyzed alongside with respondents’ motivations for purchasing decisions (figure

28 below), broader insights came to light. Indeed, 25-35 were again influences by factors

external to the brand itself, often buying to “fit-in” or belong within “Current trends” and

“Peers/Social surrounding”. 25-35 also displayed price sensitivity, which researchers regarded as

expectable for a category with a lower purchasing-power`. Here again, older categories showed

more tangible motivations centered-around the brand or the products. Their consumption thus

appeared highly functional and less aspirational. Price sensitivity was also found for 46 & above,

which completed their high willingness to follow digitally-exposed promotions.

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Summary of “Digital consumption”

Looking to explore and gain better understanding of the audience’s digital consumption,

section 3 also allowed to further emphasize findings from the first 2 sections.

First, answers allowed to state 8Js target audience’s high involvement in digital

transactions, but also highlighted generational disparities in purchasing decisions which echoed

section 1’s differences in terms of digital engagement motivations. Then, section 3 provided

observations regarding the role played by SM in digital consumption. For many, SM triggered

purchasing intentions in different situations (promotional or not) which, once again, related to

section 1 and findings on digital engagement’s motivations.

Thereby, section 3 unveiled 8Js target audience’s high involvement in digital

transactions, which was completed by figure 29 below. As 8Js seeks to leverage its social media

platforms through digital retail, this data displayed that 8Js targets were more inclined to

purchasing items through digital retail channels. Consequently, researchers connected this

observation to prior conversion-based statements, which then emphasized the genuine leveraging

potential of SM specifically for 8Js targeted audience.

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Nonetheless, the indexes exposed showed less drastic agreement to the statement which

emphasizes that SM can still be for many a mean to search information and assess alternatives

rather than purchasing.

4.1.1.5 Section 4 - Bloggers

In the next part, researchers aimed to explore the efficiency of new marketing tools

available to brands in order to reach their target audiences. Thoroughly developed in the

literature review, influencer marketing is a very efficient non-branded marketing tool for brand

to develop leverage on communities of consumers. In this way, blogs act as non-branded

communities in many regards, gathering like-minded followers. Researchers thus aimed to assess

if non-branded communities such as blogs had a genuine potential to drive digital sales for 8Js,

thereby judging blogs’ appeal to 8Js target market. In this way, this last section of the

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questionnaire aimed to see whether or not investing in bloggers could prove benefic for 8Js to

increase digital sales.

This new marketing trend however highlighted generational disparities as 46 & above

showed little engagement with bloggers, transcribing this tool’s relative efficiency in reaching

older audiences. One could make connections to their internal motivations, meaning that they did

not rely on external sources or influences in their motives to engage with brands or purchase

from them. Therefore, researchers concluded on a rather subjective decision-making process for

46 & above.

25-45 however displayed a high engagement with bloggers, which researchers attributed

to different factors. First, trust (as displayed in figure 31) clearly shifted when compared to

branded SM pages. Perceived as non-branded, blogs appeared to be trustworthy for younger

generations as customer-generated content may have appeared more genuine. Then, researchers

linked these findings to respondents’ motivations: the influence of peers and current trends

reflects in 25-35’s high trust in blogs; in the same way the claimed less attracted to

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advertisements and targeted ads (figures 19, 24 & 28). The non-branded communications also

seemed to act as subjective insights of influencers.

The middle category however behaved uniquely, showing relatively equal trust in blogs

and SM. In relation to their digital engagement & purchasing motivations, 36-45 ranked brand’s

values and lifestyle among primary reasons which qualified their attachment as more personal. In

this way, their trust in bloggers conveyed a desire to get further involved in like-minded

communities, branded or not.

Summary of “Bloggers”

This last section of the questionnaire provided concluding observations in the strategic

assessment of 8Js’ targeted market. If influencer marketing proved unequally efficient when

looking at age categories’ patterns, younger generations (25-35 & 36-45 – here 75.32% of the

sample) loudly claimed their involvement with blogs.

Additionally, most respondents expressed high trust in bloggers, as well as genuine

interest in like-minded communities. As a communication tool, it appeared that blogs could help

brands building their digital story by getting involved in communities matching their brand’s

values and history.

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4.1.2 Interview Results & Analysis

4.1.2.1 Interview results

Here, researchers aimed to identify main outputs from the different interviews which

were conducted. In the appendix section, full transcript and tables gathering the main outputs of

each interview are presented.

Please note that 8Js confidentiality was kept, therefore some answers are more tailored to

the brands interviewees work for. Thus, researchers chose to retain elements which they believed

fitted 8Js’ objectives and targeted audience.

Luxury Brands’ Community Managers

1. Investing in communities – Branded or non-branded

Heavily emphasized by all respondents, the necessity for a brand to develop communities to

further engage its customers thus appeared as crucial. Indeed, the theoretical background and

questionnaire results also introduced the idea that most customers sought engagement in like-

minded communities.

As brands aim to appeal to specific customer types, these communities also provide a setting

to encourage brand-related C2C communications, either in a branded or non-branded

environment. In this way, either blogs or brand-handled platforms seemed to provide the best

environment for brands to invest on according to most interviewees.

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Interviewees however varied in that some believed non-branded was less of a necessity

depending on the industry in which the brand operates. Furthermore, branded-content was mostly

described as less-trusted by consumers yet unalterable.

2. New tools to leverage communications and develop digital storytelling

As expressed earlier, the digital context introduced new opportunities and challenges for

brands. One being the dual image they now develop: a physical image and a digital image; both

are built through storytelling and communications. Also, the digitalization of marketing practices

brought about new tools with high-engagement potential.

In this way, researchers focused, in lights of what was observed in 8Js marketing mix, on

what interviewees stressed as the most efficient digital storytelling tools. In recent years, many

brands began using videos to better transcribe their DNA.

In the digital context, consumers are extremely doubtful regarding branded contents and

videos seemed to engage consumers better with the brand’s world, lifestyle and values. Thereby,

videos appeared as the most engaging tool to reach new audiences and retain those who truly

reflect with the brand.

Also, telling a story using non-static imagery could prove beneficial to display not only the

product but the lifestyle surrounding the brand.

3. Proactivity to reach new customers

Interviewees also seemed to stress that the digital environment required ever-increasing

brand efforts to reach new audiences. Indeed, with the myriad of digital information a brand

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must reach instead of waiting to be found by potential customers. The use of digital profiling and

targeting thereby appeared extremely helpful for brands to reach their audiences and expand

consumer-base.

Furthermore, interviewees stressed that putting forward values and other elements

participating to building brand image (racing-world in the case of 8Js) allowed more accurate

targeting. Indeed, most digital users relate to their personality and interests; their engagement

thus matches their subjectivity. If a brand wishes to gather like-minded consumers it must

display its values digitally.

4. Loyalty in a digital context

The last output which researchers chose to display concerned loyalty in a digital world. As

expressed by most, developing loyalty online is extremely challenging as consumers seek face-

to-face interactions to reach long-term engagement with a brand. In this way, the digital world

faces difficulties in this regards, mostly due to the lack of “personal feel”. Indeed, face-to-face

allows for customized and personalized interactions, which digital struggles with. Interviewees

thereby worded the necessity for digital interactions to complement physical ones and thus

further engage customers in the brand’s world.

However, one interviewee expressed that the digital world allowed to reward loyalty and

could be used as such with actions such as private sales or preview-sales for the best customers.

In this way, it would not generate loyalty but help retaining it.

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4.1.2.2 Bloggers

As expressed through methodology, bloggers were approached to assess the efficiency of

this non-branded communication tool to further engage customers with a brand and convert into

sales. Due to their lack of professional focus (most bloggers do it as of passion), researchers

found that some had little idea as to the the strategic background of their activity. Nevertheless,

some key outputs were gathered concerning key advises for new brands.

1. Bloggers as awareness-raising and guidance tool

As non-branded community leaders, all bloggers claimed their ability to help a brand raise

awareness. Indeed, displaying it among other similar brands to the eyes of a like-minded

community can only increase exposure and provide brands with new opportunities.

In addition, trust proved to be a key element in blogging as consumers felt engaged in a more

personal and subjective dialogue. Therefore, bloggers appeared much more subjective in their

communication as they aimed to engage their communities with their lifestyle and share within a

community of similar interests. Followed by many like-minded users, they can thus guide and

provide insights as to current trends.

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Therefore, bloggers claimed their usefulness in helping brands reach their audiences as

long as the brand’s values matched the blogger’s interests and values.

2. “Authentic & Genuine” – Echoing brand values

Seeking to further investigate the aspect of trust in non-branded communications, researchers

looked to gather bloggers’ insights on what gave way to the trust expressed by users. As

expressed by most, bloggers are followed because they are authentic and genuine, meaning they

communicate their subjectivity. In this way, most seek to display brands that resemble them or

that they feel sharing values with. As their communities engaged with them on the basis of their

interests, bloggers will thus showcase brands that potentially appeal to their audience.

Similarly to what was voiced by community managers, the importance is that bloggers reflect

the brand’s values. Indeed, communities trust bloggers’ opinions and follow their advice because

they consider them to be authentic and genuine. Choosing to showcase brands which do not

match with the blog would harm the blogger’s image and prove useless for the brand.

Also, some stated that partnering with really famous bloggers was almost useless as they

became brands themselves. In this way, the brands they display participate to the blog’s identity

but often get lost among myriads of brands. Therefore, partnering with a new blogger would

allow for a new brand to grow alongside with its influencer. (FIND IN INTERVIEW)

3. Blogger’s storytelling – Reinforcing brand’s storytelling

Bloggers stated acting as brands in that they sought engagement to their lifestyle and their

story. Indeed, their posts relate their story to which their community either appeals or aspires to.

Therefore, bloggers claimed including the brands they showcased within their personal

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storytelling. It thus appeared crucial for brands to carefully target bloggers whose stories relate to

the brand’s story.

However, failing to do so would also harm the coherence and consistency of strategic

branded communications as potential consumers would see or experience the brand in the wrong

context.

Here, an echo to community managers’ insights was necessary as most stressed that bloggers

were not a miraculous tool and should be carefully chosen.

4. Bloggers and digital loyalty: further engaging customers

In addition, interviewees suggested the opportunity their platforms embodied for brands

seeking to provide additional engagement opportunities for consumers already or potentially

connected to the brand.

If interviewees also stated the difficulty to develop digital loyalty, their blogs were often

opportunities for brands to engage their consumers in non-branded (and often more trusted)

environments. Brands would thus be merged within a subjective intake on a certain lifestyle,

potentially providing their consumers with additional touch-points with the brand.

4.2 Discussion

From the above-presented interview results, researchers were able to find trends or

patterns which echoed many theoretical inputs gained through the literature review. Indeed,

literature stressed the necessity to develop communities to further engage customers, which both

questionnaire/interview results confirmed. Therefore, the megaphone effect not only applied here

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but showed prominence in marketing opportunity. Furthermore, consumers seemed to seek

interaction and thus develop branded-relationships with the brand, which echoed their subjective

attachment to brand identities.

In this way, branded & non-branded communities were sought by consumers and allowed

brands to further engage their audiences within the lifestyle advertised by the brand. In this way,

the values of the brand truly entice consumers to generate content for the brand, and thus be fully

engage in branded communications by engaging in C2C branded dialogues.

Additionally, theoretical inputs stressed the myriad of new tools available for brands to

either reach their targeted markets or communicate their brand’s lifestyle. If all showed

unequally effective, primary data confirmed their inherent connection to reflecting the brand

image or at least participate to building the digital brand image. SM thus embodied new

challenges yet new opportunities as new means to reach potential audiences came about, such as

targeted-ads. With regards to communication, new tools such as videos often seemed to give a

privileged insight into the brand’s identity.

Moreover, when seeking to leverage SM platforms, it appeared that all brands’ efforts did

not necessarily give way to more sales per-say, but at least participated to expand the

awareness/engagement of digital consumers. However, sales were often a consequence but not

necessarily an objective as SM are yet to be fully integrated in commercial activities.

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5. Recommendations & Conclusion

5.1 Recommendations

From the above presented research (literature review, questionnaire & interviews),

researchers were able to gain accurate insights on the requirements and current state of the digital

marketing era. Thereby, the following strategic recommendations focused on leveraging social

medias for 8Js stemmed from merged findings and other insights gathered through data

collection.

Recommendation 1: Branded community

By developing its own branded community, 8Js would allow its consumers to get further

engaged digitally with the brand. Additionally, the brand would be in charge of this channel of

interaction and communication, thereby ensuring that 8Js remains in control of this space of

collaborative conversation.

Also, as a wide part of 8Js target market is fiercely attached to engaging with brands

echoing their lifestyle and values, the Gentlemen Drivers’ Club could potentially be used by 8Js

as an additional commercial platform.

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Recommendation 2: Visual & digital storytelling

In recent years, video became one of the main digital tool for brands to communicate due

to its potential over photography to display a universe. In this way, researchers concluded that

8Js should use more videos in its communication as it displays the brands’ values and lifestyle

rather directly.

Furthermore, as consumers sought engagement to brands they felt connected to, videos

would provide a window into 8Js world for consumers to feel a more personal connection or

aspiration towards the brand.

In addition to a more engaging storytelling media, videos proved to generate more peer-

to-peer interactions with regards to the brand, and thus foster positive E-WOM which

participates to increase brand awareness.

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Recommendation 3: Non-branded

community

The digitalization of marketing practices brought about new influencers who provide

brands with additional means to appeal to their potential markets. Researchers gathered multiple

data emphasizing the role of these so-called influencers, concluding that a carefully-chosen

partnership with a new blogger could help 8Js develop a genuine community of like-minded

consumers in a non-branded context.

As 8Js clearly aimed to stress its differentiator, namely the racing world, researchers

found a blogger which could genuinely provide appropriate non-branded communication

platform for 8Js to involve with: A Gentleman’s World (Swiss blogger based in Zurich).

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At last, theories and questionnaire results showed than many consumers sought non-

branded communication to gain subjective insights of influencers, whom they trusted more. In

this way, 8Js could genuinely benefit from community-wide brand appreciation.

Recommendation 4: Communicating uniqueness

I n t h e d i g i t

develop a digital brand image, this context could be used to put an emphasis on 8Js’

differentiators and craftsmanship. In this way, researchers concluded than 8Js should here make

another use of videos as an equity advertising tool, meaning advertising the brand independently

from its products.

Additionally, communicating uniqueness would allow the brand to give its audience a

“behind the scenes” access, either into 8Js’ craftsmanship or into the Racing World, where it has

access. In this way, the brand would better its reach of consumers appealing to the lifestyle and

atmosphere around 8Js as well as further engage customers by giving them a private glance into

8Js world.

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Furthermore, such videos gather genuine potential in terms of raising awareness and C2C

communications as they generate more E-WOM than other digital medias.

Recommendation 5: Profiling & targeting

F r o m m u l t i p l e

their

SM

platforms. The efficiency of this tool to reach potential customer however proved unequal due to

younger generations’ more volatile digital engagement. This resulted in less accurate profiling

and thus targeted-ads which reached users with no conversion potential.

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However, questionnaire results showed genuine opportunities in targeting 36 and above,

whose engagement was more genuine and tangible. In this way, 8Js would appeal to consumers

who can become more than mere followers, and actually consume their way into 8Js world.

Moreover, their digital behavior appeared exclusively subjective, thus less inclined to

external influences. In this way, their valuable engagement carried a genuine leveraging

opportunity for 8Js.

Recommendation 6: Rewarding loyalty digitally

I n t h e d i g i

thus emphasizing the difficulty to generate loyalty online. However, consumers continue to seek

privileged and exclusive relationships with brands they have been recurrent customers for.

In this way, researchers concluded that the digital context provided the best setting for 8Js

to reward loyalty. This could be done through private sales or preview sales. Thereby, loyal

consumers would be in-the-know before the rest of digital users and feel more special with

regards to their branded relationship with 8Js.

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Therefore, using of digital platforms to give a private access to 8Js products to loyal

consumers before anyone else online would ensure long-term beneficial bonds with the

consumers.

Recommendation 7: Reflect the brand in the digital communications

A t l a s t , r e s e

branded context, as consumers’ trust was harder to gain. Indeed, digitalization brought about less

ethical practices which lead many consumers to question branded SM communications’

trustworthiness.

In this way, researchers concluded that all visual elements participated to building digital

trust, from design to coherence in posts. Thereby, researchers advised 8Js to keep a red-thread

for its digital posts to ensure a coherent message.

Not only would this generate trust from doubtful consumers but it would also participate

to the brand’s digital storytelling by telling 8Js’ story coherently. There, avoiding multi-purpose

posts seemed crucial as consumers risked getting lost between promotional posts, product

advertising or other forms of digital communications.

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5.2 Conclusion

To conclude, this applied-business project focused on strategic recommendations for 8Js

to leverage its SM platforms. It appeared that the digital context required cautious

implementation as users behaved specifically in the digital context. Indeed, as highlighted by

findings and results of primary data, digital users act extremely subjectively and a general profile

of digital users could not exist. In this way, researchers aimed to provide the brand with specific

recommendations stemming from careful analysis of a triple insight: literature, questionnaire &

interviews. Moreover, as the digital context proved extremely challenging especially for new

brands, researchers urged 8Js to further implement these practical recommendations that could

only prove benefic for a strategy aiming to leverage SM platforms. Also, the multiple insights

provided by the qualitative input of interviews proved how the digital world multiplied brands’

opportunities. Respondents’ answers sometimes critically diverged proving that each brand acts

according to its inherent values and history in such a context. Therefore, researchers tailored

their recommendations and appreciation of data gathered to ensure they fitted 8Js in terms of

brand image and values. Indeed, from development of branded & non-branded communities to

the use of updated tools to display the brand’s lifestyle and invite potential consumers within 8Js

world; researchers merged findings of different data-gathering processes to provide 8Js with the

most thoroughly developed strategic recommendations.

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7. Appendix

Full transcript of interviews:

Community managers

Name AKA Sector Country

CM1 Traditional Watch Industry Switzerland

CM2 Luxury Hospitality Worldwide

CM3 Luxury Watch Industry Switzerland

CM4 Digital Consultant France

CM1:

1.      What are the most effective digital tools to help a brand increase its digital sales?

We would definitely say that Social Media Platforms are the most important digital tools

available today to increase digital sales and also improve / expand brand awareness.  The most

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effective would definitely be Facebook due to its reach however other social media portals, with

a proper social media marketing plan in place, can drive more business and increase awareness

instantly.  In addition this has also become the most cost effective tool you can use. It is targeted,

trackable and very widely used offering business a very wide audience for their message.   

2.      Do you believe that social medias are effective in increasing loyalty?

Yes definitely – social media helps to create a more direct interaction and gives a more personal

feel to your product or service. From promotional posts, giveaways, engaging posts –  all these

generate more awareness and patronage thus increasing loyalty towards your product.

3.      Is branded content more efficient than non-branded content to gain new followers?

To gain new customers? Why?

                Well a brand always helps yes, however if content is being exposed through a branded

page – then the brand is already exposed.  In our case, the main portals that we use – i.e.

Facebook, Instagram and Twitter you only gain new customers via effective content and if the

content / post is boosted  then you are more likely to reach new followers and customers. 

Another tool that supports the increase in follower and new customers to your pages are

sponsored ads.  These are also very effective when you have a particular special to promote –

ideally you create a tab with details of said promotion and this is supported with sponsored ads. 

4.      What are your brand’s objectives in using social medias?

Create more awareness of the brand that will lead to an increase in followership and clientele

hence driving extra revenues.

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5.      How can you describe your digital strategy and why is it useful to your

brand/company?

As a multi tiered and structured monthly digital marketing strategy which supports the global

brand and our hotel and all the outlets available in order to drive awareness and revenues. The

brand supports the property and the website offers the necessary details to drive online

bookings.  However with social media, we have the opportunity to expose the facilities in more

detail and what the property is able to offer to our customers.

6.      Do you think that social media helped you to develop since it started being a trend?

How?

Definitely as explained in detail above.  It has given us a more direct link to our customer base.

7.      In your opinion, which key performance indicators are best fulfilled by social medias?

(Engagement? Awareness? Word-of-mouth? Conversion & loyalty?)

Engagement, Awarenss, Loyalty, Conversion, Sharing more than word-of-mouth really 

8.      How do you leverage loyalty online and through social medias?

By creating a specific rate level for Hilton Honors guests, Hilton can now encourage customers

to become HH Members instantly to benefit from special rates and advantages that they would

otherwise not have access to.  By making this process easy and simple through Hilton.com and

supported by a Global Marketing Campaign Hilton has managed to grow its HH membership

dramatically.  Obviously as Hilton Malta we are taking full advantage of this and also supporting

the global campaign through our own Social Media reach as well.

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One very important point in this is being able to measure the results and effects of what we are

doing online and what customers are saying about us. We use an online monitoring system that

tracks the presence of Hilton Malta online and measure our ranking versus a pre set competitive

set.  Furthermore any promotions done on social media can be tracked with immediate feedback

on how the market has received a particular promotion allowing us to tweak and adjust according

to demand.

9.      Are bloggers the new social media?

We wouldn’t say the new social media. Bloggers have managed to create themselves as the new

take on PR and are a very strong part of the social media scenario.  We believe and support such

bloggers as they give instant exposure to the property in a personal way – most of them have

such strong followership and one post can go viral within minutes.  They have taken advantage

of the trend nowadays to rely on other people’s opinions and the more your product is featured

positively via such mediums, the better it is.  As already mentioned, social media really is the

most powerful way of promoting your product.  

10.      How do you make use of Social Medias with regards to Customer Relationship

Management? How do you manage the after-purchase through Social Medias?

We try our best to keep our customer relationship online as effective and hands-on as when we

deal with a customer face to face.  It is very important not to differentiate between the two – after

sale or customer sale service simply needs to be as close to perfect as possible in any

circumstance or through whatever medium is used.  We do have 2 people who manage our social

media and any queries, requests or complaints are dealt with within the shortest time possible. 

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Both team members have access to our social media via their phone and are always available to

update or give feedback. It is very important that any customer leaving a message or review of

the property on any of the social media platforms gets a reply and our Guest relations Managers

are responsible to ensure that they all do.  Our online monitoring system also alerts us when

Hilton Malta is mentioned anywhere online allowing us to check it out and react immediately to

whatever has been said and make it right if necessary.

CM2:

1. What are the most effective digital tools to help a brand increase its digital sales?

I really think that a good Search Engine Optimization ranking will help with the ultra-targeted

Search Engine Marketing, also the use of tool such Google shopping in certain key market. But

over all of this the most important is having a good responsive website and an excellent CRM

architecture and qualitative products at a reasonable price of course

2. Do you believe that social medias are effective in increasing loyalty?

About loyalty I’m not sure actually. I think it is more to give a different approach of the brand

and sometimes to get closer to our audience with Community management for instance.

3. Is branded content more efficient than non-branded content to gain new followers?

To gain new customers? Why?

 As far as you are a brand it will be compulsory branded content! Even if sometimes you try to

get a different angle, with charity purposes and other elements. New customers will be

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essentially reached with new products or partnerships. If your products are good the best

ambassadors for your brand will be the current customers for sure!

4. What are your brand’s objectives in using social medias?

 To give a global view of “zzz” DNA; from motorsports to lifestyle and art, from soccer

engagement to action sports, “zzz” is a very dynamic brand and social media give us the

possibility to highlight these actions with video, photos, interviews at a glance in real time.

5. How can you describe the view of your digital strategy and why is it useful to your

brand/company?

  It would need me few hours to describe this! But globally to get closer and closer to our

customers and fans (i.e the autavia cup this year where we asked our fans to vote for the autavia

to be reissued, a premiere in the luxury watchmaking industry) make more interactions with the

people who are proud of wearing our products and let them know that they should not

#crackunderpressure !

6.  Do you think that social media helped you to develop since it started being a trend?

How?

  I think that not being on social media would have been a threat for us! We encompassed and

embraced social media these 3 past years with a challenging attitude and I think that we have

today one of the best engagement rate within watchmaker social networks!

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7. In your opinion, which key performance indicators are best fulfilled by social

medias? (Engagement? Awareness? Word-of-mouth? Conversion & loyalty?)

  Engagement rate is a good indicator because we receive a tone of comments and now we have

the possibility of engaging conversations rather than just « displaying » the know-how.

8. How do you leverage loyalty online and through social medias?

  By having a very developed community management we do reply to every single PM or

comment whatever the social network used and we try to engage with our customers to make

them feel more involved in the company

9. Are bloggers the new social media?

  They are part of it but you should be careful with them, plan a long term relationship rather than

some « buzz » actions.

10. How do you make use of Social Medias with regards to Customer Relationship

Management? How do you manage the after-purchase through Social Medias? 

  Same: reply to every single question and redirect to the proper service because sometimes

social medias appear like the trashbin of any complaint!

CM3:

1. What are the most effective digital tools to help a luxury menswear brand increase its

brand awareness?

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I believe that in the digital era, brands have recourse to so many ways to drag people to become

their customers. In my opinion, brands can play around on the internet with for example their

social media platforms. Now, it is not miraculous and they must do careful targeting for it to be

efficient because if they do not reach the right audience, they will never convert the visits into

sales. Never. They will just waste time and money. But with the right targeting, it can be really

effective. Click-on ads are only clicked on if they match your interest, hence the necessity to

manage your targeting.

Also, it is not used so effectively yet but I think that videos will become the best way because it

allows brands to display their products in a setting, make them live and not remain static as in a

picture.

At last, I think that if a brand manages to create communities around its brand it can only help its

sales as consumers will exchange and become others’ incentive to buy your brand. It goes

beyond mere digital marketing. I remember a website which was called “thesmallword” where

the “happy few’” were gathered into communities, giving them a sense of exclusivity as you had

to be co-opted to enter. With XXX, we used it and it proved very effective as people felt special

with regards to the brand.

2. Do you believe that social medias are effective in increasing loyalty for luxury

menswear?

Yes, I think so. What I find interesting with social medias is that now, a large part of the people

are using it, with myriads of different profiles and demographics; including the wealthiest

people.

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What I find also great is that you can sort of immerse yourself in your audience’s daily life,

understand them better and manage to target them well with targeted ads on Facebook or

Instagram for example. But it is not enough in my opinion. Creating a relationship with a brand

online takes efforts and requires very precise actions, with bloggers for example, to bond the

digital customer with the brand. It is about creating an online story, a strong presence which

reminds the customer of what your brand is and how it matches him/her.

It is great to create a connection and tell a story throughout the year, directly to your audience.

The more direct you are, the more people trust you and the more you seem believable.

Social medias are now deeply anchored in our customs and gaining loyal customers online in an

era where digital communication are overwhelming for viewers, this relationship can only be

created if the brand is good at targeting and communicating.

3. With regards to digital communication, do you believe that branded content is more

efficient than non-branded content (communications produced by consumers or other

influencers, not the brand itself) to help luxury menswear brands gain new followers?

To gain new customers? Why?

I would have to say non-branded. Of course, a brand cannot do without branded content

otherwise it would remain silent in the digital world. But users are not stupid and they know that

what a brand displays is extremely controlled and oriented. We all have now a sort of sixth sense

stemming from our digital exposure where we can fell whether or not the content is trustworthy.

The more authentic it looks the better it is (and by authentic I mean that it looks spontaneous, if

not spontaneous at least more personal, hence non-branded). Branded communications often

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look fake in the eyes of the customers unfortunately, they may like it but their trust levels are

quite low when it comes to branded communication.

Once it is too visible, I believe that customers’ trust is questioned, they do not necessarily believe

a brand no matter how often they purchase from it/

4. What are your brand’s objectives/expectations with regards to using social medias? /

What does your brand look to achieve through social medias?

It depends on the brand. I think that many brands only use it because they feel like they have to,

but many are beginning to realize the power of this tool and how useful it can be especially when

looking to strengthen the storytelling. Or when launching a new product for example, social

medias’ reach is pretty much unmatchable.

I would say that the objective is of course to communicate but with an emphasis on the value of

their product and differentiating from competitors. In fine, all of this of course leads to sales

objectives but it is mostly about putting your products within a setting while you tell a story.

Social medias give a lot of room for creativity to brands but I think that nothing is more efficient

than leveraging certain events where many influencers are gathered like Cannes or the Fashion

week (if this matches the values of your brand of course). There, you have the ability to

“scenarize” your product, develop a “mise-en-scène” of its conception, which gives a lot of value

to it. It allows to multiply the “moments” or touch points with your audience.

Social medias allow brands to be interactive and for me, allowing an exchange is the most

efficient way to tie a person to a brand. Showing the “behind the scenes” often helps making a

brand more tangible and with more human dimensions. Especially in the world of luxury where

storytelling is almost everything, social medias can provide great opportunities.

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I once worked for XXX, doing a communicating campaign in Cannes with the brand founder’s

daughter with bloggers, where the idea was to showcase a certain lifestyle, for example: it is

10a.m. and I go to the Martinez to take my breakfast. You develop a world around your products

and your brand and this story can be followed, your customers can relate to it or look up to it.

The bloggers were alongside with her and would share on their pages and it proved really

effective.

But in the end, let’s be honest, the objective is of course to increase sales otherwise the brand

would not survive.

5. In your opinion, which key performance indicators are best fulfilled by social medias?

(Engagement? Awareness? Word-of-mouth? Conversion & loyalty?)

Personally, I look at the reaction rate, meaning how people react to a brand’s posting because it

means that you manage to engage people and invite them into the brand’s universe. In the

objective of building a brand, this is the most crucial for me because by the rate of answers you

can immediately see whether or not your strategy is right.

Now, the number of fans or views are of course interesting but so hard to trust and relate to. It

does not say much because it does not mean that the person is truly engaged. A “like” does not

say much; a share is more concrete in that it proves that the person wishes to share about the

brand.

Therefore, I would go more towards the emphasis on interaction allowed by social medias;

everything that shows you are creating a community of engaged people who look to interact with

your brand.

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6. How do you leverage loyalty online and through social medias?

I think that this may be the trickiest part in customer relationship management in a digital setting.

Loyal customers like to feel special and rewarded, yet rewarding individuals in such a broad

environment is complicated.

Loyal customers would enjoy having access to specific things not opened to the others. Here, the

digital world matches the physical retail world in that customers who have developed a long-

term relationship with a brand seek exclusivity over anything else.

In this way, for the brands it would be about having customized or personalized interactions in

the same way than in stores for example. The service aspect cannot truly be developed online yet

brands should not forget about this.

However, I think that a brand seeking to truly develop relationships with its customer cannot rely

exclusively on digital means and must merge in real-life events to further engage the customers.

It is in line with the idea of rewarding: inviting to special events or pushing the relationship an

extra-step proves very effective in engaging customers on the long-term. Those who spend a lot

in a brand are quite sensitive to this.

7. How do you make use of Social Medias with regards to Customer Relationship

Management? How do you manage the after-purchase through Social Medias?

I think it depends on the positioning of the brand. In the context of a luxury brand, it is a bit

tricky because it is often quite impersonal or cold to reach through social medias. It is about

understanding your customers. You may not have one way of doing things but different ways to

reach out to them according to their profile I would say.

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Now if the context of the brand is more premium, with a wider reach/audience, it can be a nice

channel.

From the brand’s point-of-view, I would say that the objective should be that customers feel as if

they were having a one-to-one conversation but without falling into the “call-center” approach.

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CM4:

1. What are the most effective digital tools to help a brand increase its digital sales?

The problem we have with the luxury brands, especially in the watches industry is that we do not

sale much using digital channels, it is much more a face to face interaction and because we are a

classic brand we are more focusing on using the old traditional social media, mostly facebook,

Instagram, we were thinking of twitter but we are reconsidering right now, maybe going into

linkedin because it is the new thing that brands are using right now.

2. Do you believe that social medias are effective in increasing loyalty?

I think so, it is not the only way but I think you have to diversify the way that you communicate

the core of your brand to your customers in order to reckon loyalty and to give them something

so that they feel more involved in your brand but it is not the only way. Nowadays I heard about

going 100% digital but I don’t agree, maybe I am more old school but I think that social media is

just another tool of communication with your customers.

3. Is branded content more efficient than non-branded content to gain new followers?

To gain new customers? Why?

To be honest I think it’s a mix of both because it depends a lot by the relation that you have with

customers and how is the perception of the public towards your products. We have people that

follow us and like the brand and whenever we give them some insight about the new products

they get hyped about it and then there are all the other visitors that do not know that much about

the brand but we still want to attract them with non-branded ads which will eventually lead to us.

For example we had last year at the “ZZZ” conference a video about our leader restoring a watch

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and it went viral all over the internet with millions of views which for us never happened before

and I think will never happen again because there were people there that have never seen or

looked at our brand and said “you should look at that, it’s amazing”. This works as well but I

think there is only one way to go, to find the balance between branded and non-branded content

and give people access to materials so they can share them between each other.

4. What are your brand’s objectives in using social medias? What do you achieve by

using social media?

We are always discussing about KPI’s and what do we want to achieve with using social media

because for us is something new as well. In terms of social media the company was a disaster

when I came, so the only objectives in terms of KPI’s were that the content to be published

regularly, to be of good quality, to be on the same level of quality as our products are, we were

trying to align the content with our products, basically just to create the skeleton to make things

work in the future. We are still trying to understand by measuring posts and videos and ads

which content is more popular and more reliable, which one attracts more customers… to be

honest we are more in the learning process because even though the company is big we are still

trying to understand the phenomenon by posting good quality content. Also because of the fact

that we have the HQ in Switzerland and some other stores all around the world it is already a

nightmare to post in the same time the same news in several different languages by targeting

different types of customers because it has to be perfect and what is written on the internet about

how to use social media in your advantage is very different from what putting it into practice is.

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5. How can you describe your digital strategy and how it is useful to your brand?

Here again digital was very weak, we were partners with digital magazines and spokespersons

and due to a limited budget for online marketing it is very important to find the right digital

ambassadors, here again we are in a learning process because there was not a digital strategy

before and that is why my answer is not 100 % accurate. We have identified now the right

partners in all the countries we have now the tools to measure the amount of followers, what is

liked what is not… and then for us is all about brand recognition, we have to be present online in

all the countries where we sale, there is no question about it, and especially for brands like us

where we cannot be present in all the airports in the world, digital media is a way to be visible

because people have started to get their information a lot from the online and for us it is very

important to get there and to be recognized by the specialists as the right ones.

6. Do you think that social media helped you to develop since it started being a trend?

How?

I think it helped us to be more visible because you might know who we are but we had really low

recognition before and now with the social media we have started to become more seen and

compete more with the bigger brands in the industry so we have to be there to penetrate the

market to post good quality content and to be honest this is what is happening.

7. How do you leverage loyalty online through social media?

I think that my answer is going to be disappointing for you but we do nothing. We are at the

beginning, the information that you find on the social media you can find it everywhere, there are

no little things such as secrets that only our customers can see, the only way we leverage this and

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it is not really loyalty is that we have opened in USA a research and development department

and they have to find out what is the best way to gain loyalty from the customers. Actually we

have come up with a revolutionary program whit our digital partner which will be announced in

January all over the world but this is all that we do and because we are luxury we do not want to

give out and special offers in the online and for us this is not how we do business.

8. We have researched a lot about the influence that bloggers have over the social

media. Are bloggers the new social media?

I don’t know. The problem I have is that you have two types of bloggers in a way. The real one

which actually talks about brands as a watch blogger who doesn’t rely on advertisements but as

soon as you see advertisements on the blog you know that it is a fake blogger. Another problem

is that these things you and I know because we are from the industry but I don’t know that

everyone knows it so when I go on certain amount of blogs and I see ads I know that they are

writing on a couple of brands because they have to but I don’t know if the mass public realize it.

I think that 75 to 80 % of the people have no idea that it is advertisement. Despite all of this I

think bloggers are important, we do work with them but it is just for how long. For example we

have worked with “x” who is very important on Instagram in terms of watch making but we have

stopped because he was asking 5% in return and all the brands do that so we do not stand out

anymore. At some pint there is no more valid criticism, it is biased, you feel it is not real

anymore and people should understand that because in the blogger point of view all the products

that they are talking about are amazing which is impossible and after a while what is the point in

it. For now it is a trend but I don’t know for how long.

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9. How do you make use of Social Medias with regards to Customer Relationship

Management? How do you manage the after-purchase through Social Medias?

The only thing we do is to make sure that if you post a question, the question is answered

because all we have on social media is mainly catalogs, prices stuff like that so this is the only

thing we do. For people who purchase watches to be honest we are quiet bad, we are working on

a new way of dealing with them because it is sub-par but for the moment we do not do anything

through social media it is more on the 1 to 1 basis through our retailers, we do not ask them to

write a review and post it after on social media… we don’t do that.

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Summary of Community Managers

Question 1 Answers
Similarities Unique Insights
CM1: Using more face to face interaction
CM1: Get involved in LinkedIn
CM2: More than sales, many tools on SM
What are the most are designed to increase awareness.
effective digital tools Use of traditional social media. Most cost-effective way to increase a
to help a brand brand’s reach.
increase its digital Creating/Investing in online CM3: Fast responsive website
sales? communities for customers CM3: Using tools such as Google
Shopping
CM4: Videos are the new trend; they are
the most effective tool now for brands to
show their story.

Question 2 Answers
Similarities Unique Insights
CM1: Social Media is just another tool of
marketing. It does not generate loyalty.
CM2: By being engaged in social media
you give a more personal feel of your
It is a good way of communicating
Do you believe that brand to your customers, which generates
the core values of the brand to the
social medias are more awareness and patronage that later
customers.
effective in increase loyalty towards your products.
increasing loyalty? It is highly effective to engage
CM3: It is not to gain loyalty but more to
customers in branded
offer a different insight, more relational.
communications.
CM4: The trust and relationship can be
created only if the brand has a really set
strategy and knows exactly what the
customers want.

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Question 3 Answers
Similarities Unique Insights
CM1: A mix of both. Branded content
helps the loyal customers while non
branded make other visitors come to your
brand

Is branded content CM2: Branded content is more effective

more efficient than because you benefit from the strength of
non-branded content the brand thus better for followers. For
to gain new customers, sponsored ads in-line with
followers? To gain specific promotional campaigns prove
new customers? more efficient.
Why?
CM3: -------------
CM4: Non Branded content is better
because the branded one is seen by
customers as fake and forced. Subtlety is
more efficient.

Question 4
What are your Similarities
brand’s objectives in To gain more coverage, to attract
using social medias? more consumers, to tell better the
story thus leading to converting
followers into consumers and
gaining more revenue.
Answers
Unique Insights
CM1: It is very important that the quality
of your social media matches the quality
of your product and that you are able to
provide it in all the countries that you are
present.
CM2:----------
CM3: -------------
CM4: Social Media is used as a
differentiator.
CM4: Showing the “behind the scene”
can increase popularity
CM4: Inviting customers to events where

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you will be present can be helpful

Question 5 Answers
Similarities Unique Insights
CM1: For a company that cannot be
present in all the airports social media
The fact that social media is used might be the best way to gain coverage
How can you
describe your digital by so many allow companies to and to be recognized by the specialists.
strategy and why is it display their activities in real time
useful to your and increasing the awareness and CM2:-------------
brand/company? raise the curiosity of the CM3: Interacting with people and
followers. thanking them for wearing the products.
CM4:-------------

Question 6 Answers
Similarities Unique Insights
CM1: Helps small companies to become
Do you think that more visible and to have a chance to
All of the interviewees are saying compete with the big brands.
social media helped
that they have entered social CM2:---------
you to develop since
media because they had to not
it started being a because they wanted. CM3: Not being on the social media
trend? How? would be a threat for a company.
CM4:----------

Question 7 Answers
Similarities Unique Insights
Engagement is the best fulfilled CM1: ----------
In your opinion,
by social media because it allows
which key CM2:-------------
performance companies to react to the
indicators are best consumers comments and make CM3:------------
fulfilled by social out of their platforms more than a
medias? know how tutorial.
(Engagement?
Awareness? Word- CM4: A like doesn’t mean that the
of-mouth? customer is really engaged with the
Conversion & company and it is very hard to track the
loyalty?) loyal consumers based on their social
media activities.

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Question 8 Answers
Similarities Unique Insights
Leveraging loyalty online is CM1:---------
maybe the hardest thing to do but
CM2: By tracking the name of the
what companies try to achieve is
company online and seeing who used it
to reply to all the answers and to
How do you leverage and how many times in comparison with
loyalty online and be even more engaged with the
the comp set
through social very loyal customers by letting
medias? them access private information. CM3:---------
But this cannot be done only
CM4: By inviting online your most loyal
online and the face to face
customers to special events would
interaction has to occur in the
increase the online trust
first place.

Question 9 Answers
Similarities Unique Insights
CM1: Bloggers are not
trustworthy anymore. They just
seek money and what they say is
biased and staged.

According to the interviewees CM2: Bloggers are good

the bloggers are not the new
Are bloggers the new social
social media but just a part of it
media?
and you have to be very careful
with them
because they help the company
get exposed and they are a
strong voice of the social media
CM3: In order not to ruin your
business you have to create a
long term relationship with a
blogger.
CM4: ---------

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Question 10
How do you make use of Social
Medias with regards to
Customer Relationship
Management? How do you
manage the after-purchase
through Social Medias?
Answers
Similarities
Reply to all the comments in a
professional manner and be as
engaging as possible.
Unique Insights
CM1:--------
CM2: As a luxury company you
have to be as engaging in online
as you are in the face to face.
CM3: ----------
CM4: For luxury brands it is
very hard an inappropriate to
reach customers through social
media. If the product is more
premium, social media could be
a nice way of engaging the
consumers.

Name AKA Sector Country Followers

B1 Lifestyle Blogger Romania 10 000
B2 Fashion Blogger Lebanon (Beirut) 38 000
B3 Fashion Blogger England (London) 4 500
B4 Fashion Blogger Italy (Milan) 51 000
Bloggers

B1:

1.What are the most effective digital tools to help a brand increase its digital sales?

Without any doubt, the internet has become an indispensable marketing tool, bearing the

power of shaping a consumer’s decision journey when evaluating, considering and selecting a

brand. In order for any brand to increase its digital sales, a high command of digital tools is

imperiously necessary. From my perspective, the most effective tools are those that will allow a

brand to constantly interact with a large amount of potential customers, where social media sites

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play a key role. Such a utensil is Facebook Power Editor, the social network’s own tool for both

creating and running advertising campaigns. Another one is represented by Twitter, a major

network with fantastic features that encompass targeting and segmentation functionalities.

2. Do you believe that social media sites are effective in increasing loyalty?

With social media sites serving as a treasured tool for brand marketing, it is my firm belief

that these networks also become effective in increasing brand loyalty. This stems from the fact

that social media allows brands to engage with users and thus build a community of brand

loyalist, that will eventually do some of the promoting activity themselves. Consequently,

through social media, the audience will ultimately assist the brand with building brand loyalty

through user generated content that promotes that brand; moreover, as a positive experience is

created for the customers, it is social media that will make this positive impact last for a long

period of time due to the persistence of its content, thus increasing the brand loyalty.

3. Is branded content more efficient than non-branded content to gain new followers?

To gain new customers? Why?

Considering the fact that today’s digital world is saturated with content, it is imperative for

brands to both create the right content and distribute it via the right channels. Whereas branded

content clearly involves the company, while being an integrated marketing campaign component,

one should not overlook the positive impact and the suggestive power of non-branded content.

Indeed, branded content is designed to specifically engage social sharing about the brand, but the

non-branded content, while more subtle than branded content, is distributed more widely than the

former one. Since it doesn’t concern the company directly, non-branded content suits a wider

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audience, thus it will possibly attract more followers that the branded material. However, the

non-branded content should only support the marketing campaign, not be its focus, and only a

thoroughly developed combination of the two can increase the number of digital customers.

4. Why should new brands invest in bloggers?

First and foremost, blogs create awareness. One of the many reasons for new brands to

invest in bloggers comes from the fact that such a blog will help drive traffic to that brand’s

website, as it represents an additional opportunity for showing up in search engines and

implicitly drive traffic to the official website in organic search. Moreover, blogging also allows

for new brands to be discovered via social media, since through blog posts, new content is

created that allows people to share it on social networks such as Twitter, Facebook or Pinterest

and consequently expose that business to new unknown or untargeted audiences.

5. What do brands approach you for?

The main reason behind any brand approaching a blogger is their desire for exposure. In

consequence, there are several methods through which exposure can be granted via blogging.

One particular approach is the giveaway methods that not only get the customers excited about

the brand but they also increase the customers’ engagement with that brand as well as grow the

number of social media followers or newsletter subscribers. Product reviews are also a powerful

method for convincing potential customers to buy, since bloggers are genuinely known for

representing a trustworthy source. Another method would be the guest posting, as in an industry

expert making an appearance on the blog by discussing the particular brand or trend.

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6. Do you believe that blogs can increase the sales of a brand? If yes, how?

To be honest, since blogs serve as a great source for boosting brand recognition, while

providing a vast amount of information to potential customers interested in online purchasing an

item, I do believe they represent a fantastic authority for increasing the sales of a brand. As

mentioned above, one key example would be the blog giveaways that require the participants to

do something on their end, while tying that action back to the brand’s goals. Time-based

discounts promoted through the blog can also be an effective way to attract customers, since by

placing an expiration on the discount leverages scarcity, seen as a powerful psychological sales

trigger.

7. Can you help a brand engage customers? Explain.

One of the many reasons that lead to bloggers aid brands in their quest to engage customers,

stems from the fact that bloggers are real people that use their real voices to share authentic

opinions. Others will follow the opinions displayed on my blog because they relate to my stories,

my experiences and my style, therefore they will eventually trust my recommendations and

reviews. By means of sharing real-life stories about products and services, as opposed to the

glossy ads, banners and videos, I am granted the power of truly engaging customers with a

particular brand.

8. To what extent do you see yourself as a fashion influencer?

While I don’t consider myself a fashion influencer, in comparison to big names such as

Chiara Ferragni from The Blonde Salad, I do believe that my blog is able to add value and

expertise, as I evaluate, compare and introduce products to the wider audience. Undoubtingly,

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the influencing power of blogger is derived from their engagement with the consumers, as they

are not the top models displayed in marketing campaigns but rather the girl/boy-next-door

typology anyone can relate to. It is therefore the very similarity between the readers and the

blogger that will impact their final purchase decision.

9. How do you differentiate yourself from other bloggers? What are the key

differentiators in your opinion?

As far as I am concerned, differentiating oneself in the current digital chaos is only possible

through authenticity, therefore I remain closely devoted to my own opinions and tastes, to sheer

elegance and truth. Bearing in mind that <a photo is worth a thousand words>, I would always

feature the products in different blog images, and for me, this is a key differentiator, as it allows

the reader to view the product in a real surrounding and social context. Secondly, I would always

link the product to a personal experience, such as a trip, an event or an emotional state of heart,

as this will allow the readers to associate their own experiences with mine, therefore any post

will also emotionally impact their purchase behaviour. Nevertheless, I would always provide a

shopping list at the end of each post, highlighting the products, their prices and place of

purchase, thus triggering the interest of potential customers and easing their shopping

experience. Additionally, I would emphasize as other key differentiators the following:

promoting related articles for the product (such as FaQ or how-to’s articles/posts), using calls-to-

action to get the readers involved (such as contests and give-aways), using links to product pages

wherever possible and crafting product comparisons for more contents opportunities.

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10. What is your intention with regards to the brands you showcase?

It is utterly important to stress out that brands are not paying bloggers to say good things

about them, since sponsored posts are always disclosed. However, brands do approach bloggers

to share their genuine experience and tell their stories authentically. Ergo, my intention is to

provide the readers and the potential customers with an original and trustworthy depiction of the

brand.

B2:

1. What are the most effective digital tools to help a luxury brand increase its brand

awareness?

I would have to say social medias. Most people now use it to look for information or

anything and it became the main tool to develop digital relationships for brands. In terms of

awareness, a brand that is not of social media will lose a lot of opportunities to be visible to

most.

2. Do you believe that social medias are effective in increasing loyalty for luxury

fashion brands?

It is hard for me to say even though loyalty is rather complicated to develop online. Now

when we talk about strengthening already existing relationships, then I think yes, absolutely.

They allow to engage the customer with the brand or at least with what the brand chooses to

display. Social medias can tell a story, and brands must be consistent so as to engage customers.

If they successfully do it, digital viewers will at least become loyal to the brand’s

communication; which is a first step towards purchasing loyalty.

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3. With regards to digital communication, do you believe that branded content is more

efficient than non-branded content (communications produced by consumers or

other influencers, not the brand itself) to help luxury brands gain new followers? To

gain new customers? Why?

I would definitely say that non-branded is more efficient for a new brand. As an established

blogger, I would most likely have access to a wider audience than the brand that just entered to

digital marketing world. In this way, I give them access to my community, my people who look

up to me and trust me. If I wear this brand, then they will like it because they look at me for

fashion influences.

Therefore, my non-branded content will definitely drive a lot of my followers towards the

brand’s page; many of them would start to follow the brand. If the brand keeps in line with the

values I chose to display it for then it can only increase its sales, as customers will develop a

relationship with the brand that goes beyond my post.

4. Why should new luxury brands invest in bloggers? What do you help them achieve?

Bloggers influence people a lot nowadays, and many tend to purchase a specific item not

only because they like it, but because such bloggers displays it on their blogs. Brands must be

selective with the bloggers they choose to collaborate with as they would be portraying the brand

image. Indeed, the brand would then enter my environment, my world of interest. It would then

be displayed alongside with other brands that participate to my story. Nevertheless, I ensure that

I collaborate with brands that I feel connected to, as most bloggers do. In this way, I would help

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a brand achieve awareness and exposure within a community that is already potentially

interested in the story of the brand and its products.

5. Do you believe that your posts ‘non-branded’ communication engages customers

with the different brands you display?

As I said earlier, I represent a community or lead a community. They trust me and are thus

fully engaged with me. Most of my followers look to interact with me and share with others

about my posts. As the brands I display are inherently connected to the content, I would say that

they consequently engaged with the brand but at a lesser rate than with me, as I act as an

intermediary. However, I act as the first step of engagement for the brand. Customers will then

look to engage more personally if they appeal to the brand and its image.

6. Do you believe that blogs can increase the sales of a brand? If yes, how?

I allow brands to be displayed to a large community of fashion-oriented people. In this way, I

put them in front of an audience that may very well become a consumer. If my personal objective

is to create this link, I do not personally look at the sales’ variation following my posts.

However, ensuring exposure to a wide community will definitely result in an increase in sales to

some extent, as long as the brand is able to communicate on its own at some point. I am not a

salesperson, I just advise.

7. With so many competitors, how do you differentiate yourself from the myriad of

fashion bloggers found online?

I come from a region of the world where I am among the youngest bloggers and actually

among the first ones to see the potential in blogging. I try to always stay true to my culture and

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my audience. They follow me for a reason (or multiple reasons) and I cannot afford to cheat or

change the way I do things. They follow me because I am XXX and if I start to pretend that I am

YYY then my blog loses its interest.

Also, once I identified my image and the person I was in my blog I decided to stick to it,

regardless of timely trends. It may harm me at times, but proves most-efficient in the long-term. I

look to remain the same while reinventing myself. Blogging actually allows me to share my

passions, nothing else, and my passions have not changed. That is why I believe that I am

successful: I am not going to become a hipster because it is trendy, I will try and fit some

‘hipster’ with what I have been displaying myself as for years.

I guess you could say that I do not follow trends, I try to see how they can be integrated into

a greater idea of fashion that is rather timeless.

8. Explain your role as a fashion influencer.

I do not really like the word ‘influencer’ as I see myself as a guide more than anything else. I

do not influence people to buy something, I simply show them how they can mix and match

clothes. I tell them a story of fashion and style, my own story. I never lie on my blog because

most of my friends follow it and know me very well. I do not want to disappoint my audience

and so trustworthiness is my main concern.

So the role that you qualify as ‘influencer is very subjective to all bloggers I think. We all

aim to engage our audience in our own way because we aim to give them a glance into our world

of fashion.

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However, my blog’s reach allows me to push forward the brands that I like. In this way, I

agree with ‘influencing’ in that I guide in the direction that fits my personality and the concept

behind my blog.

B3:

1. What are the most effective digital tools to help a luxury brand increase its brand

awareness?

With the introduction of digital advertising, the increasing connectivity, the intensive use of

mobile, old communication models do not work anymore, they have become obsolete. Thus,

brands need to adapt to this new world, before it becomes too late. We live in a much cluttered

space, full of advertisement that people do not even read any more, especially Millennials.

Brands need to sit back and rethink how to approach the new generation of millennials and how

to best approach them. I speak as one of them, and I can say that we have completely reshaped

our buying behaviour; from how we buy, to what we are inspired to and what we search for in a

brand. We want brands to talk to us differently, to educate and inspire us; to tell us a story that

grabs our attention and not sell us a product we do not see benefits in. We have become very

sceptic about brand advertising, but we pay lots of attention to what other consumers have to say

to us. This is why influencer marketing works, because we listen to them and trust what they say.

I would say that all tools online help brands gain awareness but in order for this awareness to be

beneficial, brands should carefully select some means of communication and not play on all at

once, as it may blur their message.

2. Do you believe that social medias are effective in increasing loyalty for luxury

fashion brands?

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The problem with the digital world is that people are a lot more careful when looking to

develop relationships with brand. There is no tangible or physical aspect as a store where people

can go and find reassurance. If somebody had a loyal relationship with a brand in the physical

world, the digital world can either strengthen or weaken this bond; hence the necessity to act

with a lot of care. However, if handled with care then the digital world can definitely help

creating lasting relationship with customers by telling them a constant story.

3. With regards to digital communication, do you believe that branded content is more

efficient than non-branded content (communications produced by consumers or

other influencers, not the brand itself) to help luxury brands gain new followers? To

gain new customers? Why?

As an influencer (and a digital consumer myself), I must say that I feel less trust in what

brands post. Their objectives are clear and I know that their goal is to make me their customer,

show me that they are better than their competitors. Branded communication helps raise the

awareness but I have doubts with regards to its efficiency to raise sales.

With my blog, I produce what you call ‘non-branded’ content in that I do not display one

brand exclusively, I work with many. In a way, it is still branded but not perceived as such by the

audience. At first, my blog was simply to share my passion without any endorsements from

brands. My goal is to keep this focus despite being approached by brands because my followers

trust me and refer to me in many ways.

For me, as I stated it earlier, it is all about trust. Even though brands are controlled, the

overwhelming presence of advertising and all made us consumers much more doubtful.

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Therefore I think that non-branded is growing to become more efficient to gain customers, also

because we display the products in a more natural way (not all the same brand).

4. Why should new luxury brands invest in bloggers? What do you help them achieve?

It is hard to be seen nowadays in such a widely developed digital world. All means are good

to gain awareness and I think that it is the first reason that may push brands to include bloggers

in their strategies. Bloggers have a voice and communities who relate to them and trust them. I

thus believe that brands should invest in bloggers if they wish to use a non-branded channel to

raise awareness and display their products. Also, more people mix and match their outfits and

bloggers offer the possibility to display your products as part of an entire outfit for example, thus

putting it more in a ‘real’ context for customers.

Of course, in the end, the brands’ objectives are bottom-line oriented; but in the short-term

bloggers allow them to enter into communities of interest; where people are gathered because

they share similar taste or values. Then I would say that my blog allows them to gain exposure

but also penetrate a market or niche of followers who share common values with the brand.

However, be careful when choosing who to work with because they will represent you, so

they should help you narrate the story of your brand. I would recommend to choose influencers

that create interesting content that is both authentic and that embodies themselves and your

brand. Go for influencers that do not necessarily have high numbers of followers, but that have

high engagement and where you can see that their fans are actually interested in what they post

about. Many brands make the mistake to think that large digital influencers, with millions of

followers are the best option to achieve the greatest reach, but this might not always be the case.

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5. Do you believe that your posts ‘non-branded’ communication engages customers

with the different brands you display?

I only work with brands that I like and that represent my style and therefore clearly match the

‘atmosphere’ or ‘fashion-environment’ I am trying to create. In this way I would say that my

community is clearly engaged with my blog first of all. In this way, a brand that I chose to

display will most likely fit-in with my audience’s taste. As my first aim in conducting my blog is

to remain authentic, my followers trust me and thus know that a brand I display is a brand that I

am engaged in. We could thus say that my engagement with the brand is a first-step towards their

engagement in turns. You can be sure that when I display a new brand, most of my followers will

check it and most likely try it as some point. If for example I partner with a brand that has

nothing to do with my taste, style and the values of my blog, then my followers would

immediately notice it as I aim to tell a consistent story.

6. Do you believe that blogs can increase the sales of a brand? If yes, how?

My objectives are not financial in that way. I do not try to sell a brand, but my style. I aim to

gather like-minded people around me, provide them a place where they can share and get ideas

from. You want to show to your followers the brands you love and give them tips on how to

wear different clothing and accessorize, with your taste. In this way, sales are not my objective.

However, I give brands access to a community of people with similar values. If the brand fits

my values and I chose to display it, then the audience will very most likely appeal to it and share

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similar values. I thus offer a window for the brand into a community where its values are shared;

and potentially widen it consumer base in this way. Then yes, a brand can increase the sales of a

brand but as an indirect consequence I would say.

7. With so many competitors, how do you differentiate yourself from the myriad of

fashion bloggers found online?

The best ingredient for a good blog is to be genuine and authentic. If you are transparent and

show who you truly are, you will find people that will love you for it. Everyone is different, have

different interests, passions, styles and personalities. Nowadays, everything looks so similar on

social media, so the key is to be yourself, hence different from anyone else. Do not try to imitate

what has already been done, curate your content so that it represents you.

For me, differentiating myself depends a lot on what kind of story you want to tell to your

followers. If you have a clear idea of what you want to showcase and what you want to portray,

then it will be easier to narrate your story and become successful. Never lose track of what you

want to tell, how you want to tell it and why you’re telling it. In the same way that brands

conduct a coherent communication, bloggers should be all the more careful as their communities

depend exclusively on this.

Now, all blogs are not the same. Large social media influencer post about so many different

things, brands and products that often their messages and stories get cluttered and followers do

not really engage as much with what they are saying or trying to say about a brand. They are

more engaged with the blogger and enjoy following its lifestyle rather than refer to it a sort of

‘fashion-advisor’. Going for more niche influencers, that have high engagement and a true

identity, will have a much bigger impact and results than the latter.

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8. Explain your role as a fashion influencer.

I honestly started simply to share my interest and find like-minded people, or people to share

with online. When my blog started to grow, I realized that people saw me more as a referral than

anything else so I started posting tips, outfits and other fashion-related contents. It is hard for me

to say in which way I influence people but I aim to give them an idea of my style, of what I look

for in products and which lifestyle I aim to convey with my outfits. It may sound a bit shallow

but that is how it started for me.

Now, as an influencer I believe that my role is unclear because people follow me for different

reasons and I do not influence them in the same way. For some I am an advisor, for others I may

be someone with similar taste and for others just another page they scroll through. It is tough to

evaluate for me.

B4:

1. What are the most effective digital tools to help a brand increase its digital sales?

Use of Google Adwords tools, social media pages (Instagram, Facebook  and Pinterest in

particular) and social media advertising tools; the web sites has to be absolutely responsive and

focus on mobile devices

2. Do you believe that social medias are effective in increasing loyalty?

Yes sure, the use of social media has to be daily and in a very consistent and professional

way. “Content is King” in the digital era

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3. Is branded content more efficient than non-branded content to gain new followers? To

gain new customers? Why?

It depends … of course you need content … if you have a strong brand you will probably have

loyal community of customers so it is good to take advanteges of it. To start-up a new brand you

must mix branded and unbranded content. Unbranded content has to be very aligned to your

mission and the core message of your brand.

4. Why should new brands invest in bloggers? 

Not sure about that as a “postulate”. Normally is very expensive … I think it is better first of all

push on own social medias. And you always need to consider the cost compared to the expected

return on sales.

5. What do brands approach you for? 

We are a community of models … so brands want to associate their names with fashion models

in an informal and fun context

6. Do you believe that blogs can increase the sales of a brand? If yes, how? 

Yes they can… but it depends on the quality of the blog posts, the credibility of the blogger …

and finally you must consider the “cost” of the blog post compared to the expected return in term

of sales.

7. Can you help a brand engage customers? Explain. 

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Yes definitely. We use our community to spread out messages for our brands in an informal

context as an alternative to the traditional marketing techniques at an accessible cost.

8. To what extent do you see yourself as a fashion influencer? 

Not at the moment to be sincere. We are built on our community with the final goal to become a

fashion influencer … we are increasing visibility day by day.

9. How do you differentiate yourself from other bloggers? What are the key differentiators

in your opinion?

We are not just a blog. We do not show “products” in our posts. We generate “content” in order

to keep our community engaged and to reach out to other people from the fashion industry.

10. What is your intention with regards to the brands you showcase? 

We want to continue current partnership and to develop new one with international and local

brands following our strategy as explained above

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Summary of bloggers’ interviews
Question 1
Similarities
What are the most Social media is definitely the most
effective digital tools effective tool especially Facebook
to help a brand and Twitter.
increase its digital Also the intensive use of mobiles
sales? lead companies to create apps
targeted for mobile-users
Question 2
Similarities
It is very hard to create loyalty
Do you believe that
towards a brand only through the consumers would become at least loyal to
social media sites are
online but it is easy to maintain it the brand’s communication content.
effective in increasing
using the social media by
loyalty?
storytelling and engaging
customers
Question 3
Similarities
Is branded content
For a new brand, non-branded
more efficient than
content is more efficient in
non-branded content
attracting customers and
to gain new followers?
followers because since it does
To gain new
not concern the company
customers? Why?
directly they can have a larger
audience.
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ABP – 2016.2
Answers
Unique Insights
S: Using Facebook Power Editor is helping
brands to create their advertising campaign.
F: A brand that does not exist on social
media will lose visibility and opportunities.
A: A new trend is using Google AdWords
tool and focusing on creating mobile aps.
G: The peer pressure is affecting the way
that consumers are looking at social media.
This is why bloggers work. People are
influencing themselves.
Answers
Unique Insights
S: The audience is assisting the brand to
generate loyalty by user generated content
that promotes the brand.
F: If the brand has a strong strategy,
A: ------
G: Brands can very easily destroy
relationships using social media but hence
they should act with a lot of care in what
they display and what type of audience
they target
Answers
Unique Insights
S: Branded content is only design to create
social sharing about the brand and
awareness about the products.
F: Bloggers use a lot of no branded content
which lead customers in the end to the
pages of the brands
A: The unbranded content has to be very
aligned with the company values and
picked up carefully
G: The use of unbranded makes the

Question 4
Similarities
New companies should get
Why should new involved with bloggers because
brands invest in bloggers create awareness and
bloggers? they have a big community that
listen to them and trust them thus
gaining possible customers and
visitors on the brands website
Question 5
Similarities
What do brands Brands approach bloggers
approach you for? because they want to get more
exposure.
Question 6
Similarities
Do you believe that Even though bloggers do not
blogs can increase the target the increase of sales for
sales of a brand? If brands it inevitably happens due
yes, how? to the brand exposure to a big
community.
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ABP – 2016.2
products look more natural and desirable
Answers
Unique Insights
S: Blogs push customers to search for the
brand they represent on the social media
F: Companies have to be very selective
with the blogger which should represent
the brands image
A: Due to the high costs, new brands
should invest first in social media rather
than bloggers
G: As a new brand, companies should go
for bloggers that do not have a high
number of followers but they are very
engaged with them.
Answers
Unique Insights
S: Bloggers can promote brands and certain
campaigns that brands have to promote
their products
F: ------
A: Brands should only associate with
bloggers that match their style and credo
G: -----
Answers
Unique Insights
S: Time based promotions through the blog
increase the chance of the community to
buy from the brand
F: Bloggers do not want to be perceived as
salespersons but as advisors
A: It depends a lot on the quality of the
bloggers and their credibility
G: ----

Question 7
Similarities
Bloggers can increase the
engagement of the customers
Can you help a brand
because people in general
engage customers?
believe in what other people say F: ----
Explain.
and because bloggers are real
people they might find
themselves in their story telling. more used with these techniques
Question 8
Similarities
Bloggers do not consider
To what extent do you themselves as fashion
see yourself as a influencer. It is true that all of
fashion influencer? them want to convince but they
believe that they serve the
purpose of an advisor.
Question 9
Similarities
How do you
differentiate yourself
In order to have a successful
from other bloggers?
blog you have to be authentic
What are the key
and genuine, always focusing
differentiators in your
on your own tastes and never
opinion?
falling in the niche.
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ABP – 2016.2
Answers
Unique Insights
S: If the blog has a good and credible
interaction eventually they will make
customers to be more keen with the brands
they display
A: Bloggers use more informal techniques
to attract and to convince and the mass is
G: ----
Answers
Unique Insights
S: The power of bloggers is derived from
their capability of indirect advisory.
F: Bloggers just want to show people their
own world of fashion.
A: ----
G: For a lot of bloggers it is very hard to
define what makes people follow them. It is
the feeling or the style.
Answers
Unique Insights
S: Linking the products to a personal
experience, shopping list at the end of the
posts, featuring the products in different
blog posts.
F: Always being natural and remaining the
same since the beginning without cheating
or pretending you are someone else.
A: Be more than a blog, be a community.
G: Never lose track of what you want to say
and who you are and always be careful how
you engage your community.
 ABP – 2016.2

Question 10 Answers
Similarities Unique Insights
S: Brands are not paying bloggers to say
nice things about them because they have
the sponsored ads.
What is your F: Try to push the brand towards my
intention with regards followers and to display what the brand
Telling a genuine story about
to the brands you represents.
the brands the bloggers display
showcase? A: Growing as a community and developing
without bias and lies.
new partnerships with other brands.
G: Engage with a brand in turn based
strategy because it will become more visible
and accessed when it is posted on the blog

Questionnaire

Filter Questions
What is your gender?
What is your age category?
What region of the world do you come from?
Are you a digital customer? (Have you ever purchased items online)
a. Yes
b. No
Theme 1 - Brands & Social Media
1. Do you follow brands on social media?
a. Yes
b. No
2. To what extent do you agree with this statement: “I am more willing to engage digitally
with a brand that I purchase products from” (by engagement we mean: following,
sharing/liking/commenting posts on Social Media)
Likert Scale

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 ABP – 2016.2

3. To what extent do you agree with this statement: "Social medias play an important role in my
decision-making online"?
Likert Scale
4. To what extent do you agree with this statement: "I trust content displayed on brand's social
media pages"?
Likert Scale
5. To what extent do you agree with this statement: "I am more likely to purchase an item after
seeing it on a brand's social media pages"?
Likert Scale
6. What generates your engagement with a brand on Social Media? (Choose all that apply)
a. Products’ functionality
b. Advertisement
c. The brand itself (values, image, lifestyle…)
d. Current trends (seasonal for fashion, for example)
e. Pricing
f. Peers/Social surrounding
g. Celebrity endorsement
h. Brand’s reputation
7. To what extent do you agree with this statement: “I only follow brands that match my
lifestyle”
Likert Scale
8. To what extent do you agree with this statement: “The brands I follow are connected to other
passions of mine” (Example: Rolex & Tennis, Bikkemberg & Football)
Likert Scale

Theme 2 - Trends in Social Media marketing

9. How often do you click on targeted ads on social medias?
Likert Scale

129
 ABP – 2016.2

Theme 3 – Digital consumption

10. How many items have you purchased online in the last 12 months?
a. None
b. 1-3
c. 3-5
d. 5 & more
11. Have you ever purchased an item after seeing it on a brand's social media platform?
a. Yes
b. No
12. To what extent do you agree with this statement: “seeing a product on social media makes
me want to buy it”
Likert Scale
13. Have you ever purchased a product online simply because of promotions displayed on the
brand’s social media page?
a. Yes
b. No
14. To what extent do you agree with this statement: "I am more likely to purchase an item I saw
online through the brand's digital retail channels rather than physical retail points”?
Likert Scale
15. What influences your digital purchasing decisions? (Choose all that apply)
a. Products’ functionality
b. Advertisement
c. The brand itself (values, image, lifestyle…)
d. Current trends (seasonal for fashion, for example)
e. Pricing
f. Peers/Social surrounding
g. Celebrity endorsement
h. Brand’s reputation

Theme 4 – Bloggers
16. Do you follow any bloggers?

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 ABP – 2016.2

a. Yes
b. No
17. To what extent do you agree with this statement: "I trust content displayed on a blog"?
Likert Scale
18. To what extent do you agree with this statement: "I am more likely to purchase an item after
seeing on a blog"?
Likert Scale

131