#SOSYAL

MANONG
"Hopping on the Trends"

GROUP 7-6:
Andales | Bongo | De Guzman | Mortejo | Roble | Turla
 COMPANY PROFILE
CURRENT DISPOSITION
AMIDST COVID-19 PANDEMIC
BRIEF HISTORY
Established by Henry Sy in 1958 as "Shoemart" SM suffered a decline in sales due to quarantine
Became a full-line department stor in the 1970s
protocols that lead to the closure of the mall.
Mall tenants were forced to stop operations that lead to
First "Supermall" called SM City North EDSA
located in Quezon was opened in 1985 some of them to go bankrupt.
MISSION&VISION Skeletal force system posed as a challenge to both SM
It aims to become Asia’s most popular mall
chain through constant innovation and
and it's employees as it greatly limited their operations.
partnership with the world’s best retailers. Implemented new touch points to address "new
Together with its partners and employees,
SM Supermalls commit to a better quality of normal" safety and cleanliness Protocols.
life for the communities we serve by
SM allocated P270 million to combat the spread of
supporting programs and activities that are
socially responsible and environmentally COVID-19
sustainable.
 SWOT ANALYSIS
Capable to serve 4.5 million customers Weak online presence
SHTGNERTS

Nature of the business (malls greatly rely

SSENKAEW
daily
Most dominant player in retail with on foot traffic; challenged due to COVID
over 74 malls in the Philippines. safety protocols)
Nature of the business (malls have Relies on high consumer spending
become the modern-day plaza) (challenged due to consumers' decrease in
Established brand image purchasing power due to COVID)
SEITINUTROPPO

Shifts in consumer behavior and

Rapid rise of E-commerce and buying patterns

STAERHT
digital marketing Heightened competition in E-
commerce
Emergence of new tech and
Possibilities of re-implementing
logistics companies community quarantines or stricter
safety protocols
 COMPETITIVE
ANALYSIS
To collaborate and beat COVID-19 with Speed, Scale, and Stamina, Ayala
launched projects such as: P2.4-billion coronavirus (COVID-19) response
package for businesses within its eco-system, ALI Pays It Forward campaign
to generate donations for COVID-19 hospital referrals, Project Ugnayan a
food relief program for the most vulnerable urban poor communities, and
many more projects dedicated to fight the current COVID-19 situation.
The mall implemented safety measures: temperature check before entering,
utilizing qr codes and traditional ways (pen and paper) before entering
stores, conducting an hourly sanitation of door handles, escalator handrails,
concierge desks, and elevator buttons, as well as disinfection of the
restrooms.
Aside from their traditional media, it is visible that Ayala intensified their
online presence: greater marketing for their app, active social media posts,
and continuous promotion through website and digital media.

Marcom Tools Strength Weaknesses Ayala Corp. 2020

Advertising, Sales
Well known brand (since Revenue (First 9 mos):
1843) Liitle exports P153.76 billion
Promotions, Direct Mail
Sustainable Development Very Little
Marketing, Net Income slumped
Mobile App, Digital Marketing
strategies Global
One of the Industry Presence to 75% and Revenue
(SocMed), Events &
Sponsorship leader of malls slid to 28%
 CUSTOMER PERCEPTION OF
THE BRAND
PRE-COVID
A crowded mall with lots of places to eat from
Has everything they need
An inexpensive mall where you can shop and
avail both local and international brands
A place where families and friends can get
together, relax and escape the Philippine heat
SM has a great department store and their
food choices in the supermarket are
reasonably priced
DURING COVID
SM is where you can buy essentials but it is not as
safe as it was before.
They comply with safety and cleanliness protocols
but contact tracing protocols are not done
consistently.
It is not as accessible as before because of limited
transportation and Quarantine pass requirements.
It is not a place for entertainment anymore but
only a place to buy essentials.
"Back then, shopping and going to malls are
done freely and easily. However, due to
pandemic, Quarantine pass are now
required before a customer can enter the
mall and do their business. This being said,
it won't be as easy to go there and hang out
with friend and family, unless everyone
has their own Quarantine passes ready. "
- Pete, 2020
 OBJECTIVES

To increase digital marketing

To increase daily foot traffic by
reach from existing customers
700,000+ within 3 months
by 15% within 3 months

Strengthen SM’s online presence

Enhance people's shopping experience

Improve SM's brand image

 C A M P A I G N B I G I D E A

#SOSYAL MANONG

COVID-19

Shift in consumer Need for

behavior and
buying patterns empathy

Established brand
image but weak
online presence

Revamped
online persona in
the character of
"Sosyal Manong"
 C A M P A I G N B I G I D E A

#SOSYAL MANONG

Sosyal
Social Media and Relations
"Pang-Masa" / For the Masses

Just like a generous “Manong” in your family, SM

Supermalls will make you feel at home and will
"Manong" Henry Sy
spoil you from time-to-time.
Founder of SM SuperMalls
 C R E A T I V E S T R A T E G Y

Y G E T A R T S
Y G E T A R T S

E V I T A E R C
E V I T A E R C

C R E A T I V E S T R A T E G Y
Y G E T A R T S E V I T A E R C
Y G E T A R T S E V I T A E R C
C R E A T I V E S T R A T E G Y

C R E A T I V E S T R A T E G Y
 M E D I A A P P L I C A T I O N M E D I A A P P L I C A T I O N M E D I A A P P L I C A T I O N

GNONAM LAYSOS#
TIMETABLE
BUDGETING

February
34%

December
61.3%

January
4.7%
MEASUREMENT TABLE
S T A T E M E N T O F
E V A L U A T I O N
In order to measure the success of the
#SosyalManong campaign, we need to determine
how well SM Supermalls accomplished the
identified marketing objectives by monitoring the
metrics for the target KPIs. To determine the
increase in reach for the duration of the campaign,
constant monitoring of lead generation as well as
the increase in sales and revenue needs to be
implemented.

For the increase in foot traffic, this can be done by

measuring the growth of SM Supermalls goers
which can be identified through the number of
website visits, ShopSM app downloads, Scan Me
QR codes generated from both the app and
website, and engagements with the TikTok
hashtag for the designated "TikTok zones"

Ultimately, whether or not this campaign is a

success can be determined by assessing the actual
performance of the communication tools utilized
through monitoring and measuring the metrics
gathered from each channel such as impressions,
views, followers/fans, likes, retweets, clicks, and
many more. Through this, SM can use quantifiable
data to determine their capability to meet the
objectives of this campaign.
 E D O C R Q E L P M A S
S C I H P A R G O F N I E L P M A S
SAMPLE

LOGO
MEDIA

T S O P K O O B E C A F E L P M A S
R E T T I W T E L P M A S