1.1.

Introduction to the Internet

1.1.1. What happens on the internet
 Social media can be seen as part of the Internet evolution
 Internet 1990s: Simply look for information
 Internet 2020s:
 Share information, opinions, collaborate, participate in online contents
 Impacts both online and offline relationships
 Various social media tools: Twitter, Facebook, YouTube, Google+, etc.
 Online and offline lives are mixed up
 Private information access rights?
 “Word of mouth” is changing to “World of mouth”
1.2. Introduction to Digital Media

 What is media?
 Media is mass communication
 Outlets or tools used to store and deliver information or data
 Four types:
 Print media
 Broadcast media
 Outdoor media
 Digital media
1.2. Introduction to Digital Media

Objective:
 The primary role of media delivering the news to the public is to gather and
report news that is true, fair, honest, accurate, non-biased and non-critical.
The news keeps us informed about what is going on in and around the world,
investigating stories and delivering information to a large and diverse
audience.
1.2. Introduction to Digital Media

 Digital media is any form of media that uses electronic devices for distribution
 This form of media can be created, viewed, modified and distributed via electronic
devices
 Digital media developed following the rise of internet
 It is still rapidly evolving now in the digital age with technology innovation
 The today- digital media is NOT the end!
1.2. Introduction to Digital Media

 Types of Digital Media:

 Audio: Radio station, broadcast, audiobooks. Digital audio services: Apple music,
Spotify, Tidal, Sirius, etc.
 Video: Streaming, movies, television services, virtual reality surgical simulators,
etc.
 Advertising: Digital marketing
 News, literature, etc.: Online news, online resources, e-reading
 Social media: The biggest part of digital media, variety of platforms where people
interact with each other. The concept of social media is now extended to have
multiple functions in the digital age.
1.3. Introduction to Social Media

 Social Media as a part of Digital Media

 Social media is the biggest part of digital media
 Social media only focuses on the online social platforms such as Facebook, Twitter,
LinkedIn, or Google+…
 These are where people spend time most on digital areas
 These are also where the news are updated the fastest
1.3. Introduction to Social Media

 Many social media platforms already exist for different purposes

1.3. Introduction to Social Media

 Facebook™ (born Feb 4th, 2004) is the largest social media platform over the
years, e.g., in terms of user accounts, the number of daily active users, and
the average time spent per month. Facebook™ had approximately 100 million
users in 2008, while this number had increased towards almost 1.1 billion
users at the time of its initial public offering (IPO) in May 2012. To give the
reader a relative idea about the impact of Facebook™, this number is
approximately 16% of the world population with 7 billion people. Now it is
2.936 billion users.
 YouTube™ (born Feb 14th, 2005) is the 2nd largest social media platform in the
world, founded by Chad Hurley, Steve Chen, and Jawed Karim. YouTube was
originally created as a platform for anyone to post any video content they
desired. Oct 2006, YouTube™ is acquired by Google for $1.65 billion. May
2007, Google enables video uploaders to make money. Aug 2007, Google
enables ads on the platform. Oct 2019, Google launches “Two ads” feature.
Now it has 2.2 billion users.
1.3. Introduction to Social Media

 Tiktok™ (born Sep 2016) is the 5th largest social media platform. It has
changed to the present interface since 2018. This is the fastest developed
social media platform in the history with around 1.5 billion users now. Tiktok™
is a social media app dedicated to short-form videos created for and
consumed by users. The length of videos is between 15-60 seconds. Other
giants started to imitate and offered similar short video format.
1.3. Introduction to Social Media

 Social Media now is used for business purpose:

 Clicking on an online advertisement to reach the company website (brand
awareness)
 Re-visiting the company website
 Subscribing to a newsletter
 Joining a corporate community
 Registering for an account on the company web shop
 Taking a survey
 Being an influencer who creates leads with product information
 Purchasing a product or a service online
1.3. Introduction to Social Media

 Advantages of Social Media

 Speed: Social media can be used to react to or share content faster than
traditional media (e.g., television, radio, postal letters). They are also less limited
by geographical distances.
 Scalability: Organizations can potentially reach out to more people with a lower
budget
 Less expensive: analysing and monitoring social media use are less expensive than
collecting customer data in face-to-face interviews at a railway station or at a
supermarket. The big data that are sent and shared by social media tools can also
be (quantitatively) analysed by means of business intelligence and IT support tools
 Interactivity: interactivity between multiple parties instead of two-way
communication
1.3. Introduction to Social Media

 Disadvantages of Social Media

 Relatively new: Many organizations are still learning how to properly take
advantage of social media and create business value
 Transparency: social media are traceable
 Undeletable contents: Possibility to take electronic backups
 Privacy: This topic deals with ethical and legal issues
1.4. Introduction to Digital Media
Management
 Making full use of websites and platforms;

 Creating and curating shareable content;

1.4. Introduction to Digital Media
Management
 Determining which platform is best suited for each piece of content;
 Email
 Social network
 Website
 In Game
 Search engine

 Building and managing social media profiles and presence;

1.4. Introduction to Digital Media
Management
 Directing paid search and social
campaigns and analyzing the
performance of those campaigns;

 Maintaining brand consistency

across platforms;
1.4. Introduction to Digital Media
Management
 Assessing SEO configurations;
 Search engines see you
 Write good content and write often
 Optimize your site for speed
 Optimize your images
 Set your categories and tags correctly

 Monitoring analytics;
1.4. Introduction to Digital Media
Management
 Managing the digital budget;

 Fostering vendor relationships

2.1. Defining social media
2.1.1. The concept of Web
The concept of Web 2.0
 Web 2.0 refers to the use of the Internet (or the World Wide Web) in order to
create content, share, and collaborate among Internet users.
 Web 2.0 is the technical platform for the evolution of social media, as it
allows online content and applications to be modified by all users in a rather
participatory and collaborative way
 Web 2.0 is the upgrade version of Web 1.0
 Web 1.0 started in the early 1990s and begins the information age
 Web 1.0 allows that online content and applications (e.g., a personal web page, an
online encyclopedia, or newspaper) are created and published by individuals in a
unidirectional way
 Web 1.0 was initially limited to providing information as one-way communication
 Web 2.0 can be seen as the second generation of the Internet with multi-way
communication in the 2000s
2.1. Defining social media
2.1.1. The concept of Web
Web 3.0
 Web 3.0 is called the semantic web (also smart or intelligent web) because it
allows contextual, personalized searches by giving meaning to words in
response to the typical information overload in search engines
 Web 3.0 applications are able to provide context to data in order to
understand what is relevant to a certain user and what is not
 Data integration
2.1. Defining social media
2.1.1. The concept of Web
Web 4.0
 Proactively recommending new types of books on a library website
 Introduce you to other users with a similar profile and thus having similar
interests
 Give you news about your favorite topics
 Linked web will communicate with people
2.1. Defining social media
2.1.2. The concept of user-generated content

 Web 2.0 allows users to create and share content or to “generate” content
 User-generated content (UGC) can be seen as the sum of all ways in which
people make use of social media
 The content satisfies two assumptions:
(1) being publicly available, and
(2) created by end users
 Three requirements:
UGC must be published
UGC must be the result of a creative effort
UGC must be created outside the professional routines and practices
 2.1. Defining social media
2.1.3. The concept of social media
If social media are not a synonym for user-generated content or Web 2.0, then
what are social media?

“a group of internet-based applications that build on the ideological and technological

foundations of Web 2.0, and that allow the creation and exchange of UGC”
Kaplan and Haenlein (2010)

Social media include web-based and mobile technologies used to

turn communication into interactive dialogue

Media that people can use to be social or “the story is in the tactics of each of the
hundreds of technologies, all of the tools that are available for you to connect with
your customers and prospects, and the strategies necessary to use these tactics and
tools effectively”
Safko and Brake (2009)
2.2. Social media types and tools

 Theoretical classification of social media types

Kaplan and Haenlein (2010)

2.2. Social media types and tools
 Classification based on characteristics of social media tools

Safko and Brake (2009)

Safko and Brake (2009) distinguished two other social media types, namely,
(1) a search social media type and (2) an interpersonal social media type.
2.2. Social media types and tools
2.2.1. Social communities
 “Wisdom of the crowd” – reach many people
 Both external and internal uses
 Can be used to monitored and analysed as business metrics
 Example:
2.2. Social media types and tools
2.2.1. Social communities
 Community management:
 Appoint community manager & evangelist
 Identify the member types:
 Community members who are content contributors
 Community members who only comments on the contents
 Community members who rather share contents
 Community members who simply view contents
 Community members who ignore the contents

 Strong community is the one with sticky content

 Contents should be aligned with the needs of targeted audiences
 UCG should be encouraged
2.2. Social media types and tools
2.2.2. Text publishing tools
 Publish conversations, stories, knowledge, theories, etc.
 WordPress™ blog:
 Open-source software to create and manage blogs or websites, including a content
management system (e.g., to create, manage, and store content from web pages
in order to organize or archive blog posts). It uses standard templates, so the user
can directly start typing content without much knowledge of software
development.
 Wikipedia™:
 Free encyclopedia that anyone can edit and thus a nonacademic source of
information. A revision history is saved to see track changes. Content is subject to
certain terms and conditions, e.g., no promotion for commercial products, no
copyright infringements, and only verifiable content.
2.2. Social media types and tools
2.2.2. Text publishing tools
 Slideshare™:
 Community primarily for sharing presentations, documents, and Adobe™ PDF
portfolios.
 Quora™:
 Question-and-answer website to ask questions and get answers but also to create
and follow blogs.
 Conclusion about Blogging:
 Choose a subject you are passionate about, blog posts can be written in your own writing
style
 Create a list of topics about subjects for your inspiration
 Monitor when people are active on your site using monitor tool such as Google Analytics
 decide on the number and timing of blog posts
2.2. Social media types and tools
2.2.2. Text publishing tools
Successful blog:
 Regular content
 Finding a balance between too few and too many blog posts
 Passion
 Having fun are more likely to inspire others
 Focus
 Readers must understand the aim of your blog
2.2. Social media types and tools
2.2.3. Microblogging tools
 Characterized by short text messages to avoid an information overload
 Twitter™:
 Twitter™ posts (called tweets) are limited to 140 characters
 Twitter IPO in 2013 and immediately boom in valuation to reach $25b by middle of
2014… thanks to users’ tweets
 Tumblr™:
 Quick blogging platform for storytelling with multimedia
2.2. Social media types and tools
2.2.4. Photo publishing tools
 The purpose of photo publishing tools is primarily sharing photos, pictures, or
images.
 A picture is worth a thousand words
2.2. Social media types and tools
2.2.4. Photo publishing tools
 Pinterest™:
 Using Pinterest™, you can share your interests with others by means of pictures or
videos that you organize
 People can also follow you (as a pinner) or one of your boards
 Pinterest™ collects and organizes photos (or videos) to make a wish list, plan a
trip, organize an event, start a collection, plan a project, etc.
 Instagram™:
 Instagram™ enables its users to take pictures, apply digital filters, and share them
on other social media tools (e.g., social communities).
 Flickr™:
 Managing and sharing pictures
 Used by bloggers to make photos available to the people who matter to them
 Flickr™ allows displaying geotagged photos on a map
2.2. Social media types and tools
2.2.5. Audio publishing tools
 Spotify™:
 Music streaming service to listen to songs or to the radio, including a purchase
service.
 You can use Spotify™ for free, but then you have to listen to ads between the songs
and you can only use it within a limited period of time
 You can pay for its service without the previously mentioned restrictions
 iTunes™:
 Media player and media library application for audio and video files
2.2. Social media types and tools
2.2.6. Video publishing tools
 Social video publishing tools are platforms to share video fragments.
 Compared to text, photos, and audio fragments, videos can give information
about body language that is used during communication.
 YouTube™:
 Website enabling users to upload, view, and share user-generated video content.
 It provides a forum for people to inform and inspire others and serves as a
distribution platform for original content creators and advertisers
 Tiktok™:
 A social media platform for creating, sharing and discovering short videos
2.3. Social media purposes

 Although the previous section showed many different social media types and
tools, organizations should not necessarily use all of them.
 Social media types and tools should be chosen according to the social media
strategy that needs to be realized.
 if the target group of an organization is not active on Twitter™, then the
organization should not use Twitter™
 Homepage of an organization has multiple social media initiatives that can be
classified in one or another social media type and tool.
2.3. Social media purposes

Social media can be used for four general reasons:

 For communicating
 To convince and to sell
 For collaborating
 To convince and to sell
 Focus on sharing experience between customers and prospects while using a
product
 for educating
 To learn about an organization’s products, brand, suppliers, etc.
 For entertaining
 Trying to be funny
 Organizations can use social media in order to be interesting and compelling
2.3. Social media purposes

 7 functionalities of social media:

 Presence
 Relationships
 Identity
 Sharing
 Reputation
 Conversations
 Groups
Social Media Strategy

 Organization should not treat social media as a new hype

 Social media must be used along with organizational strategies
 How to determine a successful social media campaign/strategy?
 The implementation of social media strategy requires the involvement of
multiple departments depending on the types of strategies:
 IT?
 Finance?
 Crowdfunding

 HR?
 E-recruitment

 Legal?
 Social media policy
Social Media Strategy
3.1. Introduction to a Social Media
Strategy
 Social media should only be used if they can contribute to one or more
business objectives
 To acquire new customers
 To drive store traffic in order to increase sales or profit
 To increase customer satisfaction and loyalty
 To increase brand recognition or awareness
 To increase brand engagement
 For image building (e.g., related to social responsibility, health, environment, etc.)
 For employer branding
 To support product and service innovation
 To support internal communication in order to engage employees and managers
 To support word of mouth
3.1. Introduction to a Social Media
Strategy
 Business strategy can be categorized into four groups:
 Financial objectives related to the shareholders,
 Customer objectives,
 Objectives related to the business processes,
 Objectives for learning and growth related to the capabilities of people, systems,
and organizational procedures.
3.2. Determining a Social Media Strategy
3.2. Determining a Social Media Strategy

 Conduct Internal and external audit

 Surveying employees, suppliers, shareholders, customers, etc.
 Using SWOT analysis?
 Using PESTEL analysis?
 Using 5 Forces analysis?
 Culture change required?
 Personal development required?
3.2. Determining a Social Media Strategy

 Trung Nguyen:
 Vision: Tổ chức vĩ đại bằng phụng sự cộng đồng nhân loại
 Mission: Xây dựng một cộng đồng nhân loại hợp nhất theo một hệ giá trị của lối sống tỉnh
thức đem đến thành công và hạnh phúc thực sự
 Kinh Do:
 Vision: Hương vị cho cuộc sống
 Mission:
 Người tiêu dùng
 Đối tác
 Nhân viên
 Cộng đồng

 Petrolimex:
 Vission: Để tiến xa hơn
 Mission: Tôi muốn vươn xa nữa & Năng lượng cho mọi người, mọi việc
3.2. Determining a Social Media Strategy

Social media content is rather undeletable

3.2. Determining a Social Media Strategy
3.2. Determining a Social Media Strategy
3.2. Determining a Social Media Strategy

 Tactics and metrics must be SMART or SMARTER

Specific Simple
Measurable Quantifiable
Attainable Realistic
Relevant Linked to organizational performance
Timely To be realized within a specific timeframe
Evaluate Ethical, ecological, excitable, enjoyable, etc.
Reevaluate Rewarded, reassess
3.2. Determining a Social Media Strategy
Example A Example B
Goal: Acquire new customers Increase sales

Social Media Use Facebook™ to reach more Use Twitter™ to stimulate customer
strategy prospects and a higher prospect- loyalty and turn existing customers
to-customer conversion into loyal customers
KPI: At least 250 new customers An increase in sales of at least 15 % in
through Facebook™ in the Q1, 2022 the Q2, 2022
Tactics • One discount voucher valid in the • Publish daily offers on Twitter™ in
organization’s web shop for every Q2, 2022
new Facebook™ connection in Q1, • As from 2022, answer Twitter™
2022 questions from (prospective)
• 10 % reduction on the next online customers within 2h
purchase to anyone who shares one • Provide weekly product information
of our Facebook™ offers in January on Twitter™ to increase word of mouth
2022 in Q2, 2022
Metrics Number of new Facebook™ Number of new Twitter™ followers,
connections, number of Facebook™ tweets, retweets, Twitter™ comments,
shares time to respond, time to publish
4.1. Introduction to Digital CRM
 CRM: follow-up conversations by coupling information of the sales
departments to the department of after-sales or customer service and
support.
4.1. Introduction to Digital CRM
 CRM example 1. After buying a product or service in an online shop (e.g.,
books or cinema tickets), the customer receives an email with a satisfaction
survey.
 CRM example 2. After buying a product or service (e.g., clothes or a
stopwatch), the customer receives an email with sales promotions for other
related products or services of the same organization (e.g., shoes or jogging
outfits).

the traditional view on CRM tries to combine all information

about a specific customer into a single database in order to
better serve customers in a more personalized way
4.1. Introduction to Digital CRM

In digital age, we need possible triggers for

digital platforms

 Digital CRM trigger 1. A customer is

complaining about an organization and its
products or services on a public social media
tool.

 Digital CRM trigger 2. People are publicly

criticizing an organization’s industry on social
media.
4.1. Introduction to Digital CRM

 Digital CRM trigger 3. An Internet user publicly posts a forum

question related to the products or services of an organization.

 Digital CRM trigger 4. An independent blogger posts a positive

message about an organization and its products or services.
4.1. Introduction to Digital CRM
 CRM is equivalent to:
 Customer experience management
 Customer-centric management
 Fan relationship management
 Community relationship management
 etc.
4.1. Introduction to Digital CRM

 Structure of Digital CRM is about:

 (1) online content

 (2) conversations

 (3) collaborative experiences

 (4) meaningful relationships

4.2. Defining Digital CRM
4.2.1. Traditional CRM
 All about customers
 360-degree view on customer to generate value for both sides
 Goals of traditional CRM:
 Finding and acquiring new customers
 Retaining existing customers
 Turning customers into loyal
4.2. Defining Digital CRM
4.2.1. Traditional CRM
4.2. Defining Digital CRM
4.2.1. Traditional CRM
 CRM requires aligning different departments
 Marketing communication
 Sales
 Customer service and support
 Requires single customer database comprising all
relevant customers’ information
 For contact management
 For managing transactions and money
 For managing potential customers
4.2. Defining Digital CRM
4.2.2. Digital CRM
 The evolution from an “information asymmetry” to an “information
democracy”
 Customers are empowered and well-informed, they dislike one-way
communication
 Digital CRM extends AIDA
4.2. Defining Digital CRM
4.2.2. Digital CRM
 Digital media platforms are used to capture customer information
 CRM is integrated with digital media feeds and data to enhance online
collaboration
 Goals is similar to traditional CRM
 Not all committed consumers are of equal value
4.2. Defining Digital CRM
4.2.2. Digital CRM
“a philosophy and a business strategy, supported by a technology platform,
business rules, workflow, processes and social characteristics, designed to
engage the customer in a collaborative conversation in order to provide
mutually beneficial value in a trusted and transparent business environment....”
“The company’s response to the customer’s control of the conversation”
4.2. Defining Digital CRM
4.2.2. Digital CRM
 A stronger customer relationship and collaboration is visualized by Digital CRM
 Putting the customer at the center of the organization
 Social CRM takes advantage of the social media opportunities to create
personal interactions with customers and prospects based on their needs
instead of based on the organization’s rules and business hours
4.2. Defining Digital CRM
4.2.3. Purposes of CRM
Customer
relationship quality

Communications
Customer data Brand consistency
cadences

better serve individuals on a through scheduling, communications can

personalized level but also reminders, and be templated and
apply this information to new automation automated
client acquisition
4.3. Types of digital CRM

 Digital marketing CRM if the Marketing Communication is primarily involved

 Digital sales CRM if the sales department is primarily involved
 Digital service CRM if the department for customer service and support is
primarily involved
 Digital innovation CRM if the R&D department is primarily involved
 Digital collaboration CRM which may also involve other departments
4.4. Value creation by Digital CRM
4.4.1. Based on interaction types

Market: Customers initiate to involve in the transaction by searching for

information, comparing products, gain knowledge on products/services
4.4. Value creation by Digital CRM
4.4.1. Based on interaction types
 Front office’s value:
 Better understanding of customer needs
 More responsive to customer needs and improved customer experience
 More information for targeted marketing (e.g., personalized ads, adapted to
someone’s interests)
 Reach more prospects due to the social ripple effect
 Attract new talent from the market through communities
 Detect new revenue opportunities on the market (e.g., to facilitate crowdfunding)
4.4. Value creation by Digital CRM
4.4.1. Based on interaction types
 Back office’s value:
 More efficient knowledge management (e.g., better and faster knowledge sharing)
 Better recognition of internal experts (e.g., by actively looking for internal talent
and expertise to respond to market inquiries)
 Improved way of working with better internal collaboration and B2B collaboration
 More committed employees who are less likely to resign by feeling more connected
4.4. Value creation by Digital CRM
4.4.2. Based on department
 Marketing communication: Digital CRM can give insights, among others, to
evaluate and refine an organization’s marketing efforts, to proactively build
relationships with (potential) customers, and to avoid a crisis.
 Sales: The sales department can profit from the presence of one integrated
customer database to get more information about the organization’s
customers and prospects
 Customer service and support: By means of a social media-based helpdesk
(i.e., a contact center or support group on social media), the customer
service and support department can try to proactively build relationships with
customers. For instance, the department can provide better services by
proactively responding to customers.
4.5. Implementation of Digital CRM
4.5. Implementation of Digital CRM

1. Define your Digital CRM strategy

 What problem(s) are we trying to solve by implementing the Digital CRM
process?
 How are we managing these problems now?
 What are the implications if we don’t solve them? And if we do?
 What exactly needs to change in our organization?
 What results are we expecting to see post-implementation?
 What is our timeline for seeing these results, and how will we measure that
success?
4.5. Implementation of Digital CRM

2. Draw boundaries around the project scope

 Who is the project manager?
 What other stakeholders exist as part of the implementation team? What is
their role in the project?
 What are the goals of the project (referring to what you covered in step one)?
 What exactly are the initiatives that will be completed in this project?
 What potential initiatives need to be noted as “out of scope?”
4.5. Implementation of Digital CRM

3. Build an implementation timeline

 Performing an internal analysis of business process
 Assessing various CRM software options
 Understanding required software integrations
 Consulting with business unit leaders (e.g., the sales manager or customer
support reps)
 Preparing a cost analysis and approving budget
 CRM migration
 User training and development with core team members
4.5. Implementation of Digital CRM

4. Choose a digital CRM platform

 Automation capabilities
 Integrations with other software packages
 Data security
 Quality of customer support
 Availability of self-help resources
 Scalability and ease of use
4.5. Implementation of Digital CRM

5. Migrate existing customer data

 Demographic data
 Behavior data
6. Prepare a training and onboarding plan
 Problem-solving process
 Related documents
7. Build in automations and integrations
 Automated emails
 Automated reminders
8. Develop a feedback process for continuous improvement
4.6. Tips and tricks

 Multi-channeling. Organizations should offer both offline and online channels

to communicate with the market, so customers and prospects can choose how
they wish to contact an organization (e.g., by phone, postal mail, email,
social media tools, etc.). Clearly mention all contact details, so people know
about the different channels (e.g., phone number, postal address, email
address, link to social media tools, etc.).
 Test. Organizations should test in advance whether the offered online
channels and the social CRM system (e.g., with a helpdesk) actually operate
in a user-friendly way and without (technical) problems
 Monitor. Organizations should monitor web content that is related to the
organization and its industry in general, as well as social media messages. For
instance, an organization can set up alerts to be notified whenever its name
is mentioned online and pay specific attention to review sites
4.6. Tips and tricks

 Listen. Organizations should analyze the monitored web content and social
media messages in an open and emphatic way to truly understand the needs,
problems, or frustrations of Internet users.
 Respond. Based on the monitored content, organizations should respond to
Internet users in a user-friendly, timely, and relevant way. They should also
regularly respond to direct inquiries from customers or prospects, e.g., by
checking emails and social media at least once a day or more regularly.
 Informal and personalized. On social media, organizations can approach
Internet users in a more personalized and informal (although respectful) way
(e.g., on first-name terms and by means of targeting based on their interests,
location, etc.).
 Content. Organizations should encourage online discussions and give solutions
which stay in the mind of customers and prospects, and which let them talk
about the organization and its products and services to others
 5.1. Introduction to SEO

Search engine advertising: the process of

improving your website's visibility in search
engines by paying for sponsored links. It is
the process of directly marketing your
website to the people interested in a
specific product, service, or information on
websites like Google, Bing, and Yahoo.
5.1. Introduction to SEO
Search engine optimization is the process of improving the quality and quantity
of website traffic to a website or a web page from search engines. SEO targets
unpaid traffic rather than direct traffic or paid traffic
5.1. Introduction to SEO

 SEO is a complementary part of SEM

 SEO combines with SEA to successfully acquire customers
 SEO is about organic or natural listing on a search engine results page (SERP)
5.1. Introduction to SEO

Why SEO though SEA already existed?

 When people look for information in a search engine, most of them will visit
those links that appear on top of their screen (i.e., which are considered to
be trusted and more relevant), without scrolling down or visiting a page that
appears rather at the bottom.
 The vast majority of clicks in search engines (even up to 75 %) tend to come
from organic listings, whereas a minority of the clicks come from online ads.
 Some easy-to-use SEO tips and tricks with a relatively low cost of ownership
can be applied to potentially obtain more clicks
5.2. Defining SEO

“the art and the science of getting a website to appear prominently

in organic search engine results when a search submits a query
relevant to that website”

“an aggregate of all the work necessary to produce a high volume of referral
hits from search engines, web directories and other websites, with the
ultimate goal of making the website popular”
5.2. Defining SEO

What’s the difference between SEO and SEA?

5.2. Defining SEO

 SEO brings better ROI

 SEO does not require bidding process

 Website/social media page is under pressure to keep updating/refreshing

 SEO brings long-term impact

5.3. Search Engine Results Page (SERP)
5.3. Search Engine Results Page (SERP)

An SERP typically consists of the following elements:

 Search area. An input field to insert one or more keywords (e.g.,
“smartphone”) and a button to launch the search query.
 Online ads. The search area is directly followed by the sponsored search ads,
which must catch the eye. The ads that appear are likely to be directly or
indirectly linked to the keywords of the search query.
 Natural or organic search results. The organic listings that follow the online
ads may refer to similar websites as in the online ads but also to other
sources of information (e.g., books, encyclopedias, or dictionaries). Organic
search results may also cover images or videos that relate to the search
query, as well as news items (e.g., articles that report on the keyword
“smartphone”) or local search results (e.g., a geographical map with local
shops).
5.3. Search Engine Results Page (SERP)
5.4. Indexation mechanism

 To facilitate the natural or organic search process, a search engine will assign
a ranking to web pages by following a specific indexation mechanism
 Indexation mechanism differs from search engine to search engine and keeps
updating
 Indexation mechanism is strong motivation in favor of SEO
 A search engine can also “punish” websites that are too optimized in terms of
SEO – (over-optimization penalty)
 Extensive use of keywords
 Incoming links of low quality, such as links from gambling or adult-oriented sites)
5.4. Indexation mechanism

How a search engine typically work?

1. Internet is considered as a (spider) web of links
2. When a link is created, the spider will find it and collect the data (text,
image description, metadata, page titles, URL, number of incoming and
outgoing links)
3. Keywords linked to that page will be indexed and the frequency of words will
be analysed
4. Web page will be weighed and ranked
5. When search query is made, the search engine will rely on identified index to
show relevant organic search results
 More than 200 ranking parameters to determine the rank in organic search
algorithm
5.5. Mobile SEO
Avoid separated URL for mobile device
5.5. Mobile SEO
Create responsive design for the web
5.5. Mobile SEO
Optimise the loading speed
5.5. Mobile SEO
Optimise the sub-URL
on the webs
5.6. Tips and tricks
5.6. Tips and tricks

 Internal (off-page or on-site) improvements can relate to the architecture of

a website, blog, or social media page.
 Internal (on-page) improvements can relate to the online content of a
website, blog, or social media page.
 External (off-site) improvements can relate to the external links to a website,
blog, or social media page.
 Improvements can relate to how Internet users experience a website, blog, or
social media page.

Please refer to the study materials attached to this handout for details of SEO’s
tips and tricks
6.1. Media crisis?

An online activity that can

damage a brand's or major
stakeholder's reputation by
posting or sharing offensive,
distasteful, or even
dangerous information
6.1. Media crisis?
Characteristics
Sudden
The first feature of a media crisis
is that it occurs suddenly, rushing
like a violent tsunami. In the face
of a crisis, individuals/businesses
often fall into a state of shock.
They are also worried and
confused about the
consequences of the crisis.
6.1. Media crisis?
Characteristics
Viral
It is the element of surprise that creates ideal
conditions for the crisis to spread quickly and
widely, beyond the control of individuals/
businesses. The rapid development speed of the
media "gives wings" to let the negative issue fly
further.
6.1. Media crisis?
Characteristics
Damaged
When bad news appears related to
an individual/business, the image
and reputation of that
individual/business will be "slipped
without brakes". In fact, many
individuals have been turned away
by the community with a series of
boycotts and blockades,... Or the
business is forced to close
operations altogether due to lack of
revenue.
6.2. Consequences
Reputation
Crisis in the media, especially at the current time of social media boom, is the fastest way
to damage brand reputation. Social media has the power to spread as well as create a
crowd effect very quickly (psychological contagion effect). Therefore, the crisis makes the
Brand, the Business lose serious points in the eyes of consumers, and even turn away from
the Brand.
6.2. Consequences
Boycott
The initial media crisis was just
dissatisfaction, or even emotional
outrage. However, this negative
emotion can quickly translate into
specific actions that are harmful to the
business.
In fact, when there is a crisis,
businesses that tend to avoid or deny
allegations often receive severe
consequences from consumers: mass
boycotts on forums, smashing Brand's
products, protests, calling on the public
to boycott, ...
6.2. Consequences

Financial burden
Crises can impact trust and credibility with
customers, but the impact on financial resources to
resolve and overcome crises is the most obvious and
costly damage.
When a crisis occurs: reduced revenue due to a
decrease in the number of products, product recall
costs due to aggressive reactions of consumers,
costs for handling, solving communication
problems, administrative costs if the violations are
related to the law
Post-crisis: revenue is difficult to grow again in the
short term, expenses for post-crisis customer
response exploration activities, strengthening,
innovating effective communication campaigns,
post-crisis recovery costs
In addition, for enterprises that have listed shares
on the stock exchange, the crisis situation will
cause a drop in the stock price on the exchange,
causing heavy damage to enterprise assets.
6.2. Consequences

Stakeholders
Most enterprises cooperate under the "win-win"
model, cooperate together, benefit together.
Therefore, when the crisis occurs, the affected
enterprise, partners, distributors, stakeholders
because of avoiding the knock-on effects, will
terminate cooperation with the enterprise.
Without relationships, enterprises will face many
difficulties in case enterprises can overcome the
crisis period and recover after the crisis (input,
output is not available, distribution channels are
not guaranteed,...)
In addition, investors or shareholders' councils
because they do not want to be affected also
easily "flee" from the Enterprise, leading to
unsafe cash flow within the Enterprise, causing
financial difficulties for the Enterprise.
6.2. Consequences

Competitors
The communication crisis brings many harms to the Enterprise but opens up many
opportunities for its competitors in the market. Competitors easily take advantage
of the opportunity of "stumbling" of the Enterprise to come up with strategies to
capture customers, market share of the Enterprise, even gain a higher competitive
advantage than the current Enterprise.
6.2. Consequences

Enterprise disunity
To ensure the smooth and efficient
operation of the Enterprise apparatus,
each individual and employee plays a
very important role. Therefore, the
shaking of the Enterprise can lead to a
decrease in trust in the Enterprise unit
that they are always dedicated and
dedicated.
6.3. Roadmaps

1. Identify and assess the causes of communication crises

When there is a communication crisis, the first step is to understand where the crisis is
coming from.
You also need to assess the impact of a communication crisis through questions such as:
• Does a crisis damage an individual's or business's reputation and reputation?
• How much damage can a crisis cause?
• ...
6.3. Roadmaps

2. Assign crisis handling tasks to the department or individual

According to Communication - Marketing experts, the crisis will be handled most
effectively within 12 hours of the first negative information appearing. The crisis
communication process should be concluded within 24 hours.
To handle a crisis, you need to assign tasks to each department or individual with
expertise. The head of the department/individual will be responsible for executing and
monitoring the results of each task.
6.3. Roadmaps

3. Cooperate with the press and competent authorities

At this step, you need to contact the press and the competent authorities. These are 2
important clues to help you bring information to the community easily and effectively.
Mainstream news sources will create a sense of trust in the community and assuage
negative emotions in them.
• The veracity of the information.
• Valid evidence, convincing enough.
• Use consistent language and actions
•
6.3. Roadmaps

4. Putting customers and partners at the center of crisis management

When dealing with a crisis, you must show your customers that you always put them first.
The outcome of any attempt to put an end to this depends heavily on the reaction of
guests.
When a crisis hits, you will receive a lot of questions from customers. Your task is to
respond to customers quickly and honestly and apologize to customers for unexpected
incidents.
6.3. Roadmaps

5. Rely on the intervention and support of law enforcement agencies

This is an effective crisis communication solution in case you are sure that you are right.
The public has always tended to trust the law more than unsubstantiated posts or words
that go viral. Therefore, resort to the law if other ways have not brought the desired
effect.
6.3. Roadmaps

6. Overcoming damage caused by a media crisis

Communication crises always leave serious losses that require a lot of time and energy to
overcome weaknesses and promote strengths. You must immediately measure and assess
the losses caused by the communication crisis. From there, assign damage recovery tasks
to each department and individual.
6.3. Roadmaps

7. Lessons learned from crisis communication

The final step in an effective and safe crisis communication process is to learn lessons.
Departments and individuals will hold meetings to point out the results, successes and
limitations of the work. All stored information constitutes a valuable lesson to apply in the
future.
6.4. Tips

Clever "fire suppression", avoid spreading

In the principle of crisis communication, it is fundamental that the voice must be
brought to one point. Avoid a situation where many parties speak up together,
leading to inconsistency and no common voice.
It must be dealt with in terms of communication, in terms of emotional behavior,
not merely right and wrong arguments. The public mentality always wants to learn
and discern right from wrong, but what businesses need to prioritize is "putting out
the fire" rather than falling into the trap of indiscriminating to prove themselves
right.
6.4. Tips

Do not assign blame elsewhere

Above all, you must take responsibility for the problem. A critical part of your social media
crisis management plan should include how you'll acknowledge fault.
After all, apologies that start "We're sorry, but…" lose trust and build angst faster than
almost anything else you can say. Instead of passing the buck, a simple "We screwed up.
Please forgive us?" can go a long way toward beginning to repair the damage.
Pro tip: Include how you plan to do better, which helps you build trust with your audience.
6.4. Tips

Do not keep silent

When there is a communication crisis, silence is no longer gold, but silence becomes a
"crime" that makes the crisis more serious. You need satisfactory answers for clients, the
press and legal authorities.
But you should also be mindful of when to speak and act. Depending on the situation and
nature of the incident, you may not speak up right away but allow some time for public
opinion to cool down.
6.4. Tips

Not afraid to face the press

If you deliberately avoid the press, then the press and the community have a right to be
skeptical because of the lack of transparency. The "tabloids" will take this opportunity to
spread misinformation and navigate public opinion that exacerbates the crisis.
As soon as a communication crisis occurs, you should actively connect with mainstream
newspapers to provide information. This action also helps you create sympathy for the
press.
6.4. Tips

Do not intentionally evade or provide inappropriate information

Avoid providing circular information in handling a crisis. Customers don't want to listen to
information that is out of their interest.
The secret to helping you appease customers is to answer frankly and sincerely, avoiding a
roundabout attitude. Thereby, customers will recognize the attitude of goodwill, want to
fix your problems.