Terms of service negotiating for social media strategy template download. Before you sign up for a social media marketing account, be sure to review the particular terms of service (TOS). A TOS agreement is common for all social media marketing accounts and platforms and is also known to outline the phrases and uses (or rules) dictated by the parent business (Facebook, Twitter, Instagram, and so on ) for its platform. Inside each TOS, the platform declares clearly what a user (or business) can and are unable to do on the respective social media marketing site.
In order to create a merchant account or profile, the user must agree to these terms. Many TOS agreements range from what exactly users are able to own as well as on the site to basic prerequisites (e. g., Instagram expresses you have to be 13 years as well as older to use the site). In addition , some platforms (e. g., Instagram and Snapchat) state the content that is provided and created on internet websites is technically owned from the platform, whereas others (e. g., LinkedIn) state that users own the content they reveal and create on social media. Additional listings can be viewed on the DigitalGov website (www.digitalgov.gov) for additional platforms as well as third-party software frequently used on social media. Remember, for all social media platforms, that will TOS agreements may develop and expand as fresh cases, legal rulings, and also situations arise online. Concern of free speech. Naturally , traditional legal terms must be discussed not only in relation to social media marketing, but in how they are converted for use on each different program. For example , tweeting a chisme about another person could result in case (Gunkel, 2015). This is an continuous topic of conversation on the subject of what employees share with social media related to their business employers and job, what university student athletes share relative to all their athletic teams, and even exactly what is shared during political activities. Whether or not people should show their opinions online in a very public forum is one the main equation, but the other is if or not people’s content really should be censored or only helped on certain social media tools. Twitter, Facebook, and others usually are dealing with extreme cases plans abusing their platforms (trolling, cyberbullying, making online provocations, etc . ). Protection in addition to respect for free speech is critical in a free democracy, nevertheless while social media has become considerably more mainstream and established seeing that both a field and a transmission channel, brands, companies, in addition to individuals still face obstacles in this particular area. Disclosure of consent. Facebook as being a platform and company found myself in trouble over the amount of info it was collecting on consumers, but it also conducted an research that manipulated information submitted. This experiment focused on xie hundred, eighty-nine, 000 users and if people were feeling positive or perhaps negative about what they were looking at on their timeline (Booth, 2014). In essence, Facebook was able to change and filter information, feedback, pictures, and videos inside users’ networks to test if seeing positive or bad items on their timeline got an effect on their overall express (Booth, 2014). The news on this case study sparked outrage inside the public on both ethical and also legal grounds since the social media did not disclose this training or ask users if that could do this for their duration bound timelines. Universities and research corporations go through the ethical process of unveiling the nature of the study (via institutional review boards, or IRBs) for all studies involving people subjects, as well as require contributors to fill out an informed sanction form for the study, each of which Facebook did not complete (Booth, 2014). Employees and private Branding Mishaps Online provocations and cyberbullying. What you write-up online can become evidence during a court of law. This transpired in the case of Anthony Elonis impressive Facebook posts involving his / her significant other. This case focused on dealing the issue of whether or not a new post on Facebook constituted a real threat. Elonis’s articles and reviews were used for evidence with court, and the case basically went up to the Supreme Judge (Barnes, 2014). Many other conditions have followed suit over time, focusing on issues of cyberbullying, using profile pictures to generate fake accounts (Jackson, 2018), and even posting content that may lead to termination of your career. In fact , the most common elements that will get individuals into difficulty are mishaps on social media marketing. A post that may be seen as inappropriate, insensitive, or fancy can also result in firings as well as other long-term consequences. Public shaming has become one of the most negatively considerable events individuals experience nowadays on social media. The case concerning Justine Sacco is a alert for all who believe social media marketing privacy is still a thing. Borsa, a former PR skilled, used her Twitter profile to share various personal ideas and views on all types of emotions, as well as exchanges she acquired with individuals. It was definitely not until December 2013 if she was boarding a new plane from London to help Cape Town (an 11-hour flight) that her universe turned upside down and the woman became the number-one styling topic on Twitter (Waterlow, 2015). As shown inside the photo above, Sacco submitted an update that sparked attaque online and immediately went virus-like, and she got a huge number of new followers and people calling her about this. In fact , a natural hashtag, #HasJustineLandedYet, began styling (Waterlow, 2015). Even though Mucchio deleted her account along with tried to get rid of the evidence, your ex reputation was already ruined, plus the professional damage was already accomplished. What stands out about this event is the fact Sacco is still reliving the incident and has not necessarily been able to escape it. Open public shaming is not just for the time in which a tweet, video, or maybe update is uncovered, it follows the unrelenting traditions of an entire community of folks searching online and sharing revisions (even writing posts, content, and books) about the episode. Jon Ronson, author on the best-selling book So You may have Been Publicly Shamed (2015), met up with Sacco for any interview and noted the effect this experience had to seducre her as well as those who felt ?t had been their responsibility to take your ex down on social media. These are the kinds of incidents that the Internet (and society) does not allow reduce weight forget about. However , the need for a comprehending of what we can study from this experience and when you need to move on as a society should be addressed. The consequences of these general public incidents on someone’s individual and professional life tend to be significant. We need to have a much better approach to educating others concerning the consequences and risks prior to they fall into a similar scenario. Britt McHenry, an ESPN reporter, also found this particular to be true, although it had not been a social media update which got her in warm water, but a video. McHenry’s vehicle was towed, and a protection video surfaced of the girl being rude and ranting to the female employee in the tow truck business (“Blown to Britts, ” 2016). This video surfaced on the internet well after the encounter happened, but McHenry became some sort of viral trend, like Mucchio, overnight, with media, pals, and family asking your ex to comment about the situation (Pesta, 2016). The tweets, blogposts, articles, and calls for ESPN to dismiss McHenry via its programs emerged on the web. Not only was McHenry some sort of trending topic, but more when compared with 30, 000 people put into practice her on Twitter, and the comments made her dread for her safety (Pesta, 2016). While McHenry is still a press reporter for ESPN, she really does share a cautionary story about the power of social media. Although it is key to note mistakes we now have made in the public eye and social media, it is also key to remember that sometimes, no matter what, some people available will take advantage of the situation as well as transform it into a negative general public shaming experience.
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Mobile technology is increasingly integrated into the physical retail store experience (Google 2013), as part of the continuing evolution of omnichannel retailing. By incorporating digital features into the store environment, retailers aim to exceed customer expectations, compete more effectively with online pure-players and offer a unique, sensory and personalised shopping experience (eConsultancy 2016). Consumers increasingly use their mobile devices to research information while shopping in-store (Verdict 2013; eMarketer 2014b), as they enhance their ability to research and exchange product and brand information (Berman 2012), compare prices (Piotrowicz and Cuthbertson 2014) and purchase at any time and place (Brynjolfsson et al. 2013). As technological advances improve the effectiveness and efficiency of the online channel, and penetration of mobile devices increases to allow more consumers to shop anytime and anywhere, how do consumer-facing mobile technologies in the physical store contribute to the omnichannel retail experience? This chapter considers the value of consumer-facing mobile technologies as a component of the in-store shopping experience and their role in bridging digital and physical retail environments. We begin with a review of the various types of these technologies currently utilised in the fashion retail sector, their benefits and challenges, and a discussion of relevant theoretical models, which may be used to predict the success of the technologies from a consumer adoption perspective. Three mini-cases show how fashion retailers at different levels of the marketplace integrate consumer-facing mobile technology into their store experience.
Omnichannel Retailing Retailers are increasingly required to offer products and services through multiple channels (Verhoef et al. 2015). Using more than one channel to sell to customers is described as multichannel retailing (Beck and Rygl 2015). Alternatively, Bagge (2007) proposed a definition that distinguishes between retailers with multiple channels and multichannel retailers. Essentially, a multichannel retailer aims to achieve brand consistency not only in each channel but across all channels to the consumer. More recently, the concept of omnichannel retailing has arisen from the need for retailers to extend their multichannel activities (Retail Week 2014a, b; Brynjolfsson et al. 2013). This refers to “a channel-agnostic view of how consumers experience the retailer brand” (PWC 2012, p. 30) and allows the consumer to be served by any channel at any point throughout the shopping journey (Napolitano 2013). Since a single consumer shopping journey may well consist of multiple channel interactions, retail channels can no longer work independently of one another (McCormick et al. 2014). An integrated experience between channels may be achieved through the development and use of innovative technology, such as Click and Collect services or interactive fitting rooms that connect with social media platforms (Blázquez 2014). This focus on integration and consistent experience across all customer touchpoints and a single view of inventory and customers defines an omnichannel approach (Retail Week 2014a, b). It allows consumers to look for, purchase or reserve products across all channels, while being able to collect or return the items at a convenient place (Verdict 2013). Consequently, omnichannel retailing must be organised as a synchronised operating model presenting a single face to the customer (Carroll and Guzman 2015; Fujitsu 2016). Experiential shopping spaces are becoming increasingly important for retailers (Antéblian et al. 2014) and the use of consumer-facing technologies in-store represents one way of enabling an enhanced customer experience (Verhoef et al. 2009). The physical retail environment can be used as a theatre to display, entertain and delight consumers through the increasing use of innovative in-store technology (Kozinets et al. 2002; Kent 2007). Interactive displays and other engaging forms of information technology evoke emotions and other sensations that make consumers’ experiences unique and individual (Kozinets et al. 2002; Pantano 2015). Concept stores use multi-sensory experiences, with an emphasis on design and consumer-facing in-store technology, to create retail environments for interactivity, socialisation and communication (Kent 2007). Experiential retail environments refer to spaces where the consumer is totally immersed in a fantasy world and undergoes an extraordinary experience through service value, great store interiors and product display (Antéblian et al. 2014). These witness an increasing use of consumer-facing in-store technology and innovations, used to enhance the shopping experience and store environment through the stimulation of consumers’ interaction to confer a pleasant and entertaining experience. In addition, in-store mobile technology innovations present retailers with an opportunity to offer an improved in-store experience, blending the best of digital and physical retail (Retail Week 2014a). The Mobile Device in Omnichannel Retail The mobile channel is both an online retail channel in its own right and also facilitates the integration of the physical and digital retail experience (Brynjolfsson et al. 2013; Blázquez 2014). It encompasses three dimensions: connectivity, the physical devices themselves and the content, usually delivered via mobile applications (apps). Mobile becomes a channel by combining all three dimensions: Connectivity is enabled by the penetration of faster 4G networks in professional development goals, the falling cost of sending and receiving data on mobile devices, and the increasing provision of free Wi-Fi in public spaces such as shopping centres, food outlets and retail stores, which allow consumers to get online more easily when out of their home or workplace. With regard to the physical device itself, modern mobile devices generally accompany the user and are nearly always switched on, thus symbolically placing the retailer in the consumer’s palm throughout the day and night. The key features and unique value propositions of the mobile medium include ubiquity, convenience, personalisation, localisation, flexibility, spontaneity, immediacy, accessibility, time-criticality and instant connectivity (Chaffey and Ellis-Chadwick 2015).The trajectory of technological development has led to larger screens, lighter weight, greater interactivity, longer battery life and more powerful processors that allow consumers to perform many more functions on their mobile devices than ever before. Content for the mobile channel is delivered via a mobile web browser or a mobile app. Mobile apps are defined as “end-user software that are designed for a cell phone operating system and which extend the phone’s capabilities by enabling users to perform particular tasks” (Purcell et al. 2010, p. 2). These include interactive information, entertainment or location-based services (Chaffey and Ellis-Chadwick 2015) to pay for goods, take and share photos or videos, and use maps to find locations. Mobile apps are a key development in mobile communications as they highlight a change in the method of delivering interactive services and content via mobile phones. Before mobile apps, the web browser was the main method. However, viewing websites via a web browser on the smaller screen of a mobile device can be frustrating if the website is not optimised for mobile. Mobile optimisation involves designing and coding web pages to provide the user with the best possible experience on their device, for example by ensuring content is legible and fits on the page without the need for horizontal scrolling or zooming. Consumer purchasing patterns have changed significantly due to technological advances in e-commerce, the rise of social media marketing and mobile device penetration, with many consumers now searching online for ideas and inspiration, to compare prices and to discover new retailers and brands (McCormick et al. 2014; Barclays 2016). Market penetration of internet-enabled mobile devices is facilitated by the falling prices of entry-level smartphones and tablets in recent years, making mobile devices accessible to more consumer segments. In October 2016, global mobile internet traffic eclipsed desktop internet traffic for the first time (Statcounter 2016). Since they have become a central component of consumers’ daily lives (PWC 2012; Google 2013), mobile devices have taken a significant place in the consumer shopping journey, empowering consumers with access to greater information and more choice than ever before (eConsultancy 2016; Barclays 2016). Retail Week (2014, p. 3) thus described UK consumers as “ultraconnected, mega-mobile and extraordinarily well-informed”. Empowered by digital connectivity, knowledgeable consumers are now more judicious in their purchasing behaviour by conducting research prior to purchase and considering a wider range of information, examining user reviews and seeking advice (Aubrey and Judge 2012), with mobile devices increasingly used for many of these activities (Fujitsu 2016). Millenials (born between 1980 and 2000) are highlighted as a digital generation for whom online and mobile channels are particularly important, providing the information they need to find the best products and services (Accenture 2013). Mobile devices provide a unique synergy between physical and digital shopping environments as they can be used in both contexts, separately or simultaneously (Piotrowicz and Cuthbertson 2014; Kearney 2012). Outside of the store, they can be used as a retail channel for purchasing items as well as everything related with the buying decision such as price comparison, finding stores, researching products and availability. Within the store, consumers may also use their mobile devices for information and research purposes (Verdict 2013; eMarketer 2014b), for example photographing products, comparing prices and barcode scanning (Holmes et al. 2013; Nielsen 2013, 2016). Even if consumers ultimately purchase an item in a store, they may have researched options online first, reading reviews and acquiring input from others through social media to find the best price and availability for the chosen solution (Table 1) (RSR 2016; Nielsen 2013, 2016; Berman 2012). Evidence suggests that the mobile channel’s share of total online spend is increasing, but its main potential is to provide consumers a valuable medium for research, comparison shopping and retailer interaction (Verdict 2013; Nielsen 2016). My rule: “You only catch people when they are doing something right. When they’re wrong, you teach”. That’s a learning experience because you don’t learn from right, you learn from wrong. So you sit down and you ask, “What can we learn from this so that when we see it coming again, we don’t do this again?” So we’re going to dissect it, take it apart, look at the dynamic, and remember that dynamic. And when we see this problem coming next time, we’re immunized against this problem now. We’re building antibodies to this, and we’re not going to get this one again. No one should ever get into trouble for a mistake! Big problems come when employees do not make decisions.
Lesson, Father’s My father, when I was born, was a sharecropper. That’s about the poorest of the poor jobs you can get. Then, he worked in a coal mine, and then eight years later, he became one of the largest plastering contractors in California. It was a big success story. I went to work for him one summer when I was fourteen. I was spreading plaster at age fourteen because I could reach eight feet high, and so they didn’t need to put up the scaffold. One day, we were sitting down having lunch and there was a 60-yearold man with the white plastering hat on. He had skin cancer and sunburns and he was alcoholic, and my dad said, “Do you see that man?” I nodded. He said, “That’s you.” I was shocked. He said, “When you’re sixty, you’re going to be just like him.” Then he said, “I’m going to give you the secret: You play when you’re young, and you will pay when you are old. That fella, he played when he was young and he’s paying every day now. Or, you can go the other way. You can pay when you’re young, and then, you will play when you are old. The choice is up to you. And the way you pay, is you go to school, you go to college.” Nobody in my family had ever gone to college, no one. So I’m the first one to graduate from college and then I got addicted to college spent a total of six years in day school and nine more years in night school. Fifteen years total of college. So I paid, and I paid, and I paid. Limits to Thinking… in Handcuffs If you focus on what you can’t do, you overlook what you can do. Rules tell you what you cannot do. Rules are handcuffs. If you have the right culture, then people are free to think. Rules limit the thinking. Listening and Creativity In companies, creativity can be facilitated by an “open” leader who structures the culture to be free enough to listen to everyone and not judge any idea. That means listen to all ideas and not be critical of it. No one knows where the next great idea will come from. In Radica, I held two “ideation” meetings a year. I started these meetings for salesmen. At first, the salesmen think they know the market they don’t. The creative people think they know the market—they don’t. The marketers think they know the market—they don’t. They are statisticians. I found that if a salesman thinks he cannot sell a product, he can’t. Salesmen always criticize the creative staff. So, to get the salesmen “on board,” I created the ideation meetings to get all of the departments together in a room for the purpose of creating the next products with input from each department to make them part of the process (own the monkey). Everyone is exposed in this room when forced to create; the truth comes out that it is very difficult to create. The details of the steps of these ideation meetings is another subject. In the end, creativity is a disciplined process where all departments contribute; it takes an experienced and disciplined thought leadership to milk out the ideas and get them to be a marketable product. Listening and Ideation I took my technique from the think tank at GM. We started with additive logic. We would “add”: write on a white board all of the concepts from attendees. Every idea was recorded; a visual on the board could spark an idea from another member. When all of the ideas were offered and fatigue sets in, I would switch to subtractive logic. I would ask, “Which one of these products has the customer appeal that would create the highest income in the shortest time?” We would start ranking the ideas. As we progressed, someone would offer a new idea. I would stop and say, “OK, now we are back to additive logic, let’s add.” When the new additions were added, I would go back and start over the subtractive process of ranking the ideas. These “additive” interruptions are both healthy and tiring. The staff caught on that this was a lot of time consuming and exhausting work. I think fatigue is part of the creative process. We would end up with new product lines and product extensions to existing lines. But everyone was now onboard, because they had the base line info on how difficult it is to create. Now the salesmen were on board. But the problem was not over. The development process is time consuming and the other departments (i.e., accounting, sales, etc.) do not fully understand how much detail goes into product development. The product development people are usually the most educated department in a company and their work is the least understood. I found that the sales department understood the least about how much time/work was involved. After we prioritized the new-products list from the ideation meeting, the salesmen would keep adding, subtracting, or changing; this drives the development people crazy. The seemingly smallest proposed change usually means a “start-over” for the development team. This causes the schedule to start over, but the sales would say, “It’s just a small change, why a year longer?” This led me to create a “gestation period” for product development. |